April 26th Budget
City Attorney, City Clerk, City Manager
Economic Development (Arts & Culture,
Business Development, Environmental
& Health Initiatives, Port, Real Estate,
Richmond Housing Authority,
Department of Children and Youth)
CITY ATTORNEY’S
OFFICE
FY 2022-23 Draft Budget Presentation
April 26, 2022
2 INSERT AN IMAGE
WHAT WE DO
• Legal Services
• Provide timely and high-quality legal services
to assist City officials and departments in
performing their critically important public
functions on behalf of Richmond’s diverse
community
• Advisory Services
• Advises the City Council, City Departments,
Boards & Commissions, Housing Authority,
Municipal Sewer Operations, Port and
Successor Agency
• Operational Services
• Renders Legal Opinions, Contract Review,
Litigation Management, Ordinance &
Resolution, Real Property & Labor
Negotiations, and representation of the City in
Judicial and Administrative Proceedings
3 WHAT WE DID IN FY 2021-22
• Developed emergency-related ordinances, and drafted COVID policies and procedures
• Managed litigation against the City in state and federal courts • Collaborated with the City Clerk’s Office, Police Department and other City departments to improve the City’s process for responding to the growing number of Public Records Acts requests, including requests for police records under SB 1421
• Negotiated, multi-year labor MOUs with four bargaining units • Supported City Clerk’s Office with the successful implementation of District-based voting
• Worked effectively to transition leadership of City Attorney department • Developed contract for new City Manager
• Supported City commissions dealing with important City functions such as grievances, personnel, reimagine police and similar matters 4 WHAT WE PLAN TO DO IN FY
2022-23
• Provide solution-oriented, timely and effective legal services to implement policies of the City Council
• Streamline the City’s process for responding to the
growing numbers of Public Records Act requests
• Evaluate outside counsel services as to cost and
effectiveness and determine appropriate blend of
outside and in-house services
• Conduct a cost-benefit analysis of handling certain types of routine litigation matters in-house, and develop
resources to handle such cases
• Provide training opportunities for City Staff and officials, including commissioners
• Conduct top to bottom review of City Attorney
operations as to how to improve service delivery
• Review contract process and contract forms
5 Major Projects
City Attorney’s Office has played leadership role with major projects:
Point Molate – Monitor ongoing lawsuits and joint reports to court; develop CFD financing and hearing process; prepare for closing amongst competing entities Terminal 1 – Develop proforma; nondisclosure agreement; negotiations SWAPS - City has $160M to refinance and $30M swaps termination payment coming due and engaged CRA to evaluate and finance team to determine program and engage team of underwriters, bond counsel, disclosure counsel to significantly improve City’s financial position Encroachment Ordinance – Developed Encroachment Ordinance, merging antiquated provisions of code and created private license agreement process
COVID Response - Developed emergency-related ordinances, and drafted and implemented COVID policies and procedures
Litigation Management – Managed litigation with an eye toward early resolution and reduction in outside counsel expenses
6 7
CITY ATTORNEY - WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Admin Services Analyst 1 1
Assistant City Attorney 2 2
Chief Assistant City Attorney 1 1
City Attorney 1 1
Office Specialist 1 1
Senior Assistant Attorney 3 3
Supervising Office Assistant 1 1
Total Full-Time Equivalent
(FTEs) 10 10
8 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Other Revenue 60 0
Total Revenue 60 0
Expenditures Salaries & Wages 1,262,891 1,305,759
Benefits 651,957 741,475
Professional & Admin 1,098,450 601,435
Other Operating 21,500 24,750
Equipment & Contract
Services 1,250 4,075
Cost Pool 76,143 162,279
A87 Cost Plan Reimburse (232,373) (443,294)
Total Expenditures 2,879,818 2,396,479
Net Impact (2,879,758) (2,396,479)
CITY ATTORNEY
WHAT WE PLAN TO DO IN FY 2022-23
CITY CLERK’S OFFICE
FY 2022-23 Budget Presentation
April, 26, 2022
9 WHAT WE DO
• Accepts and immediately processes the following documents upon receipt: public records requests, claims against the City, subpoenas, and boards and commissions applications for
appointment and reappointment.
• Election Official – redistricting, and election administration • Responsible for updating and maintaining city ordinances and codes; providing access to legislative meeting information, receive statements of economic interest, campaign and other financial disclosure related filings.
• Responsible for staffing City Council meetings,
agenda/package preparation, distribution, and publishing. 10 WHAT WE DID IN FY 2021-22
• Agenda Management and Voting System: Transitioned from SIRE to Escribe new agenda management system by December 31, 2021; redesigned the agenda; improved the staff reports; and the publics ability to comment and view public comments in real time on agenda items during the Council meeting through eComment.
• Boards and Commissions: Completed a uniformed Board and Commission Processing Manual and it was adopted by the City Council on April 27, 2021.
The handbook is subject to change/modification for clarification; latest modification March 1, 2022. A copy of the latest manual may be found at:
http://www.ci.richmond.ca.us/256/Boards-and-Commissions • DocuSign: Launched on July 9, 2021, electronic signing of contracts. • Public Records Request: Finalized a policy and procedures for public records request process and took full responsibility for administration effective June 7, 2021.
• Redistricting: Contracted with NDC to assist with the redistricting process.
Held five public hearings and the Clerk’s Office hosted four additional public workshops for redistricting. Map 201 was adopted by City Council April 5, 2022.
11 WHAT WE PLAN TO DO IN FY
2022-23
• DocuSign: To launched electronic signing of resolutions, ordinances, and minutes.
• Elections: Prepare for the November 8, 2022, general election. This requires producing up to date forms and information regarding election laws, procedures to run for office, updating the website, etc. • Escribe: To complete the full migration of City Council documents and videos to Escribe by June 2022.
• Public Records Request: Due to the numerous requests received on a daily basis, in collaboration with IT/City Attorney’s Office, we will purchase records management software. A management software will give the Clerk’s Office a boost on compliance regulations and to improve our management and response efforts.
• Passport Program: Restart Passport services in approximately July 2022 - by appointment only. All City Clerk’s Office staffare passport acceptance agents and continue the required annual certification process and receive updates to new rules and regulations to immediately restart this program when it is safe.
• Offer translated City Council agendas
12 13
CITY CLERK - WHO WE ARE (STAFF)
Positions FY21-22
Mid-Year
FY22-23
Proposed
City Clerk 1.0 1.0
City Clerk Technician 1.0 1.0
Deputy City Clerk 2.0 2.0
Total Full-Time Equivalent (FTEs) 4.0 4.0
14 CITY CLERK-WHAT WE PROPOSE
(FY 2022-23 BUDGET)
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 600 600
Charges for Services 3,000
Other Revenue 155
Grants
Total Revenue 755 3,600
Expenditures Salaries & Wages 444,369 430,760
Benefits 278,754 325,830
Professional & Admin 306,200 334,100
Other Operating 21,800 20,300
Utilities 1,500
Equipment & Contract Services
Cost Pool 21,190 49,638
Asset Capital Outlay
A87 Cost Plan Reimb -121,090 -112,517
Total Expenditures 952,723 1,048,111
Net Impact (951,968) (1,044,511)
City Manager’s
Office
Office of the City Manager
Economic Development
FY 2022-23 Budget
Presentation
April 26, 2022
City Manager’s Office
16 City Manager's
Office
Administration
Special
Projects
Richmond
Department of
Children and Youth
WHAT WE DO – CITY MANAGER
Implement City Council directives and
communicate regularly to the City Council
through weekly reports and regular check-ins.
Collaborate with City departments to develop
and implement financial plans and balanced
budgets, and determine effective methods to
increase revenue generation.
Establish relationships with private and public
industries, by active collaborations across
other municipalities, governmental agencies,
private entities, and local and regional
community organizations.
17 City Manager's
Office
WHAT WE DID IN FY 2021-22
CITY MANAGER
18 Expansion of “I Heart Richmond” and established an interdepartmental collaboration to ensure city-wide
clean-ups and beautification efforts
Prioritization of filling vacancies organization-wide Established an interdepartmental team for the
successful implementation of Measure U gross
receipts business tax
City Manager's
Office
WHAT WE PLAN TO DO IN FY 2022-23 CITY
MANAGER
19 Continue collaborations with internal and external partners to clean- up and beautify the City
Focus on revenue collection
Continue to support retention and recruitment of City staff Develop and Implement Special Projects:
Municipal Identification Card program
American Rescue Plan Act
Fiscal Sustainability Plan
Environmental and Community Investment Agreement
City Manager's
Office
WHO WE ARE (STAFF) – CITY MANAGER
20 City Manager's
Office
Positions FY21-22
Mid-Year
FY22-23
Proposed
City Manager 1 1
Executive Assistant to the City Manager 1 1
Executive Secretary 1 0
Total Full-Time Equivalent (FTEs) 3 2
WHAT WE PROPOSE (BUDGET) –
CITY MANAGER
21 City Manager's
Office
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Expenditures Salaries & Wages 554,300 359,976
Benefits 330,229 214,743
Professional & Admin 122,250 124,750
Other Operating 10,700 9,200
Utilities 1,000 0
Equipment & Contract
Services 200 200
Cost Pool 100,038 83,502
A87 Cost Plan
Reimburse -258,011 -287,246
Total Expenditures 860,706 505,125
WHAT WE DO – ARTS & CULTURE
22 Support non-profit art organizations and local
artists by collaborating with City departments, outside governmental entities, community-based
organizations, foundations, and residents
Administer the 1 Percent for Public
Art for development and improvement projects
Implement additional arts and culture programs
such as the Neighborhood Public Art Mini-Grants and
activities of Richmond Poet Laureate
Support the Richmond Arts and Culture Commission
and Public Art Advisory Committee with staffing and
support
Nevin Terrace, Jeff Carnie
Ookwe Park, Masayuki Nagase
Economic
Development
WHAT WE DID IN FY 2021-22 ARTS & CULTURE
23 $81,000 awarded in Neighborhood Public Art Mini
Grants to 13 Projects that require community
engagement
$39,020 awarded in COVID-19 Relief Grants to 6
non-profits
$717,000 collected in 1% public art developer fees
City of Richmond Artist database created
Public Art Program and Ordinance
created
Collaborations with Richmond art
organizations
National feature on ABC 7's
Localish segment for Ookwe Park
68 survey submissions collected for
feedback on public art
Changing Tide by Jeffrey Reed and Jennifer
Madden
Economic
Development
WHAT WE PLAN TO DO IN FY 2022-23 ARTS & CULTURE
24 Develop and maintain public art inventory, asset management, and art condition reports
Work with Richmond Neighborhood Coordinating Council to solicit neighborhoods that want a $100,000 artwork commissioned with a focus on underserved communities and neighborhoods
Restore damaged art and murals, including the Judy Baca mural panels (Richmond Senior Center) and two John Wehrle murals
*Artwork shown is from students
at Washington School that will be
transformed into banners through
the COVID-19 Relief Grant
Economic
Development
WHAT WE DO – ECONOMIC DEVELOPMENT
25 Collaborate with businesses and
organizations located within the
City's major thoroughfares on
business assistance needs and
development of marketing
strategies
Partner with the Economic
Development Commission and
community stakeholder groups to
develop and refine economic
development strategies, policies,
and activities within the Richmond
Community
Assist businesses in connecting to
resources, relocating existing
operations, connecting to
workforce development, and
facilitating business-to-business
transactions
Economic
Development
WHAT WE DID IN FY 2021-22 ECONOMIC
DEVELOPMENT
26 Received a $75,000 grant to complete the
Equity Assessment and adopt a resolution
Applied and received a $1.3 million grant
for the Cannabis Equity Program
Transferred the Revolving Loan Fund from
the City of Richmond to Community First
Lending
Established an Economic Development
Working Group
Hosted 10+ community outreach events
promoting community engagement
Completed an Economic Development
Action Plan for Local Business Recovery
and Retention
Economic
Development
WHAT WE PLAN TO DO IN FY 2022-23 ECONOMIC
DEVELOPMENT
27 Implement Measure U
Economic Development Action Plan
Adopt Richmond Business Development Strategy Plan
Adopt Richmond Business Recovery Action Plan
Implement a Richmond Specific Buy-Local Campaign with the Economic Development Working Group including; branding, marketing, creation of swag, and hosting events
Support the Renewal of Downtown Richmond Property and Business Improvement District – Richmond Main Street Initiative
Economic
Development
28 WHAT WE DO – ENVIRONMENTAL
AND HEALTH INITIATIVES
Implement and monitor the Climate Action
Plan to improve environmental quality and reduce
GHG emissions
Implement Health in All Policies (HiAP) to
improve health equity
Manage solid waste and recycling agreements and
compliance with State recycling mandates.
Support city-wide and regional initiatives to
address blight and beautify the City such as the “I
Heart Richmond” campaign
Economic
Development
29 WHAT WE DID IN FY 2021-22
ENVIRONMENTAL AND HEALTH
INITIATIVES (PT 1)
Adoption of a Natural Gas Ban Ordinance for
new developments in collaboration with the Community
Development Department
Amended Richmond Municipal Code 9.20 for compliance
with California Senate Bill 1383
Awarded Department of Energy Community LEAP Technical Assistance
Awarded Caltrans' Clean CA grant for $5 million through an interdepartmental partnership with Community
Development, Community Services, & Public Works
Hosted two Community Litter Clean-ups in partnership
with the I Heart Richmond interdepartmental team
Economic
Development
30 WHAT WE DID IN FY 2021-22
ENVIRONMENTAL AND HEALTH
INITIATIVES (PT 2)
Hosted a Community Air Workshop in partnership
with Groundwork Richmond and Ramboll.
38 solar systems, 9 roof repairs, and 6 Electrical Panel Upgrades installed on low-income Richmond homes at no
cost.
Awarded contract with Appraccel LLC to develop a Green and Blue Workforce Development Plan with inclusion of
the Just Transition framework.
46 trash and recycling Bigbelly stations installed in Richmond.
Continued support for COVID-19 Vaccine and Testing
efforts.
Economic
Development
31 WHAT WE PLAN TO DO IN FY 2022-23 ENVIRONMENTAL
AND HEALTH INITIATIVES
Begin update to the Climate Action Plan (CAP)
Continue to implement “I Heart Richmond” campaign
Continue to implement California Senate Bill1383
Begin drafting the Green-Blue New Deal Workforce Plan Development plan with Just Transition framework
Apply for the Transformative Climate Communities Grant Economic
Development
32 WHAT WE DO – REAL ESTATE & PORT
Manage City-owned sites and leases
Coordinate with private developers to encourage
the development in Priority Development Areas
Maintain facilities and ongoing
maintenance including dredging and paving to
comply with regular Port maintenance
Ensure compliance with federal and state agencies
such as San Francisco Bay Conservation &
Development Commission (BCDC)
Coordinate Regulatory, Tariff, and Safety
Compliance
Economic
Development
33 WHAT WE DID IN FY 2021-22 –
REAL ESTATE & PORT
Executed a lease with
Northland Nautical Foundation
Established $150,000 in
revenue by finalizing lease
agreement with Alcatraz Cruise
Finalized master lease with
Terminal 3 Partners
Centralized 39 City,
Redevelopment, and Port leases
to streamline access and
administration
Created a rent roll for all City
properties
193-unit North of Marina
groundbreaking
Economic
Development
34 WHAT WE PLAN TO DO IN FY 2022-23 – REAL ESTATE &
PORT
Manage City leases, including Port and
City-owned sites
Establish internal processes to ensure
maximum financial benefits and comply
with governmental mandates
Find opportunities to increase Port
revenue with our existing resources
Create a Port marketing plan
Develop an efficient online lay berth form
to help increase revenue
Reduce health risks from the operations at
the Port of Richmond since the adoption
of the Port of Richmond Clean Air Action
Plan
Economic
Development
35 WHO WE ARE (STAFF) – ECONOMIC DEVELOPMENT
Economic
Development
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Arts & Culture Manger 1.0 1.0
Deputy City Manager 1.0 1.0
Development Project Manager 1.0 1.0
Environmental Manager 1.0 1.0
Executive Secretary I/II 1.0 1.0
Port Director 1.0 1.0
Port Marketing Operations/Manager 1.0 1.0
Project Manager I/II 1.0 1.0
Sr. Administrative Analyst 1.0 1.0
Sr. Business Assistance Officer 1.0 1.0
Sr. Management Analyst .5 .5
Total Full-Time Equivalent (FTEs) 10.5 10.5
36 WHAT WE PROPOSE (BUDGET) – ECONOMIC
DEVELOPMENT
Economic
Development
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 79,367.92
Other Taxes 1,500,000 1,607,614
Rental Income 10,370,957 9,415,647
Grants 75,000
Transfer In 86,778 86,778
Total Revenue 12,112,141 11,110,039
Expenditures Salaries & Wages 1,178,669 976,612
Benefits 786,868 693,759
Professional & Admin 2,906,322 2,623,057
Other Operating 444,750 317,350
Utilities 368,575 360,040
Equipment & Contract Services 50,000 50,000
Provisions for Insurance Loss 39,080 41,000
Cost Pool 453,488 377,561
Asset Capital Outlay 1,287,409
Debt Services 4,686,500 4,690,700
Total Expenditures 12,201,661 10,130,079
Net Impact (89,520) (979,960)
37 WHAT WE DO
RICHMOND HOUSING AUTHORITY
Provide affordable housing for low and very low-income residents of Richmond through federally funded programs
Administer and manage Public Housing for Nevin Plaza and Nystrom Village which includes income and household composition reporting, lease enforcement, maintenance, vacancy turnaround, and property management Economic
Development
38 WHAT WE DID IN FY 2021-22
RICHMOND HOUSING AUTHORITY
Requested and received $153,250 HUD
Cares Act Funding to reimburse Nevin
and Nystrom expenditures
Hosted a virtual groundbreaking
and tours of construction site for
Hacienda Affordable Housing
Development
Partnered with Contra Costa Health
Services to host COVID vaccine mobile
clinics
Received an approval of HUD Section 18
Disposition of Nevin Plaza
Submitted State Funding Application for
Nevin Plaza rehabilitation
Continued negotiations with preferred
development team, composed of
McCormack Baron Salazar & Richmond
Neighborhood Housing Services for
Nystrom Village
Economic
Development
39 WHAT WE PLAN TO DO IN FY 2022-23
RICHMOND HOUSING AUTHORITY
Maintain and reposition RHA assets: Begin occupancy of Hacienda, work with selected developers to complete financing for Nevin Plaza rehabilitation to start construction and enter into an agreement with Nystrom developer to begin entitlement process and Section 18 Application Implement the Public Housing Authority Recovering and Sustainability (PHARS) agreement between HUD, City of Richmond and RHA Administer RHA Housing Corporations, Boards, Commissions, and Nevin Plaza Resident Council
Economic
Development
40 WHO WE ARE (STAFF) – RICHMOND
HOUSING AUTHORITY
Economic
Development
Positions FY21-22
Mid-Year
FY22-23
Proposed
Administrative Aide 1.0 1.0
Building Maintenance Supervisor 1.0 1.0
Executive Director 1.0 1.0
Resident Housing Manager 1.0 1.0
Senior Development Project Manager 1.0 1.0
Senior Management Analyst 0.5 0.5
Senior Resident Housing Manager 1.0 1.0
Net Impact 6.5 6.5
41 WHAT WE PROPOSE (BUDGET)
RICHMOND HOUSING AUTHORITY
Economic
Development
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year FY2022-23 Proposed
Revenue Other Revenue 195,856 12,000
Rental Income 571,000 650,000
Grants 2,931,902 2,679,427
Oper. Transfer In 1,064,362 277,535
Total Revenue 4,763,120 3,618,962
Expenditures Salaries & Wages 481,859 573,997
Benefits 450,604 565,911
Professional & Admin 1,385,802 768,636
Other Operating 149,558 151,075
Utilities 553,700 725,208
Equipment & Contract Services 297,050 272,240
Cost Pool 0 897,962
Asset Capital Outlay 340,133 404,626
Grant Expenditures 769,924 985,394
Oper. Transfer Out 293,990 277,535
Total Expenditures 4,763,120 5,622,584
Net Impact 0 (2,003,622)
SPECIAL
PROJECTS
42 American Rescue Plan Act &
Environmental Community Investment Agreement
Grant Program
American
Rescue
Plan Act
43 AMERICAN RESCUE PLAN ACT
44 Richmond’s allocation is $27.74 million
Funds received in two equal installments one year apart First: ~AUGUST 2021
Final: ~AUGUST 2022
Funds encumbered by 12/2024 & SPENT BY 12/2026
Guidance from & periodic reports to the Treasury Department More information:
https://www.ci.richmond.ca.us/4095/American-Rescue-Plan-Act ARPA
ARPA - USERS OF THE FUND
45 Support public health expenditures
Address negative economic impacts caused by the public health emergency
Replace lost public sector revenue
Provide premium pay for essential workers
Invest in water, sewer, and broadband
Equity focused
Ineligible uses - deposits into pension funds, debt service, legal settlement or judgments, deposits to rainy day funds or financial reserves
ARPA
ARPA - REVENUE
46 ARPA
47 AMERICAN RESCUE PLAN ACT
North Richmond Pump Station
HVAC Upgrades at City Facilities
Community Beautification
ARPA
48 AMERICAN RESCUE PLAN ACT
MLK, Jr. Park Turf Field
ARPA Community Needs
Assessment
ARPA
49 AMERICAN RESCUE PLAN ACT
Housing & Richmond Rapid
Response Fund (R3F)
Green-Blue Deal
ARPA
ENVIRONMENTAL
AND COMMUNITY
INVESTMENT
AGREEMENT
(ECIA) 50
WHAT WE DO – ENVIRONMENTAL COMMUNITY
INVESTMENT AGREEMENT GRANT PROGRAM
51 ECIA
Fund non-profit organizations that support Richmond
youth, youth sports, and community activities and programs Track outcomes and impacts of organizations awarded funding
WHAT WE DID IN FY 2021-2022 –
ENVIRONMENTALCOMMUNITY
INVESTMENT AGREEMENT GRANT PROGRAM
52 ECIA
Awarded more than $225,000 to 15 Richmond-
serving organizations that support youth,
youth sports, and community
Hosted and guided more than 40 non-profits
through application workshop application
WHAT WE PLAN TO DO IN FY 2022-2023 –
ENVIRONMENTALCOMMUNITY
INVESTMENT AGREEMENT GRANT PROGRAM
53 ECIA
Conduct solicitation for client/customer relations management system (CRM)
Enhance capacity building and community engagement with service providers
Increase staffing levels to implement and enhance services Improve and standardize application, reporting,
and invoicing
Improve communication and tracking
54 RICHMOND
DEPARTMENT OF
CHILDREN AND YOUTH
(RDCY)
FY 2022-23
Budget Presentation
55 Funder: Fund youth-serving organizations in alignment with the Community Needs Assessment and Strategic Investment Plan (Per Article 15 of the Richmond City Charter)
Supporter: Provide support to a 15-member Oversight Board (e.g., board recruitment, retention, training, agenda-setting, meeting facilitation, etc.)
Collaborator & Convener: Work with internal and external organizations to discuss service delivery, opportunities for collaboration, training, etc.
Evaluator: Evaluate grantees, the grant process, and the program to document the collective impact of the Fund
WHAT WE DO - RDCY
RDCY
56 Awarded $1.62 million dollars to 20 youth-serving organizations Awards covered 6 priority areas
Entered into grant service agreements with awardees
Released the FY 22-23 Request for Proposals
Finalized and released the RFCY RFP with the total projected amount available for FY 2022-2023 of ~$1.6 million
Hosted 2 pre-proposal meetings
Launched online application website
Participated in local and regional convenings
Attend bi-monthly Richmond funders meetings and monthly meetings of The Children’s Funding Project and Funding the Next Generation Supported Oversight Board at monthly meetings
WHAT WE DID IN FY 2021-22 -
RDCY
RDCY
57 WHAT WE PLAN TO DO IN FY
2022-23 - RDCY
Award ~$1.6 million to FY 2022-23 applicants
Release RFCY FY 2023-24 Request for Proposal
Host Richmond Fund for Children & Youth Oversight Board retreats Acquire a grants management software system to support all city- funding initiatives including Love Your Block Grant, ECIA Grant, ECIA Mini-Grant, and Neighborhood Public Art Mini-Grant
Host service-provider working group and inter-departmental meetings
Explore opportunities to provide resources and technical assistance to grantees
Strengthen youth internship program
Explore collaborative grant/funding opportunities
Begin the FY 2024-2027 Strategic Investment Plan process RDCY
58 WHO WE ARE (STAFF) - RDCY
RDCY
Positions FY21-22
Mid-Year
FY22-23
Proposed
Assistant Services Analyst 0.2 0.2
Associate Administrative Services Analyst 1.0 1.0
Interim Director of Community Services 0.1 0.1
Sr. Management Analyst 1.0 1.0
Net Impact 2.3 2.3
59 WHAT WE PROPOSE (BUDGET) -
RDCY
RDCY
FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees
Other Revenue
Rental Income
Transfer In 1,800,000 3,760,000
Total Revenue 1,800,000 3,760,000
Expenditures Salaries & Wages 55,797 145,095
Benefits 39,060 166,425
Professional & Admin 1,558,173 3,623,000
Other Operating 14,000 14,000
Cost Pool 25,322
Total Expenditures 1,667,030 3,973,842
Net Impact 132,970 (213,842)