Richmond City Council
June 4, 2024

City of Richmond Attachment 6 – Summary of Expenditures, by Fund, by Department FY2020-21 FY2021-22 FY2022-23 FY 2023-24 FY2023-24 FY2024-25

ACTUALS ACTUALS ACTUALS ACTUALS REVISED PROPOSED
THRU MARCH 2024 BUDGET BUDGET
0001 GENERAL FUND
OFFICE OF THE MAYOR 434,173 457,811 554,982 402,230 693,930 796,795 CITY COUNCIL 320,220 363,319 623,599 511,919 836,545 842,227 COMMUNITY POL REV COMMISSION 62,842 61,600 52,467 46,718 76,188 87,629 CITY MANAGER 557,333 680,538 897,873 685,962 1,095,819 1,651,658 CITY CLERK 861,593 816,560 988,047 678,052 951,494 1,261,258 CITY ATTORNEY 1,564,521 2,322,417 3,146,503 1,772,228 3,944,864 4,225,147 PLANNING & BUILDING SERVICES 1,202,884 1,437,838 2,051,518 1,235,635 2,757,578 2,543,636 FINANCE 3,659,395 4,219,607 4,308,783 3,795,621 5,938,296 7,091,264 HUMAN RESOURCES 1,910,877 1,854,507 2,033,640 1,810,375 3,344,466 4,162,346 POLICE 64,631,509 63,416,829 64,254,797 49,848,487 78,995,930 86,782,921 FIRE 32,481,310 34,061,559 33,978,823 26,177,578 41,228,708 45,564,133 OFFICE OF NEIGHBORHOOD SAFETY 1,623,475 1,522,309 2,216,727 1,997,206 3,720,659 4,017,467 PUBLIC WORK & ENGINEERING SVCS 25,515,210 26,148,819 29,151,552 24,049,325 35,391,635 37,304,070 LIBRARY & CULTURAL SERVICES 4,416,861 4,806,154 4,337,545 4,092,904 5,977,730 6,893,999 COMMUNITY SERVICES 4,670,545 5,462,833 6,181,980 4,903,948 7,272,063 9,084,048 INFORMATION TECHNOLOGY 3,073,435 3,681,511 4,129,337 4,513,199 8,580,408 7,087,390 ECONOMIC DEVELOPMENT PROGRM 2,477,803 1,841,927 1,532,510 1,292,705 2,776,493 3,826,600 INTERNAL SERVICES PROGRAM 247,152 436,263 324,790 244,474 302,613 240,754 TRANSPORTATION OPERATION 9,714 176,579 216,709 279,831 457,023 75,094 COMMUNITY CRISIS REPONSE PRGM - - - - - 2,905,751 NON-DEPARTMENTAL 27,888,566 29,710,670 52,058,406 33,555,244 41,952,671 26,064,865 TOTAL GENERAL FUND 177,609,420 183,479,649 213,040,588 161,893,640 246,295,113 252,509,054

OTHER OPERATING FUNDS
1003 TRANSPORTATION OPERATION
CITY MANAGER 3,109 334 1,104 - - - TRANSPORTATION OPERATION 773,229 826,611 854,769 700,801 959,510 1,321,476 TOTAL TRANSPORTATION OPERATION 776,338 826,945 855,873 700,801 959,510 1,321,476 1012 HILLTOP LANDSCAPE MAINT DIST
PUBLIC WORK & ENGINEERING SVCS 1,330,369 1,121,689 1,627,163 1,285,910 1,811,751 1,397,132 TOTAL HILLTOP LANDSCAPE MAINT DIST 1,330,369 1,121,689 1,627,163 1,285,910 1,811,751 1,397,132 1015 MARINA BAY LNDSCP & LIGHT DIST
PUBLIC WORK & ENGINEERING SVCS 1,114,249 1,158,560 1,357,930 851,310 1,103,410 1,177,940 TOTAL MARINA BAY LNDSCP & LIGHT DIST 1,114,249 1,158,560 1,357,930 851,310 1,103,410 1,177,940 1050 CR-PLANNING & BUILDING
PLANNING & BUILDING SERVICES 8,830,542 8,720,801 11,574,240 9,600,680 20,380,791 15,691,960 TOTAL CR-PLANNING & BUILDING 8,830,542 8,720,801 11,574,240 9,600,680 20,380,791 15,691,960 1205 EMPLOYMENT & TRAINING
EMPLOYMENT & TRAINING 4,692,920 5,163,499 5,934,917 5,169,417 9,655,510 8,536,132 TOTAL EMPLOYMENT & TRAINING 4,692,920 5,163,499 5,934,917 5,169,417 9,655,510 8,536,132 4006 STORMWATER
WATER RESOURCE RECOVERY 1,796,420 1,282,576 1,803,217 3,354,904 6,310,219 2,702,367 TOTAL STORMWATER 1,796,420 1,282,576 1,803,217 3,354,904 6,310,219 2,702,367 TOTAL OTHER OPERATING FUNDS 18,540,839 18,274,069 23,153,340 20,963,023 40,221,190 30,827,007

SPECIAL REVENUE FUNDS
1001 SECURED PENSION OVERRIDE
NON-DEPARTMENTAL 11,207,356 10,754,051 20,233,520 28,567,497 28,567,497 28,502,143 TOTAL SECURED PENSION OVERRIDE 11,207,356 10,754,051 20,233,520 28,567,497 28,567,497 28,502,143 1005 LIBRARY FUND
LIBRARY & CULTURAL SERVICES 365,513 179,117 335,585 355,828 10,487,903 183,904 TOTAL LIBRARY FUND 365,513 179,117 335,585 355,828 10,487,903 183,904

City of Richmond Attachment 6 – Summary of Expenditures, by Fund, by Department FY2020-21 FY2021-22 FY2022-23 FY 2023-24 FY2023-24 FY2024-25

ACTUALS ACTUALS ACTUALS ACTUALS REVISED PROPOSED
THRU MARCH 2024 BUDGET BUDGET
1007 EMERGENCY MED SERV
FIRE 218,705 116,417 198,075 36,133 215,586 215,586 TOTAL EMERGENCY MED SERV 218,705 116,417 198,075 36,133 215,586 215,586 1009 VEOLIA MITIGATION
CITY MANAGER - - - - 100,000 100,000 TOTAL VEOLIA MITIGATION - - - - 100,000 100,000 1010 N.RICHMOND WASTE
CITY MANAGER 100,301 105,546 130,685 1,178 124,207 - TOTAL N.RICHMOND WASTE 100,301 105,546 130,685 1,178 124,207 - 1013 HAZMAT FUND
FIRE 260,528 3,966 - - - - TOTAL HAZMAT FUND 260,528 3,966 - - - - 1014 EDA GRANT FUND
NON-DEPARTMENTAL 448,646 - - - - - TOTAL EDA GRANT FUND 448,646 - - - - - 1017 CHEVRON MODERNIZATN PROJ & CIA
CITY MANAGER 3,748,184 3,147,127 3,005,000 - 2,305,000 55,000 POLICE 22,121 17,583 555 6,554 58,000 66,000 FIRE 97,415 40,882 - 39,125 140,000 200,000 OFFICE OF NEIGHBORHOOD SAFETY 58,000 - - - 58,000 - PUBLIC WORK & ENGINEERING SVCS 487,778 2,063,191 281,042 133,360 221,793 - LIBRARY & CULTURAL SERVICES 204,639 - - - - - COMMUNITY SERVICES 50,000 39,390 - - 50,000 50,000 INFORMATION TECHNOLOGY 75,428 - - - 382,442 382,442 EMPLOYMENT & TRAINING 500,000 - - - - - INTERNAL SERVICES PROGRAM 1,021,469 1,075,696 626,655 381,513 2,474,561 2,644,639 TRANSPORTATION OPERATION 141,210 219,966 519,232 1,309,819 4,184,918 4,377,988 TOTAL CHEVRON MODERNIZATN PROJ & CIA 6,406,245 6,603,834 4,432,484 1,870,371 9,874,715 7,776,069 1018 RENT CONTROL
RENT CONTROL 2,143,246 2,207,880 2,652,947 2,285,067 3,476,253 3,558,644 TOTAL RENT CONTROL 2,143,246 2,207,880 2,652,947 2,285,067 3,476,253 3,558,644 1055 ENCROACHMENT SVCS
PUBLIC WORK & ENGINEERING SVCS 667,141 703,789 724,122 543,903 936,964 1,154,448 TOTAL ENCROACHMENT SVCS 667,141 703,789 724,122 543,903 936,964 1,154,448 1303 KIDS FIRST INITIATIVE
CITY MANAGER 47,047 34,643 - - - - INTERNAL SERVICES PROGRAM 282,081 585,122 1,695,990 876,462 6,136,987 7,006,601 TOTAL KIDS FIRST INITIATIVE 329,128 619,764 1,695,990 876,462 6,136,987 7,006,601 1304 EMERGENCY OPE & DISASTR RECVRY
CITY COUNCIL 34,325 - - - - - CITY MANAGER 654 - 357 - - - CITY CLERK 3,017 - - - - - CITY ATTORNEY 687 - - - - - PLANNING & BUILDING SERVICES 13,588 885 - - - - FINANCE 16,001 333 - 144 - - HUMAN RESOURCES 1,580 - 10,270 - - - POLICE 3,363 - 41,251 - - - FIRE 123,302 - 4,801 - - - OFFICE OF NEIGHBORHOOD SAFETY 207 - - - - - WATER RESOURCE RECOVERY 2,366 - 123 - - - PUBLIC WORK & ENGINEERING SVCS 68,427 2,400 53,995 165,091 314,000 - LIBRARY & CULTURAL SERVICES 33,235 1,342 3,861 1,358 - - COMMUNITY SERVICES 42,365 1,687 428 88 - -

City of Richmond Attachment 6 – Summary of Expenditures, by Fund, by Department FY2020-21 FY2021-22 FY2022-23 FY 2023-24 FY2023-24 FY2024-25

ACTUALS ACTUALS ACTUALS ACTUALS REVISED PROPOSED
THRU MARCH 2024 BUDGET BUDGET
INFORMATION TECHNOLOGY 267,709 - - - - - EMPLOYMENT & TRAINING 5,557 - - - - - PORT OPERATIONS 3,432 - - - - - RENT CONTROL 437 - - - - - ECONOMIC DEVELOPMENT PROGRM 598 - - - - - INTERNAL SERVICES PROGRAM 8,262 - - - - - NON-DEPARTMENTAL 453,606 43,963 - - - - TOTAL EMERGENCY OPE & DISASTR RECVRY 1,082,717 50,610 115,087 166,681 314,000 - 1305 PUBLIC ART
ECONOMIC DEVELOPMENT PROGRM - 137,378 96,446 47,693 1,153,500 1,364,109 TOTAL PUBLIC ART - 137,378 96,446 47,693 1,153,500 1,364,109 1306 AMERICAN RESCUE PLAN ACT
WATER RESOURCE RECOVERY - - 1,440,797 - 1,109,203 750,000 PUBLIC WORK & ENGINEERING SVCS - 35,275 - 337,046 14,821,215 9,377,761 COMMUNITY SERVICES - 86,115 330,108 - 17,490 - EMPLOYMENT & TRAINING - - - 20,008 1,200,000 900,000 HOUSING DEPARTMENT-COR - 357,094 392,906 - 2,477,983 1,334,233 RICHMOND HSING AUTHORITY(RHA) - - - - 2,000,000 1,965,000 ECONOMIC DEVELOPMENT PROGRM - 3,670 216,213 104,463 1,810,000 1,500,000 TOTAL AMERICAN RESCUE PLAN ACT - 482,154 2,380,024 461,516 23,435,891 15,826,994 1307 TRANSFORMATIVE CLIMATE GRANT
PLANNING & BUILDING SERVICES - - - 548,708 29,818,827 10,095,957 PUBLIC WORK & ENGINEERING SVCS - - - 6,060 5,181,173 4,726,873 EMPLOYMENT & TRAINING - - - - 472,714 - TOTAL TRANSFORMATIVE CLIMATE GRANT - - - 554,768 35,472,714 14,822,830 1308 ENCAMPMENT RESOLUTION FUND
PLANNING & BUILDING SERVICES - - - - 8,602,587 4,301,294 TOTAL ENCAMPMENT RESOLUTION FUND - - - - 8,602,587 4,301,294 TOTAL SPECIAL REVENUE FUNDS 23,229,528 21,964,507 32,994,965 35,767,097 128,898,804 84,812,620

CAPITAL PROJECTS FUNDS
1002 STATE GAS TAX
PUBLIC WORK & ENGINEERING SVCS 2,505,332 2,408,239 2,395,854 2,185,553 3,302,441 3,297,758 TOTAL STATE GAS TAX 2,505,332 2,408,239 2,395,854 2,185,553 3,302,441 3,297,758 1004 ASSET SEIZURE FUND
POLICE 38,869 - 63,660 9,996 202,025 170,000 TOTAL ASSET SEIZURE FUND 38,869 - 63,660 9,996 202,025 170,000 1006 OUTSIDE FUNDED SVCS - GRANTS
CITY MANAGER 1,086,066 - - - - - PLANNING & BUILDING SERVICES - - 100,000 - - - POLICE 534,162 797,070 130,055 6,801 367,437 154,848 FIRE 3,501 - - - - - OFFICE OF NEIGHBORHOOD SAFETY - 947,077 1,572,031 1,024,313 5,659,639 4,710,716 PUBLIC WORK & ENGINEERING SVCS - 28,888 892,681 1,074,327 13,926,697 5,760,927 COMMUNITY SERVICES 11,529 492 340,854 190,275 1,621,704 294,740 ECONOMIC DEVELOPMENT PROGRM - 233,106 581,994 6,982,142 9,211,780 1,650,624 TRANSPORTATION OPERATION 500 314,462 1,133,081 584,138 1,440,768 1,371,296 TOTAL OUTSIDE FUNDED SVCS - GRANTS 1,635,759 2,321,095 4,750,694 9,861,996 32,228,024 13,943,150 1054 ENGINEERING GRANTS
PUBLIC WORK & ENGINEERING SVCS 2,655,094 8,474,545 3,171,730 2,704,150 27,472,798 17,123,837 TOTAL ENGINEERING GRANTS 2,655,094 8,474,545 3,171,730 2,704,150 27,472,798 17,123,837 1019 ROAD MAINT & REHAB ACCT (RMRA)

City of Richmond Attachment 6 – Summary of Expenditures, by Fund, by Department FY2020-21 FY2021-22 FY2022-23 FY 2023-24 FY2023-24 FY2024-25

ACTUALS ACTUALS ACTUALS ACTUALS REVISED PROPOSED
THRU MARCH 2024 BUDGET BUDGET
PUBLIC WORK & ENGINEERING SVCS 772,155 1,682,969 3,621,946 34,685 3,577,828 5,871,845 TOTAL ROAD MAINT & REHAB ACCT (RMRA) 772,155 1,682,969 3,621,946 34,685 3,577,828 5,871,845 2001 GENERAL CAPITAL FUND
POLICE - - - - 37,500 37,500 PUBLIC WORK & ENGINEERING SVCS 780,974 436,500 957,960 1,644,780 36,747,138 19,583,564 INFORMATION TECHNOLOGY 58,660 - - 55,146 855,026 441,094 ECONOMIC DEVELOPMENT PROGRM - 306,345 - - 760,000 - TOTAL GENERAL CAPITAL FUND 839,634 742,845 957,960 1,699,926 38,399,664 20,062,158 2002 MEASURE J
PUBLIC WORK & ENGINEERING SVCS 1,701,621 2,143,597 1,540,444 634,052 3,120,389 1,322,280 TOTAL MEASURE J 1,701,621 2,143,597 1,540,444 634,052 3,120,389 1,322,280 2110 IMPACT FEE - PARKS
PUBLIC WORK & ENGINEERING SVCS 16,777 15,117 15,383 15,000 15,000 - TOTAL IMPACT FEE - PARKS 16,777 15,117 15,383 15,000 15,000 - 2111 IMPACT FEE - TRAFFIC
PUBLIC WORK & ENGINEERING SVCS 318,372 450,312 77,371 - 29,608 - TOTAL IMPACT FEE - TRAFFIC 318,372 450,312 77,371 - 29,608 - 2113 IMPACT FEE - FIRE
FIRE 74,637 100,383 86,154 48,175 117,000 65,000 TOTAL IMPACT FEE - FIRE 74,637 100,383 86,154 48,175 117,000 65,000 2114 IMPACT FEE - POLICE
POLICE 4,795 4,691 1,480 101,201 256,201 - TOTAL IMPACT FEE - POLICE 4,795 4,691 1,480 101,201 256,201 - 2115 IMPACT FEE - COMM/AQUATC
COMMUNITY SERVICES 251,620 10,406 1,679 - - - TOTAL IMPACT FEE - COMM/AQUATC 251,620 10,406 1,679 - - - 2116 IMPACT FEE - PARKS/OPEN
PUBLIC WORK & ENGINEERING SVCS 34,743 2,263 276,523 76,607 453,264 500,000 TOTAL IMPACT FEE - PARKS/OPEN 34,743 2,263 276,523 76,607 453,264 500,000 2117 IMPACT FEE - LIBRARY
LIBRARY & CULTURAL SERVICES 13,210 6,627 9,045 65,123 1,204,188 1,798,062 TOTAL IMPACT FEE - LIBRARY 13,210 6,627 9,045 65,123 1,204,188 1,798,062 2119 IMPACT FEE - STORM DRAINAGE
WATER RESOURCE RECOVERY 37,964 3,593 6,552 - - - TOTAL IMPACT FEE - STORM DRAINAGE 37,964 3,593 6,552 - - - 2120 IMPACT FEE - WASTEWATER
WATER RESOURCE RECOVERY 424,748 358,027 176,338 - 923,842 250,000 TOTAL IMPACT FEE - WASTEWATER 424,748 358,027 176,338 - 923,842 250,000 TOTAL CAPITAL PROJECTS FUNDS 11,325,329 18,724,709 17,152,814 17,436,464 111,302,273 64,404,091

DEBT SERVICE FUNDS
3001 DS - 2005 TAXABLE POB
NON-DEPARTMENTAL 11,601,869 11,760,010 166,700,321 11,403,697 11,403,165 8,431,249 TOTAL DS - 2005 TAXABLE POB 11,601,869 11,760,010 166,700,321 11,403,697 11,403,165 8,431,249 3002 DS - 99A PENSION OBLIG BOND
NON-DEPARTMENTAL 1,091,687 949,961 2,892,808 5,133 - 5,500 TOTAL DS - 99A PENSION OBLIG BOND 1,091,687 949,961 2,892,808 5,133 - 5,500 3005 DS - 07 REFNDING&CVC CTR

City of Richmond Attachment 6 – Summary of Expenditures, by Fund, by Department FY2020-21 FY2021-22 FY2022-23 FY 2023-24 FY2023-24 FY2024-25

ACTUALS ACTUALS ACTUALS ACTUALS REVISED PROPOSED
THRU MARCH 2024 BUDGET BUDGET
NON-DEPARTMENTAL 7,726,982 7,734,097 7,764,706 5,872,170 7,771,713 7,825,088 TOTAL DS - 07 REFNDING&CVC CTR 7,726,982 7,734,097 7,764,706 5,872,170 7,771,713 7,825,088 TOTAL DEBT SERVICE FUNDS 20,420,538 20,444,068 177,357,834 17,281,000 19,174,878 16,261,836

ENTERPRISE FUNDS
4001 PORT OF RICHMOND
PORT OPERATIONS 6,263,231 - - - - 98,200 ECONOMIC DEVELOPMENT PROGRM - 4,901,295 5,500,092 2,013,379 12,789,308 8,246,273 TOTAL PORT OF RICHMOND 6,263,231 4,901,295 5,500,092 2,013,379 12,789,308 8,344,473 4003 WASTEWATER
WATER RESOURCE RECOVERY 20,453,474 18,140,943 20,762,030 25,254,269 85,603,777 63,142,603 TOTAL WASTEWATER 20,453,474 18,140,943 20,762,030 25,254,269 85,603,777 63,142,603 4005 MARINA
PUBLIC WORK & ENGINEERING SVCS - 16,994 4,319 5,312 924,842 912,930 PORT OPERATIONS 367 367 367 - - - MARINA OPERATIONS 313,802 315,480 299,436 271,897 293,593 293,593 TOTAL MARINA 314,169 332,840 304,122 277,209 1,218,435 1,206,523 4008 KCRT - CABLE TELEVIS
INFORMATION TECHNOLOGY 788,955 664,656 735,082 924,926 1,165,693 1,221,452 TOTAL KCRT - CABLE TELEVIS 788,955 664,656 735,082 924,926 1,165,693 1,221,452 TOTAL ENTERPRISE FUNDS 27,819,829 24,039,734 27,301,326 28,469,783 100,777,213 73,915,051

INTERNAL SERVICES FUNDS
5001 INSURANCE RESERVES
HUMAN RESOURCES 17,649,149 28,163,756 15,667,516 15,012,989 27,092,240 28,125,408 TOTAL INSURANCE RESERVES 17,649,149 28,163,756 15,667,516 15,012,989 27,092,240 28,125,408 5003 EQUIPMENT SERVICES
PUBLIC WORK & ENGINEERING SVCS 1,059,286 2,127,671 1,983,977 7,150,717 12,961,200 7,511,018 INFORMATION TECHNOLOGY 32,938 2,342 42,456 62,316 100,000 100,000 TOTAL EQUIPMENT SERVICES 1,092,224 2,130,013 2,026,433 7,213,033 13,061,200 7,611,018 5005 CAD DISPATCH SYSTEM
POLICE 187,179 - - - - - TOTAL CAD DISPATCH SYSTEM 187,179 - - - - - 5006 RMS RECORDS SERVICES
POLICE 9,372 - - - - - TOTAL RMS RECORDS SERVICES 9,372 - - - - - 5008 COMPENSATED ABSENCES
NON-DEPARTMENTAL 2,175,310 2,431,615 2,438,444 1,504,000 2,600,000 3,000,000 TOTAL COMPENSATED ABSENCES 2,175,310 2,431,615 2,438,444 1,504,000 2,600,000 3,000,000 TOTAL INTERNAL SERVICES FUNDS 21,113,234 32,725,384 20,132,393 23,730,021 42,753,440 38,736,426

HOUSING FUNDS
1200 HOUSING ADMINISTRATION
HOUSING DEPARTMENT-COR 418,835 349,848 211,061 146,199 636,367 704,672 TOTAL HOUSING ADMINISTRATION 418,835 349,848 211,061 146,199 636,367 704,672 1201 CDBG
HOUSING DEPARTMENT-COR 62,975 392,369 215,060 28,336 971,726 816,553 TOTAL CDBG 62,975 392,369 215,060 28,336 971,726 816,553

City of Richmond Attachment 6 – Summary of Expenditures, by Fund, by Department FY2020-21 FY2021-22 FY2022-23 FY 2023-24 FY2023-24 FY2024-25

ACTUALS ACTUALS ACTUALS ACTUALS REVISED PROPOSED
THRU MARCH 2024 BUDGET BUDGET
1202 HOME PROGRAM
HOUSING DEPARTMENT-COR - 510,000 374 - - - TOTAL HOME PROGRAM - 510,000 374 - - - 1203 NEIGHBORHOOD STAB(NP)
HOUSING DEPARTMENT-COR 35,576 57,335 8,489 3,117 9,500 30,169 TOTAL NEIGHBORHOOD STAB(NP) 35,576 57,335 8,489 3,117 9,500 30,169 1207 COR-NEIGHBORHOOD STAB(CITY)
HOUSING DEPARTMENT-COR 15,073 3,458 3,365 2,338 6,753 6,753 TOTAL COR-NEIGHBORHOOD STAB(CITY) 15,073 3,458 3,365 2,338 6,753 6,753 1208 COR-SUCCESSOR HOUSING AGENCY
HOUSING DEPARTMENT-COR 822,917 187,365 226,540 157,841 1,210,655 1,679,197 TOTAL COR-SUCCESSOR HOUSING AGENCY 822,917 187,365 226,540 157,841 1,210,655 1,679,197 1209 CAL-HOME GRANT FUND
HOUSING DEPARTMENT-COR 25,677 633 169,671 1,322 501,200 416,869 TOTAL CAL-HOME GRANT FUND 25,677 633 169,671 1,322 501,200 416,869 1302 HOUSNG IN LIEU FEE - DEVELOPER
HOUSING DEPARTMENT-COR 53,364 335,467 160,825 106,603 2,637,137 1,732,660 TOTAL HOUSNG IN LIEU FEE - DEVELOPER 53,364 335,467 160,825 106,603 2,637,137 1,732,660 2125 IRON TRIANGLE/EPA PROGRAM
HOUSING DEPARTMENT-COR 208,335 27,912 83,046 60,740 275,967 434,954 TOTAL IRON TRIANGLE/EPA PROGRAM 208,335 27,912 83,046 60,740 275,967 434,954 TOTAL HOUSING FUNDS 1,642,754 1,864,388 1,078,431 506,497 6,249,305 5,821,825

RICHMOND HOUSING AUTHORITY FUNDS
4201 RHA-CAPITAL FUND
RICHMOND HSING AUTHORITY(RHA) 388,682 423,709 722,974 705,989 1,458,433 1,463,024 TOTAL RHA-CAPITAL FUND 388,682 423,709 722,974 705,989 1,458,433 1,463,024 4401 RHA-HACIENDA
RICHMOND HSING AUTHORITY(RHA) 356,638 (1,033) 92,457 10,571 57,000 83,804 TOTAL RHA-HACIENDA 356,638 (1,033) 92,457 10,571 57,000 83,804 4404 RHA-NEVIN PLAZA
RICHMOND HSING AUTHORITY(RHA) 1,700,336 2,582,781 1,622,360 143,850 539,532 577,843 TOTAL RHA-NEVIN PLAZA 1,700,336 2,582,781 1,622,360 143,850 539,532 577,843 4405 RHA-NYSTROM VILLAGE
RICHMOND HSING AUTHORITY(RHA) 654,243 1,173,059 930,423 1,119,213 1,913,029 1,955,748 TOTAL RHA-NYSTROM VILLAGE 654,243 1,173,059 930,423 1,119,213 1,913,029 1,955,748 4406 RHA-RICHMOND VILLAGE ONE
RICHMOND HSING AUTHORITY(RHA) 277,978 244,700 206,338 155,071 237,830 192,086 TOTAL RHA-RICHMOND VILLAGE ONE 277,978 244,700 206,338 155,071 237,830 192,086 4407 RHA-RICHMOND VILLAGE TWO
RICHMOND HSING AUTHORITY(RHA) 237,553 199,009 139,751 91,304 151,403 135,616 TOTAL RHA-RICHMOND VILLAGE TWO 237,553 199,009 139,751 91,304 151,403 135,616 4408 RHA-RICHMOND VILLAGE THREE
RICHMOND HSING AUTHORITY(RHA) 135,237 92,374 92,492 82,044 106,096 61,959 TOTAL RHA-RICHMOND VILLAGE THREE 135,237 92,374 92,492 82,044 106,096 61,959 4501 RHA-CENTRAL OFFICE COST CNTR
RICHMOND HSING AUTHORITY(RHA) 10,153 (417,089) 701,201 267,085 1,286,136 201,725

City of Richmond Attachment 6 – Summary of Expenditures, by Fund, by Department FY2020-21 FY2021-22 FY2022-23 FY 2023-24 FY2023-24 FY2024-25

ACTUALS ACTUALS ACTUALS ACTUALS REVISED PROPOSED
THRU MARCH 2024 BUDGET BUDGET
TOTAL RHA-CENTRAL OFFICE COST CNTR 10,153 (417,089) 701,201 267,085 1,286,136 201,725 4502 RHA-HOUSING CORPORATION
RICHMOND HSING AUTHORITY(RHA) 50 20 17,239 7,010 14,050 14,050 TOTAL RHA-HOUSING CORPORATION 50 20 17,239 7,010 14,050 14,050 TOTAL RICHMOND HOUSING AUTHORITY FUNDS 3,760,870 4,297,531 4,525,236 2,582,138 5,763,509 4,685,856 TOTAL - EXPENDITURE 305,462,339 325,814,039 516,736,926 308,629,663 701,435,726 571,973,764

City of Richmond
Transfer In/Out Schedule
FY2024/25 - Proposed
Attachment 7 – FY2024-25 Transfer In-Out Schedule
FY2024-25

PROPOSED
TRANSFER OUT FUND: AMOUNT TRANSFER IN FUND: JUSTIFICATION General Fund - 0001 326,019 $ Equipment Services - 5003 Fire Truck Holman Capital Lease #5 General Fund - 0001 243,068 $ Hilltop Landscape Maint. Dist. - 1012 City contribution to Hilltop Landscaping and Maintenance District
General Fund - 0001 490,599 $ Marina Bay Landscape & Light Dist. - 1015 City contribution to Marina Bay Landscaping and Maintenance District
General Fund - 0001 290,391 $ Rent Program - 1018 General Liability Subsidy to Rent Program General Fund - 0001 701,777 $ Employment & Training - 1205 E&T subsidy for Internal Service Allocation - Cost Pools General Fund - 0001 75,000 $ Employment & Training - 1205 E&T subsidy for grant writing and matching General Fund - 0001 1,980,000 $ Employment & Training - 1205 Reimaging Public Safety Youthworks General Fund - 0001 7,575,272 $ Kids First Initiative - 1303 Funding requirement based on the voter approved Kids First Initiative
General Fund - 0001 75,000 $ Emergency Operations - 1304 Climate Resiliency Contingency - Council reduced budget from $300k to $75k with 6/20/23 Adoption
General Fund - 0001 1,320,000 $ Planning & Building - 1050 Reimaging Public Safety Unhoused Intervention Plan General Fund - 0001 4,732,224 $ General Capital - 2001 Paving Program General Fund - 0001 296,503 $ RHA - Nystrom Village - 4405 Subsidy to Richmond Housing Authority-Nystrom Village General Fund - 0001 55,423 $ RHA - Central Office Cost Center - 4501 General Fund subsidy to Richmond Housing Authority- Central Office, AUDITS ETC.

General Fund - 0001 100,000 $ Equipment Services - 5003 IT Computer Refresh - Computer Operational Equipment Replacement
General Fund - 0001 6,948,796 $ 2022 Pension Bond - 3001 From GF to be paid towards 2022 POB Debt Service and Admin Fees
General Fund - 0001 1,482,453 $ 2007 Refunding & Civic Center - 3005 2007 Refunding & Civic Center Debt Service Total General Fund 26,692,526 $
TRANSFER OUT FUND: AMOUNT TRANSFER IN FUND: JUSTIFICATION Secured Pension Override- 1001 6,167,382$ 2022 Pension Bond - 3001 2022 POB Debt Service Secured Pension Override- 1001 22,334,761$ General Fund - 0001 PTORS for pension obligations Housing In Lieu Fee - 1302 480,000 $ Planning & Building - 1050 Reimaging Public Safety Unhoused Intervention Marina - 4005 86,778 $ General Fund - 0001 Economic Development - Portion of staff salary C. Murray for managing Marina related activities
RHA - Capital Fund - 4201 365,756 $ RHA - Nystrom Village - 4405 Capital Fund Operations RHA - Capital Fund - 4201 146,302 $ RHA - Central Office Cost Center - 4501 Capital Fund - COCC Administration RHA - Nevin Plaza - 4404 493,489 $ RHA - Nystrom Village - 4405 To Nystrom SA - Property Tax Trust - 6101 256,022$ SA - Administration - 6102 RPTTF ADMIN ALLOWANCE and Project Management Cost
SA - Property Tax Trust - 6101 2,187,000$ SA - Capital Project Fund - 6103 RPTTF DISTRIBUTION FOR EMP. COST - Metrowalk II SA - Property Tax Trust - 6101 8,102,004$ SA - Debt Funds - Various Multiple SA Accounts (Hidden in rows below) SA - Capital Project Fund - 6103 32,500$ SA - Debt Funds - Various Multiple SA Accounts (Hidden in rows below) - Debt Admin Fees
Total Other Funds 40,651,994 $
FY2024-25 PROPOSED 67,344,520 $

General Fund Five Year Forecast
Fiscal Year 2024-25 through Fiscal Year 2028-29
City of Richmond, California
1 GENERAL FUND FIVE YEAR FORECAST
As part of the Fiscal Year 2024-25 Budget development process the City staff provided an update to the General Fund Five Years Forecast to the City Council on May 7, 2024.

The text below discusses the revenue and expenditures assumptions that were used to develop the forecast.

Revenue Scenarios & Assumptions
The General Fund Revenue Forecast Scenarios stem from a detailed review of all the General Fund Revenue categories and streams. Even within each category, many of the main revenue streams change year to year based on different criteria. A great example is the Utility Users Tax where the amounts are increasing for some of the items and decreasing for the others. Generally, staff examined historical trends, actual year to date amounts for FY2023-24, and where we expect to land for the current fiscal year which, in some cases is higher or lower than the Mid-Year Budget amounts, budgeted amounts for FY2024-25, and merged that with any known variables. The detailed description below of the revenue assumptions focuses on the middle of the road scenario revenue forecast. Generally, the pessimistic scenario assumes some of the more volatile revenue streams will grow at a much lower pace while in the optimistic scenario, those same revenue streams will grow at a higher pace.

Property Tax – Increase of 7 percent in FY2024-25 and increases averaging 2.3 percent in the subsequent years. The last five years, Property Taxes have increased by

4.1 percent. The valuation changes in this category can have significant impacts year to year caused by items such as the valuation changes of the Chevron Refinery or significant increase in large sales. Additionally, a significant component is the Successor Agency Surplus funds that roll into the General Fund if there are any excess funds after the corresponding expenditures have been processed. This revenue stream is based on incremental growth.

S
ales Tax – Average increase of 2.0 percent for the forecasted years. Forecast for the regular Sales Tax and the two voter approved sales tax measures is provided by the City’s sales tax consultant. The consultants assume there will be no significant slowdown in the economy in the next couple of years and conservatively use a slower growth model for the outer years. Within this category we also have the Vehicle License Fee Backfill Swap (VLF) which is directly tied to the City’s yearly AV growth. For the VLF, staff used the same assumptions as that for the Secured Property Taxes.

U
tility Users Tax (UUT) – Average increase of 2.4 percent. As mentioned above, this revenue category has individual revenue streams going in very distinct directions. For all years on the forecast UUT on cable, telecommunications, and prepaid wireless is forecasted to decrease while that on Gas & Electricity and the Cap Amount are both forecasted to increase. This revenue category also includes the Chevron Tax Settlement amount. This agreement between the City of Richmond and the Chevron Refinery was reached in 2010 and stemmed from a couple of issues including Measure T approved by voters in 2008 which imposed a manufacturer’s tax as part of the Attachment 8 - General Fund Financial Forecast
887
General Fund Five Year Forecast
Fiscal Year 2024-25 through Fiscal Year 2028-29
City of Richmond, California
2 Business License Tax, subsequent judgment and appeal, and competing Utility User Tax (UUT) initiatives that would have either increased or decreased the UUT assessed and collected. As part of the Settlement, Chevron agreed to pay $114 million in new revenue to the City of Richmond over the next 15 years. The last payment of $4 million by Chevron to Richmond is scheduled to be paid in FY2024-25. With that an agreed upon provision in the Tax Settlement Agreement called Revenue Neutrality goes away.

This provision means Chevron didn’t have to pay any new taxes during the term of the settlement agreement. After June 30, 2025, Chevron will be required to pay new taxes such as Measure U approved by voters in 2020. This tax changed the business tax methodology from what was previously based on number of employees to gross receipts.

Other Taxes – Average increase of 1.5 percent. Like other revenue streams, this one also includes items that change very independently from each other. This category includes revenues such as the Hotel Tax, Transfer Tax and Franchise Fees. The largest item within this category is Transfer Tax and for that the forecast, although the budget is based on a specific formula tied to the average amount collected since passage by the voters, the forecast incorporates modest growth. One item in this category that will see a significant bump is the Electricity Franchise Fee which was updated earlier this fiscal year and will double in FY2024-25 and modest growth thereafter. For the category as whole, because of this change to the Electricity Franchise Fee, an increase of nearly 15 percent is expected in FY2024-25 while the subsequent years, the yearly growth is a more modest 1.5 percent.

Licenses, Permits & Fees – Average increase of 7.6 percent. With the passage of Measure U, the Business Tax using gross receipts is still a relatively new revenue stream that staff is analyzing closely to better understand year-over-year changes.

Business Tax amounts are a status quo forecast meaning they do not include any changes to the current rates. More normal and predictable amounts are expected moving forward at an average rate of four percent per year for the category.

Additionally, the City has contracted with BRI Consulting Group, Inc. to conduct audits of Richmond businesses. The goal of these services is to ensure businesses are paying what is required per Measure U.

Other Revenues (Includes Fines & Forfeitures, Use of Money and Property, Charges for Services, Other Revenues, Rental Income, Intergovernmental State Taxes & Grants, Proceeds from Sale of Property, and Loan & Bond Proceeds) – These various revenues are expected to remain relatively flat. For these revenue categories, City staff only budget what is known that the City will receive. For FY2024-25, there is a reduction of 40 percent in this revenue stream creating a new base that going forward is expected to stay flat. thereafter.

Operating Transfers In – Nearly all the revenue that gets transferred into the General Fund comes from the Override Pension Tax Fund. This revenue stream is increasing Attachment 8 - General Fund Financial Forecast
888
General Fund Five Year Forecast
Fiscal Year 2024-25 through Fiscal Year 2028-29
City of Richmond, California
3 due to a combination of increased Assessed Valuation and steady expenditure tied to the Bond and decreasing through the forecast. The revenue that flows into the Pension Tax Override fund is expected to increase at the same rate as Property Taxes, the expenditures are lower in FY2024-25 and thus a higher excess amount available to be transferred to the General Fund. In FY2025-26 there is significantly higher payment out of this fund, reducing the excess amount and thus less revenue available to transfer inti the General Fund. Subsequent years we see the revenue stream becoming more consistent.

Proposed General Fund revenue assumptions for FY2024-25 through FY2027-28 are found in the table below.

Figure 1: Five-Year Revenue Forecast Scenario Assumptions Category
FY2024-
25 FY2025-
26 FY2026-
27 FY2027-
28 FY2028-
29 30 - PROPERTY TAXES 7.06% 2.23% 2.25% 2.26% 2.28%
31 - SALES & USE TAXES 5.99% 2.94% 2.81% 2.67% 2.55%
32 - UTILITY USERS TAXES 7.17% -3.55% 3.42% 3.58% 3.64% 33 - OTHER TAXES 15.14% 1.58% 0.89% 1.63% 1.65%
34 - LICENSES, PRMITS & FEES 3.00% 40.80% -6.16% 2.82% 2.83% 35 - FINES & FORFEITURES 16.51% 2.02% 0.00% 0.00% 0.00% 36 - USE OF MONEY&PROPRTY 0.00% 0.00% 0.00% 0.00% 0.00% 37 - CHARGES FOR SERVICES 28.33% 2.00% 2.00% 2.00% 2.00% 38 - OTHER REVENUE -40.11% 0.00% 0.00% 0.00% 0.00%
39 - RENTAL INCOME 0.06% 3.00% 3.00% 3.00% 3.00%
3A - INTERGOV STATE TAXES 0.00% 0.00% 0.00% 0.00% 0.00% 3B - INTERGOV FED GRANT 0.00% 0.00% 0.00% 0.00% 0.00%
3C - INTERGOV STATE GRANT -29.31% 0.00% 0.00% 0.00% 0.00% 3D - INTERGOV OTHER GRANT -10.71% 0.00% 0.00% 0.00% 0.00% 60 - PROC FR SLE PROP 0.00% 0.00% 0.00% 0.00% 0.00%
61 - LOAN/BOND PROCEEDS 0.00% 0.00% 0.00% 0.00% 0.00%
90 - OPER XFERS IN 10.39% -7.80% 2.83% 2.88% 2.87%
TOTALS 7.73% 2.48% 1.79% 2.68% 2.67%

Expenditure Scenarios & Assumptions
Salaries and Benefits -- all three scenarios three different cost of living increases Pessimistic -3 percent, Middle of the Road – 4 percent, and Optimistic 5 percent, there is estimated 3 percent annual step increase for all bargaining units in each of the scenarios.

Retirement Costs – the forecast uses assumptions provided in the mocst recent valuation report published by CalPERS in July 2023. Per the most valuation report, Attachment 8 - General Fund Financial Forecast
889
General Fund Five Year Forecast
Fiscal Year 2024-25 through Fiscal Year 2028-29
City of Richmond, California
4 the City’s Normal cost is expected to continue to decline over time as new employees are hired into lower cost benefit tiers. However, the City’s Unfunded Accrued Liability (UAL) with PERS will increase over the next few years mainly due to lower-than-expected return on investment in recent years.

“The determination of both components requires complex actuarial calculations.

The calculations are based on a set of actuarial assumptions which can be divided into two categories:
• Demographic assumptions (e.g., mortality rates, retirement rates, employment termination rates, disability rates)
• Economic assumptions (e.g., future investment earnings, inflation, salary growth rates)
These assumptions reflect CalPERS’ best estimate of future experience of the plan and are long term in nature. We recognize that all assumptions will not be realized in any given year. For example, the investment earnings at CalPERS have averaged 6.9% over the 20 years ending June 30, 2022, yet individual fiscal year returns have ranged from -23.6% to +21.3%. In addition, CalPERS reviews all actuarial assumptions by conducting in-depth experience studies every four years, with the most recent experience study completed in 2021. The chart below shows the estimated UAL annual payments for the coming years.” (Miscellaneous Plan of the City of Richmond (CalPERS ID: 2751275565)
Annual Valuation Report as of June 30, 2022).

Figure 2: Miscellaneous Plan, Projected Employer Contributions Per CalPERS Actuarial Valuation - June 30, 2022 Required
Contribution (Assumes 6.80% Return)
Fiscal Year FY2024-25 FY2025-26 FY2026-27 FY2027-28 FY2028-29 FY2029-30 Normal Cost % 13.27% 12 .8% 12.4% 12.0% 11.6% 11.3%
UAL Payment $10,460,916 $1 1,535,000 $12,569,000 $13,387,000 $15,354,000 $15,756,000

Figure 3: Safety Plan, Projected Employer Contributions Per CalPERS Actuarial Valuation - June 30, 2022 Required
Contribution (Assumes 6.80% Return)
Fiscal Year FY2024-25 FY2025-26 FY2026-27 FY2027-28 FY2028-29 FY2029-30 Normal Cost % 22.34% 21.7% 21.1% 20.5% 19.9% 19.3%
UAL Payment $18,906,301 $2 0,421,000 $21,887,000 $23,080,000 $25,654,000 $26,255,000

The UAL is the present value of future employer contributions for service that has already been earned (retirees) and is in addition to future normal cost contributions for active members.

Headcount – the forecast assumes no change in the number of headcounts in future years, as of May 7, 2024, the proposed draft budget Attachment 8 - General Fund Financial Forecast
890
General Fund Five Year Forecast
Fiscal Year 2024-25 through Fiscal Year 2028-29
City of Richmond, California
5 for FY2024-25 includes 769 Full Time Equivalent (FTE) positions in all funds. General fund budget includes ~639 FTE.

Non-Personnel Costs: for the Pessimistic and Middle of the Road Scenarios all non- personnel categories use a zero percent growth rate for FY2025-26 and a three percent (3%) annual growth rate for the years thereafter.

For the Optimistic scenario, there is a two percent (2%) growth rate for FY2025-26 and a four percent (4%) annual growth rate for the years thereafter. The table below summarizes the growth rates in a table format.

Investment in Paving Program: The Five-Year Forecast assumes enhanced investment in the paving program in the coming years as follows with the growth rates applied as the Other Costs discussed in Table 6.

Figure 5: Investment in Paving
Scenario FY2024-25 FY2025-26 FY2026-27 FY2027-28 FY2028-29 Pessimistic 6,604,223 6,604,223 6,802,350 7,006,420 7,216,613 Middle of the Road 6,604,223 6,604,223 6,802,350 7,006,420 7,216,613 Optimistic 6,604,223 6,802,350 6,989,414 7,164,150 7,343,253

Figure 6: Five-Year Forecast Scenario Assumptions
Scenario

FY24-25 FY25-26 FY26-27 FY27-28 FY28-29
Pessimistic Personnel Costs Proposed Budget 3% 3% 3% 3% Other Costs Proposed Budget 0% 3% 3% 3%
Middle of the Road Personnel Costs Proposed Budget 4% 4% 4% 4% Other Costs Proposed Budget 0% 3% 3% 3%
Optimistic Personnel Costs Proposed Budget 5% 5% 5% 5%
Other Costs Proposed Budget 2% 4% 4% 5%

Attachment 8 - General Fund Financial Forecast
891
General Fund Five Year Forecast
Fiscal Year 2024-25 through Fiscal Year 2028-29
City of Richmond, California
6 Figure 7: Five-Year Forecast, Pessimistic Scenario

FY2023-24 FY2024-25 FY2025-26 FY2026-27 FY2027-28 FY2028-29 Revenues 234,380,287 252,509,054 249,863,065 253,051,098 257,912,401 262,534,677 Expenditures 246,295,113 252,509,054 267,897,794 280,533,076 293,252,760 305,022,340 Surplus/(Deficit) (11,914,826) - (18,034,729) (27,481,978) (35,481,978) (42,487,662)

Figure 8: Five-Year Forecast, Pessimistic Scenario

-
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
350,000,000
2024 2025 2026 2027 2028 2029
Millions
Fiscal Years
Revenues Vs. Expenditures
Revenues Expenditures
Attachment 8 - General Fund Financial Forecast
892
General Fund Five Year Forecast
Fiscal Year 2024-25 through Fiscal Year 2028-29
City of Richmond, California
7 Figure 9: Five-Year Forecast, Middle of the Road Scenario FY2023-24 FY2024-25 FY2025-26 FY2026-27 FY2027-28 FY2028-29 Revenues 234,380,287 252,509,054 258,768,166 263,390,666 270,439,947 277,655,295 Expenditures 246,295,113 252,509,054 268,890,495 282,679,629 296,698,997 308,571,964 Surplus/(Deficit) (11,914,826) - (10,122,329) (19,288,963) (26,259,050) (30,916,669)

Figure 10: Five-Year Forecast, Middle of the Road Scenario

-
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
350,000,000
2024 2025 2026 2027 2028 2029
Millions
Fiscal Years
Revenues Vs. Expenditures
Revenues Expenditures
Attachment 8 - General Fund Financial Forecast
893
General Fund Five Year Forecast
Fiscal Year 2024-25 through Fiscal Year 2028-29
City of Richmond, California
8 Figure 11: Five-Year Forecast, Optimistic Scenario
FY2023-24 FY2024-25 FY2025-26 FY2026-27 FY2027-28 FY2028-29 Revenues 234,380,287 252,509,054 264,111,519 272,551,295 280,864,176 289,059,148 Expenditures 246,295,113 252,509,054 271,944,120 287,833,350 304,186,496 318,110,455 Surplus/(Deficit) (11,914,826) - (7,832,601) (15,282,055) (23,322,320) (29,051,307)

Figure 12: Five-Year Forecast, Optimistic Scenario

-
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
350,000,000
2024 2025 2026 2027 2028 2029
Million
Fiscal Year
Revenues Vs. Expenditures
Revenues Expenditures
Attachment 8 - General Fund Financial Forecast
894
Attachment 9 - Citywide Grants Listing
Project Code Project Name Grant Source Type Start End Grant Award FY 2024-25
Budget
13- City Manager
2A108 Charge Reduction Grant Chevron ECIA O 7/1/16 6/30/17 1,065,932.00 286,356.00 2A1JL Chevron - Suttle Service Chevron ECIA O 3/21/19 3/21/20 3,117,500.00 1,500,000.00 2A1JM Chevron Community Org Partnership Chevron ECIA O 3/21/19 3/21/20 350,000.00 100,000.00 2A1AA Chevron/Climate Action Plan ($1M) Chevron ECIA O 5/7/15 5/7/25 1,000,000.00 220,000.00 2A1EC Chevron/Energy Efficiency Prog Chevron ECIA O 6/11/15 6/30/25 5,454,910.00 1,524,639.00 2A1HA Chevron/Scholarship Chevron ECIA O 6/11/15 6/11/24 35,000,000.00 3,000,000.00 2A109 Chevron/Transp Mobility Mstr Plan Chevron ECIA O 7/1/16 6/30/17 10,072,963.00 1,855,000.00 2A1GA Chevron/Urban Forestry ($2M) Chevron ECIA O 6/11/15 6/11/15 2,000,000.00 374,512.00 2A1JP ECIA - Commuter Benefits Ordinance Chevron ECIA O 4/30/19 4/30/25 100,000.00 100,000.00 2A1JQ ECIA Paratransit Service Support Chevron ECIA O 4/30/19 4/30/25 156,000.00 150,000.00 2A1JR ECIA-Car Share Chevron ECIA O 4/30/19 4/30/25 203,415.00 200,000.00 2A1JK Electric Vehicle Charging Chevron ECIA O 3/21/19 3/21/20 706,054.00 200,000.00 13003 National Opioids Settlement National Opioid Settlements O 11/18/22 11/18/32 304,448.96 0.00 Total 59,531,222.96 9,510,507.00
16 - Community Development
16G02 Local Early Action Planning LEAP O 5/29/20 6/30/24 500,000.00 123,098.98 16G08 Priority Development Area (PDA) MTC S 3/1/22 12/31/25 750,000.00 750,000.00 16G17 ADA Accessible Garden Office Of Planning & Research - TCC S 8/23/23 6/30/29 955,044.00 286,500.00 16G15 Basins Of Relations Office Of Planning & Research - TCC S 8/23/23 6/30/29 1,680,703.78 504,200.00 16G16 Bosque Del Barrio Office Of Planning & Research - TCC S 7/1/24 6/30/29 1,088,012.75 326,400.00 16G21 Community Engagement Plan Office Of Planning & Research - TCC S 8/23/23 6/30/29 2,566,032.74 769,800.00 16G23 Displacement Avoidance Plan Office Of Planning & Research - TCC S 8/23/23 6/30/29 681,635.61 318,621.69 16G13 E-Bike Lending Library Office Of Planning & Research - TCC S 7/1/24 6/30/29 2,461,052.00 738,300.00 16G28 Grantee Office Of Planning & Research - TCC S 8/23/23 6/30/29 693,675.66 208,100.00 16G24 Indicator Tracking Plan Office Of Planning & Research - TCC S 8/23/23 6/30/29 1,070,000.00 321,000.00 16G18 Orchard For All! Office Of Planning & Research - TCC S 8/23/23 6/30/29 1,168,213.62 350,500.00 16G14 Resilient Homes For Healthy Com Office Of Planning & Research - TCC S 7/1/24 6/30/29 6,966,695.91 2,090,000.00 16G12 Richmond Wellness Trail Phase II Office Of Planning & Research - TCC S 7/1/24 6/30/29 4,816,153.60 1,444,800.00 16G19 Veggie Rx Office Of Planning & Research - TCC S 8/23/23 6/30/29 3,238,872.00 971,700.00 16G20 E-Bike Share Office Of Planning & Research - TCC S 8/23/23 6/30/29 998,979.21 299,700.00 Total 29,635,070.88 9,502,720.67
19-Police
19G10 Edward Byrne Justice Grant 2021 Contra Costa County F 10/1/21 9/30/24 75,500.00 71,300.00 19G09 Officer Wellness And Mental Health Contra Costa County F 7/1/22 12/1/25 83,547.84 83,547.84 2A1JB Chevron- Pd-Explorer Chevron ECIA O 9/23/15 9/23/15 132,599.00 66,000.00 Total 291,646.84 220,847.84
20-Fire
2A101 Chevron/Fire/Diesel System Chevron ECIA O 4/29/16 4/29/16 355,115.00 72,000.00 2A102 Chevron/Fire/Emergency Notification Chevron ECIA O 4/29/16 4/29/16 151,860.00 68,000.00 Total 506,975.00 140,000.00
21-Office of Neighborhood Safety
2BQ04 CalVIP 2023 Board of State and Comm. Corrections O 7/1/22 12/31/25 6,000,000.00 4,580,000.00 2CC01 East Bay Community Foundation East Bay Community Foundation O 5/1/20 2/28/21 30,000.00 23,715.51 2CC03 East Bay Community Foundation 2023 East Bay Community Foundation O 5/5/23 5/5/23 30,000.00 30,000.00 21G04 Operation Peacemaker Fellow Chevron Community Foundation O 11/7/23 11/7/24 35,000.00 35,000.00 2A111 Chevron/Competitive Grant Prog Chevron ECIA O 7/1/16 6/30/17 6,000,000.00 950,000.00 Total 12,095,000.00 5,618,715.51
23-Public Works
23029 Dirt World Bike Park Revitalization State of California S 4/1/22 3/1/25 1,170,000.00 64,444.00 23030 Richmond Communities Clean Collab California Local Grant Program (CCLGP) S 5/15/22 6/1/25 5,000,000.00 69,439.87 23028 Shields - Reid Park Revitalization State Department of Parks & Recreation S 4/1/22 3/1/25 8,000,000.00 6,075,570.57 38G01 Cec Phase Ii Ev Ready California Energy Commission S 5/18/21 3/1/24 855,380.00 464,380.00 38G02 MTC Nystrom Village Hub Metropolitan Transportation Commission S 3/15/18 12/31/24 347,851.00 250,516.00 38G03 On Demand Shuttle Cal Start S 8/24/21 8/24/26 1,000,000.00 600,000.00 38G06 RCF Community Car Share Richmond Community Foundation O 2/28/23 6/30/23 55,400.00 55,400.00 23G06 Atp Quick Build Cycle Track-Cutting Hoff. California Transportation Commission S 2/25/21 2/25/25 725,000.00 129,588.00 23006 Boorman Park Revitalization California Department Of Parks & Rec. S 6/10/20 6/30/48 4,165,000.00 3,930,690.41 29125 Greening The Yellow Brick Road California Natural Resources Agency S 12/13/19 3/1/25 4,100,000.00 123,614.35 23023 Greenway Rehabilitation &Bike Education Metropolitan Transmission Commission (MT O 12/2/21 12/2/31 100,000.00 45,000.00 23004 Harbor 8 Park Expansion California Department Of Parks And Rec. S 7/1/18 6/30/48 8,500,000.00 281,240.67 23022 Harbor Way And Wright Ave Section 130 Federal Highway Admin. (Caltrans) F/P 12/2/21 12/2/31 1,200,000.00 941,869.54 *F=Federal, F/P= Federal Passthru, S=State, O=Other Page 1 of 2895 Attachment 9 - Citywide Grants Listing
Project Code Project Name Grant Source Type Start End Grant Award FY 2024-25
Budget
23031 Richmond Art & Lights California Department of Transportation S 5/15/22 12/31/24 4,000,000.00 3,204,474.00 23032 Yellow Brick Road. Clean, Green & Bea California Department of Transportation S 3/27/23 3/27/28 4,000,000.00 1,419,760.00 2AA23 Transportation Fund For Clean Air Chevron ECIA O 12/1/20 12/1/23 72,181.00 41,632.00 16G11 Neighborhood Complete Streets Office Of Planning & Research - TCC S 8/23/23 6/30/29 5,181,173.00 1,036,235.00 29110 I-80 Interchange Phase II Contra Costa Transportation Authority (CCTA O 4/28/16 10/18/19 2,970,000.00 180,000.00 29120 13Th Street Complete Street Contra Costa Transportation Authority (CCTA O 7/1/19 6/30/23 2,821,000.00 2,821,000.00 AR238 ARPA Rapid Response American Rescue Plan F 7/1/21 12/31/24 1,000,000.00 300,000.00 AR247 ARPA/ BTA Com Cen Hvac Reno. & Rebuild American Rescue Plan F 7/25/23 7/25/25 500,000.00 89,879.00 Total 55,762,985.00 22,124,733.41
24-Library
24G06 Share The Spirit Share The Spirit O 10/18/21 3/3/22 7,500.00 5,833.74 Total 7,500.00 5,833.74
25-Community Services
25G11 National Recreation Grant - Food Fit Fun National Recreation And Park Association O 5/17/22 8/30/25 90,000.00 80,000.00 25G09 PGE Grant Funded Cooling Centers Pacific Gas And Electric O 5/17/22 12/31/25 100,000.00 20,000.00 23030 Richmond Communities Clean Collab. California Department of Trans. S 5/15/22 6/1/25 5,000,000.00 69,439.87 23028 Shields - Reid Park Revitalization State of California - Prop 68 S 4/1/22 3/1/25 8,000,000.00 6,075,570.57 25G13 Sisters On The Links Golf Sistas on The Links O 2/28/22 6/30/24 3,500.00 3,500.00 25G12 Youth Outdoors Richmond California Department of Parks S 11/1/22 6/30/26 700,000.00 121,800.00 Total 13,893,500.00 6,370,310.44
26 Information Technology
2A1FA Chevron-Free Internet Access Chevron ECIA O 5/27/15 5/27/18 1,000,000.00 382,442.00 Total 1,000,000.00 382,442.00
27-Employment & Training
27A01 California For All Youth California Voters S 1/1/23 12/31/24 2,972,695.00 2,000,000.00 22903 Career Dislocated Worker Grant 2021 National Dislocated Worker F 12/7/21 12/7/24 893,164.00 231,355.00 27G02 EPA 500K U.S. Environmental Protection Agency F 5/1/23 4/30/28 500,000.00 400,000.00 27G03 Resilient Workforce Fund Rwf California Workforce Development Board S/P 5/1/23 3/31/26 729,000.00 500,000.00 27G04 WIOA Adult Department of Labor F/P 7/1/23 6/30/25 347,118.00 500,000.00 27G06 WIOA Dislocated Department of Labor F 7/1/23 6/30/25 274,536.00 300,000.00 27G07 WIOA Rapid Response Department of Labor F/P 7/31/23 6/30/25 232,306.00 350,000.00 27G08 WIOA Rapid Response Layoff Aversion Department of Labor F/P 7/1/23 6/30/25 41,666.00 50,000.00 27G05 WIOA Youth Department of Labor F/P 4/1/23 6/30/25 330,160.00 500,000.00 22129 Youthbuild 2022 Dol US. Department of Labor S 3/1/23 9/1/25 1,199,000.00 838,000.00 RI220 Youthworks/Reimagining Reimagining Public Safety O 7/1/23 6/30/24 1,980,000.00 1,980,000.00 16G22 Workforce Dev & Econ Opport Plan Office Of Planning & Research - TCC S 8/23/23 6/30/29 1,433,807.74 430,100.00 Total 10,933,452.74 8,079,455.00
33 Housing
07A73 EPA Brownfield Assessment US Enviornmental Protection Agency F 9/1/16 9/30/24 600,000.00 434,953.54 AR238 ARPA Rapid Response American Rescue Plan F 7/1/21 12/31/24 1,000,000.00 300,000.00 Total 1,600,000.00 734,953.54
36-Economic Development
36G03 CA Energy Com Phase II Advance California Energy Commission O 3/2/21 12/30/21 345,715.00 10,000.00 36031 Calrecycle Bev Container Recycle State of California Dept. of Resources S 4/26/23 3/1/25 28,771.00 28,771.00 36G08 Calrecycle Sb 1383 Local Assistance State of California Dept. of Resources S 6/7/22 11/9/24 156,235.00 70,000.00 23021 Terminal 4 Wharf Removal California State Coastal Conservancy S 12/2/21 12/2/31 4,150,000.00 5,713,308.51 36034 SB 1383 Local Assist. Grant Program R4 State of California Dept. of Resources S 4/1/24 4/1/26 302,018.00 100,000.00 Total 4,982,739.00 5,922,079.51
Grand Total 190,240,092.42 68,612,598.66
Notes:

The Grants report shows the current grants that the City of Richmond has been awarded by departments from various governmental and other agencies. The Grant Award column reflects the original grant award total which spans over multiple years. FY2024-25 Budget column shows the portion of the total Grant Award that is anticipated to be spent in that fiscal year.
*F=Federal, F/P= Federal Passthru, S=State, O=Other Page 2 of 2896 Attachment 10 - Multi-Year Comparative Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Proposed
FY24-25

CITY ATTORNEY'S OFFICE
Admin Services Coordinator 1.0 1.0 0.0 0.0
Assistant City 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
Paralegal 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 E
quivalents (FTEs) 10.0 10.0 10.0 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 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 E
quivalents (FTEs) 8.0 8.0 8.0 8.0

CITY MANAGER'S OFFICE
Deputy City Manager 2.0 0.0 0.0 0.0
Admin Chief 1.0 1.0
Grants Manager 1.0 1.0
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 1.0 1.0 1.0
Total Full-Time E
quivalents (FTEs) 5.0 5.0 7.0 7.0
COMMUNITY DEVELOPMENT (Building Services, Code Enforcement, Housing, & Planning) Administrative Assistant 1.0 1.0 1.0 1.0
Associate Administrative Analyst (1 Term Position) 1.0 3.0 3.0 3.0 Building Inspector 2.0 2.0 3.0 3.0
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 2.0 2.0
Assistant/Associate Planner 3.0 3.0 2.0 2.0
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
(Term Position) 1.0 1.0 1.0

Attachment 10 - Multi-Year Comparative Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Proposed
FY24-25
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 4.0 4.0
Total Full-Time E
quivalents (FTEs) 38.0 41.0 43.0 43.0

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 0.1
COMMUNITY SERVICES (Administration)
Deputy 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 Full-Time Equivalents (FTEs) 1.0 2.0 2.0 2.0
COMMUNITY SERVICES (Employment & Training)
Administrative Assistant 1.0 1.0 1.0 1.0
Admin Trainee(3 Term Positions) 1.0 1.0 4.0 4.0
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 0.0 0.0
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 E
quivalents (FTEs) 27.0 27.0 29.0 29.0
COMMUNITY SERVICES (Library)
Library Services Manager 1.0 1.0 1.0 1.0
Circulation Supervisor 1.0 1.0 1.0 1.0
Deputy 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 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

Attachment 10 - Multi-Year Comparative Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Proposed
FY24-25
ONS Program Manager 1.0 1.0 1.0 1.0
Total Full-Time E
quivalents (FTEs) 17.0 17.0 17.0 17.0
COMMUNITY SERVICES (Recreation)
Accounting Asst 1.0 1.0 1.0 1.0
Administrative Assistant (1 Term Position) 2.0 2.0 3.0 3.0 Administrative Services Coordinator 1.0 1.0 1.0
Admin Analyst 1.0 1.0 2.0 2.0
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 E
quivalents (FTEs) 30.0 34.0 36.0 36.0
COMMUNITY SERVICES (Community Crisis Response Program CCRP) Administrative Analyst/Associate 1.0 1.0
Community Intervention Specialists 8.0 8.0
Mental Health Clinician 1.0 1.0
Project Manager II - CCRP Manager 1.0 1.0 1.0
Total Full-Time E
quivalents (FTEs) 0.0 1.0 11.0 11.0
COMMUNITY SERVICES (Transportation)
Associate Administrative Analyst 1.0 0.0 0.0
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 1.0 1.0
Total Full-Time E
quivalents (FTEs) 5.0 6.0 4.0 4.0

DEPARTMENT OF CHILDREN AND YOUTH
Community Services Technician I/II 1.0 1.0
Management Analyst / Associate Management Analyst 1.0 2.0 3.0 3.0 Project Manager I/II 1.0 0.0 0.0
Senior Management Analyst 1.0 0.0 1.0 1.0
Total Full-Time E
quivalents (FTEs) 2.0 3.0 5.0 5.0
ECONOMIC DEVELOPMENT (Arts & Culture,
Arts & Culture Manager 1.0 1.0 1.0 1.0
Administrative Assistant 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 0.0 0.0
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 3.0 3.0 Port Director 1.0 1.0 1.0 1.0
Port Marketing/Operations Manager 1.0 1.0 1.0 1.0

Attachment 10 - Multi-Year Comparative Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Proposed
FY24-25
Project Manager I/II 1.0 0.0 0.0 0.0
Sr. Business Assistance Officer 1.0 1.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 12.0 11.0 13.0 13.0

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
Project Manager I
(Contract Compliance) 1.0 1.0 1.0
Chief Accountant 1.0 0.0 0.0
Deputy City Manager
(Moved from City Manager Office) 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 4.0 4.0
Senior Budget Analyst 1.0 1.0 1.0 1.0
Senior Buyer 1.0 1.0 1.0 1.0
Total Full-Time E
quivalents (FTEs) 32.0 35.0 35.0 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 30.0 30.0 30.0 30.0
Fire Inspector I/II
(Temporary Increase of One FTE - Authorized 4) 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 91.0 91.0

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 5.0
Total Full-Time E
quivalents (FTEs) 96.0 96.0 96.0 96.0

HUMAN RESOURCES
Admin Assistant 1.0 1.0 1.0 1.0
Employee Benefits Analyst I 1.0 1.0 0.0 0.0
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 5.0 5.0

Attachment 10 - Multi-Year Comparative Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Proposed
FY24-25
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 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 E
quivalents (FTEs) 14.0 14.0 14.0 14.0

MAYOR'S OFFICE
Mayor 1.0 1.0 1.0 1.0
Administrative 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 E
quivalents (FTEs) 5.0 5.0 5.0 5.0
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 145.0 145.0 146.0 146.0

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

Attachment 10 - Multi-Year Comparative Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Proposed
FY24-25
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 68.0
Total Full-Time E
quivalents (FTEs) 213.0 212.0 214.0 214.0

PUBLIC WORKS
Administrative Assistant 3.0 3.0 4.0 4.0
Associate Admin Analyst 1.0 1.0 2.0 2.0
Associate Civil Engineer 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 2.0 2.0
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
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
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

Attachment 10 - Multi-Year Comparative Position Listing Department Revised
FY22-23
Adopted
FY23-24
Revised
FY23-24
Proposed
FY24-25
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 E
quivalents (FTEs) 132.2 131.2 135.2 135.2
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 0.0 0.0
Water Resources Division Manager 1.0 1.0
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 E
quivalents (FTEs) 12.0 12.0 12.0 12.0

RENT PROGRAM
Administrative Assistant 3.0 3.0 1.0 1.0
Compliance Specialist (One position on temporary basis) 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 E
quivalents(FTEs) 12.0 12.0 14.0 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 Housing Manager 1.0 0.0 0.0 0.0
Total Full-Time E
quivalents (FTEs) 7.0 6.0 5.0 5.0
GRAND TOTAL ALL DEPARTMENTS 732.0 743.0 770.0 770.0

City of Richmond
Capital Revenue Sources Budget by Fund FY2024/25 to FY2028/29 Fund Group Projected
Revenue
FY2023/24
Actual
Revenue
FY2023/24 as
of 3/31/24
Estimated
FY2024-25
Estimated
FY2025-26
Estimated
FY2026-27
Estimated
FY207-28
Estimated
FY2028-29 5 Year Total Notes
Capital Project Funds
1002-State Gas Tax 3,289,455$ 2,158,900$ 3,173,758$ 3,237,233$ 3,301,978$ 3,368,017$ 3,435,378$ 16,516,364$ [1] 1004-Asset Seizure -$ -$
1006-Outside Grants 22,045,012$ 2,342,788$ 18,478,096$ 18,478,096$ 1019-RMRA 2,864,927$ 1,984,326$ 2,966,001$ 3,025,321$ 3,085,827$ 3,147,544$ 3,210,495$ 15,435,188$ [1] 1054-Engineering Grants 11,943,456$ 4,313,601$ 23,035,727$ 7,191,512$ 998,000$ 31,225,239$ 2001-Capital Outlay 14,064,218$ 10,470,219$ 8,732,224$ 8,732,224$ 2002-Measure C/J 4,292,882$ 2,174,371$ 1,527,861$ 1,300,000$ 1,300,000$ 1,300,000$ 1,300,000$ 6,727,861$ [2] 2007-Harbour Fund -$
2110-Park Land Dedication Impact Fee 23,304$ -$
2111-Traffic Impact Fee 106,720$ -$
2113-Public Facility Impact Fee - Fire 23,740$ -$
2114-Public Facility Impact Fee -Police 20,126$ -$
2115-Recreation Impact Fee-Aquatics 90,764$ -$
2116-Parks Open Space 378,450$ -$
2117-Library Impact Fee 106,000$ -$
2118-Hilltop Impact Fee -$ -$
2119-Storm Drain Impact Fee 36,634$ -$
2120-Wastewater Impact Fee -$
Capital Project Funds - Total 58,499,950$ 24,229,943$ 57,913,667$ 14,754,066$ 8,685,805$ 7,815,561$ 7,945,873$ 97,114,972$ Special Revenue, Enterprise, Internal Services, Other Operations and Housing Department Funds ARPA 10,127,761$ 10,127,761$
Enterprise Funds 38,968,343$ 38,968,343$ [3]
Housing Department 750,638$ 750,638$ [3]
Internal Service Funds 7,185,000$ 7,185,000$ [3]
Library Fund 70,000$ 70,000$
Transformative Climate Grant 4,726,874$ 4,726,874$
Enterprise, Internal Services, Other
Operations and Housing Department
Funds - Total -$ -$ 61,828,616$ -$ -$ -$ -$ 61,828,616$ Total ALL Funds Available 58,499,950$ 24,229,943$ 119,742,283$ 14,754,066$ 8,685,805$ 7,815,561$ 7,945,873$ 158,943,588$ Notes:
[3] Enterprise, Internal Services, Other Operations, and Housing Department revenues are based on project expenses projected and does not include revenue for operations. [2] Measure J revenue for FY2024-25 includes special funding of $227,861 for the I-80 Central Interchange Project. Future years funding is based on current year dollars since they are unpredictable.
[1] State Gas Tax revenue and RMRA revenue for FY2024-25 is based on Highway User Tax Account (HUTA) and Road Maintenance and Rehabilitation Account (RMRA) projections. Future years include a 2% Inflationary Index based on normal annual revenue.

Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
1 of 14
904
State Gas Tax
$16,516,364
10%
Outside Grants
$18,478,096
12%
RMRA
$15,435,188
10%
Engineering
Grants
$31,225,239
20%
General Capital
$8,732,224
5%
Measure C/J
$6,727,861
4%
ARPA
$10,127,761
6%
Housing
$750,638
.5%
Internal Service
Funds
$7,185,000
5%
Library
$70,000
.5%
TCC
$4,726,874
3%
CIP Funding Sources by Fund FY2024/25 to FY2028/29
Total: $158,943,588
Enterprise $38,968,343 25%
Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
2 of 14
905
City of Richmond
Capital Expenditure by Fund
FY2024/25 to FY2028/29

NON-GENERAL FUND - PROJECT FUNDS
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
1002 - GAS TAX
BRIDGE PREVENTIVE MAINTENANCE 248,340 - 240,870 240,870 GREENWAY REHAB AND BIKE EDUCATION 27,310 - -
SMART SIGNALS SAN PABLO & 23RD 182,336 - -
STREET PAVING 2,840,455 2,181,794 3,293,598 3,237,233 3,301,978 3,368,017 3,435,378 16,636,203 TOTAL - STATE GAS TAX - EXPENSES 3,298,441 2,181,794 3,293,598 3,478,103 3,301,978 3,368,017 3,435,378 16,877,073 1006 - OUTSIDE FUNDED GRANTS
DIRT WORLD BIKE PARK REVITALIZATION 961,678 441,750 64,444 64,444 PARKS MAINTENANCE EQUIPMENT 215,729 - -
RICHMOND COMMUNITIES CLEAN COLLOBORATIVE5,056,768 179,472 3,717,339 3,717,339 SHIELDS-REID PARK REVITALIZATION 7,633,137 497,051 1,979,144 1,979,144 TERMINAL 4 WHARF REMOVAL 7,752,815 6,854,258 1,541,853 1,541,853

TOTAL - OUTSIDE FUNDED GRANTS -
EXPENSES 21,620,128 7,972,531 7,302,780 - - - - 7,302,780 1019 - ROAD MAINTENANCE REHABILITATION ACCOUNT (RMRA) SB1 13TH STREET COMPLETE STREET 450,000 450,000
2024 PAVEMENT PREVENTIVE MAINTENANCE 2,516,001 2,516,001 CARLSON BLVD 2023-24 2,864,927 2,864,927
STREET PAVING - ANNUAL ALLOCATION 2,864,927 - -
STREET PAVING - CASTRO RANCH ROAD 214,195 5,243 - STREET PAVING - CUTTING/HARBOUR WAY S. BIKEWAY495,153 29,443 40,917 40,917 STREET PAVING - MARINA WAY 3,553 - -
TOTAL - RMRA - EXPENSES 3,577,828 34,685 5,871,845 - - - - 5,871,845 1054 - ENGINEERING GRANTS
13TH STREET COMPLETE STREET 2,821,000 2,821,000
ATP QUICK BUILD CUTTING/HOFFMAN 614,212 13,102 27,686 27,686 ATP QUICK BUILD HARBOUR WAY S. CYCLE TRACK154,721 5,273 - BARRETT AVE RD. IMPROVEMENT 251,280 1,155,600 1,406,880 BAYVIEW TO BART 1,674,702 1,674,702
BOORMAN PARK REVITALIZATION 3,540,598 (135,617) 3,550,461 3,550,461 BRIDGE PREVENTIVE MAINTENANCE 1,873,395 11,123 1,859,130 1,859,130 CARLSON BLVD. CROSSTOWN CONNECTIONS & IMPROVEMENTS214,599 - - CASTRO RANCH ROAD REHABILITATION 456,452 - -
CUTTING & CARLSON BLVD. SECTION 130 458,000 998,000 1,456,000 GREENING THE YELOW BRICK ROAD 1,397,341 370,535 265,198 265,198 GREENWAY REHAB AND BIKE EDUCATION 100,000 4,800 5,000 5,000 HARBOUR 8 PARK EXTENSION 5,419,554 1,878,253 268,741 268,741 HARBOUR WAY & WRIGHT SECTION 130 1,196,926 - 938,286 1,284,000 2,222,286 I-80 CENTRAL INTERCHANGE PHASE II 4,500,000 - 3,994,490 6,484,000 10,478,490 MCBRYDE SAFE ROUTES TO PARKS 1,028,000 1,028,000
MCDONALD AVE PEDESTRAIN CROSSING 34,560 190,080 224,640 RICHMOND ART AND LIGHT 4,000,000 69,381 3,204,474 3,204,474 YELLOW BRICK ROAD 5,000 - - -
YELLOW BRICK ROAD CLEAN, GREEN & BEAUTIFUL4,000,000 487,302 1,304,661 1,304,661

TOTAL - ENGINEERING GRANTS -
EXPENSES 27,472,798 2,704,150 17,123,837 13,675,512 998,000 - - 31,797,349 2001 - GENERAL CAPITAL
13TH STREET COMPLETE STREET 215,000 12,220 82,951 82,951 37TH STREET IMPROVEMENT 50,000 - 38,100 38,100 AMERICANS WITH DISABILITIES ACT (ADA), SIDEWALKS, CURBS3,115,181 168,661 803,421 803,421 ATP QUICK BUILD CUTTING/HOFFMAN 286,029 - 101,901 101,901 AUDIO VIDEO EQUIPMENT REPLACMENT 294,000 - 38,170 38,170 Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
3 of 14
906
City of Richmond
Capital Expenditure by Fund
FY2024/25 to FY2028/29

NON-GENERAL FUND - PROJECT FUNDS
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
AUDITORIUM UPGRADES 802,976 218,450 -
BARRETT AVE RD. IMPROVEMENT 315,000 - 27,920 128,400 156,320 BAYVIEW TO BART 270,000 - 270,000 270,000
BOORMAN PARK REVITALIZATION 3,000,000 200,224 2,799,776 2,799,776 BRIDGE PREVENTIVE MAINTENANCE 65,000 - 29,310 29,310
CARLSON BLVD. FY2023-2024 1,270,000 59,110 1,208,045 1,208,045 CIVIC CENTER PLAZA LANDSCAPING 200,000 - 200,000 200,000 CORP YARD BATHROOM REMODEL 176,235 - 12,435 145,035 157,470 CORP YARD FENCE 37,500 - 37,500 37,500
CORP YARD FUEL SITES UPGRADES 179,211 - 101,610 77,600 179,210 CORP YARD SECURITY CAMERAS 37,500 - 37,500 37,500
DORNAN TUNNEL LIGHTING 60,000 - 31,419 31,419
FIRE STATION 63 IMPROVEMENTS 300,000 - 291,000 291,000 FIRE STATION 66 - GENDER SPECIFIC RESTROOMS356,769 - 780,052 780,052 FIRE TRAIL ACCESS 50,000 - -
GREENWAY REHAB AND BIKE EDUCATION 25,000 - 25,000 25,000 HARBOUR 8 PARK EXTENSION 300,000 300,000
HILLTOP FIRE STATION CARD READER 70,000 - - 70,000 70,000 IT FIRE EOC EQUIPMENT 278,501 55,146 147,869 147,869 LINCOLN SAFE ROUTES TO SCHOOL 265,000 13,548 112,189 112,189 MACDONALD AVE PEDESTRAIN CROSSING 50,000 - 28,880 21,120 50,000 MAIN LIBRARY REMODEL 15,000,000 5,000 4,000,000 16,893,377 20,893,377 MARTIN LUTHER KING JR. CENTER 267,692 - 267,692 267,692 MCBRYDE SAFE ROUTES TO PARKS 260,000 - 260,000 260,000 METROWALK TRANSIT VILLAGE 50,000 - 38,100 38,100
NATIVE AMERICAN HEALTH CENTER 50,000 - 50,000 50,000
NETWORK REFRESH 282,525 - 255,055 255,055
NEVIN CENTER HVAC 52,750 1,012,000 1,064,750
PARKS YARD FUEL SITE UPGRADES 220,000 - -
POST ENCAMPMENT CLEANUP EQUIPMENT 75,000 - 75,000 75,000 PT. MOLATE COTTAGES ASSESSMENT 878,160 194,225 16,898 16,898 RECREATION CENTER HVAC 36,775 1,078,200 1,114,975
RHEEM CREEK FLOOD RISK REDUCTION 650,000 33,633 24,195 24,195

RICHMOND COMMUNITIES CLEAN
COLLOBORATIVE 1,500,000 17,348 1,326,950 1,326,950 SANTA RITA ROAD STABILIZATION 1,040,000 416,071 - SF BAY TRAIL - (PT. RICHMOND TO PT.

MOLATE) 1,356,873 5,200 2,043,548 2,043,548

SHIELDS-REID COMMUNITY CENTER HVAC
SYSTEM UPGRADE 127,250 - 100,000 927,250 1,027,250 STREET PAVING 1,300,000 243,874 5,039,093 5,039,093 STREET SWEEPING SIGNS INSTALLATION 550,000 - 550,000 550,000 TERMINAL 4 WHARF REMOVAL 760,000 - 760,000 760,000 TRAFFIC CALMING PROGRAM 1,563,262 46,125 1,351,472 1,351,472 TRAFFIC SIGNAL IMPROVEMENTS 6TH & MACDONALD 49,213 49,213 VIA VERDI MITIGATION 400,000 - 400,000 400,000
YELLOW BRICK RD. 300,000 11,091 198,061 198,061 YELLOW BRICK RD. CLEAN. GREEN & BEAUTIFUL 30,000 30,000 TOTAL - GENERAL CAPITAL - EXPENSES 38,399,664 1,699,926 24,062,159 19,448,132 927,250 - 345,292 44,782,833 2002 - MEASURE J
13TH STREET COMPLETE STREET 84,215 72,573 -
ADA SIDEWALKS 139,926 34,998 - -
I-80 CENTRAL INTERCHANGE PHASE II 972,360 119,888 180,000 631,371 811,371 SF BAY TRAIL GOODRICK 20,443 1,731 -
STREET PAVING 476,676 282,211 - -
SURFACE DRAINAGE 300,000 45,700 300,000 300,000 TRAFFIC CALMING PROGRAM 300,000 32,720 267,280 267,280 Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
4 of 14
907
City of Richmond
Capital Expenditure by Fund
FY2024/25 to FY2028/29

NON-GENERAL FUND - PROJECT FUNDS
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
TRAFFIC SAFETY IMPROVEMENTS 385,769 44,233 375,000 375,000 TRAFFIC SIGNAL IMPROVEMENTS 6TH &
MACDONALD 241,000 - - -
TOTAL - MEASURE J - EXPENSES 2,920,389 634,052 1,122,280 631,371 - - - 1,753,651 2116 - OPEN SPACE IMPACT FEE
RICHMOND SOCCER FIELD STUDY 80,000 76,607 -
SF BAY TRAIL - (PT. RICHMOND TO PT.

MOLATE) 373,264 - 500,000 500,000

TOTAL - OPENSPACE IMPACT FEE -
EXPENSES 453,264 76,607 500,000 - - - - 500,000 2117 - LIBRARY IMPACT FEE
BOOKMOBILE - NEW 140,000 65,123 70,000 70,000
COURTYARD ENCLOSURE - MAIN LIBRARY - - 382,000 382,000 MAIN LIBRARY REMODEL 1,064,188 - 1,064,188 1,064,188 TOTAL - LIBRARY IMPACT FEE - EXPENSES 1,204,188 65,123 1,516,188 - - - - 1,516,188 2120 - WASTEWATER IMPACT FEE
COGENERATION 673,842 - -
SANITARY SEWER REPAIRS /BRICK MANHOLE REHAB250,000 - 250,000 250,000

TOTAL - WASTEWATER IMPACT FEE -
EXPENSES 923,842 - 250,000 - - - - 250,000
CAPITAL IMPROVEMENT FUNDS - TOTAL 99,870,542 15,368,869 61,042,687 37,233,118 5,227,228 3,368,017 3,780,670 110,651,719 1005 - LIBRARY
BOOKMOBILE - NEW 250,000 - 70,000 70,000
MAIN LIBRARY REMODEL 9,705,899 196,057 8,560,270 8,560,270 TOTAL - LIBRARY- EXPENSES 9,955,899 196,057 70,000 8,560,270 - - - 8,630,270 1201 - HOUSING DEPARTMENT - CDBG

AMERICANS WITH DISABILITIES ACT (ADA)
BOOKER T. ANDERSON (BTA) CENTER 485,000 - 335,000 335,000

AMERICANS WITH DISABILITIES ACT (ADA)
PARCHESTER CENTER 441,481 - 415,638 415,638
TOTAL - HOUSING DEPARTMENT - ADA 926,481 - 750,638 - - - - 750,638 1306 - AMERICAN RESCUE PLAN ACT (ARPA
13TH STREET COMPLETE STREET 1,000,000 - 1,000,000 1,000,000 BOOKER T. ANDERSON (BTA) CENTER HVAC 500,000 - 89,880 89,880 BOOKER T. ANDERSON (BTA) CENTER INFRASTRUCTURE 1,000,000 8,733 286,157 286,157 FIRE STATION 66 IMPROVEMENTS 423,283 - -
MAIN LIBRARY REMODEL 4,156,490 328,313 298,716 298,716 NEVIN CENTER HVAC 1,064,750 - -
NORTH RICHMOND PUMP STATION 359,203 - -
RECREATION CENTER HVAC 1,114,975 - -
SHIELDS-REID COMMUNITY CENTER HVAC 900,000 - - SOCCER FIELDS-RESTROOMS-PARKS 4,200,000 - 7,703,008 7,703,008 STORMWATER INFRASTRUCTURE 750,000 - 750,000 750,000 STREET PAVING 461,717 - -

TOTAL - AMERICAN RESCUE PLAN ACT
(ARPA) - EXPENSES 15,930,418 337,046 10,127,761 - - - - 10,127,761 1307 - TRANSFROMATIVE CLIMATE COMMUNITIES (TCC)
TCC/NEIGHBORHOOD COMPLETE STREETS 4,726,874 4,726,874 TOTAL - TRANSFROMATIVE CLIMATE COMMUNITIES (TCC) 4,726,874 - - - - 4,726,874 Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
5 of 14908
City of Richmond
Capital Expenditure by Fund
FY2024/25 to FY2028/29

NON-GENERAL FUND - PROJECT FUNDS
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
4001 - PORT CIP
CAFETERIA BUILDING WINTERIZATION 141,894 - 141,894 141,894 ELECTRICAL MAINTENANCE 60,000 - 60,000 60,000
FLOCK CAMERA INSTALLATION 25,000 25,000
HISTORIC SHIP MOVE 500,000 500,000
PAVEMENT MAINTENANCE 150,000 - 150,000 150,000
PORT ELECTRICAL - ON-CALL 200,000 200,000
PORT INFRASTRUCTURE UPGRADE 150,000 150,000
PPMT ELECTRICAL AND WATERING METERING 365,000 - 365,000 365,000 PROCESSING BUILDING ASSESSMENT 100,000 100,000
PROCESSING BUILDING VENTILATION 55,000 - 55,000 55,000
PROCESSING BUILDING WINDOW REPAIR 350,000 - 350,000 350,000 ROAD, GATE, FENCE INFRASTRUCTURE 60,000 60,000
RIGGERS LOFT PAINTING 285,000 - 175,000 175,000 STORM DRAIN IMPROVEMENTS - PORT 500,000 500,000
TERMINAL 4 WHARF REMOVAL 2,500,000 - -
TERMINALS 7 & 8 DREDGING 65,000 - 65,000 65,000
TERMINALS 7 & 8 ELECTRIFICATION 1,700,000 - 1,700,000 1,700,000 YACHT ENTRANCE HARBOUR DREDGING 45,000 - 45,000 45,000
TOTAL - PORT CIP 5,716,894 - 4,641,894 - - - - 4,641,894 4003 - WATER RESOURCE RECOVERY WASTEWATER CIP
COGENERATION 3,031,616 - -
CUTTING BLVD. & HARBOUR WAY S. SEWER
2,000,000 - 13,750,000 13,750,000
DECLORINATION 1,084,722 - -

DORNAN DRIVE FORCE MAIN
REHABILITATION 4,000,000 309,601 879,869 879,869

DORNAN DRIVE FORCE TUNNEL
REHABILITATION 2,600,000 2,600,000

FERRY POINT DORNAN DRIVE PUMP
STATION 1,812,464 1,080,592 -
FIRST ST, & BISSEL SEWER 10,433 - -
FIRST ST, WET WEATHER 207,572 - -
GRIT AND AERATION REPLACEMENT 25,718,462 4,381,025 81,307 81,307 MARINA BAY PARKWAY FORCE MAIN 64,608 - -
S. 33RD WET WEATHER SEWER LINE 1,280,000 - -
SANITARY SEWER POINT REPAIRS 311,984 124,962 - SANITARY SEWER REPAIRS 2,735,069 584,569 7,325,000 7,325,000 SANITARY SEWER/DESIGN CUTTING CARLSON & HOFFMAN 702,487 - -
SANITARY SEWER/PIPELINE REHAB 541,588 - 4,500,000 4,500,000 SEISMIC RETROFIT 8,449 - -
WW 2017A BOND/DESIGN & ENG SERV 401,824 112,452 - WW MACDONALD & VIRGINIA SEWER CAPACITY 79,593 - -
WWTP MANHOLE REPLACEMENT 750,000 750,000
WWTP SCADA UPGRADE 121,439 - -
WWTP SLUDGE THICKENER 13,597,393 10,615 3,642,682 3,642,682

TOTAL - WATER RESOURCE RECOVERY
WASTEWATER CIP 57,709,702 6,603,816 33,528,858 - - - - 33,528,858 4005 - MARINA
AREA FM CAP 924,842 5,312 912,930 912,930 TOTAL - MARINA CIP 924,842 5,312 912,930 - - - - 912,930 4006 - STORMWATER
FULL TRASH CAPTURE FACILITIES 2,469,306 1,647,438 - RHEEM CREEK FLOOD RISK REDUCTION 1,504,795 637,531 797,591 797,591 TOTAL - STORMWATER CIP 3,974,102 2,284,969 797,591 - - - - 797,591 Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
6 of 14
909
City of Richmond
Capital Expenditure by Fund
FY2024/25 to FY2028/29

NON-GENERAL FUND - PROJECT FUNDS
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
5003 - EQUIPMENT SERVICES CIP
FIRE VEHICLES 3,541,239 3,309,048 3,760,000 3,760,000 OTHER CITY VEHICLES 5,952,828 2,201,846 1,935,000 1,935,000 POLICE VEHICLES 2,631,092 1,101,791 1,465,000 1,465,000 OTHER CITYEQUIPMENT 510,022 293,517 25,000 25,000 TOTAL - EQUIPMENT SERVICES CIP 12,635,182 6,906,203 7,185,000 - - - - 7,185,000

SPECIAL REVENUE, ENTERPRISE AND
OTHER OPERATING FUNDS - TOTAL 107,773,519 16,333,403 62,741,546 8,560,270 - - - 71,301,816 GRAND TOTAL EXPENSES - ALL FUNDS 207,644,061 31,702,272 123,784,233 45,793,388 5,227,228 3,368,017 3,780,670 181,953,535 Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
7 of 14
910
State Gas Tax
…
Outside Funded Grants
$7,302,780
4%
Engineering Grants
$31,797,349
17%
General Capital
$44,782,833
25%
Measure J
$1,753,651
1%
Impact Fees
$2,266,188
1%
Port of Richmond
$4,641,894
3%
Wastewater
$33,528,858
18%
Equipment Services
$7,185,000
4%
Other Operations
$25,946,064
14%
Capital Expenditures by Fund FY2024/24 to FY2028/29
Total: $181,953,535
RMRA
$5,871,845
3%
Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
8 of 14
911
City of Richmond
Capital Expenditure byType FY2024/24 to FY2028/29
Project Type
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
BUILDING IMPROVEMENTS 38,852,647 950,778 8,148,989 27,788,882 927,250 - 267,692 37,132,813 ENGINEERING SERVICES 3,657,485 11,123 880,920 2,100,000 - - 77,600 3,058,520 PARKS and TRAILS 35,274,874 3,183,463 24,872,999 1,028,000 - - - 25,900,999 STREETS 37,459,150 4,748,450 39,620,410 14,806,506 4,299,978 3,368,017 3,435,378 65,530,289 TECHNOLOGY ENHANCEMENT 962,526 55,146 478,594 70,000 - - - 548,594 EQUIPMENT SERVICES 13,025,182 6,971,326 7,325,000 - - - - 7,325,000 OTHER OPERATIONS 924,842 5,312 912,930 - - - - 912,930 PORT OF RICHMOND 14,229,709 6,854,258 6,943,747 - - - - 6,943,747

WATER RESOURCE
RECOVERY 63,257,645 8,922,418 34,600,644 - - - - 34,600,644

GRAND TOTAL EXPENSES -
ALL FUNDS 207,644,061 31,702,272 123,784,233 45,793,388 5,227,228 3,368,017 3,780,670 181,953,535 Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
9 of 14
912
Building Improvements
$1,966,781
4%
Engineering Services
$7,967,503
16%
Parks and Trails
$9,801,860
19%
Streets
$29,037,504
57%
Technology Enhancements
$119,201
0%
Capital Improvement Funds
by Type
FY2018/19 to FY2022/23
Total: $51,050,605
Building Improvements
$37,132,813
20%
Engineering Services
$3,058,520
2%
Parks and Trails,
$25,900,999 , 14%
Streets
$65,530,288
36%
Technology
Enhancements
$548,594 0%
Equipment
Services
$7,325,000
4%
Other
Operations
$912,930 1%
Port
Operations,
$6,943,747 ,
4%
Water Resources Recovery,
34,600,644 , 19%
Capital Improvement Plan
by Type
FY2024/25 to FY2028/29
Total: $181,953,535
Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
10 of 14
913
City of Richmond
Capital Expenditure by Project FY2024/25 to FY2028/29
Project Title
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
13TH STREET COMPLETE
STREET 1,299,215 84,793 4,353,951 4,353,951 2024 PAVEMENT PREVENTIVE
MAINTENANCE 2,516,001 2,516,001
37TH STREET IMPROVEMENT 50,000 - 38,100 38,100

AMERICANS WITH DISABILITIES
ACT (ADA) BOOKER T.

ANDERSON (BTA) CENTER
485,000 - 335,000 335,000

AMERICANS WITH DISABILITIES

ACT (ADA) PARCHESTER
CENTER
441,481 - 415,638 415,638

AMERICANS WITH DISABILITIES
ACT (ADA), SIDEWALKS, CURBS 3,255,107 203,659 803,421 803,421 AREA FM CAP 924,842 5,312 912,930 912,930

ATP QUICK BUILD
CUTTING/HOFFMAN 900,241 13,102 129,588 129,588

ATP QUICK BUILD HARBOUR
WAY S. CYCLE TRACK 154,721 5,273 -

AUDIO VIDEO EQUIPMENT
REPLACMENT 294,000 - 38,170 38,170
AUDITORIUM UPGRADES 802,976 218,450 -
BARRETT AVE RD.

IMPROVEMENT 315,000 - 279,200 1,284,000 1,563,200
BAYVIEW TO BART 270,000 270,000 1,674,702 1,944,702 BOOKER T. ANDERSON (BTA)
CENTER HVAC 500,000 - 89,880 89,880
BOOKER T. ANDERSON (BTA)
CENTER INFRASTRUCTURE 1,000,000 8,733 286,157 286,157 BOOKMOBILE - NEW 390,000 65,123 140,000 140,000

BOORMAN PARK
REVITALIZATION 6,540,598 64,607 6,350,237 6,350,237

BRIDGE PREVENTIVE
MAINTENANCE 2,186,735 11,123 29,310 2,100,000 2,129,310

CAFETERIA BUILDING
WINTERIZATION 141,894 - 141,894 141,894
CARLSON BLVD 2023-24 1,270,000 59,110 4,072,972 4,072,972 CARLSON BLVD. CROSSTOWN

CONNECTIONS &
IMPROVEMENTS 214,599 - -

CASTRO RANCH ROAD
REHABILITATION 456,452 - -

CIVIC CENTER PLAZA
LANDSCAPING 200,000 - 200,000 200,000
COGENERATION 3,705,458 -

CORP YARD BATHROOM
REMODEL 176,235 - 12,435 145,035 157,470
CORP YARD FENCE 37,500 - 37,500 37,500

CORP YARD FUEL SITES
UPGRADES 179,211 - 101,610 77,600 179,210

CORP YARD SECURITY
CAMERAS 37,500 - 37,500 37,500

COURTYARD ENCLOSURE - MAIN
LIBRARY - - 382,000 382,000
CUTTING & CARLSON BLVD.

SECTION 130 458,000 998,000 1,456,000
CUTTING BLVD. & HARBOUR
WAY S. SEWER 2,000,000 - 13,750,000 13,750,000 DECLORINATION 1,084,722 - -

DIRT WORLD BIKE PARK
REVITALIZATION 961,678 441,750 64,444 64,444

DORNAN DRIVE FORCE MAIN
REHABILITATION 4,000,000 309,601 879,869 879,869

DORNAN DRIVE FORCE TUNNEL
REHABILITATION 2,600,000 2,600,000
DORNAN TUNNEL LIGHTING 60,000 - 31,419 31,419
ELECTRICAL MAINTENANCE 60,000 - 60,000 60,000

FERRY POINT DORNAN DRIVE
PUMP STATION 1,812,464 1,080,592 -
Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
11 of 14
914
City of Richmond
Capital Expenditure by Project FY2024/25 to FY2028/29
Project Title
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
FIRE STATION 63
IMPROVEMENTS 300,000 - 291,000 291,000
FIRE STATION 66 - GENDER
SPECIFIC RESTROOMS 780,052 780,052 780,052
FIRE TRAIL ACCESS 50,000 - -
FIRE VEHICLES 3,541,239 3,309,048 3,760,000 3,760,000 FIRST ST, & BISSEL SEWER 10,433 - -
FIRST ST, WET WEATHER 207,572 - -

FLOCK CAMERA INSTALLATION -
PORT 25,000 25,000

FULL TRASH CAPTURE
FACILITIES 2,469,306 1,647,438 -

GREENING THE YELOW BRICK
ROAD 1,397,341 370,535 265,198 265,198

GREENWAY REHAB AND BIKE
EDUCATION 152,310 4,800 30,000 30,000

GRIT AND AERATION
REPLACEMENT 25,718,462 4,381,025 81,307 81,307 HARBOUR 8 PARK EXTENSION 5,419,554 1,878,253 568,741 568,741

HARBOUR WAY & WRIGHT
SECTION 130 1,196,926 - 938,286 1,284,000 2,222,286

HILLTOP FIRE STATION CARD
READER 70,000 - - 70,000 70,000
HISTORIC SHIP MOVE 500,000 500,000
I-80 CENTRAL INTERCHANGE
PHASE II 5,472,360 119,888 4,174,490 7,115,371 11,289,861 IT FIRE EOC EQUIPMENT 278,501 55,146 147,869 147,869

LINCOLN SAFE ROUTES TO
SCHOOL 265,000 13,548 112,189 112,189

MACDONALD AVE PEDESTRAIN
CROSSING 50,000 - 28,880 21,120 50,000
MAIN LIBRARY REMODEL 29,926,577 529,370 5,362,904 25,453,647 30,816,551

MARINA BAY PARKWAY FORCE
MAIN 64,608 - -
MARTIN LUTHER KING JR.

CENTER 267,692 - 267,692 267,692

MCBRYDE SAFE ROUTES TO
PARKS 260,000 - 260,000 1,028,000 1,288,000

MCDONALD AVE PEDESTRAIN
CROSSING 34,560 190,080 224,640
METROWALK TRANSIT VILLAGE 50,000 - 38,100 38,100

NATIVE AMERICAN HEALTH
CENTER 50,000 - 50,000 50,000

NEIGHBORHOOD COMPLETE
STREETS 4,726,874 4,726,874
NETWORK REFRESH 282,525 - 255,055 255,055
NEVIN CENTER HVAC 1,064,750 - 52,750 1,012,000 1,064,750

NORTH RICHMOND PUMP
STATION 359,203 - -
OTHER CITY EQUIPMENT 510,022 293,517 25,000 25,000
OTHER CITY VEHICLES 5,952,828 2,201,846 1,935,000 1,935,000

PARKS MAINTENANCE
EQUIPMENT 215,729 - -

PARKS YARD FUEL SITE
UPGRADES 220,000 - -
PAVEMENT MAINTENANCE 150,000 - 150,000 150,000
POLICE VEHICLES 2,631,092 1,101,791 1,465,000 1,465,000 PORT ELECTRICAL - ON-CALL 200,000 200,000

PORT INFRASTRUCTURE
UPGRADE 150,000 150,000

POST ENCAMPMENT CLEANUP
EQUIPMENT 75,000 - 75,000 75,000

PPMT ELECTRICAL AND
WATERING METERING 365,000 - 365,000 365,000

PROCESSING BUILDING
ASSESSMENT 100,000 100,000

PROCESSING BUILDING
VENTILATION 55,000 - 55,000 55,000

PROCESSING BUILDING
WINDOW REPAIR 350,000 - 350,000 350,000
Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
12 of 14
915
City of Richmond
Capital Expenditure by Project FY2024/25 to FY2028/29
Project Title
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total
PT. MOLATE COTTAGES
ASSESSMENT 878,160 194,225 16,898 16,898
RECREATION CENTER HVAC 1,114,975 - 36,775 1,078,200 1,114,975

RHEEM CREEK FLOOD RISK
REDUCTION 2,154,795 671,164 821,786 821,786
RICHMOND ART AND LIGHT 4,000,000 69,381 3,204,474 3,204,474

RICHMOND COMMUNITIES
CLEAN COLLOBORATIVE 6,556,769 196,820 5,044,289 5,044,289

RICHMOND SOCCER FIELD
STUDY 80,000 76,607 -
RIGGERS LOFT PAINTING 285,000 - 175,000 175,000

ROAD, GATE, FENCE
INFRASTRUCTURE - PORT 60,000 60,000
S. 33RD WET WEATHER SEWER
LINE 1,280,000 - -

SANITARY SEWER POINT
REPAIRS 311,984 124,962 -
SANITARY SEWER REPAIRS 2,735,069 584,569 7,325,000 7,325,000

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

SANITARY SEWER/DESIGN
CUTTING CARLSON & HOFFMAN 702,487 - -

SANITARY SEWER/PIPELINE
REHAB 541,588 - 4,500,000 4,500,000

SANTA RITA ROAD
STABILIZATION 1,040,000 416,071 -
SEISMIC RETROFIT 8,449 - -
SF BAY TRAIL - (PT. RICHMOND
TO PT. MOLATE) 1,730,137 5,200 2,543,548 2,543,548 SF BAY TRAIL GOODRICK 20,443 1,731 -

SHIELDS-REID COMMUNITY

CENTER HVAC SYSTEM
UPGRADE 1,027,250 100,000 927,250 1,027,250

SHIELDS-REID PARK
REVITALIZATION 7,633,137 497,051 1,979,144 1,979,144

SMART SIGNALS SAN PABLO &
23RD 182,336 - -

SOCCER FIELDS-RESTROOMS-
PARKS 4,200,000 - 7,703,008 7,703,008

STORM DRAIN IMPROVEMENTS -
PORT 500,000 500,000

STORMWATER
INFRASTRUCTURE 750,000 - 750,000 750,000

STREET PAVING - ANNUAL
ALLOCATION - SB1 2,864,927 - -

STREET PAVING - CASTRO
RANCH ROAD 214,195 5,243 -

STREET PAVING -
CUTTING/HARBOUR WAY S.

BIKEWAY 495,153 29,443 40,917 40,917
STREET PAVING - MARINA WAY 3,553 - -
STREET PAVING PROGRAM 5,078,848 2,707,879 8,332,691 3,237,233 3,301,978 3,368,017 3,435,378 21,675,297

STREET SWEEPING SIGNS
INSTALLATION 550,000 - 550,000 550,000
SURFACE DRAINAGE 300,000 45,700 300,000 300,000
TERMINAL 4 WHARF REMOVAL 11,012,815 6,854,258 2,301,853 2,301,853 TERMINALS 7 & 8 DREDGING 65,000 - 65,000 65,000
TERMINALS 7 & 8
ELECTRIFICATION 1,700,000 - 1,700,000 1,700,000 TRAFFIC CALMING PROGRAM 1,863,262 78,845 1,618,752 1,618,752

TRAFFIC SAFETY
IMPROVEMENTS 385,769 44,233 375,000 375,000

TRAFFIC SIGNAL
IMPROVEMENTS 6TH &
MACDONALD 241,000 49,213 49,213
VIA VERDI MITIGATION 400,000 - 400,000 400,000
WW 2017A BOND/DESIGN & ENG
SERV 401,824 112,452 -

WW MACDONALD & VIRGINIA
SEWER CAPACITY 79,593 - -
Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
13 of 14
916
City of Richmond
Capital Expenditure by Project FY2024/25 to FY2028/29
Project Title
Adopted
FY2023-24
Actuals to
March 2024
FY2023-24
Proposed
FY2024-25
Proposed
FY2025-26
Proposed
FY2026-27
Proposed
FY2027-28
Proposed
FY2028-29 5-Year Total

WWTP MANHOLE
REPLACEMENT 750,000 750,000
WWTP SCADA UPGRADE 121,439 - -
WWTP SLUDGE THICKENER 13,597,393 10,615 3,642,682 3,642,682

YACHT ENTRANCE HARBOUR
DREDGING 45,000 - 45,000 45,000
YELLOW BRICK ROAD 305,000 11,091 198,061 198,061

YELLOW BRICK ROAD CLEAN,
GREEN & BEAUTIFUL 4,000,000 487,302 1,334,661 1,334,661 Summary of All Funds 207,644,061 31,702,272 123,784,233 45,793,388 5,227,228 3,368,017 3,780,670 181,953,535 Attachment 11 - Capital Improvement Projects
FY2024-25 Summaries Proposed
14 of 14
917
Department
Budget Presentations
(Draft)
May 28, 2024
1 Attachment 12 - Department Presentations FY2024-25 Budget918 Mayor’s
OFFICE
May 28, 2024
Attachment 12 - Department Presentations FY2024-25 Budget 919

ACCOMPLISHMENTS
IN FY 2023-24
WHAT WE DID IN FY 2023-24
• Appointed dozens of commissioners
• Restarted the Mayoral NIAD exhibition and started
• a new Mayoral exhibition with RAC and WCCUSD
• Hired a new port director
• Celebrated major community events like Cinco de Mayor, Juneteenth, Richmond Pri
de, and many more
• Celebrated our 30ᵗʰ a nniversary of our sister city relationship with Zhoushan China
• Stood in solidarity with workers fighting for better conditions • Initiated the Bloomberg Harvard Leadership
• initiative with a focus on the Port.

Attachment 12 - Department Presentations FY2024-25 Budget 920

DEPARTMENT

PROGRAM/SERVICES
• Leadership
• Represents City at Regional, State and National Organizations • Budget and Policy Development
• Develops and Supports Healthy and Sustainable
• P
olicies and Programs for Richmond Communities
• L
eads and Fosters Community and City Department Partnerships • Appointments to Commissions and Committees
Attachment 12 - Department Presentations FY2024-25 Budget 921

GOALS FOR
FY 2024-25
• Continue to improve the city’s capacity to serve residents by tackling the vacancy cr
isis.
• Work closely with county, state, and federal partners to invest in Richmond via fu
nding, grants, and policy support.
• Solidify and implement extreme weather shelter plan for unhoused residents. • Continue to support expansion of Richmond’s public recreational spaces for youth an
d families.
• Monitor the progress of Richmond’s Mental Health Crisis Response program. • Support Public Works in prioritizing safe and clean streets. • Foreground environmental protections and climate change resilience policies. • Promote the rich art scene in our community.
• Promote city departments and staff, local events, and small businesses through dig
ital media asset generation and social media
Attachment 12 - Department Presentations FY2024-25 Budget 922
FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 5 5

POSITIONS
Attachment 12 - Department Presentations FY2024-25 Budget 923
FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Licenses, Permits, Fees
Total Revenue
Expenditures
Salaries & Wages 362,679 483,552
Benefits 258,424 249,137
Professional & Admin 30,500 31,200
Other Operating 3,400 6,2000
Utilities 3,000 3,000
Equipment & Contract
Services
Cost Pool 35,927 23,706
Asset/Capital Outlay
Total Expenditures 693,930 796,795
Net Impact 693,930 796,795
Attachment 12 - Department Presentations FY2024-25 Budget924

CITY COUNCIL
OFFICE
May 28, 2024
8 Attachment 12 - Department Presentations FY2024-25 Budget925

ACCOMPLISHMENTS
IN FY 2023-24
• The City Council held regularly-s cheduled meetings, hearings, and study sessions to receive community input while conducting municipal affairs in a public forum.
• Provided guidance and policy direction to city departments • Adopted 106 amount of resolutions
• Adopted 5 amount of ordinances
• City Council Members held regular individual meetings with the City Manager t
o stay abreast of projects and programming.
• The City Council Members represented the City of Richmond at county and st
ate level meetings and forums.
• Contra Costa Mayors and Supervisors Conferences
• League of California Cities’ meetings and forums
• Richmond/AC Transit Interagency Liaison Committee quarterly meetings. • City Council staff led the planning and facilitation of annual community events. • 16th Annual Sisters in Solidarity International Women’s Day celebration. • 2nd Annual Literacy Festival (Resumed in 2023)
• Inaugural Enough is Enough festival to bring awareness to the City of R
ichmond’s efforts to end gender based violence
• Adopted policies to enhance community emissions reduction. • Resolution 49-23 in support of AB 1465 to triple fines for refinery violations
• Resolution 7-24 to appropriate funding for charging station. • Increased staffing to the City Council Office.
• Hired an Administrative Analyst
9 Attachment 12 - Department Presentations FY2024-25 Budget926

DEPARTMENT

PROGRAM/SERVICES
The City Council is comprised of seven elected officials that are committed to providing policy direction, addressing the concerns of the community, enhancing the quality of life in their respective districts.

Below are the major areas of service in the Department:
• The City Council establishes comprehensive goals and
ob
jectives for the City.
• The City Council provides leadership in establishing policies a
nd formulating priorities for the allocation of City resources. • The City Council holds regularly-s cheduled meetings, hearings, and study sessions to receive community input while
conducting municipal affairs in a public forum.
• The City Council Members meet and confer with members of t
he public and local businesses to hear their concerns to inform their decisions
• The City Council staffs several boards and commissions, leads t
he race and equity efforts, collaborates with departments and community agencies to facilitate community events and
outreach.
10 Attachment 12 - Department Presentations FY2024-25 Budget927

GOALS FOR
FY 2024-25
• Continue to promote effective government and to serve the residents of R
ichmond by working collaboratively with city departments, other government agencies, and community partners
• Promote a safe and secure community by supporting public safety and r
ecreational services, support efforts to end gender based violence, gun violence and homelessness.
• Continue to promote sustainable communities.
• Continue to support cultural diversity and community awareness through p
rogramming and outreach.
• Support the development of an Arts District in Richmond. • Incorporate and conduct a Race and Equity Training series for city staff and co
mmunity partners.
11 Attachment 12 - Department Presentations FY2024-25 Budget928 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 8 8

POSITIONS
12 Attachment 12 - Department Presentations FY2024-25 Budget929 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Licenses, Permits, Fees
Total Revenue
Expenditures
Expenditures Salaries & Wages 329,452 395,108
Benefits 322,675 256,607
Professional & Admin 57,798 53,080
Other Operating 16,452 18,100
Utilities 1,100 1,100,
Equipment & Contract
Services 55,000
Cost Pool 51,068 114,532
Asset/Capital Outlay 3,000 3,000
Total Expenditures 836,545 842,227
Net Impact 836,545 842.227
13 Attachment 12 - Department Presentations FY2024-25 Budget 930
CITY MANAGER’S
OFFICE
May 28, 2024
14 Attachment 12 - Department Presentations FY2024-25 Budget931

ACCOMPLISHMENTS
IN FY 2023-24
• Finalized implementation of Classification and Compensation study • Partnered with the City Council to complete the allocation of $27.7M i
n American Rescue Plan Act (ARPA) funds
• Ensured the completion and commencement of affordable housing d
evelopments at Hacienda Heights, Nevin Plaza, and Metro Walk Phase II
• Processed 159 Municipal IDs for Richmond residents
• Partnered with the City Council to invest in the City's Capital I
mprovement Program
• Participated in community events
15 Attachment 12 - Department Presentations FY2024-25 Budget932

DEPARTMENT

PROGRAM/SERVICES
The City Manager's Office is responsible for overseeing the daily operations of the city, implementing policies set by the City Council, and ensuring efficient delivery of public services. Below are the major areas of service in the Department:
• Implement City Council policies and communicate regularly to t
he City Council through regular check -ins and the community with the weekly report (Link)
• Collaborate with City departments t o develop and implement financial plans and balanced budgets, recognized colleagues through appreciation events, and determine effective methods to increase revenue generation
• Establish relationships with private and public industries, by a
ctive collaborations across other municipalities, governmental agencies, private entities, and local and regional community based organizations
16 Attachment 12 - Department Presentations FY2024-25 Budget933

GOALS FOR
FY 2024-25
• Continue implementation of the City Council’s prioritized list of goals a
nd objectives
• Continue collaborations with internal and external partners to i
mprove cleanliness, enhance health and safety, and beautify the City • Support the implementation of the $35M Transformative Climate C
ommunities (TCC) Grant
• Continue focusing on revenue collection and improved economic d
evelopment
• Continue to support retention and recruitment of City staff • Develop and Implement Special Projects:
o
Municipal Identification Card program
o American Rescue Plan Act
o Fiscal Sustainability Plan
o Environmental and Community Investment Agreement
17 Attachment 12 - Department Presentations FY2024-25 Budget934 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 7 7

POSITIONS
18 Attachment 12 - Department Presentations FY2024-25 Budget935 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Licenses, Permits, Fees 149,207 25,000
Total Revenue 149,207 25,000
Expenditures
Salaries & Wages 622,538 1,107,662
Benefits 319,662 439,885
Professional & Admin 2,775,972 325,750
Other Operating 15,532 13,300
Utilities 1,100 100
Equipment & Contract
Services 200
Cost Pool 69,244 99,534
Asset/Capital Outlay 350
A87 Cost Plan
Reimbursement (179,572) (179,572)
Total Expenditures 3,625,026 1,806,658
Net Impact 3,475,819 1,781,658 19
Attachment 12 - Department Presentations FY2024-25 Budget936

COMMUNITY POLICE

REVIEW COMMISSION
May 28, 2024
20 Attachment 12 - Department Presentations FY2024-25 Budget937

DEPARTMENT

PROGRAM/SERVICES
The Community Police Review Commission is governed under Ordinance Nos. 15- 84 N.S., 11-85 N.S., 3-16 N.S., 5-16 N.S., 02-19 N.S., 05-19 N.S., and 29-20 N.S., was established to:
• Investigate complaints from members of the public, alleging excessive or unneces
sary force, discrimination, sexual harassment and/or sexual assault by on-duty Richmond Police Officers
• Conduct investigations on all incidents involving the discharge of a firearm a
t a person by a Richmond Police Officer, and/or when death or serious bodily injury results from direct police action
• Handle appeals from the Office of Professional Accountability • Review and evaluate the policies, practices, and procedures contained in t
he Richmond Police Department Manual and report to the Chief of Police, City Manager, and City Council
• Develop programs and strategies to promote positive police -co mmunity relations
21 Attachment 12 - Department Presentations FY2024-25 Budget938

GOALS FOR
FY 2024-25
• Support implementation of community policing initiatives • Maintain support for policy reforms and accountability measures • Support the improvement of transparency and communication • Continue strengthening oversight and investigations
22 Attachment 12 - Department Presentations FY2024-25 Budget939 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 10 10

POSITIONS
23 Attachment 12 - Department Presentations FY2024-25 Budget940 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Licenses, Permits, Fees
Total Revenue
Expenditures
Salaries & Wages 50,000 50,000
Benefits 688 6,212
Professional & Admin 24,450 24,450
Other Operating 1,050 1,050
Utilities
Equipment & Contract
Services
Cost Pool 5,917
A87 Cost Plan
Reimbursement
Total Expenditures 76,188 87,629
Net Impact 76,188 87,629 24
Attachment 12 - Department Presentations FY2024-25 Budget941 CITY CLERK’S OFFICE
May 28, 2024
25 Attachment 12 - Department Presentations FY2024-25 Budget942

ACCOMPLISHMENTS
IN FY 2023-24
• Public Records Request: Purchased and launched NextRequest public r
ecords management software. A management software that gives the Clerk’s Office a boost on compliance regulations and has improved our management and response efforts to records requests.
• Passport Program: Restarted U.S. Passport services, by appointment o
nly. All City Clerk’s Office staff, are passport acceptance agents and required to be certified annually - process and receive updates to new rules and regulations.
• Webpage: Updated our main webpage - o ngoing.
• Provide translated City Council agendas: City Council agendas are tr
anslated to Spanish and published on the website.
• Held our first Boards and Commission Live Training: Training video p
ublished at the Clerk’s Office Boards and Commission Webpage in July 2023.
• Records Retention Schedule: Contracted with Gladwell Government S
ervices to begin the process to update the Records Retention Schedule by July 2024.
• Fair Political Practices Commission (FPPC) Form 700, or Statement of E
conomic Interest: Administered the filing of this form by the April 2, 2024, deadline. This form provides transparency and ensures accountability from employees and officials.
26 Attachment 12 - Department Presentations FY2024-25 Budget943

DEPARTMENT

PROGRAM/SERVICES
The City Clerk’s Office serves as a responsible link between the public and local government to ensure legislative processes are open to the public, to record, maintain, and provide timely access to City documents and legislative actions of the City Council and other City agencies to promote transparency, and community participation and awareness.
• Accepts and immediately processes the following documents upon receipt:
c
laims against the City, subpoenas, and boards and commissions applications for appointment and reappointment.
• Election Official – D istrict, redistricting, and election administration • Responsible for updating and maintaining city ordinances and codes; providing a
ccess to legislative meeting information, receive statements of economic interest, campaign and other financial disclosure related filings, administration of public records requests.
• Responsible for staffing City Council meetings, agenda/package preparation, d
istribution, and publishing.
• Training: Train department staff on new systems such as Escribe and N
extRequest.
• Passport Acceptance Center – A ccepts passport applications for US passports by appointment only.
27 Attachment 12 - Department Presentations FY2024-25 Budget944

GOALS FOR
FY 2024-25
• Election: Prepare, and successfully administer the November 7, 2 024, General Election for Districts 1, 5, and 6.
• Swearing-In : – Plan in-person swearing-in and celebration for new/returning councilmembers for Districts 1, 5, and 6 for January 7, 2025.
• Launch a demo of NetFile’s new Boards and Commissions (BAC) t
racking system once launched.
• Webpages: Continuously work on updates to our webpages for c
larity and ease of use.
• DocuSign: Implement routing of resolutions, ordinances, and m
inutes for electronic signature.
• Records Retention Schedule: Complete the update of the R
ecords Retention Schedule to have it adopted by the Council by July 2024.
28 Attachment 12 - Department Presentations FY2024-25 Budget945 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 4 4

POSITIONS

PAM JASUARA SABRINA URSULA 29 Attachment 12 - Department Presentations FY2024-25 Budget946 FISCAL YEAR 2024-25

PROPOSED BUDGET
30 Category
FY 2023-24
Revised
Budget
FY 2024-25
Proposed
Budget
Revenue Licenses, Permits, Fees 600 600
Charges for Services 3,000 3,000
Total Revenue 3,600 3,600
Expenditures
Expenditures Salaries & Wages 489,328 565,827
Benefits 294,431 311,718
Professional & Admin 155,100 416,742
Other Operating 20,300 20,300
Utilities 1,000 1,000
Cost Pool 61,454 23,706
A87 Cost Plan Reimbursement (70,119) (70,119)
Total Expenditures 951,494 1,269,174
Net Impact (947,894) (1,265,574)
Attachment 12 - Department Presentations FY2024-25 Budget 947
CITY ATTORNEY’S
OFFICE
May 28, 2024
31 Attachment 12 - Department Presentations FY2024-25 Budget948

ACCOMPLISHMENTS
IN FY 2023-24
• Responded to almost 1,000 requests for legal opinions (approx. 81 RLOs /month) • Streamlined the City’s process for responding to the growing numbers of Public R
ecords Act requests (843 in 2023)
• Reviewed and processed 124 subpoenas
• Reviewed contract processes, updated contract forms and conducted training to a
ll staff
• Hired a Senior Assistant City Attorney to handle litigation cases in -ho use and to advise on code enforcement matters
• Hired an Assistant City Attorney to assist with contract review, support the Port, IT a
nd Finance Departments, and to oversee the Public Records Act process for the City Attorney’s Office
• Hired a Law Office Supervisor to develop better processes and procedures to a
llow the City Attorney’s Office to function in a more efficient manner, including spearheading the transition to an on-line document management system (iManage)
• Implemented iManage document management system
32 Attachment 12 - Department Presentations FY2024-25 Budget949

DEPARTMENT

PROGRAM/SERVICES
The City Attorney’s Office advises the Richmond City Council, and all city departments, and boards and commissions. It responds to legal opinions regarding a wide range of legal issues, draft ordinances and resolutions, reviews all City contracts, negotiates real estate transactions, and participates in labor negotiations. It defends the City and Housing Authority in civil litigation in both federal and state courts. 33 Attachment 12 - Department Presentations FY2024-25 Budget950

GOALS FOR
FY 2024-25
• Develop more robust training opportunities for City staff, councilmembers, and m
embers of City boards and commissions
• Litigate more cases in-h ouse instead of contracting with outside law firms with an eye toward early resolution
• Assist in real estate transactions
• Assist the port with negotiations with prospective tenants for port properties, i
ncluding General Warehouse
• Analyze Charter for possible Charter amendments
• Evaluate outside counsel services as to cost and effectiveness and determine a
ppropriate blend of outside and in -house legal services • Resolve Pt. Molate litigation and get property sold
• Develop more robust City Prosecutor role who can prosecute illegal dumping c
ases as well as Richmond Municipal Code Violations
• Hire a legal secretary to assist with calendaring, scheduling meetings and co
nferences, data entry, front-office support, proofreading and formatting documents, and completion of forms
34 Attachment 12 - Department Presentations FY2024-25 Budget951 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 10 10

POSITIONS
35 Attachment 12 - Department Presentations FY2024-25 Budget952 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Licenses, Permits, Fees 2,000
Total Revenue 2,000
Expenditures
Salaries & Wages 1,376,647 1,743,603
Benefits 744,333 701,271
Professional & Admin 1,998,050 1,974,850
Other Operating 27,950 27,750
Utilities 1,600
Equipment & Contract
Services 1,250 1,250
Cost Pool 112,565 93,953
A87 Cost Plan
Reimbursement (317,531) (317,531)
Total Expenditures 3,994,864 4,225,147
Net Impact 3,994,864 4,223,147
36 Attachment 12 - Department Presentations FY2024-25 Budget953

COMMUNITY

DEVELOPMENT

DEPARTMENT
May 28, 2024
37 Attachment 12 - Department Presentations FY2024-25 Budget954

ACCOMPLISHMENTS
IN FY 2023-24
• Obtained Prohousing Designation for City of Richmond
• Competed adoption and Certification of the 6th Cycle Housing Element • Adopted the Form-B ased Code zoning regulations and associated zoning map amendments to encourage and remove barriers to in-fill development along major corridors • Obtained a ~$43 million Affordable Housing Sustainable Communities (AHSC) grant for a 150- u
nits affordable housing development at the east side of BART Station • Completed the Encampment Resolution Funding Round 1 project that resolved the Castro V
ehicle Encampment by housing approximately 80 people
• Obtained an ~$8.6 million Encampment Resolution Funding Round 2 award to resolve ho
meless encampments under freeway underpasses and throughout the City • Executed a $35 million Implementation Grant Agreement with Strategic Growth Council for t
he Richmond Rising Transformative Climate Communities project focused on climate resiliency in the Coronado, Santa Fe and Iron Triangle Neighborhoods and began implementation work with partners
• Adopted a Tobacco Retailers License Moratorium
• ‘Rooted In Richmond’ Historical Walking/Biking Tour App received a 2023 California P
reservation Foundation Award and Governor’s Historic Preservation Award • Adopted the Equitable Land Disposition Policy
38 Attachment 12 - Department Presentations FY2024-25 Budget955

DEPARTMENT

PROGRAM/SERVICES
The Community Development’s role is to foster public involvement and creativity and assist decision makers and the public in formulating and implementing policies which balance environmental, economic and social needs for the present and future.
• Planning a
ssists the public with information regarding zoning and development standards and is responsible for developing long-range planning policies and plans, evaluating development projects, and supporting implementation of plans, including grant writing.  Building l eads the enforcement of the California Building Standards Code as adopted by the City through a permit process; manages the Residential Rental Inspection Program​; and collects impact fees and other required fees, such as Percent Public Art Fee, Subregional Transportation Mitigation Program (STMP) Fees, and Affordable Housing Nexus Fee, on new construction on behalf of various city departments, regional, and state agencies.
 Code Enforcement administers programs designed to protect the p
ublic’s safety, welfare, quality of life, and property values through enforcement of City ordinances and State/Federal laws relating to land use, zoning, housing, property maintenance, public nuisances and private vehicle abatement within the City.
 Housing se
rves to keep the public informed about the City’s and other available housing assistance programs, projects, and available resources, including the City's Inclusionary Housing and Affordable Housing Nexus Fee program, City loan portfolio, and Marina Bay Deed of Trust  Transformative Climate Communities supports implementation of the Richmond Rising Project over a 5-year period including community engagement and workforce development through the implementation of projects aimed at enhancing climate resiliency in the Coronado, Iron Triangle, and Santa Fe Neighborhoods. 39 Attachment 12 - Department Presentations FY2024-25 Budget956

GOALS FOR
FY 2024-25
• Hire and on-b oard new staff in Code Enforcement, Planning, and Building • Study and Implement new Tobacco Retailers Regulations • Continue to develop the Hilltop Horizon Specific Plan • Execute lease and begin construction of Metrowalk Phase 2 project • Adopt amendments to the Residential Rental Inspection Program • Begin construction of certain Richmond Rising Project elements • Begin community engagement and analysis to develop the Sea Level Rise A
daptation Plan
• Bring forward General Plan Amendments related to new Environmental Justice E
lement and Safety Element
• Complete the implementation of the Citywide IMS application and permitting tr
acking system for the department
• Submit grant applications to support climate resiliency projects • Create and implement a Historical Plaques Program
• Develop two pre-a pproved Accessory Dwelling Unit plans • Complete alcohol and tobacco inspections and implement taxi permit program, i
ncluding associated Municipal Code Amendments
• Begin Surplus Property Disposition
40 Attachment 12 - Department Presentations FY2024-25 Budget957 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 42 42

POSITIONS
41 Attachment 12 - Department Presentations FY2024-25 Budget958 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category
FY2023-24
Revised
Budget
FY2024-25
Proposed
Budget
Revenue Licenses, Permits, Fees 7,967,538 8,154,783 Use of Money 32,307 82,307 Charges for Services 4,314,000 2,754,000 Other Revenue 30,050 30,050 Grants 43,047,444 15,330,349
Operating Transfer In 1,800,000 1,800,000 Total Revenue 57,191,339 28,151,489 Expenditures
Expenditures Salaries & Wages 3,970,229 4,556,813 Benefits 2,455,751 2,438,504
Professional & Admin 51,246,662 21,764,405 Other Operating 994,901 617,348 Utilities 78,200 45,500 Equipment & Contract
Services 90,425 23,458 Cost Pool 2,614,845 2,372,774
Asset Capital Outlay 108,770 501,500 Total Expenditures 61,559,783 32,320,303 Net Impact (4,368,444) (4,168,814) 42 Attachment 12 - Department Presentations FY2024-25 Budget959 FISCAL YEAR 2024-25

PROPOSED HOUSING
43 Category FY 2023-24 Revised
Budget
FY 2024-25
Proposed Budget
Revenue
Licenses, Permits, Fees 520,269 676,665
Use of Money 59,843 406,184
Other Revenue 618,299 620,517
Grants 275,967 434,954
Proceeds from sale of properties 133,664 167,717
Loan/Bond Proceeds 303,730 396,083
Total Revenue 1,911,772 2,702,120
Expenditures
Expenditures Salaries & Wages 469,568 619,795
Benefits 226,432 291,717
Professional & Admin 2,691,057 2,576,403
Other Operating 8,712 8,713
Utilities 801 801
Cost Pool 148,270 149,722
Asset Capital Outlay 1,150,000 600,000
CDBG/Home/Proj 3,552,448 3,580,592
Operating Transfer Out 480,000 480,000
Total Expenditures 8,727,288 8,307,743
Net Impact (6,815,516) (5,605,623)
Attachment 12 - Department Presentations FY2024-25 Budget960

FINANCE

DEPARTMENT
May 28, 2024
44 Attachment 12 - Department Presentations FY2024-25 Budget961

ACCOMPLISHMENTS
IN FY 2023-24
• Implemented State Audit Recommendations: Updated Reserve Policy, Adopted B
alance Budget FY 2023-24, Prepared Financial Forecast with multiple scenarios, Updated Pension Funding Policy, Updated OPEB Funding Policy, Assist RHA in prior years’ audits, implemented a written agreement between the City and RHA, Updated Charter regarding Master Fee update frequency, Developed Contract Procurement Checklist and Procurement Procedure Documentation • Established a Section 115 Trust with PARS to begin prefunding Pension C
ontributions.
• Implemented the Council Approved Resolution 86-21 Anonymity of LLC in solicitations
• Worked closely with Information Technology department on Munis upgrade that w
ent live in December 2023
• Trained requisitioners on the MUNIS upgrade changes related to Requisition E
ntry, Contract Entry, and Contract Change Orders
• Collaborated with Human Resources on Class and Comp Implementation • Assisted Human Resources in finalizing MOUs with several bargaining units • Oversee the Port performance audit and begin implementing recommendations 45 Attachment 12 - Department Presentations FY2024-25 Budget962

DEPARTMENT

PROGRAM/SERVICES
The Finance Department is committed to providing timely, accurate, clear and complete information and support to council, city departments and the community at large. Below are the major areas of service in the Department:
• Revenue p rocesses all the City revenue including Business Tax/Measure U
• Budget develops and administers Operating and Capital I
mprovement Budget
• Accounts Payable and Purchasing manage all procurement t
ransactions and payments to vendors
• Treasury m onitors cash and banking transactions for the City daily
• General Accounting maintains the City books and issues monthly, quarterly, and annual reports, also publishes Annual Comprehensive Financial Report (ACFR) in accordance with generally accepted accounting principles (GAAP)
• Payroll p rocesses payroll runs twice a month and special checks in compliance with labor laws and negotiated MOUs
46 Attachment 12 - Department Presentations FY2024-25 Budget963

GOALS FOR
FY 2024-25
Increase Revenue and Improve Economic Development
• Public Bank Formation – Atten d Monthly Meetings and Reserve Funding for City Portion
• Measure U Implementation – A udit at least 5% of Businesses, Process 70% of rental and non-rental license renewals by March 1st and April 1st, respectively
• Explore and propose one new revenue enhancement by June 30th Strengthen the City’s Internal Infrastructure and Processes • Five-Y ear Forecast - Update Long Term Financial Forecast by incorporating new MOUs, expenditure, and revenue assumptions under current economic projections • Credit Rating – Maintain and Improve current Moody’s credit rating of A3 • Reserve Levels –Maintain the City’s General Fund balance (Reserve) at or above m
inimum requirement – 21%
• Budget - Ado pt a balanced Annual Operating Budget by June 30th and Submit budget to Government Finance Officers Association (GFOA) for award within 90 days of adoption
• Annual Comprehensive Financial Report (ACFR) -
Facilitate timely financial audits and
publish by December 31st and submit for GFOA award by approximately January 31st 47 Attachment 12 - Department Presentations FY2024-25 Budget964 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 35 35

POSITIONS
48 Attachment 12 - Department Presentations FY2024-25 Budget965 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Licenses, Permits, Fees 0 0
Total Revenue 0 0
Expenditures
Salaries & Wages 3,415,650 4,355,598
Benefits 2,228,150 2,484,345
Professional & Admin
1,089,309 1,029,456
Other Operating 65,806 61,200
Utilities 1,400 1,400
Equipment & Contract
Services
1,215 2,135
Cost Pool 283,577 318,519
A87 Cost Plan
Reimbursement (1,146,811) (1,146,811)
Total Expenditures 5,938,296 7,105,842
Net Impact (5,938,296) (7,105,842)
49 Attachment 12 - Department Presentations FY2024-25 Budget966

HUMAN RESOURCES

DEPARTMENT
May 28, 2024
50 Attachment 12 - Department Presentations FY2024-25 Budget967

ACCOMPLISHMENTS
IN FY 2023-24
 Implemented Citywide Class and Compensation study
 Established 29 employment lists from new recruitments, onboarded 73 new f
ull-time employees and processed 42 promotions since July 1, 2023, including filling critical leadership positions of Finance Director, Deputy Director of Community Services -Library, Port Director
 Conducted facilitation and team-b
uilding sessions across multiple City of
Richmond departments
 Successfully launched a comprehensive wellness program for the Fire D
epartment, including counseling services and therapy dog visits  Completed successor MOU bargaining
 Initiated a Citywide Workforce Analysis
 Relaunched the employee recognition program to include service awards and in
troduction of recognition “Rosie-grams”
 Held Citywide Employee Recognition Event in collaboration with City Manager  Implemented a new insurance tracking software (PINS) to effectively manage cer
tificates Citywide and processed 602 certificates in 2023  Held a Summer Wellness Event to connect employees with benefits resources  Continued to collaborate with Cooperative Personnel Services on a public s
afety talent marketing campaign to attract, recruit, and hire Police Officers and Communications Dispatchers to fill critical vacancies 51 Attachment 12 - Department Presentations FY2024-25 Budget968

DEPARTMENT

PROGRAM/SERVICES
The Human Resources Department is dedicated to
supporting its customers by building and retaining a skilled and diverse workforce in an equitable, safe, and responsible work environment. Below are the major areas of service in the Human Resources Department:
 Recruitment: Attract, train, and retain a highly skilled and d
iversified workforce
 Personnel Administration: Maintain the City’s classification & c
ompensation system, benefits administration, and manage personnel issues
 Labor Relations: Manage contract negotiations, interpretation, g
rievances, investigations, and discipline
 Risk Management: Administer the City’s injury and illness p
revention, safety, liability, and worker’s compensation programs
52 Attachment 12 - Department Presentations FY2024-25 Budget 969

GOALS FOR
FY 2024-25
• Strengthen diversity, equity, and inclusion efforts to create a more inclusive and eq
uitable workplace environment for all employees
• Enhance employee engagement and wellness initiatives to foster a positive workplace c
ulture and improve overall satisfaction
• Optimize hiring, onboarding, and offboarding practices to optimize the recruitment p
rocess and ensure a seamless transition for new hires and departing employees • Continue comprehensive management and leadership training, to upskill employees, p
romote growth, and enable supervisors and managers to effectively lead their teams • Enhance recruitment processes by implementing innovative strategies, leveraging t
echnology, and fostering an inclusive hiring environment to attract top talent and meet the evolving needs of our organization
53 Attachment 12 - Department Presentations FY2024-25 Budget970 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 15 15

POSITIONS
54 Attachment 12 - Department Presentations FY2024-25 Budget971 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Charges for Services 22,227,589 27,841,923
Total Revenue 22,227,589 27,841,923
Expenditures
Salaries & Wages 1,830,417 2,313,003
Benefits 1,146,182 1,114,124
Professional & Admin 2,237,352 2,304,900
Other Operating 86,205 86,205
Utilities 1,500 1,500
Equipment & Contract
Services 150 150
Provisions for Insurance Loss 21,850,182 25,260,675
Cost Pool 837,407 1,383,587
Asset/Capital Outlay 1,590,701 7,000
A87 Cost Plan
Reimbursement (183,490) (183,390)
Operating Transfer Out 1,040,000
Total Expenditures 30,436,707 32,287,754
Net Impact 8,209,118 4,445,831
55 Attachment 12 - Department Presentations FY2024-25 Budget972

INFORMATION

TECHNOLOGY

DEPARTMENT
May 28, 2024
56 Attachment 12 - Department Presentations FY2024-25 Budget973

ACCOMPLISHMENTS
IN FY 2023-24
• Enhanced Cyber Security - I ncluding providing awareness training for end users and upgraded the City’s firewalls and deployed centralized management console for all firewalls.
• Continued replacement of aging computer equipment - I ncluding our network infrastructure and end user equipment; replaced legacy servers and deployed new storage.
• Collaborated with City Departments to Manage Upgrade and implement B
usiness Systems - Upgrading Munis to newer version (2021); Supporting Measure U for the Finance Department; Worked with GFOA on review of the Community Development Land Based System replacement and contract negotiations.
• Replaced all audio/video and communications systems in the City Council Ch
ambers.
• Collaborated on the redesign of the City’s Website - p roviding training to City Department website users.
• Providing support for in-p erson and virtual meetings; Continued support of remote access and online conferencing - Providing secure access. 57 Attachment 12 - Department Presentations FY2024-25 Budget974

DEPARTMENT

PROGRAM/SERVICES
The Information Technology Department (IT) mission is to be customer - centric. The IT Department endeavors to be the best provider of comprehensive and innovative support services and training for information services in the eyes of its customers.
• Manage IT Infrastructure - I
T Manages network and
communications for 47 sites including 69,000 feet of City fiber. • Manage Enterprise Business systems – including the City’s Enterprise Resource Planning Systems (ERP) including
Financial, Human Resources, Land based Permitting and
Licensing Systems, GIS, as well as manage the Open Data & Performance system for City departments.
• Manage hardware and software - f
or the City-wide Network;
VoIP phone system; 730 desktops; 400 laptops; and 450 mobile devices.
• IT manages communications - t
o the public through KCRT TV,
print services, website, and social media.
58 Attachment 12 - Department Presentations FY2024-25 Budget975

GOALS FOR
FY 2024-25
• Continue to provide innovations - f or City wide efficiencies including expanded digital services and the use of AI.
• Continue to collaborate interdepartmentally in support of business sy
stems.
• Manage, support, and upgrade the City of Richmond’s Enterprise R
esource Planning System (ERP).
• Plan and execute the implementation and replacement of the C
ity’s Community Development Land Based System.
• Continue to provide technical support for Measure U.
• Continue to prepare for Hybrid Meeting Conference Room - p
roviding high-definition video meetings.
• Replace the City’s VoIP telephone system with modern technology. • Continue Revenue enhancement opportunities - M anaging and negotiating increased rent for cellular service vendors on City owned properties.
• Continue Implementation of expanded Wi-F
i - Both internally and
externally, improving bandwidth for remote City facilities. 59 Attachment 12 - Department Presentations FY2024-25 Budget976 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 14 14

POSITIONS
60 Attachment 12 - Department Presentations FY2024-25 Budget977 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Licenses, Permits, Fees 1,250,000 1,250,000
Operating Transfer-In 672,501 100,000
Total Revenue 1,922,501 1,350,000
Expenditures
Salaries & Wages 1,547,636 1,798,151
Benefits 1,002,382 995,614
Professional & Admin 1,801,674 2,104,994
Other Operating 159,666 159,666
Utilities 422,827 422,827
Equipment & Contract
Services 3,214,821 2,262,331
Provisions for Insurance
Loss 604 604
Cost Pool 370,349 302,491
Asset/Capital Outlay 2,678,477 1,594,567
A87 Cost Plan
Reimbursement (408,867) (408,867)
Operating Transfer-Out 294.000
Total Expenditures 11,083,569 9,232,377
Net Impact 9,161,068 7,882,377
61 Attachment 12 - Department Presentations FY2024-25 Budget978 POLICE

DEPARTMENT
May 28, 2024
62 Attachment 12 - Department Presentations FY2024-25 Budget979

ACCOMPLISHMENTS
IN FY 2023-24
• Achieved reductions in crime, marking the lowest homicide rate in over 50 years • Enhanced wellness programs for department staff to include the introduction of p
sychological services, a wellness app, a sleep trailer, and financial advising assistance • Implemented technology upgrades, such as, FLOCK
• Revival of the Police Explorer Program
• Through the efforts of our Parking Enforcement Unit and Patrol Officers, we towed 3 ,075 vehicles resulting from multiple California Vehicle Code and City of Richmond Muni Code violations
• Procured the services of Data-T icket to improve revenue collection centered around parking tickets and false alarms
• Bolstered our Marine Unit to improve public safety services around the 32 square mi
les of Richmond Shoreline
• Police Department personnel assisted in the abatement of approximately 50 ho
meless encampments
• Investigated 2,651 felony cases and of those we successfully closed 2,318 cases (87% c
losure rate)
• Completed multiple beautification projects around the Police Department h
eadquarters to improve employee morale and create a welcoming, safe space, for victims of crime and their families
• Hosted multiple collaboration meetings to strengthen our relationships with C
ommunity-Based Organizations (i.e., PAL, RYSE Center, Latina Center, 23rd St Merchants Association)
• Engaged all sworn and professional staff supervisors/managers with our first-ev er “Team Building Workshop”
• Connected over 1,500 people to crucial victim resources through the Family Justice C
enter
• Purchased new police motorcycles in preparation for forming and deploying a full- ti
me traffic enforcement unit
63 Attachment 12 - Department Presentations FY2024-25 Budget 980

DEPARTMENT

PROGRAM/SERVICES
• Engage with the community to prevent crime and maintain order (C
ommunity Ambassador Academy, Coffee with a Cop,
Neighborhood Council meetings).
• Smart policing through crime analysis and adoption of new t
echnologies (Crime Accountability meetings, Police Strategies use of force analysis, Peregrine data integration).
• Build public trust to strengthen community relationships (command - le
vel use of force review, civilian oversight of Internal Affairs, Transparent Richmond).
• Problem-solv e community concerns to address underlying conditions that contribute to crime (geographic patrol deployment, decentralized chain of command, community-policing culture). 64 Attachment 12 - Department Presentations FY2024-25 Budget981

GOALS FOR
FY 2024-25
• Continue to recruit and hire all vacant positions and enhance public s
afety services to the community
• Continue to reduce overtime costs
• Continue to reduce homicides and violence throughout the City • Continue to improve organizational wellness by improving mental and p
hysical health amongst sworn and non-sworn staff
• Continue collaborating with county mental health professionals to t
ransition the responsibility of mental health and unhoused service calls to non-sworn service providers
• Continue working with City of Richmond and County partners to r
educe violent crime and support community members affected by it • Continue to reduce traffic fatalities by increasing police presence in h
igh traffic (high accident) areas and deploy new speed trailers across the City
• Continue to expand on the effectiveness of our technology i
mprovements, including FLOCK, InTime, Lefta, etc.
65 Attachment 12 - Department Presentations FY2024-25 Budget982 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 214 214

POSITIONS
66 Attachment 12 - Department Presentations FY2024-25 Budget983 FISCAL YEAR 2024-25

PROPOSED BUDGET
67 Category FY 2023-24
Revised Budget
FY 2024-25
Proposed Budget
Revenue Licenses, Permits, Fees 146,068 85,000
Fines & Forfeitures 25,000 50,000
Charges for Services 1,008,000 855,000
Other Revenue 12,000 15,000
Grants 731,348 434,848
Operating Transfer In 37,500
Total Revenue 1,959,916 1,439,848
Expenditures
Expenditures Salaries & Wages 36,398,581 40,070,045
Benefits 27,058,010 30,101,576
Professional & Admin 5,811,035 5,982,726
Other Operating 2,982,397 3,123,255
Utilities 400,000 320,000
Equipment & Contract Services 467,600 462,500
Provision for Insurance Loss 5,700 7,000
Cost Pool 5,463,534 5,849,546
Asset Capital Outlay 1,330,236 1,056,582
Total Expenditures 79,917,093 86,973,230
Net Impact (77,957,177) (85,533,382)
Attachment 12 - Department Presentations FY2024-25 Budget 984
FIRE

DEPARTMENT
May 28, 2024
68 Attachment 12 - Department Presentations FY2024-25 Budget985

ACCOMPLISHMENTS
IN FY 2023-24
• Responded to 14,464 incidents in Calendar Year 2023
• Hosted a tour of the Richmond Fire Training Center which was attended by U.S.

R
epresentative John Garamendi where the history of the site, current use, future plans, and request for funding was discussed
• Conducted a kickoff meeting to implement Computer Aided Dispatch (CAD) system u
pgrade
• Initiated the design and acquisition process of new fire apparatus. • Held an open house at Fire Station 63 in celebration of the National Fire Safety Week • Appointed a Training Director to oversee all Training Division functions • Commenced the 24-1 Richmond Fire Academy with eight (8) Probationary Firefighter Graduates
• Installed Fire Danger Today Signs at Fire Station 63 and Point Richmond area • Participated in 50+ public education events and presented fire and life safety classes t
o local elementary schools
• Conducted Spring 2024 CERT academy to enhance community preparedness ahead o
f emergencies and disasters.
• Hired an Emergency Services Manager who will provide leadership to the City of R
ichmond and its residents through comprehensive emergency management, planning and preparedness 69
Attachment 12 - Department Presentations FY2024-25 Budget986

DEPARTMENT

PROGRAM/SERVICES
The Richmond Fire Department is a full-service all-risk department serving more than 115,000 Richmond residents during critical emergencies such as fire, medical, hazardous materials, and rescue incidents. Below are the divisions within the fire department and a brief description of their functions:
• Administration: implements policies and guidelines, personnel oversight, hi
ring/promotion, contract execution, and mutual and automatic aid agreements. • Support Services: apparatus design and acquisition, logistics, station and eq
uipment maintenance/testing, and inventory control.
• Emergency Operations: fire suppression, technical rescue, hazardous materials r
esponse, emergency medical services.
• Training Division: oversee all fire department training programs, EMS licensure, a
cting certifications, fire trainee academy, and career development. • Fire Prevention: conduct State mandated inspections, fire and life safety in
spections, fire investigations, plan reviews, public education, and fire prevention services to Chevron
• Office of Emergency Services: provide ongoing leadership, disaster p
lan/exercises, and Emergency Operations Plans.
70 Attachment 12 - Department Presentations FY2024-25 Budget987

GOALS FOR
FY 2024-25
• Fill the vacant Fire Chief position
• Fill the vacant Fire Marshal position
• Continue collaborating with Fleet Services in designing new fire apparatus • Develop and update operational procedures to enhance emergency response to the co
mmunity
• Continue to emphasize safety and efficiency while conducting emergency operations t
hrough Post Incident Analysis
• Conduct promotional examinations to establish promotional lists for Battalion Chief, F
ire Captain, Fire Engineer, and Fire Inspector ranks
• Start a Marine Operator training / certification process • Explore options to hire a third-p arty Wildland Urban Interface (WUI) specialist that will assess the City's wildland risks and resolution to mitigate risks • Continue to coordinate with neighboring agencies (Contra Costa Fire Protection D
istrict; East Bay Regional Parks District) regarding wildfire safety initiatives and projects
• Create CERT database and conduct CERT classes, training, and drills • In collaboration with the Emergency Operations Division, educate citizens on em
ergency preparedness in case of large wildland fires, large earthquakes or any other large incidents
71 Attachment 12 - Department Presentations FY2024-25 Budget 988
FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 96 96

POSITIONS
72 Attachment 12 - Department Presentations FY2024-25 Budget989 FISCAL YEAR 2024-25

PROPOSED BUDGET
73 Category
FY 2023-24
Revised
Budget
FY 2024-25
Proposed Budget
Revenue Property Taxes 215,586 215,586
Licenses, Permits, Fees 870,172 805,000
Use of Money -
Charges for Services 720,503 870,503
Other Revenue
Grants
Operating Transfer In
Total Revenue 1,806,261 1,891,089
Expenditures
Expenditures Salaries & Wages 19,716,627 21,135,263
Benefits 15,085,269 16,784,063
Professional & Admin 2,053,871 1,886,365
Other Operating 1,256,180 957,010
Utilities 33,500 33,500
Equipment & Contract Services 499,913 500,950
Provision for Insurance Loss 27,000 27,000
Cost Pool 2,507,975 4,782,115
Asset Capital Outlay 80,500 80,500
Debt Service 114,442 113,074
Operating Transfer Out 326,018 326,019
Total Expenditures 41,701,294 46,625,859
Net Impact (39,895,033) (44,734,770)
Attachment 12 - Department Presentations FY2024-25 Budget 990

OFFICE OF

NEIGHBORHOOD SAFETY
May 28, 2024
74 Attachment 12 - Department Presentations FY2024-25 Budget991

ACCOMPLISHMENTS
IN FY 2023-24
• 15,704 contacts with community members most impacted by gun violence • 18,067.5 hours spent with community members most impacted by gun violence • 245 service referrals made for community members most impacted by gun violence
• 102 conflicts mediated with community members most impacted by gun violence • 13 shootings responded to by Neighborhood Change Agents (NCA) in communities most impacted by gun violence
• The Office of Neighborhood Safety was recognized by the City Council on January 16, 2024, as a department and organization that has contributed to reducing the number of homicides in Richmond. In 2023, Richmond had its lowest number of annual homicides (8) dating back to 1971 when such records started being kept 75 Attachment 12 - Department Presentations FY2024-25 Budget992

DEPARTMENT

PROGRAM/SERVICES
The primary goal of The Office of Neighborhood Safety (ONS) is to dramatically reduce and one day eliminate gun violence and associated homicides in the City of Richmond. We do this by creating and providing attention, intensive engagement, and support structures that are designed to improve the social and emotional health and wellness of those we serve. Below are the major areas of service in the Department:
• Operation Peacemaker Fellowship a non-m
andated intensive
mentoring intervention designed for youth identified as being at the center of and most impacted by gun violence in the city of Richmond.
• Street Outreach when staff go out into the community to co
nnect with people who are at a high risk for gun violence and encourage them to tap into life altering resources and
organizations.
76 Attachment 12 - Department Presentations FY2024-25 Budget993

GOALS FOR
FY 2024-25
• Sustain current reductions in shootings and homicides resulting in injury/death r
eductions.
• Reduce the number of malicious killings of human beings by other human b
eings from the status quo to zero.
• Raise outside resources (approximately $500,000) to continue and expand se
rvices.
• Create an official partnership with West Contra Costa Unified School District. 77 Attachment 12 - Department Presentations FY2024-25 Budget994 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 17 17

POSITIONS
78 Attachment 12 - Department Presentations FY2024-25 Budget995 FISCAL YEAR 2024-25

PROPOSED BUDGET
79 Category
FY 2023-24
Revised
Budget
FY 2024-25
Proposed
Budget
Revenue
Grants 5,648,275 4,710,715
Total Revenue 5,648,275 4,710,715
Expenditures
Expenditures Salaries & Wages 1,510,773 1,907,259
Benefits 1,038,192 1,035,267
Professional & Admin 4,481,412 3,768,710
Other Operating 97,640 97,640
Utilities 20,000 20,000
Cost Pool 242,344 88,758
Asset Capital Outlay 28,000 28,000
Grant Expenditures 2,019,937 1,760,213
Total Expenditures 9,438,298 8,705,847
Net Impact (3,790,023) (3,995,132)
Attachment 12 - Department Presentations FY2024-25 Budget 996

PUBLIC WORKS

DEPARTMENT
May 28, 2024
80 Attachment 12 - Department Presentations FY2024-25 Budget 997

ACCOMPLISHMENTS
IN FY 2023-24
• Continue rehabilitating the Richmond Parkway from I -80 t o San Pablo Road • Complete Via Verde Slide Reconstruction by June 30, 2024 • Complete Yellow Brick Road Construction by June 30, 2024 • Complete Castro Ranch Road Rehabilitation by June 30, 2024, with 1.5 miles o
f new bike lanes
• Complete 37th Street Bike/Ped Project
• Awarded $1.6 m from CNRA for “Flooded Risk Reduction in the Rheem Creek W
atershed Project
• Completed First Street Wet Weather Collection Project • Completed Marina Bay Parkway Force Main
• Started construction of the $50 million Grit & Aeration Project • Removed 8003 tons of illegal dumping from City streets and 2908 tags from o
ver 1754 locations
• Conducted 16 neighborhood clean- up s
• Abated 57 Homeless Encampments
• Planted 147 trees and trimmed 205
81 Attachment 12 - Department Presentations FY2024-25 Budget998

DEPARTMENT

PROGRAM/SERVICES
The Public Works Department is committed to providing timely, accurate, clear and complete information and support to council, city departments and the community at large. Below are the major areas of service in the Department:
• Administration Division is a centralized unit that provides clerical support to i
ncluding Procurement, Contracts Management, Budget management, Payments and Grants Management
• Abatement Services address illegal dump trash, weed abatement, nei
ghborhood clean-ups, graffiti removal, removal of abandoned properties. • Building Maintenance Division undertakes repair/remodel of City -o wned buildings, HVAC System, custodial services, and Electrical Services including traffic signal, streetlights and facilities electrical repair and maintenance. • Fleet Services for all city owned vehicles and machinery including maintenance of
small engines and motorized tools
• Street Maintenance of City Streets, Street sweeping, pavement maintenance, t
raffic signs & lines.
• Parks & Districts – maintain parks, grounds, medians, trees, Hilltop Landscape District, Marina Bay Lighting and Landscape District.
82 Attachment 12 - Department Presentations FY2024-25 Budget999

DEPARTMENT

PROGRAM/SERVICES
(Continued)
• Engineering Services include capital improvements plan (CIP), m
aintain CIP Dashboard, Project planning, Design services, Right -of- Way services, Construction services, Project management and oversight, Traffic Calming/Safety Programs, and Grants
Reimbursements and Reporting
• Encroachment services include inspection for encroachment p
ermits and Bond reimbursements
• Water Resource Division – Wastewater Treatment Plant operations and maintenance via Veolia Operations & Maintenance, Capital Projects under Veolia Capital Program Management, Wastewater Collection System Operations, Stormwater Collection System, Stormwater System Pollutant Reduction, Pretreatment program, GIS Mapping and management, Sewer Lateral Grant Program, Sewer Lateral Inspection Program and other related Sewer tasks/projects. • Transportation Services (proposed) -
Traffic Calming & Complete
Streets and Transportation Infrastructure
83 Attachment 12 - Department Presentations FY2024-25 Budget1000

GOALS FOR
FY 2024-25
Improve Maintenance of Built Environment, Parks and New Recreation Infrastructure • Sidewalk Repair
• Pavement Rehabilitation
• Construction of $8.5M grant-f unded Harbour 8 Park Expansion Project • Boorman Park Site Remediation and Rehabilitation Project • Construction of the $1.7M grant funded Dirt World Park Revitalization Project • Construction of the grant-f unded Yellow Brick Yellow: Clean, Green and Beautiful Project
Create New Infrastructure
• Revitalizing the Historic Richmond Library – complete design • 21st St & Cutting Blvd Sanitary Sewer Replacement
• Cutting Blvd & Harbour Way South Wet Weather Improvement (sanitary sewer) • Sludge Thickener Upgrade
84 Attachment 12 - Department Presentations FY2024-25 Budget1001

GOALS FOR
FY 2024-25
Implement Transformative Climate Communities (TCC)
• Neighborhood complete streets project – complete design. Locations include Harbour Way between Pennsylvania Avenue and Hoffman Boulevard, Ohio Avenue between Garrard Boulevard and Harbour Way, and Macdonald Avenue between 21st Street to 23rd Street
Improve Road, Traffic, Bike, and Pedestrian Safety
• Complete construction of 14 remaining locations in the Traffic Calming Program • Complete the I-8 0 Central Interchange Phase II Environment Impact Report and start project construction
• Deliver annual Paving Program
• Deliver the Americans with Disability (ADA) sidewalks and curbs • Apply for Transportation related grants to implement the Local Roadway Safety Plan a
nd Bicycle and Pedestrian Action Plan.
85 Attachment 12 - Department Presentations FY2024-25 Budget1002 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 147 147

POSITIONS
86 Attachment 12 - Department Presentations FY2024-25 Budget1003 FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24
Revised Budget
FY 2024-25 Proposed
Budget
Revenue Licenses, Permits, Fees $917,389 $1,514,100
Total Revenue $917,389 $1,514,000
Expenditures
Expenditures Salaries & Wages $9,850,461 $12,255,271
Benefits $7,919,557 $9,251,378
Professional & Admin $1,164,718 $1,138,639
Other Operating $2,382,313 $2,943,240
Utilities $4,460,354 $4,687,604
Equipment & Contract
Services $1,615,312 $1,152,300
Cost Pool $6,093,520 $5,163,045
Asset/Capital Outlay $329,839 $619,000
Debt Svc Expenditure $726,911 $737,831
A87 Cost Plan
Reimbursement ($644,238) ($644,238)
Total Expenditures $33,898,747 $37,304,070
Net Impact $32,981,358 $35,789,970
87 Attachment 12 - Department Presentations FY2024-25 Budget1004

COMMUNITY SERVICES
DEPARTMENT – Library
& LEAP Division
88 Attachment 12 - Department Presentations FY2024-25 Budget1005

ACCOMPLISHMENTS
IN FY 2023-24
• Celebrated 40 years of service at LEAP: planned a series of community ev
ents to commemorate and promote.
• Accepted $9,712,979 in grant funds from the California State Library B
uilding Forward Library Infrastructure program to renovate Richmond Main Library. Selected and contracted with an experienced lead architect to guide the project.
• Drew participation from more than 500 Richmond residents of all ages, in
English and Spanish, regarding library service needs and Main Library renovation ideas.
• Restored Saturday service at the Main Library
• Designed and launched a new e-n ewsletter to share library news and information.
• Launched free afterschool homework help at all library locations and t
wo Recreation locations, a total of 40 hours/week across all locations, funded in part by a grant from Richmond Fund for Children and Youth. • Successfully integrated in-pe rson classes with online classes at LEAP for a full hybrid model, ensuring enhanced access to educational opportunities for all.
• Updated all adult public use computers for a total of 20 new m
achines.
• Developed and expanded LEAP’s family literacy program with events to s
upport learning for all ages.
• Partnered with West Contra Costa Unified School District, Bay Area R
escue Mission, East Bay Parks, Habitot Children’s Museum, and other organizations to provide library and LEAP events and to increase outreach and awareness.
89 Attachment 12 - Department Presentations FY2024-25 Budget1006

DEPARTMENT

PROGRAM/SERVICES
The Richmond Public Library provides outstanding and diverse materials and services to help our community meet their personal, cultural, educational, and professional needs.

The library is committed to supporting a lifelong enjoyment of reading and learning.

Richmond Public Library works in partnership with the Literacy for Every Adult Program (LEAP): LEAP’s purpose is to help adults develop the skills and confidence they need to achieve their goals. Below are the major areas of service in the Division:
• Literacy support –
for adults, children, families, and English language learners, plus digital literacy for our digital world
• Reference services for adults, teens and children
• Provide books and media for all ages
• Online resources such as ebooks and research databases • Link+ resource sharing for print materials
• Career and College readiness, including GED and High School Diploma • Access to technology for printing, scanning, computer use, home internet and mo
re
90 Attachment 12 - Department Presentations FY2024-25 Budget1007

GOALS FOR
FY 2024-25
• Modernize Richmond’s Historic Main Library so it can better meet the needs of the co
mmunity and be an improved resource for all residents.
• Serve the community of Richmond Main Library patrons with minimal interruption d
uring the renovation.
• Repair and upgrade branch library buildings and library auxiliary buildings to ha
ndle increased demand and maximize use of available space for community benefit.
• Provide equitable access to technology and resources for all ages • Maximize access to adult educational opportunities by continuing to provide both on
line and in-person class offerings at LEAP, including evenings and weekends, and adding off-site educational opportunities.
• Enhance curriculum for Adult Basic Education opportunities 91 Attachment 12 - Department Presentations FY2024-25 Budget1008 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 35.7 35.7

POSITIONS
92 Attachment 12 - Department Presentations FY2024-25 Budget1009 FISCAL YEAR 2024-25

PROPOSED BUDGET
93 Category FY 2023-24
Revised Budget
FY 2024-25
Proposed Budget
Revenue
Licenses, Permits, Fees 72,106
Other Revenue 5,834
Rental Income 20,000 71,796
Grants 10,479,983 10,224,169
Total Revenue 10,572,089 10,301,799
Expenditures
Expenditures Salaries & Wages 2,659,681 3,121,545
Benefits 2,066,562 2,254,385
Professional & Admin 1,338,118 1,017,553
Other Operating 73,162 83,275
Utilities 28,284 37,800
Equipment & Contract Services 1,300 400
Cost Pool 285,035 559,268
Asset Capital Outlay 11,200,179 10,278,332
Grant Expenditures 17,500 38,834
Total Expenditures 17,669,821 17,391,391
Net Impact (7,097,732) (7,089,592)
Attachment 12 - Department Presentations FY2024-25 Budget 1010

COMMUNITY SERVICES
DEPARTMENT – Recreation
Division
May 28, 2024
The picture can't be displayed.
94 Attachment 12 - Department Presentations FY2024-25 Budget1011

ACCOMPLISHMENTS
IN FY 2023-24
 Youth Programs
o Served 3,700 participants in after-sc hool programs, summer camps, Specialty Camps of President’s Week, Spring Break, and Winter Break, Sports programs such as basketball, soccer, tennis, futsal and more
 Adult Programs
o Served 1,900 participants in basketball, soccer, tennis, volleyball, Zumba, f
utsal and more
 Senior Programs
o Served 3,000 participants in arts and crafts, chess, sewing, dance, language c
lasses and much more!
 Special Events
o Hosted Third of July Fireworks, Black History, Chinese New Year, Park Rx Day, F
all Festival, Annual Tree Lighting, Snowball, Senior Info Day and more for everyone!
 Aquatics
o Served 14,800 participants in lap, recreational swim, Little Splashers class, sw
im lessons, water comfort class and more
 Grants
o Received Neighbor 2 Neighbor grant $750,000 from State of CA 95 Attachment 12 - Department Presentations FY2024-25 Budget1012

DEPARTMENT

PROGRAM/SERVICES
The Community Services – Recreation is dedicated to enriching the quality of life in Richmond through its recreation programs, facilities, and cultural events.Below are the major areas of services in the Division:
• Administration/Registration handles program registration, facility bookings, s
pecial event permits, client payments and billing, reporting, and marketing/outreach.
• A dult Programs offering includes sports, leagues, Zumba, and fitness centers. • A quatics featuring two pools with swim lessons, drop -in recreational swim times, and pool rental.
• Developing Personal Resources offering programs to enhance life skills i
ncluding nutrition, cooking, physical fitness, and money management. •
• N eighborhood Services through our Love Your Block program grants, in -kind sponsorships, volunteer management and Neighborhood Council support. •
• S enior Programs at 2 senior sites featuring classes in line dancing, hula, arts and crafts, Spanish, exciting excursions and much more. • S
pecial Events includes our Third of July Fireworks Showcase, Annual Tree Lighting, Movies in the Park, Parks Rx Day, and Fall Festival to name a few. • Tool Lending Library and Mobile Tool Lending Library provides community me
mbers free access to tools through a check-out system at two locations. • Youth Programs offering after school programs, summer camps, specialty camps, youth sports, sports leagues, Tiny Heroes, Youth Outdoor program and countless other programs to keep our youth engaged.

96 Attachment 12 - Department Presentations FY2024-25 Budget1013

GOALS FOR
FY 2024-25
• Increase program offerings and hours of operation at community centers to provide i
ncreased accessibility to recreational opportunities during evenings and weekends. • In addition to our signature events like the Black History program and the Third of July F
ireworks, provide additional community events such as the Multi-Cultural Food Fest, Ice Skating, expanded Snow Day and many more events.
• Search for new grants to continue to uplift facilities and establish additional p
rogramming spaces for equitable access to our community. • Extend Tool Lending Library hours to evenings and Saturdays upon the hire of a full- t
ime staff member.
• Work with partners through the Love Your Block Grants for additional beautification op
portunities.
• Mail Activity Guide to the community twice a year.
• Actively use the Mobile Recreation Unit Trailer to foster outdoor recreational activities. • Funds from the Neighbor 2 Neighbor grant to be used to engage community through t
heir Neighborhood Councils.
97 Attachment 12 - Department Presentations FY2024-25 Budget1014 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 35 35

POSITIONS
98 Attachment 12 - Department Presentations FY2024-25 Budget1015 FISCAL YEAR 2024-25

PROPOSED BUDGET
99 Category FY 2023-24
Revised Budget
FY 2024-25
Proposed
Budget
Revenue
Licenses, Permits, Fees 609,478 563,950
Other Revenue 16,000 37,350
Rental Income 563,950 584,400
Grants 1,175,343
Total Revenue 2,364,771 1,185,700
Expenditures
Expenditures Salaries & Wages 3,984,002 5,857,237
Benefits 1,615,014 2,614,144
Professional & Admin 2,267,390 774,731
Other Operating 409,027 216,855
Utilities 69,199 43,700
Equipment & Contract Services 6,000 6,000
Cost Pool 366,110 1,211,359
Asset Capital Outlay 16,491 13,573
Grant Expenditures 150,523 66,315
Operating Transfer Out 77,500
Total Expenditures 8,961,257 10,803,914
Net Impact (6,596,486) (9,618,214)
Attachment 12 - Department Presentations FY2024-25 Budget1016

EMPLOYMENT &

TRAINING

DEPARTMENT
May 28, 2024
100
Attachment 12 - Department Presentations FY2024-25 Budget1017

ACCOMPLISHMENTS
IN FY 2023-24
 Awarded over $7 million dollars to provide employment and training services to R
ichmond residents.
o Served over 5,000 individuals in the career center and enrolled over 200 adults and d
islocated workers into our WIOA programs.
o Provide over 750 youth in career development, occupational skills training, and paid w
ork experience.
o RichmondBUILD graduates 75 construction pre-a pprentices. o YouthBUILD enrolled 45 youth in the year-r ound training and educational services. o RichmondBUILD approved as a California registered pre-a pprenticeship program o Enrolled over 65 people in occupational skills training in healthcare, transportation, i
nformation technology, and advanced manufacturing industries.  Events:
o Inaugural National Small Business Week– partnered with the City of Richmond’s Economic Development Department, Richmond Chamber of Commerce, Co-Biz, and Richmond Main Street to host small business events.
o Career Job Fair - o ver 800 job seekers attended and over 40 employers and community organizations were involved.
101
Attachment 12 - Department Presentations FY2024-25 Budget1018

DEPARTMENT

PROGRAM/SERVICES
Employment and Training Department provides a variety of job and training services to Richmond residents through the following programs.
 Career Center
o Provide computer services, fax, & printer
o A resource center for EDD and other community programs. o Provide onsite training and workshops for job readiness, resume building, i
nterviews, and other online occupational training.
 RichmondBuild
o Ensure a continuum of construction education & training. o Prepare residents for construction trades careers.
 YouthWORKS
o Provide year-r ound & summer employment, career pathways training, internships, and supportive services for youth to successfully transition into adulthood.  RichmondWORKS
o Helps residents obtain good jobs in high growth, high wage occupations through oc
cupational skills training and employment opportunities. o Provide business services.
102
Attachment 12 - Department Presentations FY2024-25 Budget1019 GOALS FOR FY 2024-25
 Build technical skills training, career pathways, and employment opportunities for Richmond residents in high- g
rowth, high-wage industries.
 Create “Quality Jobs” that provide livable wages with benefits and offer the most direct path to economic mobility a
nd broadly shared prosperity.
 Provide Richmond residents with the resources and services they need to enter, participate in, and complete b
roader workforce preparation, training, and education programs aligned with regional labor market needs.  Provide year-ro und, work-based learning and career technical education for 500 Richmond Youth ages 16 – 24.  Train 100 Richmond residents for jobs and careers in the construction & renewable energy sectors; expand d
irect-entry agreements with Building Trades.
 Provide access to workforce services in the community through place-b ased centers.  Expand the Beautify Richmond program.
 Secure funding for the Youth Healthcare pathway and the Healthcare ambassador programs.  Facilitate partnership between Richmond businesses and West Contra Costa Unified School Districts to connect p
athway programs to employment opportunities.
 Implement Building Bridges 2 Career Opportunities for high school juniors and seniors to prepare them for post- s
econdary education and employment opportunities.
103
Attachment 12 - Department Presentations FY2024-25 Budget1020 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 29 29

POSITIONS
104
Attachment 12 - Department Presentations FY2024-25 Budget1021 FISCAL YEAR 2024-25

PROPOSED BUDGET
105
Category FY 2023-24
Revised Budget
FY 2024-25
Proposed
Budget
Revenue
Grants 7,769,679 5,779,355
Operating Transfer In 2,852,907 2,756,777
E&T Allocation 748,765 995,163
Total Revenue 11,371,351 9,531,295
Expenditures
Expenditures Salaries & Wages 767,571 1,661,768
Benefits 1,683,712 1,657,906
Professional & Admin 1,748,712 954,000
Other Operating 80,744 53,000
Utilities 2,500 7,500
Equipment & Contract Services 1,241,496 679,790
Cost Pool 561,697 701,777
Asset Capital Outlay
Grant Expenditures 5,990,556 4,715,554
Total Expenditures 12,076,989 10,431,296
Net Impact (705,638) (900,001)
Attachment 12 - Department Presentations FY2024-25 Budget 1022

RICHMOND

RENT PROGRAM
May 28, 2024
106
Attachment 12 - Department Presentations FY2024-25 Budget1023

ACCOMPLISHMENTS
IN FY 2023-24
• Conducted RFP and in negotiations with new vendor to provide legal se
rvices to landlords and tenants
• Successfully conducted comprehensive training for Public Information and E
nrollment Staff
• Collaborated with the City of Richmond to assist in the development and p
ossible administration of sections a revised Rental Inspection Program • Collaborated with the City of Richmond to develop the City and Rent P
rogram’s new database
• Conducted several key mass mailings to landlords to increase compliance • Conducted over 10 educational workshops/webinars for landlords and t
enants
• Became first known Board or Commission to hold bilingual meetings with sim
ultaneous interpretation
• Continued to develop and implement components of the Comprehensive O
utreach Plan
• Continued to develop Tenancy Registration Outreach in conjunction with the new
City-wide database
• Partnered with UC Berkeley to conduct Tenant Survey
107
Attachment 12 - Department Presentations FY2024-25 Budget1024

RENT PROGRAM

SERVICES
The Rent Program is dedicated to administering and enforcing the Richmond Fair Rent, Just Cause for Eviction and Homeowner Protection Ordinance:
• Counseling Landlords and Tenants on their rights and responsibilities und er the Richmond Rent Ordinance
• Conducting Landlord/Tenant Dispute Resolution and Mediation • Enforcing the Rent Increase and Eviction Noticing Requirements (re quirement to submit copy of rent increase and eviction notices to the Rent Program) • Sending out Courtesy Compliance Letters f or potential violations of the Rent Ordinance • Engaging in Community Outreach Events
• Conducting Educational Workshops/W ebinars on the Rent Ordinance and associates laws
• Reaching community members t o educate them on requirements of the Rent Ordinance (through various forms of media, including mass mailings, social media, infographic video, among others)
• The Rent Adjustment Petition Process: L andlords and Tenants can petition for a rent increase or decrease
• Billing and collecting the Residential Rental Housing Fee th at funds the Rent Program 108
Attachment 12 - Department Presentations FY2024-25 Budget1025

GOALS FOR
FY 2024-25
• Enhance mass outreach (mass mailings, etc.)
• Enhance interpretation/translation services for Board meetings • Develop a balanced FY 2024-2 5 Operating Budget focused on outreach/education, increase compliance with requirement to pay the Rental Housing Fee • Continue to develop Tenancy Registration Outreach in preparation for new database • Increase collection rate of the Rental Housing Fee and maximize collection of delinquent a
ccounts
• Increase collaboration and partnerships with the City of Richmond • Continue to develop the Comprehensive Outreach Plan
109
Attachment 12 - Department Presentations FY2024-25 Budget1026 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 14 14

POSITIONS
110
Attachment 12 - Department Presentations FY2024-25 Budget1027

ECONOMIC

DEVELOPMENT

DEPARTMENT
May 28, 2024
Attachment 12 - Department Presentations FY2024-25 Budget 1028

ECONOMIC DEVELOPMENT DEPARTMENT

PROGRAM/SERVICES
The Economic Development Department implements City Council strategic priorities; promote arts, business and real estate, environmental and health initiatives by advancing programs to encourage sustainable neighborhoods and development for all those who live and work in the City of Richmond. Below are the divisions within the Economic Development Department:
• Arts & Culture Division a
dministers the 1 percent for Public Art for development and improvement projects and implement arts and culture programs within the City. • Economic/Business Development Division a ssists with connecting businesses to resources, relocate existing operations, connect to workforce development, and facilitating business- to-business transactions.
• Environmental & Health Initiatives p romotes systems and policy changes that support the development of healthy and sustainable neighborhoods.
• Port of Richmond is Northern's California's most diversified cargo handler. With its roots in petroleum and liquid bulk cargos, Richmond has expanded its dry bulk, liquid bulk cargo handling capabilities and has increased its automobile processing facilities.
• Real Estate Division m
anages City-owned sites and leases.
• Richmond Housing Authority p rimarily serves low and very low-income residents by offering affordable housing programs, utilizing HUD’s rent determination formulas, and complying with federal regulations and policies. It also secures additional funding for capital improvements and site revitalization.

Attachment 12 - Department Presentations FY2024-25 Budget 1029

ARTS & CULTURE DIVISION

ACCOMPLISHMENTS
IN FY 2023-24
• Selected five artists for public art commissions at Shields Reid, encompassing mosaic tiles, m
urals, sculptures, and photos.
• Public Art Master Plan approved by City Council.
• Selected a new Poet Laureate, Stephen Sharpe.
• Initiated the Parchester V illage Mural project under a $300,000 contract. • Attended Public Art Network event in San Jose.
• Issued Request for Qualifications (RFQ)/Request for Proposals (RFP) for Chef’s W
arehouse/Allen Brother’s mural and mosaic tile.
• Negotiated CAL Trans Werhle co ntract details including copyright, insurance, and permits. • Issued Request for Qualifications (RFQ)/Request for Proposals (RFP) for Chef’s W
arehouse/Allen Brother’s mural and mosaic tile.
• Solicitated participation for the Arts Registry
• Conducted community engagement sessions at Shields Reid Mosaic and Mural Site. • Solicited scholarships from Art Academy University (AAU). • Successfully completed 10 Neighborhood Public Art (NPA) Mini Grant contracts, • Offered Technical Assistance Workshop to artists
Attachment 12 - Department Presentations FY2024-25 Budget 1030

ARTS & CULTURE DIVISION

PROGRAM/SERVICES
• Support non-p rofit art organizations and local artists by collaborating with City departments, outside governmental entities, community -based organizations, foundations, and residents
• Administer the 1 Percent for Public Art f or development and improvement projects • Implement additional arts and culture programs such a s the Neighborhood Public Art Mini- Grants and activities of Richmond Poet Laureate
• Support the Richmond Arts and Culture Commission and Public A rt Advisory Committee with staffing and support
Osprey Bird Sculpture by Ridgeline Property Group
Mural: Judy Baca
Attachment 12 - Department Presentations FY2024-25 Budget 1031

ARTS & CULTURE DIVISION
GOALS FOR FY 2024-25
• Solicit and award $65,000 of Neighborhood Public Art grants Solicit and Select new NPA M
ini Grantees
• Select Allen Brothers mural and mosaic tile artists
• Select Art District Strategic Plan Consultant – ARPA • Participate in Library Renovation Public Art planning • Select Kennedy Park Art Commission
• Art maintenance of damaged installed art, i.e. graffiti tagged murals • Update Arts Cultural Plan
• Establish Memorial Art Policies and Procedures
• Print Brochure for Private Developers in English and in Spanish Ookwe Park
Ookwe Park
Attachment 12 - Department Presentations FY2024-25 Budget 1032
• Collaborated with the Economic Development Commission public event “Taste of Richmond 2023” at C
ivic Center Plaza in support of local food vendors.
• Received City Council approval of $1,250,000 American Rescue Plan Act (ARPA) funds to support small b
usinesses.
• Developed a comprehensive Business Tool Kit on the City’s website to support a business- f riendly model. • Implemented a calendar system for scheduling and tracking of small business appointments with E
conomic Development staff.
• Revamped the Revolving Loan Fund City webpages in partnership with Community First Lending. • Initiated and created a B ludot Customer Relations Management (CRM) software platform to track and communicate with businesses.
• Attended Contra Costa and Alameda County economic development and East Bay Economic D
evelopment Alliance meetings regarding regional and collaborative efforts. • Visited over 50 Richmond businesses in 2023.
• Initiated a “Buy-L ocal” Campaign
• Enriched the Economic Development’s webpage content
• Initiated meet-an d-greets between businesses and commercial/industrial brokers

ECONOMIC & BUSINESS

DEVELOPMENT

ACCOMPLISHMENTS
IN FY 2023-24
Attachment 12 - Department Presentations FY2024-25 Budget 1033

ECONOMIC & BUSINESS DEVELOPMENT

PROGRAM/SERVICES
The Economic and Business Development Division:
• Collaborate with businesses and or ganizations located within the City's major thoroughfares on business assistance needs and development of marketing strategies
• Partner with the Economic D evelopment Commission and local community stakeholder groups to develop and refine economic development strategies, policies, and activities within the Richmond Community
• Assist businesses i n connecting to resources, relocating existing operations, connecting to workforce development, and facilitating business-to- business transactions
• Implement economic development goals to nurture business attraction and r
etention, business recruitment, and market the City’s competitive advantage Attachment 12 - Department Presentations FY2024-25 Budget 1034

ECONOMIC & BUSINESS

DEVELOPMENT
GOALS FOR FY 2024-25
• Implement a Façade Improvement Pilot Program to support business owners and property ow
ners to improve the exterior of their commercial properties • Provide technical assistance and business advising to small businesses through creating a t
echnical assistance program and administering a grant program • Produce and release San Francisco Business Times 2024 insert for Fall 2024. • Hold Taste of Richmond 2024 to support local food vendors and businesses in July 2024. • Strengthen local partnerships and collaborate with Richmond organizations, including Co -B iz, Renaissance Center, RichmondWorks
• Market the City’s competitive advantage and identify strengths and work on streamlining City p
rocesses Bring innovation to Richmond
• Bring health center to Richmond
• Partner with M oxion and upcoming milestones for partnerships in expansion, workforce, and ribbon cutting
• Implement the Richmond Rising Transformative Displacement Avoidance Plan to ensure r
esidences and businesses have a long-term home in the Richmond Rising Project Area Attachment 12 - Department Presentations FY2024-25 Budget 1035

ENVIRONMENTAL & HEALTH INITIATIVES
ACCOMPLISHMENTS IN FY 2023-24
• Facilitated MCE (Marin Clean Energy) to present to the City’s Planning and Code E
nforcement Divisions on available residential energy efficiency and Electric Vehicle (EV) programs.
• Launched outreach of the Virtual Powerplant Pilot (VPP) Program to GRID in partnership w
ith MCE and Zero Net Energy (ZNE) Alliance to implement Richmond’s California Energy Commission grant
• 50 Residential and 10 Commercial Richmond customers enrolled in VPP Program • Hosted annual community workshop for the City’s no cost solar program for low -i ncome homeowners in partnership with the non- profit, GRID Alternatives • 27 No Cost Solar installed on low-i ncome Richmond homes • In partnership with Community Development, awarded $80,000 California Automated P
ermit Processing (CalAPP) grant to help local governments in California recover the cost of establishing an eligible automated, solar permitting platform • Hosted stakeholder workshop to receive feedback on draft Communities Local Energy A
ction Program (CLEAP) report
• Published CLEAP report on city-w ide building energy-use analysis to assess the impacts of various approaches to electrifying and improving energy efficiency of existing residential and commercial building in Richmond through technical assistance award from the Department of Energy (DOE)
Attachment 12 - Department Presentations FY2024-25 Budget 1036

ENVIRONMENTAL & HEALTH INITIATIVES
ACCOMPLISHMENTS IN FY 2023-24 (continued)
• Attended California Climate and Energy Collaborative Annual Climate and Energy Forum in S
anta Rosa
• Awarded $160,000 Energy Efficiency and Conservation Block Grant (EECBG) from the DOE • Completed settlement agreement with Pacific Gas and Electric (PG&E). Total additional r
evenue generation is estimated at $3.3M annually and one- time payment of $800,000. • Hosted two solid waste collection workshops to provide education and receive input on t
he agreement
• Hosted Nystrom Village Earth Day Neighborhood clean -up event • Hosted Pullman Neighborhood litter clean -up event with 28 volunteers collecting a total of 43 bags of litter
• Started competitive procurement process for solid waste collection agreement • Hosted two Green-B lue New Deal (GBND) Workforce Development workshops • Provided updates on the GBND Workforce Development at the Economic Development C
ommision (EDC), Richmond Workforce Development Board (RWDB), and Richmond Neighborhood Coordinating Council (RNCC)
• Hosted lit ter clean -up activity at Unity Park during the Martin Luther King Jr. Community Event.

Attachment 12 - Department Presentations FY2024-25 Budget 1037

ENVIRONMENTAL & HEALTH INITIATIVES

PROGRAM/SERVICES
The Environmental & Health Initiatives Division:
• Implement a nd monitor the Climate Action Plan to improve environmental quality and reduce GHG emissions
• Implement Health in All Policies (HiAP) to im prove health equity • Manage s olid waste and recycling agreements and compliance with State recycling mandates • Support city-w ide and regional initiatives to address blight and beautify the City such as the “I Heart Richmond” campaign
Attachment 12 - Department Presentations FY2024-25 Budget 1038

ENVIRONMENTAL & HEALTH INITIATIVES
GOALS FOR FY 2024-25
• Support implementation of Resilient and Healthy Homes through ECIA funded contract with GRID Alternatives • Partner with TCC Partners, local organizations, and businesses to host Bike to Whenever Day Energize Stations. • Distribute educational materials supporting prevention of illegal dumping • Support implementation of MCE Virtual Power Plant Pilot Program • Support implementation of California Energy Commission Grant through partnership with ZNE Alliance, MCE, RCF Connects, and ot hers • Continue to implement California Senate Bill 1383 and AB 34 Attachment 12 - Department Presentations FY2024-25 Budget 1039

REAL ESTATE DIVISION

ACCOMPLISHMENTS
IN FY 2023-24
• Reviewed and updated City leases and posted on the City’s website for full transparency • Executed leases with Congressman Garamendi, Men and Women of Valor, Richmond P
romise, Marina Lease with Safe Harbors and initial meeting with Watershed Nursery for an employee-owned lease
• Coordinated the Civic Center Security Team Meetings with Campus Stakeholders • Advanced the Terminal 1 Wharf Demolition with groundwork contracts • Worked with Finance Department on the Single Audit of Pt Molate • Directed environmental and engineering work to prepare Area FM for an environmental CAP • Researched background documents necessary for State Grant reimbursement for E
nvironmental funds expended to remediate the City Corporation Yard • Performed inspection with City staff and stakeholders on the environmental site also known as
Castro Encampment
• Managed with Guidiville Tribe representative requests and authorized entries to Pt Molate Attachment 12 - Department Presentations FY2024-25 Budget 1040

REAL ESTATE DIVISION

PROGRAM/SERVICES
• Manage City Real Property Interests including leases
• Coordinate with private developers a nd the community to encourage the development and service delivery in Priority Development Areas
• Provide real property services to public and other Departments including acquisition, relocation, su
rvey, appraisal, title, escrow, utility undergrounding district and other real property services in delivery of public real property projects
• Maintain facilities and required m aintenance including environmental remediation, property maintenance such as annual inspections of deed restricted properties, subtidal and shoreline maintenance, tactical responses and public health protections through environmental site improvements and dredging to comply with regular Marina maintenance • Ensure compliance with federal and state agencies s
uch as the United States Navy Base Reuse and
Closure (BRAC) Offices, EPA - CA Regional Water Board, Department of Toxic Substances Control (DTSC), County Health and San Francisco Bay Regional Authorities such as the San Francisco Bay Conservation & Development Commission (BCDC) and applications to (The Bay Restoration Regulatory Integration Team (BRRIT) relating to site remediation efforts. • Manage Pt M
olate including escrow fund management of federal funds, providing City responses to regulatory authorities and US Navy and management of activities at project site with Contractors, area stakeholders and fellow staff.

Attachment 12 - Department Presentations FY2024-25 Budget 1041

REAL ESTATE DIVISION
GOALS FOR FY 2024-25
• Continue work with Richmond Public Works and Police Departments and stakeholders t
o identify and assist in its prevention and remediation • Manage 9-D eed Restricted Properties in Marina Bay; Richmond Corporation Yard; Drew Middle, So and American Standard and Pt Molate with US Navy BRAC Staff • Continue with Agreement with State Coastal Conservancy for subtidal habitat r
estoration at Terminal 4
• Work on Pt Molate C onstructed Wetlands close out efforts and seek a long -term holder of a Conservation Easement.

Attachment 12 - Department Presentations FY2024-25 Budget 1042
FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 5 5

POSITIONS
Attachment 12 - Department Presentations FY2024-25 Budget 1043
FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Other Taxes 1,687,995 1,803,154
Licenses, Permits, Fees 400,000 400,000
Grant 9,164,115 6,827,869
Transfer In 846,778 86,778
Total Revenue 12,098,888 9,117,801
Expenditures
Salaries & Wages 473,946 1,232,070
Benefits 316,1460 439,734
Professional & Admin 5,004,717 4,740,175
Other Operating 73,755 73,546
Utilities 10,440 14,900
Equipment & Contract Services 273,000 1,000
Provision for Insurance Loss 1,500 1,500
Cost Pool 63,190 46,552
Asset/Capital Outlay 8,512,815 1,541,853
Grant Expenditures 982,251 250,000
Total Expenditures 15,711,773 8,341,333
Net Impact 3,612,885 776,468
Attachment 12 - Department Presentations FY2024-25 Budget1044

PORT OF RICHMOND ACCOMPLISHMENTS
IN FY 2023-24
• Hired a Port Director Charles Gerard - s tarted in October 2023 • Completing final stages of Wharf removal project at Terminal 4 • Tenant and Port Operator outreach: Meeting all port operators to open communication, collaboration • Local, regional and international meetings hosted: Bloomberg Harvard stakeholder meetings, East Bay E
DA tour, Norway Innovation event and tour, Other public & private interests • Meetings and events: CAPA Ports Day in Sacramento, CAPA Executive Directors meeting in Oakland, A
PAC Leaders Meeting on Ports in San Francisco, Offshore Wind Conference in Sacramento • Grant applications completed to DOT Marad and EPA Clean Ports Program • Commenced Projects with Council approval: Repairs to Processing Building, Paving and Traffic Calming, E
lectrical Repairs and upgrades, Shore power design, Flock cameras, Riggers Loft building painting • Agreement in place for Richmond to have a CARB -a pproved Carbon Emissions Control Solution (CACECS) provided by STAX Engineering to meet CARB At Berth Regulations for RoRo Ships • Commenced Planning process to move the Red Oak Victory Ship to Sheridan Point (multi -ye ar process) • RFP selection finalized for Bathymetric Survey of Inner Harbor Channel and Marina Channel • Completed Basin 1 RFP process and finalizing lease agreement with Dutra to increase revenue • Completed the GPP Performance Audit and GPP presentation to City Council in April 2024 Attachment 12 - Department Presentations FY2024-25 Budget 1045

PORT OF RICHMOND

PROGRAM/SERVICES
The Port of Richmond capitalizes on unique and diverse assets, an advantageous location, and an engaged workforce to be an economic driver for the City of Richmond.

The port provides safe and secure facilities to sustainable companies that support maritime trades and services.
• Revenue: T he Port generates revenue through leased properties and tariffs in imported cargo that fund operations and contribute to the Port Fund • Asset Management: Manage Port assets including to include physical i
nfrastructure, buildings, electrical backbone, water, drainage to support Port Ops • Regulatory Compliance: W ith federal, state, and local governmental mandates • Waterways Management: M onitor and ensure both federal channel and Port of Richmond terminals berth spaces are dredged to appropriate depths • Safety and Security: M aintain port access/roadways, signage, communications with RPD and Public Works to provide a clean, professional, safe environment • Grant Development: P ursue Port-related grant opportunities to fund upgrades • Business Development and Engagement: Participate in local, regional, state a
nd national organizations and engage community and industry to maximize port opportunities and potential for the benefit of the City of Richmond Attachment 12 - Department Presentations FY2024-25 Budget 1046

PORT OF RICHMOND
GOALS FOR FY 2024-25
• Engage with Cal Maritime, trade school programs and the broader community on workforce d
evelopment to meet the needs of growing Port operations • Lead, participate and complete the Bloomberg Harvard City Leadership Initiative – Innovation Track, with the Port of Richmond as the focused topic of the program • Complete Port audit process and address findings from the audit report including staffing to a
ppropriate levels to prioritize the mission of the Port • Initiate a facilities condition assessment of infrastructure, utilities, and buildings and commence t
he Strategic planning consultation process
Attachment 12 - Department Presentations FY2024-25 Budget 1047
FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 3 3

PORT OF RICHMOND

POSITIONS
Attachment 12 - Department Presentations FY2024-25 Budget 1048
FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24 Revised
Budget
FY 2024-25 Proposed
Budget
Revenue Rental Income 10,501,891 5,890,600
Uses of Money & Property 270,652
Grant 1,003,250 1,003,250
Total Revenue 11,505,141 7,164,502
Expenditures
Salaries & Wages 459,994 671,422
Benefits 268,361 309,969
Professional & Admin 999,394 1,604,794
Other Operating 8,200 11,200
Utilities 487,100 487,100
Equip & Contract Services 197,400 366,200
Provision for Insurance Loss 45,000 45,000
Cost Pool 481,859 511,288
Asset/Capital Outlay 5,575,000 4,301,500
Debt Service 4,267,000
Total Expenditures 12,789,308 8,344,473
Net Impact 1,284,167 1,179,971
Attachment 12 - Department Presentations FY2024-25 Budget 1049

RICHMOND HOUSING AUTHORITY (RHA)
ACCOMPLISHMENTS IN FY 2023-24
• Nevin Plaza Phase 1 sale and transfer.
• Nevin Phase 2 development agreement discussion initiated in March 2023. • Nevin Plaza rehabilitation kickoff celebration in March 2023 • Nystrom Village, 13 units rehabilitated to lease.
• 279 Nystrom Village tenant work orders completed, and proactive inspections commenced. • Completed Annual Plan and submitted Cost Allocation Plan to US Department of Housing and U
rban Development (HUD) for review.
• Hacienda Heights Grand Opening, fully leased, and completed closing for permanent financing of t
he project.
• Completed the City auditing process of two RHA backlog Audits ​ (2017, 2018) and submitted to HUD unaudited financial data through 2021.

Attachment 12 - Department Presentations FY2024-25 Budget 1050

RICHMOND HOUSING AUTHORITY

PROGRAM/SERVICES
The Richmond Housing Authority (RHA):
• Provide affordable housing for low and very low -in come residents of Richmond through federally funded programs.
• Administer and manage Public Housing for Nystrom Village w hich includes income and household composition reporting, lease enforcement, maintenance, vacancy turnaround, and property management.
• Manage RHA affiliated entities and agreements that support additional affordable housing u
nits in the City of Richmond (RHA Housing Corporation – Triangle Court, Friendship Manor; Easter Hill Housing Corporation – Richmond Village; Hacienda Heights; Nevin Plaza).

Attachment 12 - Department Presentations FY2024-25 Budget 1051

RICHMOND HOUSING AUTHORITY

GOALS FOR
FY 2024-25
• Continue the implementation of t he Public Housing Authority Recovering and Sustainability (PHARS) agreement between HUD, City of Richmond, and RHA (Nystrom Village, Richmond Village, Nevin Plaza, Hacienda, Administration Building) • Nevin Plaza I Rehabilitation
• Request for Qualifications and selection for the
d
evelopment of Nystrom Village
Attachment 12 - Department Presentations FY2024-25 Budget 1052
FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 5 5

RICHMOND HOUSING AUTHORITY
(RHA)

POSITIONS
Attachment 12 - Department Presentations FY2024-25 Budget 1053
FISCAL YEAR 2024-25

PROPOSED BUDGET
Category FY 2023-24
Revised Budget
FY 2024-25 Proposed
Budget
Revenue
Licenses, Permit, Fees 5,000 5,000
Fines & Forfeitures
Use of Money
Charges for Services
Other Revenue 36,800 99,854
Rental Income 277,868 277,868
Grants 3,016,889 2,936,610
Proceeds from sale of properties 57,000
Operating Transfer In 2,156,364 1,355,615
Total Revenue 5,549,921 4,674,947
Expenditures
Expenditures Salaries & Wages 628,307 557,028
Benefits 520,850 352,627
Professional & Admin 3,780,650 2,711,126
Other Operating 356,493 416,550
Utilities 191,113 226,500
Equipment & Contract Services 484,126 712,600
Provision for Insurance Loss 35,860 52,160
Cost Pool 123,197 123,197
Asset Capital Outlay 25,000 90,000
Grant Expenditures 722,631 436,661
Operating Transfer Out 895,282 1,005,547
Total Expenditures 7,763,509 6,683,997
Net Impact (2,213,588) (2,009,050)
Attachment 12 - Department Presentations FY2024-25 Budget1054

DEPARTMENT OF

CHILDREN & YOUTH
May 28, 2024
138
Attachment 12 - Department Presentations FY2024-25 Budget1055

ACCOMPLISHMENTS
IN FY 2023-24
 Awarded $1.4 million dollars to 20 youth-
s
erving organizations
 Released the FY 23-24 Request for
Proposals (per City Charter)
 Participated in local and regional
c
onvenings
 Supported Oversight Board at monthly
m
eetings
139
Attachment 12 - Department Presentations FY2024-25 Budget1056

DEPARTMENT

PROGRAM/SERVICES
 Fund youth-se rving organizations in alignment with the Community Needs Assessment and Strategic
Investment Plan (Richmond Fund for Children & Youth
Article 15)
 Support the 15-me
mber Oversight Board (e.g., board
recruitment, retention, development, training, agenda-
setting, meeting facilitation, etc.)
 Host City meetings to share how we deliver service,
op
portunities for collaboration, etc.
 Evaluate grantees, the grant process, collaborative
w
ork with other entities, and the program to document
the collective impact of the Fund.
140
Attachment 12 - Department Presentations FY2024-25 Budget1057

GOALS FOR
FY 2024-25
 Finalize and Release Annual Evaluations for FY 2020-21, 2021-22, 2022-23
 Finalize, publish and Release the Community Needs
A
ssessment and Strategic Investment Plan
 Award grants to FY 2024-2 5 applicants
 Release RFCY FY 2024-2 5 Request for Proposal and Award Grants
 Host service-p rovider working group and inter-
departmental meetings
 Explore opportunities to provide resources and technical a
ssistance to grantees
 Strengthen internship program
141
Attachment 12 - Department Presentations FY2024-25 Budget1058 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 6 6

POSITIONS
142
Attachment 12 - Department Presentations FY2024-25 Budget1059 FISCAL YEAR 2024-25

PROPOSED BUDGET
143
Category FY 2023-24
Revised Budget
FY 2024-25
Proposed Budget
Revenue
Grants
Operating Transfer In 6,453,091 7,575,272
Total Revenue 6,453,091 7,575,272
Expenditures
Expenditures Salaries & Wages 107,495 617,963
Benefits 180,081 228,488
Professional & Admin 7,093,311 7,432,032
Other Operating 25,000 301,048
Equipment & Contract Services 1,483,829 1,100,000
Cost Pool 24,445 16,298
Total Expenditures 8,914,161 9,695,829
Net Impact (2,461,070) (2,120,557)
Attachment 12 - Department Presentations FY2024-25 Budget 1060

COMMUNITY SERVICES -

TRANSPORTATION
May 28, 2024
May 28, 2024
144
Attachment 12 - Department Presentations FY2024-25 Budget1061

ACCOMPLISHMENTS
IN FY 2023-24
• Expanded public electric vehicle (EV) charging stations network for inc
reased accessibility and EV purchases within Richmond.
• Increased the number of publicly accessible electric vehicle c
harging stations.
• Maintained, expanded, and reduced the cost of LYFT travel for s
eniors and disabled persons.
• Launched the first electric carshare program in W est County • Launched the first electric On-D emand Shuttle service in the Bay Area
• Secured $860K in Hybrid and Zero Transmission Truck (HVIP) V
ouchers to augment the cost to purchase electric fleet vehicles for new and improved City fleet.
• Awarded $250K from the Federal Transportation Administration to
enhance Rtransit software.
• Hosted two Drive Electric Events to pr ovide EV and alternative energy education and outreach to promote clean transportation. 145
Attachment 12 - Department Presentations FY2024-25 Budget1062

DEPARTMENT

PROGRAM/SERVICES
The Community Services – Transportation Division is committed to implementing the Climate Action Plan of the City’s General Plan to have net- zero emissions by 2040. Below are the major areas of service in the Division:
• Manage Micr omobility services (bikeshare, on-demand shuttle and car share programs).
• Coordinate city electric vehicle (EV) service equipment capital im
provement and manage equipment.
• Steward fleet and transportation network electrification. • Provide planning and funding strategies for Fleet Services to aid in t
he transition from gas vehicles to electric vehicles.
• Provide EV and alternative energy education and outreach to p
romote clean transportation.
• Assist with active and long-ra nge transportation planning. • City Parking authority responsible for curb management, and public pa
rking stall inventory
146
Attachment 12 - Department Presentations FY2024-25 Budget1063

GOALS FOR
FY 2024-25
• Continue to partner with Regional and state agencies to build an effect
ive, equitable, and sustainable city.
• Continue to establish a long-term transportation vision, understand needs, and plan to support the implementation of projects in the future.
• Continue to assess where the City has been, where are we now, and where we want to go. A vision for Richmond emerged
through extensive community engagement that was guided by five goals: equity; economic vitality; environmental sustainability; safety and livability; and accountability and engagement. • Plan and implement strategies that support the future implementation of transportation investment priorities. • Host annual Drive Electric events and support Bike to Work Day events.
147
Attachment 12 - Department Presentations FY2024-25 Budget1064 FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 4 4

POSITIONS
148
Attachment 12 - Department Presentations FY2024-25 Budget1065 FISCAL YEAR 2024-25

PROPOSED BUDGET
149
Category
FY 2023-24
Revised
Budget
FY 2024-25
Proposed
Budget
Revenue
Licenses, Permits, Fees 25,000 30,000
Charges for Services 200 200
Other Revenue 20,000 20,000
Grants 2,209,446 2,211,296
Operating Transfer In 97,500
Total Revenue 2,352,146 2,261,496
Expenditures
Expenditures Salaries & Wages 466,188 323,666
Benefits 362,461 336,570
Professional & Admin 5,778,286 5,714,384
Other Operating 25,100 25,100
Utilities 2,500 2,500
Equipment & Contract Services 25,697 6,600
Cost Pool 306,087 689,051
Asset Capital Outlay 55,900 55,900
Operating Transfer Out 20,000
Total Expenditures 7,042,219 7,153,771
Net Impact (4,690,073) (4,892,275)
Attachment 12 - Department Presentations FY2024-25 Budget 1066

COMMUNITY CRISIS

RESPONSE PROGRAM
May 28, 2024
Community Crisis
Response
Program
Attachment 12 - Department Presentations FY2024-25 Budget 1067

ACCOMPLISHMENTS
IN FY 2023-24
• Completed a feasibility study and a robust community engagement process to provide City Council o
ptions for Community Crisis Response Program (CCRP) implementation • Received direction from City Council in September 2023 to develop the Community Crisis Response P
rogram in connection with the Office of Neighborhood Safety • Hired a new Community Crisis Program Manager
• Held informational interviews with other alternative response programs: Oakland (MACRO), Long Beach, W
est Hollywood and Eugene (CAHOOTS)
• Ride-a-lo ng with the Oakland MACRO team where we were able to get firsthand experience with field responders
• Joined the Harvard-Ke
nnedy Government Performance Lab Community of Practice
• Attended meetings concerning Medicaid reimbursement for Alternative Response to be well informed on v
arious funding streams
• Continue relationship building with Contra Costa County A3 program • Established relationships with Justice Center, National Institute for Criminal Justice Reform, and Vera I
nstitute
• Collaboration with the National Institute of Criminal Justice Reform (NICJR) has initiated a significant pr
oject focused on Data Dashboarding. This project aims to establish a comprehensive framework for collecting, analyzing, and interpreting data related to CCRP • City’s Personnel Board approved the Community Intervention Specialist job description in March 2023 .

Th
e Position will go to Council in May 2024 and then released. • Met with Richmond Police Department to discuss dispatch and call types. Staff also participated in a “sit- a-lo
ng” at the Communications Center to observe 911 dispatch and to discuss the implementation of CCRP
• Reimagining Task Force recommended a structure for the Community Advisory Board which will be b
rought before Council in June
New Community Crisis Program
Manager, Michael Romero
Attachment 12 - Department Presentations FY2024-25 Budget 1068

DEPARTMENT

PROGRAM/SERVICES
• Provide a non-law enforcement community response to address non-violent/non-felony mental health crises in Richmond
• Supporting community safety and addressing community trauma through community-based alternatives • Provide a community-based crisis response that is efficient and effective for medically vulnerable and socially marginalized people
• Navigate people to the right services at the right time by utilizing community responders with strong ties and connections to Richmond
• Development of a program that incorporates research, data analysis, existing assessments, and community input
FY 21-22
CCRP
Funding
(7/21)
(7/21 - 12/21)
CCRP Discussions
&
Initial Community
Conversations
Transfer
from Fire to
Comm.

Services
Dept.
(~1/22)
(4/22)

CCRP RFP
Released
Started
Attending
Monthly
County A3
Meetings
(5/22)
Urban Strategies
Council
Contract
Approved (7/22)
USC
Council
Update
(2/23)
USC Present
CCRP Plan
Options
(Tasks 3&4)
(5-6/23)
CCRP
Implementation
(Task 5)
After Council
Action in 6/23
Attachment 12 - Department Presentations FY2024-25 Budget 1069

GOALS FOR
FY 2024-25
• Post Community Intervention Specialist job description and commence re
cruitment
• Hire an Administrative Analyst to support the department • Recruit and appoint CCRP Community Advisory Board members • Develop specially designed protocols for CCRP service call referrals and follow
up
• Identify and order equipment
• Establish and strengthen referral relationships with community-b ased service providers
• Implement a citywide outreach and public education campaign, including t
he development of a new name
• Discuss a strong data collection, monitoring, and evaluation system with a focu
s on impact, outcomes, and efficacy
• Purchase vehicles
CCRP Presentation to the
Reimagining Public Safety Task
Force
Ride Along with Oakland’s MACRO Program
Attachment 12 - Department Presentations FY2024-25 Budget 1070
FY 2023-24 Approved
Positions
FY 2024-25 Proposed
Positions
Total Positions 11 11

POSITIONS
Attachment 12 - Department Presentations FY2024-25 Budget 1071
FISCAL YEAR 2024-25

PROPOSED BUDGET
Category
FY 2023-24
Revised
Budget
FY 2024-25
Proposed
Budget
Expenditures
Expenditures Salaries & Wages 1,204,919
Benefits 700,832
Professional & Admin 1,000,000
Total Expenditures - 2,905,751
Net Impact - (2,905,751)
Attachment 12 - Department Presentations FY2024-25 Budget 1072
City of Richmond
Draft Budget
Fiscal Year 2024-2025
May 28, 2024
1 Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager – Internal Services
LaShonda White, Deputy City Manager – Community Services Andrea Miller, Director of Finance
Mubeen Qader, Deputy Director of Finance
Jerry Gurule, Accounting Manager
Antonio Banuelos, Accounting Manager
DRAFT
Attachment 13 - Draft FY 2024-25 Budget Presentation
1073
Overview
 Accomplishments
 FY 2024-25 Budget Calendar (Process)
 General Fund Revenue Assumptions
 Draft General Fund Revenue Budget
 General Fund Expenditure Assumptions
 Draft General Fund Expenditure Budget
 American Rescue Plan Act
 Hilltop and Marina Bay Districts
 Capital Improvement Projects
 Next Steps 2
Attachment 13 - Draft FY 2024-25 Budget Presentation1074 Citywide Accomplishments
 Partnered with the City Council to complete the allocation of $27.7M in American Rescue Plan Act (ARPA)funds​
 Successfully negotiated and implemented the Classification and Compensation Study
 Adopted Balanced Budget for the second year in a row and increased the reserve levels to 21 percent with an assumed vacancy rate of 6%
 The City Manager ensured the completion and commencement of affordable housing developments at Hacienda Heights, Nevin Plaza, and Metro Walk Phase II.​
3 Attachment 13 - Draft FY 2024-25 Budget Presentation1075 Citywide Accomplishments (Continued)
 Obtained a ~$43 million Affordable Housing
Sustainable Communities (AHSC) grant for a 150-
units affordable housing development at the east side of BART Station
 Established 29 employment lists for new recruitments, onboarded 73 new full-time employees and processed 42
promotions since July 1, 2023, including filling critical leadership positions of Finance Director, Deputy Director of Community Services -Library, Port Director, Emergency
Services Manager, and Community Crisis Response Program Manager
 Commenced the 24-1 Richmond Fire Academy with eight (8) Probationary Firefighter Graduates all of whom joined the Richmond Fire Department 4
Attachment 13 - Draft FY 2024-25 Budget Presentation1076 Citywide Accomplishments (Continued)
 Achieved reductions in crime, marking the lowest homicide rate in over 50 years
 Implemented State Audit Recommendations
 Capital Improvement Program (CIP) Project Reporting System:

Created for enhanced transparency in the City’s 60 CIP and 12 Water Resource Recovery (WRR) Projects
 Terminal 4 (T4) Demolition (Shoreline Restoration) Project:

Completed design, bidding, and commenced construction
 Completed the renovation of Booker T. Anderson community center, will reopen on June 6
5 Attachment 13 - Draft FY 2024-25 Budget Presentation
1077
FY 2024-25 Budget Development Schedule

ACTION / ACTIVITY DATE
Budget Kick Off Meeting January 30
Budget Input Window January 30 thru February 16
Budget Hearings: City Manager, Finance Director, and Budget division meet with departments March 11 thru March 15
Union Budget Meeting March 21
Community Budget Meetings RNCC: April 08
Community: April 11 & 24
First Draft Budget May 7
FY 2023-24 Q3 Budget Review and Budget Study Session
on Proposed FY 2024-25 Operating Budget and FY 2024-29
Five Year Capital Improvement Plan, Department
Presentations and Develop Budget Checklist.

May 28
6 Attachment 13 - Draft FY 2024-25 Budget Presentation1078 Recommended Action
7 RECEIVE the draft Fiscal Year 2024-25 Annual Operating Budget and Fiscal Year 2024-29 Five-Year Capital Improvement Plan Budget presentation; and PROVIDE DIRECTION to staff prior to final budget adoption
Attachment 13 - Draft FY 2024-25 Budget Presentation
1079
FY 2024-25 Budget Development Schedule
8 ACTION / ACTIVITY DATE
Hilltop and Marina Bay Special Districts Update June 4
Review and Direction on Budget Checklist and changes to Proposed Budget June 4
City Council to Adopt FY 2024-25 Operating Budget, FY2024-29 Five Year Capital Improvement Plan, and Gann Limit June 18 Adopted FY 2024-25 Budget available in MUNIS July 1
Attachment 13 - Draft FY 2024-25 Budget Presentation
1080
General Fund Revenue Assumptions
9 Revenue Category Assumptions

PROPERTY
TAXES
Assessed Value (AV) Growth stems from a combination of factors such as 2 percent Consumer Price Index (CPI) growth for most properties and new valuation for properties that were sold during 2023.

SALES & USE
TAX
A 5.1 percent growth is included per Avenu Insights and Analytics; Vehicle Licenses Fee is tied to AV growth as well as Secured Property Taxes.

UTILITY USERS

TAX (UUT)
The analysis was in part provided by Avenu Insights and Analytics. Historically, growth rates applied to individual revenue streams with in the UUT category, such as Cable, and Telecom, continue to decrease due to industry changes. In addition, the Settlement Amount is due to expire in FY 2024-25, the cap amount paid by chevron is based on Energy Services CPI for the Bay Area.

Attachment 13 - Draft FY 2024-25 Budget Presentation
1081
General Fund Revenue Assumptions (Continued)
10 Revenue Category Assumptions

OTHER TAXES
Each revenue stream within Other Taxes changes year-to-year based on independent influences. Garbage fees are up by 4 percent based on historical changes, and Hotel Taxes are up 3 percent based on rebounding sector. The
Transfer Tax budgeted amount is based on the
formula provided in the City’s Guiding Fiscal Policy that mandates the use of the mean since implementation of the voter approved tiered structure.

Gas and electricity franchise changes stem from a
combination of recently updated franchise fee agreements with PG&E coupled with the growth factor used for UUT.

LICENSES, PERMITS &
FEES
The primary revenue stream is Business Tax and a growth factor of 2 percent is used as a CPI going forward

FINES &

FORFEITURES
Parking citations and Muni Court Fines are flat. Proposed amounts are lower than currently budgeted and tie to current year actuals and trends.

Attachment 13 - Draft FY 2024-25 Budget Presentation
1082
General Fund Revenue Assumptions (Continued)
11 Revenue Category Assumptions

USE OF MONEY &
PROPERTY Flat - zero growth

CHARGES FOR

SERVICES
Most items entered by corresponding departments based on their estimated level of service. Proposed amounts are lower than currently budgeted and tie to current year actuals and trends.

OTHER REVENUE Very unpredictable. Usually very little budgeted here and items are added as received.

RENTAL INCOME Proposed amounts are lower than currently budgeted and tie to current year actuals and leases.

GRANTS Only known grants are budgeted

PROCEED FROM SALE
OF PROPERTY Based on historic trend

OPERATING

TRANSFERS IN
Based on Analysis of the Pension Tax Override (PTORS) fund, estimated AV growth, minus scheduled uses. Left over funds are transferred to the General Fund.

Attachment 13 - Draft FY 2024-25 Budget Presentation
1083
General Fund Revenues
GENERAL FUND FY 2023-24 REVISED BUDGET FY 2024-25 PROPOSED BUDGET PCT CHANGE PROPERTY TAXES (52,181,354) (55,866,944) 7.1%
SALES & USE TAX (57,897,341) (61,366,250) 6.0%
UTILITY USERS TAX (57,938,011) (62,092,359) 7.2%
OTHER TAXES (24,144,377) (27,799,882) 15.1%
LICENSES, PERMITS & FEES (15,779,175) (16,252,810) 3.0% FINES & FORFEITURES (151,438) (176,438) 16.5%
USE OF MONEY& PROPRTY (1,796,421) (1,796,421) 0.0%
CHARGES FOR SERVICES (2,536,992) (3,255,703) 28.3%
OTHER REVENUE (238,480) (142,830) -40.1%
RENTAL INCOME (777,028) (777,478) 0.1%
INTERGOVERMENTAL STATE TAXES (125,000) (125,000) 0.0%
INTERGOVERMENTAL STATE GRANT (183,911) (130,000) -29.3% INTERGOVERMENTAL OTHER GRANT (280,000) (250,000) -10.7% PROCEEDS FROM SALE OF PROPERTY - (15,000) 100.0%
LOAN/BOND PROCEEDS (40,400) (40,400) 0.0%
OPERATING TRANSFERS IN (20,310,358) (22,421,539) 10.4%
TOTAL REVENUES (234,380,287) (252,509,054) 7.7%
12 Attachment 13 - Draft FY 2024-25 Budget Presentation1084 FY 2023-24 Vs. FY 2024-25 General Fund Revenues
13 -
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000Amount
Revenue Category
FY 2023-24 REVISED BUDGET FY 2024-25 PROPOSED BUDGET
Attachment 13 - Draft FY 2024-25 Budget Presentation
1085
General Fund Revenues
FY 2024-25 vs. FY 2023-24

PROPERTY TAXES
22%

SALES & USE TAX
24%

UTILITY USERS TAX
25%

OTHER TAXES
11%

LICENSES, PERMITS &
FEES
6%
OTHER
1%

USE OF MONEY& PROPRTY
1%

CHARGES FOR

SERVICES
1%

OPERATING TRANSFERS IN
9%
FY 2024-25
14 PROPERTY TAXES
22%

SALES & USE TAX
25%

UTILITY USERS TAX
25%

OTHER TAXES
10%

LICENSES, PERMITS & FEES
7%
OTHER
1%

USE OF MONEY& PROPRTY
1%

CHARGES FOR SERVICES
1%

OPERATING TRANSFERS IN
8%
FY 2023-24
Attachment 13 - Draft FY 2024-25 Budget Presentation
1086
General Fund Expenditure Assumptions
Expenditures Category Assumptions

SALARIES AND WAGES
The proposed Budget includes approved salary increases per each bargaining units’ approved Memorandum of Understandings and annual step increases for staff where applicable.

The proposed Budget includes a 6 percent position control vacancy rate City- wide, which is approximately $10.5 million. This assumption was also approved by the City Council in the adopted FY 2023-24 Budget to achieve a balanced budget, while City staff members continue to focus on retention, recruiting, and hiring.

PYROLL/FRINGE BENEFIT
Retirement and Healthcare costs are based on the most recent CalPERS valuation reports and current Kaiser rates, respectively, and will adjust as new information becomes available.

PROF & ADMIN Baseline budget
OTHER OPERATING Baseline budget
15 Attachment 13 - Draft FY 2024-25 Budget Presentation1087 General Fund Expenditure Assumptions (Continued)
Expenditures Category Assumptions
UTILITIES Baseline budget

EQUIPMENT & CONTRACT
SERVICES Baseline Budget

PROVISION FOR INSURANCE
LOSS Insurance Premiums

COST POOL
Vehicles, per Equipment Services provided list
General Liability, rates provided by Risk Mgmt. to achieve 80 percent confidence over 5 years
Civic Center Allocation, amount driven from the debt service, cash balance, and square footage used by programs
ASSET/CAPITAL OUTLAY Based on draft Capital Improvement Plan 16 Attachment 13 - Draft FY 2024-25 Budget Presentation1088 General Fund Expenditure Assumptions (Continued)
Expenditures Category Assumptions

DEBT SERVICE
EXPENDITURE Debt Service Schedule, maintained by Treasury A87 COST PLAN
REIMBURSEMENTS Based on current Admin Cost Allocation Plan pending new plan GRANT EXPENDITURES Based on the awarded grants

OPERATING TRANSFERS
OUT
Recurring and onetime subsidies to Non-GF programs. Reimagining Public Safety allocations same as current year.
17 Attachment 13 - Draft FY 2024-25 Budget Presentation 1089
General Fund Expenditures
18 *FY 2023-24 Revised Budget includes $11.9 Million for several City Council approved Capital Projects on September 26, 2023 and March 5, 2024 (appropriations from prior year unspent fund balance).

GENERAL FUND FY 2023-24 REVISED BUDGET FY 2024-25 PROPOSED BUDGET PCT CHANGE SALARIES AND WAGES 85,847,575 95,236,672 10.9%
PYRLL/FRINGE BENEFIT 65,538,296 70,666,261 7.8%
PROF & ADMIN 21,688,714 21,301,798 -1.8%
OTHER OPERATING 8,963,844 8,762,886 -2.2%
UTILITIES 5,690,630 5,594,204 -1.7%
EQPT & CONTRACT SVCS 5,946,835 4,315,665 -27.4%
PROVISN FOR INS LOSS 34,200 35,500 3.8%
COST POOL 21,593,734 24,700,598 14.4%
ASSET/CAPITAL OUTLAY 2,817,457 2,502,328 -11.2%
DEBT SVC EXPENDITURE 841,353 850,905 1.1%
A87 COST PLAN REIMBS (3,514,373) (3,514,373) 0.0%
GRANT EXPENDITURES 98,723 49,013 -50.4%
*OPER XFERS OUT 30,748,126 22,007,597 -28.4%
TOTAL EXPENDITURES 246,295,113 252,509,054 2.5%
Attachment 13 - Draft FY 2024-25 Budget Presentation
1090
FY 2023-24 Vs. FY 2024-25 General Fund Expenditures
19 -20,000,000
0 20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000

SALARIES AND WAGES

FRINGE BENEFITS

PROFESSIONAL & ADMIN

OTHER OPERATING

UTILITIES

EQUIPMENT & CONTRACT
SVCS

PROVISN FOR INS LOSS

COST POOL

ASSET/CAPITAL OUTLAY

DEBT SVC EXPENDITURE
A87 COST PLAN REIMBS

GRANT EXPENDITURES
*OPER XFERS OUT
Amount
Category
FY2023-24 REVISED BUDGET FY2024-25 DRAFT BUDGET
Attachment 13 - Draft FY 2024-25 Budget Presentation
1091
General Fund Expenditures
FY 2024-25 vs. FY 2023-24
20 SALARIES AND
WAGES
35%

PYRLL/FRINGE

BENEFIT
26%

PROF & ADMIN
9%

OTHER OPERATING
4%

UTILITIES
5%
OTHER
9%

OPER XFERS OUT
12%
FY 2023-24

SALARIES AND
WAGES
38%

BENEFITS
28%

PROFESSIONAL &
ADMIN
8%
OTHER

OPERATING
3%

UTILITIES
4%
OTHER
10%

TRANSFERS OUT
9%
FY 2024-25
Attachment 13 - Draft FY 2024-25 Budget Presentation
1092
General Fund FY 2024-25 DRAFT Budget
21 FY 2023-24 FY 2024-25 PCT

GENERAL FUND REVISED BUDGET PROPOSED BUDGET CHANGE
TOTAL REVENUES (234,380,287) (252,509,054) 7.7%
TOTAL EXPENDITURES 246,295,113* 252,509,054 2.5%
NET (-SURPLUS)/+DEFICIT 11,914,826* - -
*FY 2023-24 Revised Budget includes $11.9 Million for several City Council approved Capital Projects on September 26, 2023 and March 5, 2024 (appropriations from prior year unspent fund balance).

Attachment 13 - Draft FY 2024-25 Budget Presentation
1093
Historical General Fund
Revenues vs. Expenditures
*2024 Revised Budget as of Mid-Year, Adopted on March 5, 2024 **2025 Proposed Budget as of May 28, 2024
-
50,000,000
100,000,000
150,000,000
200,000,000
250,000,000
300,000,000
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024* 2025** Amount
Fiscal Year
Expenditures Revenue
22 Attachment 13 - Draft FY 2024-25 Budget Presentation1094 Pension Costs
Plan Normal Cost
Unfunded
Accrued
Liability ( UAL)
Payment
Total
Minimum for
FY2024-25
Total
Unfunded
Accrued
Liability
Retirees
Public Safety 6,967,185 18,906,301 25,873,486 246,679,818 559 Miscellaneous 4,514,746 10,460,916 14,975,662 134,277,556 1,015 Total 11,481,931 29,367,217 40,849,148 380,957,374 1,574 23 Attachment 13 - Draft FY 2024-25 Budget Presentation1095 Pension Costs: Unfunded Accrued Liability
Comparison
24 -
500,000,000
1,000,000,000
1,500,000,000
2,000,000,000
City of Oakland
City of Berkeley
City of Hayward
City of Fremont
City of Richmond
City of Vallejo
City of Alameda
City of Concord
City of Napa
City of Walnut Creek
City of San Leandro
City of Antioch
City of San Ramon
1,919,695,000
627,362,778
510,093,727
449,512,143
369,613,204
334,970,706
305,442,973
233,630,264
216,818,403
145,592,569
141,216,723
135,813,676
45,819,967
Dollars
City
Attachment 13 - Draft FY 2024-25 Budget Presentation1096 Other Post Employment Benefits (OPEB)
25 Plan Unfunded Liability Funded Ratio
City Plan 66,878,939 38.2%
RPOA Plan 7,841,862 55.4%
Total 74,720,801
Attachment 13 - Draft FY 2024-25 Budget Presentation
1097
American Rescue Plan Act (ARPA) ( Continued)
Project Amount Department Status
Library Infrastructure Grant Match $2,258,113 Public Works & Community Services
Spent/Encumbered/I
n progress ($300k)
MLK Park Turf Field $150,000 Public Works & Community
Services Completed
Nevin Community Center - Heating, Ventilation,
Air Conditioning (HVAC) Improvements $10,250 Public Works Completed Nevin Plaza Housing Project $1,750,000 Economic Development - Richmond Housing Authority Completed
North Richmond Pump Station $1,068,152 Public Works - Waste Water Recovery In Progress
Nystrom Village $2,000,000 Economic Development -
Richmond Housing Authority In Progress
Parks/Restrooms $7,703,008 Public Works Planning
26 Attachment 13 - Draft FY 2024-25 Budget Presentation 1098
American Rescue Plan Act (ARPA)
Project Amount Department Status
ADA Misc. Sidewalk Rehabilitation Project $2,360,094 Public Works Encumbered ARPA Technical Assistance $150,000 Finance Encumbered
Art Initiative $250,000 Economic Development Planning
Blue/Green New Deal & Just Transition $300,000 Economic Development Encumbered Booker T. Anderson Community Center -
HVAC Improvements $500,000 Public Works Partially Encumbered Community Beautification
(13Th Street Complete Streets Project) $1,000,000 Public Works Design Phase Community Needs Assessment $250,000 Community Services Completed Ferry Point Dornan Pump Station $731,848 Public Works - Waste Water Recovery Completed
Infrastructure: Booker T Anderson Center $1,000,000 Public Works Partially Encumbered Infrastructure: Stormwater $750,000 Public Works - Stormwater Planning 27 Attachment 13 - Draft FY 2024-25 Budget Presentation 1099
American Rescue Plan Act (ARPA) ( Continued)
Project Amount Department Status
Recreation Center Administration - HVAC
Improvements $25,025 Public Works Complete
Richmond Rapid Response Fund (Direct
Disbursements, Rent Relief & Guaranteed
Income)
$1,000,000 Community Development Partially Encumbered
Small Business Support $1,250,000 Economic Development Planning Tenant Protection & Rental Assistance $1,984,233 Community Development Partially Encumbered Unhoused Flex Funds $50,000 Community Development Complete Youthworks $1,200,000 Community Services In progress
Total $27,740,72
28 Attachment 13 - Draft FY 2024-25 Budget Presentation1100 Hilltop and Marina Bay District Updates
Hilltop Landscape Maintenance District Engineer’s Report An Intent to Adopt June 4,2024
Plan Adoption July 2, 2024
Marina Bay Landscape Maintenance District Engineer’s Report An Intent to Adopt June 4, 2024
Plan Adoption July 2, 2024
29 Attachment 13 - Draft FY 2024-25 Budget Presentation1101 TRAFFIC CALMING 18 LOCATIONS
FY 2023-24 UPDATE
Priority Location Type Phase Construction
Schedule
Alternate
Construction
Schedule
Method of
Construction
1 15th St/ Macdonald Ave RRFB Bid/Award Aug 24 – Oct 24 JOC 2 Carlson Blvd and Carl Ave RRFB Design Oct 24 – Dec 24 Sept 24 JOC/On-Call 3 16th St/Macdonald Ave Bike Signal/Timing Design Oct 24 – Dec 24 JOC 4 Esmond Ave: 24th St and 26th St Speed Hump Completed Completed Operations 5 S 37th St and Wall Ave Sideshow Bid/Award Aug 24 – Oct 24 JOC 6 Merced St/Carl Ave Striping/Signs Design Oct 24 – Dec 24 JOC JOC = Job Order Contracting
RRFB = Rectangular Rapid Flashing Beacon
*Aggressive schedule pending bid/award (~3 Month Variation) 30 Attachment 13 - Draft FY 2024-25 Budget Presentation1102 Priority Location Type Phase Construction
Schedule
Alternate
Construction
Schedule
Method of
Construction
7 32nd St: Garvin Ave and Clinton Ave Speed Hump Completed Completed Operations 8 Mariposa St and Carl Ave Drainage Design Sept 24 On-Call 9 Bayview Ave/I-580 Overpass Sidewalk Design Oct 24 – Dec 24 Formal Contract 10 29th St and Vale Rd Striping/Signs Bid/Award Aug 24 – Oct 24 JOC 11 41st/42nd St Striping/Signs Design Oct 24 – Dec 24 JOC 12 S 55th St Speed Hump Construction May 24 – Jun 24 Operations JOC = Job Order Contracting
*Aggressive schedule pending bid/award (~3 Month Variation) 31 TRAFFIC CALMING 18 LOCATIONS
FY 2023-24 UPDATE (Continued)
Attachment 13 - Draft FY 2024-25 Budget Presentation
1103
TRAFFIC CALMING 18 LOCATIONS
FY 2023-24 UPDATE (Continued)
Priority Location Type Phase Construction
Schedule
Alternate
Construction
Schedule
Method of
Construction
13 State Ave and 49th St Speed Hump Completed Completed Operations 14 Carlson Blvd/Sutter Ave RRFB Design Oct 24 – Dec 24 Sept 24 JOC/On-Call 15 Carlson Blvd/Shasta St RRFB Design Oct 24 – Dec 24 Sept 24 JOC/On-Call 16 Carlson Blvd/Tehama Ave RRFB Design Oct 24 – Dec 24 Sept 24 JOC/On-Call 17 Three Rail Crossings: Point Richmond Striping/Signs Design Oct 24 – Dec 24 Sept 24 JOC/On-Call 18 Barrett Ave and Key Blvd Sideshow Bid/Award Aug 24 – Oct 24 JOC JOC = Job Order Contracting
RRFB = Rectangular Rapid Flashing Beacon
*Aggressive schedule pending bid/award (~3 Month Variation) 32 Attachment 13 - Draft FY 2024-25 Budget Presentation1104 Estimated Completion by June 2024
33 1. 23G06 ATP Quick Build Cutting/Hoffman

2. 23G07 ATP Quick Build Harbour Way S. Cycle Track

3. CSA20 Auditorium Convention Center Upgrades

4. 23008 Booker T. Anderson Community Center Fire Restoration

5. 01Z10 Dornan Drive Force Main Rehabilitation

6. 01U10 Ferry Pump Station

7. 22A01 Full Trash Capture Facilities

8. 29125 Greening the Yellow Brick Road

9. 23023 Greenway Rehab and Bike Education

10. 23010 Process Building Window Repair

11. 23037 Santa Rita Road Stabilization Project

12. SB115 Street Paving – SB1 – Cutting Harbour Way S. Bikeway

13. 29113 Yellow Brick Road
Santa Rita Rd.

Stabilization Project
ATP Quick Build Projects
Booker T. Anderson Community Center
Fire Restoration
Attachment 13 - Draft FY 2024-25 Budget Presentation
1105
Anticipated Completion End of 2024

1. AR247 Book er T. Anderson Community Center HVAC Renovation and Rebuild

2. 23029 Dirt World Bike Park

3. 22A02 Flood Risk Reduction - Rheem Creek

4. 23041 Lincoln Safe Routes to School

5. 07001 Nevin Ave. from 19th to 27th St - Closeout Only

6. 23048 Street Sweeping Signs

7. 23021 Terminal 4 Wharf Removal

8. 23047 Traffic Signal Improvement - 6th St and Macdonald Ave

9. 23011 Area FM CAP

10. 36028 Cafeteria Building at Shipyard #3
*
Schedules are subject to change due to bid/award process, material procurement and weather Dirt World Bike Park
34 Attachment 13 - Draft FY 2024-25 Budget Presentation1106 Anticipated Completion End of 2024 (Continued)

11. 01X10 G rit and Aeration Replacement

12. PM902 Point M olate Cottage Roof Stabilization

13. 36011 Point Po trero Marine Terminal (PPMT) ElectricalMaintenance

14. 23030 Richmond Communities Clean Collaborative - Boorman Park Site Remediation

15. 16G20 TCC/E- Bike Share

16. 36020 Terminals 7 & 8 Dredging

17. 36021 Yacht Entrance Ha rbour Dredging

18. 23032 Yellow Brick Road Clean, Green and Beautiful
*
Schedules are subject to change due to bid/award process, material procurement and weather 35 Attachment 13 - Draft FY 2024-25 Budget Presentation1107 FY 2024-25 Budget Development Next Steps
36 ACTION / ACTIVITY DATE
Hilltop and Marina Bay Special Districts Update June 4
Review and Direction on Budget Checklist and changes to Proposed Budget June 4
City Council to Adopt FY 2024-25 Operating Budget, FY 2024- 29 Five Year Capital Improvement Plan, and Gann Limit June 18 Adopted FY 2024-25 Budget available in MUNIS July 1
Attachment 13 - Draft FY 2024-25 Budget Presentation
1108
Recommended Action
37 RECEIVE the draft Fiscal Year 2024-25 Annual Operating Budget and Fiscal Year 2024-29 Five-Year Capital Improvement Plan Budget presentation; and PROVIDE DIRECTION to staff prior to final budget adoption
Attachment 13 - Draft FY 2024-25 Budget Presentation
1109
38 Attachment 13 - Draft FY 2024-25 Budget Presentation1110 Attachment 14 – Councilmembers’ Questions/Comments from May 28, 2024 Mayor Martinez

• Expressed that the City Council wants to focus on beautification, which entails the need for additional personnel. Therefore, staff should focus on hiring. • Noted that the Police Department is receiving the largest increase among all departments.

Vice Mayor Jimenez

• Advocating for upgrades on Solano Avenue and proposed the establishment of a transportation division dedicated to addressing traffic issues. • Advocating for the creation of a new crew within the Parks division specifically focused on tree maintenance.
• Requested a list of City-wide vacancies including titles and the cost of positions. o What is the vacancy rate by department?
o How is the vacancy rate determined?
o How were the vacancy savings spent?
• Why has only $16 million of the $21 million allocated for the cost pool budget been expended as of March 2024 (Q3)?

McLaughlin

• Why is the proposed revenue budget for CIP lower than the expenditure budget? • Are the two positions allocated for housing program included in the budget? • Can I assure the constituents that they are on the list for traffic calming? • Proposing an increase in staffing for KCRT and IT.

Willis

• Can we look into temporary Traffic Calming solutions for certain problematic corridors until a permanent solution can be implemented?
o What is our flexibility to do so?

Bana

• Develop a priority list based on safety criteria for selecting traffic calming projects and establish a mechanism for selecting projects.
o What kind of staffing resources are needed for data collection regarding traffic safety?
• Are we exploring the expansion of grant writing efforts to secure funding for projects benefiting all City districts, considering property tax contributions? • What does the Risk Management 80 percent confidence level mean? • What portion of the budget is allocated for legal expenses? • Can we add an Arborist position?
• Is there any additional funding for Wildfire safety staffing? • Requested the following additions (via email):

1. Dog park(s)

2. Dog poop stands with plastic bags and trash cans

3. Bike garden at Cheese Park

1111
Attachment 14 – Councilmembers’ Questions/Comments from May 28, 2024 Zepeda

• How can OPEB costs be lowered? The question was targeted towards the City Attorney. • Supported the expansion of traffic calming projects to cover all areas of the City. • Requested the following additions (via email):

1. ~$50,000 - 503 Canal Blvd, Gate Automation, Fire Department Key Operation Only, a. Modify the existing 25' gate to utilize an electric motor operator enabled only by the Fire Department key.
b. Operator is to be powered by solar panels with battery backup. The solar panel will be installed in an adjacent planter.

2. ~$15,000 – 501 Canal Blvd, Automation of the existing sliding vehicle access gate from East Richmond Avenue

Robinson
• Supports additional staffing to manage cutting and maintaining medians. • Expressed concern about the staffing shortage in Code Enforcement • What are the next steps once the CIP queue for traffic calming projects is cleared? • How much funding is currently allocated to the Paving program? • Is there an opportunity to combine repairs with these projects? • Has the ARPA budget for parks and restrooms increased?

1112
Attachment 15 - FY 2024-25 Equipment Replacement List
No. Year Make Model Department Re-budgeted
from FY23/24
New Cost Pool
FY24-25
1467 2012 FORD FUSION CHIEF'S CAR FIRE 80,000.00
475 2011 FORD F-250 BC RIG FIRE 70,000.00 10,000.00 468 2001 CHEVY TYPE IV FIRE 450,000.00
474 2011 FORD F-250 BC RIG FIRE 80,000.00
447 2015 CHEVY TAHOE FIRE PREVENTION 80,000.00
448 2015 CHEVY TAHOE FIRE PREVENTION 80,000.00
449 2015 CHEVY TAHOE FIRE PREVENTION 80,000.00
542 2009 FORD TRANSIT VAN FIRE 80,000.00
513 2008 SPARTAN GLADIATOR TILLER FIRE 1,450,000.00
514 2008 SPARTAN GLADIATOR PUMPER FIRE 1,300,000.00
60 2009 FORD E-350 TRANSPORT VAN POLICE 175,000.00
85 2010 FORD FUSION CIVILIAN 70,000.00
114 2010 FORD FUSION CIVILIAN 70,000.00
404 2010 FORD FUSION CIVILIAN 70,000.00
1031 2010 FORD CROWN VICTORIA POLICE 75,000.00
80 2011 FORD CROWN VICTORIA POLICE 75,000.00
1035 2011 FORD RANGER CIVILIAN 55,000.00
1102 2019 FORD UTILITY AWD POLICE 75,000.00
1103 2019 FORD UTILITY AWD POLICE 75,000.00
1105 2019 FORD UTILITY AWD POLICE 75,000.00
1222 2017 FORD UTILITY AWD POLICE 75,000.00
1135 2017 FORD UTILITY AWD POLICE 75,000.00
96 2009 FORD CROWN VICTORIA POLICE 75,000.00
1159 2017 FORD UTILITY AWD POLICE 75,000.00
1178 2017 FORD UTILITY AWD POLICE 75,000.00
75 2008 CHEVROLET IMPALA POLICE 75,000.00
92 2011 FORD CROWN VICTORIA POLICE 75,000.00
1177 2017 FORD UTILITY AWD POLICE 75,000.00
1011 2009 SUZUKI DR-Z DIRT BIKE POLICE 10,000.00
1012 2009 SUZUKI DR-Z DIRT BIKE POLICE 10,000.00
1013 2009 SUZUKI DR-Z DIRT BIKE POLICE 10,000.00
1014 2009 SUZUKI DR-Z DIRT BIKE POLICE 10,000.00
1015 2009 SUZUKI DR-Z DIRT BIKE POLICE 10,000.00
113 2010 FORD FUSION CODE ENF. 55,000.00
126 2009 INTERNATIONAL TRANSPORT STREETS 210,000.00
157 2009 INTERNATIONAL 10 YD. DUMP STREETS 210,000.00
164 2009 INTERNATIONAL 10 YD. DUMP STREETS 210,000.00
160 2010 FORD CONE TRUCK HILLTOP 175,000.00 - N/A ADDITIONAL UNIT CONE TRUCK ABATEMENT 37,754.61 137,245.39 425 FORD F-150 1/2 TON PICKUP PARKS 60,000.00
N/A ADDITIONAL UNIT 12' TRAILER ABATEMENT 45,000.00
393 2010 INTERNATIONAL 60' BUCKET TRUCK ELECTRICIANS 235,000.00 137 2009 FORD ESCAPE PARKS 55,000.00
316 2008 FORD F-250 HILLTOP 55,000.00 -
430 2009 FORD ESCAPE RECREATION 55,000.00
431 2010 FORD FUSION RECREATION 50,000.00 - 398 2009 FORD ESCAPE FACILITES 60,000.00
172 2008 FORD F-150 STREETS 50,000.00
391 2008 FORD E250 FACILITES 50,000.00
409 2008 CHEVROLET IMPALA PORT 50,000.00
974 2005 CHEVROLET 3500 STREETS 85,000.00
247 2008 FORD F-150 ABATEMENT 50,000.00
4362 2017 TORO Z MASTER MARINA 25,000.00
Total 387,754.61 6,797,245.39
1113

June 4, 2024

Human Resources

DATE: June 4, 2024
TO: Mayor Martinez and Members of the City Council
FROM:

Nickie Mastay, Deputy City Manager, Internal Services
Sharrone Taylor, Director of Human Resources
Subject:

Final Written Report of the Raftelis Workforce Analysis and PowerPoint Presentation
FINANCIAL IMPACT: N/A

PREVIOUS COUNCIL
ACTION:

May 2, 2023, February 6, 2024, May 7, 2024

STATEMENT OF THE
ISSUE:

The City was audited by the State of California and was directed to conduct a workforce analysis. A Request for Proposals was issued to find a consultant to conduct a
workforce analysis. City Council approved a contract with Raftelis Financial Consultants (Raftelis). Raftelis has completed the study and issued the final report.

RECOMMENDED ACTION:

RECEIVE the final written report from Raftelis Financial Consultants regarding their workforce analysis – City
Manager’s Office/Human Resources Department (Nickie
Mastay/Sharrone Taylor 510-620-6602). This item was
continued from the May 28, 2024, meeting.

AGENDA
REPORT
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June 4, 2024
DISCUSSION:

Background
On April 4, 2022, the City of Richmond was notified by the State Auditor that they would be conducting an audit of the City as approved by the Joint Legislative Audit Committee on June 30, 2021. The State Auditor's local audit program identifies and supports local government agencies that might be at high risk based upon analysis of a City's audited financial statements. Richmond's risk assessment began in February 2021, based on the City's June 2020 financial statements. The audit formalized eleven (11) recommendations to the City. The 6th recommendation from the State Auditor pertained to conducting a workforce analysis to mitigate the costs of increasing salaries. It is required that the City perform a workforce analysis by June 2024. Based on the results of the analysis, the State recommended that the City Council consider eliminating vacant positions deemed unnecessary. Additionally, the City should assess its need for each vacant position before it seeks to fill it and eliminate any positions it does not need.

Workforce Analysis and Study
The City entered a contract with Raftelis Financial Consultants (Raftelis) in May 2023 to conduct a Workforce Analysis. The purpose of the Workforce Analysis was to:

 Reassess the Size of the City Staff: Meet with Department Directors via the City Manager and Human Resources Director to assess staffing needs to determine if the department needs fewer additional staff than their vacancies would suggest.
 Succession Planning and Vacancies: The City is taking a measured approach to filling vacancies. This allows the City time to determine whether any departments, including public safety, should or could operate with fewer staff.

While taking a measured approach to filling vacancies, potential retirements must be analyzed to determine proper succession planning.
 Department Analysis: Facilitate various meetings between/among department directors to determine the current workflow with the current staff in each respective department/division to determine if the department is operating at optimum accuracy and efficiency. Produce a written document summarizing this analysis with workflow and staffing recommendations.

The project commenced in August 2023, with Raftelis meeting with various stakeholders, including the City Council, regarding the analysis. Raftelis then interviewed key City personnel to develop an understanding of each department, including the organization, structure, and staffing. Raftelis conducted interviews at all levels, including managers, supervisors, and line-level staff, as well as several follow-up interviews.

Final Report
The study culminated in Raftelis issuing a draft report in March 2024, finalized in May 2024 (Attachment 1). The final report outlines the study's full scope, methodology, and 1115

June 4, 2024
data analysis. Raftelis provides a detailed department summary, including staffing level history, structure, and core services. The report also analyzes the data they reviewed and includes key observations, staffing, and operational recommendations.

In addition, it should be noted that this report may not represent the preferences of Councilmembers. The City Council and City staff always prefer to provide a high level of services to the Richmond community. Keeping with these values, the Richmond City Council continues to explore and direct policy to increase revenue generation strategies, aiming to improve service delivery, health, and environmental safety while rebuilding the built environment.

1116

CITY OF
Richmond
Citywide Workforce Analysis

Project Report / May 3, 2024

1117

CITY OF RICHMOND CITYWIDE WORKFORCE ANALYSIS

1118

19 Garfield Place, Suite 500 Cincinnati, OH 452 02

www.raftelis.com

May 3, 2024

Ms. Nickie Mastay, Deputy City Manager
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804

Subject: Citywide Workforce Analysis Report

Dear Ms. Mastay:

We are pleased to provide this report presenting our analysis of the City of Richmond’s (City) workload and staffing.

This organizational assessment was undertaken to evaluate staffing levels and the need for budgeted vacant positions citywide in response to a recommendation from the California State Auditor. This report summarizes our analysis of staffing and service levels within each department based upon current program and service offerings in order to develop recommendations on staffing levels, organization structure, succession planning, and to identify opportunities to increase operational efficiency.

The City of Richmond is fortunate to be staffed with employees who care deeply about the community and are passionate about the community . We are confident the City Council can use this report to better understand the staffing requirements for existing City programs and services and to then determine priorities to address community needs.

Thank you for the opportunity to serve the City of Richmond.

Sincerely,

Michelle Ferguson
Vice President - Organizational Assessment

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CITY OF RICHMOND CITYWIDE WORKFORCE ANALYSIS

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CITY OF RICHMOND CITYWIDE WORKFORCE ANALYSIS
Table of Contents

EXECUTIVE SUMMARY ........................................................................ 1 INTRODUCTION ..................................................................................... 4 BACKGROUND AND METHODOLOGY .......................................................... 4 ABOUT RICHMOND ........................................................................................ 4 WORKLOAD DRIVERS .......................................................................... 6 CITY STAFFING OVERVIEW................................................................. 8 Authorized Staffing ..........................................................................................................8 Position Vacancies ..........................................................................................................8 Overtime ...........................................................................................................................9 Response to the State Auditor ...................................................................................... 10 ANALYSIS AND RECOMMENDATIONS............................................. 11 LIMITATIONS TO THE ANALYSIS ................................................................ 11 CORE SERVICES MATRIX ............................................................................ 11 MATRIX RESULTS ........................................................................................ 12 COMMUNITY DEVELOPMENT DEPARTMENT ............................................ 15 Staffing Level History .................................................................................................... 16 Core Service Matrix ....................................................................................................... 17 Key Observations .......................................................................................................... 17 Staffing Recommendations ........................................................................................... 20 Operational Recommendations .................................................................................... 22 ECONOMIC DEVELOPMENT ........................................................................ 25 Core Service Matrix ....................................................................................................... 26 Staffing Level History .................................................................................................... 27 Key Observations .......................................................................................................... 28 Staffing Recommendations ........................................................................................... 29 Operational Recommendations .................................................................................... 29 COMMUNITY SERVICES DEPARTMENT ..................................................... 33 1121

CITY OF RICHMOND CITYWIDE WORKFORCE ANALYSIS
Staffing Level History .................................................................................................... 34 Core Service Matrix ....................................................................................................... 35 Key Observations .......................................................................................................... 36 Staffing Recommendations ........................................................................................... 40 Operational Recommendations .................................................................................... 42 INTERNAL SERVICES DEPARTMENT ......................................................... 45 Staffing Level History .................................................................................................... 46 Core Service Matrix ....................................................................................................... 46 Key Observations .......................................................................................................... 47 Staffing Recommendations ........................................................................................... 50 Operational Recommendations .................................................................................... 51 EXECUTIVE OFFICES ................................................................................... 53 Staffing Level History .................................................................................................... 53 Core Service Matrix ....................................................................................................... 54 Key Observations .......................................................................................................... 55 Operational Recommendations .................................................................................... 56 PUBLIC WORKS DEPARTMENT .................................................................. 59 Core Service Matrix ....................................................................................................... 60 Key Observations .......................................................................................................... 61 Staffing Recommendations ........................................................................................... 62 Operational Recommendations .................................................................................... 69 FIRE DEPARTMENT ...................................................................................... 84 Staffing Level History .................................................................................................... 85 Core Service Matrix ....................................................................................................... 86 Key Observations .......................................................................................................... 87 Staffing Recommendations ........................................................................................... 88 Operational Recommendations .................................................................................... 90 POLICE DEPARTMENT ................................................................................. 95 Staffing Level History .................................................................................................... 96 Core Service Matrix ....................................................................................................... 97 Key Observations .......................................................................................................... 98 Staffing Recommendations ......................................................................................... 104 1122

CITY OF RICHMOND CITYWIDE WORKFORCE ANALYSIS
Operational Recommendations .................................................................................. 106 CONCLUSION .................................................................................... 110

List of Tables
Table 1: Summary of Recommendations .................................................................................1 Table 2: General Fund Expenditures by Category, FY2020 – FY2024 ....................................5 Table 3: Richmond Department Core Service Priority Ranking ........................................... 12 Table 4: Richmond Program Core Service Priority Ranking ................................................ 12 Table 5: Community Development Department Staffing, FY2020 through FY2024 ............ 16 Table 6: Community Development Department Core Services Matrix ................................. 17 Table 7: Foreign-Born Residents by Area .............................................................................. 18 Table 8: Community Development Expenditures per $1,000 Assessed Value .................... 19 Table 9: Community Development Expenditures per $1,000 Assessed Value .................... 20 Table 10: Economic Development Department Core Services Matrix ................................. 26 Table 11: Economic Development Department Staffing, FY2021 through FY2022 ............. 28 Table 12: Department Staffing, FY2020 through FY2024 ...................................................... 34 Table 13: Community Services Department Core Services Matrix ....................................... 35 Table 14: NRPA Median Recreation Facilities as Compared to Richmond ......................... 37 Table 15: NRPA Recreation Staffing As Compared to Richmond ........................................ 37 Table 16: Internal Service Department Staffing, FY2020 through FY2024 ........................... 46 Table 17: Internal Service Department Core Services Matrix ............................................... 46 Table 18: FY2023-FY2024 Internal Service Staffing Level Peer Analysis ............................ 49 Table 19: Department Staffing, FY2020 through FY2024 ...................................................... 54 Table 20: Executive Offices Core Services Matrix ................................................................. 54 Table 21: Contract Approval Threshold Analysis .................................................................. 58 Table 22: Public Works Department Core Services Matrix ................................................... 60 Table 23: Public Works Department Budgeted Staffing 2018-24 .......................................... 61 Table 24: Vallejo, CA Engineering Division Staffing .............................................................. 63 Table 25: Maintenance and Repair Unit (MRU) Fleet Staffing Calculation ........................... 64 Table 26: Current City Facilities .............................................................................................. 66 Table 27: Current City Facilities .............................................................................................. 67 Table 28: Active Public Works Contracts ............................................................................... 68 Table 29: Proposed CIP Development Calendar .................................................................... 72 Table 30: Proposed 10-Year Sign Maintenance Work Plan by Neighborhood .................... 74 Table 31: Parks Inventory by Funding Source ....................................................................... 79 Table 32: Marina District Landscape Maintenance Areas ..................................................... 79 Table 33: Hilltop District Landscape Maintenance Areas ..................................................... 80 Table 34: Maintenance Service Level Standards ................................................................... 81 Table 35: Abatement Activities 2018-2022 .............................................................................. 82 1123

CITY OF RICHMOND CITYWIDE WORKFORCE ANALYSIS
Table 36: Volume of Materials Abated (Tons) 2018-2022 ...................................................... 83 Table 37: Department Staffing, FY2019-2020 through FY2023-2024 .................................... 85 Table 38: Department Overtime Hours 2020-2023 ................................................................. 86 Table 39: Fire Department Core Services Matrix ................................................................... 86 Table 40: Leave Time and Vacation Usage 2020-2023 ........................................................... 90 Table 41: Police Department Staffing, FY2020 through FY2024 ........................................... 96 Table 42: Police Department Core Services Matrix ............................................................... 97 Table 43: Case Closure Peer Comparison ............................................................................ 102 Table 44: Patrol Staffing Factor for 10- and 12-Hour Shifts ................................................ 105 Table 45: Summary of Estimated New Position Costs ........................................................ 111

List of Figures
Figure 1: City of Richmond Organizational Chart, FY2024 .....................................................5 Figure 2: The Staff Workload Iceberg .......................................................................................7 Figure 3: City Staffing and Revenues, 2005 - Present .............................................................8 Figure 4: Total Overtime Hours Citywide, 2021 - 2023 ............................................................9 Figure 5: Average Overtime Hours per Employee Citywide, 2021 - 2023 ............................ 10 Figure 6: Community Development Department Organizational Structure, FY2023-24 ..... 15 Figure 7: Richmond Median Household Income by Area, 2021 ............................................ 18 Figure 8: Economic Development Department Organizational Structure, FY2023-24 ........ 25 Figure 9: The Port Strategic Planning Process ...................................................................... 30 Figure 10: Community Services Department Organizational Structure, FY2023-24 ........... 33 Figure 11: Program Evaluation Matrix .................................................................................... 44 Figure 12: Internal Services Department Organizational Structure, FY2023-24 .................. 45 Figure 13: Executive Offices Organizational Structure, FY2023-24 ..................................... 53 Figure 14: City Attorney Expenditures, FY2020 – FY2024 .................................................... 56 Figure 15: Public Works Department Organizational Structure, FY2023-24 ........................ 59 Figure 16: San Diego County How Capital Projects are Selected ........................................ 71 Figure 17: San Diego County Capital Planning Process ....................................................... 71 Figure 18: Fire Department Organizational Structure, FY2023-24 ........................................ 84 Figure 19: Police Department Organizational Structure, FY2023-24 .................................... 95 Figure 20: Authorized versus Actual Police Department Staffing, 2022-2023 ..................... 97 Figure 21: Total Overtime Hours, Patrol, 2021-2023 .............................................................. 99 Figure 22: Average Overtime Hours per Person, Patrol, 2021-2023 ................................... 100 Figure 23: Peer Comparison of NIBRS Violent Crime Clearance Rates, 2022 ................... 103 Figure 24: Peer Comparison of NIBRS Property Crime Clearance Rates, 2022 ................ 103

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CITYWIDE WORKFORCE ANALYSIS 1
Executive Summary

The City of Richmond is a diverse community, home to over 114,000 people located northeast of San Francisco in Contra Costa County. The City was incorporated in 1905, has a port on the coast, played a key role as a shipyard and employer during World War II, and presently supports both shipping and oil refineries.

In June 2023, and in response to a report by the California State Auditor, the City of Richmond contracted with Raftelis to perform a workforce analysis of City departments. The goal of this assessment was to determine appropriate staffing levels to maintain current and future service levels, assess the ongoing need for existing vacant and budgeted positions, and ensure succession planning was maintained. This assessment yielded several important conclusions as of its writing in January 2024.

The City is staffed with passionate, dedicated staff committed to supporting the City Council’s strategic vision for the community. The City had 742.9 authorized staff positions in the FY2023 -24 budget. However, staff have been stretched with a Citywide average vacancy rate of 18% over the past three fiscal years. In some departments, the use of mandatory overtime has resulted in fatigue and turnover, with an average Citywide overtime use equating to 0.16 full time equivalent (FTE) or over six additional hours per week for every employee working for the City.

The City’s current menu of programs and services, combined with decreased authorized staffing levels in some areas and increased vacancies, has stretched remaining staff. For the past three years, the City has continued to provide service with many vacant positions , resulting in the need for mandatory overtime and additional work stress on remaining staff. Many staff are close to retirement and the City will need to prepare for succession to ensure new leaders are developed. While hiring has improved in recent months, the City will need to continue to think about the best means to recruit and attract new staff. Information technology requires an investment in order to automate operations as well as to provide data-driven tools for management.

The City should focus first upon filling existing vacancies and then consider whether specific programs and services merit, and ongoing revenues can support, an investment in new staff positions. This report shows that, to provide its existing menu of services and programs well, an investment of 74 additional staff positions – above the existing vacancies – is required, at a cost of over $12 million . The City is unlikely to have this level of ongoing financial growth and, thus, will need to prioritize its offerings to residents.

The following table summarizes the recommendations included in this report. A total of 52 recommendations are provided, including both staffing and operational recommendations, across all City departments.

Table 1: Summary of Recommendations
Number Recommendation
Community Development
1 Add one new Building Inspector position.
2 Create one new Plan Check Engineer position and increase training. 3 Recruit and fill a vacant Code Enforcement Officer position and embed with the Police Department. 4 Create three new Code Enforcement Officer positions.
5 Support a “full cost recovery” approach to community development services with a comprehensive Community Development Department user fee study.
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2 CITY OF RICHMOND
Number Recommendation
6 Assess the continued benefit of contracted plan-check firms for administrative and permit processes.
7 Improve telecommunications and mobile computing technology.

Economic Development
8 Add one new full-time Senior Business Assistance Officer dedicated to the Port of Richmond. 9 Develop a Strategic Plan for Port operations.
10 Develop a marketing strategy and add additional contracted support for Marketing and Operations management for the Port of Richmond.

Community Services
11 Add 10 new full-time Recreation Program Coordinator positions to support the City’s recreation and community centers.
12 Add one new Auditorium Leadworker or similar position to oversee Auditorium rentals and supervise the Auditorium Aide positions.
13 Work with the Children & Youth Division to see if YouthWORKS grant funding can be used to supplement part-time Recreation staff.
14 Fill seven FTE Library Assistant vacancies and add three new FTE positions to add evening hours 15 Add one FTE Management Analyst position to oversee Transportation Services (R-Transit, Paratransit, Public Transportation) as the unit is transitioned to the Public Works Department. 16 Add one Assistant Planner to the Planning Department to create a Transportation Planning function for the City.
17 Streamline the Community Services fee structure to increase cost recovery and ease of use by staff.
18 Review the inventory of Recreation programs and services to eliminate those which are outdated and serving fewer residents.
19 For Children & Youth, evaluate the grant management workload after FY2024 awardees are selected and re-evaluate hiring needs accordingly.

Internal Services
20 Create one project management position in IT to support prioritized City investment in technological improvements.
21 Establish a Grants Management Office within the Finance Division that includes the Grant Coordinator and two new Accountant II positions.
22 Establish a formal Human Resources Liaison role within each department to support proactive recruitment efforts.
23 Develop an organizational development and training program that incorporates workplace safety and supervisory training.

Executive Offices
24 Reduce reliance on outside legal contracts.
25 Realign City Clerk services to create capacity for records management and public requests. 26 Increase the threshold for City Manager contract approval.

Public Works
27 Adopt a ratio of 7-10 Capital Improvement Plan (CIP) projects per project manager based on scope and complexity.
28 Maintain current Fleet Maintenance staffing, develop a mechanism to track utilization rates, and establish a utilization rate target.
29 Prioritize filling vacant positions in the Facilities Maintenance Division and monitor the need for additional staff.
30 Add one new Supervisor position to oversee the Painters and Carpenter’s Unit. 31 Add one new Management Analyst position to serve as contract manager and oversee non- program or project-specific contracts.
32 Update the capital planning process to align with best practice. 1126

CITYWIDE WORKFORCE ANALYSIS 3
Number Recommendation
33 Begin performing proactive street sign maintenance and implement a 10-year work plan. 34 Work with the Police Department to enhance the effectiveness of the street sweeping program. 35 Pursue a Computerized Maintenance Management System (CMMS) to track work orders and labor hours by task.
36 Implement an annual work planning process and track staff performance. 37 Dedicate two mechanics to Public Safety Vehicles.
38 Re-evaluate service levels for city-wide maintenance and assessment districts. 39 Negotiate to add a bulk pickup service within the existing waste contract.

Fire Department
40 Enable Battalion Chiefs, Captains, and Engineers to work out of grade to prevent overworking specific ranks in the organization.
41 Prioritize hiring staff to fill all existing vacancies. 42 Add 18.0 FTE new firefighter positions to reach a staffing factor of 1.3 personnel per shift. 43 Implement a rover or floater staffing policy allowing staff on shift to cover various leave types. 44 Develop and maintain an ongoing hiring list for recruits as well as an ongoing eligibility list for promotions.
45 Develop a Department-wide strategic plan.
46 Improve technology to increase the efficiency and accuracy of data. 47 Expand the mental health program recently initiated to aid staff experiencing the effects of mandatory overtime and high call volume.

Police Department
48 Add staff positions in the Patrol function.
49 Add at least two Detective positions for additional capacity in the Investigations Bureau. 50 Evaluate service levels in light of current staff capacity. 51 Cultivate a culture of wellness throughout the Police Department. 52 Explore opportunities to regionalize or contract out some dispatch services.

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4 CITY OF RICHMOND
Introduction
Background and Methodology
In June 2023, the City of Richmond engaged Raftelis to conduct a workforce analysis of all eight City departments, including Public Works, Police, Fire, Community Development, Economic Development, Community Services, Internal Services, and Executive. The purpose of this study was to perform a workforce analysis in order to determine appropriate staffing levels to maintain current and future service levels, assess the ongoing need for existing vacant positions, and ensure succession planning was maintained.

In November 2022, the California State Auditor released a report, “City of Richmond: Anticipated Deficits, High Pension Debt, and Mismanagement of its Housing Authority Ca use the City to Be High Risk.” In this report, the Auditor states:

To mitigate the costs of increasing salaries, the city should perform a workforce analysis by June 2024. Based on the results of the analysis, the city council should consider eliminating vacant positions that it deems no longer necessary. Additionally, the city should continue to assess its need for any vacant position before it seeks to fill it.

With these goals in mind, interviews were conducted remotely with the City Manager, the Mayor, and each member of the City Council in order to learn about their expectations for this review and their perceptions with regard to staffing levels and concerns. Raftelis’ project team visited the City and spent time onsite at each City department, performing individual and small group interviews with staff to learn about their experiences and thoughts regarding staffing and service levels, and to understand operations. Our team also reviewed documents and data provided by the City, including detailed staffing rosters, vacancy listings, and organizational charts among many other items .

Our review for each department included comparisons to national benchmarks and best practices from industry associations and other municipalities.

These interviews, document and data analysis, and best practices research informed the recommendations included in this report.

About Richmond
The City of Richmond is a charter city in the State of California incorporated in 1905 in the State of California and in Contra Costa County. The City is diverse, with a population of over 114,000 persons including 44.6% Hispanic or Latino, 19.1% Black or African American, 14.4% Asian, and 20% White. Over 66% of the population was foreign born according to the US Census Bureau and over half speak a language besides English at home. Median household income is $79,4781.

The City of Richmond operates under the City Manager form of government, in which the City Council provides policy direction and appoints a City Manager to implement them, directing departments and providing daily leadership. The City provides a full menu of municipal services to this community. The Mayor is elected at large and is a member of the City Council.

1 US Census Bureau 2017-2021 ACS 5-Year estimate
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CITYWIDE WORKFORCE ANALYSIS 5
The organizational structure of the City of Richmond is summarized below.

Mayor and
City Council
People of
Richmond
City Manager

City Attorney

City Clerk

Director of
Community
Development

Director of
Economic
Development

Director of Public
Works

Deputy City
Manager:

Internal Svcs.

Chief of Police

Chief of Fire

Deputy City
Manager:

Community Svcs.

Figure 1: City of Richmond Organizational Chart, FY2024

Personnel expenditures, consisting of salaries and wages and fringe benefits, comprise nearly 65% of the total General Fund operating budget. Fringe benefits for the City are a significant ongoing cost, driven in part to a high pension liability. Based on FY2024 budget estimates, for every dollar of salary cost, there is an additional 75 cents required to support fringe benefits. The table below provides a summary of growth in General Fund expenditures by category.

Table 2: General Fund Expenditures by Category, FY2020 – FY20242 Category FY2020
Actual
FY2021
Actual
FY2022
Actual
FY2023
Actual
FY2024
Budget
Percent
Change
FY2020 to
FY2024
Salaries and Wages $73,104,770 $69,477,203 $70,437,323 $69,111,901 $83,176,695 13.8% Fringe Benefits $54,674,483 $60,032,737 $60,166,323 $66,944,218 $63,042,611 15.3% Professional and
Administrative $7,923,019 $7,956,432 $10,539,784 $13,159,837 $20,045,191 153.0% Utilities $3,893,693 $4,459,855 $4,740,670 $4,356,261 $5,295,865 36.0% Debt Service $1,037,942 $1,047,339 $2,908,306 $2,944,812 $841,353 -18.9% Asset/Capital
Outlay/Transfers Out $13,562,225 $17,481,415 $17,498,328 $35,749,048 $19,658,202 44.9% Other3 $17,159,765 $17,154,439 $17,188,915 $17,837,413 $33,314,690 94.1% Total $171,355,897 $177,609,420 $183,479,649 $210,103,490 $225,374,607 31.5%

2 Actual expenditures retrieved from Richmond Open Budget Data . Budget data retrieved from FY2023-2024 Budget Document.
3 Includes the following expenditure categories: cost pool expenditures and reimbursement, equip ment and contract services, grant expenditures, other operating, and provision for insurance loss. 1129

6 CITY OF RICHMOND
Workload Drivers

In thinking about staffing levels for the City, it is important to consider service level expectations. What programs and services are staff expected to provide? What are the performance standards? What are the expectations from the community, from C ity management, and from the Mayor and City Council? To accurately determine necessary staffing levels, expectations must be clarified.

The workload of a city’s staff is driven by many things, including:

City growth . If the community population is increasing, or its geographic boundaries expand through annexation or development, this will necessarily increase staff workload; simply put, more residents or more area must be covered. The population in Richmond has grown 17.4% over the past 20 years, from 99,216 residents in 2000 to 116,448 in 2020.

External mandates or City policies. Often, staff must address new regulations or requirements put upon them from either local or external regulations. The Community Development Department, for example, has had to respond to many State mandates with regard to affordable housing and accessory dwelling units that were imposed externally upon them. This requires additional work and staff capacity to address.

Community demands. Sometimes specific trends or interest areas rise to the attention of the local community which then demands action by the City. In many communities, the rise of the sport pickleball in recent years resulted in demands for increased court space, resulting in the need for Recreation providers to address this.

The Reimagining Public Safety Task Force in Richmond is an example of this as well, when residents sought a new approach to policing in the community, which resulted in the need for staff time to address the issue.

The VIP Phenomenon. It is not uncommon for Mayors, City Council members, and the City Manager’s Office to directly contact departments to make specific service requests on a regular basis. While understandable, this can result in a “drop everything else to address this VIP’s request right now” reaction from departments.

While each person thinks “it is just one request,” multiple officials are often doing it concurrently. This results in disruption of daily work plans and priorities in departments , putting staff in a reactive mode, jumping from request to request and limiting their ability to act thoughtfully and proactively to address service requests equitably and effectively for City residents.

While the items above can change the amount of workload, workload efficiency and the ability of staff to quickly and accurately perform is impacted by other factors, including:

Staff vacancies. When staff vacancies exist, the available staff capacity to perform work is reduced. This work is either not completed or given to other remaining staff on top of their existing duties, which means work is not performed to the level of quality it was previously.

Manual vs. automated processes. The manner in which staff conduct work can drive workload; if processes are manually done rather than automated through use of computers, laptops, or cell phones, or if the software systems already in place are not optimized, this can take more time and slow processes, reducing available staff capacity to address other tasks.
“Because we’ve always done it that way.” In many agencies, the lack of systematic change or review of existing programs and services leads to continued use of old approaches to performing the work that may now offer modern tools or new approaches. This can reduce staff capacity to address other workload tasks, decreasing staff efficiency.

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CITYWIDE WORKFORCE ANALYSIS 7
It is important to consider what drives staff workload on a day-to-day basis in thinking about staffing levels and their ability to meet expectations. Staff time is a finite resource, limited to an employee’s ability to work in a day and financial resources to pay for overtime. The workload is driven by a combination of daily tasks to address existing ongoing programs and services, often with an added layer of annual “special projects” or City Council priorities. It is easy to forget that these new initiati ves, which are all posed with great intent, must be added to staff capacity on top of the tasks already required to address existing programs and services, as illustrated in Figure 2 below.

Figure 2: The Staff Workload Iceberg

In order to maximize the efficiency and effectiveness of its staff, the City must consider and address the workload items above. Staff need clear expectations and priorities as well as the tools to perform their work well in order to address City goals. The phrase, “Jack of all trades, master of none” becomes relevant; staff can provide excellent service in a few focused areas or lackluster/moderate service in many. Their time is limited so they must be focused on the City’s priorities to ensure they are addressed in a quality manner. A reasonabl e number of limited annual goals and new initiatives should be imposed with the understanding that most staff time is already committed to existing daily operations. If a new initiative is of higher priority, then other programs and services should be reduced or eliminated to make room.

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8 CITY OF RICHMOND
City Staffing Overview

In analyzing the current and future staffing needs of the City, it was important to begin with some context as to historical authorized staffing levels, vacancies, the use of overtime, and ongoing revenues that support ongoing personnel cost.

AUTHORIZED STAFFING
The City’s staffing levels have ebbed and flowed since 2005, as they have in many communities. Staffing is fluid and changes daily; the information for this review was from reports run in August and November 2023. A summary of authorized FTEs reported in the annual budget document as compared to the City’s General Fund revenues is provided in Figure 3 below.

Figure 3: City Staffing and Revenues, 2005 - Present

As can be seen, Richmond downsized authorized positions as a result of the national 2008 -09 economic downturn and related revenue shortfalls, and again as a result of the COVID -19 pandemic in 2020 -21. In FY2024, staffing levels are just exceeding those from 2010, with 742.9 authorized positions for FY2024. Over the past decade the City has been cautious about increasing authorized staffing, as General Fund revenue growth was slow or declining in some years.

POSITION VACANCIES
Based on data from FY2022 to FY2024, the City had an average of 17% of authorized positions vacant, excluding soft holds or those positions not filled temporarily at the City Manager’s discretion. This is the equivalent of 135 FTEs or 18% of authorized staffing levels. In other words, the City has been operating at 82% staffing levels for the past three years. This means that the City has continued to operate programs and services with almost 20% less staff than budgeted.

0 200
400
600
800
1000
1200
$0.0
$50.0
$100.0
$150.0
$200.0
$250.0
Authroized FTEs
Revenue in Millions
GF Revenue (Inflation Adjusted) Authorized FTEs
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CITYWIDE WORKFORCE ANALYSIS 9
The City reports difficulty recruiting and hiring for some positions; in some cases, positions have been vacant for up to a year or more. This is not unusual in the post- pandemic era, with many cities nationwide struggling to recruit and retain qualified staff members. A change in leadership and direction of the Richmond Human Resources Department has led to an increased pace of hirings , and many previously vacant positions have been filled since summer of 2023.

While it is noteworthy that staff have been able to continue delivering services in this environment, it does not come without consequences. As mentioned previously, increased workload leads to a decline in the quality of service and the adverse impact this increased workload has had on staff morale was evident during our interview process.

The
increasing workload burden associated with assuming the responsibilities of vacant positions creates long -term service sustainability risk to the organization . As st aff become burned out, they will seek employment elsewhere .

Moreover, many of the staff are reaching retirement age eligibility, which further exacerbates the vacancy issue.

OVERTIME
While overtime use is normal for most agencies, the level used in Richmond is significant . A review of overtime usage Citywide from FY2021 – 2023 showed that overtime equated to 15% of regular staff hours . This essentially mirrors the vacancy rate trends discussed above, indicating that workload demand clearly exists beyond the current staffing capacity, and it is only being met by staff working beyond regularly scheduled hours.

Figure 4: Total Overtime Hours Citywide, 2021 - 2023

Overtime usage is highest in the City’s Fire and Police Departments, which have mandated its use to meet minimum staffing coverage due to vacancies. Fire Department overtime equates to 38% of regular staff hours, with the Police Department at 18% of regular staff hours.

As shown in Fi gure 5 below, Citywide the average overtime hours per employee is more than 300 hours , or almost

0.16 FTE. This is a significant burden upon existing staff members; though compensated, overtime contributes to physical and mental fatigue, safety concerns, and reduced work/life balance. Overtime is also typically paid at 1.5 times an employee’s normal salary, resulting in costs to the City.

116,260
138,165 144,209
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2021 2022 2023 (Prorated)
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10 CITY OF RICHMOND

Figure 5: Average Overtime Hours per Employee Citywide, 2021 - 2023

Translating these overtime levels to dollars, and based upon this three -year average, the City’s average overtime is the equivalent of 63.7 FTEs, or almost half of its vacancies.

RESPONSE TO THE STATE AUDITOR
This analysis was in response to the State Auditor’s report with a desire to answer the question, “Does the City actually need to fund the vacant positions for which it is budgeting?” Based upon Raftelis’ analysis, and upon the current inventory of City programs and services, the answer is yes.

In fact, our analysis shows the need for an additional 74 FTE positions beyond filling the known vacancies in order to meet current service level expectations for all of the City’s existing programs and services. This would be at a significant cost of $12.5 million; while a financial analysis was beyond the scope of this review, Raf telis’ opinion is that the City does not have the revenue growth necessary to immediately support this level of staffing increase. Any additional authorized staffing should be tied to ongoing revenue growth that supports the position or a corresponding adjustment to staffing levels within other discretionary programs the City provides.

While the City has made positive progress in growing its reserves in recent years, this is likely in part due to vacancy savings and not all the result of actual economic growth. The City will need to be cautious in increasing staff levels without ongoing revenues to support them. Care should be given to carefully invest staff in those areas that will support long-term financial sustainability, and/or can be offset through either cost recovery or grant funds. The City might also utilize external professional services where appropriate to augment service requirements rather than add long-term staff and additional pension liabilities to the City.

288
318 335
-
50 100
150
200
250
300
350
400
2021 2022 2023 (Prorated)
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CITYWIDE WORKFORCE ANALYSIS 11
Analysis and
Recommendations

The information below is relevant to the recommendations provided in this report. It provides important context for the reader and a starting place to begin thinking about the prioritization of City services.

Limitations to the Analysis
It is important to remember that this workload analysis was conducted at a moment in time; staffing and vacancies are quite fluid in the City. The information is based upon position control information from August and November 2023 provided by the Human Resources Division. It is likely that, even during the writing of this report, these numbers have changed considerably. This analysis focused upon each department’s ability to provide its programs and services in a quality manner, based upon local need, and the staffing resources necessary to do so. This analysis is still relevant should some formerly vacant positions be filled.

Financial analysis was limited to the City’s online Adopted B udget and Annual Comprehensive Finance Report (ACFR) documents, as well as the City’s online financial transparency site. Detail regarding the funding for specific staff positions was not available. For this reason, and because an in-depth financial analysis was outside of the scope of work for this engagement, Raftelis has provided its assessment of the staffing necessary to provide high service levels in each service area outside of the context of financial ability and resources.

Core Services Matrix
The City of Richmond provides a wide array of programs and services to its residents, ranging from street maintenance and public safety to library services and employment training. Every community has a constant desire for more services, but is limited by its available financial and operating resources. It is the role of policymakers to prioritize and determine how best to maximize services and programs for the most residents using the finite resources available.

In order to do this, the City Council will need to prioritize amongst the many programs and services competing for limited resources. This is a difficult task for which there is no right answer. One approach to address this is to review each program or service provided by the City against specific criteria in order to score and rank them. The program ranking can comprise a first step to determine which programs best meet specific local objectives, City Council goals, and offer the greatest benefit to residents.

To support this effort, Raftelis created a Core Service Matrix to initiate the prioritization of City services and programs. Raftelis first inventoried the City’s many programs and services across all departments and developed ratings for each of the following seven criteria:

• Is this service or program mandated at the local, state, or federal level? • Is this service or program necessary for life safety? • Does this service or program preserve existing City assets or infrastructure? • Does this service or program provide direct service to the public? • Does this service or program support City Council goals or the strategic plan? • Can this service or program be outsourced or contracted to other providers? 1135

12 CITY OF RICHMOND
• How many customers does this program serve?
While the criteria selection and subsequent rating may be considered subjective, the core service matrix approach creates a framework to support discussion of programs and priorities. By focusing on those criteria most critical to the local community, policymakers can begin to see where they receive the most return on community investment from provided services and programs.

Matrix Results
Raftelis listed each key program or service within each department and then rated it against the seven criteria above.

The results as summarized on a department-wide level are provided in Table 3 below and ranked from high priority (5) to low priority (1).

Table 3: Richmond Department Core Service Priority Ranking Department Ranking
Fire 3.2
Public Works 2.8
Community Development 2.7
Police 2.6
Community Services 2.5
Executive 2.3
Economic Development 2.1
Internal Services 1.8

As can be seen, the top three departments were Fire, Public Works, and Community Development, with Police at fourth. It is somewhat surprising that Police ranked below Community Development, but this is impacted by City Council goals and state/federal mandates which increase some Community Development rankings.

The bottom three departments included Executive, Economic Development, and Internal Services. While Executive and Internal Services makes sense as internal service departments, we would expect Economic Development to rank higher, in particular given the desire expressed in interviews with the Mayor and City Council to enhance it locally.

Again, these rankings are not perfect and meant to provide a framework for discussion.

Much more telling than these department -wide rankings, however, are those of the specific programs and services within each department, which vary widely. These are provided below in descending order of ranked priority.

Table 4: Richmond Program Core Service Priority Ranking Department Program Area Ranking
Police Police Communications Center 4.3
Police Patrol Operations Bureau 4.2
Fire Fire Prevention 4.1
Fire Fire Suppression and EMS 3.8
Police Investigations Bureau 3.8
Fire Emergency Services Center Manager 3.6
Public Works Water Resource Recovery 3.6
Police Crime Scene Investigation 3.4
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CITYWIDE WORKFORCE ANALYSIS 13
Department Program Area Ranking
Police Jail Facility 3.1
Public Works Street Maintenance 3.1
Public Works Engineering & Capital Improvement Program (CIP) 3.0 Community Services Office of Neighborhood Safety 2.9
Economic Development Environmental & Health Initiatives 2.9 Police Traffic & Special Events Unit 2.9
Executive City Clerk’s Office 2.8
Internal Services Risk Management & Benefits 2.8
Community Services Children and Youth 2.8
Police Police Property and Records Section 2.8
Public Works Parks Maintenance 2.8
Community Services Recreation 2.6
Economic Development Port 2.5
Executive City Manager's Office 2.5
Fire Training 2.5
Economic Development Arts and Culture 2.4
Community Services Library & Cultural Services 2.3
Executive Mayor's Office 2.3
Internal Services Budget & Treasury 2.3
Police Crime Analysis 2.3
Internal Services General Accounting 2.3
Police Police Safety Technology Section 2.3
Police Crime Prevention Services Unit 2.3
Police Office of the Chief 2.3
Public Works Maintenance and Abatement 2.3
Public Works Fleet 2.3
Community Services Transportation 2.2
Internal Services Revenue & Business Tax 2.2
Internal Services Accounts Payable & Procurement 2.2
Internal Services Business Systems and Application Support 2.2 Community Services Employment & Training 2.1
Internal Services Infrastructure and client support 2.1 Economic Development Business Development 1.9
Internal Services Payroll 1.9
Police Cadet Program 1.9
Economic Development Real Estate 1.8
Executive City Council's Office 1.8
Executive City Attorney's Office 1.8
Fire Fire Administration and Support 1.8
Police Personnel and Training Section 1.8
Police Office of Professional Accountability 1.8
Police Administration Bureau Management 1.8
Internal Services IT Public Communication 1.7
Internal Services Labor Relations 1.7
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Department Program Area Ranking
Police Financial Services Unit 1.4
Economic Development Economic Development Administration 1.3 Internal Services Recruitment and personnel management 1.3 Internal Services Finance Administration 1.2
Internal Services HR Administration 1.2
Internal Services IT Administration 1.0

Again, these rankings are subjective and therefore subject to debate. Nonetheless, the Core Service Matrix is a tool to begin to review and prioritize the City’s many services and programs and was used by Raftelis as a part of this workload analysis. A Microsoft® Excel version of the core service matrix will be provided to the City, and adjustments can be made to specific criteria to change rankings as the City desires for its internal use.

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CITYWIDE WORKFORCE ANALYSIS 15
Community Development Department
The Community Development Department provides services supporting the development of the urban environment, including built and open space. The mission of the D epartment is to “foster the community towards sustainable, equitable, smart growth, transit -oriented community envisioned in the City’s General Plan. ” The Department is comprised of six divisions: Planning, Building, Code Enforcement, Transformative Climate Communities, Housing Division/Successor Agency, and Administrative Services. The Department is led by the Director of Community Development.

The City’s FY2023-24 Adopted Budget included 40.0 FTE positions in the Department. The Department’s functional organizational structure is summarized in Figure 2 below.

Community
Development
Department
Planning Building Code Enforcement
Transformative
Climate
Communities
Housing Division/
Successor Agency
Administrative
Services

Figure 6: Community Development Department Organizational Structure, FY2023-24

The Planning Division is responsible for long-range and current planning policies, plans, and activit ies, including the implementation and funding (e.g. , grant writing) of plan objectives and initiatives, evaluation of development proposals, property regulation inquiries, and liaising and assisting various boards, commissions, and neighborhood associations.

The Building Division enforces and manages codes and programs to facilitate the health and safety of the built environment in Richmond. This excludes the enforcement of California Building Code Standards, the management of the Residential Inspection Program, and the collection of various fees.

The Code Enforcement Division administers programs to enforce City ordinances and State and Federal laws related to the built environment and issues within the public right of way. These issues generally relate to public nuisances, property maintenance, land use, zoning, and housing compliance, and complaints. Activities within the division aim to protect public safety, welfare, quality of life, and property values within Richmond.

The Transformative Climate Communities Division is an initiative funded through the California Strategic Growth Council. The Division addresses concerns related to climate change, including sustainability, resilience, and environmental justice, by empowering marginalized communities within Richmond to implement a range of action- oriented solutions identified in its Climate Action Plan, “Richmond Rising.” Solutions identified in the plan relate to affordable transit, complete streets design, renewable energy, water, food, and urban greening.

The Housing Division/Successor Agency is a legacy division of the Richmond Community Redevelopment Agency that facilities community and economic development, job training, and real estate activity to revitalize blighted areas, reduce crime, and encourage private investment throughout Richmond. The Housing Division also assists homeless and disabled individuals in obtaining housing, develops new affordable housing, expands opportunities for low- and 1139

16 CITY OF RICHMOND
moderate-income residents, and improves existing housing conditions. The City Council approved The Richmond Homelessness Strategic Plan 4 on May 23, 2023. The Richmond Homelessness Strategic Plan recommends short - term and long-term action steps to meet the following goals:

1. Improve quality of life for unsheltered individuals and communities;

2. Create temporary supportive housing and expand/sustain permanent supportive and affordable long -term housing;

3. Expand prevention and crisis programming;

4. Improve economic pathways for unhoused and recently housed individuals; and

5. Build capacity, collaboration and accountability within agencies working to address homelessness and the system of care as a whole.

The Administrative Services Division provides administrative support to the Community Development Department Director as well as supporting the general operations of the Planning Division, the Building Division, and the Code Enforcement Division. The Division provides department-wide leadership, management oversight, and policy direction for overall operations and implementation. The Division coordinates information technology issues, special projects and research, budget and fiscal oversight, regulatory compliance and reporting, and associated purchasing, payroll, and accounting services for the entire Department.

STAFFING LEVEL HISTORY
Staffing within the Community Development Department increased 18 .3% over the past five years from 33 .8 authorized FTEs to 40.0 FTEs. This rate of change includes the Code Enforcement Division, which was a unit in the Infrastructure Maintenance & Operations Department in the FY 2020 budget. These positions were included to provide comparability across time in this function. Staffing in the Code Enforcement Division has remained relatively stable with one new FTE added in the FY 2022 Budget. The Planning Division recorded the largest increase in authorized FTEs at 3.0 FTEs between FY2020 and FY2024, representing a 50% increase . The addition of grant funded positions for Transformative Climate Communities added 2 .0 new authorized FTE s to the D epartment between FY2023 and FY2024. Finally, the Department averaged a vacancy rate of 15.6% between FY2020 and FY2024.

Table 5: Community Development Department Staffing, FY2020 through FY2024 Staffing (FTE) FY2020
Budget
FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
Percent
Change
FY2020 to
FY2024
Planning 6.0 6.0 6.0 8.0 9.0 50.0%
Building 14.0 14.0 15.0 15.0 14.0 0.0%
Code Enforcement 7.05 7.0 8.0 8.0 8.0 14.3%
Transformative Climate
Communities 0.0 0.0 0.0 0.0 2.0 NA
Housing Division /Successor
Agency 3.8 2.8 2.0 1.0 3.0 -21.1%
Administrative Services 3.0 4.0 4.0 4.0 4.0 33.0%
Community Development Total 33.8 33.8 35.0 36.0 40.0 18.3%

4 The Richmond Homelessness Strategic Plan is located on the City website:
https://www.ci.richmond.ca.us/DocumentCenter/View/64766/Richmond-Homelessness-Strategic-Plan-02-08-23

5 Code Enforcement positions in FY 2020 were part of the Infrastructure Maintenance & Operations Department; they are included here for relative comparison of staff changes by function over time. 1140

CITYWIDE WORKFORCE ANALYSIS 17

CORE SERVICE MATRIX
The following table outlines core services (programs) provided by each division within the Community Development Department. The table is not meant to be all inclusive ; rather, it summarizes at a high level how staff are allocated to meet the service-level demand for each division. Programs are prioritized based on key factors and assumptions detailed in the section on the Core Service Matrix above.

Table 6: Community Development Department Core Services Matrix Program Area Activities and Service Levels
August 2023
Staffed
Positions
August 2023
Vacant
Positions
Housing Division/
Successor Agency
• Facilitate community and economic
development, job training, and real estate
activity
• Unhoused rental assistance and grant
programs
• Manage Home Improvement Loan Program
• Monitor Regulatory Agreement

1.0 2.0
Building
• Enforce standard building codes
• Manage Residential Inspection Program
• Manage habitability complaints and inspections
• Assess and collect associated fees and fines

13.0 1.0
Code Enforcement
• Enforce nuisance, property maintenance, land
use, zoning, and housing compliance codes
• Coordinate inspections and dispositions
• Enforce RRIP compliance
• Manage Vacant Property Monitoring

6.0 2.0
Transformative Climate
Communities
• Implement a range of action-oriented solutions
identified in its Climate Action Plan, “Richmond
Rising” 2.0 0.0
Planning
• Develop long-range plans
• Develop and manage current plans
• Develop and submit grants
• Develop responses to public/property regulation
inquiries
• Support board / commission / neighborhood
association meetings and management

6.0 3.0
Administrative Services
• Provides administrative support to the Director
and the major operating divisions
• Manage budgets
• Purchasing
• Administer contracts
• Manage personnel transactions

2.0 2.0

KEY OBSERVATIONS
Service demands in community development, and the resources necessary to support that demand, can vary from city to city. Demographic and economic differences between communities can affect the scope, depth, and volume of services provided.

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Demographic considerations impacting community development functional workload include geographic dispersion of community development, the relative income disparity that exists across the community, and the relatively greater share of residents identifying as foreign born. The incorporated areas of the City are geographically dispersed as displayed in the following figure. The US Census identifies Ci ty geography comprising approximately 30 square miles6. This geographic size and dispersion can contribute to greater service times for necessary site inspections by various Community Development staff.

Richmond is also a diverse community in many ways, including household income. As displayed in the following figure, based on US Census data 7, there is considerable variation in household income by geographic area in the City. Community Development functional service demands can increase as the community strives to support residents to meet their responsibilities for necessary property repair and maintenance as those expenses compete with other daily living expenses. The latest US Census data identifies that 13.4% of City residents are individuals with incomes below the poverty level.

Figure 7: Richmond Median Household Income by Area, 2021

The City of Richmond is also diverse in terms of its racial and ethnic makeup. The percentage of residents that identify as foreign born is relatively high compared to other local areas and the State. The following figure presents the percentage of City of Richmond foreign born residents (33.6%) compared to other local, regional, and state areas.

Table 7: Foreign-Born Residents by Area
Community / Area

% Foreign Born

Richmond 33.6%
San Francisco – Oakland – Hayward 30.8%

6 US Census. QuickFacts. Richmond city, California. Geography. 7 NeighborhoodScout.com, Richmond, California.
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CITYWIDE WORKFORCE ANALYSIS 19
Community / Area

% Foreign Born

Richmond (North), Hercules & El Cerrito Cities 30.7%
California 26.5%
Contra Costa County 25.0%
Concord, Martinez & Pleasant Hill Cities 21.6%
United States 13.6%

While diversity is a strength, it can also present cultural differences that must be acknowledged and incorporated into the fabric of the community. This can impact Community Development functions with the varying cultural viewpoints and expectations regarding necessary and appropriate use and maintenance of private property. The Community Development functional staff are challenged to identify these issues, address them with the owners and residents, and reach acceptable solutions.

The Community Development function may vary between cities in terms of organization, areas of responsibility, service demands, and operating resources to support residents and their property. One common feature they share is their general role safeguarding their respective communities in terms of assessed value.

The assessed value of the community can provide a uniform and understood metric for community value. Comparing different operating factors to the total assessed value in a community can help to identify different approaches and results.

In the following table, the total assessed value for Richmond and four other peer communities are listed with total value expressed in thousands ($000). Operating expenditures supporting the respective Community Development functions in each city are also listed. The operating expenditures per $1,000 of assessed value are provided and indicate that Richmond spends relatively more per $1,000 of assessed value than the peer communities.

Table 8: Community Development Expenditures per $1,000 Assessed Value Richmond Berkeley El Cerrito Vallejo Oakland
Assessed Value ($000) $17,703,134 $26,712,286 $5,127,378 $12,746,896 $85,251,575 Expenditures $13,604,327 $27,993,360 $4,402,640 $6,618,358 $51,413,001 Exp / $1,000 Assessed Value $0.77 $1.05 $0.86 $0.52 $0.60

Because short-term increases in expenditures associated with development initiatives or code updates can inflate budget amounts in a particular year, the Richmond Community Development Department expenditures were reduced by an estimated $7 million, representing one year of the five -year $35 million Transformative Climate Communities (TCC) Grant. With this adjustment, Richmond expends $0.77 per $1,000 in total assessed value to support community services. Berkeley spends considerably more , while the remaining three peers are similar to Richmond. Comparing the average expenditure per $1,000 assessed value for these three communities (El Cerrito, Vallejo, and Oakland) of $0.66 identifies a cost savings of approximately 14%. Comparing Richmond expenditures to the lowest two communities (Vallejo and Oakland) identifies cost savings of approximately 27% . The difference in the relative cost to provide services may be related to how the services are provided.

The City of Richmond uses contractual services in lieu of direct City staff to provide services in Community Development to a greater extent than its peers. The following table provides the budgeted amounts for Salaries & Benefits as well as Contractual Services for Richmond and each of the peers . The increased reliance on contracted 1143

20 CITY OF RICHMOND
services to support operations may contribute to the higher relative operating cost expressed as expenditures per $1,000 assessed value.

Table 9: Community Development Expenditures per $1,000 Assessed Value Richmond Berkeley El Cerrito Vallejo Oakland
Total Expenditures $13,604,327 $27,993,360 $4,402,640 $6,618,358 $51,413,001 Salaries & Benefits $5,576,155 $19,904,438 $2,571,014 $5,508,728 $39,781,265 Contractual Services $5,524,834 $4,012,225 $1,557,825 $720,662 $6,647,950 % Salaries of Total 41.0% 71.1% 58.4% 83.2% 77.4%
% Contractual of Total 40.6% 14.3% 35.4% 10.9% 12.9%

STAFFING RECOMMENDATIONS
Recommendation 1: Add one new Building Inspector position.

The City supports development and aggressively pursues approaches to support development and rehabilitation. To that end, the City maintains an operating goal to support both residents and the development community b y providing next-day inspections following a request. Actions that support predictable and productive scheduling help to reduce delays and development costs.

Adding another Building Inspector position is an immediate step that the City can take to support more effective service and move towards the next-day inspections target . Predictability with systems and schedules can restore confidence with clients that their needs will be met, minimizing additional client contacts and associated processing issues.

Adding a full-time position will incur additional operating costs for salary, benefits , and initial outlay of necessary supplies, equipment, and technology. This additional cost can be partially offset through a reduction in use and costs associated with contracted vendors. Taking steps to reduce reliance on contracted services may reduce total operating costs and support succession planning efforts for the City.

The estimated cost for this position at the median and using the City’s 80% benefits multiplier is $157,569.

Recommendation 2: Create one new Plan Check Engineer position and increase training.

The Plan Check Engineer function is fundamental to an effective and productive building inspection and permitting operation. The position performs professional engineering work such as: checking plans, calculations, specifications, technical reports, and other submittal documents for compliance with Federal, State, and local building codes, ordinances, and regulations; receiving and checking plans and designs for complex structures, new and remodeled commercial, and industrial and residential buildings to ensure compliance; assisting inspectors, contractors, design professionals, and the public regarding construction requirements; providing technical and professional assistance to the Building Official; and performing related work as required.

In addition to a new position to support the process, the organization can benefit from additional training resources.

These resources would support knowledge development and transfer, allowing other related positions in the unit to learn and leverage skills from this position, providing additional resources to support the review process as well as supporting succession planning for the Department.

Adding a full-time position will incur additional operating costs for salary, benefits , and initial outlay of necessary supplies, equipment, and technology. This additional cost can be partially offset through a reduction in use and costs 1144

CITYWIDE WORKFORCE ANALYSIS 21
associated with contracted vendors. Taking steps to reduce reliance on contracted services may reduce total operating costs and support succession planning efforts for the City.

The estimated cost for this position at the median and using the City’s 80% benefits multiplier is $203,707.

Recommendation 3: Recruit and fill a vacant Code Enforcement Officer position and embed with the Police Department.

All City staff providing front -line services to the community may find themselves at risk at some point. While unfortunate, this has become part of the job. Given the nature of the position, its regulatory and enforcement role, and direct contact with the community, the Code Enforcement Officers may find themselves at risk on a regular basis.

The code enforcement function was previously located in the Police Department, providing direct and continuing contact with Police staff and enhanced communications and data access. The City is in the continuing process of reimagining the role of Police and public safety generally. Retaining the code enforcement function in the Community Development Department supports alignment of the function with a public safety role while emphasizing community outreach, education, and customer service.

While it is appropriately located in the Community Development Department, taking steps to improve communication and coordination with the Police Department and its systems can provide improved support to the Code Enforcement Officers. The City currently maintains a Code Enforcement Officer vacancy. This position should be filled and repu rposed as a Community Development Department staff member embedded in the Police Department. In addition to limited code enforcement duties, the role would focus on supporting improved communication with Police on code enforcement issues , provide appropriate access to Police systems to support Code Enforcement Officers, and provide liaison services on developing issues.

The existing vacancy exists in the personnel system and is budgeted. The fiscal impact associated with the hire would be limited to associated initial outlay for necessary supplies, equipment, and technology.

Recommendation 4: Create three additional Code Enforcement Officer positions.

Code enforcement is a difficult task that is often underappreciated by the community that it serves. With current staffing levels and service demands, the function is limited exclusively to reactive efforts. There is little opportunity for proactive engagement with the community to educate residents and support their efforts to address issues when they are small to avoid serious problems if they grow.

While the division has kept pace, increasing service demands in the community threaten to overwhelm the function.

Based on information presented in the most recent two budgets, general service demands have remained steady while the number of inspections has increased by over 50% between 2022 and 2023. With the increased caseload comes increasing administrative support requirements.

The City should provide additional staff capacity with three additional Code Enforcement Officers. The enhanced staff capacity will better position the Department to handle increasing caseloads and the associated administrative support and processing required. The code enforcement function goes to the problem in the community to assess and resolve. Additional Code Enforcement Officers can also better support service delivery to the geographically dispersed areas of the City. This can help to address concerns regarding inequitable coverage, focus, and enforcement in certain areas. Additional staff capacity can also support knowledge transfer among staff, provide flexibility in assignments and area cove rage, as well as provide additional coverage for staff absences due to turnover, sick, or leave periods.
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22 CITY OF RICHMOND

The estimated cost for these three positions at the median and using the City’s 80% benefits multiplier is $430,552.

OPERATIONAL RECOMMENDATIONS
The recommendations below offer suggestions to improve operational efficiency and effectiveness.

Recommendation 5: Support a “full cost recovery” approach to community development services with a comprehensive Community Development Department user fee study.

Cities have the power to charge fees for the services that they provide, as long as the amount of a fee does not exceed the reasonable estimated cost of providing the service. The City should contract for an updated fee study to determine defensible and reasonable costs of providing building and planning services to the public.

Completion of the plan will enable the City to determine the amounts of fees that would recover the full cost of providing services, as well as to compare the City’s fees with other communities. It is best practice to periodically update fee studies to reflect changing practices and costs. The City has completed cost allocation plans that provide additional information on support costs for internal services that should be included in the user fee study to determine comprehensive and defensible service costs.

Ensuring that service fees are charged where appropriate and are set at levels necessary to recover direct and indirect costs will support the City’s full-cost recovery objectives. The information can also provide valuable insights on relative costs and how they compare internally to other time periods or externally to fees charged in other communities. Costs that diverge from the past or peer operations may indicate areas requiring management and operational review.

Based on the range of services reviewed, a contracted third -party review of operations and determination of appropriate user fees for support may range from $25,000 to $40,000.

Recommendation 6: Assess the continued benefit of contracted plan-check firms for administrative and permit processes.

Community development processes are populated with time-sensitive processing requirements. These “shot clocks” can defeat the public safety features of community development functions by approving a permit application if stipulated processing deadlines are not met. Contracted services can be one approach to address these time pressures.

As mentioned earlier, Richmond’s Community Development Department makes relatively greater use of contracted services at possibly greater cost to the City compared to peers.

Local governments routinely contract with outside vendors to provide a wide array of services. The decision whether to contract, or outsource, municipal services is influenced by a variety of factors, including the level of specialization or expertise requ ired, the available market for the services, the service levels required by the municipality, and whether a private contractor can provide a service more affordably than the public entity.

The Department has relied on contracted services for both on-demand professional services (long-term planning) as well as labor support for outsourced services and to meet peak period d emands (building inspection). The City and Department should periodically reassess the contracted service levels as the needs of the City may change.

Developing core in-house service capability where practical and supplementing where needed with contract services can reduce total operating costs while meeting increased service demands. Using contracted services to augment core service provision through in -house resources can serve to limit relatively higher cost contracted services while improving internal service capacity, service communication, and service sustainability. 1146

CITYWIDE WORKFORCE ANALYSIS 23

Relative cost comprises the key element to determining an effective mix of internal and external resources for service provision. Understanding costs of service through internal sources is a necessary first step and the Department should develop historical information on cost -of-service provision for an identified unit of service to form a basis for comparison with alternative sourcing provided by outside parties.

The Department should leverage available data for review, analysis, and management decision purposes. Different models can be developed that focus on decision criteria such as maximizing service levels, minimizing total costs, or other performance criteria. However, the value of the various modeling and d ecision support approaches to the Department will be predicated on the validity and accuracy of the data identified and used in their development.

Important factors impacting data elements include the following:

Service demand
o How modeled service demand varies throughout the year o Identifying the appropriate element for measurement (unit of demand/service) Service supply
o Sources of labor/service provision supply
o Total operating costs per transaction for modeled services (internal Department cost and contracted service provider cost)
Ensure consistent interpretation of data elements (through use of a data dictionary) Ensure consistent development and collection of data over time

The Department should develop appropriate decision support models to identify how best to provide a range of public services. While past practice can provide a guide, the Department will need to move beyond its experience to address new demands. Using a data -driven and analytical approach can provide a foundation for greater understanding of the services provided, their relative benefits and costs, and alternative approaches to consi der for providing quality services on a timely basis to meet the community’ s demands while minimizing operating costs.

This approach is especially important when addressing changing conditions and community expectations.

The City and Department should regularly test assumptions regarding service resourcing and provision. The City should strive to provide the greatest net value to the community from its actions and decisions. Where there is an existing internal service prov ider, the City can employ a “managed competition” assessment approach. With this method, the internal service provider is supported to develop a competitive proposal for the services provided to allow comparison to a bid cost and service provided by an out side contractor. Where there is no internal service provider, the City can solicit cost and operating information from a peer’s internal operation or can “go to market” and issue a Request for Proposals (RFP) to solicit competitive price and service information from multiple firms for comparison.

Recommendation 7: Improve telecommunications and mobile computing technology.

The Department uses the eTRAKiT system that supports the homeowner, developer , and contractor to apply and pay for planning projects online, submit building permit applications electronically, submit business licenses applications electronically, track the progress of their construction projects online, schedule and locate the results of inspections, and check plan review status.

While the Department’s field staff may have some technology for use in the field , staff are unable to do live field updates, resulting in wasted time and the need to return to the office to input information. Such efforts are duplicative and create the potential for inaccurate and incomplete recordkeeping. The purpose of the fieldwork is to develop 1147

24 CITY OF RICHMOND
information supporting business processes. Manually accessing and collecting this information requiring later, duplicate entry takes additional time that could be better used on higher priority tasks.

The project team recommends that the Department issue and require the use of laptops and tablets with integrated software to the field to facilitate digital data entry, access, use, and communication in the field. This will support improved business processes and reduce total and individual transaction operating costs. Improving Department staff capability and capacity through mobile computing and communications presents an opportunity for improved operational efficiency and data integrity.

The Department would incur technology equipment and software acquisition expenses as well as continuing operational expenses for mobile communications in the devices to support remote work. Department staff would also require training to effectively use the devices and software, as well as in how to effectively communicate and share data to maximize effectiveness. In tandem with the adoption of the technology, the Department should develop assessment criteria to determine whether staff have adopted and are effectively using the technology to support improved business performance.

1148

CITYWIDE WORKFORCE ANALYSIS 25
Economic Development
The Economic Development Department strives to enhance the overall economic well -being and quality of life in the City of Richmond. Their work includes promoting arts and culture throughout the City, business attraction and retention, and real estate manag ement. Staff also actively advance environmental and health initiatives to foster sustainable neighborhoods and development opportunities that benefit all residents and workers. The Department serves a vital role in implementing Goal 2 of the City Council’s Goals and Objectives, which is to “Improve Revenue and Economic Development.” 8

The Department is led by the Director of Economic Development, who oversees a staff of 12.0 FTEs according to the FY2024 Budget. The Department is divided into six divisions, including: Environmental and Health Initiatives, Port of Richmond, Arts and Culture, Business Development, Real Estate, and The Richmond Housing Authority.

The organizational structure of the Department is shown in Figure 8 below.

Director of
Economic
Development
Arts &
Culture Manager
Executive
Secretary II
Economic
Development
Coordinator

Senior Business
Assistant Officer

Management
Analyst I/II

Environmental
Manager

Management
Analyst II Term

Development
Project Manager II

Port Director

Senior Business
Assistant Officer

Port Marketing/
Operating Manager

Executive
Secretary II
Richmond
Housing Authority
Arts & Culture Business Development Environmental & Health Initatives
Real Estate Port of Richmond

Figure 8: Economic Development Department Organizational Structure, FY2023-24

The Environmental & Health Initiatives Division collaborates with community organizations and internal City Departments to implement actions identified in environmental, health, and sustainability plans. They also administer the Solid Waste and Recycling contract, support community air monitoring, and identify funding through grant opportunities.

The Port of Richmond is a public enterprise established by the City and administered through the Economic Development Department. Port operations include managing five City -owned terminals for handling bulk liquids, dry bulk materials, metals, vehicles, break-bulk cargo, and commercial rental properties.9

8 City Council Goals and Objectives
9 The City of Richmond California Annual Comprehensive Financial Report for the Year Ended June 30, 2022 1149

26 CITY OF RICHMOND

The Arts and Culture Division positions art to help achieve economic development goals and shape a unique identity for the City. This work includes maintaining an inventory of public art installations, supporting local artists and non-profit organizations, and administering policies to require public art in development projects for the City.

The Business Development Division works with the development community and local businesses to attract and retain business, grow job opportunities , and facilitate business -to-business transactions. Their work also includes connecting local businesses to workforce development programs, supporting small businesses, and market development opportunities within the City.

The Real Estate Division manages City-owned properties and lease agreements, providing coordination with private developers to encourage development activities in priority areas, and performing developer outreach and support.

The Richmond Housing Authority is responsible for providing affordable housing for low - and very low-income residents of the City of Richmond through federally funded housing programs.10

CORE SERVICE MATRIX
The following table outlines core services (programs) provided by each division within the Economic Development Department. The table is not meant to be all inclusive and instead summarizes at a high level how staff are allocated to meet the service-level demand for each division.

Table 10: Economic Development Department Core Services Matrix Program Area Activities and Service Levels11
August 2023
Staffed
Positions
August 2023
Vacant
Positions
Environmental &
Health Initiatives
• Write and strategically implement the Health in All
Policies (HiAP) Ordinance
• Maintain partnerships with City Departments, UC
Berkeley, other public institutions, and nonprofit
organizations to support HiAP implementation
• Perform data tracking and analysis regarding HiAP
implementation to improve health equity
• Collaborate with regional and State stakeholders that support the implementation of the Climate Action
Plan and HiAP
• Support implementation of Climate Action Plan
• Monitor the Climate Action Plan via Open Data
Dashboard to improve environmental quality and
reduce GHG emissions
• Administer Solid Waste and Recycling contract
• Support Community air monitoring
• Support Regional and State air quality laws and
programs
• Provide program funding and grant opportunities
research and grant administration

2.0 0.0
Arts & Culture
• Prepare ordinances, policies, and procedures
• Maintain an inventory of City-owned art
• Provide support for non-profit art organizations and
local artists, including facilitating collaboration with City departments, outside governmental entities,

1.0 0.2

10 The City of Richmond California Annual Comprehensive Financial Report for the Year Ended June 30, 2022 11 Richmond, California Adopted Operating Budget Fiscal Year 2022-2023 1150

CITYWIDE WORKFORCE ANALYSIS 27
Program Area Activities and Service Levels11
August 2023
Staffed
Positions
August 2023
Vacant
Positions
community-based organizations, foundations, and
residents
• Administer the policy calling for 1% Public Art on
Private Development Projects & 1.5% on City Capital
Improvement Projects
• Fund and administer Neighborhood Public Art mini-
grants and the Poet Laureate competition
• Provide staffing and support for the Richmond Arts &
Culture Commission and Public Art Advisory
Committee
Real Estate and
Port of Richmond
• Manage City-owned sites and leases, including Port
property
• Coordinate with private developers to encourage
development in Priority Development Areas
• Perform developer outreach and support
• Coordinate regulatory, tariff, and safety compliance
• Maintain Port Clean Air Action Plan

3.5 0.8
Business
Development
• Develop and implement an Economic Development
Action short- and long-term plan
• Manage business retention, attraction, promotion,
and support activities with resource partners
• Negotiate economic incentives with prospective
developers
• Support small businesses through connection to local
classes, seminars, collaborations, and technical
assistance
• Design, implement, and manage projects/ programs
to market the City of Richmond
• Provide staffing and support for the Economic
Development Commission and Richmond Promise
Board

1.5 1.0
Housing Authority
• Implement the PHARS agreement between HUD,
City of Richmond, and the Housing Authority
• Manage repositioning of Housing Authority assets
• Administer and manage public housing, including
reporting, lease enforcement, maintenance, vacancy
turnaround, resident services, eviction activity
administration, and program oversight
• Administer grants for capital planning, modernization, project management, etc.
• Provide oversight and enforcement of development
agreements
• Administer Easter Hill Housing Corporation, RHA
Corp., etc.
• Provide staffing and support to Housing Authority
Board of Commissioners, Housing Advisory
Commission, and Nevin Plaza Resident Council

5.0 0.0

STAFFING LEVEL HISTORY
Economic Development became a standalone City department in 2021, combining staff previously in the City Manager’s office with the Port of Richmond staff. Since the Department was formed, budgeted staffing levels have remained at 12.0 FTEs between 2021 and 2023. In the FY2024 budget, there are 11.0 FTEs. The staffing changes in the 2024 Budget include the addition of an Economic Development C oordinator, the elimination of a Senior Administrative Analyst position, and the elimination of a Project Manager I/II (Grants Manager) position. The Department’s staffing history from FY2020 to FY2024 is shown in the table below.

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28 CITY OF RICHMOND
Table 11: Economic Development Department Staffing, FY2021 through FY2022 Staffing (FTE) FY2020 FY2021 FY2022 FY2023 FY2024
Budget
%Change
FY2020 to
FY2022
Economic Development - 8.0 12.0 12.0 11.0 1100%
Port of Richmond 4.0 4.0 - - - -100%
Total 4.0 12.0 12.0 12.0 11.0 175%

The Department currently has the equivalent of two budgeted vacant positions. This includes an Executive Secretary position supporting the Port of Richmond and the Arts and Culture Division and an Economic Development Coordinator position in the Business Development Division. The role of Port Director was previously vacant, but according to the staff interviews, the City hired a new Port Director in November 2023.

KEY OBSERVATIONS
The Port of Richmond is one of Northern California's most diversified cargo handlers. It features five City -owned terminals and 10 privately owned terminals. According to the California Association of Port Authorities (CAPA), in 2019, the Port’s total trade was valued at $9.5 billion, with $2.0 billion in exports and $7.5 billion in imports. The top exports from the Port of Richmond were gasoline/other fuels, scrap iron and steel, and coal. The top imports were oil, passenger vehicles, and gasoline/other fuels.12

In addition to the Port's impact on the overall economy and supply chain through its handling of imports and exports, the Port also directly benefits the local City economy. Five City -owned terminals generate revenue from rent, wharfage, and dockage fees. Operators of the 10 privately owned terminals pay property taxes, income taxes, sales taxes, and utility user fees.
13 According to the City’s most recent Annual Comprehensive Financial Report, the Port brought in $10.5 million in operating revenues compared to $4.6 in operating expenses in the 2021-2022 fiscal year.14 This revenue is partly due to a 15 -year lease agreement with Honda, which was signed in 2010 and created more than 100 new full-time jobs and more than 150 new part-time jobs. The total economic impact to the local Richmond Economy of the Honda Port of Entry Project is estimated to be $100 million over the term of the lease.15

Currently, the Port is experiencing challenges in terms of staffing, which limits its potential as an economic driver for the City. Budgeted staffing for the Port of Richmond is 3.3 FTEs, including the Port Director, Port Marketing/Operating Manager, an Ex ecutive Secretary II who splits their time with the Arts & Culture section within the Department, and a Senior Business Assistance Officer who splits their time between the Port and Business Development for the entire City. The City hired a new Port Director in October 2023. Before the hiring, a consultant was used to oversee Port Operations. The Port Marketing/Operating Manager is on leave, and the Executive Secretary II position is vacant. Therefore, the Port effectively has only 1.5 employees to oversee operations, manage tenant relations, and market/attract new businesses.

12 Port of Richmond, CA, California Association of Port Authorities 13 Economic Development Richmond General Plan 2030
14 “Annual Comprehensive Financial Report for the year ended June 30, 2022”, The City of Richmond California 15 Honda Port of Entry Project, City of Richmond Website 1152

CITYWIDE WORKFORCE ANALYSIS 29

STAFFING RECOMMENDATIONS
Recommendation 8: Add one new full-time Senior Business Assistance Officer dedicated to the Port of Richmond.

The Port of Richmond is an economic development driver for the City of Richmond, as seen with the 15-year lease agreement with Honda signed in 2010 that created an estimated 100 new full-time jobs, 150 new part-time jobs, and an economic impact estimated to be $100 million over the term of the lease. The hiring of a new Port Director in October 2023 presents an opportunity to utilize this driver to advance the City Council Goals and Objectives, particularly Goal #2, which is to “Improve Revenue and Improve Economic Development,” as well as the subgoal to “Revision Richmond Port as an ecologically responsible revenue generator.” 16 Currently, a Senior Business Assistance Officer is splitting time between business development for the entire City and the Port. To effectively pursue economic development projects, tenants for available spaces, and new business opportunities, the Department should add a full-time Senior Business Assistance Officer fully dedicated to the Port of Richmond. A dedicated resource for business assistance and attraction at the Port will facilitate a concentrated effort to identify and capitalize on revenue-generating opportunities. This includes building a business retention and expansion program (BRE) for the current lessees, such as Honda. A BRE is a proactive program to support existing businesses and foster growth. Within a BRE, staff engage with local businesses to understand their challenges, identify business needs, and discover opportunities to expand their operations. The program includes regular communication, identifying resources, services, and programs that can assist businesses in overcoming challenges or capitalizing on opportunities, connecting businesses to workforce development programs, and more.

Furthermore, adding a full-time Senior Business Assistance Officer benefits the Port and ensures a full-time resource for Citywide economic development is in place by eliminating the need for the current Senior Business Assistance Officer to split their time. This position’s focus can now shift to support the other goals of the Economic Development Department. For example, they can be redeployed to focus on helping to revitalize small businesses, another subgoal under Goal #2 of the City Council Goals and Objectives.

Adding a full-time Senior Business Assistance Officer would lead to a net gain of 1.0 FTE for the Department. From a budget standpoint, the addition of the position will impact both the operating budget for the Port, an enterprise fund, and the General Fund operating budget for the Department. Each budget will see salary and benefits expenses increase by 0.5 FTEs. City Leadership, the Director of Economic Development, and Human Resources should determine the compensation package for the new position based on the selected candidate’s experience according to the existing salary structure.

The estimated cost at the median and with benefits for this position is $251,658.

OPERATIONAL RECOMMENDATIONS
The recommendations below offer suggestions to improve operational efficiency and effectiveness.

Recommendation 9: Develop a Strategic Plan for Port operations.

Ports can serve as a driver for economic development for a City and have economic benefits that are both direct and indirect. The Richmond City Council recognizes this through the Council’s Goals and Objectives, which include the goal to “ Revision Richmond Port as an ecologically responsible revenue generator .”17 The hiring of a new Port

16 City Council Goals and Objectives
17 City Council Goals and Objectives
1153

30 CITY OF RICHMOND
Director in October 2023 provides an opportunity to set forth a new strategic direction for the Port to capitalize on opportunities and maximize the economic benefit it can provide to the community.

According to the Fiscal Year 2023 -2024 Operating Budget Presentation dated June 20, 2023, the City has appropriated $250,000 toward professional services for Port strategic planning. The City should utilize these funds to develop a comprehensive Strategic Plan for Port Operations. Doing so will help the City achieve the Council goals and enable the new Port Director to put forth their vision for the future of the Port of Richmond.

In the 2022 publication, “Port Economics, Management and Policy,” authors Theo Notteboom, Athanasios Pallis and Jean-Paul Rodrigue present the five steps involved in the strategic planning process for a port. These steps are summarized in the figure below.

Figure 9: The Port Strategic Planning Process
18 The first step is establishing an ambitious mission statement or strategic intent for the organization. This mission statement sets forth the long-term objective the Port hopes to achieve. It should seek to answer the question, "What do we hope to be true about our organization in the future?” The mission statement should look beyond what the Port is currently capable of doing and aim to establish a competitive advantage in the marketplace. 19

In step two, staff can perform a gap analysis of current operations t o identify the strengths and weaknesses of the organization to determine what the Port can do and what it should do. It should also include a review of the competitive environment. The Port of Richmond is one of 11 Ports in California20, two of which are just across the San Francisco Bay in the City of San Francisco and the City of Oakland. Understanding the external environment is crucial to identify opportunities to achieve the Port’s mission.

18 Theo Notteboom, Athanasios Pallis and Jean -Paul Rodrigue (2022) Port Economics, Management and Policy, New York: Routledge
19 Theo Notteboom, Athanasios Pallis and Jean -Paul Rodrigue (2022) Port Economics, Management and Policy, New York: Routledge
20 California Association of Port Authorities
1154

CITYWIDE WORKFORCE ANALYSIS 31
Step three is about resource building. Incorporating resource building into the strategic planning process allows staff to identify the organization's core competencies based on the current assets, personnel, and available resources. Core competencies are the characteristics that make it stand apart from the competition.

Next, staff should define specific goals, objectives, and strategies that align with the new mission. This process includes developing and comparing alternative strategies to determine the most effective approach to push the organization forward and become what it should be . Specific, detailed initiatives and action items that leverage resources should be established for each goal to create a framework for successfully executing the organization’s long-term objectives. By undertaking this analysis, the Port Director will be informed on how best to reallocate resources to achieve the established goals.

Finally, staff should regularly monitor the effectiveness of the chosen strategies. The Port Director should regularly monitor how successful the organization is in implementing initiatives and action items to bridge the gap between what the Port can do and should do. As the organization acquires and develops additional resources and capabilities, the Port Director should continuously adapt objectives and strategies to help achieve the mission. Monitoring progress against the goals ensures the Port can evolve to capitalize on opportunities and overcome challenges. 21 Creating a comprehensive strategic plan for the Port will require planning, investment, and effort. However, it will benefit the organization in several ways, including:

• Evaluating the current circumstances and capabilities of the Port • Creating a foundation to capitalize on economic growth opportunities • Aligning staff and the new Port Director under a shared mission and set of goals • Providing a long-term vision for where the organization wants to go.

Recommendation 10: Develop a marketing strategy and add additional contracted support for Marketing and Operations management for the Port of Richmond.

While adding a dedicated Senior Business Assistance Officer as recommended earlier will help to maximize revenue- generating opportunities at the Port, the Department should also provide additional marketing and strategy direction assistance to support this employee's efforts. Currently, there is one budgeted position at the Port for operations and marketing. This level of staff support should be increased through contracted assistance to help fully realize the Port’s economic development potential.

By strengthening the marketing efforts for the Port, the visibility of available spaces and economic opportunities can be enhanced, helping the Senior Business Assistance Officer to attract potential new business partners, investors, and tenants.

The new Port Director, hired in October 2023, and the current Port Marketing and Operations Manager should develop a strategic marketing strategy that aligns with the Port Strategic Plan discussed in the above recommendations. This strategy will be essenti al to maximizing revenue-generating opportunities and effectively positioning the Port to contribute to the overall success and growth of the City of Richmond. The strategy should include the following elements:

21 Theo Notteboom, Athanasios Pallis and Jean -Paul Rodrigue (2022) Port Economics, Management and Policy, New York: Routledge
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32 CITY OF RICHMOND
Market analysis: Analysis of industry trends, challenges to current operations, potential growth areas, the competitive landscape, and the unique characteristics of the Port of Richmond that may help attract new business opportunities.

Target Audience Analysis: Identification of the specific businesses and industry clusters that align with the Port of Richmond’s strengths and capabilities.

Brand Analysis: Analysis of the Port’s strengths and capabilities to develop or redefine how to brand and position the Port to the business community.

Marketing Tools: Evaluation of the current marketing tools used to promote the Port.

Strategies to Expand Marketing: The development of new strategies or tools to expand the reach of marketing efforts to a wider, more diverse audience.

Sample Marketing Collateral: The development of new marketing materials incorporating updated branding and marketing strategies designed to attract potential new businesses and opportunities.

This marketing strategy will define the marketing materials, tools, and tactics to implement, which will help define the level of additional support needed. Once identified, the Department should seek additional support for marketing and operations management personnel to effectively address the renewed effort to promote the Port. The Department can secure this additional level of support through either additional staff resources or contracted services based on available resources.

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CITYWIDE WORKFORCE ANALYSIS 33
Community Services Department
The Community Services Department provides a broad array of recreation , growth, and support opportunities to Richmond residents. The Department is comprised of six divisions: Recreation, Library, Employment and Training, Office of Neighborhood Safety (ONS), Transportation, and Children and Youth. The Department is led by the Deputy City Manager of Community Services.

The City’s FY2023-24 Adopted Budget included a total of 125.7 FTE positions in the Department. The Department’s organizational structure is summarized in Figure 10 below.

Deputy City
Manager –
Community Svcs.

Office of
Neighborhood
Safety

Children & Youth

Transportation

Employment &
Training

Library & Cultural
Services

Recreation

Finance &
Administration
Operations

Neighborhood/
Volunteer Services,
Grants & Projects

Recreation
Services

Reference and
Programming

Circulation Facilities
& Technical
Services

Literacy for Every
Adult Program
(LEAP)
Richmond WORKS

YouthWORKS

RichmondBUILD

Fiscal Services

Contract
Compliance

Transportation &
Parking
Management

Paratransit

Figure 10: Community Services Department Organizational Structure, FY2023-24

The Recreation Division provides a wide variety of sports and cultural activities and events for Richmond residents, including adult programs, youth programs, youth sports, aquatics, senior programs, and community special events.

The Division operates several facilities, including the Richmond Recreation Complex, four neighborhood community centers, two indoor swimming facilities, a senior center , an annex senior center , and a 3,000 seat convention center in the City’s Civic Center. While Recreation utilizes the City’s over 50 parks and sports fields for 1157

34 CITY OF RICHMOND
programming sites, these are maintained by the Parks Maintenance Division within the City’s Public Works Department.

The Library and Cultural Services Division provides library services at both a main library in the City’s Civic Center complex, as well as at two branch library locations. Residents can borrow a wide array of book and other media provided at the library, as well as take part in a variety of programs such as LEAP (Literacy for Every Adult Program), GED programs to assist in completion of high school diplomas, English as a Second Language, and other tutoring.

The Employment & Training Division provides job training and assistance to both adults and youth. Programs include Richmond WORKS which provides job search assistance, resume help, skill assessments and testing, literacy, English Language Learner, career training, and other assistance to residents. Richmond BUILD is a public private partnership providing skill training in the high- wage and high -growth construction and renewable energy fields. YouthWORKS provides youth ages 14-24 with knowledge and experience for future job success and includes work experience, apprenticeship training, life skills, work readiness workshops, and more. Staff support and staff the City’s Workforce Development Board.

The Transportation Division provides a variety of transit programs and transportation planning initiatives for the City, including commuter resources, electric vehicle accessibility, R- Transit for seniors and paratransit services for those with accessibility needs, an on-demand shuttle service called Richmond Moves, commuter resources and public transportation information, and transportation planning services.

The Children & Youth Division oversees the Fund for Children and Youth , which was created to provide sustainable funding for community organizations that serve the City’s youth. The Division primarily serves as a funding agency to provide and monitor grant funding to various organizations serving Richmond residents under age 24. The Division staffs and supports the Richmond Fund for Children and Youth Oversight Board and has prepared a Strategic Investment Plan to identify gaps in service and address needs for the community’s youth.

The Office of Neighborhood Safety (ONS) establishes partnerships and strategies to achieve reductions in firearm- related assaults, retaliations, and fatalities. ONS leads the City’s gun violence prevention and intervention initiatives, particularly targeting those at high risk of involvement in gun violence. ONS provides outreach to provide alternative opportunities to street violence and crime, which contributes to greater community well-being and public safety.

STAFFING LEVEL HISTORY
Staffing within the Community Services Department increased 33% over the past five years from 94.7 authorized FTE positions to 125.7 authorized FTE positions. Most of this growth is attributable to the Office of Neighborhood Safety Division, which grew 183% from 6.0 FTE in FY2020 to 17.0 FTE in FY2024. The Employment & Training Division also increased 42% from 19.0 FTE positions to 27.0 FTE positions in the same time period. The Department averaged 25.3 FTE position vacancies and a 22.2% vacancy rate over five years.

Table 12: Department Staffing, FY2020 through FY2024
Staffing (FTE) FY2020
Budget
FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
Percent Change
FY2020 to FY2024
Recreation 28.4 27.4 30.0 30.0 35.0 20%
Library and Cultural
Services 33.3 30.7 30.7 31.7 36.7 7%
Employment &
Training 19.0 19.0 21.0 22.0 27.0 42%
Transportation 8.0 7.0 5.0 5.0 6.0 13%
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CITYWIDE WORKFORCE ANALYSIS 35
Staffing (FTE) FY2020
Budget
FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
Percent Change
FY2020 to FY2024
Children & Youth - 2.0 3.0 2.0 4.0 300%
Office of
Neighborhood Safety 6.0 8.0 8.0 18.0 17.0 183%
Community Services
Total 94.7 94.1 97.7 108.7 125.7 33%

CORE SERVICE MATRIX
The following table outlines core services (programs) provided by each division within the Community Services Department. The table is not meant to be all inclusive, rather summarizing at a high level how staff are allocated to meet the service-level demand for each division.

Table 13: Community Services Department Core Services Matrix Program Area Activities and Service Levels
August 2023
Staffed
Positions
August 2023
Vacant
Positions
Recreation
• Provide recreation programming and classes
• Maintain and operate four community centers
and one recreation facility
• Operate City parks
• Plan and run Citywide special events
• Provide senior programs and classes and
operate two senior centers
• Operate after school and summer camp
programs for youth
• Provide youth sports leagues
• Maintain and operate two aquatic facilities
• Provide aquatics programming and classes
• Manage auditorium rentals
• Provide logistics to support rentals

35.0 7.0
Employment & Training
• Richmond Works grant program career center
services and job search training and assistance
• YouthWORKS grant program to provide training
and education to youth 16-24 for employment
through the YouthWORKS grant program
• Richmond Builds grant program to train residents
in skilled trades and apprenticeships

27.0 9.0
Office of Neighborhood
Safety
• Providing gun violence intervention through
neighborhood change agent interaction with local
Fellows
• Creating and providing attention, intensive
engagement, and support structures that are
designed to improve the social and emotional
health and wellness of residents

17.0 0.0
Library & Cultural
Services
• Provides library materials and services
• Offers programming to promote reading and
general health
• Operates central library and two branch facilities

36.7 9.0
Transportation
• City Parking Authority
• Electric Vehicle Accessibility
• Electric Carshare
• R-Transit
• Paratransit Services
• On-Demand Shuttle
• Provide planning and funding strategies for Fleet
Services to aid transition from gas to electric
vehicles

6.0 1.0
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36 CITY OF RICHMOND
Program Area Activities and Service Levels
August 2023
Staffed
Positions
August 2023
Vacant
Positions
• Assist with active and long-range transportation
planning
Children & Youth • Manage, award, and monitor grants to local children and youth-serving agencies 4.0 0.0

KEY OBSERVATIONS
The Community Services Department provides a broad range of services, including some that many other communities do not offer. This is, in large part, because many of the services provided in Richmond are funded by external grant funding; it is likely that , without this funding, the service may not be offered. Richmond’s demographics make it eligible for more grant opportunities than other communities, which is also a benefit that the City is already, and should continue to, capitalize upon. Staff are alrea dy working very hard to identify and win grants to provide services. Many cities of Richmond’s size do not offer Employment and Training programs to residents and assume the County or non -profits will provide these services ; or, if they do, it is a much smaller program. Few communities offer programs such as the Office of Neighborhood Safety (ONS). While taking advantage of grant opportunities is important in increasing the level of services to the community, it can be a drain on staff who must deal with grant administration requirements and an increasing number of services to focus upon.

The City will need to be explicit in thoughtfully determining whether or not to go for and accept grant funding if doing so adds additional workload and decreases staff focus on already-existing programs and services.

Many of the services offered by the Community Services Department are difficult to measure and determine their service levels. In most communities, services such as recreation, employment and training, children and youth, library, and transit will be provided to the level the community can afford as higher service levels are always desired by the public; it is financial resources that limits the level of service provision. While it cannot be refuted that the quality of life in communities is improved by the provision of parks and recreation, training and education, and library services, these are not “necessities of life” for residents and typically rate lower than other core municipal services such as streets and roa ds and public safety when competing for general taxpayer funding. Many of these services accrue benefits primarily to an individual or small number of individuals, thus bringing into question the equity and fairness of providing significant General Fund taxpayer support.

The City of Richmond’s population has grown an average of 1.23% per year from 2010-2020. 22 Raftelis is unaware
of changes in the next 5-10 years that would significantly increase the need for staffing in Community Services other than bringing new facilities online. For example, should a community center be reopened or the main library expanded as planned, this will necessitate additional staff to ensure the ongoing safety and security of both patrons and staff.

Recreation
The Community Services Department Recreation Division provides service at several facilities including the Richmond Recreation Complex, four neighborhood community centers, two indoor swimming facilities, a senior center, an annex senior center, and a 3,00 0 seat convention center. The NRPA 2023 Agency Performance Review shows the median population per facility numbers for jurisdictions with a population between 100,000 and 250,000.

The equivalent for a City of Richmond’s size is shown below.

22 U.S. Census Data, April 2010 – April 2020,
https://www.census.gov/quickfacts/fact/table/richmondcitycalifornia/PST045222

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CITYWIDE WORKFORCE ANALYSIS 37

Table 14: NRPA Median Recreation Facilities as Compared to Richmond Facility Type
Median
No. of
Facilities
Richmond
No. of
Facilities
Recreation Center (including gyms) 2.11 1
Community Centers 2.10 4
Senior Centers 0.92 2
Performance amphitheaters 0.94 1
Aquatic Centers 1.05 2
Total 7.13 10.00

As shown, Richmond actually offers a higher number of facilities to its residents than the median in similar -sized communities, offering 10 facilities as compared to a median of just over seven. In particular, Richmond has double the number of community centers, senior centers, and aquatic centers. This is a significant benefit that residents and the City can capitalize upon as the costly capital investments have already been made. In addition, the City has three facilities that are in need of rehabilitation and are not currently operating. Should these three facilities be put into operation, Richmond would be providing almost double the number of facilities as the NRPA median in cities of similar size.

In addition, Richmond has several facilities that are currently closed due to maintenance needs , but could further increase the level of service to the community if renovated. This is a benefit to Richmond residents that the City might capitalize upon as the infrastructure already exists. In interviews, some expressed concern that facilities were not geographically distributed equally throughout the community; this is a valid concern, but also one that requires significant financial resources to address and which does not commonly occur in most cities for this reason.

Staffing levels in Richmond for recreation are well below national norms. Table 15 below shows that, according to the NRPA 2023 Agency Performance Review, the median full-time equivalent staffing for cities of similar size is 121.50 FTEs, in comparison to Richmond’s 34 budgeted FTEs (some of which are vacant).

Table 15: NRPA Recreation Staffing As Compared to Richmond NRPA Tier Peer FTEs Richmond FTEs
Median 121.50 35
Lower Quartile 72.80
Higher Quartile 198.30

It is possible and likely that the comparison cities included a parks maintenance function which, in Richmond, is located separately in the Public Works Department and consists of 27.2 FTEs; added to Recreation staff, this would still only total 6 2.2 FTEs for Richmond. The City also hires many part -time staff such as lifeguards who are not included in the 35 FTE number; these might account for an additional 17.5 FTEs (a rough estimate), bringing the total to 79.7 FTEs, still over 40 FTEs below the peer median but above the lower quartile.

Library
When evaluating Library & Cultural Services staffing levels according to Public Library Survey data for FY21 (most recent), Richmond operates with 19 staff members below the mean and 16 staff members below the median for Bay 1161

38 CITY OF RICHMOND
Area Cities with populations between 100,000 and 150,000; 10 staff members below the mean and two staff members below the median for California Cities with populations between 100,000 and 150,000; and 14 staff members below the mean and 16 staff members below the median for All US Cities with populations between 100,000 and 150,000.

Within Contra Costa County, there are a total of 31 library branches being operated. Contra Costa County operates 28 of these branches, while Richmond operates three of these branches. Richmond has more staff per branch (13) and lower staff to population r atio (2,898) than those within the Contra Costa County library system at seven and 2,898, respectively. This excludes the two bookmobiles that Richmond operates. Richmond also contributes $45 per Richmond resident, while Contra Costa County contributes $38 per resident within its local service area. However, Richmond budgets less per staff member ($131,138) when compared to Contra Costa County ($204,450). This means that Richmond has more staff per branch with less money budgeted per staff member.

As of 2023, Richmond is currently operating with 27.7 FTEs while maintaining 9 FTE vacancies (as of the date of the August position control report from the City). At 27.7 FTEs, Richmond is currently operating at 10 FTE less than in FY21, when it operated w ith 38 FTE. If adjusted and compared to FY21 data, Richmond is currently operating with staffing levels below the mean and median for all Bay Area Cities with populations between 50,000 and 150,000.

Library & Cultural Services currently utilizes a staffing mix that includes one Deputy Director, three service area managers, and 24 staff positions. It provides onsite and remote materials and services to support the community’s personal, cultural, educational, and professional needs at its Main Library, two branch locations, and one bookmobile. There is a desire to increase hours of service in the evening and on the weekends to better serve the public. The Main Library currently operates with 46 hours open to the public per week, including 35 daytime hours, six evening hours, and five weekend hours. The Bayview and West Side branches currently operate with 19 regular hours and two evening hours at both branches per week. In total, the Richmond Library system operates with 88 hours that are open to the public per week. Additionally, the City Council has appropriated over $24 million to modernize the Main Library Location as of May 2023.

The current approach to staffing and hours gives patrons located around Richmond the opportunity to enjoy library services five days per week. This approach supports Richmond’s commitment to providing equitable service provision based on geographic locatio n, which was a common theme mentioned by interviewees. However, the approach also requires staffing at every location five days per week and does not address the desire for increased evening and weekend hours. This results in staff being spread thin throughout the community with fewer budgeted hours available to allocate during the evenings and weekends. Additionally, with limited resources, the staff allocation across locations necessarily limits each branch to fewer popular services such as story hours, special events, and children’s programming. It also limits the opportunity to provide specialized support services for the increasingly more prevalent mentally ill and unhoused populations, which currently are supported by existing library staff that are not trained to handle such populations. In summary, there is a tradeoff between operating locations and hours and the services they can provide, with more location offerings currently taking priority over evening and weekend hours of operation and additional service offerings.

Transportation
The Transportation Division consists of six FTEs, all of which were filled at the time of this review. The City is currently operating both transportation planning and transit services functions together in this unit , with three employees serving as paratransit drivers and staff, one as an administrative analyst, and two project managers overseeing operations, seeking new grants, and developing new programs . The Division manages micromobility services; coordinates City electric vehicles (EVs), f leet and transportation network electrification, and EV and alternative energy education and outreach to promote clean transportation; assists with active and long -range 1162

CITYWIDE WORKFORCE ANALYSIS 39
transportation planning; and operates the C ity Parking Authority responsible for curb management and public parking stall inventory.

The current approach leverages the skills and perspective of existing transportation program managers for the oversight and operation of transportation related programs and services . This puts those who facilitated the development of programs and services in charge of their operation, potentially leading to better functional outcomes.

However, this approach does not directly connect transportation planning with other City planners in Community Development and the focus on transit operations detracts from the planning focus. While the two departments coordinate informally, the City’s growing focus on transportation planning can be enhanced.

Children and Youth
Children and Youth is a City mandated function by way of Article 15 of the City Charter. The Division is currently fully staffed with four FTEs and focuses on distributing funds to support children and families under the age of 24.

The Division funds youth-serving organizations in alignment with the Community Needs Assessment, provides support to a 15 -member Oversight Board (e.g., board recruitment, retention, training, agenda -setting, meeting facilitation), works with internal and external organizations , and evaluates grantees, the grant process, and the program to document the collective impact of the Fund . Funded initiatives include the following areas: Violence Prevention and Response; Education and Job Training; Parent/Guardian Support; Media, Arts, Culture and Technology; Youth and Family Leadership; Organizing and Civic Engagement; Health and Well -Being; Environmental Health and Justice; Outdoor Education and Recreation; and/or Deportation Support. The division will move to a three-year grant cycle beginning in FY24.

Office of Neighborhood Services
The Office of Neighborhood Services is a highly regarded local program that provides intervention to reduce gun violence in the community. Neighborhood Change Agents who build relationships in the community and work directly with cohorts of “fellows” who are at-risk youth and adults to identify alternative opportunities to gun violence. The program has been featured in the media and the community has seen a reduction in gun violence. ONS reports a 73% overall reduction in gun violence from 2007 -2018. ONS recently signed contracts to begin work in local schools. All ONS staff are funded from the General Fund, with additional funding raised through community support to pay for various fees, book, tuitions, and stipends for participants.

While the Office was fully staffed with 17 FTEs at the time of this review, turnover has been a concern and in the recent past it has reportedly taken some time to get to full staffing levels. There is also some concern regarding succession planning so that long-time Neighborhood Change Agents can move upward into Field Coordinator and Program Manager roles.

Employment and Training
The Employment and Training Division was created to take advantage of available Workforce Innovation and Opportunity Act (WIOA) grant funding to provide employment and training services to Richmond residents. Besides providing general career center and job search assistance, the Division funds and manages the YouthWORKS grant program for those ages 16-24, the Richmond Works program for adults over 18 years old, and RichmondBuild and YouthBuild to provide pre -apprenticeship training in trades and construction skills. The Division also staffs and coordinates with the Richmond Workforce Development Board.

Demand is high for these programs; staff report waiting lists and growing demand since the end of the pandemic.

The City, as part of the recommendations of the Reimagine Richmond Task Force, reallocated $1.9 million of General Fund monies to this Division for the YouthWORKS program. 1163

40 CITY OF RICHMOND

STAFFING RECOMMENDATIONS
Recommendation 11: Add 10 new full-time Recreation Program Coordinator positions to support the City’s recreation and community centers.

In interviews, some City Council members and managers expressed a desire to increase service hours at community centers; a review of current hours shows that most operate between 10am and 6pm. Evening hours would provide significant additional benefit to residents who work during the day and cannot currently utilize the City’s facilities.

In interviews, staff noted the need for more assistance and expressed some concern about safety and security at the sites. They noted instances when patrons would pay and then open a side door to provide access for free to other residents. They noted facilities where a single staff member may be on duty; at the senior center, this is typical and patrons must buzz in for facility access. The main cashier station in the recreation center must at times be left unattended (though locked) due to the need for sta ff to address needs elsewhere in the building. Recreation facility staff are also utilized to staff City special events such as Chinese New Year, Black History celebration, and July fireworks. Doing so requires their withdrawal from regular staffing of community and recreation centers.

Lengthening service hours to add the 6-8pm period, which would be extremely valuable to attract working residents, adds 10 hours per week of additional service per facility (five days X two hours). Adding this to the four community centers and central recreation center is five facilities or 50 total hours per week needed of staff coverage (five facilities X 10 hours per week). Dividing 50 hours needed by 40 hours for a full-time staff member results in the need to have

1.25 FTE for coverage. Adding a staffing factor to account for vacations and training will raise this even higher. We recommend the City add 2.0 FTEs per site, a total of 10 FTEs for five facilities, to ensure full coverage for these extra hours and to provide some additional staffing to enhance coverage overlap for safety and security. It is vital that the safety of both staff and residents using the facilities be a priority when setting staffing levels for all facilities.

The cost of these 10 full-time Recreation Program Coordinators at the median rate and with benefits is estimated to total $1,312,157. Some of this may be offset through cost recovery, discussed in Recommendation 17 below.

Recommendation 12: Add one new Auditorium Leadworker or similar position to oversee Auditorium rentals and supervise the Auditorium Aide positions.

The City owns and operates the 3,000 seat Richmond Memorial Auditorium, bringing residents entertainment and meeting opportunities and a reason to visit the Civic Center complex. The Auditorium is rented out and operated by a full-time Recreation Supervisor and three Auditorium Aide positions who each work 32 hours per week and provide event setup and other logistical support for renters.

In interviews, staff noted that the Recreation Supervisor, also responsible for other Department programs beyond the auditorium, cannot provide the level of oversight desired for the Auditorium Aide staff, and has limited time to interact with those renting the facility. City policies allow for in-house (City) use of the auditorium for free or reduced rates, which reduces availability for paying customers. There has been recent discussion of the potential to convert the facility for use as a shelter for unh oused persons, something for which it was not designed nor are City staff trained to handle. This would also result in the loss of rental income revenue, which is important to maintain the facility, increasing costs to the City. According to the City’s financial transparency site, FY2022 -23 City rental income was budgeted at $395,000 and actuals were $297,000; whether this was solely auditorium income or included other types is unknown. If the City has not already done so, it might consider establishing a separate enterprise fund for the auditorium operation, to track revenues and expenditures and set a goal for it to become a self -supporting business operation.

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CITYWIDE WORKFORCE ANALYSIS 41
The City has invested significant funds in the construction and maintenance of its auditorium . If the City’s philosophy is to maximize use of the facility to generate revenue rather than to use it for City purposes , we recommend adding a full-time Auditorium Leadworker position. This position would be responsible for supervising the three Auditorium Aide positions, providing a consistent and professional face to renters, and working to increase usage and rental income , maximizing cost recovery for the operation . Rental income can be used to offset staff salaries and facility maintenance costs which, for a facility of this size, can be substantial.

The estimated cost for this position at the median and with benefits is $131,216.

Recommendation 13: Work with the Children & Youth Division to see if YouthWORKS grant funding can be used to supplement part-time Recreation staff.

The Recreation Division relies significantly on hiring many part- time staff to run programs and provide service, as most recreation programs do. Staff report that it has become increasingly difficult to hire and retain part- time staff, in particular during weekday hours, when most candidates are working or in school.

In some communities, such as the City of Berkeley, YouthWORKS funding is used to provide work opportunities within the City. Richmond could utilize some of its grant funding to provide part-time staff opportunities to support the Recreation Division and fi ll some of these vacancies. It is possible the City is already doing this, but this was unknown to the project team at the time of this report so the recommendation is offered.

Recommendation 14: Fill seven FTE Library Assistant vacancies and add three new FTE positions to add evening hours.

Current staffing levels for the Richmond Public Library are significantly below the mean and median staffing levels when compared to libraries located in the Bay Area, California, and n ational cities with populations between 100,000-150,000. The current staffing approach provides access to locations and services mostly during working hours, and does not provide much access during evenings or on weekends. More specifically, there are currently 88 total opening hours; of these hours, 73 are during the day and 15 are after 5pm or on the weekend.

The addition of 10 FTEs would create 440 additional working hours, translating to 31.5 more hours of library access while maintaining the existing service level ratio. The additional staff would also provide better coverage for existing staff, helping to alleviate overtime, and coverage for training and sick leave or vacations. The addition of 10 FTEs would return the Richmond Library system to its pre-COVID-19 staffing levels of 38 FTEs.

Importantly, more staffing support in addition to the recommend ed 10 FTEs may be necessary to adequately staff and service increased demand at the Main Library after its renovation is complete ( and for which the City Council has already allocated $24M for renovation).

The estimated cost at the median and with benefits for the three new positions is $360,318.

Recommendation 15: Add one Management Analyst position to oversee Transportation services (R-Transit, Paratransit, Public Transportation) as the unit is transitioned to the Public Works Department.

The Transportation Division currently operates transportation planning and transit services together with the same staff, resulting in reduced focus and staff capacity for both functional areas. The Division's structure also creates the potential for challenges related to service resilience and succession planning.

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The addition of a Management Analyst position to oversee transportation services will, over time, help to improve the quality and efficiency of service delivery by allowing for the effective transition of duties and institutional knowledge from the existing program managers who work out of the City Manager’s Office.

The estimated cost at the median and with benefits for this position is $189,074.

Recommendation 16: Add one Assistant Planner to the Planning Department to create a Transportation Planning function for the City.

The addition of an Assistant Planner to the Planning Department to create a Transportation Planning function will, over time, help to improve the quality and efficiency of service delivery . Additionally, co-locating Transportation, Current, and Long-Range Planning will benefit collective performance while creating new synergies between similar functional areas. This will directly address two City Council’s strategies to “Improve road, traffic, bike, and pedestrian safety” and to create a “Strategic parking and transportation plan that aligns with planned development,” both of which will help to achieve City Council Goal #4, “Improve Public Safety.”

The estimated cost for this position at the median and with benefits is $157,152.

OPERATIONAL RECOMMENDATIONS
The following recommendations are offered to enhance operational efficiency and effectiveness, and to ensure that service to the community is maximized.

Recommendation 17: Streamline the Community Services fee structure to increase cost recovery and ease of use by staff.

Critical to the ability to provide recreation programs is to fund staff to support those programs to ensure they are of high quality. For this reason, a review of revenue is imperative as the City considers whether or not to expand Community Services program offerings, service hours, or numbers of participants.

Nationwide, municipal recreation programs typically recover some percentage of costs in order to offset impacts to the general taxpayers (e.g., to minimize General Fund support). The level of cost recovery varies from community to community and there are many philosophies with regard to the “right” levels to charge participants. While much progress has been made in the past decade toward improving equity and inclusion and ensuring that programs are available to all, both the National Recreation and Park Ass ociation (NRPA) and California Park and Recreation Society stop short of recommending the elimination of user fees entirely. Instead, they recommend that low-income participants receive user fee subsidies in accordance with their ability to pay, while other groups should continue to pay user fees commensurate to the benefits they receive. 23 Recreation programs in many municipalities impose general user fees to reach a desired cost recovery level and seek to address equity concerns through scholarship programs with an application process to assess and document each applicant’s ability to pay; those who cannot pay the fee receive a scholarship or subsidy. Scholarship fundraising is often provided through support of a “friends” or “foundation” group of volunteers in the community. Agencies will often identify several tiers of their programs ranging from those benefiting large groups (e.g., community events) and moving to those with considerable benefit to a single individual (e.g., facility rentals or individual lessons) and set cost recovery rates from low to high, charging more for those service tiers primarily benefitting individuals.

23 https://www.nrpa.org/parks-recreation-magazine/2020/january/pricing-strategies-that-combat-social-injustice/ 1166

CITYWIDE WORKFORCE ANALYSIS 43
A cursory review of fees and charges for the City’s programs shows that user fees are low in many areas. Four months of the Achieve afterschool program, providing daily childcare and programming after school until 6pm (approximately 15 hours per week) cost s $80, which equates to 33 cents per hour of care. One season of middle school basketball league from January to April costs $500. An adult winter volleyball league from January to April costs $315. Weekly youth swimming lessons for one month cost $48 for residents and $60 for non-residents. Access to the fitness room at the Recreation Center is offered for just $5 per month. Staff expressed that the current fee structure is confusing, with many layers and complexities, and is difficult for staff to administer.

While recent data on cost recovery was not provided for this review and was not found in the current budget, information in the City’s FY2017-18 Budget document showed the City to be recovering approximately 22% of the cost of recreation programming at tha t time. This compares to current best practices of approximately 60% cost recovery, though this varies from 50-80% in recreation programs nationally.

Even if the City were to set a goal for 50% recovery (on the low end, providing its services to residents at half-price), this would result in significant new resources to fund programming and services. The City’s financial transparency site shows that recreation fees totaled approximately $565,000 in FY2023. Assuming the City is currently recovering 22% of total recreation costs ( as stated in the FY18 Budget), if cost recovery is increased to 50%, this would total $1,284,090, an increase of over $719,000 in new revenues. This could offset the cost of several new staff positions.

Cost recovery is a policy decision and must reflect the values of the community. There is no “right” answer. Raftelis recommends that the City incrementally increase recreation program cost recovery to at least the 50% level, still on the low side as compared to industry best practices, setting a balance between ensuring sustainable funding to support necessary staff to ensure safety and security while also providing access to all residents based upon income levels.

Additional funding can mean higher quality service levels for those participating. Many consumers have a choice as to where to pay for recreation programming; private gyms, private lessons, and other options exist. They want a balance between low cost but also good quality and facilities. Increasing pricing is not always a negative but can help express that there is value in the service provided and, at the same time, the increased revenues can support quality improvements. If the price point is too low, consumers question the quality of the service, do not attribute the same “value” to it, and may spend even more elsewhere.

For these reasons, Raftelis recommends a review and overhaul of the fee structure for Community Services programming, particularly in recreation and aquatics. Simplification of the fee structure will result in ease of use and administration by staff, as well as incrementally increase cost recovery over a five-year period.

Recommendation 18: Review the inventory of Recreation programs and services to eliminate those which are outdated and serving fewer residents.

It is not uncommon for cities, over time, to continue to add services and programs without eliminating any. This is one reason that staff may not be able to keep up despite no major increase in population or growth. It is important to regularly inventory and assess the programs and services offered, in particular for recreation programs and services which are somewhat subject to trends over time (Zumba and pickleball being recent examples).

While every program and services does good and makes someone happy, the City is unable to address the needs of every individual in the population. It is important the City review its inventory and eliminate less popular programs that take up staff time which could be devoted to other purposes. The City’s Snow Ball Scholarship, as one example, while a lovely local historical event, in essence benefits two scholarship recipients out of a City population of over 114,000 while utilizing considerable Community Services staff time.

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One means to prioritize programs and services is to map them into the quadrants shown in Figure 11 below. Ideally, the City should pursue those programs and services in the top right corner (green) and avoid those in the bottom left (red) which provide service to many residents in the most efficient manner.

Figure 11: Program Evaluation Matrix

Recommendation 19: For Children & Youth, evaluate the grant management workload after FY2024 awardees are selected and re-evaluate hiring needs accordingly.

Children and Youth is a City-mandated function by way of Article 15 of the City Charter. The division is currently fully staffed with four FTEs and focuses on distributing funds to local non -profits and partners to support children and families under the age of 24.

The Division will move from an annual to a three-year grant cycle beginning in FY2024, which will greatly change the workload of staff, who can now pivot from focusing on the application and award process to ongoing monitoring of recipients. Staffing should remain static and be re -evaluated and assessed at the end of the three -year cycle to determine the impact this change has had.

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CITYWIDE WORKFORCE ANALYSIS 45
Internal Services Department
The Internal Services Department consists of three divisions: Finance, Human Resources (HR), and Information Technology (IT). Each division provides internal support for all of the departments within the City, such as financial reporting, accounting, payro ll, technology related services for both hardware and software needs, as well as employment related services like recruiting for vacant positions, compensation and benefits, and employee relations.

The chart below shows each division by major program.

Finance

Budget & Treasury

Internal Services
Department

General Accounting

Administration

Payroll

Accounts Payable

Human
Resources
Information
Technology

Revenue &
Business Tax

Labor Relations

Risk Management
& Benefits

Recruitment &
Personnel
Management

Administration

Infrastructure &
Client Support

Public
Communication

Business Systems
& Application
Support

Administration

Figure 12: Internal Services Department Organizational Structure, FY2023-24

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STAFFING LEVEL HISTORY
Staffing within the Internal Services Department has remained relatively flat over the past five years as shown in Table 16 below. Authorized staffing levels dropped during FY 2020-FY2021 likely in response to the uncertainty and potential revenue loss associated with the global COVID-19 pandemic. Finance staffing is the only division to grow during the past five years, attributable in part to implementation of Measure U Gross Receipts Business Tax and the associated revenue collection efforts required. Measure U was passed by the City Council in November of 2020, changing the methodology for business tax collection to be based on gross receipts rather than the number of employees.

Table 16: Internal Service Department Staffing, FY2020 through FY2024 Staffing (FTE) FY2020
Budget
FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
Percent Change
FY2020 to FY2024
Finance 33 29 33 32 35 6.1%
Human Resources 15 14 13 13 15 0.0%
Information Technology 14 13 14 14 14 0.0%
Internal Services Total 62 56 60 59 64 3.2%

CORE SERVICE MATRIX
The following table outlines core services (programs) provided by each division within the Internal Services Department. The table is not meant to be all inclusive ; rather, it summarizes at a high level how staff are allocated to meet the service-level demand for each division.

Table 17: Internal Service Department Core Services Matrix Department
Function/Division Program Area Activities and Service Levels August 2023
Staffed
Positions
August 2023
Vacant
Positions
Finance
Budget & Treasury
• Develop operating budget, capital
budget, and forecasts
• Debt and cash flow management
• Monitor and track cash and banking
activities, reconcile bank accounts
• Grants management

5.0 1.0
General Accounting
• General ledger transactions
• Internal financial reporting
• Prepare Annual Consolidated
Financial Report (ACFR)
• External audit liaison,
• Financial system management
(MUNIS)

7.0 1.0
Revenue and
Business Tax
• Collect taxes, fees, and charges
• Record and report revenue results
• Measure U implementation (business
license tax)

7.0 1.0
Accounts Payable
and Procurement
• Vendor payments
• Procurement compliance
• Departmental contract assistance

5.0 2.0
Payroll
• Process bi-monthly payroll, off-cycle
checks
• Labor and compliance processing

1.0 2.0
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CITYWIDE WORKFORCE ANALYSIS 47
Department
Function/Division Program Area Activities and Service Levels August 2023
Staffed
Positions
August 2023
Vacant
Positions
Finance
Administration
• Strategy and oversight
• Labor negotiation costing,
• Compliance oversight

2.0 1.0
Human Resources
Risk Management &
Benefits
• Administer the City's Workers
Compensation program
• Manage claims, review and assesses
insurance obligations for all Citywide
contracts
• Citywide benefits - CALPERs
retirement, medical, vision, and
dental healthcare, deferred
compensation, paid leave, Family
and Medical Leave Act (FMLA),
Employee Assistance Program (EAP)

3.0 2.0
Labor Relations
• Contract negotiation for five of the
eight employee unions
• Position control support with Finance
• Compensation and classification
• Performance management
compliance tracking

1.0 0.0
Recruitment &
Personnel
Management
• Attract, train, and retain a highly
skilled and diversified workforce
• Personnel action processing and
records maintenance
• Payroll support
• Citywide onboarding
• Pre-employment screening,
fingerprinting, and offer letters

6.0 1.0
Administration
• Leadership and support functions
• High sensitivity labor relation issues
• Executive-level recruitments
• Carry out CM policy

1.0 1.0
Information
Technology
Business Systems
and Application
Support
• Software application support and
development
• Business system processes
• Enterprise Resource Planning (ERP)
management and strategy
• Citywide Geographic Information
System (GIS)

2.0 2.0
Infrastructure and
Client Support
• Maintenance, replacement, and
support for IT hardware, servers,
fiber ring, and all City facilities
• Help desk support for City employees
• Network security

4.0 4.0
Public
Communications
• KCRT public TV
• Website content management
• Council chambers technology and
broadcasting support
• Citywide video and audio support.

3.0 0.0
IT Administration
• Departmental leadership and support
functions
• In-house copy center and mail room

3.0 0.0

KEY OBSERVATIONS
Authorized staffing in the Finance Division is 35 FTEs in FY2023. This is an increase of 2 FTEs from the previous fiscal year, related in part to the implementation of Measure U revenue collection, which began in January 2022. 1171

48 CITY OF RICHMOND
Measure U is a business license tax within the City. The ordinance passed by the City Council in 2020 revised the calculation for business license tax to be based on gross receipts instead of number of employees. The Revenue and Business Tax program is responsible for collection and administration of this tax. A new software system has bee n selected to improve processing and coordination with other City departments. The system will improve tracking, collection, and permitting; however, implementation will r equire additional staff capacity and effective project management to ensure the technology complements existing processes. The new calculation is unique to the City .

As a result, some of the process elements are not fully defined , such as the appeal process. With the recent implementation of this new program and software solution to assist with processing, leadership is still working to assess the ongoing staffing needs and considering ways to leverage third party contractors to assist, e.g., with revenue collection efforts.

The City’s payroll program has struggled with a high vacancy rate. The Division’s overall vacancy rate is in line with the City at 17% over the past two years; however, the payroll vacancy rate is much higher, averaging 66% in recent months. The program has 3 FTEs authorized, with only one coordinator position filled. The Payroll Manager and second Coordinator position have remained vacant or difficult to fill and retain. This staffing has impacted several departments across the City, particularly those with high staffing levels and complex payroll transactions like public safety. The Division is relying on temporary contract workers and other managers to help fill vacancy gaps in order to meet time sensitive bi-weekly processing of employee pay. During interviews, many staff questioned the accuracy of their paychecks , but acknowledged the limited capacity of one person to meet the demands of this service.

Although an internal service function, this program is critical to all employees delivering core service s to City residents.

Human Resources (HR)
The highest prioritized program for HR is Risk Management and Benefits. This program features several regulatory mandates, including workplace safety and state pension administrative requirements. In addition, a strong risk management program mitigates risk to the City, particularly financial risk associated with workers compensation claims. At present, the program has two va cancies, resulting in a transactional approach. Staff spend their time processing claims and working with legal and insurance vendors who support workers compensation and benefits.

This program requires collaboration with the City Attorney’s Office . Often, legal counsel is outsourced to private law firms given limited in -house capacity. This heavy reliance on contractors limits opportunities to see relevant claim history and trends over time that can help inform proactive strategies to mitigate future financial impact. As this program staffs the two remaining vacant positions, the focus should include proactive measures such as review of claims trends and development of workplace safety training and communication to mitigate future risk.

Nearly all City staff are represented by a labor union. Union groups include: Executive and Mid -Managers represented by Local 21, general employees represented by SEIU 1021, Police Management, Police Officers, Fire Management, and Firefighters. Contract terms vary and require ongoing communication between the administration and union representatives. HR has only one FTE supporting this service. The role of HR is to build relationships through improved communication with union representatives, track and maintain compliance with performance requirements outlined in each of the contracts, as well as review and advise leadership (HR Director and City Manager) during contract negotiations. With contracts governing a significant portion of employee interactions with the City and HR, additional resource consideration should be considered for this program.

HR is an integral part of recruiting and retaining the City’s workforce. With the recent staffing challenges brought about by the pandemic, retirements, and competitive labor market, the workload demand for the recruiting and personnel management team is s ignificant. As of November 2023, the City was actively recruiting for 126 vacant positions, representing approximately 17% of the authorized FTEs in the FY 2024 Budget. During the interview process with leadership and staff in this division, a citywide organization and development training program was not 1172

CITYWIDE WORKFORCE ANALYSIS 49
identified. Required annual training like workplace harassment are administered. Beyond that, professional training opportunities are handled within respective departments. With the growing number of retirement eligible staff and need to focus on succession planning, resources to support a more comprehensive onboarding and training program are recommended.

Information Technology (IT)
The IT Division’s authorized staffing has remained steady over the past several years, with 14 authorized FTEs. The technology needs of local governments, especially emerging from the pandemic, have increased significantly.

Organizations have recognized the need to modernize core services by leveraging technology to improve efficiency and effectiveness. IT has had a lower vacancy rate than the Citywide average, with typically one or two vacant positions. This retention rate is largely attributable to high tenured staff that have been with the City 20 years or more. Succession planning will be a critical focus area in IT. The authorized staffing levels allow for mostly reactive service response. Staff spend nearly all of their time responding to client suppor t needs, e.g., infrastructure, equipment, and software troubleshooting, along with public communication activities that include broadcasting and technical support for City Council, boards, and commissions. Within this staffing structure, there is limited capacity for proactive project management to assist with implementation of new technology and systems that support improved service delivery. While many vendors provide support for setup, it is essential to have in -house expertise that understands each department’s needs and can coordinate among many stakeholders within the organization.

There is limited industry or best practices research indicating the appropriate staffing levels for internal service divisions like Finance, HR, and IT. This is because the workload demands and services can vary significantly from organization to organization. Nonetheless, it is important to keep these staffing levels in mind as staffing across the City changes. Since FY2020, Citywide authorized staffing levels grew by approximately two percent. Internal Service staffing grew by 3.2 percent over the same period.

Another metric to assess staffing levels for internal service functions is the ratio of internal department staff to total organization staff. Internal service functions support the entire organization with various administrative operational needs; as such, as an organization’s staffing levels increase, there should also be consideration for growing internal service staffing. This relationship is not linear and dependent upon the service model used by the organization. For example, many cities utilize a hyb rid service model for HR services, where department staff and central HR are involved in the recruiting process. The peer analysis reflected below is not meant to be an all-encompassing method for evaluating internal service staffing levels in Richmond. Ab sent a comprehensive understanding of the variation in service provisions for each locality’s internal service functions, this is simply a contextual benchmarking data point for consideration. The table below summarizes the ratio of Internal Service Division staff to total authorized staffing for Richmond and peer cities in the Bay area. The ratio indicates how many Citywide authorized staff that one FTE within an Internal Service Division is supporting. The higher the ratio, the more support a single inter nal services FTE is theoretically providing.

Table 18: FY2023-FY2024 Internal Service Staffing Level Peer Analysis Peer Localities
Authorized
FTEs
(All Funds)
City FTEs
per Finance
FTE
City FTEs
per HR FTE
City FTEs
per IT FTE
City of Richmond CA 743.0 21.23 49.53 53.07
City of Berkeley CA 1,791.8 32.00 81.45 34.46
City of Concord CA 422.0 20.10 46.89 30.14
City of Vallejo CA 671.0 27.96 44.73 53.68
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50 CITY OF RICHMOND
As can be seen, Richmond IT supports more City FTEs than Berkeley or Concord but a similar amount to Vallejo.

Richmond’s HR support level is similar to that in Concord and Vallejo and less than that in Berkeley. This is a rough estimation as the level of outside contracted assistance in these departments for each city is unknown , but provides a starting point for comparison.

STAFFING RECOMMENDATIONS
The staffing recommendations below reflect prioritized investment in Internal Service personnel that will provide added capacity for the City to improve the efficiency and effectiveness of service delivery through technology and grow the availability of outside resources to support core services for residents.

Recommendation 20: Create one project management position in IT to support prioritized City investment in technological improvements.

The City Council Strategic Goal Area number five is to “Strengthen the City’s internal infrastructure and processes.” Within this goal is a strategy to “Improve and modernize City IT.” As part of the strategy to improve and modernize IT, two identified pri orities relate to ERP system replacement and/or upgrades. The first is MUNIS®, the City’s financial ERP and the second is Trakit®, community development software that supports permit tracking, project tracking, and code tracking. Both systems will be used by multiple departments across the organization and present an opportunity to make meaningful progress toward Council’s strategy. Long-term operational efficiency will require adequate staff capacity to plan, test, implement, and train users on the new software.

IT departments within local government represent the hub of technical capabilities and project management skill sets. They often serve as subject matter experts between the City and potential vendors to articulate security and network requirements that meet the organization’s needs. IT staff also understand internal customer needs, particularly as it relates to integration with other core system applications required to connect business processes.

Recently, many IT departments have also begun to build in -house data teams comprised of administrators and analysts who inventory data sources across the organization to identify ways to improve public transparency and improve leadership’s decision-making capabilities. Finally, IT should also include project management expertise to coordinate the many stakeholders involved in an ERP system upgrade or replacement and to assist with internal business process improvements . Project Managers are capable of developing a realistic implementation plan and translating department business processes and mapping to application requirements to achieve operational efficiency.

Currently, the IT division has four positions within the Application Support program. Two of the positions, Information Technology Manager and Business Analyst I, are vacant. Staff explained the vacant IT Manager is intended to support Citywide GIS and website management. An additional IT Manager position is recommended to support forthcoming ERP upgrades and replacement. These projects will cover multiple years and require full-time support that is not available among existing staff. Even with vendor suppo rt through implementation, in -house expertise is essential to ensure the City’s business process is reviewed, modified, and documented in a way that the technology will support and lead to improved service delivery. Providing resources to support internal project management expertise will help identify opportunities for efficiency in workflow and support department staff as they work through implementation and process improvement. The City should prioritize hiring for the two vacant positions as well as the new recommended position in advance of major system upgrades. With a fully staffed business systems and application support team, the City will have the capacity to support a data management and analytics program to inform future process improvement and w orkflow efficiency opportunities across the organization.

The estimated cost at the median for a Network and Systems Specialist II to provide project management for internal business processes with benefits is $207,745.
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CITYWIDE WORKFORCE ANALYSIS 51
Recommendation 21: Establish a Grants Management Office within the Finance Division that includes the Grant Coordinator and two new Accountant II positions.

Recently, the City Manager’s Office created a dedicated Grant Coordinator position. For fiscally constrained cities like Richmond, grants represent an important avenue to increase resources available to the City. Grants also require sufficient staff dedication and involve many administrative and compliance-related requirements tied to the outside funding.

At present, each department , when time and staff capacity allow, identify opportunities to apply for grants that support their program objectives and service to the community. This approach is often ad hoc, shifting based on the priorities and availability of staff. To increase the pool of grant resources available to the City will require a dedicated, centralized team that can help each department in the identification, application, monitoring, and reporting requirements associated with various grants. When done well, a centralized grants management office more than pays for the personnel cost to administer through the additional resources brought into the City.

Finance staff are responsible for budget development and financial reporting requirements, as well as the Single Audit required in reporting for federal grants over a specific threshold . A Grants Management Office fits best within this Division. The Grants Coordinator position complements the budget development process through identification and tracking of grant applications across the City. They can help ensure all grant awards are properly communicated and appropriated. This information can also be added to the annual budget document to provide full transparency of resources available to the City and progress with growing outside resources that support core services.

Similarly, the two Accountant positions will support compliance-related requirements and reporting. This is an area of concern for many departments when they consider applying for grants. With limited capacity, many department staff may elect to bypass applying for the grant because they know they will be limited in their ability to meet monitoring and reporting requirements. While these requirements are ultimately the responsibility of staff working within the program where grant funds were received, providing technical support from Finance is important. This central expertise can also ensure standardized processes are developed and adhered to, as well as identify opportunities to improve reporting capabilities within the City’s financial ERP system.

The estimated cost at the median and with benefits for two new Accountant II positions is $378,148.

OPERATIONAL RECOMMENDATIONS
The recommendations below offer suggestions to improve operational efficiency and effectiveness.

Recommendation 22: Establish a formal H uman Resources Liaison role within each department to support proactive recruitment efforts.

Each department plays an integral role in recruiting to fill vacant positions. While the recent wave of public sector retirements and competitive labor market put a spotlight on the human resources functions within local governments, it is important to recognize the role of proactively recruiting and retaining staff is shared. Informally, each department relies on hiring managers and administrative staff to assist with recruitment efforts. Depending on the size of the department, the resources dedicated to hiring new staff may increase. For example, the Police Department has three FTEs within the Administration and Support Bureau dedicated to personnel and training. This concentrated effort is needed to address more than one-third of the average vacancies Citywide.

Human Resources utilizes NEOGOV®, a web -based HR system designed to meet public sector workforce needs.

One of the features of this system is the ability for electronic workflow. The visibility of the hiring process can be shared among central HR and hiring managers. Current authorized HR staffing is generally in line with peer averages 1175

52 CITY OF RICHMOND
and Citywide growth in authorized positions over the past five years. While this may be the right staffing complement in a steady state, it does not consider the acute recruitment needs to begin addressing the widespread vacancies across the City. Lowering the average vacancy rate will require a joint effort. One way to maximize this effort is through formalizing an HR Liaison role and providing standard operating procedures and training to support staff in that role.

To formally document the responsibility of a n HR Liaison role, central HR should identify the common job classifications that assist with personnel support. The job descriptions for these roles should then be updated to reflect a standardized set of expectations. Hiring managers and administrative su pport staff should have access to documentation that explains the hiring process, including how to navigate system workflows and requirements.

Periodic training should also be offered Citywide, as staff within t hese roles may turn over often. For large departments with staff dedicated to recruiting, central HR should review roles and responsibilities and consider pushing down tasks where appropriate to expedite the recruiting process. This evaluation should be co upled with tasks where Citywide review and standardization are prioritized for equitable and consistent procedures. Lastly, if not already available, HR should perform a process map of the recruitment process. This activity will highlight process improveme nt opportunities that reduce time to hire and also help communicate transparently with departments and hiring managers about the average time it will take to fill a position, so expectations are clearly stated.

Recommendation 23: Develop an organizational development and training program that incorporates workplace safety and supervisory training.

The risk management and benefits program within HR is staffed with five FTEs; two are currently vacant. City administration has increased their focus and oversight of risk management, in part due to the high volume of workers’ compensation costs. With the current vacancies, this program remains primarily reactive, reviewing insurance requirements and claims activity after it has occurred. As the remaining vacancies are filled, it will be important to transition some of the staff capacity to proactive risk m anagement efforts. One of the first focus areas should be around workplace safety training and supervisory training.

The City has access to multiple training platforms to assist with these efforts; however, it is important to create buy- in and accountability with the departments to partake in the training courses offered. HR relies significantly on supervisors in the field to ensure safety requirements are both understood and adhered to. As the long -tenured workforce continues to retire and be replaced with new employees, this training is even more critical. The City’s third-party administrators can provide access to workers’ compensation data. The first step in developing a workplace safety and training program is to understand claims activity. For example, which departments and activities generate the greatest share of claims? The data -driven analysis can then be used to develop a communications and training schedule that reinforces key safety concepts regularly to department staff.

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CITYWIDE WORKFORCE ANALYSIS 53
Executive Offices
The Executive Offices consist of five departments: the City Council, Mayor’s Office, City Manager’s Office, City Attorney’s Office, and City Clerk’s Office. A functional organization chart is provided below.

City Council

Public Records
Requests

City Council,
Boards, and
Commissions
Management

Mayor’s Office

City Manager ’s
Office

Legal Advisory

Communications

Outside
Partnerships

Election Official

Records
Management and
Passport
Processing

City Attorney ’s
Office

City Clerk’s
Office

Policy
Administration

Litigation Support

Figure 13: Executive Offices Organizational Structure, FY2023-24

STAFFING LEVEL HISTORY
Staffing levels in the Executive Department have fluctuated by division, except for the City Clerk’s Office, which has remained consistent over the past five years. Both City Council and the Mayor’s office received administrative support positions. The decline in authorized positions within the City Manager’s Office is primarily attributable to re-allocating deputy leadership positions to the respective departments they are overseeing.

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54 CITY OF RICHMOND
Table 19: Department Staffing, FY2020 through FY2024
Staffing (FTE) FY2020
Budget
FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
Percent Change
FY2020 to FY2024
City Council 7.0 7.0 7.0 7.0 8.0 14.3%
Mayor’s Office 4.0 4.0 4.0 3.9 5.0 25%
City Manager’s Office24 11.9 2.0 4.0 3.0 5.0 -57.9%
City Attorney’s Office 9.7 10.0 10.0 10.0 10.0 3.1%
City Clerk’s Office 4.0 4.0 4.0 4.0 4.0 0%
TOTAL 36.6 27 29 27.9 32 -14.4%

CORE SERVICE MATRIX
The following table outlines core services (programs) provided by each division or office within the Executive Offices.

The table is not meant to be all inclusive, but rather a summary of how staff are allocated to meet the service -level demand for each division.

Table 20: Executive Offices Core Services Matrix
Department
Function/Division Program Area Activities and Service Levels August 2023
Staffed
Positions
August
2023
Vacant
Positions
Mayor’s Office Mayor’s Office
• Informs the public about City issues,
policies, and programs
• Makes recommendations to the City
Council
• Works with the City Manager in
preparing the annual budget
• Makes an annual report to the City
Council as to City conditions and affairs

5.0 0.0
City Council City Council
• Establishes comprehensive goals and
objectives
• Establishes policies
• Formulates priorities for resource
allocation
• Appoints City Manager, City Clerk, and
City Attorney

8.0 0.0
City Clerk’s Office
Public Records
Requests
• Responds to public records requests
• Publishes legal notices for departments 1.0 0.0
Election Official
• Tracks expiring terms for boards and
commissions
• Accepts all campaign reports
• Ensures Form 700’s are filed on time

1.0 0.0
City Council, Boards,
and Commissions
Management
• Prepares Council agenda packets
• Records meeting minutes
• Publishes ordinances

1.5 0.0
Records
Management and
Passport Processing
• Custodian of legislative records
• Passport processing

0.5 0.0

24 In 2020, the City of Richmond implemented a city- wide reorganization plan which shifted the structure of the City Manager’s Office.
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CITYWIDE WORKFORCE ANALYSIS 55
Department
Function/Division Program Area Activities and Service Levels August 2023
Staffed
Positions
August
2023
Vacant
Positions
City Manager’s
Office
Policy Administration
• Provides policy recommendations to
Council
• Implements Council policies through
daily oversight of operating departments
• Initiates, develops, and implements
programs
• Implements City Council Goals and
Objectives and communicates regularly
with the City Council through weekly
reports and regular check-ins
• Collaborates with City departments to
develop and implement financial plans
and balanced budgets which are
submitted for City Council adoption.

3.0 0.0
Outside Partnerships
• Coordinates with external City
stakeholders
• Provides support to local non-profit
organizations
• P articipates in Municipal/ Regional
meetings

1.0 0.0
Communications
• Supports external communication needs
for the organization
• Coordinates with department
representatives to relay important City
information to residents and
stakeholders

0.0 1.0
City Attorney’s
Office
Legal Advisory
• Advises City Council, boards and
commissions, and all City departments,
including the Housing Authority, Police
and Fire Departments, and the Port
• Responds to legal opinions, draft
ordinances and resolutions
• Counsel for legal matters across City
departments, includes development and
review of City contracts, and
participation in labor negotiations

5.0 4.0
Litigation Support
• Provides in-house case management
and coordination with outside legal
counsel for City litigation matters

0.0 1.0

KEY OBSERVATIONS
The City Attorney’s Office budget supports both authorized staff and outside legal costs. The City Attorney’s Office operates under a hybrid model and contracts with an outside firm, Aleshire & Wynder, LLP, to fill its City Attorney position. The cost of contracting the City Attorney position is significant, approximately $1.6 million, and perhaps not the right long-term model for the Office. Further, the City relies on outside council for affordable housing issues, employee relations matters, and police personnel matters. Employee relations matters handled by outside council, coupled with limited human resources capacity for employee and labor relations , may indicate that patterns and trends go unnoticed or do not come back to risk management strategy. Figure 14 below illustrates the growth in professional services expenditures in the Office.
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56 CITY OF RICHMOND

Figure 14: City Attorney Expenditures, FY2020 – FY2024

Meanwhile, legal in-house staff have a significant workload tied to Council actions and meetings that occur three times per month. Departments report significant delays in contract review and legal counsel.

OPERATIONAL RECOMMENDATIONS
The operational recommendations below provide opportunities to streamline core services and improve efficiency.

Recommendation 24: Reduce reliance on outside legal contracts.

The City Attorney’s budget has grown by 140% from actual cost incurred in FY2020 to Adopted FY2024. During that same time authorized staffing has remained flat at 10 FTEs. The division has one of the highest vacancy rates in the City, averaging over 27% the past two years. When an outside firm and lawyer was appointed as City Attorney in 2022, professional and administrative costs increased by nearly $1 million, from less than $70,000 or five percent of total costs in 2020 to over $1 million or 52% of total costs in 2022. The City has relied on outsourced professional services for their appointed attorney position and presumably other attorney positions that they have struggled to fill.

The cost of receiving these outsourced services may exceed the benefits. For local governments, typically legal services require a combination of in -house and outside legal expertise. For example, complex litigation cases are often referred to external legal counsel while routine legal matters like contract review remain in -house. During conversations with staff, the high rate of vacancies has resulted in minimal legal guidance or employee relations services for departments. This includes procurement and contracting assistance, along with grievance and personnel matters. The frequency of C ouncil meetings and legal support required occupies most of the capacity for existing staff.

The City may be able to realize greater cost savings and improved policies and procedures by transitioning to more in-house attorneys and reducing their outside legal contracts. This may require compensation related adjustments to improve market competitiveness for hiring new attorneys. $0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2020 2021 2022 2023 Budget 2024 Budget
In-House Personnel Professional Services
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CITYWIDE WORKFORCE ANALYSIS 57

Recommendation 25: Realign City Clerk services to create capacity for records management and public requests.

The City Clerk’s office is responsible for several mandated programs including serving as the Election Official, records management, management of City Council, Boards, and Commission meetings, schedules, and agendas, as well as public records requests. Th ey also perform a handful of services , like passport processing and intake of subpoenas and workers’ compensation claims, which are not core to their mission or focus areas. With the frequency of governance meetings and increasing workload demand for public records request, these discretionary services are becoming more difficult to maintain. Since the services are customer -facing, often records management tasks are placed on the back burner until staff has capacity to address. This has resulted in a backlo g of filing and records management. It also limits the capacity of existing staff to proactively address electronic records management and identify more modern or efficient solutions for this program.

The office may benefit from a part -time position or intern that can begin to identify process improvement through digitization and optimal workflow. During staff discussion of existing process workflows, Raftelis identified scenarios where both a permanent physical record is kept along with a digital record. Practices like this may no longer be necessary; however, they require further evaluation to ensure compliance with legal requirements before enabling a more efficient process. Similarly, services like passport processing are offered externally by many service providers.

Since it is not core to operations, no longer providing this service can increase capacity for staff to address the increasing volume and workload related to public records requests and records management. Recently, the City implemented NextRequest, a records management software, which will provide better data to inform workload trends over time. With the limited data collected thus far, public records requests are projected to increase 8%, based on activity in FY2023 compared with the first four months of FY2024.

Lastly, there may also be opportunities to streamline workflow. For example, time sensitive correspondence intake is received by the Clerk’s Office; however, it does not relate to their area of expertise. Re-routing the communication protocol for items like subpoenas and workers’ compensation claims will reduce the workflow steps involved with review and response, leading to a more efficient process.

Recommendation 26: Increase the threshold for City Manager contract approval.

Richmond City Council approves all contracts above $10,000. This threshold is considerably lower than other peer cities and nationwide averages for mid-size cities. For example, the City of Berkeley requires Council approval if supplies, equipment, and materials exceed $100,000.25 The City of Vallejo similarly requires City Council approval for purchases over $100,000.26

While a lower threshold provides the Council with greater scrutiny of resource outlay, it also significantly increases the workload for administrative support departments to prepare, review, and approve each of these items. There are other spending control mechanisms in place to ensure proper stewardship of taxpayer resources, including the Council’s role in adopting the annual operating budget that sets appropriation level authority for spending across departments and funds. The City Manager is responsible for ensuring that departments operate within their approved budgetary levels.

Table 21 below provides an analysis of the current approval threshold and estimated impact of increasing the threshold to either $50,000 or $100,000. The data is presented in terms of workload volume (e.g., what percentage

25 https://berkeley.municipal.codes/BMC/7.18.010
26 https://library.municode.com/ca/vallejo/codes/municipal_code?nodeId=TIT3REFI_CH3.20PU10_3.20.010TI

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58 CITY OF RICHMOND
of vendor payments are most likely requiring Council approval) as well as total expenditure oversight, expressed as the percentage of total expenditures likely to require Council approval. The data to support this analysis was retrieved from the City’s Ope n Data checkbook and reflects expenditures classified as equipment and contract services or professional and administrative services across all funds in FY2023. It is worth noting the analysis is imperfect and simply compares the approval threshold amount to total aggregate payments made to a single vendor as a proxy for Council approval.

Table 21: Contract Approval Threshold Analysis
Threshold for City Council Approval
% Total Expenditures
requiring Council
Approval
% of Vendors requiring
Council Approval
Current $10,000 97.5% 37.6%
Increase to $50,000 89.1% 17.6%
Increase to $100,000 79.5% 10.1%

By reducing the number of items requiring Council approval, this recommended policy adjustment will streamline the purchasing process for departments and improve operational efficiency across the City, including for the City Clerk, City Manager, City Council, and Mayor’s Office.

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CITYWIDE WORKFORCE ANALYSIS 59
Public Works Department
The Public Works Department’s mission is to “provide residents and the City of Richmond with a higher quality of life through quality public service, accomplished through partnership, teamwork, employee development, continuous improvement, and fostering a positive public image .”27 Guided by its mission, the Department is responsible for maintaining 289 miles of roadway, over 9,000 streetlights, approximately 38,000 trees, and 55 parks as well as City right-of-way, trail systems, numerous ballfields and courts, facilities, and more.

The Department is led by the Public Works Director and two Deputy Directors, who oversee a staff totaling 131.2 FTEs and numerous seasonal positions. The Department is organized into seven divisions: Building Maintenance, Engineering and Capital Improvemen ts, Fleet Maintenance, Maintenance and Abatement, Parks Maintenance, Street Maintenance, and Water Resource Recovery. The organizational structure of the Department is shown in the figure below.

Figure 15: Public Works Department Organizational Structure, FY2023-24

The Building Maintenance Division is responsible for maintaining 39 buildings throughout the City, totaling 777,000 square footage (SF). Staff perform various tasks, including, but not limited to, painting, carpentry, custodial work, plumbing, and electrical repairs.

27 Public Works Department, City of Richmond, CA
Public Works
Director
Building
Maintenance
Engineering and
Capital
Improvement
Fleet
Maintenance
Abatement

Water Resource
Recovery
Deputy Director/
City Engineer
Deputy Director
Operations and
Maintenance
Parks
Maintenance
Str eet
Maintenance
Capital
Improvements
Engineering

Encroachment
Per mi ts
Land
Development
Special
Program
Capital Program
Management
GIS
Services
Administrative
Services
Operations and
Maintenance
Source Control &
Environmental
Compliance
Stationary
Engineering
Utility
Services
Building
Services
Electrical
Services
Divisional
Administrative
Services
Fleet
Services
Abatement
Services
Fire
Safety
Traffic, Signs, and
Lines
Str eet
Sweeping
Pavement
Maintenance
Divisional
Administrative
Services
Divisional
Administrative
Services
Divisional
Administrative
Services
Divisional
Administrative
Services
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60 CITY OF RICHMOND
The Engineering and Capital Improvement Program Division plans and implements the CIP plan for the City of Richmond. This work includes assisting with project design, reviewing plans, preparing bid packages, managing projects, performing inspections, and more.

The Fleet Maintenance Division manages and maintains the City’s fleet of vehicles and equipment. This includes overseeing the City’s vehicle replacement program, performing maintenance, and maintaining the City’s fuel sites.

The Maintenance and Abatement Division is responsible for removing graffiti, weeding, picking up litter along medians, removing waste from illegal dumping sites, performing code enforcement activities, and clearing homeless encampments.

The Parks Maintenance Division is dedicated to enhancing the quality of life through safe and attractive parks, facilities, public landscapes, and natural open spaces. 28 The Street Maintenance Division is responsible for pavement maintenance, traffic signs, painting, and sweeping. 29 This work includes pothole repair, gutter paving, pavement replacement, painting for pedestrian and vehicular traffic control, and sign maintenance and replacement.

The Water Resource Recovery Division manages the City’s wastewater treatment plant and pretreatment program, maintains the sanitary sewer and stormwater collection systems, and ensures compliance with various federal, state, and local regulations.

CORE SERVICE MATRIX
The following table outlines core services (programs) provided by each division within the Public Works Department.

The table is not meant to be all inclusive, rather summarizing at a high level how staff are allocated to meet the service-level demand for each division.

Table 22: Public Works Department Core Services Matrix
Program Area Activities and Service Levels
August 2023
Staffed
Positions
August 2023
Vacant
Positions
Water Resource
Recovery
• Manages the City’s wastewater treatment plant and
pretreatment program
• Maintains the sanitary sewer and stormwater collection systems
• Ensures compliance with various federal, state, and
local regulations

6.0 0.0
Street Maintenance
• Perform pavement maintenance
• Maintain and replace traffic signs
• Paint street lines
• Perform street sweeping

26.0 0.0
Engineering and
Capital Improvements
• Oversee the City Capital Improvement Program
• Studying, planning, and designing City infrastructure • Prepare plans, specifications, bids, and contracts
• Provide inspection services for all City projects
• Manage various programs, including the pavement
management program, traffic congestion management
program, traffic signal program
• Coordinate public utility and hazard elimination work

8.2 3.0

28 Parks and Landscape Division, City of Richmond California 29 City of Richmond, Street Maintenance, https://www.ci.richmond.ca.us/72/Street- Maintenance 1184

CITYWIDE WORKFORCE ANALYSIS 61
Program Area Activities and Service Levels
August 2023
Staffed
Positions
August 2023
Vacant
Positions
• Issue public rights of way permits
Parks Maintenance
• Perform landscape maintenance of City Parks
• Open space fire fuel management
• Urban forest management
• Special event support
• Maintenance of Hilltop Landscape Assessment District
• Maintenance of Marina Bay Landscape & Lighting
Assessment District

27.15 1.0
Building Maintenance • Responsible for maintaining all City-owned facilities 30.85 2.0 Fleet
• Manage the fuel stations
• Perform fleet maintenance
• Oversee vehicle replacement for the entire City

14.0 3.0
Maintenance and
Abatement
• Cleanup graffiti, medians, illegal dumping sites, code enforcement activities, and homeless encampments 16.0 0.0 Administration
• Oversee Department operations
• Work closely City Manager and Council to implement
policy initiatives

3.0 0.0

KEY OBSERVATIONS
The total authorized staffing in the department has increased by 16.1% from FY 2020 -2021 according to the City’s budget history. The staffing history from FY2020-21 to FY2023-24 is detailed below.

Table 23: Public Works Department Budgeted Staffing 2018-2430

Category FY 2020 - 2021 FY 2021 -2022 FY 2022 - 2023 FY 2023- 2024 % Change Public Works Department 113.0 127.4 132.2 131.2 16.1%

According to data provided by the City dated November 3rd, 2023, the Department currently has nine vacancies, which are impacting the level of service the Department can provide. The vacancies are as follows:
• Combo Equipment Mechanic
• Construction Inspector I
• Custodial Maintenance Supervisor
• Electrician II
• Equipment Operator
• Equipment Supervisor
• Groundskeeper/Gardener
• Stationary Engineer
• Senior Civil Engineer

In addition to the vacancies, there are several key areas where staffing capacity could be increased to help the Department meet service-level demands. For example, there is not currently a budgeted position to supervise the work of the Painters and Carpen ters Unit within the Facility Maintenance Division. This has resulted in the

30 City of Richmond Adopted Operating Budgets from FY 2021-2022 to FY 2023-2024 1185

62 CITY OF RICHMOND
Superintendent filling the void, which impacts their ability to oversee the whole operation of the Division.

Additionally, the Department has over 130 active contracts managed in various locations within the Department.

To ensure contract terms are met, re sources are spent responsibly, and to increase accountability, the Department would benefit from creating a Contract Manager position to oversee the contracts not tied to a specific program or capital improvement project. Finally, staff turnover has created the opportunity for the Department to reset its CIP process. As this process is implemented and matures, the Department should monitor the need to add additional project management capacity through hiring additional staff or contracting.

The overall workload for the Department has also increased, resulting in staff primarily performing reactive work over preventive maintenance. Drivers of the increased workload include illegal dumping, vandalism, and the discontinuation of pesticide use, which has made weed abatement more labor-intensive than in the past.

A 2023 Needs Assessment of the Department by MRG
31 included a survey of Public Works staff showing the
potential for considerable turnover in coming years (“One in ten members plan to leave or retire from the City within 2 years.”). Respondents also noted the desire for better equipment and training to im prove their ability to do their jobs. The report also noted that the use of performance measures varied across the Department, full cost recovery for stormwater services and grant reimbursables was not occurring, and the changing structure of the Departmen t required time to stabilize operations among other recommendations.

STAFFING RECOMMENDATIONS
Recommendation 27: Adopt a ratio of 7 -10 Capital Improvement Plan ( CIP) projects per project manager based on scope and complexity.

The Public Works Department is currently building its capacity to manage capital improvement projects. Staff turnover has resulted in the Engineering and Capital Improvements Division comprising primarily of staff hired within the last 12-18 months. According to fieldwork interviews, staff reported being able to start a new CIP process from scratch and have been actively identifying future projects. Staff reported that 58 future unfunded projects have been identified to date. However, the project team is un clear about the complexity or scope of these projects. Staff further reported that there are only eight active projects, with two in the construction phase and the remaining six in either bid or concept design. The MRG Needs Assessment included a recommendation to “Ensure the capital improvement program is resourced (staffed) to deliver all the capital project approved…”

The Engineering and Capital Improvements Division has a total of 8.2 budgeted FTEs. The positions within the Divisions include:
• Capital Projects Manager (1.0)
• Office Aide (0.8)
• Senior Civil Engineer (2.0)
• Development Project Manager (0.4)
• Construction Inspector (3.0)
• Engineer I/II (1.0)

Assuming the Engineers are involved in project management activities, a total of 4.4 FTEs are available to assist with actively managing CIP projects. This level of staff capacity limits the number of projects the Department can effectively manage at once. As the list of 58 projects grows and projects become active, the Department must ensure adequate staff capacity to manage each. Unfortunately, no industry guidance is available to determine the best practice ratio of the number of projects or the total value of projects that one project manager can effectively manage.

31 City of Richmond Department of Public Works Needs Assessment, Wayne Tanda, MRG, LLC, October 1, 2023. 1186

CITYWIDE WORKFORCE ANALYSIS 63
It is reasonable to assume that a project manager can effectively manage between five and 10 projects a piece; however, what works best for the City of Richmond must be determined on a case -by-case basis, depending on the size and complexity of each projec t and the staff's workload. To inform decisions regarding project management staffing levels, the project team looked at staffing levels and total project load in other communities. The City of Vallejo, California, utilizes a project approach that may offer insight to the City of Richmond. The table below shows the number of CIP projects and Engineering Division staffing at the City of Vallejo.

Table 24: Vallejo, CA Engineering Division Staffing
# of CIP
Projects32 Engineers and Engineering Tech Staff33 Ratio 120
Senior Civil Engineer (3)
Associate Civil Engineer (6)
Assistant Civil Engineer (2)
Senior Engineering Tech (1)
Engineering Technician II (5)
7:1

The data shows that the City of Vallejo’s staffing allows for a potential project management ratio of 7 to 1. If all 58 projects identified by staff become active, the City of Richmond currently does not have this capacity level. To mitigate this constraint, the Department Director should plan to increase capacity over time as projects are funded and become active. The Director should target a staffing ratio of 7:1 and adjust that ratio based on the complexity and scope of each individual project. To create the additional project management capacity, the City has two options.

They can either budget and hire additional staff, or they could contract project management responsibilities to a third-party consultant. Either option will require additional funding in the future to ensure adequate resources are available.

Recommendation 28: Maintain current Fleet Maintenance staffing, develop a mechanism to track utilization rates, and establish a utilization rate target.

The Fleet Division has 14 budgeted FTEs that manage the City’s fleet and maintain vehicles and equipment. Staff include the Equipment Services Superintendent, an Equipment Supervisor, a Parts Specialist, an Administrative Aide, seven Combo Equipment Mechanics, and three Equipment Mechanic IVs. According to data provided by the City, the project team analyzed work order data from 437 different assets within the City fleet, ranging from standard passenger vehicles and trucks to heavy equipment and specialized vehicles like fire trucks. The largest category of assets was pickups, vans, and other light trucks, comprising 63% of the total asset count. The next largest categories were standard vehicles, which included police patrol cars, tractors, and other heavy equipment, which each made up 6% of all assets.

The project team performed a Maintenance and Repair Unit (MRU) analysis to evaluate the staffing level necessary to maintain the City fleet. An MRU analysis compares the maintenance needs across the different asset classes the Division maintains. It indexes the maintenance and repair needs of one asset class compared to a base unit, in this case, a standard passenger car.
34 Since the different asset classes require varying levels of preventative maintenance and asset failures, it is important to index them all to a baseline level to make more accurate comparisons across the asset types. For example, the maintenance required on a Fire Truck differs from a light pickup truck used by the Parks Maintenance Division.

32 City of Vallejo, Capital Improvement Program Adopted FY 2021-2022 33 City of Vallejo, FY 23-24 Adopted Budget
34 Government Fleet, Technician to Vehicle Ratios, https://www.government-fleet.com/146908/how-to-calculate- technician-to-vehicle-ratios
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64 CITY OF RICHMOND
An MRU analysis compares the labor hours required to maintain each asset class to those required to maintain a standard vehicle. The resulting rations, or MRUs, indicate relative labor intensity. For example, if a standard vehicle requires an average of 10 hours of annual maintenance, 1 MRU equals 10 hours. If a Fire Truck requires an average of 40 hours of annual maintenance, that will result in 4 MRUs or the same amount of work as four standard vehicles.

The number of labor hours per MRU can vary significantly based on the unique features of a City’s fleet. Factors that could impact the number of labor hours per MRU include but are not limited to, asset age and climate. The most effective way to perform an MRU analysis is to calculate the labor hours spent on each asset class and index them to the standard vehicle baseline unit. Fleet staff provided an equipment list and work order data from 2021 and 2022, which indicated the maintenance and repair costs fo r assets worked on for those years. Labor is billed at $90 per hour. Therefore, the project team calculated the estimated labor hours by dividing each asset's maintenance and repair costs by $90 for each year. The average annual labor hours by asset class were then used to determine the MRU ratio per asset, with the class of Standard Vehicle serving as the base comparison.

The following table summarizes estimated MRUs by asset class as well as the estimated labor hours and technicians needed to maintain the fleet at the City of Richmond.

Table 25: Maintenance and Repair Unit (MRU) Fleet Staffing Calculation Asset Class Number Average MRUs Per Total MRU
Total
MRUs as
Labor
Hours
Estimated
Mechanics
Needed
Standard Vehicle 28 6.64 1.00 28.00 185.97 0.12
Fire Truck 27 55.93 8.42 227.36 1,510.04 0.97
Forklifts and other lifts 2 0.00 0.00 0.00 0.00 0.00
Heavy Truck or School Bus 8 36.53 5.50 44.00 292.24 0.19 Hybrid Vehicle 26 8.31 1.25 32.55 216.16 0.14
Light Equipment and Tools 3 2.33 0.35 1.05 6.99 0.00
Mowers 13 20.29 3.06 39.72 263.81 0.17
Other motorized equipment 11 0.54 0.08 0.89 5.89 0.00
Other non-motorized equipment 4 0.00 0.00 0.00 0.00 0.00 Pickups, Vans, and other light
trucks 274 13.30 2.00 548.66 3,644.06 2.34
Pumps and Compressors 1 3.94 0.59 0.59 3.94 0.00
Tractors and other heavy
equipment 28 51.76 7.79 218.20 1,449.22 0.93
Trailers 12 2.97 0.45 5.37 35.66 0.02
Total 437 202.54 30.50 1,146.39 7,613.98 4.88

In total, the current assets maintained by the Division represent approximately 7,614 MRUs. Based on the analysis, one MRU, or the annual labor hours required to maintain a standard vehicle, equals 6.64 hours labor hours. Using this figure as the baseline, the total labor hours required to maintain the entire City fleet is estimated to be 7,614 per year.

Fleet mechanics work varying schedules, with three mechanics working five eight-hour shifts and the rest on four 10- hour shifts. Regardless of the shift schedule, each is scheduled for 2,080 hours per year. However, the hours dedicated to maintenance activities are less than 2,080 due to administrative tasks, training, vacation, sick leave usage, and other factors. An industry best practice is to strive for a utilization rate (or wrench time target) of 75%. Using this percentage, an individual mechanic should be working 1,560 hours per year on actual maintenance activities. The MRU analysis divides the total labor hours required per year (7,614) by 1,560 hours to calculate the total number of 1188

CITYWIDE WORKFORCE ANALYSIS 65
Mechanic positions needed to maintain the City’s fleet. The results show an overall staffing requirement of 4.88 Mechanics.

The data provided to the City did not quantify the current utilization rate of the Mechanics in the Fleet Maintenance Division. The use of the 75% utilization rate in the MRU analysis indicated that the current budgeted staffing level of seven Combo Equipm ent Mechanics and three Equipment Mechanic IVs is sufficient to meet the maintenance demands of the City Fleet. It is not recommended that the staffing level be reduced based on this analysis. The MRU analysis does not capture all the demands of the Fleet Management staff. Not included in the analysis is work that is tied to a specific asset or equipment that does not have an ID associated with it. It also is unclear if the data provided factored in preventative maintenance activities. Furthermore, other fa ctors can impact a staff utilization rate and reduce the available hours a Mechanic can perform maintenance activities. For example, the fleet facility and equipment layout can impact staff productivity by decreasing focus on maintenance activities or addi ng time to performing tasks.
35 The age of assets can also require specialized parts that are not readily available or require mechanics to perform research that may not be needed on other assets. Of the 10 total Mechanics budgeted for in the Division, staffing vacancies also impact staff productivity. One of the seven Combination Equipment Mechanic positions is vacant; one is on leave, and another is currently acting in the vacant Equipment Supervisor position.

There is also a vacancy in the Equipment Mechanic IV classification. Therefore, the total number of Mechanics currently available is six instead of the budgeted 10 positions.

It is recommended that the Division maintain current budgeting staffing levels and prioritize hiring vacant positions that impact the ability to perform maintenance activities. The Division should also create a mechanism to track utilization rates. Based on the initial assessment of current utilization rates, the Equipment Services Superintendent and Department Director should develop a utilization target based on the impact of the City's facilities and fleet age on staff wrench time.

Recommendation 29: Prioritize filling vacant positions in the Facilities Maintenance Division and monitor the need for additional staff.

The Facility Maintenance Division has 30.85 budgeted full-time staff divided into five units or crews:
• Divisional Administrative Services
• Utility Services
• Electrical Services
• Stationary Engineering
• Painters and Carpenters (Building Services)

The Division Administrative Services Unit comprises the Facility Maintenance Superintendent and an Administrative Aide, who together oversee the operations of the Division and provide administrative support. The Utilities Services unit has a Custodial Supervisor and nine Utility Worker I/IIs performing janitorial work in various City facilities. Their portfolio does not include facilities for the Fire Department, Port of Richmond, or the Parks system. The Electrical Services Unit has an Electrical Supervisor, a Senior Electrician, 4.85 Electricians, a Building Trades Worker, and a Maintenance Worker responsible for maintaining f acility lighting systems, sockets, traffic lights, and light poles in rights-of-way. The Stationary Engineering unit has a Stationary Engineer Supervisor, three Stationary Engineers, and a Building Trades Worker who together maintain and repair non-HVAC machinery and equipment in all City facilities. Finally, the Painters and Carpenters unit has two Carpenters, two Painters, and a Building Trades worker who maintains key systems and perform painting and carpentry work across all City facilities

35 Government Fleet, Technician to Vehicle Ratios, https://www.government-fleet.com/146908/how-to-calculate- technician-to-vehicle-ratios
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as needed. In total, the Division is responsible for maintaining 39 buildings throughout the C ity, totaling 777,352 SF. The list of current City facilities is shown in the table below.

Table 26: Current City Facilities
Facilities Square Footage
American Indian Health Center 4,050
Annex Senior Center 2,470
Art Center 21,000
Auditorium (Convention Center) 40,000
Bay View Library 1,980
Booker T. Anderson (BTA) 12,500
City Hall 61,136
Civic Center Senior Center 31,585
Corporation Yard 35,125
Community Service Bldg. (CSB) 70,200
Disabled Peoples Rec Center 6,398
Dispatch 4,202
Family Justice Ctr 4,870
Fire Training School 7,300
Fire Station 61 4,064
Fire Station 62 6,000
Fire Station 63 8,700
Fire Station 64 10,900
Fire Station 66 2,757
Fire Station 67 7,745
Fire Station 68 5,700
Library 3,200
May Valley Community Center 3,750
Men and Women of Valor 4,100
Museum 6,000
Nevin Comm Center 1,200
Parchester Comm Center 5,400
Parks Field Office 9,048
Plunge 20,000
Pogo Park 1,000
Point Richmond Center 1,845
Police Department 202,811
Recreation Complex 33,400
Richmond Swim Center (RSC) 7,500
Riggers Loft/Port 109,000
Sheilds-Reid Comm Center 7,500
Transit Building 9,000
Washington Field House 1,936
Westside Branch Library 1,980
Total Facility Square Footage 777,352
1190

CITYWIDE WORKFORCE ANALYSIS 67
The International Facilities Management Association (IFMA) produces an Operations and Maintenance Benchmarking Report, which surveys facility professionals to genera te key insights on facility operational performance36.

While the current City building portfolio consists of 777,352 square feet, this area includes hallways, storage rooms, and other areas not typically occupied for extended periods. While the proportion of unoccupied to occupied space varies from facility to facility, it is reasonable to assume that 25% of the total space maintained by staff is typically unoccupied. This reduces the total square footage to 583,014. Using this figure, the project team compared data from the IFMA benchmark report to various position classifications found within the Division. The results of this analysis are shown below.

Table 27: Current City Facilities
Position Rentable SF IFMA RSF per FTE Total Staffing Need Current Budget Staff
Division Leadership 583,014 n/a n/a 1.0
Administrative
Assistant 583,014 629,000 1.0 1.0
Utility/Custodial 395,45137 37,400 10.6 10.0
Electrician 583,014 290,000 2.0 6.85
Stationary Engineer 583,014 322,000 1.8 4
Painter 583,014 250,000 2.3 2
Carpenter 583,014 370,000 1.6 2
Generalist38 583,014 120,000 4.9 4
Total Staffing Need 23.2 30.85

The table shows that the current staffing complement for each position classification within the Division is approximately equivalent to or exceeds the benchmark data. However, additional considerations would drive the need to maintain current budgeted staffing levels and prioritize filling vacant positions within the Division. First, the age and condition of the facilities within the City’s portfolio may require additional attention and maintenance.

Second, staff reported streetlights often being vandalize d, driving an increased demand for staff with an electrical background. Next, there is a need to ensure the Division maintains sufficient staffing and retains institutional knowledge should there be staff turnover. There are significant advantages to having additional positions to assist with maintenance activities while more tenured staff are still employed with the organization. This creates opportunities for staff to share knowledge and best practices, learn new skills, and pass along insights from years of experience with the organization. Finally, the Division needs to prioritize preventative maintenance activities.

With the implementation of a CMMS software system discussed below in Recommendation 35, the Superintendent and Unit Supervisors should begin tracking labor hours to understand how efficiently staff are performing facility maintenance activities. With an understanding of the number of labor hours, the Facilities Maintenance Superintendent should work with the unit supervisors to implement weekly, monthly, and annual work plans to utilize the current staff capacity to address proactive facilities maintenance needs.

36 IFMA, “North America Operations and Maintenance Benchmarking Report,” 2022 37 Rentable SF does not include Fire Department, Port of Richmond, or Parks Facilities 38 Using the Generalist Category for Building Trade Worker and Maintenance Worker Classifications 1191

68 CITY OF RICHMOND
Recommendation 30: Add one new Supervisor position to oversee the Painters and Carpenter’s Unit.

The Painters and Carpenters Unit is the only unit within the Facilities Division with no Supervisor. Currently, the Facilities Superintendent is filling the void by directing the work of the crew staff. This takes them away from their primary duties overseeing the overall activities of the entire Division.

The Supervisor position plays a critical role for the unit. It ensures the work done aligns with the overall mission and responsibilities of the Department. The position oversees daily, weekly, monthly, and annual work planning, evaluates staff performance, verifies work is completed, and ensures the quality of the work performed. Without a Supervisor, there is no consistent presence of focused leadership to provide direction to the team.

The City should prioritize hiring a Supervisor to oversee the Painters and Carpenters Unit. Doing so provides direct and consistent leadership to the crew and enables the Superintendent to step back and solely focus on their primary responsibilities for the whole Division.

The estimated cost for this position at the median and using the City’s 80% benefits multiplier is $207,745.

Recommendation 31: Add one new Management Analyst position to serve as contract manager and oversee non-program or project-specific contracts.

The Public Works Department currently has 134 contracts for various types of services, equipment rentals, and more.

A breakdown of the Department’s active contracts is included in the following table.

Table 28: Active Public Works Contracts
Contract Type Number of
Contracts % of Total
As needed/on-call 40 29%
Consistent Services 27 20%
Equipment Rental 5 4%
Joint Powers Agreement 1 1%
Lease Agreement 1 1%
Materials/Supplies 15 11%
Reimbursement 1 1%
Shared Maintenance 1 1%
Project/Program Specific Services 43 32%
Grand Total 134 100%

A review of the list of contracts shows that 68% are unrelated to a specific program or project. Additionally, 30% are for on-call services, while 20% are for consistent services provided for staff.

Each contract has a unique scope, terms, timeline, vendor contact, etc. Currently, contract management responsibilities are spread throughout the Department. The project/program-specific contracts are managed by the specific staff assigned to those programs and projects. However, it is unclear from the project fieldwork who oversees the remaining 68% or 91 active contracts. Without a dedicated resource managing these 91 contracts, the Department risks contracts not being executed according to the specific terms, missed deadlines, overspending, and more.

The Department should add a Management Analyst or similar position to oversee non-program or project-specific contracts. Doing so will provide a single point of contact for internal staff and external vendors, fostering effective 1192

CITYWIDE WORKFORCE ANALYSIS 69
communication. It adds a layer of vendor oversight and accountability to ensure contracts are executed according to the terms and conditions contained within. This position will be able to monitor the status of contracts to promote fiscal responsibility and optimize resource allocation. The Management Analyst should also be responsible for tracking and evaluating vendor performance and maintaining accurate and comprehensive records of change orders and internal and external correspondence.

The estimated cost for this position at the median and with benefits is $189,074.

OPERATIONAL RECOMMENDATIONS
The recommendations below offer suggestions to improve operational efficiency and effectiveness.

Recommendation 32: Update the capital planning process to align with best practice.

According to the City’s website, the Capital Improvement Plan is adopted along with the annual operating budget as part of the annual budget process. According to staff this means that preliminary projects and estimates are identified in the fall, projects are finalized, reviewed, and prioritized in the Spring, and the CIP is presented to City Council in a May work session for their review and comment before being adopted in June.

In the past, the CIP identified projects and cost estimates for four future years in addition to the current budget year.

However, future year projects are considered unfunded. In the FY2023 CIP, the unfunded future-year project costs totaled $241,501,964.
39 The most recent CIP does not include future-year projects; instead, it only identifies projects for FY2024.40 According to staff, capital planning has historically been done one year at a time, with some future needs identified, but those projects and cost estimates are not fully developed. Projects are funded across multiple sources as part of the budget process.

The staff overseeing the CIP process for the Public Works Department are all relatively new to the City and essentially starting the process from scratch, making this an ideal time to implement process improvements to align the Department’s CIP planning with best practices.

According to the Government Finance Officers Association (GFOA), it is a best practice to prepare and adopt a fiscally sustainable, multi -year capital plan to ensure effective management of capital assets. Capital planning is critical to essential public services like water and sewer utilities, transportation, and facilities and fleet management.

Capital planning can also be an important component of a community’s economic development program and strategic plan. There are four main components to a multi-year capital planning process:
41 Identify needs – Develop a capital asset lifecycle for major capital assets including the cost to operate, maintain, administer, and renew or replace the asset. Capital infrastructure may also be needed to support the comprehensive plan, development projections, master plans, or the City’s strategic plan. Organizations should consider changes in policy or community needs, public input, the non-financial impacts of a project, and projects that support private development or have the potential to generate revenue.

39 City of Richmond, Adopted Capital Improvement plan Fiscal Year 2022-2023, https://www.ci.richmond.ca.us/DocumentCenter/View/61912/Adopted---Capital-Improvement-Projects-Budget- FY2022-23-PDF
40 City of Richmond, Capital Improvement Plan Fiscal Year 2023-2024, https://city-richmond-ca-budget- book.cleargov.com/10346/introduction/city-officials
41 Government Finance Officers Association (GFOA), Best Practices: Multi-Year Capital Planning, https://www.gfoa.org/materials/multi-year-capital-planning 1193

70 CITY OF RICHMOND
Determine financial impacts – Determine the full extent of the capital project and the associated life cycle costs.

This may require outside assistance to develop an accurate estimate. Consideration should be given to the scope and timing of a project, anticipated inflation for future years, major components of a project such as land acquisition and design, and ongoing costs.

Prioritize capital requests – Projects should be prioritized based on health and safety, asset preservation, and service expansion or addition. As part of this, organizations should consider public input, priority from partner agencies, and operating budget impacts.

Develop a comprehensive financial plan – A viable multi-year financing plan covering the period of the capital plan will ensure that the proposed capital plan is achievable within expected resources. This should involve anticipating revenue and expenditure trends, cash flow projections, compli ance with financial policies, considering sources and uses for debt, and evaluating the impact and affordability of different financing strategies.

In addition, it may be appropriate to integrate other considerations into the planning process such as environment, social, and governance (ESG) considerations. According to GFOA, municipal investors are heightening their demand and scrutiny of ESG risks and acknowledging these risks can help a local government choose the financing technique that best meets its cost and risk profile.
42 This may be as simple as indicating what projects qualify as ESG projects or prioritizing those projects over other proposed projects.

San Diego County was awarded the GFOA Award for Excellence for outstanding use of GFOA’s best practice on Multi-Year Capital Planning and serves as a best practice case study in capital planning. 43 The process is coordinated
by the Public Works Department and includes input from a number of departments, County leadership, and extensive public engagement. In San Diego County, departments begin the CIP process in August by identifying capital priorities. Projects primarily come from three sources: strategic plans , community input and elected official direction, and operational and maintenance needs. The following figure shows the sources of projects included in the CIP.

42 Government Finance Officers Association (GFOA), Best Practices: Multi-Year Capital Planning, https://www.gfoa.org/materials/multi-year-capital-planning 43 San Diego County, Capital Improvement Plan, https://www.sandiegocounty.gov/content/sdc/dpw/CIP/ 1194

CITYWIDE WORKFORCE ANALYSIS 71

Figure 16: San Diego County How Capital Projects are Selected

Once projects are identified as part of the kickoff phase , the CIP is developed in more detail by determining cost projections, performing community engagement, and determining what can be accomplished in the first year of the CIP. Projects are also prioritized as part of this phase based on how they advance the County’s strategic initiatives.

A rubric is used to determine to what degree each project promotes sustainability; advances equity; empowers the workforce and promotes transparency, accountability, and innovation; strengthens community engagement and quality of life; and promotes justice.
44 The following figure shows the four phases of the capital planning process.

Figure 17: San Diego County Capital Planning Process
The City of Richmond should revise its CIP development process to align with best practices by expanding the planning timeline to five years and developing a financial plan to fund the CIP. The CIP can still be adopted in conjunction with the annual operat ing budget, but its development should run parallel to the operating budget

44 San Diego County, FY2023-2024 Adopted Operational Plan; Page 605, https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_23-25_capital.pdf Five Year
Project
Forecast
Strategic
Plans
Community
Input and Board
Direction Operational
and
Maintenance
Needs
Kickoff
•Identify new
projects
Development
•Develop 5-year forecast cost
projections
•Priotirize projects
•Community engagement
•Finalize year one work plan
Approval and
Funding
•CIP and annual
budget approved
Implementation
•Ongoing project
management and
monitoring
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development process. Below is an example of a CIP development calendar based on the City of Richmond’s budget calendar.

Table 29: Proposed CIP Development Calendar
Phase Month CIP Development Steps Lead
Capital Needs
Identification
October –
December
• Departments identify capital needs based on
strategic plans, operational and maintenance
needs, and City Council and community
input
Department Directors
Project
Refinement
January –
February
• Departments and Public Works Engineering
staff develop cost estimates and timing for
projects to meet identified capital needs
including related costs such as land
acquisition or design
• Departments identify how projects impact
City’s strategic priorities
• Departments submit capital requests to
Budget Division
• Budget Division develops initial multi-year
CIP financial plan to inform planning and
prioritization
Department Directors
(with support from
Public Works
Engineering staff)
City Leadership
Review and
Prioritization
March – May
• Budget Division compiles capital project
requests and initial multi-year financial plan
to present to the City Manager, Finance
Director, City Engineer, and Public Works
Director
• City leadership meets with Department staff
as necessary to understand capital requests
and assist with prioritization
• City leadership prioritizes projects based on
alignment with City’s strategic priorities and
ability to fund in the multi-year financial plan
• Budget Division develops draft CIP and
multi-year financial plan for presentation to
City Council
City Engineer and
Finance Director
City Council
Review and
Approval
May – June
• Finance Director presents draft CIP and
multi-year financial plan to City Council for
review and feedback
• Budget Division engages the community to
collect input on draft CIP along with feedback
on operating budget
• City Council meets with Department staff as
necessary to understand capital requests
• Budget Division refines the draft CIP and
multi-year financial plan based on feedback
from City Council
• City Council adopts CIP and multi-year
financial plan with annual operating budget
Finance Director and
City Engineer

In order to add structure to this process, it may be appropriate for the City of Richmond to adopt financial policies related to capital planning. There are two policies that GFOA recommends that would help to clarify and formalize the capital planning process in the City of Richmond. The City doe s not currently have a Capital Planning Policy, which would identify the approach to capital planning, define a capital improvement project, establish a CIP review committee, and require inclusion of long-term financing strategies. 45 Establishing a capital renewal and replacement
reserve policy is also a GFOA best practice. This is a written policy that establishes a reserve to fund ongoing capital

45 Government Finance Officers Association (GFOA), Best Practices: Capital Planning Policies, https://www.gfoa.org/materials/capital-planning-policies 1196

CITYWIDE WORKFORCE ANALYSIS 73
renewal and replacement.46 Reserves are helpful in proactively managing capital assets and to have funding available in the event of unforeseen or catastrophic capital needs. For example, annually setting aside 20% of the five -year asset replacement costs can ensure funding is available when it is needed.

Recommendation 33: Begin performing proactive street sign maintenance and implement a 10-year work plan.

As stated previously, the Street Maintenance Division of the Public Works Department is responsible for pavement maintenance, traffic signs, street painting, and street sweeping. 47 This work includes pothole repair, gutter paving, pavement replacement, painting for pedestrian and vehicular traffic control, and regular sign maintenance and replacement. In total, the Division is responsible for 289 miles of street and 9,000 streetlights .48 However, the City does not have an up -to-date inventory of street signs owned and maintained by the City such as speed limit signs, stop signs, and street name signs.

The Division is responsible for the fabrication and installation of street signs, but sign maintenance tends to be highly reactive. Staff often perform repairs or replacements based on requests from the public or after issues are discovered.

According to staff, there has been little capacity for proactive sign maintenance. Data was not available to quantify the current workload associated with sign maintenance and repair in the Department.

Traffic sign maintenance should include regular inspection and proactive maintenance to ensure safety and proper functioning of signs. Inspections should include both informal and proactive methods. Informal inspection includes City employees reporting deficiencies when they see them or engaging police patrols to look out for issues, as well as the practice of responding to resident calls. Formal inspection should include regularly scheduled inspection based on priority areas.

Proactive inspection requires training for staff to ensure they understand what to look out for and that they have the ability to perform on -the-spot repairs. For more time -consuming repairs or replacements, work orders will be necessary so that Street Maintenance staff can perform the work. Generally, inspection should include review of sign position, visibility, condition, discoloration, reflectivity, and any damage or vandalism. 49 Inspecting reflectivity is
particularly important to meet the Manual on Uniform Traffic Control Devices (MUTCD) standards for minimum traffic sign reflectivity. Inspections requires either measuring the sign’s reflectivity with a retro-reflectometer, visually comparing the sign with a test panel, or inspecting the sign at night.

Informal and proactive inspection should inform preventative sign and support maintenance. There are four components to proactive sign maintenance to ensure signs are fully functioning:
50 Sign Cleaning – Signs under trees, along routes with heavy traffic, in areas with infrequent rainfall, and in industrial areas require regular cleaning.

Reflectivity Testing – Ensure signs meet the minimum requirements for retro-reflectivity.

Vegetation Control – Signs can be partially or fully blocked by vegetation and require regular trimming.

46 Government Finance Officers Association (GFOA), Best Practices: Strategies for Establishing Capital Asset Renewal and Replacement Reserve Policies, https://www.gfoa.org/materials/strategies -for-establishing-capital-asset-renewal-and 47 City of Richmond, Street Maintenance, https://www.ci.richmond.ca.us/72/Street- Maintenance 48 City of Richmond, 2021-2022 Annual Comprehensive Financial Report, Page 284, https://www.ci.richmond.ca.us/DocumentCenter/View/64893/City-of-Richmond-ACFR-FY2022-PDF 49 US Department of Transportation Federal Highway Administration, Maintenance of Signs and Sign Supports, Sign Inspection Checklist, Page 28, https://safety.fhwa.dot.gov/local_rural/training/fhwasa09025/fhwasa09025.pdf 50 US Department of Transportation, Federal Highway Administration, Maintenance of Signs and Sign Supports, Page 29-34, https://safety.fhwa.dot.gov/local_rural/training/fhwasa09025/fhwasa09025.pdf 1197

74 CITY OF RICHMOND
Anti-theft Measures – Signs are occasionally stolen, so specific fasteners can be attached to make it more difficult to remove signs.

Sign Support Adjustments – Supports can move over time, so maintenance is needed to ensure signs are vertical and the position of the sign is appropriate, so it is not frequently hit by vehicles or affected by soil erosion or vegetation.

The Department should develop an annual work plan for proactive sign maintenance to improve the annual number of signs that receive inspection and maintenance. All staff in Public Works should be trained to identify sign deficiencies and empowered to perform on-the-spot repairs or report issues when they occur. The Department should use a work order management system to record when a sign has been inspected and the repair performed.

The Department should aim to inspect and maintain all signs at least every 10 years. An annual work plan would be most accurate with an up -to-date sign inventory; however, in the absence of a sign inventory , the City’s street sweeping zones could be used to approximate an equal workload made up of different neighborhoods. The City has a street sweeping schedule that allows staff to sweep all City streets monthly; in order to accomplish this, neighborhoods are placed on 10 different schedules.
51 Each schedule has at least two or as many as 11 neighborhoods to distribute the workload evenly. Using these same neighborhoods to create a proactive sign maintenance plan would keep the workload relatively even year -to-year until a full sign inventory ca n be performed. The following table shows the neighborhoods where sign maintenance should be performed each year to ensure all signs are maintained at least once every 10 years.

Table 30: Proposed 10-Year Sign Maintenance Work Plan by Neighborhood Year Neighborhood
1 Fairmede Hilltop
Hilltop Bayview
Hilltop Green
Hilltop Village
Parchester Village
2 Bristlecone
Canyon Oaks
Carriage Hills North
Carriage Hills South
El Sobrante Hills
Greenbriar
Greenridge
Hasford Heights
Lenora
Quail Hill
Via Verdi
3 Clinton Hill I
Clinton Hill I North
Country Club

51 City of Richmond, Neighborhood Sweeping Schedule,
https://www.ci.richmond.ca.us/DocumentCenter/View/57478/Street-Sweeping-Map?bidId= 1198

CITYWIDE WORKFORCE ANALYSIS 75
Year Neighborhood
May Valley
4 Clinton Hill IV
East Richmond
5 Clinton Hill II
Clinton Hill III
6 Atchison Village
City Center
Forest Park
S Belding Woods
S Iron Triangle
7 N Belding Woods
N Iron Triangle
North Richmond
8 Coronado
Marina Bay
Point Richmond
Santa Fe
9 Cortez/Stege
Laurel Park
Metro Richmore
Park Plaza
Pullman
10 Eastshore
Panhandle Annex
Parkview
Richmond Annex
Southwest Annex

Instead of adding dedicated staff, the pavement staff and abatement staff should be trained and tasked with performing the work associated with the preventative sign maintenance work plan. Pavement staff are already in the field and, based on staff intervi ews, have the capacity to take on additional work. The abatement staff’s workload should be reduced by implementing a bulky item pickup service with the solid waste contractor; this additional capacity should be directed toward sign maintenance. The Division will need to monitor staff capacity and ability to keep up with the proposed preventative maintenance schedule; based on existing staff’s ability to execute the sign maintenance work plan, it may be necessary to increase staffing to meet performance expectations.

Recommendation 34: Work with the Police Department to enhance the effectiveness of the street sweeping program.

Street sweeping through the City of Richmond is performed by a crew of four. Commercial streets are swept weekly, Monday through Friday, from 4 AM to 7 AM, with three routes completed per day. Residential streets are swept monthly, from 7 AM to 11 AM. Each neighborhood has dedicated street sweeping two days per month with three daily routes per day. This current schedule and practice reflect industry best practices by offering a structured approach to cleaning roadways based on usage patterns in the different areas of the City.

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76 CITY OF RICHMOND
Despite the well-structured schedule, staff reported the effectiveness of the street sweeping program being hindered by frequent parking violations, particularly on residential streets. Illegally parked vehicles prevent the sweeper from reaching certain portions of the roadway, limiting the program's effectiveness.

To address the challenges associated with illegally parked vehicles, the Street Maintenance Superintendent and Department Director should work with the Richmond Police Department to provide targeted enforcement of the parking laws before scheduled street sweeping activities. Doing so will increase compliance and ensure vehicles are not blocking the cleaning process. This will improve the program's overall effectiveness and help the City achieve Goal #3 of the City Council’s Goals and Objectives, which is to “Improve the Quality of Life and Community Health/Improve Social Determinants of Health.”

Recommendation 35: Pursue a Computerized Maintenance Management System (CMMS) to track work orders and labor hours by task.

Work order management and labor hour tracking is inconsistent across the Public Works Department. The Department does not have a true work order management software system to track work performed and labor hours spent on tasks. Each Division has its own approach to creating, assigning, and documenting tasks performed by staff.

Some Divisions use Munis to record work. Munis is the City’s ERP software primarily used to track financial and human resources transactions. Although Munis can be used to track assets and expenses, it is not meant to be a work order management system or maintenance management system. Other divisions use the system “Track -It!” to produce work orders from resident requests and complaints, meaning the work orders produced by the system are almost entirely reactive. The Track-It! system has a limited ability to track work performed and labor hours spent on tasks and no way to proactively plan preventative maintenance.

There are several issues with this approach. First, without a central system to track and document work, it is difficult to schedule preventative maintenance and document progress toward maintenance plans. A work order management system will support this annual work planning efforts and allow the Department to document performance related to annual work plans and adjust based on the performance of staff.

Second, without a way to schedule and assign preventative maintenance, it is difficult to balance this proactive work against the reactive, complaint-driven work from residents and customers. Staff have a desire to serve the community and address issues th at residents have, and as a result, their work tends to be highly reactive and preventative maintenance is not prioritized.

Third, the Department’s current approach makes it unable to track performance measures in a systematic manner.

Without a robust method to track work orders, compiling performance data is time consuming and difficult to administer. Tracking work orders, lab or hours, and materials in a single system would improve the Department's ability to collect performance data, track it over time, and report it.

The City should implement a CMMS to track work orders and labor hour data. A CMMS would better enable the Department to monitor the completion of preventative maintenance work, complaint- driven work, and emergency work. It would also give Department leader ship the ability to quickly generate reports, schedule repairs, create inventory forecasts, and determine which assets require maintenance and when. It could also allow for regular, holistic analysis of Departmental workload and will allow the Department to better quantify whether service expectations are being met and, if not, to respond in a proactive manner.

Work order systems also help organizations track the time and materials dedicated to completing work orders.

Tracking employee time helps organizations understand the distribution of scheduled work and reactive work completed by staff and also enables organizations to develop activity-based accounting. Activity-based accounting is 1200

CITYWIDE WORKFORCE ANALYSIS 77
useful when making service-level decisions or evaluating opportunities to contract out services. Work order systems that are integrated into GIS systems enable organizations to map work orders and associate work orders with assets.

However, it is important that the software chosen is compatible with the specific needs of a Public Works operation.

For example, staff will require access to the detailed system and facility information associated with each City-owned building’s needs in order to inform facilities work planning, track activity, and understand maintenance needs.

Similarly, park maintenance staff need information on park assets and the ability to plan work based on seasonality and program offerings. The program should be abl e to integrate with the City's GIS program in order to spatially map assets and understand where components are across the City and within facilities. The program should be able to offer workflow management including assigning work orders, data collection, and asset condition tracking. This should include the ability to auto generate work orders based on maintenance schedules and reminders if work orders are not completed. A software solution to meet the specific needs of the Public Works Department may not be available through Munis, but it is necessary to effectively manage work and staff effectiveness. Many software solutions can connect to financial planning software like Munis; the Department should include that functionality into their software identification requirements.

Implementing a CMMS is expected to have a budgetary impact; software system costs can vary based on the size of a community, number of software users, and how an organization chooses to customize the software. One of the commonly used CMMS platforms in Pub lic Works operations is Cityworks®. The City of Pearland, TX with a population of approximately 122,000 is paying $81,522 annually over three years for Cityworks. 52 The City of
Sacramento, CA with a population of approximately 525,000 is paying $119,900 for the final year of a five -year contract.53 The City may also need additional staff capacity for implementation and ongoing support of the CMMS.

The Public Works Department should work with the Information Technology Department to identify an appropriate software solution, the necessary staff support, and the appropriate location of that staff support.

Recommendation 36: Implement an annual work planning process and track staff performance.

Within the Public Works Department, there is limited formal work planning. Staff reported having little to no advanced indication of their daily work assignments on a given day. Most of the work they perform is reactive, driven by the resident hotline and Track-It! system. Little preventative maintenance is occurring on a consistent basis. While Public Works functions by necessity involve reactive work and unpredictable customer requests, it is important the Department also prioritizes these requests in the context of other needs, including preventive maintenance.

Additionally, it is unclear from the project fieldwork and data provided by the City what the service level goals are for many of the activities being performed by the Department. If service level targets are in place, staff do not appear to know what they are or utilize them to drive their work.

Implementing an annual work planning process with clear and detailed service level targets will enable the Department to align its work with the City Council’s Goals and Objectives. Effective work planning involves scheduling preventive maintenance and other routine tasks throughout the year in a manner that balances workload with available staffing resources. Although developing these work plans can be a time -intensive process, there are several tangible benefits that will help the Department more effectively utilize staff. Formal work planning will enable the Department to:

52 City of Pearland, City Council Regular Meeting Agenda, February 8, 2021, https://pearlandtx.civicweb.net/document/70458/_p%20style=_margin-top_0;margin- bottom_0;___stron.pdf?handle=4B844A4D54B7486FAB2723420CA6400E 53 City of Sacramento, City Council 2PM Report, December 13, 2022, https://sacramento.granicus.com/MetaViewer.php?view_id=21&event_id=4544&meta_id=711184 1201

78 CITY OF RICHMOND
• Explicitly define when preventive maintenance tasks should take place • Plan ahead to ensure preventative tasks are adequately staffed • Promote accountability by comparing the work staff actually accomplishes to formal work plans • Effectively balance proactive and reactive service requests • Adjust plans and resource allocations as needed
• Plan for future staffing and equipment needs

Superintendents, under the direction of the Department Director, should implement an annual work planning process that defines service level targets for each activity for which staff members are responsible. The service level targets should be detailed, reflect the City Council’s Goals and Objectives, and account for preventative maintenance activities. Preventative maintenance tasks should then be loaded into the CMMS system to produce work orders to ensure completion. Superintendents should engage Supervisors and crew members to estimate the labor hours needed to meet the service level targets for each task. These labor hour estimates will provide a baseline to track and measure staff performance and resource allocation against the data tracked in the CMMS system. Performance data should be reviewed regularly. This information will help identify areas for improvement, allow supervisors to adjust, and assist the Department Director to plan for and justify future staffing requests.

Recommendation 37: Dedicate two mechanics to Public Safety Vehicles.

While the MRU analysis indicated that current budgeted staffing levels are sufficient to adequately maintain the City’s fleet, there is only one mechanic within the Fleet Maintenance Division with specialized training in public safety equipment.

Given the specialized nature of public safety vehicles and the vital services they help provide throughout the City, it is imperative that the Division has trained and certified staff that can work on these vehicles to keep them on the road. The Department should identify another mechanic within the Division to be trained and certified to work on public safety vehicles. Having two mechanics available for these vehicles enhances the Division’s ability to address maintenance needs in a timely manner, reduce v ehicle downtime, increase the ability to perform routine and preventative maintenance, and ensure backup support should one of the two mechanics take leave time.

Dedicating two mechanics to Public Safety Vehicles will require specialized training to equip staff with the knowledge and skill set necessary to maintain these vehicles. The California Fire Mechanics Academy offers one such training curriculum. The California Fire Mechanics Academy provides emergency apparatus technicians with contemporary professional development and technical training. 54 The Academy offers three levels of certification for Emergency Vehicle Technicians. The Fleet Maintenance Superintendent should identify the appropriate certification program and level required based on the current fleet inventory and get the necessary approvals to send staff to attend.

The existing mechanic trained to work on public safety vehicles should also be encouraged to attend additional training as resources allow them to ensure their skills are up to date to meet current vehicle and technology standards.

Recommendation 38: Re-evaluate service levels for C itywide maintenance and assessment districts.

Parks maintenance activities are divided into three areas based on the funding source. The City features two assessment districts, the Marina and Hilltop districts, each with dedicated crews of seven full-time staff. A third crew of seven full-time staff is responsible for the remainder of citywide park maintenance activities, funded through the General Fund. The park inventories for these three groups are shown in Table 31 below.

54 California Fire Mechanics Academy
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CITYWIDE WORKFORCE ANALYSIS 79
Table 31: Parks Inventory by Funding Source
Measure Marina Assessment
District
Hilltop Assessment
District City Wide Total
Estimated Population 5,999 3,092 107,357 116,448
# of Parks 5 2 48 55
Acres Maintained 48.8 39.6 222.7 311
Parks Maintenance
Staffing 7 7 7 21
Staff per Acre 7.0 5.7 31.8 14.8 (average)

In addition to these crews, the General Fund Maintenance Crew supervisor also oversees the activities of two full - time groundskeepers responsible for managing and maintaining the City’s estimated 30,000 trees.

Assessment Districts
An assessment district is a defined geographical area within a municipality wherein property owners agree to be assessed an additional tax levy or fee to fund specific services, improvements, or projects. The Marina and Hilltop Assessment Districts in the City of Richmond are Landscape Maintenance Districts, meaning the fees collected from property owners fund landscape maintenance throughout the district. The Marina District is also a lighting district, meaning a portion of the fees collected are dedicated to installing, maintaining, and operating public lighting infrastructure.

Overall, parks maintenance staff are responsible for landscape maintenance within the right of way and medians, including, but not limited to:
• Watering
• Pruning
• Staking
• Guying
• Weeding
• Providing insect and disease control
• Fertilizing
• Repairing irrigation systems and appurtenances
• Replacement of missing or dying plants and trees

The Marina District
The Marina District was formed in 2009 and consists of lots, parcels, and subdivisions of land in the southern portion of the City of Richmond, known as Marina Bay. Parks Maintenance staff are responsible for landscape maintenance of the following areas.

Table 32: Marina District Landscape Maintenance Areas
55 Description Location
Streetscape Regatta Gateway
Streetscape Regatta Blvd Medians
Streetscape Marina Bay Parkway Medians
Streetscape Marina Way South Medians

55 City of Richmond, Marina Bay Landscaping and Lighting Maintenance District 2023/2024 Engineer’s Annual Levy Report 2023
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80 CITY OF RICHMOND
Description Location
Streetscape Hall Ave, Wright Ave, and Harbor Way South Frontages Streetscape Bayside Drive Medians
Parks The contiguous area that includes Marina Bay Park, Rosie the Riveter Monument Park, and Marina Green
Parks Barbara & Jay Vincent Park
Parks Shimada Friendship Park
Parks Lucretia Edwards Park
Parks Sheridan Point Park
Trails Bay Trail - Esplanade
Trails Bay Trail - Bay Shoreline
Trails Bay Trail - Meeker Slough
Trails Bayside/Meeker connector trail

Hilltop Top District
The Hilltop District was formed in 1986 and is in the northern portion of the City and includes commercial, industrial, vacant, and residential parcels in the vicinity of the Shops at Hilltop and the Richmond County Club.

Parks Maintenance staff are responsible for landscape maintenance of the areas listed in the table below.

Table 33: Hilltop District Landscape Maintenance Areas56 Description Location
Street Trees Along both sides of Auto Plaza, Research Dr., Lakeside Dr., Shane Dr., Robert H. Miller Dr., Hillview Dr., Klose Way, Garrity Way, and Blume Dr.

Street Trees Along the outside edge of Hilltop Mall Road Street Trees Along the northerly side of Hilltop Dr
Street Trees In median islands in the areas along both sides of Atlas Road and Richmond Parkway from Giant Highway to 1-80
Landscaping Along the northerly side of Hilltop Dr
Landscaping In median islands in the areas along both sides of Atlas Road and Richmond Parkway from Giant Highway to 1-80
Landscaping In the Parkway Transit Center at Richmond Parkway and 1-80 Park Hilltop Lake Park and adjacent open space
Directional and
Entrance Signs District-wide
Litter Control District-wide
Graffiti Removal District-wide
Sound Wall
Maintenance
Along San Pablo Ave. from Richmond Parkway to Hilltop Dr. and along the north side of Richmond Parkway from 1-80 to Giant Highway
Sculpture
Maintenance District-wide

According to the City of Richmond’s Engineering Reports for the Marina and Hilltop Districts, the service level standards within the assessment districts are above and beyond those for the remainder of the City. The enhanced

56 City of Richmon, Hilltop Landscaping Maintenance District Engineer’s Report 2023 1204

CITYWIDE WORKFORCE ANALYSIS 81
maintenance standards are detailed in the Marina Bay Landscaping and Lighting Maintenance District 2023/2024 Engineer’s Annual Levy Report. They are summarized in the table below.

Table 34: Maintenance Service Level Standards57
Service/Improvements Citywide Baseline Maintenance Enhanced Maintenance – Marina District Lawn Care • Mowed alternate weeks
throughout the season
• Mowed each week throughout the
season
Tree and Plant Care
• No set trimming schedule
• Tree pruning as needed for
safety
• Shrubs trimmed only for growth
control
• Regular trimming schedule ongoing
throughout the season
Debris Management • Once a week debris pick-up • Twice a week debris pick-up Irrigation Management
• Monthly inspection services
• Repair of damaged equipment
only
• Regularly weekly inspections ongoing
throughout the year
• Repairs as needed to improve function
Replanting and Reseeding
• No set schedule
• Reseeding and replanting as
needed to replace bare-life
areas
• Regular inspections throughout the
season
• Replenishment of plants as needed to
maintain quantity and quality of plant life
Lighting and Facilities
Maintenance
• Reduced inspection intervals
• Lights and facilities repaired as
needed for safety
• Regular inspections ongoing throughout
the year
• Repairs as needed to ensure proper
operation
Restroom Custodial Services
• Service three (3) times a week
for permanent restrooms
• Service three (3) times a week
for portable restrooms
• Service seven (7) times a week for
permanent restrooms
• Service seven (7) times a week for
portable restrooms
Rehabilitation and Replacement
of Playground Equipment,
Benches, Guardrails, etc.
• Reduced inspection intervals
• Minor repairs of damaged
equipment
• Removal of damaged
equipment as needed
• Regular inspection services ongoing
throughout year
• Repairs as needed for safety
• Replacement of facilities when funding is
available

Differences between the two service levels include more frequent mowing cycles, inspections, restroom cleaning, and repairs.

The City is not consistently tracking labor data to determine if staff meet the current maintenance standards Citywide or within the assessment districts. However, according to anecdotal information provided during the project fieldwork, it does not appear they are being met. For example, according to the table, C itywide reseeding and replanting are done to replace bare-life areas. In the assessment districts, replenishment of plants is done as needed to maintain the quantity and quality of plant life. However, staff reported to the project team that there is very little planting done annually besides trees. Additionally, several standards have specific details regarding the frequency of activities, allowing for weekly and monthly work planning. Other standa rds are less specific, such as “reduced inspection intervals,” which could result in tasks being missed throughout the year. Without consistent labor tracking and clearly defined standards, Department leadership cannot accurately determine the labor hours or staff needed to meet the service level expectations.

It is recommended that the Parks Maintenance Superintendent and the Department Director re-evaluate the service levels for Citywide maintenance and maintenance within the assessment districts. The goal of this reevaluation should be to promote a unified set of standards to ensure equity throughout the City. Having a unified set of service

57 City of Richmond, Marina Bay Landscaping and Lighting Maintenance District 2023/2024 Engineer’s Annual Levy Report
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82 CITY OF RICHMOND
level standards ensures that parks and landscape areas are kept safe and aesthetically appealing regardless of where they are located, which can improve overall community satisfaction by promoting a sense of inclusivity and fairness.

The first step in the reevaluation process is to clearly articulate and document the current service delivery approach employed throughout the different areas of the City. That approach can then be compared to best practice s information to redefine service levels. The National Recreation and Parks Association has established benchmark guidelines for service frequencies by infrastructure type. These benchmarks serve as a baseline, but should ultimately be adjusted to reflect the specific environment and expectations of the Richmond Community and with an understanding of the Department’s limited resources. The comparison will allow staff to prioritize activities and define goals and targets. Once this happens, the Parks Superintendent and Department Director can estimate each key task's labor hours. For example, staff can estimate the labor hours required for lawn care activities. These labor hour requirements can then be compared to service level/frequency goals to strategically deploy existing staff, define future staffing needs, and inform policy conversations around service level goals. The revised service level standards should focus on litter control and lawn care/weeding. Focusing on these areas will help to ensure the cleanliness and visual appeal of the City’s parks, right-of-way, and landscape areas. Seasonal staff should also be utilized to help with the demand for these services during peak times of the year.

Recommendation 39: Negotiate to add a bulk pickup service within the existing waste contract.

The abatement staff is removing a large volume of litter, illegally dumped bulk materials such as mattresses and tires, weeds, and more throughout the City. Since 2018, the quantity of materials removed and locations of work activities have increased in many areas, including the number of homeless encampments abated and tires and graffiti removed.

The overall abatement activities performed from 2018-2022 are detailed in Table 35 below.

Table 35: Abatement Activities 2018-2022
2018 2019 2020 2021 2022 % Change
Locations/
Quantity
Locations/
Quantity
Locations/
Quantity
Locations/
Quantity
Locations/
Quantity

Homeless Encampments Abated 51 39 40 57 71 39.2%
Fences Built 9 7 2 2 2 -77.8%
Demolitions 3 - - - - -100.0%
Tags Removed 966 876 768 1,754 1,652 71.0%
Neighborhood Clean Ups Completed 13 15 9 16 28 115.4%
Seniors Serviced 198 178 82 544 671 238.9%
Illegal Dumping 12,596 11,554 15,939 8,003 8,058 -36.0% Private Property Abatements 17 23 21 8 10 -41.2%
Tires Removed 1,724 1,833 2,025 1,734 1,920 11.4%
Weed Abatement Locations 80 124 103 78 71 -11.3%
Properties Boarded 15 22 11 15 16 6.7%
Mattresses Removed 2,860 2,944 2,882 3,367 2,632 -8.0%
Illegal Dumping (North Richmond M.) 1,140 - - - - -100.0%

Another way to look at the activities performed by these staff is in terms of the volume of material abated. Since 2018, the overall volume has increased by 7%. The following table shows the volume of materials abated by type.

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CITYWIDE WORKFORCE ANALYSIS 83
Table 36: Volume of Materials Abated (Tons) 2018-2022
2018 2019 2020 2021 2022 % Change
Homeless Encampments Abated 74 144 63 163 207 64.2%
Demolitions 179 N/A 176 N/A N/A -100.0%
Neighborhood Clean Ups Completed 292 349 172 356 436 33.0% Seniors Serviced 55 86 43 161 264 79.0%
Illegal Dumping 2,473 2,089 2,637 2,891 2,732 9.5%
Private Property Abatements 113 374 84 19 N/A -100.0%
Weed Abatement Locations 4 123 41 43 N/A -100.0%
Illegal Dumping (North Richmond M.) 193 N/A N/A N/A N/A -100.0% Total 3,384 3,165 3,217 3,632 3,639 7.0%

The table shows that illegal dumping has increased by 9.5% since 2018, with staff removing over 2,700 tons of illegally dumped trash throughout the City. During the project fieldwork, anecdotal evidence suggested that staff believe most illegal dumping is from existing City of Richmond residents.

The City has a contract for waste management with a third -party service provider, Republic. The Company offers two on -call curbside clean -ups of non -hazardous waste per year. One of these clean -ups can be used for bulky household or e-waste items. According to the abatement activity data provided by the City, this level of service is inadequate to reduce the volume of illegal dumping occurring throughout the City.

The City should work with Republic to expand the frequency and capacity of bulk trash removal through the existing waste contract. This could be done by either increasing the number of on-call clean-ups available to residents paired with additional marketi ng to highlight the availability of this service, the identification of key locations to locate dumpsters throughout the City, or a combination of both.

By increasing the frequency and capacity of bulk trash removal, the City can reduce illegal dumping throughout the City, improving the City's attractiveness and allowing staff to perform other abatement activities more effectively, such as graffiti removal and weed abatement.

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Fire Department
The Richmond Fire Department is guided by its purpose to “protect life and preserve property.”58 The Department operates from seven fire stations throughout the City that house seven engine companies, a truck company, a cross- staffed truck company, two rescue units, a HAZMAT unit, and a breathing support unit.59

The Department is led by the Chief of Fire, who oversees a staff that includes a staff totaling 96.0 budgeted FTEs divided into five divisions: Fire Prevention Services, Operations, Office of Emergency Services, Training, and Administration and Support. The Department’s functional organizational structure is shown in the following figure.

Figure 18: Fire Department Organizational Structure, FY2023-24

The Fire Prevention Services Division is responsible for providing public fire safety education programming, performing fire and safety inspections throughout the City, and issuing permits related to the fire code. Additionally, staff perform plan reviews for City development projects, approve transportation requests for hazardous materials, and perform investigations to determine the cause o r origin of fires . 60 One Fire Inspector is also located at the
Chevron Refinery within the City of Richmond to help ensure fire safety measures are in place.

58 “Fire Department,” City of Richmond Website
59 “Department Facts,” City of Richmond Website
60 “Fire Prevention Services Division,” City of Richmond website 1208

CITYWIDE WORKFORCE ANALYSIS 85
The Operations Division is the largest division within the Department. The Division provides fire suppression, emergency medical, disaster mitigation, and rescue services. Additionally, staff give public tours of fire stations and apparatus and present fire and life safety infor mation. The Division comprises eight companies assigned to seven stations throughout the City that respond to approximately 13,000 calls for service annually.61

The Office of Emergency Services’ vision is to “create a more resilient city capable of surviving before, during, and after any major disaster through innovative and effective leadership, citywide awareness, education, and training.”62 To achieve this vision, the Division is responsible for maintaining an approved Emergency Operations Plan , providing leadership and coordination for disaster preparedness, and aiding other City departments in developing emergency plans. The Office is also responsible for overseeing the City’s Emergency Operations Center, conducting public education campaigns, and managing the City’s Community Emergency Response Teams (CERT) program.63

The Training Division is responsible for overseeing the training of new recruits as well as continuous education for current Fire Department staff to maintain skills and keep certifications current. Training includes emergency scene management and emergency patient care.64

The Fire Administration and Support Division oversees the operations of the Department and provides administrative support related to purchasing, finance, human resources, and other support services.

STAFFING LEVEL HISTORY
The overall budgeted staffing level for the Department has remained consistent since Fiscal Year 2019- 2020, with the Department increasing staffing by 2.1% from 94.0 total FTEs to 96.0 FTEs for Fiscal Year 2023 -2024. The Department’s staffing history from 2019-2024 is shown in the table below.

Table 37: Department Staffing, FY2019-2020 through FY2023-2024 Category FY2019-2020 FY2020-2021 FY2021-2022 FY2022-2023 FY2023-2024 % Change Sworn 89.0 88.0 89.0 89.0 91.0 2.2%
Non-Sworn 5.0 5.0 4.0 5.0 5.0 0.0%
Fire Department 94.0 93.0 93.0 94.0 96.0 2.1%

However, according to data provided by the City for this review, there were 17 vacancies within the Department, which are impacting the Department's ability to perform its core services. The vacancies are as follows:
• Chief of Fire (Currently have interim Chief in place) • Administrative Aide (1.0)
• Associate Administrative Analyst (1.0)
• Emergency Services Analyst (1.0)
• Emergency Services Manager (1.0)
• Fire Captain (1.0)
• Fire Engineer (4.0)
• Fire Inspector II (3.0)
• Firefighter (4.0)

61 “Fire Operations Division,” City of Richmond website 62 “Responsibilities of the Office of Emergency Services,” City of Richmond website 63 “Responsibilities of the Office of Emergency Services,” City of Richmond website 64 “Richmond Fire Training Division,” City of Richmond website 1209

86 CITY OF RICHMOND

The vacancies throughout the Department mean personnel are missing in several key areas, such as the Chief of Fire, Emergency Services Center , Fire Prevention Services, and Operations. In addition to the vacancies, several staff members are on leave, further impacting the Department’s ability to meet service -level demand. As a result, the Department has had to reassign tasks to other staff memb ers and utilize mandatory overtime extensively to ensure daily minimum staffing for emergency response. The Department’s overtime hours from 2020 to November 2023 are shown in the following table.

Table 38: Department Overtime Hours 2020-2023
Description 2020 2021 2022 2023
(through November)
Total Overtime Hours 58,131 51,695 67,594 55,393

The Engineer rank is currently the hardest-hit unit within the Department regarding mandatory overtime. There are four vacancies within the rank. Department policies indicate that firefighters can work up in rank, but they cannot currently work down in rank. For example, Captains can act up as Battalion Chiefs, Engineers can act up as Captains, and Firefighters can act up as Engineers, but none of the ranks can work down a rank to fill staffing gaps. The Department also does not currently use “floaters,” “rovers,” etc. A floater or rover is a firefighter not assigned to a specific station or apparatus. Instead, this staff member is scheduled and can fill voids at different stations or crews to cover staff leave, such as vacations, sick days, training, or injuries. Withou t the ability of different ranks to act down to fill roles and without floaters or rovers, some staff members are working consecutive 24-hour shifts, in some cases up to 30 days straight. This is well beyond standard practice and puts the Department at risk of job -related injuries and non-scheduled leave due to fatigue and stress.

CORE SERVICE MATRIX
The following table outlines core services (programs) provided by each division within the Fire Department. The table is not meant to be all inclusive and rather summarizes at a high level how staff are allocated to meet the service- level demand for each division.

Table 39: Fire Department Core Services Matrix
Program Area Activities and Service Levels
August 2023
Staffed
Positions
August 2023
Vacant
Positions
Fire Prevention
Services
• Provide public education programming
• Perform fire and life safety inspections
• Issue fire code permits
• Perform plan review
• Perform investigations to determine the cause
and origin of fires
• Enforce weed abatement program

7.0 3.0
Operations:

Fire Suppression and
EMS
• Fire suppression
• Emergency Medical Service delivery
• Perform post-incident analysis
• Perform disaster mitigation
• Rescue activities
• Public tours and presentations
• Perform equipment evaluation and testing

81.0 9.0
Office of Emergency
Services
• Manage the City’s Emergency Operations
Center 2.0 2.0
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CITYWIDE WORKFORCE ANALYSIS 87
Program Area Activities and Service Levels
August 2023
Staffed
Positions
August 2023
Vacant
Positions
• Prepare and maintain an approved Emergency
Operations Plan
• Provide leadership and coordination for disaster
preparedness
• Aide other City departments in developing
emergency plans
• Conduct disaster exercises
• Manage City’s CERT program
Training
• Provide training to new recruits
• Provide continuous education for current
firefighters related to emergency scene
management and emergency patient care
• Issue promotional exams

1.0 0.0
Fire Administration and
Support
• Oversee operations of the Fire Department
• Administer policies and guidelines
• Provide administrative support regarding
payroll, purchasing, hiring/promotion, employee
relations, and mutual and automatic aid
agreements
• Manage logistics, station maintenance, and
equipment inventories
• Perform grant writing

5.0 3.0

KEY OBSERVATIONS
It was clear to the project team that the firefighters in the City of Richmond are dedicated to their work and have a strong desire to serve the community. They see one another as a family and are working to help each other to try and alleviate some of the stress experienced daily and to provide firefighters who have worked consecutive shifts as many opportunities to rest as possible. Reportedly, this includes coming to work sick to avoid another firefighter needing to be mandated into overtime. A counselor has also been hired to provide the Fire Department with mental health and wellness services. However, this program is still early in its implementation and not all staff were aware of it at the time of the project fieldwork. Despite these efforts, it is c lear to the project team that the overall morale within the Department is low.

To alleviate some of the stress on existing staff, the Department is reportedly conducting background checks on 16 prospective recruits for an Academy that will take place in the first part of 2024. If all 16 make it through the Academy, the Department can promote staff to fill ranks and reduce the need for mandatory overtime. However, according to project interviews, there is a discussion on shortening the Academy from the typical 16 weeks to 10 weeks with an “on-the-job” training portion added to the end. This approach is not recommended except in cases of lateral hiring where candidates have received previous experience and training. Furthermore, the hiring and promotional process is ill -defined. There is no established list of new hires or clear promotional list of each rank.

Each time an Academy or position becomes available, the Department conducts a new exam.

Another recruitment process underway is for the vacant Emergency Services Manager position. Filling this position is crucial for the Department. While Battalion Chiefs can handle responsibilities during catastrophic events, no staff currently oversees the emergency manager's day -to-day functions, which are critical to providing leadership and planning for emergencies that may occur and maintaining compliance with state and federal requirements. This gap 1211

88 CITY OF RICHMOND
may also impact the Department's ability to prepare documentation needed by the state and FEMA, potentially limiting grant eligibility and other opportunities for the Department.

Another critical area that needs attention within the Department is the Fire Prevention Services Division. Due to vacancies and leave, only two staff are available to perform the responsibilit ies of the Division: the Deputy Fire Marshal and an Inspector who is typically dedicated to the Chevron site but is being pulled from those responsibilities to help with inspections across the City. This area's lack of staff capacity means the Department cannot keep up with inspections, plan review activities, and more.

The Department would further benefit from an increased focus on training. Firefighters require ample training to ensure they maintain the skills and knowledge to respond to the various types of emergency situations they may face, such as fires, medical emergencies, rescue operations, hazardous materials events, and more. According to the staff interviews, a new Training Chief was recently named, adding some direction for training moving forward. It will be critical that the new Training Chief create a comprehensive program to drill firefighters not only on firefighting and medical response but also various scenarios they may also face, including, but not limited to:

Water – rescue and recovery operations in, on, and around water Rope – rescue and recovery operations using ropes
Trench – specialized form of confined space rescue that involves digging out and shoring up sides of trenches Confined space – hazard identification as well as rescue and recovery operations involving confined spaces HAZMAT – hazard identification and handling of hazardous chemicals and materials High angle – rescue and recovery operations involving slopes of 60 degrees or greater

In addition to regular training, the Department does not appear to be developing staff for promotional positions.

Succession training and staff development would help lead to higher passage rates on promotional exams. Staff also reported the Department previously had Acting Engineer and A cting Captain programs. Reopening these classes could offer more opportunities for individuals to gain experience . Succession training and acting programs would lessen the burden on overtime as the Department would have more robust eligibility lists.

Furthermore, the Department has limited use of technology to aid in -line personnel and fire prevention staff.

Technology can allow firefighters and inspectors to complete reports and inspections more efficiently. For example, expanding tablet-type devices for field reporting could reduce time spent on report writing and record keeping.

Reducing time spent writing reports would relieve stress on firefighters after calls and help inspectors perform inspections more efficiently.

STAFFING RECOMMENDATIONS
Recommendation 40: Enable Battalion Chiefs, Captains, and Engineers to work out of grade to prevent overworking specific ranks in the organization.

As stated previously, the Department utilizes a significant amount of mandatory overtime to ensure minimum staffing levels. The overtime is particularly impacting the Engineering rank. The four vacancies in the Engineering rank have led some to work multip le 24-hour shifts consecutively, reportedly up to 30 days in a row. This level of work and stress can cause fatigue and mental health concerns and opens the risk of on-the-job injuries and illness.

To help reduce the burden of mandatory overtime in the short term, the Department should work with the City Administration and the appropriate Union representatives to enable Battalion Chiefs, Captains, and Engineers to work out of grade to prevent overworking specific ranks in the organization . Currently, all ranks within the Department can work up in rank, but they cannot work down in rank. During the project interviews, Battalion Chiefs 1212

CITYWIDE WORKFORCE ANALYSIS 89
and Captains expressed a willingness to work down in rank to alleviate the strain on the Engineers. Allowing them to do so should be an interim effort to provide relief for firefighters, particularly Engineers, who work multiple consecutive shifts on mandatory overtime.

Implementing a policy to allow Battalion Chiefs, Captains, and Engineers to work out of grade to prevent overworking specific ranks in the organization would impact individual overtime rates in the short term. However, it represents a proactive solution to address staffing challenges currently facing the Department. It can also reduce the risk of injuries and illnesses that would cause additional staff to take leave time. According to the Interim Human Resources Director, the City is already in the process of implementing such a policy , which will enhance the Department’s ability to provide service.

Recommendation 41: Prioritize hiring staff to fill all existing vacancies.

There are 17 vacancies in the Department, including the Chief of Fire, two administrative positions, staffing for the Emergency Services Center, three in the Fire Prevention Services Division, and nine in the Operations Division.

These positions represent critical function areas for the Department. Without them, the ability of the Department to meet service-level demands is impacted.

The City should prioritize hiring staff to fill all vacancies in the Department. Doing so will reduce the reliance on mandatory overtime to ensure daily minimum staffing levels in the Operations Division, provide leadership support for the Department, impr ove planning and coordination in an emergency, and enable the Department to perform fire prevention activities such as annual inspections and plan reviews.

The Department is reportedly conducting background checks on 16 recruits for an Academy scheduled for early 2024. Completing this Academy and getting these recruits into the firefighter rank will enable the Department to fill the Operations Division and Fire Prevention Services Division vacancies through hiring and promotions. However, the Department will still need to prioritize hiring the Chief of Fire, the administrative positions, the Emergency Services Manager, and the Emergency Services Analyst.

Through the project team’s analysis and on-site interviews, it was clear the Department’s current morale is extremely low due to the high level of mandatory overtime and stress on staff. Therefore, the Chief of Fire will be a critical hire for the Department. To identify a candidate to fill the role, the City of Richmond should conduct a national search for a professional Chief of Fire with extensive fire service and management experience to oversee the day -to-day administration of the Department. The search should also consider internal candidates that meet the qualifications.

In addition to day -to-day administration, the new Chief of Fire will be responsible for championing technology implementation to increase operational efficiency, implementing a staffing factor in scheduling, providing a strategic direction for the Department, and adjusting service levels to meet available staff capacity. The City should select a candidate who brings a high level of integrity to the position and can build trust and respect with all Fire Department staff members.

Recommendation 42: Add 18.0 FTE firefighter positions to reach a staffing factor of 1.3 personnel per shift.

According to the MOU between the City of Richmond, California, and the International Association of Fire Fighters Local 188, each of the seven engine companies and the ladder truck company is staffed by a minimum three-member crew consisting of one Captain, one Engineer, and one Firefighter. A Battalion Chief oversees Fire Suppression and Emergency Response, bringing the daily minimum staffing to 25. A duty cycle for a Richmond Firefighter consists 1213

90 CITY OF RICHMOND
of eight 24-hour duty shifts within a 24-consecutive day schedule. A duty shift is a 24-hour shift starting at 7:30 AM and ending at 7:30 AM the following day.65 In total, each firefighter is available to work 2,920 hours per year.

The Department must utilize mandatory overtime daily to meet the minimum staffing requirements due to the number of vacancies among the line staff and to account for firefighters currently on leave. A generally accepted best practice within the fire service is utilizing a staffing factor. A staffing factor represents the number of employees needed to cover each position on a shift after accounting for leave. Utilizing a staffing factor means scheduling more than the minimum staff to ensure coverage. Staffing factors ensure firefighters can respond effectively to calls for service and perform their duties efficiently. The high use of mandatory overtime to cover leave indicates that the Richmond Fire Department is not currently utilizing a staffing factor when scheduling.

To help determine an appropriate staffing coverage level that the Department should use to effectively reduce mandatory overtime, the City provided leave and vacation usage data from 2020 to November 2023. For the purposes of the analysis, only the years 2 020 to 2022 were used, as the data from 2023 did not represent a full year. This information is shown in the table below. The total leave time includes administrative, sick, bereavement, injury, FMLA, and unpaid leave.

Table 40: Leave Time and Vacation Usage 2020-2023
Business Unit 2020 2021 2022
Leave Time Hours 47,735 53,392 52,576
Vacation 15,311 18,771 20,370
Total 63,046 72,163 72,946
Average Leave and Vacation Per Employee 657 752 760

Staffing factors can vary among departments based on specific policies and service level targets. With that said, it is recommended that the Department target a staffing factor of 1.3 to provide sufficient staffing to ensure continuity of operations and maintain minimum staffing without the need to utilize mandatory overtime. Utilizing a staffing factor of 1.3 provides enough staff to not only meet daily minimum staffing but also enables the Department to implement a floater or rover system, to be discussed in Recommendation 43. It would also allow the Department, at times, to strategically deploy firefighters to staff companies with four personnel instead of three, which would align with the National Fire Protection Association’s (NFPA) Standard 1710.

To achieve a staffing factor of 1.3, the Department must schedule 33 staff members for each shift. This would mean increasing the total budgeted staffing of the Operations Division from 81 to 99, an increase of 18 FTEs. The addition of 18 FTEs would require a significant investment in the Department. This can be done over time as resources allow.

However, adding staff would reduce the financial burden of overtime costs. A review of the City’s budget did not reveal the exact figure the City is spending on overtime expenses for the Department. However, during the interview process, this total was estimated to be $4 million annually. The Department can also seek grant opportunities to offset staffing costs.

The estimated cost for these positions at the median and using the City’s 80% benefits multiplier is $3,786,531.

OPERATIONAL RECOMMENDATIONS
The recommendations below offer suggestions to improve operational efficiency and effectiveness.

65 Memorandum of Understanding between the City of Richmond and the International Association of Fire Fighters Local 188, July 1, 2022 – June 30, 2025
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CITYWIDE WORKFORCE ANALYSIS 91

Recommendation 43: Implement a rover or floater staffing policy allowing staff on shift to cover various leave types.

The Department is currently scheduling only the personnel needed to meet the daily minimum staffing requirement of 25. However, increasing the overall staffing of the Operations Division as discussed earlier in Recommendation 42 will enable the Fire Department to implement a rover or floater staffing policy. A rover or floating is a staff member who initially is not assigned to a particular company or station , but can fill in where needed based on vacation leave time being used by staff or to allow for oppo rtunities for outside training or other responsibilities within the Department. This staff member can be used first to ensure minimum staffing. If minimum staffing is achieved, the rover or floater can be assigned to help staff engine companies with four personnel to align deployment with NFPA 1710 or to assist with other duties as necessary.

The Department should implement a rover or floater staffing policy as resources allow. This policy will enable staff on shift to cover various leave types or provide additional staff capacity in needed areas as identified by the shift Battalion Chiefs.

Recommendation 44: Develop and maintain an ongoing hiring list for recruits as well as an ongoing eligibility list for promotions.

The Department does not maintain hiring lists for new recruits or an ongoing eligibility list for promotions. Each time a staff member is promoted in rank, it causes a ripple effect, leading to vacancies in lower ranks. Without a list of recruits for future academies or a separate list for promotions, Training Division staff must administer a new test to develop a new list, which is then exhausted. This inefficient process can cause delays in staff being promoted and staffing gaps that require overtime to maintain minimum staffing levels. Maintaining recruitment and promotional lists is a proactive step the Department can take to enhance planning efforts around vacancies and staffing changes.

It also promotes an efficient hiring process.

According to staff, an Academy is scheduled for the beginning of 2024. This academy will exhaust any list of new recruits the Department has. It also provides an opportunity to develop a new list for the future staffing needs of the Department. The Department is also identifying staff to promote to fill vacancies for a Captain, four Engineers, and three Fire Inspectors. Again, this will exhaust the current promotional lists in the Department.

A new Training Chief has recently been appointed to the Department. With the current recruitment and promotional lists exhausted, now is the ideal time to develop a new list of recruits for future Academies the Department will hold.

To ensure a robust pipeline of candidates, the Training Chief should begin identifying candidates and hold a test to establish a one- to two-year hiring list. Ideally, the target number of recruits should be 50 individuals, which would provide the Department with a qualified poo l of recruits ready for training and a pool large enough to provide a contingency plan should selected candidates not successfully complete an Academy. Additionally, the Training Chief should begin identifying internal staff that would be eligible for promotion to ensure a pipeline of individuals ready to take on additional responsibilities. This process should include succession planning training to develop skillsets and implementing a program where staff can shadow or act in a higher rank to gain experien ce. This training and experience will help improve the passage rates of future promotional exams. Finally, the Training Chief should review eligibility criteria for both the recruitment and promotional lists to align with the Department's current needs.

Recommendation 45: Develop a Department-wide strategic plan.

Developing comprehensive department -wide strategic plans is a common best practice recommended by the International Association of Fire Chiefs, the International City Managers Association, and the Center for Public Safety Excellence. Fire Departments nationwide develop strategic plans to answer three essential questions about their organizations:
1215

92 CITY OF RICHMOND

• What do we know to be true about our organization?
• What do we hope to be true about our organization in the future? • How do we get there?

For Fire Departments, strategic plans give the organization a shared understanding of their role in the community and the values that drive them. A key step in any strategic planning process is to define vision, mission, and value statements. These describ e how the organization will provide service to the community. For public safety organizations, such as the Richmond Fire Department, these statements are critical to helping ensure staff provide quality services consistently, even in the stressful emergency situations they face daily.

Another benefit of the strategic planning process is the development of specific goals and initiatives that help guide staff in prioritizing their work. These goals and initiatives can align operational and cultural changes within the organization with the overall strategy and communicate the reasoning for future improvements.

The Richmond Fire Department does not currently have a strategic plan to guide operations. Hiring a new Chief of Fire presents an opportunity to reevaluate and redefine service-level goals, particularly related to staffing, inspections, and training. Once an experienced Chief of Fire has been identified, they should have the opportunity to shape the Fire Department in their vision. Additionally, developing a strategic plan provides internal staff and residents with the opportunity to provide input to furthe r cultivate the shared understanding of the Fire Department's role in the community. During the interview process, staff expressed a desire for a strategic plan to help them better understand the long-term outlook and goals of the organization and expressed frustration regarding the lack of communication regarding why changes are made. They want to foster a collaborative relationship with City and Department leadership and assist in building a more comprehensive, strategic outlook for the organization. Residents reportedly have a high appreciation for the services provided by the Fire Department and should also have an opportunity to ensure the strategic plan effectively addresses community needs and expectations. The feedback from both stakeholder groups allows the Department to compare how community needs and expectations compare to current service levels and outcomes to help shape a strategic framework that focuses on effective service delivery. To solicit this feedback, there are several tools that can be used, including, but not limited to, surveys, in-person workgroups, and focus groups.

In addition to soliciting feedback from internal staff and residents, the strategic planning process should include the creation of a committee consisting of a variety of staff members from throughout the different ranks of the Department, representatives from other City Departments, such as the City Manager’s Office, Human Resources, and more, and select community leaders. This committee should help drive the process forward, consider feedback, and help shape the strategic plan. The committee should also help define the vision, mission, and value statements and establish goals that define how the Department will fulfill its mission and realize the vision. For each goal, specific, detailed initiatives and action items should be established to help move the Department forward toward achieving the vision. These initiatives and action items will help the Department prioritize work assignments based on how well they advance the Department toward achieving its goals.

Creating a comprehensive Department-wide strategic plan will require significant planning and effort to solicit buy- in and feedback from internal staff and the community. Due to the current staffing constraints within the Department, it would be appropriate for the City to engage a third-party provider to facilitate the process, create survey tools, engage stakeholders, communicate the value of strategic planning, and ultimately incorporate the collected feedback into a final document.

The investment from the City into this process will benefit the Department in several ways, including:
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CITYWIDE WORKFORCE ANALYSIS 93
• Evaluating the current circumstances of the organization • Creating a foundation to base service expectations, performance, and operational practices on • Aligning staff and the new leadership under a shared understanding and set of goals • Promoting collaboration and communication
• Providing a long-term vision for where the Department wants to go

Recommendation 46: Improve technology to increase the efficiency and accuracy of data.

Technology is a key component of modern fire department operations. Technology can help staff efficiently get the required information about a call for service and complete reports. The use of technology in the field can also improve the accuracy of reporting due to the information being entered onsite.

According to the staff interviews, the Department's current technology makes it difficult to get needed information.

For example, there are tablets in the apparatus, but they have limited information being fed to them from Contra Costa County. Additionally, staff thought the CAD system was inefficient and indicated that reporting programs do not communicate well, meaning reports do not get properly archived and take more time than they should to complete.

The Department should seek to improve access to technology as resources allow. This includes prioritizing identifying a solution to ensure staff in the apparatus have the information they need from the CAD and internal City GIS systems to pull building plans and locations accurately to provide useful information before arriving on the scene of a call for service. Additionally, staff in the field must be able to enter report information accurately with the reports properly archived so they can be retrieved and reviewed as needed. The ability to record patient care reports in the field can help ensure accurate information is passed on for the ongoing care of those patients. The Department should also ensure Fire Prevention staff have mobile devices to log repo rts and information in the field. The Fire Prevention Services Division has only two staff members available due to vacancies and staff on leave, the Deputy Fire Marshal and an Inspector typically assigned to the Chevron Refinery (but is currently assisting with Citywide inspections). Overall, the Department is tasked with performing approximately 4,000 company -based inspections, wildland inspections, and mandatory inspections on 34 buildings throughout the City. To make the inspection process as efficient as possible, Inspectors should be able to locate past inspection information to identify previous violations or concerns and log inspection reports while in the field. This would reduce the time spent trying to find past information regarding a property, reduce the amount of manual data entry, and enable the staff to prioritize inspection activities based on past violations and potential safety risks.

Incorporating needed technology systems into the operations of the Department will help create a culture of data - driven decision -making and improve efficiency. Adding new software programs and technology will increase operational costs for the Department; purchases should, therefore, be spread out over time as resources allow.

Recommendation 47: Expand the mental health program recently initiated to aid staff experiencing the effects of mandatory overtime and high call volume.

Firefighters face stressful and life-threatening situations daily, and over time, the experiences can have a significant impact on their mental health. At the City of Richmond, these effects are compounded by the high call volumes and the amount of mandato ry overtime being asked of several staff members. Working long hours consecutively for multiple days without relief causes fatigue, increases the risk of injuries, and can impact home life, with firefighters not being able to spend a significant amount of time with their families or taking the stressors of their work home with them.

Acknowledging and recognizing the impact of mandatory overtime and the high-stress environment of the fire service is vital to ensuring the well-being of the Fire Department personnel and maintaining morale. To that end, the City 1217

94 CITY OF RICHMOND
reportedly has begun developing a mental health program that, according to staff interviews, includes counseling.

This initiative has laid a foundation for a comprehensive mental health program for the Department. Still, this program must be expanded upon to aid staff experiencing the effects of mandatory overtime and high call volumes.

An expanded program could include counseling, stress management workshops, and peer support networks. To identify the most effective means to expand the program, the City should seek input from the Fire Department staff to better understand their unique needs. The City and Department leadership should also ensure clear communication about the availability of the program and the various support options. During staff interviews, it was clear that not all the firefighter's knew counseling was available to them.

By expanding the current mental health program, the City can support the well -being of the Firefighter staff and foster a supportive and caring work environment.

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CITYWIDE WORKFORCE ANALYSIS 95
Police Department
The Richmond Police Department (RPD) is responsible for providing public safety services to the City of Richmond, including responding to community requests for assistance, investigating crimes, conducting crime prevention activities, and maintaining a jail. The Department’s Communications team is also responsible for answering all emergency calls and dispatching both Police and Fire.

The Department consists of 212 authorized FTEs
66 and is overseen by the Chief of Police, as illustrated in Figure 19 below.

Chief of Police

Senior
Administrative
Analyst

Community
Engagement
Manager

Chief of Staff
Sergeant

Senior Accountant

Assistant Chief of
Police

Captain

Administrative Aide

Captain

Homicide
Investigation

Community
Violence Reduction

Youth Services

Crime Analysis

Crime Scene
Investigation

Captain

Sergeant- Policy

Sergeant- Building

Police
Administrative
Manager

Detention

Office of
Professional
Accountability

Crime Prevention

Traffic and Special
Events Division

Patrol Operations
Bureau

General Crimes
Investigation

Domestic and
Sexual Violence
Investigation

Police Records and
Property
Management

Public Safety
Technology

Dispatch

Personnel and
Training

Figure 19: Police Department Organizational Structure, FY2023-24

66 Only 194 FTEs are shown in the figure. The rest are longtime vacancies without a specific allocated position in the organization.
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96 CITY OF RICHMOND
The Chief of Police is responsible for managing operations across the entire Department, as well as for supervising certain high- level and administrative functions like crime prevention, community engagement, finance and budgeting, and the Office of Professional Accountability (Internal Affairs).

The Chief also supervises the Assistant Chief of Police, who is responsible for day-to-day operations. The Assistant Chief supervises three Captains, each responsible for a different bureau. One Captain oversees the Patrol Operations Bureau, along with the Traffic and Special Event Division. The Patrol Operations Bureau is responsible for patrolling the City across nine beats and three Districts. The Traffic and Special Event Division is responsible for traffic and parking enforcement, support for public events, and assisting with code enforcement. A second Captain oversees the Investigations Bureau, whose staff are responsible for investigating crimes across the City, as well as analyzing crime trends and digital forensics (e.g., a suspect’s cell phone records). Finally, a third Captain oversees the Administration Bureau. Responsibilities of this Bureau include records and property management, jail management, technology support, and personnel management and training. The Bureau also includes the Communications Center, which is responsible for receiving and dispatching emergency calls for the Police and Fire Departments.

STAFFING LEVEL HISTORY
Authorized staffing in the Police Department decreased by 15% overall between FY2020 and FY2024, as illustrated in the following table. The reduction was especially significant among sworn staff. The Department’s complement of sworn staff decreased from 178 in FY2020 to 145 in FY2024.

It is important to note that authorized staffing does not translate to actual staff capacity. The Department has struggled with the impact of turnover and vacancies in recent years. City vacancy data shows that the Department has had an average of 50 posit ions vacant at any given time in both 2022 and 2023, 67 representing nearly a quarter
of all authorized positions. This extremely high vacancy rate has a significant impact on capacity and operations.

There are likely a number of reasons for the Department’s high vacancy rate. The policing environment has changed nationally since the 2020 murder of George Floyd, and departments across the country have had difficulties recruiting and retaining staff. Another factor in Richmond is the perception the City Council does not support the Police Department, due to reductions in staffing and budget and comments made by some Councilmembers. Overall Department sworn and non-sworn staffing is summarized in Table 41 and Figure 20 below.

Table 41: Police Department Staffing, FY2020 through FY2024 Staffing (FTE) FY2020
Budget
FY2021
Budget
FY2022
Budget
FY2023
Budget
FY2024
Budget
Percent Change
FY2020 to FY2024
Sworn 178 157 145 145 145 -19%
Non-Sworn 70 62 65 65 67 -4%
Total 248 219 210 210 212 -15%

67 Through October 2023.
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CITYWIDE WORKFORCE ANALYSIS 97

Figure 20: Authorized versus Actual Police Department Staffing, 2022-2023

CORE SERVICE MATRIX
The following table outlines core services (programs) provided by each division within the Police Department. The table is not meant to be all inclusive; rather, the table summarizes at a high level how staff are allocated to meet the service-level demand for each division.

Table 42: Police Department Core Services Matrix
Department
Function/Division Program Area Activities and Service Levels August 2023
Staffed
Positions
August 2023
Vacant
Positions
Investigations
Investigations
Bureau
• Investigation of homicides, domestic
and sexual violence, crimes related to
youth, and other crimes (assaults,
robberies, etc.)
• Coordination with other agencies on
violent crimes investigations as part of
the FBI Safe Streets Task Force

25.0 0.068
Crime Analysis • Crime data analysis
• Analysis of cell phone records 2.0 0.0
Crime Scene
Investigation
• Crime scene investigation
• Evidence processing 1.0 0.0
Patrol Patrol Operations
Bureau
• Proactive and reactive patrol across
nine City beats
• Crime scene investigation

84.0 25.0
Traffic Traffic & Special
Events Unit
• Traffic enforcement
• Crash investigation
• Special events support
• Parking enforcement

17.0 3.0
Administration
and Support
Office of the Chief • Executive leadership 6.0 1.0
Office of Professional
Accountability
• Internal affairs
• Policy review 3.0 0.0

68 Sworn staff could be allocated to either Investigations or Patrol. All vacancies are shown in Patrol. 0 50
100
150
200
250
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22
Sep-22
Oct-22
Nov-22
Dec-22
Jan-23
Feb-23
Mar-23
Apr-23
May-23
Jun-23
Jul-23
Aug-23
Sep-23
Oct-23
Authorized Versus Actual Staffing, Richmond
Police Department
Authorized Actual
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98 CITY OF RICHMOND
Department
Function/Division Program Area Activities and Service Levels August 2023
Staffed
Positions
August 2023
Vacant
Positions
Communications
Center
• Emergency and non-emergency call
answering
• Police fire and medical dispatch

22.0 8.0
Financial Services
Unit
• Accounting and financial management
• Budgeting
• Procurement support

1.0 0.0
Crime Prevention
Services Unit
• Education and outreach
• Liaison to Reimagining Public Safety
Task Force

2.0 1.0
Administration
Bureau Management • Oversight of administrative functions 4.0 1.0 Personnel and
Training Section
• Recruitment and hiring
• Training oversight 3.0 0.0
Jail Facility
• Booking
• Prisoner monitoring
• Prisoner transport

6.0 2.0
Property and
Records Section
• Data entry
• Evidence logging and property
maintenance

14.0 2.0
Police Safety
Technology Section
• Maintenance of all public safety
hardware and software
• CCTV upkeep and maintenance

5.0 2.0

KEY OBSERVATIONS
Historically, RPD has been a high -functioning and innovative department providing a high level of service to the community. Loretta L ynch, Attorney General during the Obama Administration, honored RPD in 2015 for programs like trauma-informed care for crime survivors and job training for at-risk youth.69 However, since then the City Council’s priorities have shifted, and fewer staff and resources have meant that the Department has moved away from these proactive programs, instead focusing on core policing duties. This limited staffing, combined with a high number of vacancies, have made even providing core police services a challenge.

RPD’s core responsibility is to provide patrol services to the City of Richmond. Its adopted Policy Manual mandates minimum staffing levels of at least two patrol supervisors on duty per shift and at least one officer on duty for each of the City’s nine patrol beats.
70 This means that at least 11 sworn officers must be on patrol duty at any given time, regardless of absences, vacancies, or other policing responsibilities.

In order to meet this obligation as staffing levels have been reduced, RPD has relied heavily on officers working overtime to meet staff minimums. RPD employees worked an average of 57,720 hours per year of overtime between 2021 and 2023 , the equivalent of nearly 28 staff positions. The average person working overtime worked an additional 367 hours per year, the equivalent of more than nine extra weeks of work.

Another strategy that the Department has used to meet staffing minimums is to divert staff from special assignments and from the Investigations Bureau into Patrol. When staffing levels were higher, some patrol officers were assigned to specialized teams, but these opportunities have largely vanished. Similarly, the number of staff assigned to the Investigations Bureau has been reduced. The Bureau used to maintain a number of specialized teams dealing with specific types of crime, but these teams have largel y been consolidated due to low staffing levels. This means that

69 https://www.justice.gov/opa/speech/attorney-general-loretta-e-lynch-delivers-remarks-community-policing-forum- richmond
70 Richmond Police Department Policy Manual, Policy 207 1222

CITYWIDE WORKFORCE ANALYSIS 99
certain types of property crimes largely go uninvestigated due to capacity constraints. It is worth noting, however, that the Investigations Bureau has recently hired two civilian positions to assist with crime analysis and reporting. In interviews, staff praised these positions for their assistance in case clearance and informing patrol operations.

Ongoing training will be critical for Crime Analysts to optimize their skillsets and continue to provide operational efficiencies for investigation services.

The Communications team, responsible for answering emergency calls and dispatching Police and Fire units, is also struggling with high vacancy rates. The Center operates on minimum staffing of three Dispatchers at any given time, and is vital that this function be staffed appropriately in order to receive and dispatch calls in a timely manner. The team is also struggling with a high vacancy rate, requiring existing staff to work significant overtime for coverage.

It is important to note that the City has already commissioned a recent staffing study of the Police Department, conducted by the Matrix Consulting Group in the Spring of 2023. The study is still in draft form at the time of this report, but it recommends significant staffing increases to address some of these workload and coverage concerns.

Altogether, the report recommends 70 new authorized positions, including 31 in the Investigations Bureau and 31 in the Patrol Operations Bureau . This study will review certain staffing recommendations in the report but will not conduct a complete independent analysis.

A number of factors can inform appropriate staffing levels for a police function . Below we will discuss four key indicators for RPD: overtime, capacity for proactive policing, case closure rates, and training.

Overtime
As discussed above, RPD relies heavily on the use of both voluntary and mandatory overtime to accomplish its core functions. In 2023, the average patrol officer is projected to work 420 hours of overtime, the equivalent of more than 10 work weeks. By the end of 2023, six patrol officers are projected to work more than 1,000 hours of overtime. Each of these officers will be doing the work of at least 1.5 FTEs. Overtime for patrol officers is also increasing, as illustrated in the following figures.

Figure 21: Total Overtime Hours, Patrol, 2021-2023
71 71 Does not include Communications overtime hours. 2023 prorated figures are based on data from January through October.
34,798 35,468
41,622
-
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2021 2022 2023 Projected
Total Overtime Hours, Patrol
1223

100 CITY OF RICHMOND

Figure 22: Average Overtime Hours per Person, Patrol, 2021-202372

It is vital that officers have ample opportunity to rest and to cultivate a work-life balance. If officers are overworked, they may be more likely to leave the Department. Fatigue can also impact decision -making and reaction time, potentially impacting officer effectiveness as well as the safety of the officer and the public.

It is also important for the Department to consider the impact of overtime on officer wellness. Being a police officer is an inherently stressful job. As a 2023 Department of Justice report states, “research demonstrates that law enforcement occupations can contribute to diminished psychological health and well -being that can have negative effects on personnel (and their families) and public safety.”73 Because of the inherent nature of the job, effective police departments must be proactive in cultivating a philosophy of wellness. However, the same report lists mandatory overtime as having a negative impact on police officer wellness, as well as other factors that could be exacerbated by overtime, such as:74

• Exhaustion and sleep deprivation
• Work-life balance stressors
• Heavy workload/long shifts
• Mandatory overtime
• Irregular work hours

As such, these factors should never be considered as the normal outcome of operational management. RPD should be working to limit these factors as part of an overall commitment to officer wellness, but the Department is obligated to meet minimum patrol staffing despite high vacancy rates, limiting the flexibility to address this issue. As a result, there are currently some officers working an average of 60+ hours per week. This creates significant risk for the Department and suggests that the current vacancy levels in the Patrol Bureau are impacting operations and officer wellbeing.

72 Does not include Communications overtime hours. 2023 prorated figures are based on data from January through October.
73https://www.justice.gov/d9/2023-05/Sec.%204%28a%29%20- Report%20on%20Best%20Practices%20to%20Advance%20Officer%20Wellness_FINAL.pdf 74 Ibid.
300
358
420
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50 100
150
200
250
300
350
400
450
2021 2022 2023 Projected
Average Overtime Hours Per Patrol Officer
1224

CITYWIDE WORKFORCE ANALYSIS 101

There are similar concerns about the use of overtime in the Communications Center. The Center operates on minimum staffing of three Dispatchers at any given time. When there are vacancies, these shifts are filled by Dispatchers working mandatory overtime. Supervisors also routinely work as one of the three Dispatchers, limiting their capacity for staff oversight and support, as well as for quality assurance. In 2023, the average Dispatcher was projected to work 342 hours of overtime, or more than 12,000 hours in total. As in the case of police officers, it is important for Dispatchers to have appropriate rest and work-life balance in order to keep them as effective as possible and to prevent burnout. For this reason, t he Association of Public Safety Communications Officials (APCO) recommends that organizations not rely on mandatory overtime to meet staffing requirements. 75 Proactive Patrol Capacity
Patrol officers divide their time between three core responsibilities: 1) Reactive policing responding to requests for service, such as 911 calls; 2) Proactive policing: deterring crime and protecting public safety through strategies like community policing or engaging with residents and businesses ; and 3) Administrative tasks: writing reports and completing other desk responsibilities.

The International Association of Chiefs of Police (IACP) recommends that officers’ time be split equally between all three tasks, with a third of their time allocated for reactive response, a third for proactive initiatives, and a third for administrative work. However, the amount of time to allocate for proactive tasks is ultimately a policy decision based on each community’s needs and priorities.

It is important for the Department to conduct extensive engagement to understand these priorities. Regular community engagement helps the Department ensure that its practices align with community needs and helps strengthen the relationship between police and residents. Specific elements of an effective engagement program include:
• Educating the public (along with elected officials) about what the Department does and the impact it has on the community
• Communicating key plans and initiatives, along with the reasoning behind why those decisions were made
• Engaging with the public using a variety of different methods (e.g., surveys, town halls, meetings with community groups) to understand their concerns and priorities

This engagement, along with policing best practices, should determine the appropriate proactive policing standard for Richmond. Once a proactive policing standard has been established, the Department can evaluate how effectively that standard can be met, given staff capacity and reactive workload. Proactive policing allows for positive community interactions with officers and the opportunity to build relationships. The time spent on reactive calls can be used to estimate officers’ capacity for proactive pol icing and to evaluate whether the proactive policing target is being met. For example, if the Department sets the proactive policing target at 33%, it implies that officers working 12-hour shifts should have approximately four hours per shift available for proactive policing, with another four hours (33%) set aside for administrative duties. This means that under the 33% service level target, each RPD patrol officer should spend a maximum of four hours per shift, on average, responding to calls for service. If they are spending more than four hours per shift, it is a sign that additional patrol capacity may be needed.

Case Closure Rates
The Matrix report examines Investigations Bureau staffing from the lens of staff capacity requirements per type of case. This approach has validity, but it is also useful to examine the results produced. The Investigations Bureau’s

75 https://retains.apcointl.org/pdf/Effective_Practices_Guide.pdf 1225

102 CITY OF RICHMOND
core responsibility is to close open cases, and its closure rate is an indicator of its level of success in meeting the community’s public safety needs.

There is no established standard for case closure rates, as they depend on case complexity and a variety of other factors. However, in interviews, multiple RPD staff expressed frustration that many property crimes cases go uninvestigated due to lack of staff capacity. Staff positions have been transferred from Investigations to Patrol to meet patrol staffing minimums, and as a result , the limited number of investigators have had to triage potential investigations based on the seriousness of the crime.

The project team validated employees’ claims by comparing RPD’s closure data for crimes reported to the Federal Bureau of Investigation’s National Incident -Based Reporting System (NIBRS) to closure data of peer California communities. Peers were c hosen because they have a similar population (between approximately 100,000 and 300,000) and a similar rate of NIBRS crimes (between approximately 4,000 and 5,500 per 100,000 residents). The following table compares population and crime rates.

Table 43: Case Closure Peer Comparison
California City Population,
202276
NIBRS Crimes per
100,000 Residents, 2022
Richmond 114,301 3,606
Berkeley 118,950 6,011
Concord 122,625 3,454
Hayward 156,754 3,252
San Mateo 100,984 2,606
Vallejo 123,564 5,222

Recently the City has deployed new strategies for public safety and crime intervention, including the Office of Neighborhood Services anti-violence group and the community crisis response team (CCRT). While insufficient data exists to interpret the success of these programs, the City’s violent crime did decline from 1,185 reported crimes in 2021 to 1,005 in 2022. The 2022 violent crime rate was in-line with the historical 10-year average of 1,036 reported crimes from 2012 to 2022; while the 2021 violent cri me rate was approximately 14% above average. 77 Richmond’s
recent crime data trend is in -line with national trends over the past few years. Tracking crime data in the coming years will be integral to assessing the impact of these programs. Communication between these departments and groups will be vita l for long-term success. Patrol and investigative services within RPD inform crime patterns and trends where early intervention work by the CCRT and anti-violence group can be most effective.

RPD had a similar clearance rate for NIBRS violent crimes78 in 2022 compared to peers, as illustrated in Figure 23 below.

76 Source: the United States Census 2022 Population Estimates Program 77 Analysis of NIBRS data utilizing the Federal Bureau of Investigation (FBI) Crime Data Explorer. https://cde.ucr.cjis.gov/LATEST/webapp/#/pages/explorer/crime/crime-trend 78 Categories of violent crime reported to NIBRS include: homicide, rape, robbery, and aggravated assault. 1226

CITYWIDE WORKFORCE ANALYSIS 103

Figure 23: Peer Comparison of NIBRS Violent Crime Clearance Rates, 2022

However, RPD had the lowest NIBRS property crime79 clearance rate of any peer in 2022, as illustrated below.

Figure 24: Peer Comparison of NIBRS Property Crime Clearance Rates, 2022

It is important to caution that this data represents a single year of time, that each community has specific challenges and advantages, and that NIBRS crimes are only a subset of the crimes investigated. The recent patterns in violent and property crime suggest that RPD has managed their current staffing shortage as best they can by placing the limited resources they have in the most critical functions. The crime clearance rates, particularly for property crimes, show the impact of this reality. The capacity to provide sufficient investigative services to the community has suffered in order to maintain critical staffing for responding to calls for service within the patrol division. This analysis, the feedback from staff, and the analysis in the Matrix report all suggest that RPD has the opportunity to add staff capacity to investigate property crimes. With the additional investigative capacity is also the opportunity to re-assess

79 Categories of property crime reported to NIBRS include: arson, burglary, larceny -theft, and motor vehicle theft. 20%
28%
33% 36% 40% 43%
0%
10%
20%
30%
40%
50%
Vallejo Richmond Berkeley Concord Hayward San Mateo
NIBRS Violent Crime Clearance Rates, 2022
2% 3% 4%
7% 7%
9%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
Richmond Vallejo Concord Berkeley Hayward San Mateo
NIBRS Property Crime Clearance Rates, 2022
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case assignment based on solvability factors, create generalist detective roles versus specialized focus areas, and the ability to leverage civilian crime analysis to improve clearance rates.

Training and Succession Planning
Regular, comprehensive training for all Department staff is important to ensure that they are effective at their jobs and current on all policing best practices. It also helps prepare them for taking on leadership roles in the future, which helps ensure that there is a qualified pool of staff to fill any higher -level positions that become vacant. Professional development is also an important tool to encourage staff retention, as staff are more likely to remain in the organization if they see opportunities to develop their skills and move into different roles in the future.

However, in interviews staff reported that training is regularly delayed or deferred , mostly because of lack of staff capacity. This is another indicator that current staffing levels in the Department are not adequate to meet its needs.

It is important to ensure that there is enough capacity to maintain an effective training program. A comprehensive program should include:

• Written policies and procedures for all Department functions – regularly reviewed and updated as needed
• Comprehensive onboarding training for new employees
• Regularly scheduled training for all staff (sworn and civilian) that aligns with their job responsibilities and with their professional development goals

It is important for RPD to have the staff resources to establish and maintain this program.

STAFFING RECOMMENDATIONS
Based upon the above analysis, the following staffing recommendations are offered for the Police Department.