Shasa Curl, City Manager
May 19, 2026
MOVING
RICHMOND
FORWARD
5/15/2026 2:24 PM 1
DRAFT
MOVING RICHMOND FORWARD
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
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 3
MOVING RICHMOND FORWARD
Overview
5/15/2026 2:24 PM 4
MOVING RICHMOND FORWARD
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 5
MOVING RICHMOND FORWARD
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 Five- Year 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 6MOVING RICHMOND FORWARD
5/15/2026 2:24 PM Moving Richmond Forward 7
Updated Global Economic and Inflation Conditions
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
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
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 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.
Community
Services
Department
May 19, 2026
Community-Focused &
People-Centered
5/15/2026
12 Moving Richmond Forward
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
Internal &
External
Collaborations
Community-
based
organizations
City
departments
Cohort
Learning with
Local
Jurisdictions
Within
Community
Services
Department
Inter-agency
5/15/2026 14Moving Richmond Forward
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 15Moving Richmond Forward
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
Taste of Richmond
Point Richmond Music Festival
Arbor Day
Cinco de Mayo
Juneteenth Festival
Annual Egg HuntNowruz-Persian New
Year Celebration
Native American
Pow Wow
Rosie the Riveter Day/
Homefront Festival5/15/2026 17Moving Richmond Forward
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
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
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
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 long-
term 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 long-
term 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
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
How Limited Capacity Affects Service Delivery
Current conditions related to staffing limitations, increasing workload volume, growing service demand, regulatory and compli ance 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 progra ms 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
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 24Moving Richmond Forward
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
Wastewater and Stormwater Assets
26 Career Center RichmondBUILD YouthBUILD
4,268 48 36Graduates
Participants
26 5/15/2026 2:24 PM
Community Services - Employment & Training
Community
members
accessing services
and resources
351
Training Hours
Moving Richmond Forward
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!
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
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
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
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
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
3rd 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 32Moving Richmond Forward
5/15/2026 2:24 PM Moving Richmond Forward 33
Recreation – In Action!
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/Year-
round
High
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/Year-
round
High
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/Year-
round; 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
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
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 high-
quality, 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 community-
based 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
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.
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
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
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
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
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
$362k271
Tool Library
Programs
North Richmond Mobile Tool
Library
North Richmond Mobile Tool
Library
Richmond Tool Library
(RRC)
Moving Richmond Forward
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
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
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
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
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.
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 pro- social 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 community-
building
Contract 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.
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-on- one 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
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
505/15/2026 2:24 PM Moving Richmond Forward
Introducing – The New Bookmobile!
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
10 515/15/2026 2:24 PM Moving Richmond Forward
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 pre-
processing 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 pre-
processing 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
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
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
5/15/2026 2:24 PM
Moving Richmond Forward
55 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 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
5/15/2026 2:24 PM
Moving Richmond Forward
58 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
Library EventsLEAP Circulation
Library in Action
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
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
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.
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 relationship-
building, visible community presence,
and culturally responsive
engagement strategies, all of which
require significant time and staffing
resources.
ONS NCAs Ongoing High
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 645/15/2026 2:24 PM
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, trauma- informed 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
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.
67 At the conclusion of 2025, ONS fellows reported the following:
67Community Services - ONS Moving Richmond Forward
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
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
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 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
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, evidence- driven 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
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
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
ROCK Team
in Action!
Moving Richmond Forward5/15/2026 2:24 PM
75 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
In Loving
Memory of
Abigail
Sims-Evelyn
Moving Richmond Forward5/15/2026 2:24 PM
77 Moving Richmond Forward5/15/2026 2:24 PM
78 THANK
YOU
Moving Richmond Forward5/15/2026 2:24 PM
79 5/15/2026 2:24 PM 80
Transition
Break
MOVING RICHMOND FORWARD
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
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.
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.
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
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.
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.
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
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
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 Mini-
Grant Program Administration
*15 Mini-grants in progress
Supports local artists, community-
based 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 community-
informed 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
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
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
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
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 neighborhood- based 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. 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 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.
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
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)
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.
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
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 Cross-
Department 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
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
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
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
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 post- collection 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
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
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
Wastewater and Stormwater Assets
107
State Laws Tabling Events Events and Workshops
9 10 18
- (2) Compost Giveaways
- (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
Wastewater and Stormwater Assets
108
Number of Contracts Number of Interns
or Fellows
8 314
- 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
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
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
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
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
Thank you!
05/19/2026 Moving Richmond Forward 113
Core services currently consume 100% of Real
Estate Division staff capacity. Additional
assignments, legislative requirements, or Council -
directed 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
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.
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.
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
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
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 decision- making, 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.
Thank you!
05/19/2026 Moving Richmond Forward 120
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
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 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
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.
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.
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)
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
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
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
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
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.
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 part- time 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
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.
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
THANK YOU
5/15/2026 2:24 PM Moving Richmond Forward 135
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
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
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
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
• 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
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
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
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
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 1445/15/2026 2:24 PM
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
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
5/15/2026 2:24 PM 147
Transition
Break
MOVING RICHMOND FORWARD
Richmond Fire Department
CORE SERVICES, STRATEGIC INITIATIVES,
WORKLOAD & SERVICE IMPACT
FY 2026–2027 Budget Discussion
May 19, 2026
Fire Chief Aaron Osorio
Moving Richmond Forward 148
5/15/2026 2:24 PM
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 1495/15/2026 2:24 PM
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
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
The Work that keeps Richmond Running - Operations
5/15/2026 2:24 PM Moving Richmond Forward 152
1 Call 2
Calls43.4% 33.8%
3 Calls 15.0 % 4+
Calls
4 Calls (5.2%)
5 Calls (1.6%)
6+ Calls (1.1%)
Concurrent Calls (2018 – 2021)
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
COLLABORATION
CODE ADOPTION
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
Wastewater and Stormwater Assets
AREA HEADING
XXX
UNIT
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 1545/15/2026 2:24 PM
Wastewater and Stormwater Assets
UNIT
Moving Richmond Forward
The Work that keeps Richmond Running – Richmond Youth Academy 25 Active Cadets
15 2024 Graduates
10 2026 Graduates
15 2025 Graduates
Graduates
Hired by
Richmond Fire
Department
Since 20254
1555/15/2026 2:24 PM
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
Labor-
Management
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
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
Moving Richmond Forward 158
1 24
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
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 1595/15/2026 2:24 PM
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 1605/15/2026 2:24 PM
STRATEGIC
INITIATIVES
STAFF MILESTONE WORKLOAD
CAPACITY
CERT and Post-
Academy
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 1615/15/2026 2:24 PM
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
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
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
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 165
MOVING RICHMOND FORWARD
166
THANK YOU!
MOVING RICHMOND FORWARD5/15/2026 2:24 PM