May 24, 2022
CalPERS mandated amortization of the City's unfunded actuarial liability may be completed. Consequently, City staff and the finance team are considering ways to use the refinancing of the 2005 POBs to protect the City's ability to levy the PTO in full in the future. One possibility in this regard is to provide a direct pledge of the PTO revenues to the proposed 2022 refinancing, as opposed to just making the PTO revenues legally available.
A proposed schedule for the refinancing of the 2005 POBs is attached. Due to the complexity of the transaction, the schedule is divided into four tracks: (1) PTO revenue management, (2) Interest rate swap termination fee calculations and process, (3) Bank placement, and (4) Public offering.
All four tracks need to proceed concurrently. We need to determine how best to comply with the Huntington Beach decision and protect the PTO revenues, as well as come to a negotiated solution with RBC on the swap before we sell the refinancing bonds. With respect to the refinancing, we need to proceed concurrently with both a bank placement and a public offering until we know which approach is best for the City.
The attached schedule, prepared in coordination with NHA Advisors, outlines proposed City Council actions and updates at City Council meetings throughout the months of June and July 2022. Resolution of the PTO revenues question and whether to do a bank placement all need to take place by the end of June 2022. Resolution of the interest rate swap termination payment needs to take place by late July 2022. City Council action at the last meeting in July 2022 will then be to approve the final bond refinancing structure.
DOCUMENTS ATTACHED:
Attachment 1 – Proposed schedule for refinancing of 2005 POBs
City of Richmond
2022 Refunding Pension Obligation Bonds
(Ref. 2005 B‐2 POB)
Financing Schedule
(As of May 12, 2022)
Date PTO/Term Extension Track Discussions on Swap Termination Process Track Private Placement Track Public Offering Track
Tuesday, May 17 City Council Approval of Actuarial Services Contract
Tuesday, May 24 Presentation to City Council on Pension Tax Override Revenues, Huntington Beach
Decision and Potential Term Extension
Tuesday, May 24 City Retains Swap Advisor
Tuesday, June 7 Update to Council on Swap Termination
Process
Update to Council on Bond Refinancing Update to Council on Bond Refinancing Friday, June 10 Preliminary Bank Placement Bids Received Monday, June 13 Actuarial Report Released
Friday, June 17 Hilltop Distributes Requests to Banks for Bids Tuesday, June 21 Presentation to Council on Private
Placement vs. Public Offering Sale
Presentation to Council on Private
Placement vs. Public Offering Sale
Council Approval of Supplemental
Indenture
Council Approval of Supplemental
Indenture
Wednesday, June 29 Deadline for Receipt of Bank Bids
Friday, July 1 Finance Team makes Recommendation on
Bank Placement vs. Public Offering
Friday, July 15 Winning Bidder Completes Formal Credit
Review
Tuesday, July 26 Presentation to Council on Outcome of
Discussions on Swap Termination Process
Council Approval of POS and Bond
Documents
Monday, August 15 Termination Payment Amount Finalized
Tuesday, August 23 Bond Sale
Wednesday, August 24 Bond Closing
Wednesday, September 7 Bond Closing
S uM T uWT h F S a S uM T uWT h F S a S uM T uWT h F S a S uM T uWT h F S a 1234567 1234 12 123456
8 9 10 11 12 13 14 5 6 7 8 9 10 11 3 4 5 6 7 8 9 7 8 9 10 11 12 13 15 16 17 18 19 20 21 12 13 14 15 16 17 18 10 11 12 13 14 15 16 14 15 16 17 18 19 20 22 23 24 25 26 27 28 19 20 21 22 23 24 25 17 18 19 20 21 22 23 21 22 23 24 25 26 27 29 30 31 26 27 28 29 30
24/31 25 26 27 28 29 30 28 29 30 31
May 2022 June 2022 July 2022 August 2022
May 24, 2022
Finance Department
DATE: May 24, 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 presentations
PREVIOUS COUNCIL
ACTION:
April 26, 2022, April 19, 2022, May 3, 2022, May 17, 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 presentations from the City Manager
and the Police and Fire Departments – City Manager’s
Office/Finance Department (Shasa Curl 620-6512/ Delmy
Cuellar 620-6790/ Mubeen Qader 412-2077).
DISCUSSION:
City staff is working with all departments to develop a balanced budget for Fiscal Year 2022-2023. The purpose of this budget agenda item is to hear budget presentations from City departments. Each department will describe the services they provide, what AGENDA
REPORT
May 24, 2022
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 (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) This item was continued to the May 24, 2022 meeting.
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 will return on June 7th to bring Fiscal Year 2022-2023 budget updates and continue to work towards bringing a balanced budget for adoption through the end of June 2022.
DOCUMENTS ATTACHED:
Attachment 1 – Budget Presentation (Richmond Fire Department and Richmond Police Department)
City Council Meeting
May 24, 2022
▹
▹
FIRE DEPARTMENT
FY 2022-23 Budget Presentation
May 24, 2022
2
Our Mission
3 ❖ The Richmond Fire
Department is a
dedicated workforce
of highly motivated
and technically skilled
professionals of rapid
response. It is our
purpose to protect life
and preserve property
❖ We are a profession
that knows no limit
to what we will
respond to and we
prepare without
constraint to meet
the challenges of our
chosen profession.
4Page 571 of 690
5 ❖ The citizens, businesses
and visitors to the City
of Richmond can
expect a caring,
courteous and
competent response
when rendered our aid.
DIVISIONS
6 Administration
Support Services
Emergency Operations
Training
Fire Prevention
Office of Emergency Services
WHAT WE DO
ADMINISTRATION
❖ Timekeeping/Payroll
- process Fire staff payroll
❖ Human Resource
- job requisitions
- annual performance reviews & step increases
- worker’s compensation claims
❖ Contracts
- vendor sourcing
- preparation of contracts
❖ Purchasing
- purchase requisitions
- purchase order receipts
- Cal Card
❖ Systems
- ops systems administration
- website content
- technical support
7Page 574 of 690
WHAT WE DID IN
FY 2021-22
ADMINISTRATION
8 ❖ Hired 4 New Administrative Staff
Replacements
- Fire Chief
- Deputy Fire Chief
- Administrative Services Analyst
- Administrative Aide
❖ Processed job requisitions for vacancies
- 8 Sworn Staff (1 Battalion Chief, 2 Fire Captains
- 2 Fire Engineers, 3 Fire Fighters)
- 1 Civilian (Office of Emergency Services Manager)
❖ Addressed the Administrative backlog
resulting from COVID pandemic
- Invoiced permit inspections in Dec 2021
- Issued outstanding Permits To Operate (PTO)
- Invoiced pending Strike Team reimbursements
❖ Renewed service contracts
- Kaiser for annual exams
- Stryker for Emergency Medical Services
maintenance and products
- Target Solutions for online training platform
WHAT WE PLAN
TO DO IN FY 2022-23
ADMINISTRATION
9 ❖ Cross Train Staff
- To complete staff reports
- To complete contracts
- Develop process checklist
❖ Digitalize File Management
- Personnel
- Medical
- Worker’s Comp
- Fire Prevention
❖ Establish process quality assurance
- Reporting of statistical and financial data
- Reconciliation of revenues and expenses
❖ Policies
- Return To Work Policy (RTW)
- Advocate for Alternative Dispute Resolution
Agreement (ADR)
WHAT WE DO
SUPPORT
SERVICES
10 Budget Administration
- preparation and tracking
Logistics
- deployment and tracking of equipment, supplies, services Analysis
- incidents, risks, performance, overtime cost
Grant Administration
- writing, execution, reporting
WHAT WE DID IN
FY 2021-22
SUPPORT
SERVICES
11 ❖ Completed FY2022-23 Budget
- Presented in Feb Budget Hearings, Apr
Community Meetings, May City Council
Departmental Presentation
❖ In-depth Overtime Analysis
- Identified 2 primary contributing factors:
vacancies and injury leave
- Established methodology for calculating and
forecasting overtime cost
WHAT WE PLAN
TO DO IN FY 2022-23
SUPPORT
SERVICES
12 ❖ Budget Variance Analysis
- compare actual vs budget
❖ Overtime Tracking
- forecast overtime cost
WHAT WE DO
EMERGENCY
SERVICES
13 ❖ Fire Suppression
❖ Technical Rescue
❖ Hazardous Materials Response
❖ Marine Response
❖ Emergency Medical Services
❖ Fire Prevention Support
WHAT WE DID IN
FY 2021-22
EMERGENCY
SERVICES
14 ❖ Improved Emergency Response Time
- Updated dispatch procedures
❖ Tracking over 85% in service calls, 2% above plan
- 7028 Emergency Medical
- 1289 Fires
- 2235 Good Intent Calls
- 623 Falls Alarms
- 787 Hazardous Conditions/General Service Calls/
Weather Related Incidents
❖ Developed & implemented “Continuity Service Plan”
- effectively addressed COVID-19 surges in the Fire
Department
❖ Assisted with Fire Prevention Inspections
- Mercantile
- Very High Fire Hazard Severity Zone
- Small Apartments
WHAT WE PLAN
TO DO IN FY 2022-23
EMERGENCY
SERVICES
15 New operational policies to enhance emergency response to the communityDevelop
Policy manual to reflect current operational proceduresUpdate Promotional lists for Battalion Chief, Captain, EngineerEstablish With Richmond Communication Center (RCC) to improve
Computer Aided Dispatch (CAD) system that is Fire Service Specific
Collaborate
WHAT WE DO
TRAINING
16 ❖ Oversee training in Emergency Medical, Fire
Suppression, Technical Rescue, Hazardous
Materials, Marine Response
❖ Coordinate Medical Service Licensure
❖ Update Continuous Quality Improvement Plan
with the Contra Costa County Health Department
❖ Develop Infection Control Policy
❖ Investigates all Infectious Disease Exposure and
Illness
❖ Oversee Vaccination Program
❖ Develop Acting Certification Programs
❖ Conduct Research and Development (R&D) of
new equipment and its operating procedures
WHAT WE DID IN
FY 2021-22
TRAINING
17 Monthly Company Level Training
Established Acting Engineer Certification Lists
Conducted CPR Training for Fire
and Richmond Communication Center (RCC) Personnel
EMT Skills Testing
COVID 19 Safety Protocols
WHAT WE PLAN
TO DO IN FY 2022-23
TRAINING
18 Develop
And implement Acting
Certification Program for
Battalion Chief and Captain
Assist
Human Resource (HR) in
Development of Promotional
Exams
Conduct Fire Recruit Academy for Newly
Hired Firefighter Trainees
Continue Monthly Company Level
Training
Continue
Implementation of Quality
Improvement Measures within
the Emergency Medical Services
(EMS) System
Provide Provide California State Fire
Certified Training
WHAT WE DO
FIRE PREVENTION
19 ❖ Safety Inspections
❖ Fire Code Adoption
❖ Fire Investigations
❖ Plan Reviews
❖ Provide Fire Prevention Services to
Chevron
❖ Vegetation Management
Enforcement in High Fire Zone
❖ Public Education
❖ Coordination of Aerial Pre-Plans
❖ Issue Permits To Operate (PTO)
❖ Generate Revenue from Fire Permits
and Plan Reviews
WHAT WE DID IN
FY 2021-22
FIRE PREVENTION
20 ❖ Performed over 1123 out of 2514
combined Inspections (New Construction
– Residential &Commercial, Industrial,
Large Apartments, Schools, etc.)
❖ Completed 102 Plan Reviews
❖ Responded to 242 Fire Investigations
❖ Generated over $1M revenue in permit
and plan review fees
WHAT WE PLAN
TO DO IN FY 2022-23
FIRE PREVENTION
21 ❖ Invest in automating the inspection
reporting process
❖ Seek grant funding to mitigate fuel
reduction within city owned
properties of open space and all
associated fire access roads and trails
within Very High Fire Hazard Severity
Zone (VHFHSZ)
❖ Host Richmond Fund for Children and
Youth Board Retreats
❖ Facilitate service-provider working
group and inter-departmental
meetings
WHAT WE DO
OFFICE OF
EMERGENCY
SERVICES
22 ❖ Maintain an approved Emergency
Operations Plan
❖ Provide ongoing leadership and coordinate
disaster plans and exercises
❖ Assist in the development of emergency
plans for City facilities
❖ Establish and maintain City Emergency
Operations Center (EOC) operational
readiness
❖ Conduct emergency and preparedness
training
❖ Establish and maintain the Community
Emergency Response Teams (CERT)
Program
❖ Collaborate and partner with other
agencies to maximize resources needed to
respond and recover from major disasters
WHAT WE DID IN
FY 2021-22
OFFICE OF
EMERGENCY
SERVICES
23 Conducted monthly virtual readiness
training and community preparedness
training
Collaborated with City partners on public
messaging, the reopening of City buildings
and programs, and safe operations
Conducted bi-weekly “Incident Action Plan”
Meetings Regarding COVID-19 Preparedness
WHAT WE PLAN
TO DO IN FY 2022-23
OFFICE OF
EMERGENCY
SERVICES
24 ❖ Upgrade Nixle emergency public notification system ❖ Provide emergency preparedness training to the
community
❖ Conduct EOC staff training
❖ Purchase signs warning of fire danger in wildland
interface areas
❖ Create CERT database
❖ Pursue grant opportunities
WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Fire Chief 1.0 1.0
Battalion Chief 4.0 4.0
Deputy Fire Chief 1.0 1.0
Deputy Fire Marshall 1.0 1.0
Fire Captain 24.0 24.0
Fire Engineer 24.0 24.0
Fire Fighter 30.0 30.0
Fire Inspector I/II 3.0 3.0
Fire Marshal 1.0 1.0
Total Sworn 89.0 89.0
Administrative Aide 1.0 1.0
Administrative Services Analyst 1.0 1.0
Emergency Services Analyst 1.0 1.0
Emergency Services Manager 1.0 1.0
Total Non-Sworn 4.0 4.0
Total Full-Time Equivalent (FTEs) 93.0 93.0
Fire DepartmentPage 592 of 690
WHAT WE PROPOSE (BUDGET)
26 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Property Taxes 215, 586 215,586
Licenses, Permits, Fees 952,634 925,000
Charges for Services 900,503 870,503
Grants 380,335
Total Revenue 2,449,058 2,011,089
Expenditures Salaries & Wages 18,632,677 18,557,077
Benefits 14,428,325 16,225,765
Professional & Admin 1,864,670 1,599,815
Other Operating 408,627 454,677
Utilities 33,500 33,500
Equipment & Contract
Services 177,950 234,850
Provision For Insurance Loss 24,861 23,000
Cost Pool 1,642,331 2,042,721
Asset Capital Outlay 33,639 80,500
Debt Service 114,778 114,613
Operating Transfers Out 326,018 326,018
Total Expenditures 37,687,376 39,692,536
Net Impact (35,238,318) (37,681,447)
Police Department
FY 2022-23 Draft Budget Presentation
May 24, 2022
1 INSERT AN IMAGE
WHAT WE DO
▪ Engage with the community to prevent
crime and maintain order (Community
Ambassador Academy, Coffee with a
Cop, Neighborhood Council meetings).
▪ Smart policing through crime analysis
and adoption of new technologies
(Crime Accountability meetings, Police
Strategies use of force analysis,
Peregrine data integration).
▪ Build public trust to strengthen
community relationships (command-
level use of force review, civilian
oversight of Internal Affairs, Transparent
Richmond).
▪ Problem-solve community concerns
to address underlying conditions that
contribute to crime (geographic patrol
deployment, decentralized chain of
command, community-policing culture).
2
WHAT WE DID IN FY 2021-22
▪ Strategically restructured units to
maximize employee collaboration,
workflow efficiency, and improve
service to the community.
▪ Provided essential police services
through a pandemic and resumed
community events, e.g. Shop with
a Cop, Coffee with a Cop, Holiday
Food and Toy drives.
▪ Conducted promotional testing for
all ranks to improve management
oversight and quality control of
police services.
3Page 596 of 690
WHAT WE PLAN TO DO IN FY 2022-23
▪ Resume pre-pandemic community
policing strategies and in-person
community events.
▪ Develop and implement a
comprehensive recruiting strategy
to fill key vacancies.
▪ Transition responsibility of mental
health and homeless service calls
to non-sworn service providers.
▪ Evaluate and reinforce wellness
program to build employee
resiliency and improve police-
community relations.
4Page 597 of 690
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Police Chief 1.0 1.0
Asst. Police Chief 1.0 1.0
Police Captain 3.0 3.0
Police Lieutenant 8.0 8.0
Police Sergeant 23.0 23.0
Police Officer 107.0 107.0
Police Officer Trainee 2.0 2.0
TOTALSWORN 145.0 145.0
Administrative Aide 2.0 4.0
Assistant Police Property Technician 1.0 1.0
Administrative Service Analyst 1.0 1.0
CCTV Wireless & Systems Specialist 1.0 1.0
Civilian Admin Manager 1.0 1.0
Community Services Officer 2.0 2.0
Police Department
WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Communications Dispatcher I/II/III 17.0 17.0
Communications Manager 1.0 1.0
Communications Shift Supervisor 4.0 4.0
Crime Analysis Technician 1.0 1.0
Crime Analyst 1.0 1.0
Crime Prevention Manager 1.0 1.0
Crime Prevention Specialist 1.0 1.0
Crime Scene Technician 3.0 3.0
Jailer 6.0 6.0
Network and Systems Specialist I/II 2.0 2.0
Office Assistant I/II 1.0 1.0
Parking Enforcement Representative 3.0 3.0
Police Property Technician 1.0 1.0
Police Records & Property Mgr. 1.0 1.0
Police Records Specialist 9.0 9.0
Police Department
WHO WE ARE (STAFF) (CONTINUED)
Position
FY21-22
Mid-Year
FY22-23
Proposed
Project Manager I/II 1.0 1.0
Public Information Officer 1.0 1.0
Public Safety Technology Supervisor 1.0 1.0
Senior Accountant 1.0 1.0
Systems Administrator 1.0 1.0
TOTAL NON SWORN 65.0 67.0
Total (FTEs) 210.0 212.0
*Additional Request:
-Administrative Aide 2
Police Department
WHO WE ARE (STAFF) (CONTINUED)
WHO WE ARE (STAFF) (CONTINUED)
8 195 196 196
183 182 177 178 178
157
145
190 181 182 173 167 169 168 164
149
130
-30%
-25%
-20%
-15%
-10%
-5%
0%
5%
0 50
100
150
200
250
FY 2012-2013 FY 2013-2014 FY 2014-2015 FY 2015-2016 FY 2016-2017 FY 2017-2018 FY 2018-2019 FY 2019-2020 FY 2020-2021 FY 2021-2022 SWORN POSITIONS BUDGETED VS. ACTUAL
Budgeted Actual YOY Change of Budgeted FTEs 10 Year Cummulative
WHAT DOES THE “OPERATIONS BUREAU”
CONSIST OF?
9 • 5 Patrol Teams
• Traffic Unit
• Mental Health Evaluation Team
• Parking Enforcement Unit
• Cadets/Rangers
• Special Events/Permits
We value the preservation and quality of life, protection of property, and fostering meaningful relationships with the citizens and business owners in Richmond.
INVESTIGATIONS DIVISION
10 ▪ Domestic & Sexual Violence
▪ Safe Streets TaskForce
▪ Homicide
▪ Youth Services
▪ General Crimes
▪ Crime Analysis
ADMINISTRATION DIVISION
11 • Personnel & Training
• Information Technology
• City Jail
• Records
• Communications Center
• Property Vault
WHAT WE PROPOSE (BUDGET)
12 FY22-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 116,857 90,500
Fines & Forfeitures 150,000 150,000
Charges For Services 959,931 962,500
Other Revenue 75,000 82,000
Grants 924,266 824,127
Total Revenue 2,226,054 2,108,127
Expenditures Salaries & Wages 33,053,920 32,348,435
Benefits 26,827,180 27,331,183
Professional & Admin 4,569,688 4,638,475
Other Operating 2,804,629 2,556,280
Utilities 395,000 400,000
Equipment & Contract
Services 910,347 692,996
Cost Pool 3,230,833 5,848,228
Asset/Capital Outlay 703,611 469,433
Debt Service Expenditure 244,424 206,031
Total Expenditures 72,739,632 74,491,061
Net Impact (70,513,578) (72,382,934)
May 17, 2022
Finance Department
DATE: May 17, 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:
Budget Presentation
FINANCIAL IMPACT: There is no financial impact for receiving department presentations
PREVIOUS COUNCIL
ACTION:
April 19, 2022, April 26, 2022, May 3, 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 presentations from the City Manager
and the Community Development and Community
Services Departments – City Manager’s Office/Finance
Department (Shasa Curl 620-6512/ Delmy Cuellar 620-
6790/ Mubeen Qader 412-2077). This item was
continued from the May 17, 2022, meeting.
DISCUSSION:
City staff is working with all departments to develop a balanced budget for the Fiscal Year 2022-2023. The purpose of this budget agenda item is to hear budget presentations from City departments. Each department will describe the services they AGENDA
REPORT
May 17, 2022
provide, what they have accomplished, plans for 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 24th with the department presentations listed above and will also bring Fiscal Year 2022-2023 budget updates as needed through June 2022.
DOCUMENTS ATTACHED:
Attachment 1 – Budget Presentation (Community Development and Community Services)
City Council Meeting
May 17, 2022
▹
▹
2 FY 2022-23 Potential Budget Savings
Complete Vacancy
Saving Analysis
Reduce Legal Services
Agreements
Reduce Insurance
Premiums
(Workers Compensation and
General Liability)
Implement Alternate
Dispute Resolution
Program
(Pending)
Reduce Professional
Services Contracts
Expenditures Not Budgeted
Inflation Contingency
New CalPERS and
OPEB Rates
Additional Position
Requests
Additional Operating
Expenses Requests
Position
Reclassification
Requests
Contract
Negotiations in
Progress *(IAFF,
RFMA, RPMA, RPOA)
Costs of Classification
and Compensation
Study
Implementation
Improve City’s Paving
Index
Pension Obligation
Bonds/SWAP costs
3 *International Association of Fire Firefighters (IAFF), Richmond Fire Management Association (RFMA), Richmond Police Management Association (RPMA), Richmond Police Officers Association (RPOA)
Proposed FY 2021-22
Year-End Priorities
Clear Negative Fund
Balances
Engineering Fund ($2.9 million)
Stormwater Fund ($2.6 million)
Pre-Fund Other Post
Employment Benefits
(OPEB)
($1 Million)
Increase General Fund
Reserve Level to 15%
($6 -$8 Million)
Increase Risk Management
Confidence Level to 65%
($2 Million)
Implement Classification
and Compensation Study
MOU Negotiations
*(IAFF, RFMA, RPMA, RPOA
in Progress)
4 *International Association of Fire Firefighters (IAFF), Richmond Fire Management Association (RFMA), Richmond Police Management Association (RPMA), Richmond Police Officers Association (RPOA)
Cost Allocation Plan
Presentation to City Council
May 17th, 2022
City of
1 City of Richmond - Cost Allocation Presentation
What is a CAP?
• Purpose: Cost Allocation Plan (CAP) provides a fair and reasonable allocation of City-wide administration costs • Industry standard documentation for recovery of
administrative costs:
➢ Fees and Charges
➢ Enterprise and Special Revenue Funds
➢ Grants
• Follows guidelines established by Title 2, Code of Federal Regulations, Part 200
• Standard allocation methods in practice in California and nationwide for 3+ decades
2 City of Richmond - Cost Allocation Presentation
Why Does the City Have a CAP?
• Counties must complete one every year by law
• Cities commonly use for budgeting purposes and
justifying transfers between General Fund and Other
Funds
• Cost Allocation Plans and/or Indirect Cost Rate Proposals may be required annually for Federal or State grants
➢ CalTrans
➢ Housing and Urban Development (HUD)
➢ Employment Development Department (EDD)
• Legally defensible tool – complies with Federal Law,
Industry Standards, and GAAP
3 City of Richmond - Cost Allocation Presentation
Two “Versions”
Follows Title 2 CFR 200
guidelines, but
does not
strictly comply. Used as
a budgeting tool.
“FULL” CAP
1 Title 2 CFR 200
CAP
Complies strictly w/ Title
2 CFR 200.
I
s
reviewed by
a
State/Fed
grantor
agency and
may be
audited
.
2
4 City of Richmond - Cost Allocation Presentation
Cost Allocation Plan – Project Approach
Organizational
Analysis
Identify indirect
service
departments
Determine
primary services
within indirect
departments
Identify direct
service
departments
Cost Analysis
Compile
departmental cost
data
Adjust costs where
appropriate per
Title 2 CFR 200
Allocation
Assign a an
allocation factor
for each service
center
Allocate indirect
services costs
agency-wide
Outcomes
Derive total
annual assigned
overhead
Derive overhead
rates/tiered rates
Identify interfund
charges for budget
purposes
5 City of Richmond - Cost Allocation Presentation
Richmond – FY 19/20 Title 2 CFR CAP
Allocable Budget Unit Total Allocable Expense
BLDG Building Depreciation $884,426
EQUIP Equipment Depreciation Allowance 717,400
0001-131 City Manager’s Office 1,968,697
0001-141 City Clerk 768,725
0001-151 City Attorney 1,908,910
0001-171 Finance Administration 804,713
0001-172 Accounting 1,352,545
0001-173 Budget/Operating 682,065
0001-174 Payroll 313,802
0001-175 Treasury/Cash Management 457,949
0001-176 Accounts Payable 246,126
0001-177 Rev Collection 915,383
0001-178 Purchasing 374,536
0001-181 Human Resources 2,274,010
0001-232 Facility Maintenance and Administration 8,975,135 0001-235 Equipment Services/Fleet Maintenance 3,721,627 0001-261 Information Technology Administration 1,179,946 0001-262 Telecommunications, GIS, ERP , and Desktop 2,231,197 0001-263 IT/Mailroom and Duplication 249,805
0001-907 | -908 Non-Departmental 10,482,974
Total $40,509,971
6 City of Richmond - Cost Allocation Presentation
Example: Allocation of Purchasing
Purchasing
Allocated
Cost
Outcomes
Basis of
Allocation
Total PO’s per
Fund/
Department
Services
Provided
Citywide
Purchasing
Services
7 City of Richmond - Cost Allocation Presentation
Cost Allocation Outcomes
24,517,046
6,464,775
4,822,497
1,236,631
1,169,969
715,528
678,041
339,451
318,885
247,147
GENERAL FUND, 61%
UNALLOCATED, 16%
NON-GENERAL FUND, 12%
DEVELOPMENT SERVICES, 3%
WASTEWATER, 3%
TRANSPORTATION SERVICES, 2%
EMPLOYMENT & TRAINING, 2%
RENT CONTROL, 1%
RHA, 1%
PORT OF RICHMOND, 1%
Total Allocations: $40,509,971
8 City of Richmond - Cost Allocation Presentation
Summary
• Cost Allocation Plan (CAP)
➢ Fair and equitable allocation of costs to all GF and
Non-GF cost centers
➢ Costs are allocated based on a pro-rata share of
appropriate metrics
➢ Guided by Title 2 CFR 200
• Costs are allocated to ALL City funds, departments, and divisions
• Not all allocated costs are recoverable
9 City of Richmond - Cost Allocation Presentation
Questions or Comments?
800-676-7516
[email protected]
Nicole Kissam
Project Director
Community
Development
Department
FY 2022-23 Budget
Presentation
May 17, 2022
Community Development
Department
2 Community
Development
Director
Planning
Division
Building
Division
Code
Enforcement Housing Successor
Agency
WHO WE ARE (STAFF)
Community Development
3 Community Development
Positions FY21-22
Mid-Year
FY22-23
Proposed
ADMINISTRATIVE AIDE 1.0 1.0
ASSOC ADMIN ANALYST 1.0 1.0
BLDG INSP SUPV 1.0 1.0
BUILDING INSPECTOR 1.0 1.0
BUILDING OFFICIAL 1.0 1.0
CODE ENF OFFICER I/II/III 7.0 7.0
CODE ENFORCEMENT MAN 1.0 1.0
COMM DEV DIRECTOR 1.0 1.0
DEPUTY BDLG OFFICIAL 1.0 1.0
HOUSING MANAGER 1.0 1.0
INDUSTRIAL BDLG INSP 1.0 1.0
PERMIT TECHNICIAN I/II 4.0 4.0
PLAN CHECKING ENGR 1.0 1.0
PLANNER II 3.0 3.0
PLANNING MANAGER 1.0 1.0
SENIOR ACCOUNTANT 1.0 1.0
SENIOR PLANNER 4.0 4.0
SR BLDG INSP 4.0 4.0
SR. ADMIN ANALYST 1.0 1.0
36.0 36.0Page 624 of 690
WHAT WE DO – Code Enforcement
4 ▪ Preserve, improve and stabilize the
physical, and social and economic health of
our neighborhoods by consistently reducing and
eliminating blight, health and safety, public
nuisance, zoning and vehicle
abatement violations on private properties.
▪ Code Enforcement Officers conduct private
property inspections, investigate complaints,
educate, seeks voluntary compliance and
provide enforcement by issuing Notice of
Violations and Tiered Administrative Citations.
▪ We partner and collaborate with City staff,
outside governmental agencies and the
community to provide comprehensive services.
Code
Enforcement
WHAT WE DID IN FY 2021-22
Code Enforcement
5 ▪ Implemented cannabis business
permit (CBP) - issued 16 CBPs
▪ Completed 1,077 inspections
▪ Opened 728 cases, and Closed 748 cases
▪ Issued 224 administrative citations
▪ Issued 538 notice of violations
▪ Issued 311 vehicle intent to tow notices
Code
Enforcement
WHAT WE PLAN TO DO IN FY 2022-23
Code Enforcement
6 ▪ Develop and implement alcohol, tobacco and taxi permit programs including RMC updates
▪ Increase vacant property registration and enforcement ▪ Expand enforcement of CBPs, through enhanced inspections ▪ Expand residential rental inspection program enforcement ▪ Continued enforcement of dangerous, blighted properties that devalue and destabilize City neighborhoods
▪ Increase vehicle abatement enforcement
▪ Update documents, notices, and forms to comply with updated RMC requirements
Code
Enforcement
WHAT WE PROPOSE (BUDGET)
Code Enforcement
7 Code
Enforcement
FY2022-23 DRAFT BUDGET
FY2021-22
Revised Budget
FY2022-23
Proposed
Revenue Licenses, Permits, & Fees 530,000 955,500
Other Revenues 36,786 30,000
Total Revenue 566,786 985,500
Expenditures Salaries & Wages 702,020 798,887
Benefits 600,678 724,286
Professional & Admin 364,898 373,400
Other Operating 26,447 28,947
Utilities 11,000 11,500
Equipment & Contract Services 13,549 13,549
Cost Pool (New Vehicles) 165,000
Total Expenditures 1,718,592 2,115,569
Net Impact (1,151,806) (1,130,069)
WHAT WE DO – Housing/Successor Agency
8 ▪ Completing the recognized obligation projects - Miraflores and Metrowalk Phase 2
▪ Management of City's Loan portfolio
▪ Administers City's Inclusionary Housing and Affordable Housing Nexus Fee program, including monitoring of regulatory agreements
▪ Oversees and administers the Successor Agency's Deed of Trust related to Marina Bay Developments
▪ Administers the Fair Chance Housing Ordinance
▪ Works with Richmond Rapid Response Fund to provide rental assistance ▪ Leads and oversees the development of the Homelessness Strategic Plan Housing/Successor
Agency
WHAT WE DID IN FY 2021-22
Housing/Successor Agency
9 ▪ Assisted in completing Phase 1 studies for Richmond Housing ▪ Authority projects (RHA) utilizing EPA brownfield assessment funds
▪ Obtained $50,000 in All Home funding for
Homelessness Strategic Plan
▪ Obtained a new EPA $600,000 grant for
brownfield assessments
▪ Obtained a $4.8 Million Encampment Resolution Funding for Castro Encampment
▪ Partnered with Richmond LAND to obtain a Breakthrough Grant for a housing fellow to further equitable housing policies
Housing/Successor
Agency
10 WHAT WE PLAN TO DO IN FY 2022-23
Housing/Successor Agency
▪ Hire a Housing Manager
▪ Assist the Richmond Housing Authority in the disposition and redevelopment of Nystrom Village and Nevin Plaza
▪ Complete development and adoption of the
Homelessness Strategic Plan
▪ Begin surplus property disposition process
▪ Support the development of the 6th Cycle Housing
Element and Housing Equity Roadmap
▪ Begin implementation of the $4.8 Million Encampment
Resolution Funding project
▪ Complete DDA Amendments for MetroWalk Phase 2
▪ Oversee Rehab of Historic Structures at Miraflores
Housing/Successor
Agency
WHAT WE PROPOSE (BUDGET)
Housing Division
11 Housing
FY2022-23 DRAFT BUDGET
2021-22 MID-YEAR 2022-23 PROPOSED
Revenue LICENSES,PRMITS&FEES 668,221.45 568,000.00
USE OF MONEY&PROPRTY 200,186.07 63,149.24
OTHER REVENUE 629,042.42 618,651.15
INTERGOV FED GRANT 300,000.00 300,000.00
INTERGOV STATE GRANT 666,431.90 166,431.90
PROC FR SLE PROP 106,035.56 106,035.56
LOAN/BOND PROCEEDS 377,861.28 311,518.93
OPER XFERS IN 562,101.12
TOTAL REVENUE 3,509,879.80 2,133,786.78
Expenditures SALARIES AND WAGES 304,411.31 345,890.35
PYRLL/FRINGE BENEFIT 227,547.08 191,715.12
PROF & ADMIN 1,339,937.82 874,061.21
OTHER OPERATING 8,468.86 8,711.92
UTILITIES 801.20 801.00
COST POOL 233,290.00 179,603.00
ASSET/CAPITAL OUTLAY 1,232,350.00 1,150,000.00
CDBG/HOME/HSG PROJ 3,889,563.70 3,085,000.00
OPER XFERS OUT 1,042,101.12 480,000.00
TOTAL EXPENDITURE 8,278,471.09 6,315,782.60
Net Impact (4,768,591.29) (4,181,995.82)
WHAT WE PROPOSE (BUDGET)
Successor Agency
12 Successor Agency
FY2022-23 DRAFT BUDGET
2021-22 MID-YEAR 2022-23 PROPOSED
Revenue PROPERTY TAXES 10,741,388.36 8,340,222.84
OPER XFERS IN 11,079,175.59 9,212,427.70
TOTAL REVENUE 21,820,563.95 17,552,650.54
Expenditures SALARIES AND WAGES 203,091.01 262,476.25
PYRLL/FRINGE BENEFIT 121,388.00 62,390.00
PROF & ADMIN 121,700.00 109,700.00
OTHER OPERATING 497,009.00 567,110.45
EQPT & CONTRACT SVCS 216,101.81 100,000.00
COST POOL 50,000.00 13,896.00
ASSET/CAPITAL OUTLAY 3,299,910.76 3,180,000.00
DEBT SVC EXPENDITURE 8,681,650.42 8,259,228.50
OPER XFERS OUT 11,079,175.59 9,212,427.70
TOTAL EXPENDITURE 24,270,026.59 21,767,228.90
Net Impact (2,449,468.64) (4,214,578.36)
WHAT WE DO – Planning & Building Divisions
The Planning Division:
▪ Updates and implements the General Plan to achieve community goals
▪ Reviews land use and development projects for consistency with General Plan and Zoning Ordinance
▪ Leads & partners in the preparation of grant applications for capital projects, plan implementation, and plan development
▪ Lead and support the development of citywide or project specific plans
▪ Staff to the Design Review Board, Historic Preservation Commission, and Planning Commission
The Building Division:
▪ Enforces California Code of Regulations Title 24, the California Health and Safety Code, and the Richmond Municipal Code as they relate to construction
▪ Manages the Residential Rental Inspection Program to ensure minimum housing quality standards and completes habitability inspections
▪ Works to improve public access to permit and inspection services via the city website
▪ Continues to implement technologies that promote efficiency and improve and streamline permitting and inspection services 13 Planning & Building
WHAT WE DID IN FY 2021-22
Planning & Building Divisions
14 ▪ Issued 2,981 building permits
▪ Issued new construction building permits for 259
dwelling units (DU), Entitled 205 DU, and 518 DU
under review
▪ Issued 70 accessory dwelling units (ADU) Permits;
approved 97 ADU Zoning Compliance applications
▪ Supported the development and adoption of
the Natural Gas Ban
▪ Secured $1.25 million in grant funding for the Hilltop Area Specific Plan
▪ Initiated the 6th Cycle Housing Element Update
Planning & Building
PROJECTS COMPLETED IN 2021
NOMA and Terraces at Nevin
15
WHAT WE PLAN TO DO IN FY 2022-23
Planning & Building Divisions
16 ▪ Complete Triennial Building Code Adoption
▪ Continue to implement technologies and processes that improve permitting efficiencies and streamlining
▪ Recruit, hire and train new building inspection staff in preparation for upcoming staff retirements
▪ Participate and collaborate on regional planning efforts ▪ Complete the visioning & preferred land use plan
alternative for Hilltop Area Specific Plan
▪ Adopt the 6th Cycle Housing Element and obtain
HCD certification
Planning & Building
PROJECTS APPROVED
Cherry Blossom Row
17 Planning & Building
PROJECTS APPROVED
Barrett Ave SRO
18 Planning & Building
19 PROJECTS APPROVED
Richmond Country Club Residential Project
Planning & Building
731 W. Cutting
Industrial Warehouse and Offices
20 Planning & Building
WHAT WE PROPOSE (BUDGET)
Planning and Building Divisions
21 Planning & Building
FY2022-23 DRAFT BUDGET
FY2021-22
Revised Budget
FY2022-23
Proposed
Revenue Licenses, Permits, & Fees 6,427,663 6,902,259
Charges for Services 3,359,000 2,733,000
Grants 660,000 500,000
Operating Transfers In 1,800,000 1,800,000
Total Revenue 12,246,663 11,935,259
Expenditures Salaries & Wages 2,524,274 2,468,066
Benefits 1,801,725 1,850,584
Professional & Admin 6,244,720 5,036,103
Other Operating 83,406 83,406
Utilities 14,000 9,000
Equipment & Contract Services 11,409 11,409
Cost Pool 1,908,033 2,423,772
Asset Capital Outlay 1,000 1,000
Total Expenditures 12,588,567 11,883,340
Net Impact (341,904) 51,919
COMMUNITY
SERVICES
DEPARTMENT
1 Richmond City Council
May 17, 2022
Community
Services
Department
Employment & Training
Library and LEAP
Office of Neighborhood Safety
Recreation
Transportation
American Rescue Plan Act (ARPA)
Reimagining Public Safety Task Force
2Page 644 of 690
EMPLOYMENT AND TRAINING
3Page 645 of 690
WHAT WE DO
Ensure a continuum of education and
training opportunities that build a
skilled workforce to meet current and
future employer needs
Provide year-round and summer
employment, career pathways training,
internships and supportive services for
youth to successfully transition into
adulthood
Help residents obtain good jobs in
high growth, high wage occupations
through regional employer partnerships
Prepare residents for construction
trades careers
4 E&T
WHAT WE
DID IN
FY 2021-22
Awarded over $11 million
dollars to provide employment
and training services to
Richmond residents
Adult workers
Youth
Dislocated Workers
ESL
Youth with Disabilities
Construction Trades
Served over 500 youth through
year-round, summer
employment, and supportive
services
Graduated 3 Pre-
Apprenticeship (Construction
Trade) Cohorts (60) with 80%
placement
Served over 6,000 residents at
the One-Stop Career Center 5
E&T
WHAT WE PLAN TO DO IN FY 2022-23
6 Build technical skills training,
career pathways and
employment opportunities in
high-growth, high-wage
industries for Richmond
residents
Create “Quality Jobs”
that provide livable
wages with benefits,
offer the most direct
path to economic
mobility and broadly
shared prosperity
Provide Richmond resident, with
the resources and services they
need to enter, participate in,
and complete broader
workforce preparation, training
and education programs aligned
with regional labor market
needs
Provide year-round,
work-based learning
and career technical
education for 500
Richmond Youth ages
16 – 24
Train 100 Richmond
residents for jobs and
careers in the construction
& renewable energy
sectors; expand direct-entry
agreements with Building
Trades
Provide access to Metrix
Learning, an online
workforce development
tool for workforce
training, for all
Richmond residents
E&T
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
Assistant Administrative Analyst 2.0 2.0
Deputy Director of Community
Services, Employment &
Training 1.0 1.0
Employment Program Manager 3.0 3.0
Employment Program Specialist
I/II 9.0 9.0
Library & Community Services
Director 1.0 1.0
Project Coordinator 1.0 1.0
Senior Accountant 1.0 1.0
Senior Employment Program
Specialist 2.0 2.0
Total Full-Time Equivalent
(FTEs) 22.0 22.0
7 E&T
8 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 169,536 170,317
Charges for Services 24,000 24,000
Other Revenue 151,738 151,738
Grants 6,263,244 6,645,331
Operating Transfers In 3,425,705 3,641,526
Total Revenue 10,034,223 10,632,912
Expenditures Salaries & Wages 1,800,598 1,854,199
Benefits 1,519,767 1,589,767
Professional & Admin 6,200 7,300
Other Operating 182,807 197,480
Utilities 13,000 9,000
Equipment & Contract Services 589,088 568,879
Cost Pool 543,408 1,524,805
Asset Capital Outlay 100,000 100,000
Grant Expenditures 5,109,159 4,772,532
Employment & Training Allocation 376,496 3,307,701
Total Expenditures 10,240,523 13,931,663
Net Impact (206,300) (3,298,751)
WHAT WE PROPOSE (BUDGET) E&T
LIBRARY
AND
LITERACY
FOR EVERY
ADUL T
PROGRAM
(LEAP)
9Page 651 of 690
WHAT WE DO
Provides diverse materials and
services to meet the community’s
personal, cultural, educational, and
professional needs both onsite and
remotely
Encourages lifelong enjoyment of
reading and learning through early
childhood activities and story times,
author events, hands on STEAM
workshops and active readers advisory
Promotes literacy in the areas of,
English as a Second Language, Digital
Literacy, workforce development, civic
engagement, and family literacy
Supports the 5-member Library
Advisory Commission and
collaborates with the Friends of the
Richmond Public Library and the
Richmond Public Library Foundation
10 Library
WHAT WE DID IN FY 2021-22
• Reopened West Side and Bayview Branch libraries for
in-person service and expanded hours: Main Library 41
hours per week, West Side and Bayview Branch libraries
20 hours per week
• Lunch @ the Library moves to Free Summer Lunch
Sites with a side of Books
• Grants Awarded = $282,000 and Grants Pending = $10.3
million dollars
• Submitted $15 million dollar Building Forward Library Infrastructure grant application and $342,000 Stronger
Together Out of School Bookmobile grant
• Added new self-guided online learning Courses
(Coursera, LinkedIn Learning, GetSetUp, Learning
Express, Northstar Digital Library and Skillshare)
• Started a new technology service lending Internet
Hotspots and Chromebooks to increase access to
Library online resources
11 Library
WHAT WE PLAN TO DO IN FY 2022-23
Expand open hours of service to include Saturdays at the Main Library
Restart the in-person reading enrichment programs at the Main Library and Bayview and West Side Branch libraries Develop a Strategic Plan with robust community
engagement
Launch a Marketing/Communications Initiative
to raise awareness of the library
Actively seek community partnerships and grant funding to advance the mission of the library, especially to
underserved communities
Execute the California State Library Building Forward Library Infrastructure Program grant to remodel the Main Library and the Stronger Together grant topurchase and
customize a new bookmobile
Add a zero-emissions Electric Vehicle/Delivery Van to move materials between libraries daily improving service to the residents of Richmond
12 Library
LITERACY
FOR EVERY
ADUL T
PROGRAM
(LEAP)
Literacy for Every Adult Program (LEAP) is a free Library program that helps adults develop the competences and self-confidence they need to achieve their individual goals
LEAP provides GED test preparation, Career Online High School, English as a Second Language (ESL) and Family Literacy
LEAP combines online classes, face to face instruction, one-to-one tutoring to deliver hybrid instruction
Learners, tutors and teacher pair traditional instructional methods with digital literacy a core competency skill needed in today’s job market.
LEAP Community Partnerships: Bay Area Rescue Mission, Office of Neighborhood Safety, T-Mobile, Richmond Promise, City of Richmond YouthWORKS and Contra Costa Health Services Career Pathways program
WHAT WE DO LEAP
13Page 655 of 690
WHAT WE DID IN FY 2021-22
• LEAP received grants to support literacy services including adult literacy instruction, families for literacy services, and English as a Second Language services TOTALING $195,200 • LEAP provided literacy services to Richmond
residents, offered GED preparation classes at Bay Area
Rescue Mission, partnered with Office of Neighborhood
Safety, served as host site for YouthWORKS summer youth employees, Richmond Promise mentor and Contra Costa
Health Services Health Career Pathways mentor
• 3 adult learners became members of the City of Richmond’s Race and Equity Team after completing LEAP’s civic
engagement training
• 127 active adult learners; 14 GED certificate earned, 6 high school diplomas, 21 adults and 39 children participate in the Families for Literacy Services
• During the pandemic official GED testing sites were closed, LEAP became an official GED testing site for students
• LEAP has a group of dedicated volunteers who donated
1,263 hours, the equivalent of $34,985 in salary
• Entered partnership with T-Mobile Government contracting to secure 25 free tablets for students to continue their education remotely with free hotspots
LEAP
14Page 656 of 690
WHAT WE PLAN TO DO
IN FY 2022-23
• Welcome limited number of students
back for face-to-face instruction
• Add English Language Civics to our
ESL program
• Hire a part-time ESL instructor with
new ESL Grant funds
• Host LEAP graduation
• Work with Library to bring back
Summer Literacy program
• Partner with Employment & Training
to create a basic computer class
LEAP
15Page 657 of 690
WHO WE ARE (STAFF)
Positions FY21-22
Mid-Year
FY22-23
Proposed
ADMIN LIBRARIAN 2.0 2.0
ADMIN SERVICES ANALYST 1.0 1.0
ASSOC. ADMIN ANALYST 1.0 1.0
DEP . DIRECTOR OF COMMUNITY
SERVICES - LIBRARY 1.0 1.0
EXEC. SECRETARY II 1.0 1.0
FAMILY LITERACY SPECIALIST 1.0 1.0
LEARNING CENTER MANAGER II 1.0 1.0
LIBRARY INFORMATION SYSTEMS
TECH 1.0 1.0
LIBRARIAN I/II 8.0 8.0
LIBRARY ASSISTANT I/II 6.0 6.0
LIBRARY ASSOCIATE 2.0 2.0
LITERACY PROGRAM MANAGER 1.0 1.0
OFFICE ASSISTANT II 0.7 0.7
SR. LIBRARY ASSISTANT 2.0 2.0
VOLUNTEER TUTOR/LEARNING
COORDINATOR 3.0 3.0
31.7 31.7
16 Library & LEAP
LIBRARY -
WHAT WE
PROPOSE
(BUDGET)
17 FY2022-23 DRAFT BUDGET
FY2021-22
Revised Budget
FY2022-23
Proposed
Revenue Licenses, Permits, & Fees 36,302
Other Revenue 2,500
Rental Income 14,062 44,884
Grants 172,222 126,222
Total Revenue 222,586 183,606
Expenditures Salaries & Wages 2,441,672 2,438,587
Benefits 2,382,220 2,320,675
Professional & Admin 1,016,316 819,648
Other Operating 79,929 80,750
Utilities 6,000 8,000
Equipment & Contract Services 2,336 2,136
Cost Pool 246,440 387,915
Asset Capital Outlay 342,383 429,995
Grant Expenditures 3,000 5,500
Total Expenditures 6,520,297 6,493,208
Net Impact (6,297,711) (6,309,602)
WHAT WE PROPOSE (BUDGET) Library & LEAP
Office of Neighborhood Safety
18Page 660 of 690
WHAT WE DO
Gun Violence Prevention: Work to dramatically reduce and one day eliminate gun violence and associated injuries/deaths in the City of Richmond Manage Street Outreach Strategies: Engage those at the center of and most impacted by historical firearm-related hostilities
Operation Peacemaker Fellowship: Provide attention, intensive engagement, and support structures through a peer-facilitated group mentoring model. The fellowship supports the consistent improvement of the social and emotional health and wellness of young people 19 ONS
WHAT WE DID IN FY 2021-22
Total Contacts Hours
Street Outreach 1900 1939.5
Fellow Engagements 3137 3427.5
Referrals 35 47
All Conflicts Mediated 60 130
Shooting Response 27 32
Cyclical & Retaliatory Gun Violence
Interruptions (CRGVI) 2 7
20 ONS
WHAT WE
PLAN TO
DO IN FY
2022-23
Leverage Reimagining Public
Safety funding to hire and train
additional staff
Support service expansion to
various demographics across the
City and programming within the
West Contra Costa Unified
School District
Secure in excess of $6 million in
State of California grant funding
to ensure sustainability across
strategic initiatives
Continue efforts to make the City
of Richmond a healthy and safe
community for those who live,
work and play here.
21 ONS
WHO WE
ARE
(STAFF)
22 Positions FY21-22
Mid-Year
FY22-23
Proposed
Administrative Aide 1.0 1.0
Accounting Assistant 1.0 1.0
Deputy Director of Community
Services – ONS 1.0 1.0
Neighborhood Change Agents 11.0 11.0
ONS Field Coordinator 2.0 2.0
ONS Program Manager 1.0 1.0
Project Coordinator 1.0 1.0
Total Full-Time Equivalent
(FTEs) 18.0 18.0
ONS
WHAT WE PROPOSE (FY 2022-23 BUDGET)
23 FY 2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Other Revenue 5,000
Grants 1,045,028
Total Revenue 1,050,028
Expenditures Salaries & Wages 812,496 1,341,638
Benefits 600,409 1,165,150
Professional & Admin 1,621,244 1,714,090
Other Operating 1,636,040 109,640
Utilities 16,000 66,000
Cost Pool 152,010 505,067
Asset Capital Outlay 9,600
Grant Expenditures 546,725
Total Expenditures 5,394,524 4,901,585
Net Impact (4,344,496) (4,901,585)
ONS
RECREATION &
NEIGHBORHOOD
SERVICES
Community
Service
Children &
Family
Programs
Aquatics,
Youth &
Adult
Sports
Seniors,
Special
Needs &
Special
Events
Neighbor-
hood
Services
Grants
Finance &
Registration
24Page 666 of 690
WHAT WE DO
Provide recreational experiences that enhance
active health and wellness lifestyles for all age
groups through youth programs, sports programs,
aquatic programs, special needs programs, adult
programs, and senior programs.
Enrich the quality of life for our community through
our programs, special events and facilities that
promote cultural unity and a sense of place.
Engage our residents to strengthen community
image and protect the environmental resources
through the Love Your Block beautification programs,
Adopt A Senior Programs, Tool Lending Library and
Mobile Tool Lending Library.
Empower our staff through in-house financial
support and training; facilitate rentals and program
registrations; support our commissions; and seek
grants to support our programs and facility upgrades.
25 Recreation
WHAT WE DID IN
FY 2021-22
• Delivered programs in various formats
to keep our community safe while
being active
• Transitioned virtual afterschool,
summer camps and sports for youth
programs to in person and hybrid
opportunities (both in-person and
virtual).
• Our pools reopened.
• Senior Centers continued to provide
programs in a hybrid format to allow
our seniors the freedom to choose
programs of their comfort level.
• Developing Personal Resources Center
continued to provide virtual programs.
• Awarded 8 grants for various facilities
and parks improvements.
• Beautified our community through
Love Your Block (L YB) Programs (MLK
Park, Nevin Avenue and Nystrom)
• L YB COVID-19 Mini-Grants were
awarded
26 Recreation
27 Received grant awards totaling $14,054,000:
$8 million from California State Parks Statewide Park Development and Community Revitalization program for Shields-Reid Park Renovation
$5 million from Caltrans Clean California Local Grant Program for Boorman Park, 7th Street, I Heart Richmond, and community beautification programs
$500,000 from NFL and CDBG for the MLK Turf and Field Renovation $264,000 from Hellman Foundation for park maintenance $100,000 from PG&E Resilience Hubs Grant for resilience hubs $100,000 from The PG&E Corporation Foundation Better Together Resilient Communities Grant for emergency cooling structures
$90,000 from Richmond Fund for Children and Youth Grant for Camp Achieve Continued implementing previously awarded grants:
$4.165 million from California State Parks Statewide Park Program Proposition 68 grants for Boorman Park Revitalization
Engaged and collaborated with residents, City departments, commissions, and community-based organizations to develop grant proposals
Developed and submitted additional grant applications for more than $6 million in funding WHAT WE DID IN FY 2021-22 (GRANTS)
Recreation
WHAT WE PLAN TO DO IN FY 2022-23
Bring our special events back so we
can celebrate with the community
Third of July Fireworks Show, Black
History Event and Chinese New Year
to name a few
Return to full or expanded in-person
capacity in our programs, sports,
aquatics, youth and senior
opportunities
Implement Fee Waiver and
Partnership Policy to provide
equitable access to all community
members
Extend Tool Lending Library hours
Find new grants to continue to uplift
facilities and expand programs
28 Recreation
29Page 671 of 690
WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Accountant Assistant I/II 1.0 1.0
Administrative Aide 1.0 1.0
Assistant Administrative Analyst 1.0 1.0
Associate Administrative Analyst 1.0 1.0
Auditorium Aide 3.2 3.2
Deputy Director of Community Services - Recreation 1.0 1.0 Development Project Manager II .4 .4
Executive Secretary II 1.0 1.0
Lifeguard 1.6 1.6
Office Specialist 2.0 2.0
Recreation Program Coordinator 8.0 8.0
Recreation Program Specialist 3.2 3.2
Recreation Supervisor 3.0 3.0
Senior Accountant 1.0 1.0
Senior Lifeguard 1.6 1.6
Total Full-Time Equivalent (FTEs) 30.0 30.0
30 Recreation
WHAT WE PROPOSE (BUDGET)
31 FY2022-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, & Fees 461,153 781,808
Other Revenue 207,856 15,500
Rental Income 393,906 525,567
Grants 4,606 4,606
Total Revenue 1,067,521 1,327,481
Expenditures Salaries & Wages 2,662,675 2,599,852
Benefits 1,939,771 2,193,092
Professional & Admin 649,533 658,356
Other Operating 63,378 28,541
Utilities 18,389 55,520
Equipment & Contract Services 7,250 10,500
Cost Pool 447,718 777,167
Asset Capital Outlay 208,317 15,430
Grant Expenditures 132,500 52,500
Total Expenditures 6,129,531 6,390,957
Net Impact (5,062,010) (5,063,476)
Recreation
TRANSPORTATION
32
R-Transit
• Manage the R-Transit and LYFT partnership to provide 24/7 service to over 1500 registered clients
City Parking Authority
• Management of city on-street and off-street parking inventory • Responsible for developing parking policy, programs (neighborhood permit parking and parklets), regulations, and the parking enterprise fund Transportation Sustainability
• Coordinate city electric vehicle (EV) service equipment capital improvement and manage equipment
• Steward fleet and transportation network electrification • Provide EV and alternative energy education and outreach to promote clean transportation
Micromobility
• Manage Micromobility services (bikeshare, on-demand shuttle and car share programs) Grant Administration and Technical Support
• Acquire and manage over $7 million in grants and project partnerships • Serve on various EV, transportation authority, planning committees, and city working groups
• Provide technical review and input on local and regional development projects, and TA to city departments and community groups
33 WHAT WE DO
Transportation
WHAT WE DID IN FY
2021-22
• Commenced the on-demand city-wide
shuttle for Richmond residents
• Expanded electric vehicle (EV) charging
stations for increased accessibility and EV
purchases within Richmond
• Reduced the cost of LYFT travel for qualified
seniors and disabled person in Richmond
• Expanded coverage area to and from the
Contra Costa Regional Medical Center &
Veterans Hospital in Martinez, CA
• Implemented a bike share program
• Micro-mobility Services
• Manage electric bikeshare program – June 2021
• Launched Richmond MOVES On-Demand
Shuttle program – April 2022
• Plan to launch several carshare programs
beginning in June 2022
34 Transportation
WHAT WE PLAN TO DO
IN FY 2022-23
• Update the Community Benefit Ordinance
• Reduce vehicle emissions in the City of Richmond
• Expand existing micro-mobility services (i.e.
bikeshare, Richmond MOVES, and carshare) to
underserved communities
• Implement strategies to update the Civic Center
Plaza parking plan to provide efficient use and
enhanced security for city employees, fleet
vehicles and visitors
• Increase electric vehicle charging station
installations in public areas
• Continue to provide free or low-costs
transportation services to eligible seniors and
disabled populations
• Expand outreach regarding transportation options
• Pursue grant opportunities to support the
development and implementation of
transportation-related strategies
• Support the reinstatement of parking enforcement
to help support the success of existing parking
programs
• Adopt a City Electrification Plan
• Support the transition of Richmond’s City fleet
from gas to electric vehicles
35 Transportation
WHO WE ARE (STAFF)
Positions
FY21-22
Mid-Year
FY22-23
Proposed
Paratransit Driver 2 2
Paratransit Driver
Leadworker 1 1
Project Manager I/II 2 2
Total Full-Time
Equivalent (FTEs) 5.0 5.0
36 Transportation
WHAT WE PROPOSE (BUDGET)
37 FY22-23 DRAFT BUDGET
FY2021-22
Mid-Year
FY2022-23
Proposed
Revenue Licenses, Permits, Fees 27,000 35,000
Other Revenue 10,000 89,000
Grants 2,743,800 2,627,692
Total Revenue 2,780,800 2,751,692
Expenditures Salaries & Wages 345,137 347,511
Benefits 409,099 321,654
Professional & Admin 2,019,000 5,900,095
Other Operating 30,050 26,700
Utilities 2,500 2,500
Equipment & Contract
Services 10,100 29,097
Cost Pool 248,819 819,190
Asset Capital Outlay 1,000 2,000
Total Expenditures 3,065,705 7,448,747
Net Impact (284,905) 4,697,055
Transportation
AMERICAN
RESCUE PLAN ACT
(ARP A) BUDGET
UPDATES
38Page 680 of 690
American Rescue Plan Act FY 21-22 Budget
39*Additional $7,487.59 received in interest through December 2021 Update through April 15, 2022
ARPA BUDGET ACTUAL ENCUMBRANCES REMAINING DEPARTMENT
ARPA REVENUE -TOTAL (27,740,723)$ (13,870,362)$ -$ (13,870,362)$ Project Code ARPA EXPENDITURES
AR231 MAIN LIBRARY - HVAC IMPROVEMENTS 500,000$ -$ 48,000$ 452,000$ Public Works AR232 NEVIN COMMUNITY CENTER - HVAC IMPROVEMENTS 500,000$ 10,250$ 39,750$ 450,000$ Public Works AR233 RECREATION CENTER ADMINISTRATION - HVAC IMPROVEMENTS 500,000$ 25,025$ 23,975$ 451,000$ Public Works AR234 RICHMOND MUSEUM - HVAC IMPROVEMENTS 500,000$ -$ 32,600$ 467,400$ Public Works AR235 COMMUNITY BEAUTIFACTION 1,000,000$ -$ -$ 1,000,000$ Public Works -$
AR236 COMMUNITY NEEDS ASSESSMENT 250,000$ -$ 245,485$ 4,515$ Community Services AR237 ENVIRONMENTAL PLANNING CONSULTANT 300,000$ -$ -$ 300,000$ Economic Development AR238 HOUSING & DEVELOPMENT INITIATIVES/RICHMOND RAPID RESPONSE FUND 1,000,000$ 15,889$ 184,111$ 800,000$ Community Development AR239 RECOVERY OF LOST REVENUE 4,000,000$ -$ -$ 4,000,000$ Finance AR240 NORTH RICHMOND PUMP STATION 1,800,000$ -$ -$ 1,800,000$ Public Works AR241 MARTIN LUTHER KING, JR. PARK TURF FIELD 150,000$ -$ -$ 150,000$ Public Works Total - ARPA FY2021-22 10,500,000$ 51,164$ 573,921$ 9,874,915$ REMAINING ARPA ALLOCATION (17,240,723)$
AMERICAN RESCUE PLAN ACT FY 21-22 BUDGET
American Rescue Plan Act
North Richmond Pump Station
$1,800,000
HVAC Upgrades at 4 City Facilities
$2,000,000
Community Beautification
$1,000,000
Green-Blue Deal
$300,000
40Page 682 of 690
ARPA Community Needs Assessment - $250,000
Interviews
www.richmond.ca.us/ARPA
Community Input on Investing ~$17 Million in COVID Recovery Funds Strategic Investment Plan
Surveys
Focus Groups
Community Meetings
Community Input
41
Martin Luther King, Jr.
Park Turf Field -
$150,000
JOIN US!
Official Reopening
Ceremony
Wednesday, May 18th
5 PM – 7 PM
42Page 684 of 690
Housing & Richmond Rapid Response Fund (R3F)
$1,000,000
Housing and Development Initiatives - $300,000
Homelessness Strategic Plan - $50,000
Housing Element & Housing Equity Roadmap
- $150,000
To Be Determined - $100,000
Community Development & R3F - $100,000
R3F Governance structure and strategic
planning
R3F - $600,000
COVID relief and recovery
Direct disbursements to individuals via
community organizations
Rent relief paid directly to landlords
43Page 685 of 690
REIMAGINING
PUBLIC SAFETY
TASK FORCE
RECOMMENDED
INTERVENTIONS
44Page 686 of 690
SOURCES AND USES OF FUNDS
45
FY 2021-22 BUDGET
Update through April 15, 2022
Project Code ITEM BUDGET ACTUAL ENCUMBRANCES REMAINING DEPARTMENT RI220 YouthWORKS (through December 2021/January 2022) $ 1,980,000 $ 510,672 $ - $ 1,469,328 Employment & Training Admin Labor (July - January 2022) $ 7,408
Payroll Service Fees (July - December 2021) $ 8,912 Participant Allowance (July - December 2021) $ 8,284 Intern Wages (July - December 2021) $ 36,096
Direct Labor (July - December 2021) $ 83,659
Overhead Labor (July - January 2022) $ 26,824
Operating Cost (July - January 2022) $ 2,750 Participant Wages (July - December 2021) $ 336,739 RI210 ONS $ 1,600,000 $ - $ - $ 1,600,000 ONS RI160 UNHOUSED INTERVENTION $ 1,800,000 $ 244,891 $ 739,084 $ 816,025 Planning Rebuilding Together (Providing Outreach and Support)
Richmond Sanitary Services (Clean-up)
RI200 COMMUNITY CRISIS RESPONSE $ 1,000,000 $ - $ - $ 1,000,000 Fire Total - Reimagining FY2021-22 Expenditures 6,380,000$ 755,564$ 739,084$ 4,885,353$ REIMAGINING PUBLIC SAFETY COMMUNITY TASK FORCE FY 21-22 BUDGET 46
YOUTHWORKS
$1.98 Million
Community Crisis Response
$1 Million
Office of Neighborhood Safety
$1.6 Million
Unhoused Intervention
$1.8 Million
47Page 689 of 690
THANK YOU!
QUESTIONS
48Page 690 of 690