Richmond City Council
June 6, 2023

Executive Summary
Introduction
In 2010, the City Council adopted Ordinance No. 28 -10 adding Chapter 7.102 Medical Marijuana Collectives to the Richmond Municipal Code to regulate the collective cultivation and dispensing of medical marijuana.

In 2011, the City Council adopted Resolution No. 9 -11 establishing fees for application review, approval, and annual regulation required for medical marijuana collectives.

The Medical Cannabis Regulation and Safety Act (“MCRSA”) was signed into law in October 2015.

MCRSA was composed of three bills: AB 266 which established a dual-licensing structure requiring a state license and a local license or permit, AB 243 which established a regulatory and licensing structure for cultivation sites under the Department of Food and Agriculture, and SB 643 which established criteria for licensing of medical cannabis businesses, regulated physicians, an d recognized local authority to levy taxes and fees.

On November 8, 2016, the voters of the State of California approved Proposition 64, the "Control, Regulate and Tax Adult Use of Marijuana Act," which decriminalized the adult use of cannabis for non-medical purposes and established a regulatory scheme at the state level.

On November 15, 2016, the City Council adopted Ordinance No. 16 -16 adding Article

15.04.610.270 “Medical Marijuana Uses”, establishing regulations to allow for medicinal cannabis business to operate in the City.

On June 27, 2017, Senate Bill 94, the "Medicinal and Adult -Use Cannabis Regulation and Safety Act" (“MAUCRSA”) repealed and replaced MCRSA. MAUCRSA consolidates the medical MCRSA and adult use (Proposition 64) cannabis statutes.

On November 5, 2019, the City Council adopted Ordinance No. 16 -19 amending Article

15.04.610.270 “Marijuana/Cannabis Commercial Uses”, establishing regulations to allow for adult-use cannabis activities and provide consistency with State regulations.

The purpose of this Cannabis Regulatory Fee Study (“Fee Study”) is to reevaluate and update the City’s existing cannabis fee structure and to establish the legal and policy basis for imposing regulatory fees (“fees”) for permitting and annual regulation of co mmercial cannabis businesses in the City. The fees will be used to reimburse the City departments for reasonable direct and indirect costs and contracted services attributable to reviewing and acting upon the applications and verifying and enforcing cannabis business compliance with the City’s Municipal Code. 468
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Legal Framework
In order to impose such fees, this Fee Study will present findings in order to meet the substantive requirements of Proposition 26, which are as follows:

1. Demonstrate that the levy, charge, or other exaction is not a tax; and

2. The amount is not more than necessary to cover the reasonable cost of the governmental activity; and

3. The manner in which those costs are allocated to a payor bears a fair or reasonable relationship to the payor’s burden on, or benefits received from, the governmental activity.

Additionally, recent case law has provided further clarification of these substantive requirements, which are as follows:
 Costs need not be “finely calibrated to the precise benefit each individual fee payor might derive.”
1  The payor’s burden or benefit from the program is not measured on an individual basis.

Rather, it is measured collectively, considering all fee payors.2  Demonstrating that the amount collected is no more than is necessary to cover the reasonable costs of the program is satisfied by estimating the approximate cost of the activity and demonstrating that this cost is equal to or greater than the fee revenue to be received.
3  Reasonable costs associated with the creation of the regulatory program may be recovered by the regulatory fee.4
Methodology and Approach
To determine the City’s cannabis regulatory fees consistent with these substantive requirements, the cost of permitting and regulating cannabis operations by various City Departments is determined. These costs are then allocated to the payor in a way that demonstrates that the costs bear a fair or reasonable relationship to the payor’s burden on or benefits from the program.

1 Griffith v. City of Santa Cruz (2012)
2 Griffith v. City of Santa Cruz (2012); Newhall City Water District v. Castaic Lake Water Agency (2016) 3 Griffith v. City of Santa Cruz (2012)
4 League of California Cities Propositions 26 and 218 Implementation Guide, May 2017, pp. 70-71 469
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

The City went through a deliberative process to establish a reasonable expenditure plan to use in setting the fees. An interdepartmental working group representing staff from the City , the Fire Department, City Attorney’s Office, and Planning Department worked together to develop and review the proposed fees.

For each of the regulatory fees established by the Fee Study, the City evaluated Article

15.04.610.270 “Mariju ana/Cannabis Commercial Uses” and identified specific City tasks and activities associated with permitting and enforcement of the regulations. Each City department then determined the specific hours and personnel needed by their department to complete their tasks and activities. The estimated labor hours for each activity were then multiplied by each relevant department’s current hourly labor rate for each position completing the task. The hourly labor rates include various salary and benefits, departmental support, supervision, and other administration overhead and similar indirect costs.

The type of costs included in the fees includes labor costs, contracted services, supplies, inter - department charges, and other incidental costs; for example: background checks and follow -up research and analysis on findings, zoning and distance checks, site visits, applicant correspondence, etc. Detailed supporting analysis tables served as the mechanism to determine specific fee rates and estimated hours, as summarized in this Fee Study. These time estimates and levels of effort were then reviewed and evaluated by other City staff and SCI for their reasonableness.

The time estimate remains constant for each application review phase or annual regulation and inspection activity, and the fees are based on each department’s hourly rates as of the date of this fee study.

Summary of General Findings
The following general findings from the Fee Study are presented:

1. The City’s proposed cannabis regulatory fees are not taxes, but regulatory fees in that the fees are proposed to recover costs associated with the Article 15.04.610.270, which created the regulatory framework to permit and regulate commercial cannabis businesses in the City.

2. The City went through a deliberative process to establish reasonable costs for permitting and annual enforcement of the City’s regulations.

3. The fee amounts determined by this Fee Study do not exceed the reasonable cost of permitting and enforcement of the new regulations.

4. The fees bear a fair or reasonable relationship to the payor’s burden on or benefits from the regulatory program.
470
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Summary of Recommendations
Based on the findings presented in the Fee Study, it is recommended that the City consider adopting the fees shown in Figure 1.

Figure 1 – Summary of Proposed Fees

Fee Description Fee 1 Unit
Application Completeness Review $1,019 per application
Conditional Use Permit $12,611 per application
Cannabis Business Permit $4,262 per application
Annual Permit Fee (Retail Storefront) $3,365 per permit annually 2 Annual Permit Fee (Retail Delivery) $3,365 per permit annually 2 Annual Permit Fee (Distribution) $3,365 per permit annually 2 Annual Permit Fee (Manufacturing) $3,587 per permit annually 2 Annual Permit Fee (Specialty/Cottage Cultivation)3
$3,365 per permit annually 2
Annual Permit Fee (Small Cultivation)3
$3,587 per permit annually 2
Annual Permit Fee (Medium Cultivation)3
$3,809 per permit annually 2
Annual Permit Fee (Large Cultivation)3
$4,030 per permit annually 2
Annual Permit Fee (Nursery Cultivation)3
$3,365 per permit annually 2
Annual Permit Fee (Processor Cultivation)3
$3,365 per permit annually 2
Annual Permit Fee (Testing) $3,365 per permit annually 2 Reinspection Fee $1,463 per inspection
Compliance Fee4
Actual Cost per hourly rate
Notes:

In the event of a compliance issue, a compliance fee will be charged based on actual costs incurred by the City, using the fully burdened rates of the staff and consultant time spent to remedy the issue.

Proposed fees are rounded to the nearest dollar.

Each additional permit for the same business at the same location shall be charged 25% of the applicable fee.

The highest activity use fee shall be the first base fee.

The annual permit fee for cultivation businesses is based on the license type issued by the Department of Cannabis Control (DCC), regardless of whether the business is utilizing the maximum canopy space authorized under the State License.
471
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Commercial Cannabis Business Application Review Fees
This section determines the costs and associated fees to review applications and issue permits for commercial cannabis businesses in the City.

Commerci al Cannabis Business Application Fees
The following fees will be collected at separate phases of the application process:
 Application Completeness Review Fee
 Conditional Use Permit
 Cannabis Business Permit (CBP) Issuance Fee
Application Completeness Review Fee
The proposed Application Completeness Review Fee is $1,019 and is due upon submittal of the application. The application fee recovers the cost to review and process applications for completeness.

Figure 2 – Application Completeness Review Fee

Conditional Use Permit
The proposed Conditional Use Permit fee is $12,611 per eligible application and is due upon submittal of the complete application.

Outside Service
Cannabis
General Tasks/Activities
Director
Senior
Planner
Code Enfor
Manager
Code Enfor
Officer II
Fire
Marshal
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $288 $154 $173 $144 $250 $300 Application Completeness Review 0.50 2.00 1.00 1.00 1.00 - 5.50 $1,019 $0 $1,019 Total 0.50 2.00 1.00 1.00 1.00 - 5.50 $1,019 $0 $1,019
City Administration
Community Development Total Labor
Richmond FD
Fire
472
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Figure 3 – Complete Application Review Fee

Cannabis Business Permit (CBP) Issuance Fee
The proposed Cannabis Business Permit Issuance Fee is $ 4,262 and is due upon submittal of the application for Cannabis Business Permit. The Cannabis Business Permit Fee recovers the cost associated with verifyin g an applicant has obtained required City permits, paid all City fees, obtained their State License, and conducting a final site inspection to check for building, fire, and local and state compliance prior to operation.

Figure 4 – Cannabis Business Permit (CBP) Issuance Fee

Outside Service
City Attorney Cannabis
General Tasks/Activities
Director
Senior
Planner
Code Enfor
Manager
Code Enfor
Officer II
SR. Bldg
Inspector
Director
Senior Civil
Engineer
Attorney
Chief
Captain
Lieutenant
Sergeant
Deputy Fire
Chief
Battalion
Chief
Fire
Marshal
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $288 $154 $173 $144 $161 $389 $259 $232 $329 $272 $242 $224 $277 $240 $250 $300 Application Review - 3.00 2.00 3.00 3.00 2.00 1.00 1.00 1.50 1.50 1.50 4.00 1.00 1.00 1.00 3.00 29.50 $6,819 $0 $6,819 Background Checks - - - - - - - - - - 1.00 - - - - - 1.00 $242 $0 $242 Fire Safety Compliance - - - - - - - - - - - - - - - - - $0 $0 $0 Facility Inspection - - 1.00 2.00 2.00 2.00 2.00 - - - - - - - - 3.00 12.00 $2,977 $0 $2,977 Staff Report 1.00 3.00 - - - 1.00 1.00 1.00 - - - - - - 1.00 - 8.00 $1,880 $0 $1,880 Public Hearing 1.00 - 1.00 - - - - 1.00 - - - - - - - - 3.00 $693 $0 $693 Total 2.00 6.00 4.00 5.00 5.00 5.00 4.00 3.00 1.50 1.50 2.50 4.00 1.00 1.00 2.00 6.00 53.50 $12,611 $0 $12,611 Community Development Police Fire Total Labor
City Administration Richmond PD Richmond FD
Public Works
Outside Service
Finance Cannabis
General Tasks/Activities
Senior
Planner
Code Enfor
Manager
Code Enfor
Officer II
SR. Bldg
Inspector
Bus License
Specialist
Director
Senior Civil
Engineer
SR. Env
Comp Inspc
Director
Sergeant
Fire
Marshal
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $154 $173 $144 $161 $82 $389 $259 $259 $270 $224 $250 $300 CBP Issuance 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 12.00 $2,537 $0 $2,537 Facility Inspection - CUP Conditions - 1.00 1.00 1.00 - 1.00 1.00 - - - - 2.00 7.00 $1,725 $0 $1,725 Total 1.00 3.00 2.00 2.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 19.00 $4,262 $0 $4,262 Community Development Police Fire Total Labor
City Administration chmond P chmond F
Public Works
473
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Commercial Cannabis Business Annual Permit Fees
Cannabis Retail (Storefront & Non- Storefront) Annual Permit Fee Figure 5 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee of a Retail (Storefront & Non -Storefront) Business. One inspection will be performed annually. As shown, the proposed fee is $3,365 annually per permit.

Figure 5 – Cannabis Retail (Storefront & Non-Storefront) Annual Permit Fee

Cannabis Distribution Annual Permit Fee
Figure 6 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee of a Distribution Business. One inspection will be performed annually . As shown, the proposed fee is $3,365 annually per permit.

Figure 6 – Cannabis Distribution Annual Permit Fee

Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 1.00 - 2.00 3.00 $744 $0 $744
Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 4.50 2.00 5.50 15.50 $3,365 $0 $3,365
City Administration
Community Dev. Total Labor
Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 1.00 - 2.00 3.00 $744 $0 $744
Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 4.50 2.00 5.50 15.50 $3,365 $0 $3,365
City Administration
Community Dev. Total Labor
474
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Cannabis Manufacturing Annual Permit Fee
Figure 7 shows the determination of the fee f or full cost recovery for the annual regulation and inspection fee of a Manufacturing Business. One inspection will be performed annually. As shown, the proposed fee is $3,587 annually per permit.

Figure 7 – Cannabis Manufacturing Annual Permit Fee

Cannabis Specialty/Cottage Cultivation Annual Permit Fee Figure 8 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee for a Cultivation Business issued a Cannabis Specialty or Cottage Cultivation License from the Department of Cannabis Control. One inspection will be performed annually. As shown, the proposed fee is $3,365 annually per permit.

Figure 8 – Cannabis Specialty/Cottage Cultivation Annual Permit Fee

Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 1.50 - 2.50 4.00 $965 $0 $965
Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 5.00 2.00 6.00 16.50 $3,587 $0 $3,587
City Administration
Community Dev. Total Labor
Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 1.00 - 2.00 3.00 $744 $0 $744
Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 4.50 2.00 5.50 15.50 $3,365 $0 $3,365
City Administration
Community Dev. Total Labor
475
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Cannabis Small Cultivation Annual Permit Fee
Figure 9 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee for a Cultivation Business issued a Cannabis Small Cultivation License from the Department of Cannabis Control. One inspection will be performed annuall y. As shown, the proposed fee is $3,587 annually per permit.

Figure 9 – Cannabis Small Cultivation Annual Permit Fee

Cannabis Medium Cultivation Annual Permit Fee
Figure 10 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee for a Cultivation Business issued a Cannabis Medium Cultivation License from the Department of Cannabis Control. One inspection will be performed annually . As shown, the proposed fee is $3,809 annually per permit.

Figure 10 – Cannabis Medium Cultivation Annual Permit Fee

Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 1.50 - 2.50 4.00 $965 $0 $965
Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 5.00 2.00 6.00 16.50 $3,587 $0 $3,587
City Administration
Community Dev. Total Labor
Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 2.00 - 3.00 5.00 $1,187 $0 $1,187 Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 5.50 2.00 6.50 17.50 $3,809 $0 $3,809
City Administration
Community Dev. Total Labor
476
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Cannabis Large Cultivation Annual Permit Fee
Figure 11 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee for a Cultivation Business issued a Cannabis Large Cultivation License from the Department of Cannabis Control. One inspection will be performed annuall y. As shown, the proposed fee is $4,030 annually per permit.

Figure 11 – Cannabis Large Cultivation Annual Permit Fee

Cannabis Nursery Cultivation Annual Permit Fee
Figure 12 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee for a Cultivation Business issued a Cannabis Nursery Cultivation License from the Department of Cannabis Control. One inspection will be performed annually . As shown, the proposed fee is $3,365 annually per permit.

Figure 12 – Cannabis Nursery Cultivation Annual Permit Fee

Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 2.50 - 3.50 6.00 $1,409 $0 $1,409 Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 6.00 2.00 7.00 18.50 $4,030 $0 $4,030
City Administration
Community Dev. Total Labor
Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 1.00 - 2.00 3.00 $744 $0 $744
Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 4.50 2.00 5.50 15.50 $3,365 $0 $3,365
City Administration
Community Dev. Total Labor
477
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Cannabis Processor Cultivation Annual Permit Fee
Figure 13 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee for a Cultivation Business issued a Cannabis Processor Cultivation License from the Department of Cannabis Control. One inspection will be performed annually . As shown, the proposed fee is $3,365 annually per permit.

Figure 13 – Cannabis Processor Cultivation Annual Permit Fee

Cannabis Testing Annual Permit Fee
Figure 14 shows the determination of the fee for full cost recovery for the annual regulation and inspection fee of a Testing Business. One inspection will be performed annually . As shown, the proposed fee is $3,365 annually per permit.

Figure 14 – Cannabis Testing Annual Permit Fee

Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 1.00 - 2.00 3.00 $744 $0 $744
Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 4.50 2.00 5.50 15.50 $3,365 $0 $3,365
City Administration
Community Dev. Total Labor
Outside Service
City Attorney Cannabis
General Tasks/Activities
Code Enfor
Manager
Code Enfor
Officer II
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $173 $144 $232 $300
Preparation 1.00 1.00 - 1.00 3.00 $617 $0 $617
Facility Inspection - 1.00 - 2.00 3.00 $744 $0 $744
Oversight and Reporting 2.50 2.50 2.00 2.50 9.50 $2,005 $0 $2,005 Total 3.50 4.50 2.00 5.50 15.50 $3,365 $0 $3,365
City Administration
Community Dev. Total Labor
478
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Cannabis Reinspection Fee
Figure 15 shows the determination of the fee for full cost recovery for the cannabis reinspection fee for all cannabis business types. Reinspection will be performed on an as needed basis, when follow-up actions are required following an annual inspection or the City receives a complaint that warrants an inspection. As shown, the proposed fee is $1,463 annually per permit.

Figure 15 – Cannabis Processor Cultivation Annual Permit Fee

Cannabis Compliance Fee
In the event of a compliance issue, a compliance fee will be charged based on actual costs incurred by the City, using the fully burdened rates of the staff and consultant time spent to remedy the issue.

Outside Service
City Attorney Cannabis
General Tasks/Activities
Senior
Planner
Code Enfor
Manager
Code Enfor
Officer II
SR. Bldg
Inspector
Attorney
ConsultantHours Cost Other Costs Total Cost
Fully Burdened Hourly Rate $154 $173 $144 $161 $232 $300 Facility Inspection 1.00 1.00 1.00 1.00 1.00 2.00 7.00 $1,463 $0 $1,463 Total 1.00 1.00 1.00 1.00 1.00 2.00 7.00 $1,463 $0 $1,463 $1,463Reinspection Fee:

City Administration
Community Development Total Labor
479
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Other Fees
In addition to the fees outlined in this Fee Study, there are other fees that permit holders will be required to pay. These other fees fall into two categories:
 Fees that apply in relation to cannabis operations as they would to any other permitted business operation or land-use entitlement in the City; and  Fees that may be developed in relation to cannabis operations, but which are outside the scope of this Fee Study.
 In the event the state develops additional sub-license types, city staff may apply the nearest applicable fee based on a similar use determination.

Permit holders will be informed of additional fees in the usual course of applications and communications with the involved City departments.

Generally Applicable Fees
Existing fees that apply to cannabis operations include, for example, business licens e fees and building permit application fees. These fees generally apply to cannabis operations the same as they would to any other permitted business in City. Another example is the Conditional Use Permit Fee or Appeals Fee payable by any applicant other t han an applicant for a cannabis operator permit. For example, if a third party (e.g., any person other than a permit applicant) appeals a decision in relation the cannabis operator permit processes described identified above, that appellant will pay a nominal appeal fee. This amount is consistent with the fee that is generally applied by the Planning Department for third -party appeals in planning processes brought by anyone other than the applicant.
480
City of Richmond
Cost Recovery Analysis
Commercial Cannabis Regulatory Fees, 2023

Review and Update of Fees
This Fee Study has been prepared in the context of an emerging industry and regulatory framework for legalized cannabis in the State of California. It may be appropriate for the City to review and update the fees identified in this Fee Study:
 When the program under Article 15.04.610.270 has been implemented for a period of time sufficient for the City to have had an opportunity to review the actual costs incurred in processing applications and monitoring permits and to have achieved some efficiencies in processing applications and undertaking monitoring and compliance;  If Article 15.04.610.270 is substantially amended such that the time and/or processes involved are substantially changed.
481

TO: WCCTAC Board MEETING DATE: April 28, 2023
FR: Leah Greenblat, Transportation Planning Manager
RE: FY 23-24 Annual STMP Fee Adjustment

REQUESTED ACTION
Information only.

BACKGROUND AND DISCUSSION
The 2019 STMP Update became effective on July 1, 2019. The Master Cooperative Agreement, signed by all partner agencies, specifies an automatic annual fee adjustment so that the fees keep up with construction related inflation. The agreement specifies that the fee adjustment is based on the Engineering News Record’s February San Francisco Bay Area Construction Cost Index that covers the prior twelve months. This year that rate was 7.1%. (By comparison, if the January 2023 rate was used, the adjustment would be 8.4%.) WCCTAC staff is in the process of notifying partner agencies of this impending annual fee adjustment, which becomes effective July 1, 2023, so it may be incorporated into their local fee schedules.

Given the on-going state of inflation, this year’s fee increase is on par with last year’s adjustment which was 9.8%. It should be noted that Engineering New Record’s Bay Area Construction Cost Index is a tool commonly used by jurisdictions to make annual fee adjustments. The implementation of a different fee increase would require all six member jurisdictions to amend the Master Cooperative Agreement and related ordinances.

The FY 22-23 and FY 23-24 STMP fees are shown below.

FY 22-23 STMP Fee Rate
6,458$
3,181$
1,744$
4,133$

0.90$

7.82$

6.60$

10.35$
8,727$
STMP Fee per
Square ft.

STMP Fee
per Unit
Other (per AM pk hr trip)
Storage Facility
Industrial
Office
Single Family
Multi Family
Senior Housing
Hotel (per room)
Retail / Service
Type of Fee
3B-1
482

The STMP Quarterly Reporting form for FY 23-24 is included as an attachment. Local agency staff should begin using this version to report STMP fees after July 1, 2023.

ATTACHMENT
A. FY 2023-2024 STMP Quarterly Reporting Form
3B-2
483
Check Appropriate Box:Fiscal Year: _________
Reporting Period:FY Q1FY Q2FY Q3FY Q4
All sections of the report must be completed.July-SeptOct-DecJan-MarApr-June Attach check, payable to WCCTAC, to this report.Fee Submittal Due Date:31-Oct30-Jan30-Apr31-Jul Submit check and completed transmittal report to:

WCCTACJurisdiction's Name:
6333 Potrero Ave., Suite 100
El Cerrito, CA 94530Contact Name:

Contact Email:

No development to report this period. ORNotes:

Insert below the # of Units or # of Sq. Ft. to calculate the amnt. of fee collected.

List each project or project component separately. Add rows as needed. 6,916$ - $
3,407$ - $
1,868$ - $
4,426$ - $

0.97 $ - $

8.38 $ - $

7.07 $ - $

11.09$ - $
9,346$ - $
TOTAL FEES COLLECTED:- $
This should be the amount of your check to WCCTAC.

If a jurisdiction is collecting STMP fees for a development application at a rate different than what is currently in effect, provide on the following page the name and address of each development and which reason applies:

A.The development project is subject to a development agreement executed on _________________; B.The development submitted a vesting tentative map that was approved on ___________________; C.Other (explain legal basis for development not paying current adopted rates; n.b., a development application submitted in a prior year alone is an insufficient explanation) ___________________.

West County Subregional Transportation Mitigation Program (STMP) Developer Fees JURISDICTIONS' QUARTERLY TRANSMITTAL REPORT FORM for FY 2023-24 STMP Fee per
Square ft.

Total # Units
or Sq. Ft.

STMP Fee per
Unit
Other (per AM pk hr trip
Storage Facility
Industrial
Office
Single Family
Multi Family
Senior Housing
Hotel (per room)
Retail / Service
Type of Fee
Jurisdictions are required to submit this completed form to WCCTAC no later than 30 days following the close of each calendar quarter; whether or not there are fees to submit, continuing through the life of the Master Cooperative Agreement.

STMP $
Collected Project AddressDevelopment Name

3B-3
484
During the reporting period, has your agency granted:

1.STMP Fee Credits to any development? Yes No

2.STMP Fee Waivers/Exemptions to any development? Yes No If yes to either of the above, please respond to the questions on the next page.

If STMP Credits were granted, for each development complete the questions below:

1.What is the name and address of the development project receiving the credit?

2.What was the dollar value of the credit?

3.Which of the 20 STMP Projects was the credit used for?

4.What elements of the STMP project were completed with the credited funds? If Waivers/Exemptions of STMP Fees were granted, for each development, complete the questions below:

1.Were all other local fees waived/exempted for the development project? Yes No

2.Briefly explain why the development project's STMP fee was waived/exempted? Revised 6/30/2020
Respond to Different Fee Rates/Credit and Waiver/Exemption Questions here:

3B-4
485

1 RESOLUTION NO. -23

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND ESTABLISHING A MASTER FEE SCHEDULE FOR THE SERVICES RENDERED BY CITY DEPARTMENTS . THIS

RESOLUTION ESTABLISHES AND ESTABLISHING A FEE SCHEDULE WHICH WILL TO

IMPLEMENT COST RECOVERY, WHICH AND WILL SERVE AS THE BASIS FOR FUTURE FEE ADJUSTMENTS.
________________________________________________________________________

WHEREAS, Section 2.34.040 of the Municipal Code of the City of Richmond provides for the establishment of a Master Fee Schedule for the fees to be charged by the various City departments for City services; and

WHEREAS, the City Council of the City of Richmond desire s to enact a Master Fee Schedule, which updates the fees assessed by the City departments to reflect t he actual cost s associated wi th providing the service s, as supported by the anal ysis prepared by Willdan Financial (incorporated herein by reference); and

WHEREAS, the City Council of the City of Richmond desire s to enact a Master Fee Schedule which that can be utilized as the basis for t he future fee adjustments bas ed on the Employment Cost Index.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Richmond that, in accordance with Section 2.34.040 of the Municipal Code of the City of Richmond , there is hereby established a Master Fee Schedule for the City of Richmond.

BE IT FURTHER RESOLVED that the Master Fee Schedul e for the City of Richmond which is established by this resolution is attached hereto as Exhibit A and is incorporated herein by this reference.

BE IT FURTHER RESOLVED that all fees set forth in the Master Fee Sched ule shall become effective thirty days after the adoption of this resolution.

BE IT FURTHER RESOLVED that if any fee set forth in the Master Fee Schedule is for any reason found to be unconstitution al or invalid, such a decision shall not affect the validity of the remaining fees contained in the Master Fee Schedule.

BE IT FURTHER RESOLVED that the City Council hereby declares that it would have adopted each of the fees individually set forth in th e Master Fee Schedule irrespective of the unconstitutionality or invalidity of any particular or specified fee.

--------------------------
486

2 I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof, held on June 6May 16, 2023, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

____________________________________
City Clerk of the City of Richmond
(SEAL)

Approved:

______________________________
Mayor

Approved as to form:

______________________________
City Attorney
487

June 6, 2023

Human Resources

DATE: June 6, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Nickie Mastay, Deputy City Manager, Internal Services
Sharrone Taylor, Interim Director of Human Resources

Subject:

Resolution Amending Staffing (Position Control)
FINANCIAL IMPACT: There is no financial impact expected in FY23. Future fiscal year expenditures will be budgeted accordingly.

PREVIOUS COUNCIL
ACTION:

Click or tap here to enter text.

STATEMENT OF THE
ISSUE:

City Council’s authorization is required to amend position control.

RECOMMENDED ACTION:

ADOPT a resolution amending staffing (position control) to reallocate an existing position – Human Resources
(Nickie Mastay/Sharrone Taylor 510-620-6602).

DISCUSSION:

City Council approval is required to amend the City's authorized staffing (position control). Human Resources is requesting the following amendments to position control:

AGENDA
REPORT
488

June 6, 2023
 Add one (1) Senior Civil Engineer in Water Resource Recovery  Delete one (1) Project Coordinator in Water Resource Recovery

Human Resources is seeking City Council approval to reallocate one (1) Project Coordinator to one (1) Senior Civil Engineer within the Water Resource Recovery division’s position control.

The Senior Civil Engineer will be responsible for the design and/or construction of the City’s Capital Improvement Program (CIP) for Wastewater Treatment Plant and possibly the Sanitary and Storm Sewer Collection System, including reviewing all Task Authorizations issued by Veolia for capital projects. This includes cost estimating, planning, design, contract administration, and the construction of all Water Resource Recovery CIP Projects. Construction management and inspection of projects, as well as reviewing invoices for accuracy and approval for payment are also duties assigned to the position.

The position will coordinate with the Project Manager and Senior Accountant to ensure the City’s financial budgeting processes are strictly followed. This position will also work with the Engineering and Infrastructure Administrator to ensure that all as-built maps are received, reviewed, and filed as per the department’s protocol.

FISCAL IMPACT:

There is a fiscal impact for the reallocation of Project Coordinator and Senior Civil Engineer. The annual salary and benefits impacts reflected below are a combination of base salary and projected benefits costs.

Below is a table that delineates the annual salary and benefits cost difference between Project Coordinator and Senior Civil Engineer:

Project Coordinator and Senior Civil Engineer Salary Comparison Current Salary Annual Fiscal Impact for Project Coordinator $202,478 Proposed Salary Annual Fiscal Impact for Senior Civil Engineer $266,782 Annual Salary Fiscal Impact $64,304
*Cost is based on Step 3 and estimated benefits cost of 80%

Since the position is vacant, it is not anticipated that this position will be filled before the end of the fiscal year (FY) on June 30, 2023. Therefore, there is no anticipated cost in FY 2022-23, and we are not requesting any additional appropriation. The position will be budgeted accordingly in subsequent budgets, and is funded from Enterprise funds, which are non-general funds.

489

June 6, 2023
NEXT STEPS:

City staff members recommend the amendment of position control for Water Resource Recovery. Accordingly, the attached resolution will adjust position control in the following manner:

Position Control
Action Classification Department Unit
ADD Senior Civil Engineer Water Resource
Recovery
IFPTE Local 21 – Mid-
Management Unit
DELETE Project Coordinator Water Resource
Recovery
IFPTE Local 21 – Mid-
Management Unit

DOCUMENTS ATTACHED:

Attachment 1 – Resolution Amending Position Control
490
RESOLUTION NO. _____

RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA AMENDING THE CITY’S POSITION CONTROL LIST

WHEREAS, pursuant to Article IV Section 1(b)(1) of the City Charter, the City Manager has the responsibility to manage all affairs of the City's operations, and appoint employees when necessary for the good service of the City; and

WHEREAS, pursuant to City Resolution No. 148-20, the City Manager has the authority to make appropriate administrative changes to the City’s position control list; and

WHEREAS, the City Manager has determined that certain amendments to the position control list are necessary to meet the operational needs of the City.

NOW THEREFORE BE IT RESOLVED, that the Richmond City Council authorizes the City Manager to modify the position control in order to meet the operational needs of the City; and

BE IT FURTHER RESOLVED, that, effective June 6, 2023, the City’s position control is hereby revised to add the following positions:

Classification Department Unit
Senior Civil Engineer Water Resource & Recovery IFPTE Local 21 – Mid Management Unit

BE IT FURTHER RESOLVED, that, effective June 6, 2023, the City’s position control is hereby revised to delete the following positions:

Classification Department Unit
Project Coordinator Water Resource & Recovery IFPTE Local 21 – Mid Management Unit

-----------

I hereby certify that the foregoing Resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held by the following vote:

AYES:

NOES:

ABSTENTIONS:
491

ABSENT:

_____________________________

CLERK OF THE CITY OF RICHMOND
(SEAL)

Approved:

____________________
Mayor

Approved as to form:

____________________
City Attorney
492

June 6, 2023

Human Resources

DATE: June 6, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager, Internal Services
Sharrone Taylor, Interim Director of Human Resources
Dave Aleshire, City Attorney
Shannon Moore, Chief Assistant City Attorney
Jack Hughes, Lead Negotiator
Subject:

Resolutions Adopting the IFPTE Local 21 Mid-Management
Bargaining Unit’s Ratified Contract Amendment and Approving Implementation of the Segal Classification and Compensation Study
FINANCIAL IMPACT: The fiscal impact to implement the Segal Classification and Compensation Study and grant a four percent (4%) base
wage increase for IFPTE Local 21 Mid-Management is
estimated as follows:

Fiscal Year 23/24- $1,465,009; Fiscal 24/25- $1,523,609; Fiscal Year 25/26- $1,584,553

PREVIOUS COUNCIL
ACTION:

Click or tap here to enter text.

STATEMENT OF THE
ISSUE:

City Council’s approval is required to adopt the resolutions approving the ratified contract amendment between the City and IFPTE Local 21 Mid-Management Bargaining Unit,
providing for a four percent (4%) base wage increase effective July 1, 2023, and implementation of the Segal Classification and Compensation Study for IFPTE Local 21 Mid-
Management Bargaining Unit.

AGENDA
REPORT
493

June 6, 2023

RECOMMENDED
ACTION:

ADOPT a resolution approving the ratified contract
amendment between the IFPTE Local 21 Mid-Management
Bargaining Unit, providing for implementation of the Segal Classification and Compensation Study and a four percent base wage increase effective July 1, 2023, for IFPTE Local 21 Mid-Management Bargaining Unit; and ADOPT a resolution
approving the associated salary schedule for the four percent base wage increase – Human Resources Department (Nickie Mastay/Sharrone Taylor 510-620-6602).

DISCUSSION:

On April 21, 2020, the City entered into a contract with The Segal Group, Inc. to conduct a comprehensive City-wide classification and compensation study to yield recommended classification specifications and a proposed competitive salary structure.

The Segal Group, Inc. conducted an extensive salary survey, reviewed over 230 job titles, and received and analyzed job description questionnaires from approximately 330 employees. At the completion of the study, the Segal Group, Inc. recommended the establishment of a new salary structure and an overhaul of the job descriptions to ensure uniformity and modernization. In addition, several classifications were retitled to better describe the job duties being performed, and classifications deemed obsolete were recommended for removal.

The Human Resources Department negotiated in good faith with the IFPTE Local 21 Mid-Management Bargaining Unit regarding the implementation of the recommendations of the study. The parties have come to an agreement about the implementation of the study via a contract amendment agreement. The agreement provides for:

 Implementation of the Segal Classification and Compensation Study for the IFPTE Local 21 Mid-Management Bargaining Unit as negotiated by the parties.  The City to increase base wages for all classifications in the IFPTE Local 21 Mid-Management Bargaining Unit in the amount of four percent (4%) effective the pay period which includes July 1, 2023. The four percent (4%) base wage increase is separate from agreed upon equity adjustments.

The Human Resources Department is bringing forth the ratified contract amendment for City Council’s approval of the four percent (4%) base wage increase effective July 1, 2023, and implementation of the Segal Classification and Compensation Study for the IFPTE Local 21 Mid-Management Bargaining Unit. The ratified contract agreement between the City and for the IFPTE Local 21 amends the Mid-Management Bargaining Unit’s Memorandum of Understanding (Attachment 1).

494

June 6, 2023
FINANCIAL IMPACT:

The estimated financial impact for the next three fiscal years is delineated below:

FY 2023-24 FY 2024-25 FY 2025-26
Segal Class & Comp Local 21 Mid-
Management 866,130 900,775 936,806
Increase in base wage 4% Local 21 Mid-
Management 598,879 622,834 647,747
TOTAL 1,465,009 1,523,609 1,584,553

RECOMMENDATION:

City staff recommends that the City Council approve the ratified contract amendment between the City and IFPTE Local 21 Mid-Management Bargaining Unit. Approval provides authority for the four percent (4%) base wage increase effective July 1, 2023, and authorizes implementation of the Segal Classification and Compensation Study for the IFPTE Local 21 Mid-Management Bargaining Unit. City staff also recommends that City Council adopt the associated resolution amending the existing salary schedule for the unit with the addition of the four percent (4%) base wage increase effective July 1, 2023.

NEXT STEPS:

Upon approval of the resolutions adopting the ratified contract agreement, salary schedule showing the four percent (4%) base wage increase, and authorization to accept and implement the Segal recommendations, Human Resources staff will implement the four percent (4%) base wage increase effective July 1, 2023, for the IFPTE Local 21 Mid-Management Bargaining Unit. Additionally, Human Resources staff will continue to collaborate with the IFPTE Local 21 Union to finalize the Mid- Management job descriptions, which were created per the recommendations within the Segal Study, and classification deletions and retitles, which must be approved by the Personnel Board. Following Personnel Board approval, City staff will present to City Council the final salary schedule reflecting the study and equity changes for approval.

DOCUMENTS ATTACHED:

Attachment 1 – IFPTE Local 21 Mid-Management ratified contract amendment Attachment 2 – Resolution adopting the ratified contract amendment authorizing implementation of the study and the 4% base wage increase for the IFPTE Local 21 Mid-Management Bargaining Unit
Attachment 3 – Resolution adopting the revised salary schedule for the 4% Base Wage Increase
Attachment 4 – Local 21 Mid-Management Salary Schedule effective July 1, 2023

495
496
497
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
2001 ACCOUNTING ADMINISTRATOR Mid‐Management 069C 8,864 $           9,308 $     9,774 $     10,263 $     10,775 $      07/01/2023 2000 ACCOUNTING MANAGER Mid‐Management 069C 8,864 $           9,308 $     9,774 $     10,263 $     10,775 $      07/01/2023 2011 ADMIN SERV DIV MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2005 ADMINISTRATIVE LIBRARIAN Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2010 ADMINISTRATIVE SERVICES ANLYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2015 ARTS AND CULTURE MANAGER Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2018 ASSISTANT ADMIN ANALYST Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2021 ASSISTANT CITY ENGINEER Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2023 ASSISTANT COM DEV PRG MANAGER Mid‐Management 060F 7,982 $           8,381 $     8,763 $     9,186 $       9,650 $        07/01/2023 2026 ASSISTANT DIR OF PLANNING Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 2028 ASSISTANT HARBORMASTER Mid‐Management 051B 6,179 $           6,443 $     6,782 $     7,120 $       7,441 $        07/01/2023 2025 ASSISTANT TO THE MAYOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2019 ASSISTANTCAP PROJ MANAGER Mid‐Management 064G 8,553 $           8,981 $     9,431 $     9,888 $       10,396 $      07/01/2023 2030 ASSISTED HOUSING MANAGER Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2032 ASSOCIATE ADMIN ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2035 ASSOCIATE CIVIL ENGINEER Mid‐Management 061EZ 9,596 $           10,076 $   10,580 $   11,109 $     11,664 $      07/01/2023 2024 ASSSISTANT DIRECTOR E&T Mid‐Management 067D 9,047 $           9,503 $     9,963 $     10,455 $     10,961 $      07/01/2023 2020 ASST TO PARKS SUPERINTENDENT Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2022 ASSTANT DIRECTOR PW Mid‐Management 070C 11,002 $         11,553 $   12,131 $   12,737 $     13,375 $      07/01/2023 2038 AUDIT MANAGER Mid‐Management 052D 6,746 $           7,069 $     7,426 $     7,787 $       8,167 $        07/01/2023 2041 BENEFITS ANALYST Mid‐Management 055B 6,782 $           7,120 $     7,441 $     7,803 $       8,195 $        07/01/2023 2060 BLDG MAINTENANCE SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2040 BUDGET ADMINISTRATOR Mid‐Management 069C 8,864 $           9,308 $     9,774 $     10,263 $     10,775 $      07/01/2023 2045 BUDGET ANALYST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2050 BUDGET ANALYST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2055 BUILDING INSPECTOR SUPERVISOR Mid‐Management 060E 8,188 $           8,578 $     8,999 $     9,435 $       9,902 $        07/01/2023 2065 BUILDING OFFICIAL Mid‐Management 071A 10,704 $         11,240 $   11,801 $   12,391 $     13,011 $      07/01/2023 2069 BUSINESS ANALYST I Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 2070 BUSINESS ANALYST II Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 2071 BUSINESS ASST OFFICER Mid‐Management 62 7,997 $           8,391 $     8,797 $     9,234 $       9,697 $        07/01/2023 2072 BUSINESS DEV&REAL PROP MNGR Mid‐Management 62 7,997 $           8,391 $     8,797 $     9,234 $       9,697 $        07/01/2023 2085 C&ED OPERATIONS SPECIALIST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2086 C&ED OPERATIONS SPECIALIST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2096 CABLE TELEVISION MANAGER  Mid‐Management 55 7,248 $           7,611 $     7,992 $     8,392 $       8,811 $        07/01/2023 2090 CABLE TV ENGRG COORDINATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2095 CABLE TV PGMMING COORDINATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2099 CAPITAL PROJ BUD ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2100 CAPITAL PROJECTS MANAGER Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2101 CCTV WIRELESS&SYS SPECIALIST Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 Job
Class Job Description Unit Description Grade Effective
1498
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2105 CHIEF ACCOUNTANT Mid‐Management 72 9,485 $           9,961 $     10,459 $   10,981 $     11,530 $      07/01/2023 2108 CHIEF HAR ENG/DEP PRT DIR Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2103 CHIEF OF HSNG DEVELOPMENT Mid‐Management 069E 9,911 $           10,407 $   10,927 $   11,474 $     12,048 $      07/01/2023 2104 CHIEF OF PLNG OPERATIONS Mid‐Management 070A 9,512 $           9,986 $     10,478 $   10,966 $     11,503 $      07/01/2023 2106 CHIEF OF REDEV PROJECTS Mid‐Management 069F 10,179 $         10,687 $   11,224 $   11,785 $     12,376 $      07/01/2023 2107 CHIEF STATIONARY ENGINEER Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2110 CODE ENFORCEMENT MANAGER Mid‐Management 069E 9,911 $           10,407 $   10,927 $   11,474 $     12,048 $      07/01/2023 2114 CODE ENFORCEMENT SUPERINTENDEN Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2115 CODE ENFORCEMENT SUPERVISOR Mid‐Management 063A 7,585 $           7,963 $     8,362 $     8,780 $       9,220 $        07/01/2023 2150 COM DEVELOPMENT PGM MANAGER Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2120 COMM & ECON DEVEL FIN MNGR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2130 COMM DEV FINANCE COORDINATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2125 COMM DEVELOP CONSTR COORDINATR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2156 COMM PROG PLNG SPECIALISTS Mid‐Management 58 7,284 $           7,637 $     7,997 $     8,391 $       8,797 $        07/01/2023 2140 COMM SHIFT SUPERVISOR Mid‐Management 055E 8,724 $           9,160 $     9,618 $     10,099 $     10,604 $      07/01/2023 2137 COMMUNICATIONS CENTER MANAGER Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2145 COMMUNITY AFFAIRS COORDINATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2155 COMMUNITY SERVICES PGM MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2153 COMMUNITY SVCS ADMIN MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2165 CONSTRUCTION & MAINT SUPV Mid‐Management 139 6,904 $           7,262 $     7,621 $     8,002 $       8,402 $        07/01/2023 2172 CONTRACT COMPL PROG DIR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2170 CONTRACT COMPLIANCE SPEC I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2171 CONTRACT COMPLIANCE SPEC II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2173 COORDINATOR NEIG SVCS Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2175 CRIME ANALYST Mid‐Management 055B 6,782 $           7,120 $     7,441 $     7,803 $       8,195 $        07/01/2023 2176 CRIME PREVENTION MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2177 CUSTODIAL MAINTENANCE SUPERVIS Mid‐Management 052F 6,426 $           6,735 $     7,073 $     7,416 $       7,780 $        07/01/2023 2178 DATA APPLICATION MGR Mid‐Management 069F 10,179 $         10,687 $   11,224 $   11,785 $     12,376 $      07/01/2023 2179 DEPUTY BUILDING OFFICIAL Mid‐Management 73 9,804 $           10,295 $   10,803 $   11,338 $     11,892 $      07/01/2023 2180 DEPUTY CED DIRECTOR/ HOUSING Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2185 DEPUTY CED DIRECTOR/ RDEV Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2195 DEPUTY DIR HOUSING AUTHORITY Mid‐Management 069E 9,911 $           10,407 $   10,927 $   11,474 $     12,048 $      07/01/2023 2196 DEPUTY DIR OF PUBLIC SVCS Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2198 DEV & CAP PROG MGR Mid‐Management 064G 8,553 $           8,981 $     9,431 $     9,888 $       10,396 $      07/01/2023 2200 DEVELOPMENT PROJECT MANAGER I Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2205 DEVELOPMENT PROJECT MANAGER II Mid‐Management 064E 8,851 $           9,289 $     9,749 $     10,232 $     10,735 $      07/01/2023 2206 DIRECTOR FOR BUS DEV Mid‐Management 064A 8,236 $           8,632 $     9,059 $     9,512 $       9,986 $        07/01/2023 2211 ECON DEV MRKTG MGR Mid‐Management 067D 9,047 $           9,503 $     9,963 $     10,455 $     10,961 $      07/01/2023 2210 ECONOMIC DEV ADMINISTRATOR Mid‐Management 069E 9,911 $           10,407 $   10,927 $   11,474 $     12,048 $      07/01/2023 2499
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2215 ELECTRICAL SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2216 EMERGENCY SERVICES ANALYST Mid‐Management 042F 6,164 $           6,446 $     6,723 $     7,008 $       7,341 $        07/01/2023 2220 EMERGENCY SERVICES MANAGER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2225 EMPLOYEE BENEFITS ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2230 EMPLOYMENT PROGRAM MANAGER Mid‐Management 55 7,248 $           7,611 $     7,992 $     8,392 $       8,811 $        07/01/2023 2221 ENERGY CONVERSATION MGR Mid‐Management 62 7,997 $           8,391 $     8,797 $     9,234 $       9,697 $        07/01/2023 2223 ENG INFRASTRUCTR ADMINISTRATOR Mid‐Management 66 8,023 $           8,425 $     8,846 $     9,289 $       9,753 $        07/01/2023 2222 ENGINEERING OPERATIONS ADMIN Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2235 ENVIRONMENTAL MANAGER Mid‐Management 061E 8,128 $           8,534 $     8,961 $     9,409 $       9,881 $        07/01/2023 2236 ENVIRONMENTAL SERVICES MGR Mid‐Management 071B 11,272 $         11,835 $   12,427 $   13,049 $     13,701 $      07/01/2023 2240 EQUIPMENT SERV SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2245 EQUIPMENT SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2250 EXECUTIVE ASST TO THE CITY MGR Mid‐Management 049A 6,585 $           6,914 $     7,263 $     7,626 $       8,009 $        07/01/2023 2246 FACILITIES MGR Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2247 FAMILY SUFF COORDINATOR Mid‐Management 062A 5,826 $           6,117 $     6,422 $     6,743 $       7,080 $        07/01/2023 2255 FINANCE MANAGER Mid‐Management 064F 9,059 $           9,511 $     9,986 $     10,486 $     11,010 $      07/01/2023 2248 FINANCE MANAGER I Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2249 FINANCE MANAGER II Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2256 FINANCIAL ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2258 FINANCIAL SVCS ADMIN Mid‐Management 069C 8,864 $           9,308 $     9,774 $     10,263 $     10,775 $      07/01/2023 2257 FINANCIAL SVCS MGR Mid‐Management 064B 8,210 $           8,678 $     9,146 $     9,614 $       10,080 $      07/01/2023 2260 GIS ADMINISTRATOR Mid‐Management 068F 9,389 $           9,858 $     10,352 $   10,870 $     11,413 $      07/01/2023 2261 GRANTS MANAGER Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2263 HARBOR ENGINEER Mid‐Management 061E 8,128 $           8,534 $     8,961 $     9,409 $       9,881 $        07/01/2023 2264 HARBORMASTER Mid‐Management 60 7,637 $           7,997 $     8,391 $     8,797 $       9,234 $        07/01/2023 2265 HEAD OF REFERENCE Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 2266 HOUSING ASSET MANAGER Mid‐Management 067D 9,047 $           9,503 $     9,963 $     10,455 $     10,961 $      07/01/2023 2267 HOUSING FINANCE SUPERVISOR Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2268 HOUSING MAINTENANCE SUPERVISOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2269 HOUSING MANAGER Mid‐Management 090A 12,645 $         13,278 $   13,942 $   14,638 $     15,371 $      07/01/2023 2270 HOUSING OPERATIONS MANAGER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2275 HOUSING PROGRAMS ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2276 HOUSING REHAB CODE ENF SUPER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2277 HOUSING SERVICES SUPERVISOR Mid‐Management 60 7,637 $           7,997 $     8,391 $     8,797 $       9,234 $        07/01/2023 2280 HUMAN RELATIONS OFFICER Mid‐Management 62 7,997 $           8,391 $     8,797 $     9,234 $       9,697 $        07/01/2023 2281 HUMAN RELATIONS SPECIALIST Mid‐Management 052H 6,427 $           6,739 $     7,078 $     7,424 $       7,784 $        07/01/2023 2283 HUMAN RESOURCES MANAGER Mid‐Management 090A 12,645 $         13,278 $   13,942 $   14,638 $     15,371 $      07/01/2023 2284 INDUSTRIAL BUILDING INSPECTOR Mid‐Management 060G 8,904 $           9,351 $     9,805 $     10,286 $     10,771 $      07/01/2023 2076 INFORMATION TECHNOLOGY MGR Mid‐Management 071D 10,942 $         11,489 $   12,066 $   12,668 $     13,304 $      07/01/2023 3500
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2285 INVESTMENT ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2290 LAW OFFICE SUPERVISOR Mid‐Management 135E 6,626 $           6,932 $     7,231 $     7,592 $       7,971 $        07/01/2023 2291 LEGAL ASSISTANT Mid‐Management 049A 6,585 $           6,914 $     7,263 $     7,626 $       8,009 $        07/01/2023 2300 LIBRARY ACCESS SERVICES MGR Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2304 LITERACY PROGRAM COORDINATOR Mid‐Management 046D 5,917 $           6,168 $     6,459 $     6,753 $       7,079 $        07/01/2023 2305 LITERACY PROGRAM MANAGER Mid‐Management 58 7,284 $           7,637 $     7,997 $     8,391 $       8,797 $        07/01/2023 2310 MANAGEMENT ANALYST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2309 MANAGEMENT ANALYST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2311 MARKETING MANAGER Mid‐Management 064A 8,236 $           8,632 $     9,059 $     9,512 $       9,986 $        07/01/2023 2312 MARKETING SPECIALIST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2314 MICROCOMPUTER SUP SPEC I Mid‐Management 062A 5,826 $           6,117 $     6,422 $     6,743 $       7,080 $        07/01/2023 2315 MICROCOMPUTER SUP SPEC II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2318 NEIGHBORHOOD SERV LIAISON Mid‐Management 58 7,284 $           7,637 $     7,997 $     8,391 $       8,797 $        07/01/2023 2335 NETWORK & SYSTEMS ENGINEER Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2321 NETWORK & SYSTEMS SECURITY OFI Mid‐Management 070E 10,564 $         11,093 $   11,506 $   12,229 $     12,843 $      07/01/2023 2325 NETWORK & SYSTEMS SPEC I Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 2330 NETWORK & SYSTEMS SPEC II Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 2337 OFFICE ENGINEER Mid‐Management 061E 8,128 $           8,534 $     8,961 $     9,409 $       9,881 $        07/01/2023 2339 ONS PROGRAM MANAGER Mid‐Management 064G 8,553 $           8,981 $     9,431 $     9,888 $       10,396 $      07/01/2023 2340 OPERATIONS ADMINISTRATOR Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2341 PARATRANSIT COORDINATOR Mid‐Management 046E 6,497 $           6,802 $     7,096 $     7,425 $       7,770 $        07/01/2023 2342 PARATRANSIT OPERATIONS SUPERI Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2350 PARKS SUPERVISOR Mid‐Management 135E 6,626 $           6,932 $     7,231 $     7,592 $       7,971 $        07/01/2023 2345 PARKS&LANDSCAPE SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2354 PAYROLL MANAGER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2355 PERSONNEL ANALYST I Mid‐Management 043E 6,057 $           6,343 $     6,611 $     6,919 $       7,242 $        07/01/2023 2360 PERSONNEL ANALYST II Mid‐Management 055B 6,782 $           7,120 $     7,441 $     7,803 $       8,195 $        07/01/2023 2362 PERSONNEL ASSISTANT Mid‐Management 049A 6,585 $           6,914 $     7,263 $     7,626 $       8,009 $        07/01/2023 2365 PLAN CHECKING ENGINEER Mid‐Management 064G 8,553 $           8,981 $     9,431 $     9,888 $       10,396 $      07/01/2023 2368 POLICE ADMINISTRATIVE MANAGER Mid‐Management 070F 10,789 $         11,329 $   11,897 $   12,512 $     13,108 $      07/01/2023 2371 POLICE RECORDS & PROPERTY MGR Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2375 PORT ADMINISTRATOR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2380 PORT MAINTENANCE MANAGER Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2381 PORT MARKETING/OPERATIONS MGR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2382 PORT TRAFFIC MANAGER Mid‐Management 58 7,284 $           7,637 $     7,997 $     8,391 $       8,797 $        07/01/2023 2385 PRINCIPAL PERSONNEL ANALYST Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2390 PRINCIPAL PLANNER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2392 PROCUREMENT ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2394 PROGRAMMER ANALYST I Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 4501
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2395 PROGRAMMER ANALYST II Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 2400 PROJECT COORDINATOR Mid‐Management 064E 8,851 $           9,289 $     9,749 $     10,232 $     10,735 $      07/01/2023 2401 PROPERTY MANAGER Mid‐Management 051D 6,325 $           6,596 $     6,942 $     7,288 $       7,619 $        07/01/2023 2403 PUBLIC INFORMATION OFFICER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2402 PUBLIC SAFETY TECHNLGY SUPRVSR Mid‐Management 068F 9,389 $           9,858 $     10,352 $   10,870 $     11,413 $      07/01/2023 2408 PUBLIC WORKS INSPECTOR SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2412 PURCHASING MANAGER Mid‐Management 57 7,492 $           7,868 $     8,261 $     8,674 $       9,107 $        07/01/2023 2404 PW ADMINISTRATIVE MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2405 PW FACILS MAINT SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2407 PW OPERATIONS ADMINISTRATOR Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2410 PW STRTS MAINT SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2411 PW SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2420 RDEV ADMIN SERVICES MGR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2427 RDEV CONSTRUCTN SVCS COORDINAT Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2426 RDEV CONTRACT ADMINISTRATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2425 RDEV CONTRACT ADMINISTRATOR II Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2415 RECREATION SUPERVISOR Mid‐Management 052H 6,427 $           6,739 $     7,078 $     7,424 $       7,784 $        07/01/2023 2430 REDEVELOPMENT SPECIALIST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2435 REDEVELOPMENT SPECIALIST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2440 REDEVELOPMENT SPECIALIST III Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2445 RENT PROGRAM SVCS ANALYST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2446 RENT PROGRAM SVCS ANALYST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2428 RESI & COMM SRVCS SPECIALIST 1 Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2429 RESI & COMM SVCS SPECIALIST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2450 REVENUE MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2443 RHA CONTRACT ADMINISTRATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2431 RISK MANAGEMENT ANALYST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2432 SAFETY & STAFF DEV'T COORDINAT Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2460 SECRETARY TO CITY MANAGER Mid‐Management 049A 6,585 $           6,914 $     7,263 $     7,626 $       8,009 $        07/01/2023 2465 SENIOR ACCOUNTANT Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2468 SENIOR ADMINI ANALYST (+15%) Mid‐Management 060F 7,982 $           8,381 $     8,763 $     9,186 $       9,650 $        07/01/2023 2466 SENIOR ADMINISTRATIVE ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2467 SENIOR ASSISTANT TO THE MAYOR Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2470 SENIOR BUDGET ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2471 SENIOR BUSINESS ANALYST Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2480 SENIOR BUYER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2485 SENIOR CIVIL ENGINEER Mid‐Management 064CZ 11,651 $         12,234 $   12,845 $   13,487 $     14,162 $      07/01/2023 2490 SENIOR DEVELOPMENT PROJECT MGR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2500 SENIOR EMPLOYMENT PGM SPEC Mid‐Management 062A 5,826 $           6,117 $     6,422 $     6,743 $       7,080 $        07/01/2023 5502
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2504 SENIOR HUMAN RESOURCES ADMINIS Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2503 SENIOR MANAGEMENT ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2502 SENIOR PARKS SUPERVISOR Mid‐Management 139D 7,385 $           7,765 $     8,154 $     8,560 $       8,989 $        07/01/2023 2505 SENIOR PERSONNEL ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2510 SENIOR PLANNER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2515 SENIOR PROGRAMMER ANALYST Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2516 SENIOR PROJECT MANAGER Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2520 SENIOR PROPERTY MANAGER Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2521 SENIOR REDEVELOPMENT ACCOUNTANT Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2524 SENIOR WRKRSCOMP CLM EXMNR Mid‐Management 59 7,441 $           7,803 $     8,195 $     8,592 $       9,004 $        07/01/2023 2475 SR BUSINESS ASSISTANCE OFFICER Mid‐Management 064E 8,851 $           9,289 $     9,749 $     10,232 $     10,735 $      07/01/2023 2495 SR EMPLOYEE BENEFITS ANLYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2501 SR LIAB. CLAIMS INVESTG/EXAMIN Mid‐Management 053D 6,180 $           6,478 $     6,802 $     7,132 $       7,483 $        07/01/2023 2525 STAFF ASST TO THE CITY COUNCIL Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2530 STATIONARY ENGINEER SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2533 SUP HSNG MANAGER Mid‐Management 052H 6,427 $           6,739 $     7,078 $     7,424 $       7,784 $        07/01/2023 2537 SUP OF EQUIP AND TRAN SERVICES Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2535 SUPERVISING OFFICE ASSISTANT Mid‐Management 042E 5,400 $           5,664 $     5,944 $     6,254 $       6,566 $        07/01/2023 2538 SUSTAINABILITY COORDINATOR Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2540 SYSTEMS ADMINISTRATOR Mid‐Management 66 8,023 $           8,425 $     8,846 $     9,289 $       9,753 $        07/01/2023 2541 TECH SUPPORT MANAGER Mid‐Management 66 8,023 $           8,425 $     8,846 $     9,289 $       9,753 $        07/01/2023 2542 TECH SYSTEM MANAGER Mid‐Management 068F 9,389 $           9,858 $     10,352 $   10,870 $     11,413 $      07/01/2023 2539 TECHNOLOGY APPLICATION SPECIALIST Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 2551 TELECOMMUNICATIONS MANAGER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2543 TRAFFIC ENGINEER Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2544 TREATMENT PLNT LAB SUP Mid‐Management 054E 7,597 $           7,976 $     8,364 $     8,771 $       9,186 $        07/01/2023 2546 WASTE WATER MTC SUP Mid‐Management 058E 7,598 $           7,970 $     8,341 $     8,756 $       9,179 $        07/01/2023 2547 WASTE WATER SUPERVISOR Mid‐Management 058E 7,598 $           7,970 $     8,341 $     8,756 $       9,179 $        07/01/2023 2531 WASTEWATER/STORM MANAGER Mid‐Management 071A 10,704 $         11,240 $   11,801 $   12,391 $     13,011 $      07/01/2023 2548 WEB COORDINATOR Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2549 WHARFINGER Mid‐Management 141D 7,256 $           7,619 $     7,970 $     07/01/2023 2536 WORKERS' COMP/RETURN TO WORK COORDINATOR Mid‐Management 59 7,4 41$           7,803 $     8,195 $     8,592 $       9,004 $        07/01/2023 2545 WORKFORCE PROGRAM COORDINATOR Mid‐Management 062A 5,826 $           6,117 $     6,422 $     6,743 $       7,080 $        07/01/2023 6503
RESOLUTION NO. _____

RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA

APPROVING THE CONTRACT AMENDMENT REGARDING EQUITY ADJUSTMENT

AND BASE WAGE INCREASE AFTER THE CITY RECEIVES A FINALIZED CLASS AND

COMPENSATION STUDY BETWEEN THE CITY OF RICHMOND AND

INTERNATIONAL FEDERATION OF TECHNICAL AND PROFESSIONAL ENGINEERS (IFPTE) LOCAL 21 MID-MANAGEMENT BARGAINING UNIT

WHEREAS, the City and International Federation of Professional and Technical Engineers (IFPTE) Local 21 Mid-Management Bargaining Unit have a Memorandum of Understanding covering the period July 1, 2021 – June 30, 2025; and

WHEREAS, the IFPTE Local 21 Mid-Management Bargaining Unit Memorandum of Understanding states that “During the term of the MOU, the Parties shall reopen labor negotiations concerning base wage increases (no decreases) after the City receives a finalized classification and compensation study from The Segal Group, Inc.”; and

WHEREAS, the parties have executed a contract amendment regarding the above paragraph on equity adjustments and base wage increase; and

WHEREAS, the contract amendment shall not bind the parties until they are ratified by a majority of the IFPTE Local 21 Mid-Management Bargaining Unit membership and ratified by the City Council; and

WHEREAS, the contract amendment will establish equity adjustments and base wage increases; and

WHEREAS, the adoption of this contract amendment will support a stable and amicable labor relations environment in the City.

NOW THEREFORE, BE IT RESOLVED, that the City Council of Richmond approves the contract amendment among the City of Richmond and IFPTE Local 21 Mid- Management Bargaining Unit regarding equity adjustments and base wage increase, the terms of which are set for and marked as Exhibit A to the agenda report in support of the resolution.

-----------
I hereby certify that the foregoing Resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held by the following vote:

AYES:

NOES:
504

ABSTENTIONS:

ABSENT:

_____________________________

CLERK OF THE CITY OF RICHMOND
(SEAL)

Approved:

____________________
Mayor

Approved as to form:

____________________
City Attorney
505
RESOLUTION NO. _____

RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA AMENDING THE SALARY SCHEDULE FOR IFPTE LOCAL 21 MID-MANAGEMENT

BARGINING UNIT

WHEREAS, the Department of Human Resources maintains the classification and salary schedule on behalf of the City; and

WHEREAS, the City wishes to amend the salary schedule and such amendments are supported by the City Manager.

NOW, THEREFORE BE IT RESOLVED, that effective July 1, 2023, the Salary Schedule is hereby revised as follows and the Director of Human Resources shall publicly post the revised IFPTE Local 21 Mid-Management Bargaining Unit’s Salary Schedule (Attachment A).

-----------
I hereby certify that the foregoing Resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

_____________________________

CLERK OF THE CITY OF RICHMOND
(SEAL)

Approved:

____________________
Mayor

Approved as to form:

506

____________________
City Attorney
507
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
2001 ACCOUNTING ADMINISTRATOR Mid‐Management 069C 8,864 $           9,308 $     9,774 $     10,263 $     10,775 $      07/01/2023 2000 ACCOUNTING MANAGER Mid‐Management 069C 8,864 $           9,308 $     9,774 $     10,263 $     10,775 $      07/01/2023 2011 ADMIN SERV DIV MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2005 ADMINISTRATIVE LIBRARIAN Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2010 ADMINISTRATIVE SERVICES ANLYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2015 ARTS AND CULTURE MANAGER Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2018 ASSISTANT ADMIN ANALYST Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2021 ASSISTANT CITY ENGINEER Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2023 ASSISTANT COM DEV PRG MANAGER Mid‐Management 060F 7,982 $           8,381 $     8,763 $     9,186 $       9,650 $        07/01/2023 2026 ASSISTANT DIR OF PLANNING Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 2028 ASSISTANT HARBORMASTER Mid‐Management 051B 6,179 $           6,443 $     6,782 $     7,120 $       7,441 $        07/01/2023 2025 ASSISTANT TO THE MAYOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2019 ASSISTANTCAP PROJ MANAGER Mid‐Management 064G 8,553 $           8,981 $     9,431 $     9,888 $       10,396 $      07/01/2023 2030 ASSISTED HOUSING MANAGER Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2032 ASSOCIATE ADMIN ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2035 ASSOCIATE CIVIL ENGINEER Mid‐Management 061EZ 9,596 $           10,076 $   10,580 $   11,109 $     11,664 $      07/01/2023 2024 ASSSISTANT DIRECTOR E&T Mid‐Management 067D 9,047 $           9,503 $     9,963 $     10,455 $     10,961 $      07/01/2023 2020 ASST TO PARKS SUPERINTENDENT Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2022 ASSTANT DIRECTOR PW Mid‐Management 070C 11,002 $         11,553 $   12,131 $   12,737 $     13,375 $      07/01/2023 2038 AUDIT MANAGER Mid‐Management 052D 6,746 $           7,069 $     7,426 $     7,787 $       8,167 $        07/01/2023 2041 BENEFITS ANALYST Mid‐Management 055B 6,782 $           7,120 $     7,441 $     7,803 $       8,195 $        07/01/2023 2060 BLDG MAINTENANCE SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2040 BUDGET ADMINISTRATOR Mid‐Management 069C 8,864 $           9,308 $     9,774 $     10,263 $     10,775 $      07/01/2023 2045 BUDGET ANALYST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2050 BUDGET ANALYST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2055 BUILDING INSPECTOR SUPERVISOR Mid‐Management 060E 8,188 $           8,578 $     8,999 $     9,435 $       9,902 $        07/01/2023 2065 BUILDING OFFICIAL Mid‐Management 071A 10,704 $         11,240 $   11,801 $   12,391 $     13,011 $      07/01/2023 2069 BUSINESS ANALYST I Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 2070 BUSINESS ANALYST II Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 2071 BUSINESS ASST OFFICER Mid‐Management 62 7,997 $           8,391 $     8,797 $     9,234 $       9,697 $        07/01/2023 2072 BUSINESS DEV&REAL PROP MNGR Mid‐Management 62 7,997 $           8,391 $     8,797 $     9,234 $       9,697 $        07/01/2023 2085 C&ED OPERATIONS SPECIALIST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2086 C&ED OPERATIONS SPECIALIST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2096 CABLE TELEVISION MANAGER  Mid‐Management 55 7,248 $           7,611 $     7,992 $     8,392 $       8,811 $        07/01/2023 2090 CABLE TV ENGRG COORDINATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2095 CABLE TV PGMMING COORDINATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2099 CAPITAL PROJ BUD ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2100 CAPITAL PROJECTS MANAGER Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2101 CCTV WIRELESS&SYS SPECIALIST Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 Job
Class Job Description Unit Description Grade Effective
1508
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2105 CHIEF ACCOUNTANT Mid‐Management 72 9,485 $           9,961 $     10,459 $   10,981 $     11,530 $      07/01/2023 2108 CHIEF HAR ENG/DEP PRT DIR Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2103 CHIEF OF HSNG DEVELOPMENT Mid‐Management 069E 9,911 $           10,407 $   10,927 $   11,474 $     12,048 $      07/01/2023 2104 CHIEF OF PLNG OPERATIONS Mid‐Management 070A 9,512 $           9,986 $     10,478 $   10,966 $     11,503 $      07/01/2023 2106 CHIEF OF REDEV PROJECTS Mid‐Management 069F 10,179 $         10,687 $   11,224 $   11,785 $     12,376 $      07/01/2023 2107 CHIEF STATIONARY ENGINEER Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2110 CODE ENFORCEMENT MANAGER Mid‐Management 069E 9,911 $           10,407 $   10,927 $   11,474 $     12,048 $      07/01/2023 2114 CODE ENFORCEMENT SUPERINTENDEN Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2115 CODE ENFORCEMENT SUPERVISOR Mid‐Management 063A 7,585 $           7,963 $     8,362 $     8,780 $       9,220 $        07/01/2023 2150 COM DEVELOPMENT PGM MANAGER Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2120 COMM & ECON DEVEL FIN MNGR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2130 COMM DEV FINANCE COORDINATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2125 COMM DEVELOP CONSTR COORDINATR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2156 COMM PROG PLNG SPECIALISTS Mid‐Management 58 7,284 $           7,637 $     7,997 $     8,391 $       8,797 $        07/01/2023 2140 COMM SHIFT SUPERVISOR Mid‐Management 055E 8,724 $           9,160 $     9,618 $     10,099 $     10,604 $      07/01/2023 2137 COMMUNICATIONS CENTER MANAGER Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2145 COMMUNITY AFFAIRS COORDINATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2155 COMMUNITY SERVICES PGM MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2153 COMMUNITY SVCS ADMIN MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2165 CONSTRUCTION & MAINT SUPV Mid‐Management 139 6,904 $           7,262 $     7,621 $     8,002 $       8,402 $        07/01/2023 2172 CONTRACT COMPL PROG DIR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2170 CONTRACT COMPLIANCE SPEC I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2171 CONTRACT COMPLIANCE SPEC II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2173 COORDINATOR NEIG SVCS Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2175 CRIME ANALYST Mid‐Management 055B 6,782 $           7,120 $     7,441 $     7,803 $       8,195 $        07/01/2023 2176 CRIME PREVENTION MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2177 CUSTODIAL MAINTENANCE SUPERVIS Mid‐Management 052F 6,426 $           6,735 $     7,073 $     7,416 $       7,780 $        07/01/2023 2178 DATA APPLICATION MGR Mid‐Management 069F 10,179 $         10,687 $   11,224 $   11,785 $     12,376 $      07/01/2023 2179 DEPUTY BUILDING OFFICIAL Mid‐Management 73 9,804 $           10,295 $   10,803 $   11,338 $     11,892 $      07/01/2023 2180 DEPUTY CED DIRECTOR/ HOUSING Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2185 DEPUTY CED DIRECTOR/ RDEV Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2195 DEPUTY DIR HOUSING AUTHORITY Mid‐Management 069E 9,911 $           10,407 $   10,927 $   11,474 $     12,048 $      07/01/2023 2196 DEPUTY DIR OF PUBLIC SVCS Mid‐Management 070D 10,412 $         10,934 $   11,465 $   12,002 $     12,592 $      07/01/2023 2198 DEV & CAP PROG MGR Mid‐Management 064G 8,553 $           8,981 $     9,431 $     9,888 $       10,396 $      07/01/2023 2200 DEVELOPMENT PROJECT MANAGER I Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2205 DEVELOPMENT PROJECT MANAGER II Mid‐Management 064E 8,851 $           9,289 $     9,749 $     10,232 $     10,735 $      07/01/2023 2206 DIRECTOR FOR BUS DEV Mid‐Management 064A 8,236 $           8,632 $     9,059 $     9,512 $       9,986 $        07/01/2023 2211 ECON DEV MRKTG MGR Mid‐Management 067D 9,047 $           9,503 $     9,963 $     10,455 $     10,961 $      07/01/2023 2210 ECONOMIC DEV ADMINISTRATOR Mid‐Management 069E 9,911 $           10,407 $   10,927 $   11,474 $     12,048 $      07/01/2023 2509
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2215 ELECTRICAL SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2216 EMERGENCY SERVICES ANALYST Mid‐Management 042F 6,164 $           6,446 $     6,723 $     7,008 $       7,341 $        07/01/2023 2220 EMERGENCY SERVICES MANAGER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2225 EMPLOYEE BENEFITS ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2230 EMPLOYMENT PROGRAM MANAGER Mid‐Management 55 7,248 $           7,611 $     7,992 $     8,392 $       8,811 $        07/01/2023 2221 ENERGY CONVERSATION MGR Mid‐Management 62 7,997 $           8,391 $     8,797 $     9,234 $       9,697 $        07/01/2023 2223 ENG INFRASTRUCTR ADMINISTRATOR Mid‐Management 66 8,023 $           8,425 $     8,846 $     9,289 $       9,753 $        07/01/2023 2222 ENGINEERING OPERATIONS ADMIN Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2235 ENVIRONMENTAL MANAGER Mid‐Management 061E 8,128 $           8,534 $     8,961 $     9,409 $       9,881 $        07/01/2023 2236 ENVIRONMENTAL SERVICES MGR Mid‐Management 071B 11,272 $         11,835 $   12,427 $   13,049 $     13,701 $      07/01/2023 2240 EQUIPMENT SERV SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2245 EQUIPMENT SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2250 EXECUTIVE ASST TO THE CITY MGR Mid‐Management 049A 6,585 $           6,914 $     7,263 $     7,626 $       8,009 $        07/01/2023 2246 FACILITIES MGR Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2247 FAMILY SUFF COORDINATOR Mid‐Management 062A 5,826 $           6,117 $     6,422 $     6,743 $       7,080 $        07/01/2023 2255 FINANCE MANAGER Mid‐Management 064F 9,059 $           9,511 $     9,986 $     10,486 $     11,010 $      07/01/2023 2248 FINANCE MANAGER I Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2249 FINANCE MANAGER II Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2256 FINANCIAL ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2258 FINANCIAL SVCS ADMIN Mid‐Management 069C 8,864 $           9,308 $     9,774 $     10,263 $     10,775 $      07/01/2023 2257 FINANCIAL SVCS MGR Mid‐Management 064B 8,210 $           8,678 $     9,146 $     9,614 $       10,080 $      07/01/2023 2260 GIS ADMINISTRATOR Mid‐Management 068F 9,389 $           9,858 $     10,352 $   10,870 $     11,413 $      07/01/2023 2261 GRANTS MANAGER Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2263 HARBOR ENGINEER Mid‐Management 061E 8,128 $           8,534 $     8,961 $     9,409 $       9,881 $        07/01/2023 2264 HARBORMASTER Mid‐Management 60 7,637 $           7,997 $     8,391 $     8,797 $       9,234 $        07/01/2023 2265 HEAD OF REFERENCE Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 2266 HOUSING ASSET MANAGER Mid‐Management 067D 9,047 $           9,503 $     9,963 $     10,455 $     10,961 $      07/01/2023 2267 HOUSING FINANCE SUPERVISOR Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2268 HOUSING MAINTENANCE SUPERVISOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2269 HOUSING MANAGER Mid‐Management 090A 12,645 $         13,278 $   13,942 $   14,638 $     15,371 $      07/01/2023 2270 HOUSING OPERATIONS MANAGER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2275 HOUSING PROGRAMS ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2276 HOUSING REHAB CODE ENF SUPER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2277 HOUSING SERVICES SUPERVISOR Mid‐Management 60 7,637 $           7,997 $     8,391 $     8,797 $       9,234 $        07/01/2023 2280 HUMAN RELATIONS OFFICER Mid‐Management 62 7,997 $           8,391 $     8,797 $     9,234 $       9,697 $        07/01/2023 2281 HUMAN RELATIONS SPECIALIST Mid‐Management 052H 6,427 $           6,739 $     7,078 $     7,424 $       7,784 $        07/01/2023 2283 HUMAN RESOURCES MANAGER Mid‐Management 090A 12,645 $         13,278 $   13,942 $   14,638 $     15,371 $      07/01/2023 2284 INDUSTRIAL BUILDING INSPECTOR Mid‐Management 060G 8,904 $           9,351 $     9,805 $     10,286 $     10,771 $      07/01/2023 2076 INFORMATION TECHNOLOGY MGR Mid‐Management 071D 10,942 $         11,489 $   12,066 $   12,668 $     13,304 $      07/01/2023 3510
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2285 INVESTMENT ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2290 LAW OFFICE SUPERVISOR Mid‐Management 135E 6,626 $           6,932 $     7,231 $     7,592 $       7,971 $        07/01/2023 2291 LEGAL ASSISTANT Mid‐Management 049A 6,585 $           6,914 $     7,263 $     7,626 $       8,009 $        07/01/2023 2300 LIBRARY ACCESS SERVICES MGR Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2304 LITERACY PROGRAM COORDINATOR Mid‐Management 046D 5,917 $           6,168 $     6,459 $     6,753 $       7,079 $        07/01/2023 2305 LITERACY PROGRAM MANAGER Mid‐Management 58 7,284 $           7,637 $     7,997 $     8,391 $       8,797 $        07/01/2023 2310 MANAGEMENT ANALYST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2309 MANAGEMENT ANALYST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2311 MARKETING MANAGER Mid‐Management 064A 8,236 $           8,632 $     9,059 $     9,512 $       9,986 $        07/01/2023 2312 MARKETING SPECIALIST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2314 MICROCOMPUTER SUP SPEC I Mid‐Management 062A 5,826 $           6,117 $     6,422 $     6,743 $       7,080 $        07/01/2023 2315 MICROCOMPUTER SUP SPEC II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2318 NEIGHBORHOOD SERV LIAISON Mid‐Management 58 7,284 $           7,637 $     7,997 $     8,391 $       8,797 $        07/01/2023 2335 NETWORK & SYSTEMS ENGINEER Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2321 NETWORK & SYSTEMS SECURITY OFI Mid‐Management 070E 10,564 $         11,093 $   11,506 $   12,229 $     12,843 $      07/01/2023 2325 NETWORK & SYSTEMS SPEC I Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 2330 NETWORK & SYSTEMS SPEC II Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 2337 OFFICE ENGINEER Mid‐Management 061E 8,128 $           8,534 $     8,961 $     9,409 $       9,881 $        07/01/2023 2339 ONS PROGRAM MANAGER Mid‐Management 064G 8,553 $           8,981 $     9,431 $     9,888 $       10,396 $      07/01/2023 2340 OPERATIONS ADMINISTRATOR Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2341 PARATRANSIT COORDINATOR Mid‐Management 046E 6,497 $           6,802 $     7,096 $     7,425 $       7,770 $        07/01/2023 2342 PARATRANSIT OPERATIONS SUPERI Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2350 PARKS SUPERVISOR Mid‐Management 135E 6,626 $           6,932 $     7,231 $     7,592 $       7,971 $        07/01/2023 2345 PARKS&LANDSCAPE SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2354 PAYROLL MANAGER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2355 PERSONNEL ANALYST I Mid‐Management 043E 6,057 $           6,343 $     6,611 $     6,919 $       7,242 $        07/01/2023 2360 PERSONNEL ANALYST II Mid‐Management 055B 6,782 $           7,120 $     7,441 $     7,803 $       8,195 $        07/01/2023 2362 PERSONNEL ASSISTANT Mid‐Management 049A 6,585 $           6,914 $     7,263 $     7,626 $       8,009 $        07/01/2023 2365 PLAN CHECKING ENGINEER Mid‐Management 064G 8,553 $           8,981 $     9,431 $     9,888 $       10,396 $      07/01/2023 2368 POLICE ADMINISTRATIVE MANAGER Mid‐Management 070F 10,789 $         11,329 $   11,897 $   12,512 $     13,108 $      07/01/2023 2371 POLICE RECORDS & PROPERTY MGR Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2375 PORT ADMINISTRATOR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2380 PORT MAINTENANCE MANAGER Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2381 PORT MARKETING/OPERATIONS MGR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2382 PORT TRAFFIC MANAGER Mid‐Management 58 7,284 $           7,637 $     7,997 $     8,391 $       8,797 $        07/01/2023 2385 PRINCIPAL PERSONNEL ANALYST Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2390 PRINCIPAL PLANNER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2392 PROCUREMENT ANALYST Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2394 PROGRAMMER ANALYST I Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 4511
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2395 PROGRAMMER ANALYST II Mid‐Management 63 7,801 $           8,191 $     8,601 $     9,030 $       9,481 $        07/01/2023 2400 PROJECT COORDINATOR Mid‐Management 064E 8,851 $           9,289 $     9,749 $     10,232 $     10,735 $      07/01/2023 2401 PROPERTY MANAGER Mid‐Management 051D 6,325 $           6,596 $     6,942 $     7,288 $       7,619 $        07/01/2023 2403 PUBLIC INFORMATION OFFICER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2402 PUBLIC SAFETY TECHNLGY SUPRVSR Mid‐Management 068F 9,389 $           9,858 $     10,352 $   10,870 $     11,413 $      07/01/2023 2408 PUBLIC WORKS INSPECTOR SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2412 PURCHASING MANAGER Mid‐Management 57 7,492 $           7,868 $     8,261 $     8,674 $       9,107 $        07/01/2023 2404 PW ADMINISTRATIVE MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2405 PW FACILS MAINT SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2407 PW OPERATIONS ADMINISTRATOR Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2410 PW STRTS MAINT SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2411 PW SUPERINTENDENT Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2420 RDEV ADMIN SERVICES MGR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2427 RDEV CONSTRUCTN SVCS COORDINAT Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2426 RDEV CONTRACT ADMINISTRATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2425 RDEV CONTRACT ADMINISTRATOR II Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2415 RECREATION SUPERVISOR Mid‐Management 052H 6,427 $           6,739 $     7,078 $     7,424 $       7,784 $        07/01/2023 2430 REDEVELOPMENT SPECIALIST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2435 REDEVELOPMENT SPECIALIST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2440 REDEVELOPMENT SPECIALIST III Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2445 RENT PROGRAM SVCS ANALYST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2446 RENT PROGRAM SVCS ANALYST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2428 RESI & COMM SRVCS SPECIALIST 1 Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2429 RESI & COMM SVCS SPECIALIST II Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2450 REVENUE MANAGER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2443 RHA CONTRACT ADMINISTRATOR Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2431 RISK MANAGEMENT ANALYST I Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2432 SAFETY & STAFF DEV'T COORDINAT Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2460 SECRETARY TO CITY MANAGER Mid‐Management 049A 6,585 $           6,914 $     7,263 $     7,626 $       8,009 $        07/01/2023 2465 SENIOR ACCOUNTANT Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2468 SENIOR ADMINI ANALYST (+15%) Mid‐Management 060F 7,982 $           8,381 $     8,763 $     9,186 $       9,650 $        07/01/2023 2466 SENIOR ADMINISTRATIVE ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2467 SENIOR ASSISTANT TO THE MAYOR Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2470 SENIOR BUDGET ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2471 SENIOR BUSINESS ANALYST Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2480 SENIOR BUYER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2485 SENIOR CIVIL ENGINEER Mid‐Management 064CZ 11,651 $         12,234 $   12,845 $   13,487 $     14,162 $      07/01/2023 2490 SENIOR DEVELOPMENT PROJECT MGR Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2500 SENIOR EMPLOYMENT PGM SPEC Mid‐Management 062A 5,826 $           6,117 $     6,422 $     6,743 $       7,080 $        07/01/2023 5512
City of Richmond Salary Schedule Last Revised 5/18/23
Step 1 Step 2  Step 3 Step 4  Step 5
(Monthly) (Monthly) (Monthly) (Monthly) (Monthly)
Job
Class Job Description Unit Description Grade Effective
2504 SENIOR HUMAN RESOURCES ADMINIS Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2503 SENIOR MANAGEMENT ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2502 SENIOR PARKS SUPERVISOR Mid‐Management 139D 7,385 $           7,765 $     8,154 $     8,560 $       8,989 $        07/01/2023 2505 SENIOR PERSONNEL ANALYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2510 SENIOR PLANNER Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2515 SENIOR PROGRAMMER ANALYST Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2516 SENIOR PROJECT MANAGER Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2520 SENIOR PROPERTY MANAGER Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2521 SENIOR REDEVELOPMENT ACCOUNTANT Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2524 SENIOR WRKRSCOMP CLM EXMNR Mid‐Management 59 7,441 $           7,803 $     8,195 $     8,592 $       9,004 $        07/01/2023 2475 SR BUSINESS ASSISTANCE OFFICER Mid‐Management 064E 8,851 $           9,289 $     9,749 $     10,232 $     10,735 $      07/01/2023 2495 SR EMPLOYEE BENEFITS ANLYST Mid‐Management 060D 7,817 $           8,186 $     8,592 $     9,006 $       9,453 $        07/01/2023 2501 SR LIAB. CLAIMS INVESTG/EXAMIN Mid‐Management 053D 6,180 $           6,478 $     6,802 $     7,132 $       7,483 $        07/01/2023 2525 STAFF ASST TO THE CITY COUNCIL Mid‐Management 055D 6,942 $           7,288 $     7,619 $     7,988 $       8,391 $        07/01/2023 2530 STATIONARY ENGINEER SUPERVISOR Mid‐Management 058D 7,457 $           7,817 $     8,186 $     8,592 $       9,006 $        07/01/2023 2533 SUP HSNG MANAGER Mid‐Management 052H 6,427 $           6,739 $     7,078 $     7,424 $       7,784 $        07/01/2023 2537 SUP OF EQUIP AND TRAN SERVICES Mid‐Management 064D 8,430 $           8,842 $     9,275 $     9,740 $       10,227 $      07/01/2023 2535 SUPERVISING OFFICE ASSISTANT Mid‐Management 042E 5,400 $           5,664 $     5,944 $     6,254 $       6,566 $        07/01/2023 2538 SUSTAINABILITY COORDINATOR Mid‐Management 043D 5,650 $           5,916 $     6,169 $     6,458 $       6,756 $        07/01/2023 2540 SYSTEMS ADMINISTRATOR Mid‐Management 66 8,023 $           8,425 $     8,846 $     9,289 $       9,753 $        07/01/2023 2541 TECH SUPPORT MANAGER Mid‐Management 66 8,023 $           8,425 $     8,846 $     9,289 $       9,753 $        07/01/2023 2542 TECH SYSTEM MANAGER Mid‐Management 068F 9,389 $           9,858 $     10,352 $   10,870 $     11,413 $      07/01/2023 2539 TECHNOLOGY APPLICATION SPECIALIST Mid‐Management 054C 6,874 $           7,218 $     7,579 $     7,957 $       8,355 $        07/01/2023 2551 TELECOMMUNICATIONS MANAGER Mid‐Management 64 8,391 $           8,797 $     9,234 $     9,697 $       10,180 $      07/01/2023 2543 TRAFFIC ENGINEER Mid‐Management 069D 9,503 $           9,963 $     10,455 $   10,961 $     11,503 $      07/01/2023 2544 TREATMENT PLNT LAB SUP Mid‐Management 054E 7,597 $           7,976 $     8,364 $     8,771 $       9,186 $        07/01/2023 2546 WASTE WATER MTC SUP Mid‐Management 058E 7,598 $           7,970 $     8,341 $     8,756 $       9,179 $        07/01/2023 2547 WASTE WATER SUPERVISOR Mid‐Management 058E 7,598 $           7,970 $     8,341 $     8,756 $       9,179 $        07/01/2023 2531 WASTEWATER/STORM MANAGER Mid‐Management 071A 10,704 $         11,240 $   11,801 $   12,391 $     13,011 $      07/01/2023 2548 WEB COORDINATOR Mid‐Management 068E 8,854 $           9,297 $     9,761 $     10,250 $     10,761 $      07/01/2023 2549 WHARFINGER Mid‐Management 141D 7,256 $           7,619 $     7,970 $     07/01/2023 2536 WORKERS' COMP/RETURN TO WORK COORDINATOR Mid‐Management 59 7,4 41$           7,803 $     8,195 $     8,592 $       9,004 $        07/01/2023 2545 WORKFORCE PROGRAM COORDINATOR Mid‐Management 062A 5,826 $           6,117 $     6,422 $     6,743 $       7,080 $        07/01/2023 6513

June 6, 2023

Library and Community Services

DATE: June 6, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager, Community
Services
Christopher Larsen, Administrative Librarian

Subject:

Contract with BiblioCommons for BiblioCore, an Improved Library Patron Catalog Interface and Discovery Layer
FINANCIAL IMPACT: Funding is part of FY 2022-2023 Library budget (01242855 400209). There is no net additional expense
to the General Fund.

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
ISSUE:

The Richmond Public Library provides an online public
catalog for searching and discovery of books and e-
resources. The BiblioCore interface will pull together
multiple separate catalogs that presently require patrons to search in different databases for available resources.

RECOMMENDED ACTION:

APPROVE the sole-source Library Services Master
Agreement with BiblioCommons for BiblioCore software
as a service (SaaS), for a term commencing June 1,
2023, and ending May 31, 2026, for a total not to exceed contract amount of $74,924.60 – Community Services
Department (LaShonda White 510-620-6828/ Christopher
Larsen 510-620-5524).

AGENDA
REPORT
514

June 6, 2023
DISCUSSION:

The Richmond Public Library provides an online public access catalog through its integrated library system, Innovative Sierra. This system provides search and request functions for the library’s physical holdings but does not fully integrate with electronic holdings such as OverDrive. BiblioCommons’ BiblioCore service provides a discovery layer which integrates these different holding catalogs and provides a seamless process for finding and requesting all available resources. In addition, BiblioCore provides enhanced ability for librarians and the community to recommend titles, a “While You Wait” feature that recommends similar titles, natural language queries, and awards and bestsellers lists.

It is recommended that the City Council approve the Library Services Master Agreement with BiblioCommons for BiblioCore software as a service (SaaS) for a term commencing June 1, 2023, and ending May 31, 2026, for a total not to exceed contract amount of $74,924.60.

DOCUMENTS ATTACHED:

Attachment 1 – BiblioCommons Library Master Service Agreement and Schedules A-G Attachment 3 – Signed Sole Source Authorization
Attachment 4 – Signed IT Authorization
515

LIBRARY SUBSCRIPTION MASTER

AGREEMENT
THIS LIBRARY SUBSCRIPTION AGREEMENT (th is
“Agreement”) is made this 1st day of June, 2023
(“Effective Date ”) between BiblioCommons Corp., a
corporation constituted under the laws of the Province of Ontario, Canada (“BiblioCommons”) and the Richmond
Public Library, a municipal public library created under the laws of the City of Richmond (“Subscriber”)
(Individually, a “Party” and collectively, the “Parties”).

The terms and conditions of this Agreement shall govern the Service(s) (as defined below ) to be provided by
BiblioCommons under any Order Form (as defined
below) executed by the Parties , as though the provisions of this Agreement were set forth in their entirety within such Order Form.

NOW THEREFORE in consideration of the mutual
promises and covenants herein, and other good and
valuable consideration, the sufficiency of which is
acknowledged by the Parties, the Parties agree as follows:

1. DEFINITIONS AND PRINCIPLES OF

INTERPRETATION

1.1 Definitions.

Whenever used in this Agreement, the following words
and terms shall have the meanings set out below:
(a) “Agreement” has the meaning ascribed to it in the
introductory paragraph;
(b) “Authorized Patron ” means a person who has a
numbered library account with Subscriber and is
authorized by Subscriber to use the Service;
(c) “BiblioCommons” has the meaning ascribed to it
in the introductory paragraph;
(d) “Breaching Party” has the meaning ascribed to it
in Section7.1(b) hereof;
(e) “Business Day” means a day, other than a Saturday
or a Sunday or statutory holiday in the jurisdiction of either Party;
(f) “BiblioWeb Service” has the meaning set out in the
applicable Order Form;
(g) “Confidential Information ” means any
information disclosed by a Party to the other Party
pursuant to this Agreement in a context which would
cause a reasonable person to believe the information is intended to be treated as confidential, including but not limited to, documents expre ssly designated as
confidential, any information related to BiblioCommons
proprietary services and software including the Service, Secure Personal Information, and information related to Subscriber’s processes, products, employees, facilities, equipment, s ecurity systems, information systems,
finances, marketing plans, suppliers, or distributors;
provided, however that “Confidential Information” shall not include information that: (i) is now available or
becomes available to the public without breach of this
Agreement; (ii) is explicitly approved for release by
written authorization of the Disclosing Party; (iii) is lawfully obtained from a third party or parties without a duty of confidentiality; (iv) is disclosed to a third party by the Disclosing Party without a duty of confidentiality; (v) is known to the Receiving Party prior to disclosure; (vi) is at any time developed by the Receiving Party
independently of any such disclosure(s) from the
Disclosing Party; or (vii) must be disclosed as required by law;
(h) “Core” or “Core Service” has the meaning set out
in the applicable Order Form;
(i) “Disclosing Party” has the meaning ascribed to it
in Section 5.1 hereof; to
(j) “Designated Person” is the person designated by
the Subscriber to receive all notices, consent and other communication. See Sections 9.12, 9.13 and 9.14;
(k) “Effective Date” has the meaning ascribed to it in
the introductory paragraph;
(l) “Fees” means the fees for the Services set out in the applicable Order Form, as adjusted for Renewal Terms
from time to time as set out in Section 3.1(b);
(m) “Force Majeure Event” has the meaning ascribed
to it in Section 9.4;
(n) “ILS” means the Subscriber’s Integrated Library
System, used for library circulation, cataloging and other services;
(o) “Initial Term ” has the meaning ascribed to it in
Section 2.2 hereof;
(p) “Intellectual Property Right ” means any
intellectual property right recognized by law, including any intellectual property right protected through
legislation (such as that governing patents, copyright or trademarks) or arising from protection of information as a trade secret, confide ntial information or common law
trademark right;
(q) “Order Form” has the meaning ascribed to it in
Section 3.1(a) hereof;
(r) “Parting” has the meaning ascribed to it in Section

7.2 hereof;
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(s) “Party” or “Parties” has the meaning ascribed to
it in the introductory paragraph.
(t) “Privacy Statement ” means the statement of
BiblioCommons’ privacy practices that shall g overn
BiblioCommons’ collection, use and disclosure of
Personal Information of Authorized Patrons which, as of the Effective Date, is attached as Schedule “E”, and which may be amended by BiblioCommons from time to time;
(u) “Receiving Party” has the meaning ascribed to it
in Section 5.1 hereof;
(v) “Renewal Term” has the meaning ascribed to it in
Section 2.2 hereof;
(w) “Secure Personal Information” means personally
identifiable information that is provided by a User in the registration process or personal account settings on the Service, or is trans ferred to the Service from the ILS; notwithstanding the foregoing “Secure Personal
Information” shall not include Shared Content or
information an individual has chosen to transmit or share through a feedback service provided on the Service, web- forms on the BiblioWeb service (if any) or an entry in any context which is, by design, publically viewable;
(x) “Shared Content” has the meaning ascribed to it
in the Privacy Statement;
(y) “Service” means a range of services purchased as
set out in the applicable Order Form;
(z) “Subscriber” has the meaning ascribed to it in the
introductory paragraph;
(aa) “Technical Requirements ” has the meaning
ascribed to it in Section 3.2 hereof;
(bb) “Term” means the duration of the Initial Term and
any Renewal Term;
(cc) “Terms of Use” means the terms of use that govern
the use by Authorized Patrons of the Service which, as of the Effective Date, is attached hereto as Schedule “F”, and which may be amended by BiblioCommons from time to
time;
(dd) “User” means an Authorized Patron who has
registered with BiblioCommons to use the Service.

1.2 Schedules.

This Agreement contains the following schedules, each of which are attached and incorporated into this Agreement:

Schedule “A” – Template Order Form
Schedule “B” – Support Services
Schedule “C” – Service Levels
Schedule “D” – Technical Requirements
Schedule “E” – Privacy Statement
Schedule “F” – Terms of Use
Schedule “G” – Additional Fees

1.3 Calculation of Time.

When calculating the period of time within which or
following which any act is to be done or step taken
pursuant to this Agreement, the date which is the
reference day in calculating such period shall be excluded.

Any payment or action to be made or taken on a day other than a Business Day in either jurisdiction shall be made or taken on the immediately following day that is a
Business Day in the jurisdictions of both Parties.

2. BIBLIOCOMMONS OBLIGATIONS

2.1 Delivery of Service.

During the Term, BiblioCommons shall make the Service
available via the Internet to Authorized Patrons and grant to Subscriber a non -exclusive and non -transferable right to use the Service. Authorized Patrons are subject to and may be required to agree to the Terms of Use and Privacy Statement.

2.2 Term.

Unless terminated earlier as provided herein, this
Agreement is for a period of three (3) year s from the
Effective Date (the “Initial Term”). In the event an Order Form contains Services that are being added to an existing subscription, such added Services shall be coterminous
with the Initial Term or applicable Renewal Term and
shall be billed from the applicable Order Form Effective Date according to the Fees corresponding to such Order
Form. Unless termi nated pursuant to Section 7.1, upon
expiration of the Initial Term, this Agreement and the
related Schedules and Order Forms will renew
automatically for subsequent one-year renewal terms at then current prices (each, a “Renewal Term”), provided
that BiblioCommons provides notice to Subscriber of
such prices at least ninety (90) days prior to the end of the Term and unless either Party notifies the other Party of its intention to not renew this Agreement at least sixty (60) days prior to the end of the Term.

2.3 Changes to the Service.

BiblioCommons may, from time to time and at any time,
in its sole discretion, introduce upgrades and updates to the Services that are consistent with the service
description set out in the applicable Order Form at no
additional charge.
517
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2.4 Maintaining Community Standards.

The Service allows Users to flag user -generated content they feel does not conform to the Terms of Use. When
content is flagged three times, or as many times as may be determined by BiblioCommons in its sole di scretion,
BiblioCommons will:
• Remove flagged content from public view; and
• Notify the User who contributed the content, and
provide directions for appealing the removal.

Any appeals will be compiled and at least once each
month BiblioCommons will review any appeals to assess
whether the removed content conforms with the Terms of
Use in effect at the time of removal.

2.5 Support.

BiblioCommons will use commercially reasonable efforts
to support the Services in accordance with the service
levels and remedies ou tlined in Schedule “B” Support
Services.

2.6 Service Level.

BiblioCommons will use commercially reasonable efforts
to provide the Core Service in accordance with the service levels and remedies outlined in Schedule “C” Service
Levels. Notwithstanding anything herein to the contrary:
• BiblioCommons may interrupt the Service for
security purposes;
• The Service is dependent on the Internet and
availability and performance may be impacted by the
availability and performance of the Internet.

2.7 Indemnity.

BiblioCommons shall indemnify, hold harmless and
defend Subscriber from and against all third party
claims, demands, losses, damages, costs and expenses
(including reasonable attorneys’ fees) (“Claims”) made
against or incurred, suffered or sustained by the
Subscriber, in connection with, or relating to, or arising out of any allegation or claim that the Service itself
violates or infringes any third party intellectual property rights except to the extent such Claim is related to the acts or omissions of the Subscriber, its Authorized
Patrons or any of its respective agents or contractors; provided that, BiblioCommons is provided with (i)
prompt written notice of any third party claim; (ii) all necessary assistance, information and authority
necessary for BiblioCommons to defend a third party
claim and perform its obligations under this Section; and (iii) sole control of the defense of such claim and all associated negotiations.

3. SUBSCRIBER OBLIGATIONS

3.1 Order Forms, Fees and Payment.
(a) Order Form.

Subscriber shall order a Service by completing and
signing an order form, a template of which is set out in Schedule “A” attached hereto (each, an “Order Form”).

Each accepted, fully executed Order Form shall become
incorporated herein by reference as successive Exhibits (e.g. Exhibit A-1, Exhibit A-2 etc.).

In the event that Subscriber’s business practices require a purchase order number be issued prior to payment of any BiblioCommons invoices pursuant to the applicable
Order Form, then such purchase order number must be
provided to BiblioCommons prior to the activation of the Service. Subscriber’s execution and return of the
applicable Order Form to BiblioCommons without
designating a purchase order number shall be deemed an
acknowledgement that no purchase order number is
required for payment of the invoices hereunder.

Additionally, terms, provisions or conditions on any
purchase order, acknowledgment, or other business form
or writing that Subscriber may use in connection with the provision of Service(s) from BiblioCommons will have
no force and effect on the rights, duties or obligations of the Parties, regardless of any failure of BiblioCommons to object to such terms, provisions or conditions.
(b) Fees.

All Fees are exclusive of amounts payable as tax or any other registration or operating fee that may be levied
against BiblioCommons by national, state or local
authorities in whose jurisdiction Subscriber operates and that pertain to the provision of the Service during the Term. Such amounts will be payable by Subscriber. Fees
are based on Services purchased, not actual usage.

Payment obligations are non-cancelable and Fees paid
are non-refundable. The price actually charged for a
specific Service will be the price in effect at the time the Service is requested. On the anniversary date of an Order Form, BiblioCommons reserves the right to increase the
Fees for the Services upon notice to the Subscriber.

BiblioCommons reserves the right to modify its Fees,
charges and/or to introduce new charges at any time,
upon at least ninety (90) days prior notice to Subscriber, effective upon the next Renewal Term.
(c) Payment Terms.

Payments shall be due 30 days from receipt of an invoice by the Subscriber from BiblioCommons. Payments not
received when due will accrue interest at the lower of (i) 518
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one percent (1%) per month, or (ii) the highest rate
allowed by applicable law. BiblioCommons or its agent
shall have the right to recover all collection costs from the Subscriber. Without limiting its other remedies, if
Subscriber is late in its payments at any time,
BiblioCommons or its agent may request reasonable
assurances or deposits to secure Subscriber’s payment
obligations hereunder.
(d) Non Payment.

In the event that full payment is not made by the
Subscriber within 60 days of the date of receipt of an invoice by the Subscriber , BiblioCommons or its agent
may send to the Subscriber a written requirement for
payment and if payment is not received within thirty days of the date of receipt of that notice by the Subscriber, BiblioCommons may terminate this Agreement as set out
below in Section 7 (Termination) . However, this right
may be waived upo n mutual written confirmation
between BiblioCommons and the Subscriber of their
intent to continue service delivery in spite of payment delays.

3.2 Technical Requirements.

Subscriber ILS and bibliographic and patron data shall
meet minimum standards attached and incorporated as
Schedule “D” (the “Technical Requirements”).

4. INTELLECTUAL PROPERTY RIGHTS

4.1 Ownership of Intellectual Property Rights.

As between BiblioCommons and Subscriber, all rights,
title and interest, including all Intellectual Property Rights, r elated to the Service and related software and documentation, including without limitation, any and all upgrades, updates, improvements, fixes, additions,
enhancements, modifications and derivative works
thereto, shall remain with BiblioCommons. Nothing in
this Agreement shall grant to either Party any ownership or other Intellectual Property Rights of the other Party other than as expressly set out in this Agreement. Nothing in this Agreement shall grant to either Party any
ownership or any Intellectual Property Rights to content generated by Users in connection with their use of the
Service.

4.2 Control of Trade-marks.

Subscriber acknowledges that “BiblioCommons” is a
trade-mark of BiblioCommons and shall not be used by
Subscriber except as expressly provided in this
Agreement and otherwise only with the written consent of BiblioCommons and in accordance with any trade -mark
guidelines that may be provided by BiblioCommons from
time to time.

5. CONFIDENTIAL INFORMATION

5.1 Disclosure; Standard of Care.

The Parties acknowledge that, in the course of this
Agreement, each Party (a “Disclosing Party ”) may
disclose Confidential Information to the other (a
“Receiving Party ”). Each Receiving Party shall hold
such Confidential Information in trust for the sole benefit of the Disclosing Party. Each Receiving Party shall
protect the other Party’s Confidential Information from unauthorized dissemination, disclosure and use with the same degree of care that each such Party uses to protect and safeguard its own like information, but not less than a reasonable degree of care given the sensitivity and
strategic val ue of such Confidential Information.

Confidential Information shall be disclosed only to the employees and subcontractors of the Receiving Party who have a “need to know” and who have executed an internal nondisclosure agreement at least as restrictive as the terms of this Agreement . A Receiving Party shall not disclose any Confidential Information to any third party without first obtaining the Disclosing Party’s written consent to such disclosure unless such disclosure is required by law.

A Receiving Party may further disclose Confidential
Information to such Party’s professional advisors in
connection with the negotiation and performance of this Agreement and in connection with the advisor’s
consideration of disclosures that may be required by law, provided such advisors are informed of the obligations of confidentiality. In the event that a Receiving Party is compelled to disclose a Disclosing Party’s Confidential Information, in the course of litigation or otherwise, or a compelled disclosure is reasonabl y anticipated, the
Receiving Party shall give immediate notice to the
Disclosing Party of such fact and shall provide all
reasonable cooperation to the Disclosing Party at the sole expense of the Disclosing Party in obtaining a protective order to prevent the disclosure of Confidential
Information.

6. WARRANTIES

6.1 BiblioCommons Warranties.

BiblioCommons hereby represents and warrants to
Subscriber that: (a) BiblioCommons is legally
incorporated and validly exists as a corporation under the laws of Ontario; (b) B iblioCommons has the power and
authority to enter into the Subscriber Agreement; (c) The individual signing this Agreement has the power and
authority to sign such documents; (d) It will use its
commercially reasonable efforts to maintain the systems 519
- 5 -

associated with the Service free from viruses, Trojans and other harmful code; and (e) The Service will be performed in a professional, workmanlike manner, commensurate
with industry practices within the industry in which
BiblioCommons operates.

6.2 Subscriber Warranties.

Subscriber hereby represents and warrants to
BiblioCommons that: (a) Subscriber is a municipal public library under the laws of the City of Richmond and the State of California ; (b) Subscriber has the power and
authority to enter into the Subscriber Agreement; (c) the individual signing this Agreement has the power and
authority to sign such documents; and (d) Subscriber will use commercially reasonable efforts to avoid transmitting to BiblioCommons any viruses, Trojans and other
harmful code.

6.3 Warranty Disclaimer.

BiblioCommons provides the Service using a
commercially reasonable level of skill and care and
BiblioCommons hopes that its customers (including
both library staff and patrons) will enjoy accessing
and using these Services. However , there are certain
things that BiblioCommons does not promise about
the Services. Some jurisdictions, such as the State of
California, provide for certain warranties, including
but not limited to the implied warranty of
merchantability and fitness fo r a particular purpose.

BiblioCommons will honour its statutory obligations
including but not limited to those in the Uniform
Commercial Code and as may be amended from time
to time; as well as judicially settled law in the State of California. To the ext ent permitted by law,
BiblioCommons excludes all warranties beyond the
warranties stated in Section 6.1. Unless otherwise
required by law, the Service and any software
provided in connection with the Service is provided by
BiblioCommons under this Agreement on an “as is”
basis. Except as otherwise stated in this Agreement
and specifically as stated in this Section 6.3 Warranty Disclaimer, BiblioCommons and its licensors make no
(and hereby disclaim all) warranties, representations
and conditions whatsoever (whether express or
implied; written or oral; arising by statute, operation of law or otherwise) regarding the Service provided
under this Agreement, including without limitation,
any implied warranty or condition of merchantable
quality, fitness for a particular purpose, non -
infringement or arising from a course of dealing, title, usage of trade or course of performance. Without
limiting the generality of the foregoing , while
BiblioCommons will meet its service and support
obligations laid out in the Agreement, BiblioCommons
makes no warranty that the operation of the Service
will be error-free or that it will produce a desired
result beyond such obligations.

7. TERMINATION

7.1 Termination.

This Agreement may be terminated at any time:
(a) if either BiblioCommons or Subscriber has filed or
commenced, or suffered or submitted to the filing or
commencement of, any bankruptcy or insolvency
proceeding under the law of its domicile or incorporation; (b) by either Party if the other Party breaches the terms and provisions of this Agreement p rovided the Party
alleging that the other Party is in breach (the “Breaching Party”) provides written notice to such Breaching Party of the alleged breach. The Breaching Party shall have 30 days to remedy such breach, unless such breach cannot
reasonably be remedied within 30 days, in which case the Breaching Party shall make all reasonable efforts within 30 days to beg in to remedy the alleged breach and shall remedy such breach within a time period that is
commercially reasonable to complete such remedy.

Notwithstanding the termination or expiration of this
Agreement, Articles 1, 4, 5, Section 6.3, Article 7, Article 8 and Article 9 shall survive the termination or expiration of this Agreement.

7.2 Treatment of Patron -Contributed Data upon
Termination.

In the event of a termination of this Agreement or should a renewal agreement not be established after the Term (a “Parting”), BiblioCommons shall provide at Subscriber’s request and upon the payment of the cost-recovery fee set forth in Schedule G , a transfer of all User-generated
bibliographic annotations for use by Subscriber in
association with an alternate service, provided by
Subscriber itself or by a third party, that adheres to the Terms of Use and Privacy Statement. In addition, in the event of a Parting, Subscriber agrees that BiblioCommons will send a customer service communication, subject to
Subscriber approval which shall not be unreasonably
withheld, explaining the User’s options and their
implications through such transition, to all Users who
have:
(a) communicated or established connections with one
or more persons who are registered users of a
BiblioCommons service;
520
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(b) initially approached the Service for registration
through a website that is not affiliated with Subscriber; (c) subscribed to syndicated information from one or
more persons who are registered users of a
BiblioCommons service; or
(d) syndicated their information or content from
BiblioCommons to other websites.

Secure Personal Information on BiblioCommons servers
that is associated with Users who do not choose to
continue their participation in a BiblioCommons service will be deactivated within ninety (90) days of a Parting.

8. LIMITATION OF LIABILITY

8.1 Limitations of Liability.

Except for any c laims of misappropriation of intellectual property and for fees due under Article 3, in no event shall either Party be liable for: (i) indirect, sp ecial,
consequential, incidental or punitive losses, damages or expenses or lost profits or savings even if it has been advised of their possible existence; or (ii) aggregate
liability under this Agreement to the other Party
exceeding the aggregate amount of the Fees paid by
Subscriber to BiblioCommons during the 12 month
period immediately preceding the date of any such claim.

This limitation of liability extends to any alleged liability arising under the law of contracts, torts, negligence or any legal or equitable theory whatsoever.

9. GENERAL

9.1 Good Faith and Fair Dealing.

Each Party agrees that it shall, with respect to the other Parties, and in all matters related to this Agreement, act in good faith and in accordance with reasonable commercial standards.

9.2 Publicity.

Each Party may issue a public statement or general
marketing communications announcing the relationship
under this Agreement without the prior written consent of the other Party. For the sole purpose of marketing and
promoting the Service and for the Term of this Agreement only, each Party hereby grants to the other Party the non- exclusive non-transferable right to use and display such party’s logos and trade -marks in the other Party’s
websites and marketing materials, subject to compliance with t he originating Party’s trade -mark guidelines
provided to the other Party from time to time.

9.3 Entire Agreement.

This Agreement together with all of the terms in the
applicable Order Form constitute the entire understanding of the Parties with respect to the subject matter hereof and supersedes all prior agreements, understandings and
negotiations, both written and oral, between the Parties with respect to the subject matter hereof and thereof. No representation, inducement, promise, understanding,
condition or warranty not set forth herein, or incorporated by reference herein, has been made or relied upon by any Party hereto.

9.4 Force Majeure.

Neither Party shall be liab le for any damages, delays or failure in performance under this Agreement caused by
acts or conditions beyond its reasonable control or
without its fault or negligence (each, a “Force Majeure Event”), including but not limited to “acts of God ”,
delays caus ed by governmental authorities, strikes,
lockouts and other labour unrest, delays in obtaining
governmental approvals and similar conditions. A Party
shall, in order to avail itself of any of the provis ions of this Section, promptly send a written notice o f the Force Majeure Event to the other Party, including a description of the Force Majeure Event, its expected duration and a description of the actions being taken by the Party to
mitigate the effect of the Force Majeure Event.

9.5 Severability.

For the purposes of this section, the Parties acknowledge and agree that each and every term of this Agreement is of the essence. If any one or more of the provisions
contained in this Agreement should be declared invalid, illegal or unenforceable in any respect, the v alidity, legality and enforceability of the remaining provisions contained in this Agreement shall not in any way be
affected or impaired thereby so long as the commercial, economic and legal substance of the transaction
contemplated hereby are not affecte d in any manner
materially adverse to any Party. Upon such a declaration, the Parties shall modify this Agreement so as to carry out the original intent of the Parties as closely as possible in an acceptable manner so that the transactions
contemplated her eby are consummated as originally
contemplated to the fullest extent possible.

9.6 Further Assurances.

Each Party shall at any time and from time to time, upon each request by the other Party, execute and deliver such further documents and do such further acts and things as the other Party may reasonably request to evidence, carry out and give full effect to the terms, conditions, intent and meaning of this Agreement.
521
- 7 -

9.7 Amendments.

This Agreement may be modified or amended only with
the mutual written consent of the Parties.

9.8 Assignment.

Neither Party may assign its rights or obligations
hereunder without the written consent of the other Party, except that BiblioCommons may assign this Agreement
to any third party, without consent, in connection with any sale, amalgamation, reorganization or similar transaction involving a sale of all or substantially all of its shares or assets, provided that such assignee adopts this
Agreement.

9.9 Subcontracting.

BiblioCommons may subcontract portions of the Service,
provided that BiblioCommons shall remain responsible
for all of its obligations under this Agreement as the
original contracting party hereto.

9.10 No Waiver.

No failure or delay by a ny Party in exercising any of its rights or remedies hereunder will operate as a waiver
thereof, nor will any single or partial exercise of any such right or remedy preclude any other or further exercise
thereof or the exercise of any other right or remedy .

Except as otherwise provided herein, the rights and
remedies of the Parties provided in this Agreement are
cumulative and not exclusive of any rights or remedies
provided under this Agreement, by law, in equity or
otherwise.

9.11 No Agency.

The Parties are no t partners or joint venturers; neither Party is the agent, representative, or employee of the other Party; and nothing in this Agreement will be construed to create any relationship between them other than an
independent contractor relationship. Neither Pa rty will have any responsibility or liability for the actions of the other Party except as specifically provided herein. Neither Party will have any right or authority to bind or obligate the other Party in any manner or make any representation or warranty on behalf of the other Party.

9.12 Dispute Resolution Process.
(a) Escalation Procedure.

Any dispute between the Parties shall first be referred to the persons designated in this Agreement for the receipt of Notices (the “Designated Persons”), by written notice of the dispute including the material facts. The
Designated Persons shall attempt to resolve the dispute and shall escalate it to the appropriate management
representatives of the Parties as may be considered
appropriate.
(b) Arbitration.

If the Designated Persons are unable to resolve the dispute pursuant to Section 9.12(a) within 30 days, the dispute may be submitted by either Party to final and bindi ng
arbitration pursuant to California law, provided that there shall be a single arbitrator, unless the Parties cannot agree on a single arbitrator, in which case either Party may
apply to a court of competent jurisdiction for the
appointment of an arbitrator. Any arbitration shall be
conducted in the San Francisco Bay Area, California , in the English language. The prevailing Party shall be
awarded its reasonable costs associated with the
arbitration, including legal fees and other expenses.
(c) Exception from Mandatory Arbitration.

Notwithstanding any provision of this Section 9.12, a
Party shall be able to seek interim or injunctive relief before a court of competent jurisdict ion for a breach or a threatened breach of any provision of this Agreement
dealing with confidential information or intellectual
property rights. For the purposes of the foregoing, each Party expressly attorns to the jurisdiction of the courts within Contra Costa County within the State of California and waives any claim or defence of inconvenient forum.
(d) Conduct During Dispute.

If the Dispute Resolution process described in Section

9.12 is in progress, BiblioCommons shall continue to
provide the Service to Subscriber, and Subscriber shall continue to make any payments required under this
Agreement. If, at the conclusion of the dispute resolution process, it is determined that such payments were not
required to be made, all such amounts shall be refunded by BiblioCommons with simple interest at 1% per month.

9.13 Notices.

All notices, consents and other com munications required or which may be given under this Agreement will be in
writing and will be deemed to have been duly given when given by hand, by courier, or by email confirmed by the recipient. If sent outside business hours of the addressee, such noti ce, consent or other communication will be
deemed to have been duly given at the beginning of the
next Business Day. Notices, consents and other
communications shall be addressed to a Party at its
address set forth below, or at such other address as a Party may hereafter designate by notice given in accordance
with the terms hereof.
522
- 8 -

If for
BiblioCommons:

BiblioCommons Corp.
119 Spadina Ave.

Suite 1000
Toronto, ON M5V 2L1
Canada
Attention: General Manager
with a copy to:

Volaris Group Inc.
5060 Spectrum Way, Suite
100, Mississauga, ON
L4W 5N5
Canada

Attention: Steve Cimicata,
General Counsel

If for Subscriber:

City Attorney
450 Civic Center Plaza
Richmond, California 94804

9.14 Counterparts; Facsimile.

This Agreement may be signed in any number of
counterparts, each of which shall be an original, with the same effect as if the signatures thereto and hereto were upon the same instrument, and facsimile or scanned
signatures shall be deemed original. This Agreement shall become effective when each Party hereto shall have
received an original, scanned or faxed counterpart hereof signed by each other Party hereto.

9.15 Governing Law and Venue.

This Agreement has been executed and delivered in, and
shall be construed and enforced in accordance with, the laws of the State of California, United States. The Parties agree that no action taken by either party will be heard by a jury.
523

IN WITNESS WHEREOF the Parties have executed this Agreement as of the date first above written.

BIBLIOCOMMONS CORP. RICHMOND PUBLIC LIBRARY

Name: Name:

Title: Title:

524

“A” - 1
SCHEDULE “A”

TEMPLATE ORDER FORM
(Attached)

525

Schedule ‘A’ - Order Form #00003229

Order Form for Richmond Public Library (CA) – February 22, 2023 Contact: Alyx Park Email: [email protected]
BiblioCommons Corp. 119 Spadina Ave., Suite 1000, Toronto, ON M5V 2L1 Canada +1 647 436 6381 [email protected]

Richmond Public Library (CA)
325 CIVIC CENTER PLAZA
RICHMOND, California
United States
Date: May 4, 2023
Valid Until: May 31, 2023
Subscription Term: June 1, 2023 – May 31, 2026

Population Served: 111,217
Population Source: IMLS
Contact: Alyx Park
Email: [email protected]

Subscription Annual
Subscription Fee
(USD)
One-Time
Implementation
Fee (USD)

An online catalog that is the foundation of patrons' experiences with the library.

Includes e-content integration and pre-populated award winners and bestsellers listings. Cover art is recommended, but not included.

See Schedule "A-1."
Click Here
Rate: $0.1126439/pop. or $19,000 minimum

$19,000.00

$15,713.00

Sub-Total $19,000.00 $15,713.00

Total Fees $34,713.00

Multi-Year Pricing
Year 1
(2023-2024)
Year 2
(2024-2025)
Year 3
(2025-2026)
$19,000.00 $19,760.00 $20,451.60
Total Fees $19,000.00 $19,760.00 $20,451.60

Pricing assumes a 3-year contract with a riser of 4% for year 2, and 3.5% for year 3.

526

Schedule ‘A’ - Order Form #00003229

Order Form for Richmond Public Library (CA) – May 5, 2023 Contact: Alyx Park Email: [email protected]
BiblioCommons Corp. 119 Spadina Ave., Suite 1000, Toronto, ON M5V 2L1 Canada +1 647 436 6381 [email protected] Terms
• This Order Form supplements the Library Subscription Master Agreement (“Agreement”) dated March 28, 2023 and is incorporated therein by reference. Capitalized terms not defined herein will have the meanings set forth in the Agreement. In the event of a conflict between this Order Form and the Agreement, the Order Form will govern. • The Parties acknowledge and confirm that the Services set out in this Order Form will be provided in addition to any services that Subscriber has also purchased with other Order Form(s). Attached or linked Service descriptions, if any, will be incorporated by reference herein.
• Annual Subscription Fees cover hosting, support, and upgrades. Subscription Fees are reviewed annually. • Implementation fees are one-time charges for standard configuration of service and standard subscription agreement.

Implementation of services is conducted remotely.
• If significant modifications to legal terms are required, including change of legal venue, additional fees may be required. • All fees payable by Subscriber are exclusive of taxes. • All fees are payable on the date of signing.

IN WITNESS WHEREOF the parties hereto have caused this Order Form to be duly executed by their proper authorized officers.

Richmond Public Library (CA) BiblioCommons Corp.
\s1\

\s2\
Signature Signature
\n1\ \n2\
Name Name
\t1\ \t2\
Title Title
\d1\ \d2\
Date Date

527

“B” – 1
SCHEDULE “B”

POST IMPLEMENTATION SUPPORT

After BiblioCore or BiblioWeb is implemented, BiblioCommons provides ongoing support. Support work varies in timing and scope depending on the issue type. The definition of issue types (I), the severity classification for each issue type (II ), and the response commitments for each severity level (III) are defined below.

I. Definition of Issue Types
BiblioCommons organizes library feedback into four types of issue, summarized here and defined below in turn:

A. Questions: Understanding BiblioCore, BiblioWeb or other services.

B. Tasks: Tasks specific to your library
C. Suggestions: Improving BiblioCore or BiblioWeb and designing new functionality.

D. Corrections: Fixing BiblioCore or BiblioWeb when not working as designed.

A. Questions
BiblioCommons distinguishes two types of questions, with corresponding response commitments described in Section II I below.
1) Questions or notifications about updates affecting your ILS or Tomcat server. 2) Other questions.

To help answer questions, BiblioCommons maintains an online Partner Portal. This includes:
● a Knowledge Base with answers to frequently asked questions and official documentation for other self-help, ● Community pages with forums for peer-to-peer questions and answers, and ● an Online Ticketing system where libraries can submit questions not answered elsewhere. Response commitments for questions are described below.

B. Configuration Tasks
Configurations determine the way in which BiblioCore or BiblioWeb interoperate with local library technology and services. After implementation, libraries may request configuration changes to support changes in the ILS, in library marketing and branding, or in branch locations and programing.

C. Suggestions
BiblioCommons continually reinvests in product design and development, and library suggestions are an important input.

Please use the 'Community' area of the Partner Portal to submit your suggestions.

D. Corrections
BiblioCore and BiblioWeb are evolving products that interoperate with changing third -party software and hardware, from library ILSs to patron smartphone systems. As a result of changes on all sides, Bi blioCommons products can sometimes stop working as designed and require correction.
528

“B” – 2
BiblioCommons corrects bugs in BiblioCore or BiblioWeb, with the timing and scope of correction proportionate to the severity of the problem. The severity of an issue is determined by ● The importance of the feature affected, and
● The prevalence of the outage.

The resulting severity levels and the response commitments for each are defined further below (in sections II and III, respectively).
1) Definition of issue importance

Importance of Issue
Primary Secondary Tertiary
BiblioCore Service
Issues that prevent (on a
supported desktop web browser):
● Site availability;
● Availability of:
○ Registration
○ Login
○ Search
○ Holds
○ Renewals.
○ Single Sign-On
(SSO)
○ Real-time item
availability

● Issues that prevent
synchronization of:
○ bibliographic
records
(additions,
deletions, edits),
and
○ item
availability.
● Issues that prevent (on a
supported desktop or mobile
web browser) personal
record-keeping and
community-contributed
content:
○ My Shelves
○ Lists
○ Star Ratings
○ Reviews &
Comments
○ Following &
Ignoring
○ Messaging
○ Other
Community
Functionality.
● Issues that prevent (on a
supported mobile browser)
interaction with any feature
listed in the two bullets in
the “Primary” column for
the BiblioCore service.

All other issues or requests
including:
● Text changes and cosmetic
issues not affecting site
functionality
● Changes to mapping of
configurable features --
formats, audience,
availability status, etc.
● Analytics issues.

Other issues not c overed in
primary and secondary.

529

“B” – 3
● Issues that affect the
availability of the Core
APIs.
● Cosmetic issues affecting
site functionality
If applicable:
● Visibility of
BiblioCloudRecords
● Rendering augmented
content supplied by
others
● Create and view
functions for
BiblioSuggest.
● Visibility of links for
Combined Catalog
● Access fines-payment
service provided by
others
● Translations
● Search results are
incorrectly scoped.

BiblioWeb Service
Issues that prevent:
● Site availability
● Availability of the footer
● Availability of Find-a-
Location Page
● BiblioEvents widget display
● Availability of Online-
Resources pages
● BiblioWeb Admin Login;

Or issues that cause a loss of
major functionality on the
Homepage - e.g.:
● Stylesheets not loading,
● Cards not loading
● Homepage Manager not
accessible.

Issues that prevent:
● Availability of individual
Location Pages
● Creation or publication of
blogs or news posts
● Ability to manage Browse
pages
● Ability to manage Program
pages
● Creation or submission
of forms
● Creation of FAQs
● Ability to upload and access
media

Or cosmetic issues affecting site
functionality.

All other issues or requests
including:
● Text changes and cosmetic
issues not affecting site
functionality
● Availability of Archival
Collections & Special
Content
● Availability of sidebar
widgets
● Analytics

Other issues not covered in
primary and secondary.

BiblioEvents Service
530

“B” – 4
Issues that prevent:
● Registration for events
● Creating/editing events
● Search for events
● Visibility of event listings
● Availability of information
on Event Details Page.

Issues that prevent:
● Availability of reporting data

Or cosmetic issues affecting site
functionality
Other issues including text and
cosmetic issues not affecting site
functionality

Other issues not covered in
primary and secondary.

BiblioApps Service
Widespread issues affecting app activation , login, holds and renewal will be treated as critical priority.

All other issues will be treated as normal or low priority. This space will be updated with a full list of categories when the redesigned apps are launched.

2) Combined Classification for BiblioEmail

The following combines Issue Importance, Prevalence and Severity Classification for BiblioEmail. Please refer to III. Response Commitments below for associated service response times.

Emergency

Critical

Normal

Low

Widespread issues with:
● Login to Email
Manager
● Sending of
emergency emails.

Widespread issues with:
● Creation of Segment
Emails
● Ability to sign-up
for email
● Ability for
subscribers to
update their
preferences or
unsubscribe
● Sending of Segment
Emails Creation of
Campaign Emails
and drip campaigns
(phase 2)
● Sending of pre-built
automated emails or
transactional emails.

Issues that prevent:
● Contact
management
● Segment
management
● Issues with library-
built drip
campaigns.

All other issues or
requests, including:
● Changes to mapping
of BiblioWeb terms
to BiblioEmail
● Text changes and
cosmetic issues not
affecting
functionality
● Changes to terms on
sign-up and user
preferences pages
● ‘View in Browser’
functionality in
email
● Analytics
● Other issues not
covered elsewhere.

531

“B” – 5
3) Definition of prevalence

Prevalence of
failure
All users ● Feature outages are estimated to be system-wide, found consistently across any use of the feature on all supported browsers and across multiple patrons
Majority of
users
● Feature outages are estimated to affect a significant portion of average monthly users of the library’s online presence or staff
More than a few
users
● Feature outages are estimated to affect a small portion of average monthly users of the library’s online presence, but still big enough to suggest that there might be a
pattern to the issue
A few users ● Feature outages are estimated to affect just a handful of users

532

“B” – 6
II. Severity classification
Based on the issue type (I), the following severity classifications are assigned. In the following section, response commitments for each type are described.

A. Questions B. Configuration
Tasks
C. Suggestions
1) Regarding your ILS and
Tomcat Server
2) Other Topics
Normal Low Normal Low

D. Corrections
2) Importance of feature
1) Prevalence of
Failure
Primary Secondary Tertiary
All Emergency Critical Normal
Majority Emergency Critical Low
More than a few Critical Normal Low
Few Normal Low Low

533

“B” – 7
III. Response Commitments.

Severity Level
Emergency Critical Normal Low
Contact Method Online Ticket
Entry

or

Backup
Emergency Phone
Line

Online Ticket
Entry

Online Ticket
Entry

or

Self-help through
Partner Portal
Online Ticket
Entry

or

Self-help through
Partner Portal
Start Review
Commitment
Immediate.

Next working
business hour.

Within two
business days.

Within two
business days.

Start Work
Commitment
Immediate Within one
business day.

In context of
ongoing work.

As resources
allow.

Resolution
Commitment
Work until
resolved, except
where blocked by
third-party
dependencies.

If possible without
code changes,
usually resolved
within 24 hours. If
code changes are
needed,
BiblioCommons
may release a
hotfix, or else
defer code
changes to an
upcoming release
Feature Release.

In the context of
ongoing work.

As resources
allow.

534

“B” – 8
Online ticket entry
BiblioCommons manages support through an online ticketing system built into the BiblioCommons Partner Portal.

This is the standard gateway for all communications with BiblioCommons Support. BiblioCommons will supply access to this service to the Library for the purpose of issue tracking.

All issues including emergencies should be reported to BiblioCommons through online support tickets. Once Requests are submitted they will be triaged, with resources and scheduling assigned based on an assessment of the importance of the issue.

Backup Emergency Phone
A toll-free emergency phone number will be made available to library staff as a backup measure for emergencies.

However for the best results, we encourage staff to create tickets online. BiblioCommons staff will be reachable at this number 24/7. The current phone number is 1 (855) 436-6381 x 0.

535

“C” - 1
SCHEDULE “C”

SERVICE LEVELS
BiblioCommons will use commercially reasonable measures to make the Core, Web and Events services available with a minimum uptime standard of 99.5%, excluding scheduled maintenance windows or any unavailability resulting from a Subscriber’s applications, equipment, facilities, or employees.

Service Unavailability
At the request of the Subscriber, BiblioCommons will calculate Subscriber’s Service Unavailability for the previous month. “Service Unavailability” consists of the number of minutes that the Core Service was not available to Subscriber, and includes any unavailability associated with a ny unscheduled maintenance. Outages will only be counted if Subscriber notifies BiblioCommons within five business days of the outage.

Service Unavailability will not include:
a) any scheduled maintenance;
b) any unavailability resulting from a Subscriber’s applications, equipment, facilities, or employees; c) any acts or omissions of Subscriber, or any use or user of the Service authorized by Subscriber; and d) any event outside the commercially reasonable control of BiblioCommons and Force Majeure events as defined in the Agreement.

Remedy
Subscriber’s exclusive remedy for a failure of the Service shall be that for any continuous period of 24 hours or more of Service Unavailability, at Subscriber’s request, Subscriber’s Term shall be extended for one additional week without additional charge.

Scheduled Maintenance
The Subscriber acknowledges that the Service may not be available to Subscriber and Authorized Patrons during scheduled maintenance. For the purposes of this paragraph, “Scheduled Maintenance” only refers to planned, routine maintenance carried out by BiblioCommons that has the effect of significantly limiting the functions of the Service available to Subscriber and Authorized Patrons.

BiblioCommons shall limit Scheduled Maintenance to ten hours per month and shall make reasonable efforts to notify Subscriber of Scheduled Maintenance not less than twenty-four hours in advance.

536

“D” - 1
SCHEDULE “D”

TECHNICAL REQUIREMENTS
Subscriber must meet the following requirements in order to take advantage of the Service. These requirements may be amended from time to time by BiblioCommons in accordance with evolving technical standards in the industry.

ILS SERVER AND DATABASE
● The ILS server must be an instance of an ILS system as may be agreed to by BiblioCommons. ● The ILS server must offer or accommodate a reliable programmatic method:
○ to access cataloguing and patron data; and
○ to execute circulation requests on behalf of a User
○ to execute any other ILS-based services stipulated in this Agreement. ● Libraries must be able to provide the version number of the ILS application and its underlying database and operating system. Database version is only required for CARL.X, Evergreen and Horizon ILSs. ● The ILS must perform user authentication via barcode and PIN (personal identification number) or password.

CONNECTOR
The Services will communicate with Subscriber’s ILS via a connector, which will either be locally hosted in Subscriber’s network (the “Local Connector”) or hosted by BiblioCommons (the “Cloud Connector”). Connector type will be determined based on Subscriber’s ILS. The following requirements will apply based on the connector type.

CLOUD CONNECTOR
Access
● Subscriber shall ensure that full access to the ILS API is externally available. ○ BiblioCommons uses technical and logical controls to protect its environment and to ensure that users can only access and act on information for which they have authorization. ○ Any additional security requirements from Subscriber may be accommodated for a supplementary implementation fee by written agreement.

LOCAL CONNECTOR
Tomcat Server
● There must be a new and correct installation of Apache Tomcat on a server (“the Tomcat server”) in the library environment. Tomcat Manager must be installed using BiblioCommons’ pre-configured Tomcat instance, or installed to meet BiblioCommons’ configuration requirements. ● There must be an instance of Java 1.8 on the Tomcat server, and it must be modifiable as BiblioCommons requirements evolve.
● Tomcat must be available through Subscriber’s firewall to the BiblioCommons servers with sufficient privileges and access required to comply with integration requirements. ● As required for monitoring and testing, BiblioCommons must be given unconditional SSH or Remote Desktop access to the server running Tomcat. In the event that such access is not provided by Subscriber, the uptime standard and remedy outlined in Schedule “C” will be void and additional subscription fees will apply (see “If Subscriber Does Not Meet the Required Conditions” below). ○ Access must be provided through a single set of credentials. ● Applicable only for Symphony ILS:
○ The Tomcat Server must be installed on the same server in which any Unicorn/Symphony API server commands are located.
○ For Unicorn/Symphony, the Tomcat Server must be run using the ‘sirsi’ user. 537

“D” - 2
Hardware
● The Tomcat server CPU must have at least 2Ghz in processing speed, or processing speed that provides response time that is acceptable to Subscriber and BiblioCommons ● The Tomcat server must have a minimum of 512 MB of available RAM (for small libraries, under 25,000 population served), 1 GB (for medium libraries, under 100,000 population served) or 1 GB or more (for large libraries).
● The Tomcat server must have a minimum 5 GB of free space on the hard-drive. ● The Tomcat server CPUs must not exceed 50% utilization (with existing, non-BiblioCommons load).

Access
● The standard security configuration provides for access to the ILS connector by opening a port in Subscriber’s firewall to BiblioCommons servers.
○ BiblioCommons uses technical and logical controls to protect its environment and to ensure that users can only access and act on information for which they have authorization. ○ Any additional security requirements from Subscriber may be accommodated for a supplementary implementation fee by written agreement.
● During the testing and acceptance phase, if any incompatibilities with API calls arise, BiblioCommons will be granted SSH access to the system in order to verify API calls. Libraries using Symphony will need to grant SSH access to the system with the ‘sirsi’ user in order to verify API calls.

BANDWIDTH
● The library’s communication (all network communication from the connector to the ILS server, the ILS database, and to the external Internet) must be through a high-speed, reliable Internet connection: 5Mbps bi-directional (upload/download) or better for a small or medium-sized library, or 44Mbps bi-directional or better for a large library serving a population over 100,000.

ASSISTANCE
To successfully launch and maintain the BiblioCommons service, Subscriber must be prepared to provide:
● A Project Manager (the “Library Project Manager”) to act as a liaison between your library and BiblioCommons;
● A lead technical contact.

USER INTERFACE
Subscriber will be asked to provide graphic elements that meet basic usability criteria and specifications of the application.

IN-LIBRARY TERMINALS
BiblioCommons offers support for in-library terminals for the following browsers:
● Internet Explorer
● Firefox
● Safari
● Chrome
An up -to-date listing of the oldest supported browsers will be posted here: http://www.bibliocommons.com/how-we- work/supported-browsers
Other browser support may be provided by written agreement. 538

“D” - 3

DATA QUALITY
In order to facilitate BiblioCommons data transfers and the sharing of information among patrons and libraries, BiblioCommons has deployed the following minimum standards for data, which are preconditions for the Service.

BiblioCommons has worked with other libraries to develop these standar ds based on the demands of both the ILS and the user experience.

MARC and Patron Data
BiblioCommons’ requirements for MARC mapping reflect typical cataloguing practice:
● Use of AACR2 or RDA and MARC21 standards for Bibliographic and Authority data; ● Authority and Bibliographic records must be exportable separately with corresponding links between the two.

Subscriber will complete a survey describing a set of rules that can be used across all bib records to isolate key data for mapping into BiblioCommons schemas, including for example and without limitation:
● Format values (e.g., DVD, Braille book)
● Audience values: Adult, Teen, Children
● Fiction/Non-fiction/Other
BiblioCommons will only support character sets and character-set encoding practices typical in library environments.

BiblioCommons reserves the right not to support nonstandard library data practices and practices that require custom parsing of data.

Identifiers and Other Required Fields
● Library records must have persistent identifiers over time. For example, record numbers must persist for any batch delete and re-add process of the same set of records. ● All key elements such as patron identification, bibliographic record identification and item identification must have a unique permanent identifier
○ For example, if a patron loses their library card, their barcode may change, but the new barcode must reference the same unique permanent identifier.
○ Universal identifiers should be in place for all bibliographic records where practically possible. ● Patron records must have a birth date field, though not necessarily birth data.

CATALOGUING WORKFLOWS
Subscriber should be prepared to describe acquisition and cataloguing workflows, explaining how records are added, changed and deleted in various cas es (e.g., brief records created during the inter -library loan processes, records created during the acquisitions process, records that are suppressed from the online public access catalogue (OPAC), batch processes). BiblioCommons will support cataloguing practice and workflows that are typical among public libraries in North America.

Subscriber must notify BiblioCommons in advance when a larger than normal number of records is added, edited, or deleted from their ILS.

IF SUBSCRIBER DOES NOT MEET THE REQUIRED CONDITIONS
BiblioCommons will show flexibility in the requirements detailed in this Schedule “D” if mutually agreeable alternatives are found. But in the absence of such alternatives and where Subscriber fails to meet materially any of the require ments, Subscriber will a) use its own resources to perform the work necessary to conform to the requirements or to specifications applied by BiblioCommons in libraries of similar size and with the same or similar ILS deployment, or b) hire 539

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BiblioCommons at a rate of $1500 per day per technician to develop a reasonable solution that will be specified and estimated in advance by BiblioCommons.

For Local Connector only: In the event that Subscriber does not provide 24 -hour, 7 day-a-week remote desktop access t o the server running Tomcat, Subscriber will pay to BiblioCommons an additional annual fee of ten thousand dollars ($10,000).
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SCHEDULE “E”

PRIVACY STATEMENT
A link to the Privacy Statement will appear to all Authorized Patrons or users registering with BiblioCommons during the registration process, and will appear on all main pages of the Service. The following Privacy Statement was in effect November 2020 and may be amended by BiblioCommons from time to time.

PUBLIC LIBRARY has entered into an agreement with BiblioCommons to provide online services that make it easier to find, discover and use collections, services and programs at the library. In addition, you may also choose to use this service to share ratings and commentary about the titles you find at PUBLIC LIBRARY, and to connect with other library users.

When you use PUBLIC LIBRARY services that say “Powered by BiblioCommons” at the bottom of the page, you are using what is referred to in this document as the “BiblioCommons Service,” and any information that is collected or shared here will be governed by this Privacy Statement.

BiblioCommons believes that effective privacy controls are the cornerstone of open and engaged communities. We have implemented the standards described on this page to protect the privacy of all users, at the same time providing the opportunity to share information about books, movies and music for those who are interested. By using the BiblioCommons Service, you agree to the terms of this BiblioCommons Privacy Statement and the BiblioCommons Terms of Use . The BiblioCommons Privacy Statement and BiblioCommons Terms of Use can be accessed anytime through the links at the bottom of each page that is powered by BiblioCommons; together they are the only documents that govern your relationship with BiblioCommons.

Is this the only policy governing the use of my information on services offered by the library? No. Information you provide on the BiblioCommons Service may be transmitted to your library and its designated service partners, where it will be handled according to the policies your library has implemented in those environments. Please check the library’s website to view these documents, or speak to a librarian.

What types of information are collected on this service? Several types of information may be collected and stored on the BiblioCommons Service:
• Personal information
• Borrowing information
• Shared content
• Feedback and Suggestions
• Non-Identifying information
You will find a description of how this information is handled in the sections that follow.

Personal Information
What personal information is gathered?
BiblioCommons gathers personal information that you provide or choose to import from PUBLIC LIBRARY. If you register for the BiblioCommons Service, your library barcode, PIN and borrower ID, name, birth month and year, and email address are automatically loaded into your on-line account from your library record. If som e of this information is not available in your record you may be asked to provide it.

How is my personal information used?
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We use your personal information to create an online account in your name, provide the services that you have requested, monitor and improve the service, keep your library record up to date, and customize content. We may store some of this information in a secure third-party data repository. We do not share your information or activity with ad networks or other entities that are not directly involved in the services you choose to use.

If you choose to share information or opinions about books, movies, music, and other topics, participate in online conversations, or create selections using Lists or My Shelves (“Shared Content”), information such as the username or name you have chosen to display, your library affiliation(s) and age group may accompany your Shared Content and appear on a profile page that summarizes your Shared Content. If you would like to change your username or modify th e information that is made publicly available in connection with these features, please visit your Settings.

BiblioCommons may disclose your personal information and any content associated with your account if required to do so by law or in a good faith be lief that such disclosure is reasonably necessary to: (a) satisfy any applicable law, regulation, legal process or enforceable governmental request, or (b) enforce the Terms of Use, including investigation of potential violations hereof.

Is my personal information protected?
Information in your BiblioCommons account that personally identifies you is encrypted during transmission and storage.

This information will be used by BiblioCommons and PUBLIC LIBRARY to deliver the services you request in accordance with this Privacy Statement. BiblioCommons will not share, gift, sell, rent or trade your personal information (e.g. your email address or month and year of birth). But we may display Shared Content (defin ed below) in the BiblioCommons Service, or make other commercial uses of Shared Content.

Law Enforcement Requests
BiblioCommons does not share information in response to law enforcement requests unless it is presented with a warrant or other legal compulsion.

Can I change or delete my personal information?
You may alter or delete any of the personal information in your BiblioCommons account except for your name, birth information and your library card number(s); please contact your library staff to make cha nges to these. If your personal information is updated either through the BiblioCommons Service or directly on your PUBLIC LIBRARY account with the help of library staff, we will synchronize the new information in both locations.

At any time, you may request to have your BiblioCommons account deleted without impacting your account with PUBLIC LIBRARY. To have your BiblioCommons account deleted, please contact your library. Note that while your BiblioCommons account information will not be available after deletion, some of that information may persist on memory discs

Do I have to provide contact information?
No, you do not need to provide contact information to use the BiblioCommons Service. However you may choose to do so in order to receive notices related to your use of the library through the BiblioCommons Service. Your contact information will not be used by BiblioCommons for any other purpose without your consent, or shared with any party other than PUBLIC LIBRARY without your direction to do so. We encourage you to check PUBLIC LIBRARY’s policies to understand the other ways in which your contact information may be used by PUBLIC LIBRARY.

BiblioCommons may send email or display messages on the service that provide you with the choice to take adva ntage of new features and functionality based on your past activity and stated preferences. To change your preferences for system messaging, please go to My Settings.

Email Service
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PUBLIC LIBRARY uses the BiblioCommons Service to provide emails about library collections, services and programs.

You may receive emails powered by BiblioCommons if you signed up for them on the library website, or if your library included your account on their distribution list. BiblioCommons uses the following information for emails when available:
name, email address, and areas of interest (e.g. audience, format, location, genres, topics). You may update your information or unsubscribe from the email service at any time, by selecting the ‘unsubscribe or update your preferences’ link from the bottom of any email.

BiblioCommons uses tracking technologies (such as pixels and interaction logging) to collect usage data about your interactions with the emails, including which emails are opened and what content is engaged with. This information allows PUBLIC LIBRARY to perform analysis into the use and performance of emails, to better serve you in subsequent emails.

What measures are in place to protect children?
Parts of the BiblioCommons Service are open to children under the age of thirteen. However additional measures have been taken to protect their privacy and safety. Patrons under the age of thirteen (13) years (“minors”) will be restricted from using the BiblioCommons Service to enter free text; however provision may be made for a more permissive service for minors with parental consent. While the Terms of Use prohibits the use of the BiblioCommons Service to arrange meetings with minors, children should be advised never to arrange meetings with strangers over the Internet.

User-generated content may not be appropriate for children. The BiblioCommons Service contains functionality that will enable you to collapse user-generated content that has been flagged by Users who feel the content may be offensive to some users. Enabling this functionality will help decrease the likelihood of children encountering objectionable material when using the BiblioCommons Service.

Where can I learn more about internet safety for users under the age of 18? We recommend that parents and guardians discuss internet privacy and safety with their children. When using the internet, children should be advised:
• never to give out personal information such as their real name, phone number, email address, or school without first consulting their parents or guardians, and
• never to arrange a meeting with someone they met online.

More information about children’s safety online can be found on the following sites.

Safety tips for children:
• http://kidshealth.org/en/kids/internet-safety.html
• http://www.safesurfingkids.com/tips_for_kids.htm
Tips for parents:
• http://www.google.com/familysafety/advice.html
• http://www.internetsafety101.org/safety101.htm
How can parents and guardians oversee the personal information of their children? Guardians of underage users in the US may make a request to review and alter the personal information collected from their children on this service, or to deactivate their child’s BiblioCommons account. The first step in gaining access to your child’s account is to make your request in person to staff at one of the library’s locations. Be prepared to show proof of your identity and of your relationship with the child. Staff will then have the information retrieved and delivered to you by mail or held for pick-up. Note that guardians cannot be given access to a child’s borrowing record. 543

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Note that the BiblioCommons Service does not require children under the age of 13, as a condition of participation, to provide more information than is reasonably required.

Borrowing Information
Is my borrowing record tracked?
No. Lists of your current loans, due dates, outstanding fines, etc. may be loaded from your library record during your sessions online, but this information is not stored on your BiblioCommons account, and it is never shared with other users.

You may choose to create a record of your recently-borrowed titles if this service is supported by your library; information about recently borrowed items is never made available to the public unless you choose to enter specific titles on your shelves or in other Shared Content. If you do not choose to enable the recently -borrowed feature, no automatic record of your borrowing will be created.

Shared Content
What is Shared Content?
You may use the BiblioCommons Service to record information or opinions about books, movies, music, and other topics, participate in online conversations, or create selections using Lists or My Shelves; all of this content is called “Shared Content”. Shared Content may be useful for your own reference and can help other users find resources and information.

When you contribute content to an individual title, that title is automatically added to My Shelves, a collection that gathers all of the titles to which you have contributed content or chosen to add to your shelves. You may also create Shared Content by interacting with others through messaging, forums, or collaborative guides.

Can Shared Content be viewed by the public?
Shared Content has been designed for sharing, and is usually public. However you may make portions of your Shared Content private by using your Privacy Settings. In addition, messages sent directly to other users through the service are not publically viewable.

If you are uncomfortable with the idea of sharing content with others, you may decide not to use My Shelves or contribute ratings, comments, guides, or other types of Shared Content. You do not need to create Shared Content in order to use the BiblioCommons Service.

Will my name be visible with my Shared Content?
Content and messages that you leave in public view or send to other users w ill be accompanied by the username that you create, or by whatever display name that you choose at a later date in your account settings. This display name is also linked to your profile page, which includes links to your Shelves, your shared Lists, and any other profile information you choose to display.

Can I change my Shared Content?
Shared Content that is not interactive may be edited or deleted on this service at any time. Deleted content is removed from our data bases and inaccessible to other users, but may remain in our data back-up system and in third-party search indexes like Google. Shared Content that is not deleted may remain available on the BiblioCommons Service indefinitely, even if you have closed your library account.

Messages and chat cannot be deleted or edited once they have been sent. They are logged and archived indefinitely. In the event of complaints regarding violations of the BiblioCommons Terms of Use, this type of information may be used by BiblioCommons to investigate.
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Interactive Shared Content that other users may respond or contribute to, such as discussions, may be visible to others indefinitely in association with your display name, and may persist after your BiblioCommons account is terminated.

Other Information
Feedback and Suggestions
When you submit feedback or suggestions they will not be considered confidential and may be stored with your name and email address for analysis and follow-up.

Non-Identifying Information
BiblioCommons also records anonymous information and activity in order to improve the quality and scope of the features and content you access through the BiblioCommons Service. For example:

Information such as your browser type or anonymized IP address may be used to help us understand how visitors use the service over time and how it might be improved.

Data from your account may also be aggregated in an anonymous way.

Anonymous search logs are analyzed to improve the search algorithms.

Activity such as borrowing and reading may be aggregated anonymously to guide the development of the library’s collections or to allow publishers to understand how their titles are being used.

Non-identifying information may be stored in a secure online service such as Google Analytics for use by BiblioCommons or your library. You can opt out of recording your non -identifying site-activity data on Google Analytics by installing the Google Analytics opt -out browser add -on. The add -on prevents the Google Analytics JavaScript (gtag.js, ga.js, analytics.js, and dc.js) that is running on websites from sharing information with Google Analytics about visit activity.

Cookies
Cookies are small files used to enhance the functionality of websites.

BiblioCommons may set and access temporary session cookies on your computer in order to make our system easier for you to use. In addition, a more persistent cookie is used to store your user preferences. These files do not contain or transfer any personally-identifiable information. You may also choose on the log -in page to save your username in a cookie by checking “remember me.” If you wish to be notified when you receive a cookie, you may set your browser to do so.

External Sites
The Internet is a big place: take care to guard your personally identifying information. This website may link to other websites that collect personal information. We recommend that you rev iew the privacy policies of these sites before providing them with any personal data.

Changes to this Privacy Statement
This privacy statement may change from time to time in response to new laws, or to an evolution in BiblioCommons policies or practices. We encourage you to check this privacy statement from time to time for changes. Your continued use of BiblioCommons after a change will signify your acceptance of the new terms. 545

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Change of Service
In the event that PUBLIC LIBRARY discontinues its participation in the Bi blioCommons Service, the PUBLIC LIBRARY may transfer your information to a new service of a similar nature. In addition, PUBLIC LIBRARY may agree to have your information transferred to a successor entity of BiblioCommons or to any e ntity, which purchases substantially all of the assets related to BiblioCommons or a division of BiblioCommons.

Comments? Questions? Contact us: [email protected] Privacy Officer
BiblioCommons
119 Spadina Avenue, suite 1000
Toronto, ON M5V 2L1, Canada
tel. 1 (647) 436 6381

PUBLIC LIBRARY may have additional policies that govern other aspects of the services we offer. Please check the library's homepage to view these documents, or speak to a librarian. 546

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SCHEDULE “F”

TERMS OF USE
Acceptance of the Terms of Use is a condition of any u se of the Service. In addition upon registration, which is required before an Authorized Patron may access circulation functions or contribute content, he or she must signal his or her agreement to the Terms of Use by clicking a checkbox. The following Terms of Use were in effect September 2018 and may be amended by BiblioCommons from time to time.

PUBLIC LIBRARY has entered into an agreement with BiblioCommons to provide an online service that will make it easier to track your holds and renewals and find the titles you are looking for. In addition, you may also choose to use this service to share ratings and commentary about the titles you find at PUBLIC LIBRARY, and to connect with other BiblioCommons users. When you use the pages in PUBLIC LIBRARY’s catalog that say “Powered by BiblioCommons” in the lower left - hand corner of the screen, you are using what is referred to here as the “BiblioCommons Service,” and these BiblioCommons Terms of Use apply. Your use of the BiblioCommons Service is subject to the BiblioCommons Terms of Use, and indicates that you accept these Terms of Use, which includes the BiblioCommons Privacy Statement ; together they are the only documents that govern your relationship with BiblioCommons. You may not use the BiblioCommons Service if you do not accept the Terms of Use; please read them carefully.

Is this the only policy governing my use of the library’s services? No. PUBLIC LIBRARY may have additional policies that govern other aspects of the services we offer. Please check the library’s website to view these documents, or speak to a librarian.

REGISTRATION
Is Registration Necessary?
It is not necessary to register with the BiblioCommons Service in order to search the PUBLIC LIBRARY catalog. However, registration is required to use BiblioCommons for personalized services, such as managing your renewals and holds, contributing ratings and reviews, personalized recommendations, and communicating electronically with other users.

Who is Eligible to Register?
Registration for use of the BiblioCommons Service is open to all patrons of PUBLIC LIBRARY and other libraries affiliated with BiblioCommons (PUBLIC LIBRARY and other affiliated libraries are referred to herein as "Participating Libraries").

Can children use this service?
Children are welcome to register for the Service. However, we recommend that parents and guardians discuss internet privacy and safety with their children regularly. Please read the BiblioCommons Privacy Statement to find out more about the measures that have been put in place on the BiblioCommons Service to protect the privacy and security of children, and for information on protecting your child’s privacy and safety online.

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The privacy of your personal information is important to BiblioCommons. We have established security measures and controls to ensure that your information is only used as you wish. We encourage you to review the BiblioCommons Privacy Statement, which forms a part of these Terms of Use, as well as the PUBLIC LIBRARY Privacy Policy.

SHARED CONTENT
What is Shared Content?
You may use the BiblioCommons Service to create “Shared Content,” which is any information, content or opinion that you post on the Service; it includes online conversations on the Service and selections you create using Lists or My Shelves.

Shared Content may be useful for your own reference and can help other users find resources and information. Shared Content may include for example collections, ratings, reviews, video, or conversations with other users.

You may make portions of your Shared Content private, or you may leave it publicly available (as “Public Content”) for the benefit of yourself and other users in your library and on th e World Wide Web. To learn more about the controls BiblioCommons has put in place to protect your privacy, please refer to the BiblioCommons Privacy Statement, or visit your privacy settings.

Who owns Shared Content?
Registered Users retain any ownership rights they have in content that they post on the BiblioCommons Service. However as described below, other users of the service, PUBLIC LIBRARY and BiblioCommons are granted an irrevocable, perpetual, non-exclusive license to use Shared Content.

Can other users use my Shared Content?
The sharing of content is an important objective of the BiblioCommons Service. When you contribute Shared Content that can be viewed by others, you grant a license to other users to make use of that material under an Attribution-Noncommercial- Share Alike Creative Commons License . This is a license that grants others the non -commercial right to copy, distribute, display, per form the work or create derivative works on the condition that the original author is credited, and that any derivative distribution is licensed in the same way. Unless otherwise indicated, you have the right to use Shared Content contributed by others according to the same Creative Commons license.

What rights do PUBLIC LIBRARY and BiblioCommons have to use Shared Content? By contributing content such as reviews and comments to the BiblioCommons Service, you are granting BiblioCommons and PUBLIC LIBRARY the right to use this content broadly. BiblioCommons may display Shared Content in the services that we sell to libraries or other third parties. Unless otherwise indicated, when you post Public Content, you grant, represent and warrant that you have the rig ht to grant BiblioCommons and PUBLIC LIBRARY an irrevocable, perpetual, non - exclusive, transferable, royalty-free, worldwide license, with the right to sublicense, to use, copy, publicly display, reformat, translate, excerpt, perform, adapt, create derivative works from, and distribute such content with the name or username you have chosen to display.

If you do not want to give BiblioCommons and PUBLIC LIBRARY these rights, please do not contribute Shared Content on the BiblioCommons Service.
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What are my responsibilities when I choose to post Shared Content? You are solely responsible for the Shared Content that you post to the BiblioCommons Service, or transmit to or share with other users. Please read carefully the section in these Terms of Use entitled "Appropriate Use" to ensure that you understand the responsibilities that you incur when you post Shared Content.

BiblioCommons respects the intellectual property of others, and we ask our users to do the same. You represent and warrant that you own or otherwise control all of the rights to the content that you post; that use of the content you supply does not violate these Terms of Use and will not cause injury to any person or entity; and that you will indemnify us for all claims resulting from content you supply. BiblioCommons may, at our discretion, disable and/or terminate the BiblioCommons accounts of users who violate these Terms of Use.

What can I do if I see content that infringes on my intellectual property rights? If you believe that your work has been copied in a way that constitutes copyright infringement, please provide BiblioCommons’ copyright agent the written information specified below. Please note that this procedure is exclusively for notifying us that your copyrighted material has been infringed. BiblioCommons’ copyright agent can be reached via email at [email protected], or at the above mailing address. Please provide:
• An electronic or physical signature of the person authorized to act on behalf of the owner of the copyright interest; • A description of the copyrighted work that you claim has been infringed upon; • A description of where the material that you claim is infringing is located on the site; • Your address, telephone number, and e-mail address;
• A statement by you that you have a good-faith belief that the disputed use is not authorized by the copyright owner, its agent, or the law;
• A statement by you, made under penalty of perjury, that the above information in your notice is accurate and that you are the copyright owner or authorized to act on the copyright owner's behalf.

Our Address:

BiblioCommons
119 Spadina Avenue, suite 1000
Toronto, ON M5V 2L1, Canada
tel. 647 436 6381
Is Shared Content ever removed from the BiblioCommons Service for other reasons? Some users may not wish to view all user generated content. BiblioCommons users who are logged -in have the option of blocking, "ignoring" or collapsing content from specified users on an individual basis. Ignoring a user can be reversed. The BiblioCommons Service also offers the ability to collapse user-generated content that other users have flagged as containing content that they consider offensive or otherwise inappropriate.

BiblioCommons will allow all Users to collapse user-generated content based on their individual viewing preferences. But an individual User’s viewing preferences shall not affect the viewing preferences of other Users. 549

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All posted content is subject to the Appropriate Use standards of these Terms of Use. If you see content that violates the Appropriate Use standards, you may flag the content by using the ‘Report This’ tool that is adjacent to all Shared Content when you are logged in.

If content is flagged by a number of different users – three at this time – it is reviewed for c ompliance with the Terms of Use. If such content is found to violate the Terms of Use, it may be removed from public view and an email will be sent to the User who authored the content, notifying the User of the right to appeal the initial determination. The email will notify the User that BiblioCommons has removed the flagged content, indicate the specific Terms of Use that were violated, and state the process for appealing BiblioCommons’ initial determination. A User’s failure to submit a written appeal i n the manner described in the email notice within thirty (30) days of the date of the notice will render the decision to remove the content final.

BiblioCommons will give Users who appeal the initial determination within 30 days as provided above an opport unity to explain why the flagged content complies with the Terms of Use. BiblioCommons will review the information provided by the User in support of the appeal and shall decide, after considering that information, whether the content complies with or violates the Terms of Use. BiblioCommons shall decide an appeal within 30 days of receiving it.

If BiblioCommons determines that the flagged content does not violate the Terms of Use, it shall restore the flagged comment. If BiblioCommons determines that the f lagged content violates the Terms of Use, it shall promptly notify the User of its decision not to restore the flagged content and the reason for the decision.

The BiblioCommons Service is not intended for the storage of valuable or irreplaceable data.

Appropriate Use Standards
All visitors to the BiblioCommons Service agree not to:
• access or attempt to access areas of the BiblioCommons Service in which they are not authorized; • use or attempt to use another person’s account without our authorization, or falsely state or otherwise misrepresent yourself, your age or your affiliation with any person or entity; • solicit personal information from anyone under the age of 18, use the BiblioCommons Service to arrange a meeting with anyone under the age of 18 or solicit passwords or personally identifying information for commercial or unlawful purposes;
• disable, overburden, impair the proper performance or functionality of the BiblioCommons Service or otherwise use or attempt to use the BiblioCommons Service to organize a meeting with any individual who is under 18 years of age;
• use or access the BiblioCommons Service or related systems in a way that adversely affects the performance or function of the service;
• use any automated system to harvest or capture any BiblioCommons Content (as defined below) from the BiblioCommons Service, except as may be specifically permitted using RSS/XML feeds; • co-brand the BiblioCommons Service or portion thereof ("co-branding" means to display a name, logo, trade- mark, or other means of attribution or identification of any party in a manner reasonably likely to give a user the impression that such other party has the right to display, publish, or distribute the BiblioCommons Service or BiblioCommons Content);
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• "frame" the BiblioCommons Service or portion thereof so that the BiblioCommons Service or BiblioCommons Content appears in the same window with a portion of another website.

If you choose to register, you agree to:
• provide and maintain accurate, current and complete information; • ensure that your account is used in keeping with all terms governing the use of the BiblioCommons Service, including these Terms of Use;
• maintain the security of your password and username;
• not register for more than one account.

Appropriate Use When Posting Content
Remember that the Service is used by visitors with a broad range of ages and sensibilities. You agree not to use the Service to upload, post, transmit, share, store or otherwise make available any content that:
• violates the Appropriate User Standards;
• is unrelated to the specific book, movie, music or other library material that is the subject of the post or displayed page;
• is unlawful, threatens or incites violence, physical intimidation or other unlawful action or otherwise creates a genuine risk of imminent harm or direct threat to safety; • consists of or depicts obscene material as defined by applicable state, provincial or national law; • constitutes unlawful multi-level marketing, such as a pyramid scheme; • constitutes unsolicited or unauthorized advertising, solicitations, promotional materials, junk mail, spam and/or chain letters for commercial or personal gain;
• is private information about or belonging to any third party, including, without limitation, home addresses, home phone numbers, personal email addresses, personal identification numbers and credit card numbers, the disclosure of which would constitute an invasion of privacy or otherwise be prohibited under applicable law; • contains software viruses, worms, or any other computer code, files or programs designed to interrupt, gain illegal access, destroy or limit the functionality of any data, software, hardware, or telecommunications equipment;
• infringes upon or violates the rights of any individual or entity under applicable state, provincial or national law including without limitation, intellectual property rights; • constitutes, encourages or provides instructions for a criminal offense or that would otherwise create liability or violate any local, state, national or international law.

Warning About Content
You understand that by using the BiblioCommons Service, you may encounter content that may be considered indecent or otherwise objectionable. Consequently, you agree to use the BiblioCommons Service at your sole risk and you agree that neither BiblioCommons nor any Participating Library shall have any liability to you for any such content that may be found to be indecent or otherwise objectionable.

Neither BiblioCommons nor PUBLIC LIBRARY verify the accuracy, truthfulness or reliability of any information posted by users, endorse any opinions, or confirm the credentials of any users who may post information. You should always 551

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exercise caution and not rely or act upon any information available on the BiblioCommons Service, particularly information that relates to your legal rights, financial arrangements or health.

BiblioCommons may at any time use automated translation tools to make the BiblioCommons Service or portions of it available in languages other t han English. Such tools have significant limitations and only the English version of any translated content is considered the definitive version.

The BiblioCommons Service contains functionality that will enable you to collapse user -generated content that has been flagged by Users who feel the content does not conform to the Terms of Use or is otherwise inappropriate for all users.

Enabling this functionality will help decrease the likelihood of encountering objectionable material when using the BiblioCommons Service.

How are feedback and suggestions managed?
BiblioCommons accepts feedback, questions, comments, ideas, concepts, or techniques for new services or products through the Service ("Suggestions"). When you submit Suggestions you agree that they will not be considered confidential, and that they may be stored with your name and email address in a database that may be located outside of your country. By submitting any Suggestions, you grant BiblioCommons an unrestricted, irrevocable, world -wide, royalty-free right to use, communicate, reproduce, publish, display, distribute and exploit such Suggestions in any manner, and you agree that we may contact you via email for clarification or additional feedback.

BIBLIOCOMMONS CONTENT
The services and content provided on BiblioCommons ("BiblioCommons Content") are comprised of 1) services and content provided by Participating Libraries, BiblioCommons and third-party providers ("Service Content"); and 2) Shared Content contributed by users. All BiblioCommons Content is protected by law, and its use is governed by the rights described below.

Can I display BiblioCommons Content on other websites?
The Service makes it possible for you to feature public BiblioCommons Content on external third party websites or applications. This is encouraged under the terms described here. Pages on any external third-party websites and applications that display BiblioCommons Content must provide a link from each extract to an original presentation of that material on a BiblioCommons webpage. We reserve the right, at any time and without notice, to object to or require the removal of any link that is misleading, or interrupts or interferes with the Service provided by BiblioCommons.

Are there any restrictions on my use of the Service Content in other environments? BiblioCommons and PUBLIC LIBRARY grant our authorized users a limited, personal, non-transferable, revocable license to access and use the Service and Service Content for personal, non -commercial use. All other rights are rese rved. Except as arranged by separate agreement, you may not copy, reproduce, republish, download, post, broadcast, transmit, make available to the public, or otherwise use the Service Content in any way except for your own personal, non-commercial use; nor may you disassemble, decompile, or reverse engineer the Service. The Service Content is the intellectual property of Participating Libraries, BiblioCommons, or their affiliates or their licensors, and is protected by US and international copyright law. Some elements of the Service Content are also protected by trademark law and laws related to trade dress, trade secrets, and unfair competition.
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OTHER NOTICES
Overdue Notification Service
Reminder notifications are not a replacement for keeping track of your borrowing. Neither BiblioCommons nor PUBLIC LIBRARY take responsibility for fines that result from missed reminders. You can check your account status by visiting My Borrowing.

Warning About Links to Other Sites
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G.1 - Patron-Contributed Data Export Upon Termination – BiblioCore and BiblioWeb Fee: $2,000.00
Format: .csv format or such other format that the Parties may agree upon Scope: Shared Content that has been submitted by Users via the BiblioCore and BiblioWeb products G.2 - Staff-Contributed Data Export Upon Termination – BiblioWeb Fee: $500.00
Format: XML format (text only)
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June 6, 2023

Library and Community Services

DATE: June 6, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager – Community Services Lori Reese-Brown, Project Manager II
Denée Evans, Project Manager I
Subject:

ChargePoint Master Service and Subscription Agreement - Amendment 2
FINANCIAL IMPACT: The proposed annual expenditure is $7,806 and is renewable for two additional one-year terms for a not to exceed total of $ 54,970. The total expenditure amount of $20,000 is currently budgeted within 11731013-400201-2A1JK. Subsequent
payments will be budgeted annually within the subsequent fiscal year budgets. There is no financial impact upon the City’s General Fund.

PREVIOUS COUNCIL
ACTION:

July 7, 2020

STATEMENT OF THE
ISSUE:

The City of Richmond owns and operates several ChargePoint electric vehicle (EV) charging stations. The Transportation Services Division seeks a second amendment of the
agreement with ChargePoint, Inc. to increase the contract amount and extend the expiration to renew the network cloud service and warranty coverage required to continue the
operation of the charging units.

AGENDA
REPORT
562

June 6, 2023

RECOMMENDED
ACTION:

APPROVE a second amendment to the contract with
ChargePoint, Inc. to increase the contract amount by $20,000 including a contingency of $4,388, for a total not-to-exceed amount of $54,970, to renew the network cloud service and warranty coverage for City-owned electric vehicle charging stations, and extend the agreement term to June 30, 2025 – Community Services Department (LaShonda White 510-620-
6828/ Denee Evans 510-621-1718).

DISCUSSION:

Since 2013, the City has acquired a total of seven ChargePoint electric vehicle (EV) charging stations through several purchase contracts made possible from a combination of grant funding received from the Bay Area Air Quality Management District and rebate funds from MCE Clean Energy. However, grant funds were not provided for continued operational expenses required after the grant terms expired.

In 2016, the Transportation Services division requested and received project funding from the Environmental and Community Investment Agreement in the amount of $200,000. Funding is appropriated annually, as appropriate, to fund efforts to expand and maintain electric vehicle infrastructure. This funding is used for matching fund grant requirements, installation, and other expenses not covered through grant awards.

Currently, six of the seven ChargePoint EV chargers are in operation with expired warranty coverage and network subscriptions. The seventh EV charger, located at the Kennedy Swim center, has been decommissioned, and is scheduled for replacement.

The existing contract funds have been expended and will require additional funds to pay the service renewal and allow for vandalism repairs as needed.

City staff members request City Council approval to increase the existing ChargePoint contract in the amount of $20,000, which includes $15,612 based on the annual quote, as well as an additional $4,388 as a contingency fund, to address unexpected issues.

The updated not-to-exceed total will be $54,970, with a new agreement expiration date of June 30, 2025.

DOCUMENTS ATTACHED:

Attachment 1 – ChargePoint Master Services and Subscription Agreement (MSSA) Attachment 2 – ChargePoint MSSA Amendment 1
Attachment 3 – ChargePoint MSSA Amendment 2
Attachment 4 – ChargePoint Renewal Quotes
563
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 564
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 565
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DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 567
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 568
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 569
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 570
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 571
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 572
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 573
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 574
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 575
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 576
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 577
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 578
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 579
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 580
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 581
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 582
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 583
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 584
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 585
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 586
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 587
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 588
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 589
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 590
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 591
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 592
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 593
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 594
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 595
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 596
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 597
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 598
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 599
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 600
Amendment 1 to Master Services and Subscription Agreement This Amendment 1 (“Amendment”) to the Master Services and Subscription Agreement is effective as of May 25 , 2022 , (“ Effective Date ”) by and between ChargePoint, Inc. , a Delaware corporation with its principal place of business located at 254 East Hacienda Avenue, Campbell, CA 95008 (“ChargePoint”) and the City of Richmond , a municipal corporation located at 450 Civic Center Plaza , Richmond, CA 94804 (“Subscriber”). Each of ChargePoint and Subscriber is a “Party” and together the “Parties” to this Amendment.

Background
A. The Parties executed a Master Services and Subscription Agreement effective as of June 7, 2020 (“Original Agreement”), as may be amended from time to time, pursuant to which ChargePoint provided Subscriber access to the ChargePoint Services; B. The Original Agreement provided an initial term of one (1) year, with a commencement date of June 7, 2020, and a termination date of June 30, 2021 (the “ Original Agreement Expiration Date”);
C. Notwithstanding the expiration of the initial term on the Original Agreement Expiration Date , ChargePoint has continued to operate under the Original Agreement pursuant to the terms and conditions of the Original Agreement;
D. The Parties desire to reinstate and amend the Original Agreement as set forth in this Amendment, so that the term shall be considered to have been renewed on the Original Agreement Expiration Date, until expired or terminated as permitted under the Original Agreement or this Amendment; and
E. The Parties desire to amend the port access fees provided in the Original Agreement as set forth in this Amendment.

In consideration of the covenants contained in this Amendment 1 and other good and valuable consideration, the Parties agree as follows:

Agreement

1. Capitalized terms not otherwise defined in this Amendment will have the definition ascribed to them in the Original Agreement.

2. Notwithstanding anything to the contrary of the Original Agreement, including but not limited to Section 2 of Exhibit 4 thereto, and pursuant to this Amendment, the Parties agree that:
a. The term will be considered to have been in full force and effect since the Original Agreement Expiration Date of June 30, 2021 (“Renewal Term 1”); b. Renewal Term 1 shall continue in full force and effect from the Effective Date of this Amendment, until June 30, 2022 (“Renewal Term 1 Expiration”); c. Upon the Renewal Term 1 Expiration, the Original Agreement will renew for an additional one (1) year term (“Renewal Term 2”), and shall continue in full force and effect until June 30, 2023 (“Renewal Term 2 Expiration”); and
d. Upon the Renewal Term 2 Expiration, the Original Agreement will renew upon the mutual written agreement between the Parties as provided in Section 9.1 of the Original Agreement.

DocuSign Envelope ID: B47FA7DC-734E-48B4-A73E-2F1795990A4C DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 601

3. Except as specifically amended by this Amendment, the Original Agreement shall remain in full force and effect.

City of Richmond ChargePoint, Inc.

Full name [Print] Full name [Print]

Title Title

Signature Signature

Date Date

DocuSign Envelope ID: B47FA7DC-734E-48B4-A73E-2F1795990A4C Mansi Khetani
Vice President, FP&A
6/16/2022
DocuSign Envelope ID: 13A50EC2-5813-4DAC-9D5D-9A30FD2857A7 City Manager
7/8/2022
Shasa Curl
602
Amendment 2 to Master Services and Subscription Agreement This Amendment 2 (“Amendment”) to the Master Services and Subscription Agreement is effective as of May23June 6, 2023, (“Effective Date”) by and between ChargePoint, Inc., a Delaware corporation with its principal place of business located at 254 East Hacienda Avenue, Campbell, CA 95008 (“ChargePoint”) and the City of Richmond , a municipal corporation located at 450 Civic Center Plaza, Richmond, CA 94804 (“Subscriber”). Each of ChargePoint and Subscriber is a “Party” and together the “Parties” to this Amendment.

Background
A. The Parties executed a Master Services and Subscription Agreement effective as of June 7, 2020 (“Original Agreement”), as may be amended from time to time, pursuant to which ChargePoint provided Subscriber access to the ChargePoint Services; B. The Original Agreement provided an initial term of one (1) year, with a commencement date of June 7, 2020, and a termination date of June 30, 2021 (the “ Original Agreement Expiration Date”);
C. The Parties executed a n Amendment to the Original Agreement effective as of May 5 , 202 2 (“Amendment 1”) that reinstated and renewed the Original Agreement for two one-year terms, the latter of which will expire on June 30, 2023 (the “Renewal Term 2 Expiration Date”); D. The Parties now desire to amend the Original Agreement as set forth in this Amendment 2, so that the term shall renew on the Amendment 1 Expiration Date as provided herein, until expired or terminated as permitted under the Original Agreement or subsequent Amendments; and E. The Parties desire to amend the payment limit provided in the Original Agreement as set forth in this Amendment.

In consideration of the covenants contained in this Amendment 2 and other good and valuable consideration, the Parties agree as follows:

Agreement

1. Capitalized terms not otherwise defined in this Amendment will have the definition ascribed to them in the Original Agreement.

2. Notwithstanding anything to the contrary of the Original Agreement, including but not limited to Section 2 of Exhibit 4 thereto, and pursuant to this Amendment 2, the Parties agree that:
a. Upon the Renewal Term 2 Expiration Date, the Original Agreement will renew for an additional one (1) year term (“ Renewal Term 3”), and shall continue in ful l force and effect until June 30, 2024 (“Renewal Term 3 Expiration Date”); b. Upon the Renewal Term 3 Expiration Date, the Original Agreement will renew for an additional one (1) year term (“ Renewal Term 4”), and shall continue in full force and effect until June 30, 2025 (“Renewal Term 4 Expiration Date”); and c. Upon the Renewal Term 4 Expiration, the Original Agreement will renew upon the mutual written agreement between the Parties as provided in Section 9.1 of the Original Agreement.

3. Notwithstanding anything to the contrary in the Original Agreement, including but not limited to Section 3 o f Exhibit 4 thereto, and pursuant to this Amendment 2, the Parties agree that the Subscriber’s total Subscription Fees due to CPI under Renewal Term 3 and Renewal Term 4 for 603
Subscriber’s Cloud Plans for the current stations listed on Exhibit A to this Amendment (the “Current Stations”) shall not exceed twenty thousand dollars ( $230,000) (“Approved Funds”).

Notwithstanding the foregoing, the Approved F unds limit in this Section 3 shall not apply to: (a) charging stations other than the Current Stations; and (b) any fees associated with additional CPI services or additional charging equipment that Subscriber agrees to pay pursuant to a signed quote.

4. Except as specifically amended by this Amendment, the Original Agreement shall remain in full force and effect.

City of Richmond ChargePoint, Inc.

Full name [Print] Full name [Print]

Title Title

Signature Signature

Date Date

604
Exhibit A
Subscriber’s Current Stations
Station Name System S/N Address 1 City State Zip
Code
County

RICHMOND /
MARINA 162341003085
1207 Melville
Square
Richmond CA 94804 Contra Costa
County

RICHMOND /
KENNEDY SWIM 22020
4300 Cutting
Blvd
Richmond CA 94804 Contra Costa
County

RICHMOND /
FAMILY JUSTICE 174441013639
256 24th St Richmond CA 94804 Contra Costa
County

RICHMOND /
CVC1 NEVIN AV 173841011549
325 Civic Center
Plaza
Richmond CA 94804

RICHMOND /
ART CENTER 3 180741003029
2540 Barrett Ave Richmond CA 94804 Contra Costa
County

RICHMOND /
ART CENTER 2 174341013178
2540 Barrett Ave Richmond CA 94804 Contra Costa
County

RICHMOND /
ART CENTER 1 180741003001
2540 Barrett Ave Richmond CA 94804 Contra Costa
County

605

254 East Hacienda Avenue
Campbell, CA 95008
Questions: [email protected] Invoice
#IN174803

IN174803
1 of 4

Bill To Ship To TOTAL
City of Richmond
440 Civic Center Plaza
Richmond CA 94804
United States
Accounts Payable
City of Richmond
440 Civic Center Plaza
Richmond CA 94804
United States
USD $ 7,806.00
Date Due Date Terms Created From Customer PO
NO Reference
01/24/2023 02/23/2023 Net 30 Sales Order #SO227819 Q-266037 Line No Item
Description Station Information Service Period Invoiced Quantity Units Unit Price Amount

1.00 00-400190-01
CT4000-ASSURE-REN
RICHMOND / ART CENTER 1
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/24/2023 to 01/01/2024 1 EA $726.00 $726.00

2.00 00-400190-01
CT4000-ASSURE-REN
RICHMOND / ART CENTER 2
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/24/2023 to 01/01/2024 1 EA $726.00 $726.00

3.00 00-400190-01
CT4000-ASSURE-REN

RICHMOND / FAMIL Y JUSTICE
256 24th St Richmond California 94804
Hardware S/N:
01/24/2023 to 01/01/2024 1 EA $726.00 $726.00

4.00 00-400190-01
CT4000-ASSURE-REN
RICHMOND / ART CENTER 3
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/24/2023 to 01/01/2024 1 EA $726.00 $726.00
606

254 East Hacienda Avenue
Campbell, CA 95008
Questions: [email protected] Invoice
#IN174803

IN174803
2 of 4
Line No Item
Description Station Information Service Period Invoiced Quantity Units Unit Price Amount

5.00 00-400190-01
CT4000-ASSURE-REN

RICHMOND / MARINA
1207 Melville Square Richmond California 94804
Hardware S/N:
01/24/2023 to 01/01/2024 1 EA $726.00 $726.00

6.00 00-400190-01
CT4000-ASSURE-REN
RICHMOND / CVC1 NEVIN AV
325 Civic Center Plaza Richmond California
94804
Hardware S/N:
01/24/2023 to 01/01/2024 1 EA $726.00 $726.00

7.00 00-CR0010-01

CPCLD-COMMERCIAL-REN

RICHMOND / FAMIL Y JUSTICE
256 24th St Richmond California 94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00

8.00 00-CR0010-01

CPCLD-COMMERCIAL-REN

RICHMOND / MARINA
1207 Melville Square Richmond California 94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00

9.00 00-CR0010-01

CPCLD-COMMERCIAL-REN
RICHMOND / ART CENTER 1
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00

10.00 00-CR0010-01

CPCLD-COMMERCIAL-REN
RICHMOND / CVC1 NEVIN AV
325 Civic Center Plaza Richmond California
94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00

11.00 00-CR0010-01

CPCLD-COMMERCIAL-REN
RICHMOND / ART CENTER 1
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00

12.00 00-CR0010-01

CPCLD-COMMERCIAL-REN
RICHMOND / ART CENTER 2
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00
607

254 East Hacienda Avenue
Campbell, CA 95008
Questions: [email protected] Invoice
#IN174803

IN174803
3 of 4
Line No Item
Description Station Information Service Period Invoiced Quantity Units Unit Price Amount

13.00 00-CR0010-01

CPCLD-COMMERCIAL-REN
RICHMOND / CVC1 NEVIN AV
325 Civic Center Plaza Richmond California
94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00

14.00 00-CR0010-01

CPCLD-COMMERCIAL-REN
RICHMOND / ART CENTER 3
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00

15.00 00-CR0010-01

CPCLD-COMMERCIAL-REN
RICHMOND / ART CENTER 3
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00

16.00 00-CR0010-01

CPCLD-COMMERCIAL-REN
RICHMOND / ART CENTER 2
2540 Barrett Ave Richmond California 94804
Hardware S/N:
01/01/2023 to 01/01/2024 1 EA $345.00 $345.00
Parts on this order may ship from multiple warehouse locations.. Subtotal $7,806.00 Taxable Amount* $0.00
Tax Total (0%) $0.00
Total $7,806.00
Amount Paid $0.00
Amount Due $7,806.00
608

254 East Hacienda Avenue
Campbell, CA 95008
Questions: [email protected] Invoice
#IN174803

IN174803
4 of 4
* Tax calculated based on prevailing tax rules for the "Ship To" billing jurisdiction ChargePoint, Inc. ACH Payment Instructions Federal Tax ID: 26-1080576 Or Make Checks Payable to: ChargePoint, Inc.

Wire Payment Instructions Wire and ACH Instructions Lockbox Remittance Address For Courier Deposits (FedEx, UPS, etc) Silicon Valley Bank Account and Routing Numbers ChargePoint, Inc. Silicon Valley Bank 3003 Tasman Dr. Checking A/C #3300948275 DEPT LA 24104 Chargepoint Inc.

Santa Clara, CA 95054 ABA / Routing Number: 121140399 Pasadena, CA 91185-4104 3003 Tasman Drive SWIFT / BIC Code: SVBKUS6S Santa Clara, CA 95054
For credit card payments via PayPal, please contact [email protected] For any questions about this invoice please contact [email protected] 609

June 6, 2023

Library and Community Services
Employment & Training

DATE: June 6, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager, Community
Services
Tamara Walker, Deputy Director of Community Services,
Employment and Training Division

Subject:

Richmond Workforce Development Board Local Plan
Program Year 21-24 Two-Year Modifications
FINANCIAL IMPACT: There will be no fiscal impact on the City of Richmond General Funds

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

The Employment and Training Department is seeking
approval to submit the Local Plan Program Year (PY) 21- 24 Two-Year Modifications for the Richmond Workforce
Development Board to the California Workforce
Development Board.

RECOMMENDED ACTION:

APPROVE the submission of the Local Plan Program
Year (PY) 21-24 Two-Year Modifications for the
Richmond Workforce Development to the California
Workforce Development Board – Community Services
Department (LaShonda White 510-620-6828/Tamara
Walker 510-307-8006).

AGENDA
REPORT
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June 6, 2023
DISCUSSION:

In 2021, the Richmond Workforce Development Board (RWDB) Local Plan for Program Year (PY) 2021-24 and the East Bay Works Regional Plan PY 2021-24 were reviewed, evaluated, and approved by the California Workforce Development Board (Attachment 1).

On October 27, 2022, a directive was released requiring local workforce development boards and regional workforce development systems to modify both their local plans and regional plans for PY 21-24 (Attachment 2). In order to update the local plan, Employment and Training (E&T), on behalf of the RWDB, hosted a public input meeting on November 16, 2023, which was attended by over 20 participants representing various sectors. The meeting was publicized widely to stakeholders representing labor, employers, education, government, and community-based organizations.

The submission due date for these plans was March 31, 2023; however, the directive allowed local workforce boards to submit their local and regional plans on March 31, 2023, without the signature of the Local Chief Elected Official (LCEO), and with the anticipated date for the signature of the LCEO (Attachments 3 and 4).

Our region, East Bay Works, which includes Richmond, Contra Costa County, Oakland, and Alameda County, submitted our applications with the expectation of having all LCEO signatures by June 30, 2023. The RWDB Chair signed the local plan on March 23, 2023, and E&T, on behalf of the RWDB, will obtain the City of Richmond’s Mayor’s signature after this item is approved by City Council and resubmit the signed local plan prior to the June 30, 2023, deadline.

DOCUMENTS ATTACHED:

Attachment 1 – Approval of Local and Regional Plan PY 21-24 Letter Attachment 2 – WSD22-05
Attachment 3 – Richmond Workforce Development Local Plan PY 21-24 Attachment 4 – East Bay Works Regional Plan PY 21-24

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Dr. I. Angelov Farooq, Chair  Tim Rainey, Executive Director  Gavin Newsom, Governor 800 Capitol Mall, Suite 1022, Sacramento, CA 95814  Phone: (916) 657-1440  www.cwdb.ca.gov

August 10, 2021

Michael Katz
East Bay Regional Planning Unit

SUBJECT: Regional Plan for PY 2021-2024

Dear Michael,

The Regional Plan you have submitted for Program Year (PY) 2021 - 2024 has been reviewed and evaluated for compliance with the Regional and Local Plan requirements outlined in Workforce Services Directive WSD20-05
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On behalf of the California Workforce Development Board (CWDB), your Regional Plan has been approved. We want to thank you for your efforts to meet the goals outlined in the California Unified Strategic Workforce Development Plan by facilitating a planning process that ensures greater coordination and collaboration with our strategic partners.

If you have any questions, please contact your Employment Development Department Regional Advisor.

TIM RAINEY, Executive Director
California Workforce Development Board

cc: Anthony Crouch, Regional Advisor

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Date: October 27, 2022 Number: WSD22-05

REGIONAL AND LOCAL PLANNING GUIDANCE FOR PY 21-24

TWO-YEAR MODIFICATIONS

EXECUTIVE SUMMARY

This policy provides the guidance and establishes the procedures regarding the two-year modification of the Regional and Local Plans for Program Year (PY) 2021-2024 as required by the Workforce Innovation and Opportunity Act (WIOA). This policy applies to Regional Planning Units (RPU) and Local Workforce Development Boards (Local Board), and is effective on the date of issuance.

This policy contains some state-imposed requirements. All state-imposed requirements are indicated by bold, italic type.

This Directive finalizes Workforce Services Draft Directive Local and Regional Plans PY 21-24 Two Year Modifications (WSDD-235), issued for comment on June 22, 2022. The Workforce Development Community submitted three comments during the draft comment period. A summary of comments, including all changes, is provided as Attachment 4.

This policy supersedes Workforce Services Directive Regional and Local Planning Guidance for PY 21-24 (WSD20-05), dated January 29, 2021. Retain this Directive until further notice.

REFERENCES

• WIOA (Public Law 113-128) Sections 106 – 108 and 121
• Title 20 Code of Federal Regulations (CFR) Sections 679.200 through 679.580 • Training and Employment Notice (TEN) 21-16, WIOA Regional and Local Planning and Local Board Responsibilities Questions and Answers (December 5, 2016) • California Unemployment Insurance Code (CUIC) Sections 14000 through 18012 • 2020-2023 California Unified Strategic Workforce Development Plan • WSD19-13, Selection of AJCC Operators and Career Services Providers (June 8, 2020) • WSD19-09, Strategic Co-Enrollment – Unified Plan Partners (February 12, 2020) 613

• WSD18-12, WIOA Memorandums of Understanding (MOU) (April 30, 2019) • WSD17-07, WIOA Youth Program Requirements (January 16, 2018) • WSD17-01, Nondiscrimination and Equal Opportunity Procedures (August 1, 2017) • WSD16-04, Rapid Response and Layoff Aversion Activities (July 22, 2016) • WSD15-14, WIOA Adult Program Priority of Service (January 22, 2016)

BACKGROUND

Overview of State Plan, Regional Plans, and Local Plans

The California Unified Strategic Workforce Development Plan (State Plan) provides a conceptual outline for RPUs, Local Boards, and their partners to jointly develop their Regional and Local Plans. The State Plan policy objectives, developed in collaboration with WIOA partners and Local Boards, work toward the shared vision of creating a comprehensive system that addresses poverty, promotes income mobility, and embeds equity as a cornerstone of service delivery.

As outlined under WIOA Section 106, Regional Plans provide a roadmap for the alignment of resources and investments to meet specific outcomes within the 15 RPUs. Regional Plans are used to articulate how RPUs will build intentionality around industry sector engagement, drive workforce development outcomes across multiple jurisdictions, and expand on-ramps to career pathways for individuals who experience barriers to employment.

As outlined in WIOA Section 108, Local Plans provide an action plan for operationalizing the Regional Plan road map by delineating how individuals can access services through their local America’s Job Center of California
SM (AJCC) system. Local Plans articulate how Local Boards will coordinate with local partners to ensure person-centered service delivery.

In addition to the federal planning requirements, WIOA indicates that Regional and Local Plans should be consistent with the State Plan’s vision and goals. For purposes of developing cohesive narratives for Regional and Local Plans, this guidance combines both federal and state requirements. The intent is to assist in developing a seamless blueprint for the operationalization and implementation of all the required Plan content.

Changing Economic Landscape

After two years of COVID-19, California’s economy is rebounding and shifting back to pre- pandemic conditions. However, for communities that have historically experienced barriers to employment, the pandemic-induced recession exacerbated and compounded long-standing disparities and economic inequities. Although some workers have benefited from higher wages due to a tightening of the labor market, the ensuing burden of pandemic-related inflation has placed more pressure on already stretched thin, low-income families.

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While the planning process can be a beneficial tool for gathering a wide view of the current AJCC system within the state’s diverse regional and local landscapes, the California Workforce Development Board (CWDB) recognizes that this set of Regional and Local Plans modifications will be developed while the state’s economy and the labor market continues to recover from the recession. Therefore, the CWDB also understands that the goals, strategies, and objectives developed at this point in time may require change or adjustment in the future to reflect the changing economy and labor market.

POLICY AND PROCEDURES

Regional Plans

According to the WIOA, the establishment of regions is intended to align workforce development activities and resources with regional economic development areas and available resources. While the vision and policy objectives laid out in the State Plan were used to guide the development of the criteria below, RPUs have significant discretion to determine how these approaches will be best actualized within their regions.

Analytical Overview of the Region

This section of the Regional Plan should provide an analysis of the economic conditions and trends in the region and an analysis of the current workforce. The analyses may be completed using data compiled from a variety of resources, including local partners providing measures of self-sufficiency; WIOA core, required, and state partners; Labor Market Information (LMI); Bureau of Labor Statistics; Cross-System Analytics and Assessment for Learning and Skills Attainment (CAAL-Skills) Reports; employer engagement, and other relevant sources. For further reference, California LMI data is available on the Regional Planning Unit LMI webpage.

Workforce and Economic Analysis

The Regional Plan represents the big picture of a region’s economy and workforce environment, with a focus on collaborative strategies to be implemented across multiple Local Workforce Development Areas (Local Area) to attain regional goals and objectives. This should start with an analysis that provides insight into the current and future needs of employers and job seekers in the region. The analysis should take into account the impact of the events of the last few years (e.g. COVID-19, natural disasters, the amplified movement for racial justice, inflation and rising gas prices, etc.) on the regional economy. The quantitative and qualitative data provided in this analysis should be used as a foundation for informing the rest of the Plan.

This section of the Regional Plan should provide analyses of the following:

• Current employment and unemployment data.
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• Current educational and skill levels of the workforce, the current needs of employers in the region, and any relevant skill gaps between the two. • Industries and occupations with an emerging demand.

Regional Indicators

A key objective of Regional Planning efforts is to connect AJCC services to a regional skills infrastructure that aligns with regional labor market needs. Previous Regional Planning cycles utilized ten Regional Indicators to assess coordination and measure progress within the RPUs.

The indicators provided a useful measure of processes and activities utilized by RPU partners to establish a foundation for driving a regional approach and aligning the needs of regional industry sectors and employers.

In an effort to further refine how progress is evaluated, the number of indicators that will be used to assess progress in the regions has been narrowed to focus on the following:

• The region has a process to communicate industry workforce needs to supply-side partners.
• The region has policies supporting equity and strives to improve job quality. • The region has shared target populations of emphasis. • The region deploys shared/pooled resources to provide services, training, and education to meet the target population's needs.

As part of Regional Plan Implementation (RPI) 4.0, RPUs were asked to work with the RPI 4.0 Evaluation and Technical Assistance Teams over the last 18 months to establish objective metrics associated with at least one of the four Regional Indicators. The CWDB does not view this as a one-size-fits-all exercise that would result in one set of uniform metrics across the state. Rather, it was an opportunity for each RPU to jointly agree upon data points that would take into account their region’s unique needs and demonstrate the impact regional work has on their residents. The modification will allow each RPU to outline the progress that has been made by documenting the impact over the last 18 months and communicating what is anticipated for the next two years.

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This section of the Regional Plan should accomplish the following:

• Identify which of the four regional indicators the RPU established objective metrics under RPI 4.0, and what those metrics were.
• Identify any anticipated impacts that tracking and evaluating the regionally agreed upon metrics will have on each of RPU’s local workforce service delivery system (e.g. change in service strategies, improved participant outcomes, new partner engagement, etc.).

Fostering Demand-Driven Skills Attainment

This section of the Regional Plan aligns with the key indicator of the region’s process for communicating industry workforce needs to supply-side partners. Workforce and education programs should receive timely and accurate information from industry on the sectors and jobs that are driving growth in the region. Each region should use that information to align program content with the state's industry sector needs to provide California’s employers and businesses with the skilled workforce necessary to compete in the global economy.

Regional Sector Pathways

Regional sector pathway programs are career pathway programs that result in the attainment of industry-valued and recognized postsecondary credentials. Credentials are portable and aligned with regional workforce needs. There is a need to ensure that these career pathway programs are responsive to the historic economic disparities in our state. Regional Plans should be used to cultivate partnerships to promote the expansion of employer engagement and recruitment, and to coordinate between the education and workforce development systems.

This section of the Regional Plan should achieve the following:

• Identify the in-demand industry sectors or occupations for the region. • Describe any current sector-based initiatives being implemented by the RPU for regionally in-demand industries or occupations and what, if any, new sector-based initiatives are planned for the next two years.
• Describe what processes or strategies the RPU uses to communicate effectively and cohesively with regional employers.

Enabling Upward Mobility for All Californians

This section of the Regional Plan aligns with two key indicators: 1) the region’s policies for supporting equity and improving job quality, and 2) advancing economic prosperity of shared target populations. This means that workforce and education programs should be accessible for all Californians, especially populations who experience barriers to employment. It is important to ensure that everyone has access to a marketable set of skills, and is able to access the level of education necessary to obtain a job that ensures both long-term, economic self- sufficiency and security.
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High Road Workforce System

California’s vision for the future of workforce development is centered on the establishment and growth of a High Road workforce system that is focused on meaningful industry engagement and the placement of Californians in quality jobs that provide economic security.

For more information on the High Road model, please visit the High Road Training Partnerships website.

Regional Plans should serve as a blueprint for regional efforts to advance work with employers who offer jobs with good wages and benefits, support for ongoing skills training and employee development, good working conditions (including paid sick days, paid family leave, and paid medical or short-term disability leave), and adequate hours with predictable schedules that enable employees to meet their family caregiving commitments.

This section of the Regional Plan should address and describe the following:

• How the RPU defines job quality and prioritizes work with employers who provide quality jobs.
• How the RPU works together to develop targeted service strategies for the region's unserved and underserved communities.

Equity and Economic Justice

California believes that diversity is a strength and advancing equity is an economic and moral imperative. To that end, the workforce system should ensure the implementation of workforce and education services that recognize historically unserved or underserved communities, including Black, Indigenous, persons of color (BIPOC), Latinx, immigrants, refugees, people with disabilities, lesbian, gay, bisexual, transgender, and queer(LGBTQ+), and others who experience systemic barriers in the labor force. For individuals who experience exclusion from employment opportunities despite having the skills and abilities to perform a job satisfactorily, RPUs are encouraged to outline strategies to work with employers, training providers, and community- based organizations to create more accurate occupational language training and job placement programs. Advancing equity within the workforce and education systems and ensuring greater opportunity and upward mobility for all Californians is vital to repairing and sustaining a healthy economy.

The CWDB recognizes that many individuals may need multiple interventions and access to a variety of services provided over an extended period of time in order to locate and obtain a quality job. CWDB is committed to support ing and encouragi ng RPUs and Local Boards to invest in long -term approaches to serving individuals who experience barriers to employment.

While the majority of services are delivered at the local level, establishing career pathways at the regional level allows RPUs to work directly with regional employers and partners in order to 618

remove barriers and address structural issues that may prevent historically unserved and underserved communities from accessing those opportunities.

This section of the Regional Plan should address the following:

• How the RPU defines equity and how it ensures equal access to the regional sector pathways, earn-and-learn opportunities, supportive services, and other effective service strategies identified by the RPU.

Aligning, Coordinating, and Integrating Programs and Services

This section of the Regional Plan aligns with the key indicator of the region’s deployment of shared resources to provide services, training, and education to meet population needs. This means that workforce and education programs must economize limited resources to achieve scale and impact, while also providing the right services to clients based on their particular and potentially unique needs, including skills development.

System Alignment

Successful system alignment often begins with identifying a shared mission and objectives. This provides the foundation for developing strategies from a cohesive, system viewpoint rather than thinking about programs as separate. By identifying ways to align program design, reduce duplication of efforts, and leverage critical resources, RPUs can increase the impact of their shared mission.

This section of the Regional Plan should address and describe the following:

• Any regional service strategies, including the use of cooperative service delivery agreements or Memorandums of Understanding (MOU).
• Any regional administrative cost arrangements, including the pooling of funds for regional administrative costs.

Local Plans

The Local Plan demonstrates operational alignment with the strategic objectives of the respective Regional Plan, drives coordination with local partners, and highlights key service- delivery strategies. In this regard, service delivery is typically integrated at the local level, where resources are braided and support is provided to participants through multiple workforce system partners. The Local Plans should address partnerships established under the previous Local and Regional Planning and Modification processes. This includes WIOA core and required program partners, as well as state strategic partnerships. Local Boards are also encouraged to address any additional partnership efforts taking place at the local level, if applicable.

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The Local Plan process is not intended to place an additional administrative burden on programs that are providing critical services to the public. Rather, the Local Plan is intended to facilitate communication across systems to improve service coordination during these critical times. Local Boards and their partners have flexibility in determining the nature, scope, and depth of each partnership based on local needs and priorities.

WIOA Core and Required Partner Coordination

Under WIOA, the ultimate vision is for core and required programs to operate as a unified system, strategically assessing and responding to the needs of workers and employers and aligning them with service strategies. This section of the Local Plan should address coordination with the following WIOA core and required program partners identified under WIOA Section 121:

• WIOA Title II - Adult Education and Literacy
• WIOA Title III - Wagner-Peyser
• WIOA Title IV - Vocational Rehabilitation
• Carl Perkins Career Technical Education
• Title V Older Americans Act
• Job Corps
• Native American Programs (WIOA Section 166)
• Migrant and Seasonal Farmworkers (WIOA Section 167)
• Veterans
• Youth Build
• Trade Adjustment Assistance Act
• Community Services Block Grant
• Housing and Urban Development
• Unemployment Compensation
• Second Chance
• Temporary Assistance for Needy Families/CalWORKs

This section of the Local Plan should address the following:

• How Local Boards and AJCC partners will coordinate the services and resources identified in their MOU, as outlined in WIOA Memorandums of Understanding (WSD18-12).
• How the Local Board and AJCC partners will work towards co-enrollment and/or common case management as a service delivery strategy, as outlined in Strategic Co- Enrollment – Unified Plan Partners (WSD19-09).
• How the Local Board and AJCC partners will facilitate access to services provided through the one-stop delivery system, including in remote areas, through the use of technology and other means.
• How the Local Board and AJCC partners will coordinate workforce and education activities with the provision of appropriate supportive services. 620

• How the Local Board and AJCC partners will comply with WIOA Section 188 and applicable provisions of the Americans with Disabilities Act of 1990 regarding the physical and programmatic accessibility of facilities, programs and services, technology, and materials for individuals with disabilities, as outlined in Nondiscrimination and Equal Opportunity Procedures (WSD17-01).

State Strategic Partner Coordination

During the two-year modification of PY 2015-2020 Local Plans, Local Boards were asked to establish new partnerships with strategic partners included in the State Plan modification. This section of the Local Plan should address ongoing coordination efforts with the partnerships established in Regional and Local Plans PY 17-21 – Two Year Modifications (WSD18-01), and include the following:

• How the Local Board will coordinate with County Health and Human Services Agencies and other local l partners who serve individuals who access CalFresh Employment and Training services.
• How the Local Board will coordinate with Local Child Support Agencies and other local partners who serve individuals who are non-custodial parents. • How the Local Board will coordinate with Local Partnership Agreement partners, established in alignment with the Competitive Integrated Employment Blueprint, and other local partners who serve individuals with developmental and intellectual disabilities.
• How the Local Board will coordinate with community-based organizations and other local partners who serve individuals who are English language learners, foreign-born, and/or refugees.

WIOA Title I Coordination

This section of the Local Plan should describe strategies for staff preparation, training, and ongoing professional development to effectively respond to participant needs. It should also address the services, activities, and administrative requirements established for Local Boards under WIOA Title I, and include the following:

• Training and/or professional development to frontline staff to gain and expand proficiency in digital fluency and distance learning.
• Training and/or professional development to frontline staff to ensure cultural competencies and an understanding of the experiences of trauma-exposed populations.
• How the Local Board will coordinate workforce investment activities carried out in the Local Area with statewide rapid response activities, as outlined in Rapid Response and Layoff Aversion Activities (WSD16-04).
• A description and assessment of the type and availability of adult and dislocated worker employment and training activities in the Local Area. This includes how the 621

Local Board will ensure that priority for adult career and training services will be given to recipients receiving public assistance, other low-income individuals, and individuals who are basic skills deficient, as outlined in WIOA Adult Program Priority of Service (WSD15-14).
• A description and assessment of the type and availability of youth workforce investment activities in the Local Area, as outlined in WIOA Youth Program Requirements (WSD17-07). This includes any strategies regarding how to increase the digital literacy and fluency of youth participants, including youth with disabilities. • The entity responsible for the disbursal of grant funds as determined by the Chief Elected Official (CEO) or the Governor and the competitive process that will be used to award the sub-grants and contracts for WIOA Title I activities. • A description of how the AJCC Operator and/or the Career Services Provider roles are fulfilled within the Local Area as outlined in Selection of AJCC Operators and Career Services Providers (WSD19-13). This includes the name(s) and role(s) of all entities.

Stakeholder and Community Engagement

The development of comprehensive Plans entails building broad and inclusive partnerships with regional and local entities in a variety of sectors. It includes engaging with employers and labor organizations, as well as WIOA core, required, and strategic program partners.

Additionally, building meaningful partnerships with worker centers and community-based organizations that work closely with a variety of populations, including undocumented immigrants, will ensure the inclusion of person-centered approaches to addressing multifaceted barriers to employment by utilizing input from the communities themselves.

Stakeholders participating in the planning processes should include, but are not limited to, employers, labor organizations, education partners, human services and housing partners, as well as community-based organizations that provide services to target populations such as justice-involved, English language learners, refugees, immigrants, youth, older adults, veterans, people with disabilities, BIPOC, Latinx, LGBTQ+, and any other entities supporting historically unserved or underserved communities.

Using the Stakeholder and Community Engagement Summary Template (Attachment 2), RPUs and Local Boards should provide a detailed description of how meaningful stakeholder involvement and community engagement were achieved when developing the Regional and Local Plans. This summary should be included as an attachment to both the Regional and Local Plans. A list of potential Regional and Local Planning Partners (Attachment 3) is included as a tool to assist with identifying stakeholders for the planning process.

Public Meetings and Public Comment

Local Boards are subject to the open meeting requirements of the Ralph M. Brown Act which ensures that meetings are properly noticed, agendas are made available, and the public has an opportunity to provide comments on local policy and operations.

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Local Boards must provide a 30-day opportunity for public comment prior to submission of the Regional and Local Plans. Any comments that express disagreement with the Regional or Local Plans must be included in the final submission.

Accessibility and Inclusivity

In accordance with WIOA Section 188, public meetings and publicly disbursed information pertaining to Regional and Local Plan content must be made fully accessible to individuals with disabilities, as well as to individuals who require additional language options. The Department of Rehabilitation’s Constructing Accessible Electronic Content webpage contains the Seven Steps to Creating an Accessible Microsoft Word Document guide that can assist you in preparing accessible documents. Reasonable accommodations and alternative formats or languages must be provided upon request to ensure an opportunity for full and equal participation in the planning process.

Regional and Local Plan Format

RPUs and Local Boards should arrange their completed Regional and Local Plans in the following order:

Regional Plan

1. Cover Page
a. Name of RPU
b. Name of each Local Board in RPU
c. Primary contact name, phone number, and email address (if applicable)

2. Regional Plan Content
a. Analytical Overview of the Region
b. Fostering Demand-Driven Skills Attainment
c. Enabling Upward Mobility for All Californians
d. Aligning, Coordinating, and Integrating Programs and Services

3. Appendices
a. Stakeholder and Community Engagement Summary
b. Public comments received that disagree with the Regional Plan c. Signature Page

Local Plan

1. Cover page
a. Name of Local Board
b. Contact name, phone number, and email address

2. Local Plan Content
a. WIOA Core and Required Partner Coordination
b. State Strategic Partner Coordination
c. WIOA Title I Coordination
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3. Appendices
a. Stakeholder and Community Engagement Summary
b. Public comments received that disagree with the Local Plan c. Signature Page

Submission Criteria

Each RPU must submit one package that includes the following documents in separate, accessible PDF files copied to a USB flash drive:

• One electronic copy of the Regional Plan with the electronic signatures of the Local Board Chair(s) within the RPU.
• One electronic copy of each Local Plan within the RPU with the electronic signatures of the Local Board Chair and CEO or their designated alternate.

If an electronic signature of the CEO or their alternative cannot be achieved by the submission deadline, the Local Board must submit a blank signature page and include a detailed explanation for the signature absence(s) and the date by which the signed copy will be provided.

Regional and Local Plans must be submitted by USB flash drive to the CWDB no later than March 31, 2023, through one of the following methods:

Mail California Workforce Development Board
CWDB Policy Unit
PO Box 826880
Sacramento, CA 94280-0001

Overnight Mail/ California Workforce Development Board
Hand Delivery CWDB Policy Unit
800 Capitol Mall, Suite 1022
Sacramento, CA 95814

ACTION

Please bring this Directive to the attention of the Local Board and other relative parties.

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INQUIRIES

If you have any questions, contact CWDB Policy Unit at [email protected].

/s/ JAVIER ROMERO, Deputy Director
Workforce Services Branch

Attachments:

1. WIOA Regional Planning Units (DOCX)

2. Stakeholder and Community Engagement Summary (DOCX)

3. Regional and Local Planning Partners (DOCX)

4. Summary of Comments (DOCX)
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East Bay Regional Planning Unit

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Rhonda Boykin, Executive Director
Alameda County WDB
[email protected]

Tamia Brown, Executive Director
WDB Contra Costa County
[email protected]

Sofia Navarro, Executive Director
Oakland WDB
[email protected]

Tamara Walker, Executive Director
Richmond WDB
[email protected]

Michael Katz, Regional Organizer
EASTBAYWorks
[email protected]

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Table of Contents

I. INTRODUCTION AND OVERVIEW .................................................................................. 1 II. ANALYTICAL OVERVIEW OF THE REGION ................................................................. 3 A. Analysis of Employment and Unemployment Data .............................................. 5 B. Analysis of the Educational and Skill Levels of the Workforce, the Current Needs of Employers in the Region, and Relevant Skill Gaps.......... 7 C. Analysis of Industries and Occupations with Existing and Emerging Demand ................................................................................................ 8 III. REGIONAL INDICATORS ................................................................................................. 12 A. Regional Indicators and Associated Outcomes and Metrics ............................. 12 B. Impact of Indicators and Metrics on Service Delivery ........................................ 13 IV. FOSTERING DEMAND-DRIVEN SKILLS ATTAINMENT ............................................ 15 A. In-Demand Industry Sectors for the Region ....................................................... 15 B. Sector and Other Industry-Focused Initiatives ................................................... 15 C. Strategies to Communicate with Regional Employers ....................................... 18 V. ENABLING UPWARD MOBILITY FOR ALL CALIFORNIANS .................................... 20 A. Working with Businesses that Provide Quality Jobs .......................................... 20 B. Shared Target Populations and Targeted Service Strategies ........................... 20 C. Equity and Ensuring Equal Access to Training and Services............................ 21 VI. ALIGNING, COORDINATING, AND INTEGRATING PROGRAMS
AND SERVICES ................................................................................................................. 25 A. Regional Coordination Strategies ....................................................................... 25 B. Regional Administrative Cost Arrangements ..................................................... 27 VII. PRIORITIES AND KEY CONSIDERATIONS FOR THE EASTBAYWORKS REGION ............................................................................................................................... 29 VIII. APPENDICES .................................................................................................................... 31 A. Stakeholder and Community Engagement Summary (Attachment 1) .............. 31 B. Public comments received that disagree with the Regional Plan (Attachment 2) .................................................................................................... 31 C. Signature Page (Attachment 3) .......................................................................... 31

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EASTBAYWorks 2023 Biennial Modification to the PY 21-24 Regional Plan Draft for Public Comment

1 I. INTRODUCTION AND OVERVIEW

With the passage of the Workforce Innovation and Opportunity Act (WIOA) of 2014, Congress moved the national workforce system in a new direction in terms of how to approach economic and labor market demands. While establishment of local workforce areas over the last four decades has always taken into account local labor markets, WIOA recognizes that economies ten d to be regional and may extend beyond political boundaries that define local areas. WIOA’s recognition of regional economies gave rise to California’s establishment of Regional Planning Units (RPUs), which represent groups of local workforce areas that work collaboratively to develop strategies reflecting regional economic needs of business and the workforce.

In accordance with federal and state guidance, the East Bay Regional Planning Unit (EBRPU) has developed a four-year Regional Plan to guide strateg ic initiatives throughout Program Years (PY) 2021 -24, which covers June 1, 2021 through June 30, 2025. WIOA requires a Biennial Modification to the Regional Plan. This 2023 version of the Plan serves as the required update and, once approved by state officials, will become the official version of the PY 21 -24 Regional Plan from July 1, 2023 through June 30, 2025.

About the Region and EASTBAYWorks

The East Bay Region of California is a sub -region of the nine-county San Francisco Bay Area, one of the most productive and prosperous regions on the planet. The EBRPU is a partnership of member workforce development boards representing Alameda County and the City of Oakland, and Contra Costa County and the City of Richmond.

The partner workforce development boards have a long -standing regional partnership pre-dating WIOA, under the EASTBAYWorks brand. Since 1997 , the adoption of a common moniker has helped to create a unified brand that helps achieve many of California’s goals for regionalism, as it establishes a singular identity that is recognizable to businesses and jobseekers and is used to promote work force development services and initiatives.

It should be noted that EBRPU, East Bay region, East Bay partner Boards, and EASTBAYWorks (EBW) are used interchangeably through out the 2023 Biennial Modification to the PY 21-24 Regional Plan. Also of note are the following abbreviations for the local boards that are used throughout the Regional Plan: Alameda County Workforce Development Board (ACWDB); Oakland Workforce Development Board (OWDB); Richmond Workforce Development Board (RWDB); Workforce Development Board of Contra Costa County (WDBCCC).

Development of the Regional Plan and Its 2023 Modification

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EASTBAYWorks 2023 Biennial Modification to the PY 21-24 Regional Plan Draft for Public Comment

2 The initial four -year plan developed for the East Bay region covered PY 2017 -20, and was updated in 2019 in accordance with WIOA requirements. In response to guidance published by State officials in September 2020, EBW representatives began to prepare a new plan for PY 2021-24. Context for this planning was, however, unprecedented, as the COVID-19 pandemic was still in its early stages, prior to the widespread availability of vaccines and reopening of businesses and communities. The PY 21-24 EBRPU Regional Plan reflects the circumstances under which it was developed, highlighting the immediate and severe impacts of and limitation s resulting from the pandemic , along with various uncertainties regarding the economy, labor market, and workforce participation. The 2023 Biennial Modification to the PY 21 -24 plan, has been developed under far different circumstances than the original version. As such, EBRPU leadership has been able to address regional approaches and initiatives from a clearer vantage point, where reopening and recovery characterize the economic landscape.

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EASTBAYWorks 2023 Biennial Modification to the PY 21-24 Regional Plan Draft for Public Comment

3 II. ANALYTICAL OVERVIEW OF THE REGION

In late 2022, EBW commissioned a current analysis of key economic, demographic, and labor market data within the region. The resulting report has informed the 2023 Biennial Plan Modification’s content addressing: employment and unemployment data; educational and skill level s of the workforce ; current business needs ; and relevant skill gaps; and analysis of industries and occupations with existing and emerging demand.

Development and Content of Labor Market Analysis

To support the biennial update to the EBRPU PY 21 -24 Regio nal Plan, the EBW Analytical Overview of the Region was prepared by insytanalytics, in a January 2023. Key content of the report includes:

• Demographics;
• Economy: COVID-19 impact and recovery; economic output; labor force and employment; industries, occupations, and skills; and core industries; and • Emerging Sectors and Trends

Select information from the report is included within this version of the Regional Plan. The full report, EASTBAYWorks Analytical Overview of the Region includes extensive data summaries and illustrative graphics and is available on the EBW website, www.eastbayworks.com.

About the Analysis

The economic and workforce analysis presented herein, and in greater detail in the full report, includes the latest data and trends on demographics, occupations, and industries within the East Bay. It is comprised of information vital to workforce development planning, such as income and poverty data, skills and edu cational levels, and employer demand.

As stated, The East Bay Region of California is a sub -region of the nine -county San Francisco Bay Area. The analysis presented within this section treats the East Bay as a single area, recognizing that the East Bay’s two counties have clear distinctions, with different opportunities and challenges. In 2019, Alam eda County accounted for approximately 67 percent of the East Bay’s jobs. A large share of those jobs were in traded sectors ranging from biotechnology, creati ve professional ser vices, and information technology to advanced manufac turing and logistics. In contrast, Contra Costa County’s economy, with only few significant office concentrations, is dominated by household-serving sectors, such as food services, healthcare, hospitality, and personal services. In addition, eastern Contra Costa County, which has some of the Bay Area’s lowest-cost housing, is also relatively distant from the Bay Area’s major employment centers.

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4 The East Bay population is highly educated and increasingly diverse, which makes the region an exceptional place for high -value, high-wage, and high -growth industries and jobs. There are stark disparities, however, in education, income, and exposure to barriers, such as poverty and disability. These educational disparities create significant obstacles for many of the East Bay’s residents to access stable, high-quality jobs; an issue that will continue to worsen as technology shapes the skills required to access better -paid jobs.

At the same time, the region faces important challenges, from population and labor force participation rates that are still below pre -pandemic levels to persistent inequality as the economy continues to recover.

Between 2022 and 2032, the white population of the region is predicted to decline by 18 percent (170,000) and the Black population by nine percent (25,000), while the Asian population is expected to increase by 15 percent (119,000) making Asians the lar gest racial group in the East Bay. Linguistic diversity is consistent with a relatively large foreign- born population in the East Bay Region. Nearly 30 percent of East Bay residents are foreign born. Furthermore, between 2022 and 2032, population loss is l argely expected to occur among younger age cohorts. This indicates that the East Bay population is predicted to continue getting older in coming years putting added pressure on services such as healthcare and increasing demand for low -wage service jobs sup porting the elderly.

The relatively high median income in the East Bay obscures large racial and ethnic gaps in household income. For instance, white households have a median income of $123,347 while the median income of Hispanic or Latino households is $ 82,011, and for Black households in Alameda County it is $59,817. Women, including many women of color, people with a high school diploma or less, part -time workers, and the unemployed are disproportionately in poverty. While only 6.4 percent of white resi dents are in poverty,

15.2 percent of Black residents and 11.8 percent of Hispanic of Latino residents are in poverty.

Educational attainment is relatively high in the East Bay compared to the rest of California, however as with income, there are signific ant disparities by race and ethnicity . Among adults 25 years and older, 28 percent have earned a bachelor’s degree compared to 22 percent of Californians and 20 percent have earned a graduate, professional, or doctorate degree compared to 14 percent of Californians.

The COVID-19 pandemic was a tremendous shock to the East Bay economy and lasting impacts are expected. From January 2020 to January 2021, the East Bay lost approximately 112,000 jobs, or nine percent of total jobs. The pandemic exacerbated both economic and health disparities in the region, particularly along racial, ethnic, and gender lines. These disparities have been evident in problems such as work force job stability, access to opportunity, on-the-job coronavirus exposure, and physical a nd mental health outcomes.

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5 East Bay industry is highly diversified with the number of jobs distributed similarly across the largest sectors. Educational and Health Services is the largest major sector with 204,500 jobs in September 2022, which makes up 17 .4 percent of nonfarm employment in the region. When considering industry sub -sectors, however, manufacturing (9.7 percent), retail trade (9.3 percent), and accommodation and food service (8 percent) are largest in the East Bay.

The core industries (size, growth potential, middle wage jobs) for East Bay are:
manufacturing, professional and scientific, healthcare, construction, and transportation and warehousing. These industries are positioned to generate substantial innovation, investment, and job and business growth over the coming years. In addition, substantial venture capital has gone to technologies associated with autonomous vehicles, cloud - based productivity software, semiconductors, artificial intelligence (AI), and cybersecurity.

While these i ndustries are much smaller, they have the potential for massive societal disruption and could play an outsized role in the East Bay’s future economy.

While there are many promising signs and areas of opportunity in the region, a major challenge and contributor to the East Bay's cost of living is housing. Housing prices have risen sharply since the mid -1990s and , especially, following the Great Recession, as housing costs began to rise again after 2012. The median listing price for housing in Alameda County in June 2022 was $1.02 million up from $700,000 in December 2016. 1 In Contra Costa County, the median listing price in June 2022 was $867,000. High housing costs are also cited by employers as one of the greatest challenges in attracting and retaining wo rkers. Expensive housing can deter talented workers in professional fields from moving to or staying in the region.

Additionally, a recent wave of layoffs in the “tech” industry is likely to affect the East Bay region. Estimates suggest that by early December 2022, over 120,000 people had been laid off by Bay Area tech companies with more layoffs expected. Layoffs will create short- and medium -term problems for the East Bay economy, but it also could mean an opportunity for East Bay companies to hire talented workers who have been let go.

A. Analysis of Employment and Unemployment Data

In October 2022, there were near ly 1.39 million East Bay residents in the labor force compared to 1.42 million in February 202 2. Since the start of the pandemic, labor force participation has been lower among younger workers and older workers as well as less - educated workers. In 2021, 7 0 percent of workers between 25 -64 years old with a high school education or less participated in the labor force compared to 87 percent with a bachelor’s degree or higher. Similarly, 85 percent of men were in the labor force compared to 75 percent of wome n and 74 percent of women with children. This large gender gap in the East Bay and elsewhere is partly due to caregiving responsibilities,

1 St. Louis Fed
2 Bureau of Labor Statistics
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6 particularly among mothers.3 But it also reflects longer-term trends in women’s labor force participation. Nationally, the largest differences in labor force participation because of the pandemic were by level of education.4

Persistently low labor force participation in the East Bay is consistent with national trends showing labor force participation below pre -pandemic levels by 1.3 percent. 5 While the cause of persistently low labor force participation is still under investigation, there is some evidence that people out of the labor force or working part time have less desire to work since the start of the pandemic. 6 This suggests that the persistent contraction in labor supply is not driven mostly by women responding to the demand for childcare, since the drop in desired work hours is evident across demographic groups. The largest declines in desired work hours are among people with less than a college degree, which may indicate that lower-educated workers are avoiding low-wage service jobs that put them at higher risk for illness even as the effects of the pandemic subside.

Consistent with a smaller labor force, f ewer people are employed now than prior to the pandemic despite a low rate of unemployment in the region. In September 2022, there were 1.18 million people employed compared to 1.19 million in February 2020. 7 Overall, there are roughly half-a-million people between the ages of 16 and 64 years old who are either unemployed or not in the labor force.

While labor force participation is still recovering, unemployment has returned to pre - pandemic levels. In October 2022, the unemployment rate was 3 percent, the same level of unemployment as February 2020, just before the onset of the pandemic. 8 Although unemployment has risen slightly since May 2022 when it fell to a low of 2.6 percent, it remains far below its April 2020 peak of 14.6 percent. Since returning to pre-pandemic levels, unemployment in the East Bay has been consistently lower than California as a whole, which has hovered around 4 percent since May 2022.

There are substantial differences in unemployment rates by race. In 2021, the annual unemployment rate was 7.2 percent in the East Bay. For white workers, unemployment was 7.3 percent and for Asian workers it was 5.8 percent. By contrast, Black workers had an unemployment rate of 9.4 percent. While unemployment has fallen by more than half in 2022, low unemployment rates don’t necessarily lead to narrower gaps. For example,

3 Montes, Smith, and Leigh (2021). “Caregiving for Children and Parental Labor Force Participation During the Pandemic.” Board of Governors of the Federal Reserve System. https://www.federalreserve.gov/econres/notes/feds-notes/caregiving-for-children-and-parental-labor-force- participation-during-the-pandemic-20211105.html
4 Goldin (2021). “Assessing Five Statements about the Economic Impact of COVID-19 on Women.” National Bureau of Economic Research, White Paper. https://www.nber.org/sites/default/files/2021- 06/GOLDIN_SEANWhitePaper.pdf
5 Bureau of Labor Statistics https://www.bls.gov/news.release/pdf/empsit.pdf 6 Faberman, Mueller, and Sahin (2022). “Has the Willingness to Work Fallen During the Covid Pandemic?” Federal Reserve Bank of Chicago. https://www.chicagofed.org/publications/working- papers/2022/2022-08
7 Bureau of Labor Statistics; California Employment Development Department 8 Bureau of Labor Statistics
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7 in 2019 unemployment in Alameda County was 3.9 percent and Black unemployment was 6.5 percent compared to 3.7 percent for white workers, a larger gap than in 2021.

One reason is t hat the job gains between April 2020 and through 2021 were largely associated with an increase in low-wage jobs, while the number of middle- and high-wage jobs remained steady. As race and unemployment data become available for 2022, we are likely to see the same inequalities across racial and ethnic groups.

B. Analysis of the Educational and Skill Levels of the Workforce, the Current Needs of Employers in the Region, and Relevant Skill Gaps

Educational attainment is an important factor in reducing the risk of being in poverty.

Educational attainment is relatively high in the East Bay compared to the rest of California.

Among adults 25 years and older, 28 percent have earned a bachelor’s degree compared to 22 percent of Californians and 20 percent have e arned a graduate, professional, or doctorate degree compared to 14 percent of Californians. 9 East Bay residents are also less likely than other Californians to have less than a high school diploma (11 percent), no more than a high school diploma (17 percent), or some college but no degree (17 percent).

Earnings vary widely across levels of educa tional attainment in the East Bay from approximately $32,000 a year for people 25 years and older with less than a high school diploma to around $83,000 a year with a bachelor’s degree and over $100,000 a year with a graduate or professional degree.10 Educational attainment is highly racialized, thus contributing to the racial inequalities in income and poverty. Whereas 56 percent of East Bay residents have a bachelor’s degree or higher, 30 percent of Black residents, including 26 percent of Black men, have the same level of educational attainment. Native Hawaiian or Other Pacific Islanders (24 percent), Hispanic or Latinos (23 percent), American Indian or Alaskan Natives (19 percent), and people who identify as some other race (17 percent) are particularly less likely to have a bachelor’s degree or higher. Additionally, 25 percent of American Indian or Alaska Natives, 29 percent of Hispanic or Latinos, and 35 percent of people who identify as some other race have less than a high school education. These groups are especially at risk of being in poverty , as educational attainment impacts access to well-paying jobs in the East Bay.

Among East Bay residents with bachelor’s degrees or higher, 56 percent have a degree in a science and engineering or related field compared to 51 percent throughout California.11 The East Bay therefore has an especially scientifically and technically capable workforce. However, science and engineering education is unevenly distributed among men (57 percent) and women (40 percent). Outside science and engineering, 23 percent of residents have a postsecondary degree in the arts and humanities and 17 percent in business.

9 US Census ACS 1-year estimate
10 US Census ACS 1-year estimate
11 US Census ACS 1-year estimate
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8 Another key indicator of the regional economy is demand for skills by regional employers and the supply of skills in the labor force. Skill demand can be measured by its prevalence in online job postings, while skill supply can be measured by its prevalence in workers’ online profiles on websites such as LinkedIn. Among the top in -demand skills, there is generally more demand than supply. One exception is marketing, which is the top in - demand skill. Between December 2021 and November 2022, marketing was included in over 32,000 job postings, or six percent of all job postings during that period, but was included in nine percent of all worker profiles. Marketing is a more prevalent skill in the labor force than other high-demand skills, which may make it easier for employers to find qualified workers to do marketing. Other top skills are also more prevalent in job postings than job profiles. For example, computer science was in three percent of job postings and one percent of worker profiles. This suggests that employers may have a more difficult time finding qualified employees with computer science skills.

Education, training, and skill requirements pertaining to the region’s target sectors is addressed below in subsection C , Analysis of Industries and Occupations with Existing and Emerging Demand.

C. Analysis of Industries and Occupations with Existing and Emerging Demand

The local workforce development boards in the East Bay region have selected manufacturing, healthcare, and transportation and warehousing as the region’s target sectors, recognizing that other sectors, such as construction and information communications and technology, are also significant in the region. The full analysis, accessible through the hyperlink above, provides information on these and other emerging occupations.

The region’s target industries, which are described below, are among those that drive economic output in the East Bay. These industries are positioned to generate substantial innovation, investment, and job and business growth over the coming years.

Manufacturing: The strength of manufacturing’s recovery is especially positive for the region. Ninety percent of manufacturing jobs are located in Alameda County. Although only 10 percent of manufacturing jobs are in Contra Costa County, the industry is the largest contributor in terms of economic output (Gross Regional Product) in the county.

Manufacturing generates an outsized impact on the East Bay’s economic output and high-quality job opportunities. The industry is directly linked to the Bay Area’s thriving innovation ecosystem. The manufacturing sector in the East Bay consists of biomedical, life sciences, chemicals, electronics, food and beverage, machinery, metals, and transportation equipment manufacturing.

There are nearly 114,000 manufacturing jobs, and, as of January 2021, manufacturing accounted for $38.1 billion of the East Bay’s Gross Regional Product and $16.1 billion in 651
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9 earnings.12 Manufacturing is predicted to grow 29.1 percent between 2016 and 2026.

The industry is critical for the East Bay’s economic growth. The industry provides a higher share of entry-level, middle-wage jobs than other sectors with relatively low barriers to entry in terms of experience and educational levels required. Manufacturing businesses tend to provide robust on-the-job training and career pathway opportunities.

The average salary for manufacturing jobs in the East Bay is $147,692, much higher than the $95,117 national average for similarly sized regions. However, wages vary widely across the industry and given the relationship between educational attainment and wages, white and Asian workers are likely to be in the highest paying positions.

There are disproportionate numbers of Asian (33.9 percent) and Hispanic or Latino (25.5 percent) workers in the industry, and disproportionately few white (31.7 percent) and Black (5.7 percent) workers. The industry is also highly gendered with men, making up 67.1 percent of workers.

The largest manufacturing sector is automobile manufacturing, which accounts for more than 23,000 jobs.13 This sector is continuing to grow. From November 2021 to November 2022, there were nearly 37,000 unique job postings by roughly 1,500 employers. Tesla (3,142) and Lucid Motors (3,098) each accounted for roughly three times the number of job posts as Abbott Laboratories (1,094), Siemens (742), and Thermo Fisher Scientific (612).

Advanced manufacturing is a large and growing part of the East Bay manufacturing sector. There are over 7,500 East Bay workers employed in semiconductor-related manufacturing.14 Another 5,343 are employed in surgical and medical instrument manufacturing. Together, the top ten advanced manufacturing industries employ nearly 27,000 people in the East Bay. The importance of advanced manufacturing is evident in job postings data. From August to October 2022, computer science was the most frequently sought-after skill. Other top skills include new product development, automation, electrical engineering, data analysis, and mechanical engineering.

Healthcare and Social Assistance: The majority of healthcare and social assistance jobs are located in Alameda County (63 percent in 2021), but this is also the largest sector in Contra Costa County, with more than 66,000 jobs.15 Gross Regional Product of the healthcare and social assistance industry has grown steadily since 2007 from $9.02 billion to $20.6 billion and $16.8 billion in earnings in 2021.

There are more than 180,000 healthcare and social assistance jobs and the sector is predicted to grow by 23.3 percent between 2016 and 2026.16 The largest number of jobs are in Ambulatory Healthcare Services and Social Assistance. There are nearly 50,000 people employed as Home Health and Personal Care Aides, which is over a

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10 quarter of the industry and has median hourly earnings of only $16.98. The size of this occupation accounts for the high demand for skills such as CPR, caregiving, meal planning and preparation, and companionship. Wages across the sector are relatively low with a few exceptions such as Registered Nurses, which account for 10.1 percent of employees. From November 2021 to November 2022, the median advertised hourly wage in job postings for Healthcare and Social Assistance jobs in the East Bay was $24.09

Healthcare and social assistance is a highly gendered industry with 72.9 percent of jobs held by women. There are also disproportionate numbers of Asian (31.6 percent) and Black (14.8 percent) workers. Over three-quarters of job postings over the past year listed less than a bachelor’s degree as a required or preferred education level, including 39 percent that did not list any education requirement or preference.17 While there are low barriers to entry in the industry, it is highly racialized and gendered with predominately low-wage jobs.

Transportation and Warehousing: There are approximately 44,000 Transportation and Warehousing jobs in the East Bay with nearly 80 percent of jobs in Alameda County.18 Although the sector is relatively small, it has been predicted to grow by 42.7 percent between 2016 and 2026. Over the past 12 months, there were nearly 11,000 unique job postings with FedEx and UPS as the top hiring companies. Warehousing and Truck Driving the top skills in demand.

The East Bay plays a critical role in the broader region’s goods movement and logistics ecosystem supported by the Port of Oakland and regional Airports, the Port of Richmond, rail and highway connections, and extensive space for warehouses, vehicle storage, and other distribution facilities.

The Transportation and Warehousing industry is key to the Blue Economy.

Technological change is at the heart of the growing Blue Economy, which is key to the East Bay’s future economy. According to the National Oceanic and Atmospheric Association, prior to the COVID-10 pandemic, the Blue Economy grew faster than the national economy.19 Between 2014 and 2018, economic output of America’s seaports grew 17 percent and reached 26 percent of Gross Domestic Product.

The Port of Oakland is one of the ten busiest container ports in the United States by cargo volume. The seaport enables the East Bay’s businesses (especially manufacturing businesses) to efficiently engage with a global supply chain. The Port of Richmond is another major support for the East Bay economy, providing bulk and liquid cargo transportation.

17 Lightcast 2022
18 California Employment Development Department 2022; Lightcast 2022 19 NOAA (2021) https://aambpublicoceanservice.blob.core.windows.net/oceanserviceprod/economy/Blue- Economy%20Strategic-Plan.pdf
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11 The federal government is focused on growing the Blue Economy in key areas such as marine transportation, ocean exploration, seafood competitiveness, tourism and recreation, and coastal resilience.20 These are opportunities for the East Bay economy to grow.

Transportation and Warehousing workers are disproportionately men (70.8 percent), Hispanic or Latino (31 percent), and Black (15 percent). Entry-level education requirements and wages are relatively low throughout the industry apart from management positions, which typically require a bachelor’s degree.

20 NOAA (2021)
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12 III. REGIONAL INDICATORS

The California Workforce Development Board has established “regional indicators” to assess coordination and measure progress within California’s 15 RPUs. The indicators serve to track processes and activities utilized by regions, providing a foundation for regional approaches that align with the needs of businesses in key sectors.

Regions must choose at least one of the following indicators:

Indicator A: The region has a process to communicate industry workforce needs to supply-side partners.

Indicator B: The region has policies supporting equity and strives to improve job quality.

Indicator C: The region has shared target populations of emphasis.

Indicator D: The region deploys shared/pooled resources to provide services, training, and education to meet the target population's needs.

A. Regional Indicators and Associated Outcomes and Metrics

Given the long history of collaboration among the four local workforce development areas that operate under the EBW brand, the East Bay RPU has selected indicator D : The region deploys shared/pooled resources to provide services, training, and education to meet the target population's needs.

In accordance with guidelines provided in connection with Regional Plan Implementation grants administered by the State Board, regional outcomes and metrics have been established for Indicator D.

Outcomes

Outcomes concerning the regional indicator include the following objective, along with two goals.

Objective: The East Bay region shares and coordinates resources to provide ongoing professional development and capacity building training for funded service providers and workforce development system partners in support of meeting the needs of region’s target populations and other key customers.

Goal 1: The region will have systems in place to: a) deliver ongoing professional development and capacity building training to funded service providers and system partners; b) track funded service providers’ and partners’ participation in regional professional development and capacity building training; and c) evaluate effectiveness, relevance, and applicability of professional development and capacity building training.

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13 Goal 2 : Increase the capacity of the system’s service delivery network to: a) connect with regional sector strategies; b) engage in inclusive outreach and recruitment; and c) deliver equitable and inclusive service strategies.

Metrics

Regional leadership has approved the following metrics, which focus o n eight benchmarks against which the region will measure and track its progress on Indicator D outcomes.

1. Number of Training Topics : As a measure of appropriateness and necessity, the number of topics relevant to staff’s needs on which training is provided annually.

2. Number of Training Sessions : As a measure of availability and access, t he number of annual sessions during which staff can participate in training, whether in-person or through other modalities.

3. Number of Training Hours: As a measure of the investment in training to build staff skills and effectiveness, the total number of hours of training provided annually.

4. Number of Training Attendees : As a measure of impact on overall system capacity, the total number of contracted service provider s’ and workforce system partners’ direct services staff who annually participate in training.

5. Percentage of Funded Service Providers Represented : As a measure of engagement, the percentage of service provider s who staff attend annual training.

6. Training Participant Evaluation of “Overall Effectiveness of Training :” As a measure of customer satisfaction concerning training e ffectiveness, 80% of participants will rate training as effective.

7. Training Participant Evaluation on “Ability to Apply Information Learned :” As a measure of customer satisfaction regarding training relevance and utility of information provided, 80% of participants will indicate that they can apply information learned to their work.

8. Training Participant Evaluation on “Recommend Training to Others :” As a measure of customer satisfaction regarding training quality and applicability to workforce development system functions, 80% of participants will indicate that they would recommend training to others.

B. Impact of Indicators and Metrics on Service Delivery

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14 Local workforce syste m leaders chose to concentrate their joint efforts on sharing resources for staff training, as this outcome holds significant promise to increase the effectiveness of local boards, service providers, partners, and their frontline staff who deal directly with customers. As outlined in the 2023 Local Plan Modifications developed by the East Bay partner Boards, training will cover a wide range of topics, each of which has the potential to improve the quality-of-service delivery as well as participant outcomes.

Training will include, but not be limited to, sessions addressing the following areas:

Diversity, Equity, and Inclusion (DEI): The need to update staff ’s DEI knowledge base and skills is ongoing. DEI topics that could benefit frontline and other workforce services staff may include: understanding DEI; diversity vs. inclusion; unconscious bias; microaggressions; intentional inclusion; culture and identity awareness; accessibility; and inclusive leadership.

Cultural Competency : Training will be provided to support staff’s understanding of the general characteristics of cultural diversity, cultural norms, and cultural differences. Staff will understand the im portance of respecting individual cultural experiences, learn to better communicate with others to understand and address potential barriers to service, and develop greater cultural sensitivity within the workplace. Staff will become more aware of their ow n cultural beliefs and culturally related behaviors, and potential power imbalances, privileges, or biases when providing services.

Trauma-Informed Approaches: Regional representatives will identify and facilitate training on working with trauma -exposed p articipants. This will include developing skills to promote conversation; learning how to respond to disclosure; integrating participants’ safety when providing services, advocacy, outreach; and trauma -informed care. Local boards may collaborate with local behavioral health agencies with expertise in this area.

Digital Literacy Skills: To ensure that staff’s skills remain up to date with new technology and that new staff are exposed to the digital technology applications they need to work effectively in their roles, training will be provided annually, and refresher courses will be provided on an ongoing basis.

Evidenced-Based Approaches to Working with Priority Populations: Increasingly national workforce development system stakeholders, along with organizations in allied disciplines, have been collecting and disseminating data -informed and evidence-based best practices through a wide range of training modalities. Training focused on effective practices for serving people with disabilities, older workers, English language learners, justice-involved individuals, and others vulnerable and underserved target populations will likely be among the sessions made available to workforce system staff.

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15 IV. FOSTERING DEMAND-DRIVEN SKILLS ATTAINMENT

The EBRPU has played a key role in the development of sector initiatives aligned with growth and other significant industries in the East Bay region and elsewhere in the Greater Bay Area . Regional representatives have facilitated dialog among industry leaders, while also fostering communication between employers and the workforce development system and its partners. As a result , stronger linkages between workforce and training agencies have been developed with businesses in key sectors and new career pathway programs have been developed to prepare job seekers for careers in the region’s most promising sectors.

A. In-Demand Industry Sectors for the Region

Within the analytical overview section of the Plan, the subsection titled Analysis of Industries and Occupations with Existing and Emerging Demand, indicates that the local workforce development boards of East Bay region have s elected manufacturing, healthcare, and transportation and warehousing as the region’s target sectors, recognizing that other sectors, such as construction and information, communications and technology, are also significant in the region. The 2023 EASTBAYWorks Analytical Overview of the Region offers detailed information regarding the region’s target sectors and other industries with current and emerging demand.

B. Sector and Other Industry-Focused Initiatives

The EBRPU is currently working closely with tw o mature partnerships in the manufacturing and health sectors: the Association of Manufacturers Bay Area (AMBayArea) and the Bay Area Health Workforce Partnership (BAHWP). As described below, EBW has an extensive history of engagement with both of these partnerships, providing financial and infrastructure support, networking, and thought leadership as the partnerships have convened industry and developed programs.

Key contributions of the regional workforce system to sector initiatives in manufacturing and healthcare include the development of career navigation tools and support for creation of training prog rams for in-demand occupations. In addition, the EBRPU helps to advance sector initiatives in the region by facilitating communication between Directors of these partnerships and career centers staff to share LMI data, answer questions, and discuss training opportunities.

Manufacturing Sector Partnership

AMBayArea includes approximately 60 dues -paying employer partners from the nine - county Bay Area, with many more businesses being engaged through events and communications. The primary focus of the collaborative is to ensure that manufacturing thrives in the Bay Area. The EBRPU has been engaged with and actively supported AMBayArea since its inception. AMBayArea has pursued an array of strategies and 658
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16 activities focused on increasing awareness of and expanding access to career opportunities in advanced manufacturing, aligning available training activities with employer demand, and linking manufacturing employers with prospective employees.

With the support of the East Bay partner boards , AMBayArea has developed a Manufacturing Volunteer Match Program to connect manufacturers with students, parents, and educators, and increase public awareness of career opportunities in manufacturing. The program allows educators to post their requests for industry volunteers to meet with their students. The volunteer might be asked to present in the classroom, judge a science competition, mentor a robotics team, act on an advisory board, host a classroom visit to the company’s facility, table at a career fair, etc.

The Volunteer Match Program is funded by the EBRPU, and conducted in partnership with the East Bay Workforce Development Boards, Bay Area community colleges, Bay Area LEEDS (Linking Education and Economic Development Strategies), and Bay Area K-12 schools.

As the Biennial Modification to the PY 21 -24 Regional Plan was in development, AMBayArea leadership provided updates on the partnership’s initiatives, including current efforts to outreach to formerly incarcerated individuals and plans to implement presentations on careers in manufacturing careers within the region’s jails. Going into the remainder of the four -year period represented by the Plan , AMBayArea will continue to concentrate on working with local workforce system representatives, including fr ont line staff, in developing their knowledge of manufacturing careers and in recruiting candidates for training and employment.

Healthcare Sector Partnership

The Bay Area Health Workforce Partnership (BAHWP) is an employer -led initiative carried out with the support of community and education leaders, which seeks to meet current and future workforce needs of healthcare employers, expand employment opportunities for local workers, and strengthen the regional economy. The BAHWP employs a range of strategies to achieve these goals , including: i ncreasing and diversifying the pool of qualified healthcare workers; helping trained individuals to secure jobs to meet regional demands ; aligning the needs and priorities of employers in health profession education and training programs ; s ystematically increas ing work-based learning opportunities for K -16 and health professions students ; building a data-driven rationale for changing current systems, infrastructure development , and sustaining healthcare workforce initiatives; and developing and advocating for policy solutions that eliminate barriers to increase workforce and education capacity, investmen t, and sustainability.

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17 and pandemic-related employment; and supporting outreach and recruitment for regional training opportunities. The BAHWP has begun to develop apprenticeship models, as well.

In a 2023 update, EBHWP reports that much of its current efforts are supply-side driven, as the partnership has been successful in securing several grants to train new workers for high-demand healthcare careers. Many of these grants have an equity focus, as they target individuals from groups that are under -represented in the industry and are underserved by the workforce system. Looking ahead, BAHWP and local boards in the region should work together to engage healthcare employers in discussion s regarding both current and forecasted demand and subsequently collaborate on program development and securing additional grant funding for training.

To complement their work with BAHWP, the local boards of the East Bay are each involved in a wide rage of healthcar e initiatives, such as City of Oakland's Community Healthcare Sector Partnership , which focuses on many smaller employers, such a s clinics. Local boards also work directly with healthcare employers of all sizes, as exemplified RWDB’s relationship with Kaiser Permanente and the Kaiser School of Allied Health.

Other Industry-Focused Initiatives

The EBW partners are addressing equity, diversity, and inclusion in the Information Communication Technology space through a State Workforce Board -funded Workforce Accelerator Fund initiative, the East Bay Youth Technology Apprenticeship. In collaboration with regional employers and community -based partners, the innovative model is creating pathways to quality jo bs for opportunity youth from disadvantaged or low-income communities by scaling successful strategies and embedding them into the workforce system. The initiative is closing the digital divide while instilling digital literacy through paid work experience supported with tailored wrap -around supportive services.

The partners are fundraising to sustain this successful pilot.

As referenced above, the Transportation and Warehousing sector and the Blue Economy are essential to the region’s future. EBW partners have long -standing partnerships with the key employers in the sector and are exploring ways to deepen their collaboration and stay informed of trends and opportunities as technology continues to shape the future of goods movement and skills requirements in the workforce.

Throughout the East Bay, the four boards are connected to various pilots and emerging initiatives in ICT, construction, trade and logistics, gig work, and entrepreneurial skills training. The boards expect that new sector strategies and partnerships may be developed over the two years remaining in the current regional planning cycle

A recently initiated project supporting East Bay’s target sectors is being implemented through a state-funded Regional Equity and Recovery Partnership (RERP) grant . Under this grant program, the region will collaborate with the community college system to 660
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18 develop and enhance curricula and pathways. Three of the East Bay boards will focus on healthcare occupations, while ACWDB plans to concentrate on careers in manufacturing.

Regional Commitment to Career Pathways

The East Bay partner Boards work consistently on developing strategies supporting growth and development of sector pathways in the region. One key area of this work is related to building systems and infrastructure to connect Career Center referrals to sector opportunities in a timely manner. The number and diversity of the network of EBW-related partners represents a unique resource. The multiple America’s Job Center of California sites in the region serve as mechanisms for direct referrals to training and employment opportunities in manufacturing, healthcare, and other in-demand sectors.

An area of potential regional activity and coordination among EBW partners could be the collection of data on the outcomes of people referred to sector -related activities through the EBW network of service providers . Tracking this data (wh ich includes information such as participant completions, certificates, job placements, etc.) could help identify how different elements of the region’s sector -based partnerships are functioning, determine effectiveness and where changes need to be made. By incorporating data related to race and gender, the EBRPU could bring an equity lens to this effort, supporting each partnership in ensuring that women and communities of color are obtaining the same opportunities as other individuals in achieving access to sector -based training and employment.

C. Strategies to Communicate with Regional Employers

While the East Bay region spans two sizable, densely populated counties, overall, it is compact by California standards. The local boards within the region, therefore, share many businesses, which are actual or potential workforce system customers. Many workers commute across municipal and county boundaries, further highlighting the fact that businesses in the East Bay are regional employers.

When multiple workforce boards attempt to work together to promote their services to businesses that may need supp ort in various locations, a common problem is disparate messaging and branding, which creates recognition problems and may cause confusion among business customers. The local boards of the East Bay recognized this problem many years ago and implemented a s trategy that continues to support their efforts to communicate with regional employers. This strategy starts with the common EBW brand used by all four boards as the face of the local workforce development delivery system, along with co -branding as America ’s Job Centers of California, which link the regional system to the larger statewide network of workforce assistance centers. Business can access the EBW website to review services available for businesses and secure contact information for local business services representatives. To further promote consistent messaging and coordinated service delivery, Business Service Managers from the four local areas meet on a regular basis to discuss strategies for serving regional businesses.

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19 Title I formula programs, regional grants, partner programs, or a combination of these resources.

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20 V. ENABLING UPWARD MOBILITY FOR ALL CALIFORNIANS

Providing job seekers and workers in the East Bay opportunit ies to improve their economic status and achieve long -term financial stability is a driving principle of the EBRPU. All four local boards, along with service providers, workforce system partners , and training organizations are committed to creating a regional workforce system that promotes equity. Following are descriptions of workforce development programs, initiatives, and strategies that empower individuals, families, and communities.

A. Working with Businesses that Provide Quality Jobs

East Bay partner Boards will continue to prioritize business customers based on a several key factors, including whether the company is within one of the region’s priority sectors; wages and wage progress potential; and opportunities for job and career advancement.

While specific employer selection criteria are a matter of policy and, therefore, are determined at the local board level, it is central to the region's economic justice -based mission to align job seekers wit h organizations that will allow them to obtain their long - term career and financial goals.

Regional leadership is also aware that the CWDB has adopted the following definition of job quality and strives to meet these criteria whenever possible:

“Quality jobs provide family -sustaining wages, health benefits, a pension, worker advancement opportunities, and collective worker input and are stable, predictable, safe and free of discrimination. Quality jobs have the potential to transform workers’ liv es and create resilient, thriving firms and communities and a more just and equitable economy.”

B. Shared Target Populations and Targeted Service Strategies

The local boards prioritize services to a wide range of vulnerable and underserved populations, i ncluding, but not limited to justice-involved individuals and opportunity youth. Below are examples highlighting current and potential regional strategies and initiatives to meet the unique needs of these priority populations . It should be noted that 2023 Biennial Modifications to PY 21-24 Local Plans developed by the four East Bay WDBs elaborate on services to other shared target populations, such as English language learners, foreign born individuals, refugees, non -custodial parents, CalFresh recipients, veterans, displaced workers, and others.

Justice-Involved Individuals

Justice-involved individuals face fundamental barriers to employment , including lack of access to housing or transportation, difficulties with document recovery, and behavioral health needs, which are often not addressed through traditional workforce development programs. There are 135 organizations within the region’s network of publicly funded and 663
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21 community-based providers serving the supervised population, 48 of which provide some level of workforce -related services. However, only a handful of organizations provide a continuum of workforce services paired with support services, and few provide earn and learn or on-the-job training opportunities. EBRPU is addressing this gap using Prison to Employment (P2E) funds, offering justice-involved individuals incentives to participate in workforce programs, strategies to remove barriers, and paths to a sustainable career.

The region is launching its second P2E project in 2023. EBRPU will continue to develop staff capacity to coordinate with crucial P2E partners, such as Probation and Community Correction Partnerships. The region is also building on our existing regional partnership with California Department of Corrections and Rehabilitation Division of Adult Parole Operations, and intends to expand reentry employer networks that are currently supported by various grants funded throu gh federal, state, local, and philanthropic sources. The addition of new P2E funding to existing resources will infuse crucial support to help integrate these efforts into a seamless service delivery system that meets the needs of justice-involved populations.

Opportunity Youth

EBW recognizes the significant barriers that youth and young adults involved with the foster or justice system, along with those who are homeless, experience in connecting to workforce services, career pathways, and employment. East Bay partner Boards plan to increase engagement and services for this population by adopting innovative strategies to address barriers and enable t hese opportunity youth to connect with life -sustaining employment. Promising strategies include Summer Youth Employment Programs; the Workforce Accelerator Program-funded East Bay Youth Technology Apprenticeship IT & Web Development Program; Securing the S tate youth program expenditure waiver to serve high risk in -school youth (foster, homeless, justice -involved) and provide career assessment and planning, paid work experience, and incentives for completing milestones; Leveraging county Foster Youth Services, Probation and McKinney Vento funding to provide educational supports for in-school opportunity youth ; Outreach and WIOA enrollment of youth soon to be released from incarceration; and low youth to case- manager ra tios. Additional strategies include, weekly financial stipends and incentives and high-touch connections to partners offering specialized supportive services, such as, housing assistance, life coaching, professional mentorship, and mental health services.

C. Equity and Ensuring Equal Access to Training and Services

The EBRPU is engaged in a range of structural and systemic efforts intended to promote equity and economic justice in the region’s workforce system. This is the focus of current regional plan implementation funding and of broader regional economic recovery planning activities. The goal is to integrate equity into the emerging strategies that boards will employ throughout the continued recovery from the COVID -19 pandemic. While the pandemic required the redirection of resources to address the most urgent issues, it has also provided the chance to revisit existing strategies and explore new approaches. For example, ACWDB is conducting extended data analysis, which has revealed 664
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22 underrepresentation of key target groups in various programs. These results have led to an outreach strategy at the zip code level to reach individuals in targeted communities.

Based on initiatives of this type, local level best practices have the potential to be scaled regionally.

The EBRPU has a number of other promising local level initiatives to draw upon. In the area of equity in workforce strategies, the Oakland Workforce Development Board is working with the City of Oakland’s Department of Race and Equity to develop and integrate equity-focused policies and practices into the local workforce system. On -the- job training is being used by a number of local boards as a strategy for enabling training participants with limited income and assets to support themselves while they engage in training. State ETP funds have been used by the RWDB to offer paid work experience to students with disabilities, and by WDBCCC to provide medical assistant training in a partnership with th e BAHWP. The local boards in Oakland, and Richmond have developed their own equity strategies around First Source and Local Hire agreements in their jurisdictions. All four of the Local Boards are engaged in the P2E project, which builds upon AB109 realign ment in both counties to bring paid work experience and customized supportive services to justice-involved individuals returning to the community.

Increasing Equity Capacity

Among the East Bay local boards, there is unanimous commitment to i ncreasing workforce system capacity in the area of equity and economic justice . While strategies are in place, there is broad acknowledgement that improving equity for system customers is an ongoing process. P eer-to-peer learning among EBW partner Board Directors is continuous and includes discussions with key stakeholders to explore equity in workforce strategies. Going forward, partner boards may also consider identifying various local and regional policies and programs from various disciplines that have shown posi tive outcomes. Such information could be used to identify measures to track dimensions of equity in practices and outcomes across the regional workforce system, and could include adopting policies at the local level to support equity and job quality standards, along with those that emphasize income mobility.

The boards’ commitment to improving equity strategies can create spaces for difficult and necessary conversations among the boards and with stakeholders. These conversations, inquiries, and learning e xchanges have the potential to move the region forward in the design and/or adoption of practices to support greater equity and better job quality for the system’s customers. Strategic service alignment across the region could take place where opportunities present themselves.

Regional Equity Strategies

Across the four local workforce areas of the East Bay, a wide range of effective workforce strategies have been promoted to increase equity and opportunity for all individuals and communities. As outlined within the analytical overview section of this Plan, a focus on educational attainment, skills development, and job -specific training for occupations 665
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23 providing good wages and strong advancement potential are part of a sound approach to income mobi lity and creating path s to the middle class. The following approaches exemplify strong companion strategies to a focus on high wage, high demand jobs.

Work/Wage-Based Training Models

Participation in unpaid training and education is often not an option for individuals with barriers to employment. Low wages in comparison to the high cost of living in the East Bay region means that workers cannot forego income and sustain themselves during their participation in extended education and training programs. Providing workers with wages while they are training enables them to focus on learning new skills while not having to sacrifice income for themselves and their families. While there are numerous work-based training models allowable under WIOA and partner pr ograms that offer earn -and-learn opportunities, EBW is focusing on two strategies offering both short - and long -term benefits to trainees: on-the-job training (OJT) and apprenticeships.

On-the-job training allows for employers to be reimbursed for a portion of a worker’s wages while they are engaged in training. The training period generally lasts about three months, but is based on skills to be acquired and a dollar cap that varies by local board.

Employers may be reimbursed up to 50 percent of hourly wages. When workers participate in OJT , they have the opportunity to earn wages, acquire skills, and learn job- specific functions at their new place of employment. Under the OJT model, w orkers are guaranteed a minimum of 32 hours per week and must be paid wages at least reflecting the current industry standard. Employers hire the trainee as a regular employee.

Apprenticeship offers substantial opportunities to advance equity in the workforce by providing access to quality, family -sustaining jobs, and income mobility. It can allow individuals who are unable to forego income to continue to earn a salary while they learn a new professi on, or to advance in their existing field. Apprenticeships can also offer women and persons of color the chance to overcome barriers by demonstrating their skills in the workplace , enabling them to be evaluated and hired on their merits , rather than being excluded based on their identification as part of a particular group.

Working with a wide range of partners, local workforce boards throughout California, including those in the East Bay, are beginning to accelerate their participation in the development and implementation of registered apprenticeships programs. For example, ACWDB has begun to publicize its commitment to enhance apprenticeship efforts, acknowledging that “apprenticeships are perhaps the most powerful, yet least understood model.” The board is convening a local apprenticeship roundtable with the goal of increasing awareness and understanding of apprenticeships, identifying occupations for which apprenticeship programs are needed, developing and seeking approval of new apprenticeships, and im plementing these programs in cooperation with employer sponsors.

First Source and Local Hiring

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24 two of the local boards in the region have supported the development of, and are engaged with, local hire ordinances in their communities, which leverage th e economic power of local government to expand opportunities for local residents to obtain employment with contractors on city-funded projects. The RichmondBuild pre -apprenticeship construction training program works closely with businesses that are subject to this ordinance to provide a pathway to construction employment for program graduates. Also in the construction sector, the Richmond and Contra Costa County Boards collaborate with providers of the Multi -Core Construction Curriculum (MC3) pre-apprenticeship training, which offers on-ramps into skilled trades in the building and construction sector.

The City of Richmond and the Port of Oakland whole have local hiring policies which mandate a certain percentage of those employed on governme nt-funded construction projects be filled by qualified local residents. In Richmond, local hiring policies impact not only construction employment , but also retail, office, administrative, and other employment in the city.

Wrap-Around Support

A key to d elivering supportive services with an equity lens is developing an equity - centered service delivery system, ensuring that services are as accessible as possible to those who need them and are allocated to different communities in proportion to the need.

The Contra Costa Workforce Collaborative (CCWC) model is an innovative approach to the no -wrong-door model of service delivery, which has been replicated in part by ACWDB. The OWDB has also used an equity analysis to identify the most impacted communities and aligned resources to meet support needs.

Regional workforce development efforts in the East Bay are predicated around an understanding that all workers have unique challenges and needs. Without vital services and resources, workers will not be successf ul in training, in their job search, and on the job. The following supportive services are some of the strategies that the region utilizes to empower job seekers and workers to participate in and successfully complete training and other workforce services : childcare; transportation; uniforms and work appropriate clothing; tools required for work; books; health and mental health services; costs to cover required medical tests (e.g., TB tests); legal services; emergency food; shelter; costs associated with o btaining required documentation or licensing (e.g., California state ID card, state testing, licensing fees); and parking permit fees for training purposes at community colleges or other training sites.

Financial Literacy

Financial literacy education supports participants moving toward financial self-sufficiency.

The WDBCCC provides financial literacy services to enable workforce system participants to learn how to improve their income, increase their savings, build assets, and strengthen their credit rating. Because financial literacy is fundamental to the success of so many program participants, other boards within the region may consider scaling this model to help their participants improve financial literacy skills. 667
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25 VI. ALIGNING, COORDINATING, AND INTEGRATING

PROGRAMS AND SERVICES

As described in the introduction to the 2023 Regional Plan Modification, the local workforce development boards’ of the East Bay developed a structure to support program alignment many years prior to WIOA and California’s implementation of the RPU framework for regional coordination. This long history of collaboration is the basis of the region’s adoption of the “regional indicator” that is focused on resource coordination. The information that follows highlights both examples of collaboration and opportunities for cost sharing.

A. Regional Coordination Strategies

The local workforce boards continue to build on past and current successes in aligning and integrating programs, services, and strategies. Below are approaches utilized to achieve coordination.

EASTBAYWorks Memorandum of Understanding

While the four local boards have distinct MOUs with core, required, and other local partners, the EBW partnership operates under its own regional MOU which enables the implementation of regional initiatives that are supported, primarily, by specialized grants from the CWDB and the state Employment Development Department.

The EBW MOU outlines goals core objectives for the partnership, including:

● Streamlining processes, reducing duplication, and managing similar services; ● Receiving grants or other funding for regional planning, plan implementation, staff, workforce system training, and expansion of regional initiatives; ● Coordinating execution of regional projects through sharing in regional funding; ● Agreeing that the l ead subgrantee (local board) will contract with the other local boards in separate services agreements for each WIOA Subgrant to allocate funds and implement multi-board programs more efficiently; and ● Establishing a " lead agent" framework for other regional projects to efficiently implement regional initiatives.

America’s Job Centers of California (AJCCs)

The AJCCs of the East Bay region operate as independent entities , but contribute to regional strategies by sharing their information on the EBW website, which enables job seekers across the region to locate the services that are most accessible to them. The geographic distribution of the centers throughout the region’s four local area Alameda and Contra Costa Counties unifies the region by providing access to one -stop services 668
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26 for all of the region’s residents. Additionally, all funded service providers are required to publish events to the EBW regional online events calendar hosted by the EBW website.

Coordination with Regional Economic Development

East Bay partner Boards recognize economic development as an essential partner within the workforce development ecosystem of the region. An important component of the EBRPU’s coordination with regional economic development efforts is the representation of the Business Services Manager of each of the four East Bay local workforce boards on the East Bay Economic Development Alliance (EDA) Economic Development Directors ’ table. This relationship allows for cooperative conversations about regional business climate, business openings and closings, and other collaborative opportunities between economic development and workforce development. A key service of the EDA is its development of annual economic outlook reports that provide data and analysis on the current and emerging trends impacting the region’s economy and its workforce.

Each local board within the region has its own relationships with economic development organizations and functions. The efforts of one board to coordinate workforce and economic development often in form strategies used by other boards. The OWDB is uniquely situated for collaboration with local economic development initiatives , as it is situated inside the City of Oakland’s Office of Workforce and Economic Development.

This structure enables the OWDB to closely align its policies and programs with the economic development agenda of the city and to influence city policy related to workforce training and development.

In addition to collaboration with EDA and local economic development in Oakland, the EBRPU benefits from a strong relationship between the WDBCCC and the East Bay Leadership Council (EBLC), as well as the Contra Costa Economic Partnership (CCEP), both of which are based in Contra Costa County. The EBLC is a public policy advocacy organization that has as its mission to increase the economic vitality and quality of life in the East Bay . Membership includes many of the region’s largest employers. The WDBCCC collaborates with the CCEP in leading the Equitable Economic Recovery Task Force, which is focused on creating an equitable recovery and opportunities for those who have been disproportionately impacted by the pandemic-induced recession.

The region’s participation in a Bay Area grant funded by California’s Community Economic Resiliency Fund (CERF) program is the most current example of collaboration with economic development to achieve the goals it shares with the workforce development system. The Bay Are a High Road Transition Collaborative (BA -HRTC), which includes representation by EBW leadership, will lead the planning phase of the CERF grant. BA -HRTC members will work together to re-envision regional economic development planning in ways that are centered around the values of equity, high -road employment, and sustainability and climate resilience, that are shaped by workers and impacted community/members themselves. Goals established for the planning phase include several efforts that correspond wi th strategies expressed in this Plan, including, but not limited to, investments in high road training partnerships that create economic 669
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27 mobility opportunities for local workers. The East Bay partner Boards will monitor the progress of the BA-HRTC to asses s where opportunities become available to support, participate in, and scale initiatives and efforts made possible through CERF funding.

Promising Models for Strengthening Collaboration

Among the promising practices for cooperative service delivery that have been implemented in the region is the Contra Costa Workforce Collaborative (CCWC). The CCWC is an innovative public -nonprofit partnership of twelve education and workforce development organizations that currently operate within Contra Costa C ounty. The CCWC was developed in response to an identified need for regional collaboration and system alignment to move beyond strategies that prioritize low -wage, immediate employment opportunities and work toward development of pathways to sustainable , well-paid employment for diverse job seekers.

The CCWC leverages WIOA dollars and resources already available in the County to provide services that connect participants to education and training opportunities. These services attempt to enhance essential emplo yability skills and assist in the development and pursuit of educational and career goals that lead to income mobility and quality jobs.

Alameda County has adopted similar strategies and there is potential for all four boards within the region to take advantage of comparable models and ones that help to expand the workforce development system network beyond traditional boundaries to encompass a wide range of disciplines that reach individuals with multi-faceted and diverse needs.

B. Regional Administrative Cost Arrangements

Regional grants and other funding have created opportunities for the local board s within the region to share and leverage funding that benefits all local workforce areas and the region as a whole.

Budgeting for Coordination

An annual EBW budget supports regional communications and functions, including the previously referenced website with a virtual service locator and a regional events calendar. The budget contains line items for resource development, strategic planning, and other items that are determined necessary when the annual budget is created. In addition, EBW administers the HOTJOBS email listserv that links more than 3 50 workforce, education, and training professionals and provides a conduit for information sharing in the field. The four local boards may also share costs of regional research and planning efforts, while they continue to explore opportunities for administrative cost sharing.

The regional budget also supports the Regional Organizer position. The RO is key to managing all regional initiatives, resource development, and grant reporting, and serves as a cent ral point of contact and coordination between the workforce development 670
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28 system, regional industry partnerships and other system partners . The RO facilitates meetings at various levels for l ocal boards in the region ( e.g., Directors, Program Managers, B usiness Services Managers, Career Center Managers and the service network) to identify best practices, troubleshoot obstacles, build capacity, enhance the EBW brand, and identify opportunities for collaboration and innovation.

Strategic Initiatives

Activities carried out under specialized grant programs provide the clearest examples of strategic initiatives under which local boards share costs and participate in centralized administration. Such programs include a Regional Equity and Recover y Partnership (RERP) grant program; state -funded Prison to Employment (P2E) grants; a series of Regional Plan Implementation (RPI) grants, which have been made available to regions since 2018 and which were preceded by regionally unifying “SlingShot” grants. Other discretionary grant programs in which two or more East Bay partner Boards participate also benefit from centralized administration and sharing of costs to support service delivery across multiple local workforce development areas.

Apart from participat ion in grant programs, strategi c initiatives, such as comprehensive training that is planned for direct services staff of contracted providers and partners, exemplify the benefits of cost sharing across the region.

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29 VII. PRIORITIES AND KEY CONSIDERATIONS FOR THE

EASTBAYWORKS REGION

As part of the process used to develop the original PY 21-24 Plan for the East Bay region, workforce leaders and their Regional Organizer held publi c input sessions via videoconference to gather ideas and recommendations from individuals representing workforce system stakeholder organizations and the community at large. Feedback from these sessions was embedded into the Plan. During the development of the 2023 biennial update to the Plan, the local boards once again came together to seek input from workforce system partners, stakeholders, and members of the community. Based on a public forum held to inform the update to the Regional Plan, several theme s were identified. The topics enumerated below capture these themes and are now slated for further examination, exploration, development, and/or enhancement over the remaining period of the Regional Plan.

The Directors of the four local boards that comprise EBW will work with their WDB members, elected officials, business leaders, the Regional Organizer, and local partners and stakeholders to set an agenda for review of these priorities and, following such review, determine where, when, and how any related action should be taken.

1. Changing attitudes about work, careers, and the labor market, particularly among younger workers, have become more evident in the wake of the pandemic. Workforce system stakeho lders need to take stock of differing values that exist within the current multi -generational workforce and help job seekers and businesses to better understand the ways in which varying views effect workforce priorities, workers’ preferences, work styles, and more.

2. The digital divide and lack of digital equity significantly affect many groups and individuals within the region. The workforce system partners should work together and collaborate with government, the private sector, and other disciplines to formulate strategies to eradicate lack of digital access.

3. The regional workforce system should seek to build career pathways that create opportunities for income mobility across a wide range of growth sectors, including target sectors outlined in the Regional Plan and in sectors with emerging growth and significance.

4. Trauma and a range of issues that impact emotional well-being are among the most significant lingering effects of the pandemic for many East Bay residents, and workforce system par tners should consider opportunities to collaborate with public and community-based mental health organizations and providers.

5. Local workforce development boards and workforce system partners should implement strategies to effectively inform businesses of services available to 672
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30 them, including work-based and hybrid learning programs in which businesses are directly involved in hosting/providing all or part of the training.

6. EBW may benefit from developing messaging that highlights and differentiates the value and content of its services from other programs and resources.

7. Given the limitations of WIOA on who can be served and the services that can be provided, local workforce boards throughout the East Bay region should examine opportunities to expand partnerships and linkages with organizations and programs that serve individuals and provide services that WIOA does not.

8. Many East Bay residents looked to non -traditional employment models, such as gig jobs, during the pandemic and remain intere sted in opportunities to create their own work opportunities. Workforce system partners should examine opportunities to increase the availability of entrepreneurial skills training.

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31 VIII. APPENDICES

A. Stakeholder and Community Engagement Summary (Attachment 1) B. Public comments received that disagree with the Regional Plan (Attachment 2)
C. Signature Page (Attachment 3)

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