RECREATION
# Description Current Fee/Charge Unit Suggested Fee Fee Δ Fee % Change 83 Deposit--$150 minimum (may be higher) $154.00 $150.00 (4.00) -3% 84 Groups of 101 to 199 participants, for general or fundraiser/commercial use, hourly (Includes 8 Trash Cans) $83.00 $83.00 0.00 0%
85 Deposit--$150 minimum (may be higher) $154.00 $150.00 (4.00) -3% 86 Groups of 200+ participants, for festivals and/or major celebrations, hourly (Includes 12 Trash Cans) $124.00 $124.00 0.00 0% 87 Civic Center Plaza
88 Deposit--$1000 minimum (may be higher) $1,027.00 $1,000.00 (27.00) -3% 89 Rental fee, hourly $205.00 $205.00 0.00 0%
90 Picnic Areas
91 Deposit--$100 for 50 and under, minimum (may be higher) $103.00 $100.00 (3.00) -3% 92 Deposit--$150 for 51 and over, minimum (may be higher) $154.00 $150.00 (4.00) -3% 93 Nicholl, Country Club Vista, Barbara & Jay Vincent - Picnic Area, hourly ( three (3) hours minimum rental), Includes 2 Trash Cans $39.00 $39.00 0.00 0%
94 Marina Bay Park, Shimada Park - Picnic Table, per day. Park standard fees will apply $27.00 $27.00 0.00 0% 95 Aquatic Fees - Commercial use by special arrangement 96 Deposit--$250 minimum (may be higher) $257.00 $250.00 (7.00) -3% 97 Pool Rental , Monday to Thursday, hourly $154.00 $154.00 0.00 0% 98 Pool Rental , Friday to Sunday, hourly $193.00 $193.00 0.00 0% 99 Pool Lane Rental, Monday to Thursday, hourly $47.00 $47.00 0.00 0% 100 Pool Lane Rental, Friday to Sunday, hourly $60.00 $60.00 0.00 0% 101 RSC Outdoor Picnic Area Only (No Pool), Monday to Thursday, rental only during Recreation Swim Session, maximum of 50 guests, seating for 36 at picnic tables. $92.00 $92.00 0.00 0% 102 RSC Outdoor Picnic Area Only (No Pool), Friday to Sunday, rental only during Recreation Swim Session, maximum of 50 guests, seating for 36 at picnic tables. $116.00 $116.00 0.00 0% 103 RSC Outside Pool plus Picnic Area, Monday to Thursday, hourly -two (2) hours minimum rental $154.00 $154.00 0.00 0% 104 RSC Outside Pool plus Picnic Area, Friday to Sunday, hourly -two (2) hours minimum rental $193.00 $193.00 0.00 0% 105 Rental Extra Fees, All fees are each/ per day unless stated otherwise 0.00 0% 106 Alcohol Sales Permit $132.00 $154.00 22.00 17%
107 Alcohol Service Only $67.00 $67.00 0.00 0%
108 Chairs $1.00 $1.00 0.00 0%
The hourly rental fee
includes pool lifeguards
for up to 25 guests but
additional lifeguards
maybe required due to
risk involved as
determined by the pool
May 3, 2022
RECREATION
# Description Current Fee/Charge Unit Suggested Fee Fee Δ Fee % Change 109 Convention Center Major Events Cleaning Fee, Per Rental $514.00 $550.00 36.00 7% 110 Contracted Attendant Fee ( Per Hour) $31.00 $31.00 0.00 0% 111 Convention Center Holiday Decoration Per Rental $205.00 $205.00 0.00 0% 112 Field Drag & line, Per Request $103.00 $103.00 0.00 0% 113 Field Light (Per Hour) $21.00 $21.00 0.00 0%
114 Field Maintenance Fee - Long Range, Per Rental (10-12 months rentals) $205.00 $205.00 0.00 0% 115 Field Maintenance Fee, Per Use (Monthly Rentals) $21.00 $21.00 0.00 0% 116 Field Soccer Goal Equipment Setup, Per Request $62.00 $20.00 (42.00) -68% 117 Jumper Permit $41.00 $41.00 0.00 0%
118 Kitchen use-Community Center $51.00 $51.00 0.00 0%
119 Kitchen use-Senior Center $106.00 $106.00 0.00 0%
120 Lifeguard, Per Hour $31.00 $31.00 0.00 0%
121 Microphone - Cordless $59.00 $59.00 0.00 0%
122 Piano - Baby Grand $65.00 $65.00 0.00 0%
123 Piano - Grand $126.00 $126.00 0.00 0%
124 Podium with sound $99.00 $99.00 0.00 0%
125 Podium without sound $36.00 $36.00 0.00 0%
126 Projector $51.00 $51.00 0.00 0%
127 Projector Screen $31.00 $31.00 0.00 0%
128 Riser $21.00 $21.00 0.00 0%
129 Scoreboard Equipment $15.00 $15.00 0.00 0%
130 Sound Permit $27.00 $27.00 0.00 0%
131 Tables- Rectangle/ Round $4.00 $4.00 0.00 0%
132 Trash Can $10.00 $10.00 0.00 0%
133 Wet Bar-Fixed $103.00 $103.00 0.00 0%
134 Wet Bar-Portable $51.00 $51.00 0.00 0%
135 Administrative Fees
136 Application Fee - Rentals $31.00 $50.00 19.00 61%
137 Application Short Notice Fee (Application fee must be received 30 days prior to event) $26.00 $50.00 24.00 92% 138 Gross Concessions-Alcohol (Per Assessed Number of Attendee) $1.00 $1.00 0.00 0% 139 Gross Concessions-all sales excluding alcohol (Per Assessed Number of Attendee) $1.00 $1.00 0.00 0% 140 Gross Ticket Sale (Per Assessed Number of Attendee) $1.00 $1.00 0.00 0% 141 Marquee weekly rental $51.00 $51.00 0.00 0%
142 Rental Amendment Fee (any changes on approved contract) $26.00 $26.00 0.00 0% 143 Rental Event Date Change Fee $31.00 $50.00 19.00 61% 144 Film Permits
Fees are waived for
Student Project but
requires an applicable
school letter confirming
project. If filming at the
May 3, 2022
RECREATION
# Description Current Fee/Charge Unit Suggested Fee Fee Δ Fee % Change 145 Still Photography, daily $51.00 $80.00 29.00 57%
146 Music Videos, Industrial, Web Content, daily $103.00 $250.00 147.00 143% 147 Commercial, Corporate, Short Films, Featur, Television, daily $154.00 $1,467.00 1,313.00 853% 148 BOOTHS AND FESTIVALS, EACH/PER DAY
149 Non-profit information/crafts $56.00 $56.00 0.00 0% 150 Non-profit food vendor (includes permit) $243.00 $243.00 0.00 0% 151 Commercial food vendor (includes permit) $359.00 $359.00 0.00 0% 152 Commercial merchandise $113.00 $113.00 0.00 0%
153 SPECIAL EVENT PERMIT FEES, All fees are per rental unless stated otherwise 154 Application Fee $31.00 $50.00 19.00 61%
155 Application Short Notice Fee (Application fee must be received 30 days prior to event) $26.00 $50.00 24.00 92% 156 Alcohol Sales Permit $132.00 $132.00 0.00 0%
157 Alcohol Service Only $67.00 $67.00 0.00 0%
158 Barricades - A Frame $2.00 NA 0.00 0%
159 Barricades - Cone $1.00 NA 0.00 0%
160 Barricades - Crowd Control $10.00 NA 0.00 0%
161 Barricades - Directional Signs $1.00 NA 0.00 0%
162 Barricades - No Parking Signs $1.00 NA 0.00 0%
163 Barricades - Delivery Fees $51.00 $51.00 0.00 0%
164 Jumper Permit $41.00 $50.00 9.00 22%
165 Parade Floats Permit** $75.00 $75.00 0.00
166 Sound Permit $27.00 $27.00 0.00 0%
167 Trash Can, Per Day $10.00 NA 0.00 0%
Add new fees or fee replacements below
168 Road Closure Fee Traffic Impact/Block 0 100.00 100.00 169 Block Party Per Day (8am- 9pm) 0 50.00 50.00
170 Rally/March Fee 0 50.00 50.00
171 Stanchions 0 2.00 2.00
Expressive Demonstrations of First Amendment Rights
172 Application/Processing Fee 0 50.00 50.00
173 Late Appl. Fee/Short Notice (Recv'd under 30 days) 0 50.00 50.00 174 Attendees <250 0 100.00 100.00
175 Attendees 250+ 0 250.00 250.00
178 Film Permits : City Property Locations 0 TBD by site TBD 179 Rental Setup/Late Notice & Change fee 0 $150.00 150.00 Fees removed, replaced, or consolidated
May 3, 2022
RECREATION
# Description Current Fee/Charge Unit Suggested Fee Fee Δ Fee % Change 14 Bingo, 8-hour max., daily 2054.00
165 Parade Floats Permit is a Fire Dept Fee 75.00
May 3, 2022
1 RESOLUTION NO. -22
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND ESTABLISHING A MASTER FEE SCHEDULE FOR THE SERVICES RENDERED BY CITY DEPARTMENTS. THIS
RESOLUTION ESTABLISHES A FEE SCHEDULE WHICH WILL IMPLEMENT COST RECOVERY AND WILL SERVE AS THE BASIS FOR FUTURE FEE ADJUSTMENTS. ________________________________________________________________________
WHEREAS, Section 2.34.040 of the Municipal Code of the City of Richmond provides for the establishment of a Master Fee Schedule for the fees to be charged by the various City departments for City services; and
WHEREAS, the City Council of the City of Richmond desires to enact a Master Fee Schedule which updates the fees assessed by the City departments to reflect the actual cost associated with providing the service, as supported by the analysis prepared by Willdan Financial (incorporated herein by reference); and
WHEREAS, the City Council of the City of Richmond desires to enact a Master Fee Schedule which can be utilized as the basis for t he future fee adjustments bas ed on the Employment Cost Index.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Richmond that, in accordance with Section 2.34.040 of the Municipal Code of the City of Richmond, there is hereby established a Master Fee Schedule for the City of Richmond.
BE IT FURTHER RESOLVED that the Master Fee Schedul e for the City of Richmond which is established by this resolution is attached hereto as Exhibit A and is incorporated herein by this reference.
BE IT FURTHER RESOLVED that all fees set forth in the Master Fee Sched ule shall become effective thirty days after the adoption of this resolution , with the exception of A.B. 1600 Developer impact fees which shall become effective sixty days after the adoption of this resolution.
BE IT FURTHER RESOLVED that if any fee set forth in the Master Fee Schedule is for any reason found to be unconstitutional or invalid, such a decision shall not affect the validity of the remaining fees contained in the Master Fee Schedule.
BE IT FURTHER RESOLVED that the City Council hereby declares that it would have adopted each of the fees individually set forth in the Master Fee Schedule irrespective of the unconstitutionality or invalidity of any particular or specified fee.
--------------------------
2 I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof, held on May 17, 2022, by the following vote:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
____________________________________
City Clerk of the City of Richmond
(SEAL)
Approved:
______________________________
Mayor
Approved as to form:
______________________________
City Attorney
May 3, 2022
Finance Department
DATE: May 3, 2022
TO: Mayor Butt and Members of the City Council
FROM:
Shasa Curl, City Manager,
Anil Comelo, Interim Deputy City Manager
Delmy Cuellar, Interim Director of Finance
Mubeen Qader, Budget Administrator
Antonio Banuelos, Accounting Manager
Subject:
Budget Presentation
FINANCIAL IMPACT: There is no financial impact for receiving department budget presentations
PREVIOUS COUNCIL
ACTION:
April 19, 2022, April 26, 2022
STATEMENT OF THE
ISSUE:
City staff from various City departments will provide an overview of their programs, staffing, and Fiscal Year
2022-2023 proposed budget
RECOMMENDED ACTION: RECEIVE budget presentation from the Richmond City Council, Mayor’s Office, and the Public Works
Department – Finance Department (Delmy
Cuellar/Mubeen Qader 412-2077).
DISCUSSION:
City staff is working with all departments to develop a balanced budget for Fiscal Year 2022-2023. A draft budget is also scheduled for consideration during the City Council meeting on May 3, 2022, as a separate agenda item. The purpose of this budget agenda item is to hear budget presentations from City departments. Each department AGENDA
REPORT
May 3, 2022
will describe the services they provide, what they have accomplished, plans for the next fiscal year, staffing levels, and proposed draft budgets.
The proposed order of the presentations is as follows:
April 19, 2022, Internal Services (Human Resources, Finance, Information Technology)
April 26, 2022, 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)
May 3, 2022, City Council
Mayor
Public Works (Building Maintenance, Engineering & Capital Improvement Projects, Fleet, Maintenance & Abatement, Parks Maintenance Water Resource Recovery)
May 17, 2022, Community Services (Children and Youth, Employment & Training, Environmental and Community Investment Agreement Grant
Administration, Library, Office of Neighborhood Safety, Recreation, Transportation)
Community Development (Building, Code Enforcement, Housing Policy, Planning, Successor Agency to the former Redevelopment Agency)
May 24, 2022, Police (Administration, Traffic, Investigations, Patrol) Fire (Administration and Support, Emergency Services, Fire Prevention, Training)
In case any updates are made to this agenda item or any attachments, please visit the City’s website at https://www.ci.richmond.ca.us/1427/Presentations for the most up-to- date budget information and presentations.
NEXT STEPS:
City staff members will return on May 17th with the department presentations listed above and continue to bring such presentations through May 24th. City staff will also bring Fiscal Year 2022-2023 budget updates as needed through June 2022.
DOCUMENTS ATTACHED:
Attachment 1 – Budget Presentation (Mayor, City Council, Public Works)
City Council Meeting
May 3, 2022
• Department Budget
Presentations:
– Office of the Mayor
– City Council
– Public Works
Office of the Mayor
FY2021-22 Budget Presentation
May 11, 2021
Services
3 • Nominate residents and
community members to city boards
and commissions
• Represent the city at local,
regional, state, and national
meetings and working groups
• Advocate on behalf of the city on
federal, state, or regional policies or
programs that impact Richmond
• Draft legislation and policy
documents on behalf of the mayor
• Create Mayor’s Office programs
and propose the creation of City
Council initiatives
• Respond to constituent service
requests
• Manage official Mayor’s Office
social media accounts to share
information with the public
• Serve as a contact for local and
national news media
• Lead the application process for
grants and awards for the city
• Support local businesses and non-
profits with grant and awards
applications
• Plan and attend major city events
• Present community stakeholders
with certificates, commendations,
and ceremonial documents
• Develop partnerships for the city
• And more!
FY2022-23
4
FY2022-23 Accomplishments
• Partnered with the Richmond Rotary Club to developed the city’s first Housing First Program to house and support the city’s most vulnerable
• Maintained participation on the Oakland Airport-Community Noise Management Forum
• Published or assisted in publishing multiple press releases • Authored numerous City Council proclamations for themed days, weeks, and months
• Appointed or reappointed more than 100 people to city boards, commissions, and committees
• Maintained the Richmond Transit Center working group
• Sustained the West County Legislative and Government Affairs working group
FY2022-23 Accomplishments
• Created a Small Business Support Group for local business organizations • Wrote various letters of support or policy position letters • Responded to several hundred constituent service requests • Published social media posts at least 5 days per week highlighting news, programs, and other information
• Worked with US Senator and Assembly offices for funding and grant requests
• Distributed information to local and national news outlets • Staffed the Community Police Review Commission
Opportunities/Challenges
• Opportunities:
– Less than one year left in office to advance public policy and quality of life goals for Richmond residents
– Less than one year left to realize goal of zero homicides – Addressing homelessness and housing priorities
– Helping the city recover from COVID-19
– Helping support economic development and revitalization – Helping advance public health and well-being
• Challenges:
– We’re doing more with less than any previous mayor
– Lots of work split among only three staff members
7Page 1189 of 1303
FY 2022-23
• Support Richmond’s overall recovery from COVID-19
• Represent Richmond at a regional, state and national level to influence polices favorable to Richmond and increase funding for Richmond projects and programs.
• Advance public policies to improve quality of life.
– Housing and homelessness
– Improve health and mobility by improving sidewalk conditions and pedestrian safety
– Advance climate change and resiliency policies
– Reduce trash/dumping and blight
• Engage with the business and development community to strengthen economic growth
Mayor’s Office - Who we are (staff)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Assistant Administrative Analyst 2.0 1.9
Management Analyst II 1.0 1.0
Mayor 1.0 1.0
Total Full-Time Equivalent (FTEs) 4.0 3.9
9Page 1191 of 1303
Mayor’s Office - What we propose (Budget)
10 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees
Other Revenue
Rental Income
Grants
Total Revenue
Expenditures Salaries & Wages 294,468 290,056
Benefits 248,268 290,724
Professional & Admin 16,100 16,100
Other Operating 2,400 2,400
Utilities 1,250 1,250
Equipment & Contract
Services
Cost Pool 18,277 38,667
Asset Capital Outlay
A87 Cost Plan Reimburse -113,118
Total Expenditures 467,645 639,197
Net Impact (467,645) (639,197)
Richmond
City Council Office
FY 2022-23 Draft Budget Presentation
May 3, 2022
11 INSERT AN IMAGE
WHAT WE DO12
• The City Council establishes comprehensive goals and
objectives for the City.
• The City Council provides leadership in establishing
policies and formulating priorities for the allocation of City resources.
• The City Council holds regularly-scheduled meetings,
hearings, and study sessions to receive community input while conducting municipal affairs in a public forum.
• The City Council Members meet and confer with
members of the public and local businesses to hear their concerns to inform their decisions.
Vice Mayor
Martinez
Councilmembe
r Willis
Councilmember
Bates
Councilmembe
r Johnson
Councilmember McLaughlin Councilmember Jiménez
WHAT WE DID IN FY 2021-22
13 • Promoted Sustainable Communities
• Continued to protect tenants from eviction during the COVID-19 Pandemic
• Maintained City Services and safety protocols
• Promoted Effective Government
• Adopted over 214 resolutions
• Adopted over 21 ordinances
• Worked to stabilize the administration
• Hired a new city manager from within the organization • who has history with the City of Richmond.
• Approved a telecommuting policy to assist with
reducing the risk of COVID-19 infection while
maintaining services to the Richmond residents
• Approved successor collective bargaining agreements
with IFPTE Local 21 and SEIU Local 1021 to update
salary schedules with the adopted wage increases
during the term of the bargaining agreements.
WHAT WE PLAN TO
DO IN FY 2022-23
• Promote a Safe and Secure Community
• By supporting efforts to strengthen staffing levels throughout the municipality. • Reduce crime through effective programming and policy implementation • Support staff to design strategies to improve the City’s credit rating to increase chances for better loan and bond opportunities
• Explore and take action to improve staffing levels and morale. • Promote Effective Government
• Support the City Manager and Department Heads in maximizing services and resources to the residents of Richmond.
• Support the initiatives of the Government Alliance on Race and Equity, Health in All Policies and other equity and inclusion initiatives to advance equity. • Improve efforts to address homelessness and unstable housing. 14
CITY –COUNCIL - WHO WE ARE (STAFF)
Positions FY21-22
Mid-Year
FY22-23
Proposed
Councilmember 6.0 6.0
Project Coordinator 1.0 1.0
Total Full-Time Equivalent (FTEs) 7.0 7.0
15Page 1197 of 1303
CITY COUNCIL-WHAT WE PROPOSE (BUDGET)
16 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees
Other Revenue
Rental Income
Total Revenue
Expenditures Salaries & Wages 312,384 298,872
Benefits 212,364 248,161
Professional & Admin 37,050 39,550
Other Operating 18,600 18,600
Utilities 1,100 1,100
Equipment & Contract
Services
Cost Pool 30,422 63,209
Asset Capital Outlay 1,200 1,200
A87 Cost Plan Reimb -156,559
Total Expenditures 456,561 670,692
Net Impact (456,561) (670,692)
Public
Works
Departmen
t
FY 2022-23 Draft
Budget Presentation
May 3, 2022
17
WHAT WE DO
18
WHAT WE DO
19 Public
Works
Streets
Maint.
Bldg Maint.
Engr/CIP
Fleet
Parks
Maint. Encrchmnt
Permits
Admin Svcs
Abatement
Svcs
Water Res
Rcvry
WHAT WE DO – STREETS MAINTENANCE
20 City-staff asphalt placed: FY20-21 = 12,000T; FY21-22 = 8,000T Equivalent to 8 miles of 24’ wide roadway
Street sweeping of 522 curb miles/month w/ 3 sweepers Filled over 1600 potholes
Maintain street signs and striping
WHAT WE DO – STREET MAINTENANCE
21
WHAT WE DO – BUILDING MAINTENANCE
Approx. 12,000
streetlights, 114 signals
& 16 controlled
crosswalks
Over 50 occupied spaces
including community
centers, aquatic centers,
fire stations, libraries and
City Hall and support to
RHA
Carpenter/Painters, Stationary
Engineers (HVAC), Utility Services
(Building Maint.) & Electrical Services
22
WHAT WE DO – BUILDING MAINTENANCE
23
WHAT WE DO –
ENGINEERING/CAPITAL IMPROVEMENT PROGRAM
Develop studies to enhance pedestrian, bicycle and vehicular movements
Develop plans to enhance the environment
Richmond Wellness Trail, Yellow Brick Road, Harbour Way S Bike Improvements, Harbour 8 Park and Boorman Park
Fund, design, procure & deliver projects
Process development projects
Process traffic calming requests
Investigate sidewalk hazard complaints
Develop policies for Council consideration
Sidewalk rehab policy; street sweeping education/enforcement pilot program
24Page 1206 of 1303
WHAT WE DO –
ENGINEERING/CAPITAL IMPROVEMENT PROGRAM
25 Harbour Way S Bike Improvements
Richmond
Wellness Trail
Via Verde Landslide Repair
WHAT WE DO – FLEET
450 vehicles, including RFD, RPD
& other city vehicles
Over 300 pieces of small
equipment incl. trimmers,
generators, chain saws, mowers,
blowers, etc.
26
WHAT WE DO – PARKS & LANDSCAPE MAINT.
60 Parks, incl. illegal
dumps
21 miles
Medians/ROWs
3 miles Greenways
11 Ped Paths
20 acres of Port
Property
290 acres of Very High
Fire Severity Zones
40,000+ Trees
27
WHAT WE DO – ADMIN
SVCS/ENCROACHMENTS● Issued & Inspected nearly
1,500 encroachment permits
this FY
○ Over 550 permits for sewer
replacements, facility
placements, concrete, etc.
○ Nearly 950 permits for
compliance and maintenance
permits for the utility companies
(AT&T, PG&E, and EBMUD)
● Administration
○ Oversee nearly 200 contracts w/
consultants, contractors &
vendors
28
WHAT WE DO – ABATEMENT
● Board Ups, Encampments, Fencing,
Graffiti Abatement
● Nearly 1,820 TONS of illegal dumping
collected this FY
○ NFL Field = over 6’ deep
○ 5,000sf residential lot = over
70’ deep
● Vegetation management for 3.5 miles of
Richmond Parkway 3x a year
● Maintain approx. 30 city
properties/ROW (Alleyways, Vacant Lots,
planting strips)
29
WHAT WE DO – ABATEMENT
30
WHAT WE DO – WATER RESOURCE RECOVERY
Oversee contract operation
of Wastewater Treatment
Facility and Sewer
Collection System to
comply with State Permits
Avg dry flow: 142 MG/mo =
NFL Football Field 11’ deep
PER DAY
Avg wet weather flow: 250
MG/mo = over 19’ deep
PER DAY
31
WHAT WE DO – WATER RESOURCE RECOVERY
Met Baykeeper Settlement Agreement Sanitary Sewer Overflows (SSOs) Requirement for 2021 – Reported 20 SSOs (limit was 20). Completed 52 Point Repairs in Sanitary Sewer System – Awarded 55 Sewer Lateral Repair Grants totaling $99,000. Awarded Capital Improvement Projects:
Upgrade Sodium Bisulfite Tank at WWTP - $6.4M
North Richmond Pump Station - $1.8M (ARPA)
High Priority Sewer Line Replacements - $956k
Grade 5 Sewer Line Replacements - $474k
Ferry Point Pump Station Rehabilitation - $2.7M
32Page 1214 of 1303
WHAT WE DO – WATER RESOURCE RECOVERY
Clean/televise the sanitary sewer collection system to locate defects and then develop projects to repair.
Maintain and Operate the sewer pump stations (13)
and stormwater pump stations (11) around the City.
Respond to Emergency Calls… 24/7
For both sewer or storm flooding, CALL VEOLIA 24/7.
This may save the property owner time and money
before calling a plumber.
33
WHAT WE DID IN FY 2021-22
COVID COVID COVID…
Maintain facilities and workspaces for optimum community comfort and protection
Richmond Wellness Trail & Yellow Brick Road
Significant mobility and community connectivity enhancement projects Via Verdi Landslide Rehabilitation Project
Via Verdi slope was stabilized and the street was reopened removing the “temporary” detour
37th Street Bicycle Lane Project
New traffic signaling, restriping and bike lanes were installed on 37th Street from Barrett Ave to Macdonald Ave
Neighborhood Dumpster Days
The Abatement team along with I Richmond held 26 “Dumpster Days” where seniors and disabled residents were assisted in debris removal 34Page 1216 of 1303
WHAT WE PLAN TO DO IN FY 2022-23
Implement a Street Sweeping Notification/Enforcement Program Complete High Profile Capital Improvement Projects
Greenway Gap Study
Yellow Brick Road
Bicycle Lane Projects
Adopt the Local Roads Safety Plan
Commence construction of Harbour 8 Park and Boorman Park Maintain the Pavement Condition Index for the City of Richmond Complete Facilities Condition Assessment
Enhance the department’s organizational efficiency by filling key positions
35Page 1217 of 1303
WHAT WE PLAN TO DO IN FY 2022-23
BTA Fire Restoration $2.5M
Auditorium Lighting Improvements $0.5M
Richmond Parkway Partial Rehabilitation $1.0M
Construct the SF Bay Trail PT Molate $3.0M
Shimada Park Restroom Roof Replacement $0.3M
Annual Paving Program $2.5M
Annual Sidewalk Program $0.8M
13th Street Complete Streets $5.0M
36
WHAT WE PLAN TO DO IN FY 2022-23
Complete First Street Wet Weather Project
(replace/rehabilitate 7,452 linear feet of sewer line =
1.4 miles)
Rehabilitate brick maintenance holes in sanitary sewer system
Replace/rehabilitate Force Main Sewer Line on Dornan
Drive
Finalize Feasibility Study for Keller Beach Sewer Line Install Trash Capture Device in stormwater collection system at Bayview Ave
37
WHO WE ARE (STAFF)Positions
FY21-22
Mid-Year
FY22-23
Proposed
Administrative Aide 3.0 3.0
Associate Administrative Analyst 1.0 1.0
Building Trades Worker I/II/III 4.0 4.0
Capital Project Manager 1.0 1.0
Carpenter 2.0 2.0
Combo Equipment Mechanic 7.0 7.0
Construction & Maintenance Supervisor 1.0 1.0
Construction Inspector I/II 3.0 3.0
Custodial Maintenance Supervisor 1..0 1.0
Deputy Public Works Director 1.0 1.0
Development Project Manager I/II 0.4 0.4
Electrical Supervisor 1.0 1.0
Electrician 5.0 5.0
Engineer I/II 1.0 1.0
Equipment Mechanic III/IV 3.0 3.0
Equipment Operator 11.0 11.0
Equipment Parts Specialist 2.0 2.0
Equipment Services Superintendent 1.0 1.0
Equipment Supervisor 1.0 1.0
Executive Secretary I/II 1.0 1.0
Gardener 3.0 3.0
Groundskeeper/Gardener 11.0 13.0
38 Public
Works
Streets
Maint.
Bldg Maint.
Engr/CIP
Fleet
Parks Maint.
Encrchmnt
Permits
Admin Svcs
Abatement
Svcs
Water Res
Rcvry
Excludes Water Resources
Recovery
PUBLIC WORKS
WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Maintenance Leadworker 10.0 10.0
Maintenance Worker I/II 18.0 18.0
Office Aide 1.0 1.0
Office Assistance II 1.0 1.0
Painter 2.0 2.0
Parks & Landscaper Superintendent 1.0 1.0
Parks Construction & Maintenance Worker 7.0 5.0
Parks Supervisor 3.0 3.0
Project Manager I/II 1.0 1.0
Public Works Director 1.0 1.0
Public Works Facilities Maintenance
Superintendent 1.0 1.0
Public Works Streets Maintenance
Superintendent 1.0 1.0
Public Works Superintendent 1.0 1.0
Senior Civil Engineer 2.0 2.0
Stationary Engineer 3.0 3.0
Stationary Engineer Supervisor 1.0 1.0
Tree Leadworker 1.0 1.0
Utility Worker II 10.0 10.0
Total Full-Time Equivalent (FTEs) 129.4 129.4
PUBLIC WORKS
- WHAT WE
PROPOSE
(BUDGET)
40 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Property Taxes 1,728,833 1,780,698
Licenses, Permits, Fees 1,383,649 969,100
Charges for Services 4,071,262 6,810,289
Other Revenue 226.80
Rental Income 18,000 18,000
Grants 25,661,598 19,751,556
Proceeds from Sale of
Property 100,000
Transfer In 2,685,948 1,017,569
Total Revenue 35,649,517 30,347,212
Expenditures Salaries & Wages 10,627,401 11,012,306
Benefits 9,200,329 10,169,418
Professional & Admin 2,667,628 2,533,559
Other Operating 2,278,778 2,241,242
Utilities 4,386,907 4,353,561
Equipment & Contract
Services 2,232,540 2,202,124
Cost Pool 4,366,142 7,006,087
PUBLIC WORKS - WHAT WE PROPOSE
(BUDGET)
41 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Expenditures Asset Capital Outlay 35,397,685 33,963,734 Debt Service 1,032,175 1,042,383
A87 Cost Plan Reimburse -696,460 -1,513,609
Total Expenditures 71,493,126 73,010,805
Net Impact (35,843,609) (42,663,593)
WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Administrative Aide 1.0 1.0
Administrative Services Analyst 1.0 1.0
Deputy Director of Public Works – City
Engineer 1.0 1.0
Engineering Infrastructure Administrator 1.0 1.0
Environmental Compliance Inspector 3.0 3.0
Environmental Services Manager 1.0 1.0
Project Coordinator 1.0 1.0
Project Manager I 1.0 1.0
Senior Environmental Inspector 1.0 1.0
Total Full-Time Equivalent (FTEs) 11.0 11.0
Water Resource Recovery
WHAT WE PROPOSE (BUDGET)
43 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Property Taxes 34,314
Licenses, Permits, Fees 409,828 111,000
Charges for Services 29,110,302 28,835,816
Fines and Forfeitures 4,000 2,000
Rental Income 4,380 4,380
Transfer In
Total Revenue 29,562,824 28,953,196
Expenditures Salaries & Wages 1,402,780 1,603,271
Benefits 891,272 956,029
Professional & Admin 10,635,754 11,390,751
Other Operating 334,891 348,846
Utilities 1,347,433 1,349,573
Equipment & Contract
Services 685,350 415,000
Cost Pool 887,873 1,819,175
Water Resource Recovery
WHAT WE PROPOSE (BUDGET)
44 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Expenditures Asset Capital Outlay 59,478,506 12,215,191 Debt Service 7,993,100 7,979,500
Total Expenditures 83,656,959 38,617,337
Net Impact (54,094,134) (9,664,141)
Water Resource Recovery
May 3, 2022
Finance Department
DATE: May 3, 2022
TO: Mayor Butt and Members of the City Council
FROM: Shasa Curl, City Manager
Anil Comelo, Interim Deputy City Manager,
Delmy Cuellar, Interim Director of Finance
Mubeen Qader, Budget Administrator
Antonio Banuelos, Revenue Manager
Subject:
Acknowledge receipt of Fiscal Year 2022-2023 Proposed
First Draft Budget
FINANCIAL IMPACT: There is no financial impact because of this agenda item.
Based on the information provided, the General Fund
reflects an operating budget gap of approximately $1.9
million for FY 2022-23, which City staff is working to
reduce to a point where the budget will be balanced prior to adoption on or before June 30, 2022.
PREVIOUS COUNCIL
ACTION:
April 19, 2022, April 26, 2022.
STATEMENT OF THE
ISSUE:
In accordance with Richmond Municipal Code Section
2.61.010, the City Manager is submitting the first draft of the Fiscal Year 2022-2023 Annual Operating Budget and
Capital Improvement Budget. The purpose of this item is to provide the City Council an overview of the budget
documents, and for City Council to establish and approve the review process and schedule for the annual budget
adoption.
AGENDA
REPORT
May 3, 2022
RECOMMENDED ACTION:
ACKNOWLEDGE receipt of the first draft of the Fiscal
Year 2022-2023 Annual Operating Budget and Fiscal
Year 2022-2027 Five-Year Capital Improvement Plan
Budget and establish the review process and schedule
for their review and adoption – City Manager’s
Office/Finance Department (Shasa Curl/Delmy Cuellar
510-620-6740).
DISCUSSION:
This budget item is not intended to be a substantive review of Fiscal Year (FY) 2022- 2023 Annual Operating Budget or the Five-Year Capital Improvement Plan Budget; rather, it is an opportunity for City staff to provide an overview of both budgets as they are currently being submitted.
Budget Process
Historically, the annual budget development process began in February. However, the Finance Department initiated the Fiscal Year (FY) 2022-2023 budget development process on December 9, 2021, with the annual budget kick-off meeting. Finance staff provided all departments with budget instructions and timelines for document submission related to the budget entry window (December 9, 2021, through January 7, 2022), proposed staffing plans, and proposed organizational changes.
Following the submittal of the departmental budget requests, and preparation of the revenue estimate, the City Manager, select members of their staff, and the Finance Budget Division held budget hearings with Department Heads and their divisions.
Budget hearings allowed City staff to clarify budget requests, review the proposed departmental organization charts, review performance measures, and understand the level of cost recovery, as appropriate. Finance also held four (4) community budget meetings in March and April 2022.
At the conclusion of budget hearings, the Finance Department compiled a preliminary draft budget based on their initial revenue estimates and the departmental operating budgets as submitted. This preliminary draft provided City staff with a projected budget gap, which will require some combination of increasing revenues or reducing the requested departmental expenditures. From this preliminary draft, the City Manager’s Office and Finance staff worked collectively with departments, to prepare a draft budget that is appropriate to begin the review process at the City Council level.
City staff is now submitting the first draft of the Fiscal Year 2022-2023 Annual Operating Budget and Fiscal Year 2022-2027 Five-Year Capital Improvement Plan to initiate the City Council’s review and approval process. At this point, the operating budget gap is approximately $1.9 million, which staff believes can be reduced in the context of the City Council’s policy review and yield a balanced budget at adoption. The $1.9 million gap is
May 3, 2022
based on approximately $204.9 million in revenues and $206.8 million in expenditures (Attachments 1 and 2).
For example, approximately $13 million in department requests are not included in the draft FY 2022-2023 budget
GF Equipment Replacement Requests: $1,690,000 New Position Requests: $3,627,385
New Funding (non-personnel) Requests: $7,728,323 $13,045,708
These requests will go through a review process with the City Manager, Finance, Human Resources, and departments before bringing forth items to City Council for consideration and inclusion into the budget.
There is also a need to keep in mind that other key items such as implementation of the classification and compensation study, facility and infrastructure improvements, and contributions to the General Fund reserve to increase it to 15 percent policy level, have not been included in the proposed FY 2022-2023 budget.
This gap is not reflective of additional personnel requests submitted by departments and may not include all additional non-personnel expenditure requests. At a subsequent meeting, City staff will compile and present all additional personnel and non-personnel expenditure requests to City Council for review and consideration. Staff will also continue to review revenue projections and seek opportunities for revenue enhancements.
In addition to the draft FY 2022-2023 Annual Operating budget, City staff is also presenting the Non-General Fund Revenue and Expenditures by Fund report (Attachment 3), the Capital Improvement Projects (Attachment 4), and Multi-Year Comparative Position Listing (Attachment 5) for consideration and review. All these documents are drafts and include staff’s best budget estimates based on current projections and information.
City staff is proposing the process and schedule outlined in Table 1 for the City Council’s review and adoption of the Fiscal Year 2022-2023 Annual Operating Budget and Fiscal Years 2022-2027 Five-Year Capital Improvement Plan Budget:
May 3, 2022
Table 1: Key Budget Development Dates
Action/Activity Date
Presentation of the Draft Fiscal Year 2022-2023
Annual Operating Budget and Fiscal Year 2022-2023
to 2026-2027 Five-Year Capital Improvement Plan
(OR receive an overview of the first drafts of
operating and capital budgets and establish the
process and schedule for City Council review and
final approval.)
May 3, 2022
City Council Presentation: Community Services &
Community Development May 17, 2022
City Council Presentation: Public Safety (Police, Fire)
Initiate City Council review and discussion of draft
operating and capital budgets
May 24, 2022
City Council to receive Revised Proposed Budget
Continue City Council review and discussion of draft
operating and capital budgets
City Council direction on Budget Checklist and
changes to the proposed budget
June 7, 2022
Council to adopt 2022-2023 Operating Budget,
FY2023- to FY2026-27 Capital Improvement Plan,
and GANN Limit
June 28, 2022
During the review process, City staff will continue to work to develop recommendations that will close the current budget gap. This work is currently in progress, and recommendations will be presented to the City Council as they are developed.
DOCUMENTS ATTACHED:
Attachment 1 – General Fund Revenue and Expenditure Summary Attachment 2 – General Fund Revenue and Expenditures by Department Attachment 3 – Non-General Fund Revenue and Expenditures by Fund Attachment 4 – Capital Improvement Projects
Attachment 5 – Multi-Year Comparative Position Listing
GENERAL FUND REVENUE AND EXPENDITURE SUMMARY FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET FY2019‐20 FY2020‐21 FY2021‐22 FY2021‐22 FY2022‐23
REVISED PROPOSED
GENERAL FUND ACTUALS ACTUALS ACTUALS BUDGET BUDGET
PROPERTY TAXES (44,142,773) (45,140,902) (24,288,031) (45,233,561) (46,056,962) SALES & USE TAX (44,537,156) (48,998,406) (29,991,088) (51,993,736) (53,900,100) UTILITY USERS TAX (45,552,523) (45,240,705) (35,712,777) (46,522,663) (49,840,565) OTHER TAXES (15,619,151) (27,066,292) (12,271,554) (20,953,343) (21,638,449) LICENSES,PRMITS&FEES (6,770,038) (5,908,125) (4,567,693) (10,354,335) (11,129,402) FINES & FORFEITURES (735,469) (454,778) (297,306) (468,897) (475,275) USE OF MONEY&PROPRTY (216,436) (105,320) (82,079) (236,079) (236,079) CHARGES FOR SERVICES (3,545,433) (4,057,864) (2,378,486) (3,422,832) (3,571,292) OTHER REVENUE (446,535) (403,034) (440,199) (1,471,927) (187,500) RENTAL INCOME (890,779) (699,301) (555,402) (747,268) (874,506) INTERGOV STATE TAXES (87,405) (81,571) (127,228) (90,000) (125,000) INTERGOV STATE GRANT (637,229) (421,184) (192,438) (187,878) (175,000) INTERGOV OTHER GRANT (387,292) (300,938) (211,209) (153,569) (253,569) PROC FR SLE PROP (82,036) (71,458) (707) ( 100,000) LOAN/BOND PROCEEDS ‐ ‐ (93,800) (36,400) OPER XFERS IN (9,219,074) (9,454,780) (9,834,489) (10,204,224) (16,414,570) GF TOTAL REVENUES (172,869,329) (188,404,657)
(121,044,486) (192,176,711) (204,878,270)
SALARIES AND WAGES 73,104,770 69,477,203 53,384,860 75,841,128 79,239,528 PYRLL/FRINGE BENEFIT 54,674,483 60,032,737 44,819,015 62,145,202 69,299,788 PROF & ADMIN 7,917,918 7,956,432 8,543,723 15,882,238 13,927,423 OTHER OPERATING 5,517,454 5,348,275 4,828,216 7,123,051 6,295,963 UTILITIES 3,893,548 4,459,855 3,309,692 5,041,685 5,093,076 EQPT & CONTRACT SVCS 2,477,546 1,830,319 1,961,551 2,700,894 2,601,511 PROVISN FOR INS LOSS 4,329 12,343 26,673 27,673 25,725 COST POOL 13,634,097 13,274,926 10,597,825 14,455,436 20,202,296 ASSET/CAPITAL OUTLAY 104,752 850,168 711,777 1,446,014 1,422,136 DEBT SVC EXPENDITURE 1,037,942 1,047,339 644,090 1,065,359 1,037,009 A87 COST PLAN REIMBS (4,620,294) (3,459,322) (2,603,644) (3,516,104) (6,195,344) GRANT EXPENDITURES 139,960 147,898 10,272 82,500 2,500 OPER XFERS OUT 13,457,472 16,631,247 5,107,155 12,801,419 13,816,005 GF TOTAL EXPENDITURES 171,343,977 177,609,420 131,341,205 195,096,496 206,767,616 (SURPLUS)/GAP (1,525,352) (10,795,237) 10,296,719 2,919,785 1,889,346
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
OFFICE OF THE MAYOR
SALARIES AND WAGES 264,473 269,735 206,084 294,468 290,056 ‐1.50% PYRLL/FRINGE BENEFIT 226,591 252,401 198,380 248,268 290,724 17.10% PROF & ADMIN 7,043 14 2,000 16,100 16,100 0.00% OTHER OPERATING 1,771 221 1,603 2,400 2,400 0.00% UTILITIES 1,482 1,368 2,236 1,250 1,250 0.00% COST POOL 17,944 18,277 13,708 18,277 38,667 111.60% A87 COST PLAN REIMBS (145,358) (107,844) (84,839) (113,118) ‐ ‐100.00% TOTAL EXPENSES 373,946 434,173 339,171 467,645 639,197 36.70% CITY COUNCIL
OTHER REVENUE (1,165) (1,800) ‐ ‐ ‐ 0.00% TOTAL REVENUES (1,165) (1,165)
SALARIES AND WAGES 252,612 199,517 172,683 312,384 298,872 ‐4.30% PYRLL/FRINGE BENEFIT 192,285 217,784 165,781 212,364 248,161 16.90% PROF & ADMIN 27,233 8,101 6,098 37,050 39,550 6.70% OTHER OPERATING 16,640 12,464 8,479 18,600 18,600 0.00% UTILITIES 999 1,191 841 1,100 1,100 0.00% COST POOL 49,363 30,422 22,817 30,422 63,209 107.80% ASSET/CAPITAL OUTLAY ‐ ‐ ‐ 1,200 1,200 0.00% A87 COST PLAN REIMBS (201,181) (149,260) (117,419) (156,559) ‐ ‐100.00% TOTAL EXPENSES 337,951 320,220 259,280 456,561 670,692 COMMUNITY POL REV COMM
SALARIES AND WAGES 36,293 53,942 43,698 78,317 77,000 ‐1.70% PYRLL/FRINGE BENEFIT 8,749 7,827 5,238 174 ‐ ‐100.00% PROF & ADMIN 5,116 1,007 1,467 10,300 10,300 0.00% OTHER OPERATING 387 66 6 1,350 1,050 ‐22.20% TOTAL EXPENSES 50,545 62,842 50,409 90,141 88,350 ‐2.00% 1 of 12Page 1232 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
CITY MANAGER
OTHER TAXES (750,148) (1,521,153) ‐ ‐ ‐ 0.00% LICENSES,PRMITS&FEES (26,556) (973) ‐ ‐ ‐ 0.00% CHARGES FOR SERVICES (6,198) ‐ ‐ ‐ ‐ 0.00% OTHER REVENUE (8,747) (9,770) ‐ (1,557) ‐ ‐100.00% INTERGOV STATE GRANT ‐ ‐ ‐ ‐ ‐ 0.00% INTERGOV OTHER GRANT (1,000) ‐ ‐ ‐ ‐ 0.00% OPER XFERS IN (86,778) ‐ ‐ ‐ ‐ 0.00% TOTAL REVENUES (879,427) (1,531,896) ‐ (1,557) ‐ SALARIES AND WAGES 1,405,088 346,232 516,160 554,300 399,976 ‐27.80% PYRLL/FRINGE BENEFIT 645,183 188,644 155,152 330,229 221,645 ‐32.90% PROF & ADMIN 209,074 159,554 18,840 122,250 124,750 2.00% OTHER OPERATING 33,798 6,798 5,937 10,700 9,200 ‐14.00% UTILITIES 698 1,847 1,308 1,000 ‐ ‐100.00% EQPT & CONTRACT SVCS 974 201 200 200 200 0.00% COST POOL 98,265 100,038 75,027 100,038 76,423 ‐23.60% ASSET/CAPITAL OUTLAY 101 ‐ ‐ ‐ ‐ 0.00% A87 COST PLAN REIMBS (331,548) (245,982) (193,508) (258,011) (287,246) 11.30% TOTAL EXPENSES 2,061,633 557,333 579,116 860,706 544,948 ‐36.60% CITY CLERK
LICENSES,PRMITS&FEES (500) (6,519) (450) (600) (600) 0.00% CHARGES FOR SERVICES (6,520) ‐ ‐ ‐ (3,000) 0.00% OTHER REVENUE (35) ‐ (560) (155) ‐ ‐100.00% TOTAL REVENUES (7,055) (6,519) (1,010) (755) (3,600) SALARIES AND WAGES 393,035 406,992 330,563 444,369 430,760 ‐3.10% PYRLL/FRINGE BENEFIT 261,262 285,202 217,080 278,754 318,684 14.30% PROF & ADMIN 144,225 254,911 156,253 306,200 334,100 9.10% 2 of 12Page 1233 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
OTHER OPERATING 11,405 8,323 7,767 21,800 20,300 ‐6.90% UTILITIES 1,075 420 280 1,500 ‐ ‐100.00% COST POOL 25,785 21,190 15,893 21,190 45,430 114.40% A87 COST PLAN REIMBS (155,603) (115,445) (90,818) (121,090) (112,517) ‐7.10% TOTAL CITY CLERK 674,129 848,555 636,008 951,968 1,033,157 8.50% CITY ATTORNEY
LICENSES,PRMITS&FEES (1,824) (50) (60) (60) ‐ ‐100.00% OTHER REVENUE ‐ ‐ ‐ ‐ ‐ 0.00% TOTAL REVENUES (1,824) (50) (60) (60) ‐ SALARIES AND WAGES 1,149,564 961,622 734,203 1,262,891 1,305,759 3.40% PYRLL/FRINGE BENEFIT 606,982 557,061 366,898 651,957 726,790 11.50% PROF & ADMIN 44,333 170,357 428,656 1,098,450 601,435 ‐45.20% OTHER OPERATING 16,933 20,333 20,501 21,500 24,750 15.10% EQPT & CONTRACT SVCS 174 544 344 1,250 4,075 226.00% COST POOL 90,924 76,143 57,108 76,143 148,522 95.10% A87 COST PLAN REIMBS (298,603) (221,539) (174,280) (232,373) (443,294) 90.80% TOTAL EXPENSES 1,608,483 1,564,421 1,433,370 2,879,758 2,368,037 ‐17.80% PLANNING & BLDG. (CODE ENFORCEMENT)
LICENSES,PRMITS&FEES ‐ (562,568) (433,326) (530,000) (955,500) 80.30% CHARGES FOR SERVICES ‐ (7,538) ‐ ‐ ‐ 0.00% OTHER REVENUE ‐ ‐ (44,429) (36,786) (30,000) ‐18.40% TOTAL REVENUES ‐ (570,107) (477,755) (566,786) (985,500) SALARIES AND WAGES (403) 591,734 525,802 702,020 798,887 13.80% PYRLL/FRINGE BENEFIT ‐ 531,377 426,922 600,678 724,286 20.60% PROF & ADMIN ‐ 6,079 58,480 364,898 373,400 2.30% OTHER OPERATING ‐ 15,323 16,051 26,447 28,947 9.50% UTILITIES ‐ 7,839 11,000 11,000 11,500 4.50% 3 of 12Page 1234 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
EQPT & CONTRACT SVCS ‐ 50,532 4,493 13,549 13,549 0.00% COST POOL ‐ ‐ ‐ ‐ 165,000 0.00% TOTAL EXPENSES (403) 1,202,884 1,042,748 1,718,592 2,115,569 ‐1.90%
FINANCE
LICENSES,PRMITS&FEES ‐ (2,329) (68) (68) (17,000) 24900.00% OTHER REVENUE (3,981) (7,346) ‐ ‐ ‐ 0.00% TOTAL REVENUES (3,981) (9,674) (68) (68) (17,000) SALARIES AND WAGES 2,481,016 2,166,042 1,750,951 3,130,577 2,780,180 ‐11.20% PYRLL/FRINGE BENEFIT 1,734,975 1,716,969 1,272,843 2,267,453 2,451,062 8.10% PROF & ADMIN 669,058 556,116 479,864 751,942 807,722 7.40% OTHER OPERATING 57,908 57,475 54,416 68,806 65,806 ‐4.40% UTILITIES 1,261 1,081 804 1,394 1,400 0.40% EQPT & CONTRACT SVCS 344 206 250 385 435 13.00% COST POOL 199,178 171,164 128,372 171,164 283,224 65.50% ASSET/CAPITAL OUTLAY 62 ‐ ‐ ‐ ‐ 0.00% A87 COST PLAN REIMBS (1,360,873) (1,009,656) (794,276) (1,059,033) (1,876,783) 77.20% TOTAL EXPENSES 3,782,927 3,659,395 2,893,224 5,332,688 4,513,046 ‐15.70% HUMAN RESOURCES
SALARIES AND WAGES 1,152,644 894,777 707,008 775,615 947,876 22.20% PYRLL/FRINGE BENEFIT 630,932 572,651 427,184 529,064 691,935 30.80% PROF & ADMIN 163,683 528,412 427,427 615,550 593,400 ‐3.60% OTHER OPERATING 13,256 17,010 15,685 17,625 21,625 22.70% UTILITIES ‐ ‐ ‐ ‐ ‐ 0.00% EQPT & CONTRACT SVCS ‐ 69 150 150 150 0.00% COST POOL 318,864 102,656 76,991 102,656 341,731 232.90% ASSET/CAPITAL OUTLAY ‐ ‐ 2,603 ‐ ‐ 0.00% A87 COST PLAN REIMBS (275,903) (204,698) (161,031) (214,708) (332,241) 54.70% TOTAL EXPENSES 2,003,476 1,910,877 1,496,018 1,825,952 2,264,476 24.00% 4 of 12Page 1235 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
POLICE
LICENSES,PRMITS&FEES (976,912) (824,572) (183,541) (116,857) (90,500) ‐22.60% FINES & FORFEITURES (400,675) (205,282) (131,918) (150,000) (150,000) 0.00% CHARGES FOR SERVICES (1,368,569) (1,159,538) (857,835) (959,931) (1,102,500) 14.90% OTHER REVENUE (56,887) (213,899) (78,034) (75,000) (82,000) 9.30% INTERGOV STATE GRANT (60,614) (35,369) (14,507) (10,000) (10,000) 0.00% INTERGOV OTHER GRANT (259,233) (249,854) (211,209) (150,000) (250,000) 66.70% TOTAL REVENUES (3,122,890) (2,688,514) (1,477,045) (1,461,788) (1,685,000) SALARIES AND WAGES 31,460,617 30,113,212 21,403,729 33,053,920 32,396,601 ‐2.00% PYRLL/FRINGE BENEFIT 22,328,501 24,903,402 18,023,039 26,827,180 28,144,552 4.90% PROF & ADMIN 3,191,220 3,136,510 3,610,464 4,079,976 4,362,874 6.90% OTHER OPERATING 2,344,431 2,358,663 2,395,612 2,638,513 2,503,881 ‐5.10% UTILITIES 303,198 294,336 281,466 395,000 400,000 1.30% EQPT & CONTRACT SVCS 286,954 250,938 260,584 799,347 662,996 ‐17.10% PROVISN FOR INS LOSS 1,500 1,725 1,812 1,812 1,725 ‐4.80% COST POOL 3,831,213 3,142,833 2,423,126 3,230,833 5,348,401 65.50% ASSET/CAPITAL OUTLAY 8,587 193,731 62,535 364,675 325,306 ‐10.80% DEBT SVC EXPENDITURE 236,160 236,160 236,160 244,424 206,031 ‐15.70% OPER XFERS IN ‐ (187,179) ‐ ‐ ‐ 0.00% OPER XFERS OUT 3,022,210 ‐ ‐ ‐ ‐ 0.00% TOTAL EXPENSES 67,014,591 64,444,331 48,698,527 71,635,679 74,352,366 3.60% FIRE
LICENSES,PRMITS&FEES (954,158) (859,533) (572,610) (925,000) (925,000) 0.00% CHARGES FOR SERVICES (1,024,815) (1,537,438) (695,020) (900,503) (870,503) ‐3.30% OTHER REVENUE (599) ‐ (825) ‐ ‐ 0.00% TOTAL REVENUES (1,979,571) (2,396,971) (1,268,455) (1,825,503) (1,795,503) SALARIES AND WAGES 16,640,803 16,915,495 13,169,070 18,632,677 18,629,559 0.00% 5 of 12Page 1236 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
PYRLL/FRINGE BENEFIT 11,982,256 13,815,750 10,404,664 14,428,325 15,755,758 9.20% PROF & ADMIN 225,866 211,482 150,394 1,364,326 1,376,815 0.90% OTHER OPERATING 127,731 105,318 44,790 132,974 250,294 88.20% UTILITIES 34,460 28,207 17,481 33,500 33,500 0.00% EQPT & CONTRACT SVCS 78,403 50,919 48,292 97,950 136,850 39.70% PROVISN FOR INS LOSS 2,829 10,618 24,861 24,861 23,000 ‐7.50% COST POOL 1,323,880 892,331 1,231,748 1,642,331 2,042,721 24.40% ASSET/CAPITAL OUTLAY 26,043 10,182 7,179 13,639 25,500 87.00% DEBT SVC EXPENDITURE 115,200 114,991 57,409 114,778 114,613 ‐0.10% OPER XFERS OUT 1,044,183 326,018 244,514 326,018 326,018 0.00% TOTAL EXPENSES 29,622,083 27,687,369 24,131,949 34,985,876 36,919,125 5.50% OFFICE OF NEIGHBORHOOD
OTHER REVENUE (5,000) (5,000) (5,000) (5,000) ‐ ‐100.00% INTERGOV STATE GRANT (439,662) (224,773) (12,839) (12,839) ‐ ‐100.00% INTERGOV OTHER GRANT (118,925) (37,198) ‐ ‐ ‐ 0.00% TOTAL REVENUES (563,587) (266,971) (17,839) (17,839) ‐ SALARIES AND WAGES 642,567 615,247 580,393 812,496 1,341,638 65.10% PYRLL/FRINGE BENEFIT 417,651 506,344 431,931 600,409 1,322,588 120.30% PROF & ADMIN 355,129 300,028 1,754 69,790 69,790 0.00% OTHER OPERATING 12,158 11,930 7,756 1,636,040 968,123 ‐40.80% UTILITIES 11,553 11,445 8,370 16,000 16,000 0.00% COST POOL 38,745 102,010 114,006 152,010 155,067 2.00% ASSET/CAPITAL OUTLAY 5,754 4,797 1,835 9,600 ‐ ‐100.00% GRANT EXPENDITURES 139,960 71,673 10,272 ‐ ‐ 0.00% TOTAL EXPENSES 1,623,517 1,623,475 1,156,317 3,296,345 3,873,206 18.10% PUBLIC WORKS
LICENSES,PRMITS&FEES (775,398) (168,837) (193,746) (271,600) (131,100) ‐51.70% CHARGES FOR SERVICES (148,195) (1,158,208) (825,472) (1,430,398) (1,463,289) 2.30% 6 of 12Page 1237 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
OTHER REVENUE (56,503) (15,887) (2,871) (227) ‐ ‐100.00% RENTAL INCOME (17,218) (17,218) (12,913) (18,000) (18,000) 0.00% TOTAL REVENUES (997,314) (1,360,150) (1,035,002) (1,720,225) (1,612,389) SALARIES AND WAGES 6,405,979 7,823,921 6,259,152 9,227,068 9,644,790 4.50% PYRLL/FRINGE BENEFIT 5,069,536 6,949,120 5,249,753 8,138,085 9,007,923 10.70% PROF & ADMIN 312,243 390,665 466,778 1,256,160 1,138,095 ‐9.40% OTHER OPERATING 1,916,478 2,060,138 1,799,411 2,129,433 2,067,607 ‐2.90% UTILITIES 1,233,906 3,622,829 2,703,100 4,110,612 4,128,266 0.40% EQPT & CONTRACT SVCS 740,607 1,028,784 963,554 1,036,257 1,032,400 ‐0.40% COST POOL 1,333,401 3,686,520 2,706,774 3,934,030 5,894,870 49.80% ASSET/CAPITAL OUTLAY 1,606 28,186 10,809 10,000 10,000 0.00% DEBT SVC EXPENDITURE ‐ 696,188 350,520 706,157 716,365 1.40% A87 COST PLAN REIMBS (997,007) (771,140) (606,721) (696,460) (1,513,609) 117.30% PROC FR SLE PROP (82,036) (71,458) (707) (100,000) ‐ ‐100.00% TOTAL EXPENSES 15,934,714 25,443,752 19,902,422 29,751,343 32,126,707 LIBRARY & CULTURAL SER
OTHER REVENUE (590) ‐ ‐ ‐ 0.00% RENTAL INCOME (27,800) 27,225 (21,092) (14,062) ‐ ‐100.00% TOTAL REVENUES (28,390) 27,225 (21,092) (14,062) ‐ SALARIES AND WAGES 2,250,044 1,924,813 1,658,267 2,441,672 2,438,588 ‐0.10% PYRLL/FRINGE BENEFIT 1,759,907 1,842,340 1,411,855 2,371,797 2,299,529 ‐3.00% PROF & ADMIN 524,909 349,687 426,096 477,480 625,389 31.00% OTHER OPERATING 347,321 45,870 47,515 57,265 66,050 15.30% UTILITIES 5,160 4,604 4,432 6,000 8,000 33.30% EQPT & CONTRACT SVCS 367 727 2,451 2,136 2,136 0.00% COST POOL 408,784 246,440 184,829 246,440 387,915 57.40% 7 of 12Page 1238 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
ASSET/CAPITAL OUTLAY ‐ 2,381 ‐ 4,500 12,700 182.20% OPER XFERS IN (50,000) ‐ ‐ ‐ 0.00% TOTAL EXPENSES 5,246,492 4,416,861 3,735,446 5,607,291 5,840,307 4.40% COMMUNITY SERVICES
LICENSES,PRMITS&FEES (428,873) (171,482) (334,656) (450,626) (781,808) 73.50% OTHER REVENUE (99,425) (2,066) (208,815) (207,856) (15,500) ‐92.50% RENTAL INCOME (587,715) (364,396) (363,850) (393,906) (525,567) 33.40% INTERGOV OTHER GRANT (8,133) (13,887) ‐ (3,569) (3,569) 0.00% TOTAL REVENUES (1,124,146) (551,830) (907,321) (1,055,957) (1,326,445) SALARIES AND WAGES 2,612,217 2,020,619 1,801,935 2,662,675 2,967,027 11.40% PYRLL/FRINGE BENEFIT 2,015,434 1,970,059 1,616,417 1,939,771 2,362,074 21.80% PROF & ADMIN 339,549 116,718 131,110 398,496 557,715 40.00% OTHER OPERATING 49,797 25,156 18,854 63,378 (430,374) ‐779.10% UTILITIES 12,075 15,331 16,159 18,389 55,520 201.90% EQPT & CONTRACT SVCS 622 140 831 7,250 10,500 44.80% COST POOL 474,363 402,718 335,788 447,718 777,167 73.60% ASSET/CAPITAL OUTLAY 25,430 43,579 1,098 11,400 15,430 35.40% GRANT EXPENDITURES ‐ 76,225 ‐ 82,500 2,500 ‐97.00% OPER XFERS IN (50,000) ‐ ‐ ‐ ‐ 0.00% TOTAL EXPENSES 4,355,341 3,566,884 3,014,872 4,575,620 4,991,115 INFORMATION TECHNOLOGY
LICENSES,PRMITS&FEES ‐ (5,000) ‐ ‐ ‐ 0.00% OTHER REVENUE (251) (4,363) (2,760) (2,688) ‐ ‐100.00% TOTAL REVENUES (251) (9,363) (2,760) (2,688) ‐ SALARIES AND WAGES 938,786 885,747 645,450 969,019 976,612 0.80% PYRLL/FRINGE BENEFIT 634,168 655,679 435,125 625,145 752,975 20.40% PROF & ADMIN 505,678 434,277 550,540 589,652 643,652 9.20% 8 of 12Page 1239 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
OTHER OPERATING 75,165 57,358 86,753 69,880 69,880 0.00% UTILITIES 395,473 469,095 257,075 435,100 435,100 0.00% EQPT & CONTRACT SVCS 984,759 446,310 679,361 727,220 727,220 0.00% COST POOL 89,657 56,827 42,620 56,827 155,581 173.80% ASSET/CAPITAL OUTLAY 37,116 567,313 624,975 1,030,000 1,030,000 0.00% A87 COST PLAN REIMBS (672,808) (499,171) (392,686) (523,579) (712,246) 36.00% TOTAL EXPENSES 2,987,994 3,073,435 2,929,213 3,979,264 4,078,774 2.60% CAPITAL IMPROVEMENT
CHARGES FOR SERVICES (780,085) ‐ ‐ ‐ ‐ 0.00% OTHER REVENUE (10,775) ‐ ‐ ‐ ‐ 0.00% TOTAL REVENUES (790,859) ‐ ‐ ‐ ‐ SALARIES AND WAGES 2,419,437 ‐ ‐ ‐ ‐ 0.00% PYRLL/FRINGE BENEFIT 1,865,602 ‐ ‐ ‐ ‐ 0.00% PROF & ADMIN 218,449 ‐ ‐ ‐ ‐ 0.00% OTHER OPERATING 226,566 ‐ ‐ ‐ ‐ 0.00% UTILITIES 1,892,208 ‐ ‐ ‐ ‐ 0.00% EQPT & CONTRACT SVCS 384,343 ‐ ‐ ‐ ‐ 0.00% COST POOL 1,382,568 ‐ ‐ ‐ ‐ 0.00% ASSET/CAPITAL OUTLAY 54 ‐ ‐ ‐ ‐ 0.00% DEBT SVC EXPENDITURE 686,581 ‐ ‐ ‐ ‐ 0.00% TOTAL EXPENSES 9,075,808 ‐ ‐ ‐ ‐ 0.00% ECONOMIC DEVELOPMENT
OTHER TAXES ‐ (145) (1,050,463) (1,500,000) (1,607,614) 7.20% TOTAL REVENUES ‐ (145) (1,050,463) (1,500,000) (1,607,614) SALARIES AND WAGES ‐ 746,224 569,665 715,296 551,950 ‐22.80% PYRLL/FRINGE BENEFIT ‐ 472,978 343,073 472,674 388,675 ‐17.80% PROF & ADMIN 4,353 665,095 781,881 1,299,181 1,348,936 3.80% 9 of 12Page 1240 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
OTHER OPERATING ‐ 289,019 208,207 432,550 305,150 ‐29.50% UTILITIES ‐ 262 5,140 5,840 440 ‐92.50% EQPT & CONTRACT SVCS ‐ 949 1,040 1,000 1,000 0.00% PROVISN FOR INS LOSS ‐ ‐ ‐ 1,000 1,000 0.00% COST POOL ‐ ‐ ‐ ‐ 81,308 0.00% ASSET/CAPITAL OUTLAY ‐ ‐ 743 ‐ ‐ 0.00% OPER XFERS IN ‐ (86,778) (65,085) (86,778) (86,778) 0.00% OPER XFERS OUT 4,353 303,275 794,201 1,340,763 984,067 ‐26.60% TOTAL EXPENSES 8,705 2,391,025 2,638,864 4,181,526 3,575,748 INTERNAL SERVICES DEPT.
CHARGES FOR SERVICES (5,610)
TOTAL REVENUES (5,610)
SALARIES AND WAGES ‐ 136,158 210,185 244,308 234,114 ‐12.10% PYRLL/FRINGE BENEFIT ‐ 83,147 112,554 164,835 164,835 ‐52.30% PROF & ADMIN ‐ 26,207 3,942 25,200 31,400 ‐64.30% OTHER OPERATING ‐ 1,640 1,500 1,900 1,500 ‐19.50% UTILITIES 1,000
EQPT & CONTRACT SVCS 900
COST POOL 17,827
TOTAL EXPENSES 247,152 328,181 437,143 450,676 TRANSPORTATION DEPT
LICENSES,PRMITS&FEES (35,817) (34,311) (27,000) (35,000) 29.60% CHARGES FOR SERVICES (4,489) ‐ ‐ ‐ 0.00% OTHER REVENUE ‐ ‐ (10,000) ‐ ‐100.00% TOTAL REVENUES (40,307) (34,311) (37,000) (35,000) SALARIES AND WAGES 5,174 171,566 147,066 129,283 ‐12.10% PYRLL/FRINGE BENEFIT 2,497 108,565 171,145 81,613 ‐52.30% 10 of 12Page 1241 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
PROF & ADMIN 1,749 4,955 25,200 9,000 ‐64.30% OTHER OPERATING 294 3,379 17,150 13,800 ‐19.50% EQPT & CONTRACT SVCS ‐ 10,100 10,000 ‐1.00% ASSET/CAPITAL OUTLAY ‐ 1,000 2,000 100.00% TOTAL EXPENSES 9,714 288,465 371,661 245,696 NON‐DEPARTMENTAL
PROPERTY TAXES (44,142,773) (45,140,902) (24,288,031) (45,233,561) (46,056,962) 1.80% SALES & USE TAX (44,537,156) (48,998,406) (29,991,088) (51,993,736) (53,900,100) 3.70% UTILITY USERS TAX (45,552,523) (45,240,705) (35,712,777) (46,522,663) (49,840,565) 7.10% OTHER TAXES (14,869,004) (25,545,139) (11,221,092) (19,453,343) (20,030,835) 3.00% LICENSES,PRMITS&FEES (3,605,817) (3,272,774) (2,816,327) (8,032,524) (8,192,894) 2.00% FINES & FORFEITURES (334,794) (249,495) (165,388) (318,897) (325,275) 2.00% USE OF MONEY&PROPRTY (216,436) (105,320) (82,079) (236,079) (236,079) 0.00% CHARGES FOR SERVICES (211,051) (185,042) (159) (132,000) (132,000) 0.00% OTHER REVENUE (202,577) (142,758) (96,905) (1,132,658) (60,000) ‐94.70% RENTAL INCOME (258,046) (290,463) (157,546) (321,300) (330,939) 3.00% INTERGOV STATE TAXES (87,405) (81,571) (127,228) (90,000) (125,000) 38.90% INTERGOV STATE GRANT (136,953) (161,042) (165,092) (165,039) (165,000) 0.00% TOTAL REVENUES (154,154,534) (169,413,617) (104,823,712) (173,631,800) (179,395,649) SALARIES AND WAGES 2,600,000 2,400,000 1,949,996 (620,010) 2,600,000 ‐519.30% PYRLL/FRINGE BENEFIT 4,294,469 4,501,504 3,460,244 1,286,895 3,380,988 162.70% PROF & ADMIN 970,758 639,462 836,723 2,868,037 863,000 ‐69.90% OTHER OPERATING 265,708 254,876 83,993 (238,260) 287,375 ‐220.60% COST POOL 3,951,163 4,225,357 3,169,018 4,225,357 4,179,233 ‐1.10% ASSET/CAPITAL OUTLAY ‐ ‐ ‐ 100,000 ‐ ‐100.00% DEBT SVC EXPENDITURE ‐ ‐ ‐ ‐ ‐ 0.00% A87 COST PLAN REIMBS (181,410) (134,587) 11,934 (141,173) (917,408) 549.80% CDBG/HOME/HSG PROJ ‐ ‐ ‐ ‐ ‐ 0.00% LOAN/BOND PROCEEDS ‐ (93,800) (36,400) ‐ ‐100.00% 11 of 12Page 1242 of 1303
GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
FISCAL YEAR 2022‐2023 PROPOSED DRAFT BUDGET
FY19‐20 FY20‐21 FY21‐22 FY21‐22 FY22‐23 PCT
ACTUALS ACTUALS ACTUALS REVISED BUDGET DRAFT
BUDGET CHANGE
OPER XFERS IN (9,032,296) (9,180,823) (9,769,404) (10,117,446) (16,327,792) 61.40% OPER XFERS OUT 9,391,080 16,001,954 4,862,641 12,475,401 13,489,987 8.10% TOTAL EXPENSES 12,259,471 18,707,743 4,511,346 9,802,401 7,555,383 4.90% TOTAL REVENUE (172,869,328) (188,404,657) (121,044,486) (192,176,711) (204,878,270) 6.60% TOTAL EXPENSE 171,343,978 177,609,420 131,341,205 195,096,496 206,767,616 6.00% GRAND TOTAL (1,525,350) (10,795,237) 10,296,719 2,919,785 1,889,346 ‐35.30% 12 of 12Page 1243 of 1303
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE 1001 SECURED PENSION OVERRIDE
PROPERTY TAXES (10,587,345) (10,544,746) (11,352,354) (6,687,141) (11,420,605) - -100% OPER XFERS IN - - - - - (17,201,595) - Total Revenue (10,587,345) (10,544,746) (11,352,354) (6,687,141) (11,420,605) (17,201,595) OPER XFERS OUT 10,587,345 10,544,746 11,207,356 10,926,562 11,274,604 17,201,595 53% Total Expenditure 10,587,345 10,544,746 11,207,356 10,926,562 11,274,604 17,201,595 TOTAL - SECURED PENSION OVERRIDE (144,998) 4,239,421 (146,001) - -100% 1002 STATE GAS TAX
USE OF MONEY&PROPRTY (438) (2,305) (2,580) (1,453) - - - INTERGOV STATE TAXES (2,145,711) (2,417,790) (2,448,158) (1,899,098) (2,820,234) (3,203,193) INTERGOV STATE GRANT (125,138) (177,438) - - - - - Total Revenue (2,271,287) (2,597,533) (2,450,738) (1,900,551) (2,820,234) (3,203,193) PROF & ADMIN 2,103 2,397 3,000 3,200 4,000 4,000 14% EQPT & CONTRACT SVCS 738,314 793,397 832,441 666,593 850,000 850,000 - ASSET/CAPITAL OUTLAY 2,131,736 281,729 1,669,891 1,697,696 1,993,544 1,898,340 0 Total Expenditure 2,872,153 1,077,523 2,505,332 2,367,490 2,847,544 2,752,340 0 TOTAL STATE GAS TAX 600,866 (1,520,010) 54,594 466,939 27,310 (450,853) -1750.90% 1003 TRANSPORTATION OPERATIONS
LICENSES,PRMITS&FEES (463) (1,230) - - - - -
USE OF MONEY&PROPRTY - - (381) (523) - - - OTHER REVENUE (17,234) (8,847) (5,920) (98,442) - (20,000) 0% INTERGOV OTHER GRANT (1,046,882) (1,720,241) (1,157,832) (345,658) (840,000) (859,097) 2% OPER XFERS IN - (1,554,407) - - - - - Total Revenue (1,064,579) (3,284,725) (1,164,133) (444,623) (840,000) (879,097) - SALARIES AND WAGES 184,615 175,603 198,034 179,590 198,071 211,861 7% PYRLL/FRINGE BENEFIT 217,214 191,395 233,756 191,584 237,954 259,344 9% PROF & ADMIN 61,940 44,170 48,880 79,779 90,000 110,000 22% OTHER OPERATING 5,037 2,927 7,311 6,487 12,900 12,900 0% UTILITIES 3,517 3,718 3,635 2,579 2,500 2,500 0% EQPT & CONTRACT SVCS - - 35,903 - - 19,097 0% COST POOL 306,671 269,522 248,819 207,343 248,819 819,190 229% Total Expenditure 778,994 687,336 776,338 667,362 790,244 1,434,892 TOTAL TRANSPORTATION OPERATIONS (285,585) (2,597,389) (387,795) 222,739 (49,756) 555,795 -1217.00% 1004 ASSET SEIZURE FUND
City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE USE OF MONEY&PROPRTY (5,618) (4,972) (1,379) (663) - - 0% CHARGES FOR SERVICES (64,171) (8,670) (33,301) (11,804) - (20,000) 0% Total Revenue (69,790) (13,643) (34,680) (12,467) - (20,000) PROF & ADMIN - 2,840 - - 3,000 - -100% OTHER OPERATING - 8,135 - - 11,500 - -100% EQPT & CONTRACT SVCS - - - - 40,000 - -100% ASSET/CAPITAL OUTLAY 54,124 29,600 38,869 - 165,000 20,000 -88% Total Expenditure 54,124 40,575 38,869 - 219,500 20,000 -100% TOTAL (15,666) 26,933 4,188 (12,467) 219,500 - -100.00% 1005 LIBRARY FUND
LICENSES,PRMITS&FEES - (126,186) - - - - - FINES & FORFEITURES (17,199) (10,829) (692) (1,615) - - - USE OF MONEY&PROPRTY (8,611) (7,530) (2,463) (827) - - - OTHER REVENUE (2,260) (1,750) (5,150) (11,500) - (2,500) 0% INTERGOV FED GRANT (33,103) (18,871) (26,335) (17,044) - (44,884) 0% INTERGOV STATE GRANT (203,900) (190,385) (163,530) (144,642) (122,222) (126,222) 3% INTERGOV OTHER GRANT (32,730) (22,866) (17,970) - (50,000) (10,000) -80% OPER XFERS IN (16,275) - - - - - 0% Total Revenue (314,079) (378,417) (216,140) (175,628) (172,222) (183,606) -77% SALARIES AND WAGES 125 - - - - - - PYRLL/FRINGE BENEFIT - - - 20,472 10,423 21,146 1.03 PROF & ADMIN 246,585 305,076 211,747 55,452 307,636 139,259 -0.55 OTHER OPERATING 24,876 15,337 5,420 9,876 22,664 14,701 -0.35 UTILITIES 7,239 20,606 15,463 - - - - EQPT & CONTRACT SVCS 1,572 - - - - - - PROVISN FOR INS LOSS - 1,120 - - - - - ASSET/CAPITAL OUTLAY 17,219 275 164 164 45,950 3,000 -0.94 GRANT EXPENDITURES 15,399 10,761 6,532 5,845 3,000 5,500 0.83 OPER XFERS OUT 11,817 - 126,186 - - - - Total Expenditure 324,832 353,176 365,513 91,810 389,673 183,606 TOTAL LIBRARY FUND 10,753 (25,240) 149,372 (83,818) 217,451 - -100.00% 1006 OUTSIDE FUNDED GRANTS
INTERGOV FED GRANT (92,529) (2,000) (203,319) (70,721) (131,967) - -100% INTERGOV STATE GRANT (1,050,028) (870,910) (458,828) (306,237) (3,761,455) (1,991,595) -47% INTERGOV OTHER GRANT (265,853) (255,607) (224,322) (859,304) (1,536,239) (177,164) -89% Total Revenue (1,408,410) (1,128,517) (886,470) (1,236,262) (5,429,661) (2,168,759) PROF & ADMIN 710,032 748,040 1,350,802 2,694,949 5,242,953 2,912,633 -44% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE OTHER OPERATING 15,467 90,998 53,726 16,367 113,217 1,999 -98% UTILITIES 4,335 2,476 - - - - 0% EQPT & CONTRACT SVCS 7,707 30,000 30,000 28,000 30,000 30,000 0% PROVISN FOR INS LOSS - 350 - - - - 0% ASSET/CAPITAL OUTLAY 556,425 308,898 201,230 81,221 418,936 374,127 -11% GRANT EXPENDITURES 20,153 9,174 - 28,816 546,725 - -100% Total Expenditure 1,314,120 1,189,937 1,635,759 2,849,353 6,351,832 3,318,759 -253% TOTAL OUTSIDE FUNDED GRANTS (94,290) 61,420 749,289 1,613,092 922,170 1,150,000 24.70% 1007 EMERGENCY MED SERV
PROPERTY TAXES (215,788) (215,788) (215,522) (215,522) (215,586) (215,586) 0% USE OF MONEY&PROPRTY (5,954) (4,525) (1,508) (749) - - 0% Total Revenue (221,742) (220,313) (217,030) (216,271) (215,586) (215,586) - PROF & ADMIN 93,634 104,346 90,263 89,441 124,900 102,600 -18% OTHER OPERATING 64,093 47,717 59,322 25,739 77,000 77,000 0% EQPT & CONTRACT SVCS 43,008 46,080 69,120 - 80,000 80,000 0% ASSET/CAPITAL OUTLAY 85,858 - - - 20,000 - -100% Total Expenditure 286,593 198,143 218,705 115,180 301,900 259,600 TOTAL EMERGENCY MED SERV 64,851 (22,170) 1,675 (101,090) 86,314 44,014 -49.00% 1009 VEOLIA MITIGATION
LICENSES,PRMITS&FEES (31,250) (18,750) (25,000) (18,750) (25,000) - -100% USE OF MONEY&PROPRTY (2,898) (3,095) (1,005) (542) - - 0% Total Revenue (34,148) (21,845) (26,005) (19,292) (25,000) - PROF & ADMIN - - - - 100,000 - -100% Total Expenditure - - - - 100,000 - TOTAL VEOLIA MITIGATION (34,148) (21,845) (26,005) (19,292) 75,000 - -100.00% 1010 N.RICHMOND WASTE
LICENSES,PRMITS&FEES (71,499) (407,280) - - (124,207) - -100% USE OF MONEY&PROPRTY (1,873) (685) - - - - - Total Revenue (73,372) (407,965) - - (124,207) - PROF & ADMIN 70,750 51,944 87,575 192 122,375 - -100% OTHER OPERATING - - 304 - 1,000 - -100% UTILITIES 749 824 618 1,000 1,000 - -100% ASSET/CAPITAL OUTLAY - - 11,805 241 (168) - -100% Total Expenditure 71,499 52,768 100,302 1,433 124,207 - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE TOTAL N. RICHMOND WASTE (1,873) (355,197) 100,301 1,433 0 0 0.00% 1011 OUTSIDE FUNDED SVCS - DONATIONS
USE OF MONEY&PROPRTY (103) (98) (29) (14) - - - TOTAL OUTSIDE FUNDED SVS - DONATIONS (103) (98) (29) -14 0 0 0.00% 1012 HILLTOP LANDSCAPE MAINTENANCE
PROPERTY TAXES (984,611) (999,189) (1,029,158) (1,007,017) (1,060,038) (1,091,839) 0% USE OF MONEY&PROPRTY (5,352) (4,842) (1,436) (567) - - - OPER XFERS IN (197,637) (203,566) (209,673) (161,975) (215,963) (229,115) 0% Total Revenue (1,187,600) (1,207,597) (1,240,267) (1,169,559) (1,276,001) (1,320,954) SALARIES AND WAGES 409,010 430,907 530,823 364,247 558,638 511,840 0% PYRLL/FRINGE BENEFIT 266,346 313,187 432,528 306,246 401,371 443,376 0% PROF & ADMIN 59,003 111,253 70,058 10,500 43,115 45,000 0% OTHER OPERATING 23,653 44,623 51,944 20,635 67,191 70,691 0% UTILITIES 49,586 72,636 90,309 62,834 88,000 88,000 - EQPT & CONTRACT SVCS 50,976 63,802 54,274 44,058 75,000 75,000 - COST POOL 127,620 117,102 100,433 121,192 145,433 405,624 200% DEBT SVC EXPENDITURE 72,741 - - - - - - Total Expenditure 1,058,935 1,153,510 1,330,369 929,712 1,378,748 1,639,531 TOTAL HILLTOP LANDSCAPE MAINTENANCE (128,665) (54,086) 90,102 -239,847 102746.71 318576.71 210.10%
1013 HAZMAT FUND
USE OF MONEY&PROPRTY (93) (189) (31) (27) - - - INTERGOV OTHER GRANT (266,106) (291,224) (258,269) (78,102) (360,335) - -100% Total Revenue (266,199) (291,413) (258,300) (78,129) (360,335) - PROF & ADMIN 260,079 288,391 254,463 - 321,444 309,844 0% OTHER OPERATING 6,027 3,274 6,065 3,966 38,891 10,000 -100% Total Expenditure 266,106 291,665 260,528 3,966 360,335 319,844 TOTAL HAZMAT FUND (93.00) 252.00 2,229.00 (74,163.00) - 319,844.00 - 1014 EDA GRANT FUND
USE OF MONEY&PROPRTY (14,933) (26,758) (9,259) - - - - OTHER REVENUE (7,250) (900) - - - - - Total Revenue (22,183) (27,658) (9,259) - - - PROF & ADMIN 5,367 2,883 2,685 - - - - OTHER OPERATING 20 - - - - - - CDBG/HOME/HSG PROJ 170,000 - 445,962 - - - - LOAN/BOND PROCEEDS (104,488) (110,291) (33,226) - - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE Total Expenditure 70,899 (107,408) 415,421 - - - - TOTAL EDA GRANT FUND 48,715 (135,066) 406,160 - 0 0 0.00% 1015 MARINA BAY LNDSCP & LI
PROPERTY TAXES (587,617) (630,469) (647,586) (637,584) (668,794) (688,858) 0% USE OF MONEY&PROPRTY (12,999) (13,054) (3,838) (1,802) - - - OTHER REVENUE - (66) - - - - - OPER XFERS IN (410,866) (423,194) (435,890) (336,725) (448,967) (462,436) 0 Total Revenue (1,011,482) (1,066,783) (1,087,314) (976,111) (1,117,761) (1,151,294) SALARIES AND WAGES 360,485 356,663 401,113 349,569 471,759 452,550 0% PYRLL/FRINGE BENEFIT 262,323 272,048 327,164 260,230 330,031 355,073 0% PROF & ADMIN 45,285 26,025 51,902 50,652 53,504 53,503 - OTHER OPERATING 84,117 63,011 66,851 49,210 64,454 78,703 0% UTILITIES 133,518 156,704 197,854 108,499 181,395 134,395 0% EQPT & CONTRACT SVCS 22,536 61,373 12,917 16,677 7,075 7,075 - COST POOL 68,934 63,676 56,448 97,040 116,448 338,733 200% ASSET/CAPITAL OUTLAY 11,251 - - - - - - Total Expenditure 988,449 999,500 1,114,249 931,877 1,224,666 1,420,032 TOTAL MARINA BAY LANDSCAPE (23,033) (67,284) 26,935 -44,233 106904.55 268737.55 151.40% 1017 CHEVRON MODERNIZATN PR
USE OF MONEY&PROPRTY (222,921) (210,341) (62,573) (31,874) - - - OTHER REVENUE (29,613) - (50,083) - - (69,000) - INTERGOV OTHER GRANT (9,000,000) (8,000,000) (7,000,000) - (58,000) (206,842) 300% Total Revenue (9,252,534) (8,210,341) (7,112,656) (31,874) (58,000) (275,842) PROF & ADMIN 6,650,678 7,073,097 5,281,766 661,815 7,376,976 8,880,135 0% OTHER OPERATING 31,509 16,868 24,979 23,569 97,900 69,941 0% EQPT & CONTRACT SVCS - 11,053 298,318 578,342 570,384 518,000 0% ASSET/CAPITAL OUTLAY 707,816 1,387,993 426,182 270,499 1,557,678 1,406,156 0% GRANT EXPENDITURES 52,500 50,000 50,000 - 50,000 50,000 - OPER XFERS OUT 499,963 - 325,000 - - - - Total Expenditure 7,942,466 8,539,011 6,406,245 1,534,225 9,652,938 10,924,232 TOTAL CHEVRON MODERNIZATION (1,310,067) 328,670 (706,411) 1,502,351 9594938 10648390 11.00% 1018 RENT CONTROL
LICENSES,PRMITS&FEES (2,189,703) (2,681,689) (2,764,961) (2,225,353) (2,893,854) - -100% USE OF MONEY&PROPRTY (367) (11,537) (6,096) (4,619) (14,460) - -100% OTHER REVENUE (133) (13,042) (24,796) (12,426) (30,000) - -100% INTERGOV OTHER GRANT - - - (5,000) - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE Total Revenue (2,190,203) (2,706,268) (2,795,853) (2,247,398) (2,938,314) - SALARIES AND WAGES 1,022,823 1,121,084 1,049,091 827,934 1,256,858 1,246,571 0% PYRLL/FRINGE BENEFIT 611,127 691,706 727,447 543,552 843,017 1,006,402 0% PROF & ADMIN 179,313 239,819 169,680 214,925 240,425 - -100% OTHER OPERATING 46,486 22,801 16,072 29,772 69,374 - -100% UTILITIES 254 414 551 407 500 - -100% EQPT & CONTRACT SVCS - - 103 250 300 - -100% PROVISN FOR INS LOSS 8,029 8,765 9,047 9,100 9,300 - -100% COST POOL 159,575 173,624 171,256 152,251 182,704 652,904 300% ASSET/CAPITAL OUTLAY 13,328 6,526 - - 10,800 - -100% Total Expenditure 1,018,112 1,143,655 1,094,156 950,257 1,356,420 1,659,306 TOTAL RENT CONTROL (149,267) (441,530) (652,607) -469,207 -325036 2905877 -994.00% 1019 ROAD MAINT & REHAB ACC
USE OF MONEY&PROPRTY (8,542) (13,978) (8,533) (6,151) - - - INTERGOV STATE TAXES (2,002,255) (1,930,771) (2,041,434) (1,450,020) (2,158,437) - -100% Total Revenue (2,010,797) (1,944,749) (2,049,967) (1,456,171) (2,158,437) PROF & ADMIN - - 143,146 - - 80,000 - OTHER OPERATING 501,666 - - - - - - EQPT & CONTRACT SVCS 358,730 389,504 7,002 - - - - ASSET/CAPITAL OUTLAY 1,340,158 409,098 622,007 828,152 2,158,457 1,314,663 0% Total Expenditure 2,200,554 798,602 629,009 828,152 2,158,457 1,314,663 TOTAL ROAD MAINT & REHAB ACC 189,757 (1,146,147) (1,277,811) -628,020 20 1,394,663 6973215.00% 1050 CR-PLANNING & BUILDING
LICENSES,PRMITS&FEES (7,587,731) (6,169,084) (7,971,764) (5,994,233) (6,427,663) (6,827,259) 0% USE OF MONEY&PROPRTY (61,993) (57,041) (18,967) (11,681) - - - CHARGES FOR SERVICES (2,322,544) (3,531,802) (2,000,929) (554,889) (3,359,000) (2,733,000) 0% OTHER REVENUE - (1,576) (6,026) (6,438) - - - INTERGOV STATE GRANT (610) (169,978) (117,086) - (660,000) (500,000) 0% INTERGOV OTHER GRANT - (16,000) (87,049) (262,951) - - - OPER XFERS IN - - - - (1,800,000) (1,800,000) - Total Revenue (9,972,878) (9,945,481) (10,201,821) (6,830,192) (12,246,663) (11,860,259) SALARIES AND WAGES 2,082,473 2,077,119 2,086,330 1,696,921 2,524,274 2,468,066 0% PYRLL/FRINGE BENEFIT 1,258,641 1,301,628 1,446,825 1,130,916 1,801,725 1,850,584 0% PROF & ADMIN 2,522,562 4,848,933 3,260,448 3,281,501 6,244,720 5,036,103 0% OTHER OPERATING 52,567 29,623 38,098 29,729 83,406 83,406 - UTILITIES 12,323 7,968 13,175 6,855 14,000 9,000 0% EQPT & CONTRACT SVCS 6,167 12,471 7,276 3,950 11,409 11,409 - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE COST POOL 1,979,985 1,967,380 1,863,033 1,589,999 1,908,033 2,423,772 0% ASSET/CAPITAL OUTLAY 7,237 6,394 2,775 2,486 1,000 1,000 - OPER XFERS OUT - 100,000 - - - - - Total Expenditure 7,921,955 10,351,516 8,717,960 7,742,357 12,588,567 11,883,340 TOTAL CR-PLANNING & BUILDING (2,050,923) 406,035 (1,483,862) 912,163 341904 23081 -93.20% 1051 CR-ENGINEERING
LICENSES,PRMITS&FEES (21,920) (7,036) - - - - - CHARGES FOR SERVICES (278,021) (388,687) - - - - - OPER XFERS IN (756,583) (1,028,209) - - - - - Total Revenue (1,056,524) (1,423,932) - - - - SALARIES AND WAGES 420,499 346,123 - - - - - PYRLL/FRINGE BENEFIT 274,561 231,998 - - - - - PROF & ADMIN 150,801 89,564 - - - - - OTHER OPERATING (31,346) 45,598 - - - - - UTILITIES 5,269 6,380 - - - - - EQPT & CONTRACT SVCS 35,040 - - - - - - COST POOL 793,735 742,934 - - - - - Total Expenditure 1,648,559 1,462,597 - - - - TOTAL - CR-ENGINEERING 592,035 38,664 - - - - 0.00% 1053 CR-CODE ENFORCEMENT
CHARGES FOR SERVICES - (69,612) - - - - - OTHER REVENUE (44,151) - - - - - - OPER XFERS IN (2,076,487) - - - - - - Total Revenue (2,120,638) (69,612) - - - - OTHER OPERATING 10,894 23 - - - - - EQPT & CONTRACT SVCS 48,020 33,381 - - - - - Total Expenditure 58,914
TOTAL CR-CODE ENFORCEMENT (2,061,724) (36,207) - - 0 0 0.00% 1054 ENGINEERING GRANTS
INTERGOV FED GRANT (589,632) (260,550) - (1,166,050) - (8,245) - INTERGOV STATE GRANT (1,708,544) (928,531) (508,827) (1,518,321) (15,392,935) (13,586,148) 0% INTERGOV OTHER GRANT (88,834) (34,000) (6,000) - (580,910) (608,220) 0% OPER XFERS IN (499,963) - - - - - - Total Revenue (2,886,973) (1,223,081) (514,827) (2,684,371) (15,973,845) (14,202,613) PROF & ADMIN - 42,500 25,845 - - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE EQPT & CONTRACT SVCS - - 107,666 - 17,000 30,000 100% ASSET/CAPITAL OUTLAY 2,066,280 1,659,422 2,521,583 1,482,845 15,906,845 14,524,382 0% Total Expenditure 2,066,280 1,701,922 2,655,094 1,482,845 15,923,845 14,554,382 TOTAL ENGINEERING GRANTS (820,693) 478,840 2,140,267 -1,201,526 -50000 351769 -803.50% 1055 ENCROACHMENT SVCS
LICENSES,PRMITS&FEES (788,705) (740,983) (729,297) (667,907) (838,000) (838,000) - USE OF MONEY&PROPRTY (8,855) (13,328) (5,699) (3,607) - - - CHARGES FOR SERVICES (130,722) (547,119) (230,024) (289,247) (224,864) (227,000) 0% Total Revenue (928,282) (1,301,430) (965,020) (960,761) (1,062,864) (1,065,000) SALARIES AND WAGES 255,518 298,961 248,707 213,043 369,936 403,126 0% PYRLL/FRINGE BENEFIT 207,550 226,614 244,270 181,314 330,842 363,046 0% OTHER OPERATING 4,041 1,599 709 1,089 4,700 4,700 - UTILITIES 2,243 2,081 3,225 1,723 2,900 2,900 - COST POOL 226,808 192,277 170,231 141,859 170,231 366,860 100% ASSET/CAPITAL OUTLAY - 542 - - - - - Total Expenditure 696,160 722,074 667,142 539,028 878,609 1,140,632 TOTAL ENCROACHMENT SVCS (232,121) (579,356) (297,879) (421,733) (184,255) 75,632 -141.00% 1200 HOUSING ADMINISTRATION
USE OF MONEY&PROPRTY (4,950) - - (67) - - -
OTHER REVENUE (2,418,837) (593,251) (652,028) (521,540) (576,941) (567,110) 0% OPER XFERS IN (193,457) - (603,714) (553,512) (562,101) - -100% Total Revenue (2,617,244) (593,251) (1,255,742) (1,075,119) (1,139,042) (567,110) SALARIES AND WAGES 180,724 139,574 103,364 179,352 146,633 130,042 0% PYRLL/FRINGE BENEFIT 114,000 83,675 96,681 120,166 133,642 54,811 -100% PROF & ADMIN 26,670 57,446 7,965 32,334 29,462 28,956 0% OTHER OPERATING 11,066 (1,268) 2,261 - 1,600 1,909 0% UTILITIES 1,083 889 915 824 801 801 - COST POOL 190,087 207,103 207,649 173,038 207,649 141,415 0% CDBG/HOME/HSG PROJ 162,672 - - - - - - LOAN/BOND PROCEEDS (33,200) - - - - - - OPER XFERS OUT 339,417 - - 10,000 - - - Total Expenditure 992,519 487,419 418,835 515,714 519,787 357,934 TOTAL HOUSING ADMINISTRATION (1,624,724) (105,832) (836,907) -559,406 -619255.7 -209176.9 -66.20% 1201 CDBG
USE OF MONEY&PROPRTY (8,417) (28,880) (38,825) (4,589) (21,576) (26,677) 0% OTHER REVENUE (339,417) - - - - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE INTERGOV FED GRANT (437,675) (327,123) - - - - - OPER XFERS IN (339,417) - - - - - - LOAN/BOND PROCEEDS (121,068) (208,352) (120,299) (130,161) (228,195) (149,898) 0% Total Revenue (1,245,994) (564,355) (159,124) (134,750) (249,771) (176,575) SALARIES AND WAGES 7,453 7,453 3,179 - 5,174 - -1 PYRLL/FRINGE BENEFIT 4,866 5,006 2,538 - 3,573 - -100% PROF & ADMIN 13,772 9,872 9,375 10,459 11,959 19,772 100% OTHER OPERATING 2 25 125 9 116 51 -100% COST POOL 25,641 25,641 25,641 21,367 25,641 38,188 0% ASSET/CAPITAL OUTLAY - - - 82,350 82,350 - -100% CDBG/HOME/HSG PROJ 475,609 120,374 22,117 344,771 836,650 935,000 0% Total Expenditure 527,343 168,371 62,975 458,956 965,463 993,011 TOTAL CDBG (718,652) (395,983) (96,149) 324,207 715692.54 816435.65 14.10% 1202 HOME PROGRAM
USE OF MONEY&PROPRTY (3,766) (23,611) (22,283) (1,235) (3,153) (3,689) 0 CDBG/HOME/HSG PROJ (26,498) - - - - - - LOAN/BOND PROCEEDS - - (1,815) - - - - Total Revenue (30,264) (23,611) (24,098) (1,235) (3,153) (3,689) PROF & ADMIN 56 - - 162 162 - -100% OPER XFERS OUT - - - 510,000 510,000 - -100% Total Expenditure 56 - - 510,162 510,162 - TOTAL HOME PROGRAM (30,208) (23,611) (24,098) 508,927 507009 -3689.02 -100.70% 1203 NEIGHBORHOOD STAB(NP)
USE OF MONEY&PROPRTY (806) (766) (145) (2) (144) (144) - LOAN/BOND PROCEEDS - - - - (15,000) (15,000) - OPER XFERS IN - - - (10,000) - - - Total Revenue (806) (766) (145) (10,002) (15,144) (15,144) SALARIES AND WAGES - 11,797 23,729 - 23,794 2,373 -100% PYRLL/FRINGE BENEFIT - 6,646 11,847 - 13,422 1,320 -100% PROF & ADMIN - 260 - 14,750 4,775 9,500 100% Total Expenditure - 18,703 35,576 14,750 41,991 13,193 TOTAL NEIGHBORHOOD STAB (NP) (806) 17,938 35,431 4,748 26,847 (1,951) -107.30% 1204 CDBG RECOVERY
OPER XFERS OUT 193,457 - - - - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE TOTAL CDBG RECOVERY 193,457 - - - 0 0 0.00% 1205 EMPLOYMENT & TRAINING
LICENSES,PRMITS&FEES - - - - (169,536) (170,317) 0% CHARGES FOR SERVICES - (24,000) - - (24,000) (24,000) - OTHER REVENUE (118,145) (63,411) (75,021) (312) (151,738) (151,738) - RENTAL INCOME (3,600) (1,800) - - - - - INTERGOV FED GRANT (1,420,107) (1,899,298) (2,344,449) (703,306) (2,939,146) (3,284,752) 0% INTERGOV STATE GRANT (428,651) (836,096) (362,141) (523,820) (1,312,500) (1,186,601) 0% INTERGOV OTHER GRANT (1,068,350) (550,000) (500,000) (39,314) (1,999,227) (2,173,978) 0% OPER XFERS IN (1,038,102) (1,425,197) (1,495,705) (841,160) (3,425,705) (3,641,526) 0% Total Revenue (4,076,955) (4,799,802) (4,777,316) (2,107,912) (10,021,852) (10,632,912) SALARIES AND WAGES 1,244,583 1,254,561 1,258,627 1,202,292 1,800,598 2,059,062 0% PYRLL/FRINGE BENEFIT 970,962 974,925 1,040,679 826,227 1,519,767 1,711,253 0% PROF & ADMIN 56,086 16,148 6,020 19,926 6,200 7,300 0% OTHER OPERATING 208,844 183,828 199,123 181,573 182,807 197,480 0% UTILITIES 9,467 10,654 12,350 8,604 13,000 9,000 0% EQPT & CONTRACT SVCS 156,914 132,409 411,072 219,981 589,088 568,879 0% COST POOL 517,002 518,997 493,408 452,826 543,408 1,524,805 200% ASSET/CAPITAL OUTLAY 45,286 57 - 4,201 100,000 100,000 - GRANT EXPENDITURES 1,071,872 1,157,351 1,271,970 794,491 5,109,159 4,840,385 0% EMPLMT & TRNG ALLOC 4,264 (3,167) (14,750) (58,917) 376,496 3,307,701 800% Total Expenditure 4,285,280 4,245,763 4,678,499 3,651,204 10,240,523 14,325,865 TOTAL EMPLOYMENT & TRAINING 208,325 (554,039) (98,817) 1,543,292 218,671 3,692,953 1588.80% 1207 COR-NEIGHBORHOOD STAB( CITY)
PROC FR SLE PROP - - - - (106,036) (106,036) - Total Revenue - - - - (106,036) (106,036) PROF & ADMIN 709 - - - - - - OTHER OPERATING - 1,716 13,629 3,712 6,753 6,753 - CDBG/HOME/HSG PROJ - - 1,445 - - - - Total Expenditure 709 1,716 15,074 3,712 6,753 6,753 TOTAL COR-NEIGHBORHOOD STAB (CITY) 709 1,716 15,073 3,712 (99,283) (99,283) 0.00% 1208 COR-SUCCESSOR HOUSING
USE OF MONEY&PROPRTY (312,223) (334,035) (109,239) (14,579) (147,919) (30,823) -100% OTHER REVENUE (64,675) (62,097) (13,565) - (52,101) (51,541) 0% LOAN/BOND PROCEEDS (56,198) (76,216) - (50,640) (63,291) (83,480) 0% Total Revenue (433,096) (472,348) (122,804) (65,219) (263,311) (165,844) City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE SALARIES AND WAGES 107,263 165,785 123,406 - 75,273 114,672 100% PYRLL/FRINGE BENEFIT 62,569 101,551 89,585 - 46,712 73,563 100% PROF & ADMIN - - 6,213 200 200 200 - CDBG/HOME/HSG PROJ - - - - 1,000,000 1,000,000 - OPER XFERS OUT - - 603,714 - 52,101 - -100% Total Expenditure 169,832 267,336 822,918 200 1,174,286 1,188,435 TOTAL COR-SUCCESSOR AGENCY (263,264) (205,012) 700,113 -65,019 910975 1022591.39 12.30% 1209 CAL-HOME GRANT FUND
USE OF MONEY&PROPRTY (501) (41,664) (9,642) (14,839) (660) (1,000) 100% OTHER REVENUE (960) - - - - - - INTERGOV STATE GRANT (196,208) - - - - - - LOAN/BOND PROCEEDS (56,045) (213,317) (77,970) (100,706) (71,375) (63,142) 0% Total Revenue (253,714) (254,981) (87,612) (115,545) (72,035) (64,142) SALARIES AND WAGES 9,053 - 13,318 - - - - PYRLL/FRINGE BENEFIT 6,332 - 11,503 - - - - PROF & ADMIN 611 - 856 333 200 333 100% CDBG/HOME/HSG PROJ 5,000 - - - - - - Total Expenditure 20,996 - 25,677 333 200 333 TOTAL CAL HOME GRANT FUND (232,718) (254,981) (61,935) -115,212 (71,835) (63,809) -11.20% 1301 COR-HSNG/RENTAL ASSIST
INTERGOV STATE GRANT - - - - (500,000) - -100% CDBG/HOME/HSG PROJ - - - - 500,000 - -100% TOTAL COR-HSNG/RENTAL ASSIST - - - 0.00% 1302 HOUSNG IN LIEU FEE - D
LICENSES,PRMITS&FEES (1,603,581) (803,055) (665,999) - (668,221) (568,000) 0% USE OF MONEY&PROPRTY (15,528) (26,779) (11,195) (5,922) (18,665) (566) -100% Total Revenue (1,619,109) (829,834) (677,194) (5,922) (686,886) (568,566) SALARIES AND WAGES - - 35,594 - 35,691 98,803 200% PYRLL/FRINGE BENEFIT - - 17,771 - 20,132 62,022 200% PROF & ADMIN 12,794 15,801 - 15,300 15,300 15,300 - ASSET/CAPITAL OUTLAY - - - - 1,150,000 1,150,000 - CDBG/HOME/HSG PROJ - - - - 850,000 850,000 - OPER XFERS OUT - - - - 480,000 480,000 - Total Expenditure 12,794 15,801 53,365 15,300 2,551,123 2,656,125 TOTAL HOUSING IN LIEU FEE (1,606,315) (814,033) (623,830) 9,378 1864237.06 2087559.62 12.00% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE 1303 KIDS FIRST INITIATIVE
USE OF MONEY&PROPRTY - (3,999) (1,701) (1,490) - - - OPER XFERS IN (250,000) (700,000) - (1,350,000) (1,800,000) (3,760,000) 100% Total Revenue (250,000) (703,999) (1,701) (1,351,490) (1,800,000) (3,760,000) SALARIES AND WAGES 64,939 166,151 123,660 19,565 85,199 172,050 100% PYRLL/FRINGE BENEFIT 29,024 104,281 94,535 16,513 62,285 191,075 200% PROF & ADMIN - 67,725 110,575 1,126,850 1,558,173 3,623,000 100% OTHER OPERATING 634 1,617 358 402 14,000 14,000 - COST POOL - - - - - 23,176 - Total Expenditure 94,597 339,774 329,128 1,163,330 1,719,657 4,023,301 TOTAL KIDS FIRST INITIATIVE (155,403) (364,226) 327,427 -188,161 (80,343) 263,301 -427.70% 1304 EMERGENCY OPE & DISAST
USE OF MONEY&PROPRTY - - (454) - - - - INTERGOV FED GRANT - - (1,725,017) (87,779) - - - OPER XFERS IN - - - (165,111) - - - GRANT EXPENDITURES - - 207 - - - - Total Revenue - - (1,725,264) (252,890) - - PYRLL/FRINGE BENEFIT - 108,788 294,117 36,680 - - - PROF & ADMIN - 528,649 309,332 - - - -
OTHER OPERATING - 148,645 210,592 6,029 - - - UTILITIES - 967 295 - - - - EQPT & CONTRACT SVCS - 26,157 59,047 - - - - ASSET/CAPITAL OUTLAY - 111,057 209,126 29 - - - Total Expenditure - 924,263 1,082,509 42,738 - - TOTAL EMERGENCY OPE & DISAST 924,262 (642,754) (210,152) - - 0.00% 1305 PUBLIC ART
LICENSES,PRMITS&FEES - - (394,595) (410,353) (79,368) - -100% USE OF MONEY&PROPRTY - - (464) (1,377) - - - OPER XFERS IN - - (126,186) - - - - Total Revenue - (521,245) (411,730) (79,368) - PROF & ADMIN - - - 144,620 279,368 321,000 0% Total Expenditure - - - 144,620 279,368 321,000 TOTAL PUBLIC ART (521,245) -267,110 200,000 321,000 60.50% 1306 AMERICAN RESCUE PLAN A
USE OF MONEY&PROPRTY - - - (22,736) - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE INTERGOV FED GRANT - - - (13,870,362) - - - Total Revenue - - - (13,893,098) - - PROF & ADMIN - - - 445,485 1,250,000 950,000 0% ASSET/CAPITAL OUTLAY - - - 179,600 3,000,000 1,820,400 0% Total Expenditure
TOTAL AMERICAN RESCUE PLAN A -13,268,013 4,250,000 2,770,400 -34.80% 2001 GENERAL CAPITAL FUND
USE OF MONEY&PROPRTY (1,831) (1,129) (22) (24) - - - OTHER REVENUE (338,621) (200,000) - (28,000) - - - INTERGOV STATE GRANT (1,007,510) - - - - - - OPER XFERS IN - (650,000) (303,275) - (1,520,000) - -100% Total Revenue (1,347,962) (851,129) (303,297) (28,024) (1,520,000) - PROF & ADMIN 4,500 (2,648) - - - - - EQPT & CONTRACT SVCS (6,942) 9,989 - - - - - ASSET/CAPITAL OUTLAY 602,591 781,688 839,634 1,056,914 3,633,044 3,061,487 0% Total Expenditure 600,149 789,029 839,634 1,056,914 3,633,044 3,061,487 TOTAL GENERAL CAPITAL FUND (747,813) (62,099) 536,338 1,028,890 2,113,044 3,061,487 44.90% 2002 MEASURE J
USE OF MONEY&PROPRTY (22,596) (14,044) (3,522) (1,294) - - - INTERGOV OTHER GRANT (2,027,405) (1,735,189) (1,657,713) (193,996) (4,446,194) (3,015,778) 0% Total Revenue
(2,050,001) (1,749,233) (1,661,235) (195,290) (4,446,194) (3,015,778) PROF & ADMIN 148,429 140,000 146,240 140,000 140,000 200,000 0% EQPT & CONTRACT SVCS 285,201 122,389 49,128 18,841 160,208 150,230 0% ASSET/CAPITAL OUTLAY 826,471 2,234,144 1,506,253 1,202,402 4,121,262 3,472,822 0% Total Expenditure 1,260,101 2,496,533 1,701,621 1,361,243 4,421,470 3,823,052 TOTAL MEASURE J (789,900) 747,299 40,386 1,165,952 (24,724) 807,274 -3365.10% 2007 HARBOR FUND
USE OF MONEY&PROPRTY (696) (662) (195) (95) - - - TOTAL HARBOR (696) (662) (195) -95 0 0 0.00% 2110 IMPACT FEE - PARKS
LICENSES,PRMITS&FEES (80,256) (26,352) (59,220) (3,456) (2,160) - -100% USE OF MONEY&PROPRTY (2,013) (1,718) (547) (341) - - - Total Revenue (82,269) (28,070) (59,767) (3,797) (2,160) - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE PROF & ADMIN 2,408 791 1,777 - - - - ASSET/CAPITAL OUTLAY 35,361 20,260 15,000 15,000 15,000 15,000 - Total Expenditure 37,769 21,051 16,777 15,000 15,000 15,000 TOTAL IMPACT FEE - PARKS (44,500) (7,019) (42,991) 11,203 12840 15000 16.80% 2111 IMPACT FEE - TRAFFIC
LICENSES,PRMITS&FEES (470,727) (221,218) (629,841) (235,477) (227,990) - -100% USE OF MONEY&PROPRTY (16,160) (15,243) (3,717) (2,340) - - - Total Revenue (486,887) (236,461) (633,558) (237,817) (227,990) - PROF & ADMIN 14,122 6,637 18,895 - - - - EQPT & CONTRACT SVCS 71,130 138,139 157,241 47,009 84,000 57,419 0% ASSET/CAPITAL OUTLAY 86,218 270,057 142,235 262,805 416,000 206,220 -100% Total Expenditure 171,470 414,833 318,371 309,814 500,000 263,639 TOTAL IMPACT FEE - TRAFFIC (315,417) 178,372 (315,186) 71,997 272,010 263,639 -3.10% 2113 IMPACT FEE - FIRE
LICENSES,PRMITS&FEES (70,690) (23,442) (54,797) (29,445) (27,634) - -100% USE OF MONEY&PROPRTY (3,696) (3,327) (684) (360) - - - Total Revenue (74,386) (26,769) (55,481) (29,805) (27,634) - PROF & ADMIN 2,121 25,018 9,624 - - - - OTHER OPERATING 49,122 58,247 65,013 89,787 126,762 117,383 0% Total Expenditure 51,243 83,265 74,637 89,787 126,762 117,383 TOTAL IMPACT FEE - FIRE (23,144) 56,497 19,155 59,981 99,128 117,383 18.40% 2114 IMPACT FEE - POLICE
LICENSES,PRMITS&FEES (74,971) (23,685) (159,818) (153,984) (152,496) - -100% USE OF MONEY&PROPRTY (4,021) (3,769) (1,342) (1,068) - - - Total Revenue (78,992) (27,454) (161,160) (155,052) (152,496) - PROF & ADMIN 2,249 711 4,795 - - - - EQPT & CONTRACT SVCS - - - - 41,000 - -100% ASSET/CAPITAL OUTLAY 35,874 - - - - - - Total Expenditure 38,123 711 4,795 - 41,000 - TOTAL IMPACT FEE - POLICE (40,869) (26,743) (156,366) (155,051) (111,496) - -100.00% 2115 IMPACT FEE - COMM/AQUA
LICENSES,PRMITS&FEES (341,346) (82,325) (220,558) (16,867) (10,527) - -100% USE OF MONEY&PROPRTY (9,066) (8,046) (2,202) (1,071) - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE Total Revenue (350,412) (90,371) (222,760) (17,938) (10,527) - PROF & ADMIN 10,240 8,867 6,617 - - - - EQPT & CONTRACT SVCS - - 15,135 - - - - ASSET/CAPITAL OUTLAY 194,775 90,925 229,868 - 208,917 - -100% Total Expenditure 205,015 99,792 251,620 - 208,917 - TOTAL IMPACT FEE - COMM/AQUA (145,397) 9,420 28,860 -17,938 198,390 - -100.00% 2116 IMPACT FEE - PARKS/OPE
LICENSES,PRMITS&FEES (679,474) (343,270) (1,158,109) (70,335) (43,899) - -100% USE OF MONEY&PROPRTY (19,155) (23,321) (8,501) (6,089) - - - Total Revenue (698,629) (366,591) (1,166,610) (76,424) (43,899) - PROF & ADMIN 20,384 67,033 34,743 - - - - ASSET/CAPITAL OUTLAY - - - - 373,264 373,264 - Total Expenditure 20,384 67,033 34,743 - 373,264 373,264 TOTAL IMPACT FEE - PARKS/OPEN SPACE (678,244) (299,559) (1,131,866) -76,424 329,365 373,264 13.30% 2117 IMPACT FEE - LIBRARY
LICENSES,PRMITS&FEES (477,876) (114,017) (288,913) (43,465) (36,302) - -100% USE OF MONEY&PROPRTY (17,921) (18,687) (6,019) (3,438) - - - OPER XFERS IN (11,736) - - - - - - Total Revenue (507,533) (132,704) (294,932) (46,903) (36,302) PROF & ADMIN 23,853 3,421 8,667 - 231,400 55,000 -100% ASSET/CAPITAL OUTLAY 9,713 2,732 4,542 5,399 291,934 414,295 0% Total Expenditure 33,566 6,153 13,209 5,399 523,334 469,295 TOTAL - IMPACT FEE - LIBRARY (473,965) (126,551) (281,722) -41,505 487,032 469,295 -3.60% 2118 IMPACT FEE - HILLTOP
USE OF MONEY&PROPRTY (483) (460) (135) (66) - - - TOTAL - IMPACT FEE - HILLTOP (483) (460) (135) -66 - - 0.00% 2119 IMPACT FEE - STORM DRA
LICENSES,PRMITS&FEES (161,910) (51,701) (154,376) (111,894) (109,195) - -100% USE OF MONEY&PROPRTY (12,380) (11,088) (2,565) (1,564) - - - Total Revenue (174,290) (62,789) (156,941) (113,458) (109,195) - PROF & ADMIN 4,857 1,551 37,964 - - - - ASSET/CAPITAL OUTLAY - 278,377 - - - - - Total Expenditure 4,857 279,928 37,964 - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE TOTAL - IMPACT FEE STORM DRAIN (169,432) 217,139 (118,977) -113,458 (109,195) - -100.00% 2120 IMPACT FEE - WASTEWATE
LICENSES,PRMITS&FEES (764,633) (202,688) (511,878) (176,564) (173,118) - -100% USE OF MONEY&PROPRTY (31,508) (32,771) (9,952) (5,311) - - - Total Revenue (796,141) (235,459) (521,830) (181,875) (173,118) - PROF & ADMIN 22,939 6,081 15,356 - - - - ASSET/CAPITAL OUTLAY - 162,078 (1,002,999) 38,170 794,130 794,130 - Total Expenditure
TOTAL - IMPACT FEE - WASTEWATER (773,202) (67,300) (1,509,472) (143,705) 621,012 794,130 27.90% 2125 IRON TRIANGLE/EPA PROG
USE OF MONEY&PROPRTY (9,546) (6,628) (1,664) (599) (8,069) (250) -100% INTERGOV FED GRANT (186,864) (131,150) (81,955) - (300,000) (300,000) - Total Revenue (196,410) (137,778) (83,619) (599) (308,069) (300,250) SALARIES AND WAGES - - 17,797 - 17,846 - -100% PYRLL/FRINGE BENEFIT - - 8,885 - 10,066 - -100% PROF & ADMIN 10 861 - - - - - CDBG/HOME/HSG PROJ 175,004 83,992 181,653 99,698 650,000 300,000 -100% Total Expenditure 175,014 84,853 208,335 99,698 677,912 300,000 TOTAL IRON TRIANGLE/EPA PROG (21,396) (52,926) 124,717 99,099 369,843 (250) -100.10% 2126 HOUSING CIP FUND
INTERGOV STATE GRANT (329,204) (170,796) (1,497,887) - (166,432) (166,432) - Total Revenue
ASSET/CAPITAL OUTLAY (83,855) 207,026 - - - - - Total Expenditure
TOTAL (413,059) 36,229 (1,497,887) - (166,432) (166,432) 0.00% 3001 DS - 2005 TAXABLE POB
PROPERTY TAXES (11,490,551) (11,968,145) (12,124,486) (12,659,853) (12,659,853) - -100% USE OF MONEY&PROPRTY (146,679) (93,435) (3,281) (245) - - - OPER XFERS IN (7,268) - - - - - - Total Revenue (11,644,498) (12,061,580) (12,127,767) (12,660,098) (12,659,853) - DEBT SVC EXPENDITURE 11,083,378 11,151,844 11,601,869 11,428,307 13,862,146 13,052,125 0% Total Expenditure 11,083,378 11,151,844 11,601,869 11,428,307 13,862,146 13,052,125 City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE TOTAL 3001 DS - 2005 TAXABLE POB (561,119) (909,736) (525,897) -1,231,791 1,202,293 13,052,125 985.60% 3002 DS - 99A PENSION OBLIG
USE OF MONEY&PROPRTY (3,606) (2,094) (208) (369) - - - OPER XFERS IN (1,821,467) (1,245,925) (1,092,338) (1,092,338) (1,092,338) (1,092,338) - Total Revenue
DEBT SVC EXPENDITURE 1,819,682 1,245,291 1,091,687 949,711 949,396 809,023 0% Total Expenditure 1,819,682 1,245,291 1,091,687 949,711 949,396 809,023 TOTAL - DS -99A PENSION OBLIG (5,391) (2,728) (859) -142,996 (142,942) (283,315) 98.20% 3005 DS - 07 REFNDING&CVC C
USE OF MONEY&PROPRTY (17,809) (15,152) (2,612) (1,324) - - - CHARGES FOR SERVICES (5,929,026) (5,332,740) (5,696,151) (4,637,262) (5,445,541) 5,349,070 -200% LOAN/BOND PROCEEDS - (79,171,752) - - - - - OPER XFERS IN (2,735,743) (2,587,104) (2,406,458) (1,804,844) (2,406,458) (1,418,372) 0% Total Revenue (8,664,769) (87,091,596) (8,102,609) (6,442,106) (7,851,999) 3,930,698 DEBT SVC EXPENDITURE 8,067,501 86,843,474 7,726,982 5,629,918 7,725,100 7,750,938 0% Total Expenditure 8,067,501 86,843,474 7,726,982 5,629,918 7,725,100 7,750,938 TOTAL DS - 07 REFNDING & CIVIC C (615,077) (263,274) (378,239) -813,512 (126,899) 11,681,636 -9305.50% 4001 PORT OF RICHMOND
LICENSES,PRMITS&FEES (4,715) (2,107) - - - - - USE OF MONEY&PROPRTY (154,332) (57,222) (3,719) (8,482) - - - OTHER REVENUE (41,695) (3,309) (94,215) (38) (38) - -100% RENTAL INCOME (10,582,819) (10,448,645) (10,609,809) (3,471,310) (10,370,957) (9,415,647) 0% Total Revenue (10,783,561) (10,511,283) (10,707,743) (3,479,830) (10,370,995) (9,415,647) SALARIES AND WAGES 547,152 322,896 355,161 168,756 463,373 424,662 0% PYRLL/FRINGE BENEFIT 174,162 162,134 94,369 101,916 314,194 288,436 0% PROF & ADMIN 935,469 849,849 696,249 571,578 1,252,773 953,121 0% OTHER OPERATING 145,855 445,591 93,400 6,020 12,200 12,200 - UTILITIES 393,053 406,741 369,373 253,770 363,500 359,600 0% EQPT & CONTRACT SVCS 408,242 212,832 11,859 11,160 49,000 49,000 - PROVISN FOR INS LOSS 26,376 28,448 32,363 38,080 38,080 40,000 0% COST POOL 487,689 470,286 453,488 377,892 453,488 287,217 0% ASSET/CAPITAL OUTLAY 3,642,697 3,570,911 3,826,532 582,923 844,000 - -100% DEBT SVC EXPENDITURE 2,050,788 1,275,087 330,437 295,768 4,686,500 4,690,700 0% OPER XFERS OUT 16,275 - - - - - - Total Expenditure 8,827,758 7,744,775 6,263,231 2,407,863 8,477,108 7,104,936 City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE TOTAL PORT OF RICHMOND (1,955,802) (2,766,508) (4,444,511) -1,071,967 (1,893,887) (2,310,711) 22.00% 4003 WASTEWATER
LICENSES,PRMITS&FEES (481,285) (223,053) (458,506) (100,784) (52,515) (36,000) 0% FINES & FORFEITURES (419) (250) (15,000) (750) (2,000) (2,000) - USE OF MONEY&PROPRTY 1,227,867 (655,312) (120,417) (69,169) (34,314) - -100% CHARGES FOR SERVICES (23,863,818) (25,700,439) (27,285,969) (26,497,980) (27,180,006) (26,905,520) 0% OTHER REVENUE (131,445) (2,010,942) - - - - - Total Revenue (23,249,100) (28,589,996) (27,879,892) (26,668,683) (27,268,835) (26,943,520) SALARIES AND WAGES 935,956 977,498 938,023 734,228 1,270,794 1,478,028 0% PYRLL/FRINGE BENEFIT 840,779 446,595 313,895 439,671 814,706 868,454 0% PROF & ADMIN 7,092,403 8,268,016 7,817,874 8,599,763 9,126,981 10,251,945 0% OTHER OPERATING 226,667 246,906 265,980 12,632 331,391 346,346 0% UTILITIES 618,468 1,111,972 965,508 609,638 1,306,183 1,308,323 0% EQPT & CONTRACT SVCS 310,053 768,969 890,568 286,955 627,350 415,000 0% COST POOL 772,278 729,457 774,869 645,712 774,869 1,693,536 100% ASSET/CAPITAL OUTLAY (4,836,171) 1,687,254 (8,416,274) 40,719,467 58,684,376 11,421,061 -100% DEBT SVC EXPENDITURE 4,075,187 4,697,711 4,932,681 7,991,889 7,993,100 7,979,500 0% Total Expenditure 10,035,620 18,934,378 8,483,124 60,039,955 80,929,750 35,762,193 TOTAL WASTEWATER (13,213,480) (9,655,618) (19,396,767) 33,371,273 53,660,915 8,818,673 -83.60% 4005 MARINA
USE OF MONEY&PROPRTY (57,339) (54,128) (18,789) (7,062) - - - RENTAL INCOME (602,591) (564,988) (574,453) (341,798) (450,000) - -100% Total Revenue (659,930) (619,116) (593,242) (348,860) (450,000) PROF & ADMIN 45,822 45,997 36,304 17,000 946,161 946,161 - ASSET/CAPITAL OUTLAY 114,048 85,563 85,563 - - - - DEBT SVC EXPENDITURE 114,059 109,885 105,523 206,815 206,815 206,815 - OPER XFERS OUT 86,778 86,778 86,778 65,085 86,778 86,778 - Total Expenditure 360,707 328,223 314,168 288,900 1,239,754 1,239,754 TOTAL MARINA (299,223) (290,892) (279,073) -59,960 789,754 1,239,754 57.00% 4006 STORMWATER
LICENSES,PRMITS&FEES (22,190) (67,922) (78,168) (38,963) (75,000) (75,000) - FINES & FORFEITURES (18,678) (6,565) (1,500) (6,078) (2,000) - -100% USE OF MONEY&PROPRTY - - - (1,350) - - - CHARGES FOR SERVICES (1,896,866) (2,007,622) (2,019,016) (1,898,632) (1,930,296) (1,930,296) - RENTAL INCOME (4,437) (5,452) (5,243) (4,068) (4,380) (4,380) - INTERGOV STATE GRANT (1,136,120) (685,770) (1,722,930) - - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE Total Revenue (3,078,291) (2,773,331) (3,826,857) (1,949,091) (2,011,676) (2,009,676) SALARIES AND WAGES 112,983 100,477 106,261 21,598 131,986 125,244 0% PYRLL/FRINGE BENEFIT 97,876 49,122 28,399 17,399 76,566 87,575 0% PROF & ADMIN 1,188,475 1,259,738 1,412,246 1,453,118 1,508,773 1,678,806 0% OTHER OPERATING (2,039) 224 334 2 3,500 2,500 0% UTILITIES 12,115 16,958 17,938 12,765 41,250 41,250 - EQPT & CONTRACT SVCS 514 - - - 58,000 - -100% COST POOL 114,951 109,426 113,004 94,167 113,004 125,639 0% ASSET/CAPITAL OUTLAY 45,088 45,088 (2,248,789) - - - - DEBT SVC EXPENDITURE 73,491 73,491 73,150 - - - - Total Expenditure 1,643,454 1,654,524 (497,457) 1,599,049 1,933,079 2,061,014 TOTAL STORMWATER (1,434,838) (1,118,807) (4,324,314) -350,041 (78,597) 51,338 -165.30% 4008 KCRT - CABLE TELEVIS
LICENSES,PRMITS&FEES (1,240,754) (1,203,812) (1,145,386) (570,412) (1,250,000) (1,250,000) - USE OF MONEY&PROPRTY (418) (3,001) (2,310) (1,499) - - - CHARGES FOR SERVICES - (25) (500) (65) - - - OTHER REVENUE - - (50) - - - - Total Revenue (1,241,172) (1,206,838) (1,148,246) (571,976) (1,250,000) (1,250,000) SALARIES AND WAGES 566,738 305,141 383,419 371,194 510,869 453,125 0% PYRLL/FRINGE BENEFIT 122,576 119,274 152,668 256,083 226,401 392,290 100% PROF & ADMIN 25,890 26,024 26,048 27,024 38,800 58,800 100% OTHER OPERATING 27,587 27,940 23,329 19,296 37,721 37,721 - UTILITIES 18,387 3,677 3,970 5,227 5,727 5,727 - PROVISN FOR INS LOSS - 500 575 604 604 604 - COST POOL 202,803 187,340 196,025 163,349 196,025 276,972 0% ASSET/CAPITAL OUTLAY 8,168 1,893 2,921 21,092 220,000 120,000 0% Total Expenditure 972,149 671,789 788,955 863,869 1,236,147 1,345,239 TOTAL KCRT CABLE TELEVISION (269,024) (535,049) (359,291) 291,893 (13,853) 95,239 -787.50% 4101 RHA-HSNG CHOICE VOUCHE
USE OF MONEY&PROPRTY (149) - - - - - - OTHER REVENUE (307,265) - - - - - - RENTAL INCOME (12,447) - - - - - - INTERGOV FED GRANT (26,979,592) - - - - - - OPER XFERS IN - - (1,644,361) - - - - Total Revenue (27,299,453) - (1,644,361) - - - SALARIES AND WAGES 468,450 - - - - - - PYRLL/FRINGE BENEFIT 455,416 2,602,963 (142,635) - - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE PROF & ADMIN 501,933 - 18,408 - - - - OTHER OPERATING 31,862 - 783 638 - - - UTILITIES 21,288 - - - - - - EQPT & CONTRACT SVCS 1,920 - - - - - - GRANT EXPENDITURES 27,297,591 - - - - - - Total Expenditure 28,778,460 2,602,963 (123,444) 638 - - TOTAL RHA-HSNG CHOIC VOUCHER 1,479,008 2,602,963 (1,767,806) 638 - - 0.00% 4102 RHA-HOPE 6
OTHER REVENUE (25,001) - - - - - - OPER XFERS IN - - (890,178) - - - - Total Revenue (25,001) - (890,178) PYRLL/FRINGE BENEFIT 6,358 (26,901) - - - - - PROF & ADMIN - 30,000 38,490 - - - - OTHER OPERATING 5,875 - - - - - - UTILITIES 5,325 - - - - - - GRANT EXPENDITURES 21,624 - - - - - - Total Expenditure 39,182 3,099 38,490 TOTAL RHA-HOPE 6 14,181 3,099 (851,688) - - - 0.00% 4103 RHA-PROJECT REAL
OPER XFERS IN - - (7,013) - - - - TOTAL RHA-PROJECT REAL (7,013) - - - 0.00% 4201 RHA-CAPITAL FUND
INTERGOV FED GRANT (572,659) (1,705,147) (388,682) - (1,175,958) (1,110,141) 0% OPER XFERS IN - - (370,019) - - - - Total Revenue (572,659) (1,705,147) (758,701) - (1,175,958) (1,110,141) PROF & ADMIN - 15,600 228,645 164,080 254,000 - -100% OTHER OPERATING 4,870 - 9,331 30 13,855 20,000 0% EQPT & CONTRACT SVCS - - 23,585 20,000 60,000 - -100% ASSET/CAPITAL OUTLAY 194,211 1,159,173 127,121 6,900 340,133 344,626 0% GRANT EXPENDITURES 340,022 - - 13,500 213,980 467,980 100% OPER XFERS OUT 196,891 243,558 - - 293,990 277,535 0% Total Expenditure 735,994 1,418,331 388,682 204,510 1,175,958 1,110,141 TOTAL RHA-CAPITAL FUND 163,335 (286,816) (370,019) 204,510 - - 0.00% 4401 RHA-HACIENDA
OTHER REVENUE (517,459) (114,587) (225,940) - - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE INTERGOV FED GRANT (447) - - - - - - OPER XFERS IN - - (1,395,026) - - - - Total Revenue (517,906) (114,587) (1,620,966) - PYRLL/FRINGE BENEFIT 16,585 334 31 - - - - PROF & ADMIN 416,830 196,224 241,063 - - - - OTHER OPERATING - 10,109 2,773 - - - - UTILITIES 19,612 18,725 15,694 - - - - EQPT & CONTRACT SVCS 71,337 95,076 35,127 - - - - PROVISN FOR INS LOSS 7,341 - 61,950 - - - - ASSET/CAPITAL OUTLAY 568,348 - - - - - - Total Expenditure 1,100,053 320,468 356,638 TOTAL RHA-HACIENDA 582,146 205,881 (1,264,328) - - - 0.00% 4402 RHA-FRIENDSHIP MANOR
INTERGOV FED GRANT - (264) - - - - - OPER XFERS IN - - (61,865) - - - - Total Revenue - (264) (61,865) EQPT & CONTRACT SVCS 5,650 - - - - - - Total Expenditure 5,650 - - - - - TOTAL - RHA-FRIENDSHIP MANOR 5,650 (264) (61,865) - - - 0.00% 4403 RHA-TRIANGLE COURT
OTHER REVENUE (402) - - - - - - INTERGOV FED GRANT - (487) - - - - - OPER XFERS IN - - (118,628) - - - - Total Revenue (402) (487) (118,628) EQPT & CONTRACT SVCS 23,630 - - - - - - Total Expenditure
TOTAL RHA-TRIANGLE COURT 23,228 (487) (118,628) - - - 0.00% 4404 RHA-NEVIN PLAZA
USE OF MONEY&PROPRTY - (613) (561) (240) - - - OTHER REVENUE (675,309) (77,101) (167,013) (34,604) (5,856) (6,000) 0% RENTAL INCOME (397,645) (382,629) (280,645) (255,349) (371,000) (400,000) 0% INTERGOV FED GRANT (663,279) (646,626) (683,513) (599,068) (700,000) (635,243) 0% OPER XFERS IN (196,891) (243,558) (3,040,057) - (475,976) (277,535) 0% Total Revenue (1,933,124) (1,350,527) (4,171,789) (889,261) (1,552,832) (1,318,778) City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE SALARIES AND WAGES 181,613 229,589 122,524 162,372 22,565 352,223 1500% PYRLL/FRINGE BENEFIT 366,750 (1,996,370) (21,813) 81,899 45,000 268,525 500% PROF & ADMIN 753,923 1,328,030 960,501 784,171 918,824 655,308 0% OTHER OPERATING 91,378 74,257 79,813 56,379 80,843 80,445 0% UTILITIES 422,747 426,739 471,077 389,801 376,000 530,108 0% EQPT & CONTRACT SVCS 170,975 112,501 59,809 58,985 85,300 74,700 0% PROVISN FOR INS LOSS - 101,955 28,426 24,300 24,300 38,120 100% COST POOL - 329,853 - - - 545,742 - ASSET/CAPITAL OUTLAY 361,875 - - - - 36,000 - GRANT EXPENDITURES 250,471 456 - - - - - Total Expenditure 2,599,732 607,010 1,700,337 1,557,907 1,552,832 2,581,171 TOTAL - RHA-NEVIN PLAZA 666,609 (743,518) (2,471,454) 668,646 - 1,262,393 0.00% 4405 RHA-NYSTROM VILLAGE
USE OF MONEY&PROPRTY - (43) - - - - - OTHER REVENUE (218,656) (43,894) (41,648) (23,036) - (6,000) - RENTAL INCOME (282,433) (223,108) (146,698) (138,574) (200,000) (250,000) 0% INTERGOV FED GRANT (465,495) (442,790) (464,705) (421,147) (500,000) (416,629) 0% OPER XFERS IN - - (1,366,264) - - - - Total Revenue (966,584) (709,835) (2,019,315) (582,757) (700,000) (672,629) SALARIES AND WAGES 145,803 81,758 104,497 67,248 40,398 226,752 500% PYRLL/FRINGE BENEFIT 23,516 (2,138,273) (7,488) 42,497 46,114 193,598 300% PROF & ADMIN 95,461 338,355 212,086 171,101 212,978 113,328 0% OTHER OPERATING 79,091 76,386 40,048 30,676 54,860 50,630 0% UTILITIES 154,058 210,317 179,466 164,562 177,700 195,100 0% EQPT & CONTRACT SVCS 56,803 62,975 106,684 100,959 151,750 134,000 0% PROVISN FOR INS LOSS 23,819 9,041 18,951 16,200 16,200 25,420 100% COST POOL - 271,723 - - - 291,572 - ASSET/CAPITAL OUTLAY 557,463 - - - - 24,000 - GRANT EXPENDITURES 239,125 456 - - - - - Total Expenditure 1,375,139 (1,087,262) 654,244 593,243 700,000 1,254,400 TOTAL RHA-NYSTROM VILLAGE 408,555 (1,797,098) (1,365,071) 10,485 - 581,771 0.00% 4406 RHA-RICHMOND VILLAGE ONE
OTHER REVENUE (28,403) - - - - - - INTERGOV FED GRANT (282,176) (264,446) (223,943) (149,298) (248,684) (233,080) 0% Total Revenue (310,579) (264,446) (223,943) (149,298) (248,684) (233,080) OTHER OPERATING 199,228 - - - - - - UTILITIES 2,019 - - - - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE GRANT EXPENDITURES - 362,812 249,915 149,298 248,684 233,080 0% OPER XFERS OUT - - 28,063 - - - - Total Expenditure 201,247 362,812 277,978 149,298 248,684 233,080 TOTAL RICHMOND VILLAGE ONE (109,332) 98,366 54,035 - - - 0.00% 4407 RHA-RICHMOND VILLAGE TWO
OTHER REVENUE (24,751) - - - - - - INTERGOV FED GRANT (161,429) (166,939) (187,359) (124,704) (219,283) (205,818) 0% Total Revenue (186,180) (166,939) (187,359) (124,704) (219,283) (205,818) OTHER OPERATING 113,939 - - - - - - GRANT EXPENDITURES - 223,727 212,381 124,704 219,283 205,818 0% OPER XFERS OUT - - 25,172 - - - - Total Expenditure 113,939 223,727 237,553 124,704 219,283 205,818 TOTAL RHA-RICHMOND VILLAGE TWO (72,241) 56,788 50,194 - - - 0.00% 4408 RHA-RICHMOND VILLAGE THREE
OTHER REVENUE (14,607) - - - - - - INTERGOV FED GRANT (113,882) (115,322) (100,542) (58,146) (87,977) (78,516) 0% Total Revenue (128,489) (115,322) (100,542) (58,146) (87,977) (78,516) OTHER OPERATING 84,723 - - - - - - GRANT EXPENDITURES - 150,514 120,209 58,146 87,977 78,516 0% OPER XFERS OUT - - 15,028 - - - - Total Expenditure 84,723 150,514 135,237 58,146 87,977 78,516 TOTAL RHA-RICHMOND VILLAGE THREE (43,766) 35,192 34,695 - - - 0.00% 4409 RHA-LOCAL FUND
OPER XFERS IN - - (6,156) - - - - TOTAL RHA-LOCAL FUND (6,156) - - - 0.00% 4501 RHA-CENTRAL OFFICE COS
LICENSES,PRMITS&FEES (798,770) - - - - - - USE OF MONEY&PROPRTY (171) - (14) (9) - - - OTHER REVENUE - - - (157,986) (190,000) - -100% OPER XFERS IN - - (2,535,461) - (588,386) - -100% Total Revenue (798,941) - (2,535,475) (157,995) (778,386) - SALARIES AND WAGES 322,662 (2,345) 350 69,236 418,896 (4,978) -100% PYRLL/FRINGE BENEFIT 349,590 1,478,928 3,360 97,494 75,000 94,593 0% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE PROF & ADMIN 40,597 - 520 373 - - - OTHER OPERATING 19,712 - - 2,579 - - - UTILITIES 1,797 - 5,923 4,445 - - - COST POOL 1,076,702 - - - - 6,515 - ASSET/CAPITAL OUTLAY 138,849 - - - - - - GRANT EXPENDITURES (44,450) - - - - - - Total Expenditure 1,905,459 1,476,583 10,153 174,127 493,896 96,130 TOTAL RHA-CENTRAL OFFICE COS 1,106,519 1,476,583 (2,525,322) 16,132 (284,490) 96,130 -133.80% 4502 RHA-HOUSING CORPORATIO
OTHER REVENUE - - - (73,531) - - - Total Revenue - - - (73,531) PROF & ADMIN - - - 20 - - - OTHER OPERATING - 1,430 50 - - - - Total Expenditure - 1,430 50 20 TOTAL RHA-HOUSING CORPORATION 1,430 50 -73,511 - - 0.00% 5001 INSURANCE RESERVES
USE OF MONEY&PROPRTY (681,729) (732,648) (285,258) (101,627) - - - CHARGES FOR SERVICES (21,843,820) (16,856,453) (17,808,499) (13,810,653) (18,022,436) (30,549,989) 100% OTHER REVENUE (291,029) (845,630) (177,765) (312,798) - - - INTERGOV FED GRANT (880,325) - - - - - - INTERGOV STATE GRANT (404,749) - (1,292,953) (3,927,001) (8,330,539) - -100% OPER XFERS IN (150,000) - - - - - - Total Revenue (24,251,652) (18,434,731) (19,564,475) (18,152,079) (26,352,975) (30,549,989) SALARIES AND WAGES 1,233,356 1,240,978 1,003,940 545,102 877,264 793,004 0% PYRLL/FRINGE BENEFIT 995,342 488,715 313,279 319,568 569,995 557,878 0% PROF & ADMIN 714,004 468,588 578,846 715,145 1,034,700 1,027,700 0% OTHER OPERATING 32,397 40,249 9,243 5,139 45,000 50,500 0% PROVISN FOR INS LOSS 19,057,282 9,378,035 13,476,986 12,215,530 20,371,890 27,259,289 0% COST POOL 511,100 508,992 510,267 425,207 510,267 556,874 0% ASSET/CAPITAL OUTLAY 517,859 284,533 1,156,538 8,569,440 8,579,439 7,000 -100% GRANT EXPENDITURES 150,000 - - - - - - Total Expenditure 23,211,340 12,410,090 17,049,099 22,795,131 31,988,555 30,252,245 TOTAL INSURANCE RESERVES (1,040,312) (6,024,640) (2,515,376) 4,643,051 5,635,580 (297,744) -105.30% 5003 EQUIPMENT SERVICES
USE OF MONEY&PROPRTY (26,671) (21,532) (4,249) (2,175) - - - CHARGES FOR SERVICES (576,000) (2,055,000) (1,245,000) (2,013,332) (2,416,000) (5,120,000) 100% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE OPER XFERS IN (426,018) (676,018) (426,018) (319,515) (601,018) (426,018) 0% Total Revenue (1,028,689) (2,752,550) (1,675,267) (2,335,022) (3,017,018) (5,546,018) EQPT & CONTRACT SVCS 5,430 - - - - - - ASSET/CAPITAL OUTLAY 1,084,801 1,552,644 (377,645) (16,315) 2,511,000 5,766,000 100% DEBT SVC EXPENDITURE 100,778 92,315 82,498 244,514 326,018 326,018 - CAPITAL CONTRIBUTION (130,956) - - - - - - Total Expenditure 1,060,053 1,644,959 (295,147) 228,199 2,837,018 6,092,018 TOTAL EQUIPMENT SERVICES 31,364 (1,107,591) (1,970,414) -2,106,823 (180,000) 546,000 -403.30% 5005 CAD DISPATCH SYSTEM
CHARGES FOR SERVICES (870,491) (770,351) - - - - - OTHER REVENUE (110,608) (566,452) - - - - - OPER XFERS IN (3,459,265) (3,311,646) - - - - - X-ORDNRY/SPC-XFER IN - - (106,025) - - - - Total Revenue (4,440,364) (4,648,449) (106,025) SALARIES AND WAGES 2,227,890 2,160,630 - - - - - PYRLL/FRINGE BENEFIT 1,165,956 1,101,925 - - - - - PROF & ADMIN 153,016 36,902 - - - - - OTHER OPERATING 1,962 2,036 - - - - - EQPT & CONTRACT SVCS 2,561 2,698 - - - - - COST POOL 886,009 782,741 - - - - - ASSET/CAPITAL OUTLAY 15,517 12,547 - - - - - OPER XFERS OUT - 561,517 187,179 - - - - Total Expenditure 4,452,911 4,660,996 187,179 TOTAL CAD DISPATCH SYSTEM 12,547 12,547 81,153 - - - 0.00% 5006 RMS RECORDS SERVICES
CHARGES FOR SERVICES - (335) - - - - - OTHER REVENUE - (143,274) - - - - - OPER XFERS IN (438,232) (428,729) - - - - - Total Revenue (438,232) (572,338) SALARIES AND WAGES 139,510 137,055 - - - - - PYRLL/FRINGE BENEFIT 88,843 94,216 - - - - - PROF & ADMIN 141,688 140,552 - - - - - OTHER OPERATING 122 - - - - - - COST POOL 61,731 57,241 - - - - - ASSET/CAPITAL OUTLAY 1,401 - - - - - - OPER XFERS OUT - 143,274 9,372 - - - - Total Expenditure 433,295 572,338 9,372 City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE TOTAL RMS RECORDS SERVICES (4,937) - 9,372 - - - 0.00% 5008 COMPENSATED ABSENCES
OTHER REVENUE (2,500,000) (2,600,000) (2,400,000) (2,166,662) (2,600,000) - -100% Total Revenue (2,500,000) (2,600,000) (2,400,000) (2,166,662) (2,600,000) - SALARIES AND WAGES 2,087,264 2,265,181 2,148,260 2,165,820 2,600,000 - -100% PYRLL/FRINGE BENEFIT 29,462 31,832 27,050 31,684 - - - Total Expenditure 2,116,726 2,297,013 2,175,310 2,197,504 2,600,000 TOTAL COMPENSATED ABSENCES (383,274) (302,987) (224,690) 30,841 - - 0.00% 6001 GENERAL TRUST & AGENCY
OTHER REVENUE (300) (330) - - - - - Total Revenue (300) (330) OTHER OPERATING 300 330 - - - - - Total Expenditure 300 330 TOTAL GENERAL TRUST & AGENCY - - 0.00% 6004 COMMISSION ON AGING
OTHER REVENUE (15,987) (14,785) (2,259) (1,728) (30,000) - -100% Total Revenue (15,987) (14,785) (2,259) (1,728) (30,000) OTHER OPERATING 15,987 14,785 2,259 1,728 30,000 - -100% Total Expenditure 15,987 14,785 2,259 1,728 30,000 TOTAL COMMISSION ON AGING - - - 0.00% 6005 SEAVER GALLERY TRUST F
PROF & ADMIN 24,999 - - - - - - TOTAL SEAVER GALLERY TRUST 24,999 - - - - - 0.00% 6007 SENIOR TRUST DEPOSIT
OTHER REVENUE (42,950) (24,167) (10,946) (13,151) (54,000) - -100% Total Revenue (42,950) (24,167) (10,946) (13,151) (54,000) OTHER OPERATING 42,950 24,167 10,946 13,056 54,000 - -100% Total Expenditure 42,950 24,167 10,946 13,056 54,000 TOTAL SENIOR TRUST DEPOSIT -95 - - 0.00% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE 6047 CERTBT PLAN FUND
USE OF MONEY&PROPRTY - (173,174) (937,043) 82,028 - - - OTHER REVENUE (82,673) (2,236,602) (1,419,817) (300,255) - - - OPER XFERS IN (1,879,640) - - - - - - Total Revenue (1,962,313) (2,409,776) (2,356,860) (218,227) PYRLL/FRINGE BENEFIT 82,673 115,961 215,063 - - - - PROF & ADMIN - 2,853 4,521 4,230 - - - Total Expenditure 82,673 118,814 219,584 4,230 TOTAL CERTBT PLAN FUND (1,879,640) (2,290,962) (2,137,276) -213,997 - - 0.00% 6048 OPEB PLAN FUND
USE OF MONEY&PROPRTY (1,170,454) (709,908) (6,562,744) 964,453 - - - OTHER REVENUE (7,247,073) (13,362,559) (10,138,785) (747,719) - - - Total Revenue (8,417,527) (14,072,467) (16,701,529) 216,734 PYRLL/FRINGE BENEFIT 7,247,073 7,753,129 7,011,178 - - - - PROF & ADMIN 81,950 89,764 111,868 96,403 - - - OPER XFERS OUT 1,879,640 - - - - - - Total Expenditure 9,208,663 7,842,893 7,123,046 96,403 TOTAL OPEN PLAN FUND 791,136 (6,229,576) (9,578,483) 313,137 - - 0.00% 6049 PT MOLATE PRIVATE-PURP
USE OF MONEY&PROPRTY (18,275) (14,509) (1,989) (201) - - - Total Revenue (18,275) (14,509) (1,989) (201) PROF & ADMIN 1,301 - - - - - - GRANT EXPENDITURES 264,668 582,578 211,836 182,046 - - - Total Expenditure 265,969 582,578 211,836 182,046 TOTAL PT. MOLATE PRIVATE-PURP 247,694 568,069 209,847 181,845 - - 0.00% 6050 GENERAL PENSION FUND
USE OF MONEY&PROPRTY (8,124) (23,723) (5,502) (2,067) - - - OPER XFERS IN (812,561) (503,714) (319,025) (345,348) (345,348) (88,077) -100% Total Revenue (820,685) (527,437) (324,527) (347,415) (345,348) (88,077) PYRLL/FRINGE BENEFIT 494,605 424,760 401,991 281,281 - - - Total Expenditure
TOTAL GENERAL PENSION FUND (326,080) (102,677) 77,465 -66,134 (345,348) (88,077) -74.50% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE 6051 POLICE & FIRE PENSION
USE OF MONEY&PROPRTY (699,593) (665,017) (2,599,706) 3,756,911 - - - OPER XFERS IN (1,270,466) (937,004) (937,004) - (1,868,008) (934,004) -100% Total Revenue (1,970,059) (1,602,021) (3,536,710) 3,756,911 (1,868,008) (934,004) PYRLL/FRINGE BENEFIT 2,170,136 1,793,082 1,412,673 855,709 - - - PROF & ADMIN 54,000 80,063 72,568 59,777 - - - Total Expenditure 2,224,136 1,873,145 1,485,241 915,486 - - TOTAL POLICE & FIRE PENSION 254,077 271,124 (2,051,470) 4,672,398 (1,868,008) (934,004) -50.00% 6052 GARFIELD PENSION FUND
USE OF MONEY&PROPRTY (7,024) (6,913) (1,985) (607) - - - OPER XFERS IN (102,140) - - (12,408) (12,408) - -100% Total Revenue (109,164) (6,913) (1,985) (13,015) (12,408) PYRLL/FRINGE BENEFIT 77,703 49,067 50,048 38,540 - - - Total Expenditure 77,703 49,067 50,048 38,540 - TOTAL GARFIELD PENSION (31,462) 42,154 48,063 25,525 (12,408) - -100.00% 6056 SAN PABLO 854 ASSES
USE OF MONEY&PROPRTY (4,056) (3,859) (1,135) (555) - - - TOTAL SAN PABLO ASSES (4,056) (3,859) (1,135) -555 - - 0.00% 6057 HARBOR NAVIGATION IM
USE OF MONEY&PROPRTY (2,736) (2,603) (766) (374) - - - TOTAL NARBOR NAVIGATION IM (2,736) (2,603) (766) -374 - - 0.00% 6058 MARINA WESTSHORE DEB
PROPERTY TAXES (303,006) (288,294) (316,243) (175,421) - - - USE OF MONEY&PROPRTY (11,848) (9,151) (1,573) (733) - - - Total Revenue (314,854) (297,445) (317,816) (176,154) DEBT SVC EXPENDITURE 319,890 318,934 320,509 273,523 - - - Total Expenditure 319,890 318,934 320,509 273,523 TOTAL MARINA WESTSHORE 5,036 21,490 2,694 97,369 - - 0.00% 6059 COUNTRY CLUB VISTA
PROPERTY TAXES (887,944) (885,449) (885,094) (844,981) - - - USE OF MONEY&PROPRTY (13,003) (13,117) (3,140) (1,330) - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE Total Revenue (900,947) (898,566) (888,234) (846,311) DEBT SVC EXPENDITURE 687,722 686,593 684,720 1,588,605 - - - Total Expenditure 687,722 686,593 684,720 1,588,605 TOTAL COUNTRY CLUB VISTA (213,226) (211,973) (203,514) 742,295 - - 0.00% 6060 REASSESSMENT DISTRICT
PROPERTY TAXES 32 - - - - - - USE OF MONEY&PROPRTY (59,645) (40,425) (7,912) (3,866) - - - OTHER REVENUE - (84) - - - - - Total Revenue (59,613) (40,509) (7,912) (3,866) DEBT SVC EXPENDITURE 804,036 804,929 - - - - - Total Expenditure 804,036 804,929 - - TOTAL REASSESSMENT DISTRICT 744,423 764,419 (7,912) (3,866) - - 0.00% 6101 SA-PROPERTY TAX TRUST
PROPERTY TAXES (10,714,239) (10,720,489) (12,927,768) (6,766,566) (10,741,388) (8,340,223) 0% Total Revenue (10,714,239) (10,720,489) (12,927,768) (6,766,566) (10,741,388) (8,340,223) OPER XFERS OUT 12,879,396 12,622,746 13,975,965 10,833,526 11,044,176 8,923,822 0% Total Expenditure 12,879,396 12,622,746 13,975,965 10,833,526 11,044,176 8,923,822 TOTAL SA PROPERTY TAX TRUST 2,165,157 1,902,257 1,048,197 4,066,960 302,787 583,599 92.70% 6102 SA-ADMINISTRATION
OPER XFERS IN (382,586) (294,279) (309,863) (409,709) (409,709) (309,950) 0% Total Revenue (382,586) (294,279) (309,863) (409,709) (409,709) (309,950) SALARIES AND WAGES 107,799 49,331 79,646 51,668 117,967 182,476 100% PYRLL/FRINGE BENEFIT 59,831 62,879 88,261 62,988 112,033 62,390 0% PROF & ADMIN 39,544 50,997 25,108 55,965 86,700 74,700 0% OTHER OPERATING 65,461 86,892 72,668 396 43,009 - -100% EQPT & CONTRACT SVCS 983 - - - - - - COST POOL 108,969 44,180 44,180 41,665 50,000 13,896 -100% Total Expenditure 382,587 294,279 309,863 212,682 409,709 333,462 TOTAL SA ADMINISTRATION (197,026) - 23,512 - 6103 SA-CAPITAL PROJECT FUND
LICENSES,PRMITS&FEES (3,850,000) - - - - - - USE OF MONEY&PROPRTY (130,642) (86,736) (60,017) (28,373) - - - City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE INTERGOV OTHER GRANT - 82,961 (451,406) - - - - OPER XFERS IN (342,758) (469,477) (85,457) (23,711) (90,000) (80,000) 0% Total Revenue (4,323,400) (473,252) (596,880) (52,084) (90,000) (80,000) SALARIES AND WAGES 205,967 83,908 78,501 58,659 80,645 80,000 0% PYRLL/FRINGE BENEFIT 93,137 19,797 6,956 4,509 9,355 - -100% EQPT & CONTRACT SVCS 467,469 550,735 448,552 127,701 185,000 100,000 0% COST POOL 209,488 216,593 223,987 193,067 - - - ASSET/CAPITAL OUTLAY 1,135,954 479,007 182,708 26,725 3,103,406 3,180,000 0% PROC FR SLE PROP (589,054) (571,687) (925,564) (736,123) - - - OPER XFERS OUT 268,770 33,451 6,211,600 24,723 35,000 288,606 700% Total Expenditure 1,791,731 811,804 6,226,740 (300,739) 3,413,406 3,648,606 TOTAL SA-CAPITAL PROJECT FUND (2,531,669) 338,552 5,629,861 (352,823) 3,323,406 3,568,606 7.40% 6206 SA-CIP 04B TARB BND PR
USE OF MONEY&PROPRTY (693) - - - - - - OPER XFERS IN 693 - - - - - - TOTAL SA-CIP 04B TRAB BND PR - - - - 0.00% 6207 SA-CIP 07B TARB BND PR
USE OF MONEY&PROPRTY (2,073) (1,394) - - - - - OPER XFERS IN (693) - - - - - - Total Revenue (2,766) (1,394) OPER XFERS OUT 43,654 72,248 - - - - - Total Expenditure 43,654 72,248 TOTAL SA-CIP 07B TARB BND PR 40,888 70,854 - - - - 0.00% 6300 SA-DS HARBOR 98 TARB
USE OF MONEY&PROPRTY (73,574) (66,685) (62,195) (62,187) - - - OPER XFERS IN (1,054,872) (1,081,469) (1,091,192) (1,124,224) (1,156,125) (6,400) -100% Total Revenue (1,128,446) (1,148,154) (1,153,387) (1,186,411) (1,156,125) (6,400) PROF & ADMIN 5,085 5,061 2,468 5,323 6,125 6,400 0% DEBT SVC EXPENDITURE 1,150,000 1,150,000 1,152,610 1,150,000 1,150,000 1,150,000 - Total Expenditure
TOTAL SA-DS HARBOR 98 TARB 26,639 6,907 1,689 (31,088.00) - 1,150,000.00 0.00% 6304 SA-DS 2003B TARB
USE OF MONEY&PROPRTY (43,133) (39,101) (31,308) (31,202) - - - OPER XFERS IN (1,172,611) (1,170,643) (1,182,153) (1,181,263) (1,214,615) (1,213,835) 0% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE Total Revenue (1,215,744) (1,209,744) (1,213,461) (1,212,465) (1,214,615) (1,213,835) PROF & ADMIN 5,304 4,982 4,223 4,344 6,425 6,400 0% DEBT SVC EXPENDITURE 1,078,842 1,183,403 1,186,102 1,184,493 1,184,493 1,180,313 0% Total Expenditure 1,084,146 1,188,385 1,190,325 1,188,837 1,190,918 1,186,713 TOTAL2003B TARB (131,599) (21,359) (23,136) (23,629) (23,698) (27,123) 14.50% 6305 SA-DS 2004A TARB 2/3
USE OF MONEY&PROPRTY (62,088) (32,729) (877) (52) - - - OPER XFERS IN (2,473,274) (614,511) (675,101) (642,561) (643,920) (730,685) 0% Total Revenue (2,535,362) (647,240) (675,978) (642,613) (643,920) (730,685) PROF & ADMIN 1,458 2,202 1,681 2,167 3,525 3,400 0% DEBT SVC EXPENDITURE 602,150 2,390,426 712,934 715,275 715,275 774,037 0% OPER XFERS OUT (90,000) - - - - - - Total Expenditure 513,608 2,392,628 714,615 717,442 718,800 777,437 TOTAL SA-DS 2004A TARB 2/3 (2,021,754) 1,745,388 38,637 74,828 74,880 46,752 -37.60% 6306 SA-DS 2004A TARB -1/3
USE OF MONEY&PROPRTY (15,844) (12,745) (127) (31) - - - OPER XFERS IN (303,319) (1,196,611) (357,897) (746,743) (747,281) (359,887) -100% Total Revenue (319,163) (1,209,356) (358,024) (746,774) (747,281) (359,887) PROF & ADMIN 2,244 1,398 1,141 2,087 2,625 2,500 0% DEBT SVC EXPENDITURE 301,075 1,195,213 356,757 357,637 357,637 387,019 0% OPER XFERS OUT 90,000 - - - - - - Total Expenditure 393,319 1,196,611 357,898 359,724 360,262 389,519 TOTAL SA-DS 2004A TARB-1/3 74,156 (12,745) (127) -387,049 (387,019) 29,632 -107.70% 6309 SA-DS 2004B TARB - HOU
USE OF MONEY&PROPRTY (5,740) (3,878) (97) - - - - OPER XFERS IN (139,353) (138,470) (142,105) (425) - - - Total Revenue (145,093) (142,348) (142,202) (425) PROF & ADMIN 2,577 4,349 3,520 425 - - - DEBT SVC EXPENDITURE 138,825 139,925 461,935 - - - - Total Expenditure 141,402 144,274 465,455 425 TOTAL SA-DA 2004B TARB -HOU (3,691) 1,927 323,252 - - - 0.00% 6308 SA-DS 2007/10A TARB
City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE USE OF MONEY&PROPRTY (115,351) (78,449) (748) - - - - OPER XFERS IN (2,729,094) (2,801,013) (2,307,277) - - - - Total Revenue (2,844,445) (2,879,462) (2,308,025) PROF & ADMIN 6,168 7,121 2,025 - - - - DEBT SVC EXPENDITURE 3,136,846 2,733,469 8,233,914 - - - - Total Expenditure 3,143,014 2,740,590 8,235,939 TOTAL SA-DS 2007/10A TARB 298,570 (138,873) 5,927,915 - - - 0.00% 6309 SA-DS 2007B TARB - HOU
USE OF MONEY&PROPRTY (37,428) (28,244) (391) (100) - - - OPER XFERS IN (1,021,524) (1,390,265) (1,007,801) (1,079,235) (1,087,825) (1,147,800) 0% Total Revenue (1,058,952) (1,418,509) (1,008,192) (1,079,335) (1,087,825) (1,147,800) PROF & ADMIN 3,493 3,829 2,672 1,889 2,825 2,800 0% DEBT SVC EXPENDITURE 990,000 1,040,000 1,415,000 1,030,000 1,030,000 1,085,000 0% Total Expenditure 993,493 1,043,829 1,417,672 1,031,889 1,032,825 1,087,800 TOTAL SA-DS 2007B TARB - HOU (65,459) (374,680) 409,480 (47,446) (55,000) (60,000) 9.10% 6401 SA-DS 2014A NON-TAXABL
USE OF MONEY&PROPRTY (61,886) (35,701) (602) (172) - - - OPER XFERS IN (2,438,064) (2,433,632) (2,476,790) (2,424,098) (2,429,425) (2,424,100) 0% Total Revenue (2,499,950) (2,469,333) (2,477,392) (2,424,270) (2,429,425) (2,424,100) PROF & ADMIN 3,342 4,508 2,155 829 5,925 5,600 0% DEBT SVC EXPENDITURE 3,845,350 2,434,375 2,440,762 2,432,500 2,432,500 2,373,500 0% Total Expenditure 3,848,692 2,438,883 2,442,917 2,433,329 2,438,425 2,379,100 TOTAL SA-DS 2014A NON-TAXABLE 1,348,742 (30,450) (34,475) 9,059 9,000 (45,000) -600.00% 6402 SA-DS 2014B TAXABLE BO
USE OF MONEY&PROPRTY (366) - - - - - - OPER XFERS IN 11,076 - - - - - - Total Revenue 10,710
PROF & ADMIN 1,222 - - - - - - DEBT SVC EXPENDITURE 431,163 - - - - - - Total Expenditure 432,385
TOTAL SA-DS 2014B TAXABLE BO 443,095 - - - - - 0.00% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE 6403 SA-DS LOANS PAYABLE
OPER XFERS IN (1,145,439) (1,138,074) (10,551,677) (521,540) (576,941) (567,110) 0% Total Revenue (1,145,439) (1,138,074) (10,551,677) (521,540) (576,941) (567,110) OTHER OPERATING 600,616 593,251 585,656 521,540 454,000 567,110 0% DEBT SVC EXPENDITURE 544,823 544,823 9,966,022 - 122,941 - -100% Total Expenditure 1,145,439 1,138,074 10,551,678 521,540 576,941 567,110 TOTAL SA-DS LOANS PAYABLE - - - 0.00% 6404 SA-DS 2021A NON-TAXABL
USE OF MONEY&PROPRTY - - (2) (50) - - - LOAN/BOND PROCEEDS - - (608,402) - - - - OPER XFERS IN - - (125) (1,683,267) (1,696,586) (698,750) -100% Total Revenue (608,529) (1,683,317) (1,696,586) (698,750) PROF & ADMIN - - - 4,849 3,775 3,950 0% DEBT SVC EXPENDITURE - - 595,188 670,811 670,811 1,299,400 100% Total Expenditure 595,188 675,660 674,586 1,303,350 TOTAL SA-DS 2021A NON-TAXABLE (13,341) -1,007,658 (1,022,000) 604,600 -159.20% 6405 SA-DS 2021B TAXABLE BO
USE OF MONEY&PROPRTY - - - (7) - - - LOAN/BOND PROCEEDS - - (113,650) - - - - OPER XFERS IN - - (125) (1,021,472) (1,026,749) (1,673,910) 100% Total Revenue (113,775) (1,021,479) (1,026,749) (1,673,910) PROF & ADMIN - - - 4,849 3,775 3,950 0% DEBT SVC EXPENDITURE - - 108,451 1,017,994 1,017,994 9,960 -100% Total Expenditure 108,451 1,022,843 1,021,769 13,910 TOTAL SA-DS 2021B TAXABLE BO (5,324) 1,363 (4,980) (1,660,000) 33233.30% 6996 SUCCESSOR AGENCY - GLT
USE OF MONEY&PROPRTY (622,100) 28,764 (888,314) - - - - LOAN/BOND PROCEEDS - - 722,052 - - - - Total Revenue (622,100) 28,764 (166,262) DEBT SVC EXPENDITURE (7,587,949) (8,600,504) (22,520,905) - - - - Total Expenditure (7,587,949) (8,600,504) (22,520,905) TOTAL SUCCESSOR AGENCY - GLT (8,210,049) (8,571,740) (22,687,167) - - - 0.00% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2021-22 FY2022-23 PCT
ACTUALS ACTUALS ACTUALS ACTUALS BUDGET DRAFT BUDGET CHANGE 6997 SUCCESSOR AGENCY - GFA
ASSET/CAPITAL OUTLAY 463,167 - - - - - - PROC FR SLE PROP 3,850,000 - - - - - - TOTAL SUCCESSOR AGENCY - GFA 4,313,167 - - - - - 0.00% 9102 CITY OF RICHMOND - GFA
ASSET/CAPITAL OUTLAY 16,916,745 16,087,998 10,428,862 - - - - TOTAL CITY OF RICHMOND - GFA 16,916,745 16,087,998 10,428,862 - - - 0.00% 9999 INVESTMENT FUND
USE OF MONEY&PROPRTY - - (339,813) 339,813 - - - TOTAL INVESTMENT FUND (339,813) 339,813 - - 0.00% TOTAL REVENUE (233,762,722) (282,248,584) (222,390,983) (141,333,653) (204,219,488) (168,360,459) -17.60% TOTAL EXPENSE 215,952,760 257,932,088 157,068,406 178,186,174 285,631,716 240,022,892 -16.00% GRAND TOTAL (17,809,962) (24,316,496) (65,322,577) 36,852,521 81,412,228 71,662,433 -12.00% City of Richmond
FY2022-23 Draft Budget
Non-General Fund Revenue and Expenditures
City of Richmond
FY2022-23 Draft Budget
Capital Improvement Projects Expenditures by Department DRAFT
EXPENDITURES FY2022-23
CAPITAL PROJECTS
COMMUNITY SERTVICES DEPARTMENT - CIP
FY17-18 NORTH RICHMOND MITIGATION FEE-BEAUTIFICATION 1,037 AMERICANS WITH DISABILITIES ACT (ADA) BOOKER T. ANDERSON (BTA) 485,000 AMERICANS WITH DISABILITIES ACT (ADA) PARCHESTER CENTER 450,000 AUDITORIUM UPGRADES (Main floor lighting, electrical & switch board upgrade, and remove curtains from stage area) 500,000 MLK PARK FIELD TURF 250,000
ARPA/COMMUNITY NEEDS ASSESSMENT 150,000
APRA/MAIN LIBRARY 452,000
ARPA/NEVIN CENTER 450,000
ARPA/RECREATION CENTER 451,000
ARPA/RICHMOND MUSEUM 467,400
DEVELOPING PERSONAL RESOURCES CENTER (DPRC) ROOF REPLACEMENT PROJECT 100,000 RECREATION COMPLEX HVAC 120,000
SHIELDS-REID COMMUNITY CENTER HVAC SYSTEM UPGRADE 127,250 URBAN FORESTRY (PARK MATERIALS & TREES) 123,843
TOTAL - COMMUNITY SERVICES - CIP 4,127,530
FIRE DEPARTMENT - CIP
OTHER OPERATING (PPE AND TURNOUTS REPLACEMENTS) 117,383 FIRE VEHICLES 680,000
FIRE STATION 66 GENDER SPECIFIC RESTROOMS 275,052
TOTAL - FIRE DEPARTMENT - CIP 1,072,435
HOUSING DEPARTMENT - CIP
ARPA/RAPID RESPONSE 800,000
TOTAL - HOUSING - CIP 800,000
INFORMATION TECHNOLOGY DEPARTMENT- CIP
ENGINEERING; (Microwave Transmission & Playback System) 40,000 TOTAL - INFORMATION TECHNOLOGY - CIP 40,000
COMMUNITY SERVICES DEPARTMENT- LIBRARY - CIP
AMERICANS WITH DISABILITIES ACT (ADA) RAMP MAIN LIBRARY STAFF ENTRANCE 30,000 CAP OUTLAY/AUTO EQUIPMENT >5,000 (NEW DELIVERY VAN AND NEW BOOKMOBILE) 140,000 NONCAP ASSET/COMPUTER HARDWARE 68,161
NONCAP ASSET/COMPUTER SOFTWARE <5K 3,500
NONCAP ASSET/FURNITURE <5K 130,000
NONCAP ASSET/OTHER EQUIPMENT 42,634
City of Richmond
FY2022-23 Draft Budget
Capital Improvement Projects Expenditures by Department DRAFT EXPENDITURES FY2022-23
CAPITAL PROJECTS
Community Services Department - CIP continued
PROFESSIONAL SERVICES (GRANT WRITER & DESIGN CONSULTANT) 55,000 TOTAL - COMMUNITY SERVICES - LIBRARY - CIP 469,295
ONS DEPARTMENT- CIP
CAL VIOLENCE INTERVENTION 565,000
YOUTH REINVESTMENT 335,000
TOTAL ONS DEPARTMENT- CIP 900,000
POLICE DEPARTMENT - CIP
ASSET RECOVERY EQUIPMENT 20,000
EDWARD BYRNE JUSTICE GRANT 2019 63,333
EDWARD BYRNE JUSTICE GRANT 2020 60,794
POLICE VEHICLES 660,000
RICHMOND POLICE DEPARTMENT PEER SUPPORT ENHANCEMENT 40,000 SELECTIVE TRAFFIC ENFORCEMENT 235,000
TOTAL - POLICE DEPARTMENT - CIP 1,079,127
PUBLIC WORKS DEPARTMENT - CIP
13TH STREET COMPLETE STREET 793,870
AMERICANS WITH DISABILITIES ACT (ADA), SIDEWALKS, CURBS 330,170 ATP QUICK BUILD CUTTING/HOFFMAN 625,212
ATP QUICK BUILD HARBOUR WAY S. CYCLE TRACK 201,300
BOORMAN PARK REVITALIZATION 3,490,204
BRIDGE PREVENTIVE MAINTENANCE 248,340
BRIDGE PREVENTIVE MAINTENANCE 1,875,803
CARLSON BLVD. CROSSTOWN CONNECTIONS & IMPROVEMENTS 398,410 CORP YARD ROOF-BATHROOM REMODEL AND FUEL SITES UPGRADES 399,000 GREENING THE YELOW BRICK ROAD 351,769
HARBOUR 8 PARK EXTENSION 6,194,260
HILL
TOP FIRE STATION FUEL SYSTEM 50,000
I-80 CENTRAL INTERCHANGE PHASE II 2,199,012
J
PA SPORTS FIELD PARTNERSHIP 15,000
MARTIN LUTHER KING JR. CENTER 267,692
MEMBERSHIP & DUES (WCCTAC & CCTA) 200,000
NATIVE AMERICAN HEALTH CENTER 50,000
OTHER CITY VEHICLES 356,000
OTHER EQUIPMENT 210,000
PARK FUEL SITE UPGRADES 220,000
City of Richmond
FY2022-23 Draft Budget
Capital Improvement Projects Expenditures by Department DRAFT EXPENDITURES FY2022-23
CAPITAL PROJECTS
Public Works Department - CIP - continued
S. RICHMOND TRANSIT CONNECTIVITY IMPROVEMENT 65,000
SF BAY TRAIL - (PT. RICHMOND TO PT. MOLATE) 1,019,967
STREET AUDIT REPORT 4,000
STREET PAVING 2,500,000
STREET PAVING - SB1 - 37TH STREET 299,326
STREET PAVING - SB1 - CASTRO RANCH ROAD 329,168
STREET PAVING - SB1 - CUTTING HARBOUR WAY 706,308
STREET PAVING - SB1 - MARINA WAY 59,861
SURFACE DRAINAGE 300,000
YELLOW BRICK ROAD 8,245
YELLOW BRICK ROAD 1,313,655
GREENWAY REAHB AND BIKE EDUCATION 127,310
HARBOUR WAY & WRIGHT S. 1,199,369
HARBOUR WAY IMPROVEMENTS 82,500
SHIMADA PARK RESTROOM 240,790
TOTAL PUBLIC WORKS DEPARTMENT - CIP 26,731,541
PUBLIC WORKS - WASTEWATER - CIP
COGENERATION 1,000,000
DECHOLORINATION SYSTEM REPLACEMENT 3,000,000
DORNAN DRIVE FORCE MAIN REHAB 4,000,000
SANITARY SEWER BRICK MANHOLE REPLACEMENT 791,130
SANITARY SEWER PIPELINE REHAB 2,500,000
SEISMIC RETROFIT 286,000
SLUDGE THICKNER REPLACEMENT 630,061
TOTAL - PUBLIC WORKS - WASTEWATER - CIP 12,207,191
TRANSPORTATION DEPARTMENT - CIP
BIKE SHARE 52,000
CEC PHASE II EV READY 554,949
MTC NYSTROM VILLAGE HUB 261,646
ON DEMAND SHUTTLE 900,000
TOTAL - TRANSPORTATION DEPARTMENT - CIP 1,768,595
GRAND TOTAL EXPENSES - ALL FUNDS 49,195,714
City of Richmond
FY2022-23 Draft Budget
Capital Improvement Project Expenditures by Fund
EXPENDITURES DRAFT
NON-GENERAL FUND - PROJECT FUNDS FY2022-23
1002 - GAS TAX
BRIDGE PREVENTIVE MAINTENANCE 248,340
STREET AUDIT REPORT 4,000
STREET PAVING 2,500,000
TOTAL - STATE GAS TAX - EXPENSES 2,752,340
1004 - ASSET SEIZURE
ASSET RECOVERY EQUIPMENT 20,000
TOTAL - ASSET SEIZURE - EXPENSES 20,000
1006 - OUTSIDE FUNDED GRANTS
BIKE SHARE 52,000
CAL VIOLENCE INTERVENTION 565,000
CEC PHASE II EV READY 554,949
EDWARD BYRNE JUSTICE GRANT 2019 63,333
EDWARD BYRNE JUSTICE GRANT 2020 60,794
FY17-18 NORTH RICHMOND MITIGATION FEE-BEAUTIFICATION 1,037 MLK PARK FIELD TURF 250,000
MTC NYSTROM VILLAGE HUB 261,646
ON DEMAND SHUTTLE 900,000
RICHMOND POLICE DEPARTMENT PEER SUPPORT ENHANCEMENT 40,000 SELECTIVE TRAFFIC ENFORCEMENT 235,000
YOUTH REINVESTMENT 335,000
TOTAL - OUTSIDE FUNDED GRANTS - EXPENSES 3,318,759
1019 - ROAD MAINTENANCE REHABILITATION ACCOUNT (RMRA) SB1 STREET PAVING - SB1 - 37TH STREET 299,326
STREET PAVING - SB1 - CASTRO RANCH ROAD 329,168
STREET PAVING - SB1 - CUTTING HARBOUR WAY 706,308
STREET PAVING - SB1 - MARINA WAY 59,861
TOTAL - RMRA - EXPENSES 1,394,663
1054 - ENGINEERING GRANTS
ATP QUICK BUILD CUTTING/HOFFMAN 625,212
ATP QUICK BUILD HARBOUR WAY S. CYCLE TRACK 201,300
BOORMAN PARK REVITALIZATION 3,490,204
BRIDGE PREVENTIVE MAINTENANCE 1,875,803
CARLSON BLVD. CROSSTOWN CONNECTIONS & IMPROVEMENTS 398,410 GREENING THE YELOW BRICK ROAD 351,769
GREENWAY REAHB AND BIKE EDUCATION 127,310
HARBOUR 8 PARK EXTENSION 6,194,260
HARBOUR WAY & WRIGHT S. 1,199,369
City of Richmond
FY2022-23 Draft Budget
Capital Improvement Project Expenditures by Fund
EXPENDITURES DRAFT
NON-GENERAL FUND - PROJECT FUNDS FY2022-23
HARBOUR WAY IMPROVEMENTS 82,500
YELLOW BRICK ROAD 8,245
TOTAL - ENGINEERING GRANTS - EXPENSES 14,554,382
1306 - AMERICAN RESCUE PLAN ACT (ARPA)
APRA/MAIN LIBRARY 452,000 ARPA/ COMMUNITY NEEDS ASSESSMENT 150,000 ARPA/NEVIN CENTER 450,000 ARPA/RAPID RESPONSE 800,000 ARPA/RECREATION CENTER 451,000 ARPA/RICHMOND MUSEUM 467,400 TOTAL - AMERICAN RESCUE PLAN ACT (ARPA) - EXPENSES 2,770,400 2001 - GENERAL CAPITAL
AUDITORIUM UPGRADES (Main floor lighting, electrical & switch board upgrade, and remove curtains from stage area) 500,000 CORP YARD ROOF-BATHROOM REMODEL AND FUEL SITES UPGRADES 399,000 DEVELOPING PERSONAL RESOURCES CENTER (DPRC) ROOF REPLACEMENT PROJECT 100,000 FIRE STATION 67 ROOF REPLACEMENT 275,052
HILLTOP FIRE STATION FUEL SYSTEM 50,000
MARTIN LUTHER KING JR. CENTER 267,692
NATIVE AMERICA HEALTH CENTER 50,000
PARKS FUEL SITE UPGRADES 220,000
RECREATION COMPLEX HVAC 120,000
S. RICHMOND TRANSIT CONNECTIVITY IMPROVEMENT 65,000
SF BAY TRAIL - (PT. RICHMOND TO PT. MOLATE) 646,703
SHIELDS-REID COMMUNITY CENTER HVAC SYSTEM UPGRADE 127,250 SHIMADA PARK RESTROOM 240,790
TOTAL - GENERAL CAPITAL - EXPENSES 3,061,487
2002 - MEASURE J
13TH STREET COMPLETE STREET 793,870
AMERICANS WITH DISABILITIES ACT (ADA), SIDEWALKS, CURBS 330,170 I-80 CENTRAL INTERCHANGE PHASE II 2,199,012
MEMBERSHIP & DUES (WCCTAC & CCTA) 200,000
SURFACE DRAINAGE 300,000 TOTAL - MEASURE J - EXPENSES 3,823,052
2110 - PARK IMPACT FEE
JPA SPORTS FIELD PARTNERSHIP 15,000
TOTAL - PARK IMPACT FEE - EXPENSES 15,000
City of Richmond
FY2022-23 Draft Budget
Capital Improvement Project Expenditures by Fund
EXPENDITURES DRAFT
NON-GENERAL FUND - PROJECT FUNDS FY2022-23
2113 - FIRE IMPACT FEE
OTHER OPERATING (PPE AND TURNOUTS REPLACEMENTS) 117,383 TOTAL - FIRE IMPACT FEE EXPENSES 117,383
2116 - OPEN SPACE IMPACT FEE
SF BAY TRAIL - (PT. RICHMOND TO PT. MOLATE) 373,264
TOTAL - OPENSPACE IMPACT FEE - EXPENSES 373,264
2117 - LIBRARY IMPACT FEE
AMERICANS WITH DISABILITIES ACT (ADA) RAMP MAIN LIBRARY STAFF ENTRANCE 30,000 CAP OUTLAY/AUTO EQUIPMENT >5,000 (NEW DELIVERY VAN AND NEW BOOKMOBILE) 140,000 NONCAP ASSET/COMPUTER HARDWARE 68,161
NONCAP ASSET/COMPUTER SOFTWARE <5K 3,500
NONCAP ASSET/FURNITURE <5K 130,000
NONCAP ASSET/OTHER EQUIPMENT 42,634
PROFESSIONAL SERVICES (GRANT WRITER & DESIGN CONSULTANT) 55,000 TOTAL - LIBRARY IMPACT FEE - EXPENSES 469,295
2120 - WASTEWATER IMPACT FEE
SANITARY SEWER BRICK MANHOLE REPLACEMENT 791,130
TOTAL - WASTEWATER IMPACT FEE - EXPENSES 791,130
TOTAL - EXPENSES - CAPITAL PROJECT FUNDS 33,461,155
1017 - ECIA DEPARTMENT
URBAN FORESTRY (PARK MATERIALS & TREES) 123,843
YELLOW BRICK ROAD 1,313,655
TOTAL - ECIA DEPARTMENT 1,437,498
1201 - HOUSING DEPARTMENT - CDBG
AMERICANS WITH DISABILITIES ACT (ADA) BOOKER T. ANDERSON (BTA) 485,000 AMERICANS WITH DISABILITIES ACT (ADA) PARCHESTER CENTER 450,000 TOTAL - HOUSING DEPARTMENT - ADA 935,000
4003 - PUBLIC WORKS WASTEWATER CIP
COGENERATION 1,000,000
DECHOLORINATION SYSTEM REPLACEMENT 3,000,000
DORNAN DRIVE FORCE MAIN REHAB 4,000,000
SANITARY SEWER PIPELINE REHAB 2,500,000
SEISMIC RETROFIT 286,000
SLUDGE THICKNER REPLACEMENT 630,061
TOTAL - PUBLIC WORKS WASTEWATER CIP 11,416,061
City of Richmond
FY2022-23 Draft Budget
Capital Improvement Project Expenditures by Fund
EXPENDITURES DRAFT
NON-GENERAL FUND - PROJECT FUNDS FY2022-23
4008 - KCRT
ENGINEERING; (Microwave Transmission & Playback System) 40,000 TOTAL - KCRT CIP 40,000
5003 - EQUIPMENT SERVICES CIP
FIRE VEHICLES 680,000
OTHER CITY VEHICLES 356,000
POLICE VEHICLES 660,000
OTHER EQUIPMENT 210,000
TOTAL - EQUIPMENT SERVICES CIP 1,906,000
TOTAL - EXPENSES - ENTERPRISE AND OTHER OPERATING FUNDS 15,734,559 GRAND TOTAL EXPENSES - ALL FUNDS 49,195,714
Mulit-Year Position Listing
Proposed Draft Budget FY2022-2023
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
MAYOR'S OFFICE
Mayor 1.0 1.0 1.0 1.0 1.0
Assistant Admin Analyst 2.0 2.0 2.0 1.9 1.9
Management Analyst II 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 4.0 3.9 3.9
CITY COUNCIL
Councilmember 6.0 6.0 6.0 6.0 6.0
Senior Administrative Analyst 1.0 1.0 1.0
Project Coordinator 1.0 1.0
Total Full-Time Equivalents (FTEs) 7.0 7.0 7.0 7.0 7.0
CITY CLERK'S OFFICE
City Clerk 1.0 1.0 1.0 1.0 1.0
City Clerk Technician 1.0 1.0 1.0 1.0 1.0
Deputy City Clerk 2.0 2.0 2.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 4.0 4.0 4.0
CITY ATTORNEY'S OFFICE
Admin Services Analyst 1.0 1.0
Assistant City Attorney 2.0 2.0 2.0 2.0
Chief Assistant City Attorney 1.0 1.0 1.0 1.0
City Attorney 1.0 1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0
Office Specialist 1.0 1.0 1.0 1.0 1.0
Senior Assistant City Attorney 6.0 3.0 3.0 3.0 3.0
Supervising Office Assistant 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 10.0 10.0 10.0 10.0 10.0
COMMUNITY POLICE REVIEW COMMISSION
Assistant Administrative Analyst 0.1 0.1 0.1 0.1 0.1
Total Full-Time Equivalents (FTEs) 0.1 0.1 0.1 0.1 0.1
INFORMATION TECHNOLOGY
Business Analyst I 1.0 1.0 1.0 1.0
Cable TV Engineering Support Asst. 1.0
Cable TV Manager 1.0 1.0 1.0 1.0 1.0
Cable TV Programming Coordinator 1.0 1.0 1.0 1.0
Cable TV Production Support Assistant 1.0
Duplicating/Mail Assistant I/II 1.0 1.0 1.0 1.0 1.0
GIS Administrator 1.0 1.0 1.0 1.0 1.0
Information Technology Assistant 1.0 1.0 1.0 1.0 1.0
Information Technology Director 1.0 1.0 1.0 1.0 1.0
Information Technology Manager 1.0 1.0 1.0 1.0 1.0
Microcomputer Support Specialist I/II 1.0 1.0 1.0 1.0
Network & Systems Security Officer 1.0 1.0 1.0 1.0 1.0
Network & Systems Specialist I/II 1.0 1.0 1.0 1.0 1.0
Senior Cable TV Production Assistant 1.0 1.0 1.0 1.0 1.0 Senior Programmer Analyst 1.0 1.0 1.0 1.0 1.0
Telecommunication Manager 1.0 1.0 1.0 1.0
Telephone Radio Specialist 1.0
Total Full-Time Equivalents (FTEs) 13.0 14.0 14.0 14.0 14.0 1 of 8Page 1285 of 1303
Mulit-Year Position Listing
Proposed Draft Budget FY2022-2023
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
CITY MANAGER'S OFFICE
City Manager 1.0 1.0 1.0 1.0 1.0
Community & Engagement Manager 1.0 1.0 1.0
Executive Assistant to the City Manager 1.0 1.0 1.0 1.0 1.0 Executive Secretary I/II 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 3.0 4.0 4.0 3.0 3.0
INTERNAL SERVICES
Associate Admin Analyst 1.0
Deputy City Manager 1.0 1.0 1.0 1.0 1.0
Management Analyst I/II 1.0
Total Full-Time Equivalents (FTEs) 3.0 1.0 1.0 1.0 1.0
DEPARTMENT OF CHILDREN AND YOUTH
Associate Admin Analyst 2.0 2.0 1.0 1.0
Senior Management Analyst 1.0 1.0
Total Full-Time Equivalents (FTEs) 2.0 2.0 2.0 2.0
ECONOMIC DEVELOPMENT
Arts & Culture Manager 1.0 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0
Deputy City Manager 1.0 1.0 1.0 1.0 1.0
Development Project Manager II 1.0 1.0 1.0 1.0 1.0
Environmental Manager 1.0 1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0
Management Analyst I/II 2.0 2.0 2.0
Port Director 1.0 1.0 1.0 1.0
Port Marketing/Operations Manager 1.0 1.0 1.0 1.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Sr. Admin Analyst 1.0 1.0
Sr. Business Assistance Officer 1.0 1.0 1.0 1.0
Sr. Management Analyst 0.5 0.5
Total Full-Time Equivalents (FTEs) 8.0 12.0 12.0 10.5 10.5 PORT is now in Economic Development as of FY21-22
Admin Services Analyst 1.0
Executive Secretary I/II 1.0
Port Director 1.0
Port Marketing/Operations Manager 1.0
Total Full-Time Equivalents (FTEs) 4.0
RICHMOND HOUSING AUTHORITY
Administrative Aide 1.0 1.0 1.0 1.0
Building Maintenance Supervisor 1.0 1.0 1.0 1.0
Executive Directo
r 1.0 1.0 1.0 1.0 1.0
Resident Housing Manager 2.0 1.0 1.0 1.0 1.0
Senior Development Project Manager 1.0 1.0 1.0 1.0
Sr. Management Analyst 0.5 0.5
Senior Property Manager 1.0 1.0
Senior Resident Housing Manager 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 4.0 7.0 7.0 6.5 6.5
2 of 8Page 1286 of 1303
Mulit-Year Position Listing
Proposed Draft Budget FY2022-2023
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
FINANCE
Accountant I/II 6.0 7.0 7.0 8.0 8.0
Accounting Assistant I/II 6.0 6.0 6.0 6.0 6.0
Accounting Manager 3.0 3.0 3.0 2.0 2.0
Budget Administrator 1.0 1.0 1.0 1.0 1.0
Budget Analyst l/II 2.0 2.0 2.0 1.0 1.0
Business License Field Inspector 1.0 1.0 1.0 1.0
Business License Specialist 2.0 2.0 2.0 2.0 2.0
Buyer I/II 1.0 1.0 1.0 1.0 1.0
Deputy Director of Finance 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0 1.0
Director of Finance 1.0 1.0 1.0 1.0 1.0
Payroll Coordinator 2.0 2.0 2.0 2.0 2.0
Payroll Supervisor 1.0 1.0 1.0 1.0 1.0
Senior Accountant 3.0 3.0 3.0 3.0 3.0
Senior Budget Analyst 1.0 1.0 1.0 1.0
Senior Buyer 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 30.0 33.0 33.0 33.0 33.0
HUMAN RESOURCES
Administrative Services Analyst 1.0 1.0 1.0 1.0 1.0
Employee Benefits Analyst I 1.0 1.0 1.0 1.0 1.0
Human Resources Manager 2.0 2.0 2.0 2.0 2.0
Human Resources Mgt. Director 1.0 1.0 1.0 1.0 1.0
Human Resources Technician I/II/III 2.0 2.0 2.0 2.0 2.0 Personnel Analyst I/II 4.0 3.0 3.0 3.0 3.0
Principal Personnel Analyst 1.0 2.0 2.0 2.0 2.0
Senior Personnel Analyst 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 13.0 13.0 13.0 13.0 13.0 POLICE
SWORN
Asst Police Chief 1.0 1.0 1.0 1.0 1.0
Police Captain 3.0 3.0 3.0 3.0 3.0
Police Chief 1.0 1.0 1.0 1.0 1.0
Police Lieutenant 8.0 8.0 8.0 8.0 8.0
Police Officer 114.0 107.0 107.0 107.0 107.0
Police Officer Trainee 7.0 2.0 2.0 2.0 2.0
Police Sergeant 23.0 23.0 23.0 23.0 23.0
Sub-total Sworn 157.0 145.0 145.0 145.0 145.0
NON-SWORN
Administrative Aide 2.0 2.0 2.0 2.0 2.0
Administrative Trainee
Assistant Police Property Technician 1.0 1.0 1.0 1.0 1.0 Administrative Service Analyst 1.0 1.0 1.0 1.0 1.0
CCTV Wireless & Systems Specialist 1.0 1.0 1.0 1.0 1.0
Civilian Admin Manager 1.0 1.0 1.0 1.0
Code Enforcement Officer I/II 1.0
Community Services Officer 2.0 2.0 2.0 2.0
Communications Call Taker 1.0
Communications Dispatcher I/II/III 16.0 17.0 17.0 17.0 17.0 Communications Manager 1.0 1.0 1.0 1.0 1.0
Communications Shift Supervisor 4.0 4.0 4.0 4.0 4.0
3 of 8Page 1287 of 1303
Mulit-Year Position Listing
Proposed Draft Budget FY2022-2023
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Crime Analysis Technician 1.0 1.0 1.0 1.0
Crime Analyst 1.0 1.0 1.0 1.0 1.0
Crime Prevention Manager 1.0 1.0 1.0 1.0 1.0
Crime Prevention Specialist 1.0 1.0 1.0 1.0 1.0
Crime Scene Technician 3.0 3.0 3.0 3.0 3.0
Jailer 6.0 6.0 6.0 6.0 6.0
Network and Systems Specialist I/II 2.0 2.0 2.0 2.0 2.0 Office Assistant I/II 1.0 1.0 1.0 1.0 1.0
Parking Enforcement Representative 4.0 3.0 3.0 3.0 3.0
Police Property Technician 1.0 1.0 1.0 1.0 1.0
Police Records & Property Mgr. 1.0 1.0 1.0 1.0 1.0
Police Records Specialist 9.0 9.0 9.0 9.0 9.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Public Information Officer 1.0 1.0 1.0 1.0
Public Safety Technology Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Accountant 1.0 1.0 1.0 1.0 1.0
Systems Administrator 1.0 1.0 1.0 1.0 1.0
Sub-total Non-Sworn 62.0 65.0 65.0 65.0 65.0
Total Full-Time Equivalents (FTEs) 219.0 210.0 210.0 210.0 210.0 FIRE
SWORN
Fire Chief 1.0 1.0 1.0 1.0 1.0
Battalion Chief 4.0 4.0 4.0 4.0 4.0
Deputy Fire Chief 1.0 1.0 1.0 1.0 1.0
Deputy Fire Marshal 1.0 1.0 1.0 1.0 1.0
Fire Captain 24.0 24.0 24.0 24.0 24.0
Fire Engineer 25.0 24.0 24.0 24.0 24.0
Fire Fighter 28.0 30.0 30.0 30.0 30.0
Fire Inspector I/II 3.0 3.0 3.0 3.0 3.0
Fire Marshal 1.0 1.0 1.0 1.0 1.0
Sub-total Sworn 88.0 89.0 89.0 89.0 89.0
NON-SWORN
Administrative Aide 2.0 1.0 1.0 1.0 1.0
Administrative Services Analyst 1.0 1.0 1.0 1.0
Emergency Services Analyst 1.0 1.0 1.0 1.0
Emergency Services Manager 1.0 1.0 1.0 1.0 1.0
Project Manager I 1.0
Sub-total Non-Sworn 5.0 4.0 4.0 4.0 4.0
Total Full-Time Equivalents (FTEs) 93.0 93.0 93.0 93.0 93.0
PUBLIC WORKS
Administrative Aide 3.0 3.0 3.0 3.0 3.0
Associate Admin Analyst 1.0 1.0 1.0 1.0 1.0
Building Trades Worker I/II/III 3.0 4.0 4.0 4.0 4.0
Capital Projects Manager 1.0 1.0 1.0 1.0
Carpenter 2.0 2.0 2.0 2.0 2.0
Code Enforcement Officer I/II
Combo Equipment Mechanic 6.0 7.0 7.0 7.0 7.0
Construction & Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 Construction Inspector I/II 2.0 3.0 3.0 3.0 3.0
Custodial Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
Deputy Public Works Director 1.0 1.0
4 of 8Page 1288 of 1303
Mulit-Year Position Listing
Proposed Draft Budget FY2022-2023
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Development Project Manager I/II 0.4 0.4 0.4 0.4
Electrical Supervisor 1.0 1.0 1.0 1.0 1.0
Electrician 5.0 5.0 5.0 5.0 5.0
Engineer I/II 1.0 1.0 1.0 1.0 1.0
Equipment Mechanic III/IV 3.0 3.0 3.0 3.0 3.0
Equipment Operator 10.0 11.0 11.0 11.0 11.0
Equipment Parts Specialist 2.0 2.0 2.0 2.0 2.0
Equipment Services Superintendent 1.0 1.0 1.0 1.0 1.0
Equipment Supervisor 1.0 1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0 1.0
Gardener 3.0 3.0 3.0 3.0 3.0
Groundskeeper/Gardener 10.0 11.0 11.0 11.0 11.0
Maintenance Leadworker 10.0 10.0 10.0 10.0 10.0
Maintenance Worker I/II 15.0 18.0 18.0 18.0 18.0
Office Aide 1.0 1.0 1.0 1.0 1.0
Office Assistant II 1.0 1.0 1.0 1.0 1.0
Painter 2.0 2.0 2.0 2.0 2.0
Parks & Landscaping Superintendent 1.0 1.0 1.0 1.0 1.0
Parks Construction & Maintenance Worker 5.0 7.0 7.0 7.0 7.0 Parks Supervisor 3.0 3.0 3.0 3.0 3.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Public Works Director 1.0 1.0 1.0 1.0 1.0
PW Facilities Maint. Superintendent 1.0 1.0 1.0 1.0 1.0 PW Streets Maint. Superintendent 1.0 1.0 1.0 1.0 1.0
Public Works Superintendent 1.0 1.0 1.0 1.0 1.0
Senior Civil Engineer 2.0 1.0 1.0 2.0 2.0
Stationery Engineer 3.0 3.0 3.0 3.0 3.0
Stationery Engineer Supervisor 1.0 1.0 1.0 1.0 1.0
Tree Leadworker 1.0 1.0 1.0 1.0 1.0
Utility Worker II 10.0 10.0 10.0 10.0 10.0
Total Full-Time Equivalents (FTEs) 117.0 127.4 127.4 129.4 129.4 PUBLIC WORKS (Water Resource Recovery)
Administrative Aide 1.0 1.0 1.0 1.0 1.0
Admin Services Analyst 1.0 1.0 1.0 1.0 1.0
Deputy Director of Public Works - City Engineer 1.0 1.0 1.0 1.0 Director of Water Resource Recovery 1.0
Engineering Infrastructure Administrator 1.0 1.0 1.0 1.0 1.0 Environmental Compliance Inspector 3.0 2.0 3.0 3.0 3.0
Environmental Services Manager 1.0 1.0 1.0 1.0 1.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0 1.0
Senior Environmental Inspector 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 10.0 10.0 11.0 11.0 11.0 COMMUNITY DEVELOPMENT (Code Enforcement, Housing, and Planning & Building Services) Administrative Aide 1.0 1.0 1.0 1.0 1.0
Associate Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Building Inspector 1.0 1.0 1.0 1.0
Building Inspector Supervisor 1.0 1.0 1.0 1.0 1.0
Building Official 1.0 1.0 1.0 1.0 1.0
Code Enforcement Manager 1.0 1.0 1.0 1.0
Code Enforcement Officer I/II 6.0 7.0 7.0 7.0 7.0
5 of 8Page 1289 of 1303
Mulit-Year Position Listing
Proposed Draft Budget FY2022-2023
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Code Enforcement Superintendent 1.0
Community Development Director 1.0 1.0 1.0 1.0 1.0
Deputy Building Official 1.0 1.0 1.0 1.0
Housing Manager 1.0 1.0 1.0
Industrial Building Inspector 1.0 1.0 1.0 1.0 1.0
Permit Technician I/II 4.0 4.0 4.0 4.0 4.0
Plan Checking Engineer 2.0 1.0 1.0 1.0 1.0
Planner I/II 1.0 2.0 3.0 3.0 3.0
Planning Manager 1.0 1.0 1.0 1.0 1.0
Planning Technician I/II 1.0
Senior Accountant 1.0 1.0 1.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Senior Building Inspector 4.0 4.0 4.0 4.0 4.0
Senior Planner 3.0 3.0 4.0 4.0 4.0
Total Full-Time Equivalents (FTEs) 31.0 33.0 36.0 36.0 36.0 HOUSING Is now in Community Development
Development Project Manager I/II 1.8 1.0
Senior Admin Analyst 1.0 1.0
Total Full-Time Equivalents (FTEs) 2.8 2.0
COMMUNITY SERVICES (Library)
Administrative Librarian 2.0 2.0 2.0 2.0 2.0
Administrative Services Analyst 1.0 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0 1.0 1.0
1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0 1.0
Family Literacy Specialist 1.0 1.0 1.0 1.0 1.0
Learning Center Manager I/II 1.0 1.0 1.0 1.0 1.0
Librarian I/II 7.0 7.0 7.0 8.0 8.0
Library & Cultural Services Director 1.0
Library Assistant I/II 6.0 6.0 6.0 6.0 6.0
Library Associate 2.0 2.0 2.0 2.0 2.0
Library Information Systems Support Technician 1.0 1.0 1.0 1.0 1.0 Literacy Program Manager 1.0 1.0 1.0 1.0 1.0
Office Assistant I/II 0.7 0.7 0.7 0.7 0.7
Senior Library Assistant 2.0 2.0 2.0 2.0 2.0
Volunteer Tutor/Learner Coordinator 3.0 3.0 3.0 3.0 3.0 Total Full-Time Equivalents (FTEs) 30.7 30.7 30.7 31.7 31.7 COMMUNITY SERVICES (Office of Neighborhood Safety)
Admin Aide 1.0 1.0 1.0
Accounting Assistant 1.0 1.0 1.0
Deputy Director - ONS 1.0 1.0 1.0
Neighborhood Change Agents 5.0 5.0 11.0 11.0 11.0
ONS Field Coordinator 2.0 2.0 2.0
ONS Program Manager 1.0 1.0 1.0 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0 1.0
Recreation Program Coordinator 1.0 1.0
Total Full-Time Equivalents (FTEs) 8.0 8.0 18.0 18.0 18.0 COMMUNITY SERVICES (Recreation)
Accountant II
Accounting Asst I/II 1.0 1.0 1.0 1.0 1.0
Administrative Aide 2.0 2.0 2.0 1.0 1.0
Deputy Director of Community Services - Library
6 of 8Page 1290 of 1303
Mulit-Year Position Listing
Proposed Draft Budget FY2022-2023
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Assistant Admin Analyst 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0 1.0 1.0
Auditorium Aide 3.2 3.2 3.2 3.2 3.2
Community Services Administrative Manager 1.0
Deputy Director of Community Services - Recreation 1.0 1.0 1.0 1.0 Development Project Manager II 0.4 0.4 0.4 0.4
Executive Secretary I/II 1.0 1.0 1.0 1.0 1.0
Lifeguard 1.6 1.6 1.6 1.6
Office Specialist 2.0 2.0 2.0 2.0 2.0
Recreation Program Coordinator 9.0 8.0 8.0 8.0 8.0
Recreation Program Specialist 1.6 3.2 3.2 3.2 3.2
Recreation Supervisor 3.0 3.0 3.0 3.0 3.0
Senior Accountant 1.0 1.0 1.0 1.0 1.0
Senior Lifeguard 1.6 1.6 1.6 1.6 1.6
Total Full-Time Equivalents (FTEs) 27.4 30.0 30.0 30.0 30.0 COMMUNITY SERVICES (Employment & Training)
Administrative Aide 1.0 1.0 1.0 1.0 1.0
Assistant Administrative Analyst 1.0 2.0 2.0 2.0
Administrative Services Analyst 2.0 2.0 1.0 1.0 1.0
Deputy Director of Community Services - Employment and Training 1.0 1.0 1.0 Director, Employment & Training 1.0
Employment Program Manager 3.0 3.0 3.0 3.0 3.0
Employment Program Specialist I/II 8.0 8.0 9.0 9.0 9.0
Finance Manager 1.0 1.0 1.0
Library & Community Svcs Director 1.0 1.0 1.0 1.0 1.0
Office Assistant I/II 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0
Senior Accountant 1.0 1.0 1.0
Senior Employment Program Specialist 1.0 1.0 2.0 2.0 2.0 Total Full-Time Equivalents (FTEs) 19.0 21.0 22.0 22.0 22.0 COMMUNITY SERVICES (Transportation)
Management Analyst I/II 1.0
Paratransit Assistant 1.0
Paratransit Driver 2.0 2.0 2.0 2.0 2.0
Paratransit Driver Leadworker 1.0 1.0 1.0 1.0 1.0
Project Manager I/II 2.0 2.0 2.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 7.0 5.0 5.0 5.0 5.0
RENT CONTROL
Administrative Aide 3.0 3.0 3.0 3.0 3.0
Assistant Admin Analyst 1.0 1.0 1.0 1.0 1.0
Deputy Director Rent Program 1.0 1.0 1.0 1.0 1.0
Executive Director Rent Program 1.0 1.0 1.0 1.0 1.0
Hearing Examiner Rent Program 1.0 1.0 1.0 1.0 1.0
Rent Board General Counsel 1.0 1.0 1.0 1.0
Rent Program Analyst I/II 3.0 2.0 2.0 2.0 2.0
Senior Management Analyst 1.0 1.0 1.0 1.0
Staff Attorney Rent Program 2.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents(FTEs) 12.0 12.0 12.0 12.0 12.0 GRAND TOTAL ALL DEPARTMENTS 680.0 693.2 706.2 706.1 706.1 7 of 8Page 1291 of 1303
Mulit-Year Position Listing
Proposed Draft Budget FY2022-2023
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
8 of 8Page 1292 of 1303
May 3, 2022
City Manager's Office
DATE: May 3, 2022
TO: Mayor Butt and Members of the City Council
FROM:
Shasa Curl, City Manager
LaShonda White, Interim Director of Library and
Community Services
Samantha Carr, Environmental Manager
SUBJECT:
Update on Cost Recovery and Revenue Enhancement
and Options for Long-Term Fiscal Sustainability
FINANCIAL IMPACT: There is no financial impact from receiving this presentation; however, implementation of strategies
would generate revenue for the City.
PREVIOUS COUNCIL
ACTION:
December 17, 2019
February 4, 2020
June 7, 2021
June 27, 2021
STATEMENT OF THE
ISSUE:
City staff members are providing an update regarding
revenue enhancement options to City Council and the
community on progress to date and receiving input from
City Council.
RECOMMENDED ACTION: RECEIVE an update on the Cost Recovery and Revenue Enhancement tracking document and Options for Long-
term Fiscal Sustainability; and PROVIDE input to City
staff – City Manager’s Office (Shasa Curl/LaShonda
White 620-6512). This item was continued from the
April 26, 2022, meeting.
DISCUSSION:
In recent years, many budget decisions were made to meet the primary goal of preservation which necessitated the deferral of investments in staff, capital maintenance needs, long-term liabilities, and other outstanding needs. As the City of Richmond works towards the goal of fiscal sustainability and health, a list has been compiled of Cost AGENDA
REPORT
May 3, 2022
Recovery and Revenue Enhancement opportunities. City staff reviewed past City Council meetings and documents to develop a list of proposed revenue enhancement and cost-recovery measures to explore. The list is comprised of recommendations from the Mayor, Councilmembers, Adopted Strategic Priorities, Management Partners, and the California Municipal Revenue Sources Handbook. In early 2020, a document was created to clearly outline and track the staff members assigned to the measures, estimated implementation time, feasibility, and progress of the proposed measures. The document is updated quarterly, and new strategies are added as opportunities become available such as the CARES Act and the American Rescue Plan Act (Attachment 1).
Options to Create Long-Term Fiscal Sustainability
In November 2020, the City Council authorized an agreement for outside specialists, Management Partners, to review Richmond-specific circumstances and gather best practices from around the country that might be good options for Richmond to consider.
On June 27, 2021, Management Partners presented a list of budget strategies incorporating a mix of revenue enhancements, expenditure controls and cost shifts, service delivery alternatives, and service level reductions typically considered by other communities in addressing a fiscal gap and which were estimated to be reasonable options for Richmond (Attachment 2).
During that meeting, City staff presented a sample evaluation methodology that the City Council could consider using to evaluate the impact and potential success that each identified strategy might have in Richmond. The model considered potential fiscal impact, ease of implementation factors, and personal preference as criteria in assisting each councilmember in evaluating strategies. For various reasons, the evaluation method was not utilized by Councilmembers; however, City staff did receive informative feedback and questions regarding revenue and expenditure-related items.
The purpose of the feedback was to aid Management Partners in the development of a Fiscal Sustainability Plan (Plan). The Plan will identify the following information for each strategy: description and rationale, estimated fiscal impact, potential for success using an evaluation matrix based on fiscal impact and implementation factors, implementation schedule (short- vs. long-term), and any one-time costs for implementation.
In an effort to complete the draft Plan, it was determined that: (1) the focus would be placed on just the revenue generation items listed in Table A below; (2) City staff would incorporate those revenue items into the Cost Recovery and Revenue Generation Tracking document; and (3) each department director would analyze and rank each revenue option based on factors such as potential fiscal impact and ease of implementation. Table A below not only lists the twelve (12) revenue options recommended by Management Partners, but also lists them in order of priority based on cumulative scoring by department directors for the City Council’s consideration.
May 3, 2022
Table A
Revenue Enhancement Options
(Per Management Partners)
Estimates
(Per Management
Partners)
Overall Ranking
(Per City
Directors)
Implement a vacant parcel tax High ($2 million) 1
Institute parcel tax for library services High ($5.6 million) 2 Raise the utility users tax rates by 1% High ($4 million) 3 Increase transient occupancy tax to 10% Low ($300,000) 4 Renegotiate ECIA with Chevron High ($9 million) 5
Increase real property transfer tax by 20% High ($1.6 million) 6 Conduct an asset inventory and lease surplus
properties High ($1 million) 7
Increase cost recovery on planning, building
services Medium ($700,000) 8
Redevelop Port Land for alternative revenue-
generating uses High ($1 million) 9
Create neighborhood improvement
district/community facilities district High ($1 million) 10 Increase cost recovery on recreation services High ($1 million) 11 Use surplus properties to provide open spaces
for development opportunities Low ($100,000) 12
The expenditure-related strategies presented on June 27, 2021, as part of Management Partners presentation are also listed in Attachment 2. However, these items were not ranked by City staff members and will require an additional deeper discussion with City Council, City staff members, and stakeholders before determining proposed next steps.
City staff members are providing an update to City Council and the community on progress to date and receiving input from City Council.
Next Steps
Richmond City staff members will continue to pursue feasible measures listed in the tracking document and incorporate input from City Council. Management Partners will incorporate the feedback received from tonight’s meeting, as well as feedback from other stakeholders including City unions, and will perform a detailed analysis of strategies offering the greatest potential for reducing the City’s fiscal challenges in the form of a memorandum that will serve as the basis for a draft Plan. The draft Plan will be presented to City Council and City staff in June 2022, to provide an opportunity for additional feedback prior to presenting a final Plan for adoption in or before July 2022.
DOCUMENTS ATTACHED:
Attachment 1 – Cost Recovery and Revenue Enhancement Tracking Document Attachment 2 – Options for Fiscal Sustainability (Management Partners)
# Revenue Opportunity Description
Feasibility
(Yes, No, or Not
at this time-low
priority)
Short (6 months or less)
Medium ( 7 months-1.5
years)
Long (+1.5 year)
Implementation Time
Frame Estimated Revenue Generation
Status
(Completed, In-progress,
Exploratory, Not at this
Time) Next Steps
Accomplishments
Lead Staff Member and Department* (City Attorney's office will advise all departments on legal requirements of various items)
1 I Heart Richmond Campaign/Solid
Waste Collection Franchise Fee -
General Fund Revenue
The City has a solid waste collection franchise agreement with the solid waste hauler, Republic Services. The agreement includes a payme nt to the city called a Franchise Fee. Yes Medium Approximately 1.5 mill ion annually. COMPLETED *I Heart Richmond interdepartmental clean-up team is in action *Litter Fee Nexus Study Completed.
*7/23/19 - City Council Status Update Presentation.
*12/17/19 - City Council Presentation and Approval.
*3/10/20 - Received signed documents from Republic Services. *3/10/20 - Receiving new payment amount from RS.
*5/5/2020 - City Council approved I Heart Richmond budget and a ppropriation. *Currently being implemented for FY 20-21
*FY 21-22 Budget approved and currently being implemented for F Y 21-22 *12/1/21 Hosted pre meeting with PW and CD dept heads to discus s Clean-up Plan *FY 22-23 Budget Drafted
*LEAD: Shasa Curl- City Manager's Office
*Samantha Carr- CMO Economic Development, Environmental and Hea lth Initiatives Division *James Atencio- City Attorney's Office
2 PG&E Franchise Fee -
General Fund
The City has had franchise agreements with PG&E since 1958 that renew on 20 year terms. Per the terms of the franchise agreement, one year before the 20-year renewal date in May of 2018, the City submitted a formal request to PG&E to adjust franchise fee to levels commen surate with other cities served by PG&E (Electricity from .5% to 2%, Gas from 1% to 2%).
PG&E ultimately did not agree with the City’s request, and submitted two responses. Per the terms of the franchise agreement, both parti es have the right to request to enter arbitration to settle proposed changes in the franchise fee payments. To that end, PG&E has recommended that the parties utilize JAMS arbitration services. Yes Long Projected ~$1 M to $2M million annually. I n-progress *The parties have been assigned to The Honorable Richard Silver, a retired Judge.
*The parties are currently in arbitration.
*Worked with PG&E staff for 12 months to seek resolution to the City's franchise fee request and filed notice of claims (complaint).
*Initial depositions have been taken by both parties.
*Contract amended and approved by City Council to increase cont ract amount from $25,000 to $100,000
*Additional expert witness depositions completed.
*LEAD: Shasa Curl- City Manager's Office
*Bruce Soublet- City Attorney's Office
*Samantha Carr- CMO Economic Development, Environmental and Hea lth Initiatives Division 3 Stormwater Fee -
Stormwater Fund
Description from 12/17/19 City Council Item: Last year, our sto rmwater account ran a $513,765 deficit. In 2017, SB 231 was signed by t he governor, verifying that a stormwater fee is not subject to a P roposition 218 vote. However, SB 231 will likely be challenged as unconstitutional so cities are wary of relying on it until the threatened litiga tion is resolved.
Stormwater Fee increase would need to be approved by property owners following a mail-in ballot process. Yes Long
City currently collects $1.8M in Stormwater
fees, at a minimum, an additional $2.2M is
needed to fully fund the Stormwater Fund. Exploratory
*The WRR division is currently updating and finalizing the Stor m Drain Master Plan to determine the capital cost of repair/repla ce the storm infrastructure. Subsequently, a study is necessary t o determine what revenue is required to operate the storm water system and recommend a fee structure to pay for it, similar to the fee study recently completed for wastewater. Thereafter, the fee must be placed on ballot for the public to vote in order to ado pt the fee increase. Finance will provide support to Department as
needed.
*WRR looking into option to put on November 2022 Ballot *The City would need to hire a consultant to conduct a comprehensive Fee Study, with an anticipated cost of approximately $100k, to determine the ra te of increase that would fully fund the Stormwater program and which is also viable. *LEAD: Mary Phelps - Public Works
*Delmy Cueller- Internal Services, Finance
*James Atencio - City Attorney's Office
4 Maintenance Districts -
Special District Fund
Description from 12/17/19 City Council Item: Both Marina Bay an d Hilltop have very successful landscape maintenance districts, and as a result, have street and park landscaping that is a significant improvem ent compared to the rest of Richmond. We could divide the rest of R ichmond into landscape districts that would provide sufficient revenue to actually maintain that infrastructure.
Not at this time-
Low priority Long
Revenue generated will be commensurate
with the district expenses and City share. Not at this Time *Retain a consultant to prepare a plan for location and operati ng costs of maintenance districts, at an estimated cost of $30k - $35k. Once approved by the City Council, follow the procedure to assess fees and conduct a protest vote.
*One possibility is a city-wide district that includes everything but Hilltop and Marina Bay.
*Finance will provide support to Department as needed. *Cost est imates for consultant and preliminary staff discussion has comm enced. *LEAD: Joe Leach- Public Works
*Delmy Cueller- Internal Services, Finance
*James Atencio - City Attorney's Office
5 Cost Recovery for Public Safety
Responses Ordinance -
General Fund
Work with the City Attorney's Office to establish an ordinance allowing public safety to recoup expenses related to response services f or non- Richmond tax paying customers (e.g., vehicle accidents) and subrogation. Also, the ordinance shall allow for penalty/fee to be charged for Richmond tax paying residents engaged in illegal activity ( e.g., DUI accidents, grow houses) Yes Medium
Annual revenue generation for illegal
marijuana grows: $100,000 per year.
Additional revenue generation unknown at
this time. In-progress
*Work with the City Attorney's Office - in current consultation with City Attorney's office for exemplar policies/practices from oth er jurisdictions applicable to Richmond.
*Staff are compiling information from other police departments on how they conduct cost recovery and what they charge. Estimated revenue generated for DUI’s will be provided once the fees are understood.
*Interim Chief Smith to follow-up with the Attorney's Office on the draft ordinance regarding cost recovery of vehicle accidents an d DUIs. Consult with other Fire Departments on cost, data, how recovered, etc.
*City Council approved first reading of cost recovery ordinance on Oct. 20, 2020. Once the ordinance is finalized PD will be able to recover costs ass ociated with illegal marijuana grows.
*Ordinance approved on 11/10/20
*LEAD: Acting Chief Tirona, Richmond Police Department
*Julie Viray, Richmond Fire Department
*Laura Marquez- Internal Services, Human Resources
*Bruce Soublet- City Attorney's Office
6 Code Enforcement Fees -
General Fund
Description from 12/17/19 City Council Item: Code enforcement i s supposed to be self-supporting, but it is not. We just allocate d over $2 million from the FY 2018-19 year end surplus to backfill a Code Enforcement negative balance. Restructuring Code Enforcement fi scal management and fee structure could result in eliminating the ne gative
balances.
Yes Short ~$1-2 Million annually. I n-progress
*Explore potential fee increases for services to ensure a great er percentage of cost recovery. Fee study to be completed between May 2020 and March 2021.
*Prioritizing revenue enhancements in community development based on the amount of potential revenue enhancements.
*Cost recovery for Code Enforcement in FY 19-20 was 47.5 percent. FY 20-21 goal to begin moving to 100 percent cost recovery over a term of approximately 2-3 years (60 percent in FY 20-21, 80 percent in FY 21-22, and 100 percent in FY 22-23). *1 Code Enforcement Officer is now funded by Community Developm ent Dept *Vacant building survey round 1 completed - additional building s identified to register.
Round 2 completed.
*Staff is issuing Notice of Violations, Administrative Citation s and facilitating Administ rative Appeal Hearings for those vacant properties that were cited. Code Enforcement has issued 116 Administrative Citations , 4 Abatement Warrants and conducted 34 Administrative Hearings.
*In 2021 Code Enforcement issued 224 Administrative Citations a nd invoiced citations in the amount of $193,280; issued 16 cannabis business permits and collected cannabis fees in the amount of $152,300. Conducted 18 Administr ative Hearings and issued 6 Abatement Warrants.
*In 2021 Code Enforcement issued 69 Vacant Structure Notices; 5 38 Notice of Violations and 311 Vehicle Abatement Notices.
*Code Enforcement will be assisting with Rental Inspection Program enforcement of non-responsive and non-compliant landlords.
*LEAD: Eva Mann - Community Development, Code Enforcement Divis ion *Maggie Choi- Community Development, Building Division
*Shannon Moore- City Attorney's Office
Proposed Revenue Generation and Cost Recovery Tracking DocumentSupports Strategic Priority 1A FEE
ADMINISTRATIVE PRACTICE 1Page 1296 of 1303
7 Business License Enforcement -
General Fund
Description from 12/17/19 City Council Item: It is also widely agreed that a large number of businesses are operating without a business l icense (actually a tax). Enforcement is lax. This is especially proble matic because entering a business license into the city’s database (e trakit) is the gateway to putting the business and building on the city’s radar for other fees, such as fire inspections, grease trap inspections a nd rent control fees. We need to find a way to bring these businesses a nd buildings into the system for fees and taxes.
Description from 12/17/19 City Council Item: It is well known that a large number of cannabis-related businesses are operating without a l icense, are unregulated, and are not paying taxes and fees. We need to find a way to bring these businesses and buildings into the system for fees and taxes. (cannabis tax included in sales tax).
The Business License Division has been significantly understaff ed for several years. The City is currently recruiting for the Busines s License Specialist position and it is expected that we will finally have two full time positions staffing the cashier window and processing business l icense.
With renewed continuity, staff will be able follow up more quickly on any issues and follow up more diligently on delinquent accounts.
Conduct enforcement of business licenses, code enforcement for Yes Short ~$250,000 additional annually. In-progress *Find a way to tighten up enforcement. Investigate other cities for best practices. Consider hiring a full-time enforcement officer who drives around checking buildings and uses online resources like Craigslist to locate unlicensed businesses.
*Research improving accuracy of eTRAKIT.
*Recent inquiries by revealed that several addresses without business licenses appeared to be vacant, but the City is not enforcing RMC 6.38. The excuse is that staffing is insufficient , but RMC 6.38 allows a fee to pay for staffing.
*Measure U, approved by the voters in November 2020, includes language that, when implemented, will help staff with the collection of unpaid business license tax
*Finalizing five Administrative Rulings to help with the implementation of the Measure U Ordinance
Hired:
P/T Temp
- 3 Cashiers
- 1 Accounting Assistants
- 3 Student Interns
Full time
- 1 Business License Field Investigator( tentative start date 5 /2)
Collected:
Through 4/7/22, $2.8M which corresponds to 35.6% of the Business Tax Budgeted amount for FY2021-22
*LEAD: Anil Comelo- Internal Services
*Sue Hartman- Internal Services, Information Technology *Gabino Arredondo- CMO Economic Development, Economic Developme nt *Antonio Banuelos - Internal Services, Finance
*Eva Mann/Maggie Choi - Community Development, Code Enforcement Division/Building Division
*James Atencio- City Attorney's Office
8 Point of Sales Transactions -
General Fund
Some businesses are NOT identifying the City of Richmond as the Point of Sale (POS) for their transactions and instead are using the address for their main office/headquarters.
Larger businesses often have different offices in different cit ies. The sales tax generated by their sales department gets allocated to the city where the sales department is located. Yes Medium
Revenue generated will vary on a case by
case basis. In-progress
- Additionally, staff needs to Identify business in Richmond th at have more than one location where the other location might hold the sales office. In these cases, the sales tax goes to the Cit y where the sale is occurring and not to Richmond. Once a list ha s been created, staff will have a better understanding of the revenue that could be generated.
- If their sales office is in Richmond, this is simple and an u pdate in their paperwork is all that is needed. If their sales office is not in Richmond, convince them to move their sales office to Richmond.
- Contracted with Avenue Insights & Analytics (City's Sales Tax Consultants, previously MuniServices). Includes a geo audit component. They identify ac tual location of all businesses and work with the State and the business in correcting any location discrepancies. So if a business is in Richmond, but claiming a different location, they assist in correcting the error.
*LEAD: Anil Comelo- CMO Internal Services
*Antonio Banuelos/Delmy Cueller - Internal Services, Finance Di vision *Eva Mann/Maggie Choi - Community Development, Code Enforcement Division/Building Division
*Shannon Moore- City Attorney's Office
9 Collection of outstanding funding
from CCTA for R-transit, Paratransit
Program - General Fund
Collect funding for Paratransit services from CCTA and address GF subsidizing Paratransit funding. Yes Short
R-Transit received ~1.72 million in FY 19-
20 and ~$1.16 million in FY 20-21 in
outstanding revenue from CCTA once R-
transit-related documents were received In-progress
*On schedule to received FY 21/22 reimbursement funding from CCTA by end of fiscal year.
*Staff will continue to and apply for state and regional agency funding to support services.
*CCTA has paid the City all past due amounts through FY 20/21. *Reimbursement funding totaling $526,304 up to FY 19/20 was received on 5/11/20. *To support the longevity of the Paratransit service, the ECIA Committee approved $1m every year from ECIA Transportation funds to support senior and disabled transportation services under the paratransit program. It is th e department's intent that Paratransit will no longer have to rely on the General Fund to subsidize services. Staff continues to monitor Paratransit's budget and will proactively discuss any GF subsidy needs with Finance/CM and Council.
*LYFT program has helped to offset costs.
*LEAD: Lori Reese-Brown - Library and Community Services, Transportation Division *Anil Comelo/Delmy Cueller - Internal Services, Finance 10 Analyze potential revenues and
expenditures for Kids First. Include
research on ballot measure that
caps expenditure obligations and
expanding Real Estate transfer tax
percentage and applicable sale
amount -
General Fund
Description from December 17, 2019 City Council item: $25,000 approved by City council to analyze potential revenues and expe nditures for Kids First
Description from 12/17/19 City Council Item: Ballot Measure - K ids First is projected to start running a multi-million dollar deficit in FY 2022-2023, if not sooner. A ballot measure to cap expenditures based on re venue could insure there would be no deficit.
Description from 12/17/19 City Council Item: Ballot Measure for Real Estate Transfer Tax Revision - The Kids First measure applied t o sales only over a million dollars, and it is generating less than anticipated. The tax could be both increased and applied to sales under $1 million. Yes Medium Depending on the outcomes of the
research, the goal could be to increase
revenue to further offset or fully cover the
1%, 2% and 3% allocation of the Fund
AND/OR to reduce the allocation to a % or
dollar amount that is deemed more
feasible. If revenue enhancement is
decided upon, then initial revenue
estimates vary depending on what
changes are made to the revenue sources.
If we made additional changes to the
documentary transfer tax structure the
increased revenue could average ~ $1
million annually. However, it is important to
note that actual annual revenue could vary
due to the fact that this revenue source is
volatile and unpredictable. Exploratory
*Staff needs to complete the research and analysis and bring before City Council for consideration and decision, viable opti ons for moving forward.
*Finance staff will work with other departments such as the CAO to analyze the potential for revenue tax measures for future ba llot initiatives.
*As appropriate, RDCY staff will also work with the Mayor/staff, and/or convene and/or participate in meetings with stakeholders to discuss various options and changes to language included in Measures E & K.
*Staff will utilize existing resources such as
http://www.californiacityfinance.com/PropTransfTaxRates.pdf to learn more about transfer taxes in other cities. Many Bay Area cities charge far more than Richmond, including El Cerrito, Alameda, Albany, Emeryville, Hayward and Oakland. *Staff need to determine, at a minimum, what would be required to meet Kids First obligations, but look at further increases along the line s of other Bay Area cities.
*An RFP for a consultant to help staff analyze potential expend iture and revenue options was developed; however, the RFP was never released. *Finance staff came up with preliminary revenue estimates based on various scenarios for changes to the documentary transfer tax.
*In 2021, staff gathered information to determine which upcomin g election an amendment to Measures E&K could feasibly be placed on (i.e. Nov ember 2021 or later).
*LEAD: Anil Comelo- Internal Services
*Antonio Banuelos/Delmy Cueller - CMO Internal Services, Financ e Division *LaShonda White/Patrick Seals- CMO Internal Services, Children and Youth Division (RDCY) *James Atencio- City Attorney's Office
11 Creation of Community Facilities
District (CFD) -
Special District Fund
A CFD may provide for the purchase, construction, expansion, or rehabilitation of any real or other tangible property with an estimated useful life of at least five years. A CFD may also finance the costs of planning, design, engineering, and consultants involved in the construction of improvements or formation of the CFD. Formation of a CFD authorizes a public agency to levy a special tax on all tax able property within the CFD in the manner prescribed in the formation documents. Yes Long
Revenue generated will be commensurate
with the district expenses and City share. Exploratory
*CFD formation for Point Molate contemplated in DDA & DA *Campus Bay is still being studied by Development team
*Hire a consultant to perform a comprehensive CFD formation study, at a cost of about $100k.
*Staff Training held on July 28, 2020 by Economic Development a nd Holland & Knight *BAE Urban Economic assisted the City in evaluation of a CFD fo r Point Molate *Council executed a Development Agreement with a contemplated C FD for Point Molate
*Staff attended CDIAC webinar:
https://www.treasurer.ca.gov/cdiac/webinars/2020/20201110/description.asp * LEAD: Joe Leach- Public Works
*Tawfic Halaby- Public Works, Engineering and CIP Division *James Atencio - City Attorney's Office
12 Creation of Enhanced Infrastructure
Finance District (EIFD) -
Special District Fund
EIFDs are a new governmental entity; created by a city, county, special district (or a combination of the three) that funds the constru ction, improvement, or rehabilitation of a defined area. A unique feature of EIFDs is that the defined areas of an EIFD do not have to be co ntiguous; meaning cities, counties, and special districts that are separa ted geographically but share a common infrastructure goal (say a ma jor arterial highway) can still form an EIFD together. EIFDs can also fund the on-going maintenance associated with the newly formed district.
May defer tax increment from general fund. Yes Medium
Revenue generated will be commensurate
with the district expenses and City share. Not at this Time *Obtain training for staff June/July 2020.
*Following training, staff will study if deferment of resources (through tax increment) from General Fund to determine if it would generate new revenues or not (Fall 2020).
*Hire a consultant to perform a comprehensive EIFD study, at an anticipated cost of $100k.
*Potential EIFD was considered for Point Molate, but CC did not like that EIFD would defer tax increment from General Fund. CFD was preferred over EIFD. No additional work needed.
*LEAD: Joe Leach- Public Works
*James Atencio- City Attorney's Office
2Page 1297 of 1303
13 Building Permits - Cost Recovery
Planning & Building Fund
Description from 12/17/19 City Council Item: It is widely agreed that a lot of construction happens in Richmond without a permit. Enforceme nt is lax. The penalty described in 6.02.180 (D) 2 is only double the permit fee, which has not proven to be a strong motivation for people build ing projects to apply for and secure a permit:
“Fee. An investigation fee, in addition to the permit fee, shal l be collected whether or not a permit is then or subsequently issued. The investigation fee shall be equal to the amount of the permit fee required by this chapter. The minimum investigation fee shall be the same as the minimum fee set forth in the City's adopted fee schedule.”
This is not enough to discourage cheating. The California Build ing Code allows a fee for constructing without a permit, “subject to a f ee established by the building official” (109.5). It was suggested that the penalty should be a minimum of $1,000 and could be as much as f ive times the normal building permit fee. We also need to greatly i mprove the detection and follow-up on non-permitted construction. Yes Short Estimated investigation fee revenue:
$518,242.23/year.
6 unpermitted projects identified since
August 20, 2020.
Any additional annual generation
estimation unknown at this time. COMPLETED
*Find a way to be more proactive in finding projects without permits.
*Using the City website, make it easy for someone to report an unpermitted project.
*Ordinance No. 06-20 N.S. formally adopted the 2019 Edition of the California Building Standards Codes with our local amendments. Ordinance No. 06-20 N.S. was adopted by Council on 3/3/20. It was subsequently filed with and just recently accepted by the CA Building Standards Commission (CBSC). Only the proposed Ener gy Code Amendments are awaiting approval by the CA Energy Commission. *One of our local amendments establishes an investigation fee f or work without a permit. Below is an excerpt of the related code language:
“…Investigation fee for work without permit. Whenever any work for which a permit is required has been commenced without first obtaining said permit , an investigation shall be made before a permit may be issued for such work. An investi gation fee, in addition to the permit fee, shall be collected whether or not a permit i s then or subsequently issued. The investigation fee shall be equal to three times the permit fee as set forth in the City’s adopted fee schedule…”
*Investigation fee has been formally established within the Cit y Master Fee Schedule effective 08/20/2020 and is now being utilized & collected when work for which a permit is required has been started without first obtaining the permit . *Fee has now been assessed in 60 cases since 8/20/2020 to date with more anticipated as violations are discovered. Continuing to assess fee as cases are being addressed.
*LEAD: Chris Castanchoa - Community Development, Building Divis ion Maggie Choi- Community Development, Building Division
*Lina Velasco - Community Development, Building Division *Stephanie Vollmer- City Attorney's Office
14 Cannabis Business License
Enforcement -
General Fund and Cost Recovery
Planning & Building Fund
Description from 12/17/19 City Council Item: It is well known that a large number of cannabis-related businesses are operating without a l icense, are unregulated, and are not paying taxes and fees. We need to find a way to bring these businesses and buildings into the system for fees and taxes. (cannabis tax included in sales tax).
Identify businesses delivering cannabis in Richmond and ensure they are registered for a business license
Draft cannabis equity ordinance to increase the revenue generat ed from licenses Yes Short ~$100,000 to $1,000,000 annually. In-progress *Follow-up on Notices and invoices
*RFP and hire auditor for Marijuana Business Audits to review records from marijuana businesses to determine if they have pai d the correct amounts.
*Code Enforcement will be assisting with Cannabis Business Perm it oversight. *The contract with Silver and Wright was approved by City Council on 10/20/2020. *RMC was updated to implement a comprehensive cost recovery pro gram was approved on 10/20/2020.
*Cannabis Business Permit Application and Notice of Violation c reated and invoices sent to the 13 Cannabis businesses.
*5 Cannabis Business Operating Permits have been obtained to da te. 8 Cannabis operators are completing departmental approval process. Code En forcement is working in tandem with Silver & Wright on cannabis enforcement process. *In 2021, 16 Cannabis businesses permits applications were appr oved and $152,300 in cannabis fees collected.
*Enforcement is currently being conducted against 4 unpermitted cannabis businesses operating in the City.
*LEAD: Eva Mann- Community Development, Code Enforcement and Bu ilding Division *Chris Castanchoa/Lina Velasco- Community Development, Building Division *Acting Chief Tirona, Richmond Police Department
*Julie Viray- Richmond Fire Department
15 Engineering Cost Recovery Ensure fees cover city costs. Yes Shor t Unknown at this time. In-progress *Update street vacant application and fee structure to include applicant providing all document such as Title Report and surve y. *Staff is working with Willdan Financial in reviewing actual co sts to provide City services and comparing to the corresponding fees.
*Updated Master Fee schedule will be with updated fees will be presented to City Council in November 2020. *LEAD: Joe Leach- Public Works 16 Port to be 100% Occupied -
Port Fund
Strategic Priority 1A: Port properties are 95% occupied. Increase occupancy to 100% to generate additional revenue. Yes Long ~$500,000 - $1,000,000 annually.
(Terminal 3 ~$36,500 per month+revenue
share once tenant improvements are
finalized)
(Alcatraz ~$16,000 per month ) In-progress
*98% occupied.
*Find tenants for the Cafeteria Building.
*Alcatraz Cruise lease was executed on 10/15/2021, which will generate $15,000 per month in revenue
*Point San Pablo Harbour lease executed on 06/01/2021, which will generate $700 per month in revenue
*Northland Nautical lease executed on 04/01/2021, a non-profit *LEAD: Lizeht Zepeda - CMO Economic Development, Port of Richmo nd *Shasa Curl - City Manager's Office
*Shane Johnson - CMO Economic Development, Port of Richmond *Lilia Corral - CMO Economic Development, Port of Richmond *James Atencio - City Attorney
17 Late Fees - Various Funds
Description from 12/17/19 City Council Item: Employees are conc erned that some departments are not collecting late fees. We need to review this and fix it if that is true.
Currently late fees are collected for Rent Control, Fire Depart ment, and Code Enforcement.
Identify late fees associated with City leases Yes Short Total: $170,000
Permit Trak - $55,000
ProjectTrak - $100,000
Munis Invoices - $15,000
Note: Ideally this would not be a revenue
generator but rather a deterrent and
customers would pay their invoices on
time. In-progress
*More effective enforcement and need to determine which departments/division have late fees.
*For Business License, staff started collecting late fees effec tive with the late October 2020 renewal notices. Late fee rates for Business License are 10% for the first 30 days of delinquency, 25% for 31 to 60 days. For items aged past 60 days and unpaid in June/July, can potentially be transferred to Contra Costa Property tax Bills for collections.
*Need to see if feasible for Engineering. In the past, we have not charged late fees for those departments because the items were paid at time of issuance. Additionally, we are looking at implementing interest charges for unpaid invoices and other unpaid items.
This issue for the PD is null and void as the fees related to marijuana inspections will be collected at the time of permitting. *Community Development determined that late fees are not applic able to planning applications and building permits.
*LEAD: Antonio Banuelos- Internal Services, Finance
*Acting Chief Tirona- Richmond Police Department
*Lina Velasco- Community Development
*Delmy Cueller/Anil Comelo- Internal Services, Finance
18 Review/Streamline process for
payments and scheduling
appointments - Various Funds
Streamline entire payment process for business fees, permit, an d fines to be payable online or on phone. Walk through entire process from how to find link to making the payment to ensure process is clear. Yes S hort Fire Dept Est Revenue is $900K Exploratory *Make online payment options more user friendly.
*Redirect calls to staff remotely, including cell phones (due t o ongoing complaints from residents not being able to reach staff )
*Measure U Team exploring software needs for new business license system.
*Departments have confirmed that with the exception of payments by cash (needing to be made at the cashier window), all other payment processes can be made either online, over the phone, or by mail.
*Phone numbers and TRAKiT number on invoice.
ALL DEPARTMENTS
*LEAD: Anil Comelo- Internal Services
*Sue Hartman- Internal Services, Information Technology *Julie Viray, Richmond Fire Department
*Acting Chief Tirona, Richmond Police Department
*Delmy Cueller, Internal Services, Finance
19 Contract to conduct comprehensive
review and study of all city impact
and development fees - Various
Funds
Strategic Priority 1A: Contract to conduct comprehensive review and study of all city impact and development fees to update and/or adopt Master Fee Schedule. Yes Short
Additional revenue will close the gap
between current fee and current cost in
providing various services. In-progress
*Draft User Fee and Impact Fee Report has been submitted to the City. Finance will bring to Council for approval of recommendations in May 2021. Report will highlight actual City cost to provide services, the recommended fee, the change from the old fee, and the subsidy amount, if any. This analysis will help the city to more accurately adjust fee to capture full amount a nd identify areas where the City is subsidizing certain services.
Additionally, in certain departments, this will provide a path towards gradually increasing rates over a few years to fully capture the cost of the services.
Consultant is working with Public Works in finalizing Impact Fe e Section of the study and will be submitted dto Council for adoption in the next few weeks.
In addition to Impact Fees, will return with updates to Fire fees, Recreation fees, and Public Works fees.
*RFP released in April 2019 for studies.
*Contract awarded in June 2019.
Updated fees have been submitted and approved by City Council i n parts:
Adopted in March 2022 include fees for GIS, Police, and Transpo rtation, *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo - Internal Services, Finance * Dave Aleshire- City Attorney's Office
*ALL CITY DEPARTMENTS
3Page 1298 of 1303
20 Richmond Economic Development
Action Plan. Develop and Implement
Short, Medium, Long term economic development strategies for Richmond. Yes Medium
Unknown at this time and cannot be
estimated. In-progress
*Finish interviews with City Council
*Bring EDAP to City Council for adoption
*Completed RFQ to solicit a consultant.
*Five RFQ responses submitted.
*Consultant chosen: HR&A Advisors.
*Contract with HR&A was approved by Council on 10/6.
*Completed data request from HR&A
*Presentation at Economic Development Commission 12/9
*Meeting with HR&A in January 14th and January 19th
*HR&A Presentation to EDC 2/10/21 and MLT on 3/3/21
*HR&A Presentation to City Council on Final STRLAP on 6/22/21 *HR&A Presentation to EDC on draft RBIAS on 7/14
*Applied for Community Navigator Program Grant due 7/22- Did no t get awarded *EDAP and RBIAS drafted
*ED working group meeting regularly
*Working on Blue dot contract
*Working on Buy local campaign
*LEAD: *Thomas Omolo- CMO Economic Development, Economic Develo pment Division *Lizeht Zepeda- CMO Economic Development, Economic Development Division *James Atencio- City Attorney's Office
21 Asset Management Advisor
Description from February 4, 2020 City Council Meeting: $19 mil lion in LAIF (Local Agency Investment Fund) fund at approximately under 2%.
How can the city get a higher rate of return? The city has a very low risk tolerance and needs to be extremely careful and act within the Council- adopted policies. There are multiple examples of minor changes (for instance changing the mix of funds in certain treasuries or bon ds compared to simply letting everything sit in a LAIF account) ma ke significant differences in returns on investment, especially ov er time. Yes Short TBD In-progress *Reach out to brokers to evaluation potential investment opportunities.
*RFP prepared and issued.
*City Council approved a list of brokers on 9/22/2020.
*LEAD: Delmy Cueller- Internal Services, Finance
*Anil Comelo - Internal Services
22 Send survey to City staff requesting
their revenue generation ideas and
input
Send 1-3 questions max online survey to all city staff requesti ng their revenue generation ideas. Staff have option to submit recommend ations anonymously. Yes Short N/A In-progress *CMO-ED provide draft to HR f or review and dissemination *Draft survey prepared. *LEAD: Anil Comelo- CMO Internal Services, Human Resources *Sue Hartman- Inernal Services, Information Technology
23 Bond Financing: Civic Center,
Wastewater, and Port Potrero,
Successor Agency and Pension
Obligation Bond
Strategic Priority 1C and mentioned at 5/7/19 City Council Meeting:
Refinance Wastewater bonds to hopefully remove the Swap and obt ain additional funds for projects. Refinance Civic Center Bond and Port Potrero.
1) Lower the risk of the Wastewater bond portfolio by refunding 2008A bonds and associated swap termination.
2) Refund Lease Revenue Civic Center and Point Potrero Project bonds. 3) The City presented a recommendation to refund two outstanding bonds to City Council on 9/15/2020.
4)The City will also work on refunding the Pension Obligation bond. Yes Short ~$200,000; for Successor Agency: Per
City Council Agenda 9.15.2020 the
estimated saving for Successor Agency
refunding bonds is $13.3 million gross debt
service savings or $5.8 million Net Present
Value. Exploratory
*Exploratory- 2nd round
*Analyze additional refinancing options as appropriate based on market conditions.
*Completed first round of refinancing options for Civic Center, Waste Water, Point Potrero and Successor Agency.
*As of May 4, 2022, the City is currently working to refinance the Pension Obligation Bond.
*LEAD: Anil Comelo- Internal Services
*Delmy Cuellar - Internal Services, Finance
*Lina Velasco- Community Development
*Dave Aleshire, City Attorney's Office
24 Complete records retention review
and consolidation
Consolidated records and files to remove what is not needed or can be destroyed to decrease the city's cost for storage. Yes Short Unkno wn at this time. In-progress *City staff clean-up files and consolidate files. Remove files no longer needed or required.
*In process, impacted by COVID-19
*Refer to the retention schedule to destroy files
*Email sent to staff to clean up files and records storage. *This is an ongoing effort, and due to COVID-19, the process is slower than expected.
Many departments have started with on-site storage in order to make room to request off-site storage.
*Follow-up email sent October 21, 2020.
*Ongoing process - 4-7-22 update: Departments are submitting destruction of records forms pursuant to the retention schedule. *LEAD: Pamela Christi an- City Clerk's Office 25 City Asset Repositioning Plan
One-time funding
Develop plan and assest inventory to reposition or lease City o f Richmond surplus property and market opportunity sites. Develop lease administration plan. Yes Medium
Estimated by Management Partners at
$1,000,000. Once properties are
appraised, will have a sharper idea of
revenue In-progress
*Project pending the hire of additional staff in Housing divisi on (Housing Manager)
*Develop criteria
*Identify "sliver" parcel suitable for disposition to adjacent property owner, and contact to begin negotiations for dispositi on *Send a “Notice of Availability” for a 60-day period to interested local entities and affordable housing developers who are on HCD site of all surplus properties at one time.
*Retaining a broker(s) to assist with determining assessed valu e of property and to market properties.
Created map and excel spreadsheet of all City properties including current use, designated “surplus land” or “exempt surplus land”.
*Parcel maps and other documentation uploaded to Document Cente r Online. *Draft Inventory of Leased and Owned Properties (Government Code Section 5056) created, currently 434 properties identified. Of those city pro perties, 344 properties were identified for agency use, and 90 were designated Surplus. *Draft Surplus Lands Act (SLA) AB 1486 list created with written findings, of the 90 Surplus Properties identified, 76 parcels are being designated as Exempt Surplus Properties, 14 properties that the City is intending to declare as “Surplus Lands.” *Collect all information for city properties including parcel m aps, leases, deeds and any other documentation for the property.
*Submit draft inventory lists for inter departmental review. *Designated list of “Surplus Land” and “Exempt Surplus Land”. P resented to City Council 10/27 and approved 12/22
*Notice of Availability drafted, and distributed for department feedback *Created web page for “Surplus Lands” to include parcel informa tion for each property, inclusion in an online map of surplus properties and web page f or "Exempt Surplus Lands" that are suitable for marketing to include parcel inform ation, and an interactive *LEAD: Charice Duckworth- Community Development, Housing *Lina Velasco- Community Development
*Antonio Banuelos- Internal Services, Finance
*Shannon Moore - City Attorney's Office
26 Collection of Public Art Fees
One-time funding
Confirm constructions projects from 2017 until present complied with public art ordinance requirements.
Yes Short
One-time revenue or in-leu.
$341,746 generated 2021 (Calendar year)
$170,000 to date generated 2022
(Calendar year) In-progress
*Implementation of Art Policies and Procedures
*Call out for RFP Art consultants for Public Art Master Plan *Finance to put the $82,413 of outstanding fees from 2017-2020. *Tracking document created.
*As of 2/1/21 staff have collected approximately 83% of $484,89 4.10 *Making Waves school has fulfill ed in-lieu requirements ($64,000) *Aspire Schools has fulfilled in -lieu requirements ($41,000) *5/18/2021- Public Art Ordinance update adopted by City Council consideration. *Ridgeline Property Group has fulfilled in-lieu of requirement ($111,081.05) with $85,00 being awarded for the Osprey Bird Sculpture and $26,081 awarded to administer Arts and Culture Division
*RYSE 1% $26,000
*$484,894.10 total generated 2017 to 2020 with $402,481.10 Collected or in-leu (Calendar year).
*LEAD: Winifred Day- CMO Economic Development, Arts and Culture Division *Shasa Curl- City Manager's Office
*Chris Castanchoa, Community Development, Building Division *Maggie Choi- Community Development, Building Division
*Lilia Corral- CMO Economic Development, Arts and Culture Divis ion *Shannon Moore - City Attorney's Office
27 COVID-19 Cost Recovery and Grant
Exploration
One-time funding
The Federal Government approved the CARES Act in March 2020. Ho w can the city apply for grants/programs and recover costs? Through the passage of House of Representative Bill 1319, also known as the American Rescue Plan Act (ARPA), state, tribal and local governments are expected to receive much needed assistance to h elp offset the negative impacts of COVID-19. As part of the $1.9 tr illion ARPA relief package, the City of Richmond is currently situated to receive $27.7 million, with the first installment received in August 2021, and the final installment expected one year later in 2022. Must be allocated by December 2024. Yes Long
The City’s total CARES Act allocation is
$1,373,211. The full amount was
expanded by December 31, 2020.
The City's proposed American Rescue
Plan Act (ARPA) allocation is $27.7
million. In-progress
*HR&A and Contigo to conduct a community needs assessment to hear from community on how the City should spend the remaining $17 million ARPA allocation
*Documentation for services provided during COVID-19 are being tracked and monitored.
*Staff is learning about ARPA and attending informational webin ars. *Shared ARPA information at Council, with unions and senior sta ff, and during a community meeting in April 2021.
*CAREs funding has been received and spent.
*Staff shared information with Council, staff, community and un ions about ARPA and setting up ways to get input on possible spending categories; S taff plans to provide preliminary recommendations for possible allocations for FY 21- 22 in May and June to Council
*Website developed
*The City received its first i nstallment of ~$13.5 million in August 2021 and City Council allocated $10.5 million in ARPA funds for various projects (i.e . HVAC upgrades at 4 city facilities, community needs assessment, Richmond Rapid Res ponse Fund, NR pump station, etc.) as part of the FY 21-22 budget process. *The City Council approved a contract with HR&A and Contigo to conduct a community needs assessment to hear from community on how the City should spend the remaining $17 million ARPA allocation
LEAD: LaShonda White- Community and Library Services
*Patrick Seals- Internal Services, Children and Youth
*Delmy Cueller- Internal Services, Finance
*Anil Comelo- Internal Services
*Finance Recovery Unit (Antonio Banuelos, Desiree Johnson, Ritu Prabhakar) 28 Co-locations for New Cell Towers Marketing co-locations for ce ll towers Yes Medium Not available at this time Exploratory * Identify locations and availability
* Continue to negotiate increased rent in lease amounts * Agreement with AT&T to go to City Council in May 2022 for expansion of cellular service on city owned light poles
* Completed negotiations with AT&T for revenue per pole annuall y *LEAD: Sue Hartman- Internal Services, Information Technology *Alfredo Gonzalez, Richmond Police Department, Information Tech nology 4Page 1299 of 1303
29 Review of Franchise Agreements
Review fuel movement franchise agreements, such as with Kinder Morgan, for fuel movement from Richmond to South SF and review safety of pipelines in Richmond Yes Medium Not available at this t ime Exploratory *Identify, list, and review Richmond's Franchise Agreements. *LEAD: Joe Leach- Public Works
*Dave Aleshire- City Attorney's Office
30 Vacant Property Marketing
Assist with marketing for non-City owned vacant properties Develop website in January 2021 Yes Medium Not available at this t ime Exploratory *HR&A will be exploring option for single location to put all business spaces available for rent or sale.
*locate data of vacant properties? is it available in socrata? *City staff refers interested parties to brokers serving Richmo nd. *Exploring feasibility of VPT
*LEAD: Thomas Omolo- CMO Economic Development, Economic Develop ment *Lizeht Zepeda- CMO Economic Development, Economic Development 31 Business License Tax (Measure U)-
Gross Receipts and/or per unit basis
for rental properties and gross
receipts
General Fund Revenue
Measure U was approved by Richmond voters in November 2020. Thi s changed the basis of the business license tax to gross receipts tax for both rental properties and all businesses in Richmond. The new tax structure will be effectiv e July 1, 2021. Currently, in most cases, City charges Business License Tax based on number of employees on a per location basis. For rental properties with no employees, the property owner pays the same rate of $234.10 per location. It doesn't matter if it is an in-law unit or 1,000 unit apartment complex. A new proposed structure would charge on a per unit tiered rate. The more units, the higher the tax.
For all other businesses, tax amount due would be based on amou nt of gross receipts by the business. Nearby cities with gross receip ts include Oakland, Berkeley and Walnut Creek.
Voters approved a progressive tiered structure where the rate change based on the type of industry and go up based on higher gross r eceipt volume. Yes Short
Business License revenue in FY 2019-20
totaled $3,588,923. In FY 2020-21
Business License revenue through
September 2020 is $887,662. The bulk of
the Business License revenue comes in to
the City in December and January.
Estimated total revenue with passage of
Measure U based on rates included in
ballot measure is $9.5M. In-progress
*Staff is meeting as requested with Council of Industry, Chambe r of Commerce and other Richmond business organizations to discuss issues with the Ordinance as approved by the voters. *Staff will propose clarifications to the Ordinance through Administrative Rulings On an as needed basis.
*Administrative Rulings will co ver language clarification, defi nition updates, or more detail in grey or ambiguous areas of the ordinance.
*Convened three meetings with the business community.
*Measure U placed on 11/3 ballot.
*Measure U approved by voters
*LEAD: Antonio Banuelos- Internal Services, Finance Division *Ofelia Alvarez/Leilani Dela Cruz/Desiree Johnson/Karla Robles/ Delmy Cuellar- Internal Services, Finance
*Thomas Omolo/Gabino Arredondo/Shasa Curl- City Manager's Office *Randall Narron/Sue Hartman- Internal Services, Information Tec hnology *James Atencio- City Attorney's Office
32 Sidewalk Ordinance Enforcement
Enforcement of sidewalk ordinance as a way to recover costs of sidewalk repairs and reduce the city’s liability exposure and outside counsel costs in connection with trip and fall claims/litigation. Yes Short Unk nown at this time Exploratory *Take a proposed policy to City Cou ncil in May 2022 *LEAD: Joe Leach- Public Works
*Dave Aleshire- City Attorney's Office
*Laura Marquez- Inernal Services, Human Resources
33 Grants
Many city programs and projects are funding through Federal, State, Regional, and Local grants. A city-wide grant tracking sheet through entire lifetime of the grant. Ensure all funding is received. Y es Short FY 20-21 grant revenue unknown at this
time In-progress
*Expand Pilot tracking process to all departments receiving grants: City Manager's Office, Community and Library Services, Community Development, Information and Technology, Police, and Fire.
*Created grant tracking process and document
*Successfully Piloted grant tracking process with the Public Wo rks Department. *LEAD: Vrenesia Ward- Internal Services, Finance
*Mubeen Qadar- Internal Services, Finance
*Heather McLaughlin- City Attorney's Office
34 Cost Recovery and Reduction of
Legal Fees
Explore possibility of reducing legal fees and creating procedures for recovering legal fees Yes Medium Unknown at this time In-progress *Research and engage in conversations as new projects at Chevron arise.
*LEAD: Karen Becker- City Attorney's Office
*Dave Aleshire- City Attorney's Office
*Crystal Shanklin- City Attorney's Office
35 Port of Richmond - Creation of Rent
Roll Accurately identifying Port finances for current and incomi ng rent Yes Short Current roll is ~$2 million annually. This
amount will be used to reduce Port debt to
the City of Richmond In-progress
*Establish a more cohesive inter-departmental process with Finance to facilitate the receiving and posting of rent * Established a working group of Port staff and Finance staff t o better understand Port finances and rent intake
*LEAD: Lizeht Zepeda - CMO Economic Development, Port of Richmo nd *Shasa Curl - City Manager's Office
*Shane Johnson - CMO Economic Development, Port of Richmond *Lilia Corral - CMO Economic Development, Port of Richmond *James Atencio - City Attorney's Office
36 Redevelop Port land for alternative
revenue-generating uses
Identify opportunities to redevelop Port land for alterative re venue- generating uses Yes Long
Management Partners estimated
$1,000,000 Not at this Time
*Research what other Ports have done and opportunities
*Researching Port modernization options and opportunities *LEAD: Lizeht Zepeda - CMO Economic Development, Port of Richmo nd *Lilia Corral - CMO Economic Development, Port of Richmond *James Atencio - City Attorney's Office
37 Laboring of large ships at Port Opportunity to allow large shi ps to labor overnight at Port. Yes Medium Estimated at $600,000 t o $1,000,000 Exploratory *Research forms, process, market, start- up costs *LEAD: Lizeht Zepeda - CMO Economic Development, Port of Richmo nd *Lilia Corral - CMO Economic Development, Port of Richmond *James Atencio - City Attorney's Office
38 Renegotiate ECIA with Chevron
Possible opportunities for CBA for future projects, possibilities to expand the term of the current ECIA. The City has not engaged in conve rsation with Chevron at this time regarding renegotiating the ECIA in i ts current form. However, there may be opportunities to engage with Chevron regarding negotiating community benefits agreements for new projects. Not at this time Medium Management Partners estimated
$9,000,000 Not at this Time
*Research and engage in conversations as new projects at Chevron arise.
*Research funding opportunities for specific programs. *LEAD: LaShonda White- Community and Library Services 39 Sales Tax -
General Fund Revenue
Current Sales Tax rate is 9.75% and this includes the extra hal f cent approved by Contra Costa County voters with the passage of Measure X this past November. This measure would be a half cent sales tax (.5% increase) taking the total tax to 10.25%
El Cerrito and various cities in the County of Los Angeles are currently at
10.25% Yes Medium Estimated at $8 million Explo ratory *Pending input from City Council *Determined it is feasible *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo- Internal Services, Finance
*Pam Christian- City Clerk's Office
*James Atencio- City Attorney's Office
40 Parcel Tax for Code Enforcement
and Abatement (Vacant Property
Tax)
Description from 12/17/19 City Council Item: This got over 62% of the vote in 2018 and probably would have passed with the required 2/3 if there had been a credible campaign. Oakland passed a similar me asure.
It could raise several million dollars annually.
Measure T- Vacant Property Special Parcel Tax. https://ca- richmond3.civicplus.com/3527/November-6-2018-Election
The tax imposed by this chapter shall be at the rate of $3,000 annually per vacant developed parcel; $6,000 annually per vacant undevel oped parcel; $3,000 annually per vacant residential unit for condomi niums, duplexes, or townhouse units under separate ownership; and $3,000 annually per parcel for parcels with ground floor commercial ac tivity allowed but vacant. Yes Long
Based on the Phase 1 report received by
SCI Consulting Group, depending on the
definitions, exemptions, and rate, revenue
is estimated revenue generated ranges
from $1,189,000 to $1,745,000. In-progress *Goal is to place on November 2022 Ballot *Phase 1 short-term contract with SCI consulting
*Hosted two community workshops on 7/7 and 7/13 with an approximate total of 28 attendees.
*As of 7/13, the city has received two comments via email. *Completed Phase 2 feasibility research and outreach in partnership with SCI Consulting group
*LEAD: Shasa Curl- City Manager's Office
*Antonio Banuelos - Internal Services, Finance
*Lina Velasco- Community Development
*Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerk's Office
*James Atencio- City Attorney's Office
41 Transient Occupancy Tax (TOT) -
General Fund Revenue
Cities may improve the transient occupancy tax (TOT) on persons staying 30 days or less in a hotel, inn, motel, tourist home, n on- membership campground or other lodging facility, City may also levy a tax on the privilege of renting a mobile home located outside a mobile home park, unless such occupancy is for more than 30 days or un less the tenant is an employee of the owner (The California Municipal Revenue Sources Handbook pg 50 )
Currently, 17 Contra Costa cities collect Transient Occupancy T ax (TOT).
Of those cities charging TOT 12, including Richmond, are at 10% . The only city with a higher TOT rate is San Pablo at 12%. The rest charge less than 10%. Yes Lo ng An increase in TOT from 10% to 12%
would bring in an additional $300,000 -
$400,000 in a normal year. Exploratory *Pending input from City C ouncil *This was not placed on the November 3, 2020, ballot. *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerks Office
*James Atencio- City Attorney's Office
POTENTIAL BALLOT MEASURE
5Page 1300 of 1303
42 Schools and Communities First
Initiative -
General Fund
A champion of this initiative is the unions. They are trying to get signatures to quality the measure for the November 2020 ballot. It is stated that the measure would closes the corporate property tax loophole (prop 13?) and bring $12 billion dollars to CA Public Services. It is estimated Richmond would receive $22 million per fiscal year. No Medium Estimated $22 million for Richmond per
year Not at this Time *Proposition was not approved by voters. *Prop 15 is on the November 3, 2020 ballot
*Proposition was not approved by voters.
*LEAD: Local Unions
43 Documentary Transfer Tax rate
Changes
Proposed ballot language updating tiers and rate changing the C ity’s Real Estate Documentary Transfer Tax at these rates: $1,000,000 1- $3,000,000 at 2.25%, 3,000,0001-$10,000,000 at 3.0%, and over $10,000,000 at 3.5%, providing $X annually, until ended by vote rs, be adopted?” Yes Short
Based on property sales the last few years,
the proposed updated tier structure would
generate approximately $1M per year. Of
all the General Fund revenue streams, this
is the most volatile and amounts collected
by the County can vary significantly from
month to month and year to year. One or
two large sale Exploratory *Pending input from City Council *06/25/2020- polling has been completed.
*This measure was not placed on the November 3, 2020, ballot. *LEAD: Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerk's Office
*James Atencio- City Attorney's Office
44 Stormwater Fee Increase
Proposed ballot measure that would cover the costs of maintenan ce, operation, and infrastructure repairs for the entire City of Ri chmond stormwater system. Include increase by CPI. Aid in alleviation of flooding as broken pipes would be repaired and water would not infiltrate the system.
In the past, similar ballot measures have not been successful. 2012, Contra Costa Clean Water Program conducted a County wide voter ballot measure to increase stormwater fees but failed. This would be a property- related fee and would ultimately require approval from property owners following a mail-in ballot procedure. Yes Short Unknown at this t ime Exploratory *Retain consultant
*Complete Stormwater rate study report
*List out next steps, timeline, budget, and consultant. *Present to Council to receive direction.
*Consider for November 2022 Ballot
*LEAD: Mary Phelps- Public Works, Water Resource Recovery *Antonio Banuelos- Internal Services, Finance
*James Atencio- city Attorney's Office
45 Increase Utility User Tax by 1
percent
Proposed ballot measure would raise UUT by 1 percent. Richmond's current UUT percentages are:
- Telecommunications Services: 9.5%
- Video: 5%
- Electricity: 10%
- Gas: 10% Yes Medium
Management Partners estimated
$4,000,000 Exploratory *Pending input from City Council *LEAD: Antonio Banuelos- Internal Services, Finance Division *Delmy Cueller/Anil Comelo - Internal Services, Finance Divisio n *Pamela Christian- City Clerks Office
*James Atencio- City Attorney's Office
46 Parcel Tax for Library Services
Community services (library, recreation, etc.) facilities and services Important to gauge the desire of constituents, council, etc. Yes Medium Management Partners estimated
$5,600,000 Exploratory *Pending input from City Council *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerks Office
*James Atencio- City Attorney's Office
47 Increase Real Property Transfer Tax
by 20 percent Explore feasibility of increasing all tiers by 20% or specific tiers Yes Medium Management Partners estimated
$1,600,000 Exploratory *Pending input from City Council *LEAD: Antonio Banuelos- Internal Services, Finance
*Delmy Cueller/Anil Comelo - Internal Services, Finance *Pamela Christian- City Clerks Office
*James Atencio- City Attorney's Office
6Page 1301 of 1303
Attachment 2
REVENUE ENHANCEMENTS
Options
(Per Management Partners)
Estimates
(Per Management Partners)
1 Institute parcel tax for library services High ($5.6 million) 2 Raise the utility users tax rates by 1% High ($4 million) 3 Implement a vacant parcel tax High ($2 million)
4 Increase real property transfer tax by 20% High ($1.6 million) 5 Create neighborhood improvement district/community facilities district High ($1 million) 6 Increase transient occupancy tax to 10% Low ($300,000) 7 Renegotiate ECIA with Chevron High ($9 million)
8 Conduct an asset inventory and lease surplus properties High ($ 1 million) 9 Redevelop Port Land for alternative revenue‐generating uses Hig h ($1 million) 10 Increase cost recovery on recreation services High ($1 million ) 11 Increase cost recovery on planning, building services Medium ( $700,000) 12 Use surplus properties to provide open spaces for development opportunities Low ($100,000) SERVICE DELIVERY ALTERNATIVE
S
Options
(Per Management Partners, which are not recommended by staff for further consideration)
Estimates
(Per Management Partners)
13 Contract police services with the County Sheriff’s Office High ($6 million) 14 Created a shared fire services model with neighboring agencie s High ($2.7 million) 15 Contract library services to the County High ($2.5 million) 16 Create a regionalized police department High ($2 million) 17 Contract social services work to County agencies and/or nonpr ofit organizations Medium ($900,000) 18 Contract senior center operations/partner with nonprofit orga nizations Low ($300,000) This involves identifying new revenue sources, or enhancing/ increasing existing revenue sources, based on best practices, and comparisons with neighboring communities.
This includes looking at alternative, lower cost service delivery approaches such as shared services, outsourcing or insourcing with other agencies, public/ private partnerships, and contracting for services with private sector service providers.
Voter
Approval
Required
Council‐ Led
Options
OPTIONS FOR FISCAL SUSTAINABILITY
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