Agenda — Richmond City Council, November 28, 2023 (part 4 of 4)

November 28, 2023

Public Works

DATE: November 28, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Daniel Chavarria, PE, Director of Public Works
Hugo Mendoza, Abatement Superintendent
Samantha Carr, Environmental Manager
Stephanie Ny, Associate Administrative Analyst
SUBJECT:

Dump Day Event Agreement
FINANCIAL IMPACT: The State of California Department of Transportation (Caltrans) will reimburse the City of Richmond, Public
Works Department, Abatement Division up to $50,000 for
Dump Day events.

PREVIOUS COUNCIL
ACTION:

November 1, 2022

STATEMENT OF THE
ISSUE:

The State of California Department of Transportation
(Caltrans), as part of the Clean California initiative, is partnering with City of Richmond to support
neighborhood dumpster days for residents. City staff is requesting that the City Council approve the agreement
with Caltrans and appropriate $50,000 in funds that will be reimbursed to the Public Works Department,
Abatement Division.

RECOMMENDED ACTION:

APPROVE the Dump Day Event Agreement with
Caltrans; and ACCEPT and APPROPRIATE $50,000 of
funds to be reimbursed to the City of Richmond’s Public Works Department, Abatement Division – Public Works
Department (Daniel Chavarria/Hugo Mendoza 510-231-
3030).

AGENDA
REPORT
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November 28, 2023
DISCUSSION:

The Clean California Initiative is a significant state-wide effort driven by the State of California Department of Transportation (Caltrans). The program aims to rejuvenate public spaces, reduce litter, bolster community pride, enhance public health, and foster job opportunities. A crucial part of this initiative is forging partnerships with local communities, empowering them to actively improve their immediate environments.

In the fiscal year 2022-2023, the City of Richmond aligned with this vision by entering into a Dump Day Event Agreement with Caltrans. Under this agreement, Richmond was granted $25,000, which was directed towards the Public Works Department, Abatement Division. This funding facilitated free neighborhood dumpster days (known as "Dump Days") for the residents of Richmond, covering expenses such as labor, equipment, materials, supplies, and dumping fees.

Caltrans, recognizing the positive impact and value of this partnership, has proposed an extension and expansion of the Dump Day Event Agreement for the fiscal year 2023- 2024. The updated terms propose a reimbursement to the Public Works Department, Abatement Division up to an amount of $50,000, effectively doubling the prior year's commitment. This increased allocation is expected to further the scale and reach of the Dump Days in Richmond, extending the benefits to a larger section of the community.

Conclusion

The Clean California Initiative stands as a testament to the state's commitment to fostering cleaner and more inviting public spaces. The City of Richmond's participation, as evidenced by the Dump Day events, plays a pivotal role in the local implementation of this statewide vision. Given the success of the prior year's engagement and the proposed enhancement of terms by Caltrans for the upcoming fiscal year, City Staff recommends approval of the renewed Dump Day Event Agreement for fiscal year 2023- 2024. This endorsement not only aligns with Richmond's dedication to serve its residents but also solidifies its role in the broader statewide mission of creating more vibrant public realms.

DOCUMENTS ATTACHED:

Attachment 1 – Dump Day Event Agreement

690

DUMP DAY EVENT AGREEMENT
TH
IS AGREEMENT is made this __________ day of ______________, 20__, by and between the State of California, acting by and through the Department of Transportation, hereinafter referred to as CALTRANS; and the City of Richmond, hereinafter referred to as “LOCAL AGENCY”; and collectively referred to as “PARTIES.”
T
he Clean California initiative is a multiyear clean-up effort led by CALTRANS to keep roads and waterways free of litter, create thousands of jobs, and transform state and local public spaces through beautification efforts. As part of the litter collection component, CALTRANS is proposing free dump day events where the public can dispose of household waste safely and properly for free (Dump Day events).

C
ALTRANS and LOCAL AGENCY, agree to provide free Dump Day events for LOCAL AGENCY’s residents as part of the Clean California initiative.

P
ARTIES are authorized to enter into a cooperative agreement for improvements to the State Highway System per the California Streets and Highways Code, Sections 114 and 130.

P
ARTIES MUTALLY AGREE TO DO THE FOLLOWING:

1. PARTIES shall publicize Dump Day events by informing the public that they may dispose of certain household waste items safely and properly for free, at the following locations and dates:
• Various events will be held prior to June 30, 2024.

Dates and times in the locations identified above is to be determined and mutually agreed upon in writing (sample attached as Exhibit A) by authorized representatives of the PARTIES.

2. CALTRANS agrees to reimburse the LOCAL AGENCY 100% (hundred percent) of cost for, including but not limited to labor, equipment, materials, supplies, and/or dumping fees expended for Dump Day events (Dump Day Costs) up to the maximum Contract Sum stated in this Agreement.

3. CALTRANS has agreed to reimburse LOCAL AGENCY, an amount not to exceed $50,000.00 to fulfill its obligations under this AGREEMENT.

4. CALTRANS’ obligations under this AGREEMENT are subject to the appropriation of resources by the Legislature and the State Budget Act authority.

5. Based on the amount of trash collected during the Dump Day events, LOCAL AGENCY shall send its invoices to CALTRANS within 45 days of the Dump Day event for the latter’s share of the Dump Day Costs.
691

6. LOCAL AGENCY shall send invoices to the Caltrans District Clean CA District 04 Coordinator. The itemized invoice shall contain the following:
(
a) STATE’s Clean California Program Code: CLEANCADMP;
(b) AGREEMENT number;
(c) Date(s) of services;
(d) Location of services;
(e) Number of hours and hourly rates;
(f) Receipts for trash disposal;
(g) Receipts for equipment, materials, and supplies; and (h) LOCAL AGENCY’s Performance Report that includes tonnage and/or cubic yard measurement of litter/debris disposed.

CALTRANS
Markus Lansdowne, Program Manager
111 Grand Avenue
Oakland, CA 94612
Mobile Phone: 510.715.9189
Email: [email protected]
LOCAL AGENCY contact is the following:

Hugo Mendoza, Abatement Superintendent
City of Richmond
13 th Street
Richmond, CA 94801
Office Phone: 510.231.3030
Mobile Phone: 510.778.0695
Fax Number: 510.231.3013
Email: [email protected]

7. Upon review and approval of invoice by the District Clean California Coordinator, CALTRANS shall pay LOCAL AGENCY within forty-five (45) calendar days of receipt of invoices. Payment will be made in accordance with the CA Prompt Payment Act, and within the time specified in Chapter 4.5, sections 927-927.13 of the Government Code.

8. W
hen publicizing the Dump Day events, PARTIES shall inform the public that no hazardous materials will be accepted at the Transfer Stations/Landfills. However, if 692
LOCAL AGENCY accepts hazardous materials, it shall do so at its own risk and responsibility and CALTRANS shall not pay disposal fees for such hazardous material.

9. Participating members of the public will be responsible for legally transporting waste to the Dump Day events.

10. LOCAL AGENCY shall provide the necessary equipment, tools, personal protective equipment, materials, supplies and products necessary to perform the services under this AGREEMENT including refuse intake inspection by staff qualified to identify hazardous materials, transportation, loading and unloading, and handling of Dump Day refuse.

11. CALTRANS does not accept nor take any responsibility for generation of any waste streams, including hazardous materials, associated with the Dump Day event(s).

12. All services performed by LOCAL AGENCY pursuant to this AGREEMENT are intended to be performed in accordance with all applicable Federal, State and LOCAL AGENCY laws, ordinances, and regulations. In case of a conflict between Federal, State and LOCAL AGENCY laws, ordinances, or regulations, the order of precedence applicability of these laws shall be Federal, State and then LOCAL AGENCY laws and regulations, respectively.

13. The total amount CALTRANS will reimburse to LOCAL AGENCY pursuant to this AGREEMENT shall not exceed $50,000 (“Contract Sum”). Costs incurred by LOCAL AGENCY for PROJECT work under this AGREEMENT in excess of the Contract Sum will be borne by LOCAL AGENCY. It is understood and agreed that this AGREEMENT fund limit is an estimate, and that CALTRANS will only reimburse the actual cost of services rendered as authorized by the CALTRANS Contract Manager or designee at or below the fund limitation amount set forth in this AGREEMENT.

14. This AGREEMENT may only be amended or modified by mutual written agreement of the PARTIES.

15. This AGREEMENT will end on June 30, 2024. This AGREEMENT may be terminated by the PARTIES upon mutual written agreement. In the event of a termination CALTRANS will reimburse LOCAL AGENCY all allowable, authorized, and non- cancelable obligations and costs incurred by LOCAL AGENCY prior to the termination.

16. Neither CALTRANS nor any officer or employee thereof is responsible for any injury, damage, or liability occurring by reason of anything done or omitted to be done by LOCAL AGENCY, its contractors, sub-contractors, general public, and/or its agents under or in connection with any work (including hazardous materials), authority, or jurisdiction conferred upon LOCAL AGENCY under this AGREEMENT. It is understood and agreed that LOCAL AGENCY, to the extent permitted by law will defend, indemnify, and save harmless CALTRANS and all of its officers and employees from all claims, suits, or actions of every name, kind, and description brought forth under, but not limited to, tortious, contractual, inverse condemnation, or other theories and assertions of liability occurring by reason of anything done or omitted to be done by 693
LOCAL AGENCY, its contractors, sub-contractors, general public, and/or its agents under this AGREEMENT. PARTIES will continue to work together to plan future events.

P
ARTIES are authorized to enter into this AGREEMENT and have delegated to the undersigned the authority to execute this AGREEMENT on behalf of the respective agencies and hereby covenant to have followed all the necessary legal requirements to validly execute this AGREEMENT. By signing below, the PARTIES each expressly agree to execute this AGREEMENT electronically.
____________________
__________ __________
LEAH BUDU, P.E. Date Date
Deputy District Director Maintenance
Caltrans District 04
____________________

EDUARDO MARTINEZ
Mayor
City of Richmond
694

EXHIBIT A
DUM
P DAY Locations and Schedule
• V
arious events will be held prior to June 30, 2024.
• Dates and times in the locations identified above is to be determined and mutually agreed upon in writing (sample attached as Exhibit A) by authorized representatives of the PARTIES.
____________________
__________ __________
LEAH BUDU, P.E. Date Date
Deputy District Director Maintenance
Caltrans District 04
____________________

EDUARDO MARTINEZ
Mayor
City of Richmond
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November 28, 2023

Finance Department

DATE: November 28, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Shasa Curl, City Manager
LaShonda White, Deputy City Manager
Nickie Mastay, Deputy City Manager
Andrea Miller, Director of Finance
Mubeen Qader, Deputy Director of Finance
SUBJECT:

Update and Funding Options Using American Rescue
Plan Act (ARPA) and Environmental and Community
Agreement (ECIA)
FINANCIAL IMPACT: Funding to cover proposed projects will be covered from ARPA and/or ECIA funding

PREVIOUS COUNCIL
ACTION:

November 7, 2023

STATEMENT OF THE
ISSUE:

City staff is providing an update and funding
recommending options utilizing American Rescue Plan
Act (ARPA) and Environmental Community Investment
Agreement (ECIA) revenue.

RECOMMENDED ACTION:

RECEIVE an update regarding the American Rescue
Plan Act (ARPA), and Environmental Community
Investment Agreement (ECIA); DISCUSS
recommendations to utilize ARPA and ECIA funds to
offset identified shortfalls in Capital Projects and
programs/projects aligned with the City Council Strategic Goals; and ADOPT a resolution appropriating ARPA and
ECIA to fund proposed expenditures – Finance
Department/City Manager’s Office (Andrea Miller 510-
620-6790/Mubeen Qader 510-412-2077/LaShonda White
510-620-6828).

AGENDA
REPORT
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DISCUSSION:

This report presents an overview of the American Rescue Plan Act (ARPA) and City of Richmond and Chevron Environmental Community Investment Agreement (ECIA), and provides recommendations to use these two funding sources to offset the identified Capital Projects shortfall not covered with unpent funds (see Attachment 1), and other projects and programs shared through the ARPA Strategic Investment Plan, and City Council Strategic Goals and Priorities.

Capital Improvement Projects Update
The existing capital projects that are included in the FY 2023-24 Capital Improvement Plan, along with the estimated total cost and potential funding shortfall, are provided in Attachment 1. On November 7, 2023, City Council received a report that the remaining FY 2022-23 unspent funds were estimated at $9,520,218. The availability of the unspent funds is an estimate, and the amounts are subject to change, as the City is currently in the process of closing the books for the fiscal year ending June 30, 2023.

City Council approved City staff’s recommendation to use $9,520,218 in unspent funds as follows:
 $5,460,000 - FY 23-24 CIP Shortfall
 $3,261,717 - FY 24-25 CIP Shortfall (Partial Funding)  $520,000 - Stenmark Cottages
 $278,501 - Richmond Fire Emergency Operations Center upgrades

Considering Richmond’s aging infrastructure and community needs, City staff has identified an additional $8,559,782 in current unmet capital needs. In the “Proposed ARPA Allocation Options” section (Table 2), none of the options provided total the $8,559,782 in the list referenced below. This list does not capture all of the City’s needs; however, based on available resources and projected timing to complete projects to meet ARPA deadlines, City staff is recommending City Council consideration to fund the following projects:
 Capital Improvement Project shortfalls - $6,309,782
 Booker T Anderson Community Center - $1,000,000
 Stormwater Infrastructure projects - $750,000
 Facilities Needs Assessment - $500,000

Capital project budgets are estimates and are based on current information. City staff will continue to refine budget numbers as projects progress. Based on this information, City staff is recommending that City Council consider allocating $8,559,782 from ARPA to fund these projects. Please note Public Works/Engineering is short-staffed to deliver the proposed capital improvement projects, and as the workforce analysis and cost recovery are implemented in Public Works/Engineering, an additional number of engineers are required.

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American Rescue Plan Act (ARPA) Funds
Background

As part of the $1.9 trillion American Rescue Plan Act (ARPA) relief package, the City of Richmond received $27.7 million. To-date, the City Council has allocated approximately $12.1 million in the ARPA funds to support various projects, with approximately $15.6 million remaining to be allocated/spent (Attachment 2). All funds must be obligated by December 31, 2024, and spent by December 31, 2026.

There are significant requirements, guidance, and limitations on how ARPA funds are to be used. Richmond has discretion to use the award funds in ways that best suit the needs of our community, as long as each use (and all dollars expended) fits into one of the four statutory categories and aligns with ARPA regulations:

1. Replacing lost public sector revenue: For the provision of government services, to the extent of the reduction in revenue of such recipient due to the COVID–19 public health emergency, relative to revenues collected in the most recent full fiscal year of the recipient prior to the emergency;

2. Responding to public health and economic impacts of COVID-19: To respond to the COVID-19 public health emergency or its negative economic impacts;

3. Premium pay for eligible workers: To respond to workers performing essential work during the COVID-19 public health emergency by providing premium pay to such eligible workers of the recipient, or by providing grants to eligible employers that have eligible workers who performed essential work1; and

4. Investments in water, sewer, or broadband infrastructure: Cities can make investments to improve specific categories of infrastructure, including broadband, drinking water systems, and wastewater and sewer systems.

The City is utilizing Category 1, replacing lost city revenue, for ARPA expenditures. This category provides the City with more flexibility in how ARPA funds are utilized. Funds can be used for any typical government services, including but not limited to general administrative staff, services, facilities, public safety services, road maintenance, infrastructure, and environmental remediation.

ARPA Community Needs Assessment (CNA) and Strategic Investment Plan (SIP) On May 16, 2023, as part of the City’s FY 2023-24 annual budget development process, City Council received a presentation from HR&A Consultants regarding findings from the ARPA CNA and SIP. The findings from the SIP, which were based on input from the CNA, identified priorities categorized in the following five (5) areas (Attachment 3):
 Our Jobs and Businesses
 Our Health

1 The City approved Memorandums of Understandings with bargaining unions, and implemented classification and compensation.
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 Our Homes and Neighborhoods
 Our Families
 Our Culture and Community

Additional information regarding ARPA and both City plans can be found at:
http://www.ci.richmond.ca.us/4095/American-Rescue-Plan-Act. While ARPA funding is limited, it is important to note that City staff continues to meet community needs outlined in the ARPA SIP without the use of ARPA funding. Examples of these initiatives are listed in the Next Steps section.

Synergy with City Council Strategic Goals and ARPA Strategic Investment Plan Actions It is estimated that there is $15.6 million remaining in City of Richmond ARPA funding. In consideration of the ARPA SIP findings and City Council Strategic Priorities (approved by City Council on May 22, 2023), City staff created a list of possible uses of ARPA funds to support the following areas aligned in the table below. City staff acknowledges that there are more expenditures than available ARPA revenue; therefore, the possible projects listed below are not comprehensive, and serve as a starting point for discussion and consideration.

Table 1: Possible ARPA Allocations by City Council Strategic Goal Areas City Council Strategic Goal
Area
Project Title Amount ARPA SIP Synergy
Goal 1: Improve the
quantity and quality of
housing, especially low-
income housing, and
reduce homelessness 2
Housing First and
Emergency Housing
Support
Program/Tenant
Protection and Rental
Assistance
$250,000 - $1,484,233 Our Homes and
Neighborhoods
Nystrom Village Pre-
Development
$2,000,000 Our Homes and
Neighborhoods
Goal Area 2: Increase
revenue and improve
economic development
Buy Local Campaign $135,444 Our Jobs and
Businesses
Façade Improvement
Program
$300,000 Our Jobs and
Businesses
YouthWORKS $500,000 - $1,200,000 Our Jobs and
Businesses; Our
Families
Goal Area 3: Improve the
quality of life, community
health, and social
determinants of health
Soccer fields, park
amenities and
upgrades
$3,900,000 - $10,000,000 Our Culture and
Community

2 The City received $13.5 million in ERF Round 1 and 2 funding to support the unhoused community. In addition, Metrowalk Phase 2 project was awarded a ~$43 million Affordable Housing and Sustainable Communities (AHSC) funding
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City infrastructure
improvements (CIP
shortfall, Booker T
Anderson Center,
Stormwater, Facilities
Needs Assessment)
$6,800,000 - $8,559,782 Our Culture and
Community; Our
Jobs and
Businesses; Our
Homes and
Neighborhoods
Park and Trail Public
Restrooms
$250,000
Goal Area 4: Improve
public safety
Art Initiative $250,000 - $1,935,000 Our Culture and
Community
TOTAL $14,385,444 - $25,864,459

Goal Area 1: Improve the quantity and quality of housing, especially low-income housing, and reduce homelessness
 Housing First and Emergency Housing Support Program/Tenant Protection and Rental Assistance – $250,000 - $1,200,000: Funding would allow additional people to receive housing-related support through the City’s partnership with a local partner [Policy Synergies: City-wide Overarching Strategic Goal, Objective 1.2(d)].  Nystrom Village - $2,000,000: Funding would support the pre-development costs for the rehabilitation of Nystrom Village public housing units [Policy Synergies: City- wide Overarching Strategic Goal, Objective 1.1(a)].

Goal Area 2: Increase revenue and improve economic development  Buy Local Campaign - $135,444: The goal of the program would expand upon current Buy Local efforts to promote and support existing small- and medium-sized businesses in the Project Area. The 11-month campaign will promote local businesses through marketing and branding materials, connecting residents with local businesses and services citywide to better support the local economy, and coordinate existing resources among local partners to expand local business capacity. The requested funding would be used to provide incentives to residents purchasing from local businesses in the project area. The “Richmond Rewards” would be distributed through the Bludot software. This project is part of the City’s Transformative Climate Communities (TCC) Grant deliverables. (Policy Synergies:

City-wide Overarching Strategic Goal, Objective 2.3(c), Richmond Business Recovery Action Plan 2021: Recovery Action 2A and ARPA Community Needs Assessment pg 20).

 Façade Improvement Pilot Program - $300,000: The goal of the 20-month pilot program is to provide existing (prior to 2023) small- and medium-sized businesses/building owners with incentives to improve their building’s storefront.

Through an Request for Proposal (RFP) process, the program allows for improvements to signage, awnings, painting, and other storefront enhancements.

The program is for eligible improvement projects made to the first floor or street level of a commercial building/unit/suite(s). The requested funding would be used 700

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for the building improvement grant. This project is part of the City’s Transformative Climate Communities (TCC) Grant deliverables. (Policy Synergies: City-wide Overarching Strategic Goal, Objective 2.3(a), Richmond Business Development Strategy 2021: Action 3B and ARPA Community Needs Assessment pg 21).

 YouthWORKS - $500,000 - 1.2 million: Funding up to $1.2 million would support the placement of approximately 400 additional youth in summer and/or year-round work programs. The mission of YouthWORKS is to equip every Richmond youth ages 14-24 with the knowledge and experience they’ll need to be successful in real-world work environments through work-based learning, financial literacy/work-readiness workshops and personalized one-on-one career counseling. [Policy Synergies: City- wide Overarching Strategic Goal, Objective 2.1(e)].

Goal Area 3: Improve the quality of life, community health, and social determinants of health
 Soccer fields, park amenities and upgrades – $3,900,000 - $10,000,000: On October 3, 2023, City Council received an update regarding soccer fields and park upgrades.

Depending on final design and bids, ARPA funding may support the development of 3 soccer fields at Wendall Park, Shields Reid Park, and Lucas Park within FY 2023- 24 and FY 2024-25. The funding could also cover related project soft costs, community engagement, and other park amenities. The cost variance mainly depends on community needs (as will be determined during the community engagement process) and the level of park development at Shields Reid Park.

Based on funding availability, City staff and the park consultants would prioritize funding to complete (1) Wendall Park ($1 million), (2) Shields Reid Park (amount varies based on level of improvements but any amount over $2 million would significantly enhance the soccer area), and (3) other park upgrades throughout the City, such as play equipment, baseball diamonds and basketball courts.

Examples of other park amenities could include:
 Outdoor fitness equipment at Nicholl Park (grant match) - $162,000  Harbour 8 LEED Certification - $250,000
 Playground equipment, baseball diamond and basketball court upgrades - TBD
Policy Synergies: City-wide Overarching Strategic Goal, Objective 3.1 and 3.2(c)

 City infrastructure improvements - $6,800,000 - $8,559,782: Projects could include but are not limited to improvements to capital projects, street paving, sidewalk repairs, city facility maintenance and repairs, and stormwater projects. In the “Proposed ARPA Allocation Options” section (Table 2), none of the options provided total the $8,559,782 in the list referenced below. Proposed projects include:
 Capital Improvement Project shortfalls - $6,309,782
 Booker T Anderson Community Center - $1,000,000
 Stormwater Infrastructure projects - $750,000
 Facilities Needs Assessment - $500,000
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 Park & Trail Public Restrooms - $250,000: Funds would support security at local parks to ensure safety of park users and increased cleaning of restrooms

Goal Area 4: Improve public safety
 Art Initiative - $250,000 - $1,935,000: Through an RFP process, this program would establish a designated arts district and enhance art throughout Richmond while creating opportunities and building community. Per City Council direction, Economic Development staff are drafting a Request for Proposal to determine the feasibility of creating an art corridor in Richmond. Staff estimate that $250,000 would cover the cost of the RFP. (Policy Synergies: City-wide Overarching Strategic Goal, Objective

4.1.g)
Proposed ARPA Allocation Options
Based on the information provided above, City staff is recommending City Council discuss and consider approving one of the three options below for spending the remaining ARPA funds. The options and information provided in this report serve as a starting point for City Council to make informed decisions regarding proposed expenditures.

Table 2: Possible ARPA Allocation Options
Proposed Expenditure Option 1 Option 2 Option 3
Infrastructure: CIP Shortfall $5,800,000 $5,809,782 $6,309,782 Infrastructure: Booker T Anderson Center $1,000,000 $1,000,000 $1,000,000 Infrastructure: Stormwater $- $750,000 $-
Infrastructure: Facility Needs Assessment $- $500,000 $500,000 Nystrom Village $2,000,000 $2,000,000 $-
Tenant Protection and Rental Assistance3 $1,484,233
Art Initiative $- $- $-
YouthWORKS $1,200,000 $1,200,000 $-
Buy Local Campaign $- $135,444 $-
Façade Improvements $- $300,000 $-
Soccer Fields $3,900,000 $3,939,007 $-
Parks and Trail Public Restrooms $250,000
Council Direction $- $- $7,824,451
TOTAL $15,634,233 $15,634,233 $15,634,233

Each recommended area is aligned with the ARPA CNA and SIP, and specific objectives within an overarching City Council Strategic Goal Area. Staff will work with Witt O’Brien, the consultant selected to provide ARPA-related technical assistance to City staff and continue to work internally to develop specific next steps to implement projects and

3 Funding to cover this item might be available through other funding sources, such as grants 702

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utilize ARPA funds in accordance with US Treasury rules, and within the deadlines. It is important to note that ARPA expenditures must be obligated by December 31, 2024, and spent by December 31, 2026.

Environmental and Community Investment Agreement (ECIA) Background
On July 29, 2014, the Richmond City Council approved certification of the final Chevron Refinery Modernization Project Environmental Impact Report (EIR) and applications for a Conditional Use Permit and Design Review Permit, as well as an Environmental and Community Investment Agreement (ECIA) for the Chevron Refinery Modernization Project. The amended ECIA, includes investments in greenhouse gas (GHG) reduction programs, community programs, and a photovoltaic solar farm, will provide $90 million dollars to the Richmond community over a ten-year period. Of the $90 million included in the ECIA, the City will receive $80 million to fund GHG reduction and community programs. ECIA revenue and expenditure details commencing in FY 2014-15 are included in Attachment 5.

To enable the City Council to focus primarily on ARPA, staff recommends that additional ECIA funds are allocated within mid-year FY 2023-24, in early 2024. To-date, within the GHG Program category, the City expended approximately $15.22 million through FY 2022-23, $6.14 million is budgeted in FY 2023-24, and $8.64 million remains for allocation in future years (See Figure 1). For Community Programs, approximately $40.93 million was expended through FY 2022-23, $3.74 million is budgeted in FY 2023- 24, and $5.33 million remains for allocation in future years (See Figure 2).

Figure 1: ECIA Greenhouse Gas Reduction Programs Budget

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Per City Council approval, for the Transportation GHG Reduction category, a multi-year allocation of $1.1 million was approved for eBike programs (9/19/23 City Council agenda); $3.1 million was approved for as a multi-year grant match for the expansion of the Richmond MOVES shuttle program (10/17/23 City Council agenda); and request is forthcoming for $400,000 to leverage a grant for an electric book mobile. In addition, for the Urban Forestry GHG Reduction category, the City is using the FY 23-24 budgeted amount and remaining funds as a leverage for the Transformative Climate Communities (TCC) grant.

Figure 2: ECIA Community Programs Remaining Budget

Each fiscal year, the ECIA budget is developed in collaboration with various departments and approved by Richmond City Council as part of the City’s annual budget approval process. Projects/programs are aligned with the guidelines of the ECIA and are often continuations of programs implemented in previous years.

Attachment 5 provides an overview of the total 10-year ECIA allocation per category, the actual amount spent annually from FY 2014-15 through FY 2022-23 per program, the amount budgeted in the current fiscal year, and the estimated amount available to expend after the close of FY 2023-24 for use in future fiscal years.

ECIA Funding Recommendations
As a starting point, City staff is recommending $312,800 from the Public Safety Programs strategy within the Community Programs category:
 $200,000 for Richmond’s fire boat
 $37,800 for Rescue Qualification for Richmond Fire Department Rescue Personnel  $75,000 for Mandated Rescue Equipment Replacement
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Per City staff estimates, of the total $80 million in revenue, there is approximately $14 million available in ECIA funds to support various programs outlined in the ECIA.

However, per language outlined in the ECIA and previous City Council direction, some funding is allocated to very specific programs. City staff welcomes questions and direction from City Council regarding available ECIA funding.

Next Steps
Pending City Council approval of the proposed resolution regarding the use of ECIA and ARPA funding, City staff will work with specific City departments to implement programs to ensure funds are spent in alignment with policies and within funding deadlines (Attachment 6). City staff will also continue to monitor the existing capital projects and arising Capital needs in the City and prioritize pursuing grant funding to facilitate those projects.

It is important to note that City staff continue to support the priorities outlined in the ARPA SIP without using ARPA funds. For example, the City has completed or has in progress the following:
 Expanding Bludot, a community relations management software platform customized to support Richmond businesses
 Supporting the development of the Public Bank project  Richmond businesses and residents received approximately $230 million in Paycheck Protection Program loans (https://www.transparentrichmond.org/City- Manager/Richmond-Paycheck-Protection-Program-PPP-Loans/5va7-7tf6)  Collaborating with Contra Costa Health Services to support the unhoused and those experiencing mental health/behavioral health issues through the A3 program
 Implementing Community Crisis Response
 Working with RCFConnects to implement the housing first and emergency housing programs
 Received $43 million in AHSC funding and $13.5 million in ERF 1 and 2 funding to support housing needs and increase housing access
 Awarding over $6 million annually to support youth-serving organizations through the Richmond Department of Children and Youth
 Collaborating with the West Contra Costa Unified School District through the WCC Community Schools Systems Change Collaborative
 Implementing fee waiver and partnership policies to expand opportunities to activate and utilize facilities and park spaces
 Providing increased hours at the Richmond Recreation Complex and Richmond Main Library to offer additional learning, cultural and recreational opportunities  Continued support of 90+ City boards, commissions, committees, subcommittees, and taskforces (Attachment 7)

The City Council will be provided with ongoing updates regarding funded programs and projects and seek guidance as needed.
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November 28, 2023

DOCUMENTS ATTACHED:

Attachment 1 – Capital Improvement Projects with Projected Shortfall Attachment 2 – Current ARPA Funding Allocations
Attachment 3 – ARPA Strategic Investment Plan
Attachment 4 – Amended Environmental and Community Investment Agreement (ECIA) Attachment 5 – ECIA Budget Overview
Attachment 6 – Resolution
Attachment 7 – Boards, Commissions, Committees, Subcommittees, & Taskforces List 706
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# PROJ # DESCRIPTION GRANT GRANT/FUNDING SOURCE GRANT/FUND AMOUNT

TOTAL PROJECT
COST
**ESTIMATED**

TOTAL PROJECT

SHORTFALL

TOTAL PROJECT

FUNDING
DELIVERY: PHASE

OR COMPLETION

CURRENT PHASE
11/07/23

GENERAL
FUND
FY 23-24
11/07/23

GENERAL
FUND
FY 24-25

UNFUNDED
FY 24-25

UNFUNDED
FY 25-26

UNFUNDED
FY26-27
Contra Costa Transportation Authority -
Measure J TLC 848,000$
ARPA 1,000,000$
Federal Transit Adminstration Statewide
Transportation Improvement Program 2,821,000$
Road Maintenance Rehabilitation Account
SB-1 (FY24-23) 405,000$
2 01A04 AMERICANS WITH DISABILITIES ACT (ADA) MISCELLANEOUS SIDEWALK REHAB NO General Fund 3,115,181$ NA OTHER
CA Transportation Commission 725,000$
Sims Metal (Fair share contribution) 65,000$
4 23G07 ATP QUICK BUILD HARBOUR WAY S. CYCLE TRACK YES Metropolitan Transmission Commission (MTC) 325,000$ CONSTRUCTION
5 SB115 STREET PAVING - SB1 - CUTTING HARBOUR WAY S. BIKEWAY NO RMRA - SB1 1,160,253$ CONSTRUCTION 6 23006 BOORMAN PARK REVITALIZATION YES CA-Department of Parks and Recreation- Statewide Park Development and 4,165,000$ 6,950,000$ (3,000,000)$ COMPLETION DESIGN $ 3,000,000 CA Department of Transportation 1,903,395$
State Gas Tax (Local Match) 248,340$
8 AR247 BOOKER T. ANDERSON COMMUNITY CENTER (BTA CC) HVAC RENOVATION AND REBUILD NO ARPA 500,000$ 500,000$ COMPLETION DESIGN 29122 CARLSON BLVD. CROSSTOWN CONNECTION IMPROVEMENTS YES Metropolitan Transmission Commission (MTC) 500,000$ CONSTRUCTION
ECIA Fund 1,759,073$
Measure J 91,435$
10 23033 CARLSON BLVD. CROSSTOWN CONNECTION IMPROVEMENTS - PHASE II NO General Fund 750,000$ PLANNING
11 23034 CORP YARD BATHROOM REMODEL NO General Fund 131,235$ 175,000$ (45,000)$ COMPLETION DESIGN 45,000$ 12 23012 CORP YARD FUEL SITES UPGRADES NO General Fund 179,211$ 1,680,000$ (1,380,000)$ COMPLETION DESIGN 1,380,000$ 13 23029 DIRT WORLD BIKE PARK YES State of California 1,170,000$ 1,170,000$ COMPLETION DESIGN 14 05G01 FIRE STATION 66 - GENDER SPECIFIC RESTROOMS NO General Fund 774,645$ 1,281,000$ (505,000)$ COMPLETION DESIGN 81,717$ 423,283$ 15 29125 GREENING THE YELLOW BRICK ROAD YES California Natural Resources Agency 4,100,000$ 4,100,000$ COMPLETION CONSTRUCTION 16 23023 GREENWAY REHAB AND BIKE EDUCATION YES Metropolitan Transmission Commission (MTC) 100,000$ 124,810$ (25,000)$ COMPLETION OTHER 25,000$ 17 23004 HARBOUR 8 PARK EXTENSION YES CA-Department of Parks and Recreation- Statewide Park Development and 8,500,000$ 8,500,000$ COMPLETION CONSTRUCTION 18 23014 HILLTOP FIRE STATION CARD READER NO General Fund 50,000$ 70,000$ (20,000)$ COMPLETION PLANNING 20,000$ 19 23022 HARBOUR WAY & WRIGHT SECTION 130 YES Federal Highway Administration through Caltrans 1,200,000$ 1,200,000$ PHASE DESIGN
Contra Costa Transportation Authority
(CCTA) 2,970,000$
Federal Transit Adminstration Statewide
Transportation Improvement Program 6,373,000$
WCCTAC 700,000$
Metropolitan Transmission Commission
(MTC) 2,800,000$
WCCTAC (To be awarded) 1,500,000$
21 01015 MARTIN LUTHER KING JR. COMMUNITY CENTER NO Insurance Reserve Fund 1,030,102$ 798,789$ PHASE PLANNING 22 23015 NATIVE AMERICAN HEALTH CENTER NO General Fund 50,000$ 50,000$ PHASE PLANNING 23 AR232 NEVIN CENTER HVAC - ARPA YES ARPA 500,000$ 1,036,000$ (575,000)$ COMPLETION DESIGN 575,000$ DESIGN 215,000$
3 23G06 ATP QUICK BUILD CUTTING/HOFFMAN YES
2,690,506$ COMPLETION

CONSTRUCTION
280,000$
(215,000)$
(280,000)$
1 29120 13TH STREET COMPLETE STREET YES 5,291,466$ COMPLETION 9 3,393,233$ COMPLETION 520,000$ 29104 CARLSON BLVD. CROSSTOWN CONNECTION IMPROVEMENTS NO CONSTRUCTION (65,000)$
(520,000)$
7 23G02 BRIDGE PREVENTIVE MAINTENANCE YES 2,222,679$ COMPLETION DESIGN $ 1,730,00020 29110 I-80 CENTRAL INTERCHANGE PHASE II YES 16,073,000$ COMPLETION DESIGN(1,730,000)$ 65,000$
1 OF 3707
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# PROJ # DESCRIPTION GRANT GRANT/FUNDING SOURCE GRANT/FUND AMOUNT

TOTAL PROJECT
COST
**ESTIMATED**

TOTAL PROJECT

SHORTFALL

TOTAL PROJECT

FUNDING
DELIVERY: PHASE

OR COMPLETION

CURRENT PHASE
11/07/23

GENERAL
FUND
FY 23-24
11/07/23

GENERAL
FUND
FY 24-25

UNFUNDED
FY 24-25

UNFUNDED
FY 25-26

UNFUNDED
FY26-27
24 23017 PARKS YARD FUEL SITE UPGRADES NO General Fund 220,000$ 1,680,000$ (1,460,000)$ COMPLETION PLANNING 1,460,000$ 25 AR233 RECREATION CENTER HVAC - ARPA YES ARPA 500,000$ 1,092,000$ (640,000)$ COMPLETION DESIGN 640,000$ 26 23037 SANTA RITA ROAD STABILIZATION PROJECT NO Insurance Reserve Fund 1,040,000$ 1,140,000$ COMPLETION DESIGN Chevron Settlement Agreement 3,000,000$
Park Open Space Impact Fee 373,264$
28 23028 SHIELDS-REID PARK REVITALIZATION YES State Department for Parks and Recreation 8,000,000$ 8,000,000$ COMPLETION DESIGN 29 01A05 STREET PAVING NO State Gas Tax 2,810,455$ 2,810,455$ COMPLETION OTHER 30 TBD STREET PAVING - SB1 ANNUAL ALLOCATION NO Road Maintenance Rehabilitation Account SB-1 (FY23-24) 2,864,927$ 2,864,927$ COMPLETION PLANNING 31 01C09 SURFACE DRAINAGE NO Measure J 300,000$ 300,000$ NA OTHER Measure J 300,000$
General Fund 900,000$
33 01B02 TRAFFIC SAFETY IMPROVEMENTS NO Measure J 375,000$ 375,000$ NA OTHER FHA-Thru CA- Department of
Transportation 6,209,000$
ECIA Fund 1,998,343$
35 YELLOW BRICK ROAD CLEAN, GREEN & BEAUTIFUL - STREET

LIGHTING (FOR BID) YES COMPLETION DESIGN
36 YELLOW BRICK ROAD CLEAN, GREEN & BEAUTIFUL - ADD

SCOPE TO POGO PARK YBR

CONTRACT

YES COMPLETION DESIGN
37 YELLOW BRICK ROAD CLEAN, GREEN & BEAUTIFUL -
HARBOUR 8 PARK YES COMPLETION DESIGN
38 23041 NEW LINCOLN SAFE ROUTES TO SCHOOL (OBAG 2) YES Federal Highway Adminstratiom Congestion Mitigation and Air Quaility 497,000$ 761,880$ (265,000)$ COMPLETION DESIGN 265,000$ 39 23042 NEW BARRETT AVENUE ROAD IMPROVEMENTS (HSIP) YES Highway Safety Improvement Program (HSIP) Cycle 11 (State Grant) 1,406,880$ 1,719,520$ (315,000)$ COMPLETION PLANNING 315,000$ 40 23043 NEW MCDONALD AVE PEDESTRIAN CROSSING SAFETY
UPGRADES (HSIP) YES Highway Safety Improvement Program
(HSIP) Cycle 11 (State Grant) 224,640$ 274,560$ (50,000)$ COMPLETION PLANNING 50,000$ 41 23039 NEW MCBRYDE SAFE ROUTES TO PARK (OBAG 3) YES Federal Highway Adminstration One Bay Area Grant 1,027,947$ 1,285,730$ (260,000)$ COMPLETION PLANNING 185,000$ 75,000$ 42 23040 NEW BAYVIEW TO BART (OBAG 3) YES Federal Highway Adminstration One Bay Area Grant 1,674,703$ 1,944,122$ (270,000)$ COMPLETION PLANNING 230,000$ 40,000$ 43 23031 NEW RICHMOND ART AND LIGHTING YES California Department of Transportation 4,000,000$ 4,000,000$ COMPLETION PLANNING 44 NEW RICHMOND WELLNESS TRAIL PHASE 2 (TPL LEAD) YES Transformative Climate Communities 4,816,154$ 4,816,154$ COMPLETION PLANNING 45 NEW NEIGHBORHOOD COMPLETE STREETS YES Transformative Climate Communities 5,181,173$ 5,181,173$ COMPLETION PLANNING California Natural Resources Agency 1,598,844$
General Fund 650,000$
47 CSA20 AUDITORIUM CONVENTION CENTER UPGRADES NO Chevron Settlement Agreement 1,500,000$ 1,500,000$ COMPLETION CONSTRUCTION 48 RICHMOND COMMUNITIES CLEAN COLLABORATIVE -
BOORMAN PARK REMEDIATION YES 5,503,742$ (1,500,000)$ COMPLETION DESIGN 1,500,000$ 49 RICHMOND COMMUNITIES CLEAN COLLABORATIVE - 7TH ST
BIKE LANE YES 600,112$ COMPLETION PLANNING
50 CSA27 SHIELDS-REID COMMUNITY CENTER HVAC SYSTEM UPGRADE NO Chevron Settlement Agreement 149,650$ 1,050,000$ (900,000)$ COMPLETION DESIGN 900,000$ 32 23035 TRAFFIC CALMING PROGRAM NO 1,200,000$ NA OTHER 27 01A14 SF BAY TRAIL- PT. MOLATE YES 4,410,000$ COMPLETION DESIGN 46 22A02 FLOOD RISK REDUCTION - RHEEM CREEK YES 2,248,844$ 23032 California Department of Transportation 4,999,955$ 5,000,000$ 34 29113 YELLOW BRICK ROAD YES 8,499,000$ COMPLETION CONSTRUCTION

COMPLETION BID/AWARD
23030 California Department of Transportation - Clean CA 5,000,000$ (300,000)$
(750,000)$
300,000$
750,000$
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# PROJ # DESCRIPTION GRANT GRANT/FUNDING SOURCE GRANT/FUND AMOUNT

TOTAL PROJECT
COST
**ESTIMATED**

TOTAL PROJECT

SHORTFALL

TOTAL PROJECT

FUNDING
DELIVERY: PHASE

OR COMPLETION

CURRENT PHASE
11/07/23

GENERAL
FUND
FY 23-24
11/07/23

GENERAL
FUND
FY 24-25

UNFUNDED
FY 24-25

UNFUNDED
FY 25-26

UNFUNDED
FY26-27
California State Library 9,712,979$
General Fund 15,000,000$
ARPA 4,156,490$
Library - Impact Fee 700,000$
SCC Grant 3,252,273$
EPA Fund 1,147,500$
SF Bay Restoration Authority 4,600,000$
Strawberry Drive Mitigation (City match) 14,466$
SFPP Carquinez Strait mitigation (City match) 216,000$
53 23008 BTA COMMUNITY CENTER RESTORTATION NO Insurance Reserve Fund 3,309,678$ 3,309,678$ COMPLETION CONSTRUCTION 54 PM902 POINT MOLATE STENMARK COTTAGES REPAIR NO General Fund 358,160$ 878,160$ (520,000)$ PHASE PLANNING $ 520,000 55 36028 CAFETERIA BUILDING @ SHIPYARD #3 NO Port Fund 141,894$ 142,000$ PHASE PLANNING $ (16,350,000) SUBTOTAL $ 5,980,000 $ 3,261,717 $ 1,803,283 $ 3,845,000 $ 1,460,000 $ (15,830,000)
ADDED 11/7/23 COUNCIL MEETING
RICHMOND FIRE DEPARTMENT EOC/IT EQUIPMENT NO General Fund $ (278,501) $ 278,501 BTA PHASE II NO $ (1,000,000) $ 1,000,000 SUBTOTAL 278,501$ -$ 1,000,000$ -$ -$ TOTAL GENERAL FUNDED 11/7/23: 9,520,218$ TOTAL UNFUNDED: 8,108,283$ ADDING 11/06/23 UNFUNDED REQUEST
$500,000 - $1,500,000
$2,000,000 - $3,000,000
$10,608,283 - $12,608,283
52 23021 TERMINAL 4 WHARF REMOVAL YES 9,612,605$ COMPLETION CONSTRUCTION $ 760,000 51 AR231 MAIN LIBRARY REMODEL YES 29,569,469$ COMPLETION INCLUDES STENMARK $520,000
WITHOUT STENMARK $520,000
(760,000)$
#23030 BOORMAN PARK

SITE REMEDIATION
#23006 BOORMAN PARK

REVITALIZATION

REVISED TOTAL
UNFUNDED:

PLANNING
3 OF 3709
Attachment 2 – Current ARPA Funding Allocations
REVENUE TOTAL 27,740,723$
Expenditures

BUDGET ACTUAL ENCUMBRANCES REMAINING

NEVIN COMMUNITY CENTER - HEATING, VENTILIATION, AIR CONDITIONING (HVAC) IMPROVEMENTS
500,000$ 10,250 $ 489,750 $ RECREATION CENTER ADMINISTRATION - HVAC IMPROVEMENTS 500,000$ 25,025 $ 474,975 $ BOOKER T. ANDERSON COMMUNITY CENTER - HVAC IMPROVEMENTS 500,000$ - $ - $ 500,000$

COMMUNITY BEAUTIFACTION
(13th Street Complete Streets Project)
1,000,000$ - $ - $ 1,000,000$ COMMUNITY NEEDS ASSESSMENT 250,000$ 223,443 $ 17,490 $ 9,067 $ BLUE/GREEN NEW DEAL & JUST TRANSITION 300,000$ 219,883 $ 80,117 $ (0) $ RICHMOND RAPID RESPONSE FUND (Direct Disbursements, Rent Relief & Guaranteed Income)
1,000,000$ 700,000 $ - $ 300,000$ NORTH RICHMOND PUMP STATION 1,800,000$ 1,440,797$ 359,203 $ - $ MLK PARK TURF FIELD 150,000$ 150,000$ - $ - $ UNHOUSED FLEX FUNDS 50,000$ -$ - $ 50,000$ LIBRARY INFRASTRUCTURE GRANT MATCH 3,656,490 $ 7,080 $ 7,920 $ 3,641,490$ MAIN LIBRARY - HVAC IMPROVEMENTS 500,000$ -$ - $ 500,000$ NEVIN PLAZA HOUSING PROJECT 1,750,000 $ 1,750,000 $ - $ - $ ARPA TECHNICAL ASSISTANCE 150,000 $ - $ - $ 150,000$ EXPENDITURE TOTAL (Council-Approved) 12,106,490 $ 4,526,478 $ 464,730 $ 7,115,282$ REMAINING ARPA ALLOCATION 15,634,233$
City of Richmond ARPA Budget & Project Summary
Through September 30, 2023
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Richmond, CA | Strategic Investment Plan
Using the American Rescue Plan Act (ARPA)
to Meet our Highest Needs
Image Source: Balazs Gardi/The Guardian
D E C E M B E R 2 0 2 2
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Contents
Introduction
Purpose of the Strategic Investment Plan
Planning Process
ARPA Overview
Community Needs Assessment Summary
3 Strategic Investment Plan
Recommendations Framework
Overview
Our Jobs and Businesses
Our Health
Our Homes and Neighborhoods
Our Families
Our Culture and Community
12 Guidance to Prioritize ARPA Spending 40
Appendix: Community Needs Assessment 38
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Acknowledgements
In addition to deep engagement with Richmond community members, a diverse range of stakeholders and community representatives provided meaningful and strategic input on ARPA investment priorities.

In particular, this report would like to acknowledge:

Leadership from City Staff in the Department of Children and Youth:
• LaShonda White, Interim Library and Community
Services Director
• Patrick Seals, Senior Management Analyst
Interviews and Direction from City Council:
• Tom Butt, Mayor
• Claudia Jimenez
• Demnlus Johnson III
• Eduardo Martinez
• Gayle McLaughlin
• Melvin Willis
• Nathaniel Bates
Focus Groups Organized with Community Leaders from:
• Office of Neighborhood Safety
• Rubicon Programs/Safe Organized Spaces (SOS)
• Literacy for Every Adult Program (LEAP)
• Reentry Success
• Literacy for Every Adult Program (LEAP)
• East Bay Center
• Building Blocks for Kids
• Family Justice
• YMCA
• Latina Center
• Nurturing Independence Through Artist Development (NIAD) • Asian Pacific Environmental Network (APEN)
• Local Business Owners (coordinated with Lizeht Zepeda from Richmond BED) • ABLE Community Development
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Introduction
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The American Rescue Plan Act (ARPA) provides local governments, including Richmond, with funds to address COVID-19 and support economic recovery.

INTRODUCTION
Signed into law in March 2021, the American Rescue Plan Act (ARPA) provides Federal funding for states, counties, and cities to address both the public health crisis of COVID-19 and the pandemic’s impact on the economy. The funding focuses on supporting the development of strong and equitable communities.

ARPA funds must be obligated by December 31, 2024 and must be expended by December 31, 2026.

While not an explicit requirement of the program, ARPA is a one-time source of funding, which means that the most suitable uses of ARPA funds are investment in projects or programs that do not require ongoing funding.

ARPA legislation outlines four broad categories of eligible uses for ARPA funds:

REPLACING LOST PUBLIC SECTOR REVENUE
RESPONDING TO THE PUBLIC HEALTH AND ENVIRONMENTAL IMPACTS OF COVID-19

PROVIDING PREMIUM PAY FOR ESSENTIAL WORKERS

MAKING INVESTMENTS IN WATER, SEWER, AND BROADBAND INFRASTRUCTURE 715
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INTRODUCTION
Responding to public health and economic impacts of COVID-19 | This can be a program or service related to identified impacts and designed to benefit impacted groups. Subcategories include:
• Public health, including COVID-19 mitigation and prevention, assistance with medical expenses, behavioral and mental health treatment, and preventing or responding to violence.
• Assistance to households, including food assistance, emergency housing, internet access or digital literacy, burials, home repair or weatherization, paid leave, workforce development services, financial services, affordable housing development, education, childcare, and direct cash assistance.
• Assistance to small businesses, including loans, grants, and technical assistance and other services. • Assistance to nonprofits, including loans, grants, or technical assistance and other services. • Aid to impacted industries, including financial support for payroll, and support for the maintenance and operations of existing facilities, technical assistance or other services, and COVID-19 mitigation or prevention. • Public sector capacity, including increased capacity for public safety, public health, and human services staff; rehiring of public sector staff or providing other staff retention; and effective service delivery including program evaluation, community outreach, investments in technology, and costs related to COVID-19 response. • Assistance to disproportionately impacted households, businesses, and communities, such as services to address health disparities, vouchers to help households relocate to neighborhoods with higher economic opportunity, investments in neighborhoods to promote improved health outcomes, remediation and removal of hazardous materials, improvements to vacant and abandoned properties, services or investments to address educational disparities, support for start-ups or expanding small businesses, and funding for rehabilitation or improvements to commercial properties.

ARPA funding primarily focuses on either addressing the immediate public health needs that emerged during the pandemic or mitigating the pandemic’s adverse economic impacts.

Eligible uses for ARPA funds:
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However, local governments can also use the funding to invest in specific infrastructure needs, like expanding broadband access, or replace lost revenue.

INTRODUCTION
Replacing lost public sector revenue | To assist cities, the federal government allowed cities to take a maximum allowance of up to $10 million, allowing recipients to select between a standard amount of revenue loss or calculate revenue loss using the Treasury’s formula, which compares actual revenue to a counterfactual trend. Funds can be used for any typical government services, including general administrative staff, services, and facilities, public safety services, road maintenance, infrastructure, and environmental remediation. The City of Richmond elected to calculate its revenue loss based on the Treasury formula and saw a 12.4% reduction in revenue, or $34.9K, which is otherwise greater than the City’s allocation.

Premium pay for eligible workers | Cities can provide premium pay up to $13 per hour for eligible workers performing essential work, including:
• Health care, public health, mental health, social services, family or childcare, emergency response providers, medical testing, pharmacy, and other health and social services
• Grocery stores, restaurants, food production, and delivery • Sanitation, maintenance, laundry, elections, and other critical services • Biomedical research
• Transportation and warehousing
• Hotel and commercial lodging facilities used for COVID-19 mitigation and containment •
Investments in Water, Sewer, and Broadband Infrastructure | Cities can make investments to improve specific categories of infrastructure, including broadband, drinking water systems, and wastewater and sewer systems.

Eligible uses for ARPA funds:
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In 2022, the City of Richmond engaged a team, led by HR&A Advisors, to develop recommendations for how the city should allocate ARPA funds.

INTRODUCTION

LISTENING TOUR

COMMUNITY NEEDS

ASSESSMENT
APRIL
JUNE
AUGUST

DECEMBER

DEVELOP

RECOMMENDATIONS
ARPA

INVESTMENT
PLAN
The following document outlines how the City can use of its American Rescue Plan Act (ARPA) funds to support COVID-19 recovery and address community needs.

This work began with a Community Needs Assessment, where HR&A and Contigo Partners (“the Consulting Team”) led a community engagement process to help the City of Richmond (“the City”) understand how COVID-19 has impacted Richmond businesses and residents. The Consulting Team used a range of activities to connect with representative and diverse populations, focusing on the engagement of diverse residents, businesses, community serving organizations and other key stakeholder groups to gather broad meaningful input to inform the City’s COVID-19 recovery efforts and investments. The engagement efforts focused on reaching community members that may not typically attend public meetings but were most impacted by the economic and health impacts of the pandemic.

This process identified community needs and priorities. Input from the Community Needs Assessment, paired with a sociodemographic and market analysis, informed how the City should allocate ARPA funds. Those recommendations begin on page 11.
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The Community Needs Assessment identified priorities around job opportunities, economic and housing stability, mental health services, and access to information.

OUR JOBS AND BUSINESSES
Economic insecurity is at the root of Richmond resident’s struggles, as without sufficient and sustainable income, people struggle to pay rent, afford medical care, and more. To make it through the pandemic, local small businesses needed a range of technical, economic, and social support that many felt unable to access, including difficulties accessing Paycheck Protection Program (PPP) loans.

OUR HEALTH
More people than ever sought mental health services as a result of the pandemic, including disconnected youth, overburdened parents, and isolated older adults. For some, this was their first time seeking mental health services, and they found a lack of culturally-competent and accessible mental health service providers.

OUR HOMES AND NEIGHBORHOODS
Rent burden has been high in Richmond since even before the pandemic and was made worse as the pandemic disrupted workers’ ability to earn income. Housing insecurity is more pressing than ever, and many community members prioritized tenant assistance and rental assistance programs as their highest need.

OUR FAMILIES
Communities that struggle with accessing information often cannot overcome the barriers necessary to understand public announcements and connect with services. Access to broadband internet, technology and computer literacy further compounded issues of service access, particularly for youth and older adults.

OUR CULTURE AND COMMUNITY
Richmond residents rely on their churches, neighborhoods, and community organizations to stay socially and economically connected, and need events to return safely and quickly. To do so, the City can increase support for nonprofit organizations already leading this work locally.

INTRODUCTION
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Richmond was awarded $27.7M in ARPA funds and has already set aside approximately $10.5M, leaving $17.2M in uncommitted funds.

INTRODUCTION
Use of Funds
ARPA is a one-time source of funding. Therefore, the most suitable use of ARPA funds is investment in projects or programs that do not require ongoing funding. Examples of suitable projects include:
• Temporary programs that address short-term impacts of the COVID-19 pandemic
• One-time capital investments in property or infrastructure • Spending to conduct studies or pilot programs
• Seed funding for loan funds
• Other projects that do not require hiring new permanent staff or ongoing commitment of funds
ARPA funds must be obligated by December 31, 2024 and
expended by December 31, 2026. Richmond should consider both:
• Short-term recovery, including providing immediate relief to disproportionately impacted individuals; AND
• Long-term stability, including any long-term community needs Richmond can address now based on funding
availability
$27.7M
Richmond’s local ARPA funding award
$17.2M
To be allocated based on identified community needs
$10.5M
Already committed funds
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Richmond’s ARPA Strategic Investment Plan makes recommendations for how the City should allocate its funds to address these needs in alignment with ARPA requirements.

INTRODUCTION

REPLACING LOST PUBLIC SECTOR REVENUE

RESPONDING TO THE PUBLIC HEALTH AND
ECONOOMIC IMPACTS OF COVID-19

PROVIDING PREMIUM PAY FOR ESSENTIAL

WORKERS

MAKING INVESTMENTS IN WATER, SEWER,

AND BROADBAND INFRASTRUCTURE

SUITABLE USES OF

ARPA FUNDS

COMMUNITY NEEDS

AND PRIORITIES
Identify
alignment

OUR CULTURE AND COMMUNITY

OUR FAMILIES

OUR HOMES AND NEIGHBORHOODS

OUR HEALTH

OUR JOBS AND BUSINESSES
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12 | HR&A Advisors
ARPA Investment
Recommendations
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Image Source: Evelio Contreras/CNN 722
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This section provides high-level guidance for how
the City of Richmond should deploy its ARPA
funding. This includes a potential allocation of ARPA funds among areas of need, and an overview of all the strategies discussed and a guide for reading each potential project.

The subsequent recommendations are organized by the five priorities from the recommendations that emerged from the Community Needs Assessment and include:
• Insights from the Community Needs Assessment;
• Case studies highlighting how other municipalities have already allocated their ARPA funds;
• Potential projects that both align with ARPA requirements and community needs, and
• A brief summary of how the City has already addressed COVID-19 recovery needs, as well as opportunities to
leverage other funding sources.

Finally, the section provides context about how the City can advance implementation and prioritize ARPA expenditures. 13

ARPA INVESTMENT RECOMMENDATIONS
The City should use its ARPA
funds efficiently and effectively
to address community needs.
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The City should allocate available ARPA funds across the five areas of need based on the level of need, likely cost of potential projects, and input from the community.

ARPA INVESTMENT RECOMMENDATIONS

OUR JOBS AND

BUSINESSES
30%

OUR HEALTH
15%

OUR HOMES AND

NEIGHBORHOODS
30%

OUR FAMILIES
10%

OUR CULTURE AND

COMMUNITY
15%
Below is a potential allocation of ARPA funds based on the findings of the community needs assessment and the relative costs of potential projects. 724
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The Strategic Investment Plan outlines specific actions the City can take to address community needs by advancing the strategies below.

ARPA INVESTMENT RECOMMENDATIONS

OUR JOBS AND

BUSINESSES
A. Provide direct support to businesses
B. Increase accessibility of business services
C. Support broader economic development efforts (incl. infrastructure, marketing, and access to capital)

OUR HEALTH
D. Reduce community health disparities
E. Expand mental health services

STRATEGIES TO ADDRESS COMMUNITY NEEDS

OUR HOMES AND

NEIGHBORHOODS
F. Address immediate or emergency housing needs
G. Plan for bigger citywide efforts to increase housing affordability and strengthen neighborhoods H. Leverage available state and federal funding

OUR FAMILIES
I. Partner with West Contra Costa Unified School District (WCCUSD) to support children and families J. Expand the availability of childcare services

OUR CULTURE AND

COMMUNITY
K. Expand cultural and recreational programming and public art L. Make improvements to public facilities and subsidize available programming M. Expand access to broadband
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The summary of potential projects includes context about how each project aligns with community needs and ARPA requirements, as well as high-level implementation needs.

ARPA INVESTMENT RECOMMENDATIONS
How to read overview of potential projects for Richmond’s ARPA funds Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation
Needs
Responsibility &
Approximate Cost
1 2 3 4
1 A brief description of the recommended project or activity, as well as which strategy it aligns with. These projects came from sources including:
• Ongoing work the City is already doing;
• Direct comments and feedback during the Community Needs Assessment; and • Best practices and examples from other communities
2 A summary of how this project addresses critical community recovery needs, and additional context from the Community Needs Assessment.

A
A An overview of how this recommended project aligns with the strategies to address community needs (found on page 15). 726
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The summary of potential projects includes context about how each project aligns with community needs and ARPA requirements, as well as high-level implementation needs.

ARPA INVESTMENT RECOMMENDATIONS
4 Information about whether the City, a nonprofit partner, a private consultant, or another entity would lead implementation. Where available, an estimate of the scale of funding and potential impacts. Cost estimates may include a 10% allowance for administration or management of the proposed program.
3 • A determination of the eligible uses of ARPA funds this project aligns with • Relevant context about project readiness and the feasibility of deploying funds by the December 31, 2026 deadline
• Context about whether the project is suitable for a one-time source of funds, or whether it requires an ongoing commitment of funds.

An overview of how well the project aligns with the requirements and best uses for ARPA funds, including:

How to read overview of potential projects for Richmond’s ARPA funds Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation
Needs
Responsibility &
Approximate Cost
1 2 3 4A
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Cities are using ARPA funds to help bolster this segment of the economy in several ways. A popular strategy includes training and technical assistance programs.

Anchorage, AK has used funds to help a nonprofit hire full-time outreach and technical assistance staff. In Torrington, CT, the city has allocated funds to offer special classes focused on a range of topics, including accounting, finance, and marketing. Other cities have taken an explicitly racial equity approach, as is the case in Buffalo, NY where the city awarded a $3.5 million grant to a minority-focused small business resource center.

Funds for the project will help the center provide technical assistance and develop a start-up incubator.

One of the other ways ARPA funds have helped small businesses is through façade and aesthetic improvements. For example, in Madison, WI, the city decided to dedicate $500,000 in funds for retail improvement grants that businesses can use to physically rehabilitee commercial spaces. Another strategy is “buy local” campaigns. In Oswego, NY, the city used a “Buy One, Get One” model where residents could pay $25 to receive a $50 gift card that they could redeem at local restaurants and retailers. Participating locations were not charged a fee, which meant the city’s investment helped local businesses increase foot traffic and keep money circulating in the local economy.

CASE STUDIES
Small businesses represent a vital part of a city’s local and regional economic development, employing
nearly half of the nation’s workforce.

Small business owners in Richmond shared that they
loved having their businesses in the City of Richmond but encountered many challenges doing business here. There
was a shared sentiment across participants that the City was not sufficiently supportive of small businesses.

Richmond’s strong ecosystem of nonprofit
organizations help fill this gap. Nonprofits were able to provide services like business owner outreach, sharing
materials and information, and shop local campaigns,
including CoBiz, Richmond Main Street Initiative and the Renaissance Center. Many perceived these organizations, not the City, as the most effective and supportive
institutions during the pandemic.

Business owners shared a strong call for more
accountability and access to information from the
City. Businesses during the pandemic noted their need
for a range of technical assistance to access PPP loans, formalize their structure and bookkeeping, and transition businesses to online business platforms.

OUR JOBS AND BUSINESSES
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The City’s Short-Term Local Business Recovery Action Plan (STLBRAP) included a deeper analysis of the near-term impacts of COVID-19 on Richmond’s economy and made recommendations to support business recovery. Access to capital and regulatory challenges were among the major challenges identified in the STLBRAP , particularly because many businesses were hesitant or unable to take on new debt in an uncertain business environment. In response to these findings the STLBRAP recommended that small business assistance should focus on grants and technical assistance to access needed resources, as well as other changes to increase the accessibility of business services.

The City has already committed $1 million of its ARPA allocation to the Richmond Rapid Response Fund (R2F) to provide direct financial assistance to residents, businesses, and community-based organizations to meet a range of recovery needs.

PROGRAM HIGHLIGHT
Small business owners shared that during the pandemic, they needed a range of technical assistance to formalize their structure and bookkeeping and to transition businesses into online business platforms. Heading into the pandemic, many small businesses and entrepreneurs did not have their business formalized and did not have their financial statements organized in Quickbooks, which made it difficult to navigate PPP loans.

LISTENING TOUR FINDING
Small Business Recovery Resources
Businesses in Richmond received nearly $240M in Paycheck Protection Program (PPP) loans between April 2020 and May 2021. Of the roughly 3,000 loans distributed in Richmond, 75% were for amounts smaller than $30K. However, Retail, Health Care, Arts and Recreation, and other hard-hit industries received relatively low volume of PPP loans as compared to their pandemic employment losses. A San Francisco Chronicle analysis of census tracts throughout the Bay Area found that businesses located in lower income and communities of color were less likely to receive PPP loans than more affluent areas. During the listening tour, Black- and Brown-led businesses shared that having relationships with banks was a top factor in securing PPP loans.

Employment Opportunities
Though the Citywide unemployment rate has returned to pre- pandemic levels, populations with barriers to employment struggle to find new work – for example, communities with limited English proficiency have struggled to find
employment, while individuals with a criminal record have a harder time finding work opportunities that welcome them. For other communities, social distancing regulations cut them off from their networks and they couldn’t find new work.

To make it through the pandemic, local small businesses in Richmond needed a range of technical, economic, and social support that many felt unable to access.

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Strategies
A. Provide direct support to businesses
B. Increase accessibility of business services
C. Support broader economic development efforts (incl. infrastructure, marketing, and access to capital)
Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Dedicate additional funding to provide
grants to small business owners to
support business recovery or expansion
During the pandemic, small business owners
needed a range of technical assistance to adapt to
new business practices, and many were unable to
access recovery loans due to a lack of formalized or
digital bookkeeping and other barriers. The Short-
Term Local Business Recovery Action Plan also
found that many small businesses had limited
ability or willingness to take on additional debt. The
City has already committed $1.0M of ARPA funding
to provide emergency assistance to residents and
businesses, but additional direct assistance to
businesses may be needed.

H&E, PS
Work with implementation
partners to confirm feasibility of
deploying funds on time
No ongoing commitment
Nonprofit business service
providers or fund administrator
such as a Community
Development Financial
Institution (CDFI)
$0.5M - $1.0M (20-35 grants with
average value of $25K)
Dedicate funding to provide façade
improvement grants for businesses in
commercial districts
Small business owners face ongoing recovery
challenges and may have limited funds available to
make needed investments in storefronts or critical
repairs. Retail businesses have seen challenges
from declining foot traffic.

H&E*, PS
Provide pilot funding to ensure
deployment on time
Non-ARPA funds could be
allocated based on pilot success
Nonprofit fund administrator
such as a CDFI, or City
$150K - $250K (10-15 grants with
average value of $15K)
Eligible uses for ARPA funds:
• H&E – Responding to the public health and economic impacts of COVID-19 • PS – Replacing lost public sector revenue
• PP – Premium Pay for Eligible Workers
• WSB – Investments in Water, Sewer, and Broadband Infrastructure * indicates eligibility in Qualified Census Tracts or disproportionately impacted communities) A
As the city looks ahead towards allocation and implementation, there are existing small business support programs and relationships with nonprofits that Richmond can leverage.

A
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Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Provide funding to nonprofit business
service providers to hire and train
community members to provide
translation, or to expand outreach
and technical assistance to business
owners in multiple languages to improve
access to recovery funding and services
Many small business owners had difficulty accessing
recovery funding due to digital literacy, capacity, or
language barriers. Nonprofits are a primary resource
for local businesses, but additional support is needed.

H&E, PS
Work with partners to confirm
feasibility of deploying funds on
time
Funding for temporary additional
capacity, no ongoing commitment
Nonprofit business service
providers, RichmondWORKS (tent.)
$150K - $250K (15-30 part-time
temp workers at $15/hr)
Provide funding to launch a Buy-Local
Campaign for Richmond businesses,
including developing branded marketing
materials, planning neighborhood
business events, and consolidating
shared resources.

Small businesses in Richmond faced challenges due to
COVID-19, including reduced business and the
challenges of adapting to accommodate remote work
and social distancing. The Short-Term Business
Recovery Action Plan identified a Buy-Local Campaign
as a way for the City and its partners to promote and
celebrate locally-owned businesses.

H&E, PS
Program design completed, so
funds can be deployed quickly
No ongoing commitment
City & Economic Development
Working Group
$16,500 - $45,000
Make streetscape improvements in
commercial corridors
Many businesses, community members, and
commercial property owners have cited built
environment challenges including buildings in need of
repair and illegal dumping in commercial areas.

Richmond’s Business Investment and Attraction
Strategy highlights the need for built environment
improvements to support Richmond’s businesses.

H&E*, PS
City to confirm timing
No ongoing commitment
City
TBD based on City capital needs
B
B
C
The City can use its ARPA funds to provide direct support to businesses and to increase the uptake and accessibility of business services.

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Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Study the feasibility of establishing a
public bank to increase access to
capital for residents and businesses
Some business owners had difficulty accessing
recovery loans through commercial lenders. Residents
may also have barriers to accessing capital. A public
bank could help more businesses and residents access
financing for businesses, education, and
homeownership.

PS
Funds can be deployed on time
No ongoing commitment
City, consultant
$100K - $200K
Expand the provision of English as a
Second Language classes or subsidize
class fees for job-seeking residents
Job-seeking residents with language barriers have
continued to face challenges returning to work in the
wake of COVID-19.

H&E, PS
Subsidizing fees for existing classes
may be the most efficient way to
deploy funds by the deadline
No ongoing commitment
RichmondWORKS
TBD, potentially $50K-$100K
C
C
The City can use its ARPA funds to provide direct support to businesses and to increase the uptake and accessibility of business services.

OUR JOBS AND BUSINESSES | POTENTIAL INVESTMENTS
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Business Recovery Planning
▪ The City developed a Short-Term Local
Business Recovery Action Plan and
Business Investment and Attraction
Strategy.

ARPA Expenditures
▪ The City dedicated $1M to the
Richmond Rapid Response Fund which
provides emergency assistance to
businesses and residents. Economic
recovery & security is one of the fund’s
priority areas.
▪ The City has used ARPA funds to
undertake a Green-Blue New Deal
Workforce Development Plan.

C U R R E N T C I T Y

E F F O R T S

I M P L E M E N TAT I O N

A P P R O A C H

O T H E R F U N D I N G

S O U R C E S
Nonprofit Business Service
Providers
▪ Richmond has many nonprofits that
provide outreach and services directly to
businesses. The City can award funds to
these partners to provide enhanced
services, and use nonprofit networks to
connect businesses with resources.

Other
▪ Some funds may be best distributed
through financial institutions that can
handle large financial transactions.
▪ RichmondWORKS, the city’s workforce
development agency, provides services
to businesses and job seekers.

County Funding
▪ The County has funding such as
Community Development Block Grant
funds that can be leveraged to support
infrastructure investments and other
economic recovery efforts.
▪ In addition, there are potentially other
State resources that the city can
leverage to support business
development.
▪ The City’s Small Business Recovery
Action Plan and Business Improvement
and Attraction Strategy identify funding
sources and implementation needs to
support Richmond business recovery.

As the City looks ahead towards allocation and implementation, there are existing small business support programs and relationships with nonprofits that Richmond can leverage.

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According to community providers, the demand for
mental health services has risen exponentially during
the pandemic.

Isolation, stress, and other issues have contributed to a growing need for mental health services. Many parents
spoke about their children’s mental health challenges
and noted that they needed to advocate for their children to receive adequate care. Populations with cultural or
other barriers, including the disabled, seniors, limited English speaking residents, and the immigrant and Asian Pacific Islander refugee community, reported an increased sense of isolation due to an inability to connect to
community or access services. In response to these
challenges, some residents accessed mental health
services for the first time during the pandemic. However, some reported a lack of culturally-competent and
accessible mental health service providers. For
instance, those seeking care for the first time might find it challenging to connect with providers that do not
understand their unique beliefs and behaviors in their
treatment.

According to a 2021 report on the state of mental health in the United State, the number of people living with a mental health condition increased over the duration of the pandemic to nearly one in four individuals, or roughly 47.1 million Americans. As cities and the private sector begin to explore this growing health care need, ARPA offers a way for municipalities to address mental health by either expanding existing services or piloting new programs.

In San Francisco, the city started a Street Crisis Response Team in partnership with the San Francisco Department of Public Health, the Fire Department, and Emergency Management. The program provides an opportunity for non-law enforcement response to behavioral health crises, including delivering de-escalation services and linking people to the appropriate treatment options they may need. ARPA funding helped the City expand the program and hire more staff. Similar crises intervention programs in cities like Dallas, Denver, and Portland have open budget proposals or are already used ARPA to expand their service.

ARPA funding is also used to address the growing youth and young adult mental health crisis. In St. Louis, the city has committed $1 million through the Department of Health to help create safe spaces, drop-in centers, and community projects for youth. Kings County, which includes Seattle, have allocated $2 million in ARPA funding to support an initiative to “build, improve and enhance culturally appropriate behavioral health services” for communities disproportionately impacted by COVID.

CASE STUDIES
More people sought mental health services as a result of the pandemic, including disconnected youth, overburdened parents, and isolated older adults.

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Strategies
D. Reduce community health disparities
E. Expand mental health services
Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Create a mobile service center to
provide public health outreach and
referrals, including for mental health
services.

Community health providers indicate an increase
demand for mental health services during the
pandemic. Offering mobile services can help
address this urgent need, particularly for vulnerable
populations, like the elderly, who may face mobility
or digital accessibility challenges.

H&E, PS
Make deployment deadline a
requirement of the NOFA
Startup would be a one-time cost.

Additional funding might be
needed to subsidize ongoing
operations.

Implementation by nonprofit
service provider identified
through a NOFA
TBD based on NOFA responses
Create programs to provide residents
and families with community health
tools including nutrition education,
fresh food access, and programming to
help parents of children in crisis
Isolation, stress, and other issues have contributed
to a growing need for mental health services.

Populations with cultural or other barriers,
including the disabled, seniors, limited English
speaking residents, and the immigrant and Asian
Pacific Islander refugee community, reported an
increased sense of isolation due to an inability to
connect to community or access services.

H&E, PS
Make deployment deadline a
requirement of the NOFA
Startup would be a one-time cost.

Additional funding might be
needed to subsidize ongoing
operations.

Implementation by nonprofit
service provider identified
through a NOFA
TBD based on NOFA responses
Eligible uses for ARPA funds:
• H&E – Responding to the public health and economic impacts of COVID-19 • PS – Replacing lost public sector revenue
• PP – Premium Pay for Eligible Workers
• WSB – Investments in Water, Sewer, and Broadband Infrastructure * indicates eligibility in Qualified Census Tracts or disproportionately impacted communities) D
D
The City should use its ARPA funds to reduce community health disparities and expand mental health services.

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Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Provide financial support to ensure
access to healthcare by providing
families with help covering their medical
costs and related transportation costs
Rising costs due to inflation, and job losses
means that households have less money to
spend on nonessentials. Services like
healthcare are often deprioritized over
groceries and rent.

H&E, PS
Make deployment deadline a
requirement of the NOFA
Startup would be a one-time cost.

Additional funding might be needed
to subsidize ongoing operations.

Implementation by nonprofit service
provider identified through a NOFA
TBD based on NOFA responses
Develop a program for community-
provided mental health services by
training residents to provide counseling
within their communities
Residents noted difficulty accessing
culturally competent and representative
mental health service providers, which
contributed to feelings of isolation and
mental health crisis.

H&E, PS
Make deployment deadline a
requirement of the NOFA
Startup would be a one-time cost.

Additional funding might be needed
to subsidize ongoing operations.

Implementation by nonprofit service
provider. RichmondWORKS may be able
to coordinate training
TBD based on NOFA responses
Expand the provision of mental
health services in schools
Many parents spoke about their children’s
mental health challenges, and noted that
they needed to advocate for their children
to receive adequate care.

H&E, PS
Make deployment deadline a
requirement of the NOFA
Temporary cost for expanded
services
Programming should be deployed in
partnership with WCCUSD; work with
WCCUSD to determine whether a
nonprofit partner is needed.

TBD based on potential scale of added
services.

D
E
E
D
The City should use its ARPA funds to reduce community health disparities and expand mental health services.

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Early Pandemic Response
▪ The City took action early in the
pandemic to address the health and
safety needs of the community,
including launching a website and
hotline with health information,
community resources, and information
about County-provided services.

ARPA Expenditures
▪ The City dedicated $1M to the
Richmond Rapid Response Fund which
provides emergency assistance to
businesses and residents. Two priority
areas for this fund are food & essential
supplies and health & healing.

C I T Y P R O G R E S S
MADE

I M P L E M E N TAT I O N

A P P R O A C H

O T H E R F U N D I N G

S O U R C E S
Nonprofit Service Providers
▪ Nonprofit organizations will be crucial
partners in the temporary expansion of
health care services and outreach to
improve community health outcomes.
▪ The City should issue a Notice of
Funding Availability (NOFA) for regional
health care providers to deliver
programming that meets community
needs guided by the proposed projects.

Regional Partnerships
▪ The City should work with WCCUSD and
Contra Costa County to identify ways it
can deploy funding to supplement
available programs.

County Funds
▪ Contra Costa County has approved the
use of over $112M in ARPA funds for its
health department to support COVID-19
response, including addressing
disparities in public health outcomes
through community engagement and
targeted outreach.

State
▪ Through State Proposition 63, California
has a $11.6 billion available this
upcoming fiscal year to fund mental
health programs throughout the state.

Health services are frequently provided at the County level and by nonprofits, but the City can put forward funding for organizations to provide needed additional services.

OUR HEALTH
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Housing insecurity is more pressing than ever; as a result of COVID some Richmond residents faced loss of housing
despite eviction protections, and others experiencing
homelessness became disconnected from services.

Richmond residents may be particularly vulnerable to
eviction due to a perceived lack of legal protections, despite the City temporary ordinance and State tenant relief act.

Contra Costa County has one of the highest rates of
pandemic evictions in the Bay Area, second only to Solano County. Eviction rates are 2 to 3 times higher for Black households in the County. During the pandemic, the
homeless population in Contra Costa County grew by 35%.

According to the 2021 Continuum of Care Annual Report, of those who reported losing their housing, 30% of households were in West County, where Richmond has the largest
population.

California has dedicated ARPA funds and other funding to create and expand programs to increase the supply of housing and address housing security and affordability statewide. These include:
• Multifamily Housing Program: Provides low-interest deferred-payment loans for new construction, rehabilitation, and preservation of permanent and transitional housing that serves lower-income households
• California Housing Accelerator Fund: Provides funding for shovel-ready development projects that have received awards of funding from the department of Housing and Community Development but have funding gaps • HOME-ARP Program: Funding for the Department of Housing and Community Development to assist individuals or households experiencing homelessness or at risk of homelessness by providing rental assistance, supportive services, shelters, and other support
• State Low-Income Housing Tax Credit Program:Provides tax credits to support the development of rental housing for low-income households • Adaptive Reuse Program and Homekey Program: Provides funding to convert commercial buildings, hotels, and motels into affordable housing • Infill Infrastructure Grant Program: Provides funding to accelerate the development of infill projects in brownfields and downtowns
• Preservation Fund: Funding to preserve existing affordable housing • Legal Aid: Provides funding for legal services to prevent evictions

AVAILABLE STATE FUNDING
Focus group participants expressed the need to make
rental assistance programs more accessible. One
participant shared that after applying for rental relief, “we had to take out a loan because it took 8 months [to receive funding from the State]. We couldn’t access
services even if they existed.”

LISTENING TOUR FINDING
The State has dedicated significant recovery resources to increasing housing affordability throughout California.

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Strategies
F. Address immediate or emergency housing needs
G. Plan for bigger citywide efforts to increase housing affordability and strengthen neighborhoods
H. Leverage available state and federal funding
Eligible uses for ARPA funds:
• H&E – Responding to the public health and economic impacts of COVID-19 • PS – Replacing lost public sector revenue
• PP – Premium Pay for Eligible Workers
• WSB – Investments in Water, Sewer, and Broadband Infrastructure * indicates eligibility in Qualified Census Tracts or disproportionately impacted communities) F
G
H
Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Provide funding for emergency rental
assistance to prevent eviction and
homelessness
Rent burden had been high in Richmond in
advance of the pandemic and was made worse as
the pandemic disrupted workers’ ability to earn
income. Focus group participants indicated that
this is an important, unaddressed challenge. As
one participant explained, “My husband got sick
and he also had high fever. No one helped us with
high rent.”

H&E, PS
Funding can be deployed promptly
to meet immediate need,
dependent on capacity of fund
administrator
No ongoing commitment
City or nonprofit fund
administrator
TBD based on capacity of fund
administrator. $1.0-$1.5 million
could provide 12 months of
assistance to approx. 100
households.

Provide funding to hire and train
community members to provide
translation, or to expand outreach and
technical assistance to residents in
multiple languages to help them access
available housing assistance
Richmond is a diverse community – over half of
residents speak a language other than English and
a third are foreign-born. However, that cultural
and linguistic diversity is not always reflected in
the services that the city currently offers.

Additional funding can help address this gap.

H&E, PS
Work with partners to confirm
feasibility of deploying funds on
time
Temporary additional capacity, no
ongoing commitment
Nonprofit service provider,
RichmondWORKS (tentatively)
$150K- $$250K (15-30 part-time
temp workers at $15/hr)
The City can use ARPA funds to address immediate housing needs while planning for bigger citywide efforts.

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Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Develop a citywide Affordable Housing
Plan
54% of Richmond renters are housing cost
burdened, which means they spend over one-third
of their income on rent, compared to 50% in
Contra Costa County and 44% in the Metro Area.

H&E, PS
Funds can be deployed on time
No ongoing commitment
City, consultant
$150K - $200K
Make streetscape improvements in
neighborhoods, including trash cleanup, to
enhance neighborhood safety and quality
of life; Invest in green streets projects
In both the survey and listening tour, participants
indicated that the city should invest more in its
public spaces by making sidewalk and road
repairs, as well as other quality of life
improvements.

H&E*, PS
City to confirm timing
No ongoing commitment
City
TBD based on City capital needs
Hire temporary grant writers to pursue
additional funding for neighborhood and
affordable housing improvements
City staff have limited capacity to take on
additional work to secure funding in the form of
grants from the state, philanthropic partners, and
other funders that could address the City’s
housing and neighborhood development needs.

H&E, PS
Funds can be deployed on time
No ongoing commitment
City
$50K - $100K (2-4 part time
grantwriters)
G
F
G
H
The City can use ARPA funds to address immediate housing needs while planning for bigger citywide efforts.

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ARPA Expenditures
▪ The City dedicated $1M to the
Richmond Rapid Response Fund which
provides emergency assistance to
businesses and residents. Housing &
homelessness is one of the fund’s
priority areas.

C I T Y P R O G R E S S
MADE

I M P L E M E N TAT I O N

A P P R O A C H

O T H E R F U N D I N G

S O U R C E S
Use ARPA efficiently and
leverage other funding
▪ The City will not be able to create many
units of affordable housing directly
using ARPA alone. It should focus
funding on helping address emergency
needs while identifying a longer-term
strategy to support affordability.
▪ The City should help its residents,
developers, and departments to access
available funds from state, county, and
federal sources to address affordable
housing.

State Funds
▪ The State of California has dedicated
significant funds, including its COVID-19
recovery funds, to addressing
affordable housing challenges
statewide.

County Funds
▪ Contra Costa County has dedicated over
$10M in HOME-ARP funds to the
development of affordable rental
housing. The City can work with the
County and developers to identify
suitable development sites in
Richmond.

Affordable housing is costly to produce. The City can use its ARPA funds to meet near-term needs, plan for bigger investments, and leverage other funding sources.

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While California offers subsidies for childcare, support is capped by income.

A family of three can earn no more than $78K to be eligible for childcare assistance. Due to the rising costs of living, families who might make slightly more than the
household maximum are left with limited childcare
options, often waiting months, or even years to find a
slot. The state is providing some relief in the form of tax refunds; California’s 2022-23 budget includes $9.5 billion in tax refunds to directly benefit families. Households making as much as $75,000 for individuals or $150,000 for joint filers will receive $350 per taxpayer, plus an additional $350 if they have at least one dependent - a single parent would receive $700 and two-parent families would receive $1,050.

There are additional barriers that families face once their children are in school. While remote learning was difficult for everyone, its impact was particularly harmful for low income and people of color. These demographics
experienced more dramatic educational declines in reading and math proficiency than their whiter, more affluent peers.

During listening sessions, people expressed a need for
programming that addressed either educational loss or
more focused interventions for older youth.

One major factor driving rising costs of childcare is a lack of qualified providers and caregivers. Local governments and nonprofits are trying to address this. In San Francisco, The Good Rural, a local nonprofit is using city and private funding to develop a pipeline of licensed childcare providers. The program provides 1-on-1 support and group training, as well as support navigating the licensing process, and how to build a successful home- based business. This program is still in its pilot phase but has directly working with over 10 informal childcare providers to help them gain an official license.

Cities have used ARPA funding to address both learning loss and provide general youth programming in a few ways. In Akron, OH, the city has allocated funds for a Youth Violence Prevention Community Grant Program, where children in grades K-3 can participate in an afterschool program. As other cities have even developed youth-specific plans for how they will allocate ARPA funding, like in New Haven, CT, where the city dedicate its first round of funding ($6.3 million) to support a “summer reset” initiative, which included expanding summer learning, youth safety initiatives, and an arts and cultural events.

CASE STUDIES
In a conversation with Building Blocks for Kids, Latina Center, and Family Justice, families voiced the need for education and program support for older children 6- 19 years of age. While speaking with the Reentry Success Center, participants stressed interest in support for people coming out of high school, who “need more direction or help, instead of being dumped on the street. Young people could use help, education, and housing assistance.”

LISTENING TOUR FINDING
There is a growing need for affordable and accessible childcare as well as after school activities for youth, especially ones that address learning loss from the pandemic.

OUR FAMILIES
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Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Provide services for families and youth
with the goal of increasing third grade
literacy rates
Two years of navigating remote learning and in-
person classes have contributed to declines in
reading comprehension in younger grades. Third
grade is an important year for students – studies
show that if children are not proficient readers by
the time they enter fourth grade, it will become
harder for them to catch up.

H&E, PS
Work with partners to confirm
timing
Funds can support startup and
design but additional funding may
be needed for ongoing operations
WCCUSD, Nonprofit service
providers, City and County
TBD
Provide expanded programming for
youth to meet current gaps in City and
School District programming, such as for
middle school-aged children
Many youth, parents, and formerly incarcerated
residents spoke to the need for youth
programming. West Contra Costa Unified School
District noted that there is a gap in programming
for middle schoolers in particular, and that better
family engagement is needed at all levels. One
reason why this happens is because parents are
often less involved due to work commitments; a
way to address this be paying parents a small
stipend for engaging with their children.

H&E, PS
Work with partners to confirm
timing
Funds can support temporary
operations but additional funding
may be needed for ongoing
operations
WCCUSD, Nonprofit service
providers, City (e.g. recreation
department)
TBD
Strategies
I. Partner with West Contra Costa Unified School District (WCCUSD) to support children and families
J. Expand the availability of childcare services
Eligible uses for ARPA funds:
• H&E – Responding to the public health and economic impacts of COVID-19 • PS – Replacing lost public sector revenue
• PP – Premium Pay for Eligible Workers
• WSB – Investments in Water, Sewer, and Broadband Infrastructure * indicates eligibility in Qualified Census Tracts or disproportionately impacted communities) I
I
J
The City can partner with West Contra Costa Unified School District (WCCUSD) to increase support for children and families and to support the expansion of childcare services.

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Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Provide additional support services for
students experiencing homelessness at
the City and School District
Schools are often the only way children and youth
receive social supports, yet administrators and
staff are often unequipped or underfunded to
help address those challenges. Attendance data
showed that about 3,400 students left West
Contra Costa Unified during the pandemic. One
resident shared that “The youth got forgotten.

Doing school from home was really hard. The
school district lost a lot of students because
teachers couldn’t connect with them. A lot of kids
got lost, a lot of education got lost.” Another noted
that some students “had to stop school in order to
work, because if they didn’t work, they couldn’t
make ends meet. We saw 16-year-olds entering
the workforce full-time.”

H&E, PS
Work with partners to confirm
timing
Funds can support temporary
operations but additional funding
may be needed for ongoing
operations
WCCUSD, Nonprofit service
providers
TBD
Provide funding and technical
assistance to help informal childcare
providers establish formal, licensed
childcare facilities or preschools, and to
increase their capacity
Childcare, not housing, has become the highest
expense for families in California, driven in large
part because there is a lack of certified childcare
providers. Lack of affordable childcare may be a
challenge preventing some residents from
returning to work.

H&E, PS
Work with partners to confirm
timing
Funds can support temporary
operations but additional funding
may be needed for ongoing
operations
Nonprofit service providers, CDFIs,
foundations and other
philanthropic partners
I
J
The City can partner with West Contra Costa Unified School District (WCCUSD) to increase support for children and families and to support the expansion of childcare services.

OUR FAMILIES | POTENTIAL INVESTMENTS
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35 | HR&A AdvisorsRichmond ARPA Investment Strategy
ARPA Expenditures
▪ The City dedicated $1M to the
Richmond Rapid Response Fund which
provides emergency assistance to
businesses and residents. A portion of
that fund is earmarked for education &
learning.

C I T Y P R O G R E S S
MADE

I M P L E M E N TAT I O N

A P P R O A C H

O T H E R F U N D I N G

S O U R C E S
Partnership with WCCUSD
▪ The West Contra Costa Unified School
District (WCCUSD) will be a critical
partner. The City can work with
WCCUSD to identify and bridge gaps in
programming and support for students
and their families.

State & Federal Funding
▪ The West Contra Costa Unified School
District can potentially contribute funds
to support expanded programming
through the Coronavirus Response and
Relief Supplemental Appropriations.

The district received $29 million to help
address lost instructional time.
▪ There are also additional federal funds
available to help school districts
address the rising rates of student
homelessness.

Students and their families were impacted by COVID-19. The City can use funding to pilot interventions and programs to help address short-term educational losses.

OUR FAMILIES
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Los Angeles County is home to over 400,000 families who do not have a reliable home internet connection. Following the COVID-19 pandemic, the Los Angeles County Internal Services Department (ISD) designed and supported the implementation of Community Broadband Networks and Digital Navigators, both of which are solutions to broadband access, affordability, and adoption for communities impacted by the digital divide.

Community Broadband Networks are public-private partnerships to deploy new high- speed internet infrastructure and guarantee affordable internet service. ISD was awarded $56 million in American Rescue Plan Act funding to implement the Community Broadband Network program and is currently partnering with a consulting firm to implement the digital navigators program.

Other cities and counties across California have set aside ARPA funding to address broadband access. The library system in Paso Robles used ARPA funding to purchase hotspots, which residents can checkout. In Santa Cruz County, funding was allocated to connect housing developments and low-income neighborhoods with free or low-cost Internet service. Around the country, municipalities have gotten creative with their ARPA funding to address broadband needs. For example, Dallas County is using ARPA funding to focus on providing residents with a minimum of 100 Mbps download and upload speeds; funding will target households and businesses without access, as well as those with low speeds.

CASE STUDIES
Richmond residents are struggling with both
broadband access and digital literacy.

According to the 2020 US Census, 90 percent of
households in Richmond have access to the internet.

However, the quality and cost of internet access can
vary widely across income groups. For families that had parents and students relying on the internet for work or school at the same time, the quality of their internet
access dipped.

Digital literacy, including accessing virtual meeting spaces, became a constraint for many residents, particularly those from older demographics. Community events, including
religious groups, met online; not being literate in
programs like Zoom limits the ability to connect with
others or participate in remote work. Many services, such as vaccination and testing appointments, required online scheduling further compounding access to care.

Emerging from the pandemic, it is essential to both
increase digital access and literacy and reinvigorate
physical spaces for connection and community. By
investing in parks, libraries, and community spaces,
residents can come together while still reaching their
families and communities online.

Access to affordable, reliable internet service is an important component of staying connected to community events, educational opportunities, and basic services.

OUR CULTURE AND COMMUNITY
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Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Provide grants to community nonprofit
organizations providing critical cultural
and supportive services to Richmond’s
communities
Richmond is a diverse city, with half of residents
speaking a language other than English; a third of
the population was born outside of the U.S.

However, the lack of culturally competent and
representative resources means that a significant
portion of the city continues to struggle accessing
information and resources.

H&E, PS
Make deployment deadline a
requirement of the NOFA
Funds for temporary or one-time
programming; no ongoing
commitment
Nonprofit organizations
TBD based on NOFA responses
Dedicate funding to commission local
artists to create public art installations
Arts and cultural institutions were among the
hardest hit industries during the early stages of
COVID and were less likely to receive Paycheck
Protection Program funding. Investment in public
art will not only support local creators, but also
provide a sense of community pride and
connection.

H&E, PS
Make deployment deadline a
requirement of the NOFA
Funds for temporary or one-time
programming; no ongoing
commitment
Arts organizations, City
TBD based on NOFA responses
Strategies
K. Expand cultural and recreational programming and public art L. Make improvements to public facilities and subsidize available programming M. Expand access to broadband
Eligible uses for ARPA funds:
• H&E – Responding to the public health and economic impacts of COVID-19 • PS – Replacing lost public sector revenue
• PP – Premium Pay for Eligible Workers
• WSB – Investments in Water, Sewer, and Broadband Infrastructure * indicates eligibility in Qualified Census Tracts or disproportionately impacted communities) K
K
The City can use ARPA funds to support expanded cultural programming and amenities to enhance mental health, community wellbeing, and quality of life.

OUR CULTURE AND COMMUNITY | POTENTIAL INVESTMENTS
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DRAFT
38 | HR&A AdvisorsRichmond ARPA Investment Strategy
Alignment with
Community Needs
Needs Addressed & Beneficiaries
Alignment with ARPA
Requirements
Eligible Uses, Timing, & Suitability
Implementation Needs
Responsibility &
Approximate Cost
Make improvements to parks, open
space, community centers, libraries and
other amenities to improve safety and
utility
Richmond residents rely on their churches,
neighborhoods, and community organizations to
stay socially and economically connected, and
need events to return safely and quickly.

Improvements and upgrades to these facilities will
help connect residents who have felt socially
disconnected from their neighbors and
community or faced mental health challenges.

PS
City to confirm timing for
improvements
Funds for one-time capital
improvements; no ongoing
commitment
City
Provide additional free or subsidized
community and cultural programs
through the City’s parks, libraries, and
community centers
During the pandemic, there were significantly
fewer places to connect, contributing to mental
health challenges and feelings of isolation, as a
result of closure of day programs for the disabled,
churches and community centers, the
cancellation of large cultural celebrations and
community festivals, and the closure of ethnic
restaurants or the shift to take-out only service.

H&E (may depend on type of
programming), PS
City to confirm ability to deploy
subsidized programming
Funds for temporary programming
City
Address digital access and service
disparities by expanding broadband to
under-resourced communities
While 90 percent of households in the city of
Richmond have internet access, statewide data
shows that this access is likely not equitably
distributed across income levels. During the
listening tour, residents shared that the need for
internet service and technology added a new
expense and source of stress.

WSB, PS
City to confirm timing for
improvements
Funds for one-time improvements;
no ongoing commitment
City
K
L
M
The City can use ARPA funds to support expanded cultural programming and amenities to enhance mental health, community wellbeing, and quality of life.

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39 | HR&A AdvisorsRichmond ARPA Investment Strategy
ARPA Expenditures
▪ The City has dedicated over $2M in
ARPA funds to make critical repairs and
improvements to community amenities,
including the main library, Nevin
community center, the recreation
center, Richmond Museum, and MLK. Jr.

Park.

C I T Y P R O G R E S S
MADE

I M P L E M E N TAT I O N

A P P R O A C H

O T H E R F U N D I N G

S O U R C E S
Dual Approach
▪ Part of the implementation approach for
culture & community involves issuing a
Notice of Funding Availability (NOFA) or
identifying arts and cultural service
organizations to provide expanded
programming and public arts in the near
or intermediate term.
▪ The other part relies on investing
directly into improved city services for
recreation and community amenities.

State Funding
▪ California Arts Council has several grant
programs that provide general
operating relief for arts and cultural
organizations that experienced negative
economic impacts of COVID.
▪ The California State Library has a state-
funded high-speed broadband program
that supports libraries and other
organizations with internet access.

Federal Funding
▪ The Affordable Connectivity Program
provides eligible households with a $30
monthly credit for their internet service
plan.

Nonprofit organizations played critical, central roles for many types of communities during the pandemic, but still face tight resourcing and some competition for funding.

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| HR&A AdvisorsRichmond ARPA Community Needs
Assessment
DRAFTImage Source: The Richmond Standard
Guidance to
Prioritize ARPA
Spending
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41 | HR&A AdvisorsRichmond ARPA Investment Strategy
The City may not be able to advance all potential strategies identified in the Strategic Investment Plan. To prioritize investments, the City should identify projects that:

ARPA INVESTMENT RECOMMENDATIONS

BUILD ON CITY PROGRESS MADE
The City has already begun pursuing
investments and programs to address
COVID-19 recovery needs identified
through the Community Needs
Assessment and other outreach, as noted
throughout this plan. Projects for which
planning and implementation is already in
progress will be easier to advance within
the timeframe for ARPA funds.
▪ The City should prioritize projects that
are “shovel-ready” or ready to be
funded, or that can easily be advanced
to funding readiness.
▪ The City should also prioritize projects
with public and political support.

ALIGN CAPACITY AND IMPACTS
The City will implement some projects directly, and engage consultants or nonprofit partners to advance others. City staff have limited capacity for new projects, so it will be critical to consider capacity for implementation and impacts.
▪ The City should prioritize projects for which capacity exists or can be outsourced to ensure implementation
and consider staff's capacity to oversee consultants or a NOFA process.
▪ The City should evaluate NOFA submissions on: their
alignment with ARPA investment strategies and the City’s policy for one-time sources of funding; the level of funding requested; the organization’s capacity to deliver services within the timeframe for ARPA funds; and their anticipated impacts.
▪ The City should apply ARPA funds toward a mix of
investments that address immediate needs and advance
long-term initiatives. In addition, the City’s use of APRA funds should align with the City’s ongoing equity work.

LEVERAGE OTHER FUNDING SOURCES
ARPA is a flexible source of one-time
funding to support recovery needs.

However, community recovery needs are
greater than what the City can address
through ARPA alone. The City should
prioritize projects that leverage or help
capture other funding sources, such as:
▪ Hiring grant writers to secure
additional funds for City projects.
▪ Providing technical assistance that
helps residents and businesses
access other funding sources and
services.
▪ Investing in infrastructure
improvements that may attract or
catalyze private investment.
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.

Richmond, CA | Strategic Investment Plan
Using the American Rescue Plan Act (ARPA)
to Meet our Highest Needs
Image Source: Balazs Gardi/The Guardian
D E C E M B E R 2 0 2 2
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Attachment A

CHEVRON REFINERY MODERNIZATION PROJECT ENVIRONMENTAL

AND COMMUNITY INVESTMENT AGREEMENT
Between

CITY OF RICHMOND, CALIFORNIA
And

CHEVRON PRODUCTS COMPANY,
A DIVISION OF CHEVRON U.S.A. INC.
753

CHEVRON MODERNIZATION PROJECT

ENVIRONMENTAL AND COMMUNITY INVESTMENT AGREEMENT
This Chevron Modernization Project Environmental and Community Investment Agreement (the "Community Agreement" or "Agreement") dated , 2015 (the "Execution Date") is entered into by and between Chevron Products Company, a division of Chevron U.S.A. Inc., a Pennsylvania Corporation ("Chevron"), and the City of Richmond ("City"), a municipal corporation and charter city, as follows. The foregoing parties are sometimes referred to herein each individually as a "Party" and collectively as the "Parties." A. On May 23, 2011, Chevron submitted an application to the City for a Conditional Use Permit ("CUP") for the Chevron Refinery Modernization Project ("Project" or "Modernization Project"). In February 2014, Chevron submitted an application to the City for a Design Review Permit for the Modernization Project. The terms "Project" and "Modernization Project" shall include either the Project, as proposed by Chevron, or an alternative described in the Final EIR that may be approved by the City Council.

B. The Modernization Project, as proposed by Chevron, consists of the modification, replacement, and installation of various equipment and structures at the Chevron Richmond Refinery ("Refinery"), including the Hydrogen Plant Replacement, Sulfur Removal Improvements, and emission-reducing Project Design Features ("PDFs"), all as described in Volume 1, Chapter 3 of the March 2014 Draft Environmental Impact Report for the Chevron Refinery Modernization Project ("Draft EIR") as amended by the June 2014 Final Environmental Impact Report (State Clearinghouse No. 2011062042) (together, the "Final EIR"), which is a project EIR pursuant to the California Environmental Quality Act ("CEQA"), specifically Public Resources Code section 21165-21177 and CEQA Guidelines sections 15161.

C. The Modernization Project Final EIR fmds that all potential environmental impacts from the Modernization Project are not significant or will be mitigated to a less-than significant level through the adoption of the mitigation measures identified in the Final EIR.

D. The emission-reducing PDFs included in the Final EIR for greenhouse gas (GHG) and Toxic Air Contaminant (TAC) emissions are necessary to achieve the Modernization Project objective of no net increase. With approval of the Reduced Sulfur Processing/No Physical Increase in Refmery GHG Emissions Alternative ("Alternative 11 "), implementation of these emission-reducing PDFs and others would go beyond what CEQA requires. The PDFs, which will be in place prior to the operations of the Modernization Project, include:
• Replacement of three Suezmax vessels from West Coast service with two new Suezmax ships outfitted with low-emission engine technologies to reduce nitrogen oxide and diesel particulate matter emissions;
• Installation of new, cleaner Tier 4 main engines and Tier 3 auxiliary engines on one (1) tugboat that services the Chevron Long Wharf to reduce nitrogen oxide and diesel particulate emissions;
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• Installation of three (3) domes on Refmery storage tanks to decrease emissions of volatile organic compounds;
• A commitment to acquire power from Marin Clean Energy for the Refinery's commercial accounts to reduce GHG emissions;
• Installation of new energy-saving LED lights to reduce GHG emissions; and • An upgrade of the motor in the Fluid Catalytic Cracker ("FCC") cooling water tower to reduce GHG emissions.

E. The Final EIR requires Chevron to implement certain measures designed to protect and enhance public health and safety, and Chevron has committed to the implementation of these measures, including:
• Funding a five (5) year air deposition background study at up to 20 locations throughout Richmond, which may be done in conjunction with local high school science departments;
• Providing further training for the Richmond Fire Department for new equipment and operational practices;
• Working with the City, Contra Costa Sheriffs Department and other agencies to identify any beneficial improvements to the existing Community Warning System (for example, translation services, cell phone integration, notifying public congregation areas), including, as needed, contributing to and helping to identify funding for any such improvements;
• Working with local stakeholders to ensure all local area schools have emergency response procedures and plans that are adequate to minimize the risk to students in the event of a refmery incident, and ensuring that all schools have operational NOAA weather radios, and provide training on how to use them; • Planning and conducting with appropriate regional agencies emergency response drills, and establish communication networks/protocols extending to neighboring communities and agencies.

F. Chevron anticipates that the cost of the environmental and community investments described in Recitals D and E will be up to $40 million to directly improve air quality and enhance the public health, safety, and welfare of the residents of Richmond and incorporated and unincorporated areas ofNorth Richmond (collectively, "Richmond").

G. In addition to implementing the mitigation measures required for the Modemization Project in the Final EIR and such additional conditions of approval as may be required, the City desires that Chevron make significant, additional investments in the Richmond community and Chevron desires to make such investments. Chevron desires to work cooperatively with the City to fund additional programs and projects that serve Richmond, 2 755
including programs, plans and policies that serve children and youth, help to reduce violence and crime in Richmond, create educational, employment, and training opportunities for Richmond and North Richmond residents, support wellbeing of residents, encourage new and innovative projects or programs that will address climate change and otherwise improve the quality of the environment and assist Richmond residents in having a safe and healthy place to live and raise families.

H. On May 28, 2014, the City convened a public community workshop to receive recommendations from the public for programs serving Richmond to be funded by Chevron in connection with the proposed Modernization Project.

I. On June 12, 2014, the City convened a second public community workshop to review and receive further public input on a draft set of proposed programs (developed based on the input received at the May 28, 2014 workshop) to be funded by Chevron in connection with the proposed Modernization Project.

J. The priorities identified as a result of the two public workshops and City review process were further evaluated, and identified as creating benefits for the Richmond communities closest to the Chevron Richmond Refinery.

K. On July 9 and 10, 2014, the Planning Commission held a duly noticed public hearing to consider the requested Conditional Use Permit and Design Review Permit for the Project, to consider whether the EIR for the Project was completed in compliance with CEQA, Public Resources Code section 21000 et seq., and the City of Richmond's Guidelines and Procedures for Implementation ofCEQA, Resolution No. 125-03 (adopted September 23, 2003), and to consider whether to recommend that the City enter into an agreement between the City and Chevron providing for Chevron funding to the City to support a variety of programs, including those identified during the May 28 and June 12 public workshops.

L. On July 10, 2014, by way of Resolution 14-11, the Commission certified that the EIR was completed in compliance with CEQA, adopted findings pursuant to Public Resources Code section 21081 for the Chevron Refinery Modernization Project ("CEQA Findings"), and adopted the Mitigation Monitoring and Reporting Program for the Chevron Refinery Modernization Project ("MMRP") and the mitigation measures identified therein, and made such mitigation measures conditions of approval. The CEQA Findings selected the Reduced Sulfur Processing/No Increase in Refinery Greenhouse Gas Emissions Alternative ("Alternative 11 ") as the "environmentally superior" alternative. The certification of the EIR was subsequently appealed to the City Council by Chevron.

M. On July 10, 2014, by way of Resolution 14-12, the Planning Commission approved Conditional Use Permit and Design Review Permit Number PLN11-089 for Alternative 11, subject to the condition that Permit Number PLNll-089 shall not become effective unless and until the City Council first approves and executes, or affirmatively and explicitly does not require, a Chevron Modernization Project Community Health and Wellness Agreement. By way of the same Resolution 14-12, the Planning Commission recommended to the City Council that the City enter into a fully-enforceable Chevron Modernization Project Community Health and Wellness Agreement with Chevron (renamed the Environmental and 3 756
Community Investment Agreement), which includes programs to receive direct funding as well as programs to be eligible for grant funding from the City, as further described in Exhibit B to Resolution 14-12. The approval of the Conditional Use Permit was subsequently appealed to the City Council by Chevron.

N. On July 29, by way of Resolution 67-14, the City Council has or will have taken action on Conditional Use Permit and Design Review Permit Number PLN11-089, subject to the condition that the City enter into this Agreement prior to commencing construction of the Project.

0. In negotiating and entering into this Agreement, the City Council has taken into consideration the priorities identified in the two public workshops as well as the recommendations of the Planning Commission, and has identified programs consistent with the categories of programs and initiatives identified in Exhibit B to Resolution 14-12. This Agreement is a voluntary investment by Chevron to assist the Richmond community, and is not a mitigation measure which is required to reduce any environmental impact nor is it a condition of approval for the conditional use permit or Project.

P. This Agreement supersedes the prior July 31, 2014 Chevron Refinery Modernization Project Environmental and Community Investment Agreement between City and Chevron.

AGREEMENT
NOW, THEREFORE, in consideration of the mutual promises and the terms and conditions set forth in this Agreement, the Parties agree as follows:

1. EFFECTIVE DATE
This Agreement shall become effective upon City Council approval of Conditional Use Permit and Design Review Permit Number PLN11-089] (the "Effective Date"). This Agreement shall remain in effect until the later of (i) ten years after commencement of operations of the Replacement Hydrogen Plant, or (ii) transfer of ten annual payments of $3 million to the City as described in Paragraph 2(A) below and transfer of ten annual payments of $3 million to the City as described in Paragraph 2(B).

2. CHEVRON FUNDING AMOUNTS AND TIMING
In accordance with the terms of this Agreement, City shall use funding from Chevron totaling $80,000,000 and support provided by Chevron to provide benefits, including associated City administrative costs, in the categories set forth in Section 3. The amount and timing of Chevron's funding obligation shall be divided into two payment types.

A. Guaranteed Payments
Following approval of the Project and execution of this Agreement, Chevron shall pay to the City $5,000,000 over five years as follows:
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Year Amount
2014 $1,000,000
2015 $1,000,000
2016 $1,000,000
2017 $1,000,000
2018 $1,000,000
The first Guaranteed Payment shall be made no later than ninety (90) days following approval of the Project and execution of this Agreement, and annually thereafter on the anniversary of the first payment, or another mutually agreed upon date. The Guaranteed Payments shall be used to help fund the development, implementation, and monitoring of the Climate Action Plan as described in Section 3.G.2, the Roof-top Solar, Energy Retrofit, City of Richmond Zoning Ordinance Update, and Additional Programs as described in Section 3.G.5, and/or the Electric City and Easy Go program described in Section 3.G.1, and shall be credited to the funding obligation for Community-Based Greenhouse Gas Reduction Programs, as described in Section

2.B.

B. Contingent Payments
Chevron shall pay to the City the remaining $75,000,000 over ten years commencing on the "Obligation Date," which shall be the earlier of: (i) sixty (60) days after issuance of the first building permit for the Replacement Hydrogen Plant in the event there is no litigation pending against the Project EIR or against City or Bay Area Air Quality Management District Project permits or approvals ("Litigation Challenge"); (ii) prior to commencement of operation of the Replacement Hydrogen Plant even if Litigation Challenges remain pending; or (iii) sixty (60) days following final judicial resolution of all Litigation Challenge(s). Annual payments thereafter shall be due on or before the anniversary of the first payment, or another mutually agreed upon date.

Chevron's annual payment to the City for the term of the agreement ("Annual Funding Amount") shall be:

Year
Year 1
Year2
Year3
Year4
YearS
Year6
Year7
Year 8
Amount
$11,000,000 ($8,000,000 ofthis
Annual Funding Amount shall be
used to fund the scholarship program
described in Section 3 .A.1)
$8,000,000
$8,000,000
$8,000,000
$8,000,000
$8,000,000
$7,000,000
$7,000,000
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Year9
Year 10
$6,000,000
$4,000,000
As provided in Section 2.B, no less than $3,000,000 per year for ten (10) years shall be allocated from the Annual Funding Amount to the Community-Based Greenhouse Gas Reduction Programs, except that the Guaranteed Payments shall amortize over the ten year period and $500,000 per year shall be applied to the funding commitment for the Community-Based Greenhouse Gas Reduction Programs.

3. CHEVRON FUNDING CATEGORIES
The City shall use the Annual Funding Amount to fund projects and programs in the following general categories.

A. Community Programs
The Annual Funding Amount not designated for the Community-Based Greenhouse Gas Reduction Programs shall be used to fund the following Community Programs. The total expenditures identified below represent the projected total expenditure available under this Agreement for those individual Community Programs. The disbursement of the Annual Funding Amount to the individual Community Programs shall be allocated as set forth below over the ten (10) year funding period by the City in the City's sole discretion with advice from Richmond residents and stakeholders, including Chevron; provided the allocation of funds among funding Community Program categories over the ten (10) year funding period may be modified upon a two-thirds (2/3) majority vote of the City Council, which vote may be held not more than once within each calendar year during which the funding obligations of the Agreement remains in effect.

The City on an annual basis shall track the progress of and issue a report describing the Community Programs funded under this paragraph, their outcomes and contributions to the City for each year in which funds under this Agreement are expended. This tracking and reporting obligation of the City shall be for the benefit of Chevron, as well as the City, both of which are desirous of transparency and reporting on the progress of the goals identified in Recital D.

The Community Programs and the allocation of funding for those Community Programs identified in this Agreement shall be subject to annual review by the City Council, and may be adjusted and modified depending upon impact, community need, and the development of new technology.

B. Scholarship Program
Total Expenditure: $35,000,000.

This program will provide scholarship money for any Richmond resident when they graduate high school to continue their education. This program will be modeled on the Kalamazoo or the El Dorado Promise which provide a similar service to young people in those communities. The Richmond Promise will guarantee the ability of Richmond residents to pursue 6 759
higher education and secure meaningful employment, including pursuing careers in research and development, engineering, and renewable energy fields. This program will be limited to students who live in Richmond and graduate from a public high school (which includes charter schools in existence during the 2015-2016 academic year), or private school within the West Contra Costa Unified School District boundaries . This program will be limited to studeats who live iB Riehmoad aad graooate from a publie high sehool iB the West Coatra Costa Uffified Sehool Distriet. The program will be administered through a private 501(c)(3) non-profit or foundation formed or selected by the City and Chevron . Chevron shall work with the City and use its best efforts to raise additional funds to benefit this program .

C. Programs relating to Skills, Job Training and Readiness, and Job Transition Training
Total expenditure : $6,000,000.

City to fund programs relating to skills, job training and readiness, and job transition training, so that Richmond residents, including youth, will be better able to secure employment and make meaningful professional contributions in the trades related to Project construction or operations, in technical and service fields that support the Refmery, and in the emerging field of renewable energy, as well as to promote local hiring. These funds shall be allocated, in amounts to be determined by the City, to:
(a) Fund pre-apprenticeship conshuction skills trammg with direct entry agreements with the Carpenters Union, Joint Apprenticeship & Training Committee (JATC), and Laborers Training &
Retraining Trust Fund for Northem Califomia , and for any expansion of the program to include skills training in the plumbing, piping, and electrical trades. Training includes, but is not limited to, Carpentry, Forms & Concrete, Hazardous Materials, Lead, Asbestos, Energy Efficiency , & Solar Installation. (b) Establish and fund a Business Assistance and Capacity Building Program, or to support existing business assistance and capacity building programs administered by other organizations.
(c) Augment funding of On The Job Training (OTJT) program(s), which provides wage subsidies for businesses that hire Richmond residents and to improve the skills and job-readiness of Richmond residents.
(d) Fund Adult Education and Skill Building Program(s) including RichmondWORKS and Literacy for Every Adult Program (LEAP), to prepare Richmond residents to be part of the local labor force with the goal of achieving full and meaningful employment. The program(s) would focus on skills that will enhance local workers competitiveness in local job markets. The program(s) may include education and skills such as administrative support serv1ces, 7 760
General Educational Diploma (GED) preparation, English as a second language (ESL), vocational classes, mathematics skills, fmancial coaching, and mental health and wellbeing.
(e) Fund expansion of Youth Employment and Skill Building programs designed to enhance the readiness of Richmond youth for employment, including in petro-chemical or renewable energy related sectors, including emergency preparedness and response.

The programs may include Youth WORKS, internships, work experience and service learning, career services (e.g., connecting students with jobs, grants, and scholarships), high school shadow program for internships, college internships, . and summer programs.
(f) Fund job transition training, targeting the re-entry population for employment. The job transition training may include, but not be limited to, teaching technical and soft skills such as safety training, mentoring, life skills, business and project management skills, and educational assessment.
(g) To fund programs that support entrepreneurship, particularly for youth, women, and disadvantaged groups, to increase the pool of Richmond businesses using programs that provide
entrepreneurship skills and opportunities and potentially providing services to local industries, including refmery and related industries, and the renewable energy industry.

D. Public Safety Programs
Total expenditure: $2,000,000.

Sustain critical programs in the City of Richmond's public safety departments, including but not limited to the Youth Academy, Explorers, and the Richmond Police Department CCTV Program cameras (including equipment acquisition and maintenance, and officer review of camera footage), during construction of the Project in order to prepare for and assist in responding to incidents that may be associated with the number of Project construction workers and subcontractors, and high volumes of truck and equipment traffic on local roadways due to Project construction; provide capital funding for the Family Justice Center. No component requiring additional review and discretionary approval under CEQA may proceed until such time as such subsequent required CEQA process has been completed.

E. Free Internet Access
Total Expenditure: $1,000,000.

Free internet access, including the provision of internet and fiber optic infrastructure, in Facility fenceline communities to ensure that fenceline community residents have access to 8 761
online Community Warning System (CWS) resources and information, and enhance CWS operation in fenceline communities in the event of Facility incidents and emergencies.

F. Competitive Grant Program
Total expenditure: $6,000,000.

Chevron shall provide to the City $6,000,000 over the first seven years of annual payments to fund community programs and non-profits focused on communities, youth and youth sports programs, which may include but are not limited to:
(a) Summer camp programs, including programs developed
collaboratively with the West Contra Costa Unified School District and the Education Fund, to make structured, academically-focused, out-of-school-time programs available so that Richmond youth might be better prepared to eventually secure meaningful employment.
(b) Implementation of the City of Richmond's Health in All Policies Strategy and Ordinance, which aims to eliminate health disparities and work towards health equity through a collaborative approach by addressing the social determinants of health and integrating health into the decision making process across all departments of the City.
(c) Implementation of Full Service Community Schools in the Richmond and Kennedy High School family of schools,
particularly those elementary schools nearest to the Facility, to support:
(i) Coordination and delivery of support services for school sites;
(ii) Career academies;
(iii) Implementation of Restorative Justice practices and programs;
(iv) Health and wellness education;
(v) Science, technology, arts, engineering and mathematics and applied learning partnerships;
(vi) Student and parent engagement and education in academic and career pathways (culturally relevant and linguistically appropriate);
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(vii) Environmental and health applied learning partnerships; and
(viii) Coordination of the above listed serv1ces with local businesses and organizations, universities, service
providers, public agencies, and other organizations with expertise in the topical service subjects.

The supporting programs and activities will complement the implementation of the Cities Education and Human Services Element, West Contra Costa County Unified School District (WCCUSD) Local Control Accountability Plan, and WCCUSD
Strategic Plan.
(d) The expansion of existing, and/or the implementation of new service learning programs and activities designed to build a range of skills for infants, children, and youth, including:
(i) Personal (e.g., physical, social/emotional, life/career planning, literacy and readiness)
(ii) Academic (e.g., literacy, mathematics, environmental science, public health, performing arts)
(iii) Technical: (e.g., engineering, technology)
The objective shall be to contribute to the education, skills, and training of future generations of Richmond residents to better enable them to secure meaningful employment, including in Project construction or operations, with Facility-related supply and service vendors, or in renewable energy jobs.
(e) Design and construction of new segment(s) of the Bay Trail to close gaps along the trail to improve the feasibility of travel by other modes other than automobiles for local residents and thereby improve the wellness of local residents and reduce greenhouse gas emissions; provided, however, that no component requiring additional review and discretionary approval under the CEQA may proceed until such time as such subsequent required CEQA process has been completed.
(f) Establishment (including planning and building) of and ongoing delivery of health care services by Community Health Centers, that focus on providing direct primary health care services to the residually uninsured populations in Richmond, and to support the wellness of Richmond residents whose health may be affected by local environmental conditions, including air quality· from local industrial emissions; provided, however, that no component 10 763
requmng additional review and discretionary approval under CEQA may proceed until such time as such subsequent required CEQA process has been completed.
(g) In-home, community-based asthma prevention program(s), in light of local air quality and to improve public health and safety, which may include partnerships with UC San Francisco and other medical providers.

G. Community-Based Greenhouse Gas Reduction Programs
Consistent with the commitment and mandated mitigation measure in the environmental impact report (EIR) prepared for the Richmond Refmery Modernization Project, funding for the Community-Based Greenhouse Gas Reduction Programs (GHG Program) shall be $3,000,000 per year for ten (10) years, with total funding not to exceed $30,000,000, to support the types of GHG Programs identified in Chapter 4.8- Greenhouse Gases of the EIR, and to be selected and implemented in the manner provided in that chapter, including but not limited to the following:
(1) Electric Citv and Easy Go
Total expenditure: $18,000,000.

This transportation program may include a City bike-share program, charging stations, vehicle purchase for the City, electricity costs for the City's vehicle fleet for ten years, to offset City costs of conversion to zero emission vehicles; to improve mobility for Richmond residents, including but not limited to, improvements in walkability, BART alternatives, public transit connections, reduced price transit passes, bike paths, bike share and shuttle services; and fmancial incentives to encourage acquisition, lease, rental, sharing and use of electric vehicles; incentives to promote electric vehicle programs in future projects; and educational outreach to promote these transportation measures, promote trip-sharing, promote shared use of specialty vacation vehicles such as Sports Utility Vehicles (SUVs); and continue to subsidize the existing Easy Go programs provided, however, that no more than 20% of available funding can be spent to support the existing Easy Go fleet and program, and future Easy Go fleet acquisitions are limited to electric vehicles where feasible (e. g., electric vans are not yet feasible), all for the purpose of reducing greenhouse gas emissions; provided, however, that no component requiring additional review and discretionary approval under CEQA may proceed until such time as such subsequent required CEQA process has been completed.
a) Electric City
For information purposes, Electric City is a cutting edge comprehensive plan to increase Electric Vehicle usage, to reduce transportation caused GHG emissions, which are the Bay Area's main contributor to Global Warming. The Electric City 8 Step Pilot Project will show policy makers (nationally and internationally) how to increase usage of Electric Vehicle. Examples of such measures could include the following: (1) more charging stations; (2) make EVs more affordable by providing rental income for unused EV s; (3) bring EV car rental to Richmond; ( 4) reduce range anxiety by providing a convenient and economical longer range vehicle when 11 764
occasionally needed; (5) share the City's unused EVs with residents on weekends; (6) provide subsidies to encourage residential developers to provide onsite EV carshare; (7) subsidies for EV sales/leases; and (8) robust educational campaign.
b) EasyGo
For information purposes, Phase 1 of Richmond's award-winning Easy Go Green Transportation is an award-winning program that created a localized green carsharing service, provided local green jobs, and increased mobility for Richmond residents while decreasing transportation caused carbon emissions, which are the Bay Area's leading contributor to Global Warming.

Phase 2 would take Easy Go to the next level by implementing cutting edge Green Transportation programs throughout Richmond, with outreach to increase usage, including: ( 1) outreach by transportation coordinators to plan specific trips; (2) private car-sharing using greener vehicles; (3) provide low-cost, convenient occasional SUV rentals to encourage SUV owners to switch to greener vehicles; ( 4) provide subsidies to encourage developers to build Easy Go into new residential developments; (5) continue to subsidize existing economically marginal Easy Go programs (neighborhood electric vehicles, vans) to provide time for self-sufficiency and to switch to electric vehicles whenever feasible);
(2) Climate Action Plan
Total expenditure: $1,000,000.

City to further develop its Climate Action Plan integrating co-health benefits and greenhouse gas reduction targets for the City. Funds may also be used for implementation and monitoring; provided, however, that no component requiring additional review and discretionary approval under CEQA may proceed until such time as such subsequent required CEQA process has been completed. The Climate Action Plan is the policy vehicle through which the City addresses reduction of greenhouse gases, improvement of air quality, and protection of health, all of which are in furtherance of the mitigation measures adopted for the Project. (3) Urban Forestry
Total expenditure: $2,000,000.

Urban greening, regional trail, and park improvement program(s) (e.g., tree planting, urban agriculture, park access) designed to reduce greenhouse gas emissions and achieve co benefits, including, improved air quality, stormwater quality and noise levels, reduced crime, improved health, and/or to restoration of biological resources. These programs may include, but are not limited to, outdoor education, job training, youth involvement, and resource maintenance, including funding for City staff (e.g., gardener, arborist) to coordinate, implement and/or oversee these programs, and other activities related to resource management at Point Malate; provided, however, that no component requiring additional review and discretionary approval under CEQA may proceed until such time as such subsequent required CEQA process has been completed. 12 765
(4) Transportation and Transit Programs.

Total Expenditure: $2,750,000.

Funding for programs that directly or indirectly encourage alternative transportation and access to public transportation, including but not limited to alternative fuel sources, and which contribute to community fiscal health by reducing spending on vehicle fuel. (5) Roof-top Solar, Energy Retrofit, City of Richmond Zoning Ordinance Update and Additional Programs
Total Expenditure: $6,250,000.

Funding for roof-top solar systems, energy efficiency, City of Richmond Zoning Ordinance Update to align the City's development regulations with General Plan 2030 for the purposes of reducing greenhouse gas emission, and other programs identified in Chapter 4.8 of the EIR; provided, however, that no component requiring additional review and discretionary approval under CEQA may proceed until such time as such subsequent required CEQA process has been completed.

For funding allocations for roof-top solar systems and energy efficiency, energy efficiency and solar rebates shall be modeled after the City's R3 program (Richmond Recovery Rebates). The R3 Program is a residential energy rebate program implemented by the City of Richmond Environmental Initiatives. The program was funded by the Energy Efficiency and Conservation Block Grant to create new jobs, spur economic activity and invest in long-term growth. The program made rebates available to Richmond homeowners for home assessments, energy efficiency upgrades, and solar panel installations. The program maximized benefits and social returns for the community by leveraging all available State and Regional rebates in the program design. The City Manager shall issue any regulations necessary to implement this program, which may also include new strategies for programs for multifamily homes.

4. OTHER COMMITMENTS
The following commitments shall become binding on the parties on the Obligation Date:

A. Modernization Project Local Content Agreement
For construction employment related to the Modernization Project, on a quarterly basis, Chevron shall ensure that all construction contractors have demonstrated good faith efforts by following the hiring processes specified below in an attempt to employ Richmond residents. For non-construction employment related to the Modernization Project, on a quarterly basis Chevron shall ensure that it has demonstrated good faith efforts by following the hiring processes specified below in an attempt to employ an individual having his or her permanent residence in one of the seven (7) zip code areas covering Richmond, unincorporated North Richmond, or environs (Richmond Domiciled Residents).
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(1) Construction Emolovment. Chevron shall ensure compliance with provisions of this subsection (a) by all construction contractors of any tier, performing work on the Modernization Project.
(a) Long-Range Planning. Prior to hiring for construction employment the Modernization Project, each contractor shall provide to the designated City staff the approximate number and type of hires that it will make for employment, and the basic qualifications necessary for each projected hire.
(b) Hiring Process. Contractors shall take the following steps to employ Richmond Domiciled Residents:
(i) Step One - Assignment of Current Workers: Contractors shall assign to perform project work any current employees who are Richmond Domiciled Residents.
(ii) Step Two - Dual Notification: Contractors signatory to a collective bargaining agreement shall both (A) request that the hiring hall refer Richmond Domiciled Residents, and utilize name call, apprenticeship sponsor, rehire, or similar procedures in the collective bargaining agreement to
request particular individuals who have been identified as Richmond Domiciled Residents; and (B) notify the City's Employment and Training Department (ETD) of workers
needed and relevant qualifications. Contractors that are not signatory to a collective bargaining agreements shall notify the City's Employment and Training Department (ETD) of
workers needed and relevant qualifications.
(iii) Step Three - Consideration of Richmond Domiciled
Residents: If the contractor is not signatory to a collective bargaining agreement, or if the hiring hall has not promptly referred Richmond Domiciled Residents, the contractor
shall fairly consider Richmond Domiciled Residents that have been referred by the ETD within 2 business days of request therefor.
(c) Compliance. Chevron is in compliance with this section (a) for a quarter if all contractors performing work in that quarter have demonstrated good faith efforts by complying with the hiring process requirements set forth above.
(d) Apprentice Utilization. Each project contractor shall employ in its regular workforce Richmond Domiciled Residents who are
enrolled and participating in an apprenticeship program. Such an apprenticeship program must have been approved by the State 14 767
Department of Industrial Standards. The expected number of apprentices will vary based upon the availability of Richmond Domiciled Residents indentured in the various apprenticeship programs, and shall be specified by the City for each trade, prior to commencement of project construction.
(2) Non-Construction Employment.
(a) Hiring Process. For non-construction jobs related to the Modernization Project, prior to hiring a non-Richmond Domiciled Resident or recruiting from the general public, Chevron will notify the ETD with regard to available positions, with a description of qualifications, and fairly consider (including by interview) qualified workers referred by the ETD within five days of request.

Job qualifications shall be only those directly related to performance of job duties. Chevron is in compliance with this section (b) for a quarter if it has complied with the hiring process described in this section for all Modernization Project hires made during that quarter.
(b) Award of Service Contracts and Supply Contracts. When Chevron awards a contract for non-construction services to be performed related to the Modernization Project, or for purchase of supplies related to the Modernization Project, Chevron shall make good faith efforts to award the contract to a "Richmond business," as defmed in the Richmond Business Opportunity Ordinance. For purposes ofthis section (c), good faith efforts include:
(i) at least four weeks before award of the contract in question, providing notification of the contracting opportunity, and the procedure for bidding on the contract, to City's
designated business liaison, or other outreach resource as directed by the City;
(ii) at least four weeks before award of the contract in question, advertising the opportunity to bid in a local publication designated by the City; and
(iii) promptly providing Richmond businesses with complete information about the prospective contract and bidding
procedures.

Within five days after the award of any contract covered by this section, Chevron shall provide to the City the following information: the name, address, and telephone number of the business to whom the contract was awarded, whether that business is a certified local business, and the projected dollar amount of the contract.
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(3) Miscellaneous.
(a) Local Hire Coordinator. Chevron shall provide a local-hire coordinator to help implement this Paragraph 3 .A.
(b) Reporting. For both construction and non-construction jobs, Chevron shall prepare monthly reports detailing: the number of hires for employment relating to the Modernization Project during the month (Modernization Hires); what percentage of
Modernization Hires were Richmond Domiciled Residents; a description of Modernization Project jobs filled by Richmond Domiciled Residents and others; the amount of total monthly wages (Wage Bill) for both Modernization Hires and Richmond Domiciled Resident Modernization Hires; and compliance with the provisions in this Paragraph 3 .A. Reports shall be filed with the ETD within thirty days after completion of each month. Chevron shall also describe the measures taken to implement this Paragraph 3 .A at such level of detail such that compliance can be ascertained and assured. Reports shall commence once construction begins.

City staff will assist Chevron by preparing forms to be completed for this purpose.
(c) Out-of-State Workers. The requirements of sections (a) and (b) shall not apply to hours of work performed by residents of states other than the State of California, and such hours shall not be considered determining satisfaction of percentage requirements described herein.

B. Utility-Scale Photovoltaic Solar Farm
Following approval of the Project, Chevron shall enter into a lease with Marin Clean Energy ("MCE") that is substantially similar to the near-execution form lease agreement that has been negotiated by Chevron and MCE and which has been reviewed by the MCE Board of Directors ("the MCE Lease"). Pursuant to the MCE Lease:
(a) Chevron shall provide MCE sixty (60) acres of Chevron-owned land adjacent to the Richmond Parkway for the development of a utility-scale photovoltaic solar farm (the "MCE PV Project"); (b) The initial term shall be twenty-five {25) years, with one (1) five ( 5) year extension;
(c) Chevron shall provide the land, which Chevron values at approximately $10,000,000 for the life of the lease, at a nominal rate of$1.00 per year;
(d) MCE shall use its best efforts to use a mmnnum of 50% Richmond-resident labor force;
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(e) A viewing platform and kiosk is planned at the MCE PV Project site, promoting public education about the role of solar energy in their community.

Pursuant to the MCE Lease, the initial phase of the MCE PV Project would be for development of a two (2) megawatt (MW) facility, with later phases potentially resulting in up to a twelve (12) MW facility providing a source of local renewable energy. For informational purposes only, and not as a term of this Agreement or the MCE Lease, Chevron and the City understand that the initial 2 MW facility MCE PV Project would be the largest facility of its kind in Richmond and Contra Costa County, and any later-development to increase the MCE PV Project up to 12 MW facility would be the largest of its kind in the greater San Francisco Bay Area.

The terms of the MCE Lease may be amended upon mutual agreement of Chevron and MCE, and any such amendment of the MCE Lease, including an amendment that effects any of the above-specified terms, shall not considered a breach of this Agreement. Chevron shall work with MCE and the City as necessary to coordinate and maximize the community benefits of the MCE PV Project. In the event of any amendment to the MCE Lease, Chevron shall use its best efforts to ensure that the local labor requirement and public education provisions remain a substantive commitment of the MCE Lease.

5. GOVERNANCE
Funds made available pursuant to Section 2 of this Agreement shall be administered solely by the City of Richmond in its sole discretion. The City will solicit input from community stakeholders, including Chevron, and Richmond residents.

6. MISCELLANEOUS
A. No Third Party Beneficiaries.

There are no intended third party beneficiaries to this Agreement. This Agreement is intended to benefit only the Parties and no other person or entity has or shall acquire any rights hereunder.

B. Public Benefit Only.

Nothing in this Agreement is intended to personally benefit, or improperly influence, any government official.

C. Grants Benefitting Specific Persons.

There is no intention by either party to earmark any payment or grant to, or for the benefit of, any specific individual or entity, unless specifically provided for in this Agreement. 17 770
D. Grants to Public Agencies.

Any grants or payments made pursuant to this Agreement to public agencies shall be conditioned on that agency's agreement to disclose its receipt as required by the California Political Reform Act, as interpreted by the California Fair Political Practices Commission.

E. Police Power.

Nothing herein shall constitute a surrender or abnegation of the City's control over its planning and zoning processes. Nothing in this Agreement shall be construed to abrogate the police powers conferred on the City pursuant to Article XI, Sections 5 and 7 of the California Constitution.

F. Entire Agreement.

This Agreement, inclusive of Exhibit A, constitutes the entire agreement between the parties and it is expressly understood that the Agreement has been freely and voluntarily entered into by the parties with the advice of counsel, who have explained the legal effect of this Agreement. The terms of this Agreement are contractual and not mere recitals. This Agreement may not be altered, modified or otherwise changed in any respect except in writing, duly executed by the Parties or their authorized representatives. This Agreement is fully integrated.

G. Successors in Interest.

The rights and obligations of the Agreement shall be binding on all successive owners, heirs, and assigns of the parties hereto.

H. Amendments.

This Agreement may be modified, supplemented, or amended in writing by the Parties.

Any modification, supplementation, amendment, or waiver that would materially affect the rights of both Parties must be signed by both Parties.

I. Warranty of Authority.

By executing this Agreement, each of the undersigned Parties to this Agreement covenants, warrants, and represents that he, she or it is fully authorized to enter into this Agreement and carry out the obligations on behalf of the person or entity for whom he or she is s1gnmg.

J. Understanding of Terms.

This Agreement is executed voluntarily by each of the Parties without any duress or undue influence on the part of, or on behalf of, any of them. Each of the Parties to this Agreement has read and fully understands the meaning of each provision of this Agreement and has relied on independent advice and representation of legal counsel in entering into this Agreement.
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K. Severability.

In the event any of the terms, conditions, or covenants contained in this Agreement is held to be invalid, any such invalidity shall not affect any other terms, conditions or covenants contained herein which shall remain in full force and effect.

L. Construction.

This Agreement and each of the provisions hereof, is the product of negotiations between the Parties and their respective attorneys. Each of the Parties hereto expressly acknowledges and agrees that this Agreement shall not be deemed to have been prepared by or drafted by any particular party hereto. The rule of construction to the effect that any ambiguities are to be resolved against the drafting party shall not be employed in the interpretation of this Agreement.

M. Governing Law.

This Agreement shall be governed, construed, interpreted, enforced and the relations between the parties determined in accordance with the laws of the state of California, without regard to its choice of law rules.

N. Venue.

The Parties irrevocably agree to the jurisdiction of, and any action to enforce or interpret this Agreement shall be filed in, the Superior Court of the County of Contra Costa.

0. Headings and Captions.

Paragraph titles or captions contained herein are inserted as a matter of convenience and for reference, and in no way defme, limit, extend or describe the scope of this Agreement or any provision thereof.

P. Notices.

Except as otherwise specifically set forth herein, all notices or other communications specifically required or permitted to be given under this Agreement shall be in writing and personally delivered or sent by certified mail, return receipt requested and postage prepaid, or sent by reputable overnight courier (such as Federal Express), or by tele-facsimile with confirmation by overnight courier or U.S. Postal Service the following day, to the following:

For CITY OF RICHMOND:

Attention: City Manager P.O. Box 4046
Richmond, CA 94804
FAX: (510) 620-6542
Copy to:
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Attention: City Attorney City of Richmond
P.O. Box 4046
Richmond, CA 94804
FAX: (510) 620-6716
For CHEVRON PRODUCTS COMPANY
Attention: Refinery Manager Richmond Refinery
Chevron Products Company 841 Chevron Way
Richmond, CA 94801
A notice shall be effective on the date of personal delivery or tele-facsimile transmission, if personally delivered or transmitted before 5:00 p.m., otherwise on the day following personal delivery or telecopy transmission, or two (2) business days following the date the notice is postmarked, if mailed, or on the day following delivery to the overnight courier, if sent by overnight courier. Any Party to the Agreement may change the person, address, or tele-facsimile number to which notices are to be given to it by giving notice of such change in the manner set forth above for giving notice.

Q. Agreement Lawful and Enforceable.

All Parties agree that this Agreement is lawful, enforceable, and binding on all Parties; agree to waive any challenges to the enforceability of this Agreement; and agree not to either affirmatively or by way of defense seek to invalidate or otherwise avoid application of the terms of this Agreement in any judicial action or proceeding.

R. Events of Default.

A Party will deemed to be in default under this Agreement ("Defaulting Party") upon the occurrence and continuance beyond all applicable cure period of any of the following (each shall be an "Event of Default"): (a) the Defaulting Party fails to pay an amount due under this Agreement to the other Party (the "Non-Defaulting Party") and such failure continues for more than thirty (30) days after the date of written notice from the Non-Defaulting Party specifying the amount that is owing and past due in reasonable detail; (b) the Defaulting Party fails to perform any other material obligation under this Agreement and such failure continues for more than thirty (30) days after the date of written notice from the Non-Defaulting Party specifying such failure to perform in reasonable detail; or (c) failure of a representation or warranty set forth in this Agreement to be true in any material respect as of the date when made or required to be made under this Agreement.

S. Dispute Resolution.

If a legal dispute arises related to the interpretation or enforcement of or the status of compliance with the terms and conditions of this Agreement, including the rights and obligations of the Parties hereunder (the "Dispute"), City and Chevron shall first attempt to resolve it through informal discussions. In the event a Dispute cannot be resolved in this manner within twenty-one (21) days, City and Chevron shall endeavor to settle the Dispute by mediation which, except as otherwise mutually agreed upon by the Parties, shall be conducted under the then 20 773
current JAMS rules and procedures for mediating business disputes by a neutral third party selected from the JAMS panel of neutrals. This dispute resolution process shall be undertaken in good faith and exhausted prior to the institution of legal proceedings by either Party.

T. Remedies.

If an Event of Default occurs and continues under this Agreement, the remedies of the Non-Defaulting Party will be to terminate this Agreement or to seek specific performance of this Agreement. Neither City nor Chevron shall have any liability or obligation to pay damages to one another or to any other person or entity as a result of or attributable to any Event of Default or other breach or violation of this Agreement.

U. Costs of Enforcement.

If any action at law or equity, including any action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, each patiy to the litigation shall bear its own attorney's fees and costs.

V. Waiver.

The waiver of any provision or term of this Agreement shall not be deemed a waiver of any other provision or term of this Agreement. The mere passage of time, or failure to act upon a default, shall not be deemed a waiver of any provision or term of this Agreement. The waiver by City of any breach of any term or provision of this Agreement shall not be construed as a waiver of any subsequent breach. Inspections or approvals, or statements by any officer, agent or employee of the City relating to Chevron's performance, or payments therefore, or any combination of these acts, shall not relieve Chevron's obligation to fulfill this Agreement as prescribed; nor shall the City be thereby stopped from bringing any action for enforcement arising from any failure to comply with any of the terms and conditions of this Agreement.

W. Incorporation of Recitals and Introductory Paragraph.

The Recitals contained in this Agreement, and the introductory paragraph preceding the Recitals, are hereby incorporated into this Agreement as if fully set forth herein.

X. Further Acts.

Each Party hereby agrees that it shall, upon request of any other Party, execute and deliver such further documents and do such other acts and things that are reasonably necessary and appropriate to effectuate the terms and conditions of this Agreement.

Y. Indemnification.
(1) Chevron shall indemnify, defend and hold harmless the City, its officers, agents, employees and volunteers from and against any and all claims, suits, or actions of every kind and description, damages, losses, and expenses including attorneys' fees arising out of, or pertaining to, or relating to the negligence, recklessness, or willful misconduct of Chevron, 21 774
its officers, agents, and employees, or brought forth on account of injuries to or death of any person or damage to property arising from or connected with the willful misconduct, negligent acts, errors or omissions, ultra hazardous activities, activities giving rise to strict liability, or defects in design by Chevron in the performance of this Agreement, including the concurrent or successive passive negligence of the City, its officers, agents, employees or volunteers.
(2) It is understood that the duty of Chevron to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. Chevron shall be obligated to defend, in all legal, equitable, administrative, or special proceedings, with counsel approved by City, the City and its officers, agents, employees or volunteers, immediately upon tender to Chevron of the claim in any form or at any state of an action or proceedings, whether or not liability is established. An allegation or determination that persons other than Chevron are responsibie for the claim does not relieve Chevron from its separate and distinct obligation to defend under this Section 5(v). The obligation to defend extends through final judgment, including exhaustion of any appeals. The defense obligation includes and obligation to provide independent counsel if Chevron asserts that liability is caused in whole, or in part, by the negligence or will misconduct of an indemnified Party. This Section 5(v) survives performance of Chevron's duties set forth herein and termination of this Agreement.

Z. Force Majeure.

Neither Party shall be liable in damages or have the right to terminate this Agreement for any delay or default in performing hereunder if such delay or default is caused by conditions beyond its control including, but not limited to Acts of God, Government restrictions, wars, insurrections, terrorism and/or any other cause beyond the reasonable control of the Party whose performance is affected. Notwithstanding the preceding sentence, it shall be the duty of any Party invoking force majeure to give prompt written notice of the force majeure event to the other Party and to promptly take reasonable steps in good faith to minimize the delay or damages resulting from a default in performance and to perform all non-excused obligations of such Party under this Agreement.

AA. Counterparts.

This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all such counterparts together shall be constitute but one and the same instrument.
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IN WITNESS WHEREOF, the Parties have caused this Agreement to be executed by their respective duly authorized representatives as of the Execution Date.

Agreed and Accepted
Chevron Products Company ,
a division of Chevron U.S.A. Inc.

City of Richmond, a municipal corporation and chatter city si~f:§. city Manager
Date
23 776
Scholarship

AM ERICK
••••••••
777
I
I

RICHMOND PROMISE
The Richmond Promise & Scholarship America:

Partnering for Student Success
Scholarship America enthusiastically welcomes the opportunity to support the goals of the Richmond Promise which is fully aligned with our own mission to mobilize America to make post -secondary success possible for all students. Since 1958, Scholarship America has worked directly with students, businesses, communities, colleges, foundations and student support organizations and volunteers to empower people to fulfill their college dreams. As the nation's largest manager of private scholarships, having distributed over $3.2 billion to more than 2 million students, Scholarship America is now working to further engage the private sector, locally and nationally, to support programs and policies that advance equity in post secondary education.

The Richmond Promise mission, "to promote academic success that leads to viable lifelong learning and career opportunities for local students", commitment to ensuring equity in education and focus on building a qualified future workforce are completely aligned with Scholarship America's social impact goals and policy work. Along with our 50 years of expertise in designing and managing high impact scholarship programs, Scholarship America is focused on helping communities build philanthropic support programs to help local students pursue their college dreams. Scholarship America would be proud to partner with the City of Richmond, Chevron and the "Richmond Promise Champions" to create and deliver the highest quality scholarship program to the students and families of Richmond.

As the "go-to" organization for scholarships, with a deep understanding of the post-secondary space, a physical presence in Washington D.C. and a broad digital audience to target and amplify awareness, our experience includes the PG&E Bright Minds Scholarship Program, the Edison Scholars Program, the Buick Achievers Scholarship Program and the San Antonio Area Foundation Scholarship Program .

A partnership between the Richmond Promise and Scholarship America will assist in meeting the following scholarship administration goals:
o/ Advance educational outcomes for Richmond residents. o/ Promote economic growth .
o/ Nurture a culture of lifelong learning.
o/ Form collaboration between the City of Richmond, the West Contra Costa Unified School District, Community Partners, and the Richmond community.

Following is an overview ofthe program structure, opportunities to maximize educational support and community involvement, as well as the marketing and promotional opportunities per your request .

Scholarship America takes pride in our ability to partner with organizations to bring our expertise in creating customized solutions and innovative models that will best serve your students andachieve your desired outcomes. We look forward to further discussing this opportunity at your convenience. 21 Page
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RICHMOND PROMISE

PROGRAM STRUCTURE AND MANAGEMENT
Scholarship America will provide end-to-end administration for the Richmond Promise scholarship program that includes:
• design and set up ofthe application process,
• managing the competitive scholarship process,
• selecting recipients for awards,
• notification to all applicants,
• payment of awards, and
• customer service to students, school officials, and other stakeholders.

Service will be delivered through a customized, branded e-application for each component supported by email and phone communications with a dedicated Program Manager. Students will complete an easy application process with upload feature for required documents and a confirmation of application submission. The Program Manager will remind applicants of important key dates and process deadlines.

In addition to the Program Manager, Despina Costopoulos, Director of Community Engagement and Partnerships based in Sacramento, is anxious to serve as a Scholarship America champion and resource person for the Richmond Promise. Despina has deep experience in the California post-secondary education space.

For the past twelve years at the California Student Aid Commission, Despina has coordinated and sourced the California Cash for College program, a successful large-scale public-private partnership college financial aid assistance program . Together with an incredible regional and local network of college access programs, financial aid experts, business leaders such as the Los Angeles Area Chamber of Commerce, high schools, campuses, community groups and legislative offices, she has worked to assist low-to-moderate income students and their families in applying for state and federal college financial aid. In 2014 more than 42,000 students attended one of 800 Cash for College workshops across the State of California. And with the help of the California Cash for College program and Despina's work, the participants ofthese workshops qualified for more than $180 million in combined state and federal grant aid.

The following Scholarship America programs and initiatives are opportunities for the Richmond Promise to maximize educational support and community involvement.

Scholarship America•
Dollars for
SCHOLARs·
Scholarship Americ a - --
Collegiate
PARTNERs·
At the heart of Scholarship America lies our Dollars for Scholars division more than 500 locally based, volunteer-driven affiliates serving students in thousands of communities across the country. With a national network of support behind them, Dollars for Scholars affiliates help hometown students achieve their educational goals by raising scholarship funds, establishing endowments, providing assistance with college readiness and the financial aid process, and distributing scholarships each year.

The Collegiate Partners program involves more than 350 colleges, universities and technical schools to help maximize the impact offinancial aid from our organization. Many even have matching-fund agreements, and all are committed to helping students get the most out of their scholarships managed by Scholarship America; both Dollars for Scholars and Scholarship Management Services.
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Scholarship America•
Dreamkeepers·

RICHMOND PROMISE
Scholarship America Dreamkeepers is designed to help students stay in college when faced with an unforeseen financial emergency. Through Dreamkeepers, students receive both financial assistance to get them through their emergency, as well as access to additional resources and student services- such as access to a financial literacy resource web portal that was designed to help them build their long-term money management skills. These resources and tools help students reach their educational goals.

As previously discussed with the City of Richmond team, these programs will be customized to meet the needs ofthe Richmond Promise. The goals will be to build awareness ofthe importance of postsecondary education, create a college-going culture, instill community ownership ofthe Richmond Promise initiative and form the infrastructure forthecontinuation ofthe Richmond Promise beyond the ten year timeframe .

Scholarship America® Public Policy Agenda
With nearly 60 years of experience in providing and shaping impactful educational supports to students, and as the voice of the private sector in postsecondary education, Scholarship America is now working to further engage the private sector to support programs and policies that advance equity in postsecondary education. This public policy agenda is the culmination oftwo years of research and dialogue on issues such as financial aid award displacement, college costs, student debt, tax benefits, public-private partnerships, and college access, persistence and completion.

Building on that work, the public policy agenda includes three main priorities :
• Expanding partnerships between the public and private sectors to build capacity and additional supports for students
• Ensuring a robust financial aid system that works for students by maximizing and bolstering federal and state financial aid, with the private sector contributing and leveraging support for students who need it most
• Requiring institutional transparency, minimum standards and outcomes from all postsecondary institutions to ensure that institutions are serving students well and producing outcomes that advance student success
Max Espinoza, Senior Vice President, Education Programs and Policy is responsible for building the organization's advocacy, public policy, and research platforms and providing strategy and operational management of the organization's education programs, including Dollars for Scholars, the Dream keepers program, Collegiate Partners and the Dream Award.

Max came to Scholarship America with over 14 years of experience in education policy, program development, implementation and oversight. Max spent more than a decade with the California State Legislature in key leadership roles advising elected officials in the shaping of policy and fiscal priorities; prior to joining Scholarship America, he served as chief advisor on higher education to Assembly Speaker John A. Perez and members ofthe Assembly Democratic Caucus. While there, Max advanced equity in postsecondary education access, protected and expanded the state's financial aid programs and shepherded other important policy changes including the enactment of "The Working Families Student Fee Transparency and Accountability Act."
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RICHMOND PROMISE
Max previously served as an executive leader at the California Student Aid Commission, serving as the agency's principal spokesperson and liaison to over 400 high schools and colleges, managing over $1 billion in state and federal financial aid programs and overseeing the delivery of support services to students and schools. From 2004 to 2009, Max served as President of the Chicano Latino Youth Leadership Project (CLYLP), an all-volunteer run, community based nonprofit whose mission is to enhance and build the leadership potential of California's Chicano/Latino youth.

RECOMMENDED KEY DATES AND MILESTONES
A. Scholarship Management
Scholarship America has established best practices based on 50 years of experience with scholarship management. Scholarship America recommends the Richmond Promise use standard application and disbursement procedures to increase efficiencies, to lower administration costs in comparison to last dollar selection methodology and to create a user-friendly experience for applicants and parents and other stakeholders.

Rationale for standard application, selection and disbursement procedures • Allows adequate time for completion and submission ofthe Free Application for Federal Student Aid (FAFSA) or the California Dream Act application. Student financial need is determined by the FAFSA Expected Family Contribution and total need.
• Is a one step process with award notification in mid-June. In comparison, last dollar awards are a two-step process. Students are notified they are award recipients in mid-June but award values are not confirmed until school financial award letters are submitted and calculations are made. • Is less time consuming to administer than last dollar methodology . Therefore, scholarship administrative costs are lower.
• Payments are made on August 1 prior to the start of the fall term. Last dollar calculations are made after financial aid award letters are received and calculations are made. Financial award letters are sent to students generally between mid-June to late August. Disbursement of award letters varies by school. This wide time range makes it difficult to consistently calculate awards prior to the start of fall term. Therefore, scholarship payments may be delayed causing late payments to schools and increasing the risk of dropped classes.
• Awards are consistent and based on school of choice; four-year, two-year or career and technical education (CTE) certification. Students can accurately estimate the scholarship award value given school of choice.
• In general, this standard timeline causes less anxiety for students and parents . Knowing their scholarship award earlier results in greater levels of satisfaction with the program. • A majority of students will likely demonstrate need and be eligible for full value of awards given the demographics ofthe West Contra Costa Unified School District. The extra time required to make last dollar calculations may have little effect on the award value based on $1,000- $4,000 awards.

This is a recommended calendar for implementation based on discussions with the City of Richmond and information outlined in the Draft Strategic Action Plan. It is subject to change as the Richmond Promise ("Sponsor") is more clearly defined.
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Project Scope
Richmond Promise
Attachment C
Objective: By partnering with Scholarship America, the Richmond Promise will work to advance educational outcomes for Richmond and North Richmond residents and promote economic growth.

The Richmond Promise shall encourage collaboration between the City of Richmond (herein also referred to as "Sponsor"), Richmond Promise 501c3, West Contra Costa Unified School District (WCCUSD}, eligible schools, community partners, and Richmond and North Richmond residents.

All applicants will need to meet the eligibility requirements that have been established by the City of Richmond to be eligible to apply for the program. Each eligible student will receive an award. The amount of each award will be calculated by Scholarship America using the "Last Dollar'' approach, providing any needed funds a student might have after receiving institutional financial aid from the FAFSA or Dream Act application. Students will be eligible to receive be.tween $500 and $2,500 each year they are eligible for the program, not to exceed four (4} years. As the nation's largest manager of private scholarships, having distributed over $3.2 billion to more than 2 million students, Scholarship America is now working to further engage the private sector, locally and nationally, to support programs and policies that advance equity in post-secondary education. In 2014 Scholarship America implemented over 1,300 education assistance and scholarship programs, received applications from students in over 100 countries, and disbursed over $193,600,000 to students across the world. Scholarship America will offer customized solutions and a wealth of expertise to the Richmond Promise team to assist in launching the first years of the program.

Scope of Work and Tasks:

Scholarship America will provide the following services:

Task 1.1: Applicant Eligibility: Scholarship America will ensure all applicants meet all of the following criteria:
• Student must have been continuously enrolled in an eligible school and reside in the City of Richmond since at least the 9th grade; the award will reflect the cumulative amount of years a student is both a Richmond resident and attends an eligible school. • Students must complete and provide verification of a FAFSA or California DREAM application to qualify for the scholarship award.
• Enrollment for each year will only be counted if a student enrolls by the first week of that academic year and remains enrolled through that school year. • Students have 3 years to complete an associate's degree or CTE certification or 5 years to complete a bachelor's degree, and must begin school within one academic year of high school graduation; exemptions will be made for veterans of military service, beginning with the class of 2016.
• Eligible students must have positive attendance at an eligible school defined by missing no more than 1 0% of the school year, including excused and unexcused absences; exemptions will be made for students who spend extended time in a hospital in the event of a medical emergency.
• Students must participate in at least one extracurricular, volunteer, or work/internship activity outside school and a college preparatory or advising program. • Students must be in good standing with their colleges or universities, as defined by those institutions, to remain eligible for the next year.
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• Students must be attending school full-time
• Students may not use the scholarship for fully online programs or for profit institutions.

Task 1.2: Design and production of a-application materials: Scholarship America will design and develop the web-application materials for the City of Richmond's review and approval. Scholarship America will also manage the full implementation and launch of the web-application and website for students and families.

Scholarship for America will partner with the City of Richmond or the Richmond Promise Executive Director to host ( 1) one to three (3) training sessions with eligible school staff and community based organizations. This will be provided in English and Spanish, and a PDF will be made available in both English and Spanish.

Task 1.3: Customer Service: Scholarship America will intake all applications, provide secure storage of applications and student data, provide customer service activities for students, families, schools, and City of Richmond and Richmond Promise officials including responding to inbound emails and phone calls. See Appendix for Scholarship America data security procedures.

Task 1.4: Process all application materials: Scholarship America will receive and review all scholarship applications ensuring students are eligible to apply for the program prior to receiving an award. Scholarships will be granted using a "Last Dollar" calculation. Each student will provide and upload a financial aid award letter for one institution they have been accepted to and will attend. The financial aid award letter will be used to calculate the scholarship amount for each student's award with a maximum amount of $1,500.

In addition, with the application each student will provide and upload documentation that will identify the amount of time he/she has attended a qualifying Richmond school. The "residency multiplier" will be applied to the calculation for each student. Awards will in no case exceed the last dollar gap for the student or the maximum in the range for their school type, whichever is less.

Task 1.5: Renewal Processing: On an annual basis, the student will be required to repeat steps outlined in Task 1.4 since the cost of attendance and financial aid awards will change year to year. Scholarship America will proactively notify the student during the annual renewal process and provide students a link to the web application where the required documents will be uploaded. Awards are renewable up to three years or until a certificate or associate's degree is completed or up to 4 years or until a bachelor's degree is earned, which occurs first on the basis of maintaining satisfactory academic performance. Scholarship America will calculate the renewal amounts based on the process outlined in Task 1.4.

Task 1.6: Notification of recipients: Scholarship America will notify recipients when they have been granted an award and will also notify the non-recipients, in English and Spanish. Scholarship America will also notify the City of Richmond and the Richmond Promise Executive Director of all scholarship recipients.

Task 1.7: Distribution of Awards: Scholarship America will process all distributions and ensure recipients and/or their respective institutions have received the appropriate funds. To avoid displacement of awards by higher education institutions, payments will be made in mid-August on behalf of students who have met all requirements. Scholarship America will work with each higher education segment in California to request that Richmond Promise scholarship awards are not displaced and are fully utilized. In addition to mitigating any displacement, Scholarship America will also make higher education institutions aware of the full range of uses of a Richmond Promise scholarship award, which can be applied toward loan, work-study, and tuition and fees.
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Task 1.8: Award Funding/Management Fees: The City of Richmond will provide funding for management fees to Scholarship America and will provide Scholarship America with the funds required to process the awards by August 1, 2016. Award distribution will vary from year to year based on eligibility of the applicants, their financial aid packages, and renewal students' financial aid packages. In addition, Scholarship America will partner with the City of Richmond and/or the Richmond Promise Executive Director to host at least one ( 1) site visit to each of the eligible high schools and two (2) community-wide parent and student workshops to promote the Richmond Promise Scholarship.

Insert staffing/contacts for Scholarship America:

Despina Costopoulos, Director of Community Engagement & Partnerships Mike Nylund, Vice President, Scholarship Management Services Not to exceed Budget & Timeframes
Variable costs based on applicant pool:

First 300 recipients ($150 per recipient)
(Minimum base management fee $15,000)
Recipients over 300 ($100 per recipient)
First 300 annual renewals ($150 per renewal)
Renewals over 300 ($100 per renewal)
First year fixed costs:

Web application fee
Base management fee
$45,000
$TBD
$TBD
$TBD
$7,500
$15,000
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Project Timeline:

November 13
November 20
December 1
December 1
December 15
January
January 5
January 5
February 1
March 7
March 28
April18
April28
May1
July 10~25
August 1
Application design and set up begins upon service agreement.

Sponsor approves website landing page.

Scholarship America develops electronic application materials (text and fields) and sends to Sponsor for review.

Website landing page goes live with announcement of program and instructions when to return to complete application.

Sponsor approves electronic application materials (text and fields).

Sponsor approves electronic application site.

Sponsor publicizes the program and informs eligible students of application website.

Application materials installed on Scholarship America's website.

Application website launched.

Scholarship America sends first email reminder to students who have registered but have not submitted their application.

Scholarship America sends second email reminder to students who have registered but have not submitted their application.

Deadline for submission of application and supporting documents (SAR or proof of CA Dream Act application) and school's financial aid award letter.

Scholarship America sends applicant report to Sponsor for residency and percentage of award verification
Sponsor returns confirmation of verification report to Scholarship America with eligible recipients and award percentage.

Notify recipients they have been awarded the Richmond Promise Scholarship America calculates award amounts for verified applicants based on Financial Aid Award Letter and verified percentage.

Sponsor forwards check to Scholarship America for amount of scholarship distribution.
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August 15 Scholarship America sends congratulatory letters to recipients with scholarship checks enclosed. Checks are made payable to the institution for the benefit of the student.

August15 Scholarship America sends a-notification to non-recipients.

PROGRAM RESPONSIBILITIES
The parties agree that the City of Richmond may assign this contact to the Richmond Promise once that organization is incorporated and has an Executive Director. Once assigned, the Richmond Promise organization will be responsible for the City responsibilities contained herein.

City of Richmond will assume responsibility for:

1. Specification of the eligibility guidelines for the Richmond Promise Scholarship Program,

2. Approval of application materials,

3. Promotion of the s~holarship program among the eligible group,

4. Approval of recipient selection, and

5. Providing the full amount of the scholarship distribution and management fee.

The City of Richmond and/or Richmond Promise Executive Director shall work collaboratively with Scholarship America to implement West Contra Costa Unified School District's offer to lead on data collection and tracking for the Richmond Promise and assume responsibility for:

1. Verification of enrollment of applicants in the school district, and

2. Designation of residency multiplier for each applicant.

Scholarship America will assume responsibility for all other program functions including:

1. Management of the scholarship program according to the conditions outlined in the program description,

2. Design and production of application materials,

3. Receipt, acknowledgment and processing of all application materials,

4. Distribution, receipt and processing of renewal information for previous scholarship recipients,

5. Review of new and renewing students' applications for eligibility,

6. Review of financial aid award letters,

7. Calculation of award amount for each new and renewing student based on school type, financial aid package and the residency multiplier,

8. Notification of recipients and renewal students,

9. Notification of non-recipients,

10. Confirmation of school enrollment,

11. Payment of awards to student recipients and/or their respective institutions on behalf of City of Richmond and only to the extent that City of Richmond has advanced the money to Scholarship America,

12. Richmond Promise community outreach activities to parents and students,

13. Providing monthly management reports with invoices to summarize program activity and results, and
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14. All communication necessary for the smooth management of the scholarship program.

Payment Provisions:

Scholarship America will be compensated on a monthly basis, based on a percentage work completed as described in Tasks 1.0-1.8. Scholarship America shall be responsible for providing monthly management reports with invoices to summarize program activity and results with all monthly invoices.
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TOTAL
Year 1 Year 2 Year 3 Year 4 Year 5 Ye ar 6 Year 7 Year 8 Year 9 Years 1 - 9 (L) Year 11(S) Year 12(T) Columns L+N+S+T=V 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 FY 14/15-22/23 2024-25 2025-26 2014-15 thru 2025-26 Actual Actual Actual Actual Actual Actual Actual Actual Actual Budgeted Place Holders Place Holders REVENUE SOURCES (Does not include interest) 12,000,000 $ 9,000,000 $ 9,000,000 $ 9,000,000 $ 9,000,000 $ 8,000,000 $ 7,000,000 $ 7,000,000 $ 6,000,000 $ 76,000,000 $ 4,000,000 $ - $ - $ 80,000,000$ Guaranteed Payments (October) 1,000,000$ 1, 000,000$ 1,000,000 $ 1,000,000 $ 1,000,000 $ 5,000,000$ 5,000,000$ Annual Payments (June) 11,000,000$ 8, 000,000$ 8,000,000 $ 8,000,000 $ 8,000,000 $ 8,000,000 $ 7,000,000 $ 7,000,000$ 6,000,000 $ 71,000,000 $ 4,000,000 $ 71,000,000$

EXPENDITURES/USES
Community-Based Greenhouse Gas Reduction Programs Annual Alloca tion Transportation Strategic Plan Recommendations - $ 15,000$ 350,051 $ 1,482,300 $ 1,421,498 $ 1,974,864 $ 884,404 $ 2,206,391 $ 646,824 $ 8,981,331$ 4,225,270$ 4,096,133 $ 3,447,266 $ 20,750,000 $ First Mile/Last Mile Implementation 2A109 - $ -$ 78,402$ 50 $ 66 $ - $ - $ - $ - $ 78,518$ 1,500,000$ 2,107,365 $ 2,447,266 $ 6,133,149 $ Richmond Greenway Gap Closure 2A109 - $ -$ 134,561$ 188,942 $ - $ - $ - $ - $ 323,502$ - $ - $ - $ 323,502 $ Carlson Blvd Crosstown Improvements 29104 - $ -$ -$ 984,152$ 774,921 $ - $ - $ - $ - $ 1,759,073$ - $ - $ - $ 1,759,073$ 23rd Street Project 2A109 - $ -$ -$ 71,300$ 12,556 $ - $ - $ - $ - $ 83,856$ - $ - $ - $ 83,856 $ Traffic Interconnect Project 2A109 - $ -$ 51,915$ 47,492 $ 8,911 $ 1,094,324$ - $ - $ - $ 1,202,642$ - $ - $ - $ 1,202,642$ 37th Street Bike & Pedestrian Improvements Project 29105 - $ -$ -$ 287,669 $ - $ - $ - $ - $ 287,669$ - $ - $ - $ 287,669 $ City of Richmond Electric & Hybrid Vehicles 2A109/2A1JN - $ -$ -$ 49,461$ - $ 61,030$ - $ - $ - $ 110,491$ 60,000 $ - $ - $ 170,491 $ Electric Bookmobile (FY 23-24 new propsoed request for $400,000 )N E W - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Electric Vehicle Rebate 2A109 - $ -$ -$ (20,000)$ - $ - $ - $ - $ - $ (20,000)$ - $ - $ - $ (20,000) $ Yellow Brick Road 29113 - $ -$ -$ - $ 104,241$ 179,848 $ 334,010 $ 1,211,068 $ 169,177 $ 1,998,343 $ 35,351 $ - $ - $ 2,033,695$ Yellow Brick Road 2A109 - $ -$ -$ - $ - $ 166,501$ - $ 166,501$ - $ - $ - $ 166,501 $ Electric Vehicle Charging Station Infrastructure and Maintenanc e 2A109/2A1JK - $ -$ -$ - $ 9,943$ 75,150 $ 39,699 $ 78,920$ 11,342 $ 215,054$ 291,000 $ 200,000 $ - $ 706,054 $ Electric Vehicle Charging (Blink Car Charging Contract connecte d to a CA Clean Air Grant) 2A109 - $ -$ -$ - $ - $ - $ - $ -$ - $ -$ - $ - $ - $ EV Station Rebate (MCE) 2A109 - $ -$ -$ - $ (15,000)$ - $ - $ -$ - $ (15,000)$ - $ - $ - $ (15,000) $ Shuttle Service (Richmond MOVES) 2A1JL - $ -$ -$ - $ - $ - $ - $ -$ - $ -$ 1,000,000$ 1,117,500 $ 1,000,000 $ 3,117,500 $ Commuter Benefit Ordinance Amendment and Transportation Manage ment Formation 2A1JP - $ -$
-$ - $ - $ - $ - $ -$ - $
-$ 100,000$ - $ - $ 100,000 $ Paratransit Service - Support seniors and disabled persons' 2A 1JQ -$ -$ -$ - $ - $ 6,000 $ - $ -$ - $ 6,000$ 150, 000$ - $ - $ 156,000 $ Car Share 2A1JR - $ -$ -$ - $ - $ - $ - $ -$ (46,585)$ (46,585)$ 250,000 $ - $ - $ 203,415 $ Transportation Grants 2A1JM - $ -$ -$ - $ - $ 83,790$ 141,210 $ 25,000$ - $ 250,000$ 100,000 $ - $ 350,000 $ Bike to Work Day Sponsorship 2A109 - $ -$ -$ - $ 5,000$ 5,000 $ - $ 2,500$ 5,000 $ 17,500$ 5,000 $ 5,000 $ - $ 27,500 $ Grant Writing Support 2A109 - $ 15,000$ 9,640 $ - $ - $ - $ - $ -$ - $ 24,640$ - $ - $ - $ 24,640 $ GHG Reduction Grant Matches 2A108/2AA18 - $ - $ 9,803$ - $ 39,150$ - $ - $ -$ - $ 48,953$ - $ - $ - $ 48,953 $ Grant Match (Transporttion Fund for Clean Air) 2AA23 - $ - $ - $ - $ - $ - $ -$ 4,530 $ 4,530$ 67,650 $ - $ - $ 72,181 $ EV Station Grant Matches 2A108 - $ - $ 14,550$ 4,834 $ - $ 57,193$ - $ -$ - $ 76,577$ - $ - $ - $ 76,577 $ Grant Writing 2A1JS - $ - $ - $ - $ - $ - $ - $ -$ - $ -$ - $ - $ - $ - $ Richmond Wellness Trail 23024 - $ - $ - $ - $ - $ - $ - $ 699,990$ - $ 699,990$ - $ - $ 699,990 $ Staff Administrative Costs - Transportation 2A109 - $ - $ 51,181$ 156,069 $ 194,042 $ 229,422 $ 369,485 $ 188,913 $ 169,964 $ 1,359,076 $ 300,000 $ 300,000 $ - $ 1,959,076$ Staff Administrative Costs - Engineering 2A109 - $ - $ - $ - $ - $ 16,606$ - $ - $ - $ 16,606$ - $ - $ - $ 16,606 $ Electric Bicycle Project 2A108 - $ - $ - $ - $ - $ - $ - $ - $ 333,396$ 333,396 $ 366,268 $ 366,268 $ - $ 1,065,932$ Climate Action Plan (CAP) 2A1AA 28,862 $ 358,363$ 28,187 $ 39,792 $ 37,506 $ 138,385 $ 44,670 $ 74,188 $ 18,896 $ 768,847 $ 194,248 $ 36,905 $ - $ 1,000,000$ CCAP Development and Implementation 10,695$ 314,613$ 28,187 $ 39,792 $ 12,506 $ 93,385 $ 39,055 $ 29,513 $ 18,896 $ 586,641 $ 148,764 $ 36,905 $ - $ 772,309 $ Staff Administrative Costs 18,167$ 43,750 $ - $ - $ 25,000$ 45,000 $ 5,615 $ 44,674 $ - $ 182,207$ 45,484 $ - $ - $ 227,691 $ Urban Forestry 2A1GA - $ 95,547$ 88,337 $ 141,333 $ 167,094 $ 178,968 $ 153,769 $ 152,133 $ 111,865 $ 1,089,046 $ 186,442 $ 374,512 $ 350,000 $ 2,000,000 $ GroundWork Richmond 60,000$ 65,000 $ 88,000 $ 91,678 $ 145,322 $ 137,000 $ 145,000 $ 100,000 $ 832,000 $ 100,000 $ 100,000 $ 100,000 $ 1,132,000 $ Park Materials 35,547$ 23,337 $ 53,333 $ 75,416 $ 33,646 $ 16,769 $ 7,133 $ 11,865 $ 257,046 $ 86,442 $ 274,512 $ 250,000 $ 868,000 $ Roof-top Solar, Energy Retrofit, Zoning Ordinance Update & Additional Programs - $ 473,806$ 467,355 $ 437,199 $ 664,303 $ 925,547 $ 500,689 $ 570,087 $ 342,546 $ 4,381,532 $ 1,530,313 $ 338,155 $ - $ 6,250,000$ Zoning Ordinance Update and Associated Environmental Review 2A1E B 376,964 $ 363,550 $ 29,999 $ 24,576 $ - $ - $ -$ - $ 795,090$ - $ - $ - $ 795,090$ Energy Efficiency Programs 2A1EC 71,842 $ 78,805 $ 382,200 $ 614,727 $ 895,547 $ 493,081 $ 525,412$ 337,534 $ 3,399,149 $ 1,484,829 $ 263,155 $ - $ 5,147,133$ Staff Administrative Costs 25,000$ 25,000 $ 25,000 $ 25,000 $ 30,000 $ 7,608 $ 44,674$ 5,011 $ 187,293 $ 45,484 $ 75,000 $ - $ 307,777$ GHG Reduction Programs Sub-Total 28,862 $ 942,716 $ 933,930 $ 2,100,624 $ 2,290,401 $ 3,217,764 $ 1,583,532 $ 3,002,798 $ 1,120,130 $ 15,220,757 $ 6,136,273 $ 4,845,704 $ 3,797,266 $ 30,000,000$ ENVIRONMENTAL & COMMUNITY INVESTMENT AGREEMENT 10-YEAR PROPOSED BUDGET Year 10 (N)
2023-24

CURRENT YEAR FUTURE YEARSPREVIOUS YEARS ACTUAL
789
TOTAL
Year 1 Year 2 Year 3 Year 4 Year 5 Ye ar 6 Year 7 Year 8 Year 9 Years 1 - 9 (L) Year 11(S) Year 12(T) Columns L+N+S+T=V 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 FY 14/15-22/23 2024-25 2025-26 2014-15 thru 2025-26 Actual Actual Actual Actual Actual Actual Actual Actual Actual Budgeted Place Holders Place Holders ENVIRONMENTAL & COMMUNITY INVESTMENT AGREEMENT 10-YEAR PROPOSED BUDGET Year 10 (N)
2023-24

CURRENT YEAR FUTURE YEARSPREVIOUS YEARS ACTUAL
Community Programs Annual Allocation
Scholarship (Funds dedicated for Richmond Promise, Inc.) 2A1HA - $ 8, 000,000$ 4,000,000 $ 3,700,000 $ 4,000,000 $ 4,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 29,700,000 $ 2,300,000$ 3,000,000 $ - $ 35,000,000$ Competitive Grant Program 2A111 - $ - $ 619,270$ 475,841 $ 403,506 $ 692,985 $ 488,126 $ 470,395 $ 261,974 $ 3,412,097$ 800,000 $ 815,000 $ 972,903 $ 6,000,000$ Category 4 (CSD Mini-Grant) 1752051 40081 - $ - $ - $ 27,500$ 52,500 $ 50,000 $ 50,000 $ 39,390$ - $ 219,390$ 50,000 $ 50,000 $ 50,000 $ 369,390$ Category 1 2 & 3 1771018 40020 - $ - $ 576,899$ 406,563 $ 325,937 $ 597,940 $ 375,120 $ 332,417$ 166,209 $ 2,781,084 $ 550,000 $ 550,000 $ 707,903 $ 4,588,987$ Capacity Building & Misc 1771018 40021 - $ - $ 17,371$ 16,779 $ 70 $ 45 $ 83 $ -$ - $ 34,348$ 50,000 $ 50,000 $ 50,000 $ 184,348$ Staff Administrative Costs 1771018 40029 - $ - $ 25,000$ 25,000 $ 25,000 $ 45,000 $ 99,005 $ 99,005$ 99,005 $ 417,015 $ 150,000 $ 165,000 $ 165,000 $ 897,015$ Reimbursement/Return 1771018 39095 - $ - $ - $ - $ - $ - $ (36,083)$ (417)$ (3,240)$ (39,740) $ - $ - $ - $ (39,740)$ Programs relating to Skills, Job Training and Readiness, and Job Transition Training - $ 529,452$ 1,169,768 $ 1,279,661 $ 1,200,000 $ 704,639 $ 1,029,639 $ - $ - $ 5,913,159$ -$ 86,841 $ - $ 6,000,000$ Summer Youth Program 2A1IB - $ 294,438$ 294,438 $ 300,000 $ 300,000 $ - $ 325,000$ - $ - $ 1,513,876$ - $ - $ - $ 1,513,876$ Youth Works 2A1IC - $ 150,000$ - $ - $ - $ - $ - $ -$ - $ 150,000$ - $ - $ - $ 150,000 $ RichmondBUILD 2A106 - $ - $ 650,000$ 650,000 $ 650,000 $ 500,000 $ 500,000 $ - $ - $ 2,950,000$ - $ - $ - $ 2,950,000$ LEAP Position 2A1IE - $ 85,014$ 198,483 $ 236,249 $ 207,657 $ 204,639 $ 204,639 $ - $ - $ 1,136,681$ - $ - $ - $ 1,136,681$ Small Business/Entrepreneurship Support 2A104 - $ - $ - $ 50,000$ - $ - $ - $ - $ - $ 50,000$ - $ - $ - $ 50,000 $ RPD/Park Rangers 2A105 - $ - $ 26,847$ 43,412 $ 42,343 $ - $ - $ - $ - $ 112,603$ - $ - $ - $ 112,603 $ Job Training and Readiness Programs -$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 86,841 $ - $ 86,841 $ Public Safety Programs -$ 421,944$ 170,364 $ 192,953 $ 179,023 $ 90,059 $ 177,537 $ 58,465 $ 555 $ 1,290,900$ 256,000 $ 276,000 $ 177,100 $ 2,000,000$ RPD Explorers Program 2A1JB - $ 9,856 $ 12,174 $ 4,184 $ 14,992 $ 5,844 $ 11,359 $ 15,635 $ 555 $ 74,599$ 58,000 $ - $ - $ 132,599 $ Family Justice Center 2A1JC - $ 17,088$ 5,529 $ - $ - $ - $ - $ -$ - $ 22,617$ - $ - $ - $ 22,617 $ Closed Circuit Television Cameras (Staff) 2A1JD - $ 395,000$ - $ - $ - $ 16,605$ 10,762 $ 1,947$ - $ 424,314$ - $ - $ - $ 424,314 $ Replacement of CCTV Cameras 2A1JD/2AIJE - $ - $ 37,246$ 45,253 $ 29,896 $ - $ - $ - $ - $ 112,395$ - $ - $ - $ 112,395 $ Neighborhood Change Agent or Peace Keeper 2A112 - $ - $ 58,000$ 58,000 $ 58,000 $ 58,000 $ 58,000 $ - $ - $ 290,000$ 58,000 $ - $ - $ 348,000 $ Diesel Apparatus System, Fire Station Alerting System, Fire Protection System 2A101 - $ - $ 57,416$ 57,416 $ 36,976 $ 1,311 $ 97,073 $ 32,924 $ - $ 283,115$ 72,000 $ - $ - $ 355,115 $ Emergency Operations System Development (Contract with APTIM Enviornmental) 2A102 19,140 $ 30,860 $ - $ 50,000$ 50,000 $ - $ - $ 100,000 $ Community Alert/Messaging System 2A102 - $ - $ - $ 8,960 $ 8,300 $ 8,300 $ 342 $ 7,958 $ - $ 33,860$ 18,000 $ - $ - $ 51,860 $ Public Safety Programs TBD - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 276,000 $ 177,100 $ 453,100 $ Free Internet Access 2A1FA - $ 44,876$ 99,619 $ 25,365 $ 288,626 $ 8,216 $ 75,428 $ 75,428 $ - $ 617,558$ 382,442$ -$ - $ 1,000,000$ Community Programs Sub-Total -$ 8,996,272$ 6,059,022$ 5,673,820$ 6,071,155$ 5,495,899$ 4,770,729$ 3,604,287$ 3,262,529$ 40,933,714$ 3,738,442$ 4,177,841$ 1,150,003$ 50,000,000$ TOTAL EXPENDITURES 28,862$ 9,938,988$ 6,992,953$ 7,774,445$ 8,361,556$ 8,713,663$ 6,354,261$ 6,607,085$ 4,382,659$ 56,154,471$ # 9,874,715$ 9,023,545$ 4,947,269$ 80,000,000$ 790
RESOLUTION NO. ________

A RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA,

ADOPTING AND APPROPRIATING AMERICAN RESCUE PLAN ACT (ARPA) AND

ENVIRONMENTAL AND COMMUNITY INVESTMENT AGREEMENT (ECIA) FUNDS

WHEREAS, the City of Richmond has received an allocation of $27,740,723 from the American Rescue Plan Act (ARPA); and

WHEREAS, the City Council has appropriated $12,106,490 of the allocated $27,740,723 of ARPA funds leaving a balance of $15,634,233; and

WHEREAS, the City Council has received an allocation of $80 million for an Environmental and Community Investment Agreement (ECIA) to fund a total of $30 million in greenhouse gas reduction programs and a total of $50 million in community programs; and

WHEREAS, the City has expended $15.22 million of the $30 million on ECIA greenhouse gas reduction programs, $6.14 million is budgeted for FY2023-24, leaving a balance of $8.64 million; and $40.93 million of the $50 million on ECIA community programs through FY2022-23, $3.74 million is budgeted for FY2023-24, leaving a balance of $5.33 million; and

NOW, THEREFORE, BE IT RESOLVED, that the Council of the City of Richmond, California hereby adopts the resolution to appropriate, the following:

 $312,800 from the Public Safety Programs strategy within the ECIA Community Programs category:
o $200,000 for Richmond’s fire boat
o $37,800 for Rescue Qualification for Richmond Fire Department Rescue Personnel
o $75,000 for Mandated Rescue Equipment Replacement

and

 $15,634,233 for the below items for ARPA:

Item Amount
Infrastructure: CIP Shortfall $5,800,000
Infrastructure: Booker T Anderson Center $1,000,000
Nystrom Village $2,000,000
Tenant Protection & Rental Assistance $1,484,233
Soccer Fields $3,900,000
Parks & Trails Public Restrooms $250,000
YouthWORKS $1,200,000
Total $15,634,233

791

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

I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof held November 28, 2023, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

______________________________
City Clerk of the City of Richmond

(SEAL)

Approved:

__________________________________
Mayor

Approved as to form:

___________________________________
City Attorney

792
No. Name of Group Meeting Occurrence Departmental Support 1 AB 617 meetings monthly Community Development
2 AB 939 (Contra Costa County) meetings monthly City Manager's Office, Economic Development 3 Alameda/Contra Costa Parks and Recreation Director Calls monthly Community Services 4 America's Job Center of California (AJCC) quarterly Community Services 5 Arts and Culture Commission monthly City Manager's Office, Economic Development 6 Association of Bay Area Governments (ABAG)
City Manager's Office
Community Development
7 Bay Area Air Quality Management District (BAAQMD) monthly, as needed Community Services
Community Development
Public Works
8 Bicycle Pedestrian Advisory Committee (BPAC) monthly Public Works 9 CalVIP grant meetings monthly Communtity Services
10 Castro Resident meetings monthly
Community Development
Fire
Police
11 Commission on Aging monthly Community Services
12 Community Emergency Response Team (CERT) Fire
13 Community Police Review Commission monthly
City Manager's Office
City Attorney's Office
Police
14 Contra Costa Clean Water bi-weekly Public Works
15 Contra Costa Health A3 meetings monthly
Community Services
Fire
Police
16 Contra Costa Transportation Authority (CCTA) monthly Community Services 17 Crime Free Multi-Housing Meetings monthly
Police
Richmond Housing Authority
18 Design Review Board bi-weekly Community Development
19 East Bay Regional Parks
City Manager's Office, Economic Development
Public Works
20 Easter Hill Housing Corporation quarterly
Richmond Housing Authority
City Manager's Office
City Clerk
Finance
Community Development
21 ECIA Ad Hoc Committee as needed
City Manager's Office
Community Services
22 ECIA Grant Review Ad-Hoc Committee as needed City Manager's Office 23 ECIA Transportation Oversight Committee as needed Community Services 24 Economic Development Association (EDA) monthly City Manager's Office, Economic Development 25 Economic Development Commission monthly City Manager's Office, Economic Development 26 EdFund Camp Achieve quarterly Community Services
27 Electric Vehicle (EV) Steering Committee quarterly Community Services 28 Fire Safety Council Fire
29 Friends of the Richmond Public Library monthly Community Services 30 General Pension Board as needed City Clerk's Office
31 Gilman Street Sport Complex Community Services
32 Government Alliance on Race and Equity (GARE) monthly Council Staff
City Manager's Office
Community Services
Information Technology
33 Green Cities California monthly City Manager's Office, Economic Development 34 Hilltop District meetings monthly Public Works
35 Historic Preservation Commission monthly Community Development

Page 1793 ends

36 Homeless Task Force monthly
Community Development
Police
37 Housing Advisory Commission monthly
City Manager's Office, Economic Development
Richmond Housing Authority
38 Housing Authority Board of Commissioners one to three times per month City Manager's Office
City Clerk
City Attorney
Information Technology
Richmond Housing Authority
39 Human Rights and Human Relations Commission monthly
Community Development
City Attorney's Office
40 Juneteenth Planning Committee monthly as needed Police 41 League of California Cities East Bay quarterly
City Manager's Office
MLT, as needed
42 Library Commission bi-monthly Community Services
43 Library Foundation monthly Community Services
44 Literacy Day Event Committee monthly Community Services 45 Local Children's Funding Project monthly Department of Children and Youth 46 Marina District meetings monthly Public Works
47 Mayors Conference monthly
City Manager's Office
Management Leadership Team, as needed
48 MCE Clean Energy City Manager's Office, Economic Development 49 National Night Out planning committee as needed
Community Services
Police
50 Neighborhood Council (individual) meetings weekly
City Manager's Office
Community Development
Community Services
Fire
Police
Public Works
51 North Richmond Earth Day Committee as needed Community Services 52 North Richmond Green as needed Community Services
53 North Richmond Mitigation Fee Committee as needed (semi-annually) Community Services 54 North Richmond Municipal Advisory Committee as needed Community Services 55 Nystrom United Revitalization Effort (NURVE) Policy Ad-Hoc Committeequarterly Community Services 56 Paratransit Coordinating Committee monthly Community Services 57 Parking Legislative meeting as needed Community Services 58 Personnel Board monthly Human Resources
59 Planning Commission bi-weekly Community Development
60 Police & Fireman's Pension Board as needed City Clerk's Office 61 Public Management Association monthly
City Manager's Office
Internal Services
62 Recreation and Parks Commission monthly
Community Services
Public Works
63 RecycleMore regional staff meetings monthly City Manager's Office, Economic Development 64 Regional Park and Recreation Group monthly Community Services 65 Reimagining Public Safety Community Task Force monthly Community Services
Community Development
Police
66 Republic Services/ City of Richmond meetings monthly City Manager's Office, Economic Development
City Attorney's Office
67 Richmond Friends of Recreation bi-monthly Community Services 68 Richmond Fund for Children and Youth Oversight Board monthly Department of Children and Youth 69 Richmond Funders Forum bi-monthly Department of Children and Youth 70 Richmond Housing Authority Corporation quarterly
City Manager's Office
City Clerk
Community Development
Finance
Richmond Housing Authority

Page 2794 ends

71 Richmond Neighborhood Coordinating Council
Executive board monthly
City Manager's Office, Economic Development
Community Services
Community Development
Fire
Police
Public Works
72 Richmond Police Activities League (RPAL) Little League Boardmonthly Community Services 73 Richmond Promise monthly City Manager's Office
74 Richmond Rent Board monthly Rent Program
75 Richmond Repositioning and Transfer Discussion (PHARS) bi-weekly Finance
Richmond Housing Authority
76 Richmond Swims as needed Community Services
77 Richmond Tennis Association monthly Community Services 78 Safety Committee Meetings monthly
Commnunity Services
Human Resources
Public Works
79 Shimada Friendship Commission monthly City Council Office 80 Southside + 1 Neighborhood Council bi-monthly Community Services 81 Statewide Illegal Dumping Prevention Technical Advisory Committeequarterly City Manager's Office, Economic Development 82 Trails for Richmond Action Committee (TRAC) as needed Community Services
Public Works
83 Transformative Climate Communities (TCC) Committee monthly City Manager's Office, Economic Development
Community Development
Community Services
Public Works
84 Unhoused Interdepartmental Team monthly
City Manager's Office
Community Development
Community Services
Public Works
Police
85 Urban Forest Advisory Committee monthly Public Works 86 West Contra Costa Integrated Waste Management Authority (RecycleMore)monthly City Manager's Office, Economic Development 87 West Contra Costa Transportation Advisory Committee (WCCTAC) (staff and board meetings)monthly Community Services 88 West Contra Costa Unified School District (WCCUSD) Community Schools Support Collaborativemonthly Community Services 89 West County Agency (JPA between Richmond and West County Wastewater District) Public Works 90 West County Mayors and Supervisors monthly
City Manager's Office
Management Leadership Team as needed
91 West County Wastewater District quarterly Public Works 92 Workforce Development Board bi-monthly Community Services 93 Youth Council as needed City Council Office
94 Zhoushan Friendship Commission monthly City Council Office

Page 3795 ends

Page 1 of 2 ends

November 28, 2023

Mayor's Office

DATE: November 28, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Mayor Eduardo Martinez

Subject:

Realign Draft Service Scenarios
FINANCIAL IMPACT: N/A

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

Ryan Lau, External Affairs Representative for AC Transit, will give a presentation describing their plan to redesign their service network to better cater to the needs of
people’s new transportation patterns in the post-
pandemic era.

RECOMMENDED ACTION:

RECEIVE a presentation Ryan Lau, AC Transit External
Affairs Representative on the redesign of their services. – Mayor’s Office (Mayor Eduardo Martinez 510-620-
6503).

DISCUSSION:

Over the past decade AC Transit has studied many changes in the Bay Area from an aging population, fewer youth, fewer low-income households, and fewer zero vehicle households. AC Transit has also noted changes since the Pandemic such as demand is up in select locales with lower income and more diversity. With these findings, AC Transit felt a realignment would better serve its customers. A realignment is a review of AGENDA
REPORT
796

Page 2 of 2 ends

November 28, 2023
AC Transit’s routes and schedules. As part of the analysis, some questions asked were:

Where do routes go to and from? How often do buses run along each route? What times of day are routes running? The main drivers of the realignment are: Challenges with hiring and retaining enough bus operators, AC Transit rider habits have shifted, ridership is at 75% of pre-pandemic levels, and challenging budget outlook due to fare and tax revenue losses.

DOCUMENTS ATTACHED:

Attachment 1 – Realign Services AC Transit

797
Realign Draft Service Scenarios
INFORMATIONAL ITEM: AC Transit Realign Bus Service Network Plan Update Richmond City Council
TUESDAY , NOVEMBER 28, 2023
1 Check out our
proposals
online!
798
AC Transit At-a-Glance
Rider Demographics:
•65% low income
•75% people of color
•29% Limited English Proficiency
•27% of riders are traveling to work
•30,000 student trips to and from school every school day Riders During Pandemic:
•40% of riders made an essential trip
•15% of riders identified as an essential worker
•43% riders do not have access to a car
We serve
Essential workers, students, low-income, seniors,
commuters, individuals with disabilities, and anyone wishing to reduce their carbon footprint. 2
799
3 Transit Service around Richmond Today
every 20 mins or better
every 30 mins or better
Other (early bird, overnight,
commute hours only)
Line Serving Wkdy
Frequency
70 Rheem, Vale, San
Pablo Dam Rd Every 60 min
71 Rumrill, Broadway Every 30 min
72 San Pablo Every 30 min
72M San Pablo,
Macdonald Every 30 min
72R San Pablo Rapid Every 12 min
74 23rd St,
Rollingwood Every 30 min
76 Market, Church,
San Pablo, Shane
Dr
Every 30 min
376 Richmond Owl Every 30 min
800
What is Realign?
4 It’s a review of AC Transit’s
routes and schedules.

Where do
routes go to and
from?
How often do
buses run along
each route?
What times of
day are routes
running?
801
Why is Realign Happening?
5 Challenges with
hiring and
retaining enough
bus operators
Ridership is at
75% of pre-
pandemic levels
AC Transit rider
habits have
shifted Challenging budget
outlook due to fare
and tax revenue
losses.
802
Realign Goals
6 Redesigning
the network
to be more
attractive for
riders
• Incorporates what we heard from the public
• Reflects how people travel today
• Gets people where they want to go
• Works within available resources
Creating a network which:
803
1 2 3 4 5
Develop Plans
+
Learn Rider
Needs
Aligning
Guiding
Principles with
Community
Assessment
Develop
Service
Scenarios
and Gather
Feedback
Draft Final
Service Plan
and Plan
Adoption
Develop
Service
Standards
and Inform
Riders about
Service
Changes
Mar-Jun 2023 Jul-Aug 2023 Sep-Dec 2023 Jan-Apr 2024 Apr-Sep 2024 Realign Project Phasing
7On-going emphasis on equity and transparency in all project phases and communications804 8 • Over the Past Decade:
• Aging population, fewer youth, fewer
low-income households, fewer zero-
vehicle households
• Since the Pandemic:
• Demand up in select locales with
lower incomes, more diversity
• Job center demand down most
significantly
Demand Trends
805
Guiding
Principles
9 Equity
Provide a network
that prioritizes
services for
communities who
need it the most.

Frequency
Provide frequent
service to the most
people; frequency’s
importance will vary by
location and be
balanced against
geographic coverage
and community needs.

Reliability
Provide bus
service that is
reliable and
predictable.

We heard you!
Engagement
806
Service Scenarios Overview
10 Balanced Coverage ScenarioStay the Course
More Frequency,
Less Coverage Frequent Service Scenario
Unconstrained More Frequency,
More Coverage
Unconstrained Vision
Scenario
Cost-Neutral
(Pending funding availability)
807
Key Highlights
11 Consistent between
Balanced Coverage and
Frequent Service scenarios
808
12 Line 72R discontinued, offset
by more frequent Line 72/72M
service with fewer stops.

Line 72 truncated to Contra
Costa College, and Line 76
extends to Hilltop, will still run
through North Richmond as it
does today.
809
13 Line 70 improves to
every 30 minutes with
more direct route to
Richmond BART and
provides 15-minute
service on Cutting.

Line 71 will run hourly
instead of every 30
minutes.
810
14 Line 74 runs to El
Sobrante 7 days/week
in Balanced Coverage
Scenario.

In Frequent Network
Scenario, Line 74 ends
at Contra Costa College.
811
15 Redesigned Line L maintains existing
service in Albany and is extended to
Richmond Parkway Transit Center.
812
16 Review and comment on
bus service proposals
online, in person, or at a
local library.

Shape the
future of
AC Transit’s
bus
network
November 1 – December 13, 2023
Public Engagement: Phase 3
Visit: actransit.org/realign813
Public Engagement: Phase 3
17 November 1 – December 13, 2023 Shape the
future of
AC Transit’s
bus
network
• 20+ Community Pop-Ups and Pop-Ins*
• 30+ City Council/Commission Presentations
• 2 Lived Experience Advisory Group (LEAG) Meetings
• 10 CBO Partnerships
• 7 CBO-led Open House events
• 1 Community Virtual Workshop on December 7, 2023
• 2 updates to AC Transit Board on November 1 and December 13 814
Public Engagement:

Phase 3
18 Print and Digital Collateral Project
Webpage
Social Media
& eNews
Paid Advertising
In media outlets
and on buses
Flyer & giveaway
item
Route/Summary
Books at
Libraries and
Customer
Service Center
Display Boards
& Take-one
Ad Cards & Car
Cards & Digital
signage
Digital Interactive
Maps/Feedback
Static Maps/Feedback
Downloadable PDF/Print
Maps/Feedback
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19 Staff Contacts
Ryan Lau
External Affairs Representative
(510) 891-4843
[email protected]
Carissa Lee
Acting Senior Transportation Planner
(510) 891-4867
[email protected]
more info at
Actransit.org/realign
Email us at
[email protected]
Check out our
proposals
online!
816

Richmond City CouncilNovember 28, 2023

Richmond City Council
November 28, 2023