# Revenue Opportunity Description
Feasibility
(Yes, No, or Not
at this time-low
priority)
Short (6 months or less)
Medium ( 7 months-1.5 years)
Long (+1.5 year)
Implementation Time Frame Estimated Revenue Generation
Status
(IMPLEMENTING, In-progress,
Exploratory, Not at this Time) Next Steps
Projected Timeline (on-going or in progress
estimated END DATE)
Accomplishments
Lead Staff Member and Department* (City Attorney's office will advise all departments on legal requirements of various items)
1 I Heart Richmond Campaign/Solid Waste Collection
Franchise Fee -
General Fund Revenue
The City has a solid waste collection franchise agreement with the solid waste hauler, Republic Services. The agreement includes a payment to the city called a Franchise Fee. Yes Medium FY19-20 Actuals $750,148
FY 20-21 Actuals $1,521,153
FY 21-22 Actuals $1,591,281
FY 22-23 ~1,600,000
FY 23-24 ~1,700,000
*Restricted for initiatives to improve environmental quality.
COMPLETED *Continue to implement. Renegotiate Franchise Fee Amount in new solid waste agreement. Complete as of 1/1/2020 *Incorporated into City's budget annually. *LEAD: Samantha Carr - CMO Economic Development, Environmental and Health Initiatives
*Nannette Beacham - Economic Development Director
*James Atencio - City Attorney's Office
2 PG&E Franchise Fee -
General Fund
The City has had franchise agreements with PG&E since 1958 that renew on 20 year terms. Per the terms of the franchise agreement, one year before the 20-year renewal date in May of 2018, the City submitted a formal request to PG&E to adjust franchise fee to levels commensurate with other cities served by PG&E (Electricity from .5% to 2%, Gas from 1% to 2%).
PG&E ultimately did not agree with the City’s request, and submitted two responses. Per the terms of the franchise agreement, both parties have the right to request to enter arbitration to settle proposed changes in the franchise fee payments. To that end, PG&E has recommended that the parties utilize JAMS arbitration services. Yes Long Estimated $3.3M annually.
$800,000 on-time settlement. COMPLETED *Finance to update revenue spreadsheets. Complete as of 5/4/2023 *May 2, 2023- City council approved the settlement agreement with PG&E. *First $200,000 payment received from PG&E.
*November 22, 2023- CPUC approved electric and gas surcharge. *February 1, 2024- PG&E implemented surcharge.
*LEAD: Samantha Carr - CMO Economic Development, Environmental and Health Initiatives
*Antonio Banuelos - Internal Services, Finance
*Mubeen Qader - Internal Services, Finance
*Nannette Beacham - Economic Development Director
*Dave Aleshire - City Attorney's Office
3 Stormwater Fee -
Stormwater Fund
Description from 12/17/19 City Council Item: Last year, our stormwater account ran a $513,765 deficit. In 2017, SB 231 was signed by the governor, verifying that a stormwater fee is not subject to a Proposition 218 vote. However, SB 231 will likely be challenged as unconstitutional so cities are wary of relying on it until the threatened litigation is resolved.
Stormwater Fee increase would need to be approved by property owners following a mail-in ballot process. Yes Long City currently collects $1.8M in Stormwater fees, at a minimum, an additional $2.2M is needed to fully fund the Stormwater Fund. Exploratory *The WRR division is currently updating and finalizing the Storm Drain Master Plan to determine the capital cost of repair/replace the storm infrastructure. Subsequently, a study is necessary to determine what revenue is required to operate the storm water system and recommend a fee structure to pay for it, similar to the fee study recently completed for wastewater. Thereafter, the fee must be placed on ballot for the public to vote in order to adopt the fee increase. Finance will provide support to Department as needed. *WRR looking into option to put on November 2022 Ballot. In-progress *City has completed RFP. Needs to be reviewed by legal and posted to Bids Online. *The City would need to hire a consultant to conduct a comprehensive Fee Study, with an anticipated cost of approximately $100k, to determine the rate of increase that would fully fund the Stormwater program and which is also viable. *LEAD: Mary Phelps - Public Works
*Mubeen Qader - Internal Services, Finance
*James Atencio - City Attorney's Office
4 Maintenance Districts -
Special District Fund
Description from 12/17/19 City Council Item: Both Marina Bay and Hilltop have very successful landscape maintenance districts, and as a result, have street and park landscaping that is a significant improvement compared to the rest of Richmond. We could divide the rest of Richmond into landscape districts that would provide sufficient revenue to actually maintain that infrastructure.
Not at this time-
Low priority Long
Revenue generated will be commensurate with the district expenses and City share. Exploratory
*Retain a consultant to prepare a plan for location and operating costs of maintenance districts, at an estimated cost of $200k - $500k. Once approved by the City Council, follow the procedure to assess fees and conduct a protest vote. *One possibility is a city-wide district that includes everything but Hilltop and Marina Bay. *Finance will provide support to Department as needed. Not at this Time *Cost estimates for consultant and preliminary staff discussion has commenced. *LEAD: Daniel Chavarria - Public Works
*Mubeen Qader - Internal Services, Finance
*James Atencio - City Attorney's Office
5 Cost Recovery for Public Safety Responses Ordinance - General Fund
Work with the City Attorney's Office to establish an ordinance allowing public safety to recoup expenses related to response services for non-Richmond tax paying customers (e.g., vehicle accidents) and subrogation. Also, the ordinance shall allow for penalty/fee to be charged for Richmond tax paying residents engaged in illegal activity (e.g., DUI accidents, grow houses). Yes Medium
Annual revenue generation for illegal marijuana grows: $100,000 per year
Additional revenue generation unknown at this time.
Exploratory
*Work with the City Attorney's Office - in current consultation with City Attorney's office for exemplar policies/practices from other jurisdictions applicable to Richmond.
*Staff are compiling information from other police departments on how they conduct cost recovery and what they charge. Estimated revenue generated for DUI’s will be provided once the fees are understood. *Interim Chief Smith to follow-up with the Attorney's Office on the draft ordinance regarding cost recovery of vehicle accidents and DUIs. Consult with other Fire Departments on cost, data, how recovered, etc. In-progress and ongoing *City Council approved first reading of cost recovery ordinance on Oct. 20, 2020. Once the ordinance is finalized PD will be able to recover costs associated with illegal marijuana grows. Update 3/21/23 Police Department has to re-start the process of collecting data. The staff that were working on the project before are no longer with the department. Also, the PD no longer handles the Illegal Marijuana grows.
Update 2/8/24 - PD No longer dealing with Marijuana recovery. In regards to the DUI recovery costs, the City can develop an ordinance to recoup all costs associated with responding to DUI related incidents. We need direction as to whether or not the council wants to collect these types of fines.
*LEAD: Chief French - Richmond Police Department
*Laura Marquez - Internal Services, Human Resources
*Bruce Soublet - City Attorney's Office
6 Code Enforcement Fees -
General Fund
Description from 12/17/19 City Council Item: Code enforcement is supposed to be self-supporting, but it is not. We just allocated over $2 million from the FY 2018-19 year-end surplus to backfill a Code Enforcement negative balance.
Restructuring Code Enforcement fiscal management and fee structure could result in eliminating the negative balances. Yes Short ~$1-2 Million annually. In-progress *Explore potential fee increases for services to ensure a greater percentage of cost recovery. Fee study to be completed between May 2020 and March 2021.
*Prioritizing revenue enhancements in community development based on the amount of potential revenue enhancements. *Cost recovery for Code Enforcement in FY 19-20 was 47.5 percent. FY 20-21 goal to begin moving to 100 percent cost recovery over a term of approximately 2-3 years (60 percent in FY 20-21, 80 percent in FY 21-22, and 100 percent in FY 22-23). In-progress and ongoing *1 Code Enforcement Officer is now funded by Community Development Dept *Vacant building survey round 1 completed - additional buildings identified to register. Round 2 completed. *Staff is issuing Notice of Violations, Administrative Citations and facilitating Administrative Appeal Hearings for those vacant properties that were cited. Code Enforcement has issued 116 Administrative Citations, 4 Abatement Warrants and conducted 34 Administrative Hearings.
*In 2021 Code Enforcement issued 224 Administrative Citations and invoiced citations in the amount of $193,280; issued 16 cannabis business permits and collected cannabis fees in the amount of $152,300. Conducted 18 Administrative Hearings and issued 6 Abatement Warrants.
*In 2021 Code Enforcement issued 69 Vacant Structure Notices; 538 Notice of Violations and 311 Vehicle Abatement Notices. *Code Enforcement will be assisting with Rental Inspection Program enforcement of non-responsive and non-compliant landlords. *In 2022 to date, Code Enforcement has issued 233 Administrative Citations and invoiced citations in the amount of $146,908; collected $563,421.90 in cannabis fees and $53,616 in alcohol and tobacco fees. Issued 8 Abatement Warrants; held 12 Administrative Hearings; conducted 1,588 inspections; issued 553 Notice of Violations (94 vacant properties); and 167 Intent to Tow notices; (May 1, 2020 - April 30, 2022 Lien and Special Assessment) properties in the amount of $770,972.83 are scheduled for City Council approval on December 6, 2022. Code Enforcement will assist with rental inspection enforcement. Reimbursed a total of $328,109.75 in cost recovery of legal fees of which $62,600.82 reimbursed in 2022.
*Council approved unpaid Code Enforcement liens and special assessments in the amount of $629,203.45 will be levied with CCC Tax Assessor in fall 2023.
*LEAD: Eva Mann - Community Development, Code Enforcement Division *Maggie Choi - Community Development, Building Division *Shannon Moore - City Attorney's Office
7 Business License Enforcement -
General Fund
Description from 12/17/19 City Council Item: It is also widely agreed that a large number of businesses are operating without a business license (actually a tax). Enforcement is lax. This is especially problematic because entering a business license into the city’s database (eTRAKIT) is the gateway to putting the business and building on the city’s radar for other fees, such as fire inspections, grease trap inspections and rent control fees. We need to find a way to bring these businesses and buildings into the system for fees and taxes.
Description from 12/17/19 City Council Item: It is well known that a large number of cannabis-related businesses are operating without a license, are unregulated, and are not paying taxes and fees. We need to find a way to bring these businesses and buildings into the system for fees and taxes. (cannabis tax included in sales tax).
The Business License Division has been significantly understaffed for several years. The City is currently recruiting for the Business License Specialist position and it is expected that we will finally have two full time positions staffing the cashier window and processing business license. With renewed continuity, staff will be able follow up more quickly on any issues and follow up more diligently on delinquent accounts.
Conduct enforcement of business licenses, code enforcement for property owners of short-term rentals and businesses that are operating without a business license, and implement Measure U which includes levying of properties for unpaid business license tax. Yes Short ~$750,000 additional annually. In-progress as of 3/21/2023 *Find a way to tighten up enforcement. Use best practices from other cities. *Previously hired Business License Field Invwestigator who identified 130 businesses that paid $1.6 million in busdiness tax. That position has been changed to a Business License Field Investigator and collection duties will be split between the three specialists. *Working with IT and other departments in setting up replacement software used for permitting and business tax processing. Currently using TRAKiT which will be replaced by iMS with an estimated GO LIVE date of February 2025. *Recent inquiries by revealed that several addresses without business licenses appeared to be vacant, but the City is not enforcing RMC 6.38. The excuse is that staffing is insufficient, but RMC 6.38 allows a fee to pay for staffing. *Measure U, approved by the voters in November 2020, includes language that, when implemented, will help staff with the collection of unpaid business license tax including levying delinquent accounts. *Finalized five Administrative Rulings to help with the implementation of the Measure U Ordinance, but further analyzing deficiencies, incosistencies, and other grey areas in the Ordinance that might need to be adressed via additional Administratyive Rulings. *Research Public entity ownership of land in relation to Measure U. *Conduct regular site visits in high-traffic commercial areas to ensure compliance. *Engage Planning, Building, and other departments to ensure all businesses are complaint with business license. *Position has been reclassified from Business License Field Investigator to Business License Specialist which is currently vacant but recruitment should begin shortly.
*Contracted with BRI consultants to analyze audit gross receipts tax services and provide financial analysis as directed by the City.
In-progress and ongoing
*Hired:
- 2 Office Clerk (P/T Temp)
- 3 Student Interns (P/T Temp)
*Vacant
- 1 Business License Specialist (Position previously was Business License Field Investigator - Full time started 5/9/23, resigned 9/15/2023).
*Collected:
-FY2020-21 full year before Measure U - $3,618,196
-FY2021-22 partial year under Measure U - $8,491,418
-FY2022-23 full year under Measure U - $16,208,720
-FY2023-24 through Period 8 - $6,416,084
*LEAD: Mubeen Qader - Internal Services, Finance
*Sue Hartman - Internal Services, Information Technology *Gabino Arredondo - CMO Economic Development, Economic Development *Antonio Banuelos - Internal Services, Finance
*Eva Mann/Maggie Choi - Community Development, Code Enforcement Division/Building Division
*James Atencio - City Attorney's Office
8 Point of Sales Transactions -
General Fund
Some businesses are NOT identifying the City of Richmond as the Point of Sale (POS) for their transactions and instead are using the address for their main office/headquarters.
Larger businesses often have different offices in different cities. The sales tax generated by their sales department gets allocated to the city where the sales department is located. Yes Medium Revenue generated will vary on a case by case basis. In-progress *Additionally, staff needs to Identify business in Richmond that have more than one location where the other location might hold the sales office. In these cases, the sales tax goes to the City where the sale is occurring and not to Richmond. Once a list has been created, staff will have a better understanding of the revenue that could be generated.
*If their sales office is in Richmond, this is simple and an update in their paperwork is all that is needed. If their sales office is not in Richmond, convince them to move their sales office to Richmond.
Ongoing
*Contracted with Avenue Insights & Analytics (City's Sales Tax Consultants, previously Muni Services). Includes a geo audit component.
They identify actual location of all businesses and work with the State and the business in correcting any location discrepancies. So if a business is in Richmond, but claiming a different location, they assist in correcting the error. *LEAD: Mubeen Qader - Internal Services, Finance Division *Antonio Banuelos - Internal Services, Finance Division *Eva Mann/Maggie Choi - Community Development, Code Enforcement Division/Building Division
*Shannon Moore - City Attorney's Office
9 Collection of outstanding funding from CCTA for R-transit, Paratransit Program - General Fund Collect funding for Paratransit services from CCTA and address GF subsidizing Paratransit funding. Yes Short R-Transit received from CCTA:
~1.72 million in FY 19-20
~$1.16 million in FY 20-21
IMPLEMENTING *Funding will be released after funder (CCTA) completes its audit in Feb 2024. On-going *This is a Measure J funded project accomplishments have been increased ridership and continued and expanded rideshare services for Richmond seniors and disabled persons. *LEAD: Lori Reese/ Community Services Department / Transportation Division 10 Analyze potential revenues and expenditures for Kids First.
Include research on ballot measure that caps expenditure obligations and expanding Real Estate transfer tax
percentage and applicable sale amount -
General Fund
Description from December 17, 2019 City Council item: $25,000 approved by City council to analyze potential revenues and expenditures for Kids First.
Description from 12/17/19 City Council Item: Ballot Measure - Kids First is projected to start running a multi-million dollar deficit in FY 2022-2023, if not sooner. A ballot measure to cap expenditures based on revenue could insure there would be no deficit.
Description from 12/17/19 City Council Item: Ballot Measure for Real Estate Transfer Tax Revision - The Kids First measure applied to sales only over a million dollars, and it is generating less than anticipated. The tax could be both increased and applied to sales under $1 million. Yes Medium Depending on the outcomes of the research, the goal could be to increase revenue to further offset or fully cover the 1%, 2% and 3% allocation of the Fund AND/OR to reduce the allocation to a % or dollar amount that is deemed more feasible. If revenue enhancement is decided upon, then initial revenue estimates vary depending on what changes are made to the revenue sources. If we made additional changes to the documentary transfer tax structure the increased revenue could average ~ $1 million annually. However, it is important to note that actual annual revenue could vary due to the fact that this revenue source is volatile and unpredictable. *Measure H was approved by voter s in 2019 and is bringing in ~15M per year. In-progress
*Staff needs to complete the research and analysis and bring before City Council for consideration and decision, viable options for moving forward. *Finance staff will work with other departments such as the CAO to analyze the potential for revenue tax measures for future ballot initiatives. *As appropriate, RDCY staff will also work with the Mayor/staff, and/or convene and/or participate in meetings with stakeholders to discuss various options and changes to language included in Measures E & K. *Staff will utilize existing resources such as http://www.californiacityfinance.com/PropTransfTaxRates.pdf to learn more about transfer taxes in other cities. Many Bay Area cities charge far more than Richmond, including El Cerrito, Alameda, Albany, Emeryville, Hayward and Oakland. *Staff need to determine, at a minimum, what would be required to meet Kids First obligations, but look at further increases along the lines of other Bay Area cities. In-progress and ongoing *An RFP for a consultant to help staff analyze potential expenditure and revenue options was developed; however, the RFP was never released.
*Finance staff came up with preliminary revenue estimates based on various scenarios for changes to the documentary transfer tax. *In 2021, staff gathered information to determine which upcoming election an amendment to Measures E&K could feasibly be placed on (i.e. November 2021 or later).
*Measure H was approved by voter s in 2019 and is bringing in ~15M per year. *LEAD: Mubeen Qader - Internal Services, Finance
*Antonio Banuelos - CMO Internal Services, Finance Division *LaShonda White/Patrick Seals - CMO Internal Services, Children and Youth Division (RDCY)
*James Atencio - City Attorney's Office
11 Creation of Community Facilities District (CFD) -
Special District Fund
A CFD may provide for the purchase, construction, expansion, or rehabilitation of any real or other tangible property with an estimated useful life of at least five years. A CFD may also finance the costs of planning, design, engineering, and consultants involved in the construction of improvements or formation of the CFD. Formation of a CFD authorizes a public agency to levy a special tax on all taxable property within the CFD in the manner prescribed in the formation documents. Yes Long Revenue generated will be commensurate with the district expenses and City share. Not at this Time
*CFD formation for Point Molate contemplated in DDA & DA. *Campus Bay is still being studied by Development team. *Hire a consultant to perform a comprehensive CFD formation study, at a cost of about $200-500k.
Not at this Time
*CFD for Point Molate currently on hold due to development's inability to progress; CFD should be re-evaluated in future development proposals.
* LEAD: Daniel Chavarria - Public Works
*James Atencio - City Attorney's Office
12 Creation of Enhanced Infrastructure Finance District (EIFD) - Special District Fund
EIFDs are a new governmental entity; created by a city, county, special district (or a combination of the three) that funds the construction, improvement, or rehabilitation of a defined area. A unique feature of EIFDs is that the defined areas of an EIFD do not have to be contiguous; meaning cities, counties, and special districts that are separated geographically but share a common infrastructure goal (say a major arterial highway) can still form an EIFD together. EIFDs can also fund the on-going maintenance associated with the newly formed district.May defer tax increment from general fund. Yes Medium Revenue generated will be commensurate with the district expenses and City share. Not at this Time
*Obtain training for staff June/July 2020.
*Following training, staff will study if deferment of resources (through tax increment) from General Fund to determine if it would generate new revenues or not (Fall 2020).
*Hire a consultant to perform a comprehensive EIFD study, at an anticipated cost of $100k. Not at this Time *Potential EIFD was considered for Point Molate, but CC did not like that EIFD would defer tax increment from General Fund. CFD was preferred over EIFD. No additional work needed.
*LEAD: Daniel Chavarria - Public Works
*James Atencio - City Attorney's Office
FEE
ADMINISTRATIVE PRACTICE
1 # Revenue Opportunity Description
Feasibility
(Yes, No, or Not
at this time-low
priority)
Short (6 months or less)
Medium ( 7 months-1.5 years)
Long (+1.5 year)
Implementation Time Frame Estimated Revenue Generation
Status
(IMPLEMENTING, In-progress,
Exploratory, Not at this Time) Next Steps
Projected Timeline (on-going or in progress
estimated END DATE)
Accomplishments
Lead Staff Member and Department* (City Attorney's office will advise all departments on legal requirements of various items)
13 Building Permits - Cost Recovery Planning & Building Fund Description from 12/17/19 City Council Item: It is widely agreed that a lot of construction happens in Richmond without a permit. Enforcement is lax. The penalty described in 6.02.180 (D) 2 is only double the permit fee, which has not proven to be a strong motivation for people building projects to apply for and secure a permit:
“Fee. An investigation fee, in addition to the permit fee, shall be collected whether or not a permit is then or subsequently issued. The investigation fee shall be equal to the amount of the permit fee required by this chapter. The minimum investigation fee shall be the same as the minimum fee set forth in the City's adopted fee schedule.”
This is not enough to discourage cheating. The California Building Code allows a fee for constructing without a permit, “subject to a fee established by the building official” (109.5). It was suggested that the penalty should be a minimum of $1,000 and could be as much as five times the normal building permit fee. We also need to greatly improve the detection and follow-up on non-permitted construction. Yes Short
Estimated investigation fee revenue: $518,242.23/year.
139 unpermitted projects identified since August 20, 2020.
Any additional annual generation estimation unknown at this time. In-progress *Find a way to be more proactive in finding projects without permits. *Using the City website, make it easy for someone to report an unpermitted project. In-progress and ongoing "*Ordinance No. 06-20 N.S. formally adopted the 2019 Edition of the California Building Standards Codes with our local amendments.
Ordinance No. 06-20 N.S. was adopted by Council on 3/3/20. It was subsequently filed with and just recently accepted by the CA Building Standards Commission (CBSC). Only the proposed Energy Code Amendments are awaiting approval by the CA Energy Commission. *One of our local amendments establishes an investigation fee for work without a permit. Below is an excerpt of the related code language:
“…Investigation fee for work without permit. Whenever any work for which a permit is required has been commenced without first obtaining said permit, an investigation shall be made before a permit may be issued for such work. An investigation fee, in addition to the permit fee, shall be collected whether or not a permit is then or subsequently issued. The investigation fee shall be equal to three times the permit fee as set forth in the City’s adopted fee schedule…”
*Investigation fee has been formally established within the City Master Fee Schedule effective 08/20/2020 and is now being utilized & collected when work for which a permit is required has been started without first obtaining the permit. *Fee has been assessed 139 cases with more anticipated as violations are discovered. Will continue to assess fee as cases are being addressed.
*LEAD: Chris Castanchoa - Community Development, Building Division *Maggie Choi - Community Development, Building Division *Lina Velasco - Community Development, Building Division #
Cannabis Business License Enforcement -
General Fund and Cost Recovery Planning &
Building Fund
Description from 12/17/19 City Council Item: It is well known that a large number of cannabis-related businesses are operating without a license, are unregulated, and are not paying taxes and fees. We need to find a way to bring these businesses and buildings into the system for fees and taxes. (cannabis tax included in sales tax).
Identify businesses delivering cannabis in Richmond and ensure they are registered for a business license.
Draft cannabis equity ordinance to increase the revenue generated from licenses. Yes Medium ~$100,000 to $1,000,000 annually. In-progress *Follow-up on Notices and invoices.
*RFP and hire auditor for Marijuana Business Audits to review records from marijuana businesses to determine if they have paid the correct amounts.
In-progress and ongoing
*Code Enforcement will be assisting with Cannabis Business Permit oversight. *The contract with Silver and Wright was approved by City Council on 10/20/2020. *RMC was updated to implement a comprehensive cost recovery program was approved on 10/20/2020. *Cannabis Business Permit Application and Notice of Violation created and invoices sent to the 13 Cannabis businesses. *5 Cannabis Business Operating Permits have been obtained to date. 8 Cannabis operators are completing departmental approval process. Code Enforcement is working in tandem with Silver & Wright on cannabis enforcement process. *In 2021, 16 Cannabis businesses permits applications were approved and $152,300 in cannabis fees collected. *Enforcement is currently being conducted against 4 unpermitted cannabis businesses operating in the City. *In 2022, annual cannabis fees collected were $563,421.90. Code Enforcement continues to work in partnership with Silver & Wright to address non-compliant cannabis businesses. *SCI Consulting Group has completed the 2023 Cannabis Cost Recovery Analysis and prior to implementation, updated fees must be approved by City Council.
*LEAD: Eva Mann - Community Development, Code Enforcement and Building Division
*Chris Castanchoa/Lina Velasco - Community Development, Building Division
*Chief French - Richmond Police Department
*Chief Montoya - Richmond Fire Department
15 Port to be 100% tenant Occupied -
Port Fund Strategic Priority 1A: Port properties are 90% occupied. Increase occupancy to 100% to generate additional revenue. Yes Long Current annual rent revenue is $2.34M. The estimated at 100% occupancy is $2.64M. In-progress
*Goal is to be 100% occupied.
*Goal is for rent revenue to be at market rate.
*Release RFP for General Warehouse and Cafeteria.
In-progress
*MSRC lease amendment was executed on 06/30/2023, which will generate $33,000 per month in revenue. *Point San Pablo Harbor lease executed on 06/01/2023, which will generate $786 per month in revenue. *Completed termination of non-compliant lease for General Warehouse. *Request For Proposal (RFP) completed for Basin 1, recommended award of lease agreement in process. *LEAD: Charles Gerard, Port of Richmond
*Lizeht Zepeda - CMO Economic Development, Port of Richmond *Nannette Beacham - Economic Development Director
*Jessie Filbert - Executive Secretary, Port of Richmond *James Atencio - City Attorney
16 Late Fees - Various Funds
Description from 12/17/19 City Council Item: Employees are concerned that some departments are not collecting late fees. We need to review this and fix it if that is true.
Currently late fees are collected for Rent Control, Fire Department, Code Enforcement, and Business Tax.
All new lease and extension of current leases should include provision that late charges and interest if required payment is not done in a timely manner. Yes Short
Total: $170,000
Permit Trak - $55,000
Project Trak - $100,000
Munis Invoices - $15,000
Note: Ideally this would not be a revenue generator but rather a deterrent and customers would pay their invoices on time.
In-progress as of 3/21/2024
*More effective enforcement and need to determine which departments/division have late fees. *For Business License, staff started collecting late fees effective with the late October 2020 renewal notices. Late fee rates for Business License are 10% for the first 30 days of delinquency, 25% for 31 to 60 days. For items aged past 60 days and unpaid in June/July, can potentially be transferred to Contra Costa Property tax Bills for collections. - As part of the Measure U implementation, Amnesty Program was in place, but has since expired and staff is again assessing and collecting late fees.
*Need to see if feasible for Engineering. In the past, we have not charged late fees for those departments because the items were paid at time of issuance. Additionally, we are looking at implementing interest charges for unpaid invoices and other unpaid items.
This issue for the PD is null and void as the fees related to marijuana inspections will be collected at the time of permitting.
As part of the MFS update, the question of late fees for specific departments will be brought up and determined if feasible on a case by case basis.
All new leases and extension of current leases should include provision that late charges and interest if required payment is not done in a timely manner. Work with City Attorney's Office and those that prepared leases and extension to ensure this wording is included in all leases. In-progress and ongoing *Community Development determined that late fees are not applicable to planning applications and building permits. *Late fees are being applied to delinquent Business Tax collected after June 30, 2022 which is when the Council approved Amnesty Program expired
*Most new leases now include the verbiage. Work with CAO and those that prepare leases to ensure this is included in ALL leases:
(d) Late Charge. If any payment required to be made by Tenant under this Lease is not received by Landlord on or before the date the same is due, Tenant shall pay to Landlord an amount equal to five percent (5%) of the delinquency. The parties agree that Landlord would incur costs not contemplated by this Lease by virtue of such delinquencies, including without limitation administrative, collection, processing and accounting expenses, the amount of which would be extremely difficult to compute, and the amount stated herein represents a reasonable estimate thereof. Acceptance of such late charge by Landlord shall in no event constitute a waiver of Tenant's breach or default with respect to such delinquency, or prevent Landlord from exercising any of Landlord's other rights and remedies.
(e)
Interest on Past-Due Obligations. Except as expressly otherwise provided in this Lease, any Rent due Landlord hereunder, other than late charges, that is not received by Landlord on the date on which it was due, shall bear interest from the day after it was due at the maximum rate then allowed by law, in addition to the late charge provided for in Section 6.06/d). *LEAD: Antonio Banuelos - Internal Services, Finance
*Chief French - Richmond Police Department
*Lina Velasco - Community Development
*Craig Murray - Economic Development
17 Review/Streamline process for payments and scheduling appointments - Various Funds
Streamline entire payment process for business fees, permit, and fines to be payable online or on phone. Walk through entire process from how to find link to making the payment to ensure process is clear. Yes Long Fire Dept Est Revenue is $900K. In-progress *System implementation in progress. In-progress *TrackIT is being replaced with iMS, implementation is in progress, new system will have enhanced capabilities to receive payments through multiple modems.
ALL DEPARTMENTS
*LEAD: Mubeen Qader - Internal Services, Finance
*Sue Hartman - Internal Services, Information Technology *Chief Montoya - Richmond Fire Department
*Chief French - Richmond Police Department
18 Contract to conduct comprehensive review and study of all city impact and development fees - Various Funds
Strategic Priority 1A: Contract to conduct comprehensive review and study of all city impact and development fees to update and/or adopt Master Fee Schedule.
Research updating schedule annually. Yes Short
Additional revenue will close the gap between current fee and current cost in providing various services. Impact Fee revenue will be used for future expansion on City infrastructure. In-progress
*Draft User Fee and Impact Fee Report has been submitted to the City. Finance will bring to Council for approval of recommendations in December 2022 or January 2023. Report will highlight actual City cost to provide services, the recommended fee, the change from the old fee, and the subsidy amount, if any. This analysis will help the city to more accurately adjust fee to capture full amount and identify areas where the City is subsidizing certain services. Additionally, in certain departments, this will provide a path towards gradually increasing rates over a few years to fully capture the cost of the services.
*Consultant is finalizing Impact Fee Section of the study and will be submitted to Council for adoption in the next few weeks. *Update street vacant application and fee structure to include applicant providing all document such as Title Report and survey. *After initial presentations to both City Council and the public, this item will go back to City Council on February 27, 2024. After which, 1st reading of Ordinance will go back to City Council in April 2024 as part of the regular update of the Master Fee Schedule.
Additionally, RFP has been posted and closed to select vendor to produce a Fee Study focused on Recreation Fees.
Item is nearly finalized and Impact Fees and
regular Master Fee Schedule update will be
taken to City Council in Spring 2024
In-progress as of 2/6/2024
*User Fee report was used to update fees for various departments in 2022 and 2023 Updated fees have been submitted and approved by City Council in parts:
Adopted in March 2022 include fees for GIS, Police, and Transportation. *Staff is worked with Willdan Financial in reviewing actual costs to provide City services and comparing to the corresponding fees. *Updated Master Fee schedule will be with updated fees will be presented to City Council in November 2020, 2021, 2022, and 2023. *LEAD: Antonio Banuelos- Internal Services, Finance
*Mubeen Qader - Internal Services, Finance
*Dave Aleshire- City Attorney's Office
*ALL CITY DEPARTMENTS
19 Richmond Economic Development Action Plan.
Development and Implementation Short, Medium, Long term economic development strategies for Richmond. Yes Medium Unknown at this time and cannot be estimated. In-progress *Implement short and long-term goals of the strategic plan. *Continue to establish Buy-Local Campaign.
*Build Bludot CRM with city data.
*Build trust amongst local businesses.
In-progress and ongoing
*Completed RFQ to solicit a consultant.
*Five RFQ responses submitted.
*Consultant chosen: HR&A Advisors.
*Contract with HR&A was approved by Council on 10/6.
*Completed data request from HR&A.
*Presentation at Economic Development Commission 12/9.
*Meeting with HR&A in January 14th and January 19th.
*HR&A Presentation to EDC 2/10/21 and MLT on 3/3/21.
*HR&A Presentation to City Council on Final STRLAP on 6/22/21. *HR&A Presentation to EDC on draft RBIAS on 7/14.
*Applied for Community Navigator Program Grant due 7/22- Did not get awarded. *EDAP and RBIAS drafted.
*ED working group meeting regularly.
*Executed Bludot contract.
*Interviewed City Council members.
*LEAD: *Lizeht Zepeda - CMO Economic Development, Economic Development Division
*Nannette Beacham - Economic Development Director
*Kyle Lam - CMO Economic Development, Economic Development Division *James Atencio - City Attorney's Office
20 Asset Management Advisor
Description from February 4, 2020 City Council Meeting: $19 million in LAIF (Local Agency Investment Fund) fund at approximately under 2%. How can the city get a higher rate of return? The city has a very low risk tolerance and needs to be extremely careful and act within the Council-adopted policies. There are multiple examples of minor changes (for instance changing the mix of funds in certain treasuries or bonds compared to simply letting everything sit in a LAIF account) make significant differences in returns on investment, especially over time. Yes Short To be determined. In-progress *Finance Director has indicated to issue an RFP in FY24-24 to contract out the Asset Management for maximized return on investments. *RFP prepared and issued.
*City Council approved a list of brokers on 9/22/2020.
*City's Current Portfolio as of Jan 2023: $66.4M in LAIF(2.425%) and $175.5M in CalTrust(4.319%) (Pooled investment accounts). *Current effective rate of return in January 2023 is 3.46% (Rates adjust to how the market performs). *LEAD: Mubeen Qader - Internal Services, Finance
*Antonio Banuelos - CMO Internal Services, Finance Division *LaShonda White/Patrick Seals - CMO Internal Services, Children and Youth Division (RDCY)
*James Atencio - City Attorney's Office
Consider Mechanic Bank - Money Market account.
21 Send survey to City staff requesting their revenue
generation ideas and input
Send 1-3 questions max online survey to all city staff requesting their revenue generation ideas. Staff have option to submit recommendations anonymously.
Not at this time-
Low priority Short N/A Exploratory on-going
*LEAD: Sharrone Taylor - Internal Services, Human Resources *Sue Hartman - Internal Services, Information Technology 22 Bond Financing: Civic Center, Wastewater, and Port
Potrero, Successor Agency and Pension Obligation Bond
Strategic Priority 1C and mentioned at 5/7/19 City Council Meeting: Refinance Wastewater bonds to hopefully remove the Swap and obtain additional funds for projects. Refinance Civic Center Bond and Port Potrero. 1) Lower the risk of the Wastewater bond portfolio by refunding 2008A bonds and associated swap termination. 2) Refund Lease Revenue Civic Center and Point Potrero Project bonds. 3) The City presented a recommendation to refund two outstanding bonds to City Council on 9/15/2020. 4)The City will also work on refunding the Pension Obligation bond. Yes Medium ~$200,000; for Successor Agency: Per City Council Agenda
9.15.2020 the estimated saving for Successor Agency refunding bonds is $13.3 million gross debt service savings or $5.8 million Net Present Value. COMPLETED *Completed, All swaps have been refinanced as of August 2022. In-progress and ongoing *Completed, All swaps have been refinanced as of August 2022. *LEAD: Mubeen Qader - Internal Services, Finance
*Lina Velasco - Community Development
*Dave Aleshire - City Attorney's Office
23 Complete records retention review and consolidation Consolidated records and files to remove what is not needed or can be destroyed to decrease the city's cost for storage. Not at this time Long Unknown at this time. In-progress as of January 2024 *Consultant meeting with all departments to gather information regarding the files they maintain and their needs. On-going - aiming for June 2024 completion *Hired Diane Gladwell in August 2023 as consultant - tasked with producing our new retention schedule. *LEAD: Sabrina Lundy
*Pamela Christian
24 City Asset Repositioning Plan
One-time funding
Asses inventory and develop plan to reposition or lease City of Richmond surplus property and market opportunity sites.
Develop lease administration plan.Administration has only discussed the disposition of the Surplus Properties, the desire and/or assignment for developing a lease administration plan has not taken place at this time.
Yes Medium
Estimated by Management Partners at $1,000,000. Once properties are appraised, will have a sharper idea of revenue.
In-progress
*Develop criteria and equitable land disposition policy. *Identify "sliver" parcel suitable for disposition to adjacent property owner, and contact to begin negotiations for disposition. *Staff received only one response to RFP to obtain a real estate agent - HCD has previously worked with Agency. *Re-issue RFP for an Appraiser (no responses received for first RFP). *Drafting webpage for Surplus Properties. In-progress and on-going *Created map and excel spreadsheet of all City properties including current use, designated “surplus land” or “exempt surplus land”. *Parcel maps and other documentation uploaded to Document Center Online. *Draft Inventory of Leased and Owned Properties (Government Code Section 5056) created, currently 434 properties identified. Of those city properties, 344 properties were identified for agency use, and 90 were designated Surplus. *Draft Surplus Lands Act (SLA) AB 1486 list created with written findings, of the 90 Surplus Properties identified, 76 parcels are being designated as Exempt Surplus Properties, 14 properties that the City is intending to declare as “Surplus Lands.” *Collect all information for city properties including parcel maps, leases, deeds and any other documentation for the property. *Submit draft inventory lists for inter departmental review. *Designated list of “Surplus Land” and “Exempt Surplus Land”. Presented to City Council 10/27 and approved 12/22. *Notice of Availability drafted, and distributed for department feedback. *Created web page for “Surplus Lands” to include parcel information for each property, inclusion in an online map of surplus properties and web page for "Exempt Surplus Lands" that are suitable for marketing to include parcel information, and an interactive online map. *Staff does not have leases, deeds or any other formal documentation regarding surplus properties. *LEAD: Charice Duckworth - Community Development, Housing *Nannette Beacham - CMO, Economic Development
*Kaitlyn Quackenbush - Community Development
*Lina Velasco - Community Development
*Antonio Banuelos - Internal Services, Finance
*Shannon Moore - City Attorney's Office
25 Collection of Public Art Fees
One-time funding Confirm construction projects from 2017 until present complied with public art ordinance requirements. Yes Short One-time revenue or in-leu.
$341,746 generated 2021 (Calendar year)
$1,513,751.82 generated 2022 (Calendar year)
$466,246 generated 2023 (Calendar year) In-progress
*Continue collection of private devleoper 1% fee for applicable projects. *Collaborate with Public Works and Finance departments to identify CIP projects eligible for 1.5% fee. Ongoing *Initiated the collection of public art fees for the City, per the ordinance established in 2017, resulting in an approximate $2.9M fund balance.
*LEAD: Winifred Day - Economic Development, Arts & Culture Division Shane Johnson - CMO
2 # Revenue Opportunity Description
Feasibility
(Yes, No, or Not
at this time-low
priority)
Short (6 months or less)
Medium ( 7 months-1.5 years)
Long (+1.5 year)
Implementation Time Frame Estimated Revenue Generation
Status
(IMPLEMENTING, In-progress,
Exploratory, Not at this Time) Next Steps
Projected Timeline (on-going or in progress
estimated END DATE)
Accomplishments
Lead Staff Member and Department* (City Attorney's office will advise all departments on legal requirements of various items)
26 COVID-19 Cost Recovery and Grant Exploration
One-time funding
The Federal Government approved the CARES Act in March 2020. How can the city apply for grants/programs and recover costs?
Through the passage of House of Representative Bill 1319, also known as the American Rescue Plan Act (ARPA), state, tribal and local governments are expected to receive much needed assistance to help offset the negative impacts of COVID-19. As part of the $1.9 trillion ARPA relief package, the City of Richmond is currently situated to receive $27.7 million, with the first installment received in August 2021, and the final installment expected one year later in 2022. Must be allocated by December 2024.
Yes Long
The City’s total CARES Act allocation is $1,373,211. The full amount was expended by December 31, 2020.
The City's proposed American Rescue Plan Act (ARPA) allocation is $27.7M. In-progress
*City staff is in the process of creating work plans to implement various projects, with plans to encumber/obligate funds by December 2024. All ARPA funds must be spent by December 2026.
*HR&A presented a Community Needs Assessment and Strategic investment plan to Council as part of the fiscal year 23–24 budget process. In December 2023, the city Council used the information provided in the HR&A reports to provide direction to city staff regarding allocations for the remaining ARPA funds.
*Documentation for services provided during COVID-19 are being tracked and monitored. *Staff is learning about ARPA and attending informational webinars. *Shared ARPA information at Council, with unions and senior staff, and during a community meeting in April 2021. *CAREs funding has been received and spent.
*Staff shared information with Council, staff, community and unions about ARPA and setting up ways to get input on possible spending categories; Staff plans to provide preliminary recommendations for possible allocations for FY 21-22 in May and June to Council. *Website developed.
*The City received its first installment of ~$13.5 million in August 2021 and City Council allocated $10.5 million in ARPA funds for various projects (i.e. HVAC upgrades at 4 city facilities, community needs assessment, Richmond Rapid Response Fund, NR pump station, etc.) as part of the FY 21-22 budget process.
*The City Council approved a contract with HR&A and Contigo to conduct a community needs assessment to hear from community on how the City should spend the remaining $17 million ARPA allocation. *LEAD: LaShonda White - Community and Library Services
*Patrick Seals - Internal Services, Children and Youth
*Andrea Miller - Internal Services, Finance
*Finance Recovery Unit (Antonio Banuelos, Desiree Johnson, Ritu Prabhakar) 27 Co-locations for New Cell Towers Marketing co-locations for cell towers. Yes Medium Current annual revenue is estimated at $200,000.00 Negotiations are underway for additional sites.
Exploratory
* Identify locations and availability.
* Continue to negotiate increased rent in lease amounts. In-progress and ongoing * Agreement with AT&T approved by City Council in May 2022 for expansion of cellular service on city owned light poles. * Completed negotiations with AT&T for revenue per pole annually. *Acquired Debtbook to track leases and online subscriptions. *LEAD: Sue Hartman - Internal Services, Information Technology *Alfredo Gonzalez - Richmond Police Department, Information Technology 28 Review of Franchise Agreements
Review fuel movement franchise agreements, such as with Kinder Morgan, for fuel movement from Richmond to South SF and review safety of pipelines in Richmond.
Not at this time-
Low priority Medium Not available at this time. Not at this time *Identify, list, and review Richmond's Franchise Agreements. Not at this Time *LEAD: Daniel Chavarria - Public Works
*Dave Aleshire - City Attorney's Office
29 Vacant Property Marketing
Assist with marketing for non-City owned vacant properties Develop website in January 2021. Yes Medium Not available at this time. Exploratory *Housing Staff is preparing an Equitable Land Disposition Policy (ELDP) that will be used to guide the disposition process for City-owned surplus properties. Staff is also working with Public Works to identify and map city-owned vacant lands. June 30, 2024 for ELDP and mapping *Draft ELDP presented to City Council via written report on December 19, 2023. *Draft Map is also complete-undergoing QA/QC review. *LEAD: Lina Velasco, Community Development 30 Business License Tax (Measure U)- Gross Receipts and/or per unit basis for rental properties and gross receipts General Fund Revenue
Measure U was approved by Richmond voters in November 2020. This changed the basis of the business license tax to gross receipts tax for both rental properties and all businesses in Richmond. The new tax structure will be effective July 1, 2021. Currently, in most cases, City charges Business License Tax based on number of employees on a per location basis. For rental properties with no employees, the property owner pays the same rate of $234.10 per location. It doesn't matter if it is an in-law unit or 1,000 unit apartment complex. A new proposed structure would charge on a per unit tiered rate. The more units, the higher the tax. For all other businesses, tax amount due would be based on amount of gross receipts by the business. Nearby cities with gross receipts include Oakland, Berkeley and Walnut Creek.
Voters approved a progressive tiered structure where the rate change based on the type of industry and go up based on higher gross receipt volume. Yes Short
Business License revenue in FY 2019-20 totaled $3,588,923. In FY 2020-21 Business License revenue through September 2020 is $887,662. The bulk of the Business License revenue comes in to the City in December and January.
Total revenue with passage of Measure U based on rates included in ballot measure was $8.1M. Businesses expiring after July 1 and rental properties are not included in the FY21-22 revenue. They are being transition to expire in December 2022 and will make two payments during the current fiscal year, the first a prorated amount and second a full amount.
FY22-23 proposed budget is $8.058M
Total actual revenue from Measure U for the first full year was $16.2 million. This stemmed from higher than expected gross revenues frommany businesses in Richmond and thetransition of all businesses to a s12/31 expiration date meaning abiout a third of the businesses had two payment during the FY.
In-progress
*Staff will propose clarifications to the Ordinance through Administrative Rulings On an as needed basis. *Administrative Rulings will cover language clarification, definition updates, or more detail in grey or ambiguous areas of the ordinance. *City has been sued by group made of the Hilltop Plaza Auto dealers. *Staff will continue work on implementation of Measure U including Determination Reviews, Classification Reviews, True-Up Forms, etc. *City wide effort to replace the currnt Land Management software (TRAKiT) is underway. New software, iMS, will make it easier for customers to apply, renew and pay the tax and make it easiert for staff to process and analyze the tax. In-progress and ongoing *Convened three meetings with the business community.
*Measure U placed on 11/3 ballot.
*Measure U approved by voters
*$16.2 million collected in FY2022-23 with the base expcted to be $13 million going forward *LEAD: Antonio Banuelos - Internal Services, Finance Division *Leilani Dela Cruz/Desiree Johnson/Karla Robles - Internal Services, Finance *Gabino Arredondo/Shasa Curl - City Manager's Office
*Randall Narron/Sue Hartman - Internal Services, Information Technology *James Atencio - City Attorney's Office
31 Sidewalk Ordinance Enforcement
Enforcement of sidewalk ordinance as a way to recover costs of sidewalk repairs and reduce the city’s liability exposure and outside counsel costs in connection with trip and fall claims/litigation. Yes Short Unknown at this time. Exploratory *Take a proposed policy to City Council no later than September 2024. In-progress and ongoing *Data collection citywide needed to present to CC options regarding sidewalk policy. The total investement need in Richmond is over $77.0M, split as follows: a. The City has the equivalenbt to $33.0M of sidewalk repairs. CC may opt to enforce the sidewalk ordinance and put this cost on property owners, or CC may prefer to share this cost with property owners. b. In addition, the City has a need to upgrade/build the equivalent to $32.3M in ADA curb ramps at curb returns. This is a cost the City covers. c. Moreover, the City has a need to repair the equivalent of $5.0M in curbs and gutters. CC may opt to enforce the sidewalk ordinance and put this cost on property owners, or CC may prefer to share this cost with property owners. d. FInally, the estimated administrative cost of the sidewalk program is $350k/yr.
PW is working with the CAO to prepare options for the CC and present this information in Spring 2024. *LEAD: Daniel Chavarria - Public Works
*Dave Aleshire - City Attorney's Office
*Laura Marquez - Internal Services, Human Resources
32 Grants
Many city programs and projects are funding through Federal, State, Regional, and Local grants. A city-wide grant tracking sheet through entire lifetime of the grant. Ensure all funding is received. Yes Short FY 22-23 grant revenue is estimated to be $59.1M In-progress *Expand Pilot tracking process to all departments receiving grants: City Manager's Office, Community and Library Services, Community Development, Information and Technology, Police, and Fire.
In-progress, estimated completion date
December 31, 2024
*Created grant tracking process and document.
*Piloted grant tracking process with Public Works Department. *Public Works department has major grants, new engineering staff has been hired and the grants management will improve. *LEAD: Vrenesia Ward- Internal Services, Finance
*Jerry Gurule - Internal Services, Finance
*James Atencio - City Attorney's Office
33 Cost Recovery and Reduction of Legal Fees Explore possibility of reducing legal fees and creating procedures for recovering legal fees and costs. Yes Medium Unknown at this time. In-progress *Continue to pursue cost recovery efforts through receivership program. *Pursue options for reducing outside legal counsel budget including exploring retention of outside legal counsel with competitive rates. In-progress and ongoing *Handling more litigation cases in house.
*To date approximately $328,000 of City costs have been recovered through receivership program. *LEAD: Shannon Moore - City Attorney's Office
*Dave Aleshire - City Attorney's Office
*Karen Becker - City Attorney's Office
*Crystal Shanklin - City Attorney's Office
34 Port of Richmond - Creation of Rent Roll Creating internal processes to accurately identifying Port finances for current and incoming rent. Yes Short Current roll is ~$2 million annually. This amount will be used to reduce Port debt to the City of Richmond. IMPLEMENTING
*Collaborate with Finance to understand accurately rent and other revenues. *Collaborate with Finance to facilitate accurately receive and post of rent revenues. *Work with City Attorney's Office to update lease language for rent payments and other obligations.
In-progress and ongoing
*Refined the Port's rent roll document to include more information. COMPLETED added more details from each lease to include when CPI is due.
*Met with Finance staff to understand revenues. COMPLTED and on-going to improve processes *Submitted to City Council annual Port Report that includes rent revenue. COMPLTEDE as of November 2023. Port Director will complete a Port Report annually.
*Established a protocol for conduct a market rate rent analysis. COMPLETED Port staff engages economist for market rent(s) prior to rent agreement.
*LEAD: Charles Gerard, Port of Richmond
*Lizeht Zepeda - CMO Economic Development, Port of Richmond *Nannette Beacham - Economic Development Director
*Jessie Filbert - Executive Secretary, Port of Richmond *James Atencio - City Attorney
35 Port infrastructure for alternatives revenue-generating uses Identify opportunities to assess Port infrastructure for alterative revenue-generating uses including Blue/Green initiatives. Yes Long Per audit may provide insight. In-progress *After Port Audit conduct an infrastructure assessment. *After Port Audit establish a Strategic Plan process,
*After Port Audit work to establish a CIP Report and Plan to explore grants. on-going
*LEAD: Charles Gerard, Port of Richmond
*Lizeht Zepeda - CMO Economic Development, Port of Richmond *Nannette Beacham - Economic Development Director
*Jessie Filbert - Executive Secretary, Port of Richmond *James Atencio - City Attorney
36 Lay berth of large ships at Port Opportunity to allow lay berth ships to labor overnight at Port. Not at this time Long Estimated at $600,000 to $1,000,000. Not at this time *After Port Audit start to explore procedures and protocals for lay berthing Not at this time *LEAD: Charles Gerard, Port of Richmond
*Lizeht Zepeda - CMO Economic Development, Port of Richmond *Nannette Beacham - Economic Development Director
*Jessie Filbert - Executive Secretary, Port of Richmond *James Atencio - City Attorney
37 Renegotiate ECIA with Chevron
Possible opportunities for CBA for future projects, possibilities to expand the term of the current ECIA. The City has not engaged in conversation with Chevron at this time regarding renegotiating the ECIA in its current form. However, there may be opportunities to engage with Chevron regarding negotiating community benefits agreements for new projects. Not at this time Medium Management Partners estimated $9,000,000. Not at this Time *Research and engage in conversations as new projects at Chevron arise. *Research funding opportunities for specific programs. Not at this Time *LEAD: LaShonda White - Community and Library Services 38 Secure City Parking Lots Consider options for increasing parking, and creating secure overnight parking at the city-owned properties. Yes Medium Unknown at this time. Exploratory *Coordination with staff to create a CIP Not at this time *LEAD: Daniel Chavarria - Public Works
*Dee Karnes - Public Works
*LaShonda White - Community and Library Services
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