Richmond City Council
April 22, 2025

April 22, 2025

Finance Department

DATE: April 22, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

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
SUBJECT:

Fiscal Year 2024-25 Mid-Year Budget Review
FINANCIAL IMPACT: There are no recommended Mid-year budget adjustments for the General Fund. The fiscal impact represents an increase in the Non-General Funds Revenues of $994,878 and an
increase in Non-General Funds Expenditures by $4,601,950, resulting in a net increase of $3,607,072 funded from fund balance.

PREVIOUS COUNCIL
ACTION:

June 24, 2024,
November 19, 2024

STATEMENT OF THE
ISSUE:

Finance staff are presenting the Fiscal Year 2024-25 Mid- Year Budget report to provide an overview of the City’s operating revenue and expenditures which covers financial activity from July 1, 2024, through December 31, 2024.

RECOMMENDED
ACTION:

RECEIVE the Fiscal Year 2024-25 Mid-Year budget
presentation and report for the period of July 1, 2024, through December 31, 2024; and ADOPT a resolution approving
proposed Fiscal Year 2024-25 Mid-Year budget adjustments – Finance Department (Andrea Miller 510-620-6790/Mubeen Qader 510-412-2077/Jerry Gurule 510-620-6591).

DISCUSSION:

AGENDA
REPORT
503

April 22, 2025
City staff prepared the Mid-Year budget report to assist in monitoring revenues and expenditures compared to the approved budget. The report also provides City staff, the City Council, and the community with the ability to monitor trends that impact the budget cycle.

This report presents an overview of the City’s Mid-Year operating revenue and expenditures for Fiscal Year (FY) 2024-25, which covers financial activity from July 1, 2024, through December 31, 2024. The threshold for the first six months of the fiscal year is 50 percent, meaning an average of 50 percent of the adopted budget is expected to have been expended, and 50 percent of revenue should have been received. It is to be noted that revenues can vary due to the seasonality of some of the major revenue sources, such as property taxes, which are received in December, April, and June of each fiscal year.

Federal Funding Uncertainties – City of Richmond Estimated Risk Exposure

The current Federal Administration (“Administration”) in Washington D.C. has been sending shockwaves throughout the country by issuing various executive orders regarding several aspects of the federal government. The Administration’s economic policy is reflected through the imposed tariffs on international trade, which may send the economy into the downward spiral of a recession. Economists and the market are struggling to decode the impacts of the unprecedented uncertainty around trade and economic policy.

The Federal Reserve Bank of Atlanta's (Atlanta Fed) GDPNow forecast model offers a "nowcast" of the official Gross Domestic Product (GDP) by estimating GDP growth using a methodology similar to that employed by the U.S. Bureau of Economic Analysis.

It is important to note that GDPNow is not an official forecast of the Atlanta Fed.

Instead, it should be considered as a real-time estimate of real GDP growth based on the available economic data for the current measured quarter. This estimate is derived from the mathematical results of the model without any subjective adjustments. As of April 16, 2025, the Atlanta Fed's GDPNow estimate for real GDP growth (seasonally adjusted annual rate) in the first quarter of 2025 stands at -2.2 percent1.

The Office of Management and Budget (OMB) is a key office within the Executive Office of the President of the United States. It serves the President by overseeing the implementation of their vision across the Executive Branch. Specifically, OMB assists the President in meeting their policy, budget, management, and regulatory objectives and fulfills the agency’s statutory responsibilities. At the end of January 2025, OMB issued a federal funding freezing memo, which was subsequently rescinded with a court order thereafter. To summarize the events:

 On January 27, 2025, OMB Memo M-25-13 was issued to temporarily pause agency grants, loans, and other financial assistance programs to take effect at 5:00 pm Eastern Standard Time the same day (Memo FAQs). The memo sent

1 https://www.atlantafed.org/cqer/research/gdpnow
504

April 22, 2025
agencies across the country into a state of panic and, in some cases, locked out of funding drawdown portals.
 On January 28, 2025, OMB Memo M-25-14 was issued to rescind M-25-13.  On February 2, 2025, a Notice of Court Order was issued placing a temporary restraining order on the “pause” of certain Federal financial assistance.

The Administration has indicated plans to withhold all federal funding from sanctuary cities. This move is part of the Administration’s broader crackdown on immigration and undocumented workers.

With the recent uncertainty regarding Federal funding, City staff have identified a total of approximately $62.2 million at risk. The City staff estimate about $55.9 in capital projects, and programs that are currently at risk. In addition, the City of Richmond has two departments that are primarily federally funded, the Richmond Housing Authority (RHA) Program and Employment and Training (E&T) Program. The current estimated amount at risk for these two departments is approximately $6.2 million annually. The Table 1 below summarizes the amount of Federal funding uncertainties.

Table 1: Federal Grant Funding Uncertainties
Federal Grants Risk Amount
Program Grants 2,535,176
Capital Project Grants 53,413,409
Total Federal Grants at Risk 55,948,585

Federally Funded Annual Programs Risk Amount
RHA Program 2,200,000
E&T Program 4,000,000
Total Annual Risk Amount 6,200,000

Grand Total 62,148,585

General Fund

General Fund Revenues

The FY 2024-25 General Fund revenue is estimated at $250.3 million. Overall, General Fund revenue received totaled $114.9 million (45.9 percent of budget) through December of FY 2024-25. This is slightly below the threshold of 50 percent; however, the variance is primarily due to the seasonality of the revenue sources. For example, the City receives its first secured property tax installment (55 percent) in December.

Table 2 below summarizes year-to-date revenue budget-to-actuals. General Fund revenue details are included in Attachment 1 – General Fund Revenue and Expenditure Summary.

505

April 22, 2025
Table 2: General Fund Revenue, FY2024-25, Mid-Year

 Property Tax – FY 2024-25 Property Tax revenue adopted budget includes estimated Assessed Valuation (AV) growth of 4.6 percent for Secured Property Taxes and matched Contra Costa County’s 2024-2025 Assessment Roll released in July 2024, which also indicated growth of the AV at 4.6 percent for Secured Property Taxes. No changes are proposed for this category.

 Sales and Use Tax – Sales Tax revenue in FY2024-25 is expected to be lower than last year. After several years of significant growth, this revenue stream has slowed down. The decrease is due to several factors including a slowdown in the economy. The main categories seeing a decrease are Transportation, which includes auto dealerships and service stations, and Business to Business, which includes industry and green energy. Staff are not proposing changes at this time.

 Utility Users Tax (UUT) – The year-to-date revenue received for UUT is trending as expected. UUT is comprised of gas, electricity, cable, and telecommunications. The revenue streams trending slightly higher are being offset by the revenue streams trending lower, staff does not recommend adjustments at this time.

 Other Taxes – Other Taxes include franchise fees, hotel tax, and documentary transfer tax. Of the major revenue streams, the documentary transfer tax is the most volatile and hardest to predict as the month-to-month actual varies significantly. One or two sales can have a significant impact on the tax amount.

Gas and Electricity Franchise fees were projected to increase by 130 percent; however, the current actuals only increased by 78 percent or $3.3 million, $2.2 million less than originally forecasted. At this juncture, adjustments are not proposed in this category.

GENERAL FUND
FY 2024-25

ORIGINAL
BUDGET
FY 2024-25

REVISED
BUDGET
YTD

ACTUALS

AVAILABLE
BUDGET % USED
PROPERTY TAXES 57,597,487 57,597,487 24,577,568 33,019,919 42.7% SALES & USE TAX 60,456,550 60,901,150 14,918,702 45,982,448 24.5% UTILITY USERS TAX 62,092,359 62,092,359 34,436,188 27,656,170 55.5% OTHER TAXES 23,405,397 23,405,397 10,408,665 12,996,733 44.5% LICENSES, PERMITS & FEES 16,252,770 16,352,770 3,030,064 13,322,706 18.5% FINES & FORFEITURES 176,438 176,438 116,905 59,533 66.3% USE OF MONEY & PROPERTY 1,796,421 1,796,421 1,624,326 172,095 90.4% CHARGES FOR SERVICES 3,255,703 3,255,703 1,407,161 1,848,542 43.2% OTHER REVENUE 142,830 142,830 167,820 (24,990) 117.5% RENTAL INCOME 777,478 777,478 573,926 203,552 73.8% INTERGOV STATE TAXES 125,000 125,000 - 125,000 0.0% INTERGOV STATE GRANT 130,000 130,000 208,203 (78,203) 160.2% INTERGOV OTHER GRANT 250,000 250,000 233,267 16,733 93.3% PROCEEDS FROM SALE OF PROPERTY15,000 15,000 31,834 (16,834) 212.2% LOAN/BOND PROCEEDS 40,400 40,400 - 40,400 0.0% OPERATING TRANSFERS IN 22,421,539 23,269,402 23,226,022 43,380 99.8% TOTAL REVENUES 248,935,372 250,327,835 114,960,651 135,367,184 45.9% 506

April 22, 2025

 Licenses, Permits, & Fees – This revenue stream includes the business tax revenue. The actual revenue collected through December 2024 is $3 million (18.5 percent of the budget). Business tax revenue received year-to-date includes new Richmond businesses that started this fiscal year and delinquent payments from the prior year. With the 2025 due date as March 1 for rental properties and April 1 for non-rental businesses, the bulk of the business tax will be received February through April. No changes to this category are proposed.

 Use of Money and Property – This revenue category includes interest earned.

The annual budgeted amount for this revenue category was $1.8 million and the City received $1.6 million in the first two quarters. No changes to this category are proposed.

 Other Revenue – The Other Revenue category includes unexpected items that are usually not budgeted, such as donations, contributions, and other reimbursements and refunds. No changes to this category are proposed.

 Intergovernmental State Grant – This revenue category includes reimbursements from the State for mandated costs. No changes to this category are proposed.

 Intergovernmental Other Grant – Other grants have come in higher than expected. No changes to this category are proposed.

No changes are recommended for the General Fund revenues. Some revenue streams are expected to exceed projections and others to fall short, the overall anticipation is that revenues will be approximately in line with or slightly above the budgeted figures.

However, due to ongoing global volatility, this could change. the City staff will make further recommendations for consideration in the FY 2024-25 Third Quarter update.

General Fund Expenditures

Overall, expenditure totaled $123.9 million (47.5 percent of the budget) through December 2024. Actuals at mid-year are within the budget threshold at 47.5 percent without encumbrances and 50.7 percent with encumbrances. Encumbrances are funds earmarked with a purchase order for specific expenditures, such as copier leases. Table 3 below summarizes the year-to-date expenditure budget to actuals. General Fund expenditure details are included in Attachment 1 – General Fund Revenue and Expenditure Summary.

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April 22, 2025
Table 3: General Fund Expenditure, FY2024-25, Mid-Year

 Salaries & Wages – includes base salaries for full-time and part-time staff, overtime, and other compensation types. Actual expenditures total $43.6 million (45.8 percent of budget). This category is lower than the threshold primarily due to vacant positions.

 Fringe Benefits – includes medical, dental, workers' compensation, CalPERS pension costs, other post-employment benefits (OPEB), and other fringe benefits.

Actual expenditures total $33.1 million (47.0 percent of budget), which is below the threshold due to vacant positions.

 Professional & Administrative Services – includes professional and consulting services and contractual obligations (such as animal control). Actual expenditures total $7.8 million (35.5 percent of the budget), which is below the threshold. Major source of the positive variance is in the departments: Community Crises Response, Office of Neighborhood Safety, City Clerk, City Manager, Community Services, Economic Development, and Public Works. Factoring in purchase order encumbrances of $4.2 million, the total is $12.1 million (54.8 percent of the budget).

 Other Operating – includes copier leases, office supplies, and other items. Actual expenditures total $3.1 million (35.1 percent of budget). Factoring in purchase order encumbrances of $1.6 million, the total is $4.7 million (53.6 percent of the budget).

 Utilities – includes gas, electricity, water, refuse, telephone, and internet services for City facilities. Actual expenditures total $3.2 million (57.8 percent of budget).

Factoring in purchase order encumbrances of $794,326, the total is $4.0 million (71.9 percent of the budget). The variance is due to increased costs in water, gas, and fuel. PG&E rates increased by a net 12.8 percent in 2024, which significantly impacted the current fiscal year budget, which did not account for the most recent

8.3 percent increase on September 1, 2024. PG&E rates are expected to stabilize through 2025 and 2026. According to PG&E, rates will increase 1.6 percent in 2025 and decrease by 2.8 percent in 20262.

2 https://avaenergy.org/insight/pge-rate-increases-explained/

GENERAL FUND
FY 2024-25

ORIGINAL
BUDGET
FY 2024-25

REVISED
BUDGET
YTD
ACTUALS ENCUMB. AVAILABLE
BUDGET
% USED
W/O
ENCUMB
% USED
W
ENCUMB
SALARIES AND WAGES 95,236,672 95,292,657 43,632,071 - 51,660,586 45.8% 45.8% PAYROLL/FRINGE BENEFIT 70,666,262 70,546,262 33,142,238 - 37,404,024 47.0% 47.0% PROFESSIONAL & ADMIN 20,378,340 22,111,004 7,844,049 4,268,470 9,998,485 35.5% 54.8% OTHER OPERATING 8,862,886 8,827,119 3,100,040 1,632,023 4,095,056 35.1% 53.6% UTILITIES 5,594,204 5,615,310 3,243,490 794,326 1,577,494 57.8% 71.9% EQUIPMENT & CONTRACT SERVICES 4,315,665 4,364,147 1,483,962 1,117,090 1,763,094 34.0% 59.6% PROVISION FOR INSURANCE LOSS 35,500 37,042 34,392 - 2,650 92.8% 92.8% COST POOL 23,400,598 24,750,598 12,350,305 - 12,400,292 49.9% 49.9% ASSET/CAPITAL OUTLAY 2,502,328 3,242,871 483,654 591,911 2,167,306 14.9% 33.2% DEBT SERVICE EXPENDITURE 850,905 850,905 423,262 - 427,643 49.7% 49.7% A87 COST PLAN REIMBURSEMENT (3,514,373) (3,514,373) (1,822,315) - (1,692,058) 51.9% 51.9% GRANT EXPENDITURES 49,013 49,013 (1,297) - 50,310 -2.6% -2.6% OPERATING TRANSFERS OUT 20,557,373 28,880,007 20,006,098 - 8,873,908 69.3% 69.3% TOTAL EXPENSES 248,935,372 261,052,560 123,919,950 8,403,820 128,728,790 47.5% 50.7% 508

April 22, 2025
 Equipment & Contract Services – includes equipment and maintenance/repair services. Actual expenditures total $1.5 million (34.0 percent of the budget).

Factoring in purchase order encumbrances of $1.1 million, the total is $2.6 million (59.6 percent of the budget).

 Provision for Insurance Loss – includes insurance premiums for various items including drone insurance, fire apparatus insurance, and fire boat insurance. Actual expenditures total $34,392 (92.8 percent of budget). Insurance premiums are due annually at the beginning of the Fiscal Year.

 Cost Pool – includes General Liability Allocation, Vehicle Replacement Program, and Civic Center Allocation. Actual expenditures total $12.3 million (49.9 percent of budget). Cost Pool charges are allocated by the Finance department monthly through a journal entry transaction.

 Asset/Capital Outlay – this category includes major capital purchases, maintenance projects, and other assets with a value greater than $5,000. Actual expenditures total $483,654 (14.9 percent of budget). The major driver behind the variance is pending purchase of stakebed truck for I Heart Republic Franchise project. Factoring in purchase order encumbrances of $591,911, the total is $1.1 million (33.2 percent of the budget).

 Debt Service Expenditure – includes debt service for loans and bonds. Actual expenditures total $423,000 (49.7 percent of budget). Debt service payments were made for various loans and bonds related to streetlight upgrades.

 A87 Cost Plan Reimbursement – reimburses departments in the General Fund for internal services provided to other funds. Actual expenditure is shown as a negative amount to reflect the reimbursement of the General Fund, totaling $1.8 million (51.9 percent of the budget).

 Grant Expenditures – actual expenditures in this category total -$1,297 (-2.6 percent of budget). The negative expenditure is due to a refund of the unspent Love Your Block mini-grant franchise fee disbursed in the prior fiscal year under the I Heart Richmond Program. The negative expenditure will be offset by the current year’s activity in the coming months.

 Transfers Out – includes transfers out from the General Fund to non-General Funds primarily for operating subsidies and for debt service payments. Actuals total $20.5 million (69.3 percent of budget). The variance is due to transfers that are processed in full instead of monthly installments.

No adjustments to General Fund expenditure are proposed at this juncture. For areas where higher expenditures are anticipated, Finance staff are closely collaborating with departments to determine where budget reallocations can be made within the existing appropriations. During the FY 2024-25 third quarter update to City Council, if revenues 509

April 22, 2025
are outpacing expenditures, Finance staff will alert Council to enable the Council to direct additional appropriations for unfunded Capital Improvement Projects (CIPs) and the Capital Programmatic Approach.

Non-General Funds

Non-General Fund Revenues

Overall, 39.9 percent of non-general fund revenue has been collected and is trending as expected. The timing of receipts varies among the funds based on the source of funding. For instance, grant funds are typically received after expenditures are incurred and reimbursement requests are submitted to grantors. Table 4 below summarizes the revenue budget-to-actuals for non-general funds. Non-General Fund revenue details are included in Attachment 2 – Non-General Fund Revenue and Expenditures by Fund.

Table 4: Non-General Fund Revenues, FY 2024-25, Mid-Year

 Capital Improvement Funds - the total actual revenue is below the budget threshold of 50 percent. Although the entire grant awards are appropriated as budget, the actual revenue is based on the expenditures submitted for reimbursement to the grantor.

Budget adjustments of $641,403 are in several Developer Impact Fee Funds to recognize actual revenues received.
 Debt Service - revenues are slightly above the budget threshold, mainly due to the transfer-in from the General Fund and Secured Pension Override fund for the Pension Obligation Bond debt service payment.
 Enterprise Funds - actual revenue is above the threshold, mainly in the Wastewater fund. The sewer drain fee, which is the largest of the three installments from Contra Costa County, was posted in December.  Housing Funds - actual revenue is below the budget threshold due to the Housing In-Lieu Developer fee coming in lower than budgeted by $118,000.  Richmond Housing Authority (RHA) Funds - the revenue is below budget mainly FUND
FY 2024-25

ORIGINAL
BUDGET
FY 2024-25

REVISED
BUDGET
YTD

ACTUALS

AVAILABLE
BUDGET % USED

PROPOSED
BUDGET

ADJUSTMENTS
Total Capital Improvement Funds 63,990,718 75,431,509 24,395,053 51,036,456 32.3% 641,403 Total Debt Service Funds 16,161,500 16,161,500 8,180,663 7,980,837 50.6% - Total Enterprise Funds 39,394,502 39,394,502 22,562,233 16,832,269 57.3% - Total Housing Funds 2,702,120 2,718,720 1,241,103 1,477,617 45.7% - Total Housing Authority Funds 4,676,806 4,676,806 1,396,132 3,280,674 29.9% - Total Internal Service Funds 36,850,188 38,150,188 20,481,408 17,668,780 53.7% - Total Other Operations Funds 27,524,024 28,524,024 12,178,403 16,345,621 42.7% - Total Special Revenue Funds 62,708,434 77,361,094 22,189,537 55,171,557 28.7% 353,475 Total All Funds 254,008,291 282,418,342 112,624,531 169,793,811 39.9% 994,878 510

April 22, 2025
due to the federal grant revenues pending to be received for Richmond Village I, II, and III for their Operating Subsidy period of October – December 2024.

Additional Capital Grant funds were drawn down in January 2025.

 Internal Service Funds – the revenue is above the threshold due to Interest Income not being budgeted. The revenues from these funds are received monthly.

 Other Operation Funds - actual revenue is below the budget threshold. The major source of the variance is the Transportation Fund and Employment and Training Fund due to grant revenues being received in January 2025.  Special Revenue Funds - total actuals are 28.7 percent of the budget as of December, mainly due to the actual grant revenues being lower than the threshold due to pending reimbursements.

Proposed budget adjustments of $353,475 include a 1.5 percent Public Art Ordinance from the Main Library Revitalization Project and additional revenue received from the 1 percent Public Art Ordinance.

Non-General Fund Expenditures

Overall, 27.7 percent of non-general fund budget appropriations have been expended.

Spending patterns in non-general funds vary due to the nature of capital, debt, and grant funds. Other funds are trending as expected. Most of the actual expenditures are either at or below the threshold of 50 percent. Amounts over the threshold are primarily due to purchase order encumbrances and debt service. Table 2 below summarizes the expenditure budget-to-actuals for non-general funds. Non-General Fund expenditure details are included in Attachment 2 – Non-General Fund Revenue and Expenditures by Fund.

Table 2: Non-General Fund Expenditures, FY 2024-25, Mid-Year

 Capital Improvement Funds - total expenditures are below budget due to the project's phases spanning over multiple years and their budgets being appropriated in a single year.

FUND
FY 2024-25

ORIGINAL
BUDGET
FY 2024-25

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

ENCUM

PROPOSED
BUDGET

ADJUSTMENTS
Total Capital Improvement Funds 69,582,572 102,552,674 12,066,069 18,847,299 71,639,305 11.8% 30.1% 268,475 Total Debt Service Funds 16,261,836 16,261,836 10,237,621 - 6,024,215 63.0% 63.0% - Total Enterprise Funds 73,915,051 87,954,067 24,132,201 10,173,372 53,648,495 27.4% 39.0% 2,680,000 Total Housing Funds 5,821,825 6,098,867 533,219 292,673 5,272,975 8.7% 13.5% - Total Housing Authority Funds 4,685,856 4,685,856 1,457,995 118,959 3,108,902 31.1% 33.7% - Total Internal Service Funds 42,736,426 47,087,951 19,648,893 4,410,451 23,028,607 41.7% 51.1% - Total Other Operations Funds 30,507,007 34,202,759 11,219,485 5,236,163 17,747,111 32.8% 48.1% 975,000 Total Special Revenue Funds 88,567,660 116,326,844 35,686,030 18,479,404 62,161,411 30.7% 46.6% 678,475 Total All Funds 332,078,233 415,170,855 114,981,513 57,558,321 242,631,021 27.7% 41.6% 4,601,950 511

April 22, 2025
Proposed budget adjustments of $268,475 include appropriations for Public Art

1.5 percent ordinance for Main Library Revitalization and annual contribution for Regional Sports Complex.
 Debt Service Funds - debt service expenditures are incurred in accordance with the debt service payment schedules. As a result, expenditures exceed the threshold of 50 percent.
 Enterprise Funds - total actuals are 27.4 percent of the budget without encumbrance and 39.0 percent with encumbrances. Most of the variance is in the Port and Wastewater fund, which includes several capital projects that span multiple years.

Proposed budget adjustments are in the Port fund for $180,000 for Terminal 1 monitoring, graffiti removal, weed abatement, and electrical repair and Wastewater for $2.5 million fund for Veolia.
 Housing Funds - total actuals are 8.7 percent of budget without encumbrances and 13.5 percent with encumbrances. Variances are primarily due to lower-than- expected expenditures in the Housing In-Lieu Developer Fee fund.  Housing Authority Funds – year-to-date actuals without encumbrance are 31.1 percent of the budget and 33.7 percent without encumbrances. The variance is primarily due to Capital Fund expenses trending low until the negotiation process with developers for Nystrom Village is completed. Developers have been selected and approved by the City Council, and the City is in the process of finalizing the exclusive right to negotiate agreement (ERNA). Most of the capital funds will not be expended until Nystrom Village begins renovations.  Internal Service Funds – year-to-date expenditures without encumbrances are

41.7 percent of the budget and 51.1 percent with encumbrances. Equipment Replacement fund has the largest number of encumbrances (purchase orders) to replace city vehicles.
 Other Operations Funds – year-to-date expenditures without encumbrances are

32.8 percent of the budget and 48.1 percent with encumbrances. The variance is due to lower than anticipated expenditure in the Planning and Building Fund by $900,000, and in the Stormwater Fund ($1 million) due to encumbered capital projects.

Proposed budget adjustments include $550,000 in the Transportation fund for contracts to support Paratransit operations and $425,000 in the Stormwater Fund for Contra Costa County Clean Water Program.
 Special Revenue Funds - year-to-date expenditures without encumbrances are

30.7 percent of the budget and 46.6 percent with encumbrances. The variance is due to lower than anticipated expenditure Chevron Modernization Project Fund, 512

April 22, 2025
Kids First Initiative Fund, Public Art Fund, Transformative Climate Grant Fund, Homekey Program.

The proposed budget adjustments are in the Emergency Operation Fund $75,000 and Public Art Fund $603,475 (Main library $253,475, Kennedy Park Sculpture $100,000 and International-Matex Tank Terminals Sculpture $250,000) from the respective fund balances.

Mid-Year Budget Adjustments - As outlined in the staff report, there are no proposed revenue or expenditure adjustments proposed for the General Fund.

The proposed Non-General Fund revenue budget adjustments are $994,878 across multiple funds detailed in Attachment 3 – Mid-Year Budget Adjustments. Table 6 below summarizes the adjustments by fund type.

Table 6: FY 2024-25 Mid-Year Budget Adjustments Non-General Fund Revenue

The proposed Non-General Fund expenditure budget adjustments are $4.6 million across multiple funds detailed in Attachment 3 – Mid-Year Budget Adjustments. Table 77 below summarizes the adjustments by fund type.

Table 7: FY 2024-25 Mid-Year Budget Adjustments Non-General Fund Expenditure

FUND
FY 2024-25

ORIGINAL
BUDGET
FY 2024-25

REVISED
BUDGET

PROPOSED
BUDGET

ADJUSTMENTS

MID-YEAR

PROPOSED
BUDGET
Total Capital Improvement Funds 63,990,718 75,431,509 641,403 76,072,912 Total Debt Service Funds 16,161,500 16,161,500 - 16,161,500 Total Enterprise Funds 39,394,502 39,394,502 - 39,394,502 Total Housing Funds 2,702,120 2,718,720 - 2,718,720 Total Housing Authority Funds 4,676,806 4,676,806 - 4,676,806 Total Internal Service Funds 36,850,188 38,150,188 - 38,150,188 Total Other Operations Funds 27,524,024 28,524,024 - 28,524,024 Total Special Revenue Funds 62,708,434 77,361,094 353,475 77,714,569 Total All Funds 254,008,291 282,418,342 994,878 283,413,220 FUND
FY 2024-25

ORIGINAL
BUDGET
FY 2024-25

REVISED
BUDGET

PROPOSED
BUDGET

ADJUSTMENTS

MID-YEAR

PROPOSED
BUDGET
Total Capital Improvement Funds 69,582,572 102,552,674 268,475 102,821,149 Total Debt Service Funds 16,261,836 16,261,836 - 16,261,836 Total Enterprise Funds 73,915,051 87,954,067 2,680,000 90,634,067 Total Housing Funds 5,821,825 6,098,867 - 6,098,867 Total Housing Authority Funds 4,685,856 4,685,856 - 4,685,856 Total Internal Service Funds 42,736,426 47,087,951 - 47,087,951 Total Other Operations Funds 30,507,007 34,202,759 975,000 35,177,759 Total Special Revenue Funds 88,567,660 116,326,844 678,475 117,005,319 Total All Funds 332,078,233 415,170,855 4,601,950 419,772,805 513

April 22, 2025
Proposed Position Control Mid-Year Adjustments

The proposed Mid-Year Budget adjustments include the reallocation of a Maintenance Lead worker to a Parks and Construction Maintenance Worker in the Parks division.

The proposed adjustment does not change the number of approved Full-Time Equivalent (FTE) positions (808) in the City’s position control, including 8 temporary Fire Trainee positions. Attachment 4 – Fiscal Year 2024-25 Mid-Year Proposed Position Listing shows approved positions by department.

Summary of the Staff Report

As described in this staff report, there are no recommended Mid-Year budget adjustments for the General Fund. There is an increase in Non-General Fund Revenues of $994,878 and an increase in Non-General Fund Expenditures by $4,601,262.

Next Steps

City staff recommend that the City Council approve the proposed FY 2024-25 Mid-Year budget adjustments. Staff will continue to monitor revenue and expenditure trends in the current fiscal year to determine if adjustments will be needed during the Quarter 3 budget review planned for May 2025. The draft FY 2025-26 Budget presentation to the City Council is planned for May 6, 2025, with the FY 2025-26 final budget adoption by June 24, 2025.

DOCUMENTS ATTACHED:

Attachment 1 – General Fund Revenue and Expenditure Summary Attachment 2 – Non-General Fund Revenue and Expenditure by Fund Attachment 3 – Mid-Year Budget Adjustments
Attachment 4 – Fiscal Year 2024-25 Mid-Year Proposed Position Listing Attachment 5 – Capital Improvement Projects Budget Report by Department Attachment 6 – Resolution - Mid-Year Budget Review FY 2024-25

514
City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

FUNDS ORIGINAL APPROP REVISED

BUDGET YTD ACTUAL ENCUMB
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ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET

GENERAL FUND REVENUE & EXPENDITURE SUMMARY

GENERAL FUND REVENUE SUMMARY BY CHARACTER
PROPERTY TAXES (57,597,487) (57,597,487) (24,577,568) - 43% 43% (33,019,919) SALES & USE TAX (60,456,550) (60,901,150) (14,918,702) - 24% 24% (45,982,448) UTILITY USERS TAX (62,092,359) (62,092,359) (34,436,188) - 55% 55% (27,656,170) OTHER TAXES (23,405,397) (23,405,397) (10,408,665) - 44% 44% (12,996,733) LICENSES,PRMITS&FEES (16,252,770) (16,352,770) (3,030,064) - 19% 19% (13,322,706) FINES & FORFEITURES (176,438) (176,438) (116,905) - 66% 66% (59,533) USE OF MONEY&PROPRTY (1,796,421) (1,796,421) (1,624,326) - 90% 90% (172,095) CHARGES FOR SERVICES (3,255,703) (3,255,703) (1,407,161) - 43% 43% (1,848,542) OTHER REVENUE (142,830) (142,830) (167,820) - 117% 117% 24,990 RENTAL INCOME (777,478) (777,478) (573,926) - 74% 74% (203,552) INTERGOV STATE TAXES (125,000) (125,000) - - 0% 0% (125,000) INTERGOV STATE GRANT (130,000) (130,000) (208,203) - 160% 160% 78,203 INTERGOV OTHER GRANT (250,000) (250,000) (233,267) - 93% 93% (16,733) PROC FR SLE PROP (15,000) (15,000) (31,834) - 212% 212% 16,834 LOAN/BOND PROCEEDS (40,400) (40,400) - - 0% 0% (40,400) OPER XFERS IN (22,421,539) (23,269,402) (23,226,022) - 100% 100% (43,380) TOTAL GENERAL FUND REVENUE (248,935,372) (250,327,835) (114,960,651) - 46% 46% (135,367,184) SALARIES AND WAGES 95,236,672 95,292,657 43,632,071 - 46% 46% 51,660,586 PYRLL/FRINGE BENEFIT 70,666,262 70,546,262 33,142,238 - 47% 47% 37,404,024 PROF & ADMIN 20,378,340 22,111,004 7,844,049 4,268,470 55% 35% 9,998,485 OTHER OPERATING 8,862,886 8,827,119 3,100,040 1,632,023 54% 35% 4,095,056 UTILITIES 5,594,204 5,615,310 3,243,490 794,326 72% 58% 1,577,494 EQPT & CONTRACT SVCS 4,315,665 4,364,147 1,483,962 1,117,090 60% 34% 1,763,094 PROVISN FOR INS LOSS 35,500 37,042 34,392 - 93% 93% 2,650 COST POOL 23,400,598 24,750,598 12,350,305 - 50% 50% 12,400,292 ASSET/CAPITAL OUTLAY 2,502,328 3,242,871 483,654 591,911 33% 15% 2,167,306 DEBT SVC EXPENDITURE 850,905 850,905 423,262 - 50% 50% 427,643 A87 COST PLAN REIMBS (3,514,373) (3,514,373) (1,822,315) - 52% 52% (1,692,058) GRANT EXPENDITURES 49,013 49,013 (1,297) - -3% -3% 50,310 OPER XFERS OUT 20,557,373 28,880,007 20,006,098 - 69% 69% 8,873,908 TOTAL GENERAL FUND EXPENDITURE 248,935,372 261,052,560 123,919,950 8,403,820 51% 47% 128,728,790

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

FUNDS ORIGINAL APPROP REVISED

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AVAILABLE
BUDGET

GENERAL FUND REVENUE AND EXPENDITURES BY DEPARTMENT
10 OFFICE OF THE MAYOR
OTHER REVENUE - - (3,780) - - - 3,780 REVENUE - - (3,780) - - - 3,780 SALARIES AND WAGES 483,552 483,552 146,149 - 30% 30% 337,403 PYRLL/FRINGE BENEFIT 249,137 249,137 86,054 - 35% 35% 163,083 PROF & ADMIN 31,200 31,200 8,551 - 27% 27% 22,649 OTHER OPERATING 6,200 6,200 1,454 - 23% 23% 4,746 UTILITIES 3,000 3,000 964 - 32% 32% 2,036 COST POOL 23,706 23,706 11,856 - 50% 50% 11,850 EXPENDITURE 796,795 796,795 255,029 - 32% 32% 541,766 11 CITY COUNCIL
SALARIES AND WAGES 395,108 395,108 190,685 - 48% 48% 204,423 PYRLL/FRINGE BENEFIT 256,608 256,608 142,058 - 55% 55% 114,550 PROF & ADMIN 58,080 58,080 25,792 - 44% 44% 32,288 OTHER OPERATING 18,800 18,800 5,590 2,108 41% 30% 11,102 UTILITIES 1,100 1,100 - - 0% 0% 1,100 COST POOL 114,532 114,532 57,268 - 50% 50% 57,264 ASSET/CAPITAL OUTLAY 3,000 3,000 521 - 17% 17% 2,479 EXPENDITURE 847,227 847,227 421,914 2,108 50% 50% 423,206 12 COMMUNITY POL REV COMMISSION
SALARIES AND WAGES 50,000 50,000 14,726 - 29% 29% 35,274 PYRLL/FRINGE BENEFIT 6,212 6,212 3,625 - 58% 58% 2,587 PROF & ADMIN 24,450 24,450 3,268 4,413 31% 13% 16,770 OTHER OPERATING 1,050 1,050 5 - 0% 0% 1,045 COST POOL 5,917 5,917 2,959 - 50% 50% 2,958 EXPENDITURE 87,629 87,629 24,583 4,413 33% 28% 58,634

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

FUNDS ORIGINAL APPROP REVISED

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AVAILABLE
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13 CITY MANAGER
SALARIES AND WAGES 1,107,662 1,107,662 405,688 - 37% 37% 701,974 PYRLL/FRINGE BENEFIT 439,885 439,885 158,996 - 36% 36% 280,889 PROF & ADMIN 170,750 143,750 24,337 176 17% 17% 119,237 OTHER OPERATING 13,300 20,443 10,132 1,669 58% 50% 8,641 UTILITIES 100 100 195 - 195% 195% (95) COST POOL 99,534 99,534 49,770 - 50% 50% 49,764 ASSET/CAPITAL OUTLAY - - 174 - - - (174) A87 COST PLAN REIMBS (179,572) (179,572) (89,788) - 50% 50% (89,784) EXPENDITURE 1,651,658 1,631,801 559,503 1,845 34% 34% 1,070,453 14 CITY CLERK
LICENSES,PRMITS&FEES (600) (600) (4,856) - 809% 809% 4,256 CHARGES FOR SERVICES (3,000) (3,000) (2,870) - 96% 96% (130) OTHER REVENUE - - (160) - - - 160 REVENUE (3,600) (3,600) (7,886) - 219% 219% 4,286 SALARIES AND WAGES 565,827 565,827 270,780 - 48% 48% 295,047 PYRLL/FRINGE BENEFIT 303,802 303,802 153,116 - 50% 50% 150,685 PROF & ADMIN 416,742 420,022 50,158 19,351 17% 12% 350,513 OTHER OPERATING 20,300 17,020 3,504 1,950 32% 21% 11,566 UTILITIES 1,000 1,000 302 - 30% 30% 698 COST POOL 23,706 23,706 11,856 - 50% 50% 11,850 A87 COST PLAN REIMBS (70,119) (70,119) (35,061) - 50% 50% (35,058) EXPENDITURE 1,261,258 1,261,258 454,655 21,301 38% 36% 785,302 15 CITY ATTORNEY
LICENSES,PRMITS&FEES (2,000) (2,000) (285) - 14% 14% (1,715) REVENUE (2,000) (2,000) (285) - 14% 14% (1,715) SALARIES AND WAGES 1,743,603 1,743,603 617,483 - 35% 35% 1,126,120 PYRLL/FRINGE BENEFIT 701,272 701,272 277,851 - 40% 40% 423,421 PROF & ADMIN 1,046,168 1,598,794 577,366 424,991 63% 36% 596,438 OTHER OPERATING 27,750 27,750 5,110 16,823 79% 18% 5,817 UTILITIES - 2,000 694 - 35% 35% 1,306 EQPT & CONTRACT SVCS 1,250 1,250 34 - 3% 3% 1,216 COST POOL 93,953 93,953 46,979 - 50% 50% 46,974 A87 COST PLAN REIMBS (317,531) (317,531) (158,765) - 50% 50% (158,766) EXPENDITURE 3,296,465 3,851,092 1,366,752 441,814 47% 35% 2,042,526

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

FUNDS ORIGINAL APPROP REVISED

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AVAILABLE
BUDGET
16 COMMUNITY DEVELOPMENT
LICENSES,PRMITS&FEES (927,500) (927,500) (312,004) - 34% 34% (615,496) OTHER REVENUE (30,000) (30,000) (35,163) - 117% 117% 5,163 REVENUE (957,500) (957,500) (347,167) - 36% 36% (610,333) SALARIES AND WAGES 942,252 962,252 308,938 - 32% 32% 653,314 PYRLL/FRINGE BENEFIT 577,002 577,002 187,330 - 32% 32% 389,672 PROF & ADMIN 875,400 855,400 173,325 301,050 55% 20% 381,025 OTHER OPERATING 128,947 28,947 4,456 - 15% 15% 24,491 UTILITIES 11,500 11,500 3,826 7,674 100% 33% - EQPT & CONTRACT SVCS 12,049 92,049 3,528 75,080 85% 4% 13,442 COST POOL 96,486 96,486 48,240 - 50% 50% 48,246 EXPENDITURE 2,643,636 2,623,636 729,643 383,804 42% 28% 1,510,189 17 FINANCE
SALARIES AND WAGES 4,359,114 4,359,114 1,859,121 - 43% 43% 2,499,993 PYRLL/FRINGE BENEFIT 2,466,251 2,466,251 1,111,458 - 45% 45% 1,354,793 PROF & ADMIN 1,029,680 1,029,680 505,089 231,220 72% 49% 293,372 OTHER OPERATING 61,200 61,200 27,764 9,780 61% 45% 23,657 UTILITIES 1,400 1,400 972 - 69% 69% 428 EQPT & CONTRACT SVCS 2,135 2,135 426 774 56% 20% 935 COST POOL 318,519 318,519 159,267 - 50% 50% 159,252 A87 COST PLAN REIMBS (1,146,811) (1,146,811) (573,421) - 50% 50% (573,390) EXPENDITURE 7,091,488 7,091,488 3,090,677 241,773 47% 44% 3,759,039 18 HUMAN RESOURCES
SALARIES AND WAGES 1,586,246 1,586,246 674,255 - 43% 43% 911,991 PYRLL/FRINGE BENEFIT 782,442 782,442 338,421 - 43% 43% 444,021 PROF & ADMIN 1,119,700 1,118,700 205,224 438,379 58% 18% 475,097 OTHER OPERATING 35,705 32,705 21,078 6,327 84% 64% 5,300 UTILITIES 1,500 1,500 4,333 - 289% 289% (2,833) EQPT & CONTRACT SVCS 150 150 - - 0% 0% 150 COST POOL 819,993 819,993 409,995 - 50% 50% 409,998 ASSET/CAPITAL OUTLAY - 4,000 - - 0% 0% 4,000 A87 COST PLAN REIMBS (183,390) (183,390) (91,698) - 50% 50% (91,692) EXPENDITURE 4,162,346 4,162,346 1,561,609 444,706 48% 38% 2,156,031

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

FUNDS ORIGINAL APPROP REVISED

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BUDGET
19 POLICE
LICENSES,PRMITS&FEES (85,000) (85,000) (107,108) - 126% 126% 22,108 FINES & FORFEITURES (50,000) (50,000) (67,219) - 134% 134% 17,219 CHARGES FOR SERVICES (855,000) (855,000) (425,148) - 50% 50% (429,852) OTHER REVENUE (15,000) (15,000) (5,092) - 34% 34% (9,908) INTERGOV STATE GRANT (30,000) (30,000) (56,761) - 189% 189% 26,761 INTERGOV OTHER GRANT (250,000) (250,000) (215,140) - 86% 86% (34,860) REVENUE (1,285,000) (1,285,000) (876,468) - 68% 68% (408,532) SALARIES AND WAGES 40,074,136 40,074,136 17,329,735 - 43% 43% 22,744,401 PYRLL/FRINGE BENEFIT 30,298,023 30,298,023 12,992,313 - 43% 43% 17,305,710 PROF & ADMIN 5,889,178 5,804,418 3,013,204 1,550,533 79% 52% 1,240,681 OTHER OPERATING 3,123,255 3,226,352 1,521,840 378,045 59% 47% 1,326,468 UTILITIES 320,000 322,000 94,418 212,582 95% 29% 15,000 EQPT & CONTRACT SVCS 462,500 379,224 76,702 72,196 39% 20% 230,326 PROVISN FOR INS LOSS 7,000 7,000 5,850 - 84% 84% 1,150 COST POOL 5,849,546 5,849,546 2,924,768 - 50% 50% 2,924,778 ASSET/CAPITAL OUTLAY 759,282 822,221 192,636 146,867 41% 23% 482,717 EXPENDITURE 86,782,921 86,782,921 38,151,466 2,360,222 47% 44% 46,271,232 20 FIRE
LICENSES,PRMITS&FEES (805,000) (805,000) (365,472) - 45% 45% (439,528) CHARGES FOR SERVICES (870,503) (870,503) (362,406) - 42% 42% (508,097) OTHER REVENUE - - (320) - - - 320 INTERGOV OTHER GRANT - - (18,127) - - - 18,127 REVENUE (1,675,503) (1,675,503) (746,325) - 45% 45% (929,178) SALARIES AND WAGES 21,141,346 21,141,346 9,580,736 - 45% 45% 11,560,610 PYRLL/FRINGE BENEFIT 17,196,840 17,196,840 7,973,028 - 46% 46% 9,223,813 PROF & ADMIN 716,265 772,123 170,365 228,022 52% 22% 373,736 OTHER OPERATING 793,524 793,524 139,889 24,049 21% 18% 629,586 UTILITIES 33,500 33,500 6,001 - 18% 18% 27,499 EQPT & CONTRACT SVCS 408,950 407,408 34,939 207,062 59% 9% 165,407 PROVISN FOR INS LOSS 27,000 28,542 28,542 - 100% 100% 0 COST POOL 3,482,115 4,782,115 2,391,049 - 50% 50% 2,391,066 ASSET/CAPITAL OUTLAY 25,500 25,500 - - 0% 0% 25,500 DEBT SVC EXPENDITURE 113,074 113,074 57,155 - 51% 51% 55,919 OPER XFERS OUT 326,019 326,019 162,999 - 50% 50% 163,020 EXPENDITURE 44,264,133 45,619,991 20,544,703 459,133 46% 45% 24,616,155

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

FUNDS ORIGINAL APPROP REVISED

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21 OFFICE OF NEIGHBORHOOD SAFETY
SALARIES AND WAGES 1,907,259 1,907,259 674,552 - 35% 35% 1,232,707 PYRLL/FRINGE BENEFIT 1,057,603 1,057,603 428,448 - 41% 41% 629,156 PROF & ADMIN 783,710 832,910 38,882 15,000 6% 5% 779,028 OTHER OPERATING 97,640 98,440 8,183 4,157 13% 8% 86,100 UTILITIES 20,000 20,000 5,356 - 27% 27% 14,644 EQPT & CONTRACT SVCS - - 763 - - - (763) COST POOL 88,758 88,758 44,382 - 50% 50% 44,376 ASSET/CAPITAL OUTLAY 28,000 28,000 - - 0% 0% 28,000 GRANT EXPENDITURES 34,497 34,497 - - 0% 0% 34,497 EXPENDITURE 4,017,467 4,067,467 1,200,565 19,157 30% 30% 2,847,745 23 PUBLIC WORK & ENGINEERING SVCS
LICENSES,PRMITS&FEES (86,100) (86,100) (40,529) - 47% 47% (45,571) CHARGES FOR SERVICES (1,395,000) (1,395,000) (611,613) - 44% 44% (783,387) OTHER REVENUE - - (8,575) - - - 8,575 RENTAL INCOME (18,000) (18,000) (9,209) - 51% 51% (8,791) PROC FR SLE PROP (15,000) (15,000) (31,834) - 212% 212% 16,834 REVENUE (1,514,100) (1,514,100) (701,760) - 46% 46% (812,340) SALARIES AND WAGES 12,255,271 12,372,771 5,305,271 - 43% 43% 7,067,499 PYRLL/FRINGE BENEFIT 9,251,379 9,131,379 4,133,156 - 45% 45% 4,998,223 PROF & ADMIN 1,138,639 1,695,839 340,852 239,590 34% 20% 1,115,397 OTHER OPERATING 2,943,240 2,889,240 1,133,934 1,037,892 75% 39% 717,415 UTILITIES 4,687,604 4,687,604 2,943,740 497,071 73% 63% 1,246,793 EQPT & CONTRACT SVCS 1,152,300 1,201,600 648,037 423,677 89% 54% 129,886 COST POOL 5,163,045 5,163,045 2,581,521 - 50% 50% 2,581,524 ASSET/CAPITAL OUTLAY 619,000 669,000 15,000 25,164 6% 2% 628,836 DEBT SVC EXPENDITURE 737,831 737,831 366,107 - 50% 50% 371,724 A87 COST PLAN REIMBS (644,238) (644,238) (387,230) - 60% 60% (257,008) EXPENDITURE 37,304,071 37,904,071 17,080,386 2,223,394 51% 45% 18,600,291

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

FUNDS ORIGINAL APPROP REVISED

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24 LIBRARY & CULTURAL SERVICES
RENTAL INCOME - - (15,954) - - - 15,954 REVENUE - - (15,954) - - - 15,954 SALARIES AND WAGES 3,303,279 3,303,279 1,528,711 - 46% 46% 1,774,568 PYRLL/FRINGE BENEFIT 2,272,224 2,272,224 1,012,427 - 45% 45% 1,259,797 PROF & ADMIN 647,553 647,907 339,749 140,027 74% 52% 168,131 OTHER OPERATING 53,475 58,475 21,136 26,396 81% 36% 10,943 UTILITIES 37,800 37,800 10,852 10,218 56% 29% 16,730 EQPT & CONTRACT SVCS 400 4,400 - - 0% 0% 4,400 COST POOL 559,268 559,268 279,632 - 50% 50% 279,636 ASSET/CAPITAL OUTLAY 20,000 15,646 - - 0% 0% 15,646 EXPENDITURE 6,893,999 6,898,999 3,192,506 176,641 49% 46% 3,529,852 25 COMMUNITY SERVICES
LICENSES,PRMITS&FEES (563,950) (563,950) (271,177) - 48% 48% (292,773) OTHER REVENUE (37,350) (37,350) (31,389) - 84% 84% (5,961) RENTAL INCOME (584,400) (584,400) (418,108) - 72% 72% (166,292) REVENUE (1,185,700) (1,185,700) (720,674) - 61% 61% (465,026) SALARIES AND WAGES 4,487,978 4,408,463 2,013,501 - 46% 46% 2,394,962 PYRLL/FRINGE BENEFIT 2,455,337 2,455,337 1,183,485 - 48% 48% 1,271,853 PROF & ADMIN 634,731 648,540 69,362 87,758 24% 11% 491,419 OTHER OPERATING 216,855 281,828 69,572 37,746 38% 25% 174,510 UTILITIES 43,700 50,806 11,842 26,977 76% 23% 11,987 EQPT & CONTRACT SVCS 6,000 6,000 - - 0% 0% 6,000 COST POOL 1,211,359 1,211,359 605,677 - 50% 50% 605,682 ASSET/CAPITAL OUTLAY 13,573 20,200 10,575 - 52% 52% 9,625 GRANT EXPENDITURES 14,515 14,515 (1,297) - -9% -9% 15,812 EXPENDITURE 9,084,048 9,097,048 3,962,717 152,481 45% 44% 4,981,851

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

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26 INFORMATION TECHNOLOGY
OTHER REVENUE - - (3,908) - - - 3,908 REVENUE - - (3,908) - - - 3,908 SALARIES AND WAGES 1,210,255 1,210,255 571,571 - 47% 47% 638,684 PYRLL/FRINGE BENEFIT 679,609 679,609 298,768 - 44% 44% 380,841 PROF & ADMIN 1,668,752 1,713,186 973,871 126,128 64% 57% 613,186 OTHER OPERATING 121,945 121,945 33,634 65,280 81% 28% 23,032 UTILITIES 417,100 417,100 159,436 39,805 48% 38% 217,859 EQPT & CONTRACT SVCS 2,262,331 2,262,331 696,857 338,282 46% 31% 1,227,191 COST POOL 102,792 102,792 51,396 - 50% 50% 51,396 ASSET/CAPITAL OUTLAY 1,033,473 1,333,103 156,202 419,880 43% 12% 757,021 A87 COST PLAN REIMBS (408,867) (408,867) (204,429) - 50% 50% (204,438) EXPENDITURE 7,087,390 7,431,454 2,737,307 989,374 50% 37% 3,704,773 36 ECONOMIC DEVELOPMENT PROGRM
OTHER TAXES (1,803,154) (1,803,154) (617,002) - 34% 34% (1,186,152) OPER XFERS IN (86,778) (934,641) (891,261) - 95% 95% (43,380) REVENUE (1,889,932) (2,737,795) (1,508,263) - 55% 55% (1,229,532) SALARIES AND WAGES 1,195,070 1,175,070 460,936 - 39% 39% 714,134 PYRLL/FRINGE BENEFIT 439,734 439,734 193,927 - 44% 44% 245,807 PROF & ADMIN 2,065,341 3,025,004 775,404 129,791 30% 26% 2,119,809 OTHER OPERATING 62,500 70,700 2,196 2,600 7% 3% 65,905 UTILITIES 14,900 14,900 557 - 4% 4% 14,343 EQPT & CONTRACT SVCS 1,000 1,000 119 - 12% 12% 881 PROVISN FOR INS LOSS 1,500 1,500 - - 0% 0% 1,500 COST POOL 46,555 46,555 23,281 - 50% 50% 23,274 ASSET/CAPITAL OUTLAY - - 344 - - - (344) EXPENDITURE 3,826,600 4,774,463 1,456,765 132,391 33% 31% 3,185,307 37 INTERNAL SERVICES PROGRAM
SALARIES AND WAGES 148,434 148,434 - - 0% 0% 148,434 PYRLL/FRINGE BENEFIT 78,986 78,986 3,993 - 5% 5% 74,993 COST POOL 13,335 13,335 6,669 - 50% 50% 6,666 EXPENDITURE 240,754 240,754 10,662 - 4% 4% 230,093

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

FUNDS ORIGINAL APPROP REVISED

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38 TRANSPORTATION OPERATION
LICENSES,PRMITS&FEES (30,000) (30,000) (8,648) - 29% 29% (21,352) CHARGES FOR SERVICES (200) (200) (4,966) - 2483% 2483% 4,766 REVENUE (30,200) (30,200) (13,613) - 45% 45% (16,587) SALARIES AND WAGES 42,554 42,554 59,504 - 140% 140% (16,950) PYRLL/FRINGE BENEFIT (14,113) (14,113) 31,288 - -222% -222% (45,401) PROF & ADMIN 10,500 12,500 - - 0% 0% 12,500 OTHER OPERATING 17,200 15,200 185 - 1% 1% 15,015 EQPT & CONTRACT SVCS 6,600 6,600 - - 0% 0% 6,600 COST POOL 11,853 11,853 5,925 - 50% 50% 5,928 ASSET/CAPITAL OUTLAY 500 500 - - 0% 0% 500 EXPENDITURE 75,094 75,094 96,902 - 129% 129% (21,808) 40 COMMUNITY CRISIS REPONSE PRGM
SALARIES AND WAGES 1,204,919 1,222,919 119,729 - 10% 10% 1,103,190 PYRLL/FRINGE BENEFIT 700,832 700,832 55,535 - 8% 8% 645,297 PROF & ADMIN 1,000,000 569,500 3,363 - 1% 1% 566,137 OTHER OPERATING - 30,800 8,342 - 27% 27% 22,458 UTILITIES - 10,000 - - 0% 0% 10,000 COST POOL - 50,000 - - 0% 0% 50,000 ASSET/CAPITAL OUTLAY - 321,700 108,200 - 34% 34% 213,500 EXPENDITURE 2,905,751 2,905,751 295,170 - 79% - 2,610,581

City of Richmond
FY2024-25
Attachment 1 - General Fund Revenue and Expenditure Summary and by Department

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BUDGET
91 NON-DEPARTMENTAL
PROPERTY TAXES (57,597,487) (57,597,487) (24,577,568) - 43% 43% (33,019,919) SALES & USE TAX (60,456,550) (60,901,150) (14,918,702) - 24% 24% (45,982,448) UTILITY USERS TAX (62,092,359) (62,092,359) (34,436,188) - 55% 55% (27,656,170) OTHER TAXES (21,602,243) (21,602,243) (9,791,662) - 45% 45% (11,810,581) LICENSES,PRMITS&FEES (13,752,620) (13,852,620) (1,919,986) - 14% 14% (11,932,634) FINES & FORFEITURES (126,438) (126,438) (49,686) - 39% 39% (76,752) USE OF MONEY&PROPRTY (1,796,421) (1,796,421) (1,624,326) - 90% 90% (172,095) CHARGES FOR SERVICES (132,000) (132,000) (158) - 0% 0% (131,842) OTHER REVENUE (60,480) (60,480) (79,433) - 131% 131% 18,953 RENTAL INCOME (175,078) (175,078) (130,656) - 75% 75% (44,422) INTERGOV STATE TAXES (125,000) (125,000) - - 0% 0% (125,000) INTERGOV STATE GRANT (100,000) (100,000) (151,442) - 151% 151% 51,442 LOAN/BOND PROCEEDS (40,400) (40,400) - - 0% 0% (40,400) OPER XFERS IN (22,334,761) (22,334,761) (22,334,761) - 100% 100% - REVENUE (240,391,837) (240,936,437) (110,014,569) - 46% 46% (130,921,869) SALARIES AND WAGES (2,967,192) (2,967,192) 1,500,000 - -51% -51% (4,467,192) PYRLL/FRINGE BENEFIT 467,198 467,198 2,376,962 - 509% 509% (1,909,764) PROF & ADMIN 1,051,500 1,109,000 545,887 332,041 79% 49% 231,072 OTHER OPERATING 1,120,000 1,026,500 82,039 17,202 10% 8% 927,259 EQPT & CONTRACT SVCS - - 22,557 20 - - (22,577) COST POOL 5,275,626 5,275,626 2,637,816 - 50% 50% 2,637,810 A87 COST PLAN REIMBS (563,845) (563,845) (281,923) - 50% 50% (281,922) OPER XFERS OUT 20,231,354 28,553,988 19,843,099 - 69% 69% 8,710,888 EXPENDITURE 24,614,641 32,901,275 26,726,437 349,264 82% 81% 5,825,574 GF - REVENUE (248,935,372) (250,327,835) (114,960,651) - 46% 46% (135,367,184) GF - EXPENDITURE 248,935,372 261,052,560 123,919,950 8,403,820 51% 47% 128,728,790 GF - GRAND TOTAL - 10,724,725 8,959,299 8,403,820 162% 84% (6,638,394)

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET

OTHER OPERATING FUNDS
1003 TRANSPORTATION OPERATION
OTHER REVENUE (20,000) (20,000) (5,113) - 26% 26% (14,888) INTERGOV OTHER GRANT (840,000) (840,000) - - 0% 0% (840,000) REVENUE (860,000) (860,000) (5,113) - 1% 1% (854,888) SALARIES AND WAGES 281,112 281,112 142,005 - 51% 51% 139,107 PYRLL/FRINGE BENEFIT 342,767 342,767 172,375 - 50% 50% 170,392 PROF & ADMIN 10,000 10,000 - - 0% 0% 10,000 OTHER OPERATING 7,900 7,900 1,570 3,210 61% 20% 3,119 UTILITIES 2,500 2,500 456 - 18% 18% 2,044 COST POOL 677,198 677,198 338,600 - 50% 50% 338,598 EXPENDITURE 1,321,476 1,321,476 655,007 3,210 50% 50% 663,260 1012 HILLTOP LANDSCAPE MAINT DIST
PROPERTY TAXES (1,158,332) (1,158,332) (637,764) - 55% 55% (520,568) USE OF MONEY&PROPRTY - - 4 - - - (4) OPER XFERS IN (243,068) (243,068) (121,538) - 50% 50% (121,530) REVENUE (1,401,400) (1,401,400) (759,298) - 54% 54% (642,102) SALARIES AND WAGES 599,218 599,218 315,642 - 53% 53% 283,576 PYRLL/FRINGE BENEFIT 387,899 387,899 215,498 - 56% 56% 172,401 PROF & ADMIN 40,000 40,000 50 - 0% 0% 39,950 OTHER OPERATING 77,900 77,900 29,974 3,700 43% 38% 44,226 UTILITIES 101,000 101,000 77,662 - 77% 77% 23,338 EQPT & CONTRACT SVCS 75,000 75,000 29,361 16,863 62% 39% 28,776 COST POOL 116,115 116,115 58,059 - 50% 50% 58,056 EXPENDITURE 1,397,132 1,397,132 726,245 20,563 53% 52% 650,324

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
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ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
1015 MARINA BAY LNDSCP & LIGHT DIST
PROPERTY TAXES (730,810) (730,810) (404,840) - 55% 55% (325,970) USE OF MONEY&PROPRTY - - (13,772) - - - 13,772 OPER XFERS IN (490,599) (490,599) (245,307) - 50% 50% (245,292) REVENUE (1,221,409) (1,221,409) (663,920) - 54% 54% (557,489) SALARIES AND WAGES 455,467 455,467 196,237 - 43% 43% 259,230 PYRLL/FRINGE BENEFIT 233,309 233,309 116,245 - 50% 50% 117,064 PROF & ADMIN 63,503 49,847 12,675 20,200 66% 25% 16,972 OTHER OPERATING 80,000 80,000 8,831 - 11% 11% 71,169 UTILITIES 255,000 255,000 138,085 - 54% 54% 116,915 EQPT & CONTRACT SVCS - - 11,357 - - - (11,357) COST POOL 90,661 90,661 45,331 - 50% 50% 45,330 ASSET/CAPITAL OUTLAY - 13,656 12,961 695 100% 95% - EXPENDITURE 1,177,940 1,177,940 541,723 20,895 48% 46% 615,322 1050 CR-PLANNING & BUILDING
LICENSES,PRMITS&FEES (7,227,283) (7,227,283) (4,712,654) - 65% 65% (2,514,629) USE OF MONEY&PROPRTY (82,307) (82,307) (156,740) - 190% 190% 74,433 CHARGES FOR SERVICES (2,754,000) (2,754,000) (618,292) - 22% 22% (2,135,708) OTHER REVENUE (50) (50) (2,450) - 4900% 4900% 2,400 INTERGOV FED GRANT (750,000) (750,000) - - 0% 0% (750,000) INTERGOV STATE GRANT (183,099) (183,099) - - 0% 0% (183,099) INTERGOV OTHER GRANT - - (15,000) - - - 15,000 OPER XFERS IN (1,000,000) (2,000,000) (1,520,000) - 76% 76% (480,000) REVENUE (11,996,739) (12,996,739) (7,025,135) - 54% 54% (5,971,604) SALARIES AND WAGES 3,821,572 3,821,572 1,445,591 - 38% 38% 2,375,981 PYRLL/FRINGE BENEFIT 1,967,034 1,967,034 805,157 - 41% 41% 1,161,877 PROF & ADMIN 6,596,755 8,816,823 1,369,895 3,083,942 51% 16% 4,362,986 OTHER OPERATING 188,401 190,975 19,490 12,169 17% 10% 159,317 UTILITIES 9,000 9,000 2,019 - 22% 22% 6,981 EQPT & CONTRACT SVCS 11,409 35,491 8,691 22,850 89% 24% 3,950 COST POOL 2,276,289 2,276,289 1,138,161 - 50% 50% 1,138,128 ASSET/CAPITAL OUTLAY 501,500 501,500 - - 0% 0% 501,500 EXPENDITURE 15,371,960 17,618,684 4,789,003 3,118,962 45% 27% 9,710,720

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
1205 EMPLOYMENT & TRAINING
INTERGOV FED GRANT (3,169,355) (3,169,355) (339,352) - 11% 11% (2,830,003) INTERGOV STATE GRANT (2,500,000) (2,500,000) (948,675) - 38% 38% (1,551,325) INTERGOV OTHER GRANT (110,000) (110,000) (20,000) - 18% 18% (90,000) OPER XFERS IN (2,756,777) (2,756,777) (697,967) - 25% 25% (2,058,810) REVENUE (8,536,132) (8,536,132) (2,005,994) - 24% 24% (6,530,138) SALARIES AND WAGES 1,666,767 1,666,767 270,652 - 16% 16% 1,396,115 PYRLL/FRINGE BENEFIT 1,857,316 1,857,316 590,676 - 32% 32% 1,266,639 PROF & ADMIN 54,000 54,483 20,979 1,332 41% 39% 32,172 OTHER OPERATING 53,000 53,000 23,017 28,454 97% 43% 1,530 UTILITIES 7,500 7,881 3,059 3,386 82% 39% 1,436 EQPT & CONTRACT SVCS 679,790 1,094,121 254,371 278,326 49% 23% 561,423 COST POOL 701,777 701,777 350,879 - 50% 50% 350,898 GRANT EXPENDITURES 4,715,554 4,868,126 1,786,673 44,769 38% 37% 3,036,685 EMPLMT & TRNG ALLOC (1,199,572) (1,307,375) 0 - 0% 0% (1,307,375) EXPENDITURE 8,536,132 8,996,096 3,300,306 356,267 41% 37% 5,339,523 4006 STORMWATER
LICENSES,PRMITS&FEES (75,000) (75,000) (11,797) - 16% 16% (63,203) USE OF MONEY&PROPRTY - - (15,703) - - - 15,703 CHARGES FOR SERVICES (1,930,300) (1,930,300) (1,112,722) - 58% 58% (817,578) RENTAL INCOME (4,380) (4,380) (2,498) - 57% 57% (1,882) INTERGOV STATE GRANT (1,498,664) (1,498,664) (576,224) - 38% 38% (922,440) REVENUE (3,508,344) (3,508,344) (1,718,944) - 49% 49% (1,789,400) SALARIES AND WAGES 127,195 127,195 25,376 - 20% 20% 101,819 PYRLL/FRINGE BENEFIT 57,468 57,468 10,702 - 19% 19% 46,766 PROF & ADMIN 1,584,583 1,966,978 655,940 1,127,209 91% 33% 183,829 UTILITIES 45,000 45,000 10,499 - 23% 23% 34,501 EQPT & CONTRACT SVCS 73,795 130,594 - 56,799 43% 0% 73,795 COST POOL 90,530 90,530 45,266 - 50% 50% 45,264 ASSET/CAPITAL OUTLAY 723,796 1,273,666 459,420 532,258 78% 36% 281,988 EXPENDITURE 2,702,367 3,691,431 1,207,202 1,716,266 79% 33% 767,963 TOTAL OTHER OPERATING FUNDS REVENUES (27,524,024) (28,524,024) (12,178,403) - 43% 43% (16,345,621) TOTAL OTHER OPERATING FUNDS EXPENDITURES 30,507,007 34,202,759 11,219,485 5,236,163 48% 33% 22,983,274 TOTAL OTHER OPERATING FUNDS 2,982,982 5,678,734 (958,919) 5,236,163 75% -17% 6,637,653

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET

SPECIAL REVENUE FUNDS
1001 SECURED PENSION OVERRIDE
PROPERTY TAXES (28,502,143) (28,502,143) (12,292,263) - 43% 43% (16,209,880) REVENUE (28,502,143) (28,502,143) (12,292,263) - 43% 43% (16,209,880) OPER XFERS OUT 28,502,143 28,502,143 25,418,452 - 89% 89% 3,083,691 EXPENDITURE 28,502,143 28,502,143 25,418,452 - 89% 89% 3,083,691 1005 LIBRARY FUND
FINES & FORFEITURES - - (2,452) - - - 2,452 USE OF MONEY&PROPRTY - - (99,782) - - - 99,782 OTHER REVENUE (5,834) (5,834) - - 0% 0% (5,834) INTERGOV FED GRANT (71,796) (71,796) (16,325) - 23% 23% (55,471) INTERGOV STATE GRANT (1,170,828) (1,170,828) - - 0% 0% (1,170,828) INTERGOV OTHER GRANT (69,990) (69,990) - - 0% 0% (69,990) REVENUE (1,318,448) (1,318,448) (118,559) - 9% 9% (1,199,889) PROF & ADMIN 270,000 270,000 3,902 3,160 3% 1% 262,938 OTHER OPERATING 29,800 29,800 2,579 - 9% 9% 27,221 ASSET/CAPITAL OUTLAY 70,000 691,456 145,938 475,518 90% 21% 70,000 GRANT EXPENDITURES 38,834 38,834 2,724 - 7% 7% 36,110 EXPENDITURE 408,634 1,030,089 155,143 478,678 62% 309% 396,269 1007 EMERGENCY MED SERV
PROPERTY TAXES (215,586) (215,586) - - 0% 0% (215,586) USE OF MONEY&PROPRTY - - (2,136) - - - 2,136 REVENUE (215,586) (215,586) (2,136) - 1% 1% (213,451) PROF & ADMIN 103,100 103,100 - 159 0% 0% 102,941 OTHER OPERATING 38,486 38,486 16,370 - 43% 43% 22,116 EQPT & CONTRACT SVCS 74,000 74,000 - - 0% 0% 74,000 EXPENDITURE 215,586 215,586 16,370 159 8% 8% 199,057 1009 VEOLIA MITIGATION
LICENSES,PRMITS&FEES (25,000) (25,000) - - 0% 0% (25,000) USE OF MONEY&PROPRTY - - (6,728) - - - 6,728 REVENUE (25,000) (25,000) (6,728) - 27% 0% (18,272) PROF & ADMIN 100,000 100,000 - - 0% 0% 100,000 EXPENDITURE 100,000 100,000 - - 0% 0% 100,000

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
1010 N.RICHMOND WASTE
LICENSES,PRMITS&FEES (150,040) (150,040) - - 0% 0% (150,040) USE OF MONEY&PROPRTY - - 32 - - - (32) REVENUE (150,040) (150,040) 32 - 0% 0% (150,072) PROF & ADMIN 83,000 83,000 - - 0% 0% 83,000 OTHER OPERATING 35,540 35,540 - - 0% 0% 35,540 UTILITIES 6,500 6,500 807 954 27% 12% 4,739 ASSET/CAPITAL OUTLAY - - 68 - - - (68) EXPENDITURE 125,040 125,040 875 954 1% 1% 123,211 USE OF MONEY&PROPRTY - - (140) - - - 140 REVENUE - - (140) - - - 140 1017 CHEVRON MODERNIZATN PROJ & CIA
USE OF MONEY&PROPRTY - - (344,202) - - - 344,202 REVENUE - - (344,202) - - 100% 344,202 PROF & ADMIN 9,536,533 9,891,508 510,843 1,758,593 23% 5% 7,622,072 OTHER OPERATING 335,048 337,098 8,429 - 3% 3% 328,669 EQPT & CONTRACT SVCS 1,118,000 1,123,950 140,178 859,822 89% 12% 123,950 ASSET/CAPITAL OUTLAY 111,000 524,320 18,431 6,623 5% 4% 499,265 GRANT EXPENDITURES 50,000 50,000 - - 0% 0% 50,000 EXPENDITURE 11,150,581 11,926,876 677,882 2,625,038 28% 6% 8,623,956 1018 RENT CONTROL
LICENSES,PRMITS&FEES (3,299,011) (3,289,011) (2,347,180) - 71% 71% (941,831) USE OF MONEY&PROPRTY (50,000) (50,000) (40,197) - 80% 80% (9,803) OTHER REVENUE (50,000) (50,000) - - 0% 0% (50,000) OPER XFERS IN (290,391) (290,391) (145,191) - 50% 50% (145,200) REVENUE (3,689,402) (3,679,402) (2,532,568) - 69% 69% (1,146,834) SALARIES AND WAGES 1,900,425 1,900,425 904,226 - 48% 48% 996,199 PYRLL/FRINGE BENEFIT 1,005,294 1,005,294 468,601 - 47% 47% 536,693 PROF & ADMIN 387,606 377,606 97,728 82,655 48% 26% 197,224 OTHER OPERATING 77,300 77,300 16,044 7,321 30% 21% 53,935 UTILITIES 500 500 - - 0% 0% 500 PROVISN FOR INS LOSS 9,500 9,500 8,500 - 89% 89% 1,000 COST POOL 208,776 208,776 104,388 - 50% 50% 104,388 EXPENDITURE 3,589,402 3,579,402 1,599,487 89,975 47% 45% 1,889,939

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
1055 ENCROACHMENT SVCS
LICENSES,PRMITS&FEES (890,000) (890,000) (466,726) - 52% 52% (423,274) USE OF MONEY&PROPRTY - - (69,137) - - - 69,137 CHARGES FOR SERVICES (300,000) (300,000) (209,375) - 70% 70% (90,625) REVENUE (1,190,000) (1,190,000) (745,238) - 63% 63% (444,762) SALARIES AND WAGES 535,438 535,438 173,289 - 32% 32% 362,149 PYRLL/FRINGE BENEFIT 371,861 371,861 119,724 - 32% 32% 252,137 PROF & ADMIN 45,100 45,100 9,701 299 22% 22% 35,100 OTHER OPERATING 17,040 17,040 233 367 4% 1% 16,440 UTILITIES 3,016 3,016 1,038 - 34% 34% 1,978 COST POOL 181,992 181,992 90,996 - 50% 50% 90,996 EXPENDITURE 1,154,448 1,154,448 394,983 666 34% 34% 758,799 1303 KIDS FIRST INITIATIVE
USE OF MONEY&PROPRTY - - (170,661) - - - 170,661 OPER XFERS IN (7,575,272) (7,575,272) (3,787,634) - 50% 50% (3,787,638) REVENUE (7,575,272) (7,575,272) (3,958,295) - 52% 52% (3,616,977) SALARIES AND WAGES 532,472 532,472 207,245 - 39% 39% 325,227 PYRLL/FRINGE BENEFIT 282,725 282,725 95,060 - 34% 34% 187,665 PROF & ADMIN 6,162,441 6,162,566 1,486,339 837,703 38% 24% 3,838,524 OTHER OPERATING 26,000 25,950 5,430 3,575 35% 21% 16,945 EQPT & CONTRACT SVCS - 50 50 - 100% 100% - COST POOL 2,963 2,963 1,481 - 50% 50% 1,482 EXPENDITURE 7,006,601 7,006,726 1,795,605 841,277 38% 26% 4,369,843 1304 EMERGENCY OPE & DISASTR RECVRY
USE OF MONEY&PROPRTY - - (2,982) - - - 2,982 OPER XFERS IN (75,000) (75,000) - - 0% 0% (75,000) REVENUE (75,000) (75,000) (2,982) - 4% 4% (72,018) PROF & ADMIN - 3,200 - 3,200 100% 0% - EXPENDITURE - 3,200 - 3,200 100% 0% -

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
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ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
1305 PUBLIC ART
LICENSES,PRMITS&FEES (400,000) (400,000) (368,459) - 92% 92% (31,541) USE OF MONEY&PROPRTY - - (57,393) - - - 57,393 REVENUE (400,000) (400,000) (425,852) - 106% 106% 25,852 SALARIES AND WAGES 37,000 43,000 - - 0% 0% 43,000 PROF & ADMIN 1,316,063 1,560,063 44,406 58,976 7% 3% 1,456,682 OTHER OPERATING 11,046 11,046 5,586 - 51% 51% 5,460 EXPENDITURE 1,364,109 1,614,109 49,991 58,976 7% 3% 1,505,142 1306 AMERICAN RESCUE PLAN ACT
USE OF MONEY&PROPRTY - - (412,972) - - - 412,972 REVENUE - - (412,972) - - 100% 412,972 PROF & ADMIN 5,449,233 5,491,157 1,240,026 2,222,082 63% 23% 2,029,049 OTHER OPERATING - 0 - - 0% 0% 0 ASSET/CAPITAL OUTLAY 10,127,761 15,193,726 2,410,786 5,670,016 53% 16% 7,112,924 GRANT EXPENDITURES 250,000 110,000 110,000 - 100% 100% - EXPENDITURE 15,826,994 20,794,883 3,760,812 7,892,097 56% 18% 9,141,973 1307 TRANSFORMATIVE CLIMATE GRANT
INTERGOV STATE GRANT (15,266,250) (15,416,250) (607,615) - 4% 4% (14,808,635) REVENUE (15,266,250) (15,416,250) (607,615) - 4% 4% (14,808,635) PROF & ADMIN 10,095,957 13,076,718 974,594 2,757,803 29% 7% 9,344,320 OTHER OPERATING - 12,000 1,433 - 12% 12% 10,567 UTILITIES - 2,500 329 - 13% 13% 2,171 ASSET/CAPITAL OUTLAY 4,726,873 5,079,027 31,994 326,116 7% 1% 4,720,916 EXPENDITURE 14,822,830 18,170,244 1,008,351 3,083,919 23% 306% 14,077,975 1308 ENCAMPMENT RESOLUTION FUND
USE OF MONEY&PROPRTY - - (64,441) - - - 64,441 INTERGOV STATE GRANT (4,301,294) (4,301,294) (675,580) - 16% 16% (3,625,714) REVENUE (4,301,294) (4,301,294) (740,021) - 17% 17% (3,561,272) PROF & ADMIN 3,876,294 7,143,257 756,642 3,382,227 58% 11% 3,004,388 OTHER OPERATING 400,000 400,000 493 - 0% 0% 399,507 UTILITIES 25,000 48,182 945 22,237 48% 2% 25,000 EXPENDITURE 4,301,294 7,591,439 758,080 3,404,464 55% 10% 3,428,895

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
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W/O
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AVAILABLE
BUDGET
1405 HOMEKEY PROGRAM, NOFA, ROUND 3
INTERGOV STATE GRANT - (14,512,660) - - 0% 0% (14,512,660) REVENUE - (14,512,660) - - 0% 0% (14,512,660) PROF & ADMIN - 14,512,660 - - 0% 0% 14,512,660 ASSET/CAPITAL OUTLAY - - 50,000 - - - (50,000) EXPENDITURE - 14,512,660 50,000 - 0% 0% 14,462,660 TOTAL SPECIAL REVENUE FUNDS REVENUES (62,708,434) (77,361,094) (22,189,537) - 29% 29% (55,171,557) TOTAL SPECIAL REVENUE FUNDS EXPENDITURES 88,567,660 116,326,844 35,686,030 18,479,404 47% 31% 80,640,815 TOTAL SPECIAL REVENUE FUNDS 25,859,226 38,965,751 13,496,493 18,479,404 82% 35% 25,469,258

CAPITAL PROJECTS FUNDS
1002 STATE GAS TAX
USE OF MONEY&PROPRTY - - (38,873) - - - 38,873 INTERGOV STATE TAXES (3,173,758) (3,173,758) (1,476,653) - 47% 47% (1,697,105) REVENUE (3,173,758) (3,173,758) (1,515,526) - 48% 48% (1,658,232) PROF & ADMIN 35,360 35,360 - - 0% 0% 35,360 EQPT & CONTRACT SVCS 1,000,000 1,000,000 500,000 - 50% 50% 500,000 ASSET/CAPITAL OUTLAY 2,262,398 2,484,692 952,348 907,946 75% 38% 624,398 EXPENDITURE 3,297,758 3,520,052 1,452,348 907,946 67% 41% 1,159,758 1004 ASSET SEIZURE FUND
USE OF MONEY&PROPRTY - - (5,106) - - - 5,106 REVENUE - - (5,106) - - 100% 5,106 ASSET/CAPITAL OUTLAY 170,000 170,000 - - 0% 0% 170,000 EXPENDITURE 170,000 170,000 - - 0% 0% 170,000

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
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ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
1006 OUTSIDE FUNDED SVCS - GRANTS
INTERGOV FED GRANT - (3,117,500) - - 0% 0% (3,117,500) INTERGOV STATE GRANT (24,764,457) (25,510,126) (1,867,444) - 7% 7% (23,642,682) INTERGOV OTHER GRANT (340,915) (417,503) (62,414) - 15% 15% (355,089) REVENUE (25,105,372) (29,045,129) (1,929,858) - 7% 7% (27,115,271) SALARIES AND WAGES - 16,658 - - 0% 0% 16,658 PROF & ADMIN 4,887,553 9,100,810 830,143 3,925,871 52% 9% 4,344,795 OTHER OPERATING 8,265 17,705 788 - 4% 4% 16,917 UTILITIES 19,042 19,042 - - 0% 0% 19,042 ASSET/CAPITAL OUTLAY 7,429,480 13,044,308 1,522,045 4,275,394 44% 12% 7,246,869 GRANT EXPENDITURES 1,727,516 1,728,932 355,089 - 21% 21% 1,373,843 EXPENDITURE 14,071,856 23,927,455 2,708,065 8,201,265 46% 11% 13,018,125 1054 ENGINEERING GRANTS
INTERGOV FED GRANT (3,815,000) (3,815,000) (3,801) - 0% 0% (3,811,199) INTERGOV STATE GRANT (19,120,726) (19,120,726) (2,101,162) - 11% 11% (17,019,565) INTERGOV OTHER GRANT (100,000) (278,400) - - 0% 0% (278,400) REVENUE (23,035,726) (23,214,126) (2,104,963) - 9% 9% (21,109,163) ASSET/CAPITAL OUTLAY 17,123,837 24,272,382 2,396,246 5,340,868 32% 10% 16,535,268 EXPENDITURE 17,123,837 24,272,382 2,396,246 5,340,868 32% 10% 16,535,268 1019 ROAD MAINT & REHAB ACCT (RMRA)
USE OF MONEY&PROPRTY - - (98,656) - - - 98,656 INTERGOV STATE TAXES (2,966,001) (2,966,001) (1,336,502) - 45% 45% (1,629,499) REVENUE (2,966,001) (2,966,001) (1,435,158) - 48% 48% (1,530,843) ASSET/CAPITAL OUTLAY 5,871,845 6,864,773 2,650,567 414,696 45% 39% 3,799,509 EXPENDITURE 5,871,845 6,864,773 2,650,567 414,696 45% 39% 3,799,509 2001 GENERAL CAPITAL FUND
USE OF MONEY&PROPRTY - - (928,395) - - - 928,395 OPER XFERS IN (8,182,000) (15,504,634) (15,504,634) - 100% 100% - REVENUE (8,182,000) (15,504,634) (16,433,029) - 106% 106% 928,395 PROF & ADMIN 93,098 837,476 11,716 732,663 89% 1% 93,098 EQPT & CONTRACT SVCS - 633,090 3,064 3,929 1% 0% 626,098 ASSET/CAPITAL OUTLAY 23,418,836 34,787,989 1,420,311 2,221,846 10% 4% 31,145,832 OPER XFERS OUT - 847,863 847,863 - 100% 100% - EXPENDITURE 23,511,934 37,106,419 2,282,953 2,958,438 14% 6% 31,865,028

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
2002 MEASURE J
USE OF MONEY&PROPRTY - - (64,379) - - - 64,379 INTERGOV OTHER GRANT (1,527,861) (1,527,861) (16,592) - 1% 1% (1,511,269) REVENUE (1,527,861) (1,527,861) (80,971) - 5% 5% (1,446,890) PROF & ADMIN 200,000 200,000 195,213 - 98% 98% 4,787 ASSET/CAPITAL OUTLAY 2,722,280 3,176,727 376,282 265,360 20% 12% 2,535,084 EXPENDITURE 2,922,280 3,376,727 571,495 265,360 25% 17% 2,539,871 2007 HARBOR FUND
USE OF MONEY&PROPRTY - - (944) - - - 944 REVENUE - - (944) - - 100% 944 2110 IMPACT FEE - PARKS
LICENSES,PRMITS&FEES - - (23,760) - - - 23,760 USE OF MONEY&PROPRTY - - (3,662) - - 3,662 REVENUE - - (27,422) - - 100% 27,422 2111 IMPACT FEE - TRAFFIC
LICENSES,PRMITS&FEES - - (112,176) - - - 112,176 USE OF MONEY&PROPRTY - - (34,256) - - - 34,256 REVENUE - - (146,432) - - 100% 146,432 ASSET/CAPITAL OUTLAY - 29,608 - 29,608 100% 0% - EXPENDITURE - 29,608 - 29,608 100% 0% - 2113 IMPACT FEE - FIRE
LICENSES,PRMITS&FEES - - (19,643) - - - 19,643 USE OF MONEY&PROPRTY - - (1,046) - - - 1,046 REVENUE - - (20,689) - - 100% 20,689 OTHER OPERATING 65,000 65,000 - - 0% 0% 65,000 EXPENDITURE 65,000 65,000 - - 0% - 65,000

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
2114 IMPACT FEE - POLICE
LICENSES,PRMITS&FEES - - (16,301) - - - 16,301 USE OF MONEY&PROPRTY - - (13,666) - - - 13,666 REVENUE - - (29,966) - - 100% 29,966 2115 IMPACT FEE - COMM/AQUATC
LICENSES,PRMITS&FEES - - (68,761) - - - 68,761 USE OF MONEY&PROPRTY - - (14,519) - - - 14,519 REVENUE - - (83,279) - - 100% 83,279 2116 IMPACT FEE - PARKS/OPEN
LICENSES,PRMITS&FEES - - (287,250) - - - 287,250 USE OF MONEY&PROPRTY - - (70,471) - - - 70,471 REVENUE - - (357,721) - - 100% 357,721 ASSET/CAPITAL OUTLAY 500,000 500,000 - - 0% 0% 500,000 EXPENDITURE 500,000 500,000 - - 0% 0% 500,000 2117 IMPACT FEE - LIBRARY
LICENSES,PRMITS&FEES - - (77,854) - - - 77,854 USE OF MONEY&PROPRTY - - (38,497) - - - 38,497 REVENUE - - (116,351) - - 100% 116,351 PROF & ADMIN 100,000 100,000 - - 0% 0% 100,000 ASSET/CAPITAL OUTLAY 1,698,062 1,698,062 1,316 60,000 4% 0% 1,636,746 EXPENDITURE 1,798,062 1,798,062 1,316 60,000 3% 0% 1,736,746 2118 IMPACT FEE - HILLTOP
USE OF MONEY&PROPRTY - - (656) - - - 656 REVENUE - - (656) - - 100% 656 2119 IMPACT FEE - STORM DRAINAGE
LICENSES,PRMITS&FEES - - (29,416) - - - 29,416 USE OF MONEY&PROPRTY - - (22,197) - - - 22,197 REVENUE - - (51,613) - - 100% 51,613

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
2120 IMPACT FEE - WASTEWATER
LICENSES,PRMITS&FEES - - (6,243) - - - 6,243 USE OF MONEY&PROPRTY - - (49,127) - - - 49,127 REVENUE - - (55,370) - - 100% 55,370 ASSET/CAPITAL OUTLAY 250,000 922,196 3,078 669,118 73% 0% 250,000 EXPENDITURE 250,000 922,196 3,078 669,118 73% 0% 250,000 TOTAL CAPITAL PROJECT FUNDS REVENUES (63,990,718) (75,431,509) (24,395,053) - 32% 32% (51,036,456) TOTAL CAPITAL PROJECT FUNDS EXPENDITURES 69,582,572 102,552,674 12,066,069 18,847,299 30% 12% 90,486,605 TOTAL CAPITAL PROJECT FUNDS 5,591,854 27,121,165 (12,328,984) 18,847,299 24% -45% 39,450,149

DEBT SERVICE FUNDS
3001 DS - 2005 TAXABLE POB
USE OF MONEY&PROPRTY - - (13,680) - - - 13,680 OPER XFERS IN (8,431,249) (8,431,249) (4,213,287) - 50% 50% (4,217,962) REVENUE (8,431,249) (8,431,249) (4,226,967) - 50% 50% (4,204,282) DEBT SVC EXPENDITURE 8,431,249 8,431,249 4,217,824 - 50% 50% 4,213,424 EXPENDITURE 8,431,249 8,431,249 4,217,824 - 50% 0% 4,213,424 3002 DS - 99A PENSION OBLIG BOND
USE OF MONEY&PROPRTY - - (1,516) - - - 1,516 REVENUE - - (1,516) - - 100% 1,516 DEBT SVC EXPENDITURE 5,500 5,500 4,017 - 73% 73% 1,484 EXPENDITURE 5,500 5,500 4,017 - 73% 0% 3005 DS - 07 REFNDING&CVC CTR
USE OF MONEY&PROPRTY - - (23,820) - - - 23,820 CHARGES FOR SERVICES (6,247,798) (6,247,798) (3,187,147) - 51% 51% (3,060,651) OPER XFERS IN (1,482,453) (1,482,453) (741,213) - 50% 50% (741,240) REVENUE (7,730,251) (7,730,251) (3,952,180) - 51% 51% (3,778,071) DEBT SVC EXPENDITURE 7,825,088 7,825,088 6,015,780 - 77% 77% 1,809,308 EXPENDITURE 7,825,088 7,825,088 6,015,780 - 77% 77% 1,809,308 TOTAL DEBT SERVICE FUNDS REVENUES (16,161,500) (16,161,500) (8,180,663) - 51% 51% (7,980,837) TOTAL DEBT SERVICE FUNDS EXPENDITURES 16,261,836 16,261,836 10,237,621 - 63% 63% 6,024,215 TOTAL DEBT SERVICE FUNDS 100,336 100,336 2,056,958 - 2050% 2050% (1,956,622)

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET

ENTERPRISE FUNDS
4001 PORT OF RICHMOND
USE OF MONEY&PROPRTY (270,652) (270,652) (384,713) - 142% 142% 114,061 OTHER REVENUE - - (532) - - - 532 RENTAL INCOME (5,890,600) (5,890,600) (2,660,533) - 45% 45% (3,230,067) INTERGOV OTHER GRANT (1,003,250) (1,003,250) - - 0% 0% (1,003,250) REVENUE (7,164,502) (7,164,502) (3,045,778) - 43% 43% (4,118,724) SALARIES AND WAGES 671,422 671,422 189,269 - 28% 28% 482,153 PYRLL/FRINGE BENEFIT 309,969 309,969 100,269 - 32% 32% 209,700 PROF & ADMIN 1,640,794 2,207,794 300,558 152,035 20% 14% 1,755,201 OTHER OPERATING 11,200 11,200 3,220 4,420 68% 29% 3,561 UTILITIES 487,100 487,100 250,953 2,249 52% 52% 233,898 EQPT & CONTRACT SVCS 366,200 366,200 50,727 69,472 33% 14% 246,001 PROVISN FOR INS LOSS 45,000 45,000 50,356 - 112% 112% (5,356) COST POOL 511,288 511,288 255,640 - 50% 50% 255,648 ASSET/CAPITAL OUTLAY 4,301,500 4,361,300 162,522 224,396 9% 4% 3,974,382 DEBT SVC EXPENDITURE - - 550 - - - (550) EXPENDITURE 8,344,473 8,971,273 1,364,065 452,571 20% 15% 7,154,638 4003 WASTEWATER
LICENSES,PRMITS&FEES (28,000) (28,000) (91,997) - 329% 329% 63,997 FINES & FORFEITURES (2,000) (2,000) - - 0% 0% (2,000) USE OF MONEY&PROPRTY - - (558,962) - - - 558,962 CHARGES FOR SERVICES (30,500,000) (30,500,000) (18,344,094) - 60% 60% (12,155,906) REVENUE (30,530,000) (30,530,000) (18,995,053) - 62% 62% (11,534,947) SALARIES AND WAGES 1,893,151 1,893,151 706,794 - 37% 37% 1,186,357 PYRLL/FRINGE BENEFIT 875,602 875,602 332,561 - 38% 38% 543,041 PROF & ADMIN 13,718,462 13,809,562 5,255,233 4,710,882 72% 38% 3,843,447 OTHER OPERATING 72,400 164,831 6,053 7,122 8% 4% 151,656 UTILITIES 1,547,264 1,547,264 794,972 - 51% 51% 752,292 EQPT & CONTRACT SVCS 465,500 465,500 57,428 51,284 23% 12% 356,788 COST POOL 1,082,109 1,082,109 541,047 - 50% 50% 541,062 ASSET/CAPITAL OUTLAY 33,531,858 46,760,249 6,918,268 4,947,422 25% 15% 34,894,559 DEBT SVC EXPENDITURE 9,956,258 9,956,258 7,285,910 - 73% 73% 2,670,348 EXPENDITURE 63,142,603 76,554,524 21,898,264 9,716,710 41% 44% 44,939,550

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
4005 MARINA
USE OF MONEY&PROPRTY - - (108,212) - - - 108,212 RENTAL INCOME (450,000) (450,000) (209,033) - 46% 46% (240,967) REVENUE (450,000) (450,000) (317,245) - 70% 70% (132,755) PROF & ADMIN 912,930 913,225 4,530 295 1% 0% 908,400 DEBT SVC EXPENDITURE 206,815 206,815 206,815 - 100% 100% - OPER XFERS OUT 86,778 86,778 43,398 - 50% 50% 43,380 EXPENDITURE 1,206,523 1,206,818 254,743 295 21% 21% 951,780 4008 KCRT - CABLE TELEVIS
LICENSES,PRMITS&FEES (1,250,000) (1,250,000) (199,311) - 16% 16% (1,050,689) USE OF MONEY&PROPRTY - - (4,846) - - - 4,846 REVENUE (1,250,000) (1,250,000) (204,157) - 16% 16% (1,045,843) SALARIES AND WAGES 587,896 587,896 310,185 - 53% 53% 277,711 PYRLL/FRINGE BENEFIT 316,005 316,005 160,352 - 51% 51% 155,653 PROF & ADMIN 53,800 53,800 35,473 - 66% 66% 18,327 OTHER OPERATING 37,721 37,721 7,667 - 20% 20% 30,054 UTILITIES 5,727 5,727 1,605 3,795 94% 28% 327 PROVISN FOR INS LOSS 604 604 - - 0% 0% 604 COST POOL 199,699 199,699 99,847 - 50% 50% 99,852 ASSET/CAPITAL OUTLAY 20,000 20,000 - - 0% 0% 20,000 EXPENDITURE 1,221,452 1,221,452 615,129 3,795 51% 50% 602,528 TOTAL ENTERPRISE FUNDS REVENUES (39,394,502) (39,394,502) (22,562,233) - 57% 57% (16,832,269) TOTAL ENTERPRISE FUNDS EXPENDITURES 73,915,051 87,954,067 24,132,201 10,173,372 39% 27% 63,821,866 TOTAL ENTERPRISE FUNDS 34,520,549 48,559,565 1,569,968 10,173,372 24% 3% 46,989,597

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET

INTERNAL SERVICES FUNDS
5001 INSURANCE RESERVES
USE OF MONEY&PROPRTY - - (1,036,529) - - - 1,036,529 CHARGES FOR SERVICES (27,841,923) (27,841,923) (13,920,931) - 50% 50% (13,920,992) OTHER REVENUE - - (357,292) - - - 357,292 REVENUE (27,841,923) (27,841,923) (15,314,752) - 55% 55% (12,527,171) SALARIES AND WAGES 726,757 726,757 214,554 - 30% 30% 512,203 PYRLL/FRINGE BENEFIT 331,683 331,683 76,517 - 23% 23% 255,165 PROF & ADMIN 1,185,200 1,259,409 524,803 241,246 61% 42% 493,360 OTHER OPERATING 50,500 50,500 3,562 - 7% 7% 46,938 PROVISN FOR INS LOSS 26,460,675 26,400,675 12,219,148 678,791 49% 46% 13,502,736 COST POOL 563,594 563,594 281,804 - 50% 50% 281,790 ASSET/CAPITAL OUTLAY 7,000 277,963 - 270,963 97% 0% 7,000 OPER XFERS OUT 4,100,000 4,100,000 4,100,000 - 100% 100% - EXPENDITURE 33,425,408 33,710,579 17,420,388 1,190,999 55% 52% 15,099,192 5003 EQUIPMENT SERVICES
CHARGES FOR SERVICES (5,497,245) (6,797,245) (3,398,593) - 50% 50% (3,398,652) PROC FR SLE PROP (85,000) (85,000) (8,181) - 10% 10% (76,819) OPER XFERS IN (426,019) (426,019) (213,019) - 50% 50% (213,000) REVENUE (6,008,264) (7,308,264) (3,619,793) - 50% 50% (3,688,471) EQPT & CONTRACT SVCS - 80,000 80,000 - 100% 100% - ASSET/CAPITAL OUTLAY 5,985,000 9,971,354 641,508 3,219,452 39% 6% 6,110,394 DEBT SVC EXPENDITURE 326,018 326,018 163,009 - 50% 50% 163,009 EXPENDITURE 6,311,018 10,377,372 884,517 3,219,452 40% 9% 6,273,403 5008 COMPENSATED ABSENCES
USE OF MONEY&PROPRTY - - (46,862) - - - 46,862 OTHER REVENUE (3,000,000) (3,000,000) (1,500,000) - 50% 50% (1,500,000) REVENUE (3,000,000) (3,000,000) (1,546,862) - 52% 52% (1,453,138) SALARIES AND WAGES 3,000,000 3,000,000 1,324,085 - 44% 44% 1,675,915 PYRLL/FRINGE BENEFIT - - 19,904 - - - (19,904) EXPENDITURE 3,000,000 3,000,000 1,343,989 - 45% 45% 1,656,011 TOTAL INTERNAL SERVICES FUNDS REVENUES (36,850,188) (38,150,188) (20,481,408) - 54% 54% (17,668,780) TOTAL INTERNAL SERVICES FUNDS EXPENDITURES 42,736,426 47,087,951 19,648,893 4,410,451 51% 42% 27,439,058 TOTAL INTERNAL SERVICES FUNDS 5,886,238 8,937,764 (832,514) 4,410,451 40% -9% 9,770,278

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET

HOUSING FUNDS
1200 HOUSING ADMINISTRATION
LICENSES,PRMITS&FEES (25,000) (25,000) (18,991) - 76% 76% (6,009) USE OF MONEY&PROPRTY (50,092) (50,092) (32,323) - 65% 65% (17,769) OTHER REVENUE (555,713) (555,713) (558,106) - 100% 100% 2,393 REVENUE (630,805) (630,805) (609,420) - 97% 97% (21,385) SALARIES AND WAGES 371,675 361,675 (562) - 0% 0% 362,237 PYRLL/FRINGE BENEFIT 153,240 153,240 (29,077) - -19% -19% 182,317 PROF & ADMIN 54,248 64,248 4,644 6,314 17% 7% 53,291 OTHER OPERATING 1,909 1,909 75,439 - 3952% 3952% (73,530) UTILITIES 801 801 191 - 24% 24% 610 COST POOL 122,799 122,799 61,395 - 50% 50% 61,404 EXPENDITURE 704,672 704,672 112,030 6,314 17% 16% 586,329 1201 CDBG
USE OF MONEY&PROPRTY (80,475) (80,475) (7,307) - 9% 9% (73,168) LOAN/BOND PROCEEDS (230,873) (230,873) (102,841) - 45% 45% (128,032) REVENUE (311,348) (311,348) (110,148) - 35% 35% (201,200) SALARIES AND WAGES 13,448 13,448 6,724 - 50% 50% 6,724 PYRLL/FRINGE BENEFIT 7,221 7,221 3,610 - 50% 50% 3,610 PROF & ADMIN 18,272 18,272 5,882 - 32% 32% 12,390 OTHER OPERATING 51 51 - - 0% 0% 51 COST POOL 26,923 26,923 13,465 - 50% 50% 13,458 CDBG/HOME/HSG PROJ 750,638 750,638 - - 0% 0% 750,638 EXPENDITURE 816,553 816,553 29,682 - 4% 4% 786,871 1202 HOME PROGRAM
USE OF MONEY&PROPRTY (5,184) (5,184) (3,246) - 63% 63% (1,938) REVENUE (5,184) (5,184) (3,246) - 63% 63% (1,938) 1203 NEIGHBORHOOD STAB(NP)
INTERGOV OTHER GRANT - (16,600) (16,600) - 100% 100% - LOAN/BOND PROCEEDS (15,000) (15,000) - - 0% 0% (15,000) REVENUE (15,000) (31,600) (16,600) - 53% 53% (15,000) SALARIES AND WAGES 13,448 13,448 6,724 - 50% 50% 6,724 PYRLL/FRINGE BENEFIT 7,221 7,221 3,610 - 50% 50% 3,610 PROF & ADMIN 9,500 26,100 19,428 6,073 98% 74% 600 EXPENDITURE 30,169 46,769 29,762 6,073 77% 64% 10,934

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
1207 COR-NEIGHBORHOOD STAB(CITY)
PROC FR SLE PROP (133,664) (133,664) - - 0% 0% (133,664) REVENUE (133,664) (133,664) - - 0% 0% (133,664) OTHER OPERATING 6,753 6,753 2,377 - 35% 35% 4,376 EXPENDITURE 6,753 6,753 2,377 - 35% 35% 4,376 1208 COR-SUCCESSOR HOUSING AGENCY
USE OF MONEY&PROPRTY (121,530) (121,530) (107,915) - 89% 89% (13,616) OTHER REVENUE (64,804) (64,804) (34,999) - 54% 54% (29,805) PROC FR SLE PROP (34,053) (34,053) - - 0% 0% (34,053) LOAN/BOND PROCEEDS (15,680) (15,680) - - 0% 0% (15,680) REVENUE (236,067) (236,067) (142,913) - 61% 61% (93,154) SALARIES AND WAGES 117,336 117,336 58,668 - 50% 50% 58,668 PYRLL/FRINGE BENEFIT 61,661 61,661 30,831 - 50% 50% 30,831 PROF & ADMIN 200 200 - - 0% 0% 200 CDBG/HOME/HSG PROJ 1,500,000 1,500,000 - - 0% 0% 1,500,000 EXPENDITURE 1,679,197 1,679,197 89,498 - 5% 5% 1,589,698 1209 CAL-HOME GRANT FUND
USE OF MONEY&PROPRTY (57,058) (57,058) (41,660) - 73% 73% (15,398) LOAN/BOND PROCEEDS (134,530) (134,530) (139,885) - 104% 104% 5,355 REVENUE (191,588) (191,588) (181,545) - 95% 95% (10,043) SALARIES AND WAGES 13,448 13,448 6,724 - 50% 50% 6,724 PYRLL/FRINGE BENEFIT 7,221 7,221 3,610 - 50% 50% 3,610 PROF & ADMIN 1,200 1,200 900 - 75% 75% 300 CDBG/HOME/HSG PROJ 395,000 395,000 - - 0% 0% 395,000 EXPENDITURE 416,869 416,869 11,234 - 3% 3% 405,634 1302 HOUSNG IN LIEU FEE - DEVELOPER
LICENSES,PRMITS&FEES (651,665) (651,665) (110,168) - 17% 17% (541,497) USE OF MONEY&PROPRTY (81,757) (81,757) (42,219) - 52% 52% (39,537) REVENUE (733,422) (733,422) (152,387) - 21% 21% (581,034) SALARIES AND WAGES 90,440 90,440 45,220 - 50% 50% 45,220 PYRLL/FRINGE BENEFIT 47,220 47,220 23,610 - 50% 50% 23,610 PROF & ADMIN 15,000 15,000 - - 0% 0% 15,000 ASSET/CAPITAL OUTLAY 600,000 600,000 - - 0% 0% 600,000 CDBG/HOME/HSG PROJ 500,000 500,000 - - 0% 0% 500,000 OPER XFERS OUT 480,000 480,000 - - 0% 0% 480,000 EXPENDITURE 1,732,660 1,732,660 68,830 - 4% 4% 1,663,830

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
2125 IRON TRIANGLE/EPA PROGRAM
USE OF MONEY&PROPRTY (10,088) (10,088) (5,130) - 51% 51% (4,958) INTERGOV FED GRANT (434,954) (434,954) (19,713) - 5% 5% (415,241) REVENUE (445,041) (445,041) (24,843) - 6% 6% (420,198) CDBG/HOME/HSG PROJ 434,954 695,396 189,807 280,287 68% 27% 225,302 EXPENDITURE 434,954 695,396 189,807 280,287 68% 27% 225,302 TOTAL HOUSING FUNDS REVENUES (2,702,120) (2,718,720) (1,241,103) - 46% 46% (1,477,617) TOTAL HOUSING FUNDS EXPENDITURES 5,821,825 6,098,867 533,219 292,673 14% 9% 5,565,648 TOTAL HOUSING FUNDS 3,119,705 3,380,148 (707,883) 292,673 -12% -21% 4,088,031

RICHMOND HOUSING AUTHORITY FUNDS
4101 RHA-HSNG CHOICE VOUCHER-SEC 8
X-ORDNRY/SPC-XFER OT - - 43,839 - - - (43,839) EXPENDITURE - - 43,839 - - 100% (43,839) 4201 RHA-CAPITAL FUND
INTERGOV FED GRANT (1,463,024) (1,463,024) (407,346) - 28% 28% (1,055,678) REVENUE (1,463,024) (1,463,024) (407,346) - 28% 28% (1,055,678) PROF & ADMIN 288,966 288,966 - - 0% 0% 288,966 OTHER OPERATING 180,000 180,000 78,035 22,876 56% 43% 79,089 EQPT & CONTRACT SVCS 345,000 345,000 124,788 212 36% 36% 220,000 ASSET/CAPITAL OUTLAY 90,000 90,000 - - 0% 0% 90,000 GRANT EXPENDITURES 47,000 47,000 8,531 9,469 38% 18% 29,000 OPER XFERS OUT 512,058 512,058 78,128 - 15% 15% 433,930 EXPENDITURE 1,463,024 1,463,024 289,482 32,557 22% 20% 1,140,985 4401 RHA-HACIENDA
OTHER REVENUE (83,804) (83,804) - - 0% 0% (83,804) REVENUE (83,804) (83,804) - - 0% 0% (83,804) SALARIES AND WAGES 17,192 17,192 - - 0% 0% 17,192 PYRLL/FRINGE BENEFIT 16,612 16,612 - - 0% 0% 16,612 PROF & ADMIN - - 3,434 - - - (3,434) OTHER OPERATING 5,000 5,000 - - 0% 0% 5,000 EQPT & CONTRACT SVCS 45,000 45,000 - - 0% 0% 45,000 EXPENDITURE 83,804 83,804 3,434 - 4% 4% 80,370

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
4404 RHA-NEVIN PLAZA
OTHER REVENUE (1,050) (1,050) - - 0% 0% (1,050) INTERGOV FED GRANT (576,793) (576,793) (286,862) - 50% 50% (289,931) REVENUE (577,843) (577,843) (286,862) - 50% 50% (290,981) SALARIES AND WAGES 17,192 17,192 505 - 3% 3% 16,687 PYRLL/FRINGE BENEFIT 16,612 16,612 161 - 1% 1% 16,451 PROF & ADMIN 47,050 47,050 9,102 6,065 32% 19% 31,883 OTHER OPERATING 1,500 1,500 24 - 2% 2% 1,476 UTILITIES 2,000 2,000 - - 0% 0% 2,000 OPER XFERS OUT 493,489 493,489 - - 0% 0% 493,489 EXPENDITURE 577,843 577,843 9,792 6,065 3% 2% 561,986 4405 RHA-NYSTROM VILLAGE
USE OF MONEY&PROPRTY - - (15) - - - 15 OTHER REVENUE (15,000) (15,000) (523) - 3% 3% (14,477) RENTAL INCOME (277,868) (277,868) (141,841) - 51% 51% (136,027) INTERGOV FED GRANT (507,132) (507,132) (256,165) - 51% 51% (250,967) OPER XFERS IN (1,155,748) (1,155,748) - - 0% 0% (1,155,748) REVENUE (1,955,748) (1,955,748) (398,545) - 20% 20% (1,557,204) SALARIES AND WAGES 484,440 484,440 84,689 - 17% 17% 399,751 PYRLL/FRINGE BENEFIT 218,529 218,529 60,173 - 28% 28% 158,356 PROF & ADMIN 361,060 360,560 260,415 19,881 78% 72% 80,264 OTHER OPERATING 230,050 230,050 74,641 42,242 51% 32% 113,167 UTILITIES 224,500 224,500 97,416 2,660 45% 43% 124,424 EQPT & CONTRACT SVCS 322,600 322,600 7,390 - 2% 2% 315,210 PROVISN FOR INS LOSS 52,160 52,160 18,995 15,554 66% 36% 17,611 COST POOL 62,409 62,409 31,209 - 50% 50% 31,200 ASSET/CAPITAL OUTLAY - 500 - - 0% 0% 500 EXPENDITURE 1,955,748 1,955,748 634,927 80,337 37% 32% 1,240,484 4406 RHA-RICHMOND VILLAGE ONE
INTERGOV FED GRANT (192,086) (192,086) (67,104) - 35% 35% (124,982) OPER XFERS IN - - (27,634) - - - 27,634 REVENUE (192,086) (192,086) (94,738) - 49% 49% (97,348) PROF & ADMIN - - 3,618 - - - (3,618) GRANT EXPENDITURES 192,086 192,086 94,738 - 49% 49% 97,348 EXPENDITURE 192,086 192,086 98,355 - 51% 51% 93,731

Attachment 2 - Non-General Fund Revenue and Expenditure by Fund

FUNDS ORIGINAL

APPROP REVISED BUDGET YTD ACTUAL ENCUMB
W/
ENCUMB
% USED
W/O
ENCUMB
% USED

AVAILABLE
BUDGET
4407 RHA-RICHMOND VILLAGE TWO
INTERGOV FED GRANT (135,616) (135,616) (47,376) - 35% 35% (88,240) OPER XFERS IN - - (33,202) - - - 33,202 REVENUE (135,616) (135,616) (80,578) - 59% 59% (55,038) GRANT EXPENDITURES 135,616 135,616 80,578 - 59% 59% 55,038 EXPENDITURE 135,616 135,616 80,578 - 59% 59% 55,038 4408 RHA-RICHMOND VILLAGE THREE
INTERGOV FED GRANT (61,959) (61,959) (21,646) - 35% 35% (40,313) OPER XFERS IN - - (17,292) - - - 17,292 REVENUE (61,959) (61,959) (38,938) - 63% 63% (23,021) GRANT EXPENDITURES 61,959 61,959 38,938 - 63% 63% 23,021 EXPENDITURE 61,959 61,959 38,938 - 63% 63% 23,021 4501 RHA-CENTRAL OFFICE COST CNTR
LICENSES,PRMITS&FEES - - (30,000) - - - 30,000 USE OF MONEY&PROPRTY - - (5) - - - 5 OPER XFERS IN (201,725) (201,725) - - 0% 0% (201,725) X-ORDNRY/SPC-XFER IN - - (43,839) - - - 43,839 REVENUE (201,725) (201,725) (73,844) - 37% 37% (127,881) SALARIES AND WAGES 38,204 38,204 74,158 - 194% 194% (35,953) PYRLL/FRINGE BENEFIT 102,733 102,733 150,744 - 147% 147% (48,011) OTHER OPERATING - - 956 - - - (956) UTILITIES - - 2,382 - - - (2,382) COST POOL 60,788 60,788 30,410 - 50% 50% 30,378 EXPENDITURE 201,725 201,725 258,649 - 128% 128% (56,924) 4502 RHA-HOUSING CORPORATION
LICENSES,PRMITS&FEES (5,000) (5,000) (15,281) - 306% 306% 10,281 REVENUE (5,000) (5,000) (15,281) - 306% 306% 10,281 PROF & ADMIN 14,050 14,050 - - 0% 0% 14,050 EXPENDITURE 14,050 14,050 - - 0% 0% 14,050 TOTAL RICHMOND HOUSING AUTHORITY REVENUES (4,676,806) (4,676,806) (1,396,132) - 30% 30% (3,280,674) TOTAL RICHMOND HOUSING AUTHORITY EXPENDITURES 4,685,856 4,685,856 1,457,995 118,959 34% 31% 3,227,861 TOTAL RICHMOND HOUSING AUTHORITY FUNDS 9,050 9,050 61,863 118,959 1998% 684% (52,813) NON GF - REVENUE (254,008,291) (282,418,342) (112,624,531) - 40% 40% (169,793,811) NON GF - EXPENDITURE 332,078,233 415,170,855 114,981,513 57,558,321 42% 28% 242,631,021 NON GF - GRAND TOTAL 78,069,941 132,752,513 2,356,982 57,558,321 45% 2% 72,837,210

Attachment 3 - Mid-Year Budget Adjustments
Line# Fund Description Type
Increase
/
Decrease
Proposed
Mid-Year
Adjustment
Description
Non-General Fund Requests
1 Emergency Operation E I 75,000 $ Appropriate budget for as-needed emergency operations 2 General Capital E I 253,475 $ Transfer-out to Public Art for 1.5% Art Ordinance for Main Library Revitalization 3 Impact Fee Community/Aquatics R I (20,004) $ Recognize actual revenue received 4 Impact Fee Community/Aquatics R I (48,757) $ Recognize actual revenue received 5 Impact Fee Fire R I (5,712) $ Recognize actual revenue received 6 Impact Fee Fire R I (13,931) $ Recognize actual revenue received 7 Impact Fee Library R I (22,596) $ Recognize actual revenue received 8 Impact Fee Library R I (55,257) $ Recognize actual revenue received 9 Impact Fee Open Space Parks R I (83,400) $ Recognize actual revenue received 10 Impact Fee Open Space Parks R I (203,850) $ Recognize actual revenue received 11 Impact Fee Parks R I (23,760) $ Recognize actual revenue received 12 Impact Fee Parks E I 15,000 $ Annual contribution to Regional Sports Complex 13 Impact Fee Police R I (4,692) $ Recognize actual revenue received 14 Impact Fee Police R I (11,609) $ Recognize actual revenue received 15 Impact Fee Stormwater R I (8,520) $ Recognize actual revenue received 16 Impact Fee Stormwater R I (20,896) $ Recognize actual revenue received 17 Impact Fee Traffic R I (23,616) $ Recognize actual revenue received 18 Impact Fee Traffic R I (88,560) $ Recognize actual revenue received 19 Impact Fee Wastewater R I (6,243) $ Recognize actual revenue received 20 Port of Richmond E I 5,000 $ Terminal 1 monitoring 21 Port of Richmond E I 25,000 $ Graffiti removal and fence 22 Port of Richmond E I 15,000 $ Weed abatement and landscaping 23 Port of Richmond E I 60,000 $ Electrical repairs 24 Port of Richmond E I 75,000 $ Department of Toxic Substances Control Oversight Fees 25 Public Art R I (253,475) $ Transfer-In from General Capital for 1.5% Art Ordinance for Main Library Revitalization 26 Public Art E I 253,475 $ Appropriate budget for art with the Main Library Revitalization Project 27 Public Art E I 100,000 $ Kennedy Park Sculpture 28 Public Art E I 250,000 $ International-Matex Tank Terminals Sculpture 29 Public Art R I (100,000) $ Additional 1% Public Art Ordinance 30 Stormwater E I 425,000 $ Appropriate budget for Stormwater Contra Costa County Clean Water Program 31 Transportation E I 300,000 $ Appropriate budget for LYFT contract 32 Transportation E I 250,000 $ Appropriate budget for TransMetro Contract 33 Wastewater E I 2,500,000 $ Veolia Water Operation and Maintenance Expenses NON-GENERAL FUND NET IMPACT 3,607,072 $

Attachment 4 - Fiscal Year 2024-25 Mid-Year Proposed Position Listing Department Revised
FY22-23
Revised
FY23-24
Adopted
FY24-25
Revised
FY24-25

CITY ATTORNEY'S OFFICE
Admin Services Coordinator 1.0 0.0 0.0 0.0
Assistant City Attorney 2.0 2.0 2.0 2.0
Chief Assistant City Attorney 1.0 1.0 1.0 1.0
City Attorney (Currently Contract Position) 1.0 1.0 1.0 1.0 Office Specialist 1.0 1.0 1.0 1.0
Paralegal 1.0 1.0 1.0
Law Office Supervisor 1.0 1.0 1.0 1.0
Senior Assistant City Attorney 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 10.0 10.0 10.0 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 Equivalents (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 1.0
Grants Manager 1.0 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 0.0 0.0 Sr. Admin Analyst 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 5.0 7.0 6.0 6.0
COMMUNITY DEVELOPMENT (Administrative Services)
Associate Administrative Analyst (1 Term Position) 1.0 3.0 3.0 2.0 Director of Community Development 1.0 1.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 1.0 2.0
COMMUNITY DEVELOPMENT (Building Services)
Building Inspector 2.0 3.0 3.0 3.0
Building Inspector Supervisor 1.0 1.0 1.0 1.0
Building Official (Interim) 1.0 1.0 1.0 1.0
Deputy Building Official 1.0 1.0 1.0 1.0
Industrial Building Inspector 1.0 1.0 1.0 1.0
Plan Checking Engineer 1.0 2.0 2.0 2.0
Permit Technician I/II 4.0 4.0 3.0 3.0
Senior Building Inspector 3.0 3.0 3.0 3.0
Senior Permit Technician 1.0 1.0
COMMUNITY DEVELOPMENT (Code Enforcement)
Administrative Assistant 1.0 1.0 1.0 0.0
Code Enforcement Manager 1.0 1.0 1.0 1.0
Code Enforcement Officer I/II 7.0 7.0 7.0 9.0

Attachment 4 - Fiscal Year 2024-25 Mid-Year Proposed Position Listing Department Revised
FY22-23
Revised
FY23-24
Adopted
FY24-25
Revised
FY24-25
Office Specialist 0.0 0.0 1.0
COMMUNITY DEVELOPMENT (Housing/Successor Agency)
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
Senior Planner 1.0 1.0 1.0 1.0
COMMUNITY DEVELOPMENT (Planning)
Assistant/Associate Planner 3.0 2.0 2.0 2.0
Planning Manager 1.0 1.0 1.0 1.0
Planning Technician I/II 1.0 1.0 1.0 2.0
Principal Planner 1.0 1.0 1.0
Project Coordinator (Term Position) 1.0 1.0 1.0
Senior Accountant 1.0 0.0 0.0 0.0
Senior Planner 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 38.0 43.0 43.0 46.0

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
Associate Management Analyst 1.0 1.0
Total Full-Time Equivalents (FTEs) 1.0 2.0 3.0 3.0
COMMUNITY SERVICES (Employment & Training)
Administrative Assistant 1.0 1.0 1.0 1.0
Admin Trainee(3 Term Positions) 1.0 4.0 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 0.0 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 Equivalents (FTEs) 27.0 29.0 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 & Cultural Services Director 0.0 0.0 0.0
Library Assistant I/II 8.0 8.0 8.0 8.0

Attachment 4 - Fiscal Year 2024-25 Mid-Year Proposed Position Listing Department Revised
FY22-23
Revised
FY23-24
Adopted
FY24-25
Revised
FY24-25
Lending Library Specialist 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 (1 Temporary) 11.0 11.0 12.0 12.0 ONS Field Coordinator 2.0 2.0 2.0 2.0
ONS Program Manager 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 17.0 17.0 18.0 18.0
COMMUNITY SERVICES (Recreation)
Accounting Asst 1.0 1.0 1.0 1.0
Administrative Assistant (1 Term Position) 2.0 3.0 2.0 2.0 Administrative Services Coordinator 1.0 1.0 1.0
Admin Analyst 1.0 2.0 2.0 2.0
Aquatic Specialist 0.0 0.0 0.0 1.0
Associate Admin Analyst 1.0 1.0 0.0 0.0
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 Assistant 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
Office Specialist 0.0 0.0 0.0 3.0
Registration Specialist 1.0 1.0 1.0 0.0
Recreation Program Coordinator 8.0 10.0 10.0 9.0
Recreation Program Specialist 4.2 3.2 3.2 3.2
Recreation Supervisor 3.0 3.0 3.0 4.0
Senior Lifeguard 1.6 1.6 1.6 1.6
Total Full-Time Equivalents (FTEs) 30.0 36.0 34.0 37.0
COMMUNITY SERVICES (Community Crisis Response Program CCRP) Administrative Analyst/Associate 1.0 1.0 1.0
Community Intervention Specialists 8.0 8.0 8.0
Mental Health Clinician 1.0 1.0 1.0
Project Manager II - CCRP Manager 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 0.0 11.0 11.0 11.0
COMMUNITY SERVICES (Transportation)
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 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 5.0 4.0 4.0 4.0

Attachment 4 - Fiscal Year 2024-25 Mid-Year Proposed Position Listing Department Revised
FY22-23
Revised
FY23-24
Adopted
FY24-25
Revised
FY24-25

DEPARTMENT OF CHILDREN AND YOUTH
Community Services Technician I/II 1.0 1.0 1.0
Management Analyst / Associate Management Analyst 1.0 3.0 3.0 3.0 Senior Management Analyst 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 2.0 5.0 5.0 5.0
Director of Economic Development 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 1.0 1.0 1.0 1.0 Sr. Business Assistance Officer 1.0 1.0 1.0 1.0
Arts & Culture Manager 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0
Environmental Manager 1.0 1.0 1.0 1.0
Management Analyst/Associate Management Analyst 1.0 2.0 2.0 2.0 CIP Manager 1.0 1.0
Management Analyst 0.0 0.0 0.0 1.0
Port Director 1.0 1.0 1.0 1.0
Port Marketing/Operations Manager 1.0 1.0 0.0 0.0
Sr. Business Assistance Officer 1.0 1.0 1.0 1.0
Development Project Manager II 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 12.0 13.0 13.0 14.0

FINANCE
Accountant I/II 7.0 6.0 5.0 5.0
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 1.0 1.0
Business License Field Inspector 1.0 0.0 0.0 0.0
Business License Specialist 2.0 3.0 3.0 3.0
Buyer I/II 1.0 1.0 1.0 1.0
Finance Manager 2.0 2.0
Project Manager I (Contract Compliance) 1.0 0.0 0.0
Contract Compliance Administrator 1.0
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 4.0 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 Equivalents (FTEs) 32.0 35.0 34.0 35.0
FIRE
SWORN
Fire Chief (Interim) 1.0 1.0 1.0 1.0
ECONOMIC DEVELOPMENT (Business/Economic Development)
ECONOMIC DEVELOPMENT (Arts & Culture)
ECONOMIC DEVELOPMENT (Environmental & Health Initiatives) ECONOMIC DEVELOPMENT (Port)
ECONOMIC DEVELOPMENT (Real Estate)

Attachment 4 - Fiscal Year 2024-25 Mid-Year Proposed Position Listing Department Revised
FY22-23
Revised
FY23-24
Adopted
FY24-25
Revised
FY24-25
Battalion Chief 4.0 4.0 4.0 4.0
Deputy Fire Chief 1.0 1.0 1.0 1.0
Deputy Fire Marshal 1.0 1.0 1.0 1.0
Fire Captain 24.0 24.0 24.0 24.0
Fire Engineer 24.0 24.0 24.0 24.0
Fire Fighter (Temporary increase of Nine FTE - Authorized 30) 30.0 30.0 30.0 39.0 Fire Inspector I/II 5.0 5.0 5.0 5.0
Fire Marshal (Interim) 1.0 1.0 1.0 1.0
Sub-total Sworn 91.0 91.0 91.0 100.0

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 0.0
Emergency Services Analyst 1.0 1.0 1.0 0.0
Emergency Services Manager 1.0 1.0 1.0 1.0
Senior Administrative Analyst 1.0
Sub-total Non-Sworn 5.0 5.0 5.0 4.0
Total Full-Time Equivalents (FTEs) 96.0 96.0 96.0 104.0

HUMAN RESOURCES
Admin Assistant 1.0 1.0 1.0 1.0
Employee Benefits Analyst I 1.0 0.0 0.0 0.0
Human Resources Manager 3.0 3.0 2.0 2.0
Director of Human Resources 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 5.0 5.0 5.0
Human Resources Analyst Principal 1.0 1.0 2.0 2.0
Human Resources Analyst Senior 2.0 2.0 2.0 2.0
Project Manager I/II 0.0 0.0 0.0 1.0
Total Full-Time Equivalents (FTEs) 15.0 15.0 15.0 16.0
INFORMATION TECHNOLOGY | KCRT
Information Technology
Business Systems Analyst I 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 Programmer Analyst 1.0 1.0 1.0 1.0
Telecommunications Coordinator 1.0 1.0 1.0 1.0
KCRT
Cable TV Manager 1.0 1.0 1.0 1.0
Cable TV Programming Coordinator 1.0 1.0 1.0 1.0
Senior Cable TV Production Assistant 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (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

Attachment 4 - Fiscal Year 2024-25 Mid-Year Proposed Position Listing Department Revised
FY22-23
Revised
FY23-24
Adopted
FY24-25
Revised
FY24-25
Administrative Assistant 0.0 0.0 0.0 1.0
Associate Management Analyst 2.0 2.0 2.0 1.0
Executive Assistant I 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (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 9.0 9.0 10.0
Police Officer 107.0 109.0 109.0 109.0
Police Officer Trainee 2.0 0.0 0.0 0.0
Police Sergeant 23.0 23.0 23.0 23.0
Sub-total Sworn 145.0 146.0 146.0 147.0

NON-SWORN
Administrative Assistant 2.0 2.0 3.0 4.0
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 0.0 0.0
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 6.0
Jailer 6.0 6.0 6.0 6.0
Network and Systems Specialist I/II

2.0 2.0 2.0 2.0
Office Assistant 1.0 1.0 1.0 1.0
Parking Enforcement Representative 5.0 6.0 6.0 8.0
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 0.0
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 68.0 67.0 72.0
Total Full-Time Equivalents (FTEs) 213.0 214.0 213.0 219.0

PUBLIC WORKS
Administration & Finance Division
Administrative Assistant 4.0 5.0 4.0 4.0
Admin Services Coordinator 1.0 1.0 1.0 1.0
Assistant Deputy Director of Public Works 2.0

Attachment 4 - Fiscal Year 2024-25 Mid-Year Proposed Position Listing Department Revised
FY22-23
Revised
FY23-24
Adopted
FY24-25
Revised
FY24-25
Deputy Public Works Director - Operations and Maintenance 1.0 1.0 1.0 1.0 Deputy Public Works Director - Capital Improvement | City Engineer 1.0 1.0 1.0 1.0 Director of Public Works 1.0 1.0 1.0 1.0
Executive Assistant I/II 2.0 1.0 1.0 1.0
Infrastructure Administrator 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 2.0 2.0 2.0
Office Aide 0.8 0.8 0.8 0.8
Office Assistant 1.0 1.0 0.0 0.0
Senior Accountant 1.0 1.0 1.0 0.0
Senior Administrative Analyst 0.0 0.0 0.0 1.0
Capital Improvement | Engineering
Assistant/Associate Transportation Planner 1.0
Capital Projects Manager 1.0 1.0 1.0 1.0
Development Project Manager I/II 0.4 0.4 0.4 0.4
Associate Civil Engineer 1.0 0.0 0.0
Construction Inspector I/II 3.0 3.0 3.0 3.0
Junior/Assistant Engineer 1.0 2.0 3.0 3.0
Permit Technician I/II 1.0 1.0
Senior Civil Engineer 2.0 3.0 3.0 3.0
Senior Transportation Planner 1.0
Operations and Maintenance
Operations and Maintenance: Abatement
Building Trades Worker I/II/Senior 2.0 2.0 2.0 1.0
Equipment Operator 1.0 1.0 1.0 1.0
Facilities Maintenance Worker I/II 1.0 1.0 1.0 1.0
Maintenance Leadworker 2.0 2.0 3.0 3.0
Maintenance Worker I/II 13.0 13.0 13.0 13.0
Public Works Abatement Superintendent 1.0 1.0 1.0 1.0
Operations and Maintenance: Building maintenance
Carpenter 2.0 2.0 2.0 2.0
Custodial Maintenance Supervisor 1.0 1.0 1.0 1.0
Electrical Supervisor 1.0 1.0 1.0 1.0
Electrician I/II 4.0 4.0 4.0 4.0
Facilities Maintenance Worker I/II 9.0 9.0 9.0 11.0
PW Facilities maintenance Superintendent 1.0 1.0 1.0 1.0 Building Trades Worker I/II/Senior 2.0 2.0 2.0 2.0
Painter 2.0 2.0 2.0 2.0
Senior Electrician 1.0 1.0 1.0 1.0
Stationary Engineer 3.0 3.0 3.0 4.0
Stationary Engineer Supervisor 1.0 1.0 1.0 1.0
Operations and Maintenance: Fleet
Combo Equipment Lead Worker 1.0
Combo Equipment Mechanic 7.0 7.0 7.0 6.0
Equipment Mechanic III/Senior 3.0 3.0 3.0 3.0
Equipment Parts Specialist 1.0 1.0 1.0 1.0
Equipment Services Superintendent 1.0 1.0 1.0 1.0
Equipment Supervisor 1.0 1.0 1.0 1.0
Operations and Maintenance: Parks & Landscape
Equipment Parts Specialist 1.0 1.0 1.0 1.0
Gardener 3.0 2.0 2.0 4.0
Groundskeeper 13.0 14.0 16.0 18.0
Maintenance Leadworker 6.0 6.0 6.0 5.0

Attachment 4 - Fiscal Year 2024-25 Mid-Year Proposed Position Listing Department Revised
FY22-23
Revised
FY23-24
Adopted
FY24-25
Revised
FY24-25
Parks & Landscaping Superintendent 1.0 1.0 1.0 1.0
Parks Construction & Maintenance Worker 5.0 5.0 5.0 6.0 Parks Supervisor (One Interim) 3.0 3.0 3.0 4.0
Tree Leadworker 1.0 1.0 1.0 2.0
Operations and Maintenance: Streets & Signs
Equipment Operator 10.0 10.0 10.0 10.0
Maintenance Leadworker 2.0 2.0 2.0 2.0
Maintenance Worker I/II 8.0 8.0 8.0 9.0
Project Manager I/II 1.0 0.0 0.0 1.0
PW Streets Maintenance Superintendent 1.0 1.0 1.0 1.0
Streets Supervisor 1.0 1.0 1.0 1.0
To Be Determined 2.0 0.0
TBD - Tree Trimmers 0.0 2.0
Total Full-Time Equivalents (FTEs) 138.2 141.2 145.2 159.2 PUBLIC WORKS (Water Resource Recovery)
Environmental Compliance Inspector 2.0 2.0 2.0 2.0
Environmental Manager 1.0 1.0 1.0 1.0
Project Manager I/II 1.0 0.0 0.0 0.0
Water Resources Division Manager 1.0 1.0 1.0
Project Coordinator 1.0 0.0 0.0 0.0
Senior Civil Engineer 1.0 1.0 1.0
Senior Environmental Inspector 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 6.0 6.0 6.0 6.0

RENT PROGRAM
Administrative Assistant 3.0 1.0 1.0 1.0
Administrative Trainee 1.0
Compliance Specialist 2.0 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 1.0
Rent Program Analyst I/II 2.0

2.0 2.0 2.0
Senior Admin Analyst 1.0 1.0 1.0 1.0
Senior Management Analyst 1.0 1.0 1.0 1.0
Staff Attorney Rent Program 1.0 1.0 1.0 1.0
Total Full-Time Equivalents(FTEs) 12.0 14.0 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 (Interim) 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 0.0 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 Equivalents (FTEs) 7.0 5.0 5.0 5.0
GRAND TOTAL ALL DEPARTMENTS 732.0 770.0 771.0 808.0

City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

PUBLIC WORKS DEPARTMENT - CIP
13TH STREET COMPLETE
STREET 4,353,951 77,571 4,431,522 44,218 44,825 4,342,479 1% 2% 2024 SLURRY SEAL 2,516,001 885,432 3,401,433 2,642,940 314,828 443,665 78% 87% 37TH STREET IMPROVEMENT 38,100 7,437 45,537 3,439 3,998 38,100 8% 16%

AMERICANS WITH DISABILITIES
ACT (ADA) MISC SIDEWALKS 803,421 2,609,818 3,413,239 1,904,339 1,113,468 395,432 56% 88%

ATP QUICK BUILD
CUTTING/HOFFMAN 129,587 184,128 313,715 - 184,128 129,587 0% 59% BARRETT AVE RD.

IMPROVEMENT 279,200 - 279,200 - - 279,200 0% 0% BAYVIEW TO BART 270,000 - 270,000 - - 270,000 0% 0% BOOKER T. ANDERSON (BTA)
CENTER HVAC 89,880 142,841 232,721 201,477 31,244 (0) 87% 100% BOOKER T. ANDERSON (BTA)
CENTER INFRASTRUCTURE 286,157 19,190 305,347 162,283 143,064 - 53% 100% BOOKER T. ANDERSON (BTA)
CENTER PHASE III - 321,606 321,606 - 16,209 305,397 0% 5%

BOORMAN PARK
REVITALIZATION 6,350,237 130,504 6,480,741 91,782 54,371 6,334,589 1% 2%

BRIDGE PREVENTIVE
MAINTENANCE 29,310 82,927 112,237 21,777 66,457 24,004 19% 79%

BUILT ENVIRONMENT NEEDS
ASSESSMENT - 500,000 500,000 - - 500,000 0% 0% CANAL BLVD. GATES/FENCE - 100,000 100,000 - - 100,000 0% 0% CARLSON BLVD. PHASE II 4,072,972 2,845 4,075,817 36,211 725,135 3,314,472 1% 19%

554
City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

CCTV CAMERAS - PUBLIC
WORKS - 177,500 177,500 - - 177,500 0% 0%

CIVIC CENTER PLAZA
LANDSCAPING 200,000 - 200,000 - - 200,000 0% 0%

CORP YARD BATHROOM
REMODEL 12,435 - 12,435 - - 12,435 0% 0% CORP YARD FENCE 37,500 - 37,500 - - 37,500 0% 0%

CORP YARD FUEL SITE
UPGRADE 101,610 - 101,610 - - 101,610 0% 0% CUTTING CARLSON BLVD.

SECTION 130 458,000 - 458,000 3,801 - 454,199 1% 1%

DIRT WORLD BIKE PARK
REVITALIZATION 64,444 84,312 148,756 62,695 21,618 64,444 42% 57% DORNAN TUNNEL LIGHTING 31,419 21,996 53,415 - 21,996 31,419 0% 41% FIRE STATION 63
IMPROVEMENTS 291,000 9,000 300,000 736 32,192 267,073 0% 11% FIRE STATION 66
IMPROVEMENTS 780,052 - 780,052 - - 780,052 0% 0%

GREENING THE YELOW BRICK
ROAD 265,198 498,918 764,116 251,338 247,580 265,198 33% 65%

GREENWAY REHAB AND BIKE
EDUCATION 30,000 - 30,000 - - 30,000 0% 0% HARBOUR 8 PARK EXTENSION 568,741 2,411,448 2,980,189 1,056,251 1,375,197 548,741 35% 82%

HARBOUR WAY & WRIGHT
SECTION 130 938,286 227,952 1,166,238 27,574 203,454 935,210 2% 20% I-80 CENTRAL INTERCHANGE
PHASE II 4,174,490 501,718 4,676,208 97,366 549,667 4,029,175 2% 14%

555
City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

LINCOLN SAFE ROUTES TO
SCHOOL 112,189 610,031 722,220 7,455 2,745 712,020 1% 1%

MACDONALD AVE PEDESTRAIN
CROSSING 63,440 - 63,440 - - 63,440 0% 0%

MCBRYDE SAFE ROUTES TO
PARKS 260,000 - 260,000 - - 260,000 0% 0% METROWALK TRANSIT VILLAGE 38,100 7,437 45,537 1,735 5,702 38,100 4% 16%

NATIVE AMERICAN HEALTH
CENTER 50,000 - 50,000 - - 50,000 0% 0%

NEIGHBORHOOD COMPLETE
STREETS 4,726,873 352,154 5,079,027 31,994 326,116 4,720,916 1% 7% NEVIN CENTER HVAC 52,750 - 52,750 - - 52,750 0% 0%

PARKS MAINTENANCE
EQUIPMENT - 161,797 161,797 71,910 143,820 (53,932) 44% 133%

POST ENCAMPMENT CLEANUP
EQUIPMENT 75,000 - 75,000 6,748 - 68,252 9% 9% PT. MOLATE COTTAGES
ASSESSMENT 16,898 663,189 680,087 6,542 656,647 16,898 1% 98% PT. RICHMOND BICYCLE
CONNECTIVITY - 267,500 267,500 - - 267,500 0% 0% RECREATION CENTER HVAC 36,775 - 36,775 - - 36,775 0% 0% RICHMOND ART AND LIGHT 3,204,474 265,023 3,469,497 108,479 142,050 3,218,969 3% 7%

SANTA RITA ROAD
STABILIZATION - 211,686 211,686 23,965 94,801 92,921 11% 56% SF BAY TRAIL- PT. MOLATE 2,543,548 868 2,544,416 - 868 2,543,548 0% 0%

SHIELDS-REID PARK
REVITALIZATION 1,979,144 4,612,759 6,591,903 1,300,963 3,506,412 1,784,528 20% 73%

556
City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

SOCCER FIELDS-RESTROOMS-
PARKS 7,703,008 - 7,703,008 281,472 308,611 7,112,924 4% 8% STREET PAVING 7,682,467 1,307,178 8,989,645 2,501,493 3,084,312 3,403,841 28% 62%

STREET PAVING -
CUTTING/HARBOUR WAY S.

BIKEWAY
40,917 105,702 146,619 7,628 98,075 40,917 5% 72% STREET PAVING - MARINA WAY - 1,794 1,794 - 1,794 - 0% 100%

STREET SWEEPING SIGNS

INSTALLATION
550,000 - 550,000 42,000 470,637 37,363 8% 93% SURFACE DRAINAGE 300,000 - 300,000 - - 300,000 0% 0% TRAFFIC CALMING PROGRAM 3,218,752 134,549 3,353,301 47,101 41,961 3,264,239 1% 3%

TRAFFIC SAFETY

IMPROVEMENTS
375,000 183,546 558,546 119,967 90,725 347,854 21% 38%

TRAFFIC SIGNAL
IMPROVEMENTS 6TH &

MACDONALD
49,213 242,082 291,295 186,510 55,572 49,213 64% 83% VIA VERDI MITIGATION 4,500,000 - 4,500,000 - - 4,500,000 0% 0% YELLOW BRICK ROAD 198,061 (18,546) 179,515 64,397 76,075 39,043 36% 78%

YELLOW BRICK ROAD CLEAN,

GREEN & BEAUTIFUL
1,334,661 2,510,829 3,845,490 870,443 2,844,716 130,330 23% 97%

TOTAL - PUBLIC WORKS
DEPARTMENT CIP 66,283,261 20,616,719 86,899,980 12,289,025 17,101,068 57,509,887 14% 34%

PUBLIC WORKS - WATER RESOURCE RECOVERY WASTEWATER - CIP COGENERATION - 672,196 672,196 3,078 669,118 - 0% 100% CUTTING BLVD. & HARBOUR
WAY S. SEWER
13,750,000 - 13,750,000 - - 13,750,000 0% 0%

557
City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED
DECLORINATION - 737,748 737,748 631,870 5,643 100,234 86% 86%

DORNAN DRIVE FORCE MAIN
REHABILITATION 879,869 124,069 1,003,938 91,206 32,863 879,869 9% 12%

DORNAN DRIVE TUNNEL
REHABILITATION 2,600,000 - 2,600,000 - - 2,600,000 0% 0% FIRST ST. & BISSELL AVE
SEWER - 10,433 10,433 - 10,433 - 0% 100% FIRST ST. WET WEATHER - 207,572 207,572 - 207,572 - 0% 100% FERRY POINT-DORNAN DR.

PUMP STATION - 399,775 399,775 23,026 426,749 (50,000) 6% 113%

FLEET REPLACEMENT/CITY

VEHICLE
- 16,069 16,069 - - 16,069 0% 0%

GRIT AND AERATION

REPLACEMENT
81,307 1,794,365 1,875,672 5,469 1,698,510 171,694 0% 91%

SANITARY SEWER/DESIGN

CUTTING CARLSON &

HOFFMAN
- 694,991 694,991 587,047 107,944 - 84% 100%

SANITARY SEWER/PIPELINE
REHAB 4,500,000 576,198 5,076,198 403,086 173,113 4,500,000 8% 11% SANITARY SEWER REPAIRS 7,325,000 269,489 7,594,489 637,418 1,677,577 5,279,493 8% 30% SEISMIC RETROFIT - 8,449 8,449 - 8,449 - 0% 100% WW 2017A BOND/DESIGN &
ENG SERV - 281,876 281,876 281,000 876 - 100% 100%

WW MACDONALD & VIRGINIA
SEWER CAPACITY - 79,593 79,593 - 79,593 - 0% 100%

WWTP MANHOLE
REPLACEMENT 750,000 - 750,000 - - 750,000 0% 0% WWTP SCADA UPGRADE - 4,709 4,709 - 4,709 - 0% 100%

558
City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED
WWTP SLUDGE THICKENER 3,642,682 7,903,413 11,546,095 4,255,444 413,748 6,876,903 37% 40%

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

TOTAL - WATER RESOURCE
RECOVERY WASTEWATER CIP 33,778,858 13,880,587 47,659,445 6,918,643 5,616,540 35,124,262 15% 26%

PUBLIC WORKS - WATER RESOURCE RECOVERY STORMWATER - CIP

FULL TRASH CAPTURE
FACILITIES - 623,070 623,070 208,876 414,194 - 34% 100%

NORTH RICHMOND PUMP
STATION - 359,203 359,203 - 359,203 - 0% 100%

RHEEM CREEK FLOOD RISK
REDUCTION 821,786 613,601 1,435,387 488,636 567,773 378,978 34% 74%

STORMWATER
INFRASTRUCTURE 750,000 - 750,000 - 750,000 - 0% 100%

TOTAL - PUBLIC WORKS -

WATER RESOURCE RECOVERY

STORMWATER - CIP
1,571,786 1,595,874 3,167,660 697,512 2,091,170 378,978 22% 88%

COMMUNITY SERVICES DEPARTMENT - CIP

AMERICANS WITH DISABILITIES
ACT (ADA) BOOKER T.

ANDERSON (BTA) CENTER
335,000 - 335,000 - - 335,000 0% 0%

AMERICANS WITH DISABILITIES

ACT (ADA) PARCHESTER
CENTER
415,638 - 415,638 - - 415,638 0% 0%

559
City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

AUDITORIUM CONVENTION
CENTER UPGRADES - 43,912 43,912 40,542 3,370 - 92% 100%

RICHMOND COMMUNITIES
CLEAN COLLOBORATIVE 5,044,289 2,403,218 7,447,507 55,473 343,861 7,048,173 1% 5%

TOTAL - COMMUNITY
SERVICES DEPARTMENT CIP 5,794,927 2,447,130 8,242,057 96,015 347,232 7,798,811 1% 5%

LIBRARY DEPARTMENT - CIP
BOOKMOBILE - NEW 140,000 - 140,000 - 60,000 140,000 0% 43%

COURTYARD ENCLOSURE -
MAIN LIBRARY 382,000 - 382,000 - - 382,000 0% 0% MAIN LIBRARY REMODEL 1,362,904 9,383,963 10,746,867 422,765 1,595,073 8,729,029 4% 19%

TOTAL - LIBRARY
DEPARTMENT CIP 1,884,904 9,383,963 11,268,867 422,765 1,655,073 9,251,029 4% 18%

ECONOMIC DEVELOPMENT - PORT OF RICHMOND - CIP
AREA FM CAP 912,930 295 913,225 4,530 295 908,400 0% 1%

CAFETERIA BUIDLING
WINTERIZATION 141,894 67,000 208,894 - 77,000 131,894 0% 37% ELECTRICAL MAINTENANCE 60,000 59,800 119,800 1,068 79,600 39,132 1% 67% FLOCK CAMERA INSTALLATION 25,000 - 25,000 - - 25,000 0% 0% HISTORIC SHIP MOVE 500,000 - 500,000 - - 500,000 0% 0% PAVEMENT MAINTENANCE 150,000 - 150,000 51,110 98,890 - 34% 100% PORT ELECTRICAL ON-CALL 200,000 - 200,000 - - 200,000 0% 0%

560
City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED

PORT INFRASTRUCTURE
UPGRADE 150,000 - 150,000 - - 150,000 0% 0%

PPMT ELECTRICAL AND
WATERING METERING 365,000 - 365,000 - - 365,000 0% 0%

PROCESSING BUILDING
ASSESSMENT 100,000 - 100,000 - - 100,000 0% 0%

PROCESSING BUILDING
VENTILATION 55,000 - 55,000 - - 55,000 0% 0%

PROCESSING BUILDING
WINDOW REPAIR 350,000 - 350,000 104,094 45,906 200,000 30% 43% RIGGERS LOFT PAINTING 175,000 - 175,000 - - 175,000 0% 0%

ROAD, GATE, FENCE

INFRASTRUCTURE
60,000 - 60,000 - - 60,000 0% 0%

STROM DRAIN IMPROVEMENTS
- PORT
500,000 - 500,000 - - 500,000 0% 0% TERMINAL 4 WHARF REMOVAL 2,301,853 544,498 2,846,351 38,759 572,555 2,235,037 1% 21% TERMINALS 7 & 8 DREDGING 65,000 - 65,000 6,250 - 58,750 10% 10% TERMINALS 7 & 8
ELECTRIFICATION 1,700,000 - 1,700,000 - - 1,700,000 0% 0%

YACHT ENTRANCE HARBOUR

DREDGING
45,000 - 45,000 - - 45,000 0% 0%

TOTAL - ECONOMIC

DEVELOPMENT - PORT OF

RICHMOND CIP
7,856,677 671,593 8,528,270 205,812 874,246 7,448,213 2% 13%

PUBLIC WORKS - EQUIPMENT SERVICES AND REPLACEMENT - CIP FIRE VEHICLES 2,460,000 1,356,432 3,816,432 5,460 53,577 3,899,799 0% 2% OTHER CITY EQUIPMENT 25,000 175,526 200,526 104,071 71,455 25,000 52% 88%

561
City of Richmond
FY2024-25 - Mid-Year Report
Attachment 5 - Capital Improvement Projects Budget Report by Department

EXPENDITURES - CAPITAL
PROJECTS by DEPARTMENT

ORIGINAL
BUDGET
FY2024-25

TRANSFERS/
ADJUST
FY2024-25

REVISED
BUDGET
FY2024-25
12/31/24

EXPENDED
FY2024-25 ENCUMB

BALANCE

REMAINING
% Without
ENCUMB % USED
OTHER CITY VEHICLES 1,935,000 2,292,581 4,227,581 519,506 1,987,179 1,720,896 12% 59% POLICE VEHICLES 1,465,000 241,815 1,706,815 211,574 1,104,569 390,672 12% 77%

TOTAL - EQUIPMENT SERVICES
CIP 5,885,000 4,066,354 9,951,354 840,612 3,216,780 6,036,367 8% 41%

INFORMATION TECHNOLOGY - CIP

AUDIO VIDEO EQUIPMENT
REPLACEMENT 38,170 - 38,170 - - 38,170 0% 0% IT FIRE EOC EQUIPMENT 147,869 - 147,869 - - 147,869 0% 0% NETWORK REFRESH 255,055 - 255,055 - - 255,055 0% 0%

TOTAL - INFORMATION
TECHNOLOGY CIP 441,094 - 441,094 - - 441,094 0% 0%

POLICE - CIP
CCTV CAMERAS - POLICE - 177,500 177,500 - - 177,500 0% 0%

CORP YARD SECURITY
CAMERAS 37,500 - 37,500 - - 37,500 0% 0% TOTAL - POLICE CIP 37,500 177,500 215,000 - - 215,000 0% 0% GRAND TOTAL 123,534,007 52,839,720 176,373,727 21,470,382 30,902,109 124,203,641 12% 30%

562
Attachment 6 - Resolution Mid-Year Budget Review Fiscal Year 2024-25 RESOLUTION NO. ________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND ADOPTING FISCAL YEAR 2024-25 MID-YEAR BUDGET AND ADJUSTMENTS
WHEREAS, pursuant to Section 1(b) of Article IV of the Richmond City Charter the City Manager is required to prepare an annual budget for the review and approval by the City Council; and

WHEREAS, all appropriations for the prior fiscal years shall lapse at the end of Fiscal Year 2024-25 and any remaining amounts shall be credited against their respective fund balances except for any encumbered amounts for specific obligations outstanding at the end of said Fiscal Year; and

WHEREAS, the City Council has reviewed the proposed mid-year budget and adjustments for the Fiscal Year 2024-25 at a public meeting on April 15, 2025.

NOW, THEREFORE, BE IT RESOLVED, that the City Council hereby adopts the FY 2024- 25 Mid-Year Budget adjustments for the following funds as stated in the Attachment 3:

FUND

PROPOSED

REVENUE

ADJUSTMENTS

PROPOSED

EXPENDITURE

ADJUSTMENTS
NET

MID-YEAR

ADJUSTMENTS
1003 TRANSPORTATION OPERATION - 550,000 550,000 1304 EMERGENCY OPE & DISASTR R - 75,000 75,000 1305 PUBLIC ART (353,475) 603,475 250,000 2001 GENERAL CAPITAL FUND - 253,475 253,475 2110 IMPACT FEE - PARKS (23,760) 15,000 (8,760) 2111 IMPACT FEE - TRAFFIC (112,176) - (112,176) 2113 IMPACT FEE - FIRE (19,643) - (19,643) 2114 IMPACT FEE - POLICE (16,301) - (16,301) 2115 IMPACT FEE - COMM/AQUATC (68,761) - (68,761) 2116 IMPACT FEE - PARKS/OPEN (287,250) - (287,250) 2117 IMPACT FEE - LIBRARY (77,853) - (77,853) 2119 IMPACT FEE - STORM DRAINAGE (29,416) - (29,416) 2120 IMPACT FEE - WASTEWATER (6,243) - (6,243) 4001 PORT - 180,000 180,000
4003 WASTEWATER - 2,500,000 2,500,000
4006 STORMWATER - 425,000 425,000
Total All Funds (994,878) 4,601,950 3,607,072

BE IT FURTHER RESOLVED, that, effective April 15, 2025, the City’s position control is hereby revised to adjust the following position:

Classification Department Unit
Add: 1 Parks Construction &
Maintenance Worker
Public Works SEIU Local 1021 – General Employees
Delete: 1 Maintenance
Leadworker
Public Works SEIU Local 1021 – General Employees

*****************************
563
Attachment 6 - Resolution Mid-Year Budget Review Fiscal Year 2024-25 I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a _________ meeting held on _____________ by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

________________________________________
Clerk of the City of Richmond

(SEAL)

Approved:

_______________________________
Mayor

Approved as to form:

____________________________
City Attorney

564

April 22, 2025

Human Resources

DATE: April 22, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Nickie Mastay, Deputy City Manager
Sharrone Taylor, Director of Human Resources

Subject:

Unit Determination – Community Intervention Specialist
FINANCIAL IMPACT: None

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
ISSUE:

City Council must issue a decision in the appeal of the unit determination for Community Intervention Specialist.

RECOMMENDED ACTION:

HEAR an appeal by the Richmond Police Officers
Association (RPOA) regarding the Unit Determination for Community Intervention Specialist and make a final
determination regarding the bargaining unit – Human
Resources Department (Nickie Mastay/Sharrone Taylor
510-620-6803). This item was continued from the
April 15, 2025, meeting.

DISCUSSION:

Background

In June 2020, the City Council established the Reimagining Public Safety Task Force (RPSTF) to develop plans for redefining public safety in Richmond. Over the following year, the RPSTF worked on proposal recommendations within their subcommittees, ultimately focusing on a crisis program for community behavioral health issues and AGENDA
REPORT
565

April 22, 2025
conflict resolution. The RPSTF's final recommendation and budget proposal suggested reallocating $2.45 million from the current police budget to pilot the Community Crisis Response Program (CCRP).

In June 2021, after receiving feedback from various city personnel, a revised recommendation of $1 million was proposed for the CCRP pilot. This amount was finalized and included in the FY 21-22 budget. Ongoing community engagement, including Community Roundtable Discussions, led to the release of a Request for Proposal in April 2022 to support the creation and implementation of the CCRP. In July 2022, the Urban Strategies Council, a local research non-profit, was selected to draft the CCRP Feasibility Study and Implementation Report, providing regular updates and a draft report to the Richmond City Council in May 2023.

The Program Manager and an Associate Administrative Analyst were hired to initiate the program's planning and implementation within the City's framework. The City also began developing new classifications for the new department. The Community Intervention Specialist classification was the first job description created and was presented to the Personnel Board for approval on March 23, 2024. Richmond Police Officer Association President Ben Therriault expressed concerns regarding this classification, prompting the City to initiate the meet and confer process.

COMMUNITY INTERVENTION SPECIALIST UNIT DETERMINATION

In December 2024, the Richmond Police Officers Association (RPOA) formally objected to the Community Intervention Specialist classification assignment to the SEIU Local 1021 General Employees Bargaining Unit, asserting that the classification properly belonged in the Richmond Police Officers Association's bargaining unit. After consideration of the RPOA's objection, the City's Employee Relations Officer, Human Resources Director, Sharrone Taylor, determined that SEIU Local 1021 Bargaining Unit was the appropriate unit for this classification on the basis of identifiable community interest and met with RPOA to hear their appeal of the initial determination. The final determination was issued on March 19, 2025.

According to the Employer-Employee Relations Resolution 48-19, the aggrieved bargaining unit has the right to appeal to the City Council. Section 10 of the resolution outlines the process:

"An employee organization aggrieved by an appropriate unit determination of the Employee Relations Officer under this Article II may, within ten (10) days of notice thereof, request the intervention of the California State Mediation and Conciliation Service pursuant to Government Code Sections 3507.1 and 3507.3, or may, in lieu thereof or thereafter, appeal such determination to the City Council (bold added) for a final decision within fifteen (15) days of notice of the Employee Relations Officer's determination of the termination of proceedings pursuant to Government Code Sections 3507.1 or 3507.3, whichever is later."

566

April 22, 2025
Legal counsel has determined that the California State Mediation and Conciliation Service does not have jurisdiction over this matter because the modification of the bargaining unit does not raise a representation question.

The purpose of this City Council item is to allow the RPOA to appeal to the City Council regarding the unit determination for the Community Intervention Specialist classification.

The City Council's decision will be the final and binding determination regarding the classification's bargaining unit.

DOCUMENTS ATTACHED:

Attachment 1 –Community Intervention Specialist Bargaining Group Determination January 27, 2025
Attachment 2 – Richmond Police Officer’s Association’s Objection to Classification of Community Intervention Specialist February 6, 2025
Attachment 3 – Community Intervention Specialist Bargaining Group Final Determination March 19, 2025
Attachment 4 - Community Intervention Specialist Job Description 567
From: Sharrone Taylor
To: Benjamin Therriault
Cc: jhughes; [email protected]; Beth Arnese; Nickie Mastay; Catherine Selkirk Subject: Community Intervention Specialist Bargaining Group Determination Date: Monday, January 27, 2025 9:52:00 AM
Greetings RPOA,

After careful consideration, I have determined that the Community Intervention Specialists
job classification has a more compelling community of
interest with the City’s General Employees bargaining unit than with the Police Officers’ Association bargaining unit.

Section 9 of Employer-Employee Relations Rules provides that the basic policy objections in determining the appropriateness of units shall be the effect of a proposed unit on “(1) the efficient operations of the City and its compatibility with the primary responsibility of the city and its employees to effectively and economically serve the public, and (2) providing employees with effective representation based on recognized community of interest considerations.”

First, introducing a new classification with significantly different operational responsibilities and duties than Police Officers and Police Sergeants would require extensive revisions to the Memorandum of Understanding (MOU) regarding wages, benefits, and working conditions and overall restructuring the unit. This process would be time-intensive and create an administrative burden for our staff.

Second, the Community Intervention Specialists share an identifiable community of interest with other non-sworn Police Department job classifications in the General Employees unit. There are currently no non-sworn classifications in RPOA. Historically, non-sworn classifications at this pay grade and skill level fall under a non-sworn unit. For example, the Neighborhood Change Agents that perform similar work to the Community Intervention Specialist (outreach, referrals, and intervention) are represented by the General Employees unit. Similarly, Code Enforcement Officers were once in the Police Department (now in Community Development) are also in the General Employees unit. Given this position's operational and organizational placement, 568
as well as the City’s organizational patterns, it is logical for this classification to be in the General Employees unit.

Please note that you have the right to appeal this decision, as set forth in Section 10: "An employee organization aggrieved by an appropriate unit determination of the Employee Relations Officer under this Article II may, within ten (10) days of notice thereof, request the intervention of the California State Mediation and Conciliation Service pursuant to Government Code Sections 3507.1 and 3507.3, or may, in lieu thereof or thereafter, appeal such determination to the City Council for final decisions within fifteen (15) days of notice of the Employee Relations Officer's determination of the termination of proceedings pursuant to Government Code Sections 3507.l or 3507.3, whichever is later."

I acknowledge that we need to have further discussions regarding job responsibilities and ensure cohesiveness between your work and the work of the Community Crisis Response Department. Through effective communication and collaboration, we can move forward positively and continue to find common ground.

Thank you.

Sharrone Taylor | Director of Human Resources
450 Civic Center Plaza | Richmond, CA 94804
[email protected]
City of Richmond | Human Resources
510 620-6803 office

DISCLAIMER: This email and any files transmitted with it are confidential and intended solely for the use of the individual or entity to whom they are addressed. If you have received this email in error, please notify the sender by replying to this message and then delete it from your system. Use, dissemination or copying of this message by unintended recipients is not authorized and may be unlawful.

Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the City of Richmond.

Finally, the recipient should check this email and any attachments for the presence of viruses. The City of Richmond accepts no liability for damages caused by any virus transmitted by this email.

569

2300 Contra Costa Boulevard │ Suite 500 │ Pleasant Hill, CA 94523 │ T 925.609.1699 │ F 925.609.1690 ENCINO | FRESNO | PLEASANT HILL | REDLANDS | SACRAMENTO SAN FRANCISCO | SANTA MONICA | TRUCKEE
www.RLSlawyers.com
Jonathan R. Murphy
Attorney at Law
[email protected]

February 6, 2025

V
IA ELECTRONIC MAIL [[email protected]] & FIRST-CLASS MAIL

Sharrone Taylor
Director of Human Resources
City of Richmond
450 Civic Center Plaza
Richmond, CA 94804

Re: Richmond Police Officers’ Association’s Objection to Classi fication of Community Intervention Specialist

Dear Ms. Taylor:

I am writing on behalf of the Richmond Police Officer’s Association (“RPOA”). We are in receipt of your email dated January 27, 2025 indicating that you intend to assign the proposed “Community Invention Specialist” to Service Employees International Union (“SEIU”). We object on multiple grounds including the fact that the decision is premature, erroneous and indicates that the City of Richmond (“City”) has already reached a conclusion on a mandatory subject of collective bargaining, without engaging in good faith meeting and conferring with the RPOA.

BACKGROUND
This matter came to light last year when the RPOA discovered that the City was planning to create the “Community Intervention Specialist” position to be represented by SEIU. The RPOA’s investigation of this matter revealed that the Community Intervention Specialist was advertised as a job classification designed to take work directly from police officers who are represented by the RPOA. (See Attachment 1 at pp. 9-14.) Upon recognizing that the City apparently engaged in secret negotiations with SEIU, the RPOA objected to the City’s subsequent attempts to engage in surface bargaining with the RPOA. The RPOA also objected that the proposal was untimely under the Employer-Employee Relations Resolution 48-19 (“EERR”). Due to the issues presented by the EERR, the initial proposal was withdrawn by the City. Minutes from the March 28, 2024 Personnel Board meeting acknowledge Ben Therriault’s objection to the classification taking work away from RPOA and demanding to meet and confer. (See Attachment 1.) The subsequent Personnel Board meeting scheduled for April 24, 2024, was cancelled due to a lack of quorum, which has been a growing trend for the body, limiting access to information and discourse and diminishing confidence in the reliability of the Board.
570
Sharrone Taylor
Re: Richmond Police Officers’ Association’s Objection to Classification of Community Intervention Specialist
February 6, 2025

The parties then reconvened on December 12, 2024, to discuss a number of matters currently in the meet and confer process. At that meeting, the matter of the “Community Intervention Specialist” was again raised by the City. The RPOA noted that the City had not made a new proposal since its last proposal was deemed untimely. The City conceded its initial proposal did not comply with the EERR, and indicated that it would be submitting a new proposal. We reiterated our concerns regarding the City’s dealings with SEIU, and asserted that, based on the documents we had reviewed, the selection of SEIU made no sense, and that the RPOA would be a more appropriate bargaining unit if any bargaining unit work was going to be reassigned from the police officer classification to the Community Intervention Specialist. The City responded that it would designate a union upon making its second proposal, and that the RPOA could appeal.

THE DESIGNATION APPEARS PREMATURE
Within your email dated January 27, 2025, you acknowledged that “we need to have further discussions regarding job responsibilities.” Indeed, in our last meeting, the City could not answer our questions regarding what work the Community Intervention Specialists would be engaged in, beyond the representatives from the agency offering that “we want to do the work you don’t want,” which appeared to be an acknowledgement that the Community Intervention Specialists would be performing work currently done by RPOA. If we are unclear as to what these Community Intervention Specialists will actually be doing, I do not know how the City is now purporting to have the necessary support to designate SEIU as a the appropriate bargaining unit.

Furthermore, Section 10 of the EERR requires that the “Employee Relations Officer shall give written notice of the proposed modification (s) to any affected employee organization and shall hold a meeting concerning the proposed modification(s), at which time all affected employee organizations shall be heard.” This meeting, which is to occur after notice of proposed designation and before appeal, has not occurred. Furthermore, the proposals contained within the City’s January 27, 2025 email do not include an explanation or affirmation that the City complied with all the procedures set out in Section 8 of the EERR, as required in Section 10.

Based on the representations made in the City’s January 27, 2025 email, we believe that the parties need to conduct further meet and confer to define the job responsibilities of the Community Intervention Specialist position before a unit determination can be made. As we indicated in our email dated February 5, 2025, we are requesting intervention from CSMCS on this determination, preserving our right to the appeal. However, we are not waiving any right or ability to seek review, redress or injunction to prevent or delay the proceedings before CSMCS. We imagine that the reviewing body on this matter, be it CSMCS, the Superior Court, or PERB, will likely also find this matter unripe for unit determination. We remain hopeful that review by CSMCS (or any other body) can be avoided, if the City is open to further discussions on the actual functions of the Specialist position before a unit designation is made. 571
Sharrone Taylor
Re: Richmond Police Officers’ Association’s Objection to Classification of Community Intervention Specialist
February 6, 2025

THE DESIGNATION IS ERRONEOUS
Despite the City’s purported ignorance regarding the Community Intervention Specialist’s actual functions at meet and confer (and reiterated in your January 27th correspondence), there are an abundance of admissions within the record, or otherwise publicly available, indicating that it is both the function and the purpose of this position to reassign work currently being performed by members of the RPOA to a cheaper job classification and represented by another bargaining unit.

Within the Personnel Board Agenda attachments to the City’s initial untimely attempt to propose this position, a March 28, 2024 Staff Report from Human Resources to the Personnel Board and the attached job description provided the following information the Community Intervention Specialist position:

CCRP’s goal is to provide a diversion model to reduce reliance on police and criminal justice responses by offering a public health response.
(Attachment 2, Staff Report p. 1, emphasis added.)
The Community Intervention Specialist will be the primary point of contact who will work directly with members of the community to provide support and services t o reduce low-level instances being escalated to Public Safety.
(Attachment 2, Staff Report p. 2, emphasis added.)
Urban Strategies Council conducted a community survey, focus groups, community meetings, and direct interviews with Richmond residents and community stakeholders to understand their experiences with the 911 system , crisis resources, and their expectations for new response strategies.
(Attachment 2, Staff Report p. 1, emphasis added.)
The Community Intervention Specialist will be the primary point of contact who will work directly with members of the community to provide support and services to reduce low-level instances being escalated to Public Safety.
(Attachment 2, Staff Report p. 2, emphasis added.)
Community Crisis Response Program is an essential program that will provide community-focused, trauma-informed, and healing- 572
Sharrone Taylor
Re: Richmond Police Officers’ Association’s Objection to Classification of Community Intervention Specialist
February 6, 2025

centered call responses by well- trained non-police personnel, s uch as Community Intervention Specialists, who can increase impacted individuals’ access and connection to timely, appropriate, and safe community-based services and resources.
(Attachment 2, Staff Report p. 2.)
The job description attached the March 28, 2024 memo contains the following:

The Community Intervention Specialist will be responsible for providing immediate assistance and support to Richmond residents facing crises within the community. The Crisis Intervention Specialist responds to low-level emergency and non-emergency calls within Richmond.

Community Intervention Specialists are also required to work shifts, including holidays and weekends.
(Attachment 2, Job Description p. 1, emphasis added.)
The section of the Job Description detailing “ESSENTIAL DUTIES & RESPONSIBILITIES” includes:
o Responds to low-level emergency and non-emergency calls within Richmond to provide on-scene crisis management and community intervention.
o Conducts thorough assessments of individuals in crisis to determine their immediate needs and level of risk.
o Records all individual observations and actions using program-specific forms and standards; ensures timely completion of reports and records; performs data entry responsibilities while maintaining confidentiality. o Drives a City vehicle to respond to dispatched incidents, remains knowledgeable about Richmond’s geography, and uses maps and traffic navigation platforms to promptly reach designated call locations. o Operates radio and mobile communication equipment.
o Utilizes de-escalation techniques to defuse tense situations and ensure the safety of individuals involved.
573
Sharrone Taylor
Re: Richmond Police Officers’ Association’s Objection to Classification of Community Intervention Specialist
February 6, 2025

o Provides referrals to health and wellness services and other related agencies with resources.
o Required to work various shifts associated with a 24-hour, 365-day operation and wear a uniform.
o This position requires frequent exposure to unpleasant environmental conditions and/or hazards. Majority of work performed outside or with exposure to risk.
o Must be willing to work outdoors in all weather conditions. Exposure to unpleasant, unsafe or hazardous conditions, including dust, noise, odors, chemicals, biohazards, and controlled substances. Incumbents must have a range of motion to permit climbing stairs, walking, standing, stooping, and crouching for extended periods of time. Required to walk on unpaved, cluttered, or rough surfaces.
(Attachment 2, Job Description pp. 1-2, emphasis added.) All of the above constitute work currently being performed by members of the RPOA.

Not only is it clear that this unit is taking work directly from the RPOA, there is no other bargaining unit (other than the RPOA) representing members with even remotely similar job functions and requirements.

Further, in an article on Richmondside, by Joel Umanzor, dated January 9, 2025, Richmond City Council Member Jiminez was quoted as saying the following:
“The service that you provide is with guns. I value the service because we need it, I believe that we need police in our communities for some instances,” Jimenez said. Jimenez pushed back on the department’s claims about its high call volume, saying that the City has tried to lighten officers’ wo rkload through its Community Crisis Response Program , which would allow social and mental health workers to respond to non-violent calls. She said the Richmond Police Officers Association is stalling the hiring process. “If you are saying that we have this block of 911 calls and we are saying that we also want to suppo rt that by getting (the crisis team for) the non-violent calls for other services but at the same time the Union is blocking this hiring, then it’s like, ‘What are we talking here about?’ ” she said. “That is something that I’m ve ry frustrated about.”
(Attachment 3 at pp. 4-5, emphasis added.)
574
Sharrone Taylor
Re: Richmond Police Officers’ Association’s Objection to Classification of Community Intervention Specialist
February 6, 2025

It is clear that the City is attempting to reassign work currently being performed by the RPOA to this new classification, and attempting to reassign that new class to SEIU. This is inappropriate and in clear violation of the City’s duties and responsibilities under the MMBA.

BAD FAITH (SURFACE) BARGAINING
As we have stated throughout this process, the RPOA is deeply concerned that the City first attempted to take this work away from the RPOA through secret negotiations with SEIU.

Indeed, the March 28, 2024 memo concedes that “[o]n February 12, 2024, the City sent the draft revisions to the specification to SEIU Local 1021 and invited the union to meet and confer regarding the drafted description.” Notably, before we had held a single meeting to begin good faith negotiations, the City reached out requesting permission to present salary figures to the City Council for approval, further cementing the appearance of this meet and confer process as mere window dressing. After meeting on the matter, it was determined by the City that its initial attempt violated the EERR. Now, the City is attempting to reinitiate that same effort, again with SEIU, despite purporting to not even know what functions this classification will be performing.

The City is taking work currently being performed by the RPOA away from RPOA- represented classifications, and attempting to reassign it to a new class and a different bargaining unit. This is a mandatory subject of collective bargaining. (See e.g., Rialto Police Benefit Ass’n v. City of Rialto (2007) 155 Cal.App.4th 1295.) To begin the meet and confer process on such a topic by asserting that the position will be imposed and will be assigned to SEIU, clearly establishes that the City is incapable of bargaining in good faith. Instead, the City is going through the motions and biding time until it can effect what it has already decided. Clearly, Councilmember Jiminez views the RPOA as an obstacle in this process rather than a partner.

APPEAL
We are hereby requesting this timely appeal through the California State Mediation and Conciliation Service within the 10-days provided for in the EERR. However, based on the above, we believe this matter is premature for such an appeal, as this matter requires the City to meet and confer in good faith, including providing some indication of what the job functions of the Community Intervention Specialist position will be, before such a determination is made. If the City fails to rescind the proposed decision, the RPOA is prepared to file an Unfair Practice Charge with PERB.

CONCLUSION
Based on the above, we do not believe that the City is acting in good faith, and has already made the decision to create this new position and assign it to SEIU without first meaningfully engaging with the RPOA on the matter.
575
Sharrone Taylor
Re: Richmond Police Officers’ Association’s Objection to Classification of Community Intervention Specialist
February 6, 2025

If the City cannot address the concerns raised above in a manner which alleviates the RPOA’s concerns, the RPOA is prepared to file a ULP charge with PERB for grounds including, but not limited to, engaging in bad faith (surface) bargaining.

Sincerely,

R

AINS LUCIA STERN
ST. PHALLE & SILVER, PC

Jonathan R. Murphy

JRM:msv
Attachments 1-3

cc: Benjamin Therriault
Jack Hughes
Beth Arnese
Nickie Mastay
Catherine Selkirk
576
ATTACHMENT 1
577

CITY OF RICHMOND, CA

HUMAN RESOURCES MANAGEMENT DEPARTMENT

Audio recordings of Personnel Board Meetings are available at:
http://www.ci.richmond.ca.us/index.aspx?NID=1090

The meeting was called to order by Rozma Paiz at 6:15 p.m. on March 28, 2024.

1. ROLL CALL

Present: Larry Wirsig, Chair
Vernetta Buckner, Vice Chair
Phillip Front, Board Member

2. AGENDA REVIEW
• None

3. STATEMENT OF CONFLICT OF INTEREST
• None

4. APPROVAL OF MINUTES
a. Regular Meeting of January 25,2024.

SPEAKERS:

None

Vice Chair Buckner made a motion to approve the Regular Meeting Minutes of January 25, 2024. Board Member Front seconded the motion. The Regular Meeting Minutes of January 25,2024, were approved by the following vote:

YEA: V. Buckner, P. Front, L. Wirsig. NAY: None. ABSENT: None.

b. Special Meeting of March 13, 2024.

SPEAKERS:

None

Vice Chair Buckner made a motion to approve the Special Meeting Minutes of March 13, 2024. Board Member Front seconded the motion. The Special Meeting Minutes of March 13, 2024, were approved by the following vote:

YEA: V. Buckner, P. Front, L. Wirsig. NAY: None. ABSENT: None.

PERSONNEL BOARD CITY COUNCIL CHAMBERS REGULAR MEETING 440 CIVIC CENTER PLAZA RICHMOND, CA 94804
March 28, 2024

MINUTES

578
Personnel Board Meeting Minutes
Regular Meeting 03/28/2024

Audio recordings of Personnel Board Meetings are available at:
http://www.ci.richmond.ca.us/index.aspx?NID=1090

c. Special Meeting of March 14, 2024.

SPEAKERS:

None

Vice Chair Buckner made a motion to approve the Special Meeting Minutes of March 14, 2024. Board Member Front seconded the motion. The Special Meeting Minutes of March 14, 2024, were approved by the following vote:

YEA: V. Buckner, P. Front, L. Wirsig. NAY: None. ABSENT: None.

5. PUBLIC COMMENT

SPEAKERS:

None

6. CONSENT AGENDA
• None

7. NEW BUSINESS

a. Approve the Community Intervention Specialist Job Description

SPEAKERS:

• Ben Therriault, President of the Richmond Police Officers Associate: Mr. Therriault and RPOA have concerns the classification may possibly take away work or conflicts with some of the duties Police Officers and Sergeants currently do. Mr. Therriault stated there are similarities to what police officers currently do. The RPOA requested a meet and confer and the City responded wanting to meet for informational purpose.

Mr. Therriault requested the board wait until after the meet and confer before taking action on the job description.

Human Resources Director , Sharrone Taylor , presented the Community Intervention Specialist job descriptions. Ms. Taylor mentioned in previous meetings HR was charged by City Council to create the Community Crisis Response Program. The Community Intervention Specialist will interact directly with residents, providing services, referrals, and facilitate handoffs into other types of intervention type programs, mainly focusing on low level incidents. Ms. Taylor gave an example of the type of incident the Community Intervention Specialist may be called out to. Ms. Taylor also addressed the concerns brought up by Mr. Therriault.

Board member Front requested confirmation there will be a meet and confer with RPOA.

Ms. Taylor informed the board the City’s chief negotiator has communicated to RPOA they will have a conversation while also engage in impact bargaining, meet and confer 579
Personnel Board Meeting Minutes
Regular Meeting 03/28/2024

Audio recordings of Personnel Board Meetings are available at:
http://www.ci.richmond.ca.us/index.aspx?NID=1090

and impact bargaining are similar but not the same. It was also stated that there was a meet and confer with the union associated with the classification, SEIU 1021.

Vice Chair Buckner asked for clarity on if the classification is the first to approach a crisis.

Ms. Taylor stated it depends on the level of the crisis and by no means is this position put in place to take away from police officers, or public safety, it’s meant to enhance and support. The instances the classification would respond to would only be where they are qualified to do so, such as our unhoused.

Chair Wirsig suggested adding the qualification of being bilingual and it being beneficial to have Spanish speakers as well. Ms. Taylor stated it can be a preferred skill to search for, but it can be considered almost biased to require a certain language in the job description.

There was discussion on the template of the job description.

Vice Chair Buckner requested information on how the City will approach enhanced training for the classifications. Ms. Taylor stated that this is a topic that has been discussed with the ONS Director, who will be overseeing the program. The plan is to develop a very rigorous training program for everyone participating in the Community Crisis Response program, including continuous training.

Board member Front recommended the desirable of a multilingual candidate be added to the job description and inquired the impact of Mr. Theriault’s request of delaying any action on the Community Intervention Specialist job description till until after the meeting with RPOA. Ms. Taylor stated that is not something she could directly speak to. The Human Resources department has already started recruiting for a Program Manager that will be able to start the foundation of the program . Board member Front fol lowed up if Community Intervention Specialist is a foundational role and if delayed action may delay other steps. Ms. Taylor confirmed that is what has been conveyed to her by leadership.

Vice Chair Buckner inquired if there was a set date for the meeting with RPOA. Ms.

Taylor stated at the current time of the Personnel Board meeting there has not been a confirmed meeting date.

Board Member Front made a motion to approve the Community Intervention Specialist job description. Chair Wirsig seconded the motion. The Community Intervention Specialist job description was approved by the following vote:

YEA: V. Buckner, P. Front, L. Wirsig. NAY: None. ABSENT: None.

8. UNFINISHED BUSINESS
• None

9. REVIEW OF SUBPOENA(S)
• None

580
Personnel Board Meeting Minutes
Regular Meeting 03/28/2024

Audio recordings of Personnel Board Meetings are available at:
http://www.ci.richmond.ca.us/index.aspx?NID=1090

10. CONSIDERATION OF PROBLEMS AND REPORTS
• None

11. ADJOURNMENT OF SPECIAL MEETING

The meeting adjourned at 6:33 p.m.
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ATTACHMENT 2
582
STAFF
REPORT

HUMAN RESOURCES DEPARTMENT

DATE: March 28, 2024

TO: Chair Wirsig and Members of the Personnel Board

FROM: Sharrone Taylor, Human Resources Director

SUBJECT: APPROVE THE COMMUNITY INTERVENTION SPECIALIST JOB

DESCRIPTION

BACKGROUND

The Community Crisis Program (CCRP) began taking root in November 2020 amidst conversations within the Reimagining Public Safety Community Task Force (Task Force).

CCRP’s goal is to provide a diversion model to reduce reliance on police and criminal justice responses by offering a public health response. CCRP would navigate people to the right services at the right time by utilizing community responders with strong ties and connections to Richmond that can respond in a respectful and non-stigmatizing manner.

The City Council approved an allocation of $1 million for this program as part of the Fiscal Year (FY) 2023-24 budget, which will cover the costs of implementing this new program in the current FY. The cost to implement the program annually is estimated to range from approximately $2.8 million to $3.4 million (if the program is to operate 24 hours per day and 7 days per week).

On July 26, 2022, the City Council approved a contract with Urban Strategies Council , selected through a competitive process, to conduct research and analysis of various CCRP options and set forth recommendations. Urban Strategies Council conducted a community survey, focus groups, community meetings, and direct interviews with Richmond residents and community stakeholders to understand their experiences with the 911 system, crisis resources, and their expectations for new response strategies.

On September 12, 2023, Urban Strategies Council, in collaboration with City staff, presented a program update and draft report outlining potential program components and options for CCRP implementation. After presentation and discussion, City Council provided direction for the following:

Direct staff, in partnership with Urban Strategies Council , to move forward with instituting the Community Crisis Response Program within an existing city department, specifically within the Office of Neighborhood Safety (ONS); bring the 583
Personnel Board
Community Intervention Specialist

ONS director to the table to propose new community crisis response program division structural options by November 2023, presenting proposal for program design implementation plan and timelines for launch by August 2024; and draft job descriptions to ensur e they are approved and posted publicly by December 15, 2023.

The City Council approved the formation of the Community Crisis Response Program division, which will be overseen by the Deputy Director of Community Services for the Office of Neighborhood Safety (Deputy Director of ONS). It is important to note that the Office of Neighborhood Safety and the Community Crisis Response Program will remain as separate programs. The CCRP program will offer conflict mediation and intervention services to the City of Richmond community. The Community Intervention Specialist will be the primary point of contact who will work directly with members of the community to provide support and services to reduce low -level instances being escalated to Public Safety.

RECOMMENDATION

The Human Resources Department recommends approval of the new job description of Community Intervention Specialist.

ANALYSIS

The Human Resources Staff, the Deputy City Manager of Community Services, the Deputy Director of ONS, and the Community Services Intern collaborated on developing a job description for the Community Intervention Specialist. They modeled the job description after similar programs in the Bay Area, with a focus on the specific needs identified in the City of Richmond community and the goals specified by the City Council.

In conclusion, the Community Crisis Response Program is an essential program that will provide community-focused, trauma -informed, and healing -centered call responses by well-trained non-police personnel, such as Community Intervention Specialists, who can increase impacted individuals’ access and connection to timely, appropriate, and safe community-based services and resources. The approval of the new Community Intervention Specialist job description will ensure that the program is successful in achieving its goals and providing much-needed services to the community.

CONCLUSION

On February 12, 2024, the City sent the draft revisions to the specification to SEIU Local 1021 and invited the union to meet and confer regarding the drafted description. HR staff recommends approval of the n ew classi fication and job descr iption for Community Intervention Specialist.

ANALYST: Sharrone Taylor, Human Resources Director

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Personnel Board
Community Intervention Specialist

Attachments: Draft Community Intervention Specialist job description 585

Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

GENERAL SUMMARY
Under general supervision of the Community Crisis Response (CCRP) Program Manager, the Community Intervention Specialist will be responsible for providing immediate assistance and support to Richmond residents facing crises within the community. The Crisis Intervention Specialist responds to low-level emergency and non-emergency calls within Richmond and connects individuals with appropriate resources, advocates for the community, provides a variety of health and wellness services, and performs related duties as assigned.

DISTINGUISHING CHARACTERISTICS
Incumbents are responsible for employing public health, trauma-informed, restorative, harm-reducing, equity-focused, and community-based methodologies for intervention.

Incumbents must exercise sound judgment when evaluating community members, implementing suitable responses, and providing referrals or recommendations for relevant services. Community Intervention Specialists are also required to work shifts, including holidays and weekends.

ESSENTIAL DUTIES & RESPONSIBILITIES
The intent of this job specification is to provide a representative summary of the major duties and responsibilities performed by fellows in this job. Fellows perform job-related tasks other than those specifically presented in this description. Essential duties and responsibilities will vary depending on the assignment.
• Responds to low-level emergency and non-emergency calls within Richmond to provide on-scene crisis management and community intervention. • Conducts thorough assessments of individuals in crisis to determine their immediate needs and level of risk.
• Utilizes de-escalation techniques to defuse tense situations and ensure the safety of individuals involved.
• Provides referrals to health and wellness services and other related agencies with resources.
586
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

• Records all individual observations and actions using program-specific forms and standards; ensures timely completion of reports and records; performs data entry responsibilities while maintaining confidentiality.
• Maintains relationships and collaborates with local service providers and organizations to connect individuals with relevant resources, including mental health services and community support programs.
• Makes a warm hand-off to community providers when necessary and provide follow- up support to individuals post-crisis, ensuring they have ongoing access to necessary resources and assistance.
• Drives a City vehicle to respond to dispatched incidents, remains knowledgeable about Richmond's geography, and uses maps and traffic navigation platforms to promptly reach designated call locations.
• Operates radio and mobile communication equipment.
• Attends community and staff meetings and present information regarding CCRP. • Participates in trainings as needed.
• Builds and maintains positive relationships with community members, organizations, and stakeholders to enhance crisis response effectiveness. • Required to work various shifts associated with a 24-hour, 365-day operation and wear a uniform.
• Performs related work as required.

SUPERVISORY RESPONSIBILITIES
• Work requires the occasional direction of helpers, assistants, seasonal employees, interns, or temporary employees.

HUMAN COLLABORATION & JOB IMPACT
This area describes the personal interaction with others outside direct reporting relationships as well as the impact the job has on the City of Richmond, the department or unit objectives, the output of services, or employee or public satisfaction. • Work may require providing advice to others outside direct reporting relationships on specific problems or general policies. Contacts may require the consideration of different points of view to reach agreement. Elements of persuasion may be necessary to gain cooperation and acceptance of ideas.
• The impact the job has on the City of Richmond is limited in terms of time, money, or public/employee relations.
587
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

FISCAL RESPONSIBILITY
This section describes the accountability and participation if any, as it relates to the fiscal accountability within department or assigned area(s) of responsibility. • Position has no fiscal responsibility.

MINIMUM QUALIFICATIONS
• High school diploma or equivalent. Two (2) years of experience in an outreach/advocacy role.
• Any equivalent combination of training, education, and experience that provides the required skills, knowledge, and abilities.
• Accredited coursework or a degree in social work, criminal justice, sociology, psychology, counseling, or related field is highly desirable but not required. • Personal or familial lived experience with alcohol or other substance use, homelessness, detention/incarceration, mental or behavioral health conditions, and other relevant experiences is highly desirable.
• Former or current Richmond resident and/or those experienced working with Richmond community members is highly desirable.

Required Licenses or Certifications
• Possession of a valid California driver's license and satisfactory driving record is an ongoing requirement.
• Possession of a training certificates required by end of probationary period:

Cardiopulmonary Resuscitation Certificate (CPR), Stop the Bleed Training, Narcan, Automatic External Defibrillator (AED), and First Aid.
• Other specific trainings necessary to fulfill the job duties, as specified by the Human Resources Department and/or Community Services Department.

REQUIRED KSA FOR SUCCESSFUL PERFORMANCE OF JOB DUTIES
Knowledge of:
• Richmond’s diverse community and techniques for outreach and engagement amongst residents.
• Working with vulnerable populations and crisis case management. • Richmond’s Health in all Policies and Race and Equity Work. • Crisis intervention techniques.
588
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

• Public contact and community engagement techniques that foster collaborative community exchanges.
• Interviewing and counseling techniques.
• Basic computer system and software applications, electronic equipment, and other mobile devices.
• Available health and wellness resources in the city, county, and state.

Skill in:
• Understanding human behavior, especially of high-risk vulnerable populations. • Understanding educational and social service resources. • Assessing an individual's mental, social, and functional status; engage individuals in problem-solving processes when necessary.
• Crisis intervention strategies and techniques.
• Computer systems and software applications such as Microsoft Word and Outlook.

Ability to:
• Maintain composure in high stress situations and make quick, sound decisions. • Maintain effective community relations by using empathy, patience, tact, and courtesy when serving and delivering services to the community. • Serve as a trusted liaison between system partners, community-based organizations and community members.
• Work primarily in the field.
• Understand and support equity and inclusion in practices; work effectively with people from diverse backgrounds, perspectives, and lived experiences. • Coordinate efforts with other first responders on scene. • Perform under difficult and stressful conditions and manage confrontations with community members who may be or become hostile.
• Recognize relevant information and make informed decisions in a timely appropriate manner.
• Exercise sound independent judgement.
• Safely operate a city vehicle.
• Express thoughts in a clear, respectful manner.
• Communicate effectively in oral and written format.
• Work collaboratively and cooperatively with other departments and agencies.

589
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

WORK ENVIRONMENT/CONDITIONS
The work environment and exposures described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Work Environment Seldom or
Never Sometimes Frequently
or Often
Office or similar indoor environment X
Outdoor environment X
Street environment (near moving traffic) X
Construction site X
Confined space X
Vehicle X
Warehouse environment X
Shop environment X
Other X
Exposures Seldom or
Never Sometimes Frequently
or Often
Individuals who are hostile or irate X
Individuals with known violent backgrounds X
Extreme cold (below 32 degrees) X
Extreme heat (above 100 degrees) X
Communicable diseases X
Moving mechanical parts X
Fumes or airborne particles X
Toxic or caustic chemicals, substances or waste X
Loud noises (85+ decibels such as heavy trucks,
construction) X

WORKING CONDITIONS & PHYSICAL DEMANDS
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. • This position requires frequent exposure to unpleasant environmental conditions and/or hazards. Majority of work performed outside or with exposure to risk. 590
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

• Must be willing to work outdoors in all weather conditions. Exposure to unpleasant, unsafe or hazardous conditions, including dust, noise, odors, chemicals, biohazards, and controlled substances. Incumbents must have a range of motion to permit climbing stairs, walking, standing, stooping, and crouching for extended periods of time. Required to walk on unpaved, cluttered, or rough surfaces.
• Medium Work – Incumbents may be required to exert up to 35 pounds of force occasionally, up to 20 pounds of force frequently, and/or up to 20 pounds of force constantly having to move objects.

Date approved by the Personnel Board:

Date(s) Revised:

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450 CIVIC CENTER PLAZA, SUITE 310, P.O. BOX 4046, RICHMOND, CA 94804- 1630 Telephone: (510) 620-6602 Fax: (510) 620-6560 www.ci.richmond.ca.us

HUMAN RESOURCES MANAGEMENT DEPARTMENT
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March 19, 2025

Richmond Police Officers Association (RPOA)
Ben Therriault, RPOA President
Jonathan Murphy, Esq., Rains Lucia Stern St. Phalle & Silver, PC

Greetings RPOA,

Thank you for meeting with me in my capacity as the Employee Relations Officer on Friday, March 14, 2025, regarding the Unit Determination for the Community Intervention Specialist job classification. I reviewed your statements at the meeting and the letter your attorney, Jonathan Murphy, sent on February 8, 2025.

I have determined that the Community Intervention Specialist job classification has a more compelling community of interest with the City's General Employees bargaining unit than with the Police Officers' Association bargaining unit, for the reasons cited in my January 27, 2025, email (attached).

Please note that you have the right to appeal this decision, as outlined in Section 10: "An employee organization aggrieved by an appropriate unit determination of the Employee Relations Officer under this Article II may, within ten (10) days of notice thereof, request the intervention of the California State Mediation and Conciliation Service pursuant to Government Code Sections 3507.1 and 3507.3, or may, in lieu thereof or thereafter, appeal such determination to the City Council (bold added) for final decisions within fifteen (15) days of notice of the Employee Relations Officer's determination of the termination of proceedings pursuant to Government Code Sections 3507.l or 3507.3, whichever is later."

Upon further review of the City's Employee and Employer Rights Resolution, it was determined that the California State Mediation and Conciliation Service does not have jurisdiction over this matter because the modification of the bargaining unit does not trigger a representation question. Therefore, the next step in the appeal process is to appeal the determination before the City Council no later than fifteen (15) calendar days from today.

Respectfully,

Sharrone Taylor
Director of Human Resources

cc: Jack Hughes, Esq., Liebert, Cassidy, Whitmore
Nickie Mastay, Deputy City Manager

Attachment
601
From: Sharrone Taylor
To: Benjamin Therriault
Cc: jhughes; [email protected]; Beth Arnese; Nickie Mastay; Catherine Selkirk Subject: Community Intervention Specialist Bargaining Group Determination Date: Monday, January 27, 2025 9:52:00 AM
Greetings RPOA,

After careful consideration, I have determined that the Community Intervention Specialists
job classification has a more compelling community of
interest with the City’s General Employees bargaining unit than with the Police Officers’ Association bargaining unit.

Section 9 of Employer-Employee Relations Rules provides that the basic policy objections in determining the appropriateness of units shall be the effect of a proposed unit on “(1) the efficient operations of the City and its compatibility with the primary responsibility of the city and its employees to effectively and economically serve the public, and (2) providing employees with effective representation based on recognized community of interest considerations.”

First, introducing a new classification with significantly different operational responsibilities and duties than Police Officers and Police Sergeants would require extensive revisions to the Memorandum of Understanding (MOU) regarding wages, benefits, and working conditions and overall restructuring the unit. This process would be time-intensive and create an administrative burden for our staff.

Second, the Community Intervention Specialists share an identifiable community of interest with other non-sworn Police Department job classifications in the General Employees unit. There are currently no non-sworn classifications in RPOA. Historically, non-sworn classifications at this pay grade and skill level fall under a non-sworn unit. For example, the Neighborhood Change Agents that perform similar work to the Community Intervention Specialist (outreach, referrals, and intervention) are represented by the General Employees unit. Similarly, Code Enforcement Officers were once in the Police Department (now in Community Development) are also in the General Employees unit. Given this position's operational and organizational placement, 602
as well as the City’s organizational patterns, it is logical for this classification to be in the General Employees unit.

Please note that you have the right to appeal this decision, as set forth in Section 10: "An employee organization aggrieved by an appropriate unit determination of the Employee Relations Officer under this Article II may, within ten (10) days of notice thereof, request the intervention of the California State Mediation and Conciliation Service pursuant to Government Code Sections 3507.1 and 3507.3, or may, in lieu thereof or thereafter, appeal such determination to the City Council for final decisions within fifteen (15) days of notice of the Employee Relations Officer's determination of the termination of proceedings pursuant to Government Code Sections 3507.l or 3507.3, whichever is later."

I acknowledge that we need to have further discussions regarding job responsibilities and ensure cohesiveness between your work and the work of the Community Crisis Response Department. Through effective communication and collaboration, we can move forward positively and continue to find common ground.

Thank you.

Sharrone Taylor | Director of Human Resources
450 Civic Center Plaza | Richmond, CA 94804
[email protected]
City of Richmond | Human Resources
510 620-6803 office

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Please note that any views or opinions presented in this email are solely those of the author and do not necessarily represent those of the City of Richmond.

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603

Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

GENERAL SUMMARY
Under general supervision of the Community Crisis Response (CCRP) Program Manager, the Community Intervention Specialist will be responsible for providing immediate assistance and support to Richmond residents facing crises within the community. As a Crisis Intervention Specialist, you will play a vital role in promoting mental health and well-being, offering timely intervention, and connecting individuals with appropriate resources.

The primary goal of CCRP is to provide non-police alternative response to a broad range of low-level emergency situations with well-trained teams who are deeply familiar with Richmond communities. The CCRP response focuses on de-escalation, mitigation, and prevention by connecting residents to appropriate services/supports. CCRP will utilize best practices for harm reduction, street outreach, trauma-informed and culturally competent care. The secondary goal of CCRP is to enable the Richmond Police Department (RPD) officers to focus on more serious calls, crimes, and investigations.

CCRP is expected to be separate and independent of the RPD. CCRP hopes to foster positive relationships amongst residents by becoming a trusted and reliable community resource for the City of Richmond.

DISTINGUISHING CHARACTERISTICS
Individuals in the position are tasked with employing public health, trauma-informed, restorative, harm-reducing, equity-focused, and community-based methodologies for intervention. It is expected that individuals in this role will demonstrate sensible judgment when evaluating community members, implementing suitable responses, and providing recommendations for relevant services.

ESSENTIAL DUTIES & RESPONSIBILITIES
The intent of this job specification is to provide a representative summary of the major duties and responsibilities performed by fellows in this job. Fellows perform job-related tasks other than those specifically presented in this description. Essential duties and responsibilities will vary depending on the assignment.
604
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

• Respond to low-level emergency and non-emergency calls within Richmond. • Provide on-scene crisis and community intervention and referrals. • Conduct thorough assessments of individuals in crisis to determine their immediate needs and level of risk.
• Utilize de-escalation techniques to defuse tense situations and ensure the safety of individuals involved.
• Operate a municipal vehicle in response to dispatched incidents, remain knowledgeable about Richmond's geography, and use maps and traffic navigation platforms to promptly reach designated call locations.
• Operate radio and mobile communication equipment.
• Record all individual observations and actions using program-specific forms and standards; ensure timely completion of reports and records; undertake data entry responsibilities while upholding confidentiality.
• Collaborate with local service providers and organizations to connect individuals with relevant resources, including mental health services and community support programs.
• Makes a warm hand-off to community providers when necessary and provide follow- up support to individuals post-crisis, ensuring they have ongoing access to necessary resources and assistance.
• Attends community and staff meetings and present information regarding CCRP. • Participate in trainings as needed.
• Build and maintain positive relationships with community members, organizations, and stakeholders to enhance crisis response effectiveness. • Ability to work flexible hours including nights and weekends. • Performs related work as required.

SUPERVISORY RESPONSIBILITIES
• Work requires the occasional direction of helpers, assistants, seasonal employees, interns, or temporary employees.

HUMAN COLLABORATION & JOB IMPACT
This area describes the personal interaction with others outside direct reporting relationships as well as the impact the job has on the City of Richmond, the department or unit objectives, the output of services, or employee or public satisfaction. 605
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

• Work may require providing advice to others outside direct reporting relationships on specific problems or general policies. Contacts may require the consideration of different points of view to reach agreement. Elements of persuasion may be necessary to gain cooperation and acceptance of ideas.
• The impact the job has on the City of Richmond is limited in terms of time, money, or public/employee relations.

FISCAL RESPONSIBILITY

This section describes the accountability and participation if any, as it relates to the fiscal accountability within department or assigned area(s) of responsibility. • None.

MINIMUM QUALIFICATIONS
• High school diploma or equivalent. Accredited coursework or a degree in social work, sociology, psychology, counseling, or related field desired but not required. • Two (2) years of experience in an outreach/advocacy role • Personal or familial lived experience with alcohol or other substance use, homelessness, detention/incarceration, mental or behavioral health conditions, and other relevant experiences is highly desirable.
• Former or current Richmond resident and/or those experienced working with Richmond community members is highly desirable.
• Any equivalent combination of training, education, and experience that provides the required skills, knowledge, and abilities.

Required Licenses or Certifications
• Possession of a valid California driver's license and satisfactory driving record is an ongoing requirement.
• Possession of a training certificates required by end of probationary period:

Cardiopulmonary Resuscitation Certificate (CPR), Stop the Bleed Training, Narcan, Automatic External Defibrillator (AED), and First Aid
• Other specific trainings necessary to fulfill the job duties, as specified by the Human Resources Department and/or Community Services Department

REQUIRED KSA FOR SUCCESSFUL PERFORMANCE OF JOB DUTIES
Knowledge of:
• Richmond’s diverse community and techniques for outreach and engagement amongst residents.
606
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

• Working with vulnerable populations and crisis case management. • Richmond’s Health in all Policies and Race and Equity Work. • Crisis intervention techniques.
• Public contact and community engagement techniques that foster collaborative community exchanges.
• Interviewing and counseling techniques.
• Basic computer system and software applications, electronic equipment, and other mobile devices.
• Available health and wellness resources in the city, county, and state.

Skill in:
• Understanding human behavior, especially of high-risk vulnerable populations. • Understanding educational and social service resources. • Assessing an individual's mental, social, and functional status; engage individuals in problem-solving processes when necessary.
• Crisis intervention strategies and techniques.
• Computer systems and software applications such as Microsoft Word and Outlook.

Ability to:
• Maintain composure in high stress situations and make quick, sound decisions. • Maintain effective community relations by using empathy, patience, tact, and courtesy when serving and delivering services to the community. • Serve as a trusted liaison between system partners, community-based organizations and community members.
• Work primarily in the field.
• Understand and support equity and inclusion in practices; work effectively with people from diverse backgrounds, perspectives, and lived experiences. • Coordinate efforts with other first responders on scene. • Perform under difficult and stressful conditions and manage confrontations with community members who may be or become hostile.
• Recognize relevant information and make informed decisions in a timely appropriate manner.
• Exercise sound independent judgement.
• Safely operate a city vehicle.
• Express thoughts in a clear, respectful manner.
• Communicate effectively in oral and written format.
607
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

• Work collaboratively and cooperatively with other departments and agencies.

WORK ENVIRONMENT/CONDITIONS
The work environment and exposures described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Work Environment Seldom or
Never Sometimes Frequently
or Often
Office or similar indoor environment X
Outdoor environment X
Street environment (near moving traffic) X
Construction site X
Confined space X
Vehicle X
Warehouse environment X
Shop environment X
Other X
Exposures Seldom or
Never Sometimes Frequently
or Often
Individuals who are hostile or irate X
Individuals with known violent backgrounds X
Extreme cold (below 32 degrees) X
Extreme heat (above 100 degrees) X
Communicable diseases X
Moving mechanical parts X
Fumes or airborne particles X
Toxic or caustic chemicals, substances or waste X
Loud noises (85+ decibels such as heavy trucks,
construction) X

WORKING CONDITIONS & PHYSICAL DEMANDS
608
Classification Specification
Classification Title Community Intervention Specialist
Job Code
FLSA Status Non-exempt

The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. • This position is relatively free from unpleasant environmental conditions or hazards. Office Environment.
• Sedentary Work - Incumbents may be required to exert up to 10 pounds of force occasionally, a negligible amount of force frequently, and/or constantly having to lift, carry, push, pull or otherwise move objects, including the human body.

Sedentary work involves sitting most of the time. Jobs are sedentary if walking and standing are required only occasionally, and all other sedentary criteria are met.

Date approved by the Personnel Board:

Date(s) Revised:

609