Agenda — Richmond City Council, May 27, 2025 (part 5 of 7)

May 27, 2025

Library and Community Services

DATE: May 27, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager – Community
Services
Tamara Walker, Deputy Director of
Community Services, Employment and Training Division

Subject:

Sole-Source Contract With Davillier Sloan, Inc.

FINANCIAL IMPACT: The contract will be covered using funds in E&T’s budget (12579441 400538 42999)

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

The Employment and Training Division of Community
Services is seeking to enter into a sole source contract with Davillier-Sloan, Inc., a labor-management consulting firm, to provide contract compliance and management
services for the City of Richmond departments.

RECOMMENDED ACTION:

APPROVE a contract with Davillier-Sloan, Inc., a labor- management firm, for a total amount not to exceed
$50,000 with a term beginning June 1, 2025, and ending
May 31, 2026, to provide contract compliance and
management services for the City of Richmond
departments – Community Services Department (Tamara
Walker 510-307-8006/LaShonda White 510-620-6828).

DISCUSSION:

AGENDA
REPORT
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May 27, 2025

The City of Richmond manages numerous contracts essential to its programs and services, including federal and state-funded initiatives and construction projects. These contracts often involve complex compliance and reporting requirements and adherence to federal, state, and local laws. Gaps in oversight could result in penalties, loss of funding, or a delay in program delivery.

On April 10, 2023, the Employment and Training Division (E&T) released a Request for Qualifications (RFQ) to identify a firm capable of providing temporary contract and compliance services. These services include administering and monitoring the LCP Tracker system. City staff reached out to three vendors and received bids from two vendors:

Davillier Sloan, Inc., and Alliant Consulting. Luster National informed E&T that they did not plan to submit a proposal.

Subsequently, on August 15, 2023, E&T entered into a contract with Davillier-Sloan, Inc. for an amount not to exceed $10,000. This contract was established to provide essential contract and compliance services while Human Resources actively works to fill the position dedicated to these responsibilities. However, filling this critical position has proven challenging, as Human Resources continues to solicit qualified candidates with the necessary skills and expertise. In the interim, the demand for contract and compliance services has grown due to an increase in projects requiring oversight.

Due to the continued need for contract compliance and management services, on February 28, 2025, E&T released another RFQ to three potential vendors (Attachment 1). The department received only one proposal for the services, which was from Davillier-Sloan, Inc. (Attachment 2)
With the expiration of the DSI contract, there is an urgent need to engage a qualified firm to ensure continuity, compliance, and effective contract management. Although Davillier- Sloan, Inc. was the sole respondent to the recent RFQ, E&T also received approval for a sole source contract with the firm (Attachment 3).

Key Reasons for Contracting with a Qualified Firm:

1. Expertise and Specialization: Contract and compliance firms possess specialized knowledge and experience navigating complex regulatory frameworks. Their expertise ensures that the city complies with funding agency requirements, reducing the risk of audit findings, penalties, or the loss of critical funding.

2. Efficiency and Capacity Building: Engaging a firm enables the city to streamline processes, improve contract management, and prevent delays in program implementation. Outsourcing these services reduces the administrative burden on city staff, allowing them to focus on core responsibilities and strategic initiatives.

3. Cost-Effectiveness: Contracting with a firm is more cost-effective than hiring and training additional staff while the search for a qualified individual continues. It provides the city with access to a team of professionals equipped with the tools and systems necessary to meet the city’s needs.
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May 27, 2025

4. Audit Readiness and Risk Mitigation: A dedicated compliance firm ensures accurate documentation, timely reporting, and adherence to evolving regulations.

This not only prepares the city for audits but also minimizes financial risks.

City staff recommends entering into a contract with Davillier-Sloan, Inc. for a total amount not to exceed $50,000 with a term beginning June 1, 2025, and ending May 31, 2026, to provide contract compliance and management services for the City of Richmond departments (Attachment 4). This firm will provide contract compliance and management services that align with the City’s commitment to operational excellence, fiscal responsibility, and regulatory compliance. This partnership will enable the City of Richmond to manage its contracts, safeguard public trust, and ensure the success of vital programs.

POLICY SYNERGIES:

This contract will support City Council strategic Goal Area #2: Increase Revenue and Improve Economic Development, and Goal Area #5: Strengthening the City’s Internal Infrastructure. The contract will strategically support broader city policies related to workforce development, financial stewardship, risk mitigation, and operational efficiency. By ensuring compliance and contract oversight, the city can protect funding, enhance public trust, and support economic and workforce growth.

DOCUMENTS ATTACHED:

Attachment 1 – Request for Qualifications
Attachment 2 - Davillier Sloan Proposal
Attachment 3 – Sole Source with Davillier Sloan
Attachment 4 – Davillier Sloan Contract

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City of Richmond Contract Compliance RFQ
City of Richmond
Contract Compliance Management
Request for Quotations (RFQ)

I. GENERAL INFORMATION

The City of Richmond is seeking a short-term contract, not to exceed $45,000, with a reputable firm to administer, implement, and monitor various social equity/justice and employment programs such as Local, Small Local, Very Small Local Disadvantaged Construction Programs (LBE/SLBE/VSLBE/DBE), Minority Business Enterprise/ Women Business Enterprise (MBE/WBE), and prevailing wage requirements under Federal, State and local laws for City projects. The City’s ordinances include but are limited to the following (attached):
 Local Employment Program Ordinance
 Business Opportunity Ordinance
 Minimum Wage Ordinance
 Ban the Box Ordinance

II. SCOPE OF WORK

The scope of this Contract Compliance Management contract for the City of Richmond includes but is not limited to the following:
 Review Project Specifications and Request for Proposals to ensure incorporation of the City's social equity/justice program requirements. Attend pre-bid meetings to ensure developers and contractors are aware of the City's various programs and requirements.  Support City staff to support pre-bidder’s and pre-construction meetings to ensure that the low bidder has complied with the City's program. Conduct pre-construction meetings to ensure that the contractor and all of their subcontractors are familiar with all program requirements.
 Meet with developers, contractors, subcontractors, and tenants to explain the City's various social equity/justice programs and policies; encourage and assist developers, contractors, and subcontractors in achieving the City's goals for program participation, and the employment and training of Richmond residents.
 Monitors City projects to ensure that compliance with the various programs from the beginning of the project to its completion.
 Perform on-site compliance reviews with contractors.
 Investigate formal and informal complaints of non-compliance with City programs, minimum wage, and labor and/or prevailing wage violations.  Confer with contractors to ensure timely submittal of weekly payroll reports; monitor payroll reports for payment of prevailing wages and the employment of Richmond residents.
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City of Richmond Contract Compliance RFQ
 Prepare monthly reports and letters of non-compliance and/or labor violations to developers and contractors.
 Certify Local, Small Local, Very Small Local firms, Minority Business Enterprise/ Women Business Enterprise (MBE/WBE), review documents submitted by company and conduct on-site review of company to determine program eligibility.  Provide technical assistance to current and prospective LBE/SLBE/VSLBE/DBE/MBE/WBE contractors.
 Monitors client service providers and/or contractors receiving City funds to ensure that funding-source requirements and City goals and requirements are satisfied, and proper documentation maintained.
 Conducts contractor audits of source documents and processes penalties as needed.  Monitors client service providers and/or contractors receiving City funds to ensure that funding-source requirements and City goals and requirements are satisfied, and proper documentation maintained.
 Management of LCPtracker, the City of Richmond’s cloud-based, labor compliance and payroll software.

III. CONTRACT LINE-ITEM STRUCTURE
Refer to the Scope of Work (SOW) for a complete description of the requirements. The City of Richmond reserves the right to make an award for any or all of the contract line items listed below. Indicate all applicable labor categories, rates, and any discounts offered. Please add additional contract line-items if need.

Labor Category Estimated hours Labor Rate Total Price $ $ $
$ $ $
$ $ $
$ $ $
$ $ $
$ $ $
TOTAL COST $

IV. KEY PERSONNEL
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City of Richmond Contract Compliance RFQ
This RFQ is not for a personnel services contract. Accordingly, the firm must designate appropriate and sufficient supervisory personnel to meet task outcomes. The firm will provide day-to-day supervision of all contract personnel including, but not limited to, work assignments and performance monitoring, coverage, payroll records, leave approval and monitoring, etc. At no time will contract personnel be supervised by City. The Deputy City Manager or their designee will provide, as needed by the firm and its employees, limited assistance in the form of technical and policy guidance.

The firm shall provide and supervise the skilled personnel required for the effective and efficient performance of this contract. The following descriptions represent the minimum requirements for each labor category. Experience refers to actual directly related and applicable experience.

The firm shall identify one person as the lead and key personnel who will provide management, administrative, and technical interface between the City of Richmond and contractor personnel in the day-to-day performance of the contract. An important element of this requirement is the ability for the firm to provide expertise as needed. Please provide the following information below regarding staffing.

Role

Minimum Year
Experience and
Certifications
Required Skills and Experience

V. SUBMISSION
Agency Contact: Tamara Walker, Deputy Director for Community Services – Employment & Training, [email protected], 510-307-8006
RFQ Issue Date: Friday, February 28, 2025
Quote Due Date: Friday March 14, 2025
The agency contract shall be the sole point of contact (POC) for answering questions regarding the RFQ.

The firm will submit a signed cover letter along with the RFQ response by the due date. Late submissions will not be accepted.

VI. TERM AND PAYMENT
The term of the contract will commence once the contract is fully executed. The total, not to exceed, contract amount is $50,000. The City will pay for requested services based on rates submitted in response to this RFQ.
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Proposal to provide Professional Services

RFQ
Contract Compliance Management
City of Richmond

Submitted by
Davillier-Sloan, Inc.

March 2025

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Cover Letter
March 14, 2025

Ms. Tamara Walker
[email protected]

Subject: Proposal to Provide Professional Services
Contract Compliance Management
City of Richmond
Request for Qualifications Issue Date: February 28, 2025

Dear Ms. Walker,
Davillier-Sloan, Inc. (DSI), is pleased to submit the company’s qualifications to provide the full range of Contract Compliance Management services for the City of Richmond (City), as described in subject Request for Qualifications (RFQ).

DSI is eminently qualified to administer, implement, and monitor the various City identified social equity/justice and employment programs such as Local, Small Local, Very Small Local Disadvantaged Construction Programs (LBE/SLBE/VSLBE/DBE), Minority Busin ess Enterprise/ Women Business Enterprise (MBE/WBE), and prevailing wage requirements under Federal, State, and local laws for City projects. Specifically, DSI is qualified and immediately prepared to address the City’s applicable ordinances, including but not limited to:

• The Local Employment Program Ordinance
• The Business Opportunity Ordinance
• The Minimum Wage Ordinance
• The Ban the Box Ordinance

The DSI team is prepared to provide the services based on extensive general experience in the public sector construction industry, as well as the specific experience required to manage compliance with the City’s Contract Compliance Management needs. The DS I experience is deep and widespread. We are currently serving in a similar capacity for three clients in Alameda County and one in Contra Costa Couty. DSI also has experience working with developers, program and project managers and contractors. DSI is cur rently providing some of the same services to the City.

The DSI team looks forward to the possibility of continuing a strong and positive relationship with the City and to providing collaborative, user -friendly and cost -efficient services. For this effort, Jake Sloan, president of DSI, will be the lead and the primary point of contact.

If you have any questions about our proposal or qualifications, please do not hesitate to contact me. I can be reached at [email protected], [email protected] or by phone at (510) 385-1242.

Sincerely,

Jake Sloan
President
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Table of Contents

1. General Business Information ............................................... 1

2. Qualifications of Firms and Key Personnel .......................... 2

3. Understanding of an Approach ............................................. 5

4. Timing ..................................................................................... 7

5. Cost ......................................................................................... 7

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1 1. General Business Information

Name of Company
Address of Company
Federal Tax ID #
Principal
Professional License #
Davillier-Sloan, Inc.
1632 12th Street, Oakland, California 94607
94-3206493
Jake Sloan
N/A

Certifications

Alameda County
City of Oakland
Port of Oakland

Small Local Emerging Business
Small Local Business Enterprise
Local Impact Area Business Enterprise
Small Business Enterprise
Very Small Business Enterprise

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2 2. Qualifications of Firms and Key Personnel

The Firm

Davillier-Sloan, Inc. (DSI) has experience in all the areas of emphasis identified in the RFQ. DSI is the only locally based firm with extensive experience in negotiating and administering both traditional and non -traditional social justice -oriented Project Labor Agreements (P LAs) that contain provisions for the hiring and retention of local residents, as well as other provisions for social justice, such as local business opportunities, minimum wage, prevailing wage, Ban the Box, etc.. DSI has been the lead negotiator or a team member in negotiating such PLAs for Alameda County, the Port of Oakland, the Peralta Community College District, the Oakland Unified School District, and the San Diego County Water Authority, among others. DSI is currently managing or advising on the implementation of four such PLAs, three of which are located in Alameda County and one in Contra Costa County . This past and current experience demonstrates the unique level and quality of professionalism that DSI brings to this effort.

In addition to its unique social justice-oriented PLA experience, DSI has experience in monitoring and prevailing wage labor compliance programs. DSI is the only firm in Contra Costa County that was previously certified by the California Department of Industrial Relations to provide third party Labor Compliance Program services, when such accreditation was available. DSI was one of only two such firms in the entire East Bay that are still operational that received this certification. DSI was one of the firs t firms to be certified by the State of California Department of Industrial Relations in 2003.

DSI takes great pride in building long -term relationships. We have provided services to the Oakland Unified School District and the Bay Area Rapid Transit District intermittently for more than 30 years, to the Port of Oakland for more than 2 5 years, to the Peralta Community College District for more than 20 years, to the County of Alameda for more than 10 years and now the City of Richmond since 2023.

In identifying and supporting local residents interested in careers in construction, DSI has worked with other organizations in conducting workshops and presentations to local Community Based Organizations (CBOs), probation agencies, high schools, and workforce development agencies.

Through these efforts, DSI has engaged over 700 residents to increase awareness about the steps necessary to succeed in Union apprenticeships.

The range of size, cost, and complexity of program and project services is broad. For example, DSI is currently administering a social justice-oriented PLA on a pipeline construction project with a cost of 4 million dollars for the Santa Clarita Valley Water Authority. Formerly, DSI was part of a team that administered a PLA for the construction of a major dam with a cost of 1 billion dollars for the San Diego County Water Authority.

There will be no learning curve for the DSI team in terms of familiarity with the overall local working environment. The team members have experience working with the Building and Construction Trades Council s of Alameda County and Contra Costa Counties , experience that 672

3 extends back over more than 40 years. The team has had the same experience with the local contracting community and related CBOs.

For any issues specific to support of workforce development initiatives, the DSI team has developed relationships with and provided strategic input to Richmond Build the Workforce Collaborative, the Oakland Private Industry Council, Cypress Mandela Pre -Apprenticeship Training Program, Men of Valor, Rising Sun Center for Opportunities, Youth Uprising, and the Alameda County Reentry Department. The teams’ relationships with these organizations will be important in assisting the City with employing disadvantaged local workers on upcoming projects.

The DSI team understands that the City intends to use this work as a vehicle for traditional project stability, uniform working conditions and project safety. We also understand the desire to address the employment of local residents and businesses and he range of Local, Small Local, Very Small Local Disadvantaged Construction Programs (LBE/SLBE/VSLBE/DBE), Minority Business Enterprise/ Women Business Enterprise (MBE/WBE) . Finally, we understand that the City intends to assure workers are paid the proper wage.

For compliance with either the local hiring goals or, as needed, the payment of prevailing wages, the DSI team is capable of monitoring certified payroll reports either manually or electronically, as preferred by the City. DSI is familiar with and has worked with the most recognized and respected electronic reporting systems, such as, but not limited to, Elation Systems, LCPtracker and Hill International. DSI can review and confirm accuracy of the certified payroll reports submitted online or as hard copies.

The Team

DSI takes pride in matching client’s needs with its team talent. The team will have four (4) key people and one (1) support staff available, capable, knowledgeable, and willing to provide a range of services. From the team’s principal to its support staff, the DSI team has more than 70 years of combined experience working in the public sector. All of DSI’s current work is public sector construction related and affected by applicable labor laws. Two of the team members are Richmond residents.

Jake Sloan: As the principal in charge and team leader, Mr. Sloan, a resident of Richmond, will oversee all facets of managing/coordinating the services identified in the RFQ. Mr. Sloan has more than 30 years’ experience in developing and managing labor, contract co mpliance and labor compliance programs, Local, Small Local, Very Small Local Disadvantaged Construction Programs (LBE/SLBE/VSLBE/DBE), Minority Business Enterprise/ Women Business Enterprise (MBE/WBE). Mr. Sloan was a member of the team that suc cessfully negotiated the Port of Oakland’s innovative Maritime Aviation Project Labor Agreement (MAPLA) over 25 years ago and has been a part of the team that has been administering it since that time. Additional experience includes co-administering a PLA for Peralta Community College District’s Vista College campus and negotiating and administering the Peralta District-wide PLA beginning in 2009. In 2006, Mr.

Sloan began to oversee the administration of the PLA for the Oakland Unified School District. He has also overseen the administration of PLAs for the Bay Area Rapid Transit District, the Fremont 673

4 Unified School District, and the Mt. Diablo Unified School District. All have significant local hiring and Labor Compliance language embedded.

Kitty Creech: Ms. Creech has over 20 years of work experience in federal and state funded projects’ labor compliance monitoring and P LA administration. Ms. Creech’s experience in construction began as a residential real estate developer over 30 years ago. As a labor compliance officer and program manager for several of DSI’s clients, she assured us that prevailing wages were paid, and clients were compliant with their LCP. Her social justice-oriented PLA experience includes day-to-to-today management of the Port of Oakland’s MAPLA. She has also participated in negotiations of several other PLAs, including but not limited to , the City of Oakland’s Army Base, Port of Oakland’s innovative PLA, and Alameda County’s two PLAs, all of which contain local hiring and other social justice-oriented provisions. Ms. Creech’s responsibility for this work will include but not be limited to providing administrative and general program support for all the elements identified in the RFQ.

Maribel Alejandre: Ms. Alejandre, a resident of Richmond, has more than 20 years of experience in the administration of Labor Compliance Programs (LCPs), P LAs and Disabled Veteran Business Enterprise (DVBE) outreach programs. Ms. Alejandre uses web -based systems to monitor PLA requirements. Her comprehensive knowledge and experience with prevailing wage and apprenticeship requirements enables her to review the automated processes and manually complete any function the electronic system cannot perform. She is currently developing new functions and reports to increase the efficiency of computer system s. Ms. Alejandre is fluent in Spanish, which has assisted her in collecting information during site visits and worker interviews.

For this work she will be the lead for the labor compliance component of the work, as applicable, or as support in PLA monitoring of local hiring provisions.

Johari Sloan-Malek: Ms. Sloan-Malek has more than 25 years of work-related experience in the field of labor compliance monitoring and administration for both state and federally funded projects. Ms. Sloan-Malek also has experience with applying and successfully receiving approval from the Department of Industrial Relations for prevailing wage rates on any residential projects.

Ms. Sloan-Malek has assisted several organizations with the initial implementation and administration of their LCPs as well as successfully managing those programs. Ms. Sloan-Malek also has experience with support work in administering PLAs containing local hiring provisions.

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5 3. Understanding and Approach

The team of DSI understands the City’s District’s desire to achieve project stability and to complete the work on time and within budget but also to maximize opportunities for Local, Small Local, Very Small Local Disadvantaged Construction Programs (LBE/SL BE/VSLBE/DBE), Minority Business Enterprise/ Women Business Enterprise (MBE/WBE).DSI proposes to serve as the Coordinator, reporting to the Deputy City Manager or designee, and provide ongoing support.

All work will be executed at the direction of and in coordination with the Deputy City Manager or designee and the needs that are identified below.

DSI is aware that one potential challenge may be a shortage of local residents qualified, available, capable, and willing to work on the City projects to fulfill hiring goals, as well as the ability to identify residents prepared and committed to face the challenge s of apprenticeship training. To maximize the potential for success, DSI proposes implementing a focused approach, working with the City, the Unions, the Contractors, and related CBOs.

The basic DSI approach will be to engage the designated City staff, any related consultants, Contractors, the Unions, and related CBOs at all levels, early and often. Such engagement ensures that, as the City consultant , all DSI communications and processes are in line with the overall vision and goals of the City. The basic philosophy/approach of DSI is to maintain ongoing communications with applicable City staff before and during construction , in order to address compliance issues early and assure clearly defined remediation steps that can be shared with each Contractor and the related unions.

With these understandings, DSI proposes to assist in using the Compliance Management Program as a catalyst for not only stimulating local opportunities but also as a vehicle for maintaining sound and cooperative labor/management relations and ensuring project stability. To that end, DSI anticipates providing the following services, as needed, which will satisfy the minimum requirements identified in the RFQ, as well as other services that may be beneficial based on team experience and that meet the City’s time schedule.

• Review Project Specifications and Request for Proposals to ensure incorporation of the City's social equity/justice program requirements.
• Attend pre-bid meetings to ensure developers and contractors are aware of the City's various programs and requirements.
• Support City staff to support pre-bidder’s and pre-construction meetings to ensure that the low bidder has complied with the City's program. Conduct pre -construction meetings to ensure that the contractor and all of their subcontractors are familiar with all program requirements.
• Meet with developers, contractors, subcontractors, and tenants to explain the City's various social equity/justice programs and policies; encourage and assist developers, contractors, and subcontractors in achieving the City's goals for program participation, and the employment and training of Richmond residents.
• Monitors City projects to ensure compliance with the various programs from the beginning of the project to its completion.
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6 • Perform on-site compliance reviews with contractors. • Investigate formal and informal complaints of non -compliance with City programs, minimum wage, and labor and/or prevailing wage violations. • Confer with contractors to ensure timely submittal of weekly payroll reports; monitor payroll reports for payment of prevailing wages and the employment of Richmond residents.
• Prepare monthly reports and letters of non -compliance and/or labor violations to developers and contractors.
• Certify Local, Small Local, Very Small Local firms, Minority Business Enterprise/ Women Business Enterprise (MBE/WBE), review documents submitted by company and conduct on-site review of company to determine program eligibility. • As qualified, p rovide technical assistance to current and prospective LBE/SLBE/VSLBE/DBE/MBE/WBE contractors.
• Monitors client service providers and/or contractors receiving City funds to ensure that funding-source requirements and City goals and requirements are satisfied, and proper documentation maintained.
• Conducts contractor audits of source documents and processes penalties as needed. • Monitors client service providers and/or contractors receiving City funds to ensure that funding-source requirements and City goals and requirements are satisfied, and proper documentation maintained.
• Management of LCPtracker, the City of Richmond’s cloud -based, labor compliance and payroll software.

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7 4. Timing
DSI will start work immediately upon Notice to Proceed and continue until the budget of Fifty Thousand Dollars ($50,000) is exhausted.

5. Cost
Since it is more than difficult to determine the exact level of effort and related time required for the various work items identified, DSI proposes to work as required for a total fee not to exceed Fifty Thousand Dollars ($50,000.00), which amount will no t be exceeded without prior, written agreement. This cost will not cover the cost of retaining an electronic reporting system. DSI will provide all work at the following hourly rates:

Hour Rates
Jake Sloan $200.00
Kitty Creech $165.00
Maribel Alejandre $150.00
Johari Sloan-Malek $150.00
Catherine Manuel $100.00

We see this as an exciting opportunity, and we look forward to the chance to continue working with the very professional staff of the City of Richmond

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Page | 1 Sole Source Form – Rev. May 12, 2016
City of Richmond
Sole Source Justification

THIS FORM MUST BE COMPLETED AND APPROVED PRIOR TO ANY PURCHASE _______________________________________________________________________________ Contact the Purchasing Division and discuss your rationale before completing this form. If Purchasing can help you make this a competitive purchase, then this form will not be required.

Attach this completed/approved form to requisitions when competitive quotes/bids/proposals are not solicited. (Required for requisitions > $3,000)
Requested Sole Source Supplier:

Company Name: ___________________________ Contact Name: ______________________ Address: _______________________________________________________________________ City: _________________________ State: _____________ Zip Code: ____________________ Phone Number (____) ___________ E-Mail _______________________________________ Duration of Contract: ____________________________________ Estimated Co
st: $ _______________ Funding Source (Account String)_12579441 400538 42999 Is the product/servi
ce IT related? Yes_____No _____ If Yes, please attach the approved IT Authorization Form For Product:

Is the recommended company the manufacturer of the product? Yes_____ No _____ For Product:

Does the manufacturer sell the item(s) through distributors? Yes_____ No _____ Description
of Product or Service:

Describe the full scope of work or service contemplated including installation if required; items should include brand, model and part number if applicable; (if additional space is needed, include them in a separate page) Sole Source Rationale: PLEASE ANSWER ALL THE FOLLOWING QUESTIONS: Explain why the recommended company is the only company that can meet the requirement. Address the following: Are there any other companies who can do this job? What condition (e.g. technological superiority, or performance risks, etc.) exists so that the recommended company has a significant advantage over any other company who can do this job? It is important to sufficiently address the key reason for awarding an order/contract without soliciting competitive bids. The rational must be clear and convincing, avoiding generalities and unsupported conclusions. (if additional space is needed, include them in a separate page) Davillier-Sloan, Inc
Jake Sloan
1632 12th Street
Oakland
CA
94607
510
(510) 835-7603
[email protected]
1 Year
$45,000
X
The City of Richmond is seeking a short-term contract, not to exceed $45,000, with a reputable firm to administer, implement, and monitor various social equity/justice and employment programs such as Local, Small Local, Very Small Local Disadvantaged Construction Programs (LBE/SLBE/VSLBE/DBE), Minority Business Enterprise/ Women Business Enterprise (MBE/WBE), and prevailing wage requirements under Federal, State and local laws for City projects.

See Attachment
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2 | Page

Complete the following checklist
A specific contractor is the only source of the required item because (check all that apply):

The required items are proprietary to the Contractor, and contractor solely transacts (sells) direct to the customer. (There are no dealers or distributors for contractor).

The required items are proprietary to the Contractor, and contractor does not sell direct to the customer. Contractor solely distributes the item or service through only one dealer or distributor in the United States. (There are no dealers or distributors for contractor).

Note: If item or service is available from more than one source, the item or service may be treated as proprietary, but must be competitively solicited from multiple (two or more) sources.

A specific item is needed:

To be compatible or interchangeable with existing hardware As spare or replacement hardware For the repair or modification of existing hardware Federal or state grant names vendor as condition of funding. (Attach copy of grant that names vendor)
There is a substantial risk in contracting with any other contractor, (e.g., only one contractor has been successful to date in implementing a difficult manufacturing process or the services sought ). In a brief explanation, provide supporting evidence of why other contractors are considered to be unable to overcome the substantial risk.

Continuation of prior Work – Additional item, service or work required, but not known to have been needed when the original order was placed with vendor, and it is not feasible or practicable to contract separately for the additional need. Provide brief explanation and supporting evidence.

(if additional space is needed, include them in a separate page)

See Attachment
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3 | Page
I acknowledge the City’s requirements for soliciting competitive quotes/bids for purchases over $3,000.00 and the criteria for justification for Sole Source purchases. I have gathered the required information, have made a concerted effort to review comparable/equal equipment/services (e.g., market research), and further affirm that there is no conflict of interest involved in the selection made.

De
partment: _________________________________
Requester Name and Title: ____________________________________________________________ Note: Requester must be able to defend this justification.

Date:_____________ Phone: _______________
Department Director (Print) _____________________ (Sign) ________________ Date:__________ ---
------------------------------------------------------------------------------------------------------------------ Submit completed form to the Purchasing Division (Prior to submission to City Manager) Finance Director:

APP
ROVED: ____________________ DATE: ___/___/___ NOT AP
PROVED: ________________ COMMENTS:
_______________
_____________ ______________________________
City Manager City Clerk Attesting to Council Approval (Under $10,000.00) (Over $10,000.00) (Copy of Minutes may be substituted) Note: Richmond Municipal Code Section 2.52.326 Sole Source Procurement requires final approval by the City Manager and/or City Council. Sole Source must be approved by Finance Director, PRIOR to Council Approval.

OCEDURE
Sole Source purchase/service are exceptions to the normal bidding process and require a detailed justification. In processing Sole Source requests for supplies, services and/or equipment, the Purchasing Division adheres to and is governed by the principles set forth in City of Richmond Municipal Code Section 2.52.326 Sole Source Procurement.

If you are requesting a particular vendor, brand or product, you must make this fact clear on your Sole Source form.

Your request will then be restrictive and non-competitive, and will fall into a sole source category. If the sole source justification is approved, the requisition can be expedited without the normal bidding requirements.

Such a request should not be made unless you are confident that your request is reasonable and appropriately justified to meet the City’s requirements and withstand any possible audit. The City’s requirements and the format for submitting such requests are contained herein. Sole Source form must be signed by authorized department representative(s). The certification will remain on file for audit purposes.

The following factors DO NOT apply to sole source requests and should not be included in your sole source justification. They will not be considered and only tend to confuse the evaluation process.

1. Personal preference for product or vendor.

2. Cost, vendor performance, and local service (these are generally considered award factors in competitive bidding).

3. Features which exceed the minimum department requirements.

Employment and Training Department
Tamara Walker, Deputy Director of Community Services
3/24/25
X8006
3/24/25
Tamara Walker
3/25/2025
680
S o l e .S o u r c e .Ra t i o n a l e ¿ .P LEAS E.A NSW ER .ALL.TH E.FOLLOW I NG .QU ESTI ONS ¿ .Ex p l a i n . why. the. recommended. company. is. the. only. company. that. can. meet. the. requirement¡.

Ad d r e ss .t h e .fo l l o wi n g ¿ .A r e .t h e r e .a n y .o t h e r .c o m p a n i e s .wh o .c a n .d o .th i s .j o b‽.W h a t . condition. (e¡g¡. technological. superiority? . or. performance. risks? . etc¡). exists. so. that. the. recommended. company. has. a. signiﬁcant. advantage. over. any. other. company. who. can. d o .t h i s .j o b‽.I t .i s .i m p o r t a n t .to .s u ff i c i e n t l y .a d d r e ss .th e .k e y .r e a s o n .fo r .a wa r d i n g .a n . order― contract. without. soliciting. competitive. bids¡. The. rational. must. be. clear. and. convincing? . avoiding. generalities. and. unsupported. conclusions¡ The City of Richmond previously issued a Request for Proposals (RFP) to solicit qualiﬁed ﬁrms to provide contract and compliance services. Despite outreach efforts, the City received only one response —from Davillier -Sloan, Inc. Given the urgency of addressing non -compliance issues in various City projects, proceeding with a sole -source contract with Davillier Sloan is both necessary and in the City's best interest for the following reasons:

1. Lack of Competitive Responses
T
he formal procurement process yielded only one qualiﬁed respondent. Reissuing the RFP or conducting additional outreach would cause signiﬁcant delays without guaranteeing additional qualiﬁed submissions.

2. Proven Experience and Reputation
D
avillier -Sloan has previously provided contract and compliance services to the City of Richmond under a smaller contract. Their familiarity with City processes and regulatory requirements positions them to
immediately address compliance
deﬁciencies.

3. Urgency of Compliance Issues
T
he City is currently out of compliance on multiple projects. Identifying and onboarding a new vendor through a new competitive process could take months , f
urther exacerbating compliance risks and potential legal or ﬁnancial penalties.

4. Efficiency and Cost -Effectiveness
E
ngaging Davillier -Sloan under a sole -source contract ensures that a qualiﬁed, experienced ﬁrm is deployed without unnecessary delays. Their prior work with the City means minimal ramp -up time, leading to faster resolutions and reduced long - term costs associated with continued non -compliance.

Given these factors, we recommend proceeding with a sole -source contract with Davillier -Sloan, Inc. to efficiently address the City’s contract and compliance needs.

Attachment.
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Continuation. of. prior. Work. .Ad d i t i o n a l .i te m ? .s e r v i c e .o r .wo r k .r e q u i r e d ? .b u t .n o t .k n o wn . to .h a v e .b e e n .n e e d e d .wh e n .t h e .o r i g i n a l .o r d e r .wa s .p l a c e d .wi t h .v e n d o r? .a n d .i t .i s .n o t . feasible. or. practicable. to. contract. separately. for. the. additional. need¡. Provide. brief. ex planation. and. supporting. evidence¡
The City of Richmond previously engaged Davillier -Sloan, Inc. for contract and compliance services on a smaller scale. However, as the City has continued to assess its compliance status across multiple projects, it has become evident that additional services are required to address widespread non -compliance issues that were not fully anticipated when the initial engagement was made.

Compounding this issue, the City has been unable to successfully hire a Contract and Compliance staff member to manage these critical responsibilities. The lack of in -house expertise has further delayed compliance efforts and increased the need for immediate external support to avoid potential regulatory penalties and disruptions to City projects.

Given Davillier -Sloan’s prior work with the City, they have already developed institutional knowledge of our procurement, compliance, and reporting processes. Contracting separately for these additional services would be
impractical and inefficient , as it would
require a new vendor to undergo a signiﬁcant learning curve, further delaying urgent compliance corrections.

Furthermore, the City's recently issued RFP for these services resulted in only one response —Davillier -Sloan. This demonstrates that the pool of qualiﬁed ﬁrms capable of addressing the City’s speciﬁc compliance challenges is limited. Reissuing the RFP or seeking additional vendors would cause de lays, increasing the risk of regulatory penalties and further project disruptions.

For these reasons, it is in the best interest of the City to extend a sole -source contract to Davillier -Sloan to continue and expand upon their prior work, ensuring continuity , efficiency, and timely resolution of compliance deﬁciencies.

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CITY OF RICHMOND

STANDARD CONTRACT
Department: City Project Manager:

City Project Manager E-mail: City Project Manager Phone No:

Vendor No: Contract No:

Description of Services:

The parties to this STANDARD CONTRACT do mutually agree and promise as follows:

1. Parties. The parties to this Contract are the City of Richmond, a municipal corporation (“the City”), and the following named Contractor:

Contractor Name:

Street Address:

City, State, Zip Code:

Contact Person:

Telephone: Email:

Business License No:
☐ A California corporation, ☐ limited liability corporation ☐ general partnership, ☐ limited partnership, ☐ individual, ☐ non-profit corporation, ☐ individual dba as [specify:] ____________________ ☐ other [specify:] _______________________________

2. Term. The effective date of this Contract is _______________________ and terminates _________________ unless terminated earlier as set forth herein.

3. Payment Limit. City’s total payments to Contractor under this Contract shall not exceed $______________ (“Contract Payment Limit”) unless a Contract Amendment has been approved by the City Council or City Manager. If this amount includes a contingency, Contractor acknowledges that any use of such contingency shall be for work beyond the original scope of services and requires prior written authorization by the City. If noted below, Compensation for work done under this Contract, shall not exceed as follows:

FY _________ total compensation shall not exceed $_________________ FY _________ total compensation shall not exceed $_________________ FY _________ total compensation shall not exceed $_________________

4. Contractor’s Obligations. Contractor agrees to perform all work at its own cost and expense, to furnish all labor, tools, equipment, materials, except as otherwise specified, in accordance with the Service Plan set forth in Exhibit A, attached hereto and incorporated herein.

5. City Obligations. City shall make payments to the Contractor in accordance with the Payment Provisions set forth in Exhibit B, attached hereto and incorporated herein.

Employment and Training Department
Tamara Walker
[email protected]
(510) 307-8006
Contract Compliance Management Services
Davillier-Sloan, Inc
1632 12th
Oakland, CA 94607
Jake Sloan
(510) 836-7603
[email protected]
June 1, 2025
May 31, 2026
25-26
50,000.00
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6. Authorized Representatives and Notices. This Contract is subject to the Authorized Representatives and Notices Provisions (Exhibit C), attached hereto and incorporated herein.

7. General Conditions. This Contract is subject to the General Conditions (Exhibit D), which are attached hereto and incorporated herein.

8. Special Conditions. This Contract is subject to the Special Conditions (Exhibit E) (if any), which are attached hereto and incorporated herein.

9. Insurance Provisions. This Contract is subject to the Insurance Provisions (Exhibit F), which are attached hereto and incorporated herein.

10. Sanctuary City Compliance Statement. This Contract is subject to the Sanctuary City Compliance Statement (Exhibit G), which is attached hereto and incorporated herein.

11. Signatures. These signatures attest the parties' agreement hereto:

CITY OF RICHMOND,
a municipal corporation [BUSINESS NAME]
(* The Corporation Chairperson of the Board, President, or Vice President should sign below)

By: _________________________ By: ___________________________ Title: ________________________ Title: __________________________ Date Signed: _________________ Date Signed: ___________________

I hereby certify that this Contract (* The Corporation Chief Financial Officer or Assistant has been approved by City Council Treasurer, or Secretary or Assistant Secretary should or the City Manager. sign below)

By: _________________________ By: ___________________________ City Clerk Title: __________________________
Date Signed: ____________________
Approved as to form:
(NOTE: Pursuant to California Corporations Code Section By: _________________________ 313, if Contractor is a corporation or nonprofit organization, City Attorney this Contract (1) must be signed by (a) the Chairperson of the Board, President, or Vice-President and (b) the
Chief Financial Officer or Assistant Treasurer, or
Secretary or Assistant Secretary)

LIST OF ATTACHMENTS:

Service Plan Exhibit A
Payment Provisions Exhibit B
Authorized Representatives and Notices Exhibit C
General Conditions Exhibit D
Special Conditions Exhibit E
Insurance Provisions Exhibit F
Sanctuary City Compliance Statement Exhibit G

Davillier-Sloan, Inc
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_____________________________

EXHIBIT A

SERVICE PLAN

Contractor shall, to the satisfaction of the Project Manager ( set forth in Exhibit B) , perform the following services and be compensated as outlined below [or attach service plan if necessary]:

Davillier-Sloan, Inc
The scope of this Contract Compliance Management contract for the City of Richmond includes but is not limited to the following:
- Review Project Specifications and Request for Proposals to ensure incorporation of the City's social equity/justice program requirements. Attend pre-bid meetings to ensure developers and contractors are aware of the City's various programs and requirements. - Support City staff to support pre-bidder’s and pre-construction meetings to ensure that the low bidder has complied with the City's program. Conduct pre-construction meetings to ensure that the contractor and all of their subcontractors are familiar with all program requirements. - Meet with developers, contractors, subcontractors, and tenants to explain the City's various social equity/justice programs and policies; encourage and assist developers, contractors, and subcontractors in achieving the City's goals for program participation, and the employment and training of Richmond residents.
- Monitors City projects to ensure that compliance with the various programs from the beginning of the project to its completion.
- Perform on-site compliance reviews with contractors.
- Investigate formal and informal complaints of non-compliance with City programs, minimum wage, and labor and/or prevailing wage violations.
- Confer with contractors to ensure timely submittal of weekly payroll reports; monitor payroll reports for payment of prevailing wages and the employment of Richmond residents. - Prepare monthly reports and letters of non-compliance and/or labor violations to developers and contractors.
- Certify Local, Small Local, Very Small Local firms, Minority Business Enterprise/ Women Business Enterprise (MBE/WBE), review documents submitted by company and conduct on-site review of company to determine program eligibility.
- Provide technical assistance to current and prospective LBE/SLBE/VSLBE/DBE/MBE/WBE contractors.
- Monitors client service providers and/or contractors receiving City funds to ensure that funding-source requirements and City goals and requirements are satisfied, and proper documentation maintained.
- Conducts contractor audits of source documents and processes penalties as needed. - Monitors client service providers and/or contractors receiving City funds to ensure that funding-source requirements and City goals and requirements are satisfied, and proper documentation maintained.
- Management of LCPtracker, the City of Richmond’s cloud-based, labor compliance and payroll software.
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EXHIBIT B

PAYMENT PROVISIONS

1. COMPENSATION TO CONTRACTOR:

a. Provided Contractor is not in default under this Contract, Contractor shall be compensated in the manner set forth herein.

b. All payments made pursuant to this Contract shall be subject to the Contract Payment Limit. The Payment Limit includes expenses (phones, photocopying, meals and travel, etc.). Invoices shall be adequately detailed, based on accurate records, and be in a form reasonably satisfactory to the City. Contractor may be required to provide back-up material upon request.

c. All City vendors receiving new contracts shall sign up to receive electronic payments through the City’s Automated Clearinghouse (ACH) payments service/provider.

2. SUBMISSION OF INVOICES:

Contractor shall submit timely invoices by email to
[email protected] and/or to the following address:

Attention: City of Richmond Finance/Account Payable
Project Manager: _______________________
P.O. Box 4046
Richmond, CA 94804

3. All invoices that are submitted by Contractor shall be subject to the approval of the City Project Manager, _______________________, before payments shall be authorized.

a. The City will pay invoice(s) within 45 days after completion of services to the City’s satisfaction. The City shall not pay late fees or interest.

b. All appropriate permits, certificates, and licenses, including a City business license shall be obtained and maintained for the duration of this Contract before any payment is authorized.

4. All insurance coverage required by this Contract shall be provided by the Contractor before this Contract is executed by the City. The insurance coverage required by this Contract shall be maintained by Contractor for the duration of this Contract and must be in place before any payment is authorized.

Tamara Walker
Tamara Walker
Davillier-Sloan, Inc
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_____________________________

EXHIBIT C

AUTHORIZED REPRESENTATIVES AND NOTICES

1. All required written notices shall be delivered: (i) by hand; or (ii) sent by registered, express, or certified mail, with return receipt requested or with delivery confirmation requested from the U.S. postal service; or (iii) sent by overnight or same day courier service at the party’s respective address listed in this Section.

2. Each notice shall be deemed to have been received on the earlier to occur of:
actual delivery or the date on which delivery is refused; or three (3) days after notice is deposited in the U.S. mail or with a courier service in the manner described above (Sundays and City holidays excepted).

3. Either party may, at any time, change its notice address (other than to a post office box address) by giving the other party three (3) days prior written notice of the new address.

4. All notices, demands, requests, or approvals from Contractor to the City shall be addressed to the City at:

City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
Email: ________________________________________________

5. All notices, demands, requests, or approvals from the City to Contractor shall be addressed to Contractor at:

Attn:

Email: ________________________________________________ Tamara Walker
[email protected]
Davillier-Sloan, Inc
Davillier-Sloan, Inc
1632 12th
Oakland, CA 94607
[email protected]
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_____________________________

EXHIBIT D

GENERAL CONDITIONS

1. INDEPENDENT PARTIES:

Contractor hereby declares that Contractor is engaged as an independent business and Contractor agrees to perform the services as an independent contractor.

The manner and means of conducting the services and tasks are under the control of Contractor except to the extent they are limited by statute, rule or regulation and the express terms of this Contract. No civil service status or other right of employment will be acquired by virtue of Contractor’s services. None of the benefits provided by the City to its employees, including but not limited to unemployment insurance, workers’ compensation plans, vacation and sick leave, are available from the City to Contractor, its employees or agents. Deductions shall not be made for any state or federal taxes, FICA payments, PERS payments, or other purposes normally associated with an employer-employee relationship from any compensation due to Contractor. Payments of the above items, if required, are the responsibility of Contractor.

2. TIME IS OF THE ESSENCE:

Contractor and the City agree that time is of the essence regarding the performance of this Contract.

3. STANDARD OF CARE:

Contractor agrees to perform all services hereunder in a manner commensurate with the prevailing standards of like professionals or service Contractors, as applicable, in the San Francisco Bay Area and agrees that all services shall be performed by qualified and experienced personnel who are not employed by the City.

4. IMMIGRATION REFORM AND CONTROL ACT (IRCA):

Contractor assumes all responsibility for verifying the identity and employment authorization of all of its employees performing work hereunder, pursuant to all applicable IRCA or other federal, or state rules and regulations. Contractor shall indemnify, defend, and hold the City harmless from and against any loss, damage, liability, costs or expenses arising from any noncompliance of this provision by Contractor.

5. NON-DISCRIMINATION:

Consistent with the City’s policy and state and federal law that harassment and discrimination are unacceptable conduct, Contractor and its employees, contractors, and agents shall not harass or discriminate against any job applicant, City employee, or any other person on the basis of any kind of any statutorily (federal, state or local) protected class, including but not limited to: race, religious creed, color, national origin, ancestry, Davillier-Sloan, Inc
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_____________________________
disability (both mental and physical) including HIV and AIDS, medical condition (e.g. cancer), genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, pregnancy, political affiliation, military and veteran status or legitimate union activities. Contractor agrees that any violation of this provision shall constitute a material breach of this Contract.

6. CITY PROPERTY:
a. Each and every report, draft, work product, map, record, applicable plans, drawings, calculation, data, specification, video, graphic, or any other material or document produced, prepared or caused to be prepared by Contractor pursuant to or in connection with this Contract shall be the exclusive property of the City.

b. Notwithstanding the foregoing, Contractor shall not be obligated to provide to City proprietary software or data which Contractor has developed or had developed for Contractor's own use; provided, however, that Contractor shall, pursuant to Section 11 below, indemnify, defend and hold the City harmless from and against any discovery or Public Records Act request seeking the disclosure of such proprietary software or data.

c. No report, information or other data given to or prepared or assembled by Contractor pursuant to this Contract shall be made available to any individual or organization by Contractor without prior approval of the City Manager or their designee.

d. Contractor shall, at such time and in such form as City Manager or their designee may require, furnish reports concerning the status of services and tasks required under this Contract.

7. RECORDS:

a. Contractor shall maintain complete and accurate records with respect to the services, tasks, work, documents and data in sufficient detail to permit an evaluation of Contractor’s performance under the Contract, as well as maintain books and records related to sales, costs, expenses, receipts and other such information required by the City that relate to the performance of the services and tasks under this Contract (collectively the “Records”).

b. All Records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Contractor shall provide free access to the Records to the representatives of the City or its designees during regular business hours upon reasonable prior notice. The City has the right to examine and audit the Records, and to make copies or transcripts therefrom as necessary, and to allow inspection of all proceedings and activities related to this Contract. Such Records, together with supporting documents, shall be kept separate from other documents and records and shall be maintained by Contractor for a period of five (5) years after receipt of final payment.

Davillier-Sloan, Inc
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_____________________________
c. If supplemental examination or audit of the Records is necessary due to concerns raised by the City’s preliminary examination or audit of records, and the City’s supplemental examination or audit of the records discloses a failure to adhere to appropriate internal financial controls, or other breach of this Contract or failure to act in good faith, then Contractor shall reimburse the City for all reasonable costs and expenses associated with the supplemental examination or audit.

8. PERMITS AND LICENSES:

Contractor, at its sole expense, shall obtain and maintain during the term of this Contract, all appropriate permits, certificates and licenses, including a City business license, required in connection with the performance of the services and tasks hereunder.

The failure to obtain such permits and licenses shall be a material breach of this Contract and grounds for immediate termination by City; provided, however, that City may waive the business license requirement in writing under unusual or extraordinary circumstances without necessitating any modification of this Contract to reflect such waiver.

9. TERMINATION:

a. Termination Without Default. Notwithstanding any provision herein to the contrary, the City may, in its sole and absolute discretion and without cause, terminate this Contract at any time prior to completion by Contractor of the project or services hereunder immediately upon transmission of written notice to Contractor as provided in Exhibit C “Authorized Representatives and Notices”.

b. Termination in the Event of Default. Should Contractor fail to perform any of its obligations hereunder, within the time and in the manner provided or otherwise violate any of the terms of this Contract, City may immediately terminate this Contract by giving written notice of such termination, stating the reasons for such termination. Contractor shall be compensated as provided in Exhibit B; provided, however, there shall be deducted from such amount the amount of damage, including attorney's fees, expert witness fees and costs, if any, sustained by City by virtue of Contractor's breach of this Contract. Additionally, in the event of such termination, the City may proceed with the work in any reasonable manner it chooses.

10. CONFLICT OF INTEREST:

Contractor acknowledges, represents and warrants that Contractor shall avoid all conflicts of interest (as defined under any federal, state or local statute, rule or regulation, or at common law) with respect to this Contract. Contractor further acknowledges, represents and warrants that no City official or employee has any economic interest, as defined in Title 2, California Code of Regulations §§ 18703.1 through 18703.5, with Contractor that would invalidate this Contract. Contractor acknowledges that in the event that Contractor shall be found by any judicial or administrative body to have any conflict of interest (as defined above) with respect to this Contract, all consideration received under Davillier-Sloan, Inc
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
this Contract shall be forfeited and returned to City forthwith. This provision shall survive the termination of this Contract for one (1) year.

11. HOLD HARMLESS:

a. To the fullest extent permitted by law, Contractor shall indemnify, defend (with counsel acceptable to the City) and hold harmless the City, its City Council, boards, commissions, officials, employees, agents and volunteers (“Indemnitees”) from and against any and all loss, damages, liability, obligations, claims, suits, judgments, costs and expenses whatsoever, including attorney’s fees and costs of litigation (“Claims”), arising from or in any manner connected to Contractor’s performance of its obligations under this Contract or failure to comply with any of its obligations under this Contract or out of the operations conducted by Contractor even if the City is found to have been negligent. If the Claims filed against Indemnitees allege negligence, recklessness or willful misconduct on the part of Contractor, Contractor shall have no right of reimbursement against Indemnitees for the costs of defense even if negligence, recklessness or willful misconduct is not found on the part of Contractor. Contractor shall not have any obligations to indemnify Indemnitees if the loss or damage is found to have resulted solely from the negligence or the willful misconduct of the City. The defense and indemnification obligations of this Contract are undertaken in addition to, and shall not in any way be limited by, the insurance obligations contained in this Contract.

b. This indemnification obligation shall survive this Contract and shall not be limited by any term of any insurance policy required under this Contract; provided however, that if this Contract is for design professional services, this indemnity provision is limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the design professional (as defined in California Civil Code section 2782.8).

12. LIMITATIONS UPON SUBCONTRACTING AND ASSIGNMENT:

a. This Contract binds the heirs, successors, assigns and representatives of Contractor. The Contractor shall not enter into subcontracts for any work contemplated under this Contract and shall not assign this Contract, nor any portion hereof or monies due or to become due, without the prior written consent of the City Council or its designee.

b. Contractor shall not assign, sublease, hypothecate, or transfer this Contract, or any interest therein, directly or indirectly, by operation of law or otherwise, without prior written consent of the City Manager. Contractor shall submit a written request for consent to transfer to the City Manager at least thirty (30) days in advance of the desired transfer.

The City Manager or their designee may consent or reject such request in their sole and absolute discretion. Any attempt to do so without said consent shall be null and void, and any assignee, sublessee, hypothecate or transferee shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. However, claims for Davillier-Sloan, Inc
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
money against the City under this Contract may be assigned by Contractor to a bank, trust company or other financial institution without prior written consent.

c. The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Contractor (if applicable), or of the interest of any general partner or joint venturer or syndicate member if Contractor is a partnership or joint- venture or syndicate, which shall result in a change of control of Contractor, shall be deemed an assignment. For this purpose, control shall mean fifty percent or more of the voting power or twenty-five percent or more of the assets of the corporation, partnership or joint-venture.

d. Only those persons and/or businesses whose names and resumés are attached to this Contract shall be used in the performance of this Contract. However, if after the start of this Contract, Contractor wishes to use sub-contractors, at no additional costs to the City, then Contractor shall submit a written request for consent to add sub- contractors including the names of the sub-contractors and the reasons for the request to the City Manager at least five (5) days in advance. The City Manager may consent or reject such requests in their sole and absolute discretion.

e. Each sub-contractor shall be required to furnish proof of workers’ compensation insurance and shall also be required to carry general, automobile and professional liability insurance (as applicable) in reasonable conformity to the insurance carried by Contractor.

f. In addition, any tasks or services performed by sub-contractors shall be subject to each provision of this Contract. Contractor shall include the following language in their Contract with any sub-contractor: “Sub-Contractors hired by Contractor agree to be bound to Contractor and the City in the same manner and to the same extent as Contractor is bound to the City.”

g. The requirements in this Section 12 shall not apply to persons who are merely providing materials, supplies, data or information that Contractor then analyzes and incorporates into its work product.

13. SAFETY:

a. Contractor acknowledges that the City is committed to the highest standards of workplace safety. Contractor will be solely and completely responsible for conditions of all vehicles owned or operated by Contractor, including the safety of all persons and property during performance of the services and tasks under this Contract.

Contractor shall assume sole and complete responsibility for the safety of Contractor's employees and any of subcontractor's employees This requirement will apply continuously and not be limited to normal working hours. In addition, Contractor will comply with all safety provisions in conformance with U.S. Department of Labor Occupational Safety and Health Act, any equivalent state law, and all other applicable Davillier-Sloan, Inc
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federal, state, county and local laws, ordinances, codes, and any regulations that may be detailed in other parts of the Contract. Where any of these are in conflict, the more stringent requirements will be followed. Contractor’s failure to thoroughly familiarize itself with the aforementioned safety provisions will not relieve it from compliance with the obligations and penalties set forth herein.

b. Contractor will immediately notify the City (in no event less than 24 hours) of any incident of death, serious personal injury or substantial property damage that occurs in connection with the performance of this Contract. Contractor will promptly submit to the City a written report of all incidents that occur in connection with this Contract. This report must include the following information: (i) name and address of injured or deceased person(s); (ii) name and address of Contractor’s employee(s) involved in the incident; (iii) name and address of Contractor’s liability insurance carrier; (iv) a detailed description of the incident; and (v) a police report.

c. Contractor acknowledges that the City shall have the right to impose, at the City’s sole discretion, requirements that it deems are necessary to protect the health and safety of the City employees, residents, and visitors. Contractor agrees to comply with all such requirements, including, but not limited to, mandatory vaccinations, the use of personal protective equipment (e.g. masks), physical distancing, and health screenings.

Contractor also agrees to make available to the City, at the City’s request, records to demonstrate Contractor’s compliance with this Section.

14. INSURANCE:

Insurance requirements are set forth in Exhibit F to this Contract. Contractor shall abide by the insurance requirements set forth in said Exhibit F.

15. COMPLIANCE WITH ALL APPLICABLE LAWS:

a. During the term of this Contract, Contractor shall keep fully informed of all existing and future state and federal laws and all municipal ordinances and regulations of the City of Richmond which affect the manner in which the services or tasks are to be performed by Contractor, as well as all such orders and decrees of bodies or tribunals having any jurisdiction or authority over the same. Contractor shall comply with all applicable laws, state and federal and all ordinances, rules and regulations enacted or issued by the City. Compliance under this provision includes compliance with all provisions of the Richmond Municipal Code ("Municipal Code"), including Chapters 2.50,

2.52, 2.56, and 2.60, if applicable.

b. Contractor acknowledges that under § 2.60.070 of the Municipal Code ("Living Wage Ordinance"), Contractor is required to provide the City with documents and information verifying its compliance with the Living Wage Ordinance. Contractor shall notify each of its affected employees with regards to the wages that are required to be paid pursuant to the Living Wage Ordinance as prescribed in § 2.60.070 of the Municipal Code.

Davillier-Sloan, Inc
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c. Contractor shall comply with § 2.28.030 of the Municipal Code, obligating every Contractor or sub-Contractor under an agreement or sub-agreement with the City for public works, goods or services to refrain from discriminatory employment or practices on the basis of race, color, sex, sexual orientation, religious creed, national origin or ancestry of any employee, any applicant for employment or any potential sub-contractor.

d. Contractor acknowledges that the City’s Drug Free Workplace Policy, Violence in the Workplace Policy and the Policy Against Workplace Harassment, are available on the City’s website at http://www.ci.richmond.ca.us/workplacepolicies.

Contractor agrees to abide by the terms and conditions of said policies.

16. INTEGRATED CONTRACT:

The Recitals and exhibits are a material part of this Contract and are expressly incorporated herein. This Contract represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions hereof. Any modification of this Contract will be effective only by written execution signed by both the City and Contractor.

17. CONFLICTING PROVISIONS:

In the event of a conflict between these General Conditions and those of any Exhibit or attachment hereto, these General Conditions shall prevail; provided, however, that any Special Condition as set forth in Exhibit E shall prevail over these General Conditions. In the event of a conflict between the terms and conditions of any two or more Exhibits or attachments hereto, those prepared by City shall prevail over those prepared by the Contractor, and the terms and conditions preferred by the City shall prevail over those preferred by the Contractor.

18. FORCE MAJEURE:

Neither party hereto shall be considered in default in the performance of its obligations hereunder to the extent that the performance of such an obligation is prevented or delayed by reason of acts of God, strikes, boycotts, lock-outs, inability to procure materials not related to the price thereof, failure of power, restrictive governmental laws and regulations enacted after the date of this Contract, riots, civil unrest, acts of terrorism, insurrection, war, declaration of a state or national emergency or other reasons of a like nature not within the reasonable control of such party.

19. CONFLICT OF LAW:

This Contract shall be interpreted under, and enforced by the laws of the State of Davillier-Sloan, Inc
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California without regard to any choice of law rules which may direct the application of laws of another jurisdiction. The Contract and obligations of the parties are subject to all valid laws, orders, rules, and regulations of the authorities having jurisdiction over this Contract (or the successors of those authorities). Any suits brought pursuant to this Contract shall be filed with the courts of the County of Contra Costa, State of California.

20. CLAIMS:

Any claim by Contractor against City hereunder shall be subject to Government Code §§ 800 et seq. The claims presentation provisions of said Act are hereby modified such that the presentation of all claims hereunder to the City shall be waived if not made within six months after accrual of the cause of action.

21. INTERPRETATION:

This Contract shall be interpreted as if drafted by both parties.

22. WARRANTY:

If any product is be provided to the City as part of this Contract, Contractor warrants as follows: Contractor possesses good title to the product and the right to transfer the product to City; the product shall be delivered to the City free from any security interest or other lien; the product meets any specifications contained herein; the product shall be free from material defects in materials and workmanship under normal use for a period of one (1) year from the date of delivery; and the product shall be fit for its intended purpose(s). Notwithstanding the foregoing, consumable and maintenance items (such as light bulbs and batteries) shall be warranted for a period of one hundred and eighty (180) days from the date of delivery. All repairs during the warranty period shall be promptly performed by Contractor, at Contractor's expense, including shipping.

23. SEVERABILITY:

In the event that any of the provisions or portions or applications thereof of this Contract are held to be unenforceable or invalid by any court of competent jurisdiction, City and Contractor shall negotiate an equitable adjustment in the provisions of the Contract with a view toward effecting the purpose of this Contract, and the validity and enforceability of the remaining provisions or portions or applications thereof, shall not be affected thereby.

24. AUTHORITY:

City warrants and represents that the signatory hereto (the Mayor of the City of Richmond or the City Manager) is duly authorized to enter into and execute this Contract on behalf of City. The party signing on behalf of Contractor warrants and represents that they are duly authorized to enter into and execute this Contract on behalf of Contractor, Davillier-Sloan, Inc
695
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
and shall be personally liable to City if they are not duly authorized to enter into and execute this Contract on behalf of Contractor.

25. WAIVER:

The waiver by City of any breach of any term or provision of this Contract shall not be construed as a waiver of any subsequent breach. Inspections or approvals, or statements by any officer, agent or employee of the City relating to the Contractor’s performance, or payment therefore, or any combination of these acts, shall not relieve the Contractor’s obligation to fulfill this Contract as prescribed; nor shall the City be thereby stopped from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract.

26. COUNTERPARTS:

This Contract may be executed in any number of counterparts (including by fax, PDF, DocuSign, or other electronic means), each of which shall be deemed an original, but all of which shall constitute one and the same instrument.

27. SANCTUARY CITY CONTRACTING ORDINANCE (SCCO):

The Richmond Sanctuary City Contracting Ordinance No. 12-18 prohibits the City from granting and or retaining contracts with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor must submit the Sanctuary City Compliance Statement, attached hereto as Exhibit G.

Davillier-Sloan, Inc
696
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

EXHIBIT E

SPECIAL CONDITIONS

The General Conditions are hereby amended to include the following modifications and/or provisions (if applicable, otherwise please state “NONE”):

Davillier-Sloan, Inc
NONE
697
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

EXHIBIT F

INSURANCE PROVISIONS
☐ CHECK HERE IF RISK MANAGEMENT HAS APPROVED WAIVING INSURANCE REQUIREMENTS FOR THIS CONTRACT.

1. CERTIFICATES: Before the commencement of the terms of this Contract, and during the entire term of this Contract and any extension or modification thereof, Contractor shall furnish the City’s Risk Manager with certificates showing the type, amount, class of operations covered, effective dates and dates of expiration of insurance coverage in compliance with coverage requirements set forth by the City and incorporated herein.

Such certificates, which do not limit Contractor’s indemnification, shall also contain substantially the following statement:
“Should any of the above insurance covered by this certificate be canceled or coverage reduced before the expiration date thereof, the insurer affording coverage shall provide thirty (30) days’ advance written notice to the City of Richmond.

Attention: Risk Manager.”
Contractor shall maintain in force at all times during the performance of this Contract all appropriate coverage of insurance required by this Contract with an insurance company licensed to offer insurance business in the State of California with a current A.M. Best’s rating of no less than A:VII or Standard & Poor’s Rating (if rated) of at least BBB unless otherwise acceptable to the City. Contractor shall deliver updated insurance certificates to the City at the address set forth in Exhibit C prior to the expiration of the existing insurance certificate for the duration of the term of Contract.

Endorsements naming the City, its City Council, boards, commissions, officials, employees, agents, and volunteers as additional insured shall be submitted with the insurance certificates.

2. COVERAGE REQUIREMENTS: The City’s insurance requirements depend upon the type of service being provided and/or the provider. The City’s insurance requirements will fall into one of the following categories (unless otherwise provided by the City):

Consultants and Contractors – Type 1
Professional Services – Type 2
Environmental Risk/Hazardous Waste Material – Type 3
Lease of City Property – Type 4
Vendors, Suppliers, Small Grant Recipients & Nonprofit Organizations – Type 5 Transportation Providers – Type 6
Professional Services Pyrotechnics – Type 7
Cyber and I.T. Risks – Type 8
Davillier-Sloan, Inc
698
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
The insurance requirements classification applicable to this Contract shall be attached to this Exhibit F and made a part hereof.

3. FAILURE TO SECURE: If Contractor at any time during the term hereof should fail to secure or maintain the foregoing insurance, the City shall be permitted to obtain such insurance in Contractor’s name or as an agent of Contractor and shall be compensated by Contractor for the costs of the insurance premiums at the maximum rate permitted by law and computed from the date written notice is received that the premiums have not been paid.

4. SUFFICIENCY OF INSURANCE: The insurance limits required by the City are not represented as being sufficient to protect Contractor. Contractor is advised to consult Contractor’s insurance broker to determine adequate coverage for Contractor. The coverage and limits shall be (1) the minimum coverage and limits specified in this Contract; or (2) the broader coverage and maximum limits of the coverage carried by or available to Contractor; whichever is greater.

INSERT INSURANCE REQUIREMENTS CLASSIFICATION APPLICABLE TO THIS CONTRACT: (IF NECESSARY, CONFIRM WITH RISK MANAGER)
Davillier-Sloan, Inc
699
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

EXHIBIT G

SANCTUARY CITY COMPLIANCE STATEMENT

The undersigned, (hereafter "Contractor"), has had an opportunity to review the requirements of City of Richmond Ordinance 12-18 (hereafter "Sanctuary City Contracting Ordinance" or “SCCO”).

Contractor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor understands the meaning of the following terms used in the SCCO:

a. "Data Broker” means either of the following:

i. The collection of information, including personal information about consumers, from a wide variety of sources for the purposes of reselling such information to their customers, which include both private-sector business and government agencies;

ii. The aggregation of data that was collected for another purpose from that for which it is ultimately used.

b. “Extreme Vetting” means data mining, threat modeling, predictive risk analysis, or other similar services."

Contractor understands that it is not eligible to receive or retain a City contract if at the time the Contract is executed, or at any time during the term of the Contract, it provides Data Broker or Extreme Vetting services to ICE.

Contractor further understands and agrees that Contractor's failure to comply with the SCCO shall constitute a material default of the Contract and the City Manager may terminate the Contract and bar Contractor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.

By executing this statement, Contractor certifies that it complies with the requirements of the SCCO and that if at any time during the term of the Contract it ceases to comply, Contractor will promptly notify the City Manager in writing. Any person or entity who knowingly or willingly supplies false information in violation of the SCCO shall be guilty of a misdemeanor and subject to a $1,000 fine.

Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Printed Name: Title:

Signed: Date:

Business Entity:

Davillier-Sloan, Inc
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May 27, 2025

Library and Community Services

DATE: May 27, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager
Tamara Walker, Deputy Director of
Community Services, Employment and Training Division

Subject:

Approve the Richmond Workforce Development Board
Local Plan Program Year 25-28
FINANCIAL IMPACT: There is no immediate fiscal impact to the City’s General Fund. Approval of the Local Plan allows the Richmond
Workforce Development Board to remain in compliance
with federal and state requirements under the Workforce Innovation and Opportunity Act (WIOA) and to continue
receiving WIOA formula and discretionary grant funds.

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

The Richmond Workforce Development Board (RWDB) is
required by the California Workforce Development Board
and the U.S. Department of Labor to develop and submit
a Local Plan for Program Years 2025–2028. This plan
outlines the strategic vision, goals, policies, and
operational framework for the City of Richmond’s
workforce development system. It ensures alignment with regional and state workforce priorities, promotes equity and inclusion, and supports the economic development
goals of the City. City Council approval is necessary to authorize the submission of the Local Plan to the State, formalizing the City’s commitment to these workforce
strategies and allowing the RWDB to continue receiving
Workforce Innovation and Opportunity Act (WIOA)
funding.

AGENDA
REPORT
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RECOMMENDED ACTION:

APPROVE the Richmond Workforce Development Board
Local Plan Program Years 2025-2028 - Community
Services Department (LaShonda White/Tamara Walker
510-307-8006).

DISCUSSION:

The Workforce Innovation and Opportunity Act (WIOA) mandates that each Local Workforce Development Board (LWDB) develop and submit a four-year Local Plan. This plan must align with the state’s Unified Strategic Workforce Development Plan and be designed to improve the public workforce system through stronger coordination, service delivery, and accountability.

As one of California’s 45 Local Workforce Development Areas (LWDAs), the City of Richmond is required to submit a Local Plan to guide WIOA Title I services in its jurisdiction. The Richmond Workforce Development Board (RWDB) is responsible for ensuring that this plan reflects local workforce priorities, addresses the needs of job seekers and employers, and establishes a vision for workforce system improvements.

The Program Years (PYs) 2025–2028 Local Plan presents a comprehensive roadmap for enhancing workforce development in Richmond. Key elements of the plan include:

 Alignment with WIOA: Ensuring compliance with federal requirements and promoting access to employment, education, and training services.

 Strategic Priorities: Emphasizing community awareness of career pathways, providing targeted job seeker support, deepening business engagement, and bridging the digital divide.

 System Improvements: Expanding the use of hybrid service delivery, increasing work-based learning opportunities, strengthening digital literacy efforts, and promoting inclusive employment models.

 Youth Focus: Enhancing youth employment and educational opportunities through innovative strategies aligned with the forthcoming Youth Committee’s goals.

 Coordination with Partners: Emphasizing collaboration with America’s Job Centers of California (AJCC) partners and state-level strategic partners to serve targeted populations.

The Local Plan was developed with input from community stakeholders, partner organizations, businesses, and education providers. It reflects both current labor market 702

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May 27, 2025
conditions and anticipated trends in the City of Richmond and the broader East Bay region.

SYNERGISTIC POLICIES:

This work aligns with City Council Strategic Goal Area #2: Increase Revenue and Improve Economic Development. Goal 2.1 reflects the creation of new opportunities for workforce development in Richmond.

The RWDB has outlined several synergistic policies in its Local Plan for PYs 2025– 2028. These policies are designed to create an integrated, equitable, and responsive workforce development system that aligns with regional economic goals and addresses the needs of both job seekers and employers.

1. Person-Centered Service Delivery: The RWDB emphasizes a person-centered approach, ensuring that services are tailored to the unique needs of individuals.

This involves coordinating with local partners to provide comprehensive support through the America’s Job Centers of California (AJCC) system.

2. Alignment with Regional Economic Goals: The Local Plan is designed to operationalize the roadmap laid out in the Regional Plan, focusing on aligning workforce development efforts with regional economic objectives. This includes preparing an educated and skilled workforce to meet the demands of local industries.

3. Integration with Education and Training Providers: The RWDB collaborates with educational institutions, such as Contra Costa College, to provide career and technical education. These programs combine technical, job-specific skills with core academics to prepare residents for careers in high-demand fields.

4. Focus on Equity and Inclusion: The RWDB recognizes that education and training alone will not solve the problem of poverty. Therefore, it seeks to develop strategies and policies that enable people to gain and retain good jobs that offer economic security or place them in entry-level jobs with pathways for advancement.

5. Continuous Evaluation and Improvement: The RWDB is committed to measuring performance by continuously evaluating training, employment, and earnings outcomes. This ensures that the services provided are effective and have a positive economic impact.

DOCUMENTS ATTACHED:

Attachment 1 – Regional and Local Planning Directive
Attachment 2 – RWDB Local Plan 25-28
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Directive
Date: December 20, 2024 Number: WSD24-09

Regional and Local Planning Guidance for PY 2025-28

Executive Summary

This policy provides the guidance and establishes the procedures regarding the Regional and Local Plans for Program Years (PY) 2025-28, effective July 1, 2025, through June 30, 2029, as required by the Workforce Innovation and Opportunity Act (WIOA). This policy applies to Local Workforce Development Boards (Local Board) and is effective on the date of issuance.

This policy is developed by the California Workforce Development Board and contains some state-imposed requirements. All state-imposed requirements are indicated in bold, italic type.

This Directive finalizes Workforce Services Draft Directive Regional and Local Planning Guidance for PY 25-28 (WSDD-262), issued for comment on September 18, 2024. The Workforce Development Community submitted eight comments during the draft comment period. A summary of comments, including all changes, is provided in Attachment 4.

This policy supersedes Regional and Local Planning Guidance for PY 21-24 Two Year Modifications (WSD22-05), dated October 27, 2022. Retain this Directive until further notice.

References

• Workforce Innovation and Opportunity Act, Public Law Sections 106 – 108 and 121 • Title 20 Code of Federal Regulations (CFR) Sections 679.200 through 679.580 • Training and Employment Notice (TEN) 21-16, WIOA Regional and Local Planning and Local Board Responsibilities Questions and Answers (December 5, 2016) • California Unemployment Insurance Code (CUIC) Sections 14000 through 18012 • California’s 2024-2027 Unified Strategic Workforce Development Plan (State Plan) • Workforce Services Directives WSD22-13, Selection of AJCC Operators and Career Services Providers (May 1, 2023)
• WSD19-09, Strategic Co-Enrollment – Unified Plan Partners (February 12, 2020) • WSD18-12, WIOA Memorandums of Understanding (April 30, 2019) • WSD17-07, WIOA Youth Program Requirements (January 16, 2018) • WSD17-01, Nondiscrimination and Equal Opportunity Procedures (August 1,2017) • WSD16-04, Rapid Response and Layoff Aversion Activities (July 22, 2016) 704

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Background

Overview of State Plan, Regional Plans, and Local Plans The State Plan provides a conceptual outline for Local Boards and their partners as they jointly develop Regional and Local Plans. The State Plan policy objectives, developed in collaboration with WIOA partners, work towards the shared vision of creating a comprehensive system that impacts poverty, promotes income mobility, and embeds equity as a cornerstone of service delivery.

As outlined under WIOA Section 106, Regional Plans provide a roadmap for aligning resources and investments to meet specific outcomes within the 15 Regional Planning Units (RPU).

Regional Plans articulate how RPUs will intentionally build industry sector engagement, drive workforce development outcomes across multiple jurisdictions, and expand on-ramps to career pathways for individuals with barriers to employment.

As outlined in WIOA Section 108, Local Plans provide an action plan for operationalizing the road map laid out in the Regional Plan by describing how individuals access services through the America’s Job Center of California
SM (AJCC) system. Local Plans set concrete goals and detail how local boards will coordinate with local partners to ensure person-centered service delivery.

By utilizing robust partnership agreements, Local Boards can support the collaborative effort to achieve their shared vision.

In addition to the federal planning requirements, WIOA indicates that Regional and Local Plans should be consistent with the vision and goals of the State Plan. This guidance weaves together federal and state requirements to develop cohesive narratives for regional and local plans, with the intent of assisting the development of a seamless blueprint for the operationalization and implementation of all required Plan content.

Changing Economic Landscape
After four years of COVID-19, California’s economy is rebounding toward pre-pandemic conditions. However, for communities that have historically experienced barriers to employment, the pandemic-induced recession intensified long-standing disparities and economic inequalities. Although some workers have benefited from higher wages due to a tightening of the labor market, the resulting burden of pandemic-related inflation has placed more pressure on low-income families who are already stretched thin. Given the current economic landscape, including high inflation and shortages in career pathways, each RPU and Local Board must identify vital industrial sectors within its boundaries to achieve a greater impact on services delivered.

Additional Criteria
While the planning process can be beneficial for gathering a comprehensive view of the current workforce development system within the state’s diverse regional and local landscapes, the California Workforce Development Board (CWDB) recognizes that Regional and Local Plans 705

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must be developed while the state’s economy and labor market continues to recover from the recession and that adjustments to current goals, strategies, and objectives are an iterative process. Therefore, Local Boards are encouraged to view new additional criteria as opportunities to establish policy prototypes that can be refined during the two-year modification and after.

Policy and Procedures

Regional Plans
According to WIOA, establishing regions is intended to align workforce development activities and resources with regional economic development areas and available resources. While the vision and policy objectives laid out in the State Plan were used to guide the development of the criteria below, RPUs have significant discretion to determine how these approaches will be best actualized within their regions.

Analytical Overview of the Region
This section of the Regional Plan should provide an analysis of the economic conditions and trends in the region, as well as an analysis of the current workforce. The analyses may be completed using data compiled from a variety of resources, including local partners providing measures of self-sufficiency; WIOA core, required, and state partners; Labor Market Information (LMI); Bureau of Labor Statistics; Cross-System Analytics and Assessment for Learning and Skills Attainment (CAAL-Skills) reports; employer engagement, and other relevant sources. California LMI data is available for reference on the Regional Planning Unit Labor Market Data webpage.

Workforce and Economic Analysis
The Regional Plan represents the big picture of a region’s economy and workforce environment, focusing on collaborative strategies to be implemented across multiple Local Workforce Development Areas (Local Area) to attain regional goals and objectives. This should start with an analysis that provides insight into the current and future needs of employers and job seekers, including historically unserved and underserved populations and people with disabilities in the region. The analysis should consider the impact of recent events (e.g., COVID- 19, natural disasters, amplified movement for racial justice, inflation, recent retirement influx, etc.) on the regional economy. The quantitative and qualitative data provided in this analysis should be used as a foundation for informing the rest of the Plan.

The Regional Plan should provide analyses of the following:
• Current employment and unemployment data.
• Current educational and skill levels of the workforce, the current needs of employers in the region, and any relevant skill gaps between the two. • Industries and occupations with an emerging demand.
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Regional Indicators
A key objective of Regional Planning efforts is to connect AJCC services to a regional skills infrastructure that aligns with regional labor market needs. Four Regional Indicators were previously developed to assess coordination and measure progress within the RPUs. The indicators provided a valuable measure of processes and activities utilized by RPUs to establish a foundation for driving a regional approach and aligning the needs of regional industry sectors and employers.

Each RPU must establish objective metrics associated with at least two or more of the following four Regional Indicators:
• The region has a process to communicate industry workforce needs to supply-side partners.
• The region has policies supporting equity and strives to improve job quality. • The region has shared target populations of emphasis. • The region deploys shared/pooled resources to provide services, training, and education to meet the target population’s needs
.

The CWDB does not see this as a one-size-fits-all exercise, resulting in one set of uniform metrics across the state. Instead, it is a chance for each RPU to jointly agree upon data points that consider their region’s unique needs and demonstrate regional work's impact on their residents. RPUs will outline the impact of the progress in their communities and communicate what is anticipated for the next four years. For regions experiencing challenges establishing measurable metrics, the CWDB will assist with metric development by analyzing and utilizing regional data.

The Regional Plan should accomplish the following:
• State which two of the four regional indicators the RPU selected and the objective metrics established for each indicator chosen. If the region modified/revised its metrics to better align with the intent of the selected indicator, please explain why changes occurred and provide an analysis for the new metrics. • Provide an assessment of the impacts, lessons learned, and progress on tracking and evaluating the regionally agreed metrics of each RPU’s local workforce service delivery systems (e.g., change in service strategies, improved participant outcomes, new partner engagement, etc.).

Fostering Demand-Driven Skills Attainment
This section of the Regional Plan aligns with the key indicators of the region’s process for communicating industry workforce needs to supply-side partners. Workforce and education programs should receive timely and accurate information from industry on the sectors and jobs driving growth in the region. Each region should use that information to align program content with the state’s industry sector needs to provide California’s employers and businesses with the skilled workforce necessary to compete in the global economy. 707

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Regional Sector Pathways
Regional sector pathway programs are career pathways that result in attaining industry-valued and recognized postsecondary credentials. These credentials are portable and aligned with regional workforce needs. RPUs must ensure these career pathway programs are responsive to the historic economic disparities in our state. The strategy should focus on the flexibility of pathways with multiple entry and exit points to best serve marginalized communities.

Regional Plans should cultivate partnerships to promote the expansion of employer engagement and recruitment and coordination between the education and workforce development systems. Obstacles like subcontracted labor call for increased coordination to support industry sector partnership expansion.

The Regional Plan should achieve the following:
• Identify the in-demand industry sectors or occupations for the region. • Describe the development and implementation of current and new sector-based initiatives planned for the next four years that address the needs of regionally in- demand industries or occupations.
• Describe what processes or strategies the RPU uses to communicate effectively and cohesively with regional employers
.

Enabling Upward Mobility for All Californians
This section of the Regional Plan aligns with two key indicators:

1. The region’s policies for supporting equity and improving job quality.

2. Advancing economic prosperity of shared target populations.

Workforce and education programs should be accessible to all Californians, especially populations who experience barriers to employment. It is important to ensure that everyone has access to a marketable set of skills and can access the level of education necessary to get a job that ensures both long-term economic self-sufficiency and security.

High Road Workforce System
California’s vision for the future of workforce development is centered on establishing and growing a High Road
workforce system that focuses on equitable jobs, a carbon-neutral environment, and meaningful industry engagement that places Californians in quality jobs with economic security. For more information on the High Road model, please review the CWDB’s High Road resources.

Regional Plans serve as a blueprint to advance job quality efforts with employers who offer jobs with good wages and benefits, champion the worker’s voice, provide good working conditions (including paid sick days, paid family leave, and paid medical or short-term disability leave), and provide adequate hours with predictable schedules that enable employees to meet their family caregiving commitments. These efforts also include strategies that address upskilling uncertain jobs, skill standards, apprenticeship/career pathways, and support ongoing training and 708

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employee development, which benefits industry efficiency and productivity.

Removing barriers to employability for underserved communities, access to quality jobs, and access to family resources are critical interventions to improve the shared interests of employers, workers, and job seekers. The Strategic Planning Elements subsection, Implementing High Road Workforce Development of the State Plan further discusses the four
interventions that are critical to achieving equity, sustainability, and economic security in California’s workforce. Regarding these themes of worker participation, job quality and job access, regional efforts can describe what those processes should look like.

The Regional Plan should address and describe the following:
• How the RPU promotes job quality and commits to working with employers to improve job quality and access to jobs.
• How the RPU integrates targeted service strategies (e.g., education, workforce training, and family resources) for the region's unserved and underserved communities.

Climate and Environmental Sustainability
California’s High Road vision for workforce development focuses on protecting the environment, especially against climate change. It recognizes that climate change affects the state’s economy and disproportionately impacts low-income communities and communities of color.

Every occupation and industry is affected by climate change and/or influences the environment to varying degrees. As California moves toward a carbon-neutral economy, entire industries are changing, along with the jobs, knowledge, and skills needed within those sectors. High Road workforce development, through sector-based High Road Training Partnerships (HRTP), considers changes in work tied to environmental factors and related policy.

Accordingly, special attention must be paid to industry sectors that are on the frontlines, including jobs in areas of production and maintenance of zero-emission vehicles and charging infrastructure emerging non-fossil fuel energy (e.g., offshore wind, solar), mitigation and management of climate change (e.g., line clearance tree trimming), and the dismantling of the former fossil fuel industry (e.g., oil well capping and building decarbonization). In an effort to understand environmental impacts on industry sectors, job loss, new skills demand, and disproportionate impacts, defining strategies should be created to support the region’s needs.

This section of the Regional Plan should address the following:
• How the RPU is working towards meeting industry and workforce needs to support a climate-neutral transition.

Equity and Economic Justice
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imperative. To that end, the workforce system should ensure the provision of workforce and education services that recognize historically unserved and/or underserved communities, including BIPOC (Black, Indigenous, Persons of Color), Latinx, immigrants, refugees, people with disabilities, LGBTQ+ (lesbian, gay, bisexual, transgender, and queer), and others who experience systemic barriers in the labor force. For individuals who experience exclusion from employment opportunities despite their skills and abilities to perform a job satisfactorily, RPUs are encouraged to outline strategies to work with employers, training providers, and community- based organizations (CBO) to create more accurate occupational language training and job placement programs. Efforts recognizing unconscious bias, cultural affinity activities, and diversity training are additional relevant factors that promote inclusion. Advancing equity within the workforce and education systems and ensuring greater opportunities to achieve upward mobility for all Californians is vital to repairing and sustaining a healthy economy.

The CWDB recognizes that many individuals may need multiple interventions and/or access to various services provided over an extended time period to find and obtain a quality job.

Therefore, the CWDB supports and encourages RPUs and Local Boards to invest in long-term approaches to serving individuals who experience barriers to employment.

While most services are delivered at the local level, establishing career pathways at the regional level allows RPUs to work directly with regional employers and partners to remove barriers and address structural issues that can prevent historically unserved and underserved communities from accessing those opportunities.

The Regional Plan should address and describe the following:
• The region’s strategy to achieve equity and commitments to ensure equitable access to regional sector pathways, earn-and-learn opportunities, supportive services, and other effective service strategies identified by the RPU.

Aligning, Coordinating, and Integrating Programs and Services This section of the Regional Plan aligns with the key indicator of the region’s deployment of shared resources to provide services, training, and education to meet population needs. This means that workforce and education programs must economize limited resources to achieve scale and impact while also providing the right services to clients based on each client’s particular and potentially unique needs, including skills development. The Continuous Improvement Plan can guide the alignment of service delivery criteria.

System Alignment
Successful system alignment often begins with identifying a shared mission and objectives. This provides the foundation for developing strategies with a system viewpoint rather than thinking about programs as separate. Regions can gain insight into distinct needs and drive meaningful change to address the realities of their workforce in a unified approach. By identifying ways to align program design, reduce duplication of efforts, and leverage critical resources, RPUs can increase the impact of their shared mission.
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The Regional Plan should address and describe the following:
• Regional service strategies, including the use of cooperative service delivery agreements or Memorandums of Understanding (MOU), devised to support a more responsive system.
• How the region establishes administrative cost arrangements, including the pooling of funds for administrative costs for the region.

Local Plans
The Local Plan demonstrates operational alignment with the strategic objectives of the respective Regional Plan, drives coordination with local partners, and highlights key service- delivery strategies. Service delivery is typically integrated at the local level, where resources are braided, and support is provided to participants through workforce system partners. Local Plans should address partnerships established under the previous Local and Regional Planning and Modification processes, including WIOA core and required program partners and state strategic partnerships. Local Boards are also encouraged to address any additional partnership efforts taking place at the local level, if applicable.

The Local Plan process is not meant to place an additional administrative burden on programs providing critical services to the public. Instead, it is intended to facilitate communication across systems to improve service coordination and identify unintended barriers to equitable access to economic stability and self-sufficiency. Accordingly, Local Boards and their partners have flexibility in determining each partnership's nature, scope, and depth based on local needs and priorities.

WIOA Core and Required Partner Coordination
Under WIOA, the ultimate vision is for core and required programs to operate as a unified system, strategically assessing and responding to the needs of workers and employers and aligning them with service strategies. This section of the Local Plan should address coordination with the following WIOA core and required program partners identified under WIOA Section 121:
• WIOA Title II - Adult Education and Literacy
• WIOA Title III - Wagner-Peyser
• WIOA Title IV - Vocational Rehabilitation
• Carl Perkins Career Technical Education
• Title V Older Americans Act
• Job Corps
• Native American Programs (WIOA Section 166)
• Migrant Seasonal Farmworkers (WIOA Section 167)
• Veterans
• Youth Build
• Trade Adjustment Assistance Act
• Community Services Block Grant
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• Housing and Urban Development
• Unemployment Compensation
• Second Chance
• Temporary Assistance for Needy Families/CalWORKs
The Local Plan should address the following:
• How Local Boards and AJCC partners will coordinate the services and resources identified in their MOU, as outlined in WIOA Memorandums of Understanding (WSD18-12). • How the Local Board and AJCC partners will work towards co -enrollment and common case management as a service delivery strategy, as outlined in Strategic Co-Enrollment – Unified Plan Partners (WSD19-09).
• How the Local Board and AJCC partners will facilitate access to services provided through the one-stop delivery system, including in remote areas, through technology and other means.
• How the Local Board and AJCC partners will coordinate workforce and education activities with the provision of appropriate supportive services. • How the Local Board and AJCC partners will comply with WIOA Section 188 and applicable provisions of the Americans with Disabilities Act of 1990 regarding the physical accessibility of facilities, programs and services, assistive technology, and materials for individuals with disabilities, as outlined in Nondiscrimination and Equal Opportunity Procedures (WSD17-01).
• How the Local Board and AJCC partners will comply with WIOA Section 188 and applicable provisions of the Americans with Disabilities Act of 1990 regarding the programmatic accessibility of facilities, programs and services, assistive technology, and materials for individuals with disabilities, as outlined in Nondiscrimination and Equal Opportunity Procedures (WSD17-01
).

State Strategic Partner Coordination
This section of the Local Plan should address the ongoing establishment of concrete goals through coordination efforts with established partnerships. The CWDB recognizes the need for robust stakeholder and community partnerships. Considerable effort should be made to develop meaningful relationships across local systems, including how AJCC partners coordinate to meet workforce needs, align with state zero emissions goals, and support a climate-neutral economy. Coordination with local agencies such as the Employment Training Panel, California Community Colleges Chancellors Office, and the Department of Industrial Relations-Division of Apprenticeship Standards are examples of the collaboratives that can help serve disadvantaged communities in an economy aiming for environmental sustainability.

The Local Plan should address the following:
• How the Local Board will coordinate with County Health and Human Services Agencies and other local partners who serve individuals who access CalFresh Employment and Training services.
• How the Local Board will coordinate with Local Child Support Agencies and other local 712

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partners who serve individuals who are non-custodial parents. • How the Local Board will coordinate with local Partnership Agreement partners, established in alignment with the Competitive Integrated Employment Blueprint, and other local, regional, and statewide partners who serve individuals with developmental and intellectual disabilities.
• How the Local Board will coordinate with community-based organizations and other local partners who serve individuals who are English language learners, foreign-born, and/or refugees.
• How the Local Board will coordinate with Local Veteran Affairs, community-based organizations, and other local partners who serve veterans. • How the Local Board will collaborate with the Strategic Planning partners to address environmental sustainability.

WIOA Title I Coordination
This section of the Local Plan should describe strategies for staff preparation, training, and ongoing professional development to respond to participant needs effectively. It should also address the services, activities, and administrative requirements established for Local Boards under WIOA Title I
The Local Plan should address the following:
• Training and/or professional development that will be provided to frontline staff to gain and expand proficiency in digital fluency and distance learning. • Training and/or professional development that will be provided to frontline staff to ensure cultural competencies and an understanding of the experiences of trauma- exposed populations.
• How the Local Board will coordinate workforce investment activities in the Local Area with statewide rapid response activities, as outlined in Rapid Response and Layoff Aversion Activities (WSD16-04
).
• A description and assessment of the type and availability of adult and dislocated worker employment and training activities in the Local Area. o Note – This includes how the Local Board will ensure that priority for adult career and training services will be given to recipients of public assistance, other income low-income individuals, and individuals who are basic skills deficient, as outlined in WIOA Adult Program Priority of Service ( WSD24-06 ).

Additional priority groups may need to be considered to serve the local area better. The Economic and Workforce Analysis section of the State Plan identifies
workforce targets such as low-wage or high-unemployment industries that could be relevant to the local area’s needs.
• A description and assessment of the type and availability of youth workforce investment activities in the Local Area, as outlined in WIOA Youth Program Requirements (WSD17-07
).
o Note – This includes any strategies for increasing the digital literacy and fluency of youth participants, including those with disabilities. 713

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• The entity responsible for the disbursal of grant funds as determined by the Chief Elected Official (CEO) or the Governor and the competitive process that will be used to award the sub-grants and contracts for WIOA Title I activities. • A description of how the Local Board fulfills the duties of the AJCC Operator and/or the Career Services Provider as outlined in Selection of AJCC Operators and Career Services Providers (WSD22-13). This should include the name(s) and role(s) of all entities with whom the Local Board contracts.

Stakeholder and Community Engagement
Developing comprehensive plans entails broad, inclusive, and representative partnerships with regional and local entities in various sectors. This includes engaging with employers and worker representatives and WIOA core, required, and strategic state program partners. Additionally, establishing and fostering meaningful partnerships with worker centers, worker rights groups, and CBOs that work closely with a variety of populations, including immigrants, refugees, undocumented workers, and English-language learners, will ensure a person-centered approach to addressing multiple and/or intersecting barriers to employment by incorporating input from directly affected communities.

Individuals and other interested parties participating in the planning processes should include, but are not limited to, employers, labor organizations, education partners, human services and affordable housing partners, as well as CBOs that provide a variety of services to specific populations such as justice-involved, English language learners, refugees, immigrants, youth, older adults, veterans, people with disabilities, BIPOC, Latin, LGBTQ+, and other historically unserved or underserved communities.

Using the Stakeholder and Community Engagement Summary Template (Attachment 2), RPUs and Local Boards should describe, in detail, how meaningful stakeholder involvement and community engagement were achieved and whether meetings were hosted in person or through a virtual platform when developing the Regional and Local Plans. This summary should be included as an attachment to both the Regional and Local Plans. A list of potential Regional and Local Planning Partners (Attachment 3) is included as a tool to assist with identifying stakeholders for the planning process.

Public Meetings and Public Comment
Local Boards are subject to the open meeting requirements of the Ralph M. Brown Act, which ensures that meetings are appropriately noticed, agendas are made available, and the public has an opportunity to provide comments on local policy and operations.

Local Boards must provide a 30-day opportunity for public comment before submitting the Regional and Local Plans. Any comments that express disagreement with the Regional or Local Plans must be included in the final submission.

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Accessibility and Inclusivity
In accordance with WIOA Section 188, public meetings and publicly disbursed information about Regional and Local Plan content must be made fully accessible to individuals with disabilities and individuals who require additional language options. Additionally, frontline staff should be aware of disability etiquette and have cultural competency in serving people with disabilities. The Department of Rehabilitation’s How to Create Accessible Content webpage can assist with preparing accessible documents. Reasonable accommodations and alternative formats or languages must be provided upon request to ensure an opportunity for full and equal participation in the planning process.

Regional and Local Plan Format
RPUs and Local Boards should arrange their completed Regional and Local Plans in the following order:

Regional Plan
A. Cover Page

1. Name of RPU.

2. Name of each Local Board in RPU.

3. Primary contact name, phone number, and email address (if applicable).

B. Content

1. Analytical Overview of the Region.

2. Fostering Demand-Driven Skills Attainment.

3. Enabling Upward Mobility for All Californians.

4. Aligning, Coordinating, and Integrating Programs and Services.

C. Appendices

1. Stakeholder and Community Engagement Summary.

2. Public comments received that disagree with the Regional Plan.

3. Signature Page.

Local Plan
A. Cover Page
i. Name of Local Board.
ii. Contact name, phone number, and email address.

B. Content
i. WIOA Core and Required Partner Coordination.

State Strategic Partner Coordination.
ii. WIOA Title I Coordination.

C. Appendices
i. Stakeholder and Community Engagement Summary.
ii. Public Comments received that disagree with the Local Plan. iii. Signature Page

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Submission Criteria
Each RPU must submit one package that includes the following documents in separate, accessible PDF files uploaded to the California Department of Technology – Secure Automated File Exchange (CD T -SAFE) repository using the user credentials provided by CWDB:

One electronic copy of the Regional Plan with the electronic signatures of the Local Board Chair(s) within the RPU.
• One electronic copy of each Local Plan within the RPU with the electronic signatures of the Local Board Chair and CEO or their designated alternate.

If an electronic signature of the CEO or their alternative cannot be achieved by the submission deadline, the Local Board must submit a blank signature page and include a detailed explanation for the signature absence(s) and the date the signed copy will be provided.

Regional and Local Plans must be submitted to the CWDB by uploading the files to the CDTSAFE repository using the user credentials provided by CWDB no later than April 27, 2025.

Action

Please bring this Directive to the attention of the Local Boards and other relevant parties.

Inquiries

If you have any questions, contact the CWDB Policy Unit at [email protected].

/s/ JAVIER ROMERO, Deputy Director
Workforce Services Branch

Attachments:

1. California’s 15 Regional Planning Units (PDF)

2. Stakeholder and Community Engagement Summary (PDF)

3. Regional and Local Planning Partners (PDF)

4. Summary of Comments (PDF)

The EDD is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.

716

City of Richmond
Workforce Development Board

Program Year 2025-2028
Local Plan

Contact:

Tamara Walker
Deputy Director, Community Services, Employment & Training Phone: (510) 307-8006
E-Mail: [email protected]

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2 TABLE OF CONTENTS

PAGE
I. INTRODUCTION AND OVERVIEW 4
A Workforce Innovation and Opportunity Act 4
B. City of Richmond Local Workforce Development Area 4
C. Richmond Workforce Development Board 4
D. Local Plans and the WIOA Planning Structure 5
E. California’s Strategic Workforce Priorities 6
F. Development of the Program Year 2025-28 Local Plan 7 G. Workforce Development Board Strategic Initiatives 7 H.. PY 2025-28 System Priorities 9

II. WIOA CORE AND REQUIRED PARTNER COORDINATION 10 A. Coordination with AJCC Partners and WIOA Memorandum of Understanding
10 B. Partners’ Efforts to Collaborate on Co-Enrollment and Case Management
14 C. One-Stop System’s Service Delivery Platforms Including Use of Technology
15 D. Coordination of Workforce Activities and Support Services 16 E. Physical and Programmatic Accessibility for Individuals with Disabilities
17 III. STATE STRATEGIC PARTNER COORINDATION 19 A. Coordination with County Human Services Agency and Other Local Partners That Serve Individuals Accessing CalFresh Employment and Training Services
19 B. Coordination with Local Child Support Agency and Other Local Partners Serving Individuals That Are Non-Custodial Parents 19 C. Coordination with Local Partnership Agreement Partners Established in Alignment with the Competitive Integrated Employment Blueprint and Other Local Partners That Serve Individuals with Developmental and Intellectual Disabilities 20 D. Coordination with Community-Based Organizations and Other Local Partners That Serve Individuals Who Are English
Language Learners, Foreign Born, and/or Refugees
21 E. Coordination with Local Veteran Affairs, Community-Based Organizations, and Other Local Partners That Serve Veterans 22 F. Collaboration with the Strategic Planning Partners to Address Environmental Sustainability
22 IV. WIOA TITLE I COORDINATION 24 A. Staff Training and Professional Development to Increase Digital Technology Skills
24 718
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3 B. Frontline Staff Training and Professional Development to Increase Cultural Competency and Effectiveness in Working with Individuals and Groups that Have Been Exposed to Trauma 24 C. Coordination of Rapid Response and Layoff Aversion Activities 25 D. Services and Activities Available under WIOA Title I Adult and Dislocated Worker Programs
26 E. Services and Activities Available under WIOA Title I Youth Program
28 F. Entity Responsible for Disbursal of Grant Funds and the Competitive Process Used to Award Contracts for WIOA Title I Activities
30 G. How the Local Board Fulfills the Duties of the AJCC Operator and/or the Career Services Provider or Selection of AJCC Operators and Career Services Providers
31 V. PROGRAM YEAR 2025-28 SYSTEM PRIORITIES 33

VI. ATTACHMENTS 37 A. Stakeholder and Community Engagement Summary
(Attachment 1)
38 B. Public Comments Received that Disagree with the Local Plan (Attachment 2)
41 C. Signature Page (Attachment 3) 42

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4 I. INTRODUCTION AND OVERVIEW

In accordance with the requirements of the Workforce Innovation and Opportunity Act (WIOA) of 2014 and guidance published by California Workforce Development Board (CWDB) and California Employment Development Department (EDD), the Richmond Workforce Development Board (WDB) has developed a four -year Local Plan covering program years (PYs) 202 5-2028. Following approval by state officials representing the Governor, the plan will become effective from July 1, 2025 through June 30, 2029.

A. Workforce Innovation and Opportunity Act

Passed by Congress with a wide bipartisan majority, WIOA was signed into law on July 22, 2014. WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market an d to match employers with the skilled workers they need to compete in a global economy. WIOA represents the most recent version of federal workforce legislation providing funding to states and local areas to administer and operate workforce development programs. WIOA was preceded by the Job Training Partnership Act (active from 1982 to 2000) and the Workforce Investment Act (active from 2000 to 2015).

WIOA promotes accountability and transparency through negotiated performance goals that are publicly avail able; fosters regional collaboration within states through local workforce areas; and supports a nationwide network of career centers, which are branded within the state as America’s Job Centers of California (AJCCs) and locally as RichmondWORKS.

While the PY 2025 -28 Local Plan addresses collaboration among many organizations that derive their primary funding from a wide range of federal, state, and private programs, it is WIOA that requires the development and publication of the plan and that pres cribes it core content.

B. The City of Richmond Local Workforce Development Area

Pursuant to the requirements of WIOA, Local Workforce Development Areas (LWDAs) are jurisdictions that administer workforce development programs and services. The Governor designates LWDAs based on factors including location, population, and commonality of labor market areas. California is home to forty-five LWDAs. The City of Richmond LWDA serves local businesses and the city’s 114,000 residents . The City of Richmond is one of only six single city LWDAs in California.

C. Richmond Workforce Development Board

WIOA requires that a workforce development board (WDB) be established in each local workforce development area ( LWDA). The area’s chief local elected officials appoint members to the WDB. Locally, the Mayor and City Council fulfill this function. Local workforce development boards are business-led and the majority of members must come 720
Richmond WDB PY 2025-2028 Local Plan

5 from the business community. Required WDB members also include representatives from labor, education, economic development, and specific federally funded workforce programs. The chief local elected officials may also select representatives from other groups, such community-based organizations, to sit on the WDB.

WDBs drive the vision for the workforce system and maintain the critical role of leading and providing oversight for local WIOA programs. WDBs also play a critical role in promoting, sustaining, and growing regional economies. They are responsible for aligning investments in job training, integrating service delivery across programs, and ensuring that workforce investments are job-driven and match skilled workers with employers.

WIOA indicates that development of the local plan, alon g with the associated regional plan, is a primary responsibility of the workforce development board.

It should be noted the term “ Richmond Workforce D evelopment Board ” and its abbreviation “RWDB” can alternately refer to the board of directors described above or to the entity that administers programs and serves and supports the board. RWDB and RichmondWORKS are situated within the City’s Community Services Department.

D. Local Plans and the WIOA Planning Structure

Richmond WDB’s Local Plan is best understood within the context of a three -tiered planning structure envisioned by WIOA that requires development of plans at the state, regional, and local levels.

State Plans : Under WIOA, state plans communicate the vision for the statewide workforce development system. WIOA planning requirements aim to foster effective alignment of federal investments across job training and education programs, in order to coordinate service delivery among programs for shared customers; improve efficiency; and ensure that the workforce system connects individuals with high -quality job opportunities and employers. Cross-program planning promotes a shared understanding of the workforce needs wit hin each state. California’s PY 2024 -2027 Unified Strategic Workforce Development Plan represents agreement among the WIOA core program and other partners and serves as the framework for the development of public policy, fiscal investment, and operation of the state workforce and education systems.

Regional Plans : In states such as California, where Governors have established workforce planning regions encompassing one or more LWDAs, regional plans are required. Local WDBs within the region participate in a planning process that describes elements such as: analysis of regional labor market data, development and implementation of sector initiatives for targeted industries and in -demand occupations; coordination of workforce services with regional economic de velopment services and providers; and establishment of regional service strategies, including use of cooperative service delivery agreements. Along with three other local workforce development areas, the Richmond LWDA is part of the Easy Bay Regional Planning Unit (also referred to as EASTBAYWorks), which is one of California’s fifteen workforce regions. 721
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6 Local Plans: The local plan is intended to serve as a four -year action plan to develop, align, and integrate the local area’s job -driven workforce development systems and provide a platform to achieve the local area’s vision and strategic and operational goals.

Features of the local plan include: coordination among economic development, education, and workforce partners to build a skilled workforce through innovation in, and alignment of, employment, training and education programs; implementation of job-driven strategies and services through the local career center system; and delivery of education and training to ensure that individuals, including y outh and individuals with barriers to employment, have skills necessary to compete in the job market and that employers have a ready supply of skilled workers.

WIOA requires that local plans be incorporated into the regional plan. Therefore, the PY 2025-28 Richmond WDB Local Plan is officially part of the PY 2025 -28 East Bay RPU Regional Plan.

E. California’s Strategic Workforce Priorities

California’s Unified Strategic Workforce Development Plan describes the state’s priorities for the public workforce system. Under the leadership of the Governor and the Secretary of the Labor and Workforce Development Agency, California’s vision for the future of workforce development is centered on the establishment and growth of a workforce system that promotes oppor tunity, job quality, and environmental sustainability for all Californians. The state is committed to developing a workforce system that enables economic growth and shared prosperity for employers and employees, especially those with barriers to employment , by investing in industry partnerships, job quality, and meaningful skills attainment. One area in which the CWDB pursues these aims is through its “High Road” programming. High Road refers to a “family of strategies” for achieving a participatory economy and society by aligning workforce, economic policy, and different interests with long -term goals of environmental sustainability, high -quality jobs, and a resilient economy. High Road emphasizes the complementary nature of these aims over the long term. In practice, High Road policy builds upon areas where the interest of employers (in trained and productive workers), workers and jobseekers (in good quality and accessible jobs ), and environmental protection (for a sustainable future for all) overlap to create pathways to high-quality jobs while raising the profile of existing ones.

In consideration of the practical implementation of High Road principles in workforce development policy, the CWDB describes in the current State Plan four distinct “flavors” or styles of intervention. These interventions are directly relevant to High Road projects but also inform, to a greater or lesser extent, all of CWDB’s workforce efforts. They include: (1) lifting all workers to the “High Road;” (2) professionalizing precarious work (i.e., employment that is temporary, non-standard, and insecure, often with poor pay and no protection); (3) democratizing access to high -quality, middle -skill jobs; and (4) participatory planning for a low-carbon economy.

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Richmond WDB PY 2025-2028 Local Plan

7 In accordance with the requirements of WIOA, both the Richmond WDB PY 2025 -28 Local Plan and the PY 2025 -28 East Bay RPU Regional Plan support the State Plan priorities by:

 Maintaining a dual focus on providing programs and services that meet the needs and support the goals of businesses and job seekers/workers.  Concentrating on industry sectors that drive growth and prosperity within local labor markets and regional economies.
 Targeting jobs that offer career advancement opportunities and that lead to positions that pay family-sustaining wages and provide pathways to the middle class.  Committing to the adoption and implementation of strategies and processes that support envi ronmental sustainability and climate resilience through workforce development.

F. Development of the Program Year 2025-28 Local Plan

On behalf of the Richmond Workforce Development Board, the WDB’s management team led the development of the Plan. They held internal discussions and hosted a community and stakeholder forum to secure input on key issues concerning the content and focus of the Local Plan. This session is described in Attachment 1 to this Plan. Plan development also entailed a review of partnerships, services, and systems, along with an assessment of where improvements can be made. Completing the Plan took several months, after which it was made available for public review and comment, prior to being forwarded to the California Workforce Development Board, as part of the Regional Plan, for approval.

G. Workforce Development Board Strategic Initiatives

In 2024, members of the Richmond Workforce Development Board engaged in planning and strategy discussions facilitated by representatives of the California Workforce Association. These sessions were focused on identifying critical areas for improvement.

Strategic priorities were identified, and an initial Action Plan was developed to drive progress on the following priorities:

1. Promote Community Knowledge about Education Leading to Careers

Many individuals in the city would be better prepared and could p osition themselves for careers that are well paid and offer advancement potential, if they had access to comprehensive information about a wide range of career opportunities and local education and training programs leading to such careers.

While RichmondW ORKS provides customers with access to information on all career opportunities in and around the Bay Area, the availability of such information should be widely broadcast throughout the city, acting as a magnet for residents, including employed individuals looking for career advancement opportunities, to seek out information and services at the career center. All city residents should have the information and tools necessary to chart a path to a 723
Richmond WDB PY 2025-2028 Local Plan

8 career that pays family -supporting wages and the opportunity f or stability and prosperity.

2. Provide Critical Support by Job Seekers

Readiness for work requires much more than employment preparation training, job-specific skills, and career coaching. The goals and aspirations of many local residents are thwarted by the lack of access to essential services that would enable them to stabilize and prepare for careers. Access to housing, transportation, childcare, health services, counseling, nutrition, and other critical services are not just beneficial. They are essential to success in training for, searching for, starting, and keeping a job and to taking advantage of opportunities for career advancement. The workforce development board, city leaders, system partners, and community stakeholders should work together t o develop precise strategies and approaches to meeting the full range of customers’ support needs, both while they are actively engaged in RWDB-sponsored or partner workforce services and after they become employed.

3. Ensure that Partnerships Are Meaningful and Effective

Too often, the partnerships that are required by WIOA and normally associated with the workforce development system are simply about a willingness to collaborate and share information. While such relationships have value, they may lack commitments to a shared purpose in moving residents into paths leading to well-paid careers. Such partnerships will require participation from the public workforce system, education and training providers, business and i ndustry, organized labor, and support agencies, along with strategic efforts to ensure that programs meet business needs and correspond to the needs of workers.

4. Build Stronger Relationships with Businesses and Industry

The most successful workforce p rograms are those that have developed strong partnerships with businesses. Among these partnerships, those that produce the best results for job seekers are ones where businesses communicate in advance the types of jobs for which they are hiring, the skill s they are looking for in new workers, and the number of workers they are planning to hire within a prescribed timeframe. Businesses should lead discussions regarding the design of workforce services and, especially, programs that train candidates for empl oyment in the skills companies need most. RWDB should develop and implement strategic approaches to building relationships with businesses that lead to the employment of residents in good jobs.

5. Contribute to Bridging the Digital Divide

Access to digital information, content, platforms, and services varies significantly among communities, neighborhoods, and individuals throughout the East Bay and 724
Richmond WDB PY 2025-2028 Local Plan

9 within the City of Richmond. In part, these differences are attributable to infrastructure, but it is more likely that lack of access is due to socio -economic factors. The RWDB seeks to bridge and, ultimately, close the divide in digital access. This objective will require collaboration with other municipal efforts and those of county and state government agen cies. It will also rely on coordination with initiatives within the private sector and those of local non-profit and community organizations. Approaches must address not only access to broadband services but also increasing the digital skills of all city r esidents and developing strategies to make hardware more readily available to low-income individuals and families.

Discussions are continuing, and some initial efforts are underway in connection with the WDB’s strategic priorities. The WDB intends to elaborate on the Action Plan by including activities and accomplishments which it will target over the next two years. This timeframe corresponds to the first portion of the four -year period represented by the PY 2025 -28 Local Plan. The WDB’s strategic priorities are incorporated into the Plan, as they will be instrumental in shaping workforce priorities for the City of Richmond LDWA.

H. Program Year 2025-28 System Priorities

During the process used to develop the PY 2025 -28 Local Plan, community members, local stakeholders, and system partners were invited to participate in a discussion regarding the direction of the local workforce system over the next four years. As a result of this discussion, the following priorities have been identified:

 Expand business engagement
 Build a pipeline of workers for businesses
 Continue to utilize hybrid delivery strategies
 Promote workforce services through an array of strategies  Increase use of work-based learning models
 Identify and address core employment skills
 Prepare workers in digital literacy and the use of advanced technology skills  Create opportunities for youth employment

Section V of this plan summarizes these and other issues, st rategies, approaches, and key considerations that the Richmond WDB and the system partners will examine over the four-year course of this plan.
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Richmond WDB PY 2025-2028 Local Plan

10 II. WIOA CORE AND REQUIRED PARTNER COORDINATION

The Workforce Innovation and Opportunity Act includes requirements for Local Boards to establish a framework for collaboration among state and local programs that are financially supported by nineteen distinct federal fund sources. Six of these programs constitute the four “core partners:” the WIOA Title I Adult, Dislocated Worker and Youth Programs; the WIOA Title II Adult Education and Family Literacy Act Program; the WIOA Title III Wagner -Peyser Act Program; and the WIOA Title IV State Vocational Rehabilitation Services Program.

The core partners, together with thirteen other federally supported programs, make -up the WIOA-mandated one -stop partners. The Richmond WDB has entered into a memorandum of understanding (MOU) with the organization s managing e ach federal program at the local level , except where such programs are not present . The narrative that follows describes coordination with the WIOA core and other required program partners as prescribed by the Act.

A. Coordination with AJCC Partners and WIOA Memorandum of Understanding

Richmond WDB has built strong and effective relationships with state and local agencies that represent the one-stop partner programs. Over the next four years, the WDB looks forward to further enhancing coordination with each of the workforce system partners.

Overview of Local One-Stop System Partners

Following is a summary of the local/regional organizations representing the federal one - stop partner programs, with which RWDB has entered into an MOU.

Federal Partner Programs MOU Partner
Title I Adult
Title I Dislocated Worker
Title I Youth
Richmond Workforce Development Board
Title II Adult Education and
Literacy
 City of Richmond Literacy for Every Adult Program
 West Contra Costa Unified School District, West
Contra Costa Adult Education
 Contra Costa Community College District
Title III Wagner-Peyser

California Employment Development Department
Title IV Vocational
Rehabilitation
California Department of Rehabilitation (DOR)
Carl Perkins Career
Technical Education
Contra Costa Community College District
Title V Older Americans Act
Senior Community Service
Self-Help for the Elderly
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11 Employment Program
(SCSEP)
Job Corps Jobs Corps – Northern California Outreach and Admissions
Native American Programs
(WIOA Section 166)
Not applicable. There is no WIOA Section 166 Native
American Program grant recipient designated to serve
the City of Richmond.

Migrant and Seasonal
Farmworkers (WIOA Section
167)
Not applicable. There is no WIOA Section 167 Migrant
and Seasonal Farmworker Program grant recipient
designated to serve the City of Richmond.

Jobs for Veterans State
Grants
California Employment Development Department
Youth Build Richmond Workforce Development Board: Richmond YouthBuild
Trade Adjustment Assistance
(TAA)
California Employment Development Department
Community Services Block
Grant
Contra Costa County, Employment and Human
Services
Housing and Urban
Development Employment
and Training
Richmond Housing Authority
Unemployment Insurance
(UI) California Employment Development Department
Second Chance Rubicon Programs, Inc.

Temporary Assistance for
Needy Families
(TANF)/CalWORKs
Contra Costa County, Employment and Human
Services

Memorandum of Understanding with System Partners

The Richmond WDB has entered into a memorandum of understanding (MOU) with the AJCC partners that outlines their joint planning and system coordination efforts. The MOU describes the following priorities:

Purpose of the MOU

Under WIOA, the organizations administering or operating prescribed federal partner programs are required to develop an MOU to establish a cooperative working relationship, define roles and responsibilities, and create a framework for providing services to job seekers and businesses. The MOU ensures a unified and efficient workforce development system.

The MOU is the product of local discussion and negotiation, and serves as an agreement, which is developed and executed between RWDB and the local workforce system partners relating to the operation of the AJCC (RichmondWORKS) and the system.

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12 Responsibilities of the MOU Partners

The primary responsibilities of the local workforce system partners include the following:

1. Participation in joint plannin g and development of the Local Plan , which may include:

 Continuous partnership building.
 Ongoing planning in response to state and federal requirements.  Responsiveness to local and economic conditions, including employer needs.  Adherence to common data collection and reporting needs.

2. Make services available to individuals through the local workforce system.

3. Participation, as appropriate, in infrastructure resource sharing activities to create and maintain the local workforce development system and provide career services.

4. Participation in the operation of the system.

In addition, the MOU requires that the partners notify the Richmond WDB of any changes to the rules governing their programs and services that impact their responsibilities under the MOU.

Infrastructure Funding Agreement

The MOU includes a resource-sharing agreement between the RichmondWORKS Comprehensive AJCC and applicable partner agencies. The MOU describes the basis and methodology of pooling and sharing costs and outlines the frequency and process for the billing and payment of shared costs. The resource sharing agreement does not constitute a binding financial commitment, but rather an intention to commit specific resources as the parties' allocations and budgets are known from year to year. For purposes of calculating infrastructure costs, costs are defined as workspace designated to co-locate staff for full-time use within the AJCC. Support may be in the form of in-kind service.

Coordination with AJCC Partner Programs

The following information summarizes partner programs and some of the ways in which the WDB and the local workforce system collaborate with organizations managing the federally mandated one-stop partner programs.

WIOA Title I – Adult, Dislocated Worker and Youth Programs : Services under the three WIOA Title I programs are offered through RichmondWORKS, the local AJCC operated by the City of Richmond. Services provided to adults, dislocated workers, and youth (ages 16-24) include, but are not limited to, orientation, WIOA eligibility and intake, 728
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13 individualized assessment, co unseling, supportive services, internships, work experience, vocational training, and on-the-job training.

WIOA Title II – Adult Education and Literacy : Programs are offered through state- approved grantees , including adult education providers. Services are provided to individuals aged 18 years and older and include instruction in adult basic education skills, high school equivalency test preparation, classes leading to a high school diploma, English-as-a-second-language instruction, and citize nship classes, as well as other related training.

WIOA Title III – Wagner-Peyser: EDD’s Wagner-Peyser staff fulfills the labor exchange function and coordinates marketing and outreach to UI claimants, ensuring full access to all available WIOA services. Wagner-Peyser services include orientation, intake, initial assessment, partner referrals, workshops, typing certificates, California Training Benefits information, bonding assistance , and networking clubs. EDD and WDB staff may collaborate on Rapid Response orientations and services for laid-off workers.

WIOA Title IV – Vocational Rehabilitation: DOR assists individuals with disabilities with employment and related services. DOR provides job readiness services, workshops, and vocational training, resulting in employment in an integrated work setting. Technology assistance is also provided as required to support participation in training and work.

Carl Perkins Career Technical Education : The Carl D. Perkins Career and Technical Education Act of 2006 (Perkins IV) is a principal source of federal funding to state s and discretionary grantees for the improvement of secondary and postsecondary career and technical education programs across the nation. The purpose of the Act is to develop the academic, career, and technical skills of secondary and post-secondary students who elect to enroll in career and technical education programs. Local recipients of Perkins funding include community colleges and local education agencies.

Title V Older Americans Act : The Senior Community Services Employment Program (SCSEP) offers short-term pre-vocational services to eligible seniors who are 55+, low- income, and have barriers to employment . It provides part-time, temporary on-the-job training through community service assignments at local nonprofits and government agencies.

Job Corps: The Job Corps programs serve individuals ages 16 -24. This tuition-free residential vocational program connects eligible youth and young adults with the skills and educational opportunities they need to pursue careers in high-demand and growing industries. Job Corps participants can e arn industry-recognized credentials and acquire the professional skills needed to compete successfully in the job market.

Jobs for Veterans State Grants (JVSG): The JVSG program is administered by EDD and serves veterans, eligible spouses , and transitional service members. Services include, but are not limited to, outreach, veteran service navigator assessments, veteran screening, referral to partners, and supportive services. Two EDD job classifications are 729
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14 funded by this program: the Local Veterans Employment Representative (LVER) and the Disabled Veterans Outreach Program (DVOP) representative.

YouthBuild: Richmond YouthBuild is a community-based pre-apprenticeship program that provides job training and educational services for youth ages 16 -24 who left school without a secondary diploma. YouthBuild uses construction projects as a launch pad for youth to develop confidence, life skills, and career skills.

Trade Adjustment Assistance Act : The Trade Adjustment Assistance Act (TAA) is a federal program intended to provide aid to workers who lose their jobs or whose hours of work and wages are reduced as a result of incr eased imports. The TAA program has offered a variety of benefits and reemployment services to help unemployed workers prepare for and obtain suitable employment. Under TAA, workers were eligible for training, job search, and other reemployment services. Co ordination with TAA generally included co-enrollment into WIOA, which provided multiple benefits, including TAA funds being used to cover all training costs. While TAA is technically a required partner program, it is currently an unfunded initiative and, e xcept for work that exhausts the final federal allocation of funds, services have been suspended.

Community Services Block Grant (CSBG): CSBG grant programs address a wide range of community needs and services, often focusing on areas such as low-income housing, entrepreneurship, job training, and job placement assistance.

Housing and Urban Development Employment and Training Program : The Richmond Housing Authority is RichmondWORKS public housing program partner. For individuals seeking workforce assistance, housing representatives will make referrals to the AJCC and to system partners.

Unemployment Compensation : The Unemployment Insurance program is operated by EDD online and by telephone . AJCC staff work with EDD to coordinate marketing and outreach to UI claimants, ensuring full access to all available WIOA services.

Temporary Assistance for Needy Families (TANF)/CalWORKs: TANF/CalWORKs programs and services are provided by Contra Costa County Employment and Human Services. Services include, but are not limited to, assistance with child day care, employment services, job training, transportation assistance, and adult educational services.

B. Partners’ Efforts to Collaborate on Co -enrollment and Case Management

Co-enrollment is enrollment of a RichmondWORKS participant in two or more WIOA programs or workforce system partner programs. Co-enrollments will always be for the benefit of the participant and will be used to access needed services that are available for eligible participants, and will promote a positive outcome. Co-enrollment is meant to supplement and/or enhance services, rather than to duplicate them. Co-enrollments 730
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15 require coordination between staff representing the programs in which a participant is enrolled. It must be clear at all times what services are being provided and by whom.

Coordination involves:

 Determination at intake about whether a client is enrolled in another program.  If a client is enrolled in another program, co-enrollment will first be discussed with individuals representing that program. Additionally, if a WIOA Employment Specialist seeks to refer a client to another WIOA or partner program, the possibility of co - enrollment will be discussed with individuals representing the additional program. All information regarding the co -enrollment will be documented in the participant’s case notes.
 There is one lead program. This is normally the first to enroll the participant.  The primary program representative coordinates activities and ensure s all services are documented in the client’s Individual Employment Plan and case notes.  Normally, a co-enrolled client may receive only one Individual Training Account , but may receive other training, such as on-the-job training that is linked to the vocational training provided by the ITA. Maximum training expenditures must be maintained per individual enrollment period, in accordance with RWDB’s ITA Policy.  Placement information will be shared among staff from all progr ams serving the participant. The lead program representative officially records such information.  Exit decisions must be coordinated between programs.
 Follow-up activities and services will be coordinated among all programs serving the participant.

C. One-Stop System’s Service Delivery Platforms Including Use of Technology

RWDB utilizes various strategies to provide customers with convenient access to services:

Physical One-Stop Career Center

The Richmond Workforce Development Board operates a full-service, comprehensive AJCC at 330 25th St, Richmond, CA 94801. This brick -and-mortar facility offers a resource room for career exploration and job search, and provides a space for meetings with workforce staff, access to partner services, meetings, workshops, and more.

Virtual Services and Information

RWDB has implemented and continues to explore, test , and pilot a number of virtual strategies, such as:

 Videoconferencing via Zoom to deliver services ranging from orientations to the AJCC to workshops and individual meetings between participants and staff.

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16  A strong Richmond YouthWORKS web presence through the use of multiple social media platforms that are more likely to be accessed by young people.

 Access to virtual reality as a tool for career exploration.

 Use of Career Hub as a tool to provide rapid communication to participants, including texts.

 Permissibility of electronic signature s to facilitate completion of forms when participants could not be present in person.

 Subscription to Metrix Learning, which offers a wide range of online training.

Community-Based Strategies

RichmondWORKS can deploy staff to sites in communities where services are most needed. These sites may include municipal facilities, schools, locations where partner services are delivered, or community events, where potential participants can be informed about local workforce programs and services.

D. Coordination of Workforce Activities and Support Services

Supportive services are made available to eligible individuals enrolled in the WIOA Adult, Dislocated Worker, and Youth programs. Supportive services are made available to address a participant’s needs and barriers as identified during initial and ongoing individual assessment processes. Services are provided to enable an individual to participate in activities authorized under WIOA Title I. To qualify for WIOA-funded support, all efforts to secure supportive services from other sources must first be exhausted and documented in the participant’s case file.

Determining the Need for WIOA-Funded Supportive Services

Supportive services are allowable only after a participant has been assessed for the need of such services to successfully take part in WIOA-funded Adult, Dislocated Worker , or Youth career and/or training services, or to obtain or retain employment.

RichmondWORKS staff must seek services from other community resources, as appropriate, prior to authorizing supportive services from RWDB WIOA resources.

Referrals are made to local agencies for needed assistance. A Partner Agency Referral Form must be used to document referrals, indicating agencies and resources. This information is noted in the participant’s case file. Individuals who are unable to obtain services from other sources may be provided with RWDB supportive services. WIOA Title I-funded supportive services include:

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17 Services Available to WIOA Participants

RWDB has developed a policy governing the use of WIOA funds for participant support services, which generally includes the following:

Transportation: Clients may be issued an all -in-one transit card, which is used for contactless fare payments throughout the San Francisco Bay Area. Day tokens may be issued with management approval. Reimbursements for mileage and BART may also be available and must be appropriately documented. The purchase of a bicycle is allowable in appropriate situations.

Training/Work Clothes: Financial assistance for training/work clothes is available on a limited basis. The clothes must be for training or work-related needs.

Minor Tools or Supplies: Tools or supplies needed for training or to become employed may be approved. Supplies such as books, fees, and school supplies are allowed if they are a training provider's requirement. If a participant quits a job or drops out of training, the tools or supplies must be returned to the RWDB.

Certification, Screening and Testing : One -time union initiation fees and dues are allowable. Employment-related fees (e.g., testing, d rug screening, background checks, security clearance, first aid/CPR, fingerprinting) required by law and not paid by the employer are allowed, if the participant can document that it is a requirement. A license or certification , or test is also allowable i f the need has been validated by RichmondWORKS staff. PSAT/ACT/GED test fees are also allowable.

Driver’s License or State Identification Card: A participant may receive supportive service funds for a single instance of obtaining a state driver’s license or identification card.

Supportive service funds may not be used to pay for the costs of fines, penalties, or legal fees associated with obtaining or reinstating a driver’s license.

Housing Assistance : One -time rental utilities assistance is allowed if it is deemed necessary for an individual to participate in individualized career services or training.

Internet and Digital Tools : Allowable expenditures include those for laptops, Chromebooks, and software or for access to the Internet. Such items must be necessary for an individual to participate in training or employment.

Reasonable Accommodations for Individuals with Disabilities: WIOA supportive services may only be used for such accommodations when all other options have been exhausted.

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18 E. Physical and Programmatic Accessibility for Individuals with Disabilities

RWDB provides physical and programmatic access to employment and training services for individuals with disabilities and all other customers. RichmondWORKS representatives make every attempt to provide reasonable accommodations for those with disabilities with regard to aid, benefits, services, training, and employment, unless providing the accommodation. These accommodations may be available through various resources, incl uding partner organizations or WIOA Title I program resources. DOR remains RWDB’s central partner in providing services to individuals with disabilities. DOR is represented on the Richmond Workforce Development Board , and Rehabilitation Act programs are a federally mandated workforce system partner. Within the RichmondWORKS AJCC, participants will encounter auxiliary aids, services , and assistive technology, and RWDB continues to collaborate with DOR in efforts to ensure the AJCC is capable of effectively serving individuals with disabilities.

The RWDB has a designated Equal Opportunity (EO) Officer who coordinates and updates accessibility requirements with appropriate state representatives. In addition, RWDB's EO Officer works with the City of Richmond's Public Works Department and the building owner to assess the RichmondWORKS facility for access compliance. The RWDB works to continually improve facility access and maintain compliance with all federal and state requirements, including those of the America ns with Disabilities Act (ADA) and section 188 of WIOA. The physical and programmatic accessibility of the building undergoes a required assessment at least every three years.

Periodically, training is provided to staff and partners on disability etiquette, as well as, ensuring that staff and partners are informed and updated on promoting disability access.

RWDB will continue to collaborate with the DOR to coordinate future training on issues that concern accessibility.

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19 III. STATE STRATEGIC PARTNER COORDINATION

In 2018, the State completed and published a biennial modification to California’s Unified Strategic Workforce Development Plan for Program Years 2016 -19. Within th at modification, the California Workforce Development Board identified several new strategic partnerships with state -level agencies and initiatives. Guidance issued by the State Board in 2018 to Local Boards regarding two -year modifications to their PY 2017- 20 Plans required that WDBs pursue these partnerships within their jurisdictions. In the 2019 modification to the Local Plan, Richmond WDB first described these efforts toward developing local-level relationships, some of which were in an early stage of development. State guidance published in 2024 added requirements for two new partnerships.

The following is a summary of the evolution and status of six state-mandated strategic partnerships, as well as approaches under consideration to further strengthen collaboration with local providers and programs.

A. Coordination with County Human Services Agency and Other Local Partners That Serve Individuals Accessing CalFresh Employment and Training Services

The CalFresh Employment and Training ( CFET) program seeks to increase the employment and earning capacity of CalFresh recipients by providing them with access to supportive services, skills, and credentialing.

CFET’s strategic goals seek to:

 Increase job placement, retention, and wages;
 Increase CalFresh E&T participation across a dynamic mix of people, communities and cultures;
 Increase employability by removing barriers to employment;  Increase skills attainment and credentialing; and
 Lead an efficient and effective customer-focused E&T program.

RWDB collaborates with two local community -based organizations that provide CFET services: Rubicon Programs and Lao Family Community Development, which offers these services to English language learners and other participants.

B. Coordination with Local Child Support Agency and Other Local Partners Serving Individuals That Are Non-Custodial Parents

The state-level partnership between the California Workforce Development Board and the California Department of Child Support Services (CSSD) create s opportunities for collaboration between local workforce development boards and local child support services agencies to serve non-custodial parents (NCPs) who are in arrears on support 735
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20 payments. Many individuals in this category could benefit from workforce development services and support in securing and retaining employment.

As part of the implementation of this four-year plan, RWDB intends to establish closer ties with the Contra Costa County Department of Child Support Services and to formalize procedures for the referral of customers.

C. Coordination with Local Partnership Agreement Partners Established in Alignment with the Competitive Integrated Employment Blueprint and Other Local Partners That Serve Individuals with Developmental and Intellectual Disabilities.

In 2019, RWDB leadership and staff first became aware of the state -level blueprint for competitive integrated employment (CIE) that was crafted by and led to the formalization of a partnership among DOR, the California Department of Development Services (DDS), and the California Department of Education (CDE). An agreement among the se state- level partners makes employment in an integrated setting at a competi tive wage for individuals with intellectual disabilities and developmental disabilities (ID/DD) its highest priority. RWDB representatives also learned of the requirement that local agencies representing the state-level partners develop agreements to meet CIE goals. State Workforce Board guidance indicated that local boards must connect to these partnerships to support CIE objectives. The following information summarizes local LPA efforts.

Local Partnership Agreement

An LPA has been implemented in Alameda and Contra Costa Counties. The purpose of the Alameda and Contra Costa Local Partnership Agreement ( ACCLPA) is to enhance and strengthen partnerships that promote career preparation and successful placement of youth and adults with disabilities into competitive, integrated employment. This primarily includes youth and adults identified as having an intellec tual and/or developmental disability and may include others whose disability creates similar barriers to employment. The LPA’s participating core partners are:

 California Department of Rehabilitation (DOR), Greater East Bay District  Regional Center of the East Bay
 Special Education divisions of the following local education agencies: Acalanes Union High School District, Alameda Unified School District, Berkeley Unified School District, Contra Costa County Office of Education, Mount Diablo Unified School D istrict, Oakland Unified School District, San Ramon Valley Unified School District, Spectrum Schools, and West Contra Costa Unified School District.

The ACCLPA also identifies community partners, which are local entities whose mission, goals, and primary purpose are aligned with that of the ACCLPA, thereby increasing opportunities for youth and adults with disabilities to be successfully employed in an integrated setting while earning a competitive wage, and in a career or job that meets their vocational desires or goals. Among the community partners listed in the LPA are the 736
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21 “America’s Job Centers and Local Workforce Development Boards (Alameda County.

Oakland, Richmond, Contra Costs County) . The ACCLPA also states that “the core partners will expand and develop additional community partnerships aimed at providing access to all resources and workforce systems not historically utilized.”

Collaboration with the LPA Partners

The LPA partners meet periodically throughout the year and local workforce board programs are presented at such meeting s. RWDB collaborates with DOR to serve customers with disabilities of all ages . Supporting DOR’s and the LPA’s business outreach efforts to expand the use of CIE would be a natural extension of the current, productive working relationship. RWDB staff could support CIE efforts in several ways.

These include:

● Identifying businesses within the City of Richmond that employ individuals in jobs that would be suitable for CIE, ensuring that opportunities are identified that complement the various capabilities of individuals in the ID/DD target group; ● Developing a CIE-specific business outreach plan for RichmondWORKS; ● Establishing a unified strategy for promoting CIE candidates to local businesses, again taking into consideration individual capabilities and needs; ● Making direct contact with business representatives on behalf of LPA customers; and ● Orienting employers to CIE, developing a work -based learning agreement and ensuring the necessary services and supports are in place to promote successful job placement.

D. Coordination with Community -Based Organizations and Other Local Partners That Serve Individuals Who are English Language Learners, Foreign Born, and/or Refugees

English language learners (ELLs), foreign -born individuals, refugees and immigrants make up a substantial share of the population of the City of Richmond and the East Bay and they are diverse in their experience and skills, including individuals who have completed college in their home countries, as well as immigrants with limited literacy in their native languages. Workforce system partners and stakeholders understand the importance of balancing immediate income needs and the need to develop language and technical skills that will qualify individuals from this target group for well -paying jobs. As a result, many individuals in these categories of job seekers simultaneously engage in both work and educational activities.

RWDB meets on a regular basis with CBOs that serve ELLs. RichmondWORKS staff also make presentations at community events, such as the West Contra Costa Concilio Latino, a monthly meeting where organizations present their services and coordinate activities.

RWDB continues to work to establish a referral process with partners that serve ELLs, foreign-born individuals, and refugees. These partners include the Latina Center, Catholic Charities, Rescue Mission, In ternational Rescue Committee, Lao Family Community Development, Weigh of Life, Familias Unidas, and Asian Pacific Environmental Network. 737
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22 E. Coordination with Local Veteran Affairs, Community -Based Organizations, and Other Local Partners That Serve Veterans

More than two decades ago, the Jobs for Veterans Act (JVA) was signed into law to improve employment, training, and job placement services available to veterans. JVA mandates priority of service for veterans and eligible spouses who otherwise meet the eligibility requirements for participation in programs administered by the U.S. Department of Labor. California has consistently assured that the public workforce system focuses on outreach and the delivery of services and support to veterans, and, in 2025, EDD issued a new Workforce Services Directive on “ Priority of Services for Veterans and Eligible Spouses,” which updated guidelines to correspond to requirements published in WIOA.

Section IV-D of this Plan describes how RWDB ensures that veterans are given priority in the provision of Title I services.

As stated in Section II of this plan, WIOA Core and Required Partner Coordination, RWDB recognizes the federal Jobs for Veterans State Grant program operated by EDD as a WIOA-mandated partner. RWDB also collaborates with Swords to Plowshares, a Bay Area-based nonprofit organization dedicated to supporting all veterans in all aspects of their lives.

As RWDB moves into the new four -year cycle represented by this plan, it will work to identify and implement new strategies for improving services for veterans.

F. Collaboration with the Strategic Planning Partners to Address Environmental Sustainability

The Richmond WDB’s PY 2025-28 Local Plan marks the first formal statement of intent to work in collaboration with system partners to address environmental sustainability through workforce development system programs and services. Over the period covered by the Plan, the RWDB intends to initiate work in this area by addressing measures adopted by the c ity in response to climate change and in support of environmental sustainability. Some of the focus will be on the following:

Research, Learning, and Adoption of Local Priorities

RWDB leadership aims to deepen its engagement in state -administered projects and programs related to environmental and climate issues, enhancing the organization’s knowledge and capacity in this space. Additional efforts to strengthen system capacity will include participation by management, staff, and board members in state and regional conferences, as well as online seminars and training. The local board will seek opportunities to learn from organizat ions that can share models and best practices for adapting workforce development services to align with the evolving job requirements of environmental sustainability.

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23 City of Richmond City Climate Action Plan

The City of Richmond has developed a climate action plan that is intended to serve as a roadmap to reduce greenhouse gas (GHG) emissions, create jobs, and prepare for the impacts of climate change on public health, infrastructure, the economy, ecosystems, and public spaces in the community. Supporting green business and industry is one of the key objectives of the plan. This objective seeks to reduce and mitigate carbon dioxide and other GHG emissions from large commercial and industrial sources. The plan seeks to promote “green” industries, while p roviding jobs and training to Richmond residents. It encourages existing businesses and industries to become environmentally advanced and to continue making positive contributions to the community. Richmond will work with businesses and industry, residents , and regulatory agencies to reduce the impact of direct, indirect, and cumulative impacts of pollution from industry, the Port, railroads, diesel trucks, and busy roadways.

The plan highlights efforts of the workforce development system and seeks to exp and existing initiatives in tandem with efforts to green existing businesses and attract sustainable jobs. RWDB supports training in the construction trades that are focused on green processes and is poised to develop programs that support a burgeoning blue-green economy in connection with the city’s shoreline.

Blue Green New Deal

In 2021, the City Council in Richmond passed Resolution 88 -21, launching the development of a Richmond Green -Blue New Deal. This plan describes a “five zero” future: 1) a zero-carbon grid, 2) zero-carbon transportation, 3) zero-carbon buildings, 4) zero waste, and 5) zero wasted water. The subsequent Richmond Green-Blue New Deal (RGBND) Opportunities Report provides a blueprint for the creation of 1,000 new green- blue jobs to help the City Council realize th e future it envisions. The report intends to speed up the transition to a clean -energy and zero -waste economy, with restored environmental and human health , and without leaving fossil fuel industry workers and their community behind.

RichmondWORKS will develop training focused on seven sectors, including renewable energy; b uilding electrification and energy efficiency ; s ustainable transportation ; z ero waste; green infrastructure and urban forestry; land use; and water.

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24 IV. WIOA TITLE I COORDINATION

The following narrative addresses services, activities, and administrative requirements of the Richmond WDB under the WIOA Title I formula programs, along with strategies for staff preparation, training, and ongoing professional development to effectively respond to participant needs.

A. Staff Training and Professional Development to Increase Digital Technology Skills

As workplace technology continues to evolve, RWDB strives to keep pace with updates to software, hardware, and web applications. Acquisition of new technology is followed by training to ensure that staff is able to take full advantage of and effectively utilize new tools. Training can be executed through various formats, including online tutorials, group training by an external provider (either in-person or by way of videoconferencing), or one- on-one, depending on the subject being addressed. Because various staff members are highly experienced in the use of certain tools, such staff members may train their colleagues. All front-line staff are trained in the use of the state CalJOBS system.

Overall, RWDB staff have a requisite level of digital proficiency and are able to effectively utilize tools such as Microsoft Office products to carry out the core functions and responsibilities of their jobs. However, moving forward into the period covered by this four-year Plan, RWDB will continue to offer regular training to staff that reflects changing technology and changes in the local business environment that may affect what products we use and how we use them. This will include training in AI tools and technologies.

B. Frontline Staff Training and Professional Development t o Increase Cultural Competency and Effectiveness in Working with Individuals and Groups that Have Been Exposed to Trauma

The local workforce development system is focused on making services accessible to all eligible job seekers irrespective of their past experiences, circumstances, or barriers to employment.

Cultural Competency Training

Workforce system experience, both locally and elsewhere, has shown that culturally aware individuals are more likely to recognize and address biases that can impact service delivery. Specific topics that would support staff in developing cultural competency and humility could include: understanding culture; understanding cultural competency; understanding cultural humility; the importance of cultural competency in t he workplace; factors and characteristics that affect one’s cultural identity; overcoming cultural barriers; and actions for improving cultural competency

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25 RWDB staff have participated in various training and information sessions that address cultural comp etency and awareness. These have been sponsored by RWDB, system partners, and EASTBAYWorks, the regional workforce entity, among others.

Training to Increase Staff Understanding of the Impacts of Trauma

As trauma is experienced across all vulnerable popu lations and by many individuals, RWDB has identified various topics that could be addressed through staff training, including understanding trauma; situations that can be traumatic; types of trauma; impact of trauma on development and behavior; understandi ng traumatic stress; and treating customers in a trauma-sensitive manner. EASTBAYWorks has hosted training on trauma- informed services for RichmondWORKS staff and partners.

C. Coordination of Rapid Response and Layoff Aversion Activities

Richmond WDB has been providing WIOA-funded Rapid Response services to displaced workers for more than 30 years. Working with state and local partners, staff provides the following Rapid Response and Layoff Aversion services.

Rapid Response Services

RWDB’s Rapid Response services assist workers affected by business closures or downsizing. WARN notices, along with other announcements of significant numbers of workers being laid off, trigger Rapid Response activities. Planning meetings with company officials and org anized labor representatives, as applicable, are scheduled to coordinate orientations and services needed for affected employees. On-site orientations are conducted by a team consisting of representatives from RWDB, EDD, and other resource organizations, a s needed. Workers receive may job leads, information on recruitment events, labor market information, and descriptions of available training programs. Surveys are distributed to gather as names, phone numbers, addresses, and interests of affected workers. Information is shared with adjacent WDBs to facilitate their outreach to individuals who have been laid off.

Lay Off Aversion

Over the last several years, local boards have increasingly shifted the focus of services for distressed companies to proactive business retention and layoff aversion strategies.

Layoff Aversion services include a comprehensive strategy that may include interventions such as pre-feasibility studies, asset mapping, business turnaround services, Incumbent Worker Training, employment assessments, education/training, financial consultation, and employee recruitment.

Rapid Response Roundtable

Staff participat e in the Greater East Bay Rapid Response Roundtable meetings. The RoundTable convenes quarterly to share business information, including notices of 741
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26 closure or downsizing, and to identify regional trends. These gatherings build positive relationships with internal and external partners.

D. Services and Activities Available under WIOA Title I Adult and Dislocated Worker Programs

The Richmond WDB offers a wide range of services for job seekers enrolled in the WIOA Title I Adult and Dislocated Worker programs. Services meet the needs of individuals with various levels of education and work experience and job seekers from vulnerable populations who may have one or more barriers to employment. Services are designed to prepare participants for entry-level and higher positions with businesses in and around the East Bay. Training and services focus on preparing job seekers for career path way employment in priority sectors that are outlined in the East Bay Regional Planning Unit’s PY 2024-28 Regional Plan.

One-Stop Delivery System

RWDB operates one comprehensive AJCC. The AJCC is the portal to WIOA Adult and Dislocated Worker Program Serv ices, offering basic career services, individualized career services, access to training services, and follow-up.

WIOA Adult and Dislocated Worker Services

The AJCC offers service along the three levels indicated above. These are supplemented by follow-up services. The content of these services includes the following:

Basic Career Services: Basic career services are made available to all individuals, and include:

 Determinations of eligibility;
 Outreach, intake, and orientation;
 Initial assessment;
 Labor exchange services;
 Referrals;
 Workforce and labor market employment information;
 Performance information and program cost information;  Information on performance accountability measures;
 Information on the availability of supportive services or assistance;  Assistance in establishing eligibility for programs of financial aid assistance for training and education programs not provided under WIOA; and
 Information and assistance regarding filing claims under Ul programs.

Individualized Career Services: Individualized career services are provided when they are needed for a participant to obtain or retain employment. AJCC staff rely principally on 742
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27 assessments to determine the need for and appropriateness of individualized career services. These services include:

 Comprehensive and specialized assessments;
 Development of an individual employment plan;
 Group and/or individual counseling and mentoring;
 Career planning (e.g., case management);
 Short-term pre-vocational services;
 Internships and work experiences that are linked to careers;  Workforce preparation activities;
 Financial literacy services;
 Out-of-area job search assistance and relocation assistance; and  English language acquisition and integrated education and training programs.

Training Services: RWDB provides access to a wide range of training programs, which fall broadly into two types: institutional (classroom) training programs and work -based training programs, which are developed directly with employers and include activities such as on-the-job training, transitional jobs, or customized training.

 Occupational skills training, including training for nontraditional employment.  On-the-job training
 Incumbent worker training
 Programs that combine workplace training with related instruction, which may include cooperative education programs.
 Training programs operated by the private sector
 Skill upgrading and retraining
 Entrepreneurial training
 Transitional jobs
 Adult education and literacy activities
 Customized training conducted with a commitment by an employer

The precise services provided to job seekers enrolled in WIOA Adult and Dislocated Worker Programs reflect individual needs and are determined as a result of a comprehensive assessment process and preparation of an individual employment plan, which is developed in collaboration with program staff.

Priority of Service

RWBD enforces WIOA priority of service requirements in accordance with state and local policies, which specify:

As stated in the WIOA Section 134(c)(3)(E), with respect to individualized career services and training services funded with WIOA Adult funds, priority of service must be given to recipients of public assistance, other low-income individuals, or individuals who are basic skills deficient.
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28 Priority of service status is established at the time of eligibility determination and does not change during the period of participation. Priority does not apply to the dislocated worker population.

Veterans and eligible spouses continu e to receive priority of service among all eligible individuals; however, they must meet the WIOA adult program eligibility criteria and meet the criteria under WIOA Section 134(c)(3)(E). As described in U.S. Department of Labor Training and Employment Gui dance Latter ( TEGL) 10-09, when programs are statutorily required to provide priority, such as the WIOA adult program, then priority must be provided in the following order:

1. Veterans and eligible spouses who are also recipients of public assistance, ot her low-income individuals, or individuals who are basic skills deficient.

2. Individuals who are the recipient of public assistance, other low-income individuals, or individuals who are basic skills deficient.

3. Veterans and eligible spouses who are not included in WIOA’s priority groups.

E. Services and Activities Available under WIOA Title I Youth Program

The WIOA Title I Youth Program provides comprehensive services that focus on assisting out-of-school youth (OSY) and in-school youth (ISY), who have one or more barriers to employment, to prepare for employment and postsecondary education opportunities; attain educational and/or skills training credentials; and secure employment with career/promotional opportunities. RWDB provides youth ages 16-24 with the knowledge and experience they need to be successful in real-world work environments. Core Youth Program services include work-based learning, financial literacy training, work-readiness workshops, and personalized one -on-one career counseli ng. Workforce services for youth are promoted in the community under the “YouthWORKS Richmond” brand.

WIOA Youth Service Elements

Both WIOA ISY and OSY programs require an objective assessment of the participant’s strengths and challenges to inform and develop an Individual Service Strategy (ISS). The ISS outlines services from among the fourteen WIOA elements that a participant need s to prepare for employment and/or employment-related education and training:

1. Tutoring, study skills training, instruction, and evidence -based prevention and recovery strategies that lead to the completion of secondary school, its recognized equivalent, or for a recognized post-secondary credential.

2. Alternative secondary school services that assist youth who have struggled in traditional secondary education settings.

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Richmond WDB PY 2025-2028 Local Plan

29 3. Paid and unpaid work experiences that have academic and occupational education as a component of the work experience, which may include the following: Summer employment opportunities and other employment opportunities available throughout the school year; pre -apprenticeship programs; internships and job shadowing; on-the-job training opportunities; and apprenticeships.

4. Occupational skills training, which leads to recognized post-secondary credentials that align with in-demand industry sectors or occupations.

5. Education offered concurrently with workforce preparation to int egrate education and training to prepare participants for workforce preparation and for the cultivation of basic and occupational skills.

6. Leadership development opportunities that encourage community service, peer - centered activities, responsibility, and other positive social and civic behaviors.

7. Supportive services enable an individual to successfully participate in WIOA activities.

8. Adult mentoring is a formal relationship between a youth participant and a trusted adult that provides structu red activities, leading to guidance, support, and encouragement. Mentoring helps to develop the competence and character of the mentee. Mentoring is at least 12 months in duration and may occur both during and after program participation.

9. Follow-up services may include regular contact with the participant for no fewer than 12 months after the completion of WIOA participation.

10. Comprehensive guidance and counseling provide individualized counseling to participants, including drug and alcohol abuse, and mental health counseling.

11. Financial literacy education provides youth with the knowledge and skills needed to achieve long-term financial stability.

12. Entrepreneurial skills training provides the basics of starting and operating a small business while developing entrepreneurial and self-employment skills.

13. Services that provide labor market and employment information about in-demand industry sectors or occupations available in the local area, such as career awareness, career counseling, and career exploration services.

14. Post-secondary preparation and transition activities help youth prepare for and transition to post-secondary education and training.

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Richmond WDB PY 2025-2028 Local Plan

30 Services for Youth with Disabilities

The program ensures that all youth participants, including youth with disabilities, receive the same types and quality of services and level of support to achieve their career planning, education, skills training, and employment goals. For those who are attending school, one or more accommodations can be provided to correspond to a student’s Individual Education Plan. To ensure that services for individuals with disabilities me et their full range of needs, Richmond works staff may collaborate with DOR, instructors , and staff from local special education programs, and community -based organizations to develop effective service strategies. Such collaboration may include efforts lin ked to the local CIE LPA described in Section III.C of this Plan.

Digital Literacy Services for Youth

Of the youth and young adults who seek RWDB services, many have strong digital literacy skills, while others are solely proficient in skills associated with services and applications accessible through mobile devices. A more common problem for Youth Progra m participants is that they often do not have access to an electronic device larger than a cell phone, such as a tablet, laptop, or desktop computer. In addition, digital access problems for some communities are persistent and may include poor or no internet connection. To address these challenges, we provide laptops, hotspots, and virtual training through Metrix Learning. The city, RWDB, and local partners and stakeholders remain committed to improving residents’ access to digital skills training, hardware, and broadband.

F. Entity Responsible for Disbursal of Grant Funds and the Competitive Process Used to Award Contracts for WIOA Title I Activities

As the administrative entity for the Richmond Workforce Development Board, the City of Richmond is responsible for the disbursement of grant funds.

The RWDB conducts all procurements in compliance with federal and state regulations governing WIOA. All WI OA-funded programs and activities comply with applicable provisions set forth in the requirements provided by the Office of Management and Budget Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards. Furthermore, the City of Richmond LWDA conducts all procurements in compliance with WIOA regulations promulgated by the U.S. Department of Labor.

Procurements are conducted as often as necessary to meet the needs of participants and the requirements of the RWDB’s one -stop delivery system. The City of Richmond procurement practices encourage the utilization of small businesses, minority -owned firms, and women's business enterprises , whenever possible. The City conducts all procurements in accordance with its Conflict-of-Interest Policy and in a manner that ensures open and free competition. Procurement records are retained for three years following the date on which the City of Richmond Local Area submits its final expenditure report for a given funding period.
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Richmond WDB PY 2025-2028 Local Plan

31 G. How the Local Board Fulfills the Duties of the AJCC Operator and/or the Career Services Provider or Selection of AJCC Operators and Career Services Providers

The responsibilities of the AJCC/One -Stop Operator (OSO) function is met by an individual selected through a competitive process. The Career Services Provider function is the responsibility of the City of Richmond and its AJCC, RichmondWORKS.

AJCC/One-Stop Operator

The Richmond WDB competitively procures the AJCC Operator. Currently, the contractor is an individual, Cheryl Maier, who is an experienced workforce development professional.

The principal role of the AJCC/One-Stop Operator (OSO) is to coordinate service delivery among participating one -stop partners and service providers. To that end, t he OSO addresses the following services:

 Establish and maintain relationships between all WIOA-mandated one-stop partners, as well as other partners that support the mission, vision, and values of the Richmond Workforce Development Board.
 Create and maintain an up -to-date list of partners and the agreed -upon service offering and referral processes.
 Create and manage an innovative solution to educate partners (and internal staff) on the services provided by RWDB and the other one-stop partners’ organizations.  Coordinate and schedule quarterly meetings with one-stop partners to:
 Discuss ways to reach common goals (i.e. , performance, financial, and customer satisfaction).
 Leverage resources across partner organizations for the greater good of those served. In particular, this includes those with barriers to employment (i.e. , individuals with disabilities, returning citizens, older workers) and individuals who may require long-term services towards gaining employment.  Discuss how to improve and maintain an effective and successful one-stop system.  Discuss opportunities for collaboration on potential grant opportunities that serve the core mission of the one-stop system and partner organizations.  Share details on flagship programs, events, and initiatives.  Assist RWDB with ensuring that MOUs are executed with all one -stop partners, contain the appropriate clauses, and support the goals of WIOA and the RWDB.  Work with RWDB leadership to determine which core partners share a mutual customer base to leverage resources.
 Provide reports to the Workforce Development Board at its quarterly meetings.  Manage, track, and oversee a customer satisfaction program to allow for informed business decision-making by the RWDB to include:
747
Richmond WDB PY 2025-2028 Local Plan

32  Recommend customer satisfaction tools, delivery systems , and procedures for consideration by RWDB.
 Provide monthly reports on the results/responses from the approved customer satisfaction tools, sorted by staff and program (if possible).  Review customer comments , identifying trend data to allow for continuous improvement; making recommendations to RWDB for service delivery process changes that address unfavorable customer experiences/comments.  Recommend methods of continuous improvement to RWDB.

Career Services Provider

The career service provider function required by WIOA for the Title I Adult and Dislocated Worker programs, as described earlier in this section, is fulfilled by RichmondWORKS. In 2021, the City of Richmond received a renewal of its state waiver to continue serving as the WIOA Title I Adult and Dislocated Worker career services provider. In 2025, the City of Richmond submitted a new application, signed by the local board chair and the Mayor, requesting approv al to further continue to fulfill the function of the career services provider.

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33 V. PROGRAM YEAR 2025-28 SYSTEM PRIORITIES

As the Local Plan concerns not just the work of the WIOA Title I programs administered by the Richmond WDB, but all of the organizations, programs, and services that comprise the local workforce development system, WDB leadership sought input from a range of system partners and stakeholders. As described in Attachment I, a public input session was held to gather information, ideas, and input on key issues affecting the delivery of services to job seekers and businesses.

The priorities described below capture key issues, insights, and recommendations expressed during the community input session. Rather than articulating comments made by individuals, they represent key themes that emerged from the overall commentary. It is noteworthy that many of the themes addressed in priorities identified by system partners and stakeholders are closely related to the strategic priorities of the Richmond WDB that are summarized in Section I of the Local Plan. The following eight priority areas will be examined by the Richmond WDB and partner representatives throughout the four- year period covered by this plan.

A. Expand Business Engagement

With rapid changes in workplace technology, rising costs of operations, an insufficient supply of talent, and myriad other challenges facing businesses throughout the East Bay, the needs of some local companies can at shift at record speed. To ensure that workforce development system services and career technical education keep pace with changes in the marketplace, mechanisms should be in place for workforce and education leaders to frequently dialogue directly with business representatives about emerging needs and trends. This may take the form of the Richmond WDB leading a sector partnership or more streamlined efforts, where the board or system partners engage with one or more businesses about current and future workforce needs. The goal of all such efforts should be to ensure that businesses have access to job-ready workers and city residents have access to good jobs.

B. Build a Pipeline of Workers for Businesses

With the need for tale nt continuing to outstrip supply, the local board and system partners must develop strategies to expand the pool of available workers.

Stakeholders have identified individuals from various under-resourced populations as strong candidates for jobs, even in positions for which they have not traditionally been hired in large numbers. These populations include, but are not limited to, individuals with disabilities, older workers, justice -involved individuals, English language learners, and young workers. Businesses and workforce leaders should work together to identify the training and services that will best prepare such individuals to be strong candidates for in-demand jobs. At the same time, the WDB should develop and implement plans that will ensure that loc al and regional 749
Richmond WDB PY 2025-2028 Local Plan

34 businesses can access a pipeline of talent both today and well into the future. This will require not only strategies around under -resourced populations but detailed plans to work with civic leaders, education, and community representatives to prepare city residents for core and emerging industries.

C. Continue to Utilize Hybrid Delivery Strategies

Before the onset of the pandemic in 2020, the majority of RichmondWORKS services were delivered in person. During the pandemic, the principal m ethod of service delivery was virtual, and, as the pandemic subsided, hybrid service strategies became the norm, enabling customers to select between services that they could access in person and services available online and through remote platforms. As t ime has passed, certain services and processes now exist principally in virtual formats. While this appeals to many job seekers, some express a strong preference for in-person and one-to-one services. The workforce system partners should remain aware that some customers (including inexperience d workers, older individuals, people with disabilities, and displaced workers) may prefer and do better in environments where services are offered in traditional formats.

D. Promote Workforce Services through an Array of Strategies

Among the workforce system’s target audience are several generations of current and potential workers, individuals with a wide range of professional and personal experiences, city residents from many different cultures who are native speak ers of various languages, and individuals from many groups with barriers to employment. The varied nature of these customers means that no single message or form of messaging will resonate with all. Therefore, RichmondWORKS and the local workforce system p artners should consider development and use of a multifaceted approach to outreach and recruitment that makes use of in -person contact with potential customers at community events and through organizations that may serve them; print media, through which ol der workers and many foreign born individuals are likely to seek information; and an array of web -based platforms, including social media, which is where many consumers now access the majority of their news and other information.

E. Increase Use of Work-Based Learning Models

While high-quality job training programs offered by community colleges, adult education, private institutions, and community -based organizations are widely available in and around Richmond, these programs do not prepare residents for every job for which local businesses are hiring. However, opportunities to learn job-specific skills are nearly limitless with the use of work-based learning models.

On-the-job training, customized training for one or more companies, and registered apprenticeships are just some of the models that the RWDB and system partners can utilize to assist job seekers in preparing for in -demand careers in growth 750
Richmond WDB PY 2025-2028 Local Plan

35 industries. Work -based learning can also be combined or sequenced with classroom instruction to create hi ghly effective models for learning and the acquisition of work -related skills. Many of the city’s small businesses, which express difficulty in attracting talent, may be prime candidates for hosting work - based learning programs.

F. Identify and Address Core Employment Skills

Some businesses express an interest in candidates who may lack job -specific skills but demonstrate strong underlying skills and abilities that can be built upon through training and experience in the workplace. These core skills likely include a combination of essential work readiness skills (e.g., critical thinking, teamwork, time management, problem solving, job retention) and basic skills, such as English literacy, numeracy, communication, and digital literacy. Individuals who possess these skills are ge nerally best prepared to think and act independently, without extensive need for external support. WDB leadership and system partners should consider what core skills would make job seekers strong candidates for employment and how the development of these skills could best be incorporated into the system’s portfolio of career services.

G. Prepare Workers in Digital Literacy and The Use of Advanced Technology Skills

A focus on developing the digital skills of job seekers has been ongoing for several years. However, stakeholders point out that the type and range of skills needed to apply for, secure, and succeed in a job are ever evolving. The ability to utilize digital processes is now a requirement to apply for employment with most companies.

Even for job classifications that require few digital technology skills, companies utilize digital processes for time and record keeping, payment of wages, human resources functions, and more. In addition, technology tools themselves are changing, and the introduction of AI tools is altering the ways jobs are done and the skills required to secure and keep jobs. The RWDB, RichmondWORKS managers and staff, training providers, and partners must regularly reexamine and update the content of and approach to digital skills training. This work should include close collaboration with businesses that use advanced technology and education partners, who are working consistently to develop curricula that address current and future needs.

H. Create Opportunities for Youth Employment

First jobs matter and are essential to the youth’s development of foundational skills and work habits that will shape their success throughout their careers. Many challenges exist in making youth employment opportunities widely available. Chief among these challenges are: an insufficient number of suitable part-time and entry- level jobs, as many are now occupied by adults; insufficient funding to subsidize all or part of needed work experience programs; and the increased elimination of such jobs as the y are replaced by automation. The RWDB and the workforce 751
Richmond WDB PY 2025-2028 Local Plan

36 system partners should develop long -term strategies and options to promote access to first jobs for local youth. Such options may include opportunities for youth to participate in or try out various positions to help inform their knowledge of jobs and the labor market. The RWDB should activate its Youth Council, which has made significant recommendations in the past, to lead the youth focus of the local workforce development system.

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37 VI. ATTACHMENTS

The following Items are included as part of the Local Plan.

Attachment 1: Stakeholder and Community Engagement Summary

Attachment 2: Public Comments Received that Disagree with the Local Plan

Attachment 3: Signature Page

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Richmond WDB PY 2025-2028 Local Plan

38 Attachment 1

Stakeholder and Community Engagement Summary

To facilitate the engagement of stakeholders in planning for the local workforce development delivery system and in the development of the PY 2025 -2028 Local Plan, the Richmond WDB hosted a community and stakeholder listening session focused on topics affecting strategies and services across the system.

The community and stakeholder engagement session was held via videoconference on January 23, 2025 , to gather input for the development of t he Richmond Workforce Development Board (WDB) Program Year (PY) 2025-28 Local Plan.

To ensure broad participation, outreach efforts included:

Mode of Outreach Target of Outreach Summary of
Attendance
Comments
Social Media
(Instagram, Facebook)
Community Members See the summary below
Advertisement in the
City Manager’s Weekly
newsletter
Community Members, local
businesses, Community-
Based Organizations, and
local government
See the summary below
Email to Richmond
Chamber of
Commerce
Entrepreneurs and
small/medium businesses
See the summary below
Email to West Contra
Costa Council of
Industries
West Contra Costa County
businesses and industries
See the summary below
Invite on Eventbrite Community Members, local
businesses, community-
based organizations, and
local government
See the summary below
Email and
Presentation to
Richmond Workforce
Development Board
Community-based
organizations, Department
of Rehabilitation, Labor
Unions, Local Education
Agencies, and local
government agencies
See the summary below
Emailed invitation and
collateral material on
All businesses with licenses
in the City of Richmond
36 See the summary below
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Richmond WDB PY 2025-2028 Local Plan

39 Bludot – Business
CRM
Email to Richmond
Mainstreet
Community Members and
businesses in the
downtown Richmond Area
See the summary below
Email to 23rd Street
Merchants Association
Local merchants that are
located on the 23rd Street
corridor. Specifically,
Hispanic-owned businesses
See the summary below

Presentation
Neighborhood
Coordinating Council
Presidents of the Richmond
Neighborhood Councils
10 See the summary below
Posted draft plan on
City of Richmond
Website
Community-at-Large See the summary below
David Schinder, the session facilitator, emphasized the significance of community participation and introduced key topics for discussion to identify community needs and priorities.

Overview of the Workforce System: The local workforce system, predominantly funded by the Federal Workforce Innovation Opportunity Act (WIOA), necessitates the creation of a local plan that addresses specific topics outlined in the legislation.

This plan is developed in conjunction with a regional plan that includes the broader Oakland, Richmond, Contra Costa, and Alameda County regions. Both plans will be subject to a 30-day review period for community feedback upon completion.

Key Discussion Topics: The session highlighted several discussion questions to engage participants in identifying workforce priorities:
 Services for New Workers: Identification of essential services for individuals entering the workforce or those unemployed.
 Training Programs: Exploration of training programs of interest to local job seekers and their alignment with available jobs.
 Collaboration Opportunities: Opportunities for the local workforce, education, and community agencies to collaborate more effectively.  Modernization Needs: Modernization of services to meet the evolving needs of workers and businesses.

Community Input and Feedback: Participants were encouraged to share their insights, resulting in several key themes:
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40  Della Randolph emphasized the inclusion of individuals with disabilities in workforce conversations and suggested the establishment of focus groups to gather feedback from service users.
 Richard Johnson highlighted the need for better communication with businesses to develop talent pipelines and fill training programs at community colleges.
 Evan Decker noted the importance of timely communication between educational institutions and workforce needs, advocating for curriculum development that keeps pace with industry demands.

Youth Engagement and Development:
 Johanna Gurdian stressed the need for increased services for youth, particularly those with disabilities, and the importance of mentorship programs.  Cynthia Mendez underscored the necessity of cultural competency and humility in workforce development, given the changing demographics of Richmond.

Conclusion and Next Steps: The session concluded with a call for continued community engagement. Participants were reminded to submit additional feedback via email, and the draft plan will be available for public comment. The focus remains on ensuring that the workforce development strategy aligns with community needs and adapts to changing labor market dynamics.

Overall, the listening session facilitated collaboration among community members, workforce representatives, and educational institutions to shape an inclusive and effective workforce development plan for Richmond
A total of 36 participants attended the session, representing diverse perspectives from workforce development, local businesses, community-based organizations, and other key stakeholders. The feedback collected played a critical role in shaping the Local Plan to address workforce needs and priorities in Richmond.

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Richmond WDB PY 2025-2028 Local Plan

41 Attachment 2

Public Comments Received That Disagree With The
PY 2025-28 Local Plan

1. From:

N/A
Date:

Comment:

2. From:

N/A
Date:

Comment:

There were no comments received during the public comment period for the PY 25 -28 Local Plan.
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Richmond WDB PY 2025-2028 Local Plan

42 Attachment 3

Signature Page

The following signatures represent approval of the Local Plan by the Richmond Workforce Development Board and the Chief Elected Official for the City of Richmond Local Workforce Development Area.

For the Richmond Workforce Development Board:

_____________________________________ _____________
Xavier Abrams, Chair, Richmond Workforce Development Board DATE

For the City of Richmond Local Workforce Development Area:

____________________________________________ ______________ Eduardo Martinez, Mayor Date
City of Richmond
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May 27, 2025

Mayor's Office

DATE: May 27, 2025
TO: Members of the City Council
FROM:

Mayor Eduardo Martinez and Vice Mayor Cesar Zepeda

Subject:

Proclamation recognizing June 2025 as LGBTQI+ Pride
Month in the City of Richmond
FINANCIAL IMPACT: None

PREVIOUS COUNCIL
ACTION:

May 28, 2024

STATEMENT OF THE
ISSUE:

Proclamation to recognize and celebrate the
contributions, resilience, and rights of LGBTQI+
individuals by proclaiming June 2025 as LGBTQI+ Pride
Month in the City of Richmond and raising the Pride Flag for the month of June.

RECOMMENDED ACTION: PROCLAMATION recognizing June 2025 as LGBTQI+ Pride Month in the City of Richmond and
Commemorating the Raising of the Pride Flag
Throughout the Month - Mayor Eduardo Martinez (510-
620-6503) and Vice Mayor Zepeda (510-620-6861).

DISCUSSION:

June is recognized nationwide as LGBTQI+ Pride Month, a time to honor the history, achievements, and ongoing struggles of lesbian, gay, bisexual, transgender, queer, intersex, and other gender and sexual minority groups. The City of Richmond proudly joins this recognition by proclaiming June as LGBTQI+ Pride Month, reaffirming its commitment to fostering an inclusive, equitable, and welcoming environment for all residents.

AGENDA
REPORT
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May 27, 2025
This year marks the 11th anniversary of Richmond Rainbow Pride, a local organization dedicated to promoting LGBTQI+ visibility, advocacy, and celebration within our community. Their work reflects the resilience, leadership, and strength of Richmond’s LGBTQI+ residents and allies.

While we celebrate the cultural, social, and economic contributions of LGBTQI+ individuals, we also recognize that members of this community continue to face discrimination and inequities. This proclamation serves as both a celebration and a call to action, reinforcing the City's dedication to protecting the rights and dignity of LGBTQI+ individuals and standing firmly against hate, bias, and exclusion.

The city encourages all residents, businesses, and community organizations to uplift LGBTQI+ voices, promote awareness, and participate in efforts that advance equality and respect for all people, regardless of sexual orientation, gender identity, or gender expression.

DOCUMENTS ATTACHED:

Attachment 1 – Proclamation Recognizing June 2025 as LGBTQI+ Pride Month 760

Mayor Eduardo Martinez
City of Richmond
May 27, 2025

Recognizing June as LGBTQI+ Pride Month in
The City of Richmond, California

WHEREAS, the City of Richmond values its diverse and welcoming environment for all citizens, including the lesbian, gay, bisexual, transgender, queer, intersex, plus (LGBTQI+) community; and

WHEREAS, June is nationally recognized as Pride Month, celebrating the contributions and advancements of the LGBTQI+ community to our city, state, and country; and

WHEREAS, this year marks the 11th anniversary of Richmond Rainbow Pride, an organization promoting LGBTQI+ awareness, inclusivity, and celebration within Richmond, demonstrating their commitment to equality and acceptance; and

WHEREAS, the City of Richmond acknowledges the invaluable cultural, social, and economic contributions of LGBTQI+ individuals to our community; and

WHEREAS, despite progress, the LGBTQI+ community continues to face discrimination and inequity, highlighting the need to reaffirm our commitment to inclusivity, equality, and fighting discrimination; and

WHEREAS, the City of Richmond is committed to protecting our LGBTQI+ residents and their families, ensuring they enjoy the same rights, privileges, and opportunities as all residents; and

WHEREAS, we call upon residents, businesses, and community organizations to recognize and affirm the rights and dignity of LGBTQI+ individuals, promote awareness and understanding, and stand against discrimination and violence;

NOW, THEREFORE, I, Mayor Eduardo Martinez, on behalf of the Richmond City Council, proclaim June as Pride Month in the City of Richmond. We celebrate the resilience, strength, and activism of the LGBTQI+ community, remember their ongoing struggle for equality, and commit to fostering an inclusive community that respects and values all its members.

Vice Mayor Cesar Zepeda
City of Richmond
May 27, 2025

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May 27, 2025

Mayor's Office

DATE: May 27, 2025
TO: Members of the City Council
FROM:

Mayor Eduardo Martinez and Councilmember Jamelia
Brown

Subject:

Proclamation Recognizing May 2025 as Mental Health
Awareness Month
FINANCIAL IMPACT: None

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
ISSUE:

Mental health challenges are a growing concern in
communities across the nation, including Richmond,
where many residents face high rates of trauma, stress, housing insecurity, and substance use. Despite the
increased need, stigma and limited access to culturally responsive mental health care continue to be a barrier to seeking support. This proclamation aims to raise
awareness, reduce stigma, and affirm the City of
Richmond’s commitment to supporting the mental well-
being of all its residents by recognizing May 2025
as Mental Health Awareness Month.

RECOMMENDED ACTION: PROCLAMATION recognizing May 2025 as Mental Health Awareness Month in the City of Richmond - Mayor
Eduardo Martinez (510-620-6503) and Councilmember
Jamelia Brown (510-620-6861).

DISCUSSION:

Since 1949, Mental Health Awareness Month has been observed in the United States to raise awareness about mental health, promote access to care, and eliminate stigma surrounding mental health challenges. Many residents in the City of Richmond face AGENDA
REPORT
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May 27, 2025
elevated rates of trauma, substance use, housing instability, and poverty, all of which intersect with mental health outcomes. This proclamation acknowledges these realities while also highlighting the strength and resilience of Richmond residents and the importance of community-based support.

Mental Health Awareness Month is an opportunity for the City to reaffirm its dedication to emotional wellness, equity, and trauma-informed approaches to community care.

This proclamation encourages public dialogue, increases visibility for local service providers, and uplifts the ongoing work of Richmond’s mental health advocates.

This action aligns with the Richmond City Council’s adopted goals and priorities, particularly:

 Improve the quality of life, community health, and social determinants of health by raising awareness and reducing barriers to mental health support.

 Enhance public safety by promoting proactive, compassionate responses to mental health crises and prioritizing prevention and healing.

Through this proclamation, Richmond joins communities nationwide in honoring Mental Health Awareness Month and promoting policies that value care, dignity, and inclusion.

DOCUMENTS ATTACHED:

Attachment 1 – Proclamation Recognizing May 2025 as Mental Health Awareness Month in the City of Richmond
763

Recognizing May 2025 as
Mental Health Awareness Month

WHEREAS, mental health is a fundamental component of individual and community well- being, yet stigma, systemic inequities, and limited access to culturally responsive care continue to prevent many Richmond residents from receiving the support they need; and

WHEREAS, it is important to raise awareness about the importance of taking care of our mental health. As mental health conditions are common, affecting one in five adults in the United States each year, and they can have a profound impact on individuals, families, and communities; and

WHEREAS, youth mental health challenges continue to rise nationally and locally; and

WHEREAS, many individuals and families in Richmond are navigating mental health challenges without adequate support, leading to preventable suffering, instability, and loss of life; and

WHEREAS, Mental Health Awareness Month has been observed in May since 1949, and it provides an opportunity to raise awareness about mental health and to promote access to resources and support; and

WHEREAS, the City of Richmond recognizes the importance of mental health and is committed to promoting mental health and well-being in our community; and

WHEREAS, Richmond is home to resilient people and powerful community organizations committed to breaking cycles of trauma, building healing spaces, and uplifting the humanity of every neighbor; and

WHEREAS, Mental Health Awareness Month is a time to affirm that mental health is health, to challenge harmful stigma, to center equity in access, and to reimagine what compassionate care and prevention look like in our schools, workplaces, homes, and streets; and

WHEREAS, the City of Richmond must lead with urgency, equity, and hope by supporting policies, funding, and partnerships that strengthen culturally responsive and community- based mental health resources.

NOW, THEREFORE, BE IT RESOLVED, I , Mayor Eduardo Martinez, hereby proclaim May 2025 as Mental Health Awareness Month in the City of Richmond and calls on all residents, institutions, and leaders to learn more about mental health and to support those who may be struggling with mental health conditions.

BE IT FURTHER RESOLVED, to stand in solidarity with those living with mental health conditions and to invest in healing-centered practices, and to build a city where no one struggles alone. I call upon our community to join together to support mental health, reduce stigma, and promote the importance of early detection and treatment of mental health conditions.

Mayor Eduardo Martinez
City of Richmond
May 27, 2025

Councilmember Jamelia Brown
City of Richmond
May 27, 2025

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May 27, 2025

Police Department

DATE: May 27, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Bisa French, Chief of Police

Subject:

Grant Funding to End Abuse in Later Life Program
FINANCIAL IMPACT: City of Richmond Police Department staff will receive $16,556 in grant funding for the duration of the End
Abuse in Later Life (EALL) program to support training
and participation in the multidisciplinary team (account String: 10691021-337381)

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

Contra Costa County (CCC) has been awarded grant
funding from the U.S. Department of Justice's Office on Violence Against Women (OVW) to support the End
Abuse in Later Life (EALL) Program. Richmond Police
Department staff are seeking approval to accept and use the funding to provide training to its officers and
participate in a multidisciplinary team.

RECOMMENDED ACTION:

ADOPT a resolution to ACCEPT $16,556 in grant funds
passed through Contra Costa County (CCC) from the
U.S. Department of Justice's Office on Violence Against Women (OVW) to support its End Abuse in Later Life
Program (EALL) and APPROPRIATE the funds to the
Police Department’s Budget for the duration of the grant period, October 1, 2024, through September 30, 2027 –
Police Department (Chief Bisa French 510-621-1802).

AGENDA
REPORT
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May 27, 2025
DISCUSSION:

Contra Costa County (CCC) has been awarded grant funding from the U.S. Department of Justice's Office on Violence Against Women (OVW) to support the End Abuse in Later Life (EALL) Program. The program aims to address elder abuse in all its forms, including emotional, financial, physical, and sexual abuse. The Richmond Police Department, along with other key partners, play a crucial role in implementing this program.

The End Abuse in Later Life (EALL) Program will involve a comprehensive approach to enhance the community's response to elder abuse. The program will provide training for law enforcement officers, prosecutors, and service providers to recognize and address instances of elder abuse. This includes a series of training sessions and the development of training curricula that incorporate culturally specific information.

Additionally, the program will enhance collaboration among various agencies, including the Richmond Police Department, Contra Costa Family Justice Alliance, Adult Protective Services, and Contra Costa Senior Legal Services, ensuring that elder abuse victims receive comprehensive and timely support. Direct services for victims will be offered, including case management, legal assistance, and emergency funds for essential needs such as groceries, gas, and transportation. Outreach activities and awareness campaigns will be conducted to ensure that victims of elder abuse receive appropriate assistance, with a special focus on underserved communities, including the South Asian community.

The acceptance of this grant funding will reimburse the Richmond Police Department for officer training. The total budget for the EALL Program is $800,000, with $654,002 allocated to MOU partners, travel allocations, and OVW support for outreach and services. The Richmond Police Department will receive $16,556 in grant funds to use for the duration of the program to support training and participation in the multidisciplinary team.

DOCUMENTS ATTACHED:

Attachment 1 – Resolution
766

Reso. No. _____

Page 1 of 2 ends

RESOLUTION NO. ______

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

CALIFORNIA, APPROVING THE ACCEPTANCE OF GRANT FUNDING FOR

THE ENHANCED TRAINING AND SERVICES TO END ABUSE IN LATER LIFE (EALL) PROGRAM AND TO APPROPRIATE GRANT FUNDING IN THE
AMOUNT OF $16,556 TO THE RICHMOND POLICE DEPARTMENT’S BUDGET FOR THE DURATION OF THE PROGRAM OCTOBER 1, 2024 THROUGH SEPTEMBER 30, 2027

WHEREAS, Contra Costa County (CCC) has been awarded grant funding from the U.S .

Department of Justice's Office on Violence Against Women (OVW) to support the Enhanced Training and Services to End Abuse in Later Life (EALL) Program; and

WHEREAS, the EALL Program aims to address elder abuse in all its forms, including emotional, financial, physical, and sexual abuse, and involves the development of a comprehensive approach to enhance the community's response to elder abuse; and

WHEREAS, the Richmond Police Department, along with other key partners, will play a crucial role in impleme nting the EALL Program, which includes providing training for law enforcement officers, prosecutors, and service providers, enhancing collaboration among various agencies, offering direct services to elder abuse victims, and conducting outreach activities and awareness campaigns; and

WHEREAS, the total budget for the EALL Program is $800,000, with $654,002 allocated to MOU partners, travel allocations, and OVW support for outreach and services; and

WHEREAS, the Richmond Police Department will receive $16,556 for the duration of the program to support training and participation in the multidisciplinary team; and

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Richmond hereby approves the acceptance of grant funding from the U.S. De partment of Justice's Office on Violence Against Women (OVW) for the Enhanced Training and Services to End Abuse in Later Life (EALL) Program; and

BE IT FURTHER RESOLVED, that the City Council authorizes the City Manager, or their designee, to execute any necessary documents to accept the grant funding , appropriate the grant funds, and implement the EALL Program.

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

***THE CLERK’S OFFICE WILL COMPLETE THE INFORMATION BELOW****

I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof held on May 27, 2025, by the following vote:

AYES: AYES:

NOES:

ABSTENTIONS:

ABSENT:

PAMELA CHRISTIAN

CLERK OF THE CITY OF RICHMOND
(SEAL)
767

Reso. No. _____

Page 2 of 2 ends

Approved:

EDUARDO MARTINEZ
Mayor

Approved as to form:

DAVE ALESHIRE
City Attorney

State of California }
County of Contra Costa : ss.

City of Richmond }

I certify that the foregoing is a true copy of Resolution No. _____, finally passed and adopted by the City Council of the City of Richmond at a regular meeting held on May 27, 2025.

_______________________________________
Pamela Christian, Clerk of the City of Richmond
768

Page 1 of 3 ends

May 27, 2025

Police Department

DATE: May 27, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Bisa French, Chief of Police

Subject:

Three-year Contract with San Joaquin Delta College
FINANCIAL IMPACT: The estimated expenditure of $75,000 will be budgeted appropriately within the Police Department operational
budget for Fiscal Years 2025-2026, 2026-2027, and
2027-2028 - account String 01191021-400243.

PREVIOUS COUNCIL
ACTION:

n/a

STATEMENT OF THE
ISSUE:

The Police Department is requesting City Council
approval of a contract with San Joaquin Delta Community College District to enroll police recruits into their Basic Peace Officer Academy.

RECOMMENDED ACTION:

APPROVE a contract with San Joaquin Delta Community
College District for biannual enrollment of police
department recruits into the Basic Peace Officer
Academy, in an amount not to exceed $75,000, for a
three-year term from July 1, 2025, to June 30, 2028, plus two one-year extension options for an amount not to
exceed $50,000 – Police Department (Chief Bisa French
510-621-1802).

AGENDA
REPORT
769

Page 2 of 3 ends

May 27, 2025

DISCUSSION:

The Richmond Police Department (RPD) continuously recruits qualified police officer candidates to join the department. One proven mechanism to retain talented and educated candidates is to sponsor police officer trainees through a police officer academy. Candidates must meet the minimum age and physical requirements and pass the Peace Officer Standards and Training (POST) Entry-Level Law Enforcement Test Battery (PELLETB) exam to be eligible to enroll into an academy. Candidates who have sponsorship from a local law enforcement agency have priority enrollment into some academies.

San Joaquin Delta College Basic Peace Officer Academy is accredited by the State of California’s Commission on Peace Officer Standards and Training (POST) and is located in Stockton, California. The academy’s training program is integrated with RPD’s field training requirements. Cadets trained at this academy receive standardized instruction that is consistent with our department’s operational procedures. The intensive academy is six months long, consisting of an orientation and three separate modules - the estimated expense per cadet is currently $4,423. Police Department staff are estimating an expenditure of roughly $25,000 each fiscal year, or just over 5 trainees, but based on recruitment efforts, the estimate may vary from year to year.

Training academy instruction courses such as, San Joaquin Delta College Post Academy, have limited dates and availability. If Police Department staff were to recruit a Police Officer Trainee, the Trainee would need to wait until the next available academy instruction course. The availability and time constraints of other training facilities could negatively impact recruitment and hiring and may lead to a reduction in the number of potential hires that join the City of Richmond. For example, if a recruit is hired by the City as a Police Officer Trainee, and the academy course at the County Law Enforcement Training Center is full, the trainee would have to wait until another course is available, typically several months later, which would not only delay the trainee from becoming an officer, but could force the trainee to look for another city to work – trainee salaries are substantially less than officers’.

Based on the proximity, compatibility of existing programs, cost efficiency, and dates of availability – which would allow for greater recruitment opportunities - RPD staff recommends a sole source contract for biannual enrollment of qualifying candidates at San Joaquin Delta College Post Academy. A Sole Source Justification has been approved and signed by the Finance Department (Attachment 2).

770

Page 3 of 3 ends

May 27, 2025
DOCUMENTS ATTACHED:

ATTACHMENT 1 – Standard Contract
ATTACHMENT 2 – Sole Source
771

CITY OF RICHMOND

STANDARD CONTRACT
Department: City Project Manager:

City Project Manager E-mail: City Project Manager Phone No:

Vendor No: Contract No:

Description of Services:

The parties to this STANDARD CONTRACT do mutually agree and promise as follows:

1. Parties. The parties to this Contract are the City of Richmond, a municipal corporation (“the City”), and the following named Contractor:

Contractor Name:

Street Address:

City, State, Zip Code:

Contact Person:

Telephone: Email:

2. Term. The effective date of this Contract is _______________________ and terminates _________________ unless terminated earlier as set forth herein.

5. City Obligations. City shall make payments to the Contractor in accordance with the Payment Provisions set forth in Exhibit B, attached hereto and incorporated herein.

Police
Lt. Daniel Reina
[email protected]
(510) 621-1543
16262
Pending
Biannual enrollment of qualified police officer trainees to the San Joaquin Delta College POST Academy.

San Joaquin Delta College
5151 Pacific Avenue
Stockton, California 95207
Krista Vargas
(209) 954-5258
[email protected]
Pending
July 1, 2025
June 30, 2028
75,000.00
772