City Council Meeting
May 24, 2022
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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.
4 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
7 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 Department
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.
3 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.
4 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)