Richmond City Council
June 16, 2026

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

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

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

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,
K
elly Johnson
Chief Administrative Officer

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 pre- existing 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)

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 re- traumatization 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

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

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

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

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

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, faith- based 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

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

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

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 school- based 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

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.

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 multi- stakeholder 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

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, data- derived 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

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

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.

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]

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

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

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

20 E. Assignment of Subcontract(s)
HMA does not intend to subcontract any portion of this work.

21 F . Previous Contracts with the City of Richmond
HMA has not worked directly with the City of Richmond.

22 G. Exceptions to the RFP
HMA does not take any exceptions to this RFP or the City of Richmond’s Standard Services Agreement.

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.

24 Appendix A. Staff Resumes
The following pages include resumes for proposed staff.

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 mixed- method 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 high- leverage 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

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

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

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 high- quality 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

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 school- based services within California
 Ensured health plan community presence and membership growth throughout California

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

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

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 trauma- informed 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.

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 Patient- Centered Medical Home. Developed and conducted trainings related to patient and staff engagement, social determinants of health, quality improvement, care management, and behavioral health integration.

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 trauma- informed 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

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

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 consumer- oriented, 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 cross- sector 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

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

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 cross- sector 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

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

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

41 Appendix B. Required Forms
Signed copies of the Vendor Sanctuary City Compliance Certification and Procurement- Disclosure Statement for LLC are on the following pages.

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

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