Richmond City Council
September 26, 2023

September 26, 2023

City Manager's Office

DATE: September 26, 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, September 12,
2023, and September 19, 2023, meetings.

AGENDA
REPORT
223

September 26, 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.
224

September 26, 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:
225

September 26, 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 226

September 26, 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.
227

September 26, 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.
228

September 26, 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

229
Fiscal Year 2022-2023
July 11, 2023
Accomplishments
City of Richmond
1Mural: Nevin Terrace, Jeff Carnie
230

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
2 231
CITY CLERK’S
OFFICE
5 232
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
6 233
CITY MANAGER’S
OFFICE
7 1. City Manager's Office (CMO)
Administration

2. Grants Administration

3. Richmond Department of
Children and Youth (RDCY)
234
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
8 235
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
9 236
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
10 237
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
11 238

1. Building

2. Code Enforcement

3. Housing

4. Planning

COMMUNITY

DEVELOPMENT
12 239
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
13 240
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
14 241
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
15 242
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
16 243

1. Employment
and Training

2. Library and LEAP

3. Office of
Neighborhood
Safety (ONS)

4. Recreation

5. Transportation

COMMUNITY

SERVICES
17 244
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
18 245
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
19 246
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
20 247
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)
21 248
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
22 249

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
250
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
24 251
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
25 252
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
26 253
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
27 254
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
28 255
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
256
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)
30 257
FIRE

DEPARTMENT
31 258
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
32 259
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
33 260

1. Finance

2. Human Resources

3. Information Technology

INTERNAL

SERVICES
34 261
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
35 262
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
36 263
Implemented upgraded Employee
Assistance Program

RISK MANAGEMENT
Hosted a summer wellness fair for
employees
Acquired Insurance Tracking Software
(PINS) to ensure compliance
37 264
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
38 265
POLICE

DEPARTMENT
39 266
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
40 267

1. Abatement

2. Building Maintenance

3. Engineering

4. Fleet

5. Parks Maintenance

6. Street Maintenance

7. Water Resource Recovery

PUBLIC WORKS
41 268
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
42 269
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
43 270
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
44 271
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
272
Filled one groundskeeper position

PARKS MAINTENANCE
Landscaped the median along Robert
Miller Drive
70 trees planted at John F. Kennedy
Park
46 273
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
47 274
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
48 275
THANK YOU!
49 276
September 26, 2023

City Council

DATE: September 26, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Councilmember Claudia Jimenez
Subject:

North Richmond Living Levee Project Presentation
FINANCIAL IMPACT: None

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
ISSUE:

The purpose of the presentation is to learn about the role of the North Richmond Living Levee Project in
addressing sea level rise in North Richmond and cross-
jurisdiction opportunities to collaborate on sea level rise solutions.

RECOMMENDED ACTION:

RECEIVE a presentation from the North Richmond
Shoreline working group on the North Richmond Living
Levee Project (Councilmember Jimenez (620-6565).

DISCUSSION:

The project builds on a long and important legacy of environmental justice advocacy in North Richmond. Previous work by Watershed Project, San Francisco Estuary Partnership and others identified the need for nature-based adaptation to Sea Level AGENDA
REPORT
277
September 26, 2023
Rise (SLR). For the current project, the Watershed Project established a working group of more than 20 community members who were compensated for their time and effort to participate in a shoulder-to-shoulder, co-design process with the project team, which led to the current design concepts.

The project proposes nature-based adaptation to sea level rise (SLR), with a focus on multiple benefits for coastal flooding mitigation, habitat enhancement, and improved coastal access for North Richmond, a vulnerable community that has endured generations of environmental and racist injustice. Some of the critical SLR vulnerabilities along the shoreline include loss of important marsh habitats, overtop flooding of the Richmond Parkway, loss of Bay trail access and flooding of critical infrastructure that serve North Richmond, city of Richmond and other communities in West Contra Costa County.

The North Richmond Collaborative Shoreline Plan requires collaboration between multiple stakeholders with land and jurisdictional responsibilities along the shoreline. This includes the WCWD, EBRPD, City of Richmond, Contra Costa County, Flood Control District, Republic Services, Chevron, and other smaller private owners. The success of the project rest on a shared vision and commitment to collaborate in a long-term plan for the North Richmond Shoreline. This collaboration will ensure a multi-benefit approach and cost-share solution to the risk of sea level rise and will provide the community with access to a forgotten shoreline.

The North Richmond Shoreline Living Levee Working Group includes:

 Supervisor John Gioia
 West County Wastewater District, Andrew Clough
 Bay Area Regional Collaborative, Josh Bradt
 Mithun, Tim Mollette-Parks
 The Watershed Project, Juliana Gonzalez

DOCUMENTS ATTACHED:

Attachment 1 – Presentation
278
North Richmond Living Levee
& Collaborative Shoreline Plan
Preliminary Design
Richmond City Council September 26, 2023
279
Parchester Village in the North
Inclusive of critical sub-tidal
habitat, mudflats and aqueous
parcel boundaries
Shared Vulnerability
& Project Need
WCW
North
Richmond
San Pablo
Richmond
I-80
Pt. San Pablo
Chevron
Refinery
Giant Marsh
Dotson
Family Marsh
San Pablo Creek
Wildcat Creek
San Pablo
Marsh
Wildcat Marsh
Pt. Pinole
Richmond Parkway
Area Below 12.96ft NAVD88
● 100-yr Coastal Flood w/ +3.4ft SLR
● MHHW w/ +6.9ft SLR
Area Below 9.56ft NAVD88
● Present Day 100-yr Coastal Flood
● MHHW w/ +3.4ft SLR

Area Below 6.16ft NAVD88
● Present Day MHHW
280
Community Engagement Frameworks ● Building on years of work and relationship building
● Community Meetings
● Tribal Engagement
● Surveys
● Educational Workshops
● Design Workshops
● Future Local Workforce
Development Discussion
Multi-Benefit Sea Level Rise Adaptation on the
North Richmond Shoreline has begun long before
and will last for long after the design +
construction phase
281
Outreach
282
Site Visits with Community Working Group
283
Online Workshops:

Understanding Priorities for Access,
Amenities, Activities & Restoration
284
Priority Amenities
285
Castro Creek in the South
Parchester Village in the North
Inclusive of critical sub-tidal
habitat, mudflats and aqueous
parcel boundaries
North Richmond Shoreline Adaptation Project Boundary
~5 Mile North Richmond Shoreline
Area (Current Scope: Collaborative
Shoreline Plan)

TIMING TO SUBMIT FOR PERMIT TBD
PHASE 1– LIVING LEVEE DEMONSTRATION
PROJECT at WCW FACILITY (Current
Scope: 30% Drawings)
INTENT TO SUBMIT FOR PERMIT 2024-2025
WCW
North
Richmond
San Pablo
Richmond
I-80
Pt. San Pablo
Chevron
Refinery
Giant Marsh
Dotson
Family Marsh
San Pablo Creek
Wildcat Creek
San Pablo
Marsh
Wildcat Marsh
Pt. Pinole
Richmond Parkway
Area Below 12.96ft NAVD88
● 100-yr Coastal Flood w/ +3.4ft SLR
● MHHW w/ +6.9ft SLR
Area Below 9.56ft NAVD88
● Present Day 100-yr Coastal Flood
● MHHW w/ +3.4ft SLR

Area Below 6.16ft NAVD88
● Present Day MHHW
286
Stakeholder Engagement Map
One-on-One Stakeholder
Workshops
- West County Wastewater
- Republic Services
- Parr Acres
- Contra Costa Flood Control
- East Bay Parks
- City of Richmond
- PowerPlant Park
- County Supervisor Gioia
- Contra Costa County Watershed
Program
- Trails Richmond Action
Committee
- Watershed Council
- San Francisco Estuary Partnership
- BCDC Planning (scheduling)
- CC Mosquito and Vector Control
(scheduled)
-- West Contra Costa
Transportation Advisory Committee
(scheduled)
Stakeholder
Conversations/
Collaborations
Chevron Parcels

RICHMOND PARKWAY

WILDCAT CREEK

SAN PABLO CREEK

NORTH RICHMOND
POINT

SAN PABLO

CHEVRON

REPUBLIC
WCW
DOTSON
FAMILY
MARSH
City of Richmond
Owned Parcels
287
Typical
Levee
Bay Water
Grey Approach, Single Benefit
288
Typical
Levee
Bay Water
Grey Approach, Single Benefit
289
>> Trail access & amenity space
>> Transitional Habitat
>> Stormwater Treatment
Bay Water
Nature-based approach, Multi-Benefit
Levee
Core
Ecotone
Habitat
Slope
290
‘A Flexible Band’
Multi-Benefit Adaptations
291
‘A Flexible Band’
Multi-Benefit Adaptations
292
Collaboration Cluster North
Collaboration Cluster South
-- City of Richmond
– WCCTAC
-- East Bay Parks
-- Republic Services
-- Contra Costa Flood Control
-- Independent:

SRE Richmond
PARR Acres
*potentially other adjacent
-- City of Richmond / WCCTAC
-- East Bay Parks
-- Contra Costa Flood Control
-- Independent:

Hammond Construction
SRE Richmond
Fass Diane M Tre
R & S Holdings
*Chevron
“Collaboration Clusters”
Address Key Near-Term
Linkages & Vulnerabilities
*parcels + stakeholders highlighted
Area Below 12.96ft NAVD88
● 100-yr Coastal Flood w/ +3.4ft SLR
● MHHW w/ +6.9ft SLR
Area Below 9.56ft NAVD88
● Present Day 100-yr Coastal Flood
● MHHW w/ +3.4ft SLR

Area Below 6.16ft NAVD88
● Present Day MHHW
WCW
Giant Marsh
Dotson
Family Marsh
Wildcat Creek
San Pablo
Marsh
Wildcat
Marsh
Pt. Pinole
San Pablo
Creek
293
Collaboration Cluster South: Wildcat Creek Reach
Aerial View

WILDCAT CREEK

RICHMOND PARKWAY

WCW TREATMENT

FACILITY

FLEA MARKET

LANDFILL LOOP
294
Area Below 12.96ft NAVD88
● 100-yr Coastal Flood w/ +3.4ft SLR
● MHHW w/ +6.9ft SLR
Area Below 9.56ft NAVD88
● Present Day 100-yr Coastal Flood
● MHHW w/ +3.4ft SLR

Area Below 6.16ft NAVD88
● Present Day MHHW
Collaboration Cluster South
Base Plan w/ Existing Conditions Analysis + Flooding Projection WCW
North
Richmond
Wildcat Creek
Wildcat
Marsh
Richmond Parkway
Flea Market
Key Flood Vulnerability
1) Demonstration Project Levee Tie-in
2) Wildcat Creek Trail Poor/flooded trail
connection to neighborhoods
3) Gertrude Ave & North Richmond
Neighborhood: Vulnerable to present-day
coastal flooding, worse with SLR
4) Gertrude Pump Station: Critical stormwater
facility. Access limited during coastal flood.
5) Flea Market: Vulnerable to coastal flooding w/
1-2 ft SLR
6) Chevron Ponds (off screen)
Restoration/Ecological Enhancement
A. Wildcat Creek Mouth
B. Preserve/Enhance marsh- and creek- adjacent
open space
C. Pond remediation/restoration (off screen)
3 4
B
B
6 5
1 2A
C
Apparent Flood Path
(Based on 2018 LiDAR)
295
Base Plan w/ Parcel info
Agencies:
-Contra Costa County District 1
-WCCTAC
-Contra Costa Flood Control District
-City of Richmond
-East Bay Parks
-and?
Independent Property Owners
Contact Still Needed:
-C. Hammond Construction Inc
-SRE Richmond I LLC
-Fass Diane M Tre
-Chen Long Inc
-R & S Holdings
-Chevron**
Collaboration Cluster South
Collaboration Cluster South
WCW
North
Richmond
Wildcat Creek
Wildcat
Marsh
Richmond Parkway
Flea Market
296
Collaboration Cluster South

WILDCAT CREEK

RICHMOND PARKWAY

WCW TREATMENT

FACILITY

FLEA MARKET

LANDFILL LOOP
297
Collaboration Cluster North *DRAFT ONLY*
Aerial View (looking South)

SAN PABLO CREEKRICHMOND PARKWAY
WCW

LANDFILL LOOP

CHEVRON

SAN PABLO MARSH
298
Collaboration Cluster North *DRAFT*
Base Plan w/ Existing Conditions Analysis & Flooding Projection

SAN PABLO
MARSH
PARR BLVD.

WCW

RICHMOND PARKWAY

LANDFILL LOOP

SAN PABLO CREEK
Flood Protection
1) Area north of Parr Blvd: vulnerable to
present-day coastal flooding, worse with
SLR
2) Richmond Pkw.: 100-yr Coastal flood
overtops w/ +3.4 ft SLR
3) Floodwall on south bank of San Pablo
Creek: Less freeboard w/ SLR
Restoration/Ecological Enhancement
A. Shoreline openspace north of Parr
B. San Pablo Ck. connection to Wildcat
Marsh
C. Nature-based erosion management
Floodwall
El. 12-14
A
B
C
1 2
3 Area Below 12.96ft NAVD88
● 100-yr Coastal Flood w/ +3.4ft SLR
● MHHW w/ +6.9ft SLR
Area Below 9.56ft NAVD88
● Present Day 100-yr Coastal Flood
● MHHW w/ +3.4ft SLR

Area Below 6.16ft NAVD88
● Present Day MHHW
Apparent Flood Path
(Based on 2018 LiDAR)
299
Base Plan w/ Parcel info
-- City of Richmond
– WCCTAC
-- East Bay Parks
-- Republic Services
-- Contra Costa Flood Control
-- Independent:

SRE Richmond
PARR Acres
–And..?
Collaboration Cluster North *DRAFT ONLY*
PARR BLVD.

WCW

RICHMOND PARKWAY

LANDFILL LOOP

SAN PABLO
MARSH

SAN PABLO CREEK
Agencies:
-Contra Costa County District 1
-WCCTAC
-Contra Costa Flood Control District
-City of Richmond
-East Bay Parks
-and?
Independent partners:
-Republic Services
-Parr Acres LLC
Independent Property Owners:
-Menosse Anthony
-SRE Richmond I LLC
-Zoppa Joe Della / Zoppa Joseph
Amerigo Della
Collaboration Cluster South
City of Richmond
Owned Parcels
300
PARR BLVD.

WCW

LANDFILL LOOP

CHEVRON

SAN PABLO CREEK

SAN PABLO
MARSH
301
Phase 1: Living Levee + Access + Amenity Opportunities
Aerial View

WILDCAT CREEK

RICHMOND PARKWAY

WCW TREATMENT

FACILITY

FLEA MARKET

LANDFILL LOOP
302
303
Looking Ahead…
304
Thank you.

Richmond City Council June 27, 2023
305
Appendix Slides—
306
Projected Future Inundation:

The shading indicates areas that
are at or below 13ft NAVD88. This
elevation is equal to:
● MHHW + 6.9 ft
○ 2100 SLR*
● Highest Astronomical Tide +5.5ft
○ 2090 SLR*
● 10-year coastal flood +4.5ft
○ 2080 SLR*
● 100-year coastal flood + 3ft
○ 2065 SLR*
*High Emissions, Med/High Risk-
Aversion Scenario (OPC 2017)
307
Living Levee Sectional Profiles at WCW*
Gentle Sloped Habitat Levee (Larger Footprint)
Steep Sloped Flood Protection Levee/Structural Levee Core (Minimum Footprint) Level Crest Design Elevation: 16.5ft NAVD (100yr coastal flood* +3.5ft SLR**, +2ft Subsidence***, +1ft Freeboard) * Present day 100-yr coastal flood elevation is ~10ft NAVD (FEMA FIS #06013CV001C, 2017) ** SLR Projection for High Emissions, Med/High Risk Aversion Scenario for the year 2070 (OPC 2018) *** Assumed value, geotech study will occur during future phase. *vert. exaggerated; human figures not to scale
308
Phase 1 Demonstration
Project:

Potential Recreational
Amenities (Locations TBD)
● Multi-Use Trail
● Boardwalk(s)
● Overlooks/Vistas
● Gathering Areas
Potential to further expand
footprint of work onto County
property to create recreational
amenities?
309
Community-Identified Priorities for Access *DRAFT*
*Key Near-Term Priority Clusters
w/ Sea Level Rise Vulnerability Overlay
WCW
Giant Marsh
Dotson
Family Marsh
Wildcat Creek
San Pablo
Marsh
Wildcat
Marsh
Pt. Pinole
San Pablo
Creek
310

1. Boardwalk

2. Kayak Launch

3. Bird Blind / Observation Deck

4. Info Kiosk / Educational Signage

5. Environmental Education / Research / Art /
Community Space

6. Seating & Day Use Area (including tables, benches,
bbq, water fountain, restroom)

7. Native Plant Nursery
NOTES
**these locations are provisional; locations are based on suggested rankings, and where co-location of facilities/amenities may make sense
7 2
6 5
3 4
Amenities & Linkages
Overall Potential Plan
1 311
Technical Studies for 60% to Final Design for Demonstration Project ● Geotechnical Study
● Underground Utilities
● At-grade and elevated trail section designs
● Aquatic Resources Delineation
Additional Technical Studies for Feasibility of Collaborative Clusters ● Phase 1 & 2 Soils Assessments
● Groundwater contamination testing
● Stormwater and drainage analysis
● Hydraulic/Flooding analysis
Further Studies Required/Anticipated
312
WCW Living Levee Design & Implementation
Granting
Agency/Program
Potential Scope Co-applicants +
other partners
Target budget
California Dept.
of Fish & Wildlife
Complete Design &
Permitting for the WCW
Living Levee
No co-applicant needed,
but letters of support
from County, Flood
Control, SFEP, etc.
$1.5 million to
$2 million
Deadline/Next
Steps
Rolling deadline,
at the end of
each month until
funds are fully
dispersed (initial
contact already
made)
U.S. Army Corps of
Engineers
Complete Design &
Permitting &
Construction for the
WCW Living Levee
No co-applicant needed $1.5 million to $2
million for design,
$40+ million left for
construction
Add project to Army
Corps database,
lobby Rep.

Garamendi, work
with SF district to
authorization
Funding Opportunities
Coastal Conservancy Complete Design &
Permitting for the WCW
Living Levee
No co-applicant needed $1.5 million to
$2 million for
design.

Rolling deadline
(initial contact
already made)
SFBRA, Phase II Complete Design &
Permitting for the WCW
Living Levee
No co-applicant needed $1.5 million to
$2 million for
design.

September
timeframe
313
Co-applicant with
Watershed Project?
Continued community
engagement. Final scope
would need to be
determined.

Funding Opportunities
Office of Planning &
Research, Adaptation
Planning
Fund conversations with
county, community
leaders, city on
governance models and
capacity building
The Watershed Project
as co-applicant.

Partners: Greenbelt
Alliance, County, East
Bay Parks, City of
Richmond
$300k to
$400k (To be
confirmed,
$650K is max
ask)
March 31. Ongoing
meetings and
collaboration with
our partners in the
coming weeks
Collaborative Shoreline Resilience Plan
Granting
Agency/Program
Potential Scope Co-applicants +
other partners
Target budget Deadline/Next
Steps
San Francisco Bay
Restoration Authority
Community Grants
The Watershed Project
would need to be the
applicant. Funds are
focused on NGO/CBO
applicants
$200K max Rolling deadline
(confirm with Liz
J.)
Coastal Conservancy Continued community
engagement. Final scope
would need to be
determined.
$300k to
$400k (To be
confirmed.)
Rolling deadline
(initial contact
already made)
EPA 314

September 26, 2023

City Council
Community Services Department

DATE: September 26, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Councilmember Soheila Bana, Councilmember Cesar
Zepeda and Deputy City Manager LaShonda White

Subject:

Contra Costa County’s Anyone, Anywhere, Anytime (A3)
Program Update
FINANCIAL IMPACT: There is no financial impact to the City of Richmond’s General Fund. The A3 program is funded through
Measure X funds.

PREVIOUS COUNCIL
ACTION:

January 24, 2023

STATEMENT OF THE
ISSUE:

Contra Costa County (County) continues to implement its Anyone, Anywhere, Anytime (A3) Program which
provides behavioral health crisis services to residents within the County. County staff will provide an update
regarding the current and future status of their A3
program.

RECOMMENDED ACTION:

RECEIVE a presentation from Contra Costa Health
regarding the Anyone, Anywhere, Anytime (A3) program,
which is an innovative approach to provide timely and
appropriate mental and behavioral health crisis services to people in Contra Costa County – Community Services
Department (LaShonda White 510-620-6828) and
Councilmembers Soheila Bana (510-620-6743) and
Cesar Zepeda (510-620-6593).

DISCUSSION:

AGENDA
REPORT
315

September 26, 2023

Contra Costa Health's Anyone, Anywhere, Anytime (A3) program is an innovative approach to provide timely and appropriate mental and behavioral health crisis services to anyone, anywhere, at anytime within Contra Costa County (County). A3 is working to address the unmet behavioral health needs in the County.

Background

In November 2020, Contra Costa Health brought together a multi-disciplinary team to start the design phase of A3. Their goal was to figure out the nuts and bolts of the A3 model and develop a caring approach that is culturally and clinically responsible. The process included listening to people with lived experiences, observing current processes, evaluating available services, and conducting multiple learning sessions to borrow best practices.

A3 Model

People can reach the A3 Miles Hall Crisis Call Center multiple ways (e.g., 911, 988, 211, community health providers, and via the direct number at 844-844-5544). Trained staff provide support, triage presenting issues, and determine when an in-person response is necessary. Per the A3 website, 75 percent of callers’ needs are resolved via phone.

A3 staff will determine the response level that is appropriate for each situation.

 Level 1 Response
o Stable: A response that requires a welfare check, is low-risk, and can address social needs
o The following staff may respond: Peer Support Specialist and Social Needs Expert

 Level 2 Response
o Urgent: An acute/serious crisis where the person needs further assessment
o The following staff may respond: Behavioral Health Clinician and Peer Support Specialist or Substance Use Counselor

 Level 3 Response
o Emergency: An acute/serious crisis with the possibility of the situation escalating or creating safety concerns
o The following staff may respond: Behavioral Health Clinician, Peer Support Specialist or Substance Use Counselor and Law Enforcement

316

September 26, 2023
The image below provides a high-level overview of the A3 model.

There are currently 15 teams serving the County with a plan to expand to 26 teams by October (assuming present recruitment forecasting). Since July 1, 2023, 998 calls were assessed for services. Twenty-six percent (26%) of those total calls were determined to be a mental health crisis, and almost 50 percent (50%) of calls were from family members or law enforcement.

A3’s Future Work

A3 services will continue to expand in the coming year as they refine processes, expand partnerships, and hire more staff for the call center and mobile teams. The anticipated timeline is below:

 Summer 2023:
o Multi-agency collaboration to finalize county-wide dispatch process o Creation of a Youth Crisis Stabilization Unit (CSU)

 Fall 2023:
o Services offered 24/7
o Expansion of mobile teams
o Law enforcement training

 2024
o Expansion to 34 mobile teams
o Expansion of treatment destinations & services
o Formal evaluation
317

September 26, 2023

An overview of the A3 program is included in Attachment 1 and more information regarding the A3 program can be found at https://cchealth.org/a3.

DOCUMENTS ATTACHED:

Attachment 1 – A3 Program Status Update

318

ABOUT A3
A3 is Contra Costa Health's innovative approach to provide timely and appropriate mental and behavioral health crisis services to anyone, anywhere, at anytime in the county.

We Offer:
 Help over the phone
 In-person care, if necessary
 Connection to services countywide
 Follow-up care

Care begins as soon as a call to the call center is answered. Trained staff will provide support over the phone, triage issues and determine when an in-person response is necessary. When necessary, specially trained teams are dispatched to the person in need to address the crisis and provide care. The team may determine the person in crisis needs a place to go to get more support and can connect them to services countywide. A3 also provides ongoing support through regular follow-up and connection to services.

During a call, staff will keep callers informed about the estimated time a response team will arrive at the location of the individual experiencing a crisis. A3 prioritizes safety through ongoing collaboration with local law enforcement. In certain situations, based on careful evaluation, A3 staff and law enforcement may work together to provide the best possible support.

There are several ways to connect with the A3 Miles Hall Crisis Call Center, including options like 911, 988 and community health providers. However, the direct number is 844-844-5544.

WHERE WE STAND TODAY
 Operating: Daily, 8 a.m. – 12:30 a.m.
 People Served: Contra Costa Health initiated a new data tracking system starting July 1, 2023. Information provided here is based on calls received between that date and Sept. 5, 2023. As with any new process, we continue to address accuracy and consistency in the data. Please note that this information may change as the process is refined. o Ninety-seven percent of calls were answered in less than one minute. o 48.8% of calls were from family or law enforcement.

Status Update
319

Last updated 9/19/2022. Page 2 of 2

o 998 calls were assessed for services.
o Of the 998 total calls, 262 or 26% were determined to be a mental health crisis. o Of the 262 mental health crisis calls, 181 or 69.1% resulted in field visits; 81 or

30.9% were addressed over the phone.
o The average call lasted just over 11 minutes, with individual calls lasting anywhere between 15 seconds and an hour and 13 minutes.  Mobile Response:
o There are currently 15 teams serving the county.
o The average response time from the time a team is dispatch until they arrive on scene was 20 minutes.
o On average, a team spends an hour and 33 minutes from dispatch to return to office.
 Staffing:
o Expanding to 26 teams by October assuming present recruitment forecasting o Recruitment flyers are available at cchealth.org/a3/apply.php WHAT’S COMING NEXT
 Summer 2023:
o Multi-agency collaboration to finalize countywide dispatch process o Youth Crisis Stabilization Unit (CSU)
 Fall 2023:
o Services offered 24/7
o Expansion of mobile teams
o Law enforcement training
 2024
o 34 mobile teams
o Expansion of treatment destinations & services
o Formal evaluation
320