Agenda — Richmond City Council, February 27, 2024 (part 4 of 4)

City of Richmond
FY2023‐24 Mid‐Year Report
Attachment 3 ‐ Non‐General Fund Revenue and Expenditure by Fund FUNDS ORIGINAL APPROP REVISED BUDGET YTD ACTUAL ENCUMB W/
ENCUMB
% USED
W/O
ENCUMB
% USED
AVAILABLE BUDGET ADJUSTMENTS NOTES
4502 RHA ‐HOUSING CORPORATION
LICENSES,PRMITS&FEES ‐                         ‐                                 (5,000)                  ‐                           ‐ ‐ 5,000                        (5,000)               [58] REVENUE ‐                         ‐                                 (5,000)                  ‐                           ‐ ‐ 5,000                        (5,000) PROF & ADMIN 7,050                     7,050                            10                         ‐                           0% 0% 7,040                         7,000                 [59] EXPENDITURE 7,050                     7,050                           10                         ‐                           0% 0% 7,040                         7,000 5001 INSURANCE RESERVES
USE OF MONEY&PROPRTY ‐                         ‐                                 (570,341)             ‐                           ‐ ‐ 570,341                   ‐ CHARGES FOR SERVICES (22,227,589)          (22,227,589)                (10,659,136)        ‐                           48% 48% (11,568,453)             ‐ OTHER REVENUE ‐                         ‐                                 (206,831)             ‐                           ‐ ‐ 206,831                   ‐ INTERGOV STATE GRANT ‐                         ‐                                 6,958                   ‐                           ‐ ‐ (6,958)                      ‐ REVENUE (22,227,589)          (22,227,589)                (11,429,349)       ‐                           51% 51% (10,798,240)             ‐ SALARIES AND WAGES 506,482                 506,482                       246,973               ‐                           49% 49% 259,509                    ‐ PYRLL/FRINGE BENEFIT 317,505                 317,505                       131,557               ‐                           41% 41% 185,948                    ‐ PROF & ADMIN 1,152,200              1,117,652                    139,052               282,707                 38% 12% 695,893                    ‐ OTHER OPERATING 50,500                   50,500                         4,283                   ‐                           8% 8% 46,217                      ‐ EQPT & CONTRACT SVCS ‐                         25,000                         ‐                        25,000                   100% 0% ‐                            ‐ PROVISN FOR INS LOSS 21,850,182           21,850,182                 7,514,875           589,435                 37% 34% 13,745,872               ‐ COST POOL 619,218                 619,218                       309,606               ‐                           50% 50% 309,612                    ‐ ASSET/CAPITAL OUTLAY 7,000                     1,713,541                    967,007               736,338                 99% 56% 10,196                      ‐ OPER XFERS OUT ‐                         1,040,000                    ‐                        ‐                           0% 0% 1,040,000                 ‐ EXPENDITURE 24,503,087           27,240,080                 9,313,353           1,633,480              40% 34% 16,293,248              ‐ 5003 EQUIPMENT SERVICES
USE OF MONEY&PROPRTY ‐                         ‐                                 (67,192)                ‐                           ‐ ‐ 67,192                     ‐ CHARGES FOR SERVICES (5,665,733)            (5,665,733)                  (2,842,520)          ‐                           50% 50% (2,823,213)               ‐ OPER XFERS IN (426,018)                (426,018)                      (213,012)             ‐                           50% 50% (213,006)                   ‐ REVENUE (6,091,751)            (6,091,751)                  (3,122,724)          ‐                           51% 51% (2,969,027)               ‐ EQPT & CONTRACT SVCS 155,000                 155,000                       ‐                        ‐                           0% 0% 155,000                    ‐ ASSET/CAPITAL OUTLAY 9,215,733              12,580,182                 5,183,137           5,334,999              84% 41% 2,062,046                 ‐ DEBT SVC EXPENDITURE 326,018                 326,018                       163,009               ‐                           50% 50% 163,009                    ‐ EXPENDITURE 9,696,751             13,061,200                 5,346,146           5,334,999              82% 41% 2,380,055                 ‐ 5008 COMPENSATED ABSENCES
OTHER REVENUE (2,600,000)            (2,600,000)                  (1,300,000)          ‐                           50% 50% (1,300,000)               ‐ REVENUE (2,600,000)            (2,600,000)                  (1,300,000)          ‐                           50% 50% (1,300,000)               ‐ SALARIES AND WAGES 2,600,000              2,600,000                    785,800               ‐                           30% 30% 1,814,200                 ‐ PYRLL/FRINGE BENEFIT ‐                         ‐                                 10,463                 ‐                           ‐ ‐ (10,463)                    ‐ EXPENDITURE 2,600,000             2,600,000                   796,263               ‐                           31% 31% 1,803,737                 ‐ NON GF ‐ REVENUE (229,526,702)       (301,267,643)              (99,382,594)       ‐                           33% 33% (201,885,049)           (3,490,713) NON GF ‐ EXPENDITURE 326,529,928         452,714,081               104,147,475       54,766,569           35% 23% 293,800,038            4,735,346 NON GF ‐ GRAND TOTAL 97,003,225          151,446,438               4,764,881           54,766,569           39% 3% 91,914,989              1,244,633 Notes:
[58] Asset Management Fee Received
[59] Additional Tax Filing

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Attachment 4 ‐ Mid‐Year Budget Adjustments
Line # Department Fund Description Type
Increase
/
Decrease
Proposed
Mid‐Year
Adjustment
Description
General Fund Revenue Requests
1N o n ‐Departmental General Fund Revenue Increase (1,614,181) Property Taxes 2N o n ‐Departmental General Fund Revenue Increase (1,144,846) Sales And Use Tax 3N o n ‐Departmental General Fund Revenue Increase (2,162,928) Utility Users Tax 4N o n ‐Departmental General Fund Revenue Increase (906,654) Other Taxes 5N o n ‐Departmental General Fund Revenue Increase (2,450,000) Business Licenses 6N o n ‐Departmental General Fund Revenue Decrease 154,706 Fines And Forfeitures ‐ Municipal Court Fees 7N o n ‐Departmental General Fund Revenue Increase (784,886) Interest Income on Investments 8 Police General Fund Revenue Increase (73,911) State Of California Police Officers Standards Training Reimbursements 9 Police General Fund Revenue Increase (30,000) State Of California Supplemental Law Enforcement Reimbursements 10 Police General Fund Revenue Increase (42,980) Photocopy Fees, Vehicle Admin Fees 11 Police General Fund Revenue Decrease 60,000 False Alarm Fee 12 Police General Fund Revenue Decrease 25,000 Parking Citations 13 Public Works/Public Works General Fund Revenue Increase (35,000) Street Vacation Easement Fee Revenue GENERAL FUND REVENUE REQUEST ‐ TOTAL (9,005,680)
General Fund Expenditure Requests
14 City Attorney General Fund Expenditure Increase 20,000 Part‐Time Temporary Staff ‐ Support in‐house attorneys and assist in implementing IManage 15 Community Development/Code Enforcement General Fund Expenditure Increase 20,000 Overtime General ‐ Evening, Weekends and After‐hour Investigations, inspections and Community outreach 16 Fire General Fund Expenditure Increase 652,900 Fire Overtime ‐ Increase due to Vacancies, Injury leave and Contract Changes 17 Fire General Fund Expenditure Increase 225,000 Firefighter Annual Physical Exams, Hazmat Tech Training, Annual Refresher and Equipment Replacement 18 Fire General Fund Expenditure Increase 108,000 VHF Radios Required by Cal OES 19 Community Services General Fund Expenditure Increase 274,489 Neighborhood Activities, Community Build Activities 20 Community Services/Recreation General Fund Expenditure Increase 49,753 Additional Position ‐ Administrative Assistant, Grant Funded Term Position ‐ ECIA 21 Internal Services/Information Technology General Fund Expenditure Increase 382,000 Professional Services, Network Infrastructure, Cyber Security, Licensing, and Digital Mapping Modernization 22 Internal Services/Information Technology General Fund Expenditure Increase 294,000 Transfer‐Out Audio Video Equipment Replacement And Installation 23 Internal Services/Information Technology General Fund Expenditure Increase 40,000 Tyler Technologies Professional Services To Create Custom Reports 24 Internal Services/Information Technology General Fund Expenditure Increase 42,000 Professional Service Copier Machines 25 Public Works/Public Works General Fund Expenditure Increase 35,000 Professional Services, Consultant For Street Vacation Program 26 Public Works/Public Works General Fund Expenditure Increase 72,018 Additional Position, Assistant Engineer 27 Public Works/Public Works General Fund Expenditure Increase 525,000 Gas & Fuel Heating Expense 28 Public Works/Public Works General Fund Expenditure Increase 300,000 Building Roof & Maintenance 29 Public Works/Public Works General Fund Expenditure Increase 30,000 Two Maintenance Aide Part Time ‐Temporary Staff. 30 Public Works/Public Works General Fund Expenditure Increase 300,000 Street Light Repairs 31 Public Works/Public Works General Fund Expenditure Increase 400,000 Transfer‐Out For Via Verdi Mitigation (Cip) 32 Public Works/Public Works General Fund Expenditure Increase 60,000 Transfer‐Out For Dornan Tunnel Lighting (Cip) 33 Public Works/Public Works General Fund Expenditure Increase 200,000 Transfer‐Out For Civic Center Plaza Landscaping (Cip‐Design) 34 Public Works/Public Works General Fund Expenditure Increase 75,000 Transfer‐Out, Abatements, Fencing, Boulder, K‐Rails, Other 35 Public Works/Public Works General Fund Expenditure Increase 500,000 City‐Wide Facilities Needs Assessment 36 Public Works/Public Works General Fund Expenditure Increase 37,500 Transfer‐Out For Corp Yard Fence (Design) due to increase in burglaries 37 Police General Fund Expenditure Increase 37,500 Transfer‐Out For Corp Yard Security Cameras (Design) due to increase in burglaries 38 Police General Fund Expenditure Increase 1,979,851 Police and Emergency Dispatch Center Overtime ‐ Increase due to Vacancies within the department Approx. 20% 39 Community Services/Employment & Training General Fund Expenditure Increase 150,495 General Fund Subsidy for Cost Pool Charges not covered by Grant Revenue 40 Community Services/Employment & Training General Fund Expenditure Increase 236,211 Transfer‐Out, One Time Adjustment to Cover Prior Years' Expenditures not Covered by Grants 41 Economic Development General Fund Expenditure Decrease (11,529) 12Th And Macdonald Exclusive Right To Negotiate Agreement 42 Cost Pool/A87 General Fund Expenditure Increase 17,238 Cost Allocation Plan Overhead Charges Adjustment 43 Community Services ‐ Transportation (38) General Fund Expenditure Decrease (97,500) Support to Transportation Fund(1003) 44 Community Services ‐ Transportation (38) General Fund Expenditure Increase 97,500 Support to Transportation Fund(1003) ‐ Transfer Out of General Fund 45 Non ‐Departmental General Fund Expenditure Increase 50,000 Employee Retention And Appreciation Activities GENERAL FUND EXPENDITURE REQUEST ‐ TOTAL 7,102,426
NET ADJUSTMENTS ‐ GENERAL FUND REQUESTS (1,903,254)

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Attachment 4 ‐ Mid‐Year Budget Adjustments
Line # Department Fund Description Type
Increase
/
Decrease
Proposed
Mid‐Year
Adjustment
Description
Fiscal Year 2022‐2023 Unspent Funds Appropriation
46 Non ‐Departmental General Fund Expenditure Increase 1,335,661 Fiscal Year 2022‐2023 Unspent Funds for OPEB per Pre‐Funding Policy 47 Non ‐Departmental General Fund Expenditure Increase 1,335,661 Fiscal Year 2022‐2023 Unspent Funds for Pension per Pre‐Funding Policy FY 2022‐2023 UNSPENT FUNDS APPORPRIATION ‐ TOTAL 2,671,322 ADJUSTED ‐ GENERAL FUND TOTAL 768,068
Non‐General Fund Requests
48 Community Services ‐ Library Library Grant Revenue Increase (150,000) Library grant from Department of Children and Youth 49 Community Services ‐ Library Library Grant Expenditure Increase 150,000 Library grant from Department of Children and Youth 50 Community Services/Recreation Outside funded services Revenue Increase (90,000) Dept of Children and Youth Achieve Expansion Grant 51 Community Services/Recreation Outside funded services Expenditure Increase 90,000 Dept of Children and Youth Achieve Expansion Grant 52 Community Services/Recreation Outside funded services Revenue Increase (61,500) Dept. of Children and Youth Sports Leadership Grant 53 Community Services/Recreation Outside funded services Expenditure Increase 61,500 Dept. of Children and Youth Sports Leadership Grant 54 Community Services/Recreation Children and Youth Expenditure Decrease (57,303) Administrative Adjustment of contra account 55 Community Services/Recreation Children and Youth Expenditure Increase 17,330 Administrative Adjustment of contra account 56 Community Services ‐ Transportation Transportation Revenue Increase (97,500) Transfer in to Transportation to Cover Contract with Lyft, Inc. 57 Community Services ‐ Transportation Transportatio n Expenditure Increase 87,500 To Fund Current Agreement with Lyft, Inc. 58 Community Services ‐ Transportation Transportatio n Expenditure Increase 10,000 To Fund Current Part‐Time Staff Through End of FY2024 59 Community Services/Employment & Training Employment and Training Revenue Increase (150,000) Dept. of Children and Youth Healthcare Pathway Grant 60 Community Services/Employment & Training Employment and Training Expenditure Increase 150,000 Dept. of Children and Youth Healthcare Pathway Grant 61 Community Services/Employment & Training Employment and Training Revenue Increase (150,495) Transfer‐In to Cover Cost Pool Charges not covered by Grant Revenue 62 Community Services/Employment & Training Employment and Training Revenue Increase (236,211) Transfer‐In, One‐time adjustment to Cover Prior Years' Expenditures not Covered by Grants 63 Community Services/Employment & Training Employment and Training Expenditure Increase 105,834 Additional Positions and Reclass, Two New Administrative Trainees, 1 Administrative Trainee reclass from Office Assistant 64 Community Services/Kids First Kids First Expenditure Increase 41,637 Additional Position Request ‐‐ Community Services Technician I/II 65 Community Development/Planning & Building Planning & Building Expenditure Increase 10,000 Overtime General to Attend Design Review Board and Design Commission Meetings 66 Community Development/Planning & Building Planning & Building Expenditure Increase 170,584 Additional Position, Building Inspector and Plan Check Engineer 67 Community Development/Planning & Building Planning & Building Expenditure Increase 100,000 Permit center counter safety barrier 68 Port of Richmond Revenue Increase (50,000) New Lease for Basin 1 facility at Point Potrero 69 Economic Development/Housing Authority RHA Revenue Increase (20,797) RHA Operating Subsidy 70 Economic Development/Housing Authority RHA Revenue Increase (66,406) Repayment Agreements, Tenant Rent, RHA Operating Subsidy 71 Economic Development/Housing Authority RHA Expenditure Increase 4,334 Overtime General, Stand By Pay 72 Economic Development/Housing Authority RHA Expenditure Increase 31,568 2023‐24 Cost Allocation Plan (CAP) Adjustment (NBS Study) 73 Economic Development/Housing Authority RHA Expenditure Increase 11,166 Overtime General, Stand By Pay 74 Economic Development/Housing Authority RHA Expenditure Increase 110,000 Legal Costs, Part‐Time Temporary Staff 75 Economic Development/Housing Authority RHA Expenditure Increase 66,000 Equipment Rental, Tools and Supplies 76 Economic Development/Housing Authority RHA Expenditure Increase 23,800 Enhanced Grounds and landscaping maintenance 77 Economic Development/Housing Authority RHA Revenue Decrease 45,745 RHA Operating Subsidy Pass Through 78 Economic Development/Housing Authority RHA Expenditure Decrease (45,745) RHA Operating Subsidy Pass Through Expenditure 79 Economic Development/Housing Authority RHA Revenue Decrease 15,787 RHA Operating Subsidy Pass Through 80 Economic Development/Housing Authority RHA Expenditure Decrease (15,787) RHA Operating Subsidy Pass Through Expenditure 81 Economic Development/Housing Authority RHA Revenue Decrease 44,138 RHA Operating Subsidy Pass Through 82 Economic Development/Housing Authority RHA Expenditure Decrease (44,138) RHA Operating Subsidy Pass Through Expenditure 83 Economic Development/Housing Authority RHA Expenditure Increase 44,873 2023‐24 Cost Allocation Plan (CAP) Adjustment (NBS Study) 84 Economic Development/Housing Authority RHA Revenue Increase (5,000) Asset Management Fee 85 Economic Development/Housing Authority RHA Expenditure Increase 7,000 Professional Services ‐ Taxes 86 Rent Program Rent Revenue Increase (89,753) Rent Program Administrative Adjustment 87 Rent Program Rent Expenditure Increase 234,209 Rent Program Administrative Adjustment 88 Public Works/Public Works Marina Bay LMD Expenditure Increase 41,000 Upgrade Irrigation System 89 Public Works/Public Works Encroachment Services Expenditure Increase 45,488 Reclass of an Office Aide to Permit Technician II position 90 Public Works/Public Works General Capital Expenditure Increase 50,000 Fire Trail Access, Appropriate from Fund Balance 91 Public Works/Public Works General Capital Revenue Increase (400,000) Transfer‐In General Capital for Via Verdi Mitigation (CIP)

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Attachment 4 ‐ Mid‐Year Budget Adjustments
Line # Department Fund Description Type
Increase
/
Decrease
Proposed
Mid‐Year
Adjustment
Description
92 Public Works/Public Works General Capital Expenditure Increase 400,000 Via Verdi Mitigation (CIP) 93 Public Works/Public Works General Capital Revenue Increase (60,000) Transfer‐in General Capital for Dornan Tunnel Lighting (CIP) 94 Public Works/Public Works General Capital Expenditure Increase 60,000 Dornan Tunnel Lighting (CIP) 95 Public Works/Public Works General Capital Revenue Increase (200,000) Transfer‐In General Capital for Civic Center Plaza Landscaping (CIP‐Design) 96 Public Works/Public Works General Capital Expenditure Increase 200,000 Civic Center Plaza Landscaping (CIP‐Design) 97 Public Works/Public Works General Capital Revenue Increase (500,000) Transfer‐In General Capital for City‐Wide Facilities Needs Assessment 98 Public Works/Public Works General Capital Expenditure Increase 500,000 City‐Wide Facilities Needs Assessment 99 Public Works/Public Works General Capital Revenue Increase (75,000) Transfer‐in, Abatements, Fencing, Boulder, K‐Rails, Other 100 Public Works/Public Works General Capital Expenditure Increase 75,000 Abatements, Fencing, Boulder, K‐Rails, Other 101 Public Works/Public Works General Capital Revenue Increase (300,000) Additional Funding for Street Paving Received from HOA's 102 Public Works/Public Works General Capital Expenditure Increase 300,000 Additional Funding for Street Paving 103 Public Works/Public Works General Capital Revenue Increase (37,500) Transfer‐In General Capital For Corp Yard Fence (Design) due to increase in burglaries 104 Public Works/Public Works General Capital Expenditure Increase 37,500 For Corp Yard Fence (Design) due to increase in burglaries 105 Police General Capital Revenue Increase (37,500) Transfer‐In General Capital For Corp Yard Security Cameras (Design) due to increase in burglaries 106 Police General Capital Expenditure Increase 37,500 For Corp Yard Security Cameras (Design) due to increase in burglaries 107 Internal Services/Information Technology General Capital Revenue Increase (294,000) Transfer In Audio Video Equipment Replacement And Installation in Various City Facilities 108 Internal Services/Information Technology General Capital Expenditure Increase 294,000 Audio Video Equipment Replacement And Installation in Various City Facilities 109 Public Works/Public Works Measure J Expenditure Increase 85,800 West County Transportation Advisory Committee and Contra Costa Transportation Authority Dues 110 Public Works/Public Works Measure J Expenditure Increase 131,066 Multi‐year pavement program 111 Public Works/Wastewater Wastewater Expenditure Increase 22,611 Reclass of a Project Manager I to Project Manager III 112 Public Works/Wastewater Wastewater Expenditure Increase 1,000,000 Veolia Additional Plant Maintenance at the Wastewater Treatment Plant 113 Public Works/Wastewater Wastewater Expenditure Increase 91,018 Scada Upgrade Project budget carried over from prior fiscal year 114 Parks Impact Fee ‐ Parks Revenue Increase (15,096) Administrative Revenue Adjustment to align with Actuals 115 Traffic Impact Fee ‐ Traffic Revenue Increase (55,104) Administrative Revenue Adjustment to align with Actuals 116 Traffic Impact Fee ‐ Traffic Revenue Increase (16,192) Administrative Revenue Adjustment to align with Actuals 117 Fire Impact Fee ‐ Fire Revenue Increase (13,328) Administrative Revenue Adjustment to align with Actuals 118 Fire Impact Fee ‐ Fire Revenue Increase (1,844) Administrative Revenue Adjustment to align with Actuals 119 Police Impact Fee ‐ Police Revenue Increase (10,948) Administrative Revenue Adjustment to align with Actuals 120 Police Impact Fee ‐ Police Revenue Increase (2,140) Administrative Revenue Adjustment to align with Actuals 121 Community Services Impact Fee ‐ Revenue Increase (46,676) Administrative Revenue Adjustment to align with Actuals 122 Community Services Impact Fee ‐ Revenue Increase (14,082) Administrative Revenue Adjustment to align with Actuals 123 Public Works Impact Fee ‐ Open Space Revenue Increase (194,600) Administrative Revenue Adjustment to align with Actuals 124 Public Works Impact Fee ‐ Open Space Revenue Increase (58,750) Administrative Revenue Adjustment to align with Actuals 125 Library Impact Fee ‐ Library Revenue Increase (52,724) Administrative Revenue Adjustment to align with Actuals 126 Library Impact Fee ‐ Library Revenue Increase (19,382) Administrative Revenue Adjustment to align with Actuals 127 Stormwater Impact Fee ‐ Stormwater Revenue Increase (19,880) Administrative Revenue Adjustment to align with Actuals 128 Stormwater Impact Fee ‐ Stormwater Revenue Increase (3,974) Administrative Revenue Adjustment to align with Actuals NON‐GENERAL FUND NET IMPACT 1,244,633

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Attachment 5 - Fiscal Year 2023-2024 Mid-Year Proposed Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Mid-Year
Adj't
Mid-Year
FY23-24 Notes

CITY ATTORNEY'S OFFICE
Admin Services Coordinator 1.0 1.0 1.0 1.0
Assistant Cit
y Attorney 2.0 3.0 2.0 2.0
Chief Assistant City Attorney 1.0 1.0 1.0 1.0
City Attorney (Currently Contract Position) 1.0 0.0 1.0 1.0 Office Specialist 1.0 1.0 1.0 1.0
Law Office Supervisor 1.0 1.0 1.0 1.0
Senior Assistant City Attorney 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 10.0 10.0 10.0 0.0 10.0

CITY CLERK'S OFFICE
City Clerk 1.0 1.0 1.0 1.0
Deputy City Clerk 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 4.0 0.0 4.0

CITY COUNCIL
Councilmember 6.0 6.0 6.0 6.0
Project Coordinator 1.0 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 8.0 8.0 8.0 0.0 8.0

CITY MANAGER'S OFFICE
Deput
y City Manager 2.0 0.0 0.0 0.0 Moved to Finance & Community Services City Manager 1.0 1.0 1.0 1.0
Executive Assistant to the City Manager 1.0 1.0 1.0 1.0 Management Analyst/Associate Mgmt Analyst (Communications Analyst) 1.0 1.0 1.0 Management Analyst/Associate Mgmt Analyst 1.0 1.0 1.0 1.0 Sr. Admin Analyst 0.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 5.0 5.0 5.0 0.0 5.0
COMMUNITY DEVELOPMENT (Building Services, Code Enforcement, Housing, & Planning) - Administrative Assistant 1.0 1.0 1.0 1.0
Associate Administrative Analyst (+1 for TCC Grant) 1.0 3.0 3.0 3.0 Building Inspector 2.0 2.0 2.0 1.0 3.0 Additional Position Requested Building Inspector Supervisor 1.0 1.0 1.0 1.0
Building Official 1.0 1.0 1.0 1.0
Code Enforcement Manager 1.0 1.0 1.0 1.0
Code Enforcement Officer I/II 7.0 7.0 7.0 7.0
Deputy Building Official 1.0 1.0 1.0 1.0
Director of Community Development 1.0 1.0 1.0 1.0
Housing Programs Analyst 1.0 1.0 1.0
Housing Manager 1.0 1.0 1.0 1.0
Housing Services Supervisor 1.0 1.0 1.0 1.0
Industrial Building Inspector 1.0 1.0 1.0 1.0
Permit Technician I/II 4.0 4.0 4.0 4.0
Plan Checking Engineer 1.0 1.0 1.0 1.0 2.0 Additional Position Requested Assistant/Associate Planner 3.0 3.0 3.0 3.0
Planning Manager 1.0 1.0 1.0 1.0
Planning Technician I/II 1.0 1.0 1.0 1.0
Principal Planner 1.0 1.0
Project Coordinator (TCC Grant Position) 1.0 1.0 1.0
Senior Accountant 1.0 0.0 0.0 0.0
Senior Administrative Analyst 1.0 1.0 1.0 1.0
Senior Building Inspector 3.0 3.0 3.0 3.0
Senior Planner 4.0 4.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 38.0 41.0 40.0 2.0 42.0

COMMUNITY POLICE REVIEW COMMISSION
Administrative Analyst 0.1 0.1 0.1 0.1
Total Full-Time Equivalents (FTEs) 0.1 0.1 0.1 0.0 0.1
COMMUNITY SERVICES (Administration)
Deput
y City Manager (Moved from City Manager Office) 0.0 1.0 1.0 1.0 Finance Manager II 1.0 1.0 1.0 1.0
Total Community Services (Administration) 1.0 2.0 2.0 0.0 2.0 COMMUNITY SERVICES (Employment & Training) -
Administrative Assistant 1.0 1.0 1.0 1.0
Admin Trainee(+3 Grant Funded) 1.0 1.0 1.0 3.0 4.0 Two New Positions, One Reclass from Office Assistant Administrative Analyst 2.0 2.0 2.0 2.0
Administrative Services Coordinator 1.0 1.0 1.0 1.0
Deputy Director of Community Services 1.0 1.0 1.0 1.0
Workforce Program Manager 3.0 3.0 3.0 3.0
Workforce Specialist I/II 12.0 12.0 12.0 12.0
Director of Community Services 1.0 1.0 1.0 1.0
Office Assistant 1.0 1.0 1.0 -1.0 0.0 Reclass to Administrative Trainee Project Coordinator 1.0 1.0 1.0 1.0
Senior Accountant 1.0 1.0 1.0 1.0
Workforce Program Specialist 2.0 2.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 27.0 27.0 27.0 2.0 29.0

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Attachment 5 - Fiscal Year 2023-2024 Mid-Year Proposed Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Mid-Year
Adj't
Mid-Year
FY23-24 Notes
COMMUNITY SERVICES (Library)
Library Services Manager 1.0 1.0 1.0 1.0
Circulation Supervisor 1.0 1.0 1.0 1.0
Deput
y Director of Community Services - Library 1.0 1.0 1.0 1.0 Executive Assistant I/II 1.0 1.0 1.0 1.0
Family Literacy Specialist 1.0 1.0 1.0 1.0
Head of Reference 1.0 2.0 2.0 2.0
Learning Center Coordinator 1.0 1.0 1.0 1.0
Librarian I/II 9.0 9.0 9.0 9.0
Library Assistant I/II 8.0 8.0 8.0 8.0
Library Associate 2.0 2.0 2.0 2.0
Library Information Systems Support Technician 1.0 1.0 1.0 1.0 Literacy Program Manager 1.0 1.0 1.0 1.0
Office Assistant 0.7 0.7 0.7 0.7
Senior Library Assistant 2.0 2.0 2.0 2.0
Senior Administrative Analyst 1.0 1.0 1.0 1.0
Volunteer Tutor/Learner Coordinator 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 34.7 35.7 35.7 0.0 35.7 COMMUNITY SERVICES (Office of Neighborhood Safety)
Administrative Assistant 1.0 1.0 1.0 1.0
Deputy Director of Community Services - ONS 1.0 1.0 1.0 1.0 Management Analyst/ Associate Management Analyst 1.0 1.0 1.0 1.0 Neighborhood Change Agents 11.0 11.0 11.0 11.0
ONS Field Coordinator 2.0 2.0 2.0 2.0
ONS Program Manager 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 17.0 17.0 17.0 0.0 17.0 COMMUNITY SERVICES (Recreation) -
Accounting Asst 1.0 1.0 1.0 1.0
Administrative Assistant (+1 Grant Funded) 2.0 2.0 2.0 1.0 3.0 Additional Position Requested Administrative Services Coordinator 1.0 1.0 1.0
Admin Analyst 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0 1.0
Auditorium Aide 3.2 3.2 3.2 3.2
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 Asssistant I/II 1.0 1.0 1.0 1.0
Library Associate (Tool Lending Library) 2.0 2.0 2.0
Lifeguard 1.6 1.6 1.6 1.6
Registration Specialist 1.0 1.0 1.0 1.0
Recreation Program Coordinator 8.0 10.0 10.0 10.0
Recreation Program Specialist 4.2 3.2 3.2 3.2
Recreation Supervisor 3.0 3.0 3.0 3.0
Senior Lifeguard 1.6 1.6 1.6 1.6
Total Full-Time Equivalents (FTEs) 30.0 34.0 34.0 1.0 35.0 COMMUNITY SERVICES (Community Crisis Response) -
Administrative Analyst/Associate 1.0 1.0 Additional Position Requested Community Intervention Specialists 8.0 8.0 Additional Positions Requested Mental Health Clinician 1.0 1.0 Additional Position Requested Total Full-Time Equivalents (FTEs) 0.0 0.0 0.0 10.0 10.0 COMMUNITY SERVICES (Social Services)
Project Manager II - Social Services 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 0.0 1.0 1.0 0.0 1.0
COMMUNITY SERVICES (Transportation) -
Management Analyst I/II
Paratransit Assistant
Associate Administrative Analyst 1.0 1.0 -1.0 0.0
Moved to Public Works
R-transit Driver 2.0 2.0 2.0 2.0
R-transit Driver Leadworker 1.0 1.0 1.0 1.0
Project Manager I/II 2.0 2.0 2.0 -1.0 1.0 Moved to Public Works Total Full-Time Equivalents (FTEs) 5.0 6.0 6.0 -2.0 4.0

DEPARTMENT OF CHILDREN AND YOUTH -
Community Services Technician I/II 1.0 1.0 Additional Position Requested Management Analyst / Associate Management Analyst 1.0 2.0 3.0 3.0 Project Manager I/II (Grants Manager) 0.0 1.0 1.0 1.0
Senior Management Analyst 1.0 0.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 2.0 3.0 5.0 1.0 6.0
ECONOMIC DEVELOPMENT (Arts & Culture, Environmental
Arts & Culture Manager 1.0 1.0 1.0 1.0
Development Project Manager II 1.0 1.0 1.0 1.0
Director of Economic Development 1.0 1.0 1.0 1.0
Sr. Admin Analyst 1.0 0.0 0.0 0.0
Economic Development Coordinator 1.0 1.0 1.0
Environmental Manager 1.0 1.0 1.0 1.0
Executive Assistant I/II 1.0 1.0 1.0 1.0
Management Analyst/Associate Management Analyst 2.0 2.0 2.0 2.0 Port Directo
r 1.0 1.0 1.0 1.0
Port Marketing/Operations Manager 1.0 1.0 1.0 1.0
Project Manager I/II (Grants Manager) 1.0 0.0 0.0 0.0
Sr. Business Assistance Officer 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 12.0 11.0 11.0 0.0 11.0

Page 2 of 5443 ends

Attachment 5 - Fiscal Year 2023-2024 Mid-Year Proposed Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Mid-Year
Adj't
Mid-Year
FY23-24 Notes

FINANCE
Accountant I/II 7.0 6.0 6.0 6.0
Accounting Assistant 5.0 5.0 5.0 5.0
Accounting Manager 2.0 4.0 4.0 4.0
Administrative Services Coordinator 1.0 1.0 1.0 1.0
Budget Administrator 1.0 0.0 0.0 0.0
Budget Analyst l/II 2.0 2.0 2.0 2.0
Business License Field Inspector 1.0 1.0 0.0 0.0
Business License Specialist 2.0 2.0 3.0 3.0
Buyer I/II 1.0 1.0 1.0 1.0
Pro
ject Manager I (Contract Compliance) 1.0 1.0 1.0
Chief Accountant 1.0 1.0 1.0
Deputy City Manager (Moved from City Manager Office) 0.0 1.0 1.0 1.0 Deputy Director of Finance 1.0 1.0 1.0 1.0
Director of Finance 1.0 1.0 1.0 1.0
Payroll Coordinator 2.0 2.0 2.0 2.0
Payroll Manager 1.0 1.0 1.0 1.0
Senior Accountant 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
Total Full-Time Equivalents (FTEs) 32.0 35.0 35.0 0.0 35.0 FIRE
SWORN
Fire Chief 1.0 1.0 1.0 1.0
Battalion Chief 4.0 4.0 4.0 4.0
Deputy Fire Chief 1.0 1.0 1.0 1.0
Deputy Fire Marshal 1.0 1.0 1.0 1.0
Fire Captain 24.0 24.0 24.0 24.0
Fire Engineer 24.0 24.0 24.0 24.0
Fire Fighter (Temporary Increase of Two FTEs) 30.0 30.0 32.0 32.0 Fire Inspector I/II (Backfilling Two FTEs) 5.0 5.0 5.0 5.0 Fire Marshal 1.0 1.0 1.0 1.0
Sub-total Sworn 91.0 91.0 93.0 0.0 93.0

NON-SWORN
Administrative Assistant 1.0 1.0 1.0 1.0
Administrative Services Coordinator 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 1.0 1.0 1.0
Emergency Services Analyst 1.0 1.0 1.0 1.0
Emergency Services Manager 1.0 1.0 1.0 1.0
Sub-total Non-Sworn 5.0 5.0 5.0 0.0 5.0
Total Full-Time Equivalents (FTEs) 96.0 96.0 98.0 0.0 98.0

HUMAN RESOURCES
Admin Assistant 1.0 1.0 1.0 1.0
Employee Benefits Analyst I 1.0 1.0 1.0 1.0
Human Resources Manager 3.0 3.0 3.0 3.0
Director of Human Resourecs 1.0 1.0 1.0 1.0
Human Resources Technician I/II/III 2.0 2.0 2.0 2.0
Human Resources Analyst I/II 4.0 4.0 4.0 4.0
Human Resources Analyst Principal 1.0 1.0 1.0 1.0
Human Resources Analyst Senior 2.0 2.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 15.0 15.0 15.0 0.0 15.0

INFORMATION TECHNOLOGY
Business Systems Analyst I 1.0 1.0 1.0 1.0
Cable TV Manager 1.0 1.0 1.0 1.0
Cable TV Programming Coordinator 1.0 1.0 1.0 1.0
Duplicating/Mail Assistant 1.0 1.0 1.0 1.0
Information Technology Assistant 1.0 1.0 1.0 1.0
Information Technology Director 1.0 1.0 1.0 1.0
Information Technology Manager 2.0 2.0 2.0 2.0
Information Technology Support Specialist I/II 1.0 1.0 1.0 1.0 Network & Systems Security Officer 1.0 1.0 1.0 1.0
Network & Systems Specialist I/II 1.0 1.0 1.0 1.0
Senior Cable TV Production Assistant 1.0 1.0 1.0 1.0
Senior Programmer Analyst 1.0 1.0 1.0 1.0
Telecommunications Coordinator 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 14.0 14.0 14.0 0.0 14.0

MAYOR'S OFFICE
Mayor 1.0 1.0 1.0 1.0
Assistant Admin Analyst 1.0 1.0 1.0 1.0
Associate Management Analyst 2.0 2.0 2.0 2.0
Executive Assistant I 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 5.0 5.0 5.0 0.0 5.0

Page 3 of 5444 ends

Attachment 5 - Fiscal Year 2023-2024 Mid-Year Proposed Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Mid-Year
Adj't
Mid-Year
FY23-24 Notes
POLICE
SWORN
Asst Police Chief 1.0 1.0 1.0 1.0
Police Captain 3.0 3.0 3.0 3.0
Police Chief 1.0 1.0 1.0 1.0
Police Lieutenant 8.0 8.0 9.0 9.0
Police Officer 107.0 107.0 109.0 109.0
Police Officer Trainee 2.0 2.0 0.0 0.0
Police Sergeant 23.0 23.0 23.0 23.0
Sub-total Sworn 145.0 145.0 146.0 0.0 146.0

NON-SWORN
Administrative Assistant 2.0 2.0 2.0 2.0
Assistant Police Property Technician 1.0 1.0 1.0 1.0
Administrative Services Coordinator 1.0 0.0 0.0 0.0
CCTV Wireless & Systems Specialist 1.0 1.0 1.0 1.0
Civilian Admin Manager 1.0 0.0 0.0 0.0
Community Services Officer 2.0 2.0 2.0 2.0
Communications Dispatcher I/II/III 17.0 17.0 17.0 17.0
Communications Manager 1.0 1.0 1.0 1.0
Communications Shift Supervisor 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
Crime Prevention Manager 1.0 1.0 1.0 1.0
Crime Prevention Specialist 1.0 1.0 1.0 1.0
Crime Scene Technician 3.0 3.0 3.0 3.0
Jailer 6.0 6.0 6.0 6.0
Network and Systems Specialist I/II 2.0 2.0 2.0 2.0
Office Assistant 1.0 1.0 1.0 1.0
Parking Enforcement Representative 5.0 5.0 6.0 6.0
Police Admin Manager 1.0 1.0 1.0
Police Property Technician 1.0 1.0 1.0 1.0
Police Records & Property Mgr. 1.0 1.0 1.0 1.0
Police Records Specialist 9.0 9.0 9.0 9.0
Project Manager I/II 1.0 1.0 1.0 1.0
Community Engagement Mgr 1.0 1.0 1.0 1.0
Public Safety Technology Supervisor 1.0 1.0 1.0 1.0
Senior Accountant 1.0 1.0 1.0 1.0
Senior Admin Analyst 1.0 1.0 1.0 1.0
Systems Administrator 1.0 1.0 1.0 1.0
Sub-total Non-Sworn 68.0 67.0 68.0 0.0 68.0
Total Full-Time Equivalents (FTEs) 213.0 212.0 214.0 0.0 214.0

PUBLIC WORKS -
Administrative Assistant 3.0 3.0 4.0 4.0
Assistant Engineer 1.0 1.0
Additional Position Requested
Associate Admin Analyst 1.0 1.0 1.0 1.0
Building Trades Worker I/II/Senior 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
Combo Equipment Mechanic 7.0 7.0 7.0 7.0
Streets Supervisor 1.0 1.0 1.0 1.0
Construction Inspector I/II 3.0 3.0 3.0 3.0
Custodial Maintenance Supervisor 1.0 1.0 1.0 1.0
Deputy Public Works Director 1.0 1.0 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
Electrician I/II 4.0 4.0 4.0 4.0
Junior/Assistant Engineer 1.0 1.0 1.0 1.0
Equipment Mechanic III/Senior 3.0 3.0 3.0 3.0
Equipment Operator 11.0 11.0 11.0 11.0
Equipment Parts Specialist 2.0 2.0 2.0 2.0
Equipment Services Superintendent 1.0 1.0 1.0 1.0
Equipment Supervisor 1.0 1.0 1.0 1.0
Executive Assistant I/II 1.0 1.0 0.0 0.0
Gardener 3.0 3.0 2.0 2.0
Groundskeeper 13.0 13.0 14.0 14.0
Maintenance Leadworker 10.0 10.0 10.0 10.0
Maintenance Worker I/II 21.0 21.0 21.0 21.0
Office Aide 0.8 0.8 0.8 -0.8 0.0 Reclass to Permit Technician I/II Office Assistant 1.0 1.0 1.0 1.0
Painter 2.0 2.0 2.0 2.0
Parks & Landscaping Superintendent 1.0 1.0 1.0 1.0
Parks Construction & Maintenance Worker 5.0 5.0 5.0 5.0 Parks Supervisor 3.0 3.0 3.0 3.0
Permit Technician I/II 0.8 0.8 Reclass from Office Aide Project Manager I/II 1.0 0.0 0.0 0.0
Director of Public Works 1.0 1.0 1.0 1.0
PW Facilities Maint. Superintendent 1.0 1.0 1.0 1.0
PW Streets Maint. Superintendent 1.0 1.0 1.0 1.0
Public Works Abatement Superintendent 1.0 1.0 1.0 1.0
Senior Civil Engineer 2.0 2.0 3.0 3.0
Senior Electrician 1.0 1.0 1.0 1.0
Stationary Engineer 3.0 3.0 3.0 3.0
Stationary Engineer Supervisor 1.0 1.0 1.0 1.0
Tree Leadworker 1.0 1.0 1.0 1.0
Facilities Maintenance Worker I/II 10.0 10.0 10.0 10.0
Total Full-Time Equivalents (FTEs) 132.2 131.2 132.2 1.0 133.2

Page 4 of 5445 ends

Attachment 5 - Fiscal Year 2023-2024 Mid-Year Proposed Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Mid-Year
Adj't
Mid-Year
FY23-24 Notes
PUBLIC WORKS (Water Resource Recovery) -
Administrative Assistant 1.0 1.0 1.0 1.0
Admin Services Coordinator 1.0 1.0 1.0 1.0
Deputy Director of Public Works - City Engineer 1.0 1.0 1.0 1.0 Infrastructure Administrator 1.0 1.0 1.0 1.0
Environmental Compliance Inspector 2.0 2.0 2.0 2.0
Environmental Manager 1.0 1.0 1.0 1.0
Executive Assistant I/II 1.0 1.0 1.0 1.0
Project Manager I/II 1.0 1.0 1.0 -1.0 0.0
Reclass to Project Manager III
Project Manager III 1.0 1.0 Reclass from Project Manager I/II Project Coordinator 1.0 0.0 0.0 0.0
Senior Accountant 1.0 1.0 1.0 1.0
Senior Civil Engineer 1.0 1.0 1.0
Senior Environmental Inspector 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 12.0 12.0 12.0 0.0 12.0 PUBLIC WORKS (Transportation) -
Associate Administrative Analyst 1.0 1.0 Moved from Community Services Project Manager I/II 1.0 1.0 Moved from Community Services Total Full-Time Equivalents (FTEs) 0.0 0.0 0.0 2.0 2.0

RENT CONTROL
Administrative Assistant 3.0 3.0 1.0 1.0
Compliance Specialist 2.0 2.0
Deputy Director Rent Program 1.0 1.0 1.0 1.0
Executive Director Rent Program 1.0 1.0 1.0 1.0
Hearing Examiner Rent Program 1.0 1.0 1.0 1.0
General Counsel Rent Program 1.0 1.0 1.0 1.0
Office Assistant 2.0 2.0
Rent Program Analyst I/II 2.0 2.0 2.0 2.0
Senior Admin Analyst 1.0 1.0 1.0 1.0
Senior Management Analyst 1.0 1.0 1.0 1.0
Staff Attorney Rent Program 1.0 1.0 1.0 1.0
Total Full-Time Equivalents(FTEs) 12.0 12.0 14.0 0.0 14.0

RICHMOND HOUSING AUTHORITY
Administrative Assistant 1.0 1.0 1.0 1.0
Building Maintenance Supervisor 1.0 1.0 1.0 1.0
Executive Director Housing Authority 1.0 1.0 1.0 1.0
Resident Housing Manager 1.0 1.0 1.0 1.0
Senior Development Project Manager 1.0 1.0 0.0 0.0
Senior Property Manager 1.0 1.0 1.0 1.0
Senior Resident Housin
g Manager 1.0 0.0 0.0 0.0
Total Full-Time Equivalents (FTEs) 7.0 6.0 5.0 0.0 5.0
GRAND TOTAL ALL DEPARTMENTS 732.0 743.0 750.0 17.0 767.0

Page 5 of 5446 ends

EŽ͘ EĂŵĞŽĨ'ƌŽƵƉ DĞĞƚŝŶŐKĐĐƵƌƌĞŶĐĞ ĞƉĂƌƚŵĞŶƚĂů^ƵƉƉŽƌƚ ϭ ϲϭϳŵĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
Ϯ ϵϯϵ;ŽŶƚƌĂŽƐƚĂŽƵŶƚǇͿŵĞĞ ƚŝŶŐƐ ŵŽŶƚŚůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨ ŝĐĞ͕ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ϯ ůĂŵĞĚĂͬŽŶƚƌĂŽƐƚĂWĂƌŬƐĂŶĚZĞĐƌĞĂƚŝŽŶŝƌĞĐƚŽƌĂůůƐ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϰ ŵĞƌŝĐĂΖƐ:ŽďĞŶƚĞƌŽĨĂůŝĨŽƌŶŝĂ;:Ϳ ƋƵĂƌƚĞƌůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϱ ƌƚƐĂŶĚƵůƚƵƌĞŽŵŵŝƐƐŝŽŶ ŵŽŶƚŚůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ϲ ƐƐŽĐŝĂƚŝŽŶŽĨĂǇƌĞĂ'ŽǀĞƌŶŵĞŶƚƐ;'Ϳ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
ϳ ĂǇƌĞĂŝƌYƵĂůŝƚǇDĂŶĂŐĞŵĞŶƚŝƐƚƌŝĐƚ;YDͿ ŵŽŶƚŚůǇ͕ĂƐŶĞ ĞĚĞĚ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
WƵďůŝĐtŽƌŬƐ
ϴ ŝĐǇĐůĞWĞĚĞƐƚƌŝĂŶĚǀŝƐŽƌǇŽŵ ŵŝƚƚĞĞ;WͿ ŵŽŶƚŚůǇ WƵďůŝĐtŽƌŬ Ɛ ϵ Ăůs/WŐƌĂŶƚŵĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ ŽŵŵƵŶƚŝƚǇ^ĞƌǀŝĐĞƐ
ϭϬ ĂƐƚƌŽZĞƐŝĚĞŶƚŵĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
&ŝƌĞ
WŽůŝĐĞ
ϭϭ ŽŵŵŝƐƐŝŽŶŽŶŐŝŶŐ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϭϮ ŽŵŵƵŶŝƚǇ
ŵĞƌŐĞŶĐǇZĞƐƉŽŶƐĞdĞĂŵ;
ZdͿ &ŝƌĞ
ϭϯ ŽŵŵƵŶŝƚǇWŽůŝĐĞZĞǀŝĞǁŽŵŵŝƐƐŝŽŶ ŵŽŶƚŚůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ŝƚǇƚƚŽƌŶĞǇΖƐKĨĨŝĐĞ
WŽůŝĐĞ
ϭϰ ŽŶƚƌĂŽƐƚĂůĞĂŶtĂƚĞƌ ďŝͲǁĞĞŬůǇ WƵďůŝĐtŽƌŬƐ
ϭϱ ŽŶƚƌĂŽƐƚĂ,ĞĂůƚŚϯŵĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ
ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
&ŝƌĞ
WŽůŝĐĞ
ϭϲ ŽŶƚƌĂŽƐƚĂdƌĂŶƐƉŽƌƚĂƚŝŽŶƵƚ ŚŽƌŝƚǇ;dͿ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ ϭϳ ƌŝŵĞ&ƌĞĞDƵůƚŝͲ,ŽƵƐŝŶŐDĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ
WŽůŝĐĞ
ZŝĐŚŵŽŶĚ,ŽƵƐŝŶŐƵƚŚŽƌŝƚǇ
ϭϴ ĞƐŝŐŶZĞǀŝĞǁŽĂƌĚ ďŝͲǁĞĞŬůǇ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ ϭϵ
ĂƐƚĂǇZĞŐŝŽŶĂůWĂƌŬƐ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕
ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
WƵďůŝĐtŽƌŬƐ
ϮϬ
ĂƐƚĞƌ,ŝůů,ŽƵƐŝŶŐŽƌƉŽƌĂƚŝŽŶ ƋƵĂƌƚĞƌůǇ
ZŝĐŚŵŽŶĚ,ŽƵƐŝŶŐƵƚŚŽƌŝƚǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ŝƚǇůĞƌŬ
&ŝŶĂŶĐĞ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
Ϯϭ
/Ě,ŽĐŽŵŵŝƚƚĞĞ ĂƐŶĞĞĚĞĚ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϮϮ
/'ƌĂŶƚZĞǀŝĞǁĚͲ,ŽĐŽŵŵŝƚƚĞĞ ĂƐŶĞĞĚĞĚ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ Ϯϯ
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ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
Ϯϱ
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Ϯϲ
Ě&ƵŶĚĂŵƉĐŚŝĞǀĞ ƋƵĂƌƚĞƌůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
Ϯϳ
ůĞĐƚƌŝĐsĞŚŝĐůĞ;
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ϯϭ 'ŝůŵĂŶ^ƚƌĞĞƚ^ƉŽƌƚŽŵƉůĞǆ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϯϮ 'ŽǀĞƌŶŵĞŶƚůůŝĂŶĐĞŽŶZĂĐĞĂŶĚ
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ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
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/ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇ
ϯϯ 'ƌĞĞŶŝƚŝĞƐĂůŝĨŽƌŶŝĂ ŵŽŶƚŚůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ϯϰ ,ŝůůƚŽƉŝƐƚƌŝĐƚŵĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ WƵďůŝĐtŽƌŬƐ
ϯϱ ,ŝƐƚŽƌŝĐWƌĞƐĞƌǀĂƚŝŽŶŽŵŵŝƐƐŝŽŶ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ WĂŐĞϭ
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ϯϲ ,ŽŵĞůĞƐƐdĂƐŬ&ŽƌĐĞ ŵŽŶƚŚůǇ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
WŽůŝĐĞ
ϯϳ ,ŽƵƐŝŶŐĚǀŝƐŽƌǇŽŵŵŝƐƐŝŽŶ ŵŽŶƚŚůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕
ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ZŝĐŚŵŽŶĚ,ŽƵƐŝŶŐƵƚŚŽƌŝƚǇ
ϯϴ ,ŽƵƐŝŶŐƵƚŚŽƌŝƚǇŽĂƌĚŽĨŽŵŵŝƐƐŝŽŶĞƌƐ ŽŶĞƚŽƚŚƌĞĞƚŝŵĞƐƉĞƌŵŽŶƚŚ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ŝƚǇůĞƌŬ
ŝƚǇƚƚŽƌŶĞǇ
/ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐǇ
ZŝĐŚŵŽŶĚ,ŽƵƐŝŶŐƵƚŚŽƌŝƚǇ
ϯϵ ,ƵŵĂŶZŝŐŚƚƐĂŶĚ,ƵŵĂŶZĞůĂƚŝŽŶƐŽŵŵŝƐƐŝŽŶ ŵŽŶƚŚůǇ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
ŝƚǇƚƚŽƌŶĞǇΖƐKĨĨŝĐĞ
ϰϬ :ƵŶĞƚĞĞŶƚŚWůĂŶŶŝŶŐŽŵŵŝƚƚĞĞ ŵŽŶƚŚůǇĂƐŶĞĞĚĞĚ WŽůŝĐĞ ϰϭ >ĞĂŐƵĞŽĨĂůŝĨŽƌŶŝĂŝƚŝĞƐ
ĂƐƚĂǇ ƋƵĂƌƚĞƌůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
D>d͕ĂƐŶĞĞĚĞĚ
ϰϮ >ŝďƌĂƌǇŽŵŵŝƐƐŝŽŶ ďŝͲŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϰϯ >ŝďƌĂƌǇ&ŽƵŶĚĂƚŝŽŶ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϰϰ >ŝƚĞƌĂĐǇĂǇ
ǀĞŶƚŽŵŵŝƚƚĞĞ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϰϱ >ŽĐĂůŚŝůĚƌĞŶΖƐ&ƵŶĚŝŶŐWƌŽũĞĐƚ ŵŽŶƚŚůǇ ĞƉĂƌƚŵĞŶƚŽĨŚŝůĚƌĞŶĂŶĚzŽƵƚŚ ϰϲ DĂƌŝŶĂŝƐƚƌŝĐƚŵĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ WƵďůŝĐtŽƌŬƐ
ϰϳ DĂǇŽƌƐŽŶĨĞƌĞŶĐĞ ŵŽŶƚŚůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
DĂŶĂŐĞŵĞŶƚ>ĞĂĚĞƌƐŚŝƉdĞĂŵ͕ĂƐŶĞĞĚĞĚ
ϰϴ D
ůĞĂŶ
ŶĞƌŐǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕
ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ϰϵ EĂƚŝŽŶĂůEŝŐŚƚKƵƚƉůĂŶŶŝŶŐĐŽŵŵŝƚƚĞĞ ĂƐŶĞĞĚĞĚ
ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
WŽůŝĐĞ
ϱϬ EĞŝŐŚďŽƌŚŽŽĚŽƵŶĐŝů;ŝŶĚŝǀŝĚƵĂůͿŵĞĞƚŝŶŐƐ ǁĞĞŬůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
&ŝƌĞ
WŽůŝĐĞ
WƵďůŝĐtŽƌŬƐ
ϱϭ EŽƌƚŚZŝĐŚŵŽŶĚ
ĂƌƚŚĂǇŽŵŵŝ ƚƚĞĞ ĂƐŶĞĞĚĞĚ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϱϮ EŽƌƚŚZŝĐŚŵŽŶĚ'ƌĞĞŶ ĂƐŶĞĞĚĞĚ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϱϯ EŽƌƚŚZŝĐŚŵŽŶĚDŝƚŝŐĂƚŝŽŶ&ĞĞŽ ŵŵŝƚƚĞĞ ĂƐŶĞĞĚĞĚ;ƐĞŵŝͲĂŶŶƵĂů ůǇͿ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϱϰ EŽƌƚŚZŝĐŚŵŽŶĚDƵŶŝĐŝƉĂůĚǀŝ ƐŽƌǇŽŵŵŝƚƚĞĞ ĂƐŶĞĞĚĞĚ ŽŵŵƵŶŝƚǇ ^ĞƌǀŝĐĞƐ ϱϱ EǇƐƚƌŽŵhŶŝƚĞĚZĞǀŝƚĂůŝǌĂƚŝŽŶ
ĨĨŽƌƚ;EhZs
ͿWŽůŝĐǇĚͲ,ŽƋƵĂƌƚĞƌůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϱϲ WĂƌĂƚƌĂŶƐŝƚŽŽƌĚŝŶĂƚŝŶŐŽŵŵŝƚƚĞĞ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϱϳ WĂƌŬŝŶŐ>ĞŐŝƐůĂƚŝǀĞŵĞĞƚŝŶŐ ĂƐŶĞĞĚĞĚ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϱϴ WĞƌƐŽŶŶĞůŽĂƌĚ ŵŽŶƚŚůǇ ,ƵŵĂŶZĞƐŽƵƌĐĞƐ
ϱϵ WůĂŶŶŝŶŐŽŵŵŝƐƐŝŽŶ ďŝͲǁĞĞŬůǇ ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ ϲϬ WŽůŝĐĞΘ&ŝƌĞŵĂŶΖƐWĞŶƐŝŽŶŽĂƌĚ ĂƐŶĞĞĚĞĚ ŝƚǇůĞƌŬΖƐKĨĨŝĐĞ ϲϭ WƵďůŝĐDĂŶĂŐĞŵĞŶƚƐƐŽĐŝĂƚŝŽŶ ŵŽŶƚŚůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
/ŶƚĞƌŶĂů^ĞƌǀŝĐĞƐ
ϲϮ ZĞĐƌĞĂƚŝŽŶĂŶĚWĂƌŬƐŽŵŵŝƐƐŝŽŶ ŵŽŶƚŚůǇ
ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
WƵďůŝĐtŽƌŬƐ
ϲϯ ZĞĐǇĐůĞDŽƌĞƌĞŐŝŽŶĂůƐƚĂĨĨŵĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ϲϰ ZĞŐŝŽŶĂůWĂƌŬĂŶĚZĞĐƌĞĂƚŝŽŶ' ƌŽƵƉ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϲϱ ZĞŝŵĂŐŝŶŝŶŐWƵďůŝĐ^ĂĨĞƚǇŽŵŵƵŶŝƚǇdĂƐŬ&ŽƌĐĞ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
WŽůŝĐĞ
ϲϲ ZĞƉƵďůŝĐ^ĞƌǀŝĐĞƐͬŝƚǇŽĨZŝĐŚŵŽŶĚŵĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕
ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ŝƚǇƚƚŽƌŶĞǇΖƐKĨĨŝĐĞ
ϲϳ ZŝĐŚŵŽŶĚ&ƌŝĞŶĚƐŽĨZĞĐƌĞĂƚŝŽŶ ďŝͲŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϲϴ ZŝĐŚŵŽŶĚ&ƵŶĚĨŽƌŚŝůĚƌĞŶĂŶĚz ŽƵƚŚKǀĞƌƐŝŐŚƚŽĂƌĚ ŵŽŶƚŚůǇ Ğ ƉĂƌƚŵĞŶƚŽĨŚŝůĚƌĞŶĂŶĚzŽƵƚŚ ϲϵ ZŝĐŚŵŽŶĚ&ƵŶĚĞƌƐ&ŽƌƵŵ ďŝͲŵŽŶƚŚůǇ ĞƉĂƌƚŵĞŶƚŽĨŚŝůĚƌĞŶĂŶĚzŽƵƚŚ ϳϬ ZŝĐŚŵŽŶĚ,ŽƵƐŝŶŐƵƚŚŽƌ ŝƚǇŽƌƉŽƌĂƚŝŽŶ ƋƵĂƌƚĞƌůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ŝƚǇůĞƌŬ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
&ŝŶĂŶĐĞ
ZŝĐŚŵŽŶĚ,ŽƵƐŝŶŐƵƚŚŽƌŝƚǇ
WĂŐĞϮ
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ϳϭ
ZŝĐŚŵŽŶĚEĞŝŐŚďŽƌŚŽŽĚŽŽƌĚŝŶĂƚŝŶŐŽƵŶĐŝů

ǆĞĐƵƚŝǀĞďŽĂƌĚ ŵŽŶƚŚůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕
ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
&ŝƌĞ
WŽůŝĐĞ
WƵďůŝĐtŽƌŬƐ
ϳϮ ZŝĐŚŵŽŶĚWŽůŝĐĞĐƚŝǀŝƚŝĞƐ>ĞĂŐƵĞ;ZW>Ϳ>ŝƚƚůĞ>ĞĂŐƵĞŽĂŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϳϯ ZŝĐŚŵŽŶĚWƌŽŵŝƐĞ ŵŽŶƚŚůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ϳϰ ZŝĐŚŵŽŶĚZĞŶƚŽĂƌĚ ŵŽŶƚŚůǇ ZĞŶƚWƌŽŐƌĂŵ
ϳϱ ZŝĐŚŵŽŶĚZĞƉŽƐŝƚŝŽŶŝŶŐĂŶĚdƌĂŶƐĨĞƌŝƐĐƵƐƐŝŽŶ;W,Z^Ϳ ďŝͲǁĞĞŬůǇ &ŝŶĂŶĐĞ
ZŝĐŚŵŽŶĚ,ŽƵƐŝŶŐƵƚŚŽƌŝƚǇ
ϳϲ ZŝĐŚŵŽŶĚ^ǁŝŵƐ ĂƐŶĞĞĚĞĚ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
ϳϳ ZŝĐŚŵŽŶĚdĞŶŶŝƐƐƐŽĐŝĂƚŝŽ Ŷ ŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϳϴ ^ĂĨĞƚǇŽŵŵŝƚƚĞĞDĞĞƚŝŶŐƐ ŵŽŶƚŚůǇ
ŽŵŵŶƵŶŝƚǇ^ĞƌǀŝĐĞƐ
,ƵŵĂŶZĞƐŽƵƌĐĞƐ
WƵďůŝĐtŽƌŬƐ
ϳϵ ^ŚŝŵĂĚĂ&ƌŝĞŶĚƐŚŝƉŽŵŵŝƐƐŝ ŽŶ ŵŽŶƚŚůǇ ŝƚǇŽƵŶĐŝůKĨĨŝĐĞ ϴϬ ^ŽƵƚŚƐŝĚĞнϭEĞŝŐŚďŽƌŚŽŽĚŽ ƵŶĐŝů ďŝͲŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞ Ɛ ϴϭ ^ƚĂƚĞǁŝĚĞ/ůůĞŐĂůƵŵƉŝŶŐWƌĞǀĞŶƚŝŽŶdĞĐŚŶŝĐĂůĚǀŝƐŽƌǇƋƵĂƌƚĞƌůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ϴϮ dƌĂŝůƐĨŽƌZŝĐŚŵŽŶĚĐƚŝŽŶŽŵŵŝƚƚĞĞ;dZͿ ĂƐŶĞĞĚĞĚ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
WƵďůŝĐtŽƌŬƐ
ϴϯ dƌĂŶƐĨŽƌŵĂƚŝǀĞůŝŵĂƚĞŽŵŵƵŶŝƚŝĞƐ;dͿŽŵŵŝƚƚĞĞ ŵŽŶƚŚůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕
ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
WƵďůŝĐtŽƌŬƐ
ϴϰ hŶŚŽƵƐĞĚ/ŶƚĞƌĚĞƉĂƌƚŵĞŶƚĂůdĞĂŵ ŵŽŶƚŚůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
ŽŵŵƵŶŝƚǇĞǀĞůŽƉŵĞŶƚ
ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ
WƵďůŝĐtŽƌŬƐ
WŽůŝĐĞ
ϴϱ hƌďĂŶ&ŽƌĞƐƚĚǀŝƐŽƌǇŽŵŵŝƚƚĞĞ ŵŽŶƚŚůǇ WƵďůŝĐtŽƌŬƐ ϴϲ tĞƐƚŽŶƚƌĂŽƐƚĂ/ŶƚĞŐƌĂƚĞĚtĂƐƚĞDĂŶĂŐĞŵĞŶƚƵƚŚŽƌ ŵŽŶƚŚůǇ ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ͕ ĐŽŶŽŵŝĐĞǀĞůŽƉŵĞŶƚ
ϴϳ tĞƐƚŽŶƚƌĂŽƐƚĂdƌĂŶƐƉŽƌƚĂƚŝŽŶĚǀŝƐŽƌǇŽŵŵŝƚƚĞĞ;tŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϴϴ tĞƐƚŽŶƚƌĂŽƐƚĂhŶŝĨŝĞĚ^ĐŚŽŽůŝƐƚƌŝĐƚ;th^ͿŽŵŵŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϴϵ tĞƐƚŽƵŶƚǇŐĞŶĐǇ;:WďĞƚǁĞĞŶZŝĐŚŵŽŶĚĂŶĚtĞƐƚŽƵŶƚǇtĂƐƚ ĞǁĂƚĞƌŝƐƚƌŝĐƚͿ WƵďůŝĐtŽƌŬƐ ϵϬ tĞƐƚŽƵŶƚǇDĂǇŽƌƐĂŶĚ^ƵƉĞƌǀŝƐŽƌƐ ŵŽŶƚŚůǇ
ŝƚǇDĂŶĂŐĞƌΖƐKĨĨŝĐĞ
DĂŶĂŐĞŵĞŶƚ>ĞĂĚĞƌƐŚŝƉdĞĂŵĂƐŶĞĞĚĞĚ
ϵϭ tĞƐƚŽƵŶƚǇtĂƐƚĞǁĂƚĞƌŝ ƐƚƌŝĐƚ ƋƵĂƌƚĞƌůǇ WƵďůŝĐtŽƌŬƐ ϵϮ tŽƌŬĨŽƌĐĞĞǀĞůŽƉŵĞŶƚŽĂƌĚ ďŝͲŵŽŶƚŚůǇ ŽŵŵƵŶŝƚǇ^ĞƌǀŝĐĞƐ ϵϯ zŽƵƚŚŽƵŶĐŝů ĂƐŶĞĞĚĞĚ ŝƚǇŽƵŶĐŝůKĨĨŝĐĞ
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Attachment 6 - List of Boards and Commissions
449
City of Richmond
FY2023-24 Mid-Year Report
Attachment 7 - Capital Improvement Projects Budget Report by Department EXPENDITURES - CAPITAL PROJECTS by

DEPARTMENT

ORIGINAL
BUDGET
FY2023-24

TRANSFERS/
ADJUST
FY2023-24

REVISED
BUDGET
FY2023-24
12/31/2023

EXPENDED
FY2023-24 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

MID-YEAR

ADJUSTMENT

REVISED
BUDGET
FY2023-24 NOTES

PUBLIC WORKS DEPARTMENT - CIP
13TH STREET COMPLETE STREET 3,775,063 57,110 3,832,173 70,586 57,960 3,703,626 2% 3% 3,832,173

AMERICANS WITH DISABILITIES ACT (ADA) MISC
SIDEWALKS 3,115,181 - 3,115,181 19,153 249,729 2,846,299 1% 9% 3,115,181 ATP QUICK BUILD CUTTING/HOFFMAN 211,793 402,419 614,212 - 402,419 211,793 0% 66% 614,212 ATP QUICK BUILD HARBOUR WAY S. CYCLE
TRACK 154,721 - 154,721 5,273 - 149,448 3% 3% 154,721 BOOKER T. ANDERSON (BTA) CENTER HVAC - 500,000 500,000 - - 500,000 0% 0% 500,000 BOOKER T. ANDERSON (BTA) CENTER
INFRASTRUCTURE - 1,000,000 1,000,000 - - 1,000,000 0% 0% 1,000,000 BOORMAN PARK REVITALIZATION 3,324,489 216,109 3,540,598 (185,631) 207,945 3,518,284 -5% 1% 3,540,598 BRIDGE PREVENTIVE MAINTENANCE 2,121,735 - 2,121,735 11,123 7,878 2,102,735 1% 1% 2,121,735 CARLSON BLVD. CROSSTOWN CONNECTIONS
IMPROVEMENTS 214,599 22,858 237,457 - 22,858 214,599 0% 10% 237,457 CARLSON BLVD. FY2023-24 750,000 520,000 1,270,000 59,110 2,845 1,208,045 5% 5% 1,270,000 CASTRO RANCH ROAD REHABILITATION - 670,648 670,648 - 670,648 - 0% 100% 670,648 CIVIC CENTER PLAZA LANDSCAPING 200,000 200,000 [1] CORP YARD BATHROOM REMODEL 131,235 45,000 176,235 - - 176,235 0% 0% 176,235 CORP YARD FENCE 37,500 37,500 [2] CORP YARD FUEL SITE UPGRADE 179,211 - 179,211 - - 179,211 0% 0% 179,211 DIRT WORLD BIKE PARK REVITALIZATION 444,800 508,750 953,550 164,777 343,973 444,800 17% 53% 953,550 DORNAN TUNNEL LIGHTING 60,000 60,000 [3] FACILTIES NEEDS ASSESSMENT 500,000 500,000 [4] FIRE STATION 66 IMPROVEMENTS 275,052 505,000 780,052 - - 780,052 0% 0% 780,052 FIRE TRAIL ACCESS 50,000 50,000 [5] GREENING THE YELOW BRICK ROAD 351,769 1,045,572 1,397,341 120,062 925,510 351,769 9% 75% 1,397,341 GREENWAY REHAB AND BIKE EDUCATION 124,810 2,500 127,310 - 35,400 91,910 0% 28% 127,310 HARBOUR 8 PARK EXTENSION 513,190 4,906,364 5,419,554 1,011,123 3,916,577 491,854 19% 91% 5,419,554 HARBOUR WAY & WRIGHT SECTION 130 1,197,000 - 1,197,000 - - 1,197,000 0% 0% 1,197,000 HILLTOP FIRE STATION CARD READER 50,000 20,000 70,000 - - 70,000 0% 0% 70,000 I-80 CENTRAL INTERCHANGE PHASE II 2,192,740 4,500,000 6,692,740 60,504 98,784 6,533,452 1% 2% 6,692,740 MARTIN LUTHER KING JR. COMMUNITY CENTER 267,692 - 267,692 - - 267,692 0% 0% 267,692 Notes:
[1] Mid-year adjustment to appropriate $200K for Civic Center Plaza Landscaping [2] Mid-year adjustment to appropriate $37,500 for Corp Yard Fence [3] Mid-year adjustment to appropriate $60K for the Dornan Tunnel Lighting [4] Mid-year adjustment to appropriate $500K for Facilities Needs Assessment [5] Mid-year adjustment to appropriate $50K for the Fire Trail Access project, the balance was not carried from last year 450
City of Richmond
FY2023-24 Mid-Year Report
Attachment 7 - Capital Improvement Projects Budget Report by Department EXPENDITURES - CAPITAL PROJECTS by

DEPARTMENT

ORIGINAL
BUDGET
FY2023-24

TRANSFERS/
ADJUST
FY2023-24

REVISED
BUDGET
FY2023-24
12/31/2023

EXPENDED
FY2023-24 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

MID-YEAR

ADJUSTMENT

REVISED
BUDGET
FY2023-24 NOTES
PUBLIC WORKS DEPARTMENT - CIP - Continued
NATIVE AMERICAN HEALTH CENTER 50,000 - 50,000 - - 50,000 0% 0% 50,000 NEVIN CENTER HVAC - ARPA 450,000 575,000 1,025,000 - - 1,025,000 0% 0% 1,025,000 PARKS MAINTENANCE EQUIPMENT - 215,729 215,729 - 215,729 - 0% 100% 215,729 PARKS YARD FUEL SITE UPGRADES 220,000 - 220,000 - - 220,000 0% 0% 220,000 POST ENCAMPMENT CLEANUP EQUIPMENT 75,000 75,000 [6] PT. MOLATE COTTAGES ASSESSMENT - 878,160 878,160 39,980 308,282 529,898 5% 40% 878,160 RECREATION CENTER HVAC - ARPA 451,000 640,000 1,091,000 - - 1,091,000 0% 0% 1,091,000 RICHMOND SOCCER FIELD STUDY - 80,000 80,000 76,607 46 3,347 96% 96% 80,000 RICHMOND ART AND LIGHT - 4,000,000 4,000,000 - - 4,000,000 0% 0% 4,000,000 RICHMOND MUSEUM HVAC - ARPA 467,400 (467,400) - - - - 0% 0% - SANTA RITA ROAD STABILIZATION 650,000 390,000 1,040,000 46,816 818,926 174,258 5% 83% 1,040,000 SF BAY TRAIL- PT. MOLATE 980,137 750,000 1,730,137 - - 1,730,137 0% 0% 1,730,137 SHIELDS-REID PARK REVITALIZATION 6,437,609 443,603 6,881,212 41,000 936,603 5,903,609 1% 14% 6,881,212 SMART SIGNALS SAN PABLO & 23RD - 182,336 182,336 - - 182,336 0% 0% 182,336 SOCCER FIELDS-RESTROOMS-PARKS - 4,200,000 4,200,000 - - 4,200,000 0% 0% 4,200,000 STREET PAVING 2,840,455 461,717 3,302,172 1,706,290 524,226 1,071,656 52% 68% 431,066 3,733,238 [7] STREET PAVING - ANNUAL ALLOCATION 2,864,927 - 2,864,927 - - 2,864,927 0% 0% 2,864,927 STREET PAVING - 37TH STREET - 36,915 36,915 - 36,915 - 0% 100% 36,915 STREET PAVING - CUTTING/HARBOUR WAY S.

BIKEWAY 79,717 415,436 495,153 32,493 424,793 37,867 7% 92% 495,153 STREET PAVING - MARINA WAY - 3,553 3,553 - 3,553 - 0% 100% 3,553 SURFACE DRAINAGE 300,000 - 300,000 - - 300,000 0% 0% 300,000 TRAFFIC CALMING PROGRAM 1,200,000 8,262 1,208,262 38,579 1,676 1,168,006 3% 3% 1,208,262 TRAFFIC SAFETY IMPROVEMENTS 375,000 10,769 385,769 5,811 120,758 259,200 2% 33% 385,769 VIA VERDI MITIGATION 400,000 400,000 [8] YELLOW BRICK ROAD 5,000 - 5,000 - - 5,000 0% 0% 5,000

YELLOW BRICK ROAD CLEAN, GREEN &
BEAUTIFUL 4,000,000 - 4,000,000 290,070 3,315,727 394,203 7% 90% 4,000,000 TOTAL - PUBLIC WORKS DEPARTMENT CIP 40,766,325 27,746,410 68,512,735 3,613,727 13,649,760 51,249,247 5% 25% 1,753,566 70,266,301

PUBLIC WORKS - WATER RESOURCE RECOVERY WASTEWATER - CIP COGENERATION 3,000,000 31,616 3,031,616 - 31,616 3,000,000 0% 1% 3,031,616 CUTTING BLVD. & HARBOUR WAY S. SEWER 2,000,000 - 2,000,000 - - 2,000,000 0% 0% 2,000,000 DORNAN DRIVE FORCE MAIN REHABILITATION 4,000,000 - 4,000,000 - 57,760 3,942,240 0% 1% 4,000,000 Notes:
[6] Mid-year adjustment to appropriate $75K for Post Encampment Cleanup Equipment [8] Mid-year adjustment to appropriate $400K for Via Verdi Mitigation [7] Mid-year adjustment to appropriate $131,066 for Street Paving using Measure J Funding and $300K from additional revenue received 451
City of Richmond
FY2023-24 Mid-Year Report
Attachment 7 - Capital Improvement Projects Budget Report by Department EXPENDITURES - CAPITAL PROJECTS by

DEPARTMENT

ORIGINAL
BUDGET
FY2023-24

TRANSFERS/
ADJUST
FY2023-24

REVISED
BUDGET
FY2023-24
12/31/2023

EXPENDED
FY2023-24 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

MID-YEAR

ADJUSTMENT

REVISED
BUDGET
FY2023-24 NOTES
PUBLIC WORKS - WATER RESOURCE RECOVERY WASTEWATER - CIP - Continued GRIT AND AERATION REPLACEMENT 20,000,000 4,455,382 24,455,382 3,697,588 842,942 19,914,853 15% 19% 24,455,382 S. 33RD WET WEATHER SEWER LINE 2,000,000 - 2,000,000 - - 2,000,000 0% 0% 2,000,000 SANITARY SEWER REPAIRS 2,500,000 235,069 2,735,069 954,343 877,358 903,368 35% 67% 2,735,069 WWTP SCADA UPGRADE 91,018 91,018 [9] WWTP SLUDGE THICKENER 13,500,000 97,393 13,597,393 7,767 89,626 13,500,000 0% 1% 13,597,393

SANITARY SEWER REPAIRS /BRICK MANHOLE
REHAB 250,000 - 250,000 - - 250,000 0% 0% 250,000

TOTAL - WATER RESOURCE RECOVERY
WASTEWATER CIP 47,250,000 4,819,460 52,069,460 4,659,698 1,899,301 45,510,461 9% 13% 91,018 52,160,478

PUBLIC WORKS - WATER RESOURCE RECOVERY STORMWATER - CIP FULL TRASH CAPTURE FACILITIES 42,934 2,426,372 2,469,306 655,661 1,770,712 42,934 27% 98% 2,469,306 NORTH RICHMOND PUMP STATION - 359,203 359,203 - 359,203 - 0% 100% 359,203 RHEEM CREEK FLOOD RISK REDUCTION 1,298,344 650,000 1,948,344 398,275 1,353,684 196,385 20% 90% 1,948,344 STORMWATER INFRASTRUCTURE - 750,000 750,000 - - 750,000 0% 0% 750,000

TOTAL - PUBLIC WORKS - WATER RESOURCE
RECOVERY STORMWATER - CIP 1,341,278 4,185,576 5,526,854 1,053,936 3,483,599 989,319 19% 82% - 5,526,854

COMMUNITY SERVICES DEPARTMENT - CIP

AMERICANS WITH DISABILITIES ACT (ADA)
BOOKER T. ANDERSON (BTA) CENTER 485,000 - 485,000 - - 485,000 0% 0% 485,000

AMERICANS WITH DISABILITIES ACT (ADA)
PARCHESTER CENTER 441,481 25,843 467,324 - 25,843 441,481 0% 6% 467,324 AUDITORIUM CONVENTION CENTER UPGRADES 497,955 305,021 802,976 2,619 302,402 497,955 0% 38% 802,976

RICHMOND COMMUNITIES CLEAN
COLLOBORATIVE 4,954,838 227,532 5,182,371 70,902 482,411 4,629,058 1% 11% 5,182,371

SHIELDS-REID COMMUNITY CENTER HVAC
SYSTEM UPGRADE 127,250 900,000 1,027,250 - - 1,027,250 0% 0% 1,027,250

TOTAL - COMMUNITY SERVICES DEPARTMENT
CIP 6,506,524 1,458,396 7,964,920 73,521 810,656 7,080,744 1% 11% - 7,964,920 Notes:
[9] Mid-year adjustment to appropriate $91,018 for the WWTP Scada Upgrade project 452
City of Richmond
FY2023-24 Mid-Year Report
Attachment 7 - Capital Improvement Projects Budget Report by Department EXPENDITURES - CAPITAL PROJECTS by

DEPARTMENT

ORIGINAL
BUDGET
FY2023-24

TRANSFERS/
ADJUST
FY2023-24

REVISED
BUDGET
FY2023-24
12/31/2023

EXPENDED
FY2023-24 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

MID-YEAR

ADJUSTMENT

REVISED
BUDGET
FY2023-24 NOTES

LIBRARY DEPARTMENT - CIP
BOOKMOBILE - NEW 390,000 - 390,000 65,123 2 324,875 17% 17% 390,000 COURTYARD ENCLOSURE - MAIN LIBRARY 364,188 (364,188) - - - - 0% 0% - MAIN LIBRARY REMODEL 29,958,469 372,108 30,330,577 7,552 3,102,474 27,220,551 0% 10% 30,330,577 TOTAL - LIBRARY DEPARTMENT CIP 30,712,657 7,920 30,720,577 72,675 3,102,476 27,545,426 0% 10% - 30,720,577

ECONOMIC DEVELOPMENT - PORT OF RICHMOND - CIP
AREA FM CAP 924,842 - 924,842 3,126 1,404 920,312 0% 0% 924,842 ELECTRICAL MAINTENANCE 60,000 - 60,000 - - 60,000 0% 0% 60,000 PAVEMENT MAINTENANCE 150,000 - 150,000 - - 150,000 0% 0% 150,000 PPMT ELECTRICAL AND WATERING METERING 365,000 - 365,000 - - 365,000 0% 0% - 365,000 PROCESSING BUILDING VENTILATION 55,000 - 55,000 - - 55,000 0% 0% 55,000 PROCESSING BUILDING WINDOW REPAIR 350,000 - 350,000 - - 350,000 0% 0% 350,000 RIGGERS LOFT PAINTING 285,000 - 285,000 - - 285,000 0% 0% 285,000 TERMINAL 4 WHARF REMOVAL 6,102,815 4,150,000 10,252,815 4,935,049 1,159,909 4,157,857 48% 59% 10,252,815 UPGRADE IRRGATION SYSTEM 41,000 41,000 [10] TERMINALS 7 & 8 DREDGING 65,000 - 65,000 - - 65,000 0% 0% 65,000 TERMINALS 7 & 8 ELECTRIFICATION 1,700,000 - 1,700,000 - - 1,700,000 0% 0% 1,700,000 YACHT ENTRANCE HARBOUR DREDGING 45,000 - 45,000 - - 45,000 0% 0% 45,000

TOTAL - ECONOMIC DEVELOPMENT - PORT OF
RICHMOND CIP 10,102,657 4,150,000 14,252,657 4,938,175 1,161,314 8,153,168 35% 43% 41,000 14,293,657

PUBLIC WORKS - EQUIPMENT SERVICES AND REPLACEMENT - CIP FIRE VEHICLES 3,310,000 (140,000) 3,170,000 3,309,048 - (139,048) 104% 104% 3,170,000 OTHER CITY EQUIPMENT 470,000 (20,000) 450,000 245,408 106,596 97,996 55% 78% 450,000 OTHER CITY VEHICLES 5,570,000 1,011,516 6,581,516 475,048 4,774,872 1,331,596 7% 80% 6,581,516 POLICE VEHICLES 1,400,000 985,557 2,385,557 1,068,311 453,531 863,715 45% 64% 2,385,557 TOTAL - EQUIPMENT SERVICES CIP 10,750,000 1,837,073 12,587,073 5,097,815 5,334,999 2,154,258 41% 83% - 12,587,073 Notes:
[10] Mid-year adjustment to appropriate $41K for irrigation upgrades in the Marina area 453
City of Richmond
FY2023-24 Mid-Year Report
Attachment 7 - Capital Improvement Projects Budget Report by Department EXPENDITURES - CAPITAL PROJECTS by

DEPARTMENT

ORIGINAL
BUDGET
FY2023-24

TRANSFERS/
ADJUST
FY2023-24

REVISED
BUDGET
FY2023-24
12/31/2023

EXPENDED
FY2023-24 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

MID-YEAR

ADJUSTMENT

REVISED
BUDGET
FY2023-24 NOTES

INFORMATION TECHNOLOGY - CIP
AUDIO VIDEO EQUIPMENT 294,000 294,000 [11] TOTAL - INFORMATION TECHNOLOGY CIP - - - - - - 0% 0% 294,000 294,000

PLANNING DEPARTMENT - CIP
SAFETY BARRIER FOR PERMIT COUNTER 100,000 100,000 [12] TOTAL - PLANNING CIP - - - - - - 0% 0% 100,000 100,000

POLICE - CIP
CORP YARD SECURITY CAMERAS 37,500 37,500 [13] TOTAL - POLICE CIP - - - - - - 0% 0% 37,500 37,500 GRAND TOTAL 147,429,441 44,204,834 191,634,275 19,509,546 29,442,105 142,682,624 10% 26% 2,317,084 193,951,359 Notes:
[11] Mid-year adjustment to appropriate $294K for Audio Video Equipment for Information Technology Department [12] Mid-year adjustment to appropriate $100K for Safety Barrier for Permit Counter, Planning & Building Department [13] Mid-year adjustment to appropriate $37,500 for Corp Yard Security Cameras 454
Attachment 8 ‐ Capital Improvment Projects with Projected Shortfall 2/22/2024 Count CIP # Project Name Total Project
Cost
Estimated
Shortfall
City Council
Agenda
03/23/2023
Mid Year
City Council
Agenda
05/16/2023
Q3
City Council
Agenda
11/07/2023
Unspent Funds
City Council
Agenda
12/07/23
ARPA
City Council
Agenda
02/06/2024
City Council
Agenda
02/27/2024
Mid Year
City Council
Agenda
02/27/2024
Mid Year -
Additional
Re
quest
Future Years
(Unfunded)
2 01A04 Americans with Disabilities Act Miscellaneous Sidewalk Rehab $ 3,115,181 (3,115,000) $ 3,115,181 $ 3 4 23G07 ATP Quick Build Cutting/Hoffman
29103 Cutting/Hoffman & Harbour Way S.
5 SB115 Street Paving - SB1 - Cutting Harbour Way S. Bikeway 6 23006 Boorman Park Revitalzation $ 6,950,000 (3,000,000) $ 3,000,000 $ 7 AR247 Booker T. Anderson Community Center Renovation and Rebuild $ 500,000 - $ 29122 Carlson Blvd. Crosstown Connection Improvements
9 23034 Corp Yard Bathroom Remodel $ 175,000 (45,000) $ 45,000 $ 10 23029 Dirt World Bike Park $ 1,170,000 - $
11 05G01 Fire Station 66 - Gender Specfic Restrooms $ 1,281,000 (505,000) $ 81,717 $ 423,283$ 12 29125 Greening the Yellow Brick Road $ 4,100,000 - $ 13 23023 Greenway Rehab and Bike Education $ 124,810 (25,000) $ 25,000 $ 14 23014 Hilltop Fire Station Card Reader $ 70,000 (20,000) $ 20,000 $ 15 23022 Harbour Way & Wright Section 130 $ 1,200,000 - $ 17 23015 Native American Health Center $ 50,000 - $ 18 AR232 Nevin Center HVAC - ARPA $ 1,036,000 (575,000) $ 575,000$ 19 AR233 Recreation Center HVAC - ARPA $ 1,092,000 (640,000) $ 640,000$ 20 23037 Santa Rita Road Stabilization Project $ 1, 140,000 - $ 22 23028 Shields-Reid Park Revitalization $ 8,000,000 - $ 23 01A05 Street Paving $ 2,810,455 - $ 461,717 $ 11,000,000 $ 24 01C09 Surface Drainage $ 300,000 - $
Pt Molate Beach Restoration
750,000$ (750,000)$ 21 01A14
SF Bay Trail - Pt. Molate
$ 7,688,264
16 29110 I-80 Central Interchance Phase II $ 16,073,000 (1,730,000) $ (1,270,000)$ 750,000 $ 520,000 $
8 $ 2,123,233 - $
8 23033 Carlson Blvd. Pavement Improvement Project $ 4,134,927 29104 Carlson Blvd. Crosstown Connection Improvements
23G06 ATP Quick Build Cutting/Hoffman
$ 2,690,506 (280,000)$
215,000$
280,000$
1 29120 13th Street Complete Street $ 5,291,466 (215,000) $

Page 1 of 5455 ends

Attachment 8 ‐ Capital Improvment Projects with Projected Shortfall 2/22/2024 Count CIP # Project Name Total Project
Cost
Estimated
Shortfall
City Council
Agenda
03/23/2023
Mid Year
City Council
Agenda
05/16/2023
Q3
City Council
Agenda
11/07/2023
Unspent Funds
City Council
Agenda
12/07/23
ARPA
City Council
Agenda
02/06/2024
City Council
Agenda
02/27/2024
Mid Year
City Council
Agenda
02/27/2024
Mid Year -
Additional
Re
quest
Future Years
(Unfunded)
#18 Barrett Ave and Key Blvd
#12 S 55th St
#5 S 37th St and Wall Ave
#4 Esmond Ave between 24th St and 26th St
#7 32nd St between Garvin Ave and Clinton Ave
#13 State Ave and 49th St
#2 Carlson Blvd and Carl Ave
#8 Mariposa St and Carl Ave
#9 I-580 and Bayview Ave
#17 Three Rail Crossings: Point Richmond
#1 15th St and Macdonald Ave
#3 16th St and Macdonald Ave
#6 Merced St and Carl Ave
#10 29th St and Vale Rd
#11 41st St / 42nd St
#14 Carlson Blvd and Sutter Ave
#15 Carlson Blvd and Shasta St
#16 Carlson Blvd and Tehama Ave
Yellow Brick Road Clean, Green & Beautiful - Street Lighting - $ Yellow Brick Road Clean, Green & Beautiful - Add Scope to POGO YBR - $ Yellow Brick Road Clean, Green & Beautiful - Harbour 8 Park - $ 28 23041 Lincoln Safe Routes to School $ 761,880 (265,000) $ 265,000 $ 29 23042 Barrett Ave Road Improvements $ 1,719,520 (315,000) $ 315,000 $ 30 23043 Macdonald Ave Pedestrian Crossing $ 274,560 (50,000) $ 50,000 $ 31 23039 McBryde Safe Routes to Parks $ 1,285,730 (260,000) $ 260,000 $ 32 23040 Bayview to BART $ 1,944,122 (270,000) $ 270,000 $ 33 23031 Richmond Art and Lighting $ 4,000,000 - $ 34 16G12 Richmond Wellness Trail Phase II $ 4,816,154 - $ 35 16G11 Neighborhood Complete Streets 5,181,173 $ - $ 37 CSA20 Auditorium Convention Center Upgrades 1,500,000 $ - $ Richmond Communites Clean Collaborative - Boorman Park $ 5,503,742 (1,500,000) $ 1,500,000 $ Richmond Communities Clean Collaborative - 7th St Bike Lane $ 600,112 - $ 39 CSA27 Shields-Reid Community Center HVAC System Upgrade 1,050,000 $ (900,000) $ 900,000$ 38 23030
-$
27 23032 $ 5,000,000
36 22A02 Flood Risk Reduction - Rheem Creek $ 2,248,844 26 29113 Yellow Brick Road $ 8,499,000 (300,000) $ 300,000 $ 25 23035 Traffic Calming Program FY 23-24 $ 1,200,000 - $

Page 2 of 5456 ends

Attachment 8 ‐ Capital Improvment Projects with Projected Shortfall 2/22/2024 Count CIP # Project Name Total Project
Cost
Estimated
Shortfall
City Council
Agenda
03/23/2023
Mid Year
City Council
Agenda
05/16/2023
Q3
City Council
Agenda
11/07/2023
Unspent Funds
City Council
Agenda
12/07/23
ARPA
City Council
Agenda
02/06/2024
City Council
Agenda
02/27/2024
Mid Year
City Council
Agenda
02/27/2024
Mid Year -
Additional
Re
quest
Future Years
(Unfunded)
42 23008 BTA Community Center Fire Restortation $ 3,309,678 - $ 43 PM902 Point Molate Cottages Repair $ 357,350 - $ 520,000 $ 44 36028 Cafeteria Building @ Shipyard #3 $ 142,000 - $ 45 23045 Booker T. Anderson Infrastructure $ 1,000,000 (1,000,000) $ 1,000,000$ 46 22107 Stormwater Infrastructure $ 750,000 (750,000) $ 750,000$ 47 23046 Soccer Fields-Restrooms-Parks $ 4,200,000 (4,200,000) $ 4,200,000$ 48 23048 Street Sweeping Signs $ 550,000 - $ 550,000$ 49 23011 Area FM Cap 924,842$ - $
50 01L10 Cogeneration 3,000,000$ - $
51 22103 Cutting Blvd. & Harbour Way S. Sewer Line Wet Weather Improvement Project 2,000,000$ - $
52 01Z10 Dornan Drive Force Main Rehabilitation 4, 000,000$ - $ 53 22A01 Full Trash Capture Facilities 42,934 $ - $ 54 01X10 Grit and Aeration Replacement 20,000,000 $ - $ 55 36009 Point Potrero Marine Terminal (PPMT) Electrical And Watering Metering 365,000$ - $ 56 36011 Point Potrero Marine Terminal (PPMT) Electrical Maintenance 60,000 $ - $ 57 36012 Point Potrero Marine Terminal (PPMT) Pavement Maintenance 150,000 $ - $ 58 36021 Process Building Window Repair 45,000 $ - $ 59 36014 Processing Building Ventilation 55,000 $ - $ 60 36005 Riggers Loft Painting 285,000 $ - $
61 22235 Sanitary Sewer Brick Manhole Repairs 250,000 $ - $ 62 22230 Sanitary Sewer Repairs 2,500,000 $ - $
63 22104 South 33rd Wet Weather Sewer Line 2,000,000 $ - $ 64 36020 Terminals 7 & 8 Dredging 65,000 $ - $ 65 36007 Terminals 7 & 8 Electrification 1,700,000 $ - $ 66 01M10 WWTP Sludge Thickener 13,597,400 $ - $
760,000$ 41 23021 Terminal 4 Wharf Removal $ 9,612,605 (760,000) $ 15,000,000$ 40 AR231 Revitalizing the Historic Richmond Main Library $ 29,569,469 (15,000,000) $

Page 3 of 5457 ends

Attachment 8 ‐ Capital Improvment Projects with Projected Shortfall 2/22/2024 Count CIP # Project Name Total Project
Cost
Estimated
Shortfall
City Council
Agenda
03/23/2023
Mid Year
City Council
Agenda
05/16/2023
Q3
City Council
Agenda
11/07/2023
Unspent Funds
City Council
Agenda
12/07/23
ARPA
City Council
Agenda
02/06/2024
City Council
Agenda
02/27/2024
Mid Year
City Council
Agenda
02/27/2024
Mid Year -
Additional
Re
quest
Future Years
(Unfunded)
67 23012 Corp Yard Fuel Sites Upgrades $ 1,680,000 (1,380,000) $ 250,000$ 1,250,000$ 68 23004 Harbour 8 Park Extension $ 8,850,000 (350,000) $ 350,000$ Richmond Tunnel Lighting 60,000$ 500,000 $
Station 63 300,000$ 3,000,000$
Urban Greening Master Plan Update 300,000$
Parks Master Plan Update 300,000$
Annual Roof Improvements 300,000$ - $ 2,000,000$ Street Light Improvements 300,000$ 200,000 $ 2,000,000$ Corp Yard Fence Replacement and Security 278,501$ 75,000 $ 400,000 $ Facility Needs Assessment 500,000$ - $
Hilltop Green Fire Emergency Exit Route 50,000$
Via Verdi Mitigation $ 4,500,000 (4,500,000) $ 400,000$ 4,100,000$ - $ Civic Center Plaza Landscape 200,000$ - $
Traffic Calming Program FY 24-25 $ 1,500,000 (1,500,000) $ 500,000$ 1,500,000$ Boker T. Anderson - Transformer Pole Removal 150,000$
CIP Management Software 50,000$ 100,000 $ Abatement, Fencing, Boulder, K-Rails, Others $ 75,000 (75,000) $ 75,000$ 07001 Nevin Ave. from 19th to 27th Stt - Grant Closeout $ 50,000 (50,000) $ 50,000$ - $ 29105 37th Street Improvementt - Grant Closeout $ 50,000 (50,000) $ 50,000$ - $ Street Signs, Traffic Signals & Street Light Poles data Collection/Management 540,081$ 40,000$ - $ 65,000$ 69 23G02 Bridge Preventive Maintenance $ 2,262,679 (105,000) $

Page 4 of 5458 ends

Attachment 8 ‐ Capital Improvment Projects with Projected Shortfall 2/22/2024 Count CIP # Project Name Total Project
Cost
Estimated
Shortfall
City Council
Agenda
03/23/2023
Mid Year
City Council
Agenda
05/16/2023
Q3
City Council
Agenda
11/07/2023
Unspent Funds
City Council
Agenda
12/07/23
ARPA
City Council
Agenda
02/06/2024
City Council
Agenda
02/27/2024
Mid Year
City Council
Agenda
02/27/2024
Mid Year -
Additional
Re
quest
Future Years
(Unfunded)
01015 Martin Luther King Jr. Community Center 16,028,789$ (15,000,000)$ 15,000,000$ Auditorium Various Improvements 9,000,000$ (9,000,000)$ 9,000,000$ 23017 Parks Yard Fuel Site Upgrades $ 1,800,000 (1,580,000) $ 1,580,000$ Regatta and S34th Wayside Horn 250,000$ (250,000)$ 250,000$ Richmond Electrical Pull-Box Replacement 215,000$ (215,000)$ 215,000$ Richmond Parkway 4,500,000$ (4,500,000)$ 4,500,000$ Traffic Signals LED light replacement 250,000$ (250,000)$ 250,000$ Replace Windows at the Recreation Complex (energy efficient) 200,000$ (200,000)$ 200,000$ Fire Department Regional Training Center 2,000,000$ (2,000,000)$ 2,000,000$ Replace Station 66 8,000,000$ (8,000,000)$ 8,000,000$ Replace Station 67 8,000,000$ (8,000,000)$ 8,000,000$ Training Tower at New Facility 800,000$ (800,000)$ 800,000$ Broadband Accessibility Project 500,000$ (500,000)$ 500,000$ Computer Replacement/Upgrades 3,000,000$ (3,000,000)$ 3,000,000$ Fiber Expansion 1,800,000$ (1,800,000)$ 1,800,000$ New Police Facility 80,000,000$ (80,000,000)$ 80,000,000$ Marina Bay Switchgear Replacement 700,000$ (700,000)$ 700,000$ 01B02 Traffic Safety Improvements $ 375,000 - $ 20201 Fire Trail Access $ 50,000 (50,000) $ 50,000 $ STR23 2023 Winter Storm Related Cost $ 406,812 (406,812) $ 406,812 $ Fully Funded Projects
Mid-Year Project Requests
Inactive/Unfunded Projects
Annual Programs
Legend

Page 5 of 5459 ends

Fiscal Year 2023-24 Mid-Year Budget Review
Shasa Curl, Nickie Mastay, Andrea Miller,Mubeen Qader, Jerry Gurule & Antonio Banuelos 1460
Overview
Economic Overview
General Fund Proposed Revenue Adjustments
Funding Update – ACFR & Additional Revenue Projections
General Fund Mid-Year Budget Review
Capital Improvement Projects Update
Non-General Fund Mid-Year Budget Review
Next Steps & Questions
2 461
Recommended Action
3 RECEIVE the FY 2023-24 Mid-Year budget presentation
and report for the period of July 1, 2023, through
December 31, 2023; and PROVIDE direction to staff.
462
The US economy is on its final descent to a soft landing 4 With inflation falling and the job
market buoyant, Goldman Sachs
Research forecasts that the Fed will
keep rates steady until a rate cut in
the last quarter of 2024. Our
economists expect that policy
decision to be followed by a 25-basis-
point cut per quarter until the fed
funds rate reaches 3.5-3.75%
(compared with 5.25-5.5% now) in
the second quarter of 2026.
*Personal Consumption Expenditures (PCE) includes the price of all medical goods and services purchased by employer-provided insurance as well as public programs such as Medicare.
**CPI only includes medical items purchased out-of-pocket by households. ***Source: https://www.goldmansachs.com/intelligence/pages/the-us-economy-is-on-its-final-descent-to-a-soft-landing.html 463
10-Years City of Richmond Unemployment Rate
5 7.5
6 5.1

4.5 3.6 3.6 3.2

10.4 5.2

3.4 4.9
0 2
4 6
8 10
12 2013 Dec
2014 Dec
2015 Dec
2016 Dec
2017 Dec
2018 Dec
2019 Dec
2020 Dec
2021 Dec
2022 Dec
2023 Dec
Unemployment Rate
Year/MonthRichmond California USA
Source: https://www.bls.gov/data464
10-Year General Fund Revenue and Expenditures - Inflation Adjusted
6Source: https://www.bls.gov/data/inflation_calculator.htm 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Revenue 178,965,378 170,022,472 180,998,021 185,485,113 204,699,251 197,505,859 206,855,208 204,590,849 211,578,430 209,452,941 226,379,776 Expenditure 179,661,865 181,661,193 179,443,695 184,579,162 197,201,367 197,246,712 205,685,150 202,799,703 199,455,378 188,928,995 210,103,490 Revenue Percentage Change 0 -5% 6% 2% 10% -4% 5% -1% 3% -1% 8% Expenditure Percentage Change 0 1% -1% 3% 7% 0% 4% -1% -2% -5% 11% (50)
-
50 100
150
200
250Millions
Year
465
General Fund Proposed Revenue Adjustment – Assumptions
7 • Amounts received year to date are compared to historical data • Secured Property Tax Revenue is based on Assessed Valuation, amount received through December represents 55% of the total amount remitted by the county
• Sales and Use Tax adjustment is based on forecast from City's Sales Tax Consultant
• Gas and Electricity Utility Use Tax increasing based on increased rates from PG&E and historical data
• Other Tax increase based on new PG&E Franchise Agreement • Measure U Business Tax Adjusted based onfirst full year of actuals 466
FY 2023-24 Available Funding Update and Recommendation
8 Amount
ACFR Additional Unspent Funds (Above 21% Reserve Level) (6,879,432) Projected Mid-Year 23-24 Revenue Increase (9,005,680)
Total Available (15,885,112)
Recommendation:

Mid-Year Proposed Expenditures Adjustments 7,102,426
Capital Improvement Projects 8,782,686
Total Appropriations 15,885,112
467
General Fund: Remaining Unspent Funds at Close of FY 2022-23 9 Estimated
Year-End
FY 22-23*
Final
Year-End
FY 22-23
Beginning
FY 23-24
Fund Balance 47,328,667 55,196,962 55,196,962
Minimum Required 21% 47,328,667 47,328,667 47,328,667
Fund Balance above 21%
Reserve - 7,868,295 7,868,295
Other Appropriations
Fire CAD System Upgrade (Allocated by Council) (438,863) Street Sweeping Signs (Allocated by Council) (550,000)
Fund Balance above 21%
Reserve 6,879,432
468
10 General Fund – FY 2023-24 Mid-Year Revenue Budget Adjustments

CATEGORY

PROPOSED
BUDGET

ADJUSTMENTS

PERCENTAGE

CHANGE DESCRIPTION/ASSUMPTIONS
PROPERTY TAXES (1,614,181) 3% Higher Assessed Valuation growth SALES & USE TAX (1,144,846) 2% Revised forecast from City's Sales Tax Consultant UTILITY USERS TAX (2,162,928) 4% UUT from Gas & Electricity higher than expected OTHER TAXES (906,654) 4% New PG&E Franchise Agreement
LICENSES, PERMITS & FEES (2,492,980) 19% Revised Measure U revenue based on first full year FINES & FORFEITURES 179,70 -54% Municipal Court Fee trending lower USE OF MONEY&PROPRTY (784,886) 78% Investment Income increase due to higher rates CHARGES FOR SERVICES 25,00 -1% Parking Citations trending lower INTERGOV STATE GRANT (73,911) 67% State Of California Police Officers Standards Training Reimbursements
INTERGOV OTHER GRANT (30,000) 12% State Of California Supplemental Law Enforcement Reimbursements
TOTAL REVENUES (9,005,680)
4%
469
General Fund: Mid-Year 2023-24 Revenue Adjustments
11 CATEGORY
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED BUDGET YTD ACTUALS
% USED
W/O
ENCUMB.
% USED W.

ENCUMB.

PROPOSED
BUDGET

ADJUSTMENTS

MID-YEAR

PROPOSED
BUDGET
PROPERTY TAXES (50,567,173) (50,567,173) (23,877,788) 47.2% 47.2% (1,614,181) (52,181,354) SALES & USE TAX (56,752,495) (56,752,495) (15,864,789) 28.0% 28.0% (1,144,846) (57,897,341) UTILITY USERS TAX (55,775,083) (55,775,083) (31,341,319) 56.2% 56.2% (2,162,928) (57,938,011) OTHER TAXES (23,237,723) (23,237,723) (3,542,186) 15.2% 15.2% (906,654) (24,144,377) LICENSES, PERMITS & FEES (13,286,195) (13,286,195) (2,006,437) 15.1% 15.1% (2,492,980) (15,779,175) FINES & FORFEITURES (331,144) (331,144) (70,194) 21.2% 21.2% 179,706 (151,438) USE OF MONEY&PROPRTY (1,011,535) (1,011,535) (877,697) 86.8% 86.8% (784,886) (1,796,421) CHARGES FOR SERVICES (2,561,992) (2,561,992) (949,409) 37.1% 37.1% 25,000 (2,536,992) OTHER REVENUE (238,480) (238,480) (137,190) 57.5% 57.5% - (238,480) RENTAL INCOME (777,028) (777,028) (549,296) 70.7% 70.7% - (777,028) INTERGOV STATE TAXES (125,000) (125,000) - 0.0% 0.0% - (125,000) INTERGOV STATE GRANT (110,000) (110,000) (148,524) 135.0% 135.0% (73,911) (183,911) INTERGOV OTHER GRANT (250,000) (250,000) (200,818) 80.3% 80.3% (30,000) (280,000) PROC FR SLE PROP - - (62,711) - - - -
LOAN/BOND PROCEEDS (40,400) (40,400) - 0.0% 0.0% - (40,400) OPER XFERS IN (20,310,358) (20,310,358) (20,266,966) 99.8% 99.8% - (20,310,358) TOTAL REVENUES (225,374,607) (225,374,607) (99,895,323) 44.3% 44.3% (9,005,680) (234,380,287)470 12 Recommendation: General Fund – FY 2023-24 Mid-Year Expenditure Budget Adjustments
Line
# Department
Increase
/
Decrease
Proposed
Mid-Year
Adjustment
Description
1 City Attorney Increase 20,000 Part-Time Staff - Support in-house attorneys and assist in implementing IManage
2 Community Development/Code
Enforcement Increase 20,000 Overtime General - Evening, Weekends and After-hour Investigations, Inspections and Community Outreach
3 Fire Increase 652,900 Fire Overtime - Increase due to Vacancies, Injury leave and Contract Changes
4 Fire Increase 225,000 Firefighter Annual Physical Exams, Hazmat Tech Training, Annual Refresher and Equipment Replacement
5 Fire Increase 108,000 VHF Radios Required by Cal OES
6 Community Services Increase 274,489 Neighborhood Activities, Community Build Activities 7 Community Services/Recreation Increase 49,753 Additional Position - Administrative Assistant, Grant Funded Term Position - ECIA
8 Internal Services/Information
Technology Increase 382,000 Professional Services, Network Infrastructure, Cyber Security, Licensing, and Digital Mapping Modernization471
13 Recommendation: General Fund – FY 2023-24 Mid-Year Expenditure Budget Adjustments(Continued)
Line
# Department
Increase
/
Decrease
Proposed
Mid-Year
Adjustment
Description
9 Internal Services/Information
Technology Increase 294,000 Audio Video Equipment Replacement And Installation 10 Internal Services/Information
Technology Increase 40,000 Tyler Technologies Professional Services To Create Reports 11 Internal Services/Information
Technology Increase 42,000 Professional Service Copier Machines 12 Public Works Increase 35,000 Professional Services, Street Vacation Program Consultant 13 Public Works Increase 72,018 Additional Position - Assistant Engineer 14 Public Works Increase 525,000 Gas & Fuel Heating Expense 15 Public Works Increase 300,000 Building Roof & Maintenance 16 Public Works Increase 30,000 Two Maintenance Aide Part Time Staff. 17 Public Works Increase 300,000 Street Light Repairs
472
14 Recommendation: General Fund – FY 2023-24 Mid-Year Expenditure Budget Adjustments(Continued)
Line # Department
Increase
/
Decrease
Proposed
Mid-Year
Adjustment
Description
18 Public Works Increase 400,000 Via Verdi Mitigation (CIP) 19 Public Works Increase 60,000 Dornan Tunnel Lighting (CIP) 20 Public Works Increase 200,000 Civic Center Plaza Landscaping (CIP-Design) 21 Public Works Increase 75,000 Abatements, Fencing, Boulder, K-Rails, Other 22 Public Works Increase 500,000 City-Wide Facilities Needs Assessment 23 Public Works Increase 37,500 Corp Yard Fence (Design) due to increase in burglaries 24 Police Increase 37,500 Corp Yard Security Cameras (Design) due to increase in burglaries 25 Police Increase 1,979,851 Police and Emergency Dispatch Center Overtime - Increase due to Vacancies within the department Approx. 20%
473
15 Line # Department
Increase
/
Decrease
Proposed
Mid-Year
Adjustment
Description
26 Community Services/Employment &
Training Increase 150,495 General Fund Subsidy for Cost Pool Charges not covered by Grant Revenue
27 Community Services/Employment &
Training Increase 236,211 One Time Adjustment to Cover Prior Years' Expenditures not Covered by Grants
28 Economic Development Decrease (11,529) 12th and Macdonald Exclusive Right To Negotiate Agreement/ Developer Deposit
29 Cost Pool/A87 Increase 17,238 Cost Allocation Plan Overhead Charges Adjustment 30 Community Services - Transportation (38) Decrease (97,500) Support to Transportation Fund(1003) 31 Community Services - Transportation (38) Increase 97,500 Support to Transportation Fund(1003) - Transfer Out of General Fund
32 Non-Departmental Increase 50,000 Employee Retention And Appreciation Activities

GENERAL FUND EXPENDITURE REQUEST -
SUBTOTAL 7,102,426
33 Non-Departmental Increase 2,671,322
One time contribution from prior years unspent funds to the OPEB and Pension 115 trust accounts per the prefunding
policies
NET ADJUSTMENTS - GENERAL FUND REQUESTS 9,773,748
Recommendation: General Fund – FY 2023-24 Mid-Year Expenditure Budget Adjustments(Continued)
474
General Fund Expenditure Budget
16 GENERAL FUND
FY 2023-24

ORIGINAL
BUDGET
FY 2023-24

REVISED BUDGET
YTD

ACTUALS
% USED W/O
ENCUMB.
% USED W.

ENCUMB.

PROPOSED
BUDGET

ADJUSTMENTS

MID-YEAR

PROPOSED
BUDGET
SALARIES AND WAGES 83,345,132 83,181,052 39,413,373 47.4% 47.4% 2,746,272 85,927,324 PYROLL/FRINGE BENEFIT 62,867,833 62,866,974 29,285,450 46.6% 46.6% 2,671,322 65,538,296 PROFESSIONAL & ADMIN COSTS 20,302,711 20,874,642 5,274,821 25.3% 47.5% 612,471 21,487,114 OTHER OPERATING 8,611,971 8,644,492 2,718,776 31.5% 56.0% 473,239 9,117,731 UTILITIES 5,288,272 5,153,706 2,597,648 50.4% 57.3% 525,000 5,678,706 EQUIPMENT & CONTRACT SERVICES 5,918,655 5,251,708 1,397,456 26.6% 37.5% 640,000 5,891,708 PROVISN FOR INS LOSS 34,200 34,200 29,572 86.5% 86.5% - 34,200 COST POOL 21,593,734 21,593,734 10,806,533 50.0% 50.0% - 21,593,734 ASSET/CAPITAL OUTLAY 1,893,500 2,694,363 1,121,993 41.6% 53.3% - 2,694,363 DEBT SVC EXPENDITURE 841,353 841,353 418,000 49.7% 49.7% - 841,353 A87 COST PLAN REIMBS (3,531,611) (3,531,611) (1,827,819) 51.8% 51.8% 17,238 (3,514,373) GRANT EXPENDITURES 19,155 19,155 (1,625) -8.5% 24.3% - 19,155 OPER XFERS OUT 18,189,702 27,709,920 18,468,514 66.6% 66.6% 2,088,206 29,798,126 TOTAL EXPENSES 225,374,607 235,333,687 109,702,690 46.6% 50.0% 9,773,748 245,107,435 475
Proposed Positions Included in the Recommendation
17 Department Mid-Year
Adjustment Notes
COMMUNITY DEVELOPMENT (Planning & Building, Code Enforcement, Housing, Successor Agency) Building Inspector (Cost Recovery) 1 Additional Position Requested Plan Checking Engineer (Cost Recovery) 1 Additional Position Requested COMMUNITY SERVICES (Employment & Training)
Admin Trainee (Grant Funded) 2 Additional Positions Requested COMMUNITY SERVICES (Administration)
Administrative Assistant (Grant Funded) 1 Additional Position Requested COMMUNITY SERVICES (Community Crisis Response)
Administrative Analyst/Associate (General Fund) 1 Additional Position Requested Community Intervention Specialists/EMTs (General Fund) 8 Additional Positions Requested Mental Health Clinician (General Fund) 1 Additional Position Requested

DEPARTMENT OF CHILDREN AND YOUTH
Community Services Technician I/II (General Fund Measures E & K) 1 Additional Position Requested

PUBLIC WORKS
Assistant Engineer (Cost Recovery) 1 Additional Position Requested Total Full Time Equivalents 17
476
18 CIP Dashboard Launch - Live Demonstration
To View See URL: https://experience.arcgis.com/experience/86362b12585448b583b74a3a2ae32745/ 477
19 Capital Projects with Immediate Funding Needs
Multi-Year Projects Included in Attach.
4 of Staff Report Additional Requests
1 Richmond Tunnel Lighting 60,000 500,000
2 Corp Yard Fuel Site - 250,000
3 Station 63 - 300,000
4 Annual Roof Improvements 300,000
5 Street Light Improvements 300,000 200,000
6 Corp Yard Fence Replacement and Security 75,000 400,000 7 Hilltop Green Fire Emergency Exit Route 50,000
8 Via Verde Mitigation 400,000 4,100,000
9 Civic Center Plaza Landscape 200,000
10 Traffic Calming (locations 1-18)/Complete Streets/Paving 500,000 1,100,000 11 Booker T. Anderson - Transformer Pole Removal - 150,000 12 Harbour 8 Park (LEED Cert. & Living Preview Bike Detour) - 350,000 13 CIP Management Software - 50,000
14 Abatement, Fencing, Boulder, K-Rails, Others 75,000
15 Bridge Preventative Maintenace (CIP#23G02) 40,000
16 37th Street Improvement (CIP#29105) 50,000
17 Nevin Ave. from 19th to 27th St (CIP#07001) 50,000
18 Street Signs, Traffic Signals & Street Light Poles data Collection/Management 540,081 Subtotal 1,910,000 8,130,081
CIP Public Art Requirement 150,601
5% Project Management included in Subtotal Amount Mid-Year 502,004 Total Additional Amount Mid-Year 8,782,686
Funds Available 8,782,686
Balance -
* City Staff will further explain this slide during the Council meeting 478
20 Capital Projects with Future Funding Needs
Multi-Year Projects Next Year
FY 2024-25
1 Corp Yard Fuel Site 1,250,000
2 Station 63 3,000,000
3 Urban Greening Master Plan Update 300,000
4 Parks Master Plan Update 300,000
5 Annual Roof Improvements 2,000,000
6 Street Light Improvements 2,000,000
7 Facility Needs Assessment 500,000
8 Civic Center Plaza Landscape 2,000,000
9 Traffic Calming (locations 1-18)/Complete Streets/Paving 1,500,000 10 Harbour 8 Park (LEED Cert. & Living Preview Bike Detour) 700,000 11 CIP Management Software 100,000
12 Street Paving 11,000,000
Subtotal 24,650,000
Public Art Requirement (1.5%) 369,750
5% Project Management 1,232,500
Total Additional Amount Mid-Year 26,252,250
Funds Available 0
Balance (26,252,250)479
21 Unfunded Capital Projects (Rough Order of Magnitude) Department Project Estimated
Amount
Public Works Martin Luther King (MLK) Jr. Community Center 15,000,000 Auditorium Various Improvements 9,000,000
Parks Yard Fuel Site Upgrades 1,5800,000
Regatta and S34th Wayside Horn 250,000
Richmond Electrical Pull-Box Replacement 215,000
Richmond Parkway 4,500,000
Traffic Signals LED light replacement 250,000
Community Services Replace Windows at the Recreation Complex (energy efficient) 200,000 Fire Department Fire Department Regional Training Center 2,000,000 Replace Station 66 8,000,000
Replace Station 67 8,000,000
Training Tower at New Facility 800,000
Information Technology Broadband Accessibility Project 500,000 Computer Replacement/Upgrades 3,000,000
Fiber Expansion 1,800,000
Police New Public Safety and Community Services Building 80,000,000 Economic Development Marina Bay Switchgear Replacement 700,000 Total 135,795,000
Current Unfunded CIP , Which Will Continue to Increase Over Time 480
22 Nov 2022
The City Council
approved 18 project
locations to create
concepts for the design,
bidding, and
construction phases.

Spring 2023
New Public Works
Engineering staff joined
the City.

Staff worked with
finance to address
accounting and contract
issues with the
Transportation
Consultants to proceed
with concept
development and
proceeding phases.

Summer 2023
Release Traffic Calming
Program website which
received over +150
requests in three
months.

Created temporary
back-end database to
track and monitor
requests.

Completed Constructed
for 1 Speed-Hump
Project and completed
2 Pilot Side-show
Deterrent Project
designs.

Fall 2023
Transportation
Consultants developed
a process for evaluating
traffic calming requests
to ensure uniform
analysis for inquires.

Staff and transportation
consultants began
collaborating on a beta
prioritization profile
map.

Current
Completed
Construction for 2
Speed-Hump Projects
and completed 1
Speed-Hump Project
design.

Scheduling construction
for 2 Pilot Side-show
Deterrent and 1 Speed-
Hump Project.

Programmed remaining
12 locations for project
concept through
construction delivery.

Traffic Calming 18 Projects
FY2023-2024 Update
481
23 Update on Traffic Calming Map:
18 Project Locations
[Insert Project Map]
482
Traffic Calming
Completed Locations: Speed Humps
#4 Esmond Ave between 24th St
and 26th St
24 #7 32nd St between Garvin Ave
and Clinton Ave
#13 State Ave and 49th St
483
Traffic Calming Project Tracker:

Public Works Operations - 10 of 18 Locations
25 Priority
No.

Location(s) Type Deliverable Status
18 Barrett Ave and Key Blvd Pilot Sideshow Deterrence Public Works Operations Design – Winter 2023 12 S 55th St Speed Humps Public Works Operations Construction – Spring 2024 5 S 37th St and Wall Ave Pilot Sideshow Deterrence Public Works Operations Construction – Spring 2024 4 Esmond Ave between 24th St and 26th St Speed Humps Public Works Operations Completed – Sept. 2023 7 32nd St between Garvin Ave and Clinton
Ave Speed Humps Public Works Operations Completed – Dec. 2023 13 State Ave and 49th St Speed Humps Public Works Operations Completed – Jan. 2024 2 Carlson Blvd and Carl Ave Rapid Flashing Beacon Others - #23033 Carlson Blvd Pavement Improvement Project
Planning - Request for
Proposal Design
8 Mariposa St and Carl Ave Drainage Issue Others – Traffic Safety Improvements Project
Planning - Request for
Proposal Design
9 I-580 and Bayview Ave Sidewalk Repair Others - ADA Sidewalk Program Planning - Request for Proposal Design
17 Three Rail Crossings: Point Richmond Rail Crossing Safety and Traffic Others - RFP Larger Study Planning - Request for Proposal Study
* From Fehr & Peer Report
484
Traffic Calming Project Tracker:

Fehr & Peers 8 of 18 Locations - Continued
26 Priority No. Location(s) Type March April May June Summer Fall Winter 1 15th St / Macdonald Ave Rapid Flashing Beacon
3 16th St / Macdonald Ave Rapid Flashing Beacon
6 Merced St / Carl Ave Striping and Signage
10 29th St / Vale Rd Striping and Signage
11 41st / 42nd St Striping and Signage
14 Carlson Blvd / Sutter Ave Rapid Flashing Beacon
15 Carlson Blvd / Shasta St Rapid Flashing Beacon
16 Carlson Blvd / Tehama Ave Rapid Flashing Beacon
Bid-Award
Construction
Completed
Data Collection, Field Visit, Analysis
Draft Plans, Specifications and Estimate
Final Plans, Specifications and Estimate
485
Non-General Fund Revenue
27 FUND TYPE ORIGINAL
BUDGET

REVISED
BUDGET YTD ACTUALS % USED W/O
ENCUMB
% USED W.

ENCUMB.

PROPOSED
BUDGET

ADJUSTMENTS

MID-YEAR

PROPOSED
BUDGET
Total Capital Improvement Fund (45,085,732) (71,470,814) (17,472,931) 24.4% 24.4% (2,580,220) (74,051,034) Total Debt Service Funds (19,551,216) (19,551,216) (11,144,364) 57.0% 57.0% - (19,551,216) Total Enterprise Funds (41,443,141) (41,443,141) (22,371,972) 54.0% 54.0% (50,000) (41,493,141) Total Housing Funds (1,911,772) (1,911,772) (1,549,885) 81.1% 81.1% - (1,911,772) Total Housing Authority Funds (5,563,388) (5,563,388) (1,871,990) 33.6% 33.6% 13,466 (5,549,922) Total Internal Service Funds (30,919,340) (30,919,340) (15,852,074) 51.3% 51.3% - (30,919,340) Total Other Operations Funds (32,931,748) (43,108,672) (9,902,080) 23.0% 23.0% (634,206) (43,742,878) Total Special Revenue Funds (52,120,364) (87,299,299) (19,217,299) 22.0% 22.0% (239,753) (87,539,052) Total All Funds (229,526,702) (301,267,643) (99,382,594) 33.0% 33.0% (3,490,713) (304,758,356) 486
Non-General Fund Expenditures
28 FUND TYPE ORIGINAL
BUDGET

REVISED

BUDGET YTD ACTUALS
% USED
W/O
ENCUMB.
% USED
W.

ENCUMB.

PROPOSED
BUDGET

ADJUSTMENTS

MID-YEAR

PROPOSED
BUDGET
Total Capital Improvement Funds 71,270,921 111,411,564 10,404,344 9% 29% 2,322,366 113,733,930 Total Debt Service Funds 19,174,878 19,174,878 13,060,596 68% 68% - 19,174,878 Total Enterprise Funds 86,084,855 99,763,707 21,473,602 22% 33% 1,113,629 100,877,336 Total Housing Funds 6,249,305 6,275,149 399,622 6% 8% - 6,275,149 Total Housing Authority Funds 5,570,438 5,570,438 1,941,276 35% 38% 193,072 5,763,510 Total Internal Service Funds 36,799,838 42,901,280 15,455,762 36% 52% - 42,901,280 Total Other Operations Funds 33,182,604 47,788,104 12,021,464 25% 40% 674,918 48,463,022 Total Special Revenue Funds 68,197,088 119,828,961 29,390,808 25% 30% 431,361 120,260,322 Total All Funds 326,529,928 452,714,081 104,147,475 23% 35% 4,735,346 457,449,427 487
Next Steps
29 Adopt the Mid-Year FY 2023-24 Budget on March 5th.
488
Recommended Action
30 RECEIVE the FY 2023-24 Mid-Year budget
presentation and report for the period of July 1,
2023, through December 31, 2023; and
PROVIDE direction to staff.
489
Thank You
&
Questions!
31 490

Page 1 of 2 ends

February 27, 2024

City Council

DATE: February 27, 2024
TO: Mayor Martinez and Members of the City Council
FROM:

Mayor Eduardo Martinez and Vice Mayor Claudia
Jimenez
Subject:

BAAQMD Rule 6-5 Agreement with Chevron Richmond
FINANCIAL IMPACT: N/A

PREVIOUS COUNCIL
ACTION:

N/A

STATEMENT OF THE
ISSUE:

Bay Area Air Quality Management District (BAAQMD) will
provide a presentation explaining the Agreement with
Chevron Richmond Refinery concerning BAAQMD
Regulation 6- rule 5
RECOMMENDED ACTION:

RECEIVE a presentation from the Bay Area Air Quality
Management District (BAAQMD), explaining the recent
settlement of Regulation 6 Rule 5 – (Mayor Eduardo
Martinez 510- 620-6503 and Vice Mayor Claudia
Jimenez 510 620-6565).

DISCUSSION:

The Bay Area Air Quality Management District announced it has reached two separate agreements with Chevron and Martinez Refining Company resulting in an end to the litigation against the agency over its groundbreaking Regulation 6, Rule 5, major emissions reductions from both refineries, unprecedented penalties, and other AGENDA
REPORT
491

Page 2 of 2 ends

February 27, 2024
payments of up to $138 million, and a Richmond-area Community Air Quality Fund, among other benefits. The Air District estimates that the emission reductions achieved by the rule will result in tens of millions of dollars per year in health benefits by reducing early deaths and other health impacts of exposure to particulate matter. Both agreements are related to the Air District’s enforcement of Rule 6-5, the most health protective rule of its kind in the nation. The rule reduces airborne particulate matter, or PM, emissions from petroleum refinery fluidized catalytic cracking units, or FCCUs.

FCCUs are devices used in the manufacture of gasoline and are the largest sources of PM at these refineries. As a result of Chevron and MRC’s compliance with Rule 6-5, there will be an estimated 70 percent reduction of PM emissions from Chevron’s FCCU and an 80 percent reduction from MRC’s FCCU.

California Assembly Bill (AB) 617

Assembly Bill 617 (Garcia, C., Chapter 136, Statutes of 2017) is a State-mandated program that uses a community-based approach to reduce local air pollution in communities around the State that are continuing to experience disproportionate impacts from air pollution. Richmond-North Richmond-San Pablo is one of two focus communities for the Bay Area Air Quality District’s (BAAQMD) initial implementation of the AB 617. Local Richmond community leaders, residents, businesses, and city staff representatives have been a part of the AB 617 Path to Clean Air Steering Committee to guide the development of the Community Air Monitoring Plan and Community Emission Reduction Plan (CERP).Visit BAAQMD's website for program updates and information on meetings, www.baaqmd.gov/community-health/community-health- protection-program/richmond-area-community-health-protection-program.

DOCUMENTS ATTACHED:

Attachment 1 – Chev MRC Agreement
Attachment 2 - Rule 6-5 Agreements
Attachment 3 - BAAQMD Press release

492
2024-005 Page 1 of 2

FOR IMMEDIATE RELEASE: February 13, 2024
CONTACT: [email protected]

Air District secures decisive victory: Chevron & MRC refineries drop lawsuits: Chevron to pay highest violation penalties in agency history Record-breaking penalties & community funding mark a new chapter for the agency

SAN FRANCISCO – The Bay Area Air Quality Management District announced today it has reached two separate agreements with Chevron and Martinez Refining Company resulting in an end to the litigation against the agency over its groundbreaking Regulation 6, Rule 5, major emissions reductions from both refineries, unprecedented penalties and other payments of up to $1 38 million, and a Richmond-area Community Air Quality Fund , among other benefits . The Air District estimates that the emission reductions achieved by the rule will result in tens of millions of dollars per year in health benefits by reducing early deaths and other health impacts of exposure to particulate matter.

Both agreements are related to the Air District’s enforcement of Rule 6-5, the most health protective rule of its kind in the nation. The rule reduces airborne particulate matter, or PM, emissions from petroleum refinery fluidized catalytic cracking units , or FCCUs. FCCUs are devices used in the manufacture of gasoline and are the largest sources of PM at these refineries . As a result of Chevron and MRC’s compliance with Rule 6 -5, there will be a n estimated 70 percent reduction of PM emissions from Chevron’s FCCU and an 80 percent reduction from MRC’s FCCU. “The historic penalties and successful defense of our life -saving Rule 6-5 are a win for air quality in the Bay, especially those living in the Richmond and Martinez-area communities,” said Davina Hurt, chair of the Air District Board of Directors. “The es tablishment of the Community Air Quality Fund for Richmond further emphasizes our dedication to address the specific air quality concerns of the communities most affected, improve public health and to advance environmental justice.” “The Air District’s agreements with Chevron and MRC mark a turning point in our commitment to enforcing air quality regulations and deterring future violations throughout the Bay Area, especially in communities already overburdened by air pollution,” said Dr. Philip Fine, executive off icer of the Air District. “The record-breaking penalties and commitment by the refineries to comply with our health-protective Rule 6- 5 will help ensure a cleaner, healthier future for all Bay Area residents.” “Defending our health-protective regulation to substantially reduce particulate matter from refineries and imposing significant penalties helps us improve air quality for all residents ,” said Contra Costa County Supervisor John Gioia, who represents Richmond and is also a member of the Air District Board of Directors. “I believe everyone, no matter where they live, has the right to breathe clean air.”

493
2024-005 Page 2 of 2

“Protecting our communities from particulate matter 50 yards down the street from sources is as important as protecting these communities 50 years down the road from climate change,” said Mark Ross, Martinez Vice Mayor and member of the Air District Board of Directors . “ Along with this settlement and the resumption of Rule 6 -5, with its historic reduction in annual PM emissions, the Air District is also demonstrating that enforcement of episodic incidents and violations will be enforced vigorously. Bay Area residents deserve such protection for their health now and in the future.” Chevron Agreement Highlights:
• Chevron drops its lawsuit and agrees to reduce PM emissions as required in the rule. • Chevron pays unprecedented penalties for any delay in compliance past the regulation’s July 2026 compliance deadline. Chevron has committed to compliance with Rule 6-5 pollution limits, with escalating, record-setting penalties for non-compliance:
o $17M for year 1
o $17M for year 2
o $17M for year 3
o $32M for year 4
• Chevron implements interim PM emission reductions at the FCCU to obtain early reductions even before the regulation’s compliance deadline.
• Chevron pays into the Community Air Quality Fund, initiated with $20 million and supplemented annually by $3.5 million during the period needed for Chevron to construct air pollution controls.

The fund will finance projects aimed at reducing PM exposures in the communities impacted by the refinery.
• Chevron pays a $20 million fine for 678 other violations at the refinery unrelated to Reg. 6-5 and commits to a series of measures designed to reduce persistent flaring. • Chevron pays half the Air District’s attorney fees, up to $500,000.

MRC Agreement Highlights:
• MRC drops its lawsuit and agrees to fully comply with the regulation. • MRC will demonstrate compliance with the regulation using a continuous monitoring system instead of periodic quarterly stack testing.
• MRC pays half the Air District’s attorney fees, up to $500,000.

The Air District’s landmark Rule 6 -5 reduces particulate matter emissions from petroleum refinery operations and is the most stringent rule of its kind in the country . This groundbreaking rule outlines specific requirements for reducing, monitoring, and reporting emissions of various pollutants including sulfur compounds and particulate matter from refinery operations.

The Bay Area Air Quality Management District is the regional agency responsible for protecting air quality in the nine -county Bay Area. Connect with the Air District via X/Twitter, Facebook, Instagram and YouTube.

# # #

Air District Communications Office
375 Beale Street, Suite 600, San Francisco, CA 94105
Air District Homepage | News Releases

494
RULE 6-5 AGREEMENTS FACT SHEET
The Air District has achieved a decisive victory in defending Rule 6-5 resulting in some of the largest penalties ever paid for air quality violations statewide. Chevron and MRC will make major reductions in particulate matter emissions to comply with the Air District's rule.

WHAT DOES IT MEAN FOR
THE BAY AREA?
The Air District estimates that the
emission reductions achieved by the
rule will result in tens of millions of
dollars per year in health benefits by
reducing early deaths and other health
impacts of exposure to particulate matter.

WHAT ARE THE AGREEMENTS?
The agreements are related to both refineries dropping their legal challenges to the Air District’s enforcement of Regulation 6, Rule 5, which reduces particulate matter (PM)
emissions from petroleum refinery fluidized
catalytic cracking units, or FCCUs.

FCCUs are devices used in the
manufacture of gasoline.
$
495

COMMUNITY

AIR QUALITY FUND
Chevron will pay $20+ million to
create a Community Air Quality Fund
to fund projects aimed at reducing
PM exposures.

INSIDE THE HISTORIC AGREEMENTS:

MRC AGREEMENT HIGHLIGHTS:

ATTORNEY FEES
Chevron will pay half the Air District's
attorney fees, up to $500,000.

COMMITMENT TO

EMISSIONS REDUCTIONS

EMISSIONS MONITORING ATTORNEY FEES
MRC will reduce PM emissions from
its FCCU to comply with Rule 6-5
standards.

MRC will demonstrate compliance
with the rule using a continuous
monitoring system instead of
quarterly stack testing.

MRC will pay half the Air District's
attorney fees, up to $500,000.

CHEVRON AGREEMENT HIGHLIGHTS:

Agreement Terms Total
Past Violations $20 million $20 million
Total $137.5 million
Rule 6-5 Non-Compliance
$17 million for year 1
$17 million for year 2
$17 million for year 3
$32 million for year 4
Up to $83 million
Community Air Quality Fund $20 million +
$3.5 million per year for up to 4 years Up to $34 million Attorney Fees Chevron – 50 percent of costs, up to $500,000 Up to $500,000 Chevron will pay $20 million in fines
for past violations and will implement
measures to reduce pollution from
flaring and improve public
transparency.

PENAL TIES AND MEASURES

TO REDUCE FLARING

COMMITMENT TO

EMISSIONS REDUCTIONS
Chevron will reduce PM emissions
from its FCCU, ensuring compliance
with Rule 6-5 standards.

INTERIM EMISSIONS

REDUCTIONS
Chevron will implement some PM
reductions at its FCCU right away and
before the 2026 compliance deadline,
which will reduce emissions earlier
than when the rule takes effect.

ENFORCEMENT AND

COMPLIANCE AGREEMENT
Chevron will be subject to escalating
penalties if it does not comply with
Rule 6-5 by the rule's deadline.
496
2024-005 Page 1 of 2

FOR IMMEDIATE RELEASE: February 13, 2024
CONTACT: [email protected]

497
2024-005 Page 2 of 2

# # #

Air District Communications Office
375 Beale Street, Suite 600, San Francisco, CA 94105
Air District Homepage | News Releases

498
A-1

ATTACHMENT A
Pursuant to Section 7.2.b of the Agreement, Chevron shall undertake the following compliance measures to minimize flaring and reduce flaring impacts, within the time frames prescribed.

1. Automated Flare Monitoring. Chevron shall, upon certification by the Air District in accordance with Air District Rule 12-11, use EPA-certified automated flare mass spectrometer parametric monitors (“Certified Automated Monitors”) to monitor flaring at each flare at the Richmond Refinery.
a. Chevron shall take all actions necessary to obtain certification from the Air District in accordance with Air District Rule 12-11 to authorize the use of Certified Automated Monitors at each flare at the Richmond Refinery, including (but not limited to) providing all relevant information requested by the Air District, within a reasonable timeframe as specified in the information request, to enable the Air District to certify that Chevron’s automated flare mass spectrometer parametric monitors meet the requirements of Air District Rule 12-

11. In addition, Chevron shall make any necessary modifications to address calibration, moisture, and other issues potentially impacting the Certified Automated Monitor analyzer sampling system reliability (“Analyzer Reliability Work”). Chevron shall meet the obligations of this Section 1.a as expeditiously as possible, but in no event later than October 31, 2024, except that Chevron may request in writing that the District grant additional time if Chevron is unable to meet this deadline due to reasons beyond its reasonable control (including any delay caused by the Air District), which request the Air District shall not unreasonably deny.
b. In the interim, Chevron shall implement a modified calibration approach within one hundred twenty (120) days from the Effective Date of this Agreement. This modified calibration approach would involve sending calibrating gas to the analyzer rather than introducing the calibration gas as close to the probe as possible, as described in Air District Manual of Procedures, Volume V, Section

5.2. 2. Automated Flare Gas Management System. Chevron shall install an automated system to control the addition of natural gas and steam to each of the water seal flares at the Richmond Refinery. Once installed, Chevron shall implement and use this automated system to control the addition of natural gas and steam to each of the water seal flares at all times, and it shall manually control natural gas and steam to any of the water seal flares only in the event the automated system malfunctions and/or becomes unable to properly control the natural gas and steam. Chevron shall properly maintain and (as needed) timely repair the equipment used to automate the addition of natural gas and steam pursuant to this Section 2. Chevron shall complete the installation of the automated system, and any necessary training of operators and other work necessary to begin operation of the new system, in two phases, with the first phase consisting of installation of the automated system and related work on two (2) of the water seal flares to be completed no later than December 31, 2024; and the second phase consisting of 499
A-2

installation of the automated system and related work on the five (5) remaining water seal flares to be completed no later than December 31, 2025.

3. Flare Operator and Blowdown Process Training. Within six (6) months of the Effective Date of this Agreement, Chevron shall prepare and submit to the Air District a Training Plan that includes, at a minimum, the following elements: (i) training, per industry standards and federal and California legal requirements, for each operator that may operate flares and/or flare gas recovery systems on the relevant protocols for flare sampling, visual inspection monitoring, and minimizing emissions and black smoke as a result of flaring events; (ii) training, per industry standards and federal and California legal requirements, for control board operators on the evaluation of flare system capacity to avoid overwhelming the flare gas recovery system during blowdown, including all relevant protocols implemented to minimize flaring events and associated emissions resulting from the blowdown process; and (iii) training for other personnel at relevant process units responsible for the blowdown process on impacts of the blowdown process on the flare system. The Training Plan shall also include information describing: 1) how operators that may operate flares and/or flare gas recovery systems are trained on operation of a flare gas recovery system as part of the operator training and qualification process; 2) how operators in the categories covered by this Section 3 are trained on relevant procedures as part of the operator training and qualification process; and 3) how new employees in the categories covered by this Section 3 will be trained on the relevant requirements included in this Section 3. Chevron shall provide this training to all employees covered by this Section 3 annually, and for any employees who are newly hired or newly assigned to a position covered by this Section 3, no later than one (1) month after such assignment. Chevron shall keep records of such training, including documentation of each employee who received such training, the subject matter and content of the training, and the date(s) on which the employee received the training, for no less than five (5) years from the date of the training, and shall make such records available to the Air District upon request.

4. Flare Prevention/Minimization Assessment. No later than December 31, 2024, Chevron shall undertake a comprehensive assessment of all Air District Rule 12-12 reportable flaring events that have occurred at the Richmond Refinery since implementation of the Refinery Modernization Project, which shall include (i) an analysis of the primary cause and contributing factors of each flaring event and actions that could have been taken to prevent or minimize the event; and (ii) recommendations for potential projects that may prevent or minimize the recurrence of such events by improving the reliability of the hydrogen plants installed as part of the Refinery Modernization Project and the electrical reliability of the Refinery’s electrical infrastructure. Chevron shall prepare a detailed written report of the assessment and submit it to the Air District upon completion of the assessment. To the extent that Chevron contends that any information in the report constitutes trade secret information protected from disclosure under the California Public Records Act, Chevron shall follow the procedures set forth in the Air District’s Administrative Code regarding claims of trade secret, including (but not limited to) providing a redacted public copy of the written report. Chevron shall also post a public copy of the report with any such redactions on the public website required under Section 5 below.
500
A-3

5. Public Website on Flaring Events. Within four (4) months of the Effective Date of this Agreement, Chevron shall host a publicly available website to serve as an information hub for external flare reporting and air quality-related information and contain the information set forth in this Section 5. Chevron shall include a link to this public website in a conspicuous place on Chevron Richmond’s public website. Chevron shall post the following available information on the website for each Air District Rule 12-12 flaring event that occurs at the Richmond Refinery: (i) the flare at which the flaring event occurred; (ii) the duration of the flaring event; (iii) the type and amount of emissions resulting from the flaring event; (iv) the primary cause of the flaring event; (v) whether the flaring event was the result of an emergency (as defined in Rule 12-12-201) to prevent an accident, hazard or release of vent gas to the atmosphere, and if so, an explanation of why; and (vi) any prevention measures that Chevron will take to avoid similar events in the future and the date by which Chevron will take them (or a statement that Chevron does not know when it will take them, if such date is not known), or if Chevron does not plan to take any such prevention measures, a statement that Chevron does not plan to take any such measures and the reasons why. Chevron shall post the information required by clauses (i)-(iii) of the preceding sentence on the public website within two (2) business days after it notifies the Air District of the flaring event pursuant to Air District Rule 12-12-405; and shall post the information required by clauses (iv)- (vi) of the preceding sentence on the public website within two (2) business days after the deadline for submission of the report required under Air District Rule 12-12-406 for the relevant flaring event. Chevron shall maintain this information for each flaring event on the website for no fewer than five years following each event and shall group the information for flaring events by calendar year (but maintain on the website a separate report for each event). Chevron shall also post on the website related flaring information, including links to Chevron’s fenceline and other air monitoring data, links to Chevron’s flaring report(s) for each flaring event, links to flaring educational materials, links to Chevron’s Flare Management Plan, links to reports and other documents required to be posted under this Agreement, and contact information where community inquiries and complaints may be directed.

For purposes of this Section 5, “emergency” as defined in Rule 12-12-201 means a condition at the Richmond Refinery beyond Chevron’s reasonable control requiring immediate corrective action to restore normal and safe operation that is caused by a sudden, infrequent and not reasonably preventable equipment failure, natural disaster, act of war or terrorism or external power curtailment, excluding power curtailment due to an interruptible power service agreement from a utility.

6. Community Action Plan. Within four (4) months of the Effective Date of this Agreement, Chevron shall enter into an agreement with a community-based organization with ties to the Richmond community to prepare and implement, at Chevron’s expense, a Community Action Plan that identifies opportunities for enhanced community engagement related to Chevron’s efforts to minimize flaring and to ensure compliance with air-quality-related regulatory requirements at the Richmond Refinery. This Community Action Plan shall include, at a minimum, the following elements: (i) community meetings, scheduled for at least two (2) hours, with the Richmond community no fewer than twice a year (approximately every six (6) months) at which Chevron will 501
A-4

provide information and answer questions on any flaring events and air-quality-related Notices of Violation issued to the Richmond Refinery since the previous meeting (or in the case of the first meeting, within the previous twelve (12) months), and any actions Chevron has taken or plans to take to minimize or avoid further flaring events and to avoid occurrence of any incidents that resulted in air-quality-related Notices of Violation; (ii) a requirement for Chevron to take public comment at each community meeting; (iii) a requirement for Chevron to respond orally at the community meeting to the extent practicable and for Chevron to prepare a written summary of the public comments provided by community members, Chevron’s responses, and related discussion at each community meeting; (iv) a requirement for Chevron to explore the relevant suggestions given by members of the community at these meetings and report back on them orally at the next community meeting, and to publish a written summary of the discussion, including a summary of all comments and suggestions made by members of the community and Chevron’s responses, on the public website required under Section 5 above; and (v) a requirement for Chevron to provide written updates on its implementation of the Community Action Plan at least once every twelve (12) months, and for Chevron to submit such updates to the Air District and publish them on the public website required under Section 5 above. The Community Action Plan shall also include the following statement on the first page, in 12-point Times New Roman font: “This Community Action Plan is required by a settlement agreement with the Bay Area Air Quality Management District.”
Within nine (9) months of the Effective Date of this Agreement, Chevron shall fund and begin implementing the Community Action Plan, including holding the first community meeting, and shall make the final Community Action Plan available to the public on the public website required under Section 5 above. The requirements in this Section 6 shall expire five (5) years from the date Chevron begins implementing the Community Action Plan.

502

Page 1 of 3 ends

February 27, 2024

City Council

DATE: February 27, 2024
TO: Mayor Martinez and Members of the City Council
FROM:

Council Member Gayle McLaughlin, Co-sponsors Mayor
Eduardo Martinez and Vice Mayor Claudia Jimenez
Subject:

Richmond Clean Energy and Healthy Homes Campaign
of 2024 – A Neighborhood Decarbonization Program
Presentation
FINANCIAL IMPACT: The funding for this is anticipated to come through Inflation Reduction Act (IRA) grants. The hiring of an IRA Coordinator to access and manage all relevant federal
and state funding for Richmond decarbonization projects is essential. Contract cost for such a coordinator will be determined by staff.

PREVIOUS COUNCIL
ACTION:

On November 16, 2021, the City Council unanimously
passed Ordinance 15-21, effective 1/1/22, which prohibits natural gas infrastructure in all newly constructed
buildings. Also, aligned with this effort is Richmond’s DOE-awarded Communities Local Energy Action
Program (LEAP), the Richmond Green-Blue New Deal
Workforce Development Plan and Richmond’s Climate
Action Plan.

STATEMENT OF THE
ISSUE:

We must move to make all homes in Richmond healthier
and more climate friendly. ACCE is spearheading a
campaign to make this possible and will be presenting
the details of this campaign to the City Council.

AGENDA
REPORT
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Page 2 of 3 ends

February 27, 2024
RECOMMENDED ACTION:

RECEIVE a presentation from the Alliance of Californians for Community Empowerment (ACCE) on their Richmond
Clean Energy and Healthy Homes Campaign of 2024;
and DIRECT staff 1) to consult with PG&E on an
appropriate low-income neighborhood as a pilot project to transition that neighborhood off the gas system by
providing free electrical appliances and 2) to contract with an Inflation Reduction Act (IRA) Coordinator to make
sure the City accesses and manages as much federal
and state funding as possible to help our community cut carbon emissions and transition to clean energy –
Councilmember McLaughlin (510-620-6636), Vice Mayor
Jimenez (510-620-6565) and Mayor Martinez (510-620-
6503)

DISCUSSION:

All members of our community have a right to live in healthy, “green,” dignified and resilient apartments and homes. ACCE (Alliance of Californians for Community Empowerment) will be providing a presentation on some of the research they have done and recommendations they are making for neighborhood decarbonization.

Neighborhood decarbonization is a strategy to transition entire neighborhoods off of the gas system, prioritizing poor and working class communities, in particular Black and Brown neighborhoods, that have faced disproportionate environmental burdens. Studies show that living in a home with a gas stove resulted in a 42% higher chance of childhood asthma.

By working with PG&E and utilizing additional Inflation Reduction Act (IRA) funding to provide free induction stoves and replacements for emission causing appliances like gas heaters, washers and dryers to our low-income households, we can prioritize public health and advance our efforts to combat the climate crisis.

Examples of this type of effort include the City of Albany and Cal State University Monterey Bay.

The City of Albany has plans to electrify an entire city block so that it can shut down that block’s gas line — for good https://www.smartcitiesdive.com/news/albany-ca-gas-pipeline- decommissioning-building-electrification-decarbonization/700050/

Cal State University Monterey Bay is working with PG&E to retire a natural gas pipeline which now supplies about 1200 units of student, staff, and faculty and to electrify the campus. https://csumb.edu/news/news-listing/east-campus-may-become-californias-largest- electrification-project/
Richmond can and should get involved in this neighborhood scale transition as well. We can decarbonize our neighborhoods and further our environmental justice and climate 504

Page 3 of 3 ends

February 27, 2024
justice work by working with PG&E to transition a low-income neighborhood in Richmond (such as the Iron Triangle, Belding Woods or the Southside Neighborhoods) away from the current gas system to establish a decarbonization pilot program, providing renters and homeowners with free electric appliances. Although we need to start with one neighborhood as a pilot project, the overall effort is to expand to other neighborhoods as well.

It is essential we begin work on such an undertaking now on behalf of our low-income households. Wealthy households will electrify their homes independently, and with fewer people on the gas grid, rates will skyrocket, meaning low-income households will be left behind with higher bills.

The City can and should commit to work with the Building Trades so that these decarbonization projects are implemented with skilled, professional workers who are paid a fair wage, receive benefits, and have decent working conditions.

We should also partner with a community group to do outreach to the community to explain the decarbonation process and hear input, thus making sure this is a community-driven project.

There are various Inflation Reduction Act (IRA) grants available for such projects and we should hire an IRA Coordinator – that is, a consultant who can make sure the City is taking advantage of all state and federal grants available to help pay for the transition.

Contracting with such a Coordinator is critical for accessing and managing as much grant funding as possible for this effort.

One particular grant that would be useful is EPA’s Community Change Grant. https://www.epa.gov/inflation-reduction-act/inflation-reduction-act-community-change-grants- program See also the attached information sheet about this grant. The Community Change Grants NOFO (Notice of Funding Opportunity) is open and the deadline to apply is November 21, 2024. EPA is accepting applications on a rolling basis for $2 billion in Inflation Reduction Act funding available to support community-driven projects that build capacity for communities to tackle environmental and climate justice challenges, strengthen their climate resilience, and advance clean energy.

Richmond should not miss out on this opportunity to benefit our community and the planet. Receiving this presentation from ACCE will provide further information on how and why Richmond should embark on Neighborhood Scale Decarbonization.

DOCUMENTS ATTACHED:

Attachment 1 – Information sheet on Community Change Grants Program

505
506
507

Page 1 of 4 ends

February 20, 2024

Finance Department

DATE: February 20, 2024
TO: Mayor Martinez and Members of the City Council
FROM:

Nickie Mastay, Deputy City Manager, Internal Services
Andrea Miller, Director of Finance
Mubeen Qader, Deputy Director of Finance
Antonio Banuelos, Accounting Manager

Subject:

Ordinance Creating New Business Activity Classification, Class P – Wholesale, and the Corresponding Rates
FINANCIAL IMPACT: The financial impact of creating this new classification and rate structure will result in a decrease of
approximately $10,000 in Business Tax Revenue in the
General Fund.

PREVIOUS COUNCIL
ACTION:

STATEMENT OF THE
ISSUE:

The proposed Ordinance will create a new Business
Activity, Class P – Wholesale, and the corresponding
rates.

RECOMMENDED ACTION:

INTRODUCE an ordinance (first reading) amending
Chapter 7.04.103 of the Richmond Municipal Code by
creating a new Business Activity Classification, Class P – Wholesale, and the corresponding rates – Finance
Department (Nickie Mastay/Andrea Miller/Mubeen
Qader/Antonio Banuelos 510-620-6741).

AGENDA
REPORT
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Page 2 of 4 ends

February 20, 2024
DISCUSSION:

City Council placed Measure U on the November 3, 2020, ballot that was approved by the voters. The Measure changed the business tax calculation methodology to be based on gross receipts instead of the prior methodology that was based upon the number of employees employed by a business.

This item was originally scheduled on the December 19, 2023 City Council agenda but was removed and postponed pending more outreach to wholesalers in Richmond. Staff mailed and e-mailed 18 Richmond businesses who have listed wholesaling as their primary businesses and invited them to an online meeting held on January 25, 2024.

Staff presented the situation and reasons behind the proposed changes to the Business Tax Ordinance. Participants understood the need for a new class for wholesalers, but also raised concerns about the rates postulating that they should be lower. Additionally, they inquired about possibly making any change retroactive, meaning some businesses would be due a refund.

Measure U (Richmond Municipal Code 7.04) contains fifteen (15) Business Activity Classifications but does not include wholesale as a business activity classification class.

City staff is requesting to amend the Ordinance by adding, Wholesale, in section

7.04.130) of the Richmond Municipal Code as follows:

7.04.130 Business Activity Classifications Class

Class Industry
A Retail Sales
B Grocers
C Automobile Sales, Manufacturing
D Recreation and Entertainment
E Hotel/Motel
F Construction contractor
G Business and personal services
H Professional/semi-professional service
I Administrative headquarters (payroll based, not gross receipts) J Miscellaneous
K Residential and Commercial Rentals
L Cannabis
M Firearms Ammunition
N Taxi and limousine service
O Transportation, trucking
P Wholesale

Additionally, this new Wholesale class will be assigned a new business tax at the rate provided below following an amendment of the ordinance to include this section after

7.04.205 (J):
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February 20, 2024

7.04.205 Tax Rates for Class A through Class J, and Class P —Progressive Rates

K. Class P. Business engaged in Class P business activities shall pay a business tax as follows:

If annual gross is: Then the business tax is:

A wholesale classification was inadvertently omitted from the original voter approved ordinance. City s taff attempted to correct this oversight via an Administrative Ruling placing Wholesale businesses in the same classification as Retail Sales businesses. The issue with this approach is that the definition of “Retail Sales” in the approved Ordinance excludes the resale of items such as with wholesalers:

“Retail sales” means the sale of goods, wares, or merchandise for any purpose other than resale in the regular course of business, including restaurants and peddlers. (emphasis added)

Other communities have a wholesale category in their ordinances and the City has businesses that could be classified as “wholesale.” The definitions in the ordinance excluding wholesale from retail and vice versa create legal confusion which could make the Ordinance subject to challenge.

The new classification clarifies both the Business Class and the respective Business Tax Rate structure for Wholesale businesses. Currently, staff classifies Wholesale businesses as part of “Class J – Miscellaneous” which has significantly higher rates than “Class A – Retail Sales”.

AMENDMENT PROCESS

While any amendment to Measure U that would increase the rate of taxation is subject to approval by a vote of the voters, the City Council has the authority to adopt modifications that decrease the rate of taxation, which applies to this action. 510

Page 4 of 4 ends

February 20, 2024

BUSINESS TAX UPDATE

City staff recently mailed out the 2024 renewal notices for both rental property businesses and non-rental businesses. The due date for the rental properties is March 1, 2024, while the due date for the non-rentals is April 1, 2024. The Finance Department is providing augmented business tax services to the Richmond business community in person, via phone calls, through our online payment portal, and through virtual online appointments.

The community can leave questions for City staff on the business tax hotline at 510-620- 5555 or email to [email protected].

DOCUMENTS ATTACHED:

Attachment 1 – Administrative Ruling No. 1
Attachment 2 – Redline Ordinance
Attachment 3 – Final Ordinance
Attachment 4 – Presentation
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CITY OF RICHMOND

FINANCE DEPARTMENT
FINANCE DIRECTOR ADMINISTRATIVE RULING NO. 1
ADMINISTRATIVE RULING AND INTERPRETATION (1.0)

Authority. Pursuant to Section 7.04.670 of the City of Richmond Gross Receipts Business Tax Measure U, the Director of Finance, upon delegation from the City Manager, hereby adopts the following administrative rulings:

PURPOSE

This Administrative Ruling clarifies certain sectio ns of the Measure U Gross Receipts Tax Ordinance approved by Richmond voters in November 2020.

BACKGROUND

The rulings herein promulgated provides specific ap portionment criteria to be used by the City of Richmond staff and the taxpayer in determining application if the Business Tax of gross receipts.

RULING OF THE DIRECTOR OF FINANCE

The following guidelines shall be used to determine the percentage of gross receipts to be used for the tax base:

A. Administrative Ruling - Definitions and Classifications (Section

7.04.100)

1) If a business operator has earned gross receipts in Richmond, and provides other services where the gross receipts is earned outside of Richmond, such as trucks, water or rail transportation, the tax will be calculated on the gross receipts from sales in Richmond.

2) “Wholesale Sales” is defined as “the sale of go ods, wares, or merchandise for the purpose of resale in the regular course of business. However, it is not included in any of the Business Activity Classifications. Businesses categorized as Wholesale Sales will fall under Business Activity Classification of Class A – Retail Sales with the following rates:
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If annual gross receipts are: Then the business tax is:

Not over $1,000,000 $1.20 per $1,000 of annual gro ss receipts Over $1,000,000 but not over $2,500,000 $1,200, plus $1.60 per $1,000 of annual gross receipts over $1,000,000
Over $2,500,000 but not over
$25,000,000
$3,600, plus $2.00 per $1,000 of annual
gross receipts over $2,500,000
Over $25,000,000 but not over
$50,000,000
$48,600, plus $2.40 per $1,000 of annual
gross receipts over $25,000,000
Over $50,000,000 $108,600, plus $3.20 per $1,000 o f
annual gross receipts over $50,000,000

3) Any business that is not otherwise defined nor i ncluded in the various classifications will fall under Business Activity Classification of Class J – Miscellaneous.

Limitation. This Ruling and Interpretation is intended to give general guidance and should not be viewed as providing a definite answer to all factual situations, as the exact application of the tax will depend on the nature of the service, the manner in which it is billed ( e.g., bundled or unbundled), and other factors.

City of Richmond, Director of Finance

______________________________
Belinda Brown

Date: November 2, 2021
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ORDINANCE NO. N.S.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RICHMOND AMENDING CHAPTER 7.04 TO THE CITY OF RICHMOND MUNICIPAL CODE ENTITLED “BUSINESS LICENSES”

The City Council of the City of Richmond do ordain as follows:

SECTION 1. Section 7.04.130 of the City of Richmond Municipal Code is hereby amended to read as follows:

7.04.130 Business Activity Classifications Class
Class Industry
A Retail Sales
B Grocers
C Automobile Sales, Manufacturing
D Recreation and Entertainment
E Hotel/Motel
F Construction contractor
G Business and personal services
H Professional/semi-professional service
I Administrative headquarters (payroll
based, not gross receipts)
J Miscellaneous
K Residential and Commercial Rentals
L Cannabis
M Firearms Ammunition
N Taxi and limousine service
O Transportation, trucking
P Wholesale

SECTION 2. Section 7.04.205 of the City of Richmond Municipal Code is hereby amended to read as follows:

7.04.205 Tax Rates for Class A through Class J, and Class P —Progressive Rates

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K. Class P. Persons engaged in Class I business activities shall pay a business tax as follows:

If annual gross receipts are: Then the business tax is:

SECTION 3. If any section, subsection, paragraph, sentence, clause, or phrase of this Ordinance is for any reason held by a court of competent jurisdiction to be unconstitutional or invalid, the remaining portions of this Ordinance shall remain in full force and effect. The City Council hereby declares that it would have passed each section, subsection, paragraph, sentence, clause or phrase of this Ordinance irrespective of the unconstitutionality or invalidity of any section, subsection, paragraph, sentence, clause or phrase.

SECTION 4.

This Ordinance becomes effective thirty (30) days after its final passage and adoption.

*****************************
(This section to be completed by Clerk’s Office)

First introduced at a regular meeting of the City Council of the City of Richmond held on _____________ and finally passed and adopted at a regular meeting held on ___________ by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

________________________________________
Clerk of the City of Richmond

(SEAL)

515
Approved:

_______________________________
Mayor

Approved as to form:

____________________________
City Attorney
516
ORDINANCE NO. N.S.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF RICHMOND AMENDING CHAPTER 7.04 TO THE CITY OF RICHMOND MUNICIPAL CODE ENTITLED “BUSINESS LICENSES”

The City Council of the City of Richmond do ordain as follows:

SECTION 1. Section 7.04.130 of the City of Richmond Municipal Code is hereby amended to read as follows:

SECTION 2. Section 7.04.205 of the City of Richmond Municipal Code is hereby amended to read as follows:

7.04.205 Tax Rates for Class A through Class J, and Class P —Progressive Rates

517
K. Class P. Persons engaged in Class P business activities shall pay a business tax as follows:

If annual gross receipts are: Then the business tax is:

SECTION 4.

This Ordinance becomes effective thirty (30) days after its final passage and adoption.

*****************************
(This section to be completed by Clerk’s Office)

First introduced at a regular meeting of the City Council of the City of Richmond held on _____________ and finally passed and adopted at a regular meeting held on ___________ by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

________________________________________
Clerk of the City of Richmond

(SEAL)

518
Approved:

_______________________________
Mayor

Approved as to form:

____________________________
City Attorney
519
Business Tax Update
Ordinance Creating New Business Activity
Classification, Class P – Wholesale, and the
corresponding rates.

FINANCE DEPARTMENT AND CITY ATTORNEY’S OFFICE
FEBRUARY , 2024
520
Agenda
Background
Business Tax Classifications
Business Tax Rates
Recommended Action
Questions
2 521
Measure U Background
Measure U Approved by Voters in November 2020
Changed the way the tax is calculated
◦ New Methodology is based on the Business Gross Receipts ◦ Tax is a percentage of the Gross Receipts and changes based on the Business Category and the amount of Gross Receipts
◦ Businesses making less than $250,000 pay the Minimum Tax of $100 Per Year 3 522
Wholesale Background
Measure U contained no classification for Wholesalers
Staff created Administrative Ruling 1.0 that categorized Wholesale Businesses under Class A - Retail Sales.

Definition of Retail Sales excludes wholesale sales:
“Retail sales” means the sale of goods, wares, or merchandise for any purpose other than resale in
the regular course of business, including restaurants and peddlers. (emphasis added) Definition of Retail Sales excluding wholesale sales creates need for a new Business Tax Class for Wholesale Businesses
Approximately 15 business in Richmond are wholesalers and financial impact is estimated at $10,000 decrease to the General Fund revenues.

If a business does not fall clearly into any class, they are then placed in Class J - Miscellaneous 4 523
Business Tax Classifications
Class Industry Class Industry
A Retail Sales I Administrative headquarters (payroll
based, not gross receipts)
B Grocers J Miscellaneous
C Automobile Sales, Manufacturing K Residential and Commercial Rentals D Recreation and Entertainment L Cannabis
E Hotel/Motel M Firearms Ammunition
F Construction contractor N Taxi and limousine service
G Business and personal services O Transportation, trucking H Professional/semi-professional service P Wholesale
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Current Rates For All Classes
6 Class Industry Under $1M $1M to
$2.5M
$2.5M to
$25M
$25M to
$50M Over $50M
A Retail Sales 0.120% 0.160% 0.200% 0.240% 0.320%
B Grocers 0.060% 0.100% 0.130% 0.015% 0.200%
C Automobile Sales, Manufacturing 0.120% 0.220% 0.310% 0.410% 0.500% D Recreation and Entertainment 0.450% 0.460% 0.470% 0.480% 0.500% E Hotel Motel 0.180% 0.280% 0.380% 0.480% 0.500%
F Construction contractor 0.180% 0.210% 0.240% 0.270% 0.300% G Business and personal services 0.180% 0.270% 0.360% 0.500% 0.540% H Professional/semi-professional service 0.360% 0.410% 0.450% 0.500% 0.680% I Administrative headquarters (payroll based, not gross receipts) 0.120% 0.150% 0.190% 0.220% 0.240%
J Miscellaneous 0.240% 0.310% 0.380% 0.450% 0.480%
K Residential and Commercial Rentals 1.081% if 4 properties or less and 2.880% if 5 properties or more L Cannabis 5.000% 5.000% 5.000% 5.000% 5.000%
M Firearms Ammunition 2.400% 2.400% 2.400% 2.400% 2.400% N Taxi and limousine service $75 for each ambulance or limousine and $180 for each taxicab permit O Transportation, trucking Tax based on current employee total 525
Proposed Rates for Class P
7 Class P . Persons engaged in Class P business activities shall pay a business tax as follows:

If annual gross receipts are: Then the business tax is:

Not over $1,000,000 $1.20 per $1,000 of annual gross receipts Over $1,000,000 but not over $2,500,000 $1,200, plus $1.50 per $1,000 of annual gross receipts over $1,000,000
Over $2,500,000 but not over $25,000,000 $3,450, plus $1.90 per $1,000 of annual gross receipts over $2,500,000
Over $25,000,000 but not over $50,000,000 $46,200, plus $2.20 per $1,000 of annual gross receipts over $25,000,000
Over $50,000,000 $101,200, plus $2.40 per $1,000 of annual gross receipts over $50,000,000
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Rates For All Classes including Class P
8 Class Industry Under $1M $1M to
$2.5M
$2.5M to
$25M
$25M to
$50M Over $50M
A Retail Sales 0.120% 0.160% 0.200% 0.240% 0.320%
B Grocers 0.060% 0.100% 0.130% 0.015% 0.200%
C Automobile Sales, Manufacturing 0.120% 0.220% 0.310% 0.410% 0.500% D Recreation and Entertainment 0.450% 0.460% 0.470% 0.480% 0.500% E Hotel Motel 0.180% 0.280% 0.380% 0.480% 0.500%
F Construction contractor 0.180% 0.210% 0.240% 0.270% 0.300% G Business and personal services 0.180% 0.270% 0.360% 0.500% 0.540% H Professional/semi-professional service 0.360% 0.410% 0.450% 0.500% 0.680% I Administrative headquarters (payroll based, not gross receipts) 0.120% 0.150% 0.190% 0.220% 0.240% J Miscellaneous 0.240% 0.310% 0.380% 0.450% 0.480%
K Residential and Commercial Rentals 1.081% if 4 properties or less and 2.880% if 5 properties or more L Cannabis 5.000% 5.000% 5.000% 5.000% 5.000%
M Firearms Ammunition 2.400% 2.400% 2.400% 2.400% 2.400% N Taxi and limousine service $75 for each ambulance or limousine and $180 for each taxicab permit O Transportation, trucking Tax based on current employee total P Wholesale 0.120% 0.150% 0.190% 0.220% 0.240%
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Proposed Rates for Class P
9 Current Richmond Rates
Class Industry $250k to
$1M
$1M to
$2.5M
$2.5M to
$25M
$25M to
$50M Over $50M
A Retail Sales 0.120% 0.160% 0.200% 0.240% 0.320%
P Proposed Wholesales 0.120% 0.150% 0.190% 0.220% 0.240% Approved Oakland Rates in 2022 with Measure T - effective 1/1/2023 Industry Under $1M $1M to
$2.5M
$2.5M to
$20M
$20M to
$50M Over $50M
Retail Sales 0.090% 0.110% 0.200% 0.220% 0.240%
Wholesales 0.110% 0.120% 0.180% 0.200% 0.250%
Current San Francisco Rates updated with Proposition F in 2020 Industry Under $1M $1M to
$2.5M
$2.5M to
$20M
$25M to
$50M Over $50M
Retail Sales 0.053% 0.070% 0.095% 0.224% 0.224%
Wholesale Trade 0.105% 0.140% 0.189% 0.224% 0.224%
Current Berkeley Rates
Industry Under $1M $1M to
$2.5M
$2.5M to
$20M
$25M to
$50M Over $50M
Retail Sales 0.120% 0.120% 0.120% 0.120% 0.120%
Wholesale Trade 0.120% 0.120% 0.120% 0.120% 0.120%
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Examples of Business Tax
Proposed Oakland
Gross
Receipts
Class A -
Retail Sales
Class P -
Wholesale
Class J -
Miscellaneous Wholesale
$900,000 $1,080 $1,080 $2,160 $990
$2,000,000 $2,800 $2,700 $5,500 $2,300
$3,000,000 $4,600 $4,400 $8,950 $3,800
$10,000,000 $18,600 $17,700 $35,550 $16,400
$25,000,000 $48,600 $46,200 $92,550 $44,400
$50,000,000 $108,600 $101,200 $205,050 $94,400
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Recommended Action to
City Council on February 6th Meeting
INTRODUCE an Ordinance (first reading) amending
Chapter 7.04.103 of the Richmond Municipal Code to
create a new Business Activity Classification, Class P – Wholesale, and provide the corresponding rates.
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Questions?
12 531

Richmond City CouncilFebruary 27, 2024

Richmond City Council
February 27, 2024