2023 Public Works CIP Program
• Accomplishments
• Castro Ranch Road Pavement Rehabilitation $3.1
1 2023 Public Works CIP Program
• Accomplishments
• Yellow Brick Road $7.5m
2 2023 Public Works CIP Program
• Accomplishments
• San Pablo Ave at Barrett Ave. $2.0m
3 2023 Public Works CIP Program
4 • Accomplishments
• North Richmond Flood Engines Replacements $1.8m. (City's Share).
2023 Public Works CIP Program
5 • Accomplishments
• North Richmond Flood Engines Replacements $1.8m (City's Share).
2023 Public Works CIP Program
6 • Accomplishments
• Central Avenue/I-80 Traffic Improvements EIR Completion $15m. total project cost.
2023 Public Works CIP Program
• Accomplishments
• Dichlorination Sodium Hypochlorite Sodium Bisulfite Tanks $4.5m
7 2023 Public Works CIP Program
• Under Construction
• Grit and Aeration Replacement $50.0m
8 2023 Public Works CIP Program
• Under Construction
3. BTA Community Center Fire Restoration $3.1m
9 2023 Public Works CIP Program
• Under Construction
3. BTA Community Center Fire Restoration $3.1m
10 2023 Public Works CIP Program
• FY2022-2023 CIP Budget Page 1.
11 2023 Public Works CIP Program
• FY2022-2023 CIP Budget Page 2.
12 2023 Public Works CIP Program
• FY2022-2023 CIP Budget Page 3.
13 2023 Public Works CIP Program
• FY2022-2023 CIP Budget Page 4.
Total 2023-2023 PW CIP Budget
PW Department $27,978,560
PW Department -Wastewater $37,096,315
Community Services $ 4,111,530
Fire Department $ 1,072,435
TOTAL $ 70,258,840
14 QUESTION & ANSWERS
15 Richmond
Department of
Finance
• February 7, FY2023
16 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:
• Revenue processes all the City revenue including Business Tax • Budget develops and administers Operating and Capital Improvement Budget.
• Accounts Payable and Purchasing manage all procurement transactions and payments to vendors
• Treasury monitors cash and banking transactions for the City daily • 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 and negotiated MOUs
17 WHAT WE DID IN FY 2022-23 (JULY-DECEMBER)
● Implement MUNIS (system of financial records) Upgrade-Complete ● Facilitate FY2021-22 Financial Audit and started working on finalizing the Annual Comprehensive Financial Report
● Implemented Debt Book Software to comply with GASB 87 –Lease Accounting Requirement and Debt Service Maintenance
● Cleared several legacy negative cash from several funds ● Prefunded OPEB 115 trust from the fiscal year 2021-22 operating surplus ● Updated fiscal policies: Grants, OPEB, Reserve, SWAP , Debt Service, Investment ● Initiated a contracts for Budget Book Publishing automation and Cost Allocation Plan ● Updated Contract Compliance procedure
● Facilitated State Audit and submitted a completed corresponding Corrective Action Plan
● Refinance Pension Obligation Bonds-Complete
● Assisted Human Resources in MOU negotiations and Class and Compensation calculations
● Provided trainings on Contract Compliance and Grants Management ● Facilitated RHA’s annual audits 18
WHAT WE PLAN TO DO IN FY 2022-23
( JANUARY – JUNE)
• Implement and provide updates per the Corrective Action Plan to the State Auditor
• Continue to work on contract renewal for Land Development Software
• Develop a balanced FY2023-24 Operating and CIP Budget • Facilitate FY2021-22 Single Audit
• Update Long Term Financial Forecast by incorporating new MOUs, expenditure and revenue assumptions under current economic projections-In Progress
• Assist the City Manager’s Office in exploring Revenue Enhancement options-On Going
• Revisit potential investment opportunities to maximize the City’s return on investments-In Progress
• Continue updates to Business Tax implementation
19 WHO WE ARE (STAFF)
FY 2022-23 Approved
Positions
Vacant Positions as of
December 31, 2022
Staffing 33 5
20 FISCAL YEAR 2022-23 BUDGET
2 1
FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022)
Revised Budget Actuals 6 Month Projection
Revenue Licenses, Permits, Fees 68 0 34
Total Revenue 68 0 34
Expenditures Salaries & Wages 3,130,577 3,589,528 1,565,288.50 Benefits 2,267,453 2,214,947 1,133,726.50
Professional & Admin 751,942 794,722 375,971
Other Operating 68,806 65,806 34,403
Utilities 1,394 1,400 697
Equipment & Contract
Services 385 435 192.50
Cost Pool 171,164 309,458 85,582
A87 Cost Plan
Reimbursement (1,059,033) (1,885,015) (529,516.50)
Total Expenditures 5,332,688 5,091,281 2,666,344
Net Impact (5,332,620) (2,666,310)
Thank you!
Questions?
22 Richmond Department
of Human Resources
• Date: February 7, 2023
WHAT WE DO
● The Human Resources Department's mission is to support our customers in accomplishing their missions by attracting and retaining a highly skilled and diversified workforce that is fairly compensated and rewarded for its effort in an equitable, safe and responsible work environment.
Below are the major areas of service in the Department:
• Recruitment and Testing: Conduct recruitment, testing, and selection to onboard new employees • Classification and Compensation: Manage the City’s job classification & compensation system in accordance with Personnel Rules
• Training: Manage and document employee safety and general training 24 • Benefits Administration: Administer City
benefit programs for employees including
medical, dental, vision coverage, retirement,
and leaves management
• Workforce Relations: Collaborates with
labor partners to negotiate MOUs and other
items impacting wages, hours, and working
conditions, manages workplace
investigations and discipline.
• Risk Management: manages general liability
and workers’ compensation claims
WHAT WE DID IN FY 2022-23 (JULY-DECEMBER)
● Began negotiating implementation of Class and Comp study ● Completed successor MOU bargaining with the Richmond Police Officers Association
● Hired/promoted 2 Deputy City Managers, 2 Department Directors, and 4 Deputy Department Directors
● Established 34 employment lists from new recruitments ● Onboarded 34 new full-time employees and processed 22 promotions ● Adopted a revised Alternate Dispute
Resolution (ADR) program for workers’
comp with Firefighters Local 188
● Participated in the MUNIS Upgrade
25 WHAT WE PLAN TO DO IN FY 2022-23 ( JANUARY – JUNE)
• Complete the negotiation and implementation of the Class & Comp study
• Complete successor MOU bargaining with Firefighters Local 188, Richmond Fire Management, and Richmond Police
Management
• Launch the Training Academy and partner with the City’s Diversity, Equality and Inclusion Coordinator to implement quarterly city-wide training.
• Continue ramping up recruitment efforts to attract high-quality candidates employing innovative techniques
• Strategize and implement retention techniques and succession planning
• Reinvigorate the City’s focus on employee wellness including adding more workshops, virtual fairs, and impactful
programming
26 WHO WE ARE (STAFF)
FY 2022-23 Approved
Positions
Vacant Positions as of
December 31, 2022
Staffing 13 3
27 FISCAL YEAR 2022-23 BUDGET
2 8
FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022)
Revised Budget Actuals 6 Month Projection
Revenue Use of Money/Property 117,640
Charges for Services 19,184,635 8,784,154 9,592,317.50
Other Revenue 188,172
Grants 397,858
Total Revenue 19,184,635 9,487,824 9,592,317.50
Expenditures Salaries & Wages 1,445,248 629,031 722,624 Benefits 888,835 398,598 444,417.50
Professional & Admin 1,903,898 177,825 951,949
Other Operating 72,843 13,701 36,421.50
Utilities 800 578 400
Equip & Contract Srvc. 25,150 52 12,575
Provision for Insurance Loss 15,934,079 6,699,860 7,967,039.50 Cost Pool 641,776 276,407 320,888
Asset/Capital Outlay 2,339,698 73,930 1,169,849
A87 Cost Plan Reimb (184,290) (76,794) (92,145)
Total Expenditures 23,068,037 8,222,318 11,534,018.50
Net Impact (3,883,402) (1,265,505) (1,941,701)
Thank you!
Questions?
29 Richmond Department of
Information Technology
• February 7, 2023
Mission:
Information Technology’s (IT) mission is to
be customer centric. The IT Department
will be the best provider of comprehensive
and innovative support services and
training for information services in the
eyes of its customers. presentation.
WHAT WE DO
• Manage IT Infrastructure
IT Manages network and communications for 47 sites
including 69,000 feet of City fiber
• Manage Enterprise Business systems
including GIS as well as manage 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 manages communications
to the public through KCRT TV, print services, website, and social media
WHAT WE DID IN FY 2022-
23 (JULY-DECEMBER)
Enhanced Cyber Security
❑ Including providing awareness training for end users
❑ Upgraded the City’s firewalls and deployed centralized management console for all firewalls
Continued replacement of aging computer equipment
❑ Including our network infrastructure and end user equipment ❑ Replaced legacy servers and deployed new storage
❑ Upgraded communications for the Recreation Centers
Collaborated with City Departments to
Manage Upgrade and implement Business Systems
❑ Upgrading Munis to newer version (2019) and configured single sign-on ❑ Supporting Measure U for the Finance Department
❑ Worked with GFOA preparing for a system needs assessment and RFP Refreshed the City’s Website
❑ Providing training to City Department website users
Continued support of remote access and online conferencing ❑ Providing secure access
WHAT WE PLAN TO DO IN FY
2022-23 ( JANUARY – JUNE)
Continue to provide innovations for City wide efficiencies including expanded digital services
Continue to collaborate interdepartmentally in support of business systems
• Manage and support and upgrade the City of Richmond’s Enterprise Resource Planning System (ERP)
• Plan and execute the Implementation and replacement of the City’s Community Relations Management System
• Continue to provide technical support for Measure U
• Continue to prepare for high-definition video broadcasting Continue Revenue enhancement opportunities
• Managing, and negotiating increase rent for cellular service vendors on City owned properties
Continue Implementation of expanded Wi-Fi
• Both internally and externally; improving bandwidth for remote City facilities
WHO WE ARE (STAFF AKA TEAM AWESOME)
FY 2022-23 Approved
Positions
Vacant Positions as of
December 31, 2022
Staffing 14 2
FISCAL YEAR 2022-23 BUDGET
FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022)
Revised Budget Actuals 6 Month Projection
Revenue Licenses, Permits & Fees 1,250,000 247,965 625,000 Use of Money/Property 1,905
Other Revenue 2,755
Operating Transfer-In 100,000 41,669 50,000
Total Revenue 1,350,000 294,293 675,000
Expenditures Salaries & Wages 1,434,047 639,526 717,023.50 Benefits 991,281 429,628 495,640.50
Professional & Admin 1,186,882 505,752 593,441
Other Operating 107,601 35,886 53,800.50
Utilities 440,827 231,586 220,413.50
Equip & Contract Srvc. 797,620 683,462 398,810
Provision for Insurance
Loss 604 302
Cost Pool 370,495 185,250 185,247.50
Asset/Capital Outlay 1,179,600 179,771 589,800
A87 Cost Plan Reimb (410,873) (205,437) (205,436.50)
Total Expenditures 6,098,084 2,685,424 3,049,042
Net Impact (4,748,084) (2,391,131) (2,374,042)
Thank you!
• Image by Christian Wimmer,
IT/ KCRT
1 City
Manager's
Office
Economic
Development
Arts and
Culture
Economic
Development
Environmental
and Health
Initiatives
Richmond
Housing
Authority
Real Estate
and Port
Special
Projects
Richmond
Department of
Children and
Youth
City Manager’s
Office
Administration
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FY 2022-23 Approved
Positions
Vacant Positions as of
December 31, 2022
Staffing 4 0
7 FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022) Revised Budget Actuals 6 Month Projection
Revenue Licenses, Permits & Fees 149,207 6,270 74,603.50 Use of Money/Property 48,803
Other Revenue 3,635
Grants 164,707
Total Revenue 149,207 223,415 74,603.50
Expenditures Salaries & Wages 482,176 227,462 241,088
Benefits 265,530 101,874 132,765
Professional & Admin 3,349,625 5,973 1,674,812.50
Other Operating 10,200 3.958 5,100
Utilities 1,000 272 500
Equip & Contract Srvc. 200 92 100
Cost Pool 105,040 52,522 52,520
Asset/Capital Outlay 690
A87 Cost Plan Reimb (180,453) (90,227) (90,226.50)
Total Expenditures 4,033,318 302,616 2,016,659
Net Impact (3,884,111) (79,200) (1,942,055.50)
Mural Sculpture, title:
Regeneration, 2021-22.
Artist team: Last Ones
Collective in Collaboration
with Richard Salazar
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Ridgeline Property Group
Judy Baca Mural
9 Cleaned Archie Held sculpture
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Reed and Jennifer Madden
Mural: Nevin Terrace,
Jeff Carnie 10
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FY 2022-23 Approved
Positions
Vacant Positions as of
December 31, 2022
Staffing 11 3
21 FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022) Revised Budget Actuals 6 Month Projection
Revenue Other Taxes 1,607,614 552,129 803,807
Licenses, Permits, Fees 200,000 727,291 100,000
Use of Money/Property 44,948
Rental Income 10,348,460 2,256,999 5,174,230
Grants 3,813,238 1,906,619
Operating Transfers In 86,778 36,154 43,389
Total Revenue 16,056,090 3,617,511 8,028,045
Expenditures Salaries & Wages 1,171,215 401,994 585,607.50 Benefits 688,004 271,661 344,002
Professional & Admin 3,376,893 476,681 1,688,446.50
Other Operating 322,585 4,082 161,292.50
Utilities 365,040 177,943 182,520
Equipment & Contract
Services 322,000 4,439 161,000
Provision for Ins Loss 42,800 41,765 21,400
Cost Pool 476,163 198,419 238,081.50
Asset/Capital Outlay 4,651,288 197,628 2,325,644
Debt Service 4,690,700 211,550 2,345,350
Grant Expenditure 982,251 491,125.50
Total Expenditures 17,088,939 1,986,162 5,707,994
Net Impact (1,032,849) 1,631,349 (516,424.50)
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FY 2022-23 Approved
Positions
Vacant Positions as of
December 31, 2022
Staffing 7 1
26 FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022) Revised Budget Actuals 6 Month Projection
Revenue Other Revenue 12,000 101 6,000
Rental Income 650,000 270,952 325,000
Grants 2,679,427 871,613 1,339,713.50
Operating Transfers In 1,538,617 769,308.50
Total Revenue 4,880,044 1,142,758 2,440,022
Expenditures Salaries & Wages 617,230 328,032 308,615
Benefits 537,665 254,012 268,832.50
Professional & Admin 893,812 73,322 446,906
Other Operating 165,399 45,065 82,699.50
Utilities 725,208 321,470 362,604
Equipment & Contract
Services 208,700 29,383 104,350
Provisions for Insurance
Loss 63,540 14,732 31,770
Cost Pool 140,435 70,217.50
Asset/Capital Outlay 404,626 202,313
Grant Exp 845,894 180,602 422,947
Operating Transfers Out 277,535 138,767.50
Total Expenditures 4,880,044 1,246,618 2,440,022
Net Impact 0 (103,860) 0
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FY 2022-23 Approved
Positions
Vacant Positions as of
December 31, 2022
Staffing 3 3
38 FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022) Revised
Budget Actuals 6 Months
Projection
Revenues
Operating Transfer In 3,936,896 1,968,452 1,968,448
Total Revenues 3,936,896 1,968,452 1,968,452
Expenditures Salaries & Wages 130,899 14,502 65,450
Benefits 141,940 5,740 70,970
Professional & Admin 3,623,000 72,075 1,811,500
Other Operating 14,000 697 7,000
Total Expenditures 3,909,839 93,015 1,954,920
Net Impact 27,057 1 ,875,437 13,529
39 CITY CLERK’S OFFICE
FY 2022-23 Budget Presentation
February 7, 2023
37 WHAT WE DO
• Accepts and immediately processes 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. • Training: Train department staff on new systems such as Escribe and NextRequest
38 WHAT WE DID IN FY 2022-23
• Election: Prepared, administered, and successfully completed the November 8, 2022, General Election for Districts 2, 3, and 4, and Measure P - amending the City of Richmond’s Rent Ordinance.
• Swearing-In: – Completed the swearing-in of the new mayor and councilmembers.
• New Council Orientation: Participated in the Council Orientation. • Public Records Request: Purchased and launched NextRequest public records management software. A management software that gives the Clerk’s Office a boost on compliance regulations and has improved our management and response efforts to records requests.
• Webpage: Updated our main webpage.
• Offer translated City Council agendas: City Council agendas are translated to Spanish and published on the website
39 WHAT WE PLAN TO DO IN FY 2022-23
• City Council – In Person Meetings: Transition back to in person hybrid meetings in March 2023
• Train Council on Escribe Voting System: In February 2023 in preparation of in person meeting
• Webpages: Continuously work on updates to our webpages for clarity and ease of use.
• Fair Political Practices Commission (FPPC) Form 700, or Statement of Economic Interest: Administer filing of this form by the April 3, 2023, deadline. This form provides transparency and ensures accountability from employees and officials.• DocuSign: Implement routing of resolutions, ordinances, and minutes for electronic signature.
• Escribe: To complete the full migration of City Council documents and videos to Escribe by 2023.
• Records Retention Schedule:Update the Records Retention Schedule by year- end 2023
• Elections: Begin preparation for the 2024 General Election for Districts 1, 5, and 6.
• Passport Program: Restart Passport services, by appointment only, by June 2023. All City Clerk’s Office staff, 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. 40 41
CITY CLERK - WHO WE ARE (STAFF)
Positions FY21-22
Mid-Year
FY22-23
Proposed
City Clerk 1.0 1.0
City Clerk Technician 1.0 0.0
Deputy City Clerk 2.0 3.0
Total Full-Time Equivalent (FTEs) 4.0 4.0
FISCAL YEAR 2022-23 BUDGET
4 2
FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022)
Revised Budget Actuals 6 Month
Projection
Revenue Licenses, Permits, Fees 600 300
Charges for Services 3,000 1,500
Total Revenue 3,600 1,800
Expenditures Salaries & Wages 450,250 223,685 225,125
Benefits 279,190 152,816 139,595
Professional & Admin 334,100 23,759 167,050
Other Operating 20,300 2,970 10,150
Utilities 175
Cost Pool 22,250 9,272 11,125
A87 Cost Plan Reimb (70,463) (29,362) (35,231.50)
Total Expenditures 1,035,627 383,315 517,813.50
Net Impact (1,032,027) (383,315) (516,013.50)
Richmond
City Council Office
FY 2022-23 Draft Budget
Presentation
May 3, 2022
43 INSERT AN IMAGE
WHAT WE DO44
• The City Council establishes comprehensive goals
and objectives for the City.
• The City Council provides leadership in
establishing policies and formulating priorities for
the allocation of City resources.
• The City Council holds regularly-scheduled
meetings, hearings, and study sessions to receive
community input while conducting municipal
affairs in a public forum.
• The City Council Members meet and confer with
members of the public and local businesses to
hear their concerns to inform their decisions.
Vice Mayor
McLaughlin
Councilmembe
r Willis
Councilmember
Zepeda
Councilmembe
r Bana
Councilmember Robinson Councilmember Jiménez
WHAT WE DID IN FY 2021-22
45 • Promoted Sustainable Communities
• Continued to protect tenants from eviction during the COVID-19 Pandemic
• Maintained City Services and safety protocols
• Promoted Effective Government
• Adopted over 214 resolutions
• Adopted over 21 ordinances
• Worked to stabilize the administration
• Hired a new city manager from within the organization • who has history with the City of Richmond.
• Approved a telecommuting policy to assist with
reducing the risk of COVID-19 infection while
maintaining services to the Richmond residents
• Approved successor collective bargaining agreements
with IFPTE Local 21 and SEIU Local 1021 to update
salary schedules with the adopted wage increases
during the term of the bargaining agreements.
WHAT WE PLAN TO
DO IN FY 2022-23
• Promote a Safe and Secure Community
• By supporting efforts to strengthen staffing levels throughout the municipality. • Reduce crime through effective programming and policy implementation • Support staff to design strategies to improve the City’s credit rating to increase chances for better loan and bond opportunities
• Explore and take action to improve staffing levels and morale. • Promote Effective Government
• Support the City Manager and Department Heads in maximizing services and resources to the residents of Richmond.
• 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. 46 47
CITY COUNCIL - WHO WE ARE (STAFF)
Positions FY21-22
Mid-Year
FY22-23
Proposed
Councilmembers 6.0 6.0
Project Coordinator 1.0 1.0
Total Full-Time Equivalent (FTEs) 7.0 7.0
FISCAL YEAR 2022-23 BUDGET
4 8
FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022)
Revised Budget Actuals 6 Month Projection
Revenue Licenses, Permits, Fees
Fines & Forfeitures
Use of Money/Property
Charges for Services
Rental Income
Grants
Total Revenue
Expenditures Salaries & Wages 293,872 122,020 146,936
Benefits 217,790 120,952 108,895
Professional & Admin 44,588 12,881 22,294
Other Operating 18,297 3,964 9,148.50
Utilities 1,365 175 682.50
Cost Pool 31,943 15,971 15,971.50
Asset/Capital Outlay 1,200 600
Total Expenditures 609,055 275,964 304,527.50
Net Impact (609,055) (275,964) (304,527.50)
Mayor’s Office
49 Eduardo Martinez
Tony Tamayo
BK White
Shiva Mishek
Chief of Staff
Da Mayor
Dep Chief of Staff
Policy Director
WHAT WE DO
50 Richmond’s mayor is “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.) Provide leadership and vision for the community
Promote economic development and job creation
Represent the community at the regional and national level Develop and administer the Operating and Capital Improvement Budget Encourage public engagement and participation
WHAT WE DID IN FY
2022-23 (JULY-
DECEMBER)
Not Applicable.
51 WHAT WE PLAN TO
DO IN FY 2022-23
(JANUARY – JUNE)
52 Improve the city’s capacity to serve residents by tackling the vacancy crisis.
Work closely with county, state, and federal partners to invest in Richmond via funding, grants, and policy support.
Solidify an extreme weather shelter plan for unhoused
residents.
Support expansion of Richmond’s public recreational spaces for youth and families.
Monitor the progress of Richmond’s Mental Health Crisis Response program.
Support Public Works in prioritizing safe and clean streets.
Foreground environmental protections and climate change resilience policies.
Promote the rich art scene in our community.
Promote city departments and staff, local events, and small businesses through digital media asset generation and social media.
WHO WE ARE (STAFF) 53
FY 2022-23 Approved
Positions
Vacant Positions as of
December 31, 2022
Staffing 3 0
FISCAL YEAR 2022-23
BUDGET
54 FY2022-23 BUDGET vs. ACTUALS ( Thru December 31, 2022) Revised
Budget Actuals 6 Months
Projected
Revenue Other Revenue 4,565
Total Revenue 4,565
Expenditures Salaries & Wages 285,056 131,022 142,528
Benefits 255,823 125,521 127,912
Professional & Admin 21,100 14,020 10,550
Other Operating 2,400 65,806 1,200
Utilities 1,250 1,959 625
Cost Pool 19,191 9,597 9,596
Total Expenditures 584,820 283,362 292,410
Net Impact (584,820) (278,797) (292,410)
Thank you!
QUESTIONS?
55