Director of Finance
(1)
Finance
FY2019-20 Organizational Chart
Payroll
Supervisor
(1)
Budget Analyst II
(1)
Accounting Asst.
(.5)
Accountant II
(1)
Accounting Assistant II
(2)
Accountant I
(1)
Accountant I
(.5)
Accounts
Receivable,
Accounts Payable,
and Purchasing
Purchasing
Accounts Payable
Division
Existing FTE = 35, Adopted FTE = 34
Accounting Assistant II
(1)
Admin Analyst
(1)
Financial Operations
Auditing & Financial
Reporting
Payroll
Coordinator
(2)
Budget Analysis/
Grants
Management
Accountant Assistant II
(1)
Legend:
Accounting Assistant II
(2)
Admin Support
Budget Analysis
Budget Analysis/
Capital
Improvement Plan
Sr. Budget Analyst
(1)
Cash
Management
Debt
Management
Senior Buyer
(1)
Invoice
Management/Tax
Reporting
Cal Card
Management/
Check Printing
Receipting
GL
Management
GL
Management/
Cost Recovery
GL Management
Fixed Asset &
GL
Management
Accountant II
(1)
Housing
Authority
Note: The Successor Agency is located in the Finance Department but will continue to be supported by their department’s budget.
Business License
Specialist
(2)
Senior Accountant
(1)
Accounting Manager
(1)
Successor
Agency
Accountant II
(.5)
Budget & Financial
Planning
Grant Accounting
& GL Management
Accountant II
(1)
Accounting Manager
(1)
Buyer II
(1)
Pension/OPEB
Senior Accountant
(1)
Payroll
Proposed FTE = 32
Finance
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.
New Position
Reclassification
Business
License/
Cashier
Billing/
Collections
Revenue
Division
Budget Administrator
(1)
Frozen
Business License
Field Investigator
(1)
Accountant II
(1)
Accountant I
(1)
Accountant II
(1)
Senior Accountant
(1)
Deputy Director
of Finance
(1)
128
Thru Mar -2022
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND
BALANCE)
General Fund-0001 7,346 68 68 -50921900% -10% TOTAL USES BY FUND 7,346 68 68 - (509,219) -748851% Salaries 2,166,042 3,130,577 1,750,951 2,733,520 (397,057) -13% Benefits 1,716,969 2,267,453 1,272,843 2,155,114 (112,339) -5% Professional Services 568,740 751,942 479,864 837,722 85,780 11% Other Operating Expenses 57,506 68,806 54,748 65,806 (3,000) -4% Utilities 1,081 1,394 804 1,400 6 0% Equipment & Contract Services 3,551 385 250 435 50 13% Cost Pool 171,164 171,164 128,372 179,722 8,558 5% Asset/Capital Outlay - -
A87 Cost Plan Reimbursement (1,009,656) (1,059,033) (794,276) (1,152,435) (93,402) 9% TOTAL USES BY TYPE 3,675,396 5,332,688 2,893,557 4,821,284 (511,404) -10% Finance/Administration-01171115 580,695 669,376 459,977 863,778 194,402 29% Finance/General Accounting-01172015 972,811 1,285,228 797,999 1,160,847 (124,381) -10% Finance/Budget-01173415 371,718 610,163 224,130 469,807 (140,356) -23% Finance/Payroll-01174015 286,200 387,011 258,854 398,825 11,814 3% Finance/Treasury-01175715 472,491 654,607 428,684 808,950 154,343 24% Finance/Accounts Payable-01176015 200,491 220,696 51,932 70,202 (150,494) -68% Finance/Revenue Collection-01177015 444,236 1,155,753 399,942 714,323 (441,430) -38% Finance/Purchasing-01178015 330,753 347,669 271,705 334,552 (13,117) -4% Emergency Operation & Disaster-Finance-
1347115 16,001 333 -
TOTAL USES BY ORG CODE 3,675,396 5,330,503 2,893,557 4,821,284 (509,219) -10% Finance-17
$ Chg From
FY21-22
% Chg From
FY21-22
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
TOTAL BUDGET - HISTORICAL COMPARISON
USES BY ORG CODE
USES BY TYPE
FY2022-23
Budget
F
Y
2 %
C
129
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130
Human Resources Department
Fiscal Year 2022-23
WHAT WE DO
Attract, train, and retain a highly skilled and diversified workforce Maintain the City’s classification and compensation system, benefits administration, and manage personnel issues
Manage contract negotiations, interpretation, grievances, investigations, and discipline Administer the City’s injury and illness prevention, safety, liability, and worker’s compensation programs
WHAT WE DID
Maximized employee safety by working with dept staff to respond to and comply with COVID related regulations
Negotiated multi-year labor MOUs with four bargaining units Implemented an enhanced Performance Appraisal program Enhanced benefit and compensation information on our website Implemented the City’s employee newsletter
WHAT WE PLAN TO DO
Refine, modernize, and streamline Human Resources hiring, onboarding, and offboarding processes, procedures, and protocol to promote excellent customer service to our internal and external customers. Create influential leaders by ensuring that all supervisors and/or managers are properly train ed and adequately coached in personnel matters.
Modernize recruitment strategies by improving our marketing and outreach techniques to attract , recruit, and retain talented, and high - quality candidates.
113
Recruitments conducted
during fiscal year 2021-2022
“What inspires me the most about working for the City of Richmond is the staff that I get to interact with on a daily basis. They are hardworking, motivated, fun, and the backbone of our department. No matter what is requested of our department this staff steps up and finds ways to help one another to get the job accomplished. The success of our department is the sum of all their efforts. I’m truly grateful to work with such a great group of people”
Human Resources Staff
131
HUMAN RESOURCES DEPARTMENT
PROGRAM ORGANIZATIONAL CHART
Benefits
*Benefits Administration
*Retirement Liasion
*Employee Assisstance
Program
*Employee Wellness
Program
*Employee Recognition
Program
*457 Plan enrollment and
management
*Employee Training
*Management Academy
* Application Tracking
* Job Posting & Hotline
* Discipline Handling
*Applicant Input and
Tracking
* Employment Lists
* Union Negotiations
* Training
*Employee Wellness
Program
* Workers' Compensation
* General Liability
* Claims Management
* Third Party Administration
& Management
* Disability Retirement
* Insurance Procurement
* Safety & Loss Control
* Contract Review
* Policy & Procedure
Development &
Implementation
* Recruitment & Testing
* Job Classification
* Organizational Studies* Payroll Assistance
* Background Check and
Employee Verification
* ERP Administration &
Maintenance
* Salary & Compensation
Administration
*Grievances
* Contract Administration
* Personnel Board
*HR Website Maintenance
* Inventory Control
* Accts Payable/Purchasing
* Budget
*Personnel File
Maintenance
Administration
* Leadership
* Program Oversight
*Investigations
* Discrimination Complaints
* Management Consultation
*Retirement Liasion
*Employee Assistance
Program
*Personnel Action Form
Processing
*New Employee Orientation *Benefits Administration
Labor Relations ServicesPersonnel Services Risk Management * Special Event & Property
Use Permits
* Return to Work Program
132
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
HUMAN RESOURCES
Administrative Services Analyst 1.0 1.0 1.0 1.0 1.0
Employee Benefits Analyst I 1.0 1.0 1.0 1.0 1.0
Human Resources Manager 2.0 2.0 2.0 2.0 3.0
Human Resources Mgt. Director 1.0 1.0 1.0 1.0 1.0
Human Resources Technician I/II/III 2.0 2.0 2.0 2.0 2.0 Personnel Analyst I/II 4.0 3.0 3.0 3.0 3.0
Principal Personnel Analyst 1.0 2.0 2.0 2.0 1.0
Senior Personnel Analyst 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 13.0 13.0 13.0 13.0 13.0 133
Human Resources
Management Director
(1)
Human Resources
Management Director
(1)
Personnel
Services
Personnel
Services
Risk
Management
Risk
Management
Human Resources
Manager
(1)
Human Resources
Manager
(1)
Human Resources
Technician I/II/III
(2)
Human Resources
Technician I/II/III
(2)
Administration
Administration
Employee Benefits
Analyst I
(1)
Employee Benefits
Analyst I
(1)
Principal Personnel
Analyst II
(1)
Principal Personnel
Analyst II
(1)
Senior Personnel
Analyst
(1)
Senior Personnel
Analyst
(1)
Administrative
Services Analyst
(1)
Administrative
Services Analyst
(1)
Personnel
Analyst II
(1)
Personnel
Analyst II
(1)
Proposed FTE =13 Proposed FTE =13
Human Resources Management
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.
New Position
Reclassification
Proposed FTE =13
Human Resources Management
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.
New Position
Reclassification
Personnel Analyst II
(1)
Personnel Analyst II
(1)
Personnel Analyst I
(1)
Personnel Analyst I
(1)
Labor Relations
Labor Relations
Human Resources
Manager
(1)
Human Resources
Manager
(1)
Diversity, Equity
and Inclusion
Diversity, Equity
and Inclusion
Human Resources
Manager
(1)
Human Resources
Manager
(1)
134
Thru Mar -2021
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
General Fund-0001 1,910,877 1,876,552 1,298,109 2,267,339 390,787 21% Emergency Operation & Disaster-1304 1,580 - - - Risk Management-5001 17,649,149 32,524,184 19,752,539 19,077,907 (13,446,277) -41% TOTAL SOURCES BY FUND 19,561,605 34,400,736 21,050,648 21,345,246 (13,055,490) -38% Salaries 1,898,716 1,652,879 1,229,468 1,445,248 (207,631) -13% Benefits 885,929 1,099,059 730,566 888,835 (210,224) -19% Professional Services 1,108,463 1,776,849 808,792 1,733,900 (42,949) -2% Other Operating Expenses 26,628 62,625 17,615 72,125 9,500 15% Utilities - - -
Equipment & Contract Services 69 150 122 150 - 0% Provision for Insurance Loss 13,476,986 20,371,890 11,854,940 16,740,502 (3,631,388) -18% Cost Pool 612,923 612,923 459,693 641,776 28,853 5% Asset/Capital Outlay 1,756,589 9,039,069 6,110,483 7,000 (9,032,069) -100% A87 Cost Plan Reimbursement (204,698) (214,708) (161,031) (184,290) 30,418 -14% TOTAL USES BY TYPE 19,561,605 34,400,736 21,050,648 21,160,956 (13,239,780) -38% Human Resources (Admin)-01181016 1,910,877 1,876,552 1,298,109 2,267,339 390,787 21% Emergency Operation & Disaster-HR-13418116 1,580 - Risk Mgmt (Admin)-50182116 2,941,827 3,563,423 3,056,496 3,151,317 (412,106) -12% Risk Mgmt Worker's Comp-50182216 6,447,784 10,553,163 5,573,366 7,428,837 (3,124,326) -30% Risk Mgmt General Liability-50182316 8,259,538 18,407,598 11,122,678 8,497,753 (9,909,845) -54% TOTAL USES BY ORG CODE 19,561,605 34,400,736 21,050,648 21,345,246 (13,055,490) -38%
USES BY ORG CODE
Human Resources-18
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
%
C
h
% Chg From
FY21-22
USES BY TYPE
135
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136
INFORMATION TECHNOLOGY DEPARTMENT
IT, KCRT, Business Systems, Network, and
Duplicating Mail
Fiscal Year 2022-23
WHAT WE DO
Manage IT Infrastructure (Managing network and
communications for 47 sites and 328 thousand fiber miles of broadband infrastructure)
Manage Enterprise Business Systems (including GIS and the Open Data & Performance System for City Departments)
Manage Hardware and Software (for the City-wide Network, VoIP phone system, 800 desktops, 275 laptops, and 450 mobile devices)
IT supports virtual government and remote users and online systems (with 370 Enterprise Resource Planning (ERP)
licensed users, and 750 Employee Self Service users)
IT Manages Communications to the public (through KCRT TV, print services, website, and social media)
328
Thousand
Fiber miles of broadband infrastructure
serving both internal communications and a
platform for community-based internet access
initiatives
“I enjoy working and living in the same city. Working with my co-workers in all departments in the city, gives me a real feeling of community, family, acceptance, contributing, and belonging to something greater than myself.”
John Hill
Microcomputer Support Specialist
9 years
137
INFORMATION TECHNOLOGY DEPARTMENT
IT, KCRT, Business Systems, Network, and Duplicating Mail Fiscal Year 2022-23
WHAT WE DID
Enhanced Cyber Security (including awareness training for end users) Continued replacement of aging computer equipment (including network infrastructure and end user equipment) Collaborated with City Departments to manage, upgrade and implement Business Systems (including Measure U for the Finance Department and eSCRIBE for the City Clerk)
Continued support of remote access and online conferencing (providing secure access)
WHAT WE PLAN TO DO
IT continues to provide innovations for City wide efficiencies including expanded digital services IT continues to collaborate interdepartmentally in support of business systems (including managing and supporting the City of Richmond Enterprise Resource Planning System (ERP); IT will plan and execute the implementation of an enterprise Document Management System, and upgrade and or replace the City’s Community Development System; IT will continue to provide technical support for Measure U)
IT will continue revenue enhancement opportunities (including managing and negotiating increased rent for cellular service vendors on City owned properties IT will continue implementation of expanded Wi-Fi both internally and externally (improving bandwidth For remote City facilities, and distance learning locations)
“I have only been her e a short
time, but I like the sense of
community everyone has here. I
believe that everyone here is
working t o improve the City of
Richmond. I personally enjoy
seeing some of the projects I have
worked on being utilized within the
city.”
Adam Goermar
Duplicating Mail Specialist
6 months
138
Assistance
*Community Wi-Fi
*Management
*Development
*Maintenance *Postage and Mail Room Services
*Support *Duplicating / Copy Center Services
*Security
*Training
*Website and Marquee Management
INFORMATION TECHNOLOGY DEPARTMENT
PROGRAM ORGANIZATIONAL CHART
*Network Support
*KCOR Operations
*Network Security
*Network Upgrades
*Budget
*Contracts
*Equipment Refresh Project
*Crisis Emergency Info
*Document Storage Project
*Cable Franchise Monitoring
*Maintenance
*Support
*Network Design
*Social Media
*Procurement *City Cell Tower Support
IT Administration and
Services Telephones/Radios *Policy *Security
*IT Leadership *Management
*Strategic Planning *Maintenance
Equipment Check Out &
*Development *Promote City Services & Events
*City Fiber & Wired Support
*Support
Video System Designs,
*Training *Training
*Telecom Lease Negotiations
Duplicating / Mail Services
*KCRT Projects
Geographical Information
IT CIP Projects
Media Communications
Division
*KCRT Operations*Management
*A/V Technical Assistance &
Video Production
*Help Desk Support
*Desktop Maintenance
*Desktop Training
*Network Maintenance
*Software Replacement
*Hardware Replacement
*Website Maintenance
Application Processing
139
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
INFORMATION TECHNOLOGY
Business Analyst I 1.0 1.0 1.0 1.0
Cable TV Engineering Support Asst. 1.0
Cable TV Manager 1.0 1.0 1.0 1.0 1.0
Cable TV Programming Coordinator 1.0 1.0 1.0 1.0
Cable TV Production Support Assistant 1.0
Duplicating/Mail Assistant I/II 1.0 1.0 1.0 1.0 1.0
GIS Administrator 1.0 1.0 1.0 1.0 1.0
Information Technology Assistant 1.0 1.0 1.0 1.0 1.0
Information Technology Director 1.0 1.0 1.0 1.0 1.0
Information Technology Manager 1.0 1.0 1.0 1.0 1.0
Microcomputer Support Specialist I/II 1.0 1.0 1.0 1.0
Network & Systems Security Officer 1.0 1.0 1.0 1.0 1.0
Network & Systems Specialist I/II 1.0 1.0 1.0 1.0 1.0
Senior Cable TV Production Assistant 1.0 1.0 1.0 1.0 1.0 Senior Programmer Analyst 1.0 1.0 1.0 1.0 1.0
Telecommunication Manager 1.0 1.0 1.0 1.0
Telephone Radio Specialist 1.0
Total Full-Time Equivalents (FTEs) 13.0 14.0 14.0 14.0 14.0 140
Sue Hartman
IT Director
(1)
Network
Communications &
Desktop Systems
Data Processing
Support
GIS
Cable TV Manager
(1)
Cable
TV Programming
Coordinator
(1)
Sr. Cable
TV Production
Assistant
(1)
Network & Systems
Security Officer
(1)
Network & Systems
Specialist I/II
(1)
Sr. Programmer
Analyst
(1)
Business
Analyst I/II
(1)
GIS Administrator
(1)
KCRT
Network Services
Application
Services
Duplicating / Mail
Duplicating / Mail
Assistant I/II
(1)
Communications
Support
Telecommunication
Manager
(1)
Information
Technology Assistant
(1)
Proposed FTE = 14
Information Technology
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.
New Position
Reclassification
Information
Technology
Manager
Microcomputer
Support Specialist I/II
(1)
141
Thru Mar -2022
General Fund-0001 3,073,435 3,979,264 2,783,190 4,238,486 259,222 7% Chevron Modernization-1017 75,428 484,430 - 484,430 - 0% Emergency Op & Disastr/Info Tech-1304 267,709 - - General Capital-2001 58,660 - - - KCRT - Cable Television-4008 788,955 1,236,147 809,607 1,275,168 39,021 3% Equipment Services-5003 32,938 100,000 - 100,000 - 0% TOTAL SOURCES BY FUND 4,297,125 5,799,841 3,592,796 6,098,084 298,243 7% Salaries 1,269,166 1,479,888 1,000,745 1,434,047 (45,841) -3% Benefits 808,347 851,546 676,814 991,281 139,735 16% Professional Services 599,704 1,112,882 540,005 1,186,882 74,000 7% Other Operating Expenses 82,815 107,601 59,036 107,601 - 0% Utilities 473,064 440,827 254,053 440,827 - 0% Equipment & Contract Services 446,310 727,220 667,319 727,220 - 0% Provision for Insurance Loss 575 604 604 604 - 0% Cost Pool 252,852 252,852 189,639 370,495 117,643 47% Asset/Capital Outlay 863,462 1,350,000 597,267 1,250,000 (100,000) -7% A87 Cost Plan Reimbursement (499,171) (523,579) (392,686) (410,873) 112,706 -22% TOTAL USES BY TYPE 4,297,125 5,799,841 3,592,796 6,098,084 298,243 7% GF-Info Tech/Admin-01261017 1,531,652 2,086,840 1,464,399 2,245,282 158,442 8% GF-I.T./Telecommunications-01262117 619,364 524,025 377,492 301,472 (222,553) -42% GF-Info Tech/(Gis)-01262217 211,028 212,506 156,070 210,365 (2,141) -1% GF-Info Tech/Erp&App-01262417 627,207 1,035,743 756,171 1,316,260 280,517 27% GF-Info Tech/Dsktp Sp-01262917 (20,313) (21,306) (15,980) - 21,306 -100% GF-IT/Mail Room & Duplication-01263090 104,496 141,456 45,038 165,107 23,651 17% Chevron ECIA-11761017 75,428 484,430 - 484,430 - - Emergency Op & Disastr/Info Tech-13426117 267,709 - - Capital Outlay-20162317 58,660 0 - 0% I.T.-KCRT Cable TV Operations-40864181 786,034 1,016,147 789,706 1,155,168 139,021 63% I.T.-KCRT Cable TV-40864281 2,921 220,000 19,901 120,000 (100,000) -100% ISF-Info Tech/Desktop-50362917 32,938 100,000 - 100,000 - - TOTAL USES BY ORG CODE 4,297,125 5,799,841 3,592,796 6,098,084 298,243 7%
USES BY ORG CODE
Information Technology-26
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
% Chg From
FY21-22
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
USES BY TYPE
142
Community Development
PLANNING & BUILDING
Fiscal Year 2022-23
WHAT WE DO
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 special area
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
$1.25
Million
Grant funding obtained for the Hilltop Area
Specific Plan
“I get to work on a collaborative, professional t eam committed to making a meaningful impact in serving the City of Richmond.”
Chris Castanchoa
Building Official
21 years
143
Community Development
PLANNING & BUILDING
Fiscal Year 2022-23
Continues to implement technologies that promote efficiency and improve and streamline permitting and inspection services Collects impact fees and other required fees, such as One Percent Public Art and Affordable Housing Nexus fee on new development and building permits on behalf of various city department, regional and state agencies
WHAT WE DID
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
WHAT WE PLAN TO DO
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 6
th Cycle Housing Element and obtain HCD certification
“It is a privilege and an honor to serve the
Richmond community. I find it rewarding to
assist the c ommunity in implementing what
they envisioned in the City’s General Plan.”
Roberta Feliciano
Senior Planner
7 years
144
Community Development
CODE ENFORCEMENT
Fiscal Year 2022-23
WHAT WE DO
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.
WHAT WE DID
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
1,077
Inspections completed and
538 notice of violations issued
“We can … .We do … .and We will assist, educate, enforce , and abate code violations as we strive to improve the quality of life of our neighborhoods.”
Eva Mann
Code Enforcement Manager
35 years
145
Community Development
CODE ENFORCEMENT
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Develop and implement alcohol, tobacco and taxi permit programs including completed associated Richmond Municipal Code (RMC) updates, as needed
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
146
Community Development
HOUSING/SUCCESSOR AGENCY
Fiscal Year 2022-23
WHAT WE DO
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 certain 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
WHAT WE DID
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 Environmental Protection Agency (EPA) $600,000 grant for brownfield assessments
$600,000
EPA grant obtained to support the
characterization and redevelopment of
brownfield sites
“I am a third generation Richmond resident and homeowner. It gives me gr eat pride to assist with the development of affordable housing opportunities for individuals, families and seniors of a community that helped to raise me.”
Charice M. Duckworth
Development Project Manager
15 years
147
Community Development
CODE ENFORCEMENT
Fiscal Year 2022-23
Obtained a $4.8 Million Encampment Resolution funding for unsanctioned Castro Encampment Partnered with Richmond LAND to obtain a Breakthrough Grant for a housing fellow to further equitable housing policies
WHAT WE PLAN TO DO
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 Disposition and Development Agreement (DDA) amendments for MetroWalk Phase 2 Oversee the Rehabilitation of the Historic Structures at Miraflores
148
▪Administrative ▪Zoning & General Plan ▪Implement CalGreen ▪General Plan Updates ▪Proactive field checks for ▪Home Improvement Support Interpretation & Energy Reach Code *Housing Element Annual violations of city codes Loan Program ▪Budget Coordination ▪Conditional Use ▪Implement Natural Progress Reports ▪Investigate & resolve ▪Housing Policy ▪Purchasing Permits Gas Ban ▪DOF reports complaints of RMC violations ▪In-lieu Fee ▪Maintain Contracts ▪Subdivision & ▪Encourage "In Fill" ▪Specific Plans ▪Coordinates inspections ▪Monitoring of Regulatory ▪Personnel Parcel Map Review Development & dispositions of cases with agreement ▪Design Review ▪Encourage Transit with various city departments, ▪Subordination agreements ▪CEQA Review Oriented Development county & other agencies ▪EPA grant ▪Region & Local ▪Climate Action Planing ▪Cannabis Business Permits ▪Safe parking program Planning Participation ▪Urban Greening ▪RRIP Noncompliance management ▪Transportation ▪Complete Street Design Enforcement
Planning *PDA Planning ▪Vacant Property Monitoring
▪Urban Design *Receivership Program
▪Grant writing ▪Rehab Program Referrals
▪State Law alignment (Social Impact Bond)
▪Tobacco, Alcohol & Taxi
Permits
▪Construction ▪Issue permits ▪Review for compliance ▪On-site plan review ▪Rental Unit Inspections Inspection ▪Schedule inspections w/CBC & RMC ▪On-site Inspection ▪Tenant Health & Safety ▪Bldg. Code Violations ▪Assess fees, including ▪Code Interpretation ▪Habitability complaints ▪Emergency impact fees ▪Flood Plain Management & inspections Response ▪Grading Plan Review
▪Health & Safety ▪Landscaping Plan Review
▪Tentative Map Review
PROGRAM ORGANIZATIONAL CHART
COMMUNITY DEVELOPMENT
Building
Inspections Permit Center Plan Review Industrial Permit Services
Residential Rental
Inspection Program
Administrative
Services
Current & Long
Range Planning
Sustainability
Planning General Plan Code Enforcement Housing & Successor Agency
149
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
COMMUNITY DEVELOPMENT (Code Enforcement, Housing, and Planning & Building Services) Administrative Aide 1.0 1.0 1.0 1.0 1.0
Associate Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Building Inspector 1.0 1.0 1.0 1.0
Building Inspector Supervisor 1.0 1.0 1.0 1.0 1.0
Building Official 1.0 1.0 1.0 1.0 1.0
Code Enforcement Manager 1.0 1.0 1.0 1.0
Code Enforcement Officer I/II 6.0 7.0 7.0 7.0 7.0
Code Enforcement Superintendent 1.0
Deputy Building Official 1.0 1.0 1.0 1.0
Director of Community Development 1.0 1.0 1.0 1.0 1.0
Deputy Director of Community Dev. - Building Services 0.0 0.0 Deputy Director of Community Dev. - Planning and Housing 0.0 0.0 Housing Manager 1.0 1.0 1.0
Industrial Building Inspector 1.0 1.0 1.0 1.0 1.0
Permit Technician I/II 4.0 4.0 4.0 4.0 4.0
Plan Checking Engineer 2.0 1.0 1.0 1.0 1.0
Planner I/II 1.0 2.0 3.0 3.0 3.0
Planning Manager 1.0 1.0 1.0 1.0 1.0
Planning Technician I/II 1.0
Senior Accountant 1.0 1.0 1.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Senior Building Inspector 4.0 4.0 4.0 4.0 4.0
Senior Planner 3.0 3.0 4.0 4.0 4.0
Total Full-Time Equivalents (FTEs) 31.0 33.0 36.0 36.0 36.0 HOUSING Is now in Community Development
Development Project Manager I/II 1.8 1.0
Senior Admin Analyst 1.0 1.0
Total Full-Time Equivalents (FTEs) 2.8 2.0
150
Community Development
Director
(1)
Senior
Accountant
(1)
Building
Planning
Administrative
Services
Sr. Admin
Analyst
(1)
Associate
Admin. Analyst
(1)
Planning
Manager
(1)
Permit Center/
Inspections
Rental
Inspection
Plan Check/Land
Development
Permit
Technician II
(3)
Building Official
Chris Castanchoa
(1)
Senior Building
Inspector
(4)
Senior Planner
(3)
Building Inspector
Supervisor
(1)
Planner I/II
(2)
Housing/
Successor Agency
Housing
Manager
(1)
Sr. Planner
(1)
Code
Enforcement
Code Enforcement
Manager
Eva Mann (1)
Administrative
Aide
(1)
Plan Checker
(1)
Deputy Building
Official
(1)
Industrial
Building
Inspector
(1)
Proposed FTE = 36
Community Development
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.
New
Reclassification
Code Enforcement
Officer II
(5)
Code Enforcement
Officer II
(1)
Code Enforcement
Officer I
(1)
Building
Inspector
(1)
New
Permit
Technician I
(1)
Planner II
(1)
151
Thru Mar -2022
General Fund-0001 570,107 566,786 477,755 985,500 418,714 74% Cost Recovery-1050 10,201,821 12,246,663 6,877,546 12,191,851 (54,812) 0% Emergency Operation & Disaster-1304 - - - TOTAL SOURCES BY FUND 10,771,927 12,813,449 7,355,301 13,177,351 363,902 3% Salaries 2,678,064 3,226,294 2,132,879 3,272,588 46,294 1% Benefits 1,978,201 2,402,403 1,486,946 2,247,842 (154,561) -6% Professional Services 3,390,728 7,361,899 1,527,373 6,393,478 (968,421) -13% Other Operating Expenses 55,391 109,856 34,132 112,353 2,497 2% Utilities 21,014 31,756 16,947 20,500 (11,256) -35% Equipment & Contract Services 57,808 24,958 8,415 24,958 - 0% Cost Pool 1,863,033 1,908,333 1,431,023 2,150,965 242,632 13% Asset Capital Outlay 2,775 1,000 2,486 1,000 - 0% Operating Transfer Out - -
Grant Expenditures -
TOTAL USES BY TYPE 10,047,014 15,066,499 6,640,202 14,223,684 (842,815) -6% GF-Admin (Code Enforcement)-01163019 1,202,884 1,718,592 1,032,243 2,036,745 318,153 19% Emgcy Ope & Distr-Planning-13416119 13,588 885 - - Planning Admin-15061119
Planning Current-15061219 4,840,346 8,595,403 2,673,878 6,937,186 (1,658,217) -19% Planning General-15062019 95,540 184,673 79,669 446,442 261,769 142% Rental Inspection-15063519 194,899 351,074 67,040 317,261 (33,813) -10% Building Registration-15063619 3,699,758 4,216,455 2,786,486 4,486,050 269,595 6% TOTAL USES BY ORG CODE 10,047,014 15,066,197 6,640,202 14,223,684 (842,513) -6%
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
USES BY ORG CODE
USES BY TYPE
Planning & Building-16
TOTAL BUDGET - HISTORICAL COMPARISON
$ Chg From
FY21-22
FY2022-23
Budget
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
% Chg From
FY21-22
152
Thru Mar -2022
Housing Administration-1200 1,255,742 1,139,042 1,075,053 567,110 (571,932) -50% CDBG-1201 159,124 249,771 134,638 176,575 (73,196) -29% HOME-1202 4,481 3,153 1,083 3,689 536 17% NSP (Non-Profit)-1203 145 15,144 10,000 15,144 - 0% NSP (City)-1207 106,036 133,664 27,628 26% Successor Housing-1208 122,805 263,311 64,342 165,844 (97,467) -37% Cal-Home Grant-1209 87,612 72,035 115,545 64,142 (7,893) -11% COR Rental Asstance Program-1301 500,000 (500,000) -100% Housing in Lieu Fee-Developer-1302 677,194 686,887 4,658 568,566 (118,321) -17% Iron Triangle-2125 83,619 308,069 465 300,250 (7,819) -3% Housing CIP-2126 1,497,887 166,432 166,432 - 0% Transfer In
TOTAL SOURCES BY FUND 3,888,609 3,509,880 1,405,784 2,161,415 (1,348,465) -38% Salaries 320,387 304,411 179,352 345,890 41,479 14% Benefits 238,809 227,547.08 120,166 163,200 (64,347) -28% Professional Services 24,409 1,062,058 873,538 874,061 (187,997) -18% Other Operating Expenses 16,014 8,469 3,722 8,712 243 3% Utilities 915 801 824 801 (0) 0%
Cost Pool 233,290 233,290 194,405 150,382 (82,908) -36% Asset/Capital Outlay 1,232,350 82,350 1,150,000 (82,350) -7% CDBG/HOME/HSG PROJ 205,215 3,836,650 444,469 3,085,000 (751,650) -20% Operating Transfer Out 603,714 1,042,101 520,000 480,000 (562,101) -54% TOTAL USES BY TYPE 1,642,754 7,947,678 2,418,826 6,258,047 (1,689,631) -21% Housing Administration-12031063 418,835 519,787 485,264 311,463 (208,324) -40% HSNG/CDBG Administration-12134062 16,669 20,776 11,558 19,848 (927) -4% HSNG/CDBG Project Admin-12135062 24,188 24,188 18,141 25,397 1,209 5% HSNG/CDBG Program & P-12138962 22,117 920,500 427,121 936,500 16,000 2% HSNG/HOME Administration-12236063 162 162 (162) -100% HSNG/HOME Programs & P-12238963 510,000 510,000 (510,000) -100% NSPI-NGHBRHD Stabil P-12338462 35,576 41,991 14,750 13,193 (28,798) -69% COR-Neighborhood Stab-12731062 15,073 6,753 3,712 6,753 - 0% Successor Housing Age-12831063 822,917 1,174,286 200 1,188,435 14,149 1% CAL-HOME-12931063 25,677 200 333 333 133 67% Housing/Rental Assist-13131063 500,000 (500,000) -100% Devlp in Lieu Fee-Hou-13235063 53,364 2,551,124 15,300 2,656,125 105,002 4% ARPA-13631063 1,000,000 200,000 800,000 (200,000) -20% Iron Triangle/EPA PRO-22531063 208,335 677,912 99,698 300,000 (377,912) -56% COR-Housing CIP - CIP-22632063 - -
TOTAL USES BY ORG CODE 1,642,754 7,947,678 1,786,240 6,258,047 (1,689,631) -21% Housing-33
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
$ Chg From
FY21-22
% Chg From
FY21-22
FY2022-23
Budget
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
USES BY TYPE
TOTAL BUDGET - HISTORICAL COMPARISON
153
THIS PAGE IS INTENTIONALLY LEFT BLANK
154
City Manager’s Office, Economic Development
ARTS & CULTURE
Fiscal Year 2022-23
WHAT WE DO
Support non-profit art organizations and local artists by collaborating with City departments, outside governmental entities, community-based organizations, foundations, and residents Administer the 1 Percent for Public Art for development and improvement projects
Implement additional arts and culture programs such as the Neighborhood Public Art Mini-Grants and activities of Richmond Poet Laureate
Support the Richmond Arts and Culture Commission and
Public Art Advisory Committee with staffing and support
WHAT WE DID
Public Art Program and Ordinance created
Collaborations with Richmond art organizations
National feature on ABC 7's Localish segment for Ookwe Park
68 survey submissions collected for feedback on public art $39,020 awarded in COVID-19 Relief Grants to 6 non-profits $717,000 collected in 1% public art developer fees
City of Richmond Artist database created
$81,000
Total amount of grant funds awarded in
Neighborhood Public Art Mini Grants to
projects that require community engagement
“One of the things I like most about working with the City of Richmond is that I know for sure that the work I do makes a difference and supports community building.”
Winifred Day
Arts and Culture Manager
2 years
Ookwe Park, Masayuki Nagase
155
CITY MANAGER’S OFFICE, ECONOMIC DEVELOPMENT
ARTS & CULTURE
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Develop and maintain public art inventory, asset management, and art condition reports Work with Richmond Neighborhood Coordinating Council to solicit neighborhoods that want a $100,000 artwork commissioned with a focus on underserved communities and neighborhoods Restore damaged art and murals, including the Judy Baca mural panels (Richmond Senior Center) and two John Wehrle murals
Nevin Terrace, Jeff Carnie Drew Crumpler: Crossings
156
City Manager’s Office, Economic Development
ECONOMIC DEVELOPMENT
Fiscal Year 2022-23
WHAT WE DO
Collaborate with businesses and organizations located within the City's major thoroughfares on business assistance needs and development of marketing strategies
Partner with the Economic Development Commission
and community stakeholder groups to develop and refine
economic development strategies, policies, and activities within the Richmond Community
Assist businesses in connecting to resources, relocating existing operations, connecting to workforce development, and facilitating business-to-business transactions
WHAT WE DID
Established an Economic Development Working Group
Hosted 10+ community outreach events promoting community engagement
Completed an Economic Development Action Plan for Local Business Recovery and Retention
Received a $75,000 grant to complete the Equity Assessment and adopt a resolution Transferred the Revolving Loan Fund from the City of Richmond to Community First Lending
$1.3
Million
Grant applied for and received for the
Cannabis Equity Program
“I’m excited to come back to the City of Richmond and work in the Economic Development Division. There are unique businesses and large industries that help diversify, innovate, and ignite our economic vitality.”
Lizeht Zepeda
Senior Assistance Business Officer
3 months
157
CITY MANAGER’S OFFICE, ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Implement Measure U
Economic Development Action Plan
o Adopt Richmond Business Development Strategy Plan
o Adopt Richmond Business Recovery Plan
Implement a Richmond Specific Buy -Local Campaign with the Economic Development Working Group including; branding, marketing, creation of swag, and hosting events
Support the Renewal of Downtown Richmond Property and Business Improvement District – Richmond Main Street Initiative
158
City Manager’s Office, Economic Development
ENVIRONMENTAL AND HEALTH INITIATIVES
Fiscal Year 2022-23
WHAT WE DO
Implement and monitor the Climate Action Plan to improve environmental quality and reduce GHG emissions
Implement Health in All Policies (HiAP) to improve health equity Manage solid waste and recycling agreements and compliance with State recycling mandates
Support city-wide and regional initiatives to address blight and beautify the City such as the “I Heart Richmond” campaign
WHAT WE DID
Adoption of a Natural Gas Ban Ordinance for new developments in collaboration with the Community Development Department
Amended Richmond Municipal Code 9.20 for compliance with California Senate Bill 1383
Awarded Department of Energy Community LEAP Technical Assistance Hosted two Community Litter Clean-ups in partnership with the I Heart Richmond interdepartmental team
Hosted a Community Air Workshop in partnership with Groundwork Richmond and Ramboll
Installed 38 solar systems, 9 roof repairs, and 6 Electrical Panel Upgrades on low-income Richmond homes at no cost Awarded over $180,000 in grants from CalRecycle
Hosted compost giveaway in partnership with Urban Tilth and Republic Services Installed 46 trash and recycling Bigbelly stations in Richmond Continued support for COVID-19 Vaccine and Testing efforts $5
Million
Grant from Caltrans’ Clean CA awarded
through an interdepartmental partnership
with Community Development, Community
Services, & Public Works
“Every day I enjoy collaborating with the community and City staff members to improve sustainability and health in Richmond.”
Samantha Carr
Environmental Manager
6 years
159
CITY MANAGER’S OFFICE, ECONOMIC DEVELOPMENT
ENVIRONMENTAL AND HEALTH INITIATIVES
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Begin update to the Climate Action Plan (CAP)
Continue to implement “I Heart Richmond” campaign
Continue to implement California Senate Bill1383
Begin drafting the Green- Blue New Deal Workforce Development plan with Just Transition framework
Apply for the Transformative Climate Communities Grant
“I love working in Richmond
because residents, city staff,
community-based organizations,
businesses, and elected officials
are working to challenge health
inequalities and improve health
equity.”
Gabino Arredondo
Project Manager
13 years
160
City Manager’s Office, Economic Development
REAL ESTATE & PORT OF RICHMOND
Fiscal Year 2022-23
WHAT WE DO
Manage City-owned sites and leases
Coordinate with private developers to encourage the development in Priority Development Areas
Maintain facilities and ongoing maintenance including dredging and paving to comply with regular Port maintenance
Ensure compliance with federal and state agencies such as San Francisco Bay Conservation & Development Commission (BCDC) Coordinate Regulatory, Tariff, and Safety Compliance
WHAT WE DID
Centralized 39 City, Redevelopment, and Port leases to streamline access and administration
Created a rent roll for all City properties
193-unit North of Marina groundbreaking
Executed a lease with Northland Nautical Foundation
Finalized master lease with Terminal 3 Partners
$150,000
Established in revenue by finalizing lease
agreement with Alcatraz Cruise.
“I have enjoyed working together with the community and so many dedicated people with grit and determination to develop and guide projects that continue to improve the quality of living here.”
Craig Murray
Development Project Manager II
20 years in Redevelopment, PORT, Engineering and City Manager’s Office
161
CITY MANAGER’S OFFICE, ECONOMIC DEVELOPMENT
REAL ESTATE & PORT OF RICHMOND
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Manage City leases, including Port and City-owned sites Establish internal processes to ensure maximum financial benefits and comply with governmental mandates Find opportunities to increase Port revenue with our existing resources Create a Port marketing plan
Develop an efficient online lay berth form to help increase revenue Reduce health risks from the operations at the Port of Richmond since the adoption of the Port of Richmond Clean Air Action Plan
“I enjoy being able to collaborate
with staff who is always
supportive and helpful. Every task
is a team effort.”
Lilia Corral
Secretary I
6 months
162
WHAT IT IS
Funds received in two equal installments one year apart o First: ~August 2021
o Final: ~August 2022
Funds encumbered by 12/2024 & SPENT BY 12/2026
Guidance from & periodic reports to the Treasury Department More information: https://www.ci.richmond.ca.us/4095/American- Rescue-Plan-Act
USERS OF THE FUND
Support public health expenditures
Address negative economic impacts caused by the public health emergency
Replace lost public sector revenue
Provide premium pay for essential workers
Invest in water, sewer, and broadband
Equity focused
Ineligible uses – deposits into pension funds, debt service, legal settlement or judgements, deposits to rainy day funds or financial reserves
$27.74
Million
Funds allocated to the City of Richmond
163
CITY MANAGER’S OFFICE
AMERICAN RESCUE PLAN ACT
Fiscal Year 2022-23
164
City Manager’s Office, Special Projects
ENVIRONMENTAL AND COMMUNITY
INVESTMENT AGREEMENT (ECIA)
Fiscal Year 2022-23
WHAT WE DO
Fund non-profit organizations that support Richmond youth, youth sports, and community activities and programs
Track outcomes and impacts of organizations awarded
funding
WHAT WE DID
Hosted and guided more than 40 non-profits through application workshop application
WHAT WE PLAN TO DO
Conduct solicitation for client/customer relations
management system (CRM)
o Improve and standardize application, reporting, and
invoicing
o Improve communication and tracking
Enhance capacity building and community engagement with service providers Increase staffing levels to implement and enhance services
~$225,000
Grant funds awarded to 15 Richmond-serving
organizations that support youth, youth sports,
and community
“Interacting with community-based organizations has taught me a lot and each experience is unique and rewarding.”
Shané Johnson
Senior Administrative Analyst
8 years
165
CITY MANAGER’S OFFICE, SPECIAL PROJECTS
ENVIRONMENTAL AND COMMUNITY INVESTMENT AGREEMENT (ECIA) Fiscal Year 2022-23
166
CITY MANAGER'S OFFICE PROGRAM ORGANIZATIONAL CHART
*Administration and
Management of Public Housing
(Nevin Plaza & Nystrom Village):
Reporting, Lease Enforcement,
Maintenance, Vacancy
Turnaround, Resident Services,
Eviction Activity Administration
and Program Oversight
*Coordinate Regulatory, Tariff,
and Safety Compliance
* Partnerships with City
Departments, UC Berkeley,
other public institutions and non-
profit organizations to support
HiAP implementation, data
tracking and analysis
Arts & Culture Business Development Environmental & Health Initiatives
Richmond Housing
Authority Real Estate & Port
*Prepare revised Arts & Culture
Division ordinances, policies,
and procedures
*Prepare and update an
inventory of City-owned art
*Develop and implement an
Economic Development Action
short-term and long-term plan
*Support for non-profit art
organizations and local artists
including cross-sector
collaboration with City
departments, outside
governmental entities,
community-based organizations,
foundations, and residents
* Richmond Business Retention,
Attraction, Incentives, Promotion
and Support with resource
partners (i.e. Main Street, Co-Biz,
Renaissance Center, Taste of
Richmond, etc.)
*Administer the 1 Percent for
Public Art on Proviate
Development Projects & 1.5
Percent on City Capital
Improvement Projects
*Administer Easter Hill Housing
Corporation, RHA Corp., etc.
*Support Community Air
Monitoring
*Revenue Generation *Manage City owned sites and
leases, including Port property
*Grant administration: Capital
Planning, Modernization, Project
Management, etc.
* Developer Outreach and
Support
*Oversight and Enforcement of
RHA Development Agreements
*Maintain Port Clean Air Action
Plan
* Regional and State Program
Collaborations that support
implementation of the CAP and
HiAP
* Climate Action Plan
implementation and monitoring
via Open Data Dashboard
(Transparent Richmond) to
improve environmental quality
and reduce GHG emissions
* Solid Waste and Recycling
Contract Administration
(Collection and Post Collection
Agreement, Transfer Station
Agreement, etc.)
* Health in All Policies (HiAP)
Ordinance and Strategy
Implementation and reporting to
improve health equity
*Implementation of the PHARS
agreement between HUD, City of
Richmond, and RHA
* Repositioning of RHA Assets:
Hacienda, Nevin Plaza,
Administration Building, Nystrom
Village, Richmond Village I, II, &
III
*Coordinate with private
developers to encourage
development in Priority
Development Areas (Hilltop,
Richmond Bay Specific Plan, etc.
* Fund and administer
Neighborhood Public Art mini-
grants and Poet Laureate
competition.
* Support Small Business Through
Connection to Local Classes,
Seminars, Collaborations and
Technical Assistance
* Design, implement and manage
projects/programs to market the
City of Richmond (i.e. SF Business
Times, etc.)
*Support and staff Richmond
Promise Board
* Richmond Arts & Culture
Commission and Public Art
Advisory Committee Staffing and
Support
* Economic Development
Commission Staffing and Support
* Support and staff RHA Board
of Commisioners, Housing
Advisory Commission, and Nevin
Plaza Resident Council
*Support Regional and State Air
Quality Laws and Programs
* Program Funding and Grant
Opportunities Research and
Grant Administration
167
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Arts & Culture Manager 1.0 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0
Deputy City Manager 1.0 1.0 1.0 1.0 1.0
Development Project Manager II 1.0 1.0 1.0 1.0 1.0
Environmental Manager 1.0 1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0
Management Analyst I/II 2.0 2.0 2.0 1.0
Port Director/Project Manager III 1.0 1.0 1.0 1.0
Port Marketing/Operations Manager 1.0 1.0 1.0 1.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Sr. Admin Analyst 1.0 1.0
Sr. Business Assistance Officer 1.0 1.0 1.0 1.0
Sr. Management Analyst 0.5 1.0
Total Full-Time Equivalents (FTEs) 8.0 12.0 12.0 10.5 12.0 PORT is now in Economic Development as of FY21-22
Admin Services Analyst 1.0
Executive Secretary I/II 1.0
Port Director 1.0
Port Marketing/Operations Manager 1.0
Total Full-Time Equivalents (FTEs) 4.0
ECONOMIC DEVELOPMENT (Arts and Culture, Environmental Health Initiative, Economic Development, Real Estate, Port)
168
Proposed FTE = 12
City Manager’s Office, Economic Development
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.
New Position
Reclassification
Deputy City Manager
(1)
Senior Administrative
Analyst
(1)
Environmental & Health
Initiatives
Business Development
Port and Real Estate
Arts & Culture
Senior Business
Assistance Officer
(.5)
Project Manager
(.3)
Environmental Manager
(1)
Management Analyst I
(2-yr limited term)
(1)
Arts & Culture Manager
(1)
Project Manager
(.7)
Development Project
Manager II
(1)
Sr. Management
Analyst
(1)
Port Director
(1)
Operations/Marketing
Manager
(1)
Senior Business
Assistance Officer
(.5)
Executive Secretary II
(.8)
Executive Secretary II
(.2)
169
Thru Mar -2022
General Fund-0001 2,477,803 1,586,778 1,117,105 1,694,392 107,614 7% Outside Funded Services - Grants - 1006 420,715 223,819 3,813,238 3,392,523 806% Emergency OPE & Disaster-1304 - - - Public Art 1%-1305 598 79,368 411,325 200,000 120,632 152% Port 10,370,995 3,256,186 10,348,460 (22,535) 0% TOTAL SOURCES BY FUND 2,478,401 12,457,856 5,008,435 16,056,090 3,598,234 29% Salaries 746,224 1,178,669 727,777 1,170,715 (7,954) -1% Benefits 472,978 786,868 435,754 688,004 (98,864) -13% Professional Services 665,693 3,652,037 675,928 3,122,363 (529,674) -15% Other Operating Expenses 289,019 444,750 212,150 322,585 (122,165) -27% Utilities 262 368,575 239,106 360,040 (8,535) -2% Equipment & Contract Services 949 50,000 8,480 322,000 272,000 544% Provision for Insurance Loss 39,080 38,080 41,000 1,920 5% Cost Pool 453,488 340,116 (453,488) -
Asset/Capital Outlay 1,287,409 389,462 4,651,288 3,363,879 742% Debt Service Expenditure 4,686,500 295,768 4,690,700 4,200 - Grant Expenditures 982,251 982,251 -
A87 Cost Plan Reimbursement - 0%
Operating Transfers Out 303,275 - 0%
TOTAL USES BY TYPE 2,478,401 12,947,376 3,362,621 16,350,946 3,403,570 26% Admin-01361165 457,957 444,895 286,733 580,267 135,372 30% Spec Prj-Env-01362765 806,384 1,149,689 377,172 881,155 (268,534) -23% Public Art Div-01364065 600,302 658,326 387,274 679,123 20,797 3% Real Estate Div-01369065 613,159 674,632 394,129 641,429 (33,203) -5% Outside Funded Grant-10661065 420,715 6,726 5,160,080 4,739,365 1127% Emergency Operation & Distr-13436165 598 - - Public Art 1%-13564165 279,368 28,510 321,000 41,632 15%
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
Economic Development-36
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
USES BY TYPE
USES BY ORG CODE
%
C
h
% Chg From
FY21-22
170
Thru Mar -2022
Economic Development-36
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
%
C
h
% Chg From
FY21-22
ARPA-13661065 300,000 (300,000) -100%
Capital Outlay-EC-20161031 443,409 306,345 (443,409) -100% Port Admin Div-40161080 7,175,343 1,248,472 6,857,055 (318,288) -4% Pt. Potrero Marine-40162380 65,000 650 65,000 - 0% Port Ops/Terminal 1-40162480 100,000 (100,000) -100% Port Ops/Terminal 2-40162580 55,000 14,064 55,000 - 0% Port Ops/Terminal 4-40162780 7,000 783 7,000 - 0% Pt. Potrero Marina-40162880 330,000 229,390 330,000 - 0% Port Operations/CIP-40163080 844,000 82,374 1,250,000 406,000 48% 2,478,401 12,947,377 3,362,621 16,827,109 3,879,732 30% 171
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172
City Manager’s Office, Economic Development
RICHMOND HOUSING AUTHORITY
Fiscal Year 2022-23
WHAT WE DO
Provide affordable housing for low and very low-income residents of Richmond through federally funded programs
Administer and manage Public Housing for Nevin Plaza and Nystrom Village which includes income and household composition reporting, lease enforcement, maintenance, vacancy turnaround, and property management
WHAT WE DID
Received an approval of HUD Section 18 Disposition of Nevin Plaza Submitted State Funding Application for Nevin Plaza rehabilitation Continued negotiations with preferred development team, composed of McCormack Baron Salazar & Richmond Neighborhood Housing Services for Nystrom Village
Hosted a virtual groundbreaking and tours of construction site for Hacienda Affordable Housing Development
Partnered with Contra Costa Health Services to host COVID vaccine mobile clinics
550+
Seniors, disabled, and family households
served.
“The best thing about working for the City of Richmond/Richmond Housing Authority is that I am giving back to a community I grew up in and care deeply about. To quote Ghandi, ‘The best way to find yourself is to lose yourself in the service of others.’”
Nicole Lucero
Administrative Aide
6 months
173
CITY MANAGER’S OFFICE, ECONOMIC DEVELOPMENT
RICHMOND HOUSING AUTHORITY
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Maintain and reposition RHA assets: Begin occupancy of Hacienda, work with selected developers to complete financing for Nevin Plaza rehabilitation to start construction and enter into an agreement with Nystrom developer to begin entitlement process and Section 18 Application
Implement the Public Housing Authority Recovering and Sustainability (PHARS) agreement between HUD, City of Richmond and RHA
Administer RHA Housing Corporations, Boards, Commissions, and Nevin Plaza Resident Council
“Due to Richmond’s residents’
commitment to community
engagement, I get to hear directly
from residents about the changes
they wish to see and direct
projects to best incorporate
Richmond residents’ opinions and
desires.”
Thomas Omolo
Senior Management Analyst
5 years
174
Richmond Housing Authority
PROGRAM ORGANIZATIONAL CHART
• Operation and Management of Richmond Housing Authority (RHA) assets including addressing pest issues, crime, and safety, etc.
• Support and staff RHA Board of Commissioners, Housing Advisory Commission, and Nevin Plaza Resident Council
• Conduct yearly audits of RHA • Address grievances resident grievances and represent RHA during court dates
• Preparation and publishing of agenda packet for Richmond Housing Authority Board of Commissioners and Richmond
Housing Authority Advisory Board
• Review and approve rent adjustments, change of
employment, and other changes to rental program
• Rent Checks – Collect/Input/Deposit • Draft Agenda and Staff the Richmond Housing Authority Advisory Board
• Lead entitlement process for Asset Repositioning • Attend Neighborhood Council meetings to provide updates on asset repositioning and management
• Ensure RHA adheres to HUD guidelines • RHA Advisory Board Minutes preparation and publishing • Implementation of the Public Housing Asset Repositioning Strategy (PHARS) agreement between the City of Richmond and RHA
• Resolutions – Draft/review/execute
• Repositioning of RHA Assets Nevin Plaza, Administration Building, Nystrom Village, and Richmond Village I, II and III • Contracts/Agreement – draft/review/execute
• Administration and Management of Public Housing (Nevin Plaza & Nystrom Village): Reporting, Lease Enforcement, Maintenance, Vacancy Turnaround, Resident Services,
Eviction Activity Administration and Program Oversight
• Support and staff RHA Board of Commissioners, Housing Advisory Commission, and Nevin Plaza Resident Council
• Develop RFP/Qs for development projects, consultant
services, and contractors
• Address grievances resident grievances and represent RHA during court dates
• Administer RHA Housing Corporation and Easter Hill Housing Corporation
• Review and approve rent adjustments, change of
employment, and other changes to rental program
• Grant administration: Capital Planning, Modernization, Project Management, etc.
• Draft Agenda and Staff the Richmond Housing Authority Advisory Board
• Oversight and Enforcement of RHA Development Agreements 175
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
RICHMOND HOUSING AUTHORITY
Administrative Aide 1.0 1.0 1.0 1.0
Building Maintenance Supervisor 1.0 1.0 1.0 1.0
Executive Director 1.0 1.0 1.0 1.0 1.0
Resident Housing Manager 2.0 1.0 1.0 1.0 1.0
Senior Development Project Manager 1.0 1.0 1.0 1.0
Sr. Management Analyst 0.5 0.0
Senior Property Manager 1.0 1.0 1.0
Senior Resident Housing Manager 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 4.0 7.0 7.0 6.5 7.0
176
Executive Director
Richmond Housing Authority
(1)
Executive Director
Richmond Housing Authority
(1)
Administrative Aide
(1)
Administrative Aide
(1)
Proposed FTE = 7Proposed FTE = 7
Richmond Housing Authority, Economic Development
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.
New Position
Reclassification
Resident Housing
Manager
(1)
Resident Housing
Manager
(1)
Senior Resident Housing
Manager
(1)
Senior Resident Housing
Manager
(1)
Building Maintenance
Supervisor
(1)
Building Maintenance
Supervisor
(1)
Senior Development
Project Manager
(1)
Senior Development
Project Manager
(1)
Senior Property
Manager
(1)
Senior Property
Manager
(1)
177
Thru Mar -2022
RHA - Capital Fund 758,701 1,175,958 - 1,110,141 (65,817) -6% RHA - Nevin Plaza 4,171,790 1,552,832 993,572 2,077,758 524,926 34% RHA - Nystrom Village 2,019,314 700,000 657,166 1,027,748 327,748 47% RHA - Richmond Village I 223943 248,684 226,991 233,080 (15,604) -6% RHA - Richmond Village II 187,359 219,283 193,310 205,818 (13,465) -6% RHA - Richmond Village III 100,542 87,977 84,318 78,516 (9,461) -11% RHA - Central Office Cost Center 2,535,475 778,386 179,988 146,983 (631,403) -81% TOTAL SOURCES BY FUND 9,997,123.88 4,763,119.85 2,335,345.70 4,880,044.00 116,924.15 2% SALARIES AND WAGES 227,371 481,859 281,941 617,230 135,371 28% PYRLL/FRINGE BENEFIT (25,942) 450,604 204,001 537,665 87,061 19% PROF & ADMIN 1,401,752 1,385,802 541,729 768,636 (617,166) -45% OTHER OPERATING 129,192 149,558 56,955 151,075 1,517 1% UTILITIES 656,467 553,700 512,312 725,208 171,508 31% EQPT & CONTRACT SVCS 190,077 297,050 102,988 208,700 (88,350) -30% PROVISN FOR INS LOSS 47,377 40,500 22,609 63,540 23,040 57% COST POOL - - 140,435 140,435 - ASSET/CAPITAL OUTLAY 127,121 340,133 6,900 404,626 64,493 19% GRANT EXPENDITURES 582,505 769,924 345,648 985,394 215,470 28% OPERATING XFER OUT 293,990 0%
TOTAL USES BY TYPE 3,335,919 4,763,120 2,075,084 4,602,509 133,379 3% RHA -Housing C. Voucher Sec 8-41141191 638 - - RHA - Capital Fund-42141191 388,682 1,175,958 124,306 1,110,141 (65,817) -6% RHA - Hacienda - 44141191 6,251 - - RHA - Nevin Plaza-44444191 1,072,723 - - RHA - Nystrom Village-44545191 1,700,336 1,552,832 393,132 2,077,758 524,926 34% RHA - Richmond Village I-44646191 654,243 700,000 151,421 1,027,748 327,748 47% RHA - Richmond Village II-44747191 277,978 248,684 124,704 233,080 (15,604) -6% RHA - Richmond Village III-44848191 237,553 219,283 58,146 205,818 (13,465) -6% RHA - Central Office Admin-45141191 1,748 - - RHA Central Office CC-45142091 135,237 87,977 50,773 78,516 (9,461) -11% RHA - Central Office Executive-45142391 10,153 778,386 91,222 146,983 (631,403) -81% RHA Housing/Housing Corp Admin-45243191 20
TOTAL USES BY FUND 3,404,181 4,763,120 2,075,083 4,880,044 116,924 2% FY2022-23
Budget
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
USES BY FUND (INCLUDES
ACTUALS AND ENCUMBRANCES)
Richmond Housing Authority - 34
USES BY TYPE
TOTAL BUDGET - HISTORICAL COMPARISON
SOURCES BY FUND
(INCLUDES REVENUE AND GENERAL FUND SUBSIDY)
$ Chg From
FY21-22
% Chg From
FY21-22
178
Library and Community Services
LIBRARY
Fiscal Year 2022-23
WHAT WE DO
▪ Provides diverse materials and services to meet the community’s personal, cultural, educational & professional needs both onsite and remotely
▪ Encourages lifelong enjoyment of reading and learning through early childhood activities, story times, author events, hands on STEAM workshops and active readers advisory
▪ Promotes literacy through 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
WHAT WE DID
▪ Reopened West Side and Bayview Branch libraries for in-person service
▪ Expanded hours at the Main Library to 41 hours per week and West Side and Bayview Branch libraries to 20 hours per week ▪ Lunch at the library moves to Free Summer Lunch Sites with a side of Books ▪ Grants Awarded totaling $282,000 and Grants Pending totaling $10.3 million dollars ▪ Submitted $15 million dollar Building Forward Library Infrastructure grant application ▪ Awarded $342,000 dollar Stronger Together Out of School Bookmobile grant to replace aging bookmobile ▪ Added new self-guided online learning Courses (Coursera, LinkedIn Learning, GetSetUp, Learning Express, Northstar Digital Library and Skillshare)
$10.6
million
Total amount of grant funds to be
disbursed in FY 2021-22 and FY 2022-23
“I love the challenge of creating programs and resources that empower the Richmond community.”
Angela Cox
Teen Services Librarian II, Richmond Public Library
36 years
179
Library and Community Services
LIBRARY
Fiscal Year 2022-23
▪ Started a new technology service lending Internet Hotspots and Chromebooks to increase access to Library online resources
WHAT WE PLAN TO DO
▪ Expand open hours of service to include Saturdays at the Main Library ▪ Restart 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 ▪ Remodel the Main Library with grant funding from the California State Library Building Forward Library Infrastructure Program ▪ Purchase a customized library bookmobile with $250,000 in Stronger Together grant funding from the CA State Library
▪ Add a zero-emissions Electric Vehicle/Delivery Van to move materials between libraries daily improving service to the residents of Richmond
“When I first came to the library, I
came here wanting to change the
world and help people. I have
learned through the years, that one
person can’t do it alone; it takes a
village. The library is that village.
People come to the library for
information and having information
is more than just reading a book,
it’s learning to use that information
to make changes in the community
and the world.”
Linda Cisneros
Library Assistant II
29 years
180
Library and Community Services
Literacy For Every Adult Program (LEAP)
Fiscal Year 2022-23
WHAT WE DO
▪ 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 delivers hybrid instruction combining online classes, face to face instruction, one-to-one tutoring
▪ 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 DID
▪ LEAP awarded $195,200 in grants to support literacy services including adult literacy instruction, families for literacy services, and English as a Second Language services
▪ 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
20 Adult learners who completed a GED
(General Education Certificate) or high
school diploma in the FY 2021-22
“I am inspired most by working with all the wonderful people, both clients and staff. It’s rewarding to see success in my clients and inspiring to work alongside people who want to make the community stronger.”
John Adams,
Learning Center Manager II
6 years
181
Library and Community Services
LITERACY FOR EVERY ADULT PROGRAM (LEAP)
Fiscal Year 2022-23
▪ LEAP provided literacy services to 207 adults families and children: 127 active adult learners; 14 GED certificate earned, 6 high school diplomas, 21 adults and 39 children participate in the Families for Literacy Services ▪ LEAP has a group of dedicated volunteers who donated 1,263 hours, the equivalent of $34,985 in salary
WHAT WE PLAN TO DO
▪ Welcome limited number of students back for face-to-face instruction ▪ Add English Language Civics to our ESL program
▪ Work with Library to bring back Summer Literacy program ▪ Partner with Employment & Training to create a basic computer class
“I am inspired by the determination and
resiliency I see in the Adult Learners who seek
our support and encouragement in achieving
their life’s goals of self-sufficiency. Every day I
come to work; I have the wonderful pleasure of
witnessing miracles. You may ask, miracles?
Yes, miracles, we have the privilege of
practicing the proverb, “If you give a man a
fish, you feed him for one day. If you teach a
man to fish, you feed him for a lifetime.” We
help residents become fishermen. We are
LEAP!”
Yvette Williams-Barr
Associate Administrative Analyst
4 years
182
Adult Literacy
Digital Literacy
GED Preparation
English as a Second Language
Career and College Readiness
Library:Literacy for Every Adult Program:
LIBRARY AND COMMUNITY SERVICES
PROGRAM ORGANIZATIONAL CHART
LIBRARY
Online Career and Workforce Development Resources
eResources including eBooks and Downloadable Audiobooks Digital Health Literacy
Discover & Go Museum Pass Program
Link+ Resource Sharing
Circulation of Books and Media for All Ages
Online and In-person Homework Help
Special Community Programs (Seed Lending Library, Friends Book Nook) Richmond History Collection
Bookmobile/Book Van
Young Adult Reference Services and Programs
Children's Reference Services and Programs
Adult Reference Services and Programs
FY 2022-23
183Page 1703 of 2511
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
COMMUNITY SERVICES (Library)
Administrative Librarian 2.0 2.0 2.0 2.0 2.0
Administrative Services Analyst 1.0 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0 1.0 1.0
1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0 1.0
Family Literacy Specialist 1.0 1.0 1.0 1.0 1.0
Learning Center Manager I/II 1.0 1.0 1.0 1.0 1.0
Librarian I/II 7.0 7.0 7.0 8.0 8.0
Library & Cultural Services Director 1.0
Library Assistant I/II 6.0 6.0 6.0 6.0 6.0
Library Associate 2.0 2.0 2.0 2.0 2.0
Library Information Systems Support Technician 1.0 1.0 1.0 1.0 1.0 Literacy Program Manager 1.0 1.0 1.0 1.0 1.0
Office Assistant I/II 0.7 0.7 0.7 0.7 0.7
Senior Library Assistant 2.0 2.0 2.0 2.0 2.0
Volunteer Tutor/Learner Coordinator 3.0 3.0 3.0 3.0 3.0 Total Full-Time Equivalents (FTEs) 30.7 30.7 30.7 31.7 31.7 Deputy Director of Community Services - Library
184
Library Director
(1)
Administrative Librarian
(1)
Facilities Systems &
Technology
Reference & Programing
Literacy Program
Manager
(1)
Family Literacy
Specialist
(1)
Volunteer Tutor/
Learner Coordinator
(3)
Associate
Administrative Analyst
(1)
Administrative Services
Analyst
(1)
Senior Library Assistant
(2) Library Info. Systems
Support Tech
(1)
Library Assistant II
(6)
Administrative Librarian
(1)
Teen/Adult
Children’s Services
Librarian I\II
(4)
Borrower/Material Services
Office Assistant II
(0.7)
Learning Center
Manager II
(1)
Executive Secretary II
(1)
Literacy for Every Adult
Program (LEAP)
Bookmobile/
Book Van
Librarian I/II
(1)
Library Associate
(1)
Proposed FTE = 31.7
Library and Community Services
FY2022-23 Organizational Chart
Librarian I/II
(3)
Sub-Program
Main Program
Existing Pos.
New Position
Reclassification
Librarian Associate
(1)
185
Thru Mar -2022
General Fund-0001 4,416,861 5,607,291 3,660,180 5,413,827 (193,464) -3% Library Fund-1005 365,513 389,673 90,757 183,606 (206,067) -53% ECIA-1017 204,639 - - - Emergency Operation & Disaster-1304 33,235 688 - Impact Fee - Library-2117 13,210 523,334 2,609 469,295 (54,039) -10% TOTAL USES BY FUND 5,033,458 6,520,298 3,754,233 6,066,728 (453,570) -7% Salaries 1,924,813 2,441,672 1,658,267 2,438,588 (3,084) 0% Benefits 1,842,340 2,382,221 1,432,327 2,023,348 (358,873) -15% Professional Services 795,555 990,316 426,667 819,648 (170,668) -17% Other Operating Expenses 60,914 79,929 37,275 80,751 822 1% Utilities 20,067 6,000 4,432 8,000 2,000 33% Equipment & Contract Services 727 2,136 2,405 2,136 - 0% Provision for Insurance Loss - - - Cost Pool 246,440 246,440 184,829 258,762 12,322 5% Asset/Capital Outlay 9,884 368,584 2,773 429,995 61,411 17% Grant Expenditures 6,532 3,000 5,258 5,500 2,500 83% Transfer Out 126,186 - - - TOTAL USES BY TYPE 5,033,458 6,520,298 3,754,233 6,066,728 (453,570) -7% $ Chg From
FY21-22
Library & Community Services-24
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
F
Y
2 %
C
h
% Chg From
FY21-22
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
USES BY TYPE
186
Thru Mar -2022
$ Chg From
FY21-22
Library & Community Services-24
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
F
Y
2 %
C
h
% Chg From
FY21-22
GF-Administration-01241055 3,454,090 3,771,138 2,605,433 3,984,172 213,034 6% GF-Ls/Ref Services-01242155 165,587 208,661 160,677 240,761 32,100 15% GF-Ls/Access Services-01242255 27,735 29,450 22,491 30,200 750 3% GF-Ls/Children's Services-01242755 34,959 62,250 38,179 65,750 3,500 6% GF-Ls/Circulation-01242855 87,788 117,883 108,674 127,397 9,514 8% GF-Ls/Extension Services-01242955 24,797 50,300 29,674 58,600 8,300 17% GF-Leap-01243055 621,906 1,367,608 695,052 906,947 (460,661) -34% GF-Public Art-01244055 - - - 0% Library-Administration-10541055 3,087 123,560 2,821 - (123,560) -2009% Library Leap-10543055 6,150 3,765 3,500 (2,650) - Library Public Art-10544055 - - - Library Public Art-10544155 126,186 - - Library Grants-10545055 236,240 259,963 84,170 180,106 (79,857) -31% ECIA-11743055 204,639 - - - Emergency Operation & Disaster-Library-
13424155 33,235 688 -
Impact Fee-Libray-21741055 13,210 523,334 2,609 469,295 (54,039) -10% TOTAL USES BY ORG CODE 5,033,458 6,520,297 3,754,233 6,066,728 (453,569) -7%
USES BY ORG CODE
187
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188
Community Services Department
RECREATION
Fiscal Year 2022-23
WHAT WE DO
▪ Provide recreational experiences that enhance active health and wellness lifestyles for all age groups.
▪ Enrich the quality of life for our community through our special events, programs, and facilities.
▪ Strengthen community image and protect environmental
resources through engaging our community in beautification programs
▪ Empower our staff to understand their budget and how they can provide the maximum service to our constituents in the most efficient way.
WHAT WE DID
▪ Transitioned programs from virtual to hybrid or in-person to keep our participants active ▪ Reopened our pools, bringing back more opportunities as COVID-19 protocols and staffing allowed ▪ Beautified our community through Love Your Block programs (MLK Park, Nevin Avenue and Nystrom)
▪ Awarded COVID-19 Mini-Grants
$ 14.05
Million
received in grants thanks to our grants team
and working in collaboration with city
departments
“We have the most supportive and positive department in the city.
Doing our job is an honor because we support people who are providing such good service to the residents.”
Jene Levine-Snipes
Development Project Manager II
10+ years of service
189
Community Services Department
RECREATION
Fiscal Year 2022-23
WHAT WE PLAN TO DO
▪ Celebrate with our community the return of our Special Events (i.e., Third of July Fireworks, Chinese New Year)
▪ Return to full or expanded capacity in our programs – sports, youth, aquatics, seniors, special needs and more
▪ Extend Tool Lending Library hours
▪ Search for new grants to continue to uplift facilities and expand programs for our community
“I feel inspired by our Recreation staff because I
see how invested they are in their job and the
community; so much that sometimes they can’t
log off after hours. Our staff listens to those who
don’t feel heard from youth to those with special
needs to ou r seniors. I can’t believe how long
some of our staff members have been with the
City of Richmond (10+ years) and have moved
up from entry level to senior level.”
Emmairis Amigon-Edwards
Accounting Assistant II
2+ years of service
190
Finance and Administrative
Operations: Grants and Special Projects: Recreation Services: Neighborhood and Volunteer Services:
▪ Budgeting ▪ Grants ▪ Sports Fields ▪ Volunteer Recruitment and Management ▪ Revenue Reconciliation ▪ Home Loan Program ▪ Youth, Adult & Teen Sprots and Activities ▪ Outreach, Marketing, and Social Media ▪Internal Controls ▪ ADA Projects ▪ Aquatics ▪ Beautification Programs ▪ Financial Reporting ▪ Facilities Improvement grants ▪ Summer Camps ▪ Tool Lending Library and Mobile Tool Lending Library
▪ Contract & MOU Management ▪ Specialty Camps
▪ Information technology ▪ Senior Activities
▪ Rental Management ▪ Recreation Services Program
Development
▪ Program Registration ▪ Disabled Services
▪ Revenue Collection ▪ Partnership Development and
Management
▪ Program Registration ▪ Special Events
▪ Revenue Collection
▪ Activity Guide and Newsletter
▪ Special Event Permits
▪ Active Net Management ▪
▪ Policy and Procedure Development
▪ Lease & Agreements
LIBRARY AND COMMUNITY SERVICES
PROGRAM ORGANIZATIONAL CHART
RECREATION
191
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
COMMUNITY SERVICES (Recreation)
Accounting Asst I/II 1.0 1.0 1.0 1.0 1.0
Administrative Aide 2.0 2.0 2.0 1.0 1.0
Assistant Admin Analyst 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0 1.0 1.0
Auditorium Aide 3.2 3.2 3.2 3.2 3.2
Community Services Administrative Manager 1.0
Deputy Director of Community Services - Recreation 1.0 1.0 1.0 1.0 Development Project Manager II 0.4 0.4 0.4 0.4
Executive Secretary I/II 1.0 1.0 1.0 1.0 1.0
Lifeguard 1.6 1.6 1.6 1.6
Office Specialist 2.0 2.0 2.0 2.0 2.0
Recreation Program Coordinator 9.0 8.0 8.0 8.0 8.0
Recreation Program Specialist 1.6 3.2 3.2 3.2 3.2
Recreation Supervisor 3.0 3.0 3.0 3.0 3.0
Senior Accountant 1.0 1.0 1.0 1.0 1.0
Senior Lifeguard 1.6 1.6 1.6 1.6 1.6
Total Full-Time Equivalents (FTEs) 27.4 30.0 30.0 30.0 30.0 192
Interim Library &
Community Services
Director
Executive
Secretary I/II
(1)
Senior Accountant
(1)
Finance &
Administration
Operations
Recreation
Services
Administrative
Aide
(1)
Office Specialist
(2)
Auditorium Aide
(3.2)
Recreation
Program Specialist
(1.6)
Rec Program
Coordinator
(3)
Neighborhood /
Volunteer Services &
Grants/Special
Projects
Associate Admin
Analyst
(1)
Rec Program
Coordinator
(3)
Recreation
Supervisor
(1)
Recreation
Supervisor
(1)
Recreation
Supervisor
(1)
Rec Program
Coordinator
(2)
Senior Lifeguard
(1.6)
Assistant Admin
Analyst
(1)
Proposed FTE = 30
Community Services - Recreation Division
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.
New Position
Reclassification
Deputy Director
for
Community Services-
Recreation
(1)
Lifeguard
(1.6)
Recreation
Program Specialist
(1.6)
Development
Project Manager
(0.4)
Accounting Asst I/II
(1)
193
Thru Mar -2022
General Fund-0001 4,670,545 5,631,577 3,904,824 5,909,128 277,551 5% Outside Funded Services-Grants-1006 11,529 1,037 201,037 200,000 19286% ECIA-1017 50,000 50,000 50,000 - 0% Emergency OPE & Disaster Recovery-1304 42,365 909 - American Rescue Plan Act-1306 250,000 150,000 (100,000) 0% Impact Fee-2115 251,620 213,782 (213,782) -100% Gen Trust-6001 - 0%
TOTAL SOURCES BY FUND 5,026,058 6,146,396 3,905,733 6,310,164 163,768 3% Salaries 2,020,619 2,662,675 1,801,935 2,614,550 (48,125) -2% Benefits 1,970,059 1,939,771 1,616,417 2,081,914 142,143 7% Professional Services 150,355 649,533 121,619 858,356 208,823 32% Other Operating Expenses 35,156 63,378 14,746 28,541 (34,837) -55% Utilities 15,331 18,389 13,371 55,520 37,131 202% Equipment & Contract Services 19,819 12,115 730 10,500 (1,615) -13% Cost Pool 402,718 447,718 335,788 592,854 145,136 32% Asset/Capital Outlay 285,778 220,317 1,126 15,430 (204,887) -93% Grant Expenditures 126,225 132,500 0 52,500 (80,000) -60% TOTAL USES BY TYPE 5,026,058 6,146,396 3,905,733 6,310,164 163,768 3% FY2022-23
Budget
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
Community Services Recreation -25
% Chg From
FY21-22
USES BY TYPE
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
$ Chg From
FY21-22
$
C
h
FY2021-22
Actual
194
Thru Mar -2022
FY2022-23
Budget
Community Services Recreation -25
% Chg From
FY21-22
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
$ Chg From
FY21-22
$
C
h
FY2021-22
Actual
Cities of Service-01250051 268,223 308,153 141,541 198,612 (109,541) -36% Administration- 01251051 2,118,361 2,240,772 1,657,571 2,526,573 285,801 13% Booker T Center-01253251 134,691 202,593 114,548 199,679 (2,914) -1% Nevin Center-01253451 155,820 229,760 138,232 224,960 (4,800) -2% Shields Reid-01253551 135,577 134,092 187,888 189,602 55,510 41% Point Richmond - - 0 0 (1,000) (1,000) #DIV/0! Recreation Complex-01253751 217,705 310,519 201,573 259,601 (50,918) -16% Parchester Center-01253851 142,708 204,243 43,852 142,294 (61,949) -30% May Valley Center-01253951 160,461 268,399 154,160 263,193 (5,206) -2% Special Events-01254551 24,253 49,618 57 52,680 3,062 6% Recreation (DPRC)-01254651 247,137 264,747 185,327 242,366 (22,381) -8% Senior Center-01254751 120,277 145,639 135,262 168,360 22,721 16% Senior Center-Annex-01254851 234,693 241,661 181,787 247,169 5,508 2% Aquatics-01256051 182,634 304,547 238,886 404,662 100,115 33% Convention Center-01257051 357,913 378,504 309,300 341,939 (36,565) -10% Plunge-01259051 170,093 348,329 214,842 448,437 100,108 29% Outside Funded Grants-10651051 11,529 1,037 - (1,037) -100% Chevron ECIA-11752051 50,000 50,000 - 50,000 - 0% Emergency Op & Disastr/Recreation-
13425151 42,365 - 909 - - 0% ARPA-13654051 - 250,000 - 150,000 (100,000) 0% Impact Fee-21551051 251,620 213,782 - (213,782) -100% Gen Trst & Agcy Admin-60151151 - - 0% TOTAL USES BY ORG CODE 5,026,058 6,146,395 3,905,733 6,109,128 (37,267) -1%
USES BY ORG CODE
195
THIS PAGE IS INTENTIONALLY LEFT BLANK
196
TRANSPORTATION
Fiscal Year 2022-23
WHAT WE DO
• Manage the R-Transit and LYFT partnership to provide 24/7 service to over 1500 registered clients • Managed on-street and off-street parking inventory and development of parking policy, programs (neighborhood permit parking and parklets), regulations, and the parking enterprise fund • Coordinate city electric vehicle (EV) service equipment capital improvement and manage equipment. • Manage Micromobility services (bikeshare, on-demand shuttle and car share programs) • Grant Administration and Technical Support with over $7 million in grants and project partnerships
WHAT WE DID
• Commenced the on-demand city-wide shuttle for Richmond residents • Expanded electric vehicle (EV) charging stations for increased accessibility and EV purchases • Reduced the cost of LYFT travel for qualified seniors and disabled person in Richmond • Expanded coverage area
• Implemented a bike share program and launch Richmond MOVES On-Demand Shuttle program
WHAT WE PLAN TO DO
• Expand existing micro-mobility services to underserved communities • 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
• Support the transition of Richmond’s City fleet from gas to electric vehicle 197
LIBRARY AND COMMUNITY SERVICES
PROGRAM ORGANIZATIONAL CHART
TRANSPORTATION
▪ Parking Management Plan Development and Implementation ▪ Parking Garage and City-owned Lots Management
▪ Paratransit Program Administration
▪ Transportation Infrastruture Investment and Program Development & Implementation
▪ Contract and Grant Administration
▪ Inter and Intra-Governmental Relations
▪ Implement the Richmond Integrated & Equitable Multimodial Mobility Plan
▪ Program Development & Implementation of Sustainable
Transportation
198
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
COMMUNITY SERVICES (Transportation)
Management Analyst I/II 1.0
Paratransit Assistant 1.0
Paratransit Driver 2.0 2.0 2.0 2.0 2.0
Paratransit Driver Leadworker 1.0 1.0 1.0 1.0 1.0
Project Manager I/II 2.0 2.0 2.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 7.0 5.0 5.0 5.0 5.0
199
Project Manager I/II
(1)
R-Transit
Property
Management
Paratransit Driver
Lead Worker
(1)
Paratransit Driver
(2)
Proposed FTE = 5
Transportation Department
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.
New Position
Reclassification
Project Manager I/II
(1)
200
Thru Mar -2022
SOURCES BY FUND (INCLUDES REVENUE AND/OR FUND BALANCE) General Fund-0001 9,714 371,661 270,975 231,225 (140,436) -38% Transportation Operations-1003 773,229 790,244 605,063 849,502 59,258 7% Outside Funded Grants-1006 500 1,922,897 82,904 1,768,595 3,877,295 202% ECIA-1017 141,210 4,012,500 7,789,520 - TOTAL SOURCES BY FUND 924,654 3,084,802 958,941 6,861,822 11,585,637 376% Salaries 203,172 345,137 333,415 347,511 14,096 4% Benefits 236,169 409,099 283,987 292,659 8,672 3% Professional Services 189,750 2,019,000 147,617 5,900,095 5,752,478 3897% Other Operating Expenses 7,585 30,050 4,729 26,700 21,972 465% Utilities 3,255 2,500 2,579 2,500 (79) -3% Equipment & Contract Services 35,903 29,197 - 29,097 29,097 - Provision for Insurance Loss - -
Cost Pool 248,819 248,819 186,615 261,260 74,645 40% Asset/Capital Outlay 1,000 - 2,000 2,000 - TOTAL USES BY TYPE 924,654 3,084,802 958,941 6,861,822 3,777,020 122% G. Fund Transportation Operations-01385051 9,714 371,661 270,975 231,225 (140,436) -38% Non-GF Transp. Operations-10385051 737,326 790,244 605,063 830,405 40,161 Transportation-Parking Management-
10385951 35,903 19,097 19,097 - Outside Funded Grants-10685051 500 1,922,897 82,904 1,768,595 (154,302) -8% ECIA-11785051 141,210 4,012,500 4,012,500 - TOTAL USES BY ORG CODE 924,654 3,084,802 958,941 6,861,822 3,777,020 122% Transportation Services-38
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
USES BY ORG CODE
%
C
h
% Chg From
FY21-22
USES BY TYPE
201
THIS PAGE IS INTENTIONALLY LEFT BLANK
202
EMPLOYMENT & TRAINING
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
WHAT WE DID
• 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
“I enjoy working for the city where I live—knowing that my small contribution might, in one way or another, help the future of this city; this, of course, is also my hope and inspiration.”
Maria Torres, Administrative Aide, 15 years
$7.0M
To be disbursed to Richmond residents and youth to provide training, supportive services, career pathways, and employment in high growth, high wage occupations. 203
EMPLOYMENT & TRAINING
FISCAL SERVICES: YOUTHWORKS: RICHMONDWORKS
ONE STOP/AJCC: RICHMONDBUILD: CONTRACT COMPLIANCE:
▪ Accounting ▪ WIOA Youth ▪ WIOA Adult ▪ Construction Skills Training ▪ Monitoring Compliance with Local Employment Ordinance
▪ Budgeting ▪ Summer Youth Employment ▪ WIOA Dislocated Worker ▪ Contractors' Resource Center ▪ Monitoring Compliance with Business Opportunity Ordinance
▪ MIS Services ▪ Youth Career Services (ECIA) ▪ WIOA Rapid Response ▪ HazMat Training ▪ Monitoring Compliance with Minimum Wage Ordinance
▪ Audit - Independent and Internal ▪ Summer Training and Employment Program for Students (STEPS)
▪ WIOA Rapid Response Layoff Aversion ▪ Chevron Stage ▪ Monitoring Labor Compliance ▪ Subrecipient Fiscal Monitoring ▪ COVID-19 Impacted Individuals Supportive Services
▪ RB Career Services (ECIA) ▪ Construction Bid Analysis ▪ Accounts Payable ▪ COVID-19 Project Hire ▪ YouthBUILD ▪ EO Compliance ▪ Accounts Receivable ▪ COVID-19 Employment Recovery
NDWG
▪ Grant Reporting ▪ ACES Academy
▪ Contract Management ▪ One-Stop Career Center
▪ Procurement & Inventory ▪ Training Services
▪ Participant Payroll ▪ Employer Services
▪ RW Career Services (ECIA)
▪ Prison to Employment
▪ Veterans Employment Services
LIBRARY AND COMMUNITY SERVICES
PROGRAM ORGANIZATIONAL CHART
204
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
COMMUNITY SERVICES (Employment & Training)
Administrative Aide 1.0 1.0 1.0 1.0 1.0
Assistant Administrative Analyst 1.0 2.0 2.0 2.0
Administrative Services Analyst 2.0 2.0 1.0 1.0 1.0
Deputy Director of Community Services - Employment and Training 1.0 1.0 1.0 Director, Employment & Training 1.0
Employment Program Manager 3.0 3.0 3.0 3.0 3.0
Employment Program Specialist I/II 8.0 8.0 9.0 9.0 9.0
Finance Manager 1.0 1.0 1.0
Library & Community Svcs Director 1.0 1.0 1.0 1.0 1.0
Office Assistant I/II 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0
Senior Accountant 1.0 1.0 1.0
Senior Employment Program Specialist 1.0 1.0 2.0 2.0 2.0 Total Full-Time Equivalents (FTEs) 19.0 21.0 22.0 22.0 22.0 205
Richmond Workforce
Development Board
Employment
Program Manager
(1)
Project Coordinator
(1)
Senior Employment
Program Specialist
I/II
(1)
Senior Accountant
(1)
Employment
Program Manager
(1)
Employment
Program Specialist
I/II
(2)
Proposed FTE = 22
Sub-Program
Main Program
Existing Pos.
New Position
Reclassification
Fiscal Services
YouthWORKS
RichmondWORKS
RichmondBuild
Contract
Compliance
Asst Admin Analyst
(1)
Employment & Training
FY2022-23 Organizational Chart
Employment
Program Manager
(1)
Office Assistant I/II
(1)
Employment and Training
Director
(1)
Library and Community
Services Director
(1)
Employment
Program Specialist
I/II
(3)
Asst Admin Analyst
(1)
Administrative
Services Analyst
(1)
206
Thru Mar -2022
ECIA-1017 500,000 - -
Employment & Training-1205 4,692,920 10,240,523 3,379,614 9,313,589 (926,934) -9% Emergency OPE & Disaster Recvry-1304 5,557 - - TOTAL SOURCES BY FUND 5,198,476 10,240,523 3,379,614 9,313,589 (926,934) -9% Salaries 1,258,627 1,800,598 1,144,788 1,838,079 37,481 2% Benefits 1,040,679 1,519,767 776,676 1,462,600 (57,167) -4% Professional Services 507,279 6,200 10,122 7,300 1,100 18% Other Operating Expenses 199,942 182,807 136,054 69,380 (113,427) -62% Utilities 12,350 13,000 6,325 9,000 (4,000) -31% Equipment & Contract Services 414,629 589,088 169,828 508,879 (80,209) -14% Cost Pool 493,408 543,408 407,557 693,079 149,671 28% Asset/Capital Outlay 1,273,706 100,000 4,201 100,000 - 0% Grant Expenditures 5,109,159 724,062 4,622,448 (486,711) -129% Employment & Training Allocation (2,143) 376,496 - 2,824 (373,672) - TOTAL SOURCES BY TYPE 5,198,476 10,240,523 3,379,614 9,313,589 (926,934) -9% CHEVRON ECIA - E&T-11771041 500,000 - - RESOURCE MNGT DIV-12571041 493,408 543,408 407,557 518,079 (25,329) -5% RESOURCE MNGT DIV-12571141 369,200 1,040,000 191,011 663,025 (376,975) -36% INTENSIVE SERVICES(FS-12572341 236,814 275,000 239,366 893,164 618,164 225% TRAINING SERVICES(FS)-12572441 245,000 16,091 (245,000) -100% TRAINING PAYMENTS(FS)-12572541 107,013 170,000 - (170,000) -100% OTHER SERVICES(FS)-12572641 1,186,983 714,392 270,992 277,579 (436,813) -61% RAPID RESPONSE(FS)-12572741 134,356 201,000 1,596 (201,000) -100% WIA YOUTH IN SCHOOL(F-12573041 5,054 - 43,530 10,000 10,000 - WIA YOUTH OUT OF SCHO-12573141 273,348 305,000 119,310 30,000 (275,000) -90% ADMINISTRATION(FS)-12573241 206,461 1,125 106,743 232,402 231,277 20558% EDUCATION & JOB TRAINING-12575641 158,580
Employment & Training-27
TOTAL BUDGET - HISTORICAL COMPARISON
SOURCES BY FUND
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
USES BY DIVISION
$ Chg From FY21-
22 %
C
h
% Chg From
FY21-22
INCLUDES REVENUE AND/OR FUND BALANCE
USES BY TYPE
207
Thru Mar -2022
Employment & Training-27
TOTAL BUDGET - HISTORICAL COMPARISON
SOURCES BY FUND
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From FY21-
22 %
C
h
% Chg From
FY21-22
RB TENANT IMPROVEMENT-12576241 1,267 - 561 - - - ET RICHMONDWORKS LCL-12576441 386,164 1,625,436 306,776 716,807 (908,629) -56% ET YOUTHWORKS LOCAL P-12576541 25,000 - (25,000) -100% STATE GRANT PROGRAM(F-12576641 285,833 1,062,500 211,209 531,693 (530,807) -50% COMMUNITY BENEFT AGRE-12576741 219,987 387,045 133,679 732,456 345,411 89% OTHER COMMUNITY FUNDING-12576841 5,240 - - - - DIRECT SERVICES-12577141 59,364 118,000 37,730 (118,000) -100% SUPPORTING SERVICES-12577241 62,000 107,000 45,031 45,358 (61,642) -58% MATCHING FUNDS-12578341 197,129 135,100 87,962 7,000 (128,100) -95% BUSINESS SERVICES(FS)-12578441 1,373 169,536 637 (169,536) -100% E&T DONATED FUNDS(FS)-12578841 22,390 209,854 1,156 (209,854) -100% SUMMER YTH DONATED FU-12578941 429,805 2,370,000 512,010 1,956,710 (413,290) -17% MNDWORKS INTERM COS-12579141 (562) 7,500 2,346 7,500 - 0% YOUTH INTERIM COST PO-12579241 816 - 1,009 - - OVERHEAD INTERIM COST-12579341 5,798 92,500 8,616 53,300 (39,200) -42% ADMIN INTERIM COST PO-12579441 308 - - EMPLYMNT & TRAIN SALA-12579541 3,371 436,127 634,695 2,479,936 2,043,809 469% EMGCY OPE & DISTR/EMP-13427141 5,557 - - TOTAL USES BY DIVISION 5,198,476 10,240,523 3,379,614 9,313,589 (926,934) -9% 208
Office of Neighborhood Safety
Fiscal Year 2022-23
WHAT WE DO
• The primary goal of the ONS is to dramatically reduce and one day eliminate gun violence and associated injuries/deaths in the City of Richmond.
• We do this by creating and providing attention intensive engagement and support structures that are designed to improve the social and emotional health and wellness of those we serve through the Operation Peacemaker Fellowship.
• By engaging those at the center of and most impacted by historical firearm related hostilities through our Street Outreach strategy.
WHAT WE DID
• Spent over 5300 hours on 5000 face to face contacts with Richmond residents.
• Provided the community with $1 million worth of resources through grants. • Remained 1 of the only Urban communities in the country that didn’t see a 50-100% increase in gun violence during the pandemic.
WHAT WE PLAN TO DO
▪ Have all new staff hired and highly trained to expand the ONS’ work with different demographics across the City and within the school district, with the new resources allocated from the Reimagining Public Safety Task Force. $3
Million
Total amount of grant funds to be
disbursed in FY 22-23
“I just love giving back to the City that I took so much from in the past.”
Joe McCoy
Neighborhood Change Agent
14 Years
209
Office of Neighborhood Safety
Fiscal Year 2022-23
▪ To be awarded the $6 million grant we applied for with the state, to be successful and efficient in expanding the work mentioned above.
▪ Help to continue the efforts to make the City of Richmond a happy, healthy and safe community for those who live, work and play here.
“The ONS is the heart of my career,
hitting the streets is one thing, but
hitting the hearts of our youth is what
makes this work priceless.”
Sal Garcia
Neighborhood Change Agent
14 years
210
LIBRARY & COMMUNITY SERVICES
PROGRAM ORGANIZATIONAL CHART
OFFICE OF NEIGHBORHOOD SAFETY
▪Deisgn and implementation of programs that reduce gun violence ▪Identification of "best practices" and community needs to prevent gun violence
▪Coordination of Collaborative community efforts to reduce gun violence
▪Evaluation and provision of funding to community organizations for gun violence prevention strategies
▪Development of funding sources for gun violence reduction strategies
▪Coordination of City-initated violence prevention initatives 211
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
COMMUNITY SERVICES (Office of Neighborhood Safety)
Admin Aide 1.0 1.0 1.0
Accounting Assistant 1.0 1.0 1.0
Deputy Director - ONS 1.0 1.0 1.0
Neighborhood Change Agents 5.0 5.0 11.0 11.0 11.0
ONS Field Coordinator 2.0 2.0 2.0
ONS Program Manager 1.0 1.0 1.0 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0 1.0
Recreation Program Coordinator 1.0 1.0
Total Full-Time Equivalents (FTEs) 8.0 8.0 18.0 18.0 18.0 212
Proposed FTE = 18
Project Coordinator
(1)
Neighborhood Change
Agents
(11)
Field Coordinator
(2)
ONS Program Mgr.
(1)
Office of Neighborhood Safety
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.
New Position
Reclassification
Deputy Director
(1)
Admin Aide
(1)
Accounting Assistant
(1)
213
Thru Mar -2022
General Fund-0001 1,623,475 3,296,345 1,150,917 3,933,647 637,302 19% Outside Funded Services-Grants-1006 2,040,179 437,672 900,000 (1,140,179) -56% ECIA-1017 58,000 58,000 - 58,000 - 0% Emergency OPE & Disaster Recovry-1304 207 - - TOTAL SOURCES BY FUND 1,681,683 5,394,524 1,588,588 4,891,647 (502,877) -9% Salaries 615,247 812,496 580,393 1,341,638 529,142 65% Benefits 506,344 600,409 431,931 1,153,168 552,759 92% Professional Services 358,028 1,621,244 412,692 1,714,090 92,846 6% Other Operating Expenses 11,930 1,636,040 2,356 109,640 (1,526,400) -93% Utilities 11,445 16,000 8,370 66,000 50,000 313% Cost Pool 102,010 152,010 114,006 507,111 355,101 234% Asset/Capital Outlay 4,797 9,600 1,835 (9,600) -100% Grant Expenditures 71,880 546,725 37,006 (546,725) -100% TOTAL USES BY TYPE 1,681,683 5,394,524 1,588,588 4,891,647 (502,877) -9% Administration-01211013 1,300,963 3,296,345 1,140,015 1,600,172 (1,696,173) -51% Grants-01212013 322,512 10,901 2,333,475 2,333,475 - Outside Funded Grants-10612051 2,040,179 437,672 900,000 ECIA-11711013 58,000 58,000 - 58,000 - 0% Emgy Ope & Distr/ONS-13421118 207 - - TOTAL USES BY ORG CODE 1,681,683 5,394,524 1,588,588 4,891,647 (502,877) -9%
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
Office of Neighborhood Safety-21
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
USES BY TYPE
USES BY ORG CODE
%
C
h
g
% Chg From
FY21-22
214
Fire Department
ADMINISTRATION
Fiscal Year 2022-23
WHAT WE DO
P rocess payroll, worker’s compensation claims, annual reviews and step increases, and job requisitions
Contract management which includes vendor sourcing, contract preparation, purchase requisition, and accounts payable Purchasing and account reconciliation
System administration and support for 5 independent operational systems
WHAT WE DID
Hired 4 new administrative staff replacements: Fire Chief, Deputy Fire Chief, Administrative Services Analyst, Administrative Aide Processed job requisitions for 8 sworn staff vacancies (1 Battalion Chief, 2 Fire Captains, 2 Fire Engineers, 3 Firefighters) and 1 civilian vacancy (Office of Emergency Services Manager)
Addressed the backlog from COVID pandemic by streamlining the administrative process with invoicing and customer service Renewed 3 major contracts with Kaiser for annual exams, Stryker for Emergency Medical Services maintenance and products, and Target Solutions for online training platform
417%
Increased in the inspection permit revenue
from Dec 2021 to Mar 2022 once the
backlogged from COVID pandemic was
streamlined and invoice payments posted
“I believe Knowledge is Power , and I feel Powerful working for the City of Richmond because it has broadened my knowledge of the Public sector especially with the intricacy of the Fire Department’s operations and the services it provides to the Community. I feel blessed being part of this Community.”
Julie U Viray
Administrative Services Analyst
6.5 years
215
Fire Department
ADMINISTRATION
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Cross train staff to complete contracts and develop a process checklist to ensure that all the tasks within a process is complete Digitalize file management (personnel, medical, worker’s comp, and fire prevention files) Establish process quality assurance in reporting statistical and financial data and reconciling of revenue and expenses Administer Return To Work (RTW) and Advocate for Alternative Dispute Resolution Agreement (ADR) policies
216
Fire Department
SUPPORT SERVICES
Fiscal Year 2022-23
WHAT WE DO
Budget Administration which includes annual budget preparation, analysis, and tracking
L ogistics which includes deployment and tracking of equipment, supplies, and services
Analysis of incidents, risks, performance, and labor such as overtime Grant administration which includes writing, execution, and reporting
WHAT WE DID
Completed the FY2022-23 Budget and presented it in February 2022 Budget Hearings, in April 2022 Community Meetings, and in May 2022 City Council Departmental Presentation
P erformed an in-depth overtime analysis identifying the primary contributing factors to be vacancies and injury leave
Established methodology for calculating and forecasting overtime cost
WHAT WE PLAN TO DO
Budget variance analysis to compare actual v ersus budget to monitor departmental earnings and spending
Track overtime cost by forecasting 3 months out
240
hrs
Is the basis for forecasting each
firefighter’s monthly overtime cost
“Within a short p eriod of time I have been with the City of Richmond , I have seen the Dedication and Commitment of the individuals I work with and the Passion of the Community we serve.”
Den Mark Marcelo
Administrative Aide
5 months
217
Fire Department
EMERGENCY SERVICES
Fiscal Year 2022-23
WHAT WE DO
Fire Suppression
Technical Rescue
Hazardous Materials Response
Marine Response
Fire Prevention Support
WHAT WE DID
Improved the Emergency Response Time by updating dispatch procedures Attained 85% in service calls which is above 2% above plan from Jul 2021 to Apr 2022
Developed and implemented “Continuity Service Plan” to effectively address the COVID-19 surges in the department
Assisted with the Fire Prevention mercantile,
very high fire hazard severity zone and small apartment inspections
11,962
Is the number of service calls responded
to from Jul 2021 to Apr 2022
“Having the privilege of serving the community I come from is a dream come true. It is imp ressive to see people from near and far come to work in the City of Richmond and embrace the City as their own, serving with immense Pride and tremendous Purpose.”
Rico Rincon
Fire Captain/Public Information Officer
19 years
218
Fire Department
EMERGENCY SERVICES
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Develop new operational policies to enhance emergency response to the community Update Policy manual to reflect current operational procedures E stablish promotional lists for Battalion Chief, Captain, and Engineer Collaborate with Richmond Communication Center (RCC) to improve Computer Aided Dispatch (CAD) system that is Fire Service Specific
219
Fire Department
TRAINING
Fiscal Year 2022-23
WHAT WE DO
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
9,771
hrs
Are total logged training hours provided both
company-level and formal classroom training
“The Fire Department ’s Training Division continues to provide me valuable knowledge and skillsets in fire operations and rescue which has enabled me to do my job effectively and has played a key role in my career growth within the department.”
220
Fire Department
TRAINING
Fiscal Year 2022-23
WHAT WE DID
Monthly Company Level Training
Acting Engineer Certification
CPR for Fire and RCC Personnel
E mergency Medical Technician (EMT) Skills Testing
COVID 19 Safety Protocols
WHAT WE PLAN TO DO
Develop and implement Acting Certification Program for Battalion Chief and Captain Assist Human Resources (HR) in the 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 Management Services (EMS) System Provide California State Fire Certified Training
221
Fire Department
FIRE PREVENTION
Fiscal Year 2022-23
WHAT WE DO
Enforce fire and life safety guidelines by performing mandated inspections to newly constructed buildings, businesses, and occupancies
C onduct timely and effective fire safety plan reviews and inspection by ensuring fire safety standards
I nvestigate cause and origin of fires
Provide Fire Prevention Services to Chevron
Vegetation Management of Very High Fire Hazard Severity Zone (VHFHSZ)
P romote fire prevention education and information programs in schools and communities.
Generate revenue from operational, construction and activity permits
WHAT WE DID
Performed over 1000 combined inspections (new construction, industrial, large apartments, schools, etc.)
Completed 102 Plan Reviews
Responded to 242 Fire Investigations
1,123
Is the total number of inspections
completed from Jul 2021 to Apr 2022
“The People and my Burning Desire to help the community is what keeps me going as a Fire Prevention prof essional. I strive to Understand the needs of our residents, as well as take Pride and Enjoyment to the services we provide the Community.”
222
Fire Department
FIRE PREVENTION
Fiscal Year 2022-23
WHAT WE PLAN TO DO
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) 223
Fire Department
OFFICE OF EMERGENCY SERVICES
Fiscal Year 2022-23
WHAT WE DO
Maintain an approved Emergency Operations Plan consistent with California Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA) guidelines
Establish City Emergency Operations Center (EOC) and maintain operational readiness by providing ongoing leadership and emergency preparedness training
Provide public education and training that educates volunteers about disaster preparedness through 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
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
More
than 10
“Incident Action Plan” regarding
COVID-19 preparedness meetings
completed
“As a new staff in the department, I’ve recognized the Importance of the Office of Emergency Services and the Role in plays in providing the Community Emergency Preparedness.”
Den Mark Marcelo
Administrative Aide
5 months
224
Fire Department
OFFICE OF EMERGENCY SERVICES
Fiscal Year 2022-23
WHAT WE PLAN TO DO
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
225
FIRE DEPARTMENT
PROGRAM ORGANIZATIONAL CHART
*Oversight of All *Community Risk Reduction *Manage the City's Training Programs Emergency Operations
*Emergency Medical Center
*Personnel Oversight *Grant Writing Services Delivery *Fire Suppr ession Training Enforcement Program *Emergency
* Data Management *Station Maintenance *Emergency Communications Response Plans for *Rescue Training *Project Development Disaster
*Review and Update *Equipment Testing *Post Incident Analysis Policies and Procedures & Maintenance *Apparatus Operations *Plan Checking *Emergency *Regional Fire Communication Preparation Training
*Fiscal Planning & *Inventory Control Plans *EMS Training Program *Project Inspection Program to Commun ity Management & Accountability
*Logistics *Develop Operations Plans *Public Education
* Employee Benefit with Regional Partners *Personnel Development Services * Fire Cause and Origin
*Haz Mat Program *Career Development Reports
*Develops Effective Labor
Management Relationships *Equipment Evaluation *Infection Control Program *Wildland Urban Interface * Manage Grants and Testing
* Hiring and Promotions *Acting Certification *Weed Abatement Program *Conduct Disaster Exercises *Marine Program
*Personnel Actions *Task Books
*Rescue Program
*Workers' Compensation *Promotional Exams
Program
*Purchasing
*Contract Administration *Fire Trainee
Academy
*Website Administration
*Regional Training Programs
*Succession Planning
*Implement Fire Service Best
*Develop Regional Practices
Cooperation
*Department Safety Officer
*Mutual and Automatic
Aid
*Assesses & Updates
Community Hazards,
Threats or Risks
Fire Prevention Bureau
*Fire and Life Safety
and Acquisition
* Research &
Development
*Fire Suppression
Administration
*General Department
Management
*Apparatus Design
Enforcement
*Cost Recovery
*REACT/CERT
Community Drills
Office of Emergency
Services
*Apparatus Purchasing
Support Services Emergency Op erations Training Division Inspection and
FY2022-23
226
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
FIRE
SWORN
Fire Chief 1.0 1.0 1.0 1.0 1.0
Battalion Chief 4.0 4.0 4.0 4.0 4.0
Deputy Fire Chief 1.0 1.0 1.0 1.0 1.0
Deputy Fire Marshal 1.0 1.0 1.0 1.0 1.0
Fire Captain 24.0 24.0 24.0 24.0 24.0
Fire Engineer 25.0 24.0 24.0 24.0 24.0
Fire Fighter 28.0 30.0 30.0 30.0 30.0
Fire Inspector I/II 3.0 3.0 3.0 3.0 3.0
Fire Marshal 1.0 1.0 1.0 1.0 1.0
Sub-total Sworn 88.0 89.0 89.0 89.0 89.0
NON-SWORN
Administrative Aide 2.0 1.0 1.0 1.0 1.0
Administrative Services Analyst 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0
Emergency Services Analyst 1.0 1.0 1.0 1.0
Emergency Services Manager 1.0 1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0
Project Manager I 1.0
Sub-total Non-Sworn 5.0 4.0 4.0 4.0 5.0
Total Full-Time Equivalents (FTEs) 93.0 93.0 93.0 93.0 94.0 227
Fire Chief
(1)
Fire Chief
(1)
Emergency
Operations
Emergency
Operations
Support
Services
Support
Services
Fire
Prevention
Fire
Prevention
Emergency
Services
Emergency
Services
Battalion Chief
(3)
Battalion Chief
(3)
Fire Captain
(22)
Vacant (2)
Fire Captain
(22)
Vacant (2)
Fire Engineer
(22)
Vacant (2)
Fire Engineer
(22)
Vacant (2)
Firefighter
(30)
Vacant (3)
Firefighter
(30)
Vacant (3)
Deputy Fire
Marshal
(1)
Deputy Fire
Marshal
(1)
Emergency
Services Manager
Vacant (1)
Emergency
Services Manager
Vacant (1)
Administration
Administration
Training Division
Training Division
Deputy Fire Chief
(1)
Deputy Fire Chief
(1)
Fire Marshal
(1)
Fire Marshal
(1)
Proposed = 94 Proposed = 94
Fire Department
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.
New Position
Reclassification
Fire Inspector I/II
(3)
Fire Inspector I/II
(3)
Administrative
Aide
(1)
Administrative
Aide
(1)
Administrative
Services Analyst
(1)
Administrative
Services Analyst
(1)
Emergency
Services Analyst
(1)
Emergency
Services Analyst
(1)
Associate
Administrative
Analyst
Vacant (1)
Associate
Administrative
Analyst
Vacant (1)
Battalion Chief
Vacant (1)
Battalion Chief
Vacant (1)
228
Thru Mar -2022
General Fund-0001 32,481,310 36,811,379 25,288,255 (36,811,379) -100% Outside Funded Svc-1006 3,501 20,000 0 (20,000) -100% Emergency Med Svc-1007 218,705 301,900 67,989 215,586 (86,314) -29% Donations-1011
Hazmat-1013 260,528 360,335 3,966 (360,335) -100%
ECIA-1017 97,415 67,000 7,958 (67,000) -100%
Emergency Operation & Disaster-1304 123,302 - - Impact Fee-2113 74,637 126,762 0 0%
TOTAL SOURCES BY FUND 33,259,399 37,687,376 25,368,168 215,586 (37,471,790) -99% Salaries 16,915,495 18,632,677 13,169,070 18,574,259 (58,418) 0% Benefits 13,815,750 14,428,325 10,404,664 14,824,371 396,046 3% Professional Services 669,161 1,865,420 121,987 1,599,815 (265,605) -14% Other Operating Expenses 256,769 407,877 61,441 426,677 18,800 5% Utilities 28,207 33,500 15,172 33,500 - 0% Equipment & Contract Services 152,248 177,950 30,122 234,850 56,900 32% Provision for Insurance Loss 10,618 24,861 24,861 23,000 (1,861) -7% Cost Pool 892,331 1,642,331 1,231,748 1,214,448 (427,883) -26% Asset/Capital Outlay 77,811 33,639 7,179 80,500 46,861 139% Debt Service Expenditure 114,991 114,778 57,409 114,613 (165) 0% Operating Transfer Out 326,018 326,018 244,514 326,018 (0) 0% TOTAL USES BY TYPE 33,259,399 37,687,376 25,368,168 37,452,051 (235,325) -1%
SOURCES BY FUND
Fire-20
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
USES BY TYPE
%
C
h
% Chg From
FY21-22
229
Thru Mar -2022
Fire-20
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
%
C
h
% Chg From
FY21-22
Administration-01201022 1,324,296 2,934,326 1,565,719 (2,934,326) -100% Suppression-01202022 28,117,846 29,510,817 21,463,644 (29,510,817) -100% Prevention -01203022 1,316,983 1,647,077 1,160,248 (1,647,077) -100% Chevron Prevention-01203722 860,512 757,591 412,688 (757,591) -100% Support Services-01204022 291,974 1,369,757 181,142 (1,369,757) -100% Training-01205022 382,158 414,064 359,537 (414,064) -100% Office of Emergency Med Svc-01206022 187,542 177,747 145,278 (177,747) -100% Outside Funded Grant-10601022 3,501 20,000 0 (20,000) -100% Office of Emergency Svc-10706022 218,705 301,900 67,989 (301,900) -100% Hazmat Training-11305022 260,528 360,335 3,966 (360,335) -100% ECIA-11702022 97,415 67,000 7,958 (67,000) -100% EMGY Ope & Distr-Fire-13420122 123,302
Impact Fees/Fire-21301022 74,637 126,762 0 (126,762) -100% TOTAL USES BY ORG CODE 33,259,399 37,687,376 25,368,168 - (37,687,376) -100%
USES BY ORG CODE
230
Police Department
Fiscal Year 2022-23
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)
WHAT WE DID
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.
WHAT WE PLAN TO DO
Resume pre-pandemic community policing strategies and in-person community events.
34 Active beat projects focused on neighborhood
quality of life issues such as illegal dumping,
speeding vehicles, human trafficking and
abandoned vehicles.
“The most honorable and fulfilling way I can give back to the community that helped raise me is to protect and serve them.”
Leah Joseph
Sergeant
16 years of service
231
POLICE DEPARTMENT
Fiscal Year 2022-23
D evelop 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.
232
POLICE PROGRAM ORGANIZATION CHART
233
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
POLICE
SWORN
Asst Police Chief 1.0 1.0 1.0 1.0 1.0
Police Captain 3.0 3.0 3.0 3.0 3.0
Police Chief 1.0 1.0 1.0 1.0 1.0
Police Lieutenant 8.0 8.0 8.0 8.0 8.0
Police Officer 114.0 107.0 107.0 107.0 107.0
Police Officer Trainee 7.0 2.0 2.0 2.0 2.0
Police Sergeant 23.0 23.0 23.0 23.0 23.0
Sub-total Sworn 157.0 145.0 145.0 145.0 145.0
NON-SWORN
Administrative Aide 2.0 2.0 2.0 2.0 2.0
Assistant Police Property Technician 1.0 1.0 1.0 1.0 1.0 Administrative Service Analyst 1.0 1.0 1.0 1.0 1.0
CCTV Wireless & Systems Specialist 1.0 1.0 1.0 1.0 1.0
Civilian Admin Manager 1.0 1.0 1.0 1.0
Code Enforcement Officer I/II 1.0
Community Services Officer 2.0 2.0 2.0 2.0
Communications Call Taker 1.0
Communications Dispatcher I/II/III 16.0 17.0 17.0 17.0 17.0 Communications Manager 1.0 1.0 1.0 1.0 1.0
Communications Shift Supervisor 4.0 4.0 4.0 4.0 4.0
Crime Analysis Technician 1.0 1.0 1.0 1.0
Crime Analyst 1.0 1.0 1.0 1.0 1.0
Crime Prevention Manager 1.0 1.0 1.0 1.0 1.0
Crime Prevention Specialist 1.0 1.0 1.0 1.0 1.0
Crime Scene Technician 3.0 3.0 3.0 3.0 3.0
234
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Jailer 6.0 6.0 6.0 6.0 6.0
Network and Systems Specialist I/II 2.0 2.0 2.0 2.0 2.0 Office Assistant I/II 1.0 1.0 1.0 1.0 1.0
Parking Enforcement Representative 4.0 3.0 3.0 3.0 3.0
Police Property Technician 1.0 1.0 1.0 1.0 1.0
Police Records & Property Mgr. 1.0 1.0 1.0 1.0 1.0
Police Records Specialist 9.0 9.0 9.0 9.0 9.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Public Information Officer 1.0 1.0 1.0 1.0
Public Safety Technology Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Accountant 1.0 1.0 1.0 1.0 1.0
Systems Administrator 1.0 1.0 1.0 1.0 1.0
Sub-total Non-Sworn 62.0 65.0 65.0 65.0 65.0
Total Full-Time Equivalents (FTEs) 219.0 210.0 210.0 210.0 210.0 235
Prevention
Services
Prevention
Services
Crime Analysis
Unit
Crime Analysis
Unit
Detention/Jail
(6)
Detention/Jail
(6)
Administrative
Services Analyst
(1)
Administrative
Services Analyst
(1)
Admin Aide
(1)
Admin Aide
(1)
Police Records and
Property Manager
(1)
Police Records and
Property Manager
(1)
Systems
Administrator
(1)
Systems
Administrator
(1)
Network Specialist
II (1)
Network Specialist
II (1)
Communications
Supervisor
(4)
Communications
Supervisor
(4)
Dispatcher
(17)
Dispatcher
(17)
Crime Prevention
Manager M. Milam
(1)
Crime Prevention
Manager M. Milam
(1)
Officer
(9)
Officer
(9)
Officer
(2)
Officer
(2)
Sergeant
(4)
Sergeant
(4)
Crime Prevention
Specialist
(1)
Crime Prevention
Specialist
(1)
Officer
(18)
Officer
(18)
Lieutenant
(1)
Lieutenant
(1)
Sergeant
(5)
Sergeant
(5)
Officer
(20)
Officer
(20)
General Crimes
Unit
General Crimes
Unit
Sergeant
(1)
Sergeant
(1)
Officer
(5)
Officer
(5)
Domestic and
Sexual Violence/
FJC Unit
Domestic and
Sexual Violence/
FJC Unit
Sergeant
(1)
Sergeant
(1)
Officer
(5)
Officer
(5)
OPA Manager
Eddie Aubrey
(1)
OPA Manager
Eddie Aubrey
(1)
Sergeant
(2)
Sergeant
(2)
Sergeant
(1)
Sergeant
(1)
Property
Technician
(1)
Property
Technician
(1)
Assistant Property
Technician
(1)
Assistant Property
Technician
(1)
Public Safety
Technology Supvr.
(1)
Public Safety
Technology Supvr.
(1)
Communications
Manager M.
Schlemmer
(1)
Communications
Manager M.
Schlemmer
(1)
Senior Accountant
Steven Linderman
(1)
Senior Accountant
Steven Linderman
(1)
CCTV Tech
Specialist
(1)
CCTV Tech
Specialist
(1)
Crime Analyst
(1)
Crime Analyst
(1)
Crime Analysis
Technician
(1)
Crime Analysis
Technician
(1)
Network Specialist
I
(1)
Network Specialist
I
(1)
Records Specialist
(9)
Records Specialist
(9)
Finance Unit
Budgets/Grants
Finance Unit
Budgets/Grants
Assistant Police
Chief Louie Tirona
(1)
Assistant Police
Chief Louie Tirona
(1)
Captain
A. Walle
(1)
Captain
A. Walle
(1)
Office Assistant II
(1)
Office Assistant II
(1)
Ofc of Professional
Accountability
Ofc of Professional
Accountability
Sergeant
(1)
Sergeant
(1)
Special
Enforcement
Section
Special
Enforcement
Section
Youth Services
Youth Services
Lieutenant
(1)
Lieutenant
(1)
Administration
Bureau
Administration
Bureau
Central District
Central District
Northern District
Northern District
Captain
T.Simmons
(1)
Captain
T.Simmons
(1)
Captain
Vacant
(1)
Captain
Vacant
(1)
Traffic & Special
Events Division
Traffic & Special
Events Division
Patrol Operations
Bureau
Patrol Operations
Bureau
Southern District
Southern District
Lieutenant
(1)
Lieutenant
(1)
Sergeant
(4)
Sergeant
(4)
Officer
(20)
Officer
(20)
Administrative
Aide
(1)
Administrative
Aide
(1)
Bisa French
Chief of Police
Bisa French
Chief of Police
Homicide
Homicide
Records Section
Records Section
Personnel &
Training Section
Personnel &
Training Section
Police IT Section
Police IT Section
Communications
Center
Communications
Center
Proposed FTE = 210 Proposed FTE = 210
Police Department
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.
New Position
Reclassification
Proposed FTE = 210
Police Department
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.
New Position
Reclassification
Lieutenant
(1)
Lieutenant
(1)Lieutenant
(1)
Lieutenant
(1) Lieutenant
(1)
Lieutenant
(1)
Sergeant
(1)
Sergeant
(1)
Officer
(6)
Officer
(6)
Investigations
Bureau
Investigations
Bureau
Crime Scene
Technician
(1)
Crime Scene
Technician
(1)
CSI Detective
CSI Detective
Officer
(1)
Officer
(1)
Lieutenant
(1)
Lieutenant
(1) Lieutenant
(1)
Lieutenant
(1)
MHT
Officer
(1)
MHT
Officer
(1)
Officer
(1)
Officer
(1)
Crime Scene
Technician
(1)
Crime Scene
Technician
(1)
Crime Scene
Technician
(1)
Crime Scene
Technician
(1)
Traffic Enforcement
Section
Traffic Enforcement
Section
Parking
Enforcement
Representatives
(3)
Parking
Enforcement
Representatives
(3) Community Service
Officer
(2)
Community Service
Officer
(2)
Public Information
Officer
(1)
Public Information
Officer
(1)
Criminal Inteligence
Unit
Criminal Inteligence
Unit
Sergeant
(1)
Sergeant
(1)
Civilian Manager
(1)
Civilian Manager
(1)
Policy
Sergeant
(1)
Policy
Sergeant
(1)
Building
Sergeant
(1)
Building
Sergeant
(1)
Vacant Positions
Officers
(5)
Vacant Positions
Officers
(5)
Nonworking Injury/
Medical Leave
Officers
(16)
Nonworking Injury/
Medical Leave
Officers
(16)
236
Thru Mar -2022
General Fund-0001 64,631,509 71,635,679 47,388,560 72,600,483 25,211,924 53% Assest Seizure Fund-1004 38,869 219,500 0 20,000 20,000 - Outside Funded Services-Grants-1006 534,162 999,266 200,670 399,127 198,457 99% ECIA-1017 22,121 81,000 13,154 83,000 69,846 531% Emergency Operation & Disaster-1304 3,363 - - Impact Fee-Police-2114 4,795 41,000 - -
CAD Dispatch System-5005 187,179 - -
RMS Records Services-5006 9,372 - -
TOTAL SOURCES BY FUND 65,431,369 72,976,445 47,602,383 73,102,610 126,165 0% Salaries 30,113,212 33,053,920 21,403,729 32,201,099 10,797,370 50% Benefits 24,903,402 26,827,180 18,023,039 28,524,847 10,501,809 58% Professional Services 3,408,032 4,802,688 3,109,891 4,638,475 1,528,584 49% Other Operating Expenses 2,415,391 2,806,629 1,887,603 2,556,280 668,677 35% Utilities 294,336 395,000 244,686 400,000 155,314 63% Equipment & Contract Services 280,938 910,347 215,545 692,996 477,451 222% Provision for Insurance Loss 1,725 1,812 1,812 1,725 (87) -5% Cost Pool 3,142,833 3,230,833 2,423,126 3,269,974 846,848 35% Asset/Capital Outlay 438,790 703,611 56,793 469,433 412,640 727% Debt Service Expenditure 236,160 244,424 236,160 206,031 (30,129.86) -13% Operating Transfer Out 196,551 - -
TOTAL USES BY TYPE 65,431,369 72,976,445 47,602,383 72,960,859 0%
USES BY TYPE
%
C
h
% Chg From
FY21-22
SOURCES BY FUND
Police-19
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
237
Thru Mar -2022
%
C
h
% Chg From
FY21-22
Police-19
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
Administration-01191021 58,492,842 64,854,520 43,351,717 65,477,564 623,044 1% Patrol-01192021 12,394 8,750 4,718 13,750 5,000 57% Crime Prevention-01193021 205,149 371,985 157,807 362,090 (9,895) -3% Cops Grant-01194021 1,055,716 560,137 464,056 776,498 216,361 39% Regulatory-01196021 626,523 675,076 445,703 708,616 33,540 5% CAD Dispatch System-01197021 3,653,666 4,471,797 2,600,847 4,575,722 103,925 2% RMS Records System-01197121 253,347 306,247 195,621 306,434 187 0% GF-Parking Enforcement-01199021 331,873 387,167 168,092 379,809 (7,358) -2% State Asset Seizure-10491521 38,869 219,500 0 20,000 (199,500) -91% Outside Funded Grant-Police-10691021 534,162 999,266 200,670 399,127 (600,139) -60% ECIA-11791021 22,121 81,000 13,154 83,000 2,000 2% Emergency Operation & Disaster-Police-
13419121 3,363 - -
Impact Fee-21491021 4,795 41,000 (41,000) -100%
CAD - Maintenance-50597921 187,179 - -
Records Mgt Sys-Maintenance-50697121 9,372.03 - - Records Mgt Sys-Enhancement-50697421 - -
TOTAL USES BY ORG CODE 65,431,369 72,976,445 47,602,383 73,102,610 126,165 0%
USES BY ORG CODE
238
Public Works Department
WATER RESOURCE RECOVERY DIVISION
Fiscal Year 2022-23
WHAT WE DO
▪ Oversee contract operation of Wastewater Treatment Facility and Sewer Collection System to comply with State Permits
▪ Clean/televise the sanitary sewer collection system to locate defects and then develop projects to repair.
▪ Maintain and Operate the sewer pump stations (13) and stormwater pump stations (11) around the City.
▪ Respond to Emergency Calls… 24/7
WHAT WE DID
▪ Met Baykeeper Settlement Agreement Sanitary Sewer Overflows (SSOs) Requirement for 2021 – Reported 20 SSOs (limit was 20). ▪ Completed 52 Point Repairs in Sanitary Sewer System
▪ Awarded 55 Sewer Lateral Repair Grants totaling $99,000. ▪ Awarded Capital Improvement Projects:
o Upgrade Sodium Bisulfite Tank at WWTP - $6.4M
o North Richmond Pump Station - $1.8M (ARPA)
o High Priority Sewer Line Replacements - $956k
o Grade 5 Sewer Line Replacements - $474k
o Ferry Point Pump Station Rehabilitation - $2.7M
55 Lateral Grants awarded (year-to-date) to
property owners in the Richmond Municipal
Sewer District.
239
Public Works Department
WATER RESOURCES RECOVERY DIVISION
Fiscal Year 2022-23
WHAT WE PLAN TO DO
▪ Complete First Street Wet Weather Project (replace/rehabilitate 7,452 linear feet of sewer line = 1.4 miles) ▪ Rehabilitate brick maintenance holes in sanitary sewer system ▪ Replace/rehabilitate Force Main Sewer Line on Dornan Drive ▪ Finalize Feasibility Study for Keller Beach Sewer Line ▪ Install Trash Capture Device in stormwater collection system at Bayview Ave
240
VEOLIA CAPITAL PROGRAM
MANAGEMENT
VEOLIA OPERATIONS &
MAINTENANCE
SOURCE CONTROL &
ENVIRONMENTAL COMPLIANCE ADMINISTRATIVE SERVICES INFRASTRUCTURE SUPPORT
SERVICES SEWER LATERAL COMPLIANCE
CIP Projects Wastewater Treatment Plant Stormwater System Pollutant Reduction Administrative Recordkeeping Sewer Lateral Grant Program Delivery of capital improvement
projects at the treatment plant, and in
the sanitary and storm sewer systems
Operate and maintain the wastewater
treatment plant
Ensure compliance with National Pollutant
Discharge Elimination System (NPDES)
permit and Municipal Regional Permit
(MRP).
Policies & Procedures Record Drawings Manage Grant Application Process Adherence to City contracting and
procurement procedures
Adequate staffing of operators,
mechanics, laboratory technicians, and
admin staff
Participation in the Contra Costa County
Clean Water Program
Employee Training Department Webpage Oversight of Lateral Grant budget and grant awards Master planning and other
engineering studies
NPDES Permit Compliance and Reporting Industrial/Commercial Stormwater Inspection Program
Customer service on phone and at the
counter
Department record database
maintenance
Investigation and Abatement of Harmful
Non-Stormwater Discharges
Clerical Support Apply for Grants that may be
applicable for improving
infrastructure
Implementation of Green Infrastructure
Plan
Prepare agenda documents for City
Council (contracts, reports, resolutions,
etc.).
Wastewater Collection System
Operations
Trash Load Reduction Plans Affecting
Waterways
Safety Compliance GIS Mapping and Management Sewer Lateral Inspection Program Operate and maintain the sanitary sewers,
pump stations, and force mains in the
Richmond Municipal Sewer District
Mercury and PCBs Pilot Studies for Load
Reduction
Baykeeper Settlement Agreement
Compliance & Reporting
GIS Mapping and Management Ensuring private sewer laterals are compliant with Richmond Municipal Code §12.17 and Sanitary Sewer Standards and
Specifications
Adequate staffing of sewer cleaning and
inspection crews, and admin staff
Public Outreach on Stormwater Issues Sanitary Sewer Overflow (SSO) Waste Discharge Requirement (WDR) Reporting
& Compliance
Geotechnical Investigation Database Residential, Commercial & Industrial lateral inspection oversight
Ensure compliance with the Baykeeper
settlement agreement and Waste
Discharge Requirement (WDR and
NPDES)
Coast/Watershed Clean Up Programs Ordinance Updates as required Monthly Utility Coordination meetings
Issue certificates of lateral compliance (COC)
GIS Management Construction Site Run-off/Erosion &
Sediment Control
Veolia Contract Compliance Follow up with reports provided by Veolia on damaged private sewer laterals
Overflow Emergency Response (OER)
Sanitary Sewer Overflow (SSO) Response
Stormwater Treatment in Development
Projects
Stormwater Collection System Pretreatment Program Financial Other Technical Support Other Related Sewer Tasks/Projects Operate and maintain the storm sewer
system (pipes, V-ditches, and open
drainage channels) and stormwater pump
stations within the Richmond city limits
Ensure compliance with National Pollutant
Discharge Elimination System (NPDES)
permit.
Request for Proposals and Bids Inspection & Plan Checking Manage contracts for/with firms for plan check, video review and inspection services.
GIS Management Administration of Federal Pretreatment
Program (40 CFR 403)
Invoice Processing Coordinate consultant service for hydraulic loading for new construction/development projects that are connecting to sanitary sewer system
Administration of Fats, Oils, & Grease
(FOG) Program
Contract Management Assist with accessing properties for sewer lateral or main line work as need through legal warrants
Slug Response and Investigation Permits Work with Veolia regarding sewer easement work and CIP projects
Public Outreach Budget Oversight
Ensure compliance with Baykeeper
requirements regarding Fats, Oils, and
Grease (FOG) program Grant management for Division
Calculation of Annual Sanitary and Storm
Fees
Ensure compliance with Debt Service
WATER RESOURCE RECOVERY DIVISION'S
PROGRAM ORGANIZATIONAL CHART
241
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
PUBLIC WORKS (Water Resource Recovery)
Administrative Aide 1.0 1.0 1.0 1.0 1.0
Admin Services Analyst 1.0 1.0 1.0 1.0 1.0
Deputy Director of Public Works - City Engineer 1.0 1.0 1.0 1.0 Director of Water Resource Recovery 1.0
Engineering Infrastructure Administrator 1.0 1.0 1.0 1.0 1.0 Environmental Compliance Inspector 3.0 2.0 3.0 3.0 3.0
Environmental Services Manager 1.0 1.0 1.0 1.0 1.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0 1.0
Senior Environmental Inspector 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 10.0 10.0 11.0 11.0 11.0 242
Proposed FTE = 11
Water Resource Recovery
FY 2022-23 Organizational Chart - Proposed
Legend:
Sub-ProgramSub-Program
Main ProgramMain ProgramExisting Pos.Existing Pos.
Proposed Pos.Proposed Pos.
Deputy Public Works
Director/ City Engineer
(.7)
Deputy Public Works
Director/ City Engineer
(.7)
Environmental
Compliance
Inspector
(3)
Environmental
Compliance
Inspector
(3)
Reclassification Reclassification
Engineering
Infrastructure
Administrator
(.6)
Engineering
Infrastructure
Administrator
(.6)
Source Control &
Environmental
Compliance
GIS Services
Environmental
Services Manager
(1)
Environmental
Services Manager
(1)
Stormwater
Collections
(Veolia)
Stormwater
Collections
(Veolia)
Wastewater
Collections
(Veolia)
Wastewater
Collections
(Veolia)
Operations and
Maintenance
Wastewater
Treatment Plant
(Veolia)
Wastewater
Treatment Plant
(Veolia)
CPM Team
(Veolia)
CPM Team
(Veolia)
Capital Program
Management
Project Manager I
(1)
Project Manager I
(1)
Administrative
Aide
(1)
Administrative
Aide
(1)
Administrative
Services
Project Coordinator
(1)
Project Coordinator
(1)
Sewer Lateral
Compliance
Administrative
Services Analyst
(1)
Administrative
Services Analyst
(1)
Senior
Environmental
Compliance
Inspector
(1)
Senior
Environmental
Compliance
Inspector
(1)
Director of Water Resource
Recovery
(1)
Director of Water Resource
Recovery
(1)
243
Thru Mar -2022
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
Emergency Operation & Disaster-1304 2,366
Impact Fee Storm Drain-2119 37,964 - - Impact Fee Wastewater-2120 424,748 1,946,212 212,543 794,130 (1,152,082) -59% Wastewater-4003 20,453,474 86,432,953 33,371,225 59,517,817 (26,915,137) -31% Stormwater-4006 1,796,420 2,609,140 845,864 2,026,361 (582,779) -22% TOTAL SOURCES BY FUND 22,714,972 90,988,305 34,429,632 62,338,308 (28,649,997) -31% Salaries 1,044,284 1,402,780 688,703 1,327,041 (75,739) -5% Benefits 342,294 891,272 427,364 809,587 (81,685) -9% Professional Services 9,299,634 11,207,697 5,510,609 11,930,751 723,054 6% Other Operating Expenses 267,291 334,891 6,901 348,846 13,955 4% Utilities 983,445 1,347,433 617,922 1,349,573 2,140 0% Equipment & Contract Services 890,568 627,350 173,803 415,000 (212,350) -34% Provision for Insurance Loss 185,822 21%
Cost Pool 887,873 887,873 665,904 1,073,695 (29,191,594) -44% Asset/Capital Outlay 3,993,751 66,295,909 18,350,937 37,104,315 (13,600) 0% Debt Service 5,005,831 7,993,100 7,987,489 7,979,500 - - TOTAL USES BY TYPE 22,714,972 90,988,305 34,429,632 62,338,308 (28,649,997) -31% Impact Fee Storm Drain-21923431 37,964 - - Impact Fee Wastewater-22022031 424,748 1,946,212 212,543 794,130 (1,152,082) -59% Wastewater Admin-40322431 5,920,884 8,954,037 8,645,952 9,144,490 190,454 2% Sanitary Sewer-40322631 5,658,741 6,039,991 3,038,157 6,540,694 500,703 8% Treatment Plant-40322731 5,265,753 6,658,355 3,190,345 6,513,145 (145,210) -2% Pre-Treatment-40322831 626,540 1,024,491 358,377 1,014,303 (10,188) -1% Wastewater Capital-40322931 2,981,557 63,756,081 18,138,394 36,305,185 (27,450,896) -43% Stormwater Utilities/Admin-40623431 1,796,420 2,609,140 845,864 2,026,361 (582,779) -22% Emergency Op & Disatr-Wastewater-13422231 2,366
TOTAL USES BY ORG CODE 22,714,972 90,988,305 34,429,632 62,338,308 (28,649,997) -31% FY2022-23
Budget
$ Chg From
FY21-22
% Chg From
FY21-22
USES BY TYPE
USES BY ORG CODE
Water Resource Recovery-22
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
244
Public Works Department
ABATEMENT DIVISION
Fiscal Year 2022-23
WHAT WE DO
Remove illegal dumping citywide
Coordinate and execute Neighborhood Council Dumpster Days (neighborhood clean-ups)
Vegetation management for approximately 3.5 miles of Richmond Parkway and 30 City properties/ROW (alleyways & vacant lots) Abate homeless encampments
Build and repair City fences
Abate graffiti citywide
Vacant property and emergency board-ups
WHAT WE DID
Removed approximately 2400 tons of Illegal dumping citywide Coordinated and executed 25 neighborhood cleanups, which included assisting seniors and disabled residents in debris removal Deployed five Flash Cameras to curtail Illegal dumping and catch and prosecute illegal dumpers
Maintained approximately 3.5 miles of Richmond Parkway and 30 City properties/ROW (alleyways & vacant lots) three times per year Installed 4 fences to prevent illegal dumping activities
102
Richmond Republic’s # of Loads collected
from Neighborhoods Dumpster Days
(Approximately 430 tons).
“I absolutely lo ve working for the city I was born and raised in. It’s a pleasure to serve the citizens of Richmond, addressing and resolving their issues and concerns brings me joy”
Tiphanee Smith
Administrative Aide – Abatement/Building Maintenance Divisions 21 years
245
Public Works Department
ABATEMENT DIVISION
Fiscal Year 2022-23
WHAT WE PLAN TO DO
Increase the budget to fund staffing and resources to provide better services for a better quality of life for the citizens of Richmond.
Increase the number of camera installations to curtail Illegal dumping and catch and prosecute illegal dumpers
246
Public Works Department
PARKS & LANDSCAPE MAINTENANCE
DIVISION
Fiscal Year 2022-23
WHAT WE DO
Maintain:
• 21 miles of median and roadway
• 3 miles of Greenway
• 11 pedestrian pathways
• 20 acres of port property
• 290 acres of Very High Fire Safety Zone
• 40,000+ trees
WHAT WE DID
• Completed MLK turf replacement
• Clean various unhoused encampments
WHAT WE PLAN TO DO
▪ Continue working on Harbour 8 expansion
▪ Continue working on Boorman Park rehab
▪ Continue working on Shields Reid expansion
247
Public Works Department
ENGINEERING & CAPITAL IMPROVEMENT
PROJECTS DIVISION
Fiscal Year 2022-23
WHAT WE DO
▪ Develop studies to enhance pedestrian, bicycle, and vehicular movements
▪ Develop plans to enhance the environment
▪ Fund, design, procure & deliver projects
▪ Process traffic calming requests & investigate sidewalk hazard complaints
▪ Issue permits for various types of work in the public rights-of-way
WHAT WE DID
▪ Generated almost $1.4 million in revenue via encroachment permit fees ▪ Installed 2 miles of new bike lanes
▪ Constructed a 350 foot long culvert over San Pablo Creek to stabilize and rebuild Via Verdi Drive ▪ Replaced 2,277 square feet of sidewalk
▪ Installed new traffic signals at Macdonald Ave & 33rd Street and new left-turn signals at Barrett Ave & 37th Street 1,476
Number of encroachment permits
issued in FY 21/22.
“It’s an honor to implement the City’s Bicycle Master Plan”
Patrick Phelan
Infrastructure Administrator
11 years
248
Public Works Department
ENGINEERING & CAPITAL IMPROVEMENT PROJECTS
Fiscal Year 2022-23
WHAT WE PLAN TO DO
▪ Complete the Local Roadway Safety Plan and apply for implementation funding ▪ Complete the Yellow B rick Road project, a community-driven 1-mile long bicycle and pedestrian boulevard with stormwat er treatment planters
▪ Construct the Point Molate Bay Trail project, funded by grants totaling $3 million ▪ Commence the Terminal 4 Warf Removal Project
249
Public Works
FLEET MAINTENANCE
Fiscal Year 2022-23
WHAT WE DO
Maintain and repair the City of Richmond’s fleet, including Police and Fire Department apparatus.
Maintain and repair small engine equipment used by the Streets and Parks divisions.
Purchase and replace aging or totaled vehicles and equipment. F acilitate bulk fuel for the City’s fleet at three fuel sites throughout the City.
WHAT WE DID
Performed 293 preventative maintenance services on vehicles. Conducted 40 road calls to aid City staff with their vehicle (i.e. tire changes, dead batteries).
Hi red two new Equipment Mechanics.
Sent 16 vehicles and equipment to public auction.
WHAT WE PLAN TO DO
Purchase 92 vehicles and equipment to be compliant with the California Air Resources Board, the Bay Area Air Qua lity Management District and other regulating agencies.
Increase the percentage of time that spent on preventative maintenance from 16.20% to 25%.
933
Amount of work orders on 328 pieces of
equipment completed to date this fiscal year.
“I enjoy helping and supporting City staff from an operational perspective”
Liliana Almonte
Administrative Aide
13 years
250
Public Works
FLEET MAINTENANCE
Fiscal Year 2022-23
“I like seeing my talents being
used to help keep City vehicles
running smoothly”
Combination Equipment Mechanic
4 Years
251
ADMINISTRATIVE SERVICES ABATEMENT SERVICES BUILDING MAINTENANCE FLEET STREET MAINTENANCE Administrative Support Divisional Admin Support Divisional Admin Support Divisional Admin support Divisional Admin Support Clerical support to the
Director and other divisions,
as needed
Clerical support to Abatement
Superintendent
Clerical support to Facilities
Maintenance Superintendent
Clerical support to Equipment
Services Superintendent
Clerical support to Streets
Superintendent & Supervisor
Department vision and
leadership
Internal and external customer
service
Internal and external customer
service
Internal and external customer
service
Internal and external customer
service
Polices, procedures & user
training
Divisional contract
management; file maintenance
and invoice payments
Divisional contract
management; file maintenance
and invoice payments
Divisional contract
management; file maintenance
and invoice payments
Divisional contract
management; file maintenance
and invoice payments
Personnel leave balances,
injury reports & file
maintenance
Preparation of divisional injury
reports
Preparation of divisional injury
reports
Preparation of divisional injury
reports
Preparation of divisional injury
reports
Document preparation &
input for City Council
approval
Abatement Building Services Fleet Services Streets Maintenance State Toxic Substance
Control Manifest Program
Pick up illegally dumped trash
& bulk debris from public
streets & sidewalks
Repair and remodel City-
owned buildings
Fleet services for all City-
owned vehicles & machinery
Resurfacing & general
maintenance of City streets
Set up 'on call' as 'as
needed' contracts for capital
projects
Weed abatement on city-
owned vacant lots, alley ways
and other properties
Stationary Engineers Maintenance Street Sweeping
Customer service by phone
and at the counter
Manage neighborhood clean-
ups
Operates and maintains the
City's HVAC system
Maintenance of small engines
and motorized tools
Weekly and monthly sweeping
of medians, residential and
commercial streets
Abate weeds and remove
debris from N. Richmond
Mitigation areas
Oversee maintenance of
photovoltaic systems
Manage mobile camera
program Pavement Maintenance
Financial Support Board-up and monitor vacant
or abandoned properties Utility Section Pothole repair
Budget management Install fencing and signage, as
needed
Provides custodial services to
city-owned and leased facilities Street Resurfacing
Grant management Citywide graffiti removal Electrical Minor drainage and excavation Revenue management
Demolition of city-owned &
private properties as
determined by Code
Enforcement
Traffic signal maintenance and
repair Traffic Signs & Lines
Issuance of work
authorizations
Street light maintenance and
repair
Sign fabrication, installation,
maintenance & repair
Bidding & Request for
Proposals
City-owned facilities electrical
maintenance and repair
Pavement markings installation,
maintenance & repair
Invoicing for damage to City
property
PROGRAM ORGANIZATIONAL CHART - FY 2022-23
PUBLIC WORKS DEPARTMENT
252
PARKS MAINTENANCE
Divisional Admin Support Encroachment Permits Engineering Traffic Capital Improvement Transportation Services Clerical support to Parks &
Landscaping Superintendent
and Supervisors
Inspection services -
encroachment permits Design Services… Crosswalk Improvement Program Project Planning… R-Transit Program...
Internal and external
customer service Bond reimbursements
Capital Improvement
Projects
Pavement Maintenance
Projects
Traffic Safety
Improvement Program
Planning and coordination with
Planning Dept.
Paratransit Program
administration
Divisional contract
management; file
maintenance and invoice
payments
Fiber optics contractors
Sidewalk Program
ADA Curb Ramp
Program
Railroad Crossing
Improvement Program
Regional transportation planning
with WCCTAC, CCTA and MTC Transportation Infrastructure Preparation of divisional injury
reports
Coordinate outside utility
agencies - AT&T, EBMUD
and PG&E
Surface Drainage
Program
Street Light Master Plan
Traffic reviews of new
developments, traffic
control plans, truck route
permits, and regional
transportation projects
Interagency/interjurisdictional
coordination
Program development and
implementation of sustainable
transportation
Parks & Districts Construction
Services…
Conducts traffic counts,
speed surveys,
engineering studies, site
visits and measurements
Project grant funding - monitor
sources and secure grants
Implement Richmond's Integrated
& Equitable Mobility Plan
Maintenance of parks, facility
grounds, medians, R-O-Ws
and open spaces
Right-of-Way -
Investigation of
infrastructure issues and
claims
Coordinate federally
funded transportation
projects
Public outreach during
development of projects
Inter and intra-governmental
relations
Planting and maintenance of
city-owned trees
Materials testing
Improvement Act of 1911 Project Management… Contract and grant administration and management
Hilltop Landscape District Administration of pipeline
Administer design and
construction of projects that
result in a substantial change to
the existing facility and exceeds
$100k in value
Transportation infrastructure
investment and program
development and implementation
Richmond Parkway
maintenance Franchise Coordination Public outreach in support of project
Parking Management Plan and
development and implementation
Marina Bay Lighting District Administration of project grants Parking garage and city-owned lot management
Bay Trail and pathway lighting Manage mediation of City-owned contaminated properties
Manage quiet zone projects
PROGRAM ORGANIZATIONAL CHART - FY 2022-23
PUBLIC WORKS DEPARTMENT
ENGINEERING & CAPITAL IMPROVEMENT PROGRAMS
253
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
PUBLIC WORKS
Administrative Aide 3.0 3.0 3.0 3.0 3.0
Associate Admin Analyst 1.0 1.0 1.0 1.0 1.0
Building Trades Worker I/II/III 3.0 4.0 4.0 4.0 4.0
Capital Projects Manager 1.0 1.0 1.0 1.0
Carpenter 2.0 2.0 2.0 2.0 2.0
Combo Equipment Mechanic 6.0 7.0 7.0 7.0 7.0
Construction & Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0 Construction Inspector I/II 2.0 3.0 3.0 3.0 3.0
Custodial Maintenance Supervisor 1.0 1.0 1.0 1.0 1.0
Deputy Public Works Director 1.0 1.0
Development Project Manager I/II 0.4 0.4 0.4 0.4
Electrical Supervisor 1.0 1.0 1.0 1.0 1.0
Electrician 5.0 5.0 5.0 5.0 5.0
Engineer I/II 1.0 1.0 1.0 1.0 1.0
Equipment Mechanic III/IV 3.0 3.0 3.0 3.0 3.0
Equipment Operator 10.0 11.0 11.0 11.0 11.0
Equipment Parts Specialist 2.0 2.0 2.0 2.0 2.0
Equipment Services Superintendent 1.0 1.0 1.0 1.0 1.0
Equipment Supervisor 1.0 1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0 1.0
Gardener 3.0 3.0 3.0 3.0 3.0
Groundskeeper/Gardener 10.0 11.0 11.0 11.0 13.0
Maintenance Leadworker 10.0 10.0 10.0 10.0 10.0
Maintenance Worker I/II 15.0 18.0 18.0 18.0 21.0
Office Aide 1.0 1.0 1.0 1.0 0.8
Office Assistant II 1.0 1.0 1.0 1.0 1.0
Painter 2.0 2.0 2.0 2.0 2.0
Parks & Landscaping Superintendent 1.0 1.0 1.0 1.0 1.0
Parks Construction & Maintenance Worker 5.0 7.0 7.0 7.0 5.0 Parks Supervisor 3.0 3.0 3.0 3.0 3.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Public Works Director 1.0 1.0 1.0 1.0 1.0
PW Facilities Maint. Superintendent 1.0 1.0 1.0 1.0 1.0 PW Streets Maint. Superintendent 1.0 1.0 1.0 1.0 1.0
Public Works Superintendent 1.0 1.0 1.0 1.0 1.0
Senior Civil Engineer 2.0 1.0 1.0 2.0 2.0
Stationery Engineer 3.0 3.0 3.0 3.0 3.0
254
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Stationery Engineer Supervisor 1.0 1.0 1.0 1.0 1.0
Tree Leadworker 1.0 1.0 1.0 1.0 1.0
Utility Worker II 10.0 10.0 10.0 10.0 10.0
Total Full-Time Equivalents (FTEs) 117.0 127.4 127.4 129.4 132.2 255
Proposed FTE = 132.2
Public Works
FY 2022-23 Organizational Chart
Legend:
Sub-ProgramSub-Program
Main ProgramMain ProgramExisting Pos.Existing Pos.
FrozenFrozen
Public Works
Director
(1)
Public Works
Director
(1)
Reclassification Reclassification
Departmental
Administrative Services
Parks
Maintenance
Parks
Maintenance
Hilltop LMD
& Western
Richmond
Marina Bay &
Southern Richmond
Fire Safety/Grnway/St
Lndscp/Tree Mtc &
Eastern Richmond
Street
Maintenance
Street
Maintenance
Building
Maintenance
Building
Maintenance
Divisional
Administrative
Services
Traffic, Signs
& Lines
Utility Services
Stationary
Engineering
Building Services
Fleet
Maintenance
Fleet
Maintenance
Divisional
Administrative
Services
Engineering & Cap
Imprv Prj
Engineering & Cap
Imprv Prj
Electrical Services
Abatement
Abatement
Pavement
Maintenance
Street
Sweeping
New PositionNew Position
Project
Manager (1)
Project
Manager (1)
Assoc Admin
Analyst (1)
Assoc Admin
Analyst (1)
Water Resource
Recovery
Water Resource
Recovery
Capital
Improvements
Encroachment
Permits
Capital
Projects Manager
(1)
Capital
Projects Manager
(1)
Engineering
Dev PM II (.40)
Sr. Civil Eng (2)
Engineer I/II (1)
Dev PM II (.40)
Sr. Civil Eng (2)
Engineer I/II (1)
Const Ins I/II (3)
Ofc Asst II (1)
Ofc Aide (1)
Const Ins I/II (3)
Ofc Asst II (1)
Ofc Aide (1)
For WRR FTEs
See Water Resource
Recovery pages for
details.
For WRR FTEs
See Water Resource
Recovery pages for
details.
PW Supt (1)
Admin Aide (.5)
PW Supt (1)
Admin Aide (.5)
Abatement
Services
Mtc Leadworker (1)
Bldg Trd Wkr II (1)
Eq Operator (1)
Mtc Workers I/II (11)
Mtc Leadworker (1)
Bldg Trd Wkr II (1)
Eq Operator (1)
Mtc Workers I/II (11)
Stat Eng Supvr (1)
Stat Engineer (3)
Bl Trd Wkr I/II/III (3)
Stat Eng Supvr (1)
Stat Engineer (3)
Bl Trd Wkr I/II/III (3)
Custodial Supvr (1)
Utility Wkrs I/II (10)
Custodial Supvr (1)
Utility Wkrs I/II (10)
Carpenter (2)
Painters (2)
Carpenter (2)
Painters (2)
Electrical Supvr (1)
Electricians (5)
Mtc Wkr II (1)
Electrical Supvr (1)
Electricians (5)
Mtc Wkr II (1)
Divisional
Administrative
Services
Divisional
Administrative
Services
Divisional
Administrative
Services
Facility Mtc Supt (1)
Admin Aide (.5)
Facility Mtc Supt (1)
Admin Aide (.5)
Eq Svcs Supt (1)
Eq Parts Spec (1)
Admin Aide (1)
Eq Svcs Supt (1)
Eq Parts Spec (1)
Admin Aide (1)
P & L Supt (1)
Eq Parts Spec (1)
Admin Aide (1)
P & L Supt (1)
Eq Parts Spec (1)
Admin Aide (1)
Streets Supt (1)
C & M Supvr (1)
Exec Sec II (1)
Streets Supt (1)
C & M Supvr (1)
Exec Sec II (1)
Fleet Services
Eq Supervisor (1)
Combo Eq Mec (7)
Eq Mech IV (3)
Eq Supervisor (1)
Combo Eq Mec (7)
Eq Mech IV (3)
Parks Supv (1)
Mtc Ldwkr (4)
Tree Ldwkr (1)
CM Wkr (5)
G/Gardener (4)
Parks Supv (1)
Mtc Ldwkr (4)
Tree Ldwkr (1)
CM Wkr (5)
G/Gardener (4)
Parks Supv (1)
Mtc Ldwkr (1)
Gardener (1)
G/Gardener (5)
Parks Supv (1)
Mtc Ldwkr (1)
Gardener (1)
G/Gardener (5)
Parks Supv (1)
Mtc Ldwkr (1)
Gardener (2)
G/Gardener (2)
Parks Supv (1)
Mtc Ldwkr (1)
Gardener (2)
G/Gardener (2)
Mtc Ldwkr (1)
Eq Operator (6)
Mtc Wkr I/II (6)
Mtc Ldwkr (1)
Eq Operator (6)
Mtc Wkr I/II (6)
Mtc Ldwkr (1)
Eq Operator (3)
Mtc Ldwkr (1)
Eq Operator (3)
Mtc Ldwkr (1)
Eq Operator (1)
Mtc Wkr I/II (3)
Mtc Ldwkr (1)
Eq Operator (1)
Mtc Wkr I/II (3)
Deputy PW Dir
Operations &
Maintenance
Deputy PW Dir
Operations &
Maintenance
256
Thru Mar - 2022
General Fund-0001 25,515,210 29,855,002 18,744,748 30,618,556 763,554 3% State Gas Tax-1002 2,505,332 2,847,544 1,535,688 2,815,755 (31,789) -1% Outside Funded Services-Grants-1006 - 262,888 28,888 234,000 (28,888) -11% Hilltop Landscape Maint. Dist.-1012 1,330,369 1,378,748 874,595 1,407,372 28,624 2% Marina Bay Landscape & Light Dist.-1015 1,114,249 1,224,666 839,827 1,291,290 66,624 5% ECIA-1017 487,778 3,356,393 561,259 1,437,497 (1,918,896) -57% RMRA-1019 772,155 2,736,042 864,894 1,395,337 (1,340,705) -49% Engineering Grants-1054 2,655,094 26,218,508 5,660,129 14,509,778 (11,708,730) -45% Encroachment Services-1055 667,141 878,609 501,564 906,309 27,700 3% Emergency Operation & Disaster-PW-1304 68,427 - 1,764 - - American Rescue Plan Act-1306 3,000,000 35,275 1,820,400 General Capital Fund-2001 780,974 3,268,495 224,336 3,061,487 (207,008) -6% Measure J-2002 1,701,621 5,920,523 1,174,391 3,786,947 (2,133,576) -36% Impact Fee Parks-2110 16,777 15,000 15,000 15,000 - 0% Impact Fee Traffice-2111 318,372 725,498 340,724 263,639 (461,859) -64% Impact Fee Parks/Open-2116 34,743 373,264 - 373,264 - 0% Marina -4005 946,161 - 929,161
Equipment Services 5003 1,059,286 3,359,409 430,954 5,992,018 2,632,610 78% TOTAL SOURCES BY FUND 39,027,529 86,366,751 31,834,036 70,857,810 (14,312,341) -17% Salaries 9,004,563 10,627,401 7,138,512 11,217,425 590,024 6% Benefits 7,953,081 9,200,329 5,953,352 8,973,688 (226,641) -2% Professional Services 1,057,304 3,334,104 850,139 2,516,559 (817,545) -25% Other Operating Expenses 2,206,539 2,289,438 1,407,627 2,241,242 (48,196) -2% Utilities 3,914,230 4,382,907 2,621,213 4,353,561 (29,346) -1% Equipment & Contract Services 2,261,756 2,240,911 1,538,731 2,202,124 (38,787) -2% Provision for Insurance Loss 0%
Cost Pool 4,013,632 4,366,142 3,030,858 5,027,112 660,970 1% Asset/Capital Outlay 8,608,879 49,589,804 9,305,292 33,931,114 (15,658,690) - Debt Service 778,686 1,032,175 595,034 1,042,383 10,208 1% A87 Cost Plan Reimbursement (771,140) (696,460) (606,721) (647,398) 49,062 -7% Operating Transfer Out -
TOTAL USES BY TYPE 39,027,529 86,366,751 31,834,036 70,857,810 (15,508,941) -18%
SOURCES BY FUND
USES BY TYPE
Public Works Department-23
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-221
Adjusted
FY2021-22
Actual
FY2022-23
Budget
FY2020-21
$ Change
FY2020-21
% Change
257
Thru Mar - 2022
Public Works Department-23
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-221
Adjusted
FY2021-22
Actual
FY2022-23
Budget
FY2020-21
$ Change
FY2020-21
% Change
GF-PW Admin Division-01231031 3,929,339 3,569,372 2,690,421 3,995,586 426,214 12% CR-PW Engineering Services Division-01231131 878,034 1,306,548 423,564 1,136,034 (170,514) -13% GF-PW Faclilities Maint./Admin-01232131 204,782 480,995 243,696 673,747 192,752 40% GF-FM Stationary Engineers-01232231 1,021,846 1,199,589 797,034 1,267,291 67,702 6% GF-FM Building Services-01232331 781,134 811,675 583,315 794,021 (17,654) -2% GF-FM Utility Section-01232431 1,702,731 1,839,689 1,207,842 1,826,909 (12,780) -1% GF-FM Electirc-01232531 4,517,594 4,447,057 2,776,791 4,663,420 216,364 5% GF-FM Street Lights & Signals-01232831 467,834 223,608 538,251 70,417 15% GF-Parks & Landscape Maint. Admin.-01233631 4,292,433 5,140,016 3,339,333 5,374,944 234,928 5% GF-PW Streets Admin-01234231 452,412 747,288 428,829 928,908 181,620 24% GF-PWSD Street Sweeping-01234331 441,298 631,693 474,373 443,858 (187,835) -30% GF-PWSD Pavement Maint.-01234431 1,477,404 2,383,819 1,080,917 2,051,102 (332,717) -14% GF-PWSD Traffic Signals & Lanes-01234531 822,555 865,517 661,326 974,723 109,206 13% GF-PWSD Abatement-01234631 100,000 75,012 - (100,000) -100% GF-PWSD Equipment Services-01235031 3,116,145 3,598,165 2,252,907 3,456,895 (141,270) -4% GF-I&M Abatement Svcs-01237031 1,876,467 2,265,746 1,485,318 2,492,867 227,121 10% GF-I&M Property & Assets Mgmt-01239031 1,037 462 - - Gas Tax-PW\Pavement Maintenance-10234431 2,505,332 2,847,544 1,535,688 2,815,755 (31,789) -1% Outside Funded Grants-10633031 - 262,888 28,888 234,000 (28,888) -11% Hilltop Landscaping & Maintenance Dist.-11233731 1,330,369 1,378,748 874,595 1,407,372 28,624 2% Marina Bay Landscaping & Lights Dist.-11533931 1,114,249 1,224,666 839,827 1,291,290 66,624 5% Chevron ECIA Capital Project-11731331 334,010 3,084,593 409,126 1,313,655 (1,770,938) -57% ECIA-11733631 153,769 271,800 152,133 123,842 (147,958) -54% SB1 RMRA Capital Projects-11931031 772,155 2,736,042 864,894 1,395,337 (1,340,705) -49% Emergency Operation & Disaster-PW-13423131 68,427 - 1,764 - - - ARPA/Public Works-13636031 3,000,000 35,275 1,820,400 Public Works Grants Admin.-15436431 2,655,094 26,218,508 5,660,129 14,509,778 (11,708,730) -45% Encroachment Services-15531031 667,141 878,609 501,564 906,309 27,700 3% Capital Outlay-20136031 780,974 3,268,495 224,336 3,061,487 (207,008) -6% Measure J Public Works-20236031 1,701,621 5,920,523 1,174,391 3,786,947 (2,133,576) -36% Impact Fee Parks-Public Works-21033131 16,777 15,000 15,000 15000 - 0% Impact Fee Traffic\Public Works-21136031 318,372 725,498 340,724 263,639 (461,859) -64% Impact Fee-Open Parks-21633131 34,743 373,264 - 373,264 - 0% Marina-40536031 946,161 - 929,161 ISF-PW Equipment Svcs-50335031 82,827 501,018 244,514 326,018 (175,000) -35% Equipment Svcs CIP Division-50336031 976,460 2,858,390 186,440 5,666,000 2,807,610 98% TOTAL USES BY ORG CODE 39,027,529 86,366,751 31,834,036 70,857,810 (14,312,341) -17%
USES BY ORG CODE
258
Rent Program
FY2022-23 Budget
Mission:
The mission of the Rent Program is to promote neighborhood and community stability, healthy housing, and affordability for Richmond tenants through the regulating of those landlord/tenant matters that reasonably relate to rents and evictions, while maintaining a landlord’s right to a fair return.
FY 2021-22 Accomplishments
• Provided counseling sessions to Tenants, Landlords, and Property Managers on the requirements of the Fair Rent, Just Cause for Eviction, and Homeowner Protection Ordinance and relevant State laws. • Conducted Rent Program Community Workshops:
– Workshops are held monthly via Zoom due to the pandemic and posted to the Program website for future viewings. • Trained Rent Program Services Analyst on conducting mediations and continuing training:
– Continued to conduct informal mediations between landlords and tenants as part of the normal course or work conducted by Rent Program Services Analyst.
• Re-enrolled all rental property owners in Richmond to further refine rental housing database and began collection of Tenancy Registration forms (approx. over half of units collected) to register and track the Maximum Allowable Rents. • 2021-2022 billing cycle for the Rental Housing Fee (to date over approx. 80% of revenues have been collected, with funds continuing to be collected until the end of the fiscal year. • Hearings Unit continues to be fully operational. Rent adjustment petitions have been filed. Settlement Agreements, rent decreases and increases have been ordered. The Board hears appeals monthly when submitted to the Program.
FY 2022-23 Goals
PROGRAM DEVELOPMENT:
1. Continue to invest in staff training and professional development to ensure staff members are knowledgeable on the requirements of the Rent Ordinance, Rent Board Regulations, and related State and Federal laws.
2. Continue to develop online services (e.g., filing system for the submission of Property Enrollment and Tenancy Registration forms, online appointment scheduling system, increasing Zoom counseling sessions, as well as the filing of rent increase and termination of tenancy notices).
259
Rent Program
FY2022-23 Budget
OUTREACH:
1. Increase awareness of the Rent Ordinance by publicizing and distributing the comprehensive Guide to Rent Control in Richmond and continue to develop online outreach services (e.g., fact sheets, webinars, and podcasts on new pandemic related laws and other common topics such as Just Cause for Eviction, Owner Move-In Evictions, Rent Increases, the Rent Adjustment Petition process, the Ellis Act, and the Relocation Ordinance).
2. Expand education efforts through targeted outreach to specific groups, such as (but not limited to) tenants and providers of affordable housing, realtors, monolingual Spanish speaking households, small property owners, and problem properties (those with code violations).
3. Develop systems to produce Notices of the Maximum Allowable Rent (MAR) (sent to Landlords and Tenants when Tenancy Registration Forms are submitted), including a database accessible to the public where community members can research the MAR for a particular rental unit.
PROGRAM SUSTAINABILITY AND COMPLIANCE:
1. Provide highest level of service to the rental community. To properly administer these services, the Rent Program must continually collect the Rental Housing Fees to support the necessary operations.
2. Improve and focus on sustainability of the agency. The success of the Program is tied to the ability to retain, develop, and effectively deploy staff resources in the most effective and efficient manner possible.
3. Continue to work collaboratively with other City departments to improve rental housing inspection options, Richmond’s Rent Assistance Program, enforcement of the Relocation Ordinance, and the collection of other City fees (e.g., Business License Tax, Fire Prevention Services Fee, and Rental Inspection Program fee).
4. Continue to develop and refine the Rent Program’s database, transitioning from using the City’s TRAKiT database, to a new database solution designed to work specifically for the needs of the Rent Program. A more effective and efficient database will allow for more accurate billing, enhancing the Program’s collection rate, and improving the Program’s ability to accurately track lawful rents, Hearing’s decisions, eviction trends, etc. The anticipated long-term impact should be a decrease in overall long-term staff costs, by reducing the number of positions necessary to perform the work of the agency.
260
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
RENT CONTROL
Administrative Aide 3.0 3.0 3.0 3.0 3.0
Assistant Admin Analyst 1.0 1.0 1.0 1.0 1.0
Deputy Director Rent Program 1.0 1.0 1.0 1.0 1.0
Executive Director Rent Program 1.0 1.0 1.0 1.0 1.0
Hearing Examiner Rent Program 1.0 1.0 1.0 1.0 1.0
Rent Board General Counsel 1.0 1.0 1.0 1.0
Rent Program Analyst I/II 3.0 2.0 2.0 2.0 2.0
Senior Management Analyst 1.0 1.0 1.0 1.0
Staff Attorney Rent Program 2.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents(FTEs) 12.0 12.0 12.0 12.0 12.0 261
Proposed FTE = 12
Legal Unit
Hearings Unit
Hearing Examiner
(1)
Rent Program
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.
New Position
Reclassification
Richmond Rent
Board
(Five Members)
Executive Director
(1)
Public Information
And Enrollment Unit
Senior Administrative
Analyst
(.25)
Staff Attorney
(1)
Senior Administrative
Analyst (0.50)
Analysts
(2)
General Counsel
(1)
Deputy Director
(1)
Senior Administrative
Analyst
(0.25)
Senior Analyst
(1)
Administrative Aides
(3)
262
Thru Mar -2022
SOURCES BY FUND (INCLUDES
REVENUE AND/OR FUND BALANCE)
Rent Control-1018 2,143,246 2,616,278 1,614,594 2,735,580 119,302 5% Emergency Op & Disastr/Rent Cont-1304 437
TOTAL SOURCES 2,143,684 2,616,278 1,614,594 2,735,580 119,302 5% Salaries 1,049,091 1,256,858 782,086 1,246,571 (10,287) -1% Benefits 727,447 843,017 508,443 872,288 29,271 3% Professional Services 169,889 243,425 153,128 362,085 118,660 49% Other Operating Expenses 16,300 69,374 24,360 60,204 (9,170) -13% Utilities 551 500 407 500.00 - 0%
Equipment & Contract Services 103.44 300 150 0 (300) -100% Provision for Insurance Loss 9,047 9,300 8,991 9,300 - 0% Cost Pool 171,256 182,704 137,028 184,632 1,928 1% Asset/Capital Outlay 0 10,800 0 0 (10,800) -100% A87 Cost Plan Reimbursement - -
Grant Expenditures - -
TOTAL USES BY TYPE 2,143,684 2,616,278 1,614,594 2,735,580 119,302 5% Rent Control Program-11850065 2,143,246 2,616,278 1,614,594 2,735,580 119,302 5% Emergency Op & Disastr/Rent Cont-13435165 437 - - TOTAL USES BY ORG CODE 2,143,684 2,616,278 1,614,594 2,735,580 119,302 5% % Chg From
FY21-22
USES BY TYPE
USES BY ORG CODE
Rent Control-35
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
263
THIS PAGE IS INTENTIONALLY LEFT BLANK
264
Thru Mar -2022
SOURCES BY FUND
General Fund-0001 27,888,566 183,785,646 114,686,916 197,377,419 13,591,773 7% Sec Pen Ov-1001 11,207,356 11,420,605 25,010 17,350,450 5,929,845 52% Eda Grant-1014 448,646 - -
Emergency Ope & Disas-1304 453,606 - 252,890 - - American Rescue-1306 13,886,643 2,770,400
Harbor Fund-2007 74
DS/05 POB-3001 11,601,869 12,659,853 12,660,098 13,052,125 392,272 3% DS/99A POB-3002 1,091,687 1,092,338 1,092,623 809,523 (282,815) -26% DS07 CVCCTR-3005 7,726,982 7,851,999 5,979,631 6,767,442 (1,084,557) -14% Comp Abs-5008 2,175,310 2,600,000 1,949,996 (2,600,000) -100% Com9 On AGN-6004 2,259 30,000 1,728 (30,000) -100% SR Trust-6007 10,946 54,000 13,151 (54,000) -100% Certbt Plan Fund-RPOA-6047 219,584 - 544,429 - - Opeb Plan Trust-6048 7,123,046 - (266,149) - - PT Molate Trust-6049 211,836 - 201 - - GEN Pen-6050 401,991 345,348 347,010 152,897 (192,451) -56% PL & Fr Pen-6051 1,485,241 1,868,008 (3,757,396) (1,868,008) -100% Garfield-6052 50,048 12,408 12,852 12,408 - 0% San Pablo 854 Assessment-6056 431
Harbor Navigation-6057 291
SA/Marina-6058 320,509 - 175,989 - - SA/CCVISTA-6059 684,720 - 490,242 - - SA/CCRE03A-6060 3,005
9999 Investment Fund (339,813) - - TOTAL SOURCES 73,104,205 221,720,205 147,759,852 238,292,664 16,572,459 7% Salaries 4,548,260 1,979,990 4,014,683 2,600,000 620,010 31% Benefits 13,913,625 1,286,895 4,702,672 4,500,000 3,213,105 250% Professional Services 834,919 2,874,337 755,610 863,000 (2,011,337) -70% Other Operating Expenses 423,756 -154,260 98,783 287,375 441,635 -286% Cost Pool 4,225,357 4,225,357 3,169,018 4,179,233 (46,124) -1% Asset/Capital Outlay 100,000 0 0 (100,000) -100% Debt Service Expenditure 21,425,767 22,536,642 19,862,906 21,612,086 (924,557) -4% % Chg From
FY21-22
USES BY TYPE
General Government-91
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
265
Thru Mar -2022
% Chg From
FY21-22
General Government-91
TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
A87 Cost Plan Reimbursement -134,587 -141,173 11,934 (567,245) (426,072) 302% Grant Expenditures 211,836 0 182,046 0 - - CDBG Grant Expenditures 445,962 - - - Operating Transfers Out 27,209,310 23,750,005 15,954,314 29,449,424 5,699,419 24% TOTAL USES BY TYPE 73,104,205 56,457,793 48,751,966 62,923,873 6,466,079 11% GF-Non-Dept/City Fest-01910090 59,702 5,000 (59,702) -100% GF-Non-Dept/Assets MN-01913990 - -
GF-Non-Dept/Non DPT a-01917090 23,394,861 15,502,845 10,846,157 22,943,345 7,440,500 48% GF-Non-Dept/Health In-01918090 4,493,705 4,400,000 3,457,644 4,500,000 100,000 2% SR-SPO/Admin Div-10114090 11,207,356 11,274,604 10,926,562 17,350,989 6,076,385 54% Eda Revolving Loan-11417090 448,646 - - Emergency Ope & Disas-13411090 453,606 - 37,799 - - DS-2005 Pens Oblig Bo-30111090 11,601,869 13,862,146 11,428,307 13,052,125 (810,021) -6% DS-99A Pens Oblig Bon-30211090 1,091,687 949,396 949,711 809,023 (140,373) -15% DS-2009 Refnding&Civi-30511090 7,726,982 7,725,100 5,629,918 7,750,938 25,838 0% Compensated Absences-50817090 2,175,310 2,600,000 2,094,905 (2,600,000) -100% Commission on Aging D-60415090 2,259 30,000 1,728 (30,000) -100% Senior Center (S- Div-60715590 10,622 24,000 10,372 (24,000) -100% Senior Center Annex (-60715690 325 30,000 2,780 (30,000) -100% Certbt Plan Fund-RPOA-64715090 219,584 0 2,855 - - Opeb Plan Trust-64815090 7,123,046 - 85,905 - - PT Molate Private-Pur-64915090 211,836 - 182,046 - - GEN Pen-Nondpt Trst-65015090 401,991 - 281,281 - - Pol&Fir-NondptTtrst-65115090 1,485,241 - 915,487 - - Garfld-Nondpt Trst-65215090 50,048 - 38,540 - - Marina WS-ND SP AS-65811090 320,509 - 270,002 - - Cntry Club-ND SP AS-65911090 684,720 - 1,584,968 - - RD 2003-1-ND SP AS-66011090 - -
TOTAL USES BY ORG CODE 73,104,205 56,457,793 48,751,966 66,406,419 9,948,626 18%
USES BY ORG CODE
266
Thru Mar -2022
SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
Marina Operations-4005 593,242 450,000 346,837 450,000 - 0% TOTAL SOURCES 593,242 450,000 346,837 450,000 0 0%
Salaries - -
Benefits - -
Professional Services 36,304 - -
Other Operating Expenses - -
Utilities - -
Equipment & Contract Services - -
Provision for Insurance Loss - -
Cost Pool - -
Asset/Capital Outlay 85,196 - -
Debt Service Expenditure 105,523 206,815 206,815 206,815 - 0% Operating Transfers Out 86,778 86,778 65,085 86,778 - 0% TOTAL USES BY TYPE 313,802 293,593 271,900 293,593 0 0% Marina Operations 313,802 293,593 271,900 293,593 0 0%
TOTAL USES BY ORG CODE 313,802 293,593 271,900 293,593 0 0%
USES BY ORG CODE
USES BY TYPE
FY2022-23
Budget
Marina Operations-89
$ Chg From
FY21-22
% Chg From
FY21-22
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
TOTAL BUDGET - HISTORICAL COMPARISON
Y
2 %
C
267
THIS PAGE IS INTENTIONALLY LEFT BLANK
268
City of Richmond
Debt Service Long Term Payment Obligations
Fiscal Year 2022 - 2023 DRAFT
Ending Balance as of Ending Balance as of
Mode Acct String Description 6/30/2022 FY2022-23 TOTAL 6/30/2023 Loans Payable
Fixed 40591082-400751 California Department of Boating and Waterways #21 (Loan# 81-21-154) PRINCIPAL 416,013.56 24,247.39 391,766.17 40591082-400752 Finance Marina construction projects. INTEREST 18,720.61 42,968.00
Fixed 40591082-400751 California Department of Boating and Waterways #22 (Loan# 88-21-85) PRINCIPAL 1,430,148.23 53,254.33 1,376,893.90 40591082-400752 Finance Marina construction projects. INTEREST 64,356.67 117,611.00
Fixed 40591082-400751 California Department of Boating and Waterways #81 (Loan# 91-102-030) PRINCIPAL 56,666.74 1,679.00 54,987.74 40591082-400752 Finance Marina Transit Dock Loan. INTEREST 2,550.00 4,229.00
Fixed 40591082-400751 California Department of Boating and Waterways #117 (Loan #99-102-324) PRINCIPAL 332,373.22 27,050.21 305,323.01 40591082-400752
Finance Small Craft Harbor Loan - Marina Restructured loan Dredging Design Work and Dredging Construction INTEREST 14,956.79
42,007.00
Fixed 01232531-400751 California Energy Commission Loan #1 (Loan #001-10-ECD) PRINCIPAL 200,127.56 55,070.21 145,057.35 01232531-400752 Replace streetlights with new LED lights INTEREST 5,595.11 60,665.32
Fixed 01232531-400751 California Energy Commission Loan #2 (Loan #007-12-ECF) PRINCIPAL 687,495.61 82,969.49 604,526.12 01232531-400752 Replace streetlights with new LED lights INTEREST 6,668.67 89,638.16
Capital Leases
Fixed 01191021-400671 Holman Capital Corporation #4 PRINCIPAL 201,465.04 201,465.04 (0.00) 01191021-400672 West Contra Costa Family Justice Center INTEREST 4,565.48 206,030.52
Fixed 50335031-400671 Holman Capital Corporation #5 PRINCIPAL 1,736,079.72 261,947.26 1,474,132.46 50335031-400672 New Fire Trucks INTEREST 64,071.06
326,018.32
Fixed 01232831-400671 BancAmerica Merrill Lynch PRINCIPAL 1,943,665.38 431,386.34 1,512,279.04 01232831-400672 Finance the purchase of streetlights from PG&E and associated upgrades INTEREST 46,864.28 478,250.62
Bonds Payable
Fixed 30211090-40751 Pension Obligation Bonds 99A PRINCIPAL 2,725,000.00 620,000.00 2,105,000.00 30211090-400752
Fund portion of unfunded accrued actuarial liability in Police & Fireman Pension Fund. INTEREST 184,023.00
30211090-400755 BOND ADMIN FEES 5,000.00
809,023.00
Fixed 30111090-400751 2005 POBs (CABs) PRINCIPAL 145,867,000.00 11,593,000.00 134,274,000.00 30111090-400751 2023 CABS MATURITY -
269
30111090-400752 INTEREST 605,125.00
30111090-400755 BOND ADMIN FEES 4,000.00
30111090-400759 SWAP PMT TO C-PARTY 1,000,000.00
30111090-400760 SWAP PMT FROM C-PARTY (150,000.00)
13,052,125.00
Fixed 01232531-400751 Qualified Energy Conservation Bonds Series 2010 PRINCIPAL 327,927.72 78,678.22 249,249.50 01232531-400752 Fund Energy Efficiency and Streetlight Upgrades INTEREST 20,939.79 01232531-400772
INTEREST SUBSIDY
(-5.7% sequestration) (11,807.00)
87,811.01
Fixed 01204022-400751 Recovery Zone Economic Development Bonds Series 2010 PRINCIPAL 372,049.11 101,634.35 270,414.76 01204022-400752 Fund Improvements to Various City Facilities INTEREST 22,546.27 01204022-400772
INTEREST SUBSIDY (-
5.7% sequestration) (9,567.50)
114,613.12
Fixed 30511090-400751 JPFA Lease Revenue Bond Series 2016 (Civic Center) PRINCIPAL 26,060,000.00 1,165,000.00 24,895,000.00 30511090-400752 SWAP Termination Financing of the JPFA Lease Revenue INTEREST 1,186,312.50 30511090-400755 Bonds Series 2009 BOND ADMIN FEES 4,500.00 2,355,812.50
Fixed 40322431-400751 Wastewater Revenue Bond, Series 2017A PRINCIPAL 28,385,000.00 1,430,000.00 26,955,000.00 40322431-400752 Refund the Wastewater Revenue Bond Series 2006A & New Issue INTEREST 1,432,350.00 40322431-400755 BOND ADMIN FEES 4,200.00
2,866,550.00
Fixed 40322431-400751 Wastewater Revenue Bond, Series 2019A PRINCIPAL 22,510,000.00 - 22,510,000.00 40322431-400752 Fund Wasterwater Enterprise Capital Projects INTEREST 973,900.00 40322431-400755 BOND ADMIN FEES 4,200.00
978,100.00
Fixed 40322431-400751 Wastewater Revenue Bond, Series 2019B PRINCIPAL 64,960,000.00 1,170,000.00 63,790,000.00 40322431-400752 Terminate the 2008A SWAP Agreement & defeassance & refunding INTEREST 2,961,850.00 40322431-400755 BOND ADMIN FEES 3,000.00
4,134,850.00
Fixed 30511090-400751 JPFA Lease Revenue Refunding Bond, Series 2019A (Civic Center) PRINCIPAL 59,365,000.00 2,485,000.00 56,880,000.00 30511090-400752 To redeem the JPFA LRB Series 2009 (Civic Center) INTEREST 2,906,125.00 30511090-400755 BOND ADMIN FEES 4,000.00
5,395,125.00
Fixed 40161080-400751 JPFA Lease Revenue Refunding Bond, Series 2019B (Pt Potrero) PRINCIPAL 8,330,000.00 4,270,000.00 4,060,000.00 40161080-400752 Redeem & Defease the 2009A Pt Potrero Lease Revenue Bond INTEREST 416,500.00 40161080-400755 BOND ADMIN FEES 4,200.00
4,690,700.00
TOTAL ALL DEBT (CITY) 365,906,011.89 35,852,127.57 35,852,127.57 341,461,863.88
270
City of Richmond
Budgeted Funds - Sources and Uses
Office of the MayorCity CouncilCity ClerkCity Manager Office of Neighborhood SafetyCity AttorneyPolice CommissionFinance DepartmentHuman ResourcesInformation TechnologyPolice DepartmentFire DepartmentInfrastructure Maintenance & OperationsWater Resource RecoveryCapital Improvement DepartmentPlanning & Building ServicesLibrary & Cultural ServicesCommunity ServicesHousing DepartmentEmployment & TrainingRichmond Housing AuthorityPort of RichmondRent ControlNon-Departmental Fund Fund Description Primary Source of Funds Primary Use of Funds Operating Funds
0001 General Fund Majority collected through taxes
(property, sales, and utility users),
fees, and service charges
General purpose operations
1003 Transportation Operation On-going CCTA grant; some fees from ridership and electric charging
stations
Transportation operations
accommodating elderly and
disabled citizens
1012 Hilltop Landscape Maintenance District Special property tax assessment; operating transfer in from General
Fund
Landscaping and maintenance
within district boundaries
1015 Marina Bay Landscape & Lighting District Special property tax assessment; operating transfer in from General
Fund
Landscaping and maintenance
within district boundaries
1050 Planning & Building Cost Recovery Majority from building permits and conditional use of permits
Operating costs of providing
planning and building regulation
services
1051 Engineering Cost Recovery Charges for services provided to the public, developers, and city
departments
Operating costs of providing
engineering services
1053 Code Enforcement (will be closed after FY2017-18) Proceeds from disbandment of Solid Waste Joint Powers Authority
(JPA)
Abatement programs
1205 Employment & Training Federal, state and local grants; and operating transfer in from General
Fund
Job training programs for various
demographic groups through
partnerships with local employers
4006 Stormwater Storm water fees collected through
property taxes
Maintenance of a clean storm
sewer system for compliance with
the federally mandated Storm
Water Pollution Prevention
Program
Operating Funds
271
City of Richmond
Budgeted Funds - Sources and Uses
Office of the MayorCity CouncilCity ClerkCity Manager Office of Neighborhood SafetyCity AttorneyPolice CommissionFinance DepartmentHuman ResourcesInformation TechnologyPolice DepartmentFire DepartmentInfrastructure Maintenance & OperationsWater Resource RecoveryCapital Improvement DepartmentPlanning & Building ServicesLibrary & Cultural ServicesCommunity ServicesHousing DepartmentEmployment & TrainingRichmond Housing AuthorityPort of RichmondRent ControlNon-Departmental Fund Fund Description Primary Source of Funds Primary Use of Funds 1001 Secured Pension Override Pension tax override collected through property taxes
Pension-related expenses, including
debt service principal and interest
payments
1005 Library Fund Federal, state and local grants,
donations, collection of late fees,
and public art fee
Literacy for every adult program,
public art mini grants, and other
grant funded projects
1007 Emergency Medical Services Measure H County Tax Support emergency medical services in the city
1009 Veolia Mitigation Funds Annual license fee of $25,000 as a requirement of Richmond
Municipal Code Section 7.04.125
and Conditional Use Permit 92-49
Programs and/or projects in the
North Richmond and Iron Triangle
areas
1010 North Richmond Waste Mitigation Monthly mitigation fees paid by Republic Service dependent upon
multiple variables (e.g. number of
tons of recovered materials vs. solid
waste, per ton gate rate charged
and amount of CPI adjusted
per ton mitigation fee)
Defray annual costs associated with
collection and disposal of illegally
dumped waste and associated
impacts in North Richmond and
adjacent areas, subject to the joint
control of the city and county
1013 Hazmat Grant Contra Costa Health Services Funding for supplies and training to support fire department response
to hazardous materials incidents in
the city
1014 Economic Development Administration (EDA)
Revolving Loan Fund
Principal and interest payments on
revolving loans made to businesses
Loans to businesses; and
professional services (audit,
management, and consulting fees)
1017 Chevron Modernization Project Chevron Products Company as part of the Environmental & Community
Investment Agreement (ECIA)
related to Chevron Refinery
Modernization Project
Various community-based
programs, including greenhouse
reduction programs, and
community-based programs as
outlined in the ECIA and approved
by City Council
1018 Rent Control Fees imposed to support Richmond
Fair Rent, Just Cause for Eviction,
and Homeowner Protection
Operating costs of administering
the programs
1055 Encroachments Encroachment fees and charges for
engineering services
Operating costs of providing
encroachment services
Special Revenue Funds
272
City of Richmond
Budgeted Funds - Sources and Uses
Office of the MayorCity CouncilCity ClerkCity Manager Office of Neighborhood SafetyCity AttorneyPolice CommissionFinance DepartmentHuman ResourcesInformation TechnologyPolice DepartmentFire DepartmentInfrastructure Maintenance & OperationsWater Resource RecoveryCapital Improvement DepartmentPlanning & Building ServicesLibrary & Cultural ServicesCommunity ServicesHousing DepartmentEmployment & TrainingRichmond Housing AuthorityPort of RichmondRent ControlNon-Departmental Fund Fund Description Primary Source of Funds Primary Use of Funds 1303 Kids First Initiative For FY18-19, the City budgeted $250,000 of Revenues. In FY19-20,
the budget will be $700,000. There
will not be any monies budgeted in
FY20-21. In future years, the City
will set aside 1% in FY21-22, 2% in
FY22-23, and 3% in FY23-24 of the
annual actual unrestricted general
fund revenues.
To create and expand opportunities
for children and youth with after-
school and summer programs. Help
them deal with substance abuse
issues, help youth stay healthy
through expanded sports,
recreation programs and
enrichment programs.
1002 Gas Tax An excise fuel tax (also known as a
petrol, gasoline or gas tax, or as
a fuel duty) imposed on the sale
of fuel.
Restricted to uses for research,
planning, construction,
improvements, maintenance, and
operation of public streets and
highways
1004 Asset Seizure Forfeitures of assets gained through involvement in illegal activities
Law enforcement equipment and
supplies
1006 Outside Funded Grants Federal, state, and other grants Grant funded services and programs
1019 Senate Bill 1 (SB1) - Road Maintenance and
Rehabilitation Account (RMRA), also known as Gas
Tax
An excise fuel tax (also known as a
petrol, gasoline or gas tax, or as
a fuel duty) 12 cents increase
imposed on the sale of fuel
effective November 1, 2017.
Restricted to uses for research,
planning, construction,
improvements, maintenance, and
operation of public streets and
highways
1054 Engineering Grants Federal, state, and other grants Grant funded capital and non- capital projects
2001 Capital Outlay Fund Bonds, grants, insurance proceeds, and settlement agreements
Restricted monies that are to be
used for the specific purposes
related to capital improvements
2002 Measure J Contra Costa County collects one
half of one percent sales and use
tax; 20% is allocated to the city
Improvement of local
transportation, including streets
and roads
2007 Harbor Fund Special limited obligation bond
established in 1996
Port of Richmond dredging and
deepening the Richmond Harbor
2110 Impact Fee - Parks Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
Capital Improvement Funds
273
City of Richmond
Budgeted Funds - Sources and Uses
Office of the MayorCity CouncilCity ClerkCity Manager Office of Neighborhood SafetyCity AttorneyPolice CommissionFinance DepartmentHuman ResourcesInformation TechnologyPolice DepartmentFire DepartmentInfrastructure Maintenance & OperationsWater Resource RecoveryCapital Improvement DepartmentPlanning & Building ServicesLibrary & Cultural ServicesCommunity ServicesHousing DepartmentEmployment & TrainingRichmond Housing AuthorityPort of RichmondRent ControlNon-Departmental Fund Fund Description Primary Source of Funds Primary Use of Funds 2111 Impact Fee - Traffic Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
2113 Impact Fee - Fire Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
2114 Impact Fee - Police Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
2115 Impact Fee - Comm/Aquatic Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
2116 Impact Fee - Parks/Open Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
2117 Impact Fee - Library Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
2118 Impact Fee - Hilltop Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
2119 Impact Fee - Storm Drainage Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
2120 Impact Fee - Developer Fees collected by the city on new commercial and residential
development projects
Infrastructure improvements
3001 2005 Taxable Pension Obligation Bonds Transfers from the general Fund and the Pension Tax Override Fund
Debt service principal and interest
payments on the 2005 Pension
Obligation Bonds
3002 99A Pension Obligation Bonds Transfers from the Pension Tax Override Fund
Debt service principal and interest
payments on the 1999A Pension
Obligation Bonds
Debt Service Funds
274
City of Richmond
Budgeted Funds - Sources and Uses
Office of the MayorCity CouncilCity ClerkCity Manager Office of Neighborhood SafetyCity AttorneyPolice CommissionFinance DepartmentHuman ResourcesInformation TechnologyPolice DepartmentFire DepartmentInfrastructure Maintenance & OperationsWater Resource RecoveryCapital Improvement DepartmentPlanning & Building ServicesLibrary & Cultural ServicesCommunity ServicesHousing DepartmentEmployment & TrainingRichmond Housing AuthorityPort of RichmondRent ControlNon-Departmental Fund Fund Description Primary Source of Funds Primary Use of Funds 3005 2016 Lease Revenue Bonds Transfer from the general fund and charges to operating departments
based on square footage occupied
at Civic Center
Debt service principal and interest
payments on the Civic Center Lease
Revenue Bonds
4001 Port Operations Rental income from Port tenants,
dockage and wharfage
Operating costs; and capital
improvements which includes
maintenance dredging
4003 Wastewater Enterprise Sewer use tax fees, plan checking fees and sewer lateral fees; also,
pre-treatment permits and design
review fees
Operating costs; and capital
improvements for the Wastewater
Treatment Plant and throughout
the City
4005 Marina Operations Rental income from lease rentals Debt service principal and interest payments to Dept. of Boating &
Waterways; portion of project
manager's salary for managing
Marina projects
4008 KCRT Cable Television Revenues received from cable franchise fees and charges for
services
Administrative and operating costs
of the enterprise
4102 RHA-Hope 6 Department of Housing and Urban
Development (HUD)
Re-vitalization of Easter Hill
development
4201 RHA-Capital Fund Department of Housing and Urban
Development (HUD)
Capital improvements for public
housing developments
4401 RHA-Hacienda Department of Housing and Urban
Development (HUD)
Provide housing for low income
eligible participants
4404 RHA-Nevin Plaza Department of Housing and Urban
Development (HUD)
Provide housing for low income
eligible participants
4405 RHA-Nystrom Village Department of Housing and Urban Development (HUD)
Provide housing for low income
eligible participants
4406 RHA-Richmond Village One Department of Housing and Urban Development (HUD)
Provide housing for low income
eligible participants
4407 RHA-Richmond Village Two Department of Housing and Urban Development (HUD)
Provide housing for low income
eligible participants
4408 RHA-Richmond Village Three Department of Housing and Urban Development (HUD)
Provide housing for low income
eligible participants
5001 Insurance Reserves Charges to operating
departments/funds based on
number of full-time equivalents
(general liability) and a percentage
of payroll each pay period (worker's
compensation)
Employee claims due to industrial
injuries and general claims against
the city for damages incurred
Enterprise Funds
Internal Service Funds
275
City of Richmond
Budgeted Funds - Sources and Uses
Office of the MayorCity CouncilCity ClerkCity Manager Office of Neighborhood SafetyCity AttorneyPolice CommissionFinance DepartmentHuman ResourcesInformation TechnologyPolice DepartmentFire DepartmentInfrastructure Maintenance & OperationsWater Resource RecoveryCapital Improvement DepartmentPlanning & Building ServicesLibrary & Cultural ServicesCommunity ServicesHousing DepartmentEmployment & TrainingRichmond Housing AuthorityPort of RichmondRent ControlNon-Departmental Fund Fund Description Primary Source of Funds Primary Use of Funds 5003 Equipment Replacement Charges to operating
departments/funds for equipment
usage
Purchase of equipment and or
replacement of equipment that is
no longer efficient in its operation
5008 Compensated Absences Charges to operating
departments/funds
Sick, vacation, and compensatory
leave payouts to employees
1200 Housing Administration Section 108 Loan repayments, and transfer in from General Fund
Administrative and operating costs;
and all other operating costs not
specified in other housing funds
1201 Community Block Development Grant (CDBG) Community Development Block Grant
CDBG grant programs for low and
moderate income participants and
other eligible programs such as
public services, public facility
rehabilitation, home improvement
loans and other affordable housing
programs
1202 Home Program HOME Investment and Partnership
Grant
For use in the development,
rehabilitation and construction of
affordable housing for low and
moderate income families. The
city participates in Contra Costa
County Consortium in an effort to
expand supply of decent and
affordable housing in the city
1203 NSP (Neighborhood Stabilization Program) (Non-
Profit)
NSP 1 program income Activities which include, but are not limited to:
a. Establishing financing
mechanisms for purchase and
redevelopment of foreclosed
homes and residential properties
b) Purchase and rehabilitate
homes/residential properties
abandoned or foreclosed
c) Demolish blighted structures and
redevelop demolished or vacant
properties
Housing Department Funds
276
City of Richmond
Budgeted Funds - Sources and Uses
Office of the MayorCity CouncilCity ClerkCity Manager Office of Neighborhood SafetyCity AttorneyPolice CommissionFinance DepartmentHuman ResourcesInformation TechnologyPolice DepartmentFire DepartmentInfrastructure Maintenance & OperationsWater Resource RecoveryCapital Improvement DepartmentPlanning & Building ServicesLibrary & Cultural ServicesCommunity ServicesHousing DepartmentEmployment & TrainingRichmond Housing AuthorityPort of RichmondRent ControlNon-Departmental Fund Fund Description Primary Source of Funds Primary Use of Funds 1207 NSP (Neighborhood Stabilization Program) (City) NSP 3 grant and program income Purchase and rehabilitate homes and residential properties
abandoned or foreclosed, demolish
blighted properties and develop
them making the properties
available for low and moderate
income families
1208 Successor Housing Agency Bond monitoring fees, program income (i.e., loan repayments
principal and interest, residual
receipts and others non-grant
receipts)
Development, rehabilitation and
construction of affordable housing
as well as financial and/or rental
assistance to low and moderate
income families to avoid
homelessness; also, the fund can
also be used to provide housing
and/or assist in the prevention of
homelessness
1209 Cal Home Grant Cal Home State grant Provide loans to qualified individuals (low and moderate
income participants) to
rehabilitate/repair, improve and
remove health and safety hazards
and to provide financial assistance
such as down payment assistance
to qualified low and moderate
income homebuyers
1302 Housing In-Lieu Funds Developer fees Development, rehabilitation and construction of affordable housing
available for low and moderate
income families and to increase the
affordable housing stock
2125 Iron Triangle Remaining interest on Economic
Development Initiative (EDI) Grant
Repayment of Section 108 loans;
remaining funds will be returned to
HUD
2126 Housing Capital Project Fund State Grants - Prop 84 Baxter Creek, State IIG Prop 1C , California Coastal
Baxter Creek
Restore the Baxter Creek and Park
surrounding the Miraflores Senior
Housing development site
277
Budget Glossary
The glossary includes terms that will help you understand the technical language often used in a capital improvements program .
Glossary terms are listed alphabetically under each alphabet letter, and include a brief description and an acronym, as applicable.
A
Accounting System: The total set of records and procedures which are used to record, classify, and report information on the financial status and operations of an entity.
Accounts Payable (A/P): Amounts owing to private persons, firms, or corporation for goods and services received.
Accounts Receivable (A/R): Amounts owing from private persons, firms or corporation for goods and services furnished.
Accrual Basis: The basis of accounting whereby revenues are recognized when earned and measurable regardless of when collected; and expenses are recorded on a matching basis when incurred. All proprietary and fiduciary funds use the accrual basis of accounting.
Accrue: To record revenues and expenditures (expenses) when they meet the recognition criteria of the fund type involved regardless of when the cash activity occurs.
Accrued Expenditures (Expenses): Expenses or expenditures that meet the appropriate recognition criteria of the fund type involved but have not been paid. Accrued expenditures are expected to be paid in a subsequent accounting period.
Accrued Revenues: Revenues that meet the appropriate recognition criteria of the fund type invoiced, but are not realized during the accounting period. Refer to accrual basis, accrual and modified accrual basis.
Actual: Actual refers to the expenditures and/or revenues realized in the past.
Adjusted Budget: The status of appropriations as of a specific date between July 1 st, at the beginning of the fiscal period, and June
30th, at the end of the fiscal period. Includes the adopted budget, budget amendments, prior year encumbrances, approved project carry forwards from prior years, and transfers between accounts, divisions and departments.
Adopted Budget: Revenues and appropriations approved by the City Council immediately preceding the new fiscal period effective July 1st.
278
Budget Glossary
Agency/Department: A major unit of the municipal organization which is managed by an Agency/Department Director and comprised of a number of divisions which are functionally related to one another.
Allocation: The practice of spreading costs among various cost centers on some predetermined reasonable basis (e.g., percentages based on allocation plan) as opposed to distribution of expenses on a unit charge or direct identification basis.
Americans with Disabilities Act (ADA) : Legislation passed in 1990 that prohibits discrimination against people with disabilities.
Under this Act, discrimination against a disabled person is illegal in employment, transportation, public accommodations, communications and government activities. The law prohibits private employers, state and local governments, employment agencies and labor unions from discriminating against the disabled. Employers are required to make reasonable accommodations in order for the disabled person to perform their job function.
Annexation: A change in existing community boundaries resulting from the incorporation of additional land.
Appraisal: The process through which conclusions of property value are obtained; also refers to the report that sets forth the process of estimation and conclusion of value.
Appropriated Expenditure: In the Fiscal Year Budget, an amount set aside for a specific acquisition or purpose.
Appropriation: Is the legal authority authorized by the City Council to expend up to a certain amount of funds during a budget period. For the City, the adopted budget is the source of appropriations.
Appropriation limit: Imposed by Propositions 4 and 111, creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The limit is based on actual appropriations, and is increased each year using the growth of population and inflation. Not all revenue are restricted by the limit; only those which are referred to as "proceeds of taxes."
Appropriation Resolution: The official enactment by the City Council to establish legal authority for City officials to obligate and expend funds.
Assessed Valuation (AV): The valuation set upon real estate and certain personal property by the County Assessor as a basis for levying property taxes.
Assets: The entries on a balance sheet showing all properties and claims against others that may be used directly or indirectly to cover liabilities.
279
Budget Glossary
Audit: Prepared by an independent Certified Public Accountant (CPA), the primary objective of an audit is to determine if the City's financial statements present fairly the City's financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices.
B
Balanced Budget: A budget in which current revenues in combination with current fund balances equal or exceed current expenditures.
Balance Sheet: A statement purporting to present the financial position of an entity by disclosing its assets, liabilities, and fund equities as of a specific date.
Baseline Schedule: This is the first schedule the project team gains from the Pre- Design Phase of the project based on knowledge about project context and requirements as well as historical data from previous projects. It is a f ixed project schedule used in measuring project progress and contract performance. Any change caused by change in scope of the project invalidates the original schedule and necessitates a new baseline schedule.
Base Line Budget: Previous year adopted budget with adjustments or current salaries, benefits, indirect, internal service rates.
Bidder: An individual, partnership, firm, corporation, or joint venture, submitting a bid for a construction project.
Bid Items: Specific items of work, either materials, finished products, or bodies of work that a bidder bids a price on in their pursuit of a construction project; bid items are those items in a construction contract that will be paid for directly.
Bid Package: The package of materials that is given out to prospective bidders for their use in bidding on a construction project; the package includes a copy of the Invitation to Bid; various notices, forms and contract provisions, Proposal, Special Provisions, wage rates, Plan Set, permits/approvals, addenda, and subsurface boring logs (if any).
Biennial Budget: A biennial budget is one that lasts for two years, so any funding initiated by this budget is covered for a two-year period.
280
Budget Glossary
Bond (Debt Instrument): A written promise to pay (debt) a specified sum of money (called principal or face value) at a specified future date (called the maturity date) along with periodic interest paid at a specified percentage of the principal (interest rate). Bonds are typically used for long-term debt to pay for specific capital expenditures.
Budget: A financial plan for a specific period of time (fiscal period) that matches all planned revenues and expenditures with various municipal services.
Budget Adjustment: A legal procedure utilized by City staff to revise a budget appropriation. City staff has the prerogative to adjust expenditures within departmental budgets. City Council approval is required for transfers between funds, and for additional appropriations from fund balance or new revenue sources.
Budget Calendar: The schedule of key dates or milestones that the City follows in the preparation, adoption and administration of the budget.
Budget Document: A financial and planning tool that reflects the proposed (and later adopted) revenues and appropriations for the City (including operating and capital), performance standards, targets, organizational structure and goals, along with histor ical financial information.
Budget Year: The fiscal year for which a budget is being considered.
Budgetary Amendments: The City Council has the sole responsibility for adopting the City's budget, and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has the authority to approve administrativ e adjustments to the budget as long as those changes are between objects within the same expenditure category.
Budgetary Basis: The process by which budgeted expenditures are adopted through the passage of a resolution. This resolution constitutes the maximum authorized expenditures for the fiscal year and cannot legally be exceeded except by subsequent amendments of the budget by the City Council.
Budgetary Control: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available resources.
C
California Department of Transportation (Caltrans): State agency that builds and maintains state highways and administers transportation programs within the state.
281
Budget Glossary
California Environmental Quality Act (CEQA): Is a statute that requires all jurisdictions in the State of California to evaluate the extent of environmental degradation posed by proposed development or project.
A 1970 law which requires those state agencies to regulate planning and development activity, with major consideration for environmental protection. The basic purposes of CEQA are to:
• Inform governmental decision- makers and the public about the potential significant environmental effects of a proposed planning or development activity;
• Identify ways environmental damage can be avoided or significantly reduced (mitigation); • Prevent significant, avoidable environmental damage by requiring changes in projects through the use of alternative measures when those measures are feasible; and
• (Overriding consideration) Disclose to the public the reasons why a governmental agency approved a project in the manner the agency chose if significant environmental effects are involved.
California Public Utility Commission (CPUC): Regulates privately owned telecommunications, electric, natural gas, water, railroad, rail transit, and passenger transportation companies. The CPUC is responsible for assuring California utility customers have safe, reliable utility service at reasonable rates, protecting utility customers from fraud, and promoting the health of California's economy.
California Transportation Commission (CTC): Is a body established by Assembly Bill 402 (AB 402) and appointed by the Governor to advise and assist the Sec retary of the Business, Transportation and Housing Agency and the Legislature in formulating and evaluating state policies and plans for transportation.
Capacity Enhancements: Are new facilities projects and operational improvements, which add through lanes.
Capital Assets: Assets of significant value and having a useful life of more than one year. Capital assets are also called fixed assets.
Capital Budget: A plan of proposed capital expenditures and the means of financing them. The capital budget is enacted as part of the City's consolidated budget which includes both operating and capital outlays, and is based on a Capital Improvement Plan (CIP).
Capital Expenditure: An outlay that results in or contributes to the acquisition or construction of a capital asset.
282
Budget Glossary
Capital Improvement Plan (CIP): Is a long- range plan of proposed Capital Improvement Projects with single and multiple- year capital expenditures. The CIP is updated annually. Appropriations for each approved project are presented in the annual budget, with some projects spanning multiple fiscal years.
Capital Improvement Program or Capital Projects: A plan for capital expenditures for the acquisition, expansion or rehabilitation of an element of the City’s physical plant to be incurred within a fixed period of several future years.
Capital Improvements: Are permanent additions to the City's assets, including the design, construction or purchase of land, buildings or facilities or major renovations of the same. They can be new improvements or existing infrastructure whose oper ation has been extended or enhanced as result of the project.
Capital Outlay: Expenditures relating to the purchase of equipment, facility modifications, land, and other fixed assets.
Capital Project Fund: Used to account for financial resources used for the acquisition or construction of major capital facilities (other than those financed by Proprietary Funds).
Capital Reinvestment Fund: General Fund monies expended on capital projects.
Carry forward: Appropriations brought forward from a previous fiscal year to continue or complete a specific project, program or activity.
Cash Basis: A basis of accounting in which transactions are recognized only when cash is increased or decreased.
Categorical Exclusion: A category of project actions which a federal agency identifies in its National Environmental Policy Act (NEPA) procedures that do not individually or cumulatively have a significant effect on the environment.
Central Business District (CBD): Is the downtown core area of a city, generally an area of high land valuation, traf fic flow, and concentration of retail, business offices, theaters, hotels, and service businesses.
Change Order: A written account of changes in quantities or work during the Construction Phase. Change orders must be approved at the appropriate level of authority as defined in the Change Order Management policy.
Circulation Mitigation: Developer impact fees for traffic and street improvements.
Clean Water Act: Legislation that provides statutory authority for the National Pollutant Discharge Elimination System (NPDES) program; Public law 92-500; 33 U.S.C. 1251 et seq. Also known as the Federal Water Pollution Control Act. 283
Budget Glossary
Close Out: The managerial process of finalizing the project. During this process, all physical work is completed, project records are filed, required closure notifications are distributed, and necessary or requested audits are conducted.
Commitment: Planned expenditures from the general ledger details are rolled- up in a commitment line item. City Council approved budget is based on a commitment item
Community Advisory Group (CAG): A Community Advisory Group is a committee, task force, or board made up of residents of a community with Superfund or other environmental problems. The Community Advisory Group enhances public participation in the cleanup process and other environmental decision-making by providing a public forum where community representatives can discuss their diverse interests, needs, and concerns.
Community Development Agency: Is responsible for maintaining the City's infrastructure system, utilities and community facilities, as well as providing the necessary improvements in order to accommodate long-term growth.
Community Facility District (CFD): Special taxes levied on property owners for capital improvements in their community.
Community Involvement Plan: A plan developed with support from Department of Transportation’s (DOT) Community Relations staff, Communications staff and Public Affairs staff that forms the basis of project-related external communications with the public.
Comprehensive Annual Financial Report (CAFR) : Official annual report of a government. In addition to a combined, combining (assembling of data for all funds within a type), and individual balance sheet, the following are also presented as appropriate: (1) statement of revenues, expenditures, and changes in fund balance (all funds); (2) statement of revenues, expenditures, and changes in fund balance, budget and actual (for general and special revenue funds); (3) statement of revenues, expenses, and changes in retained earnings (for proprietary funds); and (4) statement of changes in financial position (for proprietary funds).
Concept: Is a strategy for future improvements that will reduce congestion or maintain the existing level of service on a specific route.
Concurrency: A requirement that development and the extension of infrastructure occurs at the same time. This is used to prevent sprawling development in areas that do not have infrastructure in place, and to ease the financial burden on the localities that build it.
Condemnation: A judicial or administrative proceeding to exercise the power of eminent domain, through which a government agency takes private property for public use and compensates the owner.
Congestion: Is defined by Caltrans as reduced speeds of less than 35 mile per hour for longer than 15 minutes. 284
Budget Glossary
Congestion Management Plan: The monitoring and mitigation of increased congestion on regional routes and transit systems.
Congestion Management Program (CMP): Is an integrated approach to programming transportation improvements. This approach requires detailed consideration of the complex relationships among transportation, land use and air quality.
Congestion Management System (CMS): Is required by Inter modal Surface Transportation Efficiency Act ( ISTEA) to be implemented by states to improve transportation planning.
Construction Contract: A signed, written agreement between the City and the Contractor that describes, among other things, what work will be done and when; who provides labor and materials; and how the Contractor will be paid.
Construction Phase: A specific phase of the project during which project design is implemented.
Consumer Price Index (CPI): A statistical description of price levels provided by the U.S. Department of Labor. The change in the index from year to year is used to measure the cost of living and economic inflation.
Contingency (Reserve): A budget reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted for.
Please see “Supplemental” portion of this Policy Budget for details on the City Council's reserve policies.
Contract Total: The sum of the total estimated costs from the list of Contractor bid items.
Contractor: The individual, partnership, firm, corporation, or joint venture, contracting with the City to do prescribed work as defined in the construction contract.
Contractual Services: Expenditures for services the City received from an outside company. Professional and technical services performed by non-City of Richmond (COR) staff is considered contractual services.
Coordination Meeting: A meeting conducted just prior to one of the following milestones: 30% PS&E, 70% PS&E, 95% PS&E. The purpose of a coordination meeting is open discussion of issues and comments related to a project’s design, Plan Set, Specific ations Package, and Engineer’s Estimate.
Corridor: A major transportation route which can consist of one or more highways, arterial streets, transit lines, rail lines and/or bikeways.
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Budget Glossary
Council of Governments (COG): Is a voluntary consortium of local government representatives, from contiguous communities, meeting on a regular basis, and formed to cooperate on common planning and solve common development problems of their area.
COGs can function as the RTPAs and MPOs in urbanized areas.
County Road Engineer (CRE): Individual responsible for establishing and maintaining engineering standards, practices and professionalism for the Road Services Division, and approving and stamping final plans and record drawings.
Critical Area: Any of those areas that are subject to natural hazards or those land features that support unique, fragile or valuable natural resources including fishes, wildlife and other organisms and their habitat, and such resources that carry, hold or purify water in their natural state. Critical areas include: aquatic area, coal mine hazard area, critical aquifer recharge area, erosion hazard area, flood hazard area, landslide hazard area, seismic hazard area, steep slope hazard area, volcanic hazard area, wetlands, wildl ife habitat conservation area, and wildlife habitat network.
D
Debt Service: Payment of interest and repayment of principal to holders of the City's debt instruments.
Debt Service Fund: This fund type is used to account for the payment and accumulation of resources related to general long- term debt principal and interest.
Dedicated Funds; Federal, state or local funds which can be used only for specific purposes or by specific agencies.
Deficit: 1) The excess of entity's liabilities over its assets (See Fund Balance). 2) The excess of expenditures or expenses ov er revenues during a single accounting period.
Demand Capacity Ratio (D/C): Is the relationship between the demands for vehicle trips on a facility versus the number of vehicle trips that can be accommodated on that facility.
Demonstration Funds (DEMO): Federal transportation acts sometime target specific projects in various states in addition to general programs for federal support. This funding category includes "demonstration" funding provided under the ISTEA, as well as "high priority project" funding provided under TEA -21. These projects for "demonstration" or "high priority project" funding often have special rules applying to their use.
Department/Agency: A major unit of the municipal organization which is managed by an Agency/Department Director and comprised of a number of divisions which are functionally related to one another.
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Budget Glossary
Department of Transportation (DOT) : A federal agency that implements the nation's overall transportation policy. The DOT establishes overall transportation policy for the United States. Under the DOT umbrella are 11 administrations whose jurisdictions include highway planning, development, and construction; urban mass transit; railroads; aviation; and the safety of por ts, highways, and oil and gas pipelines. Decisions made by the department in conjunction with appropriate state and local officials can significantly affect other programs such as land planning, energy conservation, scarce resource utilization, and technological change.
Depreciation: 1) Expiration in the service life of capital assets attributable to wear and tear, deterioration and or action of the physical elements. 2) That portion of the cost of capital asset which is charged as an expense during a particular period.
Design Phase: A specific phase of the project when the concept is formulated into plans and specifications.
Development: Means the following activities: (1) the division of a parcel of land into two or more parcels; (2) the construction, reconstruction, conversion, structural alteration, relocation, enlargement, or demolition of a structure, excavation, landfil l, or deposition; and (3) any use, or change in the use, of any structure, or land, or extension of use of land.
Disadvantaged Business Enterprise (DBE): A DBE is a for -profit small business concern that is at least 51 percent owned by one or more individuals who are both socially and economically disadvantaged. In the case of a corporation, 51 percent of the stock is owned by one or more such individuals; and, whose management and daily business operations are controlled by one or more of the socially and economically disadvantaged individuals who own it.
Disbursement: The expenditure of monies from an account.
Discretionary Funds: Federal, state and local funds which can be used for a variety of purposes are determined by local needs and priorities.
District System Management Plan (DSMP): Is a part of the system planning process and refers to a long -range plan for management of transportation systems in its jurisdiction.
Division: A unit of the municipal organization which reports to a department or agency.
Documentary Transfer Tax: This is a 0.7% tax on the fair market value that is imposed on the transfer or sale of real property.
287
Budget Glossary
E
Easement: A right to use the land of another for a specific purpose, sometimes referred to as a “ deed restriction''. Easements may be purchased from the property owner or donated by the owner to an agency. The holder of an easement agrees to perform periodic inspections and to take the legal action, if necessary, to ensure that easement provisions are met.
Easement by Necessity: An easement allowed by law as necessary for the full enjoyment of a parcel of real estate; for example, a right of ingress and egress over a grantor's land.
Economic Development: Investment of resources to create financial self -sufficiency and prosperity in a community, including the industrial, commercial, and service sectors.
Educational Revenue Augmentation Fund (ERAF) : In 1992, the State of California found itself in a serious deficit position. To meet its obligations to fund education at specified levels under Proposition 98, the state enacted legislation that shifted partial financial responsibility for funding edu cation to local government (cities, counties and special districts). The state did this by instructing county auditors to shift the allocation of local property tax revenues from local government to “educational revenue augmentation funds” (ERAFs), directing that specified amounts of city, county and other local agency property taxes be deposited into these funds to support schools.
Eminent Domain: The right of a government or municipal quasi-public body to acquire property for public use through a court action called condemnation, in which the court decides that the use is a public use and determines the compensation to be paid to th e owner.
Encroachment: A structure or part of a structure that occupies the property of another.
Encumbrance: Funds designated out of an appropriation to be spent on a specific purpose. The function of an encumbrance is to guarantee dollars will be available to pay bills when due.
Engineer’s Estimate: A detailed construction cost estimate including a list of contractor bid items, estimated quantities and estimated unit prices, the Contract Total, sales tax, contingency costs, cost of work to be done by City crews, cost of work to be done by others, value of material furnished by City, estimated cost of incentives, and reimbursable. Engineer’s Estimates are generally labeled as 70% Engineer’s Estimate, 95% Engineer’s Estimate, and 100% Engineer’s Estimate.
288
Budget Glossary
Enterprise Fund: A governmental accounting fund in which the services provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to ensure that the revenues are adequate to meet all necessary expenditures.
Environmental and Community Investment Agreement (ECIA ): On July 29, 2014, the Richmond City Council approved the Environmental and Community Investment Agreement (ECIA), which will invest $90 million dollars to the Richmond community over 10-years. The ECIA includes investments in community programs, a scholarship program, competitive community grants, community-based greenhouse gas reduction programs, and a photovoltaic solar farm.
Environmental Impact Report (EIR): A study of all the factors which a land development or construction project would have on the environment in the area, including population, traffic, schools, fire protection, endangered species, archeological artifacts , and community beauty. Many states require such reports be submitted to local governments before the development or project can be approved, unless the governmental body finds there is no possible impact, which finding is called a "negative declaration."
Environmental Impact Statement (EIS): An environmental review document prepared in accordance with Environmental Protection Agency (EPA) and/or National Environmental Policy Act ( NEPA) when the lead agency determines a proposal is likely to result in significant adverse environmental impacts.
Environmental Protection Agency (EPA) : An independent federal agency, created in 1970, that sets and enforces rules and standards that protect the environment and control pollution.
Equal Employment Opport unity (EEO): EEO laws make it illegal for employers to discriminate against an employee or potential employee in certain workplaces.
Expense: Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges.
F
Federal Emergency Management Agency (FEMA) : The FEMA is the federal agency responsible for coordinating emergency planning, preparedness, risk reduction, response, and recovery. The agency works closely with state and local governments by funding emergency programs and providing technical guidance and training. These coordinated activities at the federal, state, and local levels ensure a broad-based emergency program to insure public safety and protect property.
Federal Highway Administration (FHWA): The federal agency responsible for the approval of transportation projects that affect the federal highway system. Administratively, FHWA is part of the DOT. 289
Budget Glossary
Federal Transportation Improvement Program (FTIP): Also referred to as the Transportation Improvement Program (TIP). This is a short-range action plan to the long-range Regional Transportation Plan (RTP). It identifies specifically what projects will be funded within the next 3 - 7 years.
Fiduciary Funds: Account for assets held in a trustee or agency capacity for others, and therefore cannot be used to support the government's own program.
Financial Plan: A parent document for the budget which establishes management policies, goals, and objectives for all programs within the City over a one-year period (see Budget).
Finding of No Significant Impact (FONSI): Is a document prepared by a federal agency showing why a proposed action would not have a significant impact on the environment and thus would not require preparation of an EIS. A FONSI is based on the results of an environmental assessment.
Fines and Forfeitures: Fines and Forfeitures consist primarily of fines for parking violations on the City’s streets, Municipal Court fines and Library fines.
Fiscal Impact Analysis: The analysis of the estimated taxes that a development project would generate in comparison to the cost of providing municipal services demanded by that project.
Fiscal Year: The 12-month operating period of the government. For the City, this period begins July 1 st and ends June 30th.
Fixed Assets: Assets of long-term nature such as land, buildings, machinery, furniture, and other equipment. The City has defined such assets as those with an expected life in excess of one year and an acquisition cost in excess of $5,000.
Fixed Charges: Are items of expenditures for services rendered by internal operations of the City. Rental of City equipment, computer services, building rental, indirect operating expenses, and depreciation are examples of fixed charges.
Flood Control: The specific regulations and practices that reduce or prevent the damage caused by storm water runoff.
Franchise Fees: A .5% to 5% fee imposed on franchise revenue in accordance with franchise agreements with utility companies.
Freeway Capacity: Is the maximum sustained 15 minute rate of flow that can be accommodated by a uniform freeway segment under prevailing traffic and roadway conditions in a specified direction.
290
Budget Glossary
Fringe Benefits: These include employee retirement, social security, health, dental, life insurance, worker's compensation, uniforms, and deferred compensation plans.
Full-Time Equivalent (FTE): An FTE or full-time equivalent is defined as a staff year. For example, two employees who work one- half time are considered one full-time equivalent.
Functional Classification: Guided by federal legislation, refers to a process by which streets and highways are grouped into classes or systems, according to the character of the service that is provided, i.e., Principal Arterials, Minor Arterial Roads, Collector Roads, Local Roads.
Fund: A set of internal accounts that records revenue, expenditures, and obligations related to a specific purpose.
Fund Accounting: Governments use funds to account for activities within the entity.
Fund Balance: The net effect of assets less liabilities at any given point in time. The total fund balance includes a designated/reserved portion, usually for encumbrances, projects, or other prior commitments, as well as an undesignated/unreserved (i.e., “available”) portion.
G
General Fund: The fund supported by taxes, fees and other revenues that may be used for any lawful purpose. The general fund accounts for all financial resources except those required to be accounted for in another fund.
General Ledger (GL) : Central repository of the accounting information of an agency in which the summaries of all financial transactions (culled from subsidiary ledgers) during an accounting period are recorded. Includes revenue and expenditure transactions for all accounts within the agency.
Generally Accepted Accounting Principles (GAAP): Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles.
Governmental Funds: Account for activities that are primarily tax-supported operations or other mandatory payments.
Grant: A contribution by a government, other organization, or a private individual to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee. Grants may be competitive or based on allocation.
291
Budget Glossary
Growth Management: The conscious public decision to restrain, accommodate or induce development in any geographic setting and at any governmental level. Growth management systems provide a means for governments to establish comprehensive goals and objectives designed to address the problems of growth through an integrated system of administrative, financial and regulatory programs.
H
High Occupancy Vehicle (HOV): Are a lane of freeway reserved for the use of vehicles with more than a preset number of occupants; such vehicles often include buses, taxis and carpools.
Highway Capacity Manual (HCM): Revised in 1994 by the Transportation Research Board of the National Research Council, the HCM presents various methodologies for analyzing the operation (see Level of Service) of transportation systems as freeways, arterial, transit, and pedestrian facilities.
I
Impact Fees: Costs imposed on new development to fund public facility improvements required by new development and ease fiscal burdens on localities.
Infrastructure: Those capital facilities and land assets under public ownership, or operated or maintained for public benefit, that are necessary to support development and redevelopment and to protect the public health, safety, and welfare. Infrastructure syst ems may include, but are not limited to, transportation, energy, telecommunications, farmland retention, water supply, wastewater disposal, storm water management, shore protection, open space and recreation, solid waste disposal, public health care, publ ic education, higher education, arts, historic resources, public safety, justice, public administration, and public housing.
Initial Study: The preliminary analysis that the lead agency prepares in order to determine whether to prepare a negative declaration or an Environmental Impact Report ( EIR) and, if necessary, to identify the impacts to be analyzed in the EIR. When the agency determines that an EIR is unnecessary, the study serves the purpose of providing documentation of the factual basis for concl uding that a negative declaration will suffice.
Inspector: The Project Engineer’s representative who inspects construction contract performance in detail, including how the approved design is implemented in the field.
292
Budget Glossary
Intelligent Transportation System (ITS): Applications of information technology to enhance transportation system management, e.g., real-time information about traffic incidents, routing alternatives and/or the guidance of vehicles through remotely -controlled equipment.
Inter-fund Transfers: The movement of monies between funds of the same governmental entity.
Intermodal Surface Transportation Efficiency Act (ISTEA): Federal legislation which provided for major restructuring of the federal funding program. Re-authorized as the Transportation Equity Act for the 21st Century (TEA-21).
Internal Service Charges: The charges to user departments for internal service provided by another government agency, such as fleet maintenance or insurance funded from a central pool.
Interregional Road System (IRRS): Is a series of Interregional state highway routes, outside the urbanized areas, that provide access to, and links between, the state's economic centers, major recreational areas, and urban and rural regions.
Interregional Transportation Strategic Plan (ITSP): Describes and communicates the framework in which the state will carry out its responsibilities for the Interregional Improvement Program (IIP). It also identifies how Caltrans will work with regional agencies to consult and seek consensus on the relative priority of improvements. The plan is evaluated in terms of its progress in carrying out its objectives, strategies and actions and updated accordingly on a biennial basis.
Investment: Securities and real estate purchased and held for the production of income in the form of interest, dividends, rental or base payments.
J
There are no terms at this time.
K
There are no terms at this time.
L
Land Use Planning: Generic term used to describe zoning results such as environmental impact, allowable development uses, historic/cultural preservation, etc.
293
Budget Glossary
Lead Agency: The agency or agencies that have taken the primary responsibility for preparing the environmental impact statement.
Legal Description: A method of describing a particular parcel of land in such a way that it uniquely describes the particular parcel and no other. A legal description may be a simple reference to a lot as shown on a subdivision plat, or be described by metes and bounds. To be adequate, it should be sufficient to locate the property without oral testimony.
Letter of Transmittal: The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the previous fiscal years, and the views and recommendations of the City Administrator.
Level of Service (LOS): Is a qualitative measure describing operational conditions within a traffic stream; generally described in terms of such factors as speed and travel time, freedom to maneuver, traffic interruptions, comfort and convenience, and safety. LOS A represents free flow, and LOS F represents gridlock.
Liability: Debt or other legal obligation arising out of transaction in the past which must be liquidated, renewed or refunded at some future date; financial obligations entered in the balance sheet. Note: The term doesn't include encumbrances.
Licenses and Permits: Revenues under this category are from fees for business licenses, building regulation and planning permits.
In Richmond, the Business License Tax is charged annually at different rates depending on the Business Tax Category. Licenses and Permits revenue comes from construction permits from the construction of sidewalks, driveways, sewer, grading and excavating, encroachment and obstruction.
Line Item Budget: A budget that lists detailed expenditure categories (salary, material, telephone service, travel, etc.) separately, along with the amount budgeted for each specified category. The City uses a line- item detail to maintain and record for financial reporting and control purpose. (See General Ledger Accounts & Commitment Item)
Local Agency Investment Fund (LAIF): Program established by the state to enable treasurers to place idle funds in a pool for investment. Each agency is currently limited to LAIF of an investment of $20 million plus any bond proceeds.
Local and Regional Level of Service Standards: Identifies the level of service standards set by local and regional jurisdictions in general plans and congestion management programs.
Long Range Transportation Plan: A 15 to 20 year forecast plan that must consider a wide range of social, environmental, energy and economic factors. The plan addresses overall regional goals and how transportation can best meet those goals within financial limits.
294
Budget Glossary
M
Market Value: What a willing seller could reasonably expect to receive if he/she were to sell the property on the open market to a willing buyer.
Master Plan: A plan prepared to specify and coordinate the provision of one or more infrastructure systems and related services.
Maturities: The dates on which the principal or stated values of investments or debt obligations mature and may be reclaimed.
Measure Q - City Sales Tax: A one-half of one percent (1/2%) sales tax increment approved by Richmond voters in the November 2004 election. This increased the Richmond tax from 8.25% to 8.75%.
Memorandum of Understanding (MOU) : A document that expresses mutual accord on an issue between two or more parties. Memoranda of understanding are generally recognized as binding, even if no legal claim could be based on the rights and obligations laid down in them. To be legally operative, a memorandum of understanding must (1) identify the contracting parties, (2) spell out the subject matter of the agreement and its objectives, (3) summarize the essential terms of the agreement, and (4) must be signed by the contracting parties.
Metropolitan Planning Organization (MPO): A federally required planning body responsible for the transportation planning and project selection in its region. The Governor designates an MPO in every urbanized area with a population of over 50,000 people.
Metropolitan Transportation Improvement Program (MTIP): A listing of highway and transit projects that the region hopes to fund.
Milestone: A tangible point in time that tells how far along a project is in the process.
Mission Statement: Provides policy guidance and direction for the highest priority objectives to be accomplished during the budget period. Over the last several years, the City Council has developed community goals and long- range vision for the City, which best summarize expectations of the community.
Mitigated Negative Declaration: Under the CEQA, if an initial study reveals substantial evidence that significant environmental effects might occur, the project proponent can modify the project so as to eliminate all such possible significant impacts or reduce them to a level of insignificance.
295
Budget Glossary
Mitigation: One or more of the following approaches to mitigate environmental impact(s) with an emphasis on attempting those measures in the sequence in which they are listed: (1) avoiding the impact altogether by not taking a certain action or parts of an action; (2) minimizing impacts by limiting the degree or magnitude of the action and its implementation; (3) rectifying the impact by repairing, rehabilitating, or restoring the impacted environment; (4) reducing or eliminating the impact over time by preservation and maintenance operations during the life of the action; and (5) compensating for the impact by replacing or providing substitut e resources or environments.
Model, Mode Choice: Is a model used to forecast the proportion of total person trips on each of the available transportation modes.
Modified Accrual Basis: The basis of accounting under which expenditures, whether paid or unpaid, are formally recognized when incurred against the account, but revenues are recognized only when they become both measurable and available to finance expenditures of the current accounting period. All governmental funds use the modified accrual basis of accounting.
Municipal Bonds: Interest-bearing obligations issued by state or local governments to finance operating or capital costs. The principal characteristic that has traditionally set municipal bonds apart from other capital market securities is the exemption of interest income from Federal income tax.
N
National Environmental Policy Act (NEPA): Federal legislation that requires consideration of environmental consequences of a project before the project can begin. If a study indicates that there are undesirable environmental consequences of a proposed project, they requires either that consideration be given to "mitigating" measures built into the project that would lessen the environmental damage, or that alternatives (different ways of accomplishing the project goals) be considered that would be less damaging to the environment. NEPA applies t o any major federal, state, county, city, or industrial projects that require a Federal permit or receive funding from a Federal agency.
National Highway System (NHS): Consists of 155,00 miles (plus or minus 15 percent) of the major roads in the U.S. Included will be all Interstate routes, a large percentage of urban and rural principal arterials, the defense strategic highway network, and strategic highway connectors.
National Pollutant Discharge Elimination System (NPDES): Two-phased surface water quality program authorized by Congress as part of the 1987 Clean Water Act.
Natural Diversity Information: Identifies special status of habitats and species found within 300 meters of centerline of the existing highway facility.
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Budget Glossary
Negative Declaration: Under the CEQA, a Negative Declaration is prepared when, after completing an initial study, a lead agency determines that a project "would not have a significant effect on the environment".
Non-Attainment Area: An air basin that does not meet existing state or federal air quality standards.
Notice of Completion (NOC): The CEQA requires a notice to the public that a draft environmental impact report has been completed.
Notice of Determination (NOD): Under the CEQA, a Notice of Determination is filed by the lead environmental regulatory agency once it has decided to implement or approve a project for which it has approved a negative declaration.
Notice of Intent (NOI): Under NEPA, the first formal step in the environmental impact statement process, consisting of a notice with the following information: a description of the proposed action and alternatives; a description of the agency's proposed scoping process, including scoping meetings; and the name and address of the persons to contact within the lead agency regarding the environmental impact statement.
Notice of Preparation (NOP): The CEQA requires this notice to the public that an EIR will be prepared for a proposed development.
It allows time for members of the community to submit their environmental concerns regarding a proposed development.
Notice to Proceed: A letter signed by the Project Engineer and issued to the Contractor granting notice that construction must begin within a designated period.
O
Objectives: Departmental statements describing significant activities to be accomplished during the fiscal year.
Obligation: The Federal government's legal commitment (promise) to pay or reimburse the states or other entities for the Federal share of a project's eligible costs.
Operating Budget: A financial plan for the provision of City services and basic governmental functions. The operating budget contains appropriations for such expenditures as personnel services, fringe benefits, commodities, services and minor capital expenses. It does not include Capital Improvement Plan expenditures.
Operations and M aintenance: Expenditures related to operating costs including supplies, commodities, contract services, materials, utilities and educational services.
297
Budget Glossary
Ordinance: A formal legislative enactment by the governing board (City Council) of a municipality. If i t is not in conflict with any higher form of law, it has the full force and effect of law within the boundaries of the municipality to which it applies.
Outfall: The point where wastewater or drainage discharges from a sewer pipe, ditch, or other conveyance to a receiving body of water.
P
Performance Measures: Specific quantitative measures of work performed within an activity or program (e.g., total miles of streets cleaned). Also, a specific quantitative measure of results obtained through a program or activity (e.g., reduced incidence of vandalism due to new street lighting program).
Permits/Approvals: Required permissions from regulatory agencies with jurisdiction over the work or location of the project.
Permitting Authority: The NPDES authorized state agency or EPA regional office that administers the NPDES program, issuing permits, providing compliance assistance, conducting inspections, and enforcing the NPDES program.
Personnel Services: Expenditures related to employee compensation including wages and salaries, fringe benefits, retirement, premiums, allowances and special/supplemental pay such as shift differentials.
Phase: Series of related activities during a project’s lifecycle, usually culminating in the completion of a major deliverable.
Plat Map: A map of a town, section or subdivision indicating the location and boundaries of individual properties.
Pre-construction Conference (Precon): A meeting held with the Contractor and City of Richmond staff with the purpose of introducing all parties involved in project construction, identifying critical project issues, and answering Contractor questions. The meeting occurs between contract execution and Notice to Proceed.
Program: An activity, or division, within a department which furthers the objectives of the City Council, by providing services or a product.
Program Budget: Programs, and associated program codes, are created to articulate the programmatic functions performed by the City organization. The budget (both revenues and expenditures) can be described in programmatic terms. This enables the Mayor and City Council to view how much is being committed and/or spent to achieve their goals and objectives. 298
Budget Glossary
Programming: The designation of funds for transportation projects which when approved is included in the TIP.
Project: A temporary endeavor undertaken to create a unique product or service. It can be considered to be any series of activities and tasks that have: (1) A specific objective to be completed within certain specifications; (2) defined start and end dates; and (3) funding limits and consumed resources. Generally, this is a construction project but could be any undertaking requiring a joint effort wherein a scope, schedule, budget, and desired outcome has been defined.
Project Closeout Phase: A specific phase of the project when construction tasks are completed, contractual and administrative requirements are completed and the project files are archived.
Project Manager: The person responsible for leading the team; delivering the project within an approved scope, schedule and budget; conducting quality assurance of the project products; monitoring project progress; and overseeing the project from Pr e- Design Phase through Project Close Out Phase.
Project Report: Is a conceptual engineering report that describes the work in more detail than the PSR.
Project Study Report (PSR): Is the pre -programming document required before a project may be included in the State Transportation Improvement Program (STIP).
Property Tax: A major portion of the revenues of the City is from property taxes. Property such as land, structures and improvements is subject to tax which is applied to a property’s value. In 1978, Proposition 13 revised the calculation of the California property taxes by establishing a fixed rate of one percent of a property’s value and thereby limiting the growth in assessed valuation to 2% per year. The exception to this is when property changes hands, in which case fair value becomes the basis of valuation. The City receives its share of property taxes during the months of December, April and June of each fiscal year at 55%, 40% and 5% of the total amount. Of the total property tax received, approximately 48% is General Fund, 16% is Sewer, 24% is Pension Tax Override and 12% is from Assessment Districts.
Proprietary Funds: Account for activities that are primarily funded by income from operations resulting from payments for goods and services provided to users.
PS&E: Plans, Specifications and Estimates
Punchlist: A list of items generated following the Final Inspection consisting of work the Contractor must complete before the project is considered complete and the Notice of Completion and Acceptance is issued.
299
Budget Glossary
Q
There are no terms at this time.
R
Ready-to-Ad: A document that confirms funds is available for construction; it is signed by the Finance Manager of the Capital Improvement Plan Unit and CRE and is required prior to advertisement of the project.
Recognized Obligation Payment Schedules (ROPS): A six month period schedule that sets forth the nature, amount, and source of payment for all enforceable obligations of the Successor Agency to the Redevelopment Agency.
Record of Decision (ROD): Under the NEPA, a public document that reflects the agency's final decision, rationale behind that decision, and commitments to monitoring and mitigation.
Redevelopment Agency: The governing body created to designate redevelopment project areas, supervise and coordinate planning for a project area, and implement the development program.
Redevelopment Plan: Plan for revitalization and redevelopment of land within the project area in order to eliminate blight and remedy the conditions that caused it.
Redevelopment Property Tax Trust Fund (RPTTP): A trust fund from the collection of the property tax revenues from the dissolved redevelopment agencies that’s used to pay enforceable obligations.
Reimbursements: Payments remitted by another agency, department, or fund to help defray the costs of a particular service or activity for which some benefit was obtained by the reimbursing party. These amounts are recorded as expenditures, or expenses in the reimbursing fund and as a reduction of expenditures, or expenses, in the fund that is reimbursed.
Relocation: The effort to assist and facilitate re- housing of families and single persons, businesses or organizations that are displaced due to redevelopment activities.
Relocation Assistance: Relocation payments help to assist families, individuals, businesses, and non- profit organizations that are displaced as a result of redevelopment activities. This includes aid in finding a new location, payments to help cover moving costs, and additional payments for certain other costs.
300
Budget Glossary
Reserved Fund Balance: A portion of a fund’s balance that is legally restricted for a specific purpose and is, therefore, not available for general appropriation.
Resolution: A special order of the City Council which requires less legal formality than an Ordinance in terms of public notice and the number of public readings prior to approval. A Resolution has lower legal standing than an Ordinance. The adopted operating budget is approved by Resolution and requires a majority vote of the City Council members present at the time of adoption.
Revenue: Funds that the City receives as income. It includes such items as taxes, licenses, user fees/charges for services, fines/penalties, grants, and internal revenue.
Revenue Estimates: A formal estimate of how much revenue will be earned from a specific revenue source for some future period; typically, a future fiscal year.
Right-of-Way (ROW): The right given by one landowner to another to pass over the land actually transferring ownership. ROW is granted by deed or easement, for construction and maintenance according to a designated use. This may include highways, streets, canals, ditches, or other uses.
Runoff: Drainage or flood discharge that leaves an area as surface flow or as pipeline flow.
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Salaries and Benefits: An operating budget category which generally accounts for full -time and part-time salaries, overtime costs, and fringe benefits.
Sales and Use Tax: The current Sales Tax rate in Richmond is 8.75%. The City’s share of this is 1% percent, with the State getting
6.25%. Sales tax revenue is influenced by different factors such as the number of retail outlets, the interest rates, disposable income, and the rate of inflation. Richmond also has revenue sharing agreements with the City of El Cerrito.
Schedule: The planned dates for performing activities and the planned dates for meeting milestones.
Secondary Access: A second means for vehicles to get into or leave a neighborhood or development. Having more than one means of access tends to distribute traffic more evenly, and is considered critical for emergency vehicle access.
Sewer: Any pipe or conduit used to collect and carry away sewage or storm water runoff from the generating source to the treatment plant or receiving stream.
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Budget Glossary
Sewer Capital: Fees collected by the City for future expansion and capacity increases of the sewer and waste water systems.
Source of Revenue: Revenues are classified according to their source or point of origin.
Special Revenue Fund: Used to account for the proceeds of special revenue sources that are restricted by law (or administrative action) to expenditures for specific purposes.
Specifications Package: A packet of information made up of Standard Specifications and Special Provisions that forms the basis of the construction contract defining the work to be done, the material requirements, the construction requirements, the methods of measurement, and the methods of payment during construction. The Specifications Package is generally referred to as either 70% Spec Package, 95% Spec Package or 100% Spec Package.
State Transportation Improvement Program (STIP): The statewide C IP adopted biennially by the California Transportation Commission, which includes all major transportation projects funded by state or Federal funds.
Statement of Overriding Considerations: Provides an agency with a means to adopt a project with unmitigated significant environmental impacts. The CEQA requires the decision-maker to balance the benefits of a proposed project against its unavoidable environmental risks in determining whether to approve the project. If the benefits of a proposed project outweigh the unavoidable adverse environmental effects, the adverse environmental effects may be considered acceptable.
Storm Drain: An opening leading to an underground pipe or open ditch for carrying surface runoff, separate from the sanitary sewer or wastewater system.
Storm Drain Fund: Fees received from developers for storm drain facilities.
Stormwater: Precipitation that accumulates in natural and/or constructed storage and storm water systems during and immediately following a storm event.
Stormwater Pollution Prevention Plan (SWPPP): A plan to describe a process though which a facility thoroughly evaluates potential pollutant sources at a site and selects and implements appropriate measures designed to prevent or control the disc harge of pollutants in storm water runoff.
Street, Arterial: A thoroughfare designed to carry vehicular traffic between neighborhoods and from surrounding areas into and out of the city.
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Budget Glossary
Street, Collector: A street that directs neighborhood vehicular traffic to the arterial street system; it basically serves the surrounding neighborhoods, not the wider community.
Street, Local: A street that provides access to adjacent properties and allows for vehicular traffic circulation within a neighborhood.
Successor Agency: An agency that is authorized by law to accept and maintain the legal title, custody, and dominion of records that were created by the former redevelopment agencies.
Supplemental Appropriation: An act appropriating funds in addition to those in an annual appropriation act. Supplemental appropriations provide additional budget authority beyond the original estimates for programs or activities (including new programs authorized after the date of the original appropriation act) in cases where the need for funds is too urgent to be postponed until enactment of the next regular appropriation bill.
Supplies and Services: This budget category accounts for all personnel, and capital outlay expenses.
Surface Runoff: The portion of rainfall that moves over the ground toward a lower elevation and does not infiltrate the soil.
Sustainable Development: Development with the goal of preserving environmental quality, natural resources and livability for present and future generations. Sustainable initiatives work to ensure efficient use of resources.
System Capacity: The ability of natural, infrastructure, social and economic systems to accommodate growth and development without degrading or exceeding the limits of those systems, as determined by a carrying capacity analysis.
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Tax Allocation Bond: A bond or financial obligation issued by the agency in order to generate funds to implement the redevelopment plan. The bond is repaid with tax increments flowing to the agency as a result of actions of the agency to revitalize the project area.
Tax Increment: The increase in property taxes within the redevelopment project area that result from increases in the project area assessed value that exceeds the base year assessed value.
Transfer: A movement of budgetary or actual revenues or expenditures between organizational units, accounts, projects, programs or funds. Transfers between funds appear as an expenditure (“transfer out”) in one fund and revenue (“transfer in”) in the other. 303