Richmond, California

Próximas reuniones

Tue Jul 7, 2026 · 5:00 PM

City Council

Concejo Municipal discutirá demanda y acuerdo de propiedad de Miraflores en sesión cerrada

El Concejo Municipal celebrará una sesión cerrada para discutir litigios en curso (Carle v. City of Richmond) y negociaciones para la propiedad de Miraflores en South 45th Street con Acrire Holdings LLC. También se reunirán con negociadores laborales de varios sindicatos de empleados. La reunión ordinaria incluirá proclamaciones en honor a los voluntarios de Comunicaciones de Emergencia de Richmond y al programa deportivo juvenil Richmond SOL.

Sesión cerrada: Demanda Carle v. City of Richmond (Caso No. C24-03531 del Tribunal Superior del Condado de Contra Costa)
Sesión cerrada: Negociaciones para la propiedad de Miraflores, South 45th Street, con Acrire Holdings LLC (precio y términos)
Sesión cerrada: Negociaciones laborales con SEIU, IFPTE, RPOA, RPMA, IAFF, RFMA
Proclamación: Honrando a los voluntarios de Comunicaciones de Emergencia de Richmond y declarando el 30 de abril de 2026 como 'Día del Voluntario de Comunicaciones de Emergencia de Richmond'
Proclamación: Honrando al fundador, entrenadores y atletas de Richmond Sports Outreach Leadership (SOL)

city-councillitigationreal-estatelabor-negotiationsproclamationsclosed-sessionrichmond

Community Services Building

Agenda (oficial)

Tue Jul 21, 2026 · 3:30 PM

City Council

No hay elementos sustantivos en la agenda

Esta agenda contiene solo trámites procedimentales y ningún elemento sustantivo para discusión o decisión.

proceduralmeeting

Community Services Building

Agenda (oficial)

Tue Jul 28, 2026 · 3:30 PM

City Council

La agenda carece de elementos sustanciales

El texto de la agenda proporcionado contiene solo contenido estándar y no elementos específicos de la agenda. Esta reunión parece ser de procedimiento o la agenda no se incluyó correctamente. No se enumeran decisiones ni discusiones.

proceduralempty-agenda

Community Services Building

Agenda (oficial)

Reuniones recientes

Tue Jun 23, 2026 · 3:30 PM

City Council

El Concejo discutirá negociaciones laborales, reclamo de responsabilidad y contratos legales

El Concejo Municipal se reunirá en sesión cerrada para discutir un reclamo de responsabilidad de Manwell Gali y negociaciones laborales con varios sindicatos. En la sesión ordinaria, considerarán elementos del calendario de consentimiento que incluyen una enmienda a un acuerdo de servicios legales con Best, Best & Krieger LLP para asesoría de operadores de aguas residuales (aumento de $100,000) y un contrato con Thomson Reuters para suscripciones de investigación legal ($110,000).

Sesión cerrada: reclamo de responsabilidad de Manwell Gali contra City
Sesión cerrada: negociaciones laborales con SEIU, IFPTE, sindicatos de policía y bomberos
Aprobar enmienda al acuerdo de servicios legales con Best, Best & Krieger LLP (+$100k, total $260k) para asesoría de operadores de aguas residuales
Aprobar contrato con Thomson Reuters para investigación legal de Westlaw y CoCounsel ($110k en 3 años)

closed-sessionliability-claimslabor-negotiationslegal-servicescontractswastewater

Community Services Building

Agenda (oficial) · Video

📹 Del video · 5h 0m

Transcrito automáticamente del video oficial de la reunión (voz a texto — puede contener errores).

Tue Jun 16, 2026 · 4:30 PM

City Council

Presupuesto de la Autoridad de Vivienda de Richmond con subsidio municipal de $1.26M

El Concejo Municipal celebrará una reunión conjunta especial con la Autoridad de Vivienda de Richmond para adoptar el presupuesto del año fiscal 2026-2027, que incluye $4.15 millones en ingresos y $5.44 millones en gastos, requiriendo un subsidio de $1.26 millones del Fondo General de la ciudad. El concejo también sesionará a puerta cerrada para discutir negociaciones laborales con seis organizaciones de empleados. Otros asuntos incluyen la aprobación de actas de reuniones y un plan de asignación de costos.

Adoptar presupuesto de RHA FY26-27: $4,154,579 ingresos, $5,439,652 gastos
Aprobar subsidio municipal de $1,260,073 y $25,000 de ingresos de Hacienda para equilibrar el presupuesto
Sesión a puerta cerrada para negociaciones laborales con SEIU, IFPTE, sindicatos de policía y bomberos
Aprobar plan de asignación de costos de la Autoridad de Vivienda de Richmond para FY26-27
Aprobar actas de las reuniones de la Autoridad de Vivienda del 17 de marzo y 7 de abril

housingbudgetlabor-negotiationsfinancerichmond

Community Services Building

Agenda (oficial)

Tue Jun 9, 2026 · 3:30 PM

Special City Council Meeting

El concejo de Richmond revisa el presupuesto 2026-27 y el plan de capital

El Concejo Municipal de Richmond llevará a cabo una reunión especial para revisar el presupuesto operativo propuesto para el año fiscal 2026-27 y el Plan Quinquenal de Mejoras de Capital 2026-31. La sesión es una reunión de estudio donde el concejo dará instrucciones al personal antes de la adopción final del presupuesto.

Revisión del presupuesto operativo propuesto para el año fiscal 2026-27
Revisión del Plan Quinquenal de Mejoras de Capital 2026-31
Período de comentarios públicos de 3:30 p.m. a 8:00 p.m.
Discusión sobre iniciativas clave y mejoras en el entorno construido
Oportunidades para mejorar la eficiencia organizacional

budgetfinancecouncilcapital-improvementpublic-commentrichmond

Community Services Building

Agenda (oficial) · Video

📹 Del video · 4h 30m

Transcrito automáticamente del video oficial de la reunión (voz a texto — puede contener errores).

Music Music Music Music Music Music Music Music Music Music And that means it is time to begin our special session. So we will start with something or other. We'll start with the Pledge of Allegiance. All right. I'm glad everyone's happy. Can we start off with a happy roll call? Councilmember Vanna. Councilmember Jimenez. Presente. Councilmember Wilson. Here . Councilmember Robinson. Here. Councilmember Zepeda. Here. And that was Vice Mayor Robinson. Sorry. Mayor Martinez. Here. And Councilmember Brown is absent. Our next item is statement of conflict of interest. Are there any? I have a conflict of interest with a portion of the item today. And I need guidance on how to deal with it. It's the portion dealing with number five, which is the bike lending library. As most people know by now, my partner is Rich City Rides. He's the executive director of Rich City. My partner is the executive director of Rich City Rides. They have a project, which is the e-bike lending library. It's part of the TCC project. And in item number five, it addresses that. And so I would like to recuse myself completely from being involved in that discussion and being in the room when it happens and all those things, except for it's part of the same single agenda item. So please advise. So I think you just outlined it well, which is that you just announced your conflict and that when this specific subject is discussed among the council that you should leave the room for the discussion. So I think that it comes back up at other parts of the discussion because we're talking about the budget as a whole. Is there some way that we can take it separately and consider it separately so I can be involved in the other budget conversations that do not address this issue? I think that that seems reasonable. Um, mayor, do you agree that, uh, it seems reasonable that if it comes up, um, in other parts of the budget that, that it can be treated separately, voted on separately? Um, It will have to be, but it will be difficult to know when that happens. Well, I'll be, uh, paying attention, um, during the course of this conversation and make sure that vice mayor Robinson will as well to make sure that, uh, she will leave the room during the discussion. Can I make a proposal around that? Can I propose that we either take that separately first so that I can just leave the room now and everybody discusses it, addresses it, makes a plan on how to deal with it. And then I could come back in the room after that plan has been made. I don't think it's possible to talk about part of the budget separate from the rest of the budget. And so, um, uh, uh, how we discuss the budget may affect how we look at that. So, so it'll just have to happen when it happens. Mayor, if I may. Uh, I also, I don't know if, um, to what extent the materials were reviewed, but, um, is this also also applicable for the Richmond wellness trail? Is the witch room well, which trail funded by TCC? Yes. And is it a part of the budget? Why? Yes. Why is it a part of the budget? Because there's a shortfall. Oh, yeah. Then it's applicable then. I would, I would say. Because it's the same issue. All right. So we're done with statements of conflict of interest. Uh, agenda review. Okay. For the record, council member Brown is present. Our next item is agenda review. Are there any changes to the agenda? Okay. We're going to move it up. Ahead of agenda review. Yes. Mayor, page seven of the PowerPoint. Yes. I'm trying to see where there's a clear page 16. So just, uh, wanted to note in particular, as well as. 21, 22, 23, 24, 25, 26. Oh, I'm sorry. I don't know what those numbers refer to. Um, where items so that if, um, vice mayor wanted to. Depart during the discussions. That's when it's clear. It's clearly noted on the PowerPoint that you all have at the dias and your binders for. The. For June 9th. Finance staff. Thank you so much. There was a lot of requests for information. So I want to thank the finance staff for providing the complete administrative record for reference. And this through the mayor and it's the moving Richmond forward PowerPoint, right? Yes. All of the PowerPoints commence with. That's what it looks like. But it says June 9th. Which is corresponds with the day. Perfect. And the previous dates correspond with your previous discussions around the budget. The last previous three city council meetings. And then there was three, uh, community meetings. So this is our seventh conversation. And then through the chair, uh, just the one that that's online is dated yesterday. Correct. Correct. Just putting that out there. Yes. Just putting that out there. If we can get it updated as well. Yes. It always goes up. Okay. Thank you. We try to, um, we're always on a path of continuous improvement. So we continue to look at the materials and refine them for clarification. All right. Then, um, we are ready to. Ready for the next item. Yes. The word is up. Our next item is under budget sessions. Our only item item F1 is to receive an overview of the balance draft fiscal year 2026-27 annual operating budget. And fiscal year 2026 through 31 five year capital improvement plan budget provide direction to staff prior to final budget adoption and receive input on city council key initiatives and demands for built environment improvements as well as opportunities to improve organizational efficiency. We have a request from seven to public speakers. If there's anyone joining us online, please raise your hand at this time. If you'd like to make comments on this item. Okay. All right. Um, we'll do a staff presentation. Then we'll take a public comment after. Good afternoon. Mayor Martinez, members of the city council. Thank you for being here on this special scheduled budget study session. We are convened this evening at the council's request to provide additional information for deeper discussion and clarity before the final budget is adopted later this month on June 23rd. Today, we are walking through the balance draft fiscal year 26-27 operating budget and the fiscal year 26 through 31 capital improvement plan. These materials remain in draft form with the intention of supporting a thoughtful open dialogue about the choices before you. Your direction this evening will help ensure that the final budget reflects the priorities, commitments and outcomes you want to see for the community. This meeting is designed to give us space, to give us the space we need to work through trade-offs, identify where adjustments may be necessary and confirm alignment heading into the June 16th checklist meeting and the June 23rd budget adoption hearing. Next slide. Next slide. This evening, we are going to again reflect on the fiscal conditions and discuss resources and prioritization. Thus far, our fiscal resiliency has enabled us to support and sustain a growing workforce and deliver reliable services. Stewardship, financial stewardship and stability are essentials in our dynamic environment, especially with all the changes that are happening at the federal and state level. This perspective anchors today's discussion and is intended to expand our previous presentations. As we begin this study session, we want to ground us in the principles that have guided us through this entire budget process. Fiscal resiliency, this special meeting gives us an opportunity to step back and talk openly about how we maintain the resilience while meeting community needs and delivering on council priority priorities. Fiscal resiliency is what enables us to attract, retain and support the workforce that delivers services across Richmond every day. It ensures we can provide stable, reliable services in the, even in the face of rising costs, regulatory pressures and evolving needs within your districts. Strong fiscal stewardship also reinforces public trust. By maintaining resources responsibly, avoiding structural deficits and honoring our reserve policy, we create a foundation foundation that supports long-term stability. This framing is especially important tonight because the decisions we discuss, whether maintaining current service levels or repriorit izing discretionary funding, have implication for both short-term operations and long- term fiscal health. This meeting is about ensuring we make those decisions with full clarity and shared understanding. Also, this is my favorite slide. This is at Shields Read. I'm on the zip line and then Chief Simmons goes after me. So if you haven't written the zip line yet at Shields Read, it's a fun time we'll be at. Next slide. As we move into this presentation, this slide provides an overview and essentially a roadmap for how our time will be structured. We begin by reviewing the two budget options that were developed for council's consideration, then walk through the major ideas where discretionary decisions may be needed, and we'll also highlight key initiatives such as reimag ining public safety, the CIP budget, and an overview of departmental requests that were not included in the draft budget, but that over 29 million in requests have been consistently shared throughout the budget process. Those items were not included in the budget because there were not available resources to fund them. We are also going to focus on several topics such as Mr. Gabino Irredondo will walk through the citywide electrical bike share program and suggest an alternative strategy to move forward increasing bicycle access in our community in a more financially sound manner, and how forthcoming we are will have hopefully have an opportunity to discuss how ARPA interests can be used. Finally, we'll provide a draft framework to for the city council to discuss regarding future initiatives to have consistency and shared understanding of how when the city council does put forward policy initiatives, it's clear on how they'll be evaluated. At this juncture, we have 37 council initiatives and it's not clear when even if some items were introduced prior to previous items that have deadlines, it's not clear how those things should be prioritized. So we have three main actions for the city this evening. First, we're asking you to receive the draft fiscal year 26-27 operating budget in CIP, fiscal year 26-31. Second, we're seeking your guidance on areas where the council would like to make adjustments, particularly around discretionary funding and project priorities. This would require trade-offs. So when we say trade-offs, that mean like for every dollar in, one dollar out. And finally, we'd like your to receive your thoughts on key initiatives, the city's built environment and opportunities to improve operational efficiency across departments. These actions are critical because the direction you provide tonight will shape the presentation that will develop in the next 36 hours that you will then review on June 16th. One thing that I, a couple of things I also wanted to share with the council is when I've had the privilege, for example, last night of attending the Richmond Neighborhood Coordinating Council meeting or at groundbreakings like this afternoon. I was at the groundbreaking for the new accessible garden. One of the things that has come up consistently is how pleased the community members have been with all of the great work that is happening in Richmond. I've consistently received positive feedback on the performance of all of our city departments and how well they're doing. That community members see increased responsiveness. They see staff that are communicating well, that things are changing in a positive direction. They're seeing street sweeping. They're seeing new lights. They're seeing paving. And today marked the fourth sort of park project that is currently under construction. So when I talk to residents, they've never, they've indicated that they've never seen this level of positive activity happening in our community where the library is under construction, as well as three parks, um, that complete streets are moving forward, that we're financially stable. We've hired 92 new staff people. Um, we have nearly, and there's 147 active grants, um, over 328 million dollars. There's four new grants in the pipeline, over 31 million dollars. Um, and all around the city is looking much better. And our homicide rate continues to trend downward. And we're, and we're continuing to invest in kids first over nine million dollars for this fiscal year. So I, I think it's really important that as we embark upon this discussion tonight that we do so in a positive propos itional framework, um, versus a deficit framework, because it really is a testament to the great partnership and collaboration, uh, and stewardship that has been happening between the city council and staff that we have been able to accomplish all of these things. And we want to continue, uh, with this positive momentum soon in, uh, September, the home key project will be coming online. So that's 49 units of new transitional housing. And so all around us, you're seeing, you know, Hacienda's finished. Nevin has four more units to, to get finished. Um , that there's really remarkable activity happening in our community. And I know no other city of our city that is moving forward with this sort of positive momentum. And I really want to thank the city council and especially thank staff and community partners and funders, um, for being in partnership during this effort, because it's been an extraordinary lift. Um, and people are sacrificing time with their families, with their loved ones to show up and do their very best every day in Richmond. And I really want to thank and acknowledge, uh, my colleagues for, for their commitment and thank the council for being supportive. And with that, I will turn it over to miss Emily combs, the director of finance. Thank you. Good afternoon, mayor and city council members. Um, go ahead. Okay. We're on the right side. Um, so before we get into the meat of the presentation, I wanted to, we thought it'd be helpful to, um, spend some time. And we'll be talking about what we're talking about. Talking about what we mean when we refer to the baseline budget and the context of option one. So the baseline budget reflects the minimum level of resources required to keep the city operating reliably today. It includes all our core services, all our currently authorized filled positions, which would be adjusted, um, for the vacancy rate we use to balance the budget of 12%. And all known MOU related personnel costs. It also includes anything we've already legally or contract ually obligated to fund. So like our debt service, um, our pension obligation, our O PEB obligation, along with all ongoing programs that are already part of our existing service model, which include our general fund subsidies to programs like our housing authority or employment and training. So what this means on a practical level, backing up to when we start the budget process, we reach out to departments and we're, what we're describing when we're talking about the baseline budget is we're requesting that they roll over . So we're not going to be able to fund their current budget without any new ads. That would include, as I mentioned, the MOU costs, the MOU costs, um, if they're built in. And then any, um, any one-time items that maybe were carried over from the prior year, they'd back those out. It might include increases in costs related to CPIs and then costs that are outside the department's control. So like insurance costs, your utility costs, things that you don't have control over. So that's what we consider the baseline budget. So equally important, important is what the baseline budget does not include. So it doesn't include any new programs, service expansions, any new positions beyond what is already authorized or unf unded departmental requests or council new requests. It also does not include any limited term revenue. City council's already directed us to manage, um, the limited term revenue separately through the community engagement process, um, and recommendations from that community input, um, will be presented to council at a later date following that process. So in short, the baseline budget is everything we have already committed to doing and nothing new. So we're looking at the same. Next slide. Next slide. On this side, we're focusing on the two pathways available for the city council as we work towards final adoption of the 26-27 budget. So option one represents that status quo. That's what we refer to as the baseline budget. So under this option, the city proceeds with the balanced budget exactly as it was presented in May. So it's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. 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It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. It's a very important part of the city council. In short, option one maintains everything we are doing. It's what we presented in May. Option two gives the council the ability to adjust and rely on priorities, knowing that every addition requires a corresponding reduction to maintain our balanced budget. So this is the decision point for today's study session, determining whether to preserve the current structure or to rebalance the budget to reflect new council priorities. Next slide. with that I'll pass it over to LaShonda thank you Emily La Shonda White deputy city manager for community services good evening mayor vice mayor and council members so as we move forward and think about options one and two and thinking about new initiatives existing initiatives and how we want to move forward with this budget we want to just ground council community remind folks of the adopted city council goals and priorities they are listed here we have six of them they were developed in collaboration with community and these are the six things that our city council our city said are really important so the council's adopted goals and priority priorities guide all budget recommendations and serve as a city's strategic framework for guiding policy decisions resource allocation and departmental work plans while these six goals provide a high level direction each goal once you dig down into it is supported by a series of specific priorities implementation tasks that further define the work and outcomes council expects to achieve these goals continue to be the lens through which we evaluate budget decisions service enhancements capital investments and policy commitments they help ensure that our limited resources and supporting are supporting the areas this council has identified as essential to improving quality of life strengthening community well-being supporting housing economic development and investing in public safety and infrastructure so tonight as we walk through our budget options that Emily just presented and discretionary programs we will reference these goals because they anchor both our recommendations and the trade- offs that come with reprioritization next slide next slide here is a the next two slides summarize council directed requests that have been received since january 1st of 2025 that are currently being advanced by amazing city staff while these requests vary in scope and complexity each can be connected back to one or more of the council's adopted strategic goal areas which we have outlined here the ones highlighted in green represent the items that have been completed next slide so as you can see there are 37 items that we have identified that have been presented by city council since january of 2025 that are in addition to our core services that city staff outline during the month of may during the budget presentations i mean one of management's responsibilities is to ensure that council directed initiatives are implemented while also maintaining core services and advancing long-term priorities so from a community service services perspective members of the community services department or myself have been involved in probably almost 40 percent of the council directed items listed in this presentation on these two slides that is not a flex but it's also not a complaint it is simply a reality the initiatives these initiatives are would make would make richmond amazing the city manager mentioned that we do more than a lot of other jurisdictions and i really believe we do we have core services that a lot of cities provide but we do a lot of other things that make us really amazing place for people to live work and play so i want to acknowledge that all of these additional requests and activities and initiatives that come with them are part of our role and reflect the importance of this work at the same time because multiple things can be true at the same time staff capacity is finite as new assignments are added we must sequence the work thoughtfully and in some cases that may mean adjusting the timing of other planned efforts in community services that could mean for me improving um delaying the timing for improving the special event permit process or updating our department website to make it more user friendly or implementing an online reservation system or coordinating with public works on community center improvements these are all things that are happening they just may not be happening as fast as we want them to because as staff we are we are making sure that we are balancing what we have to do to provide core services while also make sure we are implementing the direction from city council so all of these projects remain important and will continue to move forward the key point is that pace timing and level of progress may be affected as staff balances council directed initiatives core service and long longer term strategic work this conversation helps or we hope it helps create shared expectations staff understands that new ideas will continue to come forward and that new assignments will be given our goal is to provide transparency about the how work is prioritized so council city staff and the community have a clear understanding of what what can be delivered when and within the resources available we will return to this topic at the end of the presentation when staff presents a proposed framework for evaluating and sequencing new initiatives with that i will turn it over to mr seals good evening mayor martinez vice mayor robinson city council staff and residents my name is patrick seals and i'm the administrative chief um in our first presentation in may we shared some priorities or recommendations that we would love to have guide us for the next fiscal year um in our first presentation in may we shared some priorities or recommendations that we would love to have guide us for the next fiscal year and they are listed here before you um the first is our related to wastewater reliability some handful of weeks ago you received a presentation from the public works department and the wild earth team regarding the need for standing up to the council staff and residents and the council staff and residents and the council staff and residents my name is patrick seals and i'm the administrative chief um in our first presentation in may we shared some priorities or recommendations that we would love to have guide us for the next fiscal year and they are listed here before you um the first is our related to wastewater reliability some handful of weeks ago you received a presentation from the public works department and the wild earth team regarding the need for standing a wastewater reliability and to address the veolia contract transition uh this is one of the city's largest long-term infrastructure needs and it's close to a billion dollars over the next decade so preparing for the 2027 contract expiration and securing a reliable operator is critical second is parks renovation and maintenance we've all been celebrating the onboarding of our shields reed park as well as anticipating the coming parks we're continuing to to make major improvements at foreman as well as window along with upgrades focused on safety accessibility and long-term upkeep the third is innovation and systems modern ization this really is about strengthening our internal systems and improving processes so we can deliver services more efficiently and consistently citywide together these priorities help us focus limited resources on the areas with the most significant long-term impact and there finally is the priority number four which is advancing the advanced life support system structure als program the focus there is how do we stand up first responder services as well as supporting evaluating sustainable funding strategies while also setting up systems to provide improvements to our fire stations as the city council consider new priorities and initiatives or service expansion it is going to face some critical decisions and need to address trade-offs that may seem unav oidable within a constrained general fund budget to support the city council deliberation under option two staff have consolidated all the existing programs initiatives subsidies and operational and the existing commitments supported by the general fund the allocations listed here represent about 6.4 million that may be directed if the city council determines that new priorities outweigh some existing commitments and for the purposes of this discussion initiatives are listed as discretionary doesn't speak to their value their utility or their impact it really is very much a technical decision or a technical term that we're using and so it's built on a few pillars and those include does the dollars that are currently allocated are they tied to some city obligation that has contractual or agreement links do the dollars that are linked have some relationship to imminent life and safety do the dollars that are tied have some link to permanent full-time staffing positions or are are they linked to resources necessary to perform core services so if the dollars were tied to city obligations related to contracts if they were tied to eminent support for life or safety if they're tied to permanent full-time staff or resources necessary to maintain core services they are not listed as discretionary so if they met those benchmarks we don't consider those discretionary dollars because those dollars are necessary and as we think about that's important that this option is important that this option allows for us to maintain a balanced budget so what we're presenting or what is being shown to you these discretionary dollars using those four pillars these dollars here the approximately 6.4 million dollars allows for reprioritization or consideration of trade-offs while maintaining a balanced budget and it also allows the city council and the city to maintain its fiscal policy with regards to reserves so it doesn't force any dipping into reserves and so as you can see here we have some key initiatives totaling approximately 3.08 million and with regards to our reimagining public safety approximately 3.3 for a total of about 6.3 or approximately 6.4 million so approximately 3.8 million so approximately 3.8 million dollars has been set here shown here with regards to discretionary funding again in consideration of the criteria that I put the as we have a lot of the criteria that I described prior we have represents the primary pool available for option two with relationship to reprioritization and that includes funding related to the arts corridor the black resiliency project community engagement gender-based violence immigration mental health support and the point Malali excuse me the point Malali maintenance remains required as well as the ALS revenue analysis is not recommended for reallocation for reallocation in fiscal year 21 24 the city allocated about 6.4 million dollars to support reimag ining public safety initiatives initiatives and that was either an expansion on current programming or the establishment of new programming for fiscal year 26 27 the budget amount is approximately 8.9 million which is an increase of 2.5 million or nearly 40 percent from what was originally allocated back in fiscal year 21 22 excuse me so many of these programs the discretionary items excuse me the reimagining public safety investment totals about 8. 8 million with 3.9 again meeting that standard of discretion ary across the four pillars as I described there's 3.3 there available and that includes support currently allocated to the support currently allocated to youth works at 1.9 unhoused interventions at 1 .3 and the non-discretionary amounts for our relationship to ONS again because those dollars support one of the pillars which is staffing so those would be considered non-discret ionary because the monies allocated to the ONS support current staffing levels as well as well as the ROC with relationship to the 2.9 many of these programs again relate represent enhanced service levels beyond our core municipal functions this slide focuses on the reimagining public safety investment and these programs collectively represent again 8.8 million dollars as a council considers potential reprioritization this slide is meant to illustrate both opportunities as well as the limitations while reductions in these discretionary areas could create capacity for high priority investment such decisions would require balancing the community expectations and service impacts and I will pass it on to my colleague so on this slide you 've seen before it highlights the ongoing general fund subsidies or support we have throughout the city across several programs and they total about 8.4 million and they include the required support for the housing authority employment and training the rent program and others we're also as you can see in engineering services and code enforcement and we're covering some significant service gaps where the revenues don't cover the cost of the business that we do that is so critical so the key takeaway for this slide is that these subsidies or support our baseline obligations we don't consider these discretionary items which limits how much flexibility we have when considering the considering new initiatives or reallocations or realloc ations next slide this table summarizes the project shortfalls that I discussed earlier that have emerged during budget development so since may these were not these were not known shortfalls that were included in the budget so the total need that we're aware of is 2.676 million for these four high priority projects the Richmond wellness trail phase 2 the bay trail at point lalati and some anticipated change orders at the park and some anticipated change orders at Sheldsbury and Rundle parks these are important community investments but they cannot move forward without identifying funding and under option 2 council could choose to redirect discretionary dollars to close these gaps and keep those projects on schedule so the discretionary funding identified in this table or in this table or in the previous table or in the previous table which was it didn't include so I guess what we're suggesting here is that this we're not suggesting the 3.3 from and I'm not sure if you had said that this is the 3.3 from the could choose to redirect discretionary dollars to close these gaps and keep those projects on schedule. So the discretionary funding identified in this table or in the previous table, which didn't include, so I guess what we're suggesting here is that this, we're not suggesting the 3.3 from, and I'm not sure if you had said this, from the Reimagining Public Safety Initiative, we're really speaking about the discretionary funds that you saw that were totaling the 3 million. So I just wanted to clarify that. All right, next slide. Oh, through the chief. Good afternoon. Aaron Osorio, Fire Chief, Richmond Fire. I'm just going to speak for a moment on the ALS funding strategies and the implementation plan. On January 27th, we presented an update on the implementation plan. It was made very clear at that meeting that transitioning to an ALS or paramedic program would create ongoing operational costs. These costs would be for things such as staffing, equipment , training, and oversight, and that we needed a reliable long-term funding strategy to support those costs. In a subsequent meeting, based on council direction, we were directed to go and engage in public polling and bring back revenue options to the council. We will be bringing back those revenue options and the polling results in July. If the polling shows stronger support for a general obligation bond rather than a parcel tax, it's important to note that the general obligation bond is a community-approved loan that requires a two-thirds vote and can only be used for capital projects. This is things such as the fire station upgrades or repl acements. Because the general obligation bond revenues cannot be used for ongoing expenses, the city would still need to identify a stable general fund source to support ongoing paramedic operational costs. Once again, this is for the staffing, equipment, and the training. Thank you, Chief, and my apologies for not introducing you. So looking at this pie chart, this provides an overview of our proposed $215.6 million capital improvement plan. The funding comes from a mix of grants, some dedicated funds, equipment services funds, and our general capital, which is basically general fund. But we also have, as you can see here, about $13.5 million in shortfalls and nearly $60 million in unfunded needs within our capital improvement program. So the key takeaway here is that while we're advancing a substantial CIP program, many critical projects still require additional resources, which limits our flexibility and reinforces the value of targeted reprioritization under option two. Next slide. You've seen this before. These are the $29.3 million in requests, department requests that were not included in the draft budget. The requests spanned all departments. With public works requests alone totaling $21.3 million, primarily for pavement, sidewalks, lighting, HVAC, signals, and stormwater. So these requests reflect real operational and maintenance gaps. But without offsets, they cannot be added while keeping our general funds still balanced. Next slide. So on this slide, we're just highlighting one of the most significant long-term costs pressures facing our city in many cities. Our CalPERS and funded accrued liability, or UAL. So as you can see, both our miscellaneous and safety plan, retirement plans show steady upward climb over the next several years. So in 2021-22, our combined UAL payment was about $26.9 million. And for 2030-31, we're currently projecting $44.3 million. Of course, that depends on a variety of factors, including, you know, how well CalPERS performs. And also, we'll still need to roll in the next round or this round of MOU negotiation costs, which will increase that UAL as well. So basically what we're looking at right now, absent those things, is a 64% increase. And it represents an ongoing structural pressure on the general fund, which is a major reason why we're so adamant about maintaining that structurally balanced budget and avoiding any new ongoing commitments without a clear funding source. Next slide. So city staff have identified several additional items that may help inform the budget development and future policy decisions. So these items include, which we'll go into more detail a little bit later, include the recommended approach for the citywide electric bike share program, the treatment and future allocation of interest earnings on the limited term settlement funds, and potential use of American Rescue Plan Act or ARPA interest earnings. So together, these topics present additional opportunities for the city council consideration as it evaluates available resources. Next slide. And next slide. And next slide. Next slide. And next slide. We have Gabino. Good afternoon. Good afternoon. Buenas tardes. My name is Gabino Redondo, project manager in the Public Works Department. And today I'll be talking about the citywide electric bike share program as an additional budget consideration. There's also a follow up from our recommended action a few weeks ago, where we increased the allocation to the program to the end of June 30th of this year, of this fiscal year. So some background information, the city received an initial funding from the Metropolitan Transportation Commission, MTC, to fund this pilot electric bike share program. The program started in August 2022. And the original vendor basically disappeared on the city. And so the program stopped. And then the staff that was currently in that in the transportation division at that time worked together with another vendor right today, which we have representatives from that company here today to restart the program. So this program has to this program has cost the city close to $3 million by the end of June 30th of this fiscal year in operation. And this includes the recent approval to continue to June of 2026. This program, like we mentioned before, is not financially sustainable without any ongoing grants or funding from a city subsidy. The city council may choose to conclude this program and focus funding on the e-bike lending library to expand e- bike usages in the city. Next slide. Next slide. We had some initial data provided by the vendor and we included in the staff report. And as you can see, there has been positive experience by the users related to the e-bike share program. However, the usage and repeat usage has not been as strong. Next slide. Like we mentioned, the cost for this program almost cost the city $67 a month, and there has been some positive reductions in CO2 emissions. Next slide. So we provided three options in our last presentation to the city, and currently, city staff recommend option one, which would be to conclude the e-bike share program and remove the associated infrastructure during the next quarter of 26-27, and any other, you know, ECI funding could be allocated to e-bike lending library shortfalls and continue e-bike access. This even to conclude the program will cost the city also if we choose to conclude it in a responsible way. Next slide. So city staff recommendation is based on the following: low utilization may reflect low residential commercial density. Also the vendor has talked about that there was a need to have additional hubs all over the city when the program originally started, but that of course is there needed to be additional funding. So city bike link infrastructure may still be lacking for most riders to feel comfortable to use the e-bike program. The e-bike lending library will be -- is -- goal is to provide community training and workshops for the maintenance and repair of future e-bikes. It may be better to explore other programs in the region. I know there's -- MTC currently has a Bay Wheels program that is in Alameda County. Funding the construction gap of the e-bike lending library will unlock an additional $2.5 million from the transportation climate community grant which would be $1.2 million in construction funds that would open up and $1.3 million in operating funding for that program. So there would eventually be a request from ECIA to fund that gap. And that's my presentation. Thank you. Thank you. Thank you. So I want to briefly touch on the interest earnings from the city's limited term settlement revenues. As the report -- as the staff report notes, the first installment has -- was received and was invested. And those invested dollars have generated approximately $1. 8 million in interest so far. So these earnings increase the amount available for community benefits but they are not a stable ongoing revenue source just due to the volatility. And so for that reason we are recommending treating these dollars as one-time resources suitable for one-time community investments. And just for the public's benefit, the council has already directed a community engagement process to guide how the settlement or limited term revenues are spent. However, in terms of the interest earnings related to these funds, staff will return to the city council upon completion of MOU negotiations with updated interest projections and refined assumptions. Next slide. So also on May 26th, the council received a presentation from Richmond Promise outlining their services and their scholarship needs. And at that time, council directed staff to explore funding options for the funding. for Richmond students. We are currently evaluating whether ARPA interest earnings can legally support Richmond Promise scholarships. This eligibility review is underway with our ARPA consultants. And once that eligibility is confirmed and year-end close verifies the amount -- excuse me -- of interest earnings available, we will bring back a comprehensive recommendation related to that. And we think this is especially important for us to look into this funding option as we are currently not anticipating much in terms of unspent funds at the year -end since we have incorporated at this point in time most of the MOU costs which were not originally included in the budget. So we were not expecting to have as much year-end savings. Next slide. I'll turn it back over to Patrick. Thank you again, Patrick, Administrative Chief. In consideration of some of the information that has already been shared regarding the desire for new initiatives, new programs, and new ideas, it is best practice with regards not only to public policy analysis, but also public policy development. And recommendation and design to establish criteria for review. So what we've proposed is a way of evaluating through a set of criteria, new initiatives that might come for via the City Council. And they are listed here. This sequence also is representative of the sequence that we would choose to evaluate new initiatives and new programs. They're listed as strategic alignment, which is evaluating the consistency with adopted strategic objectives, policy direction, established council priorities, fiscal policy, et cetera. The next category of thing is fiscal and work plan impact. So what are the financial implications and potential trade- offs for initiating this new thing? The simple question is do we have the dollars? 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The next category for the new initiative. The next category for the new initiative. The next category for the new initiative. The next category for the new initiative. The next category for the new initiative. The next category for the new initiative. The next category for the new initiative. We're also looking to receive direction on. If option two is preferred. Which existing discretionary initiatives. Or programs or commitments. Should be reduced or deferred. Or continue to maintain the balance budget again. Around the framework. Subject to trade offs. We're also looking for direction around. Should discretionary funded be directed. To address identified project. Project shortfalls. Including the Richmond wellness trail. San Francisco Bay trail. Point Malati and park improvements. We're also looking for some support. Around. Are there additional council priorities. Or built environment investments. That should be reflected in the final budget. And should the council continue. Or conclude the e-bike. Finally. Does the city council support. Further development. Of proposed initiatives. Evaluation framework. To assist. With evaluating new initiatives. Or referrals or expansions. And the status quo is challenging. And adopting a clear framework. Would provide. Increased transparency. Not only for residents. But also council members. And staff. And that concludes our presentation. Again. The recommended action is displayed. And we thank you for your time. And your attention. Thank you. For the presentation. We will now move on to. Public comment. Okay. We have a total of 10 speakers. We have seven in person. And three online. As I call your name. To the in person speakers. Please come forward. And line up behind the speakers. Closest to the wall. Claudia Citroen. Claudia Citroen. Bruce Byert. Andrew Melendez. Sonia Decker. Salma Burruman. Sean Flood. And David Talsma. You'll have two minutes to address the council. Okay. So public safety is a core municipal service. And the city should put it as high priorities. Cyclovia don't demonstrate improvements in neighborhoods. Walkability and will not reduce neighborhood cut through traffic. School districts and unions are legally responsible for providing adequate and adequate and adequate and adequate and adequate and adequate. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. And the city should put it as high priority. 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And delivered efficiently. Tiny home millage expenditures at 200k for one yard per year. Needs a forensic audit to cost occupancy and outcomes. Greater gender-based violence programs, immigration service funding, should be supported by measurable performance grants. And based on direct majority impact on community benefits. ONS received $2 million and served 69 people last year. Bike share program is not essential. Budget documents should disclose number of part-time positions, which are not essential. In full-time positions, these people miss out on pension, healthcare, and benefits. Taxpayer funding should be prioritized towards programs and measurable results demonstrated. Community benefits and essential service infrastructure and public safety should be funded before discretionary programs. Thank you. Your time has expired. Bruce Bayer. Mr. Mayor, members of the Council, my name is Bruce Bayer. I'm the Chair of TRAC, Trails for Richmond Action Committee . You've received about 50 emails in the last few days asking to provide the additional $1 million in funding required to complete the Port Maladie project, the trail project, which is under construction, scheduled for opening late this year . These emails were from residents citywide, Pogo Parks, Citizen for East Shore Parks, Save the Bay, the Bay Conservation Development Commission, and many others. The Port Maladie Trail will provide long-awaited public access to one of the Bay Area's most scenic and historically significant shorelines. Completion of the trail will expand opportunities for walking, biking, wildlife viewing, environmental education, outdoor recreation for residents and visitors alike. By opening access to a previously inaccessible stretch of shoreline, the trail will advance City Council Strategic Go al Areas 3 and 6, improving the quality of life and community health and addressing shoreline and ecological issues. The 2.5 mile Point Maladie Trail from the RSR Bridge to the northern border of Point Maladie is a cost-effective investment for the city. East Bay Regional Park District paid the entire cost for design permitting CEQA compliance and bidding the 2.5 mile trail. East Bay Regional Park District paid the entire city. East Bay Regional Park District paid the entire city to the north. East Bay Regional Park District paid the entire city to the north. East Bay Regional Park District paid the entire city to the north. East Bay Regional Park District paid the entire city to the north. East Bay Regional Park District paid the entire city to the north. East Bay Regional Park District paid the entire city to the north. East Bay Regional Park District paid the entire city to the north. construction cost construction already is underway so providing funding now is a cost-effective investment to complete the project and open shoreline to the public this year this will maximize the value of prior public investments avoid the risk and costs associated project delays and demonstrate the city's commitment to equitable access to parks open space in the shoreline please provide provide the funding needed to complete the point moddy betrayal thank you thank you our next speaker is Andrew Melendez he'll be followed by Sonia Decker thank you very much good evening mayor and City Council my name is Andrew Melendez I'm a lifelong Richmond residents and I'm speaking today as well as a member of the community crisis response program advisory board as a member of the cab we've spent significant amount of time over the last half year now discussing the needs that we're seeing from the ground with our rock responders and what they're needing to ensure that this program is as taken care of and supports the needs in our community as much as possible one of the key recommendations that our board approved earlier this year but wasn't included in tonight's proposed budget was the inclusion of two care navigator positions our board voted unanimously in support of this recommendation because we believe these positions are really vital right now especially as we 're seeing right now the growing demand for support and services past the period where the responders are present in that moment of crisis these care navigators are widely used positions in similar crisis programs across the United States and they do a lot of work to connect folks with services build that long- term trust and improve coordination between responders and just ultimately making sure that no one falls through the cracks after they've accepted services are on that pathway towards recovery you know this is something that we have been really talking about over the last few months and again our goal is to ensure that we are protecting this program that we are doing everything we can so that it can be as successful as possible of course at the same time the investments in our community have to coincide with larger investments that happen to the form of community care and other types of services what are them including the youth works program that has also done incredible work alongside rock to ensure that our young community members are provided with pathways towards stability and towards support as well so ultimately our urge this council to hopefully reaffirm your support for the rock program invest in care navigators in our city and reaffirm your support for the many different programs including youth works who are in our city that are providing proactive and holistic care to our community thank you very much thank you Sonia decker followed by Selma burman hello council my name is Sonia decker I live in Richmond I grew up in Richmond and I'm also speaking tonight as CCRP rock community advisory board member and I am here to advocate for the importance of care navigators right now in the budget for the rock program as you just heard from board member melendez the board unanimous approved recommending these positions to council and this recommendation was not included so we're living into our by laws by sharing directly with you what we really believe is necessary for the rock program right now to live into its vision and goals the this was a part of how the rock program was envisioned by the reimagining public safety task force by the urban strategies council what community advocated for it's always been in the vision of the rock program to have care navigators they're a crucial part of the team the the community intervention specialists respond in the moment of crisis care navigators follow up and connect to needed resources that will prevent crisis from happening again and that's a key part of the rock program and is ultimately a fiscally responsible choice as it can save the city money in the long run to prevent crisis from continuing to happen and I appreciated that city manager curl said let's not operate from like a fear and a deficit perspective let's continue to invest in what has been working and I really appreciate your support of the rock program so far it's in its critical first year let's make sure that we're continuing to reimagine public safety in Richmond and give the rock program what it needs to thrive in its initial year this is a critical time and we really need to care navigators now and I also want to share that really staff and on the ground team have voiced a strong need for this they have too many follow ups right now than what they can do I also want to voice concern for taking money away from youth works and unhoused interventions as part of discretionary and I really believe that I really believe that time has expired thank you thank you next speaker Salma Burrumen followed by Sean flood good evening mayor vice mayor and council members my name is Salma Burrumen and I am the community manager for the city of Richmond's electric bike share program when I talk about bike share it's easy to focus on spreadsheets ridership numbers cost calculations but what I see every day are the people behind those numbers I'm going to be a I meet residents at community events transit stations neighborhood gatherings and outreach activities I help people download the app learn how the system works and take take their first ride for many of the riders that first trip becomes their connection to transit work school health care and other destinations throughout Richmond the strongest ridership occurs when we are actively out in the community when we reduce barriers and help people try the system out they used it many of those riders continued riding even after their vouchers were exhausted that tells us that there's still an opportunity to grow ridership I encourage council to remember that this program was never intended to be a short term project it was designed around a long term vision creating a transportation network that would all grow over time the foundation is already in place community partnerships have been established years of outreach education and writer development have already occurred years of outreach education and writer development have already occurred we are much closer to realizing the city's original version that we then we are to starting over again I understand the city's budget challenges my request today is simply that city that council consider the value in continuing to build upon an investment that has been already made rather than walking away from an asset before all opportunities to strengthen it have been fully evaluated thank you so much our next speaker Sean flood hello mayor vice mayor council members my name is Sean flood I'm the CEO of today as you probably know we are the operator for your bike share system first I want to point out that my team is here all week long and available not only tonight but for the next few days to answer any questions that you may have and work with city staff second I think it's important that when council decided to launch a bike share system that was a long term plan the first phase was stabilize the vendor who had left in the middle of the night which we did second was to repurpose and acquire new bikes and racks which we did those are your ebikes your racks and then the third was hiring an operator to manage that system which we've now done over the past few years this system is designed to grow there are some short term things that we can do one you acquired enough racks where we could deploy in 10 other areas we have that list of areas that have been approved those encroachment permits have been sitting with the city for about a year not approved but those are racks sitting in a warehouse ready to be deployed tomorrow that means that 10 new stations in your could be available where members of the city could access those bikes that would drive utilization second this is your system if tomorrow you want this to be free to all members of your community it can be further driving up utilization of bikes that you've already invested in in racks you've already invested in in a local team that you 've invested in the technology that's been built over the years to engage with the community again this is not a short term plan the longer you have these assets the easier it will be for people to access them and ridership will be driven up lastly there are grants available that we have access to our teams currently drafting the language to share with city staff for an mtc grant that is perfect to fund the expansion of this program that's due june 22nd we are available the rest of today in the next three days and would love to answer any questions about your bike share system thank you all our last in person speaker is david talisman thank you thank you mayor and council members i also want to thank city staff for working with us to put together the data today and i don't disagree with the challenges they've brought forward i do believe there's some additional information and several opportunities we could explore before the council makes a permanent decision one thing i'll note is that bike share is not the same as bike lending and we support both we manufacture electric bikes that go into bike libraries bike libraries provide access one-to-one access for people sharing is a transportation infrastructure infrastructure they are complimentary the cost per ride story so the headline costs per trip included a million dollars or so of acquisition of the cost per ride story the planning the infrastructure the setup the setup the racks and if you reduce that or remove that from the calculation it shows material improvement more importantly with use of vouchers tabling outreach and things that sal man her team have done it nearly drops the per ride cost to 150 dollars per ride i think what's important about that is it's headed in the right direction when you do things like that and you remove barriers um voucher users went from 2.25 rides on average to over seven rides per user we've issued over 2 000 vouchers uh throughout the time we've been working with the system and the system works it removes barriers there is a missing piece the staff noted that hub density affects utilization and we fully agree sean mentioned that we are able to deploy uh 10 stations uh fairly immediately and uh and uh and we're waiting on encroachment permits to do that and it could be done quickly which would expand uh expand the system and increase ridership so i'm asking the council to evaluate additional hubs expanding vouchers and helping us pursue um pursue dollars with grants and also sponsorships so uh before you make a decision your time is expired thank you thank you okay that was our last in-person speaker now we 'll make a decision our last in-person speaker now we'll move to the three online speakers okay and the three speakers are aaron paying amaya william segovia and isabella when your name is called please be prepared to unmute yourself aaron paying you'll have two minutes to speak you can go ahead and start hello good afternoon city council members my name is aaron paying and i'm making a comment on behalf of save the bay um i urge you to adopt the budget option number two and provide the one million dollars in funding needed to complete the point malady bay trail project which is currently under construction and can be finished this year with the right funding um save the bay advocates for public access to the bay for all and as part of this we envision a complete inaccessible bay trail connecting the communities to the san francisco bay which is one of the natural assets that makes our region so special so this point malady bay trail project would close a really critical gap in the bay trail network and provide long-awaited public access to one of the bay area's most scenic and historically significant shorelines it will also expand opportunities for walking biking wildlife viewing environmental education and outdoor recreation for visitors and residents alike construction on this project has already begun so providing funds funding to the project now will maximize the value of prior public investments avoid project delays and demonstrate the city's commitment to equitable access to parks open space and waterfront so for these reasons i urge you to support funding for the point malady bay trail project thank you thank you thank you the next speaker is amaya william sego via you'll have two minutes to speak you can go ahead and start hi uh good afternoon my name is amaya william segovia i'm the deputy manager at citizens for east shore parks please adopt staff's option two and provide the one million dollars in funding needed to per needed for the point mal ady bay trail that is now under construction uh citizens for east shore parks believes that this is an important part of the uh to provide uh to provide enhanced public access to the significant and historical part of the richmond shoreline Thank you so much. Thank you. And the last speaker is Isab ella. You'll have two minutes to speak. You can go ahead and start. Good evening, Mayor and Council members. I'm speaking on the eBike Lending Library. When the TCC grant was submitted in June of 2022, construction for this building was budget ed within a $1.16 million implementation task. Staff is now saying the current estimate is $3.4 million, roughly triple the original figure for a building with no land acquisition cost. For perspective, large, fully upgraded spec homes are built in the Bay Area for significantly less and for far less here in Richmond. And this comes after the city's own eBike program was revealed to cost taxpayers $665 per trip with an average trip of only 2.3 miles. Staff cites labor costs and other things, but cost drivers are not cost justifications. A $2.2 million overrun is an irresponsible ask of taxpayers when the city has far more pressing needs, including numerous park projects, helping homeowners in high fire severity zones and countless other pressing needs. Before any additional funds are released, this council owes taxpayers a full line item public county of this project. But the problem extends well beyond this single structure. The $665 per trip eBike program demonstrates that the city has not operated these programs at anything approaching a reasonable cost. And no plan has been presented showing how this program will be sustainably financed going forward. This council has a fiduciary responsibility to taxpayers, and that responsibility demands more than approving just cost overruns as they accumulate. The honest answer here is not a redesign. It is whether this project should be canceled entirely. No responsible person would spend their own money this way. On a glorified shed. Do not spend Richmond taxpayers' money this way either. Thank you. Thank you. And that was the last speaker. Good. Thank you. We will now go into discussion. A discussion will be among council members. We will ask staff for information. There will not be debate, only suggestions. And we will, after discussion, decide whether option one, option two. If we decide option two, we will have to decide what we need to cut back on in order to provide finances for what we want to add. So, Claudia, then vice mayor, anyone on this side? Okay. Thank you so much for the presentation and for the words of the city manager around the great things that we are doing in the city. As I always said, the budget represents our values. And I feel like putting money into what we value, it will be the things that will improve in the communities we want to do. I have a couple of questions between auction one and auction two. So, my questions are, one is, in auction one, you, the best baseline is to have a vacancy rate that is 12%. Last year, we approved a vacancy rate of 7%, I believe, or 9%. 9.7%. 9.7%. And then you said that by doing that, we will have $16.5 million. What is the vacancy rate that you are proposing in auction two? 12 right now. And then it will increase once the MOUs that you have with public safety are effectuated. So, that means that in auction one, any of the council directions are considered, right? No, that's not what it says. We can go back to that slide, please. So, yeah, because if it's the same vacancy rate, and you are saying that we will have discretionary funds to allocate to other things, what does it look like? Right. If we don't, if there isn't money in the budget for staff to effectuate programs, to buy supplies, then staff can't do their jobs. So, there has to be some funding, for example, right, if you have staff in, let's say, parks, right? For park staff to do their jobs, they have to have mulch, they have to have seeds, they have to have plants, they have to have paint, right? They have to have all the supplies that it takes to run a city is what we have to purchase. So, what, KCRT, can you put up the two comparison slides that Emily went over for option one and two? What are they, Emily? What not? Thank you so much, option seven. I mean, page seven, rather. So, what I am trying to understand here is that you are saying that we will need an additional money to finish these things, like the, these shortfalls in option two? Yes. So, in option one, we won't do that, right? Not as currently designed. And what about the city council directions about? The 37 key initiatives? Yes. Are they included in option one? No. Right. The ones that have a known fiscal impact, yes. That was also covered on a slide. And in the staff report, it's on, in your binder under tab one. Mm-hmm. Mm-hmm. So, the, the green items, and this unfortunately didn't get , so the green, and then go to slide 10, please, KCRT. So, all of these items, some of them have known quantitative budget impacts and others don't. So, part of what we were trying to ascertain from the council this evening are, how does the council want to prioritize these 37 items, or now it's really more like 33? Yeah. Yeah. So, for example, immigration, right, is funded under option one. Black resiliency is funded under option one to, to name two . But, if somebody put an item on the agenda and it's number, a different number, right, let's say 33, 34, something like that, right, what is the methodology and what is the prioritization? Like if something says return to the council in 90 days, return to the council in 120 days, but then there's been, you know, 30 plus things that came prior to, what goes first? And there isn't consensus on the council on how that takes place. And so, I think it inadvertently creates a lot of tension and conflict because there aren't, people have different expectations around what should be happening. So, we want the council to agree upon what is the methodology for prioritizing your council direction. So, that's a good question. Because right now there isn't consensus. So, some people feel like, oh, I put my item on, it should be heard, and then, but somebody else just put something on and it says 90 days. Well, what, what goes first? So, that was the framework tactic went over to just provide some initial guidance on what the city council might want to consider to then help inform how do these things get effectuated. Because right now there's no criteria in terms of what, what the order is. So, if I may add, there are some items within these 37 requests that are included in the budget, which were mentioned. So, if I may add, there are some items that are included in the budget, which are included in the budget, which are included in the budget, which are included in the budget, which are included in the budget. So, if I may add, there are some items that are included in the budget, which are included in the budget, which are included in the budget. So, if I may add, there are some items that are included in the budget, which are included in the budget, which are included in the budget. So, if I may add, there are some items that are included in the budget, which are included in the budget. So, if I may add, there are some items that are included in the budget, which are included in the budget. So, all are funded in option one. I just want to. Not all of them, because some of them don't have a known fiscal impact. So, like say, Ciclavia, right? Mm-hmm. We don't know how much that's going to cost. So, that isn't. But if you look at page eight of the staff report, table two, the, it says key initiatives included in the budget. This is in the, we didn't want to make the PowerPoint too long. So, that's why you have your binders. It's page eight of the staff report and it indicates that the ARC corridor phase two, 185,000 is included. Black resiliency, 1.5 million is included. 300,000 for community engagement and limited term revenue is included. 100,000 for gender-based violence, 700,000 for immigration services, 150,000 for mental health assessment, 146,675 dollars for reparations, equity and inclusion, 250,000 for point Malati and 150,000 for revenue enhancement, ALS development as an example. So, that totals three, in excess of $3 million. Okay. So, I just wanted to clarify because I thought that in auction one, all of these were not there and we were trying to find it in auction two. So, thank you for that. So, thank you for that. So, then the question is whether this council, if we approve the auction one with a higher vacancy rate, what are the left staffing that we can hire? Because I think as we mentioned one of the things that is important is that the two care navigators for RAC can be hired. You mentioned something there about arts and culture manager, but why is this in these leads when that could be in the hiring or the position list, right? Is it like, we used to have a manager before. No, that's there because you brought, that key initiatives means you brought, the city council brought an item to the city council agenda and gave us policy direction. So, that's specifically listed there because that was an item that you brought to the city council. Yeah, but it is not part of like, it's not part of the position listing. It is not like adding a new position because it was, it was like the manager was there. No, it was just because something, so there's eight approximately 811 positions in position control. The city cannot afford 811 positions. But that, that, I'm sorry to interrupt, but what I wanted to say is that that position was filled before. Unfortunately, we don't have it anymore because the person who was there is really sad past. So, so that means that because that happened, then we just cut it out and it's no longer there. Like, I just want to make sure what is the logic of that position. And then, and then my, my, my first question I want to answer and don't get derailed is, if we approve these vac ancy rate, that is 12%, how many positions we have to fill? So, based on the, the, the list that you're referring to of 37 key initiatives. So, um, if we can go to the, the, the, the list there. So, um, public art is number, um, the 23 art and cultural manager and grant process reform. That was a specific agenda item that the city council brought forward. That's why it's listed here. So that's, that's one thing. Um, and so we're following through on the policy direction that was provided related to item 23 here. There was specific direction that was provided. So that's one piece. Then the second piece is, um, as the, uh, costs associated with hiring 92 staff people over the last four plus years and the subsequent round of MOU negotiations and increases and CalPERS increases and healthcare increases. So that's the, the city is at a point now where we essentially, in absence of retirements, um, we are at a point that new personnel cannot be added. because of the cost the labor costs the labor costs have have continued to increase we've discussed this many times and based on the information that I'm receiving from finance staff and the current situation with our budget and the current situation with our costs that it is not sustainable for the city to continue to hire unless there are retirements the city's general fund budget for personnel costs has increased in excess of 50 more million 54 million dollars and as you saw from I think if we can go to slide 34 it's the very last one at the end of the the deck there's one that well no not that one the let 's see the one with the UAL there we go so you can see here that the UAL when we started 21 22 when we had 92 less staff people it was at about 27 million right and you can see even with the returns doing really well that it's it's increasing extra so what that means is that the city's costs for our personnel are increasing exponentially so we can no longer continue to hire unless there's a retirement and so that's why we wanted to make sure that the council knew all of the great work that's currently happening because we think that the work that's happening is amazing it's it I don't have residents emailing me complaining they just say oh can you you know fix my pothole on this street or can you change my sign by and large I would say over the last four years the types of information I'm getting has substantially changed in terms of residents so I really what we're trying to get the council to provide direction on which is a series of six key questions is around based on the resources we currently have how does the city council want to prioritize the work that we're doing with the existing resources because you have to assume that your costs are continuing to increase exponentially even if you aren't adding more people even if you aren't adding more people it's kind of like gas right like we all go buy gas and gas used to be four something then it was five something now it's six something that's essentially what's happening with our city budget so it's like okay well maybe you take less trips or you car pool but you can't just keep doing the same thing because the costs are increasing next astronomically thank you for the information I think for me is I know that the in this moment we might have to have these high vacancy rate but without an analysis of like maybe by bringing some more people that will allow us to get more revenue or increase the service and the service will help us with revenue it's hard for me to do it's hard for me to do to think about no like no advocating for the hiring that we need when there is programs that is caught of us to to serve the community and just kind of like leave it half and no really a fulfill so we have the results that we are we want the other thing is that I don't agree with saying that youth works around house especially youth work is discretionary because part of that money also pays staff right so I don't know like are you saying that all that money goes to youth for paying the salaries right so I don't know like are you saying that all that money goes to youth for paying the salaries or the city manager White can you come elaborate on the slides you presented please so the question around youth works and I can go to that slide you are accurate though the all of the funding that is listed as discretionary some of it does go to support staff and some goals to support stipends so it's a split and then so you are making an argument that for you are making an argument that for you to work on this is not discretionary because some of that mostly goes to staff but in youth work you are presenting the whole thing as discretionary when some of that goes to staff but anyway so I It should have been split. Okay thank you so much but I think it's also that I particularly feel like we have been putting this money over and over for unhouse intervention for youth work and it has been really giving us results in terms of getting more young folks in our city to work so I don't agree that we need to like use that as a slash fund and we had a commitment to re imagining public safety and this is part of that so I just hope that this council don't think that these are discretionary funds but our funds that are helping or community especially especially navigating things like providing services for youth and the young house intervention that we have a lot of people and residents complaining about that so we are making some good ways into supporting residents and with these programs. So I will stop here for my colleagues to talk and for the reimagining public safety dollars And for the reimagining public safety dollars the finance director also mentioned that there's a slide that shows some recommendations from staff about how the funding could be used the 2.6 for some of the shortfalls and she mentioned that it was more connected to the key initiatives the what we label still as discretionary that aren't attached to staffing costs that total a little bit over three months and So I know that we have a lot of people and that the $3.3 million and that the $3.3 million that was mentioned under reimagining public safety there has not been a recommendation from city staff about where to spend that money on. Okay thank you. And just one more question. So you mentioned that the money that we have from the settlement brought $1.8 million. Where did that money go? haven't expanded the interest no the interest is not expanded okay thank you yeah that was also noted as something that once we um finance staff historically at the end the conclusion of the fiscal year there is a large unspent amount because the mou increases were not budgeted and in the previous fiscal year and current fiscal year that means that and we've hired 92 people that means that is shrinking so the reason why staff are bringing these project shortfalls to you now is because currently right and the budget is an envelope things can always change currently finance staff is projecting that we will not have a significant amount of unspent dollars in fact we may not have unspent dollars because we have to then remember as our general fund increases we have to increase our reserve to 21 percent so we're now getting at the point where we have to be very thoughtful about the expenditures so councilmember jimenez we agree with everything that you said i think the question that we're trying to get to as staff are are there some things that the city council wants us to focus on and do really well right while we're seeing how our numbers continue to to come together and there are some things that are key council initiatives that we actually don't need the money for right now right so it doesn't mean that they 're not important right but but we're not going to spend the money like in the next six months probably or we certainly won't spend all of it so since we know we have these four projects that have a shortfall should we go ahead and fund those get those complete and then the council can work through how do you want to prioritize your 37 key initiatives and the fiscal allocations associated with that i think like also i am just trying to figure out there is 1.8 million dollars that we haven't allocated that is like you are saying one-time money so that might be a good thing to think about how we allocate that money to fill the gap for this project i agree if we start project we should finish then but i am just trying to see where the money is instead of just taking money from things that is really important for our community right we might not know that until september right and we need to finish and have appropri ations for that before step before the current we need the city council right to provide an opportunity to fund the four project shortfalls in advance of year-end close so but but let me let me just finish with this just so you are projecting that we will have 1.8 million dollar or you already know that we have 1.8 million dollar and we can have more money the 1.8 million is the interest earnings it's already there today so we and we are trying to figure out like and how much are you projecting that we can get an interest rate for that money that we got this year that is the 1.8 but the thing is no no no do you one moment i just want to so we have 1.8 million dollars right now because we earned that money right it's yes or no so we have 1.8 million dollars we got another 15 million dollars this year how much interest rate are we projecting to win like to get for that extra money like the the 50 million dollars that we got the interest rate changes you i don't i i know but you have projection mayor mayor mayor mayor if i may it mayor if i may what did we discuss earlier that if the the meeting was there was discord we were going to ask to take a recess right mayor right yeah no it's okay thank you okay so mayor if i may the way that the the funding works right is the interest is accrued depending on market conditions it's not an absolute right it depends on market conditions it is not an absolute so right now there has been interest income accrued but we haven't closed out the books for the current fiscal year therefore it is not prudent to appropriate the interest because we might need the interest for the reserves or something else if the revenue projections are not accurate that's why you don't appropriate this has happened before when i was not city manager you do not mix fiscal years with appropriations and take future revenues and make an appropriation for an existing fiscal year you have to make sure your balance and close your books with the appropriate revenue if mubeen and jerry who and antonio who spend all of their time thinking about these things tell me that things are going to be close things are going to be tight that i listen to them because this is all they do is think about these things i i try to think about it as much as i can but i defer to staff so if staff are telling me they think this current fiscal year is going to be tight then that's what i convey to you anytime anything changes if all of a sudden there is a big documentary transfer tax right we email you and we tell you oh there's been a windfall here it is right a building sold that we weren't thinking about so we are telling you it's a snapshot in time today at 5 11 what we know now and as it continues change to change the budget envelope can be adjusted that's all there there's no it's not a right or wrong it's just today here is the snapshot of where we we are point of clarification when we're talking about the general fund we're talking about the entire general fund yes mayor so that that includes uh the 50 million from from our settlement i am happy to follow the city council's policy direction yes mayor so then um okay uh vice mayor hi i just have a few questions first question is how option one deal with the cip project shortfalls currently they're unfunded and what does that mean it means that if on attachment uh one there is a list of all the cip projects utilizing the methodology approved by the city council which uh uh which is the new site i mean the shortfall projects no there's a lot it's not just these i'm talking about the four that are suggested in option two we want you all to have a discussion i want you to i'm trying to ask and you make it clear if i'm trying to understand if option one includes those shortfalls for those four projects that they do not and the plan is just to let them be what they are and that's it no we're saying that um the city council can decide to do option two or you can decide to do a modification of option two but we can also decide on option one yes yeah and just let them be what they are um potentially or we'll come back to you and try to move money around it depends on like every change order is different right so if there's a change order for uh concrete at um shields reed right there was we needed four hundred thousand dollars to do concrete at shields reed so uh staff were very creative and so instead of having another change order for four hundred thousand they're like oh we can do the concrete ourselves that'll save four hundred thousand dollars so what would have to happen is we would go back and sharpen our pencils and say okay is there anything that hasn't been authorized and can we remove it if it has already been authorized and then we would go back and say okay where in the city council's uh cip approved budget could we cut something and then we would come back to you and see if we should cut something but thank you um the next question i have is uh what is the city's plan to increase revenue and how does option one support that plan we are continuing to implement measure u and the city council has adopted several economic development plans that are being implemented by staff a large part of what helps economic development is also how we engage with the business community and so i think the chamber of commerce has been doing a great job of working collaboratively with staff and working on a regional basis through the economic development commission so um i think that things are are moving forward in a much more positive direction hence open ai choosing to come to richmond so you believe that option one actually has a path for increased revenue yes um do we know what the estimate of what that increase in revenue would be we can come up with one it would that be another initiative that would go onto the list of 33 or is that just normal business that's a good question it depends on how long it takes if it takes under an hour we're always happy to respond to inquiries that's i think it's important for us to understand um how we are planning and how we are resourcing um the city's revenue and revenue streams um i think it's very important for us to understand what may be the potential of increases in revenue and what practices we are doing and what programs what staff are needed in order to support that could we please get that information so we understand that some of the things are simple like improving the city's business license processes which staff are currently working on like if you go online right now to get a business license it's pretty cumbersome in terms of the directions so one of the things that we're working on now is streamlining that process and making it easier for people to understand how do you obtain a business license but as city manager deputy city manager white mentioned when we have the 37 initiatives it makes it hard to then do the things that we know we need to fix to make things more efficient same thing with special event permits so kind of leading from there one of the things that i heard pretty clearly from all the departments every department that came and spoke was that they quite clearly said that they were understaffed under immense amounts of pressure and their stress load was very very high because of it how does option one address what seems to be a pressing staffing need it still requires that the city council come up with criteria around your key initiatives i mean part of the the opportunity in option one i don't think methodology around any of those any of those unfunded initiatives right so it's just the core operations if i understood what no emily said correctly um she said that that option one only only funds the basic operations no that's not what did please go to page eight of the staff report table two so the heading under this item in the staff report it notes key initiatives included in the budget so i'm seeing in the presentation on slide seven option one it says uh maintains all current services has that vacancy of 12 percent preserves operational community equity um no use of reserves supports long-term feasibility so when we were going over this i thought it was made clear that it does not have it was only the basic operations i don't know which side that was when you were testing no that's what we uh deputy city manager white and um finance director combs explained that that wasn't the case it's basically the status quo so but i think that that kind of you know not to segue but um is why we brought up the draft framework for um and and are asking for a city council input on how on the staff is the state council input on criteria for um considering you know new initiatives um to sort of help with that staff capacity within departments so but it doesn't you know the core what we described the core it just it keeps at the baseline so in community development what lena has is what lena has going forward um without any new positions any new positions they're the only plan to address the the stress that staff is experiencing and the understaffing even in the business license department i talked to them and they had more more people allocated that were supposed to be working with them but they were understaffed and i don't think council council initiatives were a factor in their stress or workload i think that they needed more people to help them process business license but we're saying that in this option in this budget we have no funds for that that that's not well if you um another way to look at it is is as we've discussed during right as we've had three consecutive rounds of of increases that as staff make more money you can afford less staff and so the only thing that is then viable is to become more efficient and to make processes streamlined so we have the software by and large we have the systems we have to implement the systems and technology that allow people to more work more efficiently and it's difficult to do that if we're responding and sort of managing projects through email we 're you know if people aren't using ims as the way to report things and so the function of having less staff is a function of the cost of staff and the increases that have been received it is not something that i'm recommended recommending we've hired 92 people that's amazing right it it's but the only way what i guess what i'm hearing is the only way to change this is to have the increases from measure u um the the revenue increase after efforts to increase revenue measure you being the primary f like way or to become more efficient those are the that would include short term those are the two short term things that are within your control right you can have a great economic development strategy right but we're in a free market economy so nobody has to open a business here right so the the things that we focus on as the first and second things are things that have high fiscal impact and have have can have definitive results because we can't make anyone locate here but what we can do is we can make it easy for them to locate here we can be friendly we can be open for business we've hired more economic development staff than we've ever had in the city of richmond as long as as long as i can remember so the i think the opportunity is what are we going to focus on and doing really exceptional at that that's the opportunity i guess my question is the question that i would like you to take back as a staff is are there particular staffing positions that are strategic that if we do staff them would help us increase revenue for instance we can certainly think about that i just want to finish my thought really quick so for instance if we were to add someone in business licensing would that increase our revenue in a way that we could you know really make an impact if we were to increase staffing in the department that deals with permits would that increase the the how quickly permits were able to be processed so that we can get projects happening and and then again increase revenue i don't know the answers to those questions but i think that they're key questions for the budget especially for long-term building of revenue and i do believe that we need to think strategically about you know i understand that we won't be able to hire under this scenario but if somebody does retire we have a question of where do we then put that staffing money and if there's a strategic place to put that staffing money that would actually make more money so that we could look at some places that maybe didn't make money to staff in the future that would be strategic and i don't know that from one of the information that i'm provided now and i'm asking if we could get that question answered yeah we're happy we're happy to provide information i i think the the thing that's important for the council to understand is operationalizing measure u in an automated manner is so that the notices are just going out and nobody is like manually collating things is where the magic is right and so we actually just need to effectuate the system we have better and utilize innovation so i actually wouldn't say oh we need another business license person probably i would say oh we need another person on the innovation team right and so but i think it's but i think that's the question that i'm asking right but i would say if i'm not i'm not prescribing the business license persons but rather saying is there a way that we can actually support you know strategically place staffing wherever it may be your need to be in order to increase revenue yes i think that the city council can certainly that is that is what we we have been doing and what we will continue to do but it's also i think from a being empathetic to the staff that we have now and that they're at capacity i think is important in terms of our values right and so if they're saying they're at capacity then as city manager my role is to convey that to the council and to say that we need to have conversations around trade-offs even though it's hard i have two more quick questions and one is um the point mal ade project i don't remember the full timeline but i seem to remember that we allocated money for a funding gap previously is that correct yes there were previously um appropriations and so we can get the uh a full accounting for that i don't know that we have it right now yeah i seem to remember this is the second or third funding gap that we are addressing in this project yeah we can um ask staff to work on if we could get a report just on the full cost and how we got to this full cost sure and how much we've put in so far from various funding streams that would be helpful for me okay and then finally i don't know where the pullman park investigation is in all this analysis i could not find it my understanding is that it the way that i put forward that item is that it does not include any acquisition it does not include anything like that it was just an un a pathway an understanding of how we would go about moving such a project and not asking for our allocated resources i saw it somewhere in here that it had a hundred and fifty thousand dollars allocated to it i don 't understand how it got that and i i also understand that it's unfunded so i don't know where it exists in all these things even though it was a past item i don't know can we call uh uh director uh chavar ria and um to answer that question maybe with support from darcy good evening mayor martinez city council members for the record daniel chavarria polyworks director uh vice mayor robinson would you mind repeating the question please yeah so i was looking through this great volume of information and i remember seeing that the pullman park investigating creating a park in pull man um at the site mentioned it was allocated 150 000 and i was wondering why because all i was asking for is what is the pathway what are the things that we need to actually investigate in order to be able to move it in that direction it shouldn't cost money we're not actually out you're not actually acquiring anything or you know doing anything or doing any studies i just wanted a list of what it is that we needed in order to make such a park and so i'm trying to understand one what how that where that cost came from and two where is it in the realm of all these things is we approved it but i don't really know where anything stands because of the way things are being framed yeah currently we we are not using any funds for any funds for that project what we're doing is uh what we have for the 90 days to uh come up with what will be the steps to acquire and what will be uh the implications right to acquire that that's where we are right now yeah so do you i can't remember where i saw that 150 000 but i was like what is that under 50 000 for and why does it even cost any money at all outside of staff time i'm looking at a vintage to me because this is the number guy i mean i know no so we're confirming there's no no money for pullman i don't know if they 150 if you have a the page or the location we can check it out there's hundreds of pages everywhere i don't know i know um i will try to see if i can't do searches to find it again but so i guess what i'm asking is where does it live in all of these things i on the slide of the 37 items it lives there it would be one of the things that needs to be prioritized so that we know what order to work in on those things yes okay thank you that's all i have council members all right sorry i was totally doing some chocolate i don't think it's gonna be my turn yet you're not sharing council members of data i try to pass it around if anybody else wants them um i just want to start off with uh page two and of the powerpoint council members of payday or the staff of the pdf i don't know oh the attachment one yes the colored document with the uh that's the eight and a half by 11. no the moving enrichment forward okay that's the powerpoint a powerpoint yes okay kcrt can you please go to slide two i know you brought it up but this is just such a fun picture and i made a a note on here as i do as i'm listening and this is a a great new park that you all have helped build for our community thank you and one of the communities that have needed the most help and i bring this up because i've lived in richland my whole life pretty much we have a lot of new staff members so i just want you to know that all your time and effort doesn't go unseen by both council and by our community right here you see the police chief going all right miss curl get back to work and she's saying no he's getting on next he got on next all right but it's just a quick little glance at if we can have fun as staff we can have we're sharing this great thing with our community as well so i just want to acknowledge that as well and then i did a quick google search to show how other cities are doing because the thing is always important to kind of compare four-ish years ago three and a half years ago i remember sitting here and going oh we're doing a really great job which we have been year over year over year but then you see other cities they're in millions and millions of dollars in deficit so i just want to put that out there i hope we don't ever go to that again i remember sitting in this council chamber on that side when previous city managers had to cut and it's did we cut here do we cut there which staffing which this is that we cut here and i think there's always room for improvement as miss curl says but i just want to acknowledge that for all the staff members that are here it 's great to see you all thank you for coming out here and enjoying your tuesday night with us i know you had nothing better to do today so thank you but i just want to put that out there as well okay i'll start with my questions on slide 13 of the presentation i want to make sure that i the general fund commitments available for reallocation key initiatives i want to make sure that i understand this here so you're saying that if we wanted to adopt option one some of these here we can reallocate within option one option that's only for option two okay and then so can i understand how were some of these put into this list because i don't remember voting on some of these these are items that should connect back to the the key initiatives with the exception of the als item and the point maloney maintenance and you'll see there that those are two that were you know not recommending but we we felt like it was important that the council understand and so for example one of the things that we've done is we've reached out to east bay regional park district and with with the support from the mayor to try to effectuate our quarterly meetings again we used to have quarterly brown act meetings and so we want to try to get those conversations moving again because if to the degree to which that we can partner with east bay regional park district there might be an opportunity to start reducing the city's expenditures in the outer years which we anticipate are going to significantly increase sooner so going on that there for the point malady annual maintenance 250 this is separate than the 400 that we gave them as a one time the agreement was a one the 40 million yeah well that was a much bigger one but also right above the 40 million we also said we're going to give you 400 000 as a one-time maintenance security as we're moving the properties around so just wondering where this 250 is so this is because the uh most of the east bay regional park district property is still um excuse me most of point mal ady is still legally owned by the city even though a small portion of it was transferred to east bay regional park district so this is why there's uh an annual maintenance cost is because the city still maintains most of the is still responsible and legally owns most of the property so this 250 is above and beyond whatever we do with public works so this we've never incorporated this into the public works regular budget um we normally do but we the the costs have been in excess of normal annual maintenance like there's always things that have to happen like we have to put new tarps on or there is something happening with the historic structure and so we think it's very important that the city council is privy to these costs and is clear that we anticipate in the next fiscal year or two these costs are going to increase astronomically so it would behoove us to start having conversations again to to figure out how do we move forward collaboratively thank you and i do like your note to have staff consider so i i will love to direct staff if my colleagues allow to pursue cost sharing discussions with east bay parks because we want to start minimizing this and just going back to just whatever our base cost is for the area especially if they 've taken over a big chunk of it or smoke whatever chunk that was so uh so thank you for that um in the in the list of all the items i don't remember which slide it is now 30 something 40 something items that we give you there's one missing or at least one missing it might have been from 2024 of 24 24. i know about it or 2023 the trains planes and automobiles trains planes and automobiles and e-bikes but that was later uh but for now is the trains so i know that i brought a couple items to have staff look into putting in an underpass at parchester because of the trains looking at funding for other crossings for the trains so that's a really big issue that 's bright that's been brought forward a couple of times we've looked into getting grants and i know there were some conversation about that so it didn't make the list i just want to make sure that we don't drop it yeah if the city council wants to direct us to go back to 2024 for this discussion we're happy to do so we just didn't want the list to be um too long for for discussion i think but we're happy to go back that was my other question as well is why are we starting in in 25 to present is this is this a snapshot of all the programs that we're doing or funding things that we know these are just things that the city council put on the city council agenda that are that are not uh initiated by staff that were initiated by one of the seven uh council members um during the last at the time it was approximately 16 months when we started putting this together because then individually you all have been asking staff for status updates or you know where is my item and so it became apparent that it would be helpful to have a criteria so then everyone can have a better understanding of when to expect things based on the capacity of staff that you have okay thank you for that so i just want to make sure again going back to the train does it matter if it goes on this or not i just want to make sure i wasn't sure if this was an ongoing list or if this was just a snapshot this is a snapshot um and you know then there's been opportunities where if another grant comes up right that's more viable right like we we've partnered with with park chester and recently submitted a grant for giant road so sometimes we might not be able to get exactly what the city council policy direction is but we try to meet the needs of the residents in a way with potential grant funding right that helps move things forward in a positive direction so i don't it doesn't mean that we are that we don't we're not trying to implement the city council's policy direction but sometimes there isn't a grant or funding source so we try to look at something that might be comparable um or at least headed in the right direction thank you and then what kind of makes i'm trying to understand this list because it's so there's so much range in here so what makes it is it a number of hours that we ask for is it the number a dollar amount it was just anything that the city council asked for and uh patrick seals administrative chief can speak to this he's the keeper of this uh list if you would like this slide here you see the council liaison appointment cycle change that happens every year no this time it was requested that it's a that we it goes to a two-year right i know but so that saving us one year all right so usually right but i'm just using that as an example of something where it has to even though the city council may direct something it still takes staff time to effectuate it it doesn't it doesn't just happen okay and patrick i don't know if you have anything to add around this list if there's a specific question around any of this i can yeah so i was just trying to just figure out how the list was put together and then how do we say it's complete so using that council liaison appointment for example number 24 as far as i know it's completed because we voted for it back earlier this year so the so how the list is compiled i'm tracking every item that comes before city council i'm building out an automation system as well as a some other kind of stuff to support the city manager in tracking this this is a endeavor it's taking me almost a year i have an intern who's supporting me a graduate student and we've gone back multiple years and so we're trying to support innovation and efficiency to manage and maintain these things so um these items are from initiated from january 2025 to present um i believe that your the overpass item was before that i i remember it but it was prior to this and as the manager said if you want it if the manager directs me i can go back to 24 etc okay um i'm just wanting to show my that one didn't get lost but okay so this is merely just now i'm understanding a little more about how the list is made absolutely and then how are they then mark completed because some of these i'm assuming again that number 24 is already completed because we voted for it earlier no so the reason that so the for this particular list right i have something that is much more robust a lot of columns this is a very simplified version of what i'm actually working with i'm i reached out to staff responsible for supporting these things um and asked them hey is this thing complete because the arts and culture manager was something that was the process for bringing on a new arts and culture manager was something that was initiated by staff outside of what would have been our standard city onboarding process through the human resources uh system and we haven't actually hired an arts and culture manager staff doesn't see this as complete because we don't have an arts and culture manager at this point but the solicitation has been released i think they're in the process of receiving applications the application is open and so staff that are responsible for managing these are the ones that i spoke to just for this 37 just to provide again a quick snapshot thank you thank you okay i won't ask any more of this i think i'm understanding it so thank you because i want to make sure that our list gets shorter as fast as possible yes um for als which is very important i believe to all of us uh chief is there a way to potentially it's more a question for for finance so is there a way to look at funding it and then getting for both als and the stations and then get paid back should the measure pass right we're looking at potentially putting a ballot measure in november right now we saw that the majority of ballot measures in june around the bay area did not pass so i'm just the need is still going to be there so i'm just trying to just figure out as we're creating the budget now is there a way to put a little bit of chunk to the side to say okay we can start fixing a couple little pieces here or there into the stations or putting into als should that not pass because i don't want to get to november and then figuring out plan b and the budget is already halfway through so you're saying can we do something retrospective so if we what i'm saying is if we say let's allocate in the budget and i'm just losing loose numbers here a million dollars right we're going to put in a bucket where we need a hundred million but that's a million uh for now uh if the ballot measure passes we can take that million back and then reallocate it back to somewhere else if it doesn't pass it will continue putting in incremental money in there throughout the budgets so that we could fund als and that we could fund the the stations that we need repaired so um uh council member uh zapata if we can look at one particular example would be station 63 that might not be the first one on the list but it's the first one that caught my eye which is an attachment one line item 37 it says fire station 63 fire department improvements uh station 63 and so um this is an example of an item where it 's an active project because so it's blue it is non-grat funded so it's also blue and it has a foot note there for one which means shortfall exists but in the outer years so currently this project is in the planning phase right and it there's 177 thousand 996 dollars in general capital fund that's been appropriated to it but it's indicating that there's a shortfall of 4.33 million so this is an example of why we um are moving on parallel paths like we're not it doesn't mean it it means that we're public work staff should keeps going and then concurrently why they while they keep going what they're working on we are working with the consultant and so we'll have presentations actually we're going to try to do it in june although it may not be until july where the city council can give policy direction on based on the data that's been obtained from the polling regarding how to move forward with ALS and so this is an example of something where it's nuanced it's not quite it doesn't fit definitively sort of in one one stream it overlaps in different areas and so this is an example of where things are nuanced and we're trying to work on things on parallel paths so again my question is the four million for fire station 63 or 4.5 million is if the ballot measure passes which will be great then we can use the ballot measure to fund the 4.5 what i'm saying is if we start eating away at the 4.5 now can we get reimbursed and say okay hey we use 4.5 to do section 63 but since we got the ballot measure we can now move this money to we can ask the park or somewhere else we can ask the consultant to um to to explain that yeah we can explain that when they when they present um later this month okay thank you i'm just trying to figure out how we move my eyes around thank you um anything else for chief before he did before he no thank you so much chief thank you thank you thank you thank you thank you um i want to look at the bike the e-bike program uh and thank you for uh the the mr gabino erradondo that are here um and i think this grant was submitted a while ago gabino when was the original grant submitted okay can someone look in the movie can you look in the administrative record and find out when that grant was originally submitted thank you and i i want to just make some clarification so i know that the the presentation i don't remember which slide it says but it says city-wide program but it's not a city- wide program right and i i want to be able to see as we if we decide to move forward with the project again that it really becomes a city-wide program because right now there's only 13 stations and they're only from almost the middle of richmond south so to really know if people can and should and will be using the program we should either go all out and from and so option three here in the slide we also propose that um so talking to the vendor to expand city-wide 17 additional uh hubs 250 new e-bikes it would cost an additional one million four hundred and fifty nine thousand dollars to do that so if we want to have a city-wide program with the additional hubs in addition to the 10 they mentioned this is the cost so then what i believe what i heard was that they can immediately start implementing 10 new hubs at no cost all right so this you're here i'm seeing 1.4 but they can do 10 for no cost can we do the 10 for no cost right maybe that's option four so 10 at no cost everything has a cost so i would say there's no cost well we don't negotiate contracts in open session right right so city attorney so we we can take that your point is well taken we're happy to have a conversation with them but the but what we're trying to to get the city council to um consider right is now that the um that this program has been operational for a while and the city council has uh directed um building another facility is it prudent to pivot right and say until there is a grant that could fully support the e-bikes which is how we started this program it was through a grant then is it prudent to sunset so i think that's where we always kind of have a difficult time is sometimes we have to say we really like something but we don't have another you know 1. 5 million dollars right now so we're gonna turn this off and if we find money in the future we're happy for to reconsider right it doesn't mean it's a bad program um but we're not seeing the return on investment we would have hoped for so it looks like thank you for evaluating the pilot it's time to move on the pilot hasn't flown all the way yet right well sometimes the pilot says when you get a grant this is where you have to operate right kind of like complete streets right like we might want to only do traffic safety but that means 27 grant sources that currently fund complete streets would not be available to us because those grant guidelines have very specific criteria for us to be able to submit so it's it's the bottom line is the grant funds have run out we do not have general fund dollars for this program i as city manager in good conscience can't recommend like when i go see the kids at shields read and they tell me they want peppa the pig i'm gonna make peppa the pig happen because there's a whole group of kids there that love peppa the pig so that's what we're doing i have not had anyone call me and say please give me more e-bikes or email me now i'm sure they will come out of the woodworks but prior to now they hadn't so i so what i also heard them say was they can look at getting some mtc funds right and then they're so they didn't email you but they did email me so isn't that suspicious no no but wait before this agenda item when the vendor goes to the no not the vendor who not the vendor so there's one of our large companies that's located at hilltop they lost the bus route and when they lost their bus route we were chatting and they said can what else can can we get the bus they can give their employees e-bikes yes and i said they can give their employees bikes no they can give their employees e-bikes and not get a city subsidy but that's what they can do to be a good employer that's what they can do if they give us funding so then everybody can use the e-bikes no you know why because it takes gabino staff time and you know what we need to do but then that means we need to make the whole community well but we don't have them right now like it depends on priorities so when i started with the transportation department e-bikes was maybe fourth or fifth on the list because first we need to do paratransit right paratransit is our more successful program it has 1.3 million dollars in move seniors and we were in a program and improvement plan so that was like my number one thing right and the e-bike program kept going then after that our micro mobility richmond moves right and then i worked on that then i had immigration so i kind of had to like pivot and do immigration legal services and then i came back and now we have charging stations so i also get additional comments from from you and other council members regarding charging stations so now we're focusing on charging stations now we have e-bike locker stations that we also need to update so when the opportunity came for this i've also talked to ccta and mtc related to future funding related to e-bike programs and they said it's sparse we're also part of a statewide network of e-bike providers actually it's a national network they meet monthly related to future funding and the only one that has been successful for in this group this working group has been the ones that are funded directly by the city and run by the city right um so and they're limited hubs um so that's the ones that we have gotten the ones from the best practices that i've seen so far so that's why we have this current recommendation related to this future of this of this program i mean i think that if we can continue the conversation with them i would appreciate it just to see what we can do and it would also be great to one day potentially having enough funding from some of these large employers that are willing to give us money let's take it maybe we do the program where it's free for the community all right it's about getting people out on the bikes out on the street safely uh if there's an opportunity let's see if the money is there so we have had the conversation with the provider and they 've only been able to say that they would have a six thousand dollar discount so it would still cost us sixty thousand dollars a month to keep the conversation going and that is starting on june 30th okay thank you then the other that's why july 1 so respectfully this is why we're recommending that we stop the program okay uh i think that we should have more conversations but yeah okay uh the other is so the ecia right kind of going off of this here the ecia funding has had a lot of different types of other projects as well and i know ecia is tied to a whole different other revenue source but are we looking to see what's going to happen with those projects that were attached to ecia and ecia is going away so how are we going to fund those other projects we're not so all of it is going to be going away the richmond moves that's ecia unless there's another funding source some of the some of the funding some of the programs have really high uh rates of return right so when you have high utilization and high rates of return and low costs right richmond moves is is an incredible benefit for our community because it has high utilization and low costs right and so those are the kind of programs that we're looking for um gabino can speak more to that yes and also this is i also mentioned it to the current bike provider like for example richmond moves richmond moves we already applied for four grants they're all the the providers always asking me let's apply to this grant let's apply to this grant so currently we have funding till about april of next year and that's half grants half ecia so it's half funded through the grants and half funded through uh ecia right now but currently we have no um grants related to the e-bike program so i've been working with them for a year and four months and i have not got one um grant application so not not the good you have because i want to make sure that we move forward but it's not just about the evax i'm just talking about all the other programs right that right now are getting funding from ecia because i haven't seen anything and i no longer sit on that committee but i haven't seen anything there about the programs because you're just saying it's going to die so a very successful program is going to die when ecia funding well in april it has funding through april and so between now and then right staff will continue to look for grants i think what what staff is trying to convey are that there are some entities that we have partnerships where the partner is very aggressive and takes the lead and it's easier for staff to work with them right so i guess here's my request is a list of projects that are there that either we have to make a decision to sunset or not small projects big whatever whatever ecia is funding we have to make a decision either continuing not continue it e-bikes whatever whatever programs but ecia is currently giving money to programs so we just need to know what those are so that we can figure out how we incorporate that into the budget because right now it's not in the budget so um ecia is currently who's um deputy city manager white was originally providing support and then now avenish you're looking at it do you have a sense and are you able to speak to that now or do you need time to she said next meeting okay i'm sorry what was that we'll provide information at the next meeting thank you thank you um and then uh lastly on the e-bikes so why have we not uh approved the permit since july 25 similar to what i mentioned about my capacity as staff leading and i also didn't want to uh expand if we can't make sure that the the soil cost us more to expand and then we have to bring them back uh jeremy like so we put 10 more that's more hours for abatement or whoever we contract to be able to contract the program so uh what's it called we want to know what the future was for the program before we expand i'm gonna get it but if we would have had 10 more we could have had more people utilizing it and there's no additional cost all right thank you um the vacancy rate in the various documents thank you thank you give me no no other questions there um is it being taken into effect or into account the potential public safety ballot measure no we will talk about that on the 16th we're working on the financial modeling okay thank you um the improvements for the shortfall for the parks for both shield reads and window do we have a list of what those shortfalls are i know you mentioned the concrete was one of them but darcy um and joseph may be able to answer those questions in detail and maybe it could be an email if you want you don't unless i think it's good for the public to know since you're having a discussion now if we know the answer we'll try to answer it if we need more time we'll we'll see we need more time thank you darcy hello to the mayor and council um my name is darcy de lasch ma for the record and so just to clarify the question is what is the list of shortfalls at wendell and shields reed park yeah okay um the primary there's a lot of things so it's nuanced as as usual but the primary shortfalls are um that a restroom was not included in the scope of work before it was bid to the contractors and the second item is changes by pg e that were mandatory during construction so it's amounting to a fair amount of money and that's for both parks shields reed is primarily related to the pg e changes and wendell is the restroom okay yeah that's kind of necessary thank you so much thank you thank you um for the e-bike lending library uh do we have a how it's going to be director velasco sorry sorry i'll leave it towards the end and beatrice if they're here if she's here yes jerry can you allow beatrice thank you good evening mayor council members lena velasco director of community development i'm here with pietres guerrero our project coordinator for tcc so the e-bike lending library comes with operational funds from the transformative climate communities implementation grant which has been noted that 2.2 million is needed however there's about 2.5 half of it will go to construction and the half will be towards operations and then that operations is it for how many years uh through 2028 like august 2028 and in the meantime we're applying for additional funding to expand that beyond so 20 when do we if it moves forward when do we think opening is so is it is funding for two years i guess i'm guessing for 27 28 is it for one year yes so our goal if if the if the capital funding can be committed we can bid the project which the city will bid the project once awarded um we can then start construction we do anticipate it will be a short construction period about six to nine months um and then once completed it will open up to the public and then the cost so i got a couple of emails and communication that the cost has gone up so dramatically what what are we building i mean i know i i was here at the presentation before but i'm did it change it seems to just it's it's a building that's going to house the bikes why is it so much more expensive why is this just in general why is it so expensive yeah so costs have increased so it is larger it will have a restroom facility it's built around a public plaza space um we will also the the fire requirements related to storage of bikes is expensive insurance has gone up um i think we've also had lead you know the city has a green building ordinance so capital improvement projects are required to re to achieve lead certification compliance so that added additional elements that we were not anticipating and so as when we developed the budget for the project it was a conceptual plan and as we've gone through permitting um looked at insurance and fire requirements all of those things have added up but it will be a significant investment into the greenway as well as at unity park so uh we anticipate that it will be a long-term asset for the city and we definitely need the bathroom so thank you for including that in there uh i'm still trying to wrap my head around the the just the cost of that building and i know it's it's is this going to be ours is this going to be ours forever uh are we doing 100 of the cost is are we is there a non-profit that's going to be coming in and they're going to take some of the costs for like the insurance for example good afternoon mayor and city council members um the for the record beatrice guerrero uh project tcc project manager uh project coordinator uh the the e-bike lending library we will be owned by the city it's our um space and it would be owned by the city till the end of of of of when we decide to to to um to to stop uh having it but it is on city property also um the there would be a an agreement with rich city rights to to operation of the e -bike lending library as well as uh for them to bring the electric bikes that would be provided to community so there 's two different programs that would be operating there one would be uh the training program for residents who are interested on learning how to use an electric bike or just a regular bike and additional to that there will be another program for uh rich city rights to give away bikes which is included on their tcc grant this this program would be uh free bikes for community members who complete the six modules of training that they have created within the tcc uh program this is specifically created for safety but also to provide e-bikes for free uh for community members that are interested on getting that and not just uh for people who want to use the library additionally to that we have bikes that will stay physically there for community members to be able to use them on a longer period of time would be up to a week so that they can uh address different commute patterns that they that they require so those are the different programs that will be operating within uh the the e-bike lending library as of right now uh rich city rights has been applying to additional grants to keep operations going after the tcc grant uh sunsets so we are we are on the understanding that this this uh funding that we have under tcc will fund us till 2028 but after that operations uh will require the non-profit to to have additional uh funds for for that and can you remind me how much is the city matching and then how much are we matching for the life of this program would that be for operations or for construction just for both right is it all the grant is 100 percent are we doing part of it no well i think the the request is we do have a shortfall of 2.2 million um however that would unlock two and a half million of transformative climate communities and this is just specific to the e-bike lending library the construction and the operations we have other programs that will also benefit from the leverage you know we have a youth fellows program and so this will create another opportunity for those youth fellows to work around e-bike lending um around unity park the it'll this will also be co-located near the universally accessible garden which we had the ribbon cutting today um so but i think right now these are the it's so it's almost like a dollar for dollar if the city puts in 2.2 million then we'll get two and a half million director belasco can you also um and beatrice explain how the tcc funding and the other additional grants that you've obtained and then how this all fits together because um in order to maintain the compliance with the grant i think it would be helpful for the council to understand how it folds into the larger picture of what is uh in progress and what the deliverables are for the approximately 50 million dollars i would like to talk uh related to what what um can't uh what um shasa is is mentioning is uh uh the the tcc grant specifically uh requires greenhouse gas emission uh accounting for uh that uh was something that we had to uh compete with other cities that were applying for this grant so uh emission reduction uh is is uh well this project is counting for the emission reduction that we promised the strategic growth council that we would accomplish so it is important for us to know that if this project doesn't get completed we put at risk our funding uh on their under the tcc grant because we would have to go back and tell the strategic growth growth council that we won't be able to build it in which case we would have to account and figure out how do we make up for it for those greenhouse gas emission reduction and i don't know um lena if you want to talk about the rest of the additional grants but i i wanted to highlight that because this is important for for the whole the whole uh list of projects that we have under that grant yeah yeah and just to so the transformative climate communities implementation grant it was 35 million over a five-year period um in our application we also had to demonstrate that there was 17 and a half million worth of investments already planned for the project area so we were able to demonstrate that through other projects like yellow brick road um the the harbor eighth community center and so all these other investments that the city is making um within our project area um since then we've been able to as a team um working with our non-profit partners community organizations bring in additional 19 and a half million so 10 million from rm3 as well as nine and a half million from uh the reconnecting communities pilot program so um you know we we think that the extra effort of the coordination with the community is along with our partners has been able to leverage additional investments for capital improvement projects so richmond wellness trail went from a smaller three million dollar project to ten and a half million so same with neighborhood complete streets we've been able to expand that to include additional requests by the community you mentioned rm3 i'm trying to bring up my notes so what portion of rm3 is going to this uh and rm3 is region measure three just for right so 10 million will go towards neighborhood complete streets as well as rich mond wellness trail uh phase two so we'll be making complete streets improvements um along harbor ohio um and marina way so that's for the the street improvement it's not for this particular project of the evac lending library they're not going to the evaq lending library however we included the evaq lending library as part of the corridors improvements that were committed into the the projects so that that was one of the reasons that we got additional funding for for that got it because i've been fighting for rm3 money so i just want to be like where did it go how okay thank you so think of it as like concentric circles right so there's an initial uh grant application and then there's been subsequent other parts grant applications that then leverage and then so it's all tied together do we have a projected use because you're you we just got numbers for a another lending library or lending bicycle program as well and we're saying it's low utilization that was also two million dollars and that is going to incorporate half of the city not all the city yet right but half of the city this is going to be located in just one part of the city so if half of the city is low utilization what is one part of the city going to bring well we do think i mean it will be operated differently because the the fee there will be a small fee you know it will be nominal um for some residents it may be free given the grant um however we it will be a bike that somebody could take home they don't have to leave it at their destination um as well as you know we'll be providing classes where right now because of the the way the hubs work is you have to drop it off if not you're continuously being charged so we do think that that will hopefully um enhance the utilization but it will be available and it's a bike so we will try to do connections along uh the routes but people will be able to check it out for long term and maybe even look for a rent to own options i understand how important these questions are in order to determine whether or not we want to keep a program but i think we need to stay focused on the budget so thank you so if you could thank you thank you yeah uh and and then thank you for bringing me around so thank you for that that brought some good context as we make decisions there and then a request is are we able to put in a one three five ten year plan this is not about this anymore this is now but to miss curl it and to finance director out of all the projects all the programs here i feel like every time we talk about budget we get this whole list of all the stuff that we're putting in but we how do we eat an elephant right one bite at a time can we start figuring out and prioritizing i think you were alluding to that earlier out of all the different programs we bring in one year three year five year ten years so we know like this is i agendized it we approved it it's coming in five years right there's no need to hash about it every single time we come to budget yes we we can certainly work toward that perfect thank you and then um what's this slide 13 okay i think i might be i mean i'll just put it out there for request uh now that you're taking any more requests for money but if you find any we'll love to put more movie nights all over the city because we're only focusing on some areas uh farmers market hilltop the northern part of richmond will love up farmers market uh and um do we have a pro do we have a property owner that wants to host a farmers market i do i wonder if they want to fund it oh and a really dead property i bet i wonder if they want to fund it i've asked them hmm okay let me know how i can help ask them again traffic circles uh we can i know you're all working i'm just gonna put it out there more traffic circles in all the sideshow hot spots and i'll end with that thank you thank you all thank you thank you thank you uh council member bona thank you i'll try to be brief you know i usually don't beat around the bush not too many questions i go to the core so if i can find my questions yeah i i'm even surprised we had that e-bike grants are very nice but if you have to pay money too anyway i think you have good recommendation to stop the program i appreciate it and um overall i appreciate uh the presentations the budget baseline and it's a little sad that we only have so much wiggle room um it's really depressing but no it's not it's because we've been wiggling so much we've just wiggled on up yeah i wish we had a little more but quick questions could the arts and culture manager be part-time why does she have to be full-time um that uh is a very concept uh comprehensive program i would be happy to talk to you uh offline i want to be thoughtful about time to make sure you guys have time for discussion uh around what that role encompasses but it is a substantial amount of work uh yeah i would like to discuss it and i would like to push for a part-time position that's very important um i didn't understand what earthquake preparedness initiative meant in there because we haven't even asked for any budget no it doesn't mean just because you didn't ask for a budget it doesn't mean there isn't work yeah there will be work right so work so any work that's requests from council takes staff time and so that that is still an appropriation of resources yeah a major earthquake of 7.8 just happened in the coast of ph ilippines with many deaths so we we need um you know it's like insurance you may not need it but you always have it so those things are important also grants for wildfire i was surprised that you put it under the discretionary i mean it's our fire chief public works director put it out there that they need the money and you just want to wave it so i'm asking you to please uh don't play with the important items don't consider the wildfire ad hoc safety council member which one it was um i'm sorry i know a table somewhere item number i don't remember the number but i saw it there okay so two that one is uh we put revenue enhancement als development 150 000. number two wildfire peer preparedness ad hoc committee and assessment that's very important um to be included and actually i would like to ask for more because communities with hoas are also asking for grants or matching grants to do vegetation management wildfire is a serious danger so um i'm asking you to please um keep that in place and if possible let's add to it not cut it you talked about building permits i just wanted to say there there are many companies do you mentioned business permits i just wanted to say building permits are also um very tough for applicants if you could make them streamlined and straightforward that'd be awesome so what was the and i'm sorry on house intervention program that you're saying um could be dismantled well if on page 10 of the staff report it offers a unhoused intervention funding accounting and so between what was developed this is in the staff report it's not in the um in the powerpoint on page 10 of your staff report under tab one the cumulative total investment from uh emergency housing assistance housing first project home key reimagined public safety unhoused emergency services arpa ecia erf1 erf2 erf3 kids first that that total from fiscal year 21 22 to what is currently projected between 26 27 is nearly 60 million dollars and so what we're saying is so what we're saying is that there has been significant investments um director velasco and and her team really need to focus on getting the home key project up and operational because it has limited revenue to support we the city put in 10.3 million and eventually the matching funds that support the programs right subside so as it's coming on beginning in september we need staff to really focus on understanding how to operationalize the home key project in a way that really works we've never done this before and so when when you're asking staff to do lots of different things concurrently it means they can't focus and i'm extremely concerned if i may i'm extremely concerned that this is a significant lift for staff and so if we ask them go do home key exceptional and go do something else that's nearly two million dollars both will not be done effectively so we're suggesting that you focus on home key because you've already made that appropriation instead of continuing to allocate because we have so many other projects that have erf one two at three that that we focus on leveraging those state dollars expending those get home key up and running and then assess where should we make another supplemental request for appropriation and potentially apply for erf5 my question is if you say yes to what you're suggesting what services would be slashed they haven't been appropriated yet oh okay so it's just a budget and the paper it's not sos money or things it could be but it's but we don't have a guarantee there isn't when the city council makes an appropriation it is not from previous years it is not when it doesn't involve staff there there shouldn't be an assumption that something is going to continue in perpetuity right if the city launches a program they provide support to get them a grant writer and all of those things there should be a notion that eventually things just like we're suggesting with the e-bikes right eventually things may taper down because there's other priorities because that because you can't just have priorities on top of priorities you have to if you put something on you got to take something off so if there is an encampment people complain about it if you slash this will there be services and resources to it there currently are services and resources outside of sos there there's currently core and we currently work with contra costa county so what what staff is saying is based on the request from the community around improvements to the built environment we might need to make some trade-offs and because there's been a nearly 60 million dollar investment since 2021 bringing 49 new beds online should be our primary focus i understand and appreciate that what i don't understand is what what services this would affect probably the discretionary unhoused services so on table eight okay discretionary unhoused services and i actually specifically what they are and i don't because we can't say that someone is going to get a contract when they're i mean you you it's not appropriate to say like x or y entity is going to get a contract okay all right so this is what in addition to what the staff do contracts to non-profits right it's for the additional support provided by the city of richmond above what the county diff provides okay all right and okay i lost some of my notes i'll i need to come back to them but one thing i hope we can do is having revenue genera i mean investing on resources that generates revenue for us like the sound system for auditorium so hopefully it's it doesn't cost much 50 000 i guess and hopefully we can have more use of the auditorium for concerts and stuff that's number one number two which is way more important is prop four which is 10 billion dollars for the state of california 40 of it going to disadvantaged communities and richmond well qualifies two billion dollars this year up to 30 million dollars per city i understand that proper is not forever so you don't have to hire a staff for that but can we outs ource grant writing and allocate budget for that like 200 000 and i'm sure we're going to get more than that i would i would defer to director velasco and and chief osario which i previously sent them a request to please confer okay um i think it's an absolute need also cal fire has grant opportunities up to 9 50 000 i hope the fire department applies for that but i know how busy our fire chief is and the fire department by the way if i could ask our fire chief if they have enough staffing because i know you said you don't hear complaints from residents about many things but the only thing we hear complaints is resources from the fire department with regards to fire prevention i just want to make sure that and i sent you an email chief osario i just want to make sure you're well staffed i understand always everyone always wants more staff i understand and i know our city manager is very conservative no i'm not we actually when when chief osario took over there were like the prevention bureau was almost non-existent and we were on and i know the chief is doing an excellent job we have fire inspectors we have a wee fire inspector we never had before our fire marshal has a deputy so you're doing a great job but in terms of fire prevention uh do you need more staff for example to be more to have more resources available to residents who want to become fire wise you know all the issues i've been sharing with you and some of them i know your staff have been too busy to respond to uh do you need more staffing well we currently have a vacancy in fire prevention i can't feel yet so no i don't i need to fill the staff positions i have right now i have one vacancy still um we also you could looking at utilizing our americorps volunteers to assist with some of uh those duties that cross over between uh oes and fire prevention um and so that's one of the items the other item is that um we are we are getting back to people and sometimes we're just playing phone tag i think people need to be uh uh give us some grace and allow the communication to happen the way it is um and i you know there's uh i know you're referring to a community and they've been playing phone tag with my inspectors and so it's not a lack of uh uh effort it's just miscommunicating so as it stands right now i need to fill the positions i have right now and we're looking at better utilizing some of our uh current staff into helping and crossing over over into two disciplines uh if i may ask which positions in fire prevention how many and do you think um i have a fire inspector position currently vacant okay so that would it if currently i have uh five inspectors a deputy fire marshal and a fire marshal so that will bring me to my full staffing for fire inspectors i still have one embedded inspector in chevron um who also doubles as the wooey wildland inspector so that's a very busy position excellent so i just wanted to make sure you're good with the staffing and the salary you're offering has you know doesn't create a problem with the staffing and i don't determine salaries what would be for for these things that are regarding personnel matters what would be helpful is for the council to focus on the policy direction not the head count so if there's a specific um task or policy that the council would like achieved that would be something we would discuss during open session but we wouldn't it is not um at this juncture um we're not we're proposing that it is not effective strategy to talk about head count because every single department i understand i appreciate that thank you so wildfire prevention i think needs some support so back to prop four outline of what applies to our community and i hope that we'll we'll have you know some budget item for hiring grant writers in terms of consultants to help us with that wildfire prevention and vegetation management shoreline and sea level rise parks and open space improvements community resiliency centers and extreme heat mitigation and habitat restoration projects so most of it applies to the fire department fire chief do you have a grant writer or do you have budget for hiring grant writers on a temporary basis currently we are partnering with uh confire measure x to apply for the cal fire and prop 4 grants uh joint application right now the criteria for the type of grants they're offering uh do not cover some of the aspects that you have asked for uh in fact we went out and looked for one that was specific to home hardening those prop those grants this cycle are not looking to fund home hardening programs they're looking to fund educational programs there's a few other different types of programs so we are currently partnering with con fire uh and measure x staff to do a joint grant um to work on some um one of the aspects the state wants us to focus on is education and um so that's one of the aspects we're looking at how we can fit something in and we're going to be putting in a grant request for that so my specific question basically is do need resources with regards to grant writing or grant application well i'm sure uh patrick seals i'm in chief uh to the point with regards to grant writers we have a cadre of grant writers on call um i've released an rfq about two years ago it's a five-year rfq for grant writers i think we have a list of at least 16 across various areas we conducted interviews recorded those interviews they can completed short answer forms there is a excel database with links to videos that we share with staff so that they can access grant writers when they need them now with regards to the chief specifically in his need there may be some refinement um and partnering with agencies who may have that experience but to the point of grant writers because it has come up before um from other council members there are staff the entire organization has access to on- call grant writers awesome i'm glad to hear that thank you so in terms of prop four have we applied for like parks and open space improvement how patrick left too fast i apologize i thought that question was for the chief um i don't know about parks and open space um the and community resiliency centers well the just a few months ago i think it was in march uh we had a few departments that applied for grants including um the public works department uh for congressman gear and mindy as well as no i'm talking about prop four maybe billion dollars up to 30 million dollars per vernessia and finance and director velasco do you have any additional information to share or should we respond via email uh our budget colleague ver nessia uh receives all the inquiries i believe for the grants that yeah are applied for citywide we have a central repository where they go is vernessia here okay okay what i can share councilmember bona we are looking at prop four um under various scenarios one of them being vegetation management of city owned property or public property and high fire severity areas as well as doing workforce development programs so uh you know jason and parks and i have had conversations as well as working with non-profit organizations so we have not submitted an application yet but we are looking at developing a concept we haven't looked at the community resiliency centers because part of that is we're figuring out a city wide strategy where are they needed first but for vegetation management we do have a concept in development right now yeah the earthquake ad hoc committee will help you with community resiliency centers but last year california has spent four billion dollars on these items and this year two billion it's a total of 10 billion over years and again 40 percent goes to disadvantaged communities like the city of richmond i emailed you last year and um we did complete one the the work that we've done with p ogo park that is an example right on harbor eight of of a completed project so we we need to you know keep effectuating that work and then we'll be in a position to reapply um hopefully for the mlk center is the one that we were queuing up next thank you i appreciate that um that's good to know um let me see if i have any more questions for you um no that's it basically so just keep uh wildfire ad hoc recommendations uh presented by chief osorio intact one suggestion i have so all the discretion discretionary items you counted uh if they go on iraq but we can't pick them up in the same order when the money becomes available i'm personally um flexible but if you let them go and then you know they're gone no way because each one of them are important projects to us that we have been fighting for them to achieve them so let's come up with this scheme that prioritize things uh that may work thank you that's very helpful feedback thank you uh council member wilson thank you um so just as a sort of a housekeeping thing one of the things that i think vice mayor robinson asked for was an update about the point melade like how many times the point melade trail the various expenditures for that and if we could wrap into that report and i know i believe public works is working on this right now and i saw some activity this week but one of the issues that i raised about the trail is that i'm not willing to spend money on a trail that involves a shoreline stabilization solution that puts riprap over 300 feet of the beach and so it would be helpful to for me to get an update you know sort of some reassurance that that is not currently the design plan of that we don't have to do it today but as a point as a part of that as part of that report back i would appreciate getting more info does daniel do you all have that now or do you want to wait until the 16th joseph whoever else is working on it we want to wait look i think darcy's ready to go avenish is ready to go so we don't we don't wait hold on let them huddle let them huddle can you give them two ten seconds to huddle can we get one one more person up there yes who wants to join the team here comes joseph okay i'll go first just to explain on the funding side the point melade bay trail by the way good evening council sorry to introduce myself i 've been national and finance manager in the budget division the point melade bay trail um had originally received three million dollars in 2009 from the uut settlement funds and since then it has like spent a significant chunk of that in community outreach in in various preliminary engineering activities um 1.2 million remain from there about about 1.2 million uh additional funding that came from city council was only 750 000 for the project currently it has a 2.2 million dollars of total funding allocation in the budget for next year and there's two million dollars of uh grant funding the point melade beach stabilization has two million dollars of uh funding allocation from general capital fund thank you for that avanish um also just wanted to quickly clarify that there are there are two point melade projects and so this one is just trail specific not related to any beach stabilization that the million dollar shortfall is associated with i sorry to interrupt but i was under the impression that the amount of beach stabilization that 's necessary varies depending on the position of the trail so i thought they're intertwined these two projects and in order to have a minimal stabilization we need to make sure the trail's inland that that's true it's nuanced but the um there's a gap of so so so the the million dollar shortfall um and the project that it's associated with has a gap in it which is where the stabilization needs to occur and so that portion of the trail will be addressed within that that stabilization project so at this time the alignment still has options to evolve and so it is not the stabilization is not driving the alignment of the trail if that makes sense does that answer the question no but maybe we can just talk offline before next week okay okay okay so just to clarify this the million dollar shortfall is for the trail portion only and the reason is that um back in 2021 when we had a cooperative agreement established with our partner east bay regional the cost estimate was 3.35 million and at this when the bids came in last year they were it was 4.12 so that's about nine hundred thousand dollars difference so yeah and and and just to state and then we'll just we can talk this out later is is that if the city is going to be contributing money towards this project i want to leverage that in order to say we would like to have the position of the trail be such that it doesn't require covering the whole beach with riprap in order to support the trails and direct council member wilson yeah since this is uh one of the items that is really for the city council's discussion it would be helpful i think to the degree to which the if council has more questions that we have a conversation in open session so then everyone can understand the dynamics of the project because i think it is pretty nuanced um so if you have more questions that's actually helpful because part of what we 're trying to get the council to to decide is what to do about this million dollars okay well um let's hold that for the end because i don't want to spend the whole time talking i have other points that i want to make about the budget so thank you i'll i'll i'll yell if i want to go back to the point malade trail um i will because i also want to talk about staffing so am i correct in understanding that under option one you're proposing a 12 vacancy rate to balance the budget and under option two it's also a 12 vac ancy rate to balance the budget yes and the vacancy rate will need to increase when the mo user final ized with public safety so so it's a minimum of 12 vacancy rate right and it will increase when your mous are finalized with public safety and that's under both option one and option two and what's and last year what we had approved was a 9.7 vacancy rate but what is the current vacancy rate um it depends on what you use as the the baseline the issue is 811 positions we added additional positions over the last four years and didn't delete any positions so we added new positions 100 and some odd i think i feel like maybe it was 140 but i mean i can get you the exact number but the but the primary driver right we're actually up a net four of where we would have been in 2021 so that the driver of the vacancy rate is because we added new positions and did not delete any existing positions so you so that's the problem there's a lot yeah there's and and if costs are going up then you can't keep adding people the math just doesn't work so so okay so but what but the two i guess my larger point here is that we've been we've been offered two options to pick from tonight both of which have the same plan in terms of staffing like there's no option about like what will we have to do in order to uh be able to be in a position to hire more people that's not a thing that's being considered right that's not prudent because if you haven't concluded your negotiations right with three bargaining units then we're not in a position where we can suggest um adding more people okay so what we are talking about tonight is we have an option which is a status quo budget and then we have an option where we've the staff has discovered that there's four projects richmond wellness trail phase two shields reed park wendell park and the san francisco bay trail at point melati and there's shortfalls of totaling 2.6 million dollars and you're saying in option two we take some money from the basically from initial we unfund initiatives passed by city council last year and move it to fund the 2.6 million dollars shortfall in these these four projects that's option two you appropriate money that is needed now and you determine how you're going to prioritize your key initiatives such that there's clarity on what the priorities are and what order they should be funded because so you have a pressing problem right that needs to be addressed now and then you have a list of 37 key initiatives that don't include if people meet with me or email me or work with the border commission or you know other things you have 37 things that have come at the dais right in the last 16 months that you've asked staff to work on that staff don't have the capacity to work on 37 things and and if i may this process around the 37 new key initiatives is not normally how this volume is not the tenor of most effective local jurisdictions okay so i have a question um you seem to indicate and you can tell me if i caught this correctly that if we as a council say we 're not willing to move the money from these council initiatives like we're not willing to cancel the black resiliency fund and give the money that's not what we're suggesting counseling we're saying that post unfunding no consider multi-year funding strategy is what it says on your screen under column three okay defer ring the funding is that a fair way to say it we're saying consider a multi-year funding strategy because we don't yet have a program that's ready to effectuate okay so so but what i heard you say also is if we said no we'd just like to leave the funding in the buckets that we have that there's other places that i think you made the reference of sharpening going back and sharpening yes we will we will go find other things to take the money from so maybe it's ada sidewalks maybe it's paving make like the the work that you see happening right now right throughout the community the striping the you know that kind of work that people are really excited about that would subside in order to keep these things which are kind of bike rack ish like they're not moving right now really fast they're moving incrementally but they're they're moving very slow yeah my concern would be is that if we take the money away from them they'll move even more slowly i have noticed a sort of a relationship between us funding things and that sort of greasing the skids towards completion but you know other people have a chance to weigh in on that i um yeah that's i also want to sort of talk a little bit about the scale of this one of the things that i was critical of in past sort of mid-year review i'm a relatively new i'm quite a new city council member haven't done this very often right there's been a pattern of like uh you know we have an extra six million we have an extra eight million because and i and i don't think this is a bad thing i think that you know the city kind of has fair you sort of don't like to be conservative um but fairly conservative assumptions about revenue and expenditures and that means we have a pattern of having a surplus that we usually deal it at the mid-year review and i was critical of that i said well you know when there's a six million dollar mid-year you know surplus that was six million dollars we could have put to staffing and so we should have invested more in staffing and not and one of the things that um mubir said that i actually was very interesting for me is that when in a budget the size of a city's when you're if you budget and you end up with a five million dollar surplus i think i think he used the word budget dust which is actually a concept that is amazing to me because although to those of us who yeah it's less than one percent yeah it's less so it's budget dust you know like like that means you did a great job basically when you're unless there's no more dust you know when and so but i just want to i just want to talk about it that that like we've just spent three hours talking about budget dust like this amount of your perspective from from from the finance no one staff person i'm the staff person that decides if something is significant and what i really think is important is that as your city manager i'm saying that you've reached a critical trajectory where based on the numbers i'm getting from finance and based on the mous that you've approved we need to ratchet it back because we can't keep spending money at our current pace and i know that's a difficult conversation that's why we're having it tonight and we didn't have it in may well i see i'm not sure so two things one is that i would like to have a larger conversation about the staffing levels which which i'm disappointed that we're focused so much on whether we need you know how do we fill this 2.6 million dollar gap which in the context of the large the whole budget is a very very very small gap and i would have i would like to have spent less time on that and more time on exploring like what i mean what would be the trade-offs if we wanted to hire you know two extra people here two extra people there you know and maybe we'll get to that next week i don't know but but i just wanted to focus that like i i am not willing to um to to mess with the funding of of previously approved initiatives that already have funding but i really do encourage um the finance team to go back and find other ways to close that 2.6 million dollars i mean i guess the nightmare scenario would be uh you know in six months or what is the mid-year review is it six months from june is that is it in the middle we haven't even had q3 yet because the the numbers have not been stable enough where we feel like we have really tight projections so what i want to make sure the city council understands is we like it when we have excess revenue right we'd like to be able to say we can fund all of these things that makes our lives much easier it's actually really difficult to have this kind of conversation around trade-offs because no one's happy right so it's not our desired outcome isn't to to have a lot of consternation that doesn't make our jobs easier right our what we want to do is get things done what we're suggesting is is that you have a finite amount of staff and the current pace is not sustainable so we need to understand what your priorities are so we can budget and make recommendations appropriately and and again i've said that i believe leaving the three million dollars that you've identified as discretionary that are tied to council initiatives in place is my is my preference i'm just one vote and that i would hope that that finance can find other sources such as well i remember when we did pogo park when pogo park was that three million dollars yeah that was another unspent funds so i asked where did you get that money from when moving can you come forward and tell me that you've you've tell the council what you've told me around us the status of our budget so every year at this time no no i think this is really important every year at this time i say move in how much money are we going to have left right and i get super excited and i call joseph to my office and we try to figure out what short call falls can we fund right and this year move in put the brakes on me and i think so then i have to tell you which is a very difficult conversation move in told me that we're might not have enough money at the end of the fiscal year so my job is to convey that to you and you have and so again i i am encouraging staff to sharpen the pencils and in what areas um i think it was the hvac fund was where the pogo park fund so no so get rid of resiliency type centers no no just is there an hvac fund so okay so i'm not so i'm clearly at a deficit here no no but we have to have real solutions and so it's all mobin's fault then no mobin's great so uh council member so there is no such hvac fund there were three hvac projects that were basically defunded to reallocate funding to the hubbard yeah so so i i if there's nothing like that maybe it's something we can revisit in the mid-year you know like we can make this our top priority to fully fund these these these four projects in the mid-year they can't it can't wait until the mid-year or we wouldn't put it on for discussion tonight so that's not a viable solution councilmember brown thank you board i've been listening and across all departments and across all the budget session conversations that have gone forth that the consensus is staffing that we are low on staffing despite the 92 positions yet we don't have room to hire so my brain goes to like what do we do what could we do and so i just wanted to know do we know the total annual cost of staffing supporting city council meetings like including the additional staff time the management the legal review the administrative support and most devastatingly like all of the overtime that staff contributes to these meetings if i may say something only a sliver of that remember like in my last presentation in our last presentation on may 26th there were like bar charts in the forecast and i wanted to really stay on those bar charts because those were really expensive those were worth a couple of trips to disneyland okay to support the the council uh work and council meetings and all that so there's like hours and hours and hours um we could do time study but then again you need resources to do the time city or you need to evolve to be able to have that you know so based on your it does most cities only have two meetings no i was going to mention that like because one of so extensive of a lift to even have a meeting right especially when we have three in a row then that means like now shannon is reviewing items right and i review items during this meeting for our subsequent meeting yeah um so that's i think that's what i would i'm getting towards that we have staff who are spending so much time preparing for these meetings and during these meetings we continue to uh give council directions to do more things that we can't even do because we didn't do the last 50 things that was directed so it's like where we're playing catch up and it's like we're never catching up so i'm just wondering and then of course we are one of what three cities in the state of california that still have three meetings everybody else in the state of california has two it's been argued that we have more city business to do but if we are just passing city business but not like materializing or implementing city business then we're just busy um so i'm wondering if regular council meetings were reduced from the three per month to two how could resources such as the staff hours the overtime the time for agenda preparation workload the departmental capacity be redirected to improve service delivery and the project implementations that's a really great question we can get back with a reply back on the 16th with a definitive answer but i would say in short order a lot of the things around technology and innovation whether it's you know improving the permitting process and improving the business license process things that take interdepartmental collaboration to effect uate we could work on because we wouldn't be working on preparing for this meeting yeah um that it would enable those things to go faster right whether it's the the the per the um special event permit all of those things take um business license they all take interdepartmental coordination so we could okay i just want to explore that because it seems like again that that would be really helpful okay and i'm just again i'm expressing that because it seems that we're compiling new directions you know from the council for good reason of course because there's so much to do in the city but it seems like staff may need to catch up so my question is um if no new council directed initiatives were added how long would it take us to complete the existing backlog of council directed work um that's a really good question um we can work on coming up with um what coming up with what that would look like i know we're a city so we're gonna have to continue to bring uh things that are urgent to the council but i'm saying like all of the things that i mean i know we're innovative and and and dream really big but if we could kind of brace ourselves and allow the staff to actually do the work that we've you know um that we've gotten past i think we'll absolutely i think we won't stay here so long of like trying to figure out what's most important when all the things on the list are important um also are there so thank you i would appreciate that information next uh i want to ask are there services currently funded by the city that are also provided by contra costa county other regional agencies nonprofit partners that we can utilize instead of duplicating efforts or spending if there if there are any can we find out what would be the estimated the estimated um cost savings uh in service impacts for that yes no there certainly are and yes we can try to quantify that okay thank you because i know we are richmond and we want to be everything to everyone but nothing to ourselves so i just want to make sure that we are not duplicating the efforts because again duplicating efforts is busy work if we have someone else that could do it um why not um you know pass that over or accept the help i would say um let's see next so on page 23 so my conclusion would be like i'm not sold on either um on either like the continuation of the e-bikes or the lending library um both are grant funded but seems to take away from the limited staffing that we were just talking about the limited staffing that we have so yes it's grant funded like we all praise the fact that we can get grants so it seems like we're not taking away from the city budget because it's grant funded however we have our limited staff that we depend on for all of the dream things that we've added to um our list of priorities and i'm just wondering um you know how do we refocus like the priorities of that program so again if we are getting grant funded grant funding for both programs regardless of the direction that we go in where is staff still like being taken away from other priorities to focus on these programs i can i can answer that question now so the the difference here is um beatrice's position and another position are funded um through the tcc grant so uh versus uh which is uh which is proposed to be the um uh e-bike lending library the bike share program right so that's new right that's something new that 's coming online that's grant uh the staff time to help set that up and get that effectuated is is is primarily through the tcc grant the um the other electric bike share program is within public works under the auspices of transportation and transportation has a slew of different programs that gabino was artic ulating that are under his his purview and so part of the the opportunity you know when i thought we would be able to continue to hire people because i want to continue to hire people my plan was gabino comes back to the city manager's office works on city special city council projects such as immigration but then finance you know as we're starting to get our new projections our calpers numbers our kaiser numbers they're telling me we need to to slow down so that's one where it's new i have does that mean we won't have um staff particularly for the lending library no it's it's it's the the opposite so you the bike um share program right now is under transportation and public works right so that means all of the programs that are um under and gabino should come up and articulate what they all are there's like four of them yeah um those are within transportation right within public works the e-bike lending library is part of the tcc grant which sits in both community development and public works but those staff that are part of that grant are within community development under lena so it's just it's different departments different resources so there are full resources appropriated for the lending library versus electric but the bike share program there isn't gabino what are all the programs under transportation uh currently the ones that are active so we have the paratransit program then we have the micro mobility program which is the richmond moves then we have um for also those two there's a boarding commissions that we need to attend which are like five meetings during the month which is ccta wick tech um and then after that that we have the charging stations program then we have the e-bike lockers program um and then i've been there's other programs that like we mentioned before the that hasn't been active like uh the permitting program uh for our neighborhood permitting program that's right that's not existing right now um and any other transportation services uh that come and then we have a new one that we added to paratransit which is the lyft and uber option uh program okay i was asking because i'm looking at the programs both programs and the program has not demonstrated um you know it hasn't demonstrated that we're just like being fiscally responsible when it comes to what the you know per rides per user repeat users like all of those things that were listed um and the even like not being like this huge um even though i don't have like this uh huge knowledge around like all of the climate um projections that this that that was said to be reducing it seems like the climate benefits were like very minimal but it was like really stressed to like keep the program afloat also um the staff recommendations uh it continues to share throughout the document that um that this isn't financially sustainable without funding or city subsidy so i'm just wondering why um i'm hoping that we or at least i thought that our last few meetings ago we were talking about just using that funding to settle out any debt and sunset the program but then we're being asked to um to fund this e-bike lending library that just includes like just outrageous numbers for construction and costs and i got it i saw the picture in one of the slides uh of what it is and i was just like what justifies that particular structure to cost more than like homes in in richmond director velasco can speak to that i believe slide 23 if we go back um this is the current it's because it's two different programs so this is the current um electric bike share program the data that i provide is for the right right but the program related to uh the tcc i know that that was an original program that was included in the application so what we're saying is instead of i think and i take responsibility for some of the framing so to me it's important that if we're saying that something's going to go away and if there's something similar that we 're adding right we make sure that the community is clear like we think this should get sunset right that's what the council approved to kind of transition it out and have it go away and by the way staff is already working on another grant we were waiting for the strategic growth council to say where the matching the source of the matching funds because it it's it specifically supports uh disadvantaged communities right so sb 535 identified communities and so that approval has recently come and so we're suggesting that we're reappropriating right funding that was once directed one place to then become matching funds for a larger grant that was that's essentially 50 million dollars so i i completely understand and thank you for breaking it down another layer i'm just speaking to um and i know that there 's both programs so i'm saying giving like the poor uh utilization of one program the high subsidy levels um the the taxpayer cost per ride it demonstrates that the existing program model doesn't work so i'm just saying like what evidence do we have that would support the lending library would perform materially materially better than the actual than the current bike share program with the struggling with the struggling utilization and um and maintenance costs thank you good question director velasco um council member brown was asking what data is there to support that the e-bike lending library will perform better than if i'm summarizing here than the bike share program is that like yeah i mean we've already gotten all the data regarding what the e-share program um electric bike share program um performed that the performance metrics for that so we're asking to um to for us to move over to the e-bike lending library so i'm asking what evidence do um do we have to support that this program would do better if we are not and i think it speaks to what council members of pay to send if we were talking about deploying 10 more spots throughout the city for a city-wide situation to being this one hub why are we convinced that um the utilization will not remain low sure i think earlier i started to allude it would operate different um you know you would check out a bike so you don't have to return it the same day similar to a book um and you know it would allow you to take it home so it doesn't have to have to be hub to hub drop off um and and there are other programs similar to there's an e-bike lending library in oakland and so we've been looking at those models and really working with community members to to understand how it works but i think for the next council meeting we'd be happy to sort of detail that a little bit further of how we think the programs will function differently i i agree with the comment that was made earlier a lot of the times these programs can be complementary they're not but you know when you have to look at where where we can put our limited resources this is one area that i think we can expand it will be a city asset for the future as well um and it could transition over time i mean i think if e-bike's the thing right now it would be a building that could serve multiple purposes over time okay lastly to the e-bikes or to the lending library what happens when bikes are not like returned they're stolen or damaged are residents charged or are the cities it's the city's charge for um yeah yeah so those are those are components that we are looking into there is um you know and it it may look different slightly for the project area residents because there is a greater subsidy being provided by the transformative climate communities like maybe limited usage free uses so those are things while it will serve citywide there may be additional benefits for residents within the project area given the grant sources but we do anticipate that there will be some level of um contribution or deposit that will get okay i'm just asking because like with the some of the e-bikes i was seeing them like on the side of folks house and they were stripped and things like that so i'm like are we gonna how are we gonna protect our assets are we gonna provide or include trackers on these bikes or you know because if someone if someone's if someone has this bike and they're just they park it in front of their apartment complex or near their units or something like that like i don't want to assume that everyone that will um you know borrow these bikes have like proper storage so how are we gonna potentially mitigate that yeah we can come back with more details on how we anticipate to do that okay and my last thing because i know the mayor's looking at me the last thing i would uh thank you the last thing i wanted to add um um also i was looking at the i forget which one it is this slide where it has all of the council initiatives um i was looking at number 12 which is the community-led bus stop bench program um and it said that the goal it was goal six shoreline and ecological issues and honestly i think that that i don't know why it was categorized that way maybe you can provide more insight to that but i think it's more like quality of life transit accessibility initiatives sort of speak uh because we're you know richmond we don't have bus stops a lot of bus stops and so just having seating for seniors and disabled residents um uh would be essential so i just didn't understand like the category um and i don't know if that category deemed it like less important than other categories or things like that so i just wanted to understand the nature around the the question was regarding um item number 12 here community led bus stop bench program why was this category categorized as goal area six uh on slide eight so if we can go back to slide eight while you're thinking about it mhm kcrt can you please go to slide eight and while we're looking at that i just wanted to know because we were like full steam ahead with this project and then staff got swamped um and this isn't like an emergency initiative however it is uh relatively very inexpensive and like almost no costs associated with this at all um and you know no no costs really almost to uh to actually roll this out but yet it would have immediate benefit for the public so little to no cost but yet immediate benefit for the public i think is really important and so i'm just i just was kind of wanting to know like where the like the communication drop off with the implementation process because we were like right there with this one so maybe uh patrick can take the first part and then maybe uh darren and daniel or a engineer with daniel can take the second one you love benches i know that daniel but i just want this council to know that like there's a lot of staff that are involved with these things it's the directors are doing an amazing job but some of their um deputies or assistants are here so we just want to make sure the council gets to hear from them as well even though our directors are amazing you can say thank you that again thank you well so let me address the second part of the question so we're currently developing the policy in in there is initial cost there is initial cost because the bench itself has a cost the installation itself has a cost but also when you put in a bus stop you have to make sure that it's ada compliant so you have to regrade the sidewalk and most likely that a per location where we're going to start this this this or the community will install these these benches we're going to end up doing concrete work and then part of the policy is all the dimensions that we need to make sure they comply with ada requirements as i said now there's the other part is the maintenance and that's part of the the the development of the policy we'll present the policy to the city council in which who's going to be where we are going to propose who's going to be responsible for the maintenance of these benches right because that's a cost so it could go to the community that installed them it could go to the city right it would be then part of the budget every year so whatever you're approving today will go up so that's one of the considerations that we're going to bring to the city council um i don't have the date right now but we're in the final dates okay yeah no i was just asking because the organization that we're going to be installing they had their own funding they have funding sources that they already came to the table with correct but the moment you start up a bench you know and and and then somebody trips and fall right they're not going after them right so we want to make sure that we are not open the city of a liability or necessarily okay understood thank you okay councilman brown did you have a preliminary date not date but it's in the fall this year okay yeah thank you patrick yes councilman brown that was a typographical error on my part okay it is goal area three okay okay cool and and i think there was another portion of your question with regards to the number of the goal areas um no i just was wondering why that was um yeah why that was categorized in oh that was a typographical okay it's goal three thank you so much i do have one one last question so um just shout out to public works and everyone that's involved like i love seeing all of the work that's undergoing like throughout um the city in particular district one um with um with all of the striping and just just all of the improvements like it just gave like the community such a facelift but with respect to um to the items presented tonight when will we have the opportunity to highlight things that we don't see um on here because i don't want to get you know coat pulled about mentioning something that's not particularly on this uh slide deck or anything like such as like um a stop sign that's needed that you know that multiple residents have put in requests for when can you know we inquire about that and then um of course like the last thing is the humphrey play lot um about the flooding there and the community members so just wanting to know that um if staff could evaluate like the cost of addressing the reoccurring uh flooding problem to determine if we should um if it should be like a capital improvement project or director traveria and okay thank you whomever he may or may not want to join him or lake humphrey so that specific project we have a a calculated a rough order of magnitude we know what the issue is is that we are trying to it's it's actually in uh in the tentative plan that staff developed is one of the ones that would be more advanced but we need the funding um just trying to see yeah an attachment um one one it's currently 128 on the in the list but the priority based on the cip scoring is 58 i know i saw that so i was wondering so daniel can you elaborate a little more and colleagues around what does that mean and then well the the entire site is a lower than the rest of the surrounding properties so with that we need to basically lift it all up and it will require removal of the entire plate structures or in everything they have there removal of the existing soil installation of drainage back filling higher than the the other properties and the reason why we would put drainage is not to then create another problem that will flow to the other properties it will just flow into the storm drain system and then bring basically new place structures new new facilities into the park okay so how can we go about getting that put on the list to be in the queue or because it's on there no i'm saying because it's on there it's considered in the queue just not as a priority i just want to understand do you want to go over the that's just one project that i really want to advocate for because it seems to be a it's been a recurring issue for quite some time good morning city council no good good evening city council my name is joseph munoz and i'm gonna try not to go in too much detail as you guys know i am in the weeds so uh to answer to answer your question you actually mentioned a variety of programs right so when we're talking about stop signs or we're talking about safety as you guys know um thanks to our new team that we have here that city council has helped us put together our planners have put together the neighborhood safety access program as well as the complete streets program so you're saying well how does the request come in how are you guys evaluating that's the programmatic approach we've been mentioning trying to um clearly establish with council and the residents so they understand it and they're working to develop that as city manager uh has indicated there's a cip score that cip score thanks to your guys's assistance last year i think we started back in february march and then april then finally adopted that was a great exercise i have a six pack now because of that but we have a score and that score is not indicative of like i would say our recommendations as program leads what that does it tells you how it aligns with your city council goals and priorities right but there's the sequencing there's the ideas of their nearby projects or if we're paving like we're saying we want to do the other elements of complete streets there so when you now mention parks and open space program that's the humble play lot or all these other parts that you guys are indicating so currently right now if i was to put my darcy hat on and speak on her behalf and you can come and correct me as well i would imagine the saying would be let's continue to complete the existing projects that are on there which is on attachment one and it's highlighted there i think in blue and or could actually be the first one if their grant project does it well get through those and then this coming fiscal year we want to update the parks master plan that's going to help us develop the future sequencing the future recommendations however just because the cip score is low it doesn't mean that's not what the staff member may recommend however it's up to city council it's your desires if you guys want to say hey 58 40 that's the one we want to move forward with and there's funding allocated that's the direction that's the policy you guys are giving us that's the that's the order that we'll have to go with but we're still going to come up with a recommendation just like option one and two today but in the end it's up to you know city council decide what projects what programs at that level but we're here to assist you how it aligns with the policy that you guys have adopted okay thank you so much that's all thank you um excuse me um excuse me um um this council uh has done piecemeal budgeting uh throughout our sessions At that level but we're here to assist you how it aligns with the policy that you guys have adopted. Okay. Thank you so much. That's all Thank you This council has done piecemeal budgeting throughout our sessions and Because we've done that we've made it difficult for staff to do what they need to do They're all great ideas. They all need to be done, but they kind of Put some things in the front that really shouldn't be in the front and That pushes things back and so And so we had asked the staff to come up with with a master plan and And even as they come up with the master plan we continue to do this piecemeal budgeting so Looking at the City Council requests I see that some of them Are in green because they've been completed so They were one-time things but If you look at them you can see that a lot of them will be requested again by the communities who received the benefits So even though they're one time they will be coming back when I supported the Latino graduation and the Mother's Day event I I wanted that to show what the city is capable of doing But I also know that with the way we budget things We can't we can't continue doing it that way so Seeing what's possible I'm hoping that the recipients of our of our generosity Will begin looking at how they can fundraise to make it happen again because they were excellent things I also Know that in our planning We need to look to the future you know right now. We're just looking at the budget right now, but Two things that are important and when we budget we need to consider them one of them is retention We need to make sure that the people we have we keep and we 're doing that by raising Salaries But we also need to work on succession We need to be able to impart the information from one generation of workers to the next generation of workers to the next generation of workers to the next generation of workers and we need to codify everything and this staff Our city manager has done a fantastic job of codifying a lot of things that were just word of mouth That takes a lot of time And I appreciate the time that's been put into doing that. Thank you, man We also are Moving from one mode of business to another things are becoming more computerized more AI and AI is a wonderful thing, but it's also a problematic thing our requests for information has exponentially increased but our staff hasn't so I I believe we need more people in our legal department to handle the increase of the request for information because that's something that that can't be done with the computer At this point with the program And also Today I called in to Have senior services come by for for the pickup and I got on the phone and I listened to that beautiful music that they have on the phone line forever and then and then they Had me Leave a message after all that listening to They asked me to leave a message I left the message I left the message But I have no idea whether or not that message was received I asked for a call back to confirm That didn't happen and the reason that didn't happen is because we don't have enough people Handling that sort of work I know that in in I guess it's a building Which is supposed to be cost recovery We began with a cost recovery, you know putting out permits they get money for for doing the permits and then the next thing they end up doing code enforcement and then code enforcement and then code enforcement and then code enforcement and then code enforcement and then code enforcement for rental units which is a new thing so so their work has increased but their budget hasn't and in order to do the work increase they need to have more people so it's essential that we have more hires for the departments that are getting more work Computers are wonderful things programs wonderful things but they don't have that human touch They don't get back to you in a way that makes you feel that you've heard that you've been heard and so I'm advocating for positions in building and positions in our legal department because I would like to see those departments Be seeing the way our maintenance and operation department departments have been because we hired people in operation maintenance The city is able to see the work that they're doing It is a positive thing for our city and I want that positive vision of what our city can do to spread to all departments so I know that for the city of So I know that we need to figure out how to balance this budget and I know that positions take up a lot of money but I also believe that positions are essential for service and if the city is here for anything it is to serve its constituents to the best of our ability and that's that's that's That's that's that's that's my ask that that we and I think it's a modest ask Just just to provide personnel to the departments that need that I had asked if the entire Excuse me I had asked if the entire General fund had been spent and and I understand that it has Is that correct? Mayor the the point that you made earlier regarding the limited term revenue not be included in the current draft budget is correct that the The council the city staff at the direction of the council Those funds have been set aside for a community process Because that's what the council voted to do but it is a portion of the general fund Okay, so then Okay, so then The general fund hasn't all been spent it's just been ear marked For a for the consideration. Yes Okay, I But I thought I heard someone suggesting that we spend the interest of that That That again is is a policy Discussion for the city council. We're not suggesting that you Have to to make that decision tonight. We just Trying to be transparent around what is to come in the future Okay, well, I believe that the general fund needs to be considered as a general fund We have no special funds and if we set money aside as a special fund then we are not honoring the The the ballot measure that was going to be placed and the decision that we made or the agreement we made In it in the final agreement with chevron which was that it was general fund not special funds so So so mayor yet your point is well taken we defer to the city council regarding policy direction pertaining to this matter Thus far based on the last city council vote that is the direction we're implementing Unless the council directed something different Okay Okay, councilmember Jimenez Yeah, thank you and this is just one comment to make some More information in the next time is the budget is a projection on how much revenue we expect and receive and If it's a projection I don't understand why And I'm glad that you say that is going to be a policy direction that we Try to see if we can allocate also the interest earned By the settlement like the money from the settlement And also don't understand why if we are doing projections we are not projecting the potential earrings that we can have from that money on I don't know why it's not in the projection so I would like you come up with some of that also There is a negotiation and I know that I cannot talk a lot about that but measure you change the way business can pay Yes And there is an and Chevron will have to pay more And I know that you cannot project that but like I think that is also things that we have In the budget To To look for it for it in the projections Because As I said before What we are discussing here is the projection of like projecting how much revenue we are going to get And how much We are going to spend And if we are not able to put everything Then We are leaving all money on the table Or We are doing a budget that Potentially we are not seeing all the money real So in that sense You are asking us for What we think is the budget At this moment it seems that Q1 is kind of like the auction and then We will have The city manager to sharpen the pencils and look for the HV AC budget For the other things that we are needed One thing that I would like also to see is Joseph talk about the master plan the park master plan That might take two years so I would like to see a timeline for that because then we can start talking about When things are going to happen in real time And I think We have an opportunity With the process of the settlement If we roll it into the general fund then we will spend it And then in the ten years we have spent it all and not really create the kind of economy that we want And that is I think is a dangerous situation So it's not I am not advocating for hoarding that money But I am advocating for us to have a time where we can really think about how that money is going to be invested And I feel like there are three things that we need to do is A robust community process And a strategy and a smart strategy about financing and how we can expand this money And make more money And to make sure that some of this money goes to these unf unded projects Because we haven't had the money to put it And this is why we are here discussing whether we want a park We want to fund a park or we want more staffing So So I This is frustrating And this is the tough situation we We are in But I hope that With this robust conversation The staff comes back Next city council And we have a budget that we can Approved Thank you so much for all the work Mayor if I may So I would like to respond So as I noted that The budget is a snapshot in time Right So it's what we know today At the moment that you're receiving the information Measure U And potential revenues associated with Measure U Are not an appropriate open session conversation It's very important that we follow all laws regarding disc losures And do not call out specific Richmond businesses during open session Especially given that this information is confidential As your city manager it is my responsibility to ensure confidentiality And I would like to remind the council that that is our responsibility Counting on revenues that have not been received is like someone believing they're going to receive a income tax return refund And in fact they go to the check cashing place and they get an advance and then the revenue And then the revenue the there's not been there isn't a refund That's essentially what I'm trying to avoid When I started this job as city manager unfortunately I did use the example that it was like we were at the check cas hing place on cutting Then my goal was to get us to mechanics bank then my goal was to you know get us to where we have revenue that interest earnings being accumulated where we could support the city's programming because that's what organizations that are really high capacity do they don't they're not dollar for dollar they have money invested they use their earned interest money to pay things forward. So you always have a large principle that you can rely on in case of emergency so that was my goal so I feel like I 've accomplished my goal as your city manager and of making getting us in a financially stable position and I am suggesting that based on the current information available today that we have to do Unfortunately we do not have resources to continue at our current pace and that in the projections as we've discussed indicate that based on the raises you've already approved you if market conditions are not going to be If that changes you will be using your limited term one time chevron dollars to pay for the MOU increases you've already approved I have stated that repeatedly I for full transparency I'm saying it publicly and yes there should always be a strategy around making sure that every single dollar is That we spend we do so strategically and smartly okay thank you councilman verbana quick question I just wanted to make sure that the budget we approved for hilltop green is in place and it's not forgotten or touched and I brought up the issue of auditorium sound system to make more money for this city and moving can you please come speak to those two items or indicate if you need additional time or indicate if you need additional time The question is about the auditorium sound system, right? So we can have more information to you by the next council meeting. Okay, because it was approved but was not disband because there were some legal issues, but I believe the city attorney is working on the legal issues with CONFIRE to get resolved. So I believe there was you had two questions, right? One was about Hilltop Green. Yes. And then the second was regarding auditorium sound system. So if there is an appropriation for something and then it comes to city council and then there isn't consensus to move it forward, then usually then the money wouldn't be reappropriated. So I think we need to go back and look at the administrative record on that one. Maybe Chief Osario can speak to that now. And then the other one around Hilltop Green, who would, who is the staff person that could speak to that? Okay. Thank you, Chief. The council, we went back and look at it. This is 2023, I believe. It was an allocation of like $120,000 with the condition that measure X would match. And it was for that fiscal year. That money does not get carried over. So if the city wants money to go to a project that's joint with CONFIRE, then that needs to be an action that the council makes. It's a, this wasn't a CIP project. So that money's not being carried over from fiscal year to fiscal year. We didn't use it at some point, but it just showed up as unspent funds later in that year and was used for other purposes. That was supposed to be that year was supposed to be done. And under the stipulation that CONFIRE was going to measure X was going to pay for it. At that time, measure X never committed. But they did. And they still have the budget. They committed 80,000 or something. They committed when and if the property owners agreed to it . That's why they're still working on it. The property owners did not agree to that arrangement during the 23 fiscal year. Right. But they kept the money and they kept working on the agreement and they just received the agreement. Measure X funding can be carried over in different cycles. The money that was set aside for this project was not CIP money. It was from the general fund that year. But the city manager just said it would carry over. Respectfully, I asked the chief to come speak to this because I, because on their specific line items, I defer to the department heads because they make their respective budgets, right? Okay. It was public works budget. Okay. Daniel's here as well. Right. So I asked them both. I want to give more context to the request. This is the emergency exit, right? That it would be. So there's a wall, right? In this HOA, there's a wall that separates the HOA in the city of Richmond from a... Shopping Plaza in Pinole. In Pinole, yeah. So you're talking about another city. So you open that wall and then you have to go through private property. Yes. In a different city. So that involves a private property owner and another city in the process. So it's something that at that point was this cause didn't go anywhere. There was the property owner, was not interested at that time to allow people to have access through their property. And that's where it is right now. Correction. It was the previous or former city attorney that did not follow up properly. And then CONFIRE followed up. They did receive the permits or permission from the property owners. And then CONFIRE was under the assumption that we have the budget to move forward. If we don't, I'm asking the city manager to please find a budget for that because the community is waiting for it. We already told the community it's going to happen this year because we have the permits. We've been working so hard to get the permits. It's an emergency exit for a community of 900 households. We've been working on it for four or five years. And finally- We're not saying that the project doesn't have, isn't something that you've been advocating for. I'm not sure. And I would defer to the public works director and the fire chief. I'm not sure about the status of permits. I think what we can do is have a separate meeting with CONF IRE and see where- I'm sure about it. And I see- I emailed you all about it. And I emailed the city attorney. All they're waiting for is an MOU of the gate maintenance. It's an important budget item. It's very small, but it's very important. Excuse me. Thank you. This isn't the place to debate an issue. It's to make a suggestion. And you made the suggestion. And so you'll set up a meeting and talk about- I'm not debating, Mr. Mayor. No, you- I'm just clarifying that it wasn't true. I'm not going to debate about you debating. Well, I don't appreciate your lack of support for this important public safety item for your residents. This is- You're the mayor of the entire city, including Hilltop Green. I know. I am the mayor of the entire city, and you are out of line. So- I don't appreciate your insult either. That's not an insult. That's an observation. Well, I don't agree with you. And- You're not sure right. I hope we can have a conversation later on with public work city manager or whoever has it to make sure the budget is there. Okay. Thank you. Councilmember Cepeda. Thank you. I want to just- Councilmember Cepeda. The second part about the auditorium sound system wasn't answered yet. Yeah. He did answer it, and you thought he was talking about something else. Yeah. So I didn't hear it. Could you repeat? That's- That's what listening is for. I know. You're being very funny tonight, Mr. Mayor. Councilmember Cepeda. What was the answer? Can you repeat it? No, I didn't answer that. I- Thank you. I have to be honest. I have to check the status of that. Thank you. The auditorium requires more than $12 million to be- No, just the sound system, not the whole thing. The sound system, it's an isolated repair, if you want to call it like that. We will need to double check that part, yes. Thank you. Please do for the next budget meeting. I appreciate it. Thanks. I think the- with a building of that age, it's very difficult, even if you're as brilliant as our team is, to try to make a significant upgrade of that magnitude to the sound system without, for example, upgrading all of the electrical components, right? And so you can't just say, like, plug in the MP3 player or something, right? Or the- it doesn't work like that. So we're happy to provide an explanation in writing in advance of the next meeting. But that- it's not just a simple fix because it's- the infrastructure is really old. Yeah. Last sentence. So if you could, along with the expenses, bring an estimate of the money it would generate if- it has a sound system. Thank you. Thank you. I'm sorry, but that- that was an item that you brought up, Council Member, but you don't have that number then? What number? Of 50,000? I thought- No, no, no, no. The number that would generate to the city. No, I don't have it. Okay. So- Most facilities run at a loss because they're community facilities. So I don't think we should assume- there may be some increasing booking, but usually- and it'll cover some of the costs, but I wouldn't expect an in ordinate return on investment. But we can check. The staff person that was in that role at the recreation center retired. So we'll try to check and see if they have updated projections. Yeah. Deputy City Manager White. Maybe we do need an event manager. Thank you. My turn. All right. Ms. Velasco. Thank you. Thank you. Ms. Velasco, if I can- is she here? Back to question- Community Development Director Velasco. Sorry. I'll go back to EBAC. She has to sit closer to the front. She's like, doesn't want to come on down. Sorry. Well, we had fun today on the greenway, right? Yes. Yeah, yeah. It's because we're about to vote on it. So I want to know- so my question on it is- I didn't really hear that answer before, so maybe I might try to ask it a little differently. How many bikes are we expecting to purchase should we approve the funding of the library? Because I'm still trying to get to a number, so I'm trying to figure out- Excuse me. We're trying to increase the utilization. Actually, before you continue, we're going to vote on the greenway, right? We're going to vote on option one or option two. I don't believe we have the capability of deciding which items we want to consider on option two, because- No, it's not part- this is actually part of option one. So if we vote on option one, it takes the whole thing. Right? Option one is the library, the e-bikes library? No, we were- so if we can go KCRT to slide 31. So there were six items in the staff report that we were hoping the council could provide guidance on. So we're happy to take these one at a time or not at all. But where's the e-library? The- that is- Is that option one or option- Well, right now it's first number five. Well, that's the e-bike program, which is different than the library. Right. So the library is already in progress because it's part of a grant. So we would- I think the question is, is the e-bike part of option one? If we vote for option one, will the e-bike be considered? Because it's a shortfall. So we're trying to figure out are we going to give them the shortfall or not? Well, the- it could be, but it doesn't have to be because the funding source is not general fund. The question is, is it? You said it could be, but it doesn't have to be, but is it? So we're not voting on anything. So we vote nothing that e-library, the e-bike library still moves forward. Is that what I'm hearing? This one's a little nuanced. Well, I need to know because that's a vote. No, no, no. I think this is a good question, but it's nuanced because it's the ECIA budget. And so usually the ECIA budget were very clear, like, and then the council doesn't appropriations for the ECIA budget . That hasn't happened. Right. So it was letting the council know, right? Here's some things down the road that are coming up. There's interest income. There's, you know, right in the future. But usually, and I defer to deputy city manager, white, regarding the, how we effectuate the ECIA budget, but to provide some historical context. This, we are running over a $650 million operation, right? So these are really good questions because they're not always, it's just not always crystal clear. And so we do need to sometimes have the historical context since, especially since we're wrapping this up. Yep. Good evening. I believe the question was about historical context about ECIA budgets. Well, it's more about the eBike library. I want to know, is the eBike library additional funding that we're trying to appropriate, is that an option one or option two or no options? It's going to move forward no matter what. If I'm not mistaken, that's a separate item. That's the separate. Right. It doesn't even, if you pick option one or two, you still have to make a decision eventually about appropriating remaining ECIA funds in the transportation section to the e Bike lending library. Okay. So then the question is not about the eBike, because we were discussing eBike library as well. So I wasn't sure where the funding was going to go. So then tonight meeting, we're not appropriating any additional funding to the eBike library because it's not in today's conversation. Perfect. And I won't ask that question then. Okay. Then, um, then I want to see about doing a motion to, to me right now, it appears like option one is one of the best ones. If I'm understanding all the numbers correctly in there, but then I also want to make sure in one of the directions that you're looking for, for the eBike program that we go with option one, but that the eBike program that staff continue conversations with the, uh, company here because they can come up with funding and being able to have it where the, uh, where the, uh, community will not pay anything. Okay. Can we get input on three and six on the screen as part of any motion? Like does the council, we, we, we were talking about trade offs for this entire discussion where if the council wants to go with option one for these projects that have short falls, where do you want staff to look for the money? If it's not the discretionary line items that were proposed for the shortfalls are. So they're listed there on number three on pay on your, on 31 on your screen. So it's number three Richmond wellness trail phase two San Francisco Bay trail at point Milani. Um, and then the two park projects. So if you, if you don't want it to come from the discretion ary, where should staff look for the funding? Uh, what is the recommendation? Cause I thought the recommendation was to go with staff with one. Well then option two, if, if you want to fund those four things, then we would do option two, or you tell us where you want us to find a trade off. We need direction to find the, some trimming. Uh, clarification. Budget dust. Uh, option one does not require, uh, reprioritizing existing discretionary funding. Is that correct? Yeah. Right. Right. But, but then, then what is, that's discretionary. So discretionary, if you say no to the discretionary, which were all the things that were in Brown, if you don't want to do discretionary, then what would you like to trim? So, so you're saying we still need to trim with the status quo? If you want it, right. Yeah. If you want to do those, if you want to effectuate those projects. But isn't that option two? No, cause it's discretionary only. So just, we were giving the council a place to point to, to say, okay, you could focus on cutting these things that wouldn't have an immediate significant fiscal impact. If we don't do those things that are discretionary, we can go back and look at recommendations. I just can't tell you what they're going to be right now. May I, may I, may I suggest that because staff knows all of the elements of the budget much better than we do, that you go away and make recommendations that don't include the discretionary items for where you would find the money. And then we can, we can decide if we are going to go with those recommendations or go in a different direction in the next meeting. You guys know the budgets and the items and the costs way better than we do. Okay. It would, by the conclusion of the meeting on the 16th, we have to know, cause we only have like 36 hours to turn the budget. We have to know at the conclusion of the meeting next Tuesday, where the council wants to land. Well, um, I know that I see your hands. I will call on you. Yeah. Okay. So, um, we got this while we were sitting here. There's a lot of information and, uh, I don't think it's fair of you to ask us to make decisions when we haven't had a chance to look at it. The information mayor there is everything that you've received in may just as, so you have it for your, for your purview. We're not saying that you have to make a decision. We're asking for guidance. So if the guidance from the council is staff go back and look for money, that's not discretionary, we can certainly do that. And that's option one. But usually the council likes to give very specific instructions. So we thought you might want to give some specific instructions. My thought was option one, you go look for where we can find it. Oh, we wait kind of to mid year. Okay. It's media. We might have $16 million. But that's the, that's still my turn. Everybody started talking. So, so, so, so that's actually not, we can verify, but I don't believe that's a viable strategy, right? To wait for mid year because these parks need to get opened . We need to get them done. As soon as possible. I can't wait for them to get done. I'm so excited. I want like a zip line everywhere. Can we have one from here? Okay. Okay. Uh, to get back on track, uh, council member Robinson had her hand up. And then after that, it, it, it, it will be council member Brown then council member Bono. Okay. So thank you. I'm of the mind that option one is probably the best option and would like to move forward with that at this time. I, I do have some thoughts and feedback that I want to get on the record. Um, first, it seems to me that the way that the capital improvement, um, um, capital CIP list is organized. Is that it's not organized in the, in the way that I believe the work would actually happen in terms of which teams are responsible for what. Um, or if like projects are put together so you could put them in some kind of priority order. So for instance, it would be really helpful for me in the future to see all the park projects together. And then it would be easier to then look at those park projects as a group and then put them into a priority order in order based on all the criteria that we talked about before. Um, similarly, if kind of more public works projects were together where you're taking sewer systems with sewer systems and, you know, paving and that kind of stuff together and then putting those together, it would be, it would make more, more sense. Um, similarly, but kind of different with the council initiatives. I do think that those council or initiatives are handled by different bodies of staff, different staff groups, right? And then the bottleneck comes when one of those staff groups, I believe, has too many of those council driven projects. And so again, maybe we need to be grouping those council projects also by which department it is that, that is getting those projects and then create kind of a, a capacity limit in terms of how many of those projects they could do at any one time that then creates a queue, right? And then, then we can prioritize the project within the queue according to who would be responsible for those tasks , whose staff hours would be assigned to them. Because it's not really true that as a whole, they're going to go to all staff. I mean, so many things have the overlap, but usually it's one group in particular that's moving the thing forward in the bottleneck. It's within the group. So I just wanted to put those thoughts out there and in an effort to try to create, I am, I am a big fan of priorit ization and doing things one at a time. What I don't like is when we say we're going to prioritize and then no queue moves forward and things just seem to happen out however, whenever, without, you know, whatever. And so then people don't want to wait in line when that happens, right? That's when people start cutting and they're like, I'm not going to wait in line. Nobody's waiting in line. I'm just going to push. And so as long as the queue actually works and it's clear, I am all for queues. But I do think we need to organize them according to the way the work actually happens. We have three minutes. Yes. I'm going to say it as fast as I possibly can. I will second the motion. And there's two other speakers. Yeah. Okay. I'm going to say one more thing. And that is, I really think we need to be investing more in revenue generation. I think that we do not investing enough and we need a more of a plan than measure you to do that. Thank you. Mayor, the information is available by category and we'll provide it. Okay. Council member Brown. I just want to know that we are encouraged to give our opinions about this, but it seems that it's already sort of tailored for us to just make the move. So I feel like really a lot of time was disposed. I'm wondering where does number four come in? If we already have all of this built in stuff, where is the council priorities? Because it seems like there's not enough money to implement any of them. So what do we do about number four? Like where does that even come in? That is if the city council wants to reprioritize things, then we would shift money around. Or if you wanted to roll back your previous policy direction. So that's what I'm saying. When will we have the opportunity to go over? Like when will they say, hey, this, when will the CIP scores be actually shown to sort of, instead of just giving us 37 items, letting us know which ones go in order? Okay. Okay. So right now attachment one, and Joseph, you can speak to this please better. But attachment one is intended to help with that. There is another methodology where he's done it. So I know I see the score, just for the sake of time, I see the scores. Mm-hmm. But I'm saying we have the scores. So are we going in order of the scores? I'm sorry, but we have -- Okay. Can I jump in here? Thank you. I believe -- We have the first, we have the second. We need to take a vote. Okay. I'm just going to say I believe it's a special meeting. I know the agenda is stated at 8:00 in time, but I don't think -- I think you can extend. I think the rules don't prohibit. The regular rules for a regular meeting, they have to, you know, do a vote at 10 and extend to 11, but I don't -- I think you can go past 8 to finish this discussion if you want. Well, I think the discussion will be finished at 11, so I 'll extend until 11. Mayor, respectfully, I -- or until -- Staff can't -- tonight, people have made arrangements based on the time that was agendized, and I wasn't privy to that being offered as a legal opinion prior. Okay. I mean, we could vote it, but I just want to be clear about when will we -- will it be the 16th when we come back that we'll know? Like, which -- the order in which they were received, the CPI scores. Like, what does that entail? It just seems like we just keep -- like, I'm looking at the ones that were in Brown, and it's like, oh, these are already in progress, but some items were -- I'm sorry. Can we take a vote for -- You know what? I have set from 3:30 to 8:00 -- We are now adjourned. And heard everybody. So I want to have a complete understanding because I want to make an informed decision when I'm making my vote. Well, we are now adjourned. It's 8:00. You're adjourned. We are adjourned. I'm the chair. Can we extend it by half an hour? Sick of him? I'm trying to ask a complete question. Like, that is so unprofessional. And tacky. Just like that. So -- Can we vote? Can we -- Wait, so where the -- Can we leave without voting? Yes, we can. Why not? Yes, I've been emailing the same question. So, and I guess this is the place I have to ask the questions because I'm not receiving any responses. Can we -- can we please vote? Because we need to give directions. We need to finish this budget and -- I'm sorry, we're adjourned. The mayor already adjourned the meeting. If the mayor adjourned the meeting, I believe that's it in your rules. Yep. That was safe. Thank you. Thank you. Thank you.

Tue May 26, 2026 · 3:30 PM

City Council

Council to review proposed FY 2026-27 budget and capital plan

The City Council holds a special budget study session to receive the draft Fiscal Year 2026-27 Operating Budget and Fiscal Year 2026-31 Five-Year Capital Improvement Plan, hear departmental presentations, and provide direction to staff before final adoption. The regular meeting includes proclamations honoring community members and organizations.

Budget study session on proposed FY 2026-27 operating budget and five-year capital improvement plan
Proclamation honoring Abigail Sims-Evelyn for literacy contributions
Proclamation celebrating 30 years of Richmond United Soccer Club
Proclamation recognizing May as National Bike Month

budgetcapital-improvement-planproclamationscity-council

Community Services Building

Agenda (oficial) · Video

📹 Del video · 5h 0m

Transcrito automáticamente del video oficial de la reunión (voz a texto — puede contener errores).

Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Vice Mayor Robinson. Thank you. Thank you. Thank you. Thank you. Thank you. One of the way, one of the And so the city staff Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. department can say that that means that we basically have every type of operation within your fire department that you could have you could have things such as confine technical rescue hazardous materials response marine response those are all additions to your normal fire department services so we say all risk that's what I mean by all risk and those services are available to the community 24/7 protecting life property and the environment that's all part of our mission and the mission statement of the fire department the fire department has six different divisions they all work collaboratively together to keep the community safe some of those divisions work behind the scenes and you never see them and they support day-to-day operations while other divisions are more public-facing and they interact with the community every single day six divisions are administration support services emergency operations training fire prevention and emergency services administration focuses on development implementation of policies support services deals with the apparatus design and acquisition it deals with station and equipment oversight logistics you the fire department is the only department in the city where your employees live at their workplace and the logistical demands that that places on our operation is huge everything from protective equipment to janitorial supplies to fuel you name it whatever it takes to live and work in the same location requires a large amount of logistical support and that's what support services does our emergency operations division is what you see on the street every day fire suppression medical response rescue our training division oversees all department really is responsible for operational readiness making sure our fire department and our staff are trained to respond to any type of incident that they're called to they also oversee our health and wellness program our medical oversight and our infection control program fire prevention focuses on inspections code enforcement and public education also community risk reduction and then our office of emergency services focuses on disaster preparedness response and recovery next slide the fire department's allocated 91 sworn positions that's a combination of operations fire prevention and command staff we also have four and a half civilian positions and we also currently actually have two americorps volunteers that are supporting oes the department operates out of seven stations that are strategically placed throughout the city we have one two americorps volunteers that are supporting oes the department operates out of seven stations that are strategically placed throughout the city we have one two americorps volunteers that are supporting oes the department operates out of seven stations that are strategically placed throughout the city we have one one training center and one administrative office we have one training center and one administrative office we responded in 2025 to 14,284 calls which was actually a 5.8 percent decrease from the previous year but the previous three years we experienced combined a 10 percent increase in call volume so although this year was down we still are trending up from where we traditionally were and just put that in perspective those seven stations are responding we have one on average to about 45 emergency incidents a day anything from structure fires to medical calls to vehicle accidents there's a few on this graphic here the slide there is a few category call type categories that are of interest to the RNCC I present them every month these these categories but you'll see it's a wide range of the call types next slide we'll briefly discuss something called concurrent calls this is important in understanding the workload of the fire department concurrent calls is something that impacts the operations division of every fire department and it's very common in emergency system to have multiple requests for service that all occur simultaneously so the larger the system is or the more resources you have in that system the easier it is to efficiently handle those concurrent calls according to the most recent fire department emergency services review done in 2023 our system experienced the following these this percentage of concurrent calls and I think what's important to point out is that 57% of the incidents fell under that concurrent call window so that means at the same time two three four five six calls came in at the exact same time back to back to back and this could be anything from a medical call that only requires one fire engine to respond to a structure fire that might have five engines responding and a vehicle accident that needs two or three more engines and a couple of medical calls so concurrent calls are a huge issue in every fire urban fire department and for us I think it's good for you to know when you make staffing decisions or decisions on whether or not we have sufficient staffing or companies in the city this is one of those things you have to look at as concurrent calls because the more calls you have coming in at the same time the more your resources are stretched thin which means the more often we have to ask for assistance from auto-aid which means those resources are responding from a further distance away and the the emergency isn't mitig ated or the medical isn't treated in as timely a fashion next slide please just to highlight some of the accomplishments we have been able to achieve and that this current fiscal year we're in the final stages of transitioning all our incident EMS reporting to a new records management system our platform is called the image trend this will get us in alignment with all the neighboring agencies and will make us compliant with the new national reporting system that we have to all fire departments within the United States have to be compliant with this year we also signed an agreement with Oakland Fire Department which allows Richmond firefighters to become rostered members of FEMA task force for this includes a great deal of training and orientation for these new members and will allow them to be deployed to disasters nationwide as part of a FEMA task force specializing in different types of rescue we also took delivery of three new type 6 wildland engines this will help improve our wildfire wildfire capability response capabilities this coming season we the prevention division completed the adoption of the new fire code and the wildland urban interface code and our emergency office emergency services participated in three emergency operations center tabletop drills we conducted training at county OES and at the port we also hosted a number of exercises here in the city of Richmond and conducted training for MLT and for different section heads in the emergency operations center in the event of an activation next slide please some other accomplishments this year that are more recent we just completed nine promotion promoting nine personnel across six different ranks we also kicked off our 17 week joint fire academy with the El Cerrito fire department where we have seven Richmond recruits and two El Cerrito recruits going through an intensive academy and then in April we partnered with the Red Cross on the annual sound the alarm event this year we held it in north Richmond and kicked it off at Shields bury community center we installed 133 smoke alarms across 35 homes which improve the safety of 149 residents so it's a lot of good work going on in this fiscal year next slide one thing I would like to highlight too is our work with the Richmond youth academy we invest a lot of time and effort in this program youth academy is a year round program teaches cadets firefighting techniques leadership life skills such as interview skills work ethic additionally the youth academy promotes community empowerment through volunteering at the community you'll see our recruits our cadets at festivals such as single mile or juneteenth or at other events such as cleanup events throughout the city Earth Day Arbor Day things like that currently we have 25 cadets in our youth academy program 15 of those were returning from last year's program we've been tracking the high school graduates in our program last year or this year around we have 10 cadets that should be on track to graduate the last two years we 've had 15 each year graduating and so that's 45 about 40 cadets all of those cadets are actually pretty good being going to be or are pursuing careers in public safety we have 16 that are currently enrolled in college nine are in their EMT course one joined the U.S. Army and the city of Richmond fire department hired four of them um I think we we like to highlight this as encouraging youth to get into the public safety world but what I've shared with folks that's even more important is there's a number of cadets who come to the program who realize that this isn't what they want to do but it gave them focus to pursue the career path that they did want to be interested in so in the end of the day the goal is that these cadets come out of this program um they have better skills than they came into the program with we run them through mock interviews uh they do resumes anything that helps them get a job or pursue a career we're trying to help them achieve next slide please now i'm going to go over some of the uh the core initiatives that we're focused on right now or that are ongoing for us and i'm going to break them up by division so for our fire administration division um we have a number of key administrative and strategic initiatives that we're working on right now um first and foremost is going to be our als program and the job specifications related to that um you know we're still in this phase of trying to develop a plan and see if we can progress this forward and implement a paramedic program in the city of richmond this has taken a high amount of uh staff time not only just from the fire department but also with hr with the city manager's office with finance and trying to come up with a plan on how we're going to achieve this goal of ours and you know the direction that you guys have set forth uh we also the department continues to hold ongoing meetings with the county ems agency and regularly we help hold meetings with surrounding public safety agencies uh predominantly fire departments uh where we work on strengthening our regional partnerships we work on strengthening our automatic aid and response partnerships that we have across uh west contra costa county we hold regular labor management meetings um with all the labor bargaining units within the fire department for the these meetings are important for us because they help us maintain uh workforce stability they provide a level of transparency with the labor groups so they know the direction the organization is working in and it kind of helps align everything all the work that we 're doing within the fire department uh we also participate regularly monthly in different community meetings uh neighborhood council meetings and oftentimes i'm here in front of you presenting things for the fire department uh the other big time um a workload that comes into the administration division is a really high number of public records requests subpoenas and incident report requests because of the nature of what we do as a department uh there's a lot of uh records uh records requests that have to do with insurance have to do with um lawsuits things like that from vehicle accidents evidence so the admin staff gets inundated regularly with those types of requests for us next slide um support services the next division um right now the uh some of the big initiatives there are going to be our fire station improvements uh we're working with public works and finance to come up with a plan to improve the infrastructure in the fire department uh make improvements and replacements um you know this is going to help enhance our readiness in a disaster our daily responses uh we want to make sure our stations are structurally sound and are actually habitable for city staff like i said earlier it's the only only depart only buildings that the city owns that people live in 24 hours a day uh currently we have two fire station projects that are going through um the planning process rfq was completed and we're beginning the evaluation phase so hopefully we can have some more progress on replacing two of the fire stations departments also in multiple different stages of apparatus build out for two new fire engines for a ladder truck a heavy rescue and a hazardous hazardous materials response vehicle these take a lot of staff time to coordinate with the manufacturers on the design and specification of each of these vehicles we also work with a lot of staff internally to make sure these vehicles once they come they're properly properly equipped with the right tools we work the city shop and public works to make sure those vehicles meet the city's requirements for how maintenance is done and and the mechanical aspect of the vehicles uh the boat repair and marine program we're in the final stages of returning fireboat victory back into service um it's been a higher priority project for us over the last two years the boats govern a major rebuild and overhaul to make it seaworthy and restore the capabilities it was first made uh made for which was rescue and firefighting response on the water the next step is going to be repairing our dock down at the marina and then uh moving forward with our training plan to certify new operators and new crew members the stage we have ongoing station and apparatus inspections these are annual inspections that happen uh on a regular basis they're there to inspect the cleanliness and operational readiness of our apparatus and our fire stations uh it's also opportunity for us to identify repair needs or maintenance that needs to happen and then lastly the support services focuses on or addresses a lot of their time on all the contracts within the fire department negotiating those executing those um administering those working them through the process with risk management um and making sure they can be executed and the services provided for us next slide um just wanted to highlight those contracts i know compared to say like public works uh 33 contracts for the fire department doesn't seem like a big lift it is one person that works on all these contracts and what makes these a little more technical is that these are extremely high risk contracts most of these they're directly related to someone 's safety and and life really we have a number of contracts that deal directly with uh the equipment we use in very hazardous uh environments our ppe our apparatus uh just it's a whole spectrum of emergency response maintenance contracts and repair contracts and so they usually take a lot of staff time to be able to work through the insurance requirements and all the different stages and requirements they have to meet uh in order to meet the requirements for our services that we ask for next slide the training division uh their biggest focus right now is on the recruit academy like i said it started on may 4th it's a 17-week academy there's a cadre taken from the line cadre of instructors taken from the operational division and are temporarily assigned to the academy uh there's four members of the operations that are down there every day their job is teaching at the academy so it's an intensive 17-week academy but the training division so provides support for that they help schedule classes help um just the logistical support for the academy is really their focus also on average we are administering three promotional exams per year the training division takes the lead in developing those examinations um conducting uh working groups um for us a promotional examination consists of a written exam and about four to five uh role play exercises and it takes subject matter experts to be able to develop those realistic scenarios so that you're testing the skills and abilities of the individuals trying to promote up through the ranks and making sure they're qualified so the training division uh takes the lead on that there's also uh ongoing training that is mandated that the training division has to make sure it gets done some of the specialized fields like i mentioned before that makes us all risk such as confined space hazmat ems marine response they come along with state mandated hours that we have to make sure that we're training on in order to maintain those certifications and excuse me so the training division makes sure that we're staying on top of those state mandates and the training division also oversees our health and wellness program our mental health program our peer support program um and like i said before the infection control program so there's a number of duties that come along with each of those and ongoing training next slide a fire prevention small group of folks in a department like i said it's seven seven individuals but they're extremely busy they on a rotating cycle every single year are conducting 2000 mandated state mandated inspections these are defensible space inspections care facilities detention centers they all have to be done every year and um submitted to the state and some of them and then there's the uh they also managed about 3600 uh uh operating permits and they pull over 150 construction permits every year they also review special event applications um and actually this is actually makes the largest bulk of the fire prevention's work uh working with the businesses and developments um to make sure that these projects are meeting the fire code and that the inspections are being done uh last year the fire prevention bureau conduct completed a uh 1100 operating permit inspections 330 construction permit inspections 20 ab38 inspections where our which are real estate inspections in the wildland uh and they staffed and ins pected 20 special events where there was temporary assembly permits pulled so such as um anything where they have to pull a permit that's outside or a special event there's an inspector that has to go and make sure that they 're meeting on the fire code uh the department also participated in 50 public education uh events last year and that's about average for us every single year a lot of those are through uh schools school events but there's also a number of them that are through um community events such as our festivals or presentations to community groups they also are working with public works on vegetation management programs identifying areas that need to be addressed they work uh on assessing measure x projects for vegetation management and rating them and then they also work on community risk reduction efforts such as educational meetings and consultations for communities that want to become fire wise or other types of fire safety groups next slide and lastly our emergency services division um they are the ones that can that that uh hold the cert academies every year they're responsible for the eoc training emergency operations plans things of that nature in spring of 24 we held three cert academies we just recently graduated another cert academy uh of 22 members which has put us up to 83 cert members graduated from the richmond fire department program since 2024. we also conducted a number of eoc trainings this past year and we'll continue that moving forward in the following year and have worked on our our portions of the local hazard mitigation plan adoption um along with most recently we're working on an evacuation drill that's going to happen this saturday uh we've been planning over the last two months to to they 've been planning on that drill and working with community groups uh coordinating it next slide so uh you know departments has a number of projects that we were hoping to get to sooner but they're on the uh they're on the on deck circle um and so this is what this slide is highlighting um and we're hoping to get to these or at least kick them off in the next fiscal year um updating the department's mission vision and values is something i really want to uh uh accomplish as the new fire chief it ideally would have happened sooner but there's been some other things we had to get to first but really that's going to be important in making sure that those mission vision and values are aligned with the direction the organization is going and aligned with the current services that we're providing the community we also would like to free up some time to be able to uh research more grant opportunities and take advantage of grant opportunities that we haven't had a chance to uh really dedicate time to now we're also looking at um updating our response procedures and protocols we have a number of them that need to be updated they haven't been updated for about the last 20 years and then we're looking at implementing new technologies such as our tablet command system which allow us to interact with the dispatch center on a ipad in our vehicles versus on the radio which will generate more accurate response data it'll be able to provide real-time updates on incidents on a tablet that can be read and there 's no miscommunication through the radio traffic or missing it because of radio traffic we're also going to begin a program where we're replacing our new our radio system our radios they're very outdated and so we 're going to be kind of three-year phase-in project we're replacing all of our communications equipment we're also uh we're looking at making some improvements at our training facility right now we weren't able to move forward at this time with that regional model that we had hoped to move forward with but we're looking at opportunities and making some small improvements to make the training facility better able to support the needs of the department and we also lastly are looking at developing a company officer and chief officer academy this would help with professional development and career growth within the organization we focused on a professional development in some of our lower ranks and having had the capacity to develop that same type of program for some of the higher ranks and so that's a goal of ours to get to this next fiscal year next slide so the support that we need to keep this going um well like i highlighted in the beginning without support we fell to a place of um life support really and so what i really need from the council is this continued support in filling these vacancies we can't become better we can't do more if we're always in a state of rebuild and so the continued support with filling vacancies as they come up is going to be crucial i also need your assistance in making this infrastructure needs and projects that i've identified making them a priority we can't continue to maintain services let alone expand our services without infrastructure investments so that's going to be crucial for us to be able to update the infrastructure within our the fire department we also need continued financial support to replace our fleet it's been great we made a huge amount of progress but it's another one of those things that if we say we got there and we stopped doing that we get back to where we were where we have apparatus that's older than some of my firefighters responding to emergencies and with the turnaround time for apparatus now taking three years from the time i order a fire engine or ladder truck until we actually take delivery the longer we kick the can down the road the longer we're stuck with what we have and skyrocketing maintenance costs and then just your continued support in regional collaborations wherever they pop up such as the training idea or there's other ideas that might pop up where we can leverage multiple fire departments resources and have a collaborative venture somewhere and then also uh focusing on the fire prevention bureau you know there's going to be we're at max staffing but it's we can see on the horizon that um we don't have a lot of room to expand our services without coming up with innovative ways to potentially expand our prevention division and it doesn't necessarily mean we're going to need more sworn inspectors but we're gonna have to look at ways of what that looks like so i appreciate the support that you as a body have have provided the fire department all this work and progress we've made is only because my personnel is willing to roll up their sleeves and do the work too so it's uh it's been a group effort to get the organization back to where it's at and i just want to continue on this trajectory and continue our progress so thank you Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. areas represent the core functions that support richmond's ongoing operations number one is the document acceptance and management that we do in our office the city clerk's office regularly accepts a variety of important documents these include but are not limited to public records requests claims subpoenas and boards and commissions applications the work is essential for maintaining transparency and facilitating communication between the city and its residents number two election administration the city clerk and her designees are election officials responsible for administering both primary and general elections the primary election takes place this june and the general election occurs this november on and it occurs on even numbered years notably this year marks the first richmond primary election and it's underscoring an important milestone for the city's electoral process number three passport services richmond serves as a passport acceptance facility staff accept passport applications exclusively for new passports and we forward them to the u.s department of state for processing this service ensures residents have access to office officials excuse me travel documentation when needed number four the city council meeting coordination the organization and staffing of city council meetings is critical is a critical responsibility this includes preparing the meeting agenda packet and ensuring these materials are published promptly and in accordance with legal requirements and finally on this slide the agenda management system oversight richmond utilizes an agenda management management system to automate the preparation meeting ag endas and packets continuous review and monitoring of the system are necessary to guarantee proper performance and reliability next slide please the city clerk's office plays a plays a role in an essential role in supporting the legislative and administrative functions of the organization its responsibilities are diverse and include several key duties that ensure the proper management and dissemination of official records and the efficient administration of boards commissions and committees the legislative records the legislative records the legislative records this uh the legislative records this uh responsibility is would include like formatting numbering and publishing ordinances resolutions resolutions and legislative records this process guarantees that all legislative documents are accurately prepared organized and made accessible to the public and relevant stakeholders the board's board's commission and committee's administration in addition to managing legislative records this uh city clerk's office here we oversee the administration of boards commissions and committees this includes accepting the applications for membership notifying members about upcoming expirations on their terms and coordinating new appointments and reappointments by handling these tasks the city clerk's office ensures continuity and proper functioning of these entities next slide please operational demands affecting the core service and delivery this slide describes uh just that the operational demands challenging the city clerk's office core service delivery uh number one as uh the interim city attorney mentioned um public records requests there has been a significant increase in public records requests over the past two years the volume of public records requests handled by the city clerk's office has tripled uh this is a significant surge and it has made it increasingly difficult for our office to meet established deadlines placing the organization at risk for legal action and threats of litigation when requests are not fulfilled in a timely manner next we have the introduction of the primary election services this year marks the first time the city clerk's office is responsible for primary election services as a new service offering it requires heightened attention and diligence to ensure every aspect is managed properly and no errors occur during implementation and next would be the growth in the passport program request we offer passport program services here which provides an important service option for residents and has been on the rise in the number of requests for assistance this increased demand further challenges the office's ability to deliver core services efficiently next slide please additional operational demands from the previous previous slide include boards and commissions and committees administration the administration of the board's commissions and committees uh requires ongoing management of the appointments and reappointments and the board's going to be on the right now and the board 's going to be on the right now and the board's going to be on the right now and the board's going to be on the board's next we have the resolutions ordinances and formatting the formatting of those and the publishing of those the city clerk's office is responsible for formatting numbering and publishing of those resolutions and ordinances as numerous resolutions are adopted at each council meeting this task requires immediate attention all the resolutions and ordinances must be properly formatted numbered and published within a week following each council meeting to maintain transparency and ensure accessibility the agenda management system to maintain the effectiveness of the agenda management system we have automated approvals strict submission deadlines and standard documentation formats transparency audits and routine system checks are implemented to ensure accuracy efficiency and data integrity next slide please so how do we prioritize work that gets squeezed with our current staffing levels at the top of the priority list as as you've heard public records requests they are a high priority and we um you know take them very seriously to avoid legal action or threat of legal action next is the contract publication to the city's website unfortunately this has been a lower priority for us currently due to staffing levels and other higher priority tasks and lastly updating the permanent resolution and ordinance books again also a lower priority currently due to staffing levels and other higher high priority tasks next slide please some of our milestones and success stories include simultaneous translation translations this was a directive by the council in 2025 in collaboration with the city clerk's office kcrt and our it division wortley was implemented in january of 2026 agenda translation directed by the council in 2024 provided with publishing of each city council agenda and then also most recently our records retention schedule the council adopted this new schedule in april of 2026 and the next steps would include the implementation and the training of employees for how to utilize that new retention schedule next slide please this slide identifies the city clerk's office's need for additional staff to help with public records request and records management specifically next slide please and just in closing in conclusion it may be helpful just to note that we had 1718 public records requests received between january 1 of 2025 through may of 18 may 18 of 2026 uh with 3040 already in process at the beginning of that reporting period 1618 were closed during the reporting period additionally we processed 76 passport applications during that same reporting period and that include concludes my presentation thank you all we greatly appreciate your support and now i'll turn it over to the city manager's office good evening mayor martinez vice mayor martinez vice mayor martinez vice mayor robinson city council and residents and staff just want to say uh congratulations though to the city clerk's office and the city attorney's office as an employee formerly in both i appreciate the work that takes place in both of those offices so i salute them for their work um tonight we'll be addressing the city manager's office uh this presentation is intended to provide some visibility and how these efforts intersect operationally across the organization and how strategic suite sequencing organizational alignment and sustained focus is necessary to support long-term service delivery next slide next slide so the city manager's office supports implementation across all six council goals um the city manager's office and the city manager are in essence the chief executive officer uh i think the city manager is both coach and quarterback at times and that requires uh quite a bit of balancing with regards to resources demand need trade-offs it's not always an easy task but it is a necessary task and as a consequence of that juggling that's necessary um the manager is responsible for leading and providing direction around housing initiatives to support unhoused and camp response activity as well as regional partnerships with regards to revenue and economic development fiscal stabilization fiscal stabilization efforts long-time financial planning strategies as well as economic development coordination and with regards to quality of life and community health there are a few things that stand out at this moment a couple of them being major park improvement uh projects as well as alternative response programs both in our community services department as well as public safety next slide as we carry forward um with regards to public safety a couple of things that we are prioritizing at this time our recruitment initiatives again alternative response uh implementation strategies and in the internal infrastructure processes we're looking at our capital improvements which you'll hear a little bit later on today transparency initiatives and implementation and tracking systems which has come up as a consequence of uh requests that come in and one of the major uh initiatives and projects at this point is the wastewater reliability and veolia transition which is a can be estimated at a billion dollar project finally shoreline resiliency planning efforts and sustainability initiatives are also key in this role next slide the work that gets done um as aligned with the city clerk's office as well as the city attorney's office the city manager is also very much engaged in the agenda reviewing and um approval process i can say for a fact that every word in every staff report is looked at in our office as well as the policy implementation we're tracking follow- up as well as labor negotiations etc with regard to fiscal stewardship and budget coordination the manager along in partnership with the mayor is responsible for bringing forth a budget as well as managing the needs and the resources of the city to support uh the initiatives with regards to labor expenditure reduction generation of revenues grants etc we also support citywide operational coordination and service continuity this requires really partnering with our colleagues in various departments to consider what timelines and infrastructure is needed to effectuate policy direction as well as support those initiatives that really get at the heart of who we are as a community including those supporting those who are most vulnerable um and supporting staffing needs and trying to mitigate or reduce service disruptions interdepartmentally next slide here are just a few images of uh some of the work that we do and where we show up next slide also with regards to some of our core initiatives is strategic planning citywide initiatives including the wastewater reliability reliability and veolia transition park improvements intergovernment coordination so that means considering our not only our partners but our neighbors and regional agencies county and state and federal partners with regards to transportation and environmental agencies and one of the other things is emergency coordination and operational response and it is very important as the chief osario has highlighted why that is so necessary in our communities next slide um i like shannon i'm going to try to move quickly through this uh but i do want to pause here just for a moment in the not so distant past uh the city faced quite dire financial stress situation that required the council as well as staff to make uh very very hard choices with regards to uh how the city would function the city manager myself and the deputy city managers had either had recently joined or were already in the organization uh so i could face people every day and deal with the realities of circumstances connected to uh this this the financial straits that the city was in so it is from that place it is in that grounding that we approach this work this work this work is not only personal for us but it's also personal for our colleagues as i'm certain it is for you and so when we look at the major initiatives right looking at folks and having to make hard choices it is from that grounding that we focus and make primary our fiscal solvency and long-term financial stability as a priority it is also important with regards to some of the major initiatives we consider again wastewater infrastructure cip and also modernization so we can increase our effectiveness and organizational efforts next slide also very important to us are the things that you as representatives of our communities bring forward how do we balance the things that you share that you hear from residents because you are and face residents constantly day in day out and they bring things to you that matter to them that impact their lives in a very intimate way and so coordinating around these things is also a high priority currently we're in the middle of or we haven't completed labor negotiations with workforce so this is also uh a pressing need to the city manager's office and making sure that we address the labor negotiation the we continue with labor negotiations excuse me recruitment as well as compensation impacts and succession planning and again our emergency preparedness risk and management and service continuity is also a medium to high situation with us in partnership with our fire and other public safety uh colleagues here with regards to emergency response and coordinated preparedness planning next slide again here are some additional images of us showing up in the community uh including off the lot our new shields reed uh park i don't know if you've all been but it is a beautiful location at this point and i was just sharing with the manager i said this is now the standard for how parks ought to appear in our communities next slide how limited capacity affects service delivery our desire is to implement as many of the policies and provide our core services as we possibly can and so as we move forward is necessary for us to consider when we move forward here are the things that need to be taken into consideration as you all provide policy direction one is our desire to continue to do long-term strategic planning be proactive in coordinating and implementing that planning as well as performance tracking and operational analytics the manager highlighted earlier this afternoon the great work that a lot of the departments are doing with grant development and external funding opportunities as well as shannon highlighted our desire to push forward with training and workforce development efforts not only inside the city but also very much to our residents who need that type of support next slide so again i i want to pause here because it could very well be that up until this point it feels like the considerations are here are all the pressures here are all the pressures here are all the pressures and i think it is important that what we're considering is what helps the organization become effective the lens that one could look through is simply be what is it that you need but i would like to offer another frame in which to consider not only our request or these presentations but the other ones that have come forward i think the frame that we need to be approaching this is what protects continuity implementation quality and organizational effectiveness it is not merely just meeting the need or tell us what you need but looking through a frame of what protects continuity implementation quality and organizational effectiveness and here on the screen we'll highlight just a few of those that includes as others have said enterprise modernization and process and i.t technical improvements workforce stable stability and organizational capacity next slide as well as prioritization and strategic project managing and sequencing and operational alignment as well as training and finally again fiscal sustainability and long-term planning next slide so i will also be moving forward with just to highlight some of the great work that's been taking place within the city manager's purview one of them was uh as a consequence of some direction that you all provided um based on activities from the federal government was we stood up the immigrant legal services and public awareness program we are very proud of the work that the manager's office and those supporting that have done uh as you can see on your screen there was a million dollars allocated and we have moved forward with three grants totaling approximately 990 000 dollars next slide those um those um those uh contracts were uh shared with three organizations here catholic charities of the east bay east bay sanctuary covenant and the multicultural institute um you will note as you look at the slide obviously the various amounts but that they are doing various types of work so catholic charities and east bay center excuse me east bay sanctuary covenant excuse me are providing uh removal defense as well as legal services and the multicultural institute as well as catholic charities are providing outreach and there are some metrics down below with regards to the the number of residents that have been served the types of programming that have been provided and the removal defense consultations and removal defense the number of residents that have been provided and the number of residents that have been provided and the number of residents that have been provided and the number of residents that have been in the number of residents that have been provided and the number of residents that have been in the number of residents that have been provided and the number of residents that have been in the number of residents that have been provided and the number of residents that have been in the number of residents that have been provided and the number of residents that have been in the number of residents that have been provided and the number of residents that have been in the number of residents that have been provided and the number of residents that have been provided in the number of residents that have been provided and the number of residents that have been provided in the number of residents that have been provided in the number of residents that have been provided in the number of residents that have been provided Richmond and city staff from LEAP and we had 40 plus residents participate and this was a great event. Next slide. In addition, the manager's office also supports the Richmond Municipal ID program and this was something that was stood up in 2024 and what's so great about this program is it provides opportunities for those again who might be vulnerable to access the things that make thriving in our communities possible, right? And it could be the thing that sometimes we might take for granted but that when you lack this type of information or this type of access it could be a challenge. Next slide. So to date the staff that managed this program and I just want to call out Irene Lozano and Guadalupe Morales for working so diligently in this area. To date we've allowed for and moved through 1600 total ID issuance and to date we've for this year, this calendar year, we've already processed 232 ID process and in and in 2026 year to date there have been 70. Next slide. So what you'll see here which is something very interesting . So the data person in me is thinks this is a wonderful representation because you see a normal distribution. I don't want to get into that too deeply but you see a normal distribution here represented in the bar chart. Councilmember Bonna. You can see that in 2014. I love data viz too. So they try to hold me back sometimes because I go too far. So in 2014 you can see that when we initiated this project there were 278 IDs issued and then they kind of wane and then you can see COVID in 2020 we had our lowest issue in state. but what happened is we're scaling back up as a consequence of the opportunity for hybrid access to this model so people can now apply for and be interviewed via zoom and so much more people now have access to the opportunity to gain municipal ids and at this point again we've issued 232 ids at this point which is almost 80 percent of where we were we've processed 80 of what we had in 27 excuse me in 2014 and we are we haven't reached june yet and so we are doing outstanding work with regards to the municipal id program next slide yes so department of children and youth this was a consequence of a border-led measure 2015 i think i've given this presentation to you and now three times this year we're going to move quickly next slide so the depart go back one excuse so the department of children and youth touches all of these uh council goal areas and it's not necessarily because the rdcy or the richmond fund for children and youth is outlined or called out in the strategic goals it's because what the funding allows to happen is that the funding supports young people having access to housing and basic needs the funding allows for young people to gain training and and have an opportunity to gain employment or employment opportunities that are billed for allow for them to build a set of experiences that allow them to explore and move into careers we support quality of life especially again with the support we do with our school district partners with providing mental health and behavioral health services as well as public safety although the department of children and youth sometimes may not be considered a public safety arm of the organization it very much is and in conversations with the deputy city manager and the work that they're doing with the ccrp program she's kind of proselytizing us regarding the work that the city provides and almost all of it is is supporting public safety we also support internal infrastructure with regards to some of our goals and and finally with regards to shoreline and ecological sustainability we support the watershed project and supporting not only young people in gaining understanding around these projects but the watershed project grants also provide employment opportunities so folks have an opportunity to explore their life within this field next slide these are some of our core functions which is giving out the money supporting our oversight board conducting needs assessments and our evaluator as well as convening and collaborating around advocacy next slide here are some wonderful images here from the east bay center for the performing art they have a young artist program where they're taking young artists in high school and middle school and placing them on track to become professional artists we're also very proud of the work that we've had with the relationship with the um richmond high school and particularly their marching band here seen in the cinco de mayo parade the band coach is an ardent fan of the department because without this funding he said they would not have been able to access transportation they would not have been able to access uniforms and band uniforms so he's always very extremely grateful and these two pictures here are from our uh a collaborative between uh yes to nature and the outdoor collaborative where they're basically taking young people from all ages all ages excuse me and getting them outdoors and showing them all the opportunities that exist next slide so some of the major initiatives that we're moving forward with is number one we're gonna we're currently in our cycle uh for 25 27 as well as uh we've absorbed the uh limited term revenue uh into our grant awards we're working with our partner and our contractor west ed for their evaluation as well as we're very proud about the reauthorization of the fund next slide in addition we're always uh working to recruit so you'll be getting more emails from us as well as we'll be coming to you uh with an annual report in september um and we'll tell you about the work that we've done with regards to the audit as well as um per client data systems next slide just want to highlight that uh these three things with regards to the immigration and municipal id program the staff from the department of children youth also support some of this work and it is necessary that we consider as we move forward with some of the community initiatives particularly with the black resiliency and mental health and also opportunities for perhaps michael grants that consideration on capacity is going to be a needed conversation next slide so um some of the things that we want to do more of in the department given we have more time is to conduct uh more thorough site visits um to increase and improve our invoicing process um to become a greater advocate around convening for the department as well as strategic planning with regards to our oversight board and um standing up our final ecia grant cycle next slide so again um from the frame of improving efficiency um we are working to strengthen our operational support systems modernization and begin the process for the next c na sip hopefully in september continue our work with our evaluators and offering and standing up support for our non-profit organizations with technical support and capacity building next slide here are just some numbers around some of the things that we've done and the youth that we've served and the organizations that we currently support next slide um we're moving forward one of the things that we're standing up um is we heard from our non-profit partners um regarding the our standard rfcy grant that um we wanted to try something different and we didn't want to be just prescriptive with our non-profits we wanted to get feedback from them so the number there on the right is what we're calling a pg m but it's a participatory grant making pilot so what we did was we sat down with our non-profits and say hey if you could design an application process what questions would you ask and if you were going to create our scoring rubric what would the rubric be and what should it be and should applications come only in paper form or should they come in a powerpoint or could should it be a video and so we were excited about this we had great collaboration on this front and tonight on the council agenda there's an opportunity for you to approve these awards and we're hoping that you'll do that next slide again for our ecia grant this is 26 27 will be the last year for the competitive ecia grant and so for 25 26 we've awarded about 740 000 and for this coming up year we have 350 000 left to award approximately and it will sunset in the end of june of 27. next slide this is just a quite a bit of a data snap um chief ozario kind of inspired us all of his slides were real fancy so i said i can't let him go out like that so um here is what it looks like for our three-year grants and our two-year supplemental um we have the core need areas and you can see what funding looks like across all four of those needs for our three- year grant and with the additional limited term revenues um you all approved awards back in january uh for some additional awards um and there are some data metrics on the bottom next slide here is again some wonderful pictures from some of our partners uh fresh approach um the hidden genius project uh uh excuse me 18 reasons and others next slide again here is a quick snapshot of what we anticipate uh for the ecia program uh with across four categories next slide again uh one of the things that we've talked about with regards to expanding um and it was during the initial presentation was around uh the manager had brought up as well as i believe the finance director focusing on kind of three strategies and one of those was innovation and so with regards to innovation one of what we're trying to stand up hopefully within the next few months around that strategy is creating a digital front door and so that means how do we improve access to our services through a digital touchpoint and that includes our webpage permits calendaring facility rental and so this is something that we're going to be initiating as well as discussing process improvement so reducing friction and and kind of like streamlining or mainlining our internal processes and finally data informed decision making right so how do we capture data what data what data do we need to make informed decisions that then we can bring to you so that everyone is above board and has the the most consequential information to move forward with effective decisions and i believe that's it next slide next slide all right thank you all so who's whose name is so so so so so so so so so so so so so so so so so so so so so so so so so , so , so , so so so so so so so so so so , so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so so we will begin uh audience members can you please uh cut your conversations and go ahead good evening good evening mayor and city council for your last three departments this evening this is internal services that comprises the finance department the human resources department and the information technology department thank you thank you thank you thank you thank you thank you thank you so much thank you thank you mr mayor once again this is internal services which comprises of the finance department the human resources department and the information technology department and the information technology department and the information technology department these departments are integral to the city in that we service all of the outward facing departments i.e. the departments that have direct contact with the public the vendors and businesses and the the vendors and the public the vendors and businesses although internal services the public the public the public the public the vendors and businesses although internal services does interact with the public the vendors and businesses although internal services does interact with the public it does not interact as much as much as a fire or police department next slide please so the finance department will start there they support all six goals areas with zero audit findings in the audited financial statements the removal from the state audit the maintenance of the credit ratings these are things that build financial and public trust the city's fiscal policies also enable essential services to operate reliably next slide please next slide please the core services of the finance department provide are payroll treasury and cash management revenue administration procurement accounts payable budget development accounting and financial reporting next slide please the high capacity operational demands affecting the core services are in the division of purchasing revenue budget and accounting the purchasing division must ensure vendor compliance and process contracts so there's not backlog of contracts being processed the revenue division ensures that the revenue is received on time so there are no delinquent accounts the accounting division has to stay apprised of ongoing gas that updates increased volume of council initiatives, department requests, policy implementation, and required financial analysis and turnaround of all initiatives. Next slide. Existing workload and existing priorities influence how the department actually can operate and its operational capacity. When new or unplanned needs arise, some work may get squeezed such as financial modeling. There may be operational or resident city impacts such as slower processing of payments or a delay in funding for a program or service. Although this may happen, resources are redirected to ensure that essential financial oversight and compliance remain intact. Next slide, please. Okay, the financial department needs a few key supportive items from city council. First need a stable staffing level so we can continue to provide all the fiscal responsibility needed for the city. Second, we need improvement in modern financial systems. Outdated systems tend to slow processes down. And without updated systems there will be errors. Third, we rely on clean policy direction and alignment so that finance can safeguard and with financial discipline prioritize any items from city council. Next slide, please. As you can see from the numbers, business licenses issued 6 ,300. Paychecks process 23,580. Calcurd transactions 13,694. Revenue collected 380 million. Invoices process 24,766. Those are some of the statistics for the finance department . We will now move on to the next slide and that will be for the human resources department. The human resources mission is to hire and retain the most talented, competent, skilled, and dedicated individuals to serve the city of Richmond. They support employees by providing competitive compensation, excellent programming, and access to training and development. Next slide, please. The human resources department supports all six goals and is foundational to the cities because their department depends on hiring, retention, training, and compliance support. Key support areas are public safety staffing, police, fire, frontline services, housing and homelessness support staffing, economic development, workforce support, employee development, and internal infrastructure improvements. The greatest ongoing capacity demands are in public safety staffing and internal infrastructure and processes. Next slide, please. The human resources manages labor negotiations for all eight bargaining units, recruitment and onboarding, employees and training and performance management, workers' compensation and leave management, benefits and retirement programs, workplace safety and violence prevention compliance, police deployment, development, classification and compensation, employee engagement, and wellness programming. Compliance responsibilities continue to grow. Human resources must maintain compliance with Cal OSHA, Federal OSHA, Department of Industrial Relations, and Human Resources, and Human Resources, and Human Resources. These are all leaves. Workplace violence prevention programs are also being operated under human resources, and we also have to comply with all CalPERS requirements. These compliance responsibilities are layered on top of daily operational demands. Next slide, please. Next slide, please. Also, the race equity action plan support, ongoing labor negotiations, negotiations and multiple unions, new leave implement software, bless you. New and urgent priorities often force staff to shift away from their core responsibilities, leaving little flexibility for strategic planning, process modernization, workforce development initiatives, and proactive risk management. Next slide, please. Next slide, please. Next slide, please. Next slide, please. When there are new and urgent needs, this forces resources shifting away from the core responsibilities. Plan projects and maintenance of regulatory compliance. Some work may get squeezed, such as lack of proactive infrastructure -- oh, excuse me, lack of proactive measures for education, and assist staff in minimizing workplace injuries. There may be operational impacts, such as employee remaining on leave without a process for return to work. And resident or city impacts as staffing shortages. They can reduce service delivery to frontline departments and increase overtime costs. Next slide, please. Next slide, please. To protect core service delivery, the human resources department needs continued investment in staffing capacity, technologically modernization, compliance monitoring, training, and workforce development. Next slide. By the numbers, for fiscal year 24-25, there are 4,833 submitted applications processed, 193 hires and promotions, employee training classes of 287. This is for safety mandated, professional, and personal growth. Next slide, please. For workforce and recruitment activity, as mentioned, there are 4,833 total applications, 54 recruitments facilitated, 149 employees onboarded, and 44 internal promotions. Next slide, please. For risk management activity, there are 28 inspections completed. Those are safety inspections. 80 leaves of absence managed. 99 general liability claims processed. And 206 workers' compensation claims managed. Next slide, please. For employee engagement, learning and development. For employee engagement, there were 10 events held. Employees training delivered 287 trainings completed. And for professional development, we expanded to include reimbursements for therapeutic and self-help support. Next slide, please. Here are some of the employee engagement events. Some of the big ones are, in this one, the Valentine's Day coffee cart. Wherever there's a coffee cart, I think you'll see me there . Health and wellness fairs. A beach break featuring art and Italian ice. And if you come to those, you're guaranteed to have a 50- degree day with wind. Next slide, please. Next slide, please. Next slide, please. Next slide, please. Next slide, please. Next slide, please. Next slide, please. Next slide, please. Next slide, please. Next slide, please. Now, HR, along with all of internal services, likes to celebrate success. And, you know, in finance, you might wander into a potluck. In HR, you'll just wander in for snacks. And, in IT, Sue always has some sort of food hanging out for someone to eat. But, here are some successes just recently for human resources. The implementation of a learning management system. Launch training programs for classifications, workplace violence prevention plans. Improved communications through HR liaisons in every department. Negotiated five union contracts. Reduced annual turnover by 2%. Implemented AB 339 procurement protocols. And, conducted 28 safety inspections and coordinated remedies across the city buildings. Next slide, please. What we're looking forward to. That will be future priorities that include finalizing negotiations with the remaining unions. Deploy leave tracking software and automate evaluation software. Continue intentional hiring and strategic hiring in critical areas. Support city council directive initiatives. Continue an implementation support for ROC and advanced life support programs. Expand onboarding, professional development, employee wellness, mentorship, and coaching programs. Next slide, please. Continued investment in human resources protects compliance , workforce stability, employee support, and long-term operational effectiveness. The goal is to continue building a workforce that is supported, accountable, well-trained, and equipped to serve the Richmond community with excellence. We will now move to information technology. For information technology, the department supports city operations, including public safety, finance, HR, perm itting systems, cybersecurity, city council boards and commission meetings, network infrastructure, communication, including fiber-wired and wireless services, the copy center mailroom, internal staff, in-person tech academy, training, resident facing digital services, and website services, and mobile apps for issuing reporting. So, why this matters? The information technology department touches all six goal levels and is foundational to the city because every department depends on hardware, software, and telecommun ications. Next slide, please. The work that keeps Richmond running. Information technology maintains network connectivity, internet access, cloud-based systems, and backups with disaster recovery capabilities. Monitor cyber security threats. Supports enterprise applications such as Tyler Munis and I MS. Maintains mission critical systems that support public safety such as CAD/RMS connectivity, help desk, and user services. Supporting licensing systems including a mobile app, GIS, RingCentral, Civic Plus website management, collaborating with public works on the implementation of the asset management system. Next slide, please. What gets squeezed in technology modernization and automation projects in the operational impacts is staff prioritizes urgent operational and cybersecurity issues over planned projects. Resident and city impact is delayed in digital services improvements and modernization efforts. Next slide, please. To protect core services delivery, the information technology department needs continued investment in staffing capacity for end-user support, cybersecurity, Tyler Munis and IMS, software support, information technology is commissioned -- currently information technology is commissioning an assessment and it's going to be a full-blown IT and it will include a look at all hardware, all software, existing staff and staff training, and emerging technology that the city will need in the future. So we are just starting that right now. Next slide, please. So information technology supports 41 city buildings and facilitates over 40 miles of fiber, 41 circuit connectivity , 20 backup connections, 10 community centers with wireless network and computer labs, 7 public safety fire stations that have carrier fiber network and 3 backup connections so that they don't go down. Next slide, please. Next slide, please. For KCRT, they support 125 live virtual in-person meetings, 285 marquee and data net billboards. They also maintain -- 1,942 website pages are also maintained. They support live and recorded city council and commission meetings. And that is the end of internal services. Thank you. APPLAUSE Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Good evening, good evening, good evening, council and mayor . So, it's a very active program. Thank you. Thank you. Thank you. Thank you. And so, yeah. Good evening, good evening, good evening, good evening, good evening, good evening, good evening, Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you, thank you, thank you. Thank you, thank you, thank you. Thank you, thank you, thank you. IN 1,300 LOCATIONS, ALMOST 9,000 LEANER FEET. I WANT TO GI VE YOU JUST A VERY OVERALL VIEW OF THAT. SO FAR AS I SAID IT 'S 1,300 LOCATIONS BUT THAT'S ONLY 40% OF THE WORK COMPLETE. WE'RE GOING TO COMPLETE ALL THE SHAVINGS AROUND PARKS, ALL THE PARKS IN THE CITY OF RICHMOND. BY THE TIME WE'RE DONE, WHICH IS GOING TO BE BY JULY 1ST, WE ARE GOING TO HAVE COMPLETE ALMOST 3,500 LOCATIONS AND THAT WILL BE ALMOST, THAT WILL BE 19,000 LEANER FEET OF SHA VING. THE NEXT STEP IS GOING TO BE EVERYTHING AROUND THE SCH OOLS. AND EVERYTHING AROUND THE SCHOOLS IS A PROJECT COST OF $150,000. WE'RE ASKING FOR 900,000 JUST TO BE ON THE SAFE S IDE. AND WE ALREADY COMPLETED THE WORK AROUND CIVIC CENTER. WE 'RE TALKING ABOUT 102 SPECIFIC LOCATIONS. LET ME JUST GO VERY QUICK OVER THE NEXT SLIDE SO YOU CAN SEE THE PARKS. I MEAN, WHEN YOU SEE IN EACH OF THESE PARKS, THE GREEN DOTS ARE THE ONES THAT HAVE BEEN COMPLETED, ORANGE ARE IN PROGR ESS, AND THE RED ONES ARE SCHEDULED. AND AS I SAID BEFORE, THIS IS GOING TO BE DONE BY JULY 1ST. OKAY? SO THIS IS, AGAIN, ALMOST 3,500 LOCATIONS. I'M TALK ING ABOUT THOSE DOTS THAT YOU SEE THERE. YOU KEEP GOING IN OTHER PARKS. AS YOU CAN SEE, FOR EXAMPLE, THE MIRA VISTA PARK RIGHT NOW, IT HAS ALL -- IT'S SQUEDULED . WE HAVE NOT COMPLETED IT YET. BUT AGAIN, ALL OF THEM WILL BE COMPLETED BY JULY 1ST. AND WE CAN KEEP GOING, RIGHT? OTHER PARKS, OTHER PARKS, CONTINUE PARKS. AND AS I SAID, THE NEXT STEP IS GOING TO BE SCHOOLS, RIGHT? YOU CAN SEE ALL THESE PARKS. I MEAN, YOU CAN SEE IN THE MAR INA ALL THE GREEN ONES. THE ONES IN YELLOW ARE IN PROGRESS. PARKS. AND NOW WE'RE GOING TO THE NEXT PHASE THAT WE HAVEN 'T STARTED YET. WE NEED THE MONEY. THAT'S WHAT WE'RE ASKING FOR. AND THAT'S WHAT YOU SEE RED DOTS HERE. THAT'S AROUND THE SCHOOLS. THAT'S THE NEXT STEP THAT WE WANT TO ADDRESS, SCHOOLS. AND THAT'S, AS I SAID, A REQUEST OF $900,000. YOU CAN SEE THE SEALS, ALL THE SCHOOLS. THEY HAVE BEEN IDEN TIFIED, ALL THE LOCATIONS WHERE WE NEED TO GO AND WORK AND DO THESE REPAIRS, RIGHT? BUT THE NEXT STEP IS NOT ONLY SHAVING. THERE ARE S OME THINGS THAT YOU CANNOT JUST SHAVE. THERE ARE SOME THINGS THAT YOU CANNOT JUST SAY AN INCH AND THREE QUARTERS LEAP. YOU BETTER REMOVE AND REPLACE. AND THAT'S WHEN YOU NEED THE NEXT SPACE THAT IS GOING TO BE RIGHT NOW. WE'RE ESTIMATING IT AT $3.3 MILLION JUST AROUND PARKS. SO WE'RE GOING TO FOLLOW THE SAME LOGIC. FIRST PARKS, THEN THE SCHOOLS. AND THEN WE'LL CONTINUE WITH THE ADA TRANSITION PLAN. WHATEVER THE ADA TRANSITION PLAN TELLS THAT WE ARE RIGHT NOW UPDATING, WE'LL FOLLOW THAT. BUT THAT'S GOING TO BE -- THAT IS PART OF THE REQUEST THAT WE HAVE. SO WE MOVE TO PAVEMENT. I MEAN, YOU HAVE HEARD ME A LOT SAY ING THAT THIS IS WHERE I WOULD PUT ALL MY MONEY IF I CAN. $18 MILLION. I SEE CONCULT MEMBER JIMENE SAYING NO, NO, NO. SO I'M TALKING ABOUT $11 MILLION. BUT YOU CAN SEE RIGHT NOW WE'RE FINALIZING THE 2025 ROBERRIES CAPESHILL PROJECT. YOU'LL SEE WHATEVER YOU'RE SEEING OUT THERE WITH THE CONTRA CTORS' EQUIPMENT. THAT'S WHAT WE'RE DOING. WE ALSO HAVE OUR IN-HOUSE CREW DOING WORK. AND WE ARE GOING TO START IN THE SUMMER THE 2026 BASE REPAIR PROJECT. AND I WANT TO TALK A LITTLE BIT ABOUT THAT ONE IN THE NEXT SLIDE. BUT I WANT TO BRING YOUR ATTENTION TO THE $11 MILL ION THAT WE'RE TALKING ABOUT, HOW WE WOULD DISTRIBUTE THAT $11 MILLION. $4.5 MILLION W OULD GO TO THE 2026 BASE REPAIR PROJECT. AND THAT'S GOING TO MAKE SENSE WHEN I SEE THE NEXT SLIDE. AND THEN WE NEED TO START THE DESIGN FOR 2027. AND WE NEED TO CONTINUE WITH THE IN-HOUSE PAVING. I WANT TO MAKE A VERY IMPORTANT NOTE WHEN YOU TALK ABOUT PAVING AND PAVING BUDGETS. THAT DOESN'T INCLUDE ONLY THE ASPHALT THAT YOU SEE ON THE ROAD. THAT ALSO INCLUDES THE ADA CURVE RAMS THAT BY FEDERAL LAW WE NEED TO UPGRADE EVERY TIME WE PAVE. SO THE COST WHEN WE ASK ABOUT $11 MILLION INCLUDES THE CUR VE RAMS ALREADY. SO A BIG PORTION OF THAT GOES TO CONCRETE WORK. THIS IS THE MAP THAT I WANTED TO PRESENT. THIS IS WHAT WE ARE TARGETING TO ADDRESS IN THE NEXT ROUND STARTING THIS YEAR. THIS IS THE MEJOR ARTERIALS AND COLLECTORS, RIGHT, THAT THEY WOULD NEED REHABILITATION. THE TYPE OF TREATMENT THAT WE NEED THERE IS NOT THE TYPE OF TREATMENT THAT WE HAVE IMPLEMENTED IN THE PAST TWO YEARS. IT'S MORE EXPENSIVE, IT'S MORE STRUCTURAL, AND THAT'S WHAT IS CALLED REHABILITATION. HOWEVER, THE FIRST STEP IN THE REHABILITATION IS TO DO BASE REPAIRS, LOCALIZED BASE REPAIRS. AND THAT'S -- FOR THAT, WE'RE GOING TO NEED A SEVEN -- ALM OST $8 MILLION JUST FOR BASE REPAIRS, AND THEN FOR A TOTAL OF $42 MILLION TO DO THESE MANY STREETS. THAT'S WHY WE'RE TALKING ABOUT A PROCESS OF FROM 2026 TO 20 29. THIS IS JUST A REMINDER OF -- I'M SORRY, POINT OF ORDER? I DIDN'T UNDERSTAND WHAT BASE REPAIR WAS. LOCALIZED BASE REPAIRS, YOU BASICALLY DIG OUT ALL THE WAY TO THE BASE, RIGHT? AND IT'S THE MOST DAMAGED LOCALIZED AREAS. SO IF YOU DON'T ADDRESS THEM, THEN IT STARTS EXPANDING, IT MAKES THEM MORE EXPENSIVE. OH, THE BASE REPAIR. YES. WELL, YEAH. AND THIS IS JUST A REMINDER, WHAT WE DID IN 2024 WAS A PRO GRAM CALLED SLORRY SEAL. THE ADVANTAGE OF THAT PROGRAM IS THAT WE ADDRESS STREETS THAT WERE IDEAL FOR THIS TYPE OF TREATMENT AND ALLOW US TO TREAT MANY, MANY STREETS IN THE CITY. AND THAT DOESN'T TRIGGER ADA CURBRAMS BY FEDERAL LAW, WHICH ALLOW US TO USE THE MONEY JUST IN PAVEMENT. HOWEVER, THIS YEAR, OR, WELL, THIS IS FROM LAST YEAR, BUT WE'RE FINALIZING THE PROJECT THIS YEAR. THE TYPE OF TREATMENT IS RUBBERIZED CAPESIL THAT TRIGGERS ADA CURBRAMS. SO A LOT OF PORTION OF THE FUNDING THAT WE HAVE, AND YOU CAN SAY IT VARIES SOMETIMES, IT'S BETWEEN 25 TO 35% OF THE BUDGET YOU HAVE GOES SPECIFIC ALLY FOR ADA CURBRAMS. AND THAT IS EXACTLY WHAT IT WOULD AFFECT MOVING FORWARD, BECAUSE THE TYPE OF TREATMENT WE'RE GOING TO DO TRIGGERS CURBRAMS ALL THE TIME. AND WITH THAT, CONCLUDES OUR CIP PRESENTATION. AND FOR THOSE MANDALORIAN, I HAVE TO SAY IT, FOR THOSE MAND ALORIAN FANS, I HAVE SPOKEN. GOOD EVENING, I'M EMILY COMES FINANCE DIRECTOR, AND I'M JUST GOING TO CLOSE OUT WITH A QUICK ANNOUNCEMENT ABOUT PROCUREMENT BECAUSE IT TOUCHES ALL ASPECTS OF OUR O PERATIONS. SO THIS SLIDE HIGHLIGHTS THE IMPORTANCE OF MAINTAINING CONS ISTENT AND COMPLIANT PROCUREMENT PROCURMENT PRACTICES ACROSS THE ORGANIZATION. SO PROCUREMENT REQUIREMENTS ARE NOT SIMPLY -- I'M SORRY, THE POINT OF ORDER. SO PUBLIC WORKS IS DONE OR IT'S A PART OF THAT? THIS IS THE SECOND TO THE LAST SLIDE WE HAVE TO WRAP UP. WE JUST -- WE THINK IT'S IMPORTANT AS THE CITY COUNCIL IS PREPARING TO MAKE REQUESTS OF CITY STAFF AND WE WANT TO REQUEST THE CITY STAFF THAT WE REMIND THE PU BLIC AND THE COUNCIL WHAT IS REQUIRED IN TERMS OF OUR PROCUREMENT. SO THAT AS YOU'RE MAKING REQUESTS WITH YOUR CHECKLIST, WE 'RE ALL REMINDED OF HOW -- WHAT THE PROCESS NEEDS TO ENTAIL. VICE GENERAL, NOT PUBLIC WORKS. CORRECT. SO WE WANT TO THANK PUBLIC WORKS FOR ALL THE GREAT WORK. YES. THANK YOU. JUST AN AWKWARD SLIDE PLACEMENT. THANK YOU, DANIEL. SO RICHMOND'S PROCUREMENT FRAMEWORK ESTABLISHES CLEAR APPRO VAL THRESHOLD, COMPETITIVE BIDDING REQUIREMENTS AND INTERNAL CONTROLS DESIGNED TO SUPPORT ACCOUNTABILITY AND COMPLIANCE. SO UNDER THE CITY'S CURRENT PROCUREMENT POLICIES, CONTRACTS OVER 10,000 REQUIRE CITY COUNCIL APPROVAL. PURCHASES OVER 50,000 REQUIRE A FORMAL COMPETITIVE PROCESS. AND SOLE SOURCE OR EMERGENCY PURCHASES MUST BE PROPERLY JUS TIFIED AND DOCUMENTED. SO STRONG PROCUREMENT PRACTICES ARE ESPECIALLY IMPORTANT AS THE CITY MANAGES A GROWING NUMBER OF GRANTS, CAPITAL PROJECTS AND OPERATIONAL INITIATIVES. FAILURE TO FOLLOW THESE PROCUREMENT REQUIREMENTS CAN RESULT IN DELAYED PAYMENTS, AUDIT FINDINGS, LOSS OF GRANT ELIGIBILITY, CONTRACT DISPUTE , AND JUST OVERALL INCREASED ORGANIZATIONAL RISKS. IT'S VERY IMPORTANT. MAINTAINING CONSISTENT PROCUREMENT COMPLIANCE HELPS ENSURE THE CITY RESOURCES ARE MANAGED RESPONSIBLY WHILE PROTECTING PUBLIC TRUST. NEXT SLIDE. HERE'S A LOOK AT OUR NEXT STEPS. WE'LL RETURN ON JUNE 16TH TO PRESENT THE BUDGET CHECKLIST AND FINAL ADOPTION ON JUNE 23RD. NEXT SLIDE. HERE'S THE RECOMMENDED ACTION BEFORE YOU TODAY TO CONTINUE TO RECEIVE THE DRAFT FISCAL YEAR 26-27 BUDGET AS WELL AS THE CIP WHICH YOU HEARD TONIGHT RECEIVED UPDATES FROM THE DEPARTMENT OF OPERATIONS WHICH WE CONCLUDED I BELIEVE TONIGHT. WE'VE GOT THROUGH ALL THE DEPARTMENTS AND THEN UPON COMPLE TION OF THOSE DEPARTMENTAL PRESENTATIONS TO PROVIDE DIRECTION TO STAFF PRIOR TO FINAL BUDGET ADOP TION. THANK YOU SO MUCH. AND MAYOR I WOULD LIKE TO THIS IS OUR MLT TEAM HERE AT OUR RETREAT AND I JUST WANT TO TAKE AN OPPORTUNITY TO THANK THE COUNCIL FOR LISTENING TO ALL OF OUR COLLEAGUES. THERE ARE MANY TEAM MEMBERS ACROSS THE CITY THAT WERE INVOL VED IN PUTTING TOGETHER THESE PRESENTATIONS THAT NOW SERVE AS A REMARKABLE ILLUSTRATION OF THE GREAT WORK THAT IS HAPPENING IN THE CITY OF RICHMOND. THIS IS THE BEST CITY TEAM THAT WE'VE EVER HAD AND I FEEL SO LUCKY AND PRIVILEGED TO WORK ALONGSIDE THEM. THEY WORK NIGHTS, WEEKENS AND THEY'RE EXTREMELY COMMITTED TO SERVING PEOPLE IN OUR COMMUNITY AND MEETING PEOPLE WHERE THEY ARE AND DOING SO IN AN EQUITABLE MANNER. I WANT TO ALSO JUST HIGHLIGHT THAT AS YOU RECEIVE THE PRES ENTATIONS I HOPE THAT YOU WERE ABLE TO SEE THE CULTURAL SHIFT THAT HAS HAPPENED WITHIN THE CITY ORGAN IZATION THAT NOT ONLY ARE PEOPLE WORKING HARD BUT THEY'RE WORKING HARD COLLABORAT IVELY. THAT WE HAVE HIGHLY SKILLED COLLEAGUES AND THAT EVERYONE IS WORKING IN PARTNERSHIP AND WITH GRACE SERVING COLLABORATIVELY WITH OUR COMMUNITY-BASED OR GANIZATIONS AND BUSINESSES. THANK YOU VERY MUCH MAYOR AND I'LL TURN IT OVER TO YOU. OKAY AND THANK YOU. LEADERSHIP IS BRINGING THE BEST OUT OF THE PEOPLE AROUND YOU AND YOU'VE DONE A FANTASTIC JOB OF THAT. I CAN SEE IT. ANYTIME I WALK THROUGH THE CITY OF RICHMOND I SEE ALL THE GREAT WORK THAT THE ENTIRE TEAM IS DOING AND I REALLY REALLY APPRECIATE IT. WE SHOULD GIVE THE ENTIRE TEAM A ROUND OF APPLAUSE. SO WE ARE 17 MINUTES INTO OUR NEXT SESSION BUT WE HAVEN'T ADJOURNED THIS ONE. SO IF ANYONE HAS ANY COMMENTS AT THIS TIME PLEASE FEEL FREE TO RAISE YOUR HAND. IF NOT I WILL ADJOURN AND WE CAN MOVE ON TO THE NEXT. WE DO HAVE PUBLIC COMMENTS. OH YES. OKAY SO WE CURRENTLY HAVE ONE IN-PERSON SPEAKER. IF YOU ARE JOINING US BY ZOOM PLEASE RAISE YOUR HAND AT THIS TIME. CORDELL HENDLER. SO GOOD EVENING MAYOR MARTINEZ. COUNCIL FOR THE RECORD I AM CORDELL HENDLER AND I WANT TO THANK THE STAFF FOR EVERYTHING FOR ALL THESE PRESENTATIONS THAT I'VE HEARD IN THE LAST TWO WEEKS. SO YOU'RE WONDERING WHAT I HAVE IN THIS HAND. SO AS I WAS TAKING NOTES AT THE LAST MEETING THIS IS WHAT I AM. MY OWN LITTLE CHECKLIST. SO I LOOKED AT SOME OF THE POSITIONS IN ECONOMIC DEVELOPM ENT AND ONCE AGAIN WE NEED MORE OF THESE POSITIONS BECAUSE AS I'VE BEEN LISTENING TO ALL THE ASS OF THE PRES ENTATIONS SO I'M THINKING TO MYSELF THEY NEED MORE STAFFING BECAUSE PART OF THIS REQUIRES A LOT OF STAFFING BECAUSE I'M JUST HAPPY THAT WE GOT THROUGH THE WHOLE BUDGET CHECKLIST. SO I DID MY CHECKLIST SO NOW IT'S YOUR TURN TO DO YOUR OWN YOUR LITTLE CHECKLIST. SO WITH THAT THAT'S PRETTY MUCH IT. SO THANK YOU TO CITY STAFF FOR ALL YOUR PRESENTATIONS IN THE LAST TWO WEEKS. THAT'S IT. AND NOW WE'LL MOVE ON TO OUR ONLINE SPEAKERS. WE HAVE THREE ONLINE SPEAKERS. THEY ARE BEN TERRIO, CARRY SULLIVAN, AND KEVIN. BEN YOU MAY BEGIN. YOU WILL EACH HAVE UP TO TWO MINUTES TO SPEAK. THANK YOU. CAN YOU HEAR ME? BEN TERRIO: THANK YOU. CAN YOU HEAR ME? BEN TERRIO: YES. BEN TERRIO: BEN TERRIO: PRESIDENT OF THE RICHMOND POLICE OFFICERS ASSOCIATION. BEN TERRIO: OBVIOUSLY TWO MINUTES IS NOT ENOUGH TIME TO CO VER THE MANY DIFFERENT THINGS I'LL JUST FOCUS ON THE LAST PART OF THE SLIDE. BEN TERRIO: RECRUITED AND ONBOARDED 193 EMPLOYEES IN TOTAL. BEN TERRIO: WELL, HOW MANY PEOPLE LEFT? BEN TERRIO: ACHIEVED A 2% REDUCTION IN THE ANNUAL TURNOVER RATE. BEN TERRIO: YOU KNOW, THAT'S SOME FUN STATS AND MUMBO-JUMBO OF WORDING. BEN TERRIO: WELL, WHAT WAS THAT LAST YEAR? BEN TERRIO: I THINK IT WOULD BE GOOD TO KNOW WHAT THOSE NUM BERS ACTUALLY MEAN. BEN TERRIO: THESE ARE THE KIND OF THINGS THAT, I MEAN, AGA IN, YOU CAN PUT FORWARD THESE BEN TERRIO: THINGS WITHOUT ANY TYPE OF BACKGROUND, BUT IT'S NOT REALLY AN ACTUAL DISPLAY BEN TERRIO: OF, YOU KNOW, WHAT THE REALITY IS ON THE GROUND . BEN TERRIO: SO IT'S GREAT TO PAT PEOPLE ON THE BACK AND ALL THAT, BUT IF YOU'RE NOT ASKING BEN TERRIO: A LOT OF QUESTIONS AND YOU'RE NOT CHALLENGING ANYTHING, THEN ARE YOU GUYS REALLY BEN TERRIO: DOING YOUR JOB UP THERE? BEN TERRIO: THAT'S, I THINK, A FAIR QUESTION. BEN TERRIO: AND THEN LET'S JUST GO BACK IN GENERAL BEN TERRIO: TO THE OVERARCHING BUDGET ABOUT THE VACANCY R ATE. BEN TERRIO: YOU KNOW, THAT'S ESSENTIALLY BUILT IN AUSTERITY . BEN TERRIO: THAT'S WHAT THAT IS AND THAT'S WHAT THAT MEANS. BEN TERRIO: I'LL GO WAY BACK TO THE BEGINNING OF THE PRES ENTATION, BUT I THINK IT'S THE CONCERNING BEN TERRIO: ON THE FRAMING. BEN TERRIO: THE HIRING FIGURES, AGAIN, SHOW EARLIER REFEREN CES EMPLOYEES HIRE WITHOUT CORRESPONDING BEN TERRIO: SEPARATIONS DATA, WHICH I TALKED ABOUT, AND W OULD GIVE THE COUNCIL A CLEAR PICTURE BEN TERRIO: ON NET STAFFING TRENDS. BEN TERRIO: AGAIN, SLIDE ABOUT A VACANCY RATE AND HOW MUCH MONEY THAT GENERATES IN VACANCY BEN TERRIO: VACANCY SAVINGS, THAT VACANCY ASSUMPTION IS P ART OF WHAT KEEPS THE BUDGET BEN TERRIO: FROM BEING STRUCTURALLY UNBALANCED OR REQUIRED TO DRAW ON RESERVES. BEN TERRIO: SO I WOULD SUGGEST THAT A BUDGET THAT DEPENDS ON POSITIONS REMAINING UNFILLED BEN TERRIO: IS NOT IN THE STRICT SENSE STRUCTURALLY NECESS ARILY BALANCED. BEN TERRIO: THANK YOU. BEN TERRIO: YOUR TIME IS EXPIRED. BEN TERRIO: THE NEXT SPEAKER IS CARRI SULLIVAN. CARRI SULLIVAN: HI, GOOD EVENING. BEN TERRIO: CAN YOU HEAR ME? BEN TERRIO: YES. BEN TERRIO: ALL RIGHT, VERY GOOD. BEN TERRIO: I JUST WANT TO SAY GOOD EVENING TO EVERYONE IN ATTENDANCE. BEN TERRIO: MY NAME IS CARRI SULLIVAN, RICHMOND RESIDENT. BEN TERRIO: I CURRENTLY SIT ON THE BOARD FOR THE CCRP COMM UNITY CRISIS RESPONSE PROGRAM AS A CAB MEMBER. BEN TERRIO: I KNOW THAT LAST WEEK WE WERE TRYING TO SPEAK ON THIS ISSUE, BUT RIGHT NOW BEN TERRIO: THE BOARD FEELS STRONGLY THAT CARE NAVIGATORS ARE VITAL FOR THE ROCK PROGRAM BEN TERRIO: TO TRULY SERVE THE COMMUNITY AS INTENDED. BEN TERRIO: ROCK TEAM AND STAFF HAVE STATED A NEED FOR CARE NAVIGATORS. BEN TERRIO: THE BOARD UNANIMOUSLY VOTED TO RECOMMEND CARE NAVIGATOR POSITIONS IN THE BUDGET BEN TERRIO: PRESENTED TO COUNCIL. BEN TERRIO: WE SEE THAT IT WAS NOT IN THE PRESENTATION COUN CIL RECEIVES, SO THE BOARD WOULD BEN TERRIO: LOVE THE OPPORTUNITY TO PRESENT DIRECTLY TO CO UNCIL. BEN TERRIO: AND SO ESSENTIALLY WE FEEL THAT THE CARE NAVIG ATORS ARE A CORRE BEN TERRIO: AND INTEGRAL PART OF THE SUCCESS OF THIS PROGR AM. BEN TERRIO: POSITIONS FOR THIS COMING FISCAL YEARS IN OUR BYLAWS TO REGULARLY PRESENT BEN TERRIO: TO COUNCIL AND WE LOVE TO START DOING THAT NOW. BEN TERRIO: SO WE THANK YOU GUYS VERY MUCH AND HOPE THAT YOU'LL BEN TERRIO: TAKE THIS INTO CONSIDERATION. BEN TERRIO: THANK YOU SO MUCH. BEN TERRIO: THANK YOU. BEN TERRIO: OUR NEXT SPEAKER IS KEVIN. BEN TERRIO: KEVIN, PLEASE STATE YOUR NAME FOR THE RECORD AND YOU MAY BEGIN. BEN TERRIO: THANK YOU. BEN TERRIO: THANK YOU. BEN TERRIO: KEVIN TISDELL, PRESIDENT SCIU. BEN TERRIO: GOING BACK ON A FEW THINGS. BEN TERRIO: AGAIN, A SUGGESTION I HAVE, IF WE'RE GOING TO DO A TWO AND A HALF HOUR BEN TERRIO: PRESENTATION, IF WE'RE GOING TO TAKE BREAKS TO ALLOW PUBLIC COMMENT DURING SOME OF THAT, IF THAT'S ALLOWED, BEN TERRIO: VACANCY RATE GOING FROM 11% THIS FISCAL YEAR TO 14. BEN TERRIO: WHAT'S THE IMPACT OF THAT? BEN TERRIO: I THINK WE'RE ALREADY STRESSED VERY THIN. BEN TERRIO: SO IF YOU INCREASE THAT, AGAIN, WHAT'S THE EFF ECT? BEN TERRIO: IN SPECIFIC AREAS, LIMITED TERM REVENUE. BEN TERRIO: CURRENTLY THE COUNCIL HAS THE SETTLEMENT FUNDS SITTING IN AN INTEREST-BARING ACCOUNT. BEN TERRIO: HOW MUCH WAS MADE OFF OF THAT? BEN TERRIO: WHAT HAS BEEN DONE WITH THAT? BEN TERRIO: WHAT'S THE POLICY DIRECTION FOR THAT ACCOUNT? BEN TERRIO: AGAIN, I THINK IT'S IMPORTANT THAT THOSE NUMBER S ARE, YOU KNOW, PUT OUT THERE BEN TERRIO: SO WE CAN UNDERSTAND WHERE AND HOW IT'S BEING UTILIZED. BEN TERRIO: JUMPING AROUND A BIT. BEN TERRIO: FINANCE BY THE NUMBERS. BEN TERRIO: HOW MANY STAFF WERE RESPONSIBLE IN BRINGING IN THE INCOME YOU REPORTED FOR BEN TERRIO: BUSINESS LICENSE AND A FEW OF THE OTHER AREAS. BEN TERRIO: AND THEN WHAT AMOUNT OF INCOME OR MONEY WAS M ISSED DUE TO VACANCIES BEN TERRIO: OR PROJECTS THAT CANNOT BE FULFILLED. BEN TERRIO: AS FAR AS PROJECTS, PUBLIC WORKS, YOU KNOW, THERE'S A LOT OF THINGS, FUNDED, UNFUNDED, BEN TERRIO: BUT THERE'S A LOT OF MAINTENANCE WE ALREADY NE ED AND HAVE. BEN TERRIO: SO FOCUS ON MAINTANING SAFELY WHAT WE HAVE VERS US THE NEW SHINY OBJECT. BEN TERRIO: AND THEN LAST YEAR I REPORTED THERE WAS AN ISS UE IN THE BASEMENT, ALMOST COST THE EMPLOYEE BEN TERRIO: AND THAT WAS A LAST WEEK. BEN TERRIO: SO THANK YOU, COUNCIL, FOR SUPPORTING THAT ITEM AS THAT COMMUNICATION HAS BEEN ESTABLISHED, BEN TERRIO: SO THE EOC, RADIO, AND CELL PHONE USAGE IS EFF ECTIVE IN THE BASEMENT OF CITY HALL. BEN TERRIO: SO WITH THAT, THANK YOU. BEN TERRIO: THANK YOU. THAT WAS IT? BEN TERRIO: THAT WAS OUR LAST SPEAKER. OKAY. YES. I NOTICED THAT WE DO HAVE A LOT OF QUESTIONS THAT WERE ASK ED AND WERE ANSWERED. SO THIS IS THE TIME FOR DISCUSSION. ARE THERE ANY COUNCIL MEMBERS THAT-- IT'S A QUESTION FOR QUESTIONS. BEN TERRIO: DIRECTION. BEN TERRIO: WELL, DISCUSSION BEFORE DIRECTION. YEAH, SO-- MAYOR, IF I MAY, CAN I JUST MAKE ONE CLARIFYING POINT REG ARDING HEAD COUNT? SO IN FISCAL YEAR 2021, WE WERE AT 581 FTEs. NOW WE'RE AT APPROXIMATELY 673 FTEs. AND SO THAT'S A NET INCREASE OF 92 FTEs. SO I JUST WANTED TO CLEARLY STATE THAT FOR THE ADMINISTRAT IVE RECORD SO EVERYONE'S CLEAR IN TERMS OF WHERE WE'RE AT. WE BELIEVE THAT THE CURRENT HEAD COUNT IS WHAT WE WILL NEED TO REMAIN AT, GIVEN THAT MOU NEGOTIATIONS ARE CURRENTLY IN PROGRESS. AND WE HAVE BEEN DIRECTED BY COUNCIL TO HAVE A SEPARATE PRO CESS FOR THE REVENUE THAT IS THE LIMITED TERM REVENUE. AND SO THAT PROCESS WILL COMMENCE AS DIRECTED BY COUNCIL. OKAY. SO, YES. COUNCIL MEMBER GIMENES. I THINK-- CAN YOU CLARIFY HOW IS THIS PROCESS? ARE WE GOING TO HAVE QUESTIONS RIGHT NOW OR HOW DOING-- IF-- THROUGH THE CHAIR, MAYOR, DID YOU WANT TO GO AHEAD AND ALLOW QUESTIONS? WE CAN TYPE THEM DOWN AND THEN WE WILL, AS WE DID LAST TIME , YOU HAVE ATTACHMENT THAT HAS THE 35 QUESTIONS AND THE RESP ONSES, THEN WE WILL BRING THOSE BACK TO YOU. WE PROVIDED THOSE IN ADVANCE OF THE 16TH. OKAY. SO I HAVE A COUPLE OF QUESTIONS. AND THEN-- UNLESS THE MAYOR-- UNLESS THE MAYOR WANTS TO-- YEAH, NO. OR PROVIDE SOMETHING-- OR IF HE WANTS TO DO DISCUSSION NOW. I DEFER TO HIM. THE DIRECTION-- FOR THE BUDGET SESSIONS SAYS, TO RECEIVE UPDATES ON DEPARTMENTAL OPERATIONS OR SERVICES FOR THE FOLLOWING DEPARTMENTS, AND WE'VE DONE THAT. AND THEN IT SAYS, PROVIDE DIRECTION TO STAFF PRIOR TO FINAL BUDGET ADOPTION. BUT, IN ORDER TO PROVIDE DIRECTION, WE HAVE QUESTIONS TO AS K. AND THE DIRECTIONS ARE SUGGESTIONS AS TO HOW THE BUDGET SH OULD BE-- SHOULD BE ALLOCATED. YOU KNOW, FOR INSTANCE, EARLIER, YOU SAID-- QUESTION 35. YEAH, QUESTION 35. WITH 684 FULL-TIME EQUIVALENTS CURRENTLY BUDGETED, WHAT PROCESS IS USED TO DETERMINE THE ALLOCATION OF 13 NEW POSITIONS, WHICH YOU SAID WE WOULD BE ABLE TO HIRE, ACCORDING TO THE B UDGET THAT WE ANTICIPATED. SO, I DO HAVE SOME SUGGESTIONS AS TO WHAT THOSE POSITIONS SHOULD BE, BUT I WANTED TO HAVE A DISCUSSION BEFORE I GAVE DIRECTION. AND THAT DISCUSSION DOES ENTILLE QUESTIONS. MR. MAYOR, DON'T YOU THINK WE NEED ANOTHER SPECIAL SESSION FOR THOSE QUESTIONS AND DISCUSSIONS AND DIRECTION TO THE CITY AND STUFF? I MEAN, WE ARE ALREADY HALF AN HOUR PAST THE TIME FOR THE REGULAR SESSION. ALL RIGHT. SO, THEN WE SHOULD DECIDE WHEN THAT SPECIAL SESSION IS GO ING TO BE. YOU CAN HAVE IT ON JUNE 2ND. THAT'S ELECTION DAY, SO GENERALLY THAT'S WHY THE CLERK'S OFFICE DOESN'T HAVE US MEETING THAT DAY? WELL, WE CAN'T PICK ANOTHER DAY. RIGHT. THE MAYOR COULD CALL A SPECIAL MEETING? YEAH. SO. JUNE 9th, MAYBE? JUNE 9th. YES. CAN WE SET UP A PROCESS SO THAT WAY, SO HOW DO WE GET THE QUESTIONS ALL THAT DAY AND SURPRISED STAFF? SHOULD WE EMAIL THEM BEFORE? SHOULD WE MEET WITH STAFF BEFORE? I THINK WE SHOULD, SO THAT WAY WE CAN COME BACK. WELL, LET'S SET A DATE FIRST. OKAY. SO JUNE 9th. HOW MANY COUNCIL MEMBERS CAN MEET JUNE 9th? OKAY. SO. WHAT'S JUNE 9th? AT WHAT TIME? JUNE 9th. 3:30 TO MAKE SURE WE HAVE ENOUGH TIME? OR 5? 6:30. OR 5? 6:30. SO, MR. MAYOR, WHAT WAS THE JUNE 16th MEETING REGARDING? THE BUDGET. APPROVAL OF THE BUDGET. APPROVAL OF THE BUDGET. I THOUGHT THAT WAS WHERE WE WERE GONNA -- NO, NO. THAT'S WHEN WE APPROVE IT. SO WE HAVE TO -- OKAY. I THOUGHT IT WAS THE 23rd. MAY I -- APPROVAL IS CALENDARED FOR THE 23rd. RIGHT. THAT'S WHY I WAS ASKING. SO WHAT'S THIS? BUT WE NEED TO HAVE SEVERAL MEETINGS BEFORE THAT, BECAUSE WE WILL HAVE SUGGESTIONS. STAFF WILL HAVE TO -- OKAY. I WAS JUST TRYING TO UNDERSTAND WHAT THE 16TH WAS FOR IF WE WERE FINALIZING ON THE 23rd. OKAY. THANK YOU. SO WE -- WE'RE ALL IN AGREEMENT FOR A SPECIAL SESSION JUNE 9th AT 6:30. MAYOR, CAN WE START AT -- HOW ABOUT 6:00 PM TO MAKE SURE WE HAVE AN -- CAN WE MEET AT 3:30? I'M SORRY? CAN WE MEET AT 3:30? AT 3:30? YEAH. I'M SORRY? CAN WE MEET AT 3:30? AT 3:30? YEAH. WE NEED TO MAKE SURE WE HAVE ENOUGH TIME FOR EVERYTHING. OKAY. WELL, THEN I BETTER CHECK MY CALENDARY HERE. OKAY. 3:30. EVERYONE IN AGREEMENT FOR 3:30? JUNE 9? YES. UH-HUH. OKAY. 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We just heard of listen, listen, listen. You don't get any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We'll need a motion and we'll need a motion. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. 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We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We never got any dates. We'll give you, we'll give you. We never got any dates. We never got any dates. We never got any dates. We all know that. We never got any dates. We never got any dates. We never got any dates. We're making some progress and I'm here to second what the prior speakers on this issue mentioned to increase the fine , to enforce, to work with the... I'm here to ask that the police step up to the extent possible enforcement, perhaps by looking at where complaints have come in in prior years. I know when I tried finally to call on some either New Year 's or Fourth of July a year or two ago, I couldn't get through and I think it was just the general 911 number, if I recall. So I would ask, if possible, to dedicate another line to help citizens report so that perhaps police could come in through drones or actual patrolling to surveil the area. I know it's a hard task to enforce but I appreciate that we 're moving in the right direction with this through increasing the fine to $1,000, working with local jurisdictions and trying to stop the inflow or influx of illegal fireworks from out of state. All of that would be greatly appreciated. I think the more impunity there is for people who engage in setting off the explosives, the illegal fireworks, the more sense of impunity there is for other crimes like speeding, reckless driving. Your time has expired. Thank you. Donuts. Thank you. And now we'll move on to our online speakers. The speakers are Carlos Juarez, Joanna Gurdian, Zee, and Ben Theriot. Carlos, you may begin. You will each have up to two minutes to address the council . Dear Mayor Martinez, Vice Mayor Robinson, and members of the city council. My name is Carlos Juarez and I'm a resident at 2200 Nevin Avenue. I'm speaking today on behalf of residents from both the low -income family housing buildings at 2200 Nevin and the senior house building at 2100 Nevin, as well as the nearby businesses and neighbors who have been dealing with an ongoing parking crisis for the past three years. Our neighborhood faces extremely limited parking, yet residents are heavily impacted by strict two-hour parking limits and street-sweeping schedules that all occur at the same time. Monday is at 4 a.m. on Nevin, 22nd, 23rd, McDonnell Avenue, and nearby streets. This creates a domino effect where residents have nowhere to move their cars to avoid tickets. Many of us residents are low-income families, seniors, and working people who rely on their vehicle for work, medical appointments, groceries, and daily life. The current system feels unfair because residents continue receiving tickets while being given no realistic alternatives for parking. I have personally paid over 300 parking tickets and I currently have a petition signed by more than 30 neighbors, business owners, and workers from the neighborhood who have been impacted by this issue. We're asking the city to take three actions. First, extend the existing residential permanent parking program already used on other parts of Nevin Avenue. Second, adjust the street-sweeping schedule and times so residents actually have parking options during enforcement hours. And three, provide relief by canceling active parking cit ations related to these enforcement issues and investing those funds back to free or accessible residential parking permits for affected residents. We also invite Council Member Jimmiele Brown and any interested council members to walk through the neighborhood with residents so we can discuss about future residents. Thank you. Your time has expired. The next speaker is Joanna Gurdian. Joanna, you may begin. Good evening, Mayor and City Council. My name is Joanna Gurdian. And I'm here to support the request from your constituents. It doesn't take much but a stroll just three blocks from where you're all currently sitting to see the harm that in action causes. Since the construction of the terraces at Nevin Apartments, the city has not updated the street-sweeping schedule, treating this area like it's still a commercial corridor. Now, Nevin Avenue has over 200 units of affordable housing, and that's not counting the housing that was already here. How can people enjoy being at home, having a day off, having visitors, when they're constantly worried about being ticketed for parking on 23rd Street? The parking enforcement department starts marking cars as early as 8 a.m. and will not stop until well into the evening. I support the demands outlined in the letter. One, to ensure that you create alignment in the existing residential permit zone. There is currently an existing residential parking permit zone on Nevin as we speak from 21st to 19th Avenue. There is already a once-a-month street-sweeping schedule. We're confused as to why this schedule has not been extended down towards 24th Street. Second, again, requesting that you all adjust the sweeping times and days. It doesn't make sense why part of Nevin Avenue is still currently being swept every single Monday at 4 a.m., again, with little to nowhere for people to go, because the street -sweeping schedule is the same for all of the neighboring blocks. And the third request is for you all to provide restitution and relief. Again, that all active parking tickets given to residents of these buildings, neighboring businesses, and homes relating to street-sweeping enforcement, two-hour parking, and red curb citations are canceled immediately. Again, we demand that these funds collected from residents of both of these buildings and neighboring homes and businesses over the past three years be used to provide residents with a free parking permit for the two-hour zones . Again, if you want to find solutions that are equitable, you must be in contact with the people that are most harmed by these issues. Thank you. Thank you. Our next speaker is Zee. If you could please provide your complete name for the record, and you may begin. My name is LZ Zephyr, and I am a 27-year resident of Richmond. I would like to speak to the illegal fireworks. As we all know, Fourth of July is right around the corner. I know that RPD is understaffed and can get overwhelmed by the sheer volume of calls that happen during this holiday. That being said, I would like to have the council take the issue of firework mitigation seriously. A warning does nothing if it can't be enforced. Thousands of people are affected negatively by the barrage of fireworks weeks before the Fourth of July and for weeks after the Fourth of July. I have seen my dog shake and shiver uncontrollably every time some idiot shoots off a barrage of fireworks just during the course of the day. There needs to be enforced ramifications for those who act as though the overall community doesn't matter. Warnings without enforcement are meaningless. This has gone on for six years. Six years since COVID. It's time to look at what other cities are doing to mitigate this behavior. City council members were elected to lead. And the continuation of condoning behavior that is bottom line illegal is not a demonstration of good leadership. You up there set the tone. I ask all of you to do better for the entire community and not just for the field. I yield my time. Thank you. Our next speaker is Ben Theriot. Ben, you may begin. Ben, please unmute yourself and you may begin. Thank you. Ben Theriot, president of the Richmond Police Officers Association. Since this council's decision to defund the police department, our members have observed the consequences and we've lost officers to surrounding agencies and we've operated below our authorized strength for years. We have backfilled vacancies with overtime, mutual aid and the personal time officers who stayed over on assignments. And the POA has been at the bargaining table with the city since March 27th, 2025. We have been out of contract since July 1st, 2025. Nearly a year without a successor agreement. And throughout that same period, the council has continued to direct staff to expand programs, host events, launch initiatives that rely on the same shrinking pool of officers to execute on overtime. Including things like fireworks that I heard a bunch tonight. Going forward, the POA is not going to encourage members to fill discretionary council or manager initiated overtime requests that fall outside of core public safety operations . It's not a job action. It's a recognition of three facts. First, voluntary means voluntary. And after six years of doing more with less and nearly a year out of contract, our members are exhausted and tired. Second, the city cannot defund a department, refuse to bargain competitively to rebuild it, and then expect the remaining officers to subsidize political programming on their days off. Third, every overtime hour spent on discretionary council requests is an hour not spent on patrol investigations or recovery with family. And Richmond residents pay that bill. This is why the POA submitted a ballot proposal this week. And let me be clear about the number behind it. 187 sworn officer positions. That is not a POA wish list. That is the city staffing level, the city's own reports, its workload analysis, its staffing studies, and public safety planning documents have justified. And the contra cost of civil grand jury have justified its needing for Richmond's needs. We're not asking the council to take our word for it. We're ready to ask the voters. Thank you. That was our last public speaker. All right. Then we'll move on to consent calendar. I would like to start off by doing P5A separately. Point of order. I have a question for the city attorney. I came today prepared to discuss S3. And I did research that shows that raising fines does not deter behavior, but it does increase the console. It creates hunger and housing instability on the people who are unfortunate enough to get hit with those fines. But it doesn't actually cut back on the overall usage of fireworks. So I'm not going to have a chance to discuss that tonight. And in my conscience, I can't vote yes on this consent calendar item. Does that mean I have to vote no on the whole consent calendar tonight? We've had situations in the past where we would reflect in the record or on the resolution that you voted no on an item. Correct. On consent. Okay. Okay. Thank you. All right. So we want to start with the vote for item P5A, which is a recusal that will include a recusal from Vice Mayor Robbins . And you would like me to read that item into the record so folks will know what it is. Item P5A is, I'll just read the title, is to submit applications for Bay Area Air Quality Management District grant programs. Okay. So I move the item. Do I have a second? I say Kunde. Okay. Okay. So we have a motion by Martinez and that was a second by Jimenez. Council Member Bonner. Yes. Council Member Brown. Yes. Council Member Jimenez. Yes. Council Member Wilson. Yes. Council Member Zepeda. Yes. And Vice Mayor Robinson is recused. And Mayor Martinez. Yes. And the motion passes with Council Member Vice Mayor of rec using herself. All right. And so now the approval of the other remaining items on the consent calendar. As a reminder, it will include items S3 and S4 which have been added. S3 was to consider amending Richmond Municipal Code Chapter 11.05 entitled Fireworks. Item S4 also added to the consent calendar. Recommend dedicating a literacy space to the Richmond Public Library in honor of Abigail Sims Evelyn. We will also be excluding items P1A which is a contract with Thompson Reuters Enterprise for legal research subscription services. And it will also exclude item P3A honoring the Richmond Emergency Communications volunteers for their leadership and service celebrating the installation of the City Hall Emergency Antenna and declaring April 30th, 2026 as Richmond Emergency Communications Volunteer. That item P3A will be continued to the last meeting in June , June 24. Item P1A will be continued to the June 16th agenda. All right. Do we have a motion? I move the item. Motion by Martinez. Second. I second. Second by Council Member Brown. Council Member Bono. Yes. Council Member Brown. Yes. Council Member Jimenez. Yes. Council Member Wilson. I vote no on S3 and yes on everything else. Okay. No on S3 and yes on everything else. Council Member Zepeda. Yes. And Vice Mayor Robinson. Yes. With the exception of item P5. And Mayor Martinez. Yes. The motion passes unanimously with Council Member Wilson voting no on item S3. All right. Moving on to the next item. All right. Next item. Item Q1. Is to adopt a resolution approving the engineer's report for fiscal year 2026-27 for the Marina Bay Landscaping and Lighting Maintenance District. Declaring the City Council's intention to increase the annual assessment in the MDBLMED. And setting a public hearing about the proposed increased assessment on June 23rd, 2026 at 6 o'clock p.m. in the City Council Chambers at 440 Civic Center Plaza in Richmond. We have one in-person speaker. If you are joining us by Zoom, please raise your hand at this time. Good evening, Mayor Martinez, City Council members. For the record, Daniel Chavarria, Public Works Director. We meet today.

Tue May 19, 2026 · 5:00 PM

City Council

Council to vote on $75k contract extension for Winehaven litigation

The Richmond City Council will first hold a closed session on labor negotiations and a liability claim, then convene a regular meeting to approve several contracts. Key decisions include amending a legal services agreement for the Winehaven Legacy litigation (increase of $75,000, total $450,000), approving a $150,000 contract for confidential personnel investigations, and authorizing a subscription for legal research services.

Amend legal services agreement with Nevers, Palazzo et al. for Winehaven litigation: increase $75,000 to $450,000, term to Dec 2027
Approve $150,000 legal services agreement with Ellis Investigations for personnel investigations (July 2026–June 2029)
Authorize contract with Thomson Reuters for legal research subscription services

budgetlegalcontractslitigationpersonnelcity-council

Community Services Building

Agenda (oficial) · Video

📹 Del video · 5h 0m

Transcrito automáticamente del video oficial de la reunión (voz a texto — puede contener errores).

It is now time to begin the special open session to hear public comment before closed session. Roll call, please. Councilmember Bona. I'm here. Councilmember Brown. Here. Councilmember Jimenez. Presente. Councilmember Wilson. Here. Vice Chair Robinson. Here. I'm Vice Mayor. Sorry. Mayor Martinez. Here. And Councilmember Zepeda. Councilmember Zepeda, are you here? Here. Here. Can you hear me? Yes. He is joining us online. He is located Swissstoke, Chicago. Address is 323, West Wacker Drive, in Chicago, Illinois. It looks like he's on the quad. Why don't you come on in? Okay. During closed session, the council will discuss the following items. Item C1, conference with labor negotiators, agency representative, Jerome Taylor, Jack Hughes, and Lisa Charronne. Employee organizations include SCIU, local 1021, full-time unit and part-time unit. IFPTE, local 21, mid-level management and executive management units. Richmond Police Officers Association, Richmond Police Management Association, IAFF local 188, and Richmond Fire Management Association. Item C2 is a liability claim. Claimant is Todd Kaiser, agency against the city of Richmond. We have two requests to address the council. Cordell Hendler and Claudia Citroen. You'll each have two minutes. Please come forward. So, good afternoon, Mayor Martinez, council. For the record, I am Cordell Hendler, and I'm going to get right to the point. So, when you go into closed session, think about all the hard work that the unions have provided. We have come, we are this close to the finish line. So, now, all the unions have to do is, like, come to a conclusion. So, when you go back in there, just resolve this matter because this is very important. I'll just leave it at that. Okay. Our next speaker will be Claudia Citroen. If there's anyone joining us online that would like to address the council, please raise your hand at this time. Claudia. So, I had an interesting conversation with Sam Morgan of Office of Neighborhood Safety regarding N5A. And these are the things he, I recollect what he said, and I want to have this on public record. Because you always say, ONS is. This is open session for closed session. So, that would be items C1, C2. So, let me rephrase it. Can we just stop the time? I know I can pull this off. So, this is the closed session, right? Yeah. Yes. Closed session. Page 5. Okay. Okay. So, labor. The police department does all the Office of Neighborhood Safety tasks. The police department does steps in if there's crime. It's not Office of Neighborhood Safety. If there's shootings, it's not Office of Neighborhood Safety. It's the police department. If there are pimps who deal drugs, who just recently stole a car and crashed it on 26 and Gaynor. And he had a gun. That is not Office of Neighborhood Safety. It was the police department. The police department was busy. It took an hour. The chief was there for an hour at the situation. Office of Neighborhood Safety is not doing the work the police department is doing. And somehow, you keep saying, well, the police department shouldn't get involved in those things. But that's what Sam says. We are not doing this with the police department. So, you're saying, hey, it's, don't involve the police department. If not, nobody comes. The shootings which happened in November, the police department couldn't do anything because they didn't have enough information. You want to negotiate with the police department. Give them a raise. Let them do the work they want to do. They deserve what they are asking for. And stop wasting your time with them. Because they do more. They do two departments' job. And they're not necessarily able to drive around with a Mercedes like Sam does. I waive my time. And thank you for letting me tweak it. Yes. And I was about to cut you off because you took a long time to get to the point. But I appreciate the fact that you did. And there are no other speakers. Okay. If there are no other speakers, open session. Open comment is over. And we will retire to close session. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. 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Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. We brought you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. a lot of people down there so you don't have density and when you have density and you have people you have less people sleeping on the street so it's about staying aware and present and supporting those that are on housed and finding a better solution thank you may make a motion so with all that information hopefully people have a lot more information about where this tax goes I'd like to move to adopt a resolution authorizing the City of Richmond to levy assessments on property owners subject to the downtown Richmond property and business improvement district through the County of Contra Costa property tax rolls for the fiscal year 2026 2027 you have a motion by vice mayor Robinson second by mayor Martinez council member Brown yes council member Bona yes council member Jimenez yes council member Wilson yes vice mayor Robinson yes council members the Pater yes and mayor Martinez yes the vote is unanimous thank you mayor yes ma'am two things one I just wanted to note there was a comment made requesting staff follow-up city staff and through zoning for religious institutions those are allowed to occupy spaces and and rent in the free market economy we cannot discourage that in any way as well as community based organizations so I we can definitely continue to work collaboratively with Main Street Chamber of Commerce and others to support economic development but you you can't actually um, uh, prevent, uh, certain types of tenants and certain spaces, um, in that particular type of manner. Um, and then also wanted to request mayor, um, if we should potentially, um, given that it's, it's approaching eight o'clock, uh, does it, uh, potentially make sense to allow staff that are here for the public hearing as well as Richmond promise to let them know that we will be considering those items at a subsequent meeting or. Um, because there's a number of people here in the audience, um, that it doesn't appear that we will get, we still have three more items to discuss as well as budget. Yeah. Yeah. Okay. So, um, if I may, uh, just to be clear and, and conferring with the clerk and city attorney as well, um, wanted to get concert concurrence, um, that the council will, um, hold over public hearing P1, P2, P3 and P4, uh, to the next meeting on May 26th, as well as Q2. Q1 also. Mm-hmm. Could you repeat? Uh, mayor and, and council, I was suggesting and wanting to seek concurrence if, um, given that it's nearly eight o'clock if the council wanted to hold over P1, P2, P3 and P4 to May 26th, as well as potentially Q2. Okay. Which is a new business item. All right. That's, um, that's what we'll do. Okay. Okay. Our next item is item N13B. That's to approve the complete street improvement funding allocation plan. If there's anyone joining us online that would like to address the council on this item, please raise your hand at this time. I'm sorry, which item is it? Complete streets. Complete streets. I think they were here. Thank you. Mayor, you pulled this. I, I pulled this item and I can. Good evening, Mayor Martinez, council members. For the record, my name is Daniel Chavarria. I'm the public works director. And with me today is Mr. Joseph Munoz, assistant deputy director for public works. Uh, given the, the time that we have, we, we just want to bring your attention to attachment three of the staff report. This is a, is staff a proposal to, uh, invest the $6 million, $270,000, $944. So let me go one by one. Okay. I, I, maybe just, I think we could go faster if we could just discuss the issue that I had because I'm the one that pulled the item. Okay. And, um, I feel like it was on consent. So maybe we could focus on the issue that I'm, I'm having. We could go quicker. Um, so this, this budget item came up and it was presented to the council, at least from my, from my perspective, that we were going to be investing $6.4 million. Now it's a little bit more, it seems, um, in traffic safety improvements slash complete streets. Um, I thought that was a great way to invest these monies because we get so many complaints from people around traffic safety issues. There's car crashes, there's things, there's things that are affecting people's, you know, communities and neighborhoods. The people are, don't feel safe on the street is the most consistent complaint you get when you go knocking on doors. You hear that over and over and over again. So I was alarmed when I saw that a third of the money was going to be applied to the Richmond Parkway, um, which is not addressing those issues. Two million dollars. Um, I know that we have a responsibility at the Richmond Parkway, but maybe we could figure out another regular way to deal with that. Um, and I was really concerned that I saw very few applications of this money that would actually apply to residential and, um, kind of day to day traffic safety issues that we get so many complaints about. So I just wanted to hear more and have a public conversation about why are we prioritizing that over all of these concerns with this special pot of money. Uh, okay. So, uh, going specifically for the, uh, Richmond Parkway, we're talking about $2 million. Uh, Richmond Parkway is part of the high corridor injury, uh, in one of the, the, the main, uh, high injury corridors. I'm sorry. In the city of Richmond. Uh, the traffic collision data give us that 7% of, uh, all collision reports are in Richmond Parkway. And we're talking about a specific seven locations along Richmond Parkway. We're talking about Richmond Parkway in San Pablo Avenue, Richmond Parkway in Bloom Drive, Richmond Parkway in Lakeside Drive, Richmond Parkway in Hensley Street, Richmond Parkway in Godrick Avenue, Richmond Parkway in Hilltop Drive, and Richmond Parkway West Barrett Avenue. Those seven locations will be addressed with these $2 million. And the idea is that we are going to improve, um, striping. We're actually going to stripe the entire street. I'm sorry. The entire Richmond Parkway in this jurisdiction of Richmond. That's going to enhance a visibility and improve traffic safety. And because Richmond Parkway is a long stretch, I mean, the price is that high. Okay. Council Member Brown. I just wanted to ask regarding the Richmond Parkway. Um, I see that it talks about paving and safety work maintenance along. Does that safety work maintenance include the lighting? Because there are certain areas where it's like literally pitch black. Not yet. But when we talk about paving is that where we're going to, the intersections that I mentioned, that we're going to improve the crosswalks, all the markings, all the markings and striping. Uh, we don't want to do it over bad pavement. At least not at those seven locations where we have, I mean, all the data from, uh, collision data. So those we need to treat the pavement first. Yeah, no, I, I understand all of that. Um, and agree that all of that needs to be addressed. I was just one more so asking about the lighting because there are certain areas that are literally pitch black. Um, I, I hear you in, uh, is that with another part of the funding or some other funding and not this particular funding. So that's what I want to understand. We would like, um, the council to authorize, uh, additional expenditures as part of the fiscal year 26, 27 budget to enhance, uh, street lighting throughout the city. Um, and we will be discussing those recommendations in more detail next week. Okay. But what about for this particular area? Um, this could be one of the areas addressed. That's why, although it's not, these areas are not perfect complete streets yet. We think by combining funding over multiple fiscal years, we can get to the council's desired outcomes, uh, in multiple areas. Um, but I, but for us, like once we have a known area of, uh, incidents occurring, um, we have a responsibility to, to request that the city council, um, consider an appropriation. Okay. So, so for me, like lighting complete darkness is urgent. Mm-hmm. And that seems to, and am I getting that that could come at a different fiscal year? Yes. So we're almost at the end of this current fiscal year. So these funds were actually, um, from, uh, previous unspent. Yes. Um, and so, uh, we're, uh, depending on how the, the budget process unfolds. There is a possibility that when the council approves the budget on June 23rd, that lighting could be part of that. Okay. So that's what we're, you know, so you're basically a potentially about a month out. Right. So how do I make sure that that's considered? I just don't want that to go under. Right. Right. So that good question. Thank you. So what we would suggest is this, uh, this evening, um, when we, um, after, when the council is allowed to ask questions at the end, that's part of your budget checklist. Process that we encourage all council members. If there's something in particular that they've noticed that needs to be addressed, that you can ask that question and then we'll include it in the responses. And it helps, uh, inform us in terms of the final recommendations for the budget. Um, that will be presented in June for the council's consideration. Thank you. You're welcome. Thank you. Council member Jimenez. Yeah. Thank you so much. Um, I think like, it's not like that. We don't need, and I am not arguing with you about what, like how to spend this money, but it's, uh, what, what I want is also to see you. Um, and I think, um, you know, we, we, we, we, we, we created, like, created a street calming program where there is so many intersections that you have that list. the list calming, for me is how this got prioritized from being there and know all of the other lists in the street calming program, right? And when are you going to come up with that list and because and tell us in this year we are going to need a like this amount of money for this project that got prioritized with the prioritization matrix that you have. And then you like because and then you tell us every year we are going to have to have to allocate this money like you are saying with the pavement. You with the pavement you said we need almost 18 million dollars or something like that every year, right? We allocated 10 million this year but you are saying that in order for us to put it to have 10 million every year we need to have 4 million to find 4 million dollars for the pavement. This is what I want to see but when I see this and in consent calendar and I don't know like how these come up first than the others the other intersection where people are complaining and yelling to us in each of the districts and just getting a little frustrated. So I am not saying that this is important. I know you are the engineers but I just want answers about when the other part is coming and we have been talking about this list. We have been talking and what I see is just 18 projects from many years. So yeah. Thank you very much for that question and almost two months ago we welcome our senior transportation planner, Gail Payne who is working with our social transportation planner who came back from maternity leave. And both of them now are I've been working together for two months and we we included an attachment in last city council meeting attachment 9 that has a presentation about this specific program that you're asking about. We welcome the opportunity to present to the city council in a future city council meeting. I don't know if they right now in between the budget season we're going to have enough time to do it but it's not it's not part of the CIP because I was hoping that in the CIP you will present it right. It's included but the CIP includes all the programs so I mean it's not going to be exclusive for traffic safety. Yeah no I understand but it's included you are going to present. Yes it is included it is included. And one thing that I would like I would like to invite the council to to think that a pavement program is a major program that when you're talking about pavement it allows to to coordinate work with complete streets projects with traffic safety improvements so sometimes when when we see that there's there are areas where both of them are needed we can schedule them at the same time and some in the elaborate you can leverage some of the paving program funding to address traffic safety issues. Councilmember Cepeda. Thank you Mr. Mayor. Daniel thank you for it for bringing this forward. I you mentioned traffic coalitions I also want to make sure that we understand and then we can clarify some of these traffic coalitions also include traffic pedestrian fatalities. All right in the past couple of months there has actually the past couple of years there's been a couple of deaths at several of these intersections that you've mentioned. the latest one was. I want to see if I think Councilmember Cepeda. We that that's not the scope of this item please. No no I'm just saying that adding to the reason why these are important. Yeah because of all the traffic coalitions and everything else has been going on in there so I'm just trying to make the case for that there because we need to improve the traffic safety the crosswalks and everything that's on the list already so I just want to put out my my approval for it saying that this is something that is needed it's it's and also parkway is shared with the county so making sure I'm sure that you're working with the county on the parts that are owned by them and not by us but thank you for this and I'm hoping that we can get it passed thank you. Thank you Councilman of vice mayor of Robinson. I am also very concerned about this long list that we've been directing all of our constituents to put their concerns on so they can be assessed and addressed that it languishes without being addressed. I would like to have a motion bring forward a motion that accepts all the recommendations except to divide half of the money allocated to the parkway and use half of that to address as many projects on the list that are of high priority that are the highest dangers the highest kind of issue so that we can continue to actually address the issues that our constituents have been bringing forward and put on this list and they've been waiting to be addressed. That is my motion. I am curious how much work would it be to reprioritize the jobs that are probably already mapped out? I mean we can we can pivot I mean I cannot answer right now that what I mean we're talking about reducing from two million dollars to one million dollar I don't know what on the spot what would we would have to eliminate from that work for example it could be the entire striping of Richmond Parkway we only focus on the seven locations I mentioned I don't know right well we need to reassess that but uh could I adjust my motion then for you to tell me how you can what is the best way to take some reasonable amount of projects from that list and also accomplish something on the Richmond Parkway so that we are not so that we're addressing that list that we ask people to use and it has been sitting there for many years not being addressed. We can provide that information I mean we can tell you how much we need to address the seven locations and but leave um the striping of the entire roadway uh out if I can I can make that. I seconded. Councilmember Bonna thank you so I'm a little confused about while I really appreciate the concern by council member um vice mayor Robinson and I hear it from residents a lot that they're concerned about the speeding and everything but we need some objective uh criteria for safety. I remember that our former police chief told me she would never take Richmond Parkway because it's one of the most dangerous um routes in Richmond she personally never took it so I appreciate your allocation and um I assume that you have already considered the safety criteria is that correct? yes that's correct we think uh we agreed that it would be an enhancement for the Richmond Parkway to be restriped and to address these seven locations. Remember as I said Richmond Parkway is one of the is in the high injury corridor. I agree so I make a motion that we pass the items. I know I'm making an alternative motion substitute motion substitute motion with your permission vice mayor. I make a substitute motion that we pass the item as is. I second. All right um one last question before we go to vote um uh I know that um uh there's measure j monies that uh we've been working with the uh contra costa uh transit authority to to uh address the issues on on the Richmond Parkway. um how since that money is theoretical at this point um how would that impact uh the timeline on on getting the work done? well the the work we can we can perform the work in Richmond Parkway this summer uh and uh but in what you're you're describing is something that is a is an effort that we we're gonna continue doing it but the as you say it's not guaranteed but even if it's we receive it we're talking about five years from now and uh we're not we're not fixing the roadway I mean to fix the roadway in the Richmond Parkway you're talking about 40 million dollars plus right this is just a striping except for the seven locations that I mentioned the rest is just a striping over the existing pavement can I ask a question as well sorry so so um maybe with the measure j monies we could put in solar lights so that uh so that it would be lit up the way it should be with the measure j funding um if it is provided in five years by that time it will need a continual refresh given the volume of traffic the issue that's identified now is that they're the striping is non-existent right yes okay understood an additional question before we vote so there are a number of different locations that were identified as high um fatality uh collision locations Carlson being one of those so the Richmond Parkway is not the only one and maybe even not even the one with the the highest number of fatalities and and injuries in fact I think Carlson is one of the ones that has a lot of of those things happening am I correct about that um well you're correct that Carlson and other streets are part also of the high injury corridor network but in the case of Carlson for example we have a project that is that's only dealing with part of Carlson not the part that's on the other side of cutting all that runs parallel to pulse pull pullman is that correct that's going unaddressed and that's where at least two fatal accidents have happened during in that stretch that is undressed no you're correct the the point here is not which one is more important because all of them are is which one we can do now and address now I feel like there's this issue that keeps happening where if you don't put any energy injury injury energy into making a plan to address something then it's never shovel ready it'll never be ready and so if we only focus elsewhere then these locations that have a similar or greater need because we haven't done the work to prep them to be ready will never be ready and so it's like a self-fulfilling prophecy I I feel like this is a it's very frustrating because I've been here in this position and for three years now only three years but during this three years I feel like I've been kind of trying to follow your lead trying to listen trying to okay let me let me watch what you do and and trust the process but I'm also seeing a pattern where we have serious issues but because we're not putting the energy in to create a plan for them they're not ready and so other things go first that are right maybe a misunderstood so you're talking about the the area that is that is north of cutting between between Broadway and Carlson that's where the fatal accidents have happened there's memorials there to the young people who lost their lives it is an area that has many fatalities an area that has many problems we've known about it for years and there is no current plan to address it you meant broadway and cutting right broadway and cutting on Carlson that stretch is not a part of the Carlson project it is definitely a high a high collision zone it Joseph has some information right now to share just to provide an update the Carlson Crosstown phase two projects starts at Broadway and ends at Tahama there are discussions to uh may perhaps leave the underpass area out due to some Caltrans coordination issues but currently right now we are starting at Broadway and extending that traffic calming effort through various improvements starting from Broadway with your guys's support from previous uh from previous unauthorized this was a an adjustment from the original plan because the original plan started at cutting and went to Tahama yes that was an adjustment that the council considered as part of a previous unspent funds item um but the that's being fine-tuned uh i i want to acknowledge your uh concerns vice mayor robinson and i think staff are trying to make difficult recommendations one of just for additional context one of the items that that's going to come towards council is because we have this new colleague that's joined the team is should we prioritize looking at the traffic safety issues in the neighborhoods or should that person be spending time respectfully following up on the ciclovia item so one of the items that the council is going to have to consider is because this is the senior transportation person right is should we work with a community-based organization encourage them to do that work and the senior transportation person can work through the list that's been identified by the community since we have a finite amount of staff so those are some of the policy questions that will be coming to the city council to help prioritize with resource allocation i'm going to make one last comment and let the vote happen so my concern is is that this is one of the number one issues that we hear from all districts there are other zones not just carlson but other other areas where there's high fatalities especially in along the stretch you know leading up to some pop avenue the richmond parkway and carlson are not the only zones if you look at that report it's quite clear what i don't see is us addressing those zones i felt like we had this additional money and i believed when we had voted for it that it was going to go towards addressing some part of those zones and i don't see that happening so i have a concern i have a concern that that we're we're not addressing we're putting all these things on a list that just sits there so i just make that public and let it be councilmember wilson hi thanks for the presentation so um thank you for referring us back to the the presentation for may 5th the attachment 9 it is helpful because we're getting you know literally hundreds of pages of these presentations and so it's nice to go back to this one and and one of the questions i have is that it and again i i haven't had much time to cross reference these two documents but it looks to me like the projects that were picked for this additional six million dollars in surplus are different from the ones that are listed as high priority traffic calming high priority design like i'm not seeing the pro the projects that were flagged you know two weeks ago as being high priority i i do have a question of like why if these are if the ones that you're putting six million towards are the best ones to do why weren't they on the high priority list and conversely why didn't you just go pick five things off the high priority list and stick it for the one million and i mean the six million and yeah i'll just let you answer and then i'll give my opinion okay thank you council member wilson so uh the truth is the direction has been addressing more neighborhood a concerns that the high injury corridor network so that is what we're trying to turn into the locations that you see here are some of them are part of the high uh uh injury corridor network and some are projects that there's commit previous commitments for example improve safety and accessibility around the rice youth center this is a commitment that we have had for a period of time and and these are a improve the safety of a pedestrians around that area around that building so that one is one that we not only want to improve by reducing the crosswalk length but also to improve the pavement right now that we're going to be there and we're going to stripe and everything let's do all that work right there that is the first item the second item is curb ramps it's 88 and it's a is it a federal federal requirement when we pave the streets and we are paving the streets right now the rubber ice cape seal project is ongoing right now and uh and there are some curb ramps that we need to finalize to be part of that project the third item is uh is it's more with all the new uh traffic that we're going to have in the three new parks that we're going to bring to online this summer we're talking about burman wendell and shield street we want to pave around those parks uh to to complete kind of like the improvements in that area and so i appreciate and sorry to cut you off but i i appreciate that my point isn't that these aren't good projects and my point isn't that they shouldn't be done but i guess i thought as well when we have surplus money that we were going to sort of move some of the things that were sitting on on the list of stuff that was flagged for us both by residents and by presentations in previous months and i think what this points to is a need for um kind of the sort of like systems approach that you're doing with the cip project i think we this this sort of points out you know for us to have sort of objective standards of of what is the most important and the most dangerous and because frankly i feel like i'm flying blind you know like is it more dangerous on richmond parkway than on carl said i don't know you know and i don't really have any information here to make that decision and so i guess i i have some discomfort with this list um not because i have discomfort with the specific projects but that it it i want to be able to say to constituents the reason we put the money here instead of there even though you really wanted this thing is because i can point out some kind of data some kind of plan um and and and right now it feels like i can't tell you why these six or seven were put forward versus the six and seven that were presented or the 18 that were presented two weeks ago so all right it's time to move the item um the last we have the substitute motion to approve the uh recommendations as written yes account uh motion by council member bonner second by council member brown council member brown yes council member bonner yes council member jimenez no council member wilson no vice mayor robinson no council members zepeda yes and mayor martinez yes the motion passes but council members jimenez wilson and vice mayor robinson voting no next item our next item is item in 13e that's to approve a third contract amendment with charleston mobility in an amount not to exceed 390 000 for a total not to exceed contract amount three million five hundred forty thousand three hundred forty one dollars to support the continued operation of the citywide electric bike share program till the end of the fiscal year to allow time to determine the future of the program during the fiscal year 2026-27 budget process and appropriate 390 000 from the environmental and community investment agreement transportation budget to cover the cost of the contract amendment if there's anyone joining us online that would like to address the council on this item this item was pulled by claudia citroen no in person speaking and i believe she's the person that has their hand up online mayor would you like to receive a report from staff for um for the uh elect the e-bike item i'm sorry point of order can can we we don't have any in-person speakers we have one speaker online and i believe that's the person that pulled the item yeah can we have the speaker mr mayor talk first to answer the question so sure please call the speaker yes the speaker is zoom user please um state your name for the record and you may begin claudia citroen so i would like to see the presentation this is new business and um i also want to point out that this item has been pulled three times so the council failed to uh prioritize this over uh political gimmicks um this this right now this program from the beginning every ride is sponsored with close to 700 dollars as far as i can see there were 96 rides this year um you just figured over spending for uh at a traffic calming this 300 000 should go to where miss robinson want um it should not go into a black hole uh which is uh is is uh uh mayor's martinez uh pet project because he revived it after it died under tom butt um i i respectfully uh request you you render pro you continued running the program for march even so there was no funding approved this is against the as my understanding against city charter um this program should have been temporarily shut down because there was no funding you did not do that and um city staff was now three meetings in attendance till 11 o'clock hoping that this item will be discussed but no you this was so extremely disrespectful for city staff i do hope that the city manager continues to prioritize um what really needs to be addressed this bike project needs to be cut and it needs to be cut down and any funding needs to go to where miss robinson miss jimenez and miss wilson want it needs to go to a successful program which is the richmond uh ride program which also depends on funding which is running out this program was a pilot pilot program bite into sour apple uh thank you your time has expired and we do not have any other speakers well i i think i think it's only fair to do a presentation sure i'll give a brief version of our recommendation and then if you want us to do the full presentation we could also do that uh so city staff brought this item forth as a contract amendment to pay past due invoices and to run the program till june 30th of this fiscal year so the council could have uh ample time and comprehend this program's existence for the future within the whole budget process in june so uh the funding that we're asking for is to continue the program till june 30th and also uh in during the budget process we will be giving three options with data related to uh uh continuing the program enhancing the program or terminating the program uh related to our e-bike share program okay thank you i think that's pretty clear as to as to why we need to uh adopt this uh agenda item go ahead i wanted to make a motion that we adopt this agenda item i'd say condi yes i just want to ask a clarifying question so is this funding for us to um close out any arrears that we currently have correct it was to continue it would uh make us be able to pay the arrears and also to june 30th before the budget uh is adopted for the city council okay so and if you want to continue then we would uh ask for a different revisit at that time so we don't have a choice but to approve this amount to close out basically until it's reconsidered at the june meeting if i just made for context um both uh deputy city manager white and project manager erradondo are part of the special forces that go to help when there's something um off the the the wheels a little bit in the city so they were previously part of the rha cleanup team and now i ask them to support uh transportation as it transitions from community services to public works so this is part of that cleanup um and so i want to appreciate them both for working very diligently um not only on this item but more broadly on ccta and and working towards getting over two million dollars reimbursed from ccta ccta and so this is uh a cleanup item um both gabino and la shonda have worked collaboratively on the immigration item and so this is a situation where there were a host of priorities that were given to city staff and they were trying to work expeditiously on many fronts and so we do need to have a cleanup on this arrears item there will also be an item coming for city council consideration where we're trying to get consent from a grantor around ecia final appropriation to build out the e-bike program as part of our tcc grant and so that may be a way that the council kind of considers sunsetting this program as part of building a new facility um that would be operational so that's sort of um what is to come in the future but just wanted to provide that context because um there's a lot going on yeah and the per ride amount is really excessive in my opinion and so i just want to know approving this um this evening is handling the arrears something that we have to do anyway because the program still has well the program has continued until it's active right now back up got it okay that's what i wanted to clarify thank you thank you all right uh we have a first and second yes we have a motion by council member wilson second by council member jimenez to approve the item council member brown yes council member bonner yes council member jimenez yes council member wilson yes vice mayor robinson yes council member zepeda yes and mayor martinez yes the vote is unanimous thank you for thank you our next item is item n13f and that's to introduce an ordinance for first reading amending chapter 7.42 of the richmond municipal code sidewalk vendor ordinance to update administrative procedures wave provisions and enforcement mechanisms there's anyone joining us online that would like to address the council on this item please raise your hand at this time we do not have any in-person speakers and if i if i remember correctly we did have a presentation we did have a discussion on this item on this item is is that correct do i do i remember correctly yes correct so at this point it's it's really a matter of voting that's okay okay okay we have questions uh did you have questions no i said there was when we were preparing to vote last time there were questions and some comments that um vice mayor had uh at the last week at the meeting that when we were preparing to vote for this they said they needed more time to vote for this i think we did the presentation because i remember one of the vendors one of the merchants was there and they were they were there all the way till night time and they were not able to speak so i think we might have left without having public comment does anyone remember from a couple weeks ago okay okay well we do not have any public speakers there are no public speakers perfect okay can i make a motion to approve the ordinance or the item is written i second council member brown yes council member bonnet yes council member jimenez yes council member wilson yes vice mayor robinson yes council member zepeda yes and mayor martinez yes the vote is unanimous thank you can we move you know if you want uh it's already presented just some discussion and vote okay so so we had a presentation we had speakers just a matter of voting no speak all right we we did not hear the speakers okay yeah well we have speakers okay okay so we can ask questions yeah okay so which item are we going to no i i could uh uh we'll do we'll do q1 okay item q1 is okay we received the presentation at the may 5th meeting and now the item is for public comment and council deliberation and it is to adopt a resolution that opposes the proposed montezuma carbon sequestration co2 pipeline waste dumping projects co2 pipeline enrichment contra costa solano counties we do have in-person speakers four in-person speakers anyone joining us online that would like to address the council please raise your hand speakers are don gosney mark wasper marion brunson brunnan and gary hugess don gosney thank you when we look at the agenda description on page 15 we read this would require a massive build out of pipelines through richmond yet when we look at the attached maps we're seeing zero pipelines enrichment the only ones we see are actually underwater in the straits so this is a simple is this a simple error or is it a scare tactic to garner the further support of the we hate chevron fan club we heard a presentation a couple weeks back from your expert pals with cbe but nothing from people that actually know anything about pipelines by the way you're aware aren't you that i am the retired president of the steam fitters local 342 the very people who are most highly skilled craftsmen in the country when it comes to the installation of pipelines it's funny that knowing of my own expertise not a one of you reached out to me to learn any something other than what you heard from cbe huh funny how that works isn't it exactly what are your concerns are you going to bring up the san bruno pipeline explosion from the pipeline that was built more than 70 years back are you aware of the safety features built into today's pipelines especially that are those that are placed underwater or are you going to rely on your expert friends the ones with the extremely biased agenda are you going to take the path against actually cleaning up the refineries and making them safer because that better fits into your model of shutting down all the refineries forget about election politics where you try to out progressive the other candidates by showing your hatred for chevron no matter what the facts may say say how about you do your homework learn the facts and make a decision based less on campaign politics the demands of that of that social club you seem to adore and do what's best for the community mark waspert that's a good evening here yeah there we go um i support the resolution that is before the council tonight and that would be to oppose construction of a co2 pipeline on the 45 mile stretch along the carquina the country that demonstrates i live in rodeo and face the same dangerous scenario as that of richmond this technology is not scientifically proven we are once again being guinea pigs here it is a scenario excuse me it is extraordinarily expensive and the co2 collection results at other global locations fail fall well below the predicted outcomes the technology is not working there are no plans for uh for secondary containment containment at the present time even near sensitive receptor sites there are no play no plans for co2 detection monitoring uh regulation should establish that no co2 pipeline project can be approved if there's any credible scenario where pipeline failure could result in fatalities or serious injury among the public workers or our precious wetlands so we live in earthquake country that's a threat but also seeking a pipeline in the straits leaves it vulnerable to anchor drag uh of the many ships that use this busy and narrow thoroughfare the refinery industry is even concerned at the runaway costs to them of technologies to connect their facility to the pipeline i serve on the hazardous materials commission we received the same presentation that you received four weeks ago and sitting next to me was a businessman on the commission and he said chevron is livid they don't want to pay the billion dollar hookup fee that it would cost them to hook into this pipeline system so it struck me that your time is expired oh thank you okay thanks gary huge hello mayor vice mayor council members my name is gary hughes i work with the international organization biofield watch and i'm here to speak in support of the resolution just to speak very briefly to know that we are really facing a tidal wave of climate false solutions in the state and it's really clear right now anyone who's paying attention to climate politics with the current reform for instance of the cap and trade program and the evisceration of the allowances that would be sold for revenue for supporting programs like the ab617 program that the state is not necessarily in favor of communities working to protect themselves from these speculative technologies so in this context it's really important what you are doing in taking this step to approve this resolution in opposition to carbon dumping in the region so i'd like to commend you i'd like to thank you for taking this action at this point in time it's really important that we have local leadership stepping up to speak out against the false solution of carbon capture so thank you very much for your time that was our last in-person speaker now we move to the online speakers we have eight speakers and they are jenny stowers tom kunhart gail urweiss lucinda young isabel penman valerie hutton claire brown and emma ishi jeannie stowers you may begin okay there we go um mayor vice mayor um members of con of the council uh my name is jeannie stowers i'm a richmond resident i am in council member bonas district uh and i want to thank you for proposing this resolution and encourage you to approve this resolution uh my fear about projects like this is they are deceptively uh they sound deceptively easy deceptively easy i mean how easy it is um it would be to if we could just take uh carbon co2 pipe it under the ground stick it in the ground and be done with it you know and it sounds deceptively easy and it is deceptively easy it's not accurate as has already been pointed out uh where it's been done uh where it's been done before they have not found the results they have sought and we don't want to be the guinea pigs for it being tried here uh it's potentially dangerous um the pipelines have already been discussed but the injection wells that are all as well are also potentially dangerous to our communities so please support this resolution and oppose this project or any other projects like this thank you so much thank you the next speaker is tom kunhart you may begin uh i'm assuming you can hear me um yes um my name is is tom kunhart i live in oakland i've been a bay area resident since 1977 i have uh two daughters and four grandkids in the bay area and i'm excuse me very concerned about a project like this so i commend you for um wanting to pass this resolution to oppose uh carbon transport and pipeline under the bay uh leading from potentially uh two or three refineries to a sensitive wetland in solano county which unfortunately has been used as a dumping ground for the decades that i've i've been here and i think um it's wise to oppose this pipeline and uh i hope you do pass this resolution and and uh not take this risky step because as you've heard and you heard from isabel's presentation a couple of weeks ago um the efforts to achieve this in other places and in the us and around the globe have um failed miserably and in some places like satarsha mississippi pipeline exploded sending dozens of people to hospital first responder vehicles couldn't reach them because there's no oxygen in the air when it's displaced by co2 gas so that's just one example of how dangerous it could be and in our area we have far denser population than satarsha mississippi so it could affect many more hundreds or thousands of people here in the bay area if we have a rupture um of this sort so uh please uh do uh you know pass this resolution to oppose uh pipelines now or or sometime you know anytime in the future because this is uh unproven technology that's just too risky for us bay area residents to be dealing with this thank you for your time i appreciate your work thank you the next next speaker is gail irwise can you hear me yes um hi i'm not i'm not gail irwise i'm jeff kilbreath i just uh forgot to change my the name on the lap on a shared laptop um so some of you most of you i think know me from the work i've done with ab617 and the bay area air quality management district this means two things i have regular interactions with carb and regular interactions with chevron and um although i sort of liked what don gosney said about you know like did anybody ask the pipeline people about the safety well and and and and that's an important thing to do if this was mostly about the pipelines but it's actually mostly about using a technology that's in unproven has a lot of risks associated with it and in various places and not just in the pipelines and most of all for richmond it means getting chevron to do something that chevron doesn't want to do particularly it's not this is not being driven by chevron i hope you you don't think um what chevron would have to do would be burn a lot of fossil fuels to transform the carbon dioxide into a material that goes through the pipelines you know you're not putting a gas through you're putting uh you know it's called sequestration and it's a transformation of the gas into something that's very dangerous but it also means a lot of pollution in our neighborhood in our city and we trust me we've got a lot of problems with pollution and that's what ab617 is all about trying to actually reduce pollution and reduce our high asthma rates but we do not need this this is kind of um a project that's designed by people whose only mission is to reduce carbon dioxide in the atmosphere and that's not the only issue thank you thank you our next speaker is lucinda young lucinda you may begin hi my name is lucinda young and um can you hear me yes yes uh yes and i'm a long-time bay area resident i really appreciated the presentation at the last meeting i am writing i am speaking tonight to express my strong support of the resolution and strong opposition to this project this is a seriously flawed plan um transporting dangerously compressed co2 across the bay area by barge and pipeline opens up our area including richmond to catastrophic risks of co2 leaks and these leaks as has been referenced before can lead to loss of consciousness asphyxiation seizures even death and that has occurred in some communities we know from the states in viro screen data that richmond and other communities along the coquina strait are already subjected to very high levels of pollution and other environmental threats and these proposed injection wells which are to be built near the wetlands restoration project these are very important to the bay area and our california ecosystems so you have to ask what's going to be gained by this project in return for all of this risk to our health not very much carbon capture has been shown again and again to not be a viable solution to carbon pollution. Carbon capture is expensive, it's inefficient, it doesn't deliver promises to reduce carbon pollution. So I would strongly urge you to pass this resolution and send a message that we are not going to allow this in our community. Thank you. Thank you. The next speaker is Valerie Hutton. Valerie, you may begin. Good evening. Can you hear me? Yes. Okay, thank you. Good evening, Mayor Martinez and council members. My name is Valerie Ventry Hutton. I'm with 350 Bay Area Action, and I live in Contra Costa County. I want to thank the council for considering the resolution, and I'm urging you to adopt it. As you've heard from all sorts of folks, there were documented safety concerns with carbon capture and storage, and specifically with carbon transport by pipeline. And these concerns increase when the pipelines are near water. The Chevron refineries part of the Montezuma project and any CO2 pipelines related to the Chevron operations will likely be located near and around water, as are their current pipelines for other, you know, for the oils and gas. This means any leaks going to impact San Pablo Bay ecosystems, as well as the city of Richmond and surrounding communities. As you've heard from others, the technology is extremely expensive. It's not economically viable with our taxpayer subsidies, and every dollar spent on carbon capture and storage is one less dollar spent on health, safety, and known solutions. The resolution is a critical step in protecting the health and safety of the city of Richmond and surrounding communities, and I urge you to pass the resolution. Thank you. Thank you. Our next speaker is Claire Brown. Claire Brown. Hello. Good evening, City Council members and Mayor. I'm really pleased to be here tonight because I appreciate all you all do for our city. And I want to talk. Oh, I'm an economics professor also. So let me talk a bit about the economics of what's happening with this proposal. The projects being presented by Big Oil is a climate solution, but the economics tell a different story. Although the Richmond City Council would not have upfront costs, the city and its residents will still bear substantial hidden costs. Pipeline construction degrades the land, disrupts the neighborhoods, and creates significant dust, truck traffic, vibration, and noise pollution for the nearby residents and businesses. These impacts fall especially heavily on lower income, vulnerable communities that are already disproportionately exposed to pollution. The project would transform the transport that compressed CO2 from Chevron and the nearby refineries with the goal of extending the lifespan of those polluting industries, rather than accelerating a transition from fossil fuel. And then when accidents happen, which they will, the local government bears the substantial cost of emergency response and cleanup responsibilities. So there is a cost facing the City Council and the City Downer Line. Richmond taxpayers could ultimately shoulder significant financial burdens associated with pipeline incidents, while the private companies behind the projects retain the profits. So for these reasons, the Richmond City Council should hopefully oppose the Montezuma carbon project and its associated CO2 pipeline infrastructure that would run through our city. The risk to the public health, community, and safety is far beyond what we would get in return. So thank you so much for all you do for Richmond. Thank you. Hi there. If you all can hear me, my name is Emma Ishii and I work at Asian Pacific Environmental Network in Richmond, and I'm here speaking in support of Resolution Q1. I just want to say APEN stands firmly alongside our other communities like Venetia and Sassoon City, who would also be impacted by this carbon hub. It's so important that we understand that we're, whether we know it or not, we're all connected in that fight. And all of our communities actually live those health impacts every day. And so we also can take the research and like the actual examples like in Sartosha, Mississippi, in Mississippi, to see that this is really a risky and dangerous technology. And, you know, just really want you to be considering all of the residents of your city and also those who already have asthma and respiratory issues and think about like the potential, like what could happen is something ruptured. We can't keep polluting our communities by building out more infrastructure like this to keep the infrastructure online. And we really need to move towards investing in health and safety beyond the fossil fuel industry. So thank you to Councilmember Jimenez for bringing this item forward. And I urge, urge you all to vote in support of this resolution. Thank you. Thank you. And that was our last public speaker. Thank you. I'm very educational. I'm still confused about the scenario. Has Chevron applied for it? When is it going to happen? What benefit does it have? What the alternatives are? Is it a mandate that Chevron has to do? I have no idea why this came to the City Council and why we're supposed to approve it. Seems like a you know, good thing, pro-environment, this resolution. And as a member of the Hazmat Commission, I know we already have too many hazmat pipelines under the city. We don't want to add to it. But I'm totally puzzled what the whole thing is about. I can say that this was a plan that was proposed by Mr. Levine to make money. And basically, what he wants to do is to promote cap and trade through the sequestering of CO2. The, by getting rid of the CO2 as a pollution, what he's actually doing is giving Chevron and other polluters tax credits or cap and trade credits so that they can raise their pollution level. So did we ever have a presentation from them here? We did. That was, that was... When was it? It was last session. No, it was pro the resolution. How about the application for the project and Levine and Chevron? Oh, no, we haven't, we haven't had that. We did have a presentation at the hazardous waste materials. And I believe you were there for that. So, but yeah, but I haven't heard the other side. Well, no, that's hard for me to make a decision. All right. All right. Thank you. Um, I don't think it's that difficult to make a decision considering that, um, that, that, uh, between 2010 and 2023, there were over 8,100 reported pipeline incidents in the U.S. averaging roughly 1.7 incidents per day. Um, Mr. Martinez, I would like to be well informed about both sides. I'm sorry, is the presenter is here? Is the presenter, uh, on Zoom? Can you raise your hand if you are on Zoom and are able to answer some of these questions? Actually, I want the questions to be answered by the other side. I believe we need to have a balanced view and, you know, well informed. I put this, this item on the agenda, uh, because some of the residents and Richmond came to me about the issues that this project could have. And I think it's more a prevention. It's not like it's going to happen right now, but it's a preventing thing to know, to know that these kind of projects are, we are not going to asset in the city of Richmond. And if, uh, and, and you saw the, the presentation and the information and the dangers of these kind of projects in the city of Richmond and in the other cities. So I think like for me, it was enough, uh, to really put the resolution and to have the city, um, just have a position about projects like these that are dangerous and present, uh, uh, and unsafe conditions to the city of Richmond. And I really appreciate that and respect that. And I am pro environment and I would definitely vote no once I know more, but to me it's just too hypothetical. It's, uh, it's not hypothetical. There are many incidences in which these have failed and they have created pollution. In fact, there's been incidences in which people have lost consciousness because they approached the pipeline without knowing that it was the CO2 pipeline. And, and, and so, uh, um, I would like to make a motion to accept this. I say country. We'll call council member Brown abstain. Council member Bona. Sorry, I abstain, but I would love to learn more and be able to support it in the future. Council member Jimenez. Yes. Council member Wilson. Yes. Vice mayor Robinson. Yes. Council members of Pader. Yes. And mayor Martinez. Yes. The motion passes with council members Brown and Bona abstaining. KCRT. Can you please put up the budget PowerPoint? Our next item. Is the budget item 01 is to receive an update on departmental presentations from community services, economic development and fire departments as part of the continued review of the draft fiscal year 26, 27 annual operating budget and fiscal 26 through 31 five-year capital improvement plan with discussions upon completion of all departmental presentations and receive updated financial and operational considerations. Anyone joining us online that would like to address accounts on this item, please raise your hand at this time. We do have in-person speakers. Good evening, mayor, members of the city council and Richmond community. Tonight, we are continuing the city's review of the draft fiscal year 26, 27 operating budget and the five-year capital improvement plan. On May 5th, we presented the first set of department overviews along with the initial draft budget. Next slide. Historically, the city of Richmond has trended and lagged behind the broader Bay Area tech company layoffs and the other economic trends. Recently, Bay Area tech company layoffs have included numerous companies, Meta, LinkedIn, CloudFair, Pinterest, Cisco, Amazon and Coinbase to name some. Companies are requiring AI skills and are streamlining and consolidating roles and spending billions of dollars on AI infrastructure and new technology. We should anticipate that if other cities are experiencing contractions in revenue and warned notices are being issued that we should be cautious. We also want to remind the council and community that negotiations remain in progress for three public safety units. Once those MOUs are finalized, we will update the financial projections and we will continue to refine the budget. We are also requesting that the city council keep in mind the 34 council key initiatives requested since January 2025 and look to refine those based on the staff that is available upon completion of those MOUs. This evening, we're requesting that the city council also receive presentations from community services, economic development, which will include the Richmond Housing Authority and the port. The Richmond Housing Authority, per federal guidelines, will have a specific presentation under RHA in the manner that is required for adoption under the federal guidelines. But this is to give you a programmatic overview this evening. In addition, you will hear from the fire department. Our intended goal is to ensure that the council and the community are aware of the operational needs, cost pressures and factors shaping the budget as we move forward to the May 26th study session and for final adoption of the budget in June. This slide provides an overview of the sequencing of the presentation this evening. Next slide. This slide is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a quick summary of the presentation. This is a pretty aggressive timeline. As such, we want to remind the council that the budget adoption on June 23rd is meant to be an adoption of the budget envelope. And if the city council wants to make refinements after the budget adoption, you are certainly always welcome to do so. We encourage the city council to do so at the quarterly budget presentations that you receive throughout the fiscal year. Next slide. As we spoke about previously, we wanted to make sure that the council is aware that city staff are continuing to monitor global economic and inflation conditions because they do impact our city operations. We're particularly concerned about the geopolitical conflicts and disruptions in the global economy, energy supply and commodity markets. In particular, not just here locally, but internationally, there's significant concern regarding food prices and how these ongoing global conflicts can lead to, unfortunately, there not being enough food available to sustain specific countries because they import food. So this is very concerning when we're having these sort of fluctuations in the market that it can cause devastation, not just here locally, but throughout the world in terms of food access. Next slide. Next slide. Some of the things that we wanted to make sure that we lifted up for the city council as it relates to operational costs that are impacting our budget. Things such as fleet are significantly increasing in costs. Our utility costs continue to outpace inflation. And in addition, our capital projects as deferred maintenance continues for longer periods of time, increases exponentially. We are also having to pay increased costs for maintenance and repairs, and our service delivery is outpacing the revenue growth. Next slide. In terms of our workforce capacity and position affordability, we talked a little bit about this last week, but just wanted to reinforce this that commencing in fiscal year 2021-22, we had 581 FTEs, and we are initially targeting 684 FTEs. That's a net increase of approximately 92 during that term. And so we will continue to make adjustments as we move forward in the budget process based on how MOU negotiations conclude as well as as we receive updated. The city council will adopt the budget prior to us receiving our final CalPERS premiums. And so those have been increasing exponentially. And so we will make refinements in Q1 as needed to support those increased costs if they exceed our current estimates. So we will make sure that we are going to be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. And so we will be able to pay for the budget for the budget. 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We serve residents every day through recreation, libraries, literacy for every adult program, workforce development, violence prevention, and crisis response. City staff continue to deliver high-impact services across Richmond, which reflects a strong commitment to community wellness, safety, education, and economic opportunity. Before I go too deep into the presentation, I do want to take a moment to thank the city council and the city manager for the continued support and investment of community services. I also want to thank all of the deputy directors that are here in the audience. Even though I am presenting this presentation tonight, all of them worked on their own slides. So this is their voice coming through. We have Kate Epler, who oversees the library, Rajana Maharaj, who oversees recreation and neighborhood services. Sam Vaughn oversees the neighborhood, Office of Neighborhood Safety and Community Crisis Program. And then Tamara Walker, who oversees employment and training. Staff work collaboratively across programs to deliver equity-centered services. We manage facilities and we respond to evolving community needs. The success of this department is driven by dedicated staff who continue to maximize partnerships, resources, and community engagement. Community services relies heavily on collaboration both internally and externally to maximize impact. We coordinate with community-based organizations. As an example, ONS works with RISE. The library works with the Bay Area Tutoring Association. We also work with county partners. CCRP works with the county health department and A3. Work with schools and other city departments to deliver programs efficiently and effectively and creatively. These partnerships allow Richmond to stretch limited resources while maintaining strong community-based delivery. Some of the pictures you see here are some of the exciting programs that I also get to work on and participate in. You have an image of the arts corridor. I get to work with the economic development department on doing that strategic plan with a consultant. I also working with public works and community development around the MLK community center and trying to engage community in Santa Fe and Coronado neighborhoods and what it would mean to bring back the MLK community center. We are excited to state that we are part of the grant making team within the city of Richmond. We within calendar years 25 and 26 we have received over 19 million. $19 million in grants. So in neighborhood services we have $750,000 we receive for neighbor to neighbor grant. Recreation has -- oh sorry. Recreation has received $662,000 for outdoor adventures. Recreation has been successful in receiving CalVIP funding. We just ended a three-year contract or grant for $6 million and have an additional $2 million coming. Rec is -- has over a million dollars for opioid related services. The library has a large amount of money for the library renovation project but also grants to support library services and literacy services. And then employment and training receives funding from through the state as well as they go after grants to provide continued services. Thank you, Jerry. We love supporting events in recreation and in community services. And this is an example of the 17 city sponsored events that are included in the budget that council adopts every year. You can see the 25, 26 events that are listed here. And then we have a proposed list of events that we are recommending that city council consider allocating funding to for the total of $187,000. And it also outlines what we require from the organizations that lead these programs, a majority minus the literacy fair, which is led in-house by the library staff in collaboration with other groups. But all of these other sponsored events are primarily led by outside organizations. So we do want to make sure we're still being good stewards of the city's finances. And we ask for invoices. We'll propose expenditures to make sure they align with city of Richmond policies and procedures. We ask -- we want to help advertise events. And then after the event, we're not asking for much. We want pictures and a summary with some highlights and also receipts to substantiate the amount of funding that we received. It is important for me to note that the amounts listed here do not provide the full picture of the city of Richmond's fiscal investment in ensuring these events happen and are safe for the community. For example, larger events like Juneteenth and Cinco de Mayo require substantial support, usually in the form of overtime from recreation, public works, police, and fire. And as an example, just because we just had Cinco de Mayo and was an amazing event, you know, thousands of residents and individuals came to celebrate with us here in Richmond. But it cost over $100,000 in staff time. We gave $20 to support the event. But RPD, public works for both streets and parks and fire collectively in terms of staffing, it was over $100,000 in staff commitment. So it just shows the city of Richmond's investment in the work that we do and the events that we support. These are a few images of some of the events that happen throughout the city of Richmond from the list I just mentioned. So now going to employment and training, they support workforce development through the administration division as well as Richmond Works, Richmond Youth Build, and Youth Works. They support all of the goal areas with the main focus and goal area two around revenue and economic development. ENT's core functions are outlined on this slide. They manage extensive workforce programs, employer partnerships, apprenticeships initiatives, youth employment services, and federal compliance requirements. The existing staff balance intensive reporting, grant management, case management, and participant support responsibilities simultaneously. A lot of the work happens behind the scenes, but it is essential to maintaining funding, compliance, and workforce opportunities for Richmond residents. And staff are managing an increasing number of grants, initiatives, reporting requirements, and federal policy changes while continuing to deliver core services. Existing staff are balancing opportunities for program growth with the need to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Existing staff are planning to maintain compliance, direct participant services, and workforce outcomes. Staff are proactively preparing for increased requests for job placement, training, and supportive services, despite no additional funding being attached to these mandates from the government. Staff are preparing for potentially significant increases in participant value without corresponding operational funding increases. We also, in a few slides, I'll talk more about the youth works and what is happening there around our summer and year-round employment programs. But staff is balancing rising program costs, increasing wages, and growing demand, while also trying to maximize available opportunities. Staff is managing grants, compliance systems, workforce programs, and participant needs, while with limited capacity for expansion and innovation. So for youth works, I know we've had a number of questions about what's happening in our youth works program, and we really do want to thank the city council for the investment in youth works. So we do have, youth works provides a variety of programs and services and support outside of just the summer and year-round workforce program. They have workforce experience, on-the-job training. They do business and industry trips and supportive services through the staff there. They provide life skills workshops and work readiness workshops. But the focus for this slide is around the summer and year-round summer employment opportunities that support workforce readiness, career exposure, and positive youth engagement. This program continues to serve as both a workforce strategy as well as a long-term violence prevention investment. In fiscal year 25-26, this program was supported through reimagined funds, as well as WIOA funds, in total only $2.2 million. And as you can see here, we have five full-time staff that are supporting all of the young people that go through this program. And the funding has to support their personnel costs, which you have seen previously have been rising over the years, as well as participant stipends. And we pay $19.18 an hour that will go up in January. And we offer participants a minimum of 100 hours. And there's a trade-off there. Because we have limited resources, we have a finite amount of resources, you either can have more participants with less hours or go deeper with fewer participants in more hours. And so some possible options for consideration once council is able to discuss and provide recommendations. And we are asking some policy questions around what is the desired number of youth that the council would like to see us serve, both under 18 and over 18? And what's the desired number of hours we would like for those different age groups to be able to receive? I've heard that there are some individuals who may want us to consider that young people under the age of 18 get 300 hours. And individuals over 18 through 24 get 500 hours. Just for 100 youth at $19.18, that's going to total $1.5 million for just 200 youth. So that gives you a sense of what it means if we have less youth but more hours versus more youth with less hours. And I do want to note that the city is paying for, if somebody gets 100 hours and they enter a, or they're working for an organization, we're hoping that that first 100 hours, that gets them in the door, the employer is excited because the city of Richmond is paying for that young person to come work for them, but that because of the support from employment and training staff, that they will shine once they're there. And the employer has the option to keep them all longer. And we have done that within the city of Richmond. But we are looking for some policy direction when the time comes. Employment and training continues to deliver measurable results for Richmond residents. And these are just a few of the outcomes that reflect the dedication and effectiveness of the work. We, at the site close to Civic Center, we do have a career center. And individuals could come in and access computers. I worked there for like three hours and I was really tired because of all the individuals that came and the questions that I had to answer that I was not able to answer. So, my hat is off to employment and training staff that are sitting there in the career center and they're helping people look for jobs, complete resumes, fax things or email things. And some people come in with different levels of skills. So, we are serving over 4,000 members that are receiving resources there. We have award-winning Richmond build program. We have cohorts that graduate. We will invite you all to come. But we have 48 graduates this year so far. And they receive a lot of training so that they can go into the trades and have high paying jobs. And then we have a youth build program that also, the young people also get skills in the trades but then also have the ability to graduate with a GED if they have not been able to do that through the school system. This is a few pictures of Richmond works, Richmond, or employment and training in action. We have youth build graduation with the Richmond build graduation. Staff are consistently, they are everywhere. If you go to a community event, you're going to see somebody from ENT at a community event sharing about the amazing work that they do. So, thank you to ENT. Next, I want to share about recreation. Recreation staff deliver programs and services for youth, adults, seniors. We do aquatics, sports, camps, and neighborhood services. We remain essential to quality of life, public safety, wellness, and community connection. This also is a division that hits all six of the city council strategic goal areas. Recreation staff manage a wide range of responsibilities, including programming, facility operations, permits, contracts, rentals, events, volunteer coordination, and neighborhood services. Staff deliver these services while also supporting outreach, marketing, policy development, and operational compliance. I do want to mention that we have seven community centers, two senior centers, two swim centers, and an auditorium that staff are programming out of, but also managing day to day. These are a few pictures of the events that we host in-house. Literacy fair we support in recreation, but that mainly is done by library. These are 19 events that recreation staff hosts. So, we plan, implement, debrief. It's a lot of work. If you've ever planned anything, I've planned many a birthday party for my kids. And it is tiresome. So, I just want to thank staff for all of the varying events that we do at different locations throughout the city. This year, we were able to do some special one-time events because of our Neighbor-to-Neighbor grant, but we want you to be ready for some of the upcoming events that are happening. We're celebrating the Plunge's 100th year anniversary. That will happen in August. We're also celebrating 10 years for the Richmond Tool Library. And we're excited to work in collaboration with public works and community-based organizations to celebrate the grand reopening of the beautiful Shields-Reed Park. More pictures. We love pictures. We'd like to capture all the fun that is happening in recreation. So, this is just a few pictures while we're activating parks, facilities, and public spaces. Recreation staff are managing growing demand across aquatics, sports, camps, senior programs, rentals, and community center operations, while also absorbing increasing workloads, supporting expanded facility use, new park amenities, and year-round programming. And these operational demands continue to grow as community expectations and facility needs increase. We also manage a stationary tool library and a mobile tool library. We do grant administration, neighborhood services, and community partnerships alongside our core programming responsibilities. Staff absorb additional responsibilities across programs and facilities, which can affect our division's ability to expand programs, coordinate outreach, and launch new initiatives. But we continue to prioritize core programming, public safety, and direct resident services, despite growing workloads. Protecting recreation's core services means supporting existing staff with operational improvements and streamline processes that will help protect program quality and responsiveness, and to ensure that facility maintenance and infrastructure improvements happen that directly support recreation programming, safety, and long-term sustainability. Just some numbers. This is a correction. This is a correction. We made a correction from what was shared earlier. But we have issued 390 permits, which equates to over 7,000 bookings for facilities, parks, and special events. We have processed over 186 fee waivers for organizations that have wanted to access our city facilities, and also given over 200 discounts for those facilities, and as I share, we've held over 20 events. We have served over 4,800 young people through our various programs from Tiny Tots all the way to our senior programs. I mean, sorry, not seniors because it says youth. Through summer camps and specialty camps, we've served over 1,000 individuals through our 40 outdoor activity days and have provided over 100 opportunities through our adult day program. Like I said, we love pictures. More pictures. We have served over 5,000 participants in our aquatic centers for drop-in swims, swim lessons, aqua, zumba, et cetera. We've also served over 3,000 adults through a variety of different fun activities from computer lab to zumba to volleyball. And we also served over 3,500 meals, hot meals, and excursions and workshops in daily enrichment activities for our seniors. A few pictures of our tool lending library. A lot of cities don't have this. I will say that Richmond is extremely unique and diverse in terms of what we do in community services. We have tool lending libraries. We have neighborhood services. And we coordinate really well with our neighborhood councils. We mentioned we have an Office of Neighborhood Safety. And we have a community crisis response program. We manage our own library. The counties do that for every other city. So we do a lot of things that aren't. And we have our own workforce development board as a city, which is unlike any other city because they all are managed by counties. But for the tool lending library, just for two days a week at our stationary site at the recreation complex, we have loaned over 4,800 items and have over 284 active members that utilize those sites, those tools. And we are looking to expand up to District 4, working with the fire department to have some tools available in that area to help with fire safety and defensible spaces. We do a lot of great work in trying to engage our community members. So we've engaged over 200, almost 300 volunteers through five volunteer beautification events. And here are some pictures of the things that we do. Mentioned grants that we receive. We really are trying to focus some of our grant activity and awards around serving youth or teens. And we have been able to do some great adventures with our young people within Richmond. For neighbor to neighbor program, we just concluded our neighbor to neighbor program. We received a $750,000 grant. And we were able to work with 17 neighborhood councils to do a variety of different projects to make neighbor to neighbor connections stronger. So thank you to recreation staff. Now I'll move to library and our literacy for every adult program. They support residents of all ages through libraries, digital access, literacy instruction, and community engagement activities. And these services remain essential to education, access, and lifelong learning in Richmond. This group also hits and contributes to all of the six strategic goals within the city of Richmond. Staff manage public spaces. We have one main library, which is under renovation. But we're at a temporary location, which we're sharing with the auditorium. And we have two branches. So they manage public spaces. They provide customer service. They help people find the books of their dreams that spark their imagination. We host a variety of free events from magicians to jugglers to reading to a dog. And we also provide reference and reader advice to customers. We ensure residents have access to books, technology, educational opportunities, and can just be in a space that they trust and feel safe in. LEAP staff continue to provide GED preparation, adult basic education, ESL instruction, digital literacy, family literacy services throughout the community. Staff, we have a full-time staff. We also have volunteers that support tutoring and individualized education support for our adult learners. Super excited. Coming soon is our new bookmobile, 28 Feet of Fun. It is coming to a location near you. It is all electric. We received a grant as well as we're able to use ECIA funds to support the purchase of this new bookmobile. Our old one, we had to put it out to pasture. It was just, we could just look at it. It couldn't drive. So we're really excited. It wouldn't pass smog. We had to put it down. Oh, no. It's okay. So we're excited about the bookmobile. We are currently putting, outfitting it with books and equipment and trying to determine what our service schedule will be. So we will share more about that. And some of that is dependent on staffing about who can drive the bookmobile. We want to thank council, community, everybody again for coming to the groundbreaking for the library renovation. We're really, really excited. I cannot wait for you all to see what it's going to look like when it is open. We have dedicated teen space, a dedicated space for story time for the babies, study rooms, maker spaces, community space. And then the outdoor courtyard will be an additional space that will be available for programming. Library staff are balancing expanded facility operations, new technology systems, vendor transitions, grant reporting, and preparation for the new library. And while maintaining day-to-day library services across Richmond, these operational demands require significant coordination, flexibility, dedication from current employees. Library and LEAP staff are focused on maintaining safe and welcoming spaces, expanding literacy services, modernizing technology, increasing access to underserved communities, while also protecting reliable service schedules and sustaining literacy programs are a critical priority for us. Existing staff continue to protect essential services despite reduced operational flexibility and funding challenges. And limited capacity impacts our ability to expand evening, weekend, and neighborhood-based services. Libraries across California are experiencing significant reduction in state and federal funding support. Staff continue, however, to work to maintain our service and absorb funding reductions while protecting core library and literacy programs. These financial pressures make operational efficiency and careful prioritization increasingly important. Protecting library and literacy services requires maintaining reliable staffing, supporting technology, sustaining educational programming, and continuing investment in collections and public resources. Pictures. And that's a great thing. Just youth programming. Just youth programming. We had amazing literacy fair recently. And that is a picture of an author that came. I mean, my kids have gotten their books. They got them signed and have read them and are ready to go get more books. So they love the literacy fair. So it's always great. And we had puppeteers that were there as well. And just more pictures of a beautiful baby reading a book. Leap graduation. We are out. That's Dewey. Everybody doesn't even know what that is. You have to have a little age to you to remember that card that sat in your book that you had to fill out. I do. Wonderful memories. And picture of the outside of the renovated library. And then we have staff that is everywhere they can be to share about what the library and Leap are doing for the community. Library in action with some numbers. We have supported over 441 students in Leap. We have had over 15,000 attendees. The majority of those are for our children's events that I shared that are free and exciting for our young people with their families to come to attend. And we also have events for adults. And we don't just do things at the library. We also try and find spaces and ways that we can go out and meet community where they're at. We have over 145,000 items borrowed in both digital form and in children's books and other books. All right. So thank you to our amazing library staff. Now we'll go to Office of Neighborhood Safety. The Office of Neighborhood Safety continues to provide violence prevention, outreach, mentorship, and intervention services throughout the city of Richmond. They support all the goal areas as well with a strong focus in areas one through four. ONS staff provide daily street outreach, cage management, life skills programming, conflict mediation, and grant compliance management. Existing staff continue to build trust and maintain consistent engagement with participants through highly relationship-based work. Much of this work requires significant time, coordination, and emotional commitment from current employees. ONS relies heavily on collaboration, community trust-building, and partnership coordination to sustain violence prevention efforts. Existing staff continue to manage these intensive operational demands while maintaining direct participant engagement and crisis response activities. Building and sustaining trust within the community requires ongoing visibility, consistency, and relationship development. Within current staff capacity, staff is limited in their ability to go through the RFP process and execute additional contracts with additional service providers. And then limited administrative capacity can impact responsiveness, coordination, and long-term program expansion. Protecting ONS services requires operational stability, staffing support, and strong grant compliance. Capacity, maintaining operational support, helps preserve continuity of care, and trauma-informed service delivery. Capacity, strong compliance systems are essential to protecting future funding and sustaining violence prevention programming. Some numbers for ONS, we've had over 12,000 fellow engagements. So this is where our neighborhood change agents deliver one-on-one mentorship to the individuals within the fellowship. We also, the neighborhood change agents also go out and work with individuals that are not in the fellowship program. And so these are over 2,300 street outreach contacts. And then we have 94 active fellows in 2025 that are in the program. At the conclusion of 2025, because we do do an independent analysis and report and evaluation on ONS every year, it is on our website. The fellows have reported a variety of different things, and these are really important. One that I just want to highlight is that 94% of them have felt like their conflict resolution skills have improved. And 85% feel safer in their community. Now I'll move to our last division, Community Crisis Response Program. That is our newest one. The ROC team provides an alternative community center response to behavioral health and lower acuity crisis situations through Richmond. I also want to thank FIRE and PD and all the other departments that have helped, and county and numerous organizations that have helped us implement the ROC program. These are the areas that they mainly provide support in. The ROC program right now includes one program manager, one analyst, and five community intervention specialists. Also under the leadership of Deputy Director Sam Vaughn. And we also have two amazing UC Berkeley interns, Go Bears. ROC staff continue building a new department while simultaneously delivering mobile crisis response services, administrative operations, outreach, and policy development. Existing staff coordinate with multiple city departments and community partners to establish long-term operational infrastructure. Their work lays the foundation for sustainable and responsive crisis intervention services. Staff's limited capacity affects policy development, operational expansion, and crisis response capacity within the program. Staff are balancing immediate service delivery with the long-term development of department infrastructure and procedures. Existing staff are building a complex and highly collaborative service model while continuing day-to-day crisis response operations. Operational support helps sustain effective communication, stakeholder coordination, and community engagement. So in December, we hired our five community intervention specialists. They went through comprehensive training in January and February, and we started collecting data in March. And we have a database with a dashboard that we are still developing, but that is the way in which we are collecting data. So this just gives you a sense of how many calls we responded to, how many individuals we supported, and some of our recorded outcomes. And this was in March. And we have increased those numbers in April. So we're excited to continue to do this work, provide direct support, de-escalation, referrals, and wellness services to our community members, experience behavioral health, and support-related crises. And existing staff are building trusted relationships while responding to a wide range of community needs. And these metrics demonstrate the growing utilization and impact of the program. And these are just some pictures of ROC in action out in the community, training with FIRE, coordinating with the county, as well as in the right-hand corner. That is a really moving moment where Michael Romero, our first hire, who's the program manager, in collaboration with FIRE and PD, was able to help this individual down from a tower in a very life-threatening situation to get him to safety and get him help. For our continued work, while we celebrate, and I think it's really important to celebrate, all of the work that amazing community services staff are doing, we remain focused on strengthening our core services, improving operational efficiency, streamlining processes, and enhancing collaboration across departments and partners. The staff continue to pursue grants, improve systems, develop procedures, and celebrate success while maintaining high-demand service. I want to highlight a few things here. We do want to streamline our special event permit process to make it easier for staff to process, but also for communities to complete. We are working right now with the vendor to release our online reservation system for facilities. We're excited about that, and we're working internally to enhance the online calendar and to promote services and events within the city of Richmond. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. We're working right now with the vendor. 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We're working right now with the vendor vendor. for over 40 years and so as staff continue to provide services and we also have moments where we have to mourn those that have worked alongside of us and done this amazing work with us so I thank you for your time community services is definitely moving Richmond forward I thank you again to the mayor City Council community partners and residents for supporting the work of community services most importantly I think community services staff whose dedication flexibility and commitment to continue to sustain these programs and services every day thank you stretch yes I think it's time for us to thank you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you you Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Vice Mayor Robinson. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you.

Tue May 5, 2026 · 3:30 PM

City Council

City Council considers legal contracts and closed session on Chevron lawsuit

The Richmond City Council will hold a closed session to discuss litigation against Chevron, labor negotiations, and personnel evaluations. In open session, the council will consider approving two legal services agreements: one with Colantuono, Highsmith & Whatley for general litigation and municipal advice ($100,000), and one with Bennett, Gelini and Gelini for representation on a liability claim ($150,000). The agenda is largely procedural with consent calendar items.

Approve legal services agreement with Colantuono, Highsmith & Whatley, PC for $100,000 (May 2026 – Dec 2027)
Approve legal services agreement with Bennett, Gelini and Gelini, APC for $150,000 for representation on a liability claim
Closed session discussion of City of Richmond v. Chevron Corp. climate change litigation
Closed session conference with labor negotiators for multiple employee unions
Closed session performance evaluation of City Clerk and City Manager

city-councillegallitigationlabor-negotiationsclosed-sessionconsent-calendarchevron

✓ Decidido: Council adopts ordinance adding caste as protected category (6-0)

The council approved a consent calendar including the adoption of an ordinance adding caste as a protected category within the city's human rights jurisdiction. Multiple legal services agreements, a $1.5M radio purchase, and a $540K police vehicle rental contract were also approved. The animal control services agreement was continued to the May 19, 2026 meeting.

Adopted ordinance adding caste as protected category (Ordinance 06-26 N.S.) (6-0)
Approved legal services agreement with Colantuono, Highsmith & Whatley for $100K (consent)
Approved legal services agreement with Bennett, Gelini and Gelini for $500K (consent)
Approved legal services amendment with Burke, Williams & Sorensen for $150K (consent)
Approved $1.5M radio purchase from Motorola Solutions (consent)
Approved $69K funding for Sister Cities delegations (consent)
Approved $540K police vehicle rental contract with Enterprise (consent)
Continued animal control contract to May 19, 2026 (item pulled)

Community Services Building

Agenda (oficial) · Actas · Video

Tue Apr 28, 2026 · 5:00 PM

City Council

Council to approve $300k grant for Tiny House Village project

The Richmond City Council will first meet in closed session to discuss labor negotiations with six employee organizations and a real property negotiation at 1324 Canal Boulevard with Mossbridge. In the regular meeting, they will consider a consent calendar including a $300,000 grant agreement with Hope Solutions for the Tiny House Village and Garden project at 175 23rd Street, and authorize a grant application for the Riveter active transportation project. A proclamation honoring Asian American and Pacific Islander Heritage Month will also be presented.

$300,000 grant agreement with Hope Solutions for Tiny House Village and Garden at 175 23rd Street
Authorize AHSC Grant Application for Riveter Project and associated active transportation improvements
Closed session: labor negotiations with SEIU, IFPTE, RPOA, RPMA, IAFF, RFMA
Closed session: real property negotiation at 1324 Canal Boulevard with Mossbridge (price, terms)
Proclamation declaring May 2026 as AAPI Heritage Month

housinggrantslabor-negotiationsreal-estatetransportationproclamation

Community Services Building

Agenda (oficial) · Video

📹 Del video · 5h 0m

Transcrito automáticamente del video oficial de la reunión (voz a texto — puede contener errores).

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We need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need, we need to go ahead and put it in the middle of the bag. We need, we need, we need, we need to go ahead and put it in the middle of the bag. And so it might be instructive for the community to have a sense of, you know, some of the slides that we shared during the presentations that were done on the overall budget. And so if the council is inclined to want to do that, we're happy to do that. If the council is not inclined, then we won't. I'm just trying to figure out if there potentially is a compromise. We as staff are happy to move forward as directed by the council, but just wanted to try to see if there is a way to compromise. I would like to make a motion to accept this recommendation . I'm sorry. I'm sorry. Can I have a quick comment, Mr. Mayor? Very, very quick. Yes, I get the motion. On the focus groups, youth, labor, immigrants, blah, blah, blah, the elderly and aging group is missing. So if you could add that, that'd be great. So I believe your motion is to approve and authorize the city manager and city attorney to negotiate and execute a contract award with all Berg advisors. That includes all the feedback tonight, right? That includes consideration of the feedback tonight. Is that, that's right. I just want to make sure that. That is our intention. I don't know what council member Bono was referring to when I'm looking at P1. It doesn't. On page eight, it says focus groups. Oh, page eight. Okay. So I would like the seniors and elderly would be considered as a focus group because they're a large group of the community and needy. Thank you. Thank you. Just a point for clarification. The review of the entire city budget was not a scope of the RFP. No. So it will not be a deliverable. No. No, we're not including the review of the entire budget. Also, I might. But we would, I think what I'm talking about is that there was a lot of, I think, helpful feedback on different ways and inclusion in terms of language, small group meetings, including seniors, things like that. So working with them to make sure that the community engagement is robust and gets to all the corners of the community that we can. That is reasonable. Of course, we don't, we can't, you know. So we'll, we'll work with the clerk's office to look at, to receive the notes from this discussion. And that will help inform the next steps with the RFP negotiations for the scope of work, which will come back to the council for approval. With that, I would like to second this item. Council member Brown. No. Council member Bono. Yes. Council member Jimenez. Yes. Council member Wilson. Yes. Vice mayor Robinson. Yes. Council members of Pader. Yes. And mayor Martinez. I would love to see the whole budget looked at this way. No. The motion passes with council member Brown and mayor Martinez voting no. Mayor. Mayor, I would like to propose that the, I don't, I don't think we are going to have time to discuss it tonight. And if we can move it to the next agenda and be the first one, I would really appreciate that. Will that be okay? Yes. Okay. Thank you. So item Q5 is continued to May 5th. May 5th? May 5th. And it will be the first agenda item to discuss. Thank you. Okay. Our next item is item Q4. And that item. Hold on one second, please. Is to direct staff to work with Pullman Neighborhood Council to explore acquisition of parcel number APN 513-025 -001-1 comprising a vacant lot at South 27th Street and Florida Avenue to evaluate feasibility, funding opportunities, and development pathways to establish and develop a neighborhood park that serves Pullman families and to return to the City Council with recommendations and a proposed timeline within 90 days. We have five in-person speakers. If there's anyone joining us online that would like to address the Council on this item, please raise your hand at this time. If I could, Mr. Mayor, can I speak on this item? Yes. Got the item from your camp. Yeah, please. Great. So I'm really excited to bring forward this item. Pullman Neighborhood Council is one of the councils in my district. You know, I meet with them regularly, have for a long time, and one of the issues that their beautification committee has been dealing with for over 20 years. Let me say that again. For over 20 years is wanting a park for the kids that live in this neighborhood because there is no park. Not only is there no park for a neighborhood that has 9,000 residents, 25% of them are under the age of 18, but this neighborhood is bound by three very dangerous roads. Cutting Boulevard moves very fast. Carlson Boulevard, one of the most dangerous roads that we have in Richmond, most fatalities. And then the BART tracks on their northern side. And then 37th Street, which is also a pretty fast street. People drive pretty fast. So it's locked in. So if any kid wanted to walk to any of the closest parks, which would be Borman Park, which is over Carlson and over the railway tracks, again, where many people get killed on that railway track, and that park is actually closed right now because it's being reconstructed, they would have to venture across very, very dangerous roads to get there. The other park is nickel park. The other park is nickel park. They would have to go all the way down to the overpass at many, many blocks down. You know, something that's not super safe for a child or walk all the way around the BART tracks and up, you know, up the road, like over a mile to get to a park. Or across 37th Street again, which is a very fast street, and it's on the edge of the community. This has been something that has been a need for a really long time. It's one of those things that not having a district representative and the city council has made it so that no one was to speak. No one was here before to speak for this lack of park space , to speak for the community and advocate for it. So I feel really honored to be able to bring this forward and to request tonight that we just look into this. So this particular parcel, the way I first actually came to know about this parcel is because I was getting lots of calls because there are many, many incidents of people who are unhoused living in this parcel, around this parcel, parking, having lots of human waste packed on the sidewalk around this parcel. This parcel has been just a sore spot in the community for a very, very long time. It's been a hard story. We've had to work with lots of people to try to find them other housing at this particular location. So not only do they not have a park, not only do they have one of the densest populations of young people, people under 18, not only are they barred in by very dangerous roads. So in order to get to any other park, they have to take their lives into their own hands. But the place that they have that's very open, it's actually two parcels, has been plagued by dumping by all kinds of other activities that have just really just plag ued the neighborhood. And the solution that Miss Naomi has been bringing forward for over 20 years is we should make it into a park. So I took some time and I found the parcel and the parcel numbers and I shared that with the city and came to a point where in order to look any further into what steps might even be possible, we need council support in order to do anything else. So I want to make it clear tonight that I'm not asking for the allocation of any funds to make any acquisitions. I'm not asking for the allocation of any funds to build any parks. What I'm asking for is the first step to consider this location and to examine what it would take to make this a city park so we can understand what the steps might be and what staff might recommend in order to move this project forward over time. That's what I'm asking for tonight. Asking for a pathway forward, what that pathway might look like. And that in order whether or not we would actually move forward on that pathway would be a decision of this council that would happen at a later date. So I wanted to just say all of that and then move on to public comment. Do we have any public speakers? Yes, we do. We have five in-person speakers. Speakers are Cordell Hendler, Clarita Griffin, Mary Stewart , Jonas Julen, and Naomi Williams. So good evening, Mayor Martinez, council. For the record, I am Cordell Hendler and I'm a member of the Park Plaza neighborhood council. And thank you, Vice Mayor Robinson, for bringing this item forward. It's been over 20 years. I pass through that parcel on a regular basis and it's like it needs a park because there are a lot of school children that would be perfect to go to these parks. So I would say move this item so we can open up a clear pathway, as I like to put it, open up a clear pathway. So with that, I'll yield my time to the next person. Clarita Griffin. Thank you. Good evening, Mayor Martinez and council. Thank you for moving this agenda item. Thank you, Vice Mayor Doria Robinson and Claudia Jimenez, councilperson Claudia Jimenez, in sponsoring this agenda item. I'm Clarita Marie Griffin, vice president of the Pullman Neighborhood Council. I'll begin with, did you know predominantly white neighborhoods have 44% more park acreage per person than neighborhoods of color? Did you know low income neighborhoods average 42% less park space per person compared to high income neighborhoods? And this is why we are here. Because Pullman neighborhood falls in both categories. We are grateful to stand by our Pullman Neighborhood Council president, Ms. Naomi Williams. Who has been advocating for decades that Pullman neighborhood needs a park. We are a diverse community of blue collar, low income, and essential workers of all ages. And Doria, you were spot on with the synopsis of the obstacles that children have faced for decades in being able to have fair access to the park. A recent study showed urban parks are essential for public health, from physical, mindfulness, nature, appreciation, social, and cultural. We ask to do the right thing and vote in favor of creating a park in Pullman neighborhood in the name of fair and equity for all. Thank you. Thank you. Mary Stewart. Hello, council and mayor. I have been, I'm a member of the Pullman Neighborhood Council, former officer, but now not so much. Since I bought my house 24 years ago, I have watched the number of children in the street expand exponentially, and it's many, many, many more. They're playing ball in the street on my block, and there's a lot of traffic. Now, there is the closest park, but as the crow flies, is nickel , but you have to go up these steep stairs, you have to walk through these steep stairs, go over the tracks and down the other side. It's suboptimal at best, and I saw the lot that we were talking about before. It seems like that's more in the heart of where we live, so you don't have to walk a mile to go to a park. There's way too many kids out on the street. It's heck, it's heck of dangerous. Anyway, I think it would be better for them to have a park that they can walk to that's not so far away, instead of playing soccer in the street. Thank you for your time. Our next speaker is Jonas Julen, and our last in-person speaker will be Naomi Williams. Jonas Julen: Hello, counsel. Jonas Julen, Pullman Neighbor hood Council. It's not a secret. The U.S. has some of the worst health outcomes for the amount of money that we spend. Pre ventable diseases in the U.S. are the worst they've ever been. Mental health and suicides are crisis levels. I'm not suggesting that this one park is going to solve all of our problems, but we know that human beings need access to the outside. Even a newborn baby will not develop certain metabolic functions without exposure to sun and fresh air. So it's medicine. Kaiser and other providers are prescribing time for outdoors. Saturday was a fantastic park prescription day. Who went to that? Anybody? Anybody go? Sweet. Yeah. It was amazing. And we know it. So let's help reduce the swiping in Pullman. Let's help reduce screen time in Pullman. My niece and nephew call themselves screen-agers. Not teenagers. Screen-agers. Let's help reduce the screen time and the de-skilling of our kids. We don't know what this park is going to be yet. We have no idea. But let's encourage kids to play catch, kick a ball, chase butterflies, lay in the grass, have a picnic, watch the clouds, watch the sunset, look at stars, blow bubbles, fly a kite, grow veggies, swing on a swing, slide on a slide, climb a structure, throw a frisbee, play tag, roller skate, skip, whatever. Let's help parents reduce the screen time. It's not that they don't want their kids to be on the screen, but they don't have options. As we talked about, there's nowhere for kids to go. In our neighborhood. Unless they want to risk their life. There's really only one green space left in the neighborhood. It's kind of a no brainer. You could say we need development. What would New York be without Central Park? What would San Francisco be without Golden Gate Park? It helps property values and it will make the neighborhood more livable. Nickel Parks Awesome, Marina Bay Parks Awesome, Pogo Parks Awesome. Let's add Pullman Neighborhood Park. Your time has expired. Medicine Cabinet. Thank you. Our last speaker is Naomi Williams. Good evening everyone. Can you hear me? Yeah. Come a little closer. What about us? Oh, boy. Can you be here? There you go. Okay, that's good. That's even much better. I can hear it, too. Okay. The park is very important to us. As members of the community and the rest of Richmond, it's a community park, but it's for Pullman. I have been begging for a park for over 20 years, as Dora said, and I haven't gotten any help from anyone. So now I'm glad that we are at least living on the south side. You know what that part is. That's where they want to throw everything they don't want. And things that they do want to put it on the other side. North, east, west, but not south. So now, this park is very important to us. And so, this is the members of the members of the members of the Pullman neighborhood. We have meetings once every other month. We changed the meeting days. So last election time was in February. That was our first meeting. That was our first meeting for the year. And we had an election. And I'm now, no, I was the only president in Pullman. But now I have a helper. So we have a co-president, which makes sense, since I'm of age, to retire. And that's what I think I'll do pretty soon . Because not only of age, it's just that there's so much work for us to do. I hate to cut you off, but your time is expired. Pardon me? I hate to cut you off. Your time is expired. Wait a minute. I hated to do that. I don't get to stand up here. But once every month, blue moon. Now purple moon. But now we have help. You know what? We will come to Pullman and listen to you. You won't? You won't? I will. What do you mean? This is business. Yeah, we can do business there. Oh, okay. I have help all over. I've been in different positions. And I've had awards for all of them. But this one, I don't know what we will do. How you will do as city council. And we'll be very thankful . Mrs. Williams, I can assure you that you have 100% behind you on this council. Thank you. Oh. Not up there, but behind us. I'm sorry. Okay. According to the mayor. That's right. I made a seven vote count. I need a seven count vote. Okay. I have help all over the city. I go all over the city. I might be the president of the Pullman, but I'm in every, almost every neighborhood. I have a lot of room to move around. But now, because of my not so fast walker, I have to take my time. So. Thank you. Thank you. And I would like to thank some of my family for coming. Did you, were you going to say something else to interrupt me on my time? No, it's past your time. Oh, okay. You know what? I'm going to make you stay late so we can do our selfie. Pardon me? I'm going to make you stay late so we can do our selfie. Wait a minute. Hold it. I'm going to stay late anyway. Okay. Well then. Okay. I know most of you guys up there on the podium. And you've been very helpful to us. You have agreed and disagreed with some of the things we say. But this is for the community. So therefore, you need to be able to do our community. You need to take a second vote or the third vote to change something on that sheet that you guys always agree on and disagree with each other. Maybe to say, okay, let's do this for the neighborhood. Okay. Okay. Thank you. So satisfied. That was our last speaker. Yes. Thank you very much. And Naomi, we love you. He said we love you. Next speaker. That's it. That's it. That's it. Okay. I want to say that we have a lot of business to take care of. And I know that all of us could wax endlessly on how wonderful Naomi Williams is. And on how much of the I WANT TO SAY THAT WE HAVE A LOT OF BUSINESS TO TAKE CARE OF. AND I KNOW THAT ALL OF US COULD WRAX ENDLESSLY ON HOW W ONDERFUL NAOMI WILLIAMS IS AND HOW MUCH THIS PULMAN DISTRICT NEEDS A PART. BUT I WOULD LIKE TO BE THE ONLY ONE TO THEIR PULMAN DISTRICT. I WOULD LIKE TO MAKE A MOTION TO APPROVE. I JUST HAVE A QU ICK QUESTION. MR. MAYOR IF I MAY. HAS THIS BEEN ITEMED BECAU SE MS. DORIENSON ROBINSON. VICE MAYOR. YEAH. VICE MAYOR ROBINSON IS THE LIAISON TO THE PARKS AND R ECREATION. HAS THIS ITEM BEEN TO THE PARKS AND RECREATION AND SUGGESTED BY THEM OR NOT? OVERALL I THINK IT'S AN EXC ELLENT ITEM. WE SHOULD HAVE MORE PROPERTIES PURCHASED BY THE CITY TURNED INTO PARKS. OF COURSE. EXCELLENT IDEA. BUT JUST A QUESTION OF TECHNICAL ITY. I WOULD LOVE TO GET A RECOMMENDATION FOR THE PATHWAY FORWARD FOR THIS PROJECT BEING CONSIDERED BY THE CITY. AND A PART OF THAT RECOMMENDATION WOULD BE YOU KNOW WHAT'S THE PATHWAY. WHO WE NEED TO BRING IT TO. WHAT WE'RE ASKING FOR IS FOR THE CITY STAFF TO RECOMMEND A PATHWAY FORWARD. AND THAT WOULD INCLUDE WHO WE WOULD NEED TO BRING IT IN FR ONT OF. WHAT IS WHAT ARE THE STEPS? AND RECOMMENDATIONS CAN COME FROM EITHER SIDE. THEY CAN COME FROM THE PARKS AND REC COMMISSION OR THEY CAN COME FROM THE COUNCIL. YEAH. SURE. I WAS JUST WANTED TO CLARIFY BECAUSE THAT'S WHAT YOU KNOW SHE USUALLY RECOMMENTS. YEAH. I MAKE A MOTION THAT YOU PASS THE SIDE. I MADE A MOT ION. I NEED A SECOND. I'M GOING TO SECOND THE MOTION. OKAY. HAVE A QUESTION? ALL RIGHT. THANK YOU. I'LL START OFF. MS. NAOMI, YOU'RE STANDING THERE STILL. YOU MENTIONED YOU HAVE A SLOW WALKER. I THINK YOU NEED A FASTER WALKER. SOMEBODY'S GOT TO KEEP UP WITH YOU. THERE WE GO. WE'RE GOING TO HAVE TO WORK ON ONE OF THOSE. THE ELECTRIC GLIDE. YEAH. BUT I WANT TO THANK THE VICE MAYOR BECAUSE MS. NAOMI, AS LONG AS I HAVE KNOWN YOU, WE HAVE ALWAYS TALKED ABOUT THAT PARTICULAR LOCATION. AND IT HAS BEEN SOMETHING THAT HAS -- I KNOW YOU HAVE TALK ED TO EVERY CANDIDATE THAT HAS EVER COME TO PULMAN. AND IT'S NOT UNTIL WE HAD DISTRICT ELECTIONS THAT WE HEAR YOU MORE, UNFORTUNATELY. BUT UNFORTUNATELY, WHEN WE WERE AT LARGE, NOBODY CARED OR SEEMED TO CARE ENOUGH TO DO SOMETHING. AND EVERYONE KNOWS -- I'M A BIG PROPONENT OF DISTRICT ELEC TIONS. AND, AGAIN, THIS IS A PERFECT EXAMPLE OF THE REASON WHY. BECAUSE WE HAVE TO GO INTO EVERY SINGLE CORNER OF OUR DISTR ICTS AND REALLY MAKING SURE THAT WE'RE UPLIFTING EVERYONE TO GETHER. SO THIS IS A REALLY GREAT PROJECT. I LOOK TO SEE WHAT ELSE WE MIGHT BE ABLE TO DO WITH THIS AREA AND OTHER AREAS AROUND PULMAN. YOU NEED A LOT OF HELP THERE AND A LOT OF RESOURCES. SO THANK YOU FOR CONTINUING TO BE AN ADVOCATE FOR YOUR COMM UNITY. EVEN WHEN IT SEEMED TO HAVE GONE TO DEAF EARS, YOU CONTINU ED. AND SO THANK YOU FOR THAT AND THANK YOU FOR BEING HERE TON IGHT AS WELL. SO THANK YOU. WHAT WAS YOUR QUESTION? YOU SAID YOU HAD A QUESTION. AND SHE'S GOING TO GET A SLOW WALKER OR A FAST WALKER. OH, MY GOD. E-5, E-5. OK. COUNCILMEMBER WILSON. YES. SO I WANT TO START OFF BY SAYING I ALSO WANT TO HAVE A PARK IN PULMAN PARK. AND I THINK BOTH COUNCILMEMBER ROBINSON AND THE COMMUNITY HAVE MADE AN INCREDIBLE PRESENTATION OF EXACTLY WHY THERE'S AN OPPORTUNITY HERE AND THEN THAT THERE'S A NEED. BUT SORT OF BUILDING ON THE IDEA OF MEETING RECOMMENDATIONS FROM THE STAFF IN TERMS OF PATHS IS THAT I DO HAVE A CONCERN THAT THERE MIGHT BE OTHER PARTS . YOU KNOW, IF YOU LOOK AT THE PARK MASTER PLAN, THERE'S A T RIANGLE IN THE CENTER OF THE CITY BASICALLY BEING BETWEEN THE TWO HIGHWAYS THAT'S BEEN IDENTIFIED AS PARK DEFICIENT. AND THE RECOMMENDATION IS IS THAT, YOU KNOW, AND I KNOW THIS IS A DOCUMENT THAT'S 10 YEARS OLD AND NOT MUCH PROGRESS HAS BEEN MADE, BUT IT DOES LAY OUT THE RECOMMENDATION THAT WE LOOK AT THIS WHOLE SORT OF CORID OR -- IT'S KIND OF THE CENTRAL CORIDOR OF THE CITY, WHICH IS PARK DEFICIENT -- AND FIND WAYS TO OBTAIN SURPLUS LAND IN ORDER TO CREATE NEW PARKS. AND IT TALKS ABOUT DOING AN INVENTORY. AND SO I'M NOT LOOKING FOR WAYS TO SLOW DOWN THE DEVELOPM ENT OF A PARK AT PULMAN PARK, BUT I WOULD SORT OF LIKE TO YES AND THIS AND SAY IS THERE A WAY THAT WE CAN USE THE ENERGY -- AND I DON'T KNOW IF THIS IS A BUDGET CONVERSATION, BUT I'D LIKE TO SORT OF LEAST START IT OFF HERE -- IS THAT, YES, WE SHOULD HAVE A NEW PARK OR WE SHOULD EXPL ORE WHETHER WE CAN HAVE A NEW PARK IN PULMAN, BUT CAN WE ALSO START A PROCESS THAT EXPLORES TO SEE IF THERE'S OTHER OPPORTUNITIES? AND I REALIZE, LIKE FROM THE LITTLE I'VE LEARNED ABOUT IT, THERE MIGHT NOT BE -- LIKE THERE'S PLACES WHICH NEED PARKS BUT DON'T HAVE THE OPPORTUNITY WITH THE VACANT LAND. AND I JUST WOULD LIKE TO HAVE A LITTLE BIT OF STAFF ATTEN TION TOWARDS LOOKING AT, YOU KNOW, YOU KNOW, THE VARIOUS PARTS OF THAT CENTER OF THE CITY THAT MIGHT ALSO HAVE SIMILAR PROBLEMS AND MAYBE AN OPPORTUNITY. SO I GUESS WHAT I'M ASKING FOR IS WITH THAT, LIKE, IS THERE A WAY FOR ME TO, LIKE, ADDRESS MY CONCERNING BUDGET SEASON? OR WHAT'S A PATH HERE THAT I CAN FOLLOW? I THINK IT WOULD BE HELPFUL FOR THE -- FOR COUNCIL TO BRING THAT UP. WE -- WHEN WE PRESENT THE BUDGET, WE ALWAYS ASK THE COUNCIL , WE ESSENTIALLY DEVELOP A CHECKLIST, AND THEN WE AGGREGATE THOSE ITEMS OVER THE SERIES OF MEET INGS, AND THEN WE TRY TO FIGURE OUT HOW TO BALANCE THEM AND FOLD THEM INTO THE BUDGET. AND THERE'S ALSO AN EXISTING LIST. AND MAYBE COUNCILMEMBER ROBINSON WOULD WANT TO SPEAK TO THAT. I THINK THAT OUR PARKS AND LANDSCAPING TEAM, DARCY IN PART ICULAR, IS VERY INTERESTED IN UPDATING THE PARKS MASTER PLAN . AND A PART OF THAT COULD BE, SHOULD BE, IDENTIFYING OPPORT UNITIES FOR NEW PARKS AND DEFINING WHAT PARKS WOULD BE A P ART OF OUR SYSTEM OF PARKS. I THINK THAT WE'RE GETTING TO THE POINT WHERE WE CAN GET THERE, BUT WE HAD A LOT OF STAFFING AND OTHER ISSUES WITHIN THE DEPARTMENT TO DEAL WITH BEFORE WE TAKE ON AN UPDATE OF THE MASTER PLAN. BUT AS YOU SAY, IN THE MASTER PLAN IT ALREADY CALLS FOR WHAT I'M ASKING FOR US TO START EXPLORING TONIGHT. AND THEN, YOU KNOW, IF WE BRING THE PARKS MASTER PLAN FORW ARD ON THE SCHEDULE THAT WORKS FOR STAFF, AND INCLUDE IN THAT WHAT YOU'RE TALKING ABOUT, I THINK THAT WE CAN GET YOUR ANSWER AS WELL. SO. COUNCILMEMBER GIMENES? THANK YOU. I'M REALLY EXCITED ABOUT CO-SPONSORING THIS. THANK YOU, DORIA. WHEN SHE CALLED ME AND SAID, WILL YOU CO-SPONSOR? AND I SAID YES. I WAS SAYING, BUT ARE WE GOING TO JUMP THE LINE? AND SHE WAS LIKE, NO, THIS IS A PROCESS. SO I THINK WHAT I WANT IS THAT PROCESS. AND I THINK WHAT I ALSO AGREE WITH COUNCILMEMBER WILSON THAT THERE IS -- I'M GLAD THAT WE ARE BRINGING THIS TONIGHT, BECAUSE IT STARTED TO OPEN THAT CONVERSATION BECAU SE A LOT OF THIS TRIANGLE IS IN THE CENTRAL AREA, DISTRICT ONE, DISTRICT THREE, PART OF SOUTH SIDE, DISTRICT FIVE. AND SO IT'S ALL THESE COMMUNITIES THAT ALSO DON'T HAVE EN OUGH GREEN SPACE OR PARKS TO DO THAT. SO I THINK THAT IS SOMETHING THAT WITH THIS FIRST STEP, I AM HOPING THAT WE WILL BE ABLE TO CONTINUE TO ADVOCATE FOR THESE OPPORTUNITIES. AND I HOPE THAT COUNCILMEMBER ROBINSON CHAMPIONED THAT AS W ELL WITH -- IN COLLABORATION WITH COUNCILMEMBER WILSON SO WE CAN HAVE THIS PROCESS SO OTHER COMMUNITIES LIKE PULLEMAN GET INTO THE CONDITIONS TO REALLY START HAVING ADEQUATE SPACES FOR RECRE ATION. SO THANK YOU. ANYONE ELSE? NO? WELL, I GUESS I'LL GET INTO THE FLOW OF THINGS. I WAS REALLY HOPING THAT WE COULD JUST VOTE ON THIS. I THINK THE IDEAS THAT'S COME UP ARE IDEAS THAT WE NEED TO CONSIDER. I JUST -- I'VE BEEN BY THAT MANY TIMES. I'VE BEEN THERE WHEN THERE WAS TRASH. I'VE BEEN THERE WHEN THERE WERE HOMELESS PEOPLE ENCAMPED IN THEIR CARS AROUND THE STREET. I'VE HELPED TO MOVE THOSE CARS AND CLEAN UP THE TRASH. I'VE BEEN THERE WHEN I WAS ABLE TO DO THAT. I'VE BEEN THERE WHEN I WAS ABLE TO DO THAT. I'VE BEEN THERE WHEN I WAS ABLE TO DO THAT. I'VE BEEN THERE WHEN I WAS ABLE TO DO THAT. 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THE PORT HAD COMPLETED AN RFP WITH THE FOLLOWING WORK DIREC TIVE: COMPLETE AN EXISTING CONDITIONS ASSESSMENT, COMPLETE COST ANALYSIS AND VALUE ENGINEERING TO IDENTIFY THE MOST COST-EFFECTIVE RELOCATION AND WHARF CONSTRUCTION OPTION, COMPLETE A PERMITTING PATHWAY ANALYSIS, AND COMPLETE PRELIMINARY ENGINEERING TO THE 15% DESIGN LE VEL TO SUPPORT PREPARATION OF A CEQA COMPLIANCE APPLICATION. IN CLOSING THE FEBRUARY 3RD PRESENTATION, MAYOR MARTINEZ HAD SEVERAL QUESTIONS REGARDING THE NATIONAL PARK SERVICE ROLE AND RESPONSIBILITY OVER THE SHIP AND OVER SHIPYARD NUM BER THREE. THE MAYOR HAD MADE A MOTION THAT WE RETURN WITH NPS REPRESENTATIVES TO DISCUSS THEIR AUTHORITY OVER THE SHIP AND THE HISTORIC ASSETS IN SHIPYARD NUMBER THREE. AND SO THE QUESTIONS WERE HOW MUCH RESPONSIBILITY AND AUTH ORITY DOES NPS HAVE, AND DO THE PORT AND CITY HAVE AUTHORITY TO MAKE DECISIONS ON MOVING THE SHIP FORWARD. SO OUR PARTNERS HERE FROM NATIONAL PARK SERVICE WILL PRES ENT INFORMATION ON THEIR POSITIONING AND THE HISTORY OF THEIR ENGAGEMENT WITHIN SHIP YARD NUMBER THREE OR POINT PATRERO MORINE TERMINAL. I'LL JUST REITERATE THAT WE ACKNOWLEDGE THAT THE FUNDING IS NOT ON THE TABLE TO BUILD THIS FACILITY. WE'RE IN EXPLORATORY STAGE REGARDING WHAT THE COST, THE CO ST AND CONSIDERATIONS WOULD BE. THE STUDY BY LIFTEC WILL GIVE A CLEAR PICTURE TO THE PARTI ES INVOLVED REGARDING THOSE COSTS AND THE EFFORT NEEDED. AND ONE FINAL COMMENT BEFORE I HAND IT OVER IS THE PORT EN TERPRISE, THIS IS A PORT ENTERPRISE FUND PROJECT. IT'S NOT A GENERAL FUND PROJECT. SO AS SOON AS WE GET THE PRESENTATION UP, WE CAN, WE'LL GET STARTED. I'M GOING TO GET A LITTLE DIFFICULT. BOTH OF OUR COMPUTERS ARE NOT BRINGING UP THE POWERFUL. IT LOOKS LIKE I CAN'T RID UP ANYTHING FROM THESE COMPUTERS FOR SOME REASON. I CAN'T BRING UP TWO, TWO. DOES THIS GO FROM HERE TO THE OTHER PANELS? THAT LOOKS LIKE IT. I'M GOING TO GET A LITTLE DIFFICULT. GOOD EVENING, MAYOR MARTINEZ AND MEMBERS OF THE COUNCIL. THANK YOU FOR THE OPPORTUNITY HERE TONIGHT. AS MR. GARAGE SAID, I'M ELANE JACKSON ROTONDO, ACTING SUPER INTENDENT OF ROSIE THE RIVERTER, WORLD WAR II HOMEFRONT NATIONAL STORIC PARK. I'M HERE TO PROVIDE SOME BACKGROUND ON OUR PARTNERSHIP, HOW IT WAS ESTABLISHED, HOW IT WORKS, AND WHERE WE GO FROM HERE TOGETHER. WITH AN EMPHASIS ON QUESTIONS CURRENTLY BEFORE THE COUNCIL REGARDING ROLES AND RESPONSIBILITIES FOR HISTORIC SHIPYARD NUMBER THREE AND THE SS REDOAK VICTOR Y. ALSO JOINING ME, AS MR. GARAGE SAID, IS ISABELLE ZIEGLER, OUR LEAD FOR RESOURCE MANAGEMENT AND PLANNING. TONIGHT WE WILL ADDRESS FIVE QUESTIONS THAT CAME FROM CON VERSATIONS WITH PORT STAFF AND REFLECT AREAS WHERE SOME CLARITY WOULD BE HELPFUL. WE'LL COVER HOW THE PARK WAS ESTABLISHED, THE BENEFITS IT PROVIDES, WHAT THE GENERAL MANAGEMENT PLAN DIRECTS, NPS'S PREFERENCE REGARDING THE REDOAK VICTORY 'S LOCATION, AND WHO IS RESPONSIBLE FOR WHAT. OUR GOAL IS TO GIVE YOU THE FOUNDATION YOU NEED AS YOU CONS IDER FUTURE DECISIONS ABOUT THE HISTORIC ASSETS UNDER YOUR STEWARDSHIP. LET'S GET STARTED WITH HOW WE GOT HERE. IN 1998, CONGRESS AUTHORIZED A FEASIBILITY STUDY THAT CONCL UDED RICHMOND'S WORLD WAR II RESOURCES ARE NATIONALLY SIGNIFICANT AND THAT, QUOTE, RICHMOND OFFERS THE BEST OPPORTUNITY FOR A CIVILIAN VERSUS A MILITARY HOMEFRONT SITE IN THE PACIFIC COAST STAT ES AND MAYBE THE MOST LOGICAL SITE NATIONALLY. THE STUDY SPECIFICALLY CITED RICHMOND'S CRITICAL MASS OF INTACT HISTORIC STRUCTURES, MOST OF WHICH WERE, QUOTE, IN PUBLIC OWNERSHIP AND ACCESSI BLE. AND THE STUDY EMPHASIZED THAT THE CITY OF RICHMOND IS VERY SUPPORTIVE OF THE POTENTIAL DESIGNATION OF A NATIONAL PARK SERVICE UNIT AND IS WILLING TO COMMIT TO A PARTNERSHIP WITH THE NATIONAL PARK SERVICE. TWO YEARS LATER, PRESIDENT CLINTON SIGNED PUBLIC LAW 106-35 2, ESTABLISHING THIS HISTORICAL PARK. I WANT TO HIGHLIGHT A FEW KEY PROVISIONS OF THE LAW BECAUSE THEY DEFINE THE NATURE OF OUR RELATIONSHIP. FIRST, THE STATUTE REQUIRES THAT THE GENERAL MANAGEMENT PL AN BE JOINTLY DEVELOPED AND APPROVED BY THE CITY. THIS IS A SHARED VISION. SECOND, NPS, NATIONAL PARK SERVICE , IS AUTHORIZED TO ENTER INTO COOPERATIVE AGREEMENTS FOR INTERPRETATION AND TECHNICAL ASSISTANCE. THAT IS OUR CORE ROLE. THE LEGISLATION ALSO AUTHORIZES THE ACQUISITION OF CERTAIN HISTORIC PROPERTIES FROM WILLING S ELLERS. BUT, AND THIRDLY, THE STATUTE PROHIBITS NATIONAL PARK SERV ICE FROM SPENDING APPROPRIATED FUNDS ON THE STATUTE. THE STATUTE IS NOT IN THE STATUTE. THE STATUTE IS NOT IN THE STATUTE. THE STATUTE IS NOT IN THE STATUTE. THE STATUTE IS NOT FEASI BLE FOR THE NATIONAL PARK SERVICE TO ACQUIRE, MANAGE AND OR RETAIN THE MASSIVE SHARES. THE STATUTE IS NOT FEASIBLE FOR THE NATIONAL PARK SERVICE TO ACQUIRE, MANAGE AND OR RETAIN THE MASSIVE SHARES. THE STATUTE IS NOT IN THE STATUTE ITSELF. THE FEASIBILITY STUDY MADE IT CLEAR THAT, QUOTE, IT IS NOT FEASIBLE FOR THE NATIONAL PARK SERVICE TO ACQUIRE, MANAGE AND OR RETAIN THE MASSIVE STRUCTURES, NOR THE OPEN SPACES, PARKS, TRAILS, AND MEMORIALS. THE ENTIRE PARK MODEL REST ON THE PREMISE THAT, QUOTE, A P ARTNERSHIP BETWEEN THE NATIONAL PARK SERVICE AND THE CITY OF RICHMOND AND PRIVATE DEVELOPERS CAN PRESERVE THE AREA TO SU PPORT THIS DESIGNATION AS A NATIONAL HISTORICAL PARK. BEFORE THE PARK WAS EVEN ESTABLISHED, RICHMOND HAD TAKEN AC TION. IN 1997, THIS COUNCIL AUTHORIZED PURSUIT OF NATIONAL REGIS TER AND CALIFORNIA LANDMARK STATUS FOR SHIPYARD NUMBER THREE . BY 2000, SHIPYARD NUMBER THREE WAS LISTED ON THE NATIONAL REGISTER AS A HISTORIC DISTRICT, WAS DESIGNATED CALIFORNIA HISTORICAL LANDMARK 1032, AND INCORPORATED AS A CORE RESOURCE OF THE NEW NATIONAL H ISTORICAL PARK. THESE DESIGNATIONS REFLECT RICHMOND'S LEADERSHIP IN ACHIEV ING HISTORIC PRESERVATION GOALS. OVER MORE THAN 25 YEARS, THE COUNCIL HAS PASSED A SERIES OF RESOLUTIONS REINFORCING THE CITY'S COMMITMENT TO THE PARK AND TO HISTORIC PRESERVATION. I WON'T READ ALL OF THESE, BUT I WANT TO HIGHLIGHT A FEW. RESOLUTIONS 46A-00 AND 64-00 DIRECTED THAT SHIPYARD NUMBER THREE DEVELOPMENT BE COMPATIBLE WITH PRESERVATION AND PUBL IC ACCESS. RESOLUTION 100-07 DIRECTED THE CITY MANAGER TO PURSUE ADAP TIVE REUSE OF THE HISTORIC BUILDINGS CONSISTENT WITH THE GMP AND CITED THE CITY'S OBLIGATION TO PREVENT DEMOLITION BY NE GLECT UNDER MINUSIPAL CODE 6.02. AND MOST RECENTLY RESOLUTION 73-19 APPROVED OUR MOST RECENT COOPERATIVE AGREEMENT COOPERATIVE MANAGEMENT AGREEMENT WH ICH IS DUE FOR RENEWAL. THE CITY'S GENERAL PLAN 2030 GOES EVEN FURTHER. ELEMENT 15 COMMITS THE CITY TO FULL DEVELOPMENT OF THE NAT IONAL HISTORICAL PARK AND DESIGNATES SHIPYARD NUMBER THREE AS A CATALYTIC PROJECT. THIS IS A REMARKABLE RECORD OF SUSTAINED COMMITMENT. SO WHAT HAS THAT COMMITMENT PRODUCED? NATIONAL PARKS ARE ECONOMIC ENGINES. VISITORS SPEND MONEY AT LOCAL BUSINESSES, RESTAURANTS, HOTELS AND RETAIL. OUR MOST RECENT DATA SHOWS $3.3 MILLION IN ECONOMIC OUTPUT IN THE LOCAL GATEWAY OF COMMUNITY. THAT'S THE COMBINED DIRECT AND SECONDARY EFFECTS OF PARK VISITATION. BY THE NUMBERS, NATIONAL PARK STATUS HELPS MAKE RICHMOND A DESTINATION. IT ATTRACTS INVESTMENT, SUPPORTS ADAPTIVE REUSE PROJECTS AND CREATES JOBS IN TOURISM AND HOSPITALITY. BUT THIS ISN'T JUST ABOUT ECONOMICS. SHIPYARD NUMBER THREE IS THE ONLY SURVIVING KISER SHIPYARD THAT RETAINS -- THAT REMAINS INTACT. THE OTHER ONES HERE AND IN OREGON AND WASHINGTON WERE EITH ER DEMOLISHED, LIQUIDATED, OR CONVERTED TO MODERN INDUSTRIAL USES. SO RICHMOND OWNS THE ONLY ONE WHERE YOU CAN STILL SEE THE BUILDINGS, BASINS, AND INFRASTRUCTURE THAT TELL THE STORY OF WARTIME SHIP-BUILDING. IT'S A NATIONALLY SIGNIFICANT EMBODYMENT OF AMERICAN INDUST RIAL ACHIEVEMENT AND THE DIVERSE WORKFORCE THAT MADE IT POS SIBLE. AND IT, ALONG WITH OTHER WORLD WAR II-ERA BUILDINGS IN TOWN , IS WHY THE NATIONAL PARK WAS ESTABLISHED HERE. FOR RESIDENTS, THIS IS ABOUT IDENTITY, KNOWING THAT OUR C ITY PLAYED A PIVOTAL ROLE IN ONE OF THE DEFINING CHAPTERS IN AMERICAN HISTORY. ISABELLE WANEL TALK ABOUT THE GENERAL MANAGEMENT PLAN, OUR SHARED VISION, AND WHAT IT ACTUALLY DIRECTS. IN 2009, THE NATIONAL PARK SERVICE -- THE NATIONAL PARK SER VICE AND THE CITY JOINTLY ADOPTED ALTERNATIVE B OF THE GENER AL MANAGEMENT PLAN. THIS COUNCIL CONCURRED THROUGH RESOLUTION 25-09. ALTERNATIVE B DEFINES SHIPYARD NUMBER 3 AS A HISTORIC ENGAG EMENT AREA, A PLACE WHERE VISITORS CAN EXPLORE WORLD WAR II SITES AND STRUCTURES TO EXPERIENCE THE SCALE AND COMPLEXITY OF THE HOMEFRONT STORY. THE PLAN DIRECTS THAT HISTORIC STRUCTURES BE MANAGED TO RET AIN THEIR WORLD WAR II-ERA APPEARANCE. SOME INTERIORS MAY BE REHABILITATED FOR INTERPRETATION, OTH ERS CONTINUE CONTEMPORARY USES, BALANCING BOTH PRESERVATION AND ECONOMIC USE. THE GMP SPECIFICALLY ADDRESSES THE RED OAK VICTORY. ALTERNATIVE B RETAINS THE SHIP AT ITS CURRENT LOCATION AND HIGHLIGHTS ITS ROLE IN CONVEYING THE SCALE AND SIGNIFICANCE OF WARTIME SHIP BUILDING. IMPORTANTLY, THE SHIP IS NOT A STAND-ALONE ARTIFACT. IT IS PART OF THE HISTORIC ENSEMBLE. THE VESSEL, THE BUILDINGS, THE BASINS, THE WORLD WAR II SH IP BUILDING, TOGETHER THEY CONVEY THE AUTHENTIC SETTING OF WORLD WAR II SHIP BUILDING. THAT'S WHAT MAKES THIS SITE SO POWERFUL. SEPARATED FROM CONTEXT, THE SHIP TELLS A SMALLER STORY. SO WHAT IS THE NATIONAL PARK'S POSITION ON THE SHIP'S LOC ATION? NPS HAS AN INTERPRETERTIVE PREFERENCE GROUNDED IN THE GMP AND THE CITY'S GENERAL MANAGEMENT PLAN FOR THE SHIP TO REMA IN AT SHIP YARD NUMBER THREE. THE RATIONALE IS STRAIGHTFORWARD. THE CURRENT LOCATION OF THE SHIP PROVIDES AUTHENTIC CONTEXT . VISITORS EXPERIENCE A REAL WORLD WAR II SHIP YARD SETTING, NOT A SHIP IN ISOLATION. WE REMAIN INTERESTED IN CONTINUED PURSUANT OF GENERAL PLAN POLICY, NP 1.2, WHICH CALLS FOR EXPANDING TRANSPORTATION OP TIONS AND PRIORITIZING ACCESS BY TRANSIT, BICYCLING AND WALK ING. BUT WE WANT TO BE CLEAR ABOUT OUR AUTHORITY. NPS CAN EXPRESS A PREFERENCE. WE CANNOT, HOWEVER, DIRECT PHYSICAL MANAGEMENT OR RELOC ATION. THAT AUTHORITY REST WITH THE CITY AND THE RICHMOND MUSEUM ASSOCIATION AS OWNERS. THANK YOU. WHICH BRINGS US TO THE CORE QUESTION THAT ELANE WILL ANSWER . WHO IS RESPONSIBLE FOR WHAT? THANKS, ISABELLE. HERE'S THE DIVISION OF RESPONSIBILITIES. THE CITY AND PORT OWN SHIP YARD NUMBER THREE ASSETS. THAT MEANS PRIMARY STEWARDSHIP RESPONSIBILITY REST WITH YOU . INCLUDING THE OBLIGATION UNDER MUNICIPAL CODE 6.02 TO PREV ENT DEMOLITION BY NEGLECT. ENSURING DEVELOPMENT IS COMPATIBLE WITH HISTORIC PRESERV ATION, MAINTAINING PUBLIC ACCESS, AND IMPLEMENTING THE GMP COMMITMENTS MADE THROUGH COUNCIL RESOLUTIONS. NPS PROVIDES INTERPRETATION AND EDUCATION, TECHNICAL ASSIST ANCE ON PRESERVATION, JOINT PLANNING WITHIN THE COOPERATIVE AGREEMENT FRAMEWORK, AND COLLABORATION ON GMP IMPLEMENTATION. WE ARE ALSO A CONSULTING PARTY WHEN FEDERAL UNDERTAKINGS A FFECT THE SITE. AND AGAIN, NPS MAY NOT SPEND APPROPRIATED FUNDS TO OPERATE, MAINTAIN, OR PRESERVE THE RET OF VICTORY. THAT IS STATUTORY. WE UNDERSTAND THAT YOU HAVE SPECIFIC QUESTIONS ABOUT SEC TION 106 OF THE NATIONAL STORIC PRESERVATION ACT, AND IN GENERAL, WE REFER YOU TO CITY STAFF WITH EXPERTISE AND RESPONSIBILITY IN THIS AREA, INCLUDING LEGAL COUNCIL, AS THEY WILL BE BEST SUITED TO HEL P YOU NAVIGATE THE CITY'S RESPONSIBILITIES AND MANAGEMENT OPTIONS WHEN SECTION 106 IS INVOLVED. BUT FOR A VERY BRIEF OVERVIEW, I WILL SAY THAT SECTION 106 APPLIES WHEN THERE IS A FEDERAL UNDERTAKING, SOMETHING FEDERALLY FUNDED, PERMITTED, LICENSED, OR NEEDS APPROVAL. WHEN IT APPLIES, THE FEDERAL AGENCY MUST IDENTIFY HISTORIC PROPERTIES, ASSESS EFFECTS, AND CONSULT WITH STAKEHOLDERS, WHICH WOULD INCLUDE THE NAT IONAL PARK SERVICE. BUT SECTION 106 DOES NOT GIVE NATIONAL PARK SERVICE REGUL ATORY AUTHORITY OVER CITY OWNED ASSETS. IT DOES NOT REQUIRE THE CITY TO SEEK NPS APPROVAL FOR NON-F EDERAL ACTIONS. LET ME CLOSE WITH THIS. FOR MORE THAN A QUARTER CENTURY, THE CITY OF RICHMOND AND THE NATIONAL PARK SERVICE HAVE BEEN PARTNERS IN PRESERVING THIS NATIONALLY SIGNIFICANT LANDSCAPE AND ENSUR ING THE PUBLIC CAN EXPERIENCE THE WORLD WAR II HOMEFRONT ST ORY. THAT PARTNERSHIP HAS BEEN BUILT ON SHARED COMMITMENTS, COMM ITMENTS MADE BY PRIOR COUNCILS AND HONORED BY SUBSEQUENT ON ES. PART OF THE CURRENT TASK IS TO EVALUATE FUTURE ACTIONS IN LIGHT OF THE PLANS AND AGREEMENTS WE'VE DEVELOPED IN THE F EDERAL ACTIONS. WE'VE DEVELOPED TOGETHER. WE WELCOME ADDITIONAL OPPORTUNITIES TO STRENGTHEN OUR PARTN ERSHIP, INCLUDING EXECUTING A NEW COOPERTIVE MANAGEMENT AGRE EMENT. THANK YOU. WE'RE HAPPY TO ANSWER QUESTIONS. THERE'S JUST A COUPLE ADDITIONAL SLIDES THAT I'LL COVER AS PART OF THE PRESENTATION. JUST TO RECAP SOME OF THE QUESTIONS. AT THE END OF THE DAY, CAN THE PORT MOVE THE SHIP WITHOUT THE RICHMOND MUSEUM ASSOCIATION'S CONSENT? YES, THE ANSWER IS THE PORT CAN DECIDE TO MOVE THE SHIP. AND TO RECAP IN THE CONTEXT OF THAT QUESTION, THERE'S THE P ORT THAT IS LOOKING AFTER THIS. THERE'S THE RICHMOND MUSEUM ASSOCIATION, WHO IS THE OWNER OF THE SHIP. AND WE'RE JOINED BY NATIONAL PARK SERVICE. BUT THAT WAS A QUESTION RELATED TO THE RICHMOND MUSEUM ASSO CIATION. THERE WAS ANOTHER QUESTION. "RMA WAS SUPPORTIVE OF THIS STUDY, BUT THEY WERE NOT SUPPOR TIVE OF MOVING THE SHIP." THAT WAS A QUESTION. AND IN DISCUSSION WITH RMA, SIMILAR TO THE PORT, THEY WANT TO UNDERSTAND THE COST AND EFFORT REQUIRED, PERMITS AND THE PERMITTING PATHWAY, AND HOW THE SITE WOULD BE DEVELOPED BEFORE MAKING THAT DECISION. SO I WOULDN'T SAY THAT RMA IS NOT SUPPORTIVE OF MOVING THE SHIP. THEY JUST HAVE NOT MADE A DECISION OR DETERMINATION. WHAT WOULD THE TIME FRAME LOOK LIKE TO MOVE THE SHIP? YOU KNOW, AT A HIGH LEVEL, WE ESTIMATE FIVE YEARS. THAT'S NOT FIVE YEARS FROM TODAY. THAT WOULD BE FIVE YEARS AFTER THE ANALYSIS DONE AND THE CO ST ESTIMENT IS DONE. AND THERE'S A DECISION, YOU KNOW, PROBABLY COLLECTIVELY, ABOUT THE MOVE OF THE SHIP. ONCE THOSE MILESTONES ARE MET, THEN IT WOULD PROBABLY BE A FIVE-PLUS YEAR PROJECT. THERE WAS ALSO A QUESTION JUST ABOUT THE COST-BENEFIT ANALY SIS. SO ONE COMMENT IS THE STUDY THAT WE WOULD UNDERTAKE WOULD REALLY GIVE US THE COST SIDE OF THE ANALYSIS. AND THAT'S WHAT WE'RE LOOKING FOR. THE RED OAK VICTORY CREW, WHO IS A SUBSET OF THE RICHMOND M USEUM ASSOCIATION, AND THE VOLUNTEERS THAT LOOK AFTER THE SH IP, PROVIDED THIS ESTIMATE. SO IN A NUTSHELL, THE CURRENT LOCATION, THROUGH THEIR REVEN UE GENERATING ACTIVITIES, THEY'RE GETTING ABOUT $150,000 A YEAR. THEIR FORECAST, IF THE SHIP WAS IN THE FORD POINT LOCATION, THEY WOULD GET UPWARDS OF CLOSE TO $1 MILLION A YEAR OR A MILLION OR MORE. AND THEN JUST AS REMINDER, THE COUNCIL REQUEST WAS TO APPRO VE A CONTRACT WITH LIFTEC CONSULTANTS IN THE AMOUNT OF $299, 797 FOR PLANNING AND PRELIMINARY DESIGN OF THE RELOCATION OF THE RED OAK FOR A TERM ENDING JUNE 30, 2027. I'LL PAUSE THERE. DO WE HAVE PUBLIC SPEAKERS? WE HAVE 12. WE HAVE 12 IN-PERSON SPEAKERS. WE DO NOT HAVE ANY ONLINE SPEAKERS. OKAY. SO WITH 12 SPEAKERS, THEY HAVE ONE MINUTE, BUT IF WE -- TWO MINUTES. OH, TWO MINUTES. OKAY. ALL RIGHT. OKAY. SPEAKERS ARE ROBERT BALL, GREG BLASQUEZ, MARK EPPERSON, MUR PHY CAR, FRED CLINK, TOM LYONS, CHARLIE MORAN, ASEEL MALONEY , MARK WASPER, CLIDIA CITRON, KIM ABBOTT, AND ALAN BURNS. PLEASE LIGHT UP BEHIND THE SPEAKER'S PODIUM. YOU'LL HAVE TWO MINUTES TO ADDRESS THE COUNCIL. ROBERT BALL. PRESS THE BUTTON. THERE YOU GO. SPEAKER THE MIKE. GOOD EVENING, MAYOR, COUNCILMAN. MY NAME IS ROBERT BALL. I'M A RESIDENT OF SAN RAFEL. I'VE BEEN A CREW MEMBER ON THE RED OAK VICTORY FOR 24 YEARS . I WORK IN THE ENGINE ROOM DOING MAINTENANCE AND REPAIR WORK . THE ARGUMENT FOR KEEPING THE RED OAK WHERE IT IS IS SOMEWH AT COMPELLING BUT IRRELEVANT. IN A FEW YEARS THE RED OAK WILL NOT BE IN THE CURRENT LOC ATION. IT WILL EITHER BE MOVED TO A PLACE WHERE IT HAS GREATER PU BLIC ACCESS, GREATER REVENUE, AND MORE OPPORTUNITY TO RECRUIT VOLUNTEERS, OR IT WILL BE H ALLED TO THE SCRAP YARD. RIGHT NOW IN OUR CURRENT LOCATION, WITH OUR FUNDING AND PER SONNEL, WE'RE ON A TRAJECTORY TO FAILURE. PLEASE VOTE FOR THIS STUDY. THANK YOU. GREG BELASKES. GOOD AFTERNOON, MR. MAYOR AND COUNCIL MEMBERS. MY NAME IS GREG BELASKES. I'M THE CHIEF ENGINEER ON THE RED OAK VICTORY. THIS IS MY 19TH YEAR ON THE SHIP. AND I JUST WANT TO LET YOU KNOW THE SHIP IS IN PRETTY GOOD SHAPE. BUT WE'RE NOT GETTING THE EXPOSURE THAT WE SHOULD BE GETT ING AT THE PRESENT DOC. AND IT'S A FINANCIAL SITUATION, BASICALLY. I'M SURE YOU ALL KNOW THAT. THAT WE DO MOVE THE SHIP TO ANOTHER LOCATION. WE HAVE EXPOSURE TO THE PUBLIC. AND WE WANT TO OPERATE OUR VESSEL IN SAN FRANCISCO BAY. SO I WOULD APPRECIATE IT IF YOU WOULD VOTE YES ON THIS SUR VEY SO THAT WE CAN AT LEAST GET STARTED. BECAUSE THIS IS THE VERY FIRST BEGINNING TO MOVE THE SHIP. THANKS FOR YOUR TIME. I APPRECIATE IT. THANKS FOR YOURSELF. OUR NEXT SPEAKER IS MARK EPPERSON, FOLLOWED BY MURPHY CAR. GOOD EVENING. MAYOR MARTINEZ, COUNCIL MEMBERS. I'M MARK EPPERSON, THE DIRECTOR OF THE RED OAK VICTORY. AND I'M HERE FOR ASKING YOUR SUPPORT TO FUND THE FEASIBIL ITY STUDY, THE LIFT DEC, SUBMITTED BY PORT DIRECTOR CHARLES DERRARD. THE MOVE AND THE FEASIBILITY STUDY HAS SOME BROAD COMMUNITY SUPPORT, SUPPORTED BY CONGRESSMAN GARAMANDE, MAYOR MARTINEZ, AND CHARLES DERRARD, PUTTING FORWARD THE STUDY TO SEE THE FEASIBILITY COST OF MOVING THE RED OAK VICTORY FOR A NUMBER OF GOOD REASONS. THE RED OAK VICTORY HAS ALREADY DEMONSTRATED ITS VALUE AS A NATIONAL AND INTERNATIONAL TOURIST ASSET, GENERATING PRESS COVERAGE FROM OUTLETS INCLUDING THE LOS ANGELES TIMES ON THE FRONT PAGE, CBS NEWS FOR THE AMERICA'S 250TH ANNAVERSARY, THE BBC WORLD NEWS, AND A PIECE SOON AIRING ON PBS DURING THIS RECENT REVIVAL EFFORTS THAT WE DID LAST YEAR. THIS LEVEL OF NATIONAL AND REGIONAL ATTENTION POSITIONS RICHMOND NOT ONLY AS A LOCAL DESTINATION, BUT AS A GLOBALLY RELEVANT WORLD WAR II HERRITED SITE, ANCH ORED BY THE LAST SURVIVING SHIP BUILT IN A HISTORIC KISER SHIPYARDS. THIS SHIP PLAYS A CENTRAL ROLE IN ATTRACT ING CULTURAL TOURISM AND LINKING MULTIPLE HISTORIC ASSETS ACROSS THE REGION. CONTINUED VISIBILITY AND INVESTM ENT IN THE VESSEL DIRECTLY SUPPORTS LONG-TERM TOURISM GROWTH , WATER FRONT ACTIVATION AND HERITAGE PRESERVATION. WE NEED TO CAPITALIZE ON THE MASSIVE AMOUNT OF BASICALLY GREAT PRESS THAT WE'VE H AD, THE MEDIA COVERAGE. PRESERVING AND STRENGTHENING THE RED OAK'S VICTORY ASSESS AND PRESENCE IN RICHMOND ALIGNS WITH BOTH ECONOMIC DEVELOPMENT GOALS AND THE CITY'S IDENTITY AS A CENTER OF AM ERICAN HOMEFRONT HISTORY. THANK YOU. OUR NEXT SPEAKER IS MURPHY CARR. HE'LL BE FOLLOWED BY FRED CLINK. I'M MURPHY CARR AND MARGIN, I HAVE THE STUFF. WHAT HE SAID IS WHAT I WAS GOING TO SAY. OKAY. OUR NEXT SPEAKER IS FRED CLINK. HE'LL BE FOLLOWED BY TOM LYONS. GOOD EVENING, MAYOR, COUNCIL MEMBERS. I'M NOT HERE REPRES ENTING MY MYSELF. I'M HERE REPRESENTING 60 CREW MEMBERS WHO SIGNED A PETITION OVER THE LAST COUPLE OF DAYS AND YOU ALL RECEIVED A COPY OF THAT, A DIGITAL COPY OF THAT EARLIER TODAY. AND THAT PETITION ASKED YOU TO APPROVE THE CONTRACT WITH LI FTEC TO LOOK AT A PRELIMINARY DESIGN FOR RELOCATION OF THE RED OAK VICTORY. THE REASON THE RELOCATION IS SO IMPORTANT TO ALL OF US WHO WORK ON THE SHIP AND UNDERSTAND THE DAILY O PERATION OF THE SHIP IS PRIMARILY FINANCIAL. AS PORT DIRECTOR GERARD MENTIONED, WE'RE LOOKING AT ABOUT $150,000 INCOME IN OUR PRESENT LOCATION IN SHIPYARD NUMBER 3. WE FEEL VERY CONFID ENT THAT WE CAN DO CLOSE TO A MILLION DOLLARS IN INCOME IF WE WERE TO MOVE TO THE NEW LOC ATION AT FORT POINT. THE FORT POINT LOCATION GIVES US MUCH BETTER PUBLIC ACCESSIBILITY, MUCH BETTER PUBLIC VISIBILITY AS FAR AS THE ROSIE THE RIVER PARK, THE FERRY PASSENGERS, THE CRANEWAY P APILION, THE FORT PLANT BUILDING, AND SO ON. IT'S ALSO AN AREA WHICH IS SERVED BY AC TRANSIT WHICH OUR C URRENT LOCATION IS NOT. THE NEW PIER AND THE ASSOCIATED INFRASTRUCTURE THAT GO ALONG WITH THAT PIER WILL BE A MUCH MORE INVITING AND VISITOR-FRIENDLY LOCATION THAN THE CURRENT SHIPYARD NUMBER 3 IS. AND SO I JUST WANT TO SAY THANK YOU TO ALL OF THE CREW MEMBERS WHO SIGNED THIS PETITION. AND I WANT TO CLOSE BY SAYING THAT THESE CREW MEMBERS PUT IN LAST YEAR ALONE, 2025 ALONE, 15,000 HOURS ALL DONATED, NO PAID STAFF AT THE ROADOAK VICTORY, 15,000 HOURS. YOUR TIME IS EXPIRED. TO MAKE THE SHIP A VIABLE ATTRACTION. THANK YOU. THANK YOU. OUR NEXT SPEAKER IS TOM LYONS, FOLLOWED BY CHAR LIE MORAN. GOOD EVENING. MAYOR AND CITY COUNCIL MEMBERS, MY NAME IS TOM LYONS. I'M A RESIDENT, SMALL BUSINESS OWNER, AND MOST IMPORTANTLY TONIGHT, A BOARD MEM BER OF THE RICHMOND MUSEUM ASSOCIATION. I'M HERE TODAY TO RESPECTFULLY ASK FOR YOUR SUPPORT IN VOT ING YES ON THE FEASIBILITY STUDY TO RELOCATE THE SS RED OAK VICTORY. THE SHIP IS NOT JUST A REL IC OF THE PAST. IT IS THE LAST REMAINING VESSEL BUILT RIGHT HERE IN RICHMOND DURING WORLD WAR II. IT STANDS AS A POWERFUL SYMBOL OF OUR CITY'S HISTORY, RESILIENCE, AND COLLECTIVE SPIRIT THAT PUT RICHMOND ON THE MAP DURING THE DEFINING MOMENT IN THE NATION'S HISTORY. BUT MORE IMPORTANTLY THE RES -- THE SS RED OAK VICTORY IS NOT ONLY ABOUT HISTORY, IT IS ABOUT COMMUNITY. EVERY YEAR THE SHIP SERVES AS A GATHERING PLACE FOR RESIDENTS, FAMILIES, VETERANS, AND VISITORS. IT H OST EDUCATIONAL PROGRAMS FOR YOUTH, OFFERING HANDS ON LEARNING EXPERIENCE THAT BRINGS HISTORY TO LIFE IN A WAY NO TEXTBOOK CAN. IT INSPIRES CURIOUSITY, PRIDE, AND CONNECTION, ESPECIALLY FOR YOUNG PEO PLE WHO DESERVE TO SEE THEMSELVES AS PART OF A LARGER STORY. LOCATION IS CRITICAL TO THE SHIP'S LONG-TERM SUCCESS. THIS FEASIBILITY STUDY WILL HELP DETERMINE THE IMPACT OF RELOCATING THE RED OAK TO A HIGHER TRAFFIC AREA, NEAR THE FERRY TERMINAL AND WITHIN STEPS OF THE ROSIE THE RIVETER WORLD WAR II HOMEFRONT NATIONAL HISTORIC PARK. THAT PROXIMITY WOULD BE A MEANINGFUL UPGRADE PLACING THE SHIP ALONGSIDE ONE OF RICHMOND'S MOST VISITED DESTINATIONS AND INCREASING ACCESS, VISIBILITY, AND COMMUNITY USE. I UNDERSTAND THE CONCERNS THAT THESE FUNDS COULD BE USED MORE DIRECTLY TO ADDRESS IMMEDIATE NEEDS. THAT CONCERN IS VALID. BUT THIS IN VESTMENT IS NOT IN OPPOSITION TO OUR COMMUNITY. IT IS AN INVESTMENT INTO IT. THIS STUDY IS ABOUT ENSURING THAT WE STRENGTHEN A RESOURCE THAT ALREADY GIVES BACK TO RICHMOND IN MEANINGFUL WAYS. BY SUPP ORTING THIS EVENT -- THIS EFFORT -- YOUR TIME IS EXPIRED. PLEASE ZOE, YES. NEXT SPEAKER IS CHARLIE MORAN. FOLLOWED BY ASIL -- ASIL MAL ONEY. GOOD EVENING, MAYOR AND MEMBERS OF THE CITY COUNCIL. MY N AME IS CHARLIE MORAN. I'M A VOLUNTEER ON THE RED OAK VICTORY . I'M HERE TODAY TO URGE THE COUNCIL TO SUPPORT THE RELOC ATION OF THE SS RED OAK VICTORY AND ITS CURRENT ISOLATED POSITION AT BASIN V TO A NEW HOME DIRECTLY ADJACENT TO ROSIE THE RIVITER'S WORLD WAR II HOME FRONT NATIONAL HISTORICAL PARK. THE RED O AK VICTORY IS NOT JUST A BOAT. IT'S A MONUMENT TO RICHMOND'S LEGACY. BUILT RIGHT HERE AT THE KISER SHIPYARD, IT IS ONE OF ONLY THREE VICTORY SHIPS LEFT IN THE WORLD AND THE ONLY ONE THAT SURVIVED OF THE 747 BUILT IN RICHMOND. HOWEVER, TUCKED AWAY AT THE END OF CANAL BOULEVARD, THIS T REASURE IS OFTEN MISSED BY THE VERY PEOPLE COMING TO CELEBRATE THE CITY'S HISTORY. RELOCATING THE SHIP TO THE ROSIE THE RIVITER MUSEUM CREATES A HOME FRONT CAMPUS THAT MAKES SENSE FOR FOUR KEY REASONS. FIRST, ECONOMIC GROWTH. BY PLACING THE SHIP WHERE THE TOURISTS ALREADY ARE, WE SEE A MASSIVE INCREASE IN FOOT TRAFFIC FOR BOTH MUSEUMS. WHEN THE MUSEUMS THRIVE TOGETHER, THEY PROFIT TOGETHER, ENSURING THE LONG-TERM STABILITY OF THE HISTORIC LANDMARKS. SECOND, PRESERVATION. AS ONE OF THE LAST THREE OF ITS KIND, THE SHIP IS A FRAGILE PIECE OF GLOBAL HISTORY. BRINGING IT TO A HIGH VISIBILITY, HIGH TRAFFIC AREA ENSUES THAT MORE PEOPLE VALUES ITS EXISTENCE, MAKING IT EAS IER TO SECURE THE GRANTS AND DONATIONS NEEDED FOR ITS UPKEY. THIRD, CIVIC PRIDE. THE REDWOKE VIC TORY BELONGS NEXT TO THE MUSEUM THAT TELLS THE STORY OF THE MEN AND WOMEN WHO BUILT HER, WHO COMPLETED THE NARRATIVE OF THE HOME FRONT WAY. ANYWAY, MOVING A VICTORY SHIP WILL BE A WIN FOR RICHMOND'S HISTORY, A WIN FOR RICHMOND'S TOURISM INDUSTRY, AND A WIN FOR THE CITY'S B OTTOM LINE. THANK YOU. OUR NEXT SPEAKER IS OSIL MALONEY, FOLLOWED BY MARK WASZBERG . GOOD EVENING, MAYOR AND CITY COUNCIL. MY NAME IS OSIL MALONEY. I'VE BEEN WITH THE SHIP FOR 13 YE ARS. I'VE BEEN IN THE ENGINE ROOM FOR 11. THANKS TO CHIEF ENGINEER GREG BLASKES AND ROBERT BALL AND CHARLIE. I TRAINED WITH THEM. IT TOOK ME FIVE YEARS TO GET MY FIREMEN AND WATER T ENDER AND OILER ENDORSEMENTS. IF THE VESSEL WAS A RUNNING VESSEL, IT WOULD HAVE ONLY TAKEN ME SIX MONTH S. SO I'M PROUD TO TELL YOU I'M THE ONLY WOMAN THAT HAS A MERCHANT MARINER CREDENTIAL AND A FIREMEN AND WATER TENDER AND OILER ENDORSEMENT. AND SO WE NEED TO GET THE SHIP RUNNING TO HAVE THE TRAINED MARINERS TO CONTINUE TO HAVE A SUCCESSION PLAN TO THEM. I THINK THAT'S A LITTLE BIT OF THESE VESSELS RUNNING. RIGHT NOW YOU HAVE THE JEREMIA O'BRYAN LIBERTY SHIP got the ship running for the first time in 50 years up at V allejo. Robert Ball and myself, we were in tears when we saw the chief engineer light off that port boiler for the first time and get it certified. This is so important for so many reasons that have already been identified. And thank you so much for your support. And we appreciate if you could please come for a visit and come to our pancake breakfast. And we would just be thrilled to serve you a mimosa, Charlie and I. Thank you. Mark Waspert. Allaby, Claudia Citroen. If it wasn't for these ships, we'd be speaking Japanese and German. It shows you the power of the American might and the military that we defeated the Japs and the Germans. I said, my father sailed those ships from 1941 to 1947. We went to all the major campaigns, the Philippines and in Europe. I said, this is American treasure. I said, when I look at that Liberty ship, I see the power of one of the most strongest militaries in the world. We'll defeat anybody. Now we're defeating Iran. We're defeating terrorism and hate. And this city council should do everything to support this ship. This ship should be a place where people can see from generations to come. And it's a great thing that this ship was built here in Richmond. Actually, the fastest Liberty ship was built here in Richmond. It only took four days to build it. I think it was four days and about 24 hours. What they did was they took one part here, one part there, one part here, and they put it all together. Within four days, it was out, sail on out in the Pacific or wherever it needed to go. And if you want to be a real true American, you will support this ship. So I want you guys to go over there and look at it. I want you guys to walk through it. Maybe you might think, well, this is a good thing to do. But just remember something. That ship saved America. All right? So just think about how many service people died protecting this country. And how many merchant seamen died when they were torpedoed by the Nazis. I used to watch all these war movies. I still watch them. I mean, these Nazis were just picking them off one by one. I mean, they almost lost the fleet. So if you're a true American, I think you support the Red Oak. Our next speaker is Claudia Citrin, followed by Kim Abbott. And our last speaker will be Alan Burns. So let me start off with it. I find it extremely egregious and deceptive from the port to say, well, let's discuss about buying a car, but let's not discuss the price tag. You know it's 100 million to 200 million plus price overrun . Why would you do a feasibility study without actually including the price tag? You know the price tag. And to assume that it will be a million dollar income. We know how pickleball worked on the Cranway Pavilion. So this is speculative. I agree with the mayor saying earlier, any spending needs to be put in the context of the entire budget. But the entire budget means knowing that the port building is 100 million to 200 million at least. Plus the second, that feasibility study is a nice pitch of the park service trying to get funding so they can pay their employees and they can hire their employees. It's all about this. It's simple. It's simple. And it's a hard truth. I'm all for the red oak victory. I'm all for supporting it. But the whole idea of you to supporting a feasibility study is to move this darn thing. But if you want to move it, there is a budget attached to it. And to exclude the price tag of this when you decide is, I don't even know all the English words for it. I'll let you fill them in. And I yield my time. Thank you. Kim Abbott. Is that Kim Abbott? Yes. Okay. Alan Burns. Good evening, everyone. I'm Alan Burns, and I'm the chief docent on the red oak victory. I've been on this ship for 12 years, and I give a lot of tours to both adults and to a lot of kids. Tomorrow, for example, we're getting 30 kids coming from the John. I forgot the name all of a sudden. Anyway, they're coming from a Sacramento high school. It's going to be fantastic. Last year, they brought 60 kids. What I want to talk about, though, quickly is accessibility and visibility and children. You know where you're located. You know where the National Park Service is located. I'd say about half of the people that come on the ship are referred to us by the National Park Service at the Rosie Center. But a lot of those people don't make it to the ship because they have to have a car, and they're willing to drive for 15 minutes and go the four and a half miles to get to our ship. If our ship is located at Ford Point, close to where the Park Service, the Rosie Center is, it would be very easy for these kids to walk four and a half minutes to get to our ship instead of being bussed from that four and a half mile drive. When this other stool came in last year with 60 kids, there was a lot of driving because we have to take half of the kids, take them to the Rosie Center, drive the other half to our ship. They have a tour on the ship, and there are programs at the visitor center. Then the buses have to drive one group over to the other side and the other side to the other venue. So it would be a lot better for the kids as well as better for us if we were moved. Last year, I think in 2025, the Rosie Center had 38,000 visitors. We had, that's 100 a day. We had about 30 a day. So if we were over there and we could get 23% of the people would come out. Your time has expired. We'd double our revenue. Thank you. That was our last speaker. Okay. So there are no online speakers? No online speakers. All right. In that case, I would like to start this conversation off because moving the red oak victory ship was an idea that came to me during the Bloomberg leadership training for our city staff. And we focused on revitalizing the port. So in order to revitalize the port, we need that space. So the red oak victory ship must move for us to make use of the port the way the port should be used. So the question is, do we send it to the scrapyard or do we help find a home? I wanted to help find a home. So I came up with the idea of moving it over next to the ferry building, next to the Rosie the River Museum so that they could increase their patronage and increase the amount of money that they made. Now, I know that right now they're basically getting the space for free. And if they moved, that would probably be the same thing. But they would be making more money and able to begin paying the rent. Another idea that I had, we had officials from South Korea come to the city of Richmond. They wanted to buy the red oak victory ship. They wanted to buy it so that they could fix it up for their historic museum because a victory ship actually helped them during the Korean War. And they wanted to salute that, to celebrate that. So my idea when they came was to share the ship. They were willing to tow the ship to South Korea, fix it up into mint condition, and share it six months in South Korea , six months in Richmond. So if we did that, it would free up that landing for other ships to use. And we could collect rent from other ships during those six months. We also could create two special days in the city of Richmond. When the ship came, when the ship leaves, we would have a ship leaving celebration. When the ship came back, we would have another homecoming celebration. This would be extravaganzas celebrating the victory ship and what the victory ship means to the city of Richmond. I toured the victory ship. I saw what a wonderful ship it is and how important it is. And I also saw the opportunity for training youth on these trips to South Korea, back from South Korea. We could use that as training grounds for our new maritime populations. We need young people to invest themselves in the maritime industry. And this would be a good way to do it. So those are the reasons why I support this 100%. So other speakers? Okay. Councilmember Bono. Thank you, the presenters. And thank you very much, everyone, for talking about your experience. I'm very touched, very impressive, the amount of work you have put into the ship and the passion you have for it. I really care a lot about the history. I had been to San Francisco to see the submarine there. I never knew about Red Oak Victory until I became a city council member. And then I was invited, and my husband, and I have been there for pancake breakfast a couple of times and been there. Just wanted to let you know, a friend of mine went to Europe and sent a picture of them in a very expensive hotel that used to be a -- it's a historic building, used to be a prison. And I'm thinking if they moved the ship, it can be a nice hotel, you know, at least some rooms of it. And people would be interested. It's a nice location. And I urge some of you to please stay and listen to the next item. It could also be a community resiliency center. The current one that we have costs $30 million and is still more money. But it's there. Excuse me. I want to interrupt you just for a tidbit. When I was there, I learned that the Red Oak Victory Ship has a radio that is usable. So in an emergency, that would be a perfect place for a resiliency center. I just wanted to highlight that. Awesome. Thank you for the affirmation. So, yeah. I think it's an interesting idea. Actually, before I was hesitant and I was thinking, you know, why we could spend the money on other things. But I don't have any question. I'm just excited about it. And, yeah, especially thinking it also could be a community resiliency center. All that money that instead of going to building one, a portion of it could be into maybe fixing it. Thank you, everyone. Council Member Jimenez. Yeah. Thank you. Thank you for the presentation. Thank you for residents coming and advocate for that. I just have a couple of questions. We are going to pay for this report. And the report, one of the things is the goal is to move the ship, right? And I agree that it will be better if we put it in a location that more people can access to. And I agree that it will be better if we put it in a location that more people can access to. How much money will cost to move it? Because last time what I heard it was that to build the deck will cost over $20 million. Is that correct? Yeah. So in the last presentation in early February, we talked about the $20 million. And I think that's the point that we're going to be able to build the deck. And I think that's the point that we're going to be able to build the deck. And I think that's the point that we're going to be able to build the deck. And I think that's the point that we're going to be able to build the deck. And I think that's the point that we're going to build the deck. And I think that's the point that we're going to build the deck. And I think that's the point that we're going to build the deck. And I think that's the point that we're going to build the deck. So, we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. 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And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And we're going to build the deck. And I think Representative Gary Mendee is advocating for that. I see one of his staff here advocating for that. I think like he should be advocating for getting us the $20 million of the total cost. Because I feel like the city is -- it will be in a difficult situation. I don't think like we can commit to move that and to put all the money. And particularly, we were discussing the Craneway Pavilion to bring it back. And many people were talking about why we wanted to get it back when it was costing us so much money. And now we want to move this without thinking about the cost of that. So I just want to make sure that this council is aware of the cost of moving this. And that the commitment is for, I hope, Gary Mendee's office to bring significant resources for that to be able to happen a reality. Because if they are counting that we are going to put all the money -- I don't know if this council will vote for it. Since we already -- like they already voted not to bring the Craneway back to the city. Because it was too costly. So I just want to make sure that what we are committing is realistic and that it happened. Because at the end of the day, what we want is that the ship move. And the investment that needs to happen is there. And I think it's clear that we cannot undertake all that responsibility. No, I understand. And two quick comments. So Congressman Gary Mendee is very supportive of the port overall and in general. As you may know, he recently was releasing or seeking applications for community project funding. That funding could be used for infrastructure and other projects. It could not be used in support of nonprofit groups. But the port submitted an application to use that funding for some wharf repair at birth five and six. Adjacent to the Red Oak building. Our application has advanced within Congressman Gary Mendee 's office. So it hasn't been finalized. But the Congressman and his staff are very supportive of the project we submitted and helping to fund that. Is that project -- is this project like -- are we going to build with that project the -- No, no, no, no. The project funding available today would be used for infrastructure. We would use it for the wharf remediation at birth five. The reason I mention this is just to highlight Congressman Gary Mendee's support of the port and his interest in -- Yeah, no, no. I agree. And I think it's great. But one thing is upgrading the port infrastructure that we need and how these competing resources are going to be between the port and other things like building a new infrastructure to -- for -- for the ship. Right. I understood. So -- And then my -- the second comment I would make is with -- with a better understanding of the cost and the timeframe and the parameters. Again, I'm not -- I'm not stating who -- who would pay for it. But, you know, we would work collaboratively with our friends at the Richmond Museum Association. We would probably lean on them to be the -- the party leading the initiative to determine the funding. Yeah, because I think like what we are approving here is an study. Correct. And we had been funding a lot of studies and then nothing happened. 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Half of those people that we get from there come over to the Red Oak victory. And so interpolating we're going to get probably 20,000 for that the first year. If 50 60 or even less 48 50,000 people go we're probably going to get half of those visitors. So that's 400,000. The ships stores. Wait, I'm going to before you move on to the stories. But I'm going to challenge something about your assumption. I think what you said is true is the Rosie the Riveter Museum a person can go there for free. That's right. And I think it's I I would not assume that such a large percentage of the people who visit a free museum would then spend $20 to visit. The the associated ship and I guess I Well, they come over to the Red Oak victory and pay the money to get in. And so we're so this this is actually I think this is kind of in the ballpark. We're going to be making 400 to 600 maybe a million because store sales are usually 25% of a museums. So you put those together then we have events and then we have fundraising as Charles said it's going to take five years and that fundraising is going to start as soon as we We get some approval that we're going to move forward. Okay, so thank you. Thank you for answering the questions and I guess maybe this is a question for the port director. Is this normally the way to like I appreciate that that he 's making the best estimates he can and I appreciate you. Well, I have a little I have a little background in this. I was the CEO of the USS Hornet. All right, we get annually 40,000 45 because of our location. If we were over in San Francisco, the Hornets revenue is about three and a half to 4 million a year. If we were in San Francisco, we'd be over 50 million. Location makes a difference. Okay. All right. Does the port sign off on these? Like do you agree with the analysis here? Yeah, no, I don't have the all the detailed analysis. We didn't undertake the study. We asked for that input from the Red Oak victory. Okay. And at the last council meeting when we moved this forward, I advocated a demographic study just to come and see exactly what the ballpark figure would be. Okay. Okay. So thank you. So I agree with and actually my questions for you are done. So you can return to you. My questions for you are done. So you go back to your seat. Thank you. So I share the concern with some with one of the public commenters today that I don't see a path. Oh, let me back up. Last time that this came to council, I remember saying that I though I think the ship is really cool and I actually am very touched by the passion and the dedication that the volunteers, you know, many of whom have been doing this for decades, clearly, have before I'm ready to say let's spend $300,000 on a study for moving it. I wanted to be told at least a possible funding path that would allow the port to pay for the creation of the new war, which as you said, would be to between 16 and 16 million and 20 million. And although I, I guess I don't have enough information to know what I'm going to do. information to know whether it is realistic that moving the ship will result in one million dollars a year in revenue. If I remember correctly, the largest amount that Congressman Giramendi mentioned, and it wasn't a commitment, it was just a number that was floated in conversation, was less than five million. Is that correct? That's correct. And so that leaving, you know, what I'm seeing is a $15 million gap in the construction of the wharf and then the ongoing costs of maintaining and operating that ship, you know, maybe that would be covered, maybe that would be covered by the, what was coming in. And I hear what you're saying, that you want us to sign off on the study so that we can go out and find out if someone will fund this, but I feel like what I was hoping to have in this presentation was a list of here are some organizations or individuals or , you know, federal funds that go towards this sort of project. And in the absence of that , I don't have a lot of confidence that, I think we're going to end up spending $300,000 for, to reach a conclusion that I'm sort of reaching tonight, is that we, people love this ship, but nobody's coming forward to pay for it. And I don't think it's the Port of Richmond that should close that gap on paying. So I know it's not a popular decision in this room, but I'm not comfortable putting forth the $300,000 for the study tonight. Sure. I understand. I think the, and I understand your request, and we did discuss that in February. I think before someone puts their name on potential funding , they need, the group collectively has to do some homework and some framework about what they would be investing in, how much it would cost, what the path forward or what that journey would look like. So that, that, that's the way I look at it. But I, I do understand your, your question and comment. Councilmember Cepeda. Thank you, Mr. Mayor. Thank you for the presentation. I have been to the ship many, many, many years, even prior to being elected. I love going in and getting in line and having a little ticket to get the breakfast and then listening to the music and then just getting lost in the ship. Because there's so many different great places to go and explore and then you see all the pictures and the history. And as I was waiting my turn, I went to go look up a little bit more of the ship's history. And on, on the, on the website, and I have a question here in a minute, but I just want to share this here. And the, it was, the ship was decommissioned in the 19, in 1946. And then that was brought back on, uh, in 1947, uh, carrying emergency grain shipments to Pakistan and India. And then it was brought back, uh, again in the 1950s for the Korean conflict. And that's just telling me this ship has always been there for our various communities. Ready to go, ready to help. And I think the least that we can do is try to pay that back to this ship. Who was there in our community and for all of our communities year after year. And it was there whenever we called upon it. Um, for the port director in the presentation, it lists adequate parking. I want to make sure that I understand parking because in that area we have parking in different locations. We have what we call the WIDA parking, right, for the, for the ferry. And then we've got other parking. Can you explain when we're discussing adequate parking, where is that located? Um, yes. So, uh, the, the first thing I'll say is the predominance of, uh, of visitors are probably on the weekend. And there's plenty of, uh, parking in that area on the weekend. We certainly have received the question and comment about parking in the area. And, and again, this is a, this is of the projects we're working on. Um, this is a longer term, uh, journey project. So, we have to evaluate the Monday to Friday parking, uh, both for the, uh, the ship's crew that volunteers and comes during the weekdays and the visitors that come on the, on the weekday. Um, yeah. So, I don't have an immediate answer for that. But we know it's one of the elements that needs to be studied, uh, under this, under this program. Thank you. I think that will be very, very important as we are all trying to, we just had the conversation about the crane way , trying to also figure out parking for that. So, everyone's trying to use and there's only so much space . So, that's going to be a big component of this here as well . But I know that we've got lots of time. The first step is to study or not to study. Um, the, my next question here, um, the lease, can you remind me how long is the lease at birth five, left four? How many more years do we have on it? Uh, where, where they are now is in basin, um, five. Uh, it's a, there's, there are three five-year, um, renew als on that lease. Um, so the next renewal is in 2028. Um, they can, they can renew for five years. So, that would take them to 2033. Uh, and that's the term end of the current lease, 2033. Perfect. Thank you. And then after that, we, they, I don't know, as I mentioned , but they may not have a home anymore. If we decide to not lease it anymore. Like, we, yeah, we would have to cross that bridge, um, in, in, in the coming years. Yes. Thank you. And then, um, can you, about how much money is the Congressman's Office, uh, providing for the community funding? Uh, I requested five million. Uh, I understand I will not get that much. Um, so we'll have to see. I think he has, um, uh, 13 million, but other constituents and organizations that are competing for that funding. And I also understand it's somewhat tied to whoever sits at the presidency. So, if that was changed, we would potentially get a couple more bucks. Um, yeah, potentially, uh, the environment would be different. I'll say that the, um, the community project funding is coming from the same bucket of funds that we're receiving. The, the PDIP, the Port Infrastructure Development. Some of the funds and the 480 million allocated under MARAD and Department of Transportation, uh, is, uh, is allocated across all congressional members. So, they have some discretionary spending on where they, uh , where they spend that money. And my understanding, uh, is I think the Congressman has about 13 million. So, I think that's a big part of the budget. Perfect. Thank you for that. And I, I was also questioning sort of the numbers that was in the presentation, telling us how much it potentially could make. So, I went and I looked into the other ships. And this is a really good business. The other ship is making 1.28 million dollars. And the majority of it is just in people coming in. And it is about location, location. Because who wants to drive all the way around to the other side, right? I know it's district two, but it's on the, all the way on the other side. What, what ship is that? This is the, uh, Liberty ship. The, I'm sorry, the S is, well, it's Liberty ship. The S is Jeremiah. According to their, uh, annual reports in 2024, they made 1 .28 million dollars. Um, the, uh, the victory ship, uh, ours, made according to this person, this here, uh, a little bit over half a million dollars. Um, the U.S. Hornet made 2.5. Granted, the U.S. Hornet is in San Francisco, so they see a lot more people. But I think, or actually, it's not on me, thank you, thank you. The other one is in San Francisco, thank you. So, I think giving it the opportunity to be seen by more people, I could see how those numbers could increase. Because you're going to see a lot more eyes, a lot more accessibility. Uh, and then there's more routes. Uh, AC Transit mentioned earlier that they might be cutting some routes. So, I doubt we're going to have a new route going to that other side. Um, but I think that I'm, I'm, I've been in support of this and I will continue being in support of it. Especially hearing the volunteers when every time I go into the ship and I had the opportunity to get a tour. And again, I mentioned this last time as well, that the ship cannot be turned on because of the sut that it could be releasing and damaging the new cars. And from what I understand from the volunteers, nobody's really volunteering to fix a ship that can never be turned on. So, we want to move it to a place that it can be turned on and then it could go on to the water and we can rent it out or do other stuff. That's where the, um, some of the other ships make a lot of their money. The Jeremiah, uh, during a fleet week, it makes $150,000 just that weekend alone because of the tours and people coming into it. So, I think there's the opportunity there. Thank you. Councilmember Brown. Yes, thank you for the presentation and thank you for answering those questions because those were the questions that I had from last time of, um, not having the consensus from the board, um, not being totally committed, you know, just saying that they're in support. And so, I was like, well, why should we spend this amount of money on a study if you're not in support? But it seems like you all, um, created a more comprehensive , uh, outline here in tonight's presentation as well as more supporters and just a broader understanding of the significance of this report. It's not just like a typical report, but it's a report that 's going to lead to, um, potentially garnering more funding. And I just think from just hearing everything that happened today, um, this evening and as well as everything that council members of pay to mention that this is historical. So, it goes beyond just being an ordinary ship. Um, it has so much significance. And so, I don't doubt for a second that you all will be able to obtain the funding, uh, to support your efforts. And I think there's a lot of time too on the clock in order to do so. Um, and so, what I have to ask about the funding. So, I know you mentioned that it's port funding. So, it's not like it's a hit to the general fund. Is this something that will negatively impact the port funding in a, in any type of way? Uh, no. No, it, it will not. And, and, and a few months ago, we also presented the port, um, enterprise, uh, fund financial plan. Mm-hmm. And, um, I think you, you understood from that plan that, uh, the, the, the, the port's in healthy financial, um, uh, condition. Uh, I, I think it's, uh, well managed and there's a little bit more of a spotlight on it now than there has been in, in years past, uh, which is good. And I, and I often mention, um, the number of projects that we're working on. You know, some are near term, medium term, and long term. Right. Uh, this, this project we're discussing tonight's a near term project, but really it's, uh, you know, potentially play, parlays into a longer term project, um, that's in alignment with the, with the mayor's comment about transforming the port and utilizing the port, uh, down the road for other purposes and more, uh, productive and revenue generating purposes. Right. Thank you so much. And also it's just, you know, it's very disheartening to hear the mayor say that if we don't move this ship, then it's, it's going to go somewhere. And so for it to be a couple with other in a historical way where, you know, it could be further utilized and more exposure. And of course, I believe that the, uh, numbers will definitely increase if you don't have to take that long drive. Cause it is discouraging once you finally leave Rosie the river, it's like, oh, okay. So I'm definitely in support, um, of supporting moving this study forward. So you all can get to work in, um, on what really matters. Thank you. Sure. Thank you. I would, I would just add one related comment. And, and one of the speakers alluded to the fact that with the more visibility, it's not just more visitors, but more participants and volunteers, um, will see and, and, and can get an interest in the ship. Yeah, absolutely. Nothing's guaranteed, but just, I mean, the level of commitment of the volunteers and staff folks here today that's committed 15, 20 years into, um, into the ship is, is commendable within itself. So thank you. Uh, council member. Wilson. Oh, okay. Yes. Okay. A quick question. Um, I just want to make sure that I'm understanding correctly that the money that would be used to do the study is port funds is not general funds. Correct. It's, it will be coming from the port enterprise fund. So it wouldn't be available to use for any of the myriad of things that we need in the city. No, no. Yeah. The port enterprise fund, um, remains distinct from the general fund and, uh, the port enterprise fund is, uh, um, funded by our activities, um, at the port or leasing and, uh, terminal operating agreements. Uh, and it can only be used for port related, uh, projects. Mm. Mm. And I guess as the proper director, you're bringing this forward and you personally think that from your vantage point, that is something that's good for the port to investigate. Is that correct? Yes, I do. Okay. Thank you. Council member Jimenez. Yes. Yeah. I have a couple of questions. I, I think I am in support of studying it, but I want to make sure that when you bring back this, you have a clear path, how this is going to be funded. And a clear path that like is, it's also not competing with resources. I don't, I think like you say that is not competing, but if you are going to ask for grants or for money to reinforce or do something in the port, will that be competing with like, if you need the money for building a, the space to get the relocation. And then we need money for the port to reinforce the port to do other things. Will that be a competition in resources? Um, I'm not a hundred percent clear on the question, but let me, let me comment, um, uh, on the first, on one item that came to mind as you were speaking. This project to study is sort of separate and distinct from actually having, uh, a funding plan. So this study we're going to undertake isn't going to define or make a commitment around the funding plan. It's going to give us a, again, a road map, uh, preliminary design, a cost estimate of moving the ship and creating the infrastructure to hold the ship. The, the, uh, the initiative by the interested parties to pursue funding to make that move is separate and distinct from this, from this project. So I want to be clear that this, this project is not going to outline, uh, who is funding, uh, and how much they 're committing to the fund. Okay. So it's an study and then we, it will eventually have the money or not. So it, right. So it's, uh, uh, council member Wilson. Well, I can tell from public comment, I'm in the minority here, but I just want to make sure that the record correct is correctly reflecting a couple of things. Um, council members have paid out listed some very large numbers that other ships and other cities make, but as revenue, but I want to just sort of say what we've, what's been reported to us is the number 1.2 million in this presentation. And, and, and not those large numbers. And even those numbers are questionable. I also want to clarify that, um, uh, Congressman here, Mendy has lots of money that he allocates, but he has not made a commitment to allocate any money to this project. Correct. Thank you. Okay. Can I make a motion to pass item? Yes, you may. I'll second. Okay. So the motion is to approve a contract with life tech consultants incorporated in the amount of 299,797 for planning and preliminary design of the reloc ation of the red Oak for a term ending June 30th, 20, 20, 27. Can I do a quick question on the date for clarification point of order? I know that this was continued, uh, since February is June 30th, 20, 27, still a good end date or do we need to push that? Are they going to, are they making up the time? No, no. Yes . We, we, it's, uh, we, we chose the end of the financial year, um, in the previous part of this process to give us some cushion and we still have cushion to complete this project. Okay. Thank you. Thank you. Thank you. Council member Brown . Yes. Council member Bonner. Yes. Council member Jimenez. Yes. Council member Wilson. No. Vice mayor Robinson. Yes. Council member Zepeda. Yes. And mayor Martinez. Yes. The motion passes with council member Wilson voting. No. Thank you. Council member. Our next item is item Q six. To receive a presentation from leading experts. The UC Berkeley seism ology lab, Berkeley center for smart infrastructure, community emergency response team. and West Contra Costa, the UC Berkeley. How many speakers. We have one in-person speaker. If there's anyone joining us online that would like to address a council on this item, please raise your hand at this time. Council member Zepeda. Thank you. May I ask the presenters to be here and may I ask KCRT to please, um, make sure those who are presenting on zoom have access to mic. the presenters to be here, and may I ask KCRT to please make sure those who are presenting on Zoom have access to mic. And start the slides , please. Thank you. So I would like to start by saying that Rocky, David, and Diane, you may want to take your seats. Yes, other presenters will be on Zoom. A couple of weeks ago, two council members and myself, along with the fire marshal, his deputy , our library director, someone from the Public Works had a visit to Harbor Hall Community Resiliency Center that has been established by Pogo Park. Community Resiliency Center is where after an earthquake the community may go to receive food, shelter, access to power and everything. So I would like to continue that discussion after the presentation to see why it's so important. It's not just a phobia that some people have from a possible earthquake. It's absolute science. I 've been in touch with some UC Berkeley researchers and scientists for months preparing for this presentation. So may I ask Suresh Raman and Sierra Boy to please start your presentation. KCRT, could you please start the slides? Thank you. KCRT, could you please start the slides? Thank you. Thank you everyone. Thanks for having me. My name is Suresh . I'm with the Berkeley seismology lab along with with Sierra, my colleague. And yes, California is all that it is cracked up to be. We 're going to talk about the earthquake hazard on the Hayward fault in particular. Next slide please. So we have myself and Sierra. Sierra is the seismologist with the lab. She's been there for a long time, so she can answer really tough questions about seismology. I am an engineering lead for the MySheikh earthquake early warning application. Next slide please. These are some quick facts. You will most likely note this. These are the major earthquakes that people are aware of in California. The biggest one is 1906, 7.9. Luma Prieta is the famous one , but the most expensive one was 6.7. The smaller one of those, but it was the most expensive earthquake in the US. And there have been seven such similar earthquakes, similar to the Northridge earthquake, or bigger than that in the last 30 years. So you can imagine an earthquake like that happens maybe every four years, somewhere in California. Next slide please. So this is the next set of slides simply going to introduce some terminology when we talk about earthquakes. There are two major things we say when we talk about earthquakes. The shaking intensity, this is what people feel, and this is what will cause the damage to buildings. And then there is the magnitude, which is a measure of the absolute power of the earthquake. So, next slide please. The shaking intensity scale, right, also called the modified Mercalli intensity or the MMI scale for short. Again, describes the shaking or the damage. So, this is a scale from 1 to 10. It's described here. I will bring your attention to basically the larger numbers , 8, 9, and 10, right? So, starting from 8, you have considerable damage to buildings. 9 is worse, and 10 is, of course, complete destruction. So, I will point out the scenario under which we can expect to see MMI 8 or above for Richmond. I will do that later. So, next slide please. The other measure of the earthquake is the absolute power of the earthquake. This is the energy released by an earthquake. So, this is like a bomb that goes off, the amount of energy that's released. So, that is what we call as the moment magnitude scale. We are used to calling that as a Richter scale, but it's technically not true anymore. It's a different scale. And go ahead and advance the slide to maybe reveal only the final part of this. Maybe we can go back one, please. Can you go back one? Okay. Okay. It got, okay. Never mind. Go back to the slide. Thank you. Okay. Just stay here. I'm sorry. It's kind of, the animation got a little bit jumbled here. So, but just to make it short, the magnitude represents the energy release of the earthquake. And that is a physical property, which is, you know, you can think of it basically if I, if the fault is like this where two plates are trying to move, when you, when you try to move them apart, you will feel a little deformation happening in your, in your, in your palm. And that is the rigidity measure that is, that is mentioned in the equation. And then when it finally does slip a little bit, area of contact, which is the area of the palm, that's a second measure. And the amount by which it slipped, that is a third measure . So, putting those together, you get the magnitude of the earthquake. The rest of the numbers here are basically to make it align with the original Richter scale, which everybody is aware of. So, that's basically a FYI about how the earthquake magn itudes measure. Next slide, please. Now, go ahead and reveal, reveal everything. I got to, I got to try to make up the time. Oh, did you, can you, can you go back? Did it reveal the whole slide? Okay. It's supposed to reveal the other part as well. So, so then nevermind this, we'll, we'll move on. Okay. Next slide, please. The, so I talked about the MMI, the shaking intensity, and then I talked about the magnitude. Now, ignore all this equation stuff here. Just look at the table that's presented. For an earthquake of magnitude 7 or higher. For an earthquake of magnitude 7 or higher, we can expect an MMI shaking of 8 or higher. Okay. Okay. So, that's, that's kind of the main message from this slide . So, we can relate the, the earthquake magnitude to the maximum shaking intensity we can expect. And, and let's move on. Next slide, please. Next slide, please. Next slide, please. Now, we talk about the Hayward fault. So, the Hayward fault, this is outlining the major history of the fault. The last notable earthquake was a 5.8, which was probably a late aftershock of the previous magnitude 7 earthquake that happened in 1868. It was a pretty long time ago. It, according to the, you know, the, the data that we have, we have, we have information about the last six major earthquakes on this fault. It happened, you know, in a pretty broad span of interval between 95 and 183 years, an average of 150 years. Now, we're currently at 157 years. So, are we, are we due? Yeah, it certainly appears so. Next slide, please. This is a committee that, that, you know, came together to create various scientific fault rupture models for all falls throughout California. I'll, I'll, I'll just cut to the chase here. So, next slide, please. And one more. So, yeah. So, all the scientific minds that, that, you know, took into, took into facts, the existing falls, the slip rates, and so on, I've predicted a probability of 32% for a rupture at the Hayward Rogers Creek fault together. So, either of the, if either of those faults rupture, we could have big shaking in, in Richmond. And the prediction for that, the probability is 32% for a magnitude 6.7 or larger earthquake before the year 2044. So, this is hard science. Okay. So, remember that, remember that number. Let's move on. So, we talked about, so the, the previous slide was showing you the probability of a big earthquake that could affect Richmond. And then there's another committee that came together and did a composite of probabilities of any earthquake that could occur, that could affect Richmond. And, next slide, please. According to their assessment, which focused primarily on shaking, right? So, they, they, you could go to the website I listed earlier in the, in the, in the earlier slide and do this yourself. The, the, the shaking hazard for Richmond is, is, is what you see on, on screen over here. It's, it's eight or nine, MMI eight or MMI nine. So, considerable damage or substantial damage. So, this is their prediction for what Richmond could experience as a shaking hazard in the next, within, within a, within a long time frame. But, you never know when it's going to happen. So, that is the problem with earthquake predictions. Next slide, please. Richmond also had a liquefaction susceptibility. Liquefaction is when the soil cannot hold the weight of any building. So, the building would essentially sink into the soil like quicksand. So, the liquefaction susceptibility for parts of Richmond, it is very high as well. So, next slide, please. I'll come to the end. And now, I think there are other presentations. So, we could, I don't know, you know, if we're going to do them all, if, if we're going to cut for questions now. So. Thank you very much. Let's move on and then have all the questions at the end, if you may. I would like to invite Professor Kenichi Soga of Berkeley Center for Smart Infrastructure to please join us. So, Hila, thank you very much. I'm Kenichi Soga. I'm a professor of civil and environmental engineering at UC Berkeley. And first of all, thank you very much for having me at this council meeting. Is there a slide that you can show? Shall I show my slide? Oh, there you go. Yes. Oh, excellent. Thank you very much. I'm the director of Berkeley Center for Smart Infrast ructure, which you see in the middle as a logo. And the reason why I'm very excited to present here is that actually our center is situated in Richmond Field Station, which is in the city of Richmond. So, we do large scale experiments and then test variety of things under large deformation during earthquake or after earthquake. And we really want you to come over and see the experiments that we do. Our center is really a partnership between infrastructure owners, academia, industry, regulators, and local governments to address our most pressing challenges, such as aging infrastructure, climate change, water supply and natural resources, and emergency and community preparedness . We work closely with East Bay Mudd, where your water comes from, PG&E, U.S. Army Corps of Engineers, Caltrans, and other agencies we would like to work with, Port of Richmond . So, that would be great to work with. But what I really want to say is what we also do, not only physical testing of our infrastructure, but we also do many simulations. And Suresh kindly sort of introduced what the Hayward earthquake, well, Hayward fault earthquake will happen. What you see on the left is a road network of the Bay Area. There are 7.5 million people living in the Bay Area. Every there, there's a 15 million trips. We can model every 15 million trip, move the cars around every day, and see if the Richmond Bridge sort of become not functional after an earthquake. What's going to happen to the traffic? What's going to happen to the traffic? And how can we recover? And what are the things that we have? We work with Caltrans. What other bridges are important? Ensure that a community has access to hospitals or a fire station or police station immediately after an earthquake. What you see on the right is a water network. It's an East Bay Mudd water network. The city of Richmond is getting water from East Bay Mudd. We simulate pipeline damage when the earthquake happens on the Hayward fault. What's going to happen to the pipeline systems? And then we do a simulation of how many people will not get water. And then what are we going to do? And these are things that we look at immediately after an earthquake. What may happen? And make sure that we have a mitigation or reinforcement of our infrastructure to cope with such a large earthquake that may potentially happen, as Suresh mentioned earlier. The issue is that many organizations will look at their own systems, but local government like Richmond really need to look at what is system of systems, how the systems come together, and then how we recover together. So if you go to the next slide, this is not Richmond, but this is Alameda Island case. What we do is that we look at if an Hayward earthquake happens, what will going to happen to the building? So you can see on the right top, the shaking of the building, the bottom shows ground shaking, and what kind of sole liquefaction we'll have in terms of ground movements, and what kind of damage that buildings in Alameda Island will have. At the same time, road will get blocked or road will be damaged, and then water network will be damaged as well. So the question is, how do we recover to what we call functional recovery? How long it will take? What are the supply and demand in terms of goods or people to make the Alameda Island back to what we call functional before the earthquake happens? So if you go to the next slide, what we do is we simulate, for example, what you see on the top is some sort of damage state over each building. From the census, we know what kind of building we have on Alameda Island. If there are certain shaking, what are the damage of each building? On the left bottom, we can see how much pipeline is going to break and leak. And then on the right bottom, we see what kind of transportation infrastructure, like bridges and tunnels and roads, will get blocked due to the damage. And then we look at supply and demand of how goods and then labor and a full workforce will come back to recover the Al ameda Island. So if you look at the top, you can see what kind of transportation infrastructure, you can see what are the issues that may come up. So if you look at the top on the recovery stage, you see a waiting, rapid infection, financing, contractor mobil ization, site preparation, all the things that we need to do to bring it back to the green, which is a functional. You can see that after 150 days, perhaps the pipeline and then the bridges and tunnel may be recovering, as you can see, but we can see the simulation. But the point here is by looking at different systems together, we can see what are the bottlenecks when we want to have a functional recovery. And these are things that we do at Center for Smart Infrast ructure. Thank you for listening. Thank you very much, Professor Soba. KCRT, could you please advance? May I ask our CERT and emergency communication experts here ? Diane Richman and David Swanson, continue the presentation, please. Okay, thank you. I'm David Swanson and this is my wife, Diane, and this is Rocky Sanders from Brickyard Cove. We're long-term residents of Richmond and we've been working at disaster preparedness for more than 20 years since the beginning of this CERT development. I just want to instill some sense of urgency among the members here and of all the people in Richmond of what's coming. You've got a general idea from the seismologists. There's the people that know what's coming. They've measured everything and they've timed everything and they have a really good idea of what's going to happen. And it's going to be very serious. People can't get enough effort behind them to do this because they underestimate what's going to happen. It's a huge, devastating, once-in-a-lifetime event that's going to be critical for the city of Richmond and other cities. But we're going to focus on Richmond because we have unique problems here. The amount of devastation we're going to face, especially financial, the ruination of the city, how we're going to recover, how long it will take, how much money it will take . The more we're prepared now, the more work we do now, the less it will cost for recovery and the sooner the recovery will happen. And hopefully the fewer injuries will happen. As you can see on this slide here, this is an earthquake that happened here. And it did happen when it happened was 1989. And when our earthquake will happen on the earthquake, Hay ward Fault, we can all say very soon. That's all we can say. And we will all know when it happens. It will be a shocking thing. All these lights are going to go out. We're going to be devastated for weeks. But the initial process, next slide, is the recovery process. After all this damage, how long it will take to save lives, how we're going to train people. And the more we train now, the less it will cost in the recovery and the more lives will be saved. Next slide. As you can see by another earthquake that happened in 1906, all these people are standing around watching our city being destroyed. We don't want to be in that situation. We want our city to recover as fast as possible. So we need to organize now and a plan now and put some money into the effort ahead of time. There's always been a lot of work done already. But these people, as you see, standing around in this city are watching our city being destroyed because they don't have any training. They don't have any communication skills. And they don't know what to do. So they just lost their city. Next slide. We train in the city of Richmond for emergency communications. That's one of the first things that falls apart and will fall apart right after the earthquake. The cell phone won't work. Your internet's not going to work. You've got to talk to somebody. You've got to have instruction on how to use handheld rad ios. And we train exclusively for communication for two-way communications. Next slide. We also, the CERT classes are really, if anyone can take C ERT in their neighborhood, I suggest it. It's a process that's really worthwhile. And these people standing behind me, sitting behind me, have made a volunteer effort, paid all the work that they do for themselves. It's all volunteer. And they made the effort to be trained. You get training in search and rescue, medical, search communications, and shelter and special needs. All these things you need to help to recover the earthquake immediately after the disaster. Because you'll be alone after the disaster. The help won't be coming from the city services, fire, police. It'll be days before you see people come to help you. Because it's going to be so widespread. Like they say, from Santa Rosa to San Jose, everybody's in the same boat. Here at the same moment. So we're going to have to retain. We're planning on surviving on our own in our own neighborhoods. That's what CERT is about. To teach people to survive on their own in their own neighborhoods. And get teams formed together. Next slide. The, this is an example of a location called an incident command post in neighborhoods. All neighborhoods should have a meeting place to go to right after the earthquake. You should all decide this on your own in your own personal neighborhoods. Where that's going to be. So that you can group up and function in your neighborhood to take care of each other. And take care of anyone that's injured. Help to put out fires. And do the search and rescue yourselves. There needs to be more training for this. This is an example of an incident command post on the left. With a ham radio operator in it. That can communicate with the emergency operations center in downtown Richmond. There's a map on the right of the, some of the established incident command post throughout the city of Richmond we have now. We're woefully behind in this. We need ten times as more neighborhoods to be set up and ready to go. Next slide. This is an example of the flow chart for the communications flow chart from the neighborhoods. You see these teams on the bottom will be the teams going out from the incident command post. Which is your neighborhood area location that you've decided ahead of time to operate from. And those teams, the search and rescue, the medical teams will call back on what are called FRS radios with the information to get into the incident command post. If the incident command post decides that there's a fire we can't put it out in the neighborhood we're going to have to call for help from the city. We'll use the ham radios to call to the emergency operations center in downtown Richmond. And thanks for the help of a lot of people in Richmond including our great mayor Martinez. We volunteered to help to get the antenna installed on the city hall. We have now operating radio at the EOC and we have an antenna on top of the city hall building. So we can communicate directly with all the neighborhoods throughout Richmond that have ham radios in their incident command post. And that's where all the information, the damage reports, all the status reports can come into the fire department immediately after the earthquake. As soon as people can staff their neighborhoods. And that way the fire department will know where the biggest disaster is, where the worst problems are within a short period of time. Because the city is quite widespread and the fire department is woefully understaffed. And compared to a huge event like this they'll be very, they'll be going to the worst areas first. Most of the neighborhoods will not see firemen for days. So the sooner we get a hold of the firemen, let them know what the situation is in our neighborhoods, the better. Next slide. This is sort of the flow of command for communications that they've established throughout the state. It starts at the instant command post level on your left. This is the field teams reporting to their instant command post all the problems and taking care of themselves in their neighborhoods. This is the key to survival for Richmond. This is the command post and the neighborhood organizations . So everyone in their neighborhood should be responsible for themselves in this aspect. The next level is up to the city hall. What will, what's actually the emergency operations center is the basement of city hall. And that's where the communication goes back and forth by hand radio to them. Further on the city will take care of transport, trying to get communications to the county. And the county, if they can't handle the situation, if they need more help, they'll call out to our outside region and further on to the state for help. Next slide. This is the most important thing to help reduce the.

Tue Apr 21, 2026 · 3:30 PM

City Council

Council to vote on adding caste as protected category

The City Council will discuss and vote on a resolution establishing a commitment to caste equity and an ordinance adding caste as a protected category. They will also consider an ordinance clarifying limits on city resources for immigration enforcement. In closed session, the council will evaluate the city manager, negotiate with labor unions, and discuss terms for a property at 1414 Harbour Way South with Orton Entertainment.

Closed session: city manager performance evaluation
Closed session: labor negotiations with multiple unions
Closed session: real property negotiations for 1414 Harbour Way South with Orton Entertainment
Resolution establishing Commitment to Caste Equity and first reading of ordinance adding caste as protected category
Second reading of ordinance limiting city resources for civil immigration enforcement

city-councilequitycasteimmigrationlaborreal-estateclosed-session

Community Services Building

Agenda (oficial) · Video

📹 Del video · 5h 0m

Transcrito automáticamente del video oficial de la reunión (voz a texto — puede contener errores).

Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Council member Jimenez? Presente. Council member Bonna? Here. Council member Wilson? Here. Vice Mayor Robinson? Here. Mayor Martinez? Here. and Council member Zepeda is ill tonight and will be joining us online, but I do not see him signed on yet. So, he's absent for BROCA. Oh, Council members Zepeda? Here. Okay, thank you. During closed session the Council will discuss the following items. Item C1 is public employee performance evaluation title city manager. Item C2 conference with labor negotiators, agency representatives Sharon Taylor, Jack Huge, and Lisa Charbon net. Employee organizations include SCIU local 1021 full-time and part-time unit, IFPTE local 21 mid-level management and executive management units, Richmond Police Officers Association, Richmond Police Management Association, IAFF local 188, and Richmond Fire Management Association. Item C3 conference with real property negotiators, property is located at 1414 Harbor way south, agency negotiators, Dave Alshire, special counsel, negotiating parties, Orton Entertainment LLC, and under negotiation are the price in terms of payment. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. 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Item C3 conference with real property. Item C3 conference with real property. Item C3 conference with real property. The brand is now one. Gainer is one. McBride got all is sort of off the hook. As month is off the hook. We need a better solution and you need to focus on that. We have so many people with their dogs and so many seniors in our neighborhood. We have many families with their young children moving in and we need neighborhood access traffic only. It's a different concept. It's not that difficult. Everyone else around us does it. So, if the planning, the new planning department, please wrap his brain around instead of just taking all the complaints from us. Thank you. Your time has expired. The next speaker is Lori Hart. Lori, please unmute yourself and you may begin. Good evening. Lori Hart, Rochester Village. Mayor, City Council, City Manager, Curl. I first want to echo the comments on the agenda and the changes. The City Council has allowed 80 to 100 children to come there and get two minutes each. Yet, today, the residents only get a minute and 30. But this tonight is specifically for City Manager Curl. You have my head and my heart hurting. We need checks and balances. We need checks and balances. I would like to take a moment, just a few seconds to give you your verbal flowers. Okay. I want to thank you for the success and achievement of the police department, the B3 credit rating, which is a major improvement from where you were, where we were before you started. The removal of the California State Auditor, the list of cities considered to be financially high risk, with several people taking credit for the success and achievement of the police department when you are in fact largely responsible for this achievement. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. The City Council is a great deal. Well, you know, we got to hear how AI can be twisted to make Dr. Martin Luther King sound like he's trashing every liberal left anything. And we got to hear a lot from residents about justifiable complaints about not having enough literal boots on the ground for staff to make things happen in the City of Richmond. Later, we'll talk more about AI. But it is AI is an exist existential threat to our to us as human beings, and we need to take it really seriously. We're not bystanders. We are living in an era that demands us to stand up and speak strongly. And, you know, I don't like to say this, but you have we have to listen to each other and we have to hold each other close. And I love my City Council members. I think you guys are doing a great job. I want all of you to win and keep fighting for us because that's what you're doing. And we need to stop the robotic factory for open AI that's planning to open because it'll kill us. Thank you. And that was our last speaker. Our next item is approval of the consent calendar. I'm sorry, Mr. Mayor. Point of order. I think there is a confusion about why that two minutes have been reduced to one minute and 30 seconds. Going by your rules and procedures under open forum, the total number of speakers. I'm not objecting to it. I'm just saying it seems like people need some clarification. And I was I was was jammed up for not using it before. So I'm using it. Okay. So it wasn't corrected in our agenda. Mm-hmm. And what people don't know is that Council can change the time for speakers at any time. Okay. But I'm going by what's in the rules procedures. And I can read it to you if you if you like. For the public, you may want to because it seems like some speakers have a question about it. Okay. In the rules and procedures. The amount of time allotted to individual speakers shall be determined based on the number of persons requesting to speak during this item. The allotted time for each speaker will be as follows. 15 or fewer speakers, a maximum of 2 minutes. 16 to 24 speakers, a maximum of a minute and a half. And 25 or more speakers, a maximum of 1 minute. So, thank you. We've actually been very generous with the 2 minutes. Good to know. Thanks. Where was I? So, was there a motion? I moved the consent calendar. A second. A second. Okay. Council Member Brown? Yes. Council Member Vanna? Yes. Council Member Jimenez? Yes. Council Member Wilson? Yes. Council Member Zepeda? Yes. Vice Mayor Robinson? Yes. And Mayor Martinez? Yes. The vote is unanimous. Okay. Okay. Okay. Our next item. Under new business. Item P1. And just one second. Okay. That item is to receive a report on revenue enhancement and financing options to support advanced life support, first responder services, and fire station upgrades and replacements, and provide direction to the city manager on preferred revenue and financing pathways, including whether to proceed with preparation for potential November 2026 funding measure. Deputy City Manager, can you please ask Emily to join us? I believe she's meeting with a colleague on another finance matter in the Shimada room. KCRT, can you please put up the slide deck? This evening we're joined by Supervisor Joya. So after city staff make their presentation, we'd like to ask Supervisor Joya to provide some remarks regarding ALS. We really appreciate his leadership and partnership with Contra Costa County. And we will need to, provided the city council wants to continue moving forward, we will need to work with Supervisor Joya, EMS, as well as Contra Costa County to move this effort forward. Next slide. By way of background, we did come to the city council previously a couple of times to provide updates. And so what we're doing tonight is reporting back on our findings. We want to make sure that as the city council is dealing with a host of competing requests for funding, that we try to deploy and seek revenue enhancements where it may be appropriate. In addition to, as I mentioned previously, continuing to partner with the county to explore revenue options. And so with that, I will turn it over to Chief Osario to assist with commencing the presentation. He'll cover the first couple of slides and then we'll hand it over to Finance Director Combs. Thank you. Good evening, Mayor Martinez and members of the council. For the record, Aaron Osario, Fire Chief of your Richmond Fire Department. I'm accompanied by Finance Director Emily Combs. And as the city manager mentioned, at the end, we will have a few comments provided to us by Supervisor Joya, who would like to speak about some of the possible funding assistance. Tonight, staff will be presenting the revenue enhancements and financing recommendations to support the implementation of the ALS program or paramed ic program. And this also is tied in or will be linked to the need for fire station upgrades and replacements. This presentation was a coordination between the finance department, the fire department, city manager's office, and then also some outside stakeholders such as board supervisors and contra cost of confire. I just wanted to reiterate some of the important aspects of this ALS program. I think it's important that we don't lose sight of why we are actually looking at this. So it's just a few of the points that we brought out in the past. I think number one will be that the fire department, you'll see the figure just as in the brochure earlier, responded to over 15,000 emergency incidents last year. What it doesn't show is that over 8,000 of those were EMS incidents. Now, granted, not all 8,000 of those are ALS responses. Some of them could be handled with lower acuity, but the overwhelming majority of those are. And so what this program means is that we have the opportunity to provide a higher level of medical service than we currently do, emergency medical service, to a large segment of the population that is utilizing the 911 system. And that will make a difference. Having paramedics on scene within the first four minutes matters when you are in cardiac arrest. It matters when you sustain major traumatic injuries in a vehicle accident. It matters when you're experiencing a stroke or a diabetic emergency. Those are treatments. Those are directly related to a higher level of care where we could provide that care sooner and have improved outcomes for the patients. And that's really what this program is about, is a benefit to the community. Secondly, we are the last agency in the county that isn't paramedic. So it would bring us up not only to alignment with our neighboring agencies within the county, but it is industry standard and we are one of the last agencies in the Bay Area that is not paramedic. So it is, it's the standard we need to try to achieve. We also have this compounded by the issue of a lack of sufficient health care in West Contra Costa County. Many members of the community have to utilize 911 as part of their health care system because they do not have another option. And so it allows us to provide, to play a role, a positive role in trying to at least make a small difference in that, in that issue. And then lastly, I think it's important to point out that this program does align with the values and the policy direction that the council has established about developing programs that improve the health outcomes of the community and improve public safety. So I just wanted to make sure, you know, we reiterate those aspects. And I think you're already on slide two. So in brief summary, the background of the issue. In January this year, we presented to you basically the progress we've made towards developing the program. So we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. And then we're going to be able to do that. Right now, it can't be a detailed plan just because we have we're waiting for the funding. And so at that time, we presented a preliminary planning level cost estimate based on the numbers we had and also on the projections of the infrastructure needs that were tied into the paramedic program. In addition, the city identified significant capital needs when we made that presentation. That included the replacing of certain fire stations, upgrades, and all of these were going to support the ALS service delivery. At the end of that meeting, the city council directed staff to return with a revenue enhancement and financing options presentation. And that presentation was supposed to include options to support both the paramedic program long term and the infrastructure needs that we had presented. So at this point, I'll pass it over to Emily to discuss the financing options. Thank you. And good evening. Next slide, please. KCRT. So this slide is meant to provide an overall context for the scale of the program. So the 20.5 million reflects the five year planning estimate that was presented in January. And when annualized, that equates to roughly about 4.1 million per year. But I want to emphasize that this is a planning level estimate. That is the estimate that we used when we approached SCI Consulting Group to help us come up with some revenue enhancement ideas. So that's the figure we're using. But those costs will be refined as we move forward. So most importantly, what has become clear since January is the scale of the capital investment needed to support this program, particularly around fire station infrastructure, which we'll talk a little bit about tonight. Next slide. Next slide. Next slide. Next slide. Next slide. Next slide. So across West County, there's a strong history of voter supported funding for emergency medical services. So for example, the health care district passed parcel tax measures that generated millions annually to support those services. So that was through measures D and J, which were approved in 2004 and 2011. But when the hospital ultimately closed, the residents of San Pablo then passed measure K, which was a quarter cent sales tax to support emergency services. And that has no sunset. So basically, this gives us a good sense of how neighboring communities have approached like similar funding challenges and also the community willingness to invest in emergency care. So in that context, we'll walk through some election based revenue tools that are available to us. Next slide, please. So election based options include tools like parcel taxes, special taxes and parcel taxes are type of special tax, general obligation bonds, and benefit assessments. So staff with the support of SCI consulting group is evaluating what a potential November 2026 ballot measure could look like, including polling and community outreach in the coming months. So just to give a sense of scale, Richmond has about 32,000 taxable parcels. So depending on the rates, parcel tax can generate roughly 1.6 million at the $50 per parcel and up to about 4.9 million at the $150 per parcel. That's an annual amount. So the main takeaway is that these voter approved tools can generate meaningful ongoing revenue, which is important given the scale of both the service and the facility needs that we'll be needing for the implementation of a successful ALS program. That said, these are not the only options. So we looked at additional funding approaches that don't require voter approval. Next slide, please. So I'll say complementing, emphasizing complementing election based tools because these are often tools used by agencies with ALS programs to recover some of their costs. It's a complement because they do not come anywhere close to recovering all the costs for ALS. So they complement them. So a first responder service fee could help recover a portion of those ALS response costs. The other thing is, this is something we do annually anyways, but just reviewing our public safety fee schedules just to make sure that they're updated on a regular cost of service basis, ensuring that fees remain aligned with the actual program costs. In some cases, administrative or regulatory fees tied to the program oversight may also be appropriate. So all of these approaches just help relieve or reduce rel iance on the general fund. Although these fee based and cost recovery options do not generate enough revenue on their own to sustain the full AL S program already major capital improvements. 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So next steps would include conducting polling and public opinion outreach, refining specific revenue measure options , and allying potential funding with ALS operational requirements and our fire station capital priorities. So this preparation would help position the city council and the city for a potential decision on advancing a November 2026 ballot measure. And that concludes my presentation. Good evening, Mayor, Council. I'm John Gioia. I just plan to add just a few words for you to consider as you're looking at next steps with regard to financing. And I want to first start by thanking all of you for your leadership in moving forward to implement an engine-based paramedic system and your staff for working on that. You all know the reason you're doing this is that every minute counts. I know this personally in my family. In 1987, my father at the age of 58 was walking his dog in front of his house in Richmond, suffered classic cardiac arrest. And by the time the ambulance arrived and revived him, he had suffered pretty severe brain damage and was in a coma for 10 days at Brookside Hospital and died. Had he been revived just a few minutes earlier, a nut suffered brain damage, he would have probably lived. That's the classic case. There's others. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. And I think that's the classic case. 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I advocated many years ago for a faster response time for Richmond because you do not have paramedics on the fire engine because typically a fire engine shows up a little before the ambulance and of course if there's a paramedic on the fire engine you 're going to get a paramedic on scene to triage a patient and then the ambulance arrives , continues to provide care and transports. Because Richmond has EMTs and not paramedics we have a faster response time just in Richmond, 10 minutes so a minute 45 seconds faster and the purpose is to get a paramedic on site from the ambulance sooner. It takes more resources and more money to deploy more ambul ances and personnel to meet the 10-minute deadline. So we are again we are going out soon with an RFP on ambulance services which we're required to do and as you move forward if you implement engine-based paramedic what that would allow our EMS agency to do is then change Richmond's response time to be the same as San Pablo, El Cerrito, all the other parts of the area to 11 minutes 45 and actually the ambulances are essentially arriving faster but those are the standards and there's a penalty if you don't meet those. And by shifting from 10 minutes to 11:45 that means the EMS agency does not have to deploy as many resources personnel and ambulances which is a savings. And I think what we want to explore and this would take some discussion is an opportunity to shift some of that savings to help Richmond with its implementation of ALS. If you sort of get my drift here is that because it will cost less to meet the 11:45 standard instead of 10 minutes you will now have a paramedic which can get there faster and there will be less need to have as many ambulance resources deployed and to try to take that some of that savings for Richmond. So I think that's an opportunity of having some discussion with your fire chief with our EMS director and to look at that in some language in an RFP that would go out within a few months for ambulance service. So I just wanted to note that which may mean that when you decide to go to the ballot if you decide to do that you may we may want to sort this out so you understand what piece you can get from that as you look at doing a ballot measure. So I just wanted to I think there's an opportunity for a partnership on that because it's a positive good thing to have engine based paramedic. And the last comment I will make is I know you have an estimate on what the cost is at 4.1 million a year. What I'd suggest you do as well is work with El Cerrito Fire, Con Fire, other agencies to look at what their experience here in this county has been to implement and the cost for ALS and maybe that will allow you to fine tune your cost estimate and maybe it's less which will help you as you make that decision. So I wanted to add to that to your presentation with that since it's an additional potential financing opportunity to help assist in this important transition. Thank you, Supervisor Joyo. He brings out a good point is that there's there's not going to be just one funding source that's going to cover everything here. You know, we are looking at there's measure H funds that we would get. There could be fees that we charge. There could be pass through support from the county contract. There's a number of places we're trying to get the amount of money we need to do this this program and so not there's not one solution that potentially solves them all other than the the voter initiatives that we're talking about would make the biggest impact. But we are looking at other ways to supplement that the funding for the program. I think right now if you have any questions or unless the city manager has comments we have any questions we'd be happy to answer your questions. Our intention if this item is approved is to work with the polling consultant to develop the questions and to share the information with the council to make sure that we get a sense of if the if there is an appetite to move forward with a parcel tax of some type and what services and or capital or mix thereof would potentially do best. As you are aware we have approximately a billion dollars worth of deferred capital needs and so we're looking this at this as an opportunity to potentially assist with essentially three new firehouses and and potentially on the service side as well. So we want to see what what funds what what pulls the best and then we'll we would want to come back to the city council with that information to help inform next steps. And also see how things are looking in November right now there are obviously a lot of other entities that have tax measures that they may be considering in the past you know people have when there are a host of things on the ballot people do tend to focus on what is local because that is what they feel and touch and experience. But we would bring all of that information back to the city council to make an informed decision. We just want you to to make sure you have options. Thank you. Before we go to questions from council do we have public speakers. Yes we have one in person speaker. There's anyone joining us online who would like to address the council on the side and please raise your hand at this time. And our in person speakers Irania Delamora. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. We have a question from the council. 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We have a question from the council. For now, please unmute yourself and you may begin. Thank you. I love the fire department. I love that they're around the corner from me. I love that if I fall down and call them, they'll come and help me or they'll give me first aid for whatever it is I need. That said, my son actually was an EMT. Not for the fire department. And I've been treated by EMTs who are not part of the fire department. And I know that they get paid a whole lot less than fire department EMTs. And it, what we need is emergency services, emergency medical treatment from qualified people who have been trained and know how to save lives. And we need them immediately. Of course, the fire department will get there quicker than anybody else. They are well funded by our city or by our county departments. And I don't know how to go forward on this issue, but there is, there's an edge that the fire department has on any other EMTs. And it's because they are already subsidized by our tax dollars. So this is where I kind of run into hemming and hawing. And yeah, I am a homeowner in the city of Richmond. I do pay my taxes and I do value my firefighters. But let's be really cautious about the real cost of what it means to have EMTs, whether they're firefighters or not. And I, I'm not weighing in one way or the other. I'm just being cautionary here. Thank you. Thank you. And that was our last speaker. Thank you. I do have a question. There, there'll be an initial cost for the polling. Do you have any idea what that budget would be? We might have to bring that back. This is falling under a prior contract that you, um, approved back under the, it was an SCI on call. So right now we're using the on call services. So when we will get, we can get a better quote from them. Um, but that's what it's falling under. So it's already, we're already in contract with SCI consulting group. Oh, okay. Thank you. Any other questions? Uh, council, uh, vice mayor. Thank you for, uh, bringing the item forward. There's a few questions that I have just to better understand, um, what's going on. The first is, can you remind me of the current estimate for the reno, you know, renovations rebuilds of three fire stations, the capital funds? Oh, in January presented, but that was including, um, I don 't actually have the slides that were just for the temporary squad. So, uh, the total though was about a hundred million in between the replacements, uh, 60, uh, 41st and Clinton cutting station 63 in May Valley, uh, for renovations and the renovations of three fire stations to temporarily house the squads. Right. And it was a hundred million total for all of that. For all of that. I can get back to you on the, uh, uh, estimate now without the construction drawings and everything. So prices always go up, but yeah. Yeah. Uh, yeah, but I can get back to you on, there was a breakout of the three stations that were gonna need to have some immediate work done to increase their capacity for staffing for the three squads. And I don't remember what that was. I, I, I couldn't get back to you on that. Thank you. And then the, the next question is, I, I think I'm, I want to make sure I'm not misunderstanding. I think what you're proposing is that there is some bond financing and then that we would pay off the bond through these revenue generating, um, mechanisms. Is that correct? I, are you referring to the lease revenue bonds that were described when we talked about the capital financing? I'm assuming, um, correct. Um, that is one of the financial tools that is available to us at a higher cost. Um, so, I mean, that's, that's kind of the downside of lease revenue bonds. It's not, um, you don't have to go to the voters. Um, but the idea is that, and I'll try to put this in like simple terms, even though, um, you know, you basically hand over like the rights of the property, um, or a property. It's almost like collateral and then, um, the financing, um , authority then issues the bonds and we kind of pay it as a lease, um, over time. And that's what you're proposing? Not necessarily. It's just, um, one of the, the tools that we explored, but at this point, I think we're in the very initial phases and we'd like to just do polling on the residents to see what they, what the appetite would be. So I guess the last thing is I'm not really understanding is that even in the scenario where we're, we're taxing parc els the most. The, it seems like you were saying that at $150 a parcel that we would generate possibly 4.9 million, which is the operating costs of ALS, but not the, not the $100 million in capital improvements. Right. So the, the 4.1 was really from, it was from the operating forecasts that we used in the, in the January presentation, which we used as sort of what it, what it called that, the estimating model. That's what we turned over to a SCI as an, you know, to look for means of financing that. Um, but so, I mean, it could be, but with a parcel tax, you can use it for both operations and for capital. So we're trying to find the best menu, um, but we will be able to, financing options for both capital and operating, um, after, after we can do some polling for our residents. And so just a quick question about, so there was only one financing option, which was this leasing thing, or did I miss another one? Um, for, well, for capital costs, you can use a parcel tax or you can, you can use a lease revenue bond as well. But there were others in there. Um, Emily, can you refer to the slide number and then we'll get KCRT. Absolutely. Yeah. Can we get it up on the. Because you kind of sped through them. I saw something about go bonds, but I didn't know what that was. And then. What number is it? And that's slide number seven. KCRT. Can you please display slide number seven, please? Okay. So yeah, this is, let me walk through this. So for the election based options, there's the general obligation bonds and for general obligation bonds, you can only fund capital. Um, and that requires 55% approval, um, through an election . Those are the go bonds general. Yes. That is only capital. The, there is inherent flexibility in the parcel tax and that you can, you have more flexibility. However, um, that requires a two thirds, um, vote. And then finally, uh, the, the fees option. I just to make sure I understand that correctly. It's just somebody who is receiving service, life saving services would get a bill for those services. Correct. After they're done. It's done by a numerous agencies around the Bay area, the state, San Jose is one of the most recent ones that's done it. Napa city does it, uh, but we believe lay all started doing it. Um, they all have different versions of it. Um, so I think San Jose is, it's a flat fee that's charged to someone's insurance and they're not, they don't go to the resident and send them to collections. Um, so I think that's a, um, a city like Napa city passed a tax and every city resident pays that tax. So they're not charged for services, but because they have a large tourist population that comes in. Uh, and a lot of services are being utilized on tourists or non-residents, anybody who received service in the city limits, but isn't a resident, doesn't have a residency in the city. Gets a bill from the fire department for a paramedic service. We w it there, these are, uh, bills strictly for EMS service, not for coming to your house for a structure fire or something like that. It has to be related to EMS care only. Um, other agencies, um, try to get a bill direct billing to the patient and the insurance company. And I don't know how they handle it if someone can't pay if there's a hardship. Um, so there's a lot of different versions of a fee. Um, but you don't see someone charge a fee and have a tax. You usually have one or the other, or you like Napa cities where people utilize the system that didn't don't pay taxes to get that improved service pay their share. Um, and for us, I think we looked at, you know, we have a lot of resources that are spent on accidents that on inter state 80, 580 Amtrak bar. You have a lot of people that pass through Richmond that do utilize the system. So that type of model would probably be, could be utilized here where if there was a tax to support paramedic service, we would also look at billing non-residents who don't pay the tax to keep it fair. And last question is currently we charge people when the ambulance comes, right? Like they'll get an ambulance bill to their, we don't charge. Well, they, they are charged. They are charged by, uh, they receive a bill that says con fire on it, but it's from the Alliance. It's from the AMR con fire, um, Alliance, the service. Um, and so it's the partnership. They do receive a bill. Um, I don't know how they handle those bills as far as hardships or things like that, but I do know they receive a bill. Cause we've received bills for our firefighters being transported too. Right. And so if, if they're not, if they're, it would it be, would it be possible that we're setting up a scenario where somebody would receive that, that ambulance bill if they don't have insurance as well as, as well as a bill for this ALS service. That's the most cities. That's the most cities. They'd get two bills. Napa city. Used to be pioneers ambulance. Now it's AMR. They get a bill from AMR and they get a bill from Napa city . If we utilize like, uh, Do we currently charge people when the fires, when the fire , when the fire, um, Do we? Yeah. The only time we bill right now is for, um, specialized response such as hazmat response, or if we have respond for , um, some sort of technical rescue or hazmat to an industrial site where there's, um, a business. Because those are services above and beyond. So that, and those fees are based on the fee schedule. So you look at the fee schedule. It has a cost for, uh, engine company or different types of , um, staff that might respond. Those are the only times right currently that we, uh, bill for any type of service. We do not bill homes, um, for, for any sort of EMS service. We don't bill anybody for structure fire response or wild, wild land response or anything like that. Can I add about that really important point? So the purpose of the bill, ambulance bills, and it's basically to the insurance company. It's to collect billing from the insurance company. And, um, there's not a pursuit if it's an individual who doesn't have health insurance. So people who don't have health insurance, um, are really, are not pursued. It's really a mechanism to bill the insurance company. Well, yeah. And if I may, uh, council member Robinson, those are really good questions. Um, before we could establish any fee, it would be just like we were, um, we presented to council a few weeks ago where, um, there was a consultant. They, there was a report completed. It indicated there's a justification for the fee based on the, uh, payment and the cost of the service for staff. So it would not be arbitrary. Um, there would have to be a specific methodology and to comply with state law in our municipal code. Um, and so what we're trying to do is put together a menu of options to help the city council, um, potentially fund this without, um, draining one specific bucket of existing revenue. Um, and so the way that we see this coming together is through a compilation of different funding sources. Council member Bono. Council member Bono. Um, thank you for the presentation. Um, I'm sorry that I'm still confused on basic concepts. Are we going to fund this $4.5 million along with a hundred million or they're separate? Council member Bono: So can I try that? Council member Bono, what we're trying to do is we're trying to, um, uh, so basically think about it. Council member Bono: Uh, a lot of times when we're working on projects, we think about sources and uses of funds. Council member Bono: So there'll be one, um, column where we'll list all the, um, the sources, right? And so what Emily was describing and supervisor Joya and the chief are different funding options, right? And then we'll have uses and some of the uses would be, oh, we need to buy equipment. We need to pay personnel. We need to renovate fire stations. Oh, we need to build new fire stations, right? So what we're trying to do is put together these, these two lists of, of, of, of, of, items, right? Council member Bono: So you have not decided how to go about it yet or you have? Council member Bono: Um, we also have to understand what is the, um, funding, what are the funding constraints, right? Council member Bono: I see. Council member Bono: So because this is a heavy lift, right ? And you have a number of things that you've asked us as staff to work on. We're trying to identify other potential funding options so that you can also keep moving forward with some of your other policy, um, direction and needs in the built environment. Council member Bono: Okay. Council member Bono: So it's an evolving process of making a decision. Council member Bono: Yes. Council member Bono: Okay. Council member Bono: So we're not asking you to make a permanent decision tonight. We're just asking that we continue to move the process forward to see if the residents have an appetite for this, uh, potential funding source, right? In terms of a, a potential parcel tax based on that information, then the city council can elect if you want to proceed forward in November or not. Council member Bono: But we just want you to have that information so you can make an informed decision. Council member Bono: And then this may also impact how you look at the fiscal year 25, 26 budget and the five year CIP . Council member Bono: So if you want to go on the ballot, by when should we have decided? Council member Bono: We, um, we will want to decide before you go on your recess. Council member Bono: Okay. Thank you. Council member Bono: You're welcome. Council member Bono: I have a question for, um, Supervisor Joy. Thank you very much for coming here. Thank you for initiating it and sharing your father's story . Very powerful and so true. So we do need it. My question is, can Measure X help us? Council member Bono: Measure X money is already allocated. Um, and given the federal cuts, which may result in a billion dollar deficit to our health system, Council member Bono: I think if we're going to be looking at honestly reallocating any Measure X dollars, Council member Bono: it'd probably go to keep health clinics and hospital and healthcare to people. Council member Bono: So, um, uh, right now all the Measure X money is, as I say, is allocated. Council member Bono: There's some unspent dollars if we, again, not a lot, but if we make some decisions, Council member Bono: it's likely going to go to backfill the federal cuts, depending what happens also with our sales tax that's on the ballot. Council member Bono: So, um, there's really no Measure X money for other things. Council member Bono: And I assume there's no estate money trickling down for any of this, right? Council member Bono: For yours or for us? Council member Bono: For us. Council member Bono: Um, yeah, I'm, I mean, I asked because , uh, there's been requests to the state to backfill some of the federal healthcare losses, which we don't know what's going to happen on that. And if they're going to, you know, provide any local help and if they do, it's not going to be enough. Council member Bono: I have not heard of, heard of any money, uh, for this. Council member Bono: I will, I will say, you know, one possible, I know you, you're talking about putting a measure on. Council member Bono: Um, there's been some discussion around of whether we should put our Measure X EMS parcel tax out for countywide renewal with an increase. Council member Bono: That, that's a flat amount measure H. Did I say that right? Yeah, measure H. Council member Bono: Um, which was passed decades ago with no CPI inflator and it's a very small amount per parcel. Council member Bono: And there's been some discussion whether to go out countywide to extend, um, well, it doesn 't need to be extended, but to raise measure H parcel tax with maybe a CPI inflator, which would bring more money into the EMS system. Council member Bono: We haven't had any recent discussion, but that's ideas out there. Council member Bono: Um, and, uh, that, if that did get increased, it would potentially provide some more funding to cities like Richmond on EMS. Council member Bono: Okay. Council member Bono: So that's something, um, I wouldn't mind us looking at. Council member Bono: They would take a two thirds vote countywide, but it'd be specifically for EMS. Council member Bono: Um, thank you, but we cannot count on it yet. Council member Bono: Um, thank you very much. Council member Bono: I have some quick questions. Council member Bono: Um, so tourists in Napa financially are at a different state than us Richmond residents. Council member Bono: Uh, do we have any statistics about how many people in Richmond actually do have insurance and what type of insurance they have? Council member Bono: We do know from our health and all policies work that we have a very significant, uh, resid ually, uh, uninsured population. Council member Bono: That is also why this is extremely important, especially with the cuts that are that supervisor Joya mentioned because, um, we're expecting that the number of people who are going to be uninsured is going to increase exponentially. Council member Bono: And so if people are residually unins ured, we want to make sure that, uh, if they do have an emergency, we can get them to, uh, an emergency center soon . Council member Bono: We, we will, um, uh, try to work with Contra Costa County Health Services and provide that data. Council member Bono: But it is something that we've historically worked with them to look at. Council member Bono: Um, but it's also why we have community partners like Lifelong and so forth in our community to help, um, and the Contra Costa Health Center. Council member Bono: And you could structure a fee that does something similar to the approach we've taken, which is basically go after the insurance companies, right? Council member Bono: I mean, that's sort of the revenue that comes in. Council member Bono: So, you know, you could in your structure come up with a policy that sort of tries to, um, um, um, Council member Bono: exempt or help those who don't have health insurance. Council member Bono: Because that's a concern. Council member Bono: But if I can add to that too, is that, um, traditionally Medicare, Medi-Cal only re, um, refund or reimburse a fixed amount, Council member Bono: regardless of the resources or the cost of the incident. Council member Bono: Um, I don't know what the current numbers are. Council member Bono: I know at one point it was only about $300 per incident. Council member Bono: And we can't lose sight of the fact that we're talking about this because of a lack of healthcare in West County. Council member Bono: We're not talking about insured individuals that are actually utilizing and need the service the most. Council member Bono: We're talking about individuals who are underinsured or not insured that utilize the system. Council member Bono: So we can't have a funding model that 's based upon building insurance companies and think we're going to have a huge return, Council member Bono: because that's not the population that 's actually utilizing the services the most. Council member Bono: Individuals will have adequate health insurance and access to healthcare. Council member Bono: Don't utilize the 911 system as much. Council member Bono: That's -- the data's out there on that . Council member Bono: So we can get stuck in this talk about funding, but we have to remember who's utilizing our system , and how are they -- are they insured, or how are they ins ured? Council member Bono: Because it's going to be pennies on a dollar when it comes to the investment of the service versus what we're going to get back. Council member Bono: True. Council member Bono: Thank you very much. Council member Bono: And I just wanted to give you a heads up. Council member Bono: I received emails from two residents about West Contra Costa wastewater management, I guess, Council member Bono: that they're increasing their rates by 72% over the next four years. Council member Bono: If I hear about that and I'm not affiliated with that district, it means the -- it's too much for the residents. Council member Bono: So we may want to consider, as the city manager said, what's coming up. Council member Bono: And what -- and the question on this side before I move on. Council member Bono: There was a picture of the helicopter. Council member Bono: Who has the helicopter for emergency lift in the county? Council member Bono: Do we have that access? Council member Bono: I think I've heard in the news sometimes we have it, but just wanted to make sure it is a possibility. Council member Bono: It's a county resource just like an ambulance. Council member Bono: Those are private companies, some of which are -- so they're -- just like the alliance with Con Fire and AMR, Council member Bono: there's a partnership with Con Fire and Reach Medical, which is one provider. Council member Bono: There's also other providers -- there 's a new provider trying to come into the county. Council member Bono: They have to bid that service to the county just like the ambulance companies do. Council member Bono: So most of these providers in Northern California are private companies. Council member Bono: They're not public agencies. Council member Bono: Got it. Council member Bono: They partner with public agencies to establish their funding. Council member Bono: But you don't see in Northern California the same thing you see in Southern California. Council member Bono: In Southern California, Santa Barbara, Orange County, LA County, LA City, they have their own aviation division. Council member Bono: They own the helicopters. Council member Bono: Up here in Northern California, all of the medical aviation assets are owned by private companies that provide services and bid the contract to serve a county service. Council member Bono: So when we ask for a helicopter through our dispatch center, they're on a rotation. Council member Bono: The next one up gets called. Council member Bono: It's typically coming out of Concord and it's typically affiliated with the Reach Medical Group. Council member Bono: Thank you. Council member Bono: And how many minutes does it take right now for fire engines? Council member Bono: I believe it's eight minutes something , right? Council member Bono: The average time for firefighters? Council member Bono: Most calls in the downtown area of the city were there in four minutes or less. Council member Bono: And the outlying areas such as in your district, usually about six minutes. Council member Bono: We passed last year a response standard, which is part of our EMS contract to receive measure H funds. Council member Bono: We had to establish and you guys as a body had to adopt it, which was a six minute response time for 90% of our calls. Council member Bono: Excellent. That's very good. Council member Bono: So one more question for the finance. Council member Bono: Is it possible to tax exponentially? Council member Bono: It has to be linearly by law like people who have more pay more or we can make exclusions. Council member Bono: So for example, or reductions for certain categories. Council member Bono: And so we can explore that with the consultant and bring that back for city council consideration and model out the fiscal impact of those things. Council member Bono: Okay. Council member Bono: And then also consider having some sort of CPI index. Council member Bono: Okay. Thank you. My last question, you said something about admin fee legally permissible and COP. They're just bonds or what does admin fee mean? It was on page six of this slide. Council member Bono: I believe that was in reference to what we can charge. Council member Bono: Oh, I see. Council member Bono: There's an admin. So part of the fee in some cases, Council member Bono: Got it. Council member Bono: Isn't just for the firefighter that's on scene in your house, the crew. There's overhead that, right? Like say we're going to hire an EMS division chief. We're going to hire a clinical care manager who oversees quality control. Those are admin aspects of an EMS program. That's certain, in certain instances, small segments of that cost can be added to the overall cost of services. Council member Bono: Okay. Council member Bono: Because it's all linked to the service . Council member Bono: Okay. Thank you very much. Council member Bono: I'm done with my questions. Council member Bono: Council member Jimenez. Council member Jimenez: Thank you for the presentation and all the work that you had put into this. I have some clarification because I am still confused about the capital improvements versus the ongoing costs of this program. Council member Bono: So are you saying that the operation cost is 4.1 million every year? Council member Bono: Or is that just -- Council member Bono: So no, not -- it's not -- initially, there's that five-year implementation period, right? Council member Bono: So if you remember the hybrid model that we had presented, it involved hiring basically an additional 20 employees to initially get the program off the ground, right? Council member Bono: With medic squads. Council member Bono: And that was in addition to our current fire department staffing. Council member Bono: These would be paramedics on the squ ads. Council member Bono: And that was the phase one while we trained our own firefighters, hired new paramedic firefighters, transitioned some of those -- excuse me -- Council member Bono: Single role paramedics into firefight er paramedics over the following two years. Council member Bono: With the end goal that our staffing numbers would actually be the same they are today, just everybody would have a higher level of medical training, right? Council member Bono: So it was never the long-term plan to raise the FTE count of the fire department by 22 people. Council member Bono: So there's that initial spike in implementation costs. Council member Bono: Now, the matrix study that -- it was the original study this was based on for the feasibility of whether or not we should do this. Council member Bono: They had a very low estimate of after year five, once we have paramedics on a fire engine and you 've gotten back down to your normal staffing that you were pre-programmed, they estimated between 600 and 700,000 a year in additional operating costs from today versus today. Council member Bono: That was actually a very low estimate. Council member Bono: I think we believe it's closer to a million to a million and a half a year to keep the program going just because of the increase in cost of operations. Council member Bono: So the other portion of that is to help pay for the capital improvements needed to keep -- well, we need them regardless of the ALS program. Council member Bono: But a number of those are directly related to rolling out that paramedic program because of more equipment, aging infrastructure that needs -- they need to be replaced anyways. Council member Bono: So it's a combination of both. Council member Bono: But if you're looking at just what the paramedic program would cost ongoing after we level out and we turned our normal staffing, Council member Bono: somewhere between 1 and 1.5 most likely is where that continuing operating costs would be. Council member Bono: So let me just -- so with the 4.1 million and this is going to be the cost each year for five years. Council member Bono: Is that -- Council member Bono: No. Council member Bono: That was just kind of the -- what SCI used. Council member Bono: We broke out in the presentation in January. Council member Bono: There are certain years where we only -- it's only $300,000 more because we're only hiring one position new and some equipment. Council member Bono: Other years it might be $2 million or 1.5 million because we have to purchase a number of new vehicles and we have to send some people to training. Council member Bono: Or other years it might be a million dollars because we're going to hire 19 people that year. Council member Bono: So we had broken it down in those original presentations. Council member Bono: If you remember I broke it down by fiscal year because we looked at what can we achieve in a fiscal year. Council member Bono: Okay, this next year we can recruit an EMS division chief and a clinical care manager and begin ordering apparatus. Council member Bono: That is going to be $800,000 let's say . Council member Bono: Right, so total over five years it was 20 million. Council member Bono: But it wasn't equally staggered over five years because some years we were going to have a lot of activity, a lot of onboarding or a lot of purchasing. Council member Bono: In other years we weren't. Council member Bono: So this is -- but this is for the staffing and the capital cost of $100 million. Council member Bono: When -- what year that will be needed? Council member Bono: And are we going to need all of that at once or do you have any --? Council member Bono: No. Council member Bono: That was kind of goes back to Vice Mayor Robinson's question. Council member Bono: There was a portion of that $100 million in capital improvement projects for the fire department that had to happen to do implement phase one. Council member Bono: Because you have three fire stations that have to -- we have to increase the capacity to house the new squads and two additional personnel over three shifts. Council member Bono: And so a portion of that small portion of that was to do some minor renovations and remodeling to accommodate the staff. Council member Bono: The one -- the largest portion or component that we hadn't decided on yet was one of those fire stations that we needed to put the squad -- one of the squads at is at capacity. Council member Bono: So we had to have a decision whether or not we were going to lease or purchase a temporary fire station and house the squad there initially until we transitioned into phase two. Council member Bono: And that one was linked with some of our capital improvement projects because if we rebuild station 66 on 41st and Clinton, they have to move out of that firehouse to do that project. Council member Bono: And so we would lease this temporary fire station potentially and we would get two uses out of it because we would have to lease a fire station temporary firehouse to relocate the crew anyways. Council member Bono: So we could actually get two uses out of one lease if we put that station at the training grounds . Council member Bono: You could put a squad there temporarily that we can't fit at Crescent Park and we can move the crew from 66 while they rebuild their firehouse there. Council member Bono: So we would have that expense either way. Council member Bono: So but we don't have the exact years of when that happened so we can have a flow chart of when that money for the capital -- like -- Council member Bono: Well 66 is already out for RFQ right now. Council member Bono: For what? Council member Bono: For design. Council member Bono: For replacement for station 66 because you got to keep in mind that station 66 on 41st and Clinton and station 63 on Valley View were the two first Council member Bono: projects that we had put in as a fire department for replacement regardless of -- before we even talked about paramedic because they are in the worst condition. Council member Bono: One is in the worst condition. Council member Bono: The other one has significant foundation issues. Council member Bono: So those were in the rotation already and now we kind of mesh on top of that the paramedic program. Council member Bono: But if we had never talked about par amedic those two were already going out and beginning the process and this year what was budgeted was Council member Bono: Securing a firm to do construction and design or design and construction management I believe. Council member Bono: And then with the thought that next hopefully we would have a funding source identified for the 27 28 fiscal year to break ground and begin the construction. Council member Bono: But that's separate from the paramedic program and so that was part of the 100 million dollars that was presented in those -- in that presentation last time. Council member Bono: But it's only the first -- I believe the estimate for that was around 30 million for that fire station I think. Council member Bono: So potentially you would only -- and same thing with that. Council member Bono: You wouldn't need all 30 million in one fiscal year it would be in the phases that the construction was happening. Council member Bono: And that the idea is that's part of that like will be covered by a parcel tax parcel parcel tax . Council member Bono: We are thinking about is that correct? Council member Bono: Correct. Council member Bono: Yeah I definitely -- so the 4.1 -- I'm going to try this again -- is straight from the presentation from January which was the operating costs. Council member Bono: We needed to be able to have a figure to work with SDI on some initial ideas for what we could potentially do and then that's when we brought in the capital costs. Council member Bono: So the 4.1 was really just them as the chief mentioned the total amount we had on that slide divided by five years was 4.1. Council member Bono: That's what it was. Council member Bono: Okay. Council member Bono: Just a planning estimate at that time. Council member Bono: Okay. Council member Bono: So I think we -- so you will need to make sure that what we go to the borders is not only for the ongoing costs but for the capital costs or you are thinking maybe there will be a bond initiative for that? Council member Bono: Like what -- Council member Bono: Both. Council member Bono: Right. Council member Bono: So we want to see what the voters would be interested in funding. Council member Bono: Right. Council member Bono: Are they interested in funding both operations and capital or do they have a preference of one of the two and depending on what polls well then that's what we would, you know, confer with the city council about and then that would impact what the overall sort of sources and uses of funds may be for the overall program. Council member Bono: And so, yes, in addition to having a parcel tax we will probably need to do a bond issuance that could be funded by the revenue coming in from the parcel tax that ongoing payment could be. Council member Bono: Because then you could do other bonds for other capital needs that the city may have. Council member Bono: For example, like the MLK Center or things of that nature. Council member Bono: So we're just trying to make sure you all have all the tools. Council member Bono: Yes, there is a giant flowchart that has this all figured out, but we also need to be until we actually get the architects hired and onboarded in the construction documents generated. Council member Bono: There could be, you know, right now, for example, the facilities needs assessment. Council member Bono: Those are in progress. Council member Bono: So once the facilities needs assessment is done, then we'll really know, okay, definitively, yes, you know, the Clinton station's got to go right away. Council member Bono: Right because you'll have the report that will help inform the Council's policy direction. Council member Bono: Okay, thank you. Council member Wilson . Council member Wilson: Thank you. Most of my questions have been asked, but I'm just going to restate what I'm understand what I think I understand just to make sure I'm on the right track. Council member Bono: So you will be taking a look at, you know, asking voters to contribute maybe via parcel tax, maybe through these go bonds or something, both towards the ongoing, the operating expenses, I should say, for that first five years of the project, and also some portion of $ 100 million worth of capital expenses. Council member Bono: So there's going to be a sort of research to find out if there's an appetite on voters. So that's correct. Council member Bono: The $100 million figure for the capital projects, if I'm understanding it correctly, that includes capital improvements related to ALS, but also pre- existing capital needs of the fire department. Is that correct? Council member Bono: Okay, so like, if someone magically came and gave us $100 million today, we would have enough to pay for all of the capital. Council member Bono: I wish they would. Council member Bono : Yeah, right. Council member Bono: Maybe not tomorrow. Council member Bono: One of the things I've learned is that we don't need to have the $100 million all at the same time , you know, like that's because the projects aren't going to happen all at the same time. But if I hear you, because one of my concerns is that although I support having, you know, I'm not going to have the same time. Council member Bono: I know there's sort of a lot of, I guess, deferred maintenance and also like, like critical needs in some of these fire stations. And so I don't want us to move forward on ALS at the expense of, of these other CIP projects that have been sitting from what I understand for a while. But is that, should I not, I don't need to be like, there's a path for addressing Council member Bono: I think this is a really critical opportunity for us to do both. Council member Bono: Okay. Council member Bono: Because it would create positive momentum to give us a definitive timeline to, to, to do both. So improve service and improve the living conditions for our firefighters. Council member Bono: Okay, that's great. And then, Council member Bono: And then, I think that's a really critical opportunity for us to do both. Council member Bono : Okay. Council member Bono: So improve service and improve the living conditions for our firefighters. Council member Bono: Okay, that's great. And then, Council member Bono: And then my last question is in terms of what you're asking us. So we're receiving a report tonight. We've heard the report. And then you're asking us to make a recommendation. But if I'm hearing, if I understand it correctly, you're not asking us to recommend parcel tax for, you know, you're, you're basically, what you're looking for us to recommend is please go out and hire, or, you know, use somebody to come back with us with a more specific recommendation and information. Council member Bono: Move forward with the polling. Council member Bono: Yes. Council member Bono: To see if it's something that can be, yeah. Council member Bono: And since it's a short window of time, we want to make Council member Bono: That November, you know, 2026. We got to start tomorrow. Council member Bono: Okay, so so that's the rec. That's the recommendation you're looking for us to make is go forth and poll. Council member Bono: Correct. Council member Bono: Okay, do you want can I make that motion now? Council member Bono: Or are we done with the questions or? Council member Bono: No, we have Council member Cepeda. Council member Cepeda: Yeah, thank you, Mr. Mayor. Council member Cepeda: Thank you for the presentation. Council member Cepeda: So I'm looking at the presentation from last, from January. So in there you divided it up between current facility upgrade cost. Council member Cepeda: You've got fire station 6268 in the training tower. And that was between 2.6 or 2.7 million to 3.5 million. Council member Cepeda: And then replacement cost was station 63 66 and 67 for 98 million or 100 million. So the 100 million that we're discussing this would just be for the replacement is what I'm hearing. Council member Cepeda: Are we doing anything for the upgrades? Council member Cepeda: The upgrades. I believe the 100 million was supposed to include what it does include that 2 .5 because those are estimates. Council member Cepeda: So that was the answer, Vice Mayor Robinson, when you asked what are the costs for the specific to the

Tue Apr 7, 2026 · 3:30 PM

City Council

City Council to negotiate sale of 1414 Harbour Way South with Orton Entertainment

The City Council will enter closed session to evaluate the City Clerk's performance and negotiate a property at 1414 Harbour Way South with Orton Entertainment. During the open meeting, the Richmond Housing Authority will hold a public hearing to adopt its Fiscal Year 2026 Annual Plan and Five-Year Plan. The Council will also consider routine consent items, including a continued records retention update.

Closed session: Real property negotiation at 1414 Harbour Way South with Orton Entertainment
Closed session: Performance evaluation of City Clerk
Closed session: Labor negotiations with 6 employee organizations (SEIU, IFPTE, police, fire)
Public hearing: Richmond Housing Authority FY2026 Annual Plan and 5-Year Plan (2026-2030)
Consent item: Records Retention and Destruction Schedule Update (continued to Apr 21)

city-councilhousing-authorityreal-estatelabor-negotiationspublic-hearing

Community Services Building

Agenda (oficial) · Video

📹 Del video · 5h 0m

Transcrito automáticamente del video oficial de la reunión (voz a texto — puede contener errores).

Music. Music. Music. Music. Music. Music. Music. Music. Music. Music. Music. Music. Music. Music. Music. Test one, two. Test one, two. Three, four. Test one, two. Music. Music. Music. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. when you go back in there think of all think about what I just said so and with that Nate Lonzo our next speaker is Nate Lonzo and if there 's anyone joining us online that would like to address the council please raise your hand at this time good afternoon mayor and City Council members my name is Nate Lonzo I'm speaking on behalf of Richmond Police Officers Association and the officers who serve this city every day I'm here for two reasons first again to just to ask this council to support a fair competitive and marketable contract for Richmond Police Officers second to demand accountability from City Manager Curl to return Detective Hodges to work immediately we cannot properly serve this city from the public safety aspect the way the citizens deserve being understaffed not being able to retain and recruit the best possible officers I believe you all were provided with comp surveys from POA president Theriault we 're in the bottom quarter of that comp survey okay when we were in the top half many many years ago we used up hundreds of applications from potential candidates from all over the state ladder officers, academy graduates, people seeking to get into law enforcement, and we could choose the very best of the best. Now we might have six, maybe ten, and I know this because I used to be part of the personnel and training section. I wasn't part of a recruitment, but I was the FTO coordinator. And not being able to recruit the best candidates, we suffer because it used to be the norm when I started where people would enter the training program and they'd go through some challenges, not much, but now people get extended. That's because we're not getting the best of the best. Thank you. Have a good afternoon. Okay, that was our last in-person speaker. We have two online speakers. And those speakers are Ben Therrio and Sam. Ben Therrio, please unmute yourself and you may begin. Ben Therrio, president of the Richmond Police Officers Association. I've sent in, provided to all your city email addresses, a significant amount of documents and data. That analysis, again, is important to the list. There's a publicity RPOA 30-year historical list, which is our list that we've used for 30 years. In addition to adding San Francisco and BART, I've also used that salary schedule with the city council's list. And then another one with all those cities combined, both council and the POA and SF and BART. In all of those, all three, the POA is in the bottom third, or sorry, bottom quarter of all of those charts. And that's what matters because the data is unambiguous. It's not a minor discrepancy for a mid-career officer with 10 years of service that our package essentially lags behind. And for the requests, I've also provided all, since 2015, the POA's tracking of folks who have departed Richmond and are lateral to other places, which mostly include reasons of pay benefits, retiree health, and lack of support from inside the police department and the city council. Also per requests, I provide information about retiree medical OPED trust and what we're looking for on that. And the last but not least, the RPOA 555 bargaining brief and issues on step and longevity. There's a lot of information there, a lot to unpack, but there's plenty, I think, to cut through the fog of what has actually been sent to you or what has not been sent to you. And then lastly, again, we asked for Detective Hodges to be returned to work. My understanding is the city manager has all the information that she has requested. And yet here we are still with Detective Hodges not returned to work. Your time has expired. Thank you. Thank you. The next speaker is Sam. Sam, please unmute yourself. Please state your last name for the record and you may begin. Yes. My name is Sam Lee. You guys probably know me from F illerberger here at 1123rd Street. Yeah. First of all, you know, I was actually tuning in for an entirely different reason, but it does regard safety. And I'd like to thank the staff of the Richmond Police Department, you know, the dispatchers and the officers out there that are, you know, really putting in hard work to keep our city safe. And unfortunately, I had to call upon their services for a recent incident where my elder father, a senior citizen, was attacked by a member of the community. And I had to come to his defense. And thankfully, the Richmond Police were able to come out and respond to the call as well. So did the Richmond Fire Department to help address some of the other safety issues that were related to this. Ms. Brown, Councilman Brown, I tried reaching out to you by email and by phone a couple of times. I even tried to seek you out on Instagram, but I haven't heard anything. But, you know, we're in District 1 and I spoke to the neighbors up and down the street and we fought a lot of safety issues lately. And we've been trying to get a hold of you. If you have some time, please respond to the email or stop by here and visit me at the shop so we can discuss in detail how to make our community safer. But that was mostly why I wanted to get a hold of the city council here to address some of the safety issues that are going on in District 1. And Ms. Brown, if you can, like I said, get back to me so we can figure out how we can best respond to this. Thank you very much. And thank you, Richmond PD. And thank you, Richmond Fire. Thank you. And that was our last speaker. With the last speaker, we closed public comment and we will adjourn to closed session. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. 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Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. Put a punch over here. It's on. Put a punch over here. Here. Put a punch over here. Good evening, good evening. Put a punch over here. Put a punch over here. And then, you know, and we're going to do, you know, As part of this, you know, For a punch over here. We're going to do, you know, These are our key, you know, We're going to do, you know, We're going to do, you know, We're going to do, you know, We're going to do, you know, And those speakers, and we're going to do, you know, We're going to do, you know, we're going to do, you know, to housing the homeless is so chaotic and confusing that even the coordinators don't know how to get people housed. And the people who are housed keep falling out of housing because they have no ability to pay the rent or the utilities. And I cannot stress enough how important it is to get this stuff organized, to get everyone on the same page. Also, you have all these groups, the housing task force, the Council on Homelessness, but none of the groups talk to the city council to each other or and the city council doesn't talk to the county. So there's all these pockets of money that are not being used or not being used correctly and work that's being done over, you know, that same things are being done. There's a an adjudicated rapist who is working for the only the only group that tends to the homeless and he's being sent to campsites where there's vulnerable women and he's being sent out there by himself. In addition to that, yesterday, my husband and I, Richmond police officers came to our encampment with guns drawn. Okay, put my husband in handcuffs up against the car for nothing. We had done nothing. Our car was similar to a car that was used in a crime, but neither my husband or I have any criminal record. And yet he was slammed up against the car and put in handcuffs. Okay, the way that Richmond is treating the homeless not only is in humane. It's not working and it's expensive. You're talking about money from HUD. And it's not working. You're talking about money from HUD. You might want to mention that HUD started to withhold funds from Richmond because of mismanagement. Remember that? So may I suggest a accountant to oversee this expenditure? Thank you. Thank you. And that was our last speaker. There are no online speakers? That was an online speaker. Okay. Oh, okay . Thank you. All right. Then in that case, the public hearing is now closed. So do we have any questions for staff? Yes. The only thing is that can we get the presentation online because it's not currently online? If we can just get it up there so we can review it again. Thank you. All right. So if that's the only question, then it's time to vote. But we need a motion. I move to pass item. Second. And I will second the motion. Okay. We have a motion by Commissioner Banna. Second by 10 and Commissioner Scott. Commissioner Brown? Yes. Yes. Commissioner Banna. Yes. Commissioner Jimenez. C. Commissioner Wilson. Yes. Commissioner Zepeda. Yes. Attorney Commissioner Scott. Yes. Vice Chair Robinson. Yes. And Chair Martinez. Yes. The vote is unanimous. Okay. And we need to move backwards in this agenda because we skipped the Housing Authority Consent Calendar. We need a motion to approve. I move the item to approve the minutes. Stay tuned. We have a motion to approve. We have a motion by Commissioner Vice Chair. No, Chair. Sorry. Martinez. And a second by Commissioner Jimenez. Commissioner Brown. Yes. Commissioner Banna. Yes. Commissioner Jimenez. Yes. Commissioner Wilson. Yes. Commissioner Zepeda. Yes. Vice Chair Robinson. Yes. Attorney Commissioner Scott. Yes. And Chair Martinez. Yes. The vote is unanimous. All right. With that, the regular meeting of the Richmond Housing Authority is now adjourned. It's time to move on to the regular meeting of the Richmond City Council. Roll call, please. Councilmember Bono. Here. Councilmember Brown. Here. Councilmember Jimenez. Councilmember Wilson. Here. Councilmember Zepeda. Here. Vice Mayor Robinson. Here. And Mayor Martinez. Here. Our next item is a statement of conflict of interest. Are there any? Hearing none. Our next item is a statement of conflict of interest. We have a review. I do have a couple of announcements. Item V1A, and that's the -- it's being continued to April 21st. That's the records retention schedule update . Item V4A, that's the contract with Wildin Financial Services that has been removed from the consent calendar for discussion, be placed at the end of the agenda. Which item? Sorry. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. That's the contract. That's the contract with Wildin Financial Services. That's the contract. That's the contract. It's under finance contract with Wildin Financial Services. That has been removed from the consent calendar. Will be placed at the end of the agenda for discussion. That's all I had. All right. Report from the city attorney. Good evening, mayor and city council. No final actions were taken during tonight's closed session. Our next item is a report from the city manager. Good evening, council and good evening, city council. I will now pass the microphone to Sharon Taylor for the new employee report. Report from the city attorney. Good evening, Mayor and City Council. No final actions were taken during tonight's closed session . Our next item is a report from the city manager. Good evening, City Council. I will now pass the microphone to Sharon Taylor for the new employee report. Good evening, Mayor, City Council members. Sharon Taylor, Human Resources Director. I'm pleased to present you our March hires and our promotions. Next slide, please. Noah Russell, police officer. Russell Lopez, police officer. Gail Payne, senior transportation planner. Rosie Vangeline Darla, learner coordinator. Crystal Barton, learner coordinator. Derek Treya, parks supervisor. Sophia Montenegro, administrative analyst. Tania Payton, learner coordinator. Pedro Gonzalez-Guiza, maintenance aid 2. Christian Cabrales-Ruiz, maintenance aid 2. Milan Ashley, administrative student intern. And we have two promotions. Carolyn Connery, deputy fire marshal. And Fred Tran, executive director of rent program. Thank you for your support. Thank you for your support. Okay, our next item is open forum. Okay. An open forum is an opportunity to address the council on items that remain on the consent calendar or items that are not on the agenda. Tonight we have two items that were removed from the consent calendar. Let's see. Item V1A, and that was continued to April 21st. Item V4A is a contract with Weldon, and that will be discussed at the end of the agenda. During open forum dialogue with the council, and the speaker is prohibited. Tonight we have 50 in-person speakers. We have five in the auditorium. And if you're joining us online and would like to address the council under open forum, please raise your hand at this time. So far we have two speakers online. We'll start with the auditorium speakers, and then we'll move to the in-person speakers. When your name is called, please come forward and line up behind the speaker's podium. When you're called for in-person, and you need to line up closest to the wall. And for your safety, all the aisles, including the area behind the speaker's podium and staff presentation area, must remain clear. When you are called to address the council, state your name and your city residence. It's optional. Please terminate your address to the council when your time expires. Each speaker will be allowed up to, is it two minutes still ? Two minutes? One minute. Our council rules reflect one minute. Okay. One minute to address the council. The city of Richmond welcomes your comments and requests that you present your remarks in a respectful and appropriate manner with an established one-minute time limit. Jess Suara, please call the speakers in the auditorium. Thank you. Okay. And the five speakers are Cesar Cortez. Okay. Jess Suara, we can't hear you. Okay. Can you hear me now? Barely. Can you hear me now? Better? Okay. Is this better? Where is she? I'm Tori. Is she yelling from up there? KCRT, can we help Chess for with the volume? Check. Check. Check. Check. I don't know if this mic is better. Sounds a little better. Okay. So we have five speakers. You guys will stand up and line up behind me. There is Cesar Cortez, Menil Bachracharaya, Jesus Perez, Ryan Kazin, and Daffodil Alfani. And just as a reminder, you'll have one minute to speak. Once your time concludes, please step off from the mic and let the next person speak. Cesar Cortez. Should we start up? Okay. Well, hello, everyone. My name is Cesar Cortez. I am a resident of Richmond for about 10 years or so now. I'm currently an unhoused resident, but before this, I was studying in college since I was about 15 over at middle college high school. Before I came into my circumstance right now, I was a financial officer for a real estate company. I want to explain to you guys and plead with you, please, everyone here at the city council, please stop interacting with cartel associates and anyone involved in organized crime in any way, shape, or form. As an investigative reporter here living on the streets and figuring out more about the operation, I've been attacked with a machete by someone by the name of Marco Landaverde. During the police report that I filed where I was running the investigation across Richmond PD in multiple areas of the Bay Area and seeing how they're connected and linked up to these different cartel factions, including Indian factions, Sri Lankan factions for human trafficking, and also just the drug networks that are operating. And I know that there is some compliance between multiple agencies, police agencies, politicians here inside of the state. I'm pleading with you. Do not work with them. Thank you. Hi, my name is Manil Bhattacharya, and I've been working with the city as a consultant for the last 20 years, I'm close to. And I'm here to thank the council, the mayor's office, and the city of Richmond for the proclamation recognizing the Nepali New Year. I am from Nepal, and I've been in the Bay Area for the last 25 years, so I really wanted to come up here and thank the council, the mayor, the councils, and the city for putting this proclamation on the city council agenda. Thank you. Hello, good evening. This is Jesus Perez. Thank you. Thank you. Thank you. Thank you. People are showing up all the time, you know, so just please. Hi there, Ryan Kazen. So I swear this has nothing to do with a specific agenda item. This is a general comment. But I did want to speak to the council and anyone in a leadership position that a demographic of people that I think don't get enough credit or that isn't talked enough about in their disfranchisement is the youth. And I think if you're in a position of leadership and you have a bunch of young kids coming out and speaking out against something, I think it's the job of those of us in power to step back and to listen. So I urge you, regardless of anything discussed tonight, but also going forward, to listen to the youth voice because you have the power to give them more. Thank you. Hello. My name is Daphadal Autan. I'm a journalist by training, but tonight I am here as a parent. I'm here to express my unwavering support for the diploma program at the B.E. Space Center for the Performing Arts, where our two children take a variety of classes and where our daughter is completing her second year as a diploma student. My husband and I are the children of Latino immigrants, and we're raising our children on the border of San Pablo in Richmond. We've worked hard for our education and careers. However, the earning first in our families, however, that hard work does not necessarily translate to immediate generational wealth and affordability. For the sophisticated top-tier musical and artistic training our daughter receives as a diploma student at the East Bay Center, the scholarship she receives as a diploma student, which includes a five-week summer intensive, which is eight hours a day, classes year-round, and private classes would add up to about $10,000 a year, something we cannot afford at this moment. Okay. I just want to say that this is an incredible program that supports community on all levels for so many children. Thank you. And now we'll move to the Zoom speakers. We have five Zoom speakers online. Jessie Teran, Andrew Wilk, Benjamin Theriault, Nathan Lonzo , and Marcus. Jessie, please unmute yourself, and you may begin. Hi. I'm Jessie Teran. Again, I've been unhoused in Richmond for about the past five years. And I just wanted to point out that the city of Richmond has received millions of dollars. Okay? There's the Measure X funds. There's the Measure U funds. There's the, you know, there's grant money. There's the Chevron money. And yet homeless people are seen as not doing anything for the economy. But you receive so much money for our benefit. What we need is a safe parking area and or a tiny home community. It would cost a fraction of what you're spending now on putting us in permanent housing. And it would be safe and it would be cheap and it would be fast. Basically a trailer park. That's how they housed survivors of the earthquake. That's how they housed World War II veterans when they came home from the war. Thank you. Thank you. And your time has expired. The next speaker is Andrew Wilke. Andrew, excuse me, Andrew Wilke. Please unmute yourself and you may begin. Yeah. Hey, this is Andrew Wilke, director of the Richmond High School Music Department. Also Richmond resident. My great-great-grandparents immigrated here from the Azores in Portugal. Been here forever. I just wanted to shout out our music students and our marching band students in particular for recently representing Richmond High School in front of hundreds of thousands of people on television at the Chinese New Year Parade in San Francisco. And then two days later driving down to Anaheim to represent our city and community at Disneyland marching and doing some workshops down there. And I just want to thank you guys. Your deep investments in our youth clearly are paying off. That shows in our crime rates decreasing. I know as a person who went to Panol and grew up in Panol myself, even though my family has lived in Richmond forever , a narrative is slowly starting to change where our school, Richmond High School, is becoming a school with very high- performing programs that's desirable and attractive to our community. So I just want to thank this city for supporting us and allowing us to represent you. Have a good evening. Thank you. And the next speaker is Benjamin Terrio. Please unmute yourself and you may begin. I'm the counsel of Ben Terrio, president of the Richmond Police Officers Association. Richmond residents deserve a city government that takes public safety seriously and respects its workforce and understands that you can't keep cutting corners when it comes to policing, staffing, and labor stability. Our officers continue to show up, do the job, protect the city under difficult conditions. And what they need is a return as a straightforward, fair treatment, competitive pay, lawful decision-making from city management and leadership that understands the value of retaining experienced officers instead of pushing them away. When this city delays, disregards working conditions and the MMBA and other lawful labor laws and fails to keep up with the market, the result is predictable. Lower morale, staffing issues, and greater risk to the community. This is not complicated. Richmond wants a safer city. It's got to support the people who do the work. That means respecting labor law, bargaining in good faith, and making public safety real priority, not just a talking point. Free Detective Hodges. Bring them back. Thank you. Your time has expired. And that appears to be our last speaker. I don't see any other hands raised at this time. Now we'll move to the in-person speakers. We have 52 speakers. And I'll call your name. Please line up behind the speaker's podium, closest to the wall. We have a group of teams. We have a group of 10. We have a group of 10. The group of 10. Cordial Handler, Don Gosselin, Brune Simmons, Bahima Zayman , Maria Picanto, Aliyah Alizani, Aliyah Savalos, Darren Allen, Ronaldo Cervantes, and Anaya Jones. We have one minute. Okay. Okay. Okay. So, good evening, Mayor Martinez, counsel. For the record, I am Cordial Handler, and I have some gifts for you all. So, number one, as Benjamin Terios pointed out, we are in a staffing shortage because I was just talking to our neighbors in El Cerrito. And from what the state auditor told them, they had done a class and comp study. And so, to align how they pay their employees. And so, it got me thinking. And it's like, if I had $550 million, I would allocate to hire two consultants to do just that, organizational assessment and filling certain positions. So, that's one. And the other picture is, I thought about you, Councilman, I was to pay for your love of animals. And so, I was thinking that in the future that we need to acknowledge the Legion College Preparatory High School for their service day that they did in March. So, it just got me thinking. It's like, they need to be acknowledged. So, I'm putting it as a request to have it agendized for next month because they have their graduation three days after that. So, with that, it's all you have to know. John Gosman. I came here tonight with a prepared speech to try to offer to the good people of Richmond career opportunities with extremely high pay, great benefits, and what feels good having a career. But, cutting me off with only one minute, I can't say give it justice. I apologize for that. But, please, take a look at the numbers here. Call me, 510-685-2403. 510-685-2403. Don Gosney at Comcast.net. And I can help change your life. Rune Simmons. Hello. My name is Rune. I grew up in Richmond. I'm here for the Richmond's eSpace Center for the Perform ing Arts. I'm an alumni of the diploma program and just wanted to say that this program is an incredible thing. I came in and had my eyes open to a lot of music and people . And this has kind of shaped the way that I interact with the world now. It's given me the tools to look within. It's given me the courage to be seen. And I see in my peers, I see in the kids that I work with now, a sort of unfolding, a learning. I see something that is really unique. And I'm doing my best to be as specific as I can in this time. But I just want to say through my own personal experience, this is a work of many lifetimes that is going to carry forward. All right. Thank you. Fahima. Hi. Hi. My name is Fahima. And I'm the health justice program manager at RISE. I've been working with my interns in our how many times we got to say internship for the past two years as part of our listening campaign 2.0. That's really sought to understand what youth have been experiencing in Richmond and Contra Costa County. What has become clear is that youth are tired of feeling un heard and tired of adjusting themselves to fit the needs of adults. And yet it feels like that is their only choice. Case in point, today my interns were planning to host a community convening that was a celebration and culmination of their findings. Something that they had been prepping for for months. However, when the need for them to be here instead of to talk with you all arose, they chose to pivot. Within two weeks, they organized this room of young people to help present their listening campaign 2.0. And I truly hope that you will take time to listen to what they have to say today. Because how many more times do they have to say it till you all listen? Maria. Listen. No. Hello, City Council. My name is Maria and I'm a proud member of RISE and most importantly the youth community of Richmond. RISE launched its listening campaign 2.0 in 2024 in partnership with Ceres Policy. This is part of RISE's legacy of listening, learning, and leading. We started an internship program called How Many Times We Gotta Say It. Center around the over-surveying and over-intaking of young people during COVID and their racial reckoning. This internship was born from young people telling us they are tired of being surveyed and asked what they need and how they feel, only to be ignored, neglected, and blamed. Through this initiative, us health justice interns explored key challenges facing youth in Contra Costa County, including issues within schools, limited community and order spaces, and a lack of accessible resources. Thank you. Thank you. Thank you. Thank you. Thank you. Hello. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. So, I'm probably, Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you.