September 19, 2023
Public Works
DATE: September 19, 2023
TO: Mayor Martinez and Members of the City Council
FROM:
Daniel Chavarria, Director of Public Works
Greg Hardesty, Parks Maintenance Superintendent
Subject:
Proposed Contract for On -Call Fencing Service on an
As-Needed Basis
FINANCIAL IMPACT: The on-call fencing service contract will be for a not-to- exceed amount of $500,000 for a term of three years with two optional one-year extensions. In conformance with
City policy, eligible funds will be budgeted in the Public Works Parks Maintenance Division budget and
encumbered prior to issuance of individual Work
Authorizations for performance of specific services.
PREVIOUS COUNCIL
ACTION:
Click or tap here to enter text.
STATEMENT OF THE
ISSUE:
Public Works staff is recommending approval of a
standing contract for On-Call Fencing Service with Paine Construction, Inc. (Rio Linda)
RECOMMENDED ACTION:
ADOPT a resolution awarding an on-call contract for
fencing services on an as-needed basis with Paine
Construction, Inc. in an amount not to exceed $500,000, for a three-year term beginning September 12, 2023
through June 30, 2026, with two optional one-year
extensions, for an additional amount not to exceed
$300,000 for the additional two one-year periods – Public Works Department (Daniel Chavarria 510-620-5478/Greg
Hardesty 510-620-6920).
AGENDA
REPORT
1139
September 19, 2023
DISCUSSION:
The City has experienced a sharp increase in city-wide fence maintenance needs. To respond to the increasing demand, the City of Richmond solicited bids on May 12, 2023, for citywide on-call fencing on an as-needed basis . On June 7, 2023 , no bids were received. The citywide on -call service was rebid on June 21, 2023. O n July 7, 2023, one bid was received. The bid was reviewed by Greg Hardesty (Parks Maintenance Division Superintendent), Mark Maltagliati (Parks Maintenance Division Supervisor), and Daniel Chavarria (Director of Public Works).
To establish a baseline for competitive bidding, Public Works staff included a bid sheet in the solicitation. The unit costs and resulting total costs provided by bidders serve as a basis for establishing the lowest responsive and responsible bidder. This process also ensures each vendor has a set unit cost for services when work is performed under this contract. The total amount for this contract includes a not-to-exceed amount to cap the work that can be performed during the term of the contract. The following is a tabulation of the bid that was received:
Paine Construction, Inc., Rio Linda $727,000
Public Works staff members recommend awarding a three-year standing on-call contract for $500,000 to Paine Construction, Inc., with two optional one-year extensions in an amount not to exceed $300,000 for the additional two one-year periods.
DOCUMENTS ATTACHED:
Attachment 1 – Resolution
Attachment 2 – Paine Construction, Inc. Contract
Attachment 3 – BidsOnline Report
Attachment 4 – Bid Result
Attachment 5 – Request for Bids
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RESOLUTION NO. _______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
RICHMOND AWARDING ONE ON-CALL CITY WIDE FENCING
SERVICES CONTRACT IN AN AMOUNT NOT TO EXCEED $500,000
FOR A THREE-YEAR PERIOD WITH TWO ONE-YEAR OPTIONS TO
EXTEND
WHEREAS, the Parks Maintenance Division of the Public Works Department anticipates fence maintenance projects funded by various fund sources, will arise during the period of September 12, 2023 to June 30, 2026; and WHEREAS, the City’s procurement process for fence maintenance contracts can take up to three months before contracts are fully executed and a project can begin; and
WHEREAS, the Public Works Department has demonstrated that the use of this on-call fence contractor that has passed the competitive bidding process eliminates much of the delay and costs associated with project-by-project bidding; and
WHEREAS, on June 21, 2023, the Parks Maintenance Division issued a request for bids for On-Call City-Wide Fencing Services through the City’s BidsOnline system; and
WHEREAS, one (1) fencing contractor submitted bids; and WHEREAS, the bid was reviewed by Greg Hardesty (Parks Maintenance Superintendent), Mark Maltagliati (Parks Maintenance Supervisor) and Daniel Chavarria (Director of Public Works); and
WHEREAS, the one responsive bidder is Paine Construction, Inc.; and WHEREAS, the On-Call City Wide Fencing Services Contract with the approved contractor would be for an amount not to exceed $500,000 over a three- year period with two one-year options to extend each contract; and WHEREAS, the additional two one-year extension periods would be for a total not to exceed amount of $300,000; and
WHEREAS, the contractor hired for On-Call City Wide Fencing Services will provide services as requested by the City Manager and/or Director of Public Works; and
WHEREAS, contractor on the standing on-call list will be asked to submit proposals for each project and a Work Authorization will be issued to the contractor per project.
NOW, THEREFORE, BE IT RESOLVED that the City Council finds the above recitals are true and correct and have served, together with the Agenda Report, as the basis for the fundings and actions set forth in this Resolution.
BE IT FURTHER RESOLVED that the City Council of the City of Richmond hereby authorizes the City Manager or their designee to execute the On- Call City Wide Fencing Services contract, and to negotiate and execute the two one-year options to extend each contract.
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I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting held on September 19, 2023, by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
________________________________________
Clerk of the City of Richmond
(SEAL)
Approved:
_______________________________
Mayor
Approved as to form:
____________________________
City Attorney
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
1176
City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
1177
City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
1186
City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 08/17/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 07/31/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 07/31/2023
PlanetBids, Inc.
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City of Richmond
CITY WIDE FENCING SERVICES, bidding on 07/07/2023 11:00 AM (PDT)
Printed 07/31/2023
PlanetBids, Inc.
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1 REQUEST FOR BIDS
CITY WIDE FENCING SERVICES
Interested vendors may obtain copies of the Bid from the City o f Richmond’s website www.ci.richmond.ca.us/bids. To download documents, new vendors will be required to regist er. Once the vendor downloads any documents relative to a solicitation, that vendor's name will appear on the prospective bidders list for that project and will receive any addenda or notifications relating to the quote.
All submittals must be submitted electronically thru BidsOnline www.ci.richmond.ca.us/bids, shall be accepted until 11:00 am, June 7, 2023
Hand delivered, fax and email submittals will not be accepted.
SECTION A
A1. Introduction
The City of Richmond (“City”) is soliciting Bids for fencing in stallation and repair on an as- needed basis for various City of Richmond facilities. The anticipated term of this contract will be for a period of three (3) years and an option to renew for two years by means of a mutual agreement of both parties.
A2. Inquiries
All questions must be submitted via the electronic BidsOnline system on the Q&A tab by 5:00 p.m. PST, on May 29, 2023. If the City finds it necessary to issue an addendum, prospective bidders will receive e-mail notification of addendum. Otherwise, answers to questions received will be provided on the Q&A tab and notification will be sent by May 30, 2023. It is the bidder’s responsibility to periodically check the BidsOnline website www.ci.richmond.ca.us/bids for any possible Addenda to the Bid that may have been posted.
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2 A3. Method of Award & Payment
A 3.1 Once an award has been made the City of Richmond will set up a contract with the responsive bidders.
A 3.2 All payments shall be made after successful completion of each project.
No advance payments will be allowed.
A 3.3 The City of Richmond shall not be held liable for any costs incurred in the preparation and production of bid, or for any work performed prior to the issuance of a purchase order.
A 3.4 Awards made for this requ est including all change orders shall not exceed $750,000.
A4. Rejection of Bids
This request for bid does not commit the City of Richmond to award a contract, or to procure or to contract for services or supplies. The City of Richmond r eserves the right to accept or reject any or all bids received as a result of this request; or to cancel in part or in its entirety this bid.
A5. Insurance & indemnification
Insurance Requirements The City of Richmond requires consultants doing business with it to obtain insurance, as shown in the document attached on BidsOnline. The required insurance certificates must comply with all requirements of the standards as shown in the insurance requirements. The successful Contractor and all Subcontractors used in the work will be required to hold or to obtain a City of Richmond business license for which the fee will not be waived. Also, a C-13 Fencing Contractor’s License is required. Compliance with City Ordinances The Contractor and all Subcontractors shall comply with the City of Richmond Nondiscrimination Clauses in City Contracts Ordinance (Richmond Municipal Code (RMC) Chapter 2.28), Business Opportunity Ordinance (RMC Chapter 2.50), Local Employment Program Ordinance (RMC Chapter 2.56), Living Wage Ordinance (RMC Chapter 2.60) and Ordinance Banning the Requirement to Provide Information of Prior Criminal Convictions on all Employment Applications (“Ban the Box”) (RMC Chapter 2.65), which are incorporated into the Contract Documents by this reference.
A5. Prevailing Wage
The Director of the Department of Industrial Relations of the State of California has ascertained the prevailing rate of per diem wages in dollars, based on a working day of eight hours, for each craft or type of worker or mechanic needed to execute any construction or maintenance contract, which may be awarded by Public Works. The current prevailing wage rates as adopted by the Director of the Department of Industrial Relations are incorporated herein by reference and may be accessed at http://www.dir.ca.gov/ (General Prevailing Wage determination made by the Director of Industrial Relations / Pursuant to California Labor Code Part 7, Chapter 1, Article 2, Section 1770, 1773 and 1773.1).
Contractor is required to pay the prevailing wage rate referred to above and is responsible for selecting the craft/classification of workers which will be required to perform this service in accordance with the Contractor's method of performing the work. Pursuant to Section 1200
3 1775 of the Labor Code (State of California) Contractor shall forfeit $50 for each calendar day, or portion thereof, for each worker paid less than the stipulated prevailing wage rates for any public work done under this Contract or by any subcontractor.
SECTION B
B1. Scope of work
Contractor shall provide all labor, tools, material, equipment, supplies and other related needs to install and/or repair various types of fencings, gates, and accessories at various City of Richmond facilities.
B 1.1 Contractor shall provide, i nstall, repair various types of gates including swinging gates and rolling gates, including all hardware and safety devices.
B 1.2 Contractor shall maintain the security of all sites while work is being done.
B 1.3 Contractor shall verify and be responsible for all measur ements and q uantities.
B
1.4 Contractor shall create all drawings and obtain any required permits.
B 1.5 Contractor shall not interfere with facility operations.
B 1.6 Contractor shall provide all labor, material, equipment, and supervision needed.
B 1.7 Contractor shall conduct on -site work between 8:00 am – 4 :30 pm Monday through Friday.
B
1.8 Contractor will have access to parking on site.
B 1.9 Contractor shall provide submittals, which shall be appro ved before any work begins
B 1.10
Upon completion of the project, Contractor shall submit all closeout Documentation
B 1.11 Contractor shall complete all on site work including cl oseout within allotted time per project.
B 1.12 Contractor shall work site and materials on site shall be secured daily.
Standard specifications for chain link fencing:
B 1.13 Comply with construction standards institute section 32 3113 – chain link fencing and gates.
B 1.14
Standard line posts: 2.375 inch outside diameter, schedule 40 galvanized steel pipe.
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4 B 1.15 Standard gate posts: 3.50 0-inch diameter for man gates and 6.625 inch diameter for vehicular gates; gateposts to be galvanized steel pipe.
B 1.16 Standard top, bottom, and brace rail: 1.660 inch outside diameter, plain end, sleeve coupled galvanized steel pipe.
B 1.17 Standard tension bars: 3/16 inches by 3/4 inch galvaniz ed steel flat bars.
B 1.18 Caps: cast steel or malleable iron, galvanized, sized to post dimension, set screw retained.
B 1.19 Fittings: sleeves, bands, clips, rail ends, tension bars, fasteners and fittings shall be galvanized steel.
B 1.20 Standard gate hardware: fork type latch with gravity dr op; center gate stop and drop rod; three 180 d egree gate hinges per leaf.
B 1.21 Set gate and posts plumb, in concrete footings with top of footing 1 inch above finish grade or driven depending upon direction from city per project. Slope top of concrete for water runoff.
B 1.22 Footings for line, end, and corner posts shall be 8-inches diameter by 3 feet deep below finish grade. Gatepost footings shall be 12-inches diameter by 3 feet 6 inches deep below finish grade. Set post on brick or concrete riser. (all posts shall be set min. 18” deep in 2500 psi concrete min.)
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5 BID
The respondent, incompliance with the above reference project, having examined the specifications, City of Richmond insurance requirements, City of Richmond purchase order/work authorization terms and conditions, related documents and the site of the proposed work, and having become completely familiar with local conditions surrounding the proposed work, including availability of materials and labor, hereby , proposes to perform all work at rates stated below, which are to cover all expenses incurred in performing the work.
ITEM
DESCRIPTION
ESTIMATED
QUANTITY UNITS
PRICE/UNIT EXTENSION
1. Removal and disposal of existing chain link
fence, up to 10 ft high, including posts with
concrete footing and backfilling of holes.
Fabric and gates shall be salvaged.
1,000
FT
2. 4 ft. Chain link, 9 gauge with 1 5/8" top rail
and 2 3/8' posts - installed, tuf 40 or sch
40 1,000
FT
3. 6 ft chain link, 9 gauge with 1 5/8" top rail
and 2 3/8" posts - installed, tuf 40 or sch
40 1,500
FT
4. 8 ft chain link, 9 gauge with 1 5/8" top rail
and 2 3/8" posts - installed, tuf 40 or sch
40 1,000 FT
5. 10 ft. Chain link, 9 gauge with 1-5/8”
Top rail and 2-3/8” posts –
Installed, tuf 40 or sch 40
500 FT
6. 4 ft x 6 ft single gate with all hardware
10 EA
7. 4 ft x 8 ft single gate with all hardware
10 EA
8. 10 ft x 8 ft double gate with all hardware
2 EA
9. 10 ft x 10 ft double gate with all
hardware
2 EA
10. 12 ft. Chain link 9 gauge 1 3/4"x1
3/4" tennis court mesh 1 5/8" top and mid
rails, 2 7/8" line posts tuf 40 or better
200
FT
11. 8’ high x 3” wide ornamental iron gate with
frame of 2”x 3”x 3/16” steel tube, two (2)
posts 4”x 4” x3/16” steel tube set in
concrete
200
FT
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6 CONTRACTOR’S LEGAL NAME:
CONTACT PERSON:
REGISTRATION NO WITH DIR: CONTRACTOR’S LICENSE #:
E-MAIL:
PHONE:
SIGNATURE: D A T E :
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September 19, 2023
Public Works
DATE: September 19, 2023
TO: Mayor Martinez and Members of the City Council
FROM:
Daniel Chavarria, Director of Public Works
Carl Capistrano, Facilities Maintenance Superintendent
Subject:
Contract with Red Door Upholstery
FINANCIAL IMPACT: The funds for this contract is included in the adopted fiscal year 2023-2024 Department of Public Works
budget (01232131-400642)
PREVIOUS COUNCIL
ACTION:
Click or tap here to enter text.
STATEMENT OF THE
ISSUE:
City staff is requesting approval to contract with Red
Door Upholstery to reupholster 126 City Council chairs
and four sofas.
RECOMMENDED ACTION:
APPROVE a contract with Red Door Upholstery in a total
amount not to exceed $30,000, including the low bid of
$24,960 plus a $5,040 contingency, to reupholster 126
City Council chairs and four sofas, with a term beginning September 12, 2023, and ending September 12, 2024 –
Public Works Department (Daniel Chavarria 510-620-
5478/Carl Capistrano 510-620-6896).
AGENDA
REPORT
1205
September 19, 2023
DISCUSSION:
Richmond City Council hosts approximately three (3) open public meetings per month, using chairs purchased in 2008. During the pandemic, while virtual meetings were held, the City recognized the chairs were in a dilapidated state and needed to be reupholstered. Reupholstering the chairs will save the City money while improving the overall appearance of the chairs and Council Chambers.
On October 4, 2022, Richmond City Council approved a contract with O&R Auto Upholstery to reupholster 47 Council chairs. City staff is now requesting approval to contract with Red Door Upholstery to reupholster the remaining 126 chairs and four sofas.
A request for bids was solicited to three vendors. The bids were received as follows:
1. Red Door Upholstery, Oakland, CA $24,960.00
2. Onsite Upholstery & Wood Repair, Berkeley, CA $27,034.08
3. O&R Auto Upholstery, El Sobrante, CA $54,966.47
City staff members recommend approval of a contract with Red Door Upholstery as the lowest bidder, with a term beginning September 12, 2023, and ending September 12, 2024. The contract with Red Door Upholstery to reupholster 126 chairs and four sofas is requested in an amount not to exceed $30,000 including a $5,040 contingency for additional furniture as deemed necessary.
DOCUMENTS ATTACHED:
Attachment 1 – Red Door Upholstery Contract
Attachment 2 – Canvass of Bids
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Attachment 1 - Contract
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Attachment 2 - Canvass of Bids
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September 19, 2023
Community Development
DATE: September 19, 2023
TO: Mayor Martinez and Members of the City Council
FROM:
Lina Velasco, Director of Community Development
Eva Mann, Code Enforcement Manager
Subject:
Levying of Special Assessments for Fines and Costs
related to Unpaid Administrative Citations, Nuisance
Abatements and Foreclosure Ordinance Fines
FINANCIAL IMPACT: This action will enable the City of Richmond to collect outstanding receivables against the subject properties
totaling $394,330. These fees will offset general fund
expenditures related to Code Enforcement staffing and
operations.
PREVIOUS COUNCIL
ACTION:
Click or tap here to enter text.
STATEMENT OF THE
ISSUE:
The City Council must hold a public hearing and approve a resolution to initiate the process of levying special assessments to recover fines and costs for issuing
administrative citations, nuisance abatement costs, and foreclosure fines for the time period of May 1, 2022,
through April 30, 2023.
RECOMMENDED ACTION:
HOLD a public hearing; and ADOPT a resolution
authorizing the City of Richmond to levy special
assessments against certain properties with unpaid
invoices related to administrative citations, nuisance
abatement costs, and foreclosure ordinance fines
pursuant to Richmond Municipal Code Chapters 2.63,
6.38, 9.22 and 11.76 – Community Development
Department, Code Enforcement (Lina Velasco/Eva Mann
510-621-1283).
AGENDA
REPORT
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September 19, 2023
DISCUSSION:
Richmond Municipal Code (“RMC”) Chapters 9.22.100, 2.62 and 2.63 authorizes the City of Richmond to levy special assessment liens against properties for failure to pay administrative fines, costs of abatement, and foreclosure fines including those imposed pursuant to Chapter 11.76 and 6.38. Recoverable costs include those related to unpaid administrative citations, non-compliance fees, nuisance abatements, and foreclosure ordinance fines. The properties with outstanding fees are provided in Exhibit A of the attached Resolution. The proposed list covers the time period of May 1, 2022, through April 30, 2023.
Richmond Municipal Code section 9.22.110(d) allows that, on a periodic basis, the City Manager or their designee to prepare and file with the City Clerk a report and assessment list which identifies all real property at which abatement work was done by the City and for which the owner has not fully reimbursed the City, within 30 days of the date of billing for work performed. The report and assessment list is required to provide a description of the real property at which the work was performed, the expenses incurred by the City and the names and add resses of the persons entitled to notice, as identified in Richmond Municipal Code Section 9.22.100 (c). The list in Exhibit A of the attached Resolution includes these properties with outstanding abatement work fees.
Any owner who objects to the proposed assessment and who desires to challenge the proposed assessment at the City Council hearing must submit all objections in writing to the City Clerk at least one day prior to the date of hearing (by September 18, 2023).
A notice of public hearing and the obligation of the owner to notify the City Clerk of their objection of the proposed assessment, in writing, was mailed to all owners on the list by the City Clerk. The failure of any owner to submit objections to the City Clerk shall constitute a waiver of any such objections. [Richmond Municipal Code Section
9.22.110(f)]
At the City Council hearing, only those people who have submitted written objections to the City Clerk will be heard by the Council. At the hearing, which constitutes the appeal hearing, the City Council may correct, modify, or eliminate any proposed assessment which it may deem excessive or otherwise incorrect. Thereaft er, by vote and resolution, the City Council shall confirm each assessment and the amount thereof, as proposed or as corrected and modified, and order that an assessment be made as a personal obligation of the owner or, alternatively, assess it against the property. [Richmond Municipal Code Section 9.22.110(g)]
The unpaid code enforcement fines may include administrative costs, the costs of City staff to abate the violations, and unpaid citations, to be assessed (levied) against the listed properties. When these charges remain unpaid for 30 days after the property owner is invoiced, the charges may become a lien on each parcel of land, collectible in the same manner as other municipal taxes. As part of the process to recover unpaid 1238
September 19, 2023
fees, City staff issues final invoices to owners notifying them of the City’s intent to levy the property if fees are not paid. Those that fail to pay the outstanding fees and fines by the listed date in the final invoice are listed in Exhibit A and are recommended to be levied.
The imposed fees and/or fines shown in Exhibit A, “Receivables for Unpaid Code Enforcement Fines,” have not been paid by the property owners for the time period of May 1, 2022, through April 30, 2023. There are a total of 80 properties on the proposed lien list totaling $394,330. Upon City Council approval, the fees and fines listed in Exhibit A will be levied by the County for tax year 24/25. City staff anticipates doing a second lien list, covering May 1, 2023 to Spring 2024 in May 2024.
DOCUMENTS ATTACHED:
Attachment 1 - Resolution
Exhibit A - “Receivables for Unpaid Code Enforcement Fines”
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RESOLUTION NO. -2023
RESOLUTION OF CITY COUNCIL OF THE CITY OF RICHMOND,
CALIFORNIA, APPROVING THE LEVY OF A SPECIAL ASSESSMENT ON
PROPERTIES IN THE CITY OF RICHMOND, COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA, DESCRIBED IN EXHIBIT “A”, WHICH INCLUDES
RECEIVABLES FOR FINES AND COSTS RELATED TO UNPAID
ADMINISTRATIVE CITATIONS, NUISANCE ABATEMENTS, AND
FORECLOSURE ORDINANCE FINES
WHEREAS, the properties which are described in Exhibit “A” attached hereto and incorporated herein by reference, are located in the City of Richmond, County of Contra Costa, State of California; and
WHEREAS, pursuant to the provisions of Richmond Municipal Code Section(s)
2.62, 2.63, 6.38.140, 9.22.110 9.50.110, and 11.76.110, the Code Enforcement Division notified in writing the owner(s) of said properties of conditions constituting a public nuisance and requested the owner to abate said conditions, as required by the said code section(s); and
WHEREAS, the owners of said properties failed to abate a public nuisance on their property as required by Richmond Municipal Code section 2.62, section 2.63, section 6.38.140, section 9.22.110, section 9.50.110 or section 11.76.110; and certain others have failed to pay fines and fees associated with said property; and
WHEREAS, the City of Richmond incurred charges as enumerated in EXHIBIT “A,” in which amounts remain unpaid; and
WHEREAS, on September 19, 2023, the City of Richmond held a duly noticed public hearing to consider the assessment list and provide owners of said property an opportunity to object to said assessment.
NOW, THEREFORE, BE IT RESOLVED that pursuant to Richmond Municipal Code Section(s) 2.62, 2.63, 6.38.140, 9.22.110, 9.50.110 or 11.76.110 the Council of the City of Richmond does hereby levy a special assessment against each of said properties in the amounts applicable to each specific property identified in EXHIBIT “A” attached hereto and incorporated herein by this reference.
BE IT FURTHER RESOLVED that a copy of this resolution shall be delivered to the Finance Director of the City of Richmond and that the Finance Director is authorized and directed to collect this sum in the manner provided by law for collection of special assessments/liens. When collected, these funds shall be credited to GF- PLN/Code Enforcement Division. Account(s): 01163019-340441.
BE IT FURTHER RESOLVED that the Clerk of the City of Richmond is hereby directed to record this resolution, together with EXHIBIT “A” as may be amended with the Recorder’s Office of the County of Contra Costa, California.
***********************
I certify that the foregoing resolution was adopted by the Council of the City of Richmond at a regular City Council meeting thereof held on September 19, 2023, by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
___________________________
CLERK OF THE CITY OF RICHMOND
(Seal)
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Approved:
___________________
Mayor
Approved as to form:
____________________
City Attorney
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September 19, 2023
City Council
DATE: September 19, 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). This item was
continued from the September 12, 2023, meeting.
DISCUSSION:
AGENDA
REPORT
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September 19, 2023
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 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.
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September 19, 2023
DOCUMENTS ATTACHED:
Attachment 1 – Powerpoint
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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
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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
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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
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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
1250
5 1251
6 1252
7 1253
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
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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
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Guiding Principles
Bay Adapt
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Bay Adapt Joint Platform
Context
5 Categories
9 Actions
21 Tasks
1 Bay Strategy
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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
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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 1259
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?
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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
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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:
$6.26 million (2022)
Status: Planning/Scoping
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Forecasting Existing Public
Revenues
Updated Revenue Forecast (2022-2050)
Sea Level
Rise
Adaptation
Revenue
($ 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
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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. 1264
Bay Adapt What’s Next?
• Regional Shoreline Adaptation Plan: Vision, Guidelines & Funding
• Community Capacity Building
• Permitting Improvements
• Coordination, Communication and Tracking
What’s Next
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• 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
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Stay involved
www.bayadapt.org
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September 19, 2023
City Council
DATE: September 19, 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. This item was continued from the
September 12, 2023, meeting.
AGENDA
REPORT
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September 19, 2023
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September 19, 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
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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 1271
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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 1272
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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, 1273
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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 1274
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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. 1275
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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] 1276
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 1277
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
1278
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
1279
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
1280
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
1281
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]
1282
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]
1283
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
1284
1. Welcome
2. Presentation
3. Question & Answer
4. Next Steps
Meeting Agenda
June 28, 2023
Photo credit: Julia Sumangil Photography1285
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
1286
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
1287
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
1288
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
1289
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
1290
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 Photography1291
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
1292
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
1293
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
1294
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
1295
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 jurisdictions1296 Co-operative Structure
East Bay Hills
Regional Wildfire
Prevention Coordinating
Group (WPCG)
1297
Formation and Composition
» Each Participating Agency appoints one member and
one alternate from its governing body
» Members and alternates are elected or appointed
officials
1298
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
1299
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
1300
NEXT STEPS
» Ratification by City Councils, Boards of Supervisors
and Fire District Boards of jurisdictions in the East
Bay wildfire high risk zone
1301
JON KAUFMAN [email protected]
LISA JACOBS [email protected]
DAVID EARLY [email protected]
EastBayWildfire.org
Contact
1302
September 19, 2023
City Manager's Office
DATE: September 19, 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, and September
12, 2023, meetings.
AGENDA
REPORT
1303
September 19, 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.
1304
September 19, 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:
1305
September 19, 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 1306
September 19, 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.
1307
September 19, 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.
1308
September 19, 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
1309
Fiscal Year 2022-2023
July 11, 2023
Accomplishments
City of Richmond
1Mural: Nevin Terrace, Jeff Carnie
1310
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 1311
CITY CLERK’S
OFFICE
5 1312
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 1313
CITY MANAGER’S
OFFICE
7 1. City Manager's Office (CMO)
Administration
2. Grants Administration
3. Richmond Department of
Children and Youth (RDCY)
1314
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 1315
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 1316
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 1317
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 1318
1. Building
2. Code Enforcement
3. Housing
4. Planning
COMMUNITY
DEVELOPMENT
12 1319
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 1320
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 1321
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 1322
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 1323
1. Employment
and Training
2. Library and LEAP
3. Office of
Neighborhood
Safety (ONS)
4. Recreation
5. Transportation
COMMUNITY
SERVICES
17 1324
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 1325
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 1326
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 1327
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 1328
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 1329
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
1330
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 1331
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 1332
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 1333
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 1334
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 1335
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
1336
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 1337
FIRE
DEPARTMENT
31 1338
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 1339
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 1340
1. Finance
2. Human Resources
3. Information Technology
INTERNAL
SERVICES
34 1341
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 1342
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 1343
Implemented upgraded Employee
Assistance Program
RISK MANAGEMENT
Hosted a summer wellness fair for
employees
Acquired Insurance Tracking Software
(PINS) to ensure compliance
37 1344
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 1345
POLICE
DEPARTMENT
39 1346
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 1347
1. Abatement
2. Building Maintenance
3. Engineering
4. Fleet
5. Parks Maintenance
6. Street Maintenance
7. Water Resource Recovery
PUBLIC WORKS
41 1348
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 1349
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 1350
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 1351
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
1352
Filled one groundskeeper position
PARKS MAINTENANCE
Landscaped the median along Robert
Miller Drive
70 trees planted at John F. Kennedy
Park
46 1353
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 1354
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 1355
THANK YOU!
49 1356
September 19, 2023
City Council
DATE: September 19, 2023
TO: Mayor Martinez and Members of the City Council
FROM:
Councilmember Bana
Subject: Presentation from the Bay Area Metro Group on Local Government Services - Metropolitan Transportation
Commission and the Association of Bay Area
Government.
FINANCIAL IMPACT: There is no fiscal impact to related to this item.
PREVIOUS COUNCIL
ACTION:
N/A
STATEMENT OF THE
ISSUE:
Deputy Executive Director Brad Paul of Metropolitan
Transportation Commission (MTC) has agreed to provide
an update on MTC and ABAG.
RECOMMENDED ACTION: RECEIVE a presentation from Bay Area Metro Group on Local Governments Services through Metropolitan
Transportation Commission (MTC) and the Association of
Bay Area Government (ABAG) - Councilmember Soheila
Bana (510-672-3490).
DISCUSSION:
Deputy Executive Director Brad Paul of MTC/ABAG will provide an overview of the Metropolitan Transportation Commission and the Association of Bay Area AGENDA
REPORT
1357
September 19, 2023
Governments. The deputy director will discuss the genesis of both agencies, the merger of the two agencies, who is on the respective boards and the services they provide to the nine Bay Area counties. The presentation will also include the 2050 Bay Area Plan Vision scope, themes and strategies, potential measures in 2024 and more.
DOCUMENTS ATTACHED:
Attachment 1 – Presentation
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1374
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1375
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1377