Richmond City Council
December 5, 2023

December 5, 2023

Fire Department

DATE: December 5, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Shasa Curl, City Manager
Aaron Osorio, Deputy Fire Chief
Andrea Miller, Director of Finance
Subject:

Resolution Designating Officials and Authorizing
Submission and State Financial Disaster Assistance
FINANCIAL IMPACT: The resolution will allow designated City of Richmond officials to request and receive reimbursement from Cal OES regarding any existing or future grant programs
related to hazard mitigation or disaster recovery.

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

The City of Richmond must provide the appropriate
documentation designating officials and authorizing
submission for federal and state assistance under the
California Disaster Assistance Act and the Robert T.

Stafford Disaster Relief and Emergency Assistance Act
(Public Law 117-328), as amended, and Related
Authorities.

RECOMMENDED ACTION:

ADOPT a resolution designating officials and authorizing submission of an application to the State of California Governor’s Office of Emergency Services for state
financial assistance under the California Disaster
Assistance Act and the Robert T. Stafford Disaster Relief and Emergency Assistance Act – Fire Department
(Deputy Fire Chief Aaron Osorio 510-307-8021/Andrea
Miller 510-620-6790).

AGENDA
REPORT
355

December 5, 2023
DISCUSSION:

California Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA) require submission of an updated Form 130, Designation of Applicant’s Agent Resolution for Non-State Agencies. Form 130 designates individuals responsible for applying and signing for federal and state post disaster reimbursements and grants.

This form was last revised in 2020 (Resolution # 42-20) and listed the City Manager, Deputy City Manager, and Finance Director. An updated Cal OES Form 130 must now be submitted. The new form designates the City Manager, Deputy Fire Chief, and the Finance Director as the individuals responsible for applying and signing for federal and state post disaster reimbursements.

DOCUMENTS ATTACHED:

1. Resolution

2. CAL OES FORM: OES-FPD-130

3. CAL OES FORM: OES-FPD-012
356
RESOLUTION NO. ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND

DESIGNATING OFFICIALS AND AUTHORIZING SUBMISSION AND STATE

FINANCIAL DISASTER ASSISTANCE

WHEREAS, the City Council of the City of Richmond declares that the individuals holding the titles listed below are hereby authorized to execute and submit on behalf of the City of Richmond, a public entity established under the laws of the State of California, an application to the California Office of Emergency Services for the purpose of obtaining certain federal financial assistance under P.L. 93-288 as amended by the Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988, federal and/or state financial assistance under the California Disaster Assistance Act.

Title:

1. City Manager

2. Deputy Fire Chief

3. Finance Director

WHEREAS, the aforementioned individuals are empowered, upon proclamation of a disaster, to make and issue regulations on matters reasonably related to protection of life, property, and the environment, as affected by such disaster, in the interest of public safety, and

WHEREAS, life, property, and/or the environment is deemed to be in peril and to be of the essence during a declared disaster when local resources are overwhelmed.

NOW, THEREFORE, BE IT RESOLVED, by the Council of the City of Richmond

 The City Council of the City of Richmond, a public entity established under the laws of the State of California authorizes the City Manager, Deputy Fire Chief and Finance Director to submit and execute applications and related documents to the California Office of Emergency Services and for all matters pertaining to such state disaster assistance including any required agreements. This is a universal resolution and is effective for all open and future disasters.
 The City Council Resolution No. 42-20, adopted May 19, 2020, is hereby rescinded.

357

*****************************
(This section to be completed by Clerk’s Office)

I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a _________ meeting held on _____________ by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

________________________________________
Clerk of the City of Richmond

(SEAL)

Approved:

_______________________________
Mayor

Approved as to form:

____________________________
City Attorney

358
359
360
361
362
363

December 5, 2023

Human Resources

DATE: December 5, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager, Internal Services
Sharrone Taylor, Interim Director of Human Resources
Subject:

City Holiday Closure from December 26 through
December 29, 2023
FINANCIAL IMPACT: The estimated fiscal impact of one paid holiday by bargaining unit is as follows:

SEIU Local 1021 ~ $111,253
IFPTE Local 21 ~ $121,790
SEIU Local 1021 Part-Time Unit (one-time lump payment
of $500) ~ $75,000

PREVIOUS COUNCIL
ACTION:

Not Applicable

STATEMENT OF THE
ISSUE:

A City holiday office closure is proposed between
December 26-29, 2023. City Council approval is required to approve side letter agreements between the City and
the impacted unions (SEIU 1021 General Employees
Full-Time and Part-Time Units and IFPTE Local 21 Mid-
Management and Executive Units) regarding the holiday
closure.

RECOMMENDED ACTION:

ADOPT a resolution approving the Side Letters between
the City of Richmond and Service Employees
International Union (SEIU) Local 1021 (Full-Time and
Part-Time Units) and International Federation of
Professional and Technical Engineers (IFPTE) Local 21
(Mid-Management and Executive Management Units)
regarding the holiday closure for December 2023 – City
Manager’s Office/Human Resources Department (Shasa
Curl/Sharrone Taylor/Nickie Mastay 510-620-6602).

DISCUSSION:

AGENDA
REPORT
364

December 5, 2023

The City of Richmond strives to be an employer of choice and recognizes the value City staff provide to our community. It is proposed that City offices be closed between December 25, 2023, and January 1, 2023, and reopen on January 2, 2023. December 25 and January 1 are existing City holidays. The following departments are considered critically essential and will be open with full or minimal operations during the closure:

 Police – Fully Operational
o Contact: Assistant Police Chief T. Simmons 510-620-6651  Fire – Operations Division will be open. Management staff are on call, Administrative staff are off.
o Contact: Battalion Chief’s Office: 510-620-6989
 Community Services - Recreation
Richmond Recreation Complex -Winter Break Youth Camp and Richmond Plunge (modified hours 9:00 a.m. – 2:00 p.m.) December 26 – 29, 2023. o Contact: Ranjana Maharaj, Deputy Director Community Services – Recreation 510-385-4343
 Community Services - Library Open Wednesday - Friday, 10:00 a.m. – 5:00 p.m. with minimal staffing.
o Contact: Kate Eppler, Deputy Director Community Services- Library 510-620-5452
 Human Resources – Management staff will be on standby. o Contact: Sharrone Taylor, Interim Director of Human Resources 510-621-1732
 Information Technology – Essential employees are available for emergency issues.
o Contact: Sue Hartman, Director of Information Technology 510-620-6874
 Public Works – Minimal Staffing – The five Operations & Maintenance Divisions are considered essential services and have historically had “skeleton crews” working during the City’s holiday season shutdowns:
 Abatement
 Facilities Maintenance
 Fleet Maintenance
 Parks Maintenance
 Streets Maintenance
365

December 5, 2023
o Contact: Tawfic Halaby, Deputy Director Public Works- Operations 510-672-4537
 Richmond Housing Authority - Staff will be on-call and the department will arrange for phone calls to be answered.
o Contact: Gabino Arrendondo, Interim Housing Authority Director 510-621-1300

Employees are permitted to use available vacation, floating holidays, administrative leave, or compensatory time accruals for December 26, 27, 28. As part of the agreement with the full-time SEIU Local 1021, IFPTE Local 21 Mid-Management, and Executive Management unions, the City will provide December 29, 2023, as an additional City paid holiday. The fiscal impact of the one holiday is approximately $250,000. In addition, employees have the option to take a leave of absence without pay.

SEIU 1021 Part-Time Employees Unit: One-Time Lump Sum Payment

The City understands the impact that the holiday closure will have on our part-time hourly employees. Therefore, the City has agreed to issue a one-time lump sum payment of $500 to active SEIU 1021 Part-Time Unit employees to offset the loss of wages during the holiday closure. This fiscal impact is approximately $75,000.

The City has negotiated in good faith the impacts of the holiday closure with the affected bargaining units. The parties have come to an agreement about the holiday closure as outlined in the side letter agreements (Attachments 2-5).

NEXT STEPS:

City staff is requesting that the City Council adopt the resolution approving the Holiday Closure side letter agreements between the City of Richmond and SEIU Local 1021 General Employees, SEIU Part-Time and Intermittent Unit, IFPTE Local 21 Mid- Management Unit, and the IFPTE Local 21 Executive Management Unit.

DOCUMENTS ATTACHED:

Attachment 1 – Resolution
Attachment 2 – Side Letter with SEIU Local 1021 General Employees Attachment 3 – Side Letter with SEIU Local 1021 Part-Time and Intermittent Employees Attachment 4 – Side Letter with Local 21 Mid-Management Unit Attachment 5 – Side Letter with Local 21 Executive Management Unit

366
RESOLUTION NO. _____

RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA APPROVING THE SIDE LETTER REGARDING HOLIDAY CLOSURE FOR 2023

BETWEEN THE CITY OF RICHMOND AND SERVICE EMPLOYEES INTERNATIONAL UNION (SEIU) LOCAL 1021 (PART-TIME AND FULL TIME UNITS) AND

INTERNATIONAL FEDERATION OF PROFESSIONAL AND TECHNICAL ENGINEERS (IFPTE) LOCAL 21 (MID-MANAGEMENT AND EXECUTIVE MANAGEMENT UNITS)

WHEREAS, the City has negotiated in good faith with SEIU 1021 (Part-Time and Full- Time Units) and IFPTE Local 21 (Mid-Management and Executive Management Units), regarding a holiday closure for 2023; and

WHEREAS, the parties have executed a Side Letter for each of the three bargaining units regarding the terms of a holiday closure for 2023; and

WHEREAS, the Side Letter shall not bind the parties until they are ratified by a majority of both the SEIU Local 1021 (Part-Time and Full-Time Units) and IFPTE Local 21(Mid- Management and Executive Management Units) membership and ratified by the City Council; and

WHEREAS, the Side Letter will establish a holiday closure for 2023 for December 26, 27, 28, 29; and

WHEREAS, the Side Letter will grant one City paid holiday for December 29, 2023 for active employees in the SEIU 1021 General Full-Time Unit and IFPTE Local 21 Mid- Management and Executive Management Units; and

WHEREAS, the Side Letter will grant a $500 lump sum payment to part-time active employees in the SEIU Local 1012 Part-Time Unit; and

WHEREAS, the adoption of these Side Letters will support a stable and amicable labor relations environment in the City.

NOW THEREFORE, BE IT RESOLVED, that effective December 5, 2023, that the City Council of Richmond approves the Side Letters among the City of Richmond, SEIU Local 1021 (Part-Time and Full-Time), and IFPTE Local 21 (Mid-Management and Executive Management) regarding holiday closure for December 26, 27, 28, 29, 2023, the terms of which are set for and marked as Attachments 2, 3, 4, and 5 to the agenda report in support of the resolution.

-----------
367
I hereby certify that the foregoing Resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

_____________________________

CLERK OF THE CITY OF RICHMOND
(SEAL)

Approved:

____________________
Mayor

Approved as to form:

____________________
City Attorney
368
Attachment 2
369
Attachment 3
370
Attachment 4
371
Attachment 5
372

December 5, 2023

Library and Community Services

DATE: December 5, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager - Community
Services
Ranjana Maharaj, Deputy Director, Community Services-
Recreation
Tetteh Kisseh, Recreation Supervisor
Subject:

Memorandum of Understanding with All Season’s Ice
Company to Provide Ice/Snow at Nicholl Park
FINANCIAL IMPACT: The net value of All Season’s Ice Company’s contribution in services and products towards the City of Richmond is equal to $12,812. The amount of fees waived by the City for the use of various Community Centers is $2,188.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

The Recreation department is seeking approval of a
Memorandum of Understanding between the City of
Richmond and All Season’s Ice Company to provide 20
tons of ice/snow at Nicholl Park during the Winter Break for Richmond residents at no cost to participants and the City of Richmond.

RECOMMENDED ACTION:

APPROVE the Memorandum of Understanding between
the City of Richmond and All Season’s Ice Company to
provide 20 tons of ice/snow to Richmond residents at
Nicholl Park during the Winter Break at no cost to the
City of Richmond and for a term from November 23,
2023, to December 31, 2023 – Community Services
Department (LaShonda White 510-620-6828/Ranjana
Maharaj 510-620-6972).

DISCUSSION:

AGENDA
REPORT
373

December 5, 2023

On July 19, 2022, the City Council approved the Fee Waiver and Partnership policy and application process to allow for partnering with outside organizations which can provide services that benefit the Richmond community and to provide support to organizations that provide a community service through an equitable process. Based upon this policy, City staff is bringing forth a partnership application for All Season’s Ice Company who is interested in providing Ice/Snow to Richmond residents during the winter break at no cost to the participants and the City.

All Season’s Ice Company’s contribution towards this event amounts to $14,000. This amount covers the cost of supplies, materials, and stipend for volunteers. As shown in the table below, the estimated cost to rent Nicholl Park for such an event with 200 or more attendees would be $2,188.

Since this is a partnership between All Season’s Ice Company and the City of Richmond, the cost to use this space would be waived. The net value for the City in this partnership amounts to $12,812.

City of Richmond, Field/Park Rental Estimates

Quantity Unit Price Total Value
Deposit 1 $154.00 $154.00
Application Fee 1 $50.00 $50.00
Event hourly fee over 200 attendees 16 $124.00 $1,984.00 Total Rental Cost $2,188.00

The total budget estimate for All Season’s Ice Company (partner) to provide Ice/Snow to Richmond residents for one day equals $14,000. The partner’s contribution outweighs the cost to the City; therefore, City staff is seeking City Council approval to waive the fees associated with using this space for this program and to approve the partnership Memorandum of Understanding between All Season’s Ice Company and the City of Richmond.

DOCUMENTS ATTACHED:

Attachment 1 – Memorandum of Understanding with All Season’s Ice Company 374
1 City of Richmond
Community Services -
Recreation

MEMORANDUM OF UNDERSTANDING

CITY OF RICHMOND COMMUNITY

SERVICES -RECREATION
&
ALL SEASON’S ICE COMPANY
420 19th Street
Richmond CA 94801

375
2 MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding “MOU” effective as of December 5, 2023, is entered by the City of Richmond (“City”) and All Season s Ice Company. Collectively, City and All Season s Ice Company are referred to as the “Parties” and individually, as a “Party”.

RECITALS
Whereas , All Season s Ice Company , located in Richmond CA, and Community Services-Recreation wish to enter into a MOU where All Seasons Ice Company will be donating 20 tons o f ice/snow a t no cost to the Community Services-Recreat ion for Winter Camp participants and Richmond residents to play in either on Wednesday December 20 , or Thursday December 21, 2023 , depend ing on the weather.

Whereas , to facilitate this partnership, the City has identified Nicholl Park, as the location to have the ice/snow;
Whereas , City staff shall provide All Seasons Ice Company staff and their truck access to Nicholl Park to generate snow on December 20 or 21, 2023, at Nicholl Park; Whereas, City staff will assist by pouring ice into machine to generate snow; Whereas, City staff will supervise Winter Camp participants; Whereas, All Seasons Ice Company shall provide staff/volunteers to assist in generating the snow; Whereas, All Seasons Ice Company shall create a snow ramp, which children can slide on; Whereas, All Seasons Ice Company shall provide all necessary equipment and supplies to make this possible at no cost to the City and the participants; and Whereas, the Parties wish to set forth the terms and understanding among them with respect to snow generation and donation at Nicholl Park, Putting Green.

NOW, THEREFORE, in consideration of the mutual covenants contained herein, and for good and valuable consideration, the sufficiency and receipt of which are hereby acknowledged, the Parties hereby agree as follows:

AGREEMENT
Purpose of MOU. This MOU sets forth the terms and understanding among the Parties and is intended to reflect the Parties’ commitment to cooperate and work together to support the success of the Nicholl Park Snow Day. This MOU outlines the Parties collaboration and expectations.

Collaboration. The Parties hereby agree to undertake good-faith efforts to create the Nicholl Park Snow Day such that the donated snow/ice is delivered on time.
376
3 Staffing. Each Party shall provide staff time to support the activities subject to this MOU, and each Party shall be responsible for ensuring that staffing positions remain sufficient to fulfill each Party’s obligations as set forth in this MOU. Current staffing list includes:

1. Staff person to be responsible for the day-to-day work of the Program:
a. City: Maurice Range
b. All Seasons Ice Company: Benedicto Hernandez

2. High-level leader with authority to make decisions on behalf of each respective Party:
a. City: Tetteh Kisseh
b. All Seasons Ice Company: Benedicto Hernandez

Notices. Any notices required or permitted to be given under or in this MOU shall be in writing, and shall be deemed to be effective upon delivery, including by email, unless such address is changed by written notice hereunder:

If to City’s Community Services-Recreation:

Maurice Range
3230 Macdonald Ave
Richmond, CA 94804
Email: [email protected]

If to All Seasons Ice Company:

Benedicto Hernandez
420 19th Street
Richmond CA 94801
Email: [email protected]

Discretion. Each Party, including their respective employees, et al., shall exercise its sole discretion over all matters relating to the MOU and over each decision over which it bears responsibility.

No Joint Venture. Nothing in this MOU shall be construed as creating the right or ability of any Party to bind the other except as provided in this MOU. Nothing in this MOU shall be construed as creating a partnership, joint venture, employment or agency relationship between City, Community Services-Recreation, and All Seasons Ice Company. Each Party shall conduct all of its activities under this MOU in accordance with all applicable laws and regulations.

Public Records. City’s Community Services-Recreation and All Seasons Ice Company acknowledge and agree that this MOU and communications and documents exchanged between the Parties are subject to the California Public Records Act and any locally applicable laws, and/or regulations.

Nondiscrimination. In the performance of its obligations and activities under this MOU, the Parties each agree not to discriminate against any of its employees or against any person on the basis of the fact or perception of a person’s race, color, creed, religion, national origin, ancestry, age, height, weight, sex, sexual orientation, gender identity, domestic partner status, marital status, disability or Acquired Immune Deficiency Syndrome or HIV status (AIDS/HIV status), or association with members of such protected classes, or in retaliation for opposition to discrimination against such classes.

Indemnification. To the fullest extent permitted by law, All Seasons Ice Company shall indemnify, defend and hold harmless City and its officers, employees, elected and appointed officials, and volunteers (the “Indemnified Parties”) from and against any and all claims, demands, causes of action, lawsuits (whether at law, 377
4 equity or both), proceedings, liabilities, losses, damages, expenses, costs (including without limitation attorney’s fees and costs and expert witness fees), judgments, penalties, and liens of every nature resulting from injury to or death sustained by any person, or damage to property of any kind, or any other injury or damage whatsoever, which injury, death or damage arises out of or is in any way connected with All Seasons Ice Company’s performance of work under this MOU, except that said indemnity shall not be applicable to injury, death or damage to property arising from the sole or active negligence or willful misconduct of City, their officers, agents, or servants.

Insurance. All Seasons Ice Company shall procure and maintain during the MOU’s term and shall obtain a policy endorsement naming City of Richmond, Community Services-Recreation as an additional insured under any general liability or automobile policy or policies.

Amendment. This MOU may be amended only by a writing signed by all Parties.

Assignment. This MOU may not be assigned or delegated by any Party without the prior written approval of the other Party.

Effective Date and Termination. This MOU will be effective from December 1, 2023, through December 31, 2023. Either Party may terminate the MOU for any or no reason, with or without cause, with 14-days’ advance written notice. Upon the termination of this MOU, all obligations and rights of the Parties shall cease and be of no further force or effect, provided, however, those rights and obligations that by their nature are intended to survive the termination of this MOU shall so survive.

Governing Law; Venue. This MOU and all disputes arising here from, whether in contract or in tort, shall be governed by and construed in accordance with the laws of the State of California. The parties agree that the exclusive venue for the resolution of any dispute relating to the subject matter of this MOU shall be in the State and Federal Courts of California.

IN WITNESS WHEREOF, the Parties have executed this Agreement through their duly authorized representatives effective as of _____________ ___, 2023.

CITY OF RICHMOND PARTNER: ALL SEASON’S ICE COMPANY

_____________________________________ ___________________________________ Mayor Benedicto Hernandez

_____________________________________ ___________________________________ Date Date

Approved as to form:
____________________________________
City Attorney

Attest:
_____________________________________
City Clerk
378
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements – Type 1:

Consultants and Contractors

Type 1 – Page 1 of 4

Revised: September 2011

In all instances where a CONTRACTOR or its representatives will be conducting business and/or providing services, the City requires the following MINIMUM insurance requirements and limits.

CONTRACTOR shall procure and maintain for the duration of the contract, agreement, or other order for work, services or supplies, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the CONTRACTOR, its agents, representatives, employees or subcontractors. Maintenance of proper insurance coverage is a material element of the contract. Failure to maintain or renew coverage or to provide evidence of renewal may be treated by the City as a material breach of contract.

CONTRACTOR agrees that in the event of loss due to any of the perils for which it has agreed to provide Commercial General Liability insurance, CONTRACTOR shall look solely to its insurance for recovery. CONTRACTOR hereby grants to CITY, on behalf of any insurer providing Commercial General Liability insurance to either CONTRACTOR or CITY with respect to the services of CONSULTANT herein, a waiver of any right to subrogation which any such insurer of said CONTRACTOR may acquire against the CITY by virtue of the payment of any loss under such insurance.

Original, signed certificates and original, separate policy endorsements, naming the City as an additional insured for general liability, as well as a waiver of subrogation for Workers’ Compensation insurance, shall be received and approved by the City before any work may begin. However, failure to do so shall not operate as a waiver of these insurance requirements.

City reserves the right to modify or require additional coverages for specific risk exposures depending on scope of CONTRACTORS work.

Minimum coverage is detailed below. The policy limits of coverage shall be made available to the full limits of the policy.

The minimum limits stated herein shall not serve to reduce the policy limits of coverage of CONTRACTOR.

Minimum Scope of Insurance – the following forms shall be provided and coverage shall be at least as broad as the following:

1. Insurance Services Office Commercial General Liability coverage (ISO Occurrence Form CG 0001) including coverage for bodily and personal injury, property damage, and products and completed operations.

2. Insurance Services Office Automobile Liability coverage (ISO Form CA 0001, Code 1, Any Auto)

3. Original and Separate Additional Insured Endorsements for General Liability (ISO Form CG 20 10 11/85 or its equivalent) with primary and non-contributory language.

4. Workers’ Compensation Insurance as required by the State of California including Employer’s Liability coverage.

5. Original and Separate Waiver of Subrogation for Workers’ Compensation and Builder’s Risk/ Course of Construction Insurance.

6. Builder’s Risk/Course of Construction insurance covering all risks of loss less policy exclusions when the City of Richmond has a financial interest in the property. – (Only required for Construction Contracts involving property)

7. Contractor’s Pollution Liability (if applicable for Construction Contractors)

Required Coverage

Minimum Limits
Workers’ Compensation and
Employers’ Liability
Statutory limits as required by the State of California including $1 million Employers’ Liability per accident, per employee for bodily injury or disease.

If CONTRACTOR
is self-insured, provide a certificate of Permission to Self- Insure, signed by the California Department of Industrial Relations and Self- Insurance. If contractor is a sole proprietor (has no employees) than contractor must sign “Contractor Release of Liability” found at:
http://www.ci.richmond.ca.us/index.aspx?nid=61.

379
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements – Type 1:

Consultants and Contractors

Type 1 – Page 2 of 4

Revised: September 2011

PROJECT COST R EQUIRED LIMIT
$0 - $5 million $2 million p/o
$5 million - $10 million $5 million p/o
Over $10 million $10 million p/o
Fireworks $5 million p/o
General Liability
(primary and excess limits
combined)

Includes coverage for bodily injury, personal injury, property damage and products and completed operations. The policy shall not exclude coverage for XCU perils (explosion, collapse, or damage to underground property).

If the policy includes a general aggregate, either the general aggregate shall apply separately to this project, service or location or the minimum required aggregate limit shall be twice the per occurrence limit ($4 million aggregate limit).

Policy shall be endorsed to name the City of Richmond as an additional insured per the conditions detailed below.

Automobile Liability $1,000,000 per occurrence for bodily injury and property damage.

Builders’ Risk/Course of
Construction – Covers property
under construction, repair or
renovation as well as equipment
and materials to be installed.

(Only required for Construction
Projects involving property and
equipment installation.)
Coverage shall include all risks of direct physical loss, excluding earthquake, for an amount equal to the full completed value of the covered structure or replacement value of alterations or additions, including soft costs and business interruption.

If the project does not involve new or major reconstruction, an Installation Floater may be acceptable. For such projects, a property installation floater shall be obtained that provides for the improvement, remodel, modification, alteration, conversion or adjustment to existing buildings, structures, processes, machinery and equipment. The Property Installation Floater shall provide property damage coverage for any building, structure, machinery or equipment damaged, impaired, broken or destroyed during the performance of the Work, including during transit, installation and testing at the City of Richmond’s site.

The City of Richmond shall be named as loss payee as its interest may appear. The insurer shall waive all rights of subrogation against City.

Contractor’s Pollution Liability (if
applicable)
Protects against:
unexpected/unintended release of
pollution resulting from contractors
covered operations such as:

HVAC, paving, carpentry, pipeline
& tank installation, drillers,
remediation contractors,
maintenance, mechanical,
demolition, excavation, grading,
street/road construction,
residential & commercial builders.

Same limits as General Liability.

Required Policy Conditions
A. M. Best Rating A:VII or Better. If the A.M. Best Rating falls below the required rating, CONTRACTOR must replace coverage immediately and provide notice to City.

Additional Insured Endorsement

Applicable to General Liability Coverage.

The City of Richmond, its officers, officials, employees, agents and volunteers are to be named as additional insureds for all liability arising out of the operations by or on behalf of the named insured, including but not limited to bodily injury, deaths and property damage or destruction arising in any respect directly or indirectly in the performance of this contract.

ISO form CG 20 10 (11/85) or its equivalent is required. The endorsement must not
exclude products and completed operations
coverage. If it does, then CG 20 37 (10/01) is also required. 380
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements – Type 1:

Consultants and Contractors

Type 1 – Page 3 of 4

Revised: September 2011
Additional Insured Endorsement
(continued)

SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61
Primary and Noncontributory The contractor’s insurance coverage must be primary coverage as it pertains to the City, its officers, officials, employees, agents and volunteers. Any insurance or self insurance maintained by the City is wholly separate from the insurance of the contractor and in no way relieves the contractor from its responsibility to provide insurance.

Waiver of Subrogation
Endorsement Form
Contractor’s insurer will provide a Waiver of Subrogation in favor of the City for Workers Compensation and Builder’s Risk/ Course of Construction coverage during the life of this contract.

SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61
Deductibles and Self-Insured
Retentions
Any deductible or self-insured retention must be declared to and approved by the City. At the option of the City either the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City or the CONTRACTOR shall procure a financial guarantee in an amount equal to the deductible or self-insured retention guaranteeing payment of losses and related investigations, claims administration and defense expenses.

Contractor is responsible for satisfaction of the deductible and/or self-insured retention for each loss.

Loss Payable Endorsement (only
required when Builder’s Risk
and/or Course of Construction
Insurance is required.)
Applicable to Builder’s Risk/Course of Construction naming the City of Richmond as Loss Payee.

SURETY BONDS
(If a Public Works/Engineering
Project)
The Contractor shall provide:

1. A Bid bond

2. A Performance Bond

3. A Payment Bond

Umbrella/Excess Liability Policies
If an Umbrella or Excess Liability Policy is used to meet the liability limits, coverage shall be as broad as specified for underlying coverages and cover those insured in the underlying policies.

Claims-Made Policies
If any insurance policy is written on a claims-made form: 1) the retroactive date must be shown, and must be before the date of the contract or the beginning of contract work. 2) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. 3) If coverage is canceled or non- renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective date, the Contractor must purchase an extended period coverage for a minimum of five (5) years after completion of contract work.

Subcontractors

CONTRACTOR
shall include all subcontractors as insured under its policies or shall furnish to the City for review and approval, separate certificates and endorsements for each subcontractor. All coverage for subcontractors shall be subject to all of the requirements stated herein.

CONTRACTOR agrees to defend and indemnify the City of Richmond for any damage resulting to it from failure of either CONTRACTOR or any subcontractor to take out or maintain the required insurance policies. The fact that insurance is obtained by CONTRACTOR, and/or CONTRACTOR’s subcontractors, will not be deemed to release or diminish the liability of CONTRACTOR, including, without limitation, liability under the indemnity provisions of this contract. Damages recoverable by CITY from CONTRACTOR or any third party will not be limited by the amount of the required insurance coverage.
381
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements – Type 1:

Consultants and Contractors

Type 1 – Page 4 of 4

Revised: September 2011

Verification of Coverage
All original certificates and endorsements shall be received and approved by the City before work may begin . The City
of Richmond reserves the right to require complete, certified copies of all required insurance policies including endorsements affecting the coverage at any time.

Original insurance certificates and required policy endorsements shall be mailed, or delivered to the Designated Project Manager for the City of Richmond.

Insurance certificates and endorsements may be faxed to the Designated Project Manager. However, Contractor must mail the original certificates and endorsements to Designated Project Manager once faxed.

Continuous Coverage
CONTRACTOR shall maintain the required insurance for the life of the contract. Should the CONTRACTOR cease to have insurance as required during this time, all work by the CONTRACTOR pursuant to this agreement shall cease until insurance acceptable to the City is provided. In the event that CONTRACTOR fails to comply with the City’s insurance requirements, the City may take such action as it deems necessary to protect the City’s interests. Such action may include but is not limited to termination of the contract, withholding of payments, or other actions as the City deems appropriate.

If services or the scope of work extend beyond the expiration dates of the required insurance policies initially approved by the City, CONTRACTOR must provide updated certificates and endorsements indicating that the required coverage, terms and conditions are still in place. Renewal certificates and updated endorsements shall be mailed to the Designated Project Manager.

Cancellation

CONTRACTOR shall ensure that coverage shall not be cancelled, reduced or otherwise materially changed except after thirty (30) days’ prior written notice has been given to the City.

Reporting Requirements

Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees or volunteers.

Consistent with Public Policy
The insuring provisions, insofar as they may be judged to be against public policy shall be void and unenforceable only to the minimum extent necessary so that the remaining terms and provisions herein may be consistent with public policy and thus enforceable.

382

December 5, 2023

Mayor's Office

DATE: December 5, 2023
TO: Members of the City Council
FROM:

Mayor Martinez

Subject:

Appointment to the ECIA Transportation Oversight
CommitteeAppointment to the Environmental and
Community Investment Agreement (ECIA) Transportation
Oversight Committee
FINANCIAL IMPACT: N/A

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

Darlene Drapkin is applying for a vacant seat on the
ECIA Transportation Oversight Committee
RECOMMENDED ACTION:

APPOINT Darlene Drapkin to a vacant seat on the
Environmental and Community Investment Agreement
(ECIA) Transportation Oversight Committee, Term
Expires July 25, 2026 – Mayor’s Office (Mayor Eduardo
Martinez 510-620-6503).

DISCUSSION:

Darlene has previously served two terms on the Richmond Economic Development Commission where she gained knowledge and experience of our city and its programs.

Her background in business adds a unique perspective that could enhance the diversity of this commission. Finally, her involvement in the Richmond Rotary Club underscores her passion and commitment to serving the community.

DOCUMENTS ATTACHED:

AGENDA
REPORT
383

December 5, 2023
Attachment 1 – Darlene Drapkin Application - Redacted
384
385

December 5, 2023

Mayor's Office

DATE: December 5, 2023
TO: Members of the City Council
FROM:

Mayor Martinez

Subject:

Richmond Arts and Culture Commission Appointment
FINANCIAL IMPACT: N/A

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

Virginia Jourdan is applying for a vacant seat on the
Richmond Arts and Culture Commission
RECOMMENDED ACTION:

APPOINT Virginia Jourdan to an unexpired term in the
Richmond Arts and Culture Commission, Term Expires
June 19, 2025 – Mayor’s Office (Mayor Eduardo Martinez
510-620-6503).

DISCUSSION:

Virginia has a passion for the arts, especially public art. In the past, she has led and participated in efforts to beautify neighborhoods with art. She holds a bachelor’s degree in fine arts and is a member of the Art of the African Diaspora steering committee. She hopes to bring her experience, optimism, and vision to the Richmond Arts and Culture Commission.

DOCUMENTS ATTACHED:

Attachment 1 – Virginia Jourdan Application - Redacted
AGENDA
REPORT
386
387

December 5, 2023

Mayor's Office

DATE: December 5, 2023
TO: Members of the City Council
FROM:

Mayor Martinez

Subject:

Richmond-Shimada Friendship Commission Appointment
FINANCIAL IMPACT: N/A

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

Mindy Pines is applying for a vacant seat on the
Richmond-Shimada Friendship Commission
RECOMMENDED ACTION:

APPOINT Mindy Pines to an unexpired term in the
Richmond-Shimada Friendship Commission, Term
Expires January 18, 2024 – Mayor’s Office (Mayor
Eduardo Martinez 510-620-6503).

DISCUSSION:

Mindy Pines is passionate about exploring various cultures. She holds a degree in Cultural Anthropology from UCLA and has lived in Japan, where she became conversant in the language. Additionally, her experience in communications, graphic arts, and multimedia could be a valuable asset to this commission.

DOCUMENTS ATTACHED:

Attachment 1 – Mindy Pines Application - Redacted
AGENDA
REPORT
388
389

December 5, 2023

Mayor's Office

DATE: December 5, 2023
TO: Members of the City Council
FROM:

Mayor Eduardo Martinez
Subject:

Urban Forest Advisory Committee Appointment
FINANCIAL IMPACT: N/A

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

Ethan Rayner is applying for a vacant seat on the Urban Forest Advisory Committee.

RECOMMENDED ACTION:

APPOINT Ethan Rayner to the Urban Forest Advisory
Committee with a term that expires on November 17,
2026 – Mayor’s Office (Mayor Eduardo Martinez 510-
620-6503).

DISCUSSION:

Ethan Rayner is a certified California naturalist from the UC Department of Agriculture and Natural Resources. He currently works in habitat restoration, which highlights his knowledge and experience in this field. Ethan is a member of the California Native Plant Society and Friends of the Regional Parks, which underscores his passion and commitment to the urban environment.

DOCUMENTS ATTACHED:

Attachment 1 – Redacted Application
AGENDA
REPORT
390
391

December 5, 2023

Police Department

DATE: December 5, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Bisa French, Chief of Police

Subject:

Executive Management Training Course Held in Boston,
Massachusetts for Captain Matthew Stonebraker.

FINANCIAL IMPACT: The expected expenditure of $11,400 for the executive training course will be budgeted appropriately in the
Police Department’s Fiscal Year 2024-2025 training
budget – account string: 01191021-400243.

PREVIOUS COUNCIL
ACTION:

n/a

STATEMENT OF THE
ISSUE:

The highly coveted Senior Management Institute for
Police (SMIP) executive training course is only available to a small selection of applicants. Captain Matthew
Stonebraker matched the qualifications and was selected to attend the course from July 8-26, 2024, and City
Council approval is needed to hold the spot and submit
full payment by the deadline.

RECOMMENDED ACTION:

ACCEPT and APPROVE the course registration amount
not to exceed $11,400, and the out-of-state travel form, for the Senior Management Institute for Police (SMIP)
program at Boston University School of Law for Captain
Stonebraker to attend from July 8, 2024, through July 26, 2024 – Police Department (Chief Bisa French 510-621-
1802).

AGENDA
REPORT
392

December 5, 2023
DISCUSSION:

Senior Management Institute for Police (SMIP) is a program of the Police Executive Research Forum that provides senior police executives with intensive training in the latest management concepts and practices used in business and government. It also discusses the most challenging issues facing law enforcement executives today. SMIP is a demanding three-week course that brings together faculty from top universities, successful law enforcement chief executives, and subject matter experts from the private sector. SMIP is designed for mid- to upper-level police executives throughout the United States and other participating countries. SMIP’s curriculum addresses the issues that demand the attention of today’s forward-thinking law enforcement leaders. Classes are held at the Boston University School of Law, where participants learn and reside in the University’s classrooms and residence halls on campus.

As a developmental program for the profession’s current and future leaders, SMIP focuses on leadership and executive development. The curriculum is more conceptual than technical and requires participants to think broadly about their agencies’ environment and operations. Readings and class discussions stimulate critical thinking and problem-solving. Participants emerge with an understanding of advanced management practices and effective leadership. They also develop an enhanced awareness of the management methods and resources necessary for fulfilling current or future responsibilities. By sharing individual management experiences and exchanging ideas during group discussions, participants gain confidence in their managerial abilities and develop sources of consultation, advice, and support that will endure well beyond the course.

Investing in the professional development of our police managers and executives has been a long-standing priority for the Richmond Police Department. Over the past decade, multiple police executives of rank Captain and above, including Police Chief Bisa French, have attended SMIP. In each case, staff have learned best practices for providing police services to the citizens of Richmond and implemented vital policies and changes within the Richmond Police Department.

SMIP reviews thousands of applications and selects only a small percentage each year.

Department staff is asking City Council to approve the course registration fee in the amount of $11,400 and the out of state travel, so staff can ensure timely confirmation and payment.

DOCUMENTS ATTACHED:

Attachment 1 – Acceptance Letter
Attachment 2 – Executed Travel Authorization Form
393
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414

December 5, 2023

Public Works

DATE: December 5, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Robert Armijo, PE, Deputy Director of Public Works / City Engineer
Mary Phelps, Project Manager WRR

Subject:

Resolution Authorizing the City Manager to Execute
Recurring Contracts and Agreements with Contra Costa
County, Stege Sanitary District, West County Wastewater District, West County Agency and the California State
Water Resources Control Board for Service
FINANCIAL IMPACT: The Water Resource Recovery Department contracts with Contra Costa County, the California State Water
Resources Control Board, West County Agency, and
Stege Sanitary District for services related to Water
Resource Recovery operations. These funds are
encumbered and are listed each year in the adopted
Water Resource Recovery Department’s operating
budget, including FY 2023-24.

The Water Resource Recovery Department budget and
associated contract line items are subject to annual
review and approval by the City Council. The annual
aggregate amount of these contracts is $1,437,085. The accounts are as follows:

Contra Costa County Public Works Department:

North Richmond Storm Drain Pump Station - $75,000
(40623431-400201)
Clean Water Program - $385,000 (40623431-400202)

The California State Water Resource Control Board:

SSO-WDR Permit - $40,500 (40322631-400293)
AGENDA
REPORT
415

December 5, 2023
WWTP NPDES Permit - $125,000 (40322731- 400293)
City of Richmond Stormwater NPDES Permit - $40,500
(40623431-400293)

Shared Costs:

West County Agency - $727,585.

Joint Powers Shared Costs - $222,624 (40322731-
400201)
O&M Expense – Damaged Aton Buoy - $162,500
(40322731-400201)
CIP Expense – SBS Tank Design $342,461 (40322930-
400708-01N10)
The above listed items include the shared CIP costs that were established at prior West County Agency Board
meetings in addition to the expenses that are needed to conduct day-to-day business of the Agency (i.e., banking & financial services, professional and technical services, utilities, property services, supplies, etc.).

Stege Sanitary District Sewer Use Fees - $43,500
(40322731-400404)
Sewer Use Fees for 101 residents located in Canyon
Estates. These are homes located in Stege’s Sanitary
District. The City collects user fees and then pays Stege to treat the wastewater. Richmond maintains the
infrastructure.

PREVIOUS COUNCIL
ACTION:

July 26, 2022, Resolution 113-22

STATEMENT OF THE
ISSUE:

Each fiscal year, the Water Resource Recovery
Department budget includes line items for services
provided by various agencies. The proposed resolution
authorizes the City Manager to execute the contracts
associated with these annual line items approved in the budget by the City Council. Approving the resolution will expedite the contract process and improve overall
efficiency.

RECOMMENDED ACTION:

ADOPT a resolution authorizing the City Manager to
execute reoccurring contracts for fiscal year 2023-24 with Contra Costa County, Stege Sanitary District, West
County Wastewater District, West County Agency, and
the State of California Water Resources Control Board at an aggregate annual amount of $1,437,085. The
execution of these contracts shall not exceed the limits as set forth for the following: Contra Costa County North 416

December 5, 2023
Richmond Storm Drain Pump Station - $75,000; Contra
Costa County Clean Water Program - $385,000;
California Water Resources Control Board - WWTP
National Pollutant Discharge Elimination System
(NPDES) - $125,000; California Water Resources Control
Board - City of Richmond Stormwater NPDES permit -
$40,500; California Water Resources Control Board -
Sanitary Sewer Overflow Waste Discharge Requirement
(SSO - WDR) Permit - $40,500; West County Agency -
$727,585; Stege Sanitary District Sewer Use Fees Joint
Powers Agreement (JPA) - $43,500 – Public Works
Department (Robert Armijo 510-621-5477/Mary Phelps
510-621-1269).

DISCUSSION:

Each fiscal year, the City of Richmond Water Resource Recovery (WRR) Department is obligated to pay fees based on various regulatory permits and joint powers agreements the City has with multiple agencies (State Water Resources Control Board, Contra Costa County Public Works Department, West County Wastewater District, and Stege Sanitary District).

The fees charged by these agencies are based on Resolutions, Memoranda of Understandings, and/or federal or state regulations.

Due to the shared capital improvement projects (CIP) of the West County Agency (Sodium Bisulfite Tank) and the repairs required for the damaged Aton Buoy, the annual expenses for the West County Agency increased substantially. However, the (CIP) expenses will be paid from the Wastewater Enterprise Capital Improvement Project budgets. The operation and maintenance (O&M) expenses will be paid from the wastewater O&M budget.

To improve administrative efficiency, WRR staff is requesting that the City Council adopt a resolution authorizing the City Manager to execute specific contracts listed in the resolution provided the contract amounts do not exceed the amounts listed in the resolution approved by City Council.

DOCUMENTS ATTACHED:

Attachment 1 – Resolution
Attachment 2 – Stege Sanitary District Agreement
Attachment 3 – West County Agency Joint Powers Agreement (with all amendments) Attachment 4 – West County Agency FY 2023-24 Adopted Budget Attachment 5 – West County Agency Aton Buoy Staff Report and Expense Report 417
Reso. No.

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND

AUTHORIZING THE CITY MANAGER TO EXECUTE RECURRING

CONTRACTS WITH CONTRA COSTA COUNTY, STEGE SANITARY

DISTRICT, WEST COUNTY WASTEWATER DISTRICT AND THE

CALIFORNIA STATE WATER RESOURCES CONTROL BOARD FOR

SERVICES RELATED TO WATER RESOURCE RECOVERY
OPERATIONS FOR FY 2023-24

WHEREAS, there are certain specialized expenses incurred by the Water Resource Recovery Division of the Public Works Department for services provided by various public agencies which occur every year; and

WHEREAS, the specialized expenses and the specified public agencies are each year set forth in the Water Resource Recovery Division budget as line items for budgetary approval purposes; and

WHEREAS, having the City Council authorize the City Manager to execute the contracts associated with the annual line items set forth and approved by the budget will expedite the contract approval process thereby increasing efficiency and reducing paperwork; and

WHEREAS, the annual line items that are specifically to be addressed in this manner are listed as follows:

SHARED COSTS - WEST COUNTY AGENCY

SHARED COSTS - STEGE SANITARY DISTRICT
SHARED COSTS - CONTRA COSTA COUNTY – NORTH RICHMOND

STORM DRAIN PUMP STATION
SHARED COSTS - CONTRA COSTA COUNTY – CLEAN WATER

PROGRAM

CALIFORNIA STATE WATER RESOURCES CONTROL BOARD

NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM (NPDES) PERMITS:
 STORMWATER PROGRAM
 WASTEWATER TREATMENT PLANT
WASTE DISCHARGE REQUIRMENTS (WDR):
 SANITARY SEWER OVERFLOW PROGRAM

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Richmond, as follows:

NOW THEREFORE, BE IT FURTHER RESOLVED. The foregoing recitals are true and correct and this City Council hereby so finds and determines.

NOW THEREFORE, BE IT FURTHER RESOLVED that the . City
Manager is hereby authorized, for fiscal year 2023-24, to execute the contracts listed below provided that the contract dollar amounts do not exceed the amounts listed below:

Contra Costa County:

North Richmond Storm Drain Pum p Station - $325,000;
Clean Water Program - $385,000;

California State Water Resources Control Board:

WWTP National Pollutant Discharge Elimination System (NPDES) - $125,000; City of Richmond Stormwater NPDES permit - $40,500
Sanitary Sewer Overflow Waste Discharge Requirement (WDR) Permit - $40,500

West County Agency - $727,585
Commented [SM1]: This is blank. Was there something
supposed to be here?
Commented [JA2R1]: No, but I revised to make it clearer.

Formatted: Indent: Left: 0", First line: 0"
Formatted: Indent: Left: 0"
418
Reso. No.

These includes the following shared CIP costs that were established at prior West County Agency Board meetings in addition to the expenses that are required to conduct day-to-day business of the Agency (i.e., banking & financial services, professional and technical services, utilities, property services, supplies, etc.). Below is a breakdown of the FY 2023-24 shared costs:

 Joint Powers Shared Costs - $222,624
 O&M Expense – Damaged Aton Buoy - $162,500
 CIP Expense – SBS Tank Design $342,461 (40322930-400708-01N10)

Stege Sanitary District Sewer Use Fees - $38,683
These are sewer use fees for 101 residents located in the Stege Sanitary District (Canyon Estates). The City pays Stege to treat the wastewater. The City maintains the infrastructure.

NOW THEREFORE, BE IT FURTHER RESOLVED. Tthis resolution shall take effect immediately upon its passage.

******************
419
Reso. No.

I certify that the foregoing resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held on November 28December 5, 2023, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

Mayor

Approved as to form:

City Attorney

State of California }
County of Contra Costa : ss.

City of Richmond }

I certify that the foregoing is a true copy of Resolution No. _____, finally passed and adopted by the City Council of the City of Richmond at a regular meeting held on November 28, 2023.

Pamela Christian, Clerk of the City of Richmond

420
Reso. No.

CLERK’S CERTIFICATE

I, Pamela Christian, City Clerk of the City of Richmond, do hereby certify as follows:

The foregoing resolution is a full, true and correct copy of Resolution No. ______ duly adopted at a regular meeting of the City Council of said City duly and regularly held at the regular meeting place thereof on the 28h day of November 2023, of which meeting all of the members of said City Council had due notice and at which a majority thereof were present; and that at said meeting said resolution was adopted by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

An agenda of said meeting was posted before said meeting at City Hall, 450 Civic Center Plaza in the City of Richmond, California, a location freely accessible to members of the public, and a brief description of said resolution appeared on said agenda.

I have carefully compared the foregoing with the original on file and of record in my office, and the foregoing is a full, true, and correct copy of the original resolution adopted at said meeting.

Said resolution has not been amended, modified, or rescinded since the date of its adoption and the same is now in full force and effect.

Dated: _________________, 2023.

City Clerk of the
City of Richmond

[SEAL]

Commented [SM3]: I do not think the page is needed
421
Attachment 2 - Stege Sanitary District Agreement
422
423
6298
ORDINANCE NO. 2121-06J9

ORDINANCE ADOPTING SEWER SERVICE CHARGE RATES
FOR FISCAL YEARS 2019-2020,2020-2021, 2021-2022, 2022-2023, 2023-2024

STEGE SANITARY DISTRICT
The Directors of the Stege Sanitary District find and determine as follows:

A. The Stege Sanitary District (the "District") retained Lechowicz & Tseng Municipal Consultants to conduct a Sewer Rate Study ("Rate Study") to examine the District's current and projected costs and the District's existing rate structure, a copy of which is on file with the District.

B. The Rate Study recommends that the District update irs rates and charges to more accurately recover the costs of providing service to the District's customers.

C. The Rate Study has been considered by the Directors of the Stege Sanitary District.

D. A Notice of Public Hearing containing information on the proposed sewer service charge was duly mailed to every property owner receiving sewer service from the District at least 45 days prior to the public hearing on the proposed increase conducted on June 27, 2019. at which time the Directors heard from all who wished to comment on this maUer.

E. All wriuen protests presented by the affected property owners were considered and taBied at the public hearing on June 27, 2019, and the District did not receive protests by a majority of the owners of the identified parcels affected by this change.

F. The amount of the charges imposed does not exceed the proportional cost of the service attributable to the properties receiving service, and revenues from Ihe charges and fees are not being used for any other purpose than that for which they are imposed.
424
6299
G . This Ordinance was adopted in accordance with the requirements of the law including the provisions of Section 6 of California Constitution Article XIII D.

H. This Ordinance is enacted pursuant to and in implementation of Ordinance No. 1 966-06 LO, "An Ordinance Amending Ordinance No. 1892-0606 Establishing and Providing for the Collection of Sewer Service Charges," which Ordinance was adopted on June 29, 2006. Accordingly, annual sewer service charges and annual sewer service charge rates for Fiscal Years 2019-2020, 2020-2021, 2021-2022, 2022-2023, 2023-2024 and each fiscal year thereafter unless and until amended shall be as provided in this Ordinance and District Ordnance Code Section 7.2 .

This Ordinance also reflects the addition of a multi-unit dwelling rate and other revisions to refleclthe basis for the calculalions.

In consideration of the foregoing findings and determinations, IT IS ORDAINED as follows:

1. Residential Sewer Service Charges. Pursuant to Section 5.1 of Ordinance No. 1 966-0610 and District Ordinance Code Section 7.2, the annual sewer service charge payable by each residemial customer shall he as follows:

Single Family Dwellings
a. For Fiscal Year 2019-20, the sum of $271.00.
b. For Fiscal Year 2020-2 l, the sum of $304.00.
c. For Fiscal Year 202 l-22, the sum of $341.00.
d. For Fiscal Year 2022-23, the sum of $383.00.
e. For Fiscal Year 2023-24 and each fiscal year thereafter unless and until amended, the sum of $429.00.

Multi-Unit Dwellings
a. For Fiscal Year 2019-20, the sum of $252.00.
b. For Fiscal Year 2020-2 l, the sum of $263.00.
c. For Fiscal Year 202 1 -22, the sum of $274.00 .
d. For Fiscal Year 2022-23, the sum of $285.00.
e. For Fiscal Year 2023-24 and each fiscal year thereafter unless and until amended, the sum of $297.00.
425
6300
Thus, Section 7 1 of Code is amended to as follows:

7.2.5.1 Residential Customer Sewer Service Charge. Except as provided in Section

7.2.7, each residential customer pay an annual sewer service charge by the District's Board of one (l) residential dwelling unit, as follows:
a.
b.
iv.
v.
until amenclea
> the sum of $304.00.
the sum of $341.00.
the sum of $383.00.
fiscal year thereafter
sum $429.00.
19-20, the sum of $252.00.

II. For I, sum of $263.00.
iii. For Fiscal the sum of $274.00.

IV. For Fiscal Year the sum of $285.00.
v. For and each fiscal year thereafter unless and
until amended, sum of $297.00.

2. Pursuant to Section
Ordinance No.
service charge
foHowing sewer
one
a. For Fiscal
b. For Fiscal
c. For Fiscal Year 2021
d. Fiscal Year
Ordinance Code Section 7.2, the
customer be vQ.\...\.1]'GLC' .....
no case the
per 1000 gallons,
rate $6.30 per 1000 gallons.
the rate .10 per 1000 gallons.
rate of $8.01 per 1000 gallons.
sewer
e. For Fiscal Year thereafter unless and
until amended, 1000 gallons.

Thus, Section 7.2.5.2 ofthe District is amended to read as foHows:
426
6301

7.2.5.2 Non-Residential Customer Sewer Service Charge. Each non-residential customer shall pay an annual sewer service charge calculated as follows:

7.2.5.2.J The customer's annualized water consumption shall be determined as provided in Section 7.2.6.

7.2 .5.2.2 The customer's annual sewer service charge shall be the amount in dollars obtained when the customer's annualized water consumption is multiplied by the applicable annual sewer charge rate established by the District's Board of Directors. except (hat in no case shall the annual charge be Jess than the applicable charge for one residential multi-unit dwelling unit.

7.2 .5.2.3 The non-residential annual sewer charge rate shall be equal to the annual sewer service charge established by the District's Board of Directors for one (l) residential dwelling unit divided by the annual residential unit water discharge specified in Section 7.2.6.1 pha<;ed-in over five years. The result shall be expressed in terms of dollars per thousands of gallons. as follows:

For Fiscal Year 2019-20, the rate of $5.59 per tOOO gallons.

For Fiscal Year 2020-21, (he rate of $6.30 per 1000 gallons.

For Fiscal Year 2021-22, the rate of $7.lD per 1000 gallons.

For Fiscal Year 2022-23, the rate of$8.01 per 1000 gallons.

For Fiscal Year 2023-24 and each fiscal year thereafter unless and until amended, the rate of $9.02 per 1000 gallons.

3. Typical Gallons Per Year. Sections 7.2.1.1 and 7.2.6.1 of the District Ordinance Code are amended to read as follows :

7.2.1.1 The average wastewater flow discharged from a typical residential dwelling in the District's territory is 47,574 gallons per year. This is based on the annualized. metered water consumption during the winter period of December, January and February for the average single family residential dwelling unit.

7.2.6 .1 The discharge from each residential dwelling unit is presumed to be 47,574 gallons per year and shall not be based upon measured water consumption or other conditions of occupancy of the dwelling unit. The District may periodicalJy review water consumption figures and update this discharge factor. l .
427
The increases in sewer
and sewer rates for
shaH occur automalicaHy on July 1 SI of each respective year or other actions by the District's of
2023, and
without further
Notwithstanding
scheduled
automatic nature of those increases, the Board may review the scheduled
year shaH not
this
at the beginning of each fiscal year and may, in its
rates for thaI fiscal year. Any such reduction
and rales for subsequent fiscal years as _"' .... v.,' .. ' independently acts to reduce charges for that
by
fiscal
reduce
increase
long as the
with this Section. Furthermore, any action by
to this Section 3 shall not affect the
excess of the charges and rates specified in
with aU notice, hearing and other requirements
to
ability to
.... ," .... .,,.,'" so

5. Ordinance is effective upon the expiration one
from the date of publication a summary of the Ordinance, as prescribed by Health

6. Adoption of this Ordinance is exempt from the
the California Environmental Quality Act.

7. ST ATE OF CALIFORNIA)

COUNTY OF CONTRA

I HEREBY
regularly by
thereof, held on the 27th
AYES:

NOES: BOARD
Section 7.2 of the current District
t 8, shall be revised in accordance with this
************
2121-0619 was duly and
Sanitary District, at a regular meeting
19, by a vote as follows:
: Christian-Smith, Merrill, Miller, O'Keefe,
Gilbert-Snyder
: None
428
ABSENT:

ABSTAIN:

ATTEST:

BOARD MEMBERS: None
BOARD MEMBERS; None
Stege Sanitary District
6303
PAUL GILBERT-SNYDER, President
Stege Sanitary District
Contra Costa County. California
, ,
429
Attachment 3 - West County JPA
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482
483
484
485
486
487
488
489
490
491
REMIT TO:

West County Agency
2910 Hilltop Drive
Richmond, CA 94806

2910 Hilltop Drive
Richmond, CA 94806
Phone: 510-222-6700
Fax: 510-222-3277

INVOICE

Billed To:

City of Richmond
Finance Dept/Acct Payables
P. O. Box 4046
Richmond, CA 94804-0046

DATE: 7/1/2023

INVOICE #: INV04322
DUE DATE: 8/1/2023
TOTAL DUE: 727,581.30

CUSTOMER ACCOUNT # : 0301

ITEM DESCRIPTION UNITS PRICE AMOUNT #0301 FY 2024 O&M Payment 1.00 222,624.00 222,624.00 #0301 FY 2023 Budget Amendment for Aton Buoy
Repair

1.00 162,500.00 162,500.00
#0301 Share of Carollo Contract-SBS Project
Expenses

1.00 342,457.30 342,457.30

TOTAL THIS INVOICE 727,581.30

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

PLEASE DETACH THIS PORTION AND RETURN WITH YOUR PAYMENT Customer Name: City of Richmond
Customer Account#: 0301
Invoice #: INV04322
Total Due: 727,581.30

492
West County Agency
Adopted FY 2024 Budget
FY 2022
Actual
FY 2023
Amended
FY 2023
Projected
FY 2024
Adopted
% Increase/
Decrease from
FY 2023
Amended
Revenue
West County Wastewater
Operating (50% Share) 304,712 230,405 230,405 385,124 67% SBS Project (35% Share) 192,253 2,291,421 2,250,250 376,593 -84% Pipe Repair (32% Share) - 123,627 - 123,627 0% Cathodic Protection (77.3% Share) - 101,088 256,556 - -100% Deposit - - - 300,000 0% Subtotal West County Wastewater 496,965 2,746,541 2,737,211 1,185,344 -57% City of Richmond
Operating (50% Share) 304,712 230,405 230,405 385,124 67% SBS Project (65% Share) 225,303 4,387,234 - 4,464,012 2% Pipe Repair (68% Share) - 262,708 - 262,708 0% Cathodic Protection (22.7% Share) - 29,685 - 91,055 207% Deposit - - - 300,000 0% Subtotal City of Richmond 530,015 4,910,032 230,405 5,502,899 12% Misc. Revenue 1,187 - - - 0% Total Revenue 1,028,167 7,656,572 2,967,616 6,688,242 -13% Expenditures
Personnel
Salaries & Wages 2,123 4,300 4,300 4,300 0% Benefits- Social security 506 1,200 1,200 1,200 0% Subtotal Personnel 2,629 5,500 5,500 5,500 0% Non-Personnel
Legal Expenses 75,132 75,000 75,000 75,000 0% Banking & Financial Services - 5,500 5,000 5,500 0% Professional & Technical Services 10,992 37,500 40,000 21,100 -44% Other Purchased Services 11,477 70,110 70,110 68,883 -2% Utilities 646 1,201 400 1,225 2% Property Services 8,435 353,000 230,000 28,000 -92% Permits 222,236 238,000 194,400 240,040 1% Subtotal Non Personnel 328,918 780,311 614,910 439,748 -44% Total Operating 331,547 785,811 620,410 445,248 -43% Subtotal Capital 403,625 7,897,334 1,252,281 6,763,173 -14% Total Expenditures 735,172 8,683,145 1,872,691 7,208,421 -17% Net Surplus/(Deficit) 292,996 1,094,925 (520,179) Net Position 350,254 1,445,179 925,000 Cash Balance in Bank Account 388,251
493
West County Agency Capital Budget
Total Project
Budget
Actual
thru May 2023
Estimated
Carry Forward
Funding Sources
WCWD 2,963,084 2,506,806 456,278
City of Richmond 5,052,370 633,303 4,419,067 Total Funding Sources 8,015,454 3,140,109 4,875,345 Expenses
SBS Project [1] 7,214,330 837,492 6,376,838 Pipe Repair 36" & 6" Sludge Line [2] 400,000 13,665 386,335 WCA Share Cathodic Protection [3] 401,124 401,124 - Total Expenses 8,015,454 1,252,281 6,763,173 [2] City of Richmond previously paid share of $272,000 was credited to the SBS project design costs July 2020. [3] City of Richmond paid $136,000 for share of project costs in November 2019. [1] As per JPA Amendment 6, City of Richmond entered into the construction contract. No construction invoices have been received to date from the City of Richmond.
494
West County Agency
FY 2024 Billing
As of July 3, 2023
SBS Project
Item
Invoice
Date Activity City Richmond
Share 65%
WCW Share
35%
Carollo Design/ESDC 9/9/2020 22,586.75 14,681.39 7,905.36 Carollo Design/ESDC 9/14/2020 49,767.75 32,349.04 17,418.71 Carollo Design/ESDC 10/13/2020 86,699.73 56,354.82 30,344.91 Carollo Design/ESDC 11/28/2020 133,303.58 86,647.33 46,656.25 Carollo Design/ESDC 12/11/2020 56,310.75 36,601.99 19,708.76 Carollo Design/ESDC 1/13/2021 15,987.25 10,391.71 5,595.54 Carollo Design/ESDC 2/15/2021 29,964.00 19,476.60 10,487.40 Carollo Design/ESDC 3/30/2021 20,495.25 13,321.91 7,173.34 Carollo Design/ESDC 1/12/2022 84,503.00 54,926.95 29,576.05 Carollo Design/ESDC 2/12/2022 48,300.75 31,395.49 16,905.26 Carollo Design/ESDC 3/14/2022 49,630.25 32,259.66 17,370.59 Carollo Design/ESDC 4/15/2022 50,210.50 32,636.83 17,573.68 Carollo Design/ESDC 5/10/2022 47,730.50 31,024.83 16,705.68 Carollo Design/ESDC 6/13/2022 33,985.37 22,090.49 11,894.88 Carollo Design/ESDC 7/15/2022 30,305.00 19,698.25 10,606.75 Carollo Design/ESDC 11/10/2022 110,058.23 71,537.85 38,520.38 Carollo Design/ESDC 12/16/2022 21,774.50 14,153.43 7,621.08 Carollo Design/ESDC 1/17/2023 4,388.52 2,852.54 1,535.98 Remaining Contract Balance 7/1/2023 118,463.32 77,001.16 41,462.16 Total 1,014,465.00 659,402.25 355,062.75
Richmond Contribution 11/1/2029 272,000.00
Credit from Cathodic Protection 44,944.85
Balance 342,457.40
Cathodic Protection
Item
Invoice
Date Activity
City Richmond
Share 22.7%
WCW Share

77.3%
Alisto Design 6/18/2021 7,950.00 1,804.65 6,145.35 Alisto Design 9/23/2021 18,550.00 4,210.85 14,339.15 Alisto Design 2/24/2022 9,288.11 2,108.40 7,179.71 Sandis Utility Marking 6/30/2022 10,640.00 2,415.28 8,224.72 WR Forde Construction 12/29/2022 197,420.00 44,814.34 152,605.66 Misc Charges 3/31/2023 28,737.89 6,523.50 22,214.39 WR Forde Construction 3/31/2023 128,538.00 29,178.13 99,359.87 Total 401,124.00 91,055.15 310,068.85 Richmond Contribution 11/1/2019 136,000.00
Balance (44,944.85)
495

Staff Report

REPORT TITLE: EMERGENCY REPAIR AND REPLACEMENT CONTRACT

WITH GLOBAL DIVING & SALVAGE (GD&S)
MEETING: West County Agency Special Meeting - Mar 16 2023 REPORT BY: Andrew Clough, Agency Manager
DEPARTMENT DIRECTOR: Aaron Winer, Director of Water Quality and Resource Recovery
SUBMITTED BY: Aaron Winer, Water Quality & Resource Recovery Department
REPORT TYPE: Contract/Amendment
RECOMMENDATION: Adopt a resolution declaring that: (1) an emergency exists with respect to the condition of WCA AtoN Buoys
#1 and 2 and that the immediate repair, replacement
and/or salvage of the buoys is required to prevent or
mitigate the loss or impairment of life, health,
property or essential public services; (2) that the
emergency will not permit a delay resulting from the
competitive solicitation of bids and that the
expenditure of a sum not to exceed $325,000 is
necessary to respond to the emergency; and (3) that
the Agency Manager is authorized to enter into a
contract with GD&S for the repair, replacement and/or
salvage of the buoys in an amount not to exceed
$325,000.

ATTACHMENT(S): Proposal - WCWD - ATON Repairs - 2023
Damage 12.22
Joint Outfall
FINANCIAL IMPACT:

Total dollar amount 325,000 ☐ Approved in budget
☑
☐
Budget amendment required
No budgetary impact

496

SUMMARY:

WCA owns two marker buoys (WCA AtoN #s 1 and 2) to warn marine traffic of the location of the submarine outfall and diffusers that discharge effluent from the two WCA member treatment facilities. A contract was let with GD&S in July of 2021 to re place WCA AtoN # 1 and make repairs to #2 in addition to repairing the anchor systems for both buoys. The project completed in October of 2022. Less than two months later GD&S reported damage to WCA 1 likely due to collision with a ship. GD&S was authorize d to, then mobilized to the location to inspect the damage. On February 2, 2022, their crew arrived on site and determined WCA 1 was not visible and was either on the bottom still tethered to the anchor block or had drifted away. The cause is thought to be the result of a second shipping collision.

During the same inspection, GD&S visited WCA 2 and determined the solar panel and electrical system had flooded likely due to the buoy tipping from wind and wave action during the January storms. They have been authorized to mobilize again and dive to determine the status of WCA 1 at which point there will be enough information for staff to develop a clear path forward.

BACKGROUND AND DISCUSSION:

Message from GD&S - February 2, 2023

"The crew was finally able to get out to inspect the damage to WCA – 1 today. They arrived at a slack tide around 1100 this morning and were unable to locate the ATON. We have no idea what has happened. What is known is that this occurred in the past 2 weeks, which I know from speaking to a colleague as he was passing by it a couple of weeks ago. It is obvious that it was struck again, however, without diving on it, we were unable to determine if received damage to the float section and sank, or if the damage was severe en ough that it was either severed or torn from the mooring block. Being torn from the mooring block is unlikely simply because of the new block with a new bail and the new safety shackles which had the locking nuts welded in place.

If that bad news isn’t e nough, there’s more. When the team moved inshore to do the quarterly checks on WCA – 2, they found that the wiring from the recently replaced battery to the solar panel shows signs of being burnt. It appears that there was some type of short in the system, possibly from a wave flooding the battery box during the recent King Tides we had. The team was unable to spend too much time on station due to mechanical issues they were having on the vessel at the time."

GD&S staff reached out the the US Coast Guard (USCG) and SF Bay Vessel Traffic in effort to know if their Automatic Identification System (ship tracking radar) could determine which vessel struck the ATON. Unfortunately there is a two week window during which the damage is understood to occur and the USCG did not have the time to spend researching unless we could narrow it down to 6 hours or less.

On March 9 WCW (WCA) staff received the attached pricing proposal which outlines the different operational phases and what each entails. In summary, if WCA 1 is salvageable after Phase I, the total cost of the repairs are estimated to be about $250,000 (includes $30,880 contingency mainly due to uncertainty about fabrication costs). If WCA 1 is not salvageable and a new unit is required to be procured, it would add an estimated $75,000 to the cost of the project for a total $325,000.
497

FINANCIAL CONSIDERATIONS:

Global Diving & Salvage provided a time and materials proposal for $219,120. Due to the high level of uncertainty surrounding the condition and salvageability of WCA-1 AtoN Marker Buoy, staff have included a contingency of $30,880 (total $250,000) and an additional amount of $75,000 if it is determined that WCA -1 requires replacement. The total amount of this request is not to exceed $325,000. To summarize, this includes a base price of $250,000 and contingency of $75,000 in the event a new WCA 1 is required.

This expenditure is not part of the FY 2023 WCA Repair and Replacement Program and as such, a budget amendment for the project is required.

COMMITTEE RECOMMENDATION:

Adopt a resolution declaring that: (1) an emergency exists with respect to the condition of WCA AtoN Buoys #1 and 2 and that the immediate repair, replacement and/or salvage of the buoys is required to prevent or mitigate the loss or impairment of life, health, property or essential public services; (2) that the emergency will not permit a delay resultin g from the competitive solicitation of bids and that the expenditure of a sum not to exceed $325,000 is necessary to respond to the emergency; and (3) that the Agency Manager is authorized to enter into a contract with GD&S for the repair, replacement and/ or salvage of the buoys in an amount not to exceed $325,000.
498
10 March 2023

Proposal for Diving Services:

West County Wastewater District
ATON Repairs

Richmond Marine Outfall
Richmond, California, USA

Submitted To:

West County Wastewater District POC: Aaron Winer 2910 Hilltop Drive Director of Water Quality and Resource Recovery Richmond, CA 94806 (510) 837-6223 Office
www.wcwd.org (510) 812-9586 Mobile
[email protected]

Submitted By:

Global Diving & Salvage, Inc. POC: Fred Foster
1280 Terminal Street Global CA Region-Business Manager West Sacramento, CA 95691 Matt Ronne
Global Project Manager

499
Global Diving & Salvage, Inc. West County Wastewater District Proposal ATON Repairs

Background:

Global Diving & Salvage, Inc., (Global) is responding to a Request for Proposal (RFP) from West County Wastewater District (WCWD) to provide diving services related to the WCWD Outfall ATONs. The WCA-1 ATON (offshore) was replaced by Global in October of 2022. Additional work was done to replace the gravity blocks at both WCA-1 and the WCA-2 (inshore) ATON locations. Global was recently informed by an industry colleague, that the ‘top hat’ appeared to have suffered impact damage. Photos provided by our associate clearly showed significant damage, more troubling than the impact damage, was that the Racon radar transmitter was not clearly visible in the photos. Global dispatched a team to investigate the damage within a few weeks of hearing the news. Upon arrival at slack tide, it was discovered that the ATON was missing and assumed submerged. Unfortunately, due to tidal constraints, the team was unable to conduct a dive to further assess the situation. The team moved inshore to WCA-2 to conduct quarterly maintenance on the solar panel and battery. Once on station, signs of an electrical short within the system. Additionally, the ATON appeared to be sitting somewhat lower in the water than during previous inspections. It is presumed that the battery box became flooded, causing a short in the electrical system. Although the actual cause is unknown, it is presumed that a combination of excessive hard growth limiting the ATONs buoyancy and King Tides (extreme high and low tide cycles) are the likely cause of the issue. This proposal will outline the various phases of work that will need to be accomplished, in order to return the WCWD ATON system to 100% functionality.

Phase 1 Initial Survey:
• Mobilize a survey dive team onboard the DSV Dawn from its berth at KKMI in Richmond. • Transit to the Richmond Outfall ATON WCA-1 (offshore) and establish a 3-point moor. • Set up and test dive control station.
• Conduct Safety Tailboard and JHA review.
• Conduct diving operations to locate WCA-1.
• Perform initial survey and inspection of WCA-1.
• If possible, determine the cause of the WCA-1 ATON failure. • Conduct an inspection and survey of the outfall diffuser section. • Determine if there is any outfall damage that was not noted in previous inspection reports. • Reposition DSV Dawn to the WCA-2 (inshore) ATON location. • Determine what parts of the flashing beacon electrical system require replacement. • Time and tide windows permitting, begin the removal of hard growth on WCA-2.

Phase 2 Recovery and Assessment WCA-1:
• Mobilize equipment and materials at CS Marine yard onboard the DB Steadfast.. • Transit to the Richmond Outfall ATON WCA-1 and establish secure barge position. • Set up and test dive control station.
• Conduct Safety Tailboard and JHA review.
• Conduct diving operations to rig gravity block and WCA-1 for recovery to the barge deck. • Assess damage and determine the root cause of the failure. • Develop a repair plan and schedule for WCA-1.

500
Global Diving & Salvage, Inc. West County Wastewater District Proposal ATON Repairs

Phase 3 Cleaning and Modifications WCA-2:
• Reposition derrick barge to WCA-2 (inshore) location. • Conduct Safety Tailboard and JHA review.
• Conduct diving operations to rig gravity block and WCA-2 for recovery to the barge deck. • Clean hard growth from WCA-2 and inspect for damage.
• Conduct diving operations to remove the bail from the old gravity block that was left in place. • Conduct diving operations to replace WCA-2 and its gravity block on top of the old gravity block.

Phase 4 Re-Installation of WCA-1 & WCA-2:
• Mobilize equipment and materials at CS Marine yard onboard the DB Steadfast. • Transit to the Richmond Outfall ATON WCA-1 and establish secure barge position. • Set up and test dive control station.
• Conduct Safety Tailboard and JHA review.
• Rig ATON and associated gravity block for installation. • Conduct diving operations to install the ATON in an appropriate location. • Replace the ‘top hat’ section to include the solar-powered electrical system and the Racon radar transmitter beacon.
• Function test the electrical system, flashing beacon, and the radar transmitter beacon. • Reposition DB Steadfast at WCA-2.
• Replace the solar-powered electrical system for the marine flasher. • Function test the electrical system and flashing beacon.

Methodologies and Equipment:
• Global will provide a (4) four-man, competent and skilled, diving team to perform the work. • Initial survey diving operations will be conducted from the DSV Dawn. • Diving Operations will be conducted from the CS Marine Barge DB Steadfast (or similar). • All diving operations will be within No Decompression Limits. • Ingress/Egress will be accomplished from a dive ladder secured to the Dawn or the DB. • Direct communications will be available from the Diving Supervisor to the Diver, and vice-versa. • All survey, recovery, repair, and re-installation work will be documented on video with real-time audio.

Schedule:
• Global anticipates (1) day with a (10) ten-hour shift to accomplish the initial survey and (3) days in total with (12) twelve-hour shifts to accomplish the recovery and re-installation work scope. • Work will be conducted on a Time and Material basis.
• Diving Operations Start Date: TBD.

501
Global Diving & Salvage, Inc. West County Wastewater District Proposal ATON Repairs

Pricing:
• Global is providing the following estimate on a time and materials basis in accordance the California Region Marine and Environmental Services Tariff.
• Project is based on both (10) and (12) twelve-hour shifts at weekday rates. • Shift hours are based on start and stop times regulated from Dock to Dock for personnel only. • Should weekend operations be necessary, Saturday will be charged as the first (8) hours at the OT rate and any additional hours at the PT rate, any hours worked on Sunday are billed at the PT rate.

Phase I: Initial Survey
Mobilization/Demobilization Lump Sum
• Equipment Testing and Loading
• Vessel Fuel
• Cleaning and Back Loading
$ 2,775.00
Global Equipment T & M
• DSV Dawn
• U/W Video System
• 1 Day
$ 2,925.00
Global Operations T & M
• 4 Crew Members
• 2 Divers
• 10 Hour Shift
$ 8,250.00
Estimated Phase Total $ 13,950.00

Phase II + III: Recovery & Cleaning
Mobilization Lump Sum
• Equip. Loading at CSM Yard
• Barge Mobilization to Site
• Tug Support W/2 Crew
$ 11,350.00
Barge Operations T & M
• 3 CS Crew Members
• Tug Support W/2 Crew
• 1 Day (12-hour Shift)
$ 31,740.00
Global Operations T & M
• 4 Crew Members (2 Divers)
• Dive Package
• Ancillary Equipment
• Support Crew Boat
• 1 Day (12-Hour Shift)
$ 14,225.00
Demobilization Lump Sum
• Barge Demobilization from Site
• Tug Support W/2 Crew
• Equip. Off-loading at CSM Yard
$ 11,350.00
Estimated Phase Total $ 68,665.00

502
Global Diving & Salvage, Inc. West County Wastewater District Proposal ATON Repairs

Phase IV: Re-Installation
Mobilization Lump Sum
• Equip. Loading at CSM Yard
• Barge Mobilization to Site
• Tug Support W/2 Crew
$ 11,350.00
Barge Operations T & M
• 3 CSM Crew Members
• Tug Support W/2 Crew
• 1 Day (12-hour Shift)
$ 31,740.00
Global Operations T & M
• 4 Crew Members (2 Divers)
• Dive Package
• Ancillary Equipment
• Support Crew Boat
• 1 Day (12-Hour Shift)
$ 14,225.00
Demobilization Lump Sum
• Barge Demobilization from Site
• Tug Support W/2 Crew
• Equip. Off-loading at CSM Yard
$ 11,350.00
Estimated Phase Total $ 68,665.00

Replacement ATON Components
Racon Radar Beacon Cost + 15%
• Current Price is Unknown
• Purchased 3.11.21 $ 32,500.00
• WCWD Purchased Directly
• Waiting on Quote
$ 40,000.00
With Freight
Estimate
Top Hat and Day Markers Cost + 15% • Waiting on Quote $ 12,000.00 Estimate
Solar Panels and Brackets Cost + 15% • 2 Panels and Brackets • Waiting on Quote
$ 1,500.00
Estimate
Batteries and Wiring Cost + 15% • 2 Marine Grade Gel Batteries • Wiring and Terminations
$ 1,200.00
Current Pricing
Miscellaneous Cost + 15% • Incidentals and Contingencies $ 1,000.00 Replacement Components Total is an Estimate ONLY $ 55,700.00

Repair Pricing
Global Repair Labor T & M
• 3-Person Fabrication Team
• 10-Hour Shift(s)
• $ 4,995.00 Per Shift
• Estimated at 2 Shifts
$ 9,990.00
Global Repair Equipment T & M
• Company Truck
• Welder Package
• Miscellaneous Tooling
• Consumables (Cost + 15%)
• Estimated at 2 Shifts
$ 2,150.00
Estimated Repair Total $ 12,140.00
503
Global Diving & Salvage, Inc. West County Wastewater District Proposal ATON Repairs

Registrations:
• CA Contractors License Number: 806939
• State of California DIR No: 1000010707
• Signatory Piledrivers, Divers, Dockbuilders Local 34, Oakland, CA

Terms and Conditions
• Quote includes all applicable insurances including workman’s Comp. • Global Diving and Salvage has a California Type A Contractors License Number: 806939 • Payment terms are Net 30 days from the date of invoice from Global. • Project Work is based on Time and Materials.
• Global will provide all replacement components unless directed otherwise by WCWD. • Global will provide all Diving operations equipment.

Deliverables:

Global will provide copies of all videos and a final report. A final edited video or thumb drive will be provided with a detailed report, written description, frame captures, and any repair recommendations within (2) weeks of the fieldwork.

This completes the Global Diving & Salvage, Inc proposal to perform this required work. Thank you for the opportunity to provide this proposal.

Regards,

504
505

WEST COUNTY WASTEWATER
Drawn By: Mohammad G
Date: 3/7/2021
Attachment A
Aerial Overlay

WCW & WCA EXHIBIT
580
Barrett Ave
Rum
rillBlvd
G
iantRd
Rheem Ave
Ohio Ave
Castro
St
John T Knox Fwy
Richmond-San Rafael Brg
RichmondPkwy
North
Richmond
Cutting Blvd
John T Knox Fwy
Miller-Knox
Regional
Shoreline
Rosie the
Riveter/World
War II Home
Front National
Historical Park
Point Richmond
County of Marin, California State Parks, Esri, HERE, Garmin, SafeGraph, METI/ NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, Maxar

WCW WQRRP
EBMUD
NRWRP

SLUDGE PONDS
EBMUD
RARE

CHEVRON

RICHMOND WPCP

OUTFALL
³
0 10.5
Miles

REPUBLIC

SERVICES

LANDFILL
506

December 5, 2023

Public Works

DATE: December 5, 2023
TO: Mayor Martinez and Members of the City Council
FROM:

Daniel Chavarria, PE, Director of Public Works
Robert Armijo, PE, Deputy Director of Public Works/City Engineer
Ken Cheng, PE, Senior Engineer
Subject:

Smart Signals Project Funding Agreement with Contra
Costa Transportation Authority (CCTA)
FINANCIAL IMPACT: The proposed cost estimate of $1,589,984 to upgrade twenty-one (21) intersection’s traffic signal equipment (which includes design and construction) will be funded directly by CCTA. Matching local funds required in the
amount of $182,336 (minimum 11.47 percent matching
contribution to the grant funds) is proposed from Gas Tax Fund (Account String# 10234431-400708-23044).

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

Public Works staff is recommending City Council approve the Smart Signal Project Funding Agreement between
the City of Richmond and the Contra Costa
Transportation Authority and allocate matching funds in the amount of $182,336. The proposed project is to
upgrade 21 intersection signalization locations on San
Pablo Avenue and 23rd Street.

RECOMMENDED ACTION:

ADOPT a resolution authorizing a Funding Agreement
between Contra Costa County Transportation Authority
(CCTA) and City of Richmond for the allocation of Smart Signals Project funding to City of Richmond for 21
locations; and ACCEPT and APPROPRIATE the
matching contribution of $182,336 from the Gas Tax fund Balance – Public Works Department (Robert Armijo 510-
620-5477/ Ken Cheng 510-621-1612).

AGENDA
REPORT
507

December 5, 2023
DISCUSSION:

Background

On April 2022, the Contra Costa Transportation Authority (CCTA) solicited an opportunity to upgrade its 19 cities/towns and unincorporated communities’ existing traffic signal infrastructures. CCTA, the lead agency has hired Advanced Mobility Group (AMG), a transportation engineering consultant to manage various project stages which includes, planning, environmental study, design engineering, bidding, construction, and inspection throughout the SMART Signals Project. CCTA and AMG has analyzed existing data, prepared Concept of Operations (ConOps), and prioritized each intersection based on criteria to determine the best candidate for the project. Each stakeholder within Contra Costa County who will be participating in this project is required to provide a local match contribution to CCTA; therefore, CCTA has distributed a proposed funding agreement to each of the cities/towns for approval.

A separate Operation and Maintenance Agreement will be reviewed and negotiated between City staff and CCTA to set forth the responsibilities of each agency to ensure proper level of maintenance for the SMART signal equipment.

A total of twenty-one (21) locations in the City of Richmond – ten (10) locations of which are located along San Pablo Ave and the other eleven (11) locations are located along 23rd Street – have been identified to be included in the project are proposed to receive funding.

Project Schedule

Project Phase Start Date
Planning/Conceptual July, 2022
Environmental Studies (PA&ED) March, 2023
Design Engineering (PS&E) September, 2024
Construction September, 2025

The construction phase of the project is estimated to be eight to ten months in duration.

Existing Conditions

The current state of San Pablo Avenue and 23rd Street intersections, overspill traffic, and congestion from freeways on to local arterial roads have all contributed to increased travel times, delays, increases in greenhouse gas emissions, fuel consumptions, and incidents and collisions. These incidents were documented and extensively discussed among cities and towns within the Contra Costa County.

Solution

508

December 5, 2023
The benefits of implementing the ITS, the Smart Signal System will decrease travel times, delays, numbers of stops, secondary accidents, reduction in response times for emergency vehicles, and much more. Not only will the City benefit from the described improvements, the City will be prepared for future technological advancement and incident management strategies and enhance the sharing of real-time information between agencies and the public using existing and next generation.

Financial Impact

The CCTA intends to utilize four funding sources throughout the project which includes planning/conceptual, environmental studies, design engineering, and construction.

CCTA’s Measure J will be spent during the planning/conceptual phase, while a combination of One Bay Area Grant – Cycle 3 (OBAG-3) grant and Local Match (City) will be spent on design engineering and finally, a variety of OBAG-3, Local Match, and Local Partnership Program - Formulaic (LPP-F) (California Transportation Commission, CTC) will be for construction.

The Smart Signals project was included as an “unfunded project” in the Adopted FY2023-24 to FY2027-28 Capital Improvement Project (CIP) Budget. City staff is recommending the City Council approve the Funding Agreement between the City of Richmond and Contra Costa Transportation Authority in the amount of $1,589,984 funded from CCTA with a local match required in FY 2023-24 in the amount of $182,336 (minimum 11.47 percent matching contribution to the grant funds). The proposed match would be funded from the Gas Tax Fund (Account string: 10234431-400708-23044).

Environmental Review

The CCTA is the lead agency for this project. The environmental documentation is not currently available and will be prepared in the next phase of the project. At this time, the CCTA anticipates that it will prepare a Categorial Exemption for the project.

Recommendations

City staff recommends the City Council adopt a resolution authorizing a Funding Agreement between CCTA and City of Richmond for the allocation of Smart Signals Project funding to the City of Richmond for 21 locations and to ACCEPT and APPROPRIATE the matching contribution of $182,336 (minimum 11.47 percent matching contribution to the grant funds) from the Gas Tax Fund Balance.

DOCUMENTS ATTACHED:

Attachment 1 – Resolution
Attachment 2 – CCTA and City of Richmond Smart Signals Funding Agreement Attachment 3 – Smart Signals Project Description

509
Reso. No. xx-23

RESOLUTION NO. xx-23

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

CALIFORNIA, AUTHORIZING A FUNDING AGREEMENT BETWEEN CONTRA

COSTA TRANSPORTATION AUTHORITY AND THE CITY OF RICHMOND FOR

COST SHARING COMMUNITMENTS TO DESIGN AND CONSTRUCTION

OFCONSTRUCT THE CCTA CONTRA COSTA COUNTY TRANSPORTATION

AUTHORITY COUNTY WIDE SMART SIGNALS PROJECT

WHEREAS, on June 20, 2023, City Council adopted the FY2023-24 to FY2027-28 CIP budget Budget that included the “Unfunded Project” in the adopted Capital Improvement Plan; and

WHEREAS, the Contra Costa Transportation Authority (CCTA) will use their Measure J funds for planning/conceptual and environmental studies for City of Richmond’s Smart Signals Project portion of the CCTA Countywide Smart Signals Project; and

WHEREAS, the CCTA will receive One Bay Area Grant – Cycle 3 (OBAG-3) grant from Metropolitan Transportation Commission (MTC) and Local Partnership Program - Formulaic (LPP-F) from California Transportation Commission, CTC for City of Richmond’s portion of the CCTA Countywide Smart Signals Project; and

WHEREAS, the City of Richmond is required to provide project matching funds of $182,336 (minimum 11.47% matching contribution to the grant funds); and

WHEREAS, the MTC has specified that CCTA, as the project sponsor, shall implement and manage the project; and

WHEREAS, the Funding Agreement will specify the funding terms and conditions under which the project will be implemented; and

NOW, THEREFORE, BE IT RESOLVED that the City Council of City of Richmond authorizes the City Manager to execute the Project Funding Agreement with minor revisions that may be approved by the City Manager and the City Attorney, and to execute any other necessary documents to effectuate the terms of the Funding Agreement and any amendments to the Funding Agreement consistent with this Resolution with Contra Costa Transportation Authority for City of Richmond’s portion of the CCTA Countywide Smart Signals Project.

BE IT FURTHER RESOLVED that the City Council hereby authorizes the City Manager, or their designee, to execute and make amendments to the construction contract as needed to facilitate the completion of the Project.

BE IT FURTHER RESOLVED that the City Council designates the City Clerk as the custodian of the documents and other materials which constitute the record of proceedings upon which the decision herein is based. These documents may be found at the office of the City Clerk at the Richmond City Hall, 450 Civic Center Plaza, Richmond, California 94804.

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

I certify that the foregoing resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held November 28December 5, 2023, by the following vote:

AYES:

NOES:
510
Reso. No. xx-23

ABSTENTIONS:

ABSENT:

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

Mayor

Approved as to form:

City Attorney
511
FUNDING AGREEMENT xxxx
Countywide Smart Signals Design and Construction Phases

29222494.1/060323.0001
FUNDING AGREEMENT NO. XXXX

BETWEEN

THE CONTRA COSTA TRANSPORTATION AUTHORITY
AND

THE CITY OF RICHMOND

FOR COST SHARING COMMITMENTS TO DESIGN AND CONSTRUCT THE

COUNTYWIDE SMART SIGNALS PROJECT

This Agreement is made and entered into on ______________, 2023 by the City of Richmond hereinafter referred to as ("CITY") and the CONTRA COSTA TRANSPORTATION AUTHORITY hereinafter referred to as ("AUTHORITY"). CITY and AUTHORITY are collectively referred to herein as the “Parties” and each individually as a “Party.”

RECITALS

1. AUTHORITY is the project sponsor and designated lead agency for implementing the Countywide Smart Signals Project within Contra Costa County, hereinafter referred to as “PROJECT”, which is a program to install signal system and intelligent transportation system (ITS) equipment upgrades to key identified intersections within Contra Costa County cities with the objective to coordinate and synchronize the timing of the signals.

2. AUTHORITY is the recipient of the Metropolitan Transportation Commission’s (MTC’s) One Bay Area Cycle 3 (OBAG 3) funds for design, construction, and deployment of the PROJECT.

3. CITY and AUTHORITY have identified 21 intersections to recommend for signal system and intelligent transportation system (ITS) equipment upgrades for inclusion in the PROJECT estimated at $1,589,984 (See Exhibit A)

4. CITY agrees to provide AUTHORITY with the minimum 11.47% local matching funds to the OBAG 3 funds in the amount of $182,336 in Fiscal Year 2023-24 to pay for the design and installation of upgraded equipment located within CITY’s right-of-way and cost of construction as part of the PROJECT.

5. CITY and AUTHORITY agree that the final matching funds requirements may be adjusted accordingly based on the final actual design and construction costs incurred and will be reconciled at the completion of the PROJECT as defined in paragraph 6 below.

NOW, THEREFORE, in consideration of the foregoing, the AUTHORITY and CITY do hereby agree as follows:

512
FUNDING AGREEMENT xxxx
Countywide Smart Signals Design and Construction Phases

29222494.1/060323.0001

SECTION I

CITY AGREES:

1. To provide AUTHORITY matching funds for upgrading equipment and construction cost for the City’s portion of the PROJECT in an amount of $182,336, which represents 11.47% of the OBAG3 funds of $1,589,984, no later than 30 days from receiving an invoice from AUTHORITY.

2. To work collaboratively with AUTHORITY to implement the PROJECT.

SECTION II

AUTHORITY AGREES:

1. To lead the development process including planning, design, construction, and deployment of the PROJECT, as described in Exhibit A and the Operations and Maintenance Agreement to be negotiated by the CITY and AUTHORITY following execution of this Agreement.

2. To submit an invoice to CITY for an amount of $182,336 prior to December 31, 2023.

3. To work collaboratively with CITY to implement the PROJECT.

SECTION III

IT IS MUTUALLY AGREED:

1. (a) That the cost to complete PROJECT is only an estimate and may require adjustments depending on the final cost. At the completion of the PROJECT, and if AUTHORITY determines that the match amount provided by CITY is exceeded, it will notify and seek approval of CITY to provide additional matching funds. Completion of the Project is defined as when AUTHORITY accepts and certifies that all phases of the PROJECT construction–including but not limited to installation, deployment, and activation of equipment–are completed.

(b) If AUTHORITY determines that the match amount provided by CITY exceeded the amount needed to complete the PROJECT then AUTHORITY will refund CITY the balance of the original match amount provided by CITY and indicated in paragraph 1 of Section I.

2. Term: This Agreement will remain in effect through December 31, 2028, or at the completion of the PROJECT, whichever occurs first, or until discharged as provided in Paragraph 3 below or as a result of paragraph 12 below.

3. Discharge: This Agreement shall be subject to discharge as follows:

a. Either Party may terminate this Agreement at any time until construction of the 513
FUNDING AGREEMENT xxxx
Countywide Smart Signals Design and Construction Phases

29222494.1/060323.0001
PROJECT begins, other than for breach. Either Party may terminate by giving written notice of termination to the other Party which shall specify both the cause and the effective date of termination.

Notice of termination under this provision shall be given at least ninety (90) days before the effective date of such termination. Once construction of the PROJECT begins, neither party may terminate this Agreement unless there is a breach as addressed in paragraph 3(b) below.

b. This Agreement may be canceled by a Party for breach of any obligation, covenant, or condition hereof by the other Party, upon notice to the breaching Party. With respect to any breach which is reasonably capable of being cured, the breaching Party shall have 30 days from the date of the notice to initiate steps to cure. If the breaching party diligently pursues cure, such party shall be allowed a reasonable time to cure, not to exceed sixty (60) days from the date of the initial notice, unless a further extension is granted by the non-breaching Party. On cancellation, the non-breaching party retains the same rights as a Party exercising its right to terminate under the provisions of paragraph 3(a), except that the canceling Party also retains any remedy for breach of the whole contract or any unperformed balance.

c. By mutual consent of both PARTIES, this Agreement may be terminated at any time.

d. In the event of termination, AUTHORITY shall reimburse CITY, if AUTHORITY deems necessary, for overpayment by CITY based on the difference between actual cost share and estimated cost share, which such difference shall be determined in AUTHORITY’s sole discretion.

In no event shall the maximum expenditure allowed under this Agreement, as it may be adjusted by a written amendment signed by both parties, be exceeded.

4. Indemnity: It is mutually understood and agreed, relative to the reciprocal indemnification of AUTHORITY and CITY:

a. That neither AUTHORITY, nor any officer or employee thereof, shall be responsible for, and CITY shall fully indemnify and hold harmless AUTHORITY against, any damage or liability occurring by reason of anything done or omitted to be done by CITY under or in connection with any work, authority or jurisdiction by CITY under the Agreement. It is also understood and agreed that pursuant to Government Code Section 895.4, CITY shall fully indemnify and hold the AUTHORITY harmless from any liability imposed for injury as defined by Government Code Section 810.8 occurring by reason of anything done or omitted to be done by CITY under this Agreement or in connection with any work, authority, or jurisdiction delegated to CITY under this Agreement.

b. That neither CITY, nor any officer or employee thereof, shall be responsible for, and AUTHORITY shall fully indemnify and hold harmless CITY against any damage or liability occurring by reason of anything done or omitted to be done by AUTHORITY under or in connection with any work, authority, or jurisdiction by AUTHORITY under the Agreement. It is also understood and agreed that pursuant to Government Code Section 895.4, AUTHORITY shall fully indemnify and hold the CITY harmless from any liability imposed for injury as defined by Government Code Section 810.8 occurring by reason of anything done or omitted to be done by AUTHORITY under this Agreement or in connection with any work, authority, or jurisdiction delegated to AUTHORITY under this Agreement.

514
FUNDING AGREEMENT xxxx
Countywide Smart Signals Design and Construction Phases

29222494.1/060323.0001

5. Notices: Any notice which may be required under this Agreement shall be in writing, shall be effective when received, and shall be given by personal service, or by certified or registered mail, return receipt requested, to the addresses set forth below, or to such addresses which may be specified in writing to the parties hereto.

Shasa Curl
City Manager
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804

Timothy Haile
Executive Director
Contra Costa Transportation Authority
2999 Oak Road, Suite 100
Walnut Creek, CA 94597

6. Additional Acts and Documents: Each Party agrees to do all such things and take all such actions, and to make, execute and deliver such other documents and instruments, as shall be reasonably requested to carry out the provisions, intent and purpose of this Agreement.

7. Integration: This Agreement represents the entire Agreement of the Parties with respect to the subject matter hereof. No representations, warranties, inducements or oral agreements have been made by any of the Parties except as expressly set forth herein, or in other contemporaneous written agreements.

8. Amendment: This Agreement may not be changed, modified or rescinded except in writing, signed by all Parties hereto, and any attempt at oral modification of this Agreement shall be void and of no effect.

9. Independent Agency: AUTHORITY renders its services under this Agreement as an independent agency. None of the AUTHORITY’s agents or employees shall be agents or employees of the CITY.

10. Assignment: This Agreement may not be assigned, transferred, hypothecated, or pledged by any Party without the express written consent of the other Party.

11. Binding on Successors, etc.: This Agreement shall be binding upon the successor(s), assignee(s) or transferee(s) of the AUTHORITY or CITY as the case may be. This provision shall not be construed as an authorization to assign, transfer, hypothecate or pledge this Agreement other than as provided above.

12. Severability: Should any part of this Agreement be determined to be unenforceable, invalid, or beyond the authority of either Party to enter into or carry out, such determination shall not affect the validity of the remainder of this Agreement which shall continue in full force and effect; provided that, the remainder of this Agreement can, absent the excised portion, be reasonably interpreted to give effect to the intentions of the Parties. 515
FUNDING AGREEMENT xxxx
Countywide Smart Signals Design and Construction Phases

29222494.1/060323.0001

13. Limitation: All obligations of AUTHORITY under the terms of this Agreement are expressly subject to the AUTHORITY's continued authorization to collect and expend the sales tax proceeds provided by MEASURE C and MEASURE J. If for any reason the AUTHORITY's right to collect or expend such sales tax proceeds is terminated or suspended in whole or part, the AUTHORITY shall promptly notify CITY, and the PARTIES shall consult on a course of action to determine how to accomplish the PROJECT or if this Agreement should be terminated. If, after sixty (60) working days of the termination or suspension of sales tax proceeds authority, a course of action is not agreed upon by the PARTIES, this Agreement shall be deemed terminated by mutual or joint consent; provided, that any obligation to fund from the date of the notice shall be expressly limited by and subject to (i) the lawful ability of the AUTHORITY to expend sales tax proceeds for the purposes of the Agreement; and (ii) the availability, taking into consideration all the obligations of the AUTHORITY under all outstanding contracts, agreements to other obligations of the AUTHORITY, of funds for such purposes.

14. No Third Party Beneficiaries: This Agreement is not for the benefit of any person or entity other than the parties.

15. Dispute Resolution: The Parties shall work together in the spirit of good faith and cooperation to successfully implement this Agreement. Should a substantive disagreement arise between the Parties, the disagreement shall immediately be raised between the Parties. Prior to initiating any legal action, the Parties agree to meet in good faith to attempt to resolve any dispute, including but limited to meetings between executive management and participating in mediation.

The Parties shall jointly select and engage the effort of a mediator to help resolve the dispute. The Parties shall equally share the costs of the mediator. If the issue is still unresolved, either Party may bring a legal action seeking resolution of the disagreement. However, any and all legal actions may only be brought if the preceding dispute resolution process has been satisfied.

16. Venue: This Agreement and all work performed thereunder shall be interpreted under and pursuant to the laws of the State of California. The Parties agree that the jurisdiction and venue of any dispute arising under this Agreement shall be the Superior Court of Contra Costa County.

17. Counterparts: This Agreement may be executed in any number of original counterpart signature pages, and each counterpart signature page shall be attached to and incorporated into this original Agreement.

CONTRA COSTA TRANSPORTATION

CITY OF RICHMOND AUTHORITY

By: By:

NAME, Mayor Federal Glover, Chair

ATTEST:
516
FUNDING AGREEMENT xxxx
Countywide Smart Signals Design and Construction Phases

29222494.1/060323.0001

By: By:

NAME, City Clerk Tarienne Glover, Clerk of the Board

APPROVED as to form:

By: By:

NAME, City Attorney Fennemore Wendel, Legal Counsel

517
FUNDING AGREEMENT No. xxxxx
Exhibit A City of Richmond

29222494.1/060323.0001
FUNDING AGREEMENT NO. XXXX
between
The Contra Costa Transportation Authority
and
The City of Richmond

EXHIBIT A

DESCRIPTION OF THE PROJECT

BACKGROUND
The Smart Signals project in Contra Costa County is a CCTA led countywide project to upgrade traffic signal system and communication systems throughout its 19 cities and unincorporated communities.

Contra Costa County is home to 19 cities/towns and the County, which includes numerous unincorporated communities. There are approximately 1400 traffic signals within the County, Caltrans-owned and various city-owned. Most of these traffic signals are located either along major arterials, including State Routes, identified as Routes of Regional Significance (RSS) or other major and minor arterials in the cities/towns.

The project will develop, manage, and implement Intelligent Transportation System (ITS) initiatives such as upgrading the existing legacy systems, providing interconnectivity throughout Contra Costa County signal systems and enhance the sharing of real-time information between agencies and the public.

The existing traffic signal systems in most jurisdictions located within Contra Costa County are legacy systems and are outdated or antiquated compared to newer traffic signal systems. These signal systems currently lack the communication infrastructure such as fiber and cellular/wireless-based communication, which makes it difficult to implement traffic signal synchronization and coordination between traffic signals along an arterial. Most corridors do not currently include Signal Control and Prioritization (SCP) technologies to promote transit usage to reduce delay and travel times for transit vehicles and reduce response time for emergency vehicles.

These deficiencies result in severe traffic congestion within the cities/towns and may result in spillover onto freeways and cause a chain reaction of congestion along local arterials. The current system contributes to overall commuter travel times and delays, increases greenhouse gas emissions and fuel consumption, as well as incidents and collisions. These deficiencies were documented following extensive discussions with the cities and towns regarding traffic signal operation within the Contra Costa County.

CCTA and the project Stakeholders have initially identified these deficiencies, which are translated as the following project goals: 1) Improve safety and minimize crashes, injuries, and fatalities between motorists, bicyclists, and pedestrians; 2) Optimize mobility along major corridors and RRS; and 3) Advance to Smart City and Internet of Things (IOT) solutions.

518
FUNDING AGREEMENT No. xxxxx
Exhibit A City of Richmond

29222494.1/060323.0001

PROJECT ELEMENTS
The Smart Signals project will develop, manage, and implement ITS initiatives that improve the safety and efficiency of multimodal mobility, maximize highway and arterial system throughput, and improve operational efficiency, safety, and reduce environmental impact throughout the county. By upgrading the existing legacy systems and providing interconnectivity throughout Contra Costa County signal systems, the county’s traffic signal systems can be prepared for future emerging technologies including connected and/or autonomous vehicles, big data, integrated corridor management (ICM), enable implementation of incident management strategies and Smart Cities initiatives. This solution can enhance the sharing of real-time information between agencies and the public using existing and next generation ITS technologies.

The upgraded traffic signal systems and signal interconnect will help smooth traffic flow and ease recurring traffic congestion by expanding mode choice options and reducing travel time on local streets and roads. Upgraded traffic signals will benefit pedestrians and transit commuters by reducing wait times at intersections, improving total travel time for all modes while making transit and pedestrian more viable transportation options. The Smart Signal systems would also improve the safety of pedestrians, bicyclists, vulnerable road users, and people with disabilities by deployment of detection systems.

To accomplish these goals, CCTA is applying a Smart Signal approach that will include the implementation of ITS equipment including upgraded traffic signal controllers and cabinets, upgraded Advanced Traffic Management System (ATMS) for each agency to provide remote command and control from a centralized Traffic Management Center (TMC) or Traffic Operations Center (TOC) location, Closed-circuit Television (CCTV) cameras, SCP for transit and emergency vehicles, and vehicle detection systems deployed on predefined designated arterials and state routes.

These improvements will provide local cities and Caltrans day-to-day county-wide traffic management capabilities in addressing recurrent traffic congestion as well as provide CCTA capabilities for managing the system during non-recurring traffic congestion caused by diverted traffic due to major incidents on the freeway or during any evacuation efforts.

The PROJECT’s key features and benefits include but are not limited to some of the following:
 Providing infrastructure for a countywide traffic management system  Upgrading local signal controllers and signal system hardware, software, and firmware  Deploying bicycle and pedestrian detection software for vulnerable road user protection  Providing SCP, including Transit Signal Priority (TSP) and Emergency Vehicle Preemption (EVP) capabilities
 Enabling local event management signal timing options  Taking a proactive approach to safety by identifying “near miss” situations for analysis  Enabling cities and CCTA to proactively manage day-to-day traffic  Enabling cities to proactively manage traffic on local streets that has diverted off the freeway due to a major freeway incident
 Identifying alternative routes with timing optimized for incident management  Allowing shared control and operation, improving cross jurisdictional traffic management  Allowing cities/CCTA access to monitor all CCTV cameras and traffic signals for the purpose of optimizing day-to-day operations
519
FUNDING AGREEMENT No. xxxxx
Exhibit A City of Richmond

29222494.1/060323.0001
Deployment of the Smart Signals Project is expected to result in operational and safety improvements for all modes of transportation, such as:
 Decrease in travel time,
 Decrease in total delay,
 Reduction in number of stops
 Reduction in secondary accidents
 Decrease in fuel consumption and greenhouse gas emissions  Promotion of transit ridership
 Reduction of response time for emergency vehicles
When operating together, these enhancements increase safety and reliability, and support environmental sustainability, economic development, and equitable access for all travelers.

CITY OF RICHMOND ELEMENTS

The signals located at the following intersection are included in the Project and are proposed to receive Smart Signal upgrades. (See Table 1 and Figure 1 below)

Table 1: City of Richmond PROJECT Intersections

LIST OF INTERSECTIONS

Signal No. Primary Street Secondary Street
1 San Pablo Ave Macdonald Ave
2 San Pablo Ave Barrett Ave
3 San Pablo Ave Roosevelt Ave
4 San Pablo Ave Clinton Ave
5 San Pablo Ave Solano Ave
6 San Pablo Ave Garvin Ave
7 San Pablo Ave Esmond Ave
8 San Pablo Ave McBryde Ave
9 San Pablo Ave Robert Miller Dr
10 San Pablo Ave La Puerta Rd
11 23rd St Rheem Ave
12 23rd St Lincoln Ave
13 23rd St Garvin Ave
14 23rd St Roosevelt Ave
15 23rd St Barrett Ave
16 23rd St Nevin Ave
17 23rd St Macdonald Ave
18 23rd St Bissell Ave
19 23rd St Ohio Ave
20 23rd St Virginia Ave
21 23rd St Cutting Blvd
520
FUNDING AGREEMENT No. xxxxx
Exhibit A City of Richmond

29222494.1/060323.0001
The recommended upgrades for signals located in Richmond include:
 Signal controller firmware updates
 Video/Radar detection
 Ethernet Over Copper (EOC) for communication between the signals  Pan-Tilt-Zoom (PTZ) cameras
 An Advanced Traffic Management System (ATMS)
 Traffic signal synchronization, and
 Video Analytics.

Based on preliminary estimates, the upgraded equipment, including cost of construction, is shown below. The City is responsible to provide the minimum 11.47% match.  Total Number of Signals – 21
 Total funding – $1,589,984
 Local match required – $182,336 (11.47%)

521
29222494.1/060323.0001

522

COMMISSIONERS
Federal Glover,
Chair

Newell Arnerich,
Vice Chair
Ken Carlson
Paul Fadelli
Loella Haskew
David Hudson
Chris Kelley
Aaron Meadows
Sue Noack
Renata Sos
Lamar Thorpe

Timothy Haile,
Executive Director

2999 Oak Road
Suite 100
Walnut Creek
CA 94597
PHONE: 925.256.4700
FAX: 925.256.4701
www.ccta.net

March 21, 2023

Attn: Daniel Chavarria
City of Richmond
Email: [email protected]
Subject: Summary of Smart Signals Project for the City of Richmond

Dear Mr. Chavarria,
For the Countywide Smart Signals project, The signals located at the following intersections have been identified to be included in the project and are proposed to receive Smart Signal upgrades:

Signal No. Primary Street Secondary Street
1 San Pablo Ave Macdonald Ave
2 San Pablo Ave Barrett Ave
3 San Pablo Ave Roosevelt Ave
4 San Pablo Ave Clinton Ave
5 San Pablo Ave Solano Ave
6 San Pablo Ave Garvin Ave
7 San Pablo Ave Esmond Ave
8 San Pablo Ave McBryde Ave
9 San Pablo Ave Robert Miller Dr
10 San Pablo Ave La Puerta Rd
11 23rd St Rheem Ave
12 23rd St Lincoln Ave
13 23rd St Garvin Ave
14 23rd St Roosevelt Ave
15 23rd St Barrett Ave
16 23rd St Nevin Ave
17 23rd St Macdonald Ave
18 23rd St Bissell Ave
19 23rd St Ohio Ave
20 23rd St Virginia Ave
21 23rd St Cutting Blvd

523
Public Works Director/Staff
City of Richmond
March 21, 2023

Th
e recommended upgrades for signals located in Richmond include:
• Signal controller firmware updates
• Video/Radar detection
• Ethernet Over Copper (EOC) for communication between the signals • Pan-Tilt-Zoom (PTZ) cameras
• An Advanced Traffic Management System (ATMS)
• Traffic signal synchronization, and
• Video Analytics.

T
he list may be modified as needed. Please let us know if there are any additional considerations, or if there are any questions. Our consultant, AMG, is preparing the Concept of Operations (ConOps) for this project, and we would like to include the final version of the intersections and upgrades into the document.

Based on preliminary estimates, the upgraded equipment, including cost of construction, is shown below. Please note that the City will be responsible to provide the minimum match of 11.47%.
• Total Number of Signals – 21
• To
tal funding – $1,589,984
• Local match required – $182,336
A
Funding Agreement will follow shortly and distributed to the City and all jurisdictions.

Please contact me at [email protected] or 925-256-4701 if you have any questions.

Regards,
J
ohn Hoang
Director, Planning
Cc: Joy Bhattacharya,
Vice President, Director of Innovative Transportation Solutions (AMG) 524

March 17, 2023
Draft Systems Engineering
Management Plan
SMART

SIGNALS
525

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page i Revision History
Name Date Version Summary of
Changes
Approver
Vasavi
Pannala
01/19/2023 1 Initial Draft
Clay
Kellinger
3/3/2023 1.1 Adding
Content

Kasra
Behbahani
3/8/2023 1.2 Reviewed
Joy
Bhattacharya
3/10/2023 1.3 Review
Rich Shinn 3/13/2023 1.3 Comments
John Hoang 3/13/2023 1.3 Comments
Clay
Kellinger
3/13/2023 1.4 CCTA
comment
changes

526

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page ii

TABLE OF CONTENTS
REVISION HISTORY ....................................................................................................................................... I

1. PURPOSE OF DOCUMENT ......................................................................................................................... 1 ORGANIZATION OF THE REPORT .................................................................................................................. 1

2. SCOPE OF PROJECT ................................................................................................................................... 2 PROJECT OVERVIEW ...................................................................................................................................... 2 SOLUTION ...................................................................................................................................................... 3

3. TECHNICAL PLANNING AND CONTROL .................................................................................................... 5 WORK BREAKDOWN STRUCTURE ................................................................................................................. 5 PROJECT DELIVERABLES ................................................................................................................................ 7 CHANGE CONTROL ........................................................................................................................................ 8 SCHEDULE ..................................................................................................................................................... 9

4. SYSTEMS ENGINEERING PROCESS ........................................................................................................... 9

5. TRANSITIONING CRITICAL TECHNOLOGIES ............................................................................................ 15

6. INTEGRATION OF THE SYSTEM .............................................................................................................. 17

7. INTEGRATION OF THE SYSTEMS ENGINEERING EFFORT ....................................................................... 17

8. APPLICABLE DOCUMENTS ...................................................................................................................... 19

527

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 1

1. Purpose of Document
This document presents the Systems Engineering Management Plan (SEMP), developed to guide the planning, design, procurement, and deployment processes of the Contra Costa County Transportation Authority’s (CCTA’s) Safety and Mobility of Arterial (Smart) Signals project. The Smart Signals project will develop, manage, and implement Intelligent Transportation Services (ITS) initiatives that will improve multimodal mobility, maximize highway and major arterial system throughput, reduce environmental impact, and improve operational efficiency and safety throughout the Contra Costa County. This project also serves as a transit signal priority, emergency vehicle preemption, and data communication infrastructure solution for the signal systems. This project lays a foundation for Smart Cities initiatives which connect Intelligent Transportation Services to other Smart City Systems on a countywide basis.

This document explains the Systems Engineering Process intended for the project. A Systems Engineering process is an iterative process used throughout the life cycle of a project.

Since this SEMP is developed early in the lifecycle of the project, several versions might be released during the life of the project. This version of the SEMP is based on the work that is completed for the Project listed below:
• Defined Vision, Goals and Objectives
• Meetings with each of the 20 jurisdictions in Contra Costa County (19 cities/towns and unincorporated County) and transit agencies
• Needs Assessment
• Identification and Evaluation of signal infrastructure • Identified solutions and concepts
• Created probable cost estimates for each agency
• Identified project benefits
• Identified base package
• Support design, procurement, implementation, operation & maintenance

ORGANIZATION OF THE REPORT
The document is organized as follows:

Section 1: Purpose of Document– This section includes the purpose of the SEMP and organization of the document.

Section 2: Scope of the Project – Explains the scope of the project and project components. 528

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 2 Section 3: Technical Planning and Control – This section lists the task deliverables planned for the Project and describes the plan for reviewing the technical deliverables.

Section 4: Systems Engineering Process – Describes the Systems Engineering process that the Project will follow.

Section 5: Transitioning Critical Technologies – This section lists various critical technologies proposed for the Project.

Section 6: Integration of the System – This section includes guidelines for the preparation of Integration Plan in the later phases of the Project.

Section 7: Integration of the Systems Engineering Effort – This section addresses the integration of the multi-disciplinary organizations or teams that will be performing the systems engineering activities.

Section 8: Applicable Documents – This section lists the applicable documents which are inputs to the project.

2. Scope of Project

PROJECT OVERVIEW
Contra Costa County is home to 19 cities/towns and numerous unincorporated communities.

There are approximately 1400 traffic signals within the County, Caltrans-owns and various city-owned. Most of these traffic signals are located either along major arterials, including State Routes, identified as Routes of Regional Significance (RSS) or other major and minor arterials in the cities/towns.

The existing traffic signal systems in most jurisdictions located within Contra Costa County are legacy systems and are outdated or antiquated compared to newer traffic signal systems.

These signal systems currently lack the communication infrastructure such as fiber and cellular/wireless-based communication, which makes it difficult to implement traffic signal synchronization and coordination between traffic signals along an arterial. Most corridors do not currently include Signal Control and Prioritization (SCP) technologies to promote transit usage to reduce delay and travel times for transit vehicles and reduce response time for emergency vehicles.

These deficiencies result in severe traffic congestion within the cities/towns and may result in spillover onto freeways and cause a chain reaction of congestion along local arterials. The current system contributes to overall commuter travel times and delays, increases 529

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 3 greenhouse gas emissions and fuel consumption, as well as incidents and collisions. These deficiencies were documented following extensive discussions with the cities and towns regarding traffic signal operation within the Contra Costa County.

CCTA and the project Stakeholders have initially identified these deficiencies, which are translated as the following project goals.
► Improve safety and minimize crashes, injuries, and fatalities between motorists, bicyclists, and pedestrians.
► Optimize mobility along major corridors and RSS.
► Advance to Smart City and Internet of Things (IOT) solutions.

SOLUTION
The Smart Signals project will develop, manage, and implement ITS initiatives that improve the safety and efficiency of multimodal mobility, maximize highway and arterial system throughput, and improve operational efficiency, safety, and reduce environmental impact throughout the county. By upgrading the existing legacy systems and providing interconnectivity throughout Contra Costa County signal systems, the county’s traffic signal systems can be prepared for future emerging technologies including connected and/or autonomous vehicles, big data, integrated corridor management (ICM), enable implementation of incident management strategies and Smart Cities initiatives. This solution can enhance the sharing of real-time information between agencies and the public using existing and next generation ITS technologies.

The upgraded traffic signal systems and signal interconnect will help smooth traffic flow and ease recurring traffic congestion by expanding mode choice options and reducing travel time on local streets and roads. Upgraded traffic signals will benefit pedestrians and transit commuters by reducing wait times at intersections, improving total travel time for all modes while making transit and pedestrian more viable transportation options. The Smart Signal systems would also improve the safety of the pedestrians, bicyclists, vulnerable road users, and people with disabilities by deployment of detection systems.

To accomplish these goals, CCTA is applying a Smart Signal approach that will include the implementation of ITS equipment including upgraded traffic signal controllers and cabinets, upgraded Advanced Traffic Management System (ATMS) for each agency to provide remote command and control from a centralized Traffic Management Center (TMC) or Traffic Operations Center (TOC) location, Closed-circuit Television (CCTV) cameras, SCP for transit and emergency vehicles, and vehicle detection systems deployed on predefined designated arterials and state routes. These improvements will provide local cities and Caltrans day-to- day county-wide traffic management capabilities in addressing recurrent traffic congestion as well as provide CCTA capabilities for managing the system during non-recurring traffic 530

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 4 congestion caused by diverted traffic due to major incidents on the freeway or during any evacuation efforts.

The Smart Signals project’s key features and benefits include:
► Providing infrastructure for a countywide traffic management system ► Upgrading local signal controllers and signal system hardware, software, and firmware ► Deploying bicycle and pedestrian detection software for vulnerable road user protection ► Providing SCP, including Transit Signal Priority (TSP) and Emergency Vehicle Preemption (EVP) capabilities
► Enabling local event management signal timing options ► Taking a proactive approach to safety by identifying “near miss” situations for analysis ► Enabling cities and CCTA to proactively manage day-to-day traffic ► Enabling cities to proactively manage traffic on local streets that has diverted off the freeway due to a major freeway incident
► Identifying alternative routes with timing optimized for incident management ► Allowing shared control and operation, improving cross jurisdictional traffic management
► Allowing cities/CCTA access to monitor all CCTV cameras and traffic signals for the purpose of optimizing day-to-day operations

Deployment of the Smart Signals Project is expected to result in operational and safety improvements for all modes of transportation, such as:
► Decrease in travel time,
► Decrease in total delay,
► Reduction in number of stops
► Reduction in secondary accidents
► Decrease in fuel consumption and greenhouse gas emissions ► Promotion of transit ridership
► Reduction of response time for emergency vehicles

When operating together, these enhancements increase safety and reliability, and support environmental sustainability, economic development, and equitable access for all travelers.

Table 1 identifies the organization structures that encompass all stakeholders with a brief description of the role to be played by each stakeholder. This includes the management work groups, including the Project Lead Team (PLT), the Project Management Team (PMT), the Project Development Team (PDT), the Project Systems Engineer (PSE), the Core Advisory Committee Group (CACG), and multi-disciplinary technical teams that will work together as a team to support the project.
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 5 Table 1: Stakeholder Role(s)
Stakeholder Role(s)
Tim Haile Executive Director of CCTA, Executive leadership and PLT. 19 Mayors of jurisdictions in
Contra Costa County
Executive Leadership and PLT Responsible for review and approval of project improvements within the City’s right-of-way. These jurisdictions own and operate numerous signals in Contra Costa County and will own, operate, and maintain the planned systems.

CCTA Staff PMT, project sponsor.

Advanced Mobility Group PMT, PSE
Design Consultant(s)/
Engineer(s)
PDT, perform PS&E for project field elements.

Construction Contractor(s) PDT, construct and install field elements.

Integration Consultant(s) PDT, integrate project field elements.

CCTA Technical Staff CACG
CCTA Traffic Engineers CACG
Local Cities Own and operate numerous signals in Contra Costa County.

Responsible for review and approval of project improvements within the City’s right-of-way. Will own, operate, and maintain the planned systems.

Transit Agencies Infrastructure will need integration with systems.

The SEMP is a living document that will be updated as the project progresses. The current version of the SEMP is the draft framework version prepared by the PSE on behalf of the project sponsor. The complete version will be prepared in conjunction with the Systems Engineer and Development Teams as the project progresses and the design and integration consultants are selected for the project.

3. Technical Planning and Control

WORK BREAKDOWN STRUCTURE
► WBS-1 - Select Project Management Team and Project Systems Engineering: CCTA, the project sponsor, selects a System Engineer to lead the systems engineering process for the Smart Signals Project.
► WBS-2 - Prepare Systems Engineering Management Plan: The Systems Engineer will prepare and maintain the Systems Engineering Management Plan (SEMP) to guide the planning, design, procurement, and deployment processes of the Smart Signals Project. ► WBS-3 - Public Outreach and Meeting with the Stakeholders: Multiple meetings will be held between all the stakeholders to discuss the project and user needs. 532

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 6 ► WBS-4 - Prepare Concept of Operations and Identify User Needs: The System Engineer will develop the Concept of Operations (ConOps), which will describe the characteristics of the proposed system from the perspective of the system operator(s). The ConOps provides a high-level understanding of the activities the planned systems will support. ► WBS-5 - Prepare System Requirements: The System Engineer will identify and develop a list of technical requirements and functionalities that are essential and/or desirable to be included in the new systems. These requirements will be based on the ConOps and discussions with stakeholders at meetings.
► WBS-6 - Prepare Verification/Acceptance Plan: The System Engineer will develop a verification/acceptance plan describes in the Project Deliverables section below. ► WBS-7 - Prepare Request for Proposal (RFP) for Project Design Team: CCTA will prepare and submit a request for proposal for bids to be the Project Design Team of this project. ► WBS-8 - Select System Project Design Team: CCTA will select project design team to prepare the Plans, Specifications, and Estimate (PS&E) for the project. ► WBS-8 - Prepare Agreement(s): CCTA will plan and approve the agreements between CCTA and the selected Design Team.
► WBS-9 - Develop PS&E for Project Field Elements: The design team will develop the plans illustrating the improvements and upgrades at all intersections. The team will develop the specification for the procurement of all infrastructure, hardware, and software as needed for the project. The team will also develop a cost estimate for the project.
► WBS-10 - Prepare RFPs to select Contractor to Construct Field Elements and Project Systems Integrator: CCTA will prepare and submit a request for proposal to select the construction contractors and Project Systems Integrator for this project. ► WBS-11 - Prepare Agreement(s): Prepare agreements for construction contractors and the Project Systems Integrator.
► WBS-12 - Deploy Systems and Construct/Integrate Project Field Elements:

Construction contractors and the Systems Integrator will work to deploy and integrate field elements for the project per the PS&E package developed by the Project Design Team.
► WBS-13 - System Testing, Verification, Validation, and Acceptance: The System Engineer will work with CCTA, various cities/towns, and public agency stakeholders during the acceptance testing to verify that each element of the deployed systems is working as required.
► WBS-14 - Operation and Maintenance (O&M) Plan: The System Vendors will develop the Operation and Maintenance Plan as described in the Project Deliverables section below.
► WBS-15 - Project Evaluation: CCTA will evaluate the effectiveness of the deployed system by evaluating Key Performance Index’s (KPIs), benefits and cost, before-and- after studies, and lessons learned to assess the effectiveness of the project. 533

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 7

PROJECT DELIVERABLES
The Systems Engineering process as applied to the project will produce, at a minimum, the following documents.
► Project Management Plan (under separate cover): The Project Plan defines and describes all the tasks that need to be performed to accomplish the Project. Each task is described in enough detail that the assigned personnel can replicate the documented task. It is also critical that the products of each task, the schedule for each task, and the available budget are established.
► Systems Engineering Management Plan (this document)
► Concept of Operations (under separate cover): This document provides a high-level system operational overview of the project.
► High Level Requirements (under separate cover): This document describes what the system is to do, how well it is to perform, and under what conditions. These requirements set the technical scope of the system to be built. ► Inspection Plan (under separate cover): This document defines inspection criteria such as what materials are to be inspected, how the inspection is executed, what characteristics are to be inspected, test equipment used, and work center and inspection specifications.
► Verification Plan (under separate cover): This plan provides steps for acceptance tests ranging from equipment factory tests to system acceptance tests. CCTA’s consultant will prepare the test plans to verify the provided system meets the specified requirements. ► Validation Plan (under separate cover): This plan lists the validation activities, including validation requirements, that need to be performed by system users to validate how well the system satisfy their needs.

Other documents included in the Systems Engineering process will be developed by CCTA selected Systems Integrator as separate work. The guidelines to prepare these two documents are listed in the later sections of this document.
► Operations and Maintenance Plan (under separate cover): This document documents the equipment, hardware, procedures, resources, training, and support needed for operating and maintaining the system built by CCTA for the cities to operate. A Memorandum of Understanding (MOU) between CCTA & local agencies will be developed as part of the O&M plan.
► Systems Integration Plan (under separate cover): This document shows how the integration steps of the system are to be done iteratively with verification. This plan defines the sequence of activities that will integrate software components into sub- systems and sub-system into the entire systems.
► Detailed Design Plan (under separate cover): This document provides detailed descriptions and specifications of all system components including PS&E). 534

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 8 ► Testing Plan (under separate cover): This document assures all the elements of the system are subjected to a structured review process directed at verifying compliance with the physical, functional, and operational requirements at each level of system development and deployment. This document contains all the test requirements and procedures, who is responsible for testing, and the internal integration testing schedule for each set of integration use case scenarios.

CHANGE CONTROL
A Change Control Board (PMT, PLT) will establish baseline templates and/or reports for each of our project deliverables. A baseline template is an approved configuration that can be changed only through formal change control procedures. Configurations serve as references for further activities. An ‘approved’ status for a configuration means that all items composing the configuration are final. IBM’s Engineering Lifecycle Management (ELM) and e-Builder tools will be used to manage the deliverables of these six baseline subcomponents:

• Requirements Baseline: For requirements documentation and management activities; • Functional Baseline: For system and interface specifications and architectural descriptions;
• Design Baseline: For solution design containing hardware, software, data, and tools components;
• Documentation Baseline: For project documents (e.g., plans, safety, estimates); • Test History: To trace integration, verification, validation, and test activities (e.g., procedures, reports); and
• Modification History: For reports generated from the change management tool to trace accepted change requests considered in the project baseline. • All changes to baselines, such as change orders, will be submitted and approved in e- Builder. E-Builder is the program management tool used by CCTA which augments the document control process by implementing pre-built workflows for all approval and submittal processes. Initially, the systems engineer or integrator puts the baseline documents on e-builder. If a change request is made, the Change Control Board (PMT and PLT) will evaluate the change request and involve the Project Technical Team if needed, then decide on approval of the change request. The Systems Integrator will then implement the approved change. E-Builder’s role in change control is shown in the Change Control Diagram in Figure 1.

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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 9

Figure 1: Change Control Diagram

SCHEDULE
Table 2: Estimated Schedule of Project Tasks
Tasks Schedule
Project Engineering November – August 2023
Plan, Specifications, &
Estimate
August – June 2024
Construction Fall 2024 – Spring 2025
Systems Integration Spring 2025 – Fall 2025
Project Close Out December 2025

4. Systems Engineering Process
The CCTA Project team will utilize a Systems Engineering Process to outline the process in which to develop and closely adhere to a design process that is acceptable to CCTA and the project 536

CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 10 stakeholders. CCTA will utilize the services of consultants and input from stakeholders to confirm that this process is followed.

A Systems Engineering process is an iterative approach to technical management, procurement, system design, product realization, and technical evaluation at each level of the system, beginning at the top and propagating those processes through a series of steps that eventually lead to a preferred system solution, and then continue through detailed design, deployment, integration, verification, and initial operations.

The Systems Engineering process for the Project will follow the V-Model as defined in the FHWA Systems Engineering for Intelligent Transportation Systems Guide and illustrated in Figure 2.

Figure 2: System “V” Diagram

Table 3: Existing or Ongoing ITS Strategies and Packages based on 2023 Regional ITS Architecture
Stakeholder Strategies System
Caltrans D-4 SR 4 East ICM ATMS
Caltrans D-4 Transportation
Management System
DM01 - ITS Data Warehouse - CHP/MTC 2
MC08 - Maintenance and Construction
Activity Coordination - SMART Corridors
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 11 Stakeholder Strategies System
PS10 - Wide-Area Alert - California
Highway Patrol-02
PS12 - Disaster Response and Recovery -
ICM and TMC
PS13 - Evacuation and Reentry
Management Local Cities/Counties -02
PS14 - Disaster Traveler Information -
SMART Corridors
PT09 - Transit Signal Priority - SR-4
SMART
SU04 - MTC Regional Map Management
TI01 - Broadcast Traveler Information -
Caltran District 4 ( Traffic Operations) - 01
TI02 - Personalized Traveler Information -
ICM
TM01 - Infrastructure-Based Traffic
Surveillance - ICM
TM03 - Traffic Signal Control - ICM
TM06 - Traffic Information
Dissemination- Caltrans District 4 (Traffic
Operations)
TM07 - Regional Traffic Management -
Caltrans District 4(Traffic Operations)-02
TM08 - Traffic Incident Management
System - California Highway Patrol
TM09 - Integrated Decision Support and
Demand Management - Contra Costa
Transportation Authority
PS03 - Emergency Vehicle Preemption -
East Bay ICM
PT09 - Transit Signal Priority - SR-4
SMART
TM01 - Infrastructure-Based Traffic
Surveillance - ICM
TM03 - Traffic Signal Control - ICM
CCTA CCTA Countywide Connected Data
Center
CCTA Centralized Transit Priority
PT09: Transit Signal Priority – CCTA
Centralized TSP
TM09: Integrated Decision Support and
Demand Management
PT14 - Multi-modal Coordination -
Regionwide
TM07 - Regional Traffic Management -
CCTA Smart Signals
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 12 Stakeholder Strategies System
MTC MTC Bay Area 511 DM01: ITS Data Warehouse - Bay Area NextGen 511 System
TI01: Broadcast Traveler Information -
Bay Area NextGen 511 System
TI01: Broadcast Traveler Information -
Bay Area 511 IVR
TI01: Broadcast Traveler Information -
Bay Area 511 Website
TI02: Personalized Traveler Information -
Bay Area NextGen 511 System
TI02: Personalized Traveler Information -
Bay Area 511 IVR
TI02: Personalized Traveler Information -
Bay Area 511 Website
TI04: Infrastructure-Provided Trip
Planning and Route Guidance - Bay Area
NextGen 511 System

County
Connection
(CCCTA)
County Connection Connected Vehicle
(CV) Transit Signal Priority (TSP)
PT09: Transit Signal Priority
Tri-Delta
(ECCTA)
Tri Delta Transit Operations System
Tri Delta Transit Vehicle
DM01 - ITS Data Warehouse - Bay Area
NextGen 511 System
PS02 - Emergency Response - MTC
Transit Incident Management Application
PT04 - Transit Fare Collection
Management - Clipper
PT05 - Transit Security - Subregional
Transit Agencies Infrastructure
Monitoring-02
PT17 - Transit Connection Protection -
Passenger Connection Protection
PT17 - Transit Connection Protection -
CCTA
TM08 - Traffic Incident Management
System - MTC Transit Incident
Management Application
PT04 - Transit Fare Collection
Management - Clipper
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 13 Stakeholder Strategies System
PT17 - Transit Connection Protection -
Passenger Connection Protection

AC Transit AC Transit Operations System
AC Transit Bus Arrival Information
System
AC Transit Bus Yard
AC Transit Operations System
AC Transit Vehicles
AC Transit/BART Deman Response
Vehicles
DM01 – ITS Data Warehouse
PS02 – Emergency Response
PT01 – Transit Vehicle Tracking
PT02 – Transit Fixed-Route Operations
PT03 – Dynamic Transit Operations
PT06 Transit Fleet Management
PT07 – Transit Passenger Counting
PT08 – Transit Traveler Information
PT09 – Transit Signal Priority

Table 4: Planned or Future ITS Strategies and Packages Regional ITS Architecture Plans Stakeholder Strategies Market Packages
Caltrans D-4 Contra Costa Decision Support
System
TM09: Integrated Decision Support and Demand
Management
CCTA Contra Costa Decision Support
System
CCTA Smart Signals
TM01: Infrastructure-Based Traffic Surveillance
TM03: Traffic Signal Control
TM06: Traffic Information Dissemination
TM09: Integrated Decision Support and Demand
Management
PT14: Multi-modal Coordination

AC Transit AC Basic Transit Vehicle
Equipment
VS01 – Autonomous Vehicle Safety Systems

Table 5: Project Standards
Standard
Group
Document ID Title
ASTM ASTM E2468-05
ASTM E2665-08
Standard Practice for Metadata to
Support Archived Data Management
Systems
Standard Specifications for Archiving ITS-
Generated Traffic Monitoring Data
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 14 Standard
Group
Document ID Title
IEEE IEE 1512
IEE1512.3
Standard for Common Incident
Management Message Sets for use by
Emergency Management Centers
Standard for Hazardous Material
Incident Management Message Sets for
Use by Emergency Management Centers
ITE ITE ATC 5201
ITE ATC 5202

ITE ATC API
ITE ITS Cabinet

ITE TMDD
Advanced Transportation Controller
(ATC)
Model 2070 Controller Standard
Application Programming Interface (API)
Standard for the Advanced
Transportation Controller (ATC)
ITS Standard Specification for Roadside
Cabinets
Traffic Management Data Dictionary
(TMDD) and Message Sets for External
Traffic Management Center
Communications (MS/ETMCC)
SAE SAE J2313
SAE J2354
SAE J2735
SAE J3067
On-Board Land Vehicle Mayday
Reporting Interface
Message Set for Advanced Traveler
Information System(ATIS)
Dedicated Short Range Communications
(DSRC) Message Set Dictionary
Candidate Improvements to Dedicated
Short Range Communications (DSRC)
Message Set Dictionary [SAE J2735]
Using Systems Engineering Methods
NTCIP NTCIP 1201
NTCIP 1202
NTCIP 1205
NTCIP 1206
NTCIP 1208
NTCIP 1211

Global Object Definitions
Object Definitions for Actuated Traffic
Signal Controller (ASC) Units
Object Definitions for Closed Circuit
Television (CCTV) Camera Control
Object Definitions for Data Collection
and Monitoring (DCM) Devices
Object Definitions for Closed Circuit
Television (CCTV) Switching
Data Element Definitions for Object
Definitions for Signal Control and
Prioritizations (SCP)
ANSI ANSI ASC X12 TS–813 Electronic Filing of Tax Return Data APTA APTA TCIP-S-001 Standard for Transit Communications Interface Profiles
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 15 Standard
Group
Document ID Title
GTFS
Discussion
Group
GTFS
GTFS-Realtime
General Transit Feed Specification (GTFS)
Static
General Transit Feed Specification (GTFS)
Realtime
ISO ISO 19091
ISO 21217
ISO 21320-1
Intelligent transport systems ––
Cooperative ITS –– Using V2I and I2V
communications for applications related
to signalized intersections
Intelligent transport systems ––
Communications access for land mobiles
(CALM) –– Architecture
Information technology — Document
Container File — Part 1: Core
USDOT RSU V4 USDOT Roadside Unit (RSU) Specification
Document – Version 4
IETF IETF RFC 7230
IETF RFC 4180

Hypertext Transfer Protocol (HTTP/1.1):

Message Syntax and Routing
Common Format and MIME Type for
Comma-Separated Values (CSV) Files
NIST NIST FIPS PUB 140-2 Security Requirements for Cryptographic Modules
NEMA NEMA TS 2
NEMA TS 4
NEMA TS 5
NEMA TS 8
Traffic Controller Assemblies with NTCIP
Requirements
Hardware Standards for Dynamic
Message Signs (DMS) with NTCIP
Requirements
Portable Traffic Signal Systems (PTSS)
Standard Control Circuit and Pilot
Devices
Cyber and Physical Security for
Intelligent Transportation Systems (ITS)

5. Transitioning Critical Technologies
Critical technologies are those technologies which prevent the system from meeting its goals/objectives and providing the functionality required. There are no backups to critical technologies needed for the “solution” described in the previous sections. With this definition, all technologies in the proposed system are critical. The technologies that will be used in this Project are:
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 16

1. Traffic Signal Control (TSC) enables traffic signals to assign the right- of-way at intersections. Traffic Signal Controllers are the physical devices assigned to an intersection that are usually stored in traffic cabinets. They can control a single intersection, multiple closely spaced intersections, or a midblock crosswalk. Traffic Signal Controllers electrically switch signals to traffic lights and pedestrian walk signals. TSCs can be pretimed, semi- actuated, or fully actuated; meaning both vehicle and pedestrian signals can either be programmed to use predetermined duration and timing intervals or use vehicle and pedestrian detectors to activate a certain phase (change it from red to green) of the signals.

2. Communications (Fiber and/or Ethernet) in modern ITS networks require ever-increasing data rates to facilitate real-time communications between a wide variety of remote field devices and traffic control centers. Fiber optic links between controllers and traffic control centers provide greater b andwidth, longer transmission distances, and more signal immunity than twisted pair copper and coax options. Fiber Optic cables will be a necessity to install at select locations to provide this increased functionality to the traffic control center. With the cost of fiber up, wireless/ cellular communication , or Ethernet over Copper (EOC) will also be an option for this project to be within the project budget.

3. Hybrid Traffic Detection refers to the use of multiple sensor technologies to detect and monitor traffic on roadways . A hybrid detection system uses a combination of sensors, radars, cameras, and software to collect data on vehicle speed, volume, flow, vehicle classification, etc., in addition to providing the detection calls to the signal controller to operate the traffic signals. A hybrid traffic detection system can provide more reliable and detailed information on traffic, including the detection of vehicles, pedestrian, bicyclist, and other vehicle classifications, which can improve safety and mobility at the intersection.

4. Video Analytics are used to comply with California privacy laws while detecting events and objects and communicating this event to the traffic signal controllers or the traffic control centers. These devices detect vul nerable road users (i.e. pedestrians and bicyclists), motor vehicles, and their movements. These devices may use Pan Track Zoom (PTZ) camera technology which allows for a wider field of view and reliable control for remote operators. Video detection edge devices may be used or existing fiber communication to TMC can be used to inform users of special traffic events such as a car going the wrong way, a car on fire, a pedestrian jaywalking, and near miss collisions.

5. Signal Control and Prioritization (SCP) gives preferential treatment (priority) to facilitate the movement of fleet vehicles such as transit, emergency services, and commercial fleets through signalized intersections. TSP and EVP are subsets of SCP that give signal priority to transit and emergency vehicles respectively. The innovative method for setting up Signal Control Prioritization is to use cloud- based systems or Vehicle to Infrastructure (V2I) communication instead of installing intersection infrastructure.

6. Automated Traffic Signal Performance Measures (ATSPM) is a group of performance measures, data collection and data analysis tools that show real- time and a history of performance at signalized intersections.
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 17

6. Integration of the System
System Integration will be a joint effort of CCTA and selected System Integrator. The System Integrator will be responsible for leading the efforts for successful integration of the various components of the Project. The System Integrator will be responsible for developing the Integration Plan for the project, which working with vendors and contractors to get a clear understanding of the various methods that they will use to ensure successful integration of the developed components into a fully functioning system that meets the requirements from the RFP and other Contract documents.

System Integration will occur in a phased approach starting with elements combined into components which are then combined into subsystems and then into a system. As each phase is ready, it will be first tested as a standalone system before testing as part of the existing system. The exact testing to be performed will be detailed in the individual device acceptance test plans, the system acceptance test plan, and the Verification and Validation Plans.

7. Integration of the Systems Engineering
Effort
This project includes 19 cities/towns, county, Caltrans, and transit providers. The larger the number of teams, the more critical and important the integration efforts are. It is critical that each stakeholder understands their roles and responsibilities for the project and how they can support the tasks from the WBS. Table 5 identifies the roles and responsibilities and the stakeholders responsible for approval along with the decision gates for each of the tasks identified as part of the WSB outlined in Section 3:

Technical Planning and Control. Decision gates represent critical activities that must be satisfactorily completed and approved before a task is considered complete. Each team will need to be aware of the status of activities coming directly before tasks their team is responsible for, as well as communicating with teams on tasks coming directly after to assist with the transition between tasks.

Table 5: Task Decision Gates
Critical Activity Deliverable Completed
By
Approval By Prerequisite
Select PMT and PSE PMT and PSE CCTA Executive
Leadership
None
Prepare Systems
Engineering
Management Plan
Draft & Final SEMP Advanced
Mobility
Group
CCTA, All
Public
Agency
Stakeholders
Select PMT and PSE
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 18 Critical Activity Deliverable Completed
By
Approval By Prerequisite
Public Outreach and
Meeting with the
Stakeholders
Meeting with
Stakeholders
CCTA and
Advanced
Mobility
Group
CCTA, All
Public
Agency
Stakeholders
Select PMT and PSE
Prepare Concept of
Operations (ConOps)
Draft & Final Report Advanced
Mobility
Group
CCTA and
Public
Agency
Stakeholders
SEMP
Prepare System
Requirements
Draft & Final System
Requirements
Advanced
Mobility
Group
CCTA and
Public
Agency
Stakeholders
Concept of
Operations
Prepare Verification/
Acceptance Plan
Draft & Final
Verification/
Acceptance Plan
Design and
System
Integrator
Contractors

PMT (AMG
and CCTA),
Public
Agency
Stakeholders
System
Requirements
Prepare Requests for
Proposal (RFP) for
Project Design Team
(PDT)
Draft & Final
Requests for Proposal
Advanced
Mobility
Group,
CCTA
Executive
Leadership
Systems
Requirements and
ConOps
Prepare Agreements Designer Agreements Advanced
Mobility
Group
CCTA Board Varies
Develop Plans,
Specifications, and
Estimate (PS&E) for
Project Field Elements
Draft & Final PS&E Design PDT PMT (AMG
and CCTA)
RFP for PDT
selection

Prepare RFPs to select
Contractor to
Construct Field
Elements and
Draft & Final
Requests for Proposal

PDT PMT (AMG
and CCTA)
PS&E
Prepare Agreement(s) Construction and
System Integrator
Agreements
PMT CCTA Board RFP for Contractor
selection
Deploy Systems and
Construct/Integrate
Project Field Elements
Systems deployed in
field
System
Integrator,
Contractors

PMT (AMG
and CCTA),
Public
Agency
Stakeholders
Select System
Vendors
System Testing and
Acceptance
Completed Systems System
Vendors

PMT (AMG
and CCTA)
Deploy systems and
construct/integrate
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CCTA Smart Signals Systems Engineering Management Plan-Draft | Page 19 Critical Activity Deliverable Completed
By
Approval By Prerequisite
project field
elements
Operation and
Maintenance (O&M)
Plan
Draft & Final
Operation and
Maintenance Plan
System
Vendors

PMT (AMG
and CCTA),
Public
Agency
Stakeholders
System Testing and
Acceptance
Project Evaluation Evaluation Plan PMT PMT (AMG
and CCTA),
Public
Agency
Stakeholders
Operation &
Maintenance Plan

8. Applicable Documents
The following is a list of references used in the development of the SEMP:
► FHWA/Caltrans Systems Engineering Guidebook for ITS, version 3.0, November 2009. ► Smart Signals Project Fact Sheet, CCTA.

546

CONTRA COSTA COUNTYWIDE SMART SIGNALS

Contra Costa Transporta�on Authority (CCTA) is leading a Countywide Smart Signals Project (Project) to upgrade traffic signal and communica�on systems at 328 intersec�ons within Contra Costa County throughout the 19 ci�es/towns and unincorporated communi�es located along major arterial streets and roads designated as Routes of Regional Significance.

PURPOSE + NEED | Exis�ng traffic
signal systems in most ci�es within Contra
Costa County consist of outdated legacy
systems that lack fiber and/or ethernet
base communica�on making traffic signal
synchroniza�on and coordina�on
between traffic signals difficult.

Addi�onally, most corridors need Signal
Control and Priori�za�on (SCP)
technologies that can promote transit
usage and mode shi�. These opera�onal
deficiencies result in severe traffic
conges�on within the ci�es which can
also lead to spillover on the freeways;
increasing commuter travel �mes,
greenhouse gas emissions, fuel
consump�on, and accidents.

SOLUTION | Implementa�on of the planned Intelligent Transporta�on System (ITS) elements will unify Contra Costa County’s signal technology and communica�on systems to op�mize traffic flow. It will provide an interconnected Advanced Traffic Management System (ATMS) with the ability to monitor traffic condi�ons in real-�me, safely, and efficiently manage incidents, and share informa�on between agencies and the public.

BENEFITS

SAFETY
Upgrading traffic signal equipment
and applying smart control
systems at intersec�ons will:
► Improve emergency service
response �me;
► Help first responders and law
enforcement manage traffic or
crime incidents; and
► Implement Video analy�cs
that can iden�fy near miss
situa�ons, prevent future
occurrences, and reduce
secondary accidents.

OPERATIONAL

IMPROVEMENTS
Signal synchroniza�on and
implementa�on of SCP
technologies will:
► Smooth traffic flow and
reduce idling;
► Increase average speed;
► Decrease travel �me and total
delay;
► Reduce greenhouse gas
emissions; and
► Increase transit reliability by
improving on-�me service.

TRAFFIC MANAGEMENT

ENHANCEMENTS
Shared control and improved cross
jurisdic�onal traffic management will:
► Provide ci�es and Caltrans access to
monitor all videos and signals in
real-�me;
► Op�mize day-to-day traffic
opera�ons and manage local events
through signal �ming op�ons;
► Effec�vely manage arterial traffic
during major incidents on the
freeway, evacua�ons, or major
events; and
► Enable ci�es to priori�ze transit and
emergency vehicles.

The goals of the project are to improve safety, optimize mobility, prepare for emerging transportation technologies, and advance Smart Cities.
547
CONTACT | John Hoang, Director, Planning - CCTA
Phone: 925.256.4729 I E-mail: [email protected]

KEY PROJECT FEATURES
► Traffic signal system upgrades
► ATMS upgrades for each agency to provide
remote command and control at a centralized
Traffic Management Center (TMC) loca�on
► Close Circuit Television (CCTV) cameras
► Pedestrian and bicycle detec�on system
► Shared control and opera�on to allow cross
jurisdic�onal traffic management
► Automated data collec�on
► SCP for transit and emergency vehicles
► Vehicle detec�on system on designated
arterials and state routes
FUNDING + SCHEDULE
Project Phase Total Cost Fund Source Start Date
Planning/ Conceptual $250,000 Measure J Jul-22
Environmental Studies (PA&ED) $440,280 Measure J Mar-23 Design Engineering (PS&E) $1,651,050 Local Match, OBAG 3* Sep-24 Construc�on $28,433,092 Local Match, OBAG 3, LPP-F** Sep-25 Total $ 30,774,422
*One Bay Area Grant (OBAG) 3 federal funding provided by Metropolitan Transportation Commission (MTC). ** Local Partnership Program – Formulaic (LPP-F) state funding provided by California Transportation Commission (CTC).

STAKEHOLDERS
An�och Brentwood Clayton Concord Danville
El Cerrito Hercules Lafayete Mar�nez Moraga
Oakley Orinda Pinole Pitsburg Pleasant Hill
Richmond San Pablo San Ramon Walnut Creek Contra Costa County The project is being implemented in collaboration with Central Contra Costa Transit Authority (County Connection), Eastern Contra Costa Transit Authority (Tri Delta Transit), Western Contra Costa County Transit (WestCAT), Alameda-Contra Costa Transit District (AC Transit), Bay Area Rapid Transit (BART), California Department of Transportation (Caltrans), and MTC. 548

December 5, 2023

Finance Department

DATE: December 5, 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). This item was continued from the
November 28, 2023, meeting.

AGENDA
REPORT
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December 5, 2023

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December 5, 2023
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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December 5, 2023

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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December 5, 2023
 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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December 5, 2023
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 554

December 5, 2023
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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December 5, 2023

 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 556

December 5, 2023
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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December 5, 2023
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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December 5, 2023

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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December 5, 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 560
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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 3561
11/20/2023, 4:17 PM
# 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$
2 OF 3562
11/20/2023, 4:17 PM
# 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 3563
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 569
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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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ARPA Investment
Recommendations
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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. 578
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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). 580
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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
One of the ways other cities are supporting the local economy is either through expanding small business support or through workforce development initiatives. 582
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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.

OUR JOBS AND BUSINESSES | RICHMOND’S NEED
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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.

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23 | HR&A AdvisorsRichmond ARPA Investment Strategy
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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24 | HR&A AdvisorsRichmond ARPA Investment Strategy
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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DRAFT
26 | 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
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.

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28 | HR&A AdvisorsRichmond ARPA Investment Strategy
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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DRAFT
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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.

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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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DRAFT
34 | 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
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.

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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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36 | HR&A AdvisorsRichmond ARPA Investment Strategy
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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37 | 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
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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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.

OUR CULTURE AND COMMUNITY | POTENTIAL INVESTMENTS
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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.

OUR CULTURE AND COMMUNITY
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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
DRAFT606
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.
607

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, 2 609
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 3 610
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:
4 611
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 6 613
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, 7 614
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 8 615
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 10 617
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 11 618
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. 12 619
(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 14 621
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. 17 624
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 20 627
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, 21 628
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
23 630
Scholarship

AM ERICK
••••••••
631
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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642
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
643
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$ 644
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

645

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

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

646
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