Attachment 5 - Fiscal Year 2022-2023_Operating Budget(2).pdf — Richmond City Council, June 21, 2022 (part 1 of 2)

CITY OF RICHMOND

FISCAL YEAR 2022-2023

OPERATING BUDGET

TABLE OF CONTENTS PAGE

INTRODUCTION:

RICHMOND CITY COUNCIL ................................................................................................................................ 01 CITY OFFICIALS ............................................................................................................................................... 02 ACKNOWLEDGEMENTS ...................................................................................................................................... 03 STAFF REPORT – OPERATING BUDGET ................................................................................................................ 04 RESOLUTIONS – OPERATING & CAPITAL IMPROVEMENT BUDGETS .......................................................................... 19 RESOLUTION - ANNUAL APPROPRIATIONS LIMIT .................................................................................................... 21 MISSION, VISION, AND VALUES .......................................................................................................................... 23

BUDGET SUMMARIES:

CITYWIDE ORGANIZATIONAL CHART……………………………………………………………………………………...25 BUDGET SUMMARIES ......................................................................................................................................... 26 TRANSFERS SCHEDULE ..................................................................................................................................... 68 CITYWIDE GRANTS LISTING ................................................................................................................................ 69 MULTI-YEAR COMPARATIVE POSITION LISTING ...................................................................................................... 71

DEPARTMENT SUMMARIES

OFFICE OF THE MAYOR ...................................................................................................................................... 83 CITY COUNCIL .................................................................................................................................................. 91 CITY CLERK ...................................................................................................................................................... 97 CITY ATTORNEY .............................................................................................................................................. 103

CITY MANAGER’S OFFICE:

CITY MANAGER ............................................................................................................................................... 109 DEPARTMENT OF CHILDREN AND YOUTH............................................................................................................ 117

INTERNAL SERVICES:

FINANCE DEPARTMENT .................................................................................................................................... 123 HUMAN RESOURCES ....................................................................................................................................... 131 INFORMATION TECHNOLOGY ............................................................................................................................ 137

COMMUNITY DEVELOPMENT:

PLANNING AND BUILDING ................................................................................................................................. 143 CODE ENFORCEMENT ...................................................................................................................................... 145 HOUSING POLICY ............................................................................................................................................ 147

ECONOMIC DEVELOPMENT:

PORT............................................................................................................................................................. 155 RICHMOND HOUSING AUTHORITY ...................................................................................................................... 173

iii

LIBRARY & COMMUNITY SERVICES:

LIBRARY ........................................................................................................................................................ 179 RECREATION .................................................................................................................................................. 189 TRANSPORTATION .......................................................................................................................................... 197 EMPLOYMENT AND TRAINING............................................................................................................................ 203 OFFICE OF NEIGHBORHOOD SAFETY ................................................................................................................. 209

FIRE DEPARTMENT ................................................................................................................................... 215 POLICE DEPARTMENT.............................................................................................................................. 231

PUBLIC WORKS:

WATER RESOURCE RECOVERY ......................................................................................................................... 239 PUBLIC WORKS MAINTENANCE AND ABATEMENT................................................................................................. 245

RENT CONTROL:

RENT PROGRAM ............................................................................................................................................. 259

NON-DEPARTMENTAL:

GENERAL GOVERNMENT .................................................................................................................................. 265 MARINA OPERATIONS ..................................................................................................................................... 267

APPENDICES:

DEBT SCHEDULE………………………………………………………………………………………………………..269 BUDGETED FUNDS - SOURCES AND USES……………………… …………………………………………………......271 GLOSSARY OF TERMS………………………………………………………………………………………………......278 ACRONYMS………..…………………………………………………………………………………………………....306 Richmond City Council

Tom Butt
Mayor

Eduardo Martinez
Vice Mayor

Nathaniel Bates
Councilmember

Claudia Jimenez
Councilmember

Demnlus Johnson
Councilmember

Gayle McLaughlin
Councilmember

Melvin Willis
Councilmember
1 CITY OFFICIALS

CITY COUNCIL

Mayor ................................ ................................ ................................ ................................ ................................ ................................ ................................ ........................ Tom Butt

Vice Mayor................................ ................................ ................................ ................................ ................................ ................................ ................................ ... Eduardo Martinez

Councilmember ................................ ................................ ................................ ................................ ................................ ................................ .............................. Nathaniel Bates

ADMINISTRATION AND EXECUTIVE MANAGEMENT

City Manager ................................ ................................ ................................ ................................ ................................ ................................ ................................ .......... Shasa Curl

Deputy City Manager, Internal Services, (Interim)… ................................ ................................ ................................ ................................ ................................ ............. Anil Comelo

City Attorney ................................ ................................ ................................ ................................ ................................ ................................ ................................ ...... Dave Aleshire

City Clerk ................................ ................................ ................................ ................................ ................................ ................................ ................................ ...... Pamela Christian

Director of Community Development ................................ ................................ ................................ ................................ ................................ ................................ ... Lina Velasco

Director of Information Technology ................................ ................................ ................................ ................................ ................................ ................................ ..... Sue Hartman

Director of Library and Community Services (Interim) ................................ ................................ ................................ ................................ ................................ .... LaShonda White

Director of Finance ................................ ................................ ................................ ................................ ................................ ................................ ............................ Delmy Cuellar

Fire Chief ................................ ................................ ................................ ................................ ................................ ................................ ................................ .......... Angel Montoya

Human Resources Director (Acting) ................................ ................................ ................................ ................................ ................................ .............................. Teresa Fairbanks

Police Chief (Interim) ................................ ................................ ................................ ................................ ................................ ................................ ............................ Louie Tirona

Director of Public Works ................................ ................................ ................................ ................................ ................................ ................................ .......................... Joe Leach

2 CITY OF RICHMOND

FISCAL YEAR 2022-23 BUDGET

BUDGET TEAM

Shasa Curl
City Manager

Anil Comelo
Deputy City Manager (Interim)

Delmy Cuellar
Director of Finance

LaShonda White
Interim Library & Community
Services Director

Antonio Banuelos
Accounting Manager

Bertram Jones
Budget Analyst II

Cher Lor-Arce
Accountant II

Rita Martinez
Senior Accountant

Mubeen Qader
Budget Administrator

Vrenesia Ward
Senior Budget Analyst

Jerry Gurule
Senior Accountant

Patrick Seals
Internal Services

Sharrone Taylor
Human Resources

3 THIS PAGE IS INTENTIONALLY LEFT BLANK

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RESOLUTION NO. _____

RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA, ADOPTING THE FISCAL YEAR 2022-2023 OPERATING BUDGET

WHEREAS, pursuant to Section 1(b) of Article IV of the Richmond City Charter the City Manager is required to prepa re an annual budget for the review and approval by the City Council; and

WHEREAS, all appropriations for the prior fiscal years shall lapse at the end of Fiscal Year 2021-2022 and any remaining amounts shall be credited against their respecti ve fund balances except for any encumbered amounts for s pecific obligations outstanding at the end of said Fiscal Year; and

WHEREAS, all grants received per the attached grants listing shall be appropriated and spent according to grant guidelines; and

WHEREAS, the City Council has reviewed the proposed budget for Fiscal Year 2022- 2023 at public meetings on April 19, April 26, May 3, May 17, May 24, and June 7, 2022; and

NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby adopts the 2022-2023 Operating Budget for the following funds:

Funds FY 2022-2023
General Fund $206,632,247
Other Operating 27,075,053
Special Revenues 39,674,849
Capital Improvement 37,256,854
Debt Service 21,612,086
Enterprise 70,579,794
Internal Service 25,169,925
Housing Department 5,458,047
Richmond Housing Authority 4,880,044
Total $438,338,897

BE IT FURTHER RESOLVED, that the budget for the Capital Improvement Funds will be adopted as a separate document.

*****

19 I certify that the foregoing resolution was passed and adopted by the Council of the City of Richmond, California, at a regular meeting thereof held June 21, 2022, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:
____________________________________

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

_________________________________
Mayor

Approved as to Form:

_________________________________
City Attorney
20 RESOLUTION NO. ______

RESOLUTION OF THE COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA, ADOPTING THE FISCAL YEAR 20 22-2023 APPROPRIATIONS LIMIT PURSUANT

TO ARTICLE XIIIB OF THE CONSTITUTION OF THE STATE OF CALIFORNIA

WHEREAS, Article XIIIB, as amended, of t he Constitution of the State of California requires all local government entities to establish an annual appropriations limit; and

WHEREAS, the appropriation subject to limitation for each year shall be based on the 1978-79 appropriation adjusted for changes in the cost of living and population; and

WHEREAS, Section 7910 of the Government Code requires each local government to establish its appropriations limit by resolution in each fiscal year beginning with fiscal year 1980- 81; and

WHEREAS, the City calculated its Fiscal Year 20 22-2023 Appropriations Limit based on the percent of change in the population of the County, January to January and the change in the State’s per capita personal income.

NOW, THEREFORE, BE IT RESOLVED , that the Ci ty of Richmond, California has established the Appropriations Limit for Fiscal Year 20 22-2023, as reflected in the Attachment 1 that is attached to this resolution.

*****

I certify that the foregoing resolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held June 21, 2022, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

_____________________________________________

CLERK OF THE CITY OF RICHMOND

Approved:

_________________________________
Mayor

Approved As To Form:

_________________________________
City Attorney
21 Per Capita Population Per Capita
Personal Chan ge Personal Po pulation
Fiscal Year Change Used Factor Factor Used Change Factor Limit 2000‐01 4.91% 0.61% 1.0491 1.0061 1.05549951 $184,302,245 2001‐02 7.82% 1.71% 1.0782 1.0171 1.09663722 $202,112,702 2002‐03 ‐1.27% 1.76% 0.9873 1.0176 1.00467648 $203,057,878 2003‐04 2.31% 1.43% 1.0231 1.0143 1.03773033 $210,719,318 2004‐05 3.28% 1.12% 1.0328 1.0112 1.04436736 $220,068,378 2005‐06 5.26% 1.18% 1.0526 1.0118 1.06502068 $234,377,374 2006‐07 3.96% 1.00% 1.0396 1.0100 1.04999600 $246,095,305 2007‐08 4.42% 1.13% 1.0442 1.0113 1.05599946 $259,876,509 2008‐09 4.29% 1.36% 1.0429 1.0136 1.05708344 $274,711,154 2009‐10 0.62% 1.16% 1.0062 1.0116 1.01787192 $279,620,770 2010‐11 ‐2.54% 1.11% 0.9746 1.0111 0.98541806 $275,543,357 2011‐12 2.51% 0.77% 1.0251 1.0077 1.03299327 $284,634,433 2012‐13 3.77% 0.83% 1.0377 1.0083 1.04631291 $297,816,682 2013‐14 5.12% 0.77% 1.0512 1.0077 1.05929424 $315,475,496 2014‐15 ‐0.23% 0.98% 0.9977 1.0098 1.00747746 $317,834,451 2015‐16 3.82% 1.28% 1.0382 1.0128 1.05148896 $334,199,417 2016‐17 5.37% 1.12% 1.0537 1.0112 1.06550144 $356,089,960 2017‐18 3.69% 1.13% 1.0369 1.0113 1.04861697 $373,401,974 2018‐19 3.67% 0.88% 1.0367 1.0088 1.04582296 $390,512,358 2019‐20 3.85% 0.70% 1.0385 1.0070 1.04576950 $408,385,914 2020‐21 3.73% 0.38% 1.0373 1.0038 1.04124174 $425,228,459 2021‐22 5.73% 0.35% 1.0573 1.0035 1.06100055 $451,167,629 2022‐23 5.10% ‐0.13% 1.0510 0.9990 1.05000000 $473,560,478 ATTACHEMENT 1
APPROPRIATIONS LIMIT (GANN LIMIT)
22 T h e C i t y o f R i c h m o n d s h a l l p r o v i d e s e r v i c e s t h a t e n h a n c e e c o n o m i c v i t a l i t y , t h e e n v i r o n m e n t a n d t h e q u a l i t y o f l i f e o f o u r c o m m u n i t y .

H o n e s t y
E x c e l l e n t C u s t o m e r S e r v i c e
T e a m w o r k
C o m m i t m e n t
I n n o v a t i o n , C r e a t i v i t y a n d
R i s k - T a k i n g
R i c h m o n d w i l l d e v e l o p a l l o f i t s n e i g h b o r h o o d s a n d b u s i n e s s e s a s q u a l i t y p l a c e s t o l i v e , w o r k , s h o p a n d p l a y , w i t h i t s 3 2 m i l e s o f s h o r e l i n e s a s a w i d e l y r e c o g n i z e d s y m b o l o f t h e C i t y ’ s s u c c e s s .

V I S I O N

C I T Y O F R I C H M O N D

V A L U E S
23 THIS PAGE IS INTENTIONALLY LEFT BLANK
24 People of Richmond

People of Richmond

Mayor and City Council

City Manager

Public Works Director

Richmond Rent Board

Confidential
Investigative Appeals
Officer
(Police Commission)
Confidential
Investigative Appeals
Officer
(Police Commission)
City Clerk

City Clerk

City Attorney

Executive Assistant

Community
Development Director

Director of Library and
Community Services

Fire Chief

Police Chief

Deputy City Manager
Economic Development
Deputy City Manager
Economic Development Deputy City Manager
Internal Services
Deputy City Manager
Internal Services
Business
Development

Business
Development

Richmond Housing
Authority

Environmental &
Health Initiatives

Real Estate

Patrol

Traffic

Investigations

Administration and
Support

Fire Prevention

Emergency Services

Emergency
Operations

Training

Library

Recreation

Transportation

Employment &
Training

Engineering and
Capital Improvement
Program (CIP)
Engineering and
Capital Improvement
Program (CIP)
Building Maintenance

Building Maintenance

Water Resource
Recovery

Fleet

Public Works
Maintenance and
Abatement

Parks Maintenance

Planning

Building

Code Enforcement

Housing Policy

RDA Successor
Agency

Finance

Human Resources

Information
Technology
Information
Technology
Office of
Neighborhood Safety

Office of
Neighborhood Safety

ECIA Grant
Administration

Administration and
Support

Rent Program

Rev. 3.16.2022
Department of
Children & Youth

Department of
Children & Youth

Arts & Culture

Port

25 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Capital
General Other Special Improve - Debt Enterprise Internal Housing RHA Pension Fund Operations Revenues ments Service Funds Service Subtotal Departmen t Trusts Total ESTIMATED BEGINNING BALANCE 07/01/2022 45,562,126 5,654,329 41,279,814 4,080,742 12,173,758 31,557,409 51,473,791 191,781,969 6,774,893 3,743,358 1,343,124 203,643,344 Revenues
30 Property Tax 46,056,962 1,780,698 17,566,036 - 13,052,125 - - 78,455,821 - - - 78,455,821 31 Sales Tax 55,282,200 - - - - - - 55,282,200 - - - 55,282,200 32 Utility Users Tax 49,963,589 - - - - - - 49,963,589 - - - 49,963,589 33 Other Taxes 21,638,449 - - - - - - 21,638,449 - - - 21,638,449 34 Licenses, Permits and Fees 11,129,402 6,977,259 4,249,894 - - 1,286,000 - 23,642,555 568,000 - - 24,210,555 35 Fines, Forfeitures and Penalties 475,275 - - - - 2,000 - 477,275 - - - 477,275 36 Interest and Investment Income 236,079 - 14,000 - - - - 250,079 63,149 - - 313,228 37 Charges for Services 3,571,292 4,919,888 227,000 20,000 5,349,070 26,905,520 24,304,635 65,297,405 - - - 65,297,405 38 Other Revenues 187,500 20,000 101,500 - - - - 309,000 618,651 12,000 - 939,651 39 Rental Income 874,506 4,380 - - - 10,798,460 - 11,677,346 - 650,000 - 12,327,346 3A State and Local Taxes 125,000 - - 5,713,569 - - - 5,838,569 - - - 5,838,569 3B Federal Grant Revenue - 3,484,752 2,815,284 8,245 - - - 6,308,281 300,000 2,679,427 - 9,287,708 3C State Grant Revenue 175,000 1,686,601 126,222 20,625,456 - - - 22,613,279 166,432 - - 22,779,711 3D Other Grant Revenue 253,569 3,188,024 216,842 5,484,956 - - - 9,143,390 - - - 9,143,390 3H Pension Stabilization Revenue - - - - - - - - - - - - 60 Proceeds from Sale of Property 100,000 - - - - - - 100,000 133,664 - - 233,664 61 Loan/Bond Proceeds - - - - - 20,000,000 - 20,000,000 311,519 - - 20,311,519 Total Revenues 190,068,824 22,061,601 25,316,778 31,852,226 18,401,195 58,991,980 24,304,635 370,997,239 2,161,415 3,341,427 - 376,500,081 26 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Capital
General Other Special Improve - Debt Enterprise Internal Housing RHA Pension Fund Operations Revenues ments Service Funds Service Subtotal Departmen t Trusts Total Expenditures
40 Salaries and Wages 78,761,868 5,624,712 1,793,329 - - 2,138,829 440,821 88,759,558 345,890 617,230 - 89,722,678 41 Benefits 66,929,804 4,102,513 1,371,188 - - 1,342,408 277,397 74,023,310 163,200 537,665 - 74,724,175 42 Professional Services 16,977,138 7,914,687 14,653,854 3,950,939 - 12,193,027 1,027,700 56,717,345 74,061 768,636 - 57,560,042 43 Other Operating 8,720,902 317,580 251,546 96,617 - 396,267 50,500 9,833,412 8,712 151,075 - 9,993,199 44 Utilities 5,399,957 284,145 4,400 - - 1,673,650 - 7,362,152 801 725,208 - 8,088,161 45 Equipment & Contractual Svcs. 2,731,448 621,460 598,000 1,389,649 - 464,000 - 5,804,557 - 208,700 - 6,013,257 46 Provision for Insurance Loss 25,725 - 9,300 - - 40,604 16,740,502 16,816,131 - 63,540 - 16,879,671 47 Cost Pool 15,277,766 3,483,684 357,187 - - 1,687,031 533,987 21,339,655 150,382 140,435 - 21,630,472 48 Asset & Capital Outlay 2,422,136 101,000 3,229,556 30,837,398 - 37,680,185 5,773,000 80,043,275 1,150,000 404,626 - 81,597,901 49 Debt Service Expenditures 1,037,009 - - - 21,612,086 12,877,015 326,018 35,852,128 - - - 35,852,128 50 Grant Expenditures 2,500 4,622,448 55,500 982,251 - - - 5,662,699 - 985,394 - 6,648,093 51 CDBG/Home/Hsg Proj - - - - - - - - 3,085,000 - - 3,085,000 52 Employment & Training Allocations - 2,824 - - - - - 2,824 - - - 2,824 53 RHA Cost Allocation - - - - - - - - - - - - 4A A87 Cost Plan Reimbursement (3,531,610) (3,531,610) - - (3,531,610) Total Expenditures 194,754,643 27,075,053 22,323,860 37,256,854 21,612,086 70,493,016 25,169,925 398,685,435 4,978,047 4,602,509 - 408,265,990 27 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Capital
General Other Special Improve - Debt Enterprise Internal Housing RHA Pension Fund Operations Revenues ments Service Funds Service Subtotal Departmen t Trusts Total 90 Transfers in from:

General Fund - 4,734,752 3,936,896 - 2,227,895 - 426,018 11,325,561 - 1,261,082 100,485 12,687,128 Operations 16,476,646 - - - - - - 16,476,646 - - 64,820 16,541,466 Special Revenue - - - - - - - - - - - - Capital Improvements - - - - - - - - - - - - Debt Service - - - - - - - - - - - - Enterprise Fund 86,778 - - - - - - 86,778 - - - 86,778 Internal Service Funds - - - - - - - - - - - - Housing Department - 480,000 - - - - - 480,000 - 277,535 - 757,535 Successor Agency - - - - - - - - - - - - Housing Authority - - - - - - - - - - - - -
Total transfers in 16,563,424 5,214,752 3,936,896 - 2,227,895 - 426,018 28,368,985 - 1,538,617 165,305 30,072,907 91 Transfers out to:

General Fund - - 16,476,646 - - - - 16,476,646 - - - 16,476,646 Operations 4,734,752 - - - - - - 4,734,752 480,000 - - 5,214,752 Special Revenue 3,936,896 - - - - - - 3,936,896 - - - 3,936,896 Capital Improvements - - - - - - - - - - - - Debt Service 1,418,372 -
809,523 - - - - 2,227,895 - - - 2,227,895 Enterprise Fund - - - - - 86,778 - 86,778 - - - 86,778 Internal Service Funds 426,018 - - - - - - 426,018 - - - 426,018 Housing Department - - - - - - - - - 277,535 - 277,535 Successor Agency - - - - - - - - - - - - Housing Authority 1,261,082 - - - - - - 1,261,082 - - - 1,261,082 Garfield Pension 12,408 - 12,408 - 12,408 General Pension 88,077 64,820 152,897 - 152,897 -
Total transfers out 11,877,605 - 17,350,989 - - 86,778 - 29,315,372 480,000 277,535 - 30,072,907 Net transfers in/out 4,685,819 5,214,752 (13,414,093) - 2,227,895 (86,778) 426,018 (946,387) (480,000) 1,261,082 165,305 - Excess/(Deficiency) - 201,301 (10,421,174) (5,404,628) (982,996) (11,587,814) (439,272) (28,634,583) (3,296,631) - 165,305 (31,765,910) ENDING BALANCE 45,562,126 5,855,630 30,858,640 (1,323,886) 11,190,763 19,969,595 51,034,519 163,147,386 3,478,262 3,743,358 1,508,429 171,877,435 28 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
General
Fund
FUND 0001
Estimated Beginning Balance 07/01/2022 45,562,126
Revenues
30 Property Tax 46,056,962
31 Sales Tax 55,282,200
32 Utility Users Tax 49,963,589
33 Other Taxes 21,638,449
34 Licenses, Permits and Fees 11,129,402
35 Fines, Forfeitures and Penalties 475,275
36 Interest and Investment Income 236,079
37 Charges for Services 3,571,292
38 Other Revenues 187,500
39 Rental Income 874,506
3A State and Local Taxes 125,000
3B Federal Grant Revenue -
3C State Grant Revenue 175,000
3D Other Grant Revenue 253,569
3H Pension Stabilization Revenue -
60 Proceeds from Sale of Property 100,000
61 Loan/Bond Proceeds -
Total Revenues 190,068,824
29 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
General
Fund
FUND 0001
Expenditures
40 Salaries and Wages 78,761,868
41 Benefits 66,929,804
42 Professional Services 16,977,138
43 Other Operating 8,720,902
44 Utilities 5,399,957
45 Equipment & Contractual Svcs. 2,731,448
46 Provision for Insurance Loss 25,725
47 Cost Pool 15,277,766
48 Asset & Capital Outlay 2,422,136
49 Debt Service Expenditures 1,037,009
50 Grant Expenditures 2,500
51 CDBG/Home/Hsg Proj -
52 Employment & Training Allocations -
53 RHA Cost Allocation -
4A A87 Cost Plan Reimbursement (3,531,610)
Total Expenditures 194,754,643
30 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
General
Fund
FUND 0001
90 Transfers in from:

General Fund
Operations 16,476,646
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund 86,778
Internal Service Funds
Housing Department
Successor Agency
Housing Authority
Total transfers in 16,563,424
91 Transfers out to:

General Fund
Operations 4,734,752
Special Revenue 3,936,896
Capital Improvements
Debt Service 1,418,372
Enterprise Fund
Internal Service Funds 426,018
Housing Department
Successor Agency
Housing Authority 1,261,082
Garfield Pension 12,408
General Pension 88,077
Total transfers out 11,877,605
Net transfers in/ou
t 4,685,819
Excess/(Deficiency) -
Ending Balance 45,562,126
31 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Planning/Bldging
Transportation Hilltop Marina Bay Cos t
Operations L&L L&L Recovery
FUND 1003 1012 1015 1050
Estimated Beginning Balance 07/01/2022 200,871 309,109 843,235 3,675,154 Revenues
30 Property Tax - 1,091,839 688,858 - 31 Sales Tax - - - - 32 Utility Users Tax - - - - 33 Other Taxes - - - - 34 Licenses, Permits and Fees - - - 6,902,259 35 Fines, Forfeitures and Penalties - - - - 36 Interest and Investment Income - - - - 37 Charges for Services - - - 2,989,592 38 Other Revenues 20,000 - - - 39 Rental Income - - - - 3A State and Local Taxes - - - - 3B Federal Grant Revenue - - - - 3C State Grant Revenue - - - 500,000 3D Other Grant Revenue 859,097 - - - 3H Pension Stabilization Revenue - - - - 60 Proceeds from Sale of Property - - - - 61 Loan/Bond Proceeds - - - - Total Revenues 879,097 1,091,839 688,858 10,391,851 32 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Planning/Bldging
Transportation Hilltop Marina Bay Cos t
Operations L&L L&L Recovery
FUND 1003 1012 1015 1050
Expenditures
40 Salaries and Wages 213,008 511,840 478,364 2,473,701 41 Benefits 230,737 386,386 344,979 1,602,380 42 Professional Services 110,000 45,000 53,503 6,020,078 43 Other Operating 12,900 70,691 78,703 83,406 44 Utilities 2,500 88,000 134,395 9,000 45 Equipment & Contractual Svcs. 19,097 75,000 7,075 11,409 46 Provision for Insurance Loss - - - - 47 Cost Pool 261,260 230,455 194,271 1,985,965 48 Asset & Capital Outlay - - - 1,000 49 Debt Service Expenditures - - - - 50 Grant Expenditures - - - - 51 CDBG/Home/Hsg Proj - - - - 52 Employment & Training Allocations - - - - 53 RHA Cost Allocation - - - - 4A A87 Cost Plan Reimbursement - - - - Total Expenditures 849,502 1,407,372 1,291,290 12,186,939 33 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Planning/Bldging
Transportation Hilltop Marina Bay Cos t
Operations L&L L&L Recovery
FUND 1003 1012 1015 1050
90 Transfers in from:

General Fund 229,115 462,436 1,320,000
Operations
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund
Internal Service Funds
Housing Department 480,000
Successor Agency
Housing Authority
ECIA
Total transfers in - 229,115 462,436 1,800,000 91 Transfers out to:

General Fund
Operations
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund
Internal Service Funds
Housing Department
Successor Agency
Housing Authority
Total transfers out - - - - Net transfers in/ou
t - 229,115 462,436 1,800,000 Excess/(Deficiency) 29,595 (86,418) (139,996) 4,912 Ending Balance 230,466 222,691 703,239 3,680,066 34 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
T
FUND
Estimated Beginning Balance 07/01/2022
Revenues
30 Property Tax
31 Sales Tax
32 Utility Users Tax
33 Other Taxes
34 Licenses, Permits and Fees
35 Fines, Forfeitures and Penalties
36 Interest and Investment Income
37 Charges for Services
38 Other Revenues
39 Rental Income
3A State and Local Taxes
3B Federal Grant Revenue
3C State Grant Revenue
3D Other Grant Revenue
3H Pension Stabilization Revenue
60 Proceeds from Sale of Property
61 Loan/Bond Proceeds
Total Revenues
Employment Operations
& Training Stormwater Total
1205 4006
307,400 318,560 5,654,329
- - 1,780,698
- - -
- - -
- - -
- 75,000 6,977,259
- - -
- - -
- 1,930,296 4,919,888
- - 20,000
- 4,380 4,380
- - -
3,484,752 - 3,484,752
1,186,601 - 1,686,601
2,328,927 - 3,188,024
- - -
- - -
- - -
7,000,280 2,009,676 22,061,601
35 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
T
FUND
Expenditures
40 Salaries and Wages
41 Benefits
42 Professional Services
43 Other Operating
44 Utilities
45 Equipment & Contractual Svcs.
46 Provision for Insurance Loss
47 Cost Pool
48 Asset & Capital Outlay
49 Debt Service Expenditures
50 Grant Expenditures
51 CDBG/Home/Hsg Proj
52 Employment & Training Allocations
53 RHA Cost Allocation
4A A87 Cost Plan Reimbursement
Total Expenditures
Employmen
t Operations
& Training Stormwater Total
1205 4006
1,838,079 109,720 5,624,712
1,462,600 75,431 4,102,513
7,300 1,678,806 7,914,687
69,380 2,500 317,580
9,000 41,250 284,145
508,879 - 621,460
- - -
693,079 118,654 3,483,684
100,000 - 101,000
- - -
4,622,448 - 4,622,448
- - -
2,824 - 2,824
- - -
- - -
9,313,589 2,026,361 27,075,053
36 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
T
FUND
90 Transfers in from:

General Fund
Operations
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund
Internal Service Funds
Housing Department
Successor Agency
Housing Authority
ECIA
Total transfers in
91 Transfers out to:

General Fund
Operations
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund
Internal Service Funds
Housing Department
Successor Agency
Housing Authority
Total transfers out
Net transfers in/ou
t
Excess/(Deficiency)
Ending Balance
Employment Operations
& Training Stormwater Total
1205 4006
2,723,201 4,734,752
-
-
-
-
-
-
480,000
-
-
2,723,201 - 5,214,752
-
-
-
-
-
-
-
-
-
- - -
2,723,201 - 5,214,752
409,892 (16,685) 201,301
717,292 301,875 5,855,630
37 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Secured Emergency Veolia N. Rich. Outside Chevron Special Pension Library Medical Mitigation Waste Mit. Funded Services Hazmat EDA Revolving Modernization Rent Control Encroachments Kids First Public Art ARPA Revenue Override Fund Services Funds Funds Donations Gran t Loan Fund Project Fund Fund Fund Fund Fund Total FUND 1001 1005 1007 1009 1010 1011 1013 1014 1017 1018 1055 1303 1305 1306 Estimated Beginning Balance 07/01/2022 - 417,499 464,016 226,127 279,162 98,959 20,631,055 1,437,194 1,735,271 1,136,790 1,019,298 13,834,443 41,279,814 Revenues
30 Property Tax 17,350,450 - 215,586 - - - - - - - - - - - 17,566,036 31 Sales Tax - - - - - - - - - - - - - - - 32 Utility Users Tax - - - - - - - - - - - - - - - 33 Other Taxes - - - - - - - - - - - - - - - 34 Licenses, Permits and Fees - - - 25,000 124,207 - - - - 3,062,687 838,000 - 200,000 - 4,249,894 35 Fines, Forfeitures and Penalties - - - - - - - - - - - - - - - 36 Interest and Investment Income - - - - - - - - - 14,000 - - - - 14,000 37 Charges for Services - - - - - - - - - - 227,000 - - - 227,000 38 Other Revenues - 2,500 - - - - - 69,000 30,000 - - - - 101,500 39 Rental Income - - - - - - - - - - - - - - - 3A State and Local Taxes - - - - - - - - - - - - - - - 3B Federal Grant Revenue - 44,884 - - - - - - - - - - - 2,770,400 2,815,284 3C State Grant Revenue - 126,222 - - - - - - - - - - - - 126,222 3D Other Grant Revenue - 10,000 - - - - - - 206,842 - - - - - 216,842 3H Pension Stabilization Revenue - - - - - - - - - - - - - - - 60 Proceeds from Sale of Property - - - - - - - - - - - - - - - 61 Loan/Bond Proceeds - - - - - - - - - - - - - - - Total Revenues 17,350,450 183,606 215,586 25,000 124,207 - - - 275,842 3,106,687 1,065,000 - 200,000 2,770,400 25,316,778 38 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Secured Emergency Veolia N. Rich. Outside Chevron Special Pension Library Medical Mitigation Waste Mit. Funded Services Hazmat EDA Revolving Modernization Rent Control Encroachments Kids First Public Art ARPA Revenue Override Fund Services Funds Funds Donations Gran t Loan Fund Project Fund Fund Fund Fund Fund Total FUND 1001 1005 1007 1009 1010 1011 1013 1014 1017 1018 1055 1303 1305 1306 Expenditures
40 Salaries and Wages - - - - - - - - - 1,246,571 403,126 143,632 - - 1,793,329 41 Benefits - 21,146 - - - - - - - 872,288 323,028 154,726 - - 1,371,188 42 Professional Services - 139,259 102,600 100,000 122,375 - 53,400 - 8,880,135 362,085 - 3,623,000 321,000 950,000 14,653,854 43 Other Operating - 14,701 77,000 - 1,000 10,000 - 69,941 60,204 4,700 14,000 - - 251,546 44 Utilities - - - - 1,000 - - - - 500 2,900 - - - 4,400 45 Equipment & Contractual Svcs. - - 80,000 - - - - - 518,000 - - - - - 598,000 46 Provision for Insurance Loss - - - - - - - - - 9,300 - - - - 9,300 47 Cost Pool - - - - - - - - - 184,632 172,555 - - - 357,187 48 Asset & Capital Outlay - 3,000 - - - - - - 1,406,156 - - - - 1,820,400 3,229,556 49 Debt Service Expenditures - - - - - - - - - - - - - - - 50 Grant Expenditures - 5,500 - - - - - - 50,000 - - - - - 55,500 51 CDBG/Home/Hsg Proj - - - - - - - - - - - - - - - 52 Employment & Training Allocations - - - - - - - - - - - - - - - 53 RHA Cost Allocation - - - - - - - - - - - - - - - 4A A87 Cost Plan Reimbursement - - - - - - - - - - - - - - - Total Expenditures - 183,606 259,600 100,000 124,375 - 63,400 - 10,924,232 2,735,580 906,309 3,935,358 321,000 2,770,400 22,323,860 39 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Secured Emergency Veolia N. Rich. Outside Chevron Special Pension Library Medical Mitigation Waste Mit. Funded Services Hazmat EDA Revolving Modernization Rent Control Encroachments Kids First Public Art ARPA Revenue Override Fund Services Funds Funds Donations Gran t Loan Fund Project Fund Fund Fund Fund Fund Total FUND 1001 1005 1007 1009 1010 1011 1013 1014 1017 1018 1055 1303 1305 1306 90 Transfers in from:

General Fund 3,936,896 3,936,896
Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority -
Total transfers in - - - - - - - - - - - 3,936,896 3,936,896 91 Transfers out to:

General Fund 16,476,646 16,476,646
Operations -
Special Revenue -
Capital Improvements -
Debt Service 809,523 809,523
Enterprise Fund - -
Internal Service Funds -
Housing Department -
Police & Fire Pension -
Housing Authority -
Garfield Pension -
General Pension 64,820 64,820
-
Total transfers out 17,350,989 - - - - - - - - - - - 17,350,989
Net transfers in/out (17,350,989) - - - - - - - - - 3,936,896 (13,414,093) Excess/(Deficiency) [1] (539) - (44,014) (75,000) (168) - (63,400) - (10,648,390) 371,107 158,691 1,538 (121,000) - (10,421,174) Ending Balance (539) 417,499 420,002 151,127 278,994 - 35,559 - 9,982,665 1,808,301 1,893,962 1,138,328 898,298 13,834,443 30,858,640 40 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Asset Outside Engineering Road Maint. Capital Outla y
Gas Tax Seizure Grants Grants Fund Fund Measure C/J
FUND 1002 1004 1006 1054 1019 2001 2002
Estimated Beginning Balance 07/01/2022 821,148 326,963 (415,256) (11,784,027) 2,198,952 3,061,487 771,169 Revenues
30 Property Tax - - - - - - - 31 Sales Tax - - - - - - - 32 Utility Users Tax - - - - - - - 33 Other Taxes - - - - - - - 34 Licenses, Permits and Fees - - - - - - - 35 Fines, Forfeitures and Penalties - - - - - - - 36 Interest and Investment Income - - - - - - - 37 Charges for Services - 20,000 - - - - - 38 Other Revenues - - - - - - - 39 Rental Income - - - - - - - 3A State and Local Taxes 3,203,193 - - - 2,510,376 - - 3B Federal Grant Revenue - - - 8,245 - - - 3C State Grant Revenue - - 6,704,833 13,920,623 - - - 3D Other Grant Revenue - - 611,164 580,910 - - 4,292,882 3H Pension Stabilization Revenue - - - - - - - 60 Proceeds from Sale of Property - - - - - - - 61 Loan/Bond Proceeds - - - - - - - Total Revenues 3,203,193 20,000 7,315,997 14,509,778 2,510,376 - 4,292,882 41 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Asset Outside Engineering Road Maint. Capital Outla y
Gas Tax Seizure Grants Grants Fund Fund Measure C/J
FUND 1002 1004 1006 1054 1019 2001 2002
Expenditures
40 Salaries and Wages - - - - - - - 41 Benefits - - - - - - - 42 Professional Services 4,000 - 3,611,939 - 80,000 - 200,000 43 Other Operating - - 7,234 - - - 44 Utilities - - - - - - - 45 Equipment & Contractual Svcs. 850,000 - 302,000 30,000 - - 150,230 46 Provision for Insurance Loss - - - - - - - 47 Cost Pool - - - - - - - 48 Asset & Capital Outlay 1,961,755 20,000 3,759,415 14,479,778 2,315,337 3,061,487 3,436,717 49 Debt Service Expenditures - - - - - - - 50 Grant Expenditures - - 982,251 - - - - 51 CDBG/Home/Hsg Proj - - - - - - - 52 Employment & Training Allocations - - - - - - - 53 RHA Cost Allocation - - - - - - - 4A A87 Cost Plan Reimbursement - - - - - - - Total Expenditures 2,815,755 20,000 8,662,839 14,509,778 2,395,337 3,061,487 3,786,947 42 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Asset Outside Engineering Road Maint. Capital Outla y
Gas Tax Seizure Grants Grants Fund Fund Measure C/J
FUND 1002 1004 1006 1054 1019 2001 2002
90 Transfers in from:

General Fund
Operations
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund
Internal Service Funds
Housing Department
Successor Agency
Housing Authority
Total transfers out - - - - - - - Net transfers in/ou
t - - - - - - - Excess/(Deficiency) 387,438 - (1,346,842) - 115,039 (3,061,487) 505,935 Ending Balance 1,208,586 326,963 (1,762,098) (11,784,027) 2,313,991 - 1,277,104 43 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
FUND
Estimated Beginning Balance 07/01/2022
Revenues
Property Tax
Sales Tax
Utility Users Tax
Other Taxes
Licenses, Permits and Fees
Fines, Forfeitures and Penalties
Interest and Investment Income
Charges for Services
Other Revenues
Rental Income
State and Local Taxes
Federal Grant Revenue
State Grant Revenue
Other Grant Revenue
Pension Stabilization Revenue
Proceeds from Sale of Property
Loan/Bond Proceeds
Total Revenues
Harbor Park Traffic Fire Police Recreation Facility Fee Library Hilltop Impac t Storm Drain Wastewater CIP Fund Impact Fee Impact Fee Impact Fee Impact Fee Impact Fee Parks Impact Fee Fee Impact Fee Impact Fee Total 2007 2110 2111 2113 2114 2115 2116 2117 2118 2119 2120
45,533 155,227 827,924 89,515 580,957 513,506 2,933,763 1,657,170 31,614 798,011 1,467,086 4,080,742 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 20,000 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 5,713,569 - - - - - - - - - - - 8,245 - - - - - - - - - - - 20,625,456 - - - - - - - - - - - 5,484,956 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 31,852,226 44 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
FUND
Expenditures
Salaries and Wages
Benefits
Professional Services
Other Operating
Utilities
Equipment & Contractual Svcs.

Provision for Insurance Loss
Cost Pool
Asset & Capital Outlay
Debt Service Expenditures
Grant Expenditures
CDBG/Home/Hsg Proj
Employment & Training Allocations
RHA Cost Allocation
A87 Cost Plan Reimbursement
Total Expenditures
Harbor Park Traffic Fire Police Recreation Facility Fee Library Hilltop Impac t Storm Drain Wastewater CIP
Fund Impact Fee Impact Fee Impact Fee Impact Fee Impact Fee Parks Impact Fee Fee Impact Fee Impact Fee Total 2007 2110 2111 2113 2114 2115 2116 2117 2118 2119 2120
- - - - - - - - - - - - - - - - - - - - - 55,000 - - - 3,950,939 - - - 89,383 - - - - - - - 96,617 - - - - - - - - - - - - - - 57,419 - - - - - - - - 1,389,649 - - - - - - - - - - - - - - - - - - - - - - - - - 15,000 206,220 - - - 373,264 414,295 - - 794,130 30,837,398 - - - - - - - - - - - - - - - - - - - - - - - 982,251 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 15,000 263,639 89,383 - - 373,264 469,295 - - 794,130 37,256,854 45 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
FUND
Transfers in from:

General Fund
Operations
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund
Internal Service Funds
Housing Department
Successor Agency
Housing Authority
Total transfers out
Net transfers in/ou
t
Excess/(Deficiency)
Ending Balance
Harbor Park Traffic Fire Police Recreation Facility Fee Library Hilltop Impac t Storm Drain Wastewater CIP Fund Impact Fee Impact Fee Impact Fee Impact Fee Impact Fee Parks Impact Fee Fee Impact Fee Impact Fee Total 2007 2110 2111 2113 2114 2115 2116 2117 2118 2119 2120
-
-
-
- - -
-
-
-
-
-
-
- - - - - - - - - - - - -
-
-
- - -
-
-
-
-
-
-
- - - - - - - - - - - - - - - - - - - - - - - - - (15,000) (263,639) (89,383) - - (373,264) (469,295) - - (794,130) (5,404,628) 45,533 140,227 564,285 132 580,957 513,506 2,560,499 1,187,875 31,614 798,011 672,956 (1,323,886) 46 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
2005 99A 2016
TAXBLE PENSION Lease Debt Svc
POBS OBG Revenue Total
FUND 3001 3002 3005
Estimated Beginning Balance 07/01/2022 10,150,329 153,385 1,870,044 12,173,758 Revenues
30 Property Tax 13,052,125 - - 13,052,125 31 Sales Tax - - - - 32 Utility Users Tax - - - - 33 Other Taxes - - - - 34 Licenses, Permits and Fees - - - - 35 Fines, Forfeitures and Penalties - - - - 36 Interest and Investment Income - - - - 37 Charges for Services - - 5,349,070 5,349,070 38 Other Revenues - - - - 39 Rental Income - - - - 3A State and Local Taxes - - - - 3B Federal Grant Revenue - - - - 3C State Grant Revenue - - - - 3D Other Grant Revenue - - - - 3H Pension Stabilization Revenue - - - - 60 Proceeds from Sale of Property - - - - 61 Loan/Bond Proceeds - - - - Total Revenues 13,052,125 - 5,349,070 18,401,195 47 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
2005 99A 2016
TAXBLE PENSION Lease Debt Svc
POBS OBG Revenue Total
FUND 3001 3002 3005
Expenditures
40 Salaries and Wages - - - - 41 Benefits - - - - 42 Professional Services - - - - 43 Other Operating - - - - 44 Utilities - - - - 45 Equipment & Contractual Svcs. - - - - 46 Provision for Insurance Loss - - - - 47 Cost Pool - - - - 48 Asset & Capital Outlay - - - - 49 Debt Service Expenditures 13,052,125 809,023 7,750,938 21,612,086 50 Grant Expenditures - - - - 51 CDBG/Home/Hsg Proj - - - - 52 Employment & Training Allocations - - - - 53 RHA Cost Allocation - - - - 4A A87 Cost Plan Reimbursement - - - - Total Expenditures 13,052,125 809,023 7,750,938 21,612,086 48 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
2005 99A 2016
TAXBLE PENSION Lease Debt Svc
POBS OBG Revenue Total
FUND 3001 3002 3005
90 Transfers in from:

General Fund 809,523 1,418,372 2,227,895 Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority -
Total transfers in - 809,523 1,418,372 2,227,895 91 Transfers out to:

General Fund -
Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority -
Total transfers out - - - - Net transfers in/ou
t - 809,523 1,418,372 2,227,895 Excess/(Deficiency) - 500 (983,496) (982,996) Ending Balance 10,150,329 153,885 886,549 11,190,763 49 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Wastewater Marina Enterprise Fund
Port Enterprise Operations KCRT Total
Operations Operations Operations Operations
FUND 4001 4003 4005 4008
Estimated Beginning Balance 07/01/2022 11,588,088 14,830,208 4,162,408 976,705 31,557,409 Revenues
30 Property Tax - - - - - 31 Sales Tax - - - - - 32 Utility Users Tax - - - - - 33 Other Taxes - - - - - 34 Licenses, Permits and Fees - 36,000 - 1,250,000 1,286,000 35 Fines, Forfeitures and Penalties - 2,000 - - 2,000 36 Interest and Investment Income - - - - - 37 Charges for Services - 26,905,520 - - 26,905,520 38 Other Revenues - - - - - 39 Rental Income 10,348,460 - 450,000 - 10,798,460 3A State and Local Taxes - - - - - 3B Federal Grant Revenue - - - - - 3C State Grant Revenue - - - - - 3D Other Grant Revenue - - - - - 3H Pension Stabilization Revenue - - - - - 60 Proceeds from Sale of Property - - - - - 61 Loan/Bond Proceeds - 20,000,000 - - 20,000,000 Total Revenues 10,348,460 46,943,520 450,000 1,250,000 58,991,980 50 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Wastewater Marina Enterprise Fund
Port Enterprise Operations KCRT Total
Operations Operations Operations Operations
FUND 4001 4003 4005 4008
Expenditures
40 Salaries and Wages 466,228 1,217,321 - 455,280 2,138,829 41 Benefits 267,043 734,156 - 341,209 1,342,408 42 Professional Services 953,121 10,251,945 929,161 58,800 12,193,027 43 Other Operating 12,200 346,346 - 37,721 396,267 44 Utilities 359,600 1,308,323 - 5,727 1,673,650 45 Equipment & Contractual Svcs. 49,000 415,000 - - 464,000 46 Provision for Insurance Loss 40,000 - - 604 40,604 47 Cost Pool 476,163 955,041 - 255,827 1,687,031 48 Capital Improvement Projects 1,250,000 36,310,185 120,000 37,680,185 49 Debt Service Expenditures 4,690,700 7,979,500 206,815 - 12,877,015 50 Grant Expenditures - - - - - 51 CDBG/Home/Hsg Proj - - - - - 52 Employment & Training Allocations - - - - - 53 RHA Cost Allocation - - - - - Total Expenditures 8,564,055 59,517,817 1,135,976 1,275,168 70,493,016 51 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Wastewater Marina Enterprise Fund
Port Enterprise Operations KCRT Total
Operations Operations Operations Operations
FUND 4001 4003 4005 4008
90 Transfers in from:
-
General Fund -
Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority -
Total transfers in - - - - - 91 Transfers out to:

General Fund -
Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund 86,778 86,778
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority -
Total transfers out - - 86,778 - 86,778 Net transfers in/out - - (86,778) - (86,778) Excess/(Deficiency) 1,784,405 (12,574,297) (772,754) (25,168) (11,587,814) Ending Balance 13,372,493 2,255,911 3,389,654 951,537 19,969,595 52 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Internal
Risk Mngmnt Equipmen t Compensated Service
Insurance Replacement Absences Total
FUND 5001 5003 5008
Estimated Beginning Balance 07/01/2022 47,426,465 3,100,141 947,185 51,473,791 Revenues
30 Property Tax - - - - 31 Sales Tax - - - - 32 Utility Users Tax - - - - 33 Other Taxes - - - - 34 Licenses, Permits and Fees - - - - 35 Fines, Forfeitures and Penalties - - - - 36 Interest and Investment Income - - - - 37 Charges for Services 19,184,635 5,120,000 - 24,304,635 38 Other Revenues - - - - 39 Rental Income - - - - 3A State and Local Taxes - - - - 3B Federal Grant Revenue - - - - 3C State Grant Revenue - - - - 3D Other Grant Revenue - - - - 3H Pension Stabilization Revenue - - - - 60 Proceeds from Sale of Property - - - - 61 Loan/Bond Proceeds - - - - Total Revenues 19,184,635 5,120,000 - 24,304,635 53 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Internal
Risk Mngmnt Equipmen t Compensated Service
Insurance Replacement Absences Total
FUND 5001 5003 5008
Expenditures
40 Salaries and Wages 440,821 - - 440,821 41 Benefits 277,397 - - 277,397 42 Professional Services 1,027,700 - - 1,027,700 43 Other Operating 50,500 - - 50,500 44 Utilities - - - - 45 Equipment & Contractual Svcs. - - - - 46 Provision for Insurance Loss 16,740,502 - 16,740,502 47 Cost Pool 533,987 - - 533,987 48 Asset & Capital Outlay 7,000 5,766,000 - 5,773,000 49 Debt Service Expenditures - 326,018 - 326,018 50 Grant Expenditures - - - - 51 CDBG/Home/Hsg Proj - - - - 52 Employment & Training Allocations - - - - 53 RHA Cost Allocation - - - - 4A A87 Cost Plan Reimbursement - - - - Total Expenditures 19,077,907 6,092,018 - 25,169,925 54 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Internal
Risk Mngmnt Equipmen t Compensated Service
Insurance Replacement Absences Total
FUND 5001 5003 5008
90 Transfers in from:

General Fund 426,018 426,018
Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority -
Total transfers in - 426,018 - 426,018 91 Transfers out to:

General Fund -
Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority -
Total transfers out - - - - Net transfers in/ou
t - 426,018 - 426,018 Excess/(Deficiency) 106,728 (546,000) - (439,272) Ending Balance 47,533,193 2,554,141 947,185 51,034,519 55 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Housing Home NSP NSP Successor Housing
Admin CDBG Program (Non-Profit) (City) Agency
FUND 1200 1201 1202 1203 1207 1208
Estimated Beginning Balance 07/01/2022 104,866 1,281,334 384,772 98,760 (107,193) 1,907,101 Revenues
30 Property Tax - - - - - - 31 Sales Tax - - - - - - 32 Utility Users Tax - - - - - - 33 Other Taxes - - - - - - 34 Licenses, Permits and Fees - - - - - - 35 Fines, Forfeitures and Penalties - - - - - - 36 Interest and Investment Income - 26,677 3,689 144 - 30,823 37 Charges for Services - - - - - - 38 Other Revenues 567,110 - - - - 51,541 39 Rental Income - - - - - - 3A State and Local Taxes - - - - - - 3B Federal Grant Revenue - - - - - - 3C State Grant Revenue - - - - - - 3D Other Grant Revenue - - - - - - 3H Pension Stabilization Revenue - - - - - - 60 Proceeds from Sale of Property - - - - 133,664 - 61 Loan/Bond Proceeds - 149,898 - 15,000 - 83,480 Total Revenues 567,110 176,575 3,689 15,144 133,664 165,844 56 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Housing Home NSP NSP Successor Housing
Admin CDBG Program (Non-Profit) (City) Agency
FUND 1200 1201 1202 1203 1207 1208
Expenditures
40 Salaries and Wages 130,042 - - 2,373 - 114,672 41 Benefits 26,296 - - 1,320 - 73,563 42 Professional Services 28,956 19,772 - 9,500 - 200 43 Other Operating 1,909 51 - - 6,753 - 44 Utilities 801 - - - - - 45 Equipment & Contractual Svcs. - - - - - - 46 Provision for Insurance Loss - - - - - - 47 Cost Pool 123,459 26,923 - - - - 48 Asset & Capital Outlay - - - - - - 49 Debt Service Expenditures - - - - - - 50 Grant Expenditures - - - - - - 51 CDBG/Home/Hsg Proj - 935,000 - - - 1,000,000 52 Employment & Training Allocations - - - - - - 53 RHA Cost Allocation - - - - - - 4A A87 Cost Plan Reimbursement - - - - - - Total Expenditures 311,463 981,745 - 13,193 6,753 1,188,435 57 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Housing Home NSP NSP Successor Housing
Admin CDBG Program (Non-Profit) (City) Agency
FUND 1200 1201 1202 1203 1207 1208
90 Transfers in from:

General Fund
Operations
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund
Internal Service Funds
Housing Department
Successor Agency to RCRA
Housing Authority
Housing In Lieu
Total transfers out - - - - - - Net transfers in/ou
t - - - - - - Excess/(Deficiency) 255,648 (805,171) 3,689 1,951 126,911 (1,022,591) Ending Balance 360,514 476,163 388,461 100,711 19,718 884,510 58 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
FUND
Estimated Beginning Balance 07/01/2022
Revenues
Property Tax
Sales Tax
Utility Users Tax
Other Taxes
Licenses, Permits and Fees
Fines, Forfeitures and Penalties
Interest and Investment Income
Charges for Services
Other Revenues
Rental Income
State and Local Taxes
Federal Grant Revenue
State Grant Revenue
Other Grant Revenue
Pension Stabilization Revenue
Proceeds from Sale of Property
Loan/Bond Proceeds
Total Revenues
Cal Home Housing Iron Housing Department
Grant In-Lieu Funds Triangle Total
1209 1302 2125 2126
840,051 2,514,821 (83,187) (166,432) 6,774,893 - - - - - - - - - - - - - - - - - - - - - 568,000 - - 568,000 - - - - - 1,000 566 250 - 63,149 - - - - - - - - - 618,651 - - - - - - - - - - - 300,000 - 300,000 - - - 166,432 166,432 - - - - - - - - - - - - - - 133,664 63,142 - - - 311,519 -
64,142 568,566 300,250 166,432 2,161,415 Housing Capital
Project Fund
59 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
FUND
Expenditures
Salaries and Wages
Benefits
Professional Services
Other Operating
Utilities
Equipment & Contractual Svcs.

Provision for Insurance Loss
Cost Pool
Asset & Capital Outlay
Debt Service Expenditures
Grant Expenditures
CDBG/Home/Hsg Proj
Employment & Training Allocations
RHA Cost Allocation
A87 Cost Plan Reimbursement
Total Expenditures
Cal Home Housing Iron Housing Department
Gran
t In-Lieu Funds Triangle Total
1209 1302 2125 2126
Housing Capital
Project Fund
- 98,803 - - 345,890 - 62,022 - - 163,200 333 15,300 - - 74,061 - - - - 8,712 - - - - 801 - - - - - - - - - - - - - - 150,382 1,150,000 - - 1,150,000 - - - - - - - - - - - 850,000 300,000 - 3,085,000 - - - - - - - - - - - - - - - 333 2,176,125 300,000 - 4,978,047 60 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
FUND
Transfers in from:

General Fund
Operations
Special Revenue
Capital Improvements
Debt Service
Enterprise Fund
Internal Service Funds
Housing Department
Successor Agency to RCRA
Housing Authority
Housing In Lieu
Total transfers out
Net transfers in/ou
t
Excess/(Deficiency)
Ending Balance
Cal Home Housing Iron Housing Department
Grant In-Lieu Funds Triangle Total
1209 1302 2125 2126
Housing Capital
Project Fund
-
-
-
-
-
-
-
-
-
-
-
- - - - - -
480,000 480,000
-
-
-
-
-
-
-
-
-
- 480,000 - - 480,000 - (480,000) - - (480,000) 63,809 (2,087,560) 250 166,432 (3,296,631) 903,860 427,261 (82,937) (0) 3,478,262 61 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Housing
RHA RHA RHA Authority
Public Housing Central Office Capital Fund Total
FUND 4401 Through 4409 4501 4201
Estimated Beginning Balance 07/01/2022 5,713,782 (2,399,676) 429,252 3,743,358 Revenues
Property Tax - - - Sales Tax - - - Utility Users Tax - - - Other Taxes - - - Licenses, Permits and Fees - - - Fines, Forfeitures and Penalties - - - Interest and Investment Income - - - Charges for Services - - - Other Revenues 12,000 - 12,000 Rental Income 650,000 - 650,000 State and Local Taxes - - - Federal Grant Revenue 1,569,286 1,110,141 2,679,427 State Grant Revenue - - - Other Grant Revenue - - - Pension Stabilization Revenue - - - Proceeds from Sale of Property - - - Loan/Bond Proceeds - - - Total Revenues 2,231,286 1,110,141 3,341,427 62 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
RHA RHA RHA Authority
Public Housing Central Office Capital Fund Total
FUND 4401 Through 4409 4501 4201
Expenditures
Salaries and Wages 578,975 38,255 - 617,230 Benefits 449,311 88,354 - 537,665 Professional Services 768,636 - - 768,636 Other Operating 131,075 - 20,000 151,075 Utilities 725,208 - - 725,208 Equipment & Contractual Svcs. 208,700 - - 208,700 Provision for Insurance Loss 63,540 - - 63,540 Cost Pool 120,061 20,374 - 140,435 Asset & Capital Outlay 60,000 - 344,626 404,626 Debt Service Expenditures - - - - Grant Expenditures 517,414 - 467,980 985,394 CDBG/Home/Hsg Proj - - - - Employment & Training Allocations - - - - RHA Cost Allocation - - - - A87 Cost Plan Reimbursement - - - - Total Expenditures 3,622,920 146,983 832,606 4,602,509 63 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
RHA RHA RHA Authority
Public Housing Central Office Capital Fund Total
FUND 4401 Through 4409 4501 4201
Transfers in from:

General Fund 1,114,099 146,983 1,261,082 Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department 277,535 277,535 Successor Agency -
Housing Authority
Total transfers in 1,391,634 146,983 - 1,538,617 Transfers out to:

General Fund -
Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department 277,535 277,535 Successor Agency -
Housing Authority -
Total transfers out - - 277,535 277,535 Net transfers in/ou
t 1,391,634 146,983 (277,535) 1,261,082 Excess/(Deficiency) - - - - Ending Balance 5,713,782 (2,399,676) 429,252 3,743,358 64 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Genral Police & Fire Garfield
Pension Pension Pension Pension
Trusts Trusts Trusts Total
FUND 6050 6051 6052
Estimated Beginning Balance 07/01/2022 1,124,066 8,365,645 219,058 1,343,124 Revenues
30 Property Tax -
31 Sales Tax -
32 Utility Users Tax -
33 Other Taxes -
34 Licenses, Permits and Fees -
35 Fines, Forfeitures and Penalties -
36 Interest and Investment Income -
37 Charges for Services -
38 Other Revenues -
39 Rental Income -
3A State and Local Taxes -
3B Federal Grant Revenue -
3C State Grant Revenue -
3D Other Grant Revenue -
3H Pension Stabilization Revenue -
60 Proceeds from Sale of Property -
61 Loan/Bond Proceeds -
Total Revenues - - -
65 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Genral Police & Fire Garfield
Pension Pension Pension Pension
Trusts Trusts Trusts Total
FUND 6050 6051 6052
Expenditures
40 Salaries and Wages -
41 Benefits -
42 Professional Services -
43 Other Operating -
44 Utilities -
45 Equipment & Contractual Svcs. -
46 Provision for Insurance Loss -
47 Cost Pool -
48 Asset & Capital Outlay -
49 Debt Service Expenditures -
50 Grant Expenditures -
51 CDBG/Home/Hsg Proj -
52 Employment & Training Allocations -
53 RHA Cost Allocation -
4A A87 Cost Plan Reimbursement -
Total Expenditures - - -
66 City of Richmond
FY2022-23 Proposed Comprehensive Budget by Fund
Genral Police & Fire Garfield
Pension Pension Pension Pension
Trusts Trusts Trusts Total
FUND 6050 6051 6052
90 Transfers in from:
-
General Fund 88,077 12,408 100,485 Operations 64,820 64,820
Special Revenue - -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority -
-
-
-
-
-
Total transfers in 152,897 - 12,408 165,305 91 Transfers out to:
-
General Fund -
Operations -
Special Revenue -
Capital Improvements -
Debt Service -
Enterprise Fund -
Internal Service Funds -
Housing Department -
Successor Agency -
Housing Authority
Total transfers out - - - Net transfers in/out 152,897 - 12,408 165,305 Excess/(Deficiency) 152,897 - 12,408 165,305 Ending Balance 1,276,963 8,365,645 231,466 1,508,429 67 City of Richmond
FY 2022-2023
Transfers In / Transfers Out Schedule

TRANSFERS OUT TRANSFERS IN JUSTIFICATION
Operating Transfers Out - General Fund Operating Transfers In 2023 Org-Object Org-Object
01202022-400902 Non-Departmental Activity 326,018$ 50335031-391992 Equipment Services 326,018$ Fire Truck Holman Capital Lease #5 01917090-400902 Non-Departmental Activity 1,418,372$ 30511090-391994 Debt Service-2007 Lease Rev 1,418,372$ 2007 Refunding & Civic Center debt service 01917090-400901 Non-Departmental Activity 229,115$ 11233731-391994 H illtop LMD 229,115$ City contribution to Hilltop Landscaping and Maintenance District 01917090-400901 Non-Departmental Activity 462,436$ 11533931-391994 Marina Bay LMD 462,436$ City contribution to Marina Bay Landscaping and Maintenance District 01917090-400901 Non-Departmental Activity 411,201$ 12571041-391994 Employment & Training 411,201$ Internal service allocation subsidy 01917090-400901 Non-Departmental Activity 75,000$ 12571041-391994-42901 Employment & Training 75,000$ Grants writing and matching 01917090-400901 Non-Departmental Activity 250,000$ 12571041-391991-42070 Employment & Training 250,000$ Contract compliance 01917090-400901 Non-Departmental Activity 7,000$ 12571041-391994-42850 Employment & Training 7,000$ RichmondBuild rental lease with Richmond Housing Authority 01917090-400901 Non-Departmental Activity 100,000$ 50362917-391994 IT Equipment Replacement 100,000$ Computer refresh 01917090-400901 Non-Departmental Activity 3,936,896$ 13371018-391994 Department of Children and Youth 3,936,896$ Funding requirement based on the voter approved Kids First Initiative 01917090-400901 Non-Departmental Activity 758,980$ 44444191-391991 Richmond Housing Authority 758,980$ General Fund subsidy to Richmond Housing Authority -Nevin Plaza Non-Departmental Activity 355,119$ 44545191-391991 Richmond Housing Authority 355,119$ General Fund subsidy to Richmond Housing Authority Nystrom Village 01917090-400901 Non-Departmental Activity 146,983$ 45142391-391991 Richmond Housing Authority 146,983$ General Fund subsidy to Richmond Housing Authority-Central Office 01917090-400901 Non-Departmental Activity 88,077$ 65015090-391991 General Pension 88,077$ General Pension ARC 01917090-400901 Non-Departmental Activity 1,320,000$ 15061219-391991 Reimagin PS Unhoused Intervention Pl a 1,320,000$ Reimagin Public Safety Unhoused Intervention Plan 01917090-400901 Non-Departmental Activity 1,980,000$ 12571041-391994 Reimagin PS Youthworks 1,980,000 $ Reimagin Public Safety Youthworks 01917090-400901 Non-Departmental Activity 12,408 $ 65215090-391991 Garfield Pension 12,408 $ Garfield Pension Total General Fund 11,877,605 $ 11,877,605$
Operating Transfers Out - Other Funds 2023 Operating Transfers In 2023 Org-Object Org-Object
10114090-400902 99A POBS (Fund 3002) 809,523.00 30211090-391992 Debt Service-99A POB 809,523 $ Portion of unfunded accrued actuarial liab ility in Pension Fund 10114090-400904 Secured Pension Override 16,476,646 01917090-391991 Non-Departmental Activity 16,476,646 $ From PTORS to be paid toward pension obligations 40591082-400901 Marina Fund 86,778.00 01369065-391991 Economic Development 86,778 $ Portion of Project Manager's allocated to manage marina projects 42141191-400901 Richmond Housing Authority 277,535.00 44444191-391991 Richmond Housig Authority 277,535 $ RHA Capital Fund subsidy to Nevin Plaza 10114090-400901 Secured Pension Override 64,820.00 65015090-391991 Non-Departmental Activity 64,820 $ General Pension ARC 13235063-400901 Housing In-Lieu 480,000.00 15061219-391991 Reimagin PS Unhoused Intervention 480,000 $ Reimagin Public Safety Unhoused Intervention Total Other Funds 18,195,302.00 Total Other Funds 18,195,302.00 Total Transfers Out 30,072,907.15 Total Transfers In 30,072,907.15 68 City of Richmond
Fiscal Year 202-23 Grants Listing
FY2022-23
Project Code Project Name Grant Source Type Grant Award Budget Public Works
23007 MLK Park Turf Field Local Initiatives Support Corporation and Friends of Recreation O 250,000 234,000 23G06 ATP Quick Build Cycle Track-Cutting Hoffman CA Transportation Commission S 725,000 625,212 23G07 ATP Quick Build Cycle Track-Harbour Way Metropolitan Transmission Commission (MTC) O 325,000 184,300 23006 Boorman Park Revitalization
CA-Department of Parks and Recreation-Statewide Park
Development and Community Revitalization Program 2018 S 4,165,000 3,490,204 23G02 Bridge Preventive Maintenance CA Department of Transportation F 1,903,395 1,875,803 29122 Carlson Crosstown Connections Metropolitan Transmission Commission (MTC) O 500,000 398,410 29125 Greening the Yellow Brick Road California Natural Resources Agency S 4,100,000 351,769 23023 Greenway Rehab & Bike Education Metropolitan Transmission Commission (MTC)-TDA O 100,000 100,000 29103 Harbor Way Improvement MTC -TDA, article 3 S 82,500 82,500 23004 Harbour 8 Park Expansion
CA-Department of Parks and Recreation-Statewide Park
Development and Community Revitalization Program 2018 S 8,500,000 6,194,260 23022 Harbour Way and Wright Avenue Section 130 Federal Highway Administration through Caltrans F/P 1,200,000 1,199,075 29113 Yellow Brick Road FHA-Thru CA- Department of Transportation F/P 6,209,000 8,245 29120 13th Street Complete Street Contra Costa Transportation Authority (CCTA) O 3,669,000 793,870 29110 I-80 Interchange Phase II Contra Costa Transportation Authority (CCTA) O 2,970,000 2,199,012 Total - Public Works - Grants - CIP 34,698,895 17,736,660 Planning & Building
16G02 Local Early Action Planning LEAP O 500,000 500,000 Total - Planning & Building 500,000 500,000
Community Services
20F13 FY17-18 North Richmond Mitigation Fee-BeautificationCommunity Housing Development Corp O 15,600 1,037 25G09 PGE Cooling Centers PGE O 100,000 100,000 25G10 Nevin and Shields Resilence PGE O 100,000 100,000 2AX01 Volunteer Management Plan Bechtel Jr. Grant O 75,000 3,569 Total - Community Services 290,600 204,606
Employment & Training
27G01 Community Challenge EV Readiness California Energy Commission CEC S 154,949 154,949 42113 San Francisco Foundation San Francisco Foundation O 142,677 142,677 42116 Y.H. Soda Foundation Y.H. Soda Foundation O 168,300 168,300 22034 Acoe K-12 Strong Workface State California Department of Education O 47,500 16,909 22194 COVID-19 ER NDWG US. Department of Labor F/P 215,000 30,911 22035 Dislocated Youth Worker US. Department of Labor F/P 250,000 45,697 22128 DOL YouthBUILD 2020 US. Department of Labor F 1,080,000 463,726 22715 Employment Training Panel Employment & Training Panel 13-0179 S 2,061 187,939 22126 English Language Learners CA EDD S 274,300 186,227 22944 EPA Workforce 2019 US Environmental Protection Agency F 200,000 200,000 22856 Prison to Employment Planning CA-Workforce Development Board S 467,225 45,358 22585 SBI High Road Construction Careers California Transportation Commission S 364,500 154,531 22024 STEPS 2021 CA Employment Training Panel S 250,000 172,314 22923 WIOA Youth US. Department of Labor F/P 301,205 40,000 22118 Workforce Accelerator 8.0 US. Department of Labor F/P 150,000 48,155 Total - Employment & Training 4,067,717 2,057,693 69 City of Richmond
Fiscal Year 202-23 Grants Listing
FY2022-23
Project Code Project Name Grant Source Type Grant Award Budget Library
29A49 RPAL Board of State and Community Corrections S 8,000 8,000 29CHS High School Diploma for Adults Richmond Public Library Foundation O 4,000 2,000 Total - Library 12,000 10,000
Office of Neighborhood Safety
2BQ03 CALVIP Board of State and Community Corrections S 1,500,000 565,000 2CB01 ONS/Youth Reinvestment Grant Board of State and Community Corrections S 333,333 335,000 Total - Office of Neighborhood Safety 1,833,333 900,000 Police
19G05 Edward Byrne Justice Grant 2019 Contra Costa County F 68,840 63,333 19G06 Edward Byrne Justice Grant 2020 Contra Costa County F 66,080 60,794 24118 Richmond Police Department Peer Support EnhancementUS. Department of Justice F 100,000 40,000 19G07 Selective Traffic Enforcement State of CA S 235,000 235,000 Total - Police 469,920 399,127
Housing
03D06 CDBG Grant - Public Facility ADA Rehabilitation - Booker T. Anderson F 450,000 485,000 03F06 CDBG Grant - Public Facility ADA Rehabilitation - Parchester Center F/PI 521,883 450,000 07A73 EPA Brownfield Assessment Grant USA. Environmental Protection Agency F 400,000 300,000 Total - Housing 1,371,883 1,235,000
Economic Development
36G03 CA Energy Com Phase II Advance California Energy Commisiion S 345,715 265,715 13G01 CALRecycle Bev Container Payment CA-CalRecycle S 27,482 27,482 36G07 Cannabis Equity Program Implementation Cal Governor's Office of Business S 1,319,360 1,319,360 36G08 CALRecycle sb 1383 Local Assistance State of CA Dept of Resources S 156,235 146,235 43100 Exclusive Right to Negotiate Developers O 41,736
2GI01 I Heart Republic Svc Franchise Solid Waste Franchise Fee O 750,000 1,250,000 23021 Terminal 4 Wharf Removal California State Coastal Conservancy S 4,150,000 3,401,288 Total - Economic Development 6,748,792 6,451,816 Transportation
2AA18 Bike Share Capital Program Metropolitan Transportation Commission O 1,024,000 52,000 38G01 CEC Phase II EV Ready California Energy Commission S 855,380 554,949 38G02 MTC Nystrom Village Hub (MTC) Metropolitan Transportation Commission - Nystrom Village Hub S 347,851 261,646 38G03 On Demand Shuttle CAL START S 1,000,000 900,000 2AA23 Transportation Fund for Clean Air Bay Area Air Quality Management District O 55,000 19,097 Total - Transportation 3,282,231 1,787,692
Grand Total 53,275,371 31,282,593
F=Federal, F/P=Federal Pass thru, F/PI=Federal Program Income, S=State, O=Other 70 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

MAYOR'S OFFICE
Mayor 1.0 1.0 1.0 1.0 1.0
Assistant Admin Analyst 2.0 2.0 2.0 1.9 1.9
Management Analyst II 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 4.0 3.9 3.9

CITY COUNCIL
Councilmember 6.0 6.0 6.0 6.0 6.0
Senior Administrative Analyst 1.0 1.0 1.0
Project Coordinator 1.0 1.0
Total Full-Time Equivalents (FTEs) 7.0 7.0 7.0 7.0 7.0

CITY CLERK'S OFFICE
City Clerk 1.0 1.0 1.0 1.0 1.0
City Clerk Technician 1.0 1.0 1.0 1.0
Deputy City Clerk 2.0 2.0 2.0 2.0 3.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 4.0 4.0 4.0

CITY ATTORNEY'S OFFICE
Admin Services Analyst 1.0 1.0
Assistant City Attorney 2.0 2.0 2.0 2.0
Chief Assistant City Attorney 1.0 1.0 1.0 1.0
City Attorney 1.0 1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0
Office Specialist 1.0 1.0 1.0 1.0 1.0
Senior Assistant City Attorney 6.0 3.0 3.0 3.0 3.0
Supervising Office Assistant 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 10.0 10.0 10.0 10.0 10.0

COMMUNITY POLICE REVIEW COMMISSION
Assistant Administrative Analyst 0.1 0.1 0.1 0.1 0.1
Total Full-Time Equivalents (FTEs) 0.1 0.1 0.1 0.1 0.1

INFORMATION TECHNOLOGY
Business Analyst I 1.0 1.0

1.0 1.0
Cable TV Engineering Support Asst. 1.0
Cable TV Manager 1.0 1.0 1.0 1.0 1.0
Cable TV Programming Coordinator 1.0 1.0 1.0 1.0
Cable TV Production Support Assistant 1.0
Duplicating/Mail Assistant I/II 1.0 1.0 1.0 1.0 1.0
71 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
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

CITY MANAGER'S OFFICE
City Manager 1.0 1.0 1.0 1.0 1.0
Community & Engagement Manager 1.0 1.0 1.0
Executive Assistant to the City Manager 1.0 1.0 1.0 1.0 1.0 Executive Secretary I/II 1.0 1.0 1.0
Management Analyst I/ II 1.0
Sub-total City Manager 3.0 4.0 4.0 3.0 3.0
Transportation Division created in FY20-21; now in Community Services Code Enforcement Superintendent
Management Analyst II
Paratransit Assistant
Paratransit Coordinator
Paratransit Driver
Paratransit Driver Leadworker
Project Manager I
Project Manager I/II
Sub-total Transportation
Total Full-Time Equivalents (FTEs) 3.0 4.0 4.0 3.0 3.0

CHILDREN OF YOUTH
Associate Admin Analyst 1.0 2.0 2.0 1.0
Deputy City Manager 1.0 1.0 1.0 1.0 1.0
Management Analyst I/II 1.0 1.0
Senior Management Analyst 1.0 1.0
Total Full-Time Equivalents (FTEs) 3.0 3.0 3.0 3.0 3.0
72 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/Mgmt Analyst I/II 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)
73 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

FINANCE
Accountant I/II 6.0 7.0 7.0 8.0 8.0
Accounting Assistant I/II 6.0 6.0 6.0 6.0 5.0
Accounting Manager 3.0 3.0 3.0 2.0 2.0
Administrative Services Analyst 1.0
Budget Administrator 1.0 1.0 1.0 1.0 1.0
Budget Analyst l/II 2.0 2.0 2.0 1.0 1.0
Business License Field Inspector 1.0 1.0 1.0 1.0
Business License Specialist 2.0 2.0 2.0 2.0 2.0
Buyer I/II 1.0 1.0 1.0 1.0 1.0
Deputy Director of Finance 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0
Director of Finance 1.0 1.0 1.0 1.0 1.0
Payroll Coordinator 2.0 2.0 2.0 2.0 2.0
Payroll Supervisor 1.0 1.0 1.0 1.0
Payroll Manager 1.0
Senior Accountant 3.0 3.0 3.0 3.0 3.0
Senior Budget Analyst 1.0 1.0 1.0 1.0
Senior Buyer 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 30.0 33.0 33.0 33.0 32.0 74 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 POLICE
SWORN
Asst Police Chief 1.0 1.0 1.0 1.0 1.0
Police Captain 3.0 3.0 3.0 3.0 3.0
Police Chief 1.0 1.0 1.0 1.0 1.0
Police Lieutenant 8.0 8.0 8.0 8.0 8.0
Police Officer 114.0 107.0 107.0 107.0 107.0
Police Officer Trainee 7.0 2.0 2.0 2.0 2.0
Police Sergeant 23.0 23.0 23.0 23.0 23.0
Sub-total Sworn 157.0 145.0 145.0 145.0 145.0

NON-SWORN
Administrative Aide 2.0 2.0 2.0 2.0 2.0
Administrative Trainee
Assistant Police Property Technician 1.0 1.0 1.0 1.0 1.0 Administrative Service Analyst 1.0 1.0 1.0 1.0 1.0
CCTV Wireless & Systems Specialist 1.0 1.0 1.0 1.0 1.0
Civilian Admin Manager 1.0 1.0 1.0

1.0 Code Enforcement Officer I/II 1.0
Community Services Officer 2.0 2.0 2.0 2.0
Communications Call Taker 1.0
Communications Dispatcher I/II/III 16.0 17.0 17.0 17.0 17.0 Communications Manager 1.0 1.0 1.0 1.0 1.0
Communications Shift Supervisor 4.0 4.0 4.0 4.0 4.0
Crime Analysis Technician 1.0 1.0 1.0 1.0
75 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Crime Analyst 1.0 1.0 1.0 1.0 1.0
Crime Prevention Manager 1.0 1.0 1.0 1.0 1.0
Crime Prevention Specialist 1.0 1.0 1.0 1.0 1.0
Crime Scene Technician 3.0 3.0 3.0 3.0 3.0
Jailer 6.0 6.0 6.0 6.0 6.0
Network and Systems Specialist I/II 2.0 2.0 2.0 2.0 2.0 Office Assistant I/II 1.0 1.0 1.0 1.0 1.0
Parking Enforcement Representative 4.0 3.0 3.0 3.0 3.0
Police Property Technician 1.0 1.0 1.0 1.0 1.0
Police Records & Property Mgr. 1.0 1.0 1.0 1.0 1.0
Police Records Specialist 9.0 9.0 9.0 9.0 9.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Public Information Officer 1.0 1.0 1.0 1.0
Public Safety Technology Supervisor 1.0 1.0 1.0 1.0 1.0 Senior Accountant 1.0 1.0 1.0 1.0 1.0
Systems Administrator 1.0 1.0 1.0 1.0 1.0
Sub-total Non-Sworn 62.0 65.0 65.0 65.0 65.0
Total Full-Time Equivalents (FTEs) 219.0 210.0 210.0 210.0 210.0 FIRE
SWORN
Fire Chief 1.0 1.0 1.0 1.0 1.0
Battalion Chief 4.0 4.0 4.0 4.0 4.0
Deputy Fire Chief 1.0 1.0 1.0 1.0 1.0
Deputy Fire Marshal 1.0 1.0 1.0 1.0 1.0
Fire Captain 24.0 24.0 24.0 24.0 24.0
Fire Engineer

25.0 24.0 24.0 24.0 24.0
Fire Fighter 28.0 30.0 30.0 30.0 30.0
Fire Inspector I/II 3.0 3.0 3.0 3.0 3.0
Fire Marshal 1.0 1.0 1.0 1.0 1.0
Sub-total Sworn 88.0 89.0 89.0 89.0 89.0
76 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

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

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
77 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
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
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

CAPITAL IMPROVEMENT/RIGHT-OF-WAY MAINTENANCE IS NOW PUBLIC WORKS PUBLIC WORKS (Water Resource Recovery)
Administrative Aide 1.0 1.0 1.0 1.0 1.0
Admin Services Analyst 1.0 1.0 1.0 1.0 1.0
Deputy Director of Public Works - City Engineer 1.0 1.0 1.0 1.0 Director of Water Resource Recovery 1.0
Engineering Infrastructure Administrator 1.0 1.0 1.0 1.0 1.0 Environmental Compliance Inspector 3.0 2.0 3.0 3.0 3.0
Environmental Services Manager 1.0 1.0 1.0 1.0 1.0
Project Manager I/II 1.0 1.0 1.0 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0 1.0
Senior Environmental Inspector 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 10.0 10.0 11.0 11.0 11.0 COMMUNITY DEVELOPMENT (Code Enforcement, Housing, and Planning & Building Services) Administrative Aide 1.0 1.0 1.0 1.0 1.0
Associate Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Building Inspector 1.0 1.0 1.0 1.0
Building Inspector Supervisor 1.0 1.0 1.0 1.0 1.0
Building Official 1.0 1.0 1.0 1.0 1.0
Code Enforcement Manager 1.0 1.0 1.0 1.0
Code Enforcement Officer I/II 6.0 7.0 7.0 7.0 7.0
Code Enforcement Superintendent 1.0
Deputy Building Official 1.0 1.0 1.0 1.0
78 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Director of Community Development 1.0 1.0 1.0 1.0 1.0
Housing Manager 1.0 1.0 1.0
Industrial Building Inspector 1.0 1.0 1.0 1.0 1.0
Permit Technician I/II 4.0 4.0 4.0 4.0 4.0
Plan Checking Engineer 2.0 1.0 1.0 1.0 1.0
Planner I/II 1.0 2.0 3.0 3.0 3.0
Planning Manager 1.0 1.0 1.0 1.0 1.0
Planning Technician I/II 1.0
Senior Accountant 1.0 1.0 1.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0 1.0 1.0
Senior Building Inspector 4.0 4.0 4.0 4.0 4.0
Senior Planner 3.0 3.0 4.0 4.0 4.0
Total Full-Time Equivalents (FTEs) 31.0 33.0 36.0 36.0 36.0 HOUSING Is now in Community Development
Development Project Manager I/II 1.8 1.0
Senior Admin Analyst 1.0 1.0
Total Full-Time Equivalents (FTEs) 2.8 2.0
COMMUNITY SERVICES (Library)
Administrative Librarian 2.0 2.0 2.0 2.0 2.0
Administrative Services Analyst 1.0 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0 1.0 1.0

1.0 1.0 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0 1.0
Family Literacy Specialist 1.0 1.0 1.0 1.0 1.0
Learning Center Manager I/II 1.0 1.0 1.0 1.0 1.0
Librarian I/II 7.0 7.0 7.0 8.0 8.0
Library & Cultural Services Director 1.0
Library Assistant I/II 6.0 6.0 6.0 6.0 6.0
Library Associate 2.0 2.0 2.0 2.0 2.0
Library Information Systems Support Technician 1.0 1.0 1.0 1.0 1.0 Literacy Program Manager 1.0 1.0 1.0 1.0 1.0
Office Assistant I/II 0.7 0.7 0.7 0.7 0.7
Senior Library Assistant 2.0 2.0 2.0 2.0 2.0
Volunteer Tutor/Learner Coordinator 3.0 3.0 3.0 3.0 3.0 Total Full-Time Equivalents (FTEs) 30.7 30.7 30.7 31.7 31.7 COMMUNITY SERVICES (Office of Neighborhood Safety)
Deputy Director of Community Services - Library
79 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Admin Aide 1.0 1.0 1.0
Accounting Assistant 1.0 1.0 1.0
Deputy Director - ONS 1.0 1.0 1.0
Neighborhood Change Agents 5.0 5.0 11.0 11.0 11.0
ONS Field Coordinator 2.0 2.0 2.0
ONS Program Manager 1.0 1.0 1.0 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0 1.0
Recreation Program Coordinator 1.0 1.0
Total Full-Time Equivalents (FTEs) 8.0 8.0 18.0 18.0 18.0 COMMUNITY SERVICES (Recreation)
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 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
80 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23
Project Coordinator 1.0 1.0 1.0 1.0
Senior Accountant 1.0 1.0 1.0
Senior Employment Program Specialist 1.0 1.0 2.0 2.0 2.0 Total Full-Time Equivalents (FTEs) 19.0 21.0 22.0 22.0 22.0 COMMUNITY SERVICES (Transportation)
Management Analyst I/II 1.0
Paratransit Assistant 1.0
Paratransit Driver 2.0 2.0 2.0 2.0 2.0
Paratransit Driver Leadworker 1.0 1.0 1.0 1.0 1.0
Project Manager I/II 2.0 2.0 2.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 7.0 5.0 5.0 5.0 5.0

RENT CONTROL
Administrative Aide 3.0 3.0 3.0 3.0 3.0
Assistant Admin Analyst 1.0 1.0 1.0 1.0 1.0
Deputy Director Rent Program 1.0 1.0 1.0 1.0 1.0
Executive Director Rent Program 1.0 1.0 1.0 1.0 1.0
Hearing Examiner Rent Program 1.0 1.0 1.0 1.0 1.0
Rent Board General Counsel 1.0 1.0 1.0 1.0
Rent Program Analyst I/II 3.0 2.0 2.0 2.0 2.0
Senior Management Analyst 1.0 1.0 1.0 1.0
Staff Attorney Rent Program 2.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents(FTEs) 12.0 12.0 12.0 12.0 12.0 GRAND TOTAL ALL DEPARTMENTS 680.0 693.2 706.2 706.1 710.9 81 THIS PAGE IS INTENTIONALLY LEFT BLANK
82 Mayor’s Office
FY2022-23 Budget

Mission:

To serve the best interests of Richmond residents by providing leadership to enhance quality of life, ensure public services, and promote strong civic and community engagement.

The Charter designates the mayor as the “chief elected officer and ceremonial head of the City, responsible for providing civic leadership and taking issues to the people, and marshalling public interest in and support for municipal activity. The Mayor shall be concerned with the general development of the community and the general level of City services and activity programs and may develop and inform City residents of policies and programs which he or she believes are necessary for the welfare of the City.” (Charter of the City of Richmond, Article III-A Sec.2.)

Strategic Priorities
The mayor, supported by the Mayor’s Office staff, carries out the specific responsibilities described in the Charter, and endeavors to advance community development goals through the creation and strengthening of policies and programs by:

1. Serving as leadership on numerous local, regional, state and national boards and commissions, including the West Contra Costa Transportation Advisory Committee, Contra Costa Transportation Authority, Bay Conservation and Development Commission, Local Agency Formation Commission, Association of Bay Area Governments, MCE Clean Energy, Resilient By Design, Local Government Commission, League of California Cities, Contra Costa Mayors Conference, West County Mayors and Supervisors, and U.S. Conference of Mayors. The mayor’s active participation in all of these bodies, which involved travel prior to COVID -19 and may again require physical travel, provide opportunities to push funding and public policy initiatives in Richmond’s favor, raise Richmond’s national profile and share successful policy experience for Richmond’s benefit.

2. Drafting ordinances, resolutions, policy documents, and other legislative items for City Council approval.

3. Making appointments to City of Richmond boards, commissions and committees.

4. Maintaining an external communications presence for the city, such as the management of public social media accounts and engagement with traditional news media, to keep residents informed on various happenings in Richmond, and to promote the community and businesses.

5. Providing awards and recognitions for notable accomplishments, initiatives, and occasions that are significant to the Richmond community.

6. Fielding constituent casework requests and helping to resolve them through the appropriate channels of follow-up.

7. Providing support for grant and award applications by the City and community organizations.

8. Coordinating major celebrations and special events for the City or Richmond and representing the City at such events.

9. Engaging county, regional, state and federal officials to advocate for issues of importance to Richmond, including testifying before legislative bodies.

10. Collaborating with city staff and local agencies to enhance partnerships, plan meetings, improve public outreach, and address local challenges.
83 Mayor’s Office
FY2022-23 Budget

Strategic Priorities
Mayor Tom Butt’s broad priorities are focused around issues of importance to the people of Richmond that require action locally and globally. They are all part of fulfilling the mayor’s role as the ceremonial head of the city and are relevant to City’s public service responsibilities.

1) Business, Jobs and Economic Development:
a. Helping residents, business operators, and other community stakeholders recover from the economic impacts of COVID-19. b. Promoting new residential and commercial development to advance the City’s long- term strategic plans including the recently entitled Point Molate and Campus Bay developments, the downtown corridor, and other priority sites. c. Conducting Business Roundtables to highlight investment and improve the city’s connection to the business community. d. Supporting development of major housing sites with high-density mixed-use projects. e. Leveraging public transit resources to expand services and solve connectivity issues that impact employees and residents. f. Advocating for investments in public infrastructure and gaining commitments from agencies and business groups. g. Marketing Richmond’s assets and distinguishing qualities through branding strategies in order to boost interest in development, tourism, and attract residents.

2) Environment and Sustainability:
a. Supporting the City’s Climate Action Plan goals through renewable energy policies and partnerships with external partners, such as MCE Clean Energy.
b. Strengthening policies and programs to reduce plastic waste and prevent contamination of our open space and waterways. c. Developing regulations and advocating for decisions that protect residents from public nuisances like noise aggravations and light pollution, including advocacy for Richmond on the Oakland Airport-Community Noise Management Forum. d. Demanding accountability and health/safety regulations for industrial sources of pollution and supporting action at all level s of government.
e. Advancing the expansion and improvements to the Bay Trail, Richmond Greenway and bicycle/pedestrian infrastructure that promote healthy living and accessibility for all.
f. Increasing awareness and supporting implementation of projects funded by the Chevron Environmental & Community Investment Agreement.
g. Supporting Richmond’s neighborhood beautification, place-making and social programs.

3) Equity and Quality of Life:
a. Developing strategies and seeking opportunities to increase services for Richmond’s homeless population. b. Nominating residents and community members who are representative of city’s diverse backgrounds to boards and commissions to advance equity in civic engagement opportunities.
c. Raising funds and distributing grants to youth sports and other local organizations through the Mayor’s Community Fund. d. Supporting crime prevention efforts and promoting participation in community initiatives that create stronger connections between law enforcement, social services, and residents.
84 Mayor’s Office
FY2022-23 Budget
e. Increasing support for the Richmond Promise to create pathways for residents to earn degrees in higher education and enter careers, including engagement in the National League of Cities’ Community of Practice on Post-Secondary Basic Needs. f. Developing sidewalk maintenance and inspection policies to improve safety and accessibility for families and residents living with disabilities.
g. Researching and advocating for ways to strengthen the City’s finances in order to provide improved public services. h. Hosting Mayor’s Office events and helping promote and coordinate major city events.

85 MAYOR'S OFFICE

PROGRAM ORGANIZATIONAL CHART
* Develops and Supports
Healthy and Sustainable
Policies and Programs for
Richmond Communities
Department Partnerships
* Appointments to
* Leadership
Mayor's Office
Development
* Budget and Policy
* Represents City at
Regional, State and
National Organizations
Commissions and
* Leads and Fosters
Community and City

Committees
86 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

MAYOR'S OFFICE
Mayor 1.0 1.0 1.0 1.0 1.0
Assistant Admin Analyst 2.0 2.0 2.0 1.9 1.9
Management Analyst II 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 4.0 3.9 3.9
87 Tom Butt
Mayor
(1)
Management Analyst II
(1)
Mayor’s Office

Proposed FTE = 3.9
Mayor’s Office
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.

New Position
Reclassification
Assistant Admin Analyst
(1.9)
88 Thru Mar -2022

REVENUE
General Fund-0001 434,173 434,173 339,171 584,820 117,175 27% TOTAL SOURCES BY FUND 434,173 434,173 339,171 584,820 117,175 27% Salaries 269,735 294,468 206,084 290,056 (4,412) -1% Benefits 252,401 248,268 198,380 255,823 7,555 3% Professional Services 14 16,100 2,000 16,100 - 0% Other Operating Expenses 221 2,400 1,603 2,400 - 0% Utilities 1,368 1,250 2,236 1,250 - 0% Equipment & Contract Services - -
Provision for Insurance Loss - -
Cost Pool 18,277 18,277 13,708 19,191 914 5% Asset/Capital Outlay - -
A87 Cost Plan Reimbursement (107,844) (113,118) (84,839) - 113,118 -100% Grant Expenditures - -
TOTAL USES BY TYPE 434,173 467,645 339,171 584,820 117,175 25% Office of the Mayor (Admin)-01101011 434,173 467,645 339,171 584,820 117,175 25% TOTAL USES BY ORG CODE 434,173 467,645 339,171 584,820 117,175 25% % Chg From
FY21-22

USES BY TYPE

USES BY ORG CODE
Mayor's Office-10

TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
89 THIS PAGE IS INTENTIONALLY LEFT BLANK
90 City Council
FY2022-23 Budget
Mission:

The City Council establishes comprehensive goals and objectives for the City; provides leadership in establishing policies for the conduct of municipal affairs; formulates priorities for allocation of City resources; supports special legislative bodies; represents the City at local, regional, state, and nation-wide org anizations; and holds regularly scheduled meetings, hearings, and study sessions to receive community input and conduct business in a public forum.

FY2022-23 Goals
Promote a Safe and Secure Community
• Reduce crime through effective programming and policy implementation. • Strengthen communication with the public to assist with navigating city services. • Support youth programs and services that enhance public safety. • Create programs that effectively serve the residents with various emergency and safety issues.

Promote Effective Government
• Strategize on methods to mitigate deficits, increase revenue and maintain a balanced budget. • Support the City Manager and Department Heads in maximizing services and resources to the residents of Richmond.
• Support staff to design strategies to improve the city’s credit rating to increase chances for better loan and bond opportunities.
• Support efforts to enhance and diversity the boards and commissions. • Explore and take action to improve staffing levels and morale.

Environment, Health Equity, and Sustainable Communities • Support the initiatives of the Government Alliance on Race and Equity, Health in All Policies and other equity and inclusion initiatives to advance equity.
• Improve efforts to address homelessness and unstable housing.

91 City Council
FY2022-23 Budget
FY2021-22 Accomplishments
Promote Sustainable Communities
• Continued to protect tenants from eviction during the COVID-19 pandemic • Maintained City Services and COVID-19 protocols during the pandemic

Promote Effective Government
• Adopted over 214 resolutions
• Adopted over 21 Ordinances
92 CITY COUNCIL'S OFFICE

PROGRAM ORGANIZATIONAL CHART

CITY COUNCIL
▪ Formulates Priorities
▪ Represents City at Local, Regional & Nation-wide Organizations ▪ Allocation of Resources & Policy Development
▪ Conducts regularly scheduled meetings, hearings, and study sessions to receive citizens'' input
▪ Coordination between Departments & Community
▪ Support initiatives of Government Alliance on Race and Equity (GARE) 93 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

CITY COUNCIL
Councilmember 6.0 6.0 6.0 6.0 6.0
Senior Administrative Analyst 1.0 1.0 1.0
Project Coordinator 1.0 1.0
Total Full-Time Equivalents (FTEs) 7.0 7.0 7.0 7.0 7.0
94 Councilmember
(1)
Mayor

Project Coordinator
(1)
Councilmember
(1)
Councilmember
(1)
Councilmember
(1)
Councilmember
(1)
Proposed FTE = 7
City Council
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.

New Position
Reclassification
Councilmember
(1)
95 Thru Mar -2022
General Fund-0001 320,220 456,561 258,254 609,055 152,494 34% Emergency Operations & Disaster-1304 34,325 - - TOTAL SOURCES BY FUND 354,545 456,561 258,254 609,055 152,494 34% Salaries 199,517 312,384 172,683 298,872 (13,512) -4% Benefits 217,784 212,364 165,781 217,790 5,426 3% Professional Services 42,381 37,050 6,098 39,550 2,500 7% Other Operating Expenses 12,509 18,600 7,452 18,600 - 0% Utilities 1,191 1,100 841 1,100 - 0% Cost Pool 30,422 30,422 22,817 31,943 1,521 5% Asset/Capital Outlay - 1,200 - 1,200 - 0% A87 Cost Plan Reimbursement (149,260) (156,559) (117,419) - 156,559 -100% TOTAL USES BY TYPE 354,545 456,561 258,254 609,055 152,494 33% Council/City Council Div-01115011 320,220 444,061 256,967 594,055 149,994 34% Council Member(1) (S-Div)-01115111 2,500 277 2,500 - 0% Council Member(3) (S-Div)-01115311 2,500 2,500 - Council Member(4) (S-Div)-01115411 2,500 910 2,500 - 0% Council Member(5) (S-Div)-01115511 - - - Council Member(6) (S-Div)-01115611 2,500 100 2,500 - 0% Council Member(7) (S-Div)-01115711 2,500 2,500 - 0% Council Member(8) (S-Div)-01115811 2,500 2,500 - 0% Emergency Ope & Distr/City Council-13411511 34,325 - - - TOTAL USES BY ORG CODE 354,545 456,561 258,254 609,055 152,494 34%

SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)

USES BY TYPE

USES BY ORG CODE
City Council-11

TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
% Chg From
FY21-22
96 CITY CLERK’S OFFICE
Fiscal Year 2022-23

WHAT WE DO
• Accept and immediately process the following documents upon receipt: public records requests, claims against the City, subpoenas, and boards and commissions applications for appointment and reappointment. ● Election Official – redistricting, and election administration  Responsible for updating and maintaining city ordinances and codes; providing access to legislative meeting information, receive statements of economic interest, campaign and other financial disclosure related filings.  Responsible for staffing City Council meetings, agenda/package preparation, distribution, and publishing.

WHAT WE DID
• Agenda Management and Voting System: Transitioned from SIRE to Escribe new agenda management system by December 31, 2021; redesigned the agenda; improved the staff reports; and the publics ability to comment and view public comments in real time on agenda items during the Council meeting through eComment. • Boards and Commissions: Completed a uniformed Board and Commission Processing Manual and it was adopted by the City Council on April 27, 2021.

The handbook is subject to change/modification for clarification; latest modification March 1, 2022. A copy of the latest manual may be found at:
http://www.ci.richmond.ca.us/256/Boards-and-Commissions • DocuSign: Launched on July 9, 2021, electronic signing of contracts. • Public Records Request: Finalized a policy and procedures for public records request process and took full responsibility for administration effective June 7, 2021. ● Redistricting: Contracted with NDC to assist with the redistricting process. Held five public hearings and the Clerk’s Office hosted four additional public workshops for redistricting. Map 201 was adopted by City Council April 5, 2022.

WHAT WE PLAN TO DO
• DocuSign: To launched electronic signing of resolutions, ordinances, and minutes. ● Elections: Prepare for the November 8, 2022, general election. This requires producing up to date forms and information regarding election laws, procedures to run for office, updating the website, etc.

APPROXIMATELY:
4,000 REQUESTS FOR RECORDS PER YEAR

“When emplo yees a re recognized by officials, management, and the citizens of Richmond for their dedication, hard work , and collaboration to improve services provided by the City is very inspiring.”
97 DEPARTMENT

DIVISION ENTERED HERE IF APPLICABLE
Fiscal Year 2022-23
• Escribe: To complete the full migration of City Council documents and videos to Escribe by June 2022. • Public Records Request: Due to the numerous requests received on a daily basis, in collaboration with IT/City Attorney’s Office, we will purchase records management software.. A management software will give the Clerk’s Office a boost on compliance regulations and to improve our management and response efforts. • Passport Program: Restart Passport services in approximately July 2022 - by appointment only. All City Clerk’s Office staff, including myself, are passport acceptance agents and continue the required annual certification process and receive updates to new rules and regulations to immediately restart this program when it is safe. • Offer translated City Council agendas

98 Revised: June 16, 2022
CITY CLERK’S OFFICE

PROGRAM ORGANIZATIONAL CHART

• Custodian of legislative history and records • Publish legal notices • Preparation and publishing of agendas and packet • Schedule appeals and regular hearings • Minutes preparation and publishing • Records Management/Retention Schedule • Resolutions – attest/publish • Bid Openings
• Ordinances – attest/publish • Codification and Maintenance of Municipal Code • Contracts/Agreement execute/publish • Research Service • Elections Official • Administers Public Information Requests • Record deeds, street vacations, liens with County Recorder • Accepts claims against the City of Richmond • Attestations • Administers Oaths of Office
• Accepts subpoenas, summons, etc. • Fair Political Practice Commission Filings (FPPC) • Passport Acceptance Facility – process passport applications • Staff City Council Meetings • Approves requests for use/rental of the City Council
Chambers
• Monitor and track terms, absences, and resignations of Boards and Commissions

City Clerk
99 Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

CITY CLERK'S OFFICE
City Clerk 1.0 1.0 1.0 1.0 1.0
City Clerk Technician 1.0 1.0 1.0 1.0
Deputy City Clerk 2.0 2.0 2.0 2.0 3.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 4.0 4.0 4.0
100
City Clerk
(1)
Deputy City Clerk
(3)
Proposed FTE = 4
City Clerk’s Office
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos .

New Position
Reclassification
101
Thru Mar -2022

REVENUE
General Fund-0001 861,593 952,723 559,280 1,035,980 83,257 9% Emergency Operation & Disaster-1304 3,017 0%
TOTAL SOURCES BY FUND 864,609 952,723 559,280 1,035,980 83,257 10% Salaries 406,992 444,369 330,563 450,250 5,881 1% Benefits 285,202 278,754 217,080 279,190 436 0% Professional Services 257,421 306,200 80,110 334,100 27,900 9% Other Operating Expenses 8,829 21,800 6,173 20,300 (1,500) -7% Utilities 420 1,500 280 - (1,500) -100% Cost Pool 21,190 21,190 15,893 22,250 1,060 5% A87 Cost Plan Reimbursement (115,445) (121,090) (90,818) (70,463) 50,627 -42% TOTAL USES BY TYPE 864,609 952,723 559,280 1,035,627 82,904 9% City Clerk (Admin)-01141013 861,593 952,723 559,280 1,035,627 82,904 9% Emergency Operation & Disaster-City Clerk-
13414113 3,017 - 0%
TOTAL USES BY ORG CODE 864,609 952,723 559,280 1,035,627 82,904 9%

USES BY ORG CODE
City Clerk-14

TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
% Chg From
FY21-22

USES BY TYPE
102
CITY ATTORNEY’S OFFICE
Fiscal Year 2022-23

WHAT WE DO
▪ Provide timely and high-quality legal services to assist City officials and departments. ▪ Advise the City Council, City Departments, Boards & Commissions, Housing Authority, Municipal Sewer Operations, and the Port.
▪ Render Legal Opinions, Contract Review, Litigation Management, Ordinance and Resolution, Real Estate & Labor Negotiations.

WHAT WE DID
▪ Developed emergency-related ordinances, and review COVID policies and procedures. ▪ Negotiated, multi-year labor MOUs with four bargaining units. ▪ Assisted in drafting and implementation of Measure U Gross Receipts Sales Tax Measure. ▪ Analyzed existing RMC C hapters 12.29 and 12.3 0 and draft ed a new Chapter 12.30 (“Encroachments and Easements”).
▪ Responded to more than 230
subpoenas and 465 Public Records
Act requests.

WHAT WE PLAN TO DO
▪ Streamline the City ’s process for
responding to the growing demand for
Public Records Act requests.
▪ Research and draft Military Equipment
Use Policy.
▪ Provide training opportunities for City Staff and officials.

879
Total number of Legal Opinions
issued in Fiscal Year 21/22
“I lov ed growing up and now working for the city. A city that prides itse lf on supporting the places that have been in the area for decades. One of the most popular is Casper’s Hot Dogs, a great stop to refuel for work in the City Attorney’s Office and it’s been across the street from City Hall Since 1947.”

Crystal Shanklin
Administrative Services Analyst
22 years
“Growing up in Ric hmond, one of my
favorite places to go was the Richmond
Plunge. I lear ned how to swim there and
spent many memorable times ther e with my
family! My father was very civic-minded and
among the many local community
organizations he belonged to , h e was a
member of the Richmond Lions Club for 50+
years until his death in 2021. He would be
so proud to know that I am now working for
the city he spen t so much time giving back
to.”
Zena Battle
Office Specialist
May 2022 New Hire

103
ADMINISTRATION: CITY ADVISORY SERVICES: OPERATIONAL SERVICES:
▪ In-House Attorneys ▪ City Council ▪ Court Appearances ▪ Contract Attorneys ▪ Commissions ▪ Contract Review ▪ Support Staff ▪ Successor Agency ▪ Opinions
▪ Housing Authority ▪ Ordinances
▪ Port ▪ Resolutions
▪ Municipal Sewer District ▪ Code Enforcement

CITY ATTORNEY'S OFFICE

PROGRAM ORGANIZATIONAL CHART

CITY ATTORNEY
104
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

City Attorney
(1)

Administration

Operational
Services

Supervising Office
Assistant
(1)
Administrative
Services Analyst
(1)
Proposed FTE = 10
City Attorney
FY2022-23 Organizational Chart
Sub-Program
Main Program
Existing Pos.

New Position
Reclassification
Office Specialist
(1)
Senior Assistant
City Attorney
(3)
Assistant/Deputy
City Attorney
(2)
Chief Assistant
City Attorney
(1)
106
Thru Mar -2022
General Fund-0001 1,564,521 3,033,034 1,212,990 4,101,445 1,068,411 35% Emergency Operation & Disaster-1304 687 - - TOTAL SOURCES BY FUND 1,565,208 3,033,034 1,212,990 4,101,445 1,068,411 35% Salaries 961,622 1,262,891 734,203 1,485,029 222,138 18% Benefits 557,061 651,957 366,898 725,294 73,337 11% Professional Services 170,357 1,251,666 216,067 2,101,435 849,769 68% Other Operating Expenses 20,736 21,500 12,727 24,750 3,250 15% Utilities 284 - - -
Equipment & Contract Services 544 1,250 267 4,075 2,825 226% Cost Pool 76,143 76,143 57,108 79,950 3,807 5% Asset/Capital Outlay - -
A87 Cost Plan Reimbursement (221,539) (232,373) (174,280) (319,088) (86,715) 37% TOTAL USES BY TYPE 1,565,208 3,033,034 1,212,990 4,101,445 1,068,411 35% City Attorney (Admin)-01151014 1,564,521 3,033,034 1,212,990 4,101,445 1,068,411 35% Emergency Operation & Disaster-City Attorney-
13415114 687 - -
TOTAL USES BY ORG CODE 1,565,208 3,033,034 1,212,990 4,101,445 1,068,411 35%

SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
City Attorney-15

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
107

THIS PAGE IS INTENTIONALLY LEFT BLANK
108

City Manager’s Office

Fiscal Year 2022-23

WHAT WE DO
 Implement City Council directives and communicate regularly to the City Council through weekly reports and regular check-ins
 Collaborate with City departments to develop and implement financial plans and balanced budgets, and determine effective methods to increase revenue generation
 Establish relationships with private and public industries, by active collaborations across other municipalities, governmental agencies, private entities, and local and regional community organizations

WHAT WE DID
 Expansion of “I Heart Richmond” and established an interdepartmental collaboration to ensure city-wide clean-ups and beautification efforts  Prioritization of filling vaccines organization wide
 Established an interdepartmental team for the successful implementation of Measure U gross receipts business tax

$81,000
Total amount awarded in
Neighborhood Public Art Mini Grants
to 13 Projects that require community
engagement.

“I get to work for the City I grew up in. It’s amazing to see the generation before me and the generation after me rise and demonstrate tenacity and resilience.”

Irene Lozano
Executive Assistant to the City Manager
7 years

109

CITY MANAGER’S OFFICE
Fiscal Year 2022-23

WHAT WE PLAN TO DO
 Continue collaborations with internal and external partners to clean-up and beautify the City  Focus on revenue collection
 Continue to support retention and recruitment of City staff  Develop and Implement Special Projects:
o Municipal Identification Card program
o American Rescue Plan Act
o Fiscal Sustainability Plan
o Environmental and Community Investment Agreement

110

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
111

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
112

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
113

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

114

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

115

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

116

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

117

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
118

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

119

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
120

City Manager’s Office, Special Projects

AMERICAN RESCUE PLAN ACT
Fiscal Year 2022-23

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

121

CITY MANAGER’S OFFICE

AMERICAN RESCUE PLAN ACT
Fiscal Year 2022-23

122

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

123

CITY MANAGER’S OFFICE, SPECIAL PROJECTS

ENVIRONMENTAL AND COMMUNITY INVESTMENT AGREEMENT (ECIA) Fiscal Year 2022-23

124

City Manager’s Office, Special Projects

RICHMOND DEPARTMENT OF CHILDREN AND

YOUTH (RDCY)

Fiscal Year 2022-23

WHAT WE DO
 Funder: Fund youth-serving organizations in alignment with the Community Needs Assessment and Strategic Investment Plan (Per Article 15 of the Richmond City Charter)
 Supporter: Provide support to a 15-member Oversight Board (e.g., board recruitment, retention, training, agenda-setting, meeting facilitation, etc.)  Collaborator & Convener: Work with internal and external organizations to discuss service delivery, opportunities for collaboration, training, etc.  Evaluator: Evaluate grantees, the grant process, and the program to document the collective impact of the Fund

WHAT WE DID
 Entered into grant service agreements with awardees and covered six priority areas
 Released the FY 22-23 Request for Proposals
o Finalized and released the RDCY RFP with the total projected amount available for the FY 2022-2023 of ~1.6 million  Participated in local and regional convenings
o Attend bi-monthly Richmond funders meetings and monthly meetings of The Children’s Funding Project and Funding the Next Generation
 Supported Oversight Board at monthly meetings
$1.62
Million
Awarded to 20 youth-serving organizations

“I see myself in the people I work with.”

Patrick Seals
Senior Management Analyst
16 years

125

CITY MANAGER’S OFFICE, SPECIAL PROJECTS

RICHMOND DEPARTMENT OF CHILDREN AND YOUTH
Fiscal Year 2022-23

WHAT WE PLAN TO DO
 Award ~$1.6 million to FY 2022-23 applicants
 Release RFCY FY 2023-24 Request for Proposal
 Host Richmond Fund for Children & Youth Oversight Board retreats  Acquire a grants management software system to support all city -funding initiatives including Love Your Block Grant, ECIA Grant, ECIA Mini-Grant, and Neighborhood Public Art Mini-Grant  Explore opportunities to provide resources and technical assistance to grantees  Strengthen youth internship program
 Explore collaborative grant/funding opportunities
 Begin the FY 2024-2027 Strategic Investment Plan process

126

CITY MANAGER’S OFFICE
Fiscal Year 2022-23

110
▪ Management Oversight of City Departmental Services ▪ Council Communication and Information Provision ▪ Public Administration and Information ▪ City Budget Oversight and Resource Allocation ▪ Agenda Packet Preparation ▪ Policy Research, Implementation and Development ▪ Contract and Grant Administration ▪ Policy Recommendations ▪ Inter-Governmental and Regional Collaboration ▪ Community Relations

CITY MANAGER'S OFFICE

PROGRAM ORGANIZATIONAL CHART

CITY MANAGER
111
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

New Position
Reclassification
Executive Assistant
to the City Manager
(1)
113
Thru Mar -2022
General Fund-0001 557,333 860,706 569,245 780,924 (79,782) -9% Transportation-1003 3,109 - 130 - - - Outside Funded Grants-1006 1,086,066 1,049,662 - - (1,049,662) -100% Veolia-1009 - 100,000 - 100,000 - 0% N. Richmond Mitigation-1010 100,301 124,207 555 124,375 168 0% ECIA-1017 3,748,184 5,520,000 144,210 3,000,000 (2,520,000) -46% Kids First Initiative-1303 47,047 52,627 28,206 25,519 (27,108) -52% Emergency Operation & Disaster-1304 654
TOTAL SOURCES BY FUND 5,542,696 7,707,202 742,346 4,030,818 (3,676,384) -48% Salaries 372,920 583,702 532,312 482,176 (50,136) -9% Benefits 208,704 353,454 167,206 265,530 98,324 59% Professional Services 4,759,569 6,914,287 154,079 3,347,125 3,193,046 2072% Other Operating Expenses 7,596 11,700 5,271 10,200 4,929 94% Utilities 2,845 2,000 1,597 1,000 (597) -37% Equipment & Contract Services 201 200 122 200 78 64% Cost Pool 100,038 100,038 75,027 105,040 30,013 40% Asset/Capital Outlay 11,805 (168) 241 0 (241) -100% A87 Cost Plan Reimbursement (245,982) (258,011) (193,508) (180,453) 13,055 -7% Grant Expenditures 0 0 - -
Transfer Out 325,000 0 -
TOTAL USES BY TYPE 5,542,696 7,707,202 742,346 4,030,818 (3,676,384) -48%

USES BY TYPE
%
C
h
% Chg From
FY21-22

SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
City Manager's Office-13

TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
114
Thru Mar -2022
%
C
h
% Chg From
FY21-22
City Manager's Office-13

TOTAL BUDGET - HISTORICAL COMPARISON
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
FY2022-23
Budget
$ Chg From
FY21-22
Administration-01131013 551,415 860,706 566,707 780,924 (79,782) -9% Environmental-01132713 3,586 1,508 - - City Manager Transportation-01135013 2,333 1,030 - Transportation Operations-10335013 1,368 130 - - Parking Management-10335913 1,741 - -
Outside Funded Grants-10632713 1,086,066 1,049,662 (1,049,662) -100% Veolia-10932813 0 100,000 100,000 - 0% North Richmond Environmental-11032713 30,000
North Richmond Mitigation-11032913 70,301 124,207 555 124,375 168 0% ECIA-11731013 3,748,184 5,520,000 144,210 3,000,000 (2,520,000) -46% Kids First Initiative-13331013 47,047 52,627 28,206 25,519 (27,108) -52% Emergency Operation & Disaster-City
Manager-13413113 654
Capital Outlay-20131031 0 - -
TOTAL USES BY ORG CODE 5,542,696 7,707,202 742,346 4,030,818 (3,676,384) -48%

USES BY ORG CODE
115

THIS PAGE IS INTENTIONALLY LEFT BLANK
116

DEPARTMENT OF CHILDREN AND YOUTH
Fiscal Year 2022-23

WHAT WE DID
 Entered into grant service agreements with awardees and covered six priority areas
 Released the FY 22-23 Request for Proposals
o Finalized and released the RDCY RFP with the total projected amount available for the FY 2022-2023 of ~1.6 million
 Participated in local and regional convenings
o Attend bi-monthly Richmond funders meetings and monthly meetings of The Children’s Funding Project and Funding the Next Generation  Supported Oversight Board at monthly meetings
$1.62
Million
Awarded to 20 youth-serving organizations

“I see myself in the people I work with.”

Patrick Seals
Senior Management Analyst
16 years

117

DEPARTMENT OF CHILDREN AND YOUTH
Fiscal Year 2022-23

118

CITY MANAGER'S OFFICE

PROGRAM ORGANIZATIONAL CHART

DEPARTMENT OF CHILDREN AND YOUTH
▪ Providing support to the Oversight Board (e.g. assist with board recruitment, retention development, training, agenda, setting, meeting facilitation, etc.) ▪ Collaboration with various governmental, faith-based, CBOs, philanthropy and community organizations to support work in the community and ensure that children and youth needs are met
▪ Establishment of Department of Children and Youth and Administration of grant program in alignment with Measures E & K and Board direction
▪ Develop and implement a process to evaluate and / or support the evaluation of grantees, the grant process, collaborative work with other entities, and the program. ▪ Develop and administer the grant program in alignment with the Community Needs Assessment and Strategic Investment Plan
119
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

CHILDREN OF YOUTH
Associate Admin Analyst 1.0 2.0 2.0 1.0
Deputy City Manager 1.0 1.0 1.0 1.0 1.0
Management Analyst I/II 1.0 1.0
Senior Management Analyst 1.0 1.0
Total Full-Time Equivalents (FTEs) 3.0 3.0 3.0 3.0 3.0
120
Deputy City Manager
Internal Services
(1)
Deputy City Manager
Internal Services
(1)
Management Analyst
I/II
(1)
Management Analyst
I/II
(1)
Proposed FTE = 3Proposed FTE = 3
Department of Children & Youth
FY2022-23 Organizational Chart
Sub-Program
Main ProgramExisting Pos.

New Position
Reclassification
Senior Management
Analyst
(1)
Senior Management
Analyst
(1)
121
Thru Mar -2022
General Fund-0001 247,152 443,343 306,846 378,071 (65,272) -15% Chevron ECIA-1017 1,021,469 1,608,030 415,955 1,658,805 50,775 3% Dept. of Children & Youth Services-1303 282,081 1,667,030 15,278 3,909,839 2,242,809 135% Emergency OPE & Disaster Recovery-1304 8,262 0 - - TOTAL SOURCES BY FUND 1,558,965 3,718,403 738,079 5,946,715 2,228,312 60% Salaries 233,166 300,105 200,027 365,013 64,908 32% Benefits 157,706 203,895 108,662 251,997 48,102 44% Professional Services 866,751 2,625,719 245,450 4,813,205 2,187,486 891% Other Operating Expenses 3,365 17,400 2,429 15,500 (1,900) -78% Utilities 1,000 1,000 -
Equipment & Contract Services 297,976 571,284 181,511 500,000 (71,284) -39% TOTAL USES BY TYPE 1,558,965 3,718,403 738,079 5,946,715 2,228,312 60% Internal Services Admin-01371118 247,152 443,343 306,846 378,071 (65,272) -15% Chevron ECIA-11771018 1,021,469 1,608,030 415,955 1,658,805 50,775 3% Dept. of Children & Youth Services-13371018 282,081 1,667,030 15,278 3,909,839 2,242,809 135% Emergency OPE & Dist-13437118 8,262 0 - - TOTAL USES BY ORG CODE 1,558,965 3,718,403 738,079 5,946,715 2,228,312 60% Department of Children & Youth-37

TOTAL BUDGET - HISTORICAL COMPARISON
% Chg From
FY21-22
FY2022-23
Budget
$ Chg From
FY21-22

USES BY ORG CODE

USES BY TYPE
FY2020-21
Actual
FY2021-22
Adjusted
FY2021-22
Actual
%
C
h

SOURCES BY FUND
(INCLUDES REVENUE AND/OR FUND BALANCE)
122

Finance Department
Fiscal Year 2022-23

WHAT WE DO

The Finance Department is committed to providing timely, accurate, clear and complete information and support to council, city departments and the community at
large. Below are the major areas of service in the
Department:
• Budget develops and administers Operating and
Capital Improvement Budget.
• Accounts Payable and Purchasing manage all procurement transactions and payments to vendors • Revenue processes all the City revenue including Business Tax/Measure U • Treasury monitors cash and banking transactions for the City daily Mid-Year Total
Funds:
$364,208,280

“What I l ike about working in Finance is being able to use my knowledge, skills, an d abilities to add value to the City of Richmond and be a good steward of public resources.”

Finance Staff

123

FINANCE DEPARTMENT
Fiscal Year 2022-23
• General Accounting maintains the City books and issues monthly, quarterly, and annual reports, also publishes Annual Comprehensive Report (ACFR) in line with governmental accounting rules • Payroll processes payroll runs twice a month and special checks in compliance with labor laws an d negotiated MOUs

WHAT WE DID IN FY 2021-22
• Budget developed and administered Annual FY2021-22 Operating Budget and five-year Capital Improvement Plan
• Revenue
• Implemented voter approved Measure U calculation methodology for Business Tax • Accounts Payable and Purchasing Revenue
• Processed 3,434 checks and 5,794 direct deposits
• General Accounting published the FY2020-2021 Annual Comprehensive Financial Report • Treasury
• Reconciled monthly bond activity and submitted Treasurer Report timely and with minimal variances
• Timely submission of the continuing disclosures
• Executed a Call of a portion of 1999-1 Limited Obligation Bonds • Payroll
• Generated 24 regular payroll runs for more than 800 temporary and permanent employees
• Implemented several bargaining units’ negotiated MOUs

WHAT WE PLAN TO DO
• Implement MUNIS (system of financial records) Upgrade • Continue the implementation of Measure U by working with the local businesses • Assist the City Manager’s Office in exploring Revenue Enhancement options • Facilitate FY2021-22 Financial Audit and publish Annual Comprehensive Financial Report • Update Long Term Financial Forecast by incorporating new MOUs, expenditure and revenue assumptions under current economic projections
• Increase reserve level to 15% through fiscally sustainable financial management 124

FINANCE DEPARTMENT
Fiscal Year 2022-23
• Reduce negative cash in non-General Funds through various fiscal tools • Refinance Pension Obligation Bonds
• Revisit potential investment opportunities to maximize the City’s return on investments

125

FINANCE DEPARTMENT

PROGRAM ORGANIZATIONAL CHART

Administration Budget General Accounting Treasury

*Manage Overall Operations of the
Finance Department
*Capital Improvement Plan
Budgeting
*MUNIS Accounting System
Maintenance
*Cash Management
*Purchase Order Receiving *Operating Budgeting *General Ledger Maintenance *Rating Agency/Credit Reports *Contract Processing *Monthly Variance Analysis *Financial Analysis & Reporting *Debt Management *Website Management *Position Control *Fixed Assets Accounting *Bank ing Servi ces *Maintain all files associated with
Personnel and Training
*MUNIS User Training

*Grants Management
*Audit Management

*Internal Controls
*State Controller’s Reports

*Cash Flow Reporting
*Performance Measures Reporting *Financial Guidance to
Departments
*Trustees Liaison
*Five-Year Financial Planning

*State, Federal & Local
Government Reporting
*Financial Policies

*Arbitrage & Continuing Disclosure
*Comprehensive Annual Financial
Report (CAFR)
*Investments Maintenance &
Reporting

Revenue Accounts Payable Purchasing Payroll

*Accounts Receivable *Process Invoices *City Purchasing Agent *Annual Salary & Benefit Projection *Collections *1099 Miscellaneous Reporting *Develop Policy and Procedures *Medical Reimbursements *Business License *Process Cal-Card Statements *Purchasing Order Maintenance *Garnishment Payments *Payment Processing *Process Utility Payments *Manage BidsOnline System *Retiree Pension *P etty Cash *Quarterly Diesel Fuel and Sales
Tax Reporting
*Maintain Vendor Database *Annual State Controller’s Report *Return Checks *Contract Management *Federal & State Payroll Reporting *Wastewater & Stormwater
Processing
*CAL-Card Program Administration *Payroll Services for Active Employees
*Refunds *W-2 & 1099R Reconciliation and
Filing
*Master Fee Schedule
*Revenue Collections & Analysis
*Compliance with Memorandum of
Understandings (MOUs) and State
& Federal Laws

126
Department Revised
FY2020-21
Adopted
FY2021-22
Revised
FY2021-22
Mid-Year
FY2021-22
Proposed
FY2022-23

FINANCE
Accountant I/II 6.0 7.0 7.0 8.0 8.0
Accounting Assistant I/II 6.0 6.0 6.0 6.0 5.0
Accounting Manager 3.0 3.0 3.0 2.0 2.0
Administrative Services Analyst 1.0
Budget Administrator 1.0 1.0 1.0 1.0 1.0
Budget Analyst l/II 2.0 2.0 2.0 1.0 1.0
Business License Field Inspector 1.0 1.0 1.0 1.0
Business License Specialist 2.0 2.0 2.0 2.0 2.0
Buyer I/II 1.0 1.0 1.0 1.0 1.0
Deputy Director of Finance 1.0 1.0
Executive Secretary I/II 1.0 1.0 1.0 1.0
Director of Finance 1.0 1.0 1.0 1.0 1.0
Payroll Coordinator 2.0 2.0 2.0 2.0 2.0
Payroll Supervisor 1.0 1.0 1.0 1.0
Payroll Manager 1.0
Senior Accountant 3.0 3.0 3.0 3.0 3.0
Senior Budget Analyst 1.0 1.0 1.0 1.0
Senior Buyer 1.0 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 30.0 33.0 33.0 33.0 32.0 127
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 DID
 Public Art Program and Ordinance created
 Collaborations with Richmond art organizations
 National feature on ABC 7's Localish segment for Ookwe Park

$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

Nevin Terrace, Jeff Carnie Drew Crumpler: Crossings
156

City Manager’s Office, Economic Development

ECONOMIC DEVELOPMENT
Fiscal Year 2022-23

$1.3
Million
Grant applied for and received for the
Cannabis Equity Program

Lizeht Zepeda
Senior Assistance Business Officer
3 months
157

CITY MANAGER’S OFFICE, ECONOMIC DEVELOPMENT

ECONOMIC DEVELOPMENT
Fiscal Year 2022-23

158

City Manager’s Office, Economic Development

ENVIRONMENTAL AND HEALTH INITIATIVES
Fiscal Year 2022-23

“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

Gabino Arredondo
Project Manager
13 years

160

City Manager’s Office, Economic Development

REAL ESTATE & PORT OF RICHMOND
Fiscal Year 2022-23

$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

“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

$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

~$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

550+
Seniors, disabled, and family households
served.

Nicole Lucero
Administrative Aide
6 months

173

CITY MANAGER’S OFFICE, ECONOMIC DEVELOPMENT

RICHMOND HOUSING AUTHORITY

Fiscal Year 2022-23

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
183
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

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

Fire Chief
(1)

Fire Chief
(1)
Emergency
Operations

Emergency
Operations

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

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

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

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

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

Sergeant
(1)
Sergeant
(1)
Special
Enforcement
Section

Special
Enforcement
Section

Youth Services

Lieutenant
(1)
Lieutenant
(1)
Administration
Bureau
Administration
Bureau

Central 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

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

Personnel &
Training Section

Police IT Section

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

Page 1 of 2 ends

Richmond City CouncilJune 21, 2022

Richmond City Council
June 21, 2022