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November 19, 2024

team elected to forgo the ride activity and requested that MTC and Rich City Rides share feedback received.

To publicize the engagement opportunities #1-3 above, the project team developed social media ads through WCCTAC’s Facebook page in both English and Spanish, sent emails to the Technical Advisory Committee, PAG members, and neighborhood council contacts, and released a notice to the Executive Director Reports for the WCCTAC Board. The strategies and community members reached are described in further detail below.

Pop-Up Events
The RPTP project team coordinated and attended three pop-up events during this Phase. The following includes a description of each pop-up event:
• North Richmond Flea Market (North Richmond)
o Location: 716 W Gertrude Avenue
o Date/Time: Sunday August 6, 2023, 10:30a-2:30p
o Total Attendance: 38, 89% Spanish
o Total Comments: 68
• Thrive Thursdays (Coronado)
o Location: Martin Luther King, Jr. Park at Harbour Way and Virginia Avenue o Date/Time: Thursday, August 10, 2023, 6:30PM – 8:00 PM o Total Attendance: 12, 25% Spanish
o Total Comments: 41
• Wal-Mart Pop-Up (Hilltop)
o Location: 1400 Hilltop Mall Rd, Richmond, CA 94806
o Date/Time: Saturday August 19, 2023, 12p-4p (when foot traffic is highest) o Total Attendance: 34, 17.6% Spanish
o Total Comments: 61
Three boards were utilized for pop-up engagement to visualize existing conditions findings and to collect feedback from community members. Overall, the project team connected with 84 people and collected 170 comments. At least one Spanish-speaking staff was present at each event and just over half (51%) of participants were Spanish speakers.

Responses Breakdown
The RPTP team collected feedback during the pop-up events and found that most comments received were related to safety or driving/goods movement. One of the top sub-categories for driving/goods movement was congestion, whereas biking and walking comments primarily concerned wayfinding and signage. Of the “Other” category, the most common sub-category comments were related to cleanliness and landscaping along the Parkway. Regarding public health, air quality was the most common sub-category while speed management was the top 1648
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sub-category for safety. Finally, transit related comments expressed a common desire for more transit service and connections. Figure 1 shows the overall distribution of the different categories of comments received at pop-ups.

Figure 1: Distribution of Pop-up Comments by Category
Source: Fehr & Peers, 2023.

Webmap
The webmap was hosted on Social Pinpoint between June 15th and September 4th, 2023. Users could drop pins in the webmap and leave a location-specific comment related to the following categories:
• Biking
• Walking
• Driving
• Transit
• Other
A total of 87 people provided 129 comments digitally. As seen in Figure 2, 109 comments were received on the webmap, while the remaining comments were collected from responses left on the Facebook ad post.
17%
25%
15%
4%
29%
10%
Biking and Walking
Driving and Goods Movement
Other
Public Health
Safety
Transit
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Figure 2: Webmap Performance Summary
Responses Breakdown
Nearly half of the comments were driving/truck related, of which approximately a third of the comments regarded general safety and speeding. More than a fourth of all comments relate to roadway conditions/comfort using the Parkway. Multiple landscaping comments mention trees blocking signals and creating hard braking incidents. Figure 3 shows the distribution of Webmap comments by category.

Figure 3: Distribution of Webmap Comments by Category
Source: Fehr & Peers, 2023.
48%
13%
17%
6%
16%
Driving/Goods Comment
Walking Comment
Biking Comment
Transit Comment
Other Feedback
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Community Meeting Events
The RPTP project team presented at three community meetings in neighborhoods near/along Richmond Parkway. These include:
• North Richmond Municipal Advisory Council (North Richmond) o Location: North Richmond Senior Center, 515 Silver Avenue, Richmond CA 94801 o Date/Time: Tuesday, September 5, 2023, 5:00p-7:00p
• Parchester Village Neighborhood Council (Parchester Village) o Virtual over Zoom
o Date/Time: Tuesday, September 12, 2023, 7:00p
• Iron Triangle Neighborhood Council Meeting (Iron Triangle) o Location: 598 Nevin Avenue, Richmond, CA 94801
o Date/Time: Wednesday, September 20, 2023, 5:30p-7:30p There were comments regarding debris on sidewalks and roadways, as well as calls for infrastructure that improve biking and pedestrian connectivity, increased signage, and better signal coordination. Many comments expressed concern about speeding cars and unsafe driving behavior along the Parkway. Congestion was brought up as another issue along the Parkway, especially due to the large truck volumes. Aside from collision safety, public health impacts from toxic diesel were stated as equally problematic. In regard to project implementation, residents suggested hiring local residents.

Public Advisory Group
The Public Advisory Group (PAG) meeting for Phase 1 was held on September 21, 2023, though the group previously met once in Phase 0 in June 2023 to provide guidance on the draft Public Engagement Plan. While the Phase 1 meeting focused on existing conditions, feedback relevant to potential strategies was received in both meetings. In Phase 1, following a presentation on existing and future conditions findings, PAG members primarily discussed topics related to safety, maintenance, truck volumes, and community-serving solutions. Regarding trucking impacts, participants noted that a transition to electric fleets would require electrification infrastructure, such as charging stations, along the corridor. One member shared that despite a grant to invest in this, there is difficulty in acquiring the necessary equipment due to material shortages. Another member expressed the community’s concern of trucks cutting through the neighborhoods and briefly touched upon approved projects that involve truck electrification and truck-specific routes to encourage use of Parkway. The topic of electrification also brought about discussion of addressing pollution as a public health concern, to which green infrastructure and planting trees were suggested as mitigation strategies that could also contribute to beautification of the Parkway. Regarding safety, there were suggestions of adjusting signal cycle lengths to curb impatient driving behavior and discussion of methods of slow vehicle speeds. Light indications for crosswalks and blinking pavement lights were suggested for pedestrian safety. Safety and public health were identified as the highest priorities by several members, with maintenance and 1651
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beautification suggested as good strategies to consider in the process of addressing these priorities.

Relevant feedback heard in Phase 0 included concerns about gaps in the pedestrian and bicycle networks due to a lack of facilities and outdated equipment. Regarding trucking, there were suggestions to request fair share contributions from distribution centers. Discussion of enforcing clean vehicle requirements also suggested a need for charging stations along the corridor to support truck electrification.

WCCTAC Board
The project team presented to the Board with updates on existing and future conditions findings during Phase 1 on September 29, 2023, though the group previously met once in Phase 0 in May 2023. While the Phase 1 meeting focused on existing conditions and potential strategies, feedback relevant to potential strategies was received in both meetings. Members of the board discussed trucking impacts, safety, and maintenance. Director Bana revealed plans to write to the legislature about banning newer, heavier trucks, while Director Tave suggested exploring time period limits for truck deliveries to reduce truck traffic during peak times. Director Bana added that although electrification could reduce future emissions, there should also be strategies to address existing contaminants from pollution. To address safety related to speed management, Chair Paul Fadelli (City of El Cerrito) suggested looking into lowering vehicle speeds through policies such as adjusting speed limits or designing to lower speeds. Director Cesar Zepeda (City of Richmond) emphasized the importance of bicycle safety as he shared that the Parkway experiences a high volume of fatal bicycle collisions, and that most of them are due to speeding vehicles. Director Bana also reminded the audience that beautification is a priority for Richmond.

There were suggestions to incorporate more trees in the design, which could contribute to both beautification and public health efforts.

Relevant comments heard in Phase 0 included feedback from Director John Gioia (Contra Costa County) who shared that increased trucking is expected due to recent approval of new fulfillment centers. He added that recent studies reveal trucks leaving the congested Parkway to travel through local roads, so there are efforts to design new facilities that produce direct routes to the Parkway. Pavement damage was another trucking concern highlighted by Director Soheila Bana (City of Richmond) and Director Chris Kelley (City of Hercules). Director H.E. Christian Peeples (AC Transit) shared that special pavement for trucks and heavy vehicles can be used to address pavement damage. Director Eduardo Martinez (City of Richmond) additionally suggested passing an extra charge on distribution companies to help with the mitigation of truck impacts. On the topic of safety, Director Anthony Tave (City of Pinole) hoped to see efforts to address pedestrian safety through signage and crosswalk repair and Director Kelley hoped to see protected bikeways and consideration for electric bikes. Director Bana and Gioia also shared hopes of bringing the Parkway up to Caltrans standard so that the corridor could be adopted by Caltrans. Due to funding constraints, they would like to see costs incorporated in the evaluation of priorities in this project.
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Phase 1 Feedback
Most comments received from the public referenced four topic areas:

1. Safety
a. 29% of pop-up comments
b. 37% of online comments

2. Biking & Walking
a. 26% of pop-up comments
b. 35% of online comments

3. Congestion
a. 13% of pop-up comments
b. 16% of online comments

4. Maintenance & Street Beautification
a. 12% of pop-up comments
b. 13% of online comments
A summary of feedback received on these topics is described below.

Safety
Safety was the top safety concern amongst pop-up and online engagement comments, and comments specifically related to speeding were common (15% of pop-up comments and 13% of online comments). PAG and Board members also expressed the desire to prioritize addressing preventable collisions.

Residents cited speeding through intersections and red lights as frequent occurrences. Some specifically pointed out that the stretch of Parkway opening from two lanes to four lanes near Giant Rd often sees speeding. Other speeding hotspots noted include the North Richmond area near Parr Blvd and by I-580 and I-80. Racing has also been reported to be an issue, especially at night, between Hilltop Dr and San Pablo Ave. Furthermore, there is a noticeable lack of police presence or cameras to discourage speeding. On the other hand, drivers remarked on unsafe driving conditions due to faded or nonexistent lane striping, which made lane demarcation barely visible, especially at night.

During peak period congestion, residents pointed out that drivers misuse turning lanes as a route to circumvent traffic. Some suggestions to address speed management include speed limit signs, speed bumps, and rectangular rapid flashing beacons (RRFBs). Chair Fadelli suggested adjusting the speed limit and providing better traffic enforcement. Other comments by pedestrians and bicyclists similarly were concerned about bad driving behavior and insufficient traffic enforcement. As a result, they felt that trails, bike lanes, and crosswalks were inadequate in addressing this.
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Biking & Walking
The majority of comments related to biking and walking reflected a need for better comfort and safety while using the Parkway and the Bay Trail. Participants mentioned infrastructure issues such as missing sidewalks and curb ramps, poor accessibility to trails, and lack of signage. Director Zepeda’s comment on ADA improvements further underscores the lack of existing disability accommodations. The community found crossing the Parkway to be difficult and would like to see better crossing conditions, especially on Parr Blvd and Goodrick Ave.

Bicyclists also desire better bikeway connectivity to the Parkway and to connecting streets. There was strong interest in addressing unreliable access to the Wildcat Creek tunnel. Due to the tunnel’s tendency to flood, there were requests to investigate strategies that eliminate flooding, or building an overpass that would maintain the trail’s connection across the Parkway. Sidewalk and trail repair was also requested as potholes and railroads tracks on the Bay Trail near Hensley St make it hazardous to bike over. Bicyclists stated that adding more protected and separate lanes on the Parkway, Canal Blvd, and Castro St would make them feel much safer and comfortable.

Director Zepeda also emphasized the importance of addressing bicyclist safety as he called attention to the numerous crash memorials along the Parkway.

Lighting was also noted to be absent or unreliable and the community asked for signalized crossing to have longer crossing times. Several members of the public stated that homeless encampments block portions of the Bay Trail and sidewalk, making walking and biking difficult.

These concerns contributed to an overall sense of feeling unsafe while walking or biking along the Parkway.

Congestion
Congestion during peak periods was reported to be consistent on various intersections throughout the Parkway, including San Pablo Avenue, Giant Road, Canal Blvd, and 23rd Street.

Comments state that congestion is particularly bad during 4:00-7:00PM and identified the signals at the San Pablo Ave intersection to be problematic and a source of traffic back up. There were suggestions to improve and adjust signals for congestion, such as better detection, coordination, and shorter signal cycle lengths. As a result of congestion, residents stated they sometimes take local roads instead.

The community and WCCTAC board would also like to see truck traffic in the area addressed.

Discouraging trucks from cutting through neighborhoods was desired, as well as reducing the public health impacts from trucks. The Board offered a variety of solutions, including truckspecific routes, hour restrictions for trucks, and passing extra charges on distribution companies.

Truck electrification was discussed extensively during the WCCTAC Board and PAG meetings as methods of emissions reductions in the future. A recurring suggestion throughout these meetings is incorporation of trees in design to mitigate air quality impacts to nearby residential areas from congestion.
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Maintenance
There were strong desires to improve street maintenance as pedestrians, bicyclists, and drivers all experience hindrances that prevent comfortable navigation of the Parkway. Garbage and overgrown landscaping on the sidewalks and bike lanes pose safety hazards for people walking and biking. Additional trees and greening could also allow for better shade and contribute to overall beautification of the Parkway, which Director Bana and Zepeda confirmed was one of Richmond’s priorities. Director Bana added that this could be a good way to capture diesel pollutants. Drivers requested overgrown trees to be cut back as they block traffic signals and street lights or obstruct view of the intersection corners, contributing to hard braking incidents.

Faded and missing lane striping on the Parkway also make it difficult for drivers to stay in their lanes. Commenters further noted that trucks contribute significantly to poor pavement conditions and discussed the possibility of special pavement as a mitigation method.

Other
Transit was not one of the most common topics, but some commenters suggested providing better transit frequency and improving transit reliability on the Parkway. A few participants also noted the poor conditions of bus stops on and near the Parkway.

Members of the public have expressed frustration that despite multiple planning efforts, there is a lack of project implementation. Additionally, at the Iron Triangle Neighborhood Council meeting, several public speakers and council members expressed strong interest in requiring local hiring for any project implementation.
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2201 Broadway | Suite 602 | Oakland, CA 94612 | (510) 834-3200 | Fax (510) 253-0059 www.fehrandpeers.com
Memorandum
Date: May 24, 2024
To: Leah Greenblat, WCCTAC
From: Karina Schneider and Minnie Chen, Fehr & Peers
Subject: RPTP Phase 2 Engagement Summary
OK23-0506
Phase 2 of the Richmond Parkway Transportation Plan (RPTP) engagement focused on receiving feedback on the draft strategies, including which strategies to prioritize. The goals of this phase were to:
• Share information about the RPTP’s purpose, process, and desired outcomes • Connect with Equity Priority Community residents who live near or use Richmond Parkway
• Confirm draft strategies respond to existing challenges and experiences using Richmond Parkway
• Hear preferences about which strategies to prioritize This phase consisted of both in-person and digital strategies to reach a range of community members along the corridor between March and April 2024. This memorandum provides an overview of the Phase 2 engagement process and summarizes the feedback received.

Phase 2 Engagement Overview
Phase 2 Engagement consisted of the following engagement methods:

1. Public Advisory Group (PAG) Meeting (1)

2. WCCTAC Board Meeting (1)

3. Pop-Ups (2)

4. Community Meetings (4)

5. Online Survey (1)
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To publicize the engagement opportunities #3-5 above, the project team developed social media ads through WCCTAC’s Facebook page in both English and Spanish and posted the details on the project webpage. For each engagement method the strategies were presented in the following categories:

1. Driving and Goods Movement: Strategies that encourage carpooling, optimize signal timing, and improve wayfinding for drivers.

2. Maintenance: Strategies that holistically address corridor and Bay Trail maintenance and reduce illegal dumping.

3. Public Health: Strategies that reduce truck cut-through traffic and reduce or capture vehicle emissions.

4. Safety: Strategies that reduce vehicle speeds, address intersection conflict points, and prioritize emergency vehicle access.

5. Transit: Strategies that improve access and circulation at the Richmond Parkway Transit Center and support and encourage transit ridership.

6. Walking and Biking: Strategies that support comfortable walking and biking on the Parkway and the Bay Trail.

The strategies and community members reached are described in further detail below.

Public Advisory Group
The 3rd Public Advisory Group (PAG) meeting was held on February 22, 2024 as part of Phase 2 Engagement. Following a presentation on the draft strategies and Phase 2 Engagement Plan, the RPTP team requested feedback from participants. The PAG members primarily discussed strategies related to trucking and bicycling.

Although the PAG members generally expressed support for the draft strategies, members believed some trucking strategies would need to be implemented thoughtfully. One member shared that rerouting truck traffic is difficult and would need the City and County involvement to vet truck route updates. Another concern was the possibility of increased truck traffic when converting from diesel to electric trucks.

Some members expressed strong support for the walking and biking strategies as they currently found these modes to be uncomfortable on the Parkway. Another member hoped that proposed upgrades to on-street bikeways would go beyond striping and painting and incorporate physical buffers. The City of Richmond’s new e-bike bikeshare program was also suggested to be incorporated into the strategies. Members would also like to receive updates on available grants that the City and County could secure.

WCCTAC Board
The 3rd WCCTAC Board meeting presentation occurred on March 22, 2024 and focused on the draft strategies. Members of the board wanted to see strategies in the Safety, Driving and Goods 1657
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Movement, and Public Health categories prioritized and discussed the feasibility and funding of various strategies. Board members highlighted Safety as a very important category due to speeding on the Parkway and several WCCTAC Directors expressed strong interest in enforcement against speeding, especially speed cameras.

Driving and Goods Movement discussion centered around the enforcement of carpool lanes. A WCCTAC Director shared they may not be effective without proper enforcement and that in person enforcement can be dangerous on a road with such high speeds. There were also suggestions to add lighting to vehicle-oriented wayfinding signage due to low visibility at night.

Another WCCTAC Director supported the strategy to coordinate signals during the peak period and further suggested leaving the signals uncoordinated during off-peak periods due to high speeds during this time.

Comments related to Public Health primarily focused on trucking and incorporation of electric vehicle infrastructure. To help fund ongoing maintenance, a WCCTAC Director raised the possibility of enforcing a special tax on trucks based on their size or weight. There was also interest in new electric vehicle technology involving pad charging stations, which also received support from Director Peeples (AC Transit), as they are expecting to run battery electric buses in the future. Finally, for the topic of Transit strategies, a WCCTAC Director emphasized the importance of improving access to the Richmond Parkway Transit Center for pedestrians and bicyclists.

Some board members emphasized how the Wildcat Creek Trail overpass strategy (as opposed to the on-street crossing alternative) would be costly, although members of the public, including Urban Tilth and the North Richmond Shoreline Levy Project, indicated heavy interest in this strategy due to flooding in that area. For Walking and Biking, Director Peeples (AC Transit) also asked for consideration of paratransit access when proposing separated bikeways and suggested using AC Transit’s guidelines on multi-modal design as a reference.

The board members also shared feedback on how the strategies should be prioritized. A WCCTAC Director agreed with the goals alignment levels assigned to the strategies and suggested prioritization of strategies based on that assignment. Another WCCTAC Director noted that cost of projects should be considered as part of the prioritization process to favor strategies that can be implemented with fewer resources. There were further suggestions to prioritize strategies with the greatest effectiveness in the near-term and can be accomplished in the next five to ten years.

Another WCCTAC Director recommended investigating relevant ongoing projects that could incorporate some strategies, allowing these strategies to be immediately started and providing a funding source. An example provided was the incorporation of the urban greening strategy into an existing landscaping project led by a special assessment district for a section of the Richmond Parkway.
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Pop-Up Events
The RPTP project team coordinated and attended two pop-up events during this Phase. The following includes a description of each pop-up event:
• North Richmond Flea Market
o Location: 716 W Gertrude Avenue
o Date/Time: Sunday March 24, 2024, 10:30AM-2:30PM
o Total Attendance: 23, 78% Spanish
• North Richmond’s Earth Day Festival
o Location: Shields-Reid Park, 1410 Kelsey Street
o Date/Time: Saturday, April 20, 2024, 8:30AM – 12:30 PM o Total Attendance: 35, 29% Spanish
Three boards were utilized for pop-up engagement to visualize draft strategies and collect votes for draft strategies that the participants would most like to see. Participants were asked to vote for their top five strategies and could vote for the same strategy more than once. They were also able leave comments about any strategies that they felt were missing. Overall, the project team connected with 58 people and received a total of 235 votes. At least one Spanish-speaking staff was present at each event and nearly half (48%) of participants were Spanish speakers.

Responses Breakdown
Figure 1 shows the overall distribution of strategy votes by category. The top three strategy categories based on the votes received were Public Health, Maintenance, and Safety. Within the Public Health category, the most popular strategies included expanding urban greening and prohibiting truck parking and idling in neighborhoods. Maintenance strategies that were most popular pertained to illegal dumping, formalizing a cross-jurisdictional roadway maintenance program, and incorporating the latest signal technology. Under Safety, the voting results indicated a preference for reducing speeding and monitoring high-risk intersections for unsafe driving behavior. Top voted strategies in other categories included upgrading on-street facilities for walking and biking, improving biking and walking access to the Richmond Parkway Transit Center, and coordinating traffic signals.
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Figure 1: Distribution of Pop-Up Votes by Category
Source: Fehr & Peers, 2024.

In addition to strategy voting, participants were able to leave open comments. Most open comments suggested a strategy regarding improved lighting conditions, though lighting would be incorporated into existing strategies related to intersection- and segment-level design improvements. A few other comments expressed support for the draft strategies, particularly for speed reduction and maintenance as they either pointed out specific locations experiencing the problems that these strategies addressed or expressed desire for continued maintenance efforts.

A few comments also noted support for Transit strategies, particularly improved bus comfort and publicizing transit information.

Online Survey
The survey was hosted on Social Pinpoint between March 11th and April 29th, 2024. Users could select categories that they were most interested in and rank strategies in the selected categories.

The survey received a total of 124 responses.

Responses Breakdown
Participants were asked to select a minimum of two out of six strategy categories that they were most interested in. Based on the responses to this question, the top three categories selected were: Walking and Biking (27%), Safety (23%), and Maintenance (15%). Figure 3 shows this distribution of votes by category.
22%
19%
17%
16%
14%
12% Public Health
Maintenance
Safety
Walking and Biking
Transit
Driving and Goods
Movement
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Figure 3: Distribution of Survey Votes by Category
Source: Fehr & Peers, 2024
Participants were also asked to rank strategies in the categories they selected. For Walking and Biking, the top strategies included upgrading on-street walking and bicycling facilities, spot improvements to the Bay Trail, and construction of a Wildcat Creek Trail overpass. The top Safety strategies were installation of intersection safety improvements and speed reduction measures.

Maintenance was selected by 15% of the responses, of which the top strategies included crossjurisdictional management programs for roadway maintenance and the Bay Trail.

Although Transit, Public Health, and Driving and Goods Movement category were in the bottom three categories of interest, the top strategies in these categories included upgrading bus stop features for Transit, urban greening for Public Health, and coordinating signals for Driving and Goods Movement.

Survey Demographics
Optional demographic questions were included at the end of the survey. Nearly 70% of survey respondents provided at least one response to these questions. Most respondents live in Richmond/North Richmond (60%) or San Pablo (11%). Over 65% of respondents have a household income of $100,000 or more. Additionally, nearly 70% of respondents identified as White and 16% identified as Hispanic or Latino. Given that 56% of the residents along the study corridor are Hispanic or Latino and 38% are low-income1, the survey results are not representative of residents living adjacent to the corridor. However, the Parkway is also a regional facility serving a broader community whose preferred solutions may look different from residents living along the corridor. Thus, it is important to supplement the results of this digital engagement strategy 1 Low income is defined as 200% of the federal poverty level or below. 27%
23%
15%
13%
11%
11%
Walking and Biking
Safety
Maintenance
Transit
Public Health
Driving and Goods
Movement
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with in-person feedback from nearby residents to ensure balanced recommendations that accommodate all users of the Parkway while reducing harm to equity priority populations along the corridor.

Community Meetings
The RPTP project team presented at four community meetings in neighborhoods near/along Richmond Parkway. These include:
• Parchester Village Neighborhood Council (Parchester Village) o Virtual over Zoom
o Date/Time: Tuesday, March 12, 2024, 7:00PM
• North Richmond Municipal Advisory Council (North Richmond) o Location: North Richmond Senior Center, 515 Silver Avenue, Richmond CA 94801 o Date/Time: Tuesday, April 2, 2024, 5:00PM-7:00PM
• City of Richmond District 2 Meeting (Santa Fe)
o Location: Bridge Art Space, 23 Maine Avenue, Richmond CA 94804 o Date/Time: Saturday, April 6, 2024, 10:00AM-12:00PM
• Iron Triangle Neighborhood Council Meeting (Iron Triangle) o Location: 598 Nevin Avenue, Richmond, CA 94801
o Date/Time: Wednesday, April 17, 2024, 5:30PM-7:30PM
Feedback received in the community meetings revealed the following categories to be highest priority: Safety, Maintenance, and Public Health. Community members were concerned about safety related to speeding and wanted traffic calming on the Parkway. Another Safety concern related to personal safety with requests for improved lighting and camera enforcement. For Maintenance, participants discussed the need for roadway repaving and sidewalk repair. For Public Health, truck impacts were a common topic, including negative impacts to roadway pavement, traffic, driving safety, and air quality. Community members in North Richmond asked to be continually included in the discussion of all truck-related strategies, such as location of truck routes and truck enforcement. Additionally, the Wildcat Creek Trail Overpass strategy was repeatedly emphasized as a heavily desired project in multiple meetings. Community members in Iron Triangle added concerns regarding personal safety when using the overpass. They suggested locking up entrances at night and/or adding an emergency button, but felt that this would be insufficient with slow response time.

Strategy voting was conducted at the District 2 meeting, which produced results suggesting Maintenance, Transit, and Driving and Goods Movement as top categories. Maintenance received one-fourth of the votes while the other two categories each received 17% of the votes. Within the Maintenance category, there were equal votes for upgrading signal technology, discouraging illegal dumping, and implementation of a roadway maintenance management program. The top 1662
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Transit strategy was publicizing transit options and information while the top Driving and Goods Movement strategy was coordination of traffic signals.

Phase 2 Feedback
Based on a review of feedback received across all engagement opportunities, the top four draft strategy categories include Public Health, Safety, Maintenance, and Walking and Biking. The distribution of votes from the pop-ups and online survey were both considered, though greater weight was given to the pop-up votes given the feedback from equity priority populations living along the corridor. Due to the open-ended nature of the WCCTAC Board and Community Meetings, the results of these discussions were qualitatively measured in terms of level of support.2 The draft strategy categories, ranked in order of greatest preference to least based on all engagement activities, were:

1. Public Health
a. 22% of votes at pop-ups
b. 11% of votes on online survey
c. Strong support from the WCCTAC Board
d. Strong support at Community Meetings

2. Safety
a. 17% of votes at pop-ups
b. 23% of votes on online survey
c. Strong support from the WCCTAC Board
d. Strong support at Community Meetings

3. Maintenance
a. 19% of votes at pop-up
b. 15% of votes on online survey
c. Moderate support from the WCCTAC Board
d. Moderate support at Community Meetings

4. Walking and Biking
a. 16% of votes at pop-ups
b. 27% of votes on online survey
c. Limited discussion from the WCCTAC Board
d. Moderate support at Community Meetings

5. Transit
a. 14% of votes at pop-ups
b. 13% of votes on online survey
c. Limited discussion from the WCCTAC Board
d. Limited discussion at Community Meetings
2 Attendees at the City of Richmond District 2 meeting were able to vote on strategies via boards. These votes are taken into account when assessing the most popular strategy categories across Community Meetings.
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6. Driving and Goods Movement
a. 12% of votes at pop-ups
b. 11% of votes on online survey
c. Strong support from WCCTAC Board
d. Limited discussion at Community Meetings
A summary of feedback received on these categories is described below.

Public Health
Public Health was the top category at pop-ups and received 11% of the survey votes in online engagement. This category was also repeatedly discussed at community meetings, the PAG meeting, and the Board meeting. Conversations on Public Health typically focused on truckrelated strategies. Participants at community meetings were interested in reducing truck traffic in neighborhoods and reducing emissions. PAG members were interested in these strategies but noted potential difficulties in implementing them. Board members were particularly interested in electric vehicle infrastructure and briefly discussed the issue of truck traffic as truck-generating uses continue to develop along the Parkway. Aside from trucking, urban greening was also a strategy that received support across most engagement events. It was the top Public Health strategy at pop-ups and was strongly supported by a member of the WCCTC Board.

Safety
Safety was the third most popular category in strategy voting at pop-ups and received support from 23% of the survey respondents in online engagement. The Board stated that Safety is a priority category, as they echoed the same concerns as the public regarding speeding and other dangerous driving behavior along Richmond Parkway. Two strategies that stood out in online engagement and pop-up events were speed reduction measures and monitoring of high-risk intersections. The Board discussed methods of enforcing these strategies, specifically installation of cameras and other automated methods. A WCCTAC Director also highlighted the importance of the Emergency Vehicle Preemption strategy. Members at the Iron Triangle community meeting shared concerns of personal safety due to criminal activity and requested improved lighting, which was also a popular comment at the community meeting in Parchester Village and pop-ups.

Maintenance
Maintenance was the second most popular category at pop-up events and received 15% of the votes in the online survey. Recurring strategies that received the most support was implementation of cross-jurisdictional management programs for roadway maintenance and the Bay Trail. Discouraging illegal dumping received a substantial amount of support at pop-ups and there were multiple open comments from the participants asking for continued maintenance of the roadway and abandoned buildings on and near the Parkway. Maintenance, particularly roadway maintenance, received significant support at community meetings. A WCCTAC Director 1664
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also shared that the illegal dumping was a strong concern due to how costly it is and would like stronger enforcement to discourage this.

Walking and Biking
Walking and Biking was the fourth most popular category at pop-up events and received votes from 27% of the online survey respondents. PAG members strongly supported this category as they expressed how uncomfortable it is for pedestrians and bicyclists on Richmond Parkway and the Bay Trail. They asked for improved walking and biking infrastructure and suggested that City of Richmond’s newly launched e-bike bikeshare program could be incorporated. The strategies that received the most votes across all engagement events included upgrades to on-street facilities and the Bay Trail as well as the Wildcat Creek Trail overpass. While the Wildcat Creek Trail overpass received a lot of support from the public, the Board expressed concerns over its cost and thus preferred the signalized crossing improvements strategy instead.

Transit
The Transit category did not appear to be a priority category based on limited input and discussion via online engagement, pop-ups, and community meetings. However, the transit strategy to improve bicycling and walking access to the Richmond Parkway Transit Center received support from pop-up engagements and a member of the WCCTAC Board. The strategy to improve bus stop comfort was another transit strategy that received support from pop-up and online engagement.

Driving and Goods Movement
While engagement participants did discuss the impacts of trucks at pop-ups and Community Meetings (e.g. neighborhood emissions, pavement quality, etc.), strategies that support the movement of trucks and vehicles under the Driving and Goods Movement category received limited input from most engagement events. However, the Board discussed this topic at length.

Coordinating traffic signals was a strategy that received consistent support across all engagement events and the WCCTAC Board provided some feedback how to implement this strategy.

Redesigning the merge at the intersection of Richmond Parkway with Castro Street received some support in pop-ups and online engagement. The strategy to add carpool lanes in areas of high congestion was also supported by a WCCTAC Director, but the Board discussed the difficulties of enforcing these lanes.
1665

APPENDIX B
Separated Bikeway
35% Design Concept for
Northern Segment of
Richmond Parkway

RICHMOND PARKWAY TRANSPORTATION PLAN
1666

RICHMOND PARKWAY TRANSPORTATION PLAN
Richmond Parkway 35% Plans
Key Improvement Types
The following treatments are detailed in the 35% plan set and will be critical for project success on the corridor.

Separated bike lanes will be elevated to the
sidewalk level and feature new landscaping
and/or bioretention opportunities in the buffer.

Raised driveways at private intersections
will provide a continuous, flat surface
for pedestrians and cyclists.

Bioretention facilities may be
installed in the roadway buffers or
landscaping. The next design phase will
determine appropriate treatments.

Protected intersections at major intersections
will slow right-turning vehicle speeds and give
bicyclists a head start in crossing the street.

These will be combined with protected rightturn signal phasing for vehicles to enhance safety for cyclists and pedestrians by separating
them in time from conflicting vehicle traffic.

Bus boarding islands separate waiting
riders from the separated bike lane,
which is routed behind the island to
reduce bike/pedestrian conflicts.

Carrall Street, Vancouver, Canada
Walnut Avenue, Fremont
El Portal Drive, San Pablo
Webster Street,
Alameda
Walnut Avenue,
Fremont
Telegraph Avenue, Oakland
1667
Richmond Parkway
San Pablo Avenue to Fitzgerald Drive
Bikeway Concept Plan
Sheet 1 of 4
1:40
CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONAL
DETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED.
1668
CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONAL
DETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED.
1:40
1:40
Richmond Parkway
San Pablo Avenue to Fitzgerald Drive
Bikeway Concept Plan
Sheet 2 of 4
1669
CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONAL
DETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED.
1:40
1:40
Richmond Parkway
San Pablo Avenue to Fitzgerald Drive
Bikeway Concept Plan
Sheet 3 of 4
1670
CONCEPTUAL - NOT FOR CONSTRUCTION. ADDITIONAL
DETAILED ANALYSIS AND ENGINEERING DESIGN REQUIRED.
1:40
Richmond Parkway
San Pablo Avenue to Fitzgerald Drive
Bikeway Concept Plan
Sheet 4 of 4
1671

APPENDIX C
Existing Funding Sources
for Priority Strategies

RICHMOND PARKWAY TRANSPORTATION PLAN
1672
1 of 3
Appendix C: Existing Funding Sources for Priority Strategies ID
Program Funding
Source WB-1: Upgrade bikeways and
connect sidewalk gaps
WB-4: On-street Wildcat Creek
Trail Crossing
DG-5: Upgrade and coordinate
traffic signals
S-1: Safety improvements at
intersections
S-3: Reduce Speeding
M-2: Implement a Roadway
Pavement and Maintenance
Program
PH-1: Implement new truck
routes
PH-2: Trees and Green
Infrastructure
PH-3: Prohibit truck parking
and idling in neighborhoods
T-6: Improve access to the
Richmond Parkway Transit
Center
Administering
Agency Type Administering Agency
Programming
Authority Eligible Applicants Purpose and Eligibility Website Maximum Amount Available 1 Strengthening Mobility
and Revolutionizing
Transportation Grants
SMART 1 Federal Office of Secretary
USDOT
Infrastructure
Investment and Jobs
Act (IIJA)
State, Cities, Counties, MPO,
public transit agency/authority,
public toll authority
Demonstration Projects Utilizing Innovative Technology to Improve Transportation Efficiency and Safety. In general, a Strengthening Mobility and Revolutionizing Transportation grant may be used to carry out a project that demonstrates at least one of the following: Coordinate Automation Connected Vehicles; Intelligent, sensor-based infrastructure; Systems integration; Commerce delivery and logistics; Leveraging use of innovative aviation technology; Smart grid; Smart technology traffic signals. https://www.whitehouse.gov/wpcontent/uploads/2022/05/BUILDI NG-A-BETTER-AMERICAV2.pdf#page=65
https://www.transportation.gov/s
ites/dot.gov/files/2024-
05/SMART%20FY24%20St %201
Max award for each stage are -
Stage 1: $2M; Stage 2: $15M
2 RAISE Grant RAISE 1 1 1 1 Federal Office of Secretary USDOT
U.S. Department of
Transportation
Cities, Counties, transit
operators, public agency,
special district or public
authority with a transportation
function or multijurisdictional
group of entities that are
separately eligible
Road, rail, transit and port projects that promise to achieve national objectives. Projects should leverage development and help to build and repair critical pieces of our freight and passenger transportation networks. Eligible projects for RAISE grants are:

Relevant capital projects include but are not limited to: highway, bridge, or other road projects; public transportation projects; passenger and freight rail transportation projects; port infrastructure investments; intermodal projects; and any other surface transportation infrastructure project that the Secretary considers to be necessary to advance the goals of the program.

Planning projects which include planning, preparation, or design (for example - environmental analysis, equity analysis, community engagement, feasibility studies, benefit cost analysis (BCA), and other pre-construction activities) of eligible surface transportation capital projects that will not result in construction with RAISE FY 2024 funding.
https://www.transportation.gov/R
AISEgrants
https://www.transportation.gov/s
ites/dot.gov/files/2024-
02/FY%202024%20RAISE%20NOF
O%20Amendment%201.pdf
Max award for capital and planning grants:
$25M
3 Active Transportation
Program
ATP 1 1 1 State Caltrans Senate Bill 99,
California Assembly
Bill 101
Local, regional, or state
agencies, Caltrans, Transit
Agencies, Natural Resources or
Public Land Agencies, schools,
tribal governments, nonprofits,
any other entity with oversight
of transportation/recreational
trails
Funds safe routes to to school, pedestrian, bicycle, and trail projects. Disadvantaged communities must receive at least 25 percent of the program's funding. California Transportation Commission oversees guidelines and programming. https://dot.ca.gov/programs/localassistance/fed-and-stateprograms/active-transportationprogramTotal Funding Available in Cycle 7 = $568M made up of Federal, State SB1, and State
Highway Account (SHA) funding
No specific maximum amount provided.

Minimum request is $250,000. The Program
anticipates application for Large projects
with total project cost of greater than $10M,
Medium projects between $3.5M to $10M, etc.
4 Urban Greening Grant 1 State CA Natural Resources
Agency
Cap and Trade City, county, special district,
nonprofit org, or agency/entity
formed pursuant to the Joint
Exercise of Powers Act
The Program supports the development of green infrastructure projects that reduce GHG emissions and provide multiple benefits. Must include at least one of the following:
• Sequester and store carbon by planting trees
• Reduce building energy use by strategically planting trees to shade buildings • Reduce commute vehicle miles traveled by constructing bicycle paths, bicycle lanes or pedestrian facilities that provide safe routes for travel between residences, workplaces, commercial centers, and schools.

Gives priority to, projects that are located within and benefit the State’s disadvantaged communities and those communities facing the most significant threat from extreme heat. https://resources.ca.gov/grants/ur
ban-greening/
No max or min grant amounts. 80% of
awarded funds to disadvantaged and low
income communities (AB 1550)
Approx. $47.5M available in 2021.
5 Clean Transportation
Incentives (various
programs including
Electric Bicycle
Incentives Project)
1 1 1 State CARB California Air
Resources Board
varies by program; but previous
investments suggest largely
state agencies
Annual budget appropriation guided by the priorities in the Cap and Trade Auction Proceeds Investment Plan
• Facilitate greenhouse gas reductions
• Benefit priority populations
• Maximize health, environmental, economic co-benefits
• Continue investments in existing programs
• Provide funding certainty over multiple years when possible • Support job training and apprenticeship opportunities https://ww2.arb.ca.gov/ourwork/programs/low-carbontransportation-investments-andair-quality-improvementprogram/low-1Varies by program 6 Transformative Climate
Communities
TCC 1 1 1 State Strategic Growth Council
and CA Department of
Conservation
Greenhouse Gas
Reduction Fund
(GGRF)
CBOs, local governments,
nonprofit orgs, philanthropic
orgs/foundations, faith-based
orgs, coalitions or associations
of nonprofits, community dev
finance institutions, community
dev corporations, joint powers
authority, CA native american
tribes
The Program funds community-led development and infrastructure projects that achieve major environmental, health, and economic benefits in California’s most disadvantaged communities. (California Climate Investments)
Eligible Types:
• Bicycle and pedestrian facilities
• Bike share programs (However must be part of a larger placebased strategy) http://www.sgc.ca.gov/programs/
tcc/
Based on Round 5 TCC Program included 3
grant types: 1) implementation grants could
be requested for up to $29.5M, 2) project
development grants could be requested up to
$5M, and 3) planning grants could be
requested up to $300,000.
1673
Appendix B: Existing Funding Sources 2 of 3
ID
Program Funding
Source WB-1: Upgrade bikeways and
connect sidewalk gaps
WB-4: On-street Wildcat Creek
Trail Crossing
DG-5: Upgrade and coordinate
traffic signals
S-1: Safety improvements at
intersections
S-3: Reduce Speeding
M-2: Implement a Roadway
Pavement and Maintenance
Program
PH-1: Implement new truck
routes
PH-2: Trees and Green
Infrastructure
PH-3: Prohibit truck parking
and idling in neighborhoods
T-6: Improve access to the
Richmond Parkway Transit
Center
Administering
Agency Type Administering Agency
Programming
Authority Eligible Applicants Purpose and Eligibility Website Maximum Amount Available 7 Sustainable
Transportation Equity
Project
STEP 1 1 1 1 State CARB Greenhouse Gas
Reduction Fund
(GGRF)
Lead applicants: CBO, tribal
governments, local
governments, school
Sub applicants: CBOs,
consultants, higher education
institutions, joint powers
authorities, local governments,
non-profits, philanthropic
orgs/foundations, private
companies, schools, small
businesses transit agencies,
tribal govs, utilities and
community choice aggregators,
other public agencies
Planning and capacity building grants. Funding is intended to help low-income and disadvantaged communities identify residents’ transportation needs and prepare to implement clean transportation and land use projects. The Program makes $20 million available for 1-3 implementation block grants to fund clean transportation and land use projects in disadvantaged communities. Funded projects will work together to increase community residents’ access to key destinations so they can get where they need to go without the use of a personal vehicle.

Eligible Types:
• Bike or pedestrian facilities
• Active Transportation Plan
• Safe Routes to School Plan
• Capacity Building (NI Programs– education, engagement, demo projects, campaigns) • Publicly-accessible bike parking, storage, and repair infrastructure (e.g., bike racks, bike lockers, bike repair kiosks)
• New walkways that improve mobility/access/safety of pedestrians (non-motorized users) • Street crossing enhancements, including accessible pedestrian signals https://ww2.arb.ca.gov/lcti-step Max available for each grant type - Planning and Capacity Building grant max:
$750,000
CMIS and STEP grant: $15M
8 Highway Safety
Improvement Program
HSIP 1 1 1 State Caltrans Local Assistance Caltrans local public agency that owns, operates and maintains public
roadways in CA, includes city,
county or tribal government
The Program funds work on any public road or publicly owned bicycle or pedestrian pathway or trail, or on tribal lands for general use of tribal members, that improves the safety for its users. Project maximum funding- $10M. Solicitation varies from annually to semi-annually
Eligible Types:
• Safety projects on Bike facilities
• Safety projects on Ped facilities
https://dot.ca.gov/programs/localassistance/fed-and-stateprograms/highway-safetyimprovement-program https://dot.ca.gov/-/media/dotmedia/programs/localassistance/documents/lapg/g09.p Max amount an agency can review varies by
calls-for-projects, but Cycle 12 max is $10M.
9 Low Carbon Transit
Operations Program
(LCTOP) LCTOP
1 State Caltrans Greenhouse Gas
Reduction Fund
(GGRF)
transit operators and
transportation planning
agencies
Operating and capital assistance for transit agencies to reduce GHG emissions and improve mobility with a priority on serving disadvantaged communities; new or expanded intermodal transit facilities; operational expenditures that increase transit mode share. http://www.dot.ca.gov/drmt/splct
op.html
Varies depending on auction proceeds
10 Local Partnership
Program (LPP) Formula
& Competitive
Programs
LPP 1 1 1 1 1 State CTC State Senate Bill 1 CCTA, Cities (Jurisdictions with voter approved taxes, tolls, or
fees, which are dedicated solely
to transportation improvements
or that have imposed fees,
including uniform developer
fees, which are dedicated solely
to transportation
improvements.)
Improvements to state highways, transit facilities and local roads; acquisition, retrofit or rehab of rolling stock, buses or other transit equipment including facilities; improvements to bicycle and pedestrian safety; environmental mitigation projects, soundwalls, road maintenance, and rehabilitation projects.

The primary objective of this program is to provide funding to counties, cities, districts, and regional transportation agencies in which voters have approved fees or taxes dedicated solely to transportation improvements or that have imposed fees, including uniform developer fees, dedicated solely to transportation improvements. Improve aging Infrastructure, Road Conditions, Active Transportation, Transit and rail, Health and Safety Benefits.
https://catc.ca.gov/programs/sb1/
local-partnership-program
Competitive Program funding request has
maximum of $25M per project nomination.

The 2022 Local Partnership Program will
include two years of programming with $400
million in funds ($40 million formulaic
incentive funding set aside; $216 million via
Formulaic; and $144 million via Competitive)
covering Fiscal Years 2023-24 and 2024-25.
11 One Bay Area Grant
Program - Regional and
County
OBAG 3 1 1 1 1 1 1 Regional MTC, CCTA Federal Highway
Administration
cities, counties, transit agencies,
federally-recognized Tribal
governments, and CTAs
Maintain MTC's commitments to regional transportation priorities while also advancing the Bay Area's land-use and housing goals. Contra Costa County is focusing efforts on around encouraging active transportation like bicycling and walking, supporting safe routes to schools, implementing complete streets, and upgrading the countywide traffic signal system to "smarter" signals that can prioritize transit and emergency vehicles and hlep improve safety for people walking/biking at intersections. https://mtc.ca.gov/funding/federa
l-funding/federal-highwayadministration-grants/one-bayarea-grant-obag-3 https://ccta.net/planning/one-bayarea-grant-3/
Total available for Contra Costa County:
$47.3 million between 2023-2026
12 Transportation
Development Act
Article 3
TDA 3 1 1 1 1 Regional MTC, Contra Costa
County
Transportation
Development Act
(TDA)
Cities, counties 2% of County TDA funds are set aside for bicycle and pedestrian projects through Article 3.

MTC oversees program. Funding is allocated by formula according to population in each jurisdiction, and jurisdictions may spend funds or roll them over to a future year. Some counties competitively select projects, while other counties distribute the funds to jurisdictions based on population. Each County determines program of projects through review process. Each local jurisdiction receive funds that can roll over to accomplish local priorities.

Amount varies by jurisdiction based on
formula
13 Regional
Transportation
Improvement Program
RTIP 1 1 1 Regional MTC, CCTA State Transportation
Improvement Program
(STIP)
transit operators, cities,
counties
The STIP is the biennial five-year plan adopted by the Commission for future allocations of certain state transportation funds for state highway improvements, intercity rail, and regional highway and transit improvements. Local agencies should work through their Regional Transportation Planning Agency (RTPA), County Transportation Commission, or Metropolitan Planning Organization (MPO), as appropriate, to nominate projects for inclusion in the STIP.
https://mtc.ca.gov/tags/rtip Individual project limit not found. 2025 TIP awarded total of $345M for 49 projects in
Contra Costa County. Countywide Smart
Signals is one TIP project with a cost of $30M.
14 Transportation Fund
for Clean Air
TFCA 1 1 1 Regional BAAQMD, CCTA BAAQMD Clean Air
Plan
Public agencies, CCTA
subregions
Funds eligible projects that reduce on-road motor vehicle emissions http://www.baaqmd.gov/fundingand-incentives/publicagencies/regional-fund https://www.alamedactc.org/fund
ing/fund-sources/transportationfund-for-clean-air/
For the TFCA 40% Fund Policy, WCCTC is
allocated 22.2% of the Program, and CCTA
annually distributes $1.5M in total, giving a
maximum allocation of $333,000 to WCCTC.

For the remaining 60%, each public agency
may be awarded up to total award of
$5,500,000 per agency per fiscal year.
15a
Regional Measure 3 -
Safe Routes to Transit
and Bay Trail Program
RM3 -
SR2TBT
1 1 1
Regional MTC, BATA RM3
City, County, transit agencies,
school districts, community
colleges and universities
Improve bicycle and pedestrian access on and near the region’s toll bridges connecting to rail transit stations and ferry terminals. Access improvements include sidewalks, bike paths, traffic signal improvements, clearer signage and secure bicycle parking. The improvements will be funded via an increase in bridge tolls on all Bay Area toll bridges except the Golden Gate Bridge.
https://mtc.ca.gov/funding/reg
ional-funding/regionalmeasure-3
https://planbayarea.org/sites/
default/files/meetings/attach
Per expenditure plan,
$150M available for Bay Trail/Safe Routes to
Transit over 3 cycles.
15b
Regional Measure 3 -
Goods Movement and
Mitigation
RM3
1 1
Regional MTC, ACTC RM3
City, County, countywide
transportation agencies, rail
operators, and the Port of
Oakland
Reduce traffic congestion and improve transportation options throughout the SF Bay Area's state-owned toll bridge corridors. The improvements will be funded via an increase in bridge tolls on all Bay Area toll bridges except the Golden Gate Bridge. Eligible projects include, but are not limited to, improvements in the County of Alameda to enable more goods to be shipped by rail, access improvements on Interstate 580, Interstate 80, and Interstate 880, and improved access to the Port of Oakland. https://mtc.ca.gov/funding/reg
ional-funding/regionalmeasure-3
https://leginfo.legislature.ca.g
ov/faces/codes_displaySection
.xhtml?lawCode=SHC&section
Per expenditure plan,
$160M for Goods Movement and Mitigation
1674
Appendix B: Existing Funding Sources 3 of 3
ID
Program Funding
Source WB-1: Upgrade bikeways and
connect sidewalk gaps
WB-4: On-street Wildcat Creek
Trail Crossing
DG-5: Upgrade and coordinate
traffic signals
S-1: Safety improvements at
intersections
S-3: Reduce Speeding
M-2: Implement a Roadway
Pavement and Maintenance
Program
PH-1: Implement new truck
routes
PH-2: Trees and Green
Infrastructure
PH-3: Prohibit truck parking
and idling in neighborhoods
T-6: Improve access to the
Richmond Parkway Transit
Center
Administering
Agency Type Administering Agency
Programming
Authority Eligible Applicants Purpose and Eligibility Website Maximum Amount Available 15c Regional Measure 3 -
Corridor-specific
Projects
RM3
1 1 1
Regional MTC MTC BATA, CCTA
Richmond-San Rafael Bridge Access Improvements. Fund eastbound and westbound improvements in the Richmond-San Rafael Bridge corridor, including westbound access and operational improvements in the vicinity of the toll plaza east of the bridge in Contra Costa County, and Richmond Parkway interchange improvements. https://mtc.ca.gov/funding/reg
ional-funding/regionalmeasure-3
$75M for projects in Contra Costa County
16 Innovative
Deployments to
Enhance Arterials
through Transit Signal
Priority (IDEA TSP)
1 Regional MTC MTC cities, counties, and transit
agencies; multi-jurisdictional
partnerships will receive priority
This Call for Technical Assistance dedicates $2 million to further the project-readiness of conceptual Transit Priority Projects by developing them into shovel-ready projects that would be more competitive for capital implementation funding. MTC’s has over $20 million reserved for near-term capital Transit Priority projects through its BusAID (Bus Accelerated Infrastructure Delivery) and IDEA programs, and anticipates funding opportunities in the future.
https://abag.ca.gov/technicalassistance/idea-tsp-transit-signalpriority#:~:text=The%20Innovative %20Deployments%20to%20Enha
nce,transit%20faster%20and%20
more%20reliable.

Maximum award of $1M
17 Measure J Programs 1 1 1 1 1 Regional CCTA CCTA Contra Costa County Subregions Richmond Parkway is allocated $16 million as one of the Capital Improvement Projects in Measure J's Expenditure Plan. The objective/reason for this allocation is detailed as follows:

Upgrade the Richmond Parkway to facilitate transfer of ownership to the California Department of Transportation, including potential intersection and interchange upgrades, and/or provide funds to maintain the roadway. The Richmond Parkway is the priority project for this funding; however, funds not expended for this project may be reprogrammed at the City of Richmond’s request for Richmond ferry service. https://ccta.net/aboutus/funding/
https://ccta.net/wpcontent/uploads/2018/10/5297b12
1d5964.pdf
Allocated $16M in total
23 Promoting Resilient
Operations for
Transformative,
Efficient
PROTECT 1 Federal FHWA Infrastructure
Investment and Jobs
Act (IIJA)
States, MPOs, local
governments, special districts or
public authorities with a
transportation function tribal
Formula funding to states to support planning, resilience improvements, community resilience and evacuation routes, and at-risk coastal
infrastructure. Includes transit, highways, and certain port projects. Additional competitive funding available
https://www.whitehouse.gov/wpcontent/uploads/2022/05/BUILDI NG-A-BETTER-AMERICAV2 pdf#page=272
No max grant amount but expected
distrbution of up to $7.3B total over 2022-
2026.
32 Reconnecting
Communities Grant
Program
RCP 1 1 Federal FHWA Infrastructure
Investment and Jobs
Act (IIJA)
States, units of local
government, Tribal
governments, Metropolitan
Planning Organizations, and
non profit organizations
The purpose of the RCP Program is to reconnect communities by removing, retrofitting, or mitigating transportation facilities, like highways or rail lines, that create barriers to community connectivity, including to mobility, access, or economic development. The program funds planning and capital construction to address infrastructure barriers, reconnect communities and improve peoples’ lives
https://www.transportation.gov/r
econnecting
$150 million for planning, $457 million for
construction in FY24
33 Advanced
Transportation
Technologies and
Innovative Mobility
Deployment
ATTAIN 1 Federal FHWA Infrastructure
Investment and Jobs
Act (IIJA)
State Governments; Local
Governments; Planning and
Project Organizations; Academic
and Research Institutions; U.S.

Territories
Provides funding to deploy, install, and operate advanced transportation technologies to improve safety, mobility, efficiency, system performance, intermodal connectivity, and infrastructure return on investment.
https://www.transportation.gov/r
ural/grant-toolkit/advancedtransportation-technologies-andinnovative-mobility-deployment $12 million
34 Active Transportation
Infrastructure
Investment Program
ATIIP 1 1 1 1 Federal FHWA Infrastructure
Investment and Jobs
Act (IIJA)
State Governments; Local
Governments; Federally
Recognized Tribes and Affiliated
Groups; Planning and Project
Organizations; U.S. Territories
ATIIP projects will help improve the safety, efficiency, and reliability of active transportation networks and communities; improve connectivity between active transportation modes and public transportation; enhance the resiliency of on- and off-road active transportation infrastructure; help protect the environment; and improve quality of life in disadvantaged communities through the delivery of connected active transportation networks and expanded mobility opportunities
https://www.transportation.gov/r
ural/grant-toolkit/activetransportation-infrastructureinvestment-program-atiip $15 million
1675

APPENDIX D
Priority Strategy Cost
Estimates

RICHMOND PARKWAY TRANSPORTATION PLAN
1676

UNIT UNIT COST

QUANTITY
PER 100 LF
COST
PER 100 LF
COST

PER MILE
Clear and Grubbing SF $ 3 1600 $ 4,800 $ 253,440
Irrigation LS $ 10,000 1 $ 10,000 $ 528,000
Shrub Planting - 5 Gal. EA $ 50 28 $ 1,400 $ 73,920
Tree Planting - 15 Gal. EA $ 250 25 $ 6,250 $ 330,000
Mulch SF $ 1 1600 $ 1,600 $ 84,480

GRAND TOTAL
$ 1,270,000
$ 2,900,000
Assumptions

DESCRIPTION QUANTITCOST/SF COST/LF COST/MILE

BIORETENTION BASIN
(4') 4 $180 $720 $3,258,514
$3,258,514
$ 7,430,000
STRATEGY PH-2 - TREE PLANTING AND LANDSCAPING (NON-BIORETENTION) 2024 CONSTRUCTION COST
2030 TOTAL COST WITH GENERAL COST FACTORS (3)

2. Topsoil not included.

1. Labor is included in the cost of plant materials.

4. Assume all plants will be hand watered within an establishment period of one year with maintenance and monitoring by others.

3. Assume approximately 16 ft planting width.

5. Assume that after a one year establishment period, plants will be drought tolerant native plants with no irrigation requirements.

STRATEGY PH-2 - BIORETENTION WITH LANDSCAPING
2030 TOTAL COST WITH GENERAL COST FACTORS (3)
2024 CONSTRUCTION COST
APPENDIX D: Priority Strategy Cost Estimates
1677
Richmond ParkwayTransportation Plan
Engineer's Estimate ofProbable Construction Costs
Strategy S-1
Location
I80 WB ramp/Blume Dr/Richmond Parkway
I580 WB ramps & Castro Street
I80 HOV off-ramp & Richmond Pkwy
I80 EB ramp & Richmond Pkwy/Fitzgerald Dr
Mills Street & Castro Street
Castro Street & Richmond Lane
Hensley Street & Castro Street
W Ohio Avenue/Garrard Street & Richmond Pa
MacDonald Avenue & Richmond Parkway
W Barrett Avenue & Richmond Parkway
Hensley Street & Richmond Parkway
Gertrude Avenue & Richmond Parkway
Pittsburgh Avenue & Richmond Parkway
Parr Boulevard & Richmond Parkway
Goodrick Ave & Richmond Parkway
Hilltop Drive & Richmond Parkway
Atlas Rd & Richmond Parkway
San Pablo Ave & Richmond Parkway
Lakeside Drive & Richmond Parkway
Bella Vista & Richmond Parkway
Canal Blvd & I580 WB ramps
Canal Blvd & I580 EB ramps
Castro St/Standard Ave & Chevron Wy I580 EB
TOTAL
Proposed High
Vis Crosswalks
(per Crossing)
Proposed
Directional
Ramps (per
Each)
Proposed
PPB (per
Intersection)
Proposed
Reflective
Backplates
(per
Proposed
Bike Video
Detection
(per
Proposed
Ped Scale
Lighting (per
Intersection)
Proposed
Ped
Countdown
Signal (per
Straighten
Crosswalks
(per
Crosswalk)
Tighten
Curb Radii
(per corner)
Raised
Crosswalks
(per Each)
Porkchop
Island with
Raised
Crosswalk
Major Bike
Intersection
Improvements
(per
Minor Bike
Intersection
Improvements
(per
Enforce
RightTurn Only
Lane (per
NRTOR
(per
Intersect
ion)
Protected RightTurn Phase (per
Intersection)
Median Refuge
Islands (per
Intersection) TOTAL
$47,374 $109,324 $39,858 $0 $113,879 $207,259 $0 $0 $0 $49,218 $0 $0 $0 $0 $0 $77,438 $84,270 $728,619 $47,374 $127,544 $19,929 $0 $113,879 $207,259 $0 $0 $271,031 $49,218 $91,354 $0 $0 $0 $0 $0 $84,270 $1,011,858 $0 $0 $0 $14,576 $0 $0 $13,665 $0 $0 $0 $0 $0 $0 $0 $9,110 $0 $0 $37,352 $0 $0 $0 $0 $0 $207,259 $13,665 $0 $0 $49,218 $0 $0 $0 $0 $0 $77,438 $0 $347,581 $47,374 $145,765 $39,858 $14,576 $113,879 $207,259 $13,665 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $582,376 $47,374 $145,765 $39,858 $14,576 $113,879 $207,259 $13,665 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $582,376 $47,374 $145,765 $39,858 $14,576 $113,879 $207,259 $13,665 $0 $271,031 $0 $182,707 $0 $120,028 $0 $9,110 $0 $84,270 $1,249,523 $23,687 $127,544 $19,929 $14,576 $113,879 $207,259 $13,665 $0 $0 $0 $0 $0 $0 $0 $9,110 $77,438 $0 $607,087 $47,374 $145,765 $19,929 $14,576 $113,879 $207,259 $13,665 $0 $135,516 $0 $0 $0 $0 $0 $0 $77,438 $0 $775,400 $47,374 $145,765 $39,858 $14,576 $113,879 $207,259 $13,665 $0 $0 $0 $182,707 $0 $0 $0 $0 $77,438 $0 $842,520 $47,374 $145,765 $39,858 $14,576 $0 $207,259 $13,665 $0 $542,063 $0 $0 $0 $0 $0 $0 $77,438 $0 $1,087,997 $47,374 $145,765 $19,929 $14,576 $113,879 $207,259 $0 $0 $0 $0 $365,414 $0 $0 $120,711 $0 $77,438 $84,270 $1,196,615 $47,374 $109,324 $0 $14,576 $113,879 $207,259 $0 $0 $0 $0 $0 $0 $0 $120,711 $9,110 $0 $84,270 $706,504 $47,374 $127,544 $19,929 $14,576 $113,879 $207,259 $13,665 $0 $0 $0 $365,414 $0 $0 $120,711 $0 $0 $84,270 $1,114,622 $47,374 $145,765 $19,929 $14,576 $0 $207,259 $0 $0 $0 $0 $0 $2,751,765 $0 $0 $0 $0 $0 $3,186,668 $47,374 $145,765 $19,929 $14,576 $113,879 $207,259 $13,665 $0 $0 $0 $0 $2,751,765 $0 $0 $0 $77,438 $0 $3,391,650 $47,374 $145,765 $19,929 $14,576 $0 $207,259 $13,665 $0 $0 $0 $365,414 $0 $0 $0 $0 $77,438 $0 $891,420 $47,374 $182,206 $19,929 $14,576 $113,879 $207,259 $13,665 $0 $0 $0 $0 $2,751,765 $0 $0 $0 $77,438 $0 $3,428,091 $35,530 $109,324 $19,929 $14,576 $0 $207,259 $0 $0 $271,031 $0 $0 $0 $0 $0 $0 $77,438 $84,270 $819,357 $35,530 $109,324 $19,929 $14,576 $0 $207,259 $13,665 $0 $271,031 $0 $0 $0 $0 $0 $0 $0 $84,270 $755,585 $0 $163,985 $19,929 $0 $113,879 $207,259 $6,833 $0 $271,031 $0 $0 $0 $0 $0 $0 $0 $0 $782,916 $0 $163,985 $0 $14,576 $113,879 $207,259 $13,665 $0 $271,031 $0 $0 $0 $0 $0 $0 $0 $0 $784,397 $11,843 $36,441 $19,929 $0 $113,879 $207,259 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $389,351 $25,299,864

SUBTOTALS
APPENDIX D: Priority Strategy Cost Estimates
1678

QUANTITY UNIT COST TOTAL COST
Speed Feedback Signs 4 $5,000 $20,000
Speed Limit Signs 6 $700 $4,200

GRAND TOTAL
$ 24,200
$ 55,117
Assumptions

2. See General Cost Factors below.

General Cost Factors
Mobilization, Demobilization, Environmental Protection, Traffic Control 1.20 Engineering, Design, and Construction Management 1.20
Inflation 1.22
Contingency 1.30
TOTAL - Combined Cost Factor 2.28
2024 CONSTRUCTION COST
2030 TOTAL COST WITH GENERAL COST FACTORS (3)
STRATEGY S-2 - SPEED FEEDBACK AND LIMIT SIGNS

1. Speed Feedback Signs will be spaced about 5 miles apart and speed limit signs will be spaced about 3 miles apart.

APPENDIX D: Priority Strategy Cost Estimates
1679

DESCRIPTION QUANTITY AC AB COST/LF COST/MILE
ROADWAY (8" AC/23" AB) 48 2.64 7.084 $1,157 $6,110,016
BIKEWAY (3" AC/12" AB) 12 0.2475 0.924 $134 $710,028
$170 $100

DESCRIPTION QUANTITY COST/SF COST/LF COST/MILE
SIDEWALK (LF) 12 $30 $360 $1,900,800
BIORETENTION BASIN (4') 4 $180 $720 $3,258,514
PLANTER STRIP (4') 4 $25 $100 $603,429
CENTER PLANTER/MEDIAN 14 $25 $350 $1,848,000

DESCRIPTION QUANTITY COST/LF COST/MILE
RUMBLE STRIPS 4 $2 PER LF $8 $42,240
LANE STRIPING 6 $1 PER LF $6 $31,680
SD INLET RELOCATIONS 1 $10,000 PER EACH $15 $80,000
SD CXN TO EXISTING (15" RCP) 6 $530 PER LF $5 $25,440
HARDSCAPE BUFFER (2', AT EXISTING

BRIDGE)
2 $100 PER LF $200 $1,056,000
$366 $1,932,480
$834 $4,401,367
$988 $4,751,331
$2,251 $10,821,509
$1,253 $6,381,073
$2,853 $14,533,368
$206 $1,087,680
$469 $2,477,272
$2,856 $14,610,147
$6,504 $33,275,694
STRATEGY WB-1- ROADWAY TYPICAL SECTION COSTS
TOTAL, WITH GENERAL COST FACTORS*, 2030
TOTAL, 2024 CONSTRUCTION COST
CASES

TONS/LF

NEW SIDEWALKS

SECTION COMPONENTS
TOTAL, 2024 CONSTRUCTION COST
TOTAL, WITH GENERAL COST FACTORS*, 2030

NEW BIKEWAYS WITH PLANTERS
ONE SIDE FULL SECTION: TWO NEW LANES, BIKE LANE

WITH PLANTER, AND SIDEWALK
COST ($/TON)
COST

PAVEMENT

CONCRETE WITH GREEN ELEMENTS

OTHER ASSUMED COSTS
TOTAL, WITH GENERAL COST FACTORS*, 2030
TOTAL, 2024 CONSTRUCTION COST
TOTAL, WITH GENERAL COST FACTORS*, 2030
FULL SECTION - ALL NEW CONSTRUCTION INCLUDING TOTAL, 2024 CONSTRUCTION COST MEDIAN
SPECIAL CASE: EXISTING BRIDGE. HARDSCAPE SHARED

USE PATH BUFFER AND RESTRIPE
TOTAL, 2024 CONSTRUCTION COST
TOTAL, WITH GENERAL COST FACTORS*, 2030
TOTAL, WITH GENERAL COST FACTORS*, 2030 RANGE: $3M - $33M PER MILE (Median of $18M) APPENDIX D: Priority Strategy Cost Estimates
1680

1.20 Mobilization, Demobilization, Environmental Protection, Traffic Control

1.20 Engineering, Design, and Construction Management

1.22 Inflation

1.30 Contingency

2.28 TOTAL - Combined Cost Factor
C3 Estimates per mile
75 LF
396000 SF
15840 SF
4526 LF
6034 LF
Assumptions
Does not take into account ROW acquisitions or agency coordination.

Existing mulitiuse paths will remain and not be replaced.

LF of 4' nominal width of bioretention planter (3.5')
Remaining planter, non bioretention basin
Total Impervious of Cross Section
Total Impervious Area
4% = Required Area of Treatment
*General Cost Factors
APPENDIX D: Priority Strategy Cost Estimates
1681

UNIT QUANTITY UNIT COST TOTAL COST
MILLING (3" DEPTH) SY 510 $ 10 $ 5,100
HOT MIX ASPHALT TON 130 $ 170 $ 22,100
AGGREGATE BASE TON 80 $ 100 $ 8,000
GRADING CY 320 $ 80 $ 25,600
HOT MIX ASPHALT TON 60 $ 170 $ 10,200
AGGREGATE BASE TON 230 $ 100 $ 23,000

CONCRETE (SIDEWALKS, CURB & GUTTER, CURB RAMPS,
MEDIANS/PED ISLANDS, MEDIAN NOSES) SF 1700 $ 30 $ 51,000 CURB RAMPS (EACH, EXTRA COSTS, FORMWORK, DWS) EA 5 $ 5,000 $ 25,000 NEW SIGNAL (INCL. TRAFFIC SIGNALS, PED LIGHTED CROSS/STOP SIGNAGE, VIDEO DETECTION, EMS OVERRIDE, ETC.) LUMP SUM 1 $ 800,000 $ 800,000 HIGH VISIBILITY CROSSWALK LF 100 $ 100 $ 10,000
PAVEMENT MARKINGS LUMP SUM 1 $ 10,000 $ 10,000
FENCES LF 30 $ 100 $ 3,000
GATES EA 2 $ 3,000 $ 6,000
REMOVABLE BOLLARDS EA 4 $ 2,000 $ 8,000
ENVIRONMENTAL PROTECTION (~2% CONSTRUCTION COSTS) LUMP SUM 1 $ 21,000 $ 21,000 COORDINATION WITH EBRPD LUMP SUM 1 $ 100,000 $ 100,000
$ 1,122,900
$ 2,557,488
Assumptions

2. Trail section is 3" asphalt over 12" aggregate base.

3. See General Cost Factors below.

General Cost Factors
Mobilization, Demobilization, Environmental Protection, Traffic Control 1.20 Engineering, Design, and Construction Management 1.20
Inflation 1.22
Contingency 1.30
TOTAL - Combined Cost Factor 2.28

1. Road section is 4,600 sf of 3" mill and overlay, plus 500 sf of new roadway section, which is 8" asphalt over 23" aggregate base.

GRAND TOTAL
STRATEGY WB-2 - WILDCAT CREEK TRAIL CROSSING
2024 CONSTRUCTION COST
2030 TOTAL COST WITH GENERAL COST FACTORS (3)
NEW PAVEMENT - ROAD (1)
NEW PAVEMENT - TRAIL CONNECTIONS (2)

CONCRETE

ELECTRIC

STRIPING AND SIGNAGE

HARDSCAPE
OTHER
APPENDIX D: Priority Strategy Cost Estimates
1682
Number of Signalized intersections 23
Intersections without connected battery system 9
Intersections without central traffic connection 13
Intersections with GRIDSMART 4
Intersections without ped heads 15
Intersections without bike detection 16
Signal Strategy Component Cost per Intersection Total Cost Signal coordination $ 4,400 $ 101,200 Assumes consultant-pe Connected battery backup system $ 13,750 $ 123,750 Includes the battery, co Central signal management system $ 141,900 $ 1,844,700 Includes a new controll Signal hardware and software update $ 30,000 $ 690,000 Includes two cameras, Emergecy vehicle preemption/transit signal priority $ 200,000 Includes $100K for cent Adaptive traffic signal system $ 45,000 $ 855,000 Includes a new detectio Connected Vehicle Roadside Unit $ 5,000 $ 115,000 Includes RSU, cabling.

Subtotal - hardware and software $ 3,929,650
Design (15%) $ 589,448
Construction Management (10%) $ 392,965
Contingency (15%) $ 589,448
Grand Total $ 5,501,510
Richmond Parkway Transportation Plan
Strategy DG-1
APPENDIX D: Priority Strategy Cost Estimates
1683
Richmond Parkway Transportation Plan
Maintenance Cost Strategy M-1
Year StreetID Street Name SectionID From To Area (SY) Current PCI 2030 PCI Treatment PCI After Treatment 2024 Unit Cost ($/SY) 2024 Cost 2030 Unit Cost ($/SY) 2030 Cost 2030 RPKYEB RICHMOND PKWY EB 010 N/O CASTRO N/O REDWOOD 2,951 85 67 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 162,000 $ 70.00 $ 207,000 2030 RPKYEB RICHMOND PKWY EB 020 N/O REDWOOD N/O MILLS 6,490 55 37 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 594,000 $ 116.00 $ 753,000 2030 RPKYEB RICHMOND PKWY EB 030 N/O MILLS N/O GENERAL CHEMICAL ENTR 12,280 42 24 RECONSTRUCT SURFACE (AC) 100 $ 148.00 $ 1,817,000 $ 187.00 $ 2,296,000 2030 RPKYEB RICHMOND PKWY EB 040 N/O GENERAL CHEMICAL ENTR N/O HENSLEY 7,957 56 38 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 728,000 $ 116.00 $ 923,000 2030 RPKYEB RICHMOND PKWY EB 050 N/O HENSLEY 2,277' @ CASTRO MERGE 8,594 55 37 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 786,000 $ 116.00 $ 997,000 2030 RPKYEB RICHMOND PKWY EB 060 2,277' @ CASTRO MERGE N/O GERTRUDE 6,773 37 19 RECONSTRUCT SURFACE (AC) 100 $ 148.00 $ 1,002,000 $ 187.00 $ 1,267,000 2030 RPKYEB RICHMOND PKWY EB 080 CITY LIMIT @ 1400' W/O GOODRICK AVE W/O GOODRICK AVE 5,444 47 29 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 498,000 $ 116.00 $ 632,000 2030 RPKYEB RICHMOND PKWY EB 090 W/O GOODRICK W/O PKWY BRIDGE 8,089 60 42 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 740,000 $ 116.00 $ 938,000 2030 RPKYEB RICHMOND PKWY EB 100 W/O PKWY BRIDGE E/O PKWY BRIDGE 9,396 90 72 Do Nonthing - PCC $ - $ - $ - 2030 RPKYEB RICHMOND PKWY EB 110 E/O PKWY BRIDGE S/O HILLTOP 28,722 59 41 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 2,628,000 $ 116.00 $ 3,332,000 2030 RPKYEB RICHMOND PKWY EB 120 S/O HILLTOP S/O ATLAS 9,778 49 31 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 895,000 $ 116.00 $ 1,134,000 2030 RPKYEB RICHMOND PKWY EB 130 S/O ATLAS W/O SAN PABLO 7,233 41 23 RECONSTRUCT SURFACE (AC) 100 $ 148.00 $ 1,070,000 $ 187.00 $ 1,353,000 2030 RPKYEB RICHMOND PKWY EB 140 W/O SAN PABLO WIDTH CHANGE (630' E/O SAN PABLO) 2,660 91 73 SLURRY SEAL 79 $ 3.50 $ 9,000 $ 4.50 $ 12,000 2030 RPKYEB RICHMOND PKWY EB 150 WIDTH CHANGE (630' E/O SAN PABLO) E/O LAKESIDE 2,418 91 73 SLURRY SEAL 79 $ 3.50 $ 8,000 $ 4.50 $ 11,000 2030 RPKYEB RICHMOND PKWY EB 160C E/O LAKESIDE W/O BLUME 17,991 69 51 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 990,000 $ 70.00 $ 1,259,000 2030 RPKYWB RICHMOND PKWY WB 020C E/O SIERRA RIDGE E/O LAKSIDE DRIVE 10,550 69 51 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 580,000 $ 70.00 $ 739,000 2030 RPKYWB RICHMOND PKWY WB 040 E/O LAKESIDE DRIVE WIDTH CHANGE (630' E/O SAN PABLO) 2,342 46 28 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 214,000 $ 116.00 $ 272,000 2030 RPKYWB RICHMOND PKWY WB 050 WIDTH CHANGE (630' E/O SAN PABLO) W/O SAN PABLO 4,340 57 39 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 397,000 $ 116.00 $ 503,000 2030 RPKYWB RICHMOND PKWY WB 060 W/O SAN PABLO S/O ATLAS 7,233 50 32 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 662,000 $ 116.00 $ 839,000 2030 RPKYWB RICHMOND PKWY WB 070 S/O ATLAS S/O HILLTOP 8,800 47 29 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 805,000 $ 116.00 $ 1,021,000 2030 RPKYWB RICHMOND PKWY WB 080 S/O HILLTOP E/O PKWY BRIDGE 24,288 62 44 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 2,222,000 $ 116.00 $ 2,817,000 2030 RPKYWB RICHMOND PKWY WB 090 E/O PKWY BRIDGE W/O PKWY BRIDGE 9,396 90 72 Do Nonthing - PCC $ - $ - $ - 2030 RPKYWB RICHMOND PKWY WB 100 W/O PKWY BRIDGE W/O GOODRICK 8,089 44 26 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 740,000 $ 116.00 $ 938,000 2030 RPKYWB RICHMOND PKWY WB 110 W/O GOODRICK AVE CITY LIMIT @ 1500' W/O GOODRICK AVE 5,833 36 18 RECONSTRUCT SURFACE (AC) 100 $ 148.00 $ 863,000 $ 187.00 $ 1,091,000 2030 RPKYWB RICHMOND PKWY WB 140 N/O GERTRUDE 1,350' @ ROAD SPLIT 6,300 89 71 SLURRY SEAL 77 $ 3.50 $ 22,000 $ 4.50 $ 28,000 2030 RPKYWB RICHMOND PKWY WB 145 1,350' @ ROAD SPLIT N/O HENSLEY 8,178 50 32 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 748,000 $ 116.00 $ 949,000 2030 RPKYWB RICHMOND PKWY WB 150 N/O HENSLEY END PCC 3,025 82 64 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 166,000 $ 70.00 $ 212,000 2030 RPKYWB RICHMOND PKWY WB 155 END PCC PENNSYLVANIA 2,383 92 74 SLURRY SEAL 80 $ 3.50 $ 8,000 $ 4.50 $ 11,000 2030 RPKYWB RICHMOND PKWY WB 160 N/O GENERAL CHEMICAL ENTR N/O MILLS 11,169 20 2 RECONSTRUCT SURFACE (AC) 100 $ 148.00 $ 1,653,000 $ 187.00 $ 2,089,000 2030 RPKYWB RICHMOND PKWY WB 170 N/O MILLS 400 N/O REDWOOD 5,067 27 9 RECONSTRUCT SURFACE (AC) 100 $ 148.00 $ 750,000 $ 187.00 $ 948,000 2030 RPKYWB RICHMOND PKWY WB 180 400 N/O REDWOOD N/O REDWOOD 3,300 42 24 RECONSTRUCT SURFACE (AC) 100 $ 148.00 $ 488,000 $ 187.00 $ 617,000 2030 RPKYWB RICHMOND PKWY WB 190 N/O REDWOOD N/O CASTRO 3,504 3 0 RECONSTRUCT SURFACE (AC) 100 $ 148.00 $ 519,000 $ 187.00 $ 655,000 2030 GARRNB RICHMOND PKWY EB 010 W OHIO MACDONALD 8,462 86 68 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 465,000 $ 70.00 $ 592,000 2030 GARRNB RICHMOND PKWY EB 020 MACDONALD BARRETT 3,911 70 52 THIN OVERLAY W/DIGOUTS 100 $ 55.00 $ 215,000 $ 70.00 $ 274,000 2030 GARRNB RICHMOND PKWY EB 040 S/O BARRETT N/O PENNSYLVANIA / COP 7,076 61 43 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 647,000 $ 116.00 $ 821,000 2030 GARRSB RICHMOND PKWY WB 010 N/O PENNSYLVANIA S/O BARRETT 7,076 64 46 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 647,000 $ 116.00 $ 821,000 2030 GARRSB RICHMOND PKWY WB 020 BARRETT N/O MACDONALD 3,911 61 43 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 358,000 $ 116.00 $ 454,000 2030 GARRSB RICHMOND PKWY WB 040 MACDONALD W OHIO 8,462 52 34 THICK MILL AND OVERLAY W/DIGOUTS 100 $ 91.50 $ 774,000 $ 116.00 $ 982,000 2024 Total 25,870,000 $ 2030 Total 32,787,000 $
NCE 1/1 8/8/2024
Maintenance Cost Notes:1) The cost table attached shows the maintenance treatment and costs both in 2024 and 2030 (2030 based on when this project may actually be constructed) and assumes a 4% inflation rate.2) The treatments shown are based on the projected 2030 pavement condition index (PCI) with an assumed deterioration of 3 PCI points per year.3) Total costs include the section of Castro Street which was the former Richmond Parkway and is labeled as part of the Richmond Parkway in the City’s StreetSaver database. The sections of Castro are at the end of the spreadsheet and are separated by a darker line. If you wanted to take out these sections from the 2030 costs would be about $4 million less.

APPENDIX D: Priority Strategy Cost Estimates
1684

UNIT QUANTITY UNIT COST TOTAL COST
RETAINING WALLS LF 250 $ 600 $ 150,000
GRADING CY 370 $ 80 $ 29,600
HOT MIX ASPHALT TON 40 $ 170 $ 6,800
AGGREGATE BASE TON 150 $ 100 $ 15,000

CONCRETE (SIDEWALKS, CURB & GUTTER, CURB RAMPS,
MEDIANS/PED ISLANDS, MEDIAN NOSES) SF 2800 $ 40 $ 112,000 CONCRETE BUS PAD SF 1500 $ 60 $ 90,000
CURB RAMPS (EACH, EXTRA COSTS, FORMWORK, DWS) EA 2 $ 5,000 $ 10,000 PAVEMENT MARKINGS AND SIGNAGE LUMP SUM 1 $ 40,000 $ 40,000 DEMOLITION (GENERAL) SF 6600 $ 10 $ 66,000
BUS SHELTERS, BENCHES, ETC. LUMP SUM 1 $ 50,000 $ 50,000 $ 569,400
$ 1,296,851
Assumptions

1. See General Cost Factors below.

3. Trail section is 3" asphalt over 12" aggregate base.

4. Demolition (General) includes work to clear the site and remove roadway material and existing concrete improvements.

BIKE LOCKER PRODUCTS & SERVICES UNIT QUANTITY UNIT COST TOTAL COST EQUIPMENT 4 $ 9,880 $ 39,520
ACCESS HUB EQUIPMENT AND SERVICE 2 $ 1,995 $ 3,990
DELIVERY 1 $ 1,000 $ 1,000
INSTALLATION LOCKER SPACE 7 $ 375 $ 2,625
ANNUAL SERVICE AND OPERATIONS AGREEMENT YEAR 5 $ 840 $ 4,200 $ 51,335
$ 4,117
$ 55,452
$ 1,352,303
General Cost Factors
Mobilization, Demobilization, Environmental Protection, Traffic Control 1.20 Engineering, Design, and Construction Management 1.20
Inflation 1.22
TOTAL COST FOR STRATEGY T-1 - TRANSIT STRATEGY
STRATEGY T-1 - TRANSIT STRATEGY (Bike lockers)
STRATEGY T-1 - TRANSIT STRATEGY (Bus/Walking Improvements) 2024 CONSTRUCTION COST
2030 TOTAL COST WITH GENERAL COST FACTORS (3)

NEW PAVEMENT - SHARED USE PATH

CONCRETE

STRIPING AND SIGNAGE
OTHER

STRUCTURAL - RETAINING STRUCTURES

SUBTOTAL
2024 BIKE LOCKER INSTALLATION COST
TAX

2. Assume the retaining structures will be less than 4' tall.

GRAND TOTAL
Contingency 1.30
TOTAL - Combined Cost Factor 2.28
APPENDIX D: Priority Strategy Cost Estimates
1685

APPENDIX E
Overview of Regional
Influence

RICHMOND PARKWAY TRANSPORTATION PLAN
1686

RICHMOND PARKWAY TRANSPORTATION PLAN
Appendix E
Overview of Regional Influence
Richmond Parkway is an important
transportation corridor in the San Francisco
Bay Area with state and national significance
for commerce. The Parkway facilitates access
to the Port of Richmond, railroads, distribution
centers, and a multitude of other regional
utilities, establishing physical connections that
enable services well beyond the local area.

Key Connection Enabling Regional Economic Hubs and Services The Parkway links parts of Richmond
to I-580, I-80, and the Richmond-San
Rafael Bridge, providing crucial access
to regional destinations such as San
Francisco, San Rafael, Oakland, North
Richmond, unincorporated Contra Costa
County, and other parts of the East Bay.

Richmond Parkway provides direct access to
the Port of Richmond and regional-serving
warehouse distribution centers, facilitating
regional trade. The Port of Richmond ranks
#1 in liquid bulk and automobile tonnage
among the five ports on San Francisco
Bay, and in 2019 alone, trade totaled $9.51
billion for the five city-owned terminals
and ten privately-owned terminals.1 The
Port is also served by the two largest
transcontinental railroads, BNSF Railway
and Union Pacific, which hold a duopoly on
freight rail lines in the Western, Midwestern
and West South Central United States.

Other major employment hubs and
industrial sites that draw workers from
throughout the region and are accessed via
Richmond Parkway include the following:
• Richmond Chevron Refinery;
• UPS and Amazon distribution
centers near Point Pinole;
• Landfill and recycling yards,
which serve the region;
• Hazardous waste disposal plants;
• Water reclaim plants;
• West County Wastewater in North Richmond;
• Tow yards and tire recycling centers;
• Iron manufacturers;
• Building materials distribution centers;
• Large-scale construction
equipment rental centers; and
• Future developments, including over

1.2 million square feet of manufacturing
and warehouse space and 537,000
square feet of office space.

As a transportation backbone for these sites
and services, Richmond Parkway supports
significant vehicle and truck traffic that serves
not only the local area but the entire region,
state, and country. The Parkway carries
between 19,000 and 37,000 vehicles every
weekday, with 7% being truck traffic along the
corridor. The share of truck traffic is consistent
with larger arterials in the area, including San
Pablo Avenue. Truck traffic causes significant

1. California Association of Port Authorities, 2024, https://californiaports.org/ports/port-of-richmond/. 1687
wear to the road that requires consistent
proactive maintenance for pavement upkeep.

Despite the corridor’s wide-reaching
importance, maintenance responsibilities fall
solely on the City and County. The constant
flow of heavy trucks accelerates wear and
tear on the roadway, yet current maintenance
funding is insufficient to keep it at an
appropriate level of care. Without additional
support, the City and County face challenges in
meeting the maintenance needs to ensure the
Parkway remains reliable and safe for its users.

Originally intended to be constructed as a
Caltrans facility, the Parkway was developed
by local officials when the state did not
implement it. However, a lack of funds and
the urgency to build the Parkway sooner
rather than later has resulted in a facility
that would require hundreds of millions
of dollars to bring to a condition required
for Caltrans to adopt into its network.

Regional Multimodal Access and Public Health Effects
Walking and Biking
The Bay Trail, a 360 mile-long bicycle and
pedestrian trail that travels along the shoreline
of San Francisco Bay, partially travels along
Richmond Parkway. The corridor connects
to the Richmond-San Rafael (I-580) Bridge
path, the Richmond Greenway, and major
recreational destinations, including Point
Richmond, Point Pinole Regional Shoreline,
and Wildcat Canyon Regional Park. Existing
limited and poor east-west access points
should be enhanced to allow residents in and
around the Parkway better access to the Bay
Trail and regional recreational facilities.

Transit
Richmond Parkway provides a direct
connection to the Richmond Parkway Transit
Center and 11 transit routes stop on the
corridor. This access to public transit enhances
mobility for individuals without cars, as 9%
of households near the study corridor do
not own vehicles. Additionally, express bus
service to job centers along the corridor
significantly improves access to employment
opportunities for low-income residents and
Equity Priority Communities. Furthermore, the
Parkway facilitates access to the Richmond
Ferry and BART, further connecting residents
to vital regional transportation options and
enhancing overall mobility in the area.

Regional Public Health Effects
Given the industrial and goods movement
uses along Richmond Parkway, diesel PM
concentrations near the corridor range from

0.08 to 0.98 tons per year. This is greater than
78% of communities statewide. Exposure
to emissions contributes to public health
issues, including asthma, cardiovascular
disease, cancer, and low birth weight.2
The negative health impacts of these
emissions is exacerbated when trucks
avoid using the Parkway; the lack of timed
signals push trucks to take “cut through”
shortcuts through local neighborhoods for
more efficient routes. Coordinating signals
along the Parkway would dissuade this
behavior as well as reduce unsafe speeding
rooted in driver frustrations with signals,
improving health and safety for the region.

2. California Office of Health Hazard Assessment, 2021
1688

October 22, 2024
Community Development
DATE: November 19, 2024
TO: Mayor Martinez and Members of the City Council
FROM: Lina Velasco, Director of Community Development
Beatriz Guerrero, Transformative Climate Communities
(TCC) Project Coordinator
Matias Eusterbrock, TCC Associate Administrative
Analyst
Subject: Year 1 Annual Report on Richmond Rising
Transformative Climate Communities Grant
FINANCIAL IMPACT: n/a

PREVIOUS COUNCIL
ACTION:

June 21, 2022; August 23, 2023

STATEMENT OF THE
ISSUE:

In late 2022, the City was awarded a Transformative
Climate Communities (TCC) Implementation Grant by the
Strategic Growth Council for its Richmond Rising Project.

The 5-year project was kicked off in 2023. Staff is
providing the City Council and community a one-year
update on implementation of the Richmond Rising TCC
grant.

RECOMMENDED ACTION: RECEIVE a Presentation of the Year 1 Annual Report for Richmond Rising Transformative Climate Communities
Implementation Grant – Community Development
Department (Lina Velasco/Beatriz Guerrero Auna, TCC
Project Coordinator (510) 620-5450)
DISCUSSION:

On June 21, 2022, the City Council authorized an application for a Transformative Climate Communities (TCC) Round 4 Implementation Grant from the California Strategic Growth Council (SGC) for the Richmond Rising: Healthy, Connected, and Climate Strong project.

AGENDA
REPORT
1689

October 22, 2024
The City’s proposal included six Co-Applicants: Groundwork Richmond, GRID Alternatives, Rich City Rides, Trust for Public Land (TPL), UC Berkeley, and Urban Tilth.

As described in additional detail below, Richmond Rising includes specific projects, programs, and Transformative Plans which provide environmental, health, and economic benefits in the Iron Triangle, Santa Fe, and Coronado neighborhoods (Project Area) through the year July 2028, with a focus on the following areas:
 Transit access and mobility
 Solar installation, energy efficiency, appliance electrification  Water efficiency
 Urban greening and green infrastructure
 Health and well-being through parks and healthy food
On October 27, 2022, the Richmond Rising application was awarded a $35 million grant from SGC; the agreement between the City and SGC was executed on August 23, 2023. As part of the Grant Agreement, the Richmond Rising collective shall present an annual report to the City Council on the status of grant implementation. In fulfillment of this requirement, the following status report, as well as the attached slides and City Council presentation, provide an overview of the status of each Project and Plan (Attachment A).

PROJECT STATUS UPDATE:

In total, Richmond Rising partners have spent $2,245,492.87, with a remaining budget of $32,754,507.13 for the next 5 years. A summary of each project and status as of September 30, 2024 is below.

Grantee (Project Lead: City of Richmond)
Project Goals: As the Lead Grantee of the TCC Grant, the City is responsible for ensuring the Richmond Rising program is completed on-time and within budget to meet project goals. This responsibility includes project coordination, grant administration, and reporting to SGC.

Project Status: The Community Development Department has hired two fulltime, term-limited staff; these positions report to the Director of Community Development, who provides policy and management oversight. Six bi-monthly Richmond Rising invoices have been submitted to SGC on time and the City has received their reimbursement checks.

Total Budget: $693,675.66
Spent to-date: $214,646.21
Budget remaining: $479,029.45
Project 1: Neighborhood Complete Streets (Project Lead: City of Richmond) Project Goals: The Neighborhood Complete Streets project will install new bike lanes, pedestrian facilities, bus stop enhancements, streetscape improvements, street crossing enhancements, connections to the Yellow Brick Road and 1690

October 22, 2024
Harbour-8 community building and park, and traffic calming measures to ensure safe and accessible transportation infrastructure for all users.

Project Status: The City's Capital Improvement Program team has selected consultant CSW/ST2 for As-Needed Engineering Services to prepare the construction plans and is currently developing a phased construction plan in partnership with Richmond Wellness Trail to accomplish project goals and increase opportunities to receive additional State and Federal funding.

Total Budget: $5,181,173.15
Spent to-date: $9,752.89
Budget remaining: $5,171,420.26
Project 2: Richmond Wellness Trail (Project Lead: Trust for Public Land) Project Goals: This project will construct two miles of protected pedestrian and bicycling infrastructure along Marina Way South to connect the City's historic downtown, including the Richmond BART/Amtrak station, to the ferry terminal as well as urban green space and historic features along the San Francisco Bay Trail.

Project Status: Trust for Public Land selected a consultant team via Request for Proposals, completed a site walk of existing conditions with project partners and consultants, and is currently developing a phased construction plan in partnership with Neighborhood Complete Streets to accomplish project goals and increase opportunities to receive additional State and Federal funding.

Total Budget: $4,816,153.60
Spent to-date: $42,512.01
Budget remaining: $4,773,641.59
Project 3: Electric Bicycle Lending Library (Project Lead: Rich City Rides) Project Goals: The Electric Bicycle Lending Library (e-BLL) at Unity Park will offer free access to electric bicycles, as well as courses in safety, maintenance/repair, and community engagement.

Project Status: Rich City Rides has hired a Project Manager to foster community engagement and manage construction and operation of the e-BLL.

Rich City Rides presented the building design at a study session of the City’s Design Review Board (DRB)and obtained design approval; however, revisions are being evaluated to obtain LEED (Leadership in Energy and Environmental Design) certification.

Total Budget: $2,461,051.99
Spent to-date: $116,775.68
Budget remaining: $2,344,276.61
1691

October 22, 2024
Project 4: Resilient Homes (Project Lead: GRID Alternatives) Project Goals: This project will install 875 kilowatts (KW) worth of solar panels and energy efficiency upgrades free-of-charge for approximately 250 incomeeligible homes in the Project Area.

Project Status: GRID Alternatives has created a client pipeline of 41 resilient home energy services recipients, with 7 completed to date, and continues to build the pipeline via canvassing, informational workshops, joint mailings, and other outreach methods.

Total Budget: $6,966,695.91
Spent to-date: $334,046.56
Budget remaining: $6,632,649.35
Project 5: Basins of Relations (Project Lead: Urban Tilth) Project Goals: This program provides free water-saving technologies (e.g. greywater recycling, water conservation, drip irrigation systems) to Project Area residents, and offers professional skills development for young Richmond residents.

Project Status: Urban Tilth successfully hired a Water Conservation Project Manager, Community Engagement Manager, and Water Conservation apprentices (graduates of the 15-week training program). Fourteen (14) homes have received water conservation system installations.

Total Budget: $1,680,703.78
Spent to-date: $174,570.02
Budget remaining: $1,506,133.76
Project 6: Bosque del Barrio (Project Lead: Groundwork Richmond) Project Goals: This project will plant 1,000 drought tolerant/resistant trees in public and private properties in the Project Area.

Project Status: Groundwork Richmond has planted 59 trees in residential properties in the Project Area and continues to conduct regular canvassing of Project Area neighborhoods as well as coordinate with City staff to identify appropriate planting locations and ongoing maintenance responsibilities.

Total Budget: $1,088,012.75
Spent to-date: $102,596.45
Budget remaining: $985,416.30
1692

October 22, 2024
Project 7: ADA Garden (Project Lead: Urban Tilth)
Project Goals: This project will create an edible, pollinator-friendly garden in Unity Park that will be accessible for seniors and those with mobility challenges via large pathways, supportive rails, raised planters, and other design features.

Project Status: Urban Tilth has facilitated community workshops with anticipated users of the garden to identify key design features, has presented at a study sessions of the City’s Design Review Board, obtained design approval by the DRB, and has submitted plans for permit approval to begin construction in 2025.

Total Budget: $955,044.00
Spent to-date: $46,611.62
Budget remaining: $908,432.38
Project 8: Orchard for ALL! (Project Lead: Urban Tilth) Project Goals: This project will provide 2,000 free fruit trees to Project Area residents and will create an employment and training program to teach young Richmond residents how to properly plant and care for fruit trees. Excess fruit from these trees will be donated to Urban Tilth's free food distribution programs.

Project Status: Urban Tilth has distributed 327 trees to residents of the Project Area, has completed the first 6-week apprenticeship program (4 apprentices), and has begun to publish a quarterly newsletter with tree care instructions and other materials to fruit tree recipients.

Total Budget: $1,168,213.63
Spent to-date: $84,984.14
Budget remaining: $1,083,229.49
Project 9: Veggie RX (Project Lead: Urban Tilth)
Project Goals: In partnership with LifeLong Medical Care, this project prescribes fresh fruits and vegetables as preventative and restorative medicine, which are given free of charge to enrollees. This program also trains local residents to teach health- and climate-friendly diet workshops in the community.

Project Status: Urban Tilth and LifeLong Medical have distributed 2,692 produce bags to residents of the project area, developed and lead a training curriculum for the first cohort of Climate Health Promoters, facilitated 77 Health Education and Training (HEAT) medical groups for people with chronic health problems, and developed and began implementing a Train the Trainers Program for Community Health Conductors.

Total Budget: $3,238,872.00
Spent to-date: $397,306.52
Budget remaining: $2,841,565.48
1693

October 22, 2024
Project 10: e-Bike Share (Project Lead: City of Richmond) Project Goals: This project is providing e-Bike hubs serviced by Charleston Mobility in the Project Area, as well as discounted memberships for Project Area residents.

Project Status: Charleston Mobility has installed 8 bike hubs in the Project Area, conducted regular outreach to Project Area residents, and distributed over $22,000 of vouchers to residents.

Total Budget: $998,979.21
Spent to-date: $456,669.79
Budget remaining: $542,309.42
In addition to the Projects described above, Richmond Rising also includes the following Transformative Plans:

Community Engagement Plan (Project Lead: City of Richmond) Plan Goals: This Plan includes coordination of a monthly Collaborative Stakeholder Committee (CSC) as well as facilitation of a Youth Fellows Program in partnership with Rich City Rides. The CSC consists of all Project Leads as well as up to 6 community members who live, work, or learn in the Project Area.

Plan Status: TCC staff have hosted eight CSC meetings; the CSC drafted and adopted bylaws and appointed four community members to serve on the Committee. TCC Staff attended 19 community events to conduct program outreach and engagement. Rich City Rides has hired a Youth Fellows Program Manager, who is currently drafting curriculum and other materials for the Youth Fellows; recruitment for the first Youth Fellow cohort will begin in Fall 2024.

Total Budget: $2,565,980.96
Spent to-date: $116,600.14
Budget remaining: $2,449,432.59
Displacement Avoidance Plan (Project Lead: City of Richmond) Plan Goals: This Plan includes development and adoption of a Renter Access Ordinance, Community Land Trust policy, ADU toolkit, Buy Local Campaign, and Façade Improvement Pilot Program for businesses in the Project Area.

Plan Status: Community Development Department developed the Equitable Public Land Disposition Policy, which was adopted by the City Council. Economic Development Department has solicited consultants for a buy-local marketing campaign as well as a Small Business Beautification Pilot Program. An ADU Toolkit has been drafted, including pre-approved ADU plans. Input on the plans and Toolkit from an ADU townhall and outreach from City events.

Total Budget: $681,635.62
1694

October 22, 2024
Spent to-date: $119,464.36
Budget remaining: $562,171.26
Workforce Development and Economic Opportunities Plan (Project Lead: City of Richmond)
Plan Goals: This Plan will reduce barriers to clean-energy careers for Project Area residents through recruitment, development, and implementation of immersive training experiences.

Plan Status: The City of Richmond has hired a consultant, Glen Price Group, to develop a Place-Based Workforce Development Plan. RichmondBUILD has reserved 5 spaces of the 2024 cohort for Project Area residents. GRID Alternatives has hired a Solar Workforce Development Coordinator, finalized curriculum for solar installation training program, and hired a trainer to lead solar installation trainings.

Total Budget: $1,433,807.74
Spent to-date: $33,563.02
Budget remaining: $1,400,244.72
Indicator Tracking Plan (Project Lead: UC Berkeley)
Plan Goals: This Plan will document the outcomes and learnings of grant implementation, focusing on an evaluation of procedural and distributive equity as well as quantitative environmental measures.

Plan Status: UC Berkeley and the City of Richmond have hosted 2 workshops with all Project Partners to review indicators and data collection processes, and have finalized an Evaluation and Indicator Tracking Plan.

Total Budget: $1,070,000
Spent to-date: $ 401,250.00
Budget remaining: $668,750.00
SYNERGISTIC POLICIES:

The Richmond Rising project supports the implementation of several city goals and policies, including, but not limited to:
 Health in All Policies Strategy and Ordinance (adopted April 18, 2014)  Climate Action Plan (adopted October 25, 2016)
 Richmond Resilience Roadmap (adopted February 18, 2020) DOCUMENTS ATTACHED:

Attachment A – TCC Year 1 Annual Report Slides
1695

October 22, 2024
Community Development
DATE: November 19, 2024
TO: Mayor Martinez and Members of the City Council
FROM: Lina Velasco, Director of Community Development
Beatriz Guerrero, Transformative Climate Communities
(TCC) Project Coordinator
Matias Eusterbrock, TCC Associate Administrative
Analyst
Subject: Transformative Climate Communities Year 1 Annual Report 11.19.24.docx
FINANCIAL IMPACT: n/a

PREVIOUS COUNCIL
ACTION:

June 21, 2022; August 23, 2023

STATEMENT OF THE
ISSUE:

In late 2022, the City was awarded a Transformative
Climate Communities (TCC) Implementation Grant by the
Strategic Growth Council for its Richmond Rising Project.

The 5-year project was kicked off in 2023. Staff is
providing the City Council and community a one-year
update on implementation of the Richmond Rising TCC
grant.

RECOMMENDED ACTION: RECEIVE a Presentation of the Year 1 Annual Report for Richmond Rising Transformative Climate Communities
Implementation Grant – Community Development
Department (Lina Velasco/Beatriz Guerrero Auna, TCC
Project Coordinator (510) 620-5450)
DISCUSSION:

On June 21, 2022, the City Council authorized an application for a Transformative Climate Communities (TCC) Round 4 Implementation Grant from the California Strategic Growth Council (SGC) for the Richmond Rising: Healthy, Connected, and Climate Strong project.

AGENDA
REPORT
1696

October 22, 2024
The City’s proposal included six Co-Applicants: Groundwork Richmond, GRID Alternatives, Rich City Rides, Trust for Public Land (TPL), UC Berkeley, and Urban Tilth.

As described in additional detail below, Richmond Rising includes specific projects, programs, and Transformative Plans which provide environmental, health, and economic benefits in the Iron Triangle, Santa Fe, and Coronado neighborhoods (Project Area) through the year July 2028, with a focus on the following areas:
 Transit access and mobility
 Solar installation, energy efficiency, appliance electrification  Water efficiency
 Urban greening and green infrastructure
 Health and well-being through parks and healthy food
On October 27, 2022, the Richmond Rising application was awarded a $35 million grant from SGC; the agreement between the City and SGC was executed on August 23, 2023. As part of the Grant Agreement, the Richmond Rising collective shall present an annual report to the City Council on the status of grant implementation. In fulfillment of this requirement, the following status report, as well as the attached slides and City Council presentation, provide an overview of the status of each Project and Plan (Attachment A).

PROJECT STATUS UPDATE:

In total, Richmond Rising partners have spent $2,245,492.87, with a remaining budget of $32,754,507.13 for the next 5 years. A summary of each project and status as of September 30, 2024 is below.

Grantee (Project Lead: City of Richmond)
Project Goals: As the Lead Grantee of the TCC Grant, the City is responsible for ensuring the Richmond Rising program is completed on-time and within budget to meet project goals. This responsibility includes project coordination, grant administration, and reporting to SGC.

Project Status: The Community Development Department has hired two fulltime, term-limited staff; these positions report to the Director of Community Development, who provides policy and management oversight. Seven bi-monthly Richmond Rising invoices have been submitted to SGC on time and the City has received their reimbursement checks for 6 of them.

Total Budget: $693,675.66
Spent to-date: $214,646.21
Budget remaining: $479,029.45
Project 1: Neighborhood Complete Streets (Project Lead: City of Richmond) Project Goals: The Neighborhood Complete Streets project will install new bike lanes, pedestrian facilities, bus stop enhancements, streetscape improvements, street crossing enhancements, connections to the Yellow Brick Road and 1697

October 22, 2024
Harbour-8 community building and park, and traffic calming measures to ensure safe and accessible transportation infrastructure for all users.

Project Status: The City's Capital Improvement Program team has selected consultant CSW/ST2 for As-Needed Engineering Services to prepare the construction plans and is currently developing a phased construction plan in partnership with Richmond Wellness Trail to accomplish project goals and increase opportunities to receive additional State and Federal funding.

Total Budget: $5,181,173.15
Spent to-date: $9,752.89
Budget remaining: $5,171,420.26
Project 2: Richmond Wellness Trail (Project Lead: Trust for Public Land) Project Goals: This project will construct two miles of protected pedestrian and bicycling infrastructure along Marina Way South to connect the City's historic downtown, including the Richmond BART/Amtrak station, to the ferry terminal as well as urban green space and historic features along the San Francisco Bay Trail.

Project Status: Trust for Public Land selected a consultant team via Request for Proposals, completed a site walk of existing conditions with project partners and consultants, and is currently developing a phased construction plan in partnership with Neighborhood Complete Streets to accomplish project goals and increase opportunities to receive additional State and Federal funding.

Total Budget: $4,816,153.60
Spent to-date: $42,512.01
Budget remaining: $4,773,641.59
Project 3: Electric Bicycle Lending Library (Project Lead: Rich City Rides) Project Goals: The Electric Bicycle Lending Library (e-BLL) at Unity Park will offer free access to electric bicycles, as well as courses in safety, maintenance/repair, and community engagement.

Project Status: Rich City Rides has hired a Project Manager to foster community engagement and manage construction and operation of the e-BLL.

Rich City Rides presented the building design at a study session of the City’s Design Review Board (DRB) and obtained design approval. The City of Richmond recently received this project’s building permit application.

Total Budget: $2,461,051.99
Spent to-date: $116,775.68
Budget remaining: $2,344,276.61
1698

October 22, 2024
Project 4: Resilient Homes (Project Lead: GRID Alternatives) Project Goals: This project will install 875 kilowatts (KW) worth of solar panels and energy efficiency upgrades free-of-charge for approximately 250 incomeeligible homes in the Project Area.

Project Status: GRID Alternatives has created a client pipeline of 41 resilient home energy services recipients, with 7 completed to date, and continues to build the pipeline via canvassing, informational workshops, joint mailings, and other outreach methods.

Total Budget: $6,966,695.91
Spent to-date: $334,046.56
Budget remaining: $6,632,649.35
Project 5: Basins of Relations (Project Lead: Urban Tilth) Project Goals: This program provides free water-saving technologies (e.g. greywater recycling, water conservation, drip irrigation systems) to Project Area residents, and offers professional skills development for young Richmond residents.

Project Status: Urban Tilth successfully hired a Water Conservation Project Manager, Community Engagement Manager, and Water Conservation apprentices (graduates of the 15-week training program). Fourteen (14) homes have received water conservation system installations.

Total Budget: $1,680,703.78
Spent to-date: $174,570.02
Budget remaining: $1,506,133.76
Project 6: Bosque del Barrio (Project Lead: Groundwork Richmond) Project Goals: This project will plant 1,000 drought tolerant/resistant trees in public and private properties in the Project Area, including care and maintenance.

Project Status: Groundwork Richmond has planted 78 trees in residential properties in the Project Area and continues to conduct regular canvassing of Project Area neighborhoods as well as coordinate with City staff to identify appropriate planting locations and ongoing maintenance responsibilities.

Total Budget: $1,088,012.75
Spent to-date: $102,596.45
Budget remaining: $985,416.30
1699

October 22, 2024
Project 7: ADA Garden (Project Lead: Urban Tilth)
Project Goals: This project will create an edible, pollinator-friendly garden in Unity Park that will be accessible for seniors and those with mobility challenges via large pathways, supportive rails, raised planters, and other design features.

Project Status: Urban Tilth has facilitated community workshops with anticipated users of the garden to identify key design features, has presented at multiple study sessions of the City’s Design Review Board, obtained design approval by the DRB, and has submitted plans for permit approval to begin construction in 2025.

Total Budget: $955,044.00
Spent to-date: $46,611.62
Budget remaining: $908,432.38
Project 8: Orchard for ALL! (Project Lead: Urban Tilth) Project Goals: This project will provide 2,000 free fruit trees to Project Area residents and will create an employment and training program to teach young Richmond residents how to properly plant and care for fruit trees. Excess fruit from these trees will be donated to Urban Tilth's free food distribution programs.

Project Status: Urban Tilth has distributed 327 trees to residents of the Project Area, has completed the first 6-week apprenticeship program (4 apprentices), and has begun to publish a quarterly newsletter with tree care instructions and other materials to fruit tree recipients.

Total Budget: $1,168,213.63
Spent to-date: $84,984.14
Budget remaining: $1,083,229.49
Project 9: Veggie RX (Project Lead: Urban Tilth)
Project Goals: In partnership with LifeLong Medical Care, this project prescribes fresh fruits and vegetables as preventative and restorative medicine, which are given free of charge to enrollees. This program also trains local residents to teach health- and climate-friendly diet workshops in the community.

Project Status: Urban Tilth and LifeLong Medical have distributed 2,692 produce bags to residents of the project area, developed and lead a training curriculum for the first cohort of Climate Health Promoters, facilitated 77 Health Education and Training (HEAT) medical groups for people with chronic health problems, and developed and began implementing a Train the Trainers Program for Community Health Conductors.

Total Budget: $3,238,872.00
Spent to-date: $397,306.52
1700

October 22, 2024
Budget remaining: $2,841,565.48
Project 10: e-Bike Share (Project Lead: City of Richmond) Project Goals: This project is providing e-Bike hubs serviced by Charleston Mobility in the Project Area, as well as discounted memberships for Project Area residents.

Project Status: Charleston Mobility has installed 8 bike hubs in the Project Area, conducted regular outreach to Project Area residents, and distributed over $22,000 of vouchers to residents.

Total Budget: $998,979.21
Spent to-date: $456,669.79
Budget remaining: $542,309.42
In addition to the Projects described above, Richmond Rising also includes the following Transformative Plans:

Community Engagement Plan (Project Lead: City of Richmond) Plan Goals: This Plan includes coordination of a monthly Collaborative Stakeholder Committee (CSC) as well as facilitation of a Youth Fellows Program in partnership with Rich City Rides. The CSC consists of all Project Leads as well as up to 6 community members who live, work, or learn in the Project Area. The City and partners are conducting engagement during various community outreach events.

Plan Status: TCC staff have hosted ten CSC meetings; the CSC drafted and adopted bylaws and appointed four community members to serve on the Committee. TCC Staff and partners have engaged approximately 9,874 residents attended 19 community events to conduct program outreach and engagement.

Rich City Rides has hired a Youth Fellows Program Manager, who is currently drafting curriculum and other materials for the Youth Fellows; recruitment for the first Youth Fellow cohort will begin in Fall 2024.

Total Budget: $2,565,980.96
Spent to-date: $116,600.14
Budget remaining: $2,449,432.59
Displacement Avoidance Plan (Project Lead: City of Richmond) Plan Goals: This Plan includes development and adoption of a Renter Access Ordinance, Community Land Trust policy, ADU toolkit, Buy Local Campaign, and Façade Improvement Pilot Program for businesses in the Project Area.

Plan Status: Community Development Department developed the Equitable Public Land Disposition Policy, which was adopted by the City Council on March 19, 2023. Economic Development Department has solicited consultants for a buy-local 1701

October 22, 2024
marketing campaign as well as a Small Business Beautification Pilot Program. An ADU Toolkit has been drafted, including pre-approved ADU plans. Input on the plans and Toolkit from an ADU townhall and outreach from City events.

Total Budget: $681,635.62
Spent to-date: $119,464.36
Budget remaining: $562,171.26
Workforce Development and Economic Opportunities Plan (Project Lead: City of Richmond)
Plan Goals: This Plan will reduce barriers to clean-energy careers for Project Area residents through recruitment, development, and implementation of immersive training experiences.

Plan Status: The City of Richmond has hired a consultant, Glen Price Group, to develop a Place-Based Workforce Development Plan. RichmondBUILD has reserved 5 spaces of the 2024 cohort for Project Area residents. GRID Alternatives has hired a Solar Workforce Development Coordinator, finalized curriculum for solar installation training program, and hired a trainer to lead solar installation trainings.

Total Budget: $1,433,807.74
Spent to-date: $33,563.02
Budget remaining: $1,400,244.72
Indicator Tracking Plan (Project Lead: UC Berkeley)
Plan Goals: This Plan will document the outcomes and learnings of grant implementation, focusing on an evaluation of procedural and distributive equity as well as quantitative environmental measures.

Plan Status: UC Berkeley and the City of Richmond have hosted 2 workshops with all Project Partners to review indicators and data collection processes, and have finalized an Evaluation and Indicator Tracking Plan. The data collection tool was submitted and currently under review by Partners
Total Budget: $1,070,000
Spent to-date: $ 401,250.00
Budget remaining: $668,750.00
SYNERGISTIC POLICIES:

The Richmond Rising project supports the implementation of several city goals and policies, including, but not limited to:
 Health in All Policies Strategy and Ordinance (adopted April 18, 2014)  Climate Action Plan (adopted October 25, 2016)
1702

October 22, 2024
 Richmond Resilience Roadmap (adopted February 18, 2020) DOCUMENTS ATTACHED:

Attachment A – TCC Year 1 Annual Report Slides
1703
Richmond Rising
Annual Report
Richmond City Council
November 19, 2024
1704
• Introduction to Richmond Rising
• Project and Plan Status Updates
• Budget Spending Review
• Highlights and Lessons from Year 1
• Get Involved/Call to Action
Agenda
1 1705
I – Introduction to Richmond Rising
2 1706
Richmond
Health Equity
Partnership
2012
Richmond’s Investment in Health and
Climate
General Plan 2030
– Community
Health and
Wellness Element
2012
Health in
All Policies
Ordinance
2015
Climate
Action
Plan (CAP)
2016
Climate
Smart
Cities
Richmond
2016-17
Urban
Greening
Master Plan
2017
Richmond
Wellness
Trail Vision
Plan
2017
Richmond
Resilience
Roadmap
2019
Richmond
Wellness Trail
Phase 1
Complete
2022
Transformative
Climate
Communities
(TCC) – Richmond
Rising
2022
Implementation of
Richmond Rising
2023-28
SGC’s
Community
Resilience
Centers –
Harbour-8 Park
2024
3 1707
$35 million awarded to Richmond Rising in October 2022
by the California Strategic Growth Council to fund specific projects, programs, and transformative plans which provide environmental, health, and economic benefits in the Iron Triangle, Santa Fe, and Coronado neighborhoods (Project Area). Impacts from these programs will be evaluated by UC Berkeley Center for Global Healthy Cities.

Transformative Climate Communities (TCC) Program
In addition, Richmond Rising partners have committed over $17.5 million in leverage funding to implement Richmond Rising and other key projects in the Project Area
4 1708
The California Strategic Growth Council’s (SGC)
Transformative Climate Communities Program (TCC), administered in partnership with the California Department of Conservation, funds community-led development and infrastructure projects that achieve major environmental, health, and economic communities.

For more information, visit https://sgc.ca.gov/grant-programs/tcc/ Granting Agency
5 1709
Project Focus Areas
Active Transportation
Resilient Homes and
Landscapes
Health and Well-Being
Transformative Plans
Total Funding Allocation
36%
25%
18%
18%
6 1710
City of Richmond Context Map Richmond Rising Project Area 7 1711
Richmond Rising Partners
Lead Grantee
Community Partners
Grant Partners
Richmond Rising is supported by California Strategic Growth Council’s Transformative Climate Communities Program. 8 1712
Richmond Rising Staff
Beatriz Guerrero Auna
TCC Project Coordinator
Matias Eusterbrock
TCC Project Analyst
9 1713
Richmond Rising Timeline
Planning
Grant
2019
Resilience
Roadmap
2019
Round
3 Implementation
Application
2020
Round
4 Implementation
Application
2022
$35 million
grant
award
October 2022
Grant
Execution
August 2023
TCC
Coordinator
Hired
November 2023
TCC Analyst
Hired
February 2024
End of
Implementation
Period
July 2028
End of Evaluation
Period
March 2029
Year 1 August 2024
10 1714
Over the five years of the grant, the investments by Richmond Rising projects are expected to yield a variety of tangible deliverables and services for residents of the Project Area.

Expected Outcomes
11 1715
II – Project and Plan Status Updates
12 1716
Grantee
Project Goals: Ensure that implementation of TCC grant is completed on-time and within budget to meet project goals. This responsibility includes project coordination, grant administration, and reporting to SGC.

Total Budget: $693,675.66
 Total Spent To Date: $214,646.21
 Remaining Budget: $479,029.45
Key Accomplishments To Date:
 Community Development Department hired two full-time staff  Seven bi-monthly Richmond Rising invoices have been submitted to SGC on time (6 approved and reimbursed to date)
13 1717
Neighborhood Complete Streets
Project Goals: Install new bike lanes, pedestrian facilities, bus stop enhancements, streetscape improvements, street crossing enhancements, connections to the Yellow Brick Road and Harbour 8, and traffic calming measures to ensure safe and accessible transportation infrastructure for all users.

Total Budget: $5,181,173.15
 Total spent to date: $9,752.89
 Budget remaining: $5,171,420.26
Key Accomplishments To Date:
 Hired consultant CSW-ST2 for design services
 Developing a phased construction plan in partnership with Richmond Wellness Trail to accomplish project goals and increase opportunities to receive additional State and Federal funding 14 1718 Richmond Wellness Trail
Project Goals: Construct two miles of protected pedestrian and bicycling infrastructure along Marina Way South to connect the City's historic downtown and BART/Amtrak station to the ferry terminal and urban green space and historic features along the San Francisco Bay Trail.

Total Budget: $4,816,153.60
 Total spent to date: $42,512.01
 Budget remaining: $4,773,641.59
Key Accomplishments To Date:
 30% drawings completed by PlaceWorks submitted to TPL and City of Richmond 15 1719
Project Goals: Construct Electric Bicycle Lending Library (e-BLL) at Unity Park to offer free to electric bicycles, as well as courses in safety, maintenance/repair, and community engagement.

Total Budget: $2,461,051.99
 Spent to-date: $116,775.68
 Budget remaining: $2,344,276.61
Key Accomplishments To Date:
 Hired Project Manager and Outreach Program Manager
 Presented preliminary building designs at two Design Review Board study sessions
 Applied for building permit
e-Bike Lending Library
16 1720
Resilient Homes
Project Goals: Install 875 kilowatts worth of solar panels and energy efficiency upgrades freeof-charge for approximately 250 income-eligible homes in the Project Area.

Total Budget: $6,966,695.91
 Spent to-date: $334,046.56
 Budget remaining: $6,632,649.35
Key Accomplishments To Date:
 Created client pipeline of 41 resilient home energy services recipients  7 completed to date
 3 TCC clients were also served with solar battery storage  Conducted public workshops in partnership with City of Richmond to expand community understanding of GRID programs
17 1721
Basins of Relations
Project Goals: Install free water-saving technologies (e.g. greywater recycling, water conservation, drip irrigation systems) to Project Area residents, and offer professional skill development in the environmental sector for young Richmond residents.

Total Budget: $1,680,703.78
 Spent to-date: $174,570.02
 Budget remaining: $1,506,133.76
Key Accomplishments To Date
 Hired Water Conservation Project Manager, Community Engagement Manager, and Water Conservation apprentices (graduates of the 15-week training program)  14 homes have received water conservation system installations 18 1722
Project Goals: Plant 1,000 drought tolerant/resistant trees in public and private properties in the Project Area, including care and maintenance.

Total Budget: $1,088,012.75
 Spent to-date: $102,596.45
 Budget remaining: $985,416.30
Key Accomplishments To Date:
 Planted 78 trees in residential properties in the Project Area  Conduct regular canvassing of Project Area neighborhoods  Began coordination with City staff to identify planting locations and ongoing maintenance responsibilities
Bosque del Barrio
19 1723
Project Goals: Create edible, pollinator-friendly garden in Unity Park that will be accessible for seniors and those with mobility challenges via large pathways, supportive rails, raised planters, and other design features.

Total Budget: $955,044.00
 Spent to-date: $46,611.62
 Budget remaining: $908,432.38
Key Accomplishments To Date:
 Facilitated community workshops with anticipated garden users to identify key design features
 Presented at multiple study sessions of the Design Review Board  Submitted plans for permit approval to begin construction in 2025 ADA Accessible Garden
20 1724
Project Goals: Provide 2,000 free fruit trees to Project Area residents and create an employment and training program to teach young Richmond residents how to properly plant and care for fruit trees. Excess fruit from these trees will be donated to Urban Tilth's free food distribution programs.

Total Budget: $1,168,213.63
 Spent to-date: $84,984.14
 Budget remaining: $1,083,229.49
Key Accomplishments To Date:
 Distributed 327 trees to residents of the Project Area  Completed first 6-week apprenticeship program (4 apprentices)  Begun publishing a quarterly newsletter with tree care instructions and other materials to fruit tree recipients Orchard for ALL!
21 1725
Project Goals: In partnership with LifeLong Medical Care, prescribe fresh fruits and vegetables as preventative and restorative medicine, which are given free of charge to enrollees. This program also trains local residents to teach health- and climate-friendly diet workshops in the community.

Total Budget: $3,238,872.00
 Spent to-date: $397,306.52
 Budget remaining: $2,841,565.48
Key Accomplishments To Date:
 Distributed 2,692 produce bags to residents of the Project Area  Developed and lead a training curriculum for the first cohort of Climate Health Promoters  Facilitated 77 Health Education and Training (HEAT) medical groups for people with chronic health problems
 Developed and began implementing a Train the Trainers Program for Community Health Conductors.

Veggie Rx
22 1726
Project Goals: Install and maintain e-Bike hubs serviced by Charleston Mobility in the Project Area, as well as offer discounted memberships for Project Area residents.

Total Budget: $998,979.21
 Spent to-date: $456,669.79
 Budget remaining: $542,309.42
Project Status:
 Installed 8 bike hubs in the Project Area; continued maintenance of all hubs in City  Conducted regular outreach to Project Area residents
 Distributed over $22, 000 of vouchers to Project Area residents E-Bike Share
23 1727
Community Engagement Plan
Plan Goals: Coordinate monthly Collaborative Stakeholder Committee (CSC) as well as facilitate Youth Fellows Program in partnership with Rich City Rides. The CSC consists of all Project Leads as well as up to 6 community members who live, work, or learn in the Project Area.

Total Budget: $2,565,980.96
 Spent to-date: $116,600.14
 Budget remaining: $2,449,432.59
Key Accomplishments To Date:
 Engaged approximately 9,874 residents.
 Hosted 10 CSC meetings
 adopted bylaws
 appointed five community members
 Attended 19 community events for program outreach
24  Rich City Rides hired a Youth Fellows Program Manager 1728 Plan Goals: Development and adoption of a Renter Access Ordinance, Community Land Trust policy, ADU toolkit, Buy Local Campaign, and Façade Improvement Pilot Program for businesses in the Project Area.

Total Budget: $681,635.62
 Spent to-date: $119,464.36
 Budget remaining: $562,171.26
Key Accomplishments To Date:
 Developed the Equitable Public Land Disposition Policy, which was adopted by the City Council on March 19, 2023
 Solicitation for consultants for buy-local marketing campaign and Small Business Beautification Pilot Program
 Drafted ADU Toolkit, including input from an ADU townhall and outreach during other City events
Displacement Avoidance Plan
25 1729
Plan Goals: Reduce barriers to clean-energy careers for Project Area residents through recruitment, development, and implementation of immersive training experiences.

Total Budget: $1,433,807.74
 Spent to-date: $33,563.02
 Budget remaining: $1,400,244.72
Key Accomplishments To Date:
 Glen Price Group drafting Place-Based Workforce Development Plan  RichmondBUILD has reserved 5 spaces of the 2024 cohort for Project Area residents  GRID Alternatives
 Hired a Solar Workforce Development Coordinator
 Finalized curriculum for solar installation training program  Hired a trainer to lead solar installation trainings
Workforce Development and Economic
Opportunity Plan (WDEOP)
26 1730
Plan Goals: This Plan will document the outcomes and learnings of grant implementation, focusing on an evaluation of procedural and distributive equity as well as quantitative environmental measures.

Total Budget: $1,070,000
 Spent to-date: $ 401,250.00
 Budget remaining: $668,750.00
Key Accomplishments To Date:
 Hosted 2 workshops with all Project Partners to review indicators and data collection processes
 Finalized an Evaluation and Indicator Tracking Plan
 Submitted data collection tool; currently under review by Partners Indicator Tracking Plan
27 1731
III – Budget Spending Review
28 1732
Project Focus Areas
Active Transportation
Resilient Homes and
Landscapes
Health and Well-Being
Transformative Plans
Total % Budget Spent
31%
5%
18%
2%
38%
0% 1%
5%
46%
5%
10% 9%
5%
7%
12%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
29 Projects Percent of Budget Spent in Year 1
1733
IV – How to Get Involved
30 1734
Working with Richmond Rising
• richmondrisingca.org/paid-opportunities/
Monthly Collaborative Stakeholder Committee (CSC)
– everyone welcome!
• First Wednesday of every month @Nevin Community Center (hybrid on Zoom) • Free Spanish interpretation, food, and childcare provided at every meeting • Eligible to serve on CSC: community members who live, work, or study in the neighborhoods of Iron Triangle, Santa Fe, or Coronado
• $50 stipend for each meeting attended
31 1735
Visit our website
 richmondrisingca.org
Follow us on social media
 Facebook: Richmond Rising
 X/Twitter: @RichmondRising
Sign up for our listserv
How to Get Involved
33 1736
Tell a Friend or Neighbor!
34 1737
Adam Boisvert
Alejandro Castelan
Alex Arias
Alexandra Shade
Alice Bruno
Amanda Leonis
Amanda Tsang
Ambessa Cantave
Andrew Wizig
Annie Youngerman
Arleide Santos
Arthur Bart-Williams
Atchison Village
Avery Stark
Avinesh Nadan
Bailey Ward
Beatriz Guerrero Auna
Bruno Lara
Caroline Cochran
Cher Lor-Arce
Chinue Fields
Chito Floriano
Chynell Freeman
Colin Martin
Coronado Neighborhood Council
Curtis Rice
Cyrus Gangei
Daphne Miller
David Touwsma
Gabino Arredondo
Gabriela Zacarias Lopez
Hector Rojas
Helen Ma
Hillal Hamdan
Hope Lattell
I Kuan Choi
Irma Peralta
Iron Triangle Neighborhood Council
Jason Corburn
Jesse Jones
Jessica Celi
Jessie Maran
Jill Mercurio
Joeceline Garcia
Josef Munoz
Juana Hernandez
Judith Rocha
Julia Estrada
Julie Sinai
Kaitlyn Quackenbush
Kristi Ellerbroek
Kyle Lam
LaShonda White
Leticia Oregon
Lina Velasco
Lisette Castillo
Lizeht Zepeda
Lorena Castillo
Lori Reese-Brown
Lucinda Bazile
Maggie Choi
Manish Mohla
Marcia Vallier
Matias Eusterbrock
Mayeli Rico
Michelle Nochisaki
Montserrat Abril Gonzales
Najari Smith
Nanci Andrade
Nathan Bickart
NURVE
Patrick McKenzie
Pete Srivarom
Phil Hallstedt
Rachel Jacobson
Rhonda Jackson
Richard Lee
Esteffany Casas
Robert Armijo
Robert Stevens
Salma Berumen
Samantha Carr
Santa Fe Neighborhood Council
Sarah Calderon
Šárka Volejníková
Scott Wolland
Sharon Sand
Shasa Curl
Smita Dey
Soco Montore
Solwazi Allah
Spence Koehler
Tamara Walker
Terence Wu
Teresa Shepard
Tomasa Espinoza
Toody Maher
Travis Gok
Valerie Li
Wendy Wellbrock
And a huge thank you to everyone involved in this project, including:
35 1738
Thank You!
36 1739
End of October 22, 2024 Presentation
See below for Additional Highlights and Lessons
37 1740
V – Highlights and Lessons: Year 1
(August 2023-September 2024)
38 1741
Grantee – City of Richmond
Ensure Projects and Plans are completed on-time and within budget, including:
• Support Partners in decision making and other key programmatic tasks • Review of key deliverables
• Payment Partner Invoices
• Submit Invoices, Progress Reports, and all project deliverables to Strategic Growth Council Project Leads
Beatriz Guerrero – Project Coordinator, City of Richmond Matias Eusterbrock – Project Analyst, City of Richmond
Project Overview
39 1742
Highlights & Accomplishments
• Executed contracts and agreements with the Strategic Growth Council and all 6 Project Partners
• Hired TCC Coordinator and TCC Analyst
• Submitted 6 progress reports and invoices successfully • Coordinated and hosted five Collaborative Stakeholder Committee (CSC) meetings.
• Successfully recruited 5 CSC community members
• All meetings are hybrid, include live interpretation, free food, and childcare, and are recorded in English and Spanish
• Developed relationships with Iron Triangle, Coronado, and Santa Fe neighborhood councils, as well as Atchison Village
40 1743
Key Learnings
• Developing thorough templates for Project
Partners to create and submit deliverables
regularly, in collaboration with Partners, has
been very helpful.
• Utilizing a comprehensive data management
system (Airtable) helps ensure deadlines and
reporting are easily tracked.
• Setting up regular meetings with Partners has
been essential to remain updated on projects
and identify and coordinate on opportunities
ahead of time
41 1744
• Continue to:
• Facilitate CSC meetings, including recruitment of
community members
• Process and submit invoices and reimbursement
requests in a timely manner
• Collaborate with partners to anticipate, understand,
and address potential roadblocks, including funding
gaps and technical challenges
Upcoming
42 1745
Neighborhood Complete Streets – City of Richmond
Construct bicycle and pedestrian upgrades along Ohio Avenue and Harbour Way, including:

Project Overview
• new bike lanes
• pedestrian facilities
• bus stop enhancements
• streetscape improvements
• street crossing
enhancements
Project Leads
Josef Munoz - Project Manager, Public Works Department
Jessie Maran - Project Manager & Lead Civil Design, (CSW-ST2) 43 1746
Highlights & Accomplishments
• Selected a design consultant team.
• Project kick-off followed by Scope/Budget/Schedule
alignment.
• Design of Living Preview, in partnership with Pogo Park 44 1747
Key Learnings
• Importance of conservative budgeting for contingencies in the initial scoping phase
• Thorough validation of scoping, budget, and schedule
assumptions early in the project aligns expectations among project partners.
45 1748
• Confirm community outreach strategy, including
partner roles
• Initiate conceptual design
• Confirm budget and approach to resolving
any gaps
• Host Townhall
Upcoming
46 1749
Richmond Wellness Trail – Trust for Public Land
Construct bike and pedestrian upgrades along Marina Way South to connect Richmond downtown Bart station to the San Francisco Bay Trail, Ferry Terminal, and urban green spaces.

Project Leads
Terence Wu – Parks for People Project Manager, Trust for Public Land Annie Youngerman – Senior Program Manager, Trust for Public Land Project Overview
47 1750
Highlights & Accomplishments
• Released a Request for
Proposal (RFP) and
selected a consultant
team.
• Project kick-off meeting
• Site walk of existing
conditions with project
partners and consultant
team.
48 1751
Key Learnings
• Setting realistic Readiness Deliverables deadline based on permitting and design timeline.
• Complete extension request for Readiness Deliverables. • Populate internal project calendar
for engagement opportunities.
• Identify budget gaps earlier in the process
49 1752
Action Items
• Complete extension request for Readiness Deliverables. • Populate internal project calendar for
engagement opportunities
• Identify budget gaps
• Host Townhall
Upcoming
50 1753
E-Bike Lending Library – Rich City Rides
Build structure at Unity Park to offer free access to electric bicycles, as well as courses in safety, maintenance/repair, and community engagement.

Project Leads
Najari Smith – Executive Director, Rich City Rides
Mayeli Rico – Project Manager, Rich City Rides
Jill Mercurio – Construction Manager, Mercurio Engineering Project Overview
51 1754
Highlights & Accomplishments
• Drafted designs of library structure, including review at two Design Review Board meetings
• Hiring project manager, architect, designer, and outreach coordinator
• Active presentation of the planned building and programs at community events; maintained continuous dialogue with the community to ensure the project aligns with their expectations 52 1755
Key Learnings
• Adaptable program and budgeting is very helpful to help accommodate unforeseen obstacles
• Hiring an architect early on in the process helps foresee and address design and construction requirements
• Documenting experiences helps provide key learnings for future grantmaking 53 1756
• Continue to develop e-Bike Lending Library design that is LEED certified
• Receive approval from DRB
• Submit completed plans for permit review and approval • Bid contract for construction
• Finalize development and begin rollout of Volunteer,
Training, Maintenance (VTM) ownership program and other programs
Upcoming
54 1757
Resilient Homes – GRID Alternatives and MCE
Install 875 kilowatts (KW) worth of solar panels and energy efficiency upgrades (e.g. appliance upgrades) in approximately 250 homes in the Project Area.

Project Leads
Ambessa Cantave – TCC Program Manager, GRID Alternatives Alejando Castelan – Customer Programs Manager, MCE Clean Energy Project Overview
55 1758
Highlights & Accomplishments
• Created client pipeline of 41 resilient home energy services recipients/ 7 completed to date
• Created regular client care communications strategies inclusive of weekly and biweekly meetings with Subcontractors and internal stakeholders to monitor and improve processes for delivering top notch services for community residents enrolled in TCC programs
• Established multiple outreach streams inclusive of informational workshops, joint mailings, bi-weekly canvassing efforts and phone banking to attract clients • Produced a collaborative workshop with City of Richmond • Participated in 3 outreach events sponsored by fellow Richmond Rising organizations to promote TCC
• Collaborated with City of Richmond and Strategic Growth Council to revise TCC Grant Administration Guidelines
56 1759
Key Learnings
• Identifying suitable housing stock for solar upgrades, particularly older homes that may not be structurally prepared for modern solar technology
• Ensuring that necessary costs for prerequisite home upgrades are including in the grant writing process
• Researching current program models to discover potential barriers to TCC deliverables, including contractual agreements with partners and third-party stakeholders 57 1760
• Continued outreach and engagement to residents and owners in the Project Area • Coordinating on outreach with City of Richmond to increase awareness and trust in the program
Upcoming
58 1761
Basins of Relations – Urban Tilth
• Install water-saving technologies (e.g., greywater recycling, water conservation, drip irrigation systems) for Project Area residents • Train young Richmond residents in professional environmental skills • Increase community resilience and food security in the face of drought and climate change, as well as lower water bill costs for residents.

Project Leads
Nathan Bickart – Program Director, Urban Tilth
Cyrus Gangei – Water Conservation Project Manager, Urban Tilth Cheryl Lopez – Community Engagement Manager, Urban Tilth Project Overview
59 1762
Highlights & Accomplishments
• Successfully implemented our 15-week Basins of Relations Training program in Fall 2023 with 100% apprentice
graduation rate.
• Featured new curriculum on greywater system installation, green stormwater infrastructure, and water conservation.
• Hired a new Water Conservation Project
Manager, Community Engagement Manager, and Water
Conservation apprentices (graduates of the training
program).
• Hosted laundry-to-landscape greywater certification class in Feb-March 2024, in partnership with Greywater Action. • Developed protocols, best practices, outreach materials, and policies to support installation of water conservation systems for homeowners.
• Completed 13 water conservation system installations for Iron Triangle homeowners since March 2024. 60 1763
Key Learnings
• Challenging to find homeowners who are a good fit for greywater recycling systems (needs washing machine
in particular configuration, biodegradable soap, only workable for particular types of vegetation / crops).
• Drip irrigation systems tend to be more widely useful. • Space is limited at homeowner water-conservation installations, often only feasible to have 3-4 staff on site at once.
• Need for bilingual legal documents.
• Word of mouth often a good way to reach interested
homeowners- neighbors telling neighbors about the available resources- but there's a limit to geographic reach of this approach.
• Took some time to adjust to invoicing/documentation
requirements, but we feel we have a good workflow for
reporting/documentation now.
• Restrictions of TCC project area take some getting used to, unfortunate to have to turn non-project-area residents away. 61 1764
• 20 total Water conservation system installations by the end of 2024. • Next Training Program: Fall 2025
• Developing bilingual legal documents.
• Finding more homeowners interested/eligible for laundry-to-landscape greywater recycling installatio • Ensuring program resources are available to all members of Iron Triangle community.

Upcoming
62 1765
Bosque del Barrio – Groundwork Richmond
• Plant 1,000 drought tolerant trees in public and private residential parcels • Prioritize tree longevity, reduce the urban heat island effect, and replace dead/dying trees Project Leads
Lorena Castillo – Executive Director, Groundwork Richmond Colin Martin – Urban Forestry Manager, Groundwork Richmond Project Overview
63 1766
Highlights & Accomplishments
• Established our Community
Outreach plan and finalized our
Non-Residential/Residential
Pipeline Templates
• Selected South Side Park for our
tree planting event, Arbor Day
2024
• Planted 59 trees in the
designated planting
neighborhoods
• Completed 4 community
outreach events
• Attended 5 community
stakeholder meetings
64 1767
Key Learnings
• Data tracking, reporting, and invoicing is
repetitive and time consuming
• Working with a tight timeline and workbook
• Hire grant admin to support with reporting
and data tracking
• City staff is supportive and helpful
• Community partners are eager to
collaborate and work together on common
goals
• Groundwork needs to hire more staff to
support this project
• Allocate more funding for administrative
tasks
65 1768
• Coordinate volunteers for Arbor Day, Oct 19th 2024
• Continue to canvass in Sante Fe neighborhood to prepare for Arbor Day and South Side Park Tree Planting events in October
• Continue to plant residential street trees
• Continue to coordinate with City and other Project
Partners to plant trees on Non-Residential properties
Upcoming
66 1769
ADA Garden – Urban Tilth
Create edible, pollinator-friendly garden in Unity Park that will be accessible and communitybuilding for seniors and others with mobility challenges, via design features including:
• Large pathways
• Supportive rails
• Raised planters that allow wheelchairs to park underneath • Accessible water fountain
• Fulltime garden staff
Project Leads
Arleide Santos – Greenway Community Organizer, Urban Tilth Jill Mercurio – Construction Project Manager, Mercurio Engineering Chito Floriano – Director of Farm and Gardens, Urban Tilth Project Overview
67 1770
Highlights & Accomplishments
• Deep community engagement to understand accessibility needs • Garden design via iterative feedback with future users • Review and Approval at City's Design Review Board
68 1771
Key Learnings
• Engaging the community from the start was crucial.

Ongoing feedback helped the garden meet diverse needs
and fostered a sense of belonging.
• Collaborating with potential garden users, including
seniors and individuals with disabilities, was essential for understanding their needs and preferences.
• Regular and transparent communication with all
stakeholders kept everyone aligned on goals and
timelines. Consistent check-ins are essential.
• Planning for long-term maintenance is as important as the initial design. Clear maintenance strategies ensure
continued accessibility and usability.
69 1772
• Submit plans for permit review and
approval
• Submit the project for bidding a
consultant to construct
• Prepare for rollout of garden
programming in partnership with
future garden users
• Improving proposed budget
vs actuals internally to assess project
expenditures
Upcoming
70 1773
Orchard for ALL! – Urban Tilth
• Provide 2,000 free fruit trees to Project Area residents • Employment and training program to teach young Richmond residents how to properly plant and care for fruit trees
• Excess fruit will be donated to Urban Tilth's free food distribution programs.

Project Leads
Bruno Lara – Orchard for All! Project Manager , Urban Tilth Lisette Castillo – Gleaning Coordinator, Urban Tilth
Chito Floriano – Director of Farm and Gardens, Urban Tilth Project Overview
71 1774
Highlights & Accomplishments
• 327 Fruit Trees Distributed to the project area
• 6-week training program with 4 apprentice
graduates
• Published 2 Quarterly "Fruit Tree Lovers"
newsletter to free fruit tree recipients from the
project area
• Developed Operation and Maintenance Plans for
the project
72 1775
Key Learnings
• Revisiting the Outreach Plan to determine more
effective methods of dissemination of Orchard
for All! Project
• More canvassing efforts at schools and
community gathering locations like
churches, recreation centers, etc. in the project
area
• Recruitment of existing fruit trees in the project
area into the Orchard for All! Program
73 1776
• Publish 2 more quarterly newsletters
• Hire 1 graduate from the training
program for a part-time position on
the team
• Improving budget vs actuals
internally
to assess project expenditures
Upcoming
74 1777
Veggie RX – Urban Tilth
• Expand pilot program managed by Urban Tilth and anchored at LifeLong Medical Center to prescribe fresh fruits and vegetables as preventative and restorative medicine • Develop a Train-the-Trainer program to teach new LifeLong Residents and Community Health Workers about non-inflammatory and climate-friendly diets • Offering Climate Friendly Diet workshops and events known at community hubs in the Project Area
Project Leads
Chinue Fields – Director of HEAL Programs, Urban Tilth
Bailey Ward – VeggieRx Project Manager, Urban Tilth
Nanci Andrade – Program Manager, LifeLong Medical Care
Project Overview
75 1778
Highlights & Accomplishments
• 2,692 produce bags distributed
• Developed the Climate Health Promoters (CHP)
curriculum
• 1st CHP cohort: 27 participants
• Facilitated a total of 32 Spanish & 45 English
HEAT medical groups with 206 Spanish
speaking attendees & 318 English speaking
attendees
• Hired 2 Urban Tilth Community Health
Promoters
• 2x CalAIM VeggieRx enrollment increase
• 70% of produce is sourced within 100 miles
of Richmond
• 100% is sourced within 200 miles
• 80% of partner farmers are BIPOC 76 1779
Key Learnings
• Food is emotional!
• Provide space for individuals to explore and express that • Provide grant administration training for project leads • Incorporate more flexibility in wage budgets to
accommodate raises and cost of living adjustments over
time
• Project area has deep and passionate community ties that extend beyond the geographical borders
• There are many more barriers to making healthy food
choices than just access and education
• A collaborative outreach strategy is key
77 1780
• Prepare for the next Spanish-speaking Train the Trainer series (beginning October 12th) • Continue to use the streamlined financial reporting system that was recently approved and is working well.

Upcoming
78 1781
E-Bike Share – City of Richmond & Ride Today
Install and service electric bicycle hubs in the Project Area, including discounted memberships for Project Area residents
Project Leads
LaShonda White – Deputy City Manager of Community Services Hope Lattell – Senior Accountant, Community Services
Junne Garcia – Associate Administrative Analyst, Public Works Salma Berumen – Community Manager, Ride Today
Project Overview
79 1782
Highlights & Accomplishments
• Installed 8 bikes in the Project
Area (additional 7 hubs
throughout the City)
• Deployed 85 bikes throughout
City
• Conducted regular outreach at
community events in the Project
Area
• Distributed over $50,000 of
vouchers to Project Area residents
80 1783
Key Learnings
• Community engagement, in conjunction with providing free bike vouchers, can have a positive impact on vandalism to the electric bikes • Interdepartmental collaboration has been essential to effective project management
81 1784
• Continue to manage bikeshare program, including continued community engagement and fleet maintenance
• Explore opportunities for additional funding and partnerships Upcoming
82 1785
Community Engagement Plan – City of Richmond & Rich City Rides • Coordinate monthly Collaborative Stakeholder Committee (CSC) • CSC consists of all Project Leads as well as up to 6 community members who live, work, or study in the Project Area • Facilitate Youth Fellows Program for Project Area youth aged 16-24, in partnership with Rich City Rides
• Organize and attend regular community engagement events to increase awareness of Richmond Rising
Project Leads
Gaby Zacarias Lopez – Youth Fellows Project Manager, Rich City Rides Beatriz Guerrero – Project Coordinator, City of Richmond Matias Eusterbrock – Project Analyst, City of Richmond
Project Overview
83 1786
Highlights & Accomplishments
• TCC Youth Fellow Project Manager was hired.
• The development of the
Youth Fellow Training Modules has begun.
• TCC Youth Fellow Project Manager has attended 2
community events in the project area to promote
the Youth Fellow Program.
• We have 5 new CSC committee members.
• 1 out of the 5 CSC committee members is a Youth member. • TCC staff have hosted 8 CSC meetings; the Committee
drafted and adopted bylaws and appointed four community members to serve on the Committee. TCC Staff attended 19 community events to conduct program outreach and
engagement. Recruitment for the first Youth Fellow cohort will begin in Fall 2024.
• Engagement with the Neighborhood Councils
84 1787
Key Learnings
• Creating and sharing a timeline of
when deliverables will be completed
helps set realistic expectations with
Partners
• Using software to stay organized and
keep track of documentation and
materials for Youth Fellow Program is
key
• Collaborating with the City’s
Recreation Division to provide
childcare was an effective way to
identify licensed and insured
providers.
85 1788
• Continuing to create modules and training for Youth Fellow Program. • Edit and finalize onboarding and recruitment documents for Youth Fellow Program.
• Review and identify any budget gaps or needs.
• Continue to facilitate Collaborative Stakeholder Committee (CSC) meetings • Continue to engage community members in the Projects and Plans, including recruitment to the CSC
Upcoming
86 1789
Displacement Avoidance Plan – City of Richmond
This Plan includes 5 elements:
• Renter Access Ordinance
• Community Land Trust Policy (in collaboration with Partnership for the Bay’s Future) • ADU Toolkit
• Buy Local Campaign
• Façade Improvement Pilot Program for businesses in the Project Area.

Project Leads
Lizeht Zepeda, Senior Business Assistance Officer – Economic Development Department Kyle Lam, Management Analyst – Economic Development Department Kaitlynn Quackenbush, former Housing Fellow – Partnership for the Bay’s Future Avery Stark, Principal Planner – Community Development Department Kristi Ellerbroek, Assistant Planner – Community Development Department Pete Srivarom, Assistant Planner – Community Development Department Project Overview
87 1790
Highlights & Accomplishments
• Released solicitation for event, marketing, and small business beautification plan
• Community Development Department developed the Equitable Public Land Disposition Policy, which was adopted by the City Council.
• Economic Development Department has solicited consultants for a buy-local marketing campaign as well as a Small Business Beautification Pilot Program.
• An ADU Toolkit has been drafted, including input from an ADU townhall and other outreach during multiple public events. 88 1791
Key Learnings
• The Economic Development Department has
faced challenges with coordination,
communication, and logistics while
implementing tasks of the DAP.
• The timeline reflected in the workbook did
not reflect the availability and capacity of
staff members who were hired and
onboarded during the start of the project.
89 1792
• Continue reviewing the ADU Toolkit for approval and adoption • Begin approving pre-approved ADUs
• Develop Renter Access Ordinance
• Implement Community Land Trust Policy
• Rollout of Buy Local Campaign and Façade Improvement Pilot Program for businesses in the Project Area
Upcoming
90 1793
Workforce Development and Economic Opportunity Plan
– City of Richmond and GRID Alternatives
Reduce barriers to clean-energy careers for Project Area residents through recruitment, development, and implementation of immersive training experiences
Project Leads
Tamara Walker – Deputy Director, Employment and Training Alexandra Shade – Workforce Development Manager, GRID Alternatives Project Overview
91 1794
Highlights & Accomplishments
• RichmondBUILD reserved 5 placements
for Project Area residents for newest
cohort (beginning August 2024)
• GRID Alternatives finalized curriculum for
their solar training program and was able
to hire a trainer to lead the classroom and
lab components of the program
• Contracted and onboarded consultant
(Glen Price Group) to conduct a PlaceBased Workforce Development Strategy and Implementation Plan.
92 1795
Key Learnings
• Communication regarding place-based services
• Achieving the TCC grant goals, along with our existing grant objectives, is difficult.
• GRID Alternatives challenges:
• We experienced delayed program start due to delay in hiring for program staff.

Our recruiting team had turnover/low capacity for staff positions. We also did not have committed leverage funds.
93 1796
• GRID Alternatives recruiting for first cohort of solar training and recruiting for hiring a program Coordinator • GRID Alternatives planning to buy
training/classroom supplies for solar training cohort
• RichmondBUILD cohort to begin Fall 2024
 Review Place-Based Workforce Strategy and
Implementation Plan with Project and community
partners
 Complete and publish Place-Based Workforce Strategy
and Implementation Plan
Upcoming
94 1797
Indicator Tracking Plan – UC Berkeley Center for Global Healthy Cities
Document outcomes and learnings of TCC grant implementation, focusing on an evaluation of procedural and distributive equity as well as quantitative environmental measures (i.e. GHG emission reductions)
Project Leads
Jason Corburn – Director, Center for Global Healthy Cities Alice Bruno – Lead Project Coordinator, Center for Global Healthy Cities Overview
95 1798
Highlights & Accomplishments
• Workshops with partners to cocreate indicators
• Working with all partners to
support data collection &
dissemination
• Final report on indicator
tracking, including data on
baseline conditions in project
area
96 1799
Key Learnings
• Utilize existing public data, such as Richmond Community Survey, California Healthy Places data and UC Census
• Health & social connections are key concerns within Project Area and should be core aspect of tracking success and community resilience. • Sharing information using Transparent Richmond web site will be important but technical issues persist
• Data storytelling must include the voices of participants and community members, not just the numbers.
• Tracking resilience is an on-going process and can change as projects are completed and people/populations change
• Only 28% of project area has adequate tree canopy, compared to an average of 54% in County.
• About 19% of adults in the project area reported mental distress, compared to about 13% of adults in Contra Costa County.
• 69% of residents in the Project Area currently feel prepared/safe for a disaster - but our goal is 100%.
97 1800
• Complete Project Partner case studies
• Complete CARB tracking tools
• Populate project-specific indicators
• Link data to Transparent Richmond
• Generate annual tracking report and
PowerPoint
Upcoming
98 1801
Richmond Rising
Informe Anual
Ayuntamiento de Richmond
19 de noviembre de 2024
1802
• Introducción a Richmond Rising
• Actualizaciones del estado del
proyecto y del plan
• Revisión del gasto presupuestario
• Aspectos destacados y lecciones del
primer año
• Participe/Llamado a la acción
Orden del Día
1803
I – Introducción a Richmond Rising
1804
Asociación
para la
Equidad en la
Salud de
Richmond
2012
La Inversión de Richmond en Salud y
Clima
General Plan 2030
– Elemento de
Salud y Bienestar
Comunitario
2012
Ordenanza de
Salud en Todas
las Políticas
2015
Plan de
Acción
Climática
(CAP)
2016
Richmond
Ciudades
Inteligentes
2016-17
Plan Maestro
de vegetación
Urbana
2017
Plan de
Visión del
Sendero de
Bienestar de
Richmond
2017
Hoja de Ruta
de
Resiliencia
de Richmond
2019
Se Completa la
Primera Fase del
Sendero de
Bienestar de
Richmond
2022
Comunidades
Climáticas
Transformadoras
(TCC) – Richmond
Rising
2022
Implementación de
Richmond Rising
2023-28
Centros de
Resiliencia
Comunitaria de
SGC: Harbour-8
Park
2024
1805
El Consejo de Crecimiento Estratégico de California otorgó $35 millones a Richmond Rising en octubre de 2022 para financiar proyectos, programas y planes transformadores específicos que brinden beneficios ambientales, de salud y económicos en los vecindarios de Iron Triangle, Santa Fe y Coronado (Área del Proyecto) El Centro para Ciudades Saludables Globales de UC Berkeley evaluará los impactos estos programas.

Programa de Comunidades Climáticas Transformadoras
(TCC)
Además, los socios de Richmond Rising han
comprometido más de $17,5 millones en fondos
de apalancamiento para implementar Richmond
Rising y otros proyectos clave en el Área del
Proyecto.
1806
El Programa de Comunidades Transformativas del Clima (TCC) del Consejo de Crecimiento Estratégico de California (SGC), administrado en asociación con el Departamento de Conservación de California, financia proyectos de desarrollo e infraestructura liderados por la comunidad que logran importantes beneficios ambientales, de salud y económicos para las comunidades.

Para obtener más información, visite https://sgc.ca.gov/grant-programs/tcc/ Agencia Otorgante de Subvenciones
1807
Áreas de enfoque del
proyecto
Transporte Activo
Hogares y paisajes resilientes
Salued y Bienestar
Planes Transformadores
Asignación Total de
Fondos
36%
25%
18%
18%
1808
Mapa contextual de la ciudad de Richmond Área del proyecto Richmond Rising 1809
Socios de Richmond
Beneficiario
principal
Socios de comunidad
Socios de
subvención
Richmond Rising esapoyado por el Programa de Comunidades Climáticas Transformadoras del Consejo de Crecimiento Estratégico de California.
1810
Equipo de Richmond Rising
Beatriz Guerrero Auna
TCC Coordinadora del Proyecto
Matias Eusterbrock
TCC Analista del Proyecto
1811
Cronología de Richmond Rising
Subvención
de
Planificación
2019
Hoja de
Ruta de
Resiliencia
2019
Solicitud de
Implementación
de la Ronda 3
2020
Solicitud de
Implementación
de la Ronda 4
2022
Subvención de
35 millones de
dólares
octubre de 2022
Ejecución de
la
subvención
agosto de 2023
Coordinador
a de TCC
contratado
noviembre de
2023
Analista de
TCC
contratado
febrero de 2024
Fin del período
de
implementación
julio de 2028
Fin del período
de evaluación
marzo de 2029
Año 1 agosto 2024
1812
Durante los cinco años de la subvención, se espera que las inversiones de los proyectos de Richmond Rising produzcan una variedad de resultados y servicios tangibles para los residentes del Área del Proyecto.

Resultados Esperados
857 KW de
sistemas
solares
120 hogares
de bajos
recursos
recibiendo
sistemas de
agua
eficientes
250 hogares
de bajos
recursos
mejoras de
eficiencia
energetica
+200 hajas de
vegetales
entregadas por
semana
1000 arboles
plantados
2000 arboles
de frutas
entregados
2 millas de
ciclovias
protegidas y
caminos
peatonales
compartidos
120 bicicletas
electricas
donadas y
disponibles
para la
comunidad
5 nuevas
estaciones de
bicicletas
electricas
compartidas
1813
II – Actualizaciones del estado de
los proyectos y planes
1814
Beneficiario
Metas del proyecto: garantizar que la implementación de la subvención de TCC se complete a tiempo y dentro del presupuesto para cumplir con las metas del proyecto. Esta responsabilidad incluye la coordinación del proyecto, la administración de la subvención y la presentación de informes al SGC.

Presupuesto total: $693,675.66
 Total gastado hasta la fecha: $214,646.21
 Presupuesto restante: $479,029.45
Logros clave hasta la fecha:
 Departamento de Desarrollo Comunitario contrató a dos empleados a tiempo completo
 Se han enviado siete facturas bimensuales de Richmond Rising al SGC a tiempo (6 aprobadas hasta la fecha)
1815
Neighborhood Complete Streets
Objetivos del proyecto: Instalar nuevos carriles para bicicletas, instalaciones para peatones, mejoras en las paradas de autobús, mejoras en el paisaje urbano, mejoras en los cruces de calles, conexiones con Yellow Brick Road y Harbour 8, y medidas para calmar el tráfico para garantizar una infraestructura de transporte segura y accesible para todos los usuarios.

Presupuesto total: $5,181,173.15
 Total gastado hasta la fecha: $9,752.89
 Presupuesto restante: $5,171,420.26
Logros clave hasta la fecha:
 Contratación del consultor CSW-ST2 para servicios de diseño  Desarrollo de un plan de construcción por fases en asociación con Richmond Wellness Trail para lograr los objetivos del proyecto y aumentar las oportunidades de recibir fondos estatales y federales adicionales 1816
Richmond Wellness Trail
Metas del proyecto: Construir dos millas de infraestructura protegida para peatones y ciclistas a lo largo de Marina Way South para conectar el centro histórico de la ciudad y la estación BART/Amtrak con la terminal de ferry y el espacio verde urbano y las características históricas a lo largo del San Francisco Bay Trail.

Presupuesto total: $4,816,153.60
 Total gastado hasta la fecha: $42,512.01
 Presupuesto restante: $4,773,641.59
Logros clave hasta la fecha:
 30% de los planos completados por PlaceWorks enviados a TPL y la ciudad de Richmond
1817
Metas del proyecto: Construir una biblioteca de préstamo de bicicletas eléctricas (e-BLL) en Unity Park para ofrecer bicicletas eléctricas gratuitas, así como cursos sobre seguridad, mantenimiento/reparación y participación comunitaria.

Presupuesto total: $2,461,051.99
 Gastado hasta la fecha: $116,775.68
 Presupuesto restante: $2,344,276.61
Logros clave hasta la fecha:
 Contratación de una gerente de proyecto y un gerente de programa de extensión  Presentación de diseños preliminares de edificios en dos sesiones de estudio de la Junta de Revisión de Diseño
Biblioteca de Préstamo de Bicicletas Eléctricas
1818
Hogares Resilientes
Metas del proyecto: Instalar paneles solares por un valor de 875 kilovatios y mejoras de eficiencia energética sin cargo para aproximadamente 250 hogares que reúnen los requisitos de ingresos en el área del proyecto.

Presupuesto total: $6,966,695.91
 Gastado hasta la fecha: $334,046.56
 Presupuesto restante: $6,632,649.35
Logros clave hasta la fecha:
 Creación de una cartera de clientes de 41 beneficiarios(as) de servicios de energía para hogares resilientes
 7 completados hasta la fecha,
 3 clientes de TCC también recibieron servicios de almacenamiento de baterías solares
 Realización de talleres públicos en asociación con la ciudad de Richmond para ampliar la comprensión de la comunidad sobre los programas GRID 1819
Cuencas de Relaciones
Metas del proyecto: Instalar tecnologías gratuitas de ahorro de agua (por ejemplo, reciclaje de aguas grises, conservación de agua, sistemas de riego por goteo) a los residentes del área del proyecto y ofrecer desarrollo de habilidades profesionales en el sector ambiental para los jóvenes residentes de Richmond.

Presupuesto total: $1,680,703.78
 Gastado hasta la fecha: $174,570.02
 Presupuesto restante: $1,506,133.76
Logros clave hasta la fecha
 Se contrató a un gerente de proyectos de conservación de agua, una gerente de participación comunitaria y aprendices de conservación de agua (graduados(as) del programa de capacitación de 15 semanas)  Se instalaron sistemas de conservación de agua en 14 hogares 1820
Metas del proyecto: Plantar 1000 árboles tolerantes y resistentes a la sequía en propiedades públicas y privadas en el área del proyecto, incluido el cuidado y el mantenimiento.

Presupuesto total: $1 088 012,75
 Gastado hasta la fecha: $102 596,45
 Presupuesto restante: $985 416,30
Logros clave hasta la fecha:
 Plantar 78 árboles en propiedades residenciales en el área del proyecto  Realizar sondeos periódicos en los vecindarios del área del proyecto  Comenzar la coordinación con el personal de la ciudad para identificar los lugares de plantación y las responsabilidades de mantenimiento en curso Bosque del Barrio
1821
Objetivos del proyecto: Crear un jardín comestible y apto para polinizadores en Unity Park que sea accesible para personas mayores y personas con problemas de movilidad a través de grandes senderos, barandales de apoyo, jardineras elevadas y otras características de diseño.

Presupuesto total: $955,044.00
 Gastado hasta la fecha: $46,611.62
 Presupuesto restante: $908,432.38
Logros clave hasta la fecha:
 Facilitamos talleres comunitarios con los usuarios previstos del jardín para identificar las características clave del diseño
 Presentamos los planes en varias sesiones de estudio de la Junta de Revisión de Diseño
 Presentamos los planes para la aprobación del permiso para comenzar la construcción en 2025
Jardín Accesible Para Personas con
Discapacidad
1822
Metas del proyecto: Proporcionar 2000 árboles frutales gratuitos a los residentes del área del proyecto y crear un programa de empleo y capacitación para enseñar a los jóvenes residentes de Richmond cómo plantar y cuidar adecuadamente los árboles frutales. El exceso de fruta de estos árboles se donará a los programas de distribución gratuita de alimentos de Urban Tilth.

Presupuesto total: $1,168,213.63
 Gastado hasta la fecha: $84,984.14
 Presupuesto restante: $1,083,229.49
Logros clave hasta la fecha:
 Distribuir 327 árboles a las y los residentes del área del proyecto  Completar el primer programa de aprendizaje de 6 semanas (4 aprendices)  Comenzar a publicar un boletín trimestral con instrucciones para el cuidado de los árboles y otros materiales para los destinatarios de los árboles frutales
¡Huerto para TOD@S!
1823
Metas del proyecto: En asociación con LifeLong Medical Care, prescribir frutas y verduras frescas como medicina preventiva y restauradora, que se entregan de forma gratuita a los inscritos. Este programa también capacita a los residentes locales para impartir talleres sobre dietas saludables y respetuosas con el clima en la comunidad.

Presupuesto total: $3,238,872.00
 Gastado hasta la fecha: $397,306.52
 Presupuesto restante: $2,841,565.48
Logros clave hasta la fecha:
 Distribuir 2,692 bolsas de productos agrícolas a las y los residentes del área del proyecto  Desarrollar y dirigir un programa de capacitación para la primera cohorte de promotores(as) de salud climática
 Facilitar 77 grupos médicos de educación y capacitación en salud (HEAT) para personas con problemas de salud crónicos
 Desarrollar y comenzar a implementar un programa de capacitación de capacitadores para conductores de salud comunitaria.

Veggie Rx
1824
Objetivos del proyecto: Instalar y mantener centros de bicicletas eléctricas atendidos por Charleston Mobility en el área del proyecto, así como ofrecer membresías con descuento para las y los residentes del área del proyecto.

Presupuesto total: $998,979.21
 Gastado hasta la fecha: $456,669.79
 Presupuesto restante: $542,309.42
Estado del proyecto:
 Se instalaron 8 centros de bicicletas en el área del proyecto; se continuó con el mantenimiento de todos los centros de la ciudad
 Se realizó una difusión regular entre las y los residentes del área del proyecto  Se distribuyeron más de $50,000 en vales entre los residentes del área del proyecto Programa de Bicicletas Eléctricas Compartidas
1825
Plan de Participación Comunitaria
Metas del plan: Coordinar mensualmente el Comité de Colaboración de Partes Interesadas (CSC) y facilitar el Programa de Jóvenes Becarios en asociación con Rich City Rides. El CSC está formado por todas las y los líderes del proyecto y hasta 6 personas de la comunidad que viven, trabajan o aprenden en el área del proyecto.

Presupuesto total: $2,565,980.96
Gastado hasta la fecha: $116,600.14
Presupuesto restante: $2,449,432.59
Logros clave hasta la fecha:
 Organización de 8 reuniones del CSC
 Aprobación de estatutos
 Designación de cinco miembros de la comunidad
 Asistencia a 19 eventos comunitarios para la difusión del programa  Rich City Rides contrató a una gerente del Programa de Jóvenes Becarios(as) 1826 Metas del plan: Desarrollo y adopción de una Ordenanza de acceso para inquilinos(as), una política de fideicomiso de tierras comunitarias, un conjunto de herramientas de ADU, una campaña de compra local y un programa piloto de mejora de fachadas para empresas en el área del proyecto.

Presupuesto total: $681,635.62
 Gastado hasta la fecha: $119,464.36
 Presupuesto restante: $562,171.26
Logros clave hasta la fecha:
 Desarrolló la Política de disposición equitativa de tierras públicas, que fue adoptada por el Ayuntamiento el 19 de marzo de 2023
 Solicitud de consultores(as) para la campaña de marketing de compra local y el Programa piloto de embellecimiento de pequeñas empresas
 Redactó el conjunto de herramientas de ADU, que incluye aportes de un ayuntamiento de ADU y divulgación durante otros eventos de la ciudad Plan para Evitar Desplazamientos
1827
Metas del plan: Reducir las barreras a las carreras en energía limpia para los residentes del Área del Proyecto a través del reclutamiento, desarrollo e implementación de experiencias de capacitación inmersivas.

Presupuesto total: $1,433,807.74
 Gastado hasta la fecha: $33,563.02
 Presupuesto restante: $1,400,244.72
Logros clave hasta la fecha:
 Glen Price Group está redactando un plan de desarrollo de la fuerza laboral basado en el lugar
 RichmondBUILD ha reservado 5 espacios de 2024 para las y los residentes del Área del Proyecto
 GRID Alternatives
 Contratación de un coordinador(a) de desarrollo de la fuerza laboral solar  Plan de estudios finalizado para el programa de capacitación en instalación solar  Contratación de un capacitador para dirigir las capacitaciones en instalación solar Plan de Desarrollo de la Fuerza Laboral
y Oportunidades Económicas
1828
Metas del plan: Este plan documentará los resultados y aprendizajes de la implementación de la subvención, centrándose en una evaluación de la equidad procesal y distributiva, así como en medidas ambientales cuantitativas.

Presupuesto total: $1,070,000
 Gastado hasta la fecha: $401,250.00
 Presupuesto restante: $668,750.00
Logros clave hasta la fecha:
 Se organizaron 2 talleres con todos los socios del proyecto para revisar los indicadores y los procesos de recopilación de datos
 Se finalizó un plan de evaluación y seguimiento de indicadores  Se presentó una herramienta de recopilación de datos; actualmente está siendo revisada por los socios
Plan de Seguimiento de
Indicadores
1829
III – Revisión del gasto
presupuestario
1830
% Total de Presupuesto Gastado
31%
5%
18%
2%
38%
0% 1%
5%
46%
5%
10% 9%
5%
7%
12%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Áreas de enfoque del
proyecto
Transporte Activo
Hogares y Paisajes Resilientes
Salud y Bienestar
Planes Transformadores
Porcentaje de presupuesto gastado en año
1 Proyectos 1831
IV – Cómo Participar
1832
Cómo Participar
Trabajando con Richmond Rising
richmondrisingca.org/paid-opportunities/
Comité de Colaboración de Partes Interesadas (CSC) mensual – ¡todos sonbienvenidos!
 El primer miércoles de cada mes en el Centro Comunitario Nevin (híbrido en Zoom)  Interpretación en español gratuita, comida y cuidado de niños en cada reunión  Pueden participar en el CSC los miembros de la comunidad que vivan, trabajen o estudien en los vecindarios de Iron Triangle, Santa Fe o Coronado  Estipendio de $50 por cada reunión a la que asistan
1833
Visita Nuestro Sitio Web
 richmondrisingca.org
Síguenos en las redes sociales
 Facebook: Richmond Rising
 X/Twitter: @RichmondRising
Suscríbete a nuestra lista de correo
Cómo Participar
1834
¡Comparte con una amiga(o) o
vecina(o)!
1835
Adam Boisvert
Alejandro Castelan
Alex Arias
Alexandra Shade
Alice Bruno
Amanda Leonis
Amanda Nga-Man Tsang
Ambessa Cantave
Andrew Wizig
Annie Youngerman
Arleide Santos
Arthur Bart-Williams
Atchison Village
Avery Stark
Avinesh Nadan
Bailey Ward
Beatriz Guerrero Auna
Bruno Lara
Caroline Cochran
Cher Lor-Arce
Chinue Fields
Chito Floriano
Chynell Freeman
Colin Martin
Coronado Neighborhood Council
Curtis Rice
Cyrus Gangei
Daphne Miller
David Touwsma
Gabino Arredondo
Gabriela Zacarias Lopez
Hector Rojas
Helen Ma
Hillal Hamdan
Hope Lattell
I Kuan Choi
Irma Peralta
Iron Triangle Neighborhood Council
Jason Corburn
Jesse Jones
Jessica Celi
Jessie Maran
Jill Mercurio
Joeceline Garcia
Josef Munoz
Juana Hernandez
Judith Rocha
Julia Estrada
Julie Sinai
Kaitlyn Quackenbush
Kristi Ellerbroek
Kyle Lam
LaShonda White
Leticia Oregon
Lina Velasco
Lisette Castillo
Lizeht Zepeda
Lorena Castillo
Lori Reese-Brown
Lucinda Bazile
Maggie Choi
Manish Mohla
Marcia Vallier
Matias Eusterbrock
Mayeli Rico
Michelle Nochisaki
Montserrat Abril Gonzales
Najari Smith
Nanci Andrade
Nathan Bickart
NURVE
Patrick McKenzie
Pete Srivarom
Phil Hallstedt
Rachel Jacobson
Rhonda Jackson
Richard Lee
Esteffany Casas
Robert Armijo
Robert Stevens
Salma Berumen
Samantha Carr
Santa Fe Neighborhood Council
Sarah Calderon
Šárka Volejníková
Scott Wolland
Sharon Sand
Shasa Curl
Smita Dey
Soco Montore
Solwazi Allah
Spence Koehler
Tamara Walker
Terence Wu
Teresa Shepard
Tomasa Espinoza
Toody Maher
Travis Gok
Valerie Li
Wendy Wellbrock
Y un enorme agradecimiento a todos los involucrados en este proyecto, incluidos:
1836
¡Gracias!
1837
Fin de la presentación del 22 de octubre de 2024
Vea a continuación los aspectos destacados y las lecciones adicionales
1838
V – Aspectos Destacados y Lecciones: Año
1 (agosto de 2023 a septiembre de 2024)
1839
Beneficiario – Ciudad de Richmond
Asegurarse de que los proyectos y planes se completen a tiempo y dentro del presupuesto, lo que incluye:
 Apoyar a los socios en la toma de decisiones y otras tareas programáticas clave  Revisión de los entregables clave
 Facturas de los socios de pago
 Enviar facturas, informes de progreso y todos los entregables del proyecto al Consejo de crecimiento estratégico
Líderes del proyecto
Beatriz Guerrero – Coordinadora de proyectos, Ciudad de Richmond Matias Eusterbrock – Analista de proyectos, Ciudad de Richmond Descripción General del Proyecto
1840
Momentos Destacados y Logros
• Se ejecutaron contratos y acuerdos con el Consejo de Crecimiento Estratégico y los 6 socios del proyecto
• Se contrató a un coordinador y analista del TCC
• Se presentaron con éxito 6 informes de progreso y facturas • Se coordinaron y organizaron cinco reuniones del Comité de Colaboración de Partes Interesadas (CSC).
• Se reclutaron con éxito 5 miembros de la comunidad del CSC • Todas las reuniones son híbridas, incluyen interpretación en vivo, comida gratuita y cuidado de niños, y se graban en inglés y español • Se desarrollaron relaciones con los consejos vecinales de Iron Triangle, Coronado y Santa Fe, así como con Atchison Village 1841
Aprendizajes Clave
 El desarrollo de plantillas completas para
que los socios del proyecto creen y
envíen entregas con regularidad, en
colaboración con los socios, ha sido muy
útil.
 El uso de un sistema de gestión de datos
integral (Airtable) ayuda a garantizar que
los plazos y los informes se puedan
seguir fácilmente.
 La organización de reuniones periódicas
con los socios ha sido esencial para
mantenerse actualizado sobre los
proyectos e identificar y coordinar
oportunidades con anticipación.
1842
• Continuar con:
• Facilitar las reuniones del CSC, incluido el
reclutamiento de miembros de la comunidad
• Procesar y enviar facturas y solicitudes de
reembolso de manera oportuna
• Colaborar con los socios para anticipar,
comprender y abordar posibles obstáculos,
incluidas las brechas de financiación y los
desafíos técnicos
Próxima
1843
Neighborhood Complete Streets – Ciudad de Richmond
Construir mejoras para bicicletas y peatones a lo largo de Ohio Avenue y Harbour Way, que incluyan:

Descripción General del Proyecto
• nuevos carriles para bicicletas
• instalaciones para peatones
• mejoras en las paradas de autobús
• mejoras en el paisaje urbano
• mejoras en los cruces de calles
Líderes del proyecto
Josef Munoz - Gerente de proyectos, Departamento de Obras Públicas Jessie Maran - Gerente de Proyectos y Líder de Diseño Civil (CSW-ST2) 1844
Momentos Destacados y Logros
• Se seleccionó un equipo de consultores de diseño.
• Inicio del proyecto seguido de la alineación del alcance, el presupuesto y el cronograma.
• Vista previa del diseño de Living, en asociación con Pogo Park
1845
Aprendizajes Clave
• Importancia de una presupuestación conservadora para
imprevistos en la fase inicial de determinación del alcance • La validación exhaustiva de los supuestos de alcance, presupuesto y cronograma al comienzo del proyecto alinea las expectativas entre los socios del proyecto.
1846
• Confirmar la estrategia de extensión comunitaria,
incluidos los roles de los socios
• Iniciar el diseño conceptual
• Confirmar el presupuesto y el enfoque para resolver
las brechas
• Organizar una asamblea pública
Próxima
1847
Richmond Wellness Trail – Trust for Public Land
Construir mejoras para bicicletas y peatones a lo largo de Marina Way South para conectar la estación de Bart del centro de Richmond con el sendero de la bahía de San Francisco, la terminal de ferry y los espacios verdes urbanos.

Líderes del proyecto
Terence Wu – Gerente de Proyecto de Parks for People, Trust for Public Land
Annie Youngerman – Gerente Sénior de Programas, Trust for Public Land
Descripción General del Proyecto
1848
Momentos Destacados y Logros
 Se publicó una solicitud
de propuesta (RFP) y se
seleccionó un equipo de
consultores.
 Reunión de inicio del
proyecto
 Recorrido por el sitio para
conocer las condiciones
existentes con los socios
del proyecto y el equipo
de consultores.
1849
Aprendizajes Clave
• Establecer una fecha límite realista para los entregables de preparación en función de los permisos y el cronograma de diseño.
• Completar la solicitud de extensión para los entregables de preparación.
• Completar el calendario interno del proyecto para las oportunidades de participación.
• Identificar las brechas presupuestarias en una etapa más temprana del proceso
1850
Elementos de acción
 Completar la solicitud de extensión para los
entregables de preparación.
 Rellenar el calendario interno del proyecto
para las oportunidades de participación
 Identificar las brechas presupuestarias
 Organizar una asamblea
Próxima
1851
Biblioteca de Préstamo de Bicicletas Eléctricas – Rich City Rides Construir una estructura en Unity Park para ofrecer acceso gratuito a bicicletas eléctricas, así como cursos de seguridad,
mantenimiento/reparación y participación comunitaria.

Líderes del proyecto
Najari Smith – Director Ejecutivo, Rich City Rides
Mayeli Rico – Gerente de Proyectos, Rich City Rides
Jill Mercurio – Gerente de Construcción, Mercurio Engineering Descripción General del Proyecto
1852
Momentos Destacados y Logros
• Diseños preliminares de la estructura de la biblioteca, incluida la revisión en dos reuniones de la Junta de Revisión de Diseño • Contratación de un gerente de proyecto, arquitecto, diseñador y coordinador de extensión
• Presentación activa del edificio y los programas planificados en eventos comunitarios; se mantuvo un diálogo continuo con la comunidad para garantizar que el proyecto se alineara con sus expectativas
1853
Aprendizajes Clave
• Un programa y un presupuesto adaptables son muy útiles para ayudar a adaptarse a obstáculos imprevistos.
• Contratar a un arquitecto al principio del proceso ayuda a prever y abordar los requisitos de diseño y construcción.
• Documentar las experiencias ayuda a proporcionar aprendizajes clave para futuras subvenciones.
1854
• Continuar desarrollando el diseño de la biblioteca de préstamo de bicicletas eléctricas con certificación LEED • Recibir la aprobación de la DRB
• Presentar los planos completos para su revisión y
aprobación
• Licitar el contrato de construcción
• Finalizar el desarrollo y comenzar la implementación del programa de propiedad de voluntarios, capacitación y
mantenimiento (VTM) y otros programas
Próxima
1855
Hogares Resilientes: GRID Alternatives y MCE
Instalar paneles solares por un valor de 875 kilovatios (KW) y mejoras de eficiencia energética (por ejemplo, mejoras en electrodomésticos) en aproximadamente 250 viviendas en el área del proyecto.

Responsables del proyecto
Ambessa Cantave – Gerente del Programa TCC, GRID Alternatives Alejando Castelan – Gerente de Programas para
Clientes, MCE
Descripción General del Proyecto
1856
Momentos Destacados y Logros
• Creó una cartera de clientes de 41 beneficiarios de servicios de energía para hogares resilientes/7 completados hasta la fecha
• Creó estrategias regulares de comunicación para el cuidado del cliente que incluyen reuniones semanales y quincenales con subcontratistas y partes interesadas internas para monitorear y mejorar los procesos para brindar servicios de primer nivel para los residentes de la comunidad inscritos en los programas de TCC • Estableció múltiples flujos de divulgación que incluyen talleres informativos, correos conjuntos, esfuerzos de campaña quincenales y banca telefónica para atraer clientes • Produjo un taller colaborativo con la ciudad de Richmond • Participó en 3 eventos de divulgación patrocinados por otras organizaciones de Richmond Rising para promover TCC
• Colaboró con la ciudad de Richmond y el Consejo de Crecimiento Estratégico para revisar las Pautas de Administración de Subvenciones de TCC 1857
Aprendizajes Clave
• Identificar un parque de viviendas adecuado para las mejoras solares, en particular las viviendas antiguas que pueden no estar preparadas estructuralmente para la tecnología solar moderna • Garantizar que los costos necesarios para las mejoras de las viviendas estén incluidos en el proceso de redacción de la subvención
• Investigar los modelos de programas actuales para descubrir posibles barreras a los resultados del TCC, incluidos los acuerdos contractuales con socios y partes interesadas de terceros 1858
• Continuar la difusión y el compromiso con los residentes y propietarios en el área del proyecto
• Coordinar la difusión con la ciudad de Richmond para aumentar la conciencia y la confianza en el programa
Próxima
1859
Cuencas de relaciones – Urban Tilth
 Instalar tecnologías de ahorro de agua (por ejemplo, reciclaje de aguas grises, conservación de agua, sistemas de riego por goteo) para los residentes del área del proyecto
 Capacitar a los jóvenes residentes de Richmond en habilidades ambientales profesionales
 Aumentar la resiliencia de la comunidad y la seguridad alimentaria frente a la sequía y el cambio climático, así como reducir los costos de las facturas de agua para los residentes.

Líderes del proyecto
Nathan Bickart – Director del Programa, Urban Tilth
Cyrus Gangei – Gerente de Proyectos de Conservación de Agua, Urban Tilth
Cheryl Lopez – Gerente de Participación Comunitaria, Urban Tilth Descripción General del Proyecto
1860
Momentos Destacados y Logros
• Implementamos con éxito nuestro programa de capacitación de 15 semanas Basins of Relations en el otoño de 2023 con una tasa de graduación de aprendices del 100 %.
• Presentamos un nuevo plan de estudios sobre instalación de sistemas de aguas grises, infraestructura ecológica para aguas pluviales y conservación del agua.
• Contratamos a un nuevo gerente de proyectos de
conservación del agua, un gerente de participación
comunitaria y aprendices de conservación del agua
(graduados del programa de capacitación).
• Realizamos una clase de certificación de aguas grises desde el lavado de ropa hasta el paisajismo en febrero y marzo de 2024, en asociación con Greywater Action.
• Desarrollamos protocolos, mejores prácticas, materiales de divulgación y políticas para respaldar la instalación de sistemas de conservación de agua para propietarios de
viviendas.
• Completamos 13 instalaciones de sistemas de conservación de agua para propietarios de viviendas de Iron Triangle 1861
Aprendizajes Clave
• Es un desafío encontrar propietarios que sean adecuados para los sistemas de reciclaje de aguas grises (se necesita una lavadora con una configuración particular, jabón biodegradable, solo se puede utilizar para determinados tipos de vegetación/cultivos). • Los sistemas de riego por goteo tienden a ser más útiles. • El espacio es limitado en las instalaciones de conservación de agua de los propietarios, a menudo solo es posible tener de 3 a 4 empleados en el lugar a la vez.
• Se necesitan documentos legales bilingües.
• El boca a boca suele ser una buena forma de llegar a los propietarios interesados: los vecinos les cuentan a los vecinos sobre los recursos disponibles, pero hay un límite en el alcance geográfico de este enfoque.
• Nos llevó un tiempo adaptarnos a los requisitos de
facturación/documentación, pero creemos que ahora tenemos un buen flujo de trabajo para los informes/documentación.
• Las restricciones del área del proyecto TCC requieren algo de tiempo para acostumbrarse, es una lástima tener que rechazar a los residentes que no pertenecen al área del proyecto.
1862
• 20 instalaciones de sistemas de conservación de agua en total para fines de 2024. • Próximo programa de capacitación: otoño de 2025
• Desarrollo de documentos legales bilingües.
• Encontrar más propietarios interesados/elegibles para instalaciones de reciclaje de aguas grises desde el lavadero hasta el jardín.
• Garantizar que los recursos del programa estén disponibles para todos los miembros de la comunidad de Iron Triangle.

Próxima
1863
Bosque del Barrio – Groundwork Richmond
 Plantar 1000 árboles tolerantes a la sequía en parcelas residenciales públicas y privadas
 Priorizar la longevidad de los árboles, reducir el efecto de isla de calor urbano y reemplazar los árboles muertos o moribundos
Líderes del proyecto
Lorena Castillo – Directora Ejecutiva, Groundwork Richmond Colin Martin – Gerente de Silvicultura Urbana, Groundwork Richmond Descripción General del Proyecto
1864
Momentos Destacados y Logros
• Establecimos nuestro plan de
extensión comunitaria y
finalizamos nuestras plantillas de
canalización residencial/no
residencial
• Seleccionamos South Side Park
para nuestro evento de
plantación de árboles, Arbor Day
2024
• Plantamos 59 árboles en los
vecindarios designados para la
plantación
• Completamos 4 eventos de
extensión comunitaria
• Asistimos a 5 reuniones de
partes interesadas de la
1865
Aprendizajes Clave
• Establecimos nuestro plan de extensión comunitaria y
finalizamos nuestras plantillas de canalización residencial/no residencial
• Seleccionamos South Side Park para nuestro evento de
plantación de árboles, Arbor Day 2024
• Plantamos 59 árboles en los vecindarios designados para la plantación
• Completamos 4 eventos de extensión comunitaria
• Asistimos a 5 reuniones de partes interesadas de Unity, como el seguimiento, la generación de informes y la facturación de datos, que son repetitivos y requieren mucho tiempo
• Trabajamos con un cronograma y un libro de trabajo ajustados • Contratamos a un administrador de subvenciones para que nos ayude con los informes y el seguimiento de datos
• El personal de la ciudad brinda apoyo y es servicial
• Los socios comunitarios están ansiosos por colaborar y trabajar juntos en objetivos comunes
• Groundwork necesita contratar más personal para respaldar este proyecto
• Asignar más fondos para las tareas administrativas
• Reuniones de partes interesadas de Unity Park
1866
• Coordinar voluntarios para el Día del Árbol, el 19 de octubre de 2024
• Continuar con las campañas en el vecindario de Santa Fe para prepararse para el Día del Árbol y los eventos de
plantación de árboles en South Side Park en octubre
• Continuar plantando árboles en calles residenciales
• Continuar coordinando con la ciudad y otros socios del proyecto para plantar árboles en propiedades no
residenciales
Próxima
1867
Jardín Accesible Para Personas con Discapacidades – Urban Tilth Crear un jardín comestible y apto para polinizadores en Unity Park que sea accesible y fomente la comunidad para personas mayores y otras personas con problemas de movilidad, a través de características de diseño que incluyen:
 Senderos grandes
 Barandales de apoyo
 Jardineras elevadas que permitan estacionar sillas de ruedas debajo  Fuente de agua accesible
 Personal de jardinería a tiempo completo
Líderes del proyecto
Arleide Santos – Organizadora comunitaria de Greenway, Urban Tilth Jill Mercurio – Gerente de Proyectos de Construcción,
Mercurio Engineering
Chito Floriano – Director de granjas y jardines, Urban Tilth Descripción General del Proyecto
1868
Momentos Destacados y Logros
• Participación profunda de la comunidad para comprender las necesidades de accesibilidad • Diseño de jardines a través de comentarios iterativos con futuros usuarios • Revisión y aprobación en la Junta de Revisión de Diseño de la Ciudad 1869
Aprendizajes Clave
• La participación de la comunidad desde el principio fue crucial. La retroalimentación constante ayudó a que el
jardín satisficiera diversas necesidades y fomentó un
sentido de pertenencia.
• La colaboración con los posibles usuarios del jardín, incluidas las personas mayores y las personas con
discapacidades, fue esencial para comprender sus
necesidades y preferencias.
• La comunicación regular y transparente con todas las
partes interesadas permitió que todos estuvieran alineados con los objetivos y los plazos. Los registros constantes son esenciales.
• La planificación del mantenimiento a largo plazo es tan importante como el diseño inicial. Las estrategias de
mantenimiento claras garantizan una accesibilidad y una facilidad de uso continuas.
1870
• Presentar los planes para la revisión y
aprobación de los permisos
• Presentar el proyecto para que un
consultor lo construya
• Prepararse para la implementación
de la programación del jardín en
asociación con los futuros usuarios
del jardín
• Mejorar el presupuesto propuesto
frente a los reales internamente para
evaluar los gastos del proyecto
Próxima
1871
¡Huerto para TODOS! – Urban Tilth
 Proporcionar 2000 árboles frutales gratis a los residentes del área del proyecto
 Programa de empleo y capacitación para enseñar a los jóvenes residentes de Richmond cómo plantar y cuidar adecuadamente los árboles frutales
 El exceso de fruta se donará a los programas de distribución de alimentos gratuitos de Urban Tilth.

Líderes del proyecto
Bruno Lara – ¡Huerto para TODOS! Gerente del Proyecto, Urban Tilth Lisette Castillo – Coordinadora de Recolección, Urban Tilth Chito Floriano – Director de Granjas y Jardines, Urban Tilth Descripción General del Proyecto
1872
Momentos Destacados y Logros
• 327 árboles frutales distribuidos en el área del proyecto • Programa de capacitación de 6 semanas con 4
aprendices graduados
• Se publicaron 2 boletines trimestrales "Fruit Tree
Lovers" para los destinatarios gratuitos de árboles
frutales del área del proyecto
• Se desarrollaron planes de operación y mantenimiento
para el proyecto
1873
Aprendizajes Clave
• Revisar el plan de difusión para determinar
métodos más efectivos de difusión del proyecto
¡Huerto para todos!
• Más esfuerzos de promoción en escuelas y
lugares de reunión de la comunidad como
iglesias, centros de recreación, etc. en el área del
proyecto
• Reclutamiento de árboles frutales existentes en
el área del proyecto para el programa ¡Huerto
para TODOS!
1874
• Publicar 2 boletines trimestrales más
• Contratar a 1 graduado del
programa de capacitación para un
puesto a tiempo parcial en el equipo
• Mejorar el presupuesto frente a los
datos reales internamente para
evaluar los gastos del proyecto
Próxima
1875
Veggie RX – Urban Tilth
 Ampliar el programa piloto administrado por Urban Tilth y anclado en el LifeLong Medical Center para recetar frutas y verduras frescas como medicina preventiva y restaurativa
 Desarrollar un programa de capacitación de capacitadores para enseñar a los nuevos residentes de LifeLong y a los trabajadores de salud comunitarios sobre dietas no inflamatorias y respetuosas con el clima
 Ofrecer talleres y eventos sobre dietas respetuosas con el clima en los centros comunitarios del área del proyecto
Líderes del proyecto
Chinue Fields – Director de programas HEAL, Urban Tilth Bailey Ward – Gerente de proyectos VeggieRx, Urban Tilth Nanci Andrade – Gerente de programas, LifeLong Medical Care Descripción General del Proyecto
1876
Momentos Destacados y Logros
• 2692 bolsas de productos distribuidas
• Desarrolló el plan de estudios de Promotores
de Salud Climática (CHP)
• 1.ª cohorte de CHP: 27 participantes
• Facilitó un total de 32 grupos médicos de HEAT
en español y 45 en inglés con 206 asistentes de
habla hispana y 318 asistentes de habla inglesa
• Contrató a 2 promotores de salud comunitaria
de Urban Tilth
• 2x aumento de la inscripción en CalAIM
VeggieRx
• El 70 % de los productos se obtienen dentro de
las 100 millas de Richmond
• El 100 % se obtiene dentro de las 200 millas
• El 80 % de los agricultores asociados son
BIPOC
1877
Aprendizajes Clave
• ¡La comida es emocional!
• Brindar espacio para que las personas exploren y expresen eso • Brindar capacitación en administración de subvenciones para los líderes del proyecto
• Incorporar más flexibilidad en los presupuestos salariales para adaptarse a los aumentos y los ajustes del costo de vida a lo largo del tiempo
• El área del proyecto tiene vínculos comunitarios profundos y apasionados que se extienden más allá de las fronteras geográficas
• Existen muchas más barreras para tomar decisiones
alimentarias saludables que solo el acceso y la educación • Una estrategia de divulgación colaborativa es clave
1878
• Prepárese para la próxima serie de capacitación de capacitadores en español (que comienza el 12 de octubre)
• Continúe utilizando el sistema simplificado de informes financieros que se aprobó recientemente y que está funcionando bien.

Próxima
1879
Programa de Bicicletas Eléctricas Compartidas–
Ciudad de Richmond y Ride Today
Instalación y mantenimiento de centros de bicicletas eléctricas en el área del proyecto, incluidas membresías con descuento para los residentes del área del proyecto
Líderes del proyecto
LaShonda White – Subgerente Municipal de Servicios Comunitarios Hope Lattell – Contadora Sénior, Servicios Comunitarios Junne Garcia – Analista Administrativa Asociada, Obras Públicas Salma Berumen – Gerente Comunitaria, Ride Today
Descripción General del Proyecto
1880
Momentos Destacados y Logros
• Se instalaron 8 bicicletas en el
área del proyecto (7 centros
adicionales en toda la ciudad)
• Se desplegaron 85 bicicletas en
toda la ciudad
• Se llevaron a cabo actividades de
divulgación periódicas en eventos
comunitarios en el área del
proyecto
• Se distribuyeron más de $50,000
en vales a los residentes del área
del proyecto
1881
Aprendizajes Clave
• La participación de la comunidad, junto con la entrega de vales gratuitos para bicicletas, puede tener un impacto positivo en el vandalismo contra las bicicletas eléctricas. • La colaboración interdepartamental ha sido esencial para una gestión eficaz del proyecto. 1882
• Continuar administrando el programa de bicicletas compartidas, incluida la participación comunitaria continua y el mantenimiento de la flota. • Explorar oportunidades para obtener financiación y asociaciones adicionales Próxima
1883
Plan de participación comunitaria: Ciudad de Richmond y Rich City Rides  Coordinar mensualmente el Comité de participación colaborativa (CSC)  El CSC está formado por todos los líderes del proyecto, así como por hasta 6 miembros de la comunidad que viven, trabajan o estudian en el área del proyecto  Facilitar el programa Youth Fellows para jóvenes del área del proyecto de entre 16 y 24 años, en asociación con Rich City Rides
 Organizar y asistir a eventos regulares de participación comunitaria para aumentar la conciencia sobre Richmond Rising
Líderes del proyecto
Gaby Zacarias López – Gerente del Proyecto Youth Fellows, Rich City Rides Beatriz Guerrero – Coordinadora del Proyecto, Ciudad de Richmond Matias Eusterbrock – Analista del Proyecto, Ciudad de Richmond Descripción General del Proyecto
1884
Momentos Destacados y Logros
• Se contrató al gerente del proyecto de becarios jóvenes de TCC.
• Comenzó el desarrollo de los módulos de capacitación de becarios jóvenes.
• El gerente del proyecto de becarios jóvenes de TCC
asistió a 2 eventos comunitarios en el área del proyecto para promover el programa de becarios jóvenes.
• Tenemos nuevos miembros del comité CSC.
• 1 de los 5 miembros del comité CSC es un miembro joven. • El personal de TCC ha organizado 8 reuniones del CSC; el comité redactó y adoptó estatutos y nombró a cuatro
miembros de la comunidad para que participen en el comité.

El personal de TCC asistió a 19 eventos comunitarios para realizar actividades de divulgación y participación en el programa. El reclutamiento para la primera cohorte de
becarios jóvenes comenzará en el otoño de 2024.
• Participación con los consejos vecinales 1885
Aprendizajes Clave
• Crear y compartir un cronograma de
cuándo se completarán los
entregables ayuda a establecer
expectativas realistas con los socios
• El uso de software para mantenerse
organizado y realizar un seguimiento
de la documentación y los materiales
para el Programa Youth Fellow es
clave
• Colaborar con la División de
Recreación de la Ciudad para brindar
cuidado infantil fue una forma eficaz
de identificar proveedores con licencia
y asegurados.
1886
• Continuar creando módulos y capacitación para el Programa de Jóvenes Becarios. • Editar y finalizar los documentos de incorporación y reclutamiento para el Programa de Jóvenes Becarios.
• Revisar e identificar cualquier brecha o necesidad presupuestaria. • Continuar facilitando las reuniones del Comité Colaborativo de Partes Interesadas (CSC) • Continuar involucrando a los miembros de la comunidad en los Proyectos y Planes, incluido el reclutamiento para el CSC
Próxima
1887
Plan para Evitar el Desplazamiento – Ciudad de Richmond Este plan incluye 5 elementos:
 Ordenanza de acceso para inquilinos
 Política de fideicomiso de tierras comunitarias (en colaboración con Partnership for the Bay’s Future)  Kit de herramientas para ADU
 Campaña de compra local
 Programa piloto de mejora de fachadas para empresas en el área del proyecto.

Líderes del proyecto
Lizeht Zepeda, funcionaria sénior de asistencia empresarial – Departamento de Desarrollo Económico Kyle Lam, analista de gestión – Departamento de Desarrollo Económico Kaitlynn Quackenbush, ex Becaria de Vivienda – Partnership for the Bay’s Future Avery Stark, planificadora principal – Departamento de Desarrollo Comunitario Kristi Ellerbroek, planificadora adjunta – Departamento de Desarrollo Comunitario Pete Srivarom, planificador adjunto – Departamento de Desarrollo Comunitario Descripción General del Proyecto
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Momentos Destacados y Logros
• Se publicó una convocatoria para un plan de eventos, marketing y embellecimiento de pequeñas empresas
• El Departamento de Desarrollo Comunitario desarrolló la Política de Disposición Equitativa de Tierras Públicas, que fue adoptada por el Ayuntamiento.
• El Departamento de Desarrollo Económico solicitó consultores para una campaña de marketing de compra local, así como un
Programa Piloto de Embellecimiento de Pequeñas Empresas. • Se redactó un Kit de Herramientas para ADU, que incluye aportes de un ayuntamiento de ADU y otras actividades de divulgación durante múltiples eventos públicos.
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Aprendizajes Clave
• El Departamento de Desarrollo
Económico ha enfrentado desafíos de
coordinación, comunicación y
logística durante la implementación
de las tareas del DAP.
• El cronograma reflejado en el libro de
trabajo no reflejaba la disponibilidad
y capacidad del personal que fue
contratado e incorporado durante el
inicio del proyecto.
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• Continuar revisando el kit de herramientas de ADU para su aprobación y adopción
• Comenzar a aprobar ADU preaprobadas
• Desarrollar una ordenanza de acceso para inquilinos
• Implementar la política de fideicomiso de tierras comunitarias • Implementar la campaña Buy Local y el programa piloto de mejora de fachadas para empresas en el área del proyecto Próxima
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Plan de desarrollo de la fuerza laboral y oportunidades económicas – Ciudad de Richmond y GRID Alternatives
Reducir las barreras a las carreras en energía limpia para los residentes del área del proyecto mediante el reclutamiento, el desarrollo y la implementación de experiencias de capacitación inmersivas Líderes del proyecto
Tamara Walker – Directora adjunta, Empleo y capacitación Alexandra Shade – Gerente de desarrollo de la Fuerza Laboral, GRID Alternatives
Descripción General del Proyecto
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Momentos Destacados y Logros
• RichmondBUILD reservó 5 puestos para
residentes del área del proyecto para la
cohorte más nueva (a partir de agosto de
2024)
• GRID Alternatives finalizó el plan de
estudios para su programa de
capacitación solar y pudo contratar a un
capacitador para dirigir los componentes
del aula y el laboratorio del programa.
• Contrató e incorporó a un consultor (Glen
Price Group) para llevar a cabo una
estrategia de desarrollo de la fuerza
laboral basada en el lugar y un plan de
implementación.
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Aprendizajes Clave
• Comunicación sobre servicios basados en el lugar
• Lograr los objetivos de la subvención de TCC, junto con nuestros objetivos de subvención existentes, es difícil.
• Desafíos de GRID Alternatives:
• Experimentamos demoras en el inicio del programa debido a demoras en la contratación de personal para el programa. Nuestro equipo de contratación tenía rotación de personal y poca capacidad para cubrir puestos de personal. Tampoco teníamos fondos de apalancamiento comprometidos.
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• GRID Alternatives está reclutando para la primera cohorte de capacitación solar y reclutando para contratar a un
coordinador del programa
• GRID Alternatives planea comprar suministros de
capacitación/aula para la cohorte de capacitación solar • La cohorte RichmondBUILD comenzará en el otoño de 2024 • Revisar la estrategia de fuerza laboral basada en el lugar y el plan de implementación con el proyecto y los socios
comunitarios
• Completar y publicar la estrategia de fuerza laboral basada en el lugar y el plan de implementación
Próxima
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Plan de seguimiento de indicadores – Centro de Ciudades Saludables Globales de la UC Berkeley
Documentar los resultados y aprendizajes de la implementación de la subvención del TCC, centrándose en una evaluación de la equidad procedimental y distributiva, así como en medidas ambientales cuantitativas (es decir, reducciones de emisiones de GEI) Líderes del proyecto
Jason Corburn – Director, Centro de Ciudades Saludables Globales Alice Bruno – Coordinadora principal del proyecto, Centro de Ciudades Saludables Globales
Descripción General del Proyecto
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Momentos Destacados y Logros
• Talleres con socios para crear
indicadores en conjunto
• Trabajar con todos los socios
para apoyar la recopilación y
difusión de datos
• Informe final sobre el
seguimiento de indicadores,
incluidos datos sobre las
condiciones de referencia en el
área del proyecto
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Aprendizajes Clave
• Utilizar datos públicos existentes, como la Encuesta Comunitaria de Richmond, los datos de California Healthy Places y el Censo de la UC
• La salud y las conexiones sociales son preocupaciones clave dentro del Área del Proyecto y deben ser un aspecto central del seguimiento del éxito y la resiliencia de la comunidad. • Compartir información mediante el sitio web Transparent Richmond será importante, pero persisten los problemas técnicos
• La narración de datos debe incluir las voces de los participantes y los miembros de la comunidad, no solo los números.
• El seguimiento de la resiliencia es un proceso continuo y puede cambiar a medida que se completan los proyectos y las personas/poblaciones cambian • Solo el 28% del área del proyecto tiene una cubierta arbórea adecuada, en comparación con un promedio del 54% en el condado.
• Alrededor del 19% de los adultos en el área del proyecto informaron angustia mental, en comparación con aproximadamente el 13% de los adultos en el condado de Contra Costa. • El 69% de los residentes en el Área del Proyecto actualmente se sienten preparados/seguros para un desastre, pero nuestro objetivo es el 100%.
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• Estudios de caso completos de socios de
proyectos
• Herramientas completas de seguimiento de
CARB
• Completar indicadores específicos del
proyecto
• Vincular datos a Transparent Richmond
• Generar informe de seguimiento anual y
presentación en PowerPoint
Próxima
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