Richmond City Council
May 19, 2026

May 19, 2026
DocID #65594v1
Public Works
DATE: May 19, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Daniel Chavarria, PE, Director of Public Works / City Engineer
Hillal Hamdan, PE, Senior Civil Engineer
Subject: Acceptance of the Lincoln Elementary School Safe Routes to School Improvement Project
FINANCIAL IMPACT: The total project cost for the Lincoln Elementary School Safe Routes to School Improvement Project (Capital
Improvement Program No. 23041) was $590,802.50,
including construction, design, construction management, and project management costs. The project was funded
through One Bay Area Grant 2 (OBAG2) funds and is
included within the approved Capital Improvement
Program budget. This action accepts the project as
complete and authorizes project closeout activities,
including the release of retention and applicable bonds.

Sufficient funds are available within the approved project budget, and no additional appropriation is required.

PREVIOUS COUNCIL
ACTION:

September 12, 2017
December 3, 2024

STATEMENT OF THE
ISSUE:

The Lincoln Elementary School Safe Routes to School
Improvement Project is complete. City staff recommend
City Council adopt the resolution to accept the Project as complete, in accordance with the contract documents;
ratify the recorded Notice of Completion; and authorize the City Engineer to release retention and bonds.

AGENDA
REPORT
758

May 19, 2026
DocID #65594v1
RECOMMENDED ACTION: ADOPT a resolution to ACCEPT the Lincoln Elementary School Safe Routes to School Improvement Project as
complete; AUTHORIZE the city clerk to ratify the
previously recorded Notice of Completion; and
AUTHORIZE the city engineer to execute and release
applicable bonds and retention – Public Works
Department (Hillal Hamdan 621-1612/Daniel Chavarria
620-5478).

DISCUSSION:

Lincoln Elementary School is located in the Iron Triangle neighborhood. Many students and parents access the school via the Richmond Greenway and Chanslor Avenue (Attachment 1). To improve safety, the Lincoln Elementary School Safe Routes to School Improvement Project (Capital Improvement Project No. 23041) reduced pedestrian crossing distances, through curb extensions, and installed a raised intersection at 4th Street to slow vehicular traffic and prioritize pedestrian movement.

The project scope included installation of median islands, raised crosswalks, signage, and striping. On December 3, 2024, City Council awarded a construction contract to BuildCorp, Inc. for an amount of $456,000 and authorized the Director of Public Works to approve change orders, if necessary, for a contingency amount of up to $68,400, for a potential total contract amount not-to-exceed $524,400.

Four construction change orders totaling $55,000 were executed to address additional paving, signage, and striping improvements required during construction. Construction of the project is complete in accordance with the approved plans and specifications.

The budget and project costs are as follows:

A. Construction Contract Amount $ 456,000.00
B. Approved Change Orders $ 55,000.00
C. Design, Construction Management, Project Management $79,802.50 Total Project Cost $590,802.50
City staff recommend that the City Council adopt a resolution accepting the Lincoln Elementary School Safe Routes to School Improvement Project as complete in accordance with the approved plans and specifications; ratifying the Notice of Completion previously recorded with Contra Costa County on December 18, 2025; and authorizing the City Engineer to execute and release any applicable bonds and retention payments (Attachment 2).
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May 19, 2026
DocID #65594v1
DOCUMENTS ATTACHED:

Attachment 1 – Project Location
Attachment 2 – Resolution
760
1401 Willow Pass Road, Suite 500, Concord CA. 94520
WeAreHarris.com (925) 827-4900
761
1401 Willow Pass Road, Suite 500, Concord CA. 94520
WeAreHarris.com (925) 827-4900
762
Reso. No. xx-26

DocID #65595v1
RESOLUTION NO. xx-26

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

CALIFORNIA, TO ACCEPT THE LINCOLN ELEMENTARY SCHOOL SAFE

ROUTES TO SCHOOL IMPROVEMENT PROJECT AS COMPLETE
WHEREAS, the Lincoln Elementary School Safe Routes to School Improvement Project (“Project”) aimed to enhance pedestrian safety for students and parents commuting along the Richmond Greenway and Chanslor Avenue; and
WHEREAS, the scope of work included curb extensions, raised intersection, median islands, raised crosswalks; and
WHEREAS, on December 3, 2024, the City Council awarded a construction contract to BuildCorp, Inc. in an amount not to exceed $456,000 and authorized a contingency for change orders up to $68,400; and
WHEREAS, the budget and project costs are as follows:

A. Construction Contract Amount $ 456,000
B. Approved Change Orders $ 55,000
C. Design, Construction Management, Project Management $ 79,802.50 Total Project Cost $ 590,802.50
WHEREAS, the Project is accepted as complete, Notice of Completion has been filed with the Contra Costa County Recorder’s Office, and is Categorical Exemptions under CEQA guidelines §15300.1; and
WHEREAS, this action does not result in additional fiscal impact beyond the approved project budget.

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

Section 1: The City Council hereby accepts construction of the Lincoln Elementary School Safe Routes to School Improvement Project as complete.
.

Section 2: Authorizes the City Engineer to execute and release any applicable bonds and retention in accordance with City procedures.

Section 3: Authorizes and ratifies the previously recorded Notice of Completion with the Contra Costa County Recorder’s Office.

BE IT FURTHER RESOLVED that the City Council designates the City Clerk as the custodian of the documents and other materials which constitute the record of proceedings upon which the decision herein is based. These documents may be found at the office of the City Clerk at the Richmond City Hall, 450 Civic Center Plaza, Richmond, California 94804.
*************************
I certify that the foregoing resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held May 19, 2026, by the following vote:
763
Reso. No. xx-26

DocID #65595v1
AYES:

NOES:

ABSTENTIONS:

ABSENT:

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

Mayor
Approved as to form:

City Attorney
764

May 19, 2026
Public Works
DATE: May 19, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Daniel Chavarria, PE, Director of Public Works
Josef Munoz, Assistant Deputy Director of Public Work
Subject: Complete Streets Improvement Elements Project Funding Allocation Plan
FINANCIAL IMPACT: The proposed $6,270,944 expenditure was previously appropriated by the City Council on March 3, 2026,
through Resolution No. 26-26 and is included within the approved fiscal year 2025-2026 General Capital Fund –
Complete Streets Improvements project budget.

PREVIOUS COUNCIL
ACTION:

March 3, 2026
May 5, 2026

STATEMENT OF THE
ISSUE:

On March 3, 2026, the City Council adopted Resolution
No. 26-26, which appropriated $6,270,944 in audited
unspent funds from Fiscal Year 2024-2025 toward the
Complete Streets Improvements project. During that
meeting, the City Council requested additional clarity on the distribution of these funds. In response, the
Department of Public Works has developed a funding
allocation plan identifying traffic safety, pavement
management, and streetscape projects to be funded by
this existing appropriation.

RECOMMENDED ACTION: APPROVE the Complete Streets Improvements (Pavement Management, Streetscape Improvements,
etc.) funding allocation plan – Public Works Department (Josef Munoz 510-620-6671/Daniel Chavarria 510-620-
5478).

AGENDA
REPORT
765

May 19, 2026
DISCUSSION:

Background
On March 3, 2026, City staff presented the Fiscal Year (FY) 2024-25 Audited Unspent Funds report (Attachment 1). During this meeting, the City Council adopted Resolution No. 26-26 which appropriated $6,270,944 to address critical infrastructure shortfalls within the Complete Streets Improvements (Pavement Management, Streetscape Improvements, etc.) project (Attachment 2). While the initial report established the highpriority need for these funds, City Council members requested that City staff clarify how and where the funds would be distributed. To support this request, the Public Works Department provided a City-wide "Moving Forward" data briefing on May 5, 2026, and included the recommended allocation plan as an attachment under item O.1 of the Draft FY 2026-27 Annual Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan.

Analysis of Funding Allocation
In response to the City Council’s request, the Department of Public Works developed a detailed Complete Streets Improvement Elements Funding Allocation Plan and summary to integrate Complete Streets elements across various programs (Attachment 3 and 4). This plan addresses safety, Pavement Condition Index (PCI) ratings, and alignment with the City Council Strategic Goals and Priorities—specifically those promoting multimodal safety, equity, and community connectivity. These resources will support existing project needs and fulfill critical program requirements within the Public Works Capital Improvement Program.

The allocation plan distributes $6,270,944 across key infrastructure categories. In alignment with the project scope defined in Resolution No. 26-26, the funds are distributed as follows:
 Pavement Management ($3,670,000): Guided by the Pavement Condition Index (PCI) and the sequencing of existing capital improvement projects, funds are directed toward City-wide paving near Boorman, Wendell, and Shields-Reid Parks ($1,670,000), and localized pavement, striping and signage improvements along Richmond Parkway ($2,000,000).
 Curb Ramps for the 2025 Rubberized Cape Seal Project ($600,000): The inconstruction 2025 Rubberized Cape Seal Project requires upgrades to curb ramps by federal law. There is a shortfall to complete these curb ramps for $600,000. Under Americans with Disabilities Act (ADA) Title II, the City is legally mandated to install or upgrade curb ramps concurrently with "alterations" such as the City's existing Rubberized Cape Seal project.
 Streetscape Improvements ($1,000,000): Dedicated to median and public realm enhancements to improve multimodal accessibility. These funds will continue the median work already initiated along the Macdonald Avenue corridor 766

May 19, 2026
and address critical median needs within the existing Carlson Crosstown Phase II project.
 Traffic Safety and Other Improvements ($1,000,944): Per the "etc." provision in Resolution No. 26-26, this includes safety improvements at 41st Street and Bissell Avenue ($600,000) to complete a traffic analysis conducted in 2025, neighborhood traffic calming ($250,000), and speed feedback signage ($60,000).

This also includes the mandatory 1.50 percent ($90,944) Public Art Fund allocation required by Richmond Municipal Code Section 6.50.

Impact and Next Steps
By providing the specific expenditure framework requested by the City Council on March 3, 2026, the Public Works Department ensures that the previously appropriated $6,270,944 is distributed across high-priority pavement, streetscape, and safety needs in a transparent and data-driven manner.

Upon receiving direction from the City Council, the Public Works Department will proceed to complete the necessary design and construction activities related to the infrastructure categories outlined in the allocation plan.

SYNERGISTIC POLICIES:

The Complete Streets Improvement Elements funding allocation plan aligns with the City of Richmond’s City Council Goals & Priorities and ordinances. These frameworks ensure that the proposed expenditures for safety, paving, and streetscapes are consistent with the City's broader mission.

1. City Council Strategic Goals and Priorities
The allocation plan directly supports several core goal areas established by the City Council:
 Strategic Goal No. 3: Improve the Quality of Life and Community Health/Improve Social Determinants of Health – By investing in the roads and medians, staff is improving the built environment for all users.  Strategic Goal No. 4: Promote Sustainable and Livable Communities – By investing in multimodal road design, staff is improving the safety and accessibility of the public realm for all users.

2. Richmond Municipal Code (RMC) Ordinances
 RMC 6.50: Public Art Program – The allocation plan includes a mandatory 1.50% ($90,000) set-aside for the Public Art Program, which is required for all capital improvement projects involving the construction or renovation of public places.

DOCUMENTS ATTACHED:

Attachment 1 – March 3, 2026 City Council Staff Report on Audited Unspent Funds 767

May 19, 2026
Attachment 2 – Resolution No. 26-26 FY2024-25 Unspent Funds Attachment 3 – Funding Allocation Plan
Attachment 4 – Complete Streets Improvement Elements Project Summary 768

March 3, 2026
Finance Department
DATE: March 3, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager, Internal Services
LaShonda White, Deputy City Manager, Community Services Emily Combs, Director of Finance
Mubeen Qader, Deputy Director of Finance
Jerry Gurule, Accounting Manager
SUBJECT: Fiscal Year (FY) 2024-25 Audited Unspent Funds FINANCIAL IMPACT: Appropriate General Fund FY 2024-25 audited unspent funds of $8,213,680.

PREVIOUS COUNCIL
ACTION:

June 24, 2024
November 19, 2024
April 22, 2025
May 6, 2025
December 16, 2025

STATEMENT OF THE
ISSUE:

City staff are presenting the Fiscal Year (FY) 2024-25
Audited Unspent Funds and recommending appropriations
totaling $8,213,680

RECOMMENDED
ACTION:

DISCUSS and ADOPT resolutions to APPROPRIATE Fiscal
Year 2024-25 audited unspent funds in the amount of
$8,213,680 – Finance Department (Emily Combs 510-620-
6790/Mubeen Qader 510-412-2077/Jerry Gurule 510-620-
6591).

DISCUSSION:

Background
The Fiscal Year (FY) 2024-25 budget was adopted on June 24, 2024, and subsequently revised during the Mid-Year Budget Review on May 6, 2025. Serving as the City of AGENDA
REPORT
769

March 3, 2026
Richmond’s financial blueprint, the budget established projected revenues and planned expenditures for the fiscal year while aligning with City Council Goals and Priorities.

Overview of Fiscal Year (FY) 2024–25 Financial Reporting On March 3, 2026, City staff presented the Annual Comprehensive Financial Report (ACFR) for the Fiscal Year ending June 30, 2025 (City-of-Richmond-ACFRFY2025).

The ACFR provides audited financial statements, the independent auditor’s report, and supplemental schedules, offering a comprehensive assessment of the City’s financial position and operational results. This report identifies the amount of audited unspent funds that informs reserve allocations and other fiscal planning decisions.

The General Fund closed FY 2024–25 with revenues slightly exceeding the revised budget at approximately $277.7 million, supported by stable property tax collections and modest gains in sales tax and business license revenues. Expenditures totaled $278.5 million, exceeding revenues by $822,275, primarily due to increased public safety costs and one-time allocations for community programs and capital maintenance.

Another contributing factor to the availability of unspent funds is the City’s success in securing competitive grants. These grants have offset costs that would otherwise have been borne by the General Fund, reducing pressure on local revenues and allowing the City to maintain a higher reserve balance. However, the ability to secure such grants in future years is uncertain and often dependent on external factors such as state and federal funding priorities, economic conditions, and competitive demand. While City staff will continue to pursue grant opportunities aggressively, the City should not rely on these funds as a guaranteed source of revenue when making long-term financial plans.

Available Balance and Reserve Policy Requirements
The City’s General Fund Reserve Policy requires the City to maintain a minimum yearend contingency reserve balance of 21 percent ($54.6 million) of next year’s budgeted General Fund expenditures, including transfers out. As of June 30, 2025, the City’s General Fund Reserve, which is a component of the Unassigned Fund Balance, totals $62.8 million, representing 24.2 percent of next year’s budgeted expenditures.

The difference between the policy target of $54.6 million and the actual reserve balance of $62.8 million results in $8.2 million in audited unspent funds is available for appropriation. Under the City’s adopted funding policies, any year-end operating surplus (actual revenues minus actual expenditures and transfers) in excess of the minimum reserve requirement is subject to allocations of 10 percent to the Pension Section 115 Trust and 10 percent to the Other Post Employment Benefit (OPEB) Section 115 Trust.

Therefore, $821,368 will be allocated to the Pension Trust and $821,368 will be allocated to the OPEB Trust. This proactive measure strengthens long-term funding for retirement obligations and helps mitigate future cost pressures. Taking into account the Section 115 and OPEB Trust contribution, the remaining available balance available is $6.57 million.
770

March 3, 2026
Personnel Cost Trends and Staffing Strategy
Since 2021, the City has strategically filled positions to address critical service gaps, increasing the number of filled roles from approximately 590 Full-Time Equivalents (FTEs) in 2021 to 665 FTEs today, an overall increase of 12.7 percent. While these additions have improved service delivery, personnel costs have risen significantly. For example, the CalPERS Kaiser family health plan premium increased 44 percent from approximately $2,115 per month in 2021 to $3,039 in 2026, a difference of $924 per month. Recently approved labor successor Memorandums of Understanding, along with pending agreements, will further increase personnel costs. While this approach aligns with the City Council’s Goals and Objectives for efficient and sustainable governance and supports organizational efficiency, it also means that future budgets will experience higher baseline operating costs. As a result, the amount of audited unspent funds available for appropriation in future years may be significantly reduced. The City continues to proceed with incremental hiring to meet essential service needs while maintaining fiscal responsibility and adhering to the State Auditor’s recommendations for long-term financial stability.

Economic Development and WARN Letters
In addition to internal cost pressures, the City monitors Worker Adjustment and Retraining Notification (WARN) letters issued in Contra Costa County. These notices, which businesses must provide when anticipating mass layoffs or closures, help the City prepare workforce support and assess potential impacts on local revenues. During FY 2024-25, the City received two WARN notices, which resulted in minimal fiscal impact; however, WARN filings have surged in other parts of California, particularly in Los Angeles, San Francisco, and Orange counties. Closer to home, Solano County has experienced significant WARN activity, including over 600 layoffs tied to the Budweiser plant closure in Fairfield, Mare Island Dry Docks reductions, CVS store closures, and the Valero refinery shutdown in Benicia. Harbinger Production Inc. also filed a WARN notice for approximately 290 potential layoffs beginning in April. Local officials estimate total job losses in Solano could reach 1,000–2,000 when ripple effects are considered.

These regional trends heighten concern about potential revenue reductions and increased demand for services in future years. Continued monitoring and targeted responses are essential to safeguard Richmond’s fiscal stability and preserve available unspent funds for community priorities.

Calculation of Available Unspent Fund
After accounting for the City’s reserve policy requirements and audited year-end balances, the amounts available for appropriation, as reported in the ACFR, are shown in Table 1 below.
771

March 3, 2026
Table 1: FY 2024-25 Audited Amounts
Item Audited Amount
FY 2024-25 Ending Unassigned Fund Balance (Reserve) (24%) 62,824,919 FY 2025-26 Policy Target Beginning Fund Balance (Reserve) (21%) 54,611,239 Total Available Unspent Funds 8,213,680
Recommendations for Unspent Funds
Prior year unspent funds are considered one-time resources. In alignment with best practices recommended by the Government Finance Officers Association (GFOA), onetime funds should be appropriated for one-time expenditures, such as non-recurring projects or programs. To guide the City Council’s discussion, City staff recommend committing or appropriating funds to the following projects in the amount of $6.57 million:

Capital Improvement Project Funding Shortfalls
The City continues to face significant unfunded capital needs across multiple infrastructure categories. However, based on City staff’s assessment of project readiness, urgency, potential cost escalation, alignment with City Council Goals and Objectives, and community input, two projects are recommended for funding from the FY 2024-25 unspent funds. These projects can be advanced within the current fiscal year and represent the most critical opportunities to address immediate capital requirements.

Table 2: Capital Improvement Projects Funding Shortfalls for Unspent Funds Project Total
Shortfall
Unspent
Funds
Complete Streets Improvements (Pavement Management, Streetscape Improvements, etc.) $6,500,000 $$6,320,944
Point Molate Annual Monitoring $250,000 $$250,000
Total $6,570,944
Complete Streets Improvements (Pavement Management, Streetscape Improvements, etc.)
Complete Streets Improvements are designed and operated to enable safe, comfortable, and convenient access for all users—pedestrians, bicyclists, motorists, and transit riders of all ages and abilities. This approach transforms road design from solely car-centric to multimodal, focusing on safety, equity, and community connectivity.

Streets Improvements could include but is not limited to pavement management and streetscape improvements.

The City of Richmond’s Pavement Management Program maintains approximately 580 lane miles of roadway with an annual budget of about $4 million, though an estimated $100 million would be required to fully address citywide paving needs, resulting in an unfunded backlog of roughly $96 million. The program uses a data-driven approach to assess roadway conditions and prioritize repairs, relying on the Pavement Condition 772

March 3, 2026
Index (PCI) and preventive maintenance strategies to extend pavement life while directing limited resources toward the most critical rehabilitation needs.

The Streetscape Improvements Program implements corridor-wide urban design enhancements to improve safety, accessibility, and the overall public realm in Richmond’s commercial and residential areas. The program includes improvements such as widened sidewalks, upgraded crosswalks, enhanced lighting, landscaping, and street trees, with current efforts focused on advancing the next phase of Macdonald Avenue corridor enhancements. Several planned streetscape projects remain on the City’s unfunded project list, reflecting a broader need for additional resources to fully implement these improvements across priority corridors.

Point Molate Annual Monitoring
The Point Molate Annual Monitoring activity provides ongoing environmental oversight and reporting for the former Naval Fuel Depot site. Through monthly and annual status updates, coordinated via the City-sponsored Restoration Advisory Board and shared with regulatory agencies, the program tracks remediation work, land-use planning, groundwater and soil cleanup, and related community engagement.

Summary of Recommendations
A summary of the potential FY 2024-25 unspent funds are as follows:

Table 3: Summary of Unspent Appropriations/Commitments
Item Action Amount
Complete Streets Improvements Appropriate $6,320,944
Point Molate Annual Monitoring Appropriate $250,000
OPEB Section 115 Trust Appropriate $821,368
Pension Section 115 Trust Commitment $821,368
Total $8,213,680
Next Steps
City staff recommend that the City Council appropriate the remaining unspent funds in the amount of $8,213,680 towards Complete Streets Improvements, Point Molate Annual Monitoring, and contributions to the Pension and OPEB Trusts.

DOCUMENTS ATTACHED:

Attachment 1 – Fiscal Year 2024-25 Unspent funds Resolution 773
774
775
Attachment 3
Complete Streets Improvement Elements Funding Allocation Plan May 7, 2026
Program Project - Description Location Strategic Goal Goal No.

Priority
No. Budget
Neighborhood Safety and
Access
Improves safety and accessibility around the RYSE
Youth Center.

D3 4 4.1 4.1.a $600,000
Pavement Management Curb Ramps triggered by the existing Rubberized Cape Seal Project.

Citywide 3 3.1 3.1.a $600,000
Pavement Management Paving adjacent to the existing Parks Projects:

Boorman, Wendell & Sheilds-Reid Park.

D1, D2, D3 3 3.1 3.1.b $1,670,000
Pavement Management Paving & safety work maintenance along the Richmond Parkway.

D2 3 3.1 3.1.b $2,000,000
Streetscape Improvements Sidewalk bulb outs at Macdonald Ave. from 41st to 45th streets to receive planting similar to the median planting palette COMPLETED last year for enhanced aesthetics,
consistency, and improved trash removal. Carlson
Blvd. medians from I-80 to Ohio to receive planting
enhancements to complement the EXISTING Carlson
Crosstown Phase II Project.

D3, D5, D6 3 3.1 3.1.c $1,000,000
Neighborhood Safety and
Access
Improves safety and accessibility around Morningside
Dr.

D4 4 4.1 4.1.a $250,000
Complete Streets Purchase and install speed limit and radar speed feedback sign
D2 4 4.1 4.1.a $60,000
Art Ordinance Funding
Requirement
Richmond’s Percent for Art program dedicates 1.5% of
eligible City projects over $300,000 to public art
NA $90,944
Recommendation Subtotal $6,270,944
776 Page 1

COMPLETE STREETS IMPROVEMENT

ELEMENTS PROJECT

PUBLIC WORKS DEPARTMENT
MAY 19, 2026

FUNDING ALLOCATION PLAN SUMMARY
777

BACKGROUND & RECOMMENDED ACTION
2 AUTHORIZATION: Resolution No. 26-26 appropriated $6,270,944 in audited unspent funds from FY 2024-25 to Complete Streets Improvements (Pavement Management, Streetscape Improvements, etc.).

FISCAL IMPACT: No additional impact to the General Fund; funds are available within the General Capital Fund budget per Resolution No. 26-26.

RECOMMENDED ACTION: APPROVE the Complete Streets Improvements (Pavement Management, Streetscape Improvements, etc.) funding allocation plan.

PUBLIC WORKS
778
WHAT ARE COMPLETE STREETS?
3 COMPLETE STREETS are planned, designed, constructed, reconstructed, operated, and maintained to be safe and comfortable for everyone, regardless of age, ability, ethnicity, race, sex, income, disability or chosen transportation mode. Complete Streets provide safe mobility and improved connectivity to community destinations for all users, and especially for people walking, rolling, bicycling, and riding transit, while maximizing the use of the existing public right-of-way by prioritizing space-efficient forms of mobility (walking, cycling, shared mobility, and public transit) over spaceintensive modes (single occupancy auto travel). — Metropolitan Transportation Commission (MTC)

PUBLIC WORKS
779

COMPLETE STREETS ELEMENTS
4 PUBLIC WORKS

CURB RAMPS, CURB

EXTENSIONS, AND

SMOOTH SIDEWALKS TO

MAKE IT EASY FOR

PEDESTRIANS TO CROSS

STREETS AND ACCESS

DESTINATIONS

SPACE FOR PEOPLE DEDICATED

BICYCLE LANES

DESIGNATED

CONNECTED ROUTES

AND LOW-STRESS

FACILITIES THAT

SUPPORT PEOPLE

RIDING BIKES AND

ALTERNATE MODES

OF TRANSPORT
ACTIVE

ROADWAY

TRAFFIC CALMING

MEASURES AND

DESIGN CUES TO

ENCOURAGE SLOWER

SPEEDS AND DRIVER

AWARENESS OF

VULNERABLE ROAD
USERS
MASS

TRANSIT

BUS PULLOUTS,
SHELTERS, TRANSITONLY LANES, AND

SIGNAL PRIORITY TO
CREATE TRANSITFRIENDLY

ROADWAYS
SAFE

CROSSWALKS

CLEARLY MARKED

CROSSWALKS,

SIGNAGE, AND

MEDIANS TO ENSURE

PEDESTRIANS AND

WHEELCHAIR USERS

CROSS SAFELY

MULTI-FUNCTIONAL
ZONES

INTEGRATES PLANTING

STRIPS, GREEN SPACES,

SHARED MOBILITY AND

REFUGE AREAS THAT

PROMOTE COMMUNITY

SPACES WHILE CALMING

TRAFFIC, AND IMPROVING
THE ROADWAY AESTHETICS 780

COMPLETE STREETS PROJECTS IN RICHMOND
5 PUBLIC WORKS
PRE
2023
• 37th Street Bicycle and Pedestrian Improvements
• Carlson Crosstown Phase I
• Castro Ranch Road Rehabilitation
• East Macdonald Avenue (39th Street to TARGET)
• Nevin Avenue (19th Street to 27th Street)
• Nevin Avenue (BART to 19th Street)
• North Richmond Main Streetscape (Fred Jackson Way, Chesley to Grove) • Nystrom Safe Routes to Schools
• Richmond Wellness Trail Phase I
• West Macdonald Avenue (aka Richmond Main Street, Harbour Way to 16th Street)
What projects have
been completed since
2023?
• 7th Street Bicycle Lane (2025)
• Ferry to Bridge to Greenway (2025)
• Yellow Brick Road (2024-2025)
What are
we working
on?
781

COMPLETE STREETS PROJECTS IN RICHMOND
6 PUBLIC WORKS
PROJECT NAME STATUS 2023 2024 2025 2026 2027 2028 2029 2030 13th Street Complete Streets Construction
Barrett Ave. Improvements Design
Bayview to Bart: Potrero Ave. and Bayview Ave. Design
Carlson Crosstown Phase II Design
Downtown Pt. Richmond Bicycle & Pedestrian Connectivity Planning I-80 Central Interchange Phase II Design
McBryde Safe Routes to Parks Design
Macdonald Ave. Pedestrian Crossing Construction
Neighborhood Completed Streets (Phase I and II) Design I II Richmond Wellness Trail Phase II* Design

PROJECT NAME EXTERNAL PHASE
Countywide Smart Signals: 23rd St. and San Pablo Ave. Contra Costa County Transit Authority (CCTA) Design Macdonald Ave. and Cutting Blvd. Transit Improvement Alameda-Contra Costa Transit (AC) Design * Transformation Climate Communities Projects - Community Development Construction Completed
782

PROPOSED FUNDING ALLOCATION SUMMARY
7 COMPLETE STREETS ELEMENTS PROGRAM STRATEGIC
GOAL

ALLOCATION
AMOUNT
Space for People, Dedicated Bicycle Lanes, Active
Roadway, Mass Transit, and Safe Crosswalks Pavement Management 3 $4,270,000 Active Roadway Streetscape Improvements 3 $1,000,000
Space for People, Safe Crosswalks and Active
Roadway
Neighborhood Safety and
Access, Complete Streets, Art
Ordinance
4 $1,000,944
Total $6,270,944

PUBLIC WORKS
COMPLETE STREETS are planned, designed, constructed, reconstructed, operated, and maintained to be safe and comfortable for everyone, regardless of age, ability, ethnicity, race, sex, income, disability or chosen transportation mode. 783

PAVEMENT MANAGEMENT
8 PUBLIC WORKS
$4.27M

PAVEMENT MANAGEMENT
BUDGET
Curb Ramps triggered by
the EXISTING Rubberized
Cape Seal Project.
$600K
Paving adjacent to the EXISTING
Parks Projects: Boorman, Wendell &
Sheilds-Reid Park.
$1.67M
Paving & safety work
MAINTENANCE along the
Richmond Parkway.
$2.00M

STRATEGIC GOALS AND PRIORITIES
Improve the Quality of Life and Community Health/Improve Social Determinants of Health

MAINTENANCE OR REPAIR

OF SIDEWALKS
When will the 3.1.A
work be
completed by?
FALL
2026
FALL
2026
FALL
2026

3.1 Improve maintenance of built environment, parks, and new recreation infrastructure

MAINTENANCE OR REPAIR

OF PAVEMENT

3.1.B

MAINTENANCE OR REPAIR

OF PAVEMENT

3.1.B
784

STREETSCAPE IMPROVEMENTS
9 PUBLIC WORKS
$1.00M

STREETSCAPE IMPROVEMENTS
BUDGET
Sidewalk bulb outs at Macdonald Ave. from 41st to 45th streets to receive planting similar to the median planting palette COMPLETED last year for enhanced aesthetics, consistency, and improved trash removal. Carlson Blvd. medians from I-80 to Ohio to receive planting enhancements to complement the EXISTING Carlson Crosstown Phase II Project.

STRATEGIC GOALS AND PRIORITIES
Improve the Quality of Life and Community Health/Improve Social Determinants of Health When will the
work be
completed by?

IMPROVE MAINTENANCE

OF BUILT ENVIRONMENT,

PARKS, AND NEW

RECREATION

INFRASTRUCTURE -

MAINTENANCE OR REPAIR

OF MEDIANS

3.1.C
SUMMER
2027

BEFORE AFTER
785

SAFETY & OTHERS
10 PUBLIC WORKS
$1.00M

NEIGHBORHOOD SAFETY & ACCESS

COMPLETE STREETS

ART ORDINANCE
BUDGET

STRATEGIC GOALS AND PRIORITIES
Improves safety and
accessibility around the
RYSE Youth Center.
$600K

NEIGHBORHOOD

SAFETY AND
ACCESS
Improves safety and
accessibility around
Morningside Dr.
$250K

NEIGHBORHOOD

SAFETY AND
ACCESS
Purchase and install
speed limit and radar
speed feedback sign.
$60K

COMPLETE

STREETS
Richmond’s Percent
for Art program
dedicates 1.5% of
eligible City projects
over $300,000 to
public art.
$90.9K

ART FUND
Improve Public Safety
When will the
work be
completed
by?
FALL
2026
FALL
2026
FALL
2026

4.1 Improve road, traffic, bike, and pedestrian safety

TRAFFIC/STREET

CALMING PROJECTS IN
QUEUE

4.1.A

TRAFFIC/STREET

CALMING PROJECTS IN
QUEUE

4.1.A

TRAFFIC/STREET

CALMING PROJECTS IN
QUEUE

4.1.A
786

NEXT STEPS
11 DESIGN & CONSTRUCTION: Upon receiving Council direction, Public Works will finalize design and initiate construction activities.

Compliance: All work will adhere to Caltrans 2025 Standards and Richmond Municipal Code requirements.

Recommended Action: APPROVE the Complete Streets Improvements (Pavement Management, Streetscape Improvements, etc.) funding allocation plan.

PUBLIC WORKS
787
12 PUBLIC WORKS

THANK YOU

PUBLIC WORKS

DEPARTMENT
788

May 19, 2026
Public Works
DATE: May 19, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Daniel Chavarria, PE, Director of Public Works / City Engineer
Hillal Hamdan, Senior Civil Engineer
SUBJECT: Fiscal Year 2026–27 Senate Bill 1 Road Maintenance and Rehabilitation Fund Project List
FINANCIAL IMPACT: The City of Richmond is projected to receive $3,251,983 in Fiscal Year 2026-27 Senate Bill 1 (SB 1) Road
Maintenance and Rehabilitation Account (RMRA) funds.

Adoption of the resolution will appropriate these funds to SB 1 (Fund 1019) for eligible roadway maintenance and
rehabilitation activities. SB 1 funds are restricted to transportation-related uses and do not impact the
General Fund. Although this appropriation applies to a
single fiscal year, RMRA revenues are ongoing and are
anticipated annually, subject to future City Council
approval of project lists to maintain funding eligibility.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

The City Council must adopt a resolution approving the
Fiscal Year 2026–27 SB 1 Road Maintenance and
Rehabilitation Account (RMRA) project list and
appropriating associated funds to maintain eligibility for state transportation funding.

AGENDA
REPORT
789

May 19, 2026
RECOMMENDED ACTION: ADOPT a resolution approving the Fiscal Year 2026–27 Senate Bill (SB) 1 Road Maintenance and Rehabilitation
Account (RMRA) project list and APPROPRIATE
$3,251,983 in RMRA funds to SB 1 Fund 1019 - Public
Works Department (Hillal Hamdan 510-621-1612/Robert
Armijo 510-620-5477).

DISCUSSION:

Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017, established the Road Maintenance and Rehabilitation Account (RMRA) to provide dedicated, ongoing funding to local agencies for transportation infrastructure improvements. RMRA revenues are derived from fuel taxes, vehicle fees, and other transportation-related sources and are distributed annually by formula through the California Transportation Commission (CTC).

To remain eligible for RMRA funding, local agencies must adopt, by resolution, an annual project list identifying proposed uses of funds, including a description, location, schedule, and estimated useful life of each project (Attachment 1). The adopted project list must be submitted to the CTC by July 1 of each fiscal year.

For Fiscal Year 2026–27, the City of Richmond is projected to receive $3,251,983 in RMRA funding. These funds represent a key component of the City’s pavement management program and are programmed in coordination with broader capital planning efforts to maintain and preserve the roadway network.

The City utilizes the StreetSaver® Pavement Management System to monitor pavement conditions and guide investment strategies. In recent years, the City has emphasized preventive maintenance treatments—such as slurry seals and cape seals—to extend the service life of pavements on residential and lower-volume streets in a cost-effective manner.

Recent pavement condition data indicates increasing deterioration along arterial corridors, which carry higher traffic volumes and are subject to greater structural loading. These roadways are experiencing conditions such as base failure, potholing, and deep structural distress that cannot be effectively addressed through surface treatments alone. If left unaddressed, these conditions are expected to accelerate deterioration and significantly increase future rehabilitation costs.

Based on current system conditions and lifecycle cost considerations, staff evaluated the following funding strategies:
 Continue preventive maintenance focus: While cost-effective in the short term, this approach does not address structural deficiencies on arterial streets and may result in accelerated deterioration and higher long-term costs. 790

May 19, 2026
 Hybrid approach (preventive + structural): Distributes funding across multiple treatment types but reduces the ability to meaningfully address critical structural failures on high-priority corridors.
 Shift to targeted structural repairs (recommended): Concentrates resources on addressing base failures and structural deficiencies on high-volume roadways, stabilizing pavement conditions and supporting future rehabilitation efforts.
 No action: Would result in the loss of SB 1 funding eligibility and continued deterioration of the City’s roadway network.

Based on this evaluation, City staff recommend prioritizing targeted structural repairs.

This approach aligns with pavement management best practices by addressing the most critical infrastructure needs and minimizing long-term lifecycle costs.

Consistent with this strategy, staff proposes a single project for the FY 2026–27 SB 1 program:
 2026 Paving Project: Base Repair Blitz (Attachment 2) This project will focus on targeted base repairs along arterial corridors, including the removal and replacement of failed pavement sections, recompaction of base materials, and placement of new asphalt concrete (Attachment 3). These improvements address structural deficiencies that cannot be resolved through preventive maintenance treatments.

While SB 1 funds are often distributed across multiple smaller projects, concentrating funding on a single, high-impact arterial repair effort allows the City to address the most critical roadway deficiencies in a meaningful way. This approach maximizes the effectiveness of limited funding by focusing on corridors with the greatest structural need and highest traffic volumes. Construction is anticipated to occur within the Fiscal Year 2026–27 cycle following project development and procurement.

Adoption of the proposed resolution is required to maintain eligibility for SB 1 RMRA funding. The recommended project list reflects current pavement conditions, prioritizes critical arterial infrastructure, and represents the most effective use of limited SB 1 resources to stabilize and extend the life of the City’s roadway network.

Adoption of the proposed resolution is required to maintain eligibility for SB 1 RMRA funding. The recommended project list reflects current pavement conditions, prioritizes critical arterial infrastructure, and represents the most effective use of limited SB 1 resources to stabilize and extend the life of the City’s roadway network. Accordingly, staff recommends that the City Council adopt a resolution approving the Fiscal Year 2026–27 SB 1 project list and appropriating $3,251,983 in RMRA funds to support implementation of the 2026 Paving Project: Base Repair Blitz. 791

May 19, 2026
DOCUMENTS ATTACHED:

Attachment 1 – Resolution
Attachment 2 – Citywide Arterial Base Repair Project List Attachment 3 – 2026 Citywide Arterial Base Repair Project Map 792
Reso. No. XX-26

RESOLUTION NO. XX-26

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA, APPROVING THE FISCAL YEAR 2026–27 SENATE BILL 1 ROAD

MAINTENANCE AND REHABILITATION ACCOUNT (RMRA) PROJECT LIST AND APPROPRIATING $3,251,983 IN RMRA FUNDS
WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017), was enacted to address statewide transportation funding needs and provide dedicated funding for local streets and roads; and WHEREAS, SB 1 includes accountability and transparency provisions to ensure public awareness of transportation investments and project delivery; and WHEREAS, SB 1 funding represents a key source of ongoing revenue for maintaining and rehabilitating the City’s roadway network
WHEREAS, to remain eligible to receive Fiscal Year 2026–27 Road Maintenance and Rehabilitation Account (RMRA) funding, the City must adopt a project list by resolution identifying each proposed project’s description, location, schedule, and estimated useful life; and WHEREAS, the City of Richmond is projected to receive $3,251,983 in RMRA funding for Fiscal Year 2026–27; and
WHEREAS, the City utilizes the StreetSaver® Pavement Management System to evaluate roadway conditions and prioritize cost-effective maintenance and rehabilitation strategies; and
WHEREAS, current pavement condition data indicates increasing structural deterioration on arterial roadways, which require targeted base repairs beyond preventive maintenance treatments; and
WHEREAS, the proposed Fiscal Year 2026–27 SB 1 project list prioritizes high-impact arterial roadway repairs to address critical infrastructure needs and support long-term pavement performance.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Richmond that:

Section 1. The City Council finds that the above recitals are true and correct and are incorporated herein by reference. The City Council further finds that the Agenda Report accompanying this item provides the basis for the actions taken in this Resolution.

Section 2. The City Council approves the Fiscal Year 2026–27 SB 1 RMRA project list, including the 2026 Paving Project: Base Repair Blitz.

Section 3. The City Council appropriates $3,251,983 in RMRA funds to SB 1 Fund 1019 for implementation of the approved project.

Section 4. The City Manager or designee is authorized to submit the project list to the California Transportation Commission and take all actions necessary to secure and administer the funding.

Section 5. The City Clerk is designated as the custodian of the documents and records upon which this decision is based, maintained at the Office of the City Clerk, Richmond City Hall, 450 Civic Center Plaza, Richmond, California.

Section 6. This Resolution shall become effective immediately upon its adoption. *********************
793
Reso. No. XX-26

I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof held May 19, 2026, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

PAMELA CHRISTIAN

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

EDUARDO MARTINEZ
Mayor
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. XX-26, finally passed and adopted by the City Council of the City of Richmond at a regular meeting held on May 19, 2026.

Pamela Christian, Clerk of the City of Richmond
794
Fiscal Year 2026 - 2027 SB 1 RMRA Project List
2026 Paving Project Base Repair Blitz
StreetID Street Name SectionID Beginning End Functional Class
Surface
Type
Length
(ft) Lanes Width(ft)
Area
(sf) PCI Date PCI Treatment*
2026 BR
Unit Cost,
$/SY
2026 Base
Repair Cost
22NDST 22ND STREET 010 N/O CARLSON S/O MCDONALD Arterial AC 940 2 36 33,840 10/25/2023 60 8" Base Repair $ 14.50 $ 54,520 22NDST 22ND STREET 020 N/O MACDONALD S/O ROOSEVELT Arterial AC/AC 1,560 2 36 56,160 10/25/2023 55 8" Base Repair $ 14.50 $ 90,480 23RDST 23RD STREET 010 N/O CARLSON S/O BISSELL Arterial AC 568 3 32 18,176 10/25/2023 52 8" Base Repair $ 14.50 $ 29,284 23STNB 23RD STREET (N/B) 040 PCC SECTION BISSELL Arterial AC 232 2 37 8,584 10/25/2023 71 8" Base Repair $ 3.00 $ 2,861 23STNB 23RD STREET (N/B) 080 N/O RHEEM N CITY LIM (230' N/O RHEEM) Arterial AC 230 2 26 5,980 10/25/2023 42 8" Base Repair $ 14.50 $ 9,634 23STSB 23RD STREET (S/B) 010 N CITY LIM (230' N/O RHEEM) N/O RHEEM Arterial AC 230 2 26 5,980 10/25/2023 42 8" Base Repair $ 14.50 $ 9,634 42NDST 42ND STREET 010 MACDONALD END Arterial AC 180 3 49 8,820 10/26/2023 75 8" Base Repair $ 3.00 $ 2,940 7THST 7TH STREET 050C N/O BARRETT PENNSYLVANIA Arterial AC/AC 1,455 4 49 66,146 10/24/2023 58 8" Base Repair $ 14.50 $ 106,569 7THST 7TH STREET 102 500 N/O LINCOLN HENSLEY Arterial AC/AC 400 4 63 25,200 10/24/2023 35 8" Base Repair $ 14.50 $ 40,600 7THST 7TH STREET 105 HENSLEY FACTORY Arterial AC/AC 460 4 63 28,980 10/24/2023 46 8" Base Repair $ 14.50 $ 46,690 7THST 7TH STREET 110 FACTORY 300' S/O CASTRO Arterial AC/AC 395 3 54 21,330 10/24/2023 56 8" Base Repair $ 3.00 $ 7,110 7THST 7TH STREET 120 RR TRACKS (221' S/O CASTRO) CASTRO Arterial AC/AC 221 2 40 8,840 10/24/2023 60 8" Base Repair $ 3.00 $ 2,947 AMADOR AMADOR AVENUE 030 SOLANO MCBRYDE Arterial AC/AC 2,020 2 30 60,600 10/27/2023 71 8" Base Repair $ 3.00 $ 20,200 AMADOR AMADOR AVENUE 040 MCBRYDE N CITY LIM (150' N/O MCBRYDE) Arterial AC 150 2 29 4,350 10/27/2023 65 8" Base Repair $ 3.00 $ 1,450 ATLAS ATLAS ROAD 020 GIANT N/O RICHMOND PKWY Arterial AC 4,604 4 60 276,240 10/18/2023 50 8" Base Repair $ 14.50 $ 445,053 BARRET BARRETT AVENUE 010C E/O SAN PABLO DIMM STREET @ 720' Arterial AC 720 4 57 41,040 10/15/2024 64 8" Base Repair $ 7.50 $ 34,200 BARREB BARRETT AVENUE (E/B) 010 W/O 6TH STREET W/O HARBOUR WAY Arterial AC/AC 1,081 3 37 39,997 10/24/2023 59 8" Base Repair $ 3.00 $ 13,332 BARREB BARRETT AVENUE (E/B) 020 E/O HARBOUR WAY 30' E/O MARINA Arterial AC/AC 1,131 3 37 41,847 10/24/2023 38 8" Base Repair $ 14.50 $ 67,420 BARREB BARRETT AVENUE (E/B) 090 W/O 27TH STREET W/O 37TH STREET Arterial AC/AC 2,540 2 29 73,660 10/24/2023 66 8" Base Repair $ 3.00 $ 24,553 BARREB BARRETT AVENUE (E/B) 100 W/O 37TH STREET W/O I-80 EAST SI Arterial AC/AC 2,200 2 29 63,800 10/24/2023 74 8" Base Repair $ 3.00 $ 21,267 BARREB BARRETT AVENUE (E/B) 110 I-80-EAST SI W/O SAN PABLO Arterial AC/AC 294 2 36 10,584 10/24/2023 80 8" Base Repair $ 3.00 $ 3,528 BARRWB BARRETT AVENUE (W/B) 010 W/O SAN PABLO I-80-WEST SI Arterial AC 660 2 24 15,840 10/24/2023 71 8" Base Repair $ 3.00 $ 5,280 BARRWB BARRETT AVENUE (W/B) 020 W/O I-80-WEST SI W/O 37TH STREET Arterial AC/AC 1,838 2 29 53,302 10/24/2023 68 8" Base Repair $ 3.00 $ 17,767 BARRWB BARRETT AVENUE (W/B) 030 W/O 37TH STREET W/O 27TH STREET Arterial AC/AC 2,540 2 29 73,660 10/24/2023 70 8" Base Repair $ 3.00 $ 24,553 BARRWB BARRETT AVENUE (W/B) 040 W/O 27TH STREET 24TH STREET Arterial AC/AC 1,017 2 33 33,561 10/24/2023 71 8" Base Repair $ 3.00 $ 11,187 BARRWB BARRETT AVENUE (W/B) 100 E/O MARINA E/O HARBOUR WAY Arterial AC/AC 1,131 3 37 41,847 10/24/2023 61 8" Base Repair $ 3.00 $ 13,949 BARRWB BARRETT AVENUE (W/B) 110 W/O HARBOUR WAY 6TH STREET Arterial AC/AC 980 3 37 36,260 10/24/2023 68 8" Base Repair $ 3.00 $ 12,087 BLUMNB BLUME DRIVE (N/B) 010 HILLTOP GARRITY Arterial AC/AC 582 2 42 24,444 10/18/2023 53 8" Base Repair $ 14.50 $ 39,382 BLUMNB BLUME DRIVE (N/B) 020 GARRITY N/O AUTO PLAZA (S) Arterial AC/AC 1,717 2 31 53,227 10/18/2023 49 8" Base Repair $ 14.50 $ 85,755 BLUMSB BLUME DRIVE (S/B) 030 AUTO PLAZA (S) GARRITY Arterial AC/AC 1,717 2 31 53,227 10/18/2023 59 8" Base Repair $ 7.50 $ 44,356 BLUMSB BLUME DRIVE (S/B) 040 GARRITY N/O HILLTOP Arterial AC/AC 582 2 49 28,518 10/18/2023 61 8" Base Repair $ 7.50 $ 23,765 BROADW BROADWAY 010C N/O 23RD STREET S/O MACDONALD Arterial AC/AC 1,620 4 52 84,240 11/1/2023 63 8" Base Repair $ 3.00 $ 28,080 CANLNB CANAL BOULEVARD (N/B) 010 WHARF RXR SO. CUTTING Arterial AC 2,585 1 27 69,795 10/26/2023 69 8" Base Repair $ 7.50 $ 58,163 CANLNB CANAL BOULEVARD (N/B) 020 RXR SO. CUTTING CUTTING Arterial AC 249 3 40 9,960 10/26/2023 41 8" Base Repair $ 14.50 $ 16,047 CANLSB CANAL BOULEVARD (S/B) 030 CUTTING RXR SO. CUTTING Arterial AC 128 2 27 3,456 10/26/2023 66 8" Base Repair $ 3.00 $ 1,152 CANLSB CANAL BOULEVARD (S/B) 040 RXR SO. CUTTING WHARF Arterial AC 2,718 1 27 73,386 10/26/2023 63 8" Base Repair $ 3.00 $ 24,462 CARLNB CARLSON BOULEVARD (N/B) 010 SO CITY LIMIT VAN FLEET Arterial AC 375 2 28 10,500 10/23/2023 82 8" Base Repair $ 3.00 $ 3,500 CARLNB CARLSON BOULEVARD (N/B) 020 VAN FLEET TEHAMA Arterial AC 3,754 2 30 112,620 10/23/2023 75 8" Base Repair $ 3.00 $ 37,540 CARLSB CARLSON BOULEVARD (S/B) 100 N/O TEHAMA VAN FLEET Arterial AC 3,754 2 30 112,620 10/23/2023 78 8" Base Repair $ 3.00 $ 37,540 CARLSB CARLSON BOULEVARD (S/B) 110 VAN FLEET SO CITY LIMIT Arterial AC 375 2 28 10,500 10/23/2023 75 8" Base Repair $ 3.00 $ 3,500 CENTEB CENTRAL AVENUE (E/B) 010 ISABEL RYDIN Arterial AC 1,804 1 24 43,296 10/30/2023 58 8" Base Repair $ 3.00 $ 14,432 CENTEB CENTRAL AVENUE (E/B) 020 RYDIN W/O 580 OVERPASS Arterial AC 675 1 30 20,250 10/30/2023 46 8" Base Repair $ 14.50 $ 32,625 CENTWB CENTRAL AVENUE (W/B) 010 W/O 580 OVERPASS RYDIN Arterial AC 675 2 42 28,350 10/30/2023 48 8" Base Repair $ 14.50 $ 45,675 CENTWB CENTRAL AVENUE (W/B) 020 RYDIN ISABEL Arterial AC 1,874 1 24 44,976 10/30/2023 43 8" Base Repair $ 14.50 $ 72,461 COLLAV COLLINS AVENUE 020 MORTON S/O GIANT (N) Arterial AC/AC 866 2 32 27,712 10/18/2023 41 8" Base Repair $ 14.50 $ 44,647 CUTTEB CUTTING BOULEVARD (E/B) 050 W/O CANAL W/O HOFFMAN Arterial AC 4,095 2 34 139,230 10/19/2023 80 8" Base Repair $ 3.00 $ 46,410 CUTTEB CUTTING BOULEVARD (E/B) 060 W/O HOFFMAN W/O 580 OVERPASS (W) Arterial AC/AC 217 2 29 6,293 10/19/2023 64 8" Base Repair $ 14.50 $ 10,139 CUTTEB CUTTING BOULEVARD (E/B) 080 E/O 580 OVERPASS (E) HARBOUR WAY Arterial AC 628 2 50 31,400 10/19/2023 38 8" Base Repair $ 14.50 $ 50,589 CUTTEB CUTTING BOULEVARD (E/B) 090C HARBOUR SO 23RD STREET / MARINA WAY PKWY Arterial AC/AC 3,527 2 36 126,972 10/19/2023 56 8" Base Repair $ 3.00 $ 42,324 CUTTEB CUTTING BOULEVARD (E/B) 110 SO 23RD STREET / MARINA WAY PKWY SO 26TH STREET Arterial AC 855 2 30 25,650 10/19/2023 49 8" Base Repair $ 14.50 $ 41,325 1 795
Fiscal Year 2026 - 2027 SB 1 RMRA Project List
2026 Paving Project Base Repair Blitz
StreetID Street Name SectionID Beginning End Functional Class
Surface
Type
Length
(ft) Lanes Width(ft)
Area
(sf) PCI Date PCI Treatment*
2026 BR
Unit Cost,
$/SY
2026 Base
Repair Cost
CUTTEB CUTTING BOULEVARD (E/B) 120 SO 26TH STREET SO 29TH STREET (W) Arterial AC 775 2 30 23,250 10/19/2023 52 8" Base Repair $ 14.50 $ 37,458 CUTTEB CUTTING BOULEVARD (E/B) 130 SO 29TH STREET (W) E/O SPRING Arterial AC 897 2 30 26,910 10/19/2023 51 8" Base Repair $ 14.50 $ 43,355 CUTTEB CUTTING BOULEVARD (E/B) 140 E/O SPRING CARLSON Arterial AC 250 3 33 4,950 10/19/2023 76 8" Base Repair $ 3.00 $ 1,650 CUTTEB CUTTING BOULEVARD (E/B) 180 SO 41ST STREET SO 45TH STREET Arterial AC/AC 1,007 2 23 23,161 10/19/2023 76 8" Base Repair $ 3.00 $ 7,720 CUTTEB CUTTING BOULEVARD (E/B) 190 SO 45TH STREET SO 49TH STREET Arterial AC/AC 1,039 2 23 23,897 10/19/2023 67 8" Base Repair $ 3.00 $ 7,966 CUTTEB CUTTING BOULEVARD (E/B) 200 SO 49TH STREET CITY LIMITS Arterial AC 830 2 24 19,920 10/19/2023 44 8" Base Repair $ 14.50 $ 32,093 CUTTWB CUTTING BOULEVARD (W/B) 010 E CITY LIMIT SO 49TH STREET Arterial AC 830 2 24 19,920 10/19/2023 38 8" Base Repair $ 14.50 $ 32,093 CUTTWB CUTTING BOULEVARD (W/B) 020 SO 49TH STREET SO 45TH STREET Arterial AC/AC 1,039 2 23 23,897 10/19/2023 66 8" Base Repair $ 3.00 $ 7,966 CUTTWB CUTTING BOULEVARD (W/B) 030 SO 45TH STREET SO 41ST STREET Arterial AC/AC 1,007 2 23 23,161 10/19/2023 75 8" Base Repair $ 7.50 $ 19,301 CUTTWB CUTTING BOULEVARD (W/B) 040 SO 41ST STREET SO 37TH STREET Arterial AC/AC 1,050 2 33 34,650 10/19/2023 71 8" Base Repair $ 3.00 $ 11,550 CUTTWB CUTTING BOULEVARD (W/B) 050 SO 37TH STREET STEGE / 34TH STREET Arterial AC/AC 738 2 31 22,878 10/19/2023 71 8" Base Repair $ 3.00 $ 7,626 CUTTWB CUTTING BOULEVARD (W/B) 060 STEGE / 34TH STREET CARLSON Arterial AC 333 2 38 12,654 10/19/2023 75 8" Base Repair $ 3.00 $ 4,218 CUTTWB CUTTING BOULEVARD (W/B) 080 E/O SPRING SO 29TH STREET Arterial AC 897 2 29 26,013 10/19/2023 67 8" Base Repair $ 3.00 $ 8,671 CUTTWB CUTTING BOULEVARD (W/B) 090 SO 29TH STREET SO 26TH STREET Arterial AC 775 2 29 22,475 10/19/2023 58 8" Base Repair $ 3.00 $ 7,492 CUTTWB CUTTING BOULEVARD (W/B) 100 SO 26TH STREET SO 23RD STREET Arterial AC/AC 855 2 29 24,795 10/19/2023 59 8" Base Repair $ 3.00 $ 8,265 CUTTWB CUTTING BOULEVARD (W/B) 110C SO 23RD STREET HARBOUR WAY Arterial AC/AC 3,567 2 33 111,671 10/19/2023 61 8" Base Repair $ 3.00 $ 37,224 CUTTWB CUTTING BOULEVARD (W/B) 140 HARBOUR E/O 580 OVERPASS (E) Arterial AC 628 3 38 23,864 10/19/2023 46 8" Base Repair $ 14.50 $ 38,448 CUTTWB CUTTING BOULEVARD (W/B) 160 W/O 580 OVERPASS (W) W/O HOFFMAN Arterial AC/AC 217 2 30 6,510 10/19/2023 64 8" Base Repair $ 3.00 $ 2,170 CUTTWB CUTTING BOULEVARD (W/B) 170 W/O HOFFMAN W/O CANAL Arterial AC 4,095 2 34 139,230 10/19/2023 75 8" Base Repair $ 3.00 $ 46,410 FACTOR FACTORY STREET 010 N/O HENSLEY END Arterial AC/AC 1,004 2 42 42,168 10/27/2023 48 8" Base Repair $ 14.50 $ 67,937 FACTOR FACTORY STREET 020 7TH STREET END Arterial AC/AC 661 2 42 27,762 10/27/2023 64 8" Base Repair $ 3.00 $ 9,254 FREDJA FRED JACKSON 010 N/O CASTRO S/O DUBOCE Arterial AC 750 3 40 30,000 10/27/2023 54 8" Base Repair $ 14.50 $ 48,333 FREDJA FRED JACKSON 020 S/O DUBOCE N/O GERTRUDE Arterial AC 524 3 40 20,960 10/27/2023 34 8" Base Repair $ 14.50 $ 33,769 FREDJA FRED JACKSON 030 N/O GERTRUDE CHESLEY Arterial AC 221 3 34 7,514 10/27/2023 40 8" Base Repair $ 14.50 $ 12,106 GARREB GARRITY WAY (E/B) 010 HILLTOP MALL RD W/O BLUME Arterial AC 358 3 40 14,320 10/18/2023 62 8" Base Repair $ 3.00 $ 4,773 GARRWB GARRITY WAY (W/B) 010 BLUME HILLTOP MALL RD Arterial AC 358 2 23 8,234 10/18/2023 77 8" Base Repair $ 7.50 $ 6,862 GARVIN GARVIN AVENUE 050 E/O 23RD STREET E/O 29TH STREET Arterial AC 2,332 2 39 90,948 10/26/2023 81 8" Base Repair $ 3.00 $ 30,316 HALLAV HALL AVENUE 010 HARBOUR WAY MARINA WAY Arterial AC 1,048 2 36 37,728 10/19/2023 65 8" Base Repair $ 3.00 $ 12,576 HARSSB HARBOUR WAY SOUTH (S/B) 040 HALL END Arterial AC 1,500 2 25 37,500 10/19/2023 73 8" Base Repair $ 3.00 $ 12,500 HENSAV HENSLEY AVENUE 010 CASTRO 500' E/O CASTRO Arterial AC/AC 500 2 62 31,000 10/24/2023 48 8" Base Repair $ 14.50 $ 49,944 HILLTO HILLTOP DRIVE 010 340' W/O PARK CENTRAL PARK CENTRAL Arterial AC/AC 340 1 53 18,020 10/31/2023 81 8" Base Repair $ 3.00 $ 6,007 HILLEB HILLTOP DRIVE (E/B) 030 E/O MOYERS W/O I-80 OVERPASS Arterial AC/AC 1,146 3 34 38,964 10/31/2023 73 8" Base Repair $ 3.00 $ 12,988 HILLEB HILLTOP DRIVE (E/B) 050 E/O I-80 OVERPASS 340' W/O PARK CENTRAL Arterial AC/AC 980 1 38 37,240 10/31/2023 76 8" Base Repair $ 3.00 $ 12,413 HILLWB HILLTOP DRIVE (W/B) 010 340' W/O PARK CENTRAL E/O I-80 OVERPASS Arterial AC/AC 900 1 30 27,000 10/31/2023 80 8" Base Repair $ 3.00 $ 9,000 HILLMA HILLTOP MALL ROAD 010C HILLVIEW GARRITY Arterial AC 3,140 5 60 176,310 10/18/2023 56 8" Base Repair $ 14.50 $ 284,055 HILLMA HILLTOP MALL ROAD 030 GARRITY KLOSE Arterial AC/AC 1,160 5 52 60,320 10/18/2023 59 8" Base Repair $ 3.00 $ 20,107 HILLVI HILLVIEW DRIVE 030 NORTHRIDGE HILLTOP DRIVE Arterial AC 500 4 54 27,000 10/18/2023 42 8" Base Repair $ 14.50 $ 43,500 IMPERI IMPERIAL AVENUE 020 SAN JOAQUIN CARLSON Arterial AC 200 2 27 5,400 10/30/2023 45 8" Base Repair $ 14.50 $ 8,700 JACUZZ JACUZZI STREET 010 CENTRAL SO CITY LIMIT Arterial AC/AC 1,248 2 30 37,440 10/30/2023 51 8" Base Repair $ 14.50 $ 60,320 KEY KEY BOULEVARD 010CA SO CITY LIMIT S/O MACDONALD Arterial AC/AC 455 2 35 15,925 10/26/2023 48 8" Base Repair $ 14.50 $ 25,657 KEY KEY BOULEVARD 010CB N/O MACDONALD N/O NEVIN Arterial AC/AC 640 2 42 26,880 10/26/2023 61 8" Base Repair $ 3.00 $ 8,960 MACDEB MACDONALD AVENUE (E/B) 030C E/O HARBOUR WAY 293' E/O 16TH Arterial AC/AC 1,940 2 22 41,712 10/24/2023 48 8" Base Repair $ 14.50 $ 67,203 MACDEB MACDONALD AVENUE (E/B) 065 22ND STREET W/O 23RD STREET Arterial AC/AC 325 2 26 8,450 10/24/2023 56 8" Base Repair $ 3.00 $ 2,817 MACDEB MACDONALD AVENUE (E/B) 070 W/O 23RD STREET W/O 27TH STREET Arterial AC/AC 1,361 2 26 35,386 10/24/2023 50 8" Base Repair $ 14.50 $ 57,011 MACDEB MACDONALD AVENUE (E/B) 080 W/O 27TH STREET W/O 37TH STREET Arterial AC/AC 2,544 2 26 66,144 10/24/2023 48 8" Base Repair $ 14.50 $ 106,565 MACDEB MACDONALD AVENUE (E/B) 090 W/O 37TH STREET W/O 41ST STREET Arterial AC/AC 1,015 2 26 26,390 10/24/2023 48 8" Base Repair $ 14.50 $ 42,517 MACDEB MACDONALD AVENUE (E/B) 110 W/O 44TH STREET E/O WILSON Arterial AC/AC 1,061 2 28 29,708 10/24/2023 64 8" Base Repair $ 3.00 $ 9,903 MACDEB MACDONALD AVENUE (E/B) 120 E/O WILSON W/O SAN PABLO Arterial AC/AC 291 3 42 12,222 10/24/2023 40 8" Base Repair $ 14.50 $ 19,691 MACDWB MACDONALD AVENUE (W/B) 030 W/O SAN PABLO AVENUE W/O WILSON Arterial AC/AC 291 2 24 6,984 10/24/2023 50 8" Base Repair $ 14.50 $ 11,252 MACDWB MACDONALD AVENUE (W/B) 040 E/O WILSON W/O 44TH STREET Arterial AC/AC 1,061 2 28 29,708 10/24/2023 62 8" Base Repair $ 3.00 $ 9,903 2 796
Fiscal Year 2026 - 2027 SB 1 RMRA Project List
2026 Paving Project Base Repair Blitz
StreetID Street Name SectionID Beginning End Functional Class
Surface
Type
Length
(ft) Lanes Width(ft)
Area
(sf) PCI Date PCI Treatment*
2026 BR
Unit Cost,
$/SY
2026 Base
Repair Cost
MACDWB MACDONALD AVENUE (W/B) 050 W/O 44TH STREET W/O 41ST STREET Arterial AC/AC 750 4 26 19,500 10/24/2023 56 8" Base Repair $ 7.50 $ 16,250 MACDWB MACDONALD AVENUE (W/B) 060 W/O 41ST STREET W/O 37TH STREET Arterial AC/AC 1,015 2 26 26,390 10/24/2023 51 8" Base Repair $ 14.50 $ 42,517 MACDWB MACDONALD AVENUE (W/B) 070 W/O 37TH STREET W/O 27TH STREET Arterial AC/AC 2,544 2 26 66,144 10/24/2023 46 8" Base Repair $ 14.50 $ 106,565 MACDWB MACDONALD AVENUE (W/B) 080 W/O 27TH STREET W/O 23RD STREET Arterial AC/AC 1,361 2 26 35,386 10/24/2023 55 8" Base Repair $ 14.50 $ 57,011 MACDWB MACDONALD AVENUE (W/B) 100C 293' E/O 16TH E/O HARBOUR WAY Arterial AC 1,940 2 22 41,712 10/24/2023 80 8" Base Repair $ 3.00 $ 13,904 MACDWB MACDONALD AVENUE (W/B) 90A W/O 23RD STREET W/O 22ND STREET Arterial AC 325 2 26 8,450 10/24/2023 35 8" Base Repair $ 14.50 $ 13,614 MBAYNB MARINA BAY PKWY (N/B) 040 S/O MEEKER N/O POTRERO Arterial AC 1,653 3 42 69,426 10/19/2023 43 8" Base Repair $ 14.50 $ 111,853 MBAYNB MARINA BAY PKWY (N/B) 050 POTRERO CUTTING Arterial AC 390 3 42 16,380 10/19/2023 50 8" Base Repair $ 14.50 $ 26,390 MBAYSB MARINA BAY PKWY (S/B) 010 CUTTING POTRERO Arterial AC/AC 390 2 30 11,700 10/19/2023 54 8" Base Repair $ 14.50 $ 18,850 MBAYSB MARINA BAY PKWY (S/B) 020 N/O POTRERO S/O MEEKER Arterial AC 1,653 2 42 59,472 10/19/2023 56 8" Base Repair $ 14.50 $ 95,816 MARSNB MARINA WAY SOUTH (N/B) 010 HALL WRIGHT Arterial AC 2,660 2 22 58,520 10/19/2023 81 8" Base Repair $ 3.00 $ 19,507 MARSSB MARINA WAY SOUTH (S/B) 030 END PCC WRIGHT Arterial AC 135 2 31 4,185 10/19/2023 53 8" Base Repair $ 14.50 $ 6,743 MARSSB MARINA WAY SOUTH (S/B) 040 WRIGHT HALL Arterial AC 2,660 2 22 58,520 10/19/2023 67 8" Base Repair $ 3.00 $ 19,507 MARINE MARINE STREET 040 HWY 580 OFF-RAMP CHEVRON WAY Arterial AC 525 4 52 27,300 10/31/2023 53 8" Base Repair $ 14.50 $ 43,983 PIERCE PIERCE STREET 010 SO CITY LIMIT CENTRAL Arterial AC/AC 1,228 2 36 44,208 10/30/2023 72 8" Base Repair $ 3.00 $ 14,736 RHEEM RHEEM AVENUE 030C E/O 23RD STREET W/O 32ND STREET Arterial AC 3,038 2 40 121,520 10/26/2023 65 8" Base Repair $ 3.00 $ 40,507 RHEEM RHEEM AVENUE 050 E/O 32ND STREET CITY LIMITS Arterial AC 1,140 2 40 45,600 10/26/2023 70 8" Base Repair $ 3.00 $ 15,200 RPKYEB RICHMOND PKWY EB 020 N/O REDWOOD N/O MILLS Arterial AC/AC 1,770 2 33 58,410 9/1/2021 62 8" Base Repair $ 3.00 $ 19,470 GARRNB RICHMOND PKWY EB 020 MACDONALD BARRETT Arterial AC 1,100 2 32 35,200 10/18/2023 72 8" Base Repair $ 3.00 $ 11,733 RPKYEB RICHMOND PKWY EB 030 N/O MILLS N/O GENERAL CHEMICAL ENTR Arterial AC/AC 3,340 2 33 110,520 9/1/2021 51 8" Base Repair $ 14.50 $ 178,060 RPKYEB RICHMOND PKWY EB 040 N/O GENERAL CHEMICAL ENTR N/O HENSLEY Arterial AC/AC 2,170 2 33 71,610 9/1/2021 63 8" Base Repair $ 3.00 $ 23,870 RPKYEB RICHMOND PKWY EB 050 N/O HENSLEY 2,277' @ CASTRO MERGE Arterial AC/AC 2,275 2 34 77,350 9/1/2021 62 8" Base Repair $ 3.00 $ 25,783 RPKYEB RICHMOND PKWY EB 090 W/O GOODRICK W/O PKWY BRIDGE Arterial AC 2,080 2 35 72,800 10/18/2023 62 8" Base Repair $ 3.00 $ 24,267 RPKYEB RICHMOND PKWY EB 110 E/O PKWY BRIDGE S/O HILLTOP Arterial AC/AC 4,700 4 55 258,500 10/18/2023 61 8" Base Repair $ 3.00 $ 86,167 RPKYEB RICHMOND PKWY EB 120 S/O HILLTOP S/O ATLAS Arterial AC 1,760 3 50 88,000 10/18/2023 52 8" Base Repair $ 14.50 $ 141,778 RPKYEB RICHMOND PKWY EB 130 S/O ATLAS W/O SAN PABLO Arterial AC 1,085 3 60 65,100 10/18/2023 44 8" Base Repair $ 14.50 $ 104,883 RPKYEB RICHMOND PKWY EB 160C E/O LAKESIDE W/O BLUME Arterial AC/AC 3,710 3 41 161,920 10/18/2023 70 8" Base Repair $ 7.50 $ 134,933 RPKYEBOF RICHMOND PKWY EB - OFF RAMP 010 RICHMOND PKWY EB RICHMOND PKWY WB - OFF RAMP Arterial AC/AC 1,640 2 24 39,360 9/1/2021 62 8" Base Repair $ 3.00 $ 13,120 RPKYEBON RICHMOND PKWY EB - ON RAMP 010 RICHMOND PKWY WB - ON RAMP RICHMOND PKWY EB Arterial AC/AC 1,208 2 25 30,200 9/1/2021 74 8" Base Repair $ 3.00 $ 10,067 GARRSB RICHMOND PKWY WB 020 BARRETT N/O MACDONALD Arterial AC 1,100 2 32 35,200 10/18/2023 63 8" Base Repair $ 3.00 $ 11,733 RPKYWB RICHMOND PKWY WB 020C E/O SIERRA RIDGE E/O LAKSIDE DRIVE Arterial AC/AC 3,165 2 30 94,950 10/18/2023 70 8" Base Repair $ 3.00 $ 31,650 RPKYWB RICHMOND PKWY WB 040 E/O LAKESIDE DRIVE WIDTH CHANGE (630' E/O SAN PABLO) Arterial AC/AC 680 2 31 21,080 10/18/2023 48 8" Base Repair $ 14.50 $ 33,962 GARRSB RICHMOND PKWY WB 040 MACDONALD W OHIO Arterial AC/AC 2,380 2 32 76,160 10/18/2023 54 8" Base Repair $ 14.50 $ 122,702 RPKYWB RICHMOND PKWY WB 050 WIDTH CHANGE (630' E/O SAN PABLO) W/O SAN PABLO Arterial AC/AC 630 3 62 39,060 10/18/2023 59 8" Base Repair $ 3.00 $ 13,020 RPKYWB RICHMOND PKWY WB 060 W/O SAN PABLO S/O ATLAS Arterial AC 1,085 3 60 65,100 10/18/2023 52 8" Base Repair $ 14.50 $ 104,883 RPKYWB RICHMOND PKWY WB 070 S/O ATLAS S/O HILLTOP Arterial AC 1,760 3 45 79,200 10/18/2023 50 8" Base Repair $ 14.50 $ 127,600 RPKYWB RICHMOND PKWY WB 080 S/O HILLTOP E/O PKWY BRIDGE Arterial AC 4,744 3 48 218,592 10/18/2023 64 8" Base Repair $ 3.00 $ 72,864 RPKYWB RICHMOND PKWY WB 100 W/O PKWY BRIDGE W/O GOODRICK Arterial AC 2,080 2 35 72,800 10/18/2023 47 8" Base Repair $ 14.50 $ 117,289 RPKYWB RICHMOND PKWY WB 180 400 N/O REDWOOD N/O REDWOOD Arterial AC/AC 550 2 54 29,700 9/1/2021 51 8" Base Repair $ 14.50 $ 47,850 RPKYWBOF RICHMOND PKWY WB - OFF RAMP 010 RICHMOND PKWY WB MARKOVICH LN Arterial AC/AC 2,350 2 27 63,450 9/1/2021 61 8" Base Repair $ 14.50 $ 102,225 RPKYWBOF RICHMOND PKWY WB - OFF RAMP 020 MARKOVICH LN GIANT RD Arterial AC/AC 841 2 24 20,184 9/1/2021 55 8" Base Repair $ 14.50 $ 32,519 RPKYWBON RICHMOND PKWY WB - ON RAMP 010 GIANT RD RICHMOND PKWY WB Arterial AC/AC 1,791 2 26 46,566 9/1/2021 61 8" Base Repair $ 14.50 $ 75,023 ROBMNB ROBERT MILLER DRIVE (N/ 010 SAN PABLO HILLTOP Arterial AC/AC 3,000 3 40 120,000 10/18/2023 55 8" Base Repair $ 14.50 $ 193,333 ROBMNB ROBERT MILLER DRIVE (N/ 020 HILLTOP HILLTOP MALL RD Arterial AC/AC 400 2 23 9,200 10/18/2023 75 8" Base Repair $ 3.00 $ 3,067 ROBMSB ROBERT MILLER DRIVE (S/ 010 HILLTOP MALL RD HILLTOP Arterial AC/AC 400 3 34 13,600 10/18/2023 73 8" Base Repair $ 3.00 $ 4,533 ROBMSB ROBERT MILLER DRIVE (S/ 020 HILLTOP SAN PABLO Arterial AC/AC 3,000 2 32 96,000 10/18/2023 55 8" Base Repair $ 14.50 $ 154,667 SANJOA SAN JOAQUIN STREET 020C HUNTINGTON IMPERIAL Arterial AC/AC 2,582 2 30 80,952 10/30/2023 53 8" Base Repair $ 14.50 $ 130,423 SNPBNB SAN PABLO AVENUE (N/B) 040 S/O I-80 (SO SIDE) S/O SOLANO (E SIDE) Arterial AC/AC 1,961 2 31 60,791 10/25/2023 63 8" Base Repair $ 3.00 $ 20,264 SNPBNB SAN PABLO AVENUE (N/B) 050 S/O SOLANO (E SIDE) S/O ESMOND (W SIDE) Arterial AC/AC 1,215 2 31 37,665 10/25/2023 39 8" Base Repair $ 14.50 $ 60,683 SNPBNB SAN PABLO AVENUE (N/B) 060 S/O ESMOND (W SIDE) S/O MCBRYDE (E SIDE) Arterial AC/AC 780 2 31 24,180 10/25/2023 50 8" Base Repair $ 14.50 $ 38,957 3 797
Fiscal Year 2026 - 2027 SB 1 RMRA Project List
2026 Paving Project Base Repair Blitz
StreetID Street Name SectionID Beginning End Functional Class
Surface
Type
Length
(ft) Lanes Width(ft)
Area
(sf) PCI Date PCI Treatment*
2026 BR
Unit Cost,
$/SY
2026 Base
Repair Cost
SNPBNB SAN PABLO AVENUE (N/B) 070 S/O MCBRYDE CITY LIMITS Arterial AC/AC 784 2 31 24,304 10/25/2023 42 8" Base Repair $ 14.50 $ 39,156 SNPBNB SAN PABLO AVENUE (N/B) 100 500' S/O LA PUERTA STANTON Arterial AC 1,390 2 29 40,310 10/25/2023 53 8" Base Repair $ 14.50 $ 64,944 SNPBNB SAN PABLO AVENUE (N/B) 110 STANTON 740' S/O HILLTOP Arterial AC/AC 1,373 2 31 42,563 10/25/2023 47 8" Base Repair $ 14.50 $ 68,574 SNPBNB SAN PABLO AVENUE (N/B) 120 740' S/O HILLTOP 175' N/O RICHMOND PKWY Arterial AC/AC 2,835 2 25 70,875 10/25/2023 52 8" Base Repair $ 14.50 $ 114,188 SNPBSB SAN PABLO AVENUE (S/B) 010 175' N/O RICHMOND PKWY 740' S/O HILLTOP Arterial AC 2,835 2 32 90,720 10/25/2023 73 8" Base Repair $ 7.50 $ 75,600 SNPBSB SAN PABLO AVENUE (S/B) 020 740' S/O HILLTOP STANTON Arterial AC/AC 1,373 2 27 37,071 10/25/2023 58 8" Base Repair $ 3.00 $ 12,357 SNPBSB SAN PABLO AVENUE (S/B) 060 CITY LIMITS S/O MCBRYDE (E SIDE) Arterial AC/AC 725 2 32 23,200 10/25/2023 48 8" Base Repair $ 14.50 $ 37,378 SNPBSB SAN PABLO AVENUE (S/B) 070 S/O MCBRYDE (E SIDE) S/O ESMOND (W SIDE) Arterial AC/AC 782 2 31 24,242 10/25/2023 41 8" Base Repair $ 14.50 $ 39,057 SNPBSB SAN PABLO AVENUE (S/B) 080 S/O ESMOND (W SIDE) SOLANO (E SIDE) Arterial AC/AC 1,220 2 31 37,820 10/25/2023 43 8" Base Repair $ 14.50 $ 60,932 SNPBSB SAN PABLO AVENUE (S/B) 090 S/O SOLANO (E SIDE) S/O CLINTON Arterial AC/AC 646 2 31 20,026 10/25/2023 49 8" Base Repair $ 14.50 $ 32,264 SNPBSB SAN PABLO AVENUE (S/B) 100 S/O CLINTON I-80 (NO SIDE) Arterial AC/AC 1,034 2 37 38,258 10/25/2023 52 8" Base Repair $ 14.50 $ 61,638 S23ST SO 23RD STREET 100 OHIO PCC SECTION Arterial AC/AC 130 4 74 9,620 10/23/2023 68 8" Base Repair $ 3.00 $ 3,207 S23ST SO 23RD STREET 200 CUTTING OHIO Arterial AC/AC 1,980 4 60 118,800 10/23/2023 63 8" Base Repair $ 7.50 $ 99,000 S2NDST SO 2ND STREET 020 FLORIDA OHIO Arterial AC 475 2 40 19,000 10/23/2023 34 8" Base Repair $ 14.50 $ 30,611 SOLANO SOLANO AVENUE 070 AMADOR YUBA ST Arterial AC 570 2 32 18,240 10/27/2023 45 8" Base Repair $ 14.50 $ 29,387 Total 220,723 7,687,251 $ 7,096,199
*Base repair will be improving the pavement section better than what it is currently and repairing the failed pavement section. Without this important step to rebuild the failed pavement structure prior to pavement rehabilitation, the future pavement rehabilitation will prematurely fail within months to a year following treatment. Base repair will itself last longer than the surrounding pavement, but for simplicity it probably adds on the order of 10 years of pavement life to the overall sections that receives treatment. 4 798
Richmond 2026 Citywide
Arterial Base Repair Project
Base
Repair
799

May 19, 2026
Public Works
DATE: May 19, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Daniel Chavarria, PE, Director of Public Works / City Engineer
Hillal Hamdan, PE, Senior Civil Engineer
Subject: Appropriate Funds for the Santa Fe Avenue Slope Stabilization Project
FINANCIAL IMPACT: The proposed action includes $72,623.62 previously transferred from the Santa Rita Road Stabilization Project and the transfer and appropriation of $205,502.81 from
the Active Transportation Program for Cutting/Hoffman
Project for a total design phase budget of $278,126.43
for the Santa Fe Avenue Slope Stabilization Project. In addition, staff is requesting City Council direction to include $1,000,000 from the Insurance Reserve Fund to
the General Capital Fund in the fiscal year 2026–2027
budget for future construction funding (Account Strings:
20136031-400533-23086 and 20136031-400642-23086).

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

A slope failure along Santa Fe Avenue in March 2023
caused erosion and damage to the public right-of-way,
drainage system, and adjacent properties. Interim
measures are in place, but a permanent solution has not been developed. City staff is requesting City Council
approval to appropriate funds to initiate the design of a slope stabilization project.

AGENDA
REPORT
800

May 19, 2026
RECOMMENDED ACTION: ADOPT a resolution to RATIFY the transfer of $72,623.62 from the Santa Rita Road Stabilization
Project; APPROPRIATE $205,502.81 from the QuickBuild project funded through California’s Active Transportation Program for Cutting/Hoffman Project to
fund design and geotechnical services; and
APPROPRIATE $1,000,000 from the Insurance Reserve
Fund to the General Capital Fund in the Fiscal Year
2026–27 budget for construction of the Santa Fe Avenue
Slope Stabilization Project - Public Works Department
(Hillal Hamdan 510-621-1612/Daniel Chavarria 510-620-
5478).

BACKGROUND
On March 10, 2023, a slope failure occurred along Santa Fe Avenue in Point Richmond when water-saturated soil above underlying rock slid downhill (Attachment 1). The slide removed vegetation and soil, sending mud and debris into the roadway, nearby properties, and the storm drainage system. A geotechnical investigation determined that the failure was primarily caused by uncontrolled surface runoff from Golden Gate Avenue above the site. Drainage infrastructure had become buried, and a clogged inlet allowed water to pond and overflow onto the slope, triggering the failure.

Emergency stabilization measures, including plastic sheeting and sandbags, were installed to limit water infiltration and reduce erosion. A follow-up inspection confirmed that these temporary measures remain in place and continue to provide interim erosion control.

These interim measures did not address the underlying drainage deficiencies or provide a permanent stabilization solution. City staff continues to receive inquiries from nearby residents regarding long-term slope stability and potential impacts to adjacent properties and public infrastructure.

Staff evaluated three approaches to address the slope instability:

1. No Action / Continued Monitoring
Maintain temporary stabilization measures and monitor conditions.  Risk: Continued erosion and potential failure during storms.  Limitation: Does not address underlying drainage issues.

2. Interim Repairs Only
Perform localized hillside repairs or maintain temporary stabilization measures.  Risk: Provides only short-term risk reduction.
 Limitation: Delays, but does not resolve, long-term instability. 801

May 19, 2026

3. Full Design and Engineered Stabilization (Recommended) Develop a comprehensive engineering design addressing both slope stability and drainage deficiencies.
 Benefit: Provides a long-term solution, reduces risk, and establishes reliable construction cost estimates.
 Consideration: Requires upfront investment and construction funding at a later stage.

Based on the engineering field report, staff recommend Option 3 as the most effective long-term solution (Attachment 2). Funding for the design phase is available from previously completed capital projects, including the Santa Rita Road Stabilization Project and the California’s Active Transportation Program (ATP) Quick Build – Cutting/Hoffman Project.

The proposed $278,126.43 appropriation will fund additional geotechnical analysis, engineering design, and preparation of construction documents. This work will define the project scope, refine cost estimates, and prepare the project for construction.

The project will proceed in two phases:
 Design Phase (current action): $278,126.43
 Construction Phase (future action): Estimated $1,000,000 (subject to refinement following design)
Design is anticipated to be completed in 2026, subject to consultant performance and site conditions. Construction timing will be refined following completion of design and is subject to future Council appropriation and project constraints.

Including $1,000,000 from the Insurance Reserve Fund in the FY 2026–27 budget will position the City to begin construction promptly following City Council approval.

Construction is anticipated to be completed in early 2027.

Project risks include uncertainty in final construction costs, potential changes in site conditions due to future weather events, and dependence on future funding appropriations. Delaying design may increase the risk of additional erosion and higher long-term repair costs.

Advancing the Santa Fe Avenue Slope Stabilization Project into the design phase will allow the City to address the drainage deficiencies that contributed to the 2023 slope failure and reduce ongoing risk to public infrastructure and adjacent properties.

City staff recommends that City Council adopt a resolution that transfers and appropriates unspent funds to initiate design services and include $1,000,000 from the Insurance Reserve Fund in the FY 2026–27 budget for construction funding (Attachment 3).
802

May 19, 2026
DOCUMENTS ATTACHED:

Attachment 1 – Project Location Map
Attachment 2 – Engineering Field Report
Attachment 3 – Resolution
803
Santa Fe Ave. Mudslide
Area to tarp
804
Questa Engineering Corporation Page 1 of 1
1220 Brickyard Cove Road Point Richmond, CA 94807
Phone: (510) 236-6114 / FAX: (510) 236-2423 FIELD REPORT

TO: Daniel Chavarria, City of Richmond
CC: Rob Chelemedos
Date: 3/10/2023 Project No. 2300019
Project Name: Santa Fe Ave Slope Erosion
Location: Santa Fe Avenue, Point Richmond
Owner: COR Road
Present at Site: Questa- Will Hopkins
COR- Rob Chelemedos
THE FOLLOWING WAS NOTED:
3-10-2023 9:00 am Site visit to observe area of slope erosion mudslide on Santa Fe Avenue in Point Richmond, CA. The slide occurred in soil above the interface with a rock slope below. The slope should be protected by using plastic sheeting and sandbags.

Santa Fe Avenue experienced slope erosion and slope soil failure which stripped much of the soil and vegetation from the slope leaving predominantly bare soil and rock exposed for a portion of the slope. The soil flowed down Santa Fe Ave. on the street and into the street drainage system. Some mud also flowed onto adjacent properties. Main failure occurred at the slope break, where the steepness of the slope becomes much steeper. The soils above the point apparently became saturated and slid off the bedrock surface below.

Photographs 1 and 2. Main soil erosion/slide failure along Santa Fe Ave.

Photographs 3 and 4. Erosion and slumping occurring along adjacent portions of the slope.

Ph
805

Photographs 5 and 6. Street-Trail above Santa Fe. Water from this area was ponding and flowed over the slope in several places leading to erosion-sliding on Santa Fe. A clogged drop inlet was located in this area.

The attached photo shows the general area to tarp, extending from 417 to 409 Santa Fe Ave. We are also including a presentation by Alan Kropp and Associates of typical slope protection methods. The tarping can generally follow this method.

The apparent cause of the failure is excessive runoff from the trail/street above- Golden Gate Avenue. The storm drain ditch and storm drainpipe were completely buried in soil and water was running down the middle of the street and flowing down the slope at different locations. The main slope failure occurred on the slope immediately below the clogged storm drain drop inlet. 3-13-2023 Site visit performed to follow up on tarping of Santa Fe Ave erosion-slide area.

Photographs 7 and 8. Tarped slope on 3-13-2023. Blocked drop inlet on Golden Gate (trail) above Santa Fe.

Signed: W. Hopkins, CEG, Questa Engineering.
806
Santa Fe Ave. Mudslide
Area to tarp
807
Reso. No. XX-26

RESOLUTION NO. XX-26

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND

RATIFYING A PRIOR TRANSFER FROM THE SANTA RITA ROAD

STABILIZATION PROJECT, APPROVING THE TRANSFER AND APPROPRIATION OF FUNDS FROM THE ATP QUICK BUILD – CUTTING/HOFFMAN PROJECT, AND

DIRECTING STAFF TO EVALUATE FUTURE FUNDING FOR THE

CONSTRUCTION PHASE OF THE SANTA FE AVENUE SLOPE STABILIZATION

PROJECT
WHEREAS, on March 10, 2023, a slope failure occurred along Santa Fe Avenue in Point Richmond resulting in erosion, debris flow, and impacts to the public right-of-way, drainage system, and adjacent properties; and
WHEREAS, an engineering field report determined that the failure was primarily attributed to uncontrolled surface runoff and drainage deficiencies; and WHEREAS, the City previously transferred $72,623.62 in unspent funds from the Santa Rita Road Stabilization Project to the Santa Fe Avenue Slope Stabilization Project within the Storm Drainage & Watershed Program, consistent with the Adopted Capital Improvements Plan (Resolution 9225); and
WHEREAS, City staff has identified an additional $205,502.81 in unspent funds from the Active Transportation Program (ATP) Quick Build – Cutting/Hoffman Project that is available for transfer; and
WHEREAS, the proposed appropriation of $278,126.43 will fund design and geotechnical services necessary to develop a permanent slope stabilization solution; and WHEREAS, the design phase will define the scope and cost of construction, which will require a future City Council appropriation; and
WHEREAS, staff recommends considering inclusion of $1,000,000 from the Insurance Reserve Fund to the General Capital Fund in FY 2026–27 budget to support the future construction phase of the project.

THEREFORE, BE IT RESOLVED:

Section 1. The City Council finds and determines that the above recitals are true and correct and incorporates them herein by reference. The City Council further finds that the Agenda Report accompanying this item has served as the basis for the actions taken in this Resolution.

Section 2. The City Council hereby ratifies the administrative transfer of $72,623.62 from the Santa Rita Road Stabilization Project to the Santa Fe Avenue Slope Stabilization Project.

Section 3. The City Council hereby approves the transfer and appropriation of $205,502.81 from the ATP Quick Build – Cutting/Hoffman Project to the Santa Fe Avenue Slope Stabilization Project and authorizes the Public Works Department to implement these appropriations within the General Capital Fund budget to support design and geotechnical services.

Section 4. The City Council hereby directs staff to evaluate and, as appropriate, include the transfer and appropriation of $1,000,000 from the Insurance Reserve Fund to the General Capital Fund in the FY 2026–27 budget for the construction phase of the Santa Fe Avenue Slope Stabilization Project.

Section 5. The City Clerk is designated as the custodian of the documents and materials that constitute the record of proceedings upon which this decision is based. These records are maintained at the Office of the City Clerk, Richmond City Hall, 450 Civic Center Plaza, Richmond, CA 94804.
808
Reso. No. XX-26

Section 6. This Resolution shall become effective immediately upon its passage. *********************
I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof held May 19, 2026, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

PAMELA CHRISTIAN

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

EDUARDO MARTINEZ
Mayor
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. XX-26, finally passed and adopted by the City Council of the City of Richmond at a regular meeting held on May 19, 2026.

Pamela Christian, Clerk of the City of Richmond
809

May 19, 2026
Library and Community Services
Public Works
DATE: May 19, 2026
TO: Mayor Martinez and Members of the City Council
FROM: LaShonda White, Deputy City Manager, Community
Services Department
Gabino Arredondo, Project Manager II
SUBJECT: Contract Amendment No. 3 with Charleston Mobility for Electric Bikeshare Operations
FINANCIAL IMPACT: The proposed $390,000 expenditure is funded by the approved fiscal year 2025-2026 Environmental and
Community Investment Agreement (ECIA) Transportation
Budget, consistent with the First Mile/Last Mile
Transportation Strategic Plan. Sufficient appropriations are available in the designated project accounts (Account Strings: 11785051-400201-2A109/(TCC) 13761019-
400201-16G20).

PREVIOUS COUNCIL
ACTION:

June 4, 2019
July 20, 2021
August 24, 2022
September 12, 2023
January 28, 2025
July 1, 2025

STATEMENT OF THE
ISSUE:

To keep the City of Richmond E-Bike share program
operating, funding in the contract needs to be increased to cover past and future invoices till the end of the FY and allow time for direction to the future of the program during the development of the Fiscal Year 2026/2027
budget. City staff is requesting City Council approval to execute a third contract amendment with provider
Charleston Mobility (DBA Ride Today).

AGENDA
REPORT
810

May 19, 2026
RECOMMENDED ACTION: APPROVE a third contract amendment with Charleston Mobility in an amount not to exceed $390,000 for a total not-to-exceed contract amount of $3,540,341, to support the continued operation of the citywide electric bikeshare program till the end of the fiscal year to allow time to determine the future of the program during the Fiscal
Year 2026-27 budget process; and APPROPRIATE
$390,000 from the Environmental and Community
Investment Agreement (ECIA) Transportation budget to
cover the cost of the contract amendment – Public
Works/Community Services (Gabino Arredondo 510-620-
6606/LaShonda White 510-620-6828). This item was
continued from the April 28, 2026, and May 5, 2026,
meeting.

DISCUSSION
Since 2018, the City of Richmond has operated an electric bikeshare program to provide resident access to electric bikes via bike hubs located throughout the City. The goal of the electric bikeshare program is to expand electric bicycle (e-bike) access through e-bike sharing and education, and to facilitate multimodal transportation in connection with transit and other regional electric bikeshare operators. As previously appropriated funds for the service provider Ride Today are nearly exhausted, City Staff are requesting $390,000 in additional funding from ECIA Transportation Budget to allow services to continue operation until the end of the fiscal year.

PROGRAM HISTORY
On July 18, 2018, the City of Richmond and the Metropolitan Transportation Commission (MTC) entered a grant funding agreement in the amount of $1,024,000 to fund the Bike Share Capital Program to plan and operate a pilot electric bikeshare program. The program was to fund a total of 250 e-bikes, to be stationed at 25 bike hubs located throughout the City. In June 2020, the Richmond Transportation Division successfully launched this pilot electric bikeshare program with bikeshare contractor Bolt Mobility.

Emergency Contract
In July 2022, Richmond’s bikeshare contractor Bolt Mobility abruptly ceased operations within several national markets. Approximately 60 e-bikes were abandoned at various hubs throughout the City, and Bolt Mobility defaulted on their local warehouse lease containing over 150 additional e-bikes and hub equipment. In response, City Council approved an emergency sole-source contract for $345,000 with micromobility firm Charleston Mobility, also known as Ride Today, on August 19, 2022, to save the remaining equipment and relaunch the program as soon as possible. This effort limited deployment to a maximum of 100 e-bikes to allow time for program stabilization, 811

May 19, 2026
equipment repair, community engagement, strategic growth planning, and evaluation of the previous program’s effectiveness.

Transformative Climate Communities

Additionally, the electric bikeshare program was included as part of the City’s Transformative Climate Communities (TCC) grant application to the Strategic Growth Council (SGC) to expand bikeshare access in the underserved neighborhoods of Iron Triangle, Santa Fe, and Coronado (TCC Project Area’). In October 2022, the City and its partners were awarded a $35 million TCC grant, including a total of $998,979.21 to support an expanded bikeshare program through July 2028. This funding included additional e-bikes and hubs, as well as a full-time Community Engagement Manager position to increase awareness and use from residents of these neighborhoods through direct engagement at community events.

PROGRAM RELAUNCH AND CONTINUED FUNDING
The City and Ride Today had a soft launch in September 2023 which included four (4) bike hubs, and 27 deployed e-bikes, with the official launch in February 2024. To support continued operation, on November 20, 2024, the ECIA Transportation Committee received a presentation from Ride Today staff on the bikeshare partnership with the City and approved a recommendation to City Council for $577,484 in ECIA funds to sustain the program for an additional eight (8) months.

At the time of the second contract amendment, a total of 12 bike hubs were installed and in use within the City. As part of the contract amendment, Ride Today anticipated installation of an additional 10 bike hubs with an additional 50 e-bikes in circulation; since the contract amendment, no additional bike hubs have been installed. Additionally, Ride Today notified the City that a government grant funding team was hired in Washington, D.C. with a focus on locating and applying for grant funding; however, the City has not been contacted by this grant team and has not been notified that additional funds have been secured to-date.

On July 1, 2025, the City Council approved a second amendment to the contract with Ride Today and appropriated $410,000 in ECIA funds to support continued program operations for an additional six (6) months.

PROGRAM METRICS
As of December 2025, there are 12 electric bikeshare hubs, including 7 hubs in the TCC Project Area. Additional metrics are listed below in Table 1.

Table 1. Ride Today Program Metrics
Measure July 1, 2025, through
December 4, 2025 To-date a
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May 19, 2026
Registered users in Richmond b 889 new sign-ups
4,238 registered users
(includes new FY25-26
users)
Total trips 578 trips 4,175 trips
Average total trips per day 3.7 trips/day 5.3 trips/day Users who took at least one trip b 200 users 2,021 users Percent of total registered users
who took at least one trip b

4.7% of registered
users

47.7% of
registered users
Repeat users (i.e., users who took
more than one trip)
72 users 723 users
Percent of total registered users
that used bikeshare program more
than once

1.7% of
registered users

17.1% of
registered users
Average # of trips per registered
user b

0.65 trips 0.99 trips
Average # of trips per user who
took at least one trip b

2.89 trips 2.07 trips
Average distance per trip 2.08 miles/trip 2.27 miles/trip Average time per trip 34.4 minutes/trip 37.5 minutes/trip Total CO2 emission reductions
(metric tons) 0.52 metric tons 4.11 metric tons
Positive experience during
ridership 87% 86%
Total City expenditures for
Ride Today c
$261,316.36 $2,777,771.07
Cost to City per tripc $452.10/trip $665.33/trip
Cost to City per user who took at
least one trip during period c
$1,306.58/user $1,374.45/user
Cost to City per ton of CO2
reduced c
$501,566.91/ton of
CO2 reduced
$675,281.65/tons of CO2
reduced
a Data is from program launch in September 2023 through December 4, 2025. b Users who register on Ride Today’s platform may not necessarily end up using the program.

Therefore, this data distinguishes between registered users and users who took at least one trip. c These data include ECIA and TCC funding sources. However, Ride Today has not submitted a TCC-specific invoice since March 2025; therefore, TCC-associated rideshare program costs after March 2025 have not been included here and the presented data is an underestimate of total costs. TCC staff anticipate submission of these late invoices and estimate a total additional cost of approximately $110,000.00. Additionally, these data do not include the initial MTC grant of $1,024,000 which was paid to Bolt Mobility for initial program launch and operations.

As shown in Table 1 above, 4,238 users have registered on Ride Today’s platform, and 4,175 total trips have been taken by users. Of registered users, 2,021 users (47.7%) have taken at least one trip, and 723 users (17.1%) have taken more than one trip. For the period between July 1, 2025, and December 4, 2025, 200 users (4.7%) took at least one trip, and 72 users (1.7%) took more than one trip.
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May 19, 2026
Free Voucher Program
To increase community outreach and encourage ridership, Ride Today began distributing free prepaid ride vouchers to residents of the TCC Project Area in March 2024 through community events and tabling efforts. Each voucher was loaded with an average of $89 in ride credit for recipients to use toward rides.

As of December 2025, a total of 1,478 vouchers had been distributed and activated in user accounts, representing approximately $125,960 in available ride credits. However, only $15,790.63 (13%) of those credits had been redeemed. The funding request includes expenditures related to vouchers issued and not redeemed.

CO2 reduction
By providing an alternative mode of transportation for riders, the bikeshare program reduces vehicle trips and associated greenhouse gas emissions such as CO2. As shown in Table 1, total rides resulted in CO2 emission reductions of approximately 4.11 tons.

Because CO₂ mixes evenly throughout the atmosphere and causes global climate impacts regardless of where it is emitted, it is considered a global—not local—pollutant.

Therefore, the damages of CO₂ emissions are typically valued using a Social Cost of Carbon that reflects worldwide impacts (e.g. damages associated with increasing global temperatures and sea level rise) rather than local exposure. In November 2023, the EPA published a report estimating the social cost of one ton of CO₂ emissions at $209.441. Therefore, total CO₂ emission reductions from the bikeshare program can be associated with an estimated $860.79 reduction in damages globally.

CONTINUED FUNDING AND FUTURE OF THE PROGRAM
Although customers pay a fee to ride the electric bikes, Ride Today is not financially viable without continued financial support from the City. The program has been funded through the ECIA Grant Funds; however, these funds are in their last year of existence. In order to keep the City of Richmond E-Bike share program operating and pay any outstanding invoices, funding in the contract needs to be increased to cover past and future invoices until the end of the FY 2025-26 and allow time for direction to the future of the program during the city budget development process of the Fiscal Year 2026-27 budget. After detailed review and reconciliation of the current contract and budget, City staff realized that there were minimal funds remaining to cover the costs of the City-wide portion of the e-bike program, as the funds available on the contract were allocated to the TCC-portion of the fund. Therefore, City staff is requesting City Council approval to execute a third contract amendment with provider Charleston Mobility (DBA Ride Today).
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May 19, 2026

NEXT STEPS
During the Fiscal Year 2026-2027 budget discussion, City staff will bring a detailed report regarding the future of the e-bike program for City Council consideration. At that time, City Council can determine if the e-bike program should: (1) continue as-is with a limited number of e-bikes and bikehubs, (2) expand to increase the e-bike offerings to additional locations throughout the City, or (3) conclude within the first quarter of FY 2026-27 with the City offering other opportunities for e-bikes and/or other forms of alternative transportation to support first mile-last mile connections.

SYNERGISTIC POLICIES
The Richmond First Mile/Last Mile Transportation Strategic Plan builds upon recent planning efforts that focus on improved transit connectivity, enhanced accessibility, and reduced greenhouse gas emissions.

The Bicycle Master Plan sets forth a blueprint for completion of a 145-mile system of bikeways and support facilities within Richmond. The Plan builds upon the existing system of on street and off-street bicycle facilities throughout the City, focusing on connections between neighborhoods, safe routes to schools and access to major destinations such as employment centers, stores and shops, parks, trails and open space areas. The Plan also includes criteria for defining different types of bicycle facilities, a listing of priority projects, recommendations for increasing the supply of bicycle parking, design standards and education and safety programs. One of the goals includes increasing the number of people of all ages and backgrounds who bicycle for transportation, recreation and health.

DOCUMENTS ATTACHED:

Attachment 1 – Draft - Charleston Mobility Bike Share Contract Amendment 3 Attachment 2 – Charleston Mobility Bike Share Contract Original, Amendment 1 and 2 [Combined]
Attachment 3 – Draft e-bike program presentation
815
DocID #34720v1

CITY OF RICHMOND

CONTRACT AMENDMENT
The parties to this Contract Amendment do mutually agree and promise as follows:

1. Parties. The parties to this Contract Amendment are the City of Richmond, a public body corporate and politic, and the following named Contractor:

Contractor Name:

Street Address:

City, State, Zip Code:

Contact Person:

Telephone: Email:

Business License No:

A California: corporation, limited liability corporation, general partnership, limited partnership, individual, non-profit corporation, individual dba as [specify:] _________________________________________ other [specify:] ___________________________________________________

2. Purpose. This Contract Amendment is being entered into to amend the following Contract between City and Contractor (list terms in effect on the date of initial Contract approval):

City Council Approval Date/City Manager Execution Date: ____________________________ Effective Date: ___________________; Termination Date: ____________________________ Payment Limit: ___________________.
[check box if applicable] The Contract was previously amended, as described in the amendment history attached to this Contract Amendment, and the terms and conditions of any amendments shall be deemed to be a part of the Contract.

3. Contract Provisions. The parties hereto agree to continue to abide by those terms and conditions of the Contract, including any amendments thereto, which are unaffected by this Contract Amendment, and which shall remain in full force and effect.

Department: City Project Manager:

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

Vendor No: Contract No:

Description of Services:

Amendment No. ___ modifies the (check all that apply):

Term Payment Limit Service Plan
Complete the Amendment History page if this Amendment is the 2nd or subsequent amendment.

Community Services - Transportation Gabino Arredondo [email protected] 510.620.6606 15552 6711 Amended contract for continued electric bike share program operations. 3 Charleston Mobility, LLC 433 Bishop Street, Suite B1 Atlanta, GA 30318 David Touwsma 4042299889 [email protected] 4006-3371 Delaware September 19, 2023 September 19, 2023 September 19, 2028 $2,162,857.00 816
DocID #34720v1 Modified January 14, 2025

4. Amendment Provisions. This Contract Amendment is subject to the Amendment Provisions attached hereto, which are incorporated herein by reference, and which control over any conflicting provisions of the Contract.

5. City of Richmond Business License Active Status Maintained. Pursuant to Municipal Code Section

7.04.030, the Contractor must maintain its City of Richmond business license for this Contract Amendment to be deemed to be in effect.

6. Insurance Coverage Updated and Maintained. Pursuant to the Contract, the Contractor shall provide the City with updated insurance certificates, and the Contractor shall maintain insurance coverage, for this Contract Amendment to be deemed to be in effect.

7. Authority; Counterparts; Signatures. Each of the signatories hereto represents and warrants that he or she has the authority to execute this Contract Amendment for the Party on whose behalf he or she is executing this Contract Amendment. This Contract Amendment may be executed in one or more counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. The Parties may rely on electronic or scanned signatures as originals. Delivery of an executed signature page of this Contract Amendment by electronic format (including pdf) shall be the same as delivery of an original executed signature page.

CITY OF RICHMOND,
a municipal corporation
By: ________________________________
Title: ______________________________
Date Signed: ________________________
I hereby certify that this Amendment has been
approved by the City Council or executed by the
City Manager.

By: _______________________________
City Clerk
Approved as to form:

By: _______________________________
City Attorney
[CONTRACTOR NAME]
(*If applicable, the Corporation Chairperson of the
Board, President, or Vice-President should sign
below.)
By: ____________________________________
Title: __________________________________
Date Signed: ____________________________
(*If applicable, the Corporation Chief Financial Officer or Assistant Treasurer, or Secretary or Assistant
Secretary should sign below.)
By: ___________________________________
Title: __________________________________
*(NOTE: Pursuant to California Corporations
Code Section 313, if Contractor is a corporation or
nonprofit organization, this Contract (1) should be
signed by the Chairperson of the Board, President
or Vice-President and the Chief Financial Officer
or Assistant Treasurer, or Secretary or Assistant
Secretary; (2) should have both signatures
conform to designated representative groups
pursuant to Corporations Code Section 313.)
Charleston Mobility, LLC
817
DocID #34720v1 Modified January 14, 2025

AMENDMENT PROVISIONS (AMENDMENT HISTORY)
If no prior amendments, skip to next page.

The first Contract Amendment was approved by City Council or executed by the City Manager on ______________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The second Contract Amendment was approved by City Council or executed by the City Manager on _________________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The third Contract Amendment was approved by City Council or executed by the City Manager on _______________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The fourth Contract Amendment was approved by City Council or executed by the City Manager on ________________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The fifth Contract Amendment was approved by City Council or executed by the City Manager on ________________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The sixth Contract Amendment was approved by City Council or executed by the City Manager on _______________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
January 28, 2025 577,484.00 2,740,341.00 July 1, 2025 410,000.00 3,150,341.00 April 28, 2026 390,000 3,540,341 818
DocID #34720v1 Modified January 14, 2025

AMENDMENT PROVISIONS (TERM, PAYMENT LIMIT AND/OR SERVICE PLAN) Check all that apply:

TERM

PAYMENT
LIMIT

SERVICE
PLAN
Paragraph 2 (Term) of the Contract is hereby amended to extend the Contract term. Paragraph 2 of the Contract is amended to read as follows:
"2. Term. The effective date of this Contract is
________________________________________________________ (Insert Contract Effective Date)
and it terminates
________________________________________________________. (Insert new Contract termination date)
unless sooner terminated as provided herein."
Paragraph 3 (Payment Limit) of the Contract is hereby amended to increase the payment limit by $__________________. Paragraph 3 of the Contract is amended to read as follows:
"3. Payment Limit. City's total payments to Contractor under this Contract shall not exceed $_____________________ including expenses."
“The City shall not pay for services that exceed the Contract Payment Limit without the prior written approval of the City Council or executed by the City Manager if the total Contract amount does not exceed $10,000 or without the prior approval of the City Council if the total Contract amount is over $10,000.” The Service Plan (Exhibit A) of the Contract is hereby amended to include the following tasks and/or services:
(Insert description of additional tasks/services. Use additional pages if necessary.) ■ 390,000.00 3,540,341.00
819
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements - Type 2:

Professional Services
Type 2 – Page 1 of 3
Revised: September 2011
In all instances where CONTRACTOR or its representatives will provide professional services (architects, engineers, construction management, counselors, medical professionals, hospitals, clinics, attorneys, consultants, accountants, etc.) to the City of Richmond (City), the City requires the following MINIMUM insurance requirements and limits.

CONTRACTOR shall procure and maintain for the duration of the contract, agreement, or other order for work, services or supplies, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the CONTRACTOR, its agents, representatives, employees or subcontractors. Maintenance of proper insurance coverage is a material element of the contract. Failure to maintain or renew coverage or to provide evidence of renewal may be treated by the City as a material breach of contract.

CONTRACTOR agrees that in the event of loss due to any of the perils for which it has agreed to provide Commercial General Liability insurance, CONTRACTOR shall look solely to its insurance for recovery.

CONTRACTOR hereby grants to CITY, on behalf of any insurer providing Commercial General Liability insurance to either CONTRACTOR or CITY with respect to the services of CONSULTANT herein, a waiver of any right to subrogation which any such insurer of said CONTRACTOR may acquire against the CITY by virtue of the payment of any loss under such insurance.

Original, signed certificates and original, separate policy endorsements, naming the City as an additional insured for general liability coverage, as well as a waiver of subrogation for Workers’ Compensation insurance, shall be received and approved by the City before any work may begin. However, failure to do so shall not operate as a waiver of these insurance requirements.

City reserves the right to modify or require additional coverages for specific risk exposures depending on scope of CONTRACTORS work.

Minimum coverage is detailed below. The policy limits of coverage shall be made available to the full limits of the policy. The minimum limits stated herein shall not serve to reduce the policy limits of coverage of CONTRACTOR.

Minimum Scope of Insurance – the following forms shall be provided and coverage shall be at least as broad as the following:

1. Insurance Services Office Commercial General Liability coverage (ISO Occurrence Form CG 0001), and including coverage for bodily and personal injury, property damage, and products and completed operations (if applicable).

2. Insurance Services Office Automobile Liability coverage (ISO Form CA 0001, Code 1, Any Auto).

3. Original and Separate Additional Insured Endorsement for General Liability (ISO Form CG 20 10 11/85 or its equivalent) with primary and non-contributory language.

4. Workers’ Compensation Insurance as required by the State of California including Employer’s Liability coverage.

5. Original and Separate Waiver of Subrogation for Workers’ Compensation insurance.

6. Professional Liability or Errors & Omissions Liability Insurance appropriate to the CONTRACTOR’s profession (if required.)
Required Coverage Minimum Limits
Workers’ Compensation and
Employers’ Liability
Statutory limits as required by the State of California including $1 million Employers’ Liability per accident, per employee for bodily injury or disease.

If CONTRACTOR is self-insured, provide a certificate of Permission to SelfInsure, signed by the California Department of Industrial Relations and SelfInsurance. If contractor is a sole proprietor (has no employees) than contractor must sign “Contractor Release of Liability” found at:
http://www.ci.richmond.ca.us/index.aspx?nid=61.

General Liability
(primary and excess limits
combined)
$2,000,000 per occurrence for bodily injury, personal injury and property damage. If the policy includes a general aggregate, either the general aggregate shall apply separately to this project, service or location or the minimum required aggregate limit shall be twice the per occurrence limit ($4 million aggregate limit).

Policy shall be endorsed to name the City of Richmond as an additional insured per the conditions detailed below.
820
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements - Type 2:

Professional Services
Type 2 – Page 2 of 3
Revised: September 2011
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage.

PROJECT COST REQUIRED LIMIT
$0 - $1 million $1 million p/o
$1 million - $5 million $2 million p/o
Over $5 million $5 million p/o

Professional Liability or Errors &
Omissions Liability –
Required for all professionals
including architects, engineers,
consultants, construction
management, counselors, medical
professionals, hospitals, clinics,
attorneys and accountants, & other
consultants as may be required by
the City.

Required Policy Conditions
Additional Insured Endorsement Applicable to General Liability coverage.

The City of Richmond, its officers, officials, employees, agents and volunteers are to be named as additional insureds for all liability arising out of the operations by or on behalf of the named insured including bodily injury, deaths and property damage or destruction arising in any respect directly or indirectly in the performance of this contract.

ISO form CG 20 10 (11/85) or its equivalent is required. If the Contractor is supplying their product or providing a service then the endorsement must not exclude products and completed operations coverage. If it does, then CG 20 37 (10/01) is also required.

SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61.

Primary and Noncontributory The contractor’s insurance coverage must be primary coverage as it pertains to the City, its officers, officials, employees, agents and volunteers. Any insurance or self insurance maintained by the City is wholly separate from the insurance of the contractor and in no way relieves the contractor from its responsibility to provide insurance.

Waiver of Subrogation
Endorsement Form
Contractor’s insurer will provide a Waiver of Subrogation in favor of the City for Workers’ Compensation Insurance during the life of this contract.

SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61.

Deductibles and Self-Insured
Retentions
Any deductible or self-insured retention must be declared to and approved by the City. At the option of the City either the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City or the CONTRACTOR shall procure a financial guarantee in an amount equal to the deductible or self-insured retention guaranteeing payment of losses and related investigations, claims administration and defense expenses.

Contractor is responsible for satisfaction of the deductible and/or self-insured retention for each loss.

A. M. Best Rating A:VII or Better. If the A.M. Best Rating falls below the required rating, CONTRACTOR must replace coverage immediately and provide notice to City.

Umbrella/Excess Liability Policies
If an Umbrella or Excess Liability Policy is used to meet the liability limits, coverage shall be as broad as specified for underlying coverage’s and cover those insured in the underlying policies. 821
___ Exhibit F
___ Section 8
City of Richmond - Insurance Requirements - Type 2:

Professional Services
Type 2 – Page 3 of 3
Revised: September 2011
Claims-Made Policies
If any insurance policy is written on a claims-made form: 1) the retroactive date must be shown, and must be before the date of the contract or the beginning of contract work. 2) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. 3) If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective date, the Contractor must purchase an extended period coverage for a minimum of five (5) years after completion of contract work.

Subcontractors
CONTRACTOR shall include all subcontractors as insured under its policies or shall furnish to the City for review and approval, separate certificates and endorsements for each subcontractor. All coverage for subcontractors shall be subject to all of the requirements stated herein.

CONTRACTOR agrees to defend and indemnify the City of Richmond for any damage resulting to it from failure of either CONTRACTOR or any subcontractor to take out or maintain the required insurance policies. The fact that insurance is obtained by CONTRACTOR, and/or CONTRACTOR’s subcontractors, will not be deemed to release or diminish the liability of CONTRACTOR, including, without limitation, liability under the indemnity provisions of this contract. Damages recoverable by CITY from CONTRACTOR or any third party will not be limited by the amount of the required insurance coverage.

Verification of Coverage
All original certificates and endorsements shall be received and approved by the City before work may begin.

The City of Richmond reserves the right to require complete, certified copies of all required insurance policies including endorsements affecting the coverage at any time.

Original insurance certificates and required policy endorsements shall be mailed or delivered to the Designated Project Manager for the City of Richmond.

Insurance certificates and endorsements may be faxed to the Designated Project Manger. However, CONTRACTOR must mail the original certificates and endorsements to Designated Project Manager once faxed.

Continuous Coverage
CONTRACTOR shall maintain the required insurance for the life of the contract. Should the CONTRACTOR cease to have insurance as required during this time, all work by the CONTRACTOR pursuant to this agreement shall cease until insurance acceptable to the City is provided. In the event that CONTRACTOR fails to comply with the City’s insurance requirements, the City may take such action as it deems necessary to protect the City’s interests. Such action may include but is not limited to termination of the contract, withholding of payments, or other actions as the City deems appropriate.

If services or the scope of work extend beyond the expiration dates of the required insurance policies initially approved by the City, CONTRACTOR must provide updated certificates and endorsements indicating that the required coverage, terms and conditions are still in place. Renewal certificates and updated endorsements shall be mailed to the Designated Project Manager.

Cancellation
CONTRACTOR shall ensure that coverage shall not be cancelled, reduced or otherwise materially changed except after thirty (30) days’ prior written notice has been given to the City.

Reporting Requirements
Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees or volunteers.

Consistent with Public Policy
The insuring provisions, insofar as they may be judged to be against public policy shall be void and unenforceable only to the minimum extent necessary so that the remaining terms and provisions herein may be consistent with public policy and thus enforceable.
822
ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED?

INSR ADDL SUBR

LTR INSD WVD
PRODUCER CONTACT NAME: PHONE FAX
(A/C, No, Ext): (A/C, No): E-MAIL ADDRESS:

INSURER A :

INSURED INSURER B :

INSURER C :

INSURER D :

INSURER E :

INSURER F :

POLICY NUMBER POLICY EFF POLICY EXP TYPE OF INSURANCE (MM/DD/YYYY) (MM/DD/YYYY) LIMITS

AUTOMOBILE LIABILITY

UMBRELLA LIAB

EXCESS LIAB WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

AUTHORIZED REPRESENTATIVE
EACH OCCURRENCE $ DAMAGE TO RENTED CLAIMS-MADE OCCUR PREMISES (Ea occurrence) $ MED EXP (Any one person) $ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ PRO- POLICY JECT LOC PRODUCTS - COMP/OP AGG OTHER: $ COMBINED SINGLE LIMIT
(Ea accident) $ ANY AUTO BODILY INJURY (Per person) $ OWNED SCHEDULED AUTOS ONLY AUTOS BODILY INJURY (Per accident) $ HIRED NON-OWNED PROPERTY DAMAGE AUTOS ONLY AUTOS ONLY (Per accident) $
$ OCCUR EACH OCCURRENCE CLAIMS-MADE AGGREGATE $ DED RETENTION $ PER OTH- STATUTE ER E.L. EACH ACCIDENT E.L. DISEASE - EA EMPLOYEE $
If yes, describe under DESCRIPTION OF OPERATIONS below E.L. DISEASE - POLICY LIMIT INSURER(S) AFFORDING COVERAGE NAIC #

COMMERCIAL GENERAL LIABILITY
Y / N
N / A
(Mandatory in NH)

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

CERTIFICATE HOLDER CANCELLATION
ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved.

CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)
$
$
$
$
$
The ACORD name and logo are registered marks of ACORD
10/17/2025
(763) 271-1759
15792
Charleston Mobility LLC
433 Bishop St NW
Unit #B1
Atlanta, GA 30318
35351
22985
A 1,000,000
X B0180PN2509950 9/18/2025 9/18/2026 100,000
5,000
1,000,000
2,000,000
2,000,000
B 2,000,000
X XS F405960 9/18/2025 9/18/2026 2,000,000
C
QWC1496779 10/17/2025 10/17/2026 1,000,000 Y 1,000,000
1,000,000
D Cyber Liability ESN0040278291 3/10/2025 Aggregate 1,000,000 The City of Richmond, its officers, officials, employees, agents and volunteers are included as an Additional Insured under the General Liability on a Primary/Non-Contributory basis when required by written contract. Excess Liability policy follows form over the General Liability as respects to additional insureds (on a primary/non-contributory basis including completed operations).

City of Richmond
CHARMOB-01 CTRAETOW
Christensen Group, Inc.
9855 W 78th Street
Suite 100
Eden Prairie, MN 55344-8004
Kate Ergen
[email protected]
Underwriters At Lloyds London
Great American Risk Solutions Surplus Lines Ins Co
Sequoia Insurance Company
CFC Underwriting
X
3/10/2026
X
X
X
X X
823
FORM NUMBER:

EFFECTIVE DATE:

The ACORD name and logo are registered marks of ACORD

ADDITIONAL REMARKS

ADDITIONAL REMARKS SCHEDULE
FORM TITLE:

Page of

THIS ADDITIONAL REMARKS FORM IS A SCHEDULE TO ACORD FORM, ACORD 101 (2008/01)
AGENCY CUSTOMER ID:

LOC #:

AGENCY NAMED INSURED

POLICY NUMBER

CARRIER NAIC CODE
© 2008 ACORD CORPORATION. All rights reserved.

Christensen Group, Inc.

CHARMOB-01
SEE PAGE 1
1 SEE PAGE 1
ACORD 25 Certificate of Liability Insurance
1 SEE P 1
Charleston Mobility LLC
433 Bishop St NW
Unit #B1
Atlanta, GA 30318 SEE PAGE 1 Fulton

CTRAETOW
1 SLT Wording
This contract is registered and delivered as a surplus line coverage under the Surplus Line Insurance Law, O.C.G.A. Chapter 33-5. 824
Submission #: 1300321-1
Subject: Binder
Insurance Company: Great American Risk Solutions Surplus Lines Insurance Company (Non-admitted) Rated A+ by A.M. Best
Named Insured: Ride Today US LLC
Mailing Address: 433 Bishop St NW Ste B1
Atlanta, GA 30318-4354
Policy Term: September 18, 2025 to September 18, 2026
Policy Number: XS F405960
Coverage: Excess Liability Claims-Made - EXS
Retro Date: Inception
Limits: $2,000,000 Each Occurrence
$2,000,000 Aggregate Limit (Where Applicable)
In Excess of Primary Limits
Primary Limits: Commercial General Liability
Controlling Underlying Insurance
Howden
Each Occurrence $1,000,000
General Aggregate $2,000,000
Products & Completed Operations Aggregate $2,000,000
Personal & Advertising Injury $1,000,000
Premium: Premium Excluding TRIPRA
Premium for TRIPRA
Premium Total
Rate: Flat Charge
Terms and Conditions
Policy Form:

Specimen Packet
Georgia Surplus Lines Notification - GASN (05/20)
Commercial Excess Policy Declarations - EXS6000 (06/19) Forms and Endorsements Schedule - UMX6002 (06/19)
Commercial Excess Policy - EXS0001 (06/19)
Amendment - Limits of Insurance - Defense Within Limits - Following Form - RSX7444 (04/25)
Amendment - Supplementary Payments-Defense Costs-Right to Reimbursement - RSX7398 (07/23)
1300321

825
Premises:

Dock to dock bike sharing
Description of Operation(s), Product(s), or Work:
e-bikes altered or manufactured to exceed 28mph with pedal or throttle assist Amendment of Condition - Maintenance of Underlying Insurance - EXS4022 (06/19) Excess Follow Form Endorsement - Claims-Made - RSX7426 (05/24) General Service of Suit Endorsement - RSM7122 (01/25)
Global Sanction Endorsement - IL7324 (07/21)
In Witness Clause - IL7268 (09/09)
Named Insured - RSM7115 (06/22)
Non-Drop Down for Loss Not Covered - RSX7441 (12/23)
Schedule of Underlying Insurance - UMX6003 (06/19)
Additional Insureds - RSX7434 (11/23)
Anti-Stacking - RSX7430 (11/23)
Limitation of Coverage to Designated Premises, Project or Operation - RSX7276 (10/22)
Access or Disclosure of Confidential or Personal Material or Information - Exclusion - EXS2001 (12/23)
Aircraft Products and Grounding Liability Exclusion - UMX2005 (06/19) Biometric Liability - Exclusion - EXS2119 (02/24)
Care, Custody or Control - Real or Personal Property - Exclusion - EXS2013 (06/19) Cyber Incident - Exclusion - UMX2116 (12/23)
Exclusion - Abuse or Molestation - RSX7264 (11/23)
Exclusion - Aircraft Liability Including Unmanned Aircraft - RSX7293 (11/22) Exclusion - Assault, Battery or Assault and Battery - RSX7253 (08/22) Exclusion - Auto Liability - RSX7413 (06/23)
Exclusion - Claims or Suits Alleging Infringement of Intellectual Property or Unfair Competition - RSX7395 (07/23)
Exclusion - Cross Suits Liability - Any Named Insured Against Any Other Named Insured and Any Additional Insured Against Any Other Additional Insured - RSX7252 (11/24)
Exclusion - Designated Operations, Products, or Work - RSX7530 (02/25) Exclusion - Electronic Data - EXS8017 (10/23)
Exclusion - Employers Liability - RSX7263 (08/22)
Exclusion - Employment Related Practices - RSX7331 (01/23) Exclusion - ERISA - RSX7247 (07/22)
Exclusion - Firearms or Weapons - RSX7329 (02/24)
Exclusion - Human Trafficking - RSX7299 (11/22)
Exclusion - Installation - RSX7287 (10/22)
Exclusion - Metal Gas, Fume and Metal By-Product - RSX7275 (10/22) Exclusion - Monitoring Services and Operations - RSX7517 (10/24) Exclusion - New York Construction or Contracting Operations - RSX7266 (06/22) Exclusion - Perfluoroalkyl or Polyfluoroalkyl Substances (PFAS) - RSX7339 (03/23) Exclusion - Pre-Existing Damage - RSX7267 (07/22)
Exclusion - Professional Liability Errors and Omissions - RSX7268 (07/22) Exclusion - Recording and Distribution of Material or Information in Violation of Statues or Common Law - RSX7407 (05/23)
Exclusion - Wildfire - RSX7352 (01/23)
Liability Arising Out of Lead - Exclusion - EXS2051 (06/19) Nuclear, Biological, or Chemical Exclusion - UMX2058 (06/19) Organic Pathogens - Exclusion - EXS2062 (06/19)
Silica or Related Dust - Exclusion - EXS2072 (06/19)
Uninsured/Underinsured Motorists - Exclusion - EXS2065 (06/19) Violation of Law Addressing Data Privacy - Exclusion - UMX2117 (12/23) War Liability - Exclusion - EXS2066 (06/19)
Certified Acts of Terrorism - Exclusion - UMX1017 (06/19) 1300321

826
Disclosure Pursuant to Terrorism Risk Insurance Act Rejection of Offer - UMX1013 (09/20)
Subjectivities:

We require the Completed Surplus Lines Filing Confirmation for taxation or fee purposes in: AL, FL, GA, IA, KS, LA, MA, MI, MS, MO, MT, NH, NJ, NY, NC, OK, RI, SC, SD, TN.

We require the Surplus Lines State Notification to the Insured to be completed and/or signed when required as attached to the policy
Flat cancellations are not permitted on any binders
Binders are subject to the minimum retained premium
Primary carrier(s) must have 'A VI' or better A.M. Best Rating Underlying policies must have defense costs in addition to the limits of liability Subject to conditions outlined in proposal
Copies of all underlying policies to be received within 90 days Premiums are Deposit Premiums
Minimum Premiums are 100% of the Advance Premium
Minimum Retained Premium: 25%
Subject to no known loss letter for past five years or number of years in business if less than five.

Subject to no known loss letter for past five years or number of years in business if less than five.

This binder is for informational purposes only. The actual coverages, terms and conditions offered herein may be more restrictive than those requested on your application.

We cannot schedule workers compensation and employers liability policies as underlying policies on umbrella or excess liability policies for Professional Employment Organizations (PEOs) 1300321

827
PLEASE READ THIS CAREFULLY.

GEORGIA SURPLUS LINES NOTIFICATION

THIS CONTRACT IS REGISTERED AND DELIVERED AS A SURPLUS LINES COVERAGE UNDER THE SURPLUS LINES INSURANCE LAW. O.C.G.A. CHAPTER 33-5.

FREQUENTLY ASKED QUESTIONS ABOUT YOUR

SURPLUS LINES POLICY
Your broker has placed the insurance you requested in the "surplus lines market" with one or more surplus lines insurers.

By definition, such surplus lines insurers are not licensed in the state, but this does not mean that the transaction is not regulated. The surplus lines market is an insurance marketplace that is established for the purpose of insuring unique or hard to place risks. Some of the rules that apply to surplus lines insurance policies and surplus lines insurance companies differ from those that govern coverage obtained from insurance companies licensed in your state. In order for you to better understand the surplus lines market and the rights you have in a surplus lines transaction, the following material is provided.

Please read this brochure carefully, and should you have any questions after reading the material, do not hesitate to ask your broker. If you wish further information, please contact the Regulatory Services Division, Room 604 West Tower, 2 Martin Luther King, Jr. Drive, Atlanta, Georgia 30334 or (404) 656-2074 or toll free at (800) 656-2298 (request Regulatory Services Division).

WHAT IS A SURPLUS LINES POLICY?
A surplus lines policy is a policy placed with an insurer that is not licensed (or 'admitted') in this state, but is nonetheless eligible to provide insurance on property or liability insurance protection to citizens of this state through specially licensed agents or brokers known as surplus lines brokers.

WHY AM I GETTING COVERAGE FROM A
SURPLUS LINES INSURER?
Your agent or broker may have been unable to obtain the coverage you requested from insurance companies licensed in this state, but was able to obtain coverage from an eligible surplus lines insurance company. The reason for your agent or broker's action is that the risk or property for which you sought coverage may be unique or have certain risk characteristics that caused licensed insurers to decline to write the policy. In circumstances where licensed insurers will not write the risk, your broker is authorized by state law or regulation to obtain the coverage from a 'surplus lines' insurer.

SINCE THE SURPLUS LINES INSURER IS UNLICENSED,
IS THE TRANSACTION UNREGULATED?
Surplus lines transactions are regulated by state law that require that surplus lines policies be procured only by specially licensed brokers. These are called surplus lines brokers and they are authorized to transact business with certain unlicensed insurers that meet financial and other eligibility standards set by the state. These insurers are known as surplus lines insurers. Your agent may have worked with a licensed surplus lines broker in securing your policy.

Alternatively, your agent may hold a surplus lines broker's license.

IS MY SURPLUS LINES POLICY COVERED BY THE STATE
GUARANTY OR INSOLVENCY FUND?
No. There is no guaranty fund for coverage for surplus lines policies. The guaranty fund, which provides payments in the event that your insurance company becomes insolvent, only covers policies of licensed insurers.

GASN_ 05 20 (Page 1 of 2) 828

HOW IS THE RATE OR PRICE OF A SURPLUS LINES
POLICY DETERMINED?
The rate or premium charged for a surplus lines policy is determined by the surplus lines insurer. As unlicensed insurers, surplus lines insurers do not file their rates or premiums with the state for review or approval.

DOES THE GEORGIA DEPARTMENT OF INSURANCE

REVIEW OR APPROVE THE TERMS AND
CONDITIONS OF THIS POLICY?
Pursuant to O.C.G.A. section 33-5-21.1, policies of surplus lines insurers are not reviewed or approved by the Georgia Department of Insurance.

CAN MY POLICY BE RENEWED OR EXTENDED?
Your surplus lines policy may or may not be renewed or extended when the policy expires. An extension of the policy coverage will be dependent upon the continued unavailability of the policy coverage from insurers licensed in this state and the willingness of the surplus lines insurer to continue to accept the risk. Since a surplus lines policy is generally not subject to the same notice requirements as a policy issued by a licensed insurer, notice of a premium increase for a new policy term or the company's intent not to extend the policy at the same terms and conditions might not be provided until close to the date the policy expires. Therefore, you should keep in contact with your agent or broker, particularly as the expiration of the policy term nears, to ascertain the status of the policy and to assure continuity of coverage.

Jake Malter

NAME OF BROKER OR AUTHORIZED REPRESENTATIVE
GASN_ 05 20 (Page 2 of 2) 829

CITY OF RICHMOND

STANDARD CONTRACT
Department: Project Manager:

Project Manager E-mail: Project Manager Phone No:

PR No: Vendor No: P.O./Contract No:

Description of Services:

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

1. Parties. The parties to this Contract are the City of Richmond (herein referred to as the “City”) and the following named Contractor:

Company Name:

Street Address:

City, State, Zip Code:

Contact Person:

Telephone: Email:

Business License No: / Expiration Date:

A California [ ] corporation, [ ] limited liability corporation [ ] general partnership, [ ] limited partnership, [ ] individual, [ ] non-profit corporation, [ ] individual dba as [specify:] ,
[ ] other [specify:]

2. Term. The effective date of this Contract is and it
terminates unless terminated as provided herein.

3. Payment Limit. City’s total payments to Contractor under this Contract shall not exceed $ . City shall not pay for services that exceed
the Contract Payment Limit unless a contract amendment has been approved by the City Council or City Manager.

4. Contractor’s Obligations. Contractor shall provide those services and carry out that work described in the Service Plan (Exhibit A) which is attached hereto and is incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein.

5. City's Obligations. City shall make to the Contractor those payments described in the Payment Provisions (Exhibit B) which are attached hereto and are incorporated herein by reference, subject to all the terms and conditions contained or incorporated herein.

Transportation Denée Evans
[email protected] 621-1718
Electric Bike Share Operations and expansion

CHARLESTON MOBILITY, LLC
433 BISHOP STREET, SUITE B1
ATLANTA, GA 30318

DAVID TOUWSMA
(404) 229-9889 [email protected]
40063371 December 31, 2023

DELAWARE
September 19, 2023
September 19, 2028
2,162,857.00
✔
15552 6711
DocuSign Envelope ID: 0064AA88-8A12-4A63-9322-EE200ADE5CC3 830
Managing Partner
9/19/23
DocuSign Envelope ID: 0064AA88-8A12-4A63-9322-EE200ADE5CC3 Mayor
831
DocuSign Envelope ID: 0064AA88-8A12-4A63-9322-EE200ADE5CC3 832
DocuSign Envelope ID: 0064AA88-8A12-4A63-9322-EE200ADE5CC3 833
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860
861
862
863
DocID #34720v1

CITY OF RICHMOND

CONTRACT AMENDMENT
The parties to this Contract Amendment do mutually agree and promise as follows:

1. Parties. The parties to this Contract Amendment are the City of Richmond, a public body corporate and politic, and the following named Contractor:

Contractor Name:

Street Address:

City, State, Zip Code:

Contact Person:

Telephone: Email:

Business License No:

A California: corporation, limited liability corporation, general partnership, limited partnership, individual, non-profit corporation, individual dba as [specify:] _________________________________________ other [specify:] ___________________________________________________

2. Purpose. This Contract Amendment is being entered into to amend the following Contract between City and Contractor (list terms in effect on the date of initial Contract approval):

City Council Approval Date/City Manager Execution Date: ____________________________ Effective Date: ___________________; Termination Date: ____________________________ Payment Limit: ___________________.
[check box if applicable] The Contract was previously amended, as described in the amendment history attached to this Contract Amendment, and the terms and conditions of any amendments shall be deemed to be a part of the Contract.

3. Contract Provisions. The parties hereto agree to continue to abide by those terms and conditions of the Contract, including any amendments thereto, which are unaffected by this Contract Amendment, and which shall remain in full force and effect.

Department: City Project Manager:

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

Vendor No: Contract No:

Description of Services:

Amendment No. ___ modifies the (check all that apply):

Term Payment Limit Service Plan
Complete the Amendment History page if this Amendment is the 2nd or subsequent amendment.

Community Services - Transportation Gabino Arredondo [email protected] 510.620.6606 15552 6711 Amended contract for continued electric bike share program operations 2 Charleston Mobility, LLC 433 Bishop Street, Suite B1 Atlanta, GA 30318 David Touwsma 4042299889 [email protected] 4006-3371 Delaware September 19, 2023 September 19, 2023 September 19, 2028 $2,162,857 Docusign Envelope ID: 4E64F14D-1042-4A28-AC66-D0C1BF1D389F Docusign Envelope ID: 35FC0C1C-4E29-4DAF-98A6-98ECB0EA6B74 864
DocID #34720v1 Modified January 14, 2025

4. Amendment Provisions. This Contract Amendment is subject to the Amendment Provisions attached hereto, which are incorporated herein by reference, and which control over any conflicting provisions of the Contract.

5. City of Richmond Business License Active Status Maintained. Pursuant to Municipal Code Section

7.04.030, the Contractor must maintain its City of Richmond business license for this Contract Amendment to be deemed to be in effect.

6. Insurance Coverage Updated and Maintained. Pursuant to the Contract, the Contractor shall provide the City with updated insurance certificates, and the Contractor shall maintain insurance coverage, for this Contract Amendment to be deemed to be in effect.

7. Authority; Counterparts; Signatures. Each of the signatories hereto represents and warrants that he or she has the authority to execute this Contract Amendment for the Party on whose behalf he or she is executing this Contract Amendment. This Contract Amendment may be executed in one or more counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. The Parties may rely on electronic or scanned signatures as originals. Delivery of an executed signature page of this Contract Amendment by electronic format (including pdf) shall be the same as delivery of an original executed signature page.

CITY OF RICHMOND,
a municipal corporation
By: ________________________________
Title: ______________________________
Date Signed: ________________________
I hereby certify that this Amendment has been
approved by the City Council or executed by the
City Manager.

By: _______________________________
City Clerk
Approved as to form:

By: _______________________________
City Attorney
[CONTRACTOR NAME]
(*If applicable, the Corporation Chairperson of the
Board, President, or Vice-President should sign
below.)
By: ____________________________________
Title: __________________________________
Date Signed: ____________________________
(*If applicable, the Corporation Chief Financial Officer or Assistant Treasurer, or Secretary or Assistant
Secretary should sign below.)
By: ___________________________________
Title: __________________________________
*(NOTE: Pursuant to California Corporations
Code Section 313, if Contractor is a corporation or
nonprofit organization, this Contract (1) should be
signed by the Chairperson of the Board, President
or Vice-President and the Chief Financial Officer
or Assistant Treasurer, or Secretary or Assistant
Secretary; (2) should have both signatures
conform to designated representative groups
pursuant to Corporations Code Section 313.)
Charleston Mobility, LLC
Docusign Envelope ID: 4E64F14D-1042-4A28-AC66-D0C1BF1D389F Managing Partner
10/29/2025
Partner 10/29/2025
Docusign Envelope ID: 35FC0C1C-4E29-4DAF-98A6-98ECB0EA6B74 11/5/2025
Mayor
865
DocID #34720v1 Modified January 14, 2025

AMENDMENT PROVISIONS (AMENDMENT HISTORY)
If no prior amendments, skip to next page.

The first Contract Amendment was approved by City Council or executed by the City Manager on ______________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The second Contract Amendment was approved by City Council or executed by the City Manager on _________________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The third Contract Amendment was approved by City Council or executed by the City Manager on _______________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The fourth Contract Amendment was approved by City Council or executed by the City Manager on ________________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The fifth Contract Amendment was approved by City Council or executed by the City Manager on ________________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
The sixth Contract Amendment was approved by City Council or executed by the City Manager on _______________________ for one or more of the following provisions (check those that apply):

Increased contract payment limit by $_________________ for a payment limit not to exceed $ _________________
Term Amendment (insert new termination date): ________________________ Service Plan
January 28, 2025 577,484 2,740,341 July 1, 2025 410,000 3,150,341 Docusign Envelope ID: 4E64F14D-1042-4A28-AC66-D0C1BF1D389F Docusign Envelope ID: 35FC0C1C-4E29-4DAF-98A6-98ECB0EA6B74 866
DocID #34720v1 Modified January 14, 2025

AMENDMENT PROVISIONS (TERM, PAYMENT LIMIT AND/OR SERVICE PLAN) Check all that apply:

TERM

PAYMENT
LIMIT

SERVICE
PLAN
Paragraph 2 (Term) of the Contract is hereby amended to extend the Contract term. Paragraph 2 of the Contract is amended to read as follows:
"2. Term. The effective date of this Contract is
________________________________________________________ (Insert Contract Effective Date)
and it terminates
________________________________________________________. (Insert new Contract termination date)
unless sooner terminated as provided herein."
Paragraph 3 (Payment Limit) of the Contract is hereby amended to increase the payment limit by $__________________. Paragraph 3 of the Contract is amended to read as follows:
"3. Payment Limit. City's total payments to Contractor under this Contract shall not exceed $_____________________ including expenses."
“The City shall not pay for services that exceed the Contract Payment Limit without the prior written approval of the City Council or executed by the City Manager if the total Contract amount does not exceed $10,000 or without the prior approval of the City Council if the total Contract amount is over $10,000.” The Service Plan (Exhibit A) of the Contract is hereby amended to include the following tasks and/or services:
(Insert description of additional tasks/services. Use additional pages if necessary.) ■ 410,000 3,150,341
Docusign Envelope ID: 4E64F14D-1042-4A28-AC66-D0C1BF1D389F Docusign Envelope ID: 35FC0C1C-4E29-4DAF-98A6-98ECB0EA6B74 867
• LASHONDA WHITE, DEPUTY CITY MANAGER - COMMUNITY SERVICES • GABINO ARREDONDO, PROJECT MANAGER
• BEATRIZ GUERRERO AUNA, TRANSFORMATIVE CLIMATE COMMUNITIES (TCC) PROJECT

COORDINATOR
• MATIAS EUSTERBROCK, TRANSFORMATIVE CLIMATE COMMUNITIES (TCC) PROJECT ANALYST Electric Bikeshare Operations
Contract Amendment
City Council Meeting May 5, 2026
DRAFT
868
Recommended Action
2 O.4.c. APPROVE a third contract amendment with Charleston Mobility in an amount not to exceed $390,000 for a total not-toexceed contract amount of $3,540,341, to support the continued operation of the citywide electric bikeshare program till the end of the fiscal year to allow time to determine the future of the program during the Fiscal Year 2026-27 budget process; and APPROPRIATE $390,000 from the Environmental and Community Investment Agreement (ECIA) Transportation budget to cover the cost of the contract amendment – Public Works Department/Community
Services Department
869
Citywide Electric Bikeshare Program History
• July 18, 2018 - City received Metropolitan
Transportation Commission (MTC) funds to operate
pilot electric bikeshare program
• June 2020 - launched pilot bike share with Bolt
Mobility
• July 2022 - Bolt Mobility abruptly ceased operations
• August 19, 2022 - City Council approved an
emergency sole-source contract with Charleston
Mobility, also known as Ride Today
870
Citywide Electric Bikeshare Program History
4 • October 2022, the City and its partners were
awarded a $35 million TCC grant, including a total
of $998,979.21 to support an expanded bikeshare
program
• September 2023, soft launch in September 2023
which included four (4) bike hubs, and 27
deployed e-bikes
• Currently 12 electric bikeshare hubs, including 7 hubs in the TCC Project Area 871
E-Bikeshare Program & Transformative
Climate Communities (TCC)
As part of the City’s $35M Transformative Climate Communities (TCC) grant, the bikeshare program was granted $998,980 in additional funds to expand the program within the Iron
Triangle, Santa Fe, and Coronado neighborhoods
TCC funded 5 bike hubs, as well as a Community Engagement Manager, to increase awareness and adoption of the bikeshare program within these neighborhoods
Free Voucher Program: As of December 2025, a total of 1,478 vouchers, CO2 emission reductions of approximately 4.11 tons 5 872
Ride Today
E-Bike Hub
Locations
6 Currently 12 electric
bikeshare hubs, including
7 hubs in the TCC Project
Area
873
Ridership
Data from
September
2023
through
March 31,
2026
7 Measures
Since Program Launch Fiscal Year (FY) 26
September 2023
through March 2026
July 2025 through
March 2026
Registered users in Richmond 4,560 registered users 1,211 new sign-ups # of trips 4,664 trips 1,067 trips
# of trips per registered user 1.0 trips 0.2 trips
# of trips per day Citywide 5.1 trips/day 3.9 trips/day # of users who took at least one trip 2,226 users 405 users Percent of registered users who took at least one trip 49% 9% # of registered users that used bikeshare program more
than once
810 users 159 users
Percent of registered users that used bikeshare program more than once
18% of
registered users
3% of
registered users
Positive experience during ridership 86% 88%
874
Expenditure
Data
through
March 31,
2026
8 Measures
Since Program
Launch Fiscal Year 26
September 2023
through March 2026
July 2025 through
March 2026
Total City expenditures for Ride Today $2,989,760.62 $512,049.48 Cost to City per trip $641.03/trip $479.90/trip
Cost to City per user who took at least one trip
during period
$1,343.11/user $1,264.32/user
Total CO2emission reductions 4.89 metric tons 1.16 metric tons Cost to City per ton of CO2 reduced
$611,403.009 /ton of CO2
reduced
$441,421.97 /ton of CO2
reduced
875
Next Steps
9 During the Fiscal Year 2026-2027 budget discussion, City staff will bring a detailed report regarding the future of the e-bike program for City Council consideration.

At that time, City Council can determine if the e-bike program should:
(1) continue as-is with a limited number of e-bikes and bike hubs, (2) expand to increase the e-bike offerings to additional locations throughout the City, or
(3) conclude within the first quarter of FY 2026-27 with the City offering other opportunities for e-bikes and/or other forms of alternative transportation to support first mile-last mile connections.
876
Recommended Action
10 APPROVE a third contract amendment with Charleston Mobility in an amount not to exceed $390,000 for a total not-to-exceed contract amount of $3,540,341, to support the continued operation of the citywide electric bikeshare program till the end of the fiscal year to allow time to determine the future of the program during the Fiscal Year 2026-27 budget process; and APPROPRIATE $390,000 from the Environmental and Community Investment Agreement (ECIA) Transportation budget to cover the cost of the contract amendment 877

May 19, 2026
DocID #56077v1
Public Works
DATE: May 19, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Daniel Chavarria, PE, Director of Public Works
Robert Armijo, PE, Deputy Director of Public Works / City Engineer
Andy Cho, PE, Senior Civil Engineer
Subject: Introduce Ordinance Amending Sidewalk Vendor
Regulations (RMC Chapter 7.42)
FINANCIAL IMPACT: There is no immediate fiscal impact associated with the introduction of the proposed ordinance.

Implementation of the updated Sidewalk Vendor
Ordinance will continue to require staffing and/or
contractual resources to support enforcement,
administration, and vendor outreach. These costs are
currently addressed through existing budget allocations; however, future adjustments may be necessary
depending on the level of service, enforcement
expectations, and program structure as directed by the
City Council.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

The City Council is being asked to consider an ordinance revising Chapter 7.42 of the Richmond Municipal Code to improve the administration, clarity, and effectiveness of the City’s Sidewalk Vendor Program.

AGENDA
REPORT
878

May 19, 2026
DocID #56077v1
RECOMMENDED ACTION: INTRODUCE an ordinance (first reading) amending Chapter 7.42 of the Richmond Municipal Code (Sidewalk
Vendor Ordinance) to update administrative procedures,
waiver provisions, and enforcement mechanisms - Public
Works Department (Andy Cho 620-6547/Robert Armijo
620-5477). This item was continued from the April 28,
2026, and May 5, 2026, meeting.

DISCUSSION:

On July 2, 2024, the City Council adopted a Sidewalk Vending Ordinance, codified in Chapter 7.42 of the Richmond Municipal Code, to align with California Senate Bill 946 (SB 946), also known as the Safe Sidewalk Vending Act of 2018, and to promote public health, safety, accessibility, and economic opportunity through the regulation of sidewalk vending. The ordinance established requirements including the need for a special business permit, operational and locational standards, food vending provisions, and enforcement protocols. On the same date, the City Council adopted a companion resolution establishing fees, fines, and administrative penalties to support program implementation.

Following City Council adoption, City staff initiated a multi-departmental effort to implement the ordinance. This included launching an education and outreach campaign to inform vendors of the new requirements and assist them in coming into compliance.

The City launched the enforcement program in August 2024, one month after adoption.

Consultant 4Leaf, Inc., under contract with the City, has provided up to 40 hours per week of field-based code enforcement and outreach.

To support vendors, the City also launched the Mobile Vendor Plaza (The “Lot”) on September 21, 2024, providing a permitted and safe location for vendors to conduct business.

The combination of the vendor enforcement program and the Mobile Vendor Plaza has dramatically reduced unpermitted vendor activity from more than 60 cases in the early stage to less than 20 cases. The City has also received positive feedback from the 23rd Street Merchant Association, demonstrating successful collaboration and improved community relationships.

On July 1, 2025, City staff presented an update to the City Council on the Sidewalk Vendor Program, including enforcement activities, program challenges, and potential areas for ordinance refinement. City Council provided direction to City staff to explore updates to the ordinance, including mechanisms to address site-specific conditions, improve administrative clarity, and ensure alignment with evolving State requirements, including SB 635 (Street Vendor Business Protection Act). 879

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Over the past year, the City has transitioned from a primarily educational approach to a more structured enforcement model. This has included coordination with contract enforcement services, development of standard operating procedures, and increased field presence to promote compliance with the ordinance.

In response to City Council direction to explore updates to the ordinance, City staff reviewed policy alternatives and examined waiver provisions in Chapter 15.04.809 of the Richmond Municipal Code, previously adopted by the Community Development Department (CDD). City staff also received ongoing feedback throughout the year identifying additional areas of Chapter 7.42 that may benefit from clarification or amendment.

To support this effort, City staff consulted with the City Attorney and retained outside counsel to evaluate the current Sidewalk Vending Ordinance, to identify specific aspects appropriate for a waiver provision with emphasis on Chapter 7.42.060 (Operational Requirements) and Chapter 7.42.070 (Cart Location Standards) and to support an ordinance amendment process to ensure comprehensive and efficient reform.

The proposed amendments reflect experience administering the program over the past year and incorporate feedback from the City Council, legal counsel, and internal stakeholders. Through this process, several areas of Chapter 7.42 were identified for clarification or improvement, particularly with respect to administrative procedures, flexibility in applying standards, and alignment with State law.

Recent State legislation, including SB 635, also introduced new requirements related to vendor privacy and administrative processes, necessitating updates to the City’s ordinance. The proposed revisions to Chapter 7.42 are intended to address operational challenges identified during implementation and to provide a more durable administrative framework.

A key component of the update is the introduction of a formal waiver process, allowing limited flexibility in applying operational and location requirements where site-specific conditions warrant. This approach reduces the need for repeated ordinance amendments while maintaining public health and safety protections.

The amendments further clarify administrative procedures, including permit application requirements, denial and revocation criteria, and appeal processes, improving consistency and transparency for both administrators and vendors. In addition, the ordinance incorporates State-mandated provisions related to ability-to-pay determinations and confidentiality requirements under SB 635, ensuring continued compliance with evolving State law.

Key elements of the proposed revisions to Chapter 7.42 include:
 Establishment of a Waiver Process
 Clarification of Administrative Procedures
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May 19, 2026
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 Ability-to-Pay Determinations
 Confidentiality Protections
 Operational and Enforcement Clarity
The proposed amendments provide a more flexible, clear, and legally compliant framework for administering the City’s sidewalk vendor program. Therefore, City staff recommend that the City Council consider the ordinance amending Chapter 7.42 of the Richmond Municipal Code for first reading and adopt the ordinance at a subsequent meeting.

DOCUMENTS ATTACHED:

Attachment 1 – Draft Ordinance Amending Chapter 7.42 of the Richmond Municipal Code
Attachment 2 – Draft Ordinance Amending Chapter 7.42 – Highlighted Changes 881
Ord. No. XX-26 N.S.

ORDINANCE NO. XX-26 N.S.

AN ORDINANCE OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA, AMENDING CHAPTER 7.42 OF THE RICHMOND MUNICIPAL CODE RELATING

TO SIDEWALK VENDING
WHEREAS, the City of Richmond (“City”) is authorized by California Constitution, Article XI, Section 7 to make and enforce within its limits all local, police, sanitary and other ordinances and regulations not in conflict with general laws and that serve and protect the health, safety or welfare of the public; and
WHEREAS, the California Legislature enacted SB 946, the Safe Sidewalk Vending Act (Government Code Section 51038 et seq.), which decriminalized sidewalk vending statewide and limited local regulation to civil administrative penalties and reasonable time, place, and manner restrictions directly related to objective health, safety, and welfare concerns; and WHEREAS, on July 2, 2024, the City Council adopted Ordinance No. 07-24 N.S. adding Chapter 7.42 to the Richmond Municipal Code to regulate sidewalk vending consistent with State law, establishing requirements including a special business permit, operational and locational standards, food vending provisions, and enforcement protocols; and WHEREAS, on the same date, the City Council adopted a companion resolution establishing fees, fines, and administrative penalties to support program implementation; and WHEREAS, following adoption, City staff initiated a multi-departmental enforcement and outreach effort, including contracting with 4Leaf, Inc. to provide field-based code enforcement and launching the Mobile Vendor Plaza (“The Lot”) to provide a permitted and safe location for vendors to conduct business; and
WHEREAS, on July 1, 2025, staff presented a program update to the City Council, and the Council directed staff to explore updates to the ordinance, including mechanisms to address site-specific conditions, improve administrative clarity, and ensure alignment with evolving State requirements; and
WHEREAS, the California Legislature enacted SB 635, the Street Vendor Business Protection Act, which introduced new requirements related to vendor privacy and administrative processes for sidewalk vending programs; and
WHEREAS, in response to Council direction, City staff reviewed policy alternatives, consulted with the City Attorney, and retained outside counsel to evaluate the current ordinance and support the amendment process; and
WHEREAS, the proposed amendments reflect staff’s experience administering the program, incorporate feedback from Council, legal counsel, and internal stakeholders, and are intended to address operational challenges identified during implementation and to provide a more durable administrative framework for the program; and
WHEREAS, a key component of the update is the introduction of a formal waiver process, which allows for limited flexibility in applying operational and location requirements where sitespecific conditions warrant, reducing the need for repeated ordinance amendments while maintaining public health and safety protections; and
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Ord. No. XX-26 N.S.

WHEREAS, the amendments also clarify administrative procedures, including permit application requirements, denial and revocation criteria, and appeal processes, and incorporate State-mandated provisions related to ability-to-pay determinations and confidentiality requirements under SB 635; and
WHEREAS, the City has a significant interest in maintaining accessible and unobstructed sidewalks and pedestrian paths in compliance with the Americans with Disabilities Act (ADA); and
WHEREAS, sidewalk vending carts, equipment, and related activities may impede pedestrian circulation, reduce accessibility, and create safety hazards in the public right-of-way; and
WHEREAS, maintaining clear access to intersections, driveways, transit stops, emergency facilities, and building entrances and exits is necessary to ensure public safety and emergency response; and
WHEREAS, reasonable time, place, and manner restrictions are necessary to prevent congestion, protect neighborhood livability, and ensure the safe and orderly use of the public rightof-way; and WHEREAS, sidewalk vending activities may generate waste and involve equipment that, if not properly regulated, can create unsanitary conditions or pose safety risks; and WHEREAS, the City intends that the regulations in this Chapter are based on objective health, safety, and welfare concerns, are narrowly tailored, and include limited flexibility through a waiver process while allowing sidewalk vending to continue.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF RICHMOND does ordain as follows:

SECTION 1. Amendment of Chapter 7.42
Chapter 7.42 of the Richmond Municipal Code is hereby deleted in its entirety and shall read as follows:

Chapter 7.42

SIDEWALK VENDING

7.42.010 - Definitions.

As used in this Chapter, the terms listed below shall have the following meaning assigned to them:
“Cart” means a pushcart, stand, display, pedal-driven cart, wagon, showcase, rack, or other nonmotorized conveyance.
“Certified farmers’ market” means a location operated in accordance with Chapter 10.5 (commencing with Section 47000) of Division 17 of the Food and Agricultural Code and any regulations adopted pursuant to that chapter.
“Enforcement Officer” means any City employee or agent of the City with authority to enforce any provision of this Code and tasked with enforcement duties under this Chapter. “Roaming sidewalk vendor” means a sidewalk vendor who moves from place to place and stops only to complete a transaction.
“Sidewalk vendor” means a person who sells food or merchandise from a pushcart, stand, display, pedal-driven cart, wagon, showcase, rack, or other nonmotorized conveyance, or from one’s person, upon a public sidewalk or other pedestrian path. Sidewalk vendors include roaming sidewalk vendors and stationary sidewalk vendors.
“Stationary sidewalk vendor” means a sidewalk vendor who vends from a fixed location. “Swap meet” means a location operated in accordance with Article 6 (commencing with Section 21660) of Chapter 9 of Division 8 of the Business and Professions Code, and any regulations adopted pursuant to that article.
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Ord. No. XX-26 N.S.

“Vend” or “vending” means operating as a sidewalk vendor.

7.42.020 - Applicability and enforcement.
(a) Applicability. The requirements of this Chapter shall not apply to the following persons:
(1) Persons delivering goods, wares, merchandise, or food upon order of, or by agreement with, a customer from a store or other fixed place of business or distribution.
(2) Persons selling goods, wares, merchandise, or food from a motorized vehicle, including food trucks.
(b) Enforcement. The requirements of this Chapter shall be enforced by enforcement officers from various City departments as designated by the City Manager, which may include (but not be limited to) designated officers from Public Works and Police.

Enforcement procedures include performing regular inspections of vending locations, applying criteria for assessing violations, ensuring ADA compliance, and maintaining public safety, and coordinating with other departments to streamline enforcement procedures and share data.

7.42.030 - Business license and special business permit required. (a) No person shall operate as a sidewalk vendor without first obtaining, and at all times maintaining, a valid City business license in accordance with Chapter 7.04 of this article, and complying with all requirements of the business license, unless such person qualifies for an exemption under Chapter 7.04 of this article.
(b) No person shall operate as a sidewalk vendor without first obtaining, and all times maintaining, a special business permit in accordance with this Chapter and complying with all requirements of the permit.
(c) The special business permit shall be valid for one year unless revoked or suspended prior to expiration. An application to renew a special business permit under this Chapter shall be made not less than 90 days prior to the expiration of the current permit. A valid business license shall be applied for or renewed concurrently with the special business permit each year.
(d) A separate business license and special business permit shall be required for each cart.

7.42.040 - Permit procedures.
(a) Application for Special Business Permit. An application for a special business permit for sidewalk vending shall be submitted to the Finance Department and include all of the following, to the extent applicable:
(1) The name, address, and telephone number of the applicant and each person who will operate the cart.
(2) A photo identification of the applicant and each person who will operate the cart.
(3) A description of the cart, including the dimensions of the cart, and a photograph of the cart.
(4) A complete list of the food or merchandise to be sold. (5) If the sidewalk vendor is an agent of an individual, company, partnership, or corporation, the name and business address of the principal. (6) The vendor’s California seller’s permit number (California Department of Tax and Fee Administration sales tax number).
(7) A copy of the City of Richmond business license obtained pursuant to Chapter

7.04 of this article.
(8) A copy of any license or permit required from any other State or local agency that is required by law, including, but not limited to, a copy of any required permit from the County Health Department, if required.
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Ord. No. XX-26 N.S.

(9) A certification by the applicant that to his or her knowledge and belief, the information contained in the application is true and that the applicant is aware of their duties provided under this Chapter.
(10) A list of locations within the City that the sidewalk vendor primarily plans to operate.
(11) A certification that the applicant’s proposed operations will comply with both the sidewalk vending operational requirements as set forth in Section 7.42.060 and location requirements set forth in Sections 7.42.070 and 7.42.080. If the applicant believes minor deviations from these requirements are necessary to conduct the applicant’s proposed vending operations, an application for waiver as set forth in Section 7.42.040(b) below shall be submitted with the special business permit application in lieu of such certification.
(12) A statement indicating that the sidewalk vendor will indemnify, release, and hold harmless the City from any claims arising from the sidewalk vendor’s operations, which shall be a condition to obtaining the special business permit necessary for operation.
(b) Application for Waiver. As part of the City’s efforts to accommodate minor deviations from operational and location requirements, an applicant may apply for a waiver of such requirements provided that the waiver request meets the following standards. (1) Applicability. Waiver requests may only be granted for certain minor deviations from the operational requirements as set forth in Section 7.42.060 and location requirements set forth in Sections 7.42.070 and 7.42.080, which have been determined to be compatible with the purpose of this Chapter and are not deemed critical to protecting the public health and safety. Waivers may be granted for the following requirements:
(i) Up to a two-hour extension on the time restrictions set for operating in residential zones as established in Section 7.42.060(d), provided that such operations occur between sunrise and sunset.
(ii) Exceeding the total footprint of the cart allowable as established in Section 7.42.060(e), provided such cart does not obstruct the public rightof-way and maintains compliance with applicable ADA accessibility requirements, including minimum clear path-of-travel standards. (iii) Approval to utilize an additional structure not permitted as established in Section 7.42.060(f).
(iv) Approval to utilize additional signage not permitted as established in Section 7.42.060(o).
(v) Approval to operate not more than 5 feet closer to an entrance or emergency exit of a building during operating hours as set forth in Section

7.42.070(c).
(vi) Approval to operate not more than 5 feet closer to a transit stop as set forth in Section 7.42.070(e).
(vii) Approval to operate not more than 50 feet closer to the nearest vendor or concessionaire participating in a certified farmers’ market or swap meet during the operating hours as set forth in Section 7.42.070(j). (viii) Approval to operate not more than 20 feet closer to a City-permitted special event as set forth in Section 7.42.070(k).
(ix) Approval to operate not more than 50 feet closer to the property line of any public or private school as set forth in Section 7.42.070(l). (x) Approval to vend not more than 20 feet closer to another stationary sidewalk vendor as set forth in Section 7.42.070(p).
(xi) Approval to vend not more than 20 feet closer to another outdoor vendor as set forth in Section 7.42.070(q).
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Ord. No. XX-26 N.S.

(xii) Approval to vend not more than 10 feet closer to any statue, monument, memorial, art installation, or fountain as set forth in Section

7.42.080(e).
(2) Application. An application for a waiver shall be submitted to the Finance Department concurrently with the application for the special business permit and include all of the following, to the extent applicable:
(i) A description of the requested waiver including a reference to the section of this Chapter providing such waiver is available.
(ii) A statement describing the detriment of the requirement and information describing why the waiver is necessary for the applicant’s proposed operations.
(iii) A statement, data or other evidence explaining why the findings necessary to grant the waiver, set forth in Section 7.42.040(b)(3) (Required Findings), are satisfied.
(iv) All fees associated with the waiver application as set forth by resolution of the City Council.
(3) Required Findings. Upon the Finance Department’s receipt of a waiver application, the Finance Department shall consult with the Public Works Department or other appropriate departments, as necessary, to evaluate whether the required findings necessary to approve the waiver have been satisfied. The decision to grant a waiver must be based on the following findings:
(i) The waiver is necessary due to the physical characteristics of the proposed cart, proposed location for operation, proposed use or structure or other circumstances necessary to conduct the vending operations including, but not limited to, the type of equipment needed to produce the product, irregular property boundaries, or other unusual circumstance(s). (ii) The granting of the requested waiver will not be detrimental to the health or safety of the public. Such determination shall be made in accordance with objective criteria developed, maintained and applied by the City’s Public Works Department.
(iii) The scope of the waiver is limited to facilitate the proposed use and compliance with the scope can be easily measured.
(iv) The detriment to the sidewalk vendor directly relates to their ability to conduct proposed operations and there are limited available alternatives existing that are compatible with the regulations of this Chapter. (v) Supplemental studies or analysis by City staff including the City’s Engineer show that the request is compliant with safety and operational standards such that the health or safety of the public is not negatively impacted.
(4) Conditions of Approval. The Finance Department has the authority to impose reasonable conditions that are related and proportionate to what is being requested by the applicant, as deemed necessary and appropriate by the Finance Department in its sole discretion to ensure that the public health and safety and purpose of this Chapter is upheld. These conditions shall be developed based on the Finance Department’s consultation with the Public Works Department or other appropriate departments as described in Section 7.42.040(b)(3).
(c) Denial and Revocation. A special business permit application or waiver application may be denied, revoked, or not renewed by the finance department for any of the following:
(1) The applicant knowingly made any false, misleading, or fraudulent statements of material fact in the application for the permit.
(2) The application was incomplete.
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Ord. No. XX-26 N.S.

(3) The sidewalk vendor failed to notify the finance department within 15 calendar days of any changes to the facts provided in the special business permit application after the issuance of the permit.
(4) Repeated failure of the sidewalk vendor to comply with the regulations set forth in this Chapter as determined by the finance department based on evidence provided to it by enforcement officers. Such repeated failure shall mean more than three violations of this Chapter within a six-month time period. (5) If the application is for the renewal of a special business permit, the sidewalk vendor must pay all outstanding administrative fines for violations of this Chapter before the special business permit will be renewed.
(6) If the application is for a waiver, it was determined that the required findings set forth in Section 7.42.040(b)(3) were not met.
(7) If the application is for a waiver, it was determined that the conditions of approval were not complied with based on evidence provided by enforcement officers.
(d) Notice. Written notice of the Finance Department’s decision setting forth the grounds for the decision and any conditions of approval shall be provided to the sidewalk vendor and served in writing. The notice shall advise the sidewalk vendor of the right to file a written appeal.
(e) Appeal. Any applicant who is aggrieved by the determinations of the finance department relating to denial, revocation, or conditioning of applications may appeal such decision to City Manager or their designee within ten calendar days after issuance of the notice. To seek an appeal, the applicant must submit a written request for a hearing with a statement setting forth the reasons why the decision did not merit any of the grounds established in Section 7.42.040. If the City Manager or their designee does not receive a request within the required period, the right to a hearing is waived and the determination is deemed confirmed and final. If a timely request is received, the City will set a hearing.

Written notice of the date, time, and location of the hearing will be provided by the City at the service address provided in the application for special business permit before the hearing. Failure to receive written notice of the hearing does not invalidate the determination or any hearing. The hearing will be conducted within a reasonable time of being set.

7.42.050 - Confidentiality.

Notwithstanding any other requirement in this Code, an applicant for a business license or special business permit to operate as a sidewalk vendor shall not be required to submit a social security number for the issuance of such license or permit. In lieu of an otherwise required social security number, the City shall accept a California driver’s license or identification number, an individual taxpayer identification number, or a municipal identification number. Identification numbers submitted under this section shall not be made available to the public for inspection, shall be treated as confidential, and shall not be disclosed except as required to administer the license or permit program or to comply with a State law or state or federal court order.

All information requested, collected, or shared shall be in accordance with State law including the provisions of the Street Vendor Business Protection Act.

7.42.060 - Operational requirements.
(a) Each cart used by a sidewalk vendor must display a valid special business permit as specified by City standards, which shall be made available by the City. If the sidewalk vendor has obtained a waiver, the waiver must be displayed on each cart subject to the waiver.
(b) All sidewalk vendors shall comply with the terms and conditions of the special business permit and shall not sell any food or merchandise that was not listed in the special business permit application. If the sidewalk vendor has obtained a waiver, the sidewalk vendor must comply with the terms, scope, and all conditions placed on the waiver. (c) No stationary sidewalk vendor may operate in any residential zone; however, roaming sidewalk vendors shall not be prohibited from operating in such zones. 887
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(d) In order to preserve the peace, safety, and tranquility of residential neighborhoods, no roaming sidewalk vendor may operate in any residential zone earlier than 8:00 a.m. or later than 30 minutes before sunset.
(e) In order to prevent obstructions of the public right-of-way, the total display area footprint of the cart, including the cart itself and any accompanying display, signage, or related items, shall not exceed a length of 72 inches, a width of 54 inches, or a height, including roof, awning, or canopy, of 78 inches.
(f) In order to prevent obstructions of the public right-of-way, no sidewalk vendor may set up or allow the use of an additional structure, including a table, crate, carton, or rack, to increase the selling or display capacity of the cart unless such items are explicitly allowed in the special business permit obtained by the sidewalk vendor. No sidewalk vendor may set up any customer seating areas.
(g) In order to preserve sanitary conditions in all public rights-of-way, all sidewalk vendors shall provide a trash receptacle for customers and must ensure proper disposal of customer and vendor trash. The trash receptacle must be large enough to accommodate customer trash without resort to existing trash receptacles located on any block for use by the general public. A sidewalk vendor may not dispose of customer trash in existing trash receptacles on sidewalks.
(h) In order to preserve sanitary conditions in all public rights-of-way, all sidewalk vendors shall maintain a clean and trash-free area, including a sanitized and neat appearing cart, within a ten-foot radius around the vendor’s cart during hours of operation and shall ensure that such area is clean and trash-free before relocating or closing. (i) In order to prevent damage to public property and prevent obstructions of the public right-of-way, no cart may be chained or fastened to any pole, sign, tree, or other object in the public right-of-way.
(j) In order to preserve the safety of the public, and prevent misuse of carts, no cart may be left unattended at any time.
(k) In order to preserve the safety of the public, to prevent misuse of carts, and to prevent obstructions of the public right-of-way, no cart may be stored, parked, or left overnight on any public street or right-of-way, or in any public park or other public property. (l) In order to preserve the safety of vehicular travelers, no sidewalk vendor may solicit business from or conduct business with persons in motor vehicles. (m) In order to preserve the safety of vehicular travelers and pedestrians, and to preserve public peace and welfare, no cart may be outfitted with any equipment, signage, or mechanism that endangers or detracts from the health, safety, or welfare of the public by causing an excessive distraction to motorists or interfering with nearby residences, business, or pedestrians including, but not limited to, sound amplification, flashing lights, smoke, steam, bubbles, gas-powered generators, or excessive fumes. (n) In order to preserve the safety of vehicular travelers and pedestrians, any cart operated before sunrise or after sunset, or in location with insufficient lighting, shall be equipped with sufficient lighting or reflectors to alert pedestrians and vehicular travelers to the presence of the cart.
(o) In order to prevent obstructions of the public right-of-way, all signage related to the vending operation shall be affixed to the cart.
(p) In order to preserve sanitary conditions in all public rights-of-way, all sidewalk vendors shall immediately clean up any food, grease, or other fluid or item related to their sidewalk vending activities that are spilled or discharged. Disposal of trash, food, grease, or other materials to any storm drain, creek, or waterway is prohibited. Vendors shall not dump, drain, or discard any fouled, spoiled, or unused product, which includes draining ice coolers, drink containers, and/or miscellaneous containers on the ground. (q) In order to preserve the safety of the public, all sidewalk vendors shall not use an open flame on or within any cart. Any sidewalk vendor using cooking equipment shall have a fire extinguisher. Propane, natural gas, or butane cylinder tanks must be 20-gallon tanks or less, stored in an upright position during use and positioned in such a way to prevent 888
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falling, tipping, and tampering, be properly ventilated, and must contain a shut-off valve and a pressure regulator, having a hose of a type approved for use by the manufacturer with the equipment.

7.42.070 - Location of carts.

In order to ensure access to public rights-of-way by pedestrians and emergency personnel, and avoid interference with vehicular traffic, certified farmers’ markets, swap meets, and Citypermitted special events, sidewalk vendors shall not operate in the following areas of the public right-of-way:
(a) Any area other than a public sidewalk or pedestrian path. (b) Within 15 feet of a fire hydrant, fire call box, or other emergency facility. (c) Within ten feet of an entrance to or emergency exit of any building or business during the hours that the building or business is open to the public. (d) Within ten feet of the outer edge of a driveway or driveway apron. (e) Within ten feet of a transit stop.
(f) Adjacent to any marked loading zone.
(g) Within five feet of a curb return.
(h) Any location that would impede entering or exiting a parked vehicle. (i) Any location that impedes the flow of pedestrian traffic by reducing the clear space to less than four feet or impedes access to or the use of abutting property, including, but not limited to, residences and places of business.
(j) Within 100 feet in any direction of the nearest vendor or concessionaire participating in a certified farmers’ market or swap meet during the operating hours of the certified farmers’ market or swap meet unless vendor has received a permit to vend as part of the certified farmers’ market or swap meet.
(k) Within 100 feet of a City-permitted special event including, but not limited to, parades, concerts, and movie filmings, unless vendor has received a permit to vend as part of the event. For moving events, vending shall be prohibited within 100 feet of any portion of the approved event route. For stationary events, vending shall be prohibited within 100 feet of the parcel and/or site boundary for the location of the event. (l) Within 300 feet of the property line of any public or private school grounds between 7:00 a.m. and 6:00 p.m. on school days, and while the same is in use, including for afterschool childcare, enrichment classes and sports.
(m) Upon or within any roadway, median strip, or dividing section. (n) Any public sidewalk location when the straight path would not allow for 48 inches, or as the law updates, of clear width walking space of any sidewalk to be in compliance with Americans with Disabilities Act (ADA) regulations.
(o) Any public sidewalk where there is a 180 degree turn path for sidewalk ramps and corner curbs when the location would not allow for 42 inches approaching the turn, 48 inches at the turn, and 42 inches leaving the turn, or as the law updates, of clear width walking space of any sidewalk to be in compliance with ADA regulations. (p) Stationary sidewalk vendors shall not vend within 150 feet of another stationary sidewalk vendor.
(q) Stationary sidewalk vendors shall not vend within 150 feet of any permitted outdoor vendor (mobile food vendor) as described in Section 15.04.610.320. (r) Sidewalk vendors are prohibited from entering or encroaching onto private property while engaging in sidewalk vending activities.

7.42.080 - Special requirements for vending in City parks.

Sidewalk vendors vending in parks must comply with all application regulations in this Chapter as well as the following additional requirements:
(a) No stationary sidewalk vendor may operate in a City-owned or City-operated park if the operator of the park has signed an agreement for concessions that exclusively permits the sale of food or merchandise by the concessionaire.
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(b) No stationary sidewalk vendor may sell or offer for sale any merchandise, article or thing of any kind or nature, including professional services, except in accordance with a sidewalk vending permit issued in accordance with Chapter 7.42, or pursuant to an agreement approved by the City Council.
(c) Sidewalk vendors shall stop vending upon the designated closing time of the park. (d) Vending is permitted between 8:00 am and sunset in parks where there is no designated closing time.
(e) Sidewalk vendors shall not vend within 25 feet of any statue, monument, memorial, art installation, or fountain.

7.42.090 - Special requirements for the sale of food.

All sidewalk vendors that prepare or sell food must be in compliance with all county and State permitting and licensing requirements for the preparation or sale of food.

7.42.100 - Penalties.

For purposes of this section, “sidewalk vending program” refers to the provisions of Sections 7.42.060 through 7.42.090, inclusive, and the requirement to obtain a special business permit pursuant to Section 7.42.030(b).
(a) A violation of any provision in Sections 7.42.060 through 7.42.090, inclusive, may only be punished by the following:
(1) An administrative fine not exceeding $100.00 for a first violation. (2) An administrative fine not exceeding $200.00 for a second violation within one year of the first violation.
(3) An administrative fine not exceeding $500.00 for each additional violation within one year of the first violation.
(4) Rescission of the sidewalk vendor’s special business permit for the term of that permit upon the fourth violation or subsequent violations. (b) Vending without a special business permit may be punished by the following:
(1) An administrative fine not exceeding $250.00 for a first violation. (2) An administrative fine not exceeding $500.00 for a second violation within one year of the first violation.
(3) An administrative fine not exceeding $1,000.00 for each additional violation within one year of the first violation.

Upon proof of a valid special business permit, an administrative fine imposed under Section 7.42.100(b) shall be reduced to the respective administrative fine set forth in Section 7.42.100(a).
(c) No other fines, fees, assessments, or financial conditions shall be imposed for violation of the sidewalk vending program other than those imposed by Sections 7.42.100(a) and (b).
(d) Notwithstanding any other provision of this Code, neither a violation of the sidewalk vending program as codified in Sections 7.42.060 through 7.42.090, inclusive, nor a failure to pay an administrative fine, imposed by Section 7.42.100(a) or (b) shall be punishable as an infraction or misdemeanor.
(e) The appeal, advance deposit hardship waiver, and hearing provisions set forth in Chapter 2.62 shall apply. If the administrative fine is upheld by the hearing officer, this shall not limit the ability to request an ability-to-pay determination as set forth in

7.42.100(f).
(f) Any person who receives an administrative fine under Section 7.42.100(a) or (b) shall have the right to request an ability-to-pay determination. (1) The enforcement officer shall give any such person written notice of his or her right to request an ability-to-pay determination as well as instructions and other materials for requesting an ability-to-pay determination at the time that the administrative fine citation is issued. Additionally, information relating to the 890
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procedure for submitting a request for an ability-to-pay determination is available on the City’s website.
(2) Application. To be considered for an ability-to-pay determination, the application form must be complete, signed, and must be accompanied by documents that enable the City to reasonably determine whether such person meets the criteria described in subdivision (a) or (b) of Section 68632 of the Government Code. All information collected, stored, and reviewed pursuant to this request will be consistent with State law regarding sidewalk vendor privacy and in compliance with Section 7.42.050. The request shall indicate whether a reduction in the fine amount or the ability to complete community service in lieu of the fine is desired. (3) Timing. An ability-to-pay determination may be requested at any time following the issuance of the administrative fine citation until the fine is paid, including when payment of the fine is delinquent or has been referred to a collection program.
(4) Determination. Within 30 days after receipt of a request for an ability-to-pay determination, the City Manager or their designee shall determine whether such person meets the criteria described in subdivision (a) or (b) of Section 68632 of the Government Code. If the person meets the criteria described in subdivision (a) or (b) of Section 68632 of the Government Code, the City shall reduce the fine to 20 percent of the amount of the fine originally imposed. Alternatively, if requested, the City Manager may, in their discretion, allow a person who receives an administrative fine under Section 7.42.100(a) or (b) to complete community service in lieu of paying the total administrative fine, may waive the administrative fine, or may offer an alternative disposition. The determination of the City Manager or his or her designee shall be final.
(5) Notice. Notice of the determination shall be provided at the address provided to the City in the application for special business permit. (g) Nothing in the Chapter shall be construed to limit the City’s ability to enforce, or remedies for enforcing, laws of general applicability or other provisions of this Code against sidewalk vendors, or to take any other enforcement actions against sidewalk vendors that are not prohibited by state or federal law, or which are allowed by this Code.

SECTION 2. Inconsistent Provisions.

Any provisions of the Richmond Municipal Code, or appendices thereto, or any other ordinances of the City inconsistent herewith, to the extent of such inconsistencies and no further, are hereby repealed.

SECTION 3. Severability.

If any section, subsection, paragraph, sentence, clause or phrase of this Ordinance is for any reason held by a court of competent jurisdiction to be unconstitutional or invalid, the remaining portions of this Ordinance shall remain in full force and effect. The City Council hereby declares that it would have passed each section, subsection, paragraph, sentence, clause or phrase of this Ordinance irrespective of the unconstitutionality or invalidity of any section, subsection, paragraph, sentence, clause or phrase.

SECTION 4. Effective Date.

All applications filed after or pending upon the date of final passage and adoption of this Ordinance shall be subject to this Ordinance. This Ordinance becomes effective thirty (30) days after its final passage and adoption.
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First introduced at a regular meeting of the City Council of the City of Richmond held on _____________, 2026, and finally passed and adopted at a regular meeting held on _____________, 2026, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

PAMELA CHRISTIAN

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

EDUARDO MARTINEZ
Mayor
Approved as to form:

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

City of Richmond }
I certify that the foregoing is a true copy of Ordinance No. XX-26 N.S., passed and adopted by the City Council of the City of Richmond at a regular meeting held on _____________, 2026.

_________________________________________
Pamela Christian, Clerk of the City of Richmond
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Ord. No. XX-26 N.S.

ORDINANCE NO. XX-26 N.S.

AN ORDINANCE OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA, AMENDING CHAPTER 7.42 OF THE RICHMOND MUNICIPAL CODE RELATING

TO SIDEWALK VENDING
WHEREAS, the City of Richmond (“City”) is authorized by California Constitution, Article XI, Section 7 to make and enforce within its limits all local, police, sanitary and other ordinances and regulations not in conflict with general laws and that serve and protect the health, safety or welfare of the public; and
WHEREAS, the California Legislature enacted SB 946, the Safe Sidewalk Vending Act (Government Code Section 51038 et seq.), which decriminalized sidewalk vending statewide and limited local regulation to civil administrative penalties and reasonable time, place, and manner restrictions directly related to objective health, safety, and welfare concerns; and WHEREAS, on July 2, 2024, the City Council adopted Ordinance No. 07-24 N.S. adding Chapter 7.42 to the Richmond Municipal Code to regulate sidewalk vending consistent with State law, establishing requirements including a special business permit, operational and locational standards, food vending provisions, and enforcement protocols; and WHEREAS, on the same date, the City Council adopted a companion resolution establishing fees, fines, and administrative penalties to support program implementation; and WHEREAS, following adoption, City staff initiated a multi-departmental enforcement and outreach effort, including contracting with 4Leaf, Inc. to provide field-based code enforcement and launching the Mobile Vendor Plaza (“The Lot”) to provide a permitted and safe location for vendors to conduct business; and
WHEREAS, on July 1, 2025, staff presented a program update to the City Council, and the Council directed staff to explore updates to the ordinance, including mechanisms to address site-specific conditions, improve administrative clarity, and ensure alignment with evolving State requirements; and
WHEREAS, the California Legislature enacted SB 635, the Street Vendor Business Protection Act, which introduced new requirements related to vendor privacy and administrative processes for sidewalk vending programs; and
WHEREAS, in response to Council direction, City staff reviewed policy alternatives, consulted with the City Attorney, and retained outside counsel to evaluate the current ordinance and support the amendment process; and
WHEREAS, the proposed amendments reflect staff’s experience administering the program, incorporate feedback from Council, legal counsel, and internal stakeholders, and are intended to address operational challenges identified during implementation and to provide a more durable administrative framework for the program; and
WHEREAS, a key component of the update is the introduction of a formal waiver process, which allows for limited flexibility in applying operational and location requirements where sitespecific conditions warrant, reducing the need for repeated ordinance amendments while maintaining public health and safety protections; and
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WHEREAS, the amendments also clarify administrative procedures, including permit application requirements, denial and revocation criteria, and appeal processes, and incorporate State-mandated provisions related to ability-to-pay determinations and confidentiality requirements under SB 635; and
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF RICHMOND does ordain as follows:

SECTION 1. Amendment of Chapter 7.42
Chapter 7.42 of the Richmond Municipal Code is hereby deleted in its entirety and shall read as follows:

Chapter 7.42

SIDEWALK VENDING

7.42.010 - Definitions.

As used in this Chapter, the terms listed below shall have the following meaning assigned to them:
“Cart” means a pushcart, stand, display, pedal-driven cart, wagon, showcase, rack, or other nonmotorized conveyance.
“Certified farmers’ market” means a location operated in accordance with Chapter 10.5 (commencing with Section 47000) of Division 17 of the Food and Agricultural Code and any regulations adopted pursuant to that chapter.
“Enforcement Officer” means any City employee or agent of the City with authority to enforce any provision of this Code and tasked with enforcement duties under this Chapter. “Roaming sidewalk vendor” means a sidewalk vendor who moves from place to place and stops only to complete a transaction.
“Sidewalk vendor” means a person who sells food or merchandise from a pushcart, stand, display, pedal-driven cart, wagon, showcase, rack, or other nonmotorized conveyance, or from one’s person, upon a public sidewalk or other pedestrian path. Sidewalk vendors include roaming sidewalk vendors and stationary sidewalk vendors.
“Stationary sidewalk vendor” means a sidewalk vendor who vends from a fixed location. “Swap meet” means a location operated in accordance with Article 6 (commencing with Section 21660) of Chapter 9 of Division 8 of the Business and Professions Code, and any regulations adopted pursuant to that article.
“Vend” or “vending” means operating as a sidewalk vendor.

7.42.020 - Applicability and enforcement.
(a) Applicability. The requirements of this Chapter shall not apply to the following persons:
(1) Persons delivering goods, wares, merchandise, or food upon order of, or by agreement with, a customer from a store or other fixed place of business or distribution.
(2) Persons selling goods, wares, merchandise, or food from a motorized vehicle, including food trucks.
(b) Enforcement. The requirements of this Chapter shall be enforced by enforcement officers from various City departments as designated by the City Manager, which may include (but not be limited to) designated officers from Public Works and Police.

Enforcement procedures include performing regular inspections of vending locations, applying criteria for assessing violations, ensuring ADA compliance, and maintaining public safety, and coordinating with other departments to streamline enforcement procedures and share data.
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7.42.030 - Business license and special business permit required. (a) No person shall operate as a sidewalk vendor without first obtaining, and at all times maintaining, a valid City business license in accordance with Chapter 7.04 of this article, and complying with all requirements of the business license, unless such person qualifies for an exemption under Chapter 7.04 of this article.
(b) No person shall operate as a sidewalk vendor without first obtaining, and all times maintaining, a special business permit in accordance with this Chapter and complying with all requirements of the permit.
(c) The special business permit shall be valid for one year unless revoked or suspended prior to expiration. An application to renew a special business permit under this Chapter shall be made not less than 90 days prior to the expiration of the current permit. A valid business license shall be applied for or renewed concurrently with the special business permit each year.
(d) A separate business license and special business permit shall be required for each cart.

7.42.040 - Permit procedures.
(a) Application for Special Business Permit. An application for a special business permit for sidewalk vending shall be submitted to the Finance Department and include all of the following, to the extent applicable:
(1) The name, address, and telephone number of the applicant and each person who will operate the cart.
(2) A photo identification of the applicant and each person who will operate the cart.
(3) A description of the cart, including the dimensions of the cart, and a photograph of the cart.
(4) A complete list of the food or merchandise to be sold. (5) If the sidewalk vendor is an agent of an individual, company, partnership, or corporation, the name and business address of the principal. (6) The vendor’s California seller’s permit number (California Department of Tax and Fee Administration sales tax number).
(7) A copy of the City of Richmond business license obtained pursuant to Chapter

7.04 of this article.
(8) A copy of any license or permit required from any other State or local agency that is required by law, including, but not limited to, a copy of any required permit from the County Health Department, if required.
(9) A certification by the applicant that to his or her knowledge and belief, the information contained in the application is true and that the applicant is aware of their duties provided under this Chapter.
(10) A list of locations within the City that the sidewalk vendor primarily plans to operate.
(11) A certification that the applicant’s proposed operations will comply with both the sidewalk vending operational requirements as set forth in Section 7.42.060 and location requirements set forth in Sections 7.42.070 and 7.42.080. If the applicant believes minor deviations from these requirements are necessary to conduct the applicant’s proposed vending operations, an application for waiver as set forth in Section 7.42.040(b) below shall be submitted with the special business permit application in lieu of such certification.
(12) A statement indicating that the sidewalk vendor will indemnify, release, and hold harmless the City from any claims arising from the sidewalk vendor’s operations, which shall be a condition to obtaining the special business permit necessary for operation.
(b) Application for Waiver. As part of the City’s efforts to accommodate minor deviations from operational and location requirements, an applicant may apply for a waiver of such requirements provided that the waiver request meets the following standards. 895
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(1) Applicability. Waiver requests may only be granted for certain minor deviations from the operational requirements as set forth in Section 7.42.060 and location requirements set forth in Sections 7.42.070 and 7.42.080, which have been determined to be compatible with the purpose of this Chapter and are not deemed critical to protecting the public health and safety. Waivers may be granted for the following requirements:
(i) Up to a two-hour extension on the time restrictions set for operating in residential zones as established in Section 7.42.060(d), provided that such operations occur between sunrise and sunset.
(ii) Exceeding the total footprint of the cart allowable as established in Section 7.42.060(e), provided such cart does not obstruct the public rightof-way and maintains compliance with applicable ADA accessibility requirements, including minimum clear path-of-travel standards. (iii) Approval to utilize an additional structure not permitted as established in Section 7.42.060(f).
(iv) Approval to utilize additional signage not permitted as established in Section 7.42.060(o).
(v) Approval to operate not more than 5 feet closer to an entrance or emergency exit of a building during operating hours as set forth in Section

7.42.070(c).
(vi) Approval to operate not more than 5 feet closer to a transit stop as set forth in Section 7.42.070(e).
(vii) Approval to operate not more than 50 feet closer to the nearest vendor or concessionaire participating in a certified farmers’ market or swap meet during the operating hours as set forth in Section 7.42.070(j). (viii) Approval to operate not more than 20 feet closer to a City-permitted special event as set forth in Section 7.42.070(k).
(ix) Approval to operate not more than 50 feet closer to the property line of any public or private school as set forth in Section 7.42.070(l). (x) Approval to vend not more than 20 feet closer to another stationary sidewalk vendor as set forth in Section 7.42.070(p).
(xi) Approval to vend not more than 20 feet closer to another outdoor vendor as set forth in Section 7.42.070(q).
(xii) Approval to vend not more than 10 feet closer to any statue, monument, memorial, art installation, or fountain as set forth in Section

7.42.080(e).
(2) Application. An application for a waiver shall be submitted to the Finance Department concurrently with the application for the special business permit and include all of the following, to the extent applicable:
(i) A description of the requested waiver including a reference to the section of this Chapter providing such waiver is available.
(ii) A statement describing the detriment of the requirement and information describing why the waiver is necessary for the applicant’s proposed operations.
(iii) A statement, data or other evidence explaining why the findings necessary to grant the waiver, set forth in Section 7.42.040(b)(3) (Required Findings), are satisfied.
(iv) All fees associated with the waiver application as set forth by resolution of the City Council.
(3) Required Findings. Upon the Finance Department’s receipt of a waiver application, the Finance Department shall consult with the Public Works Department or other appropriate departments, as necessary, to evaluate whether the 896
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required findings necessary to approve the waiver have been satisfied. The decision to grant a waiver must be based on the following findings:
(i) The waiver is necessary due to the physical characteristics of the proposed cart, proposed location for operation, proposed use or structure or other circumstances necessary to conduct the vending operations including, but not limited to, the type of equipment needed to produce the product, irregular property boundaries, or other unusual circumstance(s). (ii) The granting of the requested waiver will not be detrimental to the health or safety of the public. Such determination shall be made in accordance with objective criteria developed, maintained and applied by the City’s Public Works Department.
(iii) The scope of the waiver is limited to facilitate the proposed use and compliance with the scope can be easily measured.
(iv) The detriment to the sidewalk vendor directly relates to their ability to conduct proposed operations and there are limited available alternatives existing that are compatible with the regulations of this Chapter. (v) Supplemental studies or analysis by City staff including the City’s Engineer show that the request is compliant with safety and operational standards such that the health or safety of the public is not negatively impacted.
(4) Conditions of Approval. The Finance Department has the authority to impose reasonable conditions that are related and proportionate to what is being requested by the applicant, as deemed necessary and appropriate by the Finance Department in its sole discretion to ensure that the public health and safety and purpose of this Chapter is upheld. These conditions shall be developed based on the Finance Department’s consultation with the Public Works Department or other appropriate departments as described in Section 7.42.040(b)(3).
(c) Denial and Revocation. A special business permit application or waiver application may be denied, revoked, or not renewed by the finance department for any of the following:
(1) The applicant knowingly made any false, misleading, or fraudulent statements of material fact in the application for the permit.
(2) The application was incomplete.
(3) The sidewalk vendor failed to notify the finance department within 15 calendar days of any changes to the facts provided in the special business permit application after the issuance of the permit.
(4) Repeated failure of the sidewalk vendor to comply with the regulations set forth in this Chapter as determined by the finance department based on evidence provided to it by enforcement officers. Such repeated failure shall mean more than three violations of this Chapter within a six-month time period. (5) If the application is for the renewal of a special business permit, the sidewalk vendor must pay all outstanding administrative fines for violations of this Chapter before the special business permit will be renewed.
(6) If the application is for a waiver, it was determined that the required findings set forth in Section 7.42.040(b)(3) were not met.
(7) If the application is for a waiver, it was determined that the conditions of approval were not complied with based on evidence provided by enforcement officers.
(d) Notice. Written notice of the Finance Department’s decision setting forth the grounds for the decision and any conditions of approval shall be provided to the sidewalk vendor and served in writing. The notice shall advise the sidewalk vendor of the right to file a written appeal.
(e) Appeal. Any applicant who is aggrieved by the determinations of the finance department relating to denial, revocation, or conditioning of applications may appeal such 897
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decision to City Manager or their designee within ten calendar days after issuance of the notice. To seek an appeal, the applicant must submit a written request for a hearing with a statement setting forth the reasons why the decision did not merit any of the grounds established in Section 7.42.040. If the City Manager or their designee does not receive a request within the required period, the right to a hearing is waived and the determination is deemed confirmed and final. If a timely request is received, the City will set a hearing.

Written notice of the date, time, and location of the hearing will be provided by the City at the service address provided in the application for special business permit before the hearing. Failure to receive written notice of the hearing does not invalidate the determination or any hearing. The hearing will be conducted within a reasonable time of being set.

7.42.050 - Confidentiality.

Notwithstanding any other requirement in this Code, an applicant for a business license or special business permit to operate as a sidewalk vendor shall not be required to submit a social security number for the issuance of such license or permit. In lieu of an otherwise required social security number, the City shall accept a California driver’s license or identification number, an individual taxpayer identification number, or a municipal identification number. Identification numbers submitted under this section shall not be made available to the public for inspection, shall be treated as confidential, and shall not be disclosed except as required to administer the license or permit program or to comply with a State law or state or federal court order.

All information requested, collected, or shared shall be in accordance with State law including the provisions of the Street Vendor Business Protection Act.

7.42.060 - Operational requirements.
(a) Each cart used by a sidewalk vendor must display a valid special business permit as specified by City standards, which shall be made available by the City. If the sidewalk vendor has obtained a waiver, the waiver must be displayed on each cart subject to the waiver.
(b) All sidewalk vendors shall comply with the terms and conditions of the special business permit and shall not sell any food or merchandise that was not listed in the special business permit application. If the sidewalk vendor has obtained a waiver, the sidewalk vendor must comply with the terms, scope, and all conditions placed on the waiver. (c) No stationary sidewalk vendor may operate in any residential zone; however, roaming sidewalk vendors shall not be prohibited from operating in such zones. (d) In order to preserve the peace, safety, and tranquility of residential neighborhoods, no roaming sidewalk vendor may operate in any residential zone earlier than 8:00 a.m. or later than 30 minutes before sunset.
(e) In order to prevent obstructions of the public right-of-way, the total display area footprint of the cart, including the cart itself and any accompanying display, signage, or related items, shall not exceed a length of 72 inches, a width of 54 inches, or a height, including roof, awning, or canopy, of 78 inches.
(f) In order to prevent obstructions of the public right-of-way, no sidewalk vendor may set up or allow the use of an additional structure, including a table, crate, carton, or rack, to increase the selling or display capacity of the cart unless such items are explicitly allowed in the special business permit obtained by the sidewalk vendor. No sidewalk vendor may set up any customer seating areas.
(g) In order to preserve sanitary conditions in all public rights-of-way, all sidewalk vendors shall provide a trash receptacle for customers and must ensure proper disposal of customer and vendor trash. The trash receptacle must be large enough to accommodate customer trash without resort to existing trash receptacles located on any block for use by the general public. A sidewalk vendor may not dispose of customer trash in existing trash receptacles on sidewalks.
(h) In order to preserve sanitary conditions in all public rights-of-way, all sidewalk vendors shall maintain a clean and trash-free area, including a sanitized and neat appearing cart, 898
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within a ten-foot radius around the vendor’s cart during hours of operation and shall ensure that such area is clean and trash-free before relocating or closing. (i) In order to prevent damage to public property and prevent obstructions of the public right-of-way, no cart may be chained or fastened to any pole, sign, tree, or other object in the public right-of-way.
(j) In order to preserve the safety of the public, and prevent misuse of carts, no cart may be left unattended at any time.
(k) In order to preserve the safety of the public, to prevent misuse of carts, and to prevent obstructions of the public right-of-way, no cart may be stored, parked, or left overnight on any public street or right-of-way, or in any public park or other public property. (l) In order to preserve the safety of vehicular travelers, no sidewalk vendor may solicit business from or conduct business with persons in motor vehicles. (m) In order to preserve the safety of vehicular travelers and pedestrians, and to preserve public peace and welfare, no cart may be outfitted with any equipment, signage, or mechanism that endangers or detracts from the health, safety, or welfare of the public by causing an excessive distraction to motorists or interfering with nearby residences, business, or pedestrians including, but not limited to, sound amplification, flashing lights, smoke, steam, bubbles, gas-powered generators, or excessive fumes. (n) In order to preserve the safety of vehicular travelers and pedestrians, any cart operated before sunrise or after sunset, or in location with insufficient lighting, shall be equipped with sufficient lighting or reflectors to alert pedestrians and vehicular travelers to the presence of the cart.
(o) In order to prevent obstructions of the public right-of-way, all signage related to the vending operation shall be affixed to the cart.
(p) In order to preserve sanitary conditions in all public rights-of-way, all sidewalk vendors shall immediately clean up any food, grease, or other fluid or item related to their sidewalk vending activities that are spilled or discharged. Disposal of trash, food, grease, or other materials to any storm drain, creek, or waterway is prohibited. Vendors shall not dump, drain, or discard any fouled, spoiled, or unused product, which includes draining ice coolers, drink containers, and/or miscellaneous containers on the ground. (q) In order to preserve the safety of the public, all sidewalk vendors shall not use an open flame on or within any cart. Any sidewalk vendor using cooking equipment shall have a fire extinguisher. Propane, natural gas, or butane cylinder tanks must be 20-gallon tanks or less, stored in an upright position during use and positioned in such a way to prevent falling, tipping, and tampering, be properly ventilated, and must contain a shut-off valve and a pressure regulator, having a hose of a type approved for use by the manufacturer with the equipment.

7.42.070 - Location of carts.

In order to ensure access to public rights-of-way by pedestrians and emergency personnel, and avoid interference with vehicular traffic, certified farmers’ markets, swap meets, and Citypermitted special events, sidewalk vendors shall not operate in the following areas of the public right-of-way:
(a) Any area other than a public sidewalk or pedestrian path. (b) Within 15 feet of a fire hydrant, fire call box, or other emergency facility. (c) Within ten feet of an entrance to or emergency exit of any building or business during the hours that the building or business is open to the public. (d) Within ten feet of the outer edge of a driveway or driveway apron. (e) Within ten feet of a transit stop.
(f) Adjacent to any marked loading zone.
(g) Within five feet of a curb return.
(h) Any location that would impede entering or exiting a parked vehicle. 899
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(i) Any location that impedes the flow of pedestrian traffic by reducing the clear space to less than four feet or impedes access to or the use of abutting property, including, but not limited to, residences and places of business.
(j) Within 100 feet in any direction of the nearest vendor or concessionaire participating in a certified farmers’ market or swap meet during the operating hours of the certified farmers’ market or swap meet unless vendor has received a permit to vend as part of the certified farmers’ market or swap meet.
(k) Within 100 feet of a City-permitted special event including, but not limited to, parades, concerts, and movie filmings, unless vendor has received a permit to vend as part of the event. For moving events, vending shall be prohibited within 100 feet of any portion of the approved event route. For stationary events, vending shall be prohibited within 100 feet of the parcel and/or site boundary for the location of the event. (l) Within 300 feet of the property line of any public or private school grounds between 7:00 a.m. and 6:00 p.m. on school days, and while the same is in use, including for afterschool childcare, enrichment classes and sports.
(m) Upon or within any roadway, median strip, or dividing section. (n) Any public sidewalk location when the straight path would not allow for 48 inches, or as the law updates, of clear width walking space of any sidewalk to be in compliance with Americans with Disabilities Act (ADA) regulations.
(o) Any public sidewalk where there is a 180 degree turn path for sidewalk ramps and corner curbs when the location would not allow for 42 inches approaching the turn, 48 inches at the turn, and 42 inches leaving the turn, or as the law updates, of clear width walking space of any sidewalk to be in compliance with ADA regulations. (p) Stationary sidewalk vendors shall not vend within 150 feet of another stationary sidewalk vendor.
(q) Stationary sidewalk vendors shall not vend within 150 feet of any permitted outdoor vendor (mobile food vendor) as described in Section 15.04.610.320. (r) Sidewalk vendors are prohibited from entering or encroaching onto private property while engaging in sidewalk vending activities.

7.42.080 - Special requirements for vending in City parks.

Sidewalk vendors vending in parks must comply with all application regulations in this Chapter as well as the following additional requirements:
(a) No stationary sidewalk vendor may operate in a City-owned or City-operated park if the operator of the park has signed an agreement for concessions that exclusively permits the sale of food or merchandise by the concessionaire.
(b) No stationary sidewalk vendor may sell or offer for sale any merchandise, article or thing of any kind or nature, including professional services, except in accordance with a sidewalk vending permit issued in accordance with Chapter 7.42, or pursuant to an agreement approved by the City Council.
(c) Sidewalk vendors shall stop vending upon the designated closing time of the park. (d) Vending is permitted between 8:00 am and sunset in parks where there is no designated closing time.
(e) Sidewalk vendors shall not vend within 25 feet of any statue, monument, memorial, art installation, or fountain.

7.42.090 - Special requirements for the sale of food.

All sidewalk vendors that prepare or sell food must be in compliance with all county and State permitting and licensing requirements for the preparation or sale of food.

7.42.100 - Penalties.

For purposes of this section, “sidewalk vending program” refers to the provisions of Sections 7.42.060 through 7.42.090, inclusive, and the requirement to obtain a special business permit pursuant to Section 7.42.030(b).
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Ord. No. XX-26 N.S.

(a) A violation of any provision in Sections 7.42.060 through 7.42.090, inclusive, may only be punished by the following:
(1) An administrative fine not exceeding $100.00 for a first violation. (2) An administrative fine not exceeding $200.00 for a second violation within one year of the first violation.
(3) An administrative fine not exceeding $500.00 for each additional violation within one year of the first violation.
(4) Rescission of the sidewalk vendor’s special business permit for the term of that permit upon the fourth violation or subsequent violations. (b) Vending without a special business permit may be punished by the following:
(1) An administrative fine not exceeding $250.00 for a first violation. (2) An administrative fine not exceeding $500.00 for a second violation within one year of the first violation.
(3) An administrative fine not exceeding $1,000.00 for each additional violation within one year of the first violation.

Upon proof of a valid special business permit, an administrative fine imposed under Section 7.42.100(b) shall be reduced to the respective administrative fine set forth in Section 7.42.100(a).
(c) No other fines, fees, assessments, or financial conditions shall be imposed for violation of the sidewalk vending program other than those imposed by Sections 7.42.100(a) and (b).
(d) Notwithstanding any other provision of this Code, neither a violation of the sidewalk vending program as codified in Sections 7.42.060 through 7.42.090, inclusive, nor a failure to pay an administrative fine, imposed by Section 7.42.100(a) or (b) shall be punishable as an infraction or misdemeanor.
(e) The appeal, advance deposit hardship waiver, and hearing provisions set forth in Chapter 2.62 shall apply. If the administrative fine is upheld by the hearing officer, this shall not limit the ability to request an ability-to-pay determination as set forth in

7.42.100(f).
(f) Any person who receives an administrative fine under Section 7.42.100(a) or (b) shall have the right to request an ability-to-pay determination. (1) The enforcement officer shall give any such person written notice of his or her right to request an ability-to-pay determination as well as instructions and other materials for requesting an ability-to-pay determination at the time that the administrative fine citation is issued. Additionally, information relating to the procedure for submitting a request for an ability-to-pay determination is available on the City’s website.
(2) Application. To be considered for an ability-to-pay determination, the application form must be complete, signed, and must be accompanied by documents that enable the City to reasonably determine whether such person meets the criteria described in subdivision (a) or (b) of Section 68632 of the Government Code. All information collected, stored, and reviewed pursuant to this request will be consistent with State law regarding sidewalk vendor privacy and in compliance with Section 7.42.050. The request shall indicate whether a reduction in the fine amount or the ability to complete community service in lieu of the fine is desired. (3) Timing. An ability-to-pay determination may be requested at any time following the issuance of the administrative fine citation until the fine is paid, including when payment of the fine is delinquent or has been referred to a collection program.
(4) Determination. Within 30 days after receipt of a request for an ability-to-pay determination, the City Manager or their designee shall determine whether such person meets the criteria described in subdivision (a) or (b) of Section 68632 of the Government Code. If the person meets the criteria described in subdivision (a) or 901
Ord. No. XX-26 N.S.

(b) of Section 68632 of the Government Code, the City shall reduce the fine to 20 percent of the amount of the fine originally imposed. Alternatively, if requested, the City Manager may, in their discretion, allow a person who receives an administrative fine under Section 7.42.100(a) or (b) to complete community service in lieu of paying the total administrative fine, may waive the administrative fine, or may offer an alternative disposition. The determination of the City Manager or his or her designee shall be final.
(5) Notice. Notice of the determination shall be provided at the address provided to the City in the application for special business permit. (g) Nothing in the Chapter shall be construed to limit the City’s ability to enforce, or remedies for enforcing, laws of general applicability or other provisions of this Code against sidewalk vendors, or to take any other enforcement actions against sidewalk vendors that are not prohibited by state or federal law, or which are allowed by this Code.

SECTION 2. Inconsistent Provisions.

Any provisions of the Richmond Municipal Code, or appendices thereto, or any other ordinances of the City inconsistent herewith, to the extent of such inconsistencies and no further, are hereby repealed.

SECTION 3. Severability.

If any section, subsection, paragraph, sentence, clause or phrase of this Ordinance is for any reason held by a court of competent jurisdiction to be unconstitutional or invalid, the remaining portions of this Ordinance shall remain in full force and effect. The City Council hereby declares that it would have passed each section, subsection, paragraph, sentence, clause or phrase of this Ordinance irrespective of the unconstitutionality or invalidity of any section, subsection, paragraph, sentence, clause or phrase.

SECTION 4. Effective Date.

All applications filed after or pending upon the date of final passage and adoption of this Ordinance shall be subject to this Ordinance. This Ordinance becomes effective thirty (30) days after its final passage and adoption.
──────────────────────────────────────────────────
First introduced at a regular meeting of the City Council of the City of Richmond held on _____________, 2026, and finally passed and adopted at a regular meeting held on _____________, 2026, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

PAMELA CHRISTIAN

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

EDUARDO MARTINEZ
Mayor
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Ord. No. XX-26 N.S.

Approved as to form:

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

City of Richmond }
I certify that the foregoing is a true copy of Ordinance No. XX-26 N.S., passed and adopted by the City Council of the City of Richmond at a regular meeting held on _____________, 2026.

_________________________________________
Pamela Christian, Clerk of the City of Richmond
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May 19, 2026
Finance Department
DATE: May 19, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager – Internal Services
LaShonda White, Deputy City Manager – Community
Services
Emily Combs, Director of Finance
Mubeen Qader, Deputy Director of Finance
Patrick Seals, Administrative Chief
Jerry Gurule, Accounting Manager
Antonio Banuelos, Accounting Manager
Subject: Fiscal Year 2026-27 Draft Budget Department
Presentations and Budget Updates
FINANCIAL IMPACT: There is no financial impact associated with receiving this agenda item.

PREVIOUS COUNCIL
ACTION:

On May 5, 2026, the City Council received the first draft of the Fiscal Year 2026-27 Annual Operating Budget and
Fiscal Year 2026-31 Five-Year Capital Improvement
Plan, including departmental presentations from
Community Development, Police, and Public Works.

STATEMENT OF THE
ISSUE:

City Staff are providing departmental presentations and an update on financial and operational considerations as part of the ongoing development and review of the Fiscal Year 2026-27 Annual Operating Budget and Fiscal Year
2026-31 Five-Year Capital Improvement Plan.

AGENDA
REPORT
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May 19, 2026
RECOMMENDED ACTION: RECEIVE an update on departmental presentations from Community Services, Economic Development, and Fire
Departments as part of the continued review of the draft Fiscal Year (FY) 2026-27 Annual Operating Budget and
FY 2026-31 Five-Year Capital Improvement Plan, with
discussions upon completion of all departmental
presentations; and RECEIVE updated financial and
operational considerations – City Manager’s
Office/Finance Department (Shasa Curl/Emily
Combs/Mubeen Qader 510-412-2077).

DISCUSSION:

This report continues the departmental presentations that began on May 5, 2026, as part of the City Council’s review of the draft Fiscal Year (FY) 2026-27 Annual Operating Budget and the FY 2026-31 Five-Year Capital Improvement Plan. On May 5, staff presented overviews from the Community Development, Police, and Public Works Departments. These presentations were intended to provide additional transparency into departmental operations, service delivery requirements, and capacity constraints within the broader context of the City’s budget development process.

To support continuity and maintain visibility into the full budget development timeline, the Proposed FY 2026-27 Budget Schedule is repeated below. This schedule outlines the remaining steps in the review and adoption process, including upcoming departmental presentations, continued development of the budget checklist, and final budget adoption.

Table 1: Key Budget Development Dates
Action/Activity Date
Receive Draft FY 2026-27 Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan; 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
As part of this next phase of the budget review process, City staff are presenting departmental updates from the Community Services, Economic Development, and Fire Departments at the May 19, 2026, City Council meeting. These presentations provide the City Council and community with additional information regarding departmental 905

May 19, 2026
operations, workload drivers, service delivery impacts, and priority areas for FY 2026-27. City staff will continue with additional departmental overviews during the May 26, 2026, budget discussions in advance of final budget consideration in June.

Updated Global Economic and Inflation Conditions
City staff continue to monitor global economic conditions that are creating significant uncertainty for municipal operations. Ongoing geopolitical conflicts have increased volatility in global trade routes, energy supplies, and commodity pricing. These disruptions are contributing to higher inflation and rising costs across key operational areas.

National inflation data reflect these pressures. In April 2026, the Consumer Price Index (CPI) increased by 0.6 percent compared to the prior month and 3.8 percent compared to the prior year, which is the fastest annual rate since May 2023 (U.S. Bureau of Labor Statistics, CPI News Release, accessed May 13, 2026). Energy prices accounted for a substantial share of this increase, and real wage growth declined, which indicates that household purchasing power is weakening.

These trends directly affect the City’s budget. Higher fuel prices increase the cost of operating City vehicles, equipment, supplies, etc. Rising utility costs add pressure to building operations, recreation facilities, streetlighting, and water and wastewater systems. In addition, increases in the price of concrete, asphalt, steel, and other construction materials raise the cost of capital projects and routine maintenance.

Contracted service costs are also growing as vendors adjust for higher labor, transportation, and materials expenses. Collectively, these inflationary pressures reduce the City’s purchasing power and increase the cost of delivering basic core services.

Given this uncertainty, City staff recommend maintaining conservative forecasting assumptions, continued caution in financial planning, adherence to the City’s reserve policy, and a focus on innovation to improve efficiency and enhance service delivery.

City staff also recommend ongoing improvements to the built environment (e.g., Complete Streets – lighting, paving, ADA curbs and ramps, landscaping, and medians) to enhance quality of life and reduce health disparities by creating increased access to upgraded parks and launching Advanced Life Support (ALS). Concurrently, City staff recommend that the City Council refrain from launching new programs and encourage April 2026 U.S. CPI Category Breakdown (Year-over-Year %) 906

May 19, 2026
stakeholders to apply for the $7.9 million in Kids First Initiative funding. Staff will continue to monitor economic indicators as the FY 2026–27 budget is refined.

Workforce Capacity and Position Affordability Update
Personnel related costs remain the City’s largest and fastest growing expenditure category. With salaries, pension obligations, healthcare, and OPEB costs continuing to rise, including an 8.21 percent increase in CalPERS health premiums to $20.8 million City-wide and an increase in retiree healthcare (OPEB) contributions to approximately $3 million, the FY 2026-27 budget can only afford to sustain 684 funded positions based on current projections.

The City currently has 673 filled positions, which reflects steady workforce growth over the past several years. In FY 2021-22, the City had 581 filled positions, and in FY 2020- 21, position control authorized 669 positions, resulting in a net increase of four positions based on what is filled today. This increase in authorized positions over multiple budget cycles has contributed directly to the City’s current vacancy count, as new positions have been added faster than the organization has been able to recruit and hire. While this growth has expanded the City’s capacity to meet rising service demands, it has also increased long-term personnel costs.

Proposed City-wide Priorities for FY 2026-27
The FY 2026-27 budget continues to reflect a focused set of proposed City-wide priorities aimed at maintaining critical infrastructure, improving service delivery, and supporting community needs. These priorities highlight essential areas of operational focus that will guide resource allocation and departmental efforts as the draft budget is refined. City staff are asking the City Council to review these priorities and provide direction on their continued or alternative priorities throughout the remainder of the budget process.
$146
$161
$173
$190 $195 $201
$100
$120
$140
$160
$180
$200
FY 2021-22
581 FTE
FY 2022-23
595 FTE
FY 2023-24
632 FTE
FY 2024-25
660 FTE
FY 2025-26
684 FTE
FY 2026-27
684 FTE
Millions
Total Personnel Costs Escalation
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May 19, 2026
Priority #1: Wastewater System Reliability & Veolia Contract Transition The current Veolia wastewater contract expires in May 2027. Following a Citycommissioned review of long-term options, the City is moving forward with a competitive procurement process with an owner’s advisor. This effort aims to secure a qualified operator, address past performance concerns, and prepare for an anticipated increase in operating costs under the next contract and may have a total long-term rate that exceeds $1 billion.

Priority #2: Parks Renovation, Maintenance, and Community Access Improving Richmond’s parks and open spaces remains a core City-wide priority for FY 2026-27. The City is making significant progress advancing park-related capital and maintenance needs, renovations of play structures, restroom assessments, and upgrades to lighting, fencing, and recreation facilities. In addition, major improvements are underway at Boorman Park, Wendell Park and Shields-Reid Park. It is essential that as the City renovates or builds new parks, we have adequate resources available to properly maintain those assets at a high quality for the continued benefit of Richmond residents. These ongoing efforts demonstrate strong community demand for safe, modern, and accessible parks.

In FY 2026-27, City staff recommend continued prioritization of park infrastructure upgrades, addressing deferred maintenance, advancing key capital projects, and enhancing the quality and usability of neighborhood parks across Richmond. In addition, City staff recommend continued partnership with local community-based organizations, East Bay Regional Park District, and the Trust for Public Land to ensure that planning for Point Molate reflects the desires of the community, such as requests for additional soccer fields, horse stables, and trails
Priority #3: Innovation & City-wide Systems Modernization In FY 2026-27, the City will advance innovation through streamlined systems, improved processes, and data-informed, efficient service delivery.

Evaluation of Existing Services Before Adding New Programs As part of the FY 2026-27 budget review, staff are emphasizing the importance of completing a comprehensive evaluation of existing City programs and services before considering the addition of new initiatives. This evaluation will allow the City to better understand the full cost of service delivery, identify operational and staffing needs, and assess where efficiencies, process improvements, or program adjustments may be warranted.

Many departments are currently operating at capacity and rising operating costs have placed additional pressure on service delivery. A structured review of existing programs will help ensure that core services are adequately supported and that the City can maintain effective and sustainable partnerships with community-based organizations. 908

May 19, 2026
This approach also ensures that any new future programs or expansions are aligned with available resources and organizational capacity, which does not currently exist.

This City-wide review will inform future program planning, guide resource allocation, and support more transparent evaluation of ongoing and long-term service needs.

Investment in the Built Environment and Pavement Funding in FY 2026-27 Continued investment in the City’s built environment remains essential as part of the FY 2026-27 budget development process. Rising construction and material costs, aging infrastructure, and historic underinvestment continue to place pressure on parks, streets, streetlighting, and public facilities.

As noted in the May 5, 2026, agenda report, the City is advancing major park improvements at Boorman Park, Wendell Park, and Shields-Reid Park, along with upgrades to play structures, restrooms, lighting, and other recreation facilities. These projects reflect strong community demand and highlight the need for sustained maintenance resources as new amenities come online.

The City’s pavement network further demonstrates the scale of need. Richmond maintains approximately 584 lane miles with an estimated replacement value of $800 million. To maintain and improve pavement conditions, the City would need to invest approximately $18 million annually. The proposed FY 2026-27 budget currently includes $8 million for pavement maintenance ($10 million Complete Streets in FY 2025-26), which remains well below the level required to prevent continued deterioration. Rising prices for asphalt, concrete, and other materials continue to widen this gap.

These ongoing needs exist within the broader context of approximately $1.15 billion in unfunded capital needs identified across the next decade, including facilities, parks, transportation, stormwater and wastewater infrastructure, and resilience projects.

As outlined in the City Council’s adopted budget schedule, the FY 2026-31 Five-Year Capital Improvement Plan will be presented in detail at the May 26, 2026, Budget Study Session.
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May 19, 2026
Departmental Operations, Workload, and Service Delivery Impacts City staff are continuing the departmental overview format introduced on May 5, 2026, to highlight each department’s core operations, workload drivers, and service delivery impacts for FY 2026-27, providing the City Council and community with a clear picture of operational conditions across the organization.

Community Services
Core Operations
Community Services consists of Employment & Training (E&T), Recreation, Library, Literacy for Every Adult Program (LEAP), Reach-out with Compassion and Kindness (ROCK), and the Office of Neighborhood Safety (ONS). These divisions provide equityfocused programs to boost economic mobility, wellness, and safety in Richmond. E&T offers workforce development and job placement, training, employer partnerships, and compliance reporting. E&T also manages the facility which houses the RichmondBUILD and YouthBUILD programs, as well as a facility near Civic Center which serves as a career center and space for job seekers to receive key services such as case management and training. Recreation oversees two aquatic centers, seven community centers, two senior centers, and the Richmond Memorial Auditorium. In addition to managing facilities, Recreation staff also manage youth, adult and senior programs, sports programs, facility rentals, neighborhood services, special events, tool libraries, and volunteer opportunities.

The Library Division provides diverse materials and services to meet the community’s personal, educational, and professional needs. In addition, the library manages the main library and two branches to ensure community members can safely access these spaces and receive resources and services. LEAP is a free program sponsored by the Richmond Public Library in which tutors and learners work one-on-one or in small groups. LEAP's purpose is to help adults develop the skills and confidence they need to achieve their individual goals. ROCK, a new City program, provides crisis response, behavioral health support, outreach, and service linkage for low-acuity crises. ONS delivers street outreach, violence intervention, conflict mediation, life skills, case management, and Operation Peacemaker Fellowship to reduce gun violence and support high-risk groups.

Operational Demands
Operational demands across Community Services are driven by rising service volume, expanding compliance requirements, major initiatives, and staffing constraints that fully consume existing capacity. E&T faces high pressure from extensive federal Workforce Innovation and Opportunity Act (WIOA) mandates, audit and reporting requirements, grant management, youth employment expansion needs, and upcoming federal policy changes that will dramatically increase service demand without additional funding.

Recreation administers year-round programs, aquatics, afterschool activities, special events, facility rentals, tool library services, and multiple grant funded initiatives. The Library is managing significant operational demands related to maintaining City-wide 910

May 19, 2026
access to facilities during the renovation of the main library, restoring book processing services following a major vendor closure, and administering multiple large grant-funded initiatives. These responsibilities require substantial staff capacity to support core service delivery and meeting ongoing reporting and compliance obligations tied to major capital and literacy programs. CCRP will support community needs through service delivery by a new team of five ROCK team members. CCRP staff are simultaneously standing up a new division, delivering mobile crisis response services, developing internal systems and policies, and conducting community outreach with limited staffing.

ONS balances intensive street outreach, intervention and prevention services, case management, and multiagency coordination, while also managing administrative and grant reporting obligations that continue to grow alongside program needs.

Service Impacts
Across all divisions, Community Services continues to balance program delivery with available staffing and resources. E&T’s significant compliance and reporting responsibilities influence how quickly workforce programs and employer partnerships can be expanded. Recreation prioritizes core year-round services while assessing opportunities to broaden program offerings as staffing allows. Staffing and funding capacity may impact the Library’s ability to provide convenient service hours, bookmobile access, and ESL and literacy programming. As operational demands increase, residents may experience fewer opportunities to access library resources, educational services, and community support programs. ROCK’s limited staffing affects the pace of policy development, administrative buildout, and expansion of mobile crisis response coverage. The ONS’s administrative and reporting obligations, together with its intensive outreach and case management model, shape the amount of time available for direct community engagement and violence-prevention activities. Collectively, these operational realities guide how the department schedules services, responds to emerging needs, and evaluates opportunities for program enhancement.

Economic Development
Core Operations
The City of Richmond’s Economic Development Department is dedicated to building a vibrant, resilient, and inclusive local economy. Through its six divisions, Arts and Culture, Business Development, Environmental and Health Initiatives, the Port of Richmond, Real Estate, and the Richmond Housing Authority, the department supports business growth, community development, and quality of life for residents, visitors, and businesses. The Economic Development Department supports all six City Council Priority goal areas with the greatest ongoing capacity demands in Goals 1, 2,3, and 6.

Operational Demands
Operational demands within Economic Development continue to expand as the Department advances City-wide initiatives, grant development, and complex reporting requirements. Many of these responsibilities require significant interdepartmental coordination and sustained staff time.
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For RHA specifically, limited staffing structure intensifies these demands, as staff must manage daily housing operations, emergency maintenance, U.S. Department of Housing and Urban Development (HUD) inspections and compliance, environmental review, relocation planning, redevelopment at Nystrom Village, modernization of Richmond Village, and new construction planning at Nevin Plaza II. These combined responsibilities absorb nearly all available capacity.

The Port must manage daily waterfront operations, tenant relationships, emergency repairs, California Air Resources Board (CARB) at-berth compliance, multiple infrastructure assessments at Berths 5–8 and the graving basins, historic building evaluations, complex capital project delivery, and a large multimillion-dollar grant pipeline.

The remaining divisions continue to face significant staffing limitations, with the Arts and Culture and Real Estate Divisions each operating with only one full-time employee, and the Business Development and Environmental and Health Initiatives Divisions staffed by two full-time employees each. These limited staffing levels constrain the divisions’ ability to effectively expand outreach and engagement.

Service Delivery Impacts
The combined responsibilities of Economic Development Department require staff to balance core operational needs with extensive regulatory, reporting, and project management obligations. Limited staffing capacity across all divisions affects the pace at which economic development initiatives, projects, programs, and activities can advance.

Across the Arts and Culture Division, constrained staffing reduces proactive planning, program delivery, community engagement, artist outreach, grant development, and partnership opportunities, resulting in delays to cultural programming, public art, and beautification projects, as well as slower implementation timelines and reduced community access. The Business Development Division’s limited capacity similarly requires frequent reassignment of staff to urgent priorities and compliance obligations, reducing proactive business outreach, retention, strategic planning, and small business support, while contributing to slower response times and deferred initiatives. The Environmental and Health Initiatives Division faces similar constraints, with reduced capacity for outreach, data reporting, grant development, and regulatory compliance oversight, leading to slower project delivery, reduced oversight, and increased reliance on external consultants. At the Port, staffing limitations result in delayed capital projects, slower infrastructure improvements, reduced pursuit of grant opportunities, and frequent diversion of staff from long-range planning to regulatory or emergency needs. At the Richmond Housing Authority, workload pressures contribute to delayed maintenance, slower vacancy turnaround, constrained resident services, and extended timelines for modernization and redevelopment due to compliance and emergency repair demands.

Collectively, these capacity constraints influence the City’s ability to expand programs, accelerate City-wide economic development, and respond to new initiatives. Across all 912

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areas, staff continue to prioritize essential operations, regulatory compliance, and urgent service demands while managing increasing workload pressures related to longterm housing, infrastructure, environmental stewardship, cultural programming, and economic development needs.

Fire
Core Operations
The Richmond Fire Department delivers comprehensive emergency response services, including fire suppression, medical aid, technical rescues, hazardous materials management, and disaster preparedness. Its five divisions: Administration & Support, Emergency Operations, Training, Fire Prevention, and Emergency Services handle leadership, frontline response, training, inspections and code enforcement, and disaster planning. Together, they ensure Richmond's safety, readiness, and community resilience.

Operational Demands
The Fire Department manages over 14,000 high emergency call volumes annually, state-mandated inspections, intensive training, and a substantial range of administrative responsibilities across all divisions. City staff balance 24/7 response with contract oversight, equipment procurement, station repairs, and coordination with regional partners. The Training Division supports continuing emergency medical services (EMS) education, technical rescue and specialty certification, wellness programming, and compliance with state standards. The Fire Prevention Division is responsible for annual inspections, fire code enforcement, and support for new development and construction review. Emergency Services oversees disaster readiness, hazard mitigation efforts, and ongoing emergency planning. These activities require extensive coordination and time, shaping the department’s capacity to undertake additional initiatives.

Service Delivery Impacts
High operational demands and staffing considerations influence how the Fire Department maintains service levels and schedules critical work. Providing 24/7 emergency response requires frequent backfilling, which can limit the availability of personnel for administrative tasks, proactive community outreach, and broader fire-prevention efforts. Mandatory inspections, certification requirements, and emergency planning obligations contribute to extended timelines for non-emergency projects and program development. These operational realities guide how the department prioritizes core services, evaluates opportunities for process improvements, and plans for future service enhancements within available resources.

NEXT STEPS
City staff will continue refining the draft FY 2026-27 Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan based on City Council direction and updated financial information. The next step in the budget development process is the May 26, 2026, Budget Study Session, where staff will present the remaining departmental overviews, the Five-Year Financial Forecast, and the full FY 2026-31 Capital 913

May 19, 2026
Improvement Plan. This discussion will provide the City Council with a comprehensive review of capital needs, project priorities, and proposed funding, as well as additional context related to long-term fiscal pressures and operational capacity.

The FY 2026-27 Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan are scheduled for City Council consideration and adoption on June 23, 2026. The Budget Checklist, containing City Council questions and City staff responses from the May 5, 2026, City Council meeting, is attached as Attachment 2.

DOCUMENTS ATTACHED:

Attachment 1 – Draft FY 2026-27 Draft Budget Departmental Presentations Attachment 2 – Draft City Council Budget Checklist
914
Shasa Curl, City Manager
May 19, 2026
MOVING

RICHMOND

FORWARD
5/15/2026 2:24 PM 1
DRAFT

MOVING RICHMOND FORWARD
915
Fiscal resilience enables us to tract, retain, and support the workforce that delivers for Richmond.

Fiscal Year 2026-27 Draft
Budget Department
Presentations and Budget
Updates
May 19, 2026
Shasa Curl
Richmond City Manager
5/15/2026 2:24 PM 2
Fiscal resilience enables us to attract, retain,
and support the workforce that delivers for
Richmond.

MOVING RICHMOND FORWARD 916
Overview
• Fiscal Year (FY) 2026-27 Budget Schedule
• Global Economic and Inflation Conditions
• Proposed City-wide Priorities FY 2026-27
• Workforce Capacity and position
affordability update
• Department Overview
• Community Services
• Economic Development
• Fire
• Recommended Action
• Questions
5/15/2026 2:24 PM MOVING RICHMOND FORWARD 3
917
Overview
5/15/2026 2:24 PM MOVING RICHMOND FORWARD 4
918
Recommended Action
RECEIVE an update on departmental
presentations from Community Services,
Economic Development, and Fire
Departments as part of the continued review
of the draft Fiscal Year (FY) 2026-27 Annual
Operating Budget and FY 2026-31 Five-Year
Capital Improvement Plan, with discussions
upon completion of all departmental
presentations; and RECEIVE updated
financial and operational considerations
5/15/2026 2:24 PM MOVING RICHMOND FORWARD 919 5
FY 2026-27 Budget Schedule
Action/Activity Date
Receive Draft FY 2026-27 Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan; Department Presentations (Community Development, Police, Public Works)
May 5, 2026
Master Fee Schedule
Department Presentations (Community Services, Economic Development, and Fire) May 19, 2026
Budget Study Session on Proposed FY 2026-27 Operating Budget, FY 2026-31 FiveYear Capital Improvement Plan and Five-Year Forecast Department Presentations (City Attorney Office, City Manager Office, City Clerk’s Office, Internal Services) 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
5/15/2026 2:24 PM MOVING RICHMOND FORWARD 6
920
5/15/2026 2:24 PM Moving Richmond Forward 7
Updated Global Economic and Inflation Conditions
921
Operational Cost Pressures Affecting FY 2026-27 Budget
Development
5/15/2026 2:24 PM Moving Richmond Forward 8
Operational Area Primary Cost Drivers Operational Impact on the City Fleet & Equipment Operations Rising fuel prices, vehicle maintenance costs
Increased costs to operate City vehicles,
heavy equipment, and generators
Utilities & Facilities Higher electricity, water, and natural gas rates
Increased operating expenses for City
buildings, recreation facilities,
streetlighting, and utility systems
Capital Projects & Infrastructure Inflation in asphalt, concrete, steel, and construction materials
Higher costs for street maintenance, park
improvements, and capital construction
projects
Contracted Services Labor, transportation, and materials inflation
Vendor contracts and service
agreements becoming more expensive
Maintenance & Repairs Escalating material and supply costs Reduced ability to address deferred maintenance within existing budgets
Service Delivery Capacity Inflation outpacing revenue growth Reduced purchasing power and
increased pressure on operational
budgets
922
Workforce Capacity and Position Affordability Update
5/15/2026 2:24 PM Moving Richmond Forward 9
$146
$161
$173
$190
$195
$201
$100
$120
$140
$160
$180
$200
FY 2021-22
581 FTE
FY 2022-23
595 FTE
FY 2023-24
632 FTE
FY 2024-25
660 FTE
FY 2025-26
684 FTE
FY 2026-27
684 FTE
Millions
• Personnel costs remain the City’s
largest and fastest growing expense,
driven by rising salaries, pensions,
and healthcare including an 8.21%
increase in CalPERS premiums to
$20.8M and OPEB costs rising to
about $3M.
• The FY 2026-27 budget can support
684 funded positions, close to the
673 positions currently filled after
several years of steady workforce
growth.
• Authorized positions have increased
faster than hiring capacity,
contributing to current vacancies
and higher long-term personnel
costs.

Total Personnel Costs Escalation
923
FY 2026-27 Recommended City-wide Key Priorities
5/15/2026 2:24 PM Moving Richmond Forward 10
Veolia
Transition
Park
Renovations &
Maintenance
Innovation
- Systems
◦ Priority #1: Wastewater Reliability & Veolia Contract Transition (~$1 Billion)
◦ 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 924
Investment in the Built Environment &
Pavement Funding in FY 2026-27
5/15/2026 2:24 PM Moving Richmond Forward 11
Cost Pressures
• Rising construction and material costs
continue to strain infrastructure budgets
• Aging assets and historical
underinvestment drive significant ongoing
capital needs
• The City faces roughly $1.15B in unfunded
capital needs over the next decade.

Current Investments
• Major upgrades underway at Boorman,
Wendell, and Shields-Reid Parks
• New and renovated facilities will require
sustained maintenance resources
Pavement Funding Gap
• Pavement network needs about $18M
annually vs. $8M proposed in FY 2026-27.
925
Community
Services
Department
May 19, 2026
Community-Focused &
People-Centered
5/15/2026 12
Moving Richmond Forward
926
Department Overview
Layers of Community Services
Community
Services
Department
Employment
and Training
Library Service
and Literacy
for Every Adult
Program
(LEAP)
Recreation
and
Neighborhood
Services
Office of
Neighborhood
Safety (ONS)
Community
Crisis
Response
Program
(ROCK Team)
Each division addresses
different community needs
while collectively supporting
public safety, economic
opportunity, youth
development, education,
wellness, and crisis
intervention.
• Community-focused
• Direct service provider
• Daily interaction with residents
• Cross-divisional collaboration
• Equity-centered services
• Facility management
5/15/2026 13
Moving Richmond Forward
927
Internal &
External
Collaborations
Communitybased
organizations
City
departments
Cohort
Learning with
Local
Jurisdictions
Within
Community
Services
Department
Inter-agency
5/15/2026 Moving Richmond Forward 14 928
Community Services Grants in FY 2025-26
Estimated Total: $19.4M
• Neighborhood Services: $750K
• Neighbor connections, community events
• Recreation: $662K
• Youth outdoor adventures, summer programming
• Office of Neighborhood Safey: $2.76M (Previous 3-yr CalVIP grant = $6M) • Violence reduction/intervention/mental health
• Community Crisis Response (ROCK): $1.07M
• Opioid-related services
• Library: $10.4M
• Main library renovation, electric bookmobile, tutoring, library services • LEAP: $353K
• Family literacy, adult literacy, ESL service, unhoused population • Employment & Training: $3.4M
• Construction and brownfield training, unhoused services, Exciting Note: Recreation, Library, ONS and E&T received a total of $1.1M annually for 3 years in RFCY Grants 5/15/2026 Moving Richmond Forward 15
929
City Sponsored Events
Budget Proposed
Event FY 2025-26 FY 2026-27
Arbor Day $ 7,000 $ 7,000
Cinco de Mayo Festival $ 20,000 $ 20,000
El Sobrante Stroll $ 2,000 -
Fiestas Patrias Parade $ 6,000 $ 6,000
Green Business Fair $ 10,000 $ 10,000
Homefront Festival/Rosie the Riveter Day $ 7,000 $ 7,000 Juneteenth Parade and Festival $ 26,000 $ 26,000
Literacy Festival $ 7,000 $ 7,000
MLK Day of Service $ 7,000 $ 7,000
Native American Pow Wow $ 7,000 $ 7,000
North Richmond Blues Festival $ 7,000 $ 7,000
Nowruz-Persian New Year $ 7,000 $ 7,000
Neighborhood Council Support $ 40,000 $ 40,000
Point Richmond Music Festival $ 7,000 $ 7,000
Pride Festival (Civic Center) $ 5,000 $ 5,000
Taste of Richmond $ 20,000 $ 20,000
Unspecified Community Event - $ 2,000
TOTAL $ 185,000 $ 185,000
Submission
Requirements
Before Event:
• Invoice with list of
proposed
expenditures
• Flyer or
advertisement
promoting the
event
After Event:
• Pictures
• Summary
• Receipts
5/15/2026 16
Moving Richmond Forward
930
Taste of Richmond
Point Richmond Music Festival
Arbor Day
Cinco de Mayo
Juneteenth Festival
Nowruz-Persian New Annual Egg Hunt
Year Celebration
Native American
Pow Wow
Rosie the Riveter Day/
Homefront Festival 5/15/2026 Moving Richmond Forward 17 931 FY 2026–27 Budget Discussion
Employment & Training
Core services currently consume 100% of E&T staff
capacity. Additional assignments, legislative
requirements, or Council-directed initiatives may
reduce the department’s ability to maintain existing
service levels
5/15/2026 2:24 PM Moving Richmond Forward 18
• Administration
• RichmondWORKS
• RichmondBUILD
• YouthBUILD
• YouthWORKS
932
Why this matters now
The Employment and Training Department supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing & Homelessness
The division supports housing stability by connecting residents to family-sustaining careers, apprenticeships, subsidized employment, supportive services, and workforce pathways that increase long-term economic stability.

2. Revenue & Economic Development
The Employment & Training Department supports economic
development through workforce training, employer
partnerships, apprenticeship pathways, and local hire efforts that connect residents to high-demand careers.

3. Quality of Life & Community health
The department improves quality of life by providing youth employment opportunities, workforce training, career pathways, supportive services, and economic mobility initiatives. These programs help reduce economic insecurity, strengthen community stability, and improve overall community health outcomes.

4. Public Safety
Youth employment, career pathways, and workforce
engagement strategies contribute to violence prevention and community stabilization by increasing economic opportunity and reducing barriers to employment.

5. Internal Infrastructure & Processes
The department manages extensive federal and state compliance requirements, fiscal reporting, procurement processes, Workforce Development Board support, performance accountability systems, and regional workforce coordination efforts necessary to maintain funding, regulatory compliance, and effective workforce service delivery.

6. Shoreline & ecological sustainability
Programs such as Brownfields Environmental Job Training and Richmond Wired for Success support green workforce
development and prepare residents for careers tied to
environmental sustainability and electrification initiatives.

The Employment and Training Department supports all goal areas, with the greatest ongoing capacity demands in Goal Area 2.
5/15/2026 2:24 PM Moving Richmond Forward 19 933
The Work that keeps Richmond Running
5/15/2026 2:24 PM Moving Richmond Forward 20
Core service / function Required / mandated tasks
Workforce Development Programs (WIOA Adult, Dislocated
Worker, Youth)
WIOA compliance, eligibility determination, performance tracking, participant enrollment, job placement, CalJOBS documentation, case management
RichmondWORKS AJCC Operations Career services, employment assistance, LMI data, workshops, Rapid Response services, employer services, workforce partner coordination
Local Hire & Workforce Pipeline Coordination Coordination of local hire initiatives, apprenticeship pathways, workforce agreements, employer commitments, and City workforce priorities
RichmondBUILD & YouthBUILD Pre-Apprenticeship Training Construction training, job placement, certifications, supportive services, employer coordination, federal grant compliance
Employer Engagement & Sector Partnerships Business outreach, hiring partnerships, sector strategy alignment, workforce pipeline development
Grant Management, Fiscal Compliance & Reporting Identifying grant opportunities, grant writing, grant applications, fiscal reporting, procurement, performance accountability, audits, monitoring, contract compliance, 2 CFR 200 compliance, and corrective actions
YouthWORKS & Youth Employment Programs Summer and year-round youth employment, stipends, payroll coordination, supportive services, case management, employer partnerships, worksite monitoring, youth training coordination, participant tracking, compliance reporting, and career pathway development
Workforce Development Board Support Board coordination, agenda development, Brown Act compliance, policy development, strategic planning, committee support, state and federal board compliance Regional & Strategic Workforce Initiatives Participation in regional workforce and economic development initiatives, including the Green Empowerment Zone (GEZ), East Bay Works, East Bay Economic Development Association (EDA) and other workforce collaboratives focused on regional planning, sustainability, employer engagement, workforce alignment, and economic mobility strategies
934
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 21
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity WIOA (Youth, Adult, Dislocated Worker)
Compliance & Performance
Accountability
Administration of federally mandated workforce programs including eligibility determination, case management,
performance tracking, CalJOBS documentation, fiscal
compliance, monitoring preparation, audits, and
achievement of state and federal performance outcomes
–Goals 2 & 6
YouthWORKS and
RichWORKS Staff (6)
Active — Maintaining compliance,
meeting performance measures, and
managing increasing administrative
requirements..

High
WIOA Reauthorization & Federal Workforce
Policy Changes-A Stronger Workforce for
America Act of 2026
Prepare for potential changes to workforce funding,
program requirements, performance expectations, and
service delivery under updated federal workforce
legislation.

Management Active/Monitoring — Preparing for
potential federal policy, funding,
reporting, and operational changes
that may impact workforce programs
and service delivery
High
Richmond Wired for Success Electrification and green jobs workforce training – Goal 2 & 6 RichmondBUILD/YouthB
UILD Staff
Active — Expanding training capacity,
employer partnerships, and longterm funding sustainability High
Brownfields Environmental Job Training Environmental workforce training – Goal 2 & 6 RichmondBUILD/YouthB UILD Staff
Active — Participant recruitment,
placement outcomes, ongoing grant
compliance/reporting, and long-term
sustainability
High
Youth Workforce Expansion (Building
Bridges to Career Opportunities)
Expand youth employment and career pathways for those
who do not meet the A-G requirements – Goal 2 & 4
YouthWORKS Active — Managing growing demand
for youth employment opportunities
and long-term sustainability
High
RichmondBUILD & YouthBUILD Operations Workforce training, apprenticeship preparation, compliance-intensive grant operations – Goal 2
RichmondBUILD/YouthB
UILD Staff
Active — Balancing recruitment,
training, placement, supportive
services, extensive federal
compliance requirements, and longterm sustainability
High
Regional Workforce Collaboration Employer partnerships and regional workforce alignment – Goal 2
Management Active — Strengthening regional
alignment, employer engagement,
and collaborative workforce
strategies
Medium
California Job First & GEZ Alignment Align workforce development with economic growth strategies – Goal 2
Management Active — Aligning workforce priorities
with regional economic development
and sustainability initiatives
Medium
935
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 22
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity H.R. 1 Workforce Participation Impacts -Individuals
who are unemployed or underemployed will be
required to work, participate in job search activities, enroll in workforce training, or engage in employment
and training programs to maintain eligibility for certain public assistance benefits at least 20 hours a week.

H.R. 1 is expected to impact an estimated 10,000
Richmond residents and increase demand for
employment assistance, workforce training, supportive
services, case management, and job placement
support through the local workforce system. No federal
or state funds allocated to address the increase and
demand of workforce services.

Prepare for increased demand for workforce
services resulting from new federal
workforce participation requirements tied to
public assistance eligibility.

All Staff/AJCC
Mandated
Partners/CBOs/County
HHS/East Bay Works
Staff
Active— Preparing for potential
federal policy, funding,
reporting, and operational
changes that may impact
workforce programs and service
delivery
High –
Effective
June 1, 2026
Richmond Reimagine Summer Youth/Year-Round
Employment Program
Funding supports both youth wages and program
operations, most high school youth are capped at
approximately 100 summer work hours in order to
serve the greatest number of Richmond youth
possible. The department also leverages other
workforce funding sources, including WIOA Youth and
Adult funding, to provide additional employment and
training opportunities for eligible older youth.

Each year, available youth work hours continue to
decrease as minimum wage increases by
approximately 4% annually and staff salaries and
benefits increase between 5%–10% annually through
COLA and step increases, while funding levels largely
remain unchanged.

Provides paid work experience, workforce
readiness training, career exposure, and
positive youth engagement opportunities
for Richmond youth
The department previously received
approximately $375,000 annually dedicated
to summer youth employment
programming. Those funds were no longer
allocated after the City received
Reimagining Richmond Initiative (RRI)
funding, based on the assumption that RRI
funds could offset staffing costs.

Rising operational costs, staffing demands,
and increasing youth service needs
continue to place significant pressure on
program capacity
YouthWORKS Staff Active — Managing increasing
youth demand, rising
operational costs (minimum
wage and staff costs), and
limited funding capacity
Workforce grant opportunities
have become increasingly
limited under the new federal
administration, and local
government agencies are often
ineligible for funding
opportunities restricted to
nonprofit organizations.

High
936
How Limited Capacity Affects Service Delivery
Current conditions related to staffing limitations, increasing workload volume, growing service demand, regulatory and compliance requirements, grant restrictions, and expanding project commitments continue to affect the department’s operational capacity. As additional priorities, federal mandates, or unplanned demands arise, resources may need to be redirected from existing programs and strategic initiatives to maintain essential workforce services, daily operations, and compliance responsibilities.

Work that gets Squeezed
• Direct participant services and
individualized support
• Expanded youth and adult,
employment, and workforce training
opportunities
• Innovation, program expansion, and
proactive workforce development
initiatives
Operational Impact
• Staff are required to manage multiple
programs, grants, and compliance
responsibilities simultaneously,
reducing capacity for direct
participant engagement and strategic
program development.
• Staff assignments are frequently
shifted to respond to urgent
operational needs, participant crises,
and emerging/new funding
requirements.
• Rising personnel, benefit, and
operational costs reduce funding
available for direct program services
and community investment.
• Grant restrictions and administrative
caps limit operational flexibility and the
department’s ability to add staffing
despite increasing workload demands.

Resident / City impact
• Reduced capacity to expand workforce,
youth employment, and training
opportunities despite growing community
demand.
• Fewer available work hours, training slots,
supportive services, and individualized
support for residents and youth
participants.
• Delays in expanding employer
partnerships, apprenticeship pathways,
and workforce initiatives aligned with City
projects and economic development
goals.
• Increased operational pressures limit the
department’s ability to proactively
respond to emerging workforce and
community needs.
• Reduces opportunities to scale programs
that support economic mobility, violence
prevention, public safety, and long-term
community stability.

As operational capacity and available resources improve, the Employment & Training Division may be able to restore, expand, and enhance workforce services for youth and adults currently limited by workload demands and operational constraints. Potential improvements may include expanded workforce services, enhanced program delivery, increased operational efficiency, and greater community engagement and effectiveness. 5/15/2026 2:24 PM Moving Richmond Forward 23
937
YouthWORKS
Policy Questions:
• What is the desired number of youth we should serve annually (under 18 and over 18)?
• What is the desired number of hours each youth should be able to receive? Possible Option and Consideration:
• 100 youth under 18 at 300 hours = $575,700
• 100 youth over 18 at 500 hours = $959,500
• TOTAL: $1,535,200 (200 youth)
Services are participation-based and may include:
• Work Experience (WEX)
• On-the-Job and Apprenticeship Training
• Business/Industry Trips and Support Services
• Life Skills Workshops and Work Readiness workshops
Current Structure:
• Offering minimum of 100 hours at $19.18/hour
• Trade-off: More participants; less hours
• Revenue: WIOA ($338K) and Reimagine Richmond Funds ($1.9M) • Funding mainly supports: 5 FT YouthWORKS staff and participant stipends
YouthWORKS
5/15/2026 Moving Richmond Forward 24
938
Wastewater and Stormwater Assets
25 UNIT UNIT
25 5/15/2026 2:24 PM Moving Richmond Forward
Employment and Training Performance Outcomes FY 2025 - 26 RWDB WIOA Formula Programs (Adult, DW, Youth) FY 2025-26 People receiving case management services 199
People in training activities 54
People placed in Employment 33
939
Wastewater and Stormwater Assets
26 Career Center RichmondBUILD YouthBUILD
4,268 48
Graduates 36
Participants
26 5/15/2026 2:24 PM
Community Services - Employment & Training
Community
members
accessing services
and resources
351
Training Hours
Moving Richmond Forward
940
5/15/2026 2:24 PM Moving Richmond Forward 27
RichmondWORKS
Staff tabling
RichmondWORKS
RichmondBUILD
RichmondBUILD & YouthBUILD
Graduation
YouthWORKS
Staff tabling
Employment & Training – In the Community!
941
FY 2026–27 Budget Discussion
Recreation
Core services currently consume 100% of Recreation staff capacity. Additional assignments, legislative requirements, or Council-directed initiatives may reduce the department’s ability to maintain existing service levels
5/15/2026 2:24 PM Moving Richmond Forward 28
• Administration
• Children
• Youth
• Seniors
• Aquatics
• Neighborhood Services
942
Why This Matters Now
Community Services-Recreation supports supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing & Homelessness
Housing stability support: Community centers and afterschool programs provide safe spaces, connect resources, and help reduce housing instability, hunger and homelessness.

2. Revenue & Economic Development
Fee-based services generating revenue: Recreation classes, camps, facility rentals, and specialty programs provide a sustainable revenue stream to support operations.

Workforce development for youth: Leadership programs, job readiness, communication, and career skills.

3. Quality of Life & Community health
Physical health improvement: Sports programs increase physical activity, addressing obesity and chronic health issues.

Mental health & wellness/ Cultural Events: Recreation provides stress relief, safe socialization, and supportive mentorship, programming strengthen pride and community connections.

Academic support: Homework assistance and enrichment improve educational outcomes.

4. Public Safety
Violence prevention through engagement: Structured
afterschool and evening programs reduce idle time and youth involvement in unsafe activities.

Safe activation of public spaces: Programming in parks
increases visibility, deters crime, and promotes community ownership.

Community-building events: Strengthen relationships between residents, reducing isolation and increasing collective safety.

5. Internal Infrastructure & Processes
Data-driven program management: Uses registration systems, surveys, and evaluations to track participation and outcomes.

Collaboration: Works with schools, community organizations, and City departments to align services, leverages partnerships and MOU's to expand services.

6. Shoreline & ecological sustainability
Outdoor Programming: Coordinate with groups such as The Watershed Project, Groundwork Richmond, and Urban Tilth.

Community Services-Recreation supports 6 goal areas, with the greatest ongoing capacity demands in Quality of Life, Economic Development and Public Safety
5/15/2026 2:24 PM Moving Richmond Forward 29 943
The Work That Keeps Richmond Running – Recreation
5/15/2026 2:24 PM Moving Richmond Forward 30
Core service / function Required / mandated tasks
Finance and Administrative Operations Budgeting; Revenue Collection and Reconciliation; Grants Internal Controls; Financial Reporting
Contract and MOU Management
Outreach, Marketing , and Social Media
Rental Management; Program Registration
Activity Guide and Newsletters
Special Event Permits; ActiveNet Management; Fee Waivers Policy and Procedure Development
Recreation Services Program Development; Partnership/Agreements Community Centers; Sports Fields
Youth Programs; Adult Programs
Sports Programs; Outdoor Programs; Aquatics Programs
Summer Camps and Specialty Camps
Senior Programs; Special Needs Programs; Special Events Neighborhood and Volunteer Services Love Your Block
Richmond Tool Library
Mobile Tool Library
Neighborhood Councils
Volunteer Processing
944
5/15/2026 2:24 PM Moving Richmond Forward 31
What’s Coming up
Next?
• The Plunge 100-Year
Anniversary Event
• Richmond Tool Library
10-Year Anniversary
Event
• Shields-Reid Park
Grand Reopening
Celebration
One Time Special
Events
(Neighbor-to-Neighbor
Events)
• Kids to Parks Day
• Meet Your Neighbor
Masquerade
• MLK Day of Service
Kids to Park Day
MLK Day of Service
The Work That Keeps Richmond Running – Recreation
945
City Hosted Events
& Festivals
LEAP Literacy Fair Fall Fest
Senior Winter Ball Floating Pumpkin
Patch
Lunar New Year Floating Egg Hunt
Senior
Transportation and
Health Fair
Annual Egg Hunt
Holi Celebration Black History
Celebration
ParkRx Day Senior Info & Health
Info Fair
3 rd of July Fireworks National Night Out
Annual Tree
Lighting
Candy Cane
Tournament
Snow Day Movies in the Park
(3 times a year)
5/15/2026 32 Moving Richmond Forward
946
5/15/2026 2:24 PM Moving Richmond Forward 33
Recreation – In Action!
947
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 34
Major initiative / Pressure point Purpose / Link to Council goals (1-6) Lead Staff / Team Status / Next Milestone
Capacity
Auditorium Strategic Goal 2: Facility rentals
Strategic Goal 4: Safe space for meetings
and events
Recreation Supervisor, Auditorium
Aides
Ongoing/YearroundHigh
Youth & Adult Sports/Programs
Youth Outdoor Programming
Special Events
Strategic Goal 2: Fee based leagues and
grant funded outdoor programs for youth.

Strategic Goal 3: Improve the quality of life
and community health. Sports programs
increase physical activity, addressing
obesity and chronic health issues.

Strategic Goal 4: Safe space for all
participants
Recreation
Supervisors, Development ProjectMa
nager, Associate
Management Analyst, Recreation
Program Coordinators, Specialists,
Leaders, and Aides
Ongoing/YearroundHigh
Aquatics: Pools are open to the public
7 days a week, for a total of 66 hours
per week, averaging 9.5 open hours
per day.

Strategic Goal 3: Improve the quality of life
and community health
Recreation Supervisor, Aquatic
Specialist, Senior Lifeguards,
Lifeguards
Ongoing/Yearround; additional
staffing needed
High
Afterschool Programs, Summer
Camps, Specialty Camps, Senior
Programming and Community Center
programming (food distribution,
fitness, adult resources).

3. Quality of Life & Community Health: Out
of school time support, youth supervision,
wellness, Senior support and family needs 4.

Public Safety: Safe spaces for youth, adults
and seniors. Skills training for education and
jobs
Recreation Supervisors, Recreation P
rogram Coordinators, Specialists,
Leaders, and Aides
Increased center
hours and high
parks use.

High
Rentals: Update ActiveNet to allow for
online facility reservations
Strategic Goal 3: Improve the quality of life
and community health
Strategic Goal 5: Internal infrastructure and
processes
Deputy Director, Administrative
Assistant, Office Specialists
Ongoing High
948
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 35
Major initiative / Pressure point Purpose / Link to Council goals (1-6) Lead Staff / Team Status / Next Milestone Capacity Richmond Tool Library: Serves over
240 members, completes tool
maintenance, and more from a 470
sq ft room
Mobile Tool Library: Assets located
across multiple sites
Quality of Life & Community Health:

Provide free tool rentals to residents
and Richmond-serving non-profits
Associate
Management Analyst,
Lending Library
Specialists, Recreation
Program Specialists
Ongoing/Year-round;
additional staffing needed;
dedicated facility needed
High
Grants: Research and prepare
grant applications; implement
awarded programmatic grants;
maintain compliance
Strategic Goal 3: Improve the quality
of life and community health
Development Project
Manager, Associate
Management Analyst,
Recreation Supervisor
Ongoing; grants
implemented in current
year include Outdoor
Equity, Richmond Fund for
Children and Youth,
Neighbor-to-Neighbor, and
more
High
949
How Limited Capacity Affects Service Delivery
Current conditions related to staffing levels, workload volume, service demand, infrastructure needs, and technology needs continue to affect the department’s operational capacity. As additional priorities or unplanned demands arise, resources may need to be redirected from existing functions and planned initiatives to maintain essential operations and compliance responsibilities.

Work that gets Squeezed
• Expansion of recreation programs,
camps, and enrichment activities
• Community outreach, partnership
building, and volunteer coordination
• Program evaluation, data tracking,
and continuous improvement
efforts
• Planning for new events, cultural
programming, and seasonal
activities
• Unfilled administrative positions
raise staff workload and hinder
efficient operations
Operational Impact
• Increased workload on
recreation staff, coaches, and
site leaders, registration
reservations and special event
permit processing
• Reduced program capacity,
enrollment limits, or fewer
program offerings
• Delays in launching new
programs or expanding existing
ones
• Limited ability to sustain highquality, consistent programming across sites
Resident / City impact
• Decreased opportunities for
youth development, sports, and
cultural engagement
• Lower community participation
hours and reduced
neighborhood activation
• Slower progress on communitybased initiatives and events • Potential inequities in program
access, especially in high-need
areas
As operational capacity and available resources improve, the Community Services- Recreation may be able to restore, expand, or enhance service areas currently limited by workload demands or operational constraints. Potential improvements may include expanded services, increased proactive operations, improved response times, enhanced program delivery, and greater community engagement and operational effectiveness.
5/15/2026 2:24 PM
Moving Richmond Forward 36 950
What Support Protects Core Service Delivery
This slide identifies the support needed to protect core service delivery as the Department balances Council priorities, mandated compliance requirements, and core services.

Stabilize staffing Authorize the filling of vacant budgeted FTE and PPT positions to sustain daily operations; add new FTE and PPT positions.

Increase support staffing
Increase part-time staffing budget to support extended evening and weekend hours at community centers, aquatic facilities, and tool libraries; supervise new parks and fields coming on-line; and meet growing demands.

Address major facility needs Prioritize repairs for the Auditorium and Plunge to preserve and maintain the facilities, improve services, and increase revenue; implement preventative maintenance plans; provide dedicated facility for tool libraries.

Modernize infrastructure Redesign parking lots to accommodate more vehicles, enhance restroom accessibility in parks, and continue renovating fields and courts. 5/15/2026 2:24 PM Moving Richmond Forward 37
Strengthen administrative and
operational support
Improve and streamline the insurance process, procurement and purchasing policies, and contract policies to reduce delays in programming, event implementation, and vendor payments.
951
Wastewater and Stormwater Assets
38 Rentals
and Permits
Fee
Waivers Special
Events
13,671 186 20
100% Fee
Waivers
Granted
Events Held
for facility, parks, and
special events
38 5/15/2026 2:24 PM Moving Richmond Forward
Community Services-Recreation
246 discounts granted
Permits Issued
952
Wastewater and Stormwater Assets
39 1,160
Served
40 Outdoor Activity Days
110
Opportunities
for
Adult day program,
excursions and more
39 5/15/2026 2:24 PM Moving Richmond Forward
Community Services-Recreation
4,800
Youth Served
Afterschool programs,
tiny tots, summer camps,
and specialty camps
953
Recreation In
Action!
5/15/2026 2:24 PM Moving Richmond Forward 40
Tree Lighting
Celebration
Grow-Tool-Gether
MLK Day of Service
Holi Celebration
Aquatics Instructed Class
954
Wastewater and Stormwater Assets
41 5,000
Participants Served
Drop-in swim, swim lessons,
aqua Zumba, water fitness
class, lap swim and more
3,000
Adults Served
Fitness centers,
computer labs, Zumba,
basketball, soccer,
tennis, volleyball,
pickleball, and more
3,500
Times
Hot meal programs,
excursions, workshops,
daily enrichment activities,
and more
41 5/15/2026 2:24 PM Moving Richmond Forward
Community Services-Recreation
955
Wastewater and Stormwater Assets
42 4,862
Loans Completed
284
Active Members
Grants
Richmond Tool Library Hours of
Operation:

Wednesday: 1:00pm - 5:00pm
Friday: 1:00 pm - 5:00 pm
Awarded
42 5/15/2026 2:24 PM
Community Services-Recreation
271 $362k
Tool Library
Programs
North Richmond Mobile Tool
Library
North Richmond Mobile Tool
Library
Richmond Tool Library
(RRC)
Moving Richmond Forward
956
Wastewater and Stormwater Assets
43 271
Volunteers
Engaged
through
5 volunteer
Beautification events
Grants
Awarded
43 5/15/2026 2:24 PM Moving Richmond Forward
Community Services-Recreation
$362k
Tahoe for All
Community Development
Block Grant
Community Clean-up and
Employment Pathways
Volunteer Programs
Miraflores Greenbelt
Workday
MLK Day of Service
May Valley Community
Workday
957
Wastewater and Stormwater Assets
44 $362K
Awarded
Tahoe for All
Community Development
Block Grant
Community Clean-up and
Employment Pathways
Loans Completed
44 5/15/2026 2:24 PM Moving Richmond Forward
Community Services-Recreation
4,862
958
Wastewater and Stormwater Assets
45 $
124
Events Held
In partnership with 17
neighborhood councils,
Richmond Neighborhood
Coordinating Council and
Richmond Community
Foundation
Neighbor-to-Neighbor
Program
45 5/15/2026 2:24 PM Moving Richmond Forward
Community Services-Recreation
$750K
Awarded
East Richmond – Friends
of Tiller Park
Parchester Village Seeds
of Harvest Mural Reveal
Marina Bay
Community Day
Meet Your Neighbor
Masquerade Dance
959
FY 2026–27 Budget Discussion
Library & LEAP
Core services currently consume 100% of Library &
LEAP staff capacity. Additional assignments,
legislative requirements, or Council-directed
initiatives may reduce the department’s ability to
maintain existing service levels
5/15/2026 2:24 PM Moving Richmond Forward 46
• Administration
• Children
• Youth
• Seniors
• LEAP
960
Why This Matters Now
Library/LEAP supports supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing & Homelessness
LEAP partners with the ERF-3 project to provide
literacy and GED help for homeless individuals; library facilities provide a safe space for all residents during the day.

2. Revenue & Economic Development
Education for Richmond's workforce; Business
resources (copy, fax, scan, computer access),
reference services and referrals

3. Quality of Life & Community health

4. Public Safety
LEAP partners with ONS to provide literacy and
educational support for residents; Providing an
accessible, safe space for residents and visitors

5. Internal Infrastructure & Processes
The Library provides reference services that act as the 'front desk' of the city, providing referrals to other
public resources, including city, county, state, and
federal.

6. Shoreline & ecological sustainability
The Library provides programming and resources to
increase awareness and action around
environmental challenges.

Library/LEAP supports 4 goal areas, with the greatest ongoing capacity demands in Housing & Homelessness, Revenue & Economic Development, and Quality of Life & Community Health 5/15/2026 2:24 PM Moving Richmond Forward 47
Enrichment programs and services, educational
support for youth, support for lifelong learning,
access to consumer health information and
programming.
961
The Work That Keeps Richmond Running – Library
5/15/2026 2:24 PM Moving Richmond Forward 48
Core service / function Required / mandated tasks
Safe and welcoming public spaces Ensuring sufficient staffing for every open hour of service, every week; oversight of the library environment to ensure comfort, safety and prosocial user behavior; training for trauma-informed response to resolve issues effectively and safely.

Putting Books into Community's Hands Contract procurement and invoice processing; physical handling of new materials in preparation for checkout; maintenance of patron records and library collection records in an Integrated Library System database; physical work to maintain library spaces and re-shelve collections; customer service work to maintain safe, accessible spaces for the community to get books.

Free events to support literacy and communitybuildingContract procurement and invoice processing; logistical coordination with venues and performers; physical set-up and take-down of event spaces; planning and evaluation; marketing, including print, digital and outreach based; day-of logistical support or staff performance (e.g., storytimes.) Reference and reader advisory Training and retention of qualified staff; scheduling and backfilling to provide consistent, reliable service for in-person, email and telephone help; outreach and continuing education to ensure staff knowledge and skills are current.
962
The Work That Keeps Richmond Running – LEAP
5/15/2026 2:24 PM Moving Richmond Forward 49
Core service / function Required / mandated tasks
General Educational Development (GED) Recruitment and outreach; Pre-testing and orientation of new students; identifying and procuring educational materials; classroom and one-onone instruction; procuring and scheduing practice tests and GED tests; supporting students and addressing needs; celebrating successes! Adult Basic Education (ABE) Recruitment and outreach; Pre-testing and orientation of new students; small group and one-on-one tutoring to improve reading, writing, and math skills
Computer Literacy/Digital Literacy In-person support for computer basics, including internet searching, setting up an email, saving and sending files, and filling out applications for jobs, housing, voting, and health insurance
English as a Second Language (ESL) Recruitment and outreach; Pre-testing and orientation of new students; identifying and procuring educational materials; provision of in-person and online classes to advance English listening, speaking, reading and writing skills in the community.

Families for Literacy Offer parent education, children's education, and joint activities to break low literacy and poverty, providing free books and resources to create home libraries
Volunteer Tutoring Program Recruit and mentor community volunteers to act as tutors for adult learners
963
Details
• All Electric Vehicle
• 28 Feet of Fun
• Total Cost: $616,160
Current Status
• Outfitting with books
and equipment
• Building service
schedule
• Future availability
dependent on staffing
5/15/2026 2:24 PM Moving Richmond Forward 50
Introducing – The New Bookmobile!
964
Main Library Renovation
Thank you City
Council!
Project Cost: $34 Million
New Features Added:
• Study rooms
• Storytime room
• Makerspace
• Community meeting
room
• Teen Space
• Automated Materials
Handling
10 5/15/2026 2:24 PM Moving Richmond Forward 51 965
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM
Moving Richmond Forward
52 Major initiative / Pressure
point
Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Maintain and expand access at
library facilities across the City.

Safe and welcoming public library buildings
with open hours that respond to community
needs.

Library – Reference
and Circulation
staff
Continue to survey users and
plan for future hours expansion
when staffing permits.

High
Deploy new bookmobile
throughout Richmond.

Increase access to Library service in
geographically remote or under-served areas.

Library – Reference
and Circulation
staff
Bookmobile has been procured
and is being outfitted with
books. Prelimiary service
schedule in development.

High
Onboard new book vendors and
re-start pre-processing
services.

The Library's main vendor ceased operations.

New vendors must be onboarded and preprocessing services established to save staff time and reduce physical handling of books
Library
Administration
Contracting with additional
collection development
vendors, provide training to
staff, request and initiate preprocessing procedures
Medium
Prepare for the re-opening of
the Main Library building.

The renovated Main Library will include many
new features and a new way of checking in/out
materials. Most items will require new require
new processes and training, including a
potential conversion to RFID materials handlng.

Library
Administration,
Reference and
Circulation Staff
Temporary Library established
and staff relocated in late 2025:
now we turn to the future.

Medium
Reporting for Bookmobile, Main
Library Renovation, Workforce
Investment Opportunity Act, and
Califoria Library Literacy
Services grants.

Grant funding supports major projects at the
Library and ongoing operations at LEAP. Reports
and obligations under the grants consume a
large amount of staff time
LEAP staff, Library
Administration
Active and ongoing Medium
Volunteer recruitment and
retention
LEAP in particular relies on volunteers to
support student learning, and use of volunteers
is a grant requirement. Volunteers must be
trained, onboarded and supported
LEAP Volunteer
tutor/learner
coordinator
(vacant)
Active and ongoing Medium
966
What We Are Working On & What We Need
53 Current Priorities
• Providing safe and welcoming
public spaces every week during
hours the community requests
(evenings, weekends)
• Providing frequent, regular
Bookmobile visits to underserved
areas of Richmond
• Continuing English as a Second
Language instruction and expanding
evening and weekend offerings
• Onboarding additional vendors for
books and library materials
• Upgrading our computer offerings
for patrons so they can safely and
conveniently conduct business
• Exploring conversion to RFID to
ensure speedy processing of library
materials and reduce physical load
on staff
Capacity Challenges
• Current staffing levels support
regular Saturday service at only one
Library/LEAP location.
• Current staffing levels and job
classifications do not support robust
Bookmobile service
• ESL grant funding has discontinued
and must be backfilled to continue
current service levels; current
staffing levels do not support
additional weekend or evening
service
• Current budget does not reflect
funding to upgrade our legacy
systems (computer security
software, public printing capability).
• Staff balance lengthy procurement
tasks with their many other duties
What We Need
• Existing vacancies can be filled and
a Tuesday-Saturday schedule
implemented to support dependable
service at Library/LEAP locations.
• Existing vacancies can be filled to
increase the pool of available
Bookmobile drivers.
• Support to replace discontinued
grant revenue and expand the class
schedule.
• Support to keep up with vendor
inflation and modernize systems for
efficient, reliable patron experiences.
5/15/2026 2:24 PM
Moving Richmond Forward
967
How Limited Capacity Affects Service Delivery
Current conditions related to staffing levels and grant funding continue to affect the department’s operational capacity. As additional priorities or unplanned demands arise, resources may need to be redirected from existing functions and planned initiatives to maintain essential operations and compliance responsibilities.

Work that gets Squeezed
• Providing safe and
welcoming public spaces
during convenient hours
• Providing regular
Bookmobile service to
under-served areas
• English as a Second
Language education
• Evening and weekend
literacy classes
Operational Impact
• Library schedule does
not include enough
Saturday or evening
hours
• Forthcoming
bookmobile schedule
is limited by
availability of drivers
• Grant funding for ESL
instructors is
discontinued
Resident / City impact
• Fewer residents able to
visit the library during
open hours
• Fewer opportunities to
access the bookmobile
• Fewer classes and
resources for English
language learners
As operational capacity and available resources improve, the Library/LEAP may be able to restore, expand, or enhance service areas currently limited by workload demands or operational constraints. Potential improvements may include expanded services, increased proactive operations, improved response times, enhanced program delivery, and greater community engagement and operational effectiveness. 5/15/2026 2:24 PM Moving Richmond Forward 54 968
5/15/2026 2:24 PM Moving Richmond Forward 55 969
National and State Library Funding Has Reduced
Significant funding changes and new legislation is impacting libraries across the state, including Richmond Public Library
Institute of Museum
and Library Services
(IMLS) Funding
IMLS funding supports library services, such as New York Times subscriptions offer library users, and provides
essential professional training. The Trump administration has been fighting to eliminate it.

California Library
Services Act (CLSA)
Funding
Reduced California State Legislature support for the
California Library Services Act has sharply reduced funding available for cooperative lending and other initiatives.

Additional unfunded costs must be absorbed by the library.

California State
Library ESL Funding
LEAP ESL services were supported by $69,602 in annual
funding from the state library. This grant program has been discontinued.
5/15/2026 2:24 PM Moving Richmond Forward 970 56
What Support Protects Core Service Delivery
This slide identifies the support needed to protect core service delivery as the Department balances Council priorities, mandated compliance requirements, and core services.

Safe and Welcoming Public
spaces
Ensure staff capacity to reliably open libraries and learning centers per the established schedule and provide excellent service during open hours.

Community Events Staff capacity and funding to organize and host classes and events in support of literacy, learning and community connection.

Moving Forward with
Technology
Staff capacity and funding to provide public access to computers and printers; provide help for patron and student use of technology; provide safe and modern technology tools for patrons in the library and LEAP.

Measuring Student
Progress
Staff capacity to pre and post-test LEAP students to measure learning gains, as well as capacity to administer proctored GED exams.

Books for Every Reader Continued funding to support print, DVD, magazine, newspaper, and digital collections for use by the Richmond Community; staff capacity to manage procurement and invoices.
5/15/2026 2:24 PM Moving Richmond Forward 57 971
5/15/2026 2:24 PM Moving Richmond Forward 58 972
Wastewater and Stormwater Assets
59 441
Students
1,133 Skills Assessment
171 Student Referrals
8 GED Graduates
15,764
Event Attendees
12,597: Children’s Event
Attendee’s
3,167: Adult Event
Attendee’s
419: Events Hosted offsite
at community locations
32,974: digital items
10,140: items not in English
177: wifi hotspots
69,562: children's items
59 5/15/2026 2:24 PM Moving Richmond Forward
Items Borrowed
32,974: Digital Items
10,140: Items not in English
177: Wi-fi Hotspots
65,562: Children Items
145,362
LEAP Library Events Circulation
Library in Action
973
FY 2026–27 Budget Discussion
Office of Neighborhood
Safety (ONS)
Overview of Agency Workload,
Capacity, and Service Impact
Core services currently consume 100% of Community
Services – ONS staff capacity. Additional assignments,
legislative requirements, or Council-directed initiatives may reduce the department’s ability to maintain existing service levels.

Community Services - ONS Moving Richmond Forward 60 974 Why This Matters Now Council Priorities and Community Services - ONS Workload Community Services – ONS supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing & Homelessness
ONS connects high-risk youth and adults to supportive services, case management, and community-based resources. ONS helps vulnerable individuals access pathways toward stable living conditions and long-term self-sufficiency.

2. Revenue & Economic Development
ONS connects high-risk youth and adults to jobs, training, education, and fellowship programs like Operation Peacemaker Fellowship to reduce violence through economic opportunity.

ONS also secures funding to expand violence prevention efforts and community investment.

3. Quality of Life & Community health
ONS promotes community wellness through violence prevention, mentoring, conflict mediation, and trauma-informed outreach.

Programs like Life Skills for Peace support youth impacted by violence, helping reduce firearm harm and strengthen
neighborhood stability and trust.

4. Public Safety
Core functions include street outreach, violence interruption, retaliation prevention, conflict mediation, community
mobilization, and partnership coordination with schools, faith leaders, and community organizations. These efforts are designed to reduce shootings, homicides, and retaliatory violence throughout Richmond neighborhoods.

5. Internal Infrastructure & Processes

6. Shoreline & ecological sustainability
While ecological sustainability is not a direct operational focus of ONS, the department contributes indirectly by helping create safer, healthier, and more sustainable communities.

Community Services - ONS supports four goal areas, with the greatest ongoing capacity demands in areas 1 -4.

Community Services - ONS Moving Richmond Forward 61
ONS develops, implements and supports and benefits from efficient internal processes
975
The Work That Keeps Richmond Running – ONS
Community Services – ONS Moving Richmond Forward 62
Core service / function Required / mandated tasks
Street outreach and violence
intervention.

ONS employs several Neighborhood Change Agents (NCAs) who conduct daily street outreach throughout Richmond, actively engaging with youth and adults to build trust and serve as their mentors and credible messengers by providing examples of healthy lifestyles.

Intensive case management and life
coaching.

NCAs meet daily with their caseload participants to provide mentorship, guidance, and ongoing support.

Life Skills and personal development
programs.

Life Skill classes are held several times a week. Classes provide peer facilitated (facilitators have similar life experience, not that they are the same in age) transformative group mentoring formatted activity designed to create an environment that teaches and provides opportunities for pro-social behavior through positive peer role modeling, healthy problem solving, conflict resolution, anger management, character development, and life skills training with the intent of fostering resilience to the risk factors associated with violence.

Service referrals and supportive
services.

Our Operation Peacemaker Fellowship program provides program incentives for participation and positive behavior. NCA’s also accompany participants to purchase needs such as groceries, household items, driver’s education, birth certificate, items for school or employment etc.)
Conflict mediation and retaliation
prevention.

NCA engage with youth who are at conflict with each other.

State and Federal Grant Reporting Responsible for grant management of the following: CalVIP 5, RFCY, and Byrne Grants.
976
Operational Demands Affecting Core Service Delivery
Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources needed for participant engagement and community partnership engagement for the high-risk youth and adults.
5/15/2026 2:24 PM Moving Richmond Forward 63
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity ONS relies heavily on partnerships
with schools, workforce agencies,
community-based organizations,
and public health providers which
requires substantial administrative
and operational effort.

Maintain consistent collaboration,
communication, referrals, and
coordinated responses across
multiple agencies.

ONS admin staff Ongoing High
ONS works with individuals who may
be distrustful of government
systems or resistant to traditional
intervention models.

Building and maintaining community
trust requires consistent relationshipbuilding, visible community presence, and culturally responsive
engagement strategies, all of which
require significant time and staffing
resources.

ONS NCAs Ongoing High
977
How Limited Capacity Affects Service Delivery
Current conditions related to staffing levels/workload volume/project commitments continue to affect the department’s operational capacity. As additional priorities or unplanned demands arise, resources may need to be redirected from existing functions and planned initiatives to maintain essential operations and compliance responsibilities.

Work that gets Squeezed
• Due to current capacity
limitations, we are
unable to enter
additional contracts with
vendors, including those
proposing to provide
programming and
support services for our
high-risk youth
population.

Operational Impact
• Additional
assignments may
impact administrative
capacity, and overall
operational efficiency
while increasing
workload pressures
on existing personnel.

Resident / City impact
• Delayed response
times, reduced field
presence, fewer
opportunities for
proactive violence
prevention efforts, and
decreased continuity of
care for high-risk youth
and adults.

As operational capacity and available resources improve, the Community Services - ONS may be able to restore, expand, or enhance service areas currently limited by workload demands or operational constraints. Potential improvements may include expanded services, increased proactive operations, improved response times, enhanced program delivery, and greater community engagement and operational effectiveness.

Moving Richmond Forward 5/15/2026 2:24 PM 64
978
What Support Protects Core Service Delivery
This slide identifies the support needed to protect core service delivery as the Department balances Council priorities, mandated compliance requirements, and core services.

Providing adequate
operational support
and staffing
Helps maintain consistent participant engagement,
strengthens community trust, supports violence reduction efforts, improves coordination of supportive services, and ensures the City can continue delivering responsive, traumainformed public safety strategies throughout Richmond neighborhoods.

Grant compliance Insufficient grant compliance capacity could increase the risk of missed reporting deadlines, audit findings, funding
disallowances, noncompliance with state and federal grant requirements, and potential loss of future funding
opportunities. These challenges could negatively impact staffing stability, program sustainability, participant services, and the department’s overall ability to sustain violence prevention and public safety initiatives within the City of Richmond.

Community Services - ONS Moving Richmond Forward 65 979 Wastewater and Stormwater Assets
66 12,065 2,361 94
Fellow Engagements Street Outreach Count Number of active fellow in 2025
64% were black, 28% were Latino,
and the others were white or of
mixed ethnic backgrounds. 11% of
ONS participants were female.

A Fellow Engagement is when a
Neighborhood Change Agent
(NCA) delivers one-on-one
mentorship to his or her Fellow or
the participant in the
Peacemaker Fellowship.
66 ONS In Action!
Street Outreach is when an
NCA engages any community
member that is not a
participant in the Peacemaker
Fellowship program.
980
67 At the conclusion of 2025, ONS fellows reported the following:

Community Services 67 - ONS Moving Richmond Forward 981 FY 2026–27 Budget Discussion
Community Crisis
Response Program
Community Services
Overview of Agency Workload,
Capacity, and Service Impact
Core services currently consume 100% of staff time.

Core services are impacted due to extremely low
capacity, affecting the development of the
department and the quality of programming.
5/15/2026 2:24 PM Moving Richmond Forward 68 982
Why This Matters Now
Community Crisis Response Program (ROCK) supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing & Homelessness
Established relationships with Housing Authority and local unhoused organizations to work in tandem with one another to connect community members to available housing resources and leveraging the resources that are already being provided.

3. Quality of Life & Community health
CCRP addresses behavioral health concerns through an equity lens and serves as a bridge between community members and the resources they need to improve their quality of life. ROCK delivers community-centered services and establish genuine connections with the community and the individuals they work with.

4. Public Safety
One of the City Council’s direct goals to expand Richmond’s safety response ecosystem. Complements services of the
City’s first responders by offering a supplemental alternative for lower acuity behavioral health situations.

CCRP supports 3 goal areas, with the greatest ongoing capacity demands in building department infrastructure, and delivery of quality services.
5/15/2026 2:24 PM Moving Richmond Forward 69 983
The Work That Keeps Richmond Running
5/15/2026 2:24 PM Moving Richmond Forward 70
Core service / function Required / mandated tasks
Mobile Crisis Response Establish and solidify a trusted credible alternative first response to certain 911 calls.

Establish new department within
City of Richmond
Work with IT, payroll, and other departments to
establish CCRP in city systems as own individual
department
Administrative operations Establish proper policies and protocols to ensure the safety and effectiveness of the department and
program for long term sustainability
Community Engagement and
Outreach
Engage Community and internal/external
stakeholders to encompass their needs and
concerns in departments vision.

Opioid Settlement Fund Oversee funds from National Opioid Settlement 984
How Limited Capacity Affects Service Delivery
Current conditions related to staffing levels/workload/service demand/program commitments and technology needs continue to affect the department’s operational capacity. As additional priorities or unplanned demands arise, resources may need to be redirected from existing functions and planned initiatives to maintain essential operations and compliance responsibilities.

Work that gets Squeezed
• Policy Development
• Program Development
• Crisis Response
• Administration and
Operations
Operational Impact
• Delays in policy
development
• Crisis services
• Delays in contract
and procurement for
essential program
components
• Reduced operations
• Staff burn-out
• Liability and safety
concerns due to
policy development
delays
Resident / City impact
• Disruption of services
• Delayed expansion of
services to residents and
service area
• Delayed expansion of
resource network due to
non-updated resources
As operational capacity and available resources improve, CCRP may be able to restore, expand, or enhance service areas currently limited by workload demands or operational constraints. Potential improvements may include expanded services, increased proactive operations, improved response times, enhanced program delivery, and greater community engagement and operational effectiveness. 5/15/2026 2:24 PM
Moving Richmond Forward 71 985
What Support Protects Core Service Delivery
This slide identifies the support needed to protect core service delivery as the Department balances Council priorities, mandated compliance requirements, and core services.

Policy Development Operational support that protects essential functions, minimizes risks related to implementation and compliance, and promotes effective, evidencedriven policy development alongside sustained long-term organizational success.

Mobile Crisis Response Mobile crisis response support protects continuity of care, responder safety, and client stabilization during low-risk behavioral health events. It reduces risks such as psychiatric escalation , unnecessary hospitalization, law enforcement involvement, self-harm, homelessness, and service disengagement by delivering rapid community driven intervention where crisis occur.

Community Engagement Operational support protects the continuity, accessibility, and trustworthiness of community engagement efforts. It reduces risks such as participant disengagement, communication breakdowns, inconsistent service delivery, staff burnout, and loss of stakeholder confidence. By maintaining reliable coordination, timely communication, resource availability, and responsive problem-solving, operational support sustains meaningful participation, long-term relationships, and consistent community involvement that advances shared goals and program impact. 5/15/2026 2:24 PM Moving Richmond Forward 72 986
73 ROCK SERVED

ROCK OUTCOMES
69 67 66

CALLS INDIVIDUALS RECORDED

OUTCOMES
39% Info Provided
12% Partner Agency
Connection
10% Transport
7% De-Escalation
33% Wellness Checks
29% Supportive Services
13% RCK Calls

4.3% Referrals

8.7% Disturbance
12% Other
MARCH 2026 ROCK KPIs
51% Black / African
American
10% Hispanic / Latino /a/x
1% Native Hawaiian / Pacific
Islander
10% Not Shared
13% White
14% Not listed

ROCK RESPONDED TO
Moving Richmond Forward
5/15/2026 2:24 PM
987
Wastewater and Stormwater Assets
74 ROCK SERVED ROCK OUTCOMES
91 73 124

CALLS INDIVIDUALS RECORDED

OUTCOMES
33% Resources Info
Provided
15% Behavioral Support
14% Transport
14% Crisis De-escalation
7% Referral to Housing or
Social services
3% Referral to Sobriety
SUD Services
41% Supportive Services
33% Wellness Checks

8.8% Referrals/Assists
7% Behavioral Incident
2% Transport
1% Mediation
7% Other
74 5/15/2026 2:24 PM
APRIL 2026 ROCK KPIs
51% Black / African
American
10% Hispanic / Latino /a/x
1% Native Hawaiian / Pacific
Islander
10% Not Shared
13% White
14% Not listed

ROCK RESPONDED TO
Moving Richmond Forward 988
ROCK Team
in Action!
5/15/2026 2:24 PM Moving Richmond Forward
75 989
Continued Work
Focus on delivering
amazing core services
Streamline Special
Event Permit Process
Release online
reservation system for
facilities
Write grants to support
core services
Strengthen and develop
internal and external
collaborations
Develop, collect and
report on key
performance indicators
Develop standard
operating procedures
Enhance calendar and
promote services
Tell our story and
celebrate success!
5/15/2026 76
Moving Richmond Forward
990
In Loving
Memory of
Abigail
Sims-Evelyn
5/15/2026 2:24 PM Moving Richmond Forward
77 991
5/15/2026 2:24 PM Moving Richmond Forward
78 992
THANK
YOU
5/15/2026 2:24 PM Moving Richmond Forward
79 993
5/15/2026 2:24 PM 80
Transition
Break
MOVING RICHMOND FORWARD 994
Core services currently consume 100% of Economic
Development staff capacity. Additional
assignments, legislative requirements, or Council-
directed initiatives may reduce the department’s
ability to maintain existing service levels
Economic Development
Arts & Culture, Business Development,
Environmental & Health Initiatives, and Real
Estate with Richmond Housing Authority and
Port (separate presentation)
Overview of Department
Workload, Capacity, and Service
Impacts
5/15/2026 2:24 PM Moving Richmond Forward 81
995
Why this matters now Council Priorities and Economic Development Department Workload Economic Development Department supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing & Homelessness
The Real Estate Division and Richmond Housing Authority (RHA) support housing stability and neighborhood activation through projects including Metro Walk, Nystrom Village, Nevin Plaza, and Civic Center Apartments (Homekey). 5/15/2026 2:24 PM Moving Richmond Forward 82

2. Revenue & Economic Development
The Port, Business Development Division, and broader Economic Development Department support business attraction, retention, job creation, and revenue generation through initiatives including the Port of Richmond, Façade Improvement Program, Small Business Grants, Taste of Richmond, commercial corridor activation, tenant recruitment, workforce partnerships, and strategic economic development initiatives that strengthen Richmond’s local economy and tax base.

3. Quality of Life & Community Health
The Arts & Culture Division, Environmental & Health Initiatives Division, and Economic Development Department support quality of life and community health through public art, cultural programming, placemaking initiatives, and environmental and health initiatives, including the Public Art Program, Health in All Policies Report, Black Resiliency Project, Healthy Options at Checkout, neighborhood grants, community partnerships, and public art integration into new developments and community spaces.
996
Why this matters now Council Priorities and Economic Development Department Workload

4. Public Safety
Economic Development supports public safety and neighborhood vitality by coordinating with businesses, property owners, community partners, and public safety agencies to promote safer commercial corridors, activate public spaces, reduce blight, and support environments where businesses and the community can thrive. 5/15/2026 2:24 PM Moving Richmond Forward 83

5. Internal Infrastructure & Processes
Supports accessible and efficient public services by helping businesses and community members navigate systems such as business licensing, permitting, procurement and bidding opportunities, grant and program applications, City websites and informational resources, and other economic development and operational services.

6. Shoreline & Ecological Sustainability
The Port, Environmental & Health Initiatives, and broader Economic Development Department support shoreline resiliency and ecological sustainability through sustainability planning, climate-related grant initiatives, environmental compliance efforts, electrification and infrastructure projects, and initiatives including the Blue Green New Deal and other environmental and resilience-focused programs.

Economic Development supports all six goal areas, with the greatest ongoing capacity demands in Goals 1, 2,3, and 6.
997
Core services currently consume 100% of Arts &
Culture staff capacity. Additional assignments,
legislative requirements, or Council-directed
initiatives may reduce the department’s ability to
maintain existing service levels
Economic Development
Arts & Culture Division
Overview of Department
Workload, Capacity, and Service
Impacts
5/15/2026 2:24 PM Moving Richmond Forward 84
998
Why this matters now Council Priorities and Arts and Culture Division Workload Arts and Culture Division supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing & Homelessness
Supports housing stability and community belonging through public art and placemaking initiatives integrated into housing and community development projects, including the Civic Center Apartments Homekey mural project, Tiny Village initiatives, and public art coordination for new developments through the City’s public art Developer Fund and Capital Improvement Projects (CIP) program.
5/15/2026 2:24 PM Moving Richmond Forward 85

2. Revenue & Economic Development
Advances Richmond’s economy by investing in local arts organizations and creative businesses, supporting cultural tourism and commercial corridor activation, and strengthening Richmond’s creative economy through partnerships with organizations such as the National Institute of Art and Disabilities (NIAD) Art Center and the Richmond Art Center.

Additional initiatives include management of the City’s Public Art Inventory and support for local artists through the Neighborhood Public Art (NPA) Mini Grant Program.

3. Quality of Life & Community Health
Enhances community well-being through accessible arts programming, public art, cultural events, and neighborhood beautification initiatives that promote civic pride, cultural awareness, and positive community engagement. Major projects include public art integration at the new Main Library, neighborhood-based public art projects, and arts and cultural initiatives throughout Richmond’s parks, public spaces, and community facilities. 999
Why this matters now Council Priorities and Arts and Culture Division Workload

4. Public Safety
Supports safer and more vibrant public spaces through public art, cultural programming, and community events integrated into parks, streets, trails, civic infrastructure, and neighborhood gathering spaces that encourage positive public activity, visibility, stewardship, and community engagement. 5/15/2026 2:24 PM Moving Richmond Forward 86

5. Internal Infrastructure & Processes
Supports internal City operations through administration of the City’s Public Art Program, coordination of the Richmond Arts & Culture Commission (RACC), and management of the municipal public art process in coordination with departments, developers, artists, and community stakeholders in accordance with Richmond Municipal Code requirements and public art policies.

6. Shoreline & Ecological Sustainability
Supports environmental stewardship and shoreline identity through public art and cultural initiatives that highlight Richmond’s shoreline, ecological history, environmental justice, and connection to public open spaces, including art and cultural experiences along the Bay Trail and waterfront areas.

The Arts and Culture Division supports all six goal areas, with the greatest ongoing capacity demands in Goals 1, 2,3, and 6.
1000
The Work that keeps Richmond Running
Core service / function Required / mandated tasks
Public Art Administration Administers the City’s Public Art Program and Public Art Ordinance (RMC 6.50) through management of
City-funded and developer-funded public art
projects from concept through closeout.

Coordinates artists, developers, contractors,
fabricators, commissioners, and City departments to
ensure compliance, installation, maintenance, and
long-term stewardship of public artworks citywide.

Grants, Funding &
Cultural Investment
Manages cultural grant programs, funding
allocations, and community arts investments
supporting Richmond artists, nonprofits, and cultural
organizations while ensuring accountability and
equitable public benefit.

Arts & Community
Engagement
Develops and supports cultural programming,
community engagement initiatives, festivals,
workshops, and neighborhood-based arts activities
that strengthen civic identity, wellness, and public
participation.
5/15/2026 2:24 PM Moving Richmond Forward 87
1001
The Work that keeps Richmond Running
Core service / function Required / mandated tasks
Commission & Council
Support
Provides administrative, operational, and
technical support to the Richmond Arts &
Culture Commission (RACC), City Council,
and interdepartmental teams to maintain
transparent governance and program
continuity.

Strategic Planning &
Economic Development
Advances arts-based economic
development, cultural planning, creative
placemaking, and corridor revitalization
efforts that support tourism, business
activity, and long-term cultural
sustainability.

Operations, Compliance
& Asset Stewardship
Maintains operational continuity for the
Arts & Culture Division through project
administration, compliance monitoring,
documentation, procurement
coordination, and stewardship of City
cultural assets.
5/15/2026 2:24 PM Moving Richmond Forward 88
1002
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 89
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team
Status / Next Milestone Capacity
Neighborhood Public Art MiniGrant Program Administration *15 Mini-grants in progress
Supports local artists, communitybased arts programming, neighborhood activation, and
equitable cultural investment through
small public art grants.

Arts &
Culture Staff
/ RACC
Active – Managing grant delivery,
project close-out, and preparation for
future funding cycles. Administrative
coordination can be challenging for
small/local artists navigating
insurance, contracting, and regulatory
requirements.

High
Arts Corridor Strategic Planning
and Community Engagement
Council-directed initiative to develop
a strategic vision and communityinformed framework for an arts corridor in Richmond.

Arts &
Culture Staff
/ RACC
Active – Consultant coordination,
stakeholder engagement, and
strategic planning underway..

High
Deferred Public Art Maintenance Supports preservation, maintenance, refurbishment, and long-term
stewardship of the City’s public art
collection and cultural assets.

Arts &
Culture Staff
/ RACC
On-going – Maintenance and
restoration efforts are being
addressed on an as-needed basis
following years of deferred
maintenance and limited staffing
capacity.

High
Richmond Arts and Culture
Commission
Supports implementation of the City’s
Public Art Program and compliance
with Richmond Municipal Code
through commission review,
recommendations, and public
engagement processes.

Arts &
Culture Staff
/ RACC
Ongoing – Staff coordinates agendas,
project review, public art
recommendations, and commission
processes in accordance with
municipal requirements and
timelines.

High
1003
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 90
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team
Status / Next Milestone Capacity
Shields-Reid Park Renovation
Public Artworks (1.5% CIP Fund)
Delivery and coordination of multiple
public artworks as part of the
Shields-Reid Park capital
improvement project, including artist
coordination, fabrication oversight,
installation, and interdepartmental
coordination.

Arts & Culture
Staff / RACC
Active – Multiple installations
completed or underway; final
fabrication, installation, and ribbon
cutting coordination ongoing.

High
Civic Center Apartments Public Art
Mural (1.5% CIP Fund)
Public art coordination and mural
implementation supporting the Civic
Center Apartments Homekey
housing development and
community placemaking goals.

Arts & Culture
Staff / RACC
Active – Artist selection process
completed; contract approval and
project implementation underway.

High
Boorman Park Renovation Public
Art (1.5% CIP Fund)
Development of public art
opportunities integrated into park
improvements and neighborhood
activation efforts.

Arts & Culture
Staff / RACC
Active – Public art concepts and
procurement approach under
development in coordination with
commissioners and project
stakeholders.

High
Allen Brother Warehouse Public Art
(1% Private Development Art Fund)
Coordination of developer-funded
public art requirements associated
with private development projects in
accordance with Richmond
Municipal Code public art
requirements.

Arts & Culture
Staff / RACC
Active – Artwork coordination, artist
engagement, and project review
ongoing as part of development
implementation process.

High
1004
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 91
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team
Status / Next Milestone Capacity
Richmond Main Library
Renovation Public Art, Phase 1
(1.5% CIP Fund)
Coordination and implementation
of major public art installations as
part of the Richmond Main Library
Renovation Project, including artist
coordination, fabrication oversight,
installation planning, and
interdepartmental coordination
with Library Staff and Public Works.

Arts & Culture
Staff / RACC
Active – Library renovation
groundbreaking has occurred;
artwork fabrication and installation
coordination underway with
installation targeted for Summer 2027.

High
Public Art Developer Review &
Compliance
Coordination and review of public
art requirements associated with
private development and capital
improvement projects in
accordance with Richmond
Municipal Code public art
requirements.

Arts & Culture
Staff / RACC
Ongoing – Staff coordinating with
developers, City departments, and
project applicants on compliance,
review, and implementation
requirements..

High
Artist Procurement & Contract
Administration
Administration of artist RFQs/RFPs,
contracting, insurance coordination,
fabrication oversight, payment
processing, and installation logistics
across multiple concurrent public
art projects.

Arts & Culture
Staff / RACC
Ongoing – Multiple active
procurements, contracts, and project
coordination efforts underway
simultaneously.

High
1005
How Limited Capacity Affects Service Delivery
The division is currently supported by the Administrative Assistant and the Economic Development Director serving in the interim Arts & Culture Manager role due to the existing vacancy. As additional priorities or unplanned demands arise, resources may need to be redirected to maintain essential operations and compliance responsibilities.

Work that gets Squeezed
• Long-range planning and
program development are
delayed.
• Community engagement,
artist outreach, and grant
development are reduced.
• Partnership, funding, and
cultural activation
opportunities may not be fully
pursued.

As workload demands, regulatory requirements, and project volume continue to increase, additional staffing resources are necessary to maintain current service levels, support timely project delivery, strengthen operational effectiveness, and responsibly expand the City’s arts, cultural, and community development initiatives.

Operational Impact
• Staff operate in a highly reactive
environment.
• Limited capacity for strategic
planning and new initiatives.
• Increased risk of project delays
and slower implementation.
• Reduced ability to absorb
additional demands.

Resident / City Impact
• Reduced access to cultural
programming and community
engagement.
• Delays in public art and
beautification initiatives.
• Longer response times for inquiries
and project coordination.
• Limited capacity to advance
economic and community
development goals.
5/15/2026 2:24 PM Moving Richmond Forward 92
1006
What Support Protects Core Service Delivery
Protecting core service delivery within the Arts & Culture Division requires sufficient staffing capacity, administrative support, and operational flexibility to manage public art projects, cultural programming, commission coordination, regulatory compliance, and community engagement responsibilities. Additional staffing and operational support are needed to sustain ongoing programs, maintain public art assets, and advance citywide cultural initiatives.

Public Art Project Delivery &
Contract Administration
Expanded staffing and project coordination capacity would improve management of artist procurements, contracts, fabrication oversight, installation coordination, and simultaneous implementation of multiple public art projects.

Public Art Maintenance &
Collection Stewardship
Additional resources are needed to support long-term maintenance, conservation, documentation, and stewardship of Richmond’s growing public art collection and cultural assets.
5/15/2026 2:24 PM Moving Richmond Forward 93
Community Grants & Cultural
Programming Support
Additional operational capacity would support administration of neighborhoodbased grant programs, cultural events, artist engagement, and equitable access to community arts programming.

Commission, Regulatory &
Public Process Coordination
Administration of the Public Art Program requires ongoing coordination with the Richmond Arts & Culture Commission (RACC), City departments, developers, artists, and community stakeholders in accordance with Richmond Municipal Code requirements and public process timelines.

Strategic Planning & Cultural
Activation Capacity
Additional staffing capacity would support long-range cultural planning, arts corridor initiatives, community partnerships, public space activation, and broader economic and neighborhood revitalization efforts through arts and culture initiatives. 1007
5/15/2026 2:24 PM Moving Richmond Forward 94
Economic Development
Business Development Division
Overview of Department workload,
capacity, and service Impacts
FY 2026-27 Budget Discussion
Core services currently consume 100% of Division staff
capacity. Additional assignments, legislative requirements, or Council-directed initiatives may reduce the
department’s ability to maintain existing service levels 1008
Why this matters now Council Priorities and Business Development Division Workload Business Development Division supports core functions while also contributing to multiple City Council Strategic Goal areas.
5/15/2026 2:24 PM Moving Richmond Forward 95

1. Housing & Homelessness
Supports housing stability through economic
investment, workforce opportunities, and development
partnerships that encourage mixed-use and housing
growth.

4. Public Safety
Supports safer neighborhoods through economic
activation, job creation, and reduction of commercial
blight.

2. Revenue & Economic Development
Attracts and retains businesses that create jobs,
increase tax revenue, and strengthen Richmond’s
economy.

5. Internal Infrastructure & Processes
Improves business services through streamlined
processes, interdepartmental coordination, and
operational efficiency.

6. Shoreline & ecological sustainability
Encourages sustainable development and
environmentally responsible investment that supports
Richmond’s long-term resilience.

3. Quality of Life & Community health
Promotes vibrant business districts, local services, and equitable economic opportunities that improve
community well-being.

Business Development supports six (6) goal areas, with the greatest ongoing capacity demands in Revenue & Economic Development and Internal Infrastructure & Processes. 1009
The Work that keeps Richmond Running – Business Development 5/15/2026 2:24 PM Moving Richmond Forward 96
Core service /
function
Required / mandated tasks
Business
Attraction,
Retention &
Expansion
• Conduct outreach to attract, retain, and expand businesses • Facilitate development coordination and support strategic economic growth initiatives
Business Resource
& Technical
Assistance
• Assist businesses with permitting, licensing, and regulatory navigation
• Connect businesses to financing, grants, and technical assistance resources
Workforce
Development &
Business
Connections
• Coordinate workforce partnerships, hiring initiatives, and employer engagement activities
• Connect businesses with workforce training, recruitment, and networking opportunities
Small Business &
Entrepreneurship
Support
• Provide outreach, workshops, and technical assistance to small businesses and entrepreneurs
• Support local business growth and equitable economic opportunity programs
Economic Growth
& Community
Development
Initiatives
• Support economic development projects, revitalization efforts, and investment initiatives
• Coordinate stakeholder partnerships, funding opportunities, reporting, and compliance activities
1010
The Work that keeps Richmond Running – Business Development 5/15/2026 2:24 PM Moving Richmond Forward 97
Activity and Engagement
Business Attraction, Retention & Expansion
In 2025, Business Development conducted over sixty (60) business engagements.

Business Resource & Technical Assistance
Business Development provided available resources and
assistance with businesses.

Workforce Development & Business Connections
Business Development connected businesses with Employment & Training to develop workforce.

Small Business & Entrepreneurship Support

1. ARPA Small Business Support Grant Program:
$350,000 to forty-eight (48) businesses.

2. Façade Improvement Pilot Program: Launched in
2025.

3. The Lot: Downtown Richmond Food Court:

Program continues to incubate small businesses.

Economic Growth & Community Development Initiatives
National Small Business Week (yearly)
Taste of Richmond 2026
Music on the Main (two events in 2025)
Spirit and Soul 2025
Cinco de Mayo
23rd Street Merchants Association
Downtown Richmond Walking Tour
National Manufacturer’s Week (yearly)
Economic Development Commission (11 meetings in 2025)
Macdonald Avenue Corridor Task Force (est. 22 meetings in 2026)
1011
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 98
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Support Economic Development
Commission, Macdonald Ave
Corridor Task Force, Green
Empowerment Zone, and regional
partnerships
Supports Revenue & Economic
Development, Sustainability, and
Community Engagement goals
through regional collaboration and
policy coordination
Business
Development/
Environmental &
Health Initiatives
Ongoing; continue
commission support,
partnership coordination,
and stakeholder
engagement
High
Proactive business outreach and
engagement efforts
Supports Revenue & Economic
Development and Quality of Life goals
through business retention, attraction,
and expansion efforts
Business
Development
Ongoing; complete annual
outreach and engagement
targets
High
Economic Revitalization Strategy,
Richmond Green-Blue New Deal and
Economic Development Strategic
Action Plan
Supports Sustainability, Economic
Development, and Long-Term
Strategic Planning goals
Business
Development
Ongoing; advance
implementation strategies
and partnership
coordination
Medium
Economic development-related
community events and workshops
Supports Quality of Life, Community
Health, and Local Economic Activity
goals through community activation
and business promotion
Business
Development
Ongoing; coordinate annual
event planning and
outreach activities
Medium
Grant administration, reporting, and
cross-departmental projects
Supports multiple Council goals
through funding support, compliance,
and project implementation
Business
Development
Ongoing; meet grant
deliverables, reporting
deadlines, and project
milestones
Medium
Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources required to support core business development services, daily operations, project coordination, and Council priority initiatives.
1012
How Limited Capacity Affects Service Delivery
Current conditions related to staffing capacity, workload volume, service demands, regulatory requirements, and project commitments continue to impact the department’s operational effectiveness. As new priorities or unplanned demands arise, resources may need to be reassigned from existing programs, projects, and initiatives to maintain essential services and compliance obligations.

Work that gets Squeezed
• Proactive business
outreach and retention
activities
• Strategic planning and
economic development
initiatives
• Community engagement
and small business
support programs
Operational Impact
• Staff manage
overlapping roles and
responsibilities
• Assignments shift to
address urgent and
mandated priorities
• Proactive planning
and outreach
capacity is reduced
Resident / City impact
• Response times for
business and stakeholder
requests may be delayed
• Capacity for proactive
services and community
engagement is limited
• Some projects, initiatives,
or program
enhancements may be
deferred
As operational capacity and available resources improve, the Business Development Division may be able to expand proactive business outreach, enhance program and project support, improve response times, strengthen stakeholder engagement, and advance additional economic development initiatives currently limited by operational demands and resource constraints.
5/15/2026 2:24 PM Moving Richmond Forward 99
1013
What Support Protects Core Service Delivery
Core service delivery is protected when the Business Development Division has sufficient operational support to manage business services, projects, reporting, and Council priorities without reducing proactive outreach, strategic initiatives, and economic development efforts.

Maintain Core Business
Assistance Services
Sustains timely business support, permit coordination, and stakeholder response capacity while reducing service delays and operational backlogs.

Support Proactive Business
Engagement
Protects business retention and attraction efforts by maintaining outreach capacity and reducing risk of missed economic development opportunities.

Strengthen CrossDepartment Project
Coordination
Supports coordinated implementation of Council priorities and development projects while reducing operational inefficiencies and project delays.

Sustain Strategic Economic
Development Initiatives
Supports implementation of long-term economic development goals and Council priorities while maintaining project coordination and stakeholder engagement.

Support Community and
Economic Development
Events
Maintains community engagement, business visibility, and economic activation efforts while reducing operational strain on existing staff resources. 5/15/2026 2:24 PM Moving Richmond Forward 100
1014
Economic
Development:

Environmental &
Health Initiatives
Overview of Agency
Workload, Capacity,
and Service Impact
FY 2026–27 Budget Discussion Core services currently consume 100% of Division staff capacity. Additional assignments, legislative
requirements, or Council-directed initiatives may reduce the department’s ability to maintain existing service levels 05/19/2026 Moving Richmond Forward 1
1015
Why this matters now Environmental and Health Initiatives Environmental and Health Initiatives supports core functions while also contributing to multiple City Council Strategic Goal areas and adopted City Plans.

1. Housing & Homelessness
• Energy efficiency, electrification, and renewable
energy generation initiatives (No Cost Solar,
BayREN, Healthy Homes)

2. Revenue & Economic Development

3. Quality of Life & Community health
• Implementation & monitoring of Health in All Policies • Inform & educate about environmental
sustainability, climate resilience and public health

5. Internal Infrastructure & Processes
• Compliance with solid waste contracts & state laws
• Policy Integration into City processes
• Recruit and build internal workforce
EHI supports 6 goal areas, with the greatest ongoing capacity demands in Stragic Goal Area 6

4. Public Safety
• Implementation & moniroting of Climate Action Plan
• Partnership & coordination with
departments, schools, & community organizations
• Data tracking (Transparent Richmond, HiAP metrics)

6. Shoreline & Ecological Sustainability
• Grant acquisition & management (CalRecycle)
• Green workforce development and partnerships
• Build resiliency to respond to climate energencies
• Support reduction of blight and city-wide
beautification (I Heart Richmond)
05/19/2026 Moving Richmond Forward 102
1016
Core service / function Required / mandated tasks
Environmental &
Health Equity
Implements and monitors the Climate Action Plan (CAP)
and Health in All Policies (HiAP) to reduce greenhouse
gas (GHG) emissions, improve environmental quality,
and enhance community health outcomes.

Responsibilities include monitoring & collecting data
related to:
• GHG Emissions
• HiAP Indicators
• Municipal Energy derived from renewable sources
• Air Quality Monitoring
Compliance Manages solid waste and recycling agreements and oversees compliance with State of California recycling
mandates and local ordinances
• SB 1383
• Food ware Ordinance
• Preparation for & participating in regional boards,
commissions, and technical advisory meetings
Initiatives Provides support services and resources for city-wide and regional initiatives to address blight and beautify the city. Initiatives include:
• I Heart Richmond Campaign and Booklet
• Love Your Block
• Neighborhood Dumpster Days
The Work that keeps Richmond Running Environmental and Health Initiatives 05/19/2026 Moving Richmond Forward 103
1017
Core service / function Required / mandated tasks
Grants Researches and pursues new and recurring grant
opportunities and manages the administration, monitoring, and reporting of awarded grants.

Waste Management Oversees the safe storage, collection, transport, and disposal of solid waste to prevent pollution, reduce public nuisances, and protect public health through administration of the solid waste collection agreement and participation in the postcollection agreement.

Climate Resilience
and Emergency
Preparation
Supports community resilience and emergency
preparedness efforts by advancing infrastructure
improvements that help maintain critical functions during emergencies, including promotion of community resilience centers, development of energy-resilient homes, and
coordination related to solid waste emergency response.

Responsibilities also include outreach, monitoring, and tracking related to:
• Solar permits
• Solar installations on City facilities
• EV charging infrastructure
• Community resilience centers
The Work that keeps Richmond Running Environmental and Health Initiatives 05/19/2026 Moving Richmond Forward 104
1018
Core service /
function
Required / mandated tasks
Enforcement &
Feedback
Provides guidance and feedback on new
development permits and enforces local
and state laws and regulations that protect
environmental quality.

Public
Education &
Engagement
Educates and engages the community on
available environmental quality, climate
resilience, and public health programs to
help foster a safe, healthy, and sustainable
environment. Efforts include:
• Hosting educational and informational
community workshops and events
• Providing trainings for City staff
• Conducting outreach through social
media, listservs, mailers, and community
events and tabling activities
Workforce
Development
Fellowship
Recruits and builds staffing capacity of
student interns and fellows to support
departmental staffing capacity. Programs
include:
• UC Berkeley (UCB) student interns
• CivicSpark AmeriCorps Fellows
• Health Career Connection (HCC) Fellows
The Work that keeps Richmond Running Environmental and Health Initiatives 05/19/2026 Moving Richmond Forward 105
1019
Wastewater and Stormwater Assets
106

HEALTH IN ALL POLICIES CLIMATE ACTION PLAN FOODWARE ORDINANCE City Plans and Policies Environmental and Health Initiatives 05/19/2026 Moving Richmond Forward 106
1020
Wastewater and Stormwater Assets
107
State Laws Tabling Events Events and Workshops
9 10 - (2) Compost Giveaways
18 - (1) Recycling Refresh
Community Workshop
- (1) Recycling Training Workshop
for City Staff
- (2) Building Electrification
Contractor Sign-Up Workshop
- (5) Bike to Wherever Day
Energizer Stations
- (1) BTWD Bag Stuffing
- (4) No Cost Solar Workshops
and office hours
- (1) HHW One-Day Drop-off Event
- (1)YPLAN DeAnza high school IT
Academy Fieldtrip to City Hall
- Assembly Bill 939
- Assembly Bill 341
- Assembly Bill 1826
- Senate Bill 1383
- Assembly Bill 827
- Senate Bill 1046
- Senate Bill 1053
- Senate Bill 54
- Senate Bill 1221

ACCOMPLISHMENTS BY THE NUMBERS
- MLK Jr. Day
- Earth Day
- Park Rx Day
- Cino de Mayo Festival
- Bike to Wherever Day
- Juneteenth
- National Night Out
- City of Richmond Health Fair
- Spirit and Soul Festival
- Arbor Day
Environmental and Health Initiatives
05/19/2026 Moving Richmond Forward 107
1021
Wastewater and Stormwater Assets
108
Number of Contracts Number of Interns
or Fellows
8 14 3 - Best Best & Kreiger
- Golden Bear Transfer Station
- GRID
- Health Career Connections
- Public Health Institute
- R3
- Republic Services
- ZNEA

ACCOMPLISHMENTS BY THE NUMBERS
Process includes:
- Onboarding
- Training
- Professional Development
- Supervising
Environmental and Health Initiatives
Boards, Commissions
& Working Groups
- Green Empowerment Zone
- Black Resiliency AdHoc Committee
- Richmond Neighborhood
Coordinating Council
- Richmond Bicycle & Pedestrian
Advisory Committee
- RecycleMore Board
- RecycleMore TAC
- ABAG POWER Board of Directors
- ABAG POWER Executive Committee
- CCC AB 939 Managers Meeting
- (6) Regional Working Groups
05/19/2026 Moving Richmond Forward 108
1022
Wastewater and Stormwater Assets
109
Classroom
Presentations
Grants Letters of Support and
Mailers
3 4 7
- ACCE Letter of Support
- (2) AB 1221 comment letter
and comment
- (2) No Cost Solar
Workshop Mailers
- Building Electrification
Contractor Workshop Mailer
- Letter of Support Air District
Grant
- (2) UC Berkeley Graduate
classes
- YPLAN Deanza Highschool IT
Academy

ACCOMPLISHMENTS BY THE NUMBERS
- Annual CalRecycle Bottle/Can
Grant
- CalRecycle SB 1383 Local
Assistance Grant
- Caltrans Community Clean
Up and Employment
Pathways Grant
- California Energy
Commission's Advanced
Energy Communities Grant
Environmental and Health Initiatives
05/19/2026 Moving Richmond Forward 109
1023
Operational Demands and Special Projects
Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources needed for core services.

Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Contracting & Vendor Management
(Multi-Project: Republic Services, Best
Best & Kreiger, R3, GRID, Golden Bear
Transfer Station, ZNEA, Health Career
Connections, Public Health Institute)
Execute City contracts, ensure compliance,
walk through necessary process to obtain
insurance, and enable program delivery
across all initiatives
EHI + Finance + City
Attorney + Risk
Ongoing – multiple
contracts in
review/processing
High
Healthy Options at Point of Sale
(HOPS) Ordinance
Improve healthy food choices + public
health outcomes
EHI + City Attorney Active – ordinance
development &
coordination
High
Black Resiliency Project & Fund Advance racial equity + community health EHI + CMO + Mayor's Office
Active – forming CAC
+ RFP development
High
Workforce Development Fellowships Recruits and builds staffing capacity of student interns (UCB), AmeriCorps
Fellows, and Health Career Connection
(HCC) Fellows.

EHI Active- contract
process + Onboarding
High
Green Empowerment Zone Advance Just-Transition efforts and build renewable energy industry in the Bay
Area + green job oppurtunities
EHI + Business
Development + E&T
Active- bi-monthy board
meetings
Medium
YPLAN Project Students explore how Richmond can
expand effective citywide recycling
programs and promote responsible
electronic waste (e-waste) management
and stewardship
EHI Active- presentations from
students & corridnation
Medium
Environmental and Health Initiatives
05/19/2026 Moving Richmond Forward 110
1024
How Limited Capacity Affects Service Delivery
Over the past 10 years, the State has adopted unfunded recycling mandates, workload demands have increased, and staffing levels have remained limited. As new priorities or unplanned demands are assigned, resources may need to be reallocated from existing functions and planned initiatives to sustain essential operations and meet compliance requirements.

Work that gets Squeezed
• Community education
and outreach
• Data reporting and
monitoring
• Submission of grant
applications
• Compliance monitoring of
state laws and City
Ordinances
• Grant and division
reporting
Operational Impact
• Increased reliance on
consultants and
external partners
• Slower timelines for
internal coordination
and project
deliverables
• Decreased oversight
Resident / City impact
• Delayed rollout of new
programs
• Reduced visibility of City-led
environmental and health
initiatives
• Missed opportunities for
deeper community
partnerships
• Decreased response times
• Reduced workshops &
events
As operational capacity and available resources improve, the Division may be able to restore, expand, or enhance service areas currently limited by workload demands or operational constraints. Potential improvements may include expanded services, increased proactive operations, improved response times, enhanced program delivery, and greater community engagement and operational effectiveness.

Environmental and Health Initiatives
05/19/2026 Moving Richmond Forward 111
1025
Critical Support for Success
This slide identifies the support needed to protect core service delivery as the Department balances Council priorities, mandated compliance requirements, and core services.

Sufficient Staffing Levels Provide sufficient staffing capacity to strengthen interdepartmental coordination and regional partnerships, enhance oversight of environmental regulations and City policies, expand grant development and application efforts, support participation in public events, deliver educational workshops, and track, analyze, and publish environmental and public health data to improve transparency and community engagement.

Focus on Adopted Council
Goals, Policies, and Legal
Mandates
Support staff focus on active Council priorities, adopted City plans and policies, and legal mandates to improve oversight, reduce delays and costs, sustain service quality, and reduce staff burnout.

Legislative and Grant
Monitoring
Ensure sufficient staff capacity to monitor legislation that may impact the City, identify and pursue grant opportunities, and provide timely input to maximize Richmond’s ability to secure funding and support.

Leverage and Partner Enable collaboration with existing regional and community programs wherever possible to leverage resources and avoid duplication of efforts.

Environmental and Health Initiatives
05/19/2026 Moving Richmond Forward 112
1026
Thank you!
05/19/2026 Moving Richmond Forward 113
1027
Core services currently consume 100% of Real
Estate Division staff capacity. Additional
assignments, legislative requirements, or Councildirected initiatives may reduce the department’s ability to maintain existing service levels.

Economic Development
Real Estate Division
Overview of Department
Workload, Capacity, and Service
Impacts
5/15/2026 2:24 PM Moving Richmond Forward 114
1028
Why this matters now Council Priorities and Real Estate Division Workload Real Estate Division supports core functions while also contributing to multiple City Council Strategic Goal areas.
5/15/2026 2:24 PM Moving Richmond Forward 115

1. Housing & Homelessness
Coordinates City-owned housing and redevelopment
projects, including projects such as Metro Walk, Nystrom Village, Nevin Plaza, and Civic Center Apartments
(Homekey).

4. Public Safety
Coordinates building security, fencing, site stabilization, and maintenance of City-owned properties to reduce
safety concerns, unauthorized access, and property
deterioration.

2. Revenue & Economic Development
Generates City revenue and economic activity through
lease administration, tenant coordination, property
management, redevelopment efforts, and stewardship
of City-owned revenue-generating properties.

5. Internal Infrastructure & Processes
Coordinates permitting, leases, contracts, tenant
agreements, regulatory compliance, and operational
tracking for City-owned properties across multiple
departments and facilities.

6. Shoreline & ecological sustainability
Coordinates marina operations, environmental
compliance, remediation activities, and waterfront
property management in partnership with the Port and
regulatory agencies.

3. Quality of Life & Community health
Maintains City-owned properties, community facilities,
and public spaces to improve property conditions,
usability, neighborhood appearance, and overall
community benefit.

Real Estate supports six (6) goal areas, with the greatest ongoing capacity demands in Goal 2: Revenue & Economic Development.
1029
The Work that keeps Richmond Running Real Estate Division 05/19/2026 Moving Richmond Forward 116
Core service / function Required / mandated tasks
Real Estate Site & Lease Management • Administer and monitor lease agreements, renewals, and property compliance requirements.
• Coordinate property maintenance, inspections, and occupancy management for City-owned sites.
• Facilitate Real Property access and use agreements
Real Property Right-of-Way • Manage real property functions of the City • Coordinate with community partners, tenants and City Staff to support real property needs
• Develop work proposals and site improvements
• Facilitate Real Property Safety, Security and Asset Management Military Base Closure and Conversion • Manage Environmental Contract work • Maintain accurate records and reporting City activities. • Coordinate with Planning transfer duties to new Developer Shoreline Property Management • Manage Marina Lease including Equity Transfers and capital improvements to ensure compliance with health and safety standards.
• Coordinate environmental work for deed restricted properties in Marina Bay. 1030
Operational Demands and Special Projects
Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources needed for core services.

Major initiative /
Pressure point
Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Building Security, Deferred
Maintenance & Site
Stabilization
Support security, stabilization, fencing, maintenance
coordination, and protection of City-owned buildings
and facilities experiencing deferred maintenance or
operational challenges.

Real Estate / Public
Works /
Consultants
Ongoing – Monitoring and
maintenance coordination
occurring on an as-needed
basis across multiple
facilities and properties.

High
Environmental
Compliance & Site
Remediation
Coordinate environmental compliance, regulatory
oversight, and remediation activities for City-owned
and former industrial properties, including sites such
as Area F/M, Drew Middle, and other environmentally
impacted properties.

Real Estate,
Environmental
Consultants,
Department of
Toxic Substances
Control
Ongoing – Active
coordination with
regulatory agencies,
consultants, and
remediation planning
efforts across multiple
sites.

High
Capital Projects &
Interdepartmental
Coordination
Coordinate redevelopment opportunities, tenant
improvements, lease management, and activation
of underutilized City-owned properties to improve
operational and community value.

Real Estate / Public
Works /
Consultants
Prioritize City initiatives and
maintenance/monitoring
of contracts and leases
High
Marina Management &
Waterfront Operations
Support ongoing marina operations, tenant
coordination, waterfront maintenance, and dredging
coordination to maintain safe and functional marina
facilities and public access areas.

Real Estate / Port /
Marina Operator
Ongoing coordination with
marina operator,
maintenance activities,
and dredging planning
efforts underway.

Medium
05/19/2026 Moving Richmond Forward 117
Real Estate Division
1031
How Limited Capacity Affects Service Delivery
The Real Estate Division currently operates with one Development Project Manager II who works closely with Public Works, Community Development, the Port, external agencies, tenants, and project stakeholders to oversee City-owned properties, facility coordination, redevelopment efforts, leases, compliance requirements, and operational needs across multiple sites and projects.

Work that gets Squeezed
• Deferred maintenance
planning and facility
improvements
• Property activation and
redevelopment opportunities
• Grant development and
funding applications
• Property inventory,
documentation, and appraisal
updates
As operational capacity and available resources improve, the Division may be able to accelerate property activation and redevelopment efforts, improve maintenance planning and regulatory coordination, increase operational efficiency, and maximize the long-term community and economic value of City-owned properties and facilities.

Operational Impact
• Increased deferred maintenance
and facility deterioration
• Delays in project coordination
and capital improvements
• Increased risk of non-compliance
with local, state, and federal
requirements
• Underutilized properties and
vacant spaces remaining inactive
longer
• Reduced ability to maximize lease
revenue and market-rate
opportunities
Resident / City Impact
• Delayed activation of City-owned
properties and community spaces
• Missed economic development
and redevelopment opportunities
• Increased long-term maintenance
and operational costs
• Reduced community benefit and
economic return from City-owned
assets
5/15/2026 2:24 PM Moving Richmond Forward 118
1032
What Support Protects Core Service Delivery
This slide identifies the support needed to protect core service delivery as the Real Estate Division balances City priorities, regulatory requirements, asset management responsibilities, capital projects, and ongoing operational needs.

Regulatory, Permitting &
Compliance Support
Provide sufficient staffing capacity and technical coordination to manage permitting requirements, regulatory agency coordination, environmental compliance, lease requirements, and project review processes associated with City-owned properties and development activities.

Grant, Capital Project &
Funding Coordination
Support administration and coordination of grants, capital improvement projects, funding opportunities, consultant contracts, and project implementation efforts related to City facilities, historic properties, and redevelopment initiatives.

Property Monitoring &
Strategic Planning Capacity
Support ongoing monitoring of City-owned properties, tenant coordination, site utilization, redevelopment opportunities, and long-range planning efforts to improve operational efficiency, property activation, and community benefit.

Property Inventory, Asset
Management & Valuation
Maintain accurate property inventories, records, appraised values, lease documentation, and asset management information to support informed decisionmaking, long-range planning, and stewardship of City-owned real estate assets.

Real Estate Division
05/19/2026 Moving Richmond Forward 119
Facility Maintenance &
Interdepartmental
Coordination
Strengthen coordination between Real Estate, Public Works, contractors, tenants, and other departments to support ongoing building maintenance, repairs, deferred maintenance projects, and operational continuity across City-owned facilities and properties.
1033
Thank you!
05/19/2026 Moving Richmond Forward 120
1034
Core operations already utilize staff capacity in FY
2025-26. New legislative requirements or
additional Council-directed work may impact
responsiveness, project delivery timelines, and
ongoing operational support.

Port of Richmond
Operations, Infrastructure, Capital Improvement
Projects, Industrial Waterfront Lease
Management, Grants, Port Tariffs, and
Regulatory Compliance
Overview of Department
Workload, Capacity, and Service
Impacts
PHOTO CREDIT: MALCOLM WALLACE, COURTESY OF EAST BAY EDA 5/15/2026 2:24 PM Moving Richmond Forward 121 1035
Why this matters now Council Priorities and Port Division Workload Port of Richmond supports core functions while also contributing to multiple City Council Strategic Goal areas.

2. Revenue & Economic Development
Strategic Planning efforts to support Port revitalization, including development of a Port Strategic Plan, support maritime training and workforce opportunities, increased community engagement, and participation and completion
of Bloomberg Harvard City Leadership Initiative.
5/15/2026 2:24 PM Moving Richmond Forward 122

3. Quality of Life & Community Health
Continue capital and infrastructure improvements, including Canal Boulevard traffic safety measures, eradicate vandalism, Bay Trail and shoreline access enhancements, environmental stewardship and habitat-related coordination efforts.

East Bay Economic Development Alliance Tour of the Port of Richmond Port’s Day Presentation at the Port of Richmond 1036
Why this matters now Council Priorities and Port Division Workload The Port supports 5 out of 6 goal areas, with the greatest ongoing capacity demands in Goals 2, 3, and 4. 5/15/2026 2:24 PM Moving Richmond Forward 123

4. Public Safety
Maintain Coast Guard Emergency Operations Center, Crime Prevention Through Environmental Design (CPTED) -informed improvements, enhanced site security, clean environment, traffic safety calming: berms, speed sign & striping.

5. Internal Infrastructure & Processes
Port enterprise fund financial management – for profit division, grant application and compliance: reporting, capital improvement project coordination, contract administration, and interdepartmental operational coordination.

6. Shoreline & Ecological Sustainability
Support the Green Blue New Deal (GBND), shoreline resilience and environmental remediation efforts.

Port Director, Charles Gerard, with Officer
Caracter after CPTED Meeting
1037
The Work that keeps Richmond Running Council Priorities and Port Division Workload 5/15/2026 2:24 PM Moving Richmond Forward 124
Core service / function Required / mandated tasks
Manage Port-owned terminals,
leases, and assets
Negotiate and administer leases, manage tenant relationships and operational coordination, oversee Port property use, and maintain Port infrastructure and operational assets.

Economic Engine Generate revenue through leases and tariffs that support workforce, tax revenue, business activity, and enterprise fund operations.

Regulatory Compliance Ensure compliance with federal, state, regional, and local agencies, maritime, safety, environmental maintenance, and operational regulations.

Waterways Management and
Dredging
Coordinate dredging and maintenance of berth spaces and navigational access to support safe maritime operations.

Safety and Security Maintain Port areas, pavement schedule, signage, surveillance, communications, and coordination with Police, Fire, and Public Works Departments.

Grant Development Pipeline Pursue and administer grant funding for infrastructure, resiliency, sustainability, and modernization projects.

Capital Improvement Projects Budget, plan, coordinate, and deliver infrastructure and facility improvement projects supporting Port operations, public access, safety, and sustainability goals.

Business Development &
Engagement
Coordinate with tenants, agencies, industry partners, and the community to strengthen maritime activity, workforce development, and economic opportunities. 1038
The Work that keeps Richmond Running Council Priorities and Port Division Workload 5/15/2026 2:24 PM Moving Richmond Forward 125
Core service / function Required / mandated tasks
Interdepartmental
Coordination
Coordinate with City departments, City Council, and external agencies on budgeting, finance, HR, procurement, capital projects, regulatory compliance, and Citywide initiatives impacting Port operations.

Marketing and
Promotions
Promote the Port as an international maritime and industrial waterfront destination through business outreach, industry engagement, branding, conferences, and digital and social media presence.

Community Engagement
& Partnerships
Coordinate community outreach, public events, educational opportunities, and resident engagement efforts related to Port operations, waterfront initiatives, and workforce opportunities.

Strategic & Long-Range
Planning
Support long-range Port revitalization, infrastructure planning, economic development strategies, resiliency initiatives, and implementation of Council priorities.

Industry Conferences &
Regional Representation
Participate in regional, state, national, and international maritime, transportation, economic development, and environmental organizations and conferences to advance Port interests and partnerships.

Public & Private
Partnerships
Maintain relationships and coordination with public agencies, private terminal operators, maritime tenants, industry partners, and regional stakeholders supporting Port and waterfront operations.

Environmental
Stewardship &
Sustainability
Support shoreline resilience, environmental remediation, electrification planning, habitat stewardship, and CARB-related compliance and sustainability initiatives. 1039
Critical Need for Grants and Capital Project Management at Port 5/15/2026 2:24 PM Moving Richmond Forward 126
Broken concreate beam, damaged and missing timber piles (Berth 7 & 8)
# Location Description Schedule
1 Berth 7 Broken Beam Retrofit Immediate / Priority
2 Berths 5-6 Pavement Settlement Repair at Wharf Interface Immediate / Priority 3 Graving Basins Safety Improvements Project Near-term
4 Berths 7-8 Seismic Tie Beam Support Stabilization Near-term 5 Berths 7-8 Pavement Settlement Repair at Wharf Interface Near-term 6 Graving Basins Mooring and Fender System Upgrades Mid-term 7 Berths 7-8 Wharf Repairs Long-term
8 Finger Piers Fender System Upgrades Long-term
9 Finger Piers Concrete Repairs Long-term
10 Graving Basins Concrete Repairs Long-term
11 Berths 5-6 Wharf Repairs Long-term
• Moffatt and Nichol conducted a Port Condition Assessment Report at Point Potrero Marine Terminal and identified eleven (11) priority projects of infrastructure improvements at the Port.
• They assessed Berths 5-8, the two finger piers, and five graving basins Immediate/Priority (within 1 year)
Near-term (within 2 years)
Mid-term (within 3-6 years)
Long-term (within 6-10 years)
1040
Critical Need for Grants and Capital Project Management at Port 5/15/2026 2:24 PM Moving Richmond Forward 127
• RDH Building Science is currently conducting a
facilities condition assessment of the historic
Processing Building to evaluate existing building
conditions, identify rehabilitation and repair needs,
and develop recommendations for long-term
preservation and improvements.
• Wiss, Janney, Elstner Associates (WJE) is currently
conducting a structural and architectural
assessment of the historic Cafeteria Building to
evaluate existing conditions, identify stabilization
and repair needs, and develop recommendations
for rehabilitation and preservation improvements.

Interior of Processing Building (currently used by Auto Warehousing Company) Cafeteria Building Exterior Aerial 1041
Critical Need for Grants and Capital Project Management 5/15/2026 2:24 PM Moving Richmond Forward 128
The Port actively pursues local, regional, state, and federal grant opportunities involving significant funding amounts to support infrastructure, resiliency, environmental, and
economic development initiatives.

Grant development and administration require substantial staff time, strategic planning, technical analysis, consultant coordination, interagency collaboration, and prioritization of limited operational resources.

Grant Type Purpose Status
FY 2024 PIDP U.S. DOT / MARAD PIDP (Federal) Port infrastructure and modernization improvements
Non-Awarded
FY 2023 PIDP U.S. DOT / MARAD PIDP (Federal) Port infrastructure and modernization improvements
Non-Awarded
BUILD Grant U.S. Department of Transportation BUILD Program (Federal)
Transportation and infrastructure improvements Non-Awarded EPA Clean Ports
Program
U.S. Environmental Protection Agency (Federal) Zero-emission and clean port infrastructure opportunities
Non-Awarded
Previous Grant Applications
1042
Critical Need for Grants and Capital Project Management 5/15/2026 2:24 PM Moving Richmond Forward 129
Grant Type Amount Purpose Status
CEC Offshore
Wind Grant
California Energy Commission (State) $750,000 Offshore wind terminal planning and conceptual infrastructure
development
Awarded
FY 2025 PIDP –
DRIVE Grant
U.S. Department of Transportation / MARAD Port
Infrastructure Development Program (Federal)
$11.2 Million Dock restoration and
infrastructure improvements
Awarded
Recent Grant Awards
Grant Type Amount Purpose Status
BAAQMD Shore
Power /
Electrification
California Energy Commission (State) $2,602,750 Shore power and terminal electrification planning
Awarded – In
Progress
Terminal 4 Wharf
Removal Project
California State Coastal Conservancy (State) $8,999,773 Wharf removal and shoreline resiliency improvements
Awarded -
Complete
FY 2026 PIDP U.S. DOT / MARAD PIDP (Federal) To be determined Future Port infrastructure funding application
Application in
Progress
Congressional
Funding Requests
U.S. Congress (Federal) Variable Port infrastructure and waterfront improvements
Application in
Progress
Current Grant Pipeline
1043
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 130
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team
Status / Next Milestone Capacity
Port Strategic Planning, Economic
Impact Statement, & Revitalization
Council-directed long-range
visioning effort requiring coordination
across public and private terminals,
economic development priorities,
infrastructure planning, and
workforce initiatives.

Port Staff Active – Economic Impact Study
and strategic planning
coordination underway
High
California Air Resources Board
(CARB) At-Berth Regulations
Significant regulatory compliance
effort requiring evaluation of
electrification feasibility, operational
impacts, funding constraints, and
coordination with tenants and
agencies.

Port Staff/City
Attorney Office
Active – Ongoing compliance
and infrastructure coordination
High
Red Oak Victory Move Historic preservation and waterfront planning effort evaluating relocation
opportunities to support long-term
industrial waterfront and basin
operational needs.

Port Staff/City
Attorney Office/
State/ Historic
Preservation/
Congressional
Active – Contract awarded to
Liftech for design and study.

High
Port & Surplus Property Authority
Coordination
Ongoing legal, operational, and
planning coordination due to multiple
public entities owning and managing
waterfront and Port-related
properties.

Port Staff/City
Attorney Office
Active – Continued coordination
and property review efforts.

High
1044
Operational Demands affecting Core Service Delivery
5/15/2026 2:24 PM Moving Richmond Forward 131
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team
Status / Next Milestone Capacity
Aging Infrastructure & Grant
Funding Needs
Extensive infrastructure repair and
modernization needs require ongoing
grant pursuits, capital planning, and
prioritization of limited funding
resources.

Port Staff Active – Grant development and
infrastructure planning ongoing.

Contract executed with Dynamo
Construction for Berth 7 Repairs.

High
Historic Building Management Historic preservation responsibilities require evaluation of structural
conditions, maintenance obligations,
adaptive reuse opportunities, and
long-term operational feasibility.

Port Staff Active – Ongoing assessments
and planning coordination.

Assessment of Point Potrero
Marine Terminal and Cafeteria
Building completed.

High
Ongoing Infrastructure Maintenance
& Compliance
Daily operational demands to
maintain Port assets, utilities, facilities,
pavement, drainage, and regulatory
compliance across a large industrial
waterfront.

Port Staff Active – Ongoing assessments
and planning coordination.

Assessment of Point Potrero
Marine Terminal and Cafeteria
Building completed.

High
Tenant Attraction, Retention & Lead
Development
Tenant recruitment and lead
cultivation remain critical to
activating vacant spaces, increasing
utilization, and supporting long-term
operational sustainability.

Port Staff Active – Reviewing current
leases and marketing
infrastructure for prospective
tenants.

High
Special initiatives, mandated compliance responsibilities, capital improvement projects, and major operational demands draw on the same staffing resources needed for Port operations, infrastructure maintenance, tenant coordination, grant administration, lease management, regulatory compliance, and long-range planning efforts. 1045
How Limited Capacity Affects Service Delivery
As of FY 2025-26, the Port operates with three full-time staff positions, one contract Port Engineer, and one parttime annuitant supporting special projects. The Port currently has no dedicated administrative support staff and manages daily operations, capital projects, grant administration, tenant coordination, regulatory compliance, and emergency response coordination with limited staffing resources.

Work that gets Squeezed
• Capital projects deferred,
increasing deferred
maintenance and cost
• Revitalization and strategic
initiatives delayed to maintain
daily and unplanned
operational requirements
• Reduced capacity for
proactive grant, sustainability,
and community initiatives
As operational capacity and support resources increase, the Port can expand proactive infrastructure planning, economic development initiatives, grant pursuits, environmental resiliency efforts, and long-range strategic revitalization activities while maintaining core maritime operations and regulatory compliance responsibilities.

Operational Impact
• Staff shift between administrative,
operational, project
management, and strategic
responsibilities
• Reactive operational issues
compress limited staff and
impact project quality
• Major projects and regulatory
requirements redirect resources
from long-term planning
Resident / City Impact
• Slower progress on infrastructure
improvements, Port revitalization
efforts, and sustainability initiatives
• Deferred maintenance, project
delays, and operational
inefficiencies
• Reduced flexibility to pursue new
funding opportunities, community
initiatives, and Port priorities.
5/15/2026 2:24 PM Moving Richmond Forward 132
1046
What Support Protects Core Service Delivery
Protecting core service delivery at the Port requires sufficient staffing, technical support, and flexibility to manage daily operations, capital projects, regulatory compliance, and emergency response responsibilities. Additional staffing capacity, retention support, and flexible on-call and emergency contracting mechanisms are needed to sustain operations and advance Port revitalization efforts.

Capital Project & On-Call
Contracting
Expanded Port-focused on-call contracts and greater emergency contracting flexibility would improve responsiveness, reduce delays, and help address aging infrastructure and deferred maintenance needs.

Workforce Retention &
Organizational Capacity
Retaining experienced staff, supporting recruitment, and aligning classifications with operational responsibilities are critical to maintaining long-term Port operations and leadership capacity.
5/15/2026 2:24 PM Moving Richmond Forward 133
Grant, Regulatory &
Technical Support
Additional is needed to manage increasing grant, environmental, regulatory, technical and compliance support and CARB-related requirements.

Operational &
Administrative Capacity
Limited staffing requires employees to shift between administrative, operational, project management, and strategic responsibilities to maintain daily Port operations, tenant coordination, grants, and emergency response needs.

Strategic Planning &
Revitalization Capacity
Additional operational capacity supports Port revitalization, workforce initiatives, economic development coordination, and long-range strategic planning efforts. 1047
Wastewater and Stormwater Assets
134

DREDGING PAVING ASSESSMENTS

30.5k 30k 20

CUBIC YARDS (CY) SQUARE FEET (SF) ACRES
Over 20 acres of assessment
completed within the Port’s
• 5 basins,
• 2 Finger Piers,
• Berths 5,6, 7, 8, and the
• Processing Building
inspected
2025 Dredging Berths 7 and 8:

Removed 30.5 thousand cubic
yards of sediment and disposal
Dredging will continue for Marina
and Terminal 2 slope analysis.

Port By Numbers
Port CIP: Paving Project and
Safety Measures along Canal
Blvd. covered over 30 thousand
square feet of area.

Paving will continue for other
segments at the Port
5/15/2026 2:24 PM Moving Richmond Forward 134
1048

THANK YOU
5/15/2026 2:24 PM Moving Richmond Forward 135
1049

E C O N O M I C D E V E L O P M E N T

R I C H M O N D H O U S I N G

A U T H O R I T Y
Overview of Agency Workload, Capacity,
and Service Impact
FY 2026–27 Budget Discussion
Core services currently consume 100% of Richmond Housing Authority (RHA) staff capacity. Additional assignments, legislative requirements, or Board of Commissioners -directed initiatives further impact the agency’s ability to maintain existing service levels, meet compliance obligations, sustain project delivery timelines, and maintain aging housing stock.
136
DRAFT
5/15/2026 2:24 PM Moving Richmond Forward
1050
Why This Matters Now Council Priorities and Richmond Housing Authority Workload Richmond Housing Authority supports core functions while also contributing to multiple City Council Strategic Goal areas.

Housing & Homelessness
Preservation, modernization, and
redevelopment of affordable and low-income
housing, including Nystrom Village, Richmond
Village, and new construction at Nevin Plaza II.

Quality of Life & Community Health
Addressing aging infrastructure, deferred
maintenance, and resident health and safety
concerns at Nystrom Village through
preservation, rehabilitation, and phased
redevelopment efforts.

Richmond Housing Authority supports two goal areas, with the greatest ongoing capacity demands concentrated in Housing & Homelessness and Quality of Life & Community Health. 5/15/2026 2:24 PM Moving Richmond Forward
137
5/15/2026 2:24 PM Moving Richmond Forward 137
1051
The Work that Keeps Richmond Running – Richmond Housing Authority Core service / function Required / mandated tasks
Public Housing Management Operates and manages affordable and low-income housing properties, including ongoing maintenance and repairs,
ensuring units remain safe and sanitary, and administering tenant leases, rent collections, and resident grievance processes.

Asset Management Oversees the financial performance, operational management, and long-term sustainability of affordable housing properties within the RHA portfolio i.e., Triangle Court, Friendship Manor, Hacienda, Richmond Village and Nevin Plaza.

Eligibility Determination & Waiting List
Management:

Reviews applications, determines eligibility and suitability for housing assistance based on income and family composition, calculates assistance levels, and maintains waiting lists for available units.

Inspections & Compliance Conducts initial, annual, and special inspections of housing units and associated work orders to ensure compliance with health, safety, habitability, and federal housing standards.

Development & Revitalization Plans and advances redevelopment, modernization, preservation, and new construction projects, including
revitalization of aging housing sites and partnerships with affordable housing developers.
5/15/2026 2:24 PM Moving Richmond Forward 138
1052
The Work that Keeps Richmond Running – Richmond Housing Authority Core service / function Required / mandated tasks
Fund & Grant Management Administers and allocates federal and state funding sources, including United States Department of Housing and Urban Development (HUD) Capital Funds, modernization funding, infrastructure improvements, utility upgrades, and vacancy reduction initiatives.

Policy Implementation Implements local, state, and federal housing laws and policies, including fair housing requirements, to ensure equitable access to safe and affordable housing opportunities.

Planning & Reporting Coordinates agency planning efforts and reporting requirements, including PHARS (Public Housing Authority Recovery & Sustainability) performance tracking, repositioning activities, financial reporting, auditing, and operational improvement initiatives.

Community and Supportive Services Coordinates and connects residents with partner agencies and community-based organizations that provide supportive
services promoting housing stability, economic mobility, education, workforce development, and overall quality of life.

Rental Assistance Administration Oversees Public Housing, which provides rental subsidies for eligible individuals and families; budgeting and reporting to HUD; develops the agency plans.
5/15/2026 2:24 PM Moving Richmond Forward 139
1053
• 100 public housing units
managed
• Approximately 40 units
rehabilitated since 2023 due to
habitability and
emergency repair conditions
• Approximately 13 rehabilitation
projects completed annually
since 2023
• Approximately 3 major federal
and state funding sources
administered and managed
• Asset management oversight
for Triangle Court, Friendship
Manor, and Nevin Plaza
• Staff support two housing
corporations, RHA Corporation
and Easter Hill Corporation.
• 1 active redevelopment
initiative – Nystrom Village
• 1 active new construction
initiative – Nevin Plaza II
• 1 active repositioning effort –
Richmond Village
• Ongoing coordination of
redevelopment, compliance,
modernization, and
reporting activities
• Coordination of long-term
property sustainability and
operational performance
• Approximately 350 maintenance
and operational work orders
processed in 2025
• 62 households directly
supported through housing
assistance and resident
service coordination activities
• Additional community inquiries,
referrals, and walk-in assistance
requests supported by staff
• Continued operational support
for aging housing infrastructure
and resident needs
• Ongoing support for resident
stability and property operations
140
Richmond Housing Authority Operational Snapshot Operational Metrics Moving Richmond Forward
Operations & Housing
Management
Redevelopment &
Modernization
Resident & Service
Impact
5/15/2026 2:24 PM Moving Richmond Forward 140
1054
N Y S T R O M V I L L A G E –

O V E R C O M I N G N E G L E C T
141
5/15/2026 2:24 PM Moving Richmond Forward 141
1055
N Y S T R O M V I L L A G E –

O V E R C O M I N G N E G L E C T
142
5/15/2026 2:24 PM Moving Richmond Forward 142
1056
Operational Demands Affecting Core Service Delivery
Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources needed for maintaining aging housing stock. 5/15/2026 2:24 PM Moving Richmond Forward
143
Project/Program Purpose / Strategic Goal Lead Staff / Team Phase Next Milestones / Timelines Capacity Nystrom Village
Redevelopment
Replace 100 aging public
housing units; long-term
repositioning using RAD
RHA (Lead) ;
Development Team
Eden/CHDC ; Legal /
Relocation
Consultants
Active
(Predevelopment)
• Community Engagement launch – April 2026
• Joint Historic Preservation Commission Design
Review Board Study Session – April 22, 2026
• Resident Interviews – May 2026
• Environmental + Section 106 Ongoing
High
Richmond
Village
Repositioning (I,

II, III)
Portfolio-wide modernization
and conversion (RAD /
Section 18 blend); Stabilize
operations and compliance
RHA (Lead);
McCormack Baron;
John Steward
Company
Planning / Due
Diligence
• Finalize Physical Needs Assessment Contract
• Resolve Public & Indian Housing Information (PIC)
discrepancies
• Radon testing
• Financing Plan submission – Sept 2026
High
Nevin Plaza
Phase II
Development
New housing development
on RHA-owned land
EAH (Lead); RHA;
City of Richmond;
Legal
Planning /
Entitlement
• SB 35 review (submitted Dec 2025)
• Environmental review underway
• Predevelopment Coordination
Medium
ARPA Fund
Administration
(Nystrom)
Deploy $2M in ARPA funds for
predevelopment, planning,
and site stabilization
RHA (Lead); Finance;
Development Team
Active • Drawdown processing (submitted)
• Ongoing eligible cost tracking
• Monthly reporting to Board
High
Public Housing
Operations
(Compliance,
Maintenance)
Maintain day-to-day
operations; address
habitability, NSPIRE, and work
order backlog
RHA Team Active (Ongoing) • National Standards for the Physical Inspection of Real Estate deficiency resolution (NSPIRE)
• Unit turnover + emergency relocations
• Work order backlog reduction
High
HUD
Compliance &
PHARS Action
Plan
Ensure compliance with HUD;
execute recovery strategy
and reporting
RHA (Lead); Finance;
HUD; City of
Richmond
Active • Ongoing reporting
• Audit completion (2021 + testing 2022-2024)
• FDS crosswalk
High
5/15/2026 2:24 PM Moving Richmond Forward 143
1057
How Limited Capacity Affects Service Delivery
Current staffing capacity, increasing operational demands, regulatory requirements, and redevelopment commitments continue to affect the department’s ability to maintain existing service levels and proactively address aging housing infrastructure.

Work that gets Squeezed
• Preventative
maintenance scheduling
• Vacancy turnaround
acceleration
• Resident engagement
and relocation
coordination
• Strategic modernization
planning
• Data reconciliation and
HUD reporting quality
control
Operational Impact
• Increased workload
concentration
• Reduced flexibility for
emergencies, and
delayed reporting or
coordination timelines.

Resident / City impact
• Slower response
times, delayed
modernization
improvements, longer
vacancy turnaround
periods, and
continued strain on
aging housing stock.

As operational capacity and available resources improve, the Richmond Housing Authority may be able to restore, expand, or enhance service areas currently limited by workload demands or operational constraints. Potential improvements may include expanded services, increased proactive operations, improved response times, enhanced program delivery, and greater community engagement and operational effectiveness.

Moving Richmond Forward 144 5/15/2026 2:24 PM
1058
What Support Protects Core Service Delivery
This slide identifies the support needed to protect core service delivery as the Department balances Council priorities, mandated compliance requirements, and core services.

Staffing Stability Protects continuity of operations, compliance activities, and resident services.

Redevelopment
Coordination Capacity
Support project schedules, resident communication, and consultant coordination.

Technology & Reporting
Systems
Improves the US. Department of Housing and Urban Development (HUD) reporting accuracy and operational efficiency.

Capital &
Modernization Funding Supports proactive maintenance and infrastructure improvements.

Cross-Department
Coordination
Supports permitting, environmental review, procurement, and project delivery.
5/15/2026 2:24 PM Moving Richmond Forward
145
5/15/2026 2:24 PM Moving Richmond Forward 145
1059

C L O S I N G
• RHA continues to manage federally mandated operations, aging housing infrastructure, and multiple redevelopment initiatives simultaneously within limited operational capacity.
• Despite increasing responsibilities and limited resources, staff continue to demonstrate professionalism, dedication, and commitment to Richmond residents.
• Protecting operational capacity is essential to maintaining core housing services while advancing long-term redevelopment goals. 5/15/2026 2:24 PM Moving Richmond Forward 146
1060
5/15/2026 2:24 PM 147
Transition
Break
MOVING RICHMOND FORWARD 1061
Richmond Fire Department

CORE SERVICES, STRATEGIC INITIATIVES,

WORKLOAD & SERVICE IMPACT
FY 2026–2027 Budget Discussion
May 19, 2026
Fire Chief Aaron Osorio
5/15/2026 2:24 PM Moving Richmond Forward 148 1062
Why this matters now Council Priorities and Fire Department Workload The City Council’s strategic goals guide the Fire Department’s efforts to address both immediate and long-term community needs by delivering equitable, responsive, and community-focused emergency services that benefit the entire community Goal # 4 PUBLIC SAFETY
Provide fire suppression, emergency medical response,
technical rescue,
Haz Mat response, and public education
Goal # 6 SHORELINE & ECOLOGICAL SUSTAINABILITY
Provide marine response, adopt local hazard mitigation
plan (LHMP), and collaborate with partners to enhance
disaster preparedness
Goal # 1 HOUSING
Supports housing initiatives through fire inspections, plan reviews, and collaboration with internal and community
partners
Goal # 2 REVENUE & ECONOMIC DEVELOPMENT
Timely inspections and code guidance assist new
businesses in operating safely and keep existing businesses protected from fire risks
Goal # 3 QUALITY OF LIFE & COMMUNITY HEALTH
Supports developing and maintaining safe infrastructures.

Implementing the Advanced Life Support (ALS) to provide faster critical care and improve patient outcomes.

Moving Richmond Forward 149 5/15/2026 2:24 PM 1063
The Work that keeps Richmond Running
Moving Richmond Forward 150

DIVISONS CORE SERVICES/FUNCTIONS
Administration Development & implementation of policies and industry best practices to better serve the community; support operations Support Services Apparatus design and acquisition, station and fire equipment oversight, logistics and inventory control
Emergency Operations Fire suppression, emergency medical services, technical rescue, and hazardous materials response
Training Division Training oversight, response readiness, health & wellness, emergency medical service oversight, infection control
Fire Prevention Inspections, fire code enforcement, public education Emergency Services Disaster preparedness, response and recovery coordination The Richmond Fire Department is a full-service, all-risk agency composed of a highly skilled, dedicated team committed to protecting life, property and the environment while providing core services 24/7
5/15/2026 2:24 PM 1064
The Work that keeps Richmond Running - Operations
Moving Richmond Forward 151
› 35.41% from last week
› 29.47% from 6 months ago
79 Structure Fires
86 Vehicle Fires
736 Encampment Fires
39 Vegetation Fires
4302
Service Calls
Rescue, Haz Mat, Good Intent
91 Sworn Positions

4.5 Civilian Positions
7 Stations / 1 Training Tower /
1 Fire Administration
Incidents in Calendar Year 2025
14,284
5/15/2026 2:24 PM 1065
The Work that keeps Richmond Running - Operations
5/15/2026 2:24 PM Moving Richmond Forward 152
1 Call 2
Calls 43.4% 33.8%
3 Calls 15.0 % 4+
Calls
4 Calls (5.2%)
5 Calls (1.6%)
6+ Calls (1.1%)
Concurrent Calls (2018 – 2021)
1066
The Work that keeps Richmond Running – FY 2025-26 Accomplishments Joined
Urban Search & Rescue
California Task Force 4
Transitioned to a
NERIS Compliant
Records Management
System
Place three (3)
Type 6 Apparatus
In service
Adopted the
2025
California Fire Code
&
2025 WUI Code
Emergency Operations
&
Emergency Services
Participated in
Tabletop Exercises
With Regional Partners

REPORTING TASK FORCE APPARATUS CODE ADOPTION COLLABORATION

FIRE TRAINING ACCOMPLISHMENTS
• Final Exams for Probationary Firefighters Class of 24-1 • Developed acting & promotional exam for Fire Engineer • Contracted a new vendor that provided better physical and wellness exam

OES ACCOMPLISHMENTS
• Hosted 2 AmeriCorps Volunteers
• Co-led 3 Planning Meetings for Pogo Park Community
Resilience Center
5/15/2026 2:24 PM Moving Richmond Forward
153 1067
Wastewater and Stormwater Assets

AREA HEADING
UNIT
XXX

PROMOTIONS
9 PERSONNEL
1 Training Chief
1 Battalion Chief
2 Fire Captains
3 Fire Engineers
1 Deputy Fire Marshal
2 Fire Inspectors
Moving Richmond Forward

JOINT FIRE ACADEMY
8 RECRUITS
17-Week Training:

Firefighting
Rescue Techniques
Confined Space
Haz Mat
EMS

INSTALLED
133

SMOKE ALARMS
Shields-Reid
35 Safer Homes
149 Residents Supported
The Work that keeps Richmond Running – FY 2025-26 Accomplishments 5/15/2026 2:24 PM 154 1068
Wastewater and Stormwater Assets
UNIT
Moving Richmond Forward
The Work that keeps Richmond Running – Richmond Youth Academy 25 Active Cadets
152024 Graduates
10 2026 Graduates
152025 Graduates
Graduates
Hired by
Richmond Fire
Department 4Since 2025
5/15/2026 2:24 PM 1069 155
Fire Administration Demands Affecting Core Service Delivery Moving Richmond Forward 156

STRATEGIC

INITIATIVES

STAFF MILESTONE WORKLOAD

CAPACITY
ALS Program Goal # 3 &
4 Fire Chief
City Manager
In Progress HIGH
ALS Job
Specification
Goal # 5 Fire Chief
HR
Project Manager
In Progress HIGH
Meetings with
County EMS Agency
Goal # 3 &
4 Fire Chief Ongoing HIGH
Meetings with
neighboring fire
and public safety
agencies
Goal # 4 Fire Chief
Deputy Chief
Ongoing HIGH
LaborManagement
Meeting
Goal # 4 &
5 Command Staff Ongoing MED
Presentation to
RNCC
Goal # 4 Fire Chief
Deputy Chief
Ongoing MED
Council
Presentations
Goal # 4 Project Manager Ongoing MED
5/15/2026 2:24 PM Moving Richmond Forward
1070
Support Services Demands Affecting Core Service Delivery Moving Richmond Forward 157

STRATEGIC

INITIATIVES

STAFF MILESTONE WORKLOAD

CAPACITY
Fire Station
Improvements
Goal # 3, 4,
5 Fire Chief
Deputy Chief
In Progress MED HIGH
Apparatus Build-Out
(Engine, TDA, Haz
Mat, Rescue)
Goal # 3, 4,
5 Fire Chief
Deputy Chief
Project Manager
In Progress MED HIGH
Fire Boat Repair and
Marine Program
Goal # 3, 4,
5 Fire Chief
Deputy Chief
Project Manager
In Progress MED HIGH
Station and
Apparatus
Inspections
Goal # 4 Battalion Chief Ongoing MED
Negotiations and
Administration of
Contracts
Goal # 3, 4,
5 Administration
Project Manager
Ongoing MED HIGH
Acquisition of Fire
Equipment
Goal # 4 Administration
Project Manager
Ongoing MED HIGH
5/15/2026 2:24 PM 1071
Moving Richmond Forward 158
1 2
4 13
14 ACTIVE CONTRACTS
2 APPROVED PENDING EXECUTION
4 PENDING COUNCIL APPROVAL
13 IN PROGRESS
Support Services Demands Affecting Core Service Delivery

FIRE DEPARTMENT CONTRACTS
5/15/2026 2:24 PM 1072

STRATEGIC

INITIATIVES

STAFF MILESTONE WORKLOAD

CAPACITY
Recruit Academy Goal # 5 Training Director
Academy Cadre
In Progress HIGH
Promotion Exam
Development and
Administration
Goal # 5 Fire Chief
Deputy Chief
Training Director
In Progress MED HIGH
Mandated Annual
Training
(EMT, Confined
Space)
Goal # 4 &
5 Training Director Ongoing MED HIGH
Annual Physical and
Wellness Check-Ins
Goal # 5 Training Director
Project Manager
Ongoing MED HIGH
Peer Support and
Critical Incident
Training
Goal # 5 Fire Chief
Training Director
Project Manager
Peer Support
Ongoing MED HIGH
Training Division Demands Affecting Core Service Delivery Moving Richmond Forward 159 5/15/2026 2:24 PM 1073

STRATEGIC

INITIATIVES

STAFF MILESTONE WORKLOAD

CAPACITY
~2000 State
Mandated
Inspections
(Defensible Space,
Institutions, Licensed
Care Facilities)
Goal # 3 & 4 Fire Marshal
Fire Inspectors
In Progress HIGH
~3600 Operating,
Construction,
Special Events
Permit
Goal # 1, 2, 3,
& 4
Fire Marshal
Fire Inspectors
In Progress HIGH
Public Education
and Community
Events
Goal # 4 Fire Marshal
Fire Inspectors
Engine/Truck Co.

In Progress MED
Vegetation
Management
Program
Goal # 3 & 4 Fire Marshal
Project
Manager
Ongoing HIGH
Community Risk
Reduction
Goal # 3 & 4 Fire Marshal
Project
Manager
Ongoing MED HIGH
Fire Prevention Demands Affecting Core Service Delivery Moving Richmond Forward 160 5/15/2026 2:24 PM 1074

STRATEGIC

INITIATIVES

STAFF MILESTONE WORKLOAD

CAPACITY
CERT and PostAcademy
Continuing
Education
Goal # 4 Emergency
Services
Manager
Ongoing HIGH
EOC Training Goal # 4 & 5 Emergency
Services
Manager
Ongoing HIGH
EOP Update Goal # 4 Emergency
Services
Manager
In Progress HIGH
Local Response
Update
Goal # 3, 4,
6 Emergency
Services
Manager
In Progress HIGH
Disaster
Preparedness
Exercise
Goal # 3, 4,
6 Emergency
Services
Manager
In Progress HIGH
Emergency Services Demands Affecting Core Service Delivery Moving Richmond Forward 161 5/15/2026 2:24 PM 1075
Training Division Development

1. Training Division Facility Upgrade

2. Career & Professional Development
Ensures operational readiness
through adequate training facilities
and supports advanced skill
development
Improve response readiness and
service delivery. Strengthens
leadership development, and retention
Administrative workloads across multiple divisions are at full capacity, requiring staff to stagger multiple projects to manage competing priorities. This has resulted in extended timelines and a slowdown in the delivery of internal services.

Administration

1. Mission, Vision, & Values Update
Aligns the organization’s identity with
current service demands and
community expectations
Updated foundational mission, vision,
and values guidance will improve
service delivery and better serve the
community
Operations

1. Grant Opportunities

2. Industry Best Practices Implementation

3. Operating Procedures & Response Updates
Secures external funding for equipment,
training, and technology.

Improve service through the adoption of
nationally recognized standards
More reliable and effective emergency
response with enhanced personnel and
community safety
Technology Upgrade

1. Tablet Command Implementation

2. Radio Replacement
Enhances real-time situational
awareness/resource tracking and
improve communication reliability
Faster dispatching, improved
emergency scene management and
communications

PROJECTS PURPOSE IMPACT
Moving Richmond Forward 162
How Limited Capacity Affects Service Delivery
5/15/2026 2:24 PM 1076
What Support Protects Core Service Delivery
To continue delivering core services and fulfill the City Council’s initiatives, the Fire Department requires the following resources and support:

Personnel
Adequate operational staffing to meet minimum staffing
requirements, along with sufficient administrative personnel to manage projects and contracts
Facilities
Well-maintained stations, training facilities, and spaces to support and accommodate future programs such as
Advanced Life Support (ALS)
Funding &
Financial Resources
Continued financial support to maintain and replace fire apparatus and equipment utilized for emergency response Partnerships &
Collaboration
Support collaboration with regional fire and public safety agencies to ensure effective and coordinated emergency
response
Fire Prevention
Services
Ensure full staffing of division and the support of innovative methods to expand services and division to improve public safety
Moving Richmond Forward 163 5/15/2026 2:24 PM 1077
Next Steps
5/15/2026 2:24 PM 164
• May 19-26: Finance will track all City Council questions and work with departments to prepare for responses for the
Budget Checklist
• Key Milestones:
– May 26: Capital Improvement Program Update, Budget
Study Session & Draft Budget Checklist
– June 16: Budget Checklist Follow-Up
– June 23: Final Budget Adoption

MOVING RICHMOND FORWARD
1078
Recommended Action
RECEIVE an update on departmental
presentations from Community Services,
Economic Development, and Fire
Departments as part of the continued review
of the draft Fiscal Year (FY) 2026-27 Annual
Operating Budget and FY 2026-31 Five-Year
Capital Improvement Plan, with discussions
upon completion of all departmental
presentations; and RECEIVE updated financial
and operational considerations
5/15/2026 2:24 PM MOVING RICHMOND FORWARD 165
1079
166
THANK YOU!
5/15/2026 2:24 PM MOVING RICHMOND FORWARD 1080

DRAFT CITY COUNCIL BUDGET CHECKLIST
DRAFT
Line Councilmember Staff Assigned Councilmember Question Response 1 Vice Mayor Robinson Patrick Seals (CMO) How can Council members bring forward issues/projects requested, sometimes repeatedly, by residents without derailing work in progress in each affected department Councilmembers should continue to bring forward concerns and ideas raised by residents, as these requests provide valuable insight into community needs and service gaps. At the same time, every request and question requires staff time to research, evaluate, coordinate across departments, and determine feasibility, cost, and alignment with existing plans and priorities. For example with Capital Improvement Programs (CIP) Projects staff must inspect field conditions, review funding sources, assess safety and regulatory considerations, and determine whether the request is operational, maintenance-related, capitalrelated, or policy-related. When requests are submitted informally and outside a standardized process, they can disrupt ongoing work, create duplication, and make it difficult to track workload, response times, and tradeoffs.In April 2026, the City Clerk’s Office surveyed City Clerks throughout Contra Costa County regarding how their agencies process Councilmember requests for future agenda items. The survey found that many jurisdictions use a standing agenda section to formally receive, discuss, and track Councilmember requests in a public setting. Based on this survey and discussions with departmental staff, the most effective approach is to establish a standing City Council agenda section entitled “Council Requests for Future Agenda Items.”This process would allow Councilmembers to raise constituent concerns in a public and transparent manner, ensure requests are formally captured and tracked, route them to the appropriate department, and prioritize them based on adopted Council goals, urgency, and available resources. This approach preserves the ability of Councilmembers to respond to residents while helping staff manage requests in a consistent, transparent, and sustainable way without unnecessarily disrupting active projects and day-to-day operations. On May 19, the City Council will consider an item to establish an ad hoc committee tasked with reviewing and recommending amendments to the City Council Rules of Procedure and Order, in coordination with the City Clerk, City Attorney, and City Manager. 2 Vice Mayor Robinson Patrick Seals (CMO) Could a limited amount of staff time be budgeted each year to address Council-generated requests, with approved requests placed in a prioritized queue based on available capacity? Yes, that concept is workable, but it needs clear rules. A defined amount of staff time, consultant support, or annual funding could be dedicated to Council-generated requests. That would allow staff to perform initial review, field verification, rough cost estimates, and prioritization without constantly interrupting active projects.Staff supports exploring a defined Council-generated request queue, provided it includes clear intake rules, capacity limits, prioritization criteria, and reporting expectations. This would allow Councilmembers to elevate resident concerns while protecting active work from constant disruption. The queue would need to distinguish between urgent safety issues, routine maintenance, capital projects, policy requests, and items that require future budget consideration.
3 Vice Mayor Robinson Patrick Seals (CMO) Could technology be used to implement a requesttracking system that would: 1) route requests to the proper party, 2) create an accountability trail 3) Andre stamp requests so we can track how long they’ve been in queue, 4) prioritize requests according to the existing matrix we are using for CIP, 5) have a way where these requests are visible to the public and all council members so we understand volume and wait times? Staff support exploring a technology-based request tracking system that would route requests, document accountability, track response times, prioritize work based on the adopted matrix, and provide transparency to the City Council and the public. Subject to available staff capacity, this effort could be evaluated beginning in FY 2026-27, potentially in the third quarter. 4 Vice Mayor Robinson Patrick Seals (CMO) Could the City recommend adding a fourth focus to our priorities—specifically, ALS and Fire Station improvements? This was a major commitment we made as a council, and prioritizing this long-term project would reflect our dedication to the community.

Yes. Adding ALS and Fire Station Improvements as a fourth priority area is appropriate and would reaffirm the City Council’s commitment to strengthening emergency medical response capabilities and modernizing critical public safety infrastructure for the long term