June 16, 2026
Community Development
DATE: June 16, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Lina Velasco, Director of Community Development
Jesus Morales, Housing Manager
Catherine Casimere, Housing Services Supervisor
Subject: Contract with Contra Costa County Health, Housing, and Human Services Department for Encampment Resolution
Funding Round 2 Services
FINANCIAL IMPACT: The proposed $2,600,000 contract amount will be funded by the City’s Encampment Resolution Round 2 (ERF-2R)
award totaling ~$8.6 million (Account String:
13861119-400201). No additional General Fund
resources are required.
PREVIOUS COUNCIL
ACTION:
July 11, 2023
September 12, 2023
March 25, 2025
STATEMENT OF THE
ISSUE:
In March 2025, the City Council approved an amendment
no.1 to the contract for Coordinated Outreach Referral
Engagement (CORE) services to add project
management and other wraparound services in support
of the City ERF-2R project. This original contract expires on June 30, 2026. In lieu of amending the contract to
extend the term only, the County has requested that the contract be bifurcated to facilitate the submission of
invoices related to various service contracts with the City.
RECOMMENDED ACTION: APPROVE a sole-source contract with Contra Costa County Health, Housing, and Human Services
Department to provide project management and support
services related to the City’s Encampment Resolution
Funding Round 2 Project, for a total contract amount not to exceed $2,600,000, for a term extending through
August 31, 2027 – Community Development Department
(Lina Velasco/Jesus Morales 510-620-6706).
AGENDA
REPORT
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June 16, 2026
DISCUSSION:
The City Council accepted and appropriated an Encampment Resolution Round 2 award totaling approximately ~$8.6 million. The grant funds include resources for project management, homeless encampment outreach, and support services, such as case management, housing navigation, rent assistance, and other support. In July 2023, the City Council approved a sole-source contract between the Richmond Police Department (RPD) and the Contra Costa County Health, Housing, and Human Services Department (County) for the services of the Coordinated Outreach Referral and Engagement (CORE) homeless outreach services teams. One team to be shared between Richmond and the City of San Pablo, and the second team funded and dedicated to the ERF–2R program.
In July 2023, the City Council approved a contract between the Richmond Police Department (RPD) and the Contra Costa Health, Housing, and Human Services Department (County) for the services of the Coordinated Outreach Referral and Engagement (CORE) homelessness outreach services team. In March 2025, the City Council approved Amendment No. 1 to the contract with the County to add a Project Manager and provide other wraparound services in support of the City’s ERF-2R program. Partnering with the County has provided the opportunity to learn from their vast experience, build City capacity to do this work in a more sustainable and efficient manner, and leverage additional county and support cross-systems collaboration and services.
This partnership has provided the City with the opportunity to:
1. Leverage County staff expertise and experience in project management related to homelessness services;
2. Utilize County resources by embedding County staff in project activities;
3. Serve as a model for City and County collaboration in addressing homelessness by blending funding sources to reduce per-person costs and fill service gaps; and
4. Enhance data tracking and reporting efforts.
Under this proposed sole source contract, County staff will provide the following services:
One (1) ERF-2R Project Manager;
Priority access to five (5) beds at Brookside Shelter for ERF-2R clients, along with supportive services;
Case management and housing navigation services for ERF-2R clients at no additional cost to the City;
Referrals to other County programs and resources; and Rent support
The original contract included a project-specific CORE team providing outreach services to targeted homeless encampments along the City’s Homeless Encampment Corridor 943
June 16, 2026
(HESC). At this stage, however, the ERF-2R program is focused on providing case management services and rental assistance to the 47 clients currently housed through the program. The goal is to help these individuals achieve self-sufficiency and maintain stable housing once ERF-2R assistance ends in August 2027. As a result, ongoing outreach services by the ERF-2R CORE team are no longer necessary at this phase of the project.
Ongoing CORE team outreach services are focused on the City’s encampment resolution funding sites funded through the City’s ERF-3R grant. Through this separate contract with the County, the ERF-3R CORE team continue to provide outreach, case management, housing navigation, and related services to targeted encampments along the City’s Homeless Encampment Corridor.
The detailed Scope of Work and Budget are included in Exhibit A of the City of Richmond Standard Contract. The Scope of Work remains substantially the same as in the current contract set to expire on June 30, 2026, with the exception of the homeless encampment outreach services previously provided by a project-specific CORE team have been removed. The Richmond Police Department will contract separately with the County for City-wide CORE team outreach services to homeless encampments citywide.
City staff and service providers continue to work diligently to administer these programs effectively and thoughtfully. However, the City continues to face significant challenges, including limited affordable housing options and low incomes among chronically homeless individuals. This partnership strengthens the ability of both the City and the County to leverage resources and achieve more sustainable outcomes for the clients they served.
Given the high cost of housing, limited availability of affordable units, and shortage of housing vouchers, many individuals supported through the City’s ERF-funded programs must secure sustainable income in order to avoid returning to homelessness. Through this partnership, clients will have access to additional County resources and support services.
ENVIRONMENTAL REVIEW:
Authorization of the contract is not a project; therefore, is exempt from the California Environmental Quality Act (CEQA).
CONCLUSION:
City staff recommend that the City Council approve a sole-source contract with Contra Costa County Health’s, Housing, and Human Services Department to provide project management and support services for people living in Citywide encampments onto paths to safe and stable housing, and employment opportunities, for a total contract amount not to exceed $2,600,000 for a term extending through August 31, 2027. 944
June 16, 2026
SYNERGISTIC POLICIES:
On May 23, 2023, the City Council adopted the Homeless Strategic Plan to provide short-term and long-term steps to address homelessness. Within these goals, the following short-term and immediate action steps were recommended.
Short-term Action Step 1.4: Expand case management and other care-related individualized services directly in encampments to build connections that enable unsheltered individuals to access an expanded array of opportunities and resources for personal development, wellness, and health; financial means to secure and sustain housing; and ongoing support for long-term stabilization.
Short-term Action Step 5.2 and Priority Action Step 6 - Strengthen collaboration between the City, County, and community-based organizations to improve data collection, implement this Strategic Plan, provide services in the city, and apply for funding opportunities. The dedicated City staff person would determine frequency and format of interagency collaboration, which could include systems-level partner meetings, a local data workgroup, or direct service coordination.
This contract aligns with the short-term and immediate action steps and will advance the goals and policies identified in the City of Richmond's adopted Homelessness Strategic Plan.
DOCUMENTS ATTACHED:
Attachment 1 – Contract
Attachment 2 – Sole Source
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CITY OF RICHMOND
STANDARD CONTRACT
Department: City Project Manager:
City Project Manager E-mail: City Project Manager Phone No:
Vendor No: Contract No:
Description of Services:
The parties to this STANDARD CONTRACT do mutually agree and promise as follows:
1. Parties. The parties to this Contract are the City of Richmond, a municipal corporation (“the City”), and the following named Contractor:
Contractor Name:
Street Address:
City, State, Zip Code:
Contact Person:
Telephone: Email:
Business License No:
☐ A California corporation, ☐ limited liability corporation ☐ general partnership, ☐ limited partnership, ☐ individual, ☐ non-profit corporation, ☐ individual dba as [specify:] ____________________ ☐ other [specify:] _______________________________
2. Term. The effective date of this Contract is _______________________ and terminates _________________ unless terminated earlier as set forth herein.
3. Payment Limit. City’s total payments to Contractor under this Contract shall not exceed $______________ (“Contract Payment Limit”) unless a Contract Amendment has been approved by the City Council or City Manager. If this amount includes a contingency, Contractor acknowledges that any use of such contingency shall be for work beyond the original scope of services and requires prior written authorization by the City. If noted below, Compensation for work done under this Contract, shall not exceed as follows:
FY _________ total compensation shall not exceed $_________________ FY _________ total compensation shall not exceed $_________________ FY _________ total compensation shall not exceed $_________________
4. Contractor’s Obligations. Contractor agrees to perform all work at its own cost and expense, to furnish all labor, tools, equipment, materials, except as otherwise specified, in accordance with the Service Plan set forth in Exhibit A, attached hereto and incorporated herein.
5. City Obligations. City shall make payments to the Contractor in accordance with the Payment Provisions set forth in Exhibit B, attached hereto and incorporated herein.
Community Development Jesus Morales [email protected] (510) 620-6649 8251 Contra Costa County for its Health, Housing and Homeless Services Division (H3) will provide project and case Management services to the unsheltered population. Contra Costa County for its Contra Costa Health (CCH) Dept. H3 Division 2400 Bisso Lane Suite D 2nd Floor Concord, CA 94520 Jenny Robbins (925) 608-6703 [email protected] N / A County July 1, 2026 August 31, 2027 2,600,000.00
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6. Authorized Representatives and Notices. This Contract is subject to the Authorized Representatives and Notices Provisions (Exhibit C), attached hereto and incorporated herein.
7. General Conditions. This Contract is subject to the General Conditions (Exhibit D), which are attached hereto and incorporated herein.
8. Special Conditions. This Contract is subject to the Special Conditions (Exhibit E) (if any), which are attached hereto and incorporated herein.
9. Insurance Provisions. This Contract is subject to the Insurance Provisions (Exhibit F), which are attached hereto and incorporated herein.
10. Sanctuary City Compliance Statement. This Contract is subject to the Sanctuary City Compliance Statement (Exhibit G), which is attached hereto and incorporated herein.
11. Signatures. These signatures attest the parties' agreement hereto:
CITY OF RICHMOND,
a municipal corporation [BUSINESS NAME]
(* The Corporation Chairperson of the Board, President, or Vice President should sign below)
By: _________________________ By: ___________________________ Title: ________________________ Title: __________________________ Date Signed: _________________ Date Signed: ___________________ I hereby certify that this Contract (* The Corporation Chief Financial Officer or Assistant has been approved by City Council Treasurer, or Secretary or Assistant Secretary should or the City Manager. sign below)
By: _________________________ By: ___________________________ City Clerk Title: __________________________
Date Signed: ____________________
Approved as to form:
(NOTE: Pursuant to California Corporations Code Section By: _________________________ 313, if Contractor is a corporation or nonprofit organization, City Attorney this Contract (1) must be signed by (a) the Chairperson of the Board, President, or Vice-President and (b) the
Chief Financial Officer or Assistant Treasurer, or
Secretary or Assistant Secretary)
LIST OF ATTACHMENTS:
Service Plan Exhibit A
Payment Provisions Exhibit B
Authorized Representatives and Notices Exhibit C
General Conditions Exhibit D
Special Conditions Exhibit E
Insurance Provisions Exhibit F
Sanctuary City Compliance Statement Exhibit G
Contra Costa County for its Contra Costa Health (CCH) De 947
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
EXHIBIT A
SERVICE PLAN
Contractor shall, to the satisfaction of the Project Manager (set forth in Exhibit B), perform the following services and be compensated as outlined below [or attach service plan if necessary]:
Contra Costa County for its Contra Costa Health
The detailed Scope of Work is attached below.
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1 Contract between the City of Richmond and
Contra Costa County for its H3 Division
AMENDMENT TO EXHIBIT A
ERF-2-R Service Plan
1. Scope of Services
During the term of this Contract, Contractor shall be responsible for the management and administration of the City's Encampment Resolution Funding 2-R (ERF-2-R) Program. Contractor shall coordinate with the City and its contracted and sub-contracted service providers to ensure the delivery of program services to ERF-2-R eligible individuals who enroll in the City's ERF-2R program (referred to in this Service Plan as "Participant(s)") in compliance with the standards and requirements established by City's Community Development Department and the Encampment Resolution Funding grant program guidelines.
Contractor's scope of services shall include, but is not limited to, the following:
a. Project Management (Addendum to current Exhibit A Service Plan) i. Provide direction and oversight to City's ERF-2-R Program, including the development of systems, policies, and procedures to be in accordance with program requirements and the Encampment Resolution Funding grant program guidelines.
ii. Provide guidance to City contractors and direct oversight of County subcontractors to support multiple housing services available to eligible individuals experiencing homelessness who qualify under the City's ERF-2-R Program.
iii. Collaborate with stakeholders to propose interventions or change strategies and develop performance measures or other trackable measures for success for efforts to reduce unsheltered homelessness within the identified City Homeless Encampment Corridor (HEC) for its ERF-2-R Program.
iv. Facilitate and lead weekly case conference meetings with City's contracted and subcontracted service providers for Participants enrolled in City's ERF-2-R program.
v. Prepare project activity reports and ensure compliance with City's ERF-2-R funding requirements.
vi. Manage prioritization and placement of ERF-2-R Program Participants into identified County-operated emergency shelter beds.
vii. Set weekly and monthly engagement goals and tracking with City's ERF-2-R Program staff and Contractor's subcontracted staff.
b. Emergency Shelter
i. Maintain availability of up to five (5) shelter beds OR up to 2,738 bed nights (a 24- hour stay in a shelter bed) that will be available for ERF-2-R referrals for the term of this agreement. These bed nights will be at whichever County operated shelter has available beds for City ERF-2-R Participants.
ii. Provide emergency and temporary shelter and case management services to City ERF-2-R Program Participants.
c. Rapid Re-Housing
i. The Contractor will subcontract with a homeless services provider to deliver housing navigation, financial assistance, and case management services to up to forty (40) ERF-2-R Program eligible Participants in the City. Contractor will ensure that Participants receive housing-focused case management support services, which include, but are not limited to, the following:
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2 Contract between the City of Richmond and
Contra Costa County for its H3 Division
\
1. Develop a Housing Sustainability Plan outlining a strategy for securing income or reducing expenses.
2. Provide support with personal financial planning and life skills, including managing a household and shopping for food.
3. Assist Participants with accessing needed services, such as:
• Food assistance
• Substance use treatment
• Education and training
• Employment assistance
• Benefits assistance
• Healthcare
• Mental health counseling
• Childcare
• Credit repair from community-based agencies
4. Conduct monthly reassessments to evaluate Participant progress.
5. Coordinate with ERF-2-R Program Project Manager to ensure a coordinated service delivery approach.
6. Provide housing navigation services to assist Participants in locating affordable housing that they can sustain beyond program participation.
7. Negotiate and finalize housing monthly lease terms (ranging from six (6) to twelve (12) months) between property owners or landlords and Participants.
8. Set weekly and monthly Participant transition plans with Contractor's subcontracted staff.
9. Provide financial assistance to Participants as needed, including but not limited to:
• Security deposits
• Utility deposits or payments
• Moving costs
• Hotel or motel vouchers
• Paid shelter costs
• Housing application and credit or background check fees • Partial or tiered rental subsidies
• Full rental subsidies (subject to prior approval by the City ERF-2-R Project Manager, or designee by providing medium-term rental assistance (as defined by a period of six (6) to twenty-four (24) months depending on individual needs and housing cost).
• Financial assistance cap is subject to the attached Program Budget (incorporated herein by reference).
• Any financial assistance beyond the Program Budget requires approval by the ERF-2-R Program Manager (Housing Manager) or designee,
10. Collect and document Participant data and services delivered into County's Homeless Management Information System (HMIS) within three (3) days from when service occurred,
11. Utilize the Critical Time Intervention (CTI) approach to service -delivery, focusing on connecting Participants to long-term supportive services that 950
3 Contract between the City of Richmond and
Contra Costa County for its H3 Division
promote housing retention and quality of life improvements.
12. Conduct quarterly assessments (documented in HMIS) to evaluate Participants continued need for financial assistance and case management services and establish a plan for ending rental assistance and supportive services.
13. Follow-up with Participants at 30, 60, 90, and 180 days post-housing subsidy to assess housing stability and provide referrals to additional resources if needed.
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4 Contract between the City of Richmond and
Contra Costa County for its H3 Division
2. Timeline
The ERF-2-R Program is proposed to run for 14 months from July1, 2026 through August 31, 2027.
However, this timeline may be extended or shortened based on various factors, including but not limited to community needs, budget availability, and program performance. The proposed timeline is subject to change and may be amended based on mutual agreement between the City and the Contractor.
Contract executed with Contra Costa County Effective July 1, 2026 Project Manager continues weekly scheduled
meetings with service providers and City staff to
review Participant status
Effective July 1, 20264 (ongoing via weekly
meetings)
Project Manager coordinating with service
providers and City staff to update HMIS
Participant data
Effective July 1, 2026 (ongoing)
Eligible unhoused residents and individuals in the
ERF-2-R Program continue housing transition plan,
including Rapid Rehousing needs assessment,
and referrals to other County support services.
Effective July 1, 2025 (ongoing)
3. Project Outcome Evaluation
The City, in collaboration with the Contra Costa County Project Manager, will establish clear performance metrics and goals following contract execution. The table below may be amended, subject to the approval of the City's Director of Community Development, to reflect the needs of the community and shared program objectives.
a. Housing placement rate: This metric measures the rate at which unhoused individuals are successfully placed into temporary or permanent housing through the Program. i. Formula: (Number of individuals successfully housed)+ (Total number of Program Participants).
b. Housing stability rate: This metric measures the rate at which individuals remain stably housed after being placed in the Program.
i. Formula: (Number of individuals maintaining housing for six months or one year)+ (Total number of individuals housed).
c. Income gain: This metric measures the increase in income for individuals in income development facilitated by the ERF-2R Program.
i. Formula: (Participant income after Program participation) - (Participant income before Program participation).
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5 Contract between the City of Richmond and
Contra Costa County for its H3 Division
d. Employment rate: This metric measures the rate at which individuals secure and maintain employment after participating in job-training education and income sustaining programs.
i. Formula: (Number of employed individuals)-;- (Total number of program Participants).
e. Support services utilization: this metric evaluates the Participant satisfaction with housing and support services provided through the Program. i. It can be assessed through surveys or interviews to gather Participants' feedback on Program experiences and overall impact of the program on their lives.
These metrics will help the City and Contra Costa County Project Manager to assess the effectiveness of the ERF-2-R program in supporting unhoused individuals and identifying areas for improvement.
Pro gram Program Outcome Indicator/Measurement Goal Evaluation Method Component
Placement Provide long-term,
safe, and supportive
housing for unhoused
clients.
Number of residents housed via
the ERF-2-R grant program.
30 Tabulation or count
reported by case
managers, service
provider partners,
and Participants
Number of landlords
participating in the program.
TBD HMIS data.
Percentage of people who
remain housed for 6 months.
30 Percentage of people who remain
housed for 12 months
20 Sufficiency Percentage of clients that increase
income and income stability
60% Tabulation or count
reported by case
managers, service
provider partners,
Participants, and
HMIS data.
Percentage of clients that started
and completed job-training or
secure employment
50%
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6 Contract between the City of Richmond and
Contra Costa County for its H3 Division
Health Provide access to
healthcare services,
including physical
health, behavioral
health (substance use),
and mental
health support.
Number or percentage of
Participants receiving care
management services.
80% Tabulation or count
reported by case
managers, service
providers, and
Participants.
Number or percentage of
Participants accessing healthcare
services.
80%
Number or percentage of
Participants accessing other
supportive services.
80%
Percentage of Participants
reporting satisfaction with
services and improvement in their
health.
75% Participant survey
response
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7 4. Program budget
Contra Costa County for its Health, Housing and Homeless Services (H3) Division (Contractor) shall provide services specified in the ERF-2-R Service Plan, attached hereto as Exhibit A, for a total contract amount not to exceed $2,600,000. The Program Budget can be modified up to the disbursement limit upon written request from the Contractor and approval from the Community Development Director or their designee.
Team Name: City of Richmond ERF-2R
Contract Term: 7/1/26 - 8/31/27
Funding source(s) Richmond ERF
Funding Amount $ 2,600,000
FTE Salaries
Contract Administrator - 2 positions
(.25 and .75 FTE) 14 months 1.00 $ 211,308
Rapid Rehousing Funds $ 1,665,391
Brookside Shelter Beds $ 60,694
Flex Funds $ 200,000
Landlord Incentives $ 93,209
Subtotal Direct Expenses $ 2,230,601
Admin Indirect Expense 10% 223,060 $
Total Contract Amount $ 2,453,661
Contingency $ 146,339.00
TOTAL PROGRAM EXPENSES $ 2,600,000
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EXHIBIT B
PAYMENT PROVISIONS
1. COMPENSATION TO CONTRACTOR:
a. Provided Contractor is not in default under this Contract, Contractor shall be compensated in the manner set forth herein.
b. All payments made pursuant to this Contract shall be subject to the Contract Payment Limit. The Payment Limit includes expenses (phones, photocopying, meals and travel, etc.). Invoices shall be adequately detailed, based on accurate records, and be in a form reasonably satisfactory to the City. Contractor may be required to provide back-up material upon request. c. All City vendors receiving new contracts shall sign up to receive electronic payments through the City’s Automated Clearinghouse (ACH) payments service/provider.
2. SUBMISSION OF INVOICES:
Contractor shall submit timely invoices by email to
[email protected] and/or to the following address:
Attention: City of Richmond Finance/Account Payable
Project Manager: _______________________
P.O. Box 4046
Richmond, CA 94804
3. All invoices that are submitted by Contractor shall be subject to the approval of the City Project Manager, _______________________, before payments shall be authorized.
a. The City will pay invoice(s) within 45 days after completion of services to the City’s satisfaction. The City shall not pay late fees or interest.
b. All appropriate permits, certificates, and licenses, including a City business license shall be obtained and maintained for the duration of this Contract before any payment is authorized.
4. All insurance coverage required by this Contract shall be provided by the Contractor before this Contract is executed by the City. The insurance coverage required by this Contract shall be maintained by Contractor for the duration of this Contract and must be in place before any payment is authorized.
Jesus Morales Jesus Morales Contra Costa County for its Contra Costa Health 956
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_____________________________
EXHIBIT C
AUTHORIZED REPRESENTATIVES AND NOTICES
1. All required written notices shall be delivered: (i) by hand; or (ii) sent by registered, express, or certified mail, with return receipt requested or with delivery confirmation requested from the U.S. postal service; or (iii) sent by overnight or same day courier service at the party’s respective address listed in this Section.
2. Each notice shall be deemed to have been received on the earlier to occur of:
actual delivery or the date on which delivery is refused; or three (3) days after notice is deposited in the U.S. mail or with a courier service in the manner described above (Sundays and City holidays excepted).
3. Either party may, at any time, change its notice address (other than to a post office box address) by giving the other party three (3) days prior written notice of the new address.
4. All notices, demands, requests, or approvals from Contractor to the City shall be addressed to the City at:
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
Email: ________________________________________________
5. All notices, demands, requests, or approvals from the City to Contractor shall be addressed to Contractor at:
Attn:
Email: ________________________________________________ Jesus Morales [email protected] Costa County for its Contra Costa Health Contra Costa County for its Contra Costa Health (CCH) Dept. H3 Division 2400 Bisso Lane Suite D 2nd Floor Concord, CA 94520 [email protected] Jenny Robbins 957
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
EXHIBIT D
GENERAL CONDITIONS
1. INDEPENDENT PARTIES:
Contractor hereby declares that Contractor is engaged as an independent business and Contractor agrees to perform the services as an independent contractor.
The manner and means of conducting the services and tasks are under the control of Contractor except to the extent they are limited by statute, rule or regulation and the express terms of this Contract. No civil service status or other right of employment will be acquired by virtue of Contractor’s services. None of the benefits provided by the City to its employees, including but not limited to unemployment insurance, workers’ compensation plans, vacation and sick leave, are available from the City to Contractor, its employees or agents. Deductions shall not be made for any state or federal taxes, FICA payments, PERS payments, or other purposes normally associated with an employer-employee relationship from any compensation due to Contractor. Payments of the above items, if required, are the responsibility of Contractor.
2. TIME IS OF THE ESSENCE:
Contractor and the City agree that time is of the essence regarding the performance of this Contract.
3. STANDARD OF CARE:
Contractor agrees to perform all services hereunder in a manner commensurate with the prevailing standards of like professionals or service Contractors, as applicable, in the San Francisco Bay Area and agrees that all services shall be performed by qualified and experienced personnel who are not employed by the City.
4. IMMIGRATION REFORM AND CONTROL ACT (IRCA):
Contractor assumes all responsibility for verifying the identity and employment authorization of all of its employees performing work hereunder, pursuant to all applicable IRCA or other federal, or state rules and regulations. Contractor shall indemnify, defend, and hold the City harmless from and against any loss, damage, liability, costs or expenses arising from any noncompliance of this provision by Contractor.
5. NON-DISCRIMINATION:
Consistent with the City’s policy and state and federal law that harassment and discrimination are unacceptable conduct, Contractor and its employees, contractors, and agents shall not harass or discriminate against any job applicant, City employee, or any other person on the basis of any kind of any statutorily (federal, state or local) protected class, including but not limited to: race, religious creed, color, national origin, ancestry, Contra Costa County for its Contra Costa Health
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_____________________________
disability (both mental and physical) including HIV and AIDS, medical condition (e.g. cancer), genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, pregnancy, political affiliation, military and veteran status or legitimate union activities. Contractor agrees that any violation of this provision shall constitute a material breach of this Contract.
6. CITY PROPERTY:
a. Each and every report, draft, work product, map, record, applicable plans, drawings, calculation, data, specification, video, graphic, or any other material or document produced, prepared or caused to be prepared by Contractor pursuant to or in connection with this Contract shall be the exclusive property of the City. b. Notwithstanding the foregoing, Contractor shall not be obligated to provide to City proprietary software or data which Contractor has developed or had developed for Contractor's own use; provided, however, that Contractor shall, pursuant to Section 11 below, indemnify, defend and hold the City harmless from and against any discovery or Public Records Act request seeking the disclosure of such proprietary software or data. c. No report, information or other data given to or prepared or assembled by Contractor pursuant to this Contract shall be made available to any individual or organization by Contractor without prior approval of the City Manager or their designee. d. Contractor shall, at such time and in such form as City Manager or their designee may require, furnish reports concerning the status of services and tasks required under this Contract.
7. RECORDS:
a. Contractor shall maintain complete and accurate records with respect to the services, tasks, work, documents and data in sufficient detail to permit an evaluation of Contractor’s performance under the Contract, as well as maintain books and records related to sales, costs, expenses, receipts and other such information required by the City that relate to the performance of the services and tasks under this Contract (collectively the “Records”).
b. All Records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Contractor shall provide free access to the Records to the representatives of the City or its designees during regular business hours upon reasonable prior notice. The City has the right to examine and audit the Records, and to make copies or transcripts therefrom as necessary, and to allow inspection of all proceedings and activities related to this Contract. Such Records, together with supporting documents, shall be kept separate from other documents and records and shall be maintained by Contractor for a period of five (5) years after receipt of final payment.
Contra Costa County for its Contra Costa Health
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c. If supplemental examination or audit of the Records is necessary due to concerns raised by the City’s preliminary examination or audit of records, and the City’s supplemental examination or audit of the records discloses a failure to adhere to appropriate internal financial controls, or other breach of this Contract or failure to act in good faith, then Contractor shall reimburse the City for all reasonable costs and expenses associated with the supplemental examination or audit.
8. PERMITS AND LICENSES:
Contractor, at its sole expense, shall obtain and maintain during the term of this Contract, all appropriate permits, certificates and licenses, including a City business license, required in connection with the performance of the services and tasks hereunder.
The failure to obtain such permits and licenses shall be a material breach of this Contract and grounds for immediate termination by City; provided, however, that City may waive the business license requirement in writing under unusual or extraordinary circumstances without necessitating any modification of this Contract to reflect such waiver.
9. TERMINATION:
a. Termination Without Default. Notwithstanding any provision herein to the contrary, the City may, in its sole and absolute discretion and without cause, terminate this Contract at any time prior to completion by Contractor of the project or services hereunder immediately upon transmission of written notice to Contractor as provided in Exhibit C “Authorized Representatives and Notices”.
b. Termination in the Event of Default. Should Contractor fail to perform any of its obligations hereunder, within the time and in the manner provided or otherwise violate any of the terms of this Contract, City may immediately terminate this Contract by giving written notice of such termination, stating the reasons for such termination. Contractor shall be compensated as provided in Exhibit B; provided, however, there shall be deducted from such amount the amount of damage, including attorney's fees, expert witness fees and costs, if any, sustained by City by virtue of Contractor's breach of this Contract. Additionally, in the event of such termination, the City may proceed with the work in any reasonable manner it chooses.
10. CONFLICT OF INTEREST:
Contractor acknowledges, represents and warrants that Contractor shall avoid all conflicts of interest (as defined under any federal, state or local statute, rule or regulation, or at common law) with respect to this Contract. Contractor further acknowledges, represents and warrants that no City official or employee has any economic interest, as defined in Title 2, California Code of Regulations §§ 18703.1 through 18703.5, with Contractor that would invalidate this Contract. Contractor acknowledges that in the event that Contractor shall be found by any judicial or administrative body to have any conflict of interest (as defined above) with respect to this Contract, all consideration received under Contra Costa County for its Contra Costa Health
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this Contract shall be forfeited and returned to City forthwith. This provision shall survive the termination of this Contract for one (1) year.
11. HOLD HARMLESS:
a. To the fullest extent permitted by law, Contractor shall indemnify, defend (with counsel acceptable to the City) and hold harmless the City, its City Council, boards, commissions, officials, employees, agents and volunteers (“Indemnitees”) from and against any and all loss, damages, liability, obligations, claims, suits, judgments, costs and expenses whatsoever, including attorney’s fees and costs of litigation (“Claims”), arising from or in any manner connected to Contractor’s performance of its obligations under this Contract or failure to comply with any of its obligations under this Contract or out of the operations conducted by Contractor even if the City is found to have been negligent. If the Claims filed against Indemnitees allege negligence, recklessness or willful misconduct on the part of Contractor, Contractor shall have no right of reimbursement against Indemnitees for the costs of defense even if negligence, recklessness or willful misconduct is not found on the part of Contractor. Contractor shall not have any obligations to indemnify Indemnitees if the loss or damage is found to have resulted solely from the negligence or the willful misconduct of the City. The defense and indemnification obligations of this Contract are undertaken in addition to, and shall not in any way be limited by, the insurance obligations contained in this Contract. b. This indemnification obligation shall survive this Contract and shall not be limited by any term of any insurance policy required under this Contract; provided however, that if this Contract is for design professional services, this indemnity provision is limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the design professional (as defined in California Civil Code section 2782.8).
12. LIMITATIONS UPON SUBCONTRACTING AND ASSIGNMENT:
a. This Contract binds the heirs, successors, assigns and representatives of Contractor. The Contractor shall not enter into subcontracts for any work contemplated under this Contract and shall not assign this Contract, nor any portion hereof or monies due or to become due, without the prior written consent of the City Council or its designee.
b. Contractor shall not assign, sublease, hypothecate, or transfer this Contract, or any interest therein, directly or indirectly, by operation of law or otherwise, without prior written consent of the City Manager. Contractor shall submit a written request for consent to transfer to the City Manager at least thirty (30) days in advance of the desired transfer.
The City Manager or their designee may consent or reject such request in their sole and absolute discretion. Any attempt to do so without said consent shall be null and void, and any assignee, sublessee, hypothecate or transferee shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. However, claims for Contra Costa County for its Contra Costa Health
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money against the City under this Contract may be assigned by Contractor to a bank, trust company or other financial institution without prior written consent. c. The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Contractor (if applicable), or of the interest of any general partner or joint venturer or syndicate member if Contractor is a partnership or jointventure or syndicate, which shall result in a change of control of Contractor, shall be deemed an assignment. For this purpose, control shall mean fifty percent or more of the voting power or twenty-five percent or more of the assets of the corporation, partnership or joint-venture.
d. Only those persons and/or businesses whose names and resumés are attached to this Contract shall be used in the performance of this Contract. However, if after the start of this Contract, Contractor wishes to use sub-contractors, at no additional costs to the City, then Contractor shall submit a written request for consent to add subcontractors including the names of the sub-contractors and the reasons for the request to the City Manager at least five (5) days in advance. The City Manager may consent or reject such requests in their sole and absolute discretion. e. Each sub-contractor shall be required to furnish proof of workers’ compensation insurance and shall also be required to carry general, automobile and professional liability insurance (as applicable) in reasonable conformity to the insurance carried by Contractor.
f. In addition, any tasks or services performed by sub-contractors shall be subject to each provision of this Contract. Contractor shall include the following language in their Contract with any sub-contractor: “Sub-Contractors hired by Contractor agree to be bound to Contractor and the City in the same manner and to the same extent as Contractor is bound to the City.”
g. The requirements in this Section 12 shall not apply to persons who are merely providing materials, supplies, data or information that Contractor then analyzes and incorporates into its work product.
13. SAFETY:
a. Contractor acknowledges that the City is committed to the highest standards of workplace safety. Contractor will be solely and completely responsible for conditions of all vehicles owned or operated by Contractor, including the safety of all persons and property during performance of the services and tasks under this Contract.
Contractor shall assume sole and complete responsibility for the safety of Contractor's employees and any of subcontractor's employees This requirement will apply continuously and not be limited to normal working hours. In addition, Contractor will comply with all safety provisions in conformance with U.S. Department of Labor Occupational Safety and Health Act, any equivalent state law, and all other applicable Contra Costa County for its Contra Costa Health
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federal, state, county and local laws, ordinances, codes, and any regulations that may be detailed in other parts of the Contract. Where any of these are in conflict, the more stringent requirements will be followed. Contractor’s failure to thoroughly familiarize itself with the aforementioned safety provisions will not relieve it from compliance with the obligations and penalties set forth herein.
b. Contractor will immediately notify the City (in no event less than 24 hours) of any incident of death, serious personal injury or substantial property damage that occurs in connection with the performance of this Contract. Contractor will promptly submit to the City a written report of all incidents that occur in connection with this Contract. This report must include the following information: (i) name and address of injured or deceased person(s); (ii) name and address of Contractor’s employee(s) involved in the incident; (iii) name and address of Contractor’s liability insurance carrier; (iv) a detailed description of the incident; and (v) a police report.
c. Contractor acknowledges that the City shall have the right to impose, at the City’s sole discretion, requirements that it deems are necessary to protect the health and safety of the City employees, residents, and visitors. Contractor agrees to comply with all such requirements, including, but not limited to, mandatory vaccinations, the use of personal protective equipment (e.g. masks), physical distancing, and health screenings.
Contractor also agrees to make available to the City, at the City’s request, records to demonstrate Contractor’s compliance with this Section.
14. INSURANCE:
Insurance requirements are set forth in Exhibit F to this Contract. Contractor shall abide by the insurance requirements set forth in said Exhibit F.
15. COMPLIANCE WITH ALL APPLICABLE LAWS:
a. During the term of this Contract, Contractor shall keep fully informed of all existing and future state and federal laws and all municipal ordinances and regulations of the City of Richmond which affect the manner in which the services or tasks are to be performed by Contractor, as well as all such orders and decrees of bodies or tribunals having any jurisdiction or authority over the same. Contractor shall comply with all applicable laws, state and federal and all ordinances, rules and regulations enacted or issued by the City. Compliance under this provision includes compliance with all provisions of the Richmond Municipal Code ("Municipal Code"), including Chapters 2.50,
2.52, 2.56, and 2.60, if applicable.
b. Contractor acknowledges that under § 2.60.070 of the Municipal Code ("Living Wage Ordinance"), Contractor is required to provide the City with documents and information verifying its compliance with the Living Wage Ordinance. Contractor shall notify each of its affected employees with regards to the wages that are required to be paid pursuant to the Living Wage Ordinance as prescribed in § 2.60.070 of the Municipal Code.
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c. Contractor shall comply with § 2.28.030 of the Municipal Code, obligating every Contractor or sub-Contractor under an agreement or sub-agreement with the City for public works, goods or services to refrain from discriminatory employment or practices on the basis of race, color, sex, sexual orientation, religious creed, national origin or ancestry of any employee, any applicant for employment or any potential sub-contractor. d. Contractor acknowledges that the City’s Drug Free Workplace Policy, Violence in the Workplace Policy and the Policy Against Workplace Harassment, are available on the City’s website at http://www.ci.richmond.ca.us/workplacepolicies.
Contractor agrees to abide by the terms and conditions of said policies.
16. INTEGRATED CONTRACT:
The Recitals and exhibits are a material part of this Contract and are expressly incorporated herein. This Contract represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions hereof. Any modification of this Contract will be effective only by written execution signed by both the City and Contractor.
17. CONFLICTING PROVISIONS:
In the event of a conflict between these General Conditions and those of any Exhibit or attachment hereto, these General Conditions shall prevail; provided, however, that any Special Condition as set forth in Exhibit E shall prevail over these General Conditions. In the event of a conflict between the terms and conditions of any two or more Exhibits or attachments hereto, those prepared by City shall prevail over those prepared by the Contractor, and the terms and conditions preferred by the City shall prevail over those preferred by the Contractor.
18. FORCE MAJEURE:
Neither party hereto shall be considered in default in the performance of its obligations hereunder to the extent that the performance of such an obligation is prevented or delayed by reason of acts of God, strikes, boycotts, lock-outs, inability to procure materials not related to the price thereof, failure of power, restrictive governmental laws and regulations enacted after the date of this Contract, riots, civil unrest, acts of terrorism, insurrection, war, declaration of a state or national emergency or other reasons of a like nature not within the reasonable control of such party.
19. CONFLICT OF LAW:
This Contract shall be interpreted under, and enforced by the laws of the State of Contra Costa County for its Contra Costa Health
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California without regard to any choice of law rules which may direct the application of laws of another jurisdiction. The Contract and obligations of the parties are subject to all valid laws, orders, rules, and regulations of the authorities having jurisdiction over this Contract (or the successors of those authorities). Any suits brought pursuant to this Contract shall be filed with the courts of the County of Contra Costa, State of California.
20. CLAIMS:
Any claim by Contractor against City hereunder shall be subject to Government Code §§ 800 et seq. The claims presentation provisions of said Act are hereby modified such that the presentation of all claims hereunder to the City shall be waived if not made within six months after accrual of the cause of action.
21. INTERPRETATION:
This Contract shall be interpreted as if drafted by both parties.
22. WARRANTY:
If any product is be provided to the City as part of this Contract, Contractor warrants as follows: Contractor possesses good title to the product and the right to transfer the product to City; the product shall be delivered to the City free from any security interest or other lien; the product meets any specifications contained herein; the product shall be free from material defects in materials and workmanship under normal use for a period of one (1) year from the date of delivery; and the product shall be fit for its intended purpose(s). Notwithstanding the foregoing, consumable and maintenance items (such as light bulbs and batteries) shall be warranted for a period of one hundred and eighty (180) days from the date of delivery. All repairs during the warranty period shall be promptly performed by Contractor, at Contractor's expense, including shipping.
23. SEVERABILITY:
In the event that any of the provisions or portions or applications thereof of this Contract are held to be unenforceable or invalid by any court of competent jurisdiction, City and Contractor shall negotiate an equitable adjustment in the provisions of the Contract with a view toward effecting the purpose of this Contract, and the validity and enforceability of the remaining provisions or portions or applications thereof, shall not be affected thereby.
24. AUTHORITY:
City warrants and represents that the signatory hereto (the Mayor of the City of Richmond or the City Manager) is duly authorized to enter into and execute this Contract on behalf of City. The party signing on behalf of Contractor warrants and represents that they are duly authorized to enter into and execute this Contract on behalf of Contractor, Contra Costa County for its Contra Costa Health
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and shall be personally liable to City if they are not duly authorized to enter into and execute this Contract on behalf of Contractor.
25. WAIVER:
The waiver by City of any breach of any term or provision of this Contract shall not be construed as a waiver of any subsequent breach. Inspections or approvals, or statements by any officer, agent or employee of the City relating to the Contractor’s performance, or payment therefore, or any combination of these acts, shall not relieve the Contractor’s obligation to fulfill this Contract as prescribed; nor shall the City be thereby stopped from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract.
26. COUNTERPARTS:
This Contract may be executed in any number of counterparts (including by fax, PDF, DocuSign, or other electronic means), each of which shall be deemed an original, but all of which shall constitute one and the same instrument.
27. SANCTUARY CITY CONTRACTING ORDINANCE (SCCO):
The Richmond Sanctuary City Contracting Ordinance No. 12-18 prohibits the City from granting and or retaining contracts with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor must submit the Sanctuary City Compliance Statement, attached hereto as Exhibit G.
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EXHIBIT E
SPECIAL CONDITIONS
The General Conditions are hereby amended to include the following modifications and/or provisions (if applicable, otherwise please state “NONE”):
Contra Costa County for its Contra Costa Health (CC
NONE.
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EXHIBIT F
INSURANCE PROVISIONS
☐ CHECK HERE IF RISK MANAGEMENT HAS APPROVED WAIVING INSURANCE REQUIREMENTS FOR THIS CONTRACT.
1. CERTIFICATES: Before the commencement of the terms of this Contract, and during the entire term of this Contract and any extension or modification thereof, Contractor shall furnish the City’s Risk Manager with certificates showing the type, amount, class of operations covered, effective dates and dates of expiration of insurance coverage in compliance with coverage requirements set forth by the City and incorporated herein.
Such certificates, which do not limit Contractor’s indemnification, shall also contain substantially the following statement:
“Should any of the above insurance covered by this certificate be canceled or coverage reduced before the expiration date thereof, the insurer affording coverage shall provide thirty (30) days’ advance written notice to the City of Richmond.
Attention: Risk Manager.”
Contractor shall maintain in force at all times during the performance of this Contract all appropriate coverage of insurance required by this Contract with an insurance company licensed to offer insurance business in the State of California with a current A.M. Best’s rating of no less than A:VII or Standard & Poor’s Rating (if rated) of at least BBB unless otherwise acceptable to the City. Contractor shall deliver updated insurance certificates to the City at the address set forth in Exhibit C prior to the expiration of the existing insurance certificate for the duration of the term of Contract.
Endorsements naming the City, its City Council, boards, commissions, officials, employees, agents, and volunteers as additional insured shall be submitted with the insurance certificates.
2. COVERAGE REQUIREMENTS: The City’s insurance requirements depend upon the type of service being provided and/or the provider. The City’s insurance requirements will fall into one of the following categories (unless otherwise provided by the City):
Consultants and Contractors – Type 1
Professional Services – Type 2
Environmental Risk/Hazardous Waste Material – Type 3
Lease of City Property – Type 4
Vendors, Suppliers, Small Grant Recipients & Nonprofit Organizations – Type 5 Transportation Providers – Type 6
Professional Services Pyrotechnics – Type 7
Cyber and I.T. Risks – Type 8
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The insurance requirements classification applicable to this Contract shall be attached to this Exhibit F and made a part hereof.
3. FAILURE TO SECURE: If Contractor at any time during the term hereof should fail to secure or maintain the foregoing insurance, the City shall be permitted to obtain such insurance in Contractor’s name or as an agent of Contractor and shall be compensated by Contractor for the costs of the insurance premiums at the maximum rate permitted by law and computed from the date written notice is received that the premiums have not been paid.
4. SUFFICIENCY OF INSURANCE: The insurance limits required by the City are not represented as being sufficient to protect Contractor. Contractor is advised to consult Contractor’s insurance broker to determine adequate coverage for Contractor. The coverage and limits shall be (1) the minimum coverage and limits specified in this Contract; or (2) the broader coverage and maximum limits of the coverage carried by or available to Contractor; whichever is greater.
INSERT INSURANCE REQUIREMENTS CLASSIFICATION APPLICABLE TO THIS CONTRACT: (IF NECESSARY, CONFIRM WITH RISK MANAGER)
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EXHIBIT G
SANCTUARY CITY COMPLIANCE STATEMENT
The undersigned, (hereafter "Contractor"), has had an opportunity to review the requirements of City of Richmond Ordinance 12-18 (hereafter "Sanctuary City Contracting Ordinance" or “SCCO”).
Contractor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor understands the meaning of the following terms used in the SCCO:
a. "Data Broker” means either of the following:
i. The collection of information, including personal information about consumers, from a wide variety of sources for the purposes of reselling such information to their customers, which include both private-sector business and government agencies;
ii. The aggregation of data that was collected for another purpose from that for which it is ultimately used.
b. “Extreme Vetting” means data mining, threat modeling, predictive risk analysis, or other similar services."
Contractor understands that it is not eligible to receive or retain a City contract if at the time the Contract is executed, or at any time during the term of the Contract, it provides Data Broker or Extreme Vetting services to ICE.
Contractor further understands and agrees that Contractor's failure to comply with the SCCO shall constitute a material default of the Contract and the City Manager may terminate the Contract and bar Contractor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.
By executing this statement, Contractor certifies that it complies with the requirements of the SCCO and that if at any time during the term of the Contract it ceases to comply, Contractor will promptly notify the City Manager in writing. Any person or entity who knowingly or willingly supplies false information in violation of the SCCO shall be guilty of a misdemeanor and subject to a $1,000 fine.
Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct.
Printed Name: Title:
Signed: Date:
Business Entity:
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___ Section 8
City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 1 of 3
Revised: September 2011
In all instances where CONTRACTOR or its representatives will provide professional services (architects, engineers, construction management, counselors, medical professionals, hospitals, clinics, attorneys, consultants, accountants, etc.) to the City of Richmond (City), the City requires the following MINIMUM insurance requirements and limits.
CONTRACTOR shall procure and maintain for the duration of the contract, agreement, or other order for work, services or supplies, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the CONTRACTOR, its agents, representatives, employees or subcontractors. Maintenance of proper insurance coverage is a material element of the contract. Failure to maintain or renew coverage or to provide evidence of renewal may be treated by the City as a material breach of contract.
CONTRACTOR agrees that in the event of loss due to any of the perils for which it has agreed to provide Commercial General Liability insurance, CONTRACTOR shall look solely to its insurance for recovery.
CONTRACTOR hereby grants to CITY, on behalf of any insurer providing Commercial General Liability insurance to either CONTRACTOR or CITY with respect to the services of CONSULTANT herein, a waiver of any right to subrogation which any such insurer of said CONTRACTOR may acquire against the CITY by virtue of the payment of any loss under such insurance.
Original, signed certificates and original, separate policy endorsements, naming the City as an additional insured for general liability coverage, as well as a waiver of subrogation for Workers’ Compensation insurance, shall be received and approved by the City before any work may begin. However, failure to do so shall not operate as a waiver of these insurance requirements.
City reserves the right to modify or require additional coverages for specific risk exposures depending on scope of CONTRACTORS work.
Minimum coverage is detailed below. The policy limits of coverage shall be made available to the full limits of the policy. The minimum limits stated herein shall not serve to reduce the policy limits of coverage of CONTRACTOR.
Minimum Scope of Insurance – the following forms shall be provided and coverage shall be at least as broad as the following:
1. Insurance Services Office Commercial General Liability coverage (ISO Occurrence Form CG 0001), and including coverage for bodily and personal injury, property damage, and products and completed operations (if applicable).
2. Insurance Services Office Automobile Liability coverage (ISO Form CA 0001, Code 1, Any Auto).
3. Original and Separate Additional Insured Endorsement for General Liability (ISO Form CG 20 10 11/85 or its equivalent) with primary and non-contributory language.
4. Workers’ Compensation Insurance as required by the State of California including Employer’s Liability coverage.
5. Original and Separate Waiver of Subrogation for Workers’ Compensation insurance.
6. Professional Liability or Errors & Omissions Liability Insurance appropriate to the CONTRACTOR’s profession (if required.)
Required Coverage Minimum Limits
Workers’ Compensation and
Employers’ Liability
Statutory limits as required by the State of California including $1 million Employers’ Liability per accident, per employee for bodily injury or disease.
If CONTRACTOR is self-insured, provide a certificate of Permission to SelfInsure, signed by the California Department of Industrial Relations and SelfInsurance. If contractor is a sole proprietor (has no employees) than contractor must sign “Contractor Release of Liability” found at:
http://www.ci.richmond.ca.us/index.aspx?nid=61.
General Liability
(primary and excess limits
combined)
$2,000,000 per occurrence for bodily injury, personal injury and property damage. If the policy includes a general aggregate, either the general aggregate shall apply separately to this project, service or location or the minimum required aggregate limit shall be twice the per occurrence limit ($4 million aggregate limit).
Policy shall be endorsed to name the City of Richmond as an additional insured per the conditions detailed below.
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___ Section 8
City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 2 of 3
Revised: September 2011
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage.
PROJECT COST REQUIRED LIMIT
$0 - $1 million $1 million p/o
$1 million - $5 million $2 million p/o
Over $5 million $5 million p/o
Professional Liability or Errors &
Omissions Liability –
Required for all professionals
including architects, engineers,
consultants, construction
management, counselors, medical
professionals, hospitals, clinics,
attorneys and accountants, & other
consultants as may be required by
the City.
Required Policy Conditions
Additional Insured Endorsement Applicable to General Liability coverage.
The City of Richmond, its officers, officials, employees, agents and volunteers are to be named as additional insureds for all liability arising out of the operations by or on behalf of the named insured including bodily injury, deaths and property damage or destruction arising in any respect directly or indirectly in the performance of this contract.
ISO form CG 20 10 (11/85) or its equivalent is required. If the Contractor is supplying their product or providing a service then the endorsement must not exclude products and completed operations coverage. If it does, then CG 20 37 (10/01) is also required.
SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61.
Primary and Noncontributory The contractor’s insurance coverage must be primary coverage as it pertains to the City, its officers, officials, employees, agents and volunteers. Any insurance or self insurance maintained by the City is wholly separate from the insurance of the contractor and in no way relieves the contractor from its responsibility to provide insurance.
Waiver of Subrogation
Endorsement Form
Contractor’s insurer will provide a Waiver of Subrogation in favor of the City for Workers’ Compensation Insurance during the life of this contract.
SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61.
Deductibles and Self-Insured
Retentions
Any deductible or self-insured retention must be declared to and approved by the City. At the option of the City either the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City or the CONTRACTOR shall procure a financial guarantee in an amount equal to the deductible or self-insured retention guaranteeing payment of losses and related investigations, claims administration and defense expenses.
Contractor is responsible for satisfaction of the deductible and/or self-insured retention for each loss.
A. M. Best Rating A:VII or Better. If the A.M. Best Rating falls below the required rating, CONTRACTOR must replace coverage immediately and provide notice to City.
Umbrella/Excess Liability Policies
If an Umbrella or Excess Liability Policy is used to meet the liability limits, coverage shall be as broad as specified for underlying coverage’s and cover those insured in the underlying policies. 972
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City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 3 of 3
Revised: September 2011
Claims-Made Policies
If any insurance policy is written on a claims-made form: 1) the retroactive date must be shown, and must be before the date of the contract or the beginning of contract work. 2) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. 3) If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective date, the Contractor must purchase an extended period coverage for a minimum of five (5) years after completion of contract work.
Subcontractors
CONTRACTOR shall include all subcontractors as insured under its policies or shall furnish to the City for review and approval, separate certificates and endorsements for each subcontractor. All coverage for subcontractors shall be subject to all of the requirements stated herein.
CONTRACTOR agrees to defend and indemnify the City of Richmond for any damage resulting to it from failure of either CONTRACTOR or any subcontractor to take out or maintain the required insurance policies. The fact that insurance is obtained by CONTRACTOR, and/or CONTRACTOR’s subcontractors, will not be deemed to release or diminish the liability of CONTRACTOR, including, without limitation, liability under the indemnity provisions of this contract. Damages recoverable by CITY from CONTRACTOR or any third party will not be limited by the amount of the required insurance coverage.
Verification of Coverage
All original certificates and endorsements shall be received and approved by the City before work may begin.
The City of Richmond reserves the right to require complete, certified copies of all required insurance policies including endorsements affecting the coverage at any time.
Original insurance certificates and required policy endorsements shall be mailed or delivered to the Designated Project Manager for the City of Richmond.
Insurance certificates and endorsements may be faxed to the Designated Project Manger. However, CONTRACTOR must mail the original certificates and endorsements to Designated Project Manager once faxed.
Continuous Coverage
CONTRACTOR shall maintain the required insurance for the life of the contract. Should the CONTRACTOR cease to have insurance as required during this time, all work by the CONTRACTOR pursuant to this agreement shall cease until insurance acceptable to the City is provided. In the event that CONTRACTOR fails to comply with the City’s insurance requirements, the City may take such action as it deems necessary to protect the City’s interests. Such action may include but is not limited to termination of the contract, withholding of payments, or other actions as the City deems appropriate.
If services or the scope of work extend beyond the expiration dates of the required insurance policies initially approved by the City, CONTRACTOR must provide updated certificates and endorsements indicating that the required coverage, terms and conditions are still in place. Renewal certificates and updated endorsements shall be mailed to the Designated Project Manager.
Cancellation
CONTRACTOR shall ensure that coverage shall not be cancelled, reduced or otherwise materially changed except after thirty (30) days’ prior written notice has been given to the City.
Reporting Requirements
Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees or volunteers.
Consistent with Public Policy
The insuring provisions, insofar as they may be judged to be against public policy shall be void and unenforceable only to the minimum extent necessary so that the remaining terms and provisions herein may be consistent with public policy and thus enforceable.
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CERTIFICATE NO.
GL2-363 Al CERTIFICATE OF COVERAGE
Public Risk Innovation,
Solutions, and Management
C/O ALLIANT INSURANCE SERVICES, INC.
18100 VON KARMAN AVENUE, 10TH FLOOR
IRVINE, CA 92612
PHONE (949) 756-0271/ FAX (619) 699-0901
LICENSE #0C36861
Member:
CONTRA COSTA COUNTY
ATTN: KAREN CAOILE, DIRECTOR OF RISK
MANAGEMENT
COUNTY ADMINISTRATION BUILDING
2530 ARNOLD DRIVE, SUITE 140
MARTINEZ, CA 94553
Coverages
ISSUE DATE
06/27/2025
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BELOW. THIS CERTIFICATE OF COVERAGE DOES NOT CONSTITUTE A
CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED and/or requesting a WAIVER OF SUBROGATION, the Memorandums of Coverage must be endorsed.A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
COVERAGE AFFORDED BY: A- Public Risk Innovation, Solutions, and Management
COVERAGE
AFFORDED BY: B
COVERAGE
AFFORDED BY: C
COVERAGE
AFFORDED BY: D
THIS IS TO CERTIFY THAT THE MEMORANDUMS OF COVERAGE LISTED BELOW HAVE BEEN ISSUED TO THE MEMBER NAMED ABOVE FOR THE PERIOD
INDICATED, NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN. THE COVERAGE AFFORDED BY THE MEMORANDUMS DESCRIBED HEREIN IS SUBJECT TO ALL THЕ TERMS, EXCLUSIONS, AND CONDITIONS OF SUCH MEMORANDUMS. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
CO TYPE OF COVERAGE LTR
MEMORANDUM/
POLICY #
COVERAGE EFFECTIVE
DATE
COVERAGE EXPIRATION
DATE LIABILITY LIMITS
A ☑ Excess General Liability PRISM 25 GL2-02 07/01/2025 ☑ Excess Auto Liability
07/01/2026 Difference between $2,000,000 and
Member's Self-Insured Retention of
$1,000,000 and/or applicable
additional member and pooled
layers of coverage
Completed Operations Aggregate
Applies
Description of Operations/Locations/Vehicles/Special Items:
AS RESPECTS AGREEMENT NUMBER 28-372-5 BETWEEN CONTRA COSTA COUNTY HEALTH, HOUSING AND HOMELESS SERVICES AND
CITY OF RICHMOND TO PROVIDE TRANSPORT, CASE MANAGEMENT SERVICES TO CITY OF RICHMOND'S UNSHELTERED POPULATION (CORE) H3 DIVISION.
CITY OF RICHMOND, ITS OFFICERS, OFFICIALS, EMPLOYEES, AGENTS AND VOLUNTEERS ARE INCLUDED AS ADDITIONAL COVERED PARTIES, BUT ONLY INSOFAR AS THE OPERATIONS UNDER THIS CONTRACT ARE CONCERNED.
THIS INSURANCE SHALL BE PRIMARY AND NO OTHER INSURANCE SHALL CONTRIBUTE PURSUANT TO ENDORSEMENT NUMBER U-12.
THE AUTHORITY WAIVES ITS RIGHTS OF SUBROGATION AGAINST THE ADDITIONAL COVERED PARTY(IES) PURSUANT TO ENDORSEMENT NUMBER U-9.
Certificate Holder
CITY OF RICHMOND
1701 REGATTA BLVD
RICHMOND, CA 94804
Cancellation
SHOULD ANY OF THE ABOVE DESCRIBED MEMORANDUMS OF COVERAGES BE CANCELLED
BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE MEMORANDUMS OF COVERAGE PROVISIONS.
AUTHORIZED REPRESENTATIVE
Gina Dean
Public Risk Innovation, Solutions, and Management PAGE 1 OF 2 974
ENDORSEMENT NO. U-1
PUBLIC RISK INNOVATION, SOLUTIONS, AND MANAGEMENT
GENERAL LIABLILITY 2
ADDITIONAL COVERED PARTY AMENDATORY ENDORSEMENT
It is agreed that the 'Covered Party, Covered Persons or Entities" section of the Memorandum is amended to include the person or organization named on the Certificate of Coverage, but only with respect to liability arising out of premises owned by or rented to the Member, or operations performed by or on behalf of the Member or such person or organization so designated.
Coverage provided under this endorsement is limited to the lesser of the limits stated on the Certificate of Coverage or the minimum limits required by contract.
ADDITIONAL COVERED PARTY:
NAME OF PERSON OR ORGANIZATION SCHEDULED PER ATTACHED CERTIFICATE OF COVERAGE AS RESPECTS:
PER ATTACHED CERTIFICATE OF COVERAGE
It is further agreed that nothing herein shall act to increase PRISM's limit of liability.
This endorsement is part of the Memorandum and takes effect on the effective date of the Memorandum unless another effective date is shown below. All other terms and conditions remain unchanged.
Effective Date:
Issued to: ALL MEMBERS
Issue Date: June 27, 2025
Memorandum No.: PRISM 25 GL2-00
Authorized iaDan Representative
Public Risk Innovation, Solutions, and Management PAGE 2 OF 2 975
ENDORSEMENT NO. U-9
PUBLIC RISK INNOVATION, SOLUTIONS, AND MANAGEMENT
GENERAL LIABILITY 2
AMENDATORY ENDORSEMENT - WAIVER OF SUBROGATION
It is understood and agreed that Condition 7. SUBROGATION, of the Memorandum to which it is attached, is deleted in its entirety and replaced by the following:
7. SUBROGATION
PRISM shall be subrogated to the extent of any payment hereunder to all the covered party's rights of recovery therefore; and the covered party shall do nothing after loss to prejudice such rights and shall do everything necessary to secure such rights. Any amount so recovered shall be apportioned as follows:
Any interest (including the covered party's) having paid an amount in excess of the self-insured retention, plus the limit of liability, hereunder shall be reimbursed first to the extent of actual payment. PRISM shall be reimbursed next to the extent of its actual payment hereunder. If any balance then remains unpaid, it shall be applied to reimburse the covered party. The expenses of all such recovery proceedings shall be apportioned in the ratio of respective recoveries. If there is no recovery in proceedings conducted solely by PRISM, it shall bear the expenses thereof.
Notwithstanding the above, PRISM waives its rights of subrogation against any person or organization with whom the covered party has entered into a written agreement that includes a waiver of subrogation, but only if the agreement is in effect before the injury, damage or liability occurs.
It is further agreed that nothing herein shall act to increase PRISM's limit of liability.
This endorsement is part of the Memorandum and takes effect on the effective date of the Memorandum unless another effective date is shown below. All other terms and conditions remain unchanged.
Effective Date:
Issued To:
Issue Date:
ALL MEMBERS
June 27, 2025
Gia Dean Authorized Representative
Public Risk Innovation, Solutions, and Management
Memorandum No.: PRISM 25 GL2-00
976
ENDORSEMENT NO. U-10
PUBLIC RISK INNOVATION, SOLUTIONS, AND MANAGEMENT
GENERAL LIABILITY 2
AMENDATORY ENDORSEMENT-PRIMARY/NON-CONTRIBUTORY
It is understood and agreed that Condition 6. OTHER COVERAGE and Endorsement U-10 of the Memorandum to which it is attached, is deleted in its entirety and replaced by the following:
6. ОТHER COVERAGE
If collectible insurance with an insurer is available to the covered party covering a loss also covered hereunder (whether on a primary, excess or contingent basis), the coverage hereunder shall be in excess of, and shall not contribute with, such insurance; provided that this clause does not apply with respect to excess insurance purchased specifically to be in excess of this Memorandum, or to insurance or reinsurance which is intended to provide the remainder of the limit of liability stated in the Declarations of this Memorandum when the coverage afforded under this Memorandum provides less than 100 percent of the limit set forth in the Declarations.
However, if the covered party has entered into a written agreement, prior to any loss event, in which it is agreed that this coverage shall be primary and/or non-contributory with respect to an additional covered party as specified in Endorsement U-1 of this Memorandum, then this coverage shall respond as primary and/or non-contributory, but shall be limited to the lesser of the limits stated on the Certificate of Coverage or the minimum limits required by the written agreement.
If other valid and collectible coverage through any insurer or other pooling arrangement affords primary coverage for the Member for a loss also covered by the Member's self-insured retention and this Memorandum, such other valid and collectible coverage shall apply in lieu of the Member's self-insured retention.
Notwithstanding the foregoing paragraph, if coverage for a claim or suit is available under this Memorandum and a memorandum of coverage issued in connection with PRISM's Medical Malpractice Program, this Memorandum shall afford primary coverage only where the gravamen of the claim or suit involves liability covered hereunder. PRISM staff will preliminarily assess the gravamen of the claim or suit and refer it to the committee responsible for the coverage believed to be applicable under this paragraph. Where that committee disputes PRISM's assessment of the gravamen of the claim or suit and rejects primary coverage, PRISM will thereafter refer the claim or suit to the committee responsible for the other applicable coverage.
If that committee also rejects the primary coverage responsibility, the Executive Committee will determine which of PRISM's coverages is primary under this paragraph.
If the Member disputes the acceptance of primary coverage by a committee of PRISM responsible for the coverage, the Member may appeal that decision to the Executive Committee.
Appeal must be requested within 60 days of the coverage acceptance by PRISM.
If the Member is not satisfied with the outcome of the Executive Committee appeal or the determination by the Executive Committee as to which of PRISM's coverages is primary 977
where no committee agreed to accept primary responsibility, the Member may invoke Section (d) and (e) of Article 31 of PRISM's Joint Powers Agreement and proceed to arbitration and, if necessary, litigation. For purposes of this paragraph, the Member must request to invoke Article 31 dispute resolution process within 60 days of the Executive Committee's determination as to which of PRISM's coverages is primary.
Where a memorandum of coverage issued in connection with PRISM's Medical Malpractice Program is determined to afford primary coverage pursuant to this section, the exhaustion of PRISM's limit of liability under the Medical Malpractice Program will satisfy the covered party's self-insured retention under this Memorandum.
Coverage for the additional covered party under this endorsement is limited to the written contract or agreement as specified on the Certificate of Coverage and Endorsement U-1 of this Memorandum.
It is further agreed that nothing herein shall act to increase PRISM's limit of liability.
This endorsement is part of the Memorandum and takes effect on the effective date of the Memorandum unless another effective date is shown below. All other terms and conditions remain unchanged.
Effective Date: Memorandum No.: PRISM 25 GL2-00
Issued to: ALL MEMBERS
Issued Date: June 27, 2025
iaDean Authorized Representative
Public Risk Innovation, Solutions, and Management
978
CERTIFICATE NO.
GL2-360 CO CERTIFICATE OF COVERAGE
Public Risk Innovation,
Solutions, and Management
C/O ALLIANT INSURANCE SERVICES, INC.
18100 VON KARMAN AVENUE, 10TH FLOOR
IRVINE, CA 92612
PHONE (949) 756-0271/FAX (619) 699-0901
LICENSE #0C36861
Member:
CONTRA COSTA COUNTY
ATTN: KAREN CAOILE, DIRECTOR OF RISK
MANAGEMENT
COUNTY ADMINISTRATION BUILDING
2530 ARNOLD DRIVE, SUITE 140
MARTINEZ, CA-94553
Coverages
ISSUE DATE
06/27/2025
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BELOW. THIS CERTIFICATE OF COVERAGE DOES NOT CONSTITUTE A
CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED and/or requesting a WAIVER OF SUBROGATION, the Memorandums of Coverage must be endorsed. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
COVERAGE
AFFORDED BY: A- Public Risk Innovation, Solutions, and Management
COVERAGE
AFFORDED BY: B
COVERAGE
AFFORDED BY: C
COVERAGE
AFFORDED BY: D
THIS IS TO CERTIFY THAT THE MEMORANDUMS OF COVERAGE LISTED BELOW HAVE BEEN ISSUED TO THE MEMBER NAMED ABOVE FOR THE PERIOD
INDICATED, NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN. THE COVERAGE AFFORDED BY THE MEMORANDUMS DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS, AND CONDITIONS OF SUCH MEMORANDUMS. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
CO TYPE OF COVERAGE LTRMEMORANDUM/
POLICY #
COVERAGE EFFECTIVE
DATE
COVERAGE EXPIRATION
DATE LIABILITY LIMITS
A
☑ Excess General Liability PRISM 25 GL2-02 07/01/2025 07/01/2026 Difference between $2,000,000 and Member's Self-Insured Retention of
$1,000,000 and/or applicable
additional member and pooled
layers of coverage
Completed Operations Aggregate
Applies
Description of Operations/Locations/Vehicles/Special Items:
AS RESPECTS EVIDENCE OF COVERAGE FOR AGREEMENT NUMBER 28-372-5 BETWEEN CONTRA COSTA COUNTY HEALTH, HOUSING
AND HOMELESS SERVICES AND CITY OF RICHMOND TO PROVIDE TRANSPORT, CASE MANAGEMENT SERVICES TO CITY OF RICHMOND'S UNSHELTERED POPULATION (CORE) H3 DIVISION.
COVERAGE INCLUDES ERRORS AND OMISSIONS.
Certificate Holder
CITY OF RICHMOND
1701 REGATTA BLVD
RICHMOND. CA 94804
Cancellation
SHOULD ANY OF THE ABOVE DESCRIBED MEMORANDUMS OF COVERAGES BE CANCELLED
BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE MEMORANDUMS OF COVERAGE PROVISIONS.
AUTHORIZED REPRESENTATIVE
GisaDean
Public Risk Innovation, Solutions, and Management 979
Hl-hm,
City of Richmond
Sole Source Justification
THIS FORM MUST BE COMPLETED AND APPROVED PRIOR TO ANY PURCHASE Contact the Purchasing Division and discuss your rationale before completing this form. If Purchasing can help you make this a competitive purchase, then this form will not be required.
Attach this completed/approved form to requisitions when competitive quotes/bids/proposals are not solicited. (Required for requisitions > $3,000)
Repuested Sole Source SuBplier:
Company Name: Contra Costa County - H3 Division Contact Name: Jenny Robbins Address: 240° Bisso Lane suite D 2nd Floor
City: Concord _ State: _CA_ Zip Code: 94520
Phone Number (925 1 608-6703 E-MaiI [email protected] of Contract: July 1, 2026 - June 30,2027 Estimated Cost: $ 2,600,000 Funding Source (Account String)_l3861^9_400201_ Is the product/service IT related? Yes_No x _ If Yes, please attach the approved IT Authorization FormFor Product: Is the recommended company the manufacturer of the product? Yes_ No ^For Product: Does the manufacturer sell the item(s) through distributors? Yes_ No Description of Product or Service:
Describe the full scope of work or service contemplated including installation if required; items should include brand, model and part number if applicable; (if additional space is needed, include them in a separate page) The Contra Costa Health H3 Team will provide outreach and coordinated entry services for unsheltered individuals and families experiencing homelessness. Semces include identifying and engaging unsheltered individuals, assessing housing and supportive service needs, and connectingclients to shelter, healthcare, case management, and other supportive resources. The scope also includes project management, Emergency Shelter services, and Rapid Re-Housing assistance to help clients obtain and maintain stable housing.
Sole Source Rationale: PLEASE ANSWER ALL THE FOLLOWING QUESTIONS: Explain why the recommended company is the only company that can meet the requirement. Address the following: Are there any other companies who can do this job? What condition (e.g. technological superiority, or performance risks, etc.) exists so that the recommended company has a significant advantage over any other company who can do this job? It is important to sufficiently address the key reason for awarding an order/contract without soliciting competitive bids. The rational must be clear and convincing, avoiding generalities and unsupported conclusions.
Contra Costa Health H3 is uniquely qualified to provide and coordinate these services forunsheltered individuals in Richmond because it has an experienced team directly connected to theCounty's coordinated care system. H3 provides case management, assessments, housingnavigation, shelter referrals, healthcare and mental health connections, and direct access to countywide service providers. H3 uses the Homeless Management Information System (HMIS) to track and support unsheltered individuals through a coordinated long-term approach. This model follows the recommendations from the Contra Costa County Grand Jury and the County's coordinated care requirements for addressing homelessness. (if additional space is needed, include them in a separate page) Page | 1 Sole Source Form - Rev. May 12, 2016
980
Complete the following checklist
A specific contractor is the only source of the required item because (check all that apply):
The required items are proprietary to the Contractor, and contractor solely transacts (sells) direct to the customer. (There are no dealers or distributors for contractor).The required items are proprietary to the Contractor, and contractor does not sell direct to thecustomer. Contractor solely distributes the item or service through only one dealer or distributor in the United States. (There are no dealers or distributors for contractor).Note: If item^ or service is available from more than one source, the item or service may be treated as proprietary, but must be competitively solicited from multiple (two or more) sources.
A specific item is needed:
To be compatible or interchangeable with existing hardware As spare or replacement hardware I—I For the repair or modification of existing hardware Federal or state grant names vendor as condition of funding. (Attach copy of grant that names vendor)
There is a substantial risk in contracting with any other contractor, (e.g., only one contractor has beensuccessful to date in implementing a difficult manufacturing process or the services sought). In a briefexplanation, provide supporting evidence of why other contractors are considered to be unable to overcome the substantial risk.Continuation of prior Work - Additional item, service or work required, but not known to have been needed when the original order was placed with vendor, and it is not feasible or practicable to contract separately for the additional need. Provide brief explanation and supporting evidence.
The proposed contract continues the Contra Costa H3 Division services to resolve encampments, including project management, rapid rehousing, and support services essential to the City's unhoused response strategy. Over the past three years, H3 has provided the requested services for ERF-1 and ERF-2 in connecting unhoused individuals to shelter,housing, and the County's coordinated system of care. This contract will ensure these critical services continue without interruption.
(If additional space is needed. Include them in a separate page) 2 IPag e
981
I acknowledge the City's requirements for soliciting competitive quotes/bids for purchases over $3,000.00 and the criteria for justification for Sole Source purchases. I have gathered the required information, have made a concerted effort to review comparable/equal equipment/services (e.g., market research), and further affirm that there is no conflict of interest involved in the selection made.
lent: Community Development
Requester Name and Title: Jesus Morales, Housing Manager Note: Requester must be able to defend this justification.
Date: May 21, 2026 Phone: 510-620^649.^ ^,^^Department Director (Print) Una veiasco _ (Sign) ^l^V'C-^l^'S^: May 21,2026Submit completed form to the Purchasing Division (Prior to submission to City Manager) Finance Director:
APPROVED: DATE: / /
NOT APPROVED: COMMENTS:
City Manager City Clerk Attesting to Council Approval
(Under $10,000.00) (Over $10,000.00) (Copy of Minutes may be substituted)Note: Richmond Municipal Code Section 2.52.326 Sole Source Procurement requires final approval by the CityManager and/or City Council. Sole Source must be approved by Finance Director, PRIOR to Council Approval.
PROCEDURE
Sole Source purchase/service are exceptions to the normal bidding process and require a detailed justification. In processing Sole Source requests for supplies, services and/or equipment, the Purchasing Division adheres to and is governed by the principles set forth in City of Richmond Municipal Code Section 2.52.326 Sole Source Procurement.
If you are requesting a particular vendor, brand or product, you must make this fact clear on your Sole Source form.
Your request will then be restrictive and non-competitive, and will fall into a sole source category. If the sole source justification is approved, the requisition can be expedited without the normal bidding requirements.
Such a request should not be made unless you are confident that your request is reasonable and appropriately justified to meet the City's requirements and withstand any possible audit. The City's requirements and the format for submittingsuch requests are contained herein. Sole Source form must be signed by authorized department representative(s). Thecertification will remain on file for audit purposes.
The following factors DO NOT apply to sole source requests and should not be included in your sole source justification. They will not be considered and only tend to confuse the evaluation process.
1. Personal preference for product or vendor.
2. Cost, vendor performance, and local service (these are generally considered award factors in competitive bidding).
3. Features which exceed the minimum department requirements. 3 IP age
5 27 2026
982
Contract between the City of Richmond and
Contra Costa County for its H3 Division
AMENDMENT TO EXHIBIT A
ERF-2-R Service Plan
1. Scope of Services
During the term of this Contract, Contractor shall be responsible for the management and administration of the City's Encampment Resolution Funding 2-R (ERF-2-R) Program. Contractor shallcoordinate with the City and its contracted and sub-contracted service providers to ensure the delivery ofprogram services to ERF-2-R eligible individuals who enroll in the City's ERF-2R program (referred to in this Service Plan as "Participants)") in compliance with the standards and requirements established by City's Community Development Department and the Encampment Resolution Funding grant program guidelines.
Contractor's scope of services shall include, but is not limited to, the following:
a. Project Management (Addendum to current Exhibit A Service Plan) I. Provide direction and oversight to City's ERF-2-R Program, including the development of systems, policies, and procedures to be in accordance with program requirements and the Encampment Resolution Funding grant program guidelines.
ii. Provide guidance to City contractors and direct oversight of County subcontractors to support multiple housing services available to eligible individuals experiencing homelessness who qualify under the City's ERF-2-RProgram. iii. Collaborate with stakeholders to propose interventions or change strategies and develop performance measures or other trackable measures for success for efforts to reduce unsheltered homelessness within the identified City Homeless EncampmentCorridor (HEC) for its ERF-2-R Program. iv. Facilitate and lead weekly case conference meetings with City's contracted and subcontracted service providers for Participants enrolled in City's ERF-2-R program.
v. Prepare project activity reports and ensure compliance with City's ERF-2-R funding requirements.
vi. Manage prioritization and placement of ERF-2-R Program Participants into identified County-operated emergency shelter beds.
vii. Set weekly and monthly engagement goals and tracking with City's ERF-2-R Program staff and Contractor's subcontracted staff.
b. Emergency Shelter
i. Maintain availability of up to five (5) shelter beds OR up to 2,738 bed nights (a 24- hour stay in a shelter bed) that will be available for ERF-2-R referrals for the term of this agreement. These bed nights will be at whichever County operated shelter has available beds for City ERF-2-R Participants.
ii. Provide emergency and temporary shelter and case management services to City ERF-2-R Program Participants.
c. Rapid Re-Housing
i. The Contractor will subcontract with a homeless services provider to deliver housing navigation, financial assistance, and case management services to up to forty (40)ERF-2-R Program eligible Participants in the City. Contractor will ensure thatParticipants receive housing-focused case management support services, which include, but are not limited to, the following:
1 983
Contract between the City of Richmond and
Contra Costa County for its H3 Division
\
1. Develop a Housing Sustainability Plan outlining a strategy for securing income or reducing expenses.
2. Provide support with personal financial planning and life skills, including managing a household and shopping for food.
3. Assist Participants with accessing needed services, such as:
Food assistance
Substance use treatment
Education and training
Employment assistance
Benefits assistance
HealthcareMental health counseling
ChildcareCredit repair from community-based agencies
4. Conduct monthly reassessments to evaluate Participant progress.5. Coordinate with ERF-2-R Program Project Manager to ensure a coordinated service delivery approach.
6. Provide housing navigation services to assist Participants in locating affordable housing that they can sustain beyond program participation.
7. Negotiate and finalize housing monthly lease terms (ranging from six (6) to twelve (12) months) between property owners or landlords and Participants.
8. Set weekly and monthly Participant transition plans with Contractor's subcontracted staff.
9. Provide financial assistance to Participants as needed, including but not limited to:
Security deposits
Utility deposits or payments
Moving costs
Hotel or motel vouchers
Paid shelter costs
Housing application and credit or background check fees Partial or tiered rental subsidiesFull rental subsidies (subject to prior approval by the City ERF-2-R Project Manager, or designee by providing medium-term rental assistance (as definedby a period of six (6) to twenty-four (24) months depending on individual needs and housing cost).
Financial assistance cap is subject to the attached Program Budget (incorporated herein by reference).
Any financial assistance beyond the Program Budget requires approval by the ERF-2-R Program Manager (Housing Manager) ordesignee,
10. Collect and document Participant data and services delivered into County's Homeless Management Information System (HMIS) within three (3) days from when service occurred,
11. Utilize the Critical Time Intervention (CTI) approach to service -delivery, focusing on connecting Participants to long-term supportive services that 984
Contract between the City of Richmond and
Contra Costa County for its H3 Division
promote housing retention and quality of life improvements.
12. Conduct quarterly assessments (documented in HMIS) to evaluate Participants continued need for financial assistance and case management services and establish a plan for ending rental assistance and supportive services.
13. Follow-up with Participants at 30, 60, 90, and 180 days post-housing subsidy to assess housing stability and provide referrals to additional resources if needed.
985
Contract between the City of Richmond and
Contra Costa County for its H3 Division
2. Timeline
The ERF-2-R Program is proposed to run for 14 months from July1, 2026 through August 31, 2027.
However, this timeline may be extended or shortened based on various factors, including but not limited to community needs, budget availability, and program performance. The proposed timeline is subject tochange and may be amended based on mutual agreement between the City and the Contractor.
Contract executed with Contra Costa CountyProject Manager continues weekly scheduled meetings with service providers and City staff toreview Participant statusProject Manager coordinating with serviceproviders and City staff to update HMISParticipant data Eligible unhoused residents and individuals in the
ERF-2-R Program continue housing transition plan,
including Rapid Rehousing needs assessment,and referrals to other County support services.
Effective July 1,2026Effective July 1,20264 (ongoing via weekly meetings)
Effective July 1, 2026 (ongoing)Effective July 1, 2025 (ongoing)
3. Project Outcome Evaluation
The City, in collaboration with the Contra Costa County Project Manager, will establish clear performance metrics and goals following contract execution. The table below may be amended, subject to the approval of the City's Director of Community Development, to reflect the needs of the community and shared program objectives.
a. Housing placement rate: This metric measures the rate at which unhoused individuals are successfully placed into temporary or permanent housing through the Program. i. Formula: (Number of individuals successfully housed)+ (Total number of Program Participants).
b. Housing stability rate: This metric measures the rate at which individuals remain stably housed after being placed in the Program.
i. Formula: (Number of individuals maintaining housing for six months or one year)+ (Total number of individuals housed).
c. Income gain: This metric measures the increase in income for individuals in income development facilitated by the ERF-2R Program.
i. Formula: (Participant income after Program participation) - (Participant income before Program participation).
986
Contract between the City of Richmond and
Contra Costa County for its H3 Division
d. Employment rate: This metric measures the rate at which individuals secure and maintain employment after participating in job-training education and income sustaining programs.
i. Formula: (Number of employed individuals)-;- (Total number of program Participants).
e. Support services utilization: this metric evaluates the Participant satisfaction with housing and support services provided through the Program. i. It can be assessed through surveys or interviews to gather Participants' feedback on Program experiences and overall impact of the program on their lives.
These metrics will help the City and Contra Costa County Project Manager to assess the effectiveness of the ERF-2-R program in supporting unhoused individuals and identifying areas for improvement.
Pro gram
ComponentPlacement
Sufficiency
Program OutcomeProvide long-term,
safe, and supportive
housing for unhoused
clients.
Indicator/Measurement
Number of residents housed via
the ERF-2-R grant program.
Number of landlords
participating in the program.Percentage of people who
remain housed for 6 months.
Percentage of people who remain
housed for 12 monthsPercentage of clients that increase income and income stability
Percentage of clients that started
and completed job-training orsecure employment
Goal
30 TBD
3020
60%
50%
Evaluation Method
Tabulation or count
reported by case
managers, serviceprovider partners,and ParticipantsHMISdata.
Tabulation or count
reported by casemanagers, service
provider partners,
Participants, and
HMIS data.
987
Contract between the City of Richmond and
Contra Costa County for its H3 Division
Health Provide access to
healthcare services,including physicalhealth, behavioralhealth (substance use), and mental
health support.
Number or percentage of
Participants receiving care
management services.
Number or percentage ofParticipants accessing healthcare services.
Number or percentage of
Participants accessing other
supportive services.
Percentage of Participants
reporting satisfaction with
services and improvement in their
health.
80%
80%
80%
75%
Tabulation or count
reported by casemanagers, serviceproviders, andParticipants.
Participant surveyresponse
988
4. Program budget
Contra Costa County for its Health, Housing and Homeless Services (H3) Division (Contractor) shall provide services specified in the ERF-2-R Service Plan, attached hereto as Exhibit A, for a total contract amount not toexceed $2,600,000. The Program Budget can be modified up to the disbursement limit upon written request from theContractor and approval from the Community Development Director or their designee.
City of Richmond ERF-2R7/1/26 - 8/31/27
Funding source(s)|
Funding Amount)
Contract Administrator- 2 positions
(.25 and .75 FTE) 14 months
Rapid Rehousing Funds
Brookside Shelter BedsFlex FundsLandlord Incentives
Subtotal Direct Expenses
Admin Indirect Expense)
Total Contract Amount |
Contingency
TOTAL PROGRAM EXPENSES)
Richmond ERF
$ 2,600,000
FTE
1.00 10%
Salaries
$ 211/308$ 1,665/391$ 60,694
$ 200,000
$ 93,209$ 2,230,601$ 223,060$ 2,453,661$ 146,339.00
$ 2,600,000
989
June 16, 2026
Library and Community Services
DATE: June 16, 2026
TO: Mayor Martinez and Members of the City Council
FROM: LaShonda White, Deputy City Manager – Community
Services
Sam Vaughn, Deputy Director of Community Services -
Office of Neighborhood Safety
Angelica Howay, Management Analyst, Office of
Neighborhood Safety
Subject: Contract with Health Management Association, Inc. to Conduct an Assessment of Richmond’s Mental Health
and Trauma-Response Services
FINANCIAL IMPACT: The proposed $150,000 expenditure is included within the approved Fiscal Year 2025-2026 Office of
Neighborhood Safety budget (Account String:
01211113-400201).
PREVIOUS COUNCIL
ACTION:
September 16, 2025
September 23, 2025
November 18, 2025
STATEMENT OF THE
ISSUE:
At City Council is being asked to approve a contract with a qualified consultant to conduct a comprehensive
assessment of existing mental health services in
Richmond and provide actionable recommendations to
strengthen service delivery, accessibility, and
coordination. This action follows City Council direction provided on September 23, 2025, after which City staff
issued a Request for Proposals to identify a consultant with the expertise needed to complete the assessment
and support the City’s broader mental health service
planning efforts.
RECOMMENDED ACTION: APPROVE a contract with Health Management Associates, Inc. to conduct a comprehensive assessment
of the City’s mental health and trauma-response
AGENDA
REPORT
990
June 16, 2026
services, in an amount not to exceed $150,000 with a
term beginning June 16, 2026, and ending December 31,
2026, and authorize the City Manager or designee to
approve any necessary amendments within the approved
budget – Community Services (Sam Vaughn 510-620-
5404/Angelica Howay 510-307-8049).
DISCUSSION:
Pursuant to direction provided by the City Council on September 23, 2025, City staff initiated a multi-phase effort to enhance the City’s response to officer-involved shootings (OIS) and in-custody deaths, including improving communication protocols and expanding access to mental health and trauma-response services for affected individuals and the broader community. As part of this directive, the City Council further instructed City staff to engage a qualified consultant to conduct a comprehensive assessment of existing mental health services in Richmond and to provide actionable recommendations to strengthen service delivery, accessibility, and coordination.
Consistent with City Council direction, City staff released a competitive Request for Proposals (RFP) on January 30, 2026, which closed on February 23, 2026. The RFP sought a qualified consultant with demonstrated expertise in behavioral health systems, trauma-informed care, and public sector service delivery to conduct the assessment and develop actionable recommendations (Attachment 1). A total of 959 vendors were notified, 51 vendors downloaded the application, and 12 proposals were received (Attachment 2). Following a thorough evaluation process, Health Management Associates, Inc. (HMA) was identified as the most qualified proposer based on their extensive experience in conducting community-wide behavioral health assessments, stakeholder engagement, and development of implementation-ready strategic recommendations for local governments (Attachment 3 and 4).
HMA’s proposed scope of work includes: (1) a comprehensive assessment of existing mental health and trauma-response services available to Richmond residents, including services for families and witnesses impacted by critical incidents; (2) identification of service gaps, access barriers, and opportunities for system coordination; (3) engagement with key stakeholders, including community-based organizations, service providers, and impacted populations; and (4) development of a set of actionable, equitycentered recommendations to improve service delivery and outcomes. The assessment will also consider best practices and models from comparable jurisdictions to inform a locally tailored approach.
Entering into a contract with HMA represents a critical next step in fulfilling the City Council’s directive and advancing the City’s commitment to transparency, accountability, and community healing (Attachment 5). The resulting assessment and recommendations will provide the City with a data-driven framework to guide future investments in mental health infrastructure, enhance support for individuals impacted by traumatic incidents, and strengthen overall community well-being. 991
June 16, 2026
This effort is intended to complement the City’s parallel work on updating OIS communication protocols and body-worn camera release standards, ensuring a coordinated and holistic approach to both immediate incident response and long-term community support. Approval of this contract will enable staff to proceed with the assessment in a timely manner and return to Council with findings and recommendations for consideration.
DOCUMENTS ATTACHED:
Attachment 1 – RFP – Mental Health Assessment
Attachment 2 – Bid Summary
Attachment 3 – Scoring Matrix
Attachment 4 – Health Management Associates Proposal
Attachment 5 – Standard Contract - HMA
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1 Request for Proposals
for
Assessment of Mental Health Resources and
Community-Based Support Services for Individuals
and Families Experiencing Crisis Situations
City of Richmond, California
Release Date:
January 30, 2026
Deadline for Submittal
February 23, 2026
4:00 P.M. PDT
Contact Information:
Community Crisis Response Program
[email protected]
Proposal Access and Submission Instructions
Proposals must be submitted electronically via the City of Richmond’s secure online bidding system. No paper or emailed submissions will be accepted.
Interested parties may download the full RFP by visiting the City’s Bids Online portal at https://vendors.planetbids.com/portal/14590/portal-home. New vendors will be required to complete a one-time registration in order to access and download the solicitation documents. Once registered and the RFP is downloaded, the vendor’ s name will appear on the Prospective Bidders List, and they will receive all subsequent addenda and notifications related to this solicitation.
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2 Background and Purpose
The City of Richmond seeks proposals from qualified consultants to conduct an assessment of mental health services available to Richmond residents and develop recommendations for improving access, coordination, and outreach.
Per City Council direction, the final report with recommendations should be completed within six (6) months of executing the consultant contract.
Access to timely and effective mental health services remains a critical issue for many Richmond residents. Community members continue to face barriers related to cost, availability of culturally competent providers, and lack of coordinated outreach— particularly for individuals in crisis.
During a City Council meeting on September 23, 20251, City Council provided direction to the Richmond Police Department regarding communication and body-worn camera footage related to Officer Involved Shootings. Recognizing the growing need to strengthen local mental health systems and ensure equitable access, the City Council also provided the following direction to the City Manager to undertake a comprehensive assessment of existing mental health resources and identify strategies to enhance support for Richmond residents.
DIRECT the City Manager to work with staff and consultant(s) to conduct an assessment of mental health services available in Richmond. This assessment will provide recommendations for how the City can commit resources to improve access to mental health services by:
1. Increasing services;
2. Addressing barriers to access; and
3. Improving outreach—particularly to individuals experiencing crisis situations, such as officer-involved shootings (OIS) or other traumatic events.
About the City of Richmond, California
The City of Richmond is a Charter City located in Contra Costa County, part of the San Francisco Bay Area, with a population of approximately 116,448 residents. Richmond is one of the region’s most diverse communities: 46.9 percent of residents identify as Hispanic or Latino, 16 percent identify as Black or African American alone, 19.3 percent identify as White alone (not Hispanic or Latino), and 15.5 percent identify as Asian alone2. Richmond is home to a multi-modal transit hub that includes BART, Amtrak, and AC Transit, marinas, shopping, recreational and cultural amenities, and 32 miles of 1 Item P.1 - https://pub-richmond.escribemeetings.com/Meeting.aspx?Id=56b47505-13a6-4a26-a758- 35c33a723f97&Agenda=Agenda&lang=English&Item=133&Tab=attachments 2 Quick facts Richmond city, California. 2023 American Community Survey 5 year estimates. https://www.census.gov/quickfacts/richmondcitycalifornia 994
3 shoreline. This all contributes to making Richmond among the most desirable up-andcoming communities in California.
The City of Richmond provides a full range of municipal services including police and fire protection; construction and maintenance of highways, streets and infrastructure; library services; storm water and municipal sewer systems; operation of a wastewater treatment facility; and the administration of recreational activities and cultural events.
The City also operates the Richmond Memorial Convention Center and the Port of Richmond.
The City has shown leadership in addressing equity and sustainability by adopting a Health in All Policies (HiAP) Ordinance and Strategy, Climate Action Plan (CAP), and Economic Development Action Plan (EDAP), as well as focused work surrounding Race, Equity and Inclusion.
Scope of Services
The proposed assessment will establish a clear understanding of the current landscape of mental health services available in Richmond. It will identify gaps in coverage, coordination, and accessibility, with an emphasis on underserved and high-risk populations.
The selected consultant will:
1. Inventory Services: Conduct a comprehensive inventory of mental health services currently available within Richmond, including public, private, nonprofit, and county-operated programs.
2. Identify Crisis Mental Health Services for Richmond’s: Children, Adolescents, Adults and Geriatric Population.
3. Gap Analysis: Evaluate unmet needs and service gaps, including geographic, cultural, linguistic, and affordability barriers.
4. Community Engagement: Facilitate listening sessions and stakeholder interviews with residents, community-based organizations, service providers, and individuals with lived experience to understand available resources, access to and gaps in services, quality of services, etc.
5. Crisis Response Assessment: Review existing crisis response systems and recommend strategies for improving coordination and outreach—especially for incidents involving trauma or crisis (e.g., OIS incidents).
6. Recommendations: Develop actionable recommendations for how the City can commit resources to:
o Increase mental health service and service capacity;
o Address barriers to access; and
o Enhance community outreach and education.
The selected consultant shall produce the following deliverables, at a minimum:
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4 • Summary of existing mental health service infrastructure; o Inventory of public, nonprofit, private, and county-operated mental health and behavioral health services available to Richmond residents o Description of service types (prevention, crisis response, outpatient, inpatient, trauma-informed care, case management, etc.) o Identification of populations served, eligibility requirements, and referral pathways
o Assessment of geographic coverage, hours of operation, and service capacity
o Review of cultural and linguistic accessibility and coordination among providers
o Integration of findings from the draft Richmond Resource Guide developed by the Community Crisis Response Program
• Gap analysis and needs assessment report;
o Identification of unmet mental health needs and service gaps citywide o Analysis of barriers to access, including geographic, cultural, linguistic, affordability, and capacity constraints
o Assessment of gaps affecting underserved and high-risk populations o Summary of findings from community listening sessions, stakeholder interviews, and individuals with lived experience
o Review of system coordination challenges, including crisis and trauma response
o Prioritization of gaps based on urgency, impact, and feasibility • Recommendations for service enhancement, policy development, and funding strategies;
o Actionable recommendations to expand mental health service capacity and availability
o Strategies to reduce barriers to access and improve equity o Recommendations to strengthen coordination among City departments, Contra Costa Behavioral Health, and community-based providers o Policy considerations to support trauma-informed, community-based service delivery
o Identification of potential funding strategies and resource commitments o Short-term and long-term implementation considerations, including alignment with anticipated Community-Based Support Services RFP objectives
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5 • Final report and presentation to City Council within six months of contract execution.
o A comprehensive final report synthesizing all findings, analyses, and recommendations.
o An executive summary suitable for City Council and public dissemination. o A formal presentation to City staff and/or City Council, including visual summaries and key decision points.
Timeline
Proposed Dates Activity
January 30, 2026 Release RFP
February 13, 2026 Final Day to Submit Questions (4:00 PM) February 16, 2026 Response to Questions
February 23, 2026 RFP Due Date
February 27, 2026 Final Vendor(s) Notified and Contracting Process April 2026 – September
2026
Contractor Work Period
October 2026 Presentation to City Council with Recommendations Please note that this schedule is subject to change. Any schedule updates will be posted on the City of Richmond’s BidsOnline system.
City of Richmond Standard Proposal Format Guidelines
The following section outlines the standard Proposal Format Guidelines established by the City of Richmond. All submissions responding to this RFP must comply with the structure, formatting, and content requirements described below. These guidelines are applicable to this RFP and all content herein unless otherwise stated.
The proposal should be concise, well organized, and demonstrate the proposer’s qualifications and experience applicable to the Project. The proposal shall be limited to 8 double-sided pages or 16 single-sided pages (8.5 inches x 11 inches), inclusive of graphics, forms, pictures, photographs, dividers, et cetera, but not of cost proposal, resumes, required forms, front and back covers, or letters of commitment from subconsultants. The required font size is 12 point, with minimum left and right margins of one-inch, and top and bottom margins of 0.7 inches.
Each proposal will adhere to the following order and content of sections. Proposal should be straightforward, concise and provide “layman” explanations of technical terms that are used. Emphasis should be concentrated on conforming to the RFP instructions, responding to the RFP requirements, and on providing a complete and clear description of the offer. Proposals, which appear unrealistic in terms of technical commitments, 997
6 lack of technical competence or are indicative of failure to comprehend the complexity and risk of this contract, may be rejected. The following proposal sections are to be included in the Vendor’s response:
A. Vendor Cover Letter
A cover letter, not to exceed three (3) pages in length, should summarize key elements of the proposal and shall:
• Confirm that all elements of this RFP have been reviewed and understood. • Include a statement of intent to perform the services as outlined in this RFP • Express company’s willingness to enter into an agreement under the terms and conditions prescribed by this RFP, insurance requirements (Attachment A) and in the sample Service Agreement (Attachment B).
• Submit a written description and brief history of the company’s experiences, qualifications and successes in providing fiscal sponsorship services described herein. Please indicate the number of employees, client base and location of offices.
• Indicate the address and telephone number of the vendor’s office located nearest to Richmond, California and the office from which the project will be managed. • Stipulate that the proposal price will be valid for a period of at least 180 days. • Identify a single person for contact during the RFP review process. • Be signed by an authorized official of the company.
B. Services Methodology
Provide a detailed description of the approach and methodology to be used to accomplish the Scope of Services outlined in this RFP. This section should include:
• A description of the specific efforts your firm will undertake to fulfill the requirements described in the Scope of Services.
• An implementation plan that describes in detail:
o How the proposer plans to approach and complete each project task; o Listed deliverables that should be incorporated into the proposer’s approach; and
o Any other project management or implementation strategies or techniques that the respondent intends to employ in carrying out the work. 998
7 • A detailed project schedule identifying all tasks and deliverables to be performed, the duration of each task, and the overall timeline for completion. • A detailed description of specific tasks that will require City staff involvement.
Explain the respective roles of City staff and your team in completing the tasks specified in the Scope of Services.
• If applicable, a description of any subcontracting arrangements proposed to fulfill the scope of work, including the qualifications of subcontractors, their specific roles, and any prior experience collaborating with them. • Value Added Services - Please provide any additional services of benefit not specifically required herein, which the proposer offers to provide.
C. Staffing, Experience, and Qualifications
The information requested in this section should describe the experience of the firm, key staff and sub-contractors performing projects within the past ten years (preferably within the past 2-5 years) that are similar in size and scope to demonstrate competence to perform these services.
The City of Richmond’s evaluation of the proposal will consider the proposer’s entire team; therefore, no changes in the team composition will be allowed without prior written approval of the City of Richmond. Sub-contractor letters of commitment are required and must be submitted with the proposal.
Information shall include:
• Firm Experience
o Summarize firm’s demonstrated capability, including the length of time that the firm has provided the services being requested in this Request for Proposal.
• Team Experience
o Provide the names of key staff who contributed to relevant projects, along with a description of their specific responsibilities as they relate to the qualifications and scope of services. Include resumes of key individuals that would perform services under this contract with descriptions of education, experience, certifications, licensure and any professional designations.
If the proposal involves collaboration with other organizations, clearly describe the roles and responsibilities of each collaborating entity and provide the staffing model for each organization. If subcontractors will be used in addition to a lead organization, the 999
8 subcontracted positions and duties shall be clearly identified and the resumes of proposed staff provided. If the proposer intends to subcontract any portion of the resulting contract, they must describe their process for selecting such subcontractor(s) and the quality control measures that the consultant will employ to ensure that any subcontractor complies with the provisions of consultant’s contract with the City.
• References
o Provide a minimum of three (3) references from clients who have received similar services from the firm. The City of Richmond reserves the right to contact any of the listed organizations or individuals. The reference information provided shall include:
Client name and contact information, including phone number, address, and email address.
A description of the services provided, including the contract amount.
Project start and end dates.
D. Cost Information
The budget narrative should detail the costs for the projected budget as tied to the deliverables outlined in Scope of Services. Even if the method of payment to the proposer will be a fixed fee, a detailed cost breakdown shall be provided identifying:
• A detailed budget spreadsheet, including a not-to-exceed total budget amount, indicating the cost of each major element identified in the Scope of Services and including all direct and indirect project costs associated with the budget narrative and Scope of Services.
• The number of staff hours and hourly rates for each professional and administrative staff person who will be committed to this project. • Sub-consultant services and filing fees support, if applicable.
These rates will also be used to negotiate rates for other projects (including optional tasks) that may be assigned. No additional funds will be paid above and beyond the original quote given by the selected Vendor.
Proposers will be paid at the same rates set forth in their cost proposal unless further negotiated in writing and agreed to by the City of Richmond.
E. Contractor Assignment of Sub-Contract(s)
The resulting contract shall not be assigned, transferred, or sublet, in whole or in part, 1000
9 without the prior written approval of the City of Richmond. If Proposers intend to subcontract any portion of the resulting contract, they must describe their process for selecting such subcontractor(s) and the quality control measures that the Proposer will employ to ensure that any subcontractor complies with the provisions of Proposer’s contract with the City.
F. Previous Contracts with the City of Richmond
The proposer shall submit a list which indicates all prime contracts and/or amendments awarded to the proposer by the City of Richmond for the last three (3) years. The list shall include a short description of the Project, the Project scope of work, award date, completion date, name of City of Richmond’s assigned Project Manager, and contract value.
G. Exceptions to this Request for Proposals
The proposer shall state whether or not it takes exception(s) to this RFP, including but not limited to the City of Richmond’s Standard Services Agreement – RFP (Attachment B). If the proposer does take exception(s) to any portion of the RFP or contract, the specific portion to which exception(s) is taken must be identified by section number and explained. Requests for changes or additions to sections of City of Richmond’s Standard Services Agreement must be shown by requesting deletion of specific words and/or by providing new requested contract language. Requests for complete replacement of the City of Richmond’s Standard Services Agreement for another contract will not be granted. Failure to make exceptions to the RFP or Standard Services Agreement within the proposal will be deemed a waiver of any objection.
Exceptions will be considered during the proposal evaluation process.
H. Statement of Impartiality and Disclosure
The nature of this Project requires an impartial unbiased approach on the part of the proposer’s team. This proposal shall include a statement declaring that the proposer’s and sub-consultants are not currently, and will not, during the performance of these services, participate in any other similar work involving a third-party with interests currently in conflict or likely to be in conflict with City of Richmond’s interests.
Additionally, the proposer is required to disclose any pending or active investigations or litigation that may affect the reputation or ability of the proposer to carry out the Project.
Process for Submitting Proposals
Questions Concerning Request for Proposals
All questions must be submitted via the electronic BidsOnline system on the Question & Answer(Q&A) tab by 4:00 P.M. PST, February 13, 2026. If the City finds it necessary to issue an addendum, prospective Offerors will receive e-mail notification of addendum. Otherwise, answers to questions received will be provided on the Q&A tab and notification will be sent by February 16, 2026. It is the proposer’s responsibility to periodically check the BidsOnline website www.ci.richmond.ca.us/bids for any possible Addenda to the RFP that may have been posted. 1001
10 Any party submitting a proposal shall not contact or lobby any City Councilmember, City official, employee (except those specified for contact) or agent regarding the RFP. Any party attempting to influence or circumvent the RFP, bid submittal, and review process may have their proposal rejected for violating this provision of the RFP.
Interested parties may download copies of the above mentioned proposal by visiting the City's web site, www.ci.richmond.ca.us/bids. To download RFP, new vendors will be required to register. Once the vendor downloads any documents relative to a solicitation, that vendor's name will appear on the Prospective Bidders list for that project and will receive any addenda or notifications relating to the RFP.
Submission of Proposals
The proposal and any required certifications shall be signed by an individual or individuals authorized to execute legal documents on behalf of the proposer.
Electronic Proposals shall be submitted via the City’s secure online bidding system. All required sections of the proposal must be submitted via the website. Contractor is solely responsible for “on time” submission of their electronic proposal. The Bid Management System will not accept late proposals and no exceptions shall be made. Contractors will receive an e-bid confirmation number with a time stamp from the Bid Management System indicating that their bid was submitted successfully. The City will only receive those proposals that were transmitted successfully.
The proposal must be received no later than 4:00 P.M., PDT, on February 23, 2026.
The City of Richmond reserves the right to waive inconsequential irregularities.
General Guidelines
This RFP does not commit the City of Richmond to award a contract, to defray any costs incurred in the preparation of a proposal pursuant to this RFP, or to procure or contract for work. The City of Richmond may reject a proposal without providing the reason(s) underlying the declination. A failure to award a contract to the proposer with the lowest cost proposal shall not constitute a valid cause of action against the City of Richmond. The City shall not be responsible for work done, even in good faith, prior to final approval of the proposed contract. The City may investigate the qualifications of any respondent under consideration, require confirmation of information furnished by the respondent, and require additional evidence or qualifications to perform the Services described in this RFP.
The City reserves the right to:
• Reject any or all proposals.
• Issue subsequent Requests for Proposal.
• Postpone the proposal opening for its own convenience. • Remedy technical errors in the Request for Proposal process. • Negotiate with any, all, or none of the respondents.
• Solicit best and final offers from all or some of the respondents. 1002
11 • Select one or more respondents.
• Accept a proposal other than the one with the lowest proposed fees. • Waive informalities and irregularities in proposals.
Public Records
All proposals submitted in response to this RFP become the property of the City of Richmond and public records and, as such, may be subject to public review. Documents protected by law from public disclosure will not be disclosed by the City of Richmond if clearly marked with the word "confidential" on each applicable page. Trade secrets may be marked as confidential only to the extent they meet the requirements of California Government Code section 6254.7. Only information claimed to be a trade secret at the time of submittal to the City of Richmond and marked as "confidential" will be treated as a trade secret.
Insurance Requirements
The City of Richmond requires consultants doing business with it to obtain insurance, as shown in RFP Attachment A. The required insurance certificates must comply with all requirements of the standards as shown and must be provided within fifteen (15) days of the issuance of the Notice of Intent to Award and prior to the commencement of any work on the Project.3
Business Licenses
The successful Contractor and all subcontractors used in the work will be required to hold or to obtain a City of Richmond business license for which the fee will not be waived.
Compliance with City Ordinances
The contractor and all subcontractors shall comply with the City of Richmond Nondiscrimination Clauses in City Contracts Ordinance (Richmond Municipal Code (RMC) Chapter 2.28), Business Opportunity Ordinance (RMC Chapter 2.50), Local Employment Program Ordinance (RMC Chapter 2.56), Living Wage Ordinance (RMC Chapter 2.60) and Ordinance Banning the Requirement to Provide Information of Prior Criminal Convictions on all Employment Applications (“Ban the Box”) (RMC Chapter
2.65), which are incorporated into the Contract Documents by this reference.
Sanctuary City Contracting Ordinance (SCCO)
The Richmond Sanctuary City Contracting Ordinance No. 12-18 (Attachment D) prohibits the City from granting and or retaining contracts with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). 3 Please review the insurance requirements carefully, including coverage limits. These provisions can be complex and will require consultation with your insurance broker. Vendors may incorporate the cost of meeting the City’s insurance requirements into their proposed budget. Failure to meet insurance requirements is a common source of processing delays and may result in the City being unable to execute the contract.
1003
12 Proposers must submit the attached Sanctuary City Compliance Statement with their Proposal. (Attachment C)
Limited Liability Company Disclosure Statement (LLCs)
Resolution No. 86-21 (Attachment E), approved by City Council on July 6, 2021, requires disclosure of the identities of beneficial & responsible owners of Limited Liability Corporations (LLC). Proposers must submit the attached Disclosure Statement of Limited Liability Companies Form with their Proposal (Attachment F).
Collusion
By submitting a proposal, each respondent represents and warrants that its proposal is genuine and not false or collusive or made in the interest of, or on behalf of any person not named therein; that the respondent has not directly or indirectly induced or solicited any other person to submit a false proposal, or any other person to refrain from submitting a proposal; and that the respondent has not, in any manner, sought collusion to secure any improper advantage over any other person submitting a proposal.
Withdrawal of Proposals
A respondent may withdraw their proposal before the expiration of the time for submission of proposals by delivering to the Finance Department a written request for withdrawal signed by, or on behalf of, the respondent.
Ownership of Documents
All reports, studies, information, data, statistics, forms, designs, plans, procedures, systems and any other materials produced for the Project shall be the sole and exclusive property of the City. No such materials or properties produced in whole or in part for the Project shall be subject to private use, copyrights or patent rights by Respondent in the United States or in any other country without the express written consent of the City. The City shall have unrestricted authority to publish, disclose (except as may be limited by the provisions of the Public Records Act), distribute, and otherwise use, copyright or patent, in whole or in part, any such reports, studies, data, statistics, forms or other materials or properties produced for this project.
Proposal Evaluation and Selection Process
All proposals shall be reviewed to verify that the Respondent has met the minimum requirements. Proposals that have not complied with requirements, do not meet minimum content and quality standards or take unacceptable exceptions to the General Terms and Conditions of the Service Agreement, will be eliminated from further consideration. Proposals will be reviewed and evaluated by an evaluation committee comprised of City of Richmond personnel.
Applicants submitting proposals in response to this RFP are strictly prohibited from contacting or lobbying any City Councilmembers, review panel members, City employees (except for designated contacts specified in the RFP), or City agents regarding this solicitation. Any attempt to influence or circumvent the RFP process, 1004
13 application submittal, or review process may result in disqualification from consideration.
The highest-ranked proposals may be invited to deliver a presentation to the evaluation panel, either in person at a designated City office and/or via a video conferencing platform (e.g., Zoom), contingent on the City's direction. All presentation costs shall be borne by the proposer. The final selection will be based on the most cost-effective approach that meets the City’s requirements. The lowest-priced proposal will not necessarily be selected.
The City reserves the right to reject any or all proposals, or to make no award. The City also reserves the right to require modifications follow‐up with requests for additional information, including, but not limited to, follow‐up interviews. The City may request Best and Final offers based upon improved understanding of the offers or changed scope of service. The City will negotiate with that vendor to determine final contract amount, and contract form. Because this proposal is negotiable, all pricing data will remain confidential until after award is made, and there will be no public opening and reading of Proposals. Overall responsiveness to the RFP is an important factor in the evaluation process. The criteria upon which the evaluation of the proposals will be based include, but are not limited to, the following:
Evaluation Criteria Points (Out of
100)
Percentage (%) Total
Service Methodology 40 40%
100
Points
Staffing, Experience, and
Qualifications
25 25%
Cost Proposal 25 25%
Quality and Completeness 10 10%
Methodology – 40 Points
The proposer’s responsiveness to the RFP, including the completeness and thoroughness of the proposal, will be evaluated. This category assesses the clarity, feasibility, and equity-centered design of the proposed approach to delivering services as outlined in the Scope of Work, including:
• Ability to provide services as outlined in the RFP.
• Approach and proposed methodology for executing the project scope, including how each major task will be implemented and managed.
• Demonstrated knowledge of the services required and the populations to be served.
• Clarity in describing the work plan, including deliverables, milestones, and coordination strategies.
• Use of innovative strategies and internal quality assurance measures to ensure timely and effective service delivery.
• Incorporation of cultural competency, trauma-informed practices, and a health and race equity lens throughout the proposed approach.
1005
14 • Identification of potential challenges and thoughtful, proactive solutions. • Project timeline demonstrates feasibility of the scope of work, depth of proposed activities, and clear understanding of deliverables.
• Description of any special tools, resources, or strategies that strengthen the proposed methodology.
Staffing, Experience, and Qualifications – 25 Points
This category evaluates the respondent’s capacity to deliver the proposed services effectively and equitably, based on the qualifications of key personnel, organizational structure, and demonstrated experience managing similar scopes of work, including:
• Qualifications, relevant experience, and unique expertise of key personnel, including availability and time commitment.
• Organizational structure and staffing model, including an organization chart that clearly outlines team roles and responsibilities.
• Demonstrated understanding of the project’s goals and prior experience successfully delivering contracts of similar nature, scale, and complexity. • Evidence of the firm’s overall capacity to complete the work, including ability to manage multiple service components, meet deadlines, and maintain consistent progress throughout the contract period.
Cost Proposal – 25 Points
The proposed cost will be evaluated based on competitiveness, cost-effectiveness, and alignment with the proposed scope of services. The evaluation will also consider whether the proposed pricing structure is reasonable and commensurate with the level of services to be provided.
Quality and Completeness – 10 Points
The proposal demonstrates clarity, organization, attention to detail, and overall responsiveness. All submittal requirements are met, and the required information is provided in the specified format.
Interview and Demonstration Process
Upon request of the City of Richmond, vendors may be requested to give an oral presentation on vendor’s proposal, which would include a detailed analysis of how each of the RFP requirements would be addressed should the proposal receive the award.
The presentation shall be conducted at no cost to the City. The purpose of the presentation is to observe the service(s). in an operational environment and to verify its capability, suitability, and adaptability to the performance requirements stipulated in this solicitation.
The City will schedule the presentation date, time, and location with the successful finalists. If the vendor fails to perform the demonstration on the specified date stipulated, the City may elect to reject the proposal or to re-schedule the demonstration in its best interest.
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15 Vendors are not guaranteed an opportunity to present. Vendors may be eliminated from consideration based solely on inability to meet minimal requirements and/or review of written proposals. The City shall be the sole judge of the acceptability of the service in conformance with the specifications and its decision shall be final.
Pre-Award Negotiations
After the proposals are opened but before an award is made, the City may elect to conduct negotiations with the highest-ranked respondent for the purpose of:
• Resolving minor differences and obtaining additional information. • Clarifying necessary details and responsibilities.
• Emphasizing key issues and critical points.
• Receiving assurances from the respondent.
• Clarifying cost and budget-related matters.
If the City cannot successfully negotiate a contract with the highest ranked respondent, the City may begin negotiations with the second highest ranked respondent.
Selection may be made without further discussion, negotiations, or proposal presentations; therefore, the proposal shall offer the most favorable terms in response to this RFP. The proposal must demonstrate an understanding of the scope of services to be provided and the ability to accomplish the tasks set forth. The proposal shall include information that will enable the City to determine the overall qualifications of the proposer. The City reserves the right to request additional information or clarification on any matter included in the proposal response to arrive at the final award decision.
Award
Once the Review Panel has completed its evaluation, City staff will recommend a vendor to the City Manager and City Council for approval. The services provided by the selected vendor will be governed by the City’s Standard Services Agreement (Attachment B).
Attachments
A. Insurance Requirements
B. Standard Contract
C. Sanctuary City Compliance Statement
D. Sanctuary City Contracting Ordinance No. 12-18
E. Limited Liability Corporation (LLC) Resolution No. 86-21 F. Limited Liability Corporation Form
1007
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1008
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1009
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1010
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1011
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1012
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1013
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1014
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1015
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1016
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1017
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1018
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1019
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1020
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1021
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1022
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1023
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1024
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1025
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1026
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1027
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1028
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1029
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1030
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1031
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1032
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1033
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1034
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1035
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1036
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1037
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1038
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1039
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1040
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1041
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1042
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1043
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1044
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1045
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1046
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1047
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1048
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1049
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1050
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1051
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1052
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1053
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1054
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1055
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1056
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1057
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1058
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1059
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1060
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1061
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1062
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1063
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1064
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1065
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1066
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1067
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1068
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1069
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1070
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1071
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1072
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1073
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1074
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1075
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1076
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1077
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1078
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1079
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1080
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1081
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1082
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1083
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1084
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1085
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1086
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1087
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1088
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1089
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1090
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1091
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1092
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1093
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1094
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1095
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1096
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1097
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1098
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1099
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1100
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1101
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1102
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1103
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1104
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1105
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1106
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1107
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1108
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1109
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1110
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1111
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1112
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1113
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1114
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1115
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1116
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1117
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1118
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1119
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1120
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1121
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1122
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1123
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1124
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1125
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1126
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1127
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1128
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1129
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1130
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1131
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1132
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1133
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1134
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1135
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1136
City of Richmond
Request for Proposals for Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations, bidding on 02/23/2026 4:00 PM (PST)
Printed 04/27/2026
PlanetBids
1137
Mental Health Assessment
Submittal date February 23, 2026
Contacts
Applied Survey Research Jennifer Anderson-Ochoa [email protected] Beautiful Redeemer Ministries Rev Michael Gonzales [email protected] Center for Applied Research Solutions Kerrilyn Scott_Nakai [email protected] Cities and People Maya Paley [email protected]
Health Management Associates, Inc Sharon Bunyard [email protected] Illuminary Perspectives Laura Richards [email protected] Public Consulting Group Margot Thistle [email protected] RDA Consulting, SPC Dina de Veer [email protected] Recovery Innovations, Inc Marie Eddy [email protected] Social Change Partners Reed Connell [email protected] The Future Organization LLC Aimery Thomas [email protected] TrueCare24, Inc Bimohit Bawa [email protected] Summary of Scoring
Scorer #1 Scorer #2 Scorer #3 Scorer #4 TOTAL
1 Applied Survey Research $ 146,250.00 93 95 82 78 348
2 Beautiful Redeemer Ministries $ 184,370.00 68 61 63 48 240 3 Center for Applied Research Solutions $ 185,000.00 100 85 75 88 348 4 Cities and People $ 138,250.00 77 93 82 58 310
5 Health Management Associates, Inc $ 137,305.00 97 93 85 100 375 6 Illuminary Perspectives $ 99,525.00 76 73 64 48 261
7 Public Consulting Group $ 182,875.00 96 91 85 74 346
8 RDA Consulting, SPC $ 110,790.00 79 91 86 97 353
9 Recovery Innovations, Inc $ 149,375.00 93 89 83 50 315 10 Social Change Partners $ 177,850.00 100 95 78 85 358 11 The Future Organization LLC $ 181,982.12 87 78 71 80 316 12 TrueCare24, Inc $ 54,232.00 74 97 64 32 267
Table that was used to evaluate the bids is below:
Methodology (40 Points):
Excellent (35–40): Clear, detailed, and
innovative approach, directly aligned with
program goals, measurable outcomes, strong
community impact.
Good (28–34): Solid approach with some detail,
feasible implementation, outcomes mostly
measurable.
Fair (20–27): General approach described but
lacks detail, some concerns about feasibility or
alignment.
Poor (0–19): Unclear or inadequate
methodology, weak connection to goals, little
to no detail on implementation.
Staffing, Experience, and
Qualifications (25 Points)
Excellent (22–25): Highly qualified staff, strong
track record with similar programs, relevant
organizational capacity.
Good (18–21): Adequately qualified staff, some
relevant experience, organizational capacity
sufficient.
Fair (13–17): Limited experience, partially
relevant qualifications, some concerns about
staffing.
Poor (0–12): Unqualified staff or lack of
organizational experience, serious capacity
concerns.
Cost Proposal (25 Points)
Excellent (22–25): Cost is reasonable, welljustified, efficient use of funds, clear budget detail.
Good (18–21): Generally reasonable costs,
mostly justified, adequate budget clarity.
Fair (13–17): Costs somewhat high or
insufficiently explained, some budget detail
missing.
Poor (0–12): Costs unreasonable, poorly
justified, significant budget concerns.
Quality and
Completeness
(10 Points)
Excellent (9–10):
Proposal is thorough,
well-organized, errorfree, addresses all
requirements.
Good (7–8): Clear
proposal with minor
gaps or errors, most
requirements
addressed.
Fair (5–6): Somewhat
incomplete,
disorganized,
multiple errors,
several requirements
not addressed.
Poor (0–4):
Incomplete or
unprofessional
submission, major
sections missing.
Total
100
1138
PROPOSAL TO PROVIDE AN
Assessment of Mental Health Resources and
Community-Based Support Services for Individuals
and Families Experiencing Crisis Situations
PRESENTED TO THE
City of Richmond
February 23, 2026
Health Management Associates, Inc.
2501 Woodlake Circle
Suite 100
Okemos, MI 48864
(517) 482-9236
HealthManagement.com
1139
Table of Contents
A. Cover Letter ......................................................................................................................
B. Services Methodology ..................................................................................................... 1 Understanding of Project Purpose............................................................................................1 Overall Methodological Framework ..........................................................................................1 Phase 1: Discovery (April 2026) ................................................................................................2 Inventory of Existing Mental Health Services..........................................................................2 Phase 2: Inventory (May–June 2026) .........................................................................................4 Crisis Mental Health and Trauma Response Assessment .......................................................4 Phase 3: Engagement (June–August 2026) ................................................................................5 Community Engagement and Stakeholder Input ....................................................................5 Phase 4: Synthesis (August–September 2026) ..........................................................................8 Gap Analysis and Needs Assessment....................................................................................8 Phase 5: Recommendations (September–October 2026) ........................................................10 Development of Recommendations and Implementation Considerations.............................10 Project Management, Schedule, and City Staff Coordination...................................................11 C. Staffing, Experience, and Qualifications..........................................................................12 Firm Experience and Relevant Project History.........................................................................12 Key Personnel and Assigned Roles .........................................................................................13 Organizational Structure and Staffing Model...........................................................................15 Subcontractors .....................................................................................................................15 References............................................................................................................................16 D. Cost Information ............................................................................................................18 E. Assignment of Subcontract(s) .........................................................................................20 F. Previous Contracts with the City of Richmond ..................................................................21 G. Exceptions to the RFP.....................................................................................................22 H. Statement of Impartiality and Disclosure ........................................................................23 Appendix A. Staff Resumes.................................................................................................24 Appendix B. Required Forms ...............................................................................................41 1140
A. Cover Letter
February 23, 2026
Michael Romero
Program Manager
Richmond City Hall
450 Civic Center Plaza
Richmond, CA 94804
Dear Mr. Romero:
Health Management Associates, Inc. (HMA) is pleased to submit our proposal to the City of Richmond to provide an assessment of mental health services in response to your RFP.
Founded in 1985, HMA is a leading independent, national research and consulting firm that provides technical assistance and training, facilitation and strategic planning, research and evaluation, policy development and recommendations, technical report writing, and analytical services with a focus on improving the administration and delivery of public health, healthcare, and social services programs. HMA’s team includes approximately 635 consulting colleagues and 890 total employees across all HMA companies, who have provided services in all 50 states, the District of Columbia, and several US territories.
HMA’s closest office to Richmond is our Bay Area office, located at 1212 Broadway Plaza, Suite 2100 (Offices #9, #30), Walnut Creek, CA 94596.
HMA’s work is grounded in a robust understanding of publicly financed behavioral health systems, the intersection of city and county roles, and the operational realities of crisis response, safety-net service delivery, and community-based care. Across engagements, HMA emphasizes equity-centered analysis, trauma-informed approaches, and decision-ready recommendations that are feasible within local governance and fiscal constraints. HMA has extensive experience conducting:
Mental health and behavioral health system assessments, including crisis continuum mapping, gap analyses, and capacity assessments Public-sector and municipal engagements, particularly in environments where cities must navigate county-led behavioral health systems Community-based and equity-centered work, incorporating lived experience, culturally responsive practices, and cross-sector stakeholder engagement 1141
Our proposed team members have recent experience with a host of reforms underway in California’s behavioral health system, including:
Transition from the Mental Health Services Act to the Behavioral Health Services Act, which reallocates roles and responsibilities along the continuum of care Revisions to the state’s crisis response system and 988 to make it more responsive and efficient
Reforms to coverage, payment, and allowable services and providers under CalAIM, including Enhanced Care Management
Evaluation of school-based services expanded under the Children and Youth Behavioral Health Initiative, including systems change related to equitable access, workforce and provider credentialing, and fiscal reimbursement Design and delivery of evidence-based practices through BH-CONNECT, California’s new platform for targeted technical assistance for behavioral health professionals
Moreover, all team members regularly participate in projects and initiatives that involve engaging communities with lived experiences; actively listening to community concerns, suggestions, and recommendations to inform quality improvement and shape program planning; and guiding groups of various sizes, often with different points of view. Beyond the listening and data collection aspects of stakeholder engagement, we offer facilitation expertise to solve problems, build consensus, and resolve conflicts within and among stakeholders.
HMA has reviewed and understands all elements of this RFP. HMA intends to perform the services outlined in the city’s RFP.
HMA intends to enter into an agreement under the terms and conditions prescribed in the city’s RFP, the RFP’s insurance requirements, and the RFP’s sample service agreement.
All prices included in this proposal are valid for at least 180 days.
For questions relating to this proposal, please contact Sharon Bunyard, director of proposals, at [email protected]. For contracting matters, please contact Becky Pasch, director of contracts, at [email protected]. You can reach all HMA departments at 517-482-9236. As chief administrative officer, I am authorized to bind HMA contractually with this bid.
We are excited about the prospect of working with the City of Richmond and are confident that HMA will provide exemplary service on this project. Thank you for the opportunity to bid on this very important work. We look forward to your decision.
Sincerely,
Kelly Johnson
Chief Administrative Officer
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1 B. Services Methodology
Understanding of Project Purpose
There is a clear consensus across sectors—government, healthcare, education, public health, housing/homelessness—that equitable access to quality, responsive mental health is a critical component to quality of life, affecting community health and wellness, economic development, housing security, and public safety. The pandemic laid bare preexisting systemic inequities in all these areas, showcasing the disproportionate adverse and intersectional effects for underserved and high-risk populations.
The resulting reforms to California’s behavioral health system have changed nearly every aspect, including institutional roles and responsibilities, coverage and eligibility, prioritized populations of focus, workforce staffing and training requirements, reimbursement and financing mechanisms, and linkages to housing and other “upstream” social drivers of health. The simultaneous rollout and implementation of so much statewide change poses serious challenges in terms of both personal navigation of complexity and the ability of local officials to make strategic decisions about where and how to focus.
We applaud the City of Richmond’s willingness to fund a process designed to thoughtfully and intentionally assess the factors and opportunities conducive to:
Improving access to mental health services
Addressing key barriers to care (e.g., cost, coordination, and cultural competence) Enhancing cross-sector and interagency coordination and outreach Strengthening crisis response, especially trauma-related incidents Health Management Associates, Inc. (HMA) will provide data-informed recommendations to guide actionable local decisions about resource allocation, oversight, continuous improvement, partnerships, and collaboration. We are committed to identifying the most critical service gaps by age, geography, and special populations. HMA will also guide the City of Richmond on where and why to focus city efforts within a behavioral health continuum of care that has reallocated institutional roles and responsibilities. Lastly, HMA will showcase the opportunity levers for city-led, coordinated improvement within a largely county-run and operated behavioral health ecosystem.
Overall Methodological Framework
As shown in Exhibit 1, HMA envisions the project proceeding through five key phases: (1) Discovery, (2) Inventory, (3) Engagement, (4) Synthesis, and (5) Recommendations. In each phase, the type and nature of the data analyzed vary, but the overall framework is organized to ensure a clear process toward the development of five deliverables:
1. Summary of existing mental health service infrastructure (Discovery)
2. Gap analysis and needs assessment report (Inventory)
3. Summary of findings from community engagement (Engagement)
4. Gap analysis (Synthesis)
5. Recommendations for service enhancement, policy development, and funding strategies (Recommendations)
1143
2 A final report with an executive summary and formal presentation will be presented upon completion of all five phases
Exhibit 1. Phases
As detailed below, HMAs’ methodology will align with and reinforce three key principles:
1. Equity-Centered: Placing marginalized communities at the heart of design and research, with an asset-based model of community engagement
2. Trauma-Informed: Focusing on the safety, trust, and prevention of retraumatization by understanding how past experiences shape current behaviors
3. Community-Focused: Prioritizing local community needs in the design of suggestions for improvement
Phase 1: Discovery (April 2026)
Inventory of Existing Mental Health Services
In Phase 1, HMA will review existing data and reports, such as the City of Richmond’s 2023 Community Needs Assessment Report, the 2025 Contra Costa Community Health Assessment, and the draft 2026 Contra Costa Behavioral Health Services Act (BHSA) Integrated Plan. However, the bulk of Phase 1 will center on conducting an inventory of available mental health services in the City of Richmond, spanning provider types, levels of care along the mental health continuum, and priority populations. The inventory will support planning, gap analysis, and policy decision-making by focusing on four key design principles:
1. Thorough yet Appropriately Scaled – Reflective of current service availability and system conditions while avoiding unnecessary detail or complexity
2. Continuum-Based – Designed around levels of care and service functions to provide a holistic view of the system rather than funding or program silos Discovery
Review extant data
and context
Inventory
Understand needs,
gaps, and priorities
Engagement
Learn and listen
from local voices
Synthesis
Triangulate data
across methods
Recommendations
Provide actionable
next steps
Focus
Understanding the current state and
context of MH services in Richmond
Key Activities
Examine publicly available data
Review existing reports, evaluations,
and policies
1144
3 3. Provider/Funding Neutral – Inclusive of public, nonprofit, private, and county-operated services, including city leaders, county behavioral health departments, community-based providers, hospitals, federally qualified health clinics, law enforcement, child welfare, schools, and trusted community leaders
4. Structured for Reuse – Designed with standardized data elements and consistent definitions to support automation and reliable annual comparisons We will collaborate closely with the city to define the scope of services included in the inventory and establish clear criteria, classified into a standardized continuum of care, and developed to ensure consistency across providers and geographies. HMA will tag each service by operating entity, allowing the City of Richmond to understand who provides care (public, county-operated, nonprofit, private/for-profit, etc.). Exhibit 2 illustrates a high-level overview of the mental health data inventory process:
Exhibit 2. Mental Health Data Inventory Process
Identify
and Review
•County Behavioral Health – Contracted providers, utilization rates, the BHSA Integrated Plan
•Managed Care – Provider directories, beneficiary handbooks, community investments
•Crisis System – Rosters, mobile crisis logs, etc.
Standardize
and Classify
•Develop a data dictionary of available and appropriate fields •Tag entries by geography, referral, and/or provider type •Classify entries by age and special populations/diverse cultures Validate
•Cross-check duplicate providers
•Validate service categorization using licensing and program descriptions •Conduct limited outreach to confirm service existence, level of care, service offerings, and availability/capacity
1145
4 Phase 2: Inventory (May–June 2026)
Crisis Mental Health and Trauma Response Assessment
In Phase 2, HMA will assess the City of Richmond’s existing crisis response systems. HMA will examine how individuals, families, and communities who are experiencing acute mental health crises—and community-wide traumatic events—are currently supported, how systems function together in practice, and where breakdowns in access, coordination, and communication occur. HMA will develop an inventory of existing services and supports that are available across the full continuum of care serving city residents, with particular attention to how systems operate (or may fail to operate) across jurisdictional boundaries.
HMA will examine the roles, responsibilities, and coordination mechanisms among city departments most directly involved in crisis response, focusing on how different departments identify, triage, and respond to crises; how information is shared during and after crisis events; and how the city coordinates internal resources during both individual and community-wide crisis events.
Given Contra Costa County’s central role in behavioral health service delivery, HMA will also assess how city-based crisis response efforts interface with county-operated systems, including 988 crisis services, mobile crisis response, crisis stabilization, and specialty mental health services. We will evaluate referral pathways, handoffs, escalation protocols, and follow-up processes, with attention to where city authority, county responsibility, and service delivery expectations may be misaligned or unclear.
HMA will further inventory and assess community-based crisis supports available to Richmond residents, including community-based organizations, peer-delivered supports, crisis lines, and culturally specific resources. This review will focus on availability and accessibility, including hours of operation, eligibility requirements, language capacity, and alignment with trauma-informed principles.
A core component of the assessment will be to evaluate the extent to which Richmond’s crisis response system reflects trauma-informed best practices (see Exhibit 3), particularly for individuals with histories of trauma, co-occurring conditions, housing instability, or justice involvement.
Focus
Summarize existing mental health service
and crisis response infrastructure
Key Activities
Identify key gaps in access,
coordination, communication, and
outreach
1146
5 Exhibit 3. Best Practices for Crisis Response
We will also examine how the city and its partners respond to incidents involving community-wide trauma, such as critical incidents, violent events, or other crises that affect neighborhoods or populations collectively. The assessment will move beyond descriptive mapping to identify systemic gaps and operational barriers, including, but not limited to:
Gaps in response coordination. Mapping where coordination breaks down across city departments, between city and county systems, and between public systems and community-based providers
Barriers to timely access. Assessing barriers that delay or prevent timely access to appropriate crisis response, including limited service availability, restricted hours, eligibility constraints, workforce capacity issues, and gaps in after-hours or weekend response
Communication and outreach challenges. Evaluating how crisis services are communicated to the public, frontline responders, and referral partners, including awareness of 988, mobile crisis services, and community-based supports HMA will synthesize findings from the assessment into a summary that describes (1) how Richmond’s crisis response system functions today; (2) where trauma-informed practices are strong and where they are limited; (3) what coordination, access, and communication gaps affect crisis response today; and (4) which priority issues require further exploration and validation in Phase 3 (Engagement).
Phase 3: Engagement (June–August 2026)
Community Engagement and Stakeholder Input
Phase 3 will ensure that our final report and recommendations reflect the priorities and aspirations of the diverse set of stakeholders (lead institutions, service providers, and consumers) impacted by access to equitable, high-quality mental health services in the City of Richmond.
We have premised our approach to community engagement on the belief that meaningful, authentic, and actionable solutions exist in communities. We must surface these Safety
•Use of non-law
enforcement
responses
Choice
•Follow up and
continuity of care
Trust
•Use of peers and
people with lived
experience
Collaboration
•Decision
protocols on
resource
deployment
Focus
Listening to and learning from local
stakeholders and key consitituencies
Identifying community priorities for
system improvement
Key Activities
Conducting key informant
interviews, listening sessions,
and focus groups
1147
6 perspectives through equitable, culturally responsive, and inclusive engagement strategies. We will ensure our findings are grounded in how those on the front lines of service delivery and those with lived experience have ample opportunities to express their needs, aspirations, and priorities.
Exhibit 4 illustrates our intended methodology for stakeholder engagement activities, which we can modify as needed:
Exhibit 4. Methodology for Stakeholder Engagement
Interviews with Key Informants
HMA will conduct eight key informant interviews (typically with one to two participants) with important institutional leaders in the larger mental/behavioral health ecosystem.
These leaders will include representatives from the four City of Richmond departments we feel are most central to improving mental health services and crisis response. Each department contributes in a distinct and essential way:
Children’s Services – Focuses on mental health access, referrals, and linkages to city programs and community youth-serving organizations Public Safety – Brings the perspectives of law enforcement, fire, paramedics, and other emergency first responders
Community Crisis Response Team – Leads the organization and coordination of crisis response systems and responders
Community Services – Connects mental health to the social drivers of health and other “upstream” factors, including employment, transportation, and neighborhood safety
We plan to conduct interviews with representatives from Contra Costa County Behavioral Health, both from the Mental Health Services and the 988 Crisis Response divisions; managed care plans responsible for mild-to-moderate mental health (i.e., non-specialty mental health), such as Contra Costa Health Plan and/or Kaiser Permanente; and the Interviews with Key
Informants (8)
•City Departments
•Children's Services
•Community Crisis
Response Program
•Community Services
•Public Safety
•County Behavioral Health
•Mental Health Services
•988 Crisis Services
•Managed Care Plans
•Contra Costa County
Office of Education
Listening Sessions with
Service Providers and
Mental Health Clinical Staff
(5)
•Community-Based
Organizations and
Nonprofits
•Hospitals and Federally
Qualified Health Centers
•County Behavioral Health
Clinics
•Private Practice Licensed
Clinicians
•West Contra Costa Unified
School District
Focus Groups with
Individuals with Lived
Mental Health Experience
(4)
•Youth/Adolescents
•Adults
•Older Adults
•Family
Members/Caregivers
1148
7 Contra Costa County Office of Education, which plays a lead role in expanding access to preventive and mild-to-moderate mental health services for children and youth.
With these institutional stakeholders, we will use a semi-structured interview protocol to guide our interactions, encourage candor, and elicit creative input and problem-solving.
HMA will develop interview guides with relevant questions and provide the guides to interviewees in advance of interviews.
Listening Sessions with Service Providers and Mental Health Clinical Staff HMA will hold five listening sessions (ideally in person but can be done virtually to facilitate scheduling) organized around the different key categories of behavioral health service provision:
Community-based organizations and nonprofits providing behavioral health services to clients, often tied to prevention, early intervention, and outpatient services
Hospitals and federally qualified health centers serving clients with behavioral health needs in healthcare settings
County behavioral health clinics, of which there are two in San Pablo, providing behavioral health to youth and adults
Private practice licensed clinicians offering therapeutic and other mental health services, often for defined subpopulations or specific mental health conditions West Contra Costa Unified School District, which oversees school-based mental health staff in public schools, including wellness centers and contracted community-based organizations providing mental health services for school-age children and youth
These listening sessions will focus on understanding key issues and opportunities involved in the design and delivery of mental health services for different Richmond populations and constituencies. Listening sessions may include multiple providers at a time, making them akin to focus groups (see below). However, the primary difference is to engage service providers in conversation about the data gaps and needs identified during Phases 1 (Discovery) and 2 (Inventory).
In addition, we will use the listening sessions to help recruit focus group participants with lived experience. Prior experience has shown us that recruiting county residents is aided by collaborating with community-based organizations (nonprofits, advocacy groups, faithbased organizations) to help disseminate information about input opportunities and to convene individuals already served by these local actors.
Focus Groups with Individuals with Lived Mental Health Experience HMA will conduct four in-person focus groups (each consisting of six to 10 individuals) lasting 60 to 90 minutes each, with City of Richmond residents representing the intended beneficiaries of mental health services:
Adolescents and Youth (ages 14–25) Adults (ages 26–59)
Older Adults (age 60 and over) Family Members and Caregivers 1149
8 Two HMA team members with extensive backgrounds in mental health will support each focus group, including facilitation and note-taking. HMA will develop structured focus group guides and will share these with the City of Richmond, incorporating feedback and revisions prior to their use.
In our process of preparing for and facilitating focus groups, we will:
Develop lists of potential participants who are representative of the city’s racial, ethnic, cultural, and geographic diversity
Develop structured focus group guides, sharing them and the data collection tool with the city to incorporate feedback and revisions prior to their use Facilitate focus groups of residents, accommodating any language interpretation or communication needs of participants
Provide focus group participants with $40 gift cards for their opinions and experiences (four groups of up to 10 people x $40 = $1,600) Finally, we are extremely cognizant of the need to welcome populations with diverse support needs into focus groups and prepare them for participation in a way that makes them feel comfortable. We are accustomed to providing translation into languages other than English and other accommodations.
Phase 4: Synthesis (August–September 2026)
Gap Analysis and Needs Assessment
Building on the Discovery and Inventory phases, HMA will conduct a structured gap analysis to assess how well Richmond’s mental health and crisis response system meets community need. The analysis will examine the alignment between services and needs, capacity and demand, and equity of access, with focused attention on underserved populations and high-risk groups. HMA will synthesize quantitative data, system mapping, and qualitative insights from Phases 1 and 2, validating them through stakeholder engagement in Phase 3. The approach identifies where misalignments exist between community need and service delivery and clarifies the structural and operational factors driving those gaps.
Service Coverage vs. Community Need. HMA will assess whether the mix of services across the mental health and crisis continuum aligns with the types, severity, and drivers of need experienced by Richmond residents. We will evaluate coverage across prevention, crisis response, stabilization, and follow-up, examining whether services reflect how residents actually access care during crisis. We will identify gaps where services are missing, fragmented, or misaligned with patterns of need or trauma exposure.
Focus
Preparing a gaps analysis and needs
assessment report
Key Activities
Triangulating data to identify
cross-cutting themes
Prioritizing equity and access
gaps
1150
9 Capacity vs. Demand. HMA will evaluate whether existing services have sufficient capacity to meet current and peak demand. We will review hours of operation, staffing and workforce constraints, surge capacity during high-acuity periods or community-wide incidents, and bottlenecks that delay response or increase reliance on higher-acuity settings. The focus is on functional capacity—whether services are available when and where crises occur.
Geographic, Cultural, Linguistic, and Affordability Gaps. HMA will assess equity of access by examining variation in service availability and usability across neighborhoods and populations. We will identify geographic gaps, limitations in culturally and linguistically responsive services, and barriers related to insurance status, eligibility requirements, or cost. We will treat services that exist but are not accessible to key populations as system gaps.
Gaps Affecting Priority Populations. Using this framework, HMA will identify gaps that disproportionately affect specific underserved populations (e.g., communities of color, those with limited English proficiency, homeless/unhoused individuals, etc.) and high-risk groups (e.g., individuals with serious mental illness, co-occurring conditions, repeated crisis episodes, justice involvement, or significant trauma exposure). For each population, we will assess whether gaps stem from access barriers, capacity constraints, cultural mismatch, or system navigation challenges.
We will further synthesize findings to identify cross-cutting system issues, such as city-county misalignment, overreliance on high-acuity responses, limited coordination and handoffs, and lack of shared accountability or data. As shown in Exhibit 5, HMA’s process for synthesizing data will run each implementation issue (e.g., equitable mental health access) through three aspects of prioritization (i.e., how urgent, how likely to produce an impact, and how feasible to implement).
Exhibit 5. Methodology for Synthesis to Reach Priorities (Example) City
Priority
Urgency
Impact
Feasibility
Equitable
Mental
Health
Access
1151
10 Phase 5: Recommendations (September–October 2026)
Development of Recommendations and Implementation
Considerations
Phase 5 centers on developing key recommendations and a final report that brings together all the project’s data, areas of inquiry, and key findings. To guide the city, HMA also intends to categorize and cluster recommendations in relation to the four city departments identified in Phase 3 for engagement. For example, we will specify a recommendation on expanded mental health access or services to address the implementation for children and youth (Children’s Services), with attention to potential community-based supportive services (Community Services). Recommendations on enhancing the coordination of crisis response services will identify roles and responsibilities for first responders (Public Safety) in relation to the deployment of mental health professionals coordinated through the city’s Community Crisis Response Program.
HMA will also provide guidance and suggestions on how to leverage and/or braid different funding sources to support the implementation of recommendations tied to specific resident populations. For example, children and youth in Richmond can receive schoolbased mental health services through the Children and Youth Behavioral Health Initiative, get these reimbursed as part of the Multi-Payer Fee Schedule, and then be transitioned to county behavioral health under the Behavioral Health Supportive Services early intervention funds under the BHSA if higher level needs and greater severity warrant specialty mental health services.
HMA will develop a final report, inclusive of key findings and recommendations, for the city, along with an executive summary. We are committed to providing the City of Richmond with data-informed recommendations to guide actionable local decisions about resource allocation, oversight, continuous improvement, partnerships, and collaboration.
We will work closely with the city to incorporate edits, feedback, and additional comments during two rounds of drafting the summative report. HMA will present the report’s key findings and recommendations to the City Council at its October 2026 meeting.
Focus
Preparing summative recommendations
Developing and presenting a final report
Key Activities
Reaching consensus on
actionable improvements
Mapping out fiscal and
programmatic sustainability
1152
11 Project Management, Schedule, and City Staff
Coordination
HMA will manage this project using a structured, collaborative approach designed to support timely delivery within the city’s anticipated six‑month work period while minimizing administrative burden on city staff. Michael Butler, project director, will serve as the city’s primary point of contact. He will be responsible for overall coordination, schedule management, internal quality control, and communication throughout the engagement.
The project will begin with a kickoff meeting during the Discovery phase to confirm scope, roles, communication protocols, and key milestones. HMA will maintain a detailed work plan aligned with the timeline (see Exhibit 6 below), deliverables, and decision points, allowing us to track progress consistently across all phases of work. HMA will hold internal coordination meetings regularly (biweekly) to monitor task completion, address risks, and ensure integration across service inventory, community engagement, analysis, and reporting activities.
Exhibit 6. HMA’s Proposed Work Plan with Timeline and Key Deliverables Phase
2026
APR MAY JUN JUL AUG SEP OCT
Discovery
Deliverable: Summary of Existing Mental
Health Infrastructure
Inventory
Deliverable: Gap Analysis and Needs
Assessment
Engagement
Deliverable: Summary of Findings from
Community Engagement
Synthesis
Deliverable: Gap Analysis
Recommendations
Deliverable: Recommendations for
Service Enhancements, Policy
Development, and Funding Strategies
City participation is anticipated during project kickoff. HMA will seek from the city confirmation of available data sources and contextual information; coordination support for community engagement activities, including scheduling with city departments and key institutional partners; and review of draft deliverables. HMA will lead all analytic, engagement, and documentation tasks and will provide concise status updates at monthly intervals to keep city staff informed of progress, upcoming activities, and any issues requiring input or direction.
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12 Prior to submitting them to the city, draft deliverables will undergo internal review to ensure clarity, accuracy, and alignment with project objectives. HMA will incorporate any city feedback through an iterative review process designed to support refinement while maintaining the overall schedule. This approach ensures that city staff remain engaged at key milestones and on key deliverables without requiring ongoing or intensive involvement.
Through clear accountability, disciplined scheduling, and proactive communication, HMA’s project management approach supports the efficient execution of the work plan and the delivery of practical, decision‑ready findings and recommendations that can inform future City of Richmond actions and investments.
C. Staffing, Experience, and Qualifications
Firm Experience and Relevant Project History
HMA is a national research and consulting firm with more than 40 years of experience supporting public-sector health and human services systems. HMA works extensively with cities, counties, states, and community-based organizations to assess mental and behavioral health systems, design crisis response infrastructure, strengthen coordination across agencies, and translate complex findings into actionable policy and programmatic decisions.
HMA’s work is grounded in a broad understanding of publicly financed behavioral health systems, the intersection of city and county roles, and the operational realities of crisis response, safety-net service delivery, and community-based care. HMA has extensive experience conducting:
Behavioral health system assessments, including crisis continuum mapping, gap analyses, and capacity assessments
Public-sector and municipal engagements, particularly in environments where cities must navigate county-led behavioral health systems Community-based and equity-centered work, incorporating lived experience, culturally responsive practices, and cross-sector stakeholder engagement The following projects highlight HMA’s experience and are directly relevant to the City of Richmond’s needs.
Ventura County Behavioral Health Department
Community Planning Process for the BHSA (July 2025–present), $400,000 Project Approach: HMA engaged 29 stakeholder groups across Ventura County through key informant interviews, focus groups, in-reach presentations to existing multistakeholder forums, and community town halls (both in person and virtually) to collect data on community needs, gaps, and priorities.
Project Outcomes: HMA synthesized and triangulated data from multiple sources to identify a set of actionable recommendations to inform the development of the required three-year BHSA Integrated Plan, guiding county behavioral health staff on how to develop implementation strategies aligned with community priorities for improvement, county 1154
13 capacity and jurisdiction, expanded partnerships, and collaboration for system sustainability.
Project Relevance: HMA helped Ventura County identify opportunities for collaboration across the behavioral health continuum of care with a host of institutional partners, including cities, public education, hospitals, health plans, community-based nonprofits, and multiple public agencies (Public Health, Probation, Law Enforcement, Housing, Child Welfare, etc.) involved in the coordination of behavioral health.
WellSpace Health
Sacramento County Crisis Care Continuum Landscape and Assessment (June 2023–June 2025), $350,000
Project Approach: HMA assessed crisis care continuum services in Sacramento County, mapping geographic and population-specific gaps and disparities, and paired it with a qualitative review of what is/is not working and suggestions for improvement.
Project Outcomes: HMA created a template for a “model” crisis care continuum that could be used for assessing strengths and gaps.
Project Relevance: HMA has direct experience mapping needs and gaps related to crisis response services in diverse settings, as well as the ability to provide actionable, dataderived recommendations that triangulate data across sources and methods of data collection.
Imperial County Behavioral Health Department
Assessment Services and Development Support for the BHSA Integrated Plan (August 2025–present), $540,000
Project Approach: HMA combined a system assessment, a gap analysis, and a fiscal and programmatic review with broad stakeholder engagement to assist with county planning.
HMA also helped translate findings into a compliant, actionable three-year integrated plan that emphasized equity-centered, trauma-informed, and community-driven methods.
Project Outcomes: HMA summarized key gaps in the continuum of care in the county and prioritized investments to implement early intervention, housing, and more intensive services, including crisis and field-based programs, across the county.
Project Relevance: HMA has recent experience integrating quantitative data, broad stakeholder input, and policy context to produce clear, decision-ready recommendations for local leaders to strengthen access and coordination across a multi-jurisdictional behavioral health environment.
Key Personnel and Assigned Roles
Our team comprises seasoned leaders with direct experience working with city, county, and state agencies. We have identified specific leads to drive analysis and stakeholder input, ensuring recommendations are actionable, strategic, and reflective of the community context. Michael Butler, project director, and Reina Hudson, project manager, will lead this effort. All listed project personnel intend to be available continually 1155
14 throughout the project. Below, we have included brief overviews of each proposed team member’s key roles on the project. Resumes are included in Appendix A.
Michael Butler
Project Director
Coordinate the overall deployment of HMA team members to ensure that we successfully achieve the project’s objectives Lead key informant interviews and draft data collection instruments and methodologies
Craft strategies and recommendations that provide focus, coherence, and accountability
Ensure quality and timely completion of project deliverables Reina Hudson
Project Manager
Lead the inventory and assessment of mental health services Co-lead in-person stakeholder engagement (listening sessions and focus groups)
Contribute to the preparation and completion of the gap analysis and needs assessment
Advise on mental health operations and linkages to municipal services and healthcare systems
Karen Hill
Behavioral Health
Clinician
Co-lead in-person stakeholder engagement (listening sessions and focus groups)
Contribute to the preparation and completion of the gap analysis and needs assessment
Advise on behavioral health policy, systems, and clinical best practices
Recommend supportive and wraparound services appropriate to community need and closure of equity gaps
Nick Williams
Crisis Systems
Design and lead the assessment and inventory of crisis response systems
Conduct key informant interviews and liaise with key city and county departments
Advise on systems coordination and cross-sector linkages Devise implementation strategies and recommendations
Gabriel Velazquez
Engagement
Coordinator
Plan, coordinate, and support meaningful engagement with stakeholders to ensure the incorporation of diverse perspectives into the project
Organize engagement communication, outreach, and scheduling Provide Spanish language translation
Support graphic design and data visualization for project deliverables
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15 Organizational Structure and Staffing Model
Subcontractors
HMA does not intend to use subcontractors. We intend to complete the work described in this proposal using company staff.
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16 References
Project descriptions for each of our references have been included in the firm experience and relevant project history section of our proposal.
Ventura County Behavioral Health Department
Community Planning Process for the BHSA (July 2025–present) Contact: Courtney Lubell, Special Projects Mental Health Services Act/BHSA Manager 1911 Williams Drive, Suite 210, Oxnard, CA 93036
805-981-5453; [email protected]
WellSpace Health
Sacramento County Crisis Care Continuum Landscape and Assessment (June 2023–June 2025)
Contact: Jonathan Porteus, CEO
1500 Expo Parkway, Sacramento, CA 95815
916-737-5555; [email protected]
Imperial County Behavioral Health Department
Community Planning Process for the BHSA (August 2025–present) Contact: Leticia Plancarte-Garcia, Director
202 N. 8th Street, El Centro, CA 92243
442-265-1525; [email protected]
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17 Table of Contents
D. Cost Information ............................................................................................................18 E. Assignment of Subcontract(s) .........................................................................................20 F. Previous Contracts with the City of Richmond ..................................................................21 G. Exceptions to the RFP.....................................................................................................22 H. Statement of Impartiality and Disclosure ........................................................................23 Appendix A. Staff Resumes.................................................................................................24 Appendix B. Required Forms ...............................................................................................41 1159
18 D. Cost Information
HMA proposes a total cost of $137,305, which includes $129,605 in labor costs, $6,100 in travel expenses, and $1,600 in participant incentives. This amount includes the complete cost of doing business with HMA, including indirect costs such as overhead, general, and administrative costs. HMA anticipates traveling on-site to conduct community engagement. Our proposed cost includes labor and expenses related to this anticipated travel.
Exhibit 7 breaks down the cost of our work, as described in our proposal, by project task.
Exhibit 8 shows a breakdown of the costs in the proposal by staff member.
Exhibit 7. Cost by Project Task
Project Task Cost
Phase 1: Discovery
Deliverable: Summary of Existing Mental Health Infrastructure $12,570 Phase 2: Inventory
Deliverable: Gap Analysis and Needs Assessment $22,420
Phase 3: Engagement
Deliverable: Summary of Findings from Community Engagement $48,890 Phase 4: Synthesis
Deliverable: Gap Analysis $20,990
Phase 5: Recommendations
Deliverable: Recommendations for Service Enhancements,
Policy Development, and Funding Strategies
$24,735
SUBTOTAL $129,605
Travel $6,100
Participant Incentives $1,600
TOTAL $137,305
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19 Exhibit 8. Cost by Staff
Staff Hourly Rate Hours Total Cost
Michael Butler $425 91 $38,675
Reina Hudson $385 104 $40,040
Karen Hill $470 29 $13,630
Nick Williams $425 54 $22,950
Gabriel Velázquez $265 54 $14,310
TOTAL $129,605
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20 E. Assignment of Subcontract(s)
HMA does not intend to subcontract any portion of this work. 1162
21 F. Previous Contracts with the City of Richmond
HMA has not worked directly with the City of Richmond.
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22 G. Exceptions to the RFP
HMA does not take any exceptions to this RFP or the City of Richmond’s Standard Services Agreement.
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23 H. Statement of Impartiality and Disclosure
HMA confirms that we are not currently, and will not, during the performance of these services, participate in any other similar work involving a third party with interests currently in conflict or likely to be in conflict with the City of Richmond’s interests. Additionally, HMA would disclose any pending or active investigations or litigation that may affect the reputation or ability of the proposer to carry out this project. 1165
24 Appendix A. Staff Resumes
The following pages include resumes for proposed staff. 1166
25 Michael Butler, MA
Associate Principal
Los Angeles, California
Relevance to this Engagement
Led focus groups and engagement of individuals with lived experience for California’s restructuring of crisis response and 988 services Led the community planning process for Ventura County as part of the development of a Behavioral Health Service Act Integrated Plan
Co-led the evaluation of California’s Children and Youth Behavioral Health Initiative for the multi-payer fee schedule workstream
Child and youth behavioral health strategy and planning, including:
o Developing strategic and sustainability plans for public agencies and nonprofit organizations
o Leading task forces and steering committees in tailored organizational development and planning efforts
o Orchestrating staff and community outreach to identify organizational strengths, weaknesses, and high-leverage opportunities for innovation Wrote strategic plans for county behavioral health departments and multiple medium and large nonprofit behavioral health organizations Developed a community health needs assessment in Imperial County involving the engagement and facilitation of 15+ stakeholder groups
Range of Experience
Community Engagement and Facilitation: Leading focus groups, community listening sessions, and other engagement efforts with organizational staff, partners, families, and direct service program beneficiaries. Facilitating multi-constituency groups through collaborative problem-solving tied to accelerating equity, using data for continuous improvement, and enhancing organizational culture and climate. Evaluation and Needs Assessment: Conducting program, impact, and mixedmethod program evaluations. Employing action research and improvement science to leverage data to inform implementation in rapid cycles. Leading comprehensive assessments of community and organizational needs (e.g., community health assessments).
Strategy and Planning: Developing strategic and sustainability plans for public agencies and nonprofit organizations. Leading task forces and steering committees in tailored organizational development and planning efforts. Orchestrating staff and community outreach to identify organizational strengths, weaknesses, and highleverage opportunities for innovation. Systems Design and Policy Analysis: Assisting organizations with program design, system redesign, and the analysis of policies impacting equity, accountability, and sustainability. Advancing systems change through technical assistance, coaching, and advisement aligned with changes in federal and state policies. Leadership Development and Capacity Building: Providing coaching, professional development, and training to equip leaders with the skills and knowledge needed to implement data-driven decisions and realize the benefits of 1167
26 continuous improvement. Using adult learning theory to design training and technical assistance tied to building capacity among those charged with implementing new policies, practices, or change management initiatives.
Professional Experience
Health Management Associates, Inc., December 2019–present Developing strategic and sustainability plans for city, county, and state agencies, as well as nonprofits, school districts, and philanthropy
Conducting needs assessments, gap analysis, and asset mapping to inform planning and resource allocation
Facilitating collaborative problem-solving among leadership teams to enhance strategic alignment and organizational coherence
Designing and directing evaluation projects funded by state and federal grants, as well as locally funded projects and those receiving foundation support Leading community engagement efforts that collect an array of perspectives through key informant interviews, surveys, focus groups, and community listening sessions
Developing data collection tools, instruments, and other tools to assess organizational efficiency, effectiveness, and priorities Integrating health and human services in and through schools via structural support and strategic partnerships, as well as innovative finance solutions Providing targeted technical assistance and training to public and nonprofit leaders to guide systems change, align implementation efforts, and strengthen accountability and culture
NPO Solutions, Studio City, CA, Senior Consultant, August 2015–December 2019 Led strategy and capacity-building projects for nonprofit and public-sector clients Directed program evaluations and embedded evaluation metrics and accountability into strategic planning
Directed comprehensive needs assessments and evaluations of programs and interventions primarily focused on children, youth, and families Facilitated policymaking and linkages to research-based practices in a variety of strategic planning efforts, task forces, and committees Advised clients on assessment, metrics, dashboards, and other vehicles for formative data use, as well as on organizational accountability and building cultures of collaborative inquiry
Worked on projects involving public education, college and career readiness with higher education linkages (for both two-year and four-year public colleges and universities), community-based nonprofits, public-sector unions/employee associations, and nonprofit leaders and board members
Public Works, Inc., Pasadena, CA, Cofounder and Vice President, 1998–2015 Cofounded and led a nonprofit organization dedicated to utilizing data to improve the effectiveness of the public and nonprofit sectors
Designed and directed program evaluation projects in a wide array of public policy areas, primarily involving public education, workforce development, and intervention support programs for youth and families
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27 Conducted instructional audits and needs assessments focused on school reform/turnaround initiatives, state and federal accountability and measurement, and philanthropic efforts to provide community health and wellness supports to children, youth, and families
Provided professional development, technical assistance, and coaching to educators, nonprofit leaders, and parent organizations
Evaluation and Training Institute, Culver City, CA, Senior Consultant, 1995–1998 Led a multiyear, mixed-method evaluation of school district reform centered on enhanced school autonomy and decentralization
RAND Corporation, Santa Monica, CA, Researcher, 1991–1995 Conducted research and policy analysis tied to shared governance and finance across levels of government
Professional Affiliations
Board Member, California Mathematics and Teaching
Board Member, Social Model Recovery Systems
Board President and Secretary, Learning Works Charter School Education
Executive Education Certificate, University of Southern California, Price Center for Social Innovation
Master of Arts, Political Science, University of California, Los Angeles Bachelor of Arts, Political Science, Occidental College 1169
28 Reina Hudson, MSW, LCSW
Senior Consultant
Sacramento, California
Relevance to this Engagement
Facilitated and led community and stakeholder focus groups, engaging individuals with lived experience, providers, and public-sector partners to surface service gaps, assess community needs, and inform actionable program and policy recommendations
Developed programs and provided administrative and clinical oversight of teams, coordinating client re-entry from crisis settings into the community, aligning services and supports, and providing follow-up care to promote stability and recovery
Advanced community engagement and contract execution by collaborating with diverse stakeholders, synthesizing community input, and translating insights into actionable recommendations
Provided clinical and administrative oversight of behavioral health programs, substance use disorder outpatient programs, and child welfare residential programs and services, ensuring alignment with clinical best practices, regulatory and contractual requirements, and organizational goals while supporting highquality service delivery across diverse systems of care Range of Experience
More than 15 years of management experience with a demonstrated track record of leading teams to operational excellence
Experience in convening and facilitating community engagement focus groups to gather stakeholder input, evaluate community voices, and inform program and policy development
Experience designing and implementing programs with high clinical integrity to address the behavioral health needs of individuals, including the following:
o Individuals with severe emotional illness
o Individuals with developmental and physical health comorbidities Excellent interpersonal skills with a demonstrated track record of building relationships within the community and identifying key collaborative partners Fluent in California’s managed Medi-Cal models and California behavioral health systems of care
Professional Experience
Health Management Associates, Inc., July 2024–present
Provides research, technical assistance, policy analysis, and strategic planning support to organizations to achieve stated goals
Analyzes and researches potential problems to offer solutions and recommendations
Works with operational leaders to improve operational efficiencies 1170
29 Merakey Allos, Sacramento, CA, Adult Behavioral Health Executive Director, September 2018– June 2024
Strategized and identified business opportunities within diverse markets to promote organizational growth and enhance the service delivery system o Created program designs and developed proposals to obtain new business in counties with and without a demonstrated business presence Oversaw all adult behavioral health services within the state of California o Ensured compliance with state, local, federal, contract, and payer requirements
o Ensured financial goals were attained and sites were prepared for program audits
Directed, managed, maintained, and monitored clinical services o Provided clinical leadership in the development and delivery of modalities, policies, procedures, and the most effective treatment standards Collected and interpreted statistical information to monitor program trends and performance
UnitedHealthcare Group, Sacramento, CA, Director of Clinical Operations, County Administrator, September 2017–September 2018
Identified opportunities to expand services and functioned as a subject matter expert in developing an organizational strategic plan to expand the health plan community presence and increase growth within California Advised on and ensured care coordination and contract compliance with internal departments and functional areas to ensure compliance with all contracts and governmental regulations
Provided education and training to community and plan partners regarding service delivery and barriers/access to care
California Health and Wellness, Sacramento, CA, Director of Service Coordination, February 2017–September 2017
Strengthened community relationships through targeted engagement strategies, stakeholder collaboration, and clear communication that aligned community needs with organizational goals
Provided leadership in community engagement by guiding outreach efforts, fostering trust with community partners, and supporting equitable participation across diverse groups
Identified, established, and maintained relationships with key leaders from designated counties and identified opportunities for enhancing partnerships to promote the collaboration of innovative programs and enhance the service delivery system
Provided supervision and maintained responsibility for the oversight of all memoranda of understanding between the health plan and county behavioral health departments, public health departments, regional centers, and schoolbased services within California Ensured health plan community presence and membership growth throughout California
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30 Demonstrated effective leadership and promoted health plan involvement in strategic initiatives and innovative pilot programs
Advised on and ensured care coordination and contract compliance with internal departments and functional areas
California Health and Wellness, Sacramento, CA, Manager of Community Programs, August 2015–February 2017
Developed and implemented strategies for engagement with community organizations to promote satisfaction with the health plan and improve the quality of relationships and the health plan’s reputation within counties of service Developed a program that monitored engagement and collaboration between the health plan and county entities/community-based organizations Developed and implemented an organization-wide plan for oversight of memoranda of understanding between county behavioral health departments and regional centers
Advised operational owners within the health plan regarding compliance with contract mandates
California Health and Wellness, Sacramento, CA, Manager of Case Management, November 2013–August 2015
Planned, assigned, and directed the administration of case management programs according to Medi-Cal guidelines
Provided clinical and administrative oversight of multidisciplinary teams consisting of nurses, behavioral health professionals, and paraprofessionals to ensure quality of care and access to services
Developed and evaluated the effectiveness of policies and procedures to ensure compliance with national Healthcare Effectiveness Data and Information Set (HEDIS) standards
Developed and implemented an organization-wide behavioral health integrated care model into existing case management programs to increase efficiency, quality of care, and compliance with contractual obligations
Held responsibility for compliance with National Committee for Quality Assurance guidelines and accreditation of newly developed case management programs Conducted interviews and hiring, provided monitoring and coaching, and released associates to make effective decisions regarding staff and personnel matters Health Net Federal Services, Rancho Cordova, CA, Manager of Disease Management, November 2010–November 2013
Planned, assigned, and directed the work of the behavioral health disease management programs in accordance with Tricare guidelines Provided clinical and administrative oversight of both professional and clinical staff Evaluated the effectiveness of policies and procedures, ensuring compliance with national HEDIS standards
Developed a clinical model of care that facilitated the engagement of veterans in their care
Oversaw biannual accreditation through the Utilization Review Accreditation Commission and the International Organization for Standardization 1172
31 Conducted trainings regarding best clinical practices to promote positive clinical outcomes
Conducted presentations to contractors regarding program service delivery Directed complex budget activities and made effective decisions regarding staff and personnel matters
Education and Licensure
Master of Social Work, University of Southern California Bachelor of Social Work, California State University, Long Beach Licensed Clinical Social Worker, State of California, 22389 1173
32 Karen Louise Hill, PhD, ANP-C, MSN, RN
Principal
San Francisco, California
Relevance to this Engagement
Ability to engage community members from all backgrounds, including using trauma-informed care
Expert at developing, facilitating, and analyzing focus groups for all levels of organizations and communities (e.g., leading focus groups, community listening sessions, and other community-based data collection)
Experience in primary care direct services, integrated service design, complex care management, quality improvement, outreach and engagement to diverse and under-resourced communities, focus groups and strategic planning, crisis and emergency services, substance use disorder and medication-assisted treatment, and evaluation
Range of Experience
More than 30 years of experience in healthcare and the healthcare industry Over 20 years of experience in adverse childhood experiences (ACEs) and traumainformed care (TIC) training, needs assessment, and implementation, providing training in various settings
Comprehensive experience in social and clinical practice initiative implementation and evaluation as it relates to organizational operations design, communications, training, and curriculum development
Facilitating and supporting strategic planning sessions for county and community agencies
Conducting community outreach to identify organizational strengths and weaknesses to assist with developing an organization’s strategic direction and management goals
Expertise in conducting program impact assessments using mixed-methodology quantitative and qualitative data
Teaching and training organizations and staff on SMART (specific, measurable, achievable, relevant, and time-bound) goals, Plan-Do-Study Rapid Cycles of Change, and quality improvement
Professional Experience
Health Management Associates, Inc., June 2015–present
Department of Health Care Services, Assertive Field-Based Services for Substance Use Disorder, 2025–present: Developing a case-based curriculum for an assertive field-based services (unhoused populations) organizational toolkit for California behavioral health organizations. Developing and executing a web-based training curriculum for staff and partnering with community-based organizations statewide.
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33 Department of Health Care Services, Enhanced Care Management (ECM), 2021– present: Developed and executed the curriculum and training program for a mandated statewide California Medi-Cal reform program for enrolled health plans, counties, and community-based organizations that were providing services to marginalized residents. Developed the curriculum for a multicultural and diverse population of participants and recipients.
Los Angeles County Department of Health Services, Ambulatory Care Network, 2017–2022: Developed and executed the ECM training curriculum for complex care management and ECM staff. Provided coaching and mentoring for difficult case care conferences and during staff office hours.
Los Angeles County Department of Health Services (LACDHS), College of Nursing Allied Health (CONAH) Feasibility Study, 2019–2020: Advised LACDHS and CONAH leadership on expanding the ASN program to also offer a BSN degree.
Conducted a market scan and comprehensive needs assessment of internal health staff nursing needs across acute, ambulatory, jail, rehab, and mental health settings. Reviewed CONAH faculty and staff skills gaps related to BSN requirements. Evaluated the curriculum, accreditations, and key stakeholder input.
Performed a SWOT (strengths, weaknesses, opportunities, and threats) analysis of strategies for establishing a BSN program. Reviewed licensing and legal issues related to the ASN to BSN transition. Conducted financial and technology gap analyses.
LACDHS, 2018–2019: Led a system-wide complex care management training for ambulatory care nurses to develop and enhance their leadership skills, critical thinking, and chronic disease expertise to effectively manage primary care patients with complex health, social, and psychological needs. This comprehensive, evidence-based, and culturally sensitive training also provided practical baseline training for immediate application in the clinical setting. Over 100 nurse care managers and their supervisors participated in the two-year project, with marked improvements in participants’ knowledge and skills, designed to support LACDHS’s efforts to achieve the Quadruple Aim.
LACDHS, Ambulatory Care Network: Developed and conducted quality improvement, patient engagement, and domestic violence training. Conducted an employee work environment survey, on-site interviews, workflow evaluations, and job description assessments.
Kaiser Foundation Health Plan: Designed a TIC training for allied health practitioners and special populations: the military, LGBTQIA, and disabled members.
Sacramento County, TIC Implementation Project: Providing TIC and crisis prevention/de-escalation techniques-based training to Sacramento County employees through an evidence-based, culturally responsive, and collaborative care management model.
Idaho State Delivery System Reform Incentive Payment Transformation Project:
Three-year rural health project that provided teaching, coaching, and mentoring to primary care clinics on National Committee for Quality Assurance and the PatientCentered Medical Home. Developed and conducted trainings related to patient and staff engagement, social determinants of health, quality improvement, care management, and behavioral health integration.
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34 MassHealth Nurse Practitioner (NP) Post-Graduate Residency Safety-Net Training Program: Developing an NP post-graduate residency learning collaborative and the application for the state’s first NP post-graduate training program.
Great Columbia Accountable Community of Health, Complex Care and TIC Training Project: Developed and deployed TIC training for complex care management and medication-assistance treatment.
Yakama Nation Behavioral Health, Yakima, Washington: Conducted traumainformed and ACEs training in 2017 and 2019. Yakama Nation Behavioral Health and Indian Health Services, Behavioral Health Integration Needs Assessment, Yakima, Washington: Conducted a behavioral health integration needs assessment in 2019. Washington Allied Health Center of Excellence, Yakima, Washington:
Conducted trauma-informed and ACEs training in 2018.
Health Improvement Partnership of Santa Cruz County: Conducted a two-day trauma-informed system of care and chronic pain management training for interprofessional healthcare providers and staff.
UCSF/Glide Health Services, Interim Vice President of Programs, 2014; Clinical Nurse Manager, 2004–2013; Director of Wellness Center; Director of Nursing Case Management and Care Transitions
Focused primarily on six areas:
Patient care and safety
Providing evidence-based, patient-centered care, innovations in care delivery, residencies and training programs for workforce development and pipeline, sustainability of the service model, staff and volunteer acquisition, retention, development, training, and team building
Work organization and clinic flow
Clinic operations
Health promotion activities
Developed interagency relationships and community alliances Glide Walk-In Center, Nurse, 2004–2005
Triage, assessment, diagnosis, referral of patients, and disease management Provided teaching and education materials for underserved and marginalized populations
Certifications and Professional Affiliations
TeamSTEPPS Master Trainer
AAACN Complex Care Management Certification
Six Sigma Green Belt
Nurse Practitioner American Association of National Certification Adolescent Health Certification, UCSF Pediatrics
Education and Licensure
Doctor of Philosophy, School of Nursing, Occupational and Environmental Health Nursing Program, University of California, San Francisco
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35 Master of Science, Nursing, School of Nursing, University of California, San Francisco Bachelor of Science, Nursing, University of San Francisco Nurse Practitioner, NP #15458
American Association of National Certification, NP furnishing, current, #15458 Registered Nurse, RN #444077
Public Health Nurse, PHN #544407
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36 Nicholas Williams, MPP
Associate Principal
Los Angeles, California
Relevance to this Engagement
Co-directed the development of the California 988-Crisis Five-Year Implementation Plan with the California Health and Human Services Agency, which included developing a statewide assessment of the crisis care continuum; a consumeroriented, equity-driven stakeholder engagement report; and a series of 23 public statewide meetings and workgroups
Led a yearlong statewide technical assistance and training project for the California County Behavioral Health Directors Association to support local implementation of the Medi-Cal Mobile Crisis benefit and expansion of county-run mobile crisis services
Range of Experience
Consultant with 15 years of experience in community assessment and program evaluation, strategic planning, and program and operational development for community-based organizations and public agencies
Subject matter expertise in behavioral health, including 988 and mobile crisis response, and functional expertise in strategy development, qualitative and quantitative research, and public policy
Published author and writer on public policy, homelessness, philanthropy, and public health
Professional Experience
Health Management Associates, Inc., March 2021–present
Project managed the development of a state advisory group in Nevada focused on developing managed care strategies to increase access to system-involved youth and children with special behavioral health needs
Facilitated a multi-stakeholder process for the State of Hawaii to develop a transformation plan focused on the social determinants of health (including crosssector stakeholder meetings, hospitals, housing partners, federally qualified health centers, and university and government partners)
Developed strategic plans for large community-based behavioral health providers, including Wellnest, Pacific Clinics, and the Child Guidance Center, as well as planning work for numerous California county behavioral health agencies, including Imperial County, Ventura County, Calaveras County, and Los Angeles County NPO Solutions, Los Angeles, CA, Independent Consultant, 2012–2021, Management Consultant, 2008–2012
Engaged public agencies and mission-driven nonprofit organizations focused on health and human services, particularly behavioral health, in organizational development activities that build sector capacity
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37 Provided clients at various stages of the organizational life cycle with counsel and directed support on program and fundraising strategy, organizational management and board development, and communications and messaging Spearheaded multi-stakeholder needs assessments and developed strategic, operational, development/sustainability, and business/social enterprise plans University of Southern California, Center of Philanthropy and Public Policy, Los Angeles, CA, Associate Director, 2012–2020
Directed the operations and strategic initiatives of a university-based research center
Led the development of qualitative and quantitative research reports, case studies, and infographics on non-governmental strategy, leadership, decision-making, and private/public collaboration
Presented a paper on cross-collaborative projects at the White House Organized all center programs and learning events with foundations, including The Kresge Foundation, the Ford Foundation, and the Weingart Foundation, as well as scholars and other social sector leaders
Managed all center communications (press releases, quarterly newsletters, brochures, and special communications) and web and social media content Expanded the center’s brand from a regional to a national level Developed a fundraising campaign to catalyze a series of case studies highlighting the importance of foundation leadership in communities, raising more than $1 million in endowment to support developing these case studies DEMOS: A Network for Ideas and Action, New York, NY, Policy Analyst, Democracy Program Hippocrene Books, Inc., New York, NY, Editor, Foreign Language Minnesota House of Representatives, Minneapolis, MN, Legislative Research Assistant Selected Publications
Scaling Up: How Philanthropy Helped Unlock $4.7 Billion to Tackle Homelessness in Los Angeles, The Center on Philanthropy and Public Policy, 2019 (with J.M. Ferris).
Catalyzing Collaboration: The Developing Infrastructure for Federal Public Private Partnership, The Center on Philanthropy and Public Policy, 2014 (with J.M. Ferris).
A Scan of Foundation Grantmaking in Greater Los Angeles, The Center on Philanthropy and Public Policy, February 2014.
Offices of Strategic Partnerships: Helping Philanthropy and Government Work Better Together, The Foundation Review, Vol. 5, 2013 (with J.M. Ferris).
Philanthropy and Government Working Together: The Role of Offices of Strategic Partnerships in Public Problem Solving, The Center on Philanthropy and Public Policy, 2012 (with J.M. Ferris).
Education
Master of Public Policy, University of Southern California Bachelor of Arts, Sociology, University of Denver
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38 Gabriel Velázquez, MPH
Consultant
Los Angeles, California
Relevance to this Engagement
Managed large-scale community engagement and planning processes in both Ventura and Imperial Counties tied to identifying and prioritizing systems improvements under the new Behavioral Health Service Act Led the coordination of municipal quality-of-life studies in underserved and marginalized communities to ensure the voices of people with lived experience were enlisted in the development of plans, policies, and practices Regularly conducts community needs assessments with individuals with lived experience, family members and caregivers, and direct service providers Range of Experience
Dedicated research professional with a background in program management and coordination
Focused on public health and effecting positive change within underrepresented communities
Experienced in research study coordination, including quality assurance, regulation adherence, and data management
Proficient with Microsoft Office, including Excel, and familiar with SPSS and electronic health record software
Fluent in English and Spanish
Professional Experience
Health Management Associates, Inc., May 2024–present
Manage and support multiple large-scale public health and human services initiatives, including strategic planning, community needs assessments, and crosssector improvement efforts across California Lead stakeholder engagement with public agencies, healthcare systems, and community-based organizations to support planning processes that advance population health, equity, and service coordination
Conduct mixed-methods research, including qualitative analysis, survey development, literature reviews, and community input synthesis, to inform recommendations and implementation strategies
Design and implement bilingual surveys and engagement tools using Qualtrics to capture resident experiences, service gaps, and priority needs across diverse communities
Analyze and manage complex datasets to produce needs assessment findings, strategic deliverables, and program evaluation products that inform funding priorities and long-term planning
Develop clear, audience-specific reports, presentations, and executive materials that translate data into actionable insights for clients, partners, and community stakeholders
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39 Coordinate focus groups, interviews, convenings, and collaborative meetings, providing end-to-end logistical and facilitation support to ensure inclusive and effective participation
Collaborate with multidisciplinary teams to deliver community-informed planning resources that strengthen systems of care and improve access for historically underserved populations
Bienestar Human Services Inc., Los Angeles, CA, Research Coordinator, Estoy PrEParado/I’m PrEPared Project, March 2023–May 2024
Developed and delivered a comprehensive HIV education program to Latino men who have sex with men
Recruited and enrolled participants for the research study, ensuring adherence to informed consent processes and ethical considerations
Conducted routine quality assurance checks and monitoring to address any inaccuracies or issues during the study
Provided individual counseling services and connected participants with appropriate support services
Maintained confidential data and records, ensuring compliance with privacy regulations and facilitating program evaluation
California State University, Long Beach, Center for Health Equity Research, Long Beach, CA, Research Intern, Exploring Tobacco Exposure from Recreational Marijuana Study, January 2023– December 2023
Conducted literature reviews on tobacco cessation strategies and related public health topics to inform research design and support evidence-based interventions Assisted with manuscripts and grant writing, including preparing drafts Prepared graphs and tables in Microsoft Office software Assisted in developing quantitative data collection instruments Prepared summaries of data findings
Alta-Med Health Services, Los Angeles, CA, Health Education and Wellness Coordination Intern, June 2023–July 2023
Conducted wellness workshops, providing patients with evidence-based health information and practical tools for healthier living
Conducted outbound calls to connect patients with healthcare services and programs
Updated patient files and tracked enrollment status using an electronic health record system
California State University, Long Beach, Center for Latino Community Health, Evaluation, and Leadership Training, Long Beach, CA, Research Assistant, Eat, Play, Go! Integrated Transdisciplinary Research, Education, and Extension Project, August 2021–June 2023 Supervised a team of five health educators and support staff, providing training and guidance to ensure quality service delivery
Developed and delivered comprehensive health education programs on topics such as nutrition, physical activity, and disease prevention to Latino adults and youths ages 10 to 13
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40 Collected demographic and baseline survey data as well as anthropometric measures from youth and adult participants who were part of a childhood obesity prevention intervention
Designed and developed a variety of culturally tailored research materials to support obesity prevention among participants
LGBTQ+ Center Long Beach, Long Beach, CA, Community Resource Navigator, Health Services Intern, September 2021–August 2022
Assisted the nurse practitioner and director of health services with updating client data regarding HIV/sexually transmitted infection (STI) testing services using an electronic health record system
Scheduled client appointments with the Health Services team and made reminder phone calls
Conducted quality control to ensure data were accurate and forms were filled out for clients with upcoming appointments
Greeted clients and responded to clients’ inquiries, requests, and issues in a timely, personable, and efficient manner to resolve any concerns Updated the community resource database to ensure all resources were inclusive and accurate
Provided clients with information on different services, including housing, STI/HIV testing, legal support, and mental health resources
Select Publications
Garcia, M., Luna, A., Velázquez, G., and Trinidad, P. “Eat, Play, Go! Integrated transdisciplinary research, education, and extension project to prevent Latino youth obesity.” Journal of Nutrition and Behavior 55, no. 7s (2023): 107–08.
Community Involvement/Board Affiliations/Membership in Professional Organizations LINK Fellowship, Center for Latino Community Health, Evaluation, and Leadership Training, August 2022–June 2023
ANDALE Fellowship, ANDALE Latino Research Training Program, Center for Latino Community Health, Evaluation, and Leadership Training, August 2021–May 2022 AIDS Walk Long Beach, November 2021
QFILMS Long Beach, September 2021
Education
Master of Public Health, Community Health Education, California State University, Long Beach
Bachelor of Science, Health Science, Community Health Education, California State University, Long Beach
Associate to Transfer Degree, Health Science, Long Beach City College CITI Certification, Collaborative Institutional Training Initiative 1182
41 Appendix B. Required Forms
Signed copies of the Vendor Sanctuary City Compliance Certification and ProcurementDisclosure Statement for LLC are on the following pages. 1183
CITY OF RICHMOND
Sanctuary City Compliance Statement
The undersigned, an authorized agent of Health Management Associates, Inc. (hereafter "Contractor"), has had an opportunity to review the requirements of City of Richmond Ordinance 12-18 (hereafter “Sanctuary City Contracting Ordinance" or “SCCO”).
Contractor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor understands the meaning of the following terms used in the SCCO:
a. "Data Broker” means either of the following:
i. The collection of information, including personal information about consumers, from a wide variety of sources for the purposes of reselling such information to their customers, which include both private-sector business and government agencies; ii. The aggregation of data that was collected for another purpose from that for which it is ultimately used.
b. “Extreme Vetting” means data mining, threat modeling, predictive risk analysis, or other similar services."
Contractor understands that it is not eligible to receive or retain a City contract if at the time the Contract is executed, or at any time during the term of the Contract, it provides Data Broker or Extreme Vetting services to ICE.
Contractor further understands and agrees that Contractor's failure to comply with the SCCO shall constitute a material default of the Contract and the City Manager may terminate the Contract and bar Contractor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.
By executing this Statement, Contractor certifies that it complies with the requirements of the SCCO and that if at any time during the term of the Contract it ceases to comply, Contractor will promptly notify the City Manager in writing. Any person or entity who knowingly or willingly supplies false information in violation of the SCCO shall be guilty of a misdemeanor and subject to a $1,000 fine.
Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct. Executed this 17 day of February 2026,at Okemos, Michigan.
Printed Name: Kelly Johnson Title: Chief Administrative Officer Signed: Date: February 17, 2026
Business Entity: Health Management Associates, Inc.
Vendor SCCO Compliance Statement (Augt2020)
Docusign Envelope ID: D9E308F5-C624-44BC-869C-96E50BB2C4D7 1184
Disclosure Statement for Limited Liability Companies
This Statement Shall be included with all Bid and Proposal Submissions Is your Business a Limited Liability Company (LLC)? YES NO If you answered YES, please provide the City with the names and business addresses of any and all shareholders, directors, officers, members, managers, other authorized persons, partners, and “Beneficial Owners” of the applying LLC. A Beneficial Owner is any person or entity who: (1) exercises substantial control over the applying LLC; (2) owns 25% or more of the interest in the applying LLC; or (3) receives substantial economic benefits from the assets of the applying LLC.
If any LLC shareholder, director, officer, member, manager, other authorized person, partner, or Beneficial Owner is itself an LLC or other business entity, the names and business addresses must also be provided for any and all shareholders, directors, officers, members, managers, other authorized persons, partners, and Beneficial Owners of that LLC or other business entity all the way up through each entity in the organizational chart until ultimate ownership by individual people is disclosed.
Name: _____________________
Title: _____________________
Address:__________________________________________
Name: _____________________
Title: _____________________
Address:__________________________________________
Name: _____________________
Title: _____________________
Address:__________________________________________
☐ Check this box if additional ownership information is attached to this Disclosure Statement.
In signing this Disclosure Statement, I represent that the information submitted in this Disclosure Statement, and any attachments, is true and correct.
Signature: _____________________
Printed Name: Kelly Johnson
Title: Chief Administrative Officer
Date: _____________________
Docusign Envelope ID: D9E308F5-C624-44BC-869C-96E50BB2C4D7 February 16, 2026 | 1:39 PST
1185
CITY OF RICHMOND
STANDARD CONTRACT
Department: City Project Manager:
City Project Manager E-mail: City Project Manager Phone No:
Vendor No: Contract No:
Description of Services:
The parties to this STANDARD CONTRACT do mutually agree and promise as follows:
1. Parties. The parties to this Contract are the City of Richmond, a municipal corporation (“the City”), and the following named Contractor:
Contractor Name:
Street Address:
City, State, Zip Code:
Contact Person:
Telephone: Email:
Business License No:
☐ A California corporation, ☐ limited liability corporation ☐ general partnership, ☐ limited partnership, ☐ individual, ☐ non-profit corporation, ☐ individual dba as [specify:] ____________________ ☐ other [specify:] _______________________________
2. Term. The effective date of this Contract is _______________________ and terminates _________________ unless terminated earlier as set forth herein.
3. Payment Limit. City’s total payments to Contractor under this Contract shall not exceed $______________ (“Contract Payment Limit”) unless a Contract Amendment has been approved by the City Council or City Manager. If this amount includes a contingency, Contractor acknowledges that any use of such contingency shall be for work beyond the original scope of services and requires prior written authorization by the City. If noted below, Compensation for work done under this Contract, shall not exceed as follows:
FY _________ total compensation shall not exceed $_________________ FY _________ total compensation shall not exceed $_________________ FY _________ total compensation shall not exceed $_________________
4. Contractor’s Obligations. Contractor agrees to perform all work at its own cost and expense, to furnish all labor, tools, equipment, materials, except as otherwise specified, in accordance with the Service Plan set forth in Exhibit A, attached hereto and incorporated herein.
5. City Obligations. City shall make payments to the Contractor in accordance with the Payment Provisions set forth in Exhibit B, attached hereto and incorporated herein.
Community Services Sam Vaughn [email protected] (510) 620-5404 17478 Assessment of Mental Health Resources and Community-Based Support Services for Individuals and Families Experiencing Crisis Situations Health Management Associates, Inc. 2501 Woodlake Circle, Suite 100 Okemos, MI. 48864 Frank Ingiosi (484) 832-5589 [email protected] 40069681 June 16, 2026 December 31, 2026 150,000.00 1186
6. Authorized Representatives and Notices. This Contract is subject to the Authorized Representatives and Notices Provisions (Exhibit C), attached hereto and incorporated herein.
7. General Conditions. This Contract is subject to the General Conditions (Exhibit D), which are attached hereto and incorporated herein.
8. Special Conditions. This Contract is subject to the Special Conditions (Exhibit E) (if any), which are attached hereto and incorporated herein.
9. Insurance Provisions. This Contract is subject to the Insurance Provisions (Exhibit F), which are attached hereto and incorporated herein.
10. Sanctuary City Compliance Statement. This Contract is subject to the Sanctuary City Compliance Statement (Exhibit G), which is attached hereto and incorporated herein.
11. Signatures. These signatures attest the parties' agreement hereto:
CITY OF RICHMOND,
a municipal corporation [BUSINESS NAME]
(* The Corporation Chairperson of the Board, President, or Vice President should sign below)
By: _________________________ By: ___________________________ Title: ________________________ Title: __________________________ Date Signed: _________________ Date Signed: ___________________ I hereby certify that this Contract (* The Corporation Chief Financial Officer or Assistant has been approved by City Council Treasurer, or Secretary or Assistant Secretary should or the City Manager. sign below)
By: _________________________ By: ___________________________ City Clerk Title: __________________________
Date Signed: ____________________
Approved as to form:
(NOTE: Pursuant to California Corporations Code Section By: _________________________ 313, if Contractor is a corporation or nonprofit organization, City Attorney this Contract (1) must be signed by (a) the Chairperson of the Board, President, or Vice-President and (b) the
Chief Financial Officer or Assistant Treasurer, or
Secretary or Assistant Secretary)
LIST OF ATTACHMENTS:
Service Plan Exhibit A
Payment Provisions Exhibit B
Authorized Representatives and Notices Exhibit C
General Conditions Exhibit D
Special Conditions Exhibit E
Insurance Provisions Exhibit F
Sanctuary City Compliance Statement Exhibit G
Health Management Associates, Inc.
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
EXHIBIT A
SERVICE PLAN
Contractor shall, to the satisfaction of the Project Manager (set forth in Exhibit B), perform the following services and be compensated as outlined below [or attach service plan if necessary]:
Health Management Associates, Inc.
Services are outlined in attached proposal submitted by Contractor. 1188
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
EXHIBIT B
PAYMENT PROVISIONS
1. COMPENSATION TO CONTRACTOR:
a. Provided Contractor is not in default under this Contract, Contractor shall be compensated in the manner set forth herein.
b. All payments made pursuant to this Contract shall be subject to the Contract Payment Limit. The Payment Limit includes expenses (phones, photocopying, meals and travel, etc.). Invoices shall be adequately detailed, based on accurate records, and be in a form reasonably satisfactory to the City. Contractor may be required to provide back-up material upon request. c. All City vendors receiving new contracts shall sign up to receive electronic payments through the City’s Automated Clearinghouse (ACH) payments service/provider.
2. SUBMISSION OF INVOICES:
Contractor shall submit timely invoices by email to
[email protected] and/or to the following address:
Attention: City of Richmond Finance/Account Payable
Project Manager: _______________________
P.O. Box 4046
Richmond, CA 94804
3. All invoices that are submitted by Contractor shall be subject to the approval of the City Project Manager, _______________________, before payments shall be authorized.
a. The City will pay invoice(s) within 45 days after completion of services to the City’s satisfaction. The City shall not pay late fees or interest.
b. All appropriate permits, certificates, and licenses, including a City business license shall be obtained and maintained for the duration of this Contract before any payment is authorized.
4. All insurance coverage required by this Contract shall be provided by the Contractor before this Contract is executed by the City. The insurance coverage required by this Contract shall be maintained by Contractor for the duration of this Contract and must be in place before any payment is authorized.
Sam Vaughn Sam Vaughn Health Management Associates, Inc. 1189
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
EXHIBIT C
AUTHORIZED REPRESENTATIVES AND NOTICES
1. All required written notices shall be delivered: (i) by hand; or (ii) sent by registered, express, or certified mail, with return receipt requested or with delivery confirmation requested from the U.S. postal service; or (iii) sent by overnight or same day courier service at the party’s respective address listed in this Section.
2. Each notice shall be deemed to have been received on the earlier to occur of:
actual delivery or the date on which delivery is refused; or three (3) days after notice is deposited in the U.S. mail or with a courier service in the manner described above (Sundays and City holidays excepted).
3. Either party may, at any time, change its notice address (other than to a post office box address) by giving the other party three (3) days prior written notice of the new address.
4. All notices, demands, requests, or approvals from Contractor to the City shall be addressed to the City at:
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
Email: ________________________________________________
5. All notices, demands, requests, or approvals from the City to Contractor shall be addressed to Contractor at:
Attn:
Email: ________________________________________________ Sam Vaughn [email protected] Management Associates, Inc. Health Management Associates, Inc. 2501 Woodlake Circle, Suite 100 Okemos, MI. 48864 [email protected] Frank Ingiosi 1190
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
EXHIBIT D
GENERAL CONDITIONS
1. INDEPENDENT PARTIES:
Contractor hereby declares that Contractor is engaged as an independent business and Contractor agrees to perform the services as an independent contractor.
The manner and means of conducting the services and tasks are under the control of Contractor except to the extent they are limited by statute, rule or regulation and the express terms of this Contract. No civil service status or other right of employment will be acquired by virtue of Contractor’s services. None of the benefits provided by the City to its employees, including but not limited to unemployment insurance, workers’ compensation plans, vacation and sick leave, are available from the City to Contractor, its employees or agents. Deductions shall not be made for any state or federal taxes, FICA payments, PERS payments, or other purposes normally associated with an employer-employee relationship from any compensation due to Contractor. Payments of the above items, if required, are the responsibility of Contractor.
2. TIME IS OF THE ESSENCE:
Contractor and the City agree that time is of the essence regarding the performance of this Contract.
3. STANDARD OF CARE:
Contractor agrees to perform all services hereunder in a manner commensurate with the prevailing standards of like professionals or service Contractors, as applicable, in the San Francisco Bay Area and agrees that all services shall be performed by qualified and experienced personnel who are not employed by the City.
4. IMMIGRATION REFORM AND CONTROL ACT (IRCA):
Contractor assumes all responsibility for verifying the identity and employment authorization of all of its employees performing work hereunder, pursuant to all applicable IRCA or other federal, or state rules and regulations. Contractor shall indemnify, defend, and hold the City harmless from and against any loss, damage, liability, costs or expenses arising from any noncompliance of this provision by Contractor.
5. NON-DISCRIMINATION:
Consistent with the City’s policy and state and federal law that harassment and discrimination are unacceptable conduct, Contractor and its employees, contractors, and agents shall not harass or discriminate against any job applicant, City employee, or any other person on the basis of any kind of any statutorily (federal, state or local) protected class, including but not limited to: race, religious creed, color, national origin, ancestry, Health Management Associates, Inc.
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
disability (both mental and physical) including HIV and AIDS, medical condition (e.g. cancer), genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, pregnancy, political affiliation, military and veteran status or legitimate union activities. Contractor agrees that any violation of this provision shall constitute a material breach of this Contract.
6. CITY PROPERTY:
a. Each and every report, draft, work product, map, record, applicable plans, drawings, calculation, data, specification, video, graphic, or any other material or document produced, prepared or caused to be prepared by Contractor pursuant to or in connection with this Contract shall be the exclusive property of the City. b. Notwithstanding the foregoing, Contractor shall not be obligated to provide to City proprietary software or data which Contractor has developed or had developed for Contractor's own use; provided, however, that Contractor shall, pursuant to Section 11 below, indemnify, defend and hold the City harmless from and against any discovery or Public Records Act request seeking the disclosure of such proprietary software or data. c. No report, information or other data given to or prepared or assembled by Contractor pursuant to this Contract shall be made available to any individual or organization by Contractor without prior approval of the City Manager or their designee. d. Contractor shall, at such time and in such form as City Manager or their designee may require, furnish reports concerning the status of services and tasks required under this Contract.
7. RECORDS:
a. Contractor shall maintain complete and accurate records with respect to the services, tasks, work, documents and data in sufficient detail to permit an evaluation of Contractor’s performance under the Contract, as well as maintain books and records related to sales, costs, expenses, receipts and other such information required by the City that relate to the performance of the services and tasks under this Contract (collectively the “Records”).
b. All Records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Contractor shall provide free access to the Records to the representatives of the City or its designees during regular business hours upon reasonable prior notice. The City has the right to examine and audit the Records, and to make copies or transcripts therefrom as necessary, and to allow inspection of all proceedings and activities related to this Contract. Such Records, together with supporting documents, shall be kept separate from other documents and records and shall be maintained by Contractor for a period of five (5) years after receipt of final payment.
Health Management Associates, Inc.
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
c. If supplemental examination or audit of the Records is necessary due to concerns raised by the City’s preliminary examination or audit of records, and the City’s supplemental examination or audit of the records discloses a failure to adhere to appropriate internal financial controls, or other breach of this Contract or failure to act in good faith, then Contractor shall reimburse the City for all reasonable costs and expenses associated with the supplemental examination or audit.
8. PERMITS AND LICENSES:
Contractor, at its sole expense, shall obtain and maintain during the term of this Contract, all appropriate permits, certificates and licenses, including a City business license, required in connection with the performance of the services and tasks hereunder.
The failure to obtain such permits and licenses shall be a material breach of this Contract and grounds for immediate termination by City; provided, however, that City may waive the business license requirement in writing under unusual or extraordinary circumstances without necessitating any modification of this Contract to reflect such waiver.
9. TERMINATION:
a. Termination Without Default. Notwithstanding any provision herein to the contrary, the City may, in its sole and absolute discretion and without cause, terminate this Contract at any time prior to completion by Contractor of the project or services hereunder immediately upon transmission of written notice to Contractor as provided in Exhibit C “Authorized Representatives and Notices”.
b. Termination in the Event of Default. Should Contractor fail to perform any of its obligations hereunder, within the time and in the manner provided or otherwise violate any of the terms of this Contract, City may immediately terminate this Contract by giving written notice of such termination, stating the reasons for such termination. Contractor shall be compensated as provided in Exhibit B; provided, however, there shall be deducted from such amount the amount of damage, including attorney's fees, expert witness fees and costs, if any, sustained by City by virtue of Contractor's breach of this Contract. Additionally, in the event of such termination, the City may proceed with the work in any reasonable manner it chooses.
10. CONFLICT OF INTEREST:
Contractor acknowledges, represents and warrants that Contractor shall avoid all conflicts of interest (as defined under any federal, state or local statute, rule or regulation, or at common law) with respect to this Contract. Contractor further acknowledges, represents and warrants that no City official or employee has any economic interest, as defined in Title 2, California Code of Regulations §§ 18703.1 through 18703.5, with Contractor that would invalidate this Contract. Contractor acknowledges that in the event that Contractor shall be found by any judicial or administrative body to have any conflict of interest (as defined above) with respect to this Contract, all consideration received under Health Management Associates, Inc.
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
this Contract shall be forfeited and returned to City forthwith. This provision shall survive the termination of this Contract for one (1) year.
11. HOLD HARMLESS:
a. To the fullest extent permitted by law, Contractor shall indemnify, defend (with counsel acceptable to the City) and hold harmless the City, its City Council, boards, commissions, officials, employees, agents and volunteers (“Indemnitees”) from and against any and all loss, damages, liability, obligations, claims, suits, judgments, costs and expenses whatsoever, including attorney’s fees and costs of litigation (“Claims”), arising from or in any manner connected to Contractor’s performance of its obligations under this Contract or failure to comply with any of its obligations under this Contract or out of the operations conducted by Contractor even if the City is found to have been negligent. If the Claims filed against Indemnitees allege negligence, recklessness or willful misconduct on the part of Contractor, Contractor shall have no right of reimbursement against Indemnitees for the costs of defense even if negligence, recklessness or willful misconduct is not found on the part of Contractor. Contractor shall not have any obligations to indemnify Indemnitees if the loss or damage is found to have resulted solely from the negligence or the willful misconduct of the City. The defense and indemnification obligations of this Contract are undertaken in addition to, and shall not in any way be limited by, the insurance obligations contained in this Contract. b. This indemnification obligation shall survive this Contract and shall not be limited by any term of any insurance policy required under this Contract; provided however, that if this Contract is for design professional services, this indemnity provision is limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the design professional (as defined in California Civil Code section 2782.8).
12. LIMITATIONS UPON SUBCONTRACTING AND ASSIGNMENT:
a. This Contract binds the heirs, successors, assigns and representatives of Contractor. The Contractor shall not enter into subcontracts for any work contemplated under this Contract and shall not assign this Contract, nor any portion hereof or monies due or to become due, without the prior written consent of the City Council or its designee.
b. Contractor shall not assign, sublease, hypothecate, or transfer this Contract, or any interest therein, directly or indirectly, by operation of law or otherwise, without prior written consent of the City Manager. Contractor shall submit a written request for consent to transfer to the City Manager at least thirty (30) days in advance of the desired transfer.
The City Manager or their designee may consent or reject such request in their sole and absolute discretion. Any attempt to do so without said consent shall be null and void, and any assignee, sublessee, hypothecate or transferee shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. However, claims for Health Management Associates, Inc.
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
money against the City under this Contract may be assigned by Contractor to a bank, trust company or other financial institution without prior written consent. c. The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Contractor (if applicable), or of the interest of any general partner or joint venturer or syndicate member if Contractor is a partnership or jointventure or syndicate, which shall result in a change of control of Contractor, shall be deemed an assignment. For this purpose, control shall mean fifty percent or more of the voting power or twenty-five percent or more of the assets of the corporation, partnership or joint-venture.
d. Only those persons and/or businesses whose names and resumés are attached to this Contract shall be used in the performance of this Contract. However, if after the start of this Contract, Contractor wishes to use sub-contractors, at no additional costs to the City, then Contractor shall submit a written request for consent to add subcontractors including the names of the sub-contractors and the reasons for the request to the City Manager at least five (5) days in advance. The City Manager may consent or reject such requests in their sole and absolute discretion. e. Each sub-contractor shall be required to furnish proof of workers’ compensation insurance and shall also be required to carry general, automobile and professional liability insurance (as applicable) in reasonable conformity to the insurance carried by Contractor.
f. In addition, any tasks or services performed by sub-contractors shall be subject to each provision of this Contract. Contractor shall include the following language in their Contract with any sub-contractor: “Sub-Contractors hired by Contractor agree to be bound to Contractor and the City in the same manner and to the same extent as Contractor is bound to the City.”
g. The requirements in this Section 12 shall not apply to persons who are merely providing materials, supplies, data or information that Contractor then analyzes and incorporates into its work product.
13. SAFETY:
a. Contractor acknowledges that the City is committed to the highest standards of workplace safety. Contractor will be solely and completely responsible for conditions of all vehicles owned or operated by Contractor, including the safety of all persons and property during performance of the services and tasks under this Contract.
Contractor shall assume sole and complete responsibility for the safety of Contractor's employees and any of subcontractor's employees This requirement will apply continuously and not be limited to normal working hours. In addition, Contractor will comply with all safety provisions in conformance with U.S. Department of Labor Occupational Safety and Health Act, any equivalent state law, and all other applicable Health Management Associates, Inc.
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Contract No: ________ For the Contract between the City of Richmond and
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federal, state, county and local laws, ordinances, codes, and any regulations that may be detailed in other parts of the Contract. Where any of these are in conflict, the more stringent requirements will be followed. Contractor’s failure to thoroughly familiarize itself with the aforementioned safety provisions will not relieve it from compliance with the obligations and penalties set forth herein.
b. Contractor will immediately notify the City (in no event less than 24 hours) of any incident of death, serious personal injury or substantial property damage that occurs in connection with the performance of this Contract. Contractor will promptly submit to the City a written report of all incidents that occur in connection with this Contract. This report must include the following information: (i) name and address of injured or deceased person(s); (ii) name and address of Contractor’s employee(s) involved in the incident; (iii) name and address of Contractor’s liability insurance carrier; (iv) a detailed description of the incident; and (v) a police report.
c. Contractor acknowledges that the City shall have the right to impose, at the City’s sole discretion, requirements that it deems are necessary to protect the health and safety of the City employees, residents, and visitors. Contractor agrees to comply with all such requirements, including, but not limited to, mandatory vaccinations, the use of personal protective equipment (e.g. masks), physical distancing, and health screenings.
Contractor also agrees to make available to the City, at the City’s request, records to demonstrate Contractor’s compliance with this Section.
14. INSURANCE:
Insurance requirements are set forth in Exhibit F to this Contract. Contractor shall abide by the insurance requirements set forth in said Exhibit F.
15. COMPLIANCE WITH ALL APPLICABLE LAWS:
a. During the term of this Contract, Contractor shall keep fully informed of all existing and future state and federal laws and all municipal ordinances and regulations of the City of Richmond which affect the manner in which the services or tasks are to be performed by Contractor, as well as all such orders and decrees of bodies or tribunals having any jurisdiction or authority over the same. Contractor shall comply with all applicable laws, state and federal and all ordinances, rules and regulations enacted or issued by the City. Compliance under this provision includes compliance with all provisions of the Richmond Municipal Code ("Municipal Code"), including Chapters 2.50,
2.52, 2.56, and 2.60, if applicable.
b. Contractor acknowledges that under § 2.60.070 of the Municipal Code ("Living Wage Ordinance"), Contractor is required to provide the City with documents and information verifying its compliance with the Living Wage Ordinance. Contractor shall notify each of its affected employees with regards to the wages that are required to be paid pursuant to the Living Wage Ordinance as prescribed in § 2.60.070 of the Municipal Code.
Health Management Associates, Inc.
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c. Contractor shall comply with § 2.28.030 of the Municipal Code, obligating every Contractor or sub-Contractor under an agreement or sub-agreement with the City for public works, goods or services to refrain from discriminatory employment or practices on the basis of race, color, sex, sexual orientation, religious creed, national origin or ancestry of any employee, any applicant for employment or any potential sub-contractor. d. Contractor acknowledges that the City’s Drug Free Workplace Policy, Violence in the Workplace Policy and the Policy Against Workplace Harassment, are available on the City’s website at http://www.ci.richmond.ca.us/workplacepolicies.
Contractor agrees to abide by the terms and conditions of said policies.
16. INTEGRATED CONTRACT:
The Recitals and exhibits are a material part of this Contract and are expressly incorporated herein. This Contract represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions hereof. Any modification of this Contract will be effective only by written execution signed by both the City and Contractor.
17. CONFLICTING PROVISIONS:
In the event of a conflict between these General Conditions and those of any Exhibit or attachment hereto, these General Conditions shall prevail; provided, however, that any Special Condition as set forth in Exhibit E shall prevail over these General Conditions. In the event of a conflict between the terms and conditions of any two or more Exhibits or attachments hereto, those prepared by City shall prevail over those prepared by the Contractor, and the terms and conditions preferred by the City shall prevail over those preferred by the Contractor.
18. FORCE MAJEURE:
Neither party hereto shall be considered in default in the performance of its obligations hereunder to the extent that the performance of such an obligation is prevented or delayed by reason of acts of God, strikes, boycotts, lock-outs, inability to procure materials not related to the price thereof, failure of power, restrictive governmental laws and regulations enacted after the date of this Contract, riots, civil unrest, acts of terrorism, insurrection, war, declaration of a state or national emergency or other reasons of a like nature not within the reasonable control of such party.
19. CONFLICT OF LAW:
This Contract shall be interpreted under, and enforced by the laws of the State of Health Management Associates, Inc.
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_____________________________
California without regard to any choice of law rules which may direct the application of laws of another jurisdiction. The Contract and obligations of the parties are subject to all valid laws, orders, rules, and regulations of the authorities having jurisdiction over this Contract (or the successors of those authorities). Any suits brought pursuant to this Contract shall be filed with the courts of the County of Contra Costa, State of California.
20. CLAIMS:
Any claim by Contractor against City hereunder shall be subject to Government Code §§ 800 et seq. The claims presentation provisions of said Act are hereby modified such that the presentation of all claims hereunder to the City shall be waived if not made within six months after accrual of the cause of action.
21. INTERPRETATION:
This Contract shall be interpreted as if drafted by both parties.
22. WARRANTY:
If any product is be provided to the City as part of this Contract, Contractor warrants as follows: Contractor possesses good title to the product and the right to transfer the product to City; the product shall be delivered to the City free from any security interest or other lien; the product meets any specifications contained herein; the product shall be free from material defects in materials and workmanship under normal use for a period of one (1) year from the date of delivery; and the product shall be fit for its intended purpose(s). Notwithstanding the foregoing, consumable and maintenance items (such as light bulbs and batteries) shall be warranted for a period of one hundred and eighty (180) days from the date of delivery. All repairs during the warranty period shall be promptly performed by Contractor, at Contractor's expense, including shipping.
23. SEVERABILITY:
In the event that any of the provisions or portions or applications thereof of this Contract are held to be unenforceable or invalid by any court of competent jurisdiction, City and Contractor shall negotiate an equitable adjustment in the provisions of the Contract with a view toward effecting the purpose of this Contract, and the validity and enforceability of the remaining provisions or portions or applications thereof, shall not be affected thereby.
24. AUTHORITY:
City warrants and represents that the signatory hereto (the Mayor of the City of Richmond or the City Manager) is duly authorized to enter into and execute this Contract on behalf of City. The party signing on behalf of Contractor warrants and represents that they are duly authorized to enter into and execute this Contract on behalf of Contractor, Health Management Associates, Inc.
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and shall be personally liable to City if they are not duly authorized to enter into and execute this Contract on behalf of Contractor.
25. WAIVER:
The waiver by City of any breach of any term or provision of this Contract shall not be construed as a waiver of any subsequent breach. Inspections or approvals, or statements by any officer, agent or employee of the City relating to the Contractor’s performance, or payment therefore, or any combination of these acts, shall not relieve the Contractor’s obligation to fulfill this Contract as prescribed; nor shall the City be thereby stopped from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract.
26. COUNTERPARTS:
This Contract may be executed in any number of counterparts (including by fax, PDF, DocuSign, or other electronic means), each of which shall be deemed an original, but all of which shall constitute one and the same instrument.
27. SANCTUARY CITY CONTRACTING ORDINANCE (SCCO):
The Richmond Sanctuary City Contracting Ordinance No. 12-18 prohibits the City from granting and or retaining contracts with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor must submit the Sanctuary City Compliance Statement, attached hereto as Exhibit G.
Health Management Associates, Inc.
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
EXHIBIT E
SPECIAL CONDITIONS
The General Conditions are hereby amended to include the following modifications and/or provisions (if applicable, otherwise please state “NONE”):
Health Management Associates, Inc.
NONE
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_____________________________
EXHIBIT F
INSURANCE PROVISIONS
☐ CHECK HERE IF RISK MANAGEMENT HAS APPROVED WAIVING INSURANCE REQUIREMENTS FOR THIS CONTRACT.
1. CERTIFICATES: Before the commencement of the terms of this Contract, and during the entire term of this Contract and any extension or modification thereof, Contractor shall furnish the City’s Risk Manager with certificates showing the type, amount, class of operations covered, effective dates and dates of expiration of insurance coverage in compliance with coverage requirements set forth by the City and incorporated herein.
Such certificates, which do not limit Contractor’s indemnification, shall also contain substantially the following statement:
“Should any of the above insurance covered by this certificate be canceled or coverage reduced before the expiration date thereof, the insurer affording coverage shall provide thirty (30) days’ advance written notice to the City of Richmond.
Attention: Risk Manager.”
Contractor shall maintain in force at all times during the performance of this Contract all appropriate coverage of insurance required by this Contract with an insurance company licensed to offer insurance business in the State of California with a current A.M. Best’s rating of no less than A:VII or Standard & Poor’s Rating (if rated) of at least BBB unless otherwise acceptable to the City. Contractor shall deliver updated insurance certificates to the City at the address set forth in Exhibit C prior to the expiration of the existing insurance certificate for the duration of the term of Contract.
Endorsements naming the City, its City Council, boards, commissions, officials, employees, agents, and volunteers as additional insured shall be submitted with the insurance certificates.
2. COVERAGE REQUIREMENTS: The City’s insurance requirements depend upon the type of service being provided and/or the provider. The City’s insurance requirements will fall into one of the following categories (unless otherwise provided by the City):
Consultants and Contractors – Type 1
Professional Services – Type 2
Environmental Risk/Hazardous Waste Material – Type 3
Lease of City Property – Type 4
Vendors, Suppliers, Small Grant Recipients & Nonprofit Organizations – Type 5 Transportation Providers – Type 6
Professional Services Pyrotechnics – Type 7
Cyber and I.T. Risks – Type 8
Health Management Associates, Inc.
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
The insurance requirements classification applicable to this Contract shall be attached to this Exhibit F and made a part hereof.
3. FAILURE TO SECURE: If Contractor at any time during the term hereof should fail to secure or maintain the foregoing insurance, the City shall be permitted to obtain such insurance in Contractor’s name or as an agent of Contractor and shall be compensated by Contractor for the costs of the insurance premiums at the maximum rate permitted by law and computed from the date written notice is received that the premiums have not been paid.
4. SUFFICIENCY OF INSURANCE: The insurance limits required by the City are not represented as being sufficient to protect Contractor. Contractor is advised to consult Contractor’s insurance broker to determine adequate coverage for Contractor. The coverage and limits shall be (1) the minimum coverage and limits specified in this Contract; or (2) the broader coverage and maximum limits of the coverage carried by or available to Contractor; whichever is greater.
INSERT INSURANCE REQUIREMENTS CLASSIFICATION APPLICABLE TO THIS CONTRACT: (IF NECESSARY, CONFIRM WITH RISK MANAGER)
Health Management Associates, Inc.
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PROPOSAL TO PROVIDE AN
Assessment of Mental Health Resources and
Community-Based Support Services for Individuals
and Families Experiencing Crisis Situations
PRESENTED TO THE
City of Richmond
February 23, 2026
Health Management Associates, Inc.
2501 Woodlake Circle
Suite 100
Okemos, MI 48864
(517) 482-9236
HealthManagement.com
__Exhibit A
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Table of Contents
A. Cover Letter ......................................................................................................................
B. Services Methodology ..................................................................................................... 1 Understanding of Project Purpose............................................................................................ 1 Overall Methodological Framework .......................................................................................... 1 Phase 1: Discovery (April 2026) ................................................................................................ 2 Inventory of Existing Mental Health Services.......................................................................... 2 Phase 2: Inventory (May–June 2026) ......................................................................................... 4 Crisis Mental Health and Trauma Response Assessment ....................................................... 4 Phase 3: Engagement (June–August 2026) ................................................................................ 5 Community Engagement and Stakeholder Input .................................................................... 5 Phase 4: Synthesis (August–September 2026) .......................................................................... 8 Gap Analysis and Needs Assessment.................................................................................... 8 Phase 5: Recommendations (September–October 2026) ........................................................10 Development of Recommendations and Implementation Considerations.............................10 Project Management, Schedule, and City Staff Coordination...................................................11 C. Staffing, Experience, and Qualifications..........................................................................12 Firm Experience and Relevant Project History.........................................................................12 Key Personnel and Assigned Roles .........................................................................................13 Organizational Structure and Staffing Model...........................................................................15 Subcontractors .....................................................................................................................15 References............................................................................................................................16 D. Cost Information ............................................................................................................18 E. Assignment of Subcontract(s) .........................................................................................20 F. Previous Contracts with the City of Richmond ..................................................................21 G. Exceptions to the RFP.....................................................................................................22 H. Statement of Impartiality and Disclosure ........................................................................23 Appendix A. Staff Resumes................................................................................................. 24 Appendix B. Required Forms ...............................................................................................41 __Exhibit A
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A. Cover Letter
February 23, 2026
Michael Romero
Program Manager
Richmond City Hall
450 Civic Center Plaza
Richmond, CA 94804
Dear Mr. Romero:
Health Management Associates, Inc. (HMA) is pleased to submit our proposal to the City of Richmond to provide an assessment of mental health services in response to your RFP.
Founded in 1985, HMA is a leading independent, national research and consulting firm that provides technical assistance and training, facilitation and strategic planning, research and evaluation, policy development and recommendations, technical report writing, and analytical services with a focus on improving the administration and delivery of public health, healthcare, and social services programs. HMA’s team includes approximately 635 consulting colleagues and 890 total employees across all HMA companies, who have provided services in all 50 states, the District of Columbia, and several US territories.
HMA’s closest office to Richmond is our Bay Area office, located at 1212 Broadway Plaza, Suite 2100 (Offices #9, #30), Walnut Creek, CA 94596.
HMA’s work is grounded in a robust understanding of publicly financed behavioral health systems, the intersection of city and county roles, and the operational realities of crisis response, safety-net service delivery, and community-based care. Across engagements, HMA emphasizes equity-centered analysis, trauma-informed approaches, and decision-ready recommendations that are feasible within local governance and fiscal constraints. HMA has extensive experience conducting:
Mental health and behavioral health system assessments, including crisis continuum mapping, gap analyses, and capacity assessments Public-sector and municipal engagements, particularly in environments where cities must navigate county-led behavioral health systems Community-based and equity-centered work, incorporating lived experience, culturally responsive practices, and cross-sector stakeholder engagement __Exhibit A
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Our proposed team members have recent experience with a host of reforms underway in California’s behavioral health system, including:
Transition from the Mental Health Services Act to the Behavioral Health Services Act, which reallocates roles and responsibilities along the continuum of care Revisions to the state’s crisis response system and 988 to make it more responsive and efficient
Reforms to coverage, payment, and allowable services and providers under CalAIM, including Enhanced Care Management
Evaluation of school-based services expanded under the Children and Youth Behavioral Health Initiative, including systems change related to equitable access, workforce and provider credentialing, and fiscal reimbursement Design and delivery of evidence-based practices through BH-CONNECT, California’s new platform for targeted technical assistance for behavioral health professionals
Moreover, all team members regularly participate in projects and initiatives that involve engaging communities with lived experiences; actively listening to community concerns, suggestions, and recommendations to inform quality improvement and shape program planning; and guiding groups of various sizes, often with different points of view. Beyond the listening and data collection aspects of stakeholder engagement, we offer facilitation expertise to solve problems, build consensus, and resolve conflicts within and among stakeholders.
HMA has reviewed and understands all elements of this RFP. HMA intends to perform the services outlined in the city’s RFP.
HMA intends to enter into an agreement under the terms and conditions prescribed in the city’s RFP, the RFP’s insurance requirements, and the RFP’s sample service agreement.
All prices included in this proposal are valid for at least 180 days.
For questions relating to this proposal, please contact Sharon Bunyard, director of proposals, at [email protected]. For contracting matters, please contact Becky Pasch, director of contracts, at [email protected]. You can reach all HMA departments at 517-482-9236. As chief administrative officer, I am authorized to bind HMA contractually with this bid.
We are excited about the prospect of working with the City of Richmond and are confident that HMA will provide exemplary service on this project. Thank you for the opportunity to bid on this very important work. We look forward to your decision.
Sincerely,
Kelly Johnson
Chief Administrative Officer
__Exhibit A
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1 B. Services Methodology
Understanding of Project Purpose
There is a clear consensus across sectors—government, healthcare, education, public health, housing/homelessness—that equitable access to quality, responsive mental health is a critical component to quality of life, affecting community health and wellness, economic development, housing security, and public safety. The pandemic laid bare preexisting systemic inequities in all these areas, showcasing the disproportionate adverse and intersectional effects for underserved and high-risk populations.
The resulting reforms to California’s behavioral health system have changed nearly every aspect, including institutional roles and responsibilities, coverage and eligibility, prioritized populations of focus, workforce staffing and training requirements, reimbursement and financing mechanisms, and linkages to housing and other “upstream” social drivers of health. The simultaneous rollout and implementation of so much statewide change poses serious challenges in terms of both personal navigation of complexity and the ability of local officials to make strategic decisions about where and how to focus.
We applaud the City of Richmond’s willingness to fund a process designed to thoughtfully and intentionally assess the factors and opportunities conducive to:
Improving access to mental health services
Addressing key barriers to care (e.g., cost, coordination, and cultural competence) Enhancing cross-sector and interagency coordination and outreach Strengthening crisis response, especially trauma-related incidents Health Management Associates, Inc. (HMA) will provide data-informed recommendations to guide actionable local decisions about resource allocation, oversight, continuous improvement, partnerships, and collaboration. We are committed to identifying the most critical service gaps by age, geography, and special populations. HMA will also guide the City of Richmond on where and why to focus city efforts within a behavioral health continuum of care that has reallocated institutional roles and responsibilities. Lastly, HMA will showcase the opportunity levers for city-led, coordinated improvement within a largely county-run and operated behavioral health ecosystem.
Overall Methodological Framework
As shown in Exhibit 1, HMA envisions the project proceeding through five key phases: (1) Discovery, (2) Inventory, (3) Engagement, (4) Synthesis, and (5) Recommendations. In each phase, the type and nature of the data analyzed vary, but the overall framework is organized to ensure a clear process toward the development of five deliverables:
1. Summary of existing mental health service infrastructure (Discovery)
2. Gap analysis and needs assessment report (Inventory)
3. Summary of findings from community engagement (Engagement)
4. Gap analysis (Synthesis)
5. Recommendations for service enhancement, policy development, and funding strategies (Recommendations)
__Exhibit A
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2 A final report with an executive summary and formal presentation will be presented upon completion of all five phases
Exhibit 1. Phases
As detailed below, HMAs’ methodology will align with and reinforce three key principles:
1. Equity-Centered: Placing marginalized communities at the heart of design and research, with an asset-based model of community engagement
2. Trauma-Informed: Focusing on the safety, trust, and prevention of retraumatization by understanding how past experiences shape current behaviors
3. Community-Focused: Prioritizing local community needs in the design of suggestions for improvement
Phase 1: Discovery (April 2026)
Inventory of Existing Mental Health Services
In Phase 1, HMA will review existing data and reports, such as the City of Richmond’s 2023 Community Needs Assessment Report, the 2025 Contra Costa Community Health Assessment, and the draft 2026 Contra Costa Behavioral Health Services Act (BHSA) Integrated Plan. However, the bulk of Phase 1 will center on conducting an inventory of available mental health services in the City of Richmond, spanning provider types, levels of care along the mental health continuum, and priority populations. The inventory will support planning, gap analysis, and policy decision-making by focusing on four key design principles:
1. Thorough yet Appropriately Scaled – Reflective of current service availability and system conditions while avoiding unnecessary detail or complexity
2. Continuum-Based – Designed around levels of care and service functions to provide a holistic view of the system rather than funding or program silos Discovery
Review extant data
and context
Inventory
Understand needs,
gaps, and priorities
Engagement
Learn and listen
from local voices
Synthesis
Triangulate data
across methods
Recommendations
Provide actionable
next steps
Focus
Understanding the current state and
context of MH services in Richmond
Key Activities
Examine publicly available data
Review existing reports, evaluations,
and policies
__Exhibit A
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3 3. Provider/Funding Neutral – Inclusive of public, nonprofit, private, and county-operated services, including city leaders, county behavioral health departments, community-based providers, hospitals, federally qualified health clinics, law enforcement, child welfare, schools, and trusted community leaders
4. Structured for Reuse – Designed with standardized data elements and consistent definitions to support automation and reliable annual comparisons We will collaborate closely with the city to define the scope of services included in the inventory and establish clear criteria, classified into a standardized continuum of care, and developed to ensure consistency across providers and geographies. HMA will tag each service by operating entity, allowing the City of Richmond to understand who provides care (public, county-operated, nonprofit, private/for-profit, etc.). Exhibit 2 illustrates a high-level overview of the mental health data inventory process:
Exhibit 2. Mental Health Data Inventory Process
Identify
and Review
•County Behavioral Health – Contracted providers, utilization rates, the BHSA Integrated Plan
•Managed Care – Provider directories, beneficiary handbooks, community investments
•Crisis System – Rosters, mobile crisis logs, etc.
Standardize
and Classify
•Develop a data dictionary of available and appropriate fields •Tag entries by geography, referral, and/or provider type •Classify entries by age and special populations/diverse cultures Validate
•Cross-check duplicate providers
•Validate service categorization using licensing and program descriptions •Conduct limited outreach to confirm service existence, level of care, service offerings, and availability/capacity
__Exhibit A
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4 Phase 2: Inventory (May–June 2026)
Crisis Mental Health and Trauma Response Assessment
In Phase 2, HMA will assess the City of Richmond’s existing crisis response systems. HMA will examine how individuals, families, and communities who are experiencing acute mental health crises—and community-wide traumatic events—are currently supported, how systems function together in practice, and where breakdowns in access, coordination, and communication occur. HMA will develop an inventory of existing services and supports that are available across the full continuum of care serving city residents, with particular attention to how systems operate (or may fail to operate) across jurisdictional boundaries.
HMA will examine the roles, responsibilities, and coordination mechanisms among city departments most directly involved in crisis response, focusing on how different departments identify, triage, and respond to crises; how information is shared during and after crisis events; and how the city coordinates internal resources during both individual and community-wide crisis events.
Given Contra Costa County’s central role in behavioral health service delivery, HMA will also assess how city-based crisis response efforts interface with county-operated systems, including 988 crisis services, mobile crisis response, crisis stabilization, and specialty mental health services. We will evaluate referral pathways, handoffs, escalation protocols, and follow-up processes, with attention to where city authority, county responsibility, and service delivery expectations may be misaligned or unclear.
HMA will further inventory and assess community-based crisis supports available to Richmond residents, including community-based organizations, peer-delivered supports, crisis lines, and culturally specific resources. This review will focus on availability and accessibility, including hours of operation, eligibility requirements, language capacity, and alignment with trauma-informed principles.
A core component of the assessment will be to evaluate the extent to which Richmond’s crisis response system reflects trauma-informed best practices (see Exhibit 3), particularly for individuals with histories of trauma, co-occurring conditions, housing instability, or justice involvement.
Focus
Summarize existing mental health service
and crisis response infrastructure
Key Activities
Identify key gaps in access,
coordination, communication, and
outreach
__Exhibit A
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5 Exhibit 3. Best Practices for Crisis Response
We will also examine how the city and its partners respond to incidents involving community-wide trauma, such as critical incidents, violent events, or other crises that affect neighborhoods or populations collectively. The assessment will move beyond descriptive mapping to identify systemic gaps and operational barriers, including, but not limited to:
Gaps in response coordination. Mapping where coordination breaks down across city departments, between city and county systems, and between public systems and community-based providers
Barriers to timely access. Assessing barriers that delay or prevent timely access to appropriate crisis response, including limited service availability, restricted hours, eligibility constraints, workforce capacity issues, and gaps in after-hours or weekend response
Communication and outreach challenges. Evaluating how crisis services are communicated to the public, frontline responders, and referral partners, including awareness of 988, mobile crisis services, and community-based supports HMA will synthesize findings from the assessment into a summary that describes (1) how Richmond’s crisis response system functions today; (2) where trauma-informed practices are strong and where they are limited; (3) what coordination, access, and communication gaps affect crisis response today; and (4) which priority issues require further exploration and validation in Phase 3 (Engagement).
Phase 3: Engagement (June–August 2026)
Community Engagement and Stakeholder Input
Phase 3 will ensure that our final report and recommendations reflect the priorities and aspirations of the diverse set of stakeholders (lead institutions, service providers, and consumers) impacted by access to equitable, high-quality mental health services in the City of Richmond.
We have premised our approach to community engagement on the belief that meaningful, authentic, and actionable solutions exist in communities. We must surface these Safety
•Use of non-law
enforcement
responses
Choice
•Follow up and
continuity of care
Trust
•Use of peers and
people with lived
experience
Collaboration
•Decision
protocols on
resource
deployment
Focus
Listening to and learning from local
stakeholders and key consitituencies
Identifying community priorities for
system improvement
Key Activities
Conducting key informant
interviews, listening sessions,
and focus groups
__Exhibit A
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6 perspectives through equitable, culturally responsive, and inclusive engagement strategies. We will ensure our findings are grounded in how those on the front lines of service delivery and those with lived experience have ample opportunities to express their needs, aspirations, and priorities.
Exhibit 4 illustrates our intended methodology for stakeholder engagement activities, which we can modify as needed:
Exhibit 4. Methodology for Stakeholder Engagement
Interviews with Key Informants
HMA will conduct eight key informant interviews (typically with one to two participants) with important institutional leaders in the larger mental/behavioral health ecosystem.
These leaders will include representatives from the four City of Richmond departments we feel are most central to improving mental health services and crisis response. Each department contributes in a distinct and essential way:
Children’s Services – Focuses on mental health access, referrals, and linkages to city programs and community youth-serving organizations Public Safety – Brings the perspectives of law enforcement, fire, paramedics, and other emergency first responders
Community Crisis Response Team – Leads the organization and coordination of crisis response systems and responders
Community Services – Connects mental health to the social drivers of health and other “upstream” factors, including employment, transportation, and neighborhood safety
We plan to conduct interviews with representatives from Contra Costa County Behavioral Health, both from the Mental Health Services and the 988 Crisis Response divisions; managed care plans responsible for mild-to-moderate mental health (i.e., non-specialty mental health), such as Contra Costa Health Plan and/or Kaiser Permanente; and the Interviews with Key
Informants (8)
•City Departments
•Children's Services
•Community Crisis
Response Program
•Community Services
•Public Safety
•County Behavioral Health
•Mental Health Services
•988 Crisis Services
•Managed Care Plans
•Contra Costa County
Office of Education
Listening Sessions with
Service Providers and
Mental Health Clinical Staff
(5)
•Community-Based
Organizations and
Nonprofits
•Hospitals and Federally
Qualified Health Centers
•County Behavioral Health
Clinics
•Private Practice Licensed
Clinicians
•West Contra Costa Unified
School District
Focus Groups with
Individuals with Lived
Mental Health Experience
(4)
•Youth/Adolescents
•Adults
•Older Adults
•Family
Members/Caregivers
__Exhibit A
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7 Contra Costa County Office of Education, which plays a lead role in expanding access to preventive and mild-to-moderate mental health services for children and youth.
With these institutional stakeholders, we will use a semi-structured interview protocol to guide our interactions, encourage candor, and elicit creative input and problem-solving.
HMA will develop interview guides with relevant questions and provide the guides to interviewees in advance of interviews.
Listening Sessions with Service Providers and Mental Health Clinical Staff HMA will hold five listening sessions (ideally in person but can be done virtually to facilitate scheduling) organized around the different key categories of behavioral health service provision:
Community-based organizations and nonprofits providing behavioral health services to clients, often tied to prevention, early intervention, and outpatient services
Hospitals and federally qualified health centers serving clients with behavioral health needs in healthcare settings
County behavioral health clinics, of which there are two in San Pablo, providing behavioral health to youth and adults
Private practice licensed clinicians offering therapeutic and other mental health services, often for defined subpopulations or specific mental health conditions West Contra Costa Unified School District, which oversees school-based mental health staff in public schools, including wellness centers and contracted community-based organizations providing mental health services for school-age children and youth
These listening sessions will focus on understanding key issues and opportunities involved in the design and delivery of mental health services for different Richmond populations and constituencies. Listening sessions may include multiple providers at a time, making them akin to focus groups (see below). However, the primary difference is to engage service providers in conversation about the data gaps and needs identified during Phases 1 (Discovery) and 2 (Inventory).
In addition, we will use the listening sessions to help recruit focus group participants with lived experience. Prior experience has shown us that recruiting county residents is aided by collaborating with community-based organizations (nonprofits, advocacy groups, faithbased organizations) to help disseminate information about input opportunities and to convene individuals already served by these local actors.
Focus Groups with Individuals with Lived Mental Health Experience HMA will conduct four in-person focus groups (each consisting of six to 10 individuals) lasting 60 to 90 minutes each, with City of Richmond residents representing the intended beneficiaries of mental health services:
Adolescents and Youth (ages 14–25) Adults (ages 26–59)
Older Adults (age 60 and over) Family Members and Caregivers __Exhibit A
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8 Two HMA team members with extensive backgrounds in mental health will support each focus group, including facilitation and note-taking. HMA will develop structured focus group guides and will share these with the City of Richmond, incorporating feedback and revisions prior to their use.
In our process of preparing for and facilitating focus groups, we will:
Develop lists of potential participants who are representative of the city’s racial, ethnic, cultural, and geographic diversity
Develop structured focus group guides, sharing them and the data collection tool with the city to incorporate feedback and revisions prior to their use Facilitate focus groups of residents, accommodating any language interpretation or communication needs of participants
Provide focus group participants with $40 gift cards for their opinions and experiences (four groups of up to 10 people x $40 = $1,600) Finally, we are extremely cognizant of the need to welcome populations with diverse support needs into focus groups and prepare them for participation in a way that makes them feel comfortable. We are accustomed to providing translation into languages other than English and other accommodations.
Phase 4: Synthesis (August–September 2026)
Gap Analysis and Needs Assessment
Building on the Discovery and Inventory phases, HMA will conduct a structured gap analysis to assess how well Richmond’s mental health and crisis response system meets community need. The analysis will examine the alignment between services and needs, capacity and demand, and equity of access, with focused attention on underserved populations and high-risk groups. HMA will synthesize quantitative data, system mapping, and qualitative insights from Phases 1 and 2, validating them through stakeholder engagement in Phase 3. The approach identifies where misalignments exist between community need and service delivery and clarifies the structural and operational factors driving those gaps.
Service Coverage vs. Community Need. HMA will assess whether the mix of services across the mental health and crisis continuum aligns with the types, severity, and drivers of need experienced by Richmond residents. We will evaluate coverage across prevention, crisis response, stabilization, and follow-up, examining whether services reflect how residents actually access care during crisis. We will identify gaps where services are missing, fragmented, or misaligned with patterns of need or trauma exposure.
Focus
Preparing a gaps analysis and needs
assessment report
Key Activities
Triangulating data to identify
cross-cutting themes
Prioritizing equity and access
gaps
__Exhibit A
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9 Capacity vs. Demand. HMA will evaluate whether existing services have sufficient capacity to meet current and peak demand. We will review hours of operation, staffing and workforce constraints, surge capacity during high-acuity periods or community-wide incidents, and bottlenecks that delay response or increase reliance on higher-acuity settings. The focus is on functional capacity—whether services are available when and where crises occur.
Geographic, Cultural, Linguistic, and Affordability Gaps. HMA will assess equity of access by examining variation in service availability and usability across neighborhoods and populations. We will identify geographic gaps, limitations in culturally and linguistically responsive services, and barriers related to insurance status, eligibility requirements, or cost. We will treat services that exist but are not accessible to key populations as system gaps.
Gaps Affecting Priority Populations. Using this framework, HMA will identify gaps that disproportionately affect specific underserved populations (e.g., communities of color, those with limited English proficiency, homeless/unhoused individuals, etc.) and high-risk groups (e.g., individuals with serious mental illness, co-occurring conditions, repeated crisis episodes, justice involvement, or significant trauma exposure). For each population, we will assess whether gaps stem from access barriers, capacity constraints, cultural mismatch, or system navigation challenges.
We will further synthesize findings to identify cross-cutting system issues, such as city-county misalignment, overreliance on high-acuity responses, limited coordination and handoffs, and lack of shared accountability or data. As shown in Exhibit 5, HMA’s process for synthesizing data will run each implementation issue (e.g., equitable mental health access) through three aspects of prioritization (i.e., how urgent, how likely to produce an impact, and how feasible to implement).
Exhibit 5. Methodology for Synthesis to Reach Priorities (Example) City
Priority
Urgency
Impact
Feasibility
Equitable
Mental
Health
Access
__Exhibit A
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10 Phase 5: Recommendations (September–October 2026)
Development of Recommendations and Implementation
Considerations
Phase 5 centers on developing key recommendations and a final report that brings together all the project’s data, areas of inquiry, and key findings. To guide the city, HMA also intends to categorize and cluster recommendations in relation to the four city departments identified in Phase 3 for engagement. For example, we will specify a recommendation on expanded mental health access or services to address the implementation for children and youth (Children’s Services), with attention to potential community-based supportive services (Community Services). Recommendations on enhancing the coordination of crisis response services will identify roles and responsibilities for first responders (Public Safety) in relation to the deployment of mental health professionals coordinated through the city’s Community Crisis Response Program.
HMA will also provide guidance and suggestions on how to leverage and/or braid different funding sources to support the implementation of recommendations tied to specific resident populations. For example, children and youth in Richmond can receive schoolbased mental health services through the Children and Youth Behavioral Health Initiative, get these reimbursed as part of the Multi-Payer Fee Schedule, and then be transitioned to county behavioral health under the Behavioral Health Supportive Services early intervention funds under the BHSA if higher level needs and greater severity warrant specialty mental health services.
HMA will develop a final report, inclusive of key findings and recommendations, for the city, along with an executive summary. We are committed to providing the City of Richmond with data-informed recommendations to guide actionable local decisions about resource allocation, oversight, continuous improvement, partnerships, and collaboration.
We will work closely with the city to incorporate edits, feedback, and additional comments during two rounds of drafting the summative report. HMA will present the report’s key findings and recommendations to the City Council at its October 2026 meeting.
Focus
Preparing summative recommendations
Developing and presenting a final report
Key Activities
Reaching consensus on
actionable improvements
Mapping out fiscal and
programmatic sustainability
__Exhibit A
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11 Project Management, Schedule, and City Staff
Coordination
HMA will manage this project using a structured, collaborative approach designed to support timely delivery within the city’s anticipated six‑month work period while minimizing administrative burden on city staff. Michael Butler, project director, will serve as the city’s primary point of contact. He will be responsible for overall coordination, schedule management, internal quality control, and communication throughout the engagement.
The project will begin with a kickoff meeting during the Discovery phase to confirm scope, roles, communication protocols, and key milestones. HMA will maintain a detailed work plan aligned with the timeline (see Exhibit 6 below), deliverables, and decision points, allowing us to track progress consistently across all phases of work. HMA will hold internal coordination meetings regularly (biweekly) to monitor task completion, address risks, and ensure integration across service inventory, community engagement, analysis, and reporting activities.
Exhibit 6. HMA’s Proposed Work Plan with Timeline and Key Deliverables Phase
2026
APR MAY JUN JUL AUG SEP OCT
Discovery
Deliverable: Summary of Existing Mental
Health Infrastructure
Inventory
Deliverable: Gap Analysis and Needs
Assessment
Engagement
Deliverable: Summary of Findings from
Community Engagement
Synthesis
Deliverable: Gap Analysis
Recommendations
Deliverable: Recommendations for
Service Enhancements, Policy
Development, and Funding Strategies
City participation is anticipated during project kickoff. HMA will seek from the city confirmation of available data sources and contextual information; coordination support for community engagement activities, including scheduling with city departments and key institutional partners; and review of draft deliverables. HMA will lead all analytic, engagement, and documentation tasks and will provide concise status updates at monthly intervals to keep city staff informed of progress, upcoming activities, and any issues requiring input or direction.
__Exhibit A
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17 Table of Contents
D. Cost Information ............................................................................................................18 E. Assignment of Subcontract(s) .........................................................................................20 F. Previous Contracts with the City of Richmond ..................................................................21 G. Exceptions to the RFP.....................................................................................................22 H. Statement of Impartiality and Disclosure ........................................................................23 Appendix A. Staff Resumes................................................................................................. 24 Appendix B. Required Forms ...............................................................................................41 __Exhibit A
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18 D. Cost Information
HMA proposes a total cost of $137,305, which includes $129,605 in labor costs, $6,100 in travel expenses, and $1,600 in participant incentives. This amount includes the complete cost of doing business with HMA, including indirect costs such as overhead, general, and administrative costs. HMA anticipates traveling on-site to conduct community engagement. Our proposed cost includes labor and expenses related to this anticipated travel.
Exhibit 7 breaks down the cost of our work, as described in our proposal, by project task.
Exhibit 8 shows a breakdown of the costs in the proposal by staff member.
Exhibit 7. Cost by Project Task
Project Task Cost
Phase 1: Discovery
Deliverable: Summary of Existing Mental Health Infrastructure $12,570 Phase 2: Inventory
Deliverable: Gap Analysis and Needs Assessment $22,420
Phase 3: Engagement
Deliverable: Summary of Findings from Community Engagement $48,890 Phase 4: Synthesis
Deliverable: Gap Analysis $20,990
Phase 5: Recommendations
Deliverable: Recommendations for Service Enhancements,
Policy Development, and Funding Strategies
$24,735
SUBTOTAL $129,605
Travel $6,100
Participant Incentives $1,600
TOTAL $137,305
__Exhibit A
1219
19 Exhibit 8. Cost by Staff
Staff Hourly Rate Hours Total Cost
Michael Butler $425 91 $38,675
Reina Hudson $385 104 $40,040
Karen Hill $470 29 $13,630
Nick Williams $425 54 $22,950
Gabriel Velázquez $265 54 $14,310
TOTAL $129,605
__Exhibit A
1220
20 E. Assignment of Subcontract(s)
HMA does not intend to subcontract any portion of this work. __Exhibit A
1221
21 F. Previous Contracts with the City of Richmond
HMA has not worked directly with the City of Richmond.
__Exhibit A
1222
22 G. Exceptions to the RFP
HMA does not take any exceptions to this RFP or the City of Richmond’s Standard Services Agreement.
__Exhibit A
1223
23 H. Statement of Impartiality and Disclosure
HMA confirms that we are not currently, and will not, during the performance of these services, participate in any other similar work involving a third party with interests currently in conflict or likely to be in conflict with the City of Richmond’s interests. Additionally, HMA would disclose any pending or active investigations or litigation that may affect the reputation or ability of the proposer to carry out this project. __Exhibit A
1224
24 Appendix A. Staff Resumes
The following pages include resumes for proposed staff. __Exhibit A
1225
25 Michael Butler, MA
Associate Principal
Los Angeles, California
Relevance to this Engagement
Led focus groups and engagement of individuals with lived experience for California’s restructuring of crisis response and 988 services Led the community planning process for Ventura County as part of the development of a Behavioral Health Service Act Integrated Plan
Co-led the evaluation of California’s Children and Youth Behavioral Health Initiative for the multi-payer fee schedule workstream
Child and youth behavioral health strategy and planning, including:
o Developing strategic and sustainability plans for public agencies and nonprofit organizations
o Leading task forces and steering committees in tailored organizational development and planning efforts
o Orchestrating staff and community outreach to identify organizational strengths, weaknesses, and high-leverage opportunities for innovation Wrote strategic plans for county behavioral health departments and multiple medium and large nonprofit behavioral health organizations Developed a community health needs assessment in Imperial County involving the engagement and facilitation of 15+ stakeholder groups
Range of Experience
Community Engagement and Facilitation: Leading focus groups, community listening sessions, and other engagement efforts with organizational staff, partners, families, and direct service program beneficiaries. Facilitating multi-constituency groups through collaborative problem-solving tied to accelerating equity, using data for continuous improvement, and enhancing organizational culture and climate. Evaluation and Needs Assessment: Conducting program, impact, and mixedmethod program evaluations. Employing action research and improvement science to leverage data to inform implementation in rapid cycles. Leading comprehensive assessments of community and organizational needs (e.g., community health assessments).
Strategy and Planning: Developing strategic and sustainability plans for public agencies and nonprofit organizations. Leading task forces and steering committees in tailored organizational development and planning efforts. Orchestrating staff and community outreach to identify organizational strengths, weaknesses, and highleverage opportunities for innovation. Systems Design and Policy Analysis: Assisting organizations with program design, system redesign, and the analysis of policies impacting equity, accountability, and sustainability. Advancing systems change through technical assistance, coaching, and advisement aligned with changes in federal and state policies. Leadership Development and Capacity Building: Providing coaching, professional development, and training to equip leaders with the skills and knowledge needed to implement data-driven decisions and realize the benefits of __Exhibit A
1226
26 continuous improvement. Using adult learning theory to design training and technical assistance tied to building capacity among those charged with implementing new policies, practices, or change management initiatives.
Professional Experience
Health Management Associates, Inc., December 2019–present Developing strategic and sustainability plans for city, county, and state agencies, as well as nonprofits, school districts, and philanthropy
Conducting needs assessments, gap analysis, and asset mapping to inform planning and resource allocation
Facilitating collaborative problem-solving among leadership teams to enhance strategic alignment and organizational coherence
Designing and directing evaluation projects funded by state and federal grants, as well as locally funded projects and those receiving foundation support Leading community engagement efforts that collect an array of perspectives through key informant interviews, surveys, focus groups, and community listening sessions
Developing data collection tools, instruments, and other tools to assess organizational efficiency, effectiveness, and priorities Integrating health and human services in and through schools via structural support and strategic partnerships, as well as innovative finance solutions Providing targeted technical assistance and training to public and nonprofit leaders to guide systems change, align implementation efforts, and strengthen accountability and culture
NPO Solutions, Studio City, CA, Senior Consultant, August 2015–December 2019 Led strategy and capacity-building projects for nonprofit and public-sector clients Directed program evaluations and embedded evaluation metrics and accountability into strategic planning
Directed comprehensive needs assessments and evaluations of programs and interventions primarily focused on children, youth, and families Facilitated policymaking and linkages to research-based practices in a variety of strategic planning efforts, task forces, and committees Advised clients on assessment, metrics, dashboards, and other vehicles for formative data use, as well as on organizational accountability and building cultures of collaborative inquiry
Worked on projects involving public education, college and career readiness with higher education linkages (for both two-year and four-year public colleges and universities), community-based nonprofits, public-sector unions/employee associations, and nonprofit leaders and board members
Public Works, Inc., Pasadena, CA, Cofounder and Vice President, 1998–2015 Cofounded and led a nonprofit organization dedicated to utilizing data to improve the effectiveness of the public and nonprofit sectors
Designed and directed program evaluation projects in a wide array of public policy areas, primarily involving public education, workforce development, and intervention support programs for youth and families
__Exhibit A
1227
27 Conducted instructional audits and needs assessments focused on school reform/turnaround initiatives, state and federal accountability and measurement, and philanthropic efforts to provide community health and wellness supports to children, youth, and families
Provided professional development, technical assistance, and coaching to educators, nonprofit leaders, and parent organizations
Evaluation and Training Institute, Culver City, CA, Senior Consultant, 1995–1998 Led a multiyear, mixed-method evaluation of school district reform centered on enhanced school autonomy and decentralization
RAND Corporation, Santa Monica, CA, Researcher, 1991–1995 Conducted research and policy analysis tied to shared governance and finance across levels of government
Professional Affiliations
Board Member, California Mathematics and Teaching
Board Member, Social Model Recovery Systems
Board President and Secretary, Learning Works Charter School Education
Executive Education Certificate, University of Southern California, Price Center for Social Innovation
Master of Arts, Political Science, University of California, Los Angeles Bachelor of Arts, Political Science, Occidental College __Exhibit A
1228
28 Reina Hudson, MSW, LCSW
Senior Consultant
Sacramento, California
Relevance to this Engagement
Facilitated and led community and stakeholder focus groups, engaging individuals with lived experience, providers, and public-sector partners to surface service gaps, assess community needs, and inform actionable program and policy recommendations
Developed programs and provided administrative and clinical oversight of teams, coordinating client re-entry from crisis settings into the community, aligning services and supports, and providing follow-up care to promote stability and recovery
Advanced community engagement and contract execution by collaborating with diverse stakeholders, synthesizing community input, and translating insights into actionable recommendations
Provided clinical and administrative oversight of behavioral health programs, substance use disorder outpatient programs, and child welfare residential programs and services, ensuring alignment with clinical best practices, regulatory and contractual requirements, and organizational goals while supporting highquality service delivery across diverse systems of care Range of Experience
More than 15 years of management experience with a demonstrated track record of leading teams to operational excellence
Experience in convening and facilitating community engagement focus groups to gather stakeholder input, evaluate community voices, and inform program and policy development
Experience designing and implementing programs with high clinical integrity to address the behavioral health needs of individuals, including the following:
o Individuals with severe emotional illness
o Individuals with developmental and physical health comorbidities Excellent interpersonal skills with a demonstrated track record of building relationships within the community and identifying key collaborative partners Fluent in California’s managed Medi-Cal models and California behavioral health systems of care
Professional Experience
Health Management Associates, Inc., July 2024–present
Provides research, technical assistance, policy analysis, and strategic planning support to organizations to achieve stated goals
Analyzes and researches potential problems to offer solutions and recommendations
Works with operational leaders to improve operational efficiencies __Exhibit A
1229
29 Merakey Allos, Sacramento, CA, Adult Behavioral Health Executive Director, September 2018– June 2024
Strategized and identified business opportunities within diverse markets to promote organizational growth and enhance the service delivery system o Created program designs and developed proposals to obtain new business in counties with and without a demonstrated business presence Oversaw all adult behavioral health services within the state of California o Ensured compliance with state, local, federal, contract, and payer requirements
o Ensured financial goals were attained and sites were prepared for program audits
Directed, managed, maintained, and monitored clinical services o Provided clinical leadership in the development and delivery of modalities, policies, procedures, and the most effective treatment standards Collected and interpreted statistical information to monitor program trends and performance
UnitedHealthcare Group, Sacramento, CA, Director of Clinical Operations, County Administrator, September 2017–September 2018
Identified opportunities to expand services and functioned as a subject matter expert in developing an organizational strategic plan to expand the health plan community presence and increase growth within California Advised on and ensured care coordination and contract compliance with internal departments and functional areas to ensure compliance with all contracts and governmental regulations
Provided education and training to community and plan partners regarding service delivery and barriers/access to care
California Health and Wellness, Sacramento, CA, Director of Service Coordination, February 2017–September 2017
Strengthened community relationships through targeted engagement strategies, stakeholder collaboration, and clear communication that aligned community needs with organizational goals
Provided leadership in community engagement by guiding outreach efforts, fostering trust with community partners, and supporting equitable participation across diverse groups
Identified, established, and maintained relationships with key leaders from designated counties and identified opportunities for enhancing partnerships to promote the collaboration of innovative programs and enhance the service delivery system
Provided supervision and maintained responsibility for the oversight of all memoranda of understanding between the health plan and county behavioral health departments, public health departments, regional centers, and schoolbased services within California Ensured health plan community presence and membership growth throughout California
__Exhibit A
1230
30 Demonstrated effective leadership and promoted health plan involvement in strategic initiatives and innovative pilot programs
Advised on and ensured care coordination and contract compliance with internal departments and functional areas
California Health and Wellness, Sacramento, CA, Manager of Community Programs, August 2015–February 2017
Developed and implemented strategies for engagement with community organizations to promote satisfaction with the health plan and improve the quality of relationships and the health plan’s reputation within counties of service Developed a program that monitored engagement and collaboration between the health plan and county entities/community-based organizations Developed and implemented an organization-wide plan for oversight of memoranda of understanding between county behavioral health departments and regional centers
Advised operational owners within the health plan regarding compliance with contract mandates
California Health and Wellness, Sacramento, CA, Manager of Case Management, November 2013–August 2015
Planned, assigned, and directed the administration of case management programs according to Medi-Cal guidelines
Provided clinical and administrative oversight of multidisciplinary teams consisting of nurses, behavioral health professionals, and paraprofessionals to ensure quality of care and access to services
Developed and evaluated the effectiveness of policies and procedures to ensure compliance with national Healthcare Effectiveness Data and Information Set (HEDIS) standards
Developed and implemented an organization-wide behavioral health integrated care model into existing case management programs to increase efficiency, quality of care, and compliance with contractual obligations
Held responsibility for compliance with National Committee for Quality Assurance guidelines and accreditation of newly developed case management programs Conducted interviews and hiring, provided monitoring and coaching, and released associates to make effective decisions regarding staff and personnel matters Health Net Federal Services, Rancho Cordova, CA, Manager of Disease Management, November 2010–November 2013
Planned, assigned, and directed the work of the behavioral health disease management programs in accordance with Tricare guidelines Provided clinical and administrative oversight of both professional and clinical staff Evaluated the effectiveness of policies and procedures, ensuring compliance with national HEDIS standards
Developed a clinical model of care that facilitated the engagement of veterans in their care
Oversaw biannual accreditation through the Utilization Review Accreditation Commission and the International Organization for Standardization __Exhibit A
1231
31 Conducted trainings regarding best clinical practices to promote positive clinical outcomes
Conducted presentations to contractors regarding program service delivery Directed complex budget activities and made effective decisions regarding staff and personnel matters
Education and Licensure
Master of Social Work, University of Southern California Bachelor of Social Work, California State University, Long Beach Licensed Clinical Social Worker, State of California, 22389 __Exhibit A
1232
32 Karen Louise Hill, PhD, ANP-C, MSN, RN
Principal
San Francisco, California
Relevance to this Engagement
Ability to engage community members from all backgrounds, including using trauma-informed care
Expert at developing, facilitating, and analyzing focus groups for all levels of organizations and communities (e.g., leading focus groups, community listening sessions, and other community-based data collection)
Experience in primary care direct services, integrated service design, complex care management, quality improvement, outreach and engagement to diverse and under-resourced communities, focus groups and strategic planning, crisis and emergency services, substance use disorder and medication-assisted treatment, and evaluation
Range of Experience
More than 30 years of experience in healthcare and the healthcare industry Over 20 years of experience in adverse childhood experiences (ACEs) and traumainformed care (TIC) training, needs assessment, and implementation, providing training in various settings
Comprehensive experience in social and clinical practice initiative implementation and evaluation as it relates to organizational operations design, communications, training, and curriculum development
Facilitating and supporting strategic planning sessions for county and community agencies
Conducting community outreach to identify organizational strengths and weaknesses to assist with developing an organization’s strategic direction and management goals
Expertise in conducting program impact assessments using mixed-methodology quantitative and qualitative data
Teaching and training organizations and staff on SMART (specific, measurable, achievable, relevant, and time-bound) goals, Plan-Do-Study Rapid Cycles of Change, and quality improvement
Professional Experience
Health Management Associates, Inc., June 2015–present
Department of Health Care Services, Assertive Field-Based Services for Substance Use Disorder, 2025–present: Developing a case-based curriculum for an assertive field-based services (unhoused populations) organizational toolkit for California behavioral health organizations. Developing and executing a web-based training curriculum for staff and partnering with community-based organizations statewide.
__Exhibit A
1233
33 Department of Health Care Services, Enhanced Care Management (ECM), 2021– present: Developed and executed the curriculum and training program for a mandated statewide California Medi-Cal reform program for enrolled health plans, counties, and community-based organizations that were providing services to marginalized residents. Developed the curriculum for a multicultural and diverse population of participants and recipients.
Los Angeles County Department of Health Services, Ambulatory Care Network, 2017–2022: Developed and executed the ECM training curriculum for complex care management and ECM staff. Provided coaching and mentoring for difficult case care conferences and during staff office hours.
Los Angeles County Department of Health Services (LACDHS), College of Nursing Allied Health (CONAH) Feasibility Study, 2019–2020: Advised LACDHS and CONAH leadership on expanding the ASN program to also offer a BSN degree.
Conducted a market scan and comprehensive needs assessment of internal health staff nursing needs across acute, ambulatory, jail, rehab, and mental health settings. Reviewed CONAH faculty and staff skills gaps related to BSN requirements. Evaluated the curriculum, accreditations, and key stakeholder input.
Performed a SWOT (strengths, weaknesses, opportunities, and threats) analysis of strategies for establishing a BSN program. Reviewed licensing and legal issues related to the ASN to BSN transition. Conducted financial and technology gap analyses.
LACDHS, 2018–2019: Led a system-wide complex care management training for ambulatory care nurses to develop and enhance their leadership skills, critical thinking, and chronic disease expertise to effectively manage primary care patients with complex health, social, and psychological needs. This comprehensive, evidence-based, and culturally sensitive training also provided practical baseline training for immediate application in the clinical setting. Over 100 nurse care managers and their supervisors participated in the two-year project, with marked improvements in participants’ knowledge and skills, designed to support LACDHS’s efforts to achieve the Quadruple Aim.
LACDHS, Ambulatory Care Network: Developed and conducted quality improvement, patient engagement, and domestic violence training. Conducted an employee work environment survey, on-site interviews, workflow evaluations, and job description assessments.
Kaiser Foundation Health Plan: Designed a TIC training for allied health practitioners and special populations: the military, LGBTQIA, and disabled members.
Sacramento County, TIC Implementation Project: Providing TIC and crisis prevention/de-escalation techniques-based training to Sacramento County employees through an evidence-based, culturally responsive, and collaborative care management model.
Idaho State Delivery System Reform Incentive Payment Transformation Project:
Three-year rural health project that provided teaching, coaching, and mentoring to primary care clinics on National Committee for Quality Assurance and the PatientCentered Medical Home. Developed and conducted trainings related to patient and staff engagement, social determinants of health, quality improvement, care management, and behavioral health integration.
__Exhibit A
1234
34 MassHealth Nurse Practitioner (NP) Post-Graduate Residency Safety-Net Training Program: Developing an NP post-graduate residency learning collaborative and the application for the state’s first NP post-graduate training program.
Great Columbia Accountable Community of Health, Complex Care and TIC Training Project: Developed and deployed TIC training for complex care management and medication-assistance treatment.
Yakama Nation Behavioral Health, Yakima, Washington: Conducted traumainformed and ACEs training in 2017 and 2019. Yakama Nation Behavioral Health and Indian Health Services, Behavioral Health Integration Needs Assessment, Yakima, Washington: Conducted a behavioral health integration needs assessment in 2019. Washington Allied Health Center of Excellence, Yakima, Washington:
Conducted trauma-informed and ACEs training in 2018.
Health Improvement Partnership of Santa Cruz County: Conducted a two-day trauma-informed system of care and chronic pain management training for interprofessional healthcare providers and staff.
UCSF/Glide Health Services, Interim Vice President of Programs, 2014; Clinical Nurse Manager, 2004–2013; Director of Wellness Center; Director of Nursing Case Management and Care Transitions
Focused primarily on six areas:
Patient care and safety
Providing evidence-based, patient-centered care, innovations in care delivery, residencies and training programs for workforce development and pipeline, sustainability of the service model, staff and volunteer acquisition, retention, development, training, and team building
Work organization and clinic flow
Clinic operations
Health promotion activities
Developed interagency relationships and community alliances Glide Walk-In Center, Nurse, 2004–2005
Triage, assessment, diagnosis, referral of patients, and disease management Provided teaching and education materials for underserved and marginalized populations
Certifications and Professional Affiliations
TeamSTEPPS Master Trainer
AAACN Complex Care Management Certification
Six Sigma Green Belt
Nurse Practitioner American Association of National Certification Adolescent Health Certification, UCSF Pediatrics
Education and Licensure
Doctor of Philosophy, School of Nursing, Occupational and Environmental Health Nursing Program, University of California, San Francisco
__Exhibit A
1235
35 Master of Science, Nursing, School of Nursing, University of California, San Francisco Bachelor of Science, Nursing, University of San Francisco Nurse Practitioner, NP #15458
American Association of National Certification, NP furnishing, current, #15458 Registered Nurse, RN #444077
Public Health Nurse, PHN #544407
__Exhibit A
1236
36 Nicholas Williams, MPP
Associate Principal
Los Angeles, California
Relevance to this Engagement
Co-directed the development of the California 988-Crisis Five-Year Implementation Plan with the California Health and Human Services Agency, which included developing a statewide assessment of the crisis care continuum; a consumeroriented, equity-driven stakeholder engagement report; and a series of 23 public statewide meetings and workgroups
Led a yearlong statewide technical assistance and training project for the California County Behavioral Health Directors Association to support local implementation of the Medi-Cal Mobile Crisis benefit and expansion of county-run mobile crisis services
Range of Experience
Consultant with 15 years of experience in community assessment and program evaluation, strategic planning, and program and operational development for community-based organizations and public agencies
Subject matter expertise in behavioral health, including 988 and mobile crisis response, and functional expertise in strategy development, qualitative and quantitative research, and public policy
Published author and writer on public policy, homelessness, philanthropy, and public health
Professional Experience
Health Management Associates, Inc., March 2021–present
Project managed the development of a state advisory group in Nevada focused on developing managed care strategies to increase access to system-involved youth and children with special behavioral health needs
Facilitated a multi-stakeholder process for the State of Hawaii to develop a transformation plan focused on the social determinants of health (including crosssector stakeholder meetings, hospitals, housing partners, federally qualified health centers, and university and government partners)
Developed strategic plans for large community-based behavioral health providers, including Wellnest, Pacific Clinics, and the Child Guidance Center, as well as planning work for numerous California county behavioral health agencies, including Imperial County, Ventura County, Calaveras County, and Los Angeles County NPO Solutions, Los Angeles, CA, Independent Consultant, 2012–2021, Management Consultant, 2008–2012
Engaged public agencies and mission-driven nonprofit organizations focused on health and human services, particularly behavioral health, in organizational development activities that build sector capacity
__Exhibit A
1237
37 Provided clients at various stages of the organizational life cycle with counsel and directed support on program and fundraising strategy, organizational management and board development, and communications and messaging Spearheaded multi-stakeholder needs assessments and developed strategic, operational, development/sustainability, and business/social enterprise plans University of Southern California, Center of Philanthropy and Public Policy, Los Angeles, CA, Associate Director, 2012–2020
Directed the operations and strategic initiatives of a university-based research center
Led the development of qualitative and quantitative research reports, case studies, and infographics on non-governmental strategy, leadership, decision-making, and private/public collaboration
Presented a paper on cross-collaborative projects at the White House Organized all center programs and learning events with foundations, including The Kresge Foundation, the Ford Foundation, and the Weingart Foundation, as well as scholars and other social sector leaders
Managed all center communications (press releases, quarterly newsletters, brochures, and special communications) and web and social media content Expanded the center’s brand from a regional to a national level Developed a fundraising campaign to catalyze a series of case studies highlighting the importance of foundation leadership in communities, raising more than $1 million in endowment to support developing these case studies DEMOS: A Network for Ideas and Action, New York, NY, Policy Analyst, Democracy Program Hippocrene Books, Inc., New York, NY, Editor, Foreign Language Minnesota House of Representatives, Minneapolis, MN, Legislative Research Assistant Selected Publications
Scaling Up: How Philanthropy Helped Unlock $4.7 Billion to Tackle Homelessness in Los Angeles, The Center on Philanthropy and Public Policy, 2019 (with J.M. Ferris).
Catalyzing Collaboration: The Developing Infrastructure for Federal Public Private Partnership, The Center on Philanthropy and Public Policy, 2014 (with J.M. Ferris).
A Scan of Foundation Grantmaking in Greater Los Angeles, The Center on Philanthropy and Public Policy, February 2014.
Offices of Strategic Partnerships: Helping Philanthropy and Government Work Better Together, The Foundation Review, Vol. 5, 2013 (with J.M. Ferris).
Philanthropy and Government Working Together: The Role of Offices of Strategic Partnerships in Public Problem Solving, The Center on Philanthropy and Public Policy, 2012 (with J.M. Ferris).
Education
Master of Public Policy, University of Southern California Bachelor of Arts, Sociology, University of Denver
__Exhibit A
1238
38 Gabriel Velázquez, MPH
Consultant
Los Angeles, California
Relevance to this Engagement
Managed large-scale community engagement and planning processes in both Ventura and Imperial Counties tied to identifying and prioritizing systems improvements under the new Behavioral Health Service Act Led the coordination of municipal quality-of-life studies in underserved and marginalized communities to ensure the voices of people with lived experience were enlisted in the development of plans, policies, and practices Regularly conducts community needs assessments with individuals with lived experience, family members and caregivers, and direct service providers Range of Experience
Dedicated research professional with a background in program management and coordination
Focused on public health and effecting positive change within underrepresented communities
Experienced in research study coordination, including quality assurance, regulation adherence, and data management
Proficient with Microsoft Office, including Excel, and familiar with SPSS and electronic health record software
Fluent in English and Spanish
Professional Experience
Health Management Associates, Inc., May 2024–present
Manage and support multiple large-scale public health and human services initiatives, including strategic planning, community needs assessments, and crosssector improvement efforts across California Lead stakeholder engagement with public agencies, healthcare systems, and community-based organizations to support planning processes that advance population health, equity, and service coordination
Conduct mixed-methods research, including qualitative analysis, survey development, literature reviews, and community input synthesis, to inform recommendations and implementation strategies
Design and implement bilingual surveys and engagement tools using Qualtrics to capture resident experiences, service gaps, and priority needs across diverse communities
Analyze and manage complex datasets to produce needs assessment findings, strategic deliverables, and program evaluation products that inform funding priorities and long-term planning
Develop clear, audience-specific reports, presentations, and executive materials that translate data into actionable insights for clients, partners, and community stakeholders
__Exhibit A
1239
39 Coordinate focus groups, interviews, convenings, and collaborative meetings, providing end-to-end logistical and facilitation support to ensure inclusive and effective participation
Collaborate with multidisciplinary teams to deliver community-informed planning resources that strengthen systems of care and improve access for historically underserved populations
Bienestar Human Services Inc., Los Angeles, CA, Research Coordinator, Estoy PrEParado/I’m PrEPared Project, March 2023–May 2024
Developed and delivered a comprehensive HIV education program to Latino men who have sex with men
Recruited and enrolled participants for the research study, ensuring adherence to informed consent processes and ethical considerations
Conducted routine quality assurance checks and monitoring to address any inaccuracies or issues during the study
Provided individual counseling services and connected participants with appropriate support services
Maintained confidential data and records, ensuring compliance with privacy regulations and facilitating program evaluation
California State University, Long Beach, Center for Health Equity Research, Long Beach, CA, Research Intern, Exploring Tobacco Exposure from Recreational Marijuana Study, January 2023– December 2023
Conducted literature reviews on tobacco cessation strategies and related public health topics to inform research design and support evidence-based interventions Assisted with manuscripts and grant writing, including preparing drafts Prepared graphs and tables in Microsoft Office software Assisted in developing quantitative data collection instruments Prepared summaries of data findings
Alta-Med Health Services, Los Angeles, CA, Health Education and Wellness Coordination Intern, June 2023–July 2023
Conducted wellness workshops, providing patients with evidence-based health information and practical tools for healthier living
Conducted outbound calls to connect patients with healthcare services and programs
Updated patient files and tracked enrollment status using an electronic health record system
California State University, Long Beach, Center for Latino Community Health, Evaluation, and Leadership Training, Long Beach, CA, Research Assistant, Eat, Play, Go! Integrated Transdisciplinary Research, Education, and Extension Project, August 2021–June 2023 Supervised a team of five health educators and support staff, providing training and guidance to ensure quality service delivery
Developed and delivered comprehensive health education programs on topics such as nutrition, physical activity, and disease prevention to Latino adults and youths ages 10 to 13
__Exhibit A
1240
40 Collected demographic and baseline survey data as well as anthropometric measures from youth and adult participants who were part of a childhood obesity prevention intervention
Designed and developed a variety of culturally tailored research materials to support obesity prevention among participants
LGBTQ+ Center Long Beach, Long Beach, CA, Community Resource Navigator, Health Services Intern, September 2021–August 2022
Assisted the nurse practitioner and director of health services with updating client data regarding HIV/sexually transmitted infection (STI) testing services using an electronic health record system
Scheduled client appointments with the Health Services team and made reminder phone calls
Conducted quality control to ensure data were accurate and forms were filled out for clients with upcoming appointments
Greeted clients and responded to clients’ inquiries, requests, and issues in a timely, personable, and efficient manner to resolve any concerns Updated the community resource database to ensure all resources were inclusive and accurate
Provided clients with information on different services, including housing, STI/HIV testing, legal support, and mental health resources
Select Publications
Garcia, M., Luna, A., Velázquez, G., and Trinidad, P. “Eat, Play, Go! Integrated transdisciplinary research, education, and extension project to prevent Latino youth obesity.” Journal of Nutrition and Behavior 55, no. 7s (2023): 107–08.
Community Involvement/Board Affiliations/Membership in Professional Organizations LINK Fellowship, Center for Latino Community Health, Evaluation, and Leadership Training, August 2022–June 2023
ANDALE Fellowship, ANDALE Latino Research Training Program, Center for Latino Community Health, Evaluation, and Leadership Training, August 2021–May 2022 AIDS Walk Long Beach, November 2021
QFILMS Long Beach, September 2021
Education
Master of Public Health, Community Health Education, California State University, Long Beach
Bachelor of Science, Health Science, Community Health Education, California State University, Long Beach
Associate to Transfer Degree, Health Science, Long Beach City College CITI Certification, Collaborative Institutional Training Initiative __Exhibit A
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41 Appendix B. Required Forms
Signed copies of the Vendor Sanctuary City Compliance Certification and ProcurementDisclosure Statement for LLC are on the following pages. __Exhibit A
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CITY OF RICHMOND
Sanctuary City Compliance Statement
The undersigned, an authorized agent of Health Management Associates, Inc. (hereafter "Contractor"), has had an opportunity to review the requirements of City of Richmond Ordinance 12-18 (hereafter “Sanctuary City Contracting Ordinance" or “SCCO”).
Contractor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor understands the meaning of the following terms used in the SCCO:
a. "Data Broker” means either of the following:
i. The collection of information, including personal information about consumers, from a wide variety of sources for the purposes of reselling such information to their customers, which include both private-sector business and government agencies; ii. The aggregation of data that was collected for another purpose from that for which it is ultimately used.
b. “Extreme Vetting” means data mining, threat modeling, predictive risk analysis, or other similar services."
Contractor understands that it is not eligible to receive or retain a City contract if at the time the Contract is executed, or at any time during the term of the Contract, it provides Data Broker or Extreme Vetting services to ICE.
Contractor further understands and agrees that Contractor's failure to comply with the SCCO shall constitute a material default of the Contract and the City Manager may terminate the Contract and bar Contractor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.
By executing this Statement, Contractor certifies that it complies with the requirements of the SCCO and that if at any time during the term of the Contract it ceases to comply, Contractor will promptly notify the City Manager in writing. Any person or entity who knowingly or willingly supplies false information in violation of the SCCO shall be guilty of a misdemeanor and subject to a $1,000 fine.
Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct. Executed this 17 day of February 2026, at Okemos, Michigan.
Printed Name: Kelly Johnson Title: Chief Administrative Officer Signed: Date: February 17, 2026
Business Entity: Health Management Associates, Inc.
Vendor SCCO Compliance Statement (Augt2020)
Docusign Envelope ID: D9E308F5-C624-44BC-869C-96E50BB2C4D7 __Exhibit A
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Disclosure Statement for Limited Liability Companies
This Statement Shall be included with all Bid and Proposal Submissions Is your Business a Limited Liability Company (LLC)? YES NO If you answered YES, please provide the City with the names and business addresses of any and all shareholders, directors, officers, members, managers, other authorized persons, partners, and “Beneficial Owners” of the applying LLC. A Beneficial Owner is any person or entity who: (1) exercises substantial control over the applying LLC; (2) owns 25% or more of the interest in the applying LLC; or (3) receives substantial economic benefits from the assets of the applying LLC.
If any LLC shareholder, director, officer, member, manager, other authorized person, partner, or Beneficial Owner is itself an LLC or other business entity, the names and business addresses must also be provided for any and all shareholders, directors, officers, members, managers, other authorized persons, partners, and Beneficial Owners of that LLC or other business entity all the way up through each entity in the organizational chart until ultimate ownership by individual people is disclosed.
Name: _____________________
Title: _____________________
Address:__________________________________________
Name: _____________________
Title: _____________________
Address:__________________________________________
Name: _____________________
Title: _____________________
Address:__________________________________________
☐ Check this box if additional ownership information is attached to this Disclosure Statement.
In signing this Disclosure Statement, I represent that the information submitted in this Disclosure Statement, and any attachments, is true and correct.
Signature: _____________________
Printed Name: Kelly Johnson
Title: Chief Administrative Officer
Date: _____________________
Docusign Envelope ID: D9E308F5-C624-44BC-869C-96E50BB2C4D7 February 16, 2026 | 1:39 PST
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___ Exhibit F
City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 1 of 3
Revised: September 2011
In all instances where CONTRACTOR or its representatives will provide professional services (architects, engineers, construction management, counselors, medical professionals, hospitals, clinics, attorneys, consultants, accountants, etc.) to the City of Richmond (City), the City requires the following MINIMUM insurance requirements and limits.
CONTRACTOR shall procure and maintain for the duration of the contract, agreement, or other order for work, services or supplies, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the CONTRACTOR, its agents, representatives, employees or subcontractors. Maintenance of proper insurance coverage is a material element of the contract. Failure to maintain or renew coverage or to provide evidence of renewal may be treated by the City as a material breach of contract.
CONTRACTOR agrees that in the event of loss due to any of the perils for which it has agreed to provide Commercial General Liability insurance, CONTRACTOR shall look solely to its insurance for recovery.
CONTRACTOR hereby grants to CITY, on behalf of any insurer providing Commercial General Liability insurance to either CONTRACTOR or CITY with respect to the services of CONSULTANT herein, a waiver of any right to subrogation which any such insurer of said CONTRACTOR may acquire against the CITY by virtue of the payment of any loss under such insurance.
Original, signed certificates and original, separate policy endorsements, naming the City as an additional insured for general liability coverage, as well as a waiver of subrogation for Workers’ Compensation insurance, shall be received and approved by the City before any work may begin. However, failure to do so shall not operate as a waiver of these insurance requirements.
City reserves the right to modify or require additional coverages for specific risk exposures depending on scope of CONTRACTORS work.
Minimum coverage is detailed below. The policy limits of coverage shall be made available to the full limits of the policy. The minimum limits stated herein shall not serve to reduce the policy limits of coverage of CONTRACTOR.
Minimum Scope of Insurance – the following forms shall be provided and coverage shall be at least as broad as the following:
1. Insurance Services Office Commercial General Liability coverage (ISO Occurrence Form CG 0001), and including coverage for bodily and personal injury, property damage, and products and completed operations (if applicable).
2. Insurance Services Office Automobile Liability coverage (ISO Form CA 0001, Code 1, Any Auto).
3. Original and Separate Additional Insured Endorsement for General Liability (ISO Form CG 20 10 11/85 or its equivalent) with primary and non-contributory language.
4. Workers’ Compensation Insurance as required by the State of California including Employer’s Liability coverage.
5. Original and Separate Waiver of Subrogation for Workers’ Compensation insurance.
6. Professional Liability or Errors & Omissions Liability Insurance appropriate to the CONTRACTOR’s profession (if required.)
Required Coverage Minimum Limits
Workers’ Compensation and
Employers’ Liability
Statutory limits as required by the State of California including $1 million Employers’ Liability per accident, per employee for bodily injury or disease.
If CONTRACTOR is self-insured, provide a certificate of Permission to SelfInsure, signed by the California Department of Industrial Relations and SelfInsurance. If contractor is a sole proprietor (has no employees) than contractor must sign “Contractor Release of Liability” found at:
http://www.ci.richmond.ca.us/index.aspx?nid=61.
General Liability
(primary and excess limits
combined)
$2,000,000 per occurrence for bodily injury, personal injury and property damage. If the policy includes a general aggregate, either the general aggregate shall apply separately to this project, service or location or the minimum required aggregate limit shall be twice the per occurrence limit ($4 million aggregate limit).
Policy shall be endorsed to name the City of Richmond as an additional insured per the conditions detailed below.
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___ Exhibit F
City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 2 of 3
Revised: September 2011
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage.
PROJECT COST REQUIRED LIMIT
$0 - $1 million $1 million p/o
$1 million - $5 million $2 million p/o
Over $5 million $5 million p/o
Professional Liability or Errors &
Omissions Liability –
Required for all professionals
including architects, engineers,
consultants, construction
management, counselors, medical
professionals, hospitals, clinics,
attorneys and accountants, & other
consultants as may be required by
the City.
Required Policy Conditions
Additional Insured Endorsement Applicable to General Liability coverage.
The City of Richmond, its officers, officials, employees, agents and volunteers are to be named as additional insureds for all liability arising out of the operations by or on behalf of the named insured including bodily injury, deaths and property damage or destruction arising in any respect directly or indirectly in the performance of this contract.
ISO form CG 20 10 (11/85) or its equivalent is required. If the Contractor is supplying their product or providing a service then the endorsement must not exclude products and completed operations coverage. If it does, then CG 20 37 (10/01) is also required.
SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61.
Primary and Noncontributory The contractor’s insurance coverage must be primary coverage as it pertains to the City, its officers, officials, employees, agents and volunteers. Any insurance or self insurance maintained by the City is wholly separate from the insurance of the contractor and in no way relieves the contractor from its responsibility to provide insurance.
Waiver of Subrogation
Endorsement Form
Contractor’s insurer will provide a Waiver of Subrogation in favor of the City for Workers’ Compensation Insurance during the life of this contract.
SAMPLE Endorsements can be found at
http://www.ci.richmond.ca.us/index.aspx?nid=61.
Deductibles and Self-Insured
Retentions
Any deductible or self-insured retention must be declared to and approved by the City. At the option of the City either the insurer shall reduce or eliminate such deductibles or self-insured retention as respects the City or the CONTRACTOR shall procure a financial guarantee in an amount equal to the deductible or self-insured retention guaranteeing payment of losses and related investigations, claims administration and defense expenses.
Contractor is responsible for satisfaction of the deductible and/or self-insured retention for each loss.
A. M. Best Rating A:VII or Better. If the A.M. Best Rating falls below the required rating, CONTRACTOR must replace coverage immediately and provide notice to City.
Umbrella/Excess Liability Policies
If an Umbrella or Excess Liability Policy is used to meet the liability limits, coverage shall be as broad as specified for underlying coverage’s and cover those insured in the underlying policies. 1246
___ Exhibit F
City of Richmond - Insurance Requirements - Type 2:
Professional Services
Type 2 – Page 3 of 3
Revised: September 2011
Claims-Made Policies
If any insurance policy is written on a claims-made form: 1) the retroactive date must be shown, and must be before the date of the contract or the beginning of contract work. 2) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after completion of the contract of work. 3) If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a retroactive date prior to the contract effective date, the Contractor must purchase an extended period coverage for a minimum of five (5) years after completion of contract work.
Subcontractors
CONTRACTOR shall include all subcontractors as insured under its policies or shall furnish to the City for review and approval, separate certificates and endorsements for each subcontractor. All coverage for subcontractors shall be subject to all of the requirements stated herein.
CONTRACTOR agrees to defend and indemnify the City of Richmond for any damage resulting to it from failure of either CONTRACTOR or any subcontractor to take out or maintain the required insurance policies. The fact that insurance is obtained by CONTRACTOR, and/or CONTRACTOR’s subcontractors, will not be deemed to release or diminish the liability of CONTRACTOR, including, without limitation, liability under the indemnity provisions of this contract. Damages recoverable by CITY from CONTRACTOR or any third party will not be limited by the amount of the required insurance coverage.
Verification of Coverage
All original certificates and endorsements shall be received and approved by the City before work may begin.
The City of Richmond reserves the right to require complete, certified copies of all required insurance policies including endorsements affecting the coverage at any time.
Original insurance certificates and required policy endorsements shall be mailed or delivered to the Designated Project Manager for the City of Richmond.
Insurance certificates and endorsements may be faxed to the Designated Project Manger. However, CONTRACTOR must mail the original certificates and endorsements to Designated Project Manager once faxed.
Continuous Coverage
CONTRACTOR shall maintain the required insurance for the life of the contract. Should the CONTRACTOR cease to have insurance as required during this time, all work by the CONTRACTOR pursuant to this agreement shall cease until insurance acceptable to the City is provided. In the event that CONTRACTOR fails to comply with the City’s insurance requirements, the City may take such action as it deems necessary to protect the City’s interests. Such action may include but is not limited to termination of the contract, withholding of payments, or other actions as the City deems appropriate.
If services or the scope of work extend beyond the expiration dates of the required insurance policies initially approved by the City, CONTRACTOR must provide updated certificates and endorsements indicating that the required coverage, terms and conditions are still in place. Renewal certificates and updated endorsements shall be mailed to the Designated Project Manager.
Cancellation
CONTRACTOR shall ensure that coverage shall not be cancelled, reduced or otherwise materially changed except after thirty (30) days’ prior written notice has been given to the City.
Reporting Requirements
Any failure to comply with reporting or other provisions of the policies including breaches of warranties shall not affect coverage provided to the City, its officers, officials, employees or volunteers.
Consistent with Public Policy
The insuring provisions, insofar as they may be judged to be against public policy shall be void and unenforceable only to the minimum extent necessary so that the remaining terms and provisions herein may be consistent with public policy and thus enforceable.
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EXHIBIT G
SANCTUARY CITY COMPLIANCE STATEMENT
The undersigned, an authorized agent of Health Management Associates, Inc. (hereafter "Contractor"), has had an opportunity to review the requirements of City of Richmond Ordinance 12-18 (hereafter “Sanctuary City Contracting Ordinance" or “SCCO”).
Contractor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor understands the meaning of the following terms used in the SCCO:
a. "Data Broker” means either of the following:
i. The collection of information, including personal information about consumers, from a wide variety of sources for the purposes of reselling such information to their customers, which include both private-sector business and government agencies; ii. The aggregation of data that was collected for another purpose from that for which it is ultimately used.
b. “Extreme Vetting” means data mining, threat modeling, predictive risk analysis, or other similar services."
Contractor understands that it is not eligible to receive or retain a City contract if at the time the Contract is executed, or at any time during the term of the Contract, it provides Data Broker or Extreme Vetting services to ICE.
Contractor further understands and agrees that Contractor's failure to comply with the SCCO shall constitute a material default of the Contract and the City Manager may terminate the Contract and bar Contractor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.
By executing this Statement, Contractor certifies that it complies with the requirements of the SCCO and that if at any time during the term of the Contract it ceases to comply, Contractor will promptly notify the City Manager in writing. Any person or entity who knowingly or willingly supplies false information in violation of the SCCO shall be guilty of a misdemeanor and subject to a $1,000 fine.
Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct. Executed this 17 day of February 2026, at Okemos, Michigan.
Printed Name: Kelly Johnson Title: Chief Administrative Officer Signed: Date: February 17, 2026
Business Entity: Health Management Associates, Inc.
Vendor SCCO Compliance Statement (Augt2020)
Docusign Envelope ID: D9E308F5-C624-44BC-869C-96E50BB2C4D7 For the Contract between the City of Richmond and
Health Management Associates, Inc. Contract: _____
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