City Manager
Retrospective
Shasa Curl, City Manager
September 15, 2026
1 DRAFT
2 THANK YOU!
MOVING RICHMOND FORWARD 9/16/2026 4:19 PM
Key Accomplishments, 2021 - 2026
3 • Removed Richmond from the State
Auditor's high-risk list; adopted balanced
budget for four years running
• Earned credit-rating upgrades: Moody's to
A3, S&P to AA-
• Grew the workforce: net +92 positions, 132
promotions; Fire management vacancies
28.3% to 3.3%
• Secured ~$330M across 150+ multi-year
grants
• Rebuilt public spaces: Shields-Reid,
Boorman, Wendell, and Booker T.
Anderson Community Center; $34.2M
Main Library underway
• Created 48 permanent supportive homes
through Project Homekey and renewed
the 138-unit Nevin Plaza senior
community; Homelessness point-in-time
count reduced from 487 (2023) to 257
(2026);
• Recorded the lowest number of
homicides in decades; launched the
ROCK crisis response team
• Awarded a $35M Transformative Climate
Communities grant to launch Richmond
Rising
What we did:
The result:
The challenge:
Removed from High-Risk Designation
In 2022, the State Auditor designated Richmond “high risk” due to anticipated deficits, high pension debt, and mismanagement of the Richmond Housing Authority. The Auditor also found that projected deficits threatened to critically deplete the City’s general fund reserves.
Strengthened reserves: Increased the required reserve from 15% to 21% Addressed projected deficits: Controlled costs and increased revenues, including through Measure U and improved tax compliance.
Addressed retirement obligations: The Auditor found the City had “fully addressed” this risk, including through pension prefunding.
Reduced debt risk: Avoided taking on additional long-term debt. The Auditor found the City's overall debt burden was partially addressed.
Since FY 2021-22, annual general fund revenues have exceeded expenditures, and the Auditor concluded it was no longer concerned about Richmond's ability to maintain balanced spending, removing the City from the High-Risk Designation. 4
What we did:
The result:
The challenge:
Building Workforce Capacity
In 2022, Richmond faced major leadership transitions and more than 100 funded but vacant City positions.
Net increase of 92 FTEs since FY 2020-21 and 132 promotions.
Annual turnover reduced from 13% in 2024 to 11% in 2025.
Fire management vacancies dropped from 28.3% to 3.3%.
Supported the Fire Chief in conducting four Fire Academies and advocating for additional positions beyond the existing allotment to prepare for projected vacancies.
Strengthened police recruitment and staffing, with RPD hiring 21 sworn personnel and 13 professional staff in FY 24-25.
Filled key leadership, including the Police and Fire Chiefs, and operational roles across the organization. Added training opportunities, formal onboarding programs, and wellness and appreciation events for staff. 5 What we did:
The result:
The challenge:
Grant Funding Growth
Richmond’s infrastructure, public safety, and community service needs exceed what the General Fund could fund
alone.
Expanded the City’s ability to pursue outside funding,
coordinated grant applications across departments, and
built stronger systems to track awards, manage compliance, and move funded projects forward.
150+ multi-year grants totaling nearly $330 million, helping Richmond advance parks, trails, housing, climate resilience, public safety, youth services, small business support, and infrastructure projects.
$146,020,548
$182,054,445
Capital Grants
Operational
Grants
Grant Awards: Total of $328,074,993
As of June 2026
6 What we did:
The result:
The challenge:
Improvements to Built Environment
Many public spaces and community facilities needed major repair, modernization, or reopening after years of deferred investment, aging building systems, pandemic disruption, and heavy community demand.
Advanced park, trail, library, and community center projects from planning and funding into construction, completion, or reopening. Expanded waterfront and trail access.
These projects restore neighborhood anchors and create safer, more welcoming places for recreation, learning, youth
programming, public meetings, emergency support, walking, biking, and community gatherings.
7 The result:
What we did:
Shields-Reid Park Improvements
Transformed Shields-Reid with an $8
million renovation funded through a
California state grant.
Construction of a new children’s play area,
bike pump track, stage and performance
area, fitness zone, public art, habitat
garden, and lighting throughout the park.
8 The result:
What we did:
Boorman Park Renovation
A $15.3 million renovation of Boorman Park funded
through grants from CalTrans and the State Park
Program.
A transformed park with expanded recreation and
community gathering spaces. The renovation
included a multi-use trail with fitness stations, a
skating element, athletic field, basketball court,
fitness zone, children’s play areas and a community
gathering space.
9 The result:
What we did:
Wendell Park Renovation
Invested $2 million in ARPA funds to renovate
Wendell Park, including its natural-grass multi-use
field, softball facilities and irrigation system, fencing and ball-stop netting, play areas, seating, picnic
space, and a new restroom.
A comprehensive renewal of the 2.2-acre
neighborhood park, creating safer, more functional
athletic fields and modern amenities for children
and families. Expands quality neighborhood space
for youth soccer, softball, recreation, and family
gatherings, helping address Richmond’s
longstanding shortage of athletic fields.
Completion targeted for fall 2026.
10 The result:
What we are doing:
Library Renovation Project
Advancing a $34.2 million modernization of Richmond’s
historic Main Library. Construction began in April 2026, with reopening planned for November 2027.
The renovation project preserves a Richmond landmark
while creating a modern center for learning and
connection. The renovation will result in a fully electric library with seismic and fire upgrades, modern building systems, study rooms, teen and local-history spaces, and flexible community rooms.
11 The result:
What we did
Booker T. Anderson Community
Center Restoration
Rebuilt the community center after extensive fire, smoke, and water damage. The City replaced structural
components, restored interior spaces, and upgraded HVAC, plumbing, electrical, fire-safety, lighting, and security systems.
Despite construction setbacks and staff turnover, the City brought the project back on track and reopened the
restored center in June 2024 after a nearly four-year
closure.
12 What we did
The result:
The challenge
Housing & Homelessness Progress
Richmond faces high housing needs, aging public housing assets, visible encampments, and a large share of unhoused residents who lost housing within the city.
Advanced Metrowalk at Richmond Station, a 150-unit transit-oriented affordable development at Richmond BART, Civic Center Apts (Homekey), and the Nevin Plaza Phase I. Point-in-time count reduced from 487 in 2023 to 257 in 2026.
Advanced major Richmond Housing Authority recovery and
redevelopment work, including Hacienda Heights, Nevin Plaza, and Nystrom Village (2 million dollars in ARPA funds for pre-development).
Secured major state homelessness grants, including Encampment Resolution Funding and Homekey, while funding rental assistance and emergency sheltering services.
13 Metrowalk at Richmond Station: view from Nevin Ave and 19th St.
Nevin Plaza Phase II: view from 25th St.
What we did
Community Impact:
The challenge
Civic Center Apartments (Homekey)
Richmond needs more housing options for people
experiencing homelessness, including residents who need on-site supportive services to sustain residency.
Created 48 permanent supportive units plus one manager’s unit. Ribbon Cutting celebration planned for October 2026.
Secured a $14.5 million Homekey 3.0 award for Civic Center Apartments. Partnered with 425 Civic Center LP, comprised of Novin Development and Trinity Center Walnut Creek, to acquire and rehabilitate the former Motel 6 at 425 24th Street. Advanced the project as a permanent supportive
housing community with on-site management and resident
services.
14 What we did:
The result:
The challenge
Nevin Plaza – Phase I
Nevin Plaza needed major rehabilitation, stronger operations, relocation planning, and a long-term path to preserve affordable housing for seniors and residents with disabilities.
Phase I substantially rehabilitated the existing seven-story senior housing community.
Partnered with EAH Housing and the Richmond Housing
Authority to rehabilitate the existing Nevin Plaza tower.
Completed Phase I with upgraded units, common areas, resident services space, and outdoor amenities. The City allocated 1.75 million in ARPA funds and 1.75 million in lieu fees for the project. Advanced Phase II for a new affordable housing building on the adjacent vacant lot.
15 What we did:
The result:
The challenge
Investing in Local Businesses
Coming out of the pandemic, Richmond's small businesses and entrepreneurs needed affordable space, licensing help, and access to capital.
The Lot currently supports 24 food active vendors, 4 non-food vendors (~4 on the waitlist); distributed $350,000 in smallbusiness grants through the Renaissance partnership.
Launched The Lot: Downtown Richmond Food Court, supporting local food businesses with licensing help; partnered with the Renaissance Entrepreneurship Center to provide technical assistance and grants to small businesses.
16 What we did:
The result:
The challenge
Public Safety Progress
17 In 2025, Richmond recorded the lowest number of homicides in decades and a 17% decrease in crime.
Expanded community safety through the Office of Neighborhood Safety and launch of the ROCK program. Invested Reimagining Public Safety funds in youth employment, neighborhood safety, crisis response, and unhoused interventions.
Strengthened Police and Fire Department recruitment, and improved emergency response capacity by replacing critical fire apparatus.
Public safety was a top community concern, with gun violence, police staffing pressure, fire vacancies, and demand for non-police responses to lower-level crisis calls.
What we did:
The result:
Transformative Climate Communities (TCC)
Secured a $35 million TCC implementation grant from the California Strategic Growth Council. Built the Richmond Rising partnership with community organizations and local partners. Hired two full-time staff, executed agreements with six grant partners.
18 Advanced projects for complete streets, the Richmond Wellness Trail, e-bikes, solar and energy upgrades, urban greening, water reuse, food access, and workforce
development.
What we did:
The result:
The challenge
Health in All Policies 10 year Report
Health is shaped by where people live, work, learn, and play, and individual and community health is influenced by more than just individual choices.
Embedded health and equity in decisions citywide. Sustained the Health Equity Partnership, incorporated health into the ongoing work of every department, published health data on Transparent Richmond, and published the 2025 ten-year report.
19 Of the 21 data indicators tracked in the HiAP, a majority of the measures trended in a direction suggesting progress towards reducing drivers of health inequities. Uninsured Richmond adults fell from 22.9% (2013) to 13% (2022), residents rating their neighborhood a good or excellent place to live rose from 53% (2013) to 65% (2023), and 2,736 residential solar panels have been installed, reaching the City’s goal five years early.
A Strong Foundation for What’s Next
20 • Stabilized the foundation: Balanced
budgets, off the state high-risk list,
stronger reserves and credit
• Strengthened City Staff Team: Hired and
developed key leadership positions and
supported staff citywide.
• Reinvested in the community: Renovated
parks, began construction on a landmark
library, advanced hundreds of new
affordable and supportive housing units,
and recorded the lowest number of
homicides in decades.
• Set up the next chapter: Built a stable,
well staffed, and financially sound city,
with $330 million in grants already at work
for the next City Manager to build on.
21 Milestones
between
2004-2021
The Result:
The Challenge:
Richmond Ferry Launch
22 Shasa Curl helped advance the City’s work with WETA, CCTA, MTC, and other partners, culminating in the January 2019 opening of the $20 million Richmond Ferry Terminal and launch of ferry service to San Francisco. The project expanded transportation choices, provided an alternative to congested freeways, and reconnected Richmond’s
waterfront with its ferry heritage.
After decades of advocacy for permanent ferry service,
Richmond needed to turn that vision into reality by
coordinating a complex, multi-agency effort to fund, build, and establish a new regional transportation connection.
The Result:
The Challenge:
Richmond Rent Program Launch
23 Following voter approval of the Rent Ordinance, the City had only a few months to build and launch a complex new rent program—an entirely new function for the
organization.
Shasa Curl led the City team responsible for rapidly
developing and launching the Richmond Rent Program,
creating the staffing, systems, procedures, and
administrative structure needed to implement the new
ordinance. This included establishing the Rent Board,
developing customer service protocols, and conducting
workshops and outreach to help tenants and landlords
understand the new program, requirements, and
protections.
The Result:
The Challenge:
Richmond Promise Launch
24 ECIA funding created an opportunity to invest in
Richmond youth, but the City had to build a new
scholarship and college-success program from the ground up, drawing on Promise models and best practices
nationwide.
Shasa Curl led the City team that developed and launched Richmond Promise, working with the City Council and
community education stakeholders to establish the
program framework, operations, partnerships, and
outreach. Richmond Promise has become a lasting
investment in Richmond youth, serving 4,600+ scholars
with scholarships and college-success support. Shasa
continued supporting the program through service on its Board.
The Challenge:
Richmond Housing Authority (RHA)
25 Following years of operational, financial, and propertycondition challenges, RHA entered a formal recovery agreement with HUD (PHARS Agreement) and needed a
sustainable strategy to preserve and improve Richmond’s public housing.
The Result:
Under Shasa Curl’s leadership, RHA advanced a
comprehensive asset repositioning strategy, partnering with experienced affordable housing developers while retaining public ownership and long-term oversight of its land. Major properties have been rehabilitated or repositioned, while others continue moving toward redevelopment and
conversion. These efforts, along with the successful transfer of the Section 8 program to the Housing Authority of Contra Costa County, have positioned RHA for a more sustainable future and the long-term preservation and rehabilitation of affordable housing in Richmond.
The Result:
The Challenge:
Hacienda Heights
26 The 150-unit Hacienda public housing property was declared uninhabitable in 2014, requiring the relocation of residents and a long-term solution to preserve the property as affordable housing.
The City and Richmond Housing Authority advanced a new path for the property, partnering with Mercy Housing California and CHDC to preserve its affordability and enable a comprehensive redevelopment. Following an approximately $75 million
rehabilitation, Hacienda reopened in 2023 as Hacienda
Heights—150 affordable homes for seniors, including housing for formerly homeless and medically frail residents.
The Result:
The Challenge:
Health in All Policies Strategy & Ordinance
27 Richmond faces significant health inequities shaped by where people live, work, learn, and play. The City needed an approach to integrate health and equity into program development across all City departments, while responding to and building upon the work of community-based organizations advancing health outcomes through The California Endowment’s Building Healthy Communities initiative.
Shasa Curl helped lead a community-driven, cross-departmental effort resulting in Richmond’s Health in All Policies Strategy and Ordinance, unanimously adopted in 2014. HiAP institutionalized health, equity, and sustainability in City decision-making and helped position Richmond for successful grant funding to advance built-environment improvements in state-designated disadvantaged communities. The framework continues to guide City policies, programs, and partnerships more than a decade later.
The Challenge:
The Result:
UC Berkeley Partnership
28 Strengthen and expand the City–UC Berkeley partnership, creating a more collaborative approach to solving
Richmond challenges. Relationships with City & Regional Planning, Public Health, and the Chancellor’s Office
supported work with Community Development, Economic
Development, ONS, and the City Manager’s Office,
bringing research, expertise, and university resources to City and community priorities.
Despite UC Berkeley’s proximity to Richmond, research
involving the community did not always engage City
staff and residents in framing challenges and
developing solutions, contributing to frustration with
being studied rather than engaged as partners.
The Result:
The Challenge
Y-Plan Partnership
29 Richmond sought to break down the silos between city planning, K–12 education, and higher education, creating opportunities for young people to help address real
community and planning challenges.
Continued to build and expand Richmond’s 10+ year YPLAN partnership with UC Berkeley, WCCUSD, Richmond youth, and community partners, bringing more City
projects into the program and creating additional
opportunities for youth to help shape Richmond’s future.
The partnership continues to strengthen youth voice in
City planning and decision-making while building students’ civic, college, and career skills.
The Result:
The Challenge
Annual Neighborhood Dumpster Days
30 In 2021, Richmond faced growing community concern
about neighborhood conditions, blight, and illegal
dumping. At the time, Dumpster Days were generally held only once every two years, and not all neighborhoods
could participate.
Expanded the Dumpster Days opportunity to all 34
Richmond neighborhoods, providing at least one free
disposal event annually and additional events in higherneed areas. Through partnerships with neighborhood councils, Republic Services, and Sims Metal, the program continues to support cleaner neighborhoods and
community pride.
What we did:
The result:
Civic Center Redevelopment
31 Implemented the Civic Center Master Plan, beginning in 2006–07. Phase 1 renovated City Hall and the former
Hall of Justice, restored Civic Center Plaza, and provided seismic and interior improvements to the Memorial
Auditorium/Art Center. The former Hall of Justice was
converted for community services.
The project returned City administrative functions to a revitalized Civic Center campus, while preserving and
upgrading major public assets. The renovated City Hall
and former Hall of Justice were designed to meet LEED
Silver standards, and the project created improved civic open space while establishing a foundation for continued investment in the Civic Center area.
The Challenge:
Climate Action Plan Adoption
32 Richmond needed a roadmap to implement the sustainability, greenhouse gas reduction, and climate resilience goals of its General Plan 2030, including addressing growing risks from sea-level rise, flooding, extreme heat, wildfire, and worsening air quality, particularly in historically burdened communities.
The Result:
Richmond adopted its first Climate Action Plan in 2016, developed with community-based organizations, residents, and cross-sector partners through a health-equity and
climate-justice lens. The plan established specific actions to reduce greenhouse gas emissions and prepare for climate impacts and continues to guide City investments in clean energy, transportation, resilient infrastructure, public health, and community preparedness.
33 Thank You