# 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 1
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
2 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
3 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 4 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
5 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
6