Richmond City Council
October 1, 2024

October 1, 2024

Public Works

DATE: October 1, 2024
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
Wendy Wellbrock, PE, Senior Civil Engineer
Subject:

Resolution to amend the contract with Ghilotti Bros., Inc. for the Yellow Brick Road Project
FINANCIAL IMPACT: $40,000 in the General Capital Fund is available for the final change order completing the construction of the
Yellow Brick Road Project (29113). After this contract
amendment, there will be a balance of $23,521.36 in the FY24-25 Budget for Project 29113 and $54,439.32 in the
General Capital Fund Balance allocated to Project
29113. Staff is recommending a transfer of $23,521.36
from the General Capital Fund for the Yellow Brick Road Project (29113) to the Yellow Brick Road – Clean, Green and Beautiful Project (23032), and also appropriate
$54,439.32 from General Capital Fund Balance for
Project 23032. This will result in no new impact to the General Fund.

Account String: 20136031-400708-29113 & 20136031-
400708-23032

PREVIOUS COUNCIL
ACTION:

March 2, 2021
April 16, 2024
AGENDA
REPORT
649

October 1, 2024

STATEMENT OF THE
ISSUE:

City staff is requesting approval to amend the
construction contract with Ghilotti Bros., Inc. for the final Change Order No. 19b to ensure all financial obligations for the project are satisfied and project is successfully closed out.

RECOMMENDED ACTION:

ADOPT a resolution to approve a second amendment to
a construction contract with Ghilotti Bros., Inc. for the Yellow Brick Road Project in the amount of $40,000 for
the final change order that addresses unforeseen project conditions, for an amended total contract amount not to exceed $7,717,134.37; ACCEPT the Yellow Brick Road
Project as complete to enable the City to release the
contractor’s bonds and retention payment, transfer funds in the General Capital Fund from the Yellow Brick Road
Project (29113) to the Yellow Brick Road – Clean, Green and Beautiful Project (23032) in the amount of
$23,521.36; and APPROPRIATE $54,439.32 from
General Capital Fund Balance for Project 23032 - Public Works Department (Robert Armijo 510-620-5477/ Wendy
Wellbrock 510-307-8108).

DISCUSSION:

The Yellow Brick Road Project (Project) is the first phase in the City’s effort to implement the Yellow Brick Road Iron Triangle Walkable Neighborhood Plan , which was adopted by City Council on May 19, 2015. The Project is a community led effort to designate and implement safe walking and bicycling routes for Iron Triangle Neighborhood residents to increase walking and bicycling modes of transportation to and from places of interest including schools, parks, downtown Richmond (including health care facilities, shopping destinations, Post Office, etc.), the Richmond multimodal station, the Richmond Greenway, and the Bay Trail.

The Project limits are 7th Street from Ripley Avenue to Pennsylvania Avenue, 8th Street from Ohio Avenue to Lincoln Avenue, and Pennsylvania Avenue from 2nd Street to Harbour Way. The scope of work includes pedestrian safety improvements including crosswalks, traffic circles, bulbouts, sidewalk and roadway improvements, striping, traffic and pedestrian signals and lighting, and storm drain improvements.

The contract with Ghilotti Bros., Inc. for the Project was approved on March 2, 2021, for a total amount not to exceed $7,542,695.05, including construction contingencies (Attachment 2).

During construction, delays and unforeseen existing conditions required that additional work be performed. This work was not included in the original contract scope but was 650

October 1, 2024
necessary to maintain accessibility, safe conditions along the Project area and improve the finish look of the completed project. On April 16, 2024, the City Council approved the first amendment to the construction contract with Ghilotti Bros., Inc. to increase the contract in the amount of $134,439.32, for an amended total contract amount not to exceed $7,677,134.37 which included $54,439.32 for project-related work and a contingency amount of $80,000 for potential additional change orders (Attachment 3).

At the time, City staff had been in negotiations with Ghilotti Bros., Inc. for the final change order for additional hot mix asphalt (HMA) that was required at various intersections due to unforeseen areas of unsuitability, and time-related home overhead, extended general conditions and unanticipated field labor due to project schedule impacts by PG&E which extended the project beyond the contractual completion date.

The final negotiated amount exceeded the remaining contingency amount by $40,000.

City staff is now recommending that the City Council accept this Project as complete and approve a second contract amendment to increase Ghilotti Bros., Inc. contract in the amount of $40,000, for an amended total contract amount not to exceed $7,717,134.37 to cover the cost associated with the final Change Order No. 19b (Attachment 4). This will enable the final payment to be made to Ghilotti Bros., Inc. and close out the project.

The first phase of the Project has been completed within the scope, quality standards, and compliance requirements set forth by the City of Richmond and has significantly improved the safety of walking and bicycling routes for Iron Triangle neighborhood residents.

The Yellow Brick Road Supplemental Street Lighting Project is part of the second phase of the Project and includes the installation of an additional 92 pedestrian streetlights on 8th Street between Ohio Avenue and Pennsylvania Avenue to further improve safety.

This Project received grant funding through the California Department of Transportation Clean California grant. On May 21, 2024, the City Council approved award of a construction contract to Nema Construction, and construction is scheduled to begin in Fall 2024. Additional funding is needed to cover potential change orders. City staff is recommending a transfer of $23,521.36 from the General Capital Fund for the Yellow Brick Road Project (29113) to the Yellow Brick Road – Clean, Green and Beautiful Project (23032) and appropriate $54,439.32 from General Capital Fund Balance for Project 23032.

DOCUMENTS ATTACHED:

Attachment 1 – Resolution
Attachment 2 – Original Construction Contract
Attachment 3 – 1st Amendment to the Construction Contract Attachment 4 – 2nd Amendment to the Construction Contract-Proposed 651
Reso. No. xx-24

RESOLUTION NO. xx-24

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

CALIFORNIA, AUTHORIZING A SECOND AMENDMENT TO THE
CONSTRUCTION CONTRACT WITH GHILOTTI BROS., INC. FOR THE YELLOW BRICK ROAD PROJECT FOR AN INCREASED AMOUNT OF $40,000 FOR AN AMENDED TOTAL CONTRACT AMOUNT NOT TO EXCEED $7,717,134.37; ACCEPT THE YELLOW BRICK ROAD PROJECT AS COMPLETE; AND TRANSFER FUNDS

IN THE GENERAL CAPITAL FUND FROM THE YELLOW BRICK ROAD PROJECT (29113) TO THE YELLOW BRICK ROAD – CLEAN, GREEN AND BEAUTIFUL PROJECT (23032) IN THE AMOUNT OF $23,521.36; AND APPROPRIATE $54,439.32 FROM THE GENERAL CAPITAL FUND BALANCE FOR PROJECT 23032

WHEREAS, the Yellow Brick Road Project (Project) is the first phase in the City’s effort to implement the Yellow Brick Road Iron Triangle Walkable Neighborhood Plan, which was adopted by the City Council on May 19, 2015; and

WHEREAS, the Project is a community led effort to designate and implement safe walking and bicycling routes for Iron Triangle Neighborhood residents to increase walking and bicycling modes of transportation to and from places of interest including schools, parks, downtown Richmond (including health care facilities, shopping destinations, Post Office, etc.), the Richmond multimodal station, the Richmond Greenway, and the Bay Trail; and

WHEREAS, the Project limits are 7th Street from Ripley Avenue to Pennsylvania Avenue, 8th Street from Ohio Avenue to Lincoln Avenue, and Pennsylvania Avenue from 2nd Street to Harbour Way. The scope of work includes pedestrian safety improvements including crosswalks, traffic circles, bulbouts, sidewalk and roadway improvements, striping, traffic and pedestrian signals and lighting, and storm drain improvement; and

WHEREAS, on March 21, 2021, City Council awarded a construction contract to Ghilotti Bros., Inc., for the Yellow Brick Road Project for an amount not to exceed $7,542,695.05, including construction contingencies; and

WHEREAS, during construction, delays and unforeseen existing conditions required that additional work be performed outside of the original contract scope. On April 16, 2024, City Council approved the first amendment to the construction contract with Ghilotti Bros., Inc. to increase the contract in the amount of $134,439.32, for an amended total contract amount not to exceed $7,677,134,37; and

WHEREAS, a final change order was required to address additional unforeseen project conditions, and time-related overhead, extended general conditions and unanticipated field labor due to project schedule impacts which extended the project beyond the contractual complete date. The negotiaged final change order amount exceeded the remaining contingency by $40,000; and

WHEREAS, staff desires a second amendment to the construction contract with Ghilotti Bros., Inc. in the amount of $40,000, for an amended total contract amount not to exceed $7,717,134.37 to cover the cost associated with the final change order and enable the final payment to be made to Ghilotti Bros., Inc. and close out the project; and

WHEREAS, the Project has been completed within the scope, quality standards, and compliance requirements set forth by the City of Richmond and has significantly improved the safety of walking and bicycling routes for Iron Triangle Neighborhood residents; and

WHEREAS, additional funding is needed to cover potential change orders for the Yellow Brick Road – Clean, Green and Beautiful Project (23032), and City staff is recommending a transfer of $23,521.36 from the General Capital Fund for the Yellow Brick Road Project (29113) to Project (23032); and appropriate $54,439.32 from the General Capital Fund Balance for Project 23032; and

652
Reso. No. xx-24

WHEREAS, by the agenda report (“Agenda Report”) accompanying this resolution the City Council has been provided with additional information upon which the findings and actions set forth in this Resolution are based.

NOW, THEREFORE, BE IT RESOLVED that the City Council finds the above recitals are true and correct and have served, together with the Agenda Report, as the basis for the findings and actions set forth in this Resolution.

BE IT FURTHER RESOLVED that the City Council hereby authorizes a second amendment to the construction contract with Ghilotti Bros., Inc. for the Yellow Brick Road Project in the amount of $40,000, for an amended total contract amount not to exceed $7,717,134.37.

BE IT FURTHER RESOLVED that the City Council hereby accepts the construction of the Yellow Brick Road Project by Ghilotti Bros., Inc. as complete, authorizes the City Clerk to record the Notice of Completion with the Contra Costa County Recorder, and authorizes the City Engineer to release any applicable bonds and retention payments.

BE IT FURTHER RESOLVED that the City Council hereby authorizes the transfer of funds in the General Capital Fund from the Yellow Brick Road Project (29113) to the Yellow Brick Road – Clean, Green and Beautiful Project (23032) in the amount of $23,521.36; and appropriate $54,439.32 from General Capital Fund Balance for Project 23032

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 October 1, 2024, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

Mayor

Approved as to form:

City Attorney
653
C#5515
654
655
656
657
658
659
660
661
662
663
664
665
666
667
668
669
670
Laura Snideman
City Manager
671
672
673
674
675
676
677
678
679
680
681
682
683
684
685
686
687
688
689
690
691
692
693
694
695
696
697
698
699
700
701
702
703
704
705
706
707
708
709
710
711
712
713
714
715
716
717
718
719
/0/1/2/3/4/5/5/2/i255/7/8/4/9/10/11/i255/12/13/14/10/i255 /15/4/13/5/8/16/14/5/i255/17/18/18/19/18/i255
/20/21/13/22/4/8/i255/17/23/24/25/25/i255
/12/13/2/5/2/16/3/i255/15/4/13/5/8/16/14/5/i255/26/27/4/28/13/5/i255/29/30/15/4/13/5/2/13/31/21/13/14/32/33/i255/34/35/11/18/23/36/11/37/25/18/10/38/18/i255 /15/4/13/5/8/16/14/5/i255/26/27/21/13/22/27/21/13/5/i255/17/19/33/i255/34/39/40/23/11/23/24/25/10/24/36/i255 /41/4/5/16/3/i255/15/4/13/5/8/16/14/5/33/i255/34/35/11/42/43/35/11/19/24/23/10/24/35/i255 /44/45/46/47/48/i255/50/51/52/53/54/51/52/53/48/i255/48/55/i255 /56/55/53/47/48/46/57/56/48/45/55/53/i255/50/58/46/52/52/51/52/53/48/i255/59/52/48/60/52/52/53/i255/48/61/52/i255/56/45/48/62/i255/55/44/i255/46/45/56/61/51 /55/53/54/i255/50/53/54/i255 /58/61/45/63/55/48/48/45/i255/59/46/55/47/64/i255/45/53/56/65/i255 /41/1/2/9/i255/66/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/i255/5/4/i255/5/1/21/i255/15/4/13/9/5/8/28/14/5/2/4/13/i255/26/31/8/21/21/27/21/13/5/i255/67/5/1/21/i255/68/66/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/69/70/i255/2/9/i255 /21/13/5/21/8/21/22/i255/2/13/5/4/i255/16/9/i255/4/71/i255/50/72/73/74/75/i255/76/77/11/i255/78/79/78/80/64/i255/81/32/i255/16/13/22/i255/81/21/5/29/21/21/13/i255/5/1/21/i255/15/2/5/32/i255/4/71/i255/82/2/14/1/27/4/13/22/11/i255/16/i255/27/28/13/2/14/2/83/16/3/i255 /14/4/8/83/4/8/16/5/2/4/13/i255/16/13/22/i255/14/1/16/8/5/21/8/i255/14/2/5/32/i255/67/68/15/2/5/32/69/70/i255/16/13/22/i255/58/84/74/75/85/86/86/74/i255/59/73/85/87/65/64/i255/45/88/89/65/11/i255/67/68/15/4/13/5/8/16/14/5/4/8/69/70/11/i255/29/2/5/1/i255/8/21/71/21/8/21/13/14/21/i255/5/4/i255 /5/1/21/i255/71/4/3/3/4/29/2/13/31/i255/71/16/14/5/9/10/i255 /82/90/15/12/41/26/91/92/i255
/26/10/i255/15/2/5/32/i255/16/13/22/i255/15/4/13/5/8/16/14/5/4/8/i255/21/13/5/21/8/21/22/i255/2/13/5/4/i255/5/1/16/5/i255/14/21/8/5/16/2/13/i255/15/4/13/9/5/8/28/14/5/2/4/13/i255/26/31/8/21/21/27/21/13/5/i255/22/16/5/21/22/i255 /51/94/73/89/84/i255/95/64/i255/78/79/78/76/i255/67/5/1/21/i255/68/26/31/8/21/21/27/21/13/5/69/70/i255/5/4/i255/71/28/8/13/2/9/1/i255/14/4/13/9/5/8/28/14/5/2/4/13/i255/4/71/i255/5/1/21/i255/62/96/75/75/85/97/i255/59/73/74/89/98/i255/46/85/94/99/i255/100/73/85/101/96/89/86/64/i255 /75/85/89/94/86/96/99/i255/94/86/i255/102/86/84/i255/47/86/73/96/96/86/i255/103/73/85/104/i255/46/74/72/75/96/105/i255/50/106/96/88/107/96/i255/86/85/i255/100/96/88/88/87/105/75/106/94/88/74/94/i255/50/106/96/88/107/96/64/i255/108/86/84/i255/47/86/73/96/96/86/i255/103/73/85/104/i255/55/84/74/85/i255 /50/106/96/88/107/96/i255/86/85/i255/63/74/88/89/85/75/88/i255/50/106/96/88/107/96/64/i255/94/88/99/i255/100/96/88/88/87/105/75/106/94/88/74/94/i255/50/106/96/88/107/96/i255/103/73/85/104/i255/78/88/99/i255/47/86/73/96/96/86/i255/86/85/i255/61/94/73/109/85/107/73/i255/60/94/105/i255 /67/5/1/21/i255/68/110/8/4/111/21/14/5/69/70/10/i255
/7/10/i255/41/1/21/i255/110/16/8/5/2/21/9/i255/13/4/29/i255/22/21/9/2/8/21/i255/5/4/i255/21/13/5/21/8/i255/2/13/5/4/i255/5/1/2/9/i255/66/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/i255/2/13/i255/4/8/22/21/8/i255/5/4/i255/2/13/14/8/21/16/9/21/i255/5/1/21/i255 /21/112/83/21/13/22/2/5/28/8/21/9/i255/28/13/22/21/8/i255/5/1/21/i255/15/4/13/9/5/8/28/14/5/2/4/13/i255/26/31/8/21/21/27/21/13/5/i255/81/32/i255/16/13/i255/16/22/22/2/5/2/4/13/16/3/i255/13/4/5/113/5/4/113/21/112/14/21/21/22/i255/9/28/27/i255/4/71/i255 /34/114/115/80/64/80/95/116/65/95/78/i255/67/5/1/21/i255/68/26/22/22/2/5/2/4/13/16/3/i255/90/112/83/21/13/22/2/5/28/8/21/9/69/70/11/i255/71/4/8/i255/16/i255/5/4/5/16/3/i255/16/27/21/13/22/21/22/i255/13/4/5/113/5/4/i255/21/112/14/21/21/22/i255/16/27/4/28/13/5/i255/4/71/i255 /34/102/64/117/118/102/64/76/95/80/65/95/102/i255/16/9/i255/9/21/5/i255/71/4/8/5/1/i255/4/13/i255/26/5/5/16/14/1/27/21/13/5/i255/19/i255/16/5/5/16/14/1/21/22/i255/16/13/22/i255/2/13/14/4/8/83/4/8/16/5/21/22/i255/1/21/8/21/5/4/i255/67/5/1/21/i255/68/66/2/8/9/5/i255 /26/27/21/13/22/21/22/i255/26/27/4/28/13/5/69/70/10/i255 /119/120/121/i255/41/122/90/82/90/66/120/82/90/11/i255/2/13/i255/14/4/13/9/2/22/21/8/16/5/2/4/13/i255/4/71/i255/5/1/21/i255/8/21/14/2/5/16/3/9/i255/1/21/8/21/4/71/11/i255/16/13/22/i255/4/5/1/21/8/i255/27/28/5/28/16/3/i255/14/4/123/21/13/16/13/5/9/i255 /16/13/22/i255/83/8/4/27/2/9/21/9/i255/14/4/13/5/16/2/13/21/22/i255/1/21/8/21/2/13/i255/16/13/22/i255/71/4/8/i255/4/5/1/21/8/i255/123/16/3/28/16/81/3/21/i255/14/4/13/9/2/22/21/8/16/5/2/4/13/11/i255/5/1/21/i255/8/21/14/21/2/83/5/i255/16/13/22/i255/9/28/71/71/2/14/2/21/13/14/32/i255 /4/71/i255/29/1/2/14/1/i255/16/8/21/i255/1/21/8/21/81/32/i255/16/14/124/13/4/29/3/21/22/31/21/22/11/i255/5/1/21/i255/110/16/8/5/2/21/9/i255/1/21/8/21/81/32/i255/16/31/8/21/21/i255/5/4/i255/16/27/21/13/22/i255/5/1/21/i255/26/31/8/21/21/27/21/13/5/i255/16/9/i255/71/4/3/3/4/29/9/33/i255 /47/96/89/86/74/85/88/i255/76/i255/50/104/96/88/99/104/96/88/86/i255/86/85/i255/100/94/105/104/96/88/86/87/65/i255 /41/1/21/i255/15/4/13/9/5/8/28/14/5/2/4/13/i255/26/31/8/21/21/27/21/13/5/i255/2/9/i255/1/21/8/21/81/32/i255/16/27/21/13/22/21/22/i255/81/32/i255/5/1/2/9/i255/66/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/i255/2/13/i255/4/8/22/21/8/i255/5/4/i255 /2/13/14/8/21/16/9/21/i255/5/1/21/i255/120/8/2/31/2/13/16/3/i255/26/27/4/28/13/5/i255/81/32/i255/5/1/21/i255/26/22/22/2/5/2/4/13/16/3/i255/90/112/83/21/13/22/2/5/28/8/21/9/i255/5/4/i255/8/21/71/3/21/14/5/i255/16/i255/13/21/29/i255/5/4/5/16/3/i255/4/71/i255/16/28/5/1/4/8/2/125/21/22/i255 /21/112/83/21/13/22/2/5/28/8/21/9/i255/28/13/22/21/8/i255/5/1/21/i255/15/4/13/9/5/8/28/14/5/2/4/13/i255/26/31/8/21/21/27/21/13/5/11/i255/21/126/28/16/3/i255/5/4/i255/5/1/21/i255/66/2/8/9/5/i255/26/27/21/13/22/21/22/i255/26/27/4/28/13/5/10/i255 /47/96/89/86/74/85/88/i255/78/65/i255/50/104/96/88/99/104/96/88/86/i255/86/85/i255/47/89/85/72/96/i255/85/103/i255/60/85/73/98/65/i255 /41/1/21/i255/15/4/13/9/5/8/28/14/5/2/4/13/i255/26/31/8/21/21/27/21/13/5/i255/2/9/i255/1/21/8/21/81/32/i255/16/27/21/13/22/21/22/i255/81/32/i255/5/1/2/9/i255/66/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/i255/2/13/i255/4/8/22/21/8/i255/5/4/i255/16/22/22/i255 /96/127/86/73/94/i255/97/85/73/98/i255/99/107/96/i255/86/85/i255/107/88/103/85/73/96/87/96/96/88/i255/89/74/73/89/107/104/87/86/94/88/89/96/87/i255/5/4/i255/5/1/21/i255/110/8/4/111/21/14/5/i255/16/9/i255/9/21/5/i255/71/4/8/5/1/i255/2/13/i255/26/5/5/16/14/1/27/21/13/5/i255/19/10/i255 /47/96/89/86/74/85/88/i255/95/65/i255/51/74/87/89/96/75/75/94/88/96/85/107/87/65/i255 /67/16/70/90/112/14/21/83/5/i255/16/9/i255/16/27/21/13/22/21/22/i255/81/32/i255/66/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/11/i255/5/1/21/i255/15/4/13/9/5/8/28/14/5/2/4/13/i255/26/31/8/21/21/27/21/13/5/i255/1/16/9/i255/13/4/5 /81/21/21/13/i255/27/4/22/2/71/2/21/22/i255/16/13/22/i255/2/9/i255/2/13/i255/71/28/3/3/i255/71/4/8/14/21/i255/16/13/22/i255/21/71/71/21/14/5/10/i255 /128/129/130/131/132/133/134/135/i255/137/135/138/139/140/129/141/139/i255/142/128/143/i255/144/145/146/147/148/149/144/150/151/152/147/153/137/151/149/154/153/137/151/152/128/144/155/151/149/145/146/144/156/146/156/144/155/128/147/157 Docusign Envelope ID: 1019ED60-AFED-406B-A6DE-BA455D078DCA 720
/0/1/2/3/4/5/5/2/i255/7/8/4/9/10/11/i255/12/13/14/10/i255 /15/4/13/5/8/16/14/5/i255/17/18/18/19/18/i255
/20/21/13/22/4/8/i255/17/23/24/25/25/i255
/12/13/2/5/2/16/3/i255/15/4/13/5/8/16/14/5/i255/26/27/4/28/13/5/i255/29/30/15/4/13/5/2/13/31/21/13/14/32/33/i255/34/35/11/18/23/36/11/37/25/18/10/38/18/i255 /15/4/13/5/8/16/14/5/i255/26/27/21/13/22/27/21/13/5/i255/17/19/33/i255/34/39/40/23/11/23/24/25/10/24/36/i255 /41/4/5/16/3/i255/15/4/13/5/8/16/14/5/33/i255/34/35/11/42/43/35/11/19/24/23/10/24/35/i255 /44/45/46 /47/16/14/1/i255/4/48/i255/5/1/21/i255/2/13/22/2/49/2/22/28/16/3/9/i255/21/50/21/14/28/5/2/13/31/i255/5/1/2/9/i255/51/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/i255/4/13/i255/45/21/1/16/3/48/i255/4/48/i255/5/1/21 /15/4/13/5/8/16/14/5/4/8/i255/16/13/22/i255/15/2/5/32/i255/2/13/22/2/49/2/22/28/16/3/3/32/i255/8/21/52/8/21/9/21/13/5/9/i255/16/13/22/i255/29/16/8/8/16/13/5/9/i255/5/1/16/5/i255/1/21/i255/4/8/i255/9/1/21/i255/1/16/9/i255/45/21/21/13/i255/16/28/5/1/4/8/2/53/21/22/i255/5/4/i255/22/4/i255 /9/4/i255/16/13/22/i255/1/16/9/i255/5/1/21/i255/52/4/29/21/8/i255/5/4/i255/45/2/13/22/i255/5/1/21/i255/52/16/8/5/32/i255/48/4/8/i255/29/1/4/27/i255/5/1/21/32/i255/16/8/21/i255/9/2/31/13/2/13/31/10/i255 /44/14/46 /41/1/2/9/i255/51/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/i255/27/16/32/i255/45/21/i255/9/2/31/13/21/22/i255/2/13/i255/16/13/32/i255/13/28/27/45/21/8/i255/4/48/i255/14/4/28/13/5/21/8/52/16/8/5/9/i255/29/2/5/1/i255/5/1/21 /9/16/27/21/i255/21/48/48/21/14/5/i255/16/9/i255/2/5/i255/5/1/21/i255/9/2/31/13/16/5/28/8/21/9/i255/5/4/i255/21/16/14/1/i255/14/4/28/13/5/21/8/52/16/8/5/i255/29/21/8/21/i255/28/52/4/13/i255/16/i255/9/2/13/31/3/21/i255/2/13/9/5/8/28/27/21/13/5/11/i255/16/13/22/i255/2/9/i255 /2/13/5/21/13/22/21/22/i255/5/4/i255/45/21/i255/45/2/13/22/2/13/31/i255/29/1/21/13/i255/16/3/3/i255/52/16/8/5/2/21/9/i255/1/16/49/21/i255/22/21/3/2/49/21/8/21/22/i255/5/1/21/2/8/i255/9/2/31/13/16/5/28/8/21/9/i255/5/4/i255/5/1/21/i255/4/5/1/21/8/i255/52/16/8/5/2/21/9/10/i255 /54/2/31/13/16/5/28/8/21/9/i255/27/16/32/i255/45/21/i255/22/21/3/2/49/21/8/21/22/i255/45/32/i255/48/16/14/9/2/27/2/3/21/i255/4/8/i255/21/3/21/14/5/8/4/13/2/14/i255/5/8/16/13/9/27/2/9/9/2/4/13/10/i255/26/3/3/i255/14/4/28/13/5/21/8/52/16/8/5/9/i255/9/1/16/3/3/i255/45/21/i255 /22/21/21/27/21/22/i255/16/13/i255/4/8/2/31/2/13/16/3/i255/4/48/i255/5/1/2/9/i255/51/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/10/i255 /44/22/46/55/56/47/57/47/51/58/57/47/11/i255/5/1/21/i255/59/16/8/5/2/21/9/i255/1/16/49/21/i255/21/50/21/14/28/5/21/22/i255/5/1/2/9/i255/51/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/i255/4/13/i255/4/8/i255/16/9/i255/4/48/i255/5/1/21 /22/16/5/21/i255/48/2/8/9/5/i255/16/45/4/49/21/i255/29/8/2/5/5/21/13/10/i255 /12/60/i255/55/12/41/60/47/54/54/i255/55/56/47/57/47/58/51/11/i255/15/2/5/32/i255/16/13/22/i255/15/4/13/5/8/16/14/5/4/8/i255/1/16/49/21/i255/21/50/21/14/28/5/21/22/i255/5/1/2/9/i255/51/2/8/9/5/i255/26/27/21/13/22/27/21/13/5/i255 /22/28/3/32/i255/16/28/5/1/4/8/2/53/21/22/i255/8/21/52/8/21/9/21/13/5/16/5/2/49/21/9/11/i255/16/3/3/i255/4/13/i255/5/1/21/i255/22/16/5/21/i255/48/2/8/9/5/i255/29/8/2/5/5/21/13/i255/16/45/4/49/21/10/i255 /15/12/41/61/33/i255
/57/21/49/2/21/29/21/22/i255/7/32/33/i255/15 /12/41/61/i255/58/51/i255/57/12/15/56/62/58/60/63/11/i255/16/i255/27/28/13/2/14/2/52/16/3/i255 /14/4/8/52/4/8/16/5/2/4/13/i255/16/13/22/i255/14/1/16/8/5/21/8/i255/14/2/5/32/i255 /15/2/5/32/i255/26/5/5/4/8/13/21/32/i255/7 /32/33/i255/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/i255 /26/41/41/47/54/41/33/i255
/60/16/27/21/33/i255/65/66/67/68/69/66/70/i255/72/68/69/73/74/75/76/77 /12/5/9/33/i255/72/68/78/70/69
/15/2/5/32/i255/15/3/21/8/79/i255
/15/58/60/41/57/26/15/41/58/57/33/i255
/0/1/2/3/4/5/5/2/i255/7/8/4/9/10/11/i255/12/13/14/10/11/i255/16/i255/15/4/8/52/4/8/16/5/2/4/13/i255 /7/32/33/i255/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64/64 /60/16/27/21/33
/12/5/9/33
/80/81/82/83/84/85/86/87/i255/89/87/90/91/92/81/93/91/i255/94/80/95/i255/96/97/98/99/100/101/96/102/103/104/99/105/89/103/101/106/105/89/103/104/80/96/107/103/101/97/98/96/108/98/108/96/107/80/99/109 /110/111/112/113/i255/115/116/117/118/116/118/119
/110/115
Docusign Envelope ID: 1019ED60-AFED-406B-A6DE-BA455D078DCA Deputy Public Works Director
721
/0/1/1/0/2/3/4 /5/6/1/i255/8/i255
/9/10/11/12/13/14/15/16/i255/18/16/19/20/21/10/22/20/i255/23/9/24/i255/25/26/27/28/29/30/25/31/32/33/28/34/18/32/30/35/34/18/32/33/9/25/36/32/30/26/27/25/37/27/37/25/36/9/28/38 Docusign Envelope ID: 1019ED60-AFED-406B-A6DE-BA455D078DCA 722
/0/1/2/2/3/4/i255/6/7/8/9/10/i255/11/3/12/13/i255/14/1/13/1/15/16/7/8/12/17/i255/18/i255/6/8/9/19/9/2/1/i255/20/12/21/1/16/19/i255/22/23/24/7/3/25/1/23/1/17/16/15/i255/14/7/3/26/1/9/16/i255 /27/1/13/1/7/12/2/28/29/8/13/i255/14/7/3/26/1/9/16/i255/30/3/31/i255/29/32/14/33/28/34/35/36/37/38/39/40/41/42/i255 /43/44/45/46/i255/48/i255/49/50/i255/51/i255
/52/53/54/55/56/57/52/55/i255/52/59/57/54/60/61/i255/53/56/62/61/56/i255/63/64/65/i255 /52/66/67/68/69/70/71/70/i255/72/73/74/69/66/75/70/73/70/67/71/76/i255/77/i255/78/66/79/80/i255/57/73/70/67/81/79/67/82/i255 /52/84/85/67/82/70/i255/56/70/86/87/70/76/71/70/81/i255/88/89/90/i255/91/92/93/94/i255/96/i255/97/98/99/i255 /62/85/71/70/90/i255/100/101/102/103/104/i255/105/106/107/i255/108/109/108/110/i255 /55/66/90/i255/i255/60/84/79/80/66/71/71/79/i255/111/69/66/76/112/i255/72/67/68/113/i255/114/60/111/72/115/i255 /116/117/118/i255/101/102/119/i255/104/119/102/119/120/94/i255/121/92/102/119/103/93/119/121/i255/93/117/i255/122/101/123/119/i255/93/104/119/i255/124/117/125/125/117/126/92/127/128/i255/103/104/101/127/128/119/129/i255/124/102/117/122/i255/93/104/119/i255/130/125/101/127/129/i255/101/127/121/i255/129/130/119/103/92/124/92/103/101/93/92/117/127/129/i255/117/102/i255/130/119/102/124/117/102/122/i255/93/104/119/i255 /124/117/125/125/117/126/92/127/128/i255/121/119/129/103/102/92/120/119/121/i255/126/117/102/123/i255/127/117/93/i255/92/127/103/125/118/121/119/121/i255/92/127/i255/93/104/119/i255/130/125/101/127/129/i255/101/127/121/i255/129/130/119/103/92/124/92/103/101/93/92/117/127/129/i255/117/124/i255/93/104/92/129/i255/103/117/127/93/102/101/103/93/131/i255/i255/132/125/125/i255/127/119/126/i255/126/117/102/123/i255/104/119/102/119/92/127/i255 /121/119/129/103/102/92/120/119/121/i255/129/104/101/125/125/i255/120/119/i255/121/117/127/119/i255/92/127/i255/101/103/103/117/102/121/101/127/103/119/i255/126/92/93/104/i255/93/104/119/i255/101/130/130/125/92/103/101/120/125/119/i255/130/102/117/133/92/129/92/117/127/129/i255/117/124/i255/93/104/119/i255/130/125/101/127/129/i255/101/127/121/i255/129/130/119/103/92/124/92/103/101/93/92/117/127/129/107/i255/119/134/103/119/130/93/i255/101/129/i255 /129/130/119/103/92/124/92/103/101/125/125/94/i255/122/117/121/92/124/92/119/121/i255/120/94/i255/93/104/92/129/i255/103/117/127/93/102/101/103/93/i255/103/104/101/127/128/119/i255/117/102/121/119/102/131/i255 /62/61/78/52/56/72/135/55/72/53/54/90/i255
/105/136/137/118/102/92/127/128/i255/93/104/119/i255/103/117/127/129/93/102/118/103/93/92/117/127/i255/130/104/101/129/119/107/i255/129/119/133/119/102/101/125/i255/103/118/102/120/i255/102/101/122/130/129/i255/103/117/118/125/121/i255/127/117/93/i255/120/119/i255/103/117/122/130/125/119/93/119/121/i255/121/118/119/i255/93/117/i255/138/97/139/140/i255/119/125/119/103/93/102/92/103/101/125 /120/117/134/119/129/i255/117/102/i255/128/118/94/i255/126/92/102/119/129/i255/103/117/127/124/125/92/103/93/92/127/128/i255/126/92/93/104/i255/93/104/119/i255/127/119/126/i255/103/117/127/103/102/119/93/119/i255/92/122/130/102/117/133/119/122/119/127/93/129/131/i255/i255/138/97/139/140/i255/119/125/119/103/93/102/92/103/101/125/i255/120/117/134/119/129/i255/125/117/103/101/93/119/121/i255/101/93 /98/92/129/129/119/125/125/i255/132/133/119/127/118/119/107/i255/100/101/103/121/117/127/101/125/121/i255/132/133/119/127/118/119/i255/101/127/121/i255/141/119/133/92/127/i255/132/133/119/127/118/119/i255/127/119/119/121/119/121/i255/93/117/i255/120/119/i255/102/119/125/117/103/101/93/119/121/i255/117/102/i255/101/121/142/118/129/93/119/121/i255/93/117/i255/103/117/102/102/119/103/93/125/94 /103/117/127/129/93/102/118/103/93/i255/93/104/119/i255/103/118/102/120/i255/102/101/122/130/129/131/i255/i255/97/118/94/i255/126/92/102/119/129/i255/125/117/103/101/93/119/121/i255/101/93/i255/98/92/129/129/119/125/125/i255/132/133/119/127/118/119/i255/101/127/121/i255/110/93/104/i255/143/93/102/119/119/93/i255/127/119/119/121/119/121/i255/93/117/i255/120/119/i255/102/119/125/117/103/101/93/119/121 /117/118/93/i255/117/124/i255/93/104/119/i255/127/119/126/i255/103/118/102/120/i255/102/101/122/130/i255/125/92/122/92/93/129/131/i255/i255/138/97/139/140/i255/104/101/129/i255/103/117/122/130/125/119/93/119/121/i255/93/104/119/92/102/i255/126/117/102/123/i255/93/117/i255/101/121/142/118/129/93/i255/117/102/i255/102/119/125/117/103/101/93/119/i255/93/104/119/92/102/i255/124/101/103/92/125/92/93/92/119/129/i255/93/117 /101/125/125/117/126/i255/124/117/102/i255/93/104/119/i255/103/117/122/130/125/119/93/92/117/127/i255/117/124/i255/93/104/119/i255/103/117/127/103/102/119/93/119/i255/92/122/130/102/117/133/119/122/119/127/93/129/131/i255/i255/97/98/99/i255/129/104/101/125/125/i255/103/117/122/130/125/119/93/119/i255/93/104/119/i255/103/117/127/103/102/119/93/119 /92/122/130/102/117/133/119/122/119/127/93/129/i255/96/i255/103/118/102/120/i255/102/101/122/130/129/i255/101/93/i255/93/104/119/i255/124/117/125/125/117/126/92/127/128/i255/125/117/103/101/93/92/117/127/129/144 /101/131/98/92/129/129/119/125/125/i255/132/133/119/127/118/119/144/i255/129/117/118/93/104/126/119/129/93/i255/101/127/121/i255/129/117/118/93/104/119/101/129/93/i255/103/117/102/127/119/102/129/131 /120/131/100 /101/103/121/117/127/101/125/121/i255/132/133/119/127/118/119/144/i255/129/117/118/93/104/126/119/129/93/107/i255/129/117/118/93/104/119/101/129/93/107/i255/101/127/121/i255/127/117/102/93/104/119/101/129/93/i255/103/117/102/127/119/102/129/131 /103/131/141/119/133/92/127/i255/132/133/119/127/118/119/144/i255/127/117/102/93/104/126/119/129/93/i255/103/117/102/127/119/102/131 /121/131/110/93/104/i255/143/93/102/119/119/93/i255/139/i255/138/119/127/127/129/94/125/133/101/127/92/101/i255/132/133/119/127/118/119/144/i255/129/117/118/93/104/119/101/129/93/i255/103/117/102/127/119/102/131 /97/98/99/i255/129/104/101/125/125/i255/130/102/117/133/92/121/119/i255/122/117/120/92/125/92/145/101/93/92/117/127/107/i255/125/101/120/117/102/107/i255/122/101/93/119/102/92/101/125/129/107/i255/119/146/118/92/130/122/119/127/93/107/i255/101/127/121/i255/129/118/130/119/102/133/92/129/92/117/127/i255/93/117/i255/103/117/122/130/125/119/93/119/i255/93/104/119/i255/103/118/102/120/i255 /102/101/122/130/129/i255/101/93/i255/93/104/119/129/119/i255/125/117/103/101/93/92/117/127/129/131/i255/i255/147/104/119/i255/91/92/93/94/i255/129/104/101/125/125/i255/103/117/122/130/119/127/129/101/93/119/i255/97/98/99/i255/101/i255/93/117/93/101/125/i255/117/124/i255/148/105/109/149/107/108/106/150/131/109/110/i255/130/119/102/i255/91/151/152/i255/153/106/109/131/105/i255/121/101/93/119/121/i255 /109/150/96/108/154/96/108/109/108/149/i255/93/117/i255/103/117/122/130/125/119/93/119/i255/93/104/92/129/i255/126/117/102/123/131/i255/i255/147/104/119/i255/103/117/127/103/102/119/93/119/i255/92/122/130/102/117/133/119/122/119/127/93/129/i255/129/104/101/125/125/i255/120/119/i255/130/119/102/124/117/102/122/119/121/i255/92/127/i255/101/103/103/117/102/121/101/127/103/119/i255/126/92/93/104/i255 /93/104/119/i255/130/125/101/127/129/107/i255/129/130/119/103/92/124/92/103/101/93/92/117/127/129/107/i255/101/127/121/i255/101/130/130/125/92/103/101/120/125/119/i255/91/101/125/93/102/101/127/129/i255/143/93/101/127/121/101/102/121/i255/143/130/119/103/92/124/92/103/101/93/92/117/127/129/131/i255 /108/136/138/119/102/i255/91/91/151/i255/153/i255/105/106/107/i255/97/98/99/i255/101/127/121/i255/93/104/119/92/102/i255/125/101/127/121/129/103/101/130/119/i255/129/118/120/103/117/127/93/102/101/103/93/117/102/107/i255/155/117/127/119/i255/143/93/101/102/107/i255/126/119/102/119/i255/93/117/i255/101/122/119/127/121/i255/93/104/119/i255/129/117/92/125/i255/92/127/i255/143/103/104/119/121/118/125/119/i255/98 /101/102/119/101/129/131/i255/i255/147/104/119/i255/101/128/102/119/119/121/156/118/130/117/127/i255/91/151/152/i255/153/i255/109/110/108/131/105/i255/92/127/103/125/118/121/119/121/i255/129/117/92/125/i255/101/122/119/127/121/92/127/128/i255/101/93/i255/101/125/125/i255/130/125/101/127/93/119/102/129/107/i255/120/118/125/120/156/117/118/93/129/i255/101/127/121/i255/122/119/121/92/101/127/129/i255/92/127 /93/104/119/i255/143/103/104/119/121/118/125/119/i255/98/i255/101/102/119/101/131/i255/i255/157/117/126/119/133/119/102/107/i255/138/151/97/151/i255/138/101/102/123/i255/130/119/102/124/117/102/122/119/121/i255/129/117/92/125/i255/101/122/119/127/121/92/127/128/i255/101/93/i255/93/104/119/i255/120/118/125/120/156/117/118/93/129/i255/127/119/101/102/i255/157/101/126/93/104/117/102/127/119/107 /100/101/130/125/119/i255/101/127/121/i255/132/103/101/103/92/101/107/i255/93/104/119/102/119/124/117/102/119/i255/93/104/119/i255/129/117/92/125/i255/101/122/119/127/121/92/127/128/i255/101/102/119/101/i255/158/146/118/101/127/93/92/93/94/136/i255/126/101/129/i255/102/119/121/118/103/119/121/131/i255/i255/97/98/99/i255/101/127/121/i255/155/117/127/119/i255/143/93/101/102/i255/101/128/102/119/119/121 /93/117/i255/125/117/126/119/102/i255/93/104/119/92/102/i255/117/102/92/128/92/127/101/125/i255/130/102/92/103/119/i255/93/117/i255/130/119/102/124/117/102/122/i255/93/104/119/i255/129/117/92/125/i255/101/122/119/127/121/92/127/128/i255/129/92/127/103/119/i255/93/104/119/i255/146/118/101/127/93/92/93/94/i255/126/101/129/i255/102/119/121/118/103/119/121/131/i255/i255/147/104/92/129/i255/92/93/119/122/i255/92/129 /93/117/i255/102/119/122/117/133/119/i255/93/104/119/i255/130/102/119/133/92/117/118/129/125/94/i255/101/103/103/119/130/93/119/121/i255/101/122/117/118/127/93/i255/117/124/i255/148/159/106/107/110/108/160/131/109/109/i255/92/127/i255/91/151/152/i255/153/i255/109/110/108/131/105/i255/101/127/121/i255/102/119/130/125/101/103/119/i255/92/93/i255/126/92/93/104/i255/97/98/99/161/129/i255/127/119/126 /91/151/152/i255/153/i255/109/110/108/131/108/i255/124/117/102/i255/148/110/110/107/108/150/109/131/159/109/i255/124/117/102/i255/101/103/93/118/101/125/i255/126/117/102/123/i255/130/119/102/124/117/102/122/119/121/131/i255/i255/162/147/104/119/i255/92/93/119/122/i255/92/127/103/125/118/121/119/121/i255/92/127/i255/91/91/151/i255/153/i255/105/106/i255/126/101/129/i255/101/129/i255/124/117/125/125/117/126/129/144 /137/118/119/i255/93/117/i255/104/92/128/104/i255/122/119/93/101/125/129/i255/101/127/121/i255/130/157/i255/125/119/133/119/125/129/i255/92/127/i255/93/104/119/i255/119/134/92/129/93/92/127/128/i255/129/117/92/125/i255/92/127/i255/93/104/119/i255/122/119/121/92/101/127/129/107/i255/120/118/125/120/156/117/118/93/129/i255/101/127/121/i255/130/125/101/127/93/119/102/129/i255/92/127/i255/93/104/119 /143/103/104/119/121/118/125/119/i255/98/i255/130/102/117/142/119/103/93/i255/125/92/122/92/93/129/107/i255/138/151/97/151/i255/138/101/102/123/i255/104/101/129/i255/102/119/146/118/119/129/93/119/121/i255/93/104/101/93/i255/129/117/92/125/i255/101/122/119/127/121/92/127/128/i255/120/119/i255/130/119/102/124/117/102/122/119/121/i255/93/117/i255/101/i255/121/119/130/93/104/i255/117/124/i255/124/117/118/102 /158/110/136/124/119/119/93/i255/93/117/i255/104/119/125/130/i255/130/102/117/122/117/93/119/i255/124/118/93/118/102/119/i255/93/102/119/119/i255/130/125/101/127/93/92/127/128/i255/101/127/121/i255/128/102/117/126/93/104/131/i255/i255/147/104/119/i255/91/117/127/93/102/101/103/93/117/102/i255/104/101/121/i255/130/102/119/133/92/117/118/129/125/94/i255/101/122/119/127/121/119/121/i255/93/104/119 /129/117/92/125/i255/92/127/i255/93/104/119/i255/122/119/121/92/101/127/129/107/i255/120/118/125/120/156/117/118/93/129/i255/101/127/121/i255/130/125/101/127/93/119/102/129/i255/93/117/i255/101/127/i255/101/130/130/102/117/134/92/122/101/93/119/i255/121/119/130/93/104/i255/117/124/i255/93/126/117/i255/158/108/136/i255/124/119/119/93/i255/130/119/102/i255/128/118/92/121/101/127/103/119/i255/120/94 /138/151/97/151/i255/138/101/102/123/107/i255/104/117/126/119/133/119/102/i255/129/117/122/119/i255/103/117/127/103/119/127/93/102/101/93/92/117/127/129/i255/117/124/i255/122/119/93/101/125/129/i255/101/127/121/i255/104/92/128/104/i255/130/157/i255/101/102/119/i255/129/93/92/125/125/i255/130/102/119/129/119/127/93/i255/92/127/i255/93/104/119/i255/129/117/92/125/131/i255/i255/147/104/119/102/119/124/117/102/119/107 /101/121/121/92/93/92/117/127/101/125/i255/129/117/92/125/i255/101/122/119/127/121/92/127/128/i255/92/129/i255/102/119/146/118/92/102/119/121/i255/124/117/102/i255/104/119/101/125/93/104/94/i255/129/117/92/125/i255/93/117/i255/130/102/117/122/117/93/119/i255/93/102/119/119/i255/128/102/117/126/93/104/131/i255/i255/147/104/119/i255/91/117/127/93/102/101/103/93/117/102/i255/129/104/101/125/125 /130/102/117/133/92/121/119/i255/93/104/119/i255/101/121/121/92/93/92/117/127/101/125/i255/129/117/92/125/i255/101/122/119/127/121/92/127/128/i255/130/119/102/i255/121/92/102/119/103/93/92/117/127/i255/124/102/117/122/i255/138/151/97/151/i255/130/101/102/123/107/i255/120/94/i255/101/121/121/92/127/128/i255/128/94/130/129/118/122/i255/101/127/121/i255/103/117/122/130/117/129/93/i255/93/117 /93/104/119/i255/129/117/92/125/i255/92/127/i255/93/104/119/i255/122/119/121/92/101/127/129/107/i255/120/118/125/120/156/117/118/93/129/107/i255/101/127/121/i255/130/125/101/127/93/119/102/129/131/i255/i255/147/104/119/i255/91/117/127/93/102/101/103/93/117/102/i255/129/104/101/125/125/i255/130/102/117/133/92/121/119/i255/101/125/125/i255/125/101/120/117/102/107/i255/122/101/93/119/102/92/101/125/129/107 /119/146/118/92/130/122/119/127/93/i255/101/127/121/i255/129/118/130/119/102/133/92/129/92/117/127/i255/93/117/i255/103/117/122/130/125/119/93/119/i255/93/104/119/i255/129/117/92/125/i255/101/122/119/127/121/92/127/128/131/i255/i255/147/104/119/i255/91/92/93/94/i255/101/128/102/119/119/129/i255/126/92/93/104/i255/148/159/106/107/110/108/160/131/109/109/i255/117/124/i255/93/104/119 /103/117/129/93/129/i255/129/118/120/122/92/93/93/119/121/i255/92/127/i255/97/98/99/161/129/i255/91/151/152/i255/153/i255/109/110/108/131/105/i255/124/117/102/i255/93/104/92/129/i255/126/117/102/123/131/163 /164/165/166/167/168/169/170/171/i255/173/171/174/175/176/165/177/175/i255/178/164/179/i255/180/181/182/183/184/185/180/186/187/188/183/189/173/187/185/190/189/173/187/188/164/180/191/187/185/181/182/180/192/182/192/180/191/164/183/193 Docusign Envelope ID: 1019ED60-AFED-406B-A6DE-BA455D078DCA 723
/0/1/2/2/3/4/i255/6/7/8/9/10/i255/11/3/12/13/i255/14/1/13/1/15/16/7/8/12/17/i255/18/i255/6/8/9/19/9/2/1/i255/20/12/21/1/16/19/i255/22/23/24/7/3/25/1/23/1/17/16/15/i255/14/7/3/26/1/9/16/i255 /27/1/13/1/7/12/2/28/29/8/13/i255/14/7/3/26/1/9/16/i255/30/3/31/i255/29/32/14/33/28/34/35/36/37/38/39/40/41/42/i255 /43/44/45/46/i255/48/i255/49/50/i255/51/i255
/52/53/54/55/56/i255/58/58/59/i255/60/i255/61/62/63/i255/64/65/i255/64/66/66/67/68/64/65/69/55/i255/67/70/i255/71/52/72/63/72/72/72/i255/68/64/73/i255/74/65/69/66/75/76/55/76/i255/70/67/56/i255/77/78/79/i255/80/67/i255/81/56/67/82/74/76/55/i255/80/56/64/70/70/74/69/i255/69/67/65/80/56/67/66/i255/64/65/76/i255/70/66/64/83/83/74/65/83/i255/70/67/56 /84/67/65/55/i255/85/80/64/56/i255/64/73/i255/80/86/55/87/i255/81/55/56/70/67/56/88/55/76/i255/80/86/55/i255/73/67/74/66/i255/64/88/55/65/76/74/65/83/89/i255/i255/90/86/55/i255/64/69/80/75/64/66/i255/69/67/73/80/73/i255/70/67/56/i255/80/86/55/i255/80/56/64/70/70/74/69/i255/69/67/65/80/56/67/66/i255/64/65/76/i255/70/66/64/83/83/74/65/83 /81/55/56/70/67/56/88/55/76/i255/91/87/i255/77/78/79/i255/64/56/55/i255/74/65/69/66/75/76/55/76/i255/74/65/i255/77/78/79/92/73/i255/58/59/93/i255/60/i255/72/62/94/89/i255/i255/90/86/55/i255/80/56/64/70/70/74/69/i255/69/67/65/80/56/67/66/i255/64/65/76/i255/70/66/64/83/83/74/65/83/i255/69/67/73/80/73/i255/81/55/56/70/67/56/88/55/76/i255/67/65 /64/i255/80/74/88/55/i255/64/65/76/i255/88/64/80/55/56/74/64/66/i255/95/90/96/97/53/i255/91/64/73/74/73/i255/80/67/80/64/66/55/76/i255/71/61/52/63/72/98/98/89/94/61/89/i255/i255/90/86/74/73/i255/74/80/55/88/i255/74/73/i255/80/67/i255/56/55/88/67/82/55/i255/80/86/55/i255/64/66/66/67/68/64/65/69/55/i255/67/70/i255/71/52/72/63/72/72/72 /64/65/76/i255/56/55/81/66/64/69/55/i255/74/80/i255/68/74/80/86/i255/80/86/55/i255/64/69/80/75/64/66/i255/69/67/73/80/73/i255/74/65/i255/58/59/93/i255/60/i255/72/62/94/89/i255/i255/99/90/86/55/i255/74/80/55/88/i255/74/65/69/66/75/76/55/76/i255/74/65/i255/58/58/59/i255/60/i255/61/62/i255/68/64/73/i255/64/73/i255/70/67/66/66/67/68/73/100/i255/i255/90/86/55 /58/74/80/87/i255/68/74/66/66/i255/64/83/56/55/55/i255/80/67/i255/77/78/79/i255/81/55/56/70/67/56/88/74/65/83/i255/80/86/55/i255/65/55/69/55/73/73/64/56/87/i255/80/56/64/70/70/74/69/i255/69/67/65/80/56/67/66/i255/56/55/66/64/80/55/76/i255/80/67/i255/80/86/55/i255/90/56/64/70/70/74/69/i255/85/74/83/65/64/66/i255/97/67/76/74/70/74/69/64/80/74/67/65/73 /64/80/i255/98/80/86/i255/85/80/56/55/55/80/i255/64/65/76/i255/54/55/65/65/73/87/66/82/64/65/74/64/i255/101/82/55/65/75/55/i255/95/79/80/55/88/i255/60/61/i255/64/91/67/82/55/53/i255/64/65/76/i255/80/86/55/i255/64/76/76/74/80/74/67/65/64/66/i255/73/67/74/66/i255/64/88/55/65/76/74/65/83/i255/64/80/i255/80/86/55/i255/88/55/76/74/64/65/73/63 /91/75/66/91/102/67/75/80/73/i255/64/65/76/i255/81/66/64/65/80/55/56/73/i255/74/65/i255/80/86/55/i255/85/69/86/55/76/75/66/55/i255/78/i255/81/56/67/103/55/69/80/i255/66/74/88/74/80/73/i255/95/79/80/55/88/i255/60/94/i255/64/91/67/82/55/53/i255/67/65/i255/64/i255/80/74/88/55/i255/64/65/76/i255/88/64/80/55/56/74/64/66/73/i255/91/64/73/74/73/89/i255/i255/101 /80/67/80/64/66/i255/65/67/80/102/80/67/102/55/104/69/55/55/76/i255/95/105/90/106/53/i255/64/88/67/75/65/80/i255/67/70/i255/71/52/72/63/72/72/72/89/72/72/i255/74/73/i255/74/65/69/66/75/76/55/76/i255/86/55/56/55/74/65/i255/64/73/i255/64/65/i255/64/66/66/67/68/64/65/69/55/i255/70/67/56/i255/80/56/64/70/70/74/69/i255/69/67/65/80/56/67/66/i255/80/67 /91/55/i255/81/55/56/70/67/56/88/55/76/i255/70/67/56/i255/91/67/80/86/i255/73/69/67/81/55/73/i255/67/70/i255/68/67/56/107/89/i255/i255/90/86/55/i255/58/67/65/80/56/64/69/80/67/56/i255/73/86/64/66/66/i255/81/56/67/82/74/76/55/i255/76/64/74/66/87/i255/80/64/83/73/i255/73/86/67/68/74/65/83/i255/64/66/66/i255/66/64/91/67/56/63 /88/64/80/55/56/74/64/66/73/63/i255/64/65/76/i255/55/108/75/74/81/88/55/65/80/i255/70/67/56/i255/80/86/55/i255/58/97/i255/56/55/82/74/55/68/i255/64/65/76/i255/73/74/83/65/64/80/75/56/55/i255/55/64/69/86/i255/76/64/87/i255/80/86/64/80/i255/80/56/64/70/70/74/69/i255/69/67/65/80/56/67/66/i255/74/73/i255/81/55/56/70/67/56/88/55/76/89/109 /110/111/112/113/114/115/113/i255/117/114/110/i255/118/119/112/115/120/111/121/i255 /61/53/85/55/55/i255/64/91/67/82/55/i255/122/55/73/69/56/74/81/80/74/67/65/i255/70/67/56/i255/80/86/55/i255/56/55/64/73/67/65/i255/70/67/56/i255/80/86/74/73/i255/69/86/64/65/83/55/89 /118/114/113/123/i255/114/117/i255/118/119/112/115/120/111/121/i255/90/86/74/73/i255/69/86/64/65/83/55/i255/67/56/76/55/56/i255/74/65/69/56/55/64/73/55/73/i255/80/86/55/i255/69/67/65/80/56/64/69/80/i255/64/88/67/75/65/80/i255/91/87/i255/71/62/62/63/61/124/125/89/126/62/i255/64/73/i255/73/86/67/68/65/i255/74/65/i255/80/86/55/i255/80/64/91/66/55/i255 /91/55/66/67/68/89/i255
/79/80/55/88/i255 /122/55/73/69/56/74/81/80/74/67/65/127 /65/74/80/73/i255 /127/65/74/80/i255/58/67/73/80/i255/128/75/64/65/80/74/80/87/i255/58 /67/73/80/i255 /61/i255/i255/i255/58/59/93/i255/60/i255/62/72/89/61/i255/58/67/65/69/56/55/80/55/i255/79/88/81/56/67/82/55/88/55/65/80/73/i255/84 /85/i255/71 /61/72/52/63/94/62/124/89/72/125/i255/61/i255/71 /61/72/52/63/94/62/124/89/72/125/i255 /94/64/i255/i255/i255/77/78/79/i255/58/59/93/i255/60/i255/72/125/94/89/61/i255/129/i255/101/76/76/74/80/74/67/65/64/66/i255/85/67/74/66/i255/101/88/55/65/76/74/65/83/i255/74/65/i255 /85/69/86/55/76/75/66/55/i255/78/i255/64/56/55/64/i255
/84/85/102 /71/98/62/63/125/94/126/89/72/72/i255/61 /102 /71/98/62/63/125/94/126/89/72/72 /94/91/i255/i255/i255/77/78/79/i255/58/59/93/i255/60/i255/72/125/94/89/94/i255/129/i255/101/76/76/74/80/74/67/65/64/66/i255/85/67/74/66/i255/101/88/55/65/76/74/65/83/i255/74/65/i255 /85/69/86/55/76/75/66/55/i255/78/i255/64/56/55/64/i255
/84/85/71 /125/125/63/94/124/72/89/98/72/i255/61 /71 /125/125/63/94/124/72/89/98/72 /52/64/i255/i255/i255/101/66/66/67/68/64/65/69/55/i255/70/67/56/i255/90/56/64/70/70/74/69/i255/58/67/65/80/56/67/66/i255/70/67/56/i255/79/80/55/88/73/i255/60/61/i255/64/65/76/i255/60/94/i255 /64/91/67/82/55/i255/129/i255/80/67/i255/91/55/i255/81/55/56/70/67/56/88/55/76/i255/67/65/i255/64/i255/90/96/97/i255/91/64/73/74/73/i255 /84/85/102 /71/52/72/63/72/72/72/89/72/72/i255/61 /102 /71/52/72/63/72/72/72/89/72/72 /52/91/i255/i255/i255/77/78/79/i255/58/59/93/i255/60/i255/72/62/94/i255/90/56/64/70/70/74/69/i255/58/67/65/80/56/67/66/i255/130/i255/131/66/64/83/83/74/65/83/i255/70/67/56/i255/85/67/74/66/i255 /101/88/55/65/76/74/65/83/i255/132/67/56/107/i255/91/87/i255/84/67/65/55/i255/85/80/64/56/i255/95/64/69/80/75/64/66/i255/69/67/73/80/73/53/i255 /84/85/71 /61/52/63/72/98/98/89/94/61/i255/61 /71 /61/52/63/72/98/98/89/94/61 /58/58/59/i255/60/61/133/i255/90/67/80/64/66/i255/58/67/73/80/i255/101/76/103/75/73/80/88/55/65/80/100/i255 /71/62/62/63/61/124/125/89/126/62/i255 /134/135/136/137/138/139/140/141/i255/143/141/144/145/146/135/147/145/i255/148/134/149/i255/150/151/152/153/154/155/150/156/157/158/153/159/143/157/155/160/159/143/157/158/134/150/161/157/155/151/152/150/162/152/162/150/161/134/153/163 Docusign Envelope ID: 1019ED60-AFED-406B-A6DE-BA455D078DCA 724
/0/1/2/2/3/4/i255/6/7/8/9/10/i255/11/3/12/13/i255/14/1/13/1/15/16/7/8/12/17/i255/18/i255/6/8/9/19/9/2/1/i255/20/12/21/1/16/19/i255/22/23/24/7/3/25/1/23/1/17/16/15/i255/14/7/3/26/1/9/16/i255 /27/1/13/1/7/12/2/28/29/8/13/i255/14/7/3/26/1/9/16/i255/30/3/31/i255/29/32/14/33/28/34/35/36/37/38/39/40/41/42/i255 /43/44/45/46/i255/48/i255/49/50/i255/51/i255
/52/53/54/55/56/57/52/55/i255/59/57/60/61/62/i255/57/63/64/61/65/55/66/62/54/55/67/i255 /68/69/70/i255/72/73/74/75/74/76/77/78/i255/79/72/76/80/73/77/79/80/i255/81/77/78/82/70/i255/83/77/84/i255/85/86/87/88/89/86/87/90/90/89/91/89/92/91/i255/i255/93/69/77/76/75/70/i255/94/73/95/70/73/84/i255/96/92/97/i255/80/69/73/72/82/75/69/i255/96/97/98/i255/69/77/81/70/i255/73/70/81/74/84/70/95/i255/80/69/70/i255/79/72/76/80/73/77/79/80/i255/77/99/72/82/76/80/i255 /80/72/i255/85/98/87/89/100/97/87/90/86/90/91/100/101/91/i255 /68/69/74/84/i255/93/72/76/80/73/77/79/80/i255/93/69/77/76/75/70/i255/94/73/95/70/73/i255/74/76/79/73/70/77/84/70/84/i255/80/69/70/i255/79/72/76/80/73/77/79/80/i255/81/77/78/82/70/i255/102/103/i255/85/89/89/87/97/86/100/91/90/89/i255/80/72/i255/77/i255/76/70/83/i255/73/70/81/74/84/70/95/i255/79/72/76/80/73/77/79/80/i255/77/99/72/82/76/80/i255/72/104/i255 /85/98/87/89/90/98/87/97/105/100/91/105/98/91/i255
/52/53/54/55/56/57/52/55/i255/55/106/66/62/i255/57/63/64/61/65/55/66/62/54/55/67/i255 /68/69/70/i255/79/72/76/80/73/77/79/80/82/77/78/i255/83/72/73/107/74/76/75/i255/95/77/103/84/i255/74/84/i255/73/70/81/74/84/70/95/i255/80/72/i255/89/88/89/i255/83/72/73/107/74/76/75/i255/95/77/103/84/i255/104/73/72/99/i255/80/69/70/i255/108/73/70/81/74/72/82/84/i255/105/90/86/i255/83/72/73/107/74/76/75/i255/95/77/103/84/i255/80/72/i255/77/79/79/72/82/76/80/i255/104/72/73/i255 /80/69/70/i255/109/110/111/112/i255/83/72/73/107/91/i255/i255/68/69/70/i255/73/70/99/77/74/76/74/76/75/i255/108/73/72/113/70/79/80/i255/83/72/73/107/i255/74/76/79/78/82/95/70/84/i255/79/72/99/108/78/70/80/74/72/76/i255/72/104/i255/80/69/70/i255/84/70/81/70/76/i255/79/82/73/102/i255/73/77/99/108/84/i255/77/76/95/i255/108/73/72/75/73/77/99/99/74/76/75/i255/80/69/70/i255 /80/73/77/104/104/74/79/i255/84/74/75/76/77/78/i255/79/72/76/80/73/72/78/78/70/73/i255/77/80/i255/98/80/69/i255/114/80/73/70/70/80/91/i255/i255/68/69/70/i255/79/72/76/80/73/77/79/80/82/77/78/i255/79/72/99/108/78/70/80/74/72/76/i255/95/77/80/70/i255/83/74/78/78/i255/102/70/i255/73/70/81/74/84/70/95/i255/80/72/i255/115/108/73/74/78/i255/105/92/87/i255/101/92/101/100/i255/104/73/72/99/i255/80/69/70/i255 /108/73/70/81/74/72/82/84/i255/95/77/80/70/i255/72/104/i255/116/82/78/103/i255/105/97/87/i255/101/92/101/105/91/i255 /57/117/117/56/53/59/57/60/i255/56/62/52/53/66/66/62/54/63/62/63/i255/118/119/i255 /114/120/110/121/115/68/122/123/112/i255 /124/109/123/120/121/68/i255/121/115/125/112/i255/115/121/126/i255/68/120/68/127/112/128/i255 /126/115/68/112/i255 /123/72/102/70/73/80/i255/115/95/95/74/70/75/72/87/i255/123/70/84/74/95/70/76/80/i255/112/76/75/74/76/70/70/73/87/i255/i255 /114/83/74/76/70/73/80/72/76/i255/125/77/76/77/75/70/99/70/76/80/i255/111/i255/93/72/76/84/82/78/80/74/76/75/i255 /92/105/129/97/89/129/101/100/i255
/52/106/55/119/i255/57/117/117/56/53/59/57/60/i255/118/119/i255 /114/120/110/121/115/68/122/123/112/i255 /124/109/123/120/121/68/i255/121/115/125/112/i255/115/121/126/i255/68/120/68/127/112/128/i255 /126/115/68/112/i255 /130/70/76/95/103/i255/130/70/78/78/102/73/72/79/107/87/i255/109/91/112/91/i255/131/i255/114/70/76/74/72/73/i255/93/74/81/74/78/i255/112/76/75/74/76/70/70/73/i255 /93/74/80/103/i255/72/104/i255/123/74/79/69/99/72/76/95/i255/109/82/102/78/74/79/i255/130/72/73/107/84/i255/126/70/108/80/91/i255 /92/105/129/97/89/129/101/100/i255
/52/53/54/55/56/57/52/55/53/56/i255/57/52/52/62/117/55/57/54/52/62/i255/118/119/i255 /114/120/110/121/115/68/122/123/112/i255 /124/109/123/120/121/68/i255/121/115/125/112/i255/115/121/126/i255/68/120/68/127/112/128/i255 /126/115/68/112/i255 /68/73/72/103/i255/114/74/99/76/74/76/75/i255/131/i255/132/109/i255/72/104/i255/109/73/72/113/70/79/80/i255/125/77/76/77/75/70/99/70/76/80/i255 /110/69/74/78/72/80/80/74/i255/133/73/72/84/91/87/i255/120/76/79/91/i255 /92/105/129/97/89/129/101/100/i255
/68/69/74/84/i255/79/69/77/76/75/70/i255/72/73/95/70/73/i255/79/72/76/84/80/74/80/82/80/70/84/i255/104/82/78/78/i255/77/76/95/i255/79/72/99/108/78/70/80/70/i255/79/72/99/108/70/76/84/77/80/74/72/76/i255/104/72/73/i255/77/78/78/i255/78/77/102/72/73/87/i255/70/134/82/74/108/99/70/76/80/87/i255/99/77/80/70/73/74/77/78/84/87/i255/72/81/70/73/69/70/77/95/87/i255/70/135/80/70/76/95/70/95/i255 /72/81/70/73/69/70/77/95/i255/77/76/95/i255/108/73/72/104/74/80/i255/73/70/134/82/74/73/70/95/i255/80/72/i255/108/70/73/104/72/73/99/i255/80/69/70/i255/79/69/77/76/75/70/84/i255/95/70/84/79/73/74/102/70/95/i255/77/102/72/81/70/i255/74/76/i255/77/79/79/72/73/95/77/76/79/70/i255/83/74/80/69/i255/80/69/70/i255/77/108/108/78/74/79/77/102/78/70/i255/108/73/72/81/74/84/74/72/76/84/i255/72/104/i255/80/69/70/i255 /79/72/76/80/73/77/79/80/i255/95/72/79/82/99/70/76/80/84/91/i255/68/69/74/84/i255/79/69/77/76/75/70/i255/72/73/95/70/73/i255/74/84/i255/76/72/80/i255/70/104/104/70/79/80/74/81/70/i255/82/76/80/74/78/i255/77/108/108/73/72/81/70/95/i255/102/103/i255/80/69/70/i255/112/76/75/74/76/70/70/73/91/i255 /136/137/138/139/140/141/142/143/i255/145/143/146/147/148/137/149/147/i255/150/136/151/i255/152/153/154/155/156/157/152/158/159/160/155/161/145/159/157/162/161/145/159/160/136/152/163/159/157/153/154/152/164/154/164/152/163/136/155/165 Docusign Envelope ID: 1019ED60-AFED-406B-A6DE-BA455D078DCA 725
/0/1/2/2/3/4/i255/6/7/8/9/10/i255/11/3/12/13/i255/14/1/13/1/15/16/7/8/12/17/i255/18/i255/6/8/9/19/9/2/1/i255/20/12/21/1/16/19/i255/22/23/24/7/3/25/1/23/1/17/16/15/i255/14/7/3/26/1/9/16/i255 /27/1/13/1/7/12/2/28/29/8/13/i255/14/7/3/26/1/9/16/i255/30/3/31/i255/29/32/14/33/28/34/35/36/37/38/39/40/41/42/i255 /43/44/45/46/i255/48/i255/49/50/i255/48/i255
/51/52/52/53/54/55/56/57/58/52/i255/51/i255
/60/61/62/63/64/i255
/65/53/66/67/i255/68/i255/70/i255/71/72/73/i255/74/75/76/77/77/i255/78/79/80/81/77/82/83/82/i255/83/75/82/i255/78/79/84/78/85/82/83/82/i255/86/80/81/85/79/87/82/80/82/84/83/74/i255/76/83/i255/72/86/74/74/82/77/77/i255/88/87/82/84/89/82/i255/90/i255/91/83/75/i255/92/83/85/82/82/83/93/i255/94/76/78/95/79/84/76/77/95/i255/88/87/82/84/89/82/i255/90/i255/91/83/75/i255 /92/83/85/82/82/83/93/i255/96/82/87/86/84/i255/88/87/82/84/89/82/i255/90/i255/91/83/75/i255/92/83/85/82/82/83/93/i255/76/84/95/i255/97/83/75/i255/92/83/85/82/82/83/i255/76/84/95/i255/98/82/84/84/74/99/77/87/76/84/86/76/i255/88/87/82/84/89/82/i255/81/82/85/i255/83/75/82/i255/76/83/83/76/78/75/82/95/i255/100/101/102/i255/103/104/105/106/107/i255/95/76/83/82/95/i255 /105/108/109/110/91/109/110/105/110/111/i255/112/79/85/i255/113/107/105/111/93/110/104/108/106/105/97/106/i255 /65/53/66/67/i255/114/i255/70/i255/92/82/82/i255/83/75/82/i255/76/83/83/76/78/75/82/95/i255/71/72/73/i255/100/101/102/i255/103/i255/105/97/110/106/110/i255/95/76/83/82/95/i255/105/107/109/107/105/109/110/105/110/97/106/i255/i255/115/75/82/i255/100/86/83/99/i255/116/86/77/77/i255/76/117/85/82/82/i255/83/79/i255/113/97/97/93/118/97/118/106/104/118/i255/112/79/85/i255/83/75/82/i255 /76/95/95/86/83/86/79/84/76/77/i255/74/79/86/77/i255/76/80/82/84/95/86/84/117/i255/116/79/85/119/i255/86/84/i255/83/75/82/i255/92/78/75/82/95/89/77/82/i255/72/i255/76/85/82/76/74/106/i255 /65/53/66/67/i255/120/i255/70/i255/92/82/82/i255/83/75/82/i255/76/83/83/76/78/75/82/95/i255/71/72/73/i255/100/101/102/i255/103/i255/105/104/110/i255/95/76/83/82/95/i255/105/107/109/105/121/109/110/105/110/97/106/i255/i255/115/75/82/i255/100/86/83/99/i255/116/86/77/77/i255/76/117/85/82/82/i255/83/79/i255/113/107/111/93/105/118/118/106/110/107/i255/112/79/85/i255/83/75/82/i255/83/85/76/112/112/86/78/i255 /78/79/84/83/85/79/77/i255/76/84/95/i255/112/77/76/117/117/86/84/117/i255/95/89/85/86/84/117/i255/83/75/82/i255/74/79/86/77/i255/76/80/82/84/95/86/84/117/i255/116/79/85/119/i255/86/84/i255/83/75/82/i255/92/78/75/82/95/89/77/82/i255/72/i255/76/85/82/76/74/106/i255 /122/123/124/125/126/127/128/129/i255/131/129/132/133/134/123/135/133/i255/136/122/137/i255/138/139/140/141/142/143/138/144/145/146/141/147/131/145/143/148/147/131/145/146/122/138/149/145/143/139/140/138/150/140/150/138/149/122/141/151 Docusign Envelope ID: 1019ED60-AFED-406B-A6DE-BA455D078DCA 726
727
728
Bob Addiego
Digitally signed by Bob Addiego
DN: C=US, [email protected],
O=Swinerton Mgmt & Consulting, CN=Bob Addiego
Reason: I attest to the accuracy and integrity of this
document
Date: 2024.07.11 13:43:55-07'00'
Signature:Email:

Daniel Chavarria (Jul 12, 2024 11:07 PDT)
Daniel Chavarria
[email protected]
729
CCO019a-Extended General Conditions signed
Final Audit Report 2024-07-12
Created: 2024-07-12
By: Wendy Wellbrock ([email protected]) Status: Signed
Transaction ID: CBJCHBCAABAAS37H48NN1qzK53qXwap7Te80PpXR91xM "CCO019a-Extended General Conditions signed" History
Document digitally presigned by Bob Addiego ([email protected]) 2024-07-11 - 8:43:55 PM GMT
Document created by Wendy Wellbrock ([email protected]) 2024-07-12 - 6:03:01 PM GMT
Document emailed to Daniel Chavarria ([email protected]) for signature 2024-07-12 - 6:03:48 PM GMT
Email viewed by Daniel Chavarria ([email protected]) 2024-07-12 - 6:04:35 PM GMT
Document e-signed by Daniel Chavarria ([email protected]) Signature Date: 2024-07-12 - 6:07:17 PM GMT - Time Source: server Agreement completed.
2024-07-12 - 6:07:17 PM GMT
730

SECOND AMENDMENT TO

CONSTRUCTION AGREEMENT BETWEEN THE CITY OF RICHMOND AND GHILOTTI BROS, INC.

This Second Amendment to the Construction Agreement (the “Second Amendment”) is entered into as of , 2024, by and between the City of Richmond, a municipal corporation and charter city (“City”) and Ghilotti Bros., Inc., (“Contractor”), with reference to the following facts.

RECITALS

A. City and Contractor entered into that certain Construction Agreement dated March 3, 2021 (the “Agreement”) to furnish construction of the Yellow Brick Road Project, located at 7th Street from Ripley Avenue to Pennsylvania Avenue, 8th Street from Ohio Avenue to Lincoln Avenue, and Pennsylvania Avenue from 2nd Street to Harbour Way (the “Project”).

B. City and Contractor entered into that certain First Amendment to the Construction Agreement (the “First Amendment”) dated April 16, 2024, in order to increase the expenditures under the Agreement by an additional not-to-exceed sum of $134,439.32, for a total amended not-to exceed amount of $7,677,134.37 (the “First Amended Amount”).

C. The Parties now desire to enter into this Second Amendment in order to increase the expenditures under the Agreement by an additional not-to-exceed sum of $40,000.00 (the “Additional Expenditures”), for a total amended not-to exceed amount of $7,717,134.37 as set forth on Attachment 1 attached and incorporated hereto (the “Second Amended Amount”).

NOW THEREFORE, in consideration of the recitals hereof, and other mutual covenants and promises contained herein and for other valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties hereby agree to amend the Agreement as follows:

Section 1 Amendment to Payments.

The Construction Agreement is hereby amended by this Second Amendment in order to increase the First Amended Amount by the Additional Expenditures to reflect a new total of authorized expenditures under the Construction Agreement, equal to the Second Amended Amount.

Section 2. Amendment to Scope of Work.

The Construction Agreement is hereby amended by this Second Amendment in order to add extra work due to unforeseen circumstances to the Project as set forth in Attachment 1. 731

Section 3. Miscellaneous.

(a) Except as amended by First Amendment and Second Amendment, the Construction Agreement has not been modified and is in full force and effect.

(b) Each of the individuals executing th is Second Amendment on behalf of the Contractor and City individually represents and warrants that he or she has been authorized to do so and has the power to bind the party for whom they are signing.

(c) This Second Amendment may be signed in any number of counterparts with the same effect as it the signatures to each counterpart were upon a single instrument, and is intended to be binding when all parties have delivered their signatures to the other parties.

Signatures may be delivered by facsimile or electronic transmission. All counterparts shall be deemed an original of this Second Amendment.

(d) WHEREFORE, the Parties have executed this Second Amendment on or as of the date first above written.

IN WITNESS WHEREOF, City and Contractor have executed this Second Amendment duly authorized representatives, all on the date first written above.

CITY:

Reviewed By:

CITY OF RICHMOND, a municipal
corporation an
d charter city

City Attorney By: _______________________________

Name: Shasa Curl
ATTEST: Its: City Manager

City Clerk
CONTRACTOR:

Ghilotti Bros., Inc., a Corporation

By: _______________________________

Name:

Its:

732

ATTACHMENT 1

733
734
735
736

October 1, 2024

Finance Department

DATE: October 1, 2024
TO: Mayor Martinez and Members of the City Council
FROM:

Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager, Internal Services
Andrea Miller, Director of Finance
Mubeen Qader, Deputy Director of Finance
Antonio Banuelos, Accounting Manager
SUBJECT:

Fiscal Year 2023-24 Quarter 4 Financial Report and
Administrative Budget Adjustments
FINANCIAL IMPACT:

PREVIOUS COUNCIL
ACTION:

June 20, 2023, November 28, 2023, March 5, 2024 , May
28, 2024.

STATEMENT OF THE
ISSUE:

City staff is presenting the Fiscal Year 2023-24 Quarter 4 General Fund and Non-General Funds financial report
and administrative budget adjustments.

RECOMMENDED ACTION:

RECEIVE the Fiscal Year (FY) 2023-24 Quarter 4 report
for the period of July 1, 2023, through June 30, 2024;
ADOPT resolutions to APPROPRIATE proposed
administrative year-end budget adjustments in FY 2023-
24; ADOPT a policy regarding Unspent Funds
Appropriations; and APPROPRIATE Unspent Funds in
FY 2024-25 – City Manager’s Office/Finance Department
(Shasa Curl 510-620-6512/Andrea Miller 510-620-
6790/Mubeen Qader 510-412-2077).

DISCUSSION:

FY 2023-24 Quarter 4 Overview

This report presents an overview of the Quarter 4 (Q4) operating revenues and expenditures for Fiscal Year (FY) 2023-24, which includes year-to-date budget to AGENDA
REPORT
737

October 1, 2024
actuals spent from July 1, 2023, through June 30, 2024, for the General Fund and Non- General Fund.

The City’s FY 2023-24 General Fund is ending on a positive note with an estimated $2.8 million in unspent funds available after the City-directed contributions to Other Post-Employment Benefits (OPEB) and CalPERS.

Table 1: FY 2023-24 Estimated Unspent Funds
Item Amount
FY 2023-24 Actual Revenue (239,547,022)
FY 2023-24 Actual Expenditure 236,028,146
FY 2023-24 Actual Revenue minus Expenditures (3,518,876) Contribution to Reserve* -
Contribution to OPEB @ 10% 351,888
Contribution to CalPERS @ 10% 351,888
Unspent from FY 2023-24 (2,815,101)

Based on the FY 2023-24 year-end estimated reserve level and the FY 2024-25 Adopted Budget of $248.9 million, there is an estimated $2.9 million that is above the minimum City Council-approved 21 percent target required reserve for the General Fund.

Table 2: FY 2023-24 Fund Balance (Reserve)
Item Amount
FY 2023-24 Beginning Fund Balance (Reserve) 55,196,962
FY 2024-25 Policy Target Beginning Fund Balance (Reserve) 52,276,428 Reserve Above Policy Target (2,920,534)

Together, the estimated $2.9 million in estimated reserve above the policy target and the $2.8 million in estimated unspent funds, provide a current estimated total of $5.7 million available to support City Council priorities. Per City Councill direction, this report provides a list of proposed expenditures identified at the end of the FY 23-24 budget cycle and a proposed framework to provide guidance on how to spend the estimated $5.7 million in available funds.

Table 3: FY 2023-24 General Fund Estimated Unspent Funds

While the majority of the Q4 report is focused on the General Fund, it is important to highlight some points about the Non-General Fund. Actual Non-General fund revenues collected are 71 percent of the budgeted amounts and Non-General Fund expenditures are 44 percent of the budget. Most of the unspent funds in the Non-General Fund budgets will roll over to the following year.

Staff is presenting the Q4 financial report to provide City Council an overview of FY 23- 24 ending revenue and expenditure balances for both the General and Non-General Item Amount
Reserve Above Policy Target (2,920,534)
Unspent from FY 2023-24 (2,815,101)
Other Unused Fund Balance TBD
Total (5,735,634)
738

October 1, 2024
Funds, proposed administrative budget adjustments, an estimate of unspent funds in the General Fund, and a guiding framework to make decisions regarding funding previously identified expenditures. Most of the fiscal year activity has been captured; however, the amounts are not final until the annual audit and fiscal year close is completed and the Annual Comprehensive Financial Report (ACFR) is published. City staff will present the year-end audit results and ACFR to the City Council in January or February 2025 along with the actual General Fund Unspent Funds.

Fiscal Challenges on the Horizon
Beacon Economics’ Summary 2024 California Forecast is projecting an increased unemployment rate up to 5.6 percent in the coming months. As shown in Figure 1, Richmond’s unemployment rate was at a low of 3.2 percent pre-COVID in 2019, with an upswing to 10.4 percent in 2020. The rate reduced back down to pre-COVID levels of

3.4 percent in 2022; however, the rising trend in the unemployment rate is a credible concern for the City’s local economy as Richmond historically has had a higher unemployment rate compared to neighboring communities.

Figure 1:City of Richmond Historical Unemployment Rate

Even though the City is ending the FY 2023-24 on a positive note and has adopted a balanced FY 2024-25 Budget, there are still some fiscal headwinds on the horizon:
 California Public Employees’ Retirement System (CalPERS) Pension Unfunded Liability – $396 million
 Other Post Employment Benefits Unfunded Liability – $77 million  CalPERS Healthcare Premium – 2025 rate increase by 10.795 percent

General Fund

At the end of FY 2023-24 Q4, the estimated total revenues exceed the estimated total expense by approximately $3.5 million. The estimated year-end actuals for revenues are higher than the revised budget by approximately 2 percent and expenditures are lower than the revised budget by approximately 6 percent as shown in Table 4 below.

12.30%

10.90%

9.30%

7.50%

6.00%

5.10%

4.50%

3.60% 3.60% 3.20%

10.40%

5.20%

3.40%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Unemployment Rate
Year December Unemployment Rate of Each Year
739

October 1, 2024

Table 4: Estimated General Fund Revenue and Expenditures FY2023-24, Quarter 4

GENERAL FUND
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE
REVENUE TOTAL (225,374,607) (234,380,287) (239,547,022) 102% EXPENDITURE TOTAL 225,374,607 250,642,277 236,028,146 94%

GENERAL FUND NET
(-SURPLUS)/+DEFICIT 16,261,991 (3,518,876)

General Fund Revenues

Overall, estimated year-end actuals for revenue totaled approximately $239.5 million (102 percent of budget) at the end of FY 2023-24 Q4, as shown in Table 5 and Figure 2.

Several revenue categories came in higher than expected as reflected in Table 5 below.

Table 5: Estimated General Fund Revenue, FY2023-24 Quarter 4

GENERAL FUND
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE
30 PROPERTY TAXES (50,567,173) (52,181,354) (53,802,373) 103% 31 SALES & USE TAX (56,752,495) (57,897,341) (61,609,565) 106% 32 UTILITY USERS TAX (55,775,083) (57,938,011) (59,085,274) 102% 33 OTHER TAXES (23,237,723) (24,144,377) (18,541,970) 77% 34 LICENSES, PRMITS & FEES (13,286,195) (15,779,175) (16,580,441) 105% 35 FINES & FORFEITURES (331,144) (151,438) (241,876) 160% 36 USE OF MONEY&PROPRTY (1,011,535) (1,796,421) (3,664,487) 204% 37 CHARGES FOR SERVICES (2,561,992) (2,536,992) (2,453,316) 97% 38 OTHER REVENUE (238,480) (238,480) (340,605) 143%
39 RENTAL INCOME (777,028) (777,028) (943,467) 121%
3A INTERGOV STATE TAXES (125,000) (125,000) (143,154) 115% 3C INTERGOV STATE GRANT (110,000) (183,911) (169,152) 92% 3D INTERGOV OTHER GRANT (250,000) (280,000) (328,851) 117% 60 PROC FR SLE PROP 0 0 (4,987) -
61 LOAN/BOND PROCEEDS (40,400) (40,400) 0 0%
90 OPER XFERS IN (20,310,358) (20,310,358) (21,637,505) 107% REVENUE TOTAL (225,374,607) (234,380,287) (239,547,022) 102%

740

October 1, 2024
Figure 2: FY 2023-24 General Fund Revenues

The variances in each major category are explained in the following paragraphs.

General Fund Revenue Variances
 Property Tax – City staff estimated growth of 3.3 percent for Secured Property Taxes and overall growth for General Fund property taxes of 4 percent. Contra Costa County (County) released the 2023-2024 Assessment Roll in July 2023, which indicated growth of the Assessed Valuation (AV) at 6.77 percent for Secured Property Taxes. Property Taxes totaled $53.8 million which was $1.6 million higher than the original budget and right on target for the revised budget.

A large segment that came in significantly higher than the revised budget was the Successor Agency surplus revenue by $1.6 million.

 Sales & Use Tax – Sales and Use Tax revenue came in higher than expected based on updated numbers at mid-year. Revenue was budgeted at $57.9 million and actual revenue is expected at $61.6 million which is $3.7 million above the revised budget, an increase of 6.4 percent. This revenue stream is bolstered by the performance of big box stores such as Costco, Target, Home Depot, and Walmart.

 Utility Users Tax (UUT) – UUT applies to Cable Television, Gas and Electricity, Telecommunications, and the Maximum Tax Payable Provision (Cap Amount) paid by Chevron, totaled $59.1 million, which is $1.2 million or 2.0 percent higher than the revised budget of $57.9 million. The primary source for the variance is amounts remitted by Pacific Gas & Electric (PG&E) due to rate increases.

 Other Taxes – Actual revenue received in the Other Taxes category was $18.5 million, a decrease of $5.6 million from the budgeted amount of $24.1 million (-

23.2 percent). Other taxes include the Documentary Transfer Tax which is collected by Contra Costa County on the sale of properties. Of the major General -
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000Dollars
Revenue
FY 2023-24 REVISED BUDGET ESTIMATED YEAR-END ACTUALS
741

October 1, 2024
Fund revenue streams, this is the most volatile, where monthly payments can range significantly from $300,000 one month to $3 million in the next. The City budgeted $13.3 million in the Documentary Transfer Tax category and only received $8.6 million, equating to a difference of $4.7 million. The other revenue streams in this category came in at a cumulative $880,000 lower than budgeted, stemming from lower amounts from a combination of franchise fees and hotel tax.

 Licenses, Permits, and Fees – The estimated total revenue through June 30, 2024, for this category is $16.6 million which is $800,000 higher than the budgeted amount of $15.8 million. This revenue stream includes the Business Tax Revenue. This is the second full year of the Business Tax using the gross receipts as mandated with the passage of Measure U. The total business tax was $14.2 million, which is nearly $1.2 million more than the budgeted amount of $13.0 million.

Table 6 illustrates the share of the total business tax paid. The Business Tax Revenue for FY 2023-24 is $14.2 million. The top 50 taxpayers paid 55.2 percent of the total $14.2 million. The top 500 businesses paid nearly 83.1 percent of the tax collected, while every other business cumulatively paid 16.9 percent of the total collected.

Table 6: 2023 Business Tax Percentage Paid by Businesses Excluding Proration Business Tax Accounts FY 2023-24 Percentage Total Share Top 1 to 25 6,542,703 46.0% 46.0%
26 to 50 1,301,904 9.2% 55.2%
51 to 100 1,616,160 11.4% 66.5%
101 to 250 1,881,230 13.2% 79.8%
251 to 500 472,558 3.3% 83.1%
501 to 1000 771,130 5.4% 88.5%
1001 to 6527 1,635,681 11.5% 100.0%
All 14,221,366 100%

Figure 3 illustrates the percentage of business tax paid by business class.

Figure 3: Business Tax Paid by Business Class

Class A: Retail Sales
22%
Class C: Auto
Dealerships &
Manufacturers
14%
Class F: Construction
Contrators
8%
Class H:

Professional/Semi
Professional Services
20%
Class K1: Rentals
20%
Other Classes
16%
742

October 1, 2024

General Fund Expenditures

Overall, expenditures are projected to total $236.0 million (94 percent of budget) at the end of FY 2023-24. Actual expenses are trending lower than the approved budgeted amounts mainly due to lower-than-expected operating expenditures in several categories. The summary of budget-to-actual expenditures is discussed in Table 7 below and illustrated in Figure 4.

Table 7: Estimated General Fund Expenditures FY 2023-24, Quarter 4

GENERAL FUND
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE
40 SALARIES AND WAGES 83,345,132 85,785,825 81,224,733 95% 41 PYRLL/FRINGE BENEFIT 62,867,833 65,404,796 66,294,439 101% 42 PROF & ADMIN 20,302,711 21,842,093 15,299,359 70% 43 OTHER OPERATING 8,611,971 8,720,906 6,782,123 78% 44 UTILITIES 5,288,272 5,700,398 5,358,785 94%
45 EQPT & CONTRACT SVCS 5,918,655 6,128,020 3,931,955 64% 46 PROVISN FOR INS LOSS 34,200 34,342 30,214 88%
47 COST POOL 21,593,734 21,593,734 21,593,734 100%
48 ASSET/CAPITAL OUTLAY 1,893,500 2,911,169 2,427,738 83% 49 DEBT SVC EXPENDITURE 841,353 841,353 841,387 100% 4A A87 COST PLAN REIMBS (3,531,611) (3,514,373) (3,638,409) 104% 50 GRANT EXPENDITURES 19,155 98,723 4,652 5%
91 OPER XFERS OUT 18,189,702 35,095,290 35,877,436 102% EXPENDITURE TOTAL 225,374,607 250,642,277 236,028,146 94%

Figure 4: FY 2023-24 General Fund Expenditures

General Fund Expenditure Variances
 Salaries & Wages – This category includes base salaries for full-time and part-time (10,000,000)
0 10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
90,000,000
100,000,000Dollars
Expenditure
FY 2023-24 REVISED BUDGET ESTIMATED YEAR-END ACTUALS
743

October 1, 2024
staff, overtime, and other pay types. Actual expenditures total $81.2 million (5 percent below the budget). The major source of the variance is higher than anticipated vacancy savings.

 Benefits – This category includes medical, dental, vision, workers compensation, CalPERS pension costs, Other Post Employment Benefits (OPEB), and other benefits. Total actual expenditures are $66.3 million which is 1 percent above budget. The variance is due to pending journals to reimburse staff benefits from grants and projects.

 Professional & Admin Services – This category includes professional and consulting services, legal services, computer software maintenance, security services, and contractual obligations, such as animal control services. Actual expenditures total $15.3 million (70 percent of budget). The major source of the variance is the lower than budgeted expenditures in the Fire Department Support Division, Economic Development, and Non-Departmental.

 Other Operating – This category includes copier leases, office supplies, and other items. Actual expenditures total $6.8 million (78 percent of budget). Major sources of the variance are unspent budget for the Public Bank, as well as reparations, equity and inclusion projects.

 Utilities – This category includes gas, electricity, water, refuse, telephone, and internet services. Actual expenditures total $5.4 million (94 percent of budget). A major source of the variance is due to the Inflation contingency budgeted in Non- departmental.

 Equipment & Contract Services – This category includes equipment and maintenance/repair services. Actual expenditures total $3.9 million (64 percent of budget). Actual cost of repairs and maintenance came in lower than budgeted.

 Cost Pool – This includes vehicle replacement, general liability, and Civic Center debt allocation. Since these charges are distributed through equal monthly journals, the expenditures are fully captured and equates to 100 percent of the budget.

 Asset/Capital Outlay – This includes capital purchases and major facility and infrastructure upgrades. Total expenditures at the end of Q4 are $2.4 million (83 percent of the budget). Major sources of the variance are the result of lower than budgeted costs for equipment replacement projects in the Information Technology department. Some of the remaining budget will be rolled into FY 2024-25.

 Debt Service – Included in this category are debt service payments per the debt service payment schedules and capital leases per the agreements. Total expenditures are above budget due to the reclassification of rent expenses into capital lease expenses as part of GASB 87 implementation which provides guidance for lease contracts for nonfinancial assets—including vehicles, heavy equipment, and buildings.
744

October 1, 2024

 A87 Cost Plan Reimbursement – This category includes administrative overhead credit from non-General Fund programs through monthly journals. The expenditures are anticipated to be at 100 percent at the end of Q4, currently the transactions are still being analyzed as part of the fiscal year-end close.

 Grant Expenditures – This category includes Recreation Love Your Block grant expenditures. The remaining grant budget will be re-appropriated in FY 2024-25.

 Transfers Out – This includes transfers out from the General Fund to Non-General Funds for operating subsidies and a portion of the debt service.

Non-General Funds

Non-General Fund Revenues

Actual non-general fund revenues collected are 71 percent of the budgeted amounts mainly due to multi-year grants’ pending revenues. Budget-to-actual revenue totals by each fund are explained for some of the major categories (Table 8 and Attachment 1).

Table 8: Non-General Fund Revenues, FY 2023-24, Quarter 4

FUND TYPE
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE
Capital Improvement Funds (45,085,732) (81,236,266) (45,208,457) 56% Debt Service Funds (19,551,216) (19,551,216) (19,602,962) 100% Enterprise Funds (41,443,141) (41,493,141) (44,101,392) 106% Housing Funds (1,911,772) (1,986,772) (2,767,937) 139% Housing Authority Funds (5,563,388) (5,549,921) (5,985,874) 108% Internal Service Funds (30,919,340) (30,919,340) (34,667,794) 112% Other Operations Funds (32,931,748) (36,028,174) (22,527,221) 63% Special Revenue Funds (52,120,364) (96,362,154) (48,860,586) 51% TOTAL REVENUES (229,526,702) (313,126,985) (223,722,223) 71%

 Capital Improvement Funds – Total estimated revenue is 56 percent of the budget. Part of the variance is full grant awards are budgeted as revenues and actual revenue is based on the expenditures incurred. In addition, some of the variance is due to pending grant reimbursements in Outside-Funded Services fund and Engineering Services Grants fund.

 Debt Service Funds – Total estimated revenues are at 100 percent of the budget.

 Enterprise Funds – Total estimated revenues are 106 percent of the budget mainly due to increased charges for services revenue in the Wastewater fund.

 Housing Funds – Total revenues are 139 percent of the budget mainly due to increased Developer Housing In-Lieu fee revenue.

 Richmond Housing Authority – Total estimated revenues are 108 percent of the 745

October 1, 2024
budget mainly due to increased revenues in the RHA Capital Fund.

 Internal Service Funds – Total estimated revenue is 103 percent of the budget mainly due to the interest income in these funds.

 Other Operations Funds – Total estimated revenues are 63 percent of the budget. The major variance is due to grant funded program revenues, for which the reimbursements are generally received for the incurred expenditures and remaining balances budgeted are rolled into the following year.

 Special Revenue Funds – Actual revenue is 51 percent of the budget. The main variance is due to the Main Library Renovation Grant (Grant) revenue budget.

The project is currently in design phase, and no Grant expenditures are incurred for reimbursement at this juncture since the current phase of the project is funded from the American Rescue Plan Act (ARPA) funds.

Non-General Fund Expenditures

Total non-general fund expenditures are 44 percent of the budget. Several non-general funds have capital and grant projects that span over multiple years, and unspent budgets in these funds roll over to the following year until each respective project is complete. For budget-to-actuals expended by each fund see Attachment 1. Non- General Fund budget-to-actual expenditures by fund type are shown in Table 9:

Table 9: Estimated Non-General Fund Expenditures FY 2023-24 Quarter 4

FUND TYPE
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE
Capital Improvement Funds 71,270,921 118,828,239 23,978,215 20% Debt Service Funds 19,174,878 19,174,878 19,192,428 100% Enterprise Funds 86,084,855 104,668,850 51,699,920 49% Housing Funds 6,249,305 6,324,305 698,699 11%
Housing Authority Funds 5,570,438 5,763,509 5,546,988 96% Internal Service Funds 36,799,838 42,837,206 31,441,810 73% Other Operations Funds 33,182,604 41,880,636 27,241,503 65% Special Revenue Funds 68,197,088 129,516,823 46,974,503 36% TOTAL EXPENDITURE 326,529,928 468,994,447 206,774,065 44%

 Capital Improvement Funds – Total estimated expenditures are 20 percent of the budget, and the variance is due to projects spanning over multiple years where the unspent balances are rolled forward into the following year.

 Debt Service Funds – Total estimated expenditures are 100 percent of the budget.
 Enterprise funds – Total estimated expenditures are 49 percent of the budget; the variance is due to the Wastewater and Port of Richmond capital projects spanning over multiple years. The remaining balance of the budget will be rolled into the following year.
746

October 1, 2024
 Housing Funds – Total estimated expenditures are 11 percent of the budget mainly due to lower expenditures in Community Development Block Grant fund.  Richmond Housing Authority Funds – Total estimated expenditures are at 96 percent of the budget mainly due to lower expenditures in various funds such as Nevin Plaza, Nystrom Village, and Richmond Village II.
 Internal Service Funds – Total estimated expenditures are 73 percent of the budget. The variance is due to the remaining equipment purchases rolling into the following year.

 Other Operations Funds – Total estimated expenditures are 65 percent of the budget. Several grant funded programs have multiple year grants, and remaining grant balances will be rolled forward to the following fiscal year.

 Special Revenue funds – Total estimated expenditures are 36 percent of the budget. The variance is due to the main library renovation project which is budgeted and is in early stages of development.

Quarter 4 Administrative Budget Adjustments

At the end of FY 2023-24, City staff recommends several proposed administrative budget adjustments to align with fiscal year-end actuals, including Hilltop Landscape and Maintenance District additional subsidy (see Table 10). A few General Fund Revenue and Expenditure Budget Adjustments are as follows:
 Revenue Adjustment $1,327,147:
o $1,327,147 – Transfer In from Pension Tax Override Transfer  Expenditure Adjustment $782,146:
o $87,497 – Hilltop Landscaping and Maintenance District Additional subsidy
o $113,203 – Employment & Training (E&T): E&T programs are primarily grant-funded; therefore, reimbursement of operating expenditures that are not covered by grants is required.
o $733,320 – Richmond Fund for Children and Youth (RFCY - Kids First Initiative): RFCY receives 3 percent of the City’s General Fund. A year- end true up is required to align the projected FY 23-24 GF revenue at the beginning of the FY with the actual estimated revenue at the end of the FY.
o $100,000 – An appropriation is needed for the Canal Boulevard fence in FY 2024-25 from the funds received from several homeowners associations.

Non-General Fund Budget Adjustments are listed in Attachment 2.

747

October 1, 2024

Table 10: Q4 Administrative Budget Adjustments
FUND Type Fund Fund Description Revenue Expenditures
General Fund 0001 General Fund 1,327,147 782,146
Capital Improvement 2110 Impact Fee Parks/PW 13,764 788 Capital Improvement 2111 Impact Fee Traffic 62,186 3,650 Capital Improvement 2113 Impact Fee Fire 14,638 809
Capital Improvement 2114 Impact Fee Police 12,146 687
Capital Improvement 2115 Impact Fee Comm/Aquatic 52,746 3,105 Capital Improvement 2116 Impact Fee Open Park 219,914 12,947 Capital Improvement 2117 Impact Fee Library 60,256 3,632 Capital Improvement 2119 Impact Fee Storm Drainage 22,072 1,250 Capital Improvement 2120 Impact Fee Wastewater 5,868 176 Housing 1201 Community Development Block Grant 126,722 - Housing 1202 Home Program 12,462 -
Housing 1208 COR Successor Housing Agency 83,040 -
Housing 1209 Cal-Home Grant Fund 95,404 -
Housing 1302 Housing In Lieu Fee Developer 420,127 -
Other Operations 1205 Employment & Training 113,203 -
Other Operations 1012 Hilltop Landscaping District 87,700 - Other Operations 1050 CR-Planning and Building 27,043 - Special Revenue 1303 Kids First Initiative 733,320 -
Special Revenue 1017 ECIA 16,500 -
Special Revenue 1001 Secured Pension Override 773,940 1,326,327 Total 4,280,199 2,135,516

Total Unspent Funds

This section will describe total unspent funds within the Excess Reserve Level, FY 2023-24 Unspent Funds, and the Unused Fund Balance.

 Excess Reserve – The FY 2022-23 General Fund audited reserve was $55,196,962, which was approximately 24.49 percent of the FY 2023-24 Adopted Budget, and 3.49 percent above the City’s policy target reserve level of 21 percent. Based on the FY 2024-25 General Fund Adopted Budget, the 21 percent reserve is $52,276,428. Based on the FY 2023-24 year-end estimated reserve level and the FY 2024-25 Adopted Budget of $248.9 million, there is an estimated $2.9 million that is above the minimum required reserve for the General Fund and is included in the recommended allocation of unspent funds (see Table 8).

Table 11: Estimated Reserve Level
Item Amount
FY 2023-24 Beginning Fund Balance (Reserve) 55,196,962
FY 2024-25 Policy Target Beginning Fund Balance (Reserve) 52,276,428 Reserve Above Policy Target (2,920,534)

 FY 2023-24 Unspent Funds – As a result of the Q4 analysis, City staff has identified an estimated amount of unspent funds that could be available at the 748

October 1, 2024
end of FY 2023-24 for the City Council to allocate towards City Council Goals and Priorities. The availability of these 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, 2024. Table 12 below shows that there is an estimated unspent amount of $2.8 million available after the contributions to OPEB and CalPERS per the City Council resolutions from June 27,2023.

Table 12: FY 2023-24 Unspent Funds
Item Amount
FY 2023-24 Actual Revenue (239,547,022)
FY 2023-24 Actual Expenditure 236,028,146
FY 2023-24 Actual Revenue minus Expenditures (3,518,876) Contribution to Reserve* -
Contribution to OPEB @ 10% 351,888
Contribution to CalPERS @ 10% 351,888
Unspent from FY 2023-24 (2,815,101)
*Additional contribution to the Reserve is not required this year.

 Unused Fund Balance – As of June 30, 2024, the FY 2023-24 General Fund Revised Budget was approved to exceed the revenues by $16.3 million to use a combination of prior year’s unspent spent funds (Fund Balance) and current year’s estimated additional revenue. City Council made those appropriations as listed in Table 13. However, due to the current year estimated revenues being higher than budgeted and expenditures being lower than budgeted, those allocations are estimated to be covered by the FY 2023-24 revenues. A significant part of the fund balance that was planned to be expended may remain unused, see Table 14 columns FY 2023-24 Revised Budget vs. Estimated Year- End Actuals below.

Table 13: General Fund Appropriations from Fund Balance Date Description Budget
9/12/2023 Fire - Mark43 438,863
11/28/2023 Unspent Funds Appropriated 9,520,218
1/23/2024 Carryforward from FY 2022-23 from last year in Point Molate Costs 237,678 2/6/2024 Street Sweeping Signage 550,000
3/5/2024 10% of Unspent Funds into OPEB and CalPERS 115 Trust 2,671,322 3/5/2024 Unspent Funds Appropriated During Mid-Year 400,000 3/5/2024 Mid-Year Revenue Expenses Over Expenditures (1,903,254) 4/16/2024 Unspent Funds Allocated 4,058,438
5/28/2024 Rent Program Subsidy 288,726
Total 16,261,991

Table 14: Unused Fund Balance:

GENERAL FUND
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE
REVENUE TOTAL (225,374,607) (234,380,287) (239,547,022) 102% EXPENDITURE TOTAL 225,374,607 250,642,277 236,028,146 94%

GENERAL FUND NET
(-SURPLUS)/+DEFICIT 16,261,991 (3,518,876)

749

October 1, 2024
Total Unspent Funds – The reserve amount above the policy target at $2.9 million (as described in Table 11), and the FY 2023-24 estimated unspent funds of $2.8 million (as described in Table 12), provides an estimated $5.7 million total available for Council Goals and Priorities (see Table 15). Additional Unused Fund Balance may potentially be used for capital projects or one-time projects.

Table 15: Total Available for Council Goals and Priorities Item Amount
Reserve Above Policy Target (2,920,534)
Unspent from FY 2023-24 (2,815,101)
Other Unused Fund Balance TBD
Total (5,735,634)

Identified Expenditures Pending Appropriations
City Council directed City staff to recommend a framework for selecting capital projects or deciding on one-time expenditures for appropriating Unspent Funds (Fund Balance).

City staff proposes the attached framework that prioritizes projects and expenditures based on the City’s existing obligations and the City Council Goals and Priority areas for such appropriations (See Attachment 5 for the detailed proposed framework).

FY 2023-24 year-end close and the annual audit is currently underway, and the exact amount of Unspent Funds (Fund Balance) is to be determined. City Council directed staff to provide an estimate of the Unspent Funds in September 2024 to potentially fund the items identified during the FY 2024-25 Budget Development process.

Option A (City Staff’s Recommendation)

Table 16 below reflects staff recommendations for the estimated unspent funds. Due to staff capacity and grant deadlines, staff does not recommend adding additional projects or contracts at this juncture. City staff is currently implementing large projects involving considerable community input and engagement, such as Boorman Park and the 18 Traffic Calming Projects. At mid-year, City staff will revisit additional capacity and funding requirements to continue to meet Council Goals and Priorities.

The first phase of the Boorman Park development project, the soil remediation phase, is currently out for public bid. City staff, in collaboration with our environmental consultants, is working on obtaining final approvals from the Department of Substances Control (DTSC) and intends to begin the remediation work this November 2024, subject to DTSC approval. An estimated additional $1.9 million is needed to fully fund the park revitalization project, which the grantor requires to be completed by June 30, 2025.

The Carlson Crosstown Phase II Project is estimated to be $3.0 million, with $800,000 coming from the Housing Incentive Pool Grant awarded by the Metropolitan Transportation Commission (MTC). The traffic safety improvements may include highly visible crosswalks, bulb-outs, stripping, signage, rapid flashing beacons, etc. These improvements are in accordance with City Council priorities (4.1.a), the 2022 Local Road Safety Plan, and the 2023 Bike and Pedestrian Action Plan. In addition, work is being done on Carlson Blvd. at four (4) locations as part of the existing 18 traffic 750

October 1, 2024
calming projects.

Table 16: FY 2024-25 Budget Development Staff Recommendations, Option A Council
Goal &
Priority
#
Description Requested
Funds Potential Department Status

Staff
Recommendation $6,870,000

2.1.b LEAP Graduation 5,000 5,000 Community
Services/Library Completed

2.2.a
Mobile Vendor
Program Temp.

Ordinance
Enforcement
100,000 100,000 Public Works Program
implementation costs

3.1.e Boorman Park 1,900,000 1,900,000 Public Works
Additional funding is
required to implement
the remediation plan
being developed.

Grant funding must be
utilized by 6/30/2025.

4.4.c
Fire Apparatus
(Pending Apparatus
Replacement Policy)
1,300,000 1,300,000 Public
Works/Fire
Draft policy in
progress

3.2.e Built Environment
Needs Assessment 500,000 130,634 Public Works RFP in process Canal Boulevard
Gates 65,000 100,000 Public Works

4.1.a Carlson Crosstown
Phase II 3,000,000 2,200,000 Public Works Currently in design phase
Sub-Total $6,870,000 $5,735,634

4.1.a Carlson Crosstown
Phase II
800,000 Funding from
MTC

Total $6,870,000 $6,535,634

751

October 1, 2024
Option B (Per City Council June 24, 2024 Direction and Budget Development Checklist):

The following list reflects items from the City Council’s motion on June 24, 2024, at the City Council meeting and additional budget checklist items in no priority order (Table 17). Some of the items have amounts pending to be determined.

Table 17: FY 2024-25 Budget Development Pending Requests, Option B Council
Goal &
Priority #
Description Requested
Funds Potential Department

June 24, 2024, City Council Motion $1,168,000

4.2 Gun Violence Reduction Initiative
(Additional Staff Required for
Implementation)
50,000 50,000 Community
Services/ONS
Poet Laureate ($10K) and Poetry
Contest ($3K) (Additional Staff Required) 13,000 13,000 Economic Development

2.1.b LEAP Graduation 5,000 5,000 Community
Services/Library

2.2.a Mobile Vendor Program Temp.

Ordinance Enforcement 100,000 500,000 Public Works

1.2.b Unhoused Intervention (~$4 million
remaining in ERF-2 Grant) 1,000,000 1,000,000 Community Development

Budget Development Checklist Items $16,165,000

3.1.e Boorman Park 1,900,000 1,900,000 Public Works

4.4.c Fire Apparatus (Pending Apparatus
Replacement Policy) 1,300,000 1,300,000 Public
Works/Fire

3.2.e Built Environment Needs Assessment 500,000 500,000 Public Works Canal Boulevard Gates 65,000 100,000 Public Works

3.2.b Main Library Renovation Project
Additional Funding 4,100,000 367,634 Public Works

3.1.e Point Molate Bay Trail Erosion 3,000,000 - Public Works

3.2.a Booker T. Anderson Community Center
Exterior Improvements 2,300,000 - Public Works
City-wide Historic Preservation TBD - Public Works

3.1.e Dog Park Assessment TBD - Public Works

4.1.a Point Richmond Street Safety
Improvements TBD - Public Works

4.1.a Carlson Crosstown Phase II 3,000,000 - Public Works

TOTAL $17,333,000 $5,735,634

Implementation of these above-mentioned appropriations depends on the staff capacity, and under the current workload, City staff will not be able to execute these projects immediately.

June 24, 2024, City Council Motion
Motion by Vice Mayor Jimenez Seconded by Councilmember McLaughlin To adopt resolutions approving the proposed operating and Capital Improvement Plan budgets with the following changes: add $50,000 to an initiative to reduce gun violence; 752

October 1, 2024
increase the poet laureate's stipend to $10,000; allocate $5,000 to LEAP (city's literacy program) for graduations; add an extra $100,000 for street vendors for a total $200,000; and commit from the unspent funds, $1 million to fill the gap for unhoused interventions.

A friendly amendment was made by Councilmember Bana to allocate $3,000 for prizes of poetry contests and other expenses for the three high schools.

A friendly amendment was made by Councilmember Robinson as a part of passing the budget, to direct Public Works staff to increase the dedicated staffing to General Fund parks, streetscapes, and medians; before the end of fiscal year 2024-2025, increase the skill sets capacity of the tree crew to include supervisory skills, arborist skills, and someone who could create and follow an integrated management plan; two plus staff with Class B driver license to drive their specialized truck; and two plus staff who had the ability to make cuts and prune the trees.

The friendly amendments were accepted. Further discussion ensued.

Another friendly amendment was made by Councilmember Robinson to create a process to bring forward, vet, and vote on projects considered for unspent funds; and any traffic calming projects (not included in the 18 projects) should go through the assessment process that was created by Public Works. The friendly amendment was accepted.

The motion maker added to the motion that the allocations for the requested changes could be from the unspent funds; and staff could return to the council at a later date to discuss the poet laureate.

Ayes (6): Councilmember Bana, Councilmember McLaughlin, Councilmember Robinson, Councilmember Willis, Councilmember Zepeda, and Vice Mayor Jimenez Absent (1): Mayor Martinez
Passed (6 to 1)

753

October 1, 2024
Unhoused Prior Year Expenditures and Forecast
Table 18 below reflects prior fiscal years’ expenditures incurred supporting unhoused residents in the City. Approximately $12 million has been spent over the last three years on these services, and roughly $29 million is in the pipeline over the next several years.

Table 18: Unhoused Prior Year Expenditures and Forecast Sources Total
Expenditure
FY 22, 23, 24
FY 2024-25 FY 2025-26 FY 2026-27
ARPA
($50,000) (Federal)
$50,000
ERF Round 1- Grant
($4.8 Million)(State)
$4,881,272
Additional Appropriations
($1.8 Million/Year) (General
Fund)
$2,255,477 $800,000 $1,800,000 $1,800,000
ERF Round 2 Grant
($8.6 Million) (State)
$4,706,596 $1,947,995 $1,947,995 $0
Total $11,893,345 $2,747,995 $3,747,995 $1,800,000

Grants $28,749,406
Homekey Grant
($14 Million) (State)
$14,512,660 $12,093,460 $500,000 $525,000
Homekey (City Contribution)
(Affordable Housing In-lieu
funds)
$4,900,000* $2,343,460 $0 $0
ERF Round 3 Grant $9,336,746 (Awaiting
announcement
of awards)

*An additional subsidy to support the unhoused for the Homekey Motel 6 Projects requires an advance from the General Fund of $2.556 million that must be reflected on the City’s balance sheet.

Next Steps
City staff will continue working with the auditors to complete the FY 2023-24 year-end audit and publish the Annual Comprehensive Financial Report (ACFR). City staff will present the year-end audit results and ACFR to the City Council in January or February 2025 along with the actual General Fund Unspent Funds (Fund Balance). If the City Council would prefer additional time to develop a refined methodology, they can defer appropriations until FY 2024-25 Quarter 1, which will be provided in November 2024.

City staff will return to the City Council in October 2024 with a status update of American Rescue Plan Act (ARPA) funding and a proposal to reallocate project funding as needed.

754

October 1, 2024

DOCUMENTS ATTACHED:

Attachment 1 – Estimated Fiscal Year 2023-24 General Fund and Non-General Funds Revenues and Expenditures.

Attachment 2 – Fiscal Year 2023-24 Administrative Budget Adjustments Attachment 3 – Resolution – Administrative Budget Adjustments Attachment 4 – Resolution – Appropriations for Capital Projects Funding Shortfall (Option A)
Attachment 5 – Unspent Funds Appropriations Framework Policy Attachment 6 – DRAFT Q4 Slide Deck 10.1.24
755
Attachment 1 - Estimated Fiscal Year 2023-24 General Fund and Non-General Funds Revenues and Expenditures General Fund
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE PROPOSED BUDGET

ADJUSTMENTS
30 PROPERTY TAXES (50,567,173) (52,181,354) (53,802,373) 103% 31 SALES & USE TAX (56,752,495) (57,897,341) (61,609,565) 106% 32 UTILITY USERS TAX (55,775,083) (57,938,011) (59,085,274) 102% 33 OTHER TAXES (23,237,723) (24,144,377) (18,541,970) 77% 34 LICENSES,PRMITS&FEES (13,286,195) (15,779,175) (16,580,441) 105% 35 FINES & FORFEITURES (331,144) (151,438) (241,876) 160% 36 USE OF MONEY&PROPRTY (1,011,535) (1,796,421) (3,664,487) 204% 37 CHARGES FOR SERVICES (2,561,992) (2,536,992) (2,453,316) 97% 38 OTHER REVENUE (238,480) (238,480) (340,605) 143%
39 RENTAL INCOME (777,028) (777,028) (943,467) 121%
3A INTERGOV STATE TAXES (125,000) (125,000) (143,154) 115% 3C INTERGOV STATE GRANT (110,000) (183,911) (169,152) 92% 3D INTERGOV OTHER GRANT (250,000) (280,000) (328,851) 117% 60 PROC FR SLE PROP 0 0 (4,987) -
61 LOAN/BOND PROCEEDS (40,400) (40,400) 0 0%
90 OPER XFERS IN (20,310,358) (20,310,358) (21,637,505) 107% (1,327,147)

REVENUE TOTAL
(225,374,607) (234,380,287) (239,547,022) 102% (1,327,147) 40 SALARIES AND WAGES 83,345,132 85,785,825 81,224,733 95% 41 PYRLL/FRINGE BENEFIT 62,867,833 65,404,796 66,294,439 101% 42 PROF & ADMIN 20,302,711 21,842,093 15,299,359 70%
43 OTHER OPERATING 8,611,971 8,720,906 6,782,123 78%
44 UTILITIES 5,288,272 5,700,398 5,358,785 94%
45 EQPT & CONTRACT SVCS 5,918,655 6,128,020 3,931,955 64% 46 PROVISN FOR INS LOSS 34,200 34,342 30,214 88%
47 COST POOL 21,593,734 21,593,734 21,593,734 100%
48 ASSET/CAPITAL OUTLAY 1,893,500 2,911,169 2,427,738 83% 49 DEBT SVC EXPENDITURE 841,353 841,353 841,387 100%
4A A87 COST PLAN REIMBS (3,531,611) (3,514,373) (3,638,409) 104% 50 GRANT EXPENDITURES 19,155 98,723 4,652 5%
91 OPER XFERS OUT 18,189,702 35,095,290 35,877,436 102% 782,146 EXPENSE TOTAL 225,374,607 250,642,277 236,028,146 94% 782,146

GENERAL FUND NET

(-SURPLUS)/+DEFICIT 16,261,991 (3,518,876) (545,001)
1756
Attachment 1 - Estimated Fiscal Year 2023-24 General Fund and Non-General Funds Revenues and Expenditures FUND
FY2023-24

ORIGINAL
BUDGET
FY2023-24

REVISED BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE

PROPOSED
BUDGET

ADJUSTMENTS
1002 STATE GAS TAX (3,289,455) (3,289,455) (2,936,326) 89% - 1004 ASSET SEIZURE FUND - - (12,825) - - 1006 OUTSIDE FUNDED SVCS - GRA (22,045,012) (31,245,302) (8,793,914) 28% - 1019 ROAD MAINT & REHAB ACCT (2,864,927) (2,864,927) (2,826,507) 99% - 1054 ENGINEERING GRANTS (11,943,456) (21,860,384) (6,565,114) 30% - 2001 GENERAL CAPITAL FUND (650,000) (18,322,656) (20,317,355) 111% - 2002 MEASURE J (4,292,882) (3,128,821) (2,215,584) 71% - 2007 HARBOR FUND - - (2,246) - - 2110 IMPACT FEE - PARKS - (15,096) (36,540) 242% 13,764 2111 IMPACT FEE - TRAFFIC - (71,296) (207,490) 291% 62,186 2113 IMPACT FEE - FIRE - (15,172) (33,118) 218% 14,638 2114 IMPACT FEE - POLICE - (13,088) (55,637) 425% 12,146 2115 IMPACT FEE - COMM/AQUATC - (60,758) (142,725) 235% 52,746 2116 IMPACT FEE - PARKS/OPEN - (253,350) (621,542) 245% 219,914 2117 IMPACT FEE - LIBRARY - (72,106) (219,935) 305% 60,256 2118 IMPACT FEE - HILLTOP - - (1,559) - - 2119 IMPACT FEE - STORM DRAINA - (23,854) (96,241) 403% 22,072 2120 IMPACT FEE - WASTEWATER - - (123,801) - 5,868 Capital Improvement Funds (45,085,732) (81,236,266) (45,208,457) 56% 463 ,590 3001 DS - 2005 TAXABLE POB (11,403,165) (11,403,165) (11,315,370) 99% - 3002 DS - 99A PENSION OBLIG BO - - (3,470) - - 3005 DS - 07 REFNDING&CVC CTR (8,148,051) (8,148,051) (8,284,122) 102% - Debt Service Funds (19,551,216) (19,551,216) (19,602,962) 100% - 4001 PORT OF RICHMOND (11,455,141) (11,505,141) (8,144,237) 71% - 4003 WASTEWATER (28,288,000) (28,288,000) (34,490,056) 122% - 4005 MARINA (450,000) (450,000) (737,510) 164% - 4008 KCRT - CABLE TELEVIS (1,250,000) (1,250,000) (729,590) 58% - Enterprise Funds (41,443,141) (41,493,141) (44,101,392) 106% - 1200 HOUSING ADMINISTRATION (647,039) (722,039) (710,750) 98% - 1201 CDBG (161,923) (161,923) (361,349) 223% 126,722 1202 HOME PROGRAM (3,494) (3,494) (29,510) 844% 12,462 1203 NEIGHBORHOOD STAB(NP) (15,000) (15,000) - 0% - 1207 COR-NEIGHBORHOOD STAB(CIT (133,664) (133,664) - 0% - 1208 COR-SUCCESSOR HOUSING AGE (87,200) (87,200) (332,658) 381% 83,040 1209 CAL-HOME GRANT FUND (90,321) (90,321) (243,312) 269% 95,404 1302 HOUSNG IN LIEU FEE - DEVE (495,834) (495,834) (997,838) 201% 420,127 2125 IRON TRIANGLE/EPA PROGRAM (277,297) (277,297) (92,520) 33% - 2126 HOUSING CIP FUND -- - - -
Housing Funds (1,911,772) (1,986,772) (2,767,937) 139% 737 ,755 4101-RHA HOUSING CHOICE -- - - -
4201 RHA-CAPITAL FUND (1,458,433) (1,458,433) (1,938,682) 133% - 4401 RHA-HACIENDA (57,000) (57,000) - 0% - 4404 RHA-NEVIN PLAZA (535,198) (555,995) (518,702) 93% - 4405 RHA-NYSTROM VILLAGE (1,670,495) (1,736,901) (1,439,333) 83% - 4406 RHA-RICHMOND VILLAGE ONE (283,575) (237,830) (230,072) 97% - 4407 RHA-RICHMOND VILLAGE TWO (167,190) (151,403) (144,403) 95% - 4408 RHA-RICHMOND VILLAGE THRE (150,234) (106,096) (106,303) 100% - 4501 RHA-CENTRAL OFFICE COST C (1,241,263) (1,241,263) (1,603,379) 129% - 4502 RHA-HOUSING CORPORATION - (5,000) (5,000) 100% - Housing Authority Funds (5,563,388) (5,549,921) (5,985,874) 108% - 5001 INSURANCE RESERVES (22,227,589) (22,227,589) (25,745,952) 116% - 5003 EQUIPMENT SERVICES (6,091,751) (6,091,751) (6,252,529) 103% - 5008 COMPENSATED ABSENCES (2,600,000) (2,600,000) (2,669,313) 103% - Internal Service Funds (30,919,340) (30,919,340) (34,667,794) 112% - 1003 TRANSPORTATION OPERATION (879,097) (976,597) (145,277) 15% - 1012 HILLTOP LANDSCAPE MAINT D (1,360,582) (1,360,582) (1,369,860) 101% 87,700 1015 MARINA BAY LNDSCP & LIGHT (1,185,833) (1,185,833) (1,222,684) 103% - 1050 CR-PLANNING & BUILDING (17,643,736) (17,784,426) (11,851,082) 67% 27,043 1205 EMPLOYMENT & TRAINING (8,511,543) (10,738,379) (5,816,182) 54% 113,203 4006 STORMWATER (3,350,958) (3,982,358) (2,122,136) 53% - Other Operations Funds (32,931,748) (36,028,174) (22,527,221) 63% 227 ,946 2757
Attachment 1 - Estimated Fiscal Year 2023-24 General Fund and Non-General Funds Revenues and Expenditures FUND
FY2023-24

ORIGINAL
BUDGET
FY2023-24

REVISED BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE

PROPOSED
BUDGET

ADJUSTMENTS
1001 SECURED PENSION OVERRIDE (26,391,783) (26,391,783) (27,165,723) 103% 773,940 1005 LIBRARY FUND (10,235,752) (10,496,476) (629,746) 6% - 1007 EMERGENCY MED SERV (215,586) (215,586) (14,375) 7% - 1009 VEOLIA MITIGATION (25,000) (25,000) (33,746) 135% - 1010 N.RICHMOND WASTE (124,207) (124,207) (2,962) 2% - 1011 OUTSIDE FUNDED SVCS - DON - - (332) - - 1013 HAZMAT FUND -- - - -
1017 CHEVRON MODERNIZATN PROJ (4,000,000) (4,000,000) (4,805,595) 120% 16,500 1018 RENT CONTROL (3,134,945) (3,513,424) (3,485,316) 99% - 1055 ENCROACHMENT SVCS (1,065,000) (1,065,000) (1,513,622) 142% - 1303 KIDS FIRST INITIATIVE (6,453,091) (6,453,091) (6,712,962) 104% 733,320 1304 EMERGENCY OPE & DISASTR R (75,000) (75,000) (105,192) 140% - 1305 PUBLIC ART (400,000) (400,000) (625,980) 156% - 1306 AMERICAN RESCUE PLAN ACT - - (1,144,072) - - 1307 TRANSFORMATIVE CLIMATE GRANT - (35,000,000) (369,215) 1% - 1308 ENCAMPMENT RESOLUTION FUND - (8,602,587) (2,251,748) 26% - Special Revenue Funds (52,120,364) (96,362,154) (48,860,586) 51% 1,523,760 TOTAL REVENUES (229,526,702) (313,126,985) (223,722,223) 71% 2,953,052 3758
Attachment 1 - Estimated Fiscal Year 2023-24 General Fund and Non-General Funds Revenues and Expenditures

FUND TYPE
FY2023-24

ORIGINAL
BUDGET
FY2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE

PROPOSED
BUDGET

ADJUSTMENTS
1002 STATE GAS TAX 3,120,105 3,302,441 2,754,704 83.41% - 1004 ASSET SEIZURE FUND 140,000 202,025 9,996 4.95% - 1006 OUTSIDE FUNDED SVCS - GRA 22,045,012 34,057,504 12,303,313 36.13% - 1019 ROAD MAINT & REHAB ACCT 2,944,644 3,576,043 35,503 0.99% - 1054 ENGINEERING GRANTS 11,943,456 28,828,147 4,031,233 13.98% - 2001 GENERAL CAPITAL FUND 22,820,449 42,666,102 3,596,719 8.43% - 2002 MEASURE J 6,142,803 3,196,874 911,952 28.53% - 2110 IMPACT FEE - PARKS 15,000 15,000 15,788 105.25% 788 2111 IMPACT FEE - TRAFFIC - 29,608 3,650 12.33% 3,650 2113 IMPACT FEE - FIRE 117,000 117,000 48,983 41.87% 809 2114 IMPACT FEE - POLICE 155,000 256,201 101,888 39.77% 687 2115 IMPACT FEE - COMM/AQUATIC - - 3,105 - 3,105 2116 IMPACT FEE - PARKS/OPEN 373,264 453,264 89,554 19.76% 12,947 2117 IMPACT FEE - LIBRARY 1,204,188 1,204,188 68,755 5.71% 3,632 2119 IMPACT FEE - STORM DRAINAGE - - 1,250 - 1,250 2120 IMPACT FEE - WASTEWATER 250,000 923,842 1,822 0.20% 176 Capital Improvement Funds 71 ,270,921 118 ,828,239 23 ,978,215 20% 27 ,043 3001 DS - 2005 TAXABLE POB 11,403,165 11,403,165 11,403,697 100% - 3002 DS - 99A PENSION OBLIG BO - - 5,133 - - 3005 DS - 07 REFNDING&CVC CTR 7,771,713 7,771,713 7,783,598 100% - Debt Service Funds 19 ,174,878 19 ,174,878 19 ,192,428 100% - 4001 PORT OF RICHMOND 12,647,414 12,789,308 7,120,594 56% - 4003 WASTEWATER 71,053,312 89,495,413 43,032,907 48% - 4005 MARINA 1,218,435 1,218,435 305,210 25% - 4008 KCRT - CABLE TELEVIS 1,165,693 1,165,693 1,241,209 106% - Enterprise Funds 86 ,084,855 104 ,668,850 51 ,699,920 49% - 1200 HOUSING ADMINISTRATION 636,367 711,367 219,557 31% - 1201 CDBG 971,726 971,726 38,953 4% - 1202 HOME PROGRAM - - - - -
1203 NEIGHBORHOOD STAB(NP) 9,500 9,500 3,117 33% - 1207 COR-NEIGHBORHOOD STAB 6,753 6,753 2,338 35% - 1208 COR-SUCCESSOR HOUSING AGE 1,210,655 1,210,655 210,455 17% - 1209 CAL-HOME GRANT FUND 501,200 501,200 2,042 0% - 1302 HOUSNG IN LIEU FEE - DEVE 2,637,137 2,637,137 142,137 5% - 2125 IRON TRIANGLE/EPA PROGRAM 275,967 275,967 80,100 29% - Housing Funds 6 ,249,305 6 ,324,305 698 ,699 11% - RHA-HSNG CHOICE VOUCHER-SEC 8 - - 48,534 - - 4102 RHA-Hope 6 - - - - -
4201 RHA-CAPITAL FUND 1,458,433 1,458,433 1,514,917 104% - 4401 RHA-HACIENDA 57,000 57,000 14,341 25% - 4404 RHA-NEVIN PLAZA 535,198 539,532 173,060 32% - 4405 RHA-NYSTROM VILLAGE 1,670,495 1,913,029 1,771,622 93% - 4406 RHA-RICHMOND VILLAGE ONE 283,575 237,830 233,027 98% - 4407 RHA-RICHMOND VILLAGE TWO 167,190 151,403 144,403 95% - 4408 RHA-RICHMOND VILLAGE THRE 150,234 106,096 106,303 100% - 4501 RHA-CENTRAL OFFICE COST C 1,241,263 1,286,136 1,533,770 119% - 4502 RHA-HOUSING CORPORATION 7,050 14,050 7,010 50% - Housing Authority Funds 5 ,570,438 5 ,763,509 5 ,546,988 96% - 5001 INSURANCE RESERVES 24,503,087 27,292,240 20,085,975 74% - 5003 EQUIPMENT SERVICES 9,696,751 12,944,966 9,537,880 74% - 5008 COMPENSATED ABSENCES 2,600,000 2,600,000 1,817,955 70% - Internal Service Funds 36 ,799,838 42 ,837,206 31 ,441,810 73% - 1003 TRANSPORTATION OPERATION 862,010 959,510 986,651 103% - 1012 HILLTOP LANDSCAPE MAINT D 1,788,751 1,811,751 1,733,381 96% - 1015 MARINA BAY LNDSCP & LIGHT 1,062,410 1,103,410 1,137,373 103% - 1050 CR-PLANNING & BUILDING 17,807,888 21,424,536 12,485,191 58% - 1205 EMPLOYMENT & TRAINING 8,339,734 9,654,928 6,914,578 72% - 4006 STORMWATER 3,321,812 6,926,502 3,984,329 58% - Other Operations Funds 33 ,182,604 41 ,880,636 27 ,241,503 65% - 4759
Attachment 1 - Estimated Fiscal Year 2023-24 General Fund and Non-General Funds Revenues and Expenditures

FUND TYPE
FY2023-24

ORIGINAL
BUDGET
FY2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE

PROPOSED
BUDGET

ADJUSTMENTS
1001 SECURED PENSION OVERRIDE 28,567,497 28,567,497 28,567,497 100% 1,326,327 1005 LIBRARY FUND 10,235,752 10,504,396 722,196 7% - 1007 EMERGENCY MED SERV 215,586 215,586 126,949 59% - 1009 VEOLIA MITIGATION 100,000 100,000 - 0% - 1010 N.RICHMOND WASTE 124,207 124,207 2,657 2% - 1013 HAZMAT FUND - - - - -
1017 CHEVRON MODERNIZATN PROJ 9,730,713 10,187,515 4,389,216 43% - 1018 RENT CONTROL 3,235,394 3,764,979 3,195,804 85% - 1055 ENCROACHMENT SVCS 891,476 936,964 731,436 78% - 1303 KIDS FIRST INITIATIVE 6,135,323 6,136,987 2,519,182 41% - 1304 EMERGENCY OPE & DISASTR R 75,000 314,000 179,356 57% - 1305 PUBLIC ART 1,153,500 1,153,500 271,842 24% - 1306 AMERICAN RESCUE PLAN ACT 7,732,640 23,435,891 2,159,841 9% - 1307 TRANSFORMATIVE CLIMATE GRANT - 35,472,714 2,031,909 6% - 1308 ENCAMPMENT RESOLUTION FUND - 8,602,587 2,076,618 24% - Special Revenue Funds 68 ,197,088 129 ,516,823 46 ,974,503 36% 1 ,326,327 TOTAL EXPENSES 326,529,928 468,994,447 206,774,065 44% 1,353,370 5760
Attachment 2 - Fiscal Year 2023-24 Administrative Budget Adjustments Fund Fund Description
Revenue
Adjustments
Increase/
(Decrease)
Expense
Adjustments
Increase/
(Decrease)
Justification
General Fund Requests
0001 General Fund (152,077) General Pension ARC reduce budget to zero, transfer not needed 0001 General Fund 87,700 To clear negative fund balance for Hilltop 0001 General Fund 113,203 E&T Subsidy - Expenses ineligible by Grants 0001 General Fund 733,320 Kids First Initiative Year-End True up 0001 General Fund 1,327,147 Year-End PTORS Clean-Up Total General Fund 1,327,147 782,146
Non-General Fund Requests
1001 Secured Pension Override 773,940 To recognize additional revenue received 1001 Secured Pension Override 1,327,147 Year-End PTORS Clean-Up 1001 Secured Pension Override (820) General Pension ARC reduce budget to zero, transfer not needed 1012 Hilltop 87,700 To cure negative fund balance 1017 Chevron Modernization Project 16,500 Appropriate budget, revenue received 7/1/24 to 6/30/24 1050 CR-Planning and Building 27,043 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 1201 CDBG 126,722 Appropriate additional budget based on revenue received 1202 Home Program 12,462 Appropriate additional budget based on revenue received 1205 Employment & Training 113,203 E&T Subsidy - Expenses ineligible by Grants 1208 COR Successor Housing Agency 47,771 Appropriate budget, revenue received 7/1/24 to 6/30/24 1208 COR Successor Housing Agency 35,269 Appropriate budget, revenue received 7/1/24 to 6/30/24 1209 Cal-Home Grant Fund 95,084 Appropriate additional budget based on revenue received 1209 Cal-Home Grant Fund 320 Appropriate additional budget based on revenue received 1302 Housing In Lieu Fee Developer 420,127 Appropriate additional budget based on revenue received 1303 Kids First Initiative 733,320 Kids First Initiative Year-End True up 2110 Impact Fee Parks/PW 13,764 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2110 Impact Fee Parks/PW 788 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 2111 Impact Fee Traffic 59,040 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2111 Impact Fee Traffic 3,146 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2111 Impact Fee Traffic 3,650 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 2113 Impact Fee Fire 14,280 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2113 Impact Fee Fire 358 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2113 Impact Fee Fire 809 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 2114 Impact Fee Police 11,730 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2114 Impact Fee Police 416 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2114 Impact Fee Police 687 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 2115 Impact Fee Comm/Aquatic 50,010 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2115 Impact Fee Comm/Aquatic 2,736 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2115 Impact Fee Comm/Aquatic 3,105 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 2116 Impact Fee Open Park 208,500 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2116 Impact Fee Open Park 11,414 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2116 Impact Fee Open Park 12,947 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 2117 Impact Fee Library 56,490 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2117 Impact Fee Library 3,766 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2117 Impact Fee Library 3,632 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 2119 Impact Fee Storm Drainage 21,300 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2119 Impact Fee Storm Drainage 772 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2119 Impact Fee Storm Drainage 1,250 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule 2120 Impact Fee Wastewater 5,868 Appropriate budget, Impact Fee revenue received 1/1/24 to 6/30/24 2120 Impact Fee Wastewater 176 3% of Impact Fee revenue to Planning Department for Admin Fee per Master Fee Schedule Total Non-General Fund 2,953,052 1,353,370
1761
1 RESOLUTION NO. ________

A RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA ADOPTING THE FISCAL YEAR 2023-24 YEAR-END BUDGET ADJUSTMENTS

WHEREAS, pursuant to Section 1(b) of Article IV of the Richmond City Charter the City Manager is required to prepare an annual budget for the review and approval by the City Council; and

WHEREAS, the City’s budget was originally adopted on June 20, 2023, and the revised Mid-Year Budget was adopted on March 5, 2024; and

WHEREAS, the City experienced economic changes since the budget was last adopted and needs to amend the budget to reflect these changes; and

WHEREAS, the City Council has reviewed the proposed year-end budget adjustments for the Fiscal Year 2023-24; and

NOW, THEREFORE, BE IT RESOLVED, that the Council of the City of Richmond, California hereby adopts the resolution to approve the FY 2023-24 year-end budget adjustments in the table below,
762
2 *****************************
I certify that the foregoing resolution was passed and adopted by the Council of the City of Richmond, California at a regular meeting thereof held ________ by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

________________________________________
Clerk of the City of Richmond

(SEAL)

763
3 Approved:

_______________________________
Mayor

Approved as to form:

____________________________
City Attorney

764

Reso. No.

RESOLUTION NO. ________

A RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA, ADOPT A RESOLUTION TO APPROPRIATE FUNDS IN FISCAL YEAR 2024-25

WHEREAS, pursuant to Section 1(b) of Article IV of the Richmond City Charter the City Manager is required to prepare an annual budget for the review and approval by the City Council; and

WHEREAS, the City’s budget was originally adopted on June 20, 2023, and the revised Mid-Year Budget was adopted on March 5, 2024; and

WHEREAS, the City experienced better than expected revenue and savings in the expenditures resulting in General Fund unspent funds of $5,735,634; and

WHEREAS, the City Council identified the list of high-priority expenditures during the FY 2024-25 Budget Development process; and

WHEREAS, General Fund unspent funds were identified as sources to fund these expenditures; and

NOW, THEREFORE, BE IT RESOLVED, that the Council of the City of Richmond, California hereby adopts the resolution to appropriate General Fund funds as follows:

Fund FY 2024-25
General Fund – LEAP Graduation 5,000
General Fund - Mobile Vendor Program 100,000
General Fund - Fire Apparatus (Vehicle Replacement) 1,300,000 General Fund - Transfers Out 4,330,634
Total 5,735,634
General Capital Fund - Transfers In (4,330,634) General Capital Fund - Boorman Park 1,900,000
General Capital Fund - Facilities Needs Assessment 130,634 General Capital Fund - Canal Boulevard Gates 100,000
General Capital Fund - Carlson Crosstown Phase II 2,200,000 Total -
Equipment Replacement Fund - Charge For Service (1,300,000) Equipment Replacement Fund - Vehicle Replacement 1,300,000 Total -

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

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 _____________ by the following vote:

765

Reso. No.

AYES:

NOES:

ABSTENTIONS:

ABSENT:

______________________________
City Clerk of the City of Richmond

(SEAL)

Approved:

__________________________________
Mayor

Approved as to form:

___________________________________
City Attorney

766
City of Richmond, California
Policy Framework to Appropriate Unspent Funds.

1. Overview
The purpose of this policy document is to provide a framework to appropriate p rior year General Fund Unspent Funds. Unspent Funds are defined as:
“N
et revenue in excess of expenditures in the General Fund at the end of a fiscal year after covering the annual operating expenditures and transfers out to other Non-General funds for projects and programs.”
C
ity staff present s quarterly budget reports that include b udget-to-actual variance explanations. At the end of each fiscal year, City staff presents an estimated final quarterly budget review (Q4 Budget Review). The Q4 Budget Review includes potential sources of the Unspent Funds in the General Fund, which can range from certain revenue streams being above budget and/or certain expenditure line items being below budget.

Th
is policy document provides a framework to appropriate the prior year Unspent Funds.

City staff will provide initial recommendations based on the policy guidelines discussed in the following paragraphs.

2. Policy Guidelines
Unspent Funds shall be appropriated to projects or non- recurring programs following these principles in the order listed below:

1. City mandated policies
Unspent Funds shall be appropriated per the City Council’s policy directions such as, meeting the minimum target reserve level, contribution to the Section 115 trust accounts for Pension and Other Post Employment Benefits (OPEB) and any other policy direction that may have been adopted by the City Council.

2. E
xisting capital or other projects with funding gaps.

Unspent Funds shall be appropriated to projects that staff recommend as a priority based on the following criteria:
a. Project is currently in progress with an identified timeline b. Project is associated with grant funding and has an identified funding gap

3. U
nspent Funds shall be appropriated to Projects that are aligned with the City Council Strategic Goals and Priorities:
a. Improve Quality of Housing, Especially Low -Income and Reduce Homelessness
b. Increase Revenue and Improve Economic Development
c. Improve the Quality of Life and Community Health/Improve Social Determinants of Health
d. Improve Public Safety
e. Strengthen the City’s Internal Infrastructure and Processes f. Address Shoreline Issues and Ecological Sustainability Attachment 5 – Unspent Funds Appropriations Framework Policy 1 767
City of Richmond, California
Policy Framework to Appropriate Unspent Funds.

4. Unfunded Capital Projects List.

Unspent Funds shall be appropriated to projects that have a clear scope of work and are identified as unfunded.

5. New Capital Projects
Unspent funds shall be appropriated to new projects that are prioritized by the City Council with a clear scope of work.

6. Unfunded Department requests.

Unspent funds shall be appropriated to one-time new funding requests that did not receive funding during the current fiscal year Budget Process.

The process of selecting Capital Projects and or one-time appropriations for Unspent Funds shall consider equity between the six Council Districts to the extent possible, while acknowledging that each district has unique needs and a perfect distribution of funds among all the six districts may not be practical.

Attachment 5 – Unspent Funds Appropriations Framework Policy 2 768
DRAFT
FY2023-24 Quarter 4 Financial Report and Administrative Budget Adjustments
City of Richmond, October 1, 2024
1 Cinco de Mayo 2024 – Richmond, CA
769
Overview
2 • Recommended Action
• Fiscal Challenges
• General Fund Revenue and Expenditure
• Non-General Fund Revenue and Expenditure
• Proposed Budget Adjustments
• General Fund Reserve and Unspent Funds
• Unspent Funds Appropriations
• Next Steps
• Questions
770
Recommended Action
RECEIVE the Fiscal Year (FY) 2023-24 Quarter 4 (Q4) Report for the period of July 1, 2023, through June 30, 2024;
ADOPT RESOLUTONS to APPROPRIATE proposed
administrative year-end budget adjustments in FY 2023-24; PROVIDE DIRECTION on draft framework to appropriate Unspent Funds; and
PROVIDE DIRECTION and APPROPRIATE Unspent Funds in FY
2024-25.
3 771
Local Economic Challenges
4 https://beaconecon.com/publications/the-beacon-outlook/california-outlook/

12.30%

10.90%

9.30%

7.50%

6.00%

5.10%

4.50%

3.60% 3.60%

3.20%

10.40%

5.20%

3.40%

0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Unemployment Rate
Year
December Unemployment Rate of Each Year
https://labormarketinfo.edd.ca.gov/data/unemployment-and-labor-force.html 772
On the Horizon
5 Even though the City is ending the FY 2023-24 on a
positive note and has adopted a balanced FY 2024-25
Budget, there are still significant fiscal matters on the horizon:
• CalPERS Pension Unfunded Liability – $396.4
Million
• Other Post Employment Benefits unfunded Liability
-- $77.3 Million
• CalPERS Healthcare Premium – 2025 rate
increase by 10.795 percent
• Continue Decreasing the City-wide vacancy rate
• Barging unit negotiations will commence in 2025
773
General Fund Summary
General Fund
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED
(UNAUDITED)

YEAR-END

ACTUALS

VARIANCE
REVENUE TOTAL (225,374,607) (234,380,287) (239,547,022) 102% EXPENSE TOTAL 225,374,607 250,642,277 236,028,146 94%

GENERAL FUND NET
(-SURPLUS)/+DEFICIT 16,261,991 (3,518,876)
6 774
FY 2023-24 General Fund Revenue
7 General Fund
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE

PROPOSED
BUDGET

ADJUSTMENTS
30 PROPERTY TAXES (50,567,173) (52,181,354) (53,802,373) 103% 31 SALES & USE TAX (56,752,495) (57,897,341) (61,609,565) 106% 32 UTILITY USERS TAX (55,775,083) (57,938,011) (59,085,274) 102% 33 OTHER TAXES (23,237,723) (24,144,377) (18,541,970) 77% 34 LICENSES,PRMITS&FEES (13,286,195) (15,779,175) (16,580,441) 105% 35 FINES & FORFEITURES (331,144) (151,438) (241,876) 160% 36 USE OF MONEY&PROPRTY (1,011,535) (1,796,421) (3,664,487) 204% 37 CHARGES FOR SERVICES (2,561,992) (2,536,992) (2,453,316) 97% 38 OTHER REVENUE (238,480) (238,480) (340,605) 143%
39 RENTAL INCOME (777,028) (777,028) (943,467) 121%
3A STATE TAXES (125,000) (125,000) (143,154) 115%
3C STATE GRANT (110,000) (183,911) (169,152) 92%
3D OTHER GRANT (250,000) (280,000) (328,851) 117%
60 SALE OF PROPERTY 0 0 (4,987) -
61 LOAN/BOND PROCEEDS (40,400) (40,400) 0 0%
90 OPER TRANSFERS IN (20,310,358) (20,310,358) (21,637,505) 107% (1,327,147) REVENUE TOTAL (225,374,607) (234,380,287) (239,547,022) 102% (1,327,147) 775
FY 2023-24 General Fund Revenue
8 -
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000Dollars
Revenue
FY 2023-24 REVISED BUDGET ESTIMATED YEAR-END ACTUALS
776
FY 2023-24 General Fund Expenditures
9 GENERAL FUND
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED
BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE
40 SALARIES AND WAGES 83,345,132 85,785,825 81,224,733 95% 41 FRINGE BENEFIT 62,867,833 65,404,796 66,294,439 101% 42 PROFFESSIONAL & ADMINISTRATIVE 20,302,711 21,842,093 15,299,359 70% 43 OTHER OPERATING 8,611,971 8,720,906 6,782,123 78%
44 UTILITIES 5,288,272 5,700,398 5,358,785 94%
45 EQUOPMENT & CONTRACT SERVICES 5,918,655 6,128,020 3,931,955 64% 46 PROVISN FOR INSURANCE LOSS 34,200 34,342 30,214 88%
47 COST POOL 21,593,734 21,593,734 21,593,734 100%
48 ASSET/CAPITAL OUTLAY 1,893,500 2,911,169 2,427,738 83% 49 DEBT SERVICE EXPENDITURE 841,353 841,353 841,387 100% 4A A87 COST PLAN REIMBS (3,531,611) (3,514,373) (3,638,409) 104% 50 GRANT EXPENDITURES 19,155 98,723 4,652 5%
91 OPER TRANSFERS OUT 18,189,702 35,095,290 35,877,436 102% EXPENDITURE TOTAL 225,374,607 250,642,277 236,028,146 94% 777
General Fund Expenditures
10 (10,000,000)
0 10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
90,000,000
100,000,000Dollars
Expenditure
FY 2023-24 REVISED BUDGET ESTIMATED YEAR-END ACTUALS
778
Non-General Fund Revenue
FUND
FY2023-24

ORIGINAL
BUDGET
FY2023-24 REVISED
BUDGET

ESTIMATED YEAR-END

ACTUALS VARIANCE
Capital Improvement Funds (45,085,732) (81,236,266) (45,208,457) 56% Debt Service Funds (19,551,216) (19,551,216) (19,602,962) 100% Enterprise Funds (41,443,141) (41,493,141) (44,101,392) 106% Housing Funds (1,911,772) (1,986,772) (2,767,937) 139%
Housing Authority Funds (5,563,388) (5,549,921) (5,985,874) 108% Internal Service Funds (30,919,340) (30,919,340) (34,667,794) 112% Other Operations Funds (32,931,748) (36,028,174) (22,527,221) 63% Special Revenue Funds (52,120,364) (96,362,154) (48,860,586) 51% TOTAL REVENUES (229,526,702) (313,126,985) (223,722,223) 71% 11 779
Non-General Fund Revenue
-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000Million
Fund Type

REVISED BUDGET YTD ACTUALS
12780
FY 2023-24 Non-General Fund Expenditure
FUND TYPE FY2023-24

ORIGINAL BUDGET
FY2023-24

REVISED BUDGET

ESTIMATED

YEAR-END

ACTUALS

VARIANCE
Capital Improvement Funds 71,270,921 118,828,239 23,978,215 20% Debt Service Funds 19,174,878 19,174,878 19,192,428 100% Enterprise Funds 86,084,855 104,668,850 51,699,920 49%
Housing Funds 6,249,305 6,324,305 698,699 11%
Housing Authority Funds 5,570,438 5,763,509 5,546,988 96% Internal Service Funds 36,799,838 42,837,206 31,441,810 73% Other Operations Funds 33,182,604 41,880,636 27,241,503 65% Special Revenue Funds 68,197,088 129,516,823 46,974,503 36% TOTAL EXPENSES 326,529,928 468,994,447 206,774,065 44%
13781
FY 2023-24 Non-General Fund Expenditure
-
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
140,000,000Dollars
Fund Type
FY2023-24 REVISED BUDGET ESTIMATED YEAR-END ACTUALS
14782
Proposed Budget Adjustments
Type Fund Fund Description Revenue Expenditures
General Fund 0001 General Fund 1,327,147 782,146
Capital Improvement 2110 Impact Fee Parks/PW 13,764 788 Capital Improvement 2111 Impact Fee Traffic 62,186 3,650 Capital Improvement 2113 Impact Fee Fire 14,638 809
Capital Improvement 2114 Impact Fee Police 12,146 687
Capital Improvement 2115 Impact Fee Comm/Aquatic 52,746 3,105 Capital Improvement 2116 Impact Fee Open Park 219,914 12,947 Capital Improvement 2117 Impact Fee Library 60,256 3,632 Capital Improvement 2119 Impact Fee Storm Drainage 22,072 1,250 Capital Improvement 2120 Impact Fee Wastewater 5,868 176 Housing 1201 Community Development Block Grant 126,722 - Housing 1202 Home Program 12,462 -
Housing 1208 COR Successor Housing Agency 83,040 -
Housing 1209 Cal-Home Grant Fund 95,404 -
Housing 1302 Housing In Lieu Fee Developer 420,127 -
Other Operations 1205 Employment & Training 113,203 -
Other Operations 1012 Hilltop Lanscaping District 87,700 - Other Operations 1050 CR-Planning and Building 27,043 - Special Revenue 1303 Kids First Initiative 733,320 -
Special Revenue 1017 ECIA 16,500 -
Special Revenue 1001 Secured Pension Override 773,940 1,326,327 Total 4,280,199 2,135,516
15 783
General Fund Reserve
Item Amount
FY 2023-24 Beginning Fund Balance (Reserve) 55,196,962
FY 2024-25 Policy Target Beginning Fund Balance (Reserve) 52,276,428 Reserve Above Policy Target (2,920,534)
16 In FY 2022-23, the General fund audited reserve was $55,196,962, which was approximately 24.49 percent of the FY 2023-24 Adopted Budget at the time, the City’s policy target reserve level is 21 percent. Based on the FY 2024-25 General Fund Adopted Budget, the 21 percent reserve is $52,276,428. Based on the FY 2023-24 Year-End estimated Reserve level and the FY 2024-25 Adopted Budget of $248,935,372, there is an estimated $2,920,534 that is above the minimum required reserve for the General Fund that the City Council may allocate in “Unspent Funds”. 784
FY 2023-24 General Fund Unspent Funds
17 Item Amount
FY 2023-24 Actual Revenue (239,547,022)
FY 2023-24 Actual Expenditure 236,028,146
FY 2023-24 Actual Revenue minus Expenditures (3,518,876) Contribution to Reserve* -
Contribution to OPEB @ 10% 351,888
Contribution to Pension @ 10% 351,888
Unspent from FY 2023-24 (2,815,101)
Item Amount
Reserve Above Policy Target (2,920,534)
Unspent from FY 2023-24 (2,815,101)
Other Unused Fund Balance TBD
Total (5,735,634)
785
DRAFT: Unspent Funds Appropriations - Option A
18 Council
Goal &
Priority #
Description Requested
Funds Potential Department Status
Staff Recommendation $6,870,000

2.1.b LEAP Graduation 5,000 5,000 Community
Services/Library Completed

2.2.a Mobile Vendor Program Temp.

Ordinance Enforcement 100,000 100,000 Public Works Program implementation costs

3.1.e Boorman Park 1,900,000 1,900,000 Public Works
Additional funding is required
to implement the remediation
plan being developed. Grant
funding must be utilized by
6/30/2025.

4.4.c
Fire Apparatus (Pending
Apparatus Replacement
Policy)
1,300,000 1,300,000 Public Works/Fire Draft policy in progress

3.2.e Built Environment Needs
Assessment 500,000 130,634 Public Works RFP in process
Canal Boulevard Gates 65,000 100,000 Public Works

4.1.a Carlson Crosstown Phase II 3,000,000 2,200,000 Public Works Currently in design phase Sub-Total $6,870,000 5,735,634

4.1.a Carlson Crosstown Phase II 800,000 Funding from MTC Total $6,870,000 6,535,634
786
DRAFT: Unspent Funds Appropriations - Option B
19 Council
Goal &
Priority #
Description Requested
Funds Potential Department
June 24, 2024, City Council Motion $1,168,000

4.2 Gun Violence Reduction Initiative (Additional Staff Required for Implementation) 50,000 50,000 Community Services/ONS
Poet Laureate ($10K) and Poetry Contest ($3K) (Additional Staff Required) 13,000 13,000 Economic Development

2.1.b LEAP Graduation 5,000 5,000 Community
Services/Library

2.2.a Mobile Vendor Program Temp. Ordinance Enforcement 100,000 500,000 Public Works

1.2.b Unhoused Intervention (~$4 million remaining in ERF-2 Grant) 1,000,000 1,000,000 Community Development
Budget Development Checklist Items

3.1.e Boorman Park 1,900,000 1,900,000 Public Works

4.4.c Fire Apparatus (Pending Apparatus Replacement Policy) 1,300,000 1,300,000 Public Works/Fire

3.2.e Built Environment Needs Assessment 500,000 500,000 Public Works Canal Boulevard Gates 65,000 100,000 Public Works

3.2.b Main Library Renovation Project Additional Funding 4,100,000 367,634 Public Works

3.1.e Point Molate Bay Trail Erosion 3,000,000 - Public Works

3.2.a Booker T. Anderson Community Center Exterior Improvements 2,300,000 - Public Works City-wide Historic Preservation TBD - Public Works

3.1.e Dog Park Assessment TBD - Public Works

4.1.a Point Richmond Street Safety Improvements TBD - Public Works

4.1.a Carlson Crosstown Phase II 3,000,000 - Public Works Total 17,333,000 5,735,634
787
Services for Unhoused
Sources Total Expenditure/
FY 22, 23, 24 FY 2024-25 FY 2025-26 FY 2026-27
ARPA
($50,000) (Federal) $50,000
ERF Round 1- Grant
($4.8Million)(State) $4,881,272
Reimagining Public Safety
($1.8Million/Year) (General Fund) $2,255,477 $800,000 $1,800,000 $1,800,000 ERF Round 2 Grant
($8.6Million) (State) $4,706,596 $1,947,995 $1,947,995 $0 Total $11,893,345 $2,747,995 $3,747,995 $1,800,000
Grants $28,749,406
Homekey Grant
($14M) (State) $14,512,660 $12,093,460 $500,000 $525,000 Homekey (City Contribution)
(Affordable Housing In-lieu funds) $4,900,000* $2,343,460 $0

$0

ERF Round 3 Grant $9,336,746
(Awaiting
announcement of
awards)
20788
June 24, 2024, City Council Motion
21 Motion by Vice Mayor Jimenez Seconded by Councilmember McLaughlin To adopt resolutions approving the proposed operating and Capital Improvement Plan budgets with the following changes: add $50,000 to an initiative to reduce gun violence; increase the poet laureate's stipend to $10,000; allocate $5,000 to LEAP (city's literacy program) for graduations; add an extra $100,000 for street vendors for a total $200,000; and commit from the unspent funds, $1 million to fill the gap for unhoused interventions.

A friendly amendment was made by Councilmember Bana to allocate $3,000 for prizes of poetry contests and other expenses for the three high schools.

A friendly amendment was made by Councilmember Robinson as a part of passing the budget, to direct Public Works staff to increase the dedicated staffing to General Fund parks, streetscapes, and medians; before the end of fiscal year 2024-2025, increase the skill sets capacity of the tree crew to include supervisory skills, arborist skills, and someone who could create and follow an integrated management plan; two plus staff with Class B driver license to drive their specialized truck; and two plus staff who had the ability to make cuts and prune the trees.

The friendly amendments were accepted. Further discussion ensued.

Another friendly amendment was made by Councilmember Robinson to create a process to bring forward, vet, and vote on projects considered for unspent funds; and any traffic calming projects (not included in the 18 projects) should go through the assessment process that was created by Public Works. The friendly amendment was accepted.

The motion maker added to the motion that the allocations for the requested changes could be from the unspent funds; and staff could return to the council at a later date to discuss the poet laureate.

Ayes (6): Councilmember Bana, Councilmember McLaughlin, Councilmember Robinson, Councilmember Willis, Councilmember Zepeda, and Vice Mayor Jimenez
Absent (1): Mayor Martinez
Passed (6 to 1)
789
DRAFT - Proposed Framework
Appropriate Unspent Funds in Priority Order

1. City Mandated Services & Policies

2. Existing Grant Funded Capital Projects with Funding
Gaps

3. City Council Goals and Priorities

4. Unfunded Capital Projects List (Legacy Built
Environment Needs Assessment RFP In-progress)

5. New Capital Projects

6. Unfunded Department Requests
22 790
DRAFT - Next Steps
23 1. An option is to defer the appropriations of unspent funds until FY 2024-25 Quarter 1 (Q1), which will be provided in November 2024, at Council direction.

2. Continue working with the auditors to complete the FY 2023-24 year- end audit and publish the Annual Comprehensive Financial Report (ACFR).

3. Present the year-end audit results and ACFR to the City Council in January/February 2025 along with the actual General Fund Unspent Funds and appropriate those funds in March of 2025 (Fund Balance).

4. Return to the City Council on September 24, 2024, with a status update of American Rescue Plan Act (ARPA) fundingand a proposal to reallocate project funding as-needed.
791
Questions?
Thank You!
24 792
DRAFT - Other Unused Fund Balance
25 Date Description Budget
9/12/2023 Fire - Mark43 438,863
11/28/2023 Unspent Funds Appropriated 9,520,218
1/23/2024 Carryforward from FY 2022-23 from last year in Point Molate Costs 237,678 2/6/2024 Street Sweeping 550,000
3/5/2024 10% of Unspent Funds into OPEB and Pension 115 Trust 2,671,322 3/5/2024 Unspent Funds Appropriated During Mid-Year 400,000 3/5/2024 Mid-Year Revenue Expenses Over Expenditures (1,903,254) 4/16/2024 Unspent Funds Allocated 4,058,438
5/28/2024 Rent Program Subsidy 288,726
Total 16,261,991
793

10/01/2024

Economic Development

DATE: October 1, 2024
TO: Mayor Martinez and Members of the City Council
FROM:

Nannette J. Beacham, Economic Development Director
Winifred Day, Arts & Culture Manager

Subject:

Arts Corridor Project Strategic Plan Presentations
FINANCIAL IMPACT: $50,000 (Account String: = 01364065-400201) Due to the requirements for obligating American Rescue
Plan Act (ARPA) funds by December 31, 2024, it is not
recommended to use ARPA funds for this project.

Therefore, the City recommends using General Fund
Public Art account to fund the development of the
Strategic Plan (Phase I). Implementation of the Strategic Plan (Phase II) will require funding from a currently
unidentified revenue source.

PREVIOUS COUNCIL
ACTION:

October 24, 2023, June 25, 2024

AGENDA
REPORT
794

10/01/2024

STATEMENT OF THE
ISSUE:

On June 25, 2024, City Council received a presentation
from Ceres Policy Research team and Richmond
Renaissance team. At that meeting, the City Council
provided additional clarity to the scope of work included in the original RFP, with the main change being a shift from focusing on establishing an Arts District to
establishing an Arts Corridor Program for 23rd Street and Macdonald Ave. At that meeting, Council also requested
that both firms revise and resubmit their proposals
(including presentations) and return to City Council after the summer session.

RECOMMENDED ACTION:

RECEIVE a presentation from Ceres Policy Research
team and Richmond Renaissance team regarding the
Arts Corridor Project Strategic Plan; RECEIVE direction regarding the finalization of the criteria used by City Council to select the final vendor; and DIRECT staff to return to City Council on October 15, 2024, with results of the scoring and award of the contract to either the Ceres Policy Research team or the Independent Arts and Media
as Fiscal Agent for Richmond Renaissance to develop a
Strategic Plan for a sustainable Art Corridor, in an
amount not to exceed $50,000 - Economic Development
Department (Nannette Beacham/Winifred Day 510-620-
6952).

DISCUSSION:

On October 24, 2023, the City Council directed staff to issue a Request for Proposal (RFP) before the end of the calendar year to consider establishing an Arts District, which included outreach to businesses, residents, and stakeholders. On December 22, 2023, the City of Richmond Arts and Culture Division released an RFP for consulting services for establishing an Arts District(s) (Attachment 1).

The City received two (2) proposals, one from Ceres Policy Research and another the Independent Arts and Media serving as fiscal agent for the Richmond Renaissance team (Richmond Renaissance). The initial review of both proposals consisted of scoring and interviews by a review panel consisting of City staff, Richmond Arts Commission members, and a representative from an outside agency. Policy synergies associated with this project include Arts and Culture Element, Richmond General Plan 2030, and Public Art Master Plan.

On June 25, 2024, City Council received a presentation from both firms. At that meeting, the City Council provided additional clarity to the scope of work included in the original RFP, with the main change being a shift from focusing on establishing an Arts 795

10/01/2024
District to establishing an Arts Corridor along 23rd Street and Macdonald Avenue. At that meeting, Council also requested that both firms revise and resubmit their proposals (including presentations) and return to City Council during the first meeting in September 2024. City staff developed and released a Guidance Letter to both firms on August 30, 2024, to memorialize the City Council direction and provide next steps (Attachment 2). The Guidance Letter included the following direction:

 Submit a budget for the initial phase of work (strategic plan) totaling no more than $50,000

 Ensure the proposal is reflective of the change of focus from an Arts District to an Arts Corridor.
o Per the Agenda Report from June 25, 2024, the definition of an Arts Corridor is as follows: Cultural (Arts) Corridors aim to foster equitable community development and celebrate local arts and culture in a particular geographic area.

An example is found in Buford, Georgia.

 Ensure your proposal is limited to the Arts Corridor Program areas along (1) Macdonald Avenue from 41st Street & Macdonald Avenue near the Ryse Center extending past the East Bay Center for the Performing Arts and ending at the Richmond Museum of History/Nevin Park near 6th Street & Macdonald Avenue, and (2) 23rd Street between Rheem Avenue and Cutting Boulevard

 Address questions and prompts regarding the built environment:
o Does your plan include an assessment of the built environment along the proposed corridors?
o What are the assets and what is the potential?
o What kinds of physical assets exist that can be invested in to be improved or repurposed? Other than surveys, focus groups and listening sessions, how will that information be gathered and incorporated into the proposed plan?

 Provide more specificity around outreach in the defined Arts Corridor areas which includes the nearby neighborhood councils, business owners, organizations, and the Richmond Neighborhood Coordinating Council

Both firms were informed that other components remain as included in the original RFP.

In order to provide sufficient time for both firms to revise and resubmit proposals and presentations, City staff decided to bring this item back before City Council on October 1, 2024.

Questions from Firms and City Staff Responses
Per the Guidance Letter, both firms were able to ask clarifying questions to which the City provided responses. The following four (4) questions were received and answered by City staff:

796

10/01/2024

1. Could you please provide detailed information on the selection criteria and grading rubric that will be used to evaluate the proposals?

RESPONSE: Below please find the proposed criteria and corresponding percentages that City staff will recommend to City Council for use in evaluating the proposals. The proposed criteria remain similar to the criteria included in the original RFP with the exception that criteria regarding reference checks and cost were removed and some items were combined.

1. Quality, clarity, and responsiveness of proposal and presentation, ability to provide requested services and meet the needs of City, and understanding of services to be provided (including approach to community engagement) - 40%

2. Experience of firm in performing this type of service - 20%

3. Experience of key individual(s) assigned to the contract - 20%

4. Project schedule and depth of staff available to perform services within schedule - 20%

2. How will the proposal’s approach to community engagement, particularly with local businesses, residents, and artists, be weighed in the evaluation process?

RESPONSE: The approach to community engagement is proposed to be included in criterion #1.

3. Is the timeline for the strategic plan development flexible, or will any adjustments require formal approval if delays occur due to community outreach and data collection challenges?

RESPONSE: Per the Guidance Letter sent on August 30, 2024, the selected firm will have approximately 3-4 months to complete and submit the Strategic Plan for review by City staff and City Council. If the firm believes that the proposed timeframe is insufficient to effectively do the work, the firm should state that in their proposal and presentation.

Any adjustments to an agreed upon timeline would require a formal discussion with and approval by the City.

4. Does the City have a list of city properties on hand and readily accessible in the targeted areas that can be provided?

RESPONSE: The City does not have a readily accessible list or map of city properties within the targeted areas.

Presentations and Applicant Selection

Both firms submitted revised proposals and presentations per the deadline provided in the Guidance Letter (Attachments 3-6). Both firms will have 10 minutes to make presentations to City Council on October 1, 2024. To allow for a fair and transparent review process, City staff recommends that City Council utilize the following criteria to 797

10/01/2024
score a combination of the revised proposals and presentation (Attachment 7). If desired, City Council can provide revisions to the recommended criteria and City staff will update the scoring matrix in Attachment 7 for distribution to City Council members on October 2, 2024. City staff requests that each City Council member individually score both firms and submit the results to City staff at [email protected] by 5:00pm on October 7, 2024. This will provide City staff sufficient time to compile scores and develop an agenda report awarding the contract to the highest scoring firm for the Arts Corridor Strategic Plan. City staff anticipates returning to City Council on October 15, 2024.

Next Steps

Pending City Council direction on October 1, 2024, and final results presented to City Council on October 15, 2024, City staff will commence contract negotiations with the selected firm. The estimated effective contract date is set for October/November 2024.

Unless directed otherwise by City Council, the selected firm will have approximately 3-4 months to complete and submit the Arts Corridor Program Strategic Plan for review by City staff and City Council.

It was originally planned to utilize American Rescue Plan Act (ARPA) Funding for the development and implementation of the Arts Corridor Strategic Plan. Due to the requirements for obligating ARPA funds by December 31, 2024, it is not possible for ARPA funds to be utilized to implement any recommendations from the selected firm’s Arts Corridor Strategic Plan. Therefore, Phase II or implementation will require funding from a currently unidentified revenue source.

DOCUMENTS ATTACHED:

Attachment 1 – Original RLO RFQ/RFP
Attachment 2 - CMO - Richmond Arts Corridor Guidance Letter and Maps Attachment 3 – Ceres Policy Research - Revised Proposal Response Attachment 4 – Ceres Policy Research - Power Point Presentation Attachment 5 – Richmond Renaissance - Revised Proposal Response Attachment 6 – Richmond Renaissance – Power Point Presentation Attachment 7 – Proposed Scoring Matrix

798
799
800
801
802
803
804
805
806
807
808
809
810
811
812

450 Civic Center Plaza, Richmond, CA 94804-1630
Telephone: (510) 620-6512 Fax: (510) 620-6542 www.ci.richmond.ca.us CITY MANAGER’S OFFICE

August 30, 2024

TRANSMITTED VIA E-MAIL

Dear Ms./Mr. Project Manager

RE: Consulting Services for Developing a Strategic Plan to Establish Arts Corridors on 23rd Street and Macdonald Avenue

This letter provides guidance to the finalist for the Request Proposal for the development of Arts Corridors in Richmond California along 23rd Street and Macdonald Avenue.

BACKGROUND
On October 24, 2023, the City Council directed staff to issue a Request for Proposal (RFP) before the end of the calendar year to consider establishing an Arts District, which includes outreach to businesses, residents, and stakeholders to build community.

On December 22, 2023, the City of Richmond Arts and Culture Division released a Request for Proposals (RFP) for consulting services for establishing an Arts District(s).

The City received two (2) proposals, one from Ceres Policy Research and another Richmond Renaissance. The initial review of both proposals consisted of scoring and interviews by a review panel consisting of City staff, Richmond Arts Commission members, and a representative from an outside agency.

On June 25, 2024, City Council received a presentation from both firms. At that meeting, the City Council provided additional clarity to the scope of work included in the original RFP, with the main change being a shift from focusing on establishing an Arts District to establishing an Arts Corridor. At that meeting, Council also requested that both firms revise and resubmit their proposals (including presentations) and return to City Council during the first meeting in September. In order to provide sufficient time for both firms to revise and resubmit proposals and presentations, City staff plans to bring this item back before City Council on Tuesday, October 1, 2024.

CITY COUNCIL CLARIFICATION AND DIRECTION
The revised proposal and presentation should be responsive to the following direction provided by the Richmond City Council on June 25, 2024:

▪ Submit a budget for the initial phase of work (strategic plan) totaling no more than $50,000

▪ Ensure the proposal is reflective of the change of focus from an Arts District to an Arts Corridor. Per the Agenda Report from June 25, 2024, the definition of an Arts Corridor is as follows: Cultural (Arts) Corridors aim to foster equitable community development and celebrate local arts and culture in a particular geographic area. An example is found in Buford, Georgia

▪ Ensure your proposal is limited to the Art Corridor areas along (1) Macdonald Avenue from 41st Street & Macdonald Avenue near the Ryse Center extending past the East Bay 813
2 Center for the Performing Arts and ending at the Richmond Museum of History/Nevin Park near 6th Street & Macdonald Avenue, and (2) 23rd Street between Rheem Avenue and Cutting Boulevard (see attached maps for additional clarification)

▪ Address questions and prompts regarding the built environment:
o Does your plan include an assessment of the built environment along the proposed corridors?
o What are the assets and what is the potential?
o What kinds of physical assets exist that can be invested in to be improved or repurposed? Other than surveys, focus groups and listening sessions, how will that information be gathered and incorporated into the proposed plan?

▪ Provide more specificity around outreach in the defined Art Corridor areas which includes the nearby neighborhood councils, business owners, organizations, and the Richmond Neighborhood Coordinating Council

The other components remain as included in the original RFP received by both firms.

RESPONSE REQUIREMENTS AND PROPOSED SCHEDULE
Your intent to respond, questions, and revised proposal should be submitted in accordance with the direction below.

1. Email Winifred Day, Arts and Culture Manager, at [email protected], and LaShonda White, Deputy City Manager, at [email protected] by 5:00pm on Wednesday, September 4, 2024, that you (a) are in receipt of this correspondence and (b) that your firm plans to submit a revised proposal and presentation by the deadline.

2. Submit questions regarding the information provided in this document to Winifred Day, Arts and Culture Manager at [email protected] by 5:00pm on Tuesday, September 10, 2024. Responses will be provided by 5:00pm on Thursday, September 12, 2024.

3. Submit your revised proposal per the clarified direction provided in this correspondence and guidelines provided in the original RFP, as well as your revised presentation to Winifred Day, Arts and Culture Manager at [email protected] by 5:00pm on Monday, September 23, 2024. This information will be included in an agenda item for the October 1, 2024, City Council meeting.

4. Prepare and present a 10-minute presentation to City Councill on Tuesday, October 1, 2024.

5. Pending City Council direction on October 1, 2024, City staff will commence contract negotiations with the selected firm. The estimated effective contract date is set for October/November 2024.

6. The selected firm will have approximately 3-4 months to complete and submit the Strategic Plan for review by City staff and City Council.

Should you have any additional questions please contact Winifred Day, Art and Culture Manager at [email protected] and/or LaShonda White, Deputy City Manager at [email protected].
814
!// ::r
!i1
.. J
In !i1
~
Pogo Park #1 Q
- Elm Playlot
Macdonald Ave.
41st & Macdonald (Ryse Center)
to 6th & Macdonald (Nevin Park)
J ,, !i1
i
i3-0
!; ::r
:e !i1 ~
!// ::r
!i1
Pennsyfvan1a Ave
q Green bay Rodriguez
Landscaping &._
S?:

DCTires Q
Grant Ave
Brooks Ave
In
"' 0
"'
!i1 !i1
Grant Ave
Benitez Jewelers 9
r
Ripley Ave ~ ~ ::r
~ !i1
/;j /;j
" ~ £
iii Cerriro Ave
/;j
Roosevelt Ave
"' "'
!i1 !!I 11
!!I
'""\ 7
.:,olttnoA ~ - Ve
"" ... ,C • • •
0 ... ..,
In ~
/;j Clinton Ave i ,:; ~
~ &
~ ..
/;j
...,
Catahoul,
!// !:/
/;j
J
Rooseve,r Ave
~
,., Michelle Obama School C, Srr
::r
!!I
larrett Ave Barren Ave Barrett Ave Barrett Ave BanttlAve /;j "' ~
EIJa,
Richmond Medical
Q Nevin Ave
~
!!i
Macdonald Ave
co
i
0 C:
i Nevin Ave
~
Macdonald Ave
~
\~
~
f sa
~ fEI Garage
2 -s ::r 11
~ !!I !i1
t
m Rlchmond
C, McDonald's Nev;n Ave
La Flor De Jalisco
"' Macdonald A
/;j /;j ciS Barrett Ave s s " .c Manzanita Chane, 9 "' 11: .s; "' Middle School
/;j /;j ..,
~ Nev;nA.-e
C
"' ..., "'
Su
The Latina Center\)
/;j /;j
s t;; /;j .S Barrett Av .., £ ~ /:; /;j et;; ..., ..., ..., I & ,.,
/;j ..,
~ Ta ...
/;j /;j s
0 E t;; ..
!i1
S'
!i1
Foods Co
j Livingston ln
0-Rellly Auto Pans ~
v, /;j Ve
I
St Cornelius ft
Catholic Church Y
., !;
~ v
Leadership Publlc O
Schools - Richmond T
ft St Mark's
Y Catholic Church
::r
!!I
Bissell ve
!2
Uncoln O
,mentary School Y Chanslor Ave
co
Chanslor Ave Chanslor Ave
en en ..

S' !// ::r
!i1 !!I
ve
•
In
"' ;i;
Ohio Ave
en V)
S?: ::r ~
!i1 !i1
Maine Ave
S' !1 ::r
!//
V)
Snapper's Seafood
Ohio Ave
V) V)
"' ::r
!//
en i;
~ j i ~- ~
Ohio Ave
en
!?: ::r
Frosty King !!i !!i !i1 ~ !i1 !!i
Florida Ave ~ Florida Ave
O Richmond College i
i3-0
!;
:e ..
'<
en
T Prep Schools: Chane,
ONystrom
T Elementary School
Cl)
Manin Luther ft
King Jr. Park T
en
Maine Ave
;:: .. 5· ..

S?: ::r
!!i
~ .. ;;.
!a !a
Ohio Ave
en Cl) V)
~ ~ ~
!2 !i1 !i1
Maine Ave
Cl)
Virginia Ave
"' 2 ::r
!2
Cl)
"' 0
S'
!!i
Cl)
~
!2
Bissell Av• JJ Fish & Chicken
DeJean Middle School V ::; -·~ ~,·c
~ ,;; -
Rubicon Bakers 9
Florida Ave
c;;-
c,\o..),t, Euclid Ave
Center Ave
Cl)
"' .,,
S'
!/?
Florida Ave
Ohio Ave
en
"' -;i_ Center Ave
!/?
Pullman Pointft
Apanmen ts T
Boorman Park "'"'''
◄ •• en
~ Maine Ave
C. V)
!!i "'
~
George Miller Iii C,
!!i
Go ~ e:lnla Ave
Cl) en
Public Storage f
~~ ,,_
4, Richmond Superior Coun ' Bissell Av•
t
~
Cl)
... ... a.
!i1
Wailer Ave
Wall Ave
en
"' ~
!//
Ohio Ave
Cl) Cl)
"' ... ~ 2" ::r ::r
!/? !i1
.c
Is ...,
/;j
.c
e:.

Ohio Ave Ohio Ave
M
V)
Center Ave
en ... 9 Florido Ave '!l ::r
!!I
Waller Ave
Wall Ave
a Alvarado Sheet metal
(I)
!;
0 !i1
Unnad s ~at H Tarrna Pnv-'C'II Send Product FiHKli.idc
OhtoA
Center A
Cl)
..
~ Flori1 C.
!/? 1/1
.. "' a.
!!I
500h L---
815
) Pass Control 9
use • Rerinery ft
! 31 I Chevron T
23rd Street
From Rheem Ave. to Cutting Blvd.

Vernon Ave
l..;'.a1nom1a Ave '- AlamoAve .,
ll­
t :::,

SHI ELDS-REID R&R'S CAFE
~ Willard Ave
'<
Richmond High School 9
Wilco,: Ave
San Pablo Lytton Casino f
t.\ West Contra Costa
Y Salesian Boys & Girls
C.>Grape Expectations
>rh .s,
~
Sanford Ave
Costa Ave
Rheem Ave
5- "' 9
!!I !!I
~
!!I
TRIANGLE COURT ~ Coalinga Ava
VisaliaAvo
Lincoln Ave
Andy's Donut
~
!!I 11,' ,,.
!!I
Lincoln Ave
;;; '9
t ,,.
!!I
!!I
la
j
!!I

FOREST PARK
~ BELDING !!I WOODS
BurbeckAve
Pennsylvania Ave
Barrett Ave
El
Maricopa Ave
----.. Rheem Ave
op
G no, Ave
G in Ave
(ij
G nt Ave ~
la
WMdellAve
ClintooAve
Ii!
&;
t
... eltAve i
t {ii
a I
"' "' ;.

Sman & Final Extra• q
Rheem Ave
"' ~
CL
!!I
!a Palm Halal Food Market
Esmond Ave
Mc&ydeAve
SoiahoA,ve
&; &;
i,
Catahoula Coffee
,. !i'.
la la

I RON TRIANGLE
Kaiser Permanente m
Richmond Medical Ctr T
Barretr A~e
Manzanita Chaner O ..
9 !!I
R,chmondE) Richmond coonald ·s Middle School Y
Nev1nA\f"e !
Alvarado Park
Wildcat
Canyon
.;. Regional Park
<&.
""" 1' 6e 'i" ~ ce-1'1 .,_
\ 'i
</l ~p.••
f:..,_..<f"
Mira
Vista Park
l .,,
a \
.!l ,:
~
.. .. "''mi
~'f
'r,
-9,,!i East F
% H1
Macdonald Ave
a ; ~
Foodscoq
N
ichmo n LC Optical Repair : : ;;; William's Natural Foods ,q?'
J t?

ATCHI SON

VI LLAGE
,(f f . Simurgh Bakery ffi
W Ohio Ave Production Kitchen T
!!I !!I
Ohio Ave
::r
9 !a
~ ~ ~ !!I !!I !!I
"' "' "' "' ~ 5- ~
.,
9 !!I !!I !!I !!I Florida Ave
Cl)

N SANTA FE
&. MafneAve
V1rgmia Ave
The Backyard
l!l
!!I
.; ~~ CITY CENTRAL 9 ....
!!I 'f
Cllanslo< Ave
~
!/I
Ohio Ave
:,;
!: Florida Ave
er
0 "' ls
i ~ .,
'< la
Cl)
"' "' "' Rubicon B
~ ~ 5- "' "' !!I !!I la ~ i "' !!I !!I "' 1J
;:; !!I
~ Virginia Ave 5· ..

C'~
kers
"'
~ Cl)
!!I "' !::' M
Q.
!a
Vi
M ETRO

RICHMORE

V ILLAGE
Cllanslor Ave
Oq <9.: Ohio Av@
~ O' Center Av•
Pullman Pointft
Apanmen ts T
1-1 NewnAve ;-- ~ j
Richmond Superior Coun f ' RYSE Yout
Target Q

PULL MA N
Ohio Av@
Ce.iterAve
Florida Ave
II>
.
eAve
6>"<:f
Public Storage Q ~
WallAve S,
!!I
iniaAve
a
Alvarado Sheet metal
Overend Ave
Letys Kitchen
f
0 !
"
g.
i \
!!I F~rns1 ?
6 Canyon
"'"'l>'I'
ond Jet ,J>
Int & Glass
POINT
:HMON D W Cutting Blvd ACE Cash Ex ress9 John F. Kennedy0 High School Y
<"-?,;
¾oodA j,~
&> :::,
!!.
"' < Q.
"'
Golden Gate Bistro

EASTER HI LL

VIL LAGE
STEGE
Foll Ave Del None ~\ 'I}
State Av•
LAUREL PARK !:! a eway4j>
g , ~,-
C.>Monterey Pines
Belt Ave
Map dai:. Ci2024 Google Unrt~ Si.tu Term. Prrv11cy Sand Product Fudb.ck 816

ConsultationScopeforEstablishingArtsCorridorsintheCityofRichmondKerbyLynchAishaCanfieldAngelaIrvine-Baker Overview
In1987,RichmondinitiatedaculturalrenaissancebyestablishingtheRichmondArtsandCultureCommission(RACC),demonstratingthecity'scommitmenttotheartsandculturalpreservation.ThislegacywasfurtheredbythePublicArtAdvisoryCommittee(PAAC),whichhasplayedavitalroleinguidingpublicartintegrationwithinthecity.The2021legislativeupdatesreinforcedRichmond’scommitmenttopublicartthroughfinancialinvestmentindevelopmentprojects.

InresponsetotheRichmondCityCouncil’s2024directivetoshiftthefocusfromcreatinganArtsDistricttoestablishingArtsCorridorsalongMacdonaldAvenueand23rdStreet,CeresPolicyResearchproposesacomprehensiveplanthatreflectsRichmond’sculturaldiversityandfutureaspirations.TheArtsCorridorPlanwillprioritizeequitablecommunitydevelopment,communityengagement,andtheintegrationofpublicarttofosterRichmond’sidentityandpride.Thisinitiativewilldefinecorridorcharacteristics,collaboratewithstakeholderstosetmission-alignedgoalsandengagethecommunitywhileaddressingphysicalimprovementsalongthesecorridors.

Weproposealiberatory,community-drivenprocessinwhichresidentsareengagedinco-creatingthisvision.Thefollowingproposaloutlinesourstrategicapproachtodeliveringaplanwithinthedesignatedbudgetandtimelinewhileensuringsustainabilityandequityforthelongterm.

Qualifications
CeresPolicyResearchbringsover20yearsofexperienceworkingwithdiversecommunityorganizations,leadingequity-drivenprojects,andfacilitatingtransformativeprocesses.Ourteamspecializesinstrategicplanning,communityengagement,research,anddataanalysis.Wehaveatrackrecordofdeliveringlarge-scalecommunityevaluationsandguidingculturaldevelopmentinitiatives.

IntentandCommitmenttoProjectValues
Ceresisdedicatedtocenteringequity,well-being,andtheliberationofmarginalizedcommunities—particularlyBlackandBrownpopulations.Ourapproachalignswiththevaluesof 817
theCityofRichmond,ensuringthatthewisdomandvisionofvulnerablecommunitiesshapeboththeprocessandtheoutcomesofchange.Wefocusonengagingabroadcross-sectionofthecommunity,recognizingtheintersectionalidentitiesthatdefineRichmond’sresidents.Thisengagementwillbeconductedwithawarenessofdynamicsofprivilegeandoppression,ensuringthattheprocessisinclusiveandresponsivetocommunityneeds.

ExperiencewithCommunity-LedEvaluationProjectsHereareexamplesofsingle-siteevaluationsthatprovideinsightintoourrelevantexperienceforthisproposedproject.

VallejoArtsFundCapacityBuildingSince2023,CeresPolicyResearchhasservedasthecapacity-buildingconsultantfortheVallejoArtsFund,acommunity-ledinitiativeaimedatsupportingBIPOCartistsandculturalbearersinVallejo.Throughaseriesoffacilitated,community-drivenconversations,weaddressedlong-standingsystemicinequitiesinlocalartsfunding,withafocusonamplifyingthevoicesofhistoricallymarginalizedartists.Ourworkinvolvedcollaboratingwithlocalartiststoshapegrantmakingprioritiesandprocesses,conductingstrategicoutreach,andprovidingcapacity-buildingsupportthatempoweredcommunitymemberstoactivelyparticipateindecision-making.ThisapproachresultedinarobustfundingmodelthatenablesVallejo’sartscommunitytoshapeitsownculturalandfinancialfuture,withtargetedgrantsforindividualartists,youthprograms,andinfrastructuredevelopment.

ContraCostaCountyOfficeofRacialEquityandSocialJusticeAftersuccessfullypressuringtheContraCostaCountyBoardofSupervisorsintoexploringthecreationofanOfficeofRacialEquityandSocialJustice,agroupoftwelvecommunityleadersthenformedaCoreCommitteetaskedwithdevelopingrecommendationsfortheOfficeandconvincingamajorityoftheBoardtoacceptthem.ThisCoreCommitteehiredCerestofacilitatecommitteemeetings,collectcommunitydata,organizeforumstotrackcommunityfeedback,andleadacollectivewritingprocess.Fortheportiondedicatedtocollectingcommunityresearch,CeresreviewedtranscriptsoflisteningsessionscollectedbyCoreCommitteemembers.Wealsoco-developedasurveywiththeCoreCommitteethatwasultimatelydisseminatedto2600peopleacrossthecounty.Notably,only600oftherespondentswerewhiteandover1000wereBlack.ThisprocessallowedtheCoreCommitteetodocumentstateharmandpresentthefindingsinawaythatconvincedtheBoardtoacceptrecommendations.Thereportcanbefoundhere:https://bit.ly/oresj_final_nov2022.

YouthParticipatoryActionResearchOverthepastfewyears,wehavepartneredwithseveralorganizationsthatwereinterestedindevelopingyouthparticipatoryactionresearchprojectsthatwouldhavestrongpolicyimplicationswithinAlamedaandContraCostaCountiesaswellasthe 818
state.Allprojectsaremixed-method,combiningyouth-devisedsurveyswithyouth-ledinterviewsandfocusgroups.Withineachoftheseprojects,Cereshastaughtresearchskillsandcoachedyoungpeoplefromthecollectionofdatathroughthecompletionoffinalreports. ● OurpartnershipwiththeEllaBakerCenterinOaklandwasfocusedonAlamedayouthperspectivesonhowtoreduceincarceration.Theywerepartofthe“FreeOurKids”networkpressuringtheAlamedaBoardofSupervisorstochangeyouthjusticepolicy.Thereportisunderreviewandnotyetpublic.● OurpartnershipwithCaliforniaYouthConnectioninOaklandwasfocusedonhowthechildwelfaresystemcouldimprovesupportforparentingandpregnantfosteryouth.TheywillbeusingtheirfindingstopressurelegislaturestoreviseCalifornialaw.Thereportcanbefoundhere:https://bit.ly/ceres_cyc_june2023● AndacurrentprojectwiththeRYSECenterinRichmondisfocusedondocumentingyouthwell-beingafterthelastfiveyearsoftheracialreckoningandCOVID.TheywillturntheirfindingsintodemandsforimprovedsupportfromContraCostayouth-servingagencies.TheywillstartbypresentingtotheContraCostaBoardofSupervisors.

ApproachtoWorkandResponsibilities/Methodology
Ourapproachintegratesrigorousanalysiswithcommunity-ledplanningtodevelopacomprehensiveArtsCorridorPlanforRichmond.Wefocusoninclusiveengagement,equitabledevelopment,andthesustainabilityoftheartsinalignmentwithRichmond’sculturalgoals.Belowisadetaileddescriptionofourtasks:

ProjectManagement
LedbyDr.KerbyLynch,withsupportfromMs.AishaCanfieldandDr.AngelaIrvine-Baker,ourprojectteamcombinesexpertiseinorganizationalchange,dataanalysis,andartsprogramming.Wewillinvolveresearchassistantsforlogisticalsupportanddatahandling,ensuringbroadrepresentationandaninclusiveperspectiveinourprojectmanagementapproach.

StrategicPlanningandAnalysis
WewillconductworkshopsandstakeholdersessionstodefinethecharacteristicsoftheArtsCorridor,focusingonculturalsignificance,sustainability,andcommunityownership.Ouranalysiswillincludeareviewofcommunityengagementdata,drawingonthemesfromlisteningsessionsandoutreachtoinformastrategicplanthatreflectsRichmond’svaluesofequityandculturalpreservation.

CommunityEngagementandResearch
Buildingonexistingdata,wewillfacilitateadditionallisteningsessions(5-8)andconducttargetedoutreachinneighborhoodsalongMacdonaldAvenueand23rdStreettoensure 819
diverserepresentation.Thiswillincludereviewingpolicies,existingculturalassets,andphysicalinfrastructuretoensurealignmentwithRichmond’sculturalandequitygoals,addressingsystemicinequitiesandamplifyingthevoicesofmarginalizedcommunities.

FacilitationandCapacityBuilding
Ourteamwillleadbi-monthlymeetingswithstakeholders,fosteringcollaborationandcreativity.Wewillprovidecapacity-buildingworkshops,trainingcommunitymembersindataanalysis,artsadvocacy,andstrategicplanning.ThisensuresthatlocalstakeholdersareempoweredtocontinuethedevelopmentandgrowthoftheArtsCorridorbeyondthedurationofourengagement,reinforcingsustainability.

OutreachandRelationshipBuilding
Wewillconductone-on-oneoutreachtoengagewithadiverserangeofcommunitystakeholders,fromkeyculturalleaderstothosehistoricallyunderrepresentedinthearts.ThiswillbuildacomprehensivenetworkofsupportfortheArtsCorridorandensurethatallvoicesareincludedinshapingRichmond’sartsfuture.

ReportingandRecommendations
Adetailedreport,includingfindingsfromcommunityengagement,strategicanalysis,andphysicalassetassessments,willbepresentedtokeystakeholders.Thiswillbeaccompaniedbyrecommendationsforfuturedevelopment,anevaluationplantotrackprogress,andmetricstomeasuresuccessovertime.

CommunityCafesandCommunication
Wewillhostcommunitycafesandutilizemultiplecommunicationchannelstosharefindingsandgatherfeedbackabouttheproposal.Thisensurestheprojectremainstransparent,responsivetocommunityinput,andcontinuouslygroundedintheneedsandaspirationsoftheRichmondartscommunity.Thesecafeswillbeconductedinthepriorityneighborhoodsandwithcommunity-basedorganizations.

InterpretationServices
Toensureaccessibilityandinclusivity,wewillprovideinterpretationservicesthroughouttheengagementprocess,makingallmaterialsanddiscussionsavailableinmultiplelanguages,particularlyforSpanish-speakingcommunitymembers.

Budget
Theprojectwilladheretothe$50,000budgetcapspecifiedbytheRichmondCityCouncil,brokendownasfollows:
820
Deliverables Cost
ProjectManagement $9,000
StrategicPlanningandAnalysis $7,500
CommunityEngagementandResearch $8,000
FacilitationandCapacityBuilding $6,000
OutreachandRelationshipBuilding $4,500
ReportingandRecommendations $5,500
CommunityCafesandCommunication $3,000
Interpretation $1,500
Total $45,000
KeyStaffandResponsibilities
Theprojectteamwillconsistof:
● Dr.KerbyLynch:ProjectManager(HourlyRate:$142)● Ms.AishaCanfield:StrategicPlanningandAnalysisLead(HourlyRate:$183)● Dr.AngelaIrvine:FacilitationandCapacityBuildingLead(HourlyRate:$259)● ResearchAssistants:Logisticsanddatacollection(HourlyRate:$88) Value-AddedServices

1. Post-ProjectSupport:Threemonthsofpost-implementationsupportfordatainterpretationandprojectfollow-up.2. CapacityBuildingWorkshops:Twoworkshopstotraincommunitymembersindataanalysisandadvocacy.3. SustainabilityPlanning:Astrategicplantoensurethelong-termsustainabilityoftheArtsCorridor.

StatementofImpartialityandDisclosure
CeresPolicyResearchiscommittedtodeliveringanunbiasedandimpartialproject.Weaffirmthatourworkwillbefreeofconflictsofinterestandupholdthevaluesofequityandtransparencythroughouttheproject’sduration. 821
Consultation Scope for Establishing
Arts Corridors in the City of
Richmond
Prepared by Ceres Policy Research
822
Understanding Richmond’s Art Scene
• Adopted a 'Percent for Art' resolution in 1997, allocating 1.5% of eligible project budgets to public art.
• Public art projects tied to City Capital Improvement projects. • Richmond Public Art Master Plan emphasizes community-based participation.
• In June 2024, we received the the City Council’s 2024 directive to focus on Arts Corridors rather than an Arts District.
• We understand that the City is committed to developing cultural identity through community-driven public art and urban
revitalization efforts along Macdonald Avenue and 23rd Street. 823
Proposal Overview
• Create an Arts Corridor Plan reflecting
Richmond’s diversity and future aspirations.
• Define the corridor's characteristics, set
mission-aligned goals, and engage the
community in shaping the physical and
cultural landscape of the identified areas.
824
Qualifications of Ceres Policy Research
• Over 20 years of experience in community engagement and advocacy. • Expertise in facilitating diverse groups and conducting research. • Most Recent Work: Capacity-building consultant for the Vallejo Arts Fund, supporting BIPOC artists through equitable, community-driven funding and planning processes. 825
Community-Led Evaluation Experience
• Since 2023, Ceres Policy Research has been the outreach and capacity-building consultant for the Vallejo Arts Fund, supporting BIPOC artists and cultural bearers through a community-driven process. – Facilitated conversations that amplified the voices of marginalized artists, resulting in a grantmaking model that empowers local artists to shape their cultural and financial futures. – Our experience in Vallejo aligns with the goals for Richmond’s Arts Corridors, ensuring community-led engagement and sustainable development for marginalized communities. 826
Strategic Focus and Methodology
• Cultural significance, sustainability, and community ownership along Macdonald Avenue and 23rd Street. • Prioritize voices of historically marginalized communities in shaping the Arts Corridors. • Assess public spaces and infrastructure for improvement opportunities. • Project management, strategic planning, and community engagement. • Facilitation, capacity building, outreach, and relationship building. 827
828
Value-Added Services
• Three months of follow-up support to assist with
data interpretation and further planning for the
Arts Corridors.
• Two workshops to empower local artists and
community leaders with skills in data analysis, arts
advocacy, and strategic planning.
• Provide continuous support to help local leaders
manage and expand the Arts Corridors, fostering
community ownership and engagement.
829

RICHMONDARTSCORRIDORRFPPROPOSAL

R I C H M O N D R E N A I S S A N C E
830
SectionA:RespondentCoverLetter
DearRichmondCityCouncil-Members
Thankyouinadvanceforyourtimeandconsiderationofourproposal.Ourgroup,theRichmondRenaissance,isacollectiveofartistsandcommunityleaderswithover100yearsofcombinedfirsthandexperienceutilizingthetransformativepoweroftheArtstoheal,drivesocialchange,preservetraditions,inspirecreativity, andconnectheartsacrossgenerations.WearethrilledtoapplyforthisRFPandconfidentouralignedmissionandvalueswillsignificantlycontributetothecity’seffortstoestablishanArtsCorridor.

Aslocalleaders,weknowRichmondisinaperiodofgreattransformation.Manyarestillfeelingtheeffectsofthepandemic.Climatechangehasenteredastagethatcausesextremeweatherintheformofwildfires,mega-storms,andmore.Richmondisatamomentwhereitwouldbewisetodiversifyoureconomyandreduceourrelianceonadyingfossilfuelindustry. Inthiscriticalmoment,establishingaworld-classartscorridorwillupliftourcommunity, diversifyoureconomy, andimproveourqualityoflifethroughafocusonthearts.

Inourproposal,youwillfindwhyweareuniquelysuitedforthisproject.Ourorganization’smissionistocreatearenaissanceoftheartsbyestablishingandsupportinganArtsCorridorinRichmond.Ourvaluesandpracticesincludecommunityengagement,democraticgovernance,andcommunitybuilding,focusingonthearts.

Wehaveengagedcommunityfundersinthepastyearandconductedpolicyresearchtosupporttheartscorridor. Weareconfidentthatournetworkofartorganizations,professionals,andcommunityleaderswillsignificantlycontributetothecity’sefforttodevelopastrategicplanandsupportitsimplementation.

TheKeyElementsofourproposalinclude
CoverLetter:Ourcoverletterintroducesourteam'senthusiasmandcommitmenttotheArtsCorridorinitiative,ourdedicationtodeepcommunityengagement,andourfocusoncenteringthebestinterestsoftheCityandcommunityofRichmondinthisinitiative.

BriefHistoryofExperience,Qualifications,andSuccesses:Thissectionwillcoverourproventrackrecordofsuccessfulcommunityengagementinitiatives,ourteam'sextensiveexperience,diverseexpertise,andourpassionfordrivingpositivechangeinRichmondthroughartsandculture. 831
BackgroundandProjectSummary:WecoverthebackgroundandcontextofourunderstandingoftheArtsCorridorinitiativeandoutlineourdeliverablesandobjectivesaccordingtothisRFP'srequests.

Methodology:Thisproject'sinterdisciplinarymethodologycombinesmultipledisciplinestoprioritizeinclusivity, agility, anddata-drivendecision-making,ensuringeffectivecommunityengagement,strategicplanning,andprojectsuccess.

ProjectTimeline:Theprojecttimelineoutlinescriticalmilestones,deliverables,anddeadlines.Wedetailtheexpectationswithamonthlyworkbreakdownoverfourmonths.

StaffingandQualifications:Ourteamcomprisesexperiencedprofessionalswithcommunityoutreach,strategicplanning,andprojectcoordinationexpertise.Weareequippedtoleadandsupportallaspectsofthisprojectandcandeeplyengageandupliftlocalstakeholders'interestsanddesiresintheartscorridor.

References:Weincludereferencesfrompastclientswhocanattesttotheprofessionalism,reliability, andabilitytodeliverexceptionalresults.

Cost:Ourcostproposalisfairandincludesdiscountstomeetthecity’srequestedbudget.

Value-AddedServices:Inadditiontoourcoreservices,weoffervalue-addedbenefitssuchasanexistingstakeholdernetwork,privatefunderengagement,andleveragingourleadership’sexpertisetoenhancetheproject'simpactandsustainability. 832
ResponsestoAdditionalRFPInformationRequest.

WehavereviewedandunderstoodallelementsoftheRFQandRFP. YoumayconsiderourapplicationastatementofintenttoperformtheservicesrequestedinthisRFP/RFQ.Weareexcitedaboutthepossibility, andifselected,wewillagreetothetermsandconditionsprescribedbythisRFP, includinginsurancerequirements(Attachment1),SanctuaryCityComplianceStatement(Attachment2),andinformationlaidoutinthesampleStandardServiceAgreement(Attachment3).

TheRichmondRenaissancehasnoemployeesandisvolunteer-run.Ithasbenefitedfromin-kindservicedonationsfromCriticalImpactConsultingforstrategicplanningandorganizationaldevelopment.Ourfoundershavevolunteeredtheirtimeandexpertiseoverthepastyear,representingthecommunity'sinvestmentinthisinitiative.

OurClientbaseisfocusedontheRichmondcommunity.

OfficeLocation:C/ORPA12929SanPabloAve,Richmond,CA
PhoneNumber:(415)272-5311
Weconfirmthoseresponsibleforthisprojecthaveatleastthree(3)yearsofverifiableCaliforniaexperience.

Weassureyouthattheproposalpricewillbevalidforatleast180days.

OursinglepointofcontactforthisprojectwillbeRathaLai.

Email:[email protected]
PhoneNumber:510-313-3144
Sincerely
BKWilliamsRichmondRenaissanceSteeringCommitteeChair
833
Briefhistoryofexperiences,qualifications,andsuccesses:

Ourorganization,theRichmondRenaissance,isanetworkoflocalart-basedorganizations.OursteeringcommitteehasbeenworkingonestablishinganArtsCorridorinthepastyear. Itwillcontinuetodevelopandsupportanartscorridorconsistingofindividualswithover100yearsofcombinedexperienceinartsandcommunityengagement.WeinformallycametogetheroneyearagotocreatemoreconnectionstotheartsforRichmondResidents.WeidentifiedanopportunitytoestablishanartscorridorthroughourdiscussionsandmonitoringofcitypoliciessuchastheAmericanReliefPlanAct.WediscussedandsettledonakeyobjectiveinourmissiontocreateanartscorridorthatcanutilizethepowerofArttoimproveourcommunity. OurgroupisfiscallysponsoredbyIndependentArtsandMedia(IAM),whichsupportsvariousartisticendeavors.

IndependentArtsandMedia(IAM)providesfiscalsponsorshipservicestosupportaffiliateprojects,believingintheimportanceofdiversevoicesandfreeexpressioninculture.Foundedin2000,IAMhassupportedover200organizationsandprojectsintheSanFranciscoBayArea.

RichmondRenaissanceSteeringCommittee
BKWilliamsisanartsadvocate,filmmaker, innovativecommunityleader, andcollaboratorwithRACC.Co-FounderRichmondFilmCollective.FormerchairQWOCMAP, filmtraining.

BryanAlvarezisaneducator, researcher, andprofessionalmusician.HegraduatedfromOberlinCollegeandConservatoryofMusicwithdualdegreesinBiologyandTrombonePerformanceandaPh.D.inPsychologyfromUCBerkeley. HispassionforartseducationhasledhimtoRichmond,wherehenowrunsartsprogrammingfor4,000studentsasthedirectorofschoolpartnershipsatEastBayCenterforthePerformingArts.

FloreneWileyisaseasonedartsadministratorwhohasworkedwiththeApolloTheater,ScholasticInc.,UniworldAdvertising,theCityofOakland,andSnapJudgmentStudios.ShewasappointedtotheRichmondArtsandCultureCommissionin2018andservedasChairfrom2020-2022.SheisPresident/CEOofSpirit&ImageLLC,presenteroftheActorsWorkshopwithFloWiley, andproducerofcommunitytheatreproductionsinRichmond.

JennyBalisle, apracticingartistforovertwentyyears,hashadherartworksexhibitedinbothlocalandinternationalvenues.JennywastheRichmondArts&CultureCommissionandPublicArtAdvisoryCommitteeChair. SheiscurrentlytheARTSCCC(ArtsContraCostaCounty)ExecutiveFoundingDirector.

NavaMizrahhiisalifelongwomen’srightsandsocialjusticeactivistandcommunityleaderinRichmondsince2014,includingRichmondRainbowPride,SistersinSolidarity, formerRichmondArts&Culturecommissioner, andSuppressedHistoriesArchives—globalwomen’shistory. 834
CriticalImpactConsulting,ledbyRathaLai, willbetheprimarystaff personresponsibleforthiscommunityengagementRFP. Rathabringsadecadeofexperienceinempoweringlocalcommunities,especiallyinRichmond,from2014,whichhasresultedinchangesovertime.RathahasorganizedRichmondcommunityfestivalsandThe2017RichmondPeople’sAssembly. ThePeople’sAssemblyincludedadeepcanvassingeffortwherehecompletedtrainingforninelocalorganizationstocanvassandreachedover1,000residentsinlessthantwomonths.ThisresultedinnewinitiativesinRichmond,suchastheReimaginingPublicSafetyeffortknownasReimagineRichmond.Ratha'seffortsasaconsultantincludedoutreachtoAfricanAmericansinRichmond,upliftingtheirconcernsaboutCOVIDandthevaccineandultimatelyhelpingtoensurethesafetyandimportanceofvaccination.Ratha’scommunicationstrategieswereadoptedbytheKaiserFoundationandreproducedenmassetoanationalaudience.RatharecentlydevelopedthecommunityengagementplanandacommunicationstoolkitfortheAB617CommunityEmissionsReductionPlanCommittee.

KyndelleJohnsonisacommunityadvocateandorganizerwhoseexperiencewithmanyissuespreparesherwellforneighborhoodoutreachandengagementtowardanArtcorridorinRichmond,CA.Since2015,shehasworkedonyouthempowerment,racialandsocialequity,andhousingjusticeissues.Withapersonaldedicationtomentalhealthawarenessandcreativeexpression,sheisdedicatedtohavingeveryone'svoiceheardandvaluedindevelopingaworld-classartscorridorinabeautiful,diversecitylikeRichmond.KyndellegrewupinRichmondandElCerritoandstudiedSpanishandPoliticsatOberlinCollege.Shespecializedininternationalstudiesandtookcoursesinsociologyandarthistorytounderstandhowartisticandculturalexpressioncanbuildcommunitypower. 835
SectionB:BackgroundandProjectSummarySection
AccordingtotheCaliforniaHealthyPlacesIndex, adatareferencethatexplorescommunityconditions,livinginRichmondcancutyourlifeshorterthanitneedstobe.Richmondfallswithinthelowestquartile,whereascommunitieswithintheMacdonaldAvenuecorridorrankat14.2%andsurroundingcommunitiesbetween15%and23.5%.

Furthermore,thecombinedeffectsofthepandemicandinflationhaveworsenedconditionsforRichmondresidents.Despitethis,Richmondresidentsareresilientandhaveahistoryoforganizingandbuildingcommunity.

RichmondRenaissanceaimstoimproveRichmondthroughtheArtsbyestablishingaworld-classartscorridoronMacdonaldAveand23rdStreet.WebelieveestablishinganArtscorridoraspartofthefabricofRichmondwillbeautifyRichmondinprofoundwaysthatwilllivebeyondourlifetimes.Inadditiontotheastoundingwonderthatarthasonus,anArtscorridorhasthepotentialformultiplesocialandeconomicbenefits.

Deliverables● ResearchandReviewexistingcitydocuments,includingbutnotlimitedtothe2030GeneralPlan,updatedArtOrdinancesandArtPoliciesandProcedures,andtheAmericanRescuePlanAct(ARPA)FundGuidelines.● DevelopanArtsCorridorStrategicPlanwitha10-20-yearfinancialprojection,mission,visionandgoals,boundaries,cityandcommunityassets,locationareas,andatleasttwelvepriorities.● Animplementationplanthatincludescommunityengagementfeedback.● IdentifyandrecommendexistingandnewCitysupportrolesandresources,suchaspublicartprogrammingandtemporaryandpermanentartcommissions.● IdentifyandcultivateadditionalfundingsourcesoutsideofRichmond. 836
SectionC:MethodologySection
PolicyReviewandAnalysis:Wewillreviewcitydocumentsandpoliciesrelatedtotheartscorridorandincorporatethefindingsintothestrategicplan.OurorganizationiscompletingaresearchreportthatanalyzesRichmond’sUrbanGreeningMasterPlanandhowtheartscorridorcanalignwiththeUrbanGreeningMasterPlan.OursteeringcommitteeconsistsofseveralRichmondartsandculturecommissionerswhobringyearsofexperienceandunderstandingofthebestpracticesofworkingwithinthecitycommissionstructure.Wewillalsoreviewanddocumentthecity'spossiblemethodstodirectfinancialresourcestotheartscorridor.

CommunityEngagement:Wehaveconductedcommunityoutreachontheartscorridor, havinghadhundredsofone-on-oneconversationsandseveralcommunitymeetings.Wehaverecruitedlocalartorganizationstojoinournetworkandcontributetotheartscorridor. Wehavedevelopedoutreachmaterialsandconceptualframeworksfortheartscorridor.

Developedconceptualframework:Throughourcommunityoutreach,wehavedevelopedconceptualframeworksfortheArtsCorridor. Wewillutilizetheseframeworksinouroutreachandstakeholderengagement.Havingtheconceptualframeworksdevelopedwillgivestakeholderssomethingtorespondtoandbuildoninsteadofstartingfromscratchandrepeatingthesameideas.

Utilizingourexistingnetworkofstakeholders:OurgrouphasreachedoutandengagedlocalcommunityorganizationsandstakeholdersregardingtheArtsCorridor. OurnetworkoforganizationshasacombinedreachofoverathousandresidentsactivelyparticipatingintheartsinRichmond.Ournetworkofcommunityorganizationswillhostcommunitylisteningsessionsandutilizetheexistingnetworkofcommunitymembersengagedinthearts.

CanvassingandDirectStakeholderOutreach:Wewillcanvasstheproposedcorridorandengagestakeholdersfrombusinesses,communityorganizations,associations,communityleaders,neighborhoodcouncils,andphilanthropicorganizationsinterestedininvestinginRichmond.

CommunityListeningSessions:Ourengagementstrategywillincludeaseriesofcommunitylisteningsessionshostedbyananchororganizationinournetwork.Thelisteningsessionswillbearoundcriticalaspectsoftheartscorridortounderstandourresidents'diverseneeds,desires,andaspirations.Ourlisteningsessionswillbeginwithapresentationofthevision,researchfindings,andaconceptualframeworkwhereparticipantscanengagebefore,during,andafterthelisteningsession.Listeningsessionswillbeconductedvirtuallyandinperson,andnoteswillberecordedanddocumentedinacommunityengagementreport. 837
Diversity, Equity, andInclusion:Ourapproachtocommunityengagementprioritizesdiversity,equity, andinclusionateverystage.Werecognizetheimportanceofengagingwithawiderangeofvoices,perspectives,andexperienceswithinthecommunitytoensurethatallstakeholdershaveanequalopportunitytoparticipateandcontribute.Ourdirectcontactstrategiesandcommunitylisteningsessionscreateinclusivespacesfordialogueandinclusion.

DevelopingSMARTGoals:WewilldevelopSMARTGoalsinthestrategicplan.SMARTgoalsareacronymsforspecific,measurable,achievable,relevant,andtime-boundgoals.

ReportPresentation:Wewillprovidereportsandpresentationstothecityasneededtocommunicatekeyfindings,insights,andrecommendationstostakeholdersclearlyandcompellingly. Weutilizeavarietyofvisualandnarrativeformatstopresentcomplexinformationinanaccessibleway, ensuringthatallstakeholderscanunderstandandengagewiththecontent.Additionally, weprioritizetransparencyandopennessbyprovidingopportunitiesforfeedbackanddiscussiononthereportfindings.

EconomicAnalysisandFinancialProjections:Wewillcombinecomparativebenchmarking,scenarioanalysis,andbottom-upforecastingtocreateacomprehensivefinancialforecastfordevelopingtheArtsCorridorstrategicplan.● ComparativeBenchmarking:Wewillexaminesimilarartscorridorprojectsorculturaldistrictsforfinancialdataandcreateabaselineforecast.Thiswouldincludecomparingvisitornumbers,averagerevenuepervisitor, rentalincome,andoperatingcosts.● ScenarioAnalysis:Wewillalsoanalyzedifferentscenariosthatwouldimpactthecomparativebenchmarking,suchasdifferentiatingassetimprovementsandcapitalprojectsfromone-timeartmuralsandstreetpaintingprojects● Bottom-upforecasting: Wewillalsodetailtheprojectedcostsofeachphase,includingthecapitalcostsforimprovingexistingassetsandcapitalprojectcostsforpurchasinglandorbuildingacquisitionsandrenovations. 838
StrategicPlanContents
ExecutiveSummary:Theexecutivesummarywillcoverthestrategicplan'spurpose,process,andhighlights.

PolicyReviewandAnalysis:ThissectioncoversapolicyanalysisthatreviewstheCityofRichmond’spoliciesandordinancesandhowtheyimpacttheArtsCorridor. PolicieswehavereviewedaspartofourprocessincludetheAmericanReliefPlanAct,TrafficCalmingInitiative,OnePercentfortheArts,andUrbanGreeningMasterPlan.

ValuesandVision:ThissectionwillcoverthevaluesoftheArtsCorridoraswellasthelong-termvisionfortheCorridor.

Artscorridorpriorityprojects:Thissectionwilllisttheprioritiesoftheartscorridorforeachphaseofthestrategicplan.Theprioritieswillbeinformedbycommunityfeedback.

ConceptualMap:Wewillincludeaconceptualmapoftheartscorridorthatidentifiestheprojectoverlaidonamap.

CommunityEngagementFindings:Thissectionwillincludethefindingsfromthecommunityengagementsurveyandlisteningsessions.

FinancialForecast:Thissectionwillincludeaninterdisciplinaryfinancialforecastusingcomparativebenchmarkingandbottom-upforecastingwithmultiplescenarios.

ImplementationPlan:Theimplementationplanwillincludethreephasesofdevelopingtheartscorridor, differentiatedintheleveloffinancialinvestmentandlengthoftime.Thereisbothalong-termplanandmanyopportunitiestocreateandtransformthedesignatedareaintoanartscorridorwithinayear.

Phase1:QuickWins/HighReturnLow-RiskProjects:Thissectionwillincludeidentifyingthelocationfortransformingthevisualaestheticofthecorridor. Theseexampleswouldconsistofrenovatinganddevelopingnewmurals,streetbanners,artinstallations,traffic-calmingstreetart,urbangreeningprojects,culturalevents,andactivities.

Phase2:ImprovingExistingAssets:Thissectionwillidentifyimprovementprojectsforcityassets,buildings,parks,communityassets,andsmallbusinesses.Examplesincludethecityauditorium,supportingsmallbusinesses,andspecificgeographicfocusessuchastheBARTtoCityAuditoriumwalk.

Phase3:CapitalProjects:Thissectionwillincludelarge-scalecapitalprojectssuchaspurchasingandrepurposingbuildings,purchasingland,anddevelopingmixed-usebusinessesandaffordablehousing. 839
ListofCityandCommunityAssets
Thisisalistgeneratedfromthecity’sGISMappingsoftware.Itcontainsthecity'sassetsthatcanbepartoftheartscorridor. Inadditiontothecity’sbuildings,wealsoincludedcommunityassetsthatwillsupporttheartscorridor.

CityProperty AddressRichmondMainPost Office 1025NevinAveRichmondChildCare 4458thSt.

RichmondMuseumof HistoryandCulture 400NevinAve
NevinCommunityCenter 598NevinAveParkingGarage 11th&NevinAveWinter'sBuilding 33311thSt.CivicCenter Plaza 440CivicCenter PlazaCityCouncil Chambers 440CivicCenter PlazaConventionCenter 403CivicCenter PlazaMainLibrary 325CivicCenter PlazaCommunityServicesCenter 33025thSt.HousingAuthority 33024thSt.RecreationComplex 3230MacdonaldAveParksFieldOffice 3201LeonaWYPolice/FireDispatchCenter 32627thSt.Paratransit 2560MacdonaldAveEngineering(Former) 2566MacdonaldAveRichmondSenior Center 2525MacdonaldAveRichmondArt Center 2540Barret AveParksDepartment 3230MacdonaldAvePoliceActivityLeague(PAL) 2200MacdonaldAveVeteransMemorial Hall 96823rdST. RichmondCommunityAssetsEast BayPerformingArtsCenter 33911thStreetNIADArt Center 55123rdStRYSECenter 3939Bissell AveVibeBistro 1508MacdonaldAveSuiteB 840
SectionD:ProjectTimeline
[Month1]PolicyAnalysisandBeginCommunityEngagement:

Reviewexistingcitypoliciesandordinances:WewillreviewcitypoliciesthatimpacttheArtsCorridorproject,suchas,butnotlimitedto,the2030GeneralPlan,updatedArtOrdinances,policiesandprocedures,andtheAmericanReliefPlanAct(ARPA)FundGuidelines.Inadditiontocitypolicies,wewillexaminestateandnationalpoliciesandinitiativesthatcansupporttheArtsCorridor.

CommunitySurveyandSuggestionsFormAcommunitysurveywillbedeveloped.ThissurveywillserveasoneoftheentrypointsforcommunitystakeholderstoprovidesuggestionsaboutwhattheywouldliketoseeaspartoftheArtsCorridorandtheirinterestandsatisfactionwiththeconceptplanandvision.

VisualAidDevelopmentandOutreachMaterials.Wehavedevelopedvisualaidsandoutreachmaterialsforcommunityoutreachthatcanbeusedandmodifiedtofitthepurposeofthisprojectandthelisteningsessions.

Shareandpublicizetheconceptualframeworkstocommunitystakeholders,includingneighborhoodcouncilmembersandthegeneralpublic.

NeighborhoodCouncilEngagementNeighborhoodcouncilmemberswillreceiveadigitaldocumentwiththeArtsCorridorvisionandconceptualframeworksandwillbeallowedtoprovidewrittenfeedbackthroughtheonlinesurveyform.Theywillalsohaveanopportunitytoscheduleafollow-upone-on-oneconversationwithourcommunityengagementstaff ororganizationalrepresentative.Theinformationgatheredwillthenbepresentedataneighborhoodcoordinatingcouncilmeetingwherefurtherdiscussionsandinformationgatheringwillbeconducted. 841
[Month2-3]CommunityEngagementandOutreach
CommunityEngagementGoalsandObjectives:1) Gatheranddocumentstakeholderinputandfeedbackontheartscorridormodelconcepts.2) Hostsevencommunitylisteningsessions.3) AnalyzeandincorporatefindingsintotheStrategicPlan.

Step1:Gatherfeedbackonconceptualframeworks.● Wewillprovideafeedbackformthatwillbepublicallyavailableonlineforanybodytoprovidewrittenfeedbackontheartscorridor.● Shareandpublicizeconceptualframeworkstocommunitymembers,neighborhoodcouncilmembers,andotherstakeholders.● 1on1Follow-ups:Alongwithsharingthemodelconcepts,wewillprovideanautomatedlinktoscheduleaone-on-onephonecallandprovidemorein-depthfeedback.● Afteramonth,wewillanalyzetheinformationcollected,identifykeythemes,andpresentourfindingsattheneighborhoodcoordinatingcouncilmeeting.● CanvassingtheCorridor: Wewillcanvassthecorridortoreachbusinessesandorganizationsdirectlyinthecorridorarea.Wewillworkwithcommunityorganizationstogatherinformationfromtheirmembers,attendeventstospreadawareness,andprovideoptionsforfeedback,suchasthecommunitysurveyorattendingacommunitylisteningsession.

Step2:HostsevenCommunityListeningSessions● Organizationsinournetworkwillhostacommunitylisteningsessionfortheirmembers.● ListeningSessionswillengagecommunitymemberstoprovideinputthroughsmallgroups,writtenfeedback,andinteractivebrainstormingsessions.● Wewillincludeagraphicnote-takerandensuretranslationsareprovidedasneeded.● Wewillscheduleandpromoteallthelisteningsessionsthroughoutatwo-monthperiod.TheselisteningsessionswillincludetheGeneralPublic(Online),WorkingArtistsandculturalpractitioners,YouthandEducators,BusinessesandSmallBusinesses,ArtOrganizations,Residents,Non-Profits,andAnti-displacementgroups.

Step3AnalyzeinformationandincorporatefindingsintotheStrategicPlan.● Oncealltheinformationiscollected,wewillanalyzethedatafortrends,themes,considerations,andconcerns.● Wewillusethedataandprovidealistoftheattendeesandparticipatingorganizationsinthecity. 842
CommunityEngagementCoreMessagingandFraming:

Sustain:HonorandPreserveRichmond’sCulturalHeritageProtectandpromotetherichculturalassetsofRichmond’sdiversecommunities,especiallyBlackandBrownresidents,byensuringthatpublicartandculturalinitiativesreflectandcelebratetheirhistories,traditions,andwayoflife.PrioritizeprojectsthatempowerlocalresidentstoshapethefutureoftheartscorridorwhilepreservingtheessenceofRichmond’sculturalidentity.

Cultivate:ElevateCommunityArtsandEnrichQualityofLifeSupportandamplifylocalculturaltraditionsbycreatingopportunitiesformentorship,artisticgrowth,andcollaboration.Focusonfosteringathrivingcreativeenvironmentthatenhancesthequalityoflifeforresidents,usingarttopromotehealing,joy, andconnectionacrossallneighborhoods.

Unite:BuildStrongPartnershipsandCommunityCollaborationCoordinateeffortsbetweenthecity, localorganizations,artists,andbusinessestoensureaunifiedapproachtorevitalizingRichmondthroughthearts.Promotesharedresources,fostercommunity-drivendecision-making,andstrengthenpartnershipsthatprioritizetheempowermentandwell-beingofRichmond’sresidents.

GuidingQuestions:Thesearequestionswewillengagethecommunityandidentifyanswersto.● Wherecanartsandcultureinitiativeshavethemostimpactonourcommunities?● Howcanweprioritizetheareaswherepublicartandculturalactivitieswillenrichdailylife,supportcommunityconnection,andcelebrateRichmond’sdiversity?● WhattypesofartprogramsorinstallationsfostercivicprideandcreateasenseofplaceforRichmondResidents?● HowcanweensuretheseprojectscontributetothevibrancyofRichmondwhilepromotingeconomicdevelopmentandculturalidentity?● WhereshouldRichmondfocusitsinvestmentinpublicartstoupliftunderservedcommunities?● HowcanweensurethatBlackandBrowncommunitiesareatthecenteroftheseefforts,promotingequitabledistributionofresources?● HowcanwebettersupportandelevatelocalartistswhileinvitingexternaltalenttoenrichRichmond’sartscene?● Whatstructuresandopportunitiesareneededtofostermentorship,collaboration,andvisibilityforRichmond-basedartists?● Whatuntappedopportunitiesexistforfunding,programming,andcollaborationacrossthebroaderEastBayartscommunity? 843
StakeholderstoEngage
ArtsOrganizationsLocalartsorganizationshavetheexpertiseandnetworkstohelpbuildandsustainRichmond’sartscorridor. Theirinvolvementinprogramming,mentorship,andcommunityartsdevelopmentensuresthatthecorridoroffershigh-qualityopportunitiesforcreativeexpressionandengagement.

CulturalPractitionersRichmond’sculturalpractitioners—storytellers,healers,andtraditionkeepers—playavitalroleinpreservingandamplifyingtheculturalrichnessofthecommunity.TheirengagementwillensurethatpublicartandculturalactivitiesarerootedinRichmond’shistory, traditions,andvalues,fosteringadeeperconnectionbetweentheartscorridoranditsresidents.

EducatorsandSchools:Engagingeducatorsfromlocalschools,colleges,anduniversitiescanintegrateartseducationintothecorridor’svision.Involvingschoolshelpsfosterearlyartsengagement,createsmentorshipopportunitiesforyouth,andsupportslifelonglearninginthearts.Schoolscanalsopartnerinartsprogrammingandevents.

FundersFundersprovidethefinancialresourcesneededtobringRichmondRenaissance’svisiontolife.Engagingthemiscrucialforsecuringinvestmentsthatensureequitableartsfunding,prioritizeBlackandBrowncommunities,andsupportthelong-termgrowthoftheartscorridor.

HousingJusticeAdvocates:Housingjusticeadvocatesensurethattheartscorridor’sdevelopmentdoesnotdisplacelong-timeresidentsandsupportsaffordable,community-centeredhousingsolutions.Theirengagementwillhelpmaintainabalancebetweenculturalrevitalizationandhousingequity, protectingRichmond’svulnerablepopulationsfromgentrificationwhilepromotinginclusivityintheartscorridor.

Residents:Residentsalongthecorridorwillbecontactedtobeinformedandtosolicittheirfeedback,interest,andinvolvement.ResidentswillbeoneofthestakeholdergroupsmostimpactedbythecorridorandacriticalvoiceinensuringtheArtsCorridorisdevelopedwithinclusionfromresidents.

SmallBusinesses:Smallbusinessescanpartnerwiththeartscorridortocreateathrivinglocaleconomy. Engagingthemensuresthattheybenefitfromincreasedfoottrafficandvisibilitywhilealsocontributingtoplacemakinginitiatives.Localbusinessescansupportpublicart,sponsorevents,andprovidevenuesforartisticandculturalactivities. 844
WorkingArtists:Localworkingartistsarekeytotheartscorridor’ssuccess.Theycontributetheircreativetalenttopublicartinstallations,performances,andcommunityevents.Theirengagementisessentialfordesigningprogramsthatprovidesustainableincome,professionaldevelopment,andcollaborationopportunitieswhilereflectingRichmond’sculturaldiversity.

Youth: Engageyoungpeopletoensuretheartscorridorreflectstheircreativity, energy, andfutureaspirations.Youthrepresentthenextgenerationofartists,communityleaders,andculturalpractitioners,andtheirinputwillhelpshapeavibrant,inclusive,andforward-thinkingartscorridor. Theyalsobenefitfrommentorship,employment,andartisticgrowthopportunities. [Month3-4]WritingtheStrategicPlan
SummarizeandanalyzedatafromcommunitylisteningsessionsandsurveyWewillcompileallthedataandinformationcollectedfromthelisteningsessionsandputtheminareportthatdetailstheapprovalandsatisfactionoftheconceptplan,additionsandadjustments,andeliminationsfromtheconceptplan.Communitymember'spreferenceforprioritizationofprojects.

Produceafinancialforecastusingthemethodologiesdescribedearlier, whichincludecomparativebenchmarking,scenarioanalysis,andbottom-upforecasting.

ImplementationPlanandScheduleWewillincludeanimplementationplanforactualizingtheconcept.Thiswillincludethreephases,asdescribedintheprevioussections.Phase1wouldbehighrewardlowriskprojectsofvisualdesigns,murals,eventsandactivities.Phase2isimprovingexistingcityandcommunityassetsandphase3capitalprojects.

VisualAidDevelopment.Developandcompilevisualaidsforthecity'swebsiteandsocialmediamaterials.ThiswillincludecreatingaGoogleMapwithpointswherecommunitymemberscanselectandseetheirinputandhowtheconceptwillbegintomaterialize. 845
SectionDandE:StaffingandQualifications
Summaryofdemonstratedcapabilityandqualifications:RathaLaifromCriticalImpactConsultingwillbetheprimarypersonresponsibleforexecutingtheplanforthisRFP. SteeringCommitteemembersfromtheRichmondRenaissancewillprovideadvisorycapacitytothisRFPatnocost.BKWilliams,theleadfortheRichmondRenaissance,willplayamoreinvolvedadvisoryroleintheproject.Ourfiscalsponsor, IAM,willalsoprovidesupportwithadvisingandmarketingservices.KyndelleJohnsonwillbeprovidingsupportforcommunityengagement.

RichmondRenaissanceOursteeringcommitteecomprisesover100yearsofcombinedexperienceintheartsandcommunityengagement.

RichmondRenaissanceSteeringCommittee
BKWilliamsisanartsadvocate,filmmaker, innovativecommunityleader, andcollaboratorwithRACC.Co-FounderRichmondFilmCollective.FormerchairQWOCMAP, filmtraining.

BryanAlvarezisaneducator, researcher, andprofessionalmusician.HegraduatedfromOberlinCollegeandConservatoryofMusicwithdualdegreesinBiologyandTrombonePerformanceandaPh.D.inPsychologyfromUCBerkeley. HispassionforartseducationhasledhimtoRichmond,wherehenowrunsartsprogrammingfor4,000studentsasthedirectorofschoolpartnershipsatEastBayCenterforthePerformingArts.

FloreneWileyisaseasonedartsadministratorwhohasworkedwiththeApolloTheater,ScholasticInc.,UniworldAdvertising,theCityofOakland,andSnapJudgmentStudios.ShewasappointedtotheRichmondArtsandCultureCommissionin2018,servingasChairfrom2020-2022.SheisPresident/CEOofSpirit&ImageLLC,presenteroftheActorsWorkshopwithFloWiley, andcommunitytheatreproductionsinRichmond.

JennyBalisle, apracticingartistforovertwentyyears,hashadherartworksexhibitedinbothlocalandinternationalvenues.BalislewastheRichmondArts&CultureCommissionandPublicArtAdvisoryCommitteeChair. SheiscurrentlytheARTSCCC(ArtsContraCostaCounty)ExecutiveFoundingDirector.

NavaMizrahiLifelifelongwomen’srightsandsocialjusticeactivist,acommunityleaderinRichmondsince2014,includingRichmondRainbowPride,SistersinSolidarity, formerRichmondArts&Culturecommissioner, SuppressedHistoriesArchives—globalwomen’shistory. 846
CriticalImpactConsulting,RathaLai(PrimaryConsultant/Subcontractor) EducationandBackground:RathacomesfromarefugeeCambodianfamilyandhasanEnglishdegreefromCerritosCommunityCollegeandanInterdisciplinaryStudiesFielddegreefromUCBerkeleywithaconcentrationonPower, Language,andContemporarySociety.

InterdisciplinaryCommunityEngagementStrategies:Since2009,Rathahasbeendevelopingandrefiningthebestpracticesforcommunityengagementthatstemfromcutting-edgetheoriesfromUCBerkeley, suchastheuseofframingandmetaphorscombinedwithtraditionaloutreachpracticessuchasequitablefacilitation,activelisteningaswellasstrategiesfrombusinessessuchastheleanexperimentalmethodaswellasmarketingstrategiesthatallgetimplementedtoensurethateverycommunityengagementinitiativeisdonewithextremeattentiontodetailandthoughtfulnessthatempowerscommunitiesandmakelong-lastingchange.

SuccessfulCommunityEngagementProjects
2012CAStatewideCommunityListeningSessions:Ratha,aspartoftheGreenliningInstitute,ledastatewidecommunitylisteningsessiontogatherfeedbackfromunderrepresentedcommunitiesabouttheaccessibilityofthevoterguideandvotingservicesfromtheCASecretaryofState’soffice.Allofthefiverecommendationswereaccepted,whichincludedadoptingplainlanguagestandardsthatimprovedreadabilityandcutdownonpapercosts,expandinglanguageaccessbeyondthethreemainlanguagestoincludeupto9languagesasreflectedinthecensus,expandingvoterregistrationtointersectwithotherbranchestoencouragevoterparticipation,expandingearlyvotingandmakingacommitmenttobringthevoterguideandvotinginformationonline. 2016RichmondOurPowerFestivalRichmondorganizedtheOurPowerFestivalthatbroughttogetherover50community-basedorganizations,businesses,andstakeholdersatNichollParktocelebrateRichmond’scommunity’sefforttotransitiontocleanenergy. Theeventwasfamily-friendly, includingart,music,skatingcompetitions,electricvehicletestdrives,andmore.TheeventledtoastrongercommunitythateventuallyledtothecreationoftheRichmondOurPowerCoalition. 2017RichmondPeople’sAssemblyRathaorganizedtheRichmondPeople’sAssembly, whichincludedadeepcanvassingeffortthatengagedover1,000residentstocompleteasurveythataskedthemwhatissuetheyweredealingwith.Theresultswereusedtoorganizeanall-dayassemblythatincludedseveralbreakoutsessionsonsafety, educationandyouth,housing,andthelocalenvironmentandhealth.Rathatrained24leaderstolead12breakoutsessionswithover200participantsattending.Thisresultedinaddressingdisplacementissues,reimaginingpublicsafety, andmore. 847
2021AfricanAmericans:TheVirusandtheVaccineIn2021,RathaprovidedcommunityengagementandcommunicationsconsultingservicesforYa-NeemaHealingCircleaspartofagrantfromtheKaiserFoundation.AfricanAmericansweredyingfromCOVID-19atahigherrate,andweneededtofindawaytoaddresstheissueandensureAfricanAmericansweregettingvaccinated.RathasupportedMz.DewandaStewart,withcommunicationsmaterialandlogistics,createdavirtualforumthatbroughtAfricanAmericanleadersfromthemedical,faith,andcommunitytodiscussandvalidateconcernsfromtheAfricanAmericancommunityduringCOVID-19.Theforumwasturnedintoseveralshortvideoformatswithspecificpointsaddressingdifferentconcerns.TheKaiserFoundationadoptedthestrategyandreplicatedtheapproachatanationallevel. 2022-2023SpareTheAirResourceTeams(BayAreaAirQualityManagementDistrict)RathawascontractedbyTheAirDistricttoconductanenvironmentaljusticereviewoftheSpareTheAirResourceTeamsprograms.Rathaidentifiedkeyneedsandchangesandcontactedcloseto100environmentalorganizationsthroughoutthe9BayArearegionstogarnerinterestandidentifybarrierstoparticipationwiththeSpareTheAirResourceTeamsprograms. 2023AB617WestContraCostaCommunityEmissionsReductionPlanCommitteeRathawashiredtohelpdevelopacommunityengagementplanandacommunicationstoolkitforcommunitysteeringcommitteememberstoconductoutreachtoresidentsinWestContraCostaandengageinthecommunityemissionsreductionplan. 2024StrategicPlanning:In2024,RathawillconsultanddevelopastrategicplanforUCBerkeley’sChicanxLatinxStudentDevelopmentProgram,TheLatinxandtheEnvironment,theBerkeleyFoodInstitute,andtheLocalCleanEnergyAlliance. 848
IndependentArtsandMedia( FiscalSponsor)IndependentArts&Mediabelievesthatdiversevoicesandfreeexpressionareaculturalnecessity. Throughpersonalizedattention,professionalexpertise,andanactivenetwork,weprovidefiscalsponsorshipservicestosupportourAffiliateProjects.Forover20years,formorethan200organizationsandprojects,IAMhasbeenapartnerinbringingpowerfulworkstoourcommunity.

Foundedin2000,IAMbuiltavibrantarrayofaccessible,affordablemediaandartsservicesforproducersintheSanFranciscoBayArea.Earlyprogramsincludedfiscalsponsorship,theaward-winningjournalismprojectNewsdesk.org, andpubliceventssuchastheannualExpofortheArtist&Musician. Whileindependentlymanaged,theseprogramssharedcorevaluesoffreeexpression,publicparticipation,andinformedcivicdialogue.

From2000to2010,theExpofortheArtist&MusicianservedasasignatureorganizingandconnectioneventfortheBayAreacreativecommunityandbeyond,bringinginparticipantsfromasfarawayasSanDiego,Portland,andtheSierras.

Overtheyears,IAMwouldgoontoprovidefiscalsponsorshiptoover200programsandproducersthatshareourMission.Theseprogramshavewondistinguishedawardsandservedcrucialrolesinempoweringcommunityparticipationinlocalcultureandcommunity.

IAMcurrentlysupportsover100affiliateprojectsdedicatedtonon-commercialworkinmediaandthearts,includingpublishing,theater, dance,music,visualart,filmandvideo,journalism,history, andpubliceventsproduction.

KyndelleJohnson(CommunityEngagementSupport),
EducationandBackground:AcurrentRichmondWestContraCostaCountyresident,KyndellegrewupinRichmondandElCerritoandstudiedSpanishandPoliticsatOberlinCollege.Shespecializedininternationalstudiesandtookcoursesinsociologyandarthistorytounderstandhowartisticandculturalexpressioncanbuildcommunitypower.

SuccessfulCommunityEngagementProjectInherpastroleasmembershipcoordinatorataRichmond-basedhousingorganization,shespreadlocalawarenessaboutamovementtowardcommunity-ownedhousing.Usingin-personoutreach,digitalorganizing,andadulteducationefforts,shegrewthemembershiptoover100people.Shecoordinatedagroupoflocalleaderstochampionrealestateprojectsintheirneighborhood.Inadvocatingforcommunityinvolvementandrealestatedevelopment,shehasusedartsandculturetoconnectresidentsandlocalartiststosharetheirstoriestobuildunderstandingandpower. 849
References:

ClientName:BayAreaAirQualityManagementDistrictContactInformation:ContactName:AzibuikeAkaba(Ah-ze-boo-keh)( Ah-Khab-ah)Telephone:415-243-7261Email:[email protected]:375BealeSt.#600,SanFrancisco,CA94105Descriptionofservicesprovided:ThecontractwasawardedtoCriticalImpactConsulting.ConductedanorganizationalreviewandprovidedstrategicplanningconsultingandcommunityoutreachtounderrepresentedcommunityorganizationsintheBayAreafortheSparetheAirResourceTeams.ContractAmount$250,000ProjectStartandEndDates:August2022- July2023 ClientName:WestContraCostaAB617CommunityEmissionsReductionPlanCommitteeContactInformationContactName:NancyPeaceTelephone:925-529-2393Email:[email protected]:N/AThisisacommunitycommitteemeetingconductedvirtually.Descriptionofservicesprovided:Reviewpolicydocumentsanddevelopacommunityengagementplanandcommunicationtoolkitforthesteeringcommitteetoconductoutreachforthecommunityemissionsreductionplan.ContractAmount:$14,100ProjectStartandEndDates:March2023-August2023 ClientName:YaNeemaHealingCircleContactInformation:ContactName:Ms.DewandaStewartTelephone:510-776-5453Email:[email protected]:13728SanPabloAve#1008,SanPablo,CADescriptionofservicesprovidedProvidedcommunicationssupportanddigitallogistics.Createdsocialmediaprofilesandmaterials.SupportedtheorganizationofadigitalforumandproducedaminivideodocumentaryofcommunitytestimonialsfortheCOVID-19vaccine.ContractAmount:$3,500(Additionaldonatedin-kindserviceof$17,500)ProjectStartandEndDates:July- September2021 850
SectionF:CostInformation
Expenses Cost Discount FinalCostPrincipalConsultant $50,000 $25,000 $25,000.00CommunityEngagementConsultant $25,000 $15,000 $10,000.00SteeringCommitteeParticipation $5,500 $5,500 $0.00CommunityOrganizationStipendsforhostingListeningSessions $7,000.00VisualNoteTaker $1,500.00OutreachMaterials $500.00FiscalSponsorshipFee $6,000.00Total $50,000.00 SectionG:Value-AddedServices
PrivateFunderEngagementOurengagementwithprivatefundersandfoundationsaddsvaluebycultivatingmeaningfulrelationshipsandsecuringcriticalresourcestosupportthesustainabilityandgrowthoftheArtsCorridorproject.Weunderstandtheimportanceofthisandbelievethiseffortalignswiththemissionandobjectivesofpotentialdonors.WehavealreadysecuredinterestfromseveralfundersandwillcontributetoresourcingtheArtsCorridor’sprogramsandinitiatives.

ExpertVolunteerTimeOurutilizationofexpertvolunteercommunityleadershiptimeaddsvaluebyharnessingtheknowledge,skills,andpassionofexperiencedindividualstodrivethesuccessoftheArtsCorridorproject.Werecognizetheinvaluablecontributionsthatvolunteerscanmakeinprovidingexpertise,guidance,andleadershipacrossvariousaspectsoftheinitiative.Whetherthroughadvisoryroles,committeeparticipation,orspecializedprojectsupport,ourapproachempowersvolunteerstoleveragetheiruniquetalentsandnetworkstoadvancethemissionandobjectivesoftheArtsCorridor. Bytappingintothecollectivewisdomanddedicationofcommunityleaders,weenrichtheprojectwithdiverseperspectives,expertise,andresources,therebystrengtheningitsimpactandsustainabilityforthebenefitofallstakeholders.

SectionHRespondentAssignmentofSub-ContractTherearenoothersubcontractsexpectedforthisproject. 851
SectionI:PreviousContractswiththeCityofRichmondNopreviouscontractswithTheCityofRichmond.

SectionJ:ExceptionstothisRequestforProposals.Noexceptions.WehavereviewedandwillcomplywiththeCityofRichmond'srequirementsforthisproposal.

SectionK:StatementofImpartialityandDisclosure
TheRichmondRenaissanceandallsubcontractorslistedforthisprojectwillbecommittedtoupholdingtransparency, integrity, andfairness.Providingaclearstatementofimpartialityanddisclosureregardingourpracticesandaffiliationsisessential.Wefirmlybelieveinhonestyandopennessinallinteractionswithourclients,stakeholders,andaudiences.

Impartiality:Westrivetomaintainimpartialityinallaspectsofouroperations,includingbutnotlimitedtocommunityengagement,stakeholderinteractions,planningmeetings,recommendations,anddecision-makingprocesses.Ourcommitmenttoimpartialityensuresthatpersonalbiases,externalpressures,orconflictsofinterestdonotinfluenceouractionsandjudgments.

Disclosure:Inthespiritoftransparency, wediscloseanyrelevantaffiliations,financialinterests,orpotentialconflictsofinterestthatmayimpactourwork.Thisincludespartnerships,sponsorships,investments,orotherrelationshipsthatcouldaffectourcontent'sobjectivityorrecommendations.

Byopenlydisclosingpotentialconflictsofinterest,weempowerourclientsandstakeholderstomakeinformeddecisionsandmaintaintrustinourintegrity. Transparencyisfundamentaltoourcommitmenttoaccountabilityandethicalconduct.

Ourdedicationtoimpartialityanddisclosureunderscoresourunwaveringcommitmenttoprovidingaccurate,unbiasedinformationandservicestoouraudience,fosteringtrustandcredibilityineverythingwedo. 852
853
Introduction and Who We Are
Richmond Renaissance: A fiscally sponsored project of Independent Arts and Media that is a collective of community leaders and artists dedicated to bringing arts to all residents in Richmond and a beginning focus of establishing and cultivating an Arts Corridor that is for our community and from our community.

Critical Impact Consulting: A consulting agency headed by Ratha Lai who has been a longtime community organizer and responsible for long lasting and impactful community initiatives that has improved Richmond, California and the broader national communities involved with environmental justice.

Kyndelle Johnson: Current Richmond and West Contra Costa County Resident who currently and has worked in roles pertaining to community engagement and Land Trust Management. She has grown memberships from zero to over a hundred people and led an effort to involve community members in real estate projects.

Independent Arts and Media (IAM): Founded in 2000, IAM built a vibrant array of accessible, affordable media and arts services for producers in the San Francisco Bay Area. IAM currently supports over 100 affiliate projects dedicated to non-commercial work in media and the arts, including publishing, theater, dance, music, visual art, film and video, journalism, history, and public events production. 854
Requested in the RFP
● Policy Review of existing background documents, including but not limited to the 2030 General Plan, updated Art Ordinances and Art Policies and Art Procedures, and American Rescue Plan Act (ARPA) Fund Guidelines.
● Identify and recommend existing and new City support roles and resources, such as public art programming and temporary and permanent art commissions. ● Meaningful Community Engagement process that includes the neighborhood councils, small businesses, community based organizations, artists, and other community stakeholders. ● Arts Corridor Strategic Plan mission, vision and goals, boundaries and location areas, 12 priorities with 10-20-year financial forecast.
● As an additional and ongoing basis we will identify and cultivate additional funding sources outside of Richmond towards the Arts Corridor development. 855
Policy Review and City Recommendations
● The city would benefit from the work we have already done that would be applied to this project. ● Identified the American Relief Plan Act and the identification of Arts as a community priority from the community engagement report provided from that process. ● Identified the connection between the city’s effort for Traffic Calming Art and its connection to the city ● Completing a report on Urban Greening the Arts Corridor where we reviewed the City’s Urban Greening Master Plan and have conducted a report on how to integrate urban greening into the Arts Corridor.
● Several former Art Commissioners on the steering committee who will be advising and providing strategic feedback throughout the project.
856
Meaningful Community Engagement
● The city would benefit from the work we have already done that would be applied to this project.
● We have a network of community organizations in the arts already engaged in the Arts Corridor. We have had hundreds of conversations and several community meetings engaging the community.
● Our organizations will host community listening sessions that will tap directly into their membership base.
● Combined and collective reach in the arts community and bringing community partners together to collaborate and add community support towards the Arts Corridor. 857
Community Connections
● Arts Builds Community
● ARTSCCC
● Art at Vibe
● Black History Preservation - Richmond
● Bridges Art and Storage Space
● Community Leaders, Artists and Musicians
● Contra Costa Chorale
● East Bay Center for the Performing Arts
● NIAD Art Center
● Richmond Museum of History and Culture
● Richmond Art Center
● RYSE Youth Center
● Safe Organized Spaces (SOS)
● Spirit and Image Entertainment
● Tiny Village
● Visual Artists of Richmond
Media Interests
● Filmmaker: Babatunde
● Featured in the East Bay Express
Foundations
● Community Visions
● Lesher Foundation
● San Francisco Foundation
● Zellerbach Family Foundation
858
Conceptual Framework
● We have developed a conceptual framework for the Richmond Arts Corridor through our ongoing work on outreach since October 2022.
● The core values of our conceptual framework is to sustain, cultivate and unite our community with the Arts corridor.
● Using the framework will make it easier for stakeholders to have something to respond to and build on as opposed to starting from scratch and generate more in- depth feedback.
● We will incorporate feedback from the community engagement process into the conceptual framework.
859
860
● We will provide a feedback form that will be publically available online for anybody to provide written feedback on the arts corridor.
● Share and publicize conceptual framework to community members, neighborhood council members, and other stakeholders.
● 1 on 1 Follow ups: Along with sharing the conceptual framework, we will provide an automated link to schedule a one on one phone call and provide more in-depth feedback. ● Neighborhood Council: After a month, we will analyze the information collected, identify key themes, and present our findings at the neighborhood coordinating council meeting and gather feedback specifically in regard to the neighborhood council. ● Canvassing the Corridor: We will canvass the corridor to reach businesses and organizations directly in the corridor area. We will work with community organizations to gather information from their members, attend events to spread awareness and provide options for feedback, such as the community survey or attending a community listening session.

Step 1: Gather Feedback on
Conceptual Framework
861
Step 2: Host Seven
Community Listening Sessions
Organizations in our network will host a community listening session for their members.

Listening Sessions will engage community members to provide input through small groups, written feedback, and interactive brainstorming sessions.

We will include a graphic note-taker and ensure translations are provided as needed.

We will schedule and promote all the listening sessions throughout a two-month period.

These listening sessions will include
● General Public (Online)
● Working Artists and Cultural Practitioners
● BIPOC Youth and Educators
● Businesses and Small Business
● Art Organizations
● Residents
● Non-Profits and Anti-displacement groups
● + Neighborhood Council 862
● Once all the information is collected, we will analyze the data for trends, themes, considerations, and concerns.
● We will use the data and provide a list to the city of the attendees and participating organizations.

Step 3 Analyze information and incorporate
findings into the Strategic Plan
863
Community Engagement
Core Messaging and Framing:

Sustain: Honor and Preserve Richmond’s Cultural Heritage Protect and promote the rich cultural assets of Richmond’s diverse communities, especially Black and Brown residents, by ensuring that public art and cultural initiatives reflect and celebrate their histories, traditions, and way of life. Prioritize projects that empower local residents to shape the future of the arts corridor while preserving the essence of Richmond’s cultural identity.

Cultivate: Elevate Community Arts and Enrich Quality of Life Support and amplify local cultural traditions by creating opportunities for mentorship, artistic growth, and collaboration. Focus on fostering a thriving creative environment that enhances the quality of life for residents, using art to promote healing, joy, and connection across all neighborhoods.

Unite: Build Strong Partnerships and Community Collaboration Coordinate efforts between the city, local organizations, artists, and businesses to ensure a unified approach to revitalizing Richmond through the arts. Promote shared resources, foster community- driven decision-making, and strengthen partnerships that prioritize the empowerment and well-being of Richmond’s residents.
864
Stakeholders to Engage
● Artists
● Arts Organizations
● Cultural Practitioners
● Educators and Schools
● Funders
● Housing Justice Advocates
● Residents
● Small Businesses
● Youth
● Others as recommended
865
Strategic Plan
866
Strategic Plan Contents
Executive Summary: The executive summary will cover the purpose, process and highlights of the strategic plan.

Policy Review and Analysis: This section covers a policy analysis that reviews the City of Richmond’s policies and ordinances and how they impact the Arts Corridor. Policies we have reviewed as part of our process has been the American Relief Plan Act, Traffic Calming Initiative, One Percent for the Arts, Urban Greening Master Plan.

Values and Vision: This section will cover the values the Arts Corridor as well as the long term vision for the Corridor.

Arts Corridor priority projects: This section will list the priority projects of the arts corridor for each phase of the strategic plan. The priorities will be informed by the feedback from the community.

Conceptual Map: We will include a conceptual map of the arts corridor that will identify the project overlaid over a map.

Community Engagement Findings: This section will include the findings from the community engagement survey, and listening sessions.
867
Strategic Plan Contents
Implementation Plan: The implementation plan will include three phases of developing the arts corridor that will be differentiated in the level of financial investment and length of time. There is both a long term plan but also many opportunities to create and transform the designated area into an arts corridor within a year.

Phase 1: Quick Wins/High Return Low Risk Projects: This section will include identifying the location for transforming the visual aesthetic of the corridor. These examples would include renovating and developing new murals, street banners, art installations, traffic calming street art, urban greening projects, cultural events and activities.

Phase 2: Improving Existing Assets: This section will identify a list of improvement projects for city assets, buildings, parks, community assets and small businesses. Examples include the city auditorium, supporting small businesses, specific geographic focuses such as the BART to City Auditorium walk.

Phase 3: Capital Projects: This section will include large scale capital projects such as the purchasing and repurposing of buildings, purchasing land and development of mixed use business and affordable housing.
868
Economic Analysis and Financial Projections:

We will combine comparative benchmarking, scenario analysis, and bottom-up forecasting to create a comprehensive financial forecast for developing the Arts Corridor strategic plan.

Comparative Benchmarking: We will examine similar arts corridor projects or cultural districts for financial data and create a baseline forecast. This would include comparing visitor numbers, average revenue per visitor, rental income, and operating costs.

Scenario Analysis: We will also analyze different scenarios that would impact the comparative benchmarking, such as differentiating asset improvements and capital projects from one-time art murals and street painting projects
Bottom-up forecasting: We will also detail the projected costs of each phase, including the capital costs for improving existing assets and capital project costs for purchasing land or building acquisitions and renovations.

Financial Forecast and Economic Analysis
869
Existing Assets
City Property Address City Property Address
Richmond Main Post Office 1025 Nevin Ave Police/Fire Dispatch Center 326 27th ST.

Richmond Child Care 445 8TH ST Paratransit 2560 Macdonald Ave Richmond Museum of History and
Culture 400 Nevin Ave Engineering(Former) 2566 Macdonald Ave Nevin Community Center 598 Nevin Ave Richmond Senior Center 2525 Macdonald Ave Parking Garage 11TH & Nevin Ave Richmond Art Center 2540 Barret Ave Winter's Building 333 11th ST. Parks Department 3230 Macdonald Ave Civic Center Plaza 440 Civic Center Plaza Police Activity League (PAL) 2200 Macdonald Ave City Council Chambers 440 Civic Center Plaza Veterans Memorial Hall 968 23rd ST. Richmond Convention Center 403 Civic Center Plaza Community Assets Main Library 325 Civic Center Plaza East Bay Performing Arts Center 339 11th Street
Community Services Center 330 25th ST. NIAD Art Center 551 23rd St Housing Authority 330 24th ST. RYSE Center 3939 Bissell Ave Recreation Complex 3230 Macdonald Ave Vibe Bistro 1508 Macdonald Ave Suite B Parks Field Office 3201 Leona WY
870
Project Timeline and Checkpoints
Month 1: Share conceptual framework and gather feedback from stakeholders including neighborhood councilmembers.

Month 2: Community Engagement and Listening Sessions
Month 3: Analysis Integration of community feedback
Month 4: Strategic Plan Development
871
Qualifications
Richmond Renaissance
The Steering Committee has over 100 years of combined experience and is led by BK Williams, Bryan Alvarez, Michele Seville, Nava Mizrahhi, Florene Wiley, and Jenny Balisle. The group has also worked with advisors and mentors along the way, creating room for all interested parties.

Richmond Visual Artists’ Rebeca Garcia-Gonzalez brings the artist group to the table with expertise and independent artists.

Richmond Renaissance operates with a Steering Committee using multiple levels of expertise in the arts including performance, visual, fine arts, arts advocacy and activism.

The group has come together over a 12 month period and has successfully engaged the community and moved the idea of an Arts Corridor from inception to a City Council approved action. The group has committees focused on fundraising, production, events, research and cultivation of communities in order to achieve success while strengthening the social and economic network in Richmond. They have partnered with the Richmond Police Department, all anchor arts organizations, and community members as excitement has grown over the Arts Corridor. 872
Qualifications
Critical Impact Consulting, Ratha Lai (Primary Consultant/Subcontractor) Interdisciplinary Community Engagement Strategies: Since 2009, Ratha has been developing and refining the best practices for community engagement that stem from cutting-edge theories from UC Berkeley, such as the use of framing and metaphors combined with traditional outreach practices such as equitable facilitation, active listening as well as strategies from businesses such as the lean experimental method as well as marketing strategies that all get implemented to ensure that every community engagement initiative is done with extreme attention to detail and thoughtfulness that empowers communities and make long-lasting change.

Successful Community Engagement Initiatives
● 2012 CA Statewide Community Listening Sessions:
● 2014-2017 Air District Community Engagement
● 2016 Richmond Our Power Festival
● 2017 Richmond People’s Assembly
● 2021 African Americans The Virus and the Vaccine
● 2022-2023 Spare The Air Resource Teams (Bay Area Air Quality Management District) ● 2023 AB 617 West Contra Costa Community Emissions Reduction Plan Committee 873 Qualifications
Kyndelle Johnson ( Community Engagement Support),
Education and Background: A current Richmond West Contra Costa County resident, Kyndelle grew up in Richmond and El Cerrito and studied Spanish and Politics at Oberlin College. She specialized in international studies and took courses in sociology and art history to understand how artistic and cultural expression can build community power.

Successful Community Engagement Project
In her past role as membership coordinator at a Richmond-based housing organization, she spread local awareness about a movement toward community-owned housing. Using in-person outreach, digital organizing, and adult education efforts, she grew the membership to over 100 people. She coordinated a group of local leaders to champion real estate projects in their neighborhood. In advocating for community involvement and real estate development, she has used arts and culture to connect residents and local artists to share their stories to build understanding and power. 874
Qualifications
Independent Arts and Media ( Fiscal Sponsor)
Founded in 2000, IAM built a vibrant array of accessible, affordable media and arts services for producers in the San Francisco Bay Area. Early programs included fiscal sponsorship, the award-winning journalism project Newsdesk.org, and public events such as the annual Expo for the Artist & Musician. While independently managed, these programs shared core values of free expression, public participation and informed civic dialogue.

From 2000 to 2010, the Expo for the Artist & Musician served as a signature organizing and connection event for the Bay Area creative community and beyond, bringing in participants from as far away as San Diego, Portland, and the Sierras.

Over the years, IAM would go on to provide fiscal sponsorship to over 200 programs and producers that share our Mission. These programs have won distinguished awards and served crucial roles in empowering community participation in local culture and community.

IAM currently supports over 100 affiliate projects dedicated to non-commercial work in media and the arts, including publishing, theater, dance, music, visual art, film and video, journalism, history, and public events production.
875
Expenses Cost Discount Final Cost
Principal Consultant $50,000 $25,000 $25,000.00
Community Engagement Consultant $25,000 $15,000 $10,000.00 Steering Committee Participation $5,500 $5,500 $0.00
Community Organization Stipends for
hosting Listening Sessions $7,000.00
Visual Note Taker $1,500.00
Outreach Materials $500.00
Fiscal Sponsorship Fee $6,000.00
Total $50,000.00
Estimated Services Cost
876
Value Added Services
Marketing and Outreach
Our approach to marketing and outreach adds value by leveraging creative strategies to maximize visibility and engagement within the community. We recognize the importance of effectively communicating the Arts District project's mission, goals, and activities to a diverse audience. Through targeted messaging, creative content, and strategic partnerships, we aim to generate excitement, interest, and support for the project among community members, stakeholders, and potential collaborators. By amplifying the project's reach and impact, our marketing and outreach efforts build awareness, foster connections, and mobilize participation in the Arts District initiative.

Private Funder Engagement
Our engagement with private funders and foundations adds value by cultivating meaningful relationships and securing critical resources to support the sustainability and growth of the Arts District project. We understand the importance of this and believe this effort aligns with the mission and objectives of potential donors. We have already secured interest from several funders and will contribute to resourcing the Arts District’s programs and initiatives.
877
Value Added Services
Expert Volunteer Time
Our utilization of expert volunteer community leadership time adds value by harnessing the knowledge, skills, and passion of experienced individuals to drive the success of the Arts District project. We recognize the invaluable contributions that volunteers can make in providing expertise, guidance, and leadership across various aspects of the initiative. Whether through advisory roles, committee participation, or specialized project support, our approach empowers volunteers to leverage their unique talents and networks to advance the mission and objectives of the Arts District. By tapping into the collective wisdom and dedication of community leaders, we enrich the project with diverse perspectives, expertise, and resources, thereby strengthening its impact and sustainability for the benefit of all stakeholders.

Research Initiatives
We have two research initiatives happening right now that will be a value add for this project. Those two research initiatives include surveying how Urban Greening can be implemented into the Arts District/Corridor and conducting interviews with other Arts Districts locally and around the world to learn about best practices, lessons learned and promote Richmond’s visibility and connectedness to other Arts Districts.
878
Next Steps
Should we be awarded this opportunity we can start immediately by beginning to share the conceptual framework with stakeholders, conduct the review of policies and schedule the listening sessions with organizations in our network.

What we have learned in our outreach is our community is ready to start this now. There are already so many organizations doing amazing work and looking for a way to collaborate and develop a collective identity such as the Arts Corridor. 879
880
Organization Name:

Reviewer Name:

RFP/Q Scoring Sheet
Evaluation Assigned
Score Comments
Quality, clarity, and responsiveness of proposal
and presentation, ability to provide requested
services and meet the needs of City, and
understanding of services to be provided (including
approach to community engagement) - 40%

Experience of firm in performing this type of
service - 20%

Experience of key individual(s) assigned to the
contract 20%

Project schedule and depth of staff available to
perform services within schedule - 20%

100 Percent 0

881

September 24, 2024

Library and Community Services

DATE: September 24, 2024
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager, Community
Services
Nickie Mastay, Deputy City Manager, Internal Services
Lori Reese-Brown, Project Manager
Hope Lattell, Finance Manager

Subject:

Receive Performance Improvement Plan for the Measure
J funded R-Transit Program and Lower the Cost Pool Rate for R-Transit
FINANCIAL IMPACT: Lowering the cost pool rate for the Measure J funded R- Transit Program will reduce the Program’s administrative cost by the amount of the reduction, and increase the
cost to the City’s General Fund. Limiting Richmond’s
overhead rate to 20% would reduce the cost of general
administration from $490,000 to $139,000. The difference of $351,000 would increase the net cost to the City’s
General Fund by the same amount.

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

The administrator of the Measure J funds for paratransit services, the Contra Costa Transportation Authority
(CCTA) finds that Richmond’s overhead rate is exorbitant when compared to other recipients of the paratransit fund and are withholding their approval of the City’s FY 2024- 25 claim of $1.23 Million until the City addresses this issue, as well as other concerns identified in the
Authority’s audit of the R-Transit program.

RECOMMENDED ACTION: RECEIVE a presentation regarding the Richmond Paratransit Audit commissioned by the Contra Costa
AGENDA
REPORT
882

September 24, 2024
Transportation Authority; APPROVE the City of
Richmond’s responses to the Audit and the Performance
Improvement Plan; and AUTHORIZE the reduction of the
cost pool amount allocated to the Richmond Paratransit
Program by $351,000 in Fiscal Year 2024-25 which
would increase the General Fund’s obligation by
$351,000 – Community Services Department (LaShonda
White 510-620-6828).

DISCUSSION:

Richmond’s Transit Services
For nearly ½ century the City of Richmond has provided paratransit services for seniors and mobility impaired adults. The service has evolved into three programs that serve the residents of Richmond and surrounding unincorporated areas. For the users who require assistance there is the R-Transit program - a door-to-door demand responsive service using the City’s specialty equipped vehicles operated by trained City staff. A second program, launched in 2018, serves all seniors via an app that provides on demand curb-to-curb trips. Operations is provided through a contract with Lyft with the cost of each trip subsidized by the City. A third program is a door-to-door demand responsive service provided by a City contractor, TransMetro. It was created to be the back-up to the City’s paratransit service and thereby ensure that R-Transit clients are always served. Funding is provided from the Environmental and Community Investment Agreement (ECIA) with Chevron.

The City provides a fourth transit program called Richmond Moves. It was launched in 2022 and provides on demand shuttle service for all City residents from and to predetermined origins and destinations. Since it is available to all residents it is referred to as a micro-mobility service versus a paratransit service. Operations is provided by Nomad Transit, a wholly owned subsidiary of Via Transportation (Via). Funding is provided from the Transit and Intercity Rail Capital Program (TIRCP), along with a 50 percent match from the ECIA.

A summary of the City’s transit services is shown in the below chart.

Program Service Provider Eligibility Funding
Source
R-Transit Door-to-door City staff 55+
18-54 disabled
Measure J
R-Transit with
Lyft
Curb-to-curb
Lyft vehicle
Lyft 55+
18-54 disabled
Measure J
R-Transit with
TransMetro
Door-to-door TransMetro 55+
18-54 disabled
ECIA
Richmond
Moves
Corner-to-
corner
Nomad Transit
(aka Via)
All Residents TIRCP and
ECIA

883

September 24, 2024
The service area for the R-Transit services is shown below:

Measure J Fund
In 2004 the Contra Costa voters approved Measure J, which extended the half-cent local transportation sales tax, first established by Measure C, for another 25 years. The Contra Costa Transportation Authority administers Measure J funds. Program 15 of Measure J is dedicated to transportation for seniors and people with disabilities, commonly referred to as paratransit. Individuals with disabilities, as defined by the Americans with Disabilities Act (or ADA), must be served; and services not required by law, but reflect local community interests, such as non-ADA seniors, may be served.

The total amount of Program 15 funds and the set aside for each of the 7 eligible providers are calculated annually by the CCTA. The eligible providers are shown below.

1. Central Contra Costa Transit Authority (aka County Connection)

2. East Bay Paratransit Consortium

3. Eastern Contra Costa Transit Authority (aka Tri Delta Transit)

4. West Contra Costa Transit Authority (aka WestCAT)

5. City of El Cerrito

6. City of San Pablo

7. City of Richmond

Program 20 of Measure J is dedicated for additional transportation services for seniors and people with disabilities. For the West Contra Costa Subregion, of which Richmond is a part of, these funds may be used, but not limited, for vehicle replacements, the subsidy of sedan/taxi services, new services, an increase in demand, an increase in 884

September 24, 2024
costs, and a decline in revenues. The total amount of Program 20 funds and the set aside for each of the eligible providers are calculated annually by the CCTA.

As earlier mentioned, two of three paratransit services provided by the City of Richmond are funded through Measure J. To receive the annual funds the provider must submit a CCTA claim form. The claim includes information about the program’s previous, current, and next year’s performance and finances. The review and approval of the claim has four steps involving the CCTA staff; a subcommittee of the Paratransit Coordinating Council (PCC); the PCC; and the CCTA Board.

In FY 2019-20 Richmond’s claim was approved and Measure J funding was dispersed for FY 2018-19 and FY 2019-20. In FY 2020-21 and again in FY 2021-22 the claim process was suspended due to COVID, but Richmond, like the other providers, received Measure J funds. In FY 2022-23 the City prepared a claim but according to the CCTA was not received. The issue of the missing claim was not resolved and that resulted in the loss of Measure J funding for that year. In FY 2023-24 the City filed a claim but it was deemed to be incomplete. For a 2nd year the issue was not resolved that resulted in the loss of Measure J funding. In February 2024, the CCTA Board authorized an audit of the Richmond paratransit program for the five-year period from FY 2018-19 through FY 2023-24. The audit was completed in June 2024.

What Happened Between 2022 and 2024
The workload of the staff in the Transportation Division in Community Services exceeded staff’s capacity. The manager of the Division spends less than 50 percent of their time overseeing paratransit services with the remainder of their time allocated to micromobility services (i.e. Richmond Moves, bikeshare, and car share programs), expanding EV charging systems, parking, transportation demand management, and regional transportation coordination. While more attention to the gathering and analysis of accurate performance and financial data could have occurred, the attention of staff was on the operations of the paratransit services, the expansion of the Lyft program and the development of the Richmond Move program. It is noted that the Lyft program, advocated by the Division manager, grew its ridership to be 10 times larger than the original paratransit service.

When the City was notified of the CCTA audit, City staff from Community Services and Finance, including both Deputy City Managers worked collaboratively to prepare for and respond to the audit findings. In addition, the Deputy City Manager of Community Services retained the services of a consultant with MRG to assist in effectively responding to the audit findings.

The transfer of the Transportation Division from the Community Services Department to the Public Works Department was envisioned to occur in 2022, at the time the current Community Services Department was being constituted. That transfer, however, was delayed due to a change in leadership in Public Works and the need for the new Director to focus on his existing cadre of services.

What is Happening Now
885

September 24, 2024

The formal transfer of the Transportation Division from Community Services to Public Works is scheduled to occur in FY 2024-25. In anticipation of the official transfer, vacant positions in Community Services - Transportation have been repurposed in Public Works, which has enabled Public Works to begin to build a comprehensive transportation division. The division will be engaged not only in transit services, but it will also be the lead in traffic calming, safety improvements, micromobility services, EV charging systems, parking, transportation demand management, and regional transportation coordination.

The Transportation Division will be led by a new Transportation Manager, funded by the salary savings from the deletion of the existing division manager position of Project Manager II, who is before the end of the calendar year 2024. The new position is subject to the approval by Richmond’s Personnel Board and the salary range approved by the City Council. The Public Works Department is planning to establish the position before transferring the Transportation Division to Public Works.

In addition, through collaboration with Human Resources, the position of Paratransit Coordinator or similar classification will be created subject to the constraints of the Measure J funded annual budget. The new position is also subject to the approval by Richmond’s Personnel Board and the salary range approved by the City Council. The Community Services Department is planning to establish the position before transferring the Transportation Division to Public Works.

Performance Improvement Plan
The Measure J Audit produced 29 recommendations. All recommendations are addressed in the Performance Improvement Plan (Plan), which was collaboratively and thoughtfully developed with the consultant and City staff. The following chart shows the Plan’s desired outcomes, its relationship to audit recommendations, and the schedule to develop and utilize the outcomes. Additional information regarding the 13 outcomes are described in the August 19, 2024 transmittal to the CCTA attached to this report. City staff is recommending that City Council approve City staff’s responses to the CCTA Audit findings and the proposed plans for implementing the audit findings. The consultant from MRG will support City staff in operationalizing the audit findings. The City’s responses to the Plan, along with the CCTA Audit and other relevant documents, are included in Attachment 1.

886

September 24, 2024

Cost Pool (Overhead)
The Audit highlighted that a significant portion of Richmond’s Measure J Paratransit Program is budgeted for administrative costs (aka overhead). The FY 2024-25 Measure J Claim includes $489,624 for administrative costs and $695,352 for operating costs, excluding the Lyft subsidy. That means that for every $7 spent to operate the paratransit service, another $5 is spent on overhead. This equates to an overhead rate of approximately 70%. In comparison the overhead rates for the Measure J providers that comprise the West Contra Costa County Subregion is shown below.

Desired Outcome
& Audit Recommendation #
2024 2025
July Aug Sept Oct Nov Dec Jan Feb Mar April May Jun
e
1 Accurate performance and
financial data
1, 4, 5, 12, 13, 19, 20, 23
2 Continuous monitoring, evaluation,
& incremental improvements
3, 4
3 Functional paratransit vehicles
16 4 Capable paratransit drivers

17,21,22
5 Lower administrative cost (cost
pool allocation)
7, 8, 9
6 Measure J funding for FY 2024-25
Approved
1,2,5,6,9
7 Resolution of Measure J funding in
previous fiscal years
5, 6
8 Transfer paratransit program to
Public Works
5 9 Increase # of clients and # trips

15, 24, 25, 26, 27, 28

10 Increase customer satisfaction

29 11 Reduce cost/trip – ambulatory and
non-ambulatory
10, 11
12 Assessment of service delivery
options for FY 2025-26

13 Measure J funding for FY 2025-26
Approved
2 887

September 24, 2024
Program Expenditures West Contra Costa County Subregion Providers City of
Richmond
City of San
Pablo
City of El
Cerrito
West Contra
Costa Transit
Authority
General Administration $489,624 $61,800 $33,295 $222,334 Paratransit & Excursion
Operations $695,352 $273,500 $138,671 $1,845,153
Overhead Rates
(Admin/Operations)

70.4% 22.6% 24.0% 12.0%
Source: FY 2024-25 Measure J Claim Forms
The reduction in the cost of overhead would increase the amount of Measure J funds available for operations that could be used to expand services and/or address unmet needs. For this reason, the CCTA strongly recommends that Richmond lower its overhead cost.

The administrative cost of the Richmond R-Transit program consists entirely of the City’s cost pool. The cost pool is a proportionate share of expenses by the City’s internal services and the general liability expense that supports the delivery of direct city services. Examples of internal services include legal, financial and human resources.

Council Options
The Administration has identified three options for the consideration of the City Council.

The options and the consequences are shown below:

1. Limit Richmond’s overhead rate to 20 percent (Staff’s Current Recommendation) - This proposed amount is comparable to other Measure J claimants. For FY 2024-25 Richmond’s ratio of administrative costs to operating costs is 70.4%. The average ratio of the other claimants in the West Contra Costa County Subregion is approximately 20%. Limiting Richmond’s overhead rate to 20% would reduce the cost of general administration from $490,000 to $139,000. The difference of $351,000 would increase the net cost to the City’s General Fund by the same amount. On the other hand, the reduction in overhead costs would increase the likelihood that the Measure J claim for FY 2024-25 would be approved, thereby avoiding the possible loss of $1.23 million in the General Fund if the claim was denied. The “savings” to the paratransit program of $351,000 could be budgeted to increase services and/or address unmet needs.

2. No change – The Measure J funded paratransit program would not deviate from the City’s existing allocation of the Cost Pool. The current citywide allocation already reflects a reduction in the full recovery of overhead charges. Lowering the cost pool allocation further for the paratransit program will negatively impact the City General 888

September 24, 2024
Fund by the amount of the reduction. For example, lowering the recovery of administrative costs by $350,000 would increase the net cost to the City’s General Fund by the same amount. However, if the City’s decision to not lower its administrative charges resulted in the loss of Measure J funds, the impact on the General Fund would be the loss, in FY 2024-25, of $1.23 million.

3. Full exemption from Cost Pool allocation – The exemption of the Measure J funded paratransit program from the Cost Pool would increase the net cost to the City’s General Fund by $490,000. The “savings” to the paratransit program of $490,000 could be budgeted to increase services and/or address unmet needs. Richmond, however, would stand alone out of the 7 claimants for Measure J paratransit funds, to forgo any funding for the organization’s administrative costs.

Option 1, limiting Richmond’s overhead rate to 20 percent, is recommended because it is responsive to the recommendations of the Audit, it is in-line with the overhead rates of the other providers in the West Contra Costa County Subregion, and it results in additional funds being available to expand paratransit services and/or address unmet needs.

NEXT STEPS

City staff continues to meet collaboratively with CCTA staff to discuss the implementation of the R-Transit audit to ensure successful service delivery for patrons.

A focus on work will include but is not limited to the development of a paratransit rider's guide, standard operating procedures, improved outreach, increase in ridership, and implementation of customer satisfaction surveys. The City will continue to work with Human Resources on staffing needs. In addition, the City is working with CCTA staff to resolve and receive outstanding Measure J funding revenue from FY 2021-22 to FY 2024-25 to substantially reduce or remove the current negative fund balance.

The City presented an update to the CCTA Paratransit Coordinating Committee on September 16, 2024, and there are plans for a presentation and update to the CCTA Board in October or November 2024. The CCTA Board will be charged with deciding regarding if Richmond’s Performance Improvement Plan is sufficient to allow Richmond to keep its Paratransit program or if a decision will be made to transfer Richmond’s program to another jurisdiction. If the City is unable to retain the paratransit program, City staff will return to City Council as soon as feasible to discuss next steps. City staff is optimistic that Richmond’s Performance Improvement Plan demonstrates Richmond’s dedication to continuous improvement and serving the residents that use paratransit services.

DOCUMENTS ATTACHED:

Attachment 1 – Transmittal to CCTA Regarding the FY 2024-25 Draft Paratransit Performance Improvement Plan including CCTA Audit
889

September 24, 2024
Attachment 2 – Draft Paratransit Performance Improvement Plan Slide Deck

890
450 C
ivic Center Plaza, Richmond, CA 94804-1630
Telephone: (510) 620-6512 Fax: (510) 620-6542 www.ci.richmond.ca.us CITY MANAGER’S OFFICE
A
ugust 19, 2024
Ne
well Arnerich, Chair
Contra Costa Transportation Authority
2999 Oak Road, Suite 100
Walnut Creek, CA 94597
S
ubject: City of Richmond Paratransit Service Measure J Audit Program 15 – Commitment and Performance Improvement Plan
De
ar Newell Arnerich:

T
his letter is in response to the Contra Costa Transportation Authority’s (CCTA) letter dated June 20, 2024, pertaining to the City of Richmond’s Paratransit Service Measure J Audit Program 15. Per the letter, on July 20, 2024, the City submitted a Letter of Intent to CCTA stating the City’s interest and intent to continue operating its paratransit program and indicating that a subsequent letter would be submitted by August 19, 2024, containing the City’s plans to improve performance of the paratransit plan.

T
his letter is to confirm that the City intends to deliver its existing paratransit services during Fiscal Year 2024-25. To move the program forward and to address the findings and recommendations in the 2024 CCTA Audit, we developed a Performance Improvement Plan (“Plan”) that includes the desired outcomes and a schedule. The Draft Plan is attached. In September 2024, the Richmond City Council will consider the Plan and address policy issues such as proposed staffing changes and the Cost Pool allocation for the Measure J funded paratransit program. The final Plan will reflect the direction of the City Council. Richmond’s pending claim for FY 2024-25 Measure J funding will be updated to reflect the final Plan in hopes that it will be considered by the Paratransit Coordinating Council in October 2024.

W
e would like to acknowledge and express our appreciation for the professionalism and support of CCTA staff, its consultants, and the Paratransit Coordinating Council throughout the course of this audit process. The City of Richmond looks forward to continuing to work collaboratively with CCTA to make needed improvements.

I
f you have any questions or concerns, please feel free to reach out to me at [email protected] and/or LaShonda White, Deputy City Manager – Community Services, at [email protected] or 510-620-6828. 891
892
1 Draft FY 2024-25 Performance Improvement Plan
City of Richmond Paratransit Services

Background
The 2024 Measure J Audit (“Audit”) of the City of Richmond Paratransit Program recommended that the C ontra Costa Transportation Authority (CCTA) develop a Performance Improvement Plan (Plan) for the City of Richmond ’s paratransit program. The CCTA staff indicated that the City and not CCTA should develop that Plan and that the Plan should reflect the Audit’s findings and recommendations. In adherence to CCTA’s requests, the City is submitting a Plan which includes the chart below summarizing the Plan’s desired outcomes, relationship to CCTA audit recommendations, and the schedule to develop and operationalize the outcomes. Additional details for each of the 13 outcomes are described following the chart. The CCTA letter, CCTA Paratransit Audit, and the City’s initial response are attached for reference.

Desired Outcome
& Audit Recommendation #
2024 2025
July Aug Sept Oct Nov Dec Jan Feb Mar April May June
1 Accurate performance and financial
data
1, 4, 5, 12, 13, 19, 20, 23
2 Continuous monitoring, evaluation, &
incremental improvements
3, 4
3 Functional paratransit vehicles

16 4 Paratransit staffing

17,21,22
5 Lower administrative cost (cost pool
allocation)
7, 8, 9
6 Measure J funding for FY 2024-25
Approved
1,2,5,6,9
7 Resolution of Measure J funding for
previous fiscal years
5, 6
8 Transfer paratransit program to
Public Works
5 9 Increase # of clients and # trips

15, 24, 25, 26, 27, 28
10 Increase customer satisfaction

29 11 Reduce cost/trip – ambulatory and
non-ambulatory
10, 11
12 Assessment of service delivery
options for FY 2025-26

13 Measure J funding for FY 2025-26
Approved
2 893
2 Two of the 29 Audit recommendations are not referenced in the Plan for the reasons described below:
• Recommendation #14 is for the CCTA – To revise the Measure J Claims forms to clarify terms. Recommendation #14 has been completed.
• Recommendation #18 states that the Richmond Rider ID Card serves no useful purpose and should be sunset. Recommendation #18 has been completed.

It is important to note that the City provides a micro -mobility service, called Richmond Moves, that does not receive any Measure J funding, and is therefore not included in the Plan.

Richmond Moves is operated by a company called Nomad, LLC (dba as Via). Via also owns Richmond paratransit’s new routing and data management system.

The draft proposed Plan and tim eline may be revised b ased on additio nal information received regarding the paratransit program, direction from Richmond City Council, and/or discussions with CCTA staff/Board.

Desired Outcome 1: Accurate Performance and Financial Data ➢ Corresponding CCTA Audit Recommendations: 1, 4, 5, 12, 13, 19, 20, 23

CCTA Audit Language: The Audit found errors, inconsistencies, and contradictions in the FY 23/24 Claim Forms. The Audit concluded that City staff do not understand the relevancy of performance metrics; have different understandings of terms such as trip and fare revenues; different ways of accounting for fees ; and use different calculations for on -time performance. These differences contribute to lapses in detecting obvious errors in data. The Audit noted that the City does not maintain a record of all customer calls. It recommended that a log be instituted that includes a checkbox for each of the categories of Unmet Needs identified in the Claims Forms. It is recommended that add itional training and support be provided for the new Via software ; that qualified staff ensure the accuracy of data; that the Via program is set-up to optimize its utility; and that all program staff understand the utility of performance metrics and levels of service. In the alternative, replace City staff by outsourcing the service. It is further recommended that an ongoing internal audit of various reports be done and that a quality assessment of supporting reports and documentation used for Measure J Claims be completed prior to the submittal of a Claim.

City’s Corrective Actions:

A Standard Operating Procedure (SOP) for Richmond’s paratransit services will be created by the Community Services Department . The SOP will include but is not limited to information regarding paratransit industry service standards, staff training for dispatchers and drivers , customer service standards, as well as the collection, entering, use and analysis of performance and financial data for the Measure J funded services. It will include all forms of input (i.e. electronic and phone calls). In addition, the definition of all terms will be included in the SOP . The City currently has a consultant onboard that is prepared to assist with SOP development and other paratransit-related tasks, if necessary. 894
3 The City is working with Via to update the routing and data management system as needed to ensure the appropriate data is collected . Paratransit and City staff currently meet bi - weekly with Via staff which allows for training , information sharing, and review of ridership data. Staff will continue to receive training on the use and capabilities of the Via system. To optimize the benefits of the data systems , the existing bi-weekly meetings with Via will be memorialized with the preparation and review of monthly reports. Each report will be reviewed by the paratransit team for completeness and accuracy.

The City currently utilizes two additional services to support the traditional paratransit van service – Lyft and TransMetro. Lyft is a ride share service that is under contract with the City of Richmond to provide an option for ambulatory paratransit customers. The City has seen major annual increases in Lyft ridership reaching over 17,000 rides provided in Fiscal Year (FY) 2023 -24. City staff also receives monthly raw data for all Lyft rides which is disaggregated for increased analysis and reporting. More information regarding Lyft services can be found at: https://www.ci.richmond.ca.us/3747/R-Transit-with-Lyft.

In addition, the City has a contract with TransMetro to provide back-up van service when City’s 2 paratransit drivers are unable to meet service needs. The City sends daily manifests to TransMetro for rides, as needed, and inputs data from TransMetro rides into the existing Via data system. The City is working with TransMetro and Via to ensure all relevant data is collected for Measure J reporting.

The information collected may include but not necessarily be limited to the following:
• # distinct clients served by City Paratransit, TransMetro, and Lyft services by clients’ residency (e.g. City of Richmond, unincorporated area)
• # boardings on City Paratransit, TransMetro, and Lyft services by passenger’s residency (e.g. City of Richmond, unincorporated area). The attendants and guests of a disabled client are counted as separate boardings. (e.g. a disabled client, her attendant and son count as 3 boardings)
• # wheelchair passenger boardings on City Paratransit, TransMetro, and Lyft • # boardings with attendants by City Paratransit and TransMetro • # revenue service hours for City Paratransit
• # revenue service miles for City Paratransit
• # no-shows by City Paratransit, TransMetro, and Lyft
• # cancellations by City Paratransit, TransMetro, and Lyft • # trips denied by City Paratransit, TransMetro, and Lyft • # multi-agency trips by City Paratransit
• # accidents by City Paratransit, TransMetro, and Lyft • % of on-time performance by City Paratransit, TransMetro, and Lyft • # Lyft boardings provided outside of paratransit hours of operations • # Lyft boardings to destinations not provided by City Paratransit services • $ fares collected by City Paratransit and TransMetro services 895
4 • $ invoices received from TransMetro and Lyft services • $ payments to TransMetro and Lyft services
• $ Measure J invoices sent
• $ Measure J payments received

Desired Outcome 2: Continuous Monitoring, Evaluation, and Incremental Improvements
➢ Corresponding CCTA Audit Response: 4

CCTA Audit Language: The Audit did not include specific recommendations regarding the City’s paratransit level of service, because there is no agreement between the CCTA and the Measure J fund recipients to institute such a performance measurement system.

City’s Corrective Actions:

The paratransit team members will meet at least monthly to review and analyze the performance and financial data from outcome #1 and, as the information becomes available, from outcomes #9, #10, and #11. The actual results will be used to develop quarterly pr ojections and be used to update the annual objectives for the performance indicators. The team will address all anomalies in data and unmet needs. It will search for opportunities and process improvements to increase the effectiveness and efficiency of operations. Key performance indicators used to measure the success of the paratransit services will include number of unique riders, number of registered clients, the cost/subsidy per passenger trip, on -time performance, and customer satisfaction. The ver ified information will be used in the pending FY 2024-25 Claim for Measure J funding, as described in #5, below . Community Services will lead this effort , with the assistance of an existing consultant, and provide the system to Public Works when the program is transferred as described in #8, below.

Desired Outcome 3: Functional Vehicles
➢ Corresponding CCTA Audit Recommendation: 16

CCTA Audit Language: The Audit concluded that the existing paratransit vans are in poor condition and that two replacement electric v ans are not in use due to lack of adequate charging facilities. It recommended that the City prioritize the deployment of the new paratransit vans. However, during a n inspection of the new vans, CCTA staff identified concerns such as the side doorsteps are too high, and handrails are missing.

City’s Corrective Action:

The Community Services staff is working with the Public Works Department to ensure that the new vehicles are placed in service as soon as possible and that the existing vehicles, while they are being utilized, are given priority attention.

CCTA conducted an inspection of the new vans in July 2024 and shared a few concerns regarding the specifications of the new vehicles. City staff noted those concerns and plans 896
5 to work with paratransit drivers and Public Works staff to determine if modifications can be made to the new vans to make them more functional for seniors. It is City’s staff understanding that there are no industry best practices and/or CCTA specifications for paratransit vehicles. Therefore, City staff worked closely with the vehicle manufacturer to build the new vans based on client needs. Since the City did not utilize Measure J funds to purchase the new vans, the City is amenable to working with CCTA staff to build the specifications for new vans for purchase using future Measure J funds.

Desired Outcome 4: Paratransit Staffing
➢ Corresponding CCTA Audit Recommendation: 17,21, 22

CCTA Audit Language : The Audit recommended the City hire a full -time paratransit coordinator to oversee its programs. In addition, they pointed out that one of the two paratransit drivers has restrictions due to a disability accommodation. Since the driver is not able to assist non-ambulatory riders, she functions as a part-time employee (about ½ FTE) with duties that include driving, dispatching and office work . The Audit reported that the drivers want clients to have personal care attendants (PCA) to assist them load and unload non-ambulatory riders. Richmond already has a relatively high PCA to non-ambulatory rider ratio of 2 to 3. According to the Audit, however, a PCA is not a substitute for the driver under any circumstances. It is recommended that the City assess the fitness of its existing drivers to perform the duties of the job . It is further recommended that a training program be implemented that includes defensive driver training with a refresher every three years; mobility device training; working with riders with physical and cognitive disabilities. Another recommendation is p re-employment and accident/incident drug testing and random drug testing.

City’s Corrective Actions:

Community Services Department will work with t he Richmond Human Resource Department to develop the appropriate job description for a Paratransit Coordinator or similar position, if directed. This position will have to be approved by Richmond’s Personnel Board and the salary range approved by City Council before the recruitment process can commence.

It is noted that the job classification of Paratransit Driver was modified when the position was classified to R -Transit Paratransit Driver with the addition under working conditions as “Medium Work” . If major changes are required for drivers, City staff will work with Human Resources to identify feasible options to ensure that the rights of the drivers are maintained, while also meeting service needs for the community. Community Services will work with the drivers to schedule training including, but not limited to defensive driver training, the use of mobility devices, and working with riders with physical and cognitive disabilities. Additional trainings, some of which have already been implemented, include writing and editing (to assist with completing Measure J narratives ), CPR and First Aid training, and customer service training. Random d rug and alcohol testing will be conducted consistent with City 897
6 policies. The above issue will be resolved, and the full training program will commence prior to the paratransit program being transferred to the Public Works Department (see #8 below).

Desired Outcome 5: Lower Cost Pool Allocation
➢ Corresponding CCTA Audit Recommendation(s): 7,8, 9

CCTA Audit Language: The Audit highlighted that a significant portion of Richmond’s Measure J Program 15 budget is used for administrative costs, that the amount is exorbitant, and strongly recommends that the rate be reduced.

City’s Corrective Action:

The administrative cost shown in the City’s Measure J budget consists of the City’s Cost Pool allocation. The Cost Pool is the collection of expenses by the City’s internal services and the general liability program that are needed to support the delivery of direct city services.

Examples of internal services include information technology, legal, financ e and human resources. The total cost of the pool expenses is prorated among the programs that use these services. For the Measure J funded paratransit services, the ratio of the City’s Cost Pool to operating cost is high. The FY 2024 -25 Measure J Claim includes $489,624 for administrative costs and $695,352 for operating costs, excluding the Lyft subsidy. The City’s ratio of administrative cost/operating cost of 70% is much higher than the roughly 20% rate of similar Measure J funded paratransit programs. The City’s administration is reviewing the Cost Pool allocation for paratransit and will provide options for the consideration of the City Council at a meeting in September 2024. Making changes to the C ost Pool allocation is a City Council and not a City staff decision. The City Council’s decision will be reflected in the City’s pending FY 2024-25 Measure J Claim.

Desired Outcome 6: Measure J Program 15/20 Funding for FY 2024-25 Approved ➢ Corresponding CCTA Audit Recommendation(s): 1,2,5,6,9

CCTA Audit Language: The Audit pointed out that Richmond’s Measure J claim needed to address the errors, inconsistencies and contradictions of earlier claims ; that the cost of administrative be reduced; that the claim is complete, and that the cost of the paratransit and Lyft services is broken out.

City’s Corrective Actions:

Due to the flaws in gathering and recording performance data , it is not possible to provide data that was not gathered, and /or not accurately recorded. Going forward, the new Via data management system described in Desired Outcome #1 will be used to revise the estimates in the City’s pending Measure J Claim Form (s). In addition, t he administrative costs will reflect the decision by the City Council regarding Cost Pool allocat ions as described in Desired Outcome #5.

As stated, the City receives monthly raw data from Lyft that can be analyzed and reported as part of the Measure J claims. To-date, the City has provided Lyft data for FY 21/22, FY 22/23 898
7 and FY 23/24. The Community Services Department will manage the effort s to obtain approval of the Claim.

Desired Outcome 7: Resolution of Previously Denied Measure J Program 15/20 Claims ➢ Corresponding CCTA Audit Recommendation(s): 5, 6

CCTA Audit Language: The Audit documented that the status of the Richmond claims are as shown below:
• FY 19/20 Claim accepted: Allocated two fiscal years funding of $1.7 million • FY 20/21 Claim process suspended due to COVID: Allocated $698 K • FY 21/22 Claim process suspended due to COVID: Allocated $326 K • FY 22/23 No claim received (but City prepared incomplete claim) Allocated $0 • FY 23/24 Claim denied: Audit triggered: Allocated $0

During the Audit, the City provided the program budgets for the each of the above fiscal years but did not provide sufficient back-up documentation to confirm what was spent and that direct costs cited were spent on the program. Additionally, because only two complete Claims were submitted for the five fiscal years of review, and they represent the first and last years, there is no way to track the flow of the expenditures to budget or to follow that reserve balance.

City’s Corrective Action:

While it is not possible to recreate data to replace the missing performance data for FY s 21/22, 22/23 and 23/24 , it is possible to provide the requested financial records such as invoices, expense reports, receipts, and expenditures. If requested, the Community Services Department will lead this effort through fruition. Since the publishing of the Audit, the City submitted the FY 22 /23 Measure J claim forms with the best information available , and submitted the additional information requested by CCTA required to receive the remaining FY 21/22 Measure J payments. The City submitted the FY 23/24 claim form on-time but due to on-going concerns from CCTA, the audit commenced, and no funds were received. City staff will revise and resubmit past Measure J claim forms to incorporate any direction by Richmond City Council, as well as future recommendations by CCTA.

Desired Outcome 8: Transfer Paratransit Program to Public Works ➢ Corresponding CCTA Audit Recommendation(s): 5

CCTA Audit Language: The Audit concluded that if the service were to remain under the auspices of the City, a new, full-time administrator should be put in charge of the program to prioritize corrections, focusing first on issues of safety and customer care. The positions should report directly to senior management. That person should have experience in the delivery of transit services for seniors and persons with disabilities.

899
8 City’s Corrective Actions:

The transfer of the Transportation Division from the Community Services Department to the Public Works Department is currently scheduled to occur in late 2024 . Based on existing information, the current program manager within the Transportation Division in Community Services plans on retiring in 2024 , prior to the transfer of the Division to Public Works. The current manager spends less than 50 percent of their time overseeing paratransit services with the remainder of their time spread between micromobility services, electric vehicle charging systems , p arking, transportation demand management, regional transportation coordination, and other duties . The Public Works Department is aware of the CCTA Audit and this Performance Improvement Plan. When the transfer occurs (projected in December 2024), the Transportation D ivision’s new manager will report directly to the City Engineer/Deputy Director of Public Works. The new division manager will be capable of effectively managing the paratransit program . The Transportation Division will include or have access to staff such as engineers that can coordinate other transportation needs, administrative staff to assist with contract oversight, bilingual staff that can support paratransit riders, along with the paratransit staff. Additional staff are being considered but are subject to the determination of both needs and availability of funding. If appropriate and directed for continued management of the paratransit program, City staff is prepared to develop and release a job description for a full -time Paratransit Coordinator or similar position. The transition of the paratransit program from Community Services to Public Works will be done in a thoughtful manner that will ensure paratransit staff are suppo rted and community members continue to receive seamless services.

Desired Outcome 9: Increase Number of Clients and Number Trips ➢ Corresponding CCTA Audit Recommendation(s): 15, 24, 25, 26, 27, 28

CCTA Audit Language: The Audit reported that the total ridership for both the Paratransit and Lyft programs is in the range of 2,800-3,000/year. This was based on incomplete information provided by the City. The updated ridership for FY 23/24 is 1,676 for paratransit , approximately 600 rides by TransMetro, and 17,442 for Lyft – a total of nearly 20,000/year.

Even with the incomplete information t he Audit concluded that the Lyft program has the greatest potential with unlimited capacity to increase ridership at the lowest cost. It recommended that the Lyft program be promoted. In terms of the City paratransit service, it is not clear if there is an unmet need, because the TransMETRO service is used to provide any trip that cannot be provided by City paratransit. The Audit recommended a number of specific actions including updating the City’s paratransit website; providing a translation service to provide over the phone; and providing print material in Spanish, in large print, Braille, and audio. It recommended that the Lyft brochure and the Client Orientation Guide be updated.

City’s Corrective Actions:

A greater focus on increasing the number of clients and ridership is planned to occur after the paratransit program is transferred to Public Works and the paratransit program is under a new management team. The City is in the process of u pdating the City’s website, as well 900
9 as the paratransit webpages . P rint material was previously updated and is being widely distributed at public facilities, posted on social media platforms, and shared at community events. City staff agrees that information and services should be available in other languages, such as Spanish, and will continue to implement this recommendation. City staff is currently working on translating relevant materials to Spanish. Other actions will be considered based on the review and assessment of the monthly performance reports , and the determination of unmet needs. Any additional staff, such as a new Transportation Manager in Public Works and/or a Paratransit Coordinator, will support the ongoing outreach to recruit and retain clients and increase trips. It is important to note that Lyft trips have steadily increased since City staff have begun analyzing and reporting data in FY 21/22, with over 17,000 trips reported in FY 23/24.

Desired Outcome 10: Increase Customer Satisfaction
➢ Corresponding CCTA Audit Recommendation: 29

CCTA Audit Language: The Audit acknowledged the City’s Paratransit Survey on its website.

But noted that the feedback included 10 responses in 9 years, with no responses in the past 5 years. It is recommended that all clients be contacted annually to solicit feedback. The information should be analyzed to determine how to improve the customer experience. All client comments should be maintained.

City’s Corrective Actions:

The City’s existing Paratransit Survey will be updated and promoted , for both the City paratransit and the Lyft paratransit programs. This should be added to the monthly performance and financial reports as part of the on-going evaluation of paratransit services.

A standard operating procedure will be developed and adhered to for the gathering, storage, and use of information related to customer satisfaction. The new Transportation Manager will expand the program’s existing efforts of Community Services.

Desired Outcome 11: Reduce Cost Per Trip
➢ Corresponding CCTA Audit Recommendation(s): 10, 11

CCTA Audit Language: The Audit pointed out that the cost per trip is high and recommended that the City work to lower cost and increas e ridership. It pointed out that the benefits to salary ratio is higher for this program than the City average. While this may be true the benefits of each employee was reviewed and confirmed to be accurate.

City’s Corrective Actions:

A greater focus on reducing cost per trip is planned to occur after the paratransit services are transferred to Public Works and under a new management team. It is important to remember that the Richmond paratransit service consists of three programs. The paratransit service is expensive at a projected cost per trip for FY 2024 /25 of $658. The TransMETRO service provides paratransit service when City vehicles/drivers are not available. The City pays a fixed rate of $750 per day per vehicle . This service can be a s low as $100/trip 901
10 depending upon the number of rides provided by the vehicle per day. The Lyft paratransit service is the most economical at a projected City cost per trip for FY 2024/25 of $10 per trip.

Collectively the cost of the three paratransit programs is less than $70/trip. In comparison the cost per trip for the San Pablo service is $79; for El Cerrito the cost is $89; and for WestCAT the cost is $103.

The new Transportation Manager and/or Paratransit Coordinator will oversee the analysis of the Richmond paratra nsit’s cost per trip including the potential of increasing ridership, reducing operating costs, improving vehicle reliability, adjusting usage of TransMETRO or other supplemental van service providers , and outsourcing van service if this is a direction deemed feasible and necessary by CCTA and/or City Council.

Desired Outcome 12: Assessment of Service Delivery Options ➢ Corresponding CCTA Audit Recommendation: N/A

CCTA Audit Language: The Audit concluded that if the City is unable to address the issues identified in the Audit, a complete shift in the delivery of paratransit services is warranted.

The City should turn over the program management to another public agency, and ideally, it would be the West Contra Costa Technical Advisory Committee (WCCTAC). In response, the WCCTAC indicated that it is neither set -up nor interested in delivering paratransit services.

The Audit also concluded that the City should assess the cost and potential benefits of transitioning its paratransit service delivery to a contracted vendor.

City’s Corrective Actions:

Based on the outcomes of the meetings with Richmond City Council in September 2024 and CCTA Board in October 2024, the existing and future delivery of services will be evaluated by the City of Richmond (Human Resources, Community Services and Public Works Departments) in early 2025. If changes are warranted and direction is provided by the CCTA Board and City Council, the City will assess contracting out services currently provided by City employees and/or turning over all or a portion of the City’s Measure J Funded paratransit services to another public agency. Ultimately, the City Council will decide on any changes in the delivery of services. Outsourcing is a sensitive and complicated topic that the City takes seriously. Conversations with appropriate unions, City staff and departments, as well as City Council would have to occur, and various steps would be taken before a decision can be made to move in that direction.

Desired Outcome 13: Measure J Program 15/20 Funding for FY 2025-26 Approved ➢ Corresponding CCTA Audit Recommendation(S): 2, 5, 6

CCTA Audit Language: The Audit noted that the City has not successfully filed a Measure J Claim for the past several years. It recommends that the City prioritize filing an annual Claim.

902
11 City’s Corrective Actions:

The filing of an annual Claim should not be an end of year effort. It is part of the on-going process to continuously improve the City’s paratransit services. The new transportation management team in the Public Works Department is looking forward to submitting the Measure J Claim for FY 25/26 in compliance with all CCTA provisions.

903
Richmond Paratransit Additional Documents:
• CCTA Letter dated June 20, 2024
• City of Richmond’s Letter of Intent dated July 20, 2024 • Richmond Paratransit Measure J Audit received May 7, 2024 • City of Richmond Responses to Richmond Paratransit Measure J Audit dated May 9, 2024
904

COMMISSIONERS
Newell Arnerich,
Chair
Lamar Hernandez-
Thorpe, Vice Chair
Ken Carlson
Paul Fadelli
Federal Glover
Loella Haskew
Chris Kelley
Aaron Meadows
Sue Noack
Scott Perkins
Renata Sos

Timothy Haile,
Executive Director

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

June 20, 2024
Shasa Curl
City Manager
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
Subject: City of Richmond Paratransit Service Measure J Audit Dear Shasa Curl,
At its June 12, 2024 meeting, the Contra Costa Transportation Authority (CCTA) Board unanimously approved the Draft Report and recommendations from the Measure J Audit of the City of Richmond’s (City) Paratransit Program (Program). The two key recommendations from the audit report are as follows:
- The City should assign a new, full-time Program administrator to prioritize and implement recommended corrections; and
o Authority staff should consider establishing a Corrective Action Plan for the City’s Program; and
o As part of these Program corrections, the City should assess the costs and potential benefits of transitioning its Paratransit service delivery to a contracted vendor; or
- Alternatively, a new West County entity could take over the Program.

As a next step in the process, CCTA asks the City to confirm, in writing, its intent and interest in continuing to operate West County senior and paratransit services by implementing recommended improvements from the audit report and CCTA staff. Please notify CCTA of your intent by July 20, 2024.

If the City indicates it will not continue West County senior and paratransit operations for a period in excess of 12 months from the date of this letter, CCTA will request the City enter into a Memorandum of Understanding to keep the existing services operating during a transition to a new managing entity.

If the City indicates its intention to continue West County senior and paratransit operations for longer than 12 months, then the City is to submit, no later than August 19, 2024, a letter of commitment outlining the City’s plan and timeline for making improvements to the Program, including the assignment of a new, full-time Program administrator at the City; plans to assess contracted service delivery; and immediate resolution of the Cost Pool expense to the Program.
905
Shasa Curl
City of Richmond
June 20, 2024