Richmond City Council
September 27, 2023

THIS IS AN IN-PERSON MEETING ONLY

AGENDA(S):

- SPECIAL CITY COUNCIL AGENDA

Wednesday, September 27, 2023, 4:00 p.m.

Richmond Civic Center Auditorium, Bermuda Room
403 Civic Center Plaza
Richmond, CA 94804
Members
Eduardo Martinez, Mayor at Large
Melvin Willis, Councilmember District 1
Cesar Zepeda, Councilmember District 2
Doria Robinson, Councilmember District 3
Soheila Bana, Councilmember District 4
Gayle McLaughlin, Vice Mayor, District 5
Claudia Jimenez, Councilmember District 6

Link to City Council Agendas/Packets
http://www.ci.richmond.ca.us/4157/City-ofRichmond-Council-Meetings Register to receive notification of new agendas, etc.
http://www.ci.richmond.ca.us/list.aspx

THIS MEETING WILL BE HELD IN-PERSON ONLY

HOW TO SUBMIT PUBLIC COMMENTS:

In Person: Anyone who desires to address the City Council during public comment must complete and file a pink speaker’s card with the City Clerk - no person shall be permitted to speak during public comment other than those persons who have submitted their names to the City Clerk.

Via email: to [email protected] by 10:00 a.m. the day of the meeting.

Emails MUST contain in the subject line 1) public comments

CONDUCT AT MEETINGS: Richmond City Council meetings are limited public forums during which the City strives to provide an open, safe atmosphere and promote robust public debate. Members of the public, however, must comply with state law, as well as the City’s laws and procedures and may not actually disrupt the orderly conduct of these meetings. The public, for example, may not shout or use amplifying devices, must submit comment cards and speak during their allotted time, may not create a physical disturbance, may not speak on matters unrelated to issues within the jurisdiction of the City Council or the agenda item at hand, and may not cause immediate threats to public safety.

Click here for City Harassment Policy

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Requests made by mail to City Clerk’s Office, City Council meeting, 450 Civic Center Plaza, Richmond, CA 94804 must be received at least two days before the meeting. Requests will be granted whenever possible and resolved in favor of accessibility.

Unless otherwise noted in an agenda description, all actions taken by the Council include a determination that CEQA does not apply (i.e., the action is not a project and therefore exempt from CEQA).

Disclaimer: The City Clerk's Office translates agendas to enhance public access. Translated agendas are provided as a courtesy and do not constitute legal notice of the meeting or items to be discussed. In case of discrepancy, the English agenda will prevail.

Pages
2 A. SPECIAL COUNCIL MEETING OF THE RICHMOND CITY COUNCIL 4:00 p.m.

B. ROLL CALL
C. AGENDA REVIEW
D. CITY COUNCIL GOALS
D.1 Presentation and Discussion of Metrics, Tracking, Timelines, and Assigned Responsibility of City Council Goals and Objectives
4 RECEIVE a report providing an update regarding the proposed timeline, progress, cost, funding source(s), and performance metrics for the goals that City Council approved by vote; ACCEPT updated focused priorities for Fiscal Year 2023-24 through Fiscal Year 2025-26; and PROVIDE direction to staff – City Manager’s Office (Shasa Curl 510-620-6512).

E. PUBLIC COMMENT
F. ADJOURNMENT
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September 27, 2023

City Manager's Office

DATE: September 27, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager, Internal Services
LaShonda White, Deputy City Manager, Community
Services
Patrick Seals, Project Manager
Lilia Corral, Management Analyst
Irene Lozano, Executive Assistant to the City Manager
Subject:

Presentation and Discussion of Metrics, Tracking,
Timelines, and Assigned Responsibility of City Council
Goals and Objectives
FINANCIAL IMPACT: There is no financial impact

PREVIOUS COUNCIL
ACTION:

June 15, 2023
May 31, 2023
May 22, 2023
May 16, 2023
April 4, 2023
November 8, 2022

STATEMENT OF THE
ISSUE:

City staff issued a Request for Proposals (RFP) on
November 8, 2022, to solicit a qualified professional
facilitator experienced in working with elected officials or bodies for City Council team building and strategic
planning. The proposed contract was on the City Council Agenda commencing February 28, 2023. On April 4,
2023, the City Council rejected the proposed contract,
but acknowledged their interest in conducting a retreat and strategic planning session to develop and approve
City-wide goals. The City Council met on May 22, 2023,
and established six (6) overarching goal areas for the
City. Subsequently, on May 31, 2023, and June 15, 2023, AGENDA
REPORT
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September 27, 2023
the City Council reviewed the six (6) overarching goal
areas and their respective objectives. In addition, on
June 15, 2023, the City Council voted on prioritized goals and corresponding objectives within each overarching
goal area, and directed staff to provide an update for the goals that were approved by vote.

RECOMMENDED ACTION:

RECEIVE a report providing an update regarding the
proposed timeline, progress, cost, funding source(s), and performance metrics for the goals that City Council
approved by vote; ACCEPT updated focused priorities for Fiscal Year 2023-24 through Fiscal Year 2025-26; and
PROVIDE direction to staff – City Manager’s Office
(Shasa Curl 510-620-6512).

DISCUSSION:

Background

On November 8, 2022, the City Manager’s Office released a Request for Proposals (RFP) to solicit qualified professional facilitators experienced in working with elected officials or bodies for City Council team building and community strategic planning. After all responses were scored, City staff presented a proposed contract to host a City Council teambuilding retreat and to develop a City-wide strategic plan on April 4, 2023.

The City Council did not approve the proposed contract; however, they did emphasize the importance of setting priorities and goals. Subsequently, the City Manager’s Office recommended working with The Gardner Group, LLC., to facilitate the goal-setting session.

Goal Setting Sessions

To determine City Council priorities and goals, a Special City Council meeting was held on May 22, 2023. The City Manager’s Office retained Henry Gardner, former City Manager of Oakland, and former Executive Director of the Association of Bay Area Government, to facilitate the session. Mr. Gardner has provided consulting services to the City of Richmond in the past, including work performed in collaboration with the City Manager’s Office, Community Services, and the Police Department. In preparation for the session, Mr. Gardner conducted interviews with the Mayor and Councilmembers with guided discussions focused on goals and priorities for the City.

At the Special City Council Meeting on May 22, 2023, the City Council collectively established the following six (6) City-wide Overarching Strategic Goal Areas:

1. Improve the quantity and quality of housing, especially low-income housing, and reduce homelessness.
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September 27, 2023

2. Increase revenue and improve economic development.

3. Improve the quality of life, community health, and social determinants of health.

4. Improve public safety.

5. Strengthen the City’s internal infrastructure and processes.

6. Address shoreline issues and ecological sustainability.

All Councilmembers added objectives that fit under each of the overarching goals. At the meeting held on May 31, 2023, Councilmember Robinson shared a document that organized and combined the list of objectives and provided a preliminary status of either “in progress” or “aspirational” for each objective. With the assistance of Henry Gardener and City staff, the City Council reviewed Overarching Strategic Goal Areas 1 and 2, along with their respective objectives. At the June 15, 2023, meeting, the City Council reviewed the remaining Overarching Goal Areas.

In addition, at the Special City Council Meeting on June 15, 2023, the City Council prioritized by vote the goals and objectives within each Overarching Goal Area. The prioritized list is as follows:

Strategic Goal #1: Improve Quantity and Quality of Housing, Especially Low- Income Housing and Reduce Homelessness

1. Increase housing access – especially infill development (avoid the shoreline).

2. Prevent housing instability.

3. Reduce homelessness.

Strategic Goal #2: Improve Revenue and Improve Economic Development

1. Create new opportunities for workforce development in Richmond.

2. Re-envision Richmond Port as an ecologically responsible revenue generator.

3. Revitalize existing and small businesses.

4. Create and or re-envision infrastructure to attract new businesses and retail, manufacturing infill developments, and new customers for existing Richmond businesses.

5. Research new progressive taxes.

6. Strengthen grant infrastructure (grants department) – build capacity to apply for and administer grants.

7. Advance the East Bay Public Bank.

Strategic Goal #3: Improve the Quality of Life and Community Health/Improve Social Determinants of Health

1. Improve maintenance of the built environment, parks, and new recreation infrastructure.

2. Create new infrastructure.

3. Increase transportation for underserved communities (including bike and pedestrian route trails).
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September 27, 2023

4. Create a plan for wastewater treatment and sewer infrastructure improvement.

5. Revisit CyberTran project (will provide jobs).

6. Improve recreation services by increasing access and improving communications and outreach.

7. Address mental health in a holistic approach (provide more services that are culturally competent).

Strategic Goal #4: Improve Public Safety

1. Improve road, traffic, bike, and pedestrian safety.

2. Continue to support alternatives to police (i.e., Office of Neighborhood Safety) and collaborate with Contra Costa County regarding alternative methods.

3. Reduce illegal dumping.

4. Improve emergency response and preparation.

5. Establish more public shelters (unhoused, post-emergency, domestic violence survivors, etc.).

6. Reduce pollution and flaring from Chevron refinery.

7. Strategic parking and transportation plan that aligns with planned development.

Strategic Goal #5: Strengthen the City’s Internal Infrastructure and Processes

1. Ensure adequate staffing level and experience to meet the service goals of each City department.

2. Improve fiscal responsibility.

3. Improve and modernize City’s Information Technology infrastructure.

Strategic Goal #6: Address Shoreline Issues and Ecological Sustainability

1. Moving Point Molate forward with Park District.

2. Consider shoreline resiliency inventory plan (which includes preparation for sea level rise).

3. Examine the impact of distribution centers on public health and use the information to adjust zoning to protect sensitive receptors (seniors, children, hospitals, clinics, etc.) from increased exposure by using Green zones or other tools to create a reduced point sources pollution area around sensitive sites.

City staff were directed to provide an update regarding the estimated start date, completion date, timeline, progress, cost, funding source(s), and performance metrics for the goals that City Council approved by vote (Attachment 1). The excel worksheet with the updated information will be discussed at the September 27, 2023, special meeting (Attachment 2).

City Staff Priorities by Strategic Goal Areas

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September 27, 2023
The City’s Management Leadership Team (MLT) met with Mr. Gardner to discuss and identify feasible priorities within the City Council’s Overarching Strategic Goals and Priorities. Upon further reflection, Mr. Gardner strongly recommended City Staff identify three (3) goal areas that they could most likely prioritize based on criteria that included projects or assignments currently in progress, staffing, and available resources.

Furthermore, City staff highlighted those objectives, given the criteria areas, that were within their capacity to advance towards completion in the upcoming fiscal years (i.e., FY 2023-24 through FY 2025-26). Staff listed in the tables below those projects that are best positioned to move towards implementation and consistent with the work and efforts already directed by City Council and in effect within the respective divisions or departments responsible for their development. The numeric/letter combination listed in the tables below reference specific objectives within each Strategic Goal Area (e.g.,

1.1(a) - MetroWalk). Finally, it should be noted that all projects require significant interdepartmental support and necessitate coordination, communication, and approvals that are not always apparent. These considerations, capacity, resources, and the interplay of departmental as well as external stakeholders’ roles in successful project management, were all factors in the development of the subsequent tables.

Strategic Goal Area 1: Improve Quantity and Quality of Housing, Especially Low- Income Housing and Reduce Homelessness
Goal
#
Goal Priorities

1.1 Increase housing
access - especially infill
development (avoid the
shoreline)

1. MetroWalk - 1.1(a)

2. Homekey - 1.3(a)

3. Tiny Village

4. Public Housing Agency Recover Sustainability
(PHARS)

1.3 Reduce homelessness 1. ERF* Reso. 1 ($4.8M) by 6/30/24 - 1.3(a)(iii)

2. ERF* Reso. 2 ($8.6M) by 6/30/26 - 1.3(a)(iii)

1.4 Increase housing
quality

1. Nevin Phase 1 Rehab

2. Resident Rental Inspection Program Amendment -

1.4(a)
*Encampment Resolution Funding

Strategic Goal Area #2: Increase Revenue and Improve Economic Development Goal
#
Goal Priorities

2.1 Create new
opportunities for
workforce development
in Richmond

1. Continue to support YouthWORKS to create
pathways to high-paying careers - 2.1(e)

2. Expand vocational training programs - 2.1(c)

3. Increase job training for high school juniors and
seniors that are not college ready - 2.1(b)
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September 27, 2023

4. Apprenticeships (collaborate with local businesses to employ students) - 2.1(d)

5. Support implementation to Maritime Academy
connected to Kennedy High School - 2.1(a)

2.3 Revitalize, attract, and
maintain existing small
and new businesses

1. Revitalize businesses and provide
counseling/technical assistance/capacity building
and marketing support for small businesses (i.e.,
façade improvements) including supporting small
business (increase access to capacity and capital) –

2.3(a)

2. Improve interface with the City of Richmond (e.g.,
permitting, inspections, etc.) – 2.3(b)

3. Buy Local campaign and connect communities to
keep revenue in Richmond – 2.3(c)

4. Improve economic development process to support
local business – 2.3(d)

2.4 Create and or re-
envision infrastructure
to attract new business
and retail,
manufacturing infill
developments, and new
customers for existing
Richmond business
Development of the:

1. Hilltop District – 2.4(b)(i)

2. Hilltop Specific Plan

3. Entertainment & Arts District – 2.4(b)(ii)

4. Downtown Revitalization – 2.4(b)(iii)

2.5 Research new
progressive taxes

1. Measure U Implementation – 2.5(a)

Strategic Goal Area #3: Improve the Quality of Life and Community Health/Improve Social Determinants of Health
Goal
#
Goal Priorities

3.1 Improve maintenance
of built environment,
parks, and new
recreation infrastructure
Maintenance or repairment of:

1. Sidewalks – 3.1(l)

2. Pavement – 4.1€

3. Medians

4. Public Property – 3.1(d)

5. Parks – 3.1(e)

6. Trees – 3.1(i)

3.2 Create new
infrastructure
Build new or upgrade:

1. Booker T. Anderson – 3.1(a)

2. Main Library – 3.1(b)

3. Implement grant-funded park projects – 3.1(c)

4. Soccer fields – 3.2(c)
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September 27, 2023
Goal
#
Goal Priorities

5. Implement existing Capital Improvement Project list
(50 projects)

3.x
(new)
Implement
Transformative Climate
Communities (TCC)
Grant ($35 Million)
TCC Projects:

1. Healthy homes (solar/weatherization)

2. Richmond Wellness Trail Phase 2

3. ADA Garden

4. N/A Complete Street

5. Veggie Rx

6. Orchard 4 All

7. Bosque del Barrio

8. Bike Lending Library

9. Bike Share

10. Basin of Relations

Strategic Goal Area #4: Improve Public Safety
Goal
#
Goal Priorities

4.1 Improve road, traffic,
bike, and pedestrian
safety

1. 132+ traffic/street calming projects in queue

2. Sidewalk safety – 4.1(d)

3. Street paving – 4.1(e)

4. Red light and safety cameras – 4.1(i)

4.2 Continue to support
alternatives to police
(i.e., Office of
Neighborhood Safety)
and collaborate with
Contra Costa County
regarding alternative
methods

1. Community Crisis Response Program – 4.2(a)

4.3 Reduce illegal dumping 1. Education, enforcement, collaboration with Richmond Police Department, Code Enforcement, District
Attorney. Offer cash rewards for reporting illegal
dumping in progress – 4.3(a)

Strategic Goal #5: Strengthen the City’s Internal Infrastructure and Processes Goal
#
Goal Priorities

5.1 Ensure that there is the
right staffing level and
experience to meet
service goals of each
City department

1. Workforce analysis – 5.1(a)

2. Fill vacancies (retention and recruitment) – 5.1(b)

5.2 Improve fiscal
responsibility

1. State Audit – complete all audit requirements so the City can be removed from the state audit list – 5.2(a)
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September 27, 2023
Goal
#
Goal Priorities

2. Unfunded liabilities – create a plan to resolve or
bring under fiscal control unfunded liabilities – 5.2(c)

3. Create a plan to reduce overtime and eliminate
overtime in our public safety departments – 5.2(e)

Strategic Goal #6: Address Shoreline Issues and Ecological Sustainability Goal
#
Goal Priorities

6.2 Consider shoreline
resiliency inventory plan
and prepare for sea
level rise

1. Issue RFP for adoption and begin Resilience Plan

6.x
(new)
Reduce local hazards 1. Conduct a local hazard mitigation plan annex

2. Wildfire risk reduction - 4.4(a)

In order to accomplish the full list of goals and objectives in five (5) years (30 goals and 103 objectives), it would take an unknown number of additional staff and consultants.

The City is currently undergoing a workforce analysis with Raftelis to assist with determining appropriate staffing levels to maintain current and future service levels. As such, we recommend an approach outlined herein that will certainly stretch the capacity of current and proposed staffing, while creating a framework to address many pressing issues raised by the City Council and the community.

DOCUMENTS ATTACHED:

Attachment 1 – City Council Prioritized Goals with Updates from Staff Attachment 2 – September 27, 2023 Special Meeting Agenda 11 Attachment 1 - Goals and Objectives Combined by Staff 1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26

A B C D E F H I J K L M N O P Q R
GOAL 1. Improve Quantity and Quality of Housing, Especially Low-Income Housing and Reduce Homelessness - Community Development, Economic Development, and Grants Goal
# Goal Objective # Objective Line Item # Line Item
Status
(Staff)
(IP/A)
Estimated
Start Date
(Season,
Year)
Estimated
Completion
Date (Season,
Year)
Timeline (Year
Amount,
Specify FY23-
24, etc.)
Progress %
(~25%, 50%,
75%, 100%)
Progress Update Cost
Potential
Funding
Source
Performance Metrics* Staff
Accountable Support
i
Nystrom Village (Phase 1) - 100 new rental
units, Replacement of Public Housing Units
and new Workforce rental units
IP Winter 2021 2026 FY 21-26 ~25%
The Exclusive Right to Negotiate (ERNA) expired. The ERNA extension approved by Board on 6/20/2023 through October 31, 2023. Master Development Agreement (MDA) drafted and provided to developer for comments with goal for Board approval by October 2023. ARPA predevelopment ask from developer pending.

TBD Project Based
Vouchers, Tax
Credits
TBD Nannette Beacham Gabino Arredondo
ii
Metrowalk Phase 2
IP Winter 2023 2026 FY 25/26 60%
Staff has been supporting funding applications for Metrowalk, Legacy Court, 100 38th Street (EDEN/CHDC), Nystrom Village, including Tax Credits and AHSC applications. ASHC application was awarded for Metrowalk Phase 2. Staff is currently working on a DDA Amendment for Metrowalk Phase 2 (anticipated to be considered by City Council in Fall 2023).

Lina Velasco Nannette Beacham
iii
Miraflores Housing

IP TBD TBD
A DDA was adopted by City Council in 2016. A First Amendment was executed in 2018 and the property transferred to MirafloresDevCo. A default sale is planned for July 27, 2023. A meeting with Developer and Community leaders is planned on 7/26/2023 to get an update from Developer. Update letter provided to developer outlining outstanding items necessary to move forward Lina Velasco Nannette Beacham
iv 12th & Macdonald IP TBD A DDA was executed in August 2018. Developer is requesting changes to the project that are currently being evaluated. Negotiations in progress. Staff plans to update the Council in Fall 2023 of on-going negotiation to determine next steps.

Nannette Beacham Lina Velasco
v
Plan for housing development along: 23rd
Street, San Pablo Avenue, Macdonald Avenue
A Fall 2016 Spring 2023 FY 22/23 100%
The City Council adopted the Richmond Livable Corridors Form Based Code (RLC-FBC) on April 18, 2023. The RLC-FBC is expected to decrease project review time and increase housing densities since certain development standards that were a barrier to development were modified (such as off-street parking and open space requirements). The RLC-FBC will also foster predictable built results through the application of objective design standards. The City anticipates 1,500 to 2,500 new residential units could be built through implementation of the RLC-FBC. If Council desires incentives be provided for in-fill development along these corridors, then funding will be needed to offer incentives.

Lina Velasco Hector Rojas
b
Open up public land to construct new housing
i
Collaborate with local and statewide
community land trust organizations IP Summer
2023 Spring 2024
Staff is working on a Public Land Policy that aligns with the Surplus Land Act. Funded by the San Francisco Foundation. Community Land Trust was included as a Displacement Avoidance Project in the Transformative Climate Communities (TCC) grant.

Lina Velasco Jesus Morales,
Kaitlin
Quackenbush
c Take inventory of vacant building/structures and improving enforcement (public or private)
IP Vacant Building Registration required per RMC 6.38.115. Eva Mann Jesus Morales d
Explore a vacancies tax including and equity framework
IP Fall 2023 Nov-24 Jul-24 25%
Vacant parcel tax analysis will be brought to City Council for consideration in Fall 2023.

Staff explored this item and at the time, City Council decided that it did not want to pursue it. Information can be found here:
https://www.ci.richmond.ca.us/4122/Potential-Vacant-Property-Tax. There was a concern that the tax would increase the unpaid fees on the property to high and possibly deterring the County from auctioning off the property and/or others from purchasing the property. The tax might not solve the issue for properties with dead owners. Overall, there was a request for the County to sell the properties sooner before the price gets too high.

The Measure T language, which did NOT receive the 2/3 vote to pass, was as follows: "Shall an Ordinance of the City of Richmond’s Municipal Code to establish a Special Parcel Tax on Vacant Properties at the rate of $3,000 annually per vacant developed parcel and $6,000 annually per vacant undeveloped parcel, raising about $5.4 million annually for 20 years to fund homelessness services and housing, blight and dumping elimination, and specified programs, be adopted?”
San Francisco is currently being sued, https://www.courthousenews.com/property-owners-sue-san-francisco-over-voter-backed-vacancy-tax/ Shasa Curl Antonio Banuelos,
Lina Velasco, Eva
Mann, Samantha
Carr
a Housing relocation services IP TBD RMC has a relocation ordinance 11.102, and Rent Program enforces relocation services. RHA requires developers to create and implement a relocation plan with resident/stakeholder input.

Lina Velasco Nicolas Traylor
b
Create paths to home ownership
IP TBD
There are no funds currently set aside for downpayment assistance. Staff did partner with RNHS on first-time home buyer education. City has approved two for-sale subdivision that will have regulatory agreements for 10 for-sale moderate income units. City regularly refers residents to other programs such as Sparkpoint and RCF's Rehabilitation program.

Lina Velasco Jesus Morales
c Expand tenant eviction service assistance IP TBD Housing Division will work with Rent program to understand what additional tenant protection changes are necessary to address problems Lina Velasco Jesus Morales d
Tenant protection and rental assistance
IP TBD
Rent Program administers a Just cause program and also funds legal assistance for tenants facing evictions. City Council also funded rent assistance using funds from CARES Act and ARPA. Additional funding is needed to provide rent assistance. 600,000 ARPA Households assisted with rent
assistance
Lina Velasco Jesus Morales
e Increase Accountability of Rent program by collaborating more with small landlords IP TBD
Rent Board
f Create housing inventory A TBD Additional Resources Required and clarifications on what housing to be tracked. Lina Velasco Jesus Morales i Implement transitional housing units and
Community Garden (e.g., RPAL Youth tiny IP FY 23/24 FY 24/25 Lease amendment and Memorandum of Understanding in process for RPAL site Nannette Beacham Gabino Arredondo ii
Implement 2-3 permanent supportive housing
projects (e.g., Motel 6 Homekey Proposal) IP Fall 2022 2026 FY 26/27 30 Potential Sites being evaluated. Homekey project to convert Motel 6 to PSH to be submitted July 27, 2023. Funding for Eden/CHDC PSH project at 100 38th Macdonald being submitted for grant application. Metrowalk Phase 2 project was awarded am ~$43 Million AHSC award.

Lina Velasco
iii
Create/provide/connect services for the
unhoused community (intentional and
accountability
IP
CORE works to connect unhoused with services via the coordinated entry system. Staff is working on a partnership Agreement with County to define role and responsibilities.

Lina Velasco Jesus Morales
iv
Provide additional emergency shelter for
unhoused IP
City Council direction requested. In addition, City staff will research the topic. GRIP has agreed to add additional bed during emergencies such as inclement weather.

Lina Velasco Jesus Morales

1.4 Increase housing quality a
Implementation of rental inspection program
IP Fall 2023 FY23/24 Jul-24 10
Rental inspection program updates are in progress. Community workshop will be held in Fall 2023. Dave Aleshire Lina Velasco Support the advancement of 2-3 key low-income housing
developments (i.e. Miraflores and Metrowalk)
Increase housing access -
especially infill
development (avoid the
shoreline)

1.1 1.2 Prevent housing instability
Reduce homelessness1.3 Operationalize the City’s Homeless Strategic Plan a
SUMMARY OF COUNCIL SELECTED ITEMS: 3 GOALS AND 11 OBJECTIVES a
Item Not Voted On
1 of 12
06/14/2023
12:00 PM12
Attachment 1 - Goals and Objectives Combined by Staff
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16

A B C D E F H I J K L M N O P Q R
GOAL 2. Improve Revenue and Improve Economic Development - Finance, Economic Development, and Community Services (Employment & Training) Goal # Goal Objective # Objective Line Item # Line Item Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount, Specify
FY23-24, etc)
Progess % Progress Update Cost Potential
Funding Source
Performance
Metrics*
Staff
Accountable Support
a
Support implementation to Maritime Academy connected to Kennedy HS

IP N/A N/A N/A N/A
Pending WCCUSD agreement on priorities and partnership. During a visit from Congressman Garamendi in August 2023, the City received a presentation from the in August 2023 from the Working Workforce Coaliation which discussed items included but not limited to development of a Marine Trades Training Program and Career Technical Education- H.S Welding & Machining classes. Additional work to support this effort pending conversations with WCCUSD on priorities and partnership.

Unknown Grants Program
implemented, # of
youth enrolled, # of
youth
graduating/completi
ng program
WCCCUSD & City
b
Increase job training for high school juniors and seniors that are not college ready
IP 1/1/2024 6/30/2025 FY 23-24, FY 24-25 10
E&T's Richmond YouthWORKS and Youth Employment Program serves hundreds of youth annually to provide training for high shcool students. E&T is in the process of expanding this work by developing a program called "Building Bridges to Careers for Youth." The draft program description is created and marketing materials are being designed.
$500K WIOA Youth,
California for All
Youth, Richmond
Reimagine
# of youth graduate,
go to college (2 or 4
year), enter training,
complete training,
find employment in
recongnized industry
sector
Tamara Walker Gilbert Pete,
Bouakhay
Phongboupha,
Fred Lucero
c
Expand vocational training programs
IP ongoing ongoing FY 23-24, FY 24-
25, FY 25 - 26 70%
Employment and Training places Richmond residents in vocational training through the State of California’s Employer Training Providers List (ETPL).

During the pandemic, there were fewer residents utilizing our training services than ever before. In FY 22-23, we placed 82 residents in Vocational Training. The vocational training included the following industries, but not limited to: Transportation, Health, Information Technology, Human Resources and Administration, Finance, and Project Management.

Vocational Training programs’ cost range is $5,000 - $10,000. Richmond residents pay no fees and are eligible to receive supportive services, while in training, ranging from transportation assistance, clothing stipend, and childcare assistance.

The RichmondBUILD program provides construction training through its pre-apprenticeship training program. RichmondBUILD graduated its 50th class in April. In 2022, RichmondBUILD served 48 residents with 34 graduates entering the labor trades. The graduates of RichmondBUILD entered the following Trades: Carpenters L152, Laborers L324, Iron Workers L378, Plumbers & Steamfitters L342, and Heat & Frost L16.

Over the years we have established direct entry with the mentioned Trades, and it has paid dividends and changed the lives of our graduates. We use the Carpenters Training Committee for Northern California curriculum as well as the MC3 curriculum. $1.5M EPA, YouthBUILD,
CTWI
Tracking Enrollment,
Training, and
Employment
Numbers
Tamara Walker Fred Lucero
d
Apprenticeships (collaborate with local businesses to employ students)
IP 1/1/2024 ongoing FY 23-24, FY 24 -
25, FY 25-26 10%
Employment and Training is currently working with Moxion Power to develop an apprenticeship program for their maintenance and electrification technician positions.
$1M CWDB High Road
Training Partnership
Grant, WIOA Adult
% of target number of project participants
who completed training and/or obtained
an industry-recognized credential
% of training project graduates with
measurable skill gains (training/sector
specific)
% of training project graduates employed
in training-related industry
Median training project graduate wages
over time and compared to regional living
wage targets, and regional occupational
medians (pre-training and post-training)
% of training project graduates with
employer-provided benefits (healthcare,
paid leave, meaningful path to retirement)
% of training project participants who
receive supportive services & type of
supportive services received
% of training project participants
receiving public safety net benefits during
and following program completion
Tamara Walker Employment &
Training
e
Continue to support YouthWORKS to create pathways to
high-paying careers
IP 23-Dec 25-Dec FY23-24, FY24-25,
FY24-26 10%
YouthWORKS supports youth through its partnership with Kaiser Permanente to prepare youth Continue to Support YouthWORKS to create pathways to high paying careers.

YouthWORKS supports youth through its partnership with Kaiser Permanente to prepare youth and young adults for healthcare careers. YouthWORKS served over 60 participants in the Introductory to Health Care with the Richmond Kaiser School of Alliance Health Science.

In addition, YW provides financial support for Richmond youth 18-24 who attend Kaiser School of Alliance Health Science programs.

This year, YouthWORKS partnered with Richmond Promise to provide internships within the City of Richmond to college graduates who are interested in working in the public sector/local government.

Lastly, YouthWORKS placed 8 youth in IT pre-apprenticeships that lead to placement in an IT apprenticeship. Lastly, 2 young adults completed Medical Assistant and Phlebotomy training at Kaiser School of Allied Health and are now working at Kaiser Permanente with an hourly wage of $28 for Medical Assistant and Phlebotomy at $30.
$500K STEP, WIOA Youth,
California for All
Youth, Reimagine
Public Safety
Enrollment, Training,
and Employment
Tamara Walker Gilbert Pete,
Bouakhay
Phongboupha
a
Complete a port audit
IP Jun-23 Dec-23 FY 23-24 25%
GPP Analytics in Phase I - Information/data gathering and interviews with employees $81,750 Port Fund 4001 Recommendations from GPP Analytics
and how staff
implements their
recommendations.

Jerry Chak Lizeht Zepeda
b
Develop Port strategic plan (includes offshore wind
opportunities) A TBD TBD TBD 0%
Port director hiring in progress. Note: Strategic Plan ($50,000) , Port Assessment ($100,000), & Port Plan ($350,000) estimated to cost $ 550,000. Note BGND consultant has distributed costs: Strategic Plan ($50,000), Port Assessment ($100,000), & Port Plan ($350,000) + Project Management on City side ($80,000) estimated total Budget request: $580,000 Port Director Nannette Beacham
c
Hiring a Port director (with appropriate experience to attract businesses – i.e., offshore winds)
IP End of
4/2023 Oct-23 FY 23-24
90% -
Conditional
Offer/Final
Offer Pending
Conditional Offer issued and accepted. Background and reference checks in final stages. Anticipated start date is October 2023 Sharrone Taylor ED Staff a
Revitalize businesses and provide counseling/technical
assistance/capacity building and marketing support for small businesses (i.e., façade improvements) including supporting small business (increase access to capacity and capital) IP
Fall/Winter
2023 for
TCC Grant
Project
Area
Fall/Winter
2025 for TCC
Grant Project
Area
~20 months 0%
Strategy outlined in HR&A report and ARPA Community Needs Assessment (pg 21) NEED: ~$300,000 of funding (ARPA funding recommended). This request is only for implementation within the TCC project area. A Facade Improvement Pilot Program is included as a program in the $35M TCC grant, Displacement Avoidance Plan, however, additional ARPA funding is needed for implementation.
$178,490.97
$300,000
$266,489.3
TCC Grant
ARPA
General Fund
Enrollment in
program
Lizeht Zepeda Chris Castanchoa,
Tamara Walker
b Improve interface with the City of Richmond (e.g.,
permitting, inspections)
IP 23-Jun 24-Jun 2024 40 Econ staff created a new business tool kit Lizeht Zepeda Chris Castanchoa c
Buy Local campaign and Connect communities to keep
revenue in Richmond
IP
Fall/Winter
2023 for
TCC Grant
Project
Area
Fall/Winter
2025 for TCC
Grant Project
Area
~2 years 0%
Strategy outlined in HR&A report and ARPA Community Needs Assessment (pg 20) Included as a program in the $35M TCC grant, Displacement Avoidance Plan, however, additional ARPA funding is needed for implementation.

NEED: 1 FTE Management Analyst in Economic Development Division (~$148,323 position annual cost S+B/ $285,304.23 TCC funding available over 3 years to support) and $120,000 of funding (ARPA funding recommended). This request is only for implementation within the TCC project area. $319,604.7
$135,444
$121,566.95
TCC Grant
ARPA
General Fund
*6 events/promos Lizeht Zepeda Nannette Beacham
d Improve economic development process to support local business IP Jun-22 Ongoing Ongoing 20% BluDot implementation to help streamline communication with small businesses. Staff met with BluDot team training on working system to help connect with businesses. Adding more departmental staff to train in Bludot capability.

Nannette Beacham Lizeht Zepeda
e Present/develop an annual equity-use report(data)
regarding small businesses in Richmond A FY2024 TBD Staff will need to meet to discuss further steps. Nannette Beacham a
Finalize and implement the Green/Blue New Deal
i
Consider a sustainability business expo
IP In-progress Spring 2024 FY 23-24 70%
In July 2021, the City Council adopted a resolution directing staff to develop a Richmond Green-Blue New Deal and Just Transition to 21st Century jobs.

On October 7th a RFP was released to solicit a consultant to support with the development of the plan. On April 5th the contract was awarded to Appraccel, LLC and the first kick-off meeting was hosted in June 2022.

Currently, Community Outreach and Engagement has been wrapped up and community engagement report has been completed. GAP Analysis has been drafted The Community Profile/Economic Insights has been drafted and the Safe Return workshop report has been completed.

NEED: Depending on the priority projects listed in the plan, additional staff support and funding for implementation may be needed but how many or how much is unknown at this time.
$300,000 ARPA Adoption of
Richmond Green-
Blue New Deal
Workforce
Development
program
Samantha Carr ( &
Consultant)
Omar Rascon

2.1 Create new opportunities
for workforce development
in Richmond

2.2 Revision Richmond Port as
an ecologically responsible
revenue generator
Revitalize existing and
small business2.3

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Attachment 1 - Goals and Objectives Combined by Staff
2 A B C D E F H I J K L M N O P Q R
Goal # Goal Objective # Objective Line Item # Line Item Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount, Specify
FY23-24, etc)
Progess % Progress Update Cost Potential
Funding Source
Performance
Metrics*
Staff
Accountable Support
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
i
Development of Hilltop District
IP Fall 2022 Winter 2024 FY 22/23, FY
23/24, FY 24/25 30%
The City was awarded a grant to prepare the Hilltop Horizon Specific Plan (HHSP). The HHSP will cover a 143-acres area within the Hilltop District. It will guide future development and promote the area's transformation from a low-intensity auto-oriented retail center to a higher-intensity, mixed-use destination. The City recently administered a community survey and received over 450 responses. The City is currently preparing a set of land use plan alternatives based on the feedback receieved from a variety of stakeholders. Information on the draft land use alternatives will be packaged into a presentation that will be shared with members of the community in the next series of outreach activities tentativley scheduled for the Fall/Winter 2023.

1.25 M Priority
Development Area
(PDA) Grant and
Local Early Action
Planning (LEAP)
Grant
Specific Plan
adoption
Lina Velasco Hector Rojas
ii Developing entertainment and arts district
along Macdonald Avenue
A Jan-24 Jan-25 2025 0% Staff will need to meet to discuss further steps. Lizeht Zepeda Winifred Day iii
Downtown revitalization
IP Jan-24 Jan-25 2025 0%
Current focus is on Metrowalk Phase 2 and 12th & Macdonald.

Metrowalk Phase 2 awarded ASHC funding
Lizeht Zepeda RMSI
iv
Creating commercial neighborhood hubs
IP Jan-24 Jan-25 FY 24/25 50%
The Richmond Livable Corridors Form-Based Code (RLC-FBC) adopted in April 2023 allows many commercial uses along neighbohood cooridors without a conditional use permit to facilitate business growth. Examples include small-scale cinemas, certain restaurants, small convenience markets, farmers markets, small retailers, and bed and breakfasts. Staff will identify potential funding sources that can be used to establish financial assistance or incentive programs for promoting commercial activity.

TBD TBD Identification of
funding sources
Lizeht Zepeda Hector Rojas
v
Enhance/improve shopping districts (i.e.

Hilltop, 23rd Street, San Pablo Avenue,
Macdonald Avenue, etc.) IP Jan-24 Jan-25 FY 24/25 50%
The RLC-FBC envisions walkable mixed-use neighborhoods in the Central Richmond areas. The RLC-FBC standards will ensure that future development is compatible with neighborhoods and produces an environmnent of desirable character, consistent with the General Plan. Staff will identify potential funding sources that can be used to enhance/improve commercial areas. Staff will also attend annual International Council of Shopping Centers (ICSC) events to make industry connections and learn about the latest trends for marketplaces and spaces.

TBD TBD Identification of
funding sources
Lizeht Zepeda Hector Rojas
vi
Build social hubs near transportation corridors
(includes adding brick and mortar for people
to have places to attend) IP Jan-24 Jan-25 FY 24/25 50% The RLC-FBC allows many uses along transportation corridors that typically provide opportunities for social interaction. Examples include health/fitness facilities, community assembly facilities, cultural facilities, commuity gardens, and farmers markets. Staff will identify potential funding sources that can be used to help fund or incentivize uses along transportation corridors that also promote social interation.

TBD TBD Identification of
funding sources
Lina Velasco Hector Rojas
vii
Infill development (for businesses)
IP Jan-24 Jan-25 FY 24/25 50%
The RLC-FBC is expected to streamline review of infill development projects and promote business attraction, since certain development standards that were a barrier to business attraction were modified (such as conditional use permit and off-street parking requirements). Staff will identify potential funding sources that can be used to establish financial assistance or incentive programs for promoting commercial activity.

TBD TBD Identification of
funding sources
Lizeht Zepeda Hector Rojas
viii
Outreach and provide incentives to businesses
(reputation as business-friendly city) A 23-Nov ongoing FY 23-24 30% BluDot implementation to help streamline communication with small businesses. Staff is discussing way to enrich data for Bludot communication. Lizeht Zepeda Nannette Beacham ix Grocery store attraction A 23-Oct 24-Dec FY 24-25 5% Staff is contected and in discussion with commercial brokers to identify market opportunities. Lizeht Zepeda x
Develop an additional farmers market
A 24-Jan 24-Dec FY 24-25 5%
Staff did initial research on this item and reached out to the Richmond Farmers Market Association to discuss initial interest. Staff will need to meet to discuss further steps. CM Robinson, VM McLaughlin and RFMA President met in July 2023 to discuss the feasibility of hosting another market in Richmond. Site visits to possible locations is pending and will include city staff. The City currently provides the space for the market on 24th street at no cost to the operator. Funding might be needed to support the launch of the new market, outreach, staffing costs, and parks maintenance, as needed. A follow-up meeting was held with VM McLauhglin and CM Robinson in September 2023. $15,000 GF Market location
selected and
implemented, # of
weekly market users,
Lizeht Zepeda LaShonda White
xi Hospital attraction A Richmond currently has the Kaiser hospital. A hospital use is being explored for Hilltop area. TBD xii
Establishing hotels to increase tourism
(especially near the Craneway) IP Jan-24 Jan-25 FY 24/25 50% The Richmond Bay Specific Plan (RBSP) adopted in December 2016 allows transient lodging throughout the plan area (east of the Craneway Pavillion).

Hotels are allowed by right in two of five RBSP subareas and require a use permit in the other subareas. Staff will identify potential funding sources that can be used to establish financial assistance or incentive programs for attracting transient lodging to the area.

TBD TBD Identification of
funding sources
Lina Velasco Hector Rojas
xiii
Beautify entryways
A 1/1/2024 6/30/2026 FY23-24, FY24-25,
FY24-26 0%
Staff will look into previous staff effort and will plan for next steps. $ 2,000,000 Grants Prioritization, adopting a plan,
securing funding,
executing the plan
Tawfic Halaby Greg Hardesty
xiv
Establish water taxi (go to various
communities)
A N/A N/A Unknown 0%
This topic was a regional discussion led by WETA Hovercraft Study about 2 years ago to assess the feasibility and terminal locations (presentation attached). The Richmond port was considered the most viable locations with the ability to accommodate a water taxi from Richmond to San Francisco and Richmond to Foster City. Ultimately, it was determined to be financially infeasible at that time. However, now there is significantly more transportation funding opportunities to possibly revisit this study for implementation.

Unknown Grants Ensure City adopted
transportation plans
are updated and
consistent with local
General Plan
elements and other
adopted City
ordinances.

Denee Evans Lori Reese-Brown
xv
Work regionally
IP Ongoing Ongoing Ongoing Ongoing
Staff regularly attends regional meetings, such as WCCCUSD, Measure X, EB EDA, Economic Development regional, BAUM, California Authority of Ports Associations, WCCTAC, etc.

TBD TBD # and types of
regional programs
and iniatives, success
of programs
Shasa Curl LaShonda White
xvi Build ties with UC Berkeley IP Ongoing Ongoing Ongoing Ongoing Expand UC Berkeley departmental relationships in addition to City Regional Planning, School of Public Health, Goldman School of Public Health, Y-PLAN, Institute of Urban and Regional Development, and Chancellor's Office.

TBD TBD Types of programs
and outcomes
Shasa Curl
a Address business taxation / fair taxation (from big business) IP Ongoing 12/31/2023 FY23-24 55% Staff reviewing payments made by businesses including by size, by class, top 500 etc. With that data will calculate the impact on general Fund Business Tax revenues if rates ar changed.

Antonio Banuelos Dave Aleshire
b
Add a vacancy tax
IP See 1.1d See 1.1d See 1.1d See 1.1d
Staff explored this and the Council at the time decided that it did not want to pursue. Information can be found here:
https://www.ci.richmond.ca.us/4122/Potential-Vacant-Property-Tax. There was a concern that the tax would increase the unpaid fees on the vacant or abandoned property and possibly deterring the County from auctioning off the property and/or others from purchasing the property. The tax might not solve the issue for properties with dead owners. A recommended step prior to the adoption of a VPP Tax is to request the County sell the properties sooner before the purchase price gets too high.

Measure T : " Shall an Ordinance of the City of Richmond’s Municipal Code to establish a Special Parcel Tax on Vacant Properties at the rate of $3,000 annually per vacant developed parcel and $6,000 annually per vacant undeveloped parcel, raising about $5.4 million annually for 20 years to fund homelessness services and housing, blight and dumping elimination, and specified programs, be adopted?” did NOT receive the 2/3 vote to pass.

San Francisco is currently being sued: www.courthousenews.com/property-owners-sue-san-francisco-over-voter-backed-vacancy-tax/ Lina Velasco Eva Mann
c
Research changes to the Utility Users Tax (UUT)
IP Fall/Winter
2023 Winter 2024 ~1.5 years 10%
Proposed ballot measure would raise UUT by 1 percent. City Council direction needed Richmond's current UUT percentages are:
- Telecommunications Services: 9.5%
- Video: 5%
- Electricity: 10%
- Gas: 10%
TBD General Fund TBD Shasa Curl Samantha Carr
Antonio Banuelos

2.6 Strengthen grant
infrastructure (Grants
Dept) - Build capacity to
apply for and administer
grants
a IP Summer
2023 Ongoing Ongoing 15%
Meeting with Finance staff and grant-funded project managers to discuss capacity, historically. Discussing standardized grant application evaluation process ("go-no-go analysis) training for staff and leveraging tools available through the City's current ERP Software (MUNIS -- Grant Manager Module).

TBD General Fund TBD Patrick Seals
Economic Development Plan
Research new progressive
taxes2.5
Create and or re envision
infrastructure to attract
new business and retail
and manufacturing infill
developments and new
customers for existing
Richmond businesses

2.4 b
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Attachment 1 - Goals and Objectives Combined by Staff
2 A B C D E F H I J K L M N O P Q R
Goal # Goal Objective # Objective Line Item # Line Item Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount, Specify
FY23-24, etc)
Progess % Progress Update Cost Potential
Funding Source
Performance
Metrics*
Staff
Accountable Support
37 38
39 40
41 42
43 44
45 2.7 Advance the East Bay
Public Bank a IP 02/2023
Need to
confer with
CM
McLaughlin
for
establisheme
nt of working
group and
timeline
~ 2%
Bank formation in progress. Staff to interface in the development of the business plan in the Fall. First working group meeting scheduled for September 29, 2023
~ $750,000 Resolution
completed 02/2023,
need Charter,
Incorporation, Bi
Laws, Investment
Policy
Nickie Mastay Floyd Andrews
a
Hire new staff with appropriate experience to recruit
businesses and development of marketing plan IP Buget Year 23-24
Staff is recommending the addition of a Economic Development Coordinator as part of the FY 23-24 budget. In addition, the Port Director recruitment is in progress.

Nannette Beacham
b Hire commercial broker to join Econ Dev team IP Staff to release a RFP for commercial broker by September 2023. Nannette Beacham c Create marketing/communication team (i.e., public
information officer) IP 23-Sep Dec-23 FY 23-24 50% Staff is currently strategizing how to build a team for Marketing/Communications (inter-departmental). Inter-departmental Lizeht Zepeda d “Taking back our name” – regional parks, campuses, etc. that do not have “Richmond” attached A Opportunity to negotiate with East Bay Regional Parks to rename regarding Point Molate. Dave Aleshire Shannon Moore

2.9 Improve Cost Recovery in
each applicable
department
a IP
Cost recovery sheet was created in 2020 and staff/department heads update the items quarterly. Lilia Corral Shasa Curl SUMMARY OF COUNCIL SELECTED ITEMS: 7 GOALS AND 20 OBJECTIVES Right-size Economic
Development Department2.8
Items Not Voted On
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Attachment 1 - Goals and Objectives Combined by Staff
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26

A B C D E F H I J K M N O P Q R
GOAL 3. Improve the Quality of Life and Community Health/Improve Social Determinants of Health - Community Services, Public Works, and Grants Goal # Goal Objective # Objective
Line
Item
#
Line Item
Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount,
Specify FY23-
24, etc.)
Progress Update
Cost
Potential
Funding
Source
Performance
Metrics*
Staff
Accountable Support
a
Complete renovation of the Booker T. Anderson Community Center IP 11/24/2020 8/31/2023
(FY20-21, FY21-
22, FY22-23,
FY23-24)
BTA Community Center scheduled to be completed at the end of September 2023 $3.6M Risk Josef Munoz Robert Armijo b
Renovate the Richmond Main Library
IP 5/1/2023 6/30/2026 FY23-24, FY24-
25, FY25-26
The City of Richmond received ~9.7 million dollar grant to renovate the main library, which requires a 50% match of ~4.8 million (~4.1 from ARPA, and $700k from Library Impact Fees). On May 23, 2023, City Council approved authorizing an additional $15 million to support the project. Public Works in collaboration with Library staff released the RFP in July and will select a design team in late August. Award of the design contract and project commencement is anticipated to occur in October/November 2023. Staff had Initial conversations with the Library Foundation regarding the potential for a capital campaign to raise additional funds. $30M Grant, ARPA,
General Fund
Wendy Wellbrock Robert Armijo
i Boorman IP In conjunction with the Community Services Infrastructure Capital Needs list, Public Works Staff to work with Operations and existing grants that may address improvements in 2-3 parks in under-served communities i.e. Unity Park Clean California Grant.

Greg Hardesty Tawfic Halaby
ii Harbor IP Greg Hardesty Tawfic Halaby
iii Unity Park / Richmond Greenway IP Greg Hardesty Tawfic Halaby iv Boyd Park IP Greg Hardesty Tawfic Halaby
v
Wendell Park
IP
50000 Greg Hardesty Tawfic Halaby
d
Improve maintenance repairs and landscaping of public
property IP
The City has ~ 58 parks/open spaces that Public Works currently maintains. Asking for $210,000 from General Fund for operations: tools, rental of equipment, overtime, stand-by pay, etc. for FY 2023-2024 budget. The Hellman Foundation is funding a park equity study that will develop recommendations. Staff is requesting a scope of work from the Hellman Foundation. Parks staff is also working with Marcia Vallier Designs to inventory and provide an update on the status of all City parks. 210000 Greg Hardesty Tawfic Halaby
e
Maintain and improve parks
IP
The City has ~ 58 parks/open spaces that Public Works currently maintains. Asking for $210,000 from General Fund for operations: tools, rental of equipment, overtime, stand-by pay, etc. for FY 2023-2024 budget. The Hellman Foundation is funding a park equity study that will develop recommendations. Staff is requesting a scope of work from the Hellman Foundation. Parks staff is also working with Marcia Vallier Designs to inventory and provide an update on the status of all City parks. 2000000 Greg Hardesty Tawfic Halaby
f Improve lighting in parks A Staff is requesting more funds in order to provide more lighting. 2000000 Greg Hardesty Cornell Hughes g
Improve parking accessibility
A
Staff would need funding to develop a city-wide parking program that looks at the creation of regional lots and other mechanisms to support anticipated development growth.

Council approved RMC 14.46 City Parking Regulations and RMC 14.56 Neighborhood Parking. Generally parking can be improved:
- when it is consistently managed, monitored, and enforced - if the established Neighborhood Permit Parking Program was supposed by consistent enforcement - with the integration and encouragement of using other modes of travel to and within the city - if the city lots and parking stalls are revised for efficient and optimal use - implement paid parking in high demand areas to encourage turnover - parking is appropriately considered integral component of transportation demand management and a way to reduce greenhouse gas emissions. to date, transportation has not been allowed to use ECIA funds to support parking management efforts.

Denee Evans Lori Reese-Brown
h
Renovation plans for Recreation centers
A 8/1/2023 6/30/2029
FY23-24, FY24-
25, FY25-26,
FY26-27, FY27-
28, FY28-29
Recreation Centers and other facilities need to be assessed. PW staff is preparing a Request for Proposal (RFP) to hire a consultant to perform a Facility Needs Assessment. Recreation Complex roof on the Multi purpose room needed roof repair before the rainy season.

Exploring option to participate in free ZNE/ZNC assessment from BayREN.

Submitted application for Round 1 Community Resilience Center Planning Grant for the MLK Center. $30M to $100M Grants Prioritization, direction
from council,
development of a plan,
securing funding,
implementing the plan
Carl Capistrano Tawfic Halaby,
Environmental and
Health Initiatives
Division
i Establish tree long-term maintenance and replacement plan (position for city arborist)
A 9/1/2023 12/31/2024 FY23-24, FY24-
25 City adopted an urban greening master plan. Through ECIA, urban forestry projects are funded. City will seek funding to update the urban greening master plan to include a replacement tree program.
$400k General Fund Greg Hardesty Tawfic Halaby
j Increased lighting IP
The City adopted standard lighting levels. These levels will vary, determined by a variety of factors from area to area. Where the levels are deficient, a study might be needed to determine what is needed to bring the levels up to standard. The City of Richmond’s Electric Shop has 1 staff person mostly dedicated to streetlight repairs. 24 working hours out of every month, they are dedicated to lighting repairs in the Marina District. They will also assigned to assist with other projects including traffic repairs as needed. Current projects under construction include increased lighting components (i.e. Yellow Brick Road and TCC) proposed areas for future study are Hilltop dr., RH Miller and replacing the HPS lamps in the Marina and other areas with LED's.

Cornell Hughes Carl Capistrano
k Increase/improve more basketball courts A
Staff recommends waiting for the Park Equity study, park assessment, and other relevant analyses to be completed before moving forward with this item and determining next steps. Staff can look for grant opportunities that would allow for the improvement of current basketball courts.

TBD
l Increase sidewalk repairs IP 5/1/2023 12/31/2023 FY23-24 Contractors are doing an assessment of sidewalks city-wide. After contractor completes assessment, staff will provide a recommendation to Council in Fall 2023.
$220k General Fund Reduce trip and fall
claims, make sidewalks
more accessible
Tawfic Halaby Robert Armijo
a Create dog parks IP
Point Isabel currently designated dog park. Council could direct City to take some park space and designate it as a dog park. The Hellman Foundation is funding a park equity study that will develop recommendations. Staff is requesting scope of work from Hellman Foundation. Parks staff is also working with Marcia Vallier Designs to inventory and provide an update on the status of all City parks. 500k Grant TBD
b Create a bike park (promote a culture of biking) IP A grant was received to upgrade Dirt World located along the Richmond Greenway and 20th Street. The City's TCC grant will also expand an e-bike share in several neighborhoods, and fund streetscape projects that create new bike infrastructure. 4M Grant TBD
i
Complete an assessment of possible new
soccer field locations IP 7/15/2023 6/30/2025 FY23-24, FY24- 25 The Hellman Foundation is funding a park equity study that will develop recommendations. Staff is requesting a scope of work from Hellman Foundation. Parks staff is also working with Marcia Vallier Designs to inventory and provide an update on the status of all City parks. $10M Grants Greg Hardesty LaShonda White
ii Build new soccer fields at Lucas, Shields Reid,
and Parchester Parks
A 7/15/2023 6/30/2025 FY23-24, FY24-
25 Staff recommends waiting for the Park Equity study and other relevant analyses to be completed before moving forward with this item and determining next steps
$6.0M Grants Greg Hardesty Tawfic Halaby
iii
Create a development plan for a soccer
complex at Lucky A's Ballfield (e.g., Gilman
Fields)
A 7/15/2023 6/30/2025 FY23-24, FY24-
25 Staff recommends waiting for the Park Equity study and other relevant analyses to be completed before moving forward with this item and determining next steps
$2.0M Grants Greg Hardesty Community
Development,
Community
Services
d Rebuild the Martin Luther King, Jr. Community Center A 1/1/2024 6/30/2026 FY23-24, FY24- 25, FY25-26
Staff submitted application for the Round 1 Community Resilience Center (CRC) Planning Grant for the MLK Center on 9/18/23 for activities related to community input, community partnerships, and design. There was limited funding available from insurance proceeds after the MLK Center was demolished and staff recently met with the Nystrom United Revitalization Effort (NURVE) stakeholders to revisit this idea. $25M
Requested
~$500,000 for
CRC Grant
Grants Carl Capistrano Josef Munoz,
Environmental and
Health Initiatives
Division
e Community centers in every corridor A
Richmond currently has 10 community centers: BTA, DRPC, May Valley, Nevin, Parchester, Point Richmond, Richmond Senior Annex, Recreation Complex, Richmond Senior Center, and Shields-Reid. Additional community center require sufficient staffing, maintenance, funding for programs, etc. to be beneficial and true assets to the community. In addition, there are numerous community-based organizations that have spaces in various parts of Richmond.

TBD
f Using roofs as parks A An assessment of roofs would need to be done to determine viability. TBD

3.1 3.2
Improve infrastructure at 2-3 parks in under-served
communities
Improve maintenance of
the built environment,
parks, and new recreation
infrastructure
Build 3-4 soccer fields in 3-4 years in City parks (with 1-2 small fields within 1-2 years)
Create new infrastructure
c
c
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Attachment 1 - Goals and Objectives Combined by Staff
2 A B C D E F H I J K M N O P Q R
Goal # Goal Objective # Objective
Line
Item
#
Line Item
Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount,
Specify FY23-
24, etc.)
Progress Update
Cost
Potential
Funding
Source
Performance
Metrics*
Staff
Accountable Support
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 42
43 44

3.3 Increase transportation for
underserved communities
(including bike and
pedestrian route trails)
a IP
Neighborhood Complete Streets project (TCC Grant), Yellowbrick Road project and Richmond Wellness Trail Phase 2 (TCC Grant) will all increase the ability for community to bike and walk safely in the community Neighborhood Complete Streets: Start ~Fall 2023, End ~Winter 2024, Total Cost $13,058,910.15 Wellness Trail Phase 2: Trust for Public Land Project Manager, Start ~Fall 2023, End ~Winter 2024, Total Cost $4,816,153.6 TCC Grant,
CNRA Grant,
General Funds,
CalTrans Clean
CA Grants
Community
Development
Public Works

3.4 Create a plan for waste
water treatment and
sewer infrastructure
improvement
a IP 11/1/2023 12/31/2024 FY23-24, FY24-
25 Baykeeper Settlement Agreement has requirements stating that an average of 2 miles of Grade 5 defective sewer line be repaired on a 10-year rolling average. This has been in place since 2018 and will continue until 2027. Master plans for both have been adopted (WWTP Facility Plan and Waste Water Treatment Master Plan), and funding is needed to fully implement. $400k WRR Funds Mary Phelps Robert Armijo

3.5 Revisit CyberTran project
(will provide jobs) a
Meet with Cybertran developers / applicant / team to
discuss next steps for meeting with federal and state DOT staff
A
The FTA has supported and funded this project and staff is awaiting direction from the Mayor and Council if they would like to continue the partnership between CyberTran and the City. anywhere in the US. This is pending Council direction on continued partnership.

Lori Reese Denee Evans
a
Improve communications and outreach regarding existing
Recreation programs
IP Ongoing Ongoing FY 23-24
Recreation programs and activities are communicated through the following methods: Recreation bi-monthly newsletter; City Manager’s Weekly; Recreation website; Seasonal Activity Guide.
•Information disbursements from the community centers
•Tabling at various events and school sites
•Post events at the City of Richmond marquee
•Our plan is to have a kiosk at MLK
TBD GF # of outreach events
attended, # of patrons
enrolled in programs
LaShonda White Ranjana Maharaj
b
Increase public access and hours of operation to City
facilities (swim and recreation centers) and parks
IP 7/1/2023 Ongoing FY 23-24
Staff has expanded hours, including Saturdays, at the Richmond Recreation Complex (highest used facility). Staff will assess the ability and interest to open other centers for different hours during the week and on the weekend contingent upon our ability to hire more part-time staff. In addition, staff is thinking about ways to activate more parks which includes but is not limited to increased lighting and developing and implementing a mobile sports unit to bring activities to parks.

Swim Centers: Our plan is to expand programming at both our aquatic sites. Lifeguard recruitment is slow because a lot of the applicants cannot adequately swim to qualify to become a lifeguard. We are working with Employment and Training to help recruit and offer Lifeguard classes so that we can hire more lifeguards to help with program expansion. As volume increases, our need for administrative and financial staff will increase as well.

We partner with the Richmond Swim Team to offer programs at the Plunge. This provides an opportunity for our community to partake in their program since we are unable to provide this programming ourselves. We will continue to look for other partnerships so we can continue to expand.

Recreation Community Centers: Our plan is to gradually expand programming hours at each of our sites based upon the number of part-time staff we are able to hire.

TBD GF Open hours at various
facilities; # of patrons
LaShonda White Ranjana Maharaj
c
Increase hours on weeknights and weekends
IP 7/1/2023 Ongoing FY 23-24
Recreation received additional staff positions as part of the FY 23-24 budget process. Staff is using those positions to expand hours at the Rec Complex. However, additional positions are needed to further expand hours and programming. In addition, staff wants to learn about the types of programs community members are interested in to help ensure new programming aligns with community needs. See 3.6.b and 3.6.g

TBD GF,
partnerships
with outside
organizations
Open hours per facility LaShonda White Ranjana Maharaj
d
Increase recreation staff for senior centers
IP Ongoing Ongoing FY 23-24
Currently the Richmond Senior Center has (1) FT Recreation Program Coordinator and (1) Part-time Recreation Program Leader. We are seeking employees to fill (2) part-time positions of 999 hours to assist with programming and nutrition program with Contra Costa County and 780 hours to assist with programming as well as staff coverage.

TBD GF LaShonda White Ranjana Maharaj
e Midnight basketball and late-evening futsal tournaments A TBD TBD FY 24-25 Recreation staff is interested in new programming and requested additional positions to help support the establishment of new sports-related programs.

TBD GF # of events and
participants
LaShonda White Ranjana Maharaj
f
Improve summer and year-round recreation programs
IP Ongoing Ongoing FY 23-24, FY 24-
25 Staff is working to find new programming, released a survey to receive feedback on programming, and continues to analyze current programming. TBD GF, partnerships
with outside
organizations
# and type of programs, #
of participants per
program, satisfaction of
program (per survey)
LaShonda White Ranjana Maharaj
g
Analysis of part-time Recreation staff
A 11/1/2023 2/1/2023 FY 23-24
We currently do not have enough part-time staff to expand programs. We are in the process of hiring part-time staff; however, the recruitment is very slow. Recreation staff can work with HR to look at this item, and as appropriate, add requests during FY 23-24 mid-year or FY 24-25 budget process.

TBD GF Budget and amount of PT
hires
LaShonda White Ranjana Maharaj
h
Increased cultural festivals
A Ongoing Ongoing FY 23-24, FY 24-
25 Recreation staff welcomes ideas for new cultural festivals that represent Richmond and collaboration with organizations and community that would like to partner on hosting events. Currently collaborations included Cinco de Mayo, Juneteenth, Fourth of July, etc. Additional festivals are pending funding or collaboration with organizations. Community Services is working to improve advertisement of the various community festivals that are hosted by Richmond, co-sponsored by Richmond, and/or hosted by outside groups.

TBD GF,
partnerships
with outside
organizations
# and type of events, # of
attendees,
LaShonda White Ranjana Maharaj
i
Increase community events in various/different
neighborhoods
IP Ongoing Ongoing FY 23-24, FY 24-
25 Community Services Department, along with other City departments, will continue to explore hosting new community events. In 2023, we brought back the Literacy Fair and had a City-wide garage sale. Staff host various community events annually including but not limited to 3rd of July, Chinese New Year, Black History, Tree Lighting, Spring festival, Fall festivals, Park Rx Day, etc. In addition, the City sponsors outside groups interested in hosting community events such as the Native American Pow Wow, Richmond Pride, Juneteenth, Cinco de Mayo, etc. Recreation also hosted 4 movie nights for the community.

TBD GF # of community events
(and tracking of location -
Council Districts), # of
attendees
LaShonda White Ranjana Maharaj
j
Hold joint West Contra Costa Unified School District
(WCCUSD) board – City of Richmond council meeting
i
New Joint-Use Agreement with WCCUSD and
budget to access schools
A 1/1/2023 6/30/2023 FY 23-24
There have been joint meetings held between both bodies in the past. Per the direction of City Council, City staff can work with WCCCUSD to request and coordinate future meetings. City staff is working with WCCUSD staff to update the JUA to allow for open access to specific facilities after hours and/or on weekends and to increase opportunities for organized teams to access WCCUSD facilities. It is anticipated that the JUA will be before both bodies before the end of CY 23.

TBD GF, WCCUSD Meeting: Date and
outcome of joint meeting
JUA: Approval of JUA,
increased access to
WCCUSD facilities
LaShonda White Trina Jackson-
Lincoln
k
Launch a bicycle community event (Ciclovia - close streets to cars for a day+)
A TBD TBD FY 23-24 or FY
24-25
To implement a concept like Ciclovia, City staff would need to determine the appropriate street, timing, and collaboration with community to coordinate and plan the event.

BPAC and/or other organizations could provide support to organize event.

Currently the City partners with Bike East Bay, 511 Contra Costa, BPAC, Rich City Rides, SunPower and others to host the annual Bike to Work Day event in Richmond. This event includes 4-5 City sponsored energizer stations. Additionally over the past few years, City Council has declared May to be Bike Month.

Rich City Rides hosts Sunday Care rides throughout Richmond.

With Clean Air Day grant funding, the City has partnered with Rich City Rides to host a lunch-time ride starting at City Hall.

TBD GF, Grants,
partnerships
with outside
organizations
Event date, # of
participants
BPAC
a
Work with Contra Costa County to bring more mental
health services to Richmond IP
Contra Costa County provides mental health program which is designed to help individuals who are having a mental health crisis. There are a number of community organizations and non-profits that service the Richmond area (some funded through RDCY).

TBD
b
Providing mental health services for community and sworn staff IP Ongoing Ongoing Ongoing
Through benefits, staff receives services through EAP. PD has a mental health app called Ripple Worx and pay for extra 1:1 counseling through a service provider in CCC that only does business with first responders. Police has their own mental health services, which are contracted out. HR currently working with RFD to implement mental health services for Fire.

General Fund Human Resources

3.8 Renovate and open park
restrooms a A
The City of Richmond maintains 14 public restroom facilities at parks and trails. Unfortunately, due to illicit activities, most restrooms are not regularly open to the public. Recreation and Parks staff drafted an agenda report with for consideration by City Council at the June 20, 2023 meeting, 3 options regarding how restrooms could reopened safely and maintained Greg Hardesty Stephanie Ny
Address mental health in a
holistic approach (provide
more services that are
culturally competent

3.7 Items Not Voted On

3.6 Improve recreation
services by increasing
access and improving
communications and
outreach
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Attachment 1 - Goals and Objectives Combined by Staff
2 A B C D E F H I J K M N O P Q R
Goal # Goal Objective # Objective
Line
Item
#
Line Item
Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount,
Specify FY23-
24, etc.)
Progress Update
Cost
Potential
Funding
Source
Performance
Metrics*
Staff
Accountable Support
45 46
47 48
49 50
51 52
53 3.9 Raised crosswalks a IP Staff will develop standards and consider for implementation in the Traffic Annual Program. Certain projects under construction will introduce raised crosswalks (i.e. Yellow Brick Road)
Angel Montoya Aaron Osorio

3.1 Purchase WCCCUSD
property in District 4 a A Staff is requesting clarification for the purpose of the property. To move forward with land acquisition and development, City staff would need policy direction from the City Council.

TBD

3.11 Electric vehicle (EV) transit
a IP Ongoing Ongoing FY 23-24, FY 24-
25, FY 25-26
Richmond Moves is the city’s publicly operated (by Via Transit) on demand EV shuttle. It was initially funded with $1M of Clean Mobility Options Voucher Pilot Program (CMO) funds to operate within a 5.5 sq mile radius of central Richmond. The program has been in operation over one year and was recently awarded an additional $500,000 from CMO to support the city wide expansion plan.
• Transportation was recently awarded $250,000 from the Federal Transit Administration Enhancing Mobility Innovation to comingle the Via software to operation Rtransit services. This will allow more Rtransit clients easier access to local rides that can be scheduled within minutes not days or weeks in advance: https://www.transit.dot.gov/research-innovation/fy21- enhancing-mobility-innovation-projects. Richmond was selected as one of nine projects in six states selected. • Transportation was recently awarded (ranked 5 out of 28) for competitive funding in the amount of $6,235,000 from California State Transportation Agency (CalSTA) to add five zero emission wheel chair accessible shuttles to the Richmond Moves fleet and citywide expansion: 2023 Cycle 6 New TIRCP Award List - 04/24/2023 (ca.gov). Staff is currently working on preparing the funding agreement documents to seek Council approval. • Transportation secured $860,000 in Hybrid and Zero Emission Truck and Bus Voucher Incentive Project (HVIP) to apply toward the purchase costs to replace city work trucks (remains unused and will expire in 3 months). https://californiahvip.org/ • Transportation just secured an additional $ 90, 000 in Hybrid Truck and Bus Vouchers (HVIP) to apply towards the purchase costs to purchase two (2) new Rtransit zero emission wheelchair accessible vans. In the coming weeks , staff will seek Council approval to accept the funds and approve the vehicle purchase. • The CCTA has approached Richmond to participate in an electric autonomous vehicle pilot. This is in very preliminary stages of discussion to identify potential routes to deploy a pilot program.
• Transportation has also been approved by a private provider to possibly pilot autonomous shuttle service. This is in very preliminary stages of discussion to identify potential routes and funding to pilot the program.

TBD Grants,, ECIA # of EV stations, location of
stations, usage
Denee Evans Lori Reese-Brown

3.12 Infrastructure capital
needs a A Ongoing Ongoing Ongoing PW Staff will work with Operations to develop a more comprehensive list to combine with existing unfunded projects already submitted that fall under Infrastructure Capital Needs.

Daniel Chavarria Josef Munoz

3.13 Address issues with train
crossings and noise
(creating over or
underpasses)
a A
The establishment of quiet zones are subject to review and approval by the CPUC. Funding will be needed to survey crossings for required improvements to establish quiet zones. Once improvements are identified, funding will be needed to implement.

City Attorney's
Office
Public Works

3.14 Access to parks a
Access to parks during and after emergencies (?)
A
Current EOP identifies certain community centers/parks for temp shelter. CERT teams plan to establish command posts at certain parks based on need.

Fire Department Public Works
SUMMARY OF COUNCIL SELECTED ITEMS: 7 GOALS AND 34 OBJECTIVES 7 of 12
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Attachment 1 - Goals and Objectives Combined by Staff
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20

A B C D E F H I J K L M N O P Q R
GOAL 4. Improve Public Safety - Police, Fire, and Community Services Goal # Goal Objective # Objective Line Item # Line Item Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount, Specify
FY23-24, etc)
Progess % Progress Update Cost
Potential
Funding
Source
Performance Metrics* Staff
Accountable Support
a
Implement 18 projects approved by City Council for street calming and allocate sufficient funding IP 8/25/2022 8/31/2024 FY22-23,FY23-24 35 Design and initial work will begin Summer 2023. $1.2M General Capital, General Fund,
Measure J
Josef Munoz Robert Armijo
b
Implement projects in Local Road Safety Plan (i.e. Barrett Ave, Esmond Ave, McBryde Ave, Macdonald Ave, Carlson
Blvd, etc.) IP Ongoing Ongoing Ongoing
Programming recently grant awarded projects that dervied from the LRSP this FY23-24 to begin design: Barrett Avenue, McDonald Ave Grants, Measure J, General
Capital, General
Fund
Josef Munoz Robert Armijo
c
Road repairs for safety
IP Ongoing Ongoing Ongoing
The Council adopted the Local Road Safety Plan. Staff is seeking funding for the identified projects. $2M/annually Grants, Measure J, General
Capital, General
Fund
Reduction in claims due to
potholes, better vehicular
ride quality, smoother
pedestrian crossings and
bicycling experiences
Rob Chelemedos Tawfic Halaby
d
Increase sidewalk safety
IP Ongoing Ongoing Ongoing
The City has an existing sidewalk repair program. Sidewalk repairs are on-going, however the backlog of deferred maintenance continues to grow due to aging infrastructure and limited funding. Trip and fall claims are on the rise. Staff will assess citywide needs and report back to council.

Many $Millions Gas Tax,
Measure J,
General Capital,
General Fund,
Grants
Pending funding availability:
fewer barriers to access,
reduced backlog of deferred
maintenance, fewer trip and
fall claims
Tawfic Halaby Robert Armijo
e
Improve street paving
IP Ongoing Ongoing Ongoing
Staff is developing pavement condition index projections based on different possible future funding levels. Under Council direction, staff will develop a five year paving plan based on the anticipated funding levels. Every two years, the Metropolitan Transportation Commission provides funding for consultants to update the City's StreetSaver® pavement asset management system, including inputting maintenance and rehabiliation activities, windshield condition surveys, and possible future projeced funding levels. The final report includes recommended optimized expenditure of funds and five year projections for pavement condition index and backlog of deferred maintenance.

Many $Millions Gas Tax,
Measure J,
General Capital,
General Fund,
Grants
Under Council direction - -
maintain PCI or increase
PCI, fewer claims
Tawfic Halaby Josef Munoz
f
Clearing storm drains
IP ongoing ongoing
The Agreement the City has with Veolia requires Operation and Maintenance of the City's "Collection System". The collection system includes the stormwater collection system.
$1M/annually Stormwater
Enterprise Fund
Request linear footage from
Veolia monthly
Mary Phelps Robert Armijo
g
Include art in street safety measures
IP
Staff will work with consultants to incorporate art in street safety measures as applicable. Grants, Measure J, General
Capital, General
Fund
Josef Munoz Robert Armijo
h Improve lighting A Staff is requesting more funds in order to provide more lighting. Increase usage of the City of Richmond streetlighting Anti-Theft underground standards & requestinting 2 more electricians.

Not determined Cornell Hughes Carl Capistrano
i Research installing red light cameras and safety cameras A Staff is in the early stages of communication to research red light cameras and everything necessary for implementation. TBD j
Roundabouts and raised crosswalks
IP 6/30/2024 FY23-24
Staff will develop standards and consider items for implementation in the Traffic Annual Program. $50K Measure J, General Capital,
General Fund
Josef Munoz Robert Armijo
k Train crossings and noise (communities are blocked like Pt.

Richmond and Parchester)
A The establishment of quiet zones are subject to review and approval by the CPUC. Funding will be needed to survey train crossings for required improvements to establish quiet zones. Once improvements are identified, funding will be needed to implement.

City Attorney's
Office
Public Works
l Eliminate sideshows A Policy decision needed from City Council. PD currently breaking up side shows, and doing follow up with cameras for license plates, towing, etc. Should be constant community education on side shows.

TBD
a
Implement a community crisis response program +1
IP FY 23-24
The City's consultant, Urban Strategies Council, presented a report and program update to City Council on September 12, 2023 regarding options for implementing a community crisis response program for City Council consideration prior to Council's July recess. This report takes into account community and stakeholder input, research from the Reimagining Public Safety Task Force, and promising practices in other jurisdictions. City staff is also working with Human Resources to create an appropriate position to help implement the program. Implementation will require different levels of funding, staffing, timing, etc. City staff is also working closely with Contra Costa County's A3 program which is an "innovative approach to provide timely and appropriate mental and behavioral health crisis services to anyone, anywhere, at anytime in the county" and attend monthly meetings with other County city manager's regarding this topic. City Council directed staff to implement CCRP within an exisiting city department and provided various deadlines including a desire for program implementation by August 2024. The estimated program cost could reach $3M/annually if implemented with 14 FTEs, city-wide and 24/7.
~$3M/year GF and grants To be developed LaShonda White Patrick Seals/Lupe Morales
b
Continue to reimagine public safety (to ensure community has adequate services including restorative justice and other methods)
IP Ongoing Ongoing FY 23-24 Ongoing
The Reimagining Public Safety Community Task Force convenes monthly meetings and in June 2023 hosted a community summit to continue conversations regarding reimagining public safety (topics included traffic safety, economic security, and youth employment). Access to restorative justice and other methods will require additional conversations.

To date, recommendations from the Task Force that have been approved by City Council include:
- Increased budget allocations to YouthWorks, resulting in increased work experience opportunities for youth as well as additional staff for YouthWorks - Increased budget allocations to Office of Neighborhood Safety, resulting in additional staff and capacity for Office of Neighborhood Safety to continue gun violence prevention and intervention work
- Development of the Community Crisis Response Program (goal 4.2.a.) - Support for unhoused interventions, resulting in jobs and encampment services for unhoused individuals $6.3 - $8.3M GF and grants • Increased youth work
experience placements
• Increased ONS staff
• Creation of CCRP
• Increased jobs created
and individuals served
LaShonda White Stephanie Ny

4.3 Reduce Illegal dumping a
Education, enforcement, collaboration with Richmond Police Department, Code Enforcement, District Attorney. Offer
cash rewards for reporting illegal dumping in progress.

IP Ongoing Ongoing Ongoing
$150,000 ask for cameras for hot spots for dumping. PW staff working in collaboration with PD. Continual coordination with the County regarding illegal dumping.

In 2021, every neighborhood now host a Neighborhood Dumpster Day. In 2023, there are 30 neighborhoods over 28 Saturdays are participating.

The City currently has a grant from CalRecycle to support with illegal dumping prevention and clean-up. Continue to implement I Heart Richmond. $500k/yr Measure J,
General Capital,
General Fund,
Grants
Reduction in illegal dumping
hotspots
Hugo Mendoza Tawfic Halaby
i Fuel reduction +1 IP Ongoing Ongoing Ongoing Ongoing Fire Department staff working with Public Works regarding itemized list/cost for wildfire safety TBD TBD TBD Marshal Munson Angel Montoya ii
Fire prevention
IP Ongoing Dec-23 FY23-24 Ongoing
Fire staff working with HR on Fire Inspector recruitment. Tentative Ddtes as follows:

1. Written Exam scheduled for 09/01/23

2. Candidate Assessment scheduled for 09/18/23
$20,000 General Fund Fire Prevention
Staff/Position Control
Angel Montoya Aaron Osorio
iii
Create and Implement a regional wildfire
safety plan
IP Ongoing Ongoing Ongoing Ongoing
Fire prevention staff is compiling a list of wildfire safety projects which will be prioritized based on risk.

1. Staff is exploring at options to hire a third-party Wildland Urban Interface (WUI) specialist that will assess the City's wildland risks and resolution to mitigate risks

2. Staff will coordinate with neighboring agencies (Con Fire; EBRPD) regarding wildlfire safety initiatives and projects

3. Staff is exploring at options to subscribe/implement a third-party software that will be used to manage Wildland Urban Interface (WUI) inspections TBD TBD TBD Marshal Munson Angel Montoya

4.1 4.2

4.4 Improve road, traffic, bike
and pedestrian safety
Continue to support
alternatives to police (i.e.,
ONS) and collaborate with
CCC regarding alternative
methods
Improve Emergency
Response and Preparation
Create and implement a wildfire safety plan for all high fire areas of the city including inclusion of capital projects in the CIP Budget even if they are currently unfunded
a
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Attachment 1 - Goals and Objectives Combined by Staff
2 A B C D E F H I J K L M N O P Q R
Goal # Goal Objective # Objective Line Item # Line Item Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount, Specify
FY23-24, etc)
Progess % Progress Update Cost
Potential
Funding
Source
Performance Metrics* Staff
Accountable Support
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 4.5
Establish more public
shelters (unhoused, post-
emergency, domestic
violence survivors, etc.)
a
Public shelters (unhoused, post-emergency, domestic
violence survivors, etc.)
A
Funding, location, and staffing is needed. Mass Care and Shelter Plan was adopted in December 2018 and addresses mass care and shelter during emergencies. Currently applying for Round 1 Community Resilience Center Grant for MLK Center (Predevelopemnt) and Recreation Complex (implementation).

TBD

4.6 Reduce pollution and
flaring from Chevron a A Ongoing Ongoing Ongoing
Staff to coordinate with Bay Area Air Quality District and County Health Department. The Richmond-San Pablo Area was choosen as an AB 617 community which aims to uses a community-based approach to reduce local air pollution in communities around the State that continue to experience disproportionate impacts from air pollution. Richmond residents, businesses, a city staff are on the Clean Air Steering Committee which is currently working with the Air District to develop a Community Emission Reduction Plan (CERP). Visit BAAQMD's website for program updates and information on meetings, https://www.baaqmd.gov/community-health/community-health-protection-program/richmond-area-community-health-protection-program.

Flaring data is posted on Transparent Richmond: https://www.transparentrichmond.org/stories/s/Green-Business-and-Industry/kdzp-vet2 TBD
a
Institute parking permits in specific areas (a program exists RMC 14.56)
A Ongoing Ongoing Ongoing Ongoing
Additional information on which areas need parking permits is needed. • The city has an existing Neighborhood Permit Parking Program: Parking-Permit-Areas-Map-MOD (richmond.ca.us). • Prior to the pandemic, the program is managed by Transportation staff and was enforced by the Police Department. However, due to other life safety matters, parking enforcement has not been a police priority, with or without full parking enforcement staffing. • Without consistent enforcement the program was rendered ineffective. The program is on hold until consistent enforcement from the city can be guaranteed. It would be looked upon negatively if the city unnecessarily charged residents for services that were knowingly unsupported. • In part due to staffing, to-date RPD has been unable to proivide consistent parking enforcement. The Transportation Division also has the authority to operate a separate enforcment unit (per RMC 14.46), but has not received funds to hire staff. This will require funds to hire staff to generate revenue to deposit into the Council approved Parking Enterprise Fund for the initial year of operation.

Additional transportation staff is needed to support the permit program operations and to create a Transportation Managed parking enforcement team as authorized in the RMC.

TBD Existing grants
and potential
future grants
from Caltrans;
the BAAQMD;
and MTC
Refer to existing city
adopted policies to
determine funding options
based on project needs This
includes reviewing and
updating if neecessary the
Richmond Ferry to Bridge
plan and the First Mile Last
Mile Plan
Denee Evans Lori Reese-Brown
b
Improve parking enforcement
IP Ongoing Ongoing Ongoing Ongoing
PD have hired additional parking enforcement staff. Interviewing for 1-2 open position. 1 staff person in training and working with Public Works. Lost one parking enforcement officer to PD. The existing PD Parking Enforcement unit has not/does not have the capacity or resources to conduct consistent and proactive citywide enforcement for time zones, abandoned vehicles, and permit parking enforcment. Simply enforcing parking is not the equivalent to creating a strategic parking or transportation plan- which more appropriately should be managed by the experienced Transportation Division. There have been previous conversation regarding creating a Transportation Department to conduct the duties listed in RMC 14.46. The work would include supporting all transportation demand management (TDM) related tasks: develop a citywide parking plan, seamless and effective management of mobility services, continue implementing transportation sustainability solutions, curb management, manage city parking inventory, proactive and consistent parking enforcment and revenue generation.

Police Department
c
Street sweeping (with informed and equitable enforcement)

IP Ongoing Ongoing Ongoing Ongoing
Additionally, street sweeping is included as an action item in the AB 617 Richmond-San Pablo CERP Draft Mobile Source Strategies. BAAQMD contact is Samuel Garcia: [email protected]. Roberta Feliciano is the Richmond City staff liaison. Transportation has been involved in those discussions.

However, this strategy speaks to the San Pablo Corridor and does not address the city wide street sweeping issue. Which is an issue that should be led by Transportation with PW coordination.
$500k/yr Gas Tax,
Measure J,
General Capital,
General Fund,
Grants
Decrease in pollutants
entering storm water
system, cleaner
streets/gutters
Rob Chelemedos Tawfic Halaby

4.8 Holistic ways to address
human trafficking issues a IP PD works in partnership with FJC, CCC DA Human Trafficking Taskforce, and through investigation bureau. Efforts to educate persons and businesses around the area by all three entities. PD is also working with neighborhood councils who are impacted by human trafficking.

FJC Police Department
a Fully staff in Police and Fire (to respond to emergencies) IP Fire is working with HR for ongoing recruitment and promotional exams to fill vacancies. PD is working with HR to also fill sworn and professional staff positions.

Human Resources Aaron Osorio
b Continue community policing IP PD is still engaged in community-oriented policing and coordinates with neighborhood councils to refine their strategies. Police Department i
New police department (public safety
facility?)
IP
Design and funding is needed to build center, as well as specially trained staff. (Non-profits and other organizations). PD will have three meetings with stakeholders to establish funding sources and market new public safety to Council. Meetings have been held with key stakeholders to discuss preliminary procedures and funding.

TBD
ii
Substation
IP
Working with the Prologis to temporarily open up a substation at Hilltop. Currently opened up rest and bathroom facilities at Hilltop. In communication with Prologis for a long-term substation as well. Iron Triangle substation also active. Target substation is also available. Interdepartmental collaboration to identify other substations.

Bisa French Timothy Simmons
iii Police substation IP Refer to #127 Bisa French Timothy Simmons

4.10 Community Emergency
Response Training (CERT)
classes, community
preparedness, emergency
preparedness
a
Address business taxation / fair taxation (from big business) IP
Staff is requesting clarification to analyze if further resources and funding will be required. CERT class that graduated May 2023. Angel Montoya Aaron Osorio

4.11 Active air monitoring
systems +3 a IP On-going On-going On-going 100%
Current Air Monitoring:

1. FENCELINE AIR MONITORS:

2. SHAIR AIR MONITORS: https://app.ramboll-shair.com/sfbayarea

3. WWR MONITORS: The Wastewater Treatment Plant has Hydrogen Sulfide (H2S) meters at the North and South ends. The meters take readings every 5 minutes and are available on a public website: https://richmondwpcp-h2s.org/

4. PURPLE AIR MONITORS: This project is led by Groundwork Richmond funded by the California Air Resource Board's Community Air Monitoring Grant

5. BAAQMD AIR QUALITY INDEX AIR MONITOR:

6. AIRNOW MONITORS:

7. The Richmond-San Pablo Area was choosen as an AB 617 community which aims to uses a community-based approach to reduce local air pollution in communities around the State that continue to experience disproportionate impacts from air pollution. Richmond residents, businesses, a city staff are on the Clean Air Steering Committee which is currently working with the Air District to develop a Community Emission Reduction Plan (CERP). Visit BAAQMD's website for program updates and information on meetings, https://www.baaqmd.gov/community-health/community-health-protection- program/richmond-area-community-health-protection-program.

8. Flaring Data on Transparent Richmond: https://www.transparentrichmond.org/stories/s/Green-Business-and-Industry/kdzp-vet2

1. 2.

3.Contract
w/Sonoma
$90,251/year

1. 2.

3. WW
Enterprise funds

1. 2.

3.Hydrogen Sulfide levels
exceeding 60 parts per
billion send e-mails to
anyone on list serve.

Mary Phelps Samantha Carr

4.12 Enhance public warning
system +1 a A Coordination with CCHS is required TBD

4.13 Prepare plan for
earthquakes a A COR Emergency Operations Plan in place. Will be updated upon hiring of Emerge. Srv. Manager. Fire Department Public Works

4.14 Prepare for sea level rise a A Staff is requesting clarity. TBD

4.15 Access to parks for post-
disaster gathering a IP Current EOP identifies certain community centers/parks for temp shelter. CERT teams plan to establish command posts at certain parks based on need.

Parks are currently being assessed for emergency water distribution sites. Yet to be determined.

Fire Department Public Works

4.16 Need hospitals a A Richmond currently has the Kaiser hospital. A hospital use is being explored for Hilltop area. TBD

4.9 4.7
Items Not Voted On
Strategic parking and
transportation plan that
aligns with planned
development
Improve Fire and Police
Emergency Response
Design and build a public safety center that would be new police department as well as provide restorative justice approaches – preventative
c
9 of 12
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Attachment 1 - Goals and Objectives Combined by Staff
2 A B C D E F H I J K L M N O P Q R
Goal # Goal Objective # Objective Line Item # Line Item Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount, Specify
FY23-24, etc)
Progess % Progress Update Cost
Potential
Funding
Source
Performance Metrics* Staff
Accountable Support
40 41
42 43

4.17 Strengthen neighborhood
councils with block captains

a A
Neighborhood watch program has certain individuals who serve as block captains. Staff is requesting clarification on definition of block captains for neighborhood councils.

Police Department

4.18 Lobbyist (i.e. creation of
policies for federal train
issues)
a IP
Released an RFP for lobbyist services, and received responses. Staff is currently in the review process. Shasa Curl Lilia Corral SUMMARY OF COUNCIL SELECTED ITEMS: 7 GOALS AND 21 OBJECTIVES 10 of 12
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Attachment 1 - Goals and Objectives Combined by Staff
1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27 28
29 30
31 32
33 34
35 36
37 38
39 40
41 A B C D E F H I J K L M N O P Q R
GOAL 5. Strengthen the City's Internal Infrastructure and Processes - Internal Services (Finance, HR, & IT) Goal # Goal Objective # Objective Line Item # Line Item Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount,
Specify FY23-
24, etc.)
Progress % Progress Update Cost Potential Funding Source Performance Metrics*
Staff
Accountable Support
a
Complete staffing analysis and create proactive hiring
strategies (to take into account lead times, trainings, etc.) IP 08/2023 03/2024 FY23-24 Workforce Analysis awarded to Raftelis 5/23, contract completed. Project in process, interviews being held with City Council and then Departments throughout September.
$200,000 General Fund Human Resources
b
Fill staff vacancies
IP Ongoing Ongoing Ongoing Ongoing
Please note, Management Analyst II on a termed position currently working with Environmental Manager. TCC Project Coordinator interviews are in progress and will provide relief to the Environmental Manager. Retention and Wellness programs.

Sharrone Taylor Nickie Mastay,
Nannette
Beacham,
Samantha Carr
c
Additional staff person for Environmental Health Initiatives Division IP
Classification is to be identified or created Sharrone Taylor Nickie Mastay, Nannette
Beacham,
Samantha Carr
i
Staffing in Economic dev (see priority #2)
A
3rd

QUARTER
2023
Pending job offer for Management Analyst position. Additional position is pending council approval. ii
Create grants manager position with staff
support (applying to grants, administration of
grants and grant compliance) IP Summer
2023 Ongoing Ongoing Ongoing
Coordinating with the IT Manager Staff to standardized tracking, management, and funding/reimbursements, etc. to improve and support grant- funded project managers. Piloting the utilization of the Grants Manager Module in Munis with Finance Manager and Accounting Staff in Community Services. Engaging in weekly meetings with Senior Budget Analyst (CIP/Grants) orienting and charting transition of city-wide grant tracking.

TBD GF TBD Patrick Seals
e
Staffing in Recreation (see priority #3)
iii IP Summer
2023 Ongoing Ongoing Ongoing
Additional positions were requested for FY 23-24 and staff continues to hire PT staff to provide summer and year-long programming. Staff will continue to analyze programming and community needs to determine staffing needs. Please reference responses in priority #3 (particularly #96-98 and 101)
TBD GF, Grants # of new staff LaShonda White Ranjana Maharaj a
Complete all audit requirements so that the City can be removed from the state audit list
IP Dec-22
Varies;
6/30/23,
1/1/24,
6/30/24,
ongoing
FY 23-24 91%
Completing the state audit is the City's highest priority along with the annual budget. Nine of 11 recommendations are complete with the remaining two in progress. This work is ongoing.

Finance
Department
b
Include all CIP projects reasonably expected to be moved on in the next 5 years in the CIP Budget even if they are currently unfunded and reformatting of CIP Budget to
clearly represent full expected costs of each project as well as amount spent to date and amount needed in the near
and longer term to complete the project
IP Ongoing 6/2024 FY23-24 ~8%
Ongoing process. Staff provides quarterly update regarding CIP projects along with other financial updates. Josef Munoz Mubeen Qader c Create a plan to resolve or bring under fiscal control unfunded liabilities
IP 05/2023 Ongoing ongoing Ongoing OPEB and CalPERS analysis presented to City Council. POB Bonds refunded to fixed rate bonds. Analysis is ongoing. Finance Department
Risk Management
d
Create a plan to reach the desired funding level for the pavement index over a 5 year term
A 09/2023 Ongoing Ongoing Ongoing
In the Fall of 2023, staff will present various scenarios to Council and ask for Council direction. Staff can create a five-year paving plan based on Council direction, and then provide updates to Council on an annual or bi-annual basis.

Many $Millions Gas Tax, Measure B, General
Capital, Grants, existing Impact
Fees, future/new taxes/impact
fees
Resultant Pavement
Condition Index
based on available
funding
Tawfic Halaby Josef Munoz
e
Create a plan to reduce overtime and eliminate the need for mandatory overtime in our public safety departments A Ongoing Ongoing Ongoing Ongoing PD currently working successfully and aggressively with HR to hire new personnel. PD also working with Bay Area police academies (CCC, Sacramento, Oakland, South Bay Regional Training Consortium) to increase capacities to train new officers. Fire has ongoing recruitment and promotional exams.

RFD is currently coming up with a plan for alternative hiring.

Police Department Fire Department
f Investigate and reduce the cost of risk management over a 3 year term IP 05/2023 Ongoing Risk Management is comprised of workers compensation and general liability. Both of which have a 2-4 year lookback on claims to determine future rates. For workers compensation, risk can update injury, illness, and prevention program.

Risk Management
a Improve IT technology and potential hybrid meetings for commissions and boards IP Ongoing Ongoing Ongoing Ongoing Solutions in place for in-person and hybrid meetings. Council Chambers Hybrid Meetings - phase 1, Conference rooms and Community Centers - phase II. Upgrade to Council Chambers phase I completed. Council Chambers phase II in process. $500,000.00 General Fund 15% IT Department Sue Hartman
b Look at IT infrastructure (ready in case on cyber attack) IP Ongoing Ongoing Ongoing Ongoing Triple layer defense in place with additional layers of defense underway. Deploying Multi Factor Authentication and keeping firewalls updated. $340,000.00 General Fund Ongoing IT Department Henry Lei c Using best and most appropriate technology for each
department IP Ongoing Ongoing Ongoing Ongoing Process review underway with Tyler MUNIS - Finance and HR. Vendor review underway for CRM/Community Development replacement - underway for a software investment assessment. Phone system upgrade. $1,750,000.00 General Fund 20% IT Department Sandi Wong d Reduce data entry by moving all departments to digital data entry wherever possible IP Ongoing Ongoing Ongoing Ongoing Deploying Adobe sign for electronic signature for non-legal documents City-wide. Reviewing paper processing for possible electronic forms. Improving internal system processing for electronic workflow. Researching best practice Document Management Systems. $500,000.00 General Fund Ongoing IT Department Henry Lei e Internal system automation, communication and connection to external stakeholders A Ongoing Ongoing Ongoing Ongoing Survey and interview department Directors and subject matter experts for coordination of improving public facing information, and expanding data on Transparent Richmond. Update to website.

TBD General Fund Ongoing City Departments Sue Hartman
f Transparency of emergency responders on website/map IP 07/2023 Ongoing Ongoing Ongoing Fire to upload monthly data to Transparent Richmond in collaboration with IT starting summer/fall 2023. Police Department Fire Department a All departments to provide updates in Transparent
Richmond IP Ongoing Ongoing Ongoing Ongoing Assessment underway to evaluate appropriate data and refresh schedule. TBD City Departments IT Department b
Improve or create new City website (needs a facelift)
IP Ongoing Ongoing FY2024-25 Ongoing
Setting up community survey and feedback process. Public outreach, surveys, vendor support, ongoing internal training, etc. Review of navigation, update of content, and cleanup. Collaborating inter-departmentally to assess and improve the website. (This should go out to RFP) TBD Sue Hartman Nickie Mastay
c
Improve Business permits process
IP Ongoing TBD FY2024-25 Ongoing
Staff can collaborate with CMO - Economic Development to host webinar and information session with business and merchant groups to share information about city requirements for new businesses. TRACKiT replacement is currently in progress. Group consisting of staff from various department has reviewed the various proposals to the City's RFP and have selected a vendor. Negotiations, with assistance from GFOA team, are under way. Goal is to take proposed contract to City Council in September. Implementation should begin soon after approval. Improvements to businesses processes will be tied to the new and updated functionality of the software coupled with best practices.

TBD Hector Rojas Antonio Banuelos
d Service delivery A Ongoing Ongoing FY2024-25 Ongoing Staff to perform internal and external surveys to better define service deliveries for the City of Richmond. TBD City Departments Sue Hartman e Train internal staff on responding to TrakIt issues and items that are closed IP Ongoing Ongoing FY2024-25 Ongoing Collaborate with subject matter experts and IT to prepare training material for refreshed training for current and new staff. TRAKiT replacement project is in progress
TBD IT Department Sandi Wong
f Streamline resident calls A Ongoing Ongoing FY2024-25 Ongoing Assessment needed - review call processing and issue app TBD IT Department Sue Hartman g Translate Council meetings to Spanish; improve language access in meetings
A Staff can obtain a quote and make a recommendation for the required expenditure for Council consideration. City Clerk's Department
a
[Council] Revisit and update City Council rules and
procedures and expectations (between and amongst mayor, council and staff)
A
TBD Mayor's Office Trina Jackson-
Lincoln
b
[Council] Council expectations: create process that
addresses amount of time provided for staff to respond to Council inquiries
A
City Manager alone receives 20+ emails per day. Lilia to track Council inquiries and follow up. Lilia Corral c [Council] Balancing and monitoring Council direction with new requests and day-to-day items
A Request that councilmembers place items on the agenda for consideration and consider withholding new items until after this goal setting meeting to allow staff to be responsive to the community and stakeholders, as well as day-to-day operations.

TBD
d [Council] Understand day-to-day schedule for departments A Request that councilmembers place items on the agenda for consideration and consider withholding new items until after this goal setting meeting to allow staff to be responsive to the community and stakeholders, as well as day-to-day operations.

TBD
e Address business taxation / fair taxation (from big business) A Similar to strategic planning item #, training at League of California Cities to guide councilmembers on their roles. Human Resources Trina Jackson- Lincoln
f [Council] Policy making and not micro-managing A "" Human Resources Trina Jackson- Lincoln
g [Staff] Implement clear processes for Human Resources- related tasks (i.e. work plans, hiring, etc.)
A HR, Finance, & IT will have a work session to discuss processes. Human Resources h [Staff] Analyze and operationalize existing City plans (i.e. parks master plan)
A Staff is looking at identifying projects within plans (CIP, etc.). All i
[Staff] Team building with Council and department heads (i.e. increase trust and working relationships, focus on achievements, etc.) A
Similar to strategic planning item #, training at League of California Cities to guide councilmembers on their roles. Human Resources Trina Jackson- Lincoln
j
[All] Future of Richmond: Strategic planning as part of a regular city process
A
Staff commenced working on Strategic Planning RFP in October 2022, and City Council rejected proposal from the Pivotal Group on April 5, 2023. City Council should consider establishing a Strategic Planning Ordinance similar to HiAP in coordination with the CAO and City Manager TBD
SUMMARY OF COUNCIL SELECTED ITEMS: 3 GOALS AND 17 OBJECTIVES Proper staffing for revenue generating departments
Make City services and information more accessible
Improve City Council and Staff accountability, prioritization, processes, and set reasonable expectations regarding staff time and responses to inquiries

5.4 5.5
d
Improve fiscal responsibility
Improve and modernize City IT

5.1 Insure that there is the right staffing level and experience to meet service goals of each City department

5.2 5.3
Items Not Voted On
11 of 12 06/14/2023
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Attachment 1 - Goals and Objectives Combined by Staff
1 2
3 4
5 6
7 8
9 10

A B C D E F H I J K L M N O P Q R
GOAL 6. Address Shoreline Issues and Ecological Sustainability - Community Development Goal
# Goal Objective # Objective Line Item # Line Item
Status
(Staff)
(IP/A)
Estimated
Start Date
Estimated
Completion
Date
Timeline (Year
Amount, Specify
FY23-24, etc.)
Progress % Progress Update Cost
Potential
Funding
Source
Performance
Metrics*
Staff
Accountable Support

6.1 Moving Pt. Molate forward
with Park District A
City staff is requesting additional direction and analysis. Dave Aleshire

6.2 Consider shoreline
resiliency inventory plan
and prepare for sea level
rise
IP Jul-23 Dec-24 FY24/25 5%
Funding Needed to develop a Resilience Plan. Community Development is drafting and RFP to complete a sea-level rise adaptation study and coordinating with Environmental Initiatives to seek additional funding to support the effort.

Community
Development
Environmental and
Health Initiatives
Division

6.3 Examine the impact of
distribution centers on
public health and then use
information to adjust
zoning to protect sensitive
receptors (seniors,
children, hospitals, clinics,
etc.) from increased
exposure by using Green
zones or other tools to
create a reduced point
sources pollution area
around sensitive sites
A
Staff can work with Planning Consultant to research issue and engage businesses and residents in the development of options for Planning Commission and Council consideration. Staff seeks Council direction.

Hector Rojas Lina Velasco

6.4 Create and implement a
plan to transition fleet and
fleet infrastructure to zero
emission vehicles using
electric vehicles whenever
possible by the state
deadline
IP
Public Works will issue an RFP for consulting services related to the Fleet transition and advise on next steps. Public Works Transportation

6.5 Adding a department that
will focus on transportation
and electrification
A
Staff is needs clarification. Existing divisions that focuses on transportation and fleet management. Ongoing collaboration between two divisions. TBD Items Not Voted On
SUMMARY OF COUNCIL SELECTED ITEMS: 3 GOALS AND 0 OBJECTIVES 12 of 12
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Attachment 2 – September 27 , 2023 Agenda

GOAL SETTING MEETING
AGENDA

Location: Bermuda Room, 403 Civic Center Plaza
Date: September 27 , 2023
Time: 04:00 PM – 07:00 PM
Facilitator: Henry Gardner

SCHEDULE
04:00 PM Roll Call
04:05 PM Review and Modification of the Proposed Agenda 04:15 PM Framing of Overarching Strategic Goals and Priorities 04:35 PM Review Goals and Objectives with Information Added by Staff
06:30 PM Public Comments
06:45 PM Next Steps and Final Comments
07:00 PM Adjournmen t

ADDITIONAL INFORMATION
For any questions or concerns, please contact the City Manager’s Office at (510) 620 -6512.

24