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
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 FY 2023-24 through FY 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.
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).
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
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)
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)
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)
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)
5.3 Improve and modernize
City IT
1. City Council Chambers Phase II – 5.3(a)
2. Munis version upgrade – 5.3(b).(e)
3. CRW/Trakit replacement – 5.3(b).(e)
4. Multi factor authentication – 5.3(b).(e)
5. Website upgrade – 5.3(b).(e)
6. Phone system upgrade – 5.3(b).(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