Shasa Curl, City Manager
May 5, 2026
MOVING
RICHMOND
FORWARD
DRAFT
5/1/2026 10:13 AMMoving Richmond Forward 1
Fiscal resilience enables us to attract, retain, and support the workforce that delivers for Richmond.
Fiscal Year 2026-27
Draft Budget
May 5, 2026
DRAFT
Shasa Curl
Richmond City Manager
5/1/2026 10:13 AMMoving Richmond Forward
2 Fiscal resilience enables us to attract,
retain, and support the workforce that
delivers for Richmond.
Overview
• Fiscal Year (FY) 2026-27 Budget Schedule
• Current State of the City’s Finances
• FY 2026-27 Budget Challenges
• General Fund Budget Overview
• Key Initiatives
• City-wide Key Priorities for FY 2026-27
• Department Overview
• Recommended Action
• Questions
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3 Overview
5/1/2026 10:13 AM
Moving Richmond Forward
4 Recommended Action
ACKNOWLEDGE receipt of the draft
Fiscal Year 2026-27 Annual Operating
Budget and Fiscal Year 2026-31 Five-
Year Capital Improvement Plan;
REVIEW the budget adoption
schedule; and RECEIVE an update on
departmental operations, with
discussions upon completion of all
departmental presentations
5/1/2026 10:13 AMMoving Richmond Forward
5 FY 2026-27 Budget Schedule
Action/Activity Date
Receive the Draft FY 2026-27 Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan Budget
Department Presentations (Community Development, Police, Public Works)
May 5, 2026
Master Fee Schedule
Department Presentations
May 19, 2026
Budget Study Session on Proposed FY 2026-27 Operating Budget, FY 2026-31 Five-Year Capital Improvement Plan and Five-Year Forecast Department Presentations and Develop Budget Checklist
May 26, 2026
Budget Checklist Follow-up June 16, 2026
City Council to Adopt FY 2026-27 Operating Budget, FY 2026-31 Five-Year Capital Improvement Plan, and GANN Limit June 23, 2026
5/1/2026 10:13 AMMoving Richmond Forward
6 Current State of the City’s Finances
5/1/2026 10:13 AMMoving Richmond Forward
7 ◦ Balanced Budget Driven by Vacancy Savings: FY 2026-27 is balanced primarily through an assumed 12% vacancy rate ~ $16.4 million in savings¹. ◦ Costs Rising Faster Than Revenues: Personnel, pension, Other Post Employment Benefits (OPEB), materials and equipment, and insurance costs continue to outpace revenue growth.
◦ Economic & Fiscal Uncertainty: Volatile energy markets, inflation, and increased CalPERS obligations – including proposed AB 1383 – add financial pressure. ◦ Capital Project Costs Increasing Significantly: Construction inflation and compounding escalation (5% annually)are driving long-term project costs much higher, increasing pressure on capital budget.
◦ Reserves Must Keep Pace with General Fund and Economic Risk: As costs and financial uncertainty increase, maintaining and growing reserves to ensure long-term fiscal stability and mitigate future economic risks.
¹ Future labor agreement costs (Police Officers and Police and Fire Management MOUs) are not included. These costs may require an increase to the vacancy rate.
Fiscal Risk is Real – Lessons from Other Cities
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8 Fiscal Risk is Real – Lessons from Other Cities
• Rising Personnel Costs
• Growing Pension Liabilities
• Increasing OPEB Costs
• Healthcare Cost Growth
• Insurance Cost Increases
• Inflationary Pressures
• Escalating Construction
Costs
• Contract Cost Inflation
• Slowing Revenue Growth
• Volatile Revenues
• One-Time Funding Reliance
• Service Reductions
• Staffing Constraints
• Deferred Maintenance
• Limited Capacity
Date retrieved 4/27/26 https://www.yahoo.com/news/articles/berkeley-weighs-layoffs-close-nearly-051226885.html Date retrieved 4/27/26 https://www.kqed.org/news/12015103/oakland-is-at-risk-of-financial-insolvency-is- bankruptcy-on-the-table
Date retrieved 4/27/26 https://www.vallejosun.com/vallejo-city-council-looks-for-cuts-to-tackle-projected-20m- shortfall/
Date retrieved 4/27/26 https://www.axios.com/local/san-francisco/2026/04/23/san-francisco-budget-deficit-2026- lurie-cuts-public-health-housing-workforce
Date retrieved 4/27/26 https://www.cbsnews.com/sacramento/news/fairfield -budweiser-anheuser-busch-closing/ Fiscal Considerations
◦ Global volatility (including fuel price spikes from international instability) is creating broad economic uncertainty and upward pressure on operating costs ◦ Inflation continues to create economic volatility, and supply-chain pressures are further increasing City operating costs
◦ AB 1383 (Pension Reform) increases long-term pension liabilities; magnitude still unknown
◦ OPEB Increase – approx. $2.8M
◦ Citywide OPEB employer contribution increase: $2.5M
◦ RPOA OPEB employer contribution increase: $300K
◦ Insurance cost pressures are indirectly captured in increased operational costs, contract inflation, and volatility affecting citywide expenditures ◦ CalPERS healthcare premiums increasing 8.21%, for a total expenditure of $20.8M in 2026
◦ Capital construction escalation of 5% annually (63% over 10 years) is significantly impacting long-term planning and project affordability
◦ Increase in personnel costs (increase of $55M or 38% since FY 2021-22) 5/1/2026 10:13 AMMoving Richmond Forward
9 Emerging Fiscal Pressures
Unfunded Capital Improvement Program Needs - Significant infrastructure and facility upgrades across the City remain unfunded, and the absence of dedicated revenue sources creates long-term fiscal pressure as essential capital projects continue to outpace available resources.
Miraflores Historic Structures – The City’s unfunded obligations for preservation, stabilization, and potential relocation.
Point
Molate Site Remediation Responsibilities – Ongoing cleanup responsibilities, regulatory requirements, and fiscal risks to the General Fund (City owns 72.5% of the property).
Civic Center (Homekey)– Uncertainty around anticipated County funding for supportive housing operations and services, creating potential future fiscal exposure for the City.
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Capital Project Cost Escalation
Time
Period Calculation Result
1 year $10M × 1.05 $10.50M
5 years $10M × (1.05)^5 $12.76M
10 years $10M × (1.05)^10 $16.29M
Rising Construction Costs Impact Project Delivery
o Sustained increases in labor and materials
o Compounding growth significantly raises total cost
o Example: $10M → ~$16M over 10 years at 5%
o Implication: stronger cost assumptions needed
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Public Employee Pension Reform Act (PEPRA)
5/1/2026 10:13 AM
Moving Richmond Forward
12 Enacted as AB 340 in 2012, effective January 1, 2013, it reforms pension benefits for new CalPERS members hired on or after that date Lower Benefit Formulas
• Miscellaneous: 2% at age 62 (vs. 2% @ 55 pre-PEPRA)
• Safety (police/fire): minimum 2% at age 57 or older
Higher Retirement Age
• Increases expected retirement age for new hires
Employee – Employer Cost Sharing
• Employees pay at least 50% of pension’s Normal Cost; employer pays the rest
Pensionable Compensation Cap
• Limits pensionable salary to ~ $192K, adjusted annually
AB 1383 Estimated Annual Fiscal
Impact: $1 Million*
Salary Cap • Raised Cap for PEPRA Employees
Retirement Age • Public Safety PEPRA Employees Lower
Retirement Age from 57 to 55
PEPRA Safety
Formulas
• Allows negotiation through MOU for PEPRA
Safety Formulas (2.5% @ 55, 2.7% @ 55 and 3%
@ 55)
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* Present value estimate; will compound and increase CalPERS Unfunded Accrued Liability (UAL) 38% Growth in Personnel Costs Since
FY 2021-22
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*Estimated amounts
Current
vacancy rate
for personnel
for the
month of
March 2026
is 17%
Draft
Budgeted
Vacancy
Savings rate
for
FY 2026-27
is 12%
General Fund FY 2026-27 DRAFT Budget
General Fund FY 2025-26
Revised Budget
FY 2026-27
Draft Budget
Percent
Change
Total Revenues (309,961,114) (323,836,742) 4.5%
Total Expenditures 274,589,413 275,336,742 0.3%
Net (-Surplus)/+Deficit (35,371,700) (48,500,000)
Use Of Fund Balance (One-time) 13,128,300
Remaining Fund Balance (48,500,000) (48,500,000)
Moving Richmond Forward 15
5/1/2026 10:13 AM
General Fund Revenue Budget
Moving Richmond Forward 16
5/1/2026 10:13 AM
General Fund FY 2025-26
Revised Budget
FY 2026-27 Draft
Budget
Amount
Change
Percent
Change
Property Taxes 58,329,291 60,134,838 1,805,547 3.1%
Sales & Use Tax 60,163,807 63,437,266 3,273,459 5.4%
Utility Users Tax 66,351,265 70,472,872 4,121,607 6.2%
Other Taxes 28,399,659 28,399,004 (655) 0.0%
Licenses, Permits & Fees 17,274,036 18,359,604 1,085,568 6.3% Fines & Forfeitures 200,000 760,000 560,000 280.0%
Interest Income 3,030,545 3,530,545 500,000 16.5%
Charges For Services 3,724,495 3,788,381 63,886 1.7%
Other Revenue 50,167,500 50,187,500 20,000 0.0%
Rental Income 791,157 766,657 (24,500) -3.1%
Intergovernmental State Taxes 150,000 150,000 - 0.0%
Intergovernmental State Grant 180,000 230,000 50,000 27.8% Intergovernmental Other Grant 290,000 290,000 - 0.0%
Proceeds From Sale of Property 15,000 15,000 - 0.0%
Loan/Bond Proceeds 40,400 40,400 - 0.0%
Operating Transfers In 20,853,959 23,274,676 2,420,717 11.6% Total Revenues 309,961,114 323,836,742 13,875,629 4.5%
General Fund Expenditure Budget
Moving Richmond Forward 17
5/1/2026 10:13 AM
General Fund FY 2025-26
Revised Budget
FY 2026-27 Draft
Budget
Amount
Change
Percent
Change
Salaries & Wages 96,457,653 101,100,394 4,642,741 4.8%
Fringe Benefits 75,086,982 83,623,518 8,536,537 11.4%
Professional & Administrative 28,218,980 28,585,075 366,095 1.3% Other Operating 8,528,480 8,729,889 201,410 2.4%
Utilities 7,828,970 7,302,430 (526,540) -6.7%
Equipment & Contract Services 5,337,487 5,391,635 54,148 1.0% Provision For Insurance Loss 46,500 50,500 4,000 8.6%
Cost Pool 21,145,184 19,346,861 (1,798,323) -8.5%
Asset/Capital Outlay 3,417,773 2,755,390 (662,382) -19.4% Debt Service Expenditure 775,647 174,047 (601,600) -77.6% Cost Plan Reimbursement (3,362,171) (3,530,279) (168,108) 5.0% Grant Expenditures - 34,497 34,497 0%
Transfers Out 31,107,929 21,772,784 (9,335,145) -30.0%
Total Expenditures 274,589,413 275,336,742 747,329 0.3% Department Requests not in Proposed Budget
Moving Richmond Forward 185/1/2026 10:13 AM
Department Request
Amount Notable Requests – Under Review City Attorney 76,000 $20k – Individual law library licenses City Clerk 58,000 $58k – Part-timers to support workload volume City Council 76,700 $15k – City Council Chamber Public Art City Manager 282,800 $50K – Community Survey, $27K – Health Career Connections Intern, $100K – Public Outreach, $60K – Leadership Training
Community Services/Library and
Cultural Services 399,559 $170K – Digitization for Richmond Historical Collection Community Services/Recreation 2,340,959 $1.7M – Request for various Community Centers to accommodate full operation and extended hours
Economic Development 791,700 $350K – Downtown Richmond Economic Revitalization Strategy Economic Development/Housing
Authority
499,989 Operational Needs
Economic Development/Port of
Richmond
2,779,500 $2M – Cost Escalation Wharf Repairs, $600k – Contractual Services Fire 250,000 $250K – Deferred PPPE and Fire Equipment maintenance Internal Services/Information
Technology
350,000 $150K – Additional Microsoft 365 licenses
Police 117,000 $117K – Dispatcher Communication Enhancements Public Works/Public Works 21,295,000
Programmatic Approach ($10M – Pavement, $3M – Sidewalk, $2M – Street Lights, $1.5M – Roofing and HVAC, $2M – Traffic Signal, $1.5M Stormwater), $570K – Infrastructure & Park Maintenance, $650K – Utility Charges
Total 29,317,207
Re-imagining Public Safety Budget
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 (Proposed)
Unhoused Intervention 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 YouthWORKS 1,980,000 1,980,000 1,980,000 2,015,000 1,980,000 1,980,000 Office of Neighborhood
Safety 1,600,000 2,316,175 2,050,525 2,108,854 2,346,666 2,590,108 Reach Out with
Compassion and Kindness
(ROCK)
1,000,000 1,000,000 1,000,000 2,905,751 3,004,198 2,979,596 Total Budget $6,380,000 $7,096,175 $6,830,525 $8,829,605 $9,130,864 $9,349,704 5/1/2026 10:13 AMMoving Richmond Forward 19
Unhoused Intervention Investments
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Sources Total Funding FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Estimated FY 2026-27 (Balance)
Emergency Housing
Assistance (GF & CD) 255,706 57,438 161,032 37,236
Housing First (GF & CD) 868,166 244,114 423,190 87,258 113,604 Project Homekey (City
Contribution) 10,300,000 10,300,000
Reimagining Public Safety
Annual Allocation $1.32M -
Unhoused Intervention
5,550,257 714,390 732,154 808,934 1,320,000 654,779 1,320,000 Reimagining Public Safety
Housing in-lieu $480K -
Unhoused Intervention
480,000 170,054 309,946
Unhoused Emergency
Services (GF) 50,000 50,000
Total Cash Funding 17,504,129 714,390 1,033,706 1,393,156 1,614,548 768,383 11,979,946 American Rescue Plan Act
(ARPA) Unhoused Flex
Funding
50,000 50,000
Environmental and
Community Investment
Agreement (ECIA)
106,000 49,500 23,500 0 25,000 8,000 0
Encampment Resolution
Fund Round 1- Grant 4,881,272 6,755 2,547,093 2,327,424 Encampment Resolution
Fund Round 2- Grant 8,602,587 2,006,596 2,475,791 1,254,324 2,865,876 Encampment Resolution
Fund Round 3- Grant 9,336,746 4,361,850 4,974,896
Kids First Initiative 1,525,000 0 70,000 155,000 300,000 500,000 500,000 Project Homekey Grant 14,512,660 6,252,500 8,260,160
Rapid Response (ARPA) 838,572 357,094 342,906 54,267 84,304 Tenant Protection and Rental
Assistance (ARPA) 1,984,233 420,877 925,135 411,528 226,693 Total Grant Funding 41,837,070 413,349 3,033,499 4,909,897 10,032,693 6,620,006 16,827,625 Grand Total $59,341,199 $1,127,739 $4,067,205 $6,303,053 $11,647,241 $7,388,389 $28,807,571 Example of Key Initiatives Included in the Budget
5/1/2026 12:00 PM Moving Richmond Forward
21 City staff are operating at or near capacity, and these initiatives are being advanced alongside core service delivery. As a result, timelines may be extended and prioritization or trade-offs may be necessary if additional projects are introduced.
Initiative Amount Budget Status Program Status
Arts Corridor (Phase 2 –
Implementation) 185,000 Roll forward
Phase 2 not started; Phase 1 (Strategic
Plan and community engagement)
nearing completion
Black Resiliency 1,500,000 Roll forward RFP is being finalized for release in May 2026
Gender-Based Violence
Programs 100,000 Roll forward RFP is in development
Immigration Services 700,000 Re-budgeted; originally $1.0 million across FY 2025–26 and FY 2026–
27. Can evaluate increasing at mid-year.
Contracts with multiple vendors are
executed and community is accessing
services
Kids First Initiative 9,091,262 Annual allocation Annual allocation to support program Limited-Term Revenue -
Community Engagement 300,000 New Staff is negotiating contract with selected consultant
Mental Health Assessment 150,000 Roll forward Staff is negotiating contract with selected consultant
Point Molate Annual Maintenance 250,000 New ongoing cost; future cleanup funding to be determined Required maintenance of City owned
property is ongoing. Remediation of all
properties is required.
Reparations, Equity, and Inclusion 146,675 Remaining balance re-budgeted; original $250,000 Training is being developed for city staff; there is no current staff leading this work
Revenue Enhancement / ALS 150,000 New Revenue and program components under development
Program Subsidies Included in FY 2026-27
5/1/2026 10:13 AMMoving Richmond Forward 22
Category / Program Amount ($)
Climate Resiliency Contingency 75,000
Employment & Training Cost Pool 786,288
Employment & Training Grant Writing 75,000
Hilltop Landscape Maintenance District Contribution 257,871 Hilltop Landscape Maintenance Personnel 383,103
IT Computer Refresh 100,000
Marina Bay Landscape & Lighting District Contribution 520,477 Marina Bay Landscape & Lighting District Personnel 506,342 Richmond Housing Authority (RHA) Subsidy 1,000,000
Richmond Rent Program (Risk Fund) 529,197
Potential Program Subsidies – As Needed
Additional Subsidies: May be needed and will be transferred on an as-needed basis to close resource gaps.
Fund / Program Amount ($)
KCRT Fund 503,586
Employment & Training 818,546
Transportation Fund 243,360
Hilltop Lighting & Landscaping District 146,510
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5/1/2026 10:13 AMMoving Richmond Forward 24
Balancing the Budget – For Now
Vacancy Factor (12%) - ~ $16.4M
• For an average of 5 years, what can we
afford 684 FTE
Sworn Overtime Reduction (14%) - ~$1.6M
• Overtime prioritized for core public safety needs, limited for special events
5/1/2026 10:13 AMMoving Richmond Forward 25
What’s Not Included in Budget
Future labor agreement costs (Police Officers and Police and Fire Management MOUs) • These costs may require an increase to the vacancy rate.
Contra Costa County Funding Impacts
• Delays or reductions in County allocations for housing, homelessness, and community development programs can shift unplanned costs to the City and create pressure on limited local funding sources.
Advanced Life Support (ALS) and Fire Station Needs
• The program will be expensive to operate, and cost estimates are still being refined; without a dedicated revenue stream, ongoing ALS and fire station upgrade costs would fall to the General Fund.
Unstable Global Economy
• Ongoing volatility in global markets and supply chains increases financial uncertainty and can increase costs for capital projects, staffing, and general operating costs 5/1/2026 10:51 AMMoving Richmond Forward 26
City Council Request (January 1, 2025 – present)
# Item Topic Area
1 Tiny Home Village Support Services/Unhoused Interventions Housing 2 Wildfire Preparedness Ad Hoc Committee & Assessment Public Safety 3 Gender-Based Violence Public Safety
4 Healthy Retail (HOPS) Ordinance Policy
5 Municipal ID Program Expansion Policy
6 Immigrant Legal Services Funding & RFP Housing / Equity 7 Unfunded Pension & OPEB Liability Analysis Finance
8 Tree Wells in CIP Sidewalk Projects Infrastructure
9 Parchester Village Infrastructure Master Plan Infrastructure 10 Increased Fireworks Fines in High Fire Zones Public Safety 11 Ciclovia Program Design & Implementation Parks / Transportation 12 Community-Led Bus Stop Bench Program Transportation
13 Gender-Based Violence Program & RFP Equity
14 Harbour 8 Park Expansion Funding & Oversight Parks
15 Black Resiliency Project & Fund Equity
16 Clean Richmond Pilot Program (Maintenance Crews) Workforce 17 Historic Buildings Preservation Program Planning
18 Unhoused Services RFP Process Reform Housing
19 Ban Corporate Land Grabs (Presentation) Planning
20 Hilltop Horizon Specific Plan (Draft Land Plan) Planning 21 Police Communication & Counseling Policy (OIS incidents) Public Safety 22 Public Lands Policy (Building Trades) Economic Development 23 Emergency Support for School Labor Disruption Administration 24 Arts & Culture Manager + Grant Process Reform Community Services 25 Council Liaison Appointment Cycle Change Administration 26 Polluters Pay Settlement – Community Input Process Finance 27 ICE-Free Zone Ordinance & Protocol Policy
28 Corporate Land Grab Legal Analysis Policy
29 Safe Walk Zone Ordinance (23rd Street) Public Safety 30 AAPI Community Celebration (City Co-Sponsorship) Community Services 31 Blue Envelope Program (Public Safety Initiative) Public Safety 32 Caste Equity Resolution & Ordinance Update Policy
33 Cheese Park (La Moine) Improvements Plan Parks
34 Pullman Neighborhood Park & Land Acquisition Feasibility Parks / Planning 27 Organizational Health
Consultant
o Richmond native; President & CEO,
Set-Up for Success Consulting
o 30+ years in executive leadership
(higher ed, government, nonprofit)
o Expertise: organizational health,
capacity-building, executive
coaching
o Focus: strong leadership, effective
systems, high-performing teams
o Known for advancing equity-
centered, people-first workplaces
Dr. Mia Settles-Tidwell
28 “Healthy Environments, Reproduce Healthy Employees,
Who Produce Results!”
Composition
Capacity
Culture
Currency
Celebration
29 Celebrate
Big Wins!
Hidden Costs
Salaries/ Benefits
Employee burnout
Rework
Project delays
Additional
meetings
Staff turnover
Reputational
damage
Increased risks
Additional hours of work
(overtime)
Low morale
Core Services
State Mandates
Unfunded
mandates
Low Quality 31
Components of a Successful Organization
People
Equity-Focused
Policies
Effective
Processes
Streamlined
Communications
Measures Impact
32 Recommended Shifts
CULTURE
COMPOSITION
CAPACITY
CURRENCY
FROM TO
REACTIVE PROACTIVE
NO PRIORITIZATION 3-5 PRIORITIES
EXPANSIVE STREAMLINED
OFFLINE REQUESTS
BEYOND CAPACITY
QUANTITY
TRADE-OFFS
AT CAPACITY
QUALITY
UNFUNDED MANDATES STATE MANDATES
CORE SERVICESONE-TIME FUNDING of
ONGOING PROJECTS
33 SEVEN STRATEGIC BUDGET QUESTIONS
1. How will our budget decisions support our approved strategic plan and top three council priorities?
3. What new initiatives, projects or services are being added and what is being discontinued to make room for them?
2. What trade-offs are we making to fund these priorities?
6. Does this budget equitably represent our value of core services, state requirements, staff, and community?
4. What is the impact of our budget decision on the fund balance (reserves)?
5. What are the top three financial risks to this budget and what is our plan to mitigate the risks?
7. How will we measure success? 34
Framework for Policy Adoption
35 FY 2026-27 Recommended City-wide Key Priorities
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Veolia
Transition
Park
Renovations &
Maintenance
Innovatio
n -
Systems
◦ Priority #1: Wastewater Reliability & Veolia Contract Transition ◦ Prepare for May 2027 Veolia contract expiration through a competitive procurement process with an Owner’s Advisor to ensure a reliable operator and manage future costs
◦ Priority #2: Parks
Renovation & Maintenance
◦ Continue major park improvements, including Boorman Park, Wendell Park, and Shields-Reid Park, and upgrades to play structures, lighting, safety, and accessibility
◦ Priority #3: Innovation & City-wide Systems Modernization ◦ Advancing innovation through streamlined systems, improved processes, and data-informed, efficient service delivery → Seeking City Council alignment on these City-wide priorities 104 Boards and Commissions
Supported by City Departments
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o Supports more than 100 boards, commissions, and
interagency groups with meeting schedules ranging
from weekly to ad-hoc
o Spans major service areas including community
services, community development, economic
development, public works, police, fire, housing,
and city administration, requiring cross-department
coordination
o Requires multi-department participation for high-
impact groups, reflecting the City’s broad role in
community engagement, regional collaboration,
policy development, and program oversight
Boards and Commissions
Moving Richmond Forward
No. Board|Commission Meeting Occurrence Departmental Support 1 AB 617 meetings monthly Community Development
2 AB 939 (Contra Costa County) meetings monthly City Manager's Office Economic Development
3 Alameda/Contra Costa Parks and Recreation Director Calls monthly Community Services 4 America's Job Center of California (AJCC) quarterly Community Services 5 Arts and Culture Commission monthly City Manager's Office Economic Development
6 Association of Bay Area Governments (ABAG) City Manager's Office Community Development
7 Bay Area Air Quality Management District (BAAQMD) monthly as needed
Community Services
Community Development
Public Works
8 Bicycle Pedestrian Advisory Committee (BPAC) monthly Public Works 9 Black Resiliency Project Community Advisory Committee to be determined 10 CalVIP grant meetings monthly Community Services
11 Castro Resident meetings monthly
Community Development
Fire
Police
12 Commission on Aging monthly Community Services
13 Community Crisis Response Program Community Advisory Board monthly Community Services 14 Community Emergency Response Team (CERT) Fire
15 Community Police Review Commission monthly
City Manager's Office
City Attorney's Office
Police
16 Contra Costa Clean Water bi-weekly Public Works
17 Contra Costa County Mayors' Conference
18 Contra Costa Health A3 meetings quaterly
Community Services
Fire
Police
19 Contra Costa Mosquito and Vector Control Board
20 Contra Costa Transportation Authority (CCTA) – Paratransit monthly Community Services 21 Crime Free Multi-Housing Meetings monthly Police
Richmond Housing Authority
22 Design Review Board bi-weekly Community Development
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Boards and Commissions (Cont.)
Moving Richmond Forward
No. Board|Commission Meeting Occurrence Departmental Support 23 East Bay Regional Parks
City Manager's Office
Economic Development
Public Works
24 Easter Hill Housing Corporation quarterly
Richmond Housing Authority
City Manager's Office
City Clerk
Community Development
Finance
25 ECIA Ad Hoc Committee as needed City Manager's Office Community Services
26 ECIA Grant Review Ad-Hoc Committee as needed City Manager's Office 27 ECIA Transportation Oversight Committee monthly Community Services 28 Economic Development Association (EDA) monthly City Manager's Office Economic Development
29 Economic Development Commission monthly City Manager's Office Economic Development
30 EdFund Camp Achieve quarterly Community Services
31 Electric Vehicle (EV) Steering Committee quarterly Community Services 32 Fire Prevention Ad Hoc Committee
33 Fire Safety Council Fire
34 Friends of the Richmond Public Library monthly Community Services 35 General Pension Board as needed City Clerk's Office
36 Gilman Street Sport Complex Community Services
37 Government Alliance on Race and Equity (GARE) monthly Council Staff
City Manager's Office
Community Services
Information Technology
38 Green Cities California monthly City Manager's Office Economic Development
39 Hilltop District meetings monthly Public Works
40 Historic Preservation Commission monthly Community Development 41 Homeless Task Force monthly Community Development
Police
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Boards and Commissions (Cont.)
Moving Richmond Forward
No. Board|Commission Meeting Occurrence Departmental Support 42 Housing Advisory Commission monthly
City Manager's Office
Economic Development
Richmond Housing Authority
43 Housing Authority Board of Commissioners one to three times per month City Manager's Office
City Clerk
City Attorney
Information Technology
Richmond Housing Authority
44 Human Rights and Human Relations Commission monthly Community Development City Attorney's Office
45 Juneteenth Planning Committee monthly
as needed Police, Community Services, Fire
46 League of California Cities East Bay quarterly City Manager's Office Management Leadership Team as needed
47 Library Commission bi-monthly Community Services
48 Library Foundation monthly Community Services
49 Literacy Day Event Committee monthly Community Services 50 Local Children's Funding Project monthly Department of Children and Youth 51 Marina District meetings monthly Public Works
52 Macdonald Avenue Corridor Task Force bi-monthly
53 Mayors Conference monthly City Manager's Office
Management Leadership Team as needed
54 MCE Clean Energy City Manager's Office
Economic Development
55 Municipal Wastewater Oversight Ad Hoc Committee
56 National Night Out planning committee as needed Community Services Police
57 Neighborhood Council (individual) meetings weekly
City Manager's Office
Community Development
Community Services
Fire
Police
Public Works
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Boards and Commissions (Cont.)
Moving Richmond Forward
No. Board|Commission Meeting Occurrence Departmental Support 58 North Richmond Earth Day Committee as needed Community Services 59 North Richmond Green as needed Community Services
60 North Richmond Mitigation Fee Committee as needed (semi-annually) Community Services 61 North Richmond Municipal Advisory Committee as needed Community Services 62 Nystrom United Revitalization Effort (NURVE) Policy Ad-Hoc quarterly Community Services 63 Paratransit Coordinating Committee monthly Community Services 64 Parking Legislative meeting as needed Community Services 65 Personnel Board monthly Human Resources
66 Planning Commission bi-weekly Community Development
67 Point Molate Community Advisory Committee
68 Police & Fireman's Pension Board as needed City Clerk's Office 69 Public Management Association monthly City Manager's Office Internal Services
70 Recreation and Parks Commission monthly Community Services Public Works
71 Regional Park and Recreation Group monthly Community Services 72 Regional Wildfire Prevention Coordinating Group
73 Regla Friendship Committee monthly City Council Office 74 Reimagining Public Safety Community Task Force monthly Community Services
Community Development
Police
75 Republic Services/ City of Richmond meetings monthly City Manager's Office
Economic Development
City Attorney's Office
76 Richmond/AC Transit Interagency Liaison Committee
77 Richmond Friends of Recreation bi-monthly Community Services 78 Richmond Fund for Children and Youth Oversight Board monthly Department of Children and Youth 79 Richmond Funders Forum bi-monthly Department of Children and Youth 80 Richmond Housing Authority Corporation quarterly
City Manager's Office
City Clerk
Community Development
Finance
Richmond Housing Authority
5/1/2026 10:13 AM 41
Boards and Commissions (Cont.)
Moving Richmond Forward
No. Board|Commission Meeting Occurrence Departmental Support 81 Richmond Neighborhood Coordinating Council Executive board monthly City Manager's Office
Economic Development
Community Services
Community Development
Fire
Police
Public Works
82 Richmond Police Activities League (RPAL) Little League Bo monthly Community Services 83 Richmond Promise Ad Hoc Committee monthly City Manager's Office 84 Richmond Rent Board monthly Rent Program
85 Richmond Repositioning and Transfer Discussion (PHARS) bi-weekly Finance Richmond Housing Authority
86 Richmond Swims as needed Community Services
87 Richmond Tennis Association monthly Community Services 88 Safety Committee Meetings monthly
Community Services
Human Resources
Public Works
89 Shimada Friendship Commission monthly City Council Office 90 Southside + 1 Neighborhood Council bi-monthly Community Services 91 Statewide Illegal Dumping Prevention Technical Advisory C quarterly City Manager's Office Economic Development
92 Trails for Richmond Action Committee (TRAC) as needed Community Services Public Works
93 Transformative Climate Communities (TCC) Committee monthly City Manager's Office
Economic Development
Community Development
Community Services
Public Works
5/1/2026 10:13 AM 42
Boards and Commissions (Cont.)
Moving Richmond Forward
No. Board|Commission Meeting Occurrence Departmental Support 94 Unhoused Interdepartmental Team monthly
City Manager's Office
Community Development
Community Services
Public Works
Police
95 Urban Forest Advisory Committee monthly Public Works 96 West Contra Costa Integrated Waste Management Author (RecycleMore) monthly City Manager's Office Economic Development
97 West Contra Costa Transportation Advisory Committee (WCCTA) monthly Community Services 98 West Contra Costa Unified School District (WCCUSD) Collaboration annually Community Services 99 West County Agency (JPA between Richmond and West County Wastewater District) monthly Public Works 100 West County Mayors and Supervisors monthly City Manager's Office Management Leadership Team as needed
101 West County Wastewater District quarterly Public Works 102 Workforce Development Board bi-monthly Community Services 103 Youth Council as needed City Council Office
104 Zhoushan Friendship Commission monthly City Council Office 5/1/2026 10:13 AM 43
City-wide Capacity Reality
• Across departments, a consistent
pattern is emerging:
• Staffing levels are aligned with
available budget
• Workloads continue to grow
(mandates + City Council priorities)
• Departments are operating at or
above full capacity
• Focus is shifting from reactive →
proactive work
5/1/2026 10:13 AMMoving Richmond Forward 44
Community Development
Building, Code Enforcement, Housing/Successor
Agency, Planning, and TCC - Richmond Rising Project
Overview of Department workload,
capacity, and Service Impacts
FY 2026–27 Budget Discussion
Core services already consume 100% of Community
Development staff time. When new State or local
legislation or City Council requests are received, core services are adversely impacted.
Richmond Police Department | FY 2026–27 budget discussion draft 5/1/2026 10:13 AMMoving Richmond Forward 45
Why this matters now
Council Priorities and Community Development Department Workload Community Development Department supports core functions while also contributing to multiple City Council Strategic Goal areas.
1. Housing & Homelessness
Working on implementation of Metrowalk Phase 2, Homekey project, Encampment Resolution Funding projects, Tiny Village, Residential Rental Inspection Program expansion, and supporting RHA with Nevin Plaza Phase 2 and Nystrom Village Redevelopment.
2. Revenue & economic development
3. Quality of life & community health
Through the Richmond Rising project, staff is working with various partners to implement over 10 projects and 5 transformative plans to improve community resilience in Coronado, Iron Triangle, and Santa Fe.
4. Public safety
5. Internal infrastructure & processes
6. Shoreline & ecological sustainability
Community Development supports all six goal areas, with the greatest ongoing capacity demands in housing quality, homelessness prevention and response, community health initiatives, and citywide plan development.
Richmond Police Department | Working draft for budget discussion Administer programs designed to protect public safety and welfare through the enforcement of City ordinances, California Building Code Standards, and State/Federal laws
Leading the development of the Hilltop Horizon Specific Plan to help bring new housing and job opportunities.
Implementing a new online permit system for all Division to modernize reporting and customer experience
Leading the development of the City’s Sea Level Rise Adaptation & Resiliency Plan and updating the City’s Safety Element of the General Plan to address sea level rise or wildfire risks.
5/1/2026 10:13 AMMoving Richmond Forward 46
The work that keeps Richmond running - Building Division Community Development Department | Working draft for budget discussion 5/1/2026 10:13 AMMoving Richmond Forward 47Building Division receiving the National Electrical Contractors Association (NECA) Excellence Award.
Community Development Department | Working draft for budget discussion 5/1/2026 10:13 AMMoving Richmond Forward 48
The work that keeps Richmond running - Planning Division Planning & TCC staff hosting Accessory Dwelling Unit (ADU) workshop.
The work that keeps Richmond running - Code Enforcement Community Development Department | Working draft for budget discussion 5/1/2026 10:13 AMMoving Richmond Forward 49
The work that keeps Richmond running - Transformative Climate Communities (TCC) Community Development Department | Working draft for budget discussion 5/1/2026 10:13 AMMoving Richmond Forward 50
TCC Richmond Rising staff supervising installation of E-Bike Share system at Marina Way South.
The work that keeps Richmond running - Housing
Community Development Department | Working draft for budget discussion 5/1/2026 10:13 AMMoving Richmond Forward 51
Special Project Demands affecting Core Service Delivery Community Development | Working draft for budget discussion 5/1/2026 10:13 AMMoving Richmond Forward 52
Community Development staff
attending Staff Appreciation Day and
hosting Smoothie Day.
5/1/2026 10:13 AMMoving Richmond Forward 53
How legislation affects our service delivery
Community Development | Working draft for budget discussion Since 2020, California has passed over 200 housing-related bills that heavily impact municipal zoning, permitting, and housing accountability, with a significant surge in legislative activity between 2021 and 2025. These laws, often aimed at curtailing local government control over housing approvals to speed up production, include major reforms to Accessory Dwelling Units (ADUs), density bonuses, and "by-right" development approvals.
Zoning & Land Use Planning
• State overrides of local
zoning standards
• Mandatory upzoning near
transit and job centers
• Reduced ability to deny or
downsize qualifying
projects
Permitting & Development Review
• Expansion of "by-right"
approvals (ministerial
review)
• Shortened review timelines
and stricter compliance
requirements
• Reduced public hearing and
discretionary review
processes
Housing Program Implementation
• Increased administrative
workload to implement new
laws
• Ongoing updates to
ordinances, fee structures,
and procedures
• Greater need for staff training
and legal interpretation
State housing legislation is fundamentally reshaping how Community Development delivers services—requiring faster approvals, less discretion, and greater operational agility. 5/1/2026 10:13 AMMoving Richmond Forward 54
Pogo Park, Public Works, and
Community Development staff hosting
Neighborhood Complete Streets
Townhall at Nevin Community Center
5/1/2026 10:13 AMMoving Richmond Forward 55
Key State Housing Laws Reshaping Planning & Building Operations ADU Laws expansion Requires ministerial approval of ADUs/JADUs, Limits parking, setbacks, and owner-occupancy requirements, is one of the highest-volume permit drivers for department
SB35 (2017) & SB 423 (2023
extension/expansion)
Mandates by-right approval for qualifying multifamily projects; Removes CEQA and discretionary review in many cases. SB35 was expanded through 2036 with broader applicability
Density Bonus Law
Enhancements (AB 2345, AB
1287, others)
Increases allowable density, height, and concessions; Limits cities’ ability to deny or condition projects; Creates complex compliance and negotiation challenges Homeless Shelter Inspection
(AB130)
AB 130 expands the obligations of cities/counties to include performing an annual inspection of every homeless shelter within its jurisdiction to ensure compliance with the law, regardless of the funding sources of the shelter.
Substandard Housing
Inspections (AB 548)
Requires develop of policies and procedures for the inspection of residential buildings with multiple units, where one unit has been identified as substandard or in violation of the State Housing Law.
Community Development | Working draft for budget discussion Housing Accountability Act
(SB 330 – Housing Crisis Act
of 2019, strengthened post-
2020)
Restricts ability to deny or reduce housing projects; freezes zoning standards upon application (“vested rights”); and imposes strict findings required for denial 5/1/2026 10:13 AMMoving Richmond Forward 56
Community Development staff at Wildcat Marsh,
collaborating with UC Berkeley and WCCUSD on
Y-PLAN to gather input on Sea Level Rise
Adaptation and Resiliency Plan.
5/1/2026 10:13 AMMoving Richmond Forward 57
What support protects core service delivery
How funding translates into public safety capacity
This slide identifies the support needed to protect core service delivery as the Department balances Council priorities, mandated compliance requirements, and core services.
Code Alignment & Compliance Provide Resources to align local code with evolving state mandates Public Communication &
Transparency
Invest in staff, technology, and process improvements
Enhance public communication on reduced local control
Monitor ongoing legislation and adapt proactively
Legislative Monitoring &
Adaptation
Align new and ongoing initiatives with the staffing and support needed to sustain them while protecting core services.
Community Development | Working draft for budget discussion Operational Capacity &
Modernization
Phase initiatives to available
capacity
5/1/2026 10:13 AMMoving Richmond Forward 58
TCC Richmond Rising Partners, SGC and
City staff at the Richmond Rising Hub
opening. 5/1/2026 10:13 AMMoving Richmond Forward 59
Richmond Police Department
Overview of Agency workload,
capacity, and service Impact
FY 2026–27 Budget Discussion
Draft framing deck to show how Council priorities and special initiatives are being absorbed by existing staff capacity.
Current workload affects patrol visibility, investigations, jail operations, community policing, and compliance
responsibilities.
Richmond Police Department | FY 2026–27 budget discussion draft 5/1/2026 10:13 AMMoving Richmond Forward 60
Why this matters now
Council Priorities and Police Department Workload
Richmond PD supports core public safety functions while also contributing to multiple City Council Strategic Goal areas.
1. Housing & Unhoused
Encampment response, unhoused outreach coordination, quality-of- life calls, repeat-location problem solving
2. Revenue & economic development
Business district safety, special events, visible police presence that supports commerce and investment
3. Quality of life & community health
Crisis response, neighborhood issues, youth/community
engagement, nuisance abatement
4. Public safety
Patrol, investigations, traffic, violence reduction, emergency response, case follow-through
5. Internal infrastructure & processes
Training, compliance, staffing resilience, records, policy updates, scheduling, technology workflow
6. Shoreline & ecological sustainability
Enforcement support in parks and shoreline areas, emergency response, public event/public space coverage
Richmond PD supports all six goal areas, with the greatest ongoing capacity demands in homelessness response, community health, public safety, and internal process requirements.
Richmond Police Department
5/1/2026 10:13 AMMoving Richmond Forward 61
The work that keeps Richmond running
Core service / function
Required / mandated tasks
Patrol response and beat coverage
Emergency calls for service, report taking, arrests, field response, mutual aid, court and booking duties.
Investigations and case follow-up
Case assignment, interviews, evidence coordination, warrants, discovery, subpoena and DA support
Temporary Holding Facility Operations
Booking coordination and transportations to the Martinez Detention Facility when local facility staffing is unavailable.
Crime prevention and community engagement
Problem solving, neighborhood meetings, business outreach, unhoused coordination, repeat location follow through
Traffic / special events / directed
enforcement
Collision response, DUI and traffic safety work, Cinco de Mayo operations, Fourth of July enforcement, event coverage
Training, compliance, records, and
admin support
RIPA stop data collection & reporting, AB 481 policy and annual reporting, PRA request, Post Training Compliance
Richmond Police Department | Working draft for budget discussion 5/1/2026 10:13 AMMoving Richmond Forward 62
Operational Demands affecting Core Service Delivery
Major initiative / Pressure point
Purpose / Link to Council goals
Lead Staff / Team
Status / Next Milestone
Capacity
Unhoused crisis response and
coordination
Supports housing/homelessness, quality
of life, and public safety goals; requires
follow-through beyond call handling
Crime prevention /
community policing,
patrol, command
support
Active and ongoing; sustained
workload with no natural end
state
High
Jail limitations and prisoner transport
Public safety and internal process issue;
officers leave beats when local custody
staffing is unavailable
Patrol supervisors and
line officers
Immediate operational strain;
affects each shift
High
Patrol staffing needs affecting investigative
flexibility
Protects minimum field coverage but pulls
personnel from investigations and
specialty work
Operations Bureau and
Investigations
Active; continues until staffing
stabilizes
High
Compliance mandates, public records,
and major event operations
Required to maintain lawful operations,
transparency, and seasonal event readiness
while supporting Council and community
expectations
Command staff, records,
supervisors, event
staffing, traffic and patrol
personnel
Recurring through the fiscal
year, with annual deadlines and
seasonal event peaks
Medium
High
Community policing, neighborhood
problem solving, and outreach
Supports community health, crime
prevention, resident trust, and visible
service delivery beyond reactive call
handling
Patrol, crime prevention,
school and business
liaison activity
Ongoing; best outcomes
require protected time and
staffing depth
Medium
High
Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources needed for patrol, investigations, and proactive community work.
Richmond Police Department
5/1/2026 10:13 AMMoving Richmond Forward 63
How limited capacity affects service delivery
As of April 14, 2026, the Department had 17 sworn vacancies and 13 civilian full-time vacancies, while also managing injury leave, light duty, and administrative leave impacts. When staffing must be prioritized, the Department focuses first on urgent calls, field safety, custody responsibilities, and minimum service coverage.
This can reduce available time for proactive, follow-through, and community-based work.
Work that gets Squeezed
• Proactive community
policing and
engagement
• Investigations
• Crime prevention,
outreach, and
unhoused problem-
solving work
• Training and staff
development
Operational Impact
• Officers leave beats for
prisoner transport and
custody related duties
• Supervisors and key staff
absorb additional
responsibilities
• Major events and
seasonal enforcement
plans compress already
limited staffing
Resident / City impact
• Less visible impact
• Relationship based
policing in suffers in
neighborhoods and
business
• Slower progress on cases,
nuisance issues, and
repeat problem locations
• Higher risk of burnout,
turnover, and inconsistent
service levels
This is not a productivity issue. It is a staffing depth, span of control, and competing mandates.
Richmond Police Department
5/1/2026 10:13 AMMoving Richmond Forward 64
What support protects core service delivery
How funding translates into public safety capacity
This slide identifies the support needed to protect core service delivery as the Department balances Council priorities, mandated compliance requirements, and baseline public safety operations.
Stabilize patrol staffing Reduce beat vacancies, protect minimum deployment, and create room for proactive work instead of continuous backfill.
Protect investigations and
specialty functions
Preserve detective capacity by increase staffing so case follow-through does not collapse when patrol staffing is tight.
Address jail / transport
coverage
Additional staffing reduces the need to pull field officers off patrol for prisoner transport and custody-related duties.
Rebuild community policing
relationship
Continue to hire officers to strengthen the department and support neighborhood engagement, business outreach, and problem solving that reflects the needs of our community.
Phase initiatives to available
capacity
Align new and ongoing initiatives with the staffing and support needed to sustain them while protecting core services.
Richmond Police Department
5/1/2026 10:13 AMMoving Richmond Forward 65
PUBLIC WORKS DEPARTMENT
Presentation to City Council
Department Head Briefing
MAY 5, 2026
5/1/2026 10:13 AM Moving Richmond Forward 66
• Maintain and operate the City’s core public
infrastructure and essential service systems
• Deliver daily services across
• Engineering
• Transportation
• Permits
• Water Resource Recovery
• Streets
• Parks
• Facilities
• Fleet
• Abatement
• Administrative Support
• Respond to resident concerns, service requests,
emergencies, and operational failures
Public Works: What We Do (Day-to-Day)
67 • Coordinate with other City departments,
outside agencies, contractors, utilities, and the
public
• Maintain streets, signs, signals, drainage, parks,
public buildings, and landscaped areas
• Provide oversight of contracted wastewater and
drainage operations; administer environmental
compliance programs including NPDES and IPP
• Manage capital project delivery — from
planning and design through construction and
closeout — and administer the development
permit and inspection process
• Support Council, City Manager, and citywide
initiatives with technical analysis, reporting,
and implementation
PUBLIC WORKS — DEPARTMENT OVERVIEW
5/1/2026 10:13 AM Moving Richmond Forward
Public Works: Current Workload & Organizational Context 68 PUBLIC WORKS — DEPARTMENT OVERVIEW
Core Ongoing Workload
• Managing a portfolio of 80+ CIP projects
across planning, design, bidding,
construction, and closeout
• Responding to service requests and
Council inquiries across streets, parks,
facilities, drainage, traffic safety, and
abatement
• Administering development permits,
construction inspection, and conditions of
approval
• Performing wastewater and stormwater
regulatory compliance, contract oversight,
and environmental reporting
• Maintaining daily field operations across
streets, parks, facilities, fleet, and
abatement services
• Advance Owner’s Advisor work and
operator procurement to modernize
management of the wastewater treatment
plant, stormwater collection system, and
wastewater collection system.
Council-Directed Initiatives
• Blue Curb accessible parking program
• Holding Tank policy development and
implementation
• Ciclovia event coordination and field
support
• Sidewalk Vendor ordinance
operationalization
• Ongoing emerging assignments from
Council and City Manager direction
Organizational Context
• Building internal policies and
procedures that many peer agencies
established incrementally over years
— here, simultaneously
• Strengthening long-range
infrastructure planning and advancing
the Programmatic CIP Approach
• Developing internal SOPs,
coordination frameworks, and
reporting practices across all Public
Works functional areas
• Moving work from reactive response
toward planned, measurable, and
consistently delivered service
• Implementing Asset Management
Systems
5/1/2026 10:13 AM Moving Richmond Forward
Operations &
Maintenance
• Abatement
• Facilities
• Fleet
• Parks & Open Spaces
• Streets & Signs
69 What We Do - Day-to-Day Service Delivery
70 PUBLIC WORKS — OPERATIONS & MAINTENANCE
Abatement Services
• Graffiti abatement on City-owned
property and public right-of-way
• Illegal dumping cleanup and bulk
waste removal from public spaces
• Encampment cleanup as part of a
coordinated multi-department
process involving City Manager's
Office, Police, and social services
• Nuisance abatement response on
public property
• Service request intake and
response through 311 and Council
referrals for abatement-related
issues
Facilities Maintenance
• Operation and maintenance of City-
owned buildings and structures
• Preventive maintenance and repair of
HVAC, plumbing, electrical, and building
systems
• Custodial oversight and janitorial
support for City facilities
• Emergency response for building
failures, leaks, outages, and safety
hazards
• Building safety inspections, code
compliance, and contractor
coordination
• Generator, backup power, and critical
facility systems maintenance
• Streetlights, traffic signals repairs
Fleet Maintenance
• Fleet management: preventive
maintenance, repair, procurement,
and disposition of City vehicles and
equipment
• Emergency repair response for police,
fire, and essential service vehicles
• Fleet replacement planning,
specification development, and
procurement support
• Regulatory compliance for emissions,
CARB, BIT, and safety requirements
• Fuel system management,
telematics, and utilization tracking
• EV fleet transition planning, charging
coordination, and electrification
support
5/1/2026 10:13 AM Moving Richmond Forward
What We Do - Day-to-Day Service Delivery
71 PUBLIC WORKS — OPERATIONS & MAINTENANCE
Parks Maintenance
• Maintenance of park turf, irrigation systems,
restrooms, play equipment, and landscaped medians
• Urban forestry and tree maintenance in parks and
public rights-of-way
• Playground inspections, safety repairs, and
replacement of damaged components
• Engineered wood fiber surfacing replenishment and
fall-zone compliance maintenance
• Ballfield grooming, sports court upkeep, and park
amenity repairs
• Graffiti removal, litter abatement, and daily park
cleanliness services
• Seasonal planting, weed abatement, pruning, and
landscape beautification
• Support for community events, park reservations,
and special event setup needs
Streets & Signs Maintenance
• Pothole repair, pavement patching, crack
sealing, and street sweeping
• Traffic sign installation, repair, retro reflectivity upgrades, and emergency replacements
• Storm drain inlet cleaning, catch basin
maintenance, and localized flood response
• Sidewalk trip hazard mitigation, curb ramp
coordination, and limited concrete repairs
• Pavement striping, legends, curb markings, and
crosswalk maintenance
• Installation and maintenance of speed feedback
signs and traffic safety devices
5/1/2026 10:13 AM Moving Richmond Forward
What We Are Working On & What We Need
72 • Preventive maintenance programs to extend asset life (streets, facilities, fleet, parks)
• Data-driven service delivery using work order systems and performance tracking
• ADA compliance improvements (curb ramps,
sidewalks, park access)
• Traffic safety enhancements (striping, signage, speed management tools)
• Graffiti abatement within established response time
standards
• Illegal dumping reduction strategies and hotspot
enforcement
• Urban forestry risk management and tree
maintenance prioritization
• Playground inspection program (CPSI-based safety
compliance)
• Facility lifecycle maintenance planning and deferred
maintenance reduction
• Emergency response readiness (storms, outages,
public safety support)
• Coordination with Police, Fire, and external agencies on operational needs
• Energy efficiency and sustainability initiatives (LED, solar, EV transition)
• Contract management and on-call service delivery for
specialized work
Current Priorities
Capacity Challenges
• Recurring damage to lighting infrastructure requiring diversion of staff from planned maintenance
• Structural staffing gaps relative to service demand and city growth
• Deferred maintenance backlog across all asset
classes
• Increasing regulatory requirements (CARB, ADA,
stormwater, safety compliance)
• Aging fleet and facilities requiring higher maintenance investment
• Reactive workload crowding out planned and
preventive maintenance
• Encampment-related impacts on public infrastructure
and service levels
• Procurement timelines and administrative
requirements
• Competing priorities between daily operations and
capital project support
• Expectations for rapid response vs. available resources • Overtime reliance to meet baseline service
expectations
• Difficulty maintaining consistent cleanliness and
conditions due to encampments
• Need for ongoing coordination with Police and external partners to address repeat incidents
• Sustainable funding for ongoing maintenance, not just capital replacement
• Staffing alignment to workload (field crews,
supervisors, technical positions)
• Dedicated funding for vandalism repair and rapid-
response maintenance
• Policy alignment to support enforcement and right-of- way management
• Expanded lighting upgrades to reduce reliance on
copper-based systems in high-risk areas
• Expansion of preventive maintenance programs to
reduce long-term costs
• Strategic deployment of cameras, lighting, and
deterrent measures in high-incident areas
• Flexible contracting authority for rapid response and specialty services
• Dedicated funding for pavement preservation and
facility upkeep
• Continued support for fleet modernization and
electrification infrastructure
• Technology upgrades (telematics, mobile work orders,
inventory systems)
• Streamlined procurement and contracting processes
What We Need
PUBLIC WORKS — OPERATIONS & MAINTENANCE
5/1/2026 10:13 AM Moving Richmond Forward
Engineering &
Transportation
• CIP Delivery
• Planning
• Permits
• Traffic Safety
• Transportation Services
73 What We Do - Project Delivery & Technical Services
74 PUBLIC WORKS — ENGINEERING & TRANSPORTATION
Capital Project Delivery
• Manage 80+ CIP projects across
planning, design, environmental
review, bidding, construction, and
closeout
• Administer design and construction
contracts including DBE compliance,
change order management, and grant
billing
• Coordinate with Caltrans, MTC,
BAAQMD, RWQCB, and other
regulatory and funding agencies
• Pursue and administer federal, state,
and regional grants aligned with
project readiness and City priorities
• Advance the Programmatic CIP
Approach to improve project
sequencing, cost efficiency, and
delivery capacity
Development Review & Permits
• Review development proposals for
compliance with City engineering
standards and conditions of approval
• Issue encroachment, grading, and
construction permits; coordinate
right-of-way work
• Conduct construction inspection and
manage formal acceptance of public
improvements
• Provide technical coordination with
Planning, Building, and other
departments on infrastructure
matters
• Operationalize the Sidewalk Vendor
ordinance — permits, standards, and
coordination with City departments
Traffic Planning & Safety
• Respond to traffic safety concerns
from residents, schools, and Council
— primarily through studies,
coordination, and signal/sign
adjustments
• Implement adopted transportation
plans including the Bicycle Pedestrian
Action Plan (BPAP) and Local Road
Safety Plan (LRSP)
• Conduct traffic studies and impact
analyses in support of development
review and capital planning
• Coordinate signal timing, pavement
marking programs, and multimodal
infrastructure improvements
• Implementation capacity is limited;
most project delivery runs through the
CIP program
5/1/2026 10:13 AM Moving Richmond Forward
What We Do - Project Delivery & Technical Services
75 PUBLIC WORKS — ENGINEERING & TRANSPORTATION
Transportation Services
• Provide mobility programs for seniors, individuals with disabilities, and residents with limited transportation options through R-Transit and R-Transit RAPID with Lyft • Expand access to first/last-mile and clean transportation options through Richmond Moves, car share, EV charging, and micromobility programs
• Richmond Moves delivered 81,954 rides in 2025 and expanded service citywide • Maintain and improve publicly accessible EV charging infrastructure for public and City fleet use • Advance programs that reduce emissions, support transit access, and improve equitable mobility across Richmond
• Support active transportation planning, public outreach, Bike-to-Work Day, and clean transportation education.
5/1/2026 10:13 AM Moving Richmond Forward
What We Are Working On & What We Need
76 PUBLIC WORKS — ENGINEERING & TRANSPORTATION
Current Priorities
• Delivering active construction projects
across paving, drainage, parks, traffic
safety and facilities
• Advancing design and environmental
review for projects in the CIP pipeline
• Implementing BPAP and LRSP
improvements as funding and staff
capacity allow
• Processing a high volume of Council-
generated traffic safety requests alongside
active project delivery
• Operationalizing the Sidewalk Vendor
permit program in coordination with other
City departments
• Implementing Asset Management Systems
• Improving and expanding transportation
programs, including R-Transit, R-Transit
RAPID, Richmond Moves, EV charging
infrastructure, and active transportation
outreach
Capacity Challenges
• CIP project management workload is
spread across a small team with limited
redundancy
• Grant administration, compliance
reporting, and billing requirements
consume significant staff bandwidth
• Council traffic safety requests are reactive
and unscheduled — difficult to absorb
without displacing project work
• Transportation implementation capacity is
limited; many requests require CIP funding
and design before work can proceed
• New procedures and standards are being
developed in real time while the project
pipeline continues to grow
• Transportation programs require ongoing
coordination with vendors, funders,
community partners, and users, while staff
capacity remains limited for program
expansion, reporting, and infrastructure
maintenance
What We Need
• Project management capacity to sustain
the current CIP pipeline and absorb new
Council priorities
• A strategic grant program aligned with
project readiness, City priorities, and long-
term affordability
• Updated standard plans, specifications,
and inspection standards to reduce rework
and improve consistency
• Systems to track project schedules,
budgets, grant obligations, and milestone
delivery across the CIP portfolio
• Dedicated staff time for process
development, training, and long-range
infrastructure planning
• Dedicated capacity to sustain and improve
mobility programs, manage EV charging
infrastructure, meet funder expectations,
and expand clean transportation access
citywide
5/1/2026 10:13 AM Moving Richmond Forward
Water Resource
Recovery
• Drainage
• IPP
• Environmental Compliance
• Wastewater Collection
• Wastewater Treatment Plant
77 What We Do – Oversight, Compliance & Infrastructure
78 PUBLIC WORKS — WATER RESOURCE RECOVERY
Wastewater System Oversight
• Wastewater treatment, sanitary sewer
collection, and stormwater collection
operations are currently performed by
Veolia under a long-term O&M agreement
• City staff provide contract oversight,
monitor regulatory compliance, coordinate
system needs, and respond to service-level
concerns
• Public Works is advancing an Owner’s
Advisor process to support development of
a modern operating agreement and
competitive selection of the next system
operator
• Administer the Industrial Pretreatment
Program (IPP): permit industrial
dischargers, conduct inspections, enforce
discharge limits
• Manage the Fats, Oils, and Grease (FOG)
program for commercial food service
establishments
Stormwater & Environmental
Compliance
• Administer the City's NPDES MS4 Permit —
SF Bay Regional Water Quality Control
Board
• Implement the Stormwater Management
Plan (SWMP); coordinate compliance with
PW Operations, Planning, Building, and
other departments
• Prepare and submit regulatory reports:
Annual NPDES reports, SSO reports, and
other submissions to the Regional Water
Board
• Review development projects for
stormwater requirements including LID and
green infrastructure standards
• Coordinate drainage maintenance
activities and stormwater CIP planning
Infrastructure & Capital Planning
• Manage City-owned wastewater collection
system assets: mainlines, laterals,
manholes, and pump stations
• Manage City-owned stormwater drainage
infrastructure: storm drains, inlets,
channels, and outfalls
• Advance CIP projects for sewer
rehabilitation, pump station
improvements, and drainage capacity
upgrades
• Coordinate with Caltrans, Contra Costa
County Flood Control District, and regional
agencies on shared drainage infrastructure
• Support long-range planning for
infrastructure investment, regulatory
compliance, and climate resilience
5/1/2026 10:13 AM Moving Richmond Forward
What We Are Working On & What We Need
79 PUBLIC WORKS — WATER RESOURCE RECOVERY
Current Priorities
• Overseeing Veolia contract performance —
monitoring service levels, reviewing
reports, and coordinating on maintenance
and capital needs
• Implementing SWMP program
requirements and coordinating compliance
activities across City departments
• Administering the IPP — maintaining
permit files, conducting inspections, and
pursuing enforcement as warranted
• Advancing sewer and drainage CIPs
including condition assessments,
rehabilitation design, and pump station
improvements
• Supporting the MS4 permit renewal
process and responding to updated
Regional Water Board requirements
• Advancing Owner’s Advisor work and
operator procurement for the City’s
wastewater, sanitary sewer, and
stormwater systems
Capacity Challenges
• Managing the transition to a new long-term
operating agreement requires significant
technical, legal, procurement, and contract
oversight capacity while maintaining daily
regulatory compliance
• City staff carry full regulatory compliance
responsibility for both wastewater (IPP , SSOs)
and stormwater (MS4/SWMP) — workload is
technical, deadline-driven, and largely non-
discretionary
• Effective Veolia contract oversight requires
sustained technical engagement that
competes with other workload priorities
• The collection system and drainage
infrastructure have significant rehabilitation
backlogs relative to available CIP funding
• Stormwater compliance spans multiple City
departments; coordination and reporting
ownership rests with Water Resource
Recovery staff
• Long-range planning capacity for
infrastructure and regulatory compliance is
constrained by current staffing levels
What We Need
• Dedicated technical staff capacity for IPP
administration, SWMP coordination, and
environmental compliance reporting
• An updated Sewer System Management
Plan (SSMP) and CIP prioritization
framework for collection system
rehabilitation
• Stronger inter-departmental protocols for
stormwater compliance activities — roles,
timelines, and documentation
• Data systems to track IPP permits,
inspection records, FOG compliance, SSO
events, and SWMP program activities
• Sustained engagement on contract
management — tools, staff capacity, and
defined workflows for Veolia oversight
• Technical and legal support to complete
the Owner’s Advisor process, develop a
modern agreement, protect City interests,
and ensure a smooth transition to the next
operator
5/1/2026 10:13 AM Moving Richmond Forward
Strategic Services
• Administrative Services
• Grant Management
• Capital Planning, Reporting &
Special Projects
80 What We Do - Day-to-Day Service Delivery
81 PUBLIC WORKS — STRATEGIC SERVICES
Administrative Services
• Comprehensive Contract & Agreement
Administration: Direct the full lifecycle of
Public Works contracts and professional
service task orders, ensuring all
agreements meet city standards for timely
execution and regulatory compliance.
• Fiscal Oversight & Invoice Processing:
Oversee the intake and verification of
departmental invoices, providing precise
cost-coding to ensure accurate budgetary
alignment before final processing by the
Finance Department.
• Risk Management & Vendor Liaison: Act
as the primary point of contact for vendor
relations, partnering with the HR Risk
Management Department to vet insurance
certifications and verify that all contractors
meet city requirements.
• Records Management & Public
Information
Grant Management
• Grant Lifecycle Management: Provide
end-to-end oversight of the grant process,
from initial research and competitive
proposal submission to post-award
tracking and compliance.
• Interdepartmental Coordination:
Facilitate cross-departmental partnerships
to align municipal priorities with available
funding streams.
• Financial Reporting & Audit Readiness:
Collaborate closely with the Finance
Department to monitor grant updates to
assist the Public Works Engineering
Division.
• Strategic Capital Planning: Evaluate
federal, state, and regional funding
opportunities to support long-term critical
infrastructure goals and sustainable
municipal growth.
Capital Planning, Reporting &
Special Projects
• Long-Range Capital & Budget Planning:
Develop and maintain the multi-year
Capital Improvement Program (CIP) aligned
with City strategic goals.
• CIP Implementation Reporting: Generate
data-driven progress reports on
Engineering CIP projects to track
implementation, schedules, and fiscal
milestones.
• Asset Management & Systems
Development: Assisting with special
projects for departmental modernization,
including asset management workflow,
document management and USAN 811
coordination.
• Programmatic & Community Initiatives:
Oversee specialized programs like Y-Plan
and manage early-stage project
development and feasibility for future
infrastructure projects.
5/1/2026 10:13 AM Moving Richmond Forward
What We Are Working On & What We Need
82 PUBLIC WORKS — STRATEGIC SERVICES
Current Priorities
• Contractual Workflow Improvement:
Streamline contracts, agreements and
work order process to prevent project
delays.
• Grant Success & Compliance: Maximizing
external funding through successful state
and federal grant applications while
ensuring all active awards are fully
documented and expenditure-ready for
fiscal year-end audits.
• Asset Management Modernization:
Collaborate across departments to
develop the tools necessary to digitize the
infrastructure and move towards data
driven asset management.
• Annual Public Works Capital Plan
Development: Assist Finance to develop
the Capital Improvement Plan for the
department and fiscal forecasting for the
upcoming cycle.
Capacity Challenges
• High Transaction Volume: The
Administrative unit is currently at capacity
managing 33% citywide contracts and
invoices which accounts for over 70% of
the total contract value in the City of
Richmond along with citywide utility billing.
• Workflow Dependencies: External
processing requirements for insurance and
manual data entry invoice system can
create project lead-time challenges during
peak volume periods.
• Data Fragmentation & Silos: Historical
infrastructure data resides in disparate
systems or legacy formats, requiring
significant manual effort to centralize into a
single source of truth.
• Data Fragmentation & Silos: Historical
infrastructure data resides in disparate
systems or legacy formats, requiring
significant manual effort to centralize into a
single source of truth.
What We Need
• Streamlined Approval Workflows:
Collaboration on digital tools or "fast-track"
protocols for routine vendor payments and
insurance renewals.
• Munis Vendor Portal Implementation:
Launch the Tyler Technologies VSS portal to
automate insurance tracking and allow
vendors to self-manage invoice
submissions and payment status.
• Dedicated Implementation Support:
Temporary or specialized staff to focus
specifically on the data-cleaning and
system-migration phases.
• Strategic Staff Augmentation: Targeted
administrative and technical support to
manage the increasing volume of grant
applications and annual CIP reporting
requirements.
5/1/2026 10:13 AM Moving Richmond Forward
Public Works: What We Need To Succeed
83 Staff Capacity &
Organizational Time
• Time to plan, coordinate, and
sequence work — not just
respond
• Increase capacity for project
development, process
improvement, and staff
development
• Move workload from reactive to
strategic, planned delivery
`` Systems, Standards
& Accountability
• Asset management, condition
tracking, and performance
reporting tools
• Internal SOPs and coordination
practices across all three
functional areas
• Consistent project and budget
tracking across the CIP portfolio
Strategic Planning
& Investment
• Long-range infrastructure planning
aligned with Council priorities
• Grant strategy that matches funding
opportunities to project readiness
• Preventive maintenance investment
to reduce emergency response
costs
• Complete the Owner’s Advisor
process and competitive operator
selection to replace the aging
operating agreement with a
modern, performance-based
contract that strengthens
accountability, regulatory
compliance, reporting, emergency
response, and City oversight
5/1/2026 10:13 AM Moving Richmond Forward
Public Works Moving
Forward: Data
• ADA Curb Ramps, Sidewalk, Signs, Traffic Signals, StreetLights • Contracts
• Facilities
• Parks
• Pavement
• Traffic Safety
• Transportation Services
• Water Resource & Recovery
84 Satisfactory Satisfactory
PUBLIC WORKS — ENGINEERING & OPERATIONS
85 ADA Curb Ramps, Sidewalk, Signs, Traffic Signals, StreetLights
5/1/2026 10:13 AM Moving Richmond Forward
86 Pavement
PUBLIC WORKS — ENGINEERING & OPERATIONS
• City of Richmond maintains: 584 lane miles
293 centerline miles
• Asset Value: approx $800M
Network PCI vs Other Agencies
PCI: Pavement Condition Index
*PCI are based on the 2025 Statewide Needs Assessment and represent a three-year moving average
In Collaboration with: NCE5/1/2026 10:13 AM Moving Richmond Forward 87 Pavement
PUBLIC WORKS — ENGINEERING & OPERATIONS
In Collaboration with: NCE
Network PCI for Two Budget Options
5/1/2026 10:13 AM Moving Richmond Forward
88 Total
(2019-
2025)
Average
(2019 –
2025)
Fatal 40 6
Severe Injury 214 31
Visible Injury 502 72
Complaint
of Pain
1,570 224
Pedestrian 343 49
Bicycle 223 32
Total
Crashes
7,913 1,130
63% of crashes are on 8% of roadways
Traffic Safety
PUBLIC WORKS — ENGINEERING & OPERATIONS
5/1/2026 10:13 AM Moving Richmond Forward
89 Transportation Services: R-Transit
PUBLIC WORKS — TRANSPORTATION SERVICES
Program Service
Description
Eligibility Service Area Provider Projected FY
25/26 Rides
Source
of Funding
R-Transit
Vans
Door-to-door
Schedule by City
Client fee of
$4/$5
55 and older
Disabled age 18
through 54
City of Richmond
North Richmond
El Sobrante
Kensington
City staff
&
TransMetro
3,500 Measure J
R-Transit
with Lyft
Curb-to-curb
Schedule by app
Client co-pay of
$3 Low income
free
Client
responsible for
anything over
$20.
55 and older
Disabled age 18
through 54
City of Richmond
North Richmond
El Sobrante
Kensington
Lyft 30,500 Measure J
5/1/2026 10:13 AM Moving Richmond Forward
90 Transportation Services: Richmond Moves
PUBLIC WORKS — TRANSPORTATION SERVICES
Program Service
Description
Eligibility Service Area Provider
of Trip
Projected FY
25/26 Rides
Source
of Funding
Richmond
Moves
All riders
Corner-to-corner
Schedule by app
Fee of $2
Students & Seniors free
Age 13 and
older
City of
Richmond
Via
Transportation
83,200 ECIA Grant & City
Fund
Richmond
Moves
Wheelchair
Riders
Door-to-door
Schedule by app
Fee of $2
Students & Seniors free
Age 13 and
older
City of
Richmond
Via
Transportation
1,200 ECIA Grant & City
Fund
5/1/2026 10:13 AM Moving Richmond Forward
91 Transportation Services: Richmond Moves
PUBLIC WORKS — TRANSPORTATION SERVICES
Ridership grew steadily through 2025
3557
Active Riders
Via Service Review: 2025 Ridership
~86k
Completed Rides
2025 Ride Stats
4.8/5
Avg Ride Rating
Citywide Expansion Reduced ridership
during holidays; Service still saw a 10% year-over-
year growth in Q4
4.3 Service Productivity
5/1/2026 10:13 AM Moving Richmond Forward
Wastewater and Stormwater Assets
92 PUBLIC WORKS — WATER RESOURCE RECOVERY
WASTEWATER
TREATMENT PLANT
SANITARY SEWER
COLLECTION SYSTEM
STORMWATER
COLLECTION SYSTEM
24 185 94
MGD MILES MILES
3,300 catch basins
1,200 manholes
12 miles of ditches
7 pump stations
Total Replacement Cost:
$175M-$550M
2,771 manholes
13 lift stations
Total Replacement Cost:
$375M-$1.03B
Total Replacement Cost:
$200M-$450M
Total New State-Of-The-Art Plant:
$450M-$900M
92 5/1/2026 10:13 AM Moving Richmond Forward
Recommended Action
ACKNOWLEDGE receipt of the
draft Fiscal Year 2026-27 Annual
Operating Budget and Fiscal Year
2026-31 Five-Year Capital
Improvement Plan; REVIEW the
budget adoption schedule; and
RECEIVE an update on
departmental operations, with
discussions upon completion of all
departmental presentations
5/1/2026 10:13 AMMoving Richmond Forward 93
5/1/2026 10:13 AMMoving Richmond Forward 94
THANK YOU!