Agenda — Richmond City Council, June 17, 2025 (part 1 of 5)

PLEASE NOTE: HYBRID MEETING FORMAT

- SPECIAL JOINT MEETING OF THE RICHMOND HOUSING AUTHORITY/RICHMOND CITY COUNCIL - REGULAR MEETING OF THE RICHMOND CITY COUNCIL

Tuesday, June 17, 2025, 3:30 p.m.

Community Services Building
440 Civic Center Plaza
Richmond, CA 94804
Members:

Eduardo Martinez, Mayor at Large
Jamelia Brown, Councilmember District 1
Cesar Zepeda, Vice Mayor, District 2
Doria Robinson, Councilmember District 3
Soheila Bana, Councilmember District 4
Sue Wilson, Councilmember District 5
Claudia Jimenez, Councilmember District 6
Jaycine Scott, Housing Authority Tenant Commissioner
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Pages
4 A. OPEN SESSION TO HEAR PUBLIC COMMENT BEFORE CLOSED SESSION 3:30 p.m.

B. ROLL CALL
C. CLOSED SESSION
C.1 LIABILITY CLAIMS (Government Code Section 54956.9)
• Claimant: Noni Thomas
• Claimant: Denise Alexander Smith
• Claimant: Jameiz Terrell
C.2 CONFERENCE WITH LABOR NEGOTIATORS (Government Code Section 54957.6)
Agency Representatives: Sharrone Taylor, Jack Hughes, Lisa Charbonneau
•
Employee organizations:

1. SEIU Local 1021 Full Time Unit and Part Time Unit

2. IFPTE Local 21 Mid-Level Management Unit and Executive Management Units

3. Richmond Police Officers Association RPOA

4. Richmond Police Management Association RPMA

5. IAFF Local 188

6. Richmond Fire Management Association RFMA
D. PUBLIC COMMENT BEFORE CLOSED SESSION (limited to items on the Closed Session agenda only)
E. ADJOURN TO CLOSED SESSION
________________________________________________________ 5 F. SPECIAL JOINT MEETING OF THE RICHMOND HOUSING

AUTHORITY/RICHMOND CITY COUNCIL
4:55 p.m.

G. PLEDGE OF ALLEGIANCE
H. ROLL CALL
I. STATEMENT OF CONFLICT OF INTEREST
J. REPORT FROM THE EXECUTIVE DIRECTOR
K. AGENDA REVIEW
L. HOUSING AUTHORITY CONSENT CALENDAR
L.1 Select Eden Housing & Community Housing Development Corporation as the Preferred Developer for the Redevelopment of Nystrom Village and Negotiate and Execute an Exclusive Right to Negotiate Agreement (ERNA) for the Redevelopment of Nystrom Village
15 ADOPT a resolution rescinding Resolution No. 2205, in which the Richmond Housing Authority initially selected Gorman & Company and Novin Development as the preferred development team and APPROVE the recommendation of the Selection Committee selecting Developer Eden Housing & Community Housing Development Corporation as the preferred development team, and to negotiate and execute an Exclusive Right to Negotiate Agreement (ERNA) for the redevelopment of Nystrom Village with a term not to exceed ninety (90) days with an option for one mutually approved extension of not more than thirty (30) days – Richmond Housing Authority (Antoinette Terrell 510-620-6784/Nannette Beacham 510-621-1306).

M. JOINT RICHMOND HOUSING AUTHORITY / RICHMOND CITY COUNCIL BUDGET

SESSION
M.1 Proposed Richmond Housing Authority Budget for Fiscal Year (FY) 2025-2026 121 ADOPT a joint resolution approving the proposed Fiscal Year (FY) 2025-2026 Richmond Housing Authority (RHA) budget, with total estimated revenues of $4,480,249.92 and total estimated expenditures of $4,480,249.92; and APPROVE an RHA subsidy from the City of Richmond General Fund in the amount of $1,039,755, which will provide sufficient revenue to match anticipated expenditures and balance the RHA budget to $4,480,249.92 in estimated revenues and $4,480,249.92 in expenditures - Richmond Housing Authority/Finance (Antoinette Terrell 510-621-1300/Rita Martinez 510-621- 1546).

N. ADJOURNMENT
_______________________________________________________ 6 O. REGULAR MEETING OF THE RICHMOND CITY COUNCIL
5:00 p.m.

P. ROLL CALL
Q. STATEMENT OF CONFLICT OF INTEREST
R. AGENDA REVIEW
S. REPORT FROM THE CITY ATTORNEY OF FINAL DECISIONS MADE DURING

CLOSED SESSION
T. REPORT FROM THE CITY MANAGER (public comment allowed under Open Forum) U. OPEN FORUM FOR PUBLIC COMMENT
(public comment on items that remain on the Consent Calendar or items not on the agenda - limited to 2 minutes unless otherwise specified - Back and forth dialogue with the Council is prohibited)
V. CITY COUNCIL CONSENT CALENDAR
(All items placed under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted upon together with a motion and second, without discussion, of any member of the City Council, and each item shall be deemed to have received the action recommended.)
V.1 City Clerk's Office
V.1.a City Council Minutes 144
APPROVE the minutes of the May 20, 2025, and May 27, 2025, regular City Council meetings - City Clerk's Office (Pamela Christian 510-620-6513).

V.2 Economic Development
V.2.a Update and Approve the Richmond Green-Blue New Deal (GBND) Top-Five Priority Projects over the Next 5 Years.
164
RECEIVE a written update on the Richmond Green-Blue New Deal project prioritization process and APPROVE the top five priority projects - Economic Development Department (Yahna Williamson 510-620-6574/Samantha Carr 510-620-5407/ Nannette Beacham 510-620-1306).

V.3 Finance Department
V.3.a Investment and Cash Balance Report, Monthly Overtime Reports, Documentary Transfer Tax Report, and Other Post-Employment Benefits (OPEB) and Pension Report for the Month of April 2025 310
RECEIVE the City’s Investment and Cash Balance Report, Monthly Overtime Reports, Documentary Transfer Tax Report, and Other Post-Employment Benefits (OPEB) and Pension Report for the month of April 2025 – Finance Department (Andrea Miller 510-620-6740). 7 V.4 Fire Department
V.4.a Standing Purchase Order with Municipal Emergency Services (MES) to Purchase Firefighter Self-Contained Breathing Apparatus (SCBA) 336
APPROVE a standing purchase order with Municipal Emergency Services (MES), using RFP 1920/Contract # PS20120 Master Price Agreement publicly solicited by National Purchasing Partners, Government Division, to purchase firefighter self-contained breathing apparatus (SCBA) in an amount not to exceed $200,000 for a term ending March 23, 2026, with a two-year extension option not to exceed an additional $200,000 for the extended term – Fire Department (Chief Aaron Osorio 510-307-8021/Deputy Chief Rico Rincon 510-307-8041/Den Mark Marcelo 510-307-8038).

V.5 Library and Community Services
V.5.a Approve a Contract with Pyro Spectacular North, Inc. for a Fireworks Display Show on July 3, 2025
431
APPROVE the production agreement contract with Pyro Spectaculars North, Inc. to provide a fireworks display show for Richmond on July 3, 2025, at the Richmond Marina in an amount not to exceed $103,000, for a term from June 17, 2025, to December 31, 2025, and AUTHORIZE a deposit payment of $51,500 to the vendor and final payment of $51,500 to the vendor on July 5, 2025 - Community Services Department (LaShonda White/Ranjana Maharaj/Kymberlyn Carson-Thrower 510-620-6828).

V.6 Mayor's Office
V.6.a Appointment of Jerry Cole to the Historic Preservation Commission 443 APPOINT Jerry Cole to the Historic Preservation Commission, with a term that expires July 31, 2026 – Mayor’s Office (Mayor Eduardo Martinez 510-620-6503).

V.7 Public Works
V.7.a Abatement Report from the Public Works Director 445 RECEIVE a written abatement report from the Director of Public Works - Public Works Department (Daniel Chavarria 510-620-5478).

V.7.b Resolution to Award a Contract to RK Roofing & Construction, Inc. 472 ADOPT a resolution awarding a three-year contract to RK Roofing and Construction, Inc., for as-needed roof waterproofing, maintenance, and minor repairs, for a term beginning July 1, 2025, to June 30, 2028, in a not-to-exceed amount of $450,000, with an option to extend the contract for two additional one-year terms in a not-toexceed amount of $150,000 each additional year – Public Works Department (Daniel Chavarria 510-620-5478/Tawfic Halaby 510-620- 548/Carl Capistrano 620-6896).
8 V.7.c Resolution Approving On-Call Contracts with GHD, Kimley-Horn, Fehr & Peers, W-Trans for Transportation Design Services 502
ADOPT a resolution awarding on-call contracts for transportation design services on an as-needed basis to four consultants—GHD, Kimley-Horn & Associates, Fehr & Peers, and W-Trans—for an amount not to exceed $1,000,000 per firm per year, for a three-year term beginning June 1, 2025, through June 30, 2028, with two optional one-year extensions – Public Works Department (Hillal Hamdan 510-621-1612/Robert Armijo 510-620-5477)
V.7.d Resolution to Award a Contract to Wadsworth Glass Inc. for Window Supplies and Services.
711
ADOPT a resolution approving a three-year contract to Wadsworth Glass, Inc., for window supplies and services, for a term beginning July 1, 2025, to June 30, 2028, in a not-to-exceed amount of $300,000, with an option to extend the contract for two additional one-year terms in a not-to-exceed amount of $100,000 each additional year – Public Works Department (Daniel Chavarria 510- 620-5478/Tawfic Halaby 510-620-5482/Clarence Johnson 510-231- 3034).

V.7.e Approval of Project List for Fiscal Year 2025-26 SB 1 Road Maintenance and Rehabilitation Account Funding
743
ADOPT a resolution approving the project list for Senate Bill 1 Road Maintenance and Rehabilitation Account funding for Fiscal Year 2025-26 – Public Works Department (Robert Armijo 510-620- 5477/Dan Santos 510-620-6645).

V.7.f Contract with Kimley-Horn Autonomous Transit Network Feasibility Study
764
ADOPT a resolution to APPROVE a professional services contract with Kimley-Horn to conduct an Autonomous Transit Network Feasibility Study with a term beginning July 1, 2025, and ending on July 1, 2027, and APPROPRIATE $195,960 in ECIA Funding to facilitate payment – Public Works Department (Janney Lockman 510- 307-8097/Robert Armijo 510-620-5477).

V.7.g Resolution to Award a Contract to Legacy Mechanical & Energy Services, Inc. for As-Needed Repairs and Service
805
ADOPT a resolution awarding a three-year contract to Legacy Mechanical & Energy Services, Inc., for as-needed major mechanical building maintenance repairs and service, for a term beginning July 1, 2025, to June 30, 2028, in a not-to-exceed amount of $150,000, with an option to extend for two additional one-year terms in a not-toexceed amount of $50,000 each additional year – Public Works Department (Daniel Chavarria 510-620-5478/Tawfic Halaby 510-620- 548/Carl Capistrano 620-6896/Will Santana 510-620-6696). 9 V.7.h Construction Agreement Amendment with UST Testing Services, Inc. for the Flood Risk Reduction - Rheem Creek Project
847
ADOPT a resolution and APPROVE a second amendment to the construction contract with UST Testing Services, Inc., increasing the contract by $242,036, for a revised not-to-exceed amount of $1,778,026, for the Rheem Creek Flood Risk Reduction Project; and ACCEPT the project as complete and AUTHORIZE the city clerk to file a Notice of Completion with the Contra Costa County Recorder’s Office - Public Works Department (Darcie DeLashmutt 672-3944 / Robert Armijo 620-5477).

V.8 Rent Program
V.8.a Cooperative Cost Pool Agreement with Richmond Rent Board 904 APPROVE a Cooperative Cost Pool Agreement between the
Richmond Rent Board and the City of Richmond - City Manager’s Office (Shasa Curl 510-620-6512/Andrea Miller 510-620-6790).This item was continued from the June 3, 2025, meeting.

W. BUDGET SESSION
W.1 Review and Provide Direction on Fiscal Year (FY) 2025-26 Proposed Budget and Fiscal Year 2025-30 Five Year Capital Improvement Plan 915
REVIEW proposed Fiscal Year 2025-26 Budget, Five-Year Forecast, Five-Year Capital Improvement Plan Budget for Fiscal Years 2025-26 through 2029-30; and PROVIDE DIRECTION to staff prior to final budget adoption – City Manager’s Office/Finance Department (Shasa Curl 510-620-6512/ Nickie Mastay 510-620-6609/ Andrea Miller 510-620-6790/ Mubeen Qader 510-412- 2077).

X. PUBLIC HEARINGS
X.1 Denial of the Appeal of the Encroachment Permit for Up and Under Patio Parklet
985
ADOPT a resolution denying the appeal and upholding the City Engineer’s denial of encroachment permit application EN23-00746 submitted by Nathan Trivers, owner of Up & Under Pub & Grill, to maintain a patio-parklet at 2 West Richmond Avenue, based on the findings and analysis contained in this staff report and the supporting exhibits – Public Works Department (Andy Cho 510- 620-6547/Robert Armijo 510-620-5477).
10 Y. NEW BUSINESS
Y.1 Allocate Shortfall Funding to Harbour 8 Park Expansion Project 1016 DIRECT City staff to allocate $3,000,000 in the Fiscal Year 2025-26 Budget and Five-Year Capital Improvement Plan for Fiscal Years 2025-26 through 2029-2030 for the Harbour 8 Park Expansion Project, contingent upon:

Execution of a formal Memorandum of Understanding (MOU) between the City of Richmond and Pogo Park;
•
Submission of the original and revised project budgets, including lineitem detail for each cost overrun, broken down by change order number;
•
Resolution of the kitchen scope and identification of its dedicated funding source;
•
• Confirmation that all applicable grant deadlines can still be met; and A formal meeting between City staff and the Pogo Park Board to review and align on project roles, responsibilities, and expectations for this City-owned property.
•
If these conditions go unmet by October 31, 2025, funds may be reallocated pending further Council action -
Councilmember Jamelia Brown (510-609-5780)/
Vice Mayor Cesar Zepeda (510-685-5002).

Y.2 Establish the Black Resiliency Project and Fund 1018 DIRECT City staff to work with the City Council to allocate approximately $1.5 million for the development of a “State of Black Richmond” report; and to support the implementation of a Black Resiliency Project and Fund from the Fiscal Year 2025-26 General Fund Budget to address inequities and disproportionate impacts experienced by residents of African descent – Councilmember Doria Robinson/Councilmember Claudia
Jimenez/Councilmember Sue Wilson (510-620-6743).

Y.3 Develop and Launch a 6-month Pilot Program working-titled, “Clean Richmond” Community Maintenance Crews
1022
DIRECT staff to identify a funding source, and issue an Request for Proposals (RFP) to identify a nonprofit partner to launch a 6-month pilot program workingtitled “Clean Richmond” Community Maintenance Crew, which will hire, train, and deploy Richmond residents to support daily cleanliness, blight reduction, and beautification of public spaces, particularly in underserved neighborhoods, and report back to City Council with quarterly progress updates – Councilmember Jamelia Brown (510-412-2050).
11 Y.4 Allocation of $6,000 to Support the 2025 Juneteenth Celebration 1027 APPROVE a one-time appropriation of $6,000 to support the 2025 Juneteenth Celebration, which will assist with key components of the event—including youth-centered activities, community engagement, and cultural programming - Councilmember Jamelia Brown (510-412-2050). This item was continued from the June 3, 2025, meeting.

Y.5 Select and Adopt an Official Tree of the City of Richmond 1029 DISCUSS with City Council and PROVIDE DIRECTION to work with the sponsors of this item and the Urban Forest Advisory Committee to create a list of native trees, draft and publish an online survey, conduct survey outreach to collect votes from Richmond residents, report back on its findings to City Council by the first meeting in October and no later than Arbor Day, the third Wednesday of October, to announce the winner, and APPROPRIATE up to $5,000 towards any cost associated with the creation of the City of Richmond Official Tree Survey and survey outreach and promotion, purchasing and planting new tree at Civic Center on Arbor Day - Vice Mayor Cesar Zepeda (510-620-6593)/Councilmember Doria Robinson (510-620-6568)/Mayor Eduardo Martinez (510-620-6503).

Y.6 Approval of Richmond’s Membership Fee Contribution to the East Bay Wildfire Coalition of Governments (EBWC)
1031
APPROPRIATE the City of Richmond’s membership fee contributions of $3,250 for Fiscal Year 2025–2026 and $5,000, for Fiscal Year 2026–2027 for the East Bay Wildfire Coalition (EBWC) supporting the Coalition’s regional wildfire prevention, preparedness, and resilience activities - Councilmember Soheila Bana (510-672-3490).
12 Y.7 Visibility, Preservation and Protection of City-Owned Historic Buildings and Historically Significant Locations
1035
DIRECT City staff to work with the Historic Preservation Commission and community groups to:

Formalize and publicly share a verified list of city-owned historic buildings and historically significant locations.
•
Create a process to accept nominations, review and if warranted, install commemorative signage on City-owned historic structures and important locations of cultural memory (e.g., the former site of the International Hotel). Additionally, the City should offer to coordinate and assist with the installation of plaques or historical markers for privately owned historic buildings and sites, provided the property owners are willing. This will help commemorate important places regardless of ownership and ensure the community's history remains visible and celebrated.
•
Develop and implement basic preservation measures to protect cityowned historic buildings from vandalism and fire damage. •
Explore grant and partnership opportunities to support preservation efforts, with support from the Historic Preservation Commission and local history organizations.
•
Create a staff led and City Council approved process to evaluate whether any of the identified historic buildings require additional sitespecific protection measures that would involve new budget allocations. Rather than mandating uniform maintenance rules, evaluate each structure’s preservation needs individually, based on historical significance, community interest, and available resources. •
Provide a status update to the City Council within 180 days on progress made, challenges encountered, and next steps for implementation -
•
Councilmember Soheila Bana (510-672-3490)/Councilmember Doria Robinson (510-672-1387).

Y.8 Development of Ordinance to Ban Land Grab Practices and Promote Housing Accessibility
1038
DIRECT City staff to study federal and state legislation regarding land grab practices by for profit corporations and investors and return to the City Council within 180 days with recommendations regarding the viability of enacting a local ordinance, at which time the City Council may decide whether to direct staff to draft an ordinance - Councilmember Soheila Bana (510-672-3490). This item was continued from the May 27, and June 3, 2025, meetings. (FOR

PUBLIC COMMENT AND COUNCIL DELIBERATION ONLY)
Z. REPORTS OF OFFICERS: REFERRALS TO STAFF, AND GENERAL REPORTS (INCLUDING AB 1234 REPORTS)(limited to two minutes per Councilmember) AA. ADJOURNMENT
13 ________________________
14 June 17, 2025
Richmond Housing Authority (RHA)
Economic Development
DATE: June 17, 2025
TO: Chair Martinez and Members of the Board of
Commissioners of the Richmond Housing Authority
(RHA)
FROM: Nannette Beacham, Economic Development Director
Antoinette Terrell, Executive Director of RHA
Gregory Palomino, Administrative Assistant
Subject: Select Eden Housing & Community Housing Development Corporation as the Preferred Developer for the
Redevelopment of Nystrom Village and Negotiate and
Execute an Exclusive Right to Negotiate Agreement
(ERNA) for the Redevelopment of Nystrom Village
FINANCIAL IMPACT: No financial impact at this time.

PREVIOUS COUNCIL
ACTION:

December 17, 2024

STATEMENT OF THE
ISSUE:

RHA began a procurement process to identify an
affordable housing development partner to reposition and redevelop the Nystrom Village public housing project site.

This effort is a required action to reposition the RHA
Public Housing portfolio, stemming from the 2019 Public Housing Authority Recovery And Sustainability (PHARS)
Agreement with HUD. Past attempts to redevelop
Nystrom Village have failed, however with the recent
positive track record of RHA finding partners for the
Hacienda and Nevin Plaza sites, RHA released an RFQ
and received multiple qualified proposals. The selection committee has selected Eden Housing & Community
Housing Development Corporation as the preferred
development partner to redevelop Nystrom Village.

AGENDA
REPORT
15 June 17, 2025
RECOMMENDED ACTION: ADOPT a resolution rescinding Resolution No. 2205, in which the Richmond Housing Authority initially selected Gorman & Company and Novin Development as the
preferred development team and APPROVE the
recommendation of the Selection Committee selecting
Developer Eden Housing & Community Housing
Development Corporation as the preferred development
team, and to negotiate and execute an Exclusive Right to Negotiate Agreement (ERNA) for the redevelopment of
Nystrom Village with a term not to exceed ninety (90)
days with an option for one mutually approved extension of not more than thirty (30) days – Richmond Housing
Authority (Antoinette Terrell 510 620-6784/Nannette
Beacham 510 621-1306).

DISCUSSION:

The redevelopment of Nystrom Village represents the pivotal initiative in the ongoing efforts to revitalize the Richmond Housing Authority (RHA) Public Housing portfolio, a mandate underscored by the 2019 Public Housing Agency Recovery and Sustainability (PHARS) Agreement and Action Plan with United States Department of Housing and Urban Development (HUD). In an effort to further this goal, Resolution No. 2205 was adopted on December 17, 2024, authorizing RHA to negotiate and execute an ERNA with Gorman & Company and Novin Development for the redevelopment project.

However, a procurement error was identified subsequent to its passage and necessitates the recession of the original resolution in order to ensure compliance with HUD procurement guidelines and allow RHA to rectify the error.

Project Background
Nystrom Village, a 9-acre, four-block development in central Richmond, currently consists of 51 aging structures housing 100 public housing units built in 1941. The housing development is situated between Florida and Virginia Ave (North to South) and South 13 Street and South 16 Street (East to West) in Richmond, CA 94804. The site has a mix of 1, 2, and 3-bedroom units.
16 June 17, 2025
Developer Solicitation and Evaluation Process
The Request for Qualifications (RFQ) for the Redevelopment of Nystrom Village was officially released on May 15, 2024. Extensive outreach was conducted through the City of Richmond BidOnline system and targeted communications to ensure broad participation from experienced affordable housing developers. A Pre-Proposal Hybrid Meeting was held on June 17, 2024, attracting a strong turnout from prospective development teams, providing an opportunity for clarification and deeper understanding of RHA's vision and requirements. The deadline for questions was July 10, 2024, and final proposals were due via the City of Richmond BidOnline system by 3:00 PM (PDT) on August 21, 2024. The specific goals for the project are as follows:
 One-for-One Replacement: The absolute priority is the one-for-one replacement of the 100 existing public housing units in Phase 1 and guaranteeing all current residents the right to return to new units upon completion.  Housing Stock Increase: The project aims to significantly increase the overall housing density, transforming the 9-acre site into a dynamic community  Long-Term Affordability: A core objective is to preserve long-term affordability beyond the initial 100 replacement units.
 Financial Sustainability: The redevelopment must establish a financially viable model that leverages private investment and maximizes available public subsidies to ensure long-term stability.
 Historic Preservation & Community Integration: A unique aspect is the preservation and adaptive reuse of 3 to 5 historically significant duplexes with the vision to transform these structures into vital community assets.  Enhanced Quality of Life: The redevelopment seeks to improve safety, security, and the overall quality of life for residents. 17 June 17, 2025
 Robust Resident and Community Engagement: Emphasize ongoing, transparent communication with residents throughout the relocation and construction process.

Received Proposals
Ninety-three (93) prospective bidders downloaded the opportunity, and 3 responsive proposals were submitted at the deadline. The RHA received three proposals from:
o Eden Housing & Community Housing Development Corporation (CHDC) (Attachment 1).
o Gorman & Company and Novin Development
o National Community Renaissance
Evaluation Process
The initial evaluation process was conducted by a selection committee comprised of a City of Richmond (COR) Economic Development representative, a COR Community Development representative, a COR Finance representative, and two COR community representatives. Following this first round of scoring, Eden Housing & Community Housing Development Corporation (CHDC) and Gorman & Company and Novin Development were identified as the top two most qualified bidders, moving forward to the next stage of the selection process, with the scoring criteria and the overall total scores below (Attachment 2):

Management Capacity: Evidence of ability to perform the work – principals, staff, experience, technical and professional competence.
15 Prior Performance: quality of work, cost control, compliance with performance schedules.
15 Experience: experience in developing land, affordable housing, and mixedincome housing units that utilized innovative and creative approach 15 Proposed Development Plan and Schedule: including schedule for completion of Phase 1 and subsequent phases, as applicable.

Additional Points for the incorporation of historical preservation 15 5
Proposed Community and Resident Engagement Plan: consistency with desired development goals
10 Financial Capacity: Firm’s documented ability to obtain financial commitments from state and local agencies, private investors, and banks. A proven track record of a creative and viable financial plan that does not rely on RHA funding. 15 Business Offer: Proposed share of residual receipts, purchase price, ground lease payments and other terms.
10 Total 100
18 June 17, 2025
Scorer 1 Scorer 2 Scorer 3 Scorer 4 Scorer 5
Total
Score
Average
Score
Eden/CHDC 90 93 96 92 83 454 90.8
Gorman/Novin 83 88 86 80 89 426 85.2
National
Community Ren. 82 92 63 88 79 404 80.8
Summary of Finalist Proposals
The two development teams finalist presented strong proposals, each with distinct strengths for the Nystrom Village redevelopment. A brief overview of their key aspects includes:

Eden Housing & Community Housing Development Corporation (CHDC):
 Experience & Capacity: Eden Housing has 55 years of experience, having developed, acquired, or rehabilitated over 12,600 affordable homes, and currently manages 163 properties. They have completed 16 affordable housing communities in Contra Costa County, including one in Richmond, and are highly experienced in obtaining affordable housing financing through HUD, HCD, and local resources. CHDC is a pillar in the Richmond community, owning 6 housing communities in the city, and provides services to low- and moderate-income residents.
 Proposed Project Concept & Design: They propose 111 units in Phase I for replacement housing, comprising one-bedroom, two-bedroom, and threebedroom units, plus an on-site manager's unit. Their approach involves relocating residents from Block D to other existing blocks to minimize disruption before beginning new construction at Block D. They also plan for EV charging stations, secured bike facilities, and have plenty of experience with electrification of units.

On-site amenities will include a resident resource networking center, an outdoor play area, a technology suite, exercise facilities, a community meeting space, and outdoor gardening.

Gorman & Company and Novin Development:
 Experience & Capacity: Gorman & Company has a 40-year track record, having completed 13,656 units in 168 projects since 1984. They have extensive experience with Public Housing Authorities, RAD, and Section 18 transactions, having completed 3,791 units in 32 public housing redevelopment projects across 10 states. Novin Development's principals have been involved with over 9,143 multifamily units throughout California.
 Proposed Project Concept & Design: Their proposal targets the redevelopment of Nystrom Village as a proposed 403-unit affordable rental and for-sale townhome community. They intend to stitch together local destinations, including mass transit, parks, and the community center. They plan to preserve five historic cottages on the south portion of "Block A," adjacent to Martin Luther 19 June 17, 2025
King Jr. Park, for potential community uses. Their strategy focuses on temporarily relocating Block A residents to other accommodations to allow redevelopment of the Phase 1 replacement units. Upon completion, all residents will be offered an opportunity to move into the newly completed 100-unit PHA replacement housing.

To gain a deeper understanding of their proposals and capabilities, formal presentations interviews were conducted with the shortlisted teams, Eden Housing & CHDC and Gorman & Company and Novin Development. These sessions allowed the selection committee to evaluate both teams understanding of the Nystrom Village vision, assess their proposed solutions to specific project challenges, and clarify assumptions and implementation strategies.

Presentations and Interviews with Eden Housing & CHDC and Gorman & Company and Novin Development
Prior to the interviews beginning, one of the selection committee members recused themselves from the process leaving us with four (4) remaining scorers.

Gorman & Company and Novin Development Presentation:

The interview with Gorman & Company and Novin Development, in partnership with Richmond Neighborhood Housing Services (NHS) and Opticos Design, conveyed a highly professional, experienced, and well-prepared impression (Attachment 3). The team members introduced themselves clearly, highlighting their extensive national and local experience in affordable housing development and urban planning. The presentation felt structured and comprehensive, covering various aspects from phased development and financing to community engagement, relocation, and sustainability.

There was a strong emphasis on their established track record and their ability to navigate complex funding landscapes and resident needs. The tone was confident and reassuring, particularly when addressing potential challenges like federal budget cuts, demonstrating flexibility and a reliance on California's strong state programs. The presence of NHS and Opticos Design alongside Gorman and Novin reinforced a holistic approach to the project, suggesting a team that is not only capable of large-scale development but also deeply committed to community integration and thoughtful design.

Eden Housing & CHDC Presentation:

The interview with Eden Housing and Community Housing Development Corporation (CHDC), with FORA Architects, gave a strong impression of deep local roots, community-driven values, and a meticulous, grounded approach (Attachment 4). Donald Gilmore of CHDC immediately set a tone of personal connection to Richmond, emphasizing his long-standing affiliation with South Richmond and past work with Neighborhood Housing Services in the area. This established a sense of authenticity and commitment to the community beyond just the project itself. The discussion felt highly detailed, particularly regarding the specifics of Block D's development, including 20 June 17, 2025
unit types, parking, and on-site relocation. There was an emphasis on listening to the community, avoiding "engagement fatigue," and not over-promising or over-committing, suggesting a practical and trustworthy demeanor. The team also highlighted CHDC's broader community-wide programs, showcasing their extensive involvement in improving the community as a whole.

Following comprehensive evaluations and detailed interviews, the selection committee rescored the two finalists with the scores below (Attachment 5):

Scorer 1 Scorer 2 Scorer 3 Scorer 4
Total
Score
Average
Score
Eden/CHDC 97 89 85 78 349 87.25
Gorman/Novin 94 86 84 72 336 84
Based on a re-evaluation of the scoring criteria after the presentations and interviews, the Selection Committee has chosen developer Eden Housing & Community Housing Development Corporation as the most qualified team to move forward with the Nystrom Village redevelopment project.

City staff is requesting Board of Commissioners to adopt a resolution rescinding Resolution No. 2205, in which the Richmond Housing Authority initially selected Gorman & Company and Novin Development as the preferred development team and APPROVE the recommendation of the Selection Committee selecting Developer Eden Housing & Community Housing Development Corporation as the preferred development team, and to negotiate and execute an Exclusive Right to Negotiate Agreement (ERNA) for the redevelopment of Nystrom Village with a term not to exceed ninety (90) days with an option for one mutually approved extension of not more than thirty (30) days (Attachment 6).

DOCUMENTS ATTACHED:

Attachment 1 – EdenBid
Attachment 2 – Scoring Matrix Round 1
Attachment 3 – Gorman Novin Presentation to RHA
Attachment 4 – Eden CHDC Presentation to RHA
Attachment 5 – Scoring Matrix Round 2
Attachment 6 – RHA Resolution Nystrom Redevelopment
21 NYSTOM VILLAGE

RICHMOND HOUSING AUTHORITY

REQUEST FOR QUALIFICATIONS
Submitted by
Eden Housing, Inc. & Community Housing Development
Corporation
August 21, 2024
+
22 Eden Housing & CHDC Richmond Housing Authority
2 Request for Qualifications
August 21, 2024
Submitted via PlanetBids
Gabino Arredondo
Nannette Beacham
Richmond Housing Authority
623 S. 37th Street
Richmond, CA 94804
Dear Mr. Arredondo and Ms. Beacham:

Eden Housing is a vested stakeholder in Contra Costa County. Having recently completed its 16th affordable housing community in the County, of which one is in Richmond and one is under construction, they understand the cultural depth, economic financial strengths and challenges as well as the real estate landscape of this area of the state more than most developers. It is this fact that we have strongly crafted our community engagement strategy so heavily rooted in active and transparent engagement.

CHDC is a pillar in the Richmond community and provides a broad range of affordable housing opportunities and services to enable low- and moderate-income residents to gain essential community benefits, better housing and financial stability. As an active vested stakeholder in Richmond, CHDC owns 6 housing communities in the City of Richmond.

Their unique approach to community development engages residents at the grassroots level and ensures that the whole neighborhood benefits from the affordable housing and neighborhood services provided.

Architects FORA has specialized almost exclusively in affordable housing for over 40 years.

As a practice, they believe everybody deserves a place to call home. Their mission is to create vibrant, resilient, and equitable housing at all scales. Architects FORA is keen to design for the vibrant populations who call their buildings home. As architects first and foremost, they understand the design process and how to get useful design feedback. They understand what questions and feedback will be useful at the early design stages and beyond. They are practiced in communicating complex architectural concepts to the community in inclusive, accessible ways. They understand what questions and feedback will be useful at the early design stages and beyond. And most importantly, they are invested not in just shaping the building, but how the buildings we create shape the lives of those who live in them.

Engage FORA was born from Architect’s FORA’s core belief that design is better with diverse voices at the table. Since its inception, Engage FORA has successfully led engagement projects in scenarios where Architects FOR A was also the project designers and where they were not. They have developed a highly varied toolkit of events and exercises to dig deep into the communities where they work, reaching for the deep values that have crafted that place. Our approach process is described below.
23 Eden Housing & CHDC Richmond Housing Authority
3 Request for Qualifications
For this project, we propose using these two FORA teams from under one roof to execute this blended approach. Both Architects FORA and Engage FORA will craft a frictionless community engagement and entitlements plan, which is key to conducting a thorough yet expedited process that will actually use community input to define the project vision.

Our development plan’s infancy stage is born of an integrated design and community engagement process with the creation of our entire development and design team. An overlaid and interwoven set of processes will blend seamlessly into two matter of fact promises we make to you.

1. Begin entitlements of Phase I of the project by 2/01/2025; and

2. Plan for a minimum of 110 homes in Phase I.

From successfully navigating the entitlement process many times before, we will employ a number of strategies to ensure we have a smooth and efficient approval experience. • Sensible sequencing to avoid re-work: Conduct community engagement process before submitting for formal approval. This sequence will allow the project team to incorporate community feedback from the beginning and avoid revising the plans and re-doing work after submitting to the City and starting the review process over. • No surprises: We will hold an extremely collaborative series of meetings with Housing Authority and City staff leading up to our planning application so the package we submit to the City includes every shred of detail and information we know planning staff will be looking for to deem our application “complete” on the first submission
• Real-time, collaborative problem solving: In addition, we will meet regularly with our Agency and City partners post-submission (will aim for every other week depending on City staff capacity) to review any issues that come up as they arise. • Inter-organizational buy-in: A rapid review and approval timeline with full commitment from the City and all members of the project team to the agreed-upon turnaround times for comment and response.

When we approach the community, it will be important to balance leaving the project concept open-ended to let community stakeholders imprint on the design at a fundamental level, but also provide enough structure to generate a development plan that is feasible and executable. As such, the perfect community engagement plan often begins with an idea of “what” is going to be created. We have started to formulate a design vision for the site that will be refined with the community’s input.

We know from lived experiences that a development that welcomes in the neighborhood and connects to the existing fabric is an asset to the community. Many sites are challenged 24 Eden Housing & CHDC Richmond Housing Authority
4 Request for Qualifications
by adjacent property and other environmental factors that exist which can create tension and challenges for the community.

Our proposed housing development will be geared toward the redevelopment of Nystrom Village with 110 homes for replacement housing. We intend to accomplish this by relocating residents from Block D to the other remaining blocks and beginning with new construction at this location. This will minimize to the greatest extent possible the disruption of the residents’ lives by moving them into a vacant unit located on Blocks A, B and C. The residential buildings will comprise a minimum of 110 one-bedroom, two-bedroom and threebedroom homes.

We appreciate your consideration and sincerely hope that we can co-develop with you to create new affordable housing for the residents of Richmond. Any questions concerning the proposal may be directed to Dixie Baus, Director of Real Estate Development at [email protected] or Joanna Griffith, Asst. Director of Real Estate Development at [email protected].

Respectfully submitted,
Don Gilmore
Andrea Osgood Don Gilmore
Chief of Real Estate Development Executive Director
Eden Housing, Inc. CHDC
25 Eden Housing & CHDC Richmond Housing
Authority
5 Request for Qualifications

DEVELOPMENT TEAM
Our vision is to work in coordination with Richmond Housing Authority and co-develop the site with CHDC. When selected, we will work with the designees of RHA to craft a Memorandum of Understanding that outlines the roles and responsibilities and business structure. All proposed structures must be approved by Eden Housing, Inc.’s and CHDC’s Board of Directors.

Co- Developer: Eden Housing, Inc.
22645 Grand Street
Hayward, CA 94541
Established May 2, 1968
A California Nonprofit public benefit corporation
Point of Contact: Dixie Baus
Director of Real Estate Development
[email protected]
Phone: 408-891-2606 (mobile)
510-247-8166 (office)
Authorized Representative: Andrea Osgood
Executive Vice President and Chief of Real
Estate Development
[email protected]
Phone: 510-247-8103
Co- Developer: Community Housing Development Corporation (CHDC) 1535 Fred Jackson Way, Ste. A
Richmond, CA 94801
Established May 31, 1990
A California Nonprofit public benefit corporation
Point of Contact: Joanna Griffith
Asst. Director of Real Estate Development
[email protected]
Phone: 510-812-2557(mobile)

Authorized Representative: Donald Gilmore
Executive Director
[email protected]
Phone: 510-247-8103
26 Eden Housing & CHDC Richmond Housing
Authority
6 Request for Qualifications

ABOUT EDEN HOUSING
Eden Housing is one of the oldest and most experienced affordable housing non-profit organizations in California and is based in Hayward. Since our inception in 1968 (55 years in operation), Eden has developed, acquired, or rehabilitated more than 12,600 affordable homes and currently provides homes to more than 22,000 lower-income residents. As a mission-driven non-profit, we serve low- and moderate-income families, seniors, and people living with disabilities. Incomes of our residents typically range from 20% to 60% of the area median income.

Eden’s work goes beyond building high quality
buildings, as we strive to create strong communities
for the residents who live in our housing and a
permanently affordable, high-quality asset for the
cities we partner with. Under the Eden Housing
umbrella, Eden Housing Management, Inc. (EHMI)
provides quality onsite management and maintenance of our affordable homes, and Eden Housing Resident Services, Inc. (EHRSI) offers free onsite support services and programs to help ensure our residents succeed. EHMI and EHRSI often receive commendations from our partners who know and see firsthand the work we do – including city staff, neighbors, police departments, and financial investors.

Together, the integrated company brings a combined package of experience and expertise which covers the spectrum of activities involved in developing, owning, managing, and servicing a high-quality housing development. This combined effort assures that the quality design and construction of the project is preserved through the careful long-term maintenance of the property and ongoing care and service to residents.

Throughout Eden’s 55-year history, Eden has been actively adapting to and influencing the affordable housing industry in California. We strive to shape housing policy every year and innovate new financing structures with every project to ensure the long-term success of our properties, and in turn, our residents. Eden Housing was the first developer in the State of California to receive tax credits – for our 54-unit Cypress Glen affordable family housing development – and we have been continually successful at acquiring 9% and 4% tax credit allocations for our projects.

Eden’s pipeline has grown, and we continue to add to California’s inventory of affordable housing as housing costs reach a critical point in our history. We are highly experienced in obtaining affordable housing financing through HUD and HCD, as well as local housing authority, county, and city resources. We recognize that our success rests largely on our partnerships with local governments and community organizations – from early local project approvals to long term resident services – and seek to continually strengthen these relationships.

Eden Housing has nearly 550 employees, and its main office is in Hayward, CA. Eden is consistently named one of the Top 50 affordable housing companies in the nation by 163
Properties owned or managed.
27 Eden Housing & CHDC Richmond Housing
Authority
7 Request for Qualifications
Affordable Housing Finance Magazine, the leading national publication that ranks and reviews affordable housing.

Eden Housing Management, Inc.

Eden Housing Management, Inc. (EHMI) is the property
management non-profit affiliate of Eden Housing and
manages the properties developed and owned by Eden
Housing. EHMI was established in 1984 and has 40 years
of experience in the field of affordable housing
management, currently managing 10,008 homes across
over 152 properties.

The EHMI management model focuses on three main pillars:

1. Focus and expertise in affordable housing
First and foremost, Eden Housing Management is a non-profit management company that specializes in affordable housing. We recognize and appreciate the many ways that affordable housing is unique and tailor our operations to best address the needs of the populations we serve, and the complex compliance required.

Eden Housing properties are financed with a multitude of affordable housing sources, including a wide range of US Department of Housing and Urban Development (HUD) funds, California Housing and Community Development (HCD) funds, California Tax Credit Allocation Committee (TCAC) tax credits, tax-exempt bonds, redevelopment agency funds, and conventional mortgages. EHMI is well-versed in the complex compliance required for the variety of affordable housing financing and maintains excellent relationships with these federal, state, and local government agencies and commercial lenders and investors. Through careful attention to concerns as they arise, strong communication, and consistently sound managerial practices, EHMI far exceeds management industry standards and maintains a portfolio-wide vacancy rate of 1 percent.

2. Integrated model with development, operations, and resident services Throughout our properties, we have seen the benefits of integrating development, property management, and resident services under the Eden Housing umbrella. Keeping developments within the same organization allows for a seamless transition between development and property management, as well as a high caliber of communication between property management and resident services on a regular basis. Other advantages of the integrated model include:

Property operations and resident services staff provide invaluable insight to the development process, as they see first-hand how properties operate and building systems and materials age over time. Additionally, asset management and accounting staff acutely understand property financials over the lifetime of a development. As such, each $1M
in scholarships provided
to more than 620
California residents
28 Eden Housing & CHDC Richmond Housing
Authority
8 Request for Qualifications
new construction and rehab project continues to build on – and benefits from – the expertise and cross-pollination of ideas among the Eden departments.

Eden Housing management and resident
services work in tandem to effectively manage
our properties and support our residents. One
example of such collaboration is National
Night Out, an annual event that brings
residents, staff, neighbors, the police
department, and elected officials together to
celebrate community relationships as well as
improve neighborhood safety.

3. Commitment to sustainability
We recognize that how we operate our buildings has a direct impact on the health of the environment, of our residents, and of property finances. As such, Eden is dedicated to environmental responsibility and has incorporated this commitment into its everyday operations. In 2009, Eden launched a comprehensive green initiative to lower usage and operating expenses for water, electricity, gas, and trash. We performed utility audits at 100 percent of our properties, engaged in comprehensive capital planning, and leveraged more than $10 million to green our portfolio. Eden Housing also participates in the Solar on Multifamily Affordable Housing (SOMAH) program, an initiative that provides incentives for installing solar panel systems that benefit low-income tenants and property owners in California. Eden Housing currently has SOMAH-funded solar power systems installed or planned at 19 sites, which together generate more than $1.2 million in first year savings for the nonprofit and its residents.

In 2023, Wells Fargo’s provided a grant to Eden Housing to assist in making considerable strides in creating sustainable affordable housing within their existing housing stock and promoting energy efficiency measures. This grant enabled Eden Housing to conduct energy audits at 25 of our aging affordable housing sites across the state, resulting in the eventual retrofit of 3,588 units and a reduction of 8,902 metric tons of CO2 emissions across their portfolio.

To further our green efforts and ensure continued progress, Eden has an interdepartmental Green Steering Committee (GSC), which is responsible for Eden’s green strategic planning efforts. The GSC has played an instrumental role in executing all our green initiative activities, including training modules for staff and residents and the creation of Eden’s Operations and Maintenance Manual. One of our main goals is to keep our green education goals on the forefront to encourage positive green behavior. Our committee meets bi-weekly and is a resource for all staff on an on-going basis. 9,500
residents participating in Eden Housing
services, including youth and economic
empowerment programs.
29 Eden Housing & CHDC Richmond Housing
Authority
9 Request for Qualifications
Eden Housing’s Development success
Eden Housing’s robust development pipeline has enabled the team to open (and re-open after renovation) numerous projects in the last decade, with many more to follow in the coming years. We have developed, acquired, and preserved 12,681 affordable homes to date and own or manage 163 properties. Innovation is a major feature of our projects, including our dedication to sustainability and our integrated model with development, operations, and resident services. The following pages provide a list of new construction projects that are under construction or were completed in the last five years, as well as two detailed profiles on projects we find are most comparable.

Project Year Completed Units Location
Pacific Station North Under
Construction
130 Santa Cruz
La Vista Under
Construction
176 Hayward
Mitchell Park Under
Construction
53 Palo Alto
La Avenda Under
Construction
100 Mountain View
Timber Street Under
Construction
79 Newark
Ruby Street Under
Construction
72 Castro Valley
Tabasa Gardens 2024 53 Watsonville
The Randall 2023 41 Healdsburg
Residences at Vivalon 2023 67 San Rafael
Loro Landing 2022 62 San Leandro
The Starling 2022 70 Alameda
Canyon Flats 2021 71 Fremont
Reilly Station 2021 61 Fremont
Warm Springs Village 2020 132 Fremont
Corsair Flats 2020 60 Alameda
4,475
30 MIRAFLORES SENIOR APARTMENTS
Richmond, California
31 MIRAFLORES SENIOR APARTMENTS
Richmond, California
Project Name Miraflores Senior Apartments
Project Type Affordable Senior Rentals
Location 150 South 45th Street, Richmond, CA 94804
Site Details 1.56 acres / 51 units per acre
Unit Count
80 - Total Affordable Rental Apartments
79 - 1 bedroom units @ 600+ sf
1 - 2 bedroom manager’s unit
Completion Date May 2018
Development Cost $38.1 million
Developer Eden Housing, Inc. and Community Housing
Development Corporation
Architect HKIT Architects
General Contractor James E. Roberts-Obayashi Corp.
www.edenhousing.org
Miraflores Senior Apartments comprises 1.56 acres of
a 14-acre site that was formerly used as flower
nurseries from the early 1900s to 2006. The site is
historically significant because three Japanese
American families that owned and operated the
commercial nurseries were interned during WWII.

They managed to keep the nurseries maintained and
returned after their release to work for several more
decades in the flower industry.

Miraflores Apartments is a 2 story, elevator-serviced
building that includes a community room designed
as a living room with a warming kitchen and
television seating area, a computer lab, an exercise
room, a laundry room, a bike storage room, and a
private courtyard with raised planters for resident
gardening, picnic-style seating, benches and
extensive bay friendly landscaping.

The community also has a new public park that
honors the history of the Japanese-American flower
industry, with a bicycle and pedestrian path that
connects Park Plaza to the Richmond Greenway and
the McDonald Avenue Commercial District. Some of
the original structures commemorating the rich
history of the Japanese-American flower industry
were relocated and will be preserved within the
master development.
32 HANA GARDENS
El Cerrito, California
33 HANA GARDENS
El Cerrito, California
Project Name Hana Gardens
Project Type Affordable Senior Rentals
Location 10860 San Pablo Avenue, El Cerrito, CA 94530
Site Details 0.96 acres / 66 units per acre
Unit Count
63 - Total Affordable Rental Apartments
62 - 1 bedroom units @ 600+ sf
1 - 2 bedroom manager’s unit
Completion Date November 2018
Development Cost $30.9 million
Developer Eden Housing, Inc.

Architect Van Meter Williams Pollack
General Contractor Midstate Construction
www.edenhousing.org
Hana Gardens provides senior housing while
honoring the area's Japanese heritage. The
community has two four-story buildings and a singlestory stone-faced former florist shop that was preserved and transformed into a resident
community room. A second community room opens
onto an outdoor courtyard garden with raised
planters, a picnic area and benches. Other features
include a fitness room, a computer lab, laundry
facilities and bike storage. Half of the homes are fully accessible to people with disabilities. The El Cerrito
Senior Center is conveniently located on the ground
level—with transit, and safe bicycle and pedestrian
paths nearby.

Hana Gardens also has a beautiful public plaza
honoring the Japanese influence on the flower
industry, with historical narrative panels and a
timeline along the sidewalk. Eden partnered with the
Japanese American Citizens League and the El
Cerrito Historical Society on this project.
34 PACIFIC STATION NORTH
Santa Cruz, California
35 PACIFIC STATION NORTH
Santa Cruz, California
Project Name Pacific Station North
Project Type Affordable Family Rentals
Location 902 Pacific Avenue
Santa Cruz, CA 95060
Site Details .68 acres / 188 units per acre
Unit Count
128 - Total Affordable Rental Apartments
12 – Studio units @ 420 square feet
51 - 1 bedroom units @ 480 square feet
33 - 2 bedroom units @ 720 square feet
32- 3 bedroom units @ 950 square feet
Completion Date Anticipated September 2026
Development Cost $118,968,015
Developer Eden Housing, Inc. and For the Future Housing, Inc.

Inclusionary Partner None
Architect Humphreys & Partners Architects
General Contractor Echelcon, Inc.
www.edenhousing.org
Pacific Station North Apartments is a 128-unit
family community in downtown Santa Cruz. This
development completes the final phase of
Pacific Station, a large-scale, transit-oriented
redevelopment program located between
Pacific Avenue and Front Street in downtown
Santa Cruz. With funding from the City of Santa
Cruz, the Affordable Housing & Sustainable
Communities (AHSC) program, and the Infill
Infrastructure Grant (IIG) program, the project
will construct 128-units of affordable housing at
Pacific Station North Apartments, ground floor
retail and commercial space, a new METRO bus
transit hub, a pedestrian paseo, and key
infrastructure to serve the entirety of the Pacific
Station redevelopment.

All units are affordable to households earning
between 30% - 60% of the Santa Cruz County
Area Median Income.

36 Eden Housing & CHDC Richmond Housing
Authority
16 Request for Qualifications

ABOUT CHDC
Overview
As a community-based nonprofit developer of affordable homes for sale and rental, CHDC creates high quality housing options. For over 33 years CHDC has provided a range of community services that improve neighborhoods and the lives of neighborhood residents. CHDC is especially known for its comprehensive approach to revitalizing neighborhoods by addressing community needs such as lack of affordable housing, reducing/stopping illegal dumping, remediating environmental hazardous conditions, and collaborating with a wide range of partners who are committed to creating healthy, safe neighborhoods.

Community building and engagement are key components of CHDC’s mission to create and sustain vibrant communities that make positive impacts on the lives of community residents by providing high quality affordable housing and neighborhood programs and services. CHDC’s community services help to reduce illegal dumping, prevent crimes, and offer support to residents seeking employment, access to medical services and educational services through referrals, programs, and classes.

CHDC’s programs and services promote active engagement and enjoyment of life to families and older adults in the community. CHDC was instrumental in the completion of the Filbert Street and Macdonald Avenue improvement plans implemented by the City of Richmond. These improvements included traffic calming measures such as wider sidewalks and narrower roadways, curb bulb-outs, and improved stripping for pedestrian crossings. Other neighborhood upgrades included installation of handicapped curb cuts, better lighting, new street seating, and installation of street trees. These improvements enable low-income communities to realize their vision of a vibrant and welcoming place to call home. To achieve that goal, CHDC supports local leadership through education and professional development, and facilitates on-going volunteer activity and community events such as neighborhood clean-ups, community block parties, and tabling events.

CHDC’s home base is in Richmond, but its service areas include Alameda, Contra Costa, and Solano counties, and the cities of Richmond, Oakland, Berkeley, Hayward, and Vallejo, California.

On a statewide level, our services include a Transportation program that provides electric vehicle ownership grants to low-income and disadvantaged communities. Working in partnership with the California Air Resources Board, we provide grants up to $7,500 per client to purchase hybrid electric, plug-in electric, or battery electric vehicles.

Implementation of the electric vehicle program is consistent with CHDC’s “Green Initiatives” program which recognizes that sustainability and managing the environmental footprint of its properties is a critical component of its preservation mission. In 2016 CHDC launched its “Green Strategy” to weave ‘green’ throughout its development, property management and operations practices. Its “Green Goals” include developing a comprehensive “green” standard of living that embraces energy-saving 37 Eden Housing & CHDC Richmond Housing
Authority
17 Request for Qualifications
retrofits, energy efficiency and “green” building design and construction guidelines, as well as educating staff and residents on “green” standards and practices.

CHDC is a BIPOC-led community services provider and affordable housing developer with Property Management (Community Property Management Corporation) and lender (Community First Lending) affiliates that actively support its affordable housing pipeline and completed projects.

In the production of our affordable housing, we meet with community members and stakeholders to ensure meaningful public involvement and give current residents a clear voice in the development process. CHDC develops single family homes; multi-unit affordable rental projects; and mixed-use projects with commercial as well as residential opportunities.

We are recognized as a leading affordable homeownership developer. Our Homebuyer department provides first-time homebuyer downpayment assistance and is staffed by NeighborWorks and HUD-certified housing counselors. Services include pre-and postpurchase counseling, financial fitness, pre-foreclosure, mortgage relief, and financial capabilities education and counseling. These Homebuyer services have leveraged millions of dollars in funding within low-income, BIPOC, and underserved communities.

CHDC develops housing for families of all sizes and ages, seniors, and people with disabilities. We emphasize affordability for people with incomes below 80% of the area median income.

CHDC Completed Developments
CHDC has developed, co-developed or acquired a total of 961 affordable housing units in the Richmond area. These include 226 new or rehabilitated homes for first time buyers with low or moderate incomes. Homeownership project sizes range from scattered-site infill homes to an 87-home subdivision. We have also completed or acquired 735 units of rental housing, some of which are planned to offer residents a future ownership interest through a mutual housing organizational structure.

CHDC has applied for and received tax credits for the following projects in the last 5 years:

Legacy Court (43 family units)
New Construction
Richmond, CA
Construction Start: 2024
Friendship (50 senior units)
New Construction
Oakland, CA
Construction Start: 2024
Hacienda Heights (150 senior
units)
Substantial Rehab
Richmond, CA
Construction Start: 2023
Barrett Terrace (115 family units)
Substantial Rehab
Richmond, CA
Construction Start: 2022
38 Properties in CHDC's Development Pipeline
CHDC is one of four developers selected by the Contra Costa County Housing Authority through an RFQ process to redevelop Phase I of the North Richmond Las Deltas public housing project. The RFQ solicited proposals to acquire and convert County Housing Authority scattered site public housing units to affordable ownership housing models.

CHDC will demolish and clear four duplex parcels for conversion to affordable singlefamily first-time homebuyer units, using public and private funding. Phase II will redevelop the Las Deltas main campus, converting approximately 200 public housing units to RAD rental and/or affordable ownership housing.

CHDC currently has an estimated 600 residential units, in homeownership, rental and mixed-use projects, in various stages of planning and construction. 39 EDEN REFERENCES
Local Government & Agency References
Linda Smith, City Manager, City of
Dublin
(925) 833-6650
[email protected]
Melanie Mintz, Community
Development Director, City of
El Cerrito
(510) 215-4339
[email protected]
Consuelo Hernández, Deputy
County Executive
(408) 510-8595
[email protected]
gov.org
Brian Johnston, California HCD
(916) 263-6108
[email protected]
Bonnie Lipscomb, Economic
Development Director, City of
Santa Cruz
(831) 747-6899
[email protected]
m
Lender Investor References
Jeff Bennett, Senior Vice President,
Wells Fargo
(415) 396-0966
[email protected]
m
James Vossoughi, Executive Director
– Community Development
Banking, Affordable Housing
JPMorgan Chase & Co.
(510) 468-6722
[email protected]
Todd Fabian, Managing Director
West Region National Equity
Fund
(213) 240-3144
[email protected]
40 CHDC REFERENCES
Local Government & Agency References
Lina Velasco
Community Development Director
(510) 620-6706
[email protected]
Joseph Villarreal
Executive Director
Contra Costa County Housing Authority
(925) 957-8011
[email protected]
Lender Investor References
Sonia Rahm
Director
Citi Community Capital
(213) 239-1726
[email protected]
Richard Shea
Senior Vice President
CREA
(858) 386-5199
[email protected]
James Vossoughi
Executive Director
Chase Bank
(510)468-6722
[email protected]
Dana D. Chestnut
Chief Lending Officer
Community Housing Capital
(404) 373-5662
[email protected]
Inman Rouce
Senior Relationship Manager
(714) 222-9174
[email protected]
41 HISTORIC PRESERVATION
Restoring Five (5) Buildings to a viable condition for adaptive reuse will be a balancing act between many competing desired improvements in the overall redevelopment. Eden and CHDC plan to take a comprehensive approach that investigates core building systems, utilities, building envelopes and future use experience to evaluate which buildings will be most advantageous to preserve. Generally, we will work together to create a tiered and prioritized scope of work that will guide the project scoping as the budget is refined.

Below are the major areas where we anticipate investigating and focusing the work:
• Energy Efficiency Upgrades: We will install energy-efficient improvements such as installing energy-efficient windows, insulation, LED lighting, and energy-efficient appliances. These upgrades can reduce utility costs that directly impact end users while enhancing their comfort.
• Accessibility Upgrades: To every extent possible, we will endeavor to meet accessibility guidelines to empower residents and visitors with mobility challenges.

This may include installing ramps and making bathrooms more accessible. • Preserving Historic Features: Because the apartment buildings have historical and architectural significance, to the extent possible, we will preserve and restore the features to maintain the building's character while also meeting modern standards.
• Upgrading Utilities: We will assess plumbing, electrical systems, and heating, ventilation, and air conditioning (HVAC) to determine whether upgrades or replacements are necessary.
• Addressing Safety Concerns: We will conduct a thorough safety assessment and develop a plan to address any safety hazards. This may involve installing security measures, fire safety upgrades, and ensuring compliance with building codes.

Ultimately, the best preservation approach to adaptive reuse is one that balances physical upgrades, social considerations, and financial viability. By taking a holistic approach, we plan to preserve the property’s historical significance, improve livability, and ensure the long-term affordability and sustainability of the housing. 42 ENERGY EFFICIENCY PLAN
We recognize that how we operate our buildings has a direct impact on the health of the environment, of our residents, and of property finances. As such, Eden and CHDC are dedicated to environmental responsibility and have incorporated this commitment into our everyday operations. In 2009, Eden launched a comprehensive green initiative to lower usage and operating expenses for water, electricity, gas, and trash. We performed utility audits at 100 percent of our properties, engaged in comprehensive capital planning, and leveraged more than $10 million to green our portfolio. Our efforts included retrofitting 27 properties for solar systems, replacing low flow fixture replacements, and resident education programs and trainings.

Since that time, Eden has continued to closely monitor utility usage at all our properties and seek new ways to improve utility efficiency. We have partnered with a third-party service to monitor our energy and water usage at each property, analyze the data, and identify key targets for usage reduction. In 2015, we reduced our water usage by 20% across the portfolio.

Our committee is a resource for all staff on an on-going basis. 43 RESIDENT ENGAGEMENT &

RELOCATION
Over the past two decades, community members of the Nystrom Village neighborhood and surrounding area have contributed a great amount of time, effort, and ideas for a variety of large transformative projects. The community engagement for this neighborhood has spanned over 10 years.

At the project start, our team would be keen to learn about that process and what activities the community has already participated in for Nystrom Village. We would use the previous engagement to inform how we should interact with the neighborhood. In addition, this will help us eliminate redundant activities, if any, and give us insights to prevent engagement fatigue.

We will work with City and RHA staff, learn from our stakeholder interviews, and adapt as we go to ensure all those interested in the project are able to participate. Many of our community engagement projects have included multi-lingual events with interpreters and translated content. We deeply value the importance of creating an INCLUSIVE process by finding ways for all voices to be heard via written translations, verbal interpretation, graphic-heavy presentations, gathering input verbally and in written format in person and asynchronously.

We will ensure events are planned at accessible public gathering locations; we will work with City and RHA staff and learn from our stakeholder interviews which events, locations, and times will be best to engage. Places such as City Hall, MLK Park, local schools, or properties we own in close proximity are all great venue options. We also know the importance of hosting workshop events on days and times that work for the community members - sometimes providing the same workshop at different times - and incorporating child care so that families can easily participate as well.

Eden and CHDC commit to promoting resident housing stability and working with RHA and its residents to form frameworks and strategies for this revitalization effort to prevent permanent displacement of the existing qualified residents and households.

Please note that we are assuming the vast majority of existing households qualify to be LIHTC households from an income standpoint. We would need to revisit this with RHA if there are many over-income households, which we do not expect, making it infeasible to finance the project under common affordable housing funding programs.

We recognize the success of Phase I is dependent upon offering re-homing opportunities to the existing residents of Nystrom Village. Two main goals will be in the forefront of this process:
44 1. Occupy as many homes as possible prior to applying to HUD for RAD conversion;

2. Relocate the least amount of households by vacating Block D as the primary project site.

Figure 1: Current occupancy. Source: RHA - August 2024
45 Figure 2: After RAD approval and prior to demolition of Block D

PROJECT CONCEPT
Our proposed concept tries to work around existing properties that may be harder to relocate, reconstruct or preserve, while still maintaining the required timeline to redevelop the property. In doing so, we could potentially construct a 110-unit family affordable development which also features a large shared common space so that community service activities could continue to function at the location. The two-building development is organized with podium parking allowing for vehicular traffic to be minimized within the community to create a walkable neighborhood.

Likely, the community will provide housing opportunities that offer one-, two- and threebedroom homes serving “large families”. To design this to the optimally available financing options, 25% of all units must be two bedrooms and an additional 25% of the units must be three bedrooms. The average of all rents will need to remain at or below 60% of the Area Medium Income.
46 Figure 3: Site Plan for Nystom Village Redevelopment 47 Figure 4: Block D - Floor Plan Layouts
Figure 5: Block D - Fit Study with Site Massing
48 MARKETING PLAN
We recognize the historic importance of Nystrom Village both physically and symbolically for this community. As part of the initial planning process, we envision finding opportunities for the residents to share their stories and experiences with us and our design team so that the neighborhood transformation can be informed by their experience and the outcome is positive and meaningful for this community.

The initial engagement will mold and help create the Marketing Plan for eventual lease up of the community. We will use this to act as a catalyst for continued redevelopment of the Village area plan to help realize the vision this community has held for many years.

The final marketing plan will be submitted to RHA for final approval prior to implementation.

RESIDENT SERVICES
Eden Housing Resident Services, Inc. (EHRSI) was established in 1995 as a 501(c)(3) nonprofit affiliate of Eden Housing, Inc. to provide resident services programming to properties in the Eden Housing portfolio. EHRSI provides a wide range of services and enrichment programs designed to meet the needs of our diverse resident population.

We believe that housing is a foundation for life change. Our goal is for families is to create pathways out of poverty by providing them with housing stability and programming to help them reach their goals. For seniors and special needs, including homeless populations, Eden’s goal is to provide a place to age with dignity in their own home. We strive to inspire hope by providing high-quality, relevant, and impactful service coordination and program offerings that create stability and a path to economic empowerment for residents.

Eden’s portfolio includes 145
managed properties. For all
sites, services are organized
around six core areas of focus
including housing stability,
education, health & wellness,
economic empowerment,
community engagement, and
technology access. Services are
client-focused and respond to
the specific needs of each
housing community. We have
established goals for each of the
focus areas as follows.
49 Services range from offering one-on-one support to providing workshops and hosting community- wide events. There are three primary levels of services coordination which include an on-site Resident Services Coordinator and/or Case Management, special programs only such as an afterschool program or technology training, or access to an Information and Referral Hotline staffed during regular business hours.

EHRSI’s model of service delivery is unique in that we utilize in-house paid staff members as well as contract with other third-party providers to provide quality services.

EHRSI currently contracts with over a dozen third party service providers and has an inhouse Director of Community Partnerships to oversee and manage those relationships.

EHRSI Primary Goals
Focus Area
Seniors &
Households
with Special Needs
Families
Housing
Stability
Maintain their housing for
the remainder of their life.

Remain housed until enough resources
are accumulated to successfully transition
into less
subsidized housing.

Economic
Empowerment
Maintain existing
income/assets and increase
income when possible by
accessing available financial
benefits and taking
advantage of discount
programs.

Increase assets and income, access
available financial benefits, and reduce
debt.

Education
Improve their ability to
navigate the systems
affecting their life (health
care, social security,
transportation, etc.)
(Adults) Improve their knowledge and
ability to find employment and increase
their ability to advance in their career.
(Children) Improve their educational outcomes and trajectory through participation in quality early childhood,
afterschool & youth programs. (Parents)
Improve their ability to advocate for their
children in school and be engaged in their
child’s educational development.

Health &
Wellness
Increase their knowledge of access to health care systems, preventative health measures, nutrition, and mental health resources.

Community
Engagement
Improve community participation and engagement within the property and with the larger community and develop residents to be advocates and leaders in their community.

Technology
Access
Improve their understanding of how to utilize technology to achieve self-identified goals
and increase access to the internet.
50 We seek to partner with local experienced providers
whenever possible, whether through contractual relationships or through memorandums of understanding. EHRSI works with a large range of local community service partners to offer programs, workshops, and presentations to our residents on topics related to the six focus areas. We believe it is critical to integrate our services with services currently provided in the larger community and to help our residents make those connections to ensure a successful transition out of our housing for households where that is appropriate.

EHRSI has experience both beginning services at new properties as well as coming in to provide services at existing properties. In each instance, we take the time to evaluate the needs of the residents by utilizing resident assessments and community meetings. From there, a menu of services is created and offered to residents focusing on the goals outlined above for the six core focus areas. Our staff and partners work hand-in-hand to provide the best programming and services available to residents to help them maintain their housing and reach for their dreams.

OWNERSHIP STRUCTURE
The proposed ownership structure for the project will be a joint venture between Eden Housing and CHDC, with a separate limited partnership for each phase of construction work. At least four phases are anticipated. An Eden-controlled entity will serve as Managing General Partner of each phase, and a CHDC-controlled entity will serve as Administrative General Partner for each phase. A tax credit investor Limited Partner will be admitted at construction financing close for each phase.

Eden and CHDC recognize the importance to RHA that it retains an ownership position, benefit from project economics, and maintain oversight over the redevelopment process. To that end, Eden and CHDC propose that RHA serve as the ground lessor and/or lender through a seller carryback note. This would allow RHA to continue to be part of the project long term and benefit from positive cash flow. Further, RHA will provide oversight throughout the process with a particular emphasis on community outreach and temporary resident relocation.

Eden and CHDC propose having the Right of First Refusal (and/or First Option as applicable) for each phase of development. If neither Eden nor CHDC (nor the two parties together) choose to exercise its option to purchase the property, then RHA would have the next option to purchase.
51 CA Limited Partnerships
for Affordable Housing
(each phase would have
its own partnership)
Owner of each phase of
Nystrom Village
Eden: Managing General
Partner
Eden will co-lead in planning,
design, construction,
guarantees, and specialize in
property management and
outreach
Limited Partner Investment
(99.99% ownership for 15 years)
CHDC : Administrative
General Partner
CHDC will co-lead in
planning, design,
construction, guarantees,
and specialize in resident
services
Richmond Housing Authority:

Ground Lessor and Lender
Provides oversight to project through
ground lease and seller carryback
as applicable
52 FINANCE PLAN
Summary of Typical Financing
Permanent Debt: The project will include a permanent mortgage, which is shown in a single tranche that leverages Section 8 overhang. More details on the proposed Section 8 voucher request are below. We have assumed interest rates consistent with the current market for debt. The project contemplates 100 Section 8 vouchers, which are layered spread across all unit sizes and AMIs to enable deeper affordability for this target population. CHDC and Eden’s strong track record with conventional lenders will allow the project to get competitive rates and terms for debt financing.

California HCD Funds: The project would likely be a great candidate for the Infill Infrastructure Grant (IIG) program, which is now a combined application with a SuperNOFA process.

Low-Income Housing Tax Credit Equity: We have structured this phase as a bondfinanced 4% tax credit execution, a structure that Eden and CHDC have used many times. Though allocation of private activity bonds through CDLAC has grown competitive, our projects have repeatedly competed favorably in recent years, and staff will work closely with our financing experts to structure the deal to maximize the project’s scoring and tiebreaker. Our development team has a strong team of counsel and auditors who can assist us to make sure that as much of the project scope as possible can generate tax credits. It is difficult to predict what the equity pricing will be at the time this project is ready to close. The team is well regarded by both direct investors and tax credit syndicators and routinely obtains highly competitive pricing on each project.

Deferred Developer Fees: Consistent with the regulations for projects financed with the 4% tax credit program and assumed state funding, this project assumes a net developer fee payable during the course of construction, a priority deferred developer fee paid from cash flow in the first 12 years, as is customary. Additional developer fee is underwritten as non-priority deferred fee or GP capital. This structure allows the project to maximize eligible basis, which is used to determine the amount of tax credits. Final developer fee in basis is subject to negotiation with the tax credit investor, as well as potentially different fee limits imposed by other funding programs not currently included in the pro forma.
53 FINANCIAL CAPACITY
As a team, Eden and CHDC maintain a strong corporate financial position and have a long and successful track record at securing financing.

Eden Housing was the first developer in the State of California to receive tax credits and has been continually successful acquiring 9% and 4% tax credit allocations ever since. In the last two years, Eden has closed 15 deals with a variety of debt and equity partners.

Eden has extensive experience with institutional and private financing that includes conventional construction and permanent loans, tax-exempt bonds, and low-income housing tax credits – both the competitive 4% and 9%, and hybrid 4%/9% programs.

Over the past decade, Eden projects have obtained long-term loans totaling over $700,000,000 for its projects. In addition, Eden is currently in construction or in the postconstruction stabilization period on 12 projects across the state of California. The construction-period loans for these projects total $295 million and are with a variety of lenders including JPMorgan Chase, US Bank, Wells Fargo, RaboBank, and Union Bank.

Eden has had a strong operating history, meeting or exceeding its budget for the past 10 years. Eden ended last year with the strongest cash position we have had since our inception over 55 years ago. Eden anticipates maintaining a strong position for the next five years, based on our receivables and development pipeline. We are diversifying and enhancing our revenue base and expect that we will be able to maintain a strong financial position into the future.

For your consideration and review, we have included the past three years of audited financial statements for Eden Housing, Inc. and its affiliates and CHDC. Additionally, we have included a letter of recommendation from one of our long-term tax credit investors attesting to our financial strength. These documents are in the Appendix portion of the response.

BUSINESS OFFER
DEVELOPER PROPOSAL:
• Eden and CHDC will seek third-party predevelopment loans and/or grants to fund planning and design before close of construction financing. Our team may request to use the property as security for these loans. In the event that the project does not move forward due to circumstances beyond the developer 54 team’s control, we will require RHA to reimburse all thirdparty costs (but not Eden and CHDC’s staff time) based on a pre-approved budget.
• Eden and Related anticipated underwriting the maximum allowed developer fee into the project budget per all applicable regulations (e.g. TCAC, CDLAC and CA HCD). Eden and CHDC will share 100% of any net developer fee and deferred developer fee in the project budget.
• After operating expenses, debt service, an any applicable asset management fees paid “above the line,” net cash flow (i.e., residual receipts) will be split:
o 50% to Eden/CHDC for any deferred developer fee and/or management incentive fee
o 50% to RHA to service seller carryback note and/or ground lease and to any other lenders of soft sources on a pro-rata basis.
• Eden and/or CHDC will provide 100% of the completion and performance guaranty.
• Eden and/or CHDC will provide 100% of the operating deficit guaranty.

SCHEDULE OF

PERFORMANCE
We understand that RHA expects entitlements to be completed by February 2025.

Realistically, this is not possible given the nature of the project, the necessary engagement with the neighborhood and the advance due diligence that must be done on the physical site before the project design can be started. Based upon this observation, we will assume that we will begin the entitlement process by February 2025.

Between the date of submittal of this RFQ, several key steps must be understaken and completed, including, but not limited to:
• Investigation and planning of any site remediation;
• Investigation of historic structures;
• Investigation of flood plain and geotechnical requirements; • Agreement of predevelopment loan;
• Agreement of exclusive negotiation agreement;
When site control is granted, we will begin the development activities that encompass entitlments.
55 Phase 1 Schedule
Milestone Start Month/Year End Month/Year
Selection of Developer August 2024 October 2024
Exclusive Negotiations Agreement October 2024 January 2025 Community Outreach and
Concept Design
January 2025 July 2025
Lease Option Agreement January 2025 July 2025
Schematic Design and
Entitlements
January 2025 December 2025
Local and State Gap Funding
Applications and Awards
July 2026 December 2026
Tax Credit Funding Application
and Allocation
March 2027 May 2027
Full Design and Permitting March 2027 December 2027
Finance Closing June 2027 December 2027
Construction December 2027 December 2029
Lease-Up and Stabilization July 2029 June 2030
56 CERTIFICATIONS
Individual certifications are uploaded separately as they are secured files. 57 RECEIPT OF ADDENDA
Exhibit A
ADDENDA RECEIVED (If none received, write "None Received"):

Addendum No. Date
Addendum No. Date
Addendum No. Date
Addendum No. Date
Date:

Signature:

Name (Print):

Title:
1 2
8/15/2024
Dixie Lira-Baus
Director of Real Estate Development
3 and 3 (Excel)
6/14/2024
7/23/2024
7/31/2024
58 APPENDIX
59 Eden Housing
HACSC
Request for Qualifications
Project Team Resumes
60 Eden Housing
Linda Mandolini
President | Eden Housing
Ms. Mandolini has served Eden Housing as a Project Developer, as Director of Real Estate Development, and since 2001, as Executive Director and President. She is guided in her work as President by Eden Housing's active volunteer board of directors.

Linda oversees affordable housing production, resident support services, and property management components of the
organization. She actively participates in high level conversations and meetings with City Council members and other decision makers. As a rule, she likes to attend public hearings and other high-profile events to speak on behalf of Eden whenever possible.

Linda is a board member of several local and national affordable housing organizations, listed below. In addition, Linda previously served as a member of the Board of Directors and Chair of the Non-profit Housing Association of Northern California and as a founding Board member and Chair of The Housing Trust of Silicon Valley.

Linda has been honored with the 2016 SF Business Times Forever Influential Honor Roll, 2014 and 2015 SF Business Times "Bay Area's Most Influential Women" award, 2011 SF Business Times "Northern California Real Estate Women of Influence" award, 2011 Affordable Housing Management Association (AHMA) Pioneer Award, and the 2008 East Bay Business Times "Women of Distinction" award.

Education
Wheaton College, BA with honors
Boston University, MBA
Professional Affiliations
Board member – California Housing Consortium
Board member and Vice Chair – National Housing Conference Board member – Enterprise Communities Leadership Council, Advisory Board Member – International Housing Partnership, Steering Committee Member – ULI Workforce Housing Council
Member – Terwilliger Center Advisory Board
61 Eden Housing
Andrea Osgood
Chief of Real Estate Development | Eden Housing
Ms. Osgood joined the Eden Housing Development team in 2008 and currently leads Eden’s new construction and acquisition efforts. She assists with supervision of Development staff, actively participates in early development activities, and provides guidance and expertise throughout the development process.

Since joining Eden, Andrea has developed over 400 new units and overseen the acquisition of 1,400 existing units in six California counties – from Sonoma to San Diego County.

Before her career in affordable housing, Andrea worked as a construction management consultant for Capital Projects of UC Berkeley and engaged in every phase of large rehab and new construction projects – from planning and development through funding and construction. She also gained experience in construction litigation and public contracting as a lead paralegal in the construction group of the San Francisco law firm, Hanson Bridgett Marcus Vlahos & Rudy.

Education
Pomona College, BA with honors
University of California Los Angeles, MA in Urban Planning Professional Affiliations
Director – Housing Leadership Council of San Mateo County (Board Chair) Director – SV@Home (Treasurer)
62 Eden Housing
Dixie Baus
Director of Real Estate Development | Eden Housing
As Director of Real Estate Development, Ms. Baus compiles and presents comprehensive deal analysis packages, and underwrites and assesses risk associated with acquisition opportunities for Eden’s Executive Team and selected review committees. Additionally, she participates in high level project structuring and strategic planning, including business plan development and implementation strategies for the Real Estate Development Department. Projects may include new construction, acquisition and rehabilitation, portfolio syndication and joint ventures with other developers.

Dixie joined Eden Housing in 2018, bringing 30 years of real estate industry experience in affordable and market-rate multifamily management, development, compliance, asset management and financing. She has participated in the development process of more than sixty transactions across the states of California, Hawaii, Arizona, Missouri, Texas, Illinois, and Florida totaling approximately $2B in total development costs.

Dixie Baus has a Bachelor of Science in Criminal Justice and numerous professional affiliations including SV@Home and their Coalition of Housers (COHO) Working Group, the Sacramento Housing Alliance Affordable Housing Committee, and East Bay Housing Organizations (EBHO) Oakland committee member. Previously she was an Affordable Housing Representative for both the City of Gilroy General Plan Advisory Committee and the City of Santa Clara General Plan Steering Committee.

Education
McNeese State University, Bachelor of Science
Professional Affiliations
SV@Home – Coalition of Housers (COHO) Working Group
Mission City Community Foundation – Board Member
Sacramento Housing Alliance Affordable Housing Committee East Bay Housing Organizations – Oakland Committee
63 Donald A. Gilmore, Executive Director
As the Executive Director of Community Housing Development Corporation of North Richmond (CHDC) since 1992, Donald Gilmore is known for spearheading comprehensive neighborhood revitalization efforts. Under Don's leadership, CHDC has completed over 1300 units for affordable rental and homeownership; created and operated programs fostering economic and leadership development for neighborhood residents; built diverse partnerships to achieve economic improvement for traditionally disinvested neighborhoods; and extended the company's reach to serve communities in Contra Costa, Alameda and Solano Counties.

As CHDC's first executive director, Don has built the company from an all-volunteer effort to one with a staff of 45 employees and four core programs: Real Estate Development, Homeownership & Asset Building, Community Building and a property management arm that is housed in CHDC's affiliate nonprofit company North Richmond Economic Development Corp.

Most recently, under Don's leadership, CHDC has also added business lines in real estate brokerage services, with a focus on affordability; and lending, with a focus on providing sustainable loan products that build economic security.

Prior to his leadership at CHDC, Mr. Gilmore worked with the City of Alameda Housing Authority as a Housing Development Specialist, and with Richmond Neighborhood Housing Services as Executive Director. He is a graduate of Harvard University's Achieving Excellence program, holds a bachelor's degree from the College of Idaho and holds numerous professional certifications. He has served on boards of the Non-Profit Housing Association of Northern California, East Bay Housing Organizations, the national Center for Employment Training, the Center for Health of North Richmond, and the Board of Deacons at Bethel Missionary Baptist Church in Oakland, California. Don has been married for 30 years, has two daughters and is a son of the late Carter Gilmore, a former Oakland City Councilman.

Joanna Griffith, Interim Director of Real Estate Development Joanna Griffith has been with CHDC for over 17 years serving at various capacities. She is currently the Assistant Director of Real Estate Development where she oversees all of the organization's projects. She supervises the real estate development department staff of three project and assistant project managers who work tirelessly to provide affordable housing opportunities to low-income households in Richmond and other cities throughout the East Bay.

She is responsible for overseeing all phases of the development process-from site conception through predevelopment, construction, and lease-up. Ms. Griffith is responsible for preparing and analyzing financial feasibility of projects and developing financial solutions to move projects forward. Ms. Griffith works closely with CHDC's executive director and project committee, which consist of several members of CHDC's board and industry professionals, in developing CHDC's long-term strategic goals and objectives.

Ms. Griffith's accolades include the recent completion of the Lillie Mae Jones Plaza-a $12 million new construction rental development located in Richmond, CA. The project is a joint venture between CHDC and the East Bay Asian Local Development Corporation (EBALDC). The 26-unit 64 development includes one, two, three, and four-bedroom units serving households with incomes below 45 percent of the area median income. Ms. Griffith was also responsible for the completion of Jelani Park, which consists of 13 affordable single-family, detached three- and four-bedroom homes located just a block from Richmond BART. She is also currently overseeing CHDC's neighborhood stabilization efforts in unincorporated Contra Costa County, the City of Richmond, and the City of Vallejo.

Ms. Griffith's education includes completion of the Local Initiatives Support Corporation's (USC) Housing Development Training Institute (HDTI) and the National Development Council's Rental Housing Development Finance course. In addition, MS. Griffith holds numerous professional certificates from the Neighborhood Reinvestment Training Institute-Real Estate Management, Housing Management for Nonprofits, Design and Specification, Cost Estimation, and Rehab Management.

Norma W Thompson
Norma has been an active participant in the advocacy and development of affordable housing for low and moderate- income households for thirty + years. During that time, she has worked for non-profit and for-profit affordable housing developers and property managers, as well as the Corporation for Supportive Housing where she held a Program Officer position. Norma transitioned to affordable housing finance through local government in 1999. Her work with local government includes Housing Coordinator and Housing Specialist positions at the San Francisco Redevelopment Agency and the Richmond Redevelopment Agency, and Housing Development Manager for the City of Oakland. Norma retired from the City of Oakland in September 2017. She has a BA from the University of California at Berkeley and an MPA from California State University, with an emphasis in Management and Finance. Currently Norma is providing project management services to Community Housing Development Corporation on a part time basis. Her time is primarily committed to working with Real Estate Development staff on the Friendship senior housing project.
65 ////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// 2/ PROPOSED PROJECT TEAM / CUPERTINO MIXED INCOME HOUSING RFO 13 Eden Housing, Essex Property Trust, Architects FORA, & Engage FORA / January 2024 Kate Conley, AIA, NOMA, LEED AP, is a Principal at Architects FORA. She is a licensed architect in California, Colorado, and Washington State.

Kate leads Building Excellence initiatives at FORA, employing her strong technical and design expertise gained from a career studded with awardwinning built work and from her world-class mentors in architecture and construction.

Nicole is passionate about co-creating sustainable, equitable, and healthy housing opportunities that synergize with their communities. At FORA, Nicole’s role as Visual Storytelling Specialist and Community Engagement Lead allows her passions for accessible communications and meaningful community engagement to work in unison. She is the driving force behind Engage FORA, ensuring all of our community engagement projects are thoughtfully woven into the design process.
/ PRINCIPAL
Architect, Owner
CA License C34050

AIA, NOMA, LEED AP
[email protected]
Fort Collins, CO
/ ENGAGEMENT LEAD
Associate
Assoc. AIA, LEED GA, NCARB
[email protected]
Troy, NY
ENGAGE FORA: KATE CONLEY
ENGAGE FORA: NICOLE LITTLE
/ Highlights
• Mitchell Park Place: Led blended community engagements and entitlements plan in 10-month timeline from project initiation to entitlements approval in Palo Alto
• Buena Vista: Oversaw 5-workshop resident outreach plan for Buena Vista Mobile Home Park in Palo Alto
• Deep familiarity with the site context in Cupertino as an architect at the firm designing Apple Park
• University housing projects at UC Santa Cruz, San Diego State University, and Stanford University
/ Highlights
• Mitchell Park Place: Crafted and the community
engagement plan that ran simultaneously alongside the
entitlements process
• Buena Vista: Developed and led the resident outreach and engagement plan for a robust 5-workshop series
• Laurel Drive: Led community engagement with community members, Eden Housing, County of Monterey, and City of
Salinas for a new affordable housing development
66 ////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// 2/ PROPOSED PROJECT TEAM / CUPERTINO MIXED INCOME HOUSING RFO 14 Eden Housing, Essex Property Trust, Architects FORA, & Engage FORA / January 2024 Sarah’s passion for design and serving communities drives the commitment to quality and purpose behind FORA’s work. She believes that architecture has the power to create positive social change through an inclusive process informing purposefully designed spaces. She honors the responsibility of designing places people call home and is committed to FORA’s collaborative approach and restorative process.

Victoria is an architect and associate at FORA who is passionate about affordable housing, livable communities, and addressing every task with intention, thoughtfulness, and detailed execution. She listens with curiosity, understands with empathy, and delivers with delight.

Victoria leads housing projects at all scales with the same level of care and attention, from ADU conversions to large 5-story, 150+ unit urban developments.
/ PRINCIPAL
Architect, Owner
CA License C34081
AIA, LEED BD+C
[email protected]
Danville, CA
/ LIVEABLE COMMUNITIES LEAD
Architect, Associate

AIA, USGBC, NCARB
[email protected]
Portland, OR
ARCHITECTS FORA: SARAH VACCARO
ARCHITECTS FORA: VICTORIA VIA
/ Highlights
• Laurel Drive: Led community engagement with community members, Eden Housing, County of Monterey, and City of
Salinas for a new affordable housing development
• Orchard Gardens: Design for a holistic redevelopment of an existing site including new and renovated units in Sunnyvale • Ormondale Elementary and Corte Madera Middle Schools:

Conducting Facilities Master Planning and Programming
workshops for new classroom and outdoor spaces
• Oakland Unified School District Fremont HS Master Plan:

Led master planning and visioning of new campus
/ Highlights
• Auzerais Apartments: Design and construction
administration of a 130-unit Permanent Supportive Housing project with Eden Housing in downtown San Jose
• Woodside Road Family Apartments: Led complex
entitlements process for 86-unit large family development in Redwood City
• Expertise in crafting Livable Communities through dedicated advocacy and research specialization
67 First Evaluation of Developer Teams
Reviewer
1 .

Reviewer
2 Reviewer
3 Reviewer
4 Reviewer
5 Total
Score
Average
Score
Eden/CHDC 90 93 96 92 83 454 90.8 1
Gorman/Novin 83 88 86 80 89 426 85.2 2
National Community
Ren. 82 92 63 88 79 404 80.8 3
Category Points
Management Capacity: Evidence of ability to perform the work – principals, staff, experience, technical and professional competence. 15 Prior Performance: quality of work, cost control, compliance with performance schedules.
15 Experience: experience in developing land, affordable housing, and mixed-income housing units that utilized innovative and creative approach
15 Proposed Development Plan and Schedule: including schedule for completion of Phase 1 and subsequent phases, as applicable.

Our NHS and Optic host team.

Interviewing here for the Eastern village.

Redevelopment project.

I'll. Let's see if I can make sure I can do this quickly.

I'll like to let.

Our team members introduce themselves left to right. According to this picture.

So, Iman, you want to start?
Iman Novin 0:38
Sounds good.

Thank you, Kevin.

Hi Iman Novind here, president of Novan development.

We are a Contra Costa County based affordable housing developer, very excited to be working with Gorman and neighborhood housing services on this important project. I'll pass it to Nikki.

Nikki Beasley 0:57
Good afternoon, everyone.

My name is Nikki Beasley, the executive director at Richmond Neighborhood housing services.

Alongstanding affordable housing organization in the City of Richmond since 1981, I've been on the team since 2016.

Kevin Kellogg 1:19
Stefan.

Opticos Design | California Poppy Parlor 1:21
Thanks Kevin.
69 Hi everybody, Stefan Pellegrini.

I'm principal with opticose design.

We are an architecture, urban design and urban planning firm located in Berkeley, CA.

Very happy to be here.

We have a long standing relationship with the City of Richmond on many long range and short term planning projects and I'm joined here today by my colleague Alex Pondelling.

Who's principle and leads up our architecture work here at opticus? Happy to be here today.

I just wanted to say that we're currently working with novan development on a Richmond home key project that's just starting construction.

Kevin Kellogg 2:08
Great. Well, I'm Kevin Kellogg, market president for Gorman and company, Pacific Northwest region.

We are a 40 year old affordable housing development company.

We've been in the business for quite a while.

We're a nationwide firm currently, supposedly the 7th largest in the country, dealing primarily in affordable and workforce housing.

I'm located in Portland, the company's corporate headquarters headquarters in Oregon.

Wisconsin.

And yes, we're we're extremely excited to be here and we're very excited about this project.

And this team particularly.

So we'll go to the next slide here just to introduce you know how we want to talk about this project.

Really, we put this kind of in a sense of priority.

We really are here for the people and in this case the residents and.

Stakeholders of the Eastern Village and the Eastern Village neighborhood.

We also are very, you know we maintain a lot of advocacy for the government and public agencies that we represent and work for and with.

And the unique challenges that you face?
In California, especially with state.
70 Laws that are coming out every year.

And HUD issues and the various challenges that you faced were very interested in being able to be part of that solution as well as working on.

On this project we.

The proposal will get into in a second.

Nikki, can I ask you to speak about your role in working with the Community here? Nikki Beasley 4:11
Sure. So our NHS was approached by the development team to support them in their efforts of staying very close, closely connected to the community and especially with our history, not only in the city of Richmond but the close attachment that we had with the Niestrom project.

Thought it was appropriate for us to make sure that we ensure that the Community needs were met and that's really what has been our overarching success.

Of making sure that we're listening to the people, and especially in this arrangement, that the development team are executing based on the needs.

Our goal and participation will be convening being the eyes and ears of the project, as well as the community working with the different partners that we're aware of that can possibly support this project and again, just being closely attached to make sure that.

And the commitments that are being made here today, if selected will be executed in a way in which Community can definitely feel as though it has been well worth the wait for the many years that this project has been undertowed.

Kevin Kellogg 5:28
Great. Thanks, Nikki.

And Stefan, Alex, can you guys share a little bit of your vision for this project? I know this goes back a ways for you and you have a lot of history with this.

So yeah, you can share your perspective on the neighborhood.

Opticos Design | California Poppy Parlor 5:48
Sure. Thanks Kevin.

You know, this is sort of really a pivotal site in the neighborhood with its sort of location along the the Richmond Wellness Trail.

And I think that's sort of a key sort of introduction or organizing element for the 71 plan.

We know that the residents that will live here will only be a few minutes away from downtown Richmond.

And Bart and Amtrak.

By bicycle and also maybe 5 or 6 minutes away from the waterfront.

Thinking about Lacretia Edwards Park.

So we really wanted to think about how this site could really be well connected.

To other amenities in Richmond, it's just going to be a couple minutes away from the Greenway and Pogo Park and Unity Park, and we'll be talking a bit more about that in our presentation.

We are looking for sort of seamless connections and interface with the neighborhood.

And where we really sort of build on some of the strengths that are in the neighborhood today.

We also sort of want to think about how we can increase housing opportunities in this part of Richmond while being respectful to the vision that the Richmond General Plan sees.

For this site, and that really means sort of transitioning from higher intensities at the core to lower intensities at the edge.

That so neighborhood compatibility is going to be sort of a key important thing to think about, particularly as we transition out to the edges of the West side.

At 13th and east side at 16th and then lastly, if we have a chance to sort of talk about this a little bit more.

We're thinking about introducing a series of common open spaces that can become sort of a primary organizing element for the site, but also sort of be the locator for a lot of the services and non residential amenities that can help sort of support the future neighborhood that would.

Be here.

And that sort of has technical aspirations.

Thinking about what?
The zoning requires.

But we also think that there's a key opportunity to engage the Community to sort of envision and make sure that those open spaces are meeting the future residents needs and desires.

Thanks Kevin.
72 Kevin Kellogg 8:33
Great. Thank you.

Any questions?
Right. Move on.

OK, so I want.

You mind walking us through our original proposal from from the original RFP, if that's handy?
I think it's really telling.

I think we assume that the 100 unit replacement is phase one and that is the focus of this of this project right now. But we also have a plan or an example of a plan.

For the other three blocks as well.

Iman Novin 9:17
Happy to do so, yeah.

So a phased approach to the four blocks.

With our first phase on block A, which is strategically located close to MLK Park.

And also the location of where we would preserve the three cottages.

We felt like that was an important aspect of our proposal to address that Community.

Space up front in the first phase.

So the plan would be to work with Housing Authority in the city to relocate residents from blocks BC and D.

And into 100 unit tax credit phase on block a simultaneous with the preservation of.

Of another three to five cottages.

That that first phase would be financed through a combination of tax credits, state financing, project based vouchers.

And we then have three more phases of housing totals, roughly 400 units, with a mix of uses.

We're we're very much open to permanent supportive housing as a set aside.

In each phase up to a certain amount, you know 25% of the units would be working with the city and the continuum of care to identify the need.

And match it to the project in our original proposal we we looked at a mix of tenure, both family affordable housing.

We looked at senior housing.
73 We've also looked at home ownership opportunities on the last phase and so we are, we continue to be committed.

It to all of those things and more, we feel like this original vision aligns with the goals of the the specific plan and Community plan and.

Believe that we've presented a detailed, financially viable.

Pro Forma's and and sources to to fund these 4 phases.

I I will also add with with Noven and Gorman being vertically.

Being integrated.

We have ways of leveraging both public sources and private sources to get really creative with our financing and that allows for more mixed income workforce housing.

And sort of broader serving of broader community and that's really important to us and and part of our original proposal as well in terms of densities, I can maybe have Stefan talk about that or Kevin, you can talk about that, but we didn't really try to limit it.

To that three stories.

Maybe for in some locations, but to really respect the residential character of the edges of the property and.

Most of the buildings are designed to be, you know, either tucked under or courtyard par to also be efficient with cost.

Kevin Kellogg 12:26
Yeah, great.

Yeah. So the swift action on the on the 1st parcel, we, we do believe we can focus our energies.

On getting the replacement housing done. This is this is the first domino in the project and we understand the importance of this to the Richmond Housing Authority and your, you know, your YOUR admin plan and so forth. So we're very.

Focus on how we can move.

The.

Simultaneously, the community engagement for larger project together with evaluating and surveying the existing sites, going through all of the process of understanding the relocation challenges.

What do we have?
What can we work with?
74 How we can put this all together and how can we structure section 18? Potential.

Section 18.

Rad combination which offers a lot of really great resources that can be brought to this project.

And we would definitely intend.

Unless told otherwise to move forward with a straight 1 to one replacement.

Right along the strictest guidelines of relocation and also bringing the most resources that we can to the project so that phase one can get implemented.

As quickly as possible.

And really set ourselves up for a tax credit rounds as soon as possible, and also as strong of a case as we can make to the state to award those tax credits.

So, OK, we'll go into a little bit into our experience, a couple of specific projects we.

Do have between Gorman and Novan a lot of experience.

Gorman, we have an entire region in chicago-based on surveying public housing authorities.

To date, we've completed 3791 public housing.

In units in various projects all over the country, as well as some very large scale redevelopment on site.

Relocations, where the residents were all.

Managed to shelter in place during the entire redevelopment process and and we and we do have a pretty robust relocation agent in House that coordinates that with us, so OK.

So.

One example we wanted to share here.

This is a Gorman example called Madison Heights.

This in Phoenix, this was 143 unit project.

You can see the before condition on the lower right and the after condition above and then some of the public spaces on the left.

This was a project that was a 100% rad.

It was built exactly 1 to one replacement.

We went through the entire process of.

Right to return in a couple of phases in order to bring all of this together.

So this is a. This is kind of a direct example and we have more of of doing those.

We're currently working on 108 unit project.
75 In Oregon.

In Portland, OR. That has three phases of demolition and redevelopment. As we move people around over three-year period.

And no one will have to relocate all that project.

So this is this is tough, but familiar.

Turf for both Gorman and Novan.

And so, yeah, Iman, I'll, I'll go to your slide now.

Iman Novin 16:28
Thanks Kevin.

So novan development as I again Contra Costa based affordable housing developer we have 14 projects currently with about 12186 units in the pipeline.

And.

In the past life I was a project manager, director of Development, director of acquisitions and a project manager for mid pen Housing and bridge housing.

And in my role as project manager for bridge housing, I worked on some fairly significant public housing redevelopment projects, including Jordan Downs helped win that original RFP and put the original vision together with the the Housing Authority of Los Angeles and our partners. At that time the the.

Michaels organization.

A lot of community engagement, a lot of the financing was done by me.

In that role.

I also worked on the Westview Village project in Buena Ventura. 320 units.

It took 180 unit public housing site and densified it to 320 units, phased over multiple phases.

Very similar four phase project.

Also worked at Wildat Ridge on the Potrero project.

So a lot of the barbecues and community engagement so have had the opportunity.

Throughout my career to work on a number of significant public housing projects.

As well as you know currently.

Dozen tax credit projects throughout the Bay Area and and a handful of projects in county.

Kevin Kellogg 18:16
76 That's pretty much it for our presentation and we're happy to answer any questions.

From the committee.

I'm going to stop sharing, but we can jump back on with any of us that need to.

Show any any graphics to illustrate what we're talking about. [REDACTED], 18:44
All right, perfect.

I'll start with a couple questions that the Member that is not here today sent me in advance.

But the discussions regarding federal budget cuts, how do you anticipate these changes impacting the nation project?
Kevin Kellogg 19:05
Well, we're very attuned to the federal situation.

And what just happened yesterday? Was that the A long sought set of requirements or or set of measures to tax credits?
Were approved, at least in the house, and these include.

A large expansion of the 9%.

Tax credit.

And a reduction of what's called the 50% rule, which would requires that your bonds have to be 50% of the total cost of your project.

That number was reduced to 25%, which just dramatically literally doubled the amount of 4% tax credits that we have now in the marketplace.

So now tax repricing will go down a little bit probably.

But what we're really seeing in California?
Where tax credits are, you know, very oversubscribed the entire West Coast is completely oversubscribed on 4% tax credits and even nines.

And this is going to open up a huge cash flow now on the other hand, we see discussions.

We haven't seen any action on this, but we do see discussions of vouchers and staff positions and whole departments and programs of HUD being eliminated.

Up to, you know, nearly half of Hud's budget, so.

This is exactly what happened in 2017, 2018, and in fact, Hud's budget was actually increased.
77 Under the current administration's first term.

And so we just don't really know what to make of this as far as the potential vouchers or programmatic issues associated with this, but.

We feel pretty solid that the RAD and section 18 programs and the current vouchers that are in everybody's control will not be eliminated.

And so we're proceeding as if we are working in the same world that we have been for the last few years.

Since most of these programs were put in place, and so we do anticipate there being a lot of turbulence and we're going to have to be very flexible and attuned to that and we subscribe to multiple.

Channels of information from Washington. We do have our lobbyists on contract in DC that are very tuned into HUD and what's going on with HUD and the adjacent agencies.

So we feel like we do have a good window into what's happening and some of it's fantastic and other of it is a little bit.

Concerning, but we're going to wait and see what really happens in order to really, you know, work with facts that are real when they happen.

Does anybody else want to jump in and say anything please? Iman Novin 22:20
I would just add that we've as an industry, we've dealt with this uncertainty before when we developed, many agencies went away.

We're a creative bunch.

Our first phase, which 100 units is the priority.

Is, you know, does rely on the replacement vouchers and so, so long as those are there our financing, it works with state funding sources.

So tax credits and would not be impacted by.

Other HUD programs.

In terms of other phases that may be less defined in terms of its particular capital stack, you know I would just add that this is a long term project and we would take a long term view.

And.

As Kevin mentioned, work with the Faa's as they develop.

There are a number of other programs out there, like state programs.

We have the home key program, $3 billion. Everyone thought was gonna. 78 Go away. It got reappropriated once Prop 1 passed.

We are working as one of the first developers to do a new construction home key project.

We're working with HCD to help change their regs to make that source more user friendly for new construction projects.

So I feel like California is like the 5th largest economy in the world.

We will be able to continue to do deals.

In spite of federal cuts.

But again.

And like if if all the vouchers go away, that's it is a challenge, you know. But we're not seeing that as necessarily what's happening.

Kevin Kellogg 23:59
Yeah, I mean, the last piece I wanna add is that the debt markets have been, well, a little higher than we've been used to.

Very stable, even considering the tremendous amount of turbulence that we've seen in the global economy in the last three months.

The 10 year Treasury, which indexes most of our borrowing funds, has amazingly stable, so I don't think right now we're we're cautious, but we're not anticipating a huge spike in interest rates.

Anytime soon. So.

We are like the Federal Reserve in a wait and see mode that will we remain flexible and alert as to what's going on in federal government.
[REDACTED], 24:45
Perfect. Thank you very much.

And then the second question from the committee member, that's not here is how would you address potential NIMBY ISM from the surrounding neighbors? Kevin Kellogg 24:58
Vicky, would you like to take that?
Nikki Beasley 25:01
I think this is going to require.

Community.
79 I don't want to overuse the word 'cause. It's used all the time.

Collaboration, but coordination.

I think that from our preview.

The immediate community understands the asset of Niestrom and are all very interested to see this project move forward.

So what we know to be traditional nimb yism I don't see that to be a major issue.

Those that would possibly be concerned, I don't think, are a part of the immediate community and I think those that have been displaced and or considered niestrom home will be able to advocate for themselves, to validate why this project needs to move forward and that will be our.

Role to be able to coordinate.

Listen here.

So that people really understand this is a high value opportunity for community.

To eliminate any major concern.

Iman Novin 26:06
And I'm a I'm a past SFEND board member.
[REDACTED], 26:06
[REDACTED],.

Iman Novin 26:09
So we'll call all of our EMB friends to show up and provide an alternative perspective as well.
[REDACTED], 26:19
Alright, [REDACTED], [REDACTED],
You guys have any questions?
[REDACTED], 26:24
I was hoping you can give a little bit more detail on the relocation process.

Kevin Kellogg 26:30
Sure.

So.
80 There's kind of there's two questions associated with that that were put forward.

Would it be OK if I just answered them both at the same time? And it is.

I want to be thorough, so it might take a minute or so to spin this out, that OK with everybody.

Relocation is specialty for us.

We take it very seriously, but according to the way the questions were initially asked, which was.

How?
How would you deal with right to return?
And how would we ensure the 100 unit get replaced?
And then I can talk about the relocation plan.

So our first phase block A is we're proposing 100 new units funded with tax credits and our assumption is this would be compatible with section 18 RAD requirements.

We're anticipating that this would include.

One to one replacement of all units for the current program, which we saw in the HUD pick is 27 one bedrooms, 56 two bedrooms and 17 three bedroom units.

We'll we'll survey and inspect every unit, review the rent rolls, income certs and each residence lease of payment. Go through the our obligations of general information notices, resident information notices.

And.

Whole gatherings to inform the residents of the right to return the scope of the project and the timeline.

Gorman and.

Neighborhood housing services will work very closely together with us, primarily minding the legal federal requirements and the whole basket of acts and laws that we need to comply with in order to do this properly.

And and that is the kind of.

You know, how does it make it easy?
For us or for the residents?
So Nikki and her organization will be working closely with the site managers coordinators on the human side so that all the residents are well informed and and can have someone to talk to no matter what.

They there is a lot of fear and stress and understanding.

You're gonna have to move, even if it's down the road.
81 And have to watch your homes demolished and so forth while you're waiting. And so while Gorman will provide.

The the legal requirements.

Then.

Yeah, I'll let Nikki.

Nikki Beasley 29:17
And I think what's going to be most important is to keep track of individuals that are being relocated because what we have found is because of the length and time of projects, people, you know, move on with their lives.

So our goal and mission is to make sure that we don't lose track of individuals by being very diligent of making sure that address changes, phone numbers, changes that we stay in contact so that they do understand.

That if they want to come back, there will be.

Be a place for them.

So I just wanted to insert it basically a front end and back end of how to get people.

Relocated while the work is happening, but I think it's absolutely critical that there's a lot of time of attention of staying engaged with individuals so that they do know that there is a home waiting for them upon the completion of the project.

Kevin Kellogg 30:11
Yeah, great.

Thank you, Nikki. That the just on the relocation itself, you know we'll prepare a relocation plan and everyone will be involved with that.

And this will provide fair and equitable treatment of all residents relocated from their current units to new units in the proposed phase one development and for us, the goal is to put forth a program that will minimize the greatest extent feasible hardships of residents displaced and temporarily re.

All current residents and newest village will complete a resident family needs assessment by the relocation specialist so that residents receive the required support during.

And after relocation.

As Nikki said, they'll provide services to the residents, participate in resident relocation meetings, partner with the relocation agent to provide necessary information regarding residence and to assist with seamless relocation. 82 So our relocation team will work with individual households during the moving phase.

They'll get the movers.

They'll help manage all the moves since it is moving in a very short distance.

It it it all can happen pretty quickly.

We envision that there will be a few temporary relocations off of block A, so at once construction starts.

Into temporary units and block BC or D and hope during our surveys will determine how possible that is. If there are some. We saw some units needed rehab.

We don't know whether we can do some quick rehabs to be able to get people in.

But that that's all.

What we'll be solving right at the very beginning of the project.

So you know the community has been anticipating this project for some time and we'll from the very beginning work.

To create open communication and build trust, and we've had a lot of experience doing this and and over the years.

You know, empathy has really come to the fore on these projects and really understanding how emotional and stressful it is for the residents.

So while we kind of in the background are compliant.

With like five or six federal acts, what's really important to us is the the results for the folks that are living here.
[REDACTED], 32:43
Thank you.

That's all I have right now.
[REDACTED], 32:48
Do you have any questions?
[REDACTED], 32:48
Good afternoon.

I do. Good afternoon.

Thank you for the presentation.

All right.

Wanted to know about your plan for the three to five preserved units? 83 What are your thoughts around that?
And then also what are your thoughts around on site supportive services? Kevin Kellogg 33:09
Those are two questions.

And Iman, you want to handle the supportive services and then hand it off to Stefan to talk about the.

Historic units.

Iman Novin 33:24
Yeah, maybe we want to pull up the site plan again to look at that block A with the three to five units.

In terms of in terms of supportive services.

We are very much committed to to supportive services for the for the project.

There are, you know, having set asides for formerly unhoused individuals and families is one way to achieve that.

And those can be funded through a combination of sources. We are working with about services.

As our uh preferred service provider, they are the largest service provider in the Bay Area.

Umm, we're working with them now in Richmond on 100% permits, supportive housing, home key project.

And.

They have a lot of experience in PSH funding.

Operating behavioral health.

Also, you know, I personally have a lot of experience.

With permanent supportive housing and.

Special needs housing.

We have projects with set asides for individuals with developmental disabilities as well as.

Bash as well as just a permanent supportive housing for unhoused populations.

Those get funded through a variety of sources like Cal AIM is a new source of we're experienced with and and using.

We're also experienced with MHP.

There's a HCD state program that provides now provides for a coercive, capitalized 84 operating services reserve that allows to help fund some services.

I previously served as the Affordable Housing representative for the Contra Costa County Council on homelessness, and so I'm very well connected with a variety of service agencies and partners that provide these types of support.

Of services in Richmond and in Contra Costa in general. And so if there is, there's a bucket of funding to be had.

I probably know the right person to call to help weave that together and.

Just just as a.

A core tenant of our work, we are really focused on that type of work and it it has become a a priority for the state and.

We see set asides of of.

Supportive housing.

In, in each phase really is, is a, is a, is a, was a win win an opportunity to serve a broader community, but also leverage additional local state sources of.

I'll pass it over to Stefan about the cottages.

Kevin Kellogg 36:20
Great. Thanks.

Opticos Design | California Poppy Parlor 36:26
Oh, sure.

Thanks Kevin, you know.

Want to sort of start with the you know the village as sort of a historic resource and there's pieces of that that are part of this part of Richmond's history.

And so, preserving a suite of these buildings helps to kind of connect to that past.

But there you know.

Thinking about this as a neighborhood where more people have an opportunity to live and there's a really a chance to kind of reorient the way that buildings relate to open space and community space on the site. And so at like a basic level, having the chance to sort.

Of renovate a cluster of these cottages for community use.

Means that they can be sort of.

Opened it up to the neighborhood in a way that today particularly sort of the interface with streets and.

Public spaces in the community.
85 There's room for improvement, so we can think about opening up those spaces on the interior.

Reorienting some of those spaces to particularly Marina Way South and this network of open spaces that we're proposing.

Thing and also provide ADA access.

To those uses and activities to make them part of the.

Community serving services.

And then the last thing I sort of want to just mention about that is that you know, we're envisioning sort of.

A spine of community space.

That runs in the East West connection and is crossed by that great public network along.

Marina Bay South with the Richmond Wellness Trail.

And so we want to make sure that this cluster.

Is becomes sort of a key part of that network.

Particularly because it will connect beyond the site to MLK Park Eastern Elementary.

Places where the neighborhood has a chance to come in to the site. This would become sort of we see it as sort of an important gathering space, both for the residents but also for the greater community and neighborhood. [REDACTED], 39:15
Thank you for that. And just going off of that a little bit. So can you all speak to your plan for community centers or maybe the 3:00 to 5:00 will be used for as you as you shared community space in various ways, but I can't tell from the.

Image right now, if there is other buildings that will serve as actual like communities gathering spaces outside of the outdoor.

The outdoor courtyard areas and I ask that.

Because the city is also.

Wanting to rebuild the MLK Community Center, which is really close by and it could be up to 20 to 30,000 square feet of new Community Center space.

So just thinking wanting to know what your plans are right now? In consideration of a brand new Community Center.

Kevin Kellogg 40:08
86 Yeah. Let me get give a little overview of this and then we can.

The rest of my team can also type in in detail, so we're we we believe in the concept of the village. That's not just housing. And we do know there are offsite projects that might want to relocate onto the east from properties or that there's some partnership we.

That we can develop to develop on off these sites.

The Community Center, definitely.

Is I guess I would say they're all very welcome.

The the commercial.

Concepts like grocery store or or what have you.

Those have an economic feasibility function.

And and so would all the public areas.

So to the extent that we can provide expertise.

And a way to fit this in economically, architecturally and socially into the project.

We will look at all of these, no matter what it is.

It's identified by the community in our projects. We will look at it and if it's if the will is there and we will do everything we can to find the finances and so forth.

And so maybe Nikki and Iman and Stephanie.

Can say a little bit about your unique perspectives on this as well.

Nikki Beasley 41:41
Well, one of the things that came up for us when we were in front of Council and Council definitely had an interest to figure out how we could create some amenities and I think our team was very open to figure out how we could do this in Coll.

So as you know, Pogo Park, who has been a long time community partner, we've engaged with them to see if there's ways that we can cross collaborate some of the work that they're doing.

I would say that.

The.

Mlk Center is going to be instrumental because we also understand the vested value that that brings to community.

So I think from our perspective, Richmond neighborhood housing services is to make sure that Nystrom is a gathering hub for community because of where it's located and that it basically creates, you know different.

Access points to other parts of the community.
87 So I would say I'm in agreement with Kevin that the objective is to look at this as a holistic opportunity and make it more than just housing so that the full Community can take benefit.
[REDACTED], 42:56
Thank you so much.

My final question is, can someone just remind me of the parking plan? For the site.

Kevin Kellogg 43:05
Yeah, I mean the parking.
[REDACTED], 43:05
Is it like underground parking or?
Kevin Kellogg 43:10
We're anticipating that most of the parking will be surface parking. [REDACTED], 43:16
OK.

Kevin Kellogg 43:16
And we will ask for one parking space per unit.
[REDACTED], 43:22
OK.

Kevin Kellogg 43:23
Which?
You know, under the state law, there's a lot of flexibility here, but we have found in sites like this one space per unit, especially in public housing, is pretty good. [REDACTED], 43:37
Mm hmm.
88 Kevin Kellogg 43:38
We have a lot of block frontage.

As well, these are very long big blocks. We almost have like a set of four blocks. We kinda have like 8 blocks.
[REDACTED], 43:42
Mm hmm.

Kevin Kellogg 43:48
And all that perimeter does provide a lot of other guest parking and so forth that can contribute as well.

And Stefan, do you want to weigh in on the parking?
Opticos Design | California Poppy Parlor 44:01
Yeah, I'll just say that.

You know.

There's capacity here, just given the general plan to add a lot of units.

So there's a future neighborhood that goes beyond that first phase that could be, you know, there could be over 400 homes.

In this in this in this neighborhood.

But thinking about the scale of the project, that might be sort of three to four storeys in the middle.

And two to three stories at the edges.

That is a scale that is not going to require.

A lot of parking infrastructure. And so to Kevin's point, we can park on the surface, we can park in a tub cutter configuration, which might be, you know, this housing above a residential garage on the ground floor.

But that also just brings a lot of opportunities to make a space.

That's sort of oriented to streets and sidewalks.

Makes it easy for residents to get in and out on not only their vehicle, but on foot or by bike to really sort of take advantage of just how many great destinations are going to be really close by and convenient.

To.

Serve all modes of travel.
89 So we want to make sure that we sort of are keeping that in mind.

Particularly as we sort of move forward with kind of the longer term design for the site.
[REDACTED], 45:38
Thank you.

Those are my questions, [REDACTED],.
[REDACTED], 45:42
Perfect. I'll ask a couple more because I know these have come up in the past as well, but.

Green building strategies essentially switching the area to electric solar inclusion.

EV Chargers for residents, for for electric vehicles that are coming.

Do you guys have experience with that or essentially doing full electrification of buildings?
Kevin Kellogg 46:09
Let me kick this off just really quick and then I'll, I'd like Amand to go into the details.

Iman Novin 46:09
Yeah.

Kevin Kellogg 46:15
But Gorman, we have right now 1500 net 0 units between Portland and and the Colorado market where our residents are benefiting from solar as well as.

As well as the House loads.

So we do believe in this.

As well.

And we know how to do it. So. And do you wanna share some of your unique experience with this cause? You've got a really good perspective on all of the things that [REDACTED], just mentioned.

Iman Novin 46:48
Yeah, you know, we we help do actually one of the first ever when I was a pilot phase lead for neighborhood development projects when I was working on the MacArthur 90 Transit Village project and.

I think this would be a really good candidate for any of the neighborhood development process. We're committed to lead and or build it green equivalent. For this. We're 100% committed to all electric.

Buildings of no natural gas.

Having solar?
We're working with Regrid right now on free solar for our other Richmond project.

Umm. And do believe in having that solar not just for the common areas, but to help offset the resident utility costs. And so as a team we we collectively have a very strong focus on sustainability as one of the bottom lines and you know would ensure that that.

Happens.

Kevin Kellogg 47:52
Yeah, [REDACTED],, if I can just add on to this, it's OK.

Energy is just one part of our sustainable building strategy, though. You know, we really support the idea of healthy families. So indoor air quality and.

And then design.

The spaces that Opticose has laid out really demonstrate how we're presenting really friendly building.

That support neighborhood life, St. life and and active neighborhood. There's also spaces that are very secure and safe inside for smaller children and so forth.

So that folks have a natural sense of security in their in their homes so.

The.

The the sustainability is just a part of larger obsession that we have about design and detailing these projects out so that they really.

Not only look great, but function very well for the families who live here. [REDACTED], 49:02
Great. Thank you.

And then one more question, 'cause, I know this has come up in the past as well.

Units for formally or currently in house persons, do you guys have any plans regarding that or any anything regarding that?
91 Kevin Kellogg 49:20
Come on. That's that's you.

Iman Novin 49:22
Absolutely. So as mentioned previously, we are contending to be committed to having set asides of units for formally on house individuals and families.

And as a team have a lot of collective experience in serving.

That population and the financing required to support that, it really comes down to.

Having sufficient operating subsidy.

And having right size services, budgets and working with the right service providers to ensure that permanent supportive housing is successful, we are a very big belief.

Mixed income housing as a way to increase housing to a broad spectrum and.

Given the scale of this project, feel that like scattering PSH units throughout each phase or a couple phases is a really good approach. It it helps.

To address the need but also create sort of mixed income neighborhoods that have a broad spectrum so that that's something we're absolutely committed to nearly all of the our projects have some form of set aside for PSH or a special needs populations.

Kevin Kellogg 50:45
Nikki, do you wanna add some from the services side?
Of your perspective of how you would what you would bring to this.

Nikki Beasley 50:53
Yes, because we have some lived experiences with our own work of being property managers, landlords and understanding the different levels of needs as well as advocating for a number of Richmond residents who have not been cared for well through property management and service.

So this will definitely be a high focus areas of ours of being able to help select determine the type of services that are going to be needed for the residents.

So that we can adequately find the right, you know, support to make sure that individuals are getting serviced in because our belief is that you just can't throw units at the housing issue. People need to be serviced where they are.

So we definitely will be working very closely in this.

In this area of focus.
92 Kevin Kellogg 51:50
Thanks.

Iman Novin 51:50
One thing that's really beautiful about this mix of units and affordability is that it gives it allows us to meet people where they're at. And you know, if you're at risk of homeless or experiencing homelessness, we have units for you. If you're you become employed and start to.

To stabilize and there's units in the missing middle in our in our mix and we also.

Have a commitment to looking at on the fourth phase.

Townhomes for first time home buyers, so if you've saved up and you're now ready to move into home ownership, so it really allows you know to, you know, serve folks wherever they are and it gives opportunities for upward mobility and and wealth generation and home ownership as well.

So I think that's a key tenant of our mix that that.

Is important.

That'll be maintained.
[REDACTED], 52:51
Great. [REDACTED], or [REDACTED],? Do you have any additional questions? [REDACTED], 52:56
I do not thank you.
[REDACTED], 52:58
Nor do I.
[REDACTED], 53:00
Perfect.

I know one of our Members isn't here today, but if he has any questions after reviewing the presentation over the holiday weekend, I will send him off to you guys and hopefully we can get them answered.

But thank you very much.

I was glad we could do this again.
93 Iman Novin 53:18
Thank you so much for your time. Really appreciate the opportunity.

Opticos Design | California Poppy Parlor 53:22
Thanks Li everybody.

Kevin Kellogg 53:22
Thank you everyone.
[REDACTED], 53:24
Thank you everyone. Have a good evening.
[REDACTED], stopped transcription
94 Transcript
May 22, 2025, 4:34PM
Dixie Baus 0:00
morning.

Kate Conley, Architects FORA 0:00
Don, I think you're set to kick us off.

Carol Corr 0:00
Hello.
[email protected] 0:06
OK.

Well, good morning, everyone.

I'm had been in traffic and I'm not stable but.

It's as exciting to be able to to, you know, have an opportunity to work in the Nieestrim community.

You know, I've been affiliated with with.

South Richmond for quite a while even worked with I was the executive director of Neighborhood Housing Services.

That used to be in that area and been there long enough to.

Remember the first start of the nerve program in that area where we went through a number of renditions and working with the community to come up with different ideas on what we needed to do.

And this group that we're working with now, we've worked with Eden House on a number of different projects that we collaborated on.

In throughout the Richmond and North Richmond communities and so.

We just want to reemphasize that you know our organizations CCC locally is, you know, really.

A community driven organization.

And so we.

We really interact on a larger scale.
95 It's not just projects to us, it's community to us.

And so we focus not only just on our specific projects, but on the whole Community's goals and plans of what it wants, what it needs to do to improve the Community as a whole.

And and that's why we call CCC is called Comprehensive Community Development Corporation.

So we have several different types of programs that we do, including.

Home ownership. We have some programs that are statewide, which is.

We received a $200 million grant from the state to operate a statewide program that works with underserved communities to have access to clean car vehicles.

Not to mention the work that we've been doing in North Richmond, going beyond just housing, but having commercial and health care associated with our developments.

So anyway, thank you.

And then I'm gonna.

Turn her back over to the next presenter for us.

Dixie Baus 2:42
Joanna and Carol.

Would like to introduce yourself.

Joanna Griffith 2:49
Sure, Joanna Griffith, assistant director of real estate development.

Been with Chdc for over 30 years.

I'm a long time Richmond resident.

Actually I've been.

In South Richmond for over 50 years, so I've seen the growth not just in South Richmond or North Richmond, but within the city as a whole. You know, growing up and going to school.

And Richmond.

So I will turn it over to Carol.

Carol Corr 3:24
Good morning.

I'm Gerald Corma, project manager for chtc. I've been with chcc this time around for 96 almost a year and my prior life architect worked for Kaiser Permanente as a healthcare architect and 30 years ago, just as Joanna was coming to Chdc, I was leaving. So this is my second.

Time around I I love this organization.

And work that we do.

And with that, I will turn it to Dixie Eden.

Dixie Baus 3:58
Hi, good morning, everyone.

I'm Dixie Luribaus, director of real estate development for Eaton Housing.

Eaton Housing is a 57 year old nonprofit affordable housing developer, owner, property manager and registered resident service provider in Hayward.

And we're also a very long time partner of CHDC and a wonderful organization and many collaborations we've done over the years.

So we're very, very happy.

To be here.

Thank you for the opportunity to present again.

To you, and I'd like to turn it over to fora who will introduce themselves and then dive right into the presentation.

Kate Conley, Architects FORA 4:34
Yeah. Sounds like it's in buildings.

Thanks Dixie.

I am Kate Conley.

I am a principal at architects for a we are a 100% women owned firm specializing in the design of multifamily affordable housing. We have over 2700 homes in our portfolio that we've built in the Bay Area and beyond, and our practice has an over. 40 year Legacy in the Bay Area.

So we maintain really deep commitments to equity, sustainability and advocacy in this community.

To touch on some of the details of this housing development that we're proposing for you today, these homes are for families.

It's our intent to begin the phases with replacing 100 existing public housing homes and to do this, we're providing 111 more new dwellings in a mix of 1-2 and three bedroom units, plus an on site managers unit that is with 80 parking SP. 97 In an efficient garage for about an 89% parking.

Ratio, we're installing EV charging stations and spacious secured bike facilities and our landscape design features low water, drought tolerant planting and the new building will also have a solar ready infrastructure. The on site amenities that will support these future residents include a resident resource networking center, an out.

Play area for younger children and a technology suite as well as exercise facilities.

A community meeting space and of course, outdoor gardening to promote healthy.

Living something that was really important to the Chdc team as well. So we love to support healthy living where we can.

In terms of contacts, we always like to start by acknowledging the historic, contemporary and Community context of the land on which this project site is located.

This land was and continues to be of significance to the Aloni tribe and of course, Richmond was a hub of shipyard and automotive manufacturing industry activity as well.

These industries attracted workers.

Is making the city a destination during the Great Migration and into World War 2.

The contemporary context also include the natural beauty and abundance of Richmond's Redwood trees, waterways, and of course, the San Francisco Bay, as well as the human made heritage of CDC's significant portfolio of housing developments in the city.

This site also sits on a demographic inflection point between predominantly white, black, and Hispanic population centers.

And we would of course be remiss to present a design that didn't reflect.

The spirit and vibrancy of this mix of cultures as well, Joanna.

Joanna Griffith 7:11
So our primary goal with our.

Tenant relocation is we wanna minimize the disruption to the residents of Nashville village as much as possible.

We will be bringing on a relocation consultant and we will schedule several meetings with the tenant in the relocation consultant, just so tended to understand what the relocation process will be.

So we'll start with a few meetings early on and then future meetings.

In the future.
98 Our plan features direct interaction with the residents.

We want to first address phasing of the renovation of the existing units.

With an analysis of current occupancy.

The combined.

High number of vacant units and blocks.

AB and C we've calculated with the help of the Richmond Housing Authority as being 22 because we would like to relocate tenants on site as much as possible.

So we will be looking to use those units as.

Temporary hotel units.

At the time of creating our proposal for Block D.

D Our proposal Block D had the fewest occupied units and seemed like a natural place to start.

The redevelopment since.

We'll only be able to develop one block at a time, so we figured we would start with Block D.

This would allow us to relocate all residents without the use of any external relocation.

Which you know.

When you move in, people too far away from.

Their primary residence, it it can be a.

Disruptive.

Next slide please.

Prior to the redevelopment of Block D, tenants of the 15 occupied Block D units would be relocated to the vacant units in blocks AB and C.

Once we vacated and relocated all of the tenants out of Block D.

Development of the new construction.

Can proceed while this request for proposals included this block. 1st we would propose the future redevelopment of blocks AB and C as well to proceed in later phases in a similar manner.

Kate Conley, Architects FORA 10:01
Thanks for yeah, thanks for walking us through the relocation plan, Joanna.

Joanna Griffith 10:01
Back to UK.
99 Kate Conley, Architects FORA 10:05
I'm gonna talk about what's going there instead.

So our fit study for Block D focused on rightsizing the number of units on the site, while debulking the mass of the building toward the site edges. So the center volume is a four Storey building in the middle of the site that steps down to three storeys toward.
15th St. and 16th Streets.

The two smaller flanking buildings along Florida Ave. and Main Ave. are also three Storey flats just to break the mass of this larger building.

Down to the scale of the surrounding residential context.

And then in this view from Eastern Village Block C, you can see the step down areas as well.

If you wouldn't mind switching to the next slide, Dixie, the total new building area between the three buildings is just shy of 160,000 square feet.

And you can see the the density is 52 dwelling units per acre.

If we go to the next slide, the ground floor of the new building.

Will feature some ground level dwelling units, which we find are often preferred by residents with mobility impairments.

There's also an 80 space parking garage and some common areas on the ground floor, including the community meeting room.

The remainder of the dwelling units are on the upper floors with some smaller support spaces, shown here in pink throughout the buildings.

And lastly, a key part of our proposal and the way we practice design with all of our nonprofit developer partners. If you want to go to the next slide, Dixie.

Is with the robust community engagement process.

Joanna touched on this a little bit with her comments about having a relocation consultant and lots of meetings with the residents to walk them through this process in a really thoughtful and intentional way. We understand that this Community has endured multiple iterations of design solutions for knee STR.

Village. We are not the team. The first team to talk about this project.

And so our community engagement plan will be carefully crafted to gather that hyper local.

Local knowledge and understand the shared community values about this property and about this neighborhood from the current residents and from community 100
members. While of course balancing a concern about engagement fatigue from a community that has already contributed so much. So we employ A5 part community engagement process.

That utilizes research listening sessions design, Co creation with the Community accountability share US and design and construction updates to bring our work in alignment.

With community members and current residents throughout the entire development process.

Don, I don't know if you want to close us off, but that's the the end of our formal presentation.
[email protected] 12:51
Yeah. So.

Happy again to be able to present to you and looking forward to, you know, working in, in, in South Richmond, again in this beautiful project that we're putting together and look forward and and welcome your questions starting now. Thank you. [REDACTED], 13:14
[REDACTED], do you guys have any questions?
And if you don't, I have a couple questions from one of our selection committee members that it looks like weren't answered during the presentation. [REDACTED], 13:25
I do not at the moment.
[REDACTED], 13:26
OK.
[REDACTED], 13:28
I will.

I do, but I will wait for those two questions.
[REDACTED], 13:31
Sure. So I'll go first.

His first question was with recent discussions regarding budget cuts. 101
How do you impact these changes impact or how do you anticipate these changes impacting the NEWSTROM project?
Dixie Baus 13:49
Joanna, would you like me to take that or?
Joanna Griffith 13:54
Yeah, go for it.

Dixie Baus 13:54
Don. OK, well.

There's no.

There's no secret that it's a little bit unpredictable right now.

And and it the financing environment is is extremely unpredictable in so many different levels.

The.

We do see some impact on our existing projects that are in closing right now.

The the good news is, is that this team, this collective team, has worked together for so long.

That we are able to absorb and mitigate some of those rapid changes that happened during the bidding process.

I can.

I can tell you that when we underwrite a project.

We look at it collectively, not as if we're building today, but what could things look like in the next three to five years.

Which makes it Uber tricky, because honestly, the next 5 to 10 minutes is a little bit uncertain at times.

So we understand and recognize the challenges that are out there right now and what we will do is remain as nimble as this team has been in the past.

But also very transparent and honest with you all about the challenges and the nuances that we're seeing out there.

So that as a team, we can collectively talk about the challenges and how we overcome them together.
[REDACTED], 15:32
102
Perfect. And then their second question is how do you?
How do you address potential nimb yism concerns from existing residents and from people located around the neighborhood?
Kate Conley, Architects FORA 15:48
Do you want to take the Sunday?
Do you want to take it, John?
Dixie Baus 15:51
At Joanne Hardaway.

Joanna Griffith 15:51
Sure.

Kate Conley, Architects FORA 15:53
Please.

Joanna Griffith 15:54
So so again, I'm a long time Richmond resident.

Chdc is a community based development organization located in North Richmond and we have close ties to pretty much all the communities within Richmond.

We've attended previous Community, well, partnered and participated in previous.

Outreaches efforts.

To the Nestrum village community.

And so, you know, in our approach to community, working with the Community, we we listen and and we take into account what the, what the Community says they want to see within their neighborhoods.

And you know, although sometimes we can't address every wish because sometimes those wish lists are big, expensive and long.

We do work with them to come to a compromise that that everyone can live with.

Yeah, Chdc has been beat up a number of times in in Community meetings, but we have tough skin and and you know at the end of the day, we want to be a good neighbor and a partner to any community that we work in.

Donald Gilmore 17:20
103
Yeah, we work with the, you know, neighborhood councils and we have in, in instances we have more specific town hall meetings to go over and just talk through any issues.

We haven't had that problem in Richmond. You know, we've and I think it's because our our community engagement in how we outline the benefits of what we're doing in the Community and how that is actually improving the community.

And allowing access to folks who haven't been able to, you know, have decent homes or the opportunity to even just stay in, you know, the South Richmond area in Richmond in general, so.

That's what we look to, to work through and at the same time, you know, extending the different services exposure to services that they might not have had before.

Joanna Griffith 18:17
And the other thing we don't we try.

We don't over promise and over commit.

You know, if we can't do something, you know, we want to be up front with, with the community as well as our stakeholders.
[REDACTED], 18:33
Perfect.
[REDACTED],, whenever you're setting could go ahead.
[REDACTED], 18:38
And thank you all for the presentation.

So I have right now two questions.

The first one is with regards to the relocation.

I saw that.

You all would use the vacant units and the other blocks to temporarily house people from Block D.

How are you going to?
Address the units that need renovation in those.

Vacant for those vacant units because my understanding is some might be vacant for various reasons.

The units might be vacant for various reasons, maybe because there's a lot of work that needs to go into them.
104
Joanna Griffith 19:11
Thank you.
[REDACTED], 19:14
So how do you all plan to work with RHA on making sure those vacant units are ready for someone to move into?
Joanna Griffith 19:23
Yeah, so, so we would work with the Richmond Housing Authority and we would go out with our architects and do an assessment of the units and and identify which ones could be.

Renovated to allow.

Occupancy and and the cost of those renovations would be captured within the overall construction.

Budget. And so those units would be rehabbed first.

In order to allow us to temporarily relocate tenants into those units.

Carol Corr 20:09
And and that's something that cstc does quite often.

We have quite a few.

Units that we have, our buildings that we have renovated, you know, go through the whole assessment process bringing a whole team of experienced architects to and and engineers to look at what we need, whether it's just you know, room layouts but also the electrical, plumbing, things like that.

HVAC.

So we we make sure that we are.

We have experience to do that.

We know how to get that mobilized and move forward.
[REDACTED], 20:45
Thank you.

And just curious, is there a backup plan if you couldn't get the number of units that you wanted to or didn't pencil out on site, what's the backup plan if you needed to move people somewhere else? What would that look like?
105
Joanna Griffith 20:59
Sure. So that at that point we work with our relocation consultant and part of their contract is to not only work with us, to relocate people on site, but if there's a need for off site relocation.

Our relocation consultant.

Would be tasked to identify.

Units and we.

Try to keep keep it as close to their primary residence as we can.

That's not always possible, but but that's that's our goal too, you know, because we understand families.

You know, they have their children in school and the schools are are near their primary residence.

Some of them work close to home and so you know as we.

Stated in our presentation, we want to make we we try not to.

To disrupt the the tenants lives too much.

Donald Gilmore 22:04
Yeah. And it's and we're flexible too, like they might want to stay with, you know, their mom or other family members. And we provide, you know, resources to those family members that are doing that as well.

So we we try to adapt to what's best for the individual as much as we can. [REDACTED], 22:26
Thank you.

And then on your in your presentation, you had the slide where it showed the support spaces in pink.

Can you speak more about what you're providing in those support spaces? And then I wanted to understand more about what other supportive services.

Are envisioned for the site.

Dixie Baus 22:54
You need me to bring that slide back up or can you speak to those? Kate Conley, Architects FORA 22:58
106
I have this.

I have this video notes, yeah.

So in terms of on site resources for residents, we have a resident resource networking center that's planned as well as a technology suite where folks can come and use computers.

We also tend to combine that with a library space, especially in family developments, tends to just sort of become a tech lounge.

We call it and then of course, the Community gathering space, the Community room, and we like to locate all of these features on the ground floor as much as possible.

A so that it's not just, you know, a blank parking garage facade along those St. frontages, but also to really activate that street frontage and have eyes on the street.

So it's kind of this mutually beneficial interaction between the streetscapes and the building itself.

Dixie Baus 23:45
In terms of the.

Kate Conley, Architects FORA 23:45
And I'm sorry the second part of your question, it was the on site services, Dixie.

Yeah, go for it.

Dixie Baus 23:49
Yeah. In terms of the on site services, Chdc and Eden as a team, both recognize that in.

Bringing additional resources to our families helps them in so many different ways in terms of their educational outcomes, their future employment outcomes, the children's development or interest in STEM programs.

With sciences and arts and technology, all of that comes from our vast experience in really understanding what our residents want, what will help them in the best case possible, but also not duplicating efforts that are already in the Community. And Joanna can certainly speak to services that they.

Also bring to the sites just being chdc in the neighborhood.

Donald Gilmore 24:50
Yeah. We have a number of services in that.
107
Joanna Griffith 24:51
Yes. Yeah, I was gonna say that.

Donald Gilmore 24:53
We do. Yeah, with our. You know, we have clean cars for all drive that we do statewide. We had a $200 million grant that we have been awarded through the state to implement.

Joanna Griffith 24:55
Go ahead.

Donald Gilmore 25:07
An underserved communities that don't have access to those type of vehicles with down payment assistance and and non predatory lending.

We have our financial capabilities that we bring to the table for folks to.

You know, learn those financial skills and then, you know, there's graduation process from Renner to ownership.

We have those down payment assistance programs as well as some affordable creative financing.

So I mean cscc is comprehensive.

We were bringing all those resources to the Community and there's there's a lot more that we do. Small business lending not too long ago we took over the city's EDA program.

And we started.

Lending to folks in the community.

So entrepreneurship, you know, we have springboards to folks to have access to capital as well.

So we're, like I said, we're excited to bring this kind of stuff to the community, although it's in North Richmond, we do outreach, but it's nothing like having a presence in the local community, which we will be having.

Joanna Griffith 26:13
And I just wanna add you know.

And and crafting our services.
108
Will also.

Get input from the community to see what type of services they would like to see in the community.

Carol Corr 26:28
And I just want to add to that, you know, for some of our residents in our other properties, our, our, our housing, you know sometimes we need to work with DHAVHHP or no place like home and IDD programs.

So we have a wide range.

You know, we have people who have been formerly homeless or at risk of homeless all the way to what Don was talking about getting people ready and.

On their on their way to become homeless.
[REDACTED], 27:03
Thank you.

You mentioned not wanting to like duplicate services in in spaces. If you, I don't know if you all are aware, but the Martin Luther King Junior Center in the area was torn down many years ago, and we still have a commitment to the Community to rebuild it it.

Really important and many years ago.

It was discussed that.

Instead of having.

A large kind of Community Center space at the, you know, let me let me shift time asking this question.

What are your thoughts or what are your plans for community space on site? Like a Community Center or some sort of space on site? And how would you want to work with the city on figuring out if there's a possibility for shared space with the new MLK commun?
Center, which we really do plan to build.

Just what are your thoughts around not having?
You know the same large community space on in the Eastern Village site, knowing that a Community Center is coming up.

Are there any?
Thoughts around that?
How can we work together?
109
What are your plans for Community Center space on site? Anything like that?
Dixie Baus 28:22
I think this is the I'll start and then I know Joanna has a deep, deep vision as well as dawn on this, but on the subsequent blocks there is such a tremendous opportunity.

To preserve a few of the existing structures, not only just to pay.

You know, respect to what has been in the neighborhood for so many years, but also to adaptively reuse those spaces to create that Community Center that you're talking about on site within the the heart of this new redevelop neighborhood.

So we would hope to identify.

Which is the most optimal phase in the next iteration of the block? Bucks to have that Community Center created with the city, with the Housing Authority to bring it to the neighbors in the neighborhood as soon as possible.

Joanne, I know you had some other visions as well.

Joanna Griffith 29:31
Well, I just wanna say, you know, I've been in the the community for over 50 years, so I remember Martin Luther King Center. Summers get the free lunch programs that the summer program, the after school programs. And those are some of the services that we, you know offer.

At some of our at most of our family buildings right now.

The family buildings that we have now, we offer those same.

Similar programs.

Probably not on the scale of the the former Martin Luther King.

Community Center, but.

Yeah, I think it would be good for us to to work with the city and see how we could work with the city to enhance the programs that they're planning for the the newly developed Martin Luther King Center.

So yeah, I would you know.

I'm I'm happy all inside at the opportunity to be able to be a part of that because that's, you know, I grew up there and I remember actually my sister used to be a counselor there for the the summer programs so, so very familiar with the Martin, the.
110
Former Martin Luther King, Center and looking forward to being working with the city on the on the newly constructed building.

Donald Gilmore 30:59
Yeah, I can remember playing basketball there long time ago.

Joanna Griffith 31:04
Thanks.

Donald Gilmore 31:04
When it was there, but you know, it's ironic that you that you mentioned this because we're in our proposal that we did in the North Richmond unincorporated area for the Los Deltas site that went away. One of the things we did we we looked at the studies that.

Were done.

And what the people were asking, what they needed and and that.

Was, you know, a very comprehensive Community Center that offered the opportunity to.

Expose to different things that they weren't getting there by not having these programs or these opportunities to to to participate.

That you don't have access to because you're not there.

You're not.

It's not right there in your community.

I know we got pal and some other things there, but it's nothing like having a a real functioning.

Community Center right there in your backyard.

And so we, I appreciate what we're trying to do and and we are in lockstep with whatever we can do to help make that happen.
[REDACTED], 32:13
Thank you.

That concludes my questions.
[REDACTED], 32:17
[REDACTED],, do you have any questions?
111
[REDACTED], 32:21
No.
[REDACTED], 32:23
I'm gonna pre emptively ask one 'cause I know it's come up in the past before.

I saw the proposal was for 111 units, one of the main things for the essentially the first phase of the project is for the 100 replacement units for those extra 11 units.

Is there some sort of plan to essentially set aside for formerly in a house or currently in house persons?
Dixie Baus 32:55
Joanna, you wanna take that one?
Joanna Griffith 32:57
Yeah. So so for chtc, you know, we know we can't solve the whole homeless crisis, but.

In all our developments, we designate a portion of the units for the young House, and so I don't see Neston village being any different.

We haven't.

Determined the percentage of the units that will be designated for the.

On house. But to answer your question, Gregory, yes, we are planning to have a portion of those units serve serve unhoused.

Donald Gilmore 33:38
Yeah, I think we've we've done the same thing on the legacy development that is going up right now on Fred Jackson way.

Joanna Griffith 33:46
Yes.
[REDACTED], 33:51
Alright, perfect.

And then same thing.

One more question 'cause I know it's come up in the past before. 112
Potential green building strategies.

Potential to move away from gas and kind of focus on electrification for the building or the potential to have electric car charges on site for people who do currently that they're potentially getting electric cars or solar implementation or other items like that.

Carol Corr 34:22
I'll start with yes, yes, yes and yes.

Kate Conley, Architects FORA 34:24
Yeah.

Dixie Baus 34:24
All right, Carol, you keep going.

Carol, would you like to start with that and I'm feeling.

Carol Corr 34:31
Yeah, we.

Yeah, I mean, we do have solar, solar ready.

We have, especially because we have our transportation program.

We are putting EV chargers in all of our buildings.

Electrification, yes we are.

We have moved away from gas already. All of our buildings that are in either still development or under construction are all electrified with, like I said, with no gas.

And now, yes, maybe Tate, you want to speak a little bit more to that? Kate Conley, Architects FORA 35:04
Sure. Yeah, absolutely.

I would echo that most of this team's new project starts for several years now, have been all electric, and that's that's largely due to most Bay Area cities reach codes leading the way on that and most of our portfolio also features on site renewable energy, typically AP.

System on the rooftop and one of architects for us new projects with Eden is actually pursuing a lead zero net zero energy certification as well.

So we're pushing the envelope in terms of.
113
Affordable housing can be expected to do in terms of giving back to the grid, and I know Dixie Eden has so many green programs. If you want to touch on some of those as well.

Dixie Baus 35:45
Yeah, we do.

We we have an incredible sustainable division that does the analyzation once the building's in in service, right? Because there's always ways to optimize, even ongoing and and learn how you can design better for the next one. So projects that we just finished were already learning.

How to optimize the PV systems that go in?
Because they they tend to be not as efficient as as we want them to be, just from environmental factors that just can't be controlled.

But what we can do is we can take a look at that past and then realize what we can do.

And there's new incentives that come out all the time.

That is a neutral cost to our ongoing projects and so.

We strive and work continuously throughout the life of the project.

To continuously keep that up to date up to state-of-the-art energy goal in mind to reduce our footprint.

Donald Gilmore 36:56
Yeah. And also Carol mentioned the transportation program, which is, you know drive clean and you know we're the administrator of the state's grant program.

So folks are gonna have access to buying affordable clean cars and charging them up there right at their their house.

So we think that's a very good feature.
[REDACTED], 37:24
Perfect. Thank you, [REDACTED],
[REDACTED],, any further questions for me guys?
[REDACTED], 37:36
Thank you guys.
114
[REDACTED], 37:38
I don't either at the moment.

Thank you.
[REDACTED], 37:41
OK, perfect.

Thank you very much and I'm glad we got to do this again.

And if there's any other, Yep.

Joanna Griffith 37:48
Yes.

Donald Gilmore 37:50
Let me let me just can I close with one more thing though I I don't think it should be lost at.
[REDACTED], 37:54
Yep.

Donald Gilmore 37:57
The city of Richmond and some other folks, even in the county.

You guys birthed this organization to be doing what it's doing right now.

It it was.

The whole idea was a collective idea with the community to have.

A community based organization that had capacity to address things in in their own backyard.

And that's who we are today. You guys have helped us build the capacity to now do what what you want us to do comprehensively and lending all our tools to everything in the Community.

So we are grateful for that happening and what has happened with the organization since then.

We just want to make sure we're able to be that partner that that you really plan for.

Your predecessors plan for in thinking ahead of what they would like to have. 115
To have an organization like us in your community and we're very excited about working in our backyard.
[REDACTED], 38:59
Great. So if there's any questions that come up from the selection, can we member that wasn't able to make it?
Dixie Baus 39:00
Oh.
[REDACTED], 39:04
I will shoot them over to you guys.

But I am he stated that he should be able to review everything during the holiday weekend, so I'm hoping I can get some some items to you guys from him Tuesday and we'll go from there.

Joanna Griffith 39:21
Great. Thank you.

Donald Gilmore 39:22
OK.

Thank you.

Dixie Baus 39:23
Thank you so much for the opportunity to take another bite.

Carol Corr 39:23
Thank you so much. Thank you.

Joanna Griffith 39:25
Yes, thank you.
[REDACTED], 39:27
Thank you.
116
Carol Corr 39:28
Yes, thank you for this opportunity.
[REDACTED], 39:28
Have a good day.

Joanna Griffith 39:29
You too.
[REDACTED], 39:29
Yeah. Thank you.

Joanna Griffith 39:30
Bye bye.

Carol Corr 39:30
Thanks. Bye, bye.
[REDACTED], 39:31
Right.
[REDACTED], stopped transcription
117
Second Evaluation of Developer Teams
Reviewer
1 .

Reviewer
2 Reviewer
3 Reviewer
4 Total
Score
Average
Score
Eden/CHDC 97 89 85 78 349 87.25 1
Gorman/Novin 94 86 84 72 336 84 2
Category Points Eden &
CHDC Pt
Avg
Gorman &
Novin Pt
Avg
Management Capacity: Evidence of ability to perform the work – principals, staff, experience, technical and
professional competence.
15 13.75 13.25
Prior Performance: quality of work, cost control,
compliance with performance schedules.
15 14 12.75
Experience: experience in developing land, affordable
housing, and mixed-income housing units that utilized
innovative and creative approach
15 14.25 13.25
Proposed Development Plan and Schedule: including
schedule for completion of Phase 1 and subsequent
phases, as applicable.

Additional Points for the incorporation of historical
preservation
15 5

14.75 15.75
Proposed Community and Resident Engagement Plan:
consistency with desired development goals
10 8.25 9
Financial Capacity: Firm’s documented ability to obtain financial commitments from state and local agencies,
private investors, and banks. A proven track record of a creative and viable financial plan that does not rely on RHA funding.
15 13.5 11.75
Business Offer: Proposed share of residual receipts,
purchase price, ground lease payments and other terms.
10 8.75 8.25
Total 100 87.25 84
118

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DocID #46525v1
RESOLUTION NO. ____

A RESOLUTION OF THE BOARD OF COMMISSIONERS OF THE HOUSING

AUTHORITY OF THE CITY OF RICHMOND, CALIFORNIA, ADOPTING A RESOLUTION RESCINDING RESOLUTION NO. 2205, SELECTING EDEN HOUSING & COMMUNITY HOUSING DEVELOPMENT CORPORATION AS THE PERFERRED

DEVELOPMENT TEAM, AND DIRECTING STAFF TO NEGOTIATE AND EXECUTE

AN EXCLUSIVE RIGHT OT NEGOTIATE AGREEMENT (ERNA) FOR THE

REDEVELOPMENT OF NYSTROM VILLAGE WITH A TERM NOT TO EXCEED NINETY (90) DAYS WITH AN OPTION FOR ONE MUTUALLY APPROVED EXTENSION OF NOT MORE THAN THIRTY (30) DAYS
WHEREAS, Richmond Housing Authority (RHA) owns and manages 100 units of rental housing; and
WHEREAS, RHA entered into a Public Housing Authority Recovery and Sustainability (PHARS) agreement with the U.S. Department of Housing and Urban Development (HUD); and WHEREAS, RHA remains obligated and committed to performing all HUD required functions, and providing quality service to local program participants; and WHEREAS, on December 4, 2018, the RHA Board of Commissioners directed staff to move forward with repositioning RHA' s public housing developments and other real estate holdings; and
WHEREAS, the 2019 PHARS Agreement and Action Plan with HUD (Tasks 4.1 - 4.4), requires the repositioning of Nystrom Village as an implementing action to reposition the RHA Public Housing portfolio; and
WHEREAS, on May 15, 2024, RHA issued a Request for Qualifications for the redevelopment and operation of Nystrom Village; and
WHEREAS, on August 21, 2024, RHA received proposals from three (3) qualified development teams; and
WHEREAS, an interdepartmental review panel composed of staff members and community residents convened to review and evaluate the proposals; and WHEREAS, the review panel designated Gorman & Company and Novin Development and Eden Housing and Community Housing Development Corporation as the finalists; and WHEREAS, Gorman & Company and Novin Development was selected as the preferred developer by the Board of Commissioners; and
WHEREAS, Resolution No. 2205 was adopted on December 17, 2024 and needs to be rescinded to correct a procurement error; and
WHEREAS, an interdepartmental review panel composed of staff members and community residents reconvened to interview the finalists Gorman & Company and Novin Development and Eden Housing and Community Housing Development Corporation; and WHEREAS, the selection committee designated Eden Housing & Community Housing Development Corporation as the preferred development team, and to negotiate an Exclusive Right to Negotiate Agreement (ERNA); and
WHEREAS, entering into an ERNA facilitates the repositioning of Nystrom Village by making clear the terms for the redevelopment of the property. 119

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DocID #46525v1

NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSIONERS OF THE

HOUSING AUTHORITY OF THE CITY OF RICHMOND, COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA THAT Resolution No. 2205 is rescinded and that Eden Housing & Community Housing Development Corporation is hereby selected as the preferred development team, and the executive director of the RHA is hereby authorized to negotiate and execute an ERNA for the redevelopment and operation of Nystrom Village with Eden Housing & Community Housing Development Corporation.

BE IT FURTHER RESOLVED that the Executive Director is hereby authorized to negotiate and execute the ERNA, negotiate documents pertaining to the redevelopment of the property, including a lease disposition and development agreement, a ground lease, a loan agreement, and related documents, and take all actions necessary to implement this resolution. *****************
The foregoing resolution was passed and adopted by the Commissioners of the Housing Authority of the City of Richmond at a special meeting thereof held on DATE by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

Chairperson

[SEAL]
Attest:

Secretary
Approved as to form:

City Attorney
State of California }
County of Contra Costa : ss.

City of Richmond }
I certify that the foregoing is a true copy of Resolution No. _____ finally passed and adopted at a Special Housing Authority Meeting held on DATE. ____________________________________

CLERK OF THE HOUSING AUTHORITY
120

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June 17, 2025
Economic Development
Richmond Housing Authority (RHA)
DATE: June 17, 2025
TO: Housing Authority Board of Commissioners and
Members of the City Council
FROM: Shasa Curl, City Manager
Andrea Miller, Director of Finance
Mubeen Qader, Deputy Director of Finance
Nannette Beacham, Economic Development Director
Antoinette Terrell, RHA Executive Director
Rita Martinez, Finance Manager II
Gabino Arredondo, Project Manager
Subject: Proposed Richmond Housing Authority Budget for Fiscal Year (FY) 2025-2026
FINANCIAL IMPACT: This action approves the Richmond Housing Authority (RHA) proposed Fiscal Year (FY) 2025-2026 operating
budget, with estimated revenues of $4,480,249.92, and
total proposed expenditures of $4,480,249.92. If the
proposed General Fund subsidy of $1,039,755 is
approved by the City of Richmond, it will balance the
RHA FY2025-2026 budget to $4,480,249.92 in estimated
revenues and $4,480,249.92 in expenditures.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

City staff is requesting that the RHA Board of
Commissioners and members of the City Council
review and approve the RHA FY2025-2026 proposed
operating budget.

JOINT MEETING

AGENDA REPORT
121

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June 17, 2025
RECOMMENDED ACTION: ADOPT a joint resolution approving the proposed Fiscal Year (FY) 2025-2026 Richmond Housing Authority (RHA)
budget, with total estimated revenues of $4,480,249.92
and total estimated expenditures of $4,480,249.92; and
APPROVE an RHA subsidy from the City of Richmond
General Fund in the amount of $1,039,755, which will
provide sufficient revenue to match anticipated
expenditures and balance the RHA budget to
$4,480,249.92 in estimated revenues and $4,480,249.92
in expenditures - Richmond Housing Authority/Finance
(Antoinette Terrell 621-1300/Rita Martinez 621-1546).

DISCUSSION:

Background:

The Richmond Housing Authority (RHA) provides affordable housing for low and very low-income Richmond residents through the U.S. Department of Housing and Urban Development (HUD) federally funded housing programs. RHA owns multiple public housing properties and manages one property occupied by residents (Nystrom Village) with approximately 100 units. There are an additional 393 units associated with RHA entities (Richmond Village, Triangle Court, Friendship Manor), 148 units recently rehabilitated and occupied at Hacienda Heights, and 142 units currently under substantial rehabilitation by EAH Housing (Nevin Plaza) for a total of 783 units. Funding for the RHA budget is largely dependent on funding from the U.S. Department of Housing and Urban Development (HUD), and thus subject to congressional appropriations. HUD continues the trend of inadequate funding for public housing authorities nationwide, and therefore, it is increasingly difficult for RHA to operate without a General Fund subsidy.

Statement of the Issue:

RHA is proposing $4,480,249.92 in expenditures during FY 2025-2026 to manage the public housing program. These expenditures include personnel costs (currently at 5.0 Full Time Equivalents (FTE)), funds to cover utilities, contracts for property maintenance and unit turnover activities at Nystrom Village, professional services for asset repositioning, and addressing outstanding financial liabilities such as completing financial audits, and an operating subsidy pass through for Richmond Village. Estimated revenue of $3,440,494.92 is comprised of operating subsidies from HUD, capital funds, and tenant rents. FY 2025-2026 Budget staff recommend that the RHA Board of Commissioners and City Council adopt a resolution approving RHA's FY2025-2026 operating budget in the amount of $3,440,494.92 in revenues and $4,480,249.92 in expenditures, with a proposed City of Richmond subsidy amount of $1,039,755. The most significant revenue and expenditure changes are listed below:
122

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June 17, 2025
Revenue - $4,480,249.92
 HUD Operating Subsidy - $959,255.92: The HUD operating subsidy includes $622,708 for Nevin and Nystrom, and $336,547.92 for the Richmond Village I, II, III pass through.
 Capital Fund Program - $1,482,029: The Capital Fund provided by HUD funds, annually, Public Housing Agencies (PHAs) for the development, financing, and improvements of public housing developments and for management improvements.
 Tenant Rental Income - $364,500: There are units at Nystrom Village that have been repaired and units that are currently being rehabilitated with the goal of increasing tenancy and improving conditions. RHA will continue to focus on evaluating the units that can be brought back online and implementing improvements.
 Hacienda Asset Repositioning - $30,000: Funds for Hacienda maintenance and upkeep are available from Hacienda asset repositioning funds.  Authority Oversight Fees - $5,000
 Repayment Agreements and Other Revenue - $3,000: Repayment agreements are between residents and RHA to pay owed rent.
 Operating Transfer In –
o Capital Grant Fund: $518,710; Capital Fund is allowed to transfer up to 25 percent ($370,507) of the total grant amount for operations to the Asset Management Projects (AMPs), and up to 10 percent ($148,203) for administration to Central Office Cost Center (COCC).
o Operating Subsidy: $78,000; RHA will continue to receive a subsidy for Nevin Plaza during the rehabilitation period, but it has reduced over time.

Any remaining funds from the Nevin operating subsidy may be transferred to other RHA AMPs in need.
o City’s General Fund Subsidy: $1,039,755; to balance the budget.

Expenditures: $4,480,249.92
 Personnel - $615,072: Salaries and Benefits, the current budget includes 5.0 FTEs (Attachment 3).
 Professional & Administrative Services - $1,288,830: Costs for services include, but are not limited to: Unit renovations, assessments, remediation, consulting, legal services, financial audits, and trainings.
 Operating Expenses - $367,750: Operating expenses include, but are not limited to: Tenant relocation, building, maintenance and office supplies, mailing and copying, housing commission payments, tenant program fees, and equipment rentals.
 Equipment & Contractual Services - $793,069: Contractual services include, but not limited to: Renovation supplies, appliances, equipment, temporary staffing, HVAC, plumbing, landscaping, and repairs and maintenance. 123

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June 17, 2025
 Grant Expenditures - $351,047.92: Expenditures for the Capital Grant auditing services and the Richmond Village subsidy passthrough payments.  Property Insurance - $53,574
 Utilities - $241,000: Utilities costs include expenditures for telephone, electricity, water, sewer, gas, and refuse services.
 Cost Allocation - $123,197: Per the Title 2 Code of Federal Regulations 200 (2 CFR Part 200) compliant Cost Allocation Plan (CAP).
 Capital Outlay - $50,000: Unit rehab activities and roof repairs.  Operating Transfer Out - $596,710:
o Capital Grant Fund: $518,710; Capital Fund is allowed to transfer up to 25 percent ($370,507) of the total grant amount for operations to the Asset Management Projects (AMPs), and up to 10 percent ($148,203) for administration to Central Office Cost Center (COCC).
o Operating Subsidy from Nevin Plaza: $78,000; RHA will continue to receive a subsidy for Nevin Plaza during the renovation period, but it has reduced over time. Any remaining funds from the Nevin operating subsidy may be transferred to other RHA AMPs in need.

FY 2024-2025 RHA and COR Accomplishments
RHA’s main goals and objectives for FY 2024-2025, in addition to the management of the public housing program, includes moving forward on asset repositioning activities outlined in the 2019 Public Housing Authority Recovery and Sustainability (PHARS) agreement between the HUD, City of Richmond, and RHA. RHA, in collaboration with City of Richmond staff, continues to make progress in improving its operations and addressing outstanding tasks outlined in the PHARS.

Nevin Plaza marks a significant achievement for the Richmond Housing Authority (RHA), in collaboration with EAH Housing, as they have successfully completed the transfer and rehabilitation of Phase I, consisting of 140 housing units. Construction is set to commence on June 1, 2025, with ongoing enhancements, including finalizing improvements in the common areas. This project milestone is a crucial advancement in the revitalization of Nevin Plaza, aimed at enhancing the living conditions for residents.

Additionally, RHA has executed a lease disposition and development agreement with EAH to construct approximately 76 affordable housing units designated for seniors and disabled individuals on the adjacent lot, owned by RHA, as part of Nevin Plaza Phase II.

Nystrom Village, consisting of 100 units acknowledged as the oldest and most challenging property within the RHA’s portfolio, is presently undergoing extensive renovations and modernization efforts. The maintenance teams are diligently addressing resident work orders to enhance the standards of daily living. The maintenance team has successfully completed 350 work orders and renovated 13 vacant units for leasing, which included eight transfers for habitability purposes. To further improve the living conditions at Nystrom Village, the RHA initiated a new Request for Qualifications (RFQ) on May 15, 2024, aimed at identifying a development partner. The forthcoming development agreement intends to replace existing public 124

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June 17, 2025
housing units while also facilitating the construction of new affordable and mixedincome housing in a nearby three-block area. The selection committee is actively evaluating candidate proposals and conducting interviews, with a recommendation to be presented to the Board of Commissioners.

The Hacienda Heights affordable housing site, consisting of 150 units, has been renovated and remains fully occupied, and operating successfully.

The Richmond Village project, dedicated to the redevelopment of affordable housing, received its Commitment to enter into a Housing Assistance Contract (CHAP) in December 2024. This commitment facilitates the initiation of essential processes required to transition the project from public housing to Section 8. Such processes include conducting an environmental review, performing a physical needs assessment, and assembling relevant documentation in anticipation of the financing plan submission.

These undertakings are currently being executed by the Richmond Housing Authority (RHA) in collaboration with McCormack Baron Salazar.

Professional Development and Training:

To enhance our capabilities in maintenance and operations, the staff of the RHA has completed the following training sessions:
 HUD National Standards for the Physical Inspection of Real Estate (NSPIRE) training.
 HUD Procurement and Contract Management, attended by both RHA and City staff.
 Annual Fair Housing Training
 City of Richmond Anti-Harassment Training
These training sessions underscore our commitment to continuous improvement and adherence to industry standards.

Financial Update
The Finance Department has made progress regarding RHA financial matters. RHA and City Finance staff continue to work with the auditors, Badawi & Associates, to complete audits. In addition, staff have worked with Matrix Consulting Group to complete a Cost Allocation plan for FY2025-2026 in accordance with HUD requirements set forth in the Title 2 CFR, Part 200 Compliant Version.

Audit Status:
 Housing Choice Voucher (HCV) Section 8 Program -
o Under HUD review to finalize the closeout process
 2020 Audit - Basic Financial Statements – Completed on April 10, 2025. o 2020 Single Audit – In progress; providing final responses to auditors.  2021 Audit - Data has been provided to auditors and under review for testing.  2022 – 2024 Audits – to be performed in FY 2026
125

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June 17, 2025
 2025 – 2026 Audits – to be performed in FY 2027
Capital Grant Funds:
 2022 Capital Fund Grant - $1,434,323; RHA has drawn down 89 percent of funds.
 2023 Capital Fund Grant - $1,463,024; RHA has drawn down 35 percent of funds.
 2024 Capital Fund Grant - 5 Year Activity Plan (YAP) for 2024–2028 has been submitted and approved by HUD.
o Required documents package submitted to HUD for approval.

A considerable amount of City resources have been allocated to assist RHA in meeting obligations to program participants and HUD, impacting other City operations. RHA and City staff members will continue to oversee and monitor RHA’s budget to maintain financial integrity and the health and safety of Richmond residents.

DOCUMENTS ATTACHED:

Attachment 1 - Resolution
Attachment 2 - FY2025-2026 Budget Summary
Attachment 3 - FY2025-2026 Budget Detail
Attachment 4 - FY2025-2026 Position Control
126
Reso. No.

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DocID #45054v1
Formatted: Font: 8 pt
RESOLUTION NO._____

A JOINT RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND AND

BOARD OF COMMISSIONERS OF THE HOUSING AUTHORITY OF THE CITY

OF RICHMOND (RHA) ADOPTING THE HOUSING AUTHORITY FISCAL YEAR 2025-2026 OPERATING BUDGET WITH PROPOSED REVENUES IN THE AMOUNT OF $3,440,494.92, TOTAL PROPOSED EXPENDITURES OF $4,480,249.92, AND APPROVE AN RHA SUBSIDY FROM THE CITY OF RICHMOND GENERAL FUND IN THE AMOUNT OF $1,039,755, WHICH WILL BALANCE THE RHA BUDGET TO $4,480,249.92 IN ESTIMATED REVENUES AND $4,480,249.92 IN EXPENDITURES
WHEREAS, the Richmond Housing Authority (RHA) is a public entity chartered by the City of Richmond, California, as a separate legal entity under the provisions of the U.S. Housing Act of 1937; and
WHEREAS, RHA’s programs are funded by the federal government, subject to the rules and guidelines of the United States Department of Housing and Urban Development (HUD); and
WHEREAS, RHA’s mission is to provide decent, safe and sanitary affordable housing and coordinate supportive services for low-income residents and program participants of the City of Richmond; and
WHEREAS, RHA administers the Low Rent Public Housing Program, and administers the Capital Fund Grant Program to fund rehabilitation activity on its existing public housing stock; and
WHEREAS, the RHA’s main goals and objectives for FY 2025-2026, in addition to the administration of its core public housing programs, will be to continue the repositioning of RHA assets.

NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSIONERS OF THE

HOUSING AUTHORITY OF THE CITY OF RICHMOND AND THE MEMBERS OF

THE RICHMOND CITY COUNCIL, COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA, THAT: the FY 2025-2026 operating budget for the Richmond Housing Authority in the amount of $3,440,494.92, in estimated revenues, and with total proposed expenditures of $4,480,249.92 and an RHA subsidy from the City of Richmond General Fund in the amount of $1,039,755, which will provide sufficient revenue to match anticipated expenditures and balance the RHA budget to $4,480,249.92 in estimated revenues and $4,480,249.92 in expenditures is hereby adopted.

BE IT FURTHER RESOLVED THAT the Executive Director and City Manager is authorized to take all actions necessary to implement the foregoing resolution. *******************************
I certify that the foregoing resolution was passed and adopted by the Council of the City of Richmond and the Richmond Housing Board of Commissioners at a joint meeting thereof held on June 17, 2025, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:
127
Reso. No.

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DocID #45054v1
Formatted: Font: 8 pt
Chairperson
[SEAL]
ATTEST:

Secretary
Approved as to form:

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 at a joint City Council and Housing Authority Meeting held on June 17, 2025.

CLERK OF THE HOUSING AUTHORITY
128
4201 4401 4404 4405 4406 4407 4408 4501

CAPITAL FUND HACIENDA NEVIN PLAZA

NYSTROM

VILLAGE

RICHMOND

VILLAGE ONE

RICHMOND

VILLAGE TWO

RICHMOND

VILLAGE
THREE

CENTRAL

OFFICE COST
CNTR Grand Total
RevenueLICENSES,PRMITS&FEES - - - - - - - 5,000.00 5,000.00 OTHER REVENUE - 30,000.00 - 3,000.00 - - - - 33,000.00
RENTAL INCOME - - - 364,500.00 - - - - 364,500.00
INTERGOV FED GRANT 1,482,029.00 - 129,940.00 492,768.00 160,887.96 122,268.00 53,391.96 - 2,441,284.92 OPER XFERS IN - - - 448,507.00 - - - 148,203.00 596,710.00 OPER XFERS IN (GENERAL FUND) 839,241.00 1,039,755.00 200,514.00 Revenue Total 30,000.00 1,482,029.00 129,940.00 2,148,016.00 160,887.96 122,268.00 53,391.96 353,717.00 4,480,249.92ExpenseSALARIES AND WAGES - - - 205,608.00 - - - 56,860.00 262,468.00 PYRLL/FRINGE BENEFIT - - - 116,535.00 - - - 236,069.00 352,604.00 PROF & ADMIN 319,750.00 10,000.00 51,940.00 907,140.00 - - - - 1,288,830.00 OTHER OPERATING 130,000.00 5,000.00 - 232,750.00 - - - - 367,750.00 UTILITIES - - - 241,000.00 - - - - 241,000.00
EQPT & CONTRACT SVCS 449,069.00 15,000.00 - 329,000.00 - - - - 793,069.00 PROVISN FOR INS LOSS - - - 53,574.00 - - - - 53,574.00
ASSET/CAPITAL OUTLAY 50,000.00 - - - - - - - 50,000.00
GRANT EXPENDITURES 14,500.00 - - - 160,887.96 122,268.00 53,391.96 - 351,047.92 RHA COST ALLOCATION - - - 62,409.00 - - - 60,788.00 123,197.00 OPER XFERS OUT 518,710.00 - 78,000.00 - - - - - 596,710.00 Expense Total 30,000.00 1,482,029.00 129,940.00 2,148,016.00 160,887.96 122,268.00 53,391.96 353,717.00 4,480,249.92 variance - - - - - - - - -

RICHMOND HOUSING AUTHORITY
FY2025-2026 PROPOSED OPERATING BUDGET
Attachment 2 - FY25-26 Budget Summary 129
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-CAPITAL FUND VENDOR QUANTITY UNIT COST 2026 FINANCE TOTAL LICENSES,PRMITS&FEES .00
3B INTERGOV FED GRANT
42141191 331316 - -1,482,029.00 *
HUD CAPITAL FUND GRANT 1.00 1,482,029.00 -1,482,029.00
TOTAL INTERGOV FED GRANT -1,482,029.00
42 PROF & ADMIN
42141191 400212 - 69,750.00 *
NYSTROM PHYSICAL NEEDS ASSESSMENT 1.00 69,750.00 69,750.00 42141191 400217 - 250,000.00 *
$200K MIKE ANDREWS 1.00 200,000.00 200,000.00
$50K NELB 1.00 50,000.00 50,000.00
TOTAL PROF & ADMIN 319,750.00
43 OTHER OPERATING
42141191 400331 - 30,000.00 *
$25K EXTENDED STAY HOTEL TENANT 1.00 25,000.00 25,000.00

RELOCATION
$5K TENANT MEAL REIMBURSEMENT 1.00 5,000.00 5,000.00
42141191 400385 - 100,000.00 *
$85K HD SUPPLY 1.00 85,000.00 85,000.00
$15K HOME DEPOT 1.00 15,000.00 15,000.00
TOTAL OTHER OPERATING 130,000.00
45 EQPT & CONTRACT SVCS
42141191 400536 - 449,069.00 *
GENERAL CONTRACTOR UNIT RENOVATIONS 1.00 449,069.00 449,069.00 TOTAL EQPT & CONTRACT SVCS 449,069.00
48 ASSET/CAPITAL OUTLAY
42141191 400701 - 50,000.00 *
ROOF REPAIRS 1.00 50,000.00 50,000.00
130
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-CAPITAL FUND VENDOR QUANTITY UNIT COST 2026 FINANCE TOTAL ASSET/CAPITAL OUTLAY 50,000.00
50 GRANT EXPENDITURES
42141191 400828 - 7,500.00 *
BADAWI CAPITAL GRANT AUDIT 2019-2021 1.00 7,500.00 7,500.00 42141191 400836 - 7,000.00 *
MATRIX COST ALLOCATION PLAN 1.00 7,000.00 7,000.00
TOTAL GRANT EXPENDITURES 14,500.00
91 OPER XFERS OUT
42141191 400901 - 518,710.00 *
OPERATING TRANS NYSTROM $370,507(25%) 1.00 370,507.00 370,507.00 OPERATING TRANS ADMIN $148,203(10%) 1.00 148,203.00 148,203.00 TOTAL OPER XFERS OUT 518,710.00
TOTAL RHA-CAPITAL FUND .00
38 OTHER REVENUE
44141191 364855 - -30,000.00 *
UNRESTRICTED HACIENDA SALE PROCEEDS 1.00 30,000.00 -30,000.00 TOTAL OTHER REVENUE -30,000.00
42 PROF & ADMIN
44141191 400299 - 10,000.00
TOTAL PROF & ADMIN 10,000.00
43 OTHER OPERATING
44141191 400304 - 5,000.00 *
RENTAL FENCING HACIENDA LOT 1.00 5,000.00 5,000.00
TOTAL OTHER OPERATING 5,000.00
45 EQPT & CONTRACT SVCS
44141191 400537 - 15,000.00 *
HACIENDA LOT LANDSCAPING 1.00 15,000.00 15,000.00
131
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-HACIENDA VENDOR QUANTITY UNIT COST 2026 FINANCE
TOTAL EQPT & CONTRACT SVCS 15,000.00
TOTAL RHA-HACIENDA .00
3B INTERGOV FED GRANT
44444191 331314 - -129,940.00 *
HUD OPERATING SUBSIDY 1.00 129,940.00 -129,940.00
TOTAL INTERGOV FED GRANT -129,940.00
42 PROF & ADMIN
44444191 400206 - 5,000.00 *
$5K EDRINGTON LEGAL FOR NEVIN 1.00 5,000.00 5,000.00
44444191 400215 - 26,940.00 *
BADAWI 2022,2023,2024FY AUDITS 1.00 26,940.00 26,940.00 44444191 400299 - 20,000.00 *
STAFF ALLOCATIONS AT NEVIN 1.00 20,000.00 20,000.00
TOTAL PROF & ADMIN 51,940.00
91 OPER XFERS OUT
44444191 400901 - 78,000.00 *
TRANSFER OUT EXCESS SUBSIDY TO NYSTROM 1.00 78,000.00 78,000.00 TOTAL OPER XFERS OUT 78,000.00
TOTAL RHA-NEVIN PLAZA .00
38 OTHER REVENUE
44545191 364852 - -2,000.00 *

1.00 2,000.00 -2,000.00
44545191 364853 - -1,000.00 *

1.00 1,000.00 -1,000.00
TOTAL OTHER REVENUE -3,000.00
39 RENTAL INCOME
44545191 362812 - -364,500.00 *
UPDATED TO REFLECT FY2025 RENT CHARGED 1.00 364,500.00 -364,500.00 132
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-NYSTROM VILLAGE VENDOR QUANTITY UNIT COST 2026 FINANCE TOTAL RENTAL INCOME -364,500.00
3B INTERGOV FED GRANT
44545191 331314 - -492,768.00 *
HUD PHA OPERATING SUBSIDY 1.00 492,768.00 -492,768.00
TOTAL INTERGOV FED GRANT -492,768.00
40 SALARIES AND WAGES
44545191 400002 - 127,376.00 *
BLDG MAINTENANCE SUPERVISOR (293) 1.00 .00 127,376.00
44545191 400003 - 66,894.00 *
RESIDENT HOUSING MANAGER (3922) 1.00 .00 66,894.00
44545191 400031 - 12,000.00 *
AFTER HOURS NYSTROM 1.00 12,000.00 12,000.00
44545191 400042 - 17,000.00 *
NYSTROM STANDBY PAY 1.00 17,000.00 17,000.00
44545191 400048 - 1,338.00 *
RESIDENT HOUSING MANAGER (3922) .00 .00 1,338.00
44545191 400099 - -19,000.00 *
STAFF ALLOCATIONS AT NYSTROM 1.00 19,000.00 -19,000.00
TOTAL SALARIES AND WAGES 205,608.00
41 PYRLL/FRINGE BENEFIT
44545191 400103 - 2,858.00 *
MEDICARE .00 .00 1,858.00
MEDICARE .00 .00 1,000.00
44545191 400105 - 40,763.00 *
KAISER PERMANENTE REG1 .00 .00 13,588.00
KAISER PERMANENTE REG1 .00 .00 27,175.00
44545191 400106 - 2,774.00 *
DENTAL INSURANCE .00 .00 1,387.00
DENTAL INSURANCE .00 .00 1,387.00
133
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-NYSTROM VILLAGE VENDOR QUANTITY UNIT COST 2026 FINANCE 44545191 400109 - 36.00 *
EMPLOYEE ASSISTANCE PROG MISC .00 .00 18.00
EMPLOYEE ASSISTANCE PROG MISC .00 .00 18.00
44545191 400110 - 750.00 *
BLDG MAINTENANCE SUPERVISOR (293) .00 .00 750.00
44545191 400111 - 332.00 *
VISION INSURANCE .00 .00 166.00
VISION INSURANCE .00 .00 166.00
44545191 400112 - 514.00 *
LIFE INSURANCE MANAGEMENT .00 .00 456.00
LIFE INSURANCE GENERAL .00 .00 58.00
44545191 400114 - 1,694.00 *
LTD INS MGMT .00 .00 1,210.00
LTD INS GENERAL .00 .00 484.00
44545191 400116 - 912.00 *
UNEMPLOYMENT INSURANCE .00 .00 456.00
UNEMPLOYMENT INSURANCE .00 .00 456.00
44545191 400117 - 750.00 *
RESIDENT HOUSING MANAGER (3922) .00 .00 750.00
44545191 400122 - 7,453.00
44545191 400149 - 24,891.00 *
PERS CONT MISC CLS EMPLOYER .00 .00 16,260.00
PERS CONT MISC NEW EMPLOYER .00 .00 8,631.00
44545191 400151 - 43,808.00 *
PERS UNFUNDED LIAB MISC .00 .00 21,904.00
PERS UNFUNDED LIAB MISC .00 .00 21,904.00
44545191 400199 - -11,000.00 *
STAFF ALLOCATIONS AT NYSTROM 1.00 11,000.00 -11,000.00
134
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-NYSTROM VILLAGE VENDOR QUANTITY UNIT COST 2026 FINANCE TOTAL PYRLL/FRINGE BENEFIT 116,535.00
42 PROF & ADMIN
44545191 400201 - 28,500.00 *
MOLD TESTING SERVICES 1.00 10,000.00 10,000.00
CREDIT REPORTS FOR POTENTIAL TENANTS 1.00 1,000.00 1,000.00 TENANT INCOME/WORK VERIFICATION 1.00 15,000.00 15,000.00 SHRED DEFENSE DOC. SHREDDING 1.00 2,500.00 2,500.00
44545191 400206 - 130,000.00 *
$125K EDRINGTON - LEGAL SERVICES 1.00 125,000.00 125,000.00 $5K CONTRA COSTA COURT FILING FEES 1.00 5,000.00 5,000.00 44545191 400208 - 1,000.00 *

1.00 1,000.00 1,000.00
44545191 400209 - 30,000.00 *
YARDI DATABASE REBUILD AND SOFT. 1.00 30,000.00 30,000.00

LICENSE
44545191 400214 - 160,000.00 *
TEMP STAFF FOR UNIT TURNOVER / 1.00 160,000.00 160,000.00

MAINTENANCE
44545191 400215 - 26,940.00 *
BADAWI 2022,2023,2024 FY AUDITS 1.00 26,940.00 26,940.00 44545191 400218 - 2,500.00 *
FIRST ALARM MONTHLY COST 1.00 2,500.00 2,500.00
44545191 400246 - 10,000.00 *
NANMCKAY, NAHRO - RHA STAFF TRAINING 1.00 10,000.00 10,000.00 44545191 400261 - 2,000.00 *
CAHA MEMBERSHIP 1.00 900.00 900.00
NAHRO MEMBERSHIP 1.00 450.00 450.00
NAN MCKAY MEMBERSHIP 1.00 450.00 450.00
AMAZON MEMBERSHIP 1.00 200.00 200.00
44545191 400283 - 15,000.00 *
CORODATA FILE STORAGE FEES 1.00 15,000.00 15,000.00
135
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-NYSTROM VILLAGE VENDOR QUANTITY UNIT COST 2026 FINANCE 44545191 400293 - 1,200.00 *

1.00 1,200.00 1,200.00
44545191 400299 - 500,000.00
TOTAL PROF & ADMIN 907,140.00
43 OTHER OPERATING
44545191 400301 - 12,750.00 *
RICHMOND RENT PROGRAM FEES 1.00 12,750.00 12,750.00
44545191 400304 - 23,000.00 *
$18K DOHERTYS RENTAL TRUCK 1.00 18,000.00 18,000.00
$5K COPY MACHINE RENTAL 1.00 5,000.00 5,000.00
44545191 400331 - 20,000.00 *
$16K EXTENDED STAY TEMPORARY RELOCATION 1.00 16,000.00 16,000.00 $4K TENANT MEAL REIMBURSMENT 1.00 4,000.00 4,000.00
44545191 400341 - 24,000.00 *
OFFICE MOVE TO NEVIN, OFFICE SUP. 1.00 24,000.00 24,000.00

NEVIN/NYSTROM
44545191 400381 - 3,000.00 *

1.00 3,000.00 3,000.00
44545191 400382 - 50,000.00 *
HOME DEPOT RHA SMALL TOOLS 1.00 40,000.00 40,000.00
ACE HARDWARE SMALL TOOLS 1.00 5,000.00 5,000.00
WHALE POINT MARINE HARDWARE SMALL TOOLS 1.00 5,000.00 5,000.00 44545191 400385 - 100,000.00 *
$60K HD SUPPLY SUPPLIES 1.00 60,000.00 60,000.00
$30K HOME DEPOT SUPPLIES 1.00 30,000.00 30,000.00
$10K GLASS AND WINDOW SUPPLIES 1.00 10,000.00 10,000.00 TOTAL OTHER OPERATING 232,750.00
44 UTILITIES
44545191 400401 - 6,000.00 *
CELL PHONES FOR RHA STAFF 1.00 6,000.00 6,000.00
136
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-NYSTROM VILLAGE VENDOR QUANTITY UNIT COST 2026 FINANCE 44545191 400402 - 20,000.00 *
PG&E RATE INCREASE 2 OFFICES RES. 1.00 20,000.00 20,000.00

MANAGER UNIT
44545191 400403 - 13,000.00 *
WATER FOR COMMON, 2 OFFICES, RES 1.00 13,000.00 13,000.00

MANAGER UNIT
44545191 400404 - 100,000.00 *
CITY SEWER EXPENSE 1.00 100,000.00 100,000.00
44545191 400405 - 3,000.00 *
PG&E RATE INCREASE, 2 OFFICES, RES 1.00 3,000.00 3,000.00

MANAGER UNIT
44545191 400406 - 88,000.00 *
REPUBLIC SERVICES TRASH PICKUP NYSTROM 1.00 88,000.00 88,000.00 44545191 400407 - 11,000.00 *
INTERNET 2 OFFICES 1.00 11,000.00 11,000.00
TOTAL UTILITIES 241,000.00
45 EQPT & CONTRACT SVCS
44545191 400536 - 20,000.00 *
HVAC CONTRACT 1.00 20,000.00 20,000.00
44545191 400537 - 175,000.00 *
$95K NYSTROM LANDSCAPING 1.00 95,000.00 95,000.00
$80K NYSTROM TREE CUTTING/TRIMMING 1.00 80,000.00 80,000.00 44545191 400538 - 4,000.00 *

1.00 4,000.00 4,000.00
44545191 400539 - 50,000.00 *
VACANT PROPERTY SECURITY 1.00 50,000.00 50,000.00
44545191 400540 - 20,000.00 *
RESIDENTIAL ELECTRIC SERVICES CONTRACT 1.00 20,000.00 20,000.00 44545191 400541 - 10,000.00 *
PEST CONTROL CONTRACT 1.00 10,000.00 10,000.00
137
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-NYSTROM VILLAGE VENDOR QUANTITY UNIT COST 2026 FINANCE 44545191 400544 - 50,000.00 *
PLUMBING CONTRACTORS EMERGENCY/SEWER 1.00 50,000.00 50,000.00 TOTAL EQPT & CONTRACT SVCS 329,000.00
46 PROVISN FOR INS LOSS
44545191 400556 - 53,574.00 *
HAI NYSTROM INSURANCE 1.00 46,074.00 46,074.00
INS. BROKER FEES 1.00 7,500.00 7,500.00
TOTAL PROVISN FOR INS LOSS 53,574.00
47 COST POOL
44545191 400586 - 62,409.00
TOTAL COST POOL 62,409.00
90 OPER XFERS IN
44545191 391991 - -448,507.00 *
TRANSFER IN FROM CAP. FUND (25% OPER.) 1.00 370,507.00 -370,507.00 TRANSFER IN FROM NEVIN 1.00 78,000.00 -78,000.00
44545191 391994 - -839,241.00 *
GENERAL FUND SUBSIDY 1.00 839,241.00 -839,241.00
TOTAL OPER XFERS IN -1,287,748.00
TOTAL RHA-NYSTROM VILLAGE .00
3B INTERGOV FED GRANT
44646191 331314 - -160,887.96 *
HUD OPERATING SUBSIDY 1.00 160,887.96 -160,887.96
TOTAL INTERGOV FED GRANT -160,887.96
50 GRANT EXPENDITURES
44646191 400837 - 160,887.96 *
HUD SUBSIDY PASS-THRU 1.00 160,887.96 160,887.96
138
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-RICHMOND VILLAGE ONE VENDOR QUANTITY UNIT COST 2026 FINANCE TOTAL GRANT EXPENDITURES 160,887.96
TOTAL RHA-RICHMOND VILLAGE ONE .00
3B INTERGOV FED GRANT
44747191 331314 - -122,268.00 *
HUD OPERATING SUBSIDY 1.00 122,268.00 -122,268.00
TOTAL INTERGOV FED GRANT -122,268.00
50 GRANT EXPENDITURES
44747191 400837 - 122,268.00 *
HUD SUBSIDY PASS-THRU 1.00 122,268.00 122,268.00
TOTAL GRANT EXPENDITURES 122,268.00
TOTAL RHA-RICHMOND VILLAGE TWO .00
3B INTERGOV FED GRANT
44848191 331314 - -53,391.96 *
HUD OPERATING SUBSIDY 1.00 53,391.96 -53,391.96
TOTAL INTERGOV FED GRANT -53,391.96
50 GRANT EXPENDITURES
44848191 400837 - 53,391.96 *
HUD SUBSIDY PASS-THRU 1.00 53,391.96 53,391.96
TOTAL GRANT EXPENDITURES 53,391.96
TOTAL RHA-RICHMOND VILLAGE THREE .00
34 LICENSES,PRMITS&FEES
45141191 340452 - -5,000.00 *
ASSET MANAGEMENT FEES FROM PROPERTIES 1.00 5,000.00 -5,000.00 TOTAL LICENSES,PRMITS&FEES -5,000.00
40 SALARIES AND WAGES
45142391 400001 - 193,712.00 *
EXE DIR OF HOUSING AUTHORITY (5084) 1.00 .00 193,712.00 139
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-CENTRAL OFFICE COST CNTR VENDOR QUANTITY UNIT COST 2026 FINANCE 45142391 400002 - 122,340.00 *
SENIOR PROPERTY MANAGER (4692) 1.00 .00 122,340.00
45142391 400003 - 86,934.00 *
ADMINISTRATIVE ASSISTANT (4774) 1.00 .00 86,934.00
45142391 400053 - 3,874.00 *
401A 2% EER PD - EXEC MGMNT .00 .00 3,874.00
45142391 400099 - -350,000.00 *
STAFF ALLOCATIONS TO PHA LOCATIONS 1.00 350,000.00 -350,000.00 TOTAL SALARIES AND WAGES 56,860.00
41 PYRLL/FRINGE BENEFIT
45142391 400103 - 5,877.00 *
MEDICARE .00 .00 1,785.00
MEDICARE .00 .00 1,272.00
MEDICARE .00 .00 2,820.00
45142391 400105 - 62,503.00 *
KAISER PERMANENTE REG1 .00 .00 35,328.00
KAISER PERMANENTE REG1 .00 .00 27,175.00
45142391 400106 - 4,161.00 *
DENTAL INSURANCE .00 .00 1,387.00
DENTAL INSURANCE .00 .00 1,387.00
DENTAL INSURANCE .00 .00 1,387.00
45142391 400109 - 54.00 *
EMPLOYEE ASSISTANCE PROG MISC .00 .00 18.00
EMPLOYEE ASSISTANCE PROG MISC .00 .00 18.00
EMPLOYEE ASSISTANCE PROG MISC .00 .00 18.00
45142391 400110 - 1,500.00 *
SENIOR PROPERTY MANAGER (4692) .00 .00 750.00
EXE DIR OF HOUSING AUTHORITY (5084) .00 .00 750.00
45142391 400111 - 498.00 *
VISION INSURANCE .00 .00 166.00
VISION INSURANCE .00 .00 166.00
VISION INSURANCE .00 .00 166.00
140
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-CENTRAL OFFICE COST CNTR VENDOR QUANTITY UNIT COST 2026 FINANCE 45142391 400112 - 1,234.00 *
LIFE INSURANCE MANAGEMENT .00 .00 456.00
LIFE INSURANCE GENERAL .00 .00 58.00
LIFE INSURANCE MANAGEMENT .00 .00 720.00
45142391 400114 - 2,904.00 *
LTD INS MGMT .00 .00 1,210.00
LTD INS GENERAL .00 .00 484.00
LTD INS MGMT .00 .00 1,210.00
45142391 400116 - 1,368.00 *
UNEMPLOYMENT INSURANCE .00 .00 456.00
UNEMPLOYMENT INSURANCE .00 .00 456.00
UNEMPLOYMENT INSURANCE .00 .00 456.00
45142391 400117 - 750.00 *
ADMINISTRATIVE ASSISTANT (4774) .00 .00 750.00
45142391 400122 - 188,530.00
45142391 400149 - 50,978.00 *
PERS CONT MISC NEW EMPLOYER .00 .00 15,476.00
PERS CONT MISC NEW EMPLOYER .00 .00 10,997.00
PERS CONT MISC NEW EMPLOYER .00 .00 24,505.00
45142391 400151 - 65,712.00 *
PERS UNFUNDED LIAB MISC .00 .00 21,904.00
PERS UNFUNDED LIAB MISC .00 .00 21,904.00
PERS UNFUNDED LIAB MISC .00 .00 21,904.00
45142391 400199 - -150,000.00 *
STAFF ALLOCATIONS TO PHA LOCATIONS 1.00 150,000.00 -150,000.00 TOTAL PYRLL/FRINGE BENEFIT 236,069.00
47 COST POOL
45141191 400586 - 60,788.00
TOTAL COST POOL 60,788.00
90 OPER XFERS IN
45141191 391994 - -200,514.00 *
GENERAL FUND SUBSIDY 1.00 200,514.00 -200,514.00
141
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NEXT YEAR BUDGET DETAIL REPORT
Report generated:

User: 6473rgur
Program ID: bgnyrpts
PROJECTION: 22026 FY2025-26 OPERATING & CIP BUDGET PROJECTION ACCOUNTS FOR:

RHA-CENTRAL OFFICE COST CNTR VENDOR QUANTITY UNIT COST 2026 FINANCE 45142491 391991 - -148,203.00 *
TRANSFER CAPITAL FUND (10%) ADMIN 1.00 148,203.00 -148,203.00 TOTAL OPER XFERS IN -348,717.00
TOTAL RHA-CENTRAL OFFICE COST CNTR .00
GRAND TOTAL .00
** END OF REPORT - Generated by RITA MARTINEZ **
142
Richmond Housing Authority
FY2025-26 Proposed
Position Position Desc
Filled (5)
Vacant (2) Location Location Desc Org Object CY FTE Percent 139500015 ADMINISTRATIVE ASSISTANT 1 34 RICHMOND HSING AUTHORITY(RHA) 45142391 400003 1.0000 206000001 BLDG MAINT SUPV 1 34 RICHMOND HSING AUTHORITY(RHA) 44545191 400002 1.0000 415400001 EXECUTIVE DIRECTOR OF HOUSING AUTHORITY 1 34 RICHMOND HSING AUTHORITY(RHA) 45142391 400001 1.0000 135300004 RESIDENT HOUSING MGR 1 34 RICHMOND HSING AUTHORITY(RHA) 44545191 400003 1.0000 252000001 SR PROPERTY MANAGER 1 34 RICHMOND HSING AUTHORITY(RHA) 45142391 400002 1.0000 TOTAL 5.0000

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RICHMOND, CALIFORNIA, May 20, 2025
Community Services Building
440 Civic Center Plaza
Richmond, CA 94804
_____________________________________________________________________ A. OPEN SESSION TO HEAR PUBLIC COMMENT BEFORE CLOSED SESSION The Richmond City Council Open Session was called to order at 3:31 p.m. by Mayor Eduardo Martinez.

B. ROLL CALL

Present: Councilmembers Jamelia Brown, Claudia Jimenez, Sue Wilson, and Mayor Eduardo Martinez. Absent: Councilmembers Soheila Bana, Doria Robinson, and Vice Mayor Cesar Zepeda arrived after the roll was called.

C. CLOSED SESSION
C.1 PUBLIC EMPLOYEE APPOINTMENT (Government Code Section 54957.6)
 Title: Confidential Investigative and Appeals Officer C.2 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION (initiation of litigation pursuant to paragraph (4) of Subdivision (d) of Government Code Section 54956.9)
 Two Cases
C.3 CONFERENCE WITH LABOR NEGOTIATORS (Government Code
Section 54957.6)
 Agency Representatives: Sharrone Taylor, Jack Hughes, Lisa Charbonneau
Employee organizations:

1. SEIU Local 1021 Full Time Unit and Part Time Unit

2. IFPTE Local 21 Mid-Level Management Unit and Executive Management Units

3. Richmond Police Officers Association RPOA

4. Richmond Police Management Association RPMA

5. IAFF Local 188

6. Richmond Fire Management Association RFMA
D. PUBLIC COMMENT BEFORE CLOSED SESSION (limited to items on the Closed Session agenda only)
Cordell Hindler gave comments in person. Carlos Cardon gave comments via teleconference.

E. ADJOURN TO CLOSED SESSION
The Open Session adjourned to Closed Session at 3:34 p.m. Closed Session adjourned at 4:54 p.m.
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F. REGULAR MEETING OF THE RICHMOND CITY COUNCIL
The Regular Meeting of the Richmond City Council was called to order at 5:03 p.m. by Mayor Martinez.

G. PLEDGE OF ALLEGIANCE
Mayor Martinez led the Pledge of Allegiance to the Flag.

H. ROLL CALL

Present: Councilmembers Soheila Bana, Jamelia Brown, Claudia Jimenez, Doria Robinson, Sue Wilson, Vice Mayor Cesar Zepeda, and Mayor Eduardo Martinez.

Absent: None.

I. STATEMENT OF CONFLICT OF INTEREST
None.

J. AGENDA REVIEW
Item O.3.a (2024 Housing Element Annual Progress Report) was continued to the May 27, 2025, City Council meeting.

K. REPORT FROM THE CITY ATTORNEY OF FINAL DECISIONS MADE

DURING CLOSED SESSION
Item C.1 (Public Employee Appointment, Confidential Investigative and Appeals Officer) - a report would be placed on the next public meeting agenda.

Item C.2 (Conference with Legal Counsel - Anticipated Litigation) - the matter of two cases was not discussed.

Item C.3 (Conference with Labor Negotiators) - the matter was deferred to a future closed session.

L. REPORT FROM THE CITY MANAGER (public comment allowed under Open Forum)
City Manager Shasa Curl presented the report. Link to City Manager Report presentation M. COMMENDATIONS, PRESENTATIONS, AND PROCLAMATIONS
M.1 Proclamation Declaring National Public Works Week
PROCLAMATION declaring May 18–24, 2025, as National Public Works Week in the City of Richmond - Mayor Eduardo Martinez (510-620-6503).

Mayor Martinez introduced the matter and presented the proclamation. Director of Public Works Daniel Chavarria presented a PowerPoint announcing Public Works Week events and theme. Link to Public Works Week presentation. Mr.

Chavarria called for a moment of silence in memory of Public Works employees, Stefen Cincera and Sean Harrison. Mr. Chavarria gave closing remarks recognizing retired and present public works employees. Cordell Hindler gave comments in person.
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N. OPEN FORUM FOR PUBLIC COMMENT
(public comment on items that remained on the Consent Calendar or items that were not on the agenda – was limited to 2 minutes unless otherwise specified - Back and forth dialogue with the Council was prohibited)
The following individuals gave comments in person:

Cordell Hindler expressed concerns regarding the lack of lighting at Miller Knox Park.

Mr. Hindler provided information regarding a streamlined hiring process and recruitment.

Mr. Hindler requested three additional trash containers and "no littering" signage at the Nevin Plaza apartments building.

Katherine Lee, Lola Abdugapparov, Kerry Guerrin, Princess Robinson, Audrey Thiphakhinkeo-Paun, Alya Alazzani, Chris Karnsouvong, Martine Johannsen, Abtehal Alazzani, Baljaa Borgil, Harsheet Subedi, Zenaida Gomez, Elsa Stevens, Martha Gruelle, Michelle Chan, and Shiva Mishek gave comments regarding the Chevron Refinery's $550 million settlement to the city. Various members of the group expressed concerns regarding air pollution and urged the council to invest in a just transition away from fossil fuels by incorporating community input.

Ahmad Anderson, Kia Walton, and Oscar Garcia urged the council to commit $3 million to fund the completion of the Harbor 8 Pogo Park project. Mr. Anderson thanked the council for attending the Laurel Park Neighborhood Council's Walk in the Park event.

Mark Wassberg gave comments regarding the Chevron Refinery, city pension benefits, and the unhoused community.

Irania De La Mora invited the community to hear her sing on June 6, 2025, at the city's Mobile Vendor Plaza. Ms. De La Mora suggested that the city hire her to fill the empty planters near the plaza.

Jamin Pursell invited the community to the 11th Annual Richmond Rainbow Pride event on June 1, 2025. Mr. Pursell emphasized the importance of investing in the community's future and expressed gratitude for the city's support.

Bradley Dunn gave comments in support of item O.2.a (Strong State Government Support for Local Public Transportation Service). Mr. Dunn advised the council of the Bay Area Rapid Transit's budget deficit and the potential for service cuts if funding was not secured.

Liz Woods reported overgrown vegetation and trash across from the Nevin Plaza apartments building. Ms. Woods advised that she and other residents were maintaining the area at their own expense. Ms. Woods urged the council to place three additional trash containers in the area.

The following individuals gave comments via teleconference:

Ben Therriault acknowledged the council for its continued commitment to public safety and the community's well-being. Mr. Therriault highlighted findings from the 2024-2025 Contra Costa County Civil Grand Jury report regarding the Richmond Police Department's understaffing, funding reallocation, crime trends, and impacts. Mr.

Therriault listed recommendations for a call to action. 146
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O. CITY COUNCIL CONSENT CALENDAR
(All items placed under the Consent Calendar were considered to be routine and noncontroversial. These items were enacted upon together with a motion and second, without discussion, of any member of the City Council, and each item was deemed to have received the action recommended.)
Motion by Vice Mayor Cesar Zepeda
Seconded by Councilmember Jamelia Brown
To approve all Consent Calendar items except Item O.3.a (2024 Housing Element Annual Progress Report).

Ayes (7): Councilmember Soheila Bana, Councilmember Jamelia Brown, Councilmember Claudia Jimenez, Councilmember Doria Robinson, Councilmember Sue Wilson, Vice Mayor Cesar Zepeda, and Mayor Eduardo Martinez Passed (7 to 0)
O.1 City Clerk's Office
O.1.a Meeting Minutes
APPROVE the minutes of the April 29, 2025, special City Council meeting and the May 6, 2025, regular meeting - City Clerk's Office (Pamela Christian 510-620-6513).

O.2 City Council
O.2.a Strong State Government Support for Local Public Transportation Services
ADOPT a resolution calling on state legislators to improve regional public transit by adopting legislation and appropriating budget to: (1) provide enough funding to preserve and increase public transit service levels across the region and distribute the funds equitably, (2) fund measures primarily with progressive sources rather than a sales tax, and (3) prioritize funding for transit operations that do not increase carbon emissions - Councilmember Sue Wilson (510-609-2111)/Mayor Eduardo Martinez (510-620-6503).

Adopted Resolution No. 52-25
O.3 Community Development
O.3.a 2024 Housing Element Annual Progress Report
ADOPT a resolution accepting the 2024 Annual Progress Report for the City’s Housing Element (2023-2031) - Community Development Department (Lina Velasco/Avery Stark 510-620-6714).

Continued to the May 27, 2025, City Council meeting.

O.4 Economic Development
O.4.a District Office Lease Agreement with U.S. Congress Member John Garamendi’s Office
APPROVE a lease with United States House of Representatives to allow Congressman John Garamendi to utilize approximately 845 square feet of office space, four cubicles, and a conference room on the second floor of 440 Civic Center Plaza as his Congressional District Office, at a rate of $1,140.75 per month ($13,689 per year), for a two-year term from January 147
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3, 2025, through January 2, 2027 – Economic Development Department (Craig Murray 510-307-8188). This item was continued from the March 25, 2025, and April 15, 2025, meetings.

O.5 Finance Department
O.5.a Setting Tax Rate for Tax Override Pension Fund
INTRODUCE an Ordinance (first reading) setting the tax rate for the Pension Tax Override for Fiscal Year 2025-2026 at 0.14 percent – Finance Department (Andrea Miller/Mubeen Qader/Antonio Banuelos 510-620- 6741).

O.6 Human Resources
O.6.a Annual Compensation Adjustment for the City Clerk APPROVE a five percent (5%) salary adjustment for the City Clerk effective March 2, 2025, in accordance with the IFPTE Local 21 Executive Management Memorandum of Understanding Section 6.4D – Human Resources Department (Nickie Mastay/Sharrone Taylor 510-620- 6602).

O.7 Information Technology
O.7.a Contract with Superion, LLC, for Continued Support of TRAKiT APPROVE a contract with Superion, LLC for the continued use, support and maintenance of TRAKiT, with a term beginning April 1, 2025, through March 31, 2026, and a total payment limit of $60,925.70 - Information Technology Department (Sue Hartman 510-620-6874).

O.8 Library and Community Services
O.8.a Contract with Daniel McMahon for Sierra Integrated Library System Software Support
APPROVE a sole-source contract with Daniel McMahon, for a term beginning May 1, 2025, and ending April 30, 2028, to provide consulting and operations support for the Sierra Integrated Library System Software, for a total payment limit of $38,000 – Community Services Department (Kate Eppler 510-620-5452).

O.9 Mayor's Office
O.9.a Reappointment of Scarlett Perez to the Richmond Youth Council REAPPOINT Scarlett Perez to the Richmond Youth Council, term expires October 1, 2025 – Mayor’s Office (Mayor Eduardo Martinez 510-620- 6503).

O.10 Police Department
O.10.a Crime Report from Police Chief
RECEIVE a written crime report from the police chief - Police Department (Chief Bisa French 510-621-1802).

O.11 Public Works
O.11.a Abatement Report from the Public Works Director
RECEIVE a written abatement report from the public works director - Public Works Department (Daniel Chavarria 510-620-5478). 148
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O.11.b Construction Agreement with Bauman Landscape & Construction Inc. for the Soccer Fields-Restrooms-Parks Project
ADOPT a resolution to approve a construction agreement with Bauman Landscape & Construction Inc. for the Soccer Fields-Restrooms-Parks Project at Wendell Park with a payment limit of $1,543,925, and AUTHORIZE the director of public works to approve change orders, if necessary, for a contingency amount of up to $154,392.50 which is 10 percent of the bid amount, for a total construction phase payment limit of $1,698,317.50 - Public Works Department (Darcie DeLashmutt 510-672- 3944/Robert Armijo 510-620-5477/Daniel Chavarria 510-620-5478).

Adopted Resolution No. 53-25
O.11.c Appropriation of Funds for the Long-Range Transportation Infrastructure Planning Study
ADOPT a resolution to APPROPRIATE funds in the amount of $315,000 from Measure J Fund 2002 to complete a long-range transportation infrastructure planning study – Public Works Department (Janney Lockman 510-307-8097/Robert Armijo 510-620-5477).

Adopted Resolution No. 54-25
O.11.d Lease Amedment for Hilltop Landscape District Office Trailer and Yard APPROVE the amendment to lease agreement with North Richmond Properties, Inc. for the rental of two office trailers and storage space for containers and landscaping equipment used by the Parks and Landscaping Division, for a five-year term expiring June 30, 2030, at a monthly cost of $2,810.54, for an additional increased five-year total amount not to exceed $404,718 – Public Works Department (Tawfic Halaby 510-620-5482/Jason Lacey 510-620-6920/Tyron Nesbit 510-231-3019).

O.11.e Agreement with West Contra Costa Transportation Advisory Committee (WCCTAC) for I-80/Central Avenue Improvement Project Funding ADOPT a resolution to ACCEPT and APPROPRIATE the Subregional Transportation Mitigation Program funds in the amount of $1,811,000 to the City of Richmond and AUTHORIZE the city manager to sign the cooperative agreement with West Contra Costa Transportation Advisory Committee - Public Works Department (Hillal Hamdan 510-621- 1612/Robert Armijo 510-620-5477/Daniel Chavarria 510-620-5478).

Adopted Resolution No. 55-25
P. BUDGET SESSION
P.1 Cost-of-Service Analysis and Fee Study for Community Services-Recreation RECEIVE a presentation on Recreation’s Cost-of-Service Analysis and Fee Study, and PROVIDE direction regarding Fiscal Year 2025-26 Recreation fees – Community Services Department/Finance Department (LaShonda White/Ranjana Maharaj/Antonio Banuelos/Hope Lattell 510-620-6972).

Deputy City Manager of Community Services LaShonda White introduced the matter. Mrs. White, Jesse Myott of BerryDunn, Deputy Director of Community Services Recreation Ranjana Maharaj, and Accounting Manager Antonio Banuelos presented a PowerPoint with three options for the council to consider.

Link to Recreation Cost of Service Analysis (RCSA) presentation. Discussion ensued. The council requested the following: an estimate for auditorium repairs; 149
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list parks as a line item under general recreation; a utilization report for all recreation resources and facilities; upload the final draft of the RCSA presentation to the city's website; consider non-resident fees; and provide an implementation plan to expand aquatics open hours. The council suggested removing fee waiver barriers that require an incorporated non-profit status and including the costs for security, insurance, and food service licenses with the use of the building. Cordell Hindler and Jamin Pursell gave comments in person. Arto Rinteela gave comments via teleconference. Further discussion ensued.

Motion by Councilmember Claudia Jimenez
Seconded by Vice Mayor Cesar Zepeda
To approve option one, no changes to current recreation fees.

Ayes (7): Councilmember Soheila Bana, Councilmember Jamelia Brown, Councilmember Claudia Jimenez, Councilmember Doria Robinson, Councilmember Sue Wilson, Vice Mayor Cesar Zepeda, and Mayor Eduardo Martinez
Passed (7 to 0)
Q. PUBLIC HEARINGS
Q.1 Master Fee Schedule Update
HOLD a public hearing; and INTRODUCE an ordinance (first reading) establishing certain fees for the proposed Master Fee Schedule, and after the second reading of the ordinance, ADOPT a resolution setting the dollar amount for the new fees and adjusting the dollar amount for current fees – Finance Department (Andrea Miller/Mubeen Qader/Antonio Banuelos 510-620-6741).

City Clerk Pamela Christian announced that the recommended action to adopt a resolution would be returned to the council with the second reading of the ordinance. Accounting Manager Antonio Banuelos introduced the matter and presented a PowerPoint. Link to Master Fee Schedule Update presentation.

Discussion ensued. Staff acknowledged a duplication error on slide seven of the presentation for Public Works and agreed to publish a revised version after the meeting. Cordell Hindler gave comments in person.

Motion by Councilmember Claudia Jimenez
Seconded by Councilmember Jamelia Brown
To introduce the ordinance for first reading and lay over for two weeks for the second reading.

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R. NEW BUSINESS
R.1 Retain an Independent Legal Expert to Investigate Allegations of Ethical Breaches and Bias in the Community Police Review Commission (CPRC) Direct City Staff to hire an independent third-party legal expert to:

1. Investigate the allegations and ethical concerns raised by Jerry Threet, former Confidential Investigative and Appeals Officer (CIAO) of the CPRC, in his resignation letter dated September 10, 2024; and

Until the findings of the third-party legal expert are finalized and submitted to the City Council, the CPRC may continue its work but shall be advised to refrain from adjudicating any cases involving police officers. In addition, the CPRC, as an advisory commission, shall not bring forward any recommendations, findings, or policy proposals to the City Council during this period - Councilmember Soheila Bana (510-672-3490) and Councilmember Jamelia Brown (510-412- 2050).

Councilmember Bana introduced the matter and presented an oral report.

Discussion ensued. The following individuals gave comments in person: Cordell Hindler, Daniel Lawson, Don Gosney, Elsa Stevens, Jamin Pursell, Ben Therriault, Harry Wiener, Anne Norton, Jocelyn, Andrew Melendez, Lorayne, Angelica Rendon, Rosie Rendon, Jass Guzman, Ray Wendell, Carlos, and Eric Smith. The following individuals gave comments via teleconference: Oscar Garcia, Carol Hegstrom, Alex Caine, Don, Amber Hatfield, Sara Cantor, Savitri Khalsa, and Kevin Lemus. Further discussion ensued. The council requested staff to provide a training plan for the CPRC at a future meeting. Staff agreed to distribute to the council the administrative record of trainings that had been historically provided.

Motion by Councilmember Soheila Bana
Seconded by Councilmember Jamelia Brown
To direct City Staff to hire an independent third-party legal expert to:

2. Determine whether the CPRC has engaged in conduct that reflects bias, or a failure to meet its semi-judicial obligations—particularly as they pertain to due process protections and adherence to objective investigative standards; and
OMIT the portion of the recommendation stating, "Until the findings of the third-party legal expert are finalized and submitted to the City Council, the CPRC may continue its work but shall be advised to refrain from adjudicating any cases involving police officers. In addition, the CPRC, as an advisory commission, shall not bring forward any recommendations, findings, or policy proposals to the City Council during this period."
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Ayes (3): Councilmember Soheila Bana, Councilmember Jamelia Brown, and Vice Mayor Cesar Zepeda
Noes (4): Councilmember Claudia Jimenez, Councilmember Doria Robinson, Councilmember Sue Wilson, and Mayor Eduardo Martinez
Failed (3 to 4)
S. REPORTS OF OFFICERS: REFERRALS TO STAFF, AND GENERAL REPORTS (INCLUDING AB 1234 REPORTS)(limited to two minutes per Councilmember) Councilmember Bana thanked the Fire Department for the National Wildfire Prevention Month Fire Station 63 Open House.

Vice Mayor Zepeda reported on the following events: Parchester Dumpster Cleanup Day; Shields Reid Neighborhood Council's building community and kite-flying; the Literacy Fair; and the Art Center's new art exposition.

Councilmember Wilson reported on the Library Commission meeting regarding the renovation plan for the Main Library; and the Laurel Park Neighborhood Council party at Braxton Park. Councilmember Wilson thanked staff for the funding that enabled neighborhood councils to host events; and Councilmember Bana for coordinating the town hall meeting regarding fireworks.

Mayor Martinez reported on the Literacy Fair and events in the Laurel Park and Shields Reid neighborhoods.

Councilmember Brown reported on the following events: United Business Organization's Mother's Day Celebration; Literacy Fair; Fire Station 63 Open House; and Mental Health Action Day.

T. ADJOURNMENT
There being no further business, the meeting adjourned at 9:04 p.m., in memory of former Contra Costa County District 5 Supervisor Federal Glover, to meet again on June 17, 2025, at 5:00 p.m.

Pamela Christian, Clerk of the City of
Richmond
Eduardo Martinez, Mayor
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RICHMOND, CALIFORNIA,
May 27, 2025, 3:30 p.m.

Community Services Building
440 Civic Center Plaza
Richmond, CA 94804
_____________________________________________________________________ A. OPEN SESSION TO HEAR PUBLIC COMMENT BEFORE CLOSED SESSION Vice Mayor Cesar Zepeda called the meeting to order at 3:31 p.m.

B. ROLL CALL

Present: Councilmembers Soheila Bana, Jamelia Brown, Claudia Jimenez, Doria Robinson, Sue Wilson, and Vice Mayor Cesar Zepeda. Absent: Mayor Eduardo Martinez was absent for the entire meeting.

C. CLOSED SESSION
C.1 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION (Significant exposure to litigation pursuant to paragraph (2) or (3) of Subdivision (d) [as applicable] of Government Code Section 54956.9)  One case
C.2 CONFERENCE WITH LABOR NEGOTIATORS (Government Code
Section 54957.6)
 Agency Representatives: Sharrone Taylor, Jack Hughes, Lisa Charbonneau
Employee organizations:

1. SEIU Local 1021 Full Time Unit and Part Time Unit

2. IFPTE Local 21 Mid-Level Management Unit and Executive Management Units

3. Richmond Police Officers Association RPOA

4. Richmond Police Management Association RPMA

5. IAFF Local 188

6. Richmond Fire Management Association RFMA
D. PUBLIC COMMENT BEFORE CLOSED SESSION (limited to items on the Closed Session agenda only)
Cordell Hindler gave comments in support of the union negotiations.

E. ADJOURN TO CLOSED SESSION
Open Session adjourned at 3:33 p.m. Closed Session adjourned at 4:57 p.m.

F. REGULAR MEETING OF THE RICHMOND CITY COUNCIL
Vice Mayor Cesar Zepeda called the meeting to order at 5:04 p.m.

G. PLEDGE OF ALLEGIANCE
Vice Mayor Cesar Zepeda led the Pledge of Allegiance to the Flag. 153
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H. ROLL CALL

Present: Councilmembers Soheila Bana, Jamelia Brown, Claudia Jimenez, Doria Robinson, Sue Wilson, and Vice Mayor Cesar Zepeda. Absent: Mayor Eduardo Martinez was absent for the entire meeting.

I. STATEMENT OF CONFLICT OF INTEREST
None.

J. AGENDA REVIEW
The organization ACCE was added to receive a proclamation with Item M.2 - Proclamation Recognizing May 2025 as Asthma Awareness Month. Item P.7 - Presentation by the Coalition/Taskforce to end Gender-Based Violence was moved to be the first item heard under Study and Action Session.

K. REPORT FROM THE CITY ATTORNEY OF FINAL DECISIONS MADE

DURING CLOSED SESSION
C.1 CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION (Significant exposure to litigation pursuant to paragraph (2) or (3) of Subdivision (d) [as applicable] of Government Code Section 54956.9)  One case
Item was discussed. No reportable action was taken.

C.2 CONFERENCE WITH LABOR NEGOTIATORS (Government Code
Section 54957.6)
 Agency Representatives: Sharrone Taylor, Jack Hughes, Lisa Charbonneau Employee organizations:

1. SEIU Local 1021 Full Time Unit and Part Time Unit

2. IFPTE Local 21 Mid-Level Management Unit and Executive Management Units

3. Richmond Police Officers Association RPOA

4. Richmond Police Management Association RPMA

5. IAFF Local 188

6. Richmond Fire Management Association RFMA
Item was discussed. No reportable action was taken.

L. REPORT FROM THE CITY MANAGER (public comment allowed under Open Forum)
City Manager Shasa Curl presented the report.

Link to report: CM WEEKLY REPORT
M. COMMENDATIONS, PRESENTATIONS, AND PROCLAMATIONS
M.1 Proclamation recognizing May 2025 as Asian American, Native Hawaiian, and Pacific Islander Heritage Month
PROCLAMATION recognizing May 2025 as Asian American, Native Hawaiian, and Pacific Islander Heritage Month in the City of Richmond and Honoring 154
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AANHPI Leaders - Mayor Eduardo Martinez (510-620-6503), Councilmember Soheila Bana (510-672-3490), and Vice Mayor Cesar Zepeda (510-620-6861).

Vice Mayor Zepeda and Councilmember Bana introduced the item and presented the proclamations.

Councilmember Bana also presented certificates to members of the Middle East North African Yemanes community. This item was not on the agenda.

Harpreet Sandhu and Cordell Hindler gave comments.

M.2 Proclamation Recognizing May 2025 as Asthma Awareness Month PROCLAMATION recognizing May 2025 as Asthma Awareness Month in the City of Richmond to bring attention to this public health crisis, acknowledge the contributions of Richmond-based environmental justice organizations, and affirm the city’s commitment to reducing dependence on fossil fuels while investing in clean energy, health equity, and community resilience - Councilmember Jamelia Brown (510-609-5780).

Councilmember Brown introduced the item and presented the proclamations.

Cordell Hindler and Mark Wassberg gave comments.

N. OPEN FORUM FOR PUBLIC COMMENT
(public comment on items that remain on the Consent Calendar or items not on the agenda - limited to 2 minutes unless otherwise specified - Back and forth dialogue with the Council is prohibited)
Cordell Hindler gave comments in support of diversity and millennials in the workplace.

Brandon Harris, James Anderson, Doris Mason, Carlos Ramirez, Sharka Volejnikova , and Daniel Barth asked that the city invest $3 million dollars to Pogo Park to complete the Harbour 8 Park Project
Mark Wassberg gave comments regarding the Grand Jury investigation of the city for defunding the police.

Liz Woods gave comments regarding the large accumulation of debris and overgrown grass at 2400 Nevin Avenue.

O. CITY COUNCIL CONSENT CALENDAR
(All items placed under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted upon together with a motion and second, without discussion, of any member of the City Council, and each item shall be deemed to have received the action recommended.)
Motion by Councilmember Doria Robinson
Seconded by Councilmember Claudia Jimenez
Ayes (6): Councilmember Soheila Bana, Councilmember Jamelia Brown, Councilmember Claudia Jimenez, Councilmember Doria Robinson, Councilmember Sue Wilson, and Vice Mayor Cesar Zepeda
Absent (1): Mayor Eduardo Martinez
Passed
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O.1 City Attorney's Office
O.1.a First Amendment to the Legal Services Agreement with Best Best & Krieger, LLP for Code Enforcement Advice
APPROVE a first amendment to the legal services agreement with Best Best & Krieger, LLP, to increase the compensation by $265,000, for an amount not to exceed $275,000, and to extend through December 31, 2026, to continue providing specialized legal advice and representation in support of quality-of-life and nuisance abatement efforts – City Attorney’s Office/Community Development Department (Shannon Moore 510-620- 6505/Lina Velasco 510-620-6841).

O.1.b Retention of Interim Investigator for the Community Police Review Commission (“CPRC”)
APPROVE a professional services contract with Bill Whalen and Associates to conduct confidential investigations for the Community Police Review Commission for a term of May 28, 2025, through January 30, 2026 with a contract amount of $50,000 – Community Police Review Commission (Dave Aleshire 510-620-5439).

O.1.c Establish a Biannual Report from the Richmond Arts and Culture Division INTRODUCE an Ordinance (first reading) amending Richmond Municipal Code Chapter 6.50 for the Richmond Arts and Culture Division Manager to provide a written report and a presentation to the Council on a biannual basis regarding art projects being developed in the City – City Attorney’s Office (Shannon Moore 510-620-6505/James Atencio 510-620- 6504).

O.2 Community Development
O.2.a Metropolitan Transportation Commission (MTC) Capital Grant Agreement and sole-source contract with Trust for Public Land.

ADOPT a resolution authorizing the city manager or their designee to ACCEPT and APPROPRIATE a $150,000 Capital Grant from the Metropolitan Transportation Commission (MTC) and APPROVE a solesource contract with Trust for Public Land in the amount of $150,000 to complete design work and outreach related to the Richmond Wellness Trail Phase 2, with a term beginning May 27, 2025, through June 30, 2027 to be funded by an MTC Capital Grant - Community Development Department (Lina Velasco/Beatriz Guerrero Auna 510-685-5450).

Adopted Resolution No. 56-25.

O.2.b 2024 Housing Element Annual Progress Report
ADOPT a resolution accepting the 2024 Annual Progress Report for the City’s Housing Element (2023-2031) - Community Development Department (Lina Velasco/Avery Stark 510-620-6714).

Adopted Resolution No. 57-25.

O.3 Economic Development
O.3.a Collection of Assessments for Downtown Richmond Property and Business Improvement District (DRPBID)
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ADOPT a resolution allowing the City of Richmond to levy the property tax rolls of property owners subject to assessment under the Downtown Richmond Property and Business Improvement District (DRPBID) on the annual 2025-2026 property tax rolls – Economic Development Department (Jesson de Leon 510-412-2023/Antonio Banuelos 510-620- 6741/Junne Garcia 510-620-6524/Nannette Beacham 510-620-1306).

Adopted Resolution No. 58-25.

O.3.b Contract Amendment No.1 with CSW|Stuber-Stroeh Engineering Group, Inc.

APPROVE a first contract amendment with CSW|Stuber-Stroeh Engineering Group, Inc. to increase the contract amount by $30,000, for Fiscal Year 2024-25, within the contract term of July 1, 2024, through June 30, 2027, for a revised not-to-exceed contract amount of $324,000, for engineering services at the Port of Richmond – Economic Development Department (Charles Gerard 510-620-6792).

O.3.c Port of Richmond Federal Maritime Commission (FMC) Tariff No.3 Amendment
ADOPT a resolution to amend the Port of Richmond FMC Tariff No. 3 reflecting a two and half percent (2.5%) general rate increase (GRI) to the Port of Richmond Federal Maritime Commission (FMC) Tariff No. 3 and an annual Consumer Price Index (CPI) rate adjustment as approved by the Executive Committee of the California Association of Port Authorities (CAPA) – Economic Development Department (Charles Gerard 510-620 6792).

Adopted Resolution No. 59-25.

O.3.d On Call Electrical Support
ADOPT a resolution approving contracts with three firms to provide electrical maintenance, surveying, and repair services for the Port of Richmond, on an as needed basis, for a three-year term, expiring June 30, 2027, with a not-to-exceed total expenditure of $200,000 annually, for a total potential not-to-exceed contract amount of $600,000, over three years for each firm - Economic Development Department (Charles Gerard 510- 620 6792).

Adopted Resolution No. 60-25.

O.3.e First Contract Amendment with Haley and Aldrich, Inc.

ADOPT a resolution approving a budget transfer within the Port Fund to increase the Port’s budget for dredging projects by $25,200, and approving a first contract amendment with Haley and Aldrich, Inc. in the amount of $25,200 for a revised total not-to-exceed contract amount of $279,300, to secure permits for required maintenance dredging at Terminal Two, the Point Potrero Marine Terminal Berths Seven and Eight, the Marina Bay Yacht Harbor, and to conduct slope analysis at Terminal Two, with a term ending June 30, 2026 - Economic Development Department (Charles Gerard 510-620-6792).

Adopted Resolution No. 61-25.
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O.4 Fire Department
O.4.a Adopt Response Time Standards for the Richmond Fire Department During Emergency Incidents
ADOPT a resolution establishing a Response Time Standard for the Richmond Fire Department to guide performance during emergency incidents – Fire Department (Chief Aaron Osorio 510-307-8021/Rico Rincon 510-307-8041).

Adopted Resolution No. 62-25.

O.5 Library and Community Services
O.5.a Sole-Source Contract With Davillier Sloan, Inc.

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).

O.5.b Approve the Richmond Workforce Development Board Local Plan Program Year 25-28
APPROVE the Richmond Workforce Development Board Local Plan Program Years 2025-2028 - Community Services Department (LaShonda White/Tamara Walker 510-307-8006).

O.6 Mayor's Office
O.6.a Proclamation recognizing June 2025 as LGBTQI+ Pride Month in the City of Richmond
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).

O.6.b Proclamation Recognizing May 2025 as Mental Health Awareness Month 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).

O.7 Police Department
O.7.a Grant Funding to End Abuse in Later Life Program
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).

Adopted Resolution No. 63-25.
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O.7.b Three-year Contract with San Joaquin Delta College 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).

O.7.c Contract with Breakpoint Investigations for Preemployment Background Checks
APPROVE a three-year, $180,000 contract, with two additional one-year extensions, with Breakpoint Investigations for Police background investigations for the period of May 28, 2025, through May 27, 2028 – Police Department (Chief Bisa French 510-621-1802).

O.8 Public Works
O.8.a Resolution to Award On-call Power Washing Contracts to EcoSanitation and Professional Powerwashing Maintenance.

ADOPT a resolution to award on-call power washing contracts to EcoSanitation and Professional Powerwashing Maintenance for a three year term beginning on June 1, 2025, and ending on May 31, 2028, each for a total not to exceed amount of $450,000, for a three-year term, each with two, optional one-year extensions, for a total not to exceed amount of $150,000 for each optional year - Public Works Department (Carl Capistrano 510-620-6896/Tawfic Halaby 510-620-5482/Daniel Chavarria 510-620-5478).

Adopted Resolution No. 64-25.

P. STUDY AND ACTION SESSION
P.1 Receive a Report from Richmond Promise
RECEIVE a report from Richmond Promise – Mayor Eduardo Martinez (510- 620-6503) and Vice Mayor Cesar Zepeda (510-620-6861).

Richmond Promise Executive Director Christopher Whitmore and Executive Assistant Salwa Alkaheli gave the presentation.

Link to presentation: RICHMOND PROMISE
Cordell Hindler gave comments.

Discussion ensued.

The City Council received the report. The request to the city to fund the Richmond Promise Program was $2.5 million dollars per year.

P.2 Adopt the City of Richmond Fire Hazard Severity Zones Ordinance INTRODUCE an ordinance (first reading) to designate Fire Hazard Severity Zones within the City of Richmond as recommended by the California Department of Forestry and Fire Protection (Cal Fire) Office of the State Fire Marshal (OSFM) – Fire Department (Chief Aaron Osorio 510-307-8021/Fire Marshal Dante J. Wiley 510-307-8090).
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Fire Chief Aaron Osorio gave an overview.

Link to presentation: FIRE HAZARD SEVERITY ZONES
Discussion ensued.

A motion was made by Councilmember Robinson, seconded by Councilmember Brown to introduce the ordinance.

Motion by Councilmember Doria Robinson
Seconded by Councilmember Jamelia Brown
Ayes (6): Councilmember Soheila Bana, Councilmember Jamelia Brown, Councilmember Claudia Jimenez, Councilmember Doria Robinson, Councilmember Sue Wilson, and Vice Mayor Cesar Zepeda
Absent (1): Mayor Eduardo Martinez
Passed
P.3 Draft Advanced Life Support (ALS) First Responder Feasibility Study RECEIVE the draft written report regarding Advanced Life Support (ALS) First Responder Feasibility Study and DIRECT staff to pursue next steps for implementing the recommended service models as outlined by the Matrix Consulting Group – Fire Department/Human Resources Department (Chief Aaron Osorio 510-307-8021/Sharrone Taylor 510-620-6803).

Fire Chief Aaron Osorio gave an overview.

Link to presentation: ADVANCED LIFE SUPPORT STUDY
The cost for Advanced Life Support for the city would be incorporated into the budget for consideration at the June 17, 2025, City Council meeting.

Discussion ensued.

A motion was made by Councilmember Jimenez, seconded by Councilmember Bana, to receive the report and requested an update to the city council in six months with a focus on the hybrid model.

Motion by Councilmember Claudia Jimenez
Seconded by Councilmember Soheila Bana
Ayes (6): Councilmember Soheila Bana, Councilmember Jamelia Brown, Councilmember Claudia Jimenez, Councilmember Doria Robinson, Councilmember Sue Wilson, and Vice Mayor Cesar Zepeda
Absent (1): Mayor Eduardo Martinez
Passed
P.4 Presentation by Transbay Coalition for the development of a Citywide Community-Led Bus Stop Bench Program
RECEIVE a presentation by Transbay Coalition for the development of a Citywide Community-Led Bus Stop Bench Program and DIRECT staff to develop a Community-Led Bus Stop Bench Program (Policy) that establishes a formal permitting process, waives all associated fees, and incorporates the design 160
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standards and guidelines developed by the Transbay Coalition and approved by City Public Works. The program will enable local volunteers, advocacy groups, and community stakeholders to legally install and maintain benches at approved bus stop locations throughout Richmond that currently lack adequate seating - Councilmember Jamelia Brown (510-609-5780) and Vice Mayor Cesar Zepeda (510-685-5002).

Councilmember Brown gave an overview.

Transbay Coalition Transportation Advocacy Consultant Carter Lavin presented the PowerPoint.

Link to presentation: BUS STOP BENCH PROGRAM
Cordell Hindler, Pat Young. Bryan Harris, and Arto Rinteela gave comments.

Discussion ensued.

A motion by Councilmember Robinson, seconded by Councilmember Brown to:
approve installation of the benches to also include installation to other public spaces; directed staff to include the bench program into the current legal requirements of the sidewalk policy ordinance; include bus stop benches; work with the city attorney's office to ensure the agreement included legal protections for the city; create a pathway to a community led bus stop bench installation program; and return with an update to the city council no later than October 2025.

Further discussion ensued. The city could implement encroachment permits, identify maintenance procedures, and obtain indemnification in the agreement from the bench installers.

Motion by Councilmember Doria Robinson
Seconded by Councilmember Jamelia Brown
Ayes (6): Councilmember Soheila Bana, Councilmember Jamelia Brown, Councilmember Claudia Jimenez, Councilmember Doria Robinson, Councilmember Sue Wilson, and Vice Mayor Cesar Zepeda
Absent (1): Mayor Eduardo Martinez
Passed
P.5 Seismic Retrofit Study and Program Development for Older Residential and Small Business Structures
DIRECT City staff to initiate a Request for Proposals (RFP) to conduct a citywide seismic vulnerability study and to develop an incentive and grant program for retrofitting high-risk buildings - Councilmember Soheila Bana (510-672- 3490).

Councilmember Bana gave an overview.

Kerry Guerin gave comments.

Link to map: SEISMIC RETROFIT
Discussion ensued.
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A motion was made by Councilmember Bana, seconded by Vice Mayor Zepeda to initiate a Request for Proposals and conduct a city-wide study. The motion failed by the following vote:

Motion by Councilmember Soheila Bana
Seconded by Vice Mayor Cesar Zepeda
Ayes (2): Councilmember Soheila Bana, and Vice Mayor Cesar Zepeda Noes (4): Councilmember Jamelia Brown, Councilmember Claudia Jimenez, Councilmember Doria Robinson, and Councilmember Sue Wilson Absent (1): Mayor Eduardo Martinez
Failed
P.6 Development of Ordinance to Ban Land Grab Practices and Promote Housing Accessibility
DIRECT City staff to study federal and state legislation regarding land grab practices by for profit corporations and investors and return to the City Council within 180 days with recommendations regarding the viability of enacting a local ordinance, at which time the City Council may decide whether to direct staff to draft an ordinance - Councilmember Soheila Bana (510-672-3490).

Councilmember Bana gave an overview.

River Allen, Patricia Aguiar, and Raul Vasquez gave comments. (Due to lack of time, the item was continued to the June 3, 2025, City Council meeting to complete public comment and council deliberation only).

P.7 Presentation by the Coalition/Taskforce to End Gender-Based Violence RECEIVE a presentation from the Coalition/Taskforce to End Gender Based Violence on the final recommendations from a report completed in January 2024 (Phase I) and an update of the work the Coalition/Taskforce to End Gender Based Violence is working towards advancing the recommendations including implementing a Multilingual and Multicultural Public Awareness Campaign (Phase 2). ISSUE A REQUEST FOR PROPOSAL AND IDENTIFY a funding source for staffing support and the implementation of the Public Awareness Campaign and other costs related to support the recommendations that anticipates concluding at the end of January 2026 - Councilmember Soheila Bana (510-672- 3490)
Councilmember Bana gave an overview.

Nyabingha Zianni, Theresa Russell, and Greenwood Noemi Franco presented the report.

Link to presentation: GENDER-BASED VIOLENCE
Cordell Hindler and Mark Wassberg gave comments.

Discussion ensued.

City Council received the report and directed the following: Include the item with budget session options for consideration; that the RFP was addressed holistically 162
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in all areas as a whole; and return with an update on the process to continue the work at the June 3, 2025, City Council meeting.

Motion by Councilmember Claudia Jimenez
Seconded by Councilmember Doria Robinson
Ayes (5): Councilmember Jamelia Brown, Councilmember Claudia Jimenez, Councilmember Doria Robinson, Councilmember Sue Wilson, and Vice Mayor Cesar Zepeda
Absent (1): Mayor Eduardo Martinez
Passed
Q. REPORTS OF OFFICERS: REFERRALS TO STAFF, AND GENERAL REPORTS (INCLUDING AB 1234 REPORTS)(limited to two minutes per Councilmember) None.

R. ADJOURNMENT
There being no further business, the meeting adjourned at 11:01 p.m., to meet again on June 3, 2025, at 5:00 p.m.

Clerk of the City of Richmond Mayor
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June 17, 2025
Economic Development
DATE: June 17, 2025
TO: Mayor Martinez and Members of the City Council
FROM: Nannette Beacham, Director of Economic Development Samantha Carr, Environmental Manager
Yahna Williamson, Management Analyst
Subject: Update and Approve the Richmond Green-Blue New Deal (GBND) Top-Five Priority Projects over the Next 5 Years.

FINANCIAL IMPACT: There is no fiscal impact to receiving the update.

PREVIOUS COUNCIL
ACTION:

October 1, 2024

STATEMENT OF THE
ISSUE:

Provide an update to City Council on the work completed to prioritize the top five projects in the Richmond GreenBlue New Deal (GBND) Opportunities Report. These will be the first set of projects for City staff to focus on implementing over the next five years. Once the top five priority projects are approved, a scope of work will be codeveloped for each project. The goal is to initiate a phased implementation process with clear, actionable
steps aligned with existing efforts and available capacity over the next five years.

RECOMMENDED ACTION: RECEIVE a written update on the Richmond Green-Blue New Deal project prioritization process and APPROVE
top five priority projects - Economic Development
Department (Yahna Williamson 510-620-6574/Samantha
Carr 510-620-5407/ Nannette Beacham 510-620-1306).

AGENDA
REPORT
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June 17, 2025

BACKGROUND
On October 1, 2024, City staff presented the Richmond Green-Blue New Deal (RGBND) Opportunities Report and its appendices to the City Council for initial review. In response to City Council and community feedback, City staff initiated an internal evaluation process to refine the implementation strategy and narrow the scope of projects to be prioritized over the next five years.

As part of this process, City staff:
 Conducted additional research and reviewed all 24 projects identified in the Opportunities Report
 Surveyed internal departments, the Economic Development Commission (EDC), and the Workforce Development Board (WDB).
 Factored in staff feedback, combined Port Upgrades, and Offshore Wind Manufacturing
 Factored in staff feedback, combined Building Electrification Retrofits, and Green Accessory Dwellings
Consequentley, City staff identified a list of five top-ranked projects based on survey results and departmental feedback. Notably, there was a six-way tie for the 5th, 6th, and 7th ranked positions. To help refine the prioritization, input from both the survey given to Economic Development Commission (EDC) and Workforce Development Board (WDB) as well as feedback from City staff was considered. The survey results strongly supported Green Accessory Dwellings and Offshore Wind Manufacturing, reflecting an interest in innovative, future- oriented job creation.

Meanwhile, City staff prioritized the Transition to Zero Emission Vehicles, highlighting its alignment with existing planning and overall feasibility particularly with workforce development. This collective input helped inform the shortlist of projects recommended for further scoping:

1. Port Upgrades (80%) & Offshore Wind Manufacturing (40%)

2. Building Electrification Retrofits (50%) & Green Accessory Dwellings (40%)

3. Brownfield Research and Innovation (50%)

4. Destination Downtown (50%)

5. Transition to Zero Emission Vehicles (40%)
To manage workload and ensure steady progress, staff recommend focusing on no more than five priority projects initially. Several of the top-ranked projects are already being piloted or led by other City departments and community partners, enabling staff to concentrate on coordination and support rather than launching entirely new initiatives.

While the remaining projects were not selected as immediate priorities for the City over the next five years, many outlined in the Opportunities Report are already in progress or in early development stages through the efforts of other government agencies, organizations, and City divisions (Attachment 1). 165

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June 17, 2025

NEXT STEPS
Once the top-five priority projects are approved, City staff will co-develop with the community detailed scope of works for each project to guide the next phase of RGBND implementation, using the U.S. Economic Development Administration's Evaluation Toolkit as a first step (Attachment 2). The intended goals of the scope of works will be to confront climate change while advancing economic equity and environmental justice through targeted investment in clean energy, infrastructure upgrades, and workforce development. By uniting climate action with workforce inclusion, strategies and actions included in the scope of work hope to deliver a triple bottom line: (1) environmental sustainability, (2) economic justice, and (3) workforce inclusion. Central to this process will be to identify workforce pathways for local workers, especially youth and underserved residents, within new green and blue industries through and incorporate strategic training pipelines, preapprenticeships, and certifications.

Additionally, the scope of work will incorporate coordination rather than duplication of efforts, emphasize collaboration across departments and community organizations, and account for the City’s limited staffing and fiscal resources (Attachment 3). City staff will continue to provide regular updates and collaborate with the EDC and WDB.

Next steps will include and occur across the following phases:

Phase 1 Assessment:
 Confirm selected projects are viable and aligned with community and City priorities
 Incorporate economic development indicators from the U.S. Economic Development Administration's Evaluation Toolkit to assess strategic fit, job creation potential, and sustainability (Attachment 2)  Assess funding needs, timelines, and preliminary implementation steps Phase 2 Community Outreach:
 Engage with stakeholders including EDC, WDB, Downtown Task Force, and port users to align efforts and share updates
 Provide community members with opportunities to give input and ensure Just Transition principles are centered
Phase 3 Strategic Planning:
 Develop implementation pathways for each project that include workforce development alignment, economic development impact, and job quality metrics
 Coordinate with regional partners (e.g., Green Empowerment Zone) to identify synergies
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June 17, 2025
Phase 4 Implementation Readiness:
 Co-develop a refined scope of work for each selected project, incorporating community input and interdepartmental review.
 Define responsible departments, required partnerships, and resource needs.  Prepare briefing materials and progress tracking tools to guide ongoing interdepartmental coordination and reporting.

City staff will return to City Council during Phase 4 with draft scope of works and resource needs for review. Please see Attachment 4 for a summary of these steps as well.

SYNERGISTIC POLICIES:

The GBND initiative is rooted in Resolution 88-21 and builds upon Richmond’s Climate Action Plan, Economic Development Action Plan, Health in All Policies Strategy, and Richmond Workforce Development Local Plan. The overarching goals include advancing a Just Transition and creating at least 1,000 new green-blue jobs to support a just, equitable, resilient, and sustainable future. Additionally, this is included in the City Council Goals and Priorities 6.1.b.

DOCUMENTS ATTACHED:

Attachment 1 – Green-Blue New Deal Opportunities Report Attachment 2 – Economic Evaluation Toolkit
Attachment 3 – Updated Project Status and Accomplishments Attachment 4 – Presentation GBND Update - Project Prioritization 167
Toolkit for Evaluating Economic Development within RGBND The Economic Development Administration (EDA) offers a structured 'Toolkit for Economic Development Evaluation' to assess the economic growth potential of projects. This toolkit provides key metrics, data collection tools, and analysis methods for evaluating development programs. Access the toolkit here:

U.S. Economic Development Administration
Key components of the evaluation checklist include:

1. Relevance and Strategic Fit:
a. Alignment with local and regional economic development strategies. b. Consistency with community needs and priorities.
c. Alignment with Just Transition.

2. Economic Impact:
a. Potential for job creation and retention.
b. Expected increase in private investment.
c. Enhancement of local tax base.

3. Feasibility and Sustainability:
a. Technical and financial viability of the project.
b. Capacity of the implementing organization.
c. Long-term sustainability and Just Transition plans.
d. Funding considerations

4. Performance Measures:
a. Clear, measurable objectives and outcomes.
b. Defined metrics for monitoring progress.
c. Mechanisms for data collection and reporting.

5. Risk Assessment:
a. Identification of potential risks and challenges.
b. Strategies for risk mitigation.

Although this tool kit focuses on EDA programs and makes references to EDA staff and grantees, it’s noted in the toolkit that practitioners outside the EDA can and should review this material and apply the identified metrics and approaches to their own economic development initiatives as appropriate.

With this, we can use to systematically evaluate each project of the GBND to determine its potential contribution to economic growth, ensuring alignment with strategic goals and effective use of resources. 168
Richmond Green-Blue
New Deal

OPPORTUNITIES REPORT
FEBRUARY 2025
169
Acknowledgements
City Council
Eduardo Martinez, Mayor
Claudia Jimenez, Vice Mayor
Soheila Bana
Gayle McLaughlin
Doria Robinson
Melvin Willis
Cesar Zepeda
City’s Consultant Team
Appraccel
Abbe & Associates
Groundwork Richmond
HR&A
Medema Consulting
MIG
Safe Return Project
City Staff
B.K. White
Hector Rojas
Lizeht Zepeda
Nannette Beacham
Patrick Phelan
Samantha Carr
Shasa Curl
Tamara Walker
Community Partners
1Hundred Years
Asian Pacific Environmental Network
Blue Frontier
Boilermakers Union
Center for Creative Land Recycling
Chevron
CoBiz Richmond
Collaborising
Contra Costa Building Trades
Community Partners Continued
Contra Costa Community College
Cooperation Richmond
Council of Industries
CSU Maritime
Construction Trades Workforce Initiative East
Bay Economic Development Alliance
Economic Development Commission
Food Bank of Contra Costa and Solano County
Groundwork Richmond International
Brotherhood of Electrical Workers
Laborers’ International Union
Marin Clean Energy
Othering & Belonging Institute
UC Berkeley
Pacific Environment
Plant to Plate
RCF Connects
Rebuilding Together East Bay Network
RecycleMore
Renaissance Entrepreneurship Center
Replate
Republic Services
Rich City Rides
Richmond LAND
Richmond Listening Project
Richmond Main Street Initiative
Richmond Neighborhood Housing Services
Rising Sun Center for Opportunity
Rubicon
RYSE Center
SFMade
Sims Metal
SMART Sheet Metal Worker Local Union
The Watershed Project
Urban Ore
Urban Tilth
Water Emergency Transportation Authority
West County Wastewater
Working Waterfront
170
Executive Summary.......................................................................................................................1 Introduction.................................................................................................................................. 4 Richmond’s Manufacturing History...............................................................................................6 Vulnerabilities to Climate Change.................................................................................................7 Just Transition: A Path Forward....................................................................................................7 SECTION I: Study Methodology....................................................................................................8 SECTION II: Community Aspirations...........................................................................................10 SECTION III: Community Profile.................................................................................................22 SECTION IV: Green-Blue Project Recommendations ................................................................27 Renewable Energy........................................................................................................29 Building Electrification and Energy Efficiency ............................................................34 Sustainable Transportation..........................................................................................43 Zero Waste....................................................................................................................47 Green Infrastructure and Urban Forestry....................................................................57 Land Use........................................................................................................................61 Water............................................................................................................................ 64 Other............................................................................................................................. 72 Richmond Green-Blue New Deal Opportunities Report
Table of Contents
171
Table of Contents
SECTION V: Workforce Development and Training..................................................................74 What is Workforce Development?.............................................................................75 Skill Development.....................................................................................................78 Overcoming Barriers.................................................................................................80 Existing Training........................................................................................................82 High Road Training Partnerships..............................................................................86 Funding for Training..................................................................................................87 K-12 Environmental Education and Green Career Awareness...............................87 SECTION VI: Funding.................................................................................................................89 For Projects Offering Returns on Investment...........................................................90 For Projects That Need Subsidies.............................................................................98 Number of Jobs Created............................................................................................98 Next Steps for the Richmond Green-Blue New Deal ...............................................................101 Conclusion................................................................................................................................. 102 APPENDICES............................................................................................................................. 106 Appendix I: Jobs per $1 Million Invested
Appendix II: Eight Municipal Green New Deals
Appendix III: K-12 Environmental Education and Green Careers Awareness Appendix IV: Gap Analysis: Environmental Policy Goals and Current State Appendix V: Community Outreach and Findings Report
Appendix VI: Insights About the Future Green-Blue Economy from Justice-Involved Richmond Residents
Appendix VII: Community Profile & Economic Development Insights Richmond Green-Blue New Deal Opportunities Report
172
Table of Figures
Figure 1: Community Concerns About Environmental and Health Issues..........................................13 Figure 2: Environmental Project Priorities...........................................................................................14 Figure 3: Safe Return Project Workshop #1.........................................................................................15 Figure 4: Richmond’s Key Industries Critical to the Green Economy.................................................23 Figure 5: Jobs by Occupation in Richmond (2021) and Jobs Growth (2010-2021)..........................24 Figure 6: Extractive Industry Jobs in Richmond (2021) and Change in Jobs (2010- 2021).................................................................................................................................................... 24 Figure 7: Building, Construction, and Service Jobs in Richmond (2021) with Change in Jobs (2010-2021).............................................................................................................................25 Figure 8: Water Transportation Jobs in Richmond (2021) with Change in Jobs (2010-2021).........................................................................................................................................25 Figure 9: Green Jobs in Top 20 Occupations for Green Skill Jobs in Richmond (2021)................................................................................................................................................... 26 Figure 10: Recommended Projects for Green-Blue Job Creation in Richmond.................................28 Figure 11: Parts of an Offshore Wind Turbine......................................................................................31 Figure 12: Number of Manufacturing Jobs and Investment per Facility to Support 25 Gigawatts Offshore Wind Deployment on the West Coast...................................................................................32 Figure 13: Estimated Number of Jobs to Upgrade Richmond’s Existing Residential Building Stock........................................................................................................................................35 Figure 14: An ADU Design Available From the City of Stockton, CA....................................................38 Figure 15: Housing Units by Year Structure Built, City of Richmond..................................................48 Figure 16: Urban Ore Sales by Category, 2020-2022.........................................................................49 Figure 17: Dowel-Laminated Timber...................................................................................................53 Figure 18: Soil Clean-Up Level Based on End Uses.............................................................................61 Richmond Green-Blue New Deal Opportunities Report
173
Table of Figures
Figure 19: Offshore Wind Boat Types and Specifications...................................................................68 Figure 20: Simplified Career Pathways for Six Green Job Sectors......................................................76 Figure 21: Standard Occupational Classifications (SOC).....................................................................77 Figure 22: Distinctive Skills Needed for Recommended Green-Blue Projects...................................78 Figure 23: Skill Development by Type of Employment........................................................................81 Figure 24: Examples of Training Currently Available...........................................................................82 Figure 25: Median Salaries by Green Sector (San Francisco Bay Area)..............................................84 Figure 26: Salary Ranges in Advanced Manufacturing (national)........................................................85 Figure 27: Salary Ranges in Green Building (national)........................................................................86 Figure 28: Spectrum of Financial Tools for Green Job Projects..........................................................89 Figure 29: RGBND Projects Organized by Potential Number of Jobs Created...................................99 Figure 30: California Climate Investment Expenditures - Building Electrification and Energy Efficiency Projects.....................................................................103 Figure 31: California Climate Investment Expenditures - Sustainable Transportation Projects..................................................................................................103 Figure 32: California Climate Investment Expenditures - Zero Waste Projects............................................................................................................................104 Figure 33: California Climate Investment Expenditures - Green Infrastructure and Urban Forestry Projects............................................................................105 Figure 34: California Climate Investment Expenditures - Water Projects.....................................................................................................................................105 Richmond Green-Blue New Deal Opportunities Report
174
Glossary
Term
BIPOC
Job-year
Direct jobs
Decarbonize
Indirect jobs
Induced jobs
Electrification
Building envelope
Equity
Greenhouse gases
High-road jobs
Environmental justice
Beneficial electrification
Disadvantaged community
(DAC)
Definition
To stop or reduce carbon gases, especially carbon dioxide, being released into the atmosphere
Richmond Green-Blue New Deal Opportunities Report
One job for one year
Includes jobs supported by re-spending of income from direct jobs and supplier jobs, as well as public-sector jobs supported by tax revenue (e.g., jobs at restaurant where electrician dines)
Electrification strategies or approaches that benefit both the environment (through reducing greenhouse gas emissions) and the end-users of energy (by saving money and improving health in a way that is equitable) Black Indigenous People of Color electrification strategies or approaches The physical separation between the conditioned and unconditioned space in a building
Jobs directly supported by an industry (e.g., electricians installing electric water heaters)
The areas throughout California which suffer most from a combination of economic, health, and environmental burdens (California Public Utility Commission)
A switch to technologies powered by electricity in place of natural gas or other fossil fuels
The fair treatment of people of all races, cultures, and incomes with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies (State of California) Fair outcomes, treatment, and opportunities for all gases that trap heat in Includes materials and capital services supplier jobs (e.g., jobs manufacturing electric water heaters)
Jobs offering family-sustaining wages, benefits, and other benefits Gases that trap heat in the atmosphere
175
Recidivism
Just Transition
Justice-involved
Mercantile building
Remakery
Shared
micro-manufacturing
Shared micro-retail
Solar photovoltaics
Upskill
Richmond Green-Blue New Deal Opportunities Report
A period of transition toward a clean-energy economy with high-road jobs offering family-sustaining wages, benefits, and opportunities for career advancement
People who are now, or have spent time in jails, youth correctional facilities, or prisons
Any building or part of a building used as shops, stores, market, malls, for display and sale of merchandise either wholesale or retail The act of committing another crime or coming into conflict with the criminal justice system
A co-working maker space that is supported by memberships, grants, and fee-for-service classes
To learn new skills or teach workers new skills
Shared space with manufacturing of products in small quantities using small manufacturing facilities
Convert sunlight directly into electricity
A retail model including things like small-scale pop-up shops and boutique storefronts
176
Richmond Green-Blue New Deal Opportunities Report
Executive Summary
In 2021, the City Council in Richmond, California, passed Resolution 88-21, launching the development of a Richmond Green-Blue New Deal. Their bold vision 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 this future it envisions. The intent of the report is to speed up the transition to a clean-energy and zerowaste economy, with restored environmental and human health and without leaving fossil fuel industry workers and its community behind. Such a period of equitable change is called a Just Transition.

The RGBND project team spent nine months in dialogue with the Richmond community through surveys, interviews, stakeholder meetings, and workshops to understand the challenges community members face, as well as their preferences and aspirations. The Richmond community has a profound understanding of existing problems but also a deep commitment to building a just, equitable, resilient, and sustainable future by utilizing the city’s assets and activating its talents.
1 177
Richmond Green-Blue New Deal Opportunities Report 2
Union labor and others advocate strongly for high-road jobs that pay enough to support a family and offer benefits and career advancement opportunities. Many community members are eager to speed up the Just Transition process and wonder what kinds of green and blue jobs are the best fit for Richmond. Once the community decides which projects to pursue, workforce development will provide training for workers to upskill for their next careers.

People who face barriers to employment, including members of the justice-involved community, are eager for training opportunities and green jobs. Community members advocating for the next generation urged the project team to also include green career awareness and training for elementary, middle school, and high school students. It’s vital that interest in green careers is sparked among youth now to fill the meaningful green-blue careers of tomorrow.

The 24 project recommendations for green-blue jobs are based partly on economic forecasts about the jobs of the future and partly on governmental environmental policy goals. For example, the primary driver of growth in local renewable energy jobs is California’s goal with Senate Bill 100 to achieve 100% renewable energy by 2045.

The RGBND Opportunities Report methodology comprises six elements that determine when a project can proceed to the starting line and start hiring workers. They are: 1) What is the scope of the project? 2) Where will funding come from? 3) Who is the champion? 4) Does demand for the green good or service exist? 5) Who are the workers? and 6) What training do they need to upskill?
Deciding which projects to pursue will allow RichmondWORKS to develop training to help workers upskill, depending on their entry point into the job market.

The eight project sectors include:

Renewable energy
Building electrification and energy efficiency
Sustainable transportation
Zero waste
Green infrastructure and urban forestry
Land use
Water
Other
•
•
•
•
•
•
•
•
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Within these eight sectors are organized 24 recommended projects for green- blue job creation in Richmond:

1. Solar emergency microgrids at critical community facilities (police, fire, wastewater treatment plants, K-12 schools, healthcare facilities)

2. Battery manufacturing

3. Offshore wind manufacturing and assembly hub

4. Building electrification retrofits

5. Green accessory dwelling units and tiny homes

6. Community land trust

7. Destination downtown

8. Transportation management association

9. Transition to zero-emission vehicles

10. Building deconstruction firms

11. Building salvage warehouse

12. Richmond remakery and fixery

13. Re-entry entrepreneurs

14. Surplus food rescue

15. Expanding the tree canopy

16. Living levee

17. Brownfields research & innovation hub

18. Blue tech incubator and accelerator

19. Port upgrades, including electrification

20. Berthing vessels at the port

21. Boat building

22. Training center for boat maintenance and repair

23. Shoreline ecotourism

24. Green hydrogen
A separate RGBND Implementation Plan provides case studies about other cities where these types of projects have already been successfully implemented. Depending on whether a project needs to be fully subsidized or offers a return on investment, a variety of potential funding sources are available, including: grants, rebates, bonds, tax credits, loans, loan guarantees, and private financing.

Once grants or financing is lined up, local champions who have expressed interest in specific projects will either be selected or will step up to lead. 179
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Introduction
Richmond has opportunities to address the legacy of industrial pollution, underinvestment, and systemic inequalities—while leveraging its existing assets to build a 21st century, clean-energy, zero-waste economy.

What makes Richmond ideal for major public and private investment is that, as a disadvantaged community located at the intersection of important social, environmental, and economic issues; the City strives to become a role model for economic growth while addressing climate change and environmental justice issues.1
The main goal of the Richmond Green-Blue New Deal (RGBND) project is to create at least 1,000 new green-blue jobs for Richmond residents. This goal is informed 180
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by the project’s vision to employ the Just Transition model while planning for a just, equitable, resilient, and sustainable future. The project’s mission involves identifying opportunities for highroad jobs that unlock local assets and talents while incorporating community preferences.

For the purpose of this report, the definitions of these key terms are:

Just Transition – Building a bridge to a clean-energy economy without leaving fossil fuel workers and the community behind
High-road jobs – Offer family-sustaining wages, benefits, and opportunities for career advancement
Just – Racial, economic, environmental, and intergenerational justice Equitable – Everyone should have the right to a healthy environment, regardless of race, class, or other status; equitable also describes a level playing field on which all have equal opportunity for economic mobility
Resilient – The ability of natural systems and human infrastructure to recover quickly from a shock or challenge
Sustainable – Meeting the needs of the present population without compromising the ability of future generations to meet their needs
Many disadvantaged communities are researching how to craft a Just Transition so that workers in historically polluting industries are not left behind as society builds a clean-energy economy.

This bridge to a green future involves training and opportunities for workers that build on existing skillsets and allow them to upskill for new projects. Richmond’s work in this area will inspire other communities struggling with similar social, environmental, and economic challenges to develop a similar plan.

Richmond is a community of 114,106 residents on 33.7 square miles of land, with 32 miles of shoreline located along the San Francisco Bay.2 The city contains valuable physical assets, including a deep-water port, two highways, freight train lines, and industrially-zoned land. These, along with various valuable skillsets among Richmond residents, could used to build a just, equitable, resilient, and sustainable future. The path to such a future is through green-blue jobs.

This project’s working definition of green jobs is “work that protects and enhances the environment for current and future generations.” To tee up not only green jobs but also an abundance of new green-blue careers lasting three or four decades, the RGBND builds on the community’s strengths while unlocking opportunities for residents. 181
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Investments in green-blue jobs multiply throughout the economy. Thus, this report lays out conditions that will enable the creation of direct green-blue jobs, which in turn will multiply to catalyze indirect jobs along the supply chain, as well as induced jobs that result when workers spend money in their local economy.

Government policies support green economic growth in key ways. The City of Richmond has a framework of policies and plans designed to improve environmental health and public health outcomes. State policies, programs, and grant-funding opportunities complement the City’s policies and plans. For example, the California Workforce Development Board has 70 High Road Training Partnership (HRTP) industry workgroups that have developed policies and principles for high-road jobs in various industries. The initiative was designed as a campaign to “support businesses that compete on the basis of the quality of their products and services by investing in their workforces; these businesses pay the wages and benefits necessary to attract and retain skilled workers, who in turn perform high- quality work.”3 When planning for high-road jobs for the 21st century economy, it is important to consider the infrastructure built during Richmond’s industrial past and the resultant pollution that remains.

Richmond has a long industrial history of hosting large companies that manufacture explosives, chemicals, petroleum products, railcars, automobiles, and ships. In 1895, Giant Powder Company established an explosives manufacturing facility at Point Pinole in Richmond. In 1897, the Stauffer Chemical Company bought land and made a business trucking pyrite (fool’s gold) from its Sierra mine to Richmond to roast it down into sulfuric acid. In the 1950s, the company started making chemical fertilizers and pesticides.

In 1902, the Chevron Richmond Refinery opened and over the next century grew its petroleum refining business to the point that it now occupies 2,900 acres and employs thousands of workers. In 1910, the Pullman Company established a facility to manufacture and repair Pullman railroad sleeping cars. The Ford Motor Company erected an automobile assembly plant in 1930, which converted to wartime production during World War II and then moved to Milpitas in 1956.

Also during World War II, four Richmond shipyards were built along the waterfront, employing thousands of workers. With this effort, Richmond’s population increased Richmond’s Manufacturing History
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While Richmond has a history of industrial development and pollution, the Just Transition will incorporate valuable assets built in the past century and activate them to create a clean-energy and zero-waste future: a deep-water port, freight lines, highways, industrially-zoned land, and a skilled union workforce that could put their talents to use in high-road jobs. Capital investments and operational expenditures in high-road green-blue jobs in Richmond will not only allow workers to support themselves and build wealth but will also increase tax revenues. Tax revenues flowing to the city and county will then be reinvested in the community in ways that benefit residents and local businesses.
dramatically, rising from 23,000 in 1940 to 114,899 in 1942 and peaking at around 120,000 by 1945. Kaiser’s Richmond shipyards built 747 Victory and Liberty ships for the war effort, with a record of one ship being built in just five days.

This industrial legacy brought jobs and infrastructure to the city but also left enduring pollution. Volatile organic compounds, polychlorinated biphenyls, arsenic, lead, cadmium, mercury, petroleum substances, and other hazardous chemicals contaminate soil at 442 brownfields and Superfund sites. The burden of soil pollution is compounded by air pollution from stationary and mobile sources that contribute to higher levels of asthma than surrounding communities, another compelling reason to speed the Just Transition to a clean-energy, zero-waste future.

Part of the urgency around a Just Transition involves Richmond’s 32 miles of shoreline. The city’s proximity to the Bay leaves the community vulnerable to storm surges and sea level rise brought on by climate change. Local assets in danger of being affected by climate change include community services and public facilities, housing and schools, water supply, wastewater management, stormwater management, transportation infrastructure, flood management, energy infrastructure, solid waste and hazardous waste management, parks, natural areas and ecosystems, and commercial and industrial assets, and overall public health.

Specific examples of community vulnerabilities to climate change include the fact that wildfire could affect communication towers in the East Bay Hills and flooding could compromise emergency response personnel’s ability to respond to community needs. The forthcoming Richmond Sea Level Adaptation and Resilience Plan seeks to address some of these concerns.

Just Transition: A Path Forward
Vulnerabilities to Climate Change
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How does green-blue job creation happen? To advance the projects recommended in this report to the starting line and to be able to hire people ,the following are considered:

1. Scope – Does the green or blue project have a clear definition?

2. Demand – Is there a true demand for green goods or services?

3. Funding – Is there funding available from the federal or state government, the private sector, or a mix of public and private?

4. Champion – Who is the project’s champion, the person who either helps advocate for the project and finds funding, or, if funding is already available, can serve as project manager?

5. Workers – What types of workers possess the skillsets needed for this work, and how can they be identified?

6. Training – What training is needed to upskill workers in the latest technologies?
All six elements come into play when developing a project like residential electrification retrofits, for example.

SECTION 1
Study Methodology
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Consider a pilot project with a scope to retrofit 50 pre-1970 single-family homes with all-electric equipment in a disadvantaged area with zero upfront cost for residents. To confirm there is demand for this project, it would be helpful to partner with community-based organizations to administer a survey that gauges interest in such retrofits. Funding could come from federal and state grants for electrification retrofits in disadvantaged communities. If funding were secured, the utility or City could assign or hire a project manager (champion) to manage the project with electrical contractors. Since natural gas water heaters will be banned in the Bay Area starting January 1, 2027, electrical workers must undergo training in installation of electric heat pump water heaters before that date. The Bay Area ban on natural gas space heating will go into effect on January 1, 2029, before which training on electric heat pumps for heating and cooling should be available for contractors. This is just one application of the RGBND methodology.

Altogether, the above six elements allow a project to proceed to the starting line. 185
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Inspired by the federal Green New Deal unveiled in February 2019, the Richmond City Council on July 6, 2021 passed Resolution 88-21, a local Green-Blue New Deal.4 This resolution describes a vision of what could be accomplished with economic investments in green and blue jobs. Highlights of the equitable, economic, and environmental aspects of the resolution include the following text:

The Richmond Green-Blue New Deal Opportunities Report builds upon existing City plans with input from City leadership and community feedback to elevate and strengthen this report and future comprehensive economic, climate, and workforce development efforts. This section contains highlights of such input, which was gathered from City planning reports, community surveys, dozens of interviews, stakeholder workshops, and community meetings.

Foundational Vision

SECTION II
Community Aspirations
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Other documents and plans the City of Richmond has developed that inspire recommendations in the RGBND Opportunities Report include:
• General Plan 2030
• Climate Action Plan
• Health in All Policies (HiAP) Strategy5
• Transparent Richmond
• Economic Development Action Plan Parts 1 and 2
• Grants that the City has applied for
• Workforce Development Board Workforce Plan 2021–2024
• RichmondWORKS/YouthWORKS
• RichmondBUILD/YouthBUILD
• First Mile/Last Mile – Transportation Strategic Plan
• Bicycle Master Plan
• WHEREAS, a “Green New Deal” is a program of investments in equitable clean-energy jobs and infrastructure, transforming and transitioning not just the energy sector, but the entire economy. The general goals include:
• Energy Goals: A complete conversion to a 100% renewable energy system for both electricity and transport by 2030, partnered with the fulldecarbonization of the economy by 2040. • Five Zeros: A zero carbon grid, zero carbon transportation, zero carbon buildings, zero waste and zero wasted water, as well as a just transition for fossil fuel workers, equitable housing and environmental justice for all.
• WHEREAS, the World Bank definition of “Blue Economy” defines it as the “sustainable use of the ocean resources for economic growth, improved livelihoods, and jobs while preserving the health of ocean ecosystems.” • WHEREAS, the Blue Economy is not synonymous with all economic activity that occurs on coastlines and shorelines or any use of water resources, nor simply technological innovation involving water-based industries. The Blue Economy represents a narrower band of economic activity that is restorative to ocean and shoreline ecosystems and promotes broad-based economic opportunity including “blue jobs.”
The RGBND builds on the Richmond City Council’s foundational resolution to transform the economy and create green-blue jobs for Richmond residents.

Context
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• Pedestrian Plan
• Master Greening Plan
• Shoreline Master Plan
• Community Benefits Policy
• ARPA Community Needs Assessment
• Biannual Community Survey
These documents underscore the important on-the-ground work being done by community-based organizations and City departments in Richmond.

During the nine-month community engagement process for the Richmond Green- Blue New Deal, the following input was gathered for the Community Outreach and Findings Report6 and the Insights About the Future Green-Blue Economy from JusticeInvolved Richmond Residents7 report. Information was collected from Community Champion workshops, stakeholder workshops, interviews with community-based organizations, online and paper surveys, and reviews of local articles and reports. It was then incorporated into report recommendations.

Across outreach activities, common themes and priorities emerged. Participants shared that the Green-Blue New Deal should:
• Benefit Richmond residents who most need support, including historically underserved and underinvested communities, BIPOC communities, the justice-involved community, and the unhoused.
• Ensure sustainable, long-term benefits for Richmond residents, including the health, employment, and housing stability benefits that have measurable outcomes and metrics to track progress.
• Leverage and rely on the local expertise of community leaders and organizations when moving projects forward.
• Include and clearly detail high-quality labor standards, equitable hiring policies, and local hiring preferences for Richmond residents and justiceinvolved candidates. • Carefully consider and monitor how sustainable improvements can have unintended consequences, such as increases to household expenses for low-income households, production of unintended waste, and gentrification.

Input from Community Engagement
Community Outreach and Findings Report
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• Clearly outline report implementation and evaluation logistics, such as: who will implement and who has decision-making power; potential sources for funding projects; how decisions will be data-driven and evidence-based; outcomes and metrics for measuring the impact on the environment, workers, and Richmond community members.

Survey responses reinforce what the team heard in community workshops that the community has concerns about visible, immediate problems, such as blight, lack of trees, food insecurity, access to healthcare and mental health services, housing affordability, air and water quality, and soil contamination.

Berkeley-based consulting firm, MIG, led a community survey that included findings from 431 people who live or work in Richmond. Figures 1 and 2 reveal the following concerns and priorities.

Figure 1: Community Concerns about Environmental and Health Issues Findings of Support for Green-Blue Projects
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See Appendix V for MIG’s June 2023
details about community insights, concerns, and preferences.

Figure 2 shows the community’s priorities for future green projects.

Figure 2: Environmental Project Priorities
report with
In October and November 2022, three evening workshops with 30 justice-involved community members were held at the office of Richmond-based non-profit Safe Return Project. Workshop organizers sought to understand the skills the justice- involved community offers and the challenges they face, as well as to gather their insights about the future green-blue economy. Discussions yielded helpful insights about interest in and openness to new green-blue jobs in the community.

Each 2.5-hour workshop introduced the federal Green New Deal, shared several case studies, and polled the level of interest in 15 green-blue job projects. Then discussion was held about economic opportunities, upward mobility, skills, needs,
and challenges.

Community Outreach and Findings
Input from the Justice-Involved Community
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Facilitators heard about participants’ skills in management, entrepreneurship, electrical work, carpentry, painting, hospitality, research, customer service, the arts, and healing. Of the 15 green jobs projects presented for which participants were asked to vote for their top three areas of interest, the following five projects received ten or more votes:
• All-electric building retrofits (21)
• Rescuing surplus prepared food (19)
• Solar panel manufacturing (13)
• Battery manufacturing (10)
• Upcycling thrift store donations (10)
Figure 3: Safe Return Project Workshop #1
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Recommendations to Support the
Justice-Involved Community
As a result of information collected at the Safe
Return Project workshops, organizers offer a set of
recommendations for integrating justice-involved
people into the green-blue economy:
• Job training – pre-release
• Paid job training – post-release
• Work readiness support
• Trauma-informed services
• Creation of job centers
• Post-incarceration job placement assistance
• Employment education fairs
• Green-blue jobs notification system
• Re-entry retention services
For aspiring entrepreneurs:
• Cohorts of entrepreneurs to support each
other while developing business plans,
identifying funding, and working on other
aspects of launching a business
For employers:
• Training that guides recruitment and screening
conversations with formerly incarcerated
individuals who have hard and soft skills that
match employers’ hiring needs (See the Fair
Chance Corporate Cohort case study in the
sidebar)
• Education about Richmond’s Ban the Box
ordinance
For government:
• Create a Fair Chance Advisory Committee
In a tight labor market, it is essential to include all individuals who are capable and willing to contribute to the workforce.

Jobs for the Future hosts
the Fair Chance Corporate
Cohort which was designed
for Human Resource and
Operations professionals
within companies looking to
build inclusive, competitive,
and thriving workplaces. The
cohort model guides a small
group of companies through
a several week training
and coaching process that
prepares participants to actively
embrace and adopt a Fair
Chance Employment program.

Participants learn how to assess
their company’s current state of
employment practices, debunk
common myths about fair
chance employment and create
a customized implementation
plan for their companies.

The group gathers virtually
to participate in lessons with
experts in employment law,
human resources, change
management, those with lived
experience and more.

Fair Chance Corporate
Cohort Training
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During dozens of one-on-one interviews and community workshops over nine months of community engagement, people who live or work in Richmond generously shared their concerns and preferences about the future of green-blue jobs. Project organizers gathered the following insights.

Many formerly incarcerated individuals who have served their debt to society would like to work to support themselves and their families. At the same time, the work of designing and building a just, equitable, resilient, and sustainable future needs people with a variety of skills, talents, and interests.

See Appendix VI for the full report from Safe Return Project.

Residents in Richmond have a deep understanding about immediate and visible problems in the city. Community-based organizations (CBOs) with deep roots in Richmond work day-to-day to improve life in their city and have, in part, conducted listening projects, interviews, and surveys, and residents have shared their own lived experiences. These efforts have resulted in an understanding that the Richmond community is concerned about:
• Illegal dumping
• Soil contamination
• Poor air quality
• Health issues
Richmond residents may experience higher rates of certain asthma and cardiovascular-related health issues, compared to neighboring communities. Some census tracts located in Richmond are in the top 10% in the state for the highest rates of emergency room visits for asthma-related issues and in the top 20% for emergency room visits for cardiovascular issues (e.g., heart attacks). The California Office of Environmental Health Hazard Assessment (OEHHA) provides detailed CalEnviroScreen 4.0 maps of the extent to which Richmond residents and workers are relatively burdened by pollution and suffer worse health outcomes compared to other communities in California.8
Community Concerns and Preferences
Human Health and Environmental Health Improvements
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Community members have a strong sense of the challenges facing Richmond and the specific issues that create a drag on economic development. For historically disadvantaged and marginalized communities like Richmond—which have been affected by generations of racist exclusionary policies and shoulder a burden of excessive pollution—there are forces trying to right these wrongs. Public investment is allocated by federal, state, and regional governments and seeks to shape a pathway upward and in the process create green jobs so people can support themselves and their families.

In this spirit of aspiration and renewal, the RGBND offers a blueprint for a more just, equitable, resilient, and sustainable future for the residents of Richmond.

Other issues the Richmond community expressed concern about include:
• Power blackouts
• Growing unhoused population
• Food insecurity
• Limited access to parks
• Less dense tree canopy than other nearby communities
• Difficulty accessing healthcare and mental health services These concerns were compounded when the pandemic affected communities like Richmond, which has a high number of essential workers—people who must be physically present to do their jobs.

From a longer-term environmental perspective, Richmond’s 32 miles of shoreline makes it a frontline community vulnerable to the effects of climate change.

Green-blue jobs and the associated projects in renewable energy, building electrification, sustainable transportation, zero waste, green infrastructure, land use, and water will lead to improvements in many of these public and environmental health concerns.

Equity and Environmental Justice
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Union Labor
In workshops with the Contra Costa Building Trades and other local unions, the leadership made a strong case for how union labor offers multiple benefits in projects: unions provide state-recognized accredited training for their members on the latest technologies, offer family-sustaining wages and benefits, and provide structured career pathways. A major element of training involves safety issues and, as such, work sites with union labor will be safer for workers. Unions provide opportunities for communities currently underrepresented in the trades (such as women, people of color, recent high school graduates, and the formerly incarcerated) to enter and succeed in union-led industries. Finally, unions provide apprenticeships and vocational and on-the-job training to ensure a well-trained, qualified, and safe labor pool.

Wealth-building
Historically, forces in Richmond have constrained wealth-building. One harmful policy from the Federal Housing Administration in the 20th century restricted mortgage insurance for black families, which curtailed their ability to purchase homes, the main way Americans build wealth. The effect of this policy has been felt across generations. The median household income in Richmond is $79,478, lower than many other communities in the Bay Area.9 Expanding the number of available high-road jobs, facilitating housing construction, and reducing the pollution burden on the community will allow for local wealth-building.

Investments Benefit a Diverse Cross-Section of the Community During meetings with Richmond residents, the RGBND team expressed concerns that an increase in the number of green-blue jobs could accelerate gentrification in Richmond. The City has a rich history dating back to World War II, when about 90,000 people worked as boatbuilders for the war effort.

Fourth-generation descendants of these workers still reside in Richmond and hold deep ties to the community. As the City plans for new green-blue industries and jobs, efforts should be made to ensure that the capital investments driving such job creation will benefit a diverse cross-section of the Richmond community.
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Just Transition
To address climate change, a rigorous framework of federal and state environmental policies are planning a transition away from fossil fuels and toward a clean-energy economy. To ease this transition, many stakeholders are pushing for justice on multiple levels: for fossil fuel industry workers, for communities in which fossil fuel industries operate, and for environmental justice at a larger level.

In the absence of one universally agreed-upon definition of Just Transition, the following definitions explore different but complementary elements to consider:
• The California Workforce Development Board Report Putting California on the High Road: A Jobs and Climate Action Plan for 2030 defines Just Transition as protection, support, and compensation for displaced workers and communities when a society makes significant policy decisions that result in job loss in affected industries.10 • The International Labor Organization provides guidelines highlighting the anticipated impact on employment, the importance of skills development and decent work during the transition to clean energy, and adaptation needed by companies and communities to avoid loss of assets and livelihoods or involuntary migration. • The Organization of Economic Cooperation and Development (OECD) states that the primary goal of the Just Transition is to ensure that the transition to a low-carbon economy does not disproportionately harm workers and communities dependent on carbon-intensive industries. • Local non-profit Climate Justice Alliance developed the Just Transition Principles asserting that a Just Transition should:
• Move us toward Buen Vivir – meaning to live well without living at the expense of others
• Create meaningful work – centers on the development of human potential, creating opportunities for people to learn, grow, and develop to their full capacities and interests
• Uphold self-determination – all people have the right to participate in decisions that impact their lives
• Equitably redistribute resources and power – to build new systems that are good for all people and not just a few
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• Require regenerative ecological economics – advance ecological resilience, reduce resource consumption, restore biodiversity and traditional ways of life, and undermine extractive economies that erode the ecological basis of our collective well-being
• Retain culture and tradition – create inclusionary spaces for all cultures and traditions, recognizing them as integral to a healthy and vibrant economy • Embody local, regional, national, and international solidarity – to be liberatory and transformative, we recognize the interconnectedness of our communities and our issues
• Build what we need now – beginning at a small scale, we must build and flex our muscles to meet our communities’ needs
As society builds a clean-energy future and moves away from fossil fuels, we want to provide a bridge to the high-road jobs of the future. Union labor in the fossil fuel industry provide strong skillsets that, with additional training, can serve as a bridge to clean-energy jobs.

Richmond Green-Blue New Deal Opportunities Report 21
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Workers in Richmond-based businesses and community-based organizations, as well as labor union members and residents living in Richmond, have talents and skills that will be valuable in future green jobs. To grow green jobs in Richmond, the community should first look to existing businesses in Richmond that could expand their offerings to include projects outlined in this report. During the course of RGBND community engagement and developing this report, a number of businesses expressed interest in pivoting to green offerings in the future.

For the RGBND, economic development consulting firm HR&A researched and authored a report titled Richmond Green-Blue New Deal Workforce Development Plan: Community Profile and Economic Development Insights.11 It identifies five key industries in the local economy with specific skills that will be useful in the future green economy, as highlighted in Figure 4.

SECTION III
Community Profile
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Figure 4: Richmond’s Key Industries Critical to the Green Economy Utilities
(2-digit NAICS)
Industry
Water Transportation
(3-digit NAICS)
Building Construction &
Services (3-digit NAICS)
Research & Development
(4-digit NACIS)
Commercial/Industrial
Machinery Manufacturing &
Repair (4-digit NACIS)
Key Stats
(2010-2021)
Given that some of the main skills needed in the 24 green-blue projects involve electrical work, construction, manufacturing, research, and water transportation, these key industries are poised to provide talent for the future green economy.

HR&A analyzed the types of industries and jobs currently in Richmond. As of 2021, Richmond had 51,400 jobs, with one-half of these in professional services, industrial trades, and retail. Figure 5 lists the number of jobs by occupation and their growth between 2010 and 2021.

Implications for Green Jobs
2021 Jobs: 374
Growth: 45%
LO: 24.39
Comp: 112%
2021 Jobs: 674
Growth: 27%
LQ: 6.90
Comp: 73%
2021 Jobs: 1,178
Growth: 117%
LQ: 8.72
Comp: 100%
2021 Jobs: 1,843
Growth: 45%
LQ: 3.34
Comp: 37%
2021 Jobs: 1, 155
Growth: -24%
LO: 5.58
Comp: -231%
Richmond’s current strength in the oil and natural
gas industries will become a liability as fossil fuels
are phased out. Richmond workers’ skills can be
redirected and supplemented to support clean
energy development and operation.

Water transportation tends to have a relatively
low carbon footprint, so climate action may entail
growth in this sector. The electrification of freight
and passenger vessels and drayage trucks, and the
development of infrastructure to support electric
vessels, are still emerging fields.

Extending the life of existing equipment through
maintenance, repair, and refurbishment is critical
for minimizing waste. Decarbonization will also entail the creation of new commercial and industrial machinery.

Electrification and energy efficiency retrofits are
labor-intensive investments that will require skilled
workers throughout the region to construct and
service. This is a major employment industry in
Richmond that can be leveraged.

Greening the economy requires innovation;
although Richmond currently has a relatively high
concentration of R&D jobs, its growth in this area
has lagged behind the national average.

Source: HR&A’s analysis of Lightcast data
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Figure 5: Jobs in Occupation in Richmond (2021) and Jobs Growth (2010-2021) Figure 6: Extractive Industry Jobs in Richmond (2021) and Change in Jobs (2010-2021) Many of the skills in these jobs could be applied to green and blue jobs.

As the City plans for a Just Transition to a clean-energy future, it’s helpful to look at the number and type of fossil fuel jobs based in Richmond. Figure 6 shows the growth or contraction of each type over the past decade.
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A sector that has been growing and also has high demand for workers is water transportation. Figure 8 shows the level of growth over the past decade.

Figure 8: Water Transportation Jobs in Richmond (2021) with Change in Jobs (2010-2021)
Another industry that employs many workers in Richmond is building and construction.

Workers with these skills are in high demand. Figure 7 shows changes in the number of building, construction, and service jobs in Richmond over the past decade.

Figure 7: Building, Construction, and Service Jobs in Richmond (2021) with Change in Jobs (2010-2021)
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As the City leads economic development efforts to generate the green-blue jobs of the future, it’s helpful to understand the talent pool that already exists in Richmond.

Finally, as we seek to generate growth of high-road jobs with family-sustaining wages, it’s helpful to look at the spectrum of hourly rates for existing green jobs.

Figure 9 shows the median hourly wage for green jobs in the top 20 occupations for green skill jobs on a spectrum from $16/hour janitorial and cleaning jobs to $56/hour electrical engineering jobs.

Figure 9: Green Jobs in Top 20 Occupations for Green Skill Jobs in Richmond (2021)
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Considering the assets and talents Richmond has to offer, the community’s preferences, governmental policy goals, and investment funding available, the Richmond Green-Blue New Deal team recommends the following 24 green-blue projects for consideration. The projects to support green-blue job creation fall into one of eight categories: 1) renewable energy 2) building electrification and energy efficiency 3) sustainable transportation 4) zero waste 5) green infrastructure and urban forestry 6) land use, 7) water, and 8) other.

SECTION IV
Green-Blue Project
Recommendations
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Figure 10: Recommended Projects for Green-Blue Job Creation in Richmond Other
Water
Sector
Zero Waste
Renewable Energy
Green Infrastructure and
Urban Forestry
Land Use
Building Electrification and
Energy Efficiency
Sustainable Transportation
The following provides details about the scope, demand, workers, training, career pathways, and local, regional, or national expertise available for each project. • Blue tech incubator and accelerator
• Port upgrades including electrification
• Berthing vessels at the port
• Boat building
• Training center for boat maintenance and repair
• Shoreline ecotourism
Recommended Projects
• Solar emergency microgrids (SEMs) at critical community facilities (police, fire, wastewater treatment plants, K-12 schools, healthcare facilities)
• Battery manufacturing
• Offshore wind turbine manufacturing
• Building electrification retrofits
• Green accessory dwelling units and tiny homes
• Community land trust
• Destination downtown
• Transportation management association
• Transition to zero-emission vehicles
• Building deconstruction firms
• Building salvage warehouse
• Richmond remakery and fixery
• Re-entry entrepreneurs
• Surplus food rescue
• Expanding the tree canopy
• Living levee
• Brownfields research & innovation hub
• Green hydrogen
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Renewable Energy
Policies from the State of California such as Senate Bill 100 are driving the push toward 100% renewable energy by 2045. Three green-blue projects in renewable energy are included in this section.

Occupations in solar power
• Solar engineer
• Solar photovoltaic installers
Electrical microgrid systems and installation
• International Brotherhood of Electrical Workers (IBEW) #302 • Marin Clean Energy
• ZNE Alliance
Career advancement map for the solar industry
for community resilience and emergency response purposes Scope: When the electricity grid goes down, microgrids, or uninterruptible back-up power systems, enable critical facilities to continue to function during natural disasters and grid instability. Microgrids also provide the ability to generate power on a regular basis. They store electricity when the price is low and sell it to the grid during peak demand. Development work for microgrids involves project management, writing requests for proposals, designing and permitting microgrid systems, and installing systems.

1. Solar Emergency Microgrids (SEMs) at Critical
Community Facilities (Police, Fire, Wastewater
Treatment Plants, K-12 Schools, Healthcare Facilities)
Training:

Demand:

Workers:

Expertise:

Career pathways:
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2. Battery Manufacturing
Workers:

Expertise:

Career pathways:

Occupations in battery manufacturing
• Engineering - hardware, software, advanced manufacturing • Manufacturing • Quality control • Business operations
• Association of Manufacturers Bay Area
• Bay Area California Community College Consortium
• California Manufacturers & Technology Association
• East Bay Economic Development Alliance
• GO-Biz Office of Business & Economic Development
• University of California, Berkeley, Laboratory for Manufacturing and Sustainability
Career advancement map for advanced manufacturing13
Demand: The need for energy storage, both large stationary batteries and smaller mobile batteries, will increase. Two factors are driving this demand in California: 1) the goal that 100% of in-state sales of new passenger cars and trucks be zero-emission by 2035 and 2) that 100% of electricity come from renewable sources by 2045.

Scope: Advanced manufacturing at factories that will be automated, digitally connected, intelligent, flexible, and sustainable, is a growth area forecasted for the San Francisco Bay Area. Battery manufacturing is a type of advanced manufacturing that will serve a key role building the clean-energy and cleantransportation systems of the future.

In complement to existing battery manufacturing operations in Richmond, the City can draw on local and state marketing resources to attract both startups and established battery manufacturers to set up shop in Richmond. 206
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3. Offshore Wind Turbine Manufacturing
Scope: Following the December 2022 federal lease auction for the rights to develop five wind energy areas 15–20 miles off the coasts of Humboldt Bay and Morro Bay, five offshore wind developers started planning for and building capacity to manufacture and install 1,200 wind turbines by year 2030 and provide five gigawatts of clean power to California’s electricity grid. Beyond that, the State is planning for 25 gigawatts of offshore wind by 2045.

Wind developers are searching for a few manufacturing/fabrication (MF) sites. These will be port sites located on a navigable waterway that receives raw materials via road, rail, or waterborne transport and creates larger components in the offshore wind supply chain. This site typically includes factory and/or warehouse buildings and space for storage of completed components. For offshore wind turbine part or vessel manufacturing, Richmond’s valuable talents and assets could be put into service: trained union labor with expertise in metal fabrication, a deep-water port, freight lines, highways, and industrially-zoned land. Several different component parts involving metal fabrication are needed for the 15-megawatt, thousand-foot-tall wind turbines, including: towers, nacelles, turbine blades, foundations, subsea cables, mooring chains, and anchors.

Figure 11: Parts of an Offshore Wind Turbine
Source: Bureau of Ocean Energy Management
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Component
# of Facilities
2 Total Jobs
1,000
In order to realize the State of California’s 25 gigawatts of offshore wind development by 2045, the following number of manufacturing facilities will be needed on the West Coast (note the number of green-blue jobs that will be created in doing so):

Facility Investment ($ millions)
$600
Demand: California aims to provide consumers with 100% renewable zero-carbon energy by 2045, and offshore wind is key to attaining this goal. The California Energy Commission, as directed by Assembly Bill 525, is leading offshore wind development analysis and economic development to help the state realize five gigawatts by 2030 and 25 gigawatts by 2045. Currently, 36 ports are in development nationwide and 64–84 more are needed for a clean-energy transition.

Figure 12: Number of Manufacturing Jobs and Investment per Facility to Support 25 Gigawatts Offshore Wind Deployment on the West Coast
Blades
Towers
Nacelle Assembly
Floating Platform
Floating Platform
Subcomponents
Substation
Mooring Rope
Mooring Chain
Anchor
Array Cables
Export Cables
Total
2 2
3 2
2 1
1 N/A
1 1
16 580
460
720
Not applicable (N/A)
N/A
110
110
N/A
230
230
3,440
$500
$500
$300
N/A
N/A
$50
$500
N/A
$350
$350
$3,150
Source: National Renewable Energy Laboratory 14
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Training:

Expertise:

Career pathways:

Developed by local unions
U.S. Department of Energy’s Wind Career Map16
• Association of Manufacturers Bay Area
• Bay Area Community College Consortium
• California Manufacturers & Technology Association
• East Bay Economic Development Alliance
• GO-Biz Office of Business & Economic Development
• International Brotherhood of Boilermakers (Boilermakers) • International Brotherhood of Electrical Workers (IBEW) • International Brotherhood of Teamsters (Teamsters)
• Laborers’ International Union of North America (LIUNA) • International Longshore and Warehouse Union (ILWU)
• Sheet Metal Workers’ Local 104
• United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry (UA)
• University of California, Berkeley, Laboratory for Manufacturing and Sustainability
Workers: Port upgrades will require planning, hazardous materials remediation and construction. Occupations in offshore wind turbine parts manufacturing include:
• Engineering - hardware, software, advanced manufacturing • Manufacturing
• Quality control
• Business operations
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Building Electrification and Energy Efficiency
The next four projects involve adding value to existing buildings and building new housing units. Doing so will build wealth in the community as well as expand the supply of available housing in equitable ways.

Scope: Richmond has an opportunity to upgrade the existing residential and commercial building stock. The 2023 National Renewable Energy Lab’s report Equitable Electrification Analysis for Existing Buildings in Richmond, CA analyzes data about Richmond’s buildings and presents questions to the City’s leadership about how they could potentially focus the project.

Determining the scope of a project for residential and commercial building electrification will depend on which of the following five variables are most important to the City of Richmond:

1. Energy consumption – of heating, ventilation, and air conditioning (HVAC) systems and certain appliances and equipment used in buildings

2. Greenhouse gas emissions – associated with energy consumption

3. Utility bill charges – and cost-effectiveness associated with energy consumption patterns

4. Employment indicators – including estimated number, type, and quality of jobs associated with building electrification and other energy improvements

5. Health and safety indicators – for Richmond residents and workers related to building electrification and other energy improvements Ideally, building electrification and energy efficiency projects in Richmond would incorporate all five variables to help low-income households reduce energy use, reduce greenhouse gas emissions, reduce energy bills, create green jobs, and improve indoor air quality. A pilot program would provide real-world data to see where trade-offs may happen and inform the scope of future projects.

4. Building Electrification Retrofits
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Residential buildings
Many of Richmond’s homes were built during World War II, and opportunities to insulate and upgrade to energy-efficient electric abound. In fact, 11% of homes in Richmond were built in 1939 or earlier. Seventy percent of homes were built in 1979 or earlier, before California’s energy efficiency standards went into effect.17 Opportunities to electrify residences and reduce greenhouse gases center around interior heating and water heating, which are dominated by natural gas use and consume more than half of a home’s energy.

The National Renewable Energy Lab’s 2023 report estimates that 4,771 direct jobs (job years) would be created if Richmond upgraded residential buildings to all-electric and insulated the building envelopes. Overall, this project could support 7,500 direct and indirect full-time jobs, with two-thirds of the jobs being local.

Figure 13: Estimated Number of Jobs to Upgrade Richmond’s Existing Residential Building Stock
Note that number of jobs estimates do not include any “readiness” work that may be needed prior to envelope or electrification upgrades, other than service panel upgrades. For example, in NREL’s report, job estimates do not address issues such as structural weaknesses in the home, roof leaks, mold, or pest infestations. They also do not include jobs associated with the installation of solar photovoltaics.

Upgrade Scenario
Envelope
Electrification
(lower/ higher average)
Envelope + Electrification
Direct Jobs Only
Total Jobs Net/New Jobs
1,358 1,358
3,413 853
4,771 2,212
Direct + Indirect Jobs
Total Jobs Net/New Jobs
2,148 2,148
5,396 1,349
7,544 3,497
Source: National Renewable Energy Laboratory 18
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Workers: Occupations in building electrification and energy efficiency include:
• Heating, ventilation, and air conditioning (HVAC) technicians • Plumbers
• Lighting/wiring
• Envelope/insulation
• General residential construction and remodeling
• Project managers
• Engineers/analysts
Permit technicians
New jobs would be insulators and electricians, while current HVAC technicians and plumbers would most likely install new technologies.

Demand: New policies from the Bay Area Air Quality Management District and the State of California are driving the electrical swap-outs of natural gas and other fossil fuel technology.

Doing so benefits both the environment (through reducing greenhouse gas emissions) and the end-users (by saving money and improving health).

Commercial buildings Among commercial buildings in Richmond, food-service establishments represent 1% of commercial floor area in Richmond but have the highest energy consumption per square foot. According to NREL’s 2023 report Equitable Electrification Analysis for Existing Buildings in Richmond, CA, food service businesses:
“...consume an estimated five times more energy per square foot than the second largest consumer, mercantile buildings, and 11 times more than the average for all other building types. Even more striking is the per-square-foot emissions, which is seven times higher than mercantile buildings, and 19 times more than the average for all other building types. The lowest-energy consumers and emitters per square foot are lodging and healthcare uses.” Equipment and refrigeration consume the most energy in Richmond’s commercial buildings (44%), of which one-third (about 15% of the city-wide total) is natural gas. Space heating is most reliant on natural gas (making up 70% of energy used for indoor heating).
•
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Expertise:

Career pathways:
careers
• RichmondBUILD
• International Brotherhood of Electrical Workers (IBEW) • Sheet Metal Workers’ Local 104
Advancement routes for climate control technology
Training: Provided by RichmondBUILD, and local union chapters of IBEW, SMART Sheet Metal Workers, and UA Laborers
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5. Construction of Green Accessory Dwelling Units
and Tiny Homes
Green accessory dwelling units
Scope: An accessory dwelling unit (ADU) is a secondary house or apartment that shares the building lot of a larger primary home. The units cannot be bought or sold separately and are often used to provide additional income through rent or to house a family member. An ADU adds to the value of the property and helps the property owner build wealth.

The City of Richmond’s Planning Division allows ADUs to be up to 850 square feet for a studio or one-bedroom unit and up to 1,000 square feet for a twobedroom unit. The units can be up to 16 feet tall. Figure 14 shows one preapproved design the City of Stockton offers to make adding an ADU easier for homeowners.

Figure 14: An ADU Design Available from the City of
Stockton, CA
Source: City of Stockton20
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Construction
Advancement routes for green building careers
• Habitat for Humanity
• International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART)
• International Brotherhood of Electrical Workers (IBEW) • Laborers’ International Union of North America (LIUNA) • Neighborhood Housing Services Group
• North America Building Trades Union (NABTU)
• Rebuilding Together East Bay Network
• RichmondBUILD
• Rising Sun Center for Opportunity
• UA Laborers union
Occupations in green construction
• Design – architects, engineers, planners
• Construction – managers, laborers, heavy equipment operators • Technical specialists – electricians, HVAC installers, plumbers, installation installers, painters, glaziers, roofers
Demand: Adding another dwelling to a residential parcel of land builds wealth for the homeowner
In a state where 2.5 million additional homes are needed, the City of Richmond with support from the Association of Bay Area Governments has determined its “fair share” of new housing is 3,416 new housing units, to be built by 2031. This goal is set in the City’s sixth eight-year Housing Element plan, of which 555 new units will be ADUs.

Training:

Workers:

Expertise:

Career pathways:
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Tiny Homes
• Rebuilding Together East Bay Network
• RichmondBUILD
• Rebuilding Together East Bay Network
• RichmondBUILD
• Tiny Homes in My Backyard (THIMBY)
Occupations in green construction
• Design – architects, engineers, planners
• Construction – managers, laborers, heavy equipment operators • Technical specialists – electricians, HVAC installers, plumbers, insulation installers, painters, glaziers, roofers
Career pathways: Note that construction experience building tiny homes may serve as the first rung on a career ladder into the construction trades.

Demand: According to the 2022 Point-in-Time (PIT) Count, there were an estimated 632 persons experiencing homelessness in Richmond.22 This is up from the 2020 Contra Costa County Point In Time Count of 280 individuals experiencing unsheltered homelessness on any given night in Richmond:
sleeping outside, in vehicles, in tents, or in other places not meant for human habitation.

Scope: Tiny homes are residential structures smaller than 400 square feet of floor space. They can be built from scratch or prefabricated in a factory and delivered to the site. Sometimes they are constructed on trailers that allow them to be moved. A community of tiny homes arranged around shared kitchens and bathrooms that provides jobs can expand affordable housing options and services for people who are chronically homeless.

Training:

Workers:

Expertise:
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6. Community Land Trust
Demand:Richmond has 18,606 renter occupied housing units Workers: Attorneys, property managers, energy efficiency and water conservation technicians
Scope: Home ownership is one means for building wealth. With sky- high housing prices in the Bay Area, many people are locked out of home ownership, especially young adults starting their careers or households with incomes below the area median income (AMI).

One way to address this issue is to purchase a house without the land, and a community land trust is one mechanism that allows this arrangement. A community land trust is a non-profit corporation that holds land on behalf of a place-based community while serving as the long-term steward for the building or community asset. With these shared equity programs, individuals or families purchase a share of the collectively-owned property at a level that makes sense for them. Doing so helps eliminate racial wealth gaps by assisting traditionally underserved minority communities to build a degree of home equity. This legal structure can be applied to affordable housing, community gardens, civic buildings, commercial spaces, and other community assets.

For example: picture a 16-bedroom, four-bathroom home in Richmond collectively owned by 16 people in their twenties or thirties. Before moving in, the home was upgraded to energy-efficient electrical appliances and waterconserving fixtures, and insulation was installed in the walls, ceiling, floors, and air ducts. These retrofits add value to the house by lowering utility costs and increasing comfort.

Training: Legal contracts (Sustainable Economies Law Center has a legal internship program as an alternative to law school), worker-owned cooperatives, property management, energy efficiency upgrades
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4242
Expertise:
• Cooperation Richmond
• East Bay Permanent Real Estate Cooperative
• RichmondBUILD
• RichmondLAND
• Sustainable Economies Law Center
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Sustainable Transportation
Housing and transportation are the two largest expenses for households in the Bay Area. Reducing personal transportation costs while still being able to access jobs, school, healthcare, and goods and services would benefit many households.

The State has set goals to transition to zero-emission vehicles by 2035, reduce fossil fuel burning, and reduce greenhouse gas emissions. This section explores a few projects that will help the State realize these goals while improving residents’ and workers’ quality of life and ability to move around town seamlessly.

Scope: Richmond contains a vibrant community of small local businesses. To Building on this success, a local champion could recruit aspiring entrepreneurs and attract regional entrepreneurs to work together to develop a cluster of businesses in one of Richmond’s commercial areas.

Residents have expressed their interest in the Richmond Main Street Initiative in having more restaurants and cafes in town. Cooperation Richmond has already been working on a business plan for a worker-owned cooperative grocery store in North Richmond. Complementing these two types of businesses could be spaces with shared micro-manufacturing and shared micro-retail spaces.

Local artisans of jewelry, clothing, housewares, soaps, cosmetics, and art would
find shared rent more affordable while establishing an attractive destination for residents and visitors to bike and walk to. The area would generate income and additional tax revenues as well.

Additional amenities such as restaurants, retail establishments, and cultural activities in existing commercial areas will attract even more new businesses, and the workers from those new ventures will want to eat out and attend activities in their free time, bringing new life to the economy.

Residents are interested in having more restaurants and cafes in town

7. Destination Downtown
Demand:
219
44 Training:

Workers:

Expertise:

Entrepreneurs and artisans
• Richmond Main Street Initiative
• Cooperation Richmond
• Renaissance Entrepreneurship Center
Business plans and business finance
Richmond Green-Blue New Deal Opportunities Report
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8. Transportation Management Association
Workers:

Expertise:
• Commute.org in San Mateo County
• Contra Costa Centre Transit Village
• Contra Costa Transportation Authority
• Rich City Rides
Non-profit community outreach and education
Training: Community-based social marketing, marketing, education, and outreach Scope: A transportation management association (TMA) is a membership organization formed to provide a forum for employers, developers, building owners, local government representatives, and others. Its constituents collectively establish policies, programs, and services to address local transportation needs and air quality issues. The funding mechanism, geographic area, membership, mission, and services are tailored to meet the specific needs of the geographic area.

Richmond is served by several different public transit agencies and electric on-demand public shuttles, has a strong bicycling community, and enjoys mild, sunny weather most of the year. Many TMAs are non-profits that work to encourage drivers of single-occupancy
vehicles to switch to trains, buses, carpooling, electric shuttles, and active mobility options (bicycling, scootering, walking). Doing so reduces traffic congestion and greenhouse gas emissions, and addresses social equity issues.

Demand: Owning a personal vehicle is expensive. The American Automobile Association announced that in 2023 the average person spent $12,128 on car payments and variable costs associated with car ownership. Having more wellconnected transportation alternatives to a personal vehicle will save households money.
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9. Transition to Zero-Emission Vehicles
Training:

Workers:

Expertise:
• International Brotherhood of Electrical Workers (IBEW) • Electric Vehicle Infrastructure Training Program (EVITP) • AC Transit
• Community colleges
• Contra Costa Transportation Authority – Charge Up Contra Costa • International Brotherhood of Electrical Workers (IBEW) Occupations related to the transition to zero-emission vehicles:
• Urban and regional planners
• Electrical power line installers and repairers
• Electrical vehicle maintenance and repair technicians Scope: Planning, training workers, and installing electric vehicle charging infrastructure to support an integrated, zero-emission transportation system of the future has already begun. While continued installation of a growing network of public and private electric vehicle charging options is important, so too is a plan to ensure this infrastructure is maintained and operational.

Demand: California environmental policies lay out a pathway toward zeroemission vehicles, and by 2035, 100% of in-state sales of new passenger cars and trucks will be zero-emission vehicles (Executive Order N-79-20). The California Air Resources Board announced that by 2035, 55% of delivery vans and large pickups, 75% of commercial trucks (such as garbage trucks), and 40% of the big rigs sold in California must be emissions-free. By 2040, all public transit agencies must transition to a 100% zero-emission bus fleet. 222
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Zero Waste
Expanding the zero-waste economy-where fewer materials end up in landfills and are more diverted for reuse-will create jobs and generate wealth within the community. According to Tellus Institute’s analysis for the U.S. Environmental Protection Agency, landfilling creates 0.1 jobs per 1,000 tons, whereas waste diversion away from landfill creates 2 jobs per 1,000 tons. Richmond currently diverts 40% of materials from landfill, while the state’s recycling goal is 75%.

Increasing the number of jobs in recycling, reuse, composting, and waste prevention will boost Richmond’s waste diversion and recycling rates as well as create more green jobs locally. Potential green jobs in the zero-waste sector described in this section involve building deconstruction, zero waste skill-building, entrepreneurship, and rescuing of surplus food.

Scope: Deconstructing buildings instead of demolishing them, separating and organizing the materials in a sorting yard, and funneling the materials toward resale and reuse creates jobs and benefits the environment.

Older buildings often contain valuable solid-wood materials made from oldgrowth timber, such as wood framing, flooring, doors, and cabinets. Other items that can be salvaged include hardware, sinks, and bathtubs. Salvaging materials so they can be sold or donated to a non-profit for a tax write-off will prevent them from ending up in a landfill.

Of the 40,015 housing units in Richmond, 18,208 were built in 1959 or earlier.

See Figure 15 for the age of Richmond’s housing units.

10. Building Deconstruction Firms
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Figure 15: Housing Units by Year Structure Built, City of RIchmond
Source: City of Richmond 24
Building deconstruction specialists and apprentices
Career pathways: Advancement routes for green building careers keeping in mind that deconstruction trainees can move up to work in the construction trades25
Training: Build Reuse is the recognized curriculum, training, and certifier of building deconstruction contractors. Certification requirements include a written exam (online), skills assessment (in the field with a Build Reuse proctor), documented 2,000 hours of experience, and 3-day training. Other deconstruction training includes County of San Mateo Deconstruction Training and The Reuse People.

Demand: The justice-involved community requested opportunities for training and green jobs during three community engagement workshops.

Renovation of older housing stock and salvaging of building materials would add value to the aging building stock and build wealth in the community while creating jobs and boosting the City’s recycling rate.

Workers:
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Expertise:
• Green Lynx, Santa Rosa
• Re-Use Consulting, Western Washington
• Reuse People, Oakland
• U.S. Environmental Protection Agency, Low-Carbon Building Materials Advisor, Washington, D.C.

Scope: Having a warehouse in Richmond that accepts salvaged building materials could help jumpstart building renovations in Richmond. Such a warehouse might find that its most valuable donated items would mirror Berkeleybased salvage warehouse Urban Ore’s top revenue streams, as shown in Figure 16.

11. Building Salvage Warehouse
Figure 16: Urban Ore Sales by Category, 2020-2022
Source: Urban Ore
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• This ‘N That (San Pablo)
• Urban Ore (Berkeley)
The types of workers needed for a building salvage warehouse include:
• Laborers and freight, stock and material movers
• Shipping, receiving, and traffic clerks
• Stock clerks and order fillers
• Transportation, storage and distribution managers
Given the large portion of the waste stream that is construction and demolition waste, having a warehouse to accept these types of materials would boost the city’s waste diversion rate.

Demand: The age of Richmond’s housing stock and the number of blighted houses points to opportunities to salvage building materials and upgrade homes.

Training: Build Reuse is the recognized curriculum, training, and certifier of building deconstruction contractors. Training from this organization would teach warehouse workers to identify valuable materials.

Workers:

Expertise:
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12. Richmond Remakery and Fixery
Demand: Each of the pieces of a remakery are thriving separately within Richmond or nearby
Workers: People with experience as teachers, artists, in culinary arts, retail, event management, and bike, electronics, or small appliance repair Scope: A remakery is a co-working maker space that is supported by memberships, grants, and fee-for-service classes. A remakery can include any number of activities that interest the community, such as a tool-lending library, a café, repair clinics, classes, a maker space, and STEM programs for schools.

To move toward a zero-waste future, people need access to tools and to learn how to fix things. These skills, for the most part, have been lost in a society where we are frequently encouraged to discard broken things and buy new ones.

Fortunately, Richmond already has vibrant creative spaces for artists, woodworking workshops, and a tool lending library. Building on this foundation, local agency RecycleMore is interested in supporting development of a repair clinic, at which people interested in fixing household items could learn from people who have these skills.

Richmond residents have been asking the staff of the Richmond Main Street Initiative for more cafés in town, and there is an opportunity to combine efforts. By creating a new, larger space downtown with its own café, extending the hours for an expanded tool-lending library, and including a creative maker space with a woodworking workshop, as well as hosting a fixit clinic for children and adults, the Richmond remakery and fixery could become an exciting new destination for residents and people from nearby cities.

Training: Training in reuse and repair comes from learning-by-doing. Volunteer “fixers” coach others to learn skills in sewing, electronics, and small appliance repair. Maker spaces may include classes in welding, weaving, 3D printing, or other skills (depending on the projects).
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Expertise:
• Berkeley Tool Lending Library
• Bridge Storage, Arts and Events
• City of Richmond Tool Lending Library, Neighborhood and Volunteer Services
• Fab Lab, Kennedy High School, Richmond
• Filma Collective Maker Space
• Fixit Clinic, Berkeley
Scope: Formerly incarcerated people need stable jobs to support themselves and their families, but many have difficulty finding work. Given structural barriers to employment, the unemployment rate for formerly incarcerated people is five times that of the general population.

A program to encourage entrepreneur-minded members of the justiceinvolved community to develop skills and opportunities could help some to become leaders and job creators in their community and achieve financial independence.

In combination with projects to deconstruct and salvage building materials, justice-involved entrepreneurs could develop complementary businesses. For example, older buildings contain valuable old-growth timber. Entrepreneurs could remove nails and staples from valuable salvaged lumber and sell it for new structural uses as shown in Figure 17, or use it to build furniture. As entrepreneurs grow their businesses, they could hire other members of the community.

13. Re-entry Entrepreneurs
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Figure 17: Dowel-Laminated Timber
Training:

Workers:

Expertise:

Occupations include:
• Woodworkers
• Entrepreneurs
• Peroba Reclaimed Wood
• Renaissance Entrepreneurship Center
• RichmondBUILD
• Rubicon
• Urban Machine
• Woodwork Career Alliance of North America offers five credentials within their national woodworking certificate
• Entrepreneurship
Demand: The justice-involved community requested opportunities for training and green jobs during community engagement workshops.

Source: Urban Machine
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14. Surplus Food Rescue
Training:

Workers: People with expertise in logistics and food safety issues Demand: CalRecycle’s SB 1383 requirement to divert 20% of edible food to feed people by 2025
Eight-hour food safety training from the County Health Department Scope: Driven by Senate Bill 1383, which requires that 20% of edible food in California be diverted to feed people by 2025, efforts are underway to figure out how to salvage a larger portion of the 81,000 tons of food discarded by the business sector in Contra Costa County each year.26,27
Through SB 1383, CalRecycle requires large food waste generators to develop contracts with food recovery organizations to channel surplus food to those who are food insecure. Food waste generators include:
• Tier 1 generators – supermarkets, grocery stores, food service providers (institutional, governmental, commercial, or industrial), food distributors, and wholesale food vendors
• Tier 2 generators – restaurants with >250 seats, hotels, health facilities, large venues, large events, and schools
Many non-profits involved with food recovery operate on a volunteer model. In Contra Costa County, White Pony Express (a 501(c)(3) organization located in Pleasant Hill) provides collection services to food generators at no cost using a team of volunteers. White Pony is funded through grants and government contracts. In Richmond, food pantries and soup kitchens receive food donations from
individual generators and through the Food Bank of Contra Costa and Solano.

The recipients include shelters primarily serving unhoused residents, such as the Greater Richmond Interfaith Program and the Bay Area Rescue Mission. 230
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Expertise:
• RecycleMore
• White Pony
• Food Bank of Contra Costa and Solano
• Greater Richmond Interfaith Program
• Bay Area Rescue Mission
• Richmond Emergency Food Pantry
• Brothers of International Faith
• Catholic Charities East Bay Richmond Pantry
• Maen Mahfoud, RePlate – a non-profit fee-for-service model • David Hott, Loaves & Fishes – may be able to expand the A La Carte food truck model to West Contra Costa County
• Yuka Nagashima, Executive Director of Food Shift – provides consulting services on food recovery and job training
• Plant to Plate
Organizations in the Community Produce and Mobile Pantry Program:
• Living Hope Neighborhood Church, 2800 Rheem Ave
• Nevin Community Center, 598 Nevin Ave
• Sojourner Truth Presbyterian Church, 2621 Shane Dr
• Veteran’s Memorial Hall, 968 23rd St
• West County Courthouse, 39th St & Bissell Ave
• Booker T. Anderson Center, 960 S 47th St
• Kennedy High School, 4300 Cutting Blvd
• North Richmond Missionary Baptist Church, 1427 Fred Jackson Way • Richmond Civic Center (Drive-Thru), 24 Barrett Ave & 25th St • Southside Church of Christ, 1501 Florida Ave
• West Contra Costa Adult Education, 5625 Sutter Ave
• Able Community Development Foundation, 1963 Carlson Blvd • Beacon Light Seventh-day Adventist Food Pantry, 607 S 19th St • Corrine Sain Senior & Family Community Center, 515 Silver Ave • Ephesians Community Development Center (Drive-Thru), 2887 Foothill Ave • LifeLong William Jenkins Health Center, 150 Harbour Way • Living Hope Neighborhood Church, 2800 Rheem Ave
• Men and Women of Valor, 1350 Kelsey St
• Multicultural Institute, 3600 MacDonald Ave
• New Gethsemane COGIC, 2100 Roosevelt St
231
5656
• North Richmond Missionary Baptist Church Pantry, 1427 Fred Jackson Way • Providence Baptist Church, 314 S 12th St • Richmond Emergency Food Pantry, 2369 Barrett Ave • Sojourner Truth Presbyterian Church (Drive-Thru), 2621 Shane Dr • St. John Missionary Baptist Church, 662 S 52nd St • Support Life Foundation: Richmond, 1110 36th S. • True Fellowship Baptist Church, 1213 Fred Jackson Way
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Green Infrastructure and Urban Forestry
Restoring the health of natural systems such as forests and shoreline is important so that when a shock or natural disasters strikes these systems can more easily bounce back. When these natural systems are healthy they improve residents’ health, and protect nearby buildings and other human infrastructure.

Occupations include:
• Arborists
• Crew leaders
• Groundworkers
• Plant nursery workers
Scope: Trees and green spaces in urban areas provide multiple benefits to people who live nearby: they reduce air pollution that contributes to respiratory ailments, create a calming environment, enhance mental functioning, and reduce crime. A review of 45 research papers found that the presence of green spaces, including parks and trees, reduced crime in urban areas. One study determined that buildings surrounded by trees and other vegetation saw 52% fewer crimes reported, compared to those with low levels of vegetation.

A vast canopy of 22,000 trees spreads across Richmond’s 33.7 square miles, but there is room for more: a field survey by Richmond’s Urban Greening Master Plan determined space is available for an additional 13,000 trees within the public right of way.

Groundwork Richmond has expressed interest in locally growing tree seedlings into mature street trees, which they and other non-profits would plant throughout the city.

Demand: During the community survey, residents specifically requested more trees, as did workers within the 23rd Street commercial district and other parts of Richmond.

15. Expanding the Urban Tree Canopy
Workers:
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Training:

Expertise:

Career pathways:
exploration-guide/
• Groundwork Richmond
• Pogo Park
• Richmond Trees
• Trust for Public Land
• YES Nature to Neighborhoods
Urban forestry (care and management of trees)
https://www.vibrantcitieslab.com/guides/career-pathways234 Richmond Green-Blue New Deal Opportunities Report 59

16. Living Levee
Demand: Industries and agencies along the shoreline seek infrastructure improvements for protection from storm surges and rising sea levels.

Scope: Infrastructure and operations on the Bay side of Richmond are vulnerable to rising sea levels and storm surges. Infrastructure under threat include the West County Wastewater District wastewater treatment plant, Republic Service’s solid waste transfer station and sanitary landfill, Chevron’s oil refinery, the Richmond Parkway, and the railroad, as well as nearby residential communities.

Planning is underway for the North Richmond Shoreline Living Levee project, which will protect the city by slowing storm-surge waters and absorbing floodwaters. A design with an engineered core and vegetated soil sloping down to the Bay will also provide migration space for plants and animals as the ocean level rises over time.

With a $644,709 grant from the San Francisco Bay Restoration Authority, the Watershed Project and the West County Wastewater District are implementing the North Richmond Shoreline Living Levee Planning and Preliminary Design Project in western Contra Costa County. The design project consists of:
• Conducting technical studies and data collection
• Developing a conceptual design and estimating associated costs • Determining appropriate offshore habitat restoration activities, such as oyster reefs and eelgrass beds to absorb wave energy
• Engaging the public, key stakeholders, and the regulatory community in the initial phases to determine feasibility and alignment
Once design is completed, the next phases will involve permitting and construction. Part of the construction includes growing the estimated 50,000 native plants (which could be done in Richmond) needed for the levee’s slope. 235
60 Training:

Workers:

Expertise:
• Friends of Five Creeks
• Groundwork Richmond
• The Watershed Project
• West County Wastewater District
Occupations include:
• Planners
• Community engagement specialists
• Plant nursery workers
• Construction workers
U.S. Army Corps of Engineers - levee safety and levee design training Richmond Green-Blue New Deal Opportunities Report
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Land Use
Richmond has 442 brownfield sites with soil contaminated from historic industrial and military pollution, as well as two Superfund sites. This soil contamination is a drag on economic development. While the federal and state government offer financial and technical resources to clean up such sites, the City of Richmond’s capacity to oversee these labor-intensive projects, from proposals to contracts and report writing, is limited. In addition, Richmond residents have witnessed an unsuccessful cleanup effort that left many wondering if excavation of hazardous materials and hauling them offsite is the right approach for brownfields remediation.

Scope: Cleaning of sites to levels appropriate for future use of the property requires technical expertise, funding, and skilled cleanup teams. Risk-based cleanup levels shown in Figure 18 helps explain that clean up levels for sites that will host homes is higher than sites that will contain industrial activities.

17. Brownfields Research & Innovation Hub
Figure 18: Soil Clean-Up Level Based on End Uses
Source: U.S. Environmental Protection Agency28
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While site cleanups are important for economic development, the process of cleaning them up is time-consuming, expensive, and may contaminate nearby areas. Technical brownfields revitalization experts have stated that it’s not always clear which remediation techniques are most effective.

Removal of hazardous soil and transfer to a different site runs the risk of contaminating the surrounding area and exposing others to the hazards. This is not a problem limited to Richmond. Many other low-income and disadvantaged communities suffer similar burdens of historic pollution, and questions remain about the best cleanup strategy.

Establishing a research and innovation center for brownfields cleanup would expand society’s knowledge about which remediation techniques are most effective. • Activated carbon (AC)-based technology
• Air sparging
• Bioreactor landfills
• Bioremediation
• Combined remedies
• Electrokinetics
• Evapotranspiration covers
• Ex situ thermal treatment
• Fracturing for environmental site remediation
• Groundwater circulating wells
• Horizontal remediation wells
• In situ chemical oxidation
• In situ chemical reduction
• In situ flushing
• In situ thermal treatment
• Multi-phase extraction
• Nanoscale materials for environmental site
remediation
• Natural attenuation
• Remediation optimization
• Permeable reactive barriers
• Phytotechnologies
• Soil vapor extraction
• Soil washing
• Solidification and stabilization
• Solvent extraction
A list of U.S. Environmental Protection Agency remediation technologies29 that could be studied and compared include:
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environmental remediation occupations:
• Management and business specialist occupations
• Science occupations (biologists, hydrologists, chemists, conservation) • Engineering and mapping occupations
• Construction and material-moving occupations
Demand: Brownfield cleanups will help revitalize the community by putting sites back into productive use, which would attract new jobs and provide new revenue paths for the city.

Training: 40 hours of training on OSHA Hazardous Waste Operations and Emergency Response (HAZWOPER) standards, soil remediation technologies • Center for Creative Land Recycling – technical and funding assistance for site cleanup • Department of Toxic Substances Control – technical and funding assistance for site cleanup • Microvi – Hayward-based company with a computational platform to predict the complex, dynamic interactions between microbial ecosystems and hazardous organic components in groundwater
• OndoVia – Hayward-based company with test kits for fast, easy laboratory-grade water analysis
• Picoyune – Berkeley-based company of highly portable sensors that measure mercury levels in the water and air
• UC Berkeley Richmond Field Station Environmental
• UC Berkeley Superfund Research Program – studying in situ remediation without transporting valuable soil and destroying persistent chemicals that are resistant to remediation
If a local Brownfields Research and Innovation Hub were established, the center could showcase, collect data about, and analyze the effectiveness of various soil clean-up technologies for the most common soil contaminants: petroleum hydrocarbons, asbestos, arsenic, heavy metals, polyaromatic hydrocarbons (PAHs), volatile organic compounds (VOCs), polychlorinated biphenyls (PCBs), and pesticides such as dieldrin and DDT.

Having its own Hub to study the most effective remediation technologies could help shine a spotlight on Richmond, an environmental justice community with a long industrial history, and attract more resources for cleanup efforts.

Workers:

Expertise:
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Water
As a city located on a peninsula, Richmond has a close connection to water. The “blue” in the Richmond Green-Blue New Deal represents several opportunities for water-related projects in technology development, port development, boats, and ecotourism.

Technology entrepreneurs
Staff could be mentored by other Bay Area tech accelerators Scope: A startup is an organization formed to search for a repeatable and scalable business model. A startup incubator nurtures early-stage entrepreneurs and helps them develop their business ideas. Next, an accelerator helps startups rapidly scale up to more established products and services.

Given Richmond’s 32 miles of shoreline, it makes sense to host an incubator and accelerator to support development of ocean-based technologies.

Coworking space CoBiz in downtown Richmond could host incubators and accelerators that help entrepreneurs develop technologies for water-based agriculture, robotics, environmental restoration, and marine electric-power systems. Topics covered by incubators and accelerators may include idea development, product development, pitching, market fit, fundraising, customer acquisition, and exit strategies.
• Clean Tech Open – to find, fund, and foster entrepreneurs who have ideas for solving environmental and energy challenges
• CoBiz Richmond co-working space
• Renaissance Entrepreneurship Center
• The Rain Makers – incubator
• UC Berkeley SkyDeck Accelerator

18. Blue Tech Incubator and Accelerator
Training:

Workers:

Expertise:
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19. Port Upgrades Including Electrification
Scope: Over the past century, Richmond’s deep-water port has seen a lot of historically important activity. In the 1920s, tidelands were filled in and the harbor dredged to accommodate the Ford Motor Assembly Plant and the Felice and Perelli Cannery. In 1941, the Kaiser Richmond Shipyards were established and grew to become the largest wartime shipbuilding operation on the West Coast. A boomtown atmosphere attracted tens of thousands of workers to support the war effort and caused Richmond’s population to swell from 23,600 in 1940 to 93,700 in 1943.

Nearly 80 years after the shipyards closed, the Port of Richmond is ready to upgrade city-owned and privately-owned terminals for today’s clean-energy and sustainable transportation standards. Upgrades would allow the port to accommodate heavier cargo loads, allow visiting vessels to plug into electric shore power, and host additional advanced manufacturing activities.

Federal, state, and regional grant funding is available to implement Clean Air Action Plan strategies, which will reduce air pollutants such as nitrous oxides, sulfur oxides, particulate matter, and toxic air contaminants. These investments will help reduce emissions from ocean-going vessels, railroad equipment, trucks, and automobiles, using the best available technologies.

If the City of Richmond establishes a manufacturing hub for West Coast offshore wind activities, the port upgrade is estimated to require $375 million of public and private investment. Making these investments could attract hundreds of port upgrade construction jobs followed by hundreds of offshore wind manufacturing career-length jobs. The State of California plans to spend $2.3 billion on port improvements, roughly on par with federal funding for the nationwide Port Infrastructure Development Program (PIDP).

Demand: To reduce air pollution at ports, vessels are required to plug into electric shore power or capture and control emissions when sitting at port.

Container, refrigerated cargo, and cruise ships have been included since 2014.

These regulations will also apply to auto carriers starting in 2025 and oil and fuel tankers in Northern California starting in 2027.
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Training:

Workers:

Expertise:

Union provided
• City of Richmond, Port of Richmond staff
• Labor unions
• International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART)
• International Brotherhood of Electrical Workers (IBEW) • International Brotherhood of Teamsters (Teamsters)
• International Longshore and Warehouse Union (ILWU)
• Laborers’ International Union of North America (LIUNA) • North America Building Trades Union (NABTU)
• United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry (UA)
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20. Berthing Vessels at the Port
Demand:

Workers:

Expertise:
• MARAD
• NOAA
• Port of Richmond
• Working Waterfront
Port of Richmond staff
MARAD and NOAA are looking for locations for fleet moorings Scope: According to Richmond’s Working Waterfront, the U.S. Department of Transportation’s Maritime Administration (MARAD) is looking for a $3 million per year lay berth arrangement to park ships. The National Oceanic and Atmospheric Administration (NOAA) is also searching for berthing space.

Richmond could participate in a regional plan the Marine Exchange will set up to market lay berth space.

Richmond has several locations that could compete for MARAD’s Ready Reserve fleet moorings. Alameda currently berths two such vessels, fetching that City some $3 million per year. MARAD will issue requests for proposals for new berthings over the next one to two years, given that Alameda-based vessels must move because of low water levels.

The NOAA West Coast home port is Portland, Oregon, but their ships regularly visit the Bay Area. Richmond could make a bid to home-port NOAA vessels when in the Bay Area. The city would take advantage of the agency’s mission to study ocean health and the effects of climate change, and in doing so, the city could educate youth about related opportunities. Furthermore, NOAA is working to diversify its staff, and closer ties to Richmond would help engage youth to consider environmental science careers.
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21. Boatbuilding
Scope: Rosie the Riveter, one of the most famous icons of the can-do spirit of World War II, worked in Richmond’s shipyards. Mayor Eduardo Martinez is interested in exploring the return of shipbuilding to Richmond, whether local boatbuilding capacity for electric or wind-powered vessels or some of the many different types of boats needed to support the growing offshore wind industry on the West Coast.

Globally, offshore wind is expanding in Europe, Asia, and North America. The World Economic Forum expects global capacity of large-scale wind farms to increase 10-fold, from 34 GW in 2020 to 330 GW in 2030, and spread throughout 24 countries. A portion of the expected $1 trillion of investment between 2020 and 2030 will go into building vessels for constructing, operating or maintaining offshore wind farms. Figure 19 shows the kinds of vessels needed.

Figure 19: Offshore Wind Boat Types and Specifications
Vessel Type
Representative
Vessel
Propeller
Engine Rating
(kilowatts [kW])
Auxiliary Engine
Rating [kW]
Specification Sheet
Source(s)
Source:

Scour protection
vessel
Deck carrier vessel
Cable lay vessel
Anchor handling tug
supply
Tugboat
Service operations
vessel
Feeder barge
Heavy lift vessel
Wind turbine
installation vessel
Crew transfer vessel CTV1 (Patriot)
Boldwind (UWL)
Leonardo da Vinci
(Prysmian Group)
Normand Sagaris
(Solstad Offshore)
EPA tugboat
classification
T60-18 (IHC)
Superfeeder (MINO
Marine)
Bokalift 2 (Boskalis)
Charybdis (Seajacks)
Bravenes (Van Oord)
2,066
17,400
Main: 6,200
Main: 6,200
2,536
5,720
Main:
7,500
Thruster: 7,000
Thrusters: 7,000
Thrusters: 2,400
50 191
3,194
3,194
8,400
5,370
6,800
34,56
0 34,56
0 Not considered
Solstad Offshore (n.d.)
EPA (2022)
IHC Offshore Energy
(2021)
Moore (2020)
Boskalis (2022)
Seajacks (2023)
United Wind Logistics
(n.d.); Ship Technology
(2019)
Van Oord (2021)
Patriot Offshore
Maritime Services, EPA
(2023a)
Prysmian Group (n.d.)
National Renewable Energy Laboratory 30
244
69 Expertise:

Workers: Engineers, designers, and skilled trades (shipfitters, machinists, welders, metalworkers, caulkers, tool and die makers, pattern makers, core makers, pipefitters, boilermakers, carpenters, electricians, electronics technicians, painters, and sheet metal workers) Demand: Globally there are not enough specialized boats available for all the offshore wind turbine development planned for the next few decades.

Training: For skilled shipbuilding trades - apprenticeships with classroom and on-the-job training
• American Boatbuilders Association
• American Society of Naval Engineers
• International Brotherhood of Boilermakers, Iron Shipbuilders, Blacksmiths, Forgers, and Helpers
• Society of Naval Architects and Marine Engineers
• United Marine Manufacturers Association
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22. Training Center for Boat Maintenance and Repair
Demand:

Workers:

National Expertise:

Marine mechanics
• Association of Marine Technicians
• Centers for Ocean Sciences Education Excellence
There is unmet demand for trained marine mechanics.

Training: The Marine Trade Skills Program provides certificates in boat repair, diagnostics and maintenance.

Scope: Marine mechanics are responsible for maintaining and repairing electrical and mechanical equipment onboard a ship. The work to troubleshoot engine problems, perform preventative maintenance and assemble or disassemble engines is usually performed using hand, power, or pneumatic tools, and computerized analytic and diagnostic equipment.

Classroom and on-the-job training prepare students to work on different types of boats.

Marine mechanics for commercial vessels and ferry boats are in high demand.

Water Emergency Transportation Authority (WETA) is open to collaborating with the Working Waterfront Coalition and possibly providing space for training cohorts for boat maintenance and repair. Organizers are currently looking for locations for a network of training facilities.
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23. Shoreline Ecotourism
Training:

Local Expertise:
• East Bay Regional Parks District
• Point Molate Alliance
Ecotourism and recreation
Workers: Park rangers, naturalists, community outreach coordinators, wildlife specialists, educators, facilities managers, conservation scientists Scope: Along Richmond’s coast, the 2,315-acre Point Pinole Regional Shoreline park provides a home to more than 100 animal species, including deer, monarch butterflies, hawks, and owls. Salt marshes along the shoreline bluffs host a variety of shorebirds and crabs. The park has rich birdlife, including many ducks and shorebirds and the endangered black rail. Many migratory bird species are also seen, as the park is located on the Pacific Flyway.

Point Pinole Regional Shoreline contains a historical landmark for the former explosives factories, including the Giant Powder Company.

Also in Richmond is 276-acre Point Molate, located on the shores of San Pablo Bay. For thousands of years, Point Molate was home to Ohlone tribal groups. Between 1870 and 1912, the site was used as a Chinese shrimp camp. Between 1906 and 1920, it was the site of Winehaven, the offices and processing and storage facility of the California Wine Association. In 1942, the land was sold to the United States government and operated thereafter as a Navy base. Within Point Molate, there are currently 16 special-status plant species and 24 special-status animal species, including several raptors.

Both parks are ideal for hiking, picnicking, kayaking, horseback riding, bicycling, fishing, and crabbing, while taking in the beautiful views of the San Pablo Bay.

Ecotourism opportunities include recreation rentals of kayaks, bicycles, and horses, as well as naturalist-led and downloadable guided tours about wildlife, natural features, historical places, and sacred sites of the Ohlone people.

Demand: Richmond residents have requested more recreational opportunities during surveys.
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Other
One notable green jobs category involves green hydrogen. Given the large federal investments flowing into this space, this report would be remiss if it did not mention green hydrogen. However, a few important concerns about this opportunity would need to be addressed.

Scope: Several energy-intensive activities in the United States require large quantities of fossil fuels and are difficult to decarbonize: long-haul flights, long-haul trucking, steel manufacturing, and ammonia production for fertilizer.

These industries contribute relatively large percentages of greenhouse gas emissions.

In October 2023, the U.S. Department of Energy announced $7 billion in funding to launch seven Regional Clean Hydrogen Hubs across the nation to accelerate commercial-scale deployment of low-cost clean hydrogen. California received funding to support one of these seven hubs.
*Concerns that need to be addressed: While hydrogen offers the potential to decarbonize major greenhouse gas-emitting activities, a few key safety and environmental concerns will need to be worked out.

First, hydrogen is flammable and explosive, so Richmond community leadership must decide if the economic benefits of scaling up hydrogen production outweigh the health and safety risks to the community. Second, the majority of hydrogen production comes from natural gas, which makes it brown hydrogen, an environmentally damaging form.

In order to produce green hydrogen, large quantities of renewable energy will be needed within the regional electricity grid where the hydrogen is being made so that it does not compete with other users of green electricity.

If these important concerns can be addressed and the community feels the benefits outweigh the risks, then green hydrogen might be a candidate for green job creation in Richmond.

24. Green Hydrogen*
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73 Training:

Local Expertise:

Health and safety training; other training
• Chevron
• International Brotherhood of Boilermakers (Boilermakers) • Raven SR
• United Association of Journeymen and Apprentices of the Plumbing and Pipefitting Industry (UA)
Workers: For building a new electrolytic hydrogen facility: engineers; metal workers and assemblers; production occupations; plant and system operators Demand: Global air travel and transport is responsible for 3.5% of greenhouse gas emissions worldwide; medium- and heavy-duty trucks contribute 6.7% of greenhouse gas emissions in the U.S.; steel manufacturing creates 5% of global greenhouse gases; and ammonia generates 1% of global greenhouse gases.

These four activities could be powered by green hydrogen, meaning hydrogen made with renewable energy.
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What training will be useful to upskill the labor force of today for the green-blue jobs of tomorrow? The answer depends on the types of jobs predicted to be in demand in growing industries. Economic development forecasting as well as government environmental policies influence public and private investment that enable job creation. These factors shine a light on the road ahead for green projects and the skillsets those projects will need.

The Contra Costa Just Transition Plan studied economic development forecasting for the county and determined that growth is expected in six industries:
• Advanced materials and diversified manufacturing
• Clean tech
• Advanced transportation technology
• Biomedical/biotech
• Food processing
• Other sectors that support the green energy economy and the shift to a zero-emission economy
Of this list, advanced manufacturing, clean tech, advanced transportation technology, and the other sectors that support the green energy economy overlap with some of the green-blue jobs recommendations in this report.

SECTION V
Workforce Development
and Training
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Another way to look for guidance about workforce development training that will be needed is to study environmental policy goals set at the federal, state, and local levels which are outlined in the Gap Analysis which can be found in Appendix IV. Government agencies have developed ambitious goals for energy, buildings, transportation, consumer goods, and nature, all goals that are steering our society toward a more just, equitable, resilient, and sustainable future. These policy goals are driving public and private investment in green industries that will need trained and skilled workers.

Workforce development describes career-related services for individuals seeking to improve their earning potential and career options by developing their skills and/or increasing their education levels, or by obtaining certifications or licenses relevant to their industry.

Additional years of experience, as well as professional development to learn new skills or information, helps an individual progress along their chosen career path.

Generally, careers progress along a trajectory from entry-level to expert, and here we define some of the key aspects of each level:
• Specialization or expert roles – deepening expertise in a particular skill or area
• Executive or leadership roles – these roles have significant responsibility for the overall direction and success of an organization
• Senior-level or management positions – in these positions, individuals are responsible for decision-making, leadership, and overseeing teams or departments
• Mid-level – as individuals gain experience and skills, their roles involve more responsibility and may require specialized knowledge
• Entry-level
This upward trajectory can take many different paths, depending on workers’ interests and skills as well as the training and job opportunities available in their region.

To convey the broad brushstrokes of green career pathways, Figure 20 outlines pathways for six sectors relevant to green jobs: construction, building deconstruction, electrical contracting, advanced manufacturing, business entrepreneurship, and urban forestry.

What Is Workforce Development?
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Figure 20: Simplified Career Pathways for Six Green Job Sectors Sector
Minimum
Educational Entry
Point
Career Pathway
Electrical
Contracting
Construction
Advanced
Manufacturing
Building
Deconstruction
Urban Forestry
Business
Entrepreneurship
High school
diploma or GED
High school
diploma or GED
High school
diploma or GED
High school
diploma or GED
High school
diploma or GED
Some high school
• Owner of construction firm
• Supervisor or manager
• Journeyperson
• Exam and license
• Apprentice – on-the-job and classroom training
•
•
•
Move to construction career pathway
Apprentice or entry-level
Building deconstruction training and accreditation
• Owner of electrical contracting firm
•
•
Master electrician
Specialized continuing education and professional
development
• Journeyperson electrician
• Exam and license
• Apprentice – on-the-job and classroom training
•
•
•
Business owner
Manager or vice president
Supervisor or technical specialist
• Technician, assembler, associate, or clerk
•
•
•
•
•
Growth
Hiring
Funding
Business planning
Entrepreneurship classes
• Business owner
• Supervisor or manager
•
•
ISA certified arborist – requires bachelor’s degree
Urban forester
• Foreman or crew leader
• Tree climber
• Groundworker
Note the minimum educational requirement for each sector as the entry point.

Workers can then move up the career ladder as they gain more education, training, credentials, and experience.

Each sector has demand for many different types of skills. For example, within construction, building electrification, and energy efficiency, projects need workers 252
Richmond Green-Blue New Deal Opportunities Report 77
For the 24 green-blue projects recommended in this report, training to learn new technologies and systems are needed, as well as training in established skillsets. with business skills in management, finance, marketing, sales, and administration, as well as technical skills in engineering, construction, installation, management, and repair.

Job classifications that house different types of skills relevant to green jobs, as organized by the Bureau of Labor Statistics, are shown in Figure 21.

Figure 21: Standard Occupational Classifications (SOC)
SOC # Category
11-0000
13-0000
15-0000
17-0000
19-0000
21-0000
23-0000
25-0000
27-0000
35-0000
37-0000
39-0000
41-0000
43-0000
45-0000
47-0000
49-0000
51-0000
53-0000
Management Occupations
Business and Financial Operations Occupations
Computer and Mathematical Occupations
Architecture and Engineering Occupations
Life, Physical, and Social Science Occupations
Community and Social Service Occupations
Legal Occupations
Educational Instruction and Library Occupations
Arts, Design, Entertainment, Sports, and Media Occupations Food Preparation and Serving Related Occupations
Building and Grounds Cleaning and Maintenance Occupations Personal Care and Service Occupations
Sales and Related Occupations
Office and Administrative Support Occupations
Farming, Fishing, and Forestry Occupations
Construction and Extraction Occupations
Installation, Maintenance, and Repair Occupations
Production Occupations
Transportation and Material Moving Occupations
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Skill Development
See Figure 22 for distinctive skillsets required for each recommended RGBND project, with details about who currently offers this type of training.

Figure 22: Distinctive Skills Needed for Recommended GreenBlue Projects Project Skills Technology or system Who offers training 1 2
3 4
5 6
7 8
Destination
downtown
Battery
manufacturing
Offshore
wind turbine
manufacturing
Building
electrification
retrofits
Transportation
management
association
Green accessory
dwelling units
and tiny homes
Community land
trust
Solar emergency
microgrid
Construction
Microgrid design,
installation
Contracts, financing
Electrical installation
Business plans, finance
Production, quality
assurance
Production, quality
assurance, health and
safety
Community
engagement,
transportation demand
management
Small pre-fabricated
housing units
Microgrid systems
(solar photovoltaics,
batteries, monitoring,
communications and
controls)
Depends on the wind
turbine part
Heat pumps for water
heating and HVAC
Cooperative ownership
Energy storage systems
Transportation demand
management
Co-located manufacturing,
retail, and cooperative
businesses
Renaissance Center,
Cooperation Richmond
Association of Commuter
Transportation, Communitybased social marketing
UC San Diego Extended Studies
– microgrid design, IBEW
Electrical Joint Apprenticeship
Training Centers
UC San Diego Extended Studies
– electrical energy storage
Global Wind Organisation,
Massachusetts Maritime
Academy
IBEW Electrical Joint
Apprenticeship Training
Centers, Pacific Gas & Electric
Energy Training Center
Big Skills Tiny Homes, UA
Green Professional Building
Skills Certificate, Diablo Valley
College, Cal State East Bay
Cooperation Richmond,
Sustainable Economies
Law Center, Project Equity,
Renaissance Center
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9 10
11 12
13 14
15 16
17 18
19 20
21 Living levee
Boat building
Transition to
zero-emission
vehicles
Richmond
remakery and
fixery
Re-entry
entrepreneur
Surplus food
rescue
Expanding the
tree canopy
Building
deconstruction
firms
Building salvage
warehouse
Brownfields
research and
innovation hub
Blue tech
incubator and
accelerator
Port upgrades,
including
electrification
Berthing vessels
at the port
Port management
Installation,
maintenance, and
repair of electrical
systems
Landscape design,
levee construction
Research on
environmental
management
Production, quality
assurance
Electrical installation
Business plans, finance
Tree climbing, tree care
Building deconstruction
Business plans,
inventory management,
finance
Teaching, repair of
electronics, appliances,
clothing, and small
devices
Woodworking, business
plans
Food handling safety,
logistics
Logistics
Power tools
Soil cleanup
Urban forestry
Marine vessels
Entrepreneurship
Berthing plans and
berthing aid systems
High-voltage electric
charging systems
Inventory management
Electric vehicle charging
infrastructure, zeroemission vehicles
Disassembling buildings
and sorting by material
Protective levee systems
Appliances and equipment iFixit
Build Reuse
Merritt College
Renaissance Center
Renaissance Center
ILWU Longshore union
Consult US-based boat
manufacturers
IBEW Electrical Joint
Apprenticeship Training
Centers
UC Berkeley Extension
certificate in environmental
management
US Army Corps of Engineers
Electrical Vehicle Infrastructure
Training Program, IBEW
Electrical Joint Apprenticeship
Training Centers
Renaissance Center,
RichmondBUILD
California Food Handlers Safety
training
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22 23
24 Green hydrogen
Training
center for boat
maintenance and
repair
Shoreline
ecotourism
Teaching
Teaching, boat
maintenance, and
repair
Production, health and
safety
Ecosystems
Hydrogen production
Commercial vessels and
ferries
Marine Trades Training
Program
Nature-based education
training
Occupational Safety & Health
Administration
While studying opportunities for green job creation in Richmond, a few solutions were suggested that would address barriers along the career pathways to high-road jobs for unlicensed contractors and members of the re-entry population. A few community members advocated for the benefits of providing career development training in Spanish for unlicensed contractors. Training to become licensed contractors would enhance job-site safety, public safety, boost income of workers, and increase city permit revenues that would be reinvested in the community.

Educating the public about these efforts would reduce the underground job market and enhance the visibility of the local workforce.

The re-entry population possess valuable skills sets that local employers need to fill vacancies but they face multiple challenges when seeking employment after In addition, regional utilities such as Pacific Gas & Electric (PG&E) and East Bay Municipal Utilities District (EBMUD) offer extensive training opportunities. PG&E provides more than 400 educational resources to help clean energy workers and job seekers in California expand their technical skills. PG&E’s Energy Training Center and Power Pathway webpages provide details. Similarly, the East Bay Municipal Utilities District offers a variety of paid internship and training programs as part of its long-term workforce development strategy to attract, recruit, and retain a diverse, qualified workforce. By collaborating with utilities on training for the green energy and water careers of the future, the City would help expand opportunities for Richmond residents.

RichmondWORKS also looks for ways to help develop the local workforce. They serve a vital role providing skill development for people looking for a career onramp.

Through pre-apprenticeship training on soft skills and other skills, they prepare workers for apprenticeships and jobs.

Overcoming Barriers
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Training for the last two categories in Figure 23, apprenticed occupations and professional occupations, are already well developed. Trade unions provide classroom and on-the-job training for certified apprenticeships for career pathways such as electricians and in the construction trades. Four-year colleges and universities provide support for professional occupations that require a licensing exam, such as engineering and architecture.
serving time. The City of Richmond sought to address this issue through the 2013 Ban the Box Ordinance No. 14-13 which supports qualified individuals seeking employment within Richmond by ensuring that all are given equal opportunity to apply for available positions. The State of California reinforced Richmond’s position on this with its 2018 Ban the Box Law, also known as the California Fair Chance Act, which prohibits employers from asking about conviction history before making a job offer. Employers must consider a job candidate’s qualifications first by removing conviction and arrest history questions from job applications and delaying background checks until later in the hiring process.

Workers in less-skilled and technical occupations are the target audiences for RichmondWORKS training to help workers move toward their career goals. Figure 23 describes the onramp for four different types of employment.

Figure 23: Skill Development by Type of Employment
Employment
Entry-level Inclusion
Paths
Foundational Training and
Education
Incumbent Worker Skill
Upgrades
Source:

Technical
occupations
Entry-level/
foundational
occupations
Apprenticed
occupations
Professional
occupations
High school to
community college
support
Pipeline programs for
inclusion
Pre-apprenticeship programs for inclusion
High school to 4-year
college support, community college to 4-year
college support
4-year university – bachelor’s
degree or graduate degree
No post-secondary education
requirement
Community college, Associate’s
degree, technical certification,
apprentice classroom learning
Certified apprenticeship, journey
card
Continuing education
via 4-year university or
professional association
Journey upgrade training via
industry training partnership
Skill upgrade training
via industry training partnership
Skill upgrade training
via industry training partnership
National Renewable Energy Laboratory 31
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Existing Training
In Contra Costa County and nearby, the following training and credentials are available to prepare less skilled or technical workers for green-blue jobs in the near future.

Figure 24: Examples of Training Currently Available
1 2
Sector Job Titles and Training Potential Projects
Renewable
Energy
Building
Electrification
and Energy
Efficiency
Sample job titles:
•
• Powerline Worker
Electrician
Existing training programs:
• Carpenter - RichmondBUILD and Richmond
YouthBUILD
• Construction Laborers - RichmondBUILD and
Richmond YouthBUILD
• Electrician – IBEW
• Energy Auditors - Rising Sun Center for
Opportunity
Energy and Renewables – Pacific Gas & Electric
Energy Training Center
Engineers - CCC and California universities
•
•
• Plumbers - union training
• Roofers - union training
• Welder - union training
Sample job titles:
•
•
•
Robotics Technician
Maintenance Manager
Master Production Scheduler
Existing training programs:
• Construction Laborer - RichmondBUILD and
Richmond YouthBUILD
Electrician – International Brotherhood of
Electrical Workers (IBEW)
Geological Technicians, except Hydrologic
Technicians – Contra Costa Community College
(CCC) Certificate of Accomplishment or Associate’s
degree (AA or AA-T)
Pipefitter - union training
•
•
•
• Solar Installer – community-based organizations
(CBOs)
• Welder - union training
•
•
•
•
•
Battery manufacturing
(advanced manufacturing)
Microgrid installation
Offshore wind turbine
manufacturing
Building electrification,
energy efficiency and energy
demand management
(supporting equitable
transition of existing
buildings to resilient and
healthy homes) Construction
of accessory dwelling units,
tiny homes, and
prefabricated homes (also
encourages new green
residential and commercial
developments)
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3 4
5 6 Water
Zero Waste
Sustainable
Transportation
Green
Infrastructure
and Urban
Forestry
Sample job titles:
•
• Water Quality Technician
Geological Surveyor
Existing programs:
• Electrician - IBEW
• Engineer - Waterfrontjobs.com
• Marine Mechanic - Waterfrontjobs.com
• Plumber - union training
• Tug and Ferry Deckhand - Waterfrontjobs.com
• Welder - union training
Sample job titles:
• Recycling Sorter and Operations
• Recycling Reclamation Workers
Existing training programs:
•
•
Engineers - CCC and California universities
Freight Truck Driver/Garbage Truck Driver – CCC
Sample job titles:
•
•
Electric Vehicle Mechanic
Electrician (with electric vehicle certification)
Existing training programs:
• Automotive Hybrid Technician – CCC
• Automotive Program – CCC
• Automotive Technology – Associate’s degree at
Los Medanos College
• Bicycle Repairers - CBOs
• Electrician – IBEW
• Maintenance and Repair Workers - General
Automotive Collision Repair - CCC
Sample job titles:
• Tree Trimmers/Climbers
Existing training programs:
•
•
•
•
Arborists - CBOs
Engineers - CCC and California universities
Groundskeeper - Rubicon
Certified Landscape Technician – CCC and
National Association of Landscape Professionals
•
•
•
•
•
•
•
•
Boatbuilding, boat
maintenance and repair
Upgrade Port of Richmond
(electrification upgrades
to reduce greenhouse gas
emissions)
Transition to zero-emission
vehicles (including mass
transit and active mobility)
Destination downtown
(supporting and attracting
a cluster of additional
businesses in a downtown
area to attract visitors)
Tree planting (supporting
expansion of Richmond’s
tree canopy)
North Richmond Living
Levee (in collaboration with
the County and regional
partners)
Building salvage warehouse
(supporting increased
recycling and reuse of
construction and demolition
materials)
Richmond remakery and
fixery (bringing together “fixit” clinics, maker enrichment classes for children, and
Richmond’s Tool Lending
Library)
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7 Education
Level
Green ConstructionRenewable
Energy
Energy
Efficiency
& Carbon
Capture
-
Manufacturing
Recycling
& Waste
Reduction
Agriculture
& Forestry
Transportation
Other
Master’s
degree
Bachelor’s
degree
Associate’s
degree
Postsecondary
non-degree
award
High school
diploma or
equivalent
No formal
education
credential
Source:
-
$70,000
$65,000
$76,000
$49,000
$102,000
-
$62,000
$59,000
$141,000
$110,000
$102,000
-
$98,000
$125,000
$102,000
-
$64,000
$75,000
$54,000
$125,000
$122,000
Sample job titles:
• Marketing Associate
Existing training programs:
• Accounting Technician, Loan and Credit Clerks,
Tellers - Business certifications and AA degrees -
CCC
• Customer Service Representatives -
Communication Studies AS at CCC
• Engineers - CCC and California universities
• Environmental Management certificate - UC
Berkeley Extension
• Shipping, Receiving and Inventory Clerks - FLOW
training at CCC
-
$97,000
$50,000
$128,000
•
•
•
•
•
-
$62,000
$46,000
$42,000
$105,000
$131,000
-
$74,000
$59,000
$68,000
$44,000
$114,000
Blue and green tech
incubators and accelerators
Brownfield research and
innovation hub
Re-entry entrepreneurs
Building deconstruction
firms
Shoreline ecotourism
When steering workers toward additional educational credentials, it’s helpful to keep in mind the higher salaries workers can expect to command as a result. See Figure 25 for median salaries based on education level for Bay Area green job sectors.

Figure 25: Median Salaries by Green Sector
(San Francisco Bay Area)
Bay Region Green Jobs Exploratory Dashboard 32
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The progression from entry-level to mid-level, and then to advanced salaries in construction with advanced manufacturing, demonstrates the salary bumps available with more training and experience.

The U.S. Department of Energy provides more detailed information about career pathways and salary ranges for entry-level, mid-level, and senior-level jobs in advanced manufacturing and construction. Note that highlighted positions require a minimum educational level of a Bachelor’s degree in Figures 26 and 27.

Figure 26: Salary Ranges in Advanced Manufacturing (National) Production (Manufacturing)
Assembly & Fabrication
(Packaging)
Distribution
Source:

Advanced
Mid-Level
Entry-level
Manufacturing
Engineer
$62–175,000
Production
Supervisor
$58–99,000
Quality
Technician
$42–95,000
Manufacturing
Technician II
$57–96,000
Manufacturing
Technician I
$70–85,000
Production
Associate
$35–52,000
Machine
Operator
$36–52,000
Assistant Plant
Manager
$85–152,000
Production
Manager
$71–139,000
Electrical
Engineer
$61–147,000
Advanced
Manufacturing
Technician
$57–101,000
Maintenance
Technician
$48–77,000
CNC Machinist
$36–73,000
Production
Operator
$43–64,000
Production
Worker
$35–55,000
Fabricator
$36–65,000
Assembler
$32–45,000
Welder
$45–60,000
Assembly
Manager
$59–154,000
Quality
Control
Inspector
$39–92,000
VP
Manufacturing
& Operations
$200–300,000
Packaging
Technician
$37–52,000
Electrical/
Electronic
Assembler
$37–54,000
Operations
Manager
$80–130,000
Procurement
Specialist
$47–103,000
Assembly
Supervisor
$52–122,000
ShippingReceiving
Clerk
$46–57,000
Material
Handler
$39–52,000
Distribution
Supervisor
$54–111,000
VP
Distribution
$71–200,000
Business
Development
Manager
$68–137,000
Warehouse
Associate
$32–45,000
Distribution
Manager
$77–155,000
Distribution
Engineer
$68–155,000
Distribution
Analyst
$59–114,000
U.S. Department of Energy 33
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Figure 27: Salary Ranges in Green Building (National)
Commercial Construction & Retrofitting
Residential & Multifamily Construction &
Retrofitting
Source:

Advanced
Mid-Level
Entry-level
Insulation
Apprentice
$32–89,000
Energy
Efficiency
Technician
$31–52,000
Commercial
Lighting
Auditor $50–
100,000
Insulation
Journey
person/
Mechanic
$32–89,000
Building
Performance
Contractor pay
varies
Commercial
Building Code
Official
$37–99,000
Sustainable
Consulting
Supervisor

LEED AP
$48–96,000
Insulation/
Air Sealing
Technician
$25–69,000
Commercial
Energy Auditor
$55–105,000
Product Sales
Specialist
$50–135,000
Mechanical
Electrical
Plumbing
Contractor
pay varies
Commercial
Construction
Manager
$56–165,000
Indoor
Environmental
Health
Specialist
$75–150,000
Commercial
Construction
Foreman
$45–110,000
Building
Performance
Installer
$24–52,000
Building/
Home
Performance
Contractor
pay varies
Residential
Building Code
Official
$37–99,000
Multi-family
Quality
Control
Inspector
$43–90,000
Residential
Quality
Control
Inspector
$43–80,000
Residential
Energy Auditor
$43–106,000
Healthy
Home
Evaluator
$43–106,000
Energy
Efficiency
Technician
$37–52,000
HVAC
Contractor
pay varies
Multi-family
Retrofit
Project
Manager
$60–100,000
Energy
Efficiency
Program
Director
pay varies
Multi-family
Energy Auditor
$43–106,000
Building
Performance
Crew Leader
$41–104,000
Energy
Efficiency Sales
Representative
$36–98,000
Energy
Efficiency
Program
Assistant
$23–54,000
U.S. Department of Energy 34
The California Workforce Development Board shares the City of Richmond’s goal to help workers secure high-road jobs, as evidenced by its work on High Road Training Partnerships (HRTP).35 This initiative was designed to address questions of income With the high cost of living in the Bay Area, workforce development is a vital resource to help workers access careers that offer family-sustaining wages, benefits, and career advancement opportunities.

High Road Training Partnerships
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In support of green high-road job training, for RichmondWORKS to secure workforce development funds from federal and state government agencies, jobs must be available to workers upon completion of training. This is the case for some but not all of the 24 projects recommended in this report. For green jobs projects that require more preparation before they are ready to train and hire, foundations may be interested in providing support.

One final note about workforce development: during the RGBND community engagement process, a few community members recommended that development of talent for green careers and green career awareness start earlier. Raising inequality, economic competitiveness, and climate change to support economically and environmentally resilient communities. These partnerships encourage worker skill development and help firms compete based on their product and service quality, which is achieved through innovation and investment in workers.

Individual HRTPs relevant to green jobs that have developed policies and principles for high-road jobs in their industry include:
• California Water Wastewater and Energy
• Connecting Under-Represented Workers to High Road Jobs – includes justice-involved workers
• Contra Costa Harnessing Change: Refinery Transition Partnership – Just Transition Equity and Job Quality in Building Decarbonization – building electrification and energy efficiency
• Greater Sierra Forestry Corps – green infrastructure and urban forestry • Humboldt High Road Wind (HRW) – renewable energy
• Ready, Set, Cook: Launch Your Culinary Career Program – zero waste • TEAM GILLIG: A High Road Partnership Between Teamsters Local 853 and GILLIG – sustainable transportation
• West Oakland Job Resource Center Regional Transportation, Distribution and Logistics Workforce Institute and Expansion – sustainable transportation The policies and principles that have been developed for each HRTP could be useful to RichmondWORKS when developing training for local workers.

Funding for Training
K-12 Environmental Education and Green Career
Awareness
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awareness among children in K-12 schools about a wide variety of green jobs that will be available in the future will help spark interest in studying certain subjects that will allow them to pursue specific green careers.

In elementary school, children learn about water, carbon and nitrogen cycles, ecosystems, and interesting plants and animals, information that provides the foundation of environmental education. That is just part of the equation, however.

Hands-on experience, for example in school gardens, complements classroom learning. In middle school, students can apply what they learn in multiple school subjects (such as science, math, and writing) to real-world environmental problems.

This project-based learning helps the material come alive and drives budding interest in green careers. Being exposed to emerging green technologies and a wide variety of viable green career paths during middle school and high school will light a fire in many students, who will then pursue their interests at community colleges or universities.

Awareness of green careers continues in high school with specific training and applied projects in the community. While environmental education basics are already part of the curriculum used in the West Contra Costa Unified School District, opportunities to expand curricula and teacher training exists. For those looking for inspiration about environmental education materials, Appendix III contains descriptions of K-12 environmental education curricula from around the country. This could be used to create a career readiness curriculum to be adopted by the School Board.

At the high school and community college levels, opportunities to expand technical training on emerging technologies and providing paid internship opportunities will encourage more students to pursue green careers. As public funding appropriations and private investment become available for green projects, K-12 environmental education, community college technical training, and municipal and state workforce development efforts will prepare the workforce for the meaningful green jobs of tomorrow.
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Funding is central to moving a project along to the hiring stage. Where to look for funding depends on what the money is needed for: capital expenses (ex., land, buildings, equipment) or operating expenses (ex., salaries, utilities, office supplies). This section considers a variety of financial tools on the spectrum of financial returns from projects that need subsidies to those that provide a return on investment, as shown in Figure 28.

Figure 28: Spectrum of Financial Tools for Green Job Projects

SECTION VI
Funding
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For Projects That Need Subsidies
This section provides examples of financial tools for green projects that offer social and environmental benefits: government grants, corporate grants, philanthropic grants, rebates, funding for training, tax credits and exemptions, and bonding.

Government agencies, public foundations, and private foundations (individual, family, or corporate) make grants for charitable purposes. Government grants fund ideas and projects to provide services to the public and stimulate the economy. Public and private foundations offer grants in support of their preferred research or charitable objectives.

Government Grants
Federal grants
Trillions of dollars of economic investment is flowing to the state and local level from the federal government by way of the Inflation Reduction Act and Bipartisan Infrastructure Bill. The intent is to invest in communities and the working class while helping to reduce greenhouse gas emissions, support union labor, and encourage family-sustaining wages. To secure funding and earn tax credits, it’s essential that projects applying for these grants adopt labor standards.

Guided by the White House Justice 40 Initiative, the federal government aims for 40% of certain federal investments to flow to disadvantaged communities that are marginalized, underserved, and overburdened by the effects of pollution.

Details can be found in President Biden’s Executive Order 14008. Justice 40 Initiative investment categories include: climate change, clean energy and energy efficiency, clean transit, affordable and sustainable housing, training and workforce development, remediation and reduction of legacy pollution, and the development of critical clean water and wastewater infrastructure.

Among government grant programs at the federal, state, and regional level, the only constant is that the list of those available is ever changing. Some opportunities are one-time while others are recurring. Databases offering information about government grants include:

Federal government grants – Grants.gov database to search for federal grants Bipartisan Infrastructure Law – U.S. Conference of Mayors database of over 400 funding opportunities
Inflation Reduction Act – Metropolitan Washington Council of Governments database of Inflation Reduction Act grants
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The following federal agencies may have current grant programs relevant to greenblue jobs projects listed in this report. Keep in mind that some grant programs that have closed may be available again in the future.

U.S. Department of Agriculture
Forest Service – Community Wildfire Defense Grant Program U.S. Department of Commerce
U.S. Department of Defense
U.S. Department of Education
U.S. Department of Energy
U.S. Department of Health and Human Services
Office of Community Services – Low-Income Home Energy Assistance Program (LIHEAP) U.S. Department of Housing and Urban Development
Green and Resilient Retrofit Program – Elements Cohort
Green and Resilient Retrofit Program – Leading Edge Cohort Green and Resilient Retrofit Program – Comprehensive Cohort California Department of Housing and Community Development - National Housing Trust Fund Program
U.S. Department of Interior
Bureau of Ocean Energy Management – Renewable Energy Program U.S. Department of Justice
U.S. Department of Labor
U.S. Department of State
U.S. Department of the Treasury
U.S. Department of Transportation
Maritime Administration (MARAD) – Port Infrastructure Development Program (PIDP) grants Federal Transportation Administration 5310 Grant Program Neighborhood Access and Equity Grant Program
Federal Highway Administration
Promoting Operations for Transformative, Efficient, and Cost-Saving Transportation Program (PROTECT)
Multimodal Project Discretionary Grant Program
Strengthening Mobility and Revolutionizing Transportation (SMART) Grants Program U.S. Department of Veterans Affairs
U.S. Economic Development Administration
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U.S. Environmental Protection Agency
Brownfields program
Clean Heavy Duty Vehicles program
Clean Ports Program
Clean School Bus Grant Program • Diesel Emissions Reductions Act • Environmental and Climate Justice Program grants • San Francisco Bay Water Quality Improvement Fund • Solid Waste Infrastructure for Recycling Grant Program
U.S. Federal Emergency Management Agency
U.S. Fish and Wildlife Service
U.S. National Endowment for the Arts
U.S. National Endowment for the Humanities
U.S. Fish and Wildlife Foundation
U.S. National League of Cities
U.S. National Science Foundation
U.S. Small Business Administration
State grants
The California Grant Portal (grants.ca.gov) provides information about grants and loans available from California state agencies. The website is searchable by keyword, grant-making agency, eligible applicant, and category.

One state government funding source that provides investments for many different green jobs projects is the California Climate Investments. Funding comes from the state’s portion of the Capand-Trade auction and goes to the Greenhouse Gas Reduction Fund (GGRF). Thirty-five percent of these investments are made in disadvantaged and low-income communities. The following list includes state agencies and grant programs that may be applicable to Richmond.

California Air Resources Board
Carl Moyer Memorial Air Quality Standards Attainment Program Clean Mobility Voucher Pilot Program
Low Carbon Transportation Investments and Air Quality Improvement Program California Coastal Commission
Local Coastal Program (LCP) Local Assistance Grant Program Whale Tail Grants – Tolowa Dunes Stewards program promotes education through shoreline restoration
California Coastal Conservancy
Explore the Coast Grants Program
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California Department of Community Services & Development Programs administers for the federal government:

Low-Income Home Energy Assistance Program (LIHEAP) • Low-Income Weatherization Program (LIWP) • Community Services Block Grant (CSBG) – provides funding to local nonprofit and public agencies to help alleviate the causes and conditions of poverty California Department of Housing and Community Development The Affordable Housing and Sustainable Communities (AHSC) program is designed to distribute Greenhouse Gas Reduction Funds to disadvantaged communities. Eligible projects for AHSC funding include those providing affordable housing, transit- oriented development (TOD), transit, complete streets, and active transportation projects that reduce greenhouse gas emissions (GHGs) and vehicle miles travelled (VMT).

California Economic Development Department – offers funding for pre-development work through the Community Economic Resilience Fund (CERF) Catalyst Program (now known as California Jobs First). Each of California’s 13 economic regions qualifies for up to $26.5 million to support the early development of projects that could become eligible for future California Jobs First implementation funding.

California Energy Commission – offers grants and incentives for energy efficiency and electrification
Electric Program Investment Charge (EPIC) – grant funding for larger projects such as the $5 million solar emergency microgrid for Kaiser hospital in Richmond Building Initiative for Low-Emissions Development Program California Clean Energy Jobs Act K-12 Program (Proposition 39 School Retrofit Program) provided $550 million annually to K-12 schools and community colleges for energy efficiency retrofits and solar photovoltaic installation Clean Transportation Program – $100 million annually for projects that align with California’s goals for climate change, air quality, petroleum reduction, and adoption of zero-emission vehicles
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• Electric Vehicle Readiness Blueprint – to identify the best locations for charging infrastructure, help cities adopt development standards and ordinances that encourage EV adoption, and prepare the workforce of the future to maintain EVs and the charging infrastructure • California Governor’s Office of Business and Economic Development • California Housing Finance Agency
• California Infrastructure and Economic Development Bank (iBank) • Infrastructure State Revolving Fund Program
• Bond Financing Program
• Expanding Venture Capital Access Program
• Climate Catalyst Program
• California Labor and Workforce Development Agency
• California Natural Resources Agency
• California Ocean Protection Council
• California Pollution Control Financing Authority
• Tax-Exempt Bond Financing Program/Green Bonds
• California Public Utilities Commission – offers grants for energy efficiency and electrification, often in partnership with utilities • Marin Clean Energy (MCE) received $158 million from the California Public Utility Commission (CPUC) to help fund low- and no-cost electric upgrades for low- and middle-income households • TECH Clean California – to accelerate the adoption of clean space heating and clean water heating technology
• Energy Savings Assistance Program – provides no-cost weatherization services to low-income households
• California State Treasurer’s Office
• California Alternative Energy and Advanced Transportation Financing Authority
• California Hub for Energy Efficiency Financing (CHEEF) Pilot Programs
• Working Group on Energy Efficiency Financing Programs • Property Assessed Clean Energy (PACE) Loss Reserve Program • Sales Tax Exclusion (STE) for Manufacturers
• Clean Energy Bond Financing
• Qualified Energy Conservation Bonds
• Private Activity Bonds for District Heating and Cooling 270
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• California Transportation Commission
• California Water Boards
• California Wildlife Conservation Board
• CalRecycle
• Greenhouse Gas Reduction Loan Program
• Beverage Container Recycling Redemption Pilot Program • Recycling Market Development Zone (RMDZ) Revolving Loan Program • Organics Grant Program
• Recycled Fiber, Plastic, and Glass Grant Program
• Reuse Grant Program
• Tire Incentive Program
• Caltrans
• Active Transportation Program
• Transportation Development Act
• Sustainable Transportation Planning Grants
• Department of Toxic Substances Control
• Strategic Growth Council
• Bay Area Air Quality Management District
• Contra Costa Transportation Authority – $2.5 billion from Measure J sales tax revenue through 2034
• Metropolitan Transportation Commission
• Active Transportation Program
• Bipartisan Infrastructure Law Competitive Grants
• Federal Transportation Administration Grants
• Housing Incentive Pool Grants
• Innovative Deployments to Enhance Arterials
• Innovative Deployments to Enhance Arterials Shared Automated Vehicles (IDEA SAV)
• Lifeline Transportation Program
• Local Parking Management Grant Program
• Priority Conservation Area Grants
• Priority Development Area Grants
• Transit Core Capacity Challenge Grants
Regional grants
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Other grants
Corporate grants
Philanthropic grants
• Bezos Earth Fund
• Bloomberg Philanthropies
• Climate Foundation
• Emerson Collective
• James Irvine Foundation
• Lever for Change
• Miranda Lux Foundation
• Richmond Connects
• The California Endowment
• Walton Family Foundation
• Waverley Street Foundation
• ReFed – Catalytic Grant Fund – for reducing food waste • Chevron Environmental and Community Investment Agreement (ECIA) Community Grant Program36 – the ECIA includes investments in community programs, a scholarship program, competitive community grants, community-based greenhouse gas reduction programs, and a photovoltaic solar farm
• Closed Loop Infrastructure Fund – Closed Loop Partners is a New Yorkbased investment firm comprised of venture capital, growth equity, private equity, and project finance, as well as an innovation center focused on building the circular economy. This fund provides zero-interest loans to municipalities and below-market-rate loans to private companies to improve recycling infrastructure across four primary categories: collection, sorting, processing or reclamation, and end-product manufacturing. • Walmart Foundation – Local community grants are awarded through an open application process and provide funding directly from Walmart and Sam’s Club facilities to local organizations in the U.S. There are eight areas of funding: community and economic development; diversity and inclusion; education; environmental sustainability; health and human service; hunger relief and healthy eating; public safety; and quality of life. 272
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Bonds
Bonding
Rebates
Funding for training
Tax credits and exemptions
• Work opportunity tax credit – for businesses that hire previously incarcerated individuals no later than one year after conviction or release from prison
• Governor’s Office of Business and Economic Development (GoBiz) – offers incentives, grants, and financing
• California Workforce Development Board – High Road Training Partnership • Investor-owned utilities such as Pacific Gas & Electric have workforce education and training funding
• 501(c)(3) bonds – tax-exempt bonds used to fund charitable organizations (IRS)
• Public agency revenue bonds - bond financings for various State entities’ economic or public development projects and programs (California Infrastructure and Economic Development Bank [iBank])
• Social impact bonds - A contract with the public sector or governing authority, whereby it pays for better social outcomes in certain areas and passes on part of the savings achieved to investors
• California Public Utilities Commission – Self-Generation Incentive Program (SGIP) provides rebates to support existing, new, and emerging distributed energy resources on the customer side of the utility meter. • Marin Clean Energy (MCE) – energy efficiency
• Association of Bay Area Governments
• BayREN – energy efficiency
• Federal – fidelity bonding for the first six months of employment for hard-toplace candidates; provides up to $5,000 of protection against losses 273
Richmond Green-Blue New Deal Opportunities Report 98
Loans
Bonds
Bonds are a fixed-income instrument that represents a loan made by an investor to a borrower, typically corporate or governmental. Examples include:

Financing
Number of Jobs Created
Investment funding available determines the number of jobs that will be created.

A common metric is jobs created per million dollars invested. California Climate Investments (CCI) from the state’s Greenhouse Gas Reduction Fund are granted For Projects Offering Returns on Investment
The following financial tools may be available for businesses or public agencies that need investment funding for capital or operating expenses. • Project finance
• Venture capital
• CalRecycle - Recycling Market Development Zone (RMDZ) low-interest loans • Department of Toxic Substances Control (DTSC) - Brownfields Revolving Loan Fund Grant Program
• Other revolving loan funds
• Commercial bank loans
• Loan guarantees
• Green bonds – A fixed income debt instrument in which an issuer (typically a corporation, government, or financial institution) borrows a large sum of money from investors for use in sustainability-focused projects (DOE) • Industrial development bonds - Tax-exempt financing up to $10 million for qualified manufacturing and processing companies for the construction or acquisition of facilities and equipment (IBank)
• Exempt facility – Privately-owned projects that are financed with tax-exempt “private activity” bonds using state and local government entities as the conduit issuers of such bonds. Exempt facilities include airport facilities, solid waste disposal facilities, sewage facilities, etc.
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Richmond Green-Blue New Deal Opportunities Report 99
by the State. Appendix I details dozens of different projects funded by CCI and the number of jobs created per million dollars invested.

For the number of jobs that will be created by different projects through the Richmond Green-Blue New Deal and the number of capacity building staff needed to catalyze these jobs, see Figure 29.

Figure 29: RGBND Projects Organized by Potential Number of Jobs Created
Project Description
Project
Size
Number
of Jobs
Capacity
building staff
(FTE)*
Boat building
Battery
manufacturing
Green
hydrogen
Solar
emergency
microgrids
Building
electrification
retrofits
Green
accessory
dwelling units
and tiny homes
Destination
downtown
Transition to
zero-emission
vehicles
Port upgrades
including
electrification
Offshore
wind turbine
manufacturing
Invest in streetscape of a commercial area, support
cohort of entrepreneurs for new restaurants, cafes,
shared micro-manufacturing and micro-retail
Install and maintain electric vehicle charging
infrastructure; maintain electric vans, fleet vehicles, buses, commercial trucks, and big rigs
Clean up pollution, rebuild wharfs to handle heavier
loads, electrify
Develop requests for proposals; design, permit, and
install microgrids
Retrofit older homes (pre-1940 then pre-1978) for
insulation, electric water heating and electric HVAC
(heat pumps)
Build factory to host workforce development training
and build housing units in Richmond
Build parts for offshore wind development projects in
California and elsewhere
Manufacture boats which could range from smaller
electric tugboats to larger 500' offshore wind turbine
installation vessels
Attract more battery manufacturers to Richmond
Manufacture hydrogen for difficult to decarbonize
industries; if safety concerns and renewable energy
sources addressed and if the community approves
Large
Large
Large
Large
Large
Medium
Medium
Medium
Medium
Medium 10-100
10–100
10–100
10–100
10–100
100–1,000
100–1,000
100–1,000
100–1,000
100–1,000 0

0.5 0.5

0.2 0.2

0.2 0.5

0.1 0.1

0.2 *FTE = full-time equivalent
275
Richmond Green-Blue New Deal Opportunities Report 100
Re-entry
entrepreneurs
Surplus food
rescue
Blue tech
incubator and
accelerator
Berthing
vessels at the
port
Training
center for boat
maintenance
and repair
Shoreline
ecotourism
Community
land trust
Transportation
management
association
Richmond
remakery and
fixery
Building
deconstruction
firms
Building
salvage
warehouse
Expanding the
tree canopy
Living levee
Brownfields
research &
innovation hub
Host large vessels at the port for a fee
Train the next generation of boat mechanics
Dismantle old buildings and sort salvaged materials by
type for donation or sale
Accept donated materials such as wooden doors,
windows, furniture, kitchen cabinets, art and hardware
then sell them to keep valuable materials out of the
landfill
Grow seedlings into trees; urban planting
Construct levee and plant native plants to manage
storm surge waters
Conduct research on soil cleanup technologies and
showcase relative effectiveness of each
Offer the public opportunities for recreation, education, and tours of local plants and animals
Develop contracts for shared ownership to build wealth
in the community
Provide information and incentives to encourage
residents and workers to commute by mass transit and
active mobility modes
Combine tool lending library, maker space, workshop,
fixit clinic, after school enrichment classes, and summer camps
Offer members of the re-entry population business
plan and woodworking classes to encourage starting
businesses such as building furniture from salvaged
materials
Pick up surplus food from events, caterers, grocery
stores, and other large generators then deliver to nonprofits serving people experiencing food insecurity Help aspiring entrepreneurs incubate and accelerate
their blue tech ideas
Medium
Medium
Medium
Medium
Medium
Small
Small
Small
Small
Small
Small
Small
Small
Small
1-10
1-10
1-10
1-10
1-10
1-10
1-10
1-10
1-10
10-100
10–100
10–100
10–100
10–100
0 0
0 0

0.1 0.1

0.1 0.2

0.1 0.1

0.2 0.1

0.25 0.25
The total number of green-blue jobs unlocked for Richmond will be a function of which projects the community decides to pursue and funding available. 276
Richmond Green-Blue New Deal Opportunities Report 101
This report provides recommendations for projects that, when implemented, will create green-blue jobs. After choosing which projects the City of Richmond and the community are interested in pursuing, the necessary level of effort to move projects to the starting line is not insignificant.

Initiating implementation requires project managers: people to identify funding sources for capital and operating expenses and to write grant proposals or business plans. City staff do not need to do all the heavy lifting to start these projects, though. Residents, staff at businesses, local community-based organizations, and Economic Development Commissioners have expressed interest in championing various green-blue projects once initial and ongoing funding options have been confirmed.

However, it would be helpful to have the equivalent of four additional full-timeequivalent personnel for a few years to line up the six elements for each chosen project to help get these projects off the ground: scope, demand, champion, workers, training, and funding.

Capacity Building
Next Steps for the
Richmond GreenBlue New Deal
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Richmond Green-Blue New Deal Opportunities Report 102
A few options to add to the City of Richmond’s capacity to prepare green jobs projects include:
• Applying to foundations for capacity-building funding to hire more staff • Hiring Environmental Defense Fund Climate Fellows
• Hiring FUSE Fellows
• Hiring CivicSpark Fellows
• Finding consultants specializing in various topics
Details about tasks for project implementation can be found in the RGBND Implementation Plan.

In February 2019, Representative Alexandria Ocasio-Cortez introduced the U.S.

House of Representatives Resolution 109: “Recognizing the duty of the Federal Government to create a Green New Deal.”37 The resolution was described as a historic opportunity to reduce greenhouse gas emissions in order to avoid the worst consequences of climate change while also working to fix societal problems like economic inequality and racial injustice. It inspired Green New Deals around the country, including the City of Richmond’s Green-Blue New Deal Resolution, with the City Council adding “Blue” as a nod to Richmond’s 32 miles of shoreline, the potential for work to restore waterways, and technological innovation in waterbased industries.

In the years since the federal GND resolution, many cities have learned from each other and formulated increasingly specific green jobs plans. Federal, state, and regional government agencies, as well as philanthropies and the private financial sector, are standing by, ready to help. They’re just waiting for more detailed plans about projects they can invest in. Capacity building to tee up these projects is key to tapping these opportunities so that Richmond’s businesses, community-based organizations, and residents can capitalize on these opportunities.

Conclusion
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Endnotes
2 The U.S. Census estimates Richmond’s population at 114,106 as of July 1, 2023. 3 California Workforce Development Board. “Putting California on the High Road: A Jobs and Climate Action Plan for 2030.” June 2020, https://laborcenter.berkeley.edu/putting-california-on-the-high-road-a-jobs-and-climate-action-plan-for-2030/. Accessed 3/29/2024. 4 Richmond City Council. “Resolution No. 88-21: Resolution to Begin a Planning Process to Establish a Vision and Identify Actions to Implement a Local Green-Blue New Deal That Will Provide 21st Century Jobs for Our Richmond Community.” 7/6/2021, https://www.ci.richmond.ca.us/ArchiveCenter/ViewFile/Item/11284. Accessed 3/29/2024.
5 Health in All Policies - This health-oriented public policy refers to the practice of integrating health promotion into the day-to-day decisions, policies and actions of the City of Richmond and its partnerships with other governments, non-profits, residents, and the private-sector. 6 MIG and Appraccel. “Community Outreach and Findings Report.” 6/15/2023. 7 Safe Return Project and Appraccel. “Insights About the Future Green-Blue Economy from Justice-Involved Richmond Residents.” 5/18/2023. 8 California Office of Environmental Health Hazard Assessment. “CalEnviroScreen 4.0.” https://oehha.ca.gov/ calenviroscreen/report/calenviroscreen-40. Accessed 4/1/2024. 9 City of Richmond. “City Facts.” 2/9/2024, https://www.ci.richmond.ca.us/DocumentCenter/View/8348/ COR-Fact-Sheet?bidId=. Accessed 7/3/2024.
10 California Workforce Development Board. “Putting California on the High Road: A Jobs and Climate Action Plan for 2030.” June 2020, https://laborcenter.berkeley.edu/putting-california-on-the-high-road-a-jobs-andclimate-action-plan-for-2030/. Accessed 3/29/2024. 11 HR&A. “Richmond Green-Blue New Deal Workforce Development Plan: Community Profile & Economic Development Insights.” January 2023. 12 The Interstate Renewable Energy Council’s interactive career advancement map for the solar industry can be found at https://www.irecsolarcareermap.org/. Accessed 7/3/2024. 13 The U.S. Department of Energy’s Advanced Manufacturing Career Map which applies to battery manufacturing can be found at https://advancedmanufacturing.careerpathplatform.com/map/. Accessed 7/3/2024. 14 National Renewable Energy Laboratory. “The Impacts of Developing a Port Network for Floating Offshore Wind Energy on the West Coast of the United States.” September 2023, https://www.nrel.gov/docs/fy23osti/86864.pdf. Accessed 3/30/2024. 15 Details about workforce development training for upcoming offshore wind development projects in Santa Barbara County, CA, can be found at https://offshorewindhrtp.slocoe.org/. Accessed on 7/3/2024. 16 U.S. Department of Energy’s Wind Career Map can be found at https://www.energy.gov/eere/wind/wind-career-map. Accessed 7/3/2024. 1 According to the California Public Utilities Commission, the term “disadvantaged communities” refers to the areas throughout California that most suffer from a combination of economic, health, and environmental burdens.

These burdens include poverty, high unemployment, air and water pollution, and hazardous waste, as well as a high incidence rate of asthma and heart disease.
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Richmond Green-Blue New Deal Opportunities Report 104
17 City of Richmond. “6th Cycle Housing Element Update (2023-2031).” Revised September 2023, https://www. ci.richmond.ca.us/DocumentCenter/View/66913/6th-Cycle-Housing-Element_Certified?bidId=. Accessed 5/1/2024.
18 National Renewable Energy Laboratory. “Equitable Electrification Analysis for Existing Buildings in Richmond, CA.” October 2023, https://www.energy.ca.gov/publications/2023/equitable-building-decarbonization-direct-install-program-guidelines. Accessed 3/30/2024. 19 The Interstate Renewable Energy Council’s HVAC career pathways map can be found at https://hvaccareermap.org. Accessed 7/3/2024. 20 City of Stockton. “Accessory and Junior Accessory Dwelling Units: Pre-Approved Plans for ADUs.” 12/6/2023, https://www.stocktonca.gov/business/building___life_safety/accessory_dwelling_units.php#collapse72140b4.

Accessed 4/21/2024.
21 The U.S. Department of Energy’s career advancement routes for green building careers can be found at https://greenbuildingscareermap.org. Accessed 7/3/2024. 22 City of Richmond. “6th Cycle Housing Element Update (2023-2031).” Revised September 2023, https://www. ci.richmond.ca.us/DocumentCenter/View/66913/6th-Cycle-Housing-Element_Certified?bidId=. Accessed 5/1/2024.
23 Ibid.
24 Ibid.
25 The U.S. Department of Energy’s career advancement routes for green building careers can be found at https://greenbuildingscareermap.org. Accessed 7/3/2024. 26 CalRecycle. “2021Disposal Facility-Based Waste Characterization Study.” November 2022, https://calrecycle. ca.gov/wcs/dbstudy/. Accessed 5/1/2024.
27 The 81,000 tons of food waste figure from the business sector is from 2014, the latest waste characterization numbers CalRecycle has for Contra Costa County.
28 U.S. Environmental Protection Agency. “Cleaning Up Brownfields Sites.” September 2019, https://www.epa. gov/sites/default/files/2019-10/documents/cleaning_up_brownfield_sites.pdf. Accessed 3/30/2024. 29 U.S. Environmental Protection Agency. “Remediation Technology Descriptions for Cleaning Up Contaminated Sites.” November 8, 2023, https://www.epa.gov/remedytech/remediation-technology-descriptions-cleaning-contaminated-sites. Accessed 5/1/2024. 30 National Renewable Energy Laboratory. “The Impacts of Developing a Port Network for Floating Offshore Wind Energy on the West Coast of the United States.” September 2023, https://www.nrel.gov/docs/fy23osti/86864.pdf. Accessed 3/30/2024. 31 California Workforce Development Board. “Putting California on the High Road: A Jobs and Climate Action Plan for 2030.” June 2020, https://laborcenter.berkeley.edu/putting-california-on-the-high-road-a-jobs-andclimate-action-plan-for-2030/. Accessed 3/29/2024. 32 Centers of Excellence for Labor Market Research. “Bay Region Green Jobs Exploratory Dashboard.” Updated April 2023, https://lookerstudio.google.com/reporting/6d389ba6-9320-4614-84cc-ed6343a14045/page/ zmO7C. Accessed 4/3/2024.
33 U.S. Department of Energy. “Advanced Manufacturing Career Map.” https://advancedmanufacturing.careerpathplatform.com/map/. Accessed 4/3/2024. 34 U.S. Department of Energy. “Green Buildings Career Map.” Energy Efficiency and Renewable Energy, https:// greenbuildingscareermap.org/. Accessed 4/3/2024.
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Richmond Green-Blue New Deal Opportunities Report 105
35 California Workforce Development Board. “High Road Training Partnerships.” https://cwdb.ca.gov/initiatives/ high-road-training-partnerships/. Accessed 4/3/2024.
36 Chevron Refinery Modernization Project Environmental and Community Investment Agreement. https://www. ci.richmond.ca.us/DocumentCenter/View/37791/ECIA-12-7-15?bidId=. Accessed 5/1/2024. 37 H.R.109 – 116th Congress (2018-2019): Recognizing the Duty of the Federal Government to Create a Green New Deal. (2019, February 7). https://www.congress.gov/bill/116th-congress/house-resolution/109/text.

Accessed 7/3/2024.
38 J.R. DeShazo et al. “Employment Benefits from California Climate Investments and Co-Investments.” UCLA Luskin Center for Innovation, https://innovation.luskin.ucla.edu/wp-content/uploads/2019/03/Employment_ Benefits_from_CA_Climate_Investments_and_Co-investments.pdf. Accessed 5/20/2024. 281
Richmond Green-Blue New Deal Opportunities Report 106
Appendices
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Richmond Green-Blue New Deal Opportunities Report 107
Appendix I:

Jobs per $1 Million Invested
California Climate Investments is a program administered by the California Air Resources Board (CARB). It is funded solely by Cap-and-Trade proceeds and aims to reduce greenhouse gas emissions, strengthen the economy, and improve public health and the environment, particularly in disadvantaged communities.

Figure 30: California Climate Investment Expenditures - Building Electrification and Energy Efficiency Projects Figure 31: California Climate Investment Expenditures - Sustainable Transportation Projects
Greenhouse Gas
Reduction Fund (GGRF)
program
Greenhouse Gas
Reduction Fund (GGRF)
program
CCI investments ($
millions)
CCI investments ($
millions)
Total CCI +
co-investment ($
millions)
Total CCI +
co-investment ($
millions)
Jobs per
million
(direct
FTE’s)
Jobs per
million
(direct
FTE’s)
Direct
FTE’s from
CCI +
co-investment
Direct
FTE’s from
CCI +
co-investment
%
construction
%
construction
%
manufacturing
%
manufacturing
% professsional
services
% professsional
services
Other
Other
GGRF Energy Sector
Single-family/small
multi-family energy
efficiency + solar
water heating
Single-family solar
photovoltaics
Large multi-family
energy efficiency +
renewables
49 72
24 GGRF Transportation Sector
High speed rail
Transit and inner
city rail
Low-carbon transit
operations
707
208
116
49 72
29 209
116
6,307

4.583

4.664

4.528

2.483

8.336

10.896 534
330
133
519
967
28,559
8%
34%
38%
54%
72%
73%
0%
5%
0%
3%
10%
19%
0%
8%
0%
53%
49%
28%
0%
0%
0%
66%
90%
N/A
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Richmond Green-Blue New Deal Opportunities Report 108
GGRF Waste Sector
The Greenhouse
Gas Reduction Loan
Program
Recycled Fiber,
Plastic, and Glass
Grant Program
Organics Grant
Program
Affordable housing +
sustainable
communities
Clean vehicle rebates
Hybrid and zeroemission truck + bus
vouchers
Enhanced fleet
modernization
Car sharing and
mobility options
Public fleet pilot
Financing assistance
pilot
Zero-emission truck +
bus pilot
Multi-source facility
demonstration
Zero-emission
drayage truck
demonstration
3 3
1 9
5 20
12 25
25 25
15 411
204
2 81
43 10
13 46
47 41
70 19
45 411
679

4.815

1.701

0.346

1.628

4.200

2.154

2.913

3.255

0.634

1.133

1.230

3.744

14.500
28 70
42 28
29 26
79 23
134
153
170
1,979
1,154 0%
0%
0%
0%
0%
0%
97%
13%
11%
22%
33%
20%
86%
0%
7%
0%
7%
26%
67%
11%
25%
17%
24%
33%
68%
43%
2%
5%
3%
4%
0%
7%
33%
26%
95%
17%
19%
27%
N/A
2%
0%
5%
0%
1%
69%
93%
63%
72%
67%
48%
26%
14%
Figure 32: California Climate Investment Expenditures - Zero Waste Projects
Greenhouse Gas
Reduction Fund (GGRF)
program
CCI investments ($
millions)
Total CCI +
co-investment ($
millions)
Jobs per
million
(direct
FTE’s)
Direct
FTE’s from
CCI +
co-investment
%
construction
%
manufacturing
% professsional
services
Other
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Richmond Green-Blue New Deal Opportunities Report 109
Figure 33: California Climate Investment Expenditures - Green Infrastructure and Urban Forestry Projects
Figure 34: California Climate Investment Expenditures - Water Projects
Greenhouse Gas
Reduction Fund (GGRF)
program
Greenhouse Gas
Reduction Fund (GGRF)
program
CCI investments ($
millions)
CCI investments ($
millions)
Total CCI +
co-investment ($
millions)
Total CCI +
co-investment ($
millions)
Jobs per
million
(direct
FTE’s)
Jobs per
million
(direct
FTE’s)
Direct
FTE’s from
CCI +
co-investment
Direct
FTE’s from
CCI +
co-investment
%
construction
%
construction
%
manufacturing
%
manufacturing
% professsional
services
% professsional
services
Other
Other
Forest Health
Program
GGRF Water Sector
State Water Efficiency
and Enhancement
Program
Water-Energy Grant
Program
State Water Project
Turbines
18 56
47 20
GGRF Natural and Working Lands Sector
Dairy Digester
Research and Development
Program
Urban and
Community Forestry
Program
11 37
16 16
Forest Legacy
Program
4 19
Sacramento-San
Joaquin Delta and
Coastal Wetlands
Restoration
Mountain Meadow
Ecosystems
Restoration
15 15
6 6
18 56
47 26

2.810

9.268

0.036

6.377

6.153

2.165

6.850

2.538

13.434
1 98
36 66
105
146
245
120
321
5%
0%
55%
64%
24%
57%
15%
N/A
N/A
9%
0%
0%
0%
0%
0%
43%
N/A
N/A
0%
0%
20%
50%
16%
58%
37%
N/A
N/A
0%
15%
44%
20%
17%
43%
N/A
N/A
100%
Source: UCLA Luskin Center for Innovation38
285
Richmond Green-Blue New Deal Opportunities Report 110
Appendix II:

Eight Municipal Green New Deals
Richmond may be interested in reaching out to other cities that have crafted Green New Deals to see how they could help each other successfully implement their green jobs plans. The following eight GNDs are all different but ambitious. • Los Angeles Green New Deal Sustainable City pLAn
• OneNYC 2050
• Boston Green New Deal and Just Recovery
• Green New Deal, Seattle, Washington
• Austin Climate Equity Plan, Austin, Texas
• Green New Deal, Ithaca, New York
• Green New Deal, Portland, Maine
• Portland Clean Energy Fund, Portland, Oregon
The Mayor released the first Sustainable City pLAn in 2015, committing to annual progress reports and a major update to the plan every four years. L.A.’s 2019 Green New Deal is an expanded vision of their pLAn, securing clean air and water and a stable climate, improving community resilience, expanding access to healthy food and open space, and promoting justice for all and for the future. L.A.’s Green New Deal will guide the city’s transition to an equitable and abundant economy powered by 100% renewable energy.

This plan will support the creation of hundreds of thousands of good green jobs in all L.A. communities by:

1. Supplying 55% renewable energy by 2025, 80% by 2036, and 100% by 2045

2. Sourcing 70% of water locally by 2035 and capturing 150,000 acre ft/yr of stormwater by 2035

3. Reducing energy use per sq ft for all types of buildings with 22% by 2025, 34% by 2035, and 44% by 2050

4. Reducing vehicle miles travelled (VMT) per capita by at least 13% by 2025, 39% by 2035, and 45% by 2050
Los Angeles Green New Deal Sustainable City pLAn
Los Angeles, California
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Richmond Green-Blue New Deal Opportunities Report 111

5. Ensuring 57% of new housing units are built within 1,500 ft of transit by 2025 and 75% by 2035

6. Increasing the percentage of zero-emission vehicles in the city to 25% by 2025, 80% by 2035, and 100% by 2050

7. Creating 300,000 green jobs by 2035 and 400,000 by 2050

8. Converting all city fleet vehicles to zero emission where technically feasible by 2028

9. Reducing municipal GHG emissions by 55% by 2025 and 65% by 2035 (from 2008 baseline levels), achieving carbon neutrality by 2045 A 2023 progress review by the City’s Controller critiqued the lack of measurable progress on the plan’s 47 long-term sustainability targets and 97 short-term milestones. The Controller recommended bolder targets for renewable energy, housing, the reduction of fossil-fuel powered cars, and alignment of the most urgent priorities with Inflation Reduction Act funding opportunities.

In 2019, Mayor de Blasio announced New York City’s Green New Deal, which comprises $14 billion in new and committed investments, legislation, and concrete action at the city level to ensure a nearly 30% additional reduction in emissions by 2030. New York views a Green New Deal as a bold vision that meets the twin challenges of climate change and inequality.

In OneNYC 2050, New York hopes to demonstrate a model for inclusive growth and climate action with a focus on:
• Creating good-paying jobs, including green jobs, and promoting prosperity and economic security for all
• Ensuring equitable access to nature, clean air, and water • Climate and community resiliency
• Healthy food
• Guaranteeing the right to quality healthcare and education in all communities
• Promoting justice by recognizing (and repairing the damage caused by) historic oppression of communities of color, migrant communities, youth, and other frontline and marginalized communities
OneNYC consists of eight goals and 30 initiatives that comprise a strategy to OneNYC 2050: Building a Strong and Fair City
New York City, New York
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Richmond Green-Blue New Deal Opportunities Report 112
prepare New York City for the future. The eight goals are: a vibrant democracy, an inclusive economy, thriving neighborhoods, healthy lives, equity and excellence in education, a livable climate, efficient mobility, and modern infrastructure. • Committing to carbon neutrality by 2050 and 100% clean electricity • Requiring buildings to cut their emissions – require all large existing buildings of 25,000 sq ft or more (of which there are 50,000 citywide) to make efficiency upgrades that lower their energy usage and emissions or face steep penalties
• Banning new inefficient glass-walled buildings – will no longer allow all-glass facades in new construction unless they meet strict performance guidelines, making inefficient glass-heavy building designs a thing of the past • Hydro-powered City government – 100% carbon-free electricity supply for City government operations with the building of a new connection linking New York City to zero-emission Canadian hydropower
• Mandatory organics recycling – will make organics collection mandatory citywide, expanding the country’s largest organics management program, including curbside pickup, drop-off sites, and support for community composting opportunities
• Reducing waste and carbon-intensive consumption – the City will end unnecessary purchases of single-use plastic foodware, phase out the purchase of processed meat, reduce the purchase of beef by 50%, and commit to a carbon-neutral City fleet by 2040
• Aligning with the U.N.’s Sustainable Development Goals In 2020, the then-City Councilor, Michelle Wu, released a plan outlining a Green New Deal and Just Recovery for the City of Boston to make Boston a transformed city. A local Green New Deal and Just Recovery must direct this scale of collective action to take aim at the root causes of systemic injustices. This report presents 15 examples to demonstrate the power of cities to lead:

1. Accelerating decarbonization as Boston commits to citywide carbon neutrality by 2040, 100% renewable electricity by 2030, and a net-zero municipal footprint by 2024

2. A justice audit and framework

3. Easing upfront costs of clean-energy infrastructure through green municipal bonds and the Property Assessed Clean Energy (PACE) program Boston Green New Deal
Boston, Massachusetts
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Richmond Green-Blue New Deal Opportunities Report 113

4. Green workforce development

5. Divesting from harmful industries and reinvesting in a clean, just future

6. An urban climate corps

7. De-commodifying housing

8. Renters’ right to counsel

9. Just and resilient development

10. Resilient stormwater infrastructure

11. Transportation justice

12. An equitable small business recovery

13. Food justice

14. Expansion of the urban tree canopy

15. A local blue new deal
Boston also has a Green New Deal coalition, a civic network of community organizations and issue advocates.

In 2020, the Seattle City Council voted to form the Green New Deal Oversight Board to advance the work of establishing a Green New Deal for Seattle. In 2022, Mayor Bruce Harrell signed into law $6,491,539 in Green New Deal Opportunity Fund investments, which will accelerate the City’s efforts to reduce greenhouse gas emissions, build community resilience to climate change, and increase net-zero affordable housing. These investments are the first set to be recommended by the Oversight Board, which also suggested $2.6 million in rebates and incentives to help middle- and low-income residents to transition off oil to clean electric heat pumps.

Investments for the $6.5 million Green New Deal Opportunity Fund include:

1. $2.4 million to identify and develop resilience hubs in Seattle

2. $2.3 million to support efforts to get all City-owned buildings off fossil fuels by 2035 (the City of Seattle owns 650 buildings, including 27 public libraries, which are increasingly on the front lines of community care during climate emergencies)

3. $2 million to increase the number of city-funded affordable housing projects

4. $300,000 to support climate data and the Community Health Indicator project

5. $100,000 for community engagement to inform climate elements of the One Seattle Comprehensive Plan update
Green New Deal
Seattle, Washington
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Richmond Green-Blue New Deal Opportunities Report 114
Green New Deal Ithaca, New York
On June 5, 2019, the City of Ithaca Common Council unanimously adopted the Ithaca Green New Deal resolution, a government-led commitment to community- wide carbon neutrality by 2030 that focuses on addressing historical inequities, economic inequality, and social justice.

The Green New Deal goals include: 1) Community-wide carbon neutrality by 2030; 2) Ensuring that benefits are shared among all local communities to reduce historical social and economic inequities; 3) Meeting the electricity needs of government operations with 100% renewable electricity by 2025; and 4) 50% reduction of emissions from the city vehicle fleet by 2025. Ithaca also has an ecovillage, a community of three neighborhoods that have been
built over 20 years. Each cohousing unit has pioneered and continues to develop Austin Climate Equity Plan
Austin, Texas
In September 2021, the City Council adopted the Austin Climate Equity Plan.

The plan includes the bold and aggressive goal of equitably reaching net-zero community-wide greenhouse gas emissions by 2040, with a strong emphasis on cutting emissions by 2030. Austin’s Climate Equity Plan was created with input from nearly 200 community members, with an intentional focus on engaging racially and economically diverse residents about the challenges, barriers, and opportunities facing historically excluded groups.

Community Climate Ambassadors were mobilized to engage members of the Austin community on climate-related topics and provide feedback on potential strategies.

Additionally, each strategy in the plan was evaluated through an equity tool that accounted for outcomes related to health, affordability, accessibility, community capacity, cultural preservation, accountability, and a just transition to green jobs.

The plan comprises 17 goals and 74 strategies to achieve net-zero across five focus areas: Sustainable Buildings, Transportation and Land Use, Transportation Electrification, Food and Product Consumption, and Natural Systems.

Overarching strategies of the plan include green jobs and entrepreneurship; prioritization of local community initiatives; regional collaboration; and local carbonreduction projects, carbon dioxide removal, and carbon offsets. 290
Richmond Green-Blue New Deal Opportunities Report 115
new practices for green buildings and energy use. Ithaca also launched Electrify Ithaca, an initiative to replace all fossil fuel infrastructure with electric equivalents (such as heat pumps, induction cooktops, and air sealing) to ensure conditioned air is kept indoors. The City has partnered with expert BlocPower to provide competitive financing for residential and commercial electrification.

In 2018, Portland voters passed a ballot measure that created the Portland Clean Energy Fund (PCEF), which was officially adopted by the city council in 2019. The PCEF establishes a 1% business tax on companies that annually make over a billion dollars nationally and more than $500,000 locally. That money will be used for environmentally friendly job creation and sustainable building projects that will benefit low-income people and people of color.

Portland’s Green New Deal requires any project receiving more than $50,000 in public subsidy to include solar or green roofs and to match other energy efficiency standards, and it requires developers of those projects to meet certain pay standards and employ apprentices on each job.

It also increases inclusionary housing standards so that 25% of units in new projects will be affordable to people earning up to 80% of the area median income, which in Portland is just over $100,000 a year for a family of four. The fee for opting out of including those units on site will be raised from $100,000 to $150,000.

The law also requires that the City produce an annual report surveying the reduced use of fossil fuels in building and construction. By tying together climate, housing, and labor goals, the measure is meant to show how the concept of a Green New Deal can be implemented at a local level.

In 2020, Maine also passed An Act to Establish a Green New Deal for Maine.

The law will create a task force of labor, youth, climate science, and other representatives to craft a strategy for achieving 80% renewable energy in Maine by 2040, for creating good jobs in renewable energy and manufacturing, and to ensure low-income households have access to affordable solar power.

Green New Deal
Portland, Maine
Portland Clean Energy Fund
Portland, Oregon
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Richmond Green-Blue New Deal Opportunities Report 116
Through this fund, small organizations can apply for mini-grants of up to $5,000 for projects that address racial, social, and climate-justice issues. The Portland Bureau of Planning and Sustainability released a full draft of the PCEF inaugural five-year Climate Investment Plan that outlines proposed funding allocations, strategies, and outcomes for program investments from 2023 through 2028.

Priority funding categories include: renewable energy and energy efficiency projects; transportation decarbonization projects; green infrastructure projects; regenerative agriculture projects; climate jobs training, apprenticeships, and contractor development projects; organizational capacity-building projects; and other projects that reduce or sequester greenhouse gases.
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Richmond Green-Blue New Deal Opportunities Report 117
Appendix III:

K-12 Environmental Education
and Green Careers Awareness
Preparation for Green Careers of the Future
In the World Economic Forum’s Future of Jobs Report 2020, employers estimate that four in ten workers will need to be reskilled. To prepare today’s students for the green jobs of the future, here are six key skills that will be helpful.

1. Science skills: Key roles include environmental scientists, biologists, hydrologists, and biochemists. People in these jobs will monitor, manage and protect natural resources including land and valuable water supplies.

2. Architectural and planning skills: Buildings will become more energy efficient, with fewer resources used to construct and operate them. Architects and planners will design these buildings to comply with environmental regulations and client demands for green spaces.

3. Green engineering and tech skills: Helping to design and maintain solar panels, wind turbines, low emission vehicles and other green economy technology.

4. Agriculture skills: As farming and food supply becomes more sustainable, there’ll be a growing number of green jobs in areas such as organic farming, urban farming and precision agriculture. The use of information technology and other tech-based programs to make farming more accurate and controlled.

5. Environmental justice skills: Workers will gain legal, social and historical awareness to ensure humanity does not repeat the mistakes of the past which led to racial and social injustice and poor environmental and social health.

6. Systems skills: Workers will need to assess systems against performance indicators and find ways to optimize and improve system operations. They will need skills in macroeconomics to build sustainability into long-term infrastructure projects.

An important foundation for these skills is an understanding of the natural environment cultivated in elementary, middle, and high school. Below are links to six K-12 environmental education and environmental careers curricula. 293
Richmond Green-Blue New Deal Opportunities Report 118
Roots of Success
An empowering environmental literacy and job training program that prepares youth and adults who have been failed by the education system to access jobs and career pathways in environmental fields and improve environmental and social conditions in their communities.

Centered around a federally registered Department of Labor (DOL) Apprenticeship and Pre-Apprenticeship, Roots of Success is offered in high schools, youth programs, job training programs, reentry programs, prisons, jails, juvenile facilities, and other workforce and education settings throughout the United States. Since 2009, over 26,000 youth and adults have gone through the program; with 12,000 taking the course while incarcerated.

California Department of Education
The Education and the Environment Initiative was adopted by the State Board of Education in 2010 with the goal to increase environmental literacy for California’s kindergarten through grade twelve (K-12) students. The curriculum can serve as a useful resource for teaching academic content standards within an environmental context.

San Francisco Unified School District
The SFUSD is working towards district-wide implementation of the Next Generation Science Standards (NGSS) through a core curriculum. The curriculum engages students in taking on real-life tasks that use San Francisco as the classroom.

Students are led to build mastery and personalize their learning in their approaches to the real-life tasks. Their website has a breakdown of NGSS standards by grade level.

Washington Office of Superintendent of Public Instruction The K-12 Integrated Environmental and Sustainability Learning Standards were developed in collaboration with educators from across Washington and describe what all students should know and be able to do in the area of Environmental and Sustainability Education. Their website has a spreadsheet with examples of what the curriculum would look like based on grade and makes connections to themes of climate change, environmental justice, etc.
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U.S. Environmental Protection Agency
The EPA has a list of lesson plans, teacher guides and online environmental resources for educators that is separated by the grade it applies to and the type of resource it is.

National Environmental Education Foundation (NEEF)
NEEF partners with organizations to reach a national audience of students with environmental education activities that develop a deeper sense of environmental stewardship. The foundation has two approaches: 1) Greening STEM: A collaboration between schools, nonprofits, and public spaces to create an immersive outdoor learning experience that enriches STEM learning and creates a sense of place for students. This utilizes place-based learning to bring the classroom outside. 2) Climate Superstars education guide: standards-aligned lessons that teach students about climate change, energy efficiency, and sustainability.

North American Association for Environmental Education
(NAAEE)
The organization created K-12 Environmental Education: Guidelines for Excellence that provides students, parents, caregivers, educators, and others a roadmap to achieving environmental literacy by setting expectations for fourth (age 10), eighth (age 14) and twelfth grade (age 18) students and outlining a framework for effective and comprehensive environmental education programs and curricula. The guidelines set a standard for high quality education, based on what an environmentally literate person should know and be able to do by the time they graduate from high school. 295
City Green-Blue Project Statuses and Accomplishments
The City of Richmond and the community is continuously working to promote a competitive, sustainable, and equitable economy for all. Since the inception of this initiative, there are several green and blue initiatives and projects in Richmond.

Table 1: Status of RGBND Opportunity Report Projects
Sector # Recommended
Projects
Status Status Details
Renewable
Energy
RE1 Solar emergency
microgrids
(SEMs) at critical
community
facilities
In-progress  MCE’s Virtual Power Plant
Pilot Project
 Public Works drafted RFP
to inventory and assess
City Facilities
 City is in progress of
updating the Local Hazard
Mitigation Plan
RE2 Battery
manufacturing
Additional resources
needed
Workforce roles and
responsibilities still
need to be defined
by the industry
 City of Richmond
Employment and Training
Department is completing
exploratory steps around
workforce opportunities
RE3 Offshore wind
turbine
manufacturing
In-progress
Workforce roles and
responsibilities still
need to be defined
by the industry
 City of Richmond Port
completing exploratory
steps
Building
Electrification
& Energy
Efficiency
BE1 Building
electrification
retrofits
In-progress
Workforce
conundrum with
certifying electricians
 City application submitted
for EPA Community
Change Grant and included
workforce elements
 City’s No-Cost Solar
Program with GRID
Alternatives
 TCC Project- Resilient and
Healthy Homes
 TCC Project- Workforce
Development with
RichmondBuild
 Regional and State energy
efficiency, weatherization,
and electrification rebates
296
and incentives are
available
BE2 Green accessory
dwelling units
and tiny homes
In-progress  TCC Project- ADU toolkit
 9/24/24 City Council ItemElectrification of new
developments
BE3 Community land
trust
In-progress  TCC Project- Community
Land Trust
Sustainable
Transportation
ST1 Destination
downtown
In-progress  TCC Project- Buy Local
 TCC Project- Business
Beautification Project
 Initiation of Downtown
Richmond Taskforce
ST2 Transportation
management
association
Additional resources
needed
 West Contra Costa
Transportation Advisory
Committee
ST2 Transition to
zero-emission
vehicles
In-progress  City of Richmond released
an RFP for a consultant to
support transitioning the
City’s vehicle fleet to ZEVs
 Regional, State, and
Federal EV purchasing
incentives
Zero Waste ZW1 Building
deconstruction
firms
Additional resources
needed
ZW2 Building salvage
warehouse
Additional resources
needed
ZW3 Richmond
remakery and
fixery
In-progress  RecycleMore recently
started hosting Fix-it Clinics
ZW4 Re-entry
entrepreneurs
Additional resources
needed
ZW5 Surplus food
rescue
In-progress  RecycleMore grant to
support organizations
rescuing food
Green
Infrastructure
& Urban
Forestry
GI1 Expanding the
tree canopy
In-progress  TCC Project- Bosque del
Barrio (Tree Planting)
 Richmond Arbor Day
GI2 Living levee In-progress  Collaboration led by Contra Costa County
Land Use LU1 Brownfields
research &
innovation hub
Additional resources
needed
 Employment and Training
currently implementing
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workforce training grants in
Brownfields remediation
 Aligns with Shoreline
Resiliency Plan
Water WW1 Blue tech
incubator and
accelerator
In-progress  City of Richmond Port
completing exploratory
steps
WW2 Port upgrades
including
electrification
In-progress  City of Richmond Port is in
the progress of updating
infrastructure
 Port Report brought to City
Council on 11/7/2024
 Awarded and appropriated
the Zero-Emission Freight
and Marine Program Grant
to install grid-based shoreside power at Berths 7 & 8
on 4/15/25
WW3 Berthing vessels
at the port
In-progress
Port infrastructure
updates are
necessary
 City of Richmond Port
completing exploratory
steps
 Port Report brought to City
Council on 11/7/2024
WW4 Boat building In-progress
Port infrastructure
updates are
necessary
 City of Richmond Port
completing exploratory
steps
 Alameda and Contra
Costa County
implementing HRTP
grants for Marine Trades
and Water Transportation
Careers Workforce
Training Program
WW5 Training center
for boat
maintenance and
repair
In-progress  Alameda and Contra
Costa County
implementing HRTP
grants for Marine Trades
and Water Transportation
Careers Workforce
Training Program
WW6 Shoreline
ecotourism
In-progress  City of Richmond Port
completing exploratory
steps
Other OP1 Green hydrogen Additional resources
needed
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Accomplishments:
 The City’s Employment and Training Division (E & T) has connected with local green and blue businesses to discuss the creation of green and blue workforce pathways for Richmond residents.
 E & T has been awarded an approximate total of $6,175,889 from local, State, and Federal organizations to develop innovative workforce training opportunities, expand career training, and support participation of vulnerable and undeserved Richmond populations.
 E & T and RichmondBUILD continues to contract with the Construction Trades Workforce Initiative (CTWI) to strengthen structured pathways from preapprenticeship to employment in the building and construction trades.  In 2023, E & T graduated 49 RichmondBUILD participants  E&T through a partnership with Richmond Promise established an internship pipeline within the City of Richmond for Richmond Promise Graduates.  In 2023 alone, E & T’s YouthWORKS supported hundreds of Richmond youth with training and job placement in over 80 work sites, started to institute Metrix Learning, an online workforce training platform for all Richmond residents.  Graduation of two cohorts from the new Beautify Richmond workforce training program which provides training to formerly incarcerated residents to enter into landscaping and groundskeeping careers through a partnership between E & T, Rubicon and the Re-entry Success Center.
 E & T has been actively researching options for the expansion of the RichmondBUILD program into electrician pre-apprenticeship programs and electricians with the Electric Vehicle Certification.
 E & T actively participates in the Jobs First Initiative to seek state and Bay Area funding to continue to support green and blue workforce projects.  This multifaceted strategy reflects Richmond's commitment to sustainable development, public health, and environmental stewardship, in collaboration with agencies like the East Bay Municipal Utility District (EBMUD) and the Richmond Workforce Development Board.
 Every two years the Business Development Division Economic Development publishes a San Francisco Business Times Richmond supplement, highlighting all businesses in Richmond with highlights of green and blue related businesses.  Business Development Division contracted with the BluDot platform to develop a business-friendly environment and market the City’s competitive advantage.  Business Development Division continuously visits and assists businesses in connecting to resources, relocating existing operations, connecting to workforce development, and facilitating business-business transaction.  Business Development Division annually participates and highlights a Richmond business in the Bay Area Manufacturing Week.
 A few green and blue businesses who have come to call Richmond home or have expanded in Richmond include but are not limited to OPT Marine Robotics, AI Crete, and others.
299
 The Port of Richmond (Port) has identified improvement areas (conduits, pull boxes, cable management equipment, and related appurtenances) necessary to electrify shore power infrastructure for vessels to connect to while berthed.  The Port has applied for grant funding from the U.S. Department of Transportation Maritime Administration and for the Electrification, Carbon Capture, and Shore Power Program and to the Environmental Protection Agency for the Clean Ports Program: Zero-Emission Technology Deployment Competition.  The Port is in the process of switch gears and transformers to upgrade the property’s utility metering, main breaker compartment, and eventually the installation of battery backup.
 The West Contra Costa Integrated Waste Management Authority (RecycleMore) has started in 2024 to host fix-it clinics for residents in their member cities, Richmond, San Pablo, El Cerrito, Pinole, Hercules, and Unincorporated Contra Costa County.
 Since 2007, approximately 551 Richmond homes have received solar at no cost to the resident through Environmental and Health Initiatives Division’s (EHI) partnership with the non-profit GRID Alternatives. GRID Alternatives also provides training for Bay Area residents interested in entering into a solar related career.  Published analysis on transitioning existing buildings within Richmond to all electric through technical assistance from the Department of Energy’s Communities Local Energy Action Program (LEAP) Pilot.
 Awarded approximately $500,000 in grants to support with California Senate Bill 1383.
 Environmental and Health Initiatives Division (EHI), Community Development Department, and several non-profits was awarded a $35 Million grant from the California Strategic Growth Council’s Transformative Climate Communities (TCC) Program to fund green and blue projects and workforce training in the Santa Fe, Coronado, and Iron Triangle neighborhoods to decrease greenhouse gas emissions and improve community health, also known as Richmond Rising.  The Engineering Division is starting on the two Capital Improvement Projects (CIP) bicycle and pedestrian improvement infrastructure projects on Harbour Way South and Marina Way South funded by TCC.
 The Community Development Department through TCC grant and the award of a Housing Fellow is in the process of researching and developing a Community Land Trust.
 The Planning Division through the TCC grant is in the process of developing an Accessory Dwelling Unit (ADU) toolkit.
 Raven has received City permits for the development of a Hydrogen processing facility at the Organics Processing Facility.
 The California Energy Commission (CEC) awarded the City of Richmond, Zero Net Energy Alliance, and other partners the Advanced Energy Communities Phase I Grant as well as Phase II Grant for projects to advance Distributed Energy Resources Communities (DER), Virtual Power Plant Pilot, and Zero Net Carbon Ready Homes.
300
Provide an Update on the Green-Blue New Deal
(GBND) Priority Projects for Implementation over
the next 5-years.

Richmond City Council Meeting
June 17, 2025
Nannette Beacham, Economic Development Director
Samantha Carr, Environmental Manager
Yahna Williamson, Management Analyst
1 301
Recommended Action
RECEIVE a written update on the Richmond
Green-Blue New Deal project prioritization
process and final top five projects.
2 302
Background
3 On July 6, 2021, the Richmond City Council
adopted Resolution 88-21 to support the
process of developing a Richmond Green-Blue
New Deal and Just Transition to 21st Century
jobs.

On October 1, 2024, staff presented the
Richmond Green-Blue New Deal (RGBND)
Opportunities Report and its appendices to the
City Council for initial review. In response to
Council and community feedback, City staff
initiated an internal evaluation process to refine
the implementation strategy and narrow the scope
of projects to be prioritized over the next five
years.
303
GBND
Update
Overview
What we’ve done
so far:

1. Conducted additional research into the projects
outlined in the Report.

2. Surveyed city staff, the Economic Development
Commission, and the Workforce Development
Board to identify priority projects.

3. Determined the top seven projects that
received the most votes on what to prioritize
based on the feedback received.

4. Reached out to department heads to get their
feedback on the seven priority projects.
4 304
Additional Considerations Received from Department Heads:

Richmond Green-Blue New Deal | City of Richmond Slide 5 •Gap in the workforce development section
• Emphasize creating meaningful employment and entrepreneurial opportunities for local residents
•Explore adding project that’s more focused on the "Blue" aspect of the GreenBlue New Deal •Explain that food waste and tree planting are already underway under energyrelated efforts, which is why they weren’t prioritized here • Reiterate that focus is more on areas not currently receiving attention to ensure balance across initiatives
•Clarify the scope-of-work for each project
• Using Economic Development Evaluation Toolkit (next slide) to help refine scope-of-work for projects
5 305
Top Five Projects Identified Based on Survey Responses:

Richmond Green-Blue New Deal | City of Richmond Slide 6

1. Port Upgrades (80%) / Offshore Wind Manufacturing (40%)

2. Building Electrification Retrofits (50%) /Green Accessory Dwellings (40%)

3. Brownfield Research and Innovation (50%)

4. Destination Downtown (50%)

5. Transition to Zero Emission Vehicles (40%)
6 306
Next Steps for Each Project:

Richmond Green-Blue New Deal | City of Richmond Slide 7 Phase 1 Assessment:
• Confirm selected projects are viable and aligned with community and City priorities
• Incorporate economic development indicators
from the U.S. Economic Development
Administration's Evaluation Toolkit to assess
strategic fit, job creation potential, and
sustainability (Attachment 2)
• Assess funding needs, timelines, workforce pathways, and preliminary implementation steps
Phase 2 Community Outreach:
• Engage with stakeholders including EDC, WDB,
Downtown Task Force, and port users to align efforts
and share updates
• Provide community members with opportunities to
give input and ensure Just Transition principles are
centered
Phase 3 Strategic Planning:
• Develop implementation pathways for each project
that include workforce development alignment,
economic development impact, and job quality
metrics
• Coordinate with regional partners (e.g., Green
Empowerment Zone) to identify synergies
Phase 4 Implementation Readiness:
• Co-develop a refined scope of work for each selected
project, incorporating community input and
interdepartmental review.
• Define responsible departments, required partnerships, and resource needs.
• Prepare briefing materials and progress
tracking tools to guide ongoing
interdepartmental coordination and reporting.
7 307
Economic Development Evaluation Tool
Richmond Green-Blue New Deal | City of Richmond Slide 8 Section 1: Relevance and Strategic Fit
A) Alignment with local and regional economic
development strategies.

B) Consistency with community needs and
priorities.

C) Alignment with Just Transition.

Section 2: Economic Impact
A) Potential for job creation and retention.

B) Expected increase in private investment.

C) Enhancement of local tax base.

Section 3: Feasibility and Sustainability
A) Technical and financial viability of the
project.

B) Capacity of the implementing organization.

C) Long-term sustainability and Just Transition
alignment
Section 4: Performance Measures
A) Clear, measurable objectives and outcomes.

B) Defined metrics for monitoring progress.

C) Mechanisms for data collection and
reporting.

Section 5: Risk Assessment
A) Identification of potential risks and
challenges.

B) Strategies for risk mitigation.

U.S. Economic Development Administration
8 308
Recommended Action
RECEIVE a written update on the Richmond
Green-Blue New Deal project prioritization
process and final top five projects.
9 309
June 17, 2025
Finance Department
DATE: June 17, 2025
TO: Mayor Martinez and Members of the City Council
FROM: Andrea Miller, Director of Finance
Mubeen Qader, Deputy Director of Finance
Jerry Gurule, Accounting Manager
Antonio Banuelos, Accounting Manager
Subject: Investment and Cash Balance Report, Monthly Overtime Reports, Documentary Transfer Tax Report, and Other
Post-Employment Benefits (OPEB) and Pension Report
for the Month of April 2025
FINANCIAL IMPACT: There is no fiscal impact due to this agenda item.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

City staff is requesting that the City Council receive the City’s Investment and Cash Balance Report, Monthly
Overtime Reports, Documentary Transfer Tax Report,
and Other Post-Employment Benefits (OPEB) & Pension
Report for the month of April 2025.

RECOMMENDED ACTION: RECEIVE the City’s Investment and Cash Balance Report, Monthly Overtime Reports, Documentary
Transfer Tax Report, and Other Post-Employment
Benefits (OPEB) and Pension Report for the month of
April 2025 – Finance Department (Andrea Miller 510-620- 6740).

AGENDA
REPORT
310
June 17, 2025
DISCUSSION:

Investment and Cash Balance Report
It is the policy of the City of Richmond (City) to invest public funds in a manner which prioritizes safety and liquidity over yield while meeting the daily cash flow demands of the City and conforming to all state and local statutes governing the investment of public funds. In accordance with California Government Code Section 53646 and the City’s Investment Policy, the Director of Finance shall report monthly on the City's pooled and Bond funds to the City Manager and City Council and shall report quarterly on other investments.

The Investment and Cash Balance Report is a monthly report of the City’s pooled cash balance which includes General Fund, Special Revenue, Debt Service, Capital Projects, Enterprise, Internal service, Trust & Agency, Redevelopment/Successor Agency, and any other Funds investment activities under the direction of the City (Attachment 1).

The Portfolio Management Report details the monthly bank and market balances of permitted investments under the City’s Investment Policy. Allowable investments include the Local Agency Investment Fund (LAIF), CalTrust, money markets, agency bonds, certificates of deposit, and corporate notes, as per California Government Code Section 53601.

This report incorporates the restrictions added by the City Council at their Special Meeting held on April 30, 2024. The City Council adopted recommendations for socially responsible investments on December 3, 2024 (Resolution #145-24) to avoid funding industries associated with violence, war, oppression, and apartheid. An update was provided on April 15, 2025, and further updates will be given if there are significant investment changes.

The Federal Reserve’s (Fed) target range for the federal funds rate is currently 4.25 percent to 4.50 percent. The Fed has maintained this rate range since December 2024. The Federal Open Market Committee (FOMC) voted to hold the federal funds rate steady at its meeting on May 6-7, 2025. The Fed is closely monitoring economic data, including inflation and the potential impact of tariffs, before making any further adjustments to monetary policy. While the Fed is currently maintaining a wait-and-see approach, investors are anticipating potential rate cuts later in the year. The next FOMC meeting is scheduled for June 17-18, 2025, where policymakers will evaluate the latest economic data and decide on the appropriate monetary policy stance.

Overtime Reports
The overtime reports for the month of April 2025 provides a comparative summary of budgeted overtime to actual overtime usage by department for miscellaneous and sworn staff. Year-over-year and month-over-month totals are included for sworn staff (Attachment 2 and 3).
311
June 17, 2025
Documentary Transfer Tax
On June 24, 2024, City Council requested monthly updates of the Transfer Tax received by the City of Richmond from Contra Costa County for the sale of properties in Richmond.

As this is the most volatile revenue stream for the City, the amounts received month-tomonth can vary from as low as $300,000 to upwards of $3 million – a few large sales can widely swing the revenues.

In May 2025, the City received the documentary transfer tax data report from the County which identified that the tax revenue for April 2025 would total $339,108.00 (Attachment 4).

Other Post-Employment Benefits (OPEB) & Pension Report
The City is permitted to pre-fund its future Pension and Other Post-Employment Benefits (OPEB) costs according to the OPEB policies. These funds are invested following the policies' funding objectives and guidelines. The City manages a Section 115 Combination Trust for City-OPEB & Pension administered by Public Agency Retirement Services (PARS) and a California Employers’ Retiree Benefit Trust (CERBT) administered by California Public Employees’ Retirement System (CalPERS) for RPOAOPEB. Each Trust contains a diversified portfolio of investments consistent with the objectives and liquidity requirements of the Trust.

On April 22, 2025, the City Manager requested monthly updates to the City Council on the returns of the OPEB and Pension accounts. The City operates two OPEB plans: the Richmond Police Officers’ Association (RPOA) Plan administered by CalPERS in a California Employers’ Retiree Benefit Trust (CERBT), and the City Plan administered by Public Agency Retirement Services (PARS). In May 2024, PARS was also assigned to administer the Pension account. The City receives monthly account statements for the PARS accounts, while the CalPERS account statement is received quarterly. As these statements are received after the period closes, the amounts are reported on a delayed timeframe.

In March 2025, the PARS OPEB account reported a loss of ($1,516,845.18), resulting in a rate of -2.83 percent. The 3-month return rate is -0.41 percent, and the annualized return rate for FY 2025 is 3.85 percent based on 9 months of activity. The PARS Pension account reported a loss of ($49,908.02), resulting in a rate of -1.42 percent.

The 3-month return rate is 1.21 percent, and the annualized return rate for FY 2025 is

3.66 percent based on 9 months of activity.

In March 2025, the CalPERS CERBT account reported quarterly earnings of $170,517.48, resulting in a 3-month return rate of 1.37 percent, and the annualized return rate for FY 2025 is 4.99 percent based on 3 quarters of activity (Attachment 5). 312
June 17, 2025
DOCUMENTS ATTACHED:

Attachment 1 – Investment and Cash Balance Report for April 2025 Attachment 2 – Overtime Report for April 2025
Attachment 3 – Overtime Public Safety Report for April 2025 Attachment 4 – Documentary Transfer Tax Report for April 2025 Attachment 5 – Other Post-Employment Benefits (OPEB) and Pension Report for April 2025
313
314
315
316
317
318
319
320
321
322
323
Overtime Report for April 2025 (Attachment 2)
PERIOD 10, APRIL 2025
83% Threshold

ORIGINAL

BUDGET TRANSFERS REVISED BUDGET YTD EXPENDED AVAILABLE BUDGET PCT GENERAL FUND (summary)400031 OVERTIME/General 1,903,320 81,851 1,985,171 1,743,354 241,818 88%400032 OVERTIME/Sworn 11,190,934 - 11,190,934 9,840,792 1,350,142 88%TOTAL GENERAL FUND 13,094,254 81,851 13,176,105 11,584,146 1,591,959 88% Overtime By Department
CITY CLERK Administration 25,000 - 25,000 20,064 4,936 80%CITY ATTORNEYAdministration - 1,000 1,000 697 303 70%COMMUNITY DEVELOPMENTGeneral Plan Code Enforcement - 20,000 20,000 3,345 16,655 17%FINANCEPayroll 30,000 - 30,000 12,051 17,949 40%Treasury/Cash Management - - - 434 (434) 100%Accounts Payable - - - 1,232 (1,232) 100%Revenue Collection 5,000 - 5,000 7,900 (2,900) 158%TOTAL FINANCE 35,000 - 35,000 21,617 13,383 62%HUMAN RESOURCESAdministration - - - 554 (554) 100%POLICE Administration 490,227 - 490,227 483,263 6,964 99%CAD Dispatch System 751,511 - 751,511 846,230 (94,719) 113%RM System 4,000 - 4,000 7,218 (3,218) 180%Parking Enforcement 4,000 - 4,000 9,661 (5,661) 242%Sworn Administration 6,708,965 - 6,708,965 5,815,863 893,102 87%TOTAL POLICE 7,958,703 - 7,958,703 7,162,236 796,467 90%FIRE Administration 2,000 - 2,000 2,010 (10) 101%Sworn Suppression 4,452,872 - 4,452,872 3,999,367 453,505 90%Sworn Prevention 29,097 - 29,097 25,563 3,534 88%TOTAL FIRE 4,483,969 - 4,483,969 4,026,940 457,029 90%

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Richmond City CouncilJune 17, 2025

Richmond City Council
June 17, 2025