Richmond City Council
September 12, 2023

September 12, 2023

City Manager's Office

DATE: September 12, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Shasa Curl, City Manager

Subject: Fiscal Year 2022-2023 City-Wide Accomplishments FINANCIAL IMPACT: There is no fiscal impact.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

The City Manager’s Office is providing an update on City- wide accomplishments during the Fiscal Year 2022-2023.

RECOMMENDED ACTION: RECEIVE a presentation from the city manager on the Fiscal Year 2022-2023 City-wide accomplishments – City
Manager’s Office (Shasa Curl 510-620-6512). This item
was continued from the July 11, 2023, meeting.

AGENDA
REPORT
1906

September 12, 2023
DISCUSSION:

The City Manager is pleased to highlight the extensive work that has taken place under the policy direction of the City Council and her leadership. The City Manager is working collaboratively with departments and divisions city-wide to implement policies, programs, initiatives, and partnerships with residents, businesses, and community- based organizations (CBOs) to improve Richmond’s health equity, safety, and environment.

Fiscal Year (FY) 2023-2024 started strong with the successful submission and adoption of a balanced proposed budget on June 20, 2023. As City staff close out FY 2022-2023, and begin to focus on FY 2023-2024, the City Manager and Management Leadership Team are proud to feature some of the many city-wide accomplishments addressing many of the community’s and City Council priorities and concerns.

Below is a high-level summary of the FY 2022-2023 city-wide accomplishments that the City Manager is delighted to share. The City Manager looks forward to continuing this positive momentum and receiving additional direction and support on community and City Council priorities, while working collectively to operationalize the goals and objectives that the City Council recently developed with Henry Gardner.

City-Wide Accomplishments

City Manager’s Office
 Prioritized filling vacancies city-wide and hired multiple positions including but not limited to: Deputy City Manager, Director of Public Works, Deputy Director of Public Works, Housing Manager, Planning Manager and Richmond Housing Authority Property Manager.
 Continued the implementation of I Heart Richmond initiatives to ensure and enhance City-wide clean-ups and beautification efforts.  Released a Request for Proposals (RFP) and selected RCF Connects for the Housing First Initiative.
 Processed 120 Municipal Identification Cards for Richmond residents.  Continued the implementation of the Classification and Compensation Study.  Adopted a balanced budget on June 20, 2023, for Fiscal Year (FY) 2023-2024 and Five-Year Capital Improvement Plan (CIP) Budget in coordination with Finance.
 Released the Fiscal Year FY 2023-2024 RFP and awarded ~$1.43 million dollars to eighteen (18) youth-serving organizations via the Department of Children and Youth.
 Awarded and managed $1.62 million in grants to twenty (20) youth-serving organizations in Fiscal Year 2022-23 via the Department of Children and Youth.  Appointed a Grants Manager in May 2023.
1907

September 12, 2023
 Awarded $225,000 to ten (10) community-based organizations via the Environmental & Community Investment Agreement (ECIA) grant program.  Began to pilot a Grants Enterprise Management System in collaboration with Finance.

Community Development
 Building Division completed 10,759 permit inspections, issued 3,687 permits, opened and followed up on 347 building enforcement cases, closed 147 building enforcement cases, and completed 3,432 plan checks.
 Code Enforcement completed lien and special assessment for Code Enforcement’s unpaid receivables from May 1, 2020, through April 30, 2022, implemented Cannabis Business Permit and issued 20 permits, and issued 629 Notice of Violations, 176 vehicle abatement intent to tow notices, and 214 administrative citations.
 Housing completed the sunsetting of the Castro Encampment on June 30, 2023; helped over 80 encampment residents transition to emergency, shelter, single room occupancy, and permanent housing; and applied for ERF-2-R Window 1 funds and received notification on June 14, 2023, of grant award of $8.6 million for continued homeless work.
 Planning completed the adoption of the Richmond Bicycle Pedestrian Action Plan (BPAP) and Richmond Livable Corridors Form-Based Code (FBC), completed entitlements for the Portside Commerce Center/Moxion Power at 1411 Harbour Way South, and completed entitlements for Supportive and Family Apartments (135 units) at 100 38ht Street.

Community Services
 Employment and Training awarded over $4 million in grants to provide employment and training services to Richmond workers, had 49 RichmondBUILD graduates complete the program, established a partnership with Richmond Promise to develop internships, and supported hundreds of youth with year- round and summer employment and training.
 Library increased operational hours from 19.5 to 41 hours per week in all three Library locations, eliminated overdue fines on library materials, was awarded a $9.7 million grant from the California State Library Building Forward Library Infrastructure program (matched with $4.86 million in City/ARPA funds) and received an additional $15 million from City Council to renovate the Richmond Main Library, were awarded a $250,000 grant from the California State Library to purchase a new Bookmobile, and Literacy for Every Adult Program (LEAP) partnered with KCRT Television to host LEAP’s online graduation ceremony for 22 students.
 Office of Neighborhood Safety’s outreach included:
1908

September 12, 2023
o 5,004 contacts with community members most impacted by gun violence. o 5,390 hours spent with community members most impacted by gun violence.
o 63 conflicts mediated with community members most impacted by gun violence.
 Recreation continued providing in-person and virtual recreational opportunities for our youth, adult, and senior community members at our parks, pools and community centers, hosted in-person sports events and special events such as an Annual Track Meet and 3rd of July, beautified our community through implementation of Love Your Block clean-up efforts, mini grants, Tool Lending Library, and Mobile Tool Lending Library programs, and was awarded millions in grants to upgrade the City’s existing recreation and park facilities and support recreation programs.
 Transportation continued to manage grant funded on-demand shuttle service and carshare program, launched grant funded hybrid vehicle incentive program to serve individuals residing and working in Richmond, expanded public electric vehicle (EV) charging stations network for increased accessibility and EV purchases, and increased the number of publicly accessible electric vehicle charging stations.

Economic Development
 Economic Development created a Business Tool Kit that provides business friendly options for its customers, hired an Economic Development Director (Nannette Beacham), started planning and coordinating the Taste of Richmond event in collaboration with the Economic Development Commission, updated the Economic Development pages on the City’s website, visited businesses and connected with commercial brokers for new projects, and initiated the Buy Local Campaign to promote equitable economic growth and support local business activity.
 Arts and Culture installed the Osprey Bird sculpture in November 2022, awarded $71,739 to nine (9) FY 2022-2023 NPA Mini Grantees which required community engagement, solicited and awarded five (5) artists for the renovation of the Shields Reid Community Center, deep-cleaned and restored the Archie Held sculpture located at City Hall, and installed signage for various public art such as Ookwe Park and the Osprey Bird.
 Environmental and Health Initiatives filled an open, limited-term, management analyst position, hired an intern from UC Berkeley, received City Council approval for the PG&E Settlement agreement which generated a one-time funding of $800,000 and annual revenue of ~$3.3 million, hosted I Heart Richmond Earth Day community event at Nystrom Village, received $80,000 from California Energy to fund the establishment of the solar permitting platform, SolarApp+ in partnership with Community Development, and supported a 1909

September 12, 2023
previous CivicSpark Fellow with completion of her Master’s thesis on Multifamily Family Housing Energy Retrofit Strategy for Richmond.
 The Port executed lease amendments with Point San Pablo Harbor and Marine Spill Response Corporation, worked in collaboration with Community Development and Public Works to executed and submit documents relating to the Terminal 4 Wharf Removal Project, and awarded a contract to GPP Analytics, Inc. to provide auditing services for the Port.  Real Estate facilitated the Marina Bay lease transfer, generating a minimum base rent of $243,504 per year and $68,000 per year in Possessory Interest Tax, and executed leases with Men & Women of Valor, Congressman Garamendi, and Richmond Promise.

Housing Authority
 Completed the construction of Hacienda and lease up, providing 148 affordable homes, plus two (2) management units.
 Commenced Nevin Plaza construction, repositioning property and beginning rehabilitation construction.
 Approved an extension for the Nystrom Exclusive Rights to Negotiate Agreement (ERNA) until October 30, 2023.

Fire Department
 Responded to 14,082 calls from July 1, 2022 – June 30, 2023. o Medical and Rescue: 8,410
o Service Calls: 3,194
o Fires: 1,340
o Fire Alarm Activation: 661
o Hazardous Materials and Hazardous Condition: 357
o Other: 67
o Severe Weather/Storm Calls: 53
 Promoted two (2) Battalion Chiefs, five (5) Captains, and two (2) Fire Engineers.  Completed the 23-1 Richmond Fire Academy with five (5) graduates.  Attended 50+ public education events, career fairs, community events in local elementary schools, high schools, and communities.
 Completed the CERT Academy and graduated 20 volunteers.  Commenced the 2023 Richmond Youth Academy with more than 15 youth from Richmond.
1910

September 12, 2023

Internal Services
 Finance adopted Fiscal Year 2023-2024 Budget along with a five-year Capital Improvement Plan on June 20, 2023, collected more than $13 million in Measure U Tax Revenue, and issued $156 million of fixed rate conventional Pension Obligation Bonds to refund the City’s outstanding Taxable Pension Funding Bonds.
 Human Resources onboarded 91 new employees and promoted 60 employees, reached tentative agreements to implement the Classification & Compensation Study with SEIU and Local 21 Units, negotiated successor memorandums of understanding with Police Officers and Firefighters, and Risk Management implemented an upgraded Employee Assistance Program, hosted a summer wellness fair for employees, and acquired Insurance Tracking Software (PINS) to ensure compliance.
 Information Technology deployed improved communications at all remote Fire Department facilities, upgrading the network for 20 mbps, engaged interdepartmental collaboration preparing for the City’s legacy system replacement, and deployed new hybrid and in-person process for City Council, Successor Agency, Richmond Housing, and Planning Commission Meetings.

Police Department
 Strategically restricted units to maximize employee collaboration and workflow efficiency.
 Reduced Property Crime by seven percent (7%) and Violent Crime by nine percent (9%).
 Recruited and hired 32 Police Department employees.

Public Works
 Abatement assisted ~600 seniors and disabled residents by removing 260 tons of debris from their homes during Neighborhood Clean-Ups, collected 415 tons of debris from annual Neighborhood Dumpster Days, and abated 97 locations for weeds, reducing the risk of fires.
 Building Maintenance repaired the Marina Bay Pier lights, cleaned and maintained ~30 City-owned buildings, including maintenance of internal systems and devices, and replaced the strainer at the Plunge.
 Engineering received City Council approval for the Richmond Greenway Gap Closure and Connectivity Study, completed 10 major site repairs, 2,422 shaved sites, and 14 ADA curb ramp site upgrades, and completed the design to restore a section of Rheem Creek to reduce flood risk.
1911

September 12, 2023
 Fleet purchased 15 new City pick-up trucks and ordered 18 additional vehicles, installed over 30 catalytic clamp devices on City vehicles to reduce theft, and purchased two new street sweepers.
 Parks Maintenance filled one (1) groundskeeper position, landscaped the median along Robert Miller Drive, and planted ~70 trees at John F. Kennedy Park.  Streets Maintenance poured over 11,850 tons of asphalt, filled ~ 1,282 potholes throughout the city, installed or replaced ~700 street signs, and filled over 5,000 sandbags during the winter storm season.
 Water Resource Recovery completed Wastewater Plant SCADA System, standardizing the existing SCADA network communication and the sodium bisulfite facility is 99 percent (99%) complete, including installation of rebar and setting forms for concrete, and 65 percent (65%) of construction is completed at SRF Loan Grit Basin Aerator.

This summary only represents a partial list of the great work provided by City staff members during FY 2022-2023. City staff will continue to work collaboratively with community and internal and external entities to provide and expand services to Richmond residents and businesses.

DOCUMENTS ATTACHED:

Attachment 1 – Fiscal Year 2022-2023 City-Wide Accomplishments

1912
Fiscal Year 2022-2023
July 11, 2023
Accomplishments
City of Richmond
1Mural: Nevin Terrace, Jeff Carnie
1913

1. City Clerk’s Office

2. City Manager’s
Office

3. Community
Development

4. Community
Services

5. Economic
Development

6. Fire Department

7. Internal Services

8. Police Department

9. Public Works

CITY OVERVIEW
2 1914
CITY CLERK’S
OFFICE
5 1915
Prepared, administered, and
successfully completed the November
8, 2022, General Election for Districts 2,
3, and 4 and Measure P
CITY CLERK’S OFFICE
Completed the swearing-in of the new
mayor and councilmembers
Purchased and launched NextRequest
to assist with public records requests
6 1916
CITY MANAGER’S
OFFICE
7 1. City Manager's Office (CMO)
Administration

2. Grants Administration

3. Richmond Department of
Children and Youth (RDCY)
1917
Hired a Deputy City Manager, Director
and Deputy Directors of Public Works

CMO ADMINISTRATION
Released a Request for Proposals (RFP)
and selected RCF Connects for the
Housing First Initiative
Processed 120 Municipal IDs for
Richmond residents
8 1918
Continued the implementation of
Classification & Compensation Study

CMO ADMINISTRATION
Established and implemented several
interdepartmental teams to address
beautification efforts, and transitioning
of unhoused encampments
Participated in community events
9 1919
Appointed a Grants Manager
in May 2023

GRANTS ADMINISTRATION
10 Environmental & Community
Investment Agreement (ECIA) Grants
Awarded to Community Based
Organizations Totaling $225,000
Piloting Grants Enterprise Management
System in Collaboration with Finance
10 1920
Awarded and managed $1.62 million in
grants to 20 youth-serving
organizations in Fiscal Year 2022-23

DEPARTMENT OF CHILDREN AND YOUTH
Released the Fiscal Year 2023-2024
Grant Application and awarded $1.43
million to 18 youth-serving
organizations
Participated in local and regional
convenings
11 1921

1. Building

2. Code Enforcement

3. Housing

4. Planning

COMMUNITY

DEVELOPMENT
12 1922
Completed 10,759 permit inspections
and issued 3,687 permits

BUILDING
Opened and followed up on 347
Building Enforcement cases, and
closed 147 Building Enforcement cases
Completed 3,432 plan checks
13 1923
Completed lien and special
assessment for Code Enforcement’s
unpaid receivables from May 1, 2020 –
April 30, 2022

CODE ENFORCEMENT
Implemented Cannabis Business
Permit and issued 20 permits
629 Notice of Violations issued; 176
Vehicle Abatement Intent to tow
notices issued; 214 Administrative
Citations issued
14 1924
Completed the sunsetting of Castro
Encampment on June 30, 2023

HOUSING
Assisted over 80 encampment
residents transition to emergency,
shelter, single room occupancy, and
permanent housing
Applied for ERF-2-R Window 1 funds and
notified on June 14, 2023, of grant
award $8.60 million for continued
homeless work
15 1925
Completed the adoption of the
Richmond Bicycle Pedestrian Action
Plan (BPAP) and Richmond Livable
Corridors Form-Based Code (FBC)

PLANNING
Completed entitlements for the
Portside Commerce Center/Moxion
Power at 1411 Harbour Way South
Completed entitlements for Supportive
and Family Apartments (135 units) at
100 38th Street
16 1926

1. Employment
and Training

2. Library and LEAP

3. Office of
Neighborhood
Safety (ONS)

4. Recreation

5. Transportation

COMMUNITY

SERVICES
17 1927
Awarded over $4 million in grants to
provide employment and training
services to Richmond workers

EMPLOYMENT & TRAINING
49 RichmondBUILD graduates
completed the program
Established partnership with Richmond
Promise to develop internships and
supported hundreds of youth with
employment and training
18 1928
Awarded a $9.7 million grant from the
California State Library Building Forward
Library Infrastructure program (matched
with $4.86 million in City/ARPA funds) , and
received an additional $15 million from City
Council to renovate the Richmond Main
Library

LIBRARY
Awarded a $250,000 grant from the
California State Library to purchase a
new Bookmobile
Partnered with KCRT Television to host
LEAP’s online graduation ceremony for
22 students
19 1929
5,004 contacts with community
members most impacted by gun
violence

OFFICE OF NEIGHBORHOOD SAFETY
5,391 hours spent with community
members most impacted by gun
violence
63 conflicts mediated with community
members most impacted by gun
violence
20 1930
Provided in-person and virtual
programs for youth, adults and seniors
at parks, community centers and pools

RECREATION
Hosted and supported family-oriented ,
city-wide events that bring community
together and celebrate Richmond’s
diversity
Beautified the community through Love
Your Block programs (MLK Park, Nevin
Avenue, and Nystrom)
21 1931
Expanded public electric vehicle (EV)
charging stations network for
increased accessibility and EV
purchases

TRANSPORTATION
Increased the number of publicly
accessible electric vehicle charging
stations
Launched the first electric On-Demand
Shuttle service in the Bay Area
22 1932

1. Arts and Culture

2. Economic Development

3. Environmental & Health Initiatives

4. Housing Authority

5. Port

6. Real Estate

ECONOMIC

DEVELOPMENT
23 Sculpture: Changing Tide by Jeffrey Reed
and Jennifer Madden
1933
Installed signage designed by Cheryln
Oto at Ookwe Park and for the Osprey
Bird Sculpture located at Ridgeline
Property Group Site

ARTS & CULTURE
Solicited and selected 5 artists for over
$500,000 for the renovation of Shields
Reid Park
Awarded and completed 9 NPA Mini
Grants that required community
engagement
Project Shown: Point Richmond
Neighborhood Council
Artist: John Werhle
24 1934
Created a Business Tool Kit, providing
business friendly Tool Kit for customers

ECONOMIC DEVELOPMENT
Hired an Economic Development
Director, Nannette Beacham
Started planning and coordinating the
Taste of Richmond event in
collaboration with the Economic
Development Commission
25 1935
Filled open, Limited-Term,
Management Analyst position and
hired intern from UC Berkeley

ENVIRONMENTAL & HEALTH INITIATIVES
Received City Council approval for PG&E
Settlement agreement, generating one-
time funding of $800,000 and annual
revenue of ~$3.3 million
Hosted I Heart Richmond Earth Day
community event at Nystrom Village
26 1936
Awarded $80,000 from California Energy to
fund the establishment of the solar
permitting platform, SolarApp+, in
partnership with Community Development

ENVIRONMENTAL & HEALTH INITIATIVES
Supported a previous CivicSpark Fellow
with completion of her Master’s thesis
on Multifamily Family Housing Energy
Retrofit Strategy for Richmond
27 1937
Executed lease amendments with Point
San Pablo Harbor and Marine Spill
Response Corporation

PORT OF RICHMOND
Worked in collaboration with Community
Development and Public Works to
execute and submit documents relating
to the Terminal 4 Wharf Removal
Awarded a contract to GPP Analytics,
Inc. to provide auditing services for the
Port
28 1938
Facilitated the Marina Bay Lease transfer,
generating a minimum base rent of
$243,504 per year and $68,000 per year in
Possessory Interest Tax
Executed leases with Men & Women of
Valor, Congressman Garamendi, and
Richmond Promise
29 REAL ESTATE
1939
Completed Hacienda construction and
lease up, providing 148 affordable
homes, plus two management units

RICHMOND HOUSING AUTHORITY
Commenced Nevin Plaza construction,
repositioning property and beginning
rehabilitation construction
Approved an extension until October
30, 2023 for the Nystrom Exclusive
Rights to Negotiate Agreement (ERNA)
30 1940
FIRE

DEPARTMENT
31 1941
Promoted 2 Battalion Chiefs, 5
Captains, and 2 Fire Engineers

FIRE DEPARTMENT
Completed 23-1 Richmond Fire
Academy with 5 graduates
Attended 50+ public education events,
career fairs, community events in local
elementary schools, high school, and
communities
32 1942
Responded to 14,082 calls from July 1,
2022 – June 30, 2023

FIRE DEPARTMENT
Completed CERT Academy and
graduated 20 volunteers
Commenced the 2023 Richmond Youth
Academy with more than 15 youth from
Richmond
33 1943

1. Finance

2. Human Resources

3. Information Technology

INTERNAL

SERVICES
34 1944
Adopted Fiscal Year 2023-2024 Budget
along with a five-year Capital
Improvement Plan on June 20, 2023

FINANCE
Collected more than $13 million in
Measure U Tax Revenue
Issued $156 million of fixed rate
conventional Pension Obligation Bonds
to refund the City’s outstanding
Taxable Pension Funding Bonds
35 1945
Onboarded 91 new employees and
promoted 60 employees

HUMAN RESOURCES
Reached Tentative Agreements to
implement Class & Comp Study with
SEIU and Local 21 Units
Negotiated successor MOUs with Police
Officers and Firefighters
36 1946
Implemented upgraded Employee
Assistance Program

RISK MANAGEMENT
Hosted a summer wellness fair for
employees
Acquired Insurance Tracking Software
(PINS) to ensure compliance
37 1947
Deployed improved communications
at all remote Fire Department facilities,
upgrading the network for 20 mbps

INFORMATION TECHNOLOGY
Engaged interdepartmental
collaboration preparing for the City’s
legacy system replacement
Deployed new hybrid and in-person
process for City Council, Successor
Agency, Richmond Housing, and
Planning Commission Meetings
38 1948
POLICE

DEPARTMENT
39 1949
Strategically restructured units to
maximize employee collaboration and
workflow efficiency

POLICE DEPARTMENT
Reduced Property Crime by 7% and
Violent Crime by 9%
32 Police Department employees
recruited and hired
40 1950

1. Abatement

2. Building Maintenance

3. Engineering

4. Fleet

5. Parks Maintenance

6. Street Maintenance

7. Water Resource Recovery

PUBLIC WORKS
41 1951
Assisted ~600 seniors and disabled
residents by removing 260 tons of
debris from their homes during
Neighborhood Clean-Ups

ABATEMENT
415 tons of debris collected from the
annual Neighborhood Dumpster Days
97 locations abated for weeds,
reducing the risk of fires
42 1952
Marina Bay Pier lights repaired

BUILDING MAINTENANCE
Cleaned and maintained ~30 city
owned buildings, including
maintenance of internal systems and
devices
Replaced the strainer at the Plunge
43 1953
Received Council approval for the
Richmond Greenway Gap Closure and
Connectivity Study

ENGINEERING & CIP
Completed 10 major site repairs, 2,422
shaved sites, and 14 ADA curb ramp
site upgrades
Completed design to restore a section
of Rheem Creek to reduce flood risk
44 1954
Purchased 15 new City pick-up trucks
and ordered 18 additional vehicles
FLEET
Purchased two new street sweepers
45 Installed over 30 catalytic clamp
devices on city vehicles to reduce
thefts
1955
Filled one groundskeeper position

PARKS MAINTENANCE
Landscaped the median along Robert
Miller Drive
70 trees planted at John F. Kennedy
Park
46 1956
11,850 tons of asphalt utilized for street
paving and 1,282 potholes filled

STREET MAINTENANCE
700 street signs installed or replaced Over 5,000 sandbags filled, removed landslide debris and fallen trees during
winter storm season
47 1957
Completed, standardizing the existing
SCADA network communication

WATER RESOURCE RECOVERY
Completed 99% of the Sodium Bisulfite
Facility, with only minor items
remaining
Reached 65% completion of the SRF
Loan Grit Basin Aerator
48 1958
THANK YOU!
49 1959

September 12, 2023

City Council

DATE: September 12, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Councilmember Bana

Subject:

Sea Level Rise and Shoreline Development
FINANCIAL IMPACT: N/A

PREVIOUS COUNCIL
ACTION:

The City Council previously a dopted the Climate Action plan and continues to bring awareness to and preparer for sea level rise.

STATEMENT OF THE
ISSUE:

Jessica Fain, Planning Director at the San Francisco Bay Conservation and Development Commission (BCDC),
will provide an update on regional sea level rise
adaptation efforts, the risks we face, and regional efforts underway to address them.

RECOMMENDED ACTION:

RECEIVE a presentation from Jessica Fain, Director of
Planning, San Francisco Bay Conservation and
Development Commission, on sea level rise preparation,
shoreline development, and BCDC regulations -
Councilmember Bana (510-620-6743)

DISCUSSION:

The Bay Conservation and Development Commission’s (BCDC) Bay Adapt initiative is a regional strategy to adapt a faster, better, and more equitable plan to a rising San AGENDA
REPORT
1960

September 12, 2023
Francisco Bay. This presentation will highlight one of its first outcomes, a soon-to-be- released Sea Level Rise Funding and Investment Framework. This joint study between the BCDC, the Metropolitan Transportation Commission (MTC) and the Association of Bay Area Government (ABAG) provides the most detailed accounting to date on the costs the region faces to adapt to sea level rise.

BCDC’s mission is to protect and enhance the San Francisco Bay for future generations. The bay was much larger in 1849, but over time the bay has gotten smaller due to the filling of wetlands and shallow areas to create land for development and agriculture. The founders of BCDC fought against the pollution of the bay and formed Save the Bay. Save the Bay advocated for the MacAteer Petris Act, which made BCDC the nation’s first coastal management agency. BCDC permits a wide range of projects in and around the Bay that minimizes fill and maximizes public access. Over the past 10 years, BCDC focus changed from managing a shrinking bay, to now an increasing bay, due to sea level rise. BCDC has partnered with local jurisdictions to conduct vulnerability assessments in Contra Costa County through their adapting to Rising Tides program. BCDC has created tools and have conducted research to help our region respond to the risk of climate change and sea level rise.

Sea level rise is a California-wide coastal issue. Unfortunately, 2/3 of California’s sea level rise will impact the bay area. Over the past century, we have seen an increase of 8 inches in sea level rise in the bay area. By 2050, we expect to see an increase of 12 inches. Sea levels rising will affect our communities: areas that are temporarily flooding will be permanently underwater in the future and there will be erosion to shoreline edges, beaches, and wetlands. In the next 40 to 100 years, existing housing units will be unlivable and we will have less places to plan for housing units. The rise in sea level will also affect daily car commuters and rail commuters. The rise in sea level will not only affect people living next to the shoreline, but everyone in the bay area.

There are areas in the City of Richmond that could be permanently inundated by 2100.

The expected 12-inch increase of sea level by 2050 and combination of a 100-year storm surge can make this happen. We will see impacts to both utility sites and contaminated sites such as the West County Wastewater District Pollution Control Plant and Chevron Richmond Refinery.

The estimated cost for adaption needs and cost of inaction is $110 billion and $230 billion. Contra Costa County adaptation cost is expected to be $13 billion.

It is vital for the City of Richmond to work alongside other jurisdictions in the bay area to actively prepare and find solutions to the sea level rise in the bay. We are committed to preserving ecosystems and will continue to work with scientists and organizations who are actively trying to prepare for the ramifications of climate change.

DOCUMENTS ATTACHED:
1961

September 12, 2023
Attachment 1 – Powerpoint
1962
Sea Level Rise Adaptation
in San Francisco Bay
Richmond City Council
June 27, 2023
Jessica Fain, Director of Planning
San Francisco Bay Conservation and Development
Commission
1963
BCDC became the first coastal
management agency in the
nation in 1965
Photo credit: KQED Saving the Bay (2011)
The Bay in 1849
Bay fill in 1965
Projected 2020
(in 1965)
Sea level rise
1 foot by 2050
Sea level rise
6 feet by…
BCDC’s past and future
Background
1964
2/3 of
California’s sea
level rise
impacts will be
felt in the Bay
Area
ALREADY SEEN: + 8 inches SLR
PROJECTED BY 2050: + 12 to 32 inches
END OF CENTURY: 10+ feet?
Photo: Levee Breach near Highway 37 (February 26, 2019) Photo courtesy of Ghilotti Construction Company
Bay Adapt
• Temporary Flooding
• Permanent Inundation
• Shoreline Erosion
• Groundwater Rise
1965
No matter
where you live,
shoreline
flooding will
impact
everyone in the
Bay Area
What’s at risk?
(40-100 years)
Source: Adapting to Rising Tides Bay Area (2020)
Bay Adapt
1966
5 1967
6 1968
7 1969
A Rising Bay
A regional
problem
requires
regional
solutions (2)
Why?
• Flooding knows no boundaries
• Frontline communities: Most impacted and
fewest resources
• Near-term loss of wetlands
• Patchwork of protective actions
• Inconsistent application of science
• Competition not collaboration for limited funding
• No way to measure collective progress
Bay Adapt
1970
What is Bay
Adapt?
A regional, consensus-driven strategy
that lays out the actions necessary to
adapt the Bay Area to rising sea level to
protect people and the natural and built
environment
Bay Adapt
1971
Guiding Principles
Bay Adapt
1972
Bay Adapt Joint Platform
Context
5 Categories
9 Actions
21 Tasks
1 Bay Strategy
1973
Bay Adapt Joint Platform
Action 6: Figure out how to fund adaptation
 Task 6.1: Expand understanding of the financial costs and revenues associated with regional adaptation.
 Task 6.2: Establish a framework for funding plans and projects.  Task 6.3: Help cities and counties expand ways to fund adaptation planning projects.

Context
1974
Funding and Investment Framework
Sea Level Rise Funding
and Investment
Framework
Local Adaptation Projects and Study
Areas1
Local Adaptation Projects
Local Study Areas
192 projects in original inventory
132 projects updated with stakeholder input
Includes 47 new projects added
Potential Protective Infrastructure
Needs2
Placeholder Adaptation Needs
1 Includes projects identified in BCDC’s Shoreline Adaptation Project Map, a regional project inventory hosted through EcoAtlas: https://www.ecoatlas.org/groups/303 2 Placeholder needs determined by assuming the protection of the shoreline in place. 13 1975
Funding
Adaptation Needs
$110 billion1
Estimated cost of sea level rise adaptation through 2050 (in Year of Expenditure dollars)
• $52 billion: Estimated cost for known or planned projects • $54 billion: Estimated placeholder cost for areas with adaptation needs
• $3 billion: Estimated additional sediment management needs3 1 In year of expenditure (YOE) dollars. 2 In 2022 dollars. 3Estimate developed by BCDC and SFEI analysis. 14 $230+billion2
Estimated value of a subset of assets at risk through 2050 The cost of inaction is far higher than the cost of adaptation; We stand to lose much more if we do not act
Cost of Inaction
What is the regional estimate to fund adaptation?
1976
Adaptation Needs
Additional Findings
• Most planned projects are hybrid, representing a focus on multiple benefits.
• Alameda and Marin are estimated to have the highest
adaptation costs.
• Significant implementation gaps are present across the region; the largest gaps are in Alameda, Contra Costa,
and Marin2.

Escalated Regional Cost
by Project Type1
$110 billion (B)
1Values represented in Year of Expenditure dollars; Regional cost includes $3B in additional sediment need.
2Locally identified projects do not account for studies or plans without defined interventions.

Funding
1977
Inventory
City of Richmond Highlights
What do these findings mean to your city’s planning?
Richmond Projects (by estimated cost)
ouR Home - Resilient By Design
Terminal One Development & Waterfront
Park
North Richmond Shoreline Living Levee
Point Molate Regional Shoreline -
Restoration and Public Access Project
Miller Knox Regional Shoreline - Lagoon
and Marsh Restoration
Lower Wildcat Creek
Contra Costa
County Total
$13b
North Richmond Living Levee
Ecotone Levees; Restoration
Estimated Median Cost:
$6.26 million (2022)
Status: Planning/Scoping
1978
Forecasting Existing Public
Revenues
Updated Revenue Forecast (2022-2050)
Sea Level
Rise
Adaptation
Revenue
($ in billions
YOE)
Plan Bay Area 2050
Revenue Estimate
Framework
Revenue Estimate
$3.2 billion
$5.5 billion
US ACE
FEMA
Committed
Local Bonds
Measure AA
Other State & Federal

IIJA & IRA
’21, ‘22 CA Budget
17 Funding
Key Finding: Regional and/or local
measures will not be capable of closing
the funding gap. Additional funding from
federal and/or state sources will also be
necessary.

Parcel Tax
County & Regional
Ad Valorem Property Tax/GO Bond
Assessment District District-based (sub-local)
Case Studies
1979
Next Steps
What’s Next After the Framework?

1. Prioritize sea level rise investments through upcoming regional planning efforts by MTC/ABAG and BCDC, determining which areas require early action.

2. Explore opportunities to advance resilience through planned housing and transportation ballot measures. To the extent possible, integrate policies and programs to support sea level rise adaptation.

3. Collect and maintain project data through supporting the development of BCDC’s Shoreline Adaptation Project Mapping Program.

4. Accelerate advocacy efforts. Use updated data to pursue a larger share of state and federal dollars to protect people, places, and the environment.

5. Define lead roles to fund plans and projects. There is no one clear agency tasked with securing and distributing funding, which means that this is not occurring in a timely and organized manner.

6. Support local and private efforts to develop funding and financing tools. 1980
Bay Adapt What’s Next?
• Regional Shoreline Adaptation Plan: Vision, Guidelines & Funding
• Community Capacity Building
• Permitting Improvements
• Coordination, Communication and Tracking
What’s Next
1981
• Learn more and sign up for our newsletter at www.bayadapt.org • Be a champion for adaptation in your jurisdictions
• Tell us about plans and projects you want to develop or fund • Introduce us to CBOs who’d want to work with us
• Let us know if you’d like to host a presentation, workshop, field trip, or other event What’s Next
Stay Involved
1982
Stay involved
www.bayadapt.org
1983

September 12, 2023

City Council

DATE: September 12, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Vice Mayor Gayle McLaughllin

Subject:

Wildfire Prevention Memorandum of Understanding
(MOU)
FINANCIAL IMPACT: The City of Richmond previously has contributed $3,500 as its share of funding for the creation of this MOU

PREVIOUS COUNCIL
ACTION:

On September 28, 2021, the City Council approved a
resolution to form a Joint Powers Agency (JPA) to work
jointly with other East Bay jurisdictions on Wildfire Safety and Prevention

STATEMENT OF THE
ISSUE:

The City of Richmond agreed in 2021 to engage in
meetings with other East Bay Public Agencies to explore creating a Joint Powers Agency (JPA) to work together
on wildfire safety and prevention in the East Bay Hills.

Later, there was a consensus that a JPA which would
create a new government entity was unnecessary and
that a MOU among the agencies desiring to participate
would be sufficient.

RECOMMENDED ACTION: RECEIVE a presentation; and ADOPT a resolution authorizing the City of Richmond to enter into a
Memorandum of Understanding (MOU) among
jurisdictions in the East Bay Hills to form a wildfire
coordinating group to improve regionwide collaboration
on wildfire mitigation activities and reduce wildfire risk throughout the East Bay Hills. – Vice Mayor McLaughlin
510-620-6636

AGENDA
REPORT
1984

September 12, 2023
DISCUSSION:

On September 28, 2021, the City Council adopted a resolution in support of considering a Joint Powers Agency (JPA) among the more than 20 municipalities, counties, and fire districts in the East Bay Hills, including the City of Richmond, to facilitate coordination of wildfire safety and prevention.

Vice Mayor McLaughlin and Chief Montoya attended the meetings in regard to this. At a certain point in the discussions, it became clear that the group would prefer that agencies establish a coordinating group via a Memorandum of Understanding (MOU) among the participating agencies rather than a JPA. There was a consensus that a JPA which would create a new government entity was unnecessary and that a MOU among the agencies desiring to participate would be sufficient.

Meetings have occurred regularly over the past year two years. A smaller working group was established to come up with a draft MOU which both the Vice Mayor and the Fire Chief have participated in.

On June 28, 2023, some 40 public officials representing 28 jurisdictions met to discuss the MOU to facilitate coordination of wildfire prevention in the high-risk area of the East Bay Hills. The MOU itself was drafted by Shayna van Hoften, a partner with the Hanson Bridgett law firm working with counsel from several of the agencies represented at the meeting.

The next step is for the officials of the two counties, the cities and the fire districts in the area, to officially enter into the MOU.

Please see the attached MOU, a resolution introducing it, a list of all attendees at the June 28 meeting, and the presentation from June 28th.

After approval of the MOU by all participating agencies, the first meeting of the new Wildfire Prevention and Coordination Group is expected to be scheduled in the fall.

DOCUMENTS ATTACHED:

Attachment 1 – MOU
Attachment 2 – Resolution
Attachment 3 – List of all attendees at the June 28 meeting Attachment 4 – Presentation from June 28th
1985

19171435.11
MEMORANDUM OF UNDERSTANDING FOR COORDINATION OF WILDFIRE PREVENTION ACTIVITIES TO PROTECT THE EAST BAY HILLS IN ALAMEDA AND CONTRA COSTA COUNTIES This Memorandum of Understanding (“MOU”) is entered into as of __________, 2023, (the "Effective Date") by and between the following agencies (referred to herein individually as a “Participating Agency” and collectively as the “Participating Agencies"): [[List of agencies]]; and any other New Participating Agency in accordance with Section 4 of this MOU. Recitals A. The East Bay Hills along the border of Alameda and Contra Costa Counties, and extending north to Hercules and south to Fremont, is a high wildfire risk zone. As wildfires do not respect political boundaries, fire prevention and vegetation management should be regional efforts requiring coordination among the many jurisdictions, fire districts, and other regional agencies in the East Bay wildfire zone. B. With support from community organizations concerned with wildfire prevention, a group of public officials representing the counties, municipalities and fire districts in the East Bay Hills has come together to form a structure for meeting their common goals regarding regional wildfire prevention, including providing expertise and participation in regional efforts to improve grant funding and wildfire hazard reduction, resulting in the development, execution and implementation of this MOU. This group desires for the Counties of Alameda and Contra Costa, together with all municipalities and fire districts in the East Bay Hills that include areas in high wildfire risk zones, as determined by the California Department of Forestry and Fire Protection (CAL FIRE), to sign this MOU. C. Each of the Participating Agencies performs wildfire prevention activities, including but not limited to adopting and implementing fire codes; enforcing weed/overgrown vegetation hazard abatement standards; planning, funding and implementing wildfire hazard identification and mitigation programs; and engaging in separate and joint wildfire emergency response planning. D. Staff members of certain of the Participating Agencies currently work together to on common endeavors, particularly within Contra Costa County and within Alameda County, but less often across county lines. These efforts are expected to continue. In addition, the Participating Agencies desire to better coordinate these activities at both the governing body and staff levels to improve their efficacy and efficiency, with the shared goal of increasing each Participating Agency’s respective level of service to the residents and property owners in its own and neighboring jurisdictions. E. In furtherance of this goal, the Participating Agencies desire to create and benefit from opportunities for cross-agency communication and cooperation related to wildfire prevention in the East Bay Hills, without altering any of the Participating Agencies’ jurisdictional boundaries, existing cooperative efforts at the staff or Board/Council levels, or substantive legal authorities. F. The Counties of Alameda and Contra Costa are subdivisions of the State of California with responsibility for adopting and enforcing Fire Codes within all unincorporated 1986

19171435.11
areas of the County, though separate fire protection districts and municipalities provide fire prevention and suppression services throughout the entire County. G. The municipalities of [list of municipalities] are municipal corporations located in Alameda and Contra Costa Counties with responsibility for providing fire prevention and fire and emergency response services within their respective jurisdictions, whether directly or by contract with a local fire protection district. H. The municipalities of [list of municipalities] are municipal corporations located in Alameda and Contra Costa Counties in which fire prevention and fire and emergency response services are provided by local fire protection districts. I. Each of the counties listed in Recital F, above, is responsible for ratifying a Fire Code, and enforcing portions thereof, within the unincorporated portions of its respective jurisdiction. J. Each of the municipalities listed in Recitals G and H, above, is responsible for ratifying a Fire Code, and enforcing portions thereof, within its respective jurisdiction. K. The [list of fire protection districts] Districts are organized under the Fire Protection District Law of 1987 (Health & Safety Code § 13800 et seq.) to provide fire prevention and suppression services within their jurisdictions within portions of Alameda and Contra Costa Counties. NOW THEREFORE, the Participating Agencies agree as follows: 1. Shared Intent. The Participating Agencies desire to collaborate on strategies and activities to minimize wildfire hazards in the East Bay Hills by: A. Assisting in the development of model codes addressing fire prevention for local adoption, particularly during the regular cycles of fire code updates that occur every three years, and at other times as appropriate. B. Developing and implementing joint plans to reduce flammable wildland vegetation and replace it with wildfire resistant vegetation where appropriate C. Partnering together to identify and apply for state, federal or other grant funds to assist with wildfire risk mitigation activities including (but not limited to) risk identification, planning, and vegetation removal from public and private lands, protecting sensitive wildlife habitats and native plant landscapes, and supporting private property owners to implement home hardening activities. D. Planning together for wildfire evacuations and response, especially those that cross jurisdictional boundaries between one or more of the Participating Agencies. 2. Term of Agreement. The term of this MOU will commence on _______, 20__ and continue unless terminated pursuant to Section 7, below. 3. Co-operative Structure: East Bay Hills Regional Wildfire Prevention Coordinating Group. The Participating Agencies agree to form an East Bay Hills Regional Wildfire Prevention Coordinating Group (WPCG) as described below. The WPCG's 1987

19171435.11
responsibilities will be executed in a manner consistent with the Participating Agencies' individual fire prevention responsibilities. A. WPCG Members. Each Participating Agency will appoint one member and one alternate from its governing body to serve on the WPCG. More specifically, all WPCG members and alternates shall be elected or appointed members of Boards of Supervisors, City or Town Councils, Boards of Directors, or a functional equivalent. Upon authorizing execution of this MOU, each Participating Agency will endeavor to identify its member and alternate within two months. A quorum of the WPCG will consist of representatives of 50% plus one of the Participating Agencies B. Principles. The WPCG will adhere to the following principles: i. Each member of the WPCG commits to actively advance the Shared Intent described in Section 1 of this MOU. ii. The WPCG will provide a means of coordination, information sharing and peer review concerning means of accomplishing the Shared Intent described in Section 1 of this MOU. iii. Signing this MOU and appointing a member to the WPCG does not obligate any Participating Agency to include other Participating Agencies in their individual wildfire prevention and risk mitigation activities. C. Duties. The WPCG will undertake the following duties: i. Hold open and public meetings in accordance with a regular meeting schedule established by the WPCG, not less than quarterly. ii. Establish goals, procedures and programs, as necessary, for accomplishing the Shared Intent outlined in Section 1 of this MOU. iii. Designate a Fiscal Agent, as further described in Section 3.F, and provide policy oversight, advice and direction to the Fiscal Agent. iv. Develop and implement a plan for staff support of WPCG activities and objectives, whether provided by members from one or more Participating Agency, or one or more other consulting entities hired the WPCG (such as private companies, other public entities, community-based organizations, or other non-profit organizations). v. Institute a dues structure to fund WPCG activities, if so agreed by the WPCG members. vi. Apply for grants or other funds that may become available for joint use by the Participating Agencies, if so agreed by the WPCG members. vii. In the event that either (i) a dues structure is instituted, or (ii) grants or other funds are received: Adopt, monitor and revise a budget for expenditure or distribution of such funds on an annual basis (or other timeframe established by the WPCG, 1988

19171435.11
taking into account the life cycle of various grants and Participating Agency contributions). The budget will generally outline the staffing assignments and resources needed to accomplish the funded projects. D. Chair. At the first meeting of each calendar year, the WPCG will elect a Chair for purposes of facilitating meetings of the WPCG and overseeing development of the agenda, with whatever assistance the Chair requires. The Chair also may create a stakeholder advisory group consisting of individuals such as representatives of other public agencies, Firesafe Councils, neighborhood or other community-based organizations, and other organizations owning land and/or serving communities of residences and businesses in the East Bay Hills wildfire zone. E. Decision Making. The WPCG shall make decisions only with an affirmative vote of a majority of the WPCG members (or their alternates, in the members' absence). Additional decision-making procedures may be established by the WPCG as needed. F. Designation of a Fiscal Agent. The WPCG will designate one of the Participating Agencies to serve as the WPCG's "Fiscal Agent," in which role that entity will (i) serve as the WPCG treasurer and (ii) enter into contracts on behalf of the WPCG. The WPCG will review the designation of the Fiscal Agent not more often than once every three years and with at least six months of time for the then-current and newly-selected agencies to prepare for the transition. The selection is subject to approval by the governing body of the newly-selected entity. In the event of a new designation and approval of the governing body of the newly-selected Fiscal Agent, the then-current and newly-selected Fiscal Agents will seek approval from their governing bodies to (i) transfer funds or access to WPCG accounts to the new Fiscal Agent, (ii) assign all outstanding WPCG-required contracts to the new Fiscal Agent, and (iii) take such other actions as may be necessary or convenient to effect the transition of the Fiscal Agent role. The WPCG will establish a process for reimbursing the Fiscal Agent for its actual costs and expenses accrued in performing its duties under this MOU, including for staff time based on then-current hourly rates of compensation. 4. Addition of Participating Agencies. Additional municipalities, special districts, and other public agencies may become Participating Agencies after obtaining approval of (a) their governing bodies, and (b) the WPCG. Any additional Participating Agency must evidence its agreement to the terms of this MOU, or a subsequent restatement of this MOU, by executing a signature page in the same form used by the original Participating Agencies and accepting the then-current terms of this MOU. Counter-signature by only the Fiscal Agent is required for the additional Participating Agency to be bound by the terms of this MOU with all other signatories to this MOU. 5. Employment of Personnel. The employees of each Participating Agency coordinating services pursuant to this MOU are not, and shall not be deemed, employees of any of the other Participating Agencies for any purpose. Each Participating Agency shall be solely responsible for all salary, benefits, workers’ compensation, and insurance for its personnel providing services pursuant to this MOU, and said personnel shall be considered solely employees of the Participating Agencies for all supervisory, disciplinary and other employment related purposes. 6. Litigation Support. The Participating Agencies will make their employees available to testify in any litigation brought regarding work performed under this MOU. Should a 1989

19171435.11
Participating Agency request that another Participating Agency’s employees testify in litigation following the termination of this MOU, the requesting Participating Agency shall compensate the Participating Agency that is fulfilling the request for employees’ costs and expenses in preparing for, traveling to, and testifying in such matters at the employee’s then current hourly rate of compensation, unless such litigation is brought by the requesting Participating Agency or is based solely on allegations of the Participating Agency’s negligent performance or wrongdoing. 7. Termination or Withdrawal. At any time and without cause, a Participating Agency may terminate its participation in this MOU by giving sixty (60) days’ prior written notice to the other Participating Agencies. 8. Indemnification. Each of the other Participating Agencies will jointly indemnify, and hold harmless the Fiscal Agent and its directors/councilmembers/supervisors, officers, employees and agents (collectively, “Indemnitees”) against all liability, claims, suits, actions, costs or expenses arising from loss of or damage to property, and injuries to or death of any person (including but not limited to the property or employees of each Participating Agency) when arising out of performance of this MOU. The indemnifying Participating Agencies’ obligation to defend includes the payment of all reasonable attorneys’ fees and all other costs and expenses of suit, and if any judgment is rendered, or settlement entered, against any Indemnitee, the indemnifying Participating Agencies must, at their expense, satisfy and discharge the same. This Section 8, Indemnification, will survive termination or expiration of this MOU. 9. General Provisions. A. Not a Joint Venture or Joint Powers Authority. The Participating Agencies intend by this MOU to establish only a coordinating arrangement with regard to their respective individual and joint fire prevention activities, and do not intend to create a joint powers agency, partnership, joint venture, or joint enterprise at this time. B. No Third-Party Beneficiary. This MOU is only for the benefit of the Participating Agencies as corporate entities and shall not be construed as or deemed to operate as an agreement for the benefit of any third party or parties. This MOU does not entitle any third party or parties to any right, benefit, position, or right of action of any kind for any reason whatsoever. C. Notices. All written notices required or permitted to be given under this MOU will be deemed made when received by the other party or parties at its/their respective address(es) as indicated on its/their Signature Page(s), attached at the end of this MOU. D. Waiver. No failure on the part of any Participating Agency party to exercise any right or remedy hereunder shall operate as a waiver of any other right or remedy that any Participating Agency may have hereunder, nor does waiver of a breach or default under this MOU constitute a continuing waiver of a subsequent breach of the same or any other provision of this Agreement. E. Counterparts. This MOU may be executed in one or more counterparts, each of which shall be considered an original and all of which constitute a single instrument. 1990

19171435.11
F. Severability. If any provision of this MOU or the application thereof to any person, entity or circumstance shall, to any extent, be invalid or unenforceable, the remainder of this MOU, or the application of such provision to persons, entities or circumstances, other than those as to which it is invalid or unenforceable, shall not be affected thereby, and each other provision of this MOU shall be valid and enforceable to the fullest extent permitted by law. G. Amendment. No modification, waiver, mutual termination, or amendment of this MOU is effective unless made in writing and signed by all of the Participating Agencies. H. Disputes. In any dispute over any aspect of this MOU, the prevailing party shall be entitled to reasonable attorney’s fees and costs. I. Governing Law. This MOU, regardless of where executed, shall be governed by and construed to the laws of the State of California. Venue for any action regarding this Agreement shall be in the Superior Court of Alameda or Contra Costa County. J. Existing Agreements. This MOU supplements, and does not replace, any prior or future agreements between any two or more Participating Agencies, including for contracted, shared or cooperative fire prevention and/or emergency medical services . IN WITNESS WHEREOF, the parties have caused this MOU to be executed effective as of the day and year first above written. [[SIGNATURE PAGES FOR EACH SIGNATORY AGENCY] 1991
Reso. No. XX-17

RESOLUTION NO. XX

ADOPT A RESOLUTION AUTHORIZING THE CITY OF RICHMOND TO ENTER

INTO A MEMORANDUM OF UNDERSTANDING (MOU) AMONG JURISDICTIONS

IN THE EAST BAY HILLS TO FORM A WILDFIRE PREVENTION COORDINATING

GROUP TO IMPROVE REGIONWIDE COLLABORATION ON WILDFIRE

MITIGATION ACTIVITIES AND TO REDUCE WILDFIRE RISK THROUGHOUT

THE EAST BAY HILLS

WHEREAS, the series of historic wildfires throughout California and the Western United States in recent years demonstrates that the impacts of global climate change will continue to have potentially devastating local effects throughout the region; including habitat destruction, loss of life, economic impacts, infrastructural damage, and public health hazards associated with air quality, and

WHEREAS, reactive approaches to fire management and containment are deployed during times of crisis and overextend local and state resources; and

WHEREAS, the spread of wildfire does not respect political or jurisdictional boundaries; burning embers travel widely and air quality impacts from smoke extend throughout the region; and

WHEREAS, a large portion of the East Bay region, including the East Bay Hills from Hercules to Fremont are a CalFire designated high-risk danger zone; and

WHEREAS, a more coordinated approach among jurisdictions and investment in vegetation management and other wildfire prevention programs will help to mitigate the number and severity of wildfire events; and

WHEREAS, regional intergovernmental coordination may prove both more effective and more efficient in developing and implementing best practices, as well as sharing expertise and other resources; and

WHEREAS, the East Bay Region contains more than 20 municipalities, counties, and fire districts, including the City of Richmond, that may benefit from a coordinated fire management approach; and

WHEREAS, with support from local community organizations and individuals concerned with wildfire prevention, a group of public officials representing the counties, municipalities and fire districts in the East Bay Hills decided to create a formal structure for interested cities, counties and fire districts in the East Bay Hills to collaborate and meet their common goals regarding regional wildfire prevention; and

WHEREAS, these public officials have agreed that a Memorandum of Understanding (MOU), which provides the legal basis for the jurisdictions to work together to accomplish agreed upon goals, would be the most efficient and effective legal structure to create this intergovernmental collaboration, referred to as the “Wildfire Prevention Coordinating Group” (WPCG); and

WHEREAS, the counties of Alameda and Contra Costa, the cities of Berkeley, Oakland, Pinole and Richmond, and the Moraga-Orinda Fire District have all contributed financing to facilitate discussions about forming a WPCG and developing a draft MOU; and

WHEREAS, the participants in the MOU, referred to as Participating Agencies, would themselves decide upon goals, objectives, activities, any required budget and staffing, to support the WPCG; and

WHEREAS, participants have discussed several potential areas of collaboration, including: developing and implementing joint plans to reduce flammable wildland vegetation and replace it with wildfire resistant vegetation where appropriate; partnering 1992
Reso. No. XX-17

together to identify and apply for state, federal or other grant funds to assist with regional wildfire risk mitigation activities; collaboration on local building and fire code updates; and planning together for wildfire evacuations and response, especially those that cross jurisdictional boundaries between one or more of the Participating Agencies; and

WHEREAS, each Participating Agency would appoint one member and one alternate from its governing body to serve on the WPCG. More specifically, all WPCG members and alternates shall be elected or appointed members of Boards of Supervisors, City or Town Councils, Boards of Directors, or a functional equivalent; and

WHEREAS, the WPCG will designate one of the Participating Agencies to serve as the WPCG's "Fiscal Agent," in which role that entity will (i) facilitate ongoing discussions of the WPCG, (ii) serve as the WPCG treasurer, and (iii) enter into contracts on behalf of the WPCG, if necessary; and

WHEREAS, signing the MOU and appointing a member to the WPCG would not obligate any Participating Agency to include other Participating Agencies in their individual wildfire prevention and risk mitigation activities; and

WHEREAS, signing the MOU and appointing a member to the WPCG would not alter any of the Participating Agencies’ jurisdictional boundaries, existing cooperative efforts at the staff or Board/Council levels, or substantive legal authorities; and

WHEREAS, the MOU supplements, and does not replace, any prior or future agreements between any two or more Participating Agencies, including for contracted, shared or cooperative fire prevention and/or emergency medical services; and

WHEREAS, at any time and without cause, a Participating Agency may terminate its participation in this MOU by giving sixty (60) days’ prior written notice to the other Participating Agencies; now, therefore, be it

NOW, THEREFORE, BE IT RESOLVED that the Richmond City Council approves the Memorandum of Understanding between the City of Richmond and other Participating Agencies in the East Bay Hills in order to improve collaboration on wildfire prevention activities and improve safety throughout the region, and authorizes the City Manager to execute the MOU.

**********************

I certify that the foregoing resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held September 12th, 2023, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

PAMELA CHRISTIAN

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

Mayor

1993
Reso. No. XX-17

Approved as to form:

City Attorney

State of California }
County of Contra Costa : ss.

City of Richmond }

I certify that the foregoing is a true copy of Resolution No. XX, finally passed and adopted by the Council of the City of Richmond at a regular meeting held on INSERT DATE ADOPTED.

Pamela Christian, Clerk of the City of Richmond
1994
Jurisdiction/Agency Meeting Attendee Name
Alameda County Ali Abbors
Alameda County Shahidah Williams
Alameda County Fire Department Willie McDonald
Alameda County LAFCO Rachel Jones
Alameda County Resource Conservation District Katherine Boxer Bay Area Air Quality Management District Dan Meer
Bay Area Council Abby Raisz
Bay Area Council Economic Institute Patrick Kallerman
CalFire Ed Orre
Caltrans Leah Budu
City of Alameda Nicholas Luby
City of Albany James Boito
City of Berkeley Anthony Rodriguez
City of Berkeley Chris Pinto
City of Berkeley Dan Green
City of Berkeley David Sprague
City of Berkeley Susan Wengraf
City of El Cerrito Karen Pinkos
City of El Cerrito Paul Fadelli
City of Fremont Allen DeMers
City of Fremont Heather Mozdean
City of Hayward Kelly McAdoo
City of Hercules Dante Hall
City of Hercules Tim Rood
City of Moraga Scott Mitnick
City of Oakland Joe DeVries
City of Oakland Keara Odoherty
City of Orinda David Biggs
City of Piedmont Dave Brannigan
City of Pinole Andrew Murray
City of Pinole James Parrott
City of Pinole Maureen Toms
City of Richmond Angel Montoya
City of Richmond (District 5) Gayle McLaughlin
Claremont Canyon Conservancy Jon Kaufman
Contra Costa County Edgar Rosales
Contra Costa County Robert Rodgers
Contra Costa County (District 2) Jill Ray
East Bay Municipal Utilties District Scott Hill
East Bay Regional Park District Aileen Theile
El Cerrito Eric Saylors
Hanson Bridgett Shayna van Hoften
Kensington Fire Larry Nagel
Livermore-Pleasanton Fire Department Jason Solak
Livermore-Pleasanton Fire Department Kim Colantuono
Livermore-Pleasanton Fire Department Ryan Rucker
1995
Moraga-Orinda Fire District Dave Winnacker
Oakland Fire Department Matthew Nichelini
Oakland Firesafe Council Ken Benson
Oakland Firesafe Council Lisa Jacobs
Oakland Firesafe Council Sue Duncan
PlaceWorks David Early
Renne Public Law Group Rubin Cruse
Rodeo-Hercules Fire District Rebecca Ramirez
Rodeo-Hercules Fire District Tammy Tomas
San Ramon Valley Fire Protection Lance Maples
West Contra Costa Fire Safe Council Soheila Bana
Dick Schneider
Marco Sherman
Pedro Ruiz
Skyler Dias
1996
Title Email
Planner III [email protected]
Public Protection Policy Associate [email protected] Fire Chief [email protected]
Executive Officer [email protected]
Chief Executive Officer [email protected]
Manager, Special Projects [email protected]
Research Manager [email protected]
Vice President of Research [email protected] Division Chief [email protected]
Principal Transportation Engineer [email protected]
Fire Chief [email protected]
Fire Chief [email protected]
Legislative Aide [email protected]
Assistant Fire Chief [email protected]
Assistant Fire Chief [email protected]
Fire Chief [email protected]
Councilmember [email protected]
City Manager [email protected]
Councilmember [email protected]
Assistant to the City Manager
Deputy Fire Chief, Training & EMS
CITY MANAGER [email protected]
City Manager [email protected]
Community Development Director  [email protected] Town Manager [email protected]
Deputy City Administrator [email protected]
City Council [email protected]
City Manager [email protected]
Fire Chief [email protected]
City Manager [email protected]
Fire Consultant [email protected]
Councilmember [email protected]
Fire Chief [email protected]
Council Member [email protected]
President, Board of Directors [email protected]
District Coordinator (John Gioia) [email protected] District Coordinator (John Gioia) [email protected] Field Representative (Candace Andersen) [email protected] Manager, Watershed and Recreation [email protected]
Fire Chief [email protected]
Fire Chief [email protected]
Attorney [email protected]
Secretary  [email protected]
Deputy Fire Chief [email protected]
Assistant Fire Marshal [email protected]
Fire Marshal [email protected]
1997
Fire Chief [email protected]
Assistant Chief of Fire Department [email protected] President [email protected]
Secretary [email protected]
Public Member [email protected]
Senior Advisor [email protected]
Attorney
Fire Chief [email protected]
Administrative Assistant [email protected]
Division Chief [email protected]
President [email protected]
1998
Photo credit: Julia Sumangil Photography
East Bay Hills Wildfire Prevention & Coordination
A grassroots advocacy effort to create a formalized agreement to reduce wildfire threat throughout the East Bay
1999

1. Welcome

2. Presentation

3. Question & Answer

4. Next Steps
Meeting Agenda
June 28, 2023
Photo credit: Julia Sumangil Photography2000
Increasing Threats
In the face of increasing threats from wildfire, it is
time for a new, more effective, regional approach to
keep residents safe.

Regional Issue
Wildfires do not respect political boundaries so fire
prevention and vegetation management should be
regional efforts.

Difficult to Coordinate
Coordinating among the many jurisdictions is a
challenge without a specialized mechanism
Guiding Principles for a
Regional Approach to
Wildfire Prevention
2001
Existing Wildfire Prevention Activities
» Hills Emergency Forum (HEF)
» Regional Priority Plan (RPP)
» Community Wildfire Protection Plan (CWPP)
» EBRPD Wildfire Risk and Fine Scale Vegetation Mapping » East Bay Regional Communication System Authority
2002
Gaps in Wildfire Prevention Activity
Coordination
» Coordination exists for wildfire suppression, but not for prevention » Increased Attention should be given to WUI areas
» No dedicated staff for regional wildfire prevention coordination » No interjurisdictional framework for policy making
» Uneven enforcement of vegetation management regulations and state fire code » State and federal grant procurement could be optimized through regional coordination, support for smaller jurisdictions
2003
Our Work to Date
» 2019-2021: Oakland Firesafe Council (OFC) and affiliated organizations began fundraising and coordination of this current effort
» December 2021: First meeting of 25+ agency officials
» Summer 2022: Agreement to work towards MOU
» Fall 2022: OFC retains Hanson Bridgett law firm to draft MOU » Dec 2023: Draft MOU is presented to Working Group
» Spring 2023: MOU is revised with input from Working Group » June 2023: Working Group agrees to present Revised MOU to agency representatives and make public
2004
Funding Partners Supporting MOU
Development
» Bay Area Air Quality Management
District
» Donner Family Fund
» State Coastal Conservancy grant
with the Bay Area Council Economic
Forum
» California State Auto Association
insurance division
» PG&E
» Additional contributions from
individuals and neighborhood groups
in the East Bay Hills
» Alameda County
» Contra Costa County
» City of Berkeley
» City of Oakland
» City of Richmond
» City of Pinole
» Moraga-Orinda Fire Protection District
2005
Photo credit: Julia Sumangil Photography
Alameda County
Office of Supervisor Keith Carson, Fire Chief William McDonald Contra Costa County
Office of Supervisor John Gioia, Fire Chief Lewis Broschard City of Berkeley
Councilmember Susan Wengraf, Assistant Fire Chief Dan Green City of Oakland
Deputy City Administrator Joe DeVries,
Deputy Fire Chief Damon Covington/Fire Chief Reginald Freeman City of Pinole
Mayor Pro Tem Maureen Toms
City of Richmond
Councilmember Gayle McLaughlin, Fire Chief Angel Montoya Moraga-Orinda Fire Protection District
Fire Chief Dave Winnacker
Working Group
Members
Photo credit: Julia Sumangil Photography2006
Photo credit: Julia Sumangil Photography
Memorandum of Understanding
for coordination of wildfire prevention activities to protect the East Bay Hills in Alameda and Contra Costa Counties
2007
Recitals
» Highlights the high wildfire risk in the East Bay Hills area » Emphasizes the need for regional coordination among
jurisdictions, fire districts, and regional agencies
» Formation of a group of public officials representing the counties, municipalities, and fire districts
» Common goals regarding regional wildfire prevention
2008
Recitals, Continued
» Description of the wildfire prevention activities performed by Participating Agencies
» Current collaboration efforts within counties, but limited coordination across county lines
» Desire to improve coordination and enhance efficacy and efficiency of activities
» Shared goal of increasing each Participating Agency's level of service to residents and property owners
2009
Recitals, Continued
» Desire to create opportunities for cross-agency communication and cooperation
» No alteration of jurisdictional boundaries, cooperative efforts, or legal authorities
» Description of responsibilities of the counties, municipalities, and fire protection districts
» Ratification and enforcement of Fire Codes within respective jurisdictions
2010
Shared Intent
» Collaboration strategies and activities to minimize wildfire hazards in the East Bay Hills
» Assisting in the development of model codes for fire prevention » Joint plans for vegetation management and wildfire-resistant vegetation
» Partnering to apply for state, federal, and other grant funds » Planning for wildfire evacuations and response across jurisdictions2011 Co-operative Structure
East Bay Hills
Regional Wildfire
Prevention Coordinating
Group (WPCG)
2012
Formation and Composition
» Each Participating Agency appoints one member and
one alternate from its governing body
» Members and alternates are elected or appointed
officials
2013
Principles and Duties
» Hold open and public meetings
» Establish goals, procedures and programs
» Designate a Fiscal Agent
» Develop and implement a plan for staff support
» Institute a dues structure
» Apply for grants and other funds
» Adopt an annual budget
2014
Decision Making Process
» Decision making requires an affirmative vote of the
majority
» Quorum requires representatives from 50% plus one of
the Participating Agencies
» Additional decision-making procedures may be
established
2015

NEXT STEPS
» Ratification by City Councils, Boards of Supervisors
and Fire District Boards of jurisdictions in the East
Bay wildfire high risk zone
2016
JON KAUFMAN [email protected]
LISA JACOBS [email protected]
DAVID EARLY [email protected]
EastBayWildfire.org
Contact
2017