INTERNAL
SERVICES
DEPARTMENT
FY 2022-23 Budget Presentation
April 19, 2022
1 FINANC
E
HUMAN
RESOURCES
HUMAN
RESOURCES
FINAN
CE
HUMAN
RESOURCES
DEPARTMENT
FY 2022-23 Budget Presentation
April 19, 2022
2 WHAT WE DO
• Personnel Services
• Attract, train, and retain a highly skilled and diversified workforce • Maintain City’s classification and compensation
system, benefits administration, and personnel issues
• Labor Relations
• Manage contract negotiations, interpretation, grievances, investigations, and discipline in partnership with the City Attorney's Office • Risk and Safety Programs
• Administer the City’s injury and illness prevention, safety, liability, and workers’ compensation programs
3 WHAT WE DID IN FY
2021-22
• Maximized employee safety by working with dept staff to respond to and comply with COVID related regulations
• Negotiated multi-year labor MOUs with four bargaining units • Implemented an enhanced Performance Appraisal System
• Enhanced benefit and compensation information on our website • Implemented the City’s internal employee newsletter
4 WHAT WE
PLAN TO
DO IN
FY 2022-23
5 Refine
Refine, modernize, and streamline Human Resources hiring, onboarding, and off offboarding processes, procedures, and protocol to promote excellent customer service to our internal and external customers.
Create
Create influential and effective leaders by ensuring that all supervisors and/or managers are properly trained and adequately coached in personnel matters including but not limited to legal obligations and proper use of disciplinary tools to encourage independence and confidence.
Modernize
•Modernize recruitment strategies by improving our marketing and outreach techniques to attract, recruit, and retain talented, and high-quality candidates.
Employ
Employ innovative tactics by partnering with other municipalities and government agencies to share ideas and techniques to attract, recruit, and retain Police and Fire candidates.
HUMAN RESOURCES
WHO WE ARE (STAFF)
6 Positions FY21-22
Mid-Year
FY22-23
Proposed
Administrative Services Analyst 1.0 1.0
Employee Benefits Analyst I 1.0 1.0
Human Resources Manager 2.0 2.0
Human Resources Management Director 1.0 1.0
Human Resource Technician I/II/III 2.0 2.0
Personnel Analyst I/II 3.0 3.0
Principal Personnel Analyst 2.0 2.0
Senior Personnel Analyst 1.0 1.0
Total 13.0 13.0
HUMAN RESOURCES
WHAT WE PROPOSE
(FY2022-23 BUDGET)
7 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees
Other Revenue
Charges for Services 9,466,544 9,547,728
Total Revenue 9,466,544 9,547,728
Expenditures Salaries & Wages 1,652,879 1,740,880
Benefits 1,099,059 1,13994,031
Professional & Admin 1,746,849 1,621,100
Other Operating 62,625 72,125
Provisions for Insurance Loss 20,371,890 27,259,289
Equipment & Contract Services 150 150
Cost Pool 612,923 931,069
Asset Capital Outlay 708,530 7,000
A87 Cost Plan -214,708 -332,241
Total Expenditures 26,040,197 32,576,524
Net Impact (16,573,653) 23,028,796
Richmond Department
of Finance
FY 2022-23 Draft Budget Presentation
April 19, 2022
8 WHAT WE DO
The Finance Department is committed to providing timely, accurate, clear and complete information and support to council, city departments and the community at large. Below are the major areas of service in the Department:
• Budget develops and administers Operating and Capital Improvement Budget.
• Accounts Payable and Purchasing manage all procurement transactions and payments to vendors
• Revenue processes all the City revenue including Business Tax/Measure U
• Treasury monitors cash and banking transactions for the City daily • General Accounting maintains the City books and issues monthly, quarterly, and annual reports, also publishes Annual Comprehensive Report (ACFR) in line with governmental accounting rules • Payroll processes payroll runs twice a month and special checks in compliance with labor laws and negotiated MOUs
9 WHAT WE DID IN FY 2021-22
• Budget
• Developed and administered Annual FY2021-22 Operating Budget and five-year Capital Improvement Plan
• Revenue
• Implemented voter approved Measure U calculation
methodology for Business Tax
• Accounts Payable and Purchasing Revenue
• Processed 3,434 checks and 5,794 direct deposits
• General Accounting published the FY2020-2021 Annual
Comprehensive Financial Report
• Treasury
• Reconciled monthly bond activity and submitted Treasurer Report timely and with minimal variances
• Timely submission of the continuing disclosures
• Executed a Call of a portion of 1999-1 Limited Obligation Bonds • Payroll
• Generated 24 regular payroll runs for more than 800
temporary and permanent employees
• Implemented several bargaining units’ negotiated MOUs 10 WHAT WE PLAN TO DO IN FY 2022-23
• Implement MUNIS (system of financial records) Upgrade • Continue the implementation of Measure U by working with the local businesses
• Assist the City Manager’s Office in exploring Revenue Enhancement options
• Facilitate FY2021-22 Financial Audit and publish Annual Comprehensive Financial Report
• Update Long Term Financial Forecast by incorporating new MOUs, expenditure and revenue assumptions under current economic projections
• Increase reserve level to 15% through fiscally sustainable financial management
• Reduce negative cash in non-General Funds through various fiscal tools
• Refinance Pension Obligation Bonds
• Revisit potential investment opportunities to maximize the City’s return on investments 11
FINANCE
WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Accountant I/II 8 8
Accounting Assistant I/II 6 6
Accounting Manager 2 2
Budget Administrator 1 1
Budget Analyst I/II 1 1
Business License Field Inspector 1 1
Business License Specialist 2 2
Buyer II 1 1
Deputy Director of Finance 1 1
Director of Finance 1 1
Executive Secretary 1 1
Payroll Coordinator 2 2
Payroll Supervisor 1 1
Senior Accountant 3 3
Senior Budget Analyst 1 1
Senior Buyer 1 1
Total Full-Time Equivalent (FTEs) 33 33
This Photo by Unknown Author is licensed under CC BY
12 FINANCE
WHAT WE PROPOSE (BUDGET)
13 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 68 0
Total Revenue 68 0
Expenditures Salaries & Wages 3,130,577 3,589,528
Benefits 2,267,453 2,214,947
Professional & Admin 751,942 794,722
Other Operating 68,806 65,806
Utilities 1,394 1,400
Equipment & Contract
Services 385 435
Cost Pool 171,164 309,458
A87 Cost Plan
Reimbursement (1,059,033) (1,885,015)
Total Expenditures 5,332,620 5,091,281
Net Impact
13 INFORMATION
TECHNOLOGY
FY 2022-23 Draft Budget Presentation
April 19, 2022
14 WHAT WE DO
Manage IT Infrastructure
IT Manages network and communications for
47 sites including 44,000 feet of City fiber
Manage Enterprise Business systems
including GIS as well as manage the Open Data &
Performance system for City departments
Manage hardware and software
for the City -wide Network, VoIP phone system,
800 desktops, 275 laptops, and 450 mobile
devices
IT manages communications
to the public through KCRT TV, print services,
website, and social media
15 WHAT WE DID IN FY 2021-22
Enhanced Cyber Security
Including awareness training for end users
Continued replacement of aging computer equipment
Including our network infrastructure and end user
equipment
Collaborated with City Departments to Manage
Upgrade, and implement Business Systems
Measure U for the Finance Department
eSCRIBE for the City Clerk
Continued support of remote access and online
conferencing
Providing secure access
16 WHAT WE PLAN TO DO IN FY 2022-23
Continue to provide innovations for City wide efficiencies including expanded digital services Continue to collaborate interdepartmentally in support of business systems Manage and support the City of Richmond’s Enterprise Resource Planning System (ERP) Plan and execute the Implementation of an enterprise Document Management System and upgrade/replacement of the City’s Community Development System by end of fiscal year Continue to provide technical support for Measure U
Continue Revenue enhancement opportunities
Managing, and negotiating increase rent for cellular service vendors on City owned properties
Continue Implementation of expanded Wi-Fi both internally and externally Improve bandwidth for remote City facilities and distance learning locations 17 WHO WE
ARE – TEAM
AWESOME!
Positions FY21-22
Mid-Year
FY22-23
Proposed
Business Analyst I 1.0 1.0
Cable TV Manager 1.0 1.0
Cable TV Programming Coordinator 1.0 1.0
Duplicating/Mail Assistant I/II 1.0 1.0
GIS Administrator 1.0 1.0
Information Technology Assistant 1.0 1.0
Information Technology Director 1.0 1.0
Information Technology Manager 1.0 1.0
Microcomputer Support Specialist I/II 1.0 1.0
Network & Systems Security Officer 1.0 1.0
Network & Systems Specialist I/II 1.0 1.0
Senior Cable TV Production Assistant 1.0 1.0
Senior Programmer Analyst 1.0 1.0
Telecommunication Manager 1.0 1.0
Net Impact 14.0 14.0
INFORMATION TECHNOLOGY
WHO WE ARE (STAFF)
INFORMATION TECHNOLOGY
WHAT WE PROPOSE (FY 2022-23 BUDGET)
19 FINANCE STAFF WILL
COMPLETE THIS SLIDE
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 1,250,000 1,250,000
Other Revenue 2,688
Total Revenue 1,352,688 1,250,000
Expenditures Salaries & Wages 1,443,889 1,429,737
Benefits 851,546 1,169,000
Professional & Admin 1,112,882 1,086,882
Other Operating 107,601 107,601
Utilities 376,879 440,827
Equipment & Contract Services 727,220 727,220
Provisions for Insurance 604 604
Cost Pool 252,852 501,527
Asset Capital Outlay 1,350,000 1,250,000
A87 Cost Plan -523,579 -712,246
Operating Transfer In -100,000 100,000
Total Expenditures 5,699,894 6,001,152
Net Impact (4,347,206) (4,651,152)