Richmond City Council
May 26, 2026

Shasa Curl, City
ManagerMay 26, 2026
MOVING

RICHMOND

FORWARD
5/22/2026 6:59 PM 1
DRAFT

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

Budget Study Session on
Proposed Fiscal Year
2026-27 Operating Budget
and Fiscal Year 2026-31
Five-Year Capital
Improvement Plan and
Department Presentations
May 26, 2026Shasa Curl
Richmond City Manager
5/22/2026 6:59 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
• Richmond, CA Local Economics
• General Fund Five-Year Forecast
• Department Overview
• Continued from May 19, 2026
• Fire
• City Attorney’s Office
• City Clerk’s Office
• City Manager Office
• Internal Services (Finance, Human
Resources, and Information Technology)
• Capital Improvement Plan Update
• Procurement
• Recommended Action
• Questions
5/22/2026 6:59 PM 3MOVING RICHMOND FORWARD
Overview
5/22/2026 6:59 PM 4MOVING 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 FY2026-31 Five-Year
Capital Improvement Plan, with
discussions upon completion of all
departmental presentations; and
RECEIVE updated financial and
operational considerations
5/22/2026 6:59 PM 5MOVING 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
Department Presentations (Community Services and Economic Development) 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, Fire, Internal Services) and Develop Budget Checklist
Master Fee Schedule
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
5/22/2026 6:59 PM 6MOVING RICHMOND FORWARD
Seeing the Whole Picture: Beyond the Numbers
5/22/2026 6:59 PM 7MOVING RICHMOND FORWARD
Richmond delivers more services than most cities in Contra Costa County.

A city budget is more than dollars. It is a plan for what the organization can deliver.

Cities present operational information during budget
hearings because:
• Budget decisions affect staffing, workload, and
service levels
• Operational pressures and capacity constraints drive
real costs
• New initiatives create tradeoffs with existing core
services
• Understanding workload prevents unrealistic
expectations
• Service impacts cannot be seen through numbers alone
• It is a national best practice to link budget
decisions with operational realities

City Manager’s Budget Authority & Role
5/22/2026 6:59 PM 8MOVING RICHMOND FORWARD
Richmond, CA - Municipal Code: 2.61.010 - Deadline for Submitting Proposed Budget to City Council
The proposed budget shall set forth in detail an estimate of revenues, proposed expenditures and such other information as the City Manager concludes will enhance the budget process. The proposed budget shall be set forth in a format that allows for the widest possible public understanding of the City's resources, operations and programs.

Richmond, CA - Charter Article III-A – Policy, Program and Budget The Mayor may make recommendations to the City Council on matters of policy and program which require Council decision and may propose ordinances and resolutions for Council consideration. The Mayor shall work with the City Manager in preparing an annual budget for submission to the City Council. The Mayor shall make an annual report to the City Council as to the conditions and affairs of the City.

Leadership in Service: Showing How We Work for
Richmond
5/22/2026 6:59 PM 9MOVING RICHMOND FORWARD
Leadership Through Collaboration and Transparency
• After many years, we are seeing renewed
collaboration across departments, enabling staff to
deliver an impressive volume of core work and
special initiatives.
• Sharing this detail helps show the full scope of
what the organization is accomplishing together.
• This level of transparency allows the public to
clearly understand how their tax dollars are used.
• Providing clear, quantitative information responds
directly to Council’s request for more visibility
into staff’s work and service delivery throughout
the City.

Maintaining a Balanced Budget: Key Staffing and
Fiscal Limits
5/22/2026 6:59 PM 10MOVING RICHMOND FORWARD
• City has hired 92 new
employees since 2020
• The Proposed FY 2026-27
Budget presented to City
Council is balanced
• Any additional items City
Council wants to add will
require a corresponding
reduction or elimination
elsewhere in the budget

5/22/2026 6:59 PM Moving Richmond Forward 11
Richmond, CA Unemployment Rate
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Richmond 12.3% 10.9% 9.3% 7.5% 6.0% 5.1% 4.1% 3.3% 3.3% 2.9% 9.5% 4.8% 3.1% 4.2% 4.4% 4.6% U.S. 9.4% 8.5% 7.9% 6.7% 5.6% 5.0% 4.7% 4.1% 3.9% 3.6% 6.7% 3.9% 3.5% 3.7% 3.7% 4.4%

4.6%

4.4%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%
December Unemployment Rate
Year
*Data Source: U.S. Bureau of Labor Statistics, Retrieved on May 19, 2026 5/22/2026 6:59 PM Moving Richmond Forward 12
Richmond, CA Median Home Sale Price
*Source: City staff compilation of publicly available housing market data, including Redfin, Zillow Research, and California Association of Realtors historical trend data. Values are approximate.

Richmond Housing Market
• Median prices climbed from $185K
(2011) to $715K (2024), leveling near
$650K.
• Trend mirrors Bay Area: rapid gains,
then stabilization with higher
mortgage rates.
• Future activity depends on interest
rates, inflation, and broader economic
conditions.
• Strong assessed values support
property tax revenues; sales volume
affects transfer taxes.
• Development feasibility tied to
construction costs and financing.
• Affordability pressures continue to
$185
$240
$335
$385
$430
$465
$525
$565 $590
$640 $635
$690
$625
$715
$650 $650
$0
$100
$200
$300
$400
$500
$600
$700
$800
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Thousands
Calendar Year
Moving Richmond Forward 13
Current Grant Awards Exceed General Fund Budget
Grant Types Amounts
Capital Improvement Projects Grants
$
146,020,548
Operational Grants $
182,054,445
TOTAL $
328,074,993
Upcoming Grant Awards Amount
Reconnecting Communities Pilot (RCP) 9,500,000
Regional Measure 3 (RM3) 10,000,000
Dock restoration and infrastructure
improvement 11,200,000
TOTAL 30,700,000
New Grant Awards (included in $328M) Amount
Caltrans Community Clean-up & Employment
Pathways 255,000
Tahoe for All 60,000
Community Development Block Grant 40,000
Kaiser Sponsorship 4,500
CalVIP 5 2,034,800
Offshore Wind Conceptual Planning 750,000
Multi-site Trash Capture Device 10,250,000
TOTAL 13,394,300
$146,020,548
$182,054,445
Grant Awards $328,074,993
Capital Grants
Operational Grants
Amounts do not reflect
the Bay Area Air
Quality Management
District Grant (BAAQMD)
Repair Program grant
application. Funding
Request Total = ~$11.56
million

Understanding Year-End Unspent Funds
Moving Richmond Forward 14
5/22/2026 6:59 PM
Unspent
Funds
• ~ 2-3% of annual
appropriations remained
unspent in FY 2024-25
Why This
is
Expected
•Maintaining a modest year-
end balance (typically 2-5%)
as a standard and prudent
budgeting practice
Bottom
Line
•A modest year-end balance
supports fiscal stability,
reduces reliance on reserves
or one-time revenues, and
helps prevent structural
deficits
5/22/2026 6:59 PM Moving Richmond Forward 15
General Fund Five-Year Forecast – Revenue
Assumptions
Scenario FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Pessimistic Proposed Budget 1.0% 1.0% 1.0% 1.0%
Middle-of-
Road Proposed Budget 2.5% 3.2% 3.0% 3.0%
Optimistic Proposed Budget 5.0% 5.0% 5.0% 5.0%
• The General Fund revenue outlook is built on historic trends, current economic conditions, and external
expert inputs.
• Non-tax revenues fluctuate more significantly
• Limited-term revenues are excluded from ongoing growth assumptions and shown separately in all scenarios.
5/22/2026 6:59 PM Moving Richmond Forward 16
General Fund Five-Year Forecast – Revenue
Assumptions
Scenario: Middle-of-Road CATEGORY FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 30 - PROPERTY TAXES 3.10% 2.74% 2.74% 2.74% 2.75%
31 - SALES & USE TAXES 5.44% 1.87% 2.55% 2.31% 2.00%
32 - UTILITY USERS TAXES 6.21% 4.66% 5.07% 4.64% 4.67%
33 - OTHER TAXES 0.00% 1.91% 1.19% 1.94% 1.98%
34 - LICENSES, PRMITS & FEES 6.28% 2.87% 2.87% 2.88% 2.88% 35 - FINES & FORFEITURES 280.00% 1.05% 1.09% 1.14% 1.18% 36 - USE OF MONEY&PROPRTY 16.50% 0.00% 0.00% 0.00% 0.00% 37 - CHARGES FOR SERVICES 1.72% 3.00% 3.00% 3.00% 3.00% 38 - OTHER REVENUE 9.01% 0.00% 0.00% 0.00% 0.00%
39 - RENTAL INCOME -3.10% 2.00% 2.00% 2.00% 2.00%
3A - INTERGOV STATE TAXES 0.00% 0.00% 0.00% 0.00% 0.00% 3C - INTERGOV STATE GRANT 27.78% 0.00% 0.00% 0.00% 0.00% 3D - INTERGOV OTHER GRANT 0.00% -13.79% 0.00% 0.00% 0.00% 60 - PROC FR SLE PROP 0.00% 0.00% 0.00% 0.00% 0.00%
61 - LOAN/BOND PROCEEDS 0.00% 0.00% 0.00% 0.00% 0.00%
90 – OPERATING TRANSFER IN 4.42% -1.91% 4.36% 2.86% 2.86% GENERAL FUND REVENUE TOTALS 4.76% 2.52% 3.24% 3.04% 3.00% • Approved MOUs for major bargaining units (Local 21, SEIU 1021, Local 188
• Overtime Costs are based on historical overtime usage and cost implications of MOUs
• Retirement (CalPERS) Contributions are based on latest actuarial valuation
• Potential AB 1383 Impacts Incorporates three scenarios (Pessimistic, Middle, Optimistic)
• Assumes a 12–14% vacancy rate, generating approx. $16.4M in vacancy savings in FY 2026-27.
• Healthcare costs are based on the most recent rates and assume inflationary increases in each scenario ranging from 3% to 5%. • Non-Personnel Costs assume Inflationary increases from 3% to 5%5/22/2026 6:59 PM Moving Richmond Forward 17 General Fund Five-Year Forecast – Expenditure
Assumptions
5/22/2026 6:59 PM Moving Richmond Forward 18
General Fund Five-Year Forecast
Expenditure Assumptions – Retirement Costs
Required
Contribution (Assumes 6.80% Return)
Fiscal Year FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Normal Cost % 12.6% 12.23% 11.8% 11.4% 11.1% 10.8%
UAL Payment $12,200,719 $14,618,122 $15,250,000 $17,032,000 $17,249,000 $17,402,000 Required
Contribution (Assumes 6.80% Return)
Fiscal Year FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Normal Cost % 22.0% 21.27% 20.6% 20.0% 19.4% 18.8%
UAL Payment $21,090,447 $22,932,195 $23,889,000 $26,226,000 $26,590,000 $26,878,000 Miscellaneous Plan
Safety Plan
Scenario FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Pessimistic - $884,822 $920,215 $957,024 $995,305
Middle-of-Road - $404,362 $420,536 $437,358 $454,852
Optimistic - $151,355 $157,409 $163,705 $170,254
AB 1383 Estimated Fiscal Impact
5/22/2026 6:59 PM Moving Richmond Forward 19
General Fund Five-Year Forecast
Expenditure Assumptions – Non-Personnel Costs
Scenario FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Pessimistic Adopted Budget 5% 5% 5% 5%
Middle-of-Road Adopted Budget 4% 4% 4% 4%
Optimistic Adopted Budget 3% 3% 3% 3%
5/22/2026 6:59 PM Moving Richmond Forward 20
General Fund Five-Year Forecast
Pessimistic Scenario
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,11
4 274,670,11
9 277,416,82
0 280,190,98
8 282,992,89
8 285,822,82
7 Expenditures 273,089,41
3 274,670,11
9 289,562,97
6 301,250,78
2 316,052,80
9 327,329,20
2 Net Deficit (-) /Surplus (+) (13,128,30
0) - (12,146,15
6)
(21,059,79
4)
(33,059,91
1)
(41,506,37
5)
Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids First
Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of Limited-Term Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with Limited Term
Revenue 48,500,000 48,500,000 36,353,844 27,440,206 15,440,089 16,693,625 Scenario Category FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Pessimistic 30 - PROPERTY TAXES Proposed Budget 1.00% 1.00% 1.00% 1.00% Middle-of-Road 30 - PROPERTY TAXES Proposed Budget 2.74% 2.74% 2.74% 2.75% Δ -1.74% -1.74% -1.74% -1.75%
Pessimistic 31 - SALES & USE TAXES Proposed Budget 1.00% 1.00% 1.00% 1.00% Middle-of-Road 31 - SALES & USE TAXES Proposed Budget 1.87% 2.55% 2.31% 2.00% Δ -0.87% -1.55% -1.31% -1.00%
Pessimistic 32 - UTILITY USERS TAXES Proposed Budget 1.00% 1.00% 1.00% 1.00% Middle-of-Road 32 - UTILITY USERS TAXES Proposed Budget 4.66% 5.07% 4.64% 4.67% Δ -3.66% -4.07% -3.64% -3.67%
Pessimistic 33 - OTHER TAXES Proposed Budget 1.00% 1.00% 1.00% 1.00% Middle-of-Road 33 - OTHER TAXES Proposed Budget 1.91% 1.19% 1.94% 1.98% Δ -0.91% -0.19% -0.94% -0.98%
5/22/2026 6:59 PM Moving Richmond Forward 21
General Fund Five-Year Forecast
Pessimistic Scenario
$200
$220
$240
$260
$280
$300
$320
$340
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Fiscal Year
Expenditures Revenues Balance of Limited-Term Revenue
5/22/2026 6:59 PM Moving Richmond Forward 22
General Fund Five-Year Forecast
Middle-of-Road Scenario
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,11
4 274,670,11
9 279,205,56
8 288,248,44
3 297,021,76
2 305,929,52
7 Expenditures 273,089,41
3 274,670,11
9 287,808,29
1 298,200,51
0 311,593,98
9 321,341,29
6 Net Deficit (-)/Surplus (+) (13,128,30
0) - (8,602,724
)
(9,952,067
)
(14,572,22
7)
(15,411,76
9)
Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids First
Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of Limited-Term Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with Limited-Term
Revenue 48,500,000 48,500,000 39,897,276 38,547,933 33,927,773 42,788,231 Scenario Category FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Middle-of-Road 30 - PROPERTY TAXES Proposed Budget 2.74% 2.74% 2.74% 2.75% Optimistic 30 - PROPERTY TAXES Proposed Budget 5.00% 5.00% 5.00% 5.00% Δ -2.26% -2.26% -2.26% -2.25%
Middle-of-Road 31 - SALES & USE TAXES Proposed Budget 1.87% 2.55% 2.31% 2.00% Optimistic 31 - SALES & USE TAXES Proposed Budget 5.00% 5.00% 5.00% 5.00% Δ -3.13% -2.45% -2.69% -3.00%
Middle-of-Road 32 - UTILITY USERS TAXES Proposed Budget 4.66% 5.07% 4.64% 4.67% Optimistic 32 - UTILITY USERS TAXES Proposed Budget 5.00% 5.00% 5.00% 5.00% Δ -0.34% 0.07% -0.36% -0.33%
Middle-of-Road 33 - OTHER TAXES Proposed Budget 1.91% 1.19% 1.94% 1.98% Optimistic 33 - OTHER TAXES Proposed Budget 5.00% 5.00% 5.00% 5.00% Δ -3.09% -3.81% -3.06% -3.02%
5/22/2026 6:59 PM Moving Richmond Forward 23
General Fund Five-Year Forecast
Middle-of-Road Scenario
$200
$220
$240
$260
$280
$300
$320
$340
$360
$380
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Fiscal Year
Expenditures Revenues Balance of Limited-Term Revenue
5/22/2026 6:59 PM Moving Richmond Forward 24
General Fund Five-Year Forecast
Optimistic Scenario
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,11
4 274,670,11
9 288,403,62
5 302,823,80
6 317,964,99
6 333,863,24
6 Expenditures 273,089,41
3 274,670,11
9 289,498,24
4 298,638,94
7 310,694,77
2 319,613,76
2 Net Deficit (-)/ Surplus (+) (13,128,30
0) - (1,094,620
) 4,184,858 7,270,224 14,249,484
Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids First
Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of Limited-Term Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with Limited Term
Revenue 48,500,000 48,500,000 47,405,380 52,684,858 55,770,224 72,449,484 Scenario Category FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Middle-of-Road 30 - PROPERTY TAXES Proposed Budget 2.74% 2.74% 2.74% 2.75% Optimistic 30 - PROPERTY TAXES Proposed Budget 5.00% 5.00% 5.00% 5.00% Δ 2.26% 2.26% 2.26% 2.25%
Middle-of-Road 31 - SALES & USE TAXES Proposed Budget 1.87% 2.55% 2.31% 2.00% Optimistic 31 - SALES & USE TAXES Proposed Budget 5.00% 5.00% 5.00% 5.00% Δ 3.13% 2.45% 2.69% 3.00%
Middle-of-Road 32 - UTILITY USERS TAXES Proposed Budget 4.66% 5.07% 4.64% 4.67% Optimistic 32 - UTILITY USERS TAXES Proposed Budget 5.00% 5.00% 5.00% 5.00% Δ 0.34% -0.07% 0.36% 0.33%
Middle-of-Road 33 - OTHER TAXES Proposed Budget 1.91% 1.19% 1.94% 1.98% Optimistic 33 - OTHER TAXES Proposed Budget 5.00% 5.00% 5.00% 5.00% Δ 3.09% 3.81% 3.06% 3.02%
5/22/2026 6:59 PM Moving Richmond Forward 25
General Fund Five-Year Forecast
Optimistic Scenario
$200
$220
$240
$260
$280
$300
$320
$340
$360
$380
$400
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Fiscal Year
Expenditures Revenues Balance of Limited-Term Revenue
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 26
5/22/2026 6:59 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 275/22/2026 6:59 PM
The Work that keeps Richmond Running
Moving Richmond Forward 28

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 5/22/2026 6:59 PM
The Work that keeps Richmond Running - Operations
Moving Richmond Forward 29
› 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
5/22/2026 6:59 PM
The Work that keeps Richmond Running - Operations
5/22/2026 6:59 PM Moving Richmond Forward 30
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

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 Joint Planning Meetings for Harbour 8
Hall Community Resilience Center with Pogo Park
5/22/2026 6:59 PM Moving Richmond Forward
31 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
13 3

SMOKE ALARMS
Shields-Reid
35 Safer Homes
149 Residents
Supported
The Work that keeps Richmond Running – FY 2025-26 Accomplishments 325/22/2026 6:59 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
335/22/2026 6:59 PM
Fire Administration Demands Affecting Core Service Delivery Moving Richmond Forward 34

STRATEGIC

INITIATIV
ES

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
5/22/2026 6:59 PM Moving Richmond Forward
Support Services Demands Affecting Core Service Delivery Moving Richmond Forward 35

STRATEGIC

INITIATIV
ES

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
5/22/2026 6:59 PM
Moving Richmond Forward 36
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
5/22/2026 6:59 PM

STRATEGIC

INITIATIV
ES

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
Ongoing MED HIGH
Training Division Demands Affecting Core Service Delivery Moving Richmond Forward 375/22/2026 6:59 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 Goal # 3 & Fire Marshal Ongoing MED HIGH Fire Prevention Demands Affecting Core Service Delivery Moving Richmond Forward 385/22/2026 6:59 PM

STRATEGIC

INITIATIVE
S

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 395/22/2026 6:59 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 40
How Limited Capacity Affects Service Delivery
5/22/2026 6:59 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
Support update of fire stations, training
facility, 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 41
5/22/2026 6:59 PM
5/22/2026 6:59 PM 42
Transitio
n Break

MOVING RICHMOND FORWARD
CITY ATTORNEY’S OFFICE
Overview of Agency
Workload, Capacity, and
Service Impact
FY 2026–27 Budget Discussion
5/22/2026 6:59 PM Moving Richmond Forward 43

The City Attorney’s Office At A Glance:
Advising the Richmond City Council, Mayor, and all City departments, including the Housing Authority, Police, Fire, Port, and City boards and commissions Litigation management and defending the City and Housing Authority in civil litigation in federal and state court
(FY25/26 through April 28, 2026—143 total claims against COR, with 37 litigated claims) Responding to requests for legal opinions on a wide range of legal issues, including immigration, labor negotiations, drafting ordinances and resolutions, reviewing all City contracts, and negotiating terms of major contracts and real estate transactions (FY25/26 through May 18, 2026—913 RLOs)
Providing ongoing support and legal staffing for various City boards and commissions, including Planning Commission, Design Review Board, Community Police Review Commission, Personnel Board, and Historic Preservation Commission
Responding to Public Records Act Requests and Subpoenas, and providing document review (FY25/26 through May 18, 2026—1593 PRAs and 102 subpoenas) 5/22/2026 6:59 PM Moving Richmond Forward 44

Why this matters now
Council Priorities and City Attorney’s Office Workload
The City Attorney’s Office supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing &
Homelessness
 Advises the Richmond Housing Authority, Housing
Division, and Community Development Department
by reviewing contracts, leases, resolutions,
ordinances and grants related to housing and
community development initiatives
 Provides legal support to the Planning Department
for all aspects of planning, land use, and housing
development matters
 Assists with projects including:
 Tiny Villages for Emergency Housing
 Richmond Community Foundation short-
term housing initiatives
 The Riveter Project for affordable and
sustainable housing
 Provides legal support to Code Enforcement and the
Police Department regarding issues involving
unhoused individuals and encampments

3. Quality of Life &
Community Health
 Supports Arts & Culture, Children & Youth,
Community Services, Economic Development,
Employment & Training, Library, Parks, and
Recreation Departments with grants and contracts
supporting community events and outreach
programs
 Provides guidance to minimize risk through safety
and risk management trainings
 Advises and supports Code Enforcement in
enforcement efforts, including:
 Enforcement of the tobacco retailers
ordinance
 Abatement of public nuisances
5/22/2026 6:59 PM Moving Richmond Forward 45

2. Revenue & Economic
Development
 Provides legal guidance to the Finance Department,
including review of financial policies,
implementation of tax measures, assists with
internal and external audits, and updates to the
master fee schedule
 Negotiates leases, contracts, and obtain licenses in
support of Port and Real Estate Departments
 Guides the Transportation Department with
interagency agreements involving public agencies
and private entities, including Contra Costa County,
Lyft, and Uber

Why this matters now (continued)
Council Priorities and City Attorney’s Office Workload
The City Attorney’s Office supports all 6 goal areas, with the greatest ongoing capacity demands in the areas of legal advice and counsel to Internal Infrastructure & Processes, Public Safety, and Housing & Homelessness.

4. Public Safety
 Counsels the Richmond Police Department, Fire
Department, Office of Emergency Services, and
Office of Neighborhood Safety on policy
development and risk management
 Supports and advises the interdepartmental team
formed to respond to federal immigration
enforcement efforts
 Drafts and updates ordinances limiting cooperation
with federal immigration enforcement
 Provides ongoing legal support to the Community
Police Review Commission to promote
accountability and public trust

6. Shoreline &
Ecological
Sustainability
 Provides legal advice and support to Community
Development on matters involving shoreline
protection
 Advises the Port on legal and regulatory matters
 Provides legal guidance and support to the
Wastewater Division to ensure compliance with
applicable laws and the 2018 Baykeeper settlement
5/22/2026 6:59 PM Moving Richmond Forward 46

5. Internal
Infrastructure &
Processes
 Provides comprehensive legal support for Public
Records Act compliance, including reviewing and
drafting responses, advising on disclosure
obligations and exemptions, and reviewing and
redacting records prior to production
 Advises all departments and divisions on best
practices to ensure compliance with applicable laws
 Reviews and provides legal support for all City
Council meetings, including review of agenda items
 Collaborates with City staff to develop citywide
policies, including modifications to the RMC and the
recently adopted records retention policy
 Provides ongoing support and staffing for multiple
boards and commissions

The Work That Keeps Richmond Running – City Attorney’s Office 5/22/2026 6:59 PM Moving Richmond Forward 47
Core Service /
Function
Required / Mandated Tasks

PUBLIC RECORDS ACT

REQUESTS AND SUBPOENAS
Document review and responses for all City departments pursuant to state law and court orders.

LITIGATION MANAGEMENT Defend the City and Housing Authority in civil litigation in federal and state court.

File proactive lawsuits to protect Richmond.

REQUESTS FOR LEGAL

OPINIONS
Advise and respond to requests for legal opinions on a wide range of issues for the City Council, Mayor, all City departments, boards and commissions, including on immigration, labor negotiations, and drafting and reviewing contracts, resolutions, and ordinances.

INTERDEPARTMENTAL AND

AGENCY COORDINATION
Coordinate with other City departments, agencies, and outside counsel for projects, contract negotiations, and litigation.

TRAININGS AND ADVICE Provide trainings to City Council, board and commissions members, and City staff on the Brown Act, Public Records Act, ethics and new laws, and best practices to limit risk and liability.

STAFFING BOARDS AND

COMMISSIONS
Provide continuous support and legal staffing for City boards and commissions, including Planning Commission, Design Review Board, Historic Preservation Commission, Personnel Board, and Community Review Police Commission.

ADMINISTRATIVE WORK Review and file litigation documents; track all claims, PRA requests, RLOs, and subpoenas; issue litigation holds and attend small claims hearings for the City; process and pay legal invoices; and draft legal service agreements, agendas, and contracts.

How Limited Capacity Affects Service Delivery
As of May 18, 2026, the City Attorney’s Office is authorized for 10 full-time positions. There are currently 6 attorneys, 1 Law Office Supervisor, and 2 Office Specialists. There is 1 unfilled attorney position. Current conditions related to staffing level and workload volume continueto 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.

Currently operating in a REACTIVE instead of PROACTIVE capacity Impacts include delays in developing thoughtful, sustainable services and programs to address ongoing City issues—such as a City-wide risk management program, as well as a greater reliance on outside counsel, leading to increased vendor costs.

As operational capacity and available resources improve, the City Attorney’s Office can expand and enhance service areas currently limited by workload demands and operational constraints. Improvements include expanded services such as in-house litigation, increased proactive operations such as forward- looking planning and preventative measures, improved response times, and greater operational effectiveness. 5/22/2026 6:59 PM
Moving Richmond Forward 48
What Support Protects Core Service Delivery
Core Service delivery is achieved when the City Attorney’s Office is adequately staffed to reduce outside vendor costs, departments assist with PRA first level document reviews, and attorneys and staff have access to cutting edge-technology.

Fill vacant position and
add additional attorney
and administrative staff
Additional staffing, including attorneys, paralegal, and administrative assistant and/or legal secretary, are necessary to absorb legal work in-house, reducing outside vendor costs Advanced technology New PRA processing program (e.g.—GovQA), document redaction program (e.g..—Logikcull), and case and court calendaring program (e.g.—Deadline Assist) for efficiency. Better IT-located relevant documents and more streamlined retention processes Department staff completing
first phase of PRA redactions
regarding personal identifiable
information
Develop policies with each department, identifying points of contact, to respond to requests for information and documents
Promotes efficiency and timeliness
5/22/2026 6:59 PM Moving Richmond Forward 49
Remove RLO requirement for non-
substantive matters
(proclamations, certain
presentations, etc.)
The WCITY ATTORNEY’S OFFICE
7 Legal Advice--Advising &
responding to requests for legal
opinions on a wide range of legal
issues for the City Council, Mayor, &
all City Departments, Boards &
Commissions
55%
PRAs & Subpoenas--Facilitating PRA document
review & responses for all City Departments
15%
Litigation Management--Defending the
City & Housing Authority in civil
litigation in federal & state court
20%
Administration--Updating procedures;
overseeing/tracking/preparing budget
reports & presentations; records
management; intra-and
interdepartamentally
tracking/drafting/reviewing agendas,
agreements & invoices; and facilitating
meetings & conferences…

ESTIMATED PERCENTAGES OF TIME SPENT ON

DAILY OPERATIONS & PROJECT CAPACITY

THE WORK THAT KEEPS RICHMOND RUNNING

City Clerk’s Office
Overview of Agency
Workload, Capacity, and
Service Impact
FY 2026–27 Budget Discussion
Core services are currently utilizing 100% of the
City Clerk’s Office staff capacity. While
additional assignments, new legislative mandates,
or Council-directed initiatives are welcome,
accommodating them may require the reprioritization
of existing services.
5/22/2026 6:59 PM Moving Richmond Forward 51

Why this matters now
Council Priorities and City Clerk Workload
The City Clerk’s Office supports core functions while also contributing to multiple City Council Strategic Goal areas.

2. Revenue & Economic Development
Passport program supports City Council
Strategic Goals area #2 – generates revenue
for the office

3. Quality of Life & Community health
• The Passport program also supports City
Council Strategic Goals area #3 by
providing a local convenient local option
for obtaining a passport.

5. Internal Infrastructure &
Processes
• The duties of the Clerk’s Office supports
City Council Strategic Goals area #5 by
ensuring that City Council meetings are
well-organized, transparent, and compliant
with open meeting laws such as the Brown
Act. Also, as the official custodian of a
city’s legislative and administrative
records, ensuring they are properly
created, maintained, and made accessible
to the public.
• Administer our elections, keeping our
democracy safe and secure supports City
Council Strategic Goals areas #2 and #5.

The City Clerk’s Office supports three goal areas, with the greatest ongoing capacity demands in area 5
5/22/2026 6:59 PM Moving Richmond Forward 52
• .

The Work that keeps Richmond Running
5/22/2026 6:59 PM Moving Richmond Forward 53
Core service /
function
Required / mandated tasks
Accepts and
immediately
processes documents
upon receipt
Public Records Requests, claims against the City and RHA, subpoenas, B/C applications for appointments/reappointments Election Official Administer our elections, keeping our democracy safe and secure.

Extensive training is required to make sure the necessary rules and laws are followed as impartially conducting elections.

Passport Acceptance
Facility
The City Clerk’s office serves as a passport acceptance facility, providing a convenient local option for residents who need to apply for a U.S. passport.

City Council
Meetings
The City Clerk is the official responsible for ensuring that City Council meetings are well-organized, transparent, and compliant with open meeting laws such as the Brown Act. This includes agenda/packet preparation, distribution, and publishing. SB707 required cities to translate agendas into Spanish and published 72 hours (regular meeting) and 24 hours (special meeting).

Agenda Management
Systems
City Clerk’s Offices use agenda management systems to eliminate labor-intensive paper trails and ensure strict legal compliance.

These tools automate repetitive manual tasks, centralize cross- departmental collaboration, and instantly publish meeting packets and legislative records to the public.

The Work that keeps Richmond Running – Cont’d
5/22/2026 6:59 PM Moving Richmond Forward 54
Core service /
function
Required / mandated tasks
Responsible for
formatting,
numbering, and
publishing
Ordinances,
Resolutions, and
Legislative Records
The city clerk is the official custodian of a city’s legislative and administrative records, ensuring they are properly created, maintained, and made accessible to the public.

This role is central to transparency, compliance, and the smooth operation of local government. These records include, but are not limited to ordinances, resolutions, minutes, agendas, statements of economic interest, campaign and other financial disclosure related filings.

Boards,
Commissions, and
Committees
Administration
Accept and process applications for appointments to Richmond Boards, Commissions, and Committees ensuring all submissions are complete and accurately recorded.
• Maintain and update the City’s Boards, Commissions, and Committees website with current membership, vacancies, term expirations, meeting information, and relevant public materials. • Track member terms and proactively contact board and commission members prior to their term expiration to inform them of their eligibility for reappointment.
• Notify newly appointed members and commissioners, provide onboarding materials, and ensure they receive information about required training and compliance obligations.
• Ensure annual compliance with the Maddy Act, including preparation and publication of the yearly roster of all appointed officials.

Operational Demands affecting Core Service Delivery
Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources required for most duties in the Clerk’s Office; therefore, clerks must be cross-trained. 5/22/2026 6:59 PM Moving Richmond Forward 55
Major initiative / Some
Challenges
Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Public Records Requests:

Additional staffing is
essential to effectively
manage the growing volume
and complexity of public
records requests, as well
as to mitigate the City’s
exposure to legal risk
associated with strict
statutory compliance
requirements
Public records request is a formal,
written demand made to a government
agency asking for copies of its records.

Its main purpose is to ensure
transparency, accountability, and public
access to information that government
bodies create, receive, or maintain in
the course of their official duties (5.

Internal Infrastructure & Processes)
Lead: Deputy City
Clerks Jasuara
Castaneda and Ursula
Deloa
Backup: Deputy City
Clerk Sabrina Lundy
and City Clerk
Pamela Christian
This is an active daily
process with no insight to
catching up with the demand.

Requests for public records
have tripled in the last year.

We are looking to restructure
the City’s process.

AB 1821 (Pacheco) would
clarify business days vs
calendar days for responses
High
Elections: The addition
of a June primary was
successful incorporated
for even years by the
electorate in 2024. The
COR now holds a primary
and general election in
even years
A primary election serves as the
qualifying round before the General
November election. (5. Internal
Infrastructure & Processes)
Lead: City Clerk
Pamela Christian
Backup: all deputy
city clerks
Measure J was successfully
approved by the electorate of
Richmond on November 5, 2024.

June 2, 2026, is the first
Primary which will determine
final preparation for the
November 3, 2026, General
election
High
Passport Program
Although a passport
appointment may take less
than 20 minutes for a
single passport, much
time is spent making the
appointment – answering
questions, etc.

Passport program supports City Council
Strategic Goals are #2 and #3 – revenue
generator and provides the public with a
convenient local option for obtaining a
passport.

Lead: All staff -
City Clerk Pamela
Christian, Deputy
City Clerks Jasuara
Castaneda, Ursula
Deloa, and Sabrina
Lundy
This is an active daily
process,
Medium
Operational Demands affecting Core Service Delivery – cont’d Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources needed for most duties in the Clerk’s Office, Clerks must be crossed-trained. 5/22/2026 6:59 PM Moving Richmond Forward 56
Major initiative / Some
Challenges
Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Boards, Commission, and
Committees
administration
The primary purpose of government
boards, commissions, and committees is
to advise legislative bodies, guide
public policy, and oversee specific
community programs.(5. Internal
Infrastructure & Processes)
Lead: Deputy City
Clerks Sabrina Lundy
Backup: Deputy City
Clerk Jasuara
Castaneda and City
Clerk Pamela
Christian
This is an active daily
process – it is a process that
must be continually maintained
to provide accurate
information to the public
High
Formatting, numbering,
and publishing
Ordinances, Resolutions,
and Legislative Records
Some agendas may contain
several adopted
resolutions. The
following day, the
clerks begin receiving
requests for a certified
copy of the resolution.

Formatting, numbering, and
publishing resolutions, ordinances,
and legislative documents are the
foundation of legal validity,
transparency, and operational
efficiency. These practices ensure
the public can access and understand
local laws, protect governments from
legal challenges, and guarantee that
governance is orderly, consistent,
and legally enforceable. (5. Internal
Infrastructure & Processes)
Lead: Deputy City
Clerks Sabrina Lundy
and Ursula Deloa
This is an ongoing daily
process. Once a resolution or
ordinance is adopted by the
council, the document must be
formatted, numbered, and
published for the public
High
Agenda Management System
– eScribe
• Items not approved by
deadline is a major
issue
To ensure an agenda management system
works properly, we have automated
approval workflows, enforce strict
submission deadlines, standardize
document formats, and audit public
transparency portals. System health
relies on routine checks to maintain
data integrity. (5. Internal
Infrastructure & Processes)
Lead: City Clerk
Pamela Christian
Backup: Deputy City
Clerks Jasuara
Castaneda, Sabrina
Lundy, and Ursula
Deloa
Active status – ongoing
Must go out to bid within the
next 3 years
High
How Limited Capacity Affects Service Delivery
Work that gets Squeezed
• Public Records Requests is a
challenge with the legal risk
associated with strict
statutory compliance
requirements. (often require
cross-departmental coordination
and follow-up).
• Contract publication prior to
Docusign is a very low priority
currently due to staffing
levels and other demands. Given
the current resource
constraints, efforts are being
focused on higher-priority
tasks that have more immediate
impact.
• Updating permanent books is a
very low priority currently due
to staffing levels and other
demands. As a result, routine
maintenance and record updating
are deferred until staffing
levels improve or urgent needs
arise.

Operational Impact
Staff may be required to
divert attention from
routine tasks to focus on
urgent public records
requests and compliance
with legal requirements.

Operational efficiency can
be affected, with some
responsibilities delayed
or deprioritized due to
limited staffing and
heightened demands.

Resident / City impact
These challenges can
significantly affect client,
resident, and city services
by causing delays in
processing public records
requests and updating
essential documents.

As staffing levels are
stretched, responses to
requests and routine
administrative tasks may take
longer, potentially reducing
overall service efficiency
and responsiveness.

Prioritizing statutory
compliance over other duties
could lead to slower contract
publication and record
maintenance, which may
inconvenience residents and
clients relying on timely
information.

As operational capacity and available resources improve, the City Clerk’s Office may be able to restore, expand, or enhance service areas currently limited by workload demands or operational constraints. 5/22/2026 6:59 PM
Moving Richmond Forward 57

MILESTONES
Council directives and department success stories

SIMULTANEOUS TRANSLATIONS
• The Clerk’s Office was directed by
the council in 2025 by to provide
simultaneous translation in
Spanish for each council meeting
beginning January 2026.
• In collaboration with City
Clerk’s Office/KCRT/IT – this
task was completed in January
2026

AGENDA TRANSLATION
The City Clerk’s Office was
directed by the council in
2024 to provide City Council
agendas translated to
Spanish
• City Council agendas
are published in
Spanish and available
at the Clerk’s
website
Records Retention
Schedule
The City of Richmond’s Records
Retention Schedule was adopted
by the Council in April 2026
• Next Steps:

Implementation and
Training by the vendor on
the use of the schedule
5/22/2026 6:59 PM
Moving Richmond Forward 58
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.

Public Records Requests
Additional staff will protect the City’s ability to meet Public Records Act requirements and provide timely and accurate responses, while reducing legal exposure from missed deadlines or errors.

Records Management
Additional Staff is needed for Records Management a core operational function that safeguards the City’s legal compliance, transparency, and organizational accountability by ensuring that information is properly retained, accessed, and disposed of according to established retention schedules and regulatory requirements. 5/22/2026 6:59 PM Moving Richmond Forward 59
Wastewater and Stormwater Assets
60 PUBLIC RECORDS

REQUESTS

PASSPORTS
1,718
New Requests Received June 1,
2025, through May 18, 2026
• 3,040 already in
Portal at the
beginning of the
reporting period
• 1,618 total number
closed during
reporting period
60 5/22/2026 6:59 PMo Moving Richmond Forward
Data Visualization

PASSPORT

APPLICATIONS

PROCESSED
76 JUNE 1, 2025, THROUGH
MAY 18, 2026, AND
FORWARDED TO THE U.S.

DEPARTMENT OF STATE

City Manager’s Office
“MOVING RICHMOND FORWARD”
Overview of Agency Workload,
Capacity, and Service Impact
FY 2026–27 Budget Discussion
Increasing operational demands, enterprise-wide
coordination responsibilities, infrastructure
initiatives, fiscal stabilization efforts, and
Council-directed priorities continue to affect
organizational capacity, implementation
sequencing, and proactive strategic planning
efforts across City-wide operations.
5/22/2026 6:59 PM Moving Richmond Forward

Why this matters now
The City Manager’s Office supports implementation across all six Council Goal Areas, with the greatest operational coordination demands occurring within fiscal sustainability, infrastructure modernization, enterprise- wide implementation, and organizational operations.

1. Housing & Homelessness
Coordinating homelessness response efforts, housing initiatives, encampment response activities, and regional partnerships requires ongoing collaboration between operational departments, external agencies, community organizations, and executive leadership. As service expectations and community needs continue evolving, implementation oversight and cross-department coordination demands continue increasing across the organization.

2. Revenue & Economic Development
Advancing fiscal stabilization efforts, long-term financial planning strategies, economic development coordination, and revenue generation initiatives requires sustained executive oversight and enterprise-wide collaboration. Ongoing efforts related to financial reforms, liability reduction strategies, budget coordination, and operational sustainability continue to increase implementation complexity across multiple departments.

3. Quality of Life & Community health
Implementing major park improvement projects, community investment initiatives, operational coordination supporting alternative response programs, and service enhancement efforts requires ongoing planning, interdepartmental coordination, and implementation management. Continued investment in community-focused initiatives increases operational coordination demands across service areas citywide.
5/22/2026 6:59 PM Moving Richmond Forward 62
Why this matters now
Supporting public safety operations, emergency coordination efforts, recruitment initiatives, alternative response implementation strategies, and cross-department operational planning requires continuous executive coordination and organizational alignment. Balancing these responsibilities alongside broader citywide operational priorities continues to increase enterprise coordination demands.

Advancing enterprise modernization efforts, operational process improvements, technology investments, CIP transparency initiatives, and implementation tracking systems requires significant organizational coordination and executive oversight. Major initiatives including the Wastewater Reliability and Veolia transition process continue to increase operational complexity and enterprise-wide implementation responsibilities.

Coordinating shoreline resiliency planning efforts, sustainability initiatives, environmental infrastructure planning, and regional adaptation strategies requires long-term implementation planning and sustained intergovernmental collaboration. As environmental and infrastructure priorities continue evolving, operational coordination demands continue increasing across departments and partner agencies.

4. Public Safety

5. Internal Infrastructure &
Processes

6. Shoreline & ecological
sustainability
The City continues advancing multiple City-wide priorities requiring sustained executive coordination, operational oversight, fiscal stewardship, and cross-department implementation support.

As infrastructure demands, fiscal pressures, labor costs, modernization initiatives, and Council- directed priorities continue expanding simultaneously, strategic prioritization and coordinated implementation become increasingly important to maintaining operational continuity and effective service delivery across the organization
5/22/2026 6:59 PM Moving Richmond Forward 63
The Work that keeps Richmond Running
5/22/2026 6:59 PM
Moving Richmond Forward
64 Core service / function Required / mandated tasks
Council Support & Policy
Implementation
Coordination of City Council agendas, legislative packets, policy implementation, Council follow-up items, labor negotiations, public communications, workshops, strategic planning discussions, and alignment with adopted Council priorities and ordinances.

Fiscal Stewardship & Budget
Coordination
Development of operating and capital budgets; coordination of fiscal stabilization efforts, departmental funding requests, labor cost impacts, expenditure reductions, revenue strategies, grants, audit response efforts, and long-term financial sustainability planning.

Citywide Operational
Coordination & Service
Continuity
Coordination of operational priorities, implementation timelines, infrastructure initiatives, homelessness response efforts, staffing issues, service disruptions, and interdepartmental problem-solving affecting city operations and continuity of services.

The Work that keeps Richmond Running
5/22/2026 6:59 PM Moving Richmond Forward 66
Core service / function Required / mandated tasks
Strategic Initiatives,
Infrastructure & Organizational
Improvement
Coordination of major citywide initiatives including
Wastewater Reliability and Veolia transition planning, park improvement projects, modernization efforts, transparency initiatives, technology improvements, implementation
tracking, and organizational process improvements.

Intergovernmental Coordination &
Community Partnerships
Coordination with regional agencies, County, state and
federal partners, transportation and environmental agencies, community organizations, labor groups, school districts, neighboring jurisdictions, and regional stakeholder
partnerships.

Emergency Coordination &
Operational Response
Coordination of citywide operational response efforts during emergencies, infrastructure failures, severe weather events, public safety incidents, labor disruptions, and urgent
service continuity situations affecting the community.

Operational Demands affecting Core Service Delivery
5/22/2026 6:59 PMMoving Richmond Forward
67 Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Fiscal Solvency & Long-
Term Financial
Sustainability
Maintain balanced operations
while addressing labor cost
growth, infrastructure investment
needs, reserve stability,
liability reduction strategies,
and long-term fiscal
sustainability priorities.

City Manager’s
Office, Finance,
Department
Directors
Active — FY 26–27
budget implementation
and multi-year fiscal
planning
High
Wastewater Reliability &
Veolia Transition
Coordination
Coordinate implementation
planning, procurement oversight,
infrastructure continuity
efforts, stakeholder
coordination, and long-term
operational planning related to
the Wastewater Reliability and
Veolia transition initiative.

City Manager’s
Office, Public
Works, Utilities,
Legal, Finance
Active — procurement
coordination and
transition planning
High
Citywide Infrastructure,
CIP & Parks Implementation
Coordination
Coordinate major park renovation
projects, capital improvement
initiatives, transportation
safety efforts, and
infrastructure implementation
activities requiring
interdepartmental coordination
and funding alignment.

City Manager’s
Office, Public
Works, Community
Services, Economic
Development
Active — ongoing
project coordination
and implementation
tracking
High
Enterprise Modernization &
Organizational Improvement
Efforts
Advance modernization initiatives
including operational
transparency tools, process
City Manager’s
Office,
Information
Active — phased
modernization and
implementation efforts
Medium-
High
Operational Demands affecting Core Service Delivery
As City-wide priorities, infrastructure investment efforts, fiscal pressures, and implementation responsibilities continue expanding simultaneously, strategic prioritization and coordinated sequencing become increasingly important to maintaining operational continuity and effective service delivery. 5/22/2026 6:59 PM
Moving Richmond Forward 68
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Council Priorities, Emerging
Initiatives & Community
Response Coordination
Coordinate implementation of
Council-directed priorities,
emerging community initiatives,
homelessness response coordination,
regional partnerships, and urgent
organizational priorities requiring
rapid response.

City Manager’s
Office and
Department
Leadership
Ongoing — continuous
coordination and
implementation support
High
Labor Negotiations &
Workforce Stabilization
Coordinate labor negotiations,
workforce planning, recruitment
stabilization efforts, compensation
impacts, succession planning, and
staffing strategies affecting
service delivery and operational
continuity.

City Manager’s
Office, Human
Resources, Finance
Active — ongoing labor
coordination and
workforce planning
High
Emergency Preparedness, Risk
Management & Service
Continuity
Coordinate preparedness planning,
emergency response support,
continuity planning efforts,
operational risk management
activities, infrastructure
disruption response coordination,
and citywide service continuity
planning.

City Manager’s
Office, Fire,
Police, Public
Works, Human
Resources
Active — emergency
coordination and
continuity planning
Medium-High
5/22/2026 6:59 PM Moving Richmond Forward 69

What We Do – Oversight, Compliance &
Infrastructure
70 Work that Gets Squeezed
• Long-range strategic planning and
organizational improvement
initiatives
• Enterprise process improvement
and modernization efforts
• Proactive coordination and
implementation planning
• Performance tracking, operational
analytics, and reporting
improvements
• Grant development and external
funding opportunities
• Cross-training, succession
planning, and workforce
development efforts
• Expanded community engagement and
proactive communication efforts
• Long-term policy development and
implementation sequencing
Operational Impact
• Increased reactive workload and
issue response coordination
• Delayed implementation timelines
for organizational initiatives
• Reduced capacity for proactive
operational planning
• Slower advancement of
modernization and efficiency
initiatives
• Increased difficulty sequencing
multiple citywide priorities
simultaneously
• Reduced organizational
flexibility to respond to
emerging issues
• Greater operational strain across
shared coordination resources
• Increased reliance on short-term
operational responses
Resident City Impact
• Slower implementation of service
improvements and citywide
initiatives
• Delayed modernization benefits
and operational efficiencies
• Reduced responsiveness to
emerging community priorities
• Longer timelines for
implementation of Council
initiatives
• Reduced proactive communication
and community engagement capacity
• Increased difficulty sustaining
long-term organizational
improvements
• Less organizational flexibility
to support new initiatives
simultaneously
• Greater pressure on existing city
operations and coordination
systems
5/22/2026 6:59 PM Moving Richmond Forward
How Limited Capacity Affects Service Delivery
As operational demands, infrastructure priorities, and implementation responsibilities continue expanding simultaneously, the organization faces increasing tradeoffs between reactive operational demands and proactive organizational improvement efforts necessary to sustain long-term service delivery effectiveness.

What Support Protects Core Service Delivery
Protecting continuity of city services, implementation quality, fiscal sustainability, and long-term organizational effectiveness requires ongoing operational alignment, strategic prioritization, modernization efforts, and coordinated implementation across multiple departments and citywide initiatives.

Enterprise
Modernization &
Process Improvement
Continuing investment in modernization initiatives,
operational transparency tools, technology improvements, implementation tracking systems, and process efficiencies helps improve organizational effectiveness, coordination capacity, and long-term service delivery performance.

Workforce Stability &
Organizational
Capacity
Supporting workforce stability, succession planning,
cross-training, and operational continuity efforts helps sustain institutional knowledge, improve implementation capacity, and reduce operational disruptions across
citywide services and major initiatives.
5/22/2026 6:59 PM Moving Richmond Forward 71
Strengthening organizational alignment, modernization efforts, implementation sequencing, and long-term operational planning helps reduce tradeoffs between reactive operational demands and proactive organizational improvement efforts necessary to sustain effective City services.

What Support Protects Core Service Delivery
Protecting continuity of city services, implementation quality, fiscal sustainability, and long-term organizational effectiveness requires ongoing operational alignment, strategic prioritization, modernization efforts, and coordinated implementation across multiple departments and citywide initiatives.

Strategic
Prioritization &
Project Sequencing
Maintaining clear organizational priorities and realistic implementation sequencing helps reduce operational strain, improve coordination across departments, and sustain
progress on major infrastructure initiatives, Council
priorities, and long-term organizational goals.

Operational Alignment
& Cross-Department
Coordination
Strengthening coordination across departments helps
improve implementation consistency, operational
responsiveness, infrastructure planning, and continuity of citywide services while reducing duplication of effort and conflicting operational demands.

Fiscal Sustainability &
Long-Term Planning
Maintaining disciplined financial planning, expenditure monitoring, reserve stability strategies, and long-term forecasting supports sustainable service delivery while balancing infrastructure investment needs, labor costs, and evolving operational demands.
5/22/2026 6:59 PM Moving Richmond Forward 72
C I T Y M A N A G E R ' S O F F I C E | F Y 2 0 2 6 – 2 7 B U D G E T D I S C U S S I O N Immigrant Legal Services &
Public Awareness Program
Program Purpose
Launched per City Council direction (March 4, 2025) to expand legal representation and rights awareness for Richmond's immigrant community.

The program funds three community-based organizations to deliver direct immigration legal services (Category A) and public awareness campaigns and outreach (Category B), serving Richmond residents exclusively. $1M
Council allocation (FY 24–25 surplus)
$847K Three grantees
$143K Flex funding (amendment)
$10K Municipal IDs (separate)
Moving Richmond Forward Council Update | May 2026

Grantees, Investment & Service Impact
Reporting Period: Program Launch (Sept/Oct 2025) – January 31, 2026 Catholic Charities East Bay
Category A — Legal Services + Outreach
$394,255
Contract Period: Oct. 2025 – Jun. 2027
Y E A R 1 P R O G R E S S ( T H R U F E B 2 0 2 6 ) • 114 service interactions delivered
• 61 client consultations
• Top services: Freedom of Information Act (FOIA),
U Nonimmigrant Status for victims of crimes (U-
Visa), Naturalization/citizenship (N-400),
Application to Replace Permanent Resident Card
(I-90), Deferred Action for Childhood Arrivals
(DACA)
• 13 outreach events, ~190 participants
• ~$124K invoiced & paid to date
East Bay Sanctuary Covenant
Category A — Removal Defense & Affirmative
$323,119
Contract Period: Oct. 2025 – Jun. 2028
Y E A R 1 P R O G R E S S ( T H R U J A N 2 0 2 6 ) • 2 full-scope removal defense
representations
• 5 removal defense consultations
• Specialized focus on Maya-Mam
speakers and asylum cases
• Monthly deportation defense clinics
in partnership with Richmond orgs
Multicultural Institute
Category B — Public Awareness & Outreach
$130,000
Contract Period: Sep. 2025 – Jun. 2027
Y E A R 1 P R O G R E S S ( T H R U J A N 2 0 2 6 ) • 558 residents reached (143 day laborers +
415 community)
• 15 weeks of weekday street outreach
• 300 Know Your Rights & rapid response
cards distributed
• 8 workshops, 246 participants + 3 legal
clinics
• 72 Adopt-the-Corner allies trained across
17 sessions
E X P A N D E D S C O P E : Per Council direction (Oct 21, 2025), program scope was expanded to include emergency flex funds — food, utility, and rental assistance for immigrant families facing hardship. Amendment with Catholic Charities East Bay operationalizing this expanded scope is being finalized.

C O M M U N I T Y I N A C T I O N
Know Your Rights &
Immigration Forum
May 2, 2026 • RYSE Center, Richmond
Hosted by Catholic Charities East Bay with RYSE Center, Reimagine Richmond, and City staff (LEAP)
40+
Richmond residents
received legal consultations on site
■ Catholic Charities East Bay led Know Your Rights workshops ■ Partner-supported resource navigation & family preparedness ■ Bilingual materials and free meals to keep the space welcoming City investment + grantee expertise + trusted venues = real access for Richmond residents.

Richmond Municipal ID Program City Manager's Office | Program Highlight The Richmond City ID is a municipal identification card that provides an official form of identification for residents who otherwise lack one — strengthening access to City services, healthcare, financial institutions, and transit, and advancing the program's authorizing purpose: improving public safety, increasing civic participation, and supporting local commerce.

Program Snapshot & Community Benefits Sample Card Designs Authorizing Foundation
Established by Richmond Municipal Code Ch. 2.64 (Ord. 16-11 N.S., 2011); launched in 2014 following a competitive RFP process to operate at no net cost to the City.

Inclusive Eligibility
Available to all Richmond residents regardless of immigration status; no SSN required. Serves immigrants, unhoused residents, youth, seniors, transgender residents, and survivors of domestic violence.

Broadly Accepted
Recognized by Richmond PD, all City departments, healthcare/Covered California, shelters, food banks, financial institutions (secondary ID), DMV (AB60 pathway), Peralta CCD, Amtrak/Greyhound, and more.

Secure Cloud-Based Processing
Applications run on SF Global's secure cloud platform; sensitive applicant data does not reside on City computers. Verification documents are deleted within 30 days of processing.

Shared Operating Model
Administered through the City Manager's Office (intake, eligibility verification, outreach) with SF Global, LLC providing the web platform, card production, and bilingual (English/Spanish) toll-free support. 5/19/2026 Moving Richmond Forward
Richmond Municipal ID Program: By the Numbers City Manager's Office | Program Highlight Program reach, applicant access channels, and recent activity, based on data reported by SF Global, LLC

PROGRAM-TO-DATE
1,606
TOTAL IDs ISSUED
• Since 2014 program launch
• 12 years of continuous service
• Adults, youth, and seniors served
• Hybrid online + in-person access
2025 CALENDAR YEAR
232
IDs PROCESSED
• 186 new issuances
• 46 renewals
• In-person: 125 (54%)
• Online: 107 (46%)
2026 YEAR-TO-DATE
70 IDs PROCESSED*
• 53 new + 14 renewals (3 pending)
• In-person: 36 (51%)
• Online: 34 (49%)
*As of May 2026
Source: Richmond Municipal ID Program data, reported by SF Global, LLC. 2026 figures as of May 2026. 5/19/2026 Moving Richmond Forward
Municipal ID Program Trajectory: 12 Years of Service City Manager's Office | Program Highlight Annual ID issuance, 2014–2025
278
165
130
98 93
54 16
58 122
155
205
232
0 50
100
150
200
250
300
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 1,606 IDs Issued
Sustained service across 12 program years (2014–2025).

Even through pandemic disruption, the program has
remained continuously available to Richmond residents.
14× Rebound Since 2020
After in-person intake collapsed during the pandemic (16 IDs in 2020), issuance has climbed steadily, reaching 232 in 2025, approaching launch-year demand.

Hybrid Access Model
The 2022 contract formalized online (Zoom-based)
intake. Online now accounts for ~46–49% of applications and is a key driver of recent growth.

Source: Richmond Municipal ID Program data, reported by SF Global, LLC. 5/19/2026 Moving Richmond Forward
Department of
Children and Youth
Richmond Fund for Children and Youth
(RFCY)
Overview of Department Workload,
Capacity, and Service Impact
FY 2026-27 Budget
DiscussionCore services currently consume nearly 100% of RDCY's 4.5 FTE capacity.

The Charter caps administrative funding at 10% of the RFCY (85% direct grants / 5% evaluation / 10% administration), making it difficult to absorb new mandates, supplemental grant cycles, or Council-directed initiatives without
reducing capacity for grant administration, oversight, and evaluation.
5/12/2026 Moving Richmond Forward 3
Picture Provided
by Hidden Genius
Project

Why this matters now Council Priorities and DCY Workload Department staff supports core Richmond Fund for Children and Youth functions while also advancing multiple City Council Strategic Goal areas (Adopted September 27, 2023).

1. Housing & Homelessness
RFCY-funded Basic Needs programs ($620K, FY 21-24) provide wraparound services for youth and families experiencing housing and food insecurity, complementing citywide efforts (Tiny Village, Homekey, Encampment Resolution Funding).

4. Public Safety
RFCY directly funds Youth Violence Prevention ($805K, FY 21-24) - aligned with Council Goal 4.2 (alternatives to police, ONS collaboration). Prevention-focused programming reduces youth- perpetrated violence and supports community safety upstream.

2. Revenue & Economic Development
RFCY funds Education & Employment/Training ($2.13M, FY 21-24) - directly advancing Council Goal 2.1: workforce pathways for youth.

Includes partnerships with City Employment & Training, YouthWORKS, Richmond BUILD, Healthcare Pathways, and apprenticeships.

5. Internal Infrastructure & Processes
Advances Council Goal 5.1 (right staffing/fill vacancies - DCY Admin Assistant hire in progress and starting process with additional Management Analyst) and Goal 5.3 (modernize IT - Submittable platform rollout). Independent evaluation by WestEd ensures fiscal accountability.

3. Quality of Life & Community Health
RFCY's six priority areas - Mental & Behavioral Health, Education, Out- of-School Time, Violence Prevention, Basic Needs, Information/Case Mgmt - directly improve social determinants of health. 58,261 youth encounters across 121 sites in FY 21-24.

6. Shoreline & Ecological Sustainability
RFCY grantees including Watershed Project's Green Collar Corps engage Richmond youth in environmental education, restoration, and shoreline stewardship - building youth leadership in line with the Blue/Green New Deal direction (Goal 6.1.b).

RDCY supports all six Council goal areas. Greatest ongoing capacity demands: Quality of Life & Community Health, Public Safety, Revenue & Economic Development, and Internal Infrastructure. 5/12/2026 Department of Children and Youth | Moving Richmond Forward The work that keeps Richmond running – Department of Children and Youth Core service / function Required / mandated tasks
Grant Administration (Funder)
Administer the RFCY grant program in alignment with Measures E & K, the Strategic Investment Plan (SIP), and Oversight Board direction; release RFPs, execute grant agreements, conduct site visits, review progress reports, process invoices/reimbursements. Currently administering 37 active grants with 36 organizations (FY 2025-2027 cycle).

Oversight Board Support
(Supporter)
Provide staff support to the 15-member Oversight Board: recruitment and retention, training, agenda preparation, meeting facilitation, public noticing, and minutes - in compliance with the Brown Act and Charter Article 15.

Community Needs Assessment
& Strategic Investment Plan
Lead, contract, and manage development of the Community Needs Assessment (CNA) and three-year Strategic Investment Plan (SIP) - the Charter-required documents that guide grant priorities. Next CNA/SIP cycle launches with consultant RFP in October 2026.

Annual Evaluation (Evaluator)
Facilitate the Charter-mandated annual independent evaluation through a third-party evaluator (currently WestEd). Compile and analyze grantee quarterly reports, surveys, site visits, and outcome data; deliver annual report to Oversight Board and City Council.

Convening, Collaboration &
Advocacy
Convene interdepartmental and cross-agency meetings (WCCUSD, County, CBOs, philanthropy) to coordinate services; advocate for adequate funding and services for Richmond children and youth; provide technical assistance and capacity-building to grantees.
5/12/2026 Department of Children and Youth | Moving Richmond Forward

Operational Demands affecting Core Service Delivery
- Continued
Major initiative / Pressure
point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity FY 2025-2027 RFCY Grant Cycle
Administration
Day-to-day grant management for 37
active awards; supports Quality of Life,
Public Safety, Economic Development
goals.

Sr. Mgmt Analyst,
Assoc. Mgmt Analysts
(2), Mgmt Analyst
Active. Next: site visits, quarterly
reporting, invoicing through Dec.
2027.

High
Supplemental $1.5M RFCY
Grant Allocation FY 2026-2027
Distribute new General Fund revenue to
next-eligible FY 2025-2027 applicants
per Oversight Board direction.

Director, Sr. Mgmt
Analyst, Assoc. Mgmt
Analysts
Active. Council approval anticipated
May 26, 2026; grant agreements to
follow.

High
RFCY Annual Evaluation
(WestEd)
Charter-required independent
evaluation; informs Council, Oversight
Board, and grantee improvement.

Director, Sr. Mgmt
Analyst, WestEd
Active. Final 2025 report and Council
presentation pending. High
Next RFCY CNA/SIP (FY 2028-
2030 Cycle)
Charter-required Community Needs
Assessment and three-year Strategic
Investment Plan.

Director, Sr. Mgmt
Analyst, Consultant
(TBD)
Active. Draft consultant RFP Oct.
2026; community engagement Jan-
June 2027.

High
RFCY Reauthorization
Implementation
(FY 2029-2038)
Council unanimously approved 10-year
extension; supports long-term planning
for ~$99M cumulative.

Director, City
Manager's Office
Active. Operationalize multi-year
planning; align with City budget
cycles.

Medium
Charter-required activities, two concurrent grant cycles, and the upcoming CNA/SIP renewal draw on the same 4.5 FTE who also support the Oversight Board and the annual independent evaluation. 5/12/2026 Department of Children and Youth | Moving Richmond Forward Operational Demands affecting Core Service Delivery - Continued Major initiative / Pressure
point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity RFCY Oversight Board
Support & Recruitment
(Ongoing)
Maintain 15-member Board,
agenda development, Brown Act
compliance, ongoing recruitment.​
Sr. Mgmt Analyst,
Admin Assistant (.50
term)​
Active. Ongoing Board recruitment,
with focus on youth members High
RFCY Financial Audit
Establish independent evaluation;
informs Council, Oversight Board, and
grantee improvement.

Director, Finance
Department,
consultant TBD
Developing timeline for onboarding
of independent auditor High
RFCY FY 2028-2030 Grant Cycle
RFP Release
Draft and release of RFP after CAN/SIP;
supports Quality of Life, Public Safety,
Economic Development goals.

Director, Sr. Mgmt
Analyst, Assoc. Mgmt
Analysts (2), Mgmt
Analyst
Develop timeline and draft RFP for
release in Summer 2027 High
RFCY Per-Client Data System
Establish updated data tracking system
for all RFCY grantees; informs Council,
Oversight Board, and grantee
accountability and improvement.

Director, Sr. Mgmt
Analyst, Assoc. Mgmt
Analysts (2), Mgmt
Analyst
Develop timeline for RFQ release;
timed for next 3-year cycle grantees
(FY 2028-2030)
High
ECIA Grant Management &
Administration
Day-to-day grant administration and
management for both upcoming, active
(32 grants) and closing out old awards;
supports Quality of Life, Public Safety,
Economic Development goals.

Sr. Mgmt Analyst,
Assoc. Mgmt Analysts
(2), Mgmt Analyst
Active. Next: site visits, quarterly
reporting, contract management and
invoicing through June 2027.

High
5/12/2026 Department of Children and Youth | Moving Richmond Forward Operational Demands affecting Core Service Delivery - Continued Major initiative / Pressure
point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Immigration Legal Services
Grant Pilot Program
Day-to-day grant management for three
active awards; supports Quality of Life
and Public Safety.

Assoc. Mgmt. Analyst,
Sr. Mgmt. Analyst
Complete insurance clearance and
execution of contracts. Establish
reporting and data tracking tools for
grantees to follow
Medium
Municipal ID
Provide residents with access to photo
identification by taking in person
appointments, processing applications
and distributing cards; supports Quality
of Life and Public Safety.

Assoc. Mgmt. Analyst Ongoing. Need to train other City
staff to support this function. Medium
Anticipated support for
upcoming grant programs:
• Black Resiliency Project
• Mental Health
• Micro Grants
Support training of other City staff or
conduct potential build out of
miscellaneous city-wide grant programs
outside of Department
Director, Sr. Mgmt.

Analyst, Assoc. Mgmt.

Analysts (2), Mgmt.

Analyst
Establishment of Oversight Board for
BRP , and design phase for Mental
Health and Micro Grant programs
Medium
5/12/2026 Department of Children and Youth | Moving Richmond Forward How Limited Capacity Affects Service Delivery
DCY is currently staffed at approximately 4.5 FTE (Director-level support, Senior Management Analyst, two Associate Management Analysts, one Management Analyst), plus two part-time student interns. The .50 term Administrative Assistant position is currently in the hiring process. The FY 2026-27 proposed budget includes a new Management Analyst position (1.0 FTE) to help address capacity gaps. The Charter limits administrative funding to 10% of the Fund, constraining the team's ability to absorb new mandates or supplemental grant cycles without redirecting resources from existing functions.

Work that Gets Squeezed
• Deeper site visits, in-person grantee check-
ins, and capacity-building / technical
assistance beyond required minimums
• Timely invoice and reimbursement processing
(a concern flagged in WestEd's FY 2021-24
evaluation)
• Advocacy, convening, and cross-departmental
collaboration on youth-serving initiatives
• Strategic planning, communications, and
proactive Oversight Board development
• Additional ECIA grant cycles workload:
managing 32 grants FY25-26 + potentially 15-
20 new grants for FY26-27
Operational Impact
• Term and part-time positions absorb
permanent workload; institutional
knowledge is fragile
• Concurrent grant cycles (FY 2025-2027 +
supplemental two-year) administered by
the same 4.5 FTE
• CNA/SIP renewal, annual evaluation, and
reauthorization rollout all sit on the same
team
• Risk of staff burnout, turnover, and
inconsistent grantee experience
Resident / Community Impact
• Slower invoice and reimbursement
turnaround for nonprofit grantees -
especially difficult for small, emerging
organizations
• Reduced staff responsiveness to grantee
questions and concerns
• Less consistent technical assistance,
particularly for first-time or smaller CBOs
• Delayed or compressed community-
engagement timelines for the next CNA/SIP
With strengthened internal capacity, DCY can expand technical assistance, accelerate grantee payments, deepen evaluation and equity work, and prepare a stronger CNA/SIP for the FY 2028-2030 grant cycle. 5/12/2026 Department of Children and Youth | Moving Richmond Forward What Support Protects Core Service Delivery
Operational priorities needed to protect core service delivery as DCY balances Charter-mandated activities, Council priorities, and grantee responsiveness.

Complete Hire of Additional Department Staff
Successfully complete the .50 term Administrative Assistant hire currently in process and start the hire of additional 1.0 Management Analyst - aligned with Council Goal 5.1 (fill vacancies). Protects core grant administration, Oversight Board support, and reduces single-point-of-failure risk on a 5.5 FTE team.

Systems Modernization (Submittable Platform)
Sustain rollout of the Submittable online platform for applications, reporting, and invoicing - aligned with Council Goal 5.3 (modernize City IT). Reduces administrative burden on grantees and staff, and addresses grantee feedback on invoice processing times.

Begin the process for the Next CNA / SIP
Consultant
Release an RFQ by October 2026 and finalize contract for the Community Needs Assessment and Strategic Investment Plan consultant by December 2026. The CNA/SIP is Charter-required and directly shapes the FY 2028-2030 grant cycle and Council priorities.

Continued Independent Evaluation (WestEd) Maintain the 5% evaluation set-aside and the WestEd independent evaluator partnership. Ensures Charter compliance and provides Council, Board, and community with transparent evidence of impact.

Capacity Building & Technical Assistance for
Grantees
Continue funding capacity-building and technical assistance, especially for small and emerging CBOs serving Richmond's highest- need neighborhoods. Strengthens program quality, sustainability, and equitable reach. 5/12/2026 Department of Children and Youth | Moving Richmond Forward First Grant Cycle: FY 2021-2024: RFCY Impact at
Glance
$9.1M

D I S P E R S E D
• 85% to community-based organizations
• Grew from $1.6M (FY 21-22) to $4.5M
(FY 23-24) - nearly tripled
• Range: $15,000 - $150,000 per grant
• FY 2021-22: 19 awards
• FY 2022-23: 19 new awards
• FY 2023-24: 18 new awards
5/12/2026 Department of Children and Youth | Moving Richmond Forward 58,261

Y O U T H E N C O U N T E R S
• Across 121 program sites citywide
• 216,686 total hours of services
• Served Hispanic/Latino (46%), White
(20%), Black (19%), Asian (6%),
Mixed/Other (9%)
• Ages: 0-5 (5%), 6-12 (62%), 13-17
(26%), 18-24 (7%)
• 74% of programs engage youth long-
term
• 37% leverage volunteers
• Across 121 program sites citywide
• 216,686 total hours of services
• Served Hispanic/Latino (46%), White
(20%), Black (19%), Asian (6%),
Mixed/Other (9%)
• Ages: 0-5 (5%), 6-12 (62%), 13-17 (26%),
18-24 (7%)
• 74% of programs engage youth long-
term
• 37% leverage volunteers
46 O R G A N I Z A T I O N S F U N D E D
(CURRENT) FY 2025-2027 RFCY Grant Cycle + FY 26-27 PGM
Pilot at a Glance
$6.7M
F Y 2 5- 2 7 A N N U A L A W A R D S
• 37 programs across 36 organizations
• First-ever 3-year grant cycle (Jan 2025 -
Dec 2027) - no annual reapplication
required
• 92 applications received / ~$19M
requested
• Aligned with the 2024-2028 Strategic
Investment Plan
• 5-point Richmond business preference
applied
• Multi-year stability supports grantee
planning, retention, and impact
5/12/2026 Department of Children and Youth | Moving Richmond Forward

C O R E N E E D S F U N D E D
4 • Learning Needs: $2.24M (33%)
• Mental & Behavioral Health: $2.01M
(30%)
• Physical Health & Access: $1.42M (21%)
• Safety, Community & Belonging: $1.06M
(16%)
• Connective & Supportive Services
embedded across all four core needs
• Categories: 28% School-based, 14% City
of Richmond, 58% other CBOs
$497K
F Y 2 6- 2 7 P G M P I L O T
• 14 nonprofit programs newly awarded
• 1-year pilot: July 2026 - June 2027
• 67 applications received
• First Participatory Grantmaking (PGM)
model - co-designed with the Service
Provider Working Group
• Equitable 3-tier funding by org budget
size:
• Group A (<$175K orgs): $99,500
• Group B ($175K-$500K): $147,500
• Group C ($500K+): $250,000
FY 2025-2026 ECIA Grant Cycle + FY 2026-2027 ECIA At A
Glance (Last Cycle)
$740K
F Y 2 5- 2 6 A N N U A L A W A R D S
• 32 programs across 30
organizations
• 72 applications received/
~$2,4M requested
• 5-point Richmond
business preference
applied
5/12/2026 Department of Children and Youth | Moving Richmond Forward $350K
F Y 2 6- 2 7 A N N U A L A W A R D
• Final anticipated grant cycle for
ECIA grant program.
• 66 applications received /
~$2,5M requested
• Final grantees will be presented
for Council approval in June 2026
• 5-point Richmond business
preference applied

FY 2025-2027 RFCY Grantees: Funding by Core Need
45 programs across 44 organizations | $7,951,996 in combined annual awards Aligned with the 2024-2028 Strategic Investment Plan and four Core Needs 3-Year Grants (FY 2025-2027)
$6,734,835 annual | 37 programs | 36 organizations | Jan 2025 - Dec 2027
Core Need Annual Award % Total
Mental & Behavioral Health $2,011,200 30%
Learning Needs $2,243,475 33%
Physical Health & Access $1,420,814 21%
Safety, Community & Belonging $1,059,346 16%
TOTAL $6,734,835 100%
First-ever 3-year cycle — no annual reapplication. Connective & Supportive Services embedded across all four core needs.
2-Year Supplemental Grants (FY 2026-
2027)$1,217,161 annual | 8 organizations | Funded from supplemental $1.5M/yr allocation
Core Need Annual Award % Total
Mental & Behavioral Health $395,915 33%
Physical Health & Access $251,246 21%
Learning Needs $170,000 14%
Safety, Community & Belonging $400,000 33%
TOTAL $1,217,161 100%
8 new organizations recommended by the Oversight Board (Dec 9, 2025); selected from FY 25-27 applicant pool. 2-year terms.

WestEd FY 2021-2024 Impact | Youth Outcomes & Program Quality (Source: WestEd Evaluation Report presented to Council Jan 20,2026) 93%
of youth said the program
helped them learn to get
along with others
92%
of grantees met the
program satisfaction
benchmark
91%
of youth learned about
new careers or
industries
100%
of FY 21-22 grantees
were renewed the
following fiscal year
5/12/2026 Department of Children and Youth | Moving Richmond Forward Environmental and Community Investment Agreement
(ECIA) Grant Program
$6M of the original $9M ECIA agreement is allocated establish a competitive community grant program to fund organizations and non-profits focused on community, youth, and youth sports.

Budget: FY 2025-26 vs. FY 2026-27
Category Granted Out
FY 25-26
Budgeted
FY 26-27
Category 1 – 990N/Small Organizations $230,000
$460,000
Category 2 – 990 Organizations $301,224
Category 3 – Selected by City Council Ad Hoc Committee $50,000 $50,000 Category 4 – Mini Grants $160,000 $75,000
Total Resources Available $741,2242 $585,000
Originally intended to span over a 10-year period (2014-2024), the ECIA Grant Program has extended additional years due to grantees not fulfilling agreements fully. FY 26-27, the Program’s 13th year, is anticipated to be the last cycle of funding grant funding to the community. 5/12/2026 Department of Children and Youth | Moving Richmond Forward Department Budget Snapshot FY 2026-27 Proposed
Charter Article 15 §4(d) sets the RFCY allocation: 85% Direct Grants | 10% Department Administration | 5% Independent Evaluation Revenue: FY 2026-27 vs FY 2025-26
Source FY 25-26 FY 26-27
Kid First Initiative transfer-in (3% GF) $7,763,045 $7,763,045 Chevron Annual Settlement $1,500,000 $1,500,000
GF Fund Balance — Administration $568,671 $1,093,763
GF Fund Balance — Evaluators $376,000 $360,000
GF Fund Balance — Grant Awards $4,551,661 $6,120,000
Total Resources Available $14,759,377 $16,836,808
Charter Allocation (85% / 10% / 5%)
Allocation FY 25-26 FY 26-27
85% Direct Grants to CBOs $12,425,249 $13,993,588
10% Department
Administration $1,494,976 $2,020,068
5% Independent Evaluation $839,152 $823,152
Administration (10%) Breakdown — FY 26-27
Category Amount
Salaries & Wages $753,229
Payroll & Fringe Benefits $573,783
Professional / Admin Services $440,500
Other Operating $31,000
FY 2026-27 Proposed Staffing (10% Administration):
• Senior Management Analyst (1.0 FTE — Atienza Washington) • Associate Management Analysts (2.0 FTE — Delgado, Morales) • Management Analyst (1.0 FTE — Burnom)
• Management Analyst — NEW POSITION (1.0 FTE — proposed/vacant) • Administrative Assistant (.50 FTE term — hire in progress) • Director & Admin Support (~.10 FTE combined)
• Student Interns (2 part-time - vacant)
FY 2026-27 Proposed Budget. Total resources available: $16.84M (+$2.08M vs FY 25-26). Includes one new Management Analyst position to address capacity gaps identified in the WestEd evaluation. 5/12/2026 Department of Children and Youth | Moving Richmond Forward 5/22/2026 6:59 PM 94
Transitio
n Break

MOVING RICHMOND FORWARD
Finance Department
Accounting, Accounts
Payable, Budget, Revenue,
Payroll, Purchasing and
Treasury
Overview of Agency
Workload, Capacity, and
Service Impact
5/22/2026 6:59 PM Moving Richmond Forward 95

Why this matters now
Council Priorities and Finance Department Workload
The Finance Department powers every City service by stewarding resources with transparency and discipline. By turning financial uncertainty into strategy, Finance sustains public trust and enables essential services—public safety, infrastructure, parks, and community programs—to operate reliably.

1. Housing & Homelessness
Ensures timely release of funds, supports
grant administration, and maintains liquidity
for housing initiatives.

2. Revenue & Economic Development
Revenue collection and Active cash management
maximizes investment income. Budget aligns
resource allocation with City Council’s
economic development initiatives.

3. Quality of Life & Community health
Provides financial stability for sustaining
the essential community services to enhance
quality of life and community health
initiatives.

4. Public Safety
Processes payroll and purchasing supporting
Police, Fire, and emergency operations.

5. Internal Infrastructure &
ProcessesMaintains internal controls to ensure compliant with governmental codes and standards.

6. Shoreline & ecological
sustainabilitySupports long-term Capital Improvement
Program (CIP) and environmental
infrastructure financing.

Finance supports all the 6-goal area either directly or indirectly5/22/2026 6:59 PM Moving Richmond Forward 96
The Work that keeps Richmond Running
5/22/2026 6:59 PM Moving Richmond Forward 97
Core service Required / mandated tasks
Accounting &
Financial
Reporting
Maintain accurate financial records, internal
controls, and required reporting to ensure
compliance and transparency.

Accounts Payable Process vendor payments, reimbursements, and financial transactions that enable departments to
deliver services
Budget Development
& Monitoring
Prepare and manage the City’s operating and
capital budgets, analyze financial impacts, and
support Council decision-making.

Payroll Administer timely and accurate payroll and
required reporting for all City staff, supporting
Public Safety and City operations.

Procurement &
Contracting
Conduct compliant purchasing, contract review,
and vendor management to ensure departments can
obtain goods and services.

Revenue
Administration
Manage tax and fee collection, business
licensing, and revenue monitoring to support the
City’s fiscal health.

Treasury, Cash, &
Investment
Management
Manage the City’s cash flow, banking, debt
service, and investments to maintain liquidity
and optimize financial performance

Operational Demands affecting Core Service Delivery
5/22/2026 6:59 PM Moving Richmond Forward 98
Major initiative / Pressure
point
Purpose Lead Division Status Capacity
E-Procurement System
Rollout
Improve transparency, efficiency,
and equity in purchasing
Purchasing Active Medium
Vendor Compliance &
Contract Backlog
Ensure timely services and reduce
risk
Purchasing Active High
Business License
Modernization
Support economic development;
improve accessibility for businesses
Revenue Active Medium
Targeted Revenue Audits Protect City revenues and ensure ordinance compliance
Revenue Active High
Delinquent Account
Reduction
Strengthen revenue collection to
support City programs
Revenue Active High
City-wide policy,
Budget, and City Council
Support
Increased volume of Council
initiatives, departmental requests,
and policy implementation requires
continuous financial analysis and
turnaround.

Budget Active High
Audit Preparation &
Regulatory Compliance
Ongoing GASB updates, external audit
requirements, and internal control
reviews demand sustained attention
all year
Accounting Active High
Debt & Investment
Management Requirements
Regular reporting, cash flow
analysis, and market-driven
adjustments
Treasury Active Medium
How Limited Capacity Affects Service Delivery
Current workload and evolving priorities influence how the department allocates its operational capacity. When new or unplanned needs arise, resources are redirected to ensure essential financial oversight and compliance remain on track. .

Work that gets Squeezed
• Long-term financial
modeling
• Policy development
and internal
control updates
• Proactive training
and audit
preparation
• Modernization and
process
improvements
Operational Impact
• Slower processing
of payments,
contracts, and
audits
• Increased manual
work and reduced
analytical review
• Delays in
reporting,
procurement, and
revenue
collection
Resident / City impact
• Slower vendor
payments
• Delays in funding
programs and
projects
• Reduced
transparency and
trust in financial
stewardship
As operational capacity grows, the department can strengthen fiscal oversight, improve investment performance, and increase operational efficiency. These improvements support the long-term fiscal health needed to sustain community services.
5/22/2026 6:59 PM Moving Richmond Forward 99
What Support Protects Core Service Delivery
Invest in modern
financial, revenue, and
procurement systems
Reduces operational risk,
eliminate manual workarounds,
and improve accuracy and
efficiency
Support stable, ongoing
internal controls
improvement
Protect City assets, reduce
audit findings, and maintain
public trust
Authorize flexible
contracting tools and
responsive procurement
processes
Support timely response to
urgent operational needs and
regulatory requirements
Strengthen
coordination
expectations
Aligns departmental initiatives
with available resource and
regulatory requirements
5/22/2026 6:59 PM Moving Richmond Forward 100

Wastewater and Stormwater Assets
101
RFP
Solicitations
Purchase
Orders
CalCard
Transactions
78 2,460 $0.7
Million
101
5/22/2026 6:59 PM Moving Richmond Forward

FINANCE DEPARTMENT BY THE NUMBERS
Invoices
Processed
13,694 24,766
Business
Licenses
Issued
6,300
Paychecks
Processed
23,580
$380M
Revenue
Collected
Bonds
Outstanding
$362M
Human Resources
Department
Core services currently consume 100% of
Human Resources Department staff capacity.

Additional assignments, legislative
requirements, or Council-directed
initiatives may reduce the department’s
ability to maintain existing service
levels
5/22/2026 6:59 PM Moving Richmond Forward 102
Our mission is to hire and retain
the most talented, competent,
skilled, and dedicated individuals
to serve the City of Richmond. We
support our employees by providing
competitive compensation, excellent
programming, and access to training
and development.

Overview of Agency
Workload, Capacity, and
Service Impact
FY 2026–27 Budget Discussion

Why this matters now
Human Resources supports supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Housing & Homelessness
Support departments that offer direct
services by hiring personnel and delivering
training specifically designed for
frontline workers to ensure outstanding
service to the Richmond community.

2. Revenue & Economic Development
Attract and nurture skilled professionals, we
deliver a vibrant team focused on financial
and economic development for the community.

3. Quality of Life & Community Health
Provide outstanding community services by
hiring and training qualified professionals
who offer support in housing, health, and
safety.

4. Public Safety
Strengthen our community by staffing
crucial positions in Fire, Police, and
other key frontline safety services.

5. Internal Infrastructure &
ProcessesIntentional hiring, Training and Development,
Performance Management Programs, and Policy
Development provide employees with essential
skills and encourage ongoing growth to sustain a
strong organizational structure.

6. Shoreline & Ecological
sustainability
Human Resources supports all 6 goal areas, with the greatest ongoing capacity demands in Public Safety (staffing) and Internal Infrastructure and Processes. 5/22/2026 6:59 PM Moving Richmond Forward 103
Maintain internal guidelines and provide
information to our staff on environmental
standards to promote responsible actions across
the entire organization.

The Work that keeps Richmond Running
5/22/2026 6:59 PM Moving Richmond Forward 104
Core service / function Required / mandated tasks
Labor Negotiations & Employee
Relations
Lead negotiations for all eight labor unions. Manage
employee and union grievances, contract
interpretation, and disciplinary processes.

Recruitments Develop job postings, screen applicants, conduct interviews, and onboard new hires.

Training & Performance Management Track and report all State and Federal mandatory training. Deliver training that supports cultural
competency, professional development, and
organizational growth.

General Liability Claims Review &
Support
Benefits, Retirement, Workers
Compensation & Leaves Management
Ensure compliance with insurance requirements and
state/federal labor and workers’ compensation
laws. Administer employee benefits, retirement
processes, and complex leave programs, including
annual reporting.

Safety & Violence Prevention/
Mandated Complinace with
State Regulations
Maintain the Workplace Violence Prevention Plan and
the Injury & Illness Prevention Plan.Ensure compliance
with Cal-OSHA/OSHA, DIR, and DOT requirements.

Policy Development and Maintenance Develop and update policies to align with federal and state regulations and evolving workforce standards.

Classification Development &
Compensation
Develop and maintain accurate job
classifications. Conduct market-based compensation
assessments to ensure competitiveness.

Employee Engagement & Wellness
Programs
Host events, trainings, and programs that support
emotional well-being, inclusivity, organizational

Operational Demands affecting Core Service Delivery
Special initiatives and mandated compliance responsibilities draw on the same staffing resources needed for employee and labor relations, recruitment, instituting best practices, employee engagement, and effective training.5/22/2026 6:59 PM Moving Richmond Forward 105
Major
initiative /
Pressure point
Purpose / Link to Council goals Lead Staff
/ Team
Status / Next Milestone Capacity
Automated
Evaluations
Maintaining precise records and consistency in
performance management requires automated
evaluation systems, which are essential for
meeting the rigorous demands of documentation.

Jessica
Somera
Sharrone
Taylor
In progress —
Finalizing roll-out which
will include engagement with
the Unions and staff training
on the new automated
evaluation system
Medium High
Training by
Classification
Conducting training based on job classification
guarantees that all employees possess the
fundamental skills required for every position
within the organization. Furthermore, it
establishes a clear benchmark for individuals
seeking to progress in their professional careers.

Jazzman
Ponder
Sharrone
Taylor
In progress — Training
departmental administrators
on assigning learning plans
High
Boards and
Comission
Support
Human Resources supports the Personnel Board and
Community Police Review Commission
administratively and acts as liaison for the
bandmembers and commissioners
Rozma Paiz
Nicole
Williams
Sharrone
Taylor
Nickie
Mastay
Ongoing — Providing
administrative, meeting
preparation, and liaison
support to Personnel Board
and Police Commission
Medium High
Implementing
newly
established
divsions and
programs
Human Resources supports the creation,
implementation, staffing of new programs and
divisions such as R.O.C.K. and the upcoming
Advanced Life Support Program in Fire. HR oversees
union obligations, development of job descriptions
and compensation studies, policy development, and
standard operating procedures
Catherine
Selkirk
Sharrone
Taylor
Ongoing – As programs and
initatives are created Human
Resources provide support to
ensure a streamlined
implemenation process
High
Operational Demands affecting Core Service Delivery
Special initiatives and mandated compliance responsibilities draw on the same staffing resources needed for employee and labor relations, recruitment, instituting best practices, employee engagement, and effective training.
5/22/2026 6:59 PM 106
Major
initiative /
Pressure point
Purpose / Link to Council goals Lead
Staff /
Team
Status / Next Milestone Capacity
Risk
Management
Insurance
Compliance
The purpose is to ensure that the city remains
fully compliant with all applicable insurance
regulations and statutory requirements. This
approach aims to safeguard municipal interests and
uphold legal obligations in a consistent manner.

Nickie
Mastay
Lisa
Melgarej
o
Ongoing — Recruiting for Risk
Manager position
High
Race Equity
Taskforce
As a department dedicated to advancing the
council's objectives regarding quality of life and
community assistance, we actively uphold and
implement the principles outlined in the Richmond
Race Equity Action Plan.

Sharrone
Taylor
Jazzman
Ponder
Ongoing — Updating the Race
Equity Action Plan (R.E.A.P.)
an outward facing document that
is updated regularly.

High
Negotiations Serving as impartial facilitators, we maintain neutrality while mediating between the City's
elected officials and unions.

Sharrone
Taylor
Catherin
e
Selkirk
In progress — Three union
agreements pending completion
.

High
Leaves
Management
Tracking
System
Due to the intricate nature of laws such as FMLA,
CFRA, PDL, and ADA, there is an obligation to
closely track each individual case.

Kim
Dwinnell
s
Sharrone
Taylor
In progress — Migrating all
leave cases into new tracking
system
Medium High
How Limited Capacity Affects Service Delivery
The Risk Management division is experiencing inadequate staffing and rising compliance requirements. Dispersed responsibilities overburden staff, reducing service quality and regulatory adherence. The lack of a Risk Manager causes delays and slows program execution. New or urgentneeds force resource shifts that disrupt daily operations and planned projects. When new priorities or unexpected demands emerge, resources may have to be shifted away disrupt essential operations, core responsibilities, planned projects and maintenance of regulatory compliance.

Work that gets Squeezed
• Ability to execute
required city-wide
safety and risk
management programs
• Lack of proactive
measures to educate and
assist staff in
minimizing workplace
injuries
• Delays in handling
claims, leave requests,
and industrial
retirements
Operational Impact
• Injured employees
remain on leave due to
the absence of a clear
process for their
return to work.
• A significant amount of
time is dedicated to
insurance compliance,
affecting contract
management and
preventing staff from
concentrating on
essential risk
management tasks
because of the
workload.

Resident / City impact
• Service delivery has
been affected by
staffing shortages
resulting from
employees taking
medical leave,
impacting frontline
departments such as
Public Safety and
Public Works.
• There is a considerable
financial burden due to
increased overtime
expenses required to
handle the workload
during staff absences.

As operational capacity and available resources improve, the Risk Management 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 processing times, enhanced program delivery, and greater operational effectiveness. 5/22/2026 6:59 PM 107
What Support Protects Core Service Delivery
Federal, State, and
Local Regulations
Alignment &
Compliance
Ensures that processes, policies, and
procedures comply with Federal, State, and
Local laws and regulations with capacity to
review, interpret, and apply legislation
Operational Capacity &
Modernization
Investment in staff training, technology, and
process improvements
Employee Communication &
Transparency
Ensure employees are notified of organizational
and legal changes that impact their employment
Focus on current
City Council goals
and initiatives
Enable staff to concentrate on executing
priority projects designated by the City
Council while granting them the flexibility
to handle their workload and deadlines
based on daily requirements and workforce
needs.
5/22/2026 6:59 PM Moving Richmond Forward 108
Wastewater and Stormwater Assets
109
Applications Hires and
Promotions
Employee
Training
193 287
Submitted
And
Processed
New and
Promoted
Employees
Safety,
Mandated,
Professional
and Personal
Growth
Subjects
109
5/22/2026 6:59 PM
Human Resources Data Selection for Fiscal Year 2025-
2026
4,833
A Year in Review
Applications Received
4,833 total applications
5/22/2026 6:59 PM
110
Talent Pipeline & Workforce Activity
Recruitments Managed
54 recruitments
facilitated
New Hires
149 employees onboarded
Promotions
44 internal promotions

A Year in Review
Safety Inspections
28 inspections completed
5/22/2026 6:59 PM
111
Risk Management Activity
Leave of Absence Management
80 cases administered
General Liability
99 claims processed
Workers' Compensation
206 claims managed

A Year in Review
Employee Trainings Delivered
287 trainings completed
5/22/2026 6:59 PM
112
Employee Engagement, Learning, & Development
Employee Engagement
10 events were held
Professional Development
Expanded to include reimbursements
for therapeutic and self-help
support

Employee Engagement Events
5/22/2026 6:59 PM
• City-wide Employee Recognition and Service
Awards
• Valentine’s Day Coffee Cart
• Beach Break featuring Italian Ice
Over the course of the year, we have hosted a variety of employee appreciation activities, such as:
• Health and Wellness Fair
• Cocoa and Coloring
• Many other events!
113
5/22/2026 6:59 PM
114
Celebrate Success!
• Recruited and onboarded 193 new employees in total
• Achieved a 2% reduction in the annual turnover rate in 2025 • Implemented the Learning Management System and introduced training programs based on job classifications
• Organized 10 staff engagement and appreciation events • Appointed Human Resources Liaisons in every department to enhance communication, improve information flow, and streamline processes
• Implemented the Workplace Violence Prevention Plan
and trained employees
• Conducted safety 28 inspections and coordinated remedies across all the City buildings
• Negotiated five contracts with the Unions
• Evaluations are at ~60% completion rate city-wide
• Implemented AB 339 - Procurement protocols
5/22/2026 6:59 PM
115
Looking Forward!
• Finalize negotiations with three unions
• Continue with intentional and thoughtful hiring in key areas • Deploy Leaves Tracking Software and Automated Evaluation Software
• Maintain support for departments in carrying out City Council- directed initiatives
• Ongoing efforts to implement the R.O.C.K. department and Advanced Life Support Program
• Enhance Onboarding, Professional Development, Employee Engagement and Wellness programs by providing mentorship, coaching, professional growth opportunities, while fostering a culture of gratitude and accountability.

Starting with Purpose, Striving with Pride, Leading with Pride and Purpose

5/22/2026 6:59 PM Moving Richmond Forward 116
We appreciate
your support!
Information Technology
Department
Infrastructure & Network Services
Enterprise Applications & Digital Services
Cybersecurity
Digital Services - KCRT – Video & Audio – Copy /
Mail Room
Overview of Agency Workload, Capacity, and Service
Impact
FY 2026–27 Budget Discussion
Core IT operations, cybersecurity, aging
infrastructure, and Citywide support demands
continue to strain staff capacity and limit
modernization efforts.
5/22/2026 6:59 PM Moving Richmond Forward 117
Why this matters now
Information Technology department supports supports core functions while also contributing to multiple City Council Strategic Goal areas.

1. Network & Data Infrastructure
Maintains secure, reliable network
connectivity across all City facilities and
remote operations. Supports enterprise
systems, cloud services, and cybersecurity.

2. Revenue & Economic Development
Supports online permitting, payment systems,
and digital customer service platforms that
improve resident and business experiences.

3. Quality of Life & Community health
Maintains reliable connectivity and technology resources for libraries, community centers, and public programs. Enhances digital accessibility and equitable access to online City services.

4. Public Safety
Maintains mission-critical systems supporting
Police, Fire, Emergency Operations, and
dispatch communications. Supports
cybersecurity operations

5. Internal Infrastructure &
ProcessesSupports Citywide collaboration,
productivity, records management, and
workflow systems. Provides technical support,
training, and governance.

6. Shoreline & ecological
sustainabilitySupports paper reduction and sustainability initiatives through digitization and cloud-
based workflows.

IT Department supports 6 goal areas, with the greatest ongoing capacity demands in six areas.
5/22/2026 6:59 PM Moving Richmond Forward 118
The Work that keeps Richmond Running
5/22/2026 6:59 PM Moving Richmond Forward 119
Core service / function Required / mandated tasks
Network & Infrastructure Operations
Maintain Citywide network connectivity, internet
access, Wi-Fi, servers, cloud systems, backups, and
disaster recovery capabilities
Cybersecurity & Risk Management
Monitor cybersecurity threats, manage endpoint
protection, enforce access controls, conduct
vulnerability remediation, maintain compliance
standards, and support incident response and
recovery activities.

Enterprise Applications & Business
Systems
Support and maintain ERP, HR/payroll, finance,
permitting, GIS, records management, collaboration,
and departmental software systems. Manage
integrations, upgrades, vendor coordination, and
user access.

Public Safety Technology & Support
for City Meetings & Digital Broadcast
Systems
Maintain mission-critical systems supporting
Police, Fire, Dispatch, and Emergency Operations
including CAD/RMS connectivity, mobile technology,
communication, broadcast
meetings infrastructure, and emergency continuity
systems.

Help Desk & End User Services
Provide technical support for City staff,
troubleshoot hardware/software issues, deploy and
maintain computers and mobile devices, manage
accounts, and deliver staff training and onboarding
support.

Operational Demands affecting Core Service Delivery
Special initiatives, mandated compliance responsibilities, and major event operations draw on the same staffing resources needed for maintain network operations and enterprise systems
5/22/2026 6:59 PM Moving Richmond Forward 120
Major initiative / Pressure point Purpose / Link to Council goals Lead Staff / Team Status / Next Milestone Capacity Cybersecurity & Risk
Management
Protect City systems, public
data, and critical operations;
supports Public Safety and
Internal Infrastructure goals
Networks Systems &
Cybersecurity
Officer/support
team
Active — endpoint
protection, MFA
adoption,
vulnerability
remediation, and
incident response
High
Medium
Low
Aging Infrastructure
Replacement
Maintain reliable operations by
modernizing servers, network
equipment, storage, and backup
systems; supports operations
Networks Systems &
Cybersecurity
Officer/support
team
Active — Prioritizing
lifecycle replacement
schedule and reducing
unsupported systems
High
Medium
Low
Enterprise Systems
Modernization
Improve efficiency and service
delivery through modernization
of ERP, permitting, HR/payroll,
and records systems
Senior Application
Programmer
Active — Ongoing
integrations, workflow
automation, and cloud
migration planning
High
Medium
Low
Public Safety Technology
Support
Provide technical support,
device management, onboarding,
and operational continuity for
all City departments
Networks Systems &
Cybersecurity
Officer/support
team
Active — Managing
increasing ticket
volume, device
refreshes, and hybrid
work support
High
Medium
Low
Citywide Keycard Access &
Physical Security Systems
Maintain secure access control
for City facilities to support
employee safety, operational
continuity, and Public Safety
goa
Networks Systems &
Cybersecurity
Officer/support
team
Active — Expanding
badge access
management, replacing
aging door controllers
High
Medium
Low
How Limited Capacity Affects Service Delivery
Current staffing levels, increasing cybersecurity and compliance requirements, aging infrastructure, growing service demands, and ongoing technology projects continue to impact the Information Technology Department’s operational capacity. As new priorities or unplanned issues arise, resources may be redirected
Work that gets Squeezed
• Proactive
infrastructure
upgrades and system
replacements
• Technology
modernization and
automation projects
• Response times for
lower-priority support
requests
• Process improvement,
planning, and
documentation efforts
Operational Impact
• Staff prioritize
urgent operational
and cybersecurity
issues over
planned projects
• Increased workload
causes delays in
projects and
service requests
• Greater reliance
on reactive
support and
overtime
Resident / City impact
• Delays in digital
service improvements
and modernization
efforts
• Slower response times
for non-critical
technology requests
• Limited capacity for
innovation and
expanded digital
services
As operational capacity and available resources improve, the Information Technology Department will be better positioned to expand proactive maintenance, accelerate system modernization, improve response times, strengthen cybersecurity operations, and enhance digital services that support City staff, residents, and public safety operations.5/22/2026 6:59 PM Advancing Richmond's Progress 121 What Support Protects Core Service Delivery
The Information Technology Department protects the core network and infrastructure systems used by all City staff to deliver essential services. This includes maintaining reliable internet connectivity, servers, cloud systems, cybersecurity protections, communications systems, enterprise applications, and end-user technology support that enable daily City operations, public safety services, financial systems, and resident-facing programs to function securely and without interruption.

Cybersecurity &
Compliance Investment
Strengthening cybersecurity staffing, monitoring tools, and compliance support protects City operations from ransomware, data breaches, and service disruptions.

Infrastructure
Replacement
Replacing aging servers, network equipment, storage systems, and critical infrastructure, improves reliability, and sustains uninterrupted City services across all departments.

Help Desk & Workforce
Technology Support
Providing adequate staffing for end-user support, device lifecycle management, and employee onboarding, improves staff productivity, and day-to-day City operations.

Enterprise
Applications
& Digital Services
Supporting ERP, permitting, HR/payroll, GIS, records management, and online service platforms reduces workflow inefficiencies, improves transparency, and sustains reliable access to critical business functions and public services.

Physical Security &
Keycard Access Systems
Replacing secure keycard access systems and facility security infrastructure reduces unauthorized access risks, supports employee and public safety, and sustains continuity of operations across City facilities.
5/22/2026 6:59 PM Moving Richmond Forward 122
Infrastructure and
Support for live
meetings
Support for Live Meeting Systems and specialized facility broadcast infrastructure sustains continuity of operations across City facilities.

Wastewater and Stormwater Assets
123
41 10 7

BUILDINGS COMMUNITY

CENTERS
PUBLIC
SAFETY
FIRE

STATIONS

CARRIER FIBER NETWORK
3 BACKUP CONNECTIONS
OVER 40 MILES OF FIBER
41 CIRCUITS CONNECTIONS
20 BACKUP CONNECTIONS
123

INFORMATION TECHNOLOGY DEPARTMENT - NETWORKS

WIRELESS NETWORKS

COMPUTER LABS
Moving Richmond
Forward
5/22/2026 6:59 PM
Wastewater and Stormwater Assets
124
125 285

LIVE VIRTUAL &

IN-PERSON

MEETINGS

MARQUEE &

DATANET

BILLBOARDS

SUPPORT FOR

BOARD AND COMMISSION

LIVE & RECORDED CITY

COUNCIL MEETINGS
1245/22/2026 6:59 PM Moving Richmond
Forward

INFORMATION TECHNOLOGY DEPARTMENT - KCRT

POSTED FOR THE

COMMUNITY

5/22/2026 6:59 PM 125
Transitio
n Break

MOVING RICHMOND FORWARD
CAPITAL IMPROVEMENT PLAN: FUNDS
126
A variety of sources fund the City's capital projects. Below is a summary of the fund categories commonly used to support the Capital Improvement Program:
• Gas Tax
• Outside Funded Grants
• Road Maintenance Rehabilitation
Account (RMRA) SB-1
• Engineering Grants
• General Capital
• Measure J
• Impact Fee (Parks/Open Space,
Library, Traffic, Wastewater,
Stormwater)
• Library
• ECIA
• Housing Department
• American Rescue Plan Act
• Transformative Climate Communities
• Port
• Wastewater
• Marina
• Stormwater
• Equipment Services

CAPITAL IMPROVEMENT PLAN
FY 2026-27 TO FY 2030-31 BY CATEGORIES

KEY TAKEAWAYS
$214M
5 YEAR CAPITAL PLAN
8 CATEGORIES
127

KEY TAKEAWAYS

CAPITAL IMPROVEMENT PLAN
FY 2026-27 TO FY 2030-31 BY PROGRAM
$143.3M
FISCAL YEAR 2026-27

CAPITAL BUDGET
19 PROGRAMS
128

8 PROGRAM CATEGORIES: 104 PROJECTS
129

GENERAL AND PUBLIC

SAFETY FACILITIES

PORT OF RICHMOND

STORM DRAINAGE AND

WATERSHED

TECHNOLOGY

TRANSPORTATION

PARKS AND OPEN
SPACES

SANITARY

SEWER/WASTEWATER

EQUIPMENT SERVICES

19 CAPITAL PROGRAMS:
104 PROJECTS

CITYWIDE CONCRETEBUILDING & FACILITY

IMPROVEMENTS
BRIDGE

REHABILITATION

COMPLETE STREETS

NEIGHBORHOOD

SAFETY AND ACCESS

PARKS AND OPEN

SPACES IMPROVEMENTS
130

PAVEMENT

MANAGEMENT

TECHNOLOGY

ENHANCEMENTS

STORM DRAINAGE AND

WATERSHED

IMPROVEMENTS

PUBLIC SAFETY

IMPROVEMENTS

SANITARY

SEWER/WASTEWATER

IMPROVEMENTS

STREETSCAPE

IMPROVEMENTS

STREETLIGHT

PORT IMPROVEMENTS

URBAN FORESTRY
PROGRAMS NOT DISPLAYED: FLEET (4), OTHER OPERATIONS (2), TRAFFIC SIGNALS (0) AND ZERO EMISSION VEHICLES AND INFRASTRUCTURE TRANSITION (1) REFER TO ATTACHMENT 4 FOR DRAFT FY2026-27 CAPITAL IMPROVEMENT PLAN FOR MORE DETAILS

TRANSPORT A TION

CATEGORY PROGRAMS
131
2026 PROGRAM HIGHLIGHTS

COMPLETE

STREETS

GENERAL AND

PUBLIC SAFETY

F ACILITIES

CATEGORY PROGRAMS

BUILDING AND

F ACILITIES

IMPROVEMENTS

PUBLIC SAFETY

IMPROVEMENTS

NEIGHBORHOOD

SAFETY AND
ACCESS

STREETLIGHT

STREETLIGHT PROGRAM AND PLAN
# PROJECT STATUS FUNDED FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2031-32 1 DORNAN TUNNEL LIGHTING DESIGN 100% COMPLETED
2 RICHMOND ART & LIGHTING (MULTI-PHASE) CONSTRUCTION 100% COMPLETED 3 STREETLIGHT MASTER PLAN STUDY 100% COMPLETED
4 STREETLIGHT PROGRAM: VARIOUS LOCATIONS NO.
1 (12-14 TARGET LOCATIONS) CONSTRUCTION 100% COMPLETED
4 ACTIVE

PROJECTS

STREETLIGHT

PROGRAM
• INSTITUTIONAL KNOWLEDGE
• REQUESTS
• STREETLIGHT MASTER PLAN
(SUMMER 2026)

CAPITAL

IMPROVEMENT PLAN

DEVELOPMENT
# PROJECT CIP
SCORE
EST.

BUDGET FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2031-32 OUT YEAR
1 STREETLIGHT
PROGRAMS 73 $39,600,000 $3,000,000 $3,200,000 $3,400,000 $3,600,000 $3,800,000 $22,600,000

UNFUNDED
PLAN
5-YEAR CAPITAL IMPROVEMENT PROGRAM
EST. PROJECT SCHEDULE*
132
• RICHMOND PARKWAY (48 LIGHTS)
• ROBERT H. MILLER DR (20 LIGHTS)
• CARLSON BLVD (45 LIGHTS)
• CLINTON AVE DUMPING SITE (3 LIGHTS)
• HILLTOP DR (23 LIGHTS)
• PARKING ON 27TH (6TH LIGHTS)
• POTRERO DUMPING SITE (2 LIGHTS)
• SEACLIFF DR (16 LIGHTS)

RECENTLY COMPLETED
WHAT’S THE
PLAN?
SUMMER 2026: DORNAN DR (22 LIGHTS), BOOKER T. ANDERSON COURTS (8 LIGHTS) & NICHOLL COURTS (12 LIGHTS) 133

STREETLIGHT PLAN

NEXT TARGET LOCATIONS

1. CARLSON BOULEVARD – 8

ADDITIONAL LIGHTS BETWEEN

CUTTING BLVD AND OHIO AVE

2. UPPER HILLTOP DRIVE BETWEEN
ROBERT H. MILLER DR AND BLUME
DR

3. PARKS YARD ON LEONA AVE

4. RICHMOND PARKWAY FROM

HENSLEY ST TO GARRARD BLVD

5. RICHMOND PARKWAY FROM

GOODRICK AVE TO THE GIANT

HIGHWAY OFFRAMP

6. MARINA BAY PARK

7. NICHOLL PARK

8. NEVIN PARK

9. JFK PARK

10. LAMOINE PARK

11. MEAD ST. FROM REGATTA TO

SEAPORT (ILLEGAL DUMPING SITE)

RICHMOND PARKWAY

SEACLIFF DR

CARLSON BLVD

ELEMENTS OF COMPLETE STREETS1
134

CURB RAMPS, CURB

EXTENSIONS, AND

SMOOTH SIDEWALKS TO

MAKE IT EASY FOR

PEDESTRIANS TO CROSS

STREETS AND ACCESS

DESTINATIONS

SPACE FOR PEOPLE DEDICATED

BICYCLE LANES

DESIGNATED

CONNECTED ROUTES

AND LOW-STRESS

FACILITIES THAT

SUPPORT PEOPLE

RIDING BIKES AND

ALTERNATE MODES

OF TRANSPORT
ACTIVE

ROADWAY

TRAFFIC CALMING

MEASURES AND

DESIGN CUES TO

ENCOURAGE SLOWER

SPEEDS AND DRIVER

AWARENESS OF

VULNERABLE ROAD
USERS
MASS

TRANSIT

BUS PULLOUTS,

SHELTERS, TRANSIT-

ONLY LANES, AND

SIGNAL PRIORITY TO

CREATE TRANSIT-

FRIENDLY

ROADWAYS
SAFE

CROSSWALKS

CLEARLY MARKED

CROSSWALKS,

SIGNAGE, AND

MEDIANS TO ENSURE

PEDESTRIANS AND

WHEELCHAIR USERS

CROSS SAFELY

MULTI-FUNCTIONAL
ZONES

INTEGRATES PLANTING

STRIPS, GREEN SPACES,

SHARED MOBILITY AND

REFUGE AREAS THAT

PROMOTE COMMUNITY

SPACES WHILE CALMING

TRAFFIC, AND IMPROVING

THE ROADWAY AESTHETICS
1As the transportation sector continues to evolve elements of complete streets do as well since the built environment is dynamic and is always changing. For example, designated zones for rideshare are now common as well as designated charging stations.

Definition: Complete Streets provide safe mobility and improved connectivity to community destinations for all users, and especially for people walking, rolling, bicycling, and riding transit. 14 ACTIVE

PROJECTS

COMPLETE

STREETS

PROGRAM

COMPLETE STREETS PROGRAM
# PROJECT STATUS FUNDED FY
2026-27
FY
2027-28
FY
2028-29
FY
2029-30
FY
2031-32
1 13TH STREET COMPLETE STREETS (HIGH-INJURY CORRIDOR: HIN) CONSTRUCTION 100% COMPLETED 2 BARRETT AVENUE IMPROVEMENTS (HIN) DESIGN 100% COMPLETED 3 BAYVIEW TO BART: POTRERO AVE. AND BAYVIEW AVE. (BART ACCESS) DESIGN 100% COMPLETED 4 CARLSON BLVD. CROSSTOWN PHASE II (HIN) DESIGN 100% COMPLETED 5 DOWNTOWN PT. RICHMOND BICYCLE CONNECTIVITY (BAY TRAIL ACCESS) PLANNING 100% COMPLETED 6 I-80 CENTRAL INTERCHANGE PHASE II (I-80 & I-580 ACCESS) DESIGN 100% COMPLETED 7 MCBRYDE SAFE ROUTES TO PARKS (PARK ACCESS) DESIGN 100% COMPLETED 8 MACDONALD AVE. PEDESTRIAN CROSSING (HIN) CONSTRUCTION 100% COMPLETED 9 NEIGHBORHOOD COMPLETE STREETS (HARBOUR/OHIO/MACDONALD) (HIN) DESIGN 100% COMPLETED COMPLETED 10 RICHMOND WELLNESS TRAIL (CLIMATE PROJECT/COM DEV DEPT) (HIN) DESIGN 100% COMPLETED 11 CUTTING BLVD/CARLSON BLVD. INTERSECTION W/CPUC & UPRR (HIN) DESIGN 100% COMPLETED 12 HARBOUR WAY & WRIGHT AVENUE INTERSECTION W/BNSF (HIN) DESIGN 100% COMPLETED 13 CANAL BLVD. SAFETY PROJECT (PORT) CONSTRUCTION 100% COMPLETED 14 COMPLETE STREET PROGRAM (CONCEPTS + SAFETY PLAN UPDATE) (HIN) PROPOSED 100% COMPLETED 5-YEAR CAPITAL IMPROVEMENT PROGRAM
WHAT’S THE
PLAN?
• 7TH STREET BICYCLE LANE (HIN)
• CARLSON BLVD. CROSSTOWN PHASE I (HIN)
• FERRY TO BRIDGE TO GREENWAY: CUTTING BLVD. (HIN)
• RICHMOND WELLNESS PHASE I: MARINA WAY S (FERRY)
• ATP HARBOUR WAY + CUTTING/HOFFMAN (HIN)

COMPLETED
135
EST. PROJECT SCHEDULE*
*Schedule assumes project(s) will be fully funded

COMPLETE STREETS PLAN
# PROJECT EST. BUDGET FY 2026-27 FY 2027-2036
1 TRAFFIC CALMING – FOUR INTERSECTIONS (HIN) $1.8 MILLION $1.8 MILLION 2 OUTREACH/CONCEPTS/PRELIMINARY DESIGN (2 HIGH-INJURY

CORRIDORS) (HIN)
$2 MILLION $2 MILLION $500,000 (ANNUAL REQUEST)
3 SAFETY ENHANCEMENTS FOR COMPLETED PAVEMENT PROJECTS
(MAJOR STREETS)
$500,000 $500,000 $500,000 (ANNUAL REQUEST)
4 RAIL CROSSING IMPROVEMENTS FOR FERRY TO BRIDGE TO

GREENWAY LINKAGES (HIN)
$15 MILLION (FEDERAL GRANT IF AWARDED) $3 MILLION (MATCH) 5 LINCOLN AVENUE/COALINGA AVENUE SAFE ROUTES TO SCHOOL

AND TRANSIT (HIN)
$3.5 MILLION (FEDERAL GRANT IF AWARDED) $700,000 (MATCH) 6 OBAG GRANT APPLICATION FOR HIGH-INJURY CORRIDOR:

CONSIDERING 23RD ST. & CUTTING BLVD. (HIN)
$1.5 MILLION (GRANTS FOR CONCEPT/PRELIM.

DESIGN PHASES IF AWARDED); $20 MILLION EACH
$300,000 (MATCH)
7 RICHMOND GREENWAY GAP (HIN) $40 MILLION (GRANT IF AWARDED) $500,000 (CONCEPT) 8 GIANT HIGHWAY/PARCHESTER UP TO $5 MILLION (GRANT IF AWARDED) $500,000 (MATCH) 9 MACDONALD AVENUE (HIN) $20 MILLION $2 MILLION (MATCH) 10 RICHMOND PARKWAY(HIN) $50 MILLION $5 MILLION (MATCH) 11 BARRETT AVENUE PHASE II (HIN) $20 MILLION $500,000 (MATCH) 12 CARLSON BLVD. PHASE III (HIN) $5 MILLION $500,000 (MATCH) 136

PROJECT SCORING CRITERIA

CAPITAL IMPROVEMENT

PLAN DEVELOPMENT
• CRASHES OR HIGH-INJURY

CORRIDORS
• VEHICLES: SPEED AND VOLUME
• COMMUNITY REQUESTS
• MODE: BIKE/PED PLAN OR TRANSIT
• PRIORITY STREET/AREA IN OTHER PLANS
• SCHOOLS, PARKS OR COMMERCIAL
• DISADVANTAGED COMMUNITIES
UNFUNDED PLAN EST. FUNDING SCHEDULE*
5 ACTIVE

PROJECTS

NEIGHBORHOOD

SAFETY AND

ACCESS PROGRAM

NEIGHBORHOOD SAFETY AND

ACCESS PROGRAM
# PROJECT STATUS FUNDED FY 2026-
27 FY 2027-
28 FY 2028-
29 FY 2029-
30 FY 2030-
31 1 E-BIKE SHARE EXECUTING 100% COMPLETED
2 NEIGHBORHOOD PROGRAM (MCBRYDE CONCEPT, QUICK BUILDS,
ETC.) PROPOSED 100% COMPLETED
3 POINT RICHMOND TRAFFIC IMPROVEMENTS DESIGN 100% COMPLETED 4 TRAFFIC CALMING PROGRAM (18 LOCATIONS) COMPLETED 100%  COMPLETED 5 YELLOW BRICK ROAD: CLEAN, GREEN AND BEAUTIFUL COMPLETED 100% COMPLETED 5-YEAR CAPITAL IMPROVEMENT PROGRAM
• 37TH STREET BICYCLE AND PEDESTRIAN

IMPROVEMENTS (CLOSEOUT PHASE)
• METROWALK TRANSIT VILLAGE: NEVIN AVE.

FROM 19TH-27TH(CLOSEOUT PHASE)
• YELLOW BRICK ROAD
• LINCOLN SAFE ROUTES TO SCHOOL PROJECT
• VARIOUS STUDIES I.E. STOP SIGN REQUESTS
• SOLANO AVE X-WALK IMPROVEMENTS
• QUIET ZONE INSPECTIONS

COMPLETED
137
Definition: The Neighborhood Safety and Access Program improves local streets by implementing traffic calming, speed management, safer crossings, and Safe Routes to School strategies to enhance safety. It also strengthens neighborhood connectivity and promotes equitable mobility by making it easier to bike, walk, and roll throughout the community.

WHAT’S
THE
PLAN?
EST. PROJECT SCHEDULE*
*Schedule assumes project(s) will be fully funded
• SPEED FEEDBACK SIGNS
(MORNINGSIDE AND

MCBRYDE)
• DESIGN 41ST ST AND BISSELL

AVE X-WALK INTERSECTION
SAFETY
• 6TH & MACDONALD TRAFFIC
SIGNAL
• SPEED SURVEY

NEIGHBORHOOD

SAFETY AND ACCESS PLAN
# PROJECT EST. BUDGET FY 2026-27 FY 2027-2036
1 ANALYSES/QUICK BUILDS/RED CURBS/LIGHTING (LOCAL STREETS) $1 MILLION $1 MILLION $1 M. (ANNUAL) 2 DONUT SIDESHOW ABATEMENT PROJECT – LOCATIONS BEING CONSIDERED 1) SANTA RITA RD. & MAY RD. 4) S. 2ND ST. & FLORIDA AVE. 2) S. 2ND ST. & MAINE AVE. 5) 24TH ST. & ESMOND AVE.
3) CURRY ST. & W. MACDONALD AVE. 6) 1ST ST. & W. MACDONALD AVE. $1 MILLION $1 MILLION
3 MCBRYDE AVENUE NEIGHBORHOOD (EAST OF 23RD STREET) $3 MILLION $3 MILLION 4 RHEEM AVENUE/24TH STREET/26TH STREET $5.9 MILLION $5.9 MILLION 5 PARCHESTER RAILROAD CROSSINGS (FEDERAL GRANT IF AWARDED) $4.5 MILLION (FEDERAL GRANT) $900,000 (MATCH) 6 NORTH RICHMOND CHESLEY RAIL XING (FEDERAL GRANT IF AWARDED) $5.7 MILLION (FEDERAL GRANT) $570,000 (MATCH) 7 PIERCE STREET BIKEWAY (STATE GRANT IF AWARDED) $1.06 MILLION (STATE GRANT) NO MATCH 8 25TH ST., GRANT AVE., OHIO AVE. & KEY BLVD. BIKE AND PEDESTRIAN, FLORIDA AVE. & 47TH ST. SIDEWALK (STATE GRANT IF AWARDED) $7.465 MILLION (STATE GRANT) NO MATCH

UNFUNDED PLAN
138

PROJECT SCORING CRITERIA

CAPITAL IMPROVEMENT

PLAN DEVELOPMENT
• CRASHES OR HIGH-INJURY

CORRIDORS
• VEHICLES: SPEED AND VOLUME
• COMMUNITY REQUESTS
• MODE: BIKE/PED PLAN OR TRANSIT
• PRIORITY STREET/AREA IN OTHER PLANS
• SCHOOLS, PARKS OR COMMERCIAL
• DISADVANTAGED COMMUNITIES
EST. FUNDING SCHEDULE*
*Unfunded plan subject to change.
12 ACTIVE

PROJECTS

BUILDING AND

FACILITY

IMPROVEMENTS

PROGRAM

BUILDING AND FACILITY

IMPROVEMENTS PROGRAM
# PROJECT STATUS FUNDED FY
2026-27
FY
2027-28
FY
2028-29
FY
2029-30
FY
2031-32
1 ADA REHABILITATIONS/CDBG BOOKER T. ANDERSON CENTER PLANNING 100% COMPLETED 2 ADA REHABILITATIONS/CDBG PARCHESTER PLANNING 100% COMPLETED 3 BOOKER T. ANDERSON CENTER INFRASTRUCTURE PHASE III DESIGN 100% COMPLETED 4 BUILD ENVIRONMENT NEEDS ASSESSMENT STUDY 100% COMPLETED 5 CORPORATION YARD BATHROOM REMODEL DESIGN PARTIAL COMPLETED 6 CORPORATION YARD FUEL SITES UPGRADES DESIGN PARTIAL COMPLETED 7 E-BIKE LENDING LIBRARY DESIGN PARTIAL COMPLETED
8 FACILITIES ROOF REPAIR - CITYWIDE PROPOSED 100% COMPLETED 9 HARBOUR 8 PARK EXPANSION CONSTRUCTION 100% COMPLETED
10 MARTIN LUTHER KING JR COMMUNITY CENTER DESIGN PARTIAL COMPLETED 11 POINT MOLATE COTTAGE ROOF STABILIZATION MONITORING 100% <-

COMPLETED
12 REVITALIZING THE HISTORIC RICHMOND MAIN LIBRARY CONSTRUCTION 100% COMPLETED 5-YEAR CAPITAL IMPROVEMENT PROGRAM
• AUDITORIUM CONVENTION CENTER ELECTRICAL

UPGRADES
• BOOKER T. ANDERSON PHASE I & II
• CORP YARD FENCE
• RICHMOND MUSEUM ROOF MAINTENANCE REPAIRS
• POINT MOLATE COTTAGE ROOF STABILIZATION

COMPLETED
*Schedule assumes project(s) will be fully funded
EST. PROJECT SCHEDULE*
139
WHAT’S THE
PLAN?

BUILDING AND FACILITY

IMPROVEMENTS PLAN
• FACILITIES CONDITIONS

ASSESSMENT
• AUDITORIUM ASSESSMENT
• MAY 5TH PUBLIC WORKS
DEPARTMENT BRIEFING:

ASSET DATA
• INSTITUTIONAL

KNOWLEDGE
• REQUESTS

CAPITAL IMPROVEMENT

PLAN DEVELOPMENT
# PROJECT
CIP
SCOR
E
EST.

BUDGET
FY 2026-
27 FY 2027-
28 FY 2028-
29 FY 2029-
30 FY 2031-
32 OUT YEAR
1 AS-NEEDED SPACE
REMODELING 40 $1,500,000 $1,000,000 $500,000
2 BUILDING & FACILITY

IMPROVEMENT

PROGRAM
72 $16,500,000 $1,200,000 $1,300,00 $1,400,000 $1,500,000 $1,600,000 $9,500,000 3 CIVIC CENTER

AUDITORIUM

IMPROVEMENTS
67 $12,915,000 $180,000 $3,735,000 $9,000,000
4 MULTI-USE SPORTS
FACILITY 69 $30,000,000 $30,000,000
5 PUBLIC SAFETY
FACILITY 49 $100,000,000 $100,000,000
6 SOLAR INSTALLATION
ON CITY BUILDINGS 55 $12,000,000 $12,000,000

UNFUNDED PLAN
140
*Estimated funding schedule doesn’t reflect project schedule.

EST. FUNDING SCHEDULE*

PUBLIC SAFETY IMPROVEMENTS

PROGRAM AND PLAN
# PROJECT STATUS FUNDED FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2031-32 1 FIRE STATION 63 IMPROVEMENTS PLANNING PARTIAL COMPLETED 2 FIRE STATION 66 IMPROVEMENTS PLANNING PARTIAL COMPLETED 2 ACTIVE

PROJECTS

PUBLIC SAFETY

IMPROVEMENTS
• FACILITIES CONDITIONS

ASSESSMENT
• FIRE DEPARTMENT
• INSTITUTIONAL KNOWLEDGE
• REQUESTS

CAPITAL

IMPROVEMENT PLAN

DEVELOPMENT
# PROJECT CIP
SCORE
EST .

BUDGET
FY
2026-27
FY
2027-28
FY
2028-29
FY
2029-30
FY
2031-32
OUT
YEAR
1 FIRE STATION 62 ALS UPGRADES 77 $440,000 $66,000 $374,000 2 FIRE STATION 67 REBUILD 67 $38,000,000 $1,000,000 $4,700,000 $3,000,000$29,300,000 3 FIRE STATION 68 ALS UPGRADES 75 $550,000 $82,500 $467,500 4 FIRE STATION ALERTING SYSTEM 74 $1,400,000 $1,400,000 5 FIRE TRAINING CENTER 76 $15,000,000 $2,000,000$13,000,000 6 LOCKER FACILITIES REPLACEMENT 34 $2,000,000 $2,000,000

UNFUNDED
PLAN
5-YEAR CAPITAL IMPROVEMENT PROGRAM
*Schedule assumes project(s) will be fully funded
EST. PROJECT SCHEDULE*
141
**Estimated funding schedule doesn’t reflect project schedule.

EST. FUNDING SCHEDULE**
WHAT’S THE
PLAN?
5/22/2026 6:59 PM Moving Richmond Forward 142
Ensuring Consistent and Compliant Procurement
• Clear procurement authority levels
help ensure consistent and
compliant purchasing decisions.
• Competitive processes and
documentation standards protect
public funds and support fair
vendor participation.
• Publicly advertised solicitations
and standardized evaluations
strengthen transparency and
accountability.
• Compliance with established
procedures reduces audit risks and
helps maintain eligibility for
external funding.

Next Steps
5/22/2026 6:59 PM 143
• June 16: Finance will continue
to track all City Council
questions/requests and present
the Budget Checklist on June 16
• Key Milestones:
– 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 FY2026-31 Five-Year Capital
Improvement Plan, with discussions
upon completion of all departmental
presentations; and RECEIVE updated
financial and operational
considerations
5/22/2026 6:59 PM 144

MOVING RICHMOND FORWARD
145
THANK YOU!
MOVING RICHMOND FORWARD5/22/2026 6:59 PM