Richmond City Council
May 20, 2025

May 20, 2025

Library and Community Services

DATE: May 20, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager of Community
Services
Kate Eppler, Deputy Director of Community Services-
Library

Subject:

Contract with Daniel McMahon for Sierra Integrated
Library System Software Support
FINANCIAL IMPACT: The proposed $38,000 expenditure is included in Library’s operating Fiscal Year (FY) 2024-25 budget
($8,000) and will be included in the FY 2025-26 ($15,
000), FY 2026-27 ($15,000) budget respectively.
(Account String: 10545055-400201-24125).

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

The Library’s internal operations run on an ‘integrated library system’ database, known as Sierra, provided
under contract with the Library by Innovative Interfaces.

The Library proposes to enter into a sole source
consulting contract with an expert on the Sierra database to enable us to do in-depth work to troubleshoot, edit, and improve the operations supported by the Sierra
database
AGENDA
REPORT
226

May 20, 2025
RECOMMENDED ACTION:

APPROVE a sole-source contract with Daniel McMahon,
for a term beginning May 1, 2025, and ending April 30,
2028, to provide consulting and operations support for
the Sierra Integrated Library System Software, for a total payment limit of $38,000 – Community Services
Department (Kate Eppler 510-620-5452).

DISCUSSION:

As a matter of standard practice, public libraries in the United States rely on an ‘integrated library system’ software databases to control their inventory and manage patron borrowing. Since the 1990s, Richmond Public Library has used one of the major vendors in this field, Innovative Interfaces, starting with Innovative’s ‘Millennium’ database and migrating to the updated ‘Sierra’ database.

Integrated library system databases are sophisticated and robust, capable of securely storing confidential patron information, automatically generating circulation notices, and collecting comprehensive circulation and usage statistics for all library holdings. These systems seamlessly interface with book vendors' ordering systems, support the library’s online catalog, and communicate with the Link+ consortium book lending system, enabling resource sharing among libraries throughout California. The integrated library system is truly the backbone of library operations.

Innovative Interfaces provides the database and customer support for basic functionality, as well as basic staff training. However, after decades of use by different groups of Richmond Library staff, with practices, procedures and technology all changing over time, the Library requires detailed assistance repairing the database and aligning it to current needs. Troubleshooting work on the Sierra database is extremely time-consuming for library managers and staff, who are experts in Sierra’s day-to-day use but do not have the knowledge required to solve systemic problems.

Detailed, hands-on assistance repairing integrated library systems is not a service generally offered on the library market. However, the Library has an opportunity to engage expert help with Daniel McMahon, who recently retired from the Marin Automated Resources and Information Network (MARINet) system, a consortium of nine libraries in Marin County which all use the Sierra database. McMahon served as MARINet’s systems administrator, ensuring functionality for the shared catalog and smooth operations with the Link+ cooperative lending system. McMahon’s expertise in diagnosing, troubleshooting, and implementing the Sierra database will save staff time, ensure effective solutions to existing problems, and help the Library improve operations (Attachment 1).

The timing for the contract is especially critical, as the library prepares to relocate large portions of the collection to the Civic Center temporary library, re-launch bookmobile service, and assign a collection to the new bookmobile – all functions that rely on a functional and orderly integrated library system. In addition, the Library continues to roll 227

May 20, 2025
out its new Bibliocommons catalog, a user-friendly online catalog product that provides a public-facing overlay to the Sierra database. With assistance from this contract, we can ensure that the Sierra database is ready for these important tasks (Attachment 2).

SYNERGISTIC POLICIES:

The contract aligns with City Council Strategic Goal 5, to strengthen the City’s internal infrastructure and processes. Repair and tune-up of this fundamental library system will ease strain on Library staff, improving retention and reducing vacancies.

DOCUMENTS ATTACHED:

Attachment 1 – Sole Source Justification
Attachment 2 – Original Contract

228
Page | 1 Sole Source Form – Rev. May 12, 2016

City of Richmond
Sole Source Justification

THIS FORM MUST BE COMPLETED AND APPROVED PRIOR TO ANY PURCHASE _______________________________________________________________________________ Contact the Purchasing Division and discuss your rationale before completing this form. If Purchasing can help you make this a competitive purchase, then this form will not be required.

Attach this completed/approved form to requisitions when competitive quotes/bids/proposals are not solicited. (Required for requisitions > $3,000)
Requested Sole Source Supplier:

Company Name: ___________________________ Contact Name: ______________________ Address: _______________________________________________________________________ City: _________________________ State: _____________ Zip Code: ____________________ Phone Number (____) ___________ E-Mail _______________________________________ Duration of Contract: ____________________________________ Estimated Cost: $ _______________ Funding Source (Account String)_________________ Is the product/service IT related? Yes_____No _____ If Yes, please attach the approved IT Authorization Form For Product: Is the recommended company the manufacturer of the product? Yes_____ No _____ For Product: Does the manufacturer sell the item(s) through distributors? Yes_____ No _____ Description of Product or Service:

Describe the full scope of work or service contemplated including installation if required; items should include brand, model and part number if applicable; (if additional space is needed, include them in a separate page)

Sole Source Rationale: PLEASE ANSWER ALL THE FOLLOWING QUESTIONS: Explain why the recommended company is the only company that can meet the requirement. Address the following: Are there any other companies who can do this job? What condition (e.g. technological superiority, or performance risks, etc.) exists so that the recommended company has a significant advantage over any other company who can do this job? It is important to sufficiently address the key reason for awarding an order/contract without soliciting competitive bids. The rational must be clear and convincing, avoiding generalities and unsupported conclusions.

(if additional space is needed, include them in a separate page)

Daniel McMahon
Daniel McMahon
5200 Nevin Ave
Richmond
CA
94805
510
295-3016
[email protected]
3 years
38,000
x
On-call consulting services, troubleshooting and cleanup help for Richmond Public Library's Integrated Library System, known as Sierra. Problem-solving assistance regarding interactions between Sierra and the Link+ cooperative lending system. Interaction with vendor ticketing systems on behalf of the library. Work will involve periodic onsite visits to access the Library's Sierra system.

There are no companies providing this service.

Even if there were other companies, the recommended vendor would have two significant advantages: 1) the vendor is local and can be onsite at the Library with no travel time or travel cost 2) from the vendor's previous role with the MARINet libraries system, he is familiar with both our ILS and with the Link+ cooperative lending system as it interacts with our ILS, and can coordinate and troubleshoot between the two systems.
229
2 | Page

Complete the following checklist
A specific contractor is the only source of the required item because (check all that apply):

The required items are proprietary to the Contractor, and contractor solely transacts (sells) direct to the customer. (There are no dealers or distributors for contractor).

The required items are proprietary to the Contractor, and contractor does not sell direct to the customer. Contractor solely distributes the item or service through only one dealer or distributor in the United States. (There are no dealers or distributors for contractor).

Note: If item or service is available from more than one source, the item or service may be treated as proprietary, but must be competitively solicited from multiple (two or more) sources.

A specific item is needed:

To be compatible or interchangeable with existing hardware As spare or replacement hardware For the repair or modification of existing hardware Federal or state grant names vendor as condition of funding. (Attach copy of grant that names vendor)
There is a substantial risk in contracting with any other contractor, (e.g., only one contractor has been successful to date in implementing a difficult manufacturing process or the services sought ). In a brief explanation, provide supporting evidence of why other contractors are considered to be unable to overcome the substantial risk.

Continuation of prior Work – Additional item, service or work required, but not known to have been needed when the original order was placed with vendor, and it is not feasible or practicable to contract separately for the additional need. Provide brief explanation and supporting evidence.

(if additional space is needed, include them in a separate page)

The required item indicated above is knowledge and expertise regarding the Sierra ILS system as it functions in Link+ member public libraries. 230
3 | Page
I acknowledge the City’s requirements for soliciting competitive quotes/bids for purchases over $3,000.00 and the criteria for justification for Sole Source purchases. I have gathered the required information, have made a concerted effort to review comparable/equal equipment/services (e.g., market research), and further affirm that there is no conflict of interest involved in the selection made.

De
partment: _________________________________
Requester Name and Title: ____________________________________________________________ Note: Requester must be able to defend this justification.

Date:_____________ Phone: _______________
Department Director (Print) _____________________ (Sign) ________________ Date:__________ ---
------------------------------------------------------------------------------------------------------------------ Submit completed form to the Purchasing Division (Prior to submission to City Manager) Finance Director:

APP
ROVED: ____________________
NOT AP
PROVED: ________________
_______________
_____________
City Manager
(Under $10,000.00)
DATE: _5__/_6__/_2025
COMMENTS:
______________________________
City Clerk Attesting to Council Approval
(Over $10,000.00) (Copy of Minutes may be substituted)
Note: Richmond Municipal Code Section 2.52.326 Sole Source Procurement requires final approval by the City Manager and/or City Council. Sole Source must be approved by Finance Director, PRIOR to Council Approval.

PR

OCEDURE
Sole Source purchase/service are exceptions to the normal bidding process and require a detailed justification. In processing Sole Source requests for supplies, services and/or equipment, the Purchasing Division adheres to and is governed by the principles set forth in City of Richmond Municipal Code Section 2.52.326 Sole Source Procurement.

If you are requesting a particular vendor, brand or product, you must make this fact clear on your Sole Source form.

Your request will then be restrictive and non-competitive, and will fall into a sole source category. If the sole source justification is approved, the requisition can be expedited without the normal bidding requirements.

Such a request should not be made unless you are confident that your request is reasonable and appropriately justified to meet the City’s requirements and withstand any possible audit. The City’s requirements and the format for submitting such requests are contained herein. Sole Source form must be signed by authorized department representative(s). The certification will remain on file for audit purposes.

The following factors DO NOT apply to sole source requests and should not be included in your sole source justification. They will not be considered and only tend to confuse the evaluation process.

1. Personal preference for product or vendor.

2. Cost, vendor performance, and local service (these are generally considered award factors in competitive bidding).

3. Features which exceed the minimum department requirements.

Community Services - Library
Kate Eppler, Library Services Manager
3/18
(510) 620-5254
231

CITY OF RICHMOND

STANDARD CONTRACT
Department: City Project Manager:

City Project Manager E-mail: City Project Manager Phone No:

Vendor No: Contract No:

Description of Services:

The parties to this STANDARD CONTRACT do mutually agree and promise as follows:

1. Parties. The parties to this Contract are the City of Richmond, a municipal corporation (“the City”), and the following named Contractor:

Contractor Name:

Street Address:

City, State, Zip Code:

Contact Person:

Telephone: Email:

Business License No:
☐ A California corporation, ☐ limited liability corporation ☐ general partnership, ☐ limited partnership, ☐ individual, ☐ non-profit corporation, ☐ individual dba as [specify:] ____________________ ☐ other [specify:] _______________________________

2. Term. The effective date of this Contract is _______________________ and terminates _________________ unless terminated earlier as set forth herein.

3. Payment Limit. City’s total payments to Contractor under this Contract shall not exceed $______________ (“Contract Payment Limit”) unless a Contract Amendment has been approved by the City Council or City Manager. If this amount includes a contingency, Contractor acknowledges that any use of such contingency shall be for work beyond the original scope of services and requires prior written authorization by the City. If noted below, Compensation for work done under this Contract, shall not exceed as follows:

FY _________ total compensation shall not exceed $_________________ FY _________ total compensation shall not exceed $_________________ FY _________ total compensation shall not exceed $_________________

4. Contractor’s Obligations. Contractor agrees to perform all work at its own cost and expense, to furnish all labor, tools, equipment, materials, except as otherwise specified, in accordance with the Service Plan set forth in Exhibit A, attached hereto and incorporated herein.

5. City Obligations. City shall make payments to the Contractor in accordance with the Payment Provisions set forth in Exhibit B, attached hereto and incorporated herein.

Community Services
Kate Eppler
[email protected]
(510) 620-5452
Consulting services for Richmond Public Library's Integrated Library System, known as Sierra.

Daniel McMahon
5200 Nevin Ave
Richmond, CA 94805
Daniel McMahon
(510) 295-3016
[email protected]
40067991
May 1, 2025
April 30, 2028
38,000.00
2024-2025
8,000.00
2025-2026
15,000.00
2026-2027
15,000.00
232

6. Authorized Representatives and Notices. This Contract is subject to the Authorized Representatives and Notices Provisions (Exhibit C), attached hereto and incorporated herein.

7. General Conditions. This Contract is subject to the General Conditions (Exhibit D), which are attached hereto and incorporated herein.

8. Special Conditions. This Contract is subject to the Special Conditions (Exhibit E) (if any), which are attached hereto and incorporated herein.

9. Insurance Provisions. This Contract is subject to the Insurance Provisions (Exhibit F), which are attached hereto and incorporated herein.

10. Sanctuary City Compliance Statement. This Contract is subject to the Sanctuary City Compliance Statement (Exhibit G), which is attached hereto and incorporated herein.

11. Signatures. These signatures attest the parties' agreement hereto:

CITY OF RICHMOND,
a municipal corporation [BUSINESS NAME]
(* The Corporation Chairperson of the Board, President, or Vice President should sign below)

By: _________________________ By: ___________________________ Title: ________________________ Title: __________________________ Date Signed: _________________ Date Signed: ___________________

I hereby certify that this Contract (* The Corporation Chief Financial Officer or Assistant has been approved by City Council Treasurer, or Secretary or Assistant Secretary should or the City Manager. sign below)

By: _________________________ By: ___________________________ City Clerk Title: __________________________
Date Signed: ____________________
Approved as to form:
(NOTE: Pursuant to California Corporations Code Section By: _________________________ 313, if Contractor is a corporation or nonprofit organization, City Attorney this Contract (1) must be signed by (a) the Chairperson of the Board, President, or Vice-President and (b) the
Chief Financial Officer or Assistant Treasurer, or
Secretary or Assistant Secretary)

LIST OF ATTACHMENTS:

Service Plan Exhibit A
Payment Provisions Exhibit B
Authorized Representatives and Notices Exhibit C
General Conditions Exhibit D
Special Conditions Exhibit E
Insurance Provisions Exhibit F
Sanctuary City Compliance Statement Exhibit G

Daniel McMahon
233
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

EXHIBIT A

SERVICE PLAN

Contractor shall, to the satisfaction of the Project Manager ( set forth in Exhibit B) , perform the following services and be compensated as outlined below [or attach service plan if necessary]:

Daniel McMahon

1. Scope of Services
Daniel T. McMahon, (Contractor) shall provide technology consulting services and outage support for the Richmond Public Library of Richmond, California (Customer). The particular focus of these services will be working with the Library's Integrated Library System, Sierra, for system changes and repairs, investigations of issues raised by Customer, and outages of this system.

This may include working with the Innovative Help Desk as well as Library and/or City staff to resolve issues and outages as needed.

2. Fees, Expenses and Payment
Customer shall pay Contractor at the hourly rate of eighty dollars ($80) per hour. Contractor will invoice the Customer on a monthly basis for hours worked. Contractor shall provide estimates of the time involved for each project or work request. Contacting the contractor for an outage shall be a minimum one hour charge.

3. Consultant Responsibilities
Contractor will use its best efforts to perform the Services covered by this Agreement at the fees set forth. Contractor also agrees to perform the Services with care, skill and diligence and in accordance with the applicable professional standards currently recognized by its profession.

4. Customer Responsibilities
Customer agrees to provide Contractor with any material information relevant to the Services in a timely manner.
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_____________________________

EXHIBIT B

PAYMENT PROVISIONS

1. COMPENSATION TO CONTRACTOR:

a. Provided Contractor is not in default under this Contract, Contractor shall be compensated in the manner set forth herein.

b. All payments made pursuant to this Contract shall be subject to the Contract Payment Limit. The Payment Limit includes expenses (phones, photocopying, meals and travel, etc.). Invoices shall be adequately detailed, based on accurate records, and be in a form reasonably satisfactory to the City. Contractor may be required to provide back-up material upon request.

c. All City vendors receiving new contracts shall sign up to receive electronic payments through the City’s Automated Clearinghouse (ACH) payments service/provider.

2. SUBMISSION OF INVOICES:

Contractor shall submit timely invoices by email to
[email protected] and/or to the following address:

Attention: City of Richmond Finance/Account Payable
Project Manager: _______________________
P.O. Box 4046
Richmond, CA 94804

3. All invoices that are submitted by Contractor shall be subject to the approval of the City Project Manager, _______________________, before payments shall be authorized.

a. The City will pay invoice(s) within 45 days after completion of services to the City’s satisfaction. The City shall not pay late fees or interest.

b. All appropriate permits, certificates, and licenses, including a City business license shall be obtained and maintained for the duration of this Contract before any payment is authorized.

4. All insurance coverage required by this Contract shall be provided by the Contractor before this Contract is executed by the City. The insurance coverage required by this Contract shall be maintained by Contractor for the duration of this Contract and must be in place before any payment is authorized.

Kate Eppler
Kate Eppler
Daniel McMahon
235
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

EXHIBIT C

AUTHORIZED REPRESENTATIVES AND NOTICES

1. All required written notices shall be delivered: (i) by hand; or (ii) sent by registered, express, or certified mail, with return receipt requested or with delivery confirmation requested from the U.S. postal service; or (iii) sent by overnight or same day courier service at the party’s respective address listed in this Section.

2. Each notice shall be deemed to have been received on the earlier to occur of:
actual delivery or the date on which delivery is refused; or three (3) days after notice is deposited in the U.S. mail or with a courier service in the manner described above (Sundays and City holidays excepted).

3. Either party may, at any time, change its notice address (other than to a post office box address) by giving the other party three (3) days prior written notice of the new address.

4. All notices, demands, requests, or approvals from Contractor to the City shall be addressed to the City at:

City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
Email: ________________________________________________

5. All notices, demands, requests, or approvals from the City to Contractor shall be addressed to Contractor at:

Attn:

Email: ________________________________________________ Kate Eppler
[email protected]
Daniel McMahon
Daniel McMahon
5200 Nevin Ave
Richmond, CA 94805
[email protected]
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_____________________________

EXHIBIT D

GENERAL CONDITIONS

1. INDEPENDENT PARTIES:

Contractor hereby declares that Contractor is engaged as an independent business and Contractor agrees to perform the services as an independent contractor.

The manner and means of conducting the services and tasks are under the control of Contractor except to the extent they are limited by statute, rule or regulation and the express terms of this Contract. No civil service status or other right of employment will be acquired by virtue of Contractor’s services. None of the benefits provided by the City to its employees, including but not limited to unemployment insurance, workers’ compensation plans, vacation and sick leave, are available from the City to Contractor, its employees or agents. Deductions shall not be made for any state or federal taxes, FICA payments, PERS payments, or other purposes normally associated with an employer-employee relationship from any compensation due to Contractor. Payments of the above items, if required, are the responsibility of Contractor.

2. TIME IS OF THE ESSENCE:

Contractor and the City agree that time is of the essence regarding the performance of this Contract.

3. STANDARD OF CARE:

Contractor agrees to perform all services hereunder in a manner commensurate with the prevailing standards of like professionals or service Contractors, as applicable, in the San Francisco Bay Area and agrees that all services shall be performed by qualified and experienced personnel who are not employed by the City.

4. IMMIGRATION REFORM AND CONTROL ACT (IRCA):

Contractor assumes all responsibility for verifying the identity and employment authorization of all of its employees performing work hereunder, pursuant to all applicable IRCA or other federal, or state rules and regulations. Contractor shall indemnify, defend, and hold the City harmless from and against any loss, damage, liability, costs or expenses arising from any noncompliance of this provision by Contractor.

5. NON-DISCRIMINATION:

Consistent with the City’s policy and state and federal law that harassment and discrimination are unacceptable conduct, Contractor and its employees, contractors, and agents shall not harass or discriminate against any job applicant, City employee, or any other person on the basis of any kind of any statutorily (federal, state or local) protected class, including but not limited to: race, religious creed, color, national origin, ancestry, Daniel McMahon
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_____________________________
disability (both mental and physical) including HIV and AIDS, medical condition (e.g. cancer), genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, pregnancy, political affiliation, military and veteran status or legitimate union activities. Contractor agrees that any violation of this provision shall constitute a material breach of this Contract.

6. CITY PROPERTY:
a. Each and every report, draft, work product, map, record, applicable plans, drawings, calculation, data, specification, video, graphic, or any other material or document produced, prepared or caused to be prepared by Contractor pursuant to or in connection with this Contract shall be the exclusive property of the City.

b. Notwithstanding the foregoing, Contractor shall not be obligated to provide to City proprietary software or data which Contractor has developed or had developed for Contractor's own use; provided, however, that Contractor shall, pursuant to Section 11 below, indemnify, defend and hold the City harmless from and against any discovery or Public Records Act request seeking the disclosure of such proprietary software or data.

c. No report, information or other data given to or prepared or assembled by Contractor pursuant to this Contract shall be made available to any individual or organization by Contractor without prior approval of the City Manager or their designee.

d. Contractor shall, at such time and in such form as City Manager or their designee may require, furnish reports concerning the status of services and tasks required under this Contract.

7. RECORDS:

a. Contractor shall maintain complete and accurate records with respect to the services, tasks, work, documents and data in sufficient detail to permit an evaluation of Contractor’s performance under the Contract, as well as maintain books and records related to sales, costs, expenses, receipts and other such information required by the City that relate to the performance of the services and tasks under this Contract (collectively the “Records”).

b. All Records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Contractor shall provide free access to the Records to the representatives of the City or its designees during regular business hours upon reasonable prior notice. The City has the right to examine and audit the Records, and to make copies or transcripts therefrom as necessary, and to allow inspection of all proceedings and activities related to this Contract. Such Records, together with supporting documents, shall be kept separate from other documents and records and shall be maintained by Contractor for a period of five (5) years after receipt of final payment.

Daniel McMahon
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Contract No: ________ For the Contract between the City of Richmond and
_____________________________
c. If supplemental examination or audit of the Records is necessary due to concerns raised by the City’s preliminary examination or audit of records, and the City’s supplemental examination or audit of the records discloses a failure to adhere to appropriate internal financial controls, or other breach of this Contract or failure to act in good faith, then Contractor shall reimburse the City for all reasonable costs and expenses associated with the supplemental examination or audit.

8. PERMITS AND LICENSES:

Contractor, at its sole expense, shall obtain and maintain during the term of this Contract, all appropriate permits, certificates and licenses, including a City business license, required in connection with the performance of the services and tasks hereunder.

The failure to obtain such permits and licenses shall be a material breach of this Contract and grounds for immediate termination by City; provided, however, that City may waive the business license requirement in writing under unusual or extraordinary circumstances without necessitating any modification of this Contract to reflect such waiver.

9. TERMINATION:

a. Termination Without Default. Notwithstanding any provision herein to the contrary, the City may, in its sole and absolute discretion and without cause, terminate this Contract at any time prior to completion by Contractor of the project or services hereunder immediately upon transmission of written notice to Contractor as provided in Exhibit C “Authorized Representatives and Notices”.

b. Termination in the Event of Default. Should Contractor fail to perform any of its obligations hereunder, within the time and in the manner provided or otherwise violate any of the terms of this Contract, City may immediately terminate this Contract by giving written notice of such termination, stating the reasons for such termination. Contractor shall be compensated as provided in Exhibit B; provided, however, there shall be deducted from such amount the amount of damage, including attorney's fees, expert witness fees and costs, if any, sustained by City by virtue of Contractor's breach of this Contract. Additionally, in the event of such termination, the City may proceed with the work in any reasonable manner it chooses.

10. CONFLICT OF INTEREST:

Contractor acknowledges, represents and warrants that Contractor shall avoid all conflicts of interest (as defined under any federal, state or local statute, rule or regulation, or at common law) with respect to this Contract. Contractor further acknowledges, represents and warrants that no City official or employee has any economic interest, as defined in Title 2, California Code of Regulations §§ 18703.1 through 18703.5, with Contractor that would invalidate this Contract. Contractor acknowledges that in the event that Contractor shall be found by any judicial or administrative body to have any conflict of interest (as defined above) with respect to this Contract, all consideration received under Daniel McMahon
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Contract No: ________ For the Contract between the City of Richmond and
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this Contract shall be forfeited and returned to City forthwith. This provision shall survive the termination of this Contract for one (1) year.

11. HOLD HARMLESS:

a. To the fullest extent permitted by law, Contractor shall indemnify, defend (with counsel acceptable to the City) and hold harmless the City, its City Council, boards, commissions, officials, employees, agents and volunteers (“Indemnitees”) from and against any and all loss, damages, liability, obligations, claims, suits, judgments, costs and expenses whatsoever, including attorney’s fees and costs of litigation (“Claims”), arising from or in any manner connected to Contractor’s performance of its obligations under this Contract or failure to comply with any of its obligations under this Contract or out of the operations conducted by Contractor even if the City is found to have been negligent. If the Claims filed against Indemnitees allege negligence, recklessness or willful misconduct on the part of Contractor, Contractor shall have no right of reimbursement against Indemnitees for the costs of defense even if negligence, recklessness or willful misconduct is not found on the part of Contractor. Contractor shall not have any obligations to indemnify Indemnitees if the loss or damage is found to have resulted solely from the negligence or the willful misconduct of the City. The defense and indemnification obligations of this Contract are undertaken in addition to, and shall not in any way be limited by, the insurance obligations contained in this Contract.

b. This indemnification obligation shall survive this Contract and shall not be limited by any term of any insurance policy required under this Contract; provided however, that if this Contract is for design professional services, this indemnity provision is limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the design professional (as defined in California Civil Code section 2782.8).

12. LIMITATIONS UPON SUBCONTRACTING AND ASSIGNMENT:

a. This Contract binds the heirs, successors, assigns and representatives of Contractor. The Contractor shall not enter into subcontracts for any work contemplated under this Contract and shall not assign this Contract, nor any portion hereof or monies due or to become due, without the prior written consent of the City Council or its designee.

b. Contractor shall not assign, sublease, hypothecate, or transfer this Contract, or any interest therein, directly or indirectly, by operation of law or otherwise, without prior written consent of the City Manager. Contractor shall submit a written request for consent to transfer to the City Manager at least thirty (30) days in advance of the desired transfer.

The City Manager or their designee may consent or reject such request in their sole and absolute discretion. Any attempt to do so without said consent shall be null and void, and any assignee, sublessee, hypothecate or transferee shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer. However, claims for Daniel McMahon
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_____________________________
money against the City under this Contract may be assigned by Contractor to a bank, trust company or other financial institution without prior written consent.

c. The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Contractor (if applicable), or of the interest of any general partner or joint venturer or syndicate member if Contractor is a partnership or joint- venture or syndicate, which shall result in a change of control of Contractor, shall be deemed an assignment. For this purpose, control shall mean fifty percent or more of the voting power or twenty-five percent or more of the assets of the corporation, partnership or joint-venture.

d. Only those persons and/or businesses whose names and resumés are attached to this Contract shall be used in the performance of this Contract. However, if after the start of this Contract, Contractor wishes to use sub-contractors, at no additional costs to the City, then Contractor shall submit a written request for consent to add sub- contractors including the names of the sub-contractors and the reasons for the request to the City Manager at least five (5) days in advance. The City Manager may consent or reject such requests in their sole and absolute discretion.

e. Each sub-contractor shall be required to furnish proof of workers’ compensation insurance and shall also be required to carry general, automobile and professional liability insurance (as applicable) in reasonable conformity to the insurance carried by Contractor.

f. In addition, any tasks or services performed by sub-contractors shall be subject to each provision of this Contract. Contractor shall include the following language in their Contract with any sub-contractor: “Sub-Contractors hired by Contractor agree to be bound to Contractor and the City in the same manner and to the same extent as Contractor is bound to the City.”

g. The requirements in this Section 12 shall not apply to persons who are merely providing materials, supplies, data or information that Contractor then analyzes and incorporates into its work product.

13. SAFETY:

a. Contractor acknowledges that the City is committed to the highest standards of workplace safety. Contractor will be solely and completely responsible for conditions of all vehicles owned or operated by Contractor, including the safety of all persons and property during performance of the services and tasks under this Contract.

Contractor shall assume sole and complete responsibility for the safety of Contractor's employees and any of subcontractor's employees This requirement will apply continuously and not be limited to normal working hours. In addition, Contractor will comply with all safety provisions in conformance with U.S. Department of Labor Occupational Safety and Health Act, any equivalent state law, and all other applicable Daniel McMahon
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_____________________________
federal, state, county and local laws, ordinances, codes, and any regulations that may be detailed in other parts of the Contract. Where any of these are in conflict, the more stringent requirements will be followed. Contractor’s failure to thoroughly familiarize itself with the aforementioned safety provisions will not relieve it from compliance with the obligations and penalties set forth herein.

b. Contractor will immediately notify the City (in no event less than 24 hours) of any incident of death, serious personal injury or substantial property damage that occurs in connection with the performance of this Contract. Contractor will promptly submit to the City a written report of all incidents that occur in connection with this Contract. This report must include the following information: (i) name and address of injured or deceased person(s); (ii) name and address of Contractor’s employee(s) involved in the incident; (iii) name and address of Contractor’s liability insurance carrier; (iv) a detailed description of the incident; and (v) a police report.

c. Contractor acknowledges that the City shall have the right to impose, at the City’s sole discretion, requirements that it deems are necessary to protect the health and safety of the City employees, residents, and visitors. Contractor agrees to comply with all such requirements, including, but not limited to, mandatory vaccinations, the use of personal protective equipment (e.g. masks), physical distancing, and health screenings.

Contractor also agrees to make available to the City, at the City’s request, records to demonstrate Contractor’s compliance with this Section.

14. INSURANCE:

Insurance requirements are set forth in Exhibit F to this Contract. Contractor shall abide by the insurance requirements set forth in said Exhibit F.

15. COMPLIANCE WITH ALL APPLICABLE LAWS:

a. During the term of this Contract, Contractor shall keep fully informed of all existing and future state and federal laws and all municipal ordinances and regulations of the City of Richmond which affect the manner in which the services or tasks are to be performed by Contractor, as well as all such orders and decrees of bodies or tribunals having any jurisdiction or authority over the same. Contractor shall comply with all applicable laws, state and federal and all ordinances, rules and regulations enacted or issued by the City. Compliance under this provision includes compliance with all provisions of the Richmond Municipal Code ("Municipal Code"), including Chapters 2.50,

2.52, 2.56, and 2.60, if applicable.

b. Contractor acknowledges that under § 2.60.070 of the Municipal Code ("Living Wage Ordinance"), Contractor is required to provide the City with documents and information verifying its compliance with the Living Wage Ordinance. Contractor shall notify each of its affected employees with regards to the wages that are required to be paid pursuant to the Living Wage Ordinance as prescribed in § 2.60.070 of the Municipal Code.

Daniel McMahon
242
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

c. Contractor shall comply with § 2.28.030 of the Municipal Code, obligating every Contractor or sub-Contractor under an agreement or sub-agreement with the City for public works, goods or services to refrain from discriminatory employment or practices on the basis of race, color, sex, sexual orientation, religious creed, national origin or ancestry of any employee, any applicant for employment or any potential sub-contractor.

d. Contractor acknowledges that the City’s Drug Free Workplace Policy, Violence in the Workplace Policy and the Policy Against Workplace Harassment, are available on the City’s website at http://www.ci.richmond.ca.us/workplacepolicies.

Contractor agrees to abide by the terms and conditions of said policies.

16. INTEGRATED CONTRACT:

The Recitals and exhibits are a material part of this Contract and are expressly incorporated herein. This Contract represents the full and complete understanding of every kind or nature whatsoever between the parties hereto, and all preliminary negotiations and agreements of whatsoever kind or nature are merged herein. No verbal agreement or implied covenant shall be held to vary the provisions hereof. Any modification of this Contract will be effective only by written execution signed by both the City and Contractor.

17. CONFLICTING PROVISIONS:

In the event of a conflict between these General Conditions and those of any Exhibit or attachment hereto, these General Conditions shall prevail; provided, however, that any Special Condition as set forth in Exhibit E shall prevail over these General Conditions. In the event of a conflict between the terms and conditions of any two or more Exhibits or attachments hereto, those prepared by City shall prevail over those prepared by the Contractor, and the terms and conditions preferred by the City shall prevail over those preferred by the Contractor.

18. FORCE MAJEURE:

Neither party hereto shall be considered in default in the performance of its obligations hereunder to the extent that the performance of such an obligation is prevented or delayed by reason of acts of God, strikes, boycotts, lock-outs, inability to procure materials not related to the price thereof, failure of power, restrictive governmental laws and regulations enacted after the date of this Contract, riots, civil unrest, acts of terrorism, insurrection, war, declaration of a state or national emergency or other reasons of a like nature not within the reasonable control of such party.

19. CONFLICT OF LAW:

This Contract shall be interpreted under, and enforced by the laws of the State of Daniel McMahon
243
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
California without regard to any choice of law rules which may direct the application of laws of another jurisdiction. The Contract and obligations of the parties are subject to all valid laws, orders, rules, and regulations of the authorities having jurisdiction over this Contract (or the successors of those authorities). Any suits brought pursuant to this Contract shall be filed with the courts of the County of Contra Costa, State of California.

20. CLAIMS:

Any claim by Contractor against City hereunder shall be subject to Government Code §§ 800 et seq. The claims presentation provisions of said Act are hereby modified such that the presentation of all claims hereunder to the City shall be waived if not made within six months after accrual of the cause of action.

21. INTERPRETATION:

This Contract shall be interpreted as if drafted by both parties.

22. WARRANTY:

If any product is be provided to the City as part of this Contract, Contractor warrants as follows: Contractor possesses good title to the product and the right to transfer the product to City; the product shall be delivered to the City free from any security interest or other lien; the product meets any specifications contained herein; the product shall be free from material defects in materials and workmanship under normal use for a period of one (1) year from the date of delivery; and the product shall be fit for its intended purpose(s). Notwithstanding the foregoing, consumable and maintenance items (such as light bulbs and batteries) shall be warranted for a period of one hundred and eighty (180) days from the date of delivery. All repairs during the warranty period shall be promptly performed by Contractor, at Contractor's expense, including shipping.

23. SEVERABILITY:

In the event that any of the provisions or portions or applications thereof of this Contract are held to be unenforceable or invalid by any court of competent jurisdiction, City and Contractor shall negotiate an equitable adjustment in the provisions of the Contract with a view toward effecting the purpose of this Contract, and the validity and enforceability of the remaining provisions or portions or applications thereof, shall not be affected thereby.

24. AUTHORITY:

City warrants and represents that the signatory hereto (the Mayor of the City of Richmond or the City Manager) is duly authorized to enter into and execute this Contract on behalf of City. The party signing on behalf of Contractor warrants and represents that they are duly authorized to enter into and execute this Contract on behalf of Contractor, Daniel McMahon
244
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
and shall be personally liable to City if they are not duly authorized to enter into and execute this Contract on behalf of Contractor.

25. WAIVER:

The waiver by City of any breach of any term or provision of this Contract shall not be construed as a waiver of any subsequent breach. Inspections or approvals, or statements by any officer, agent or employee of the City relating to the Contractor’s performance, or payment therefore, or any combination of these acts, shall not relieve the Contractor’s obligation to fulfill this Contract as prescribed; nor shall the City be thereby stopped from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract.

26. COUNTERPARTS:

This Contract may be executed in any number of counterparts (including by fax, PDF, DocuSign, or other electronic means), each of which shall be deemed an original, but all of which shall constitute one and the same instrument.

27. SANCTUARY CITY CONTRACTING ORDINANCE (SCCO):

The Richmond Sanctuary City Contracting Ordinance No. 12-18 prohibits the City from granting and or retaining contracts with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor must submit the Sanctuary City Compliance Statement, attached hereto as Exhibit G.

Daniel McMahon
245
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

EXHIBIT E

SPECIAL CONDITIONS

The General Conditions are hereby amended to include the following modifications and/or provisions (if applicable, otherwise please state “NONE”):

Daniel McMahon
Confidential Information
a. Contractor agrees that all information communicated with respect to Customer or the proposed Services, including any confidential information relating to Customer or the proposed Services, gained by Contractor, whether or not that information was directly or intentionally communicated, is confidential. Contractor further agrees that all information, conclusions, recommendations, reports, advice, or other documents generated by Contractor pursuant to this Agreement are confidential. b. Contractor agrees that its representatives will not disclose any confidential information to any person not employed or contracted by Customer or its affiliates (referred to as "Third Party") c. Contractor will use its best efforts to prevent inadvertent disclosure of any confidential information to any Third Party.

Use and Disclosure of Confidential Data
Contractor will not use any confidential information or circulate it to any Third Party, except when specifically authorized in advance by Customer, and then only to the extent necessary for any of the following:
a. Conducting negotiations, discussions, and/or consultations with designated Customer representatives;
b. Supplying Customer with goods or Services at its order; c. Accomplishing any purpose Customer may later specify in writing. d. Communicating Customer's evaluation of Contractor' services under this Agreement to Contractor's potential Customers.

Copies of Confidential Data
Contractor agrees that copies of confidential information will not be made without the express written permission of Customer.

Return of Materials
Contractor will return to Customer, promptly at Customer's request, all confidential materials. Any materials which Customer specifically requests to be returned will be returned promptly at the conclusion of the work on the project to which the materials relate, or, if no work is performed, at the time Contractor ceases to be involved with that project.

Joint Use Concepts
Customer and Contractor acknowledge and agree that the technical expertise developed during the course of this Agreement by Contractor or jointly by Contractor and Customer's personnel may be used by either party in any way deemed appropriate.
246
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

EXHIBIT F

INSURANCE PROVISIONS
☐ CHECK HERE IF RISK MANAGEMENT HAS APPROVED WAIVING INSURANCE REQUIREMENTS FOR THIS CONTRACT.

1. CERTIFICATES: Before the commencement of the terms of this Contract, and during the entire term of this Contract and any extension or modification thereof, Contractor shall furnish the City’s Risk Manager with certificates showing the type, amount, class of operations covered, effective dates and dates of expiration of insurance coverage in compliance with coverage requirements set forth by the City and incorporated herein.

Such certificates, which do not limit Contractor’s indemnification, shall also contain substantially the following statement:
“Should any of the above insurance covered by this certificate be canceled or coverage reduced before the expiration date thereof, the insurer affording coverage shall provide thirty (30) days’ advance written notice to the City of Richmond.

Attention: Risk Manager.”
Contractor shall maintain in force at all times during the performance of this Contract all appropriate coverage of insurance required by this Contract with an insurance company licensed to offer insurance business in the State of California with a current A.M. Best’s rating of no less than A:VII or Standard & Poor’s Rating (if rated) of at least BBB unless otherwise acceptable to the City. Contractor shall deliver updated insurance certificates to the City at the address set forth in Exhibit C prior to the expiration of the existing insurance certificate for the duration of the term of Contract.

Endorsements naming the City, its City Council, boards, commissions, officials, employees, agents, and volunteers as additional insured shall be submitted with the insurance certificates.

2. COVERAGE REQUIREMENTS: The City’s insurance requirements depend upon the type of service being provided and/or the provider. The City’s insurance requirements will fall into one of the following categories (unless otherwise provided by the City):

Consultants and Contractors – Type 1
Professional Services – Type 2
Environmental Risk/Hazardous Waste Material – Type 3
Lease of City Property – Type 4
Vendors, Suppliers, Small Grant Recipients & Nonprofit Organizations – Type 5 Transportation Providers – Type 6
Professional Services Pyrotechnics – Type 7
Cyber and I.T. Risks – Type 8
Daniel McMahon
247
Contract No: ________ For the Contract between the City of Richmond and
_____________________________
The insurance requirements classification applicable to this Contract shall be attached to this Exhibit F and made a part hereof.

3. FAILURE TO SECURE: If Contractor at any time during the term hereof should fail to secure or maintain the foregoing insurance, the City shall be permitted to obtain such insurance in Contractor’s name or as an agent of Contractor and shall be compensated by Contractor for the costs of the insurance premiums at the maximum rate permitted by law and computed from the date written notice is received that the premiums have not been paid.

4. SUFFICIENCY OF INSURANCE: The insurance limits required by the City are not represented as being sufficient to protect Contractor. Contractor is advised to consult Contractor’s insurance broker to determine adequate coverage for Contractor. The coverage and limits shall be (1) the minimum coverage and limits specified in this Contract; or (2) the broader coverage and maximum limits of the coverage carried by or available to Contractor; whichever is greater.

INSERT INSURANCE REQUIREMENTS CLASSIFICATION APPLICABLE TO THIS CONTRACT: (IF NECESSARY, CONFIRM WITH RISK MANAGER)
Daniel McMahon
248
Contract No: ________ For the Contract between the City of Richmond and
_____________________________

EXHIBIT G

SANCTUARY CITY COMPLIANCE STATEMENT

The undersigned, (hereafter "Contractor"), has had an opportunity to review the requirements of City of Richmond Ordinance 12-18 (hereafter "Sanctuary City Contracting Ordinance" or “SCCO”).

Contractor understands and agrees that the City may choose with whom it will maintain business relations and may refrain from contracting with any person or entity that provides Data Broker or Extreme Vetting services to the U.S. Immigration and Customs Enforcement Division of the United States Department of Homeland Security (“ICE”). Contractor understands the meaning of the following terms used in the SCCO:

a. "Data Broker” means either of the following:

i. The collection of information, including personal information about consumers, from a wide variety of sources for the purposes of reselling such information to their customers, which include both private-sector business and government agencies;

ii. The aggregation of data that was collected for another purpose from that for which it is ultimately used.

b. “Extreme Vetting” means data mining, threat modeling, predictive risk analysis, or other similar services."

Contractor understands that it is not eligible to receive or retain a City contract if at the time the Contract is executed, or at any time during the term of the Contract, it provides Data Broker or Extreme Vetting services to ICE.

Contractor further understands and agrees that Contractor's failure to comply with the SCCO shall constitute a material default of the Contract and the City Manager may terminate the Contract and bar Contractor from bidding on future contracts with the City for five (5) years from the effective date of the contract termination.

By executing this statement, Contractor certifies that it complies with the requirements of the SCCO and that if at any time during the term of the Contract it ceases to comply, Contractor will promptly notify the City Manager in writing. Any person or entity who knowingly or willingly supplies false information in violation of the SCCO shall be guilty of a misdemeanor and subject to a $1,000 fine.

Based on the foregoing, the undersigned declares under penalty of perjury under the laws of the State of California that the foregoing is true and correct.

Printed Name: Title:

Signed: Date:

Business Entity:

Daniel McMahon
249

May 20, 2025

Mayor's Office

DATE: May 20, 2025
TO: Members of the City Council
FROM:

Mayor Eduardo Martinez
Subject:

Reappointment of Scarlett Perez to the Richmond Youth
Council
FINANCIAL IMPACT: None

PREVIOUS COUNCIL
ACTION:

February 21, 2023

STATEMENT OF THE
ISSUE:

Scarlett Perez is reapplying to serve on the Richmond
Youth Council
RECOMMENDED ACTION: REAPPOINT Scarlett Perez to the Richmond Youth Council, term expires October 1, 2025 – Mayor’s Office
(Mayor Eduardo Martinez 510-620-6503).

DISCUSSION:

This Mayor’s Office pleased to recommend the reappointment of Scarlett Perez to the Richmond Youth Council. Since joining in February 2023, Scarlett has demonstrated a strong commitment to youth leadership and community service. With her experience previously serving on the Youth Council, she will continue to be a tremendous asset to the Richmond Youth Council as she helps advocate for and empower her peers.

DOCUMENTS ATTACHED:

Attachment 1 – Scarlett Perez’s redacted application
AGENDA
REPORT
250
251
252
253
254
255
256
257
258
259

May 20, 2025
DocID #42041v1

Public Works

DATE: May 20, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Daniel Chavarria, PE, Director of Public Works
Robert Armijo, PE, Deputy Director of Public Works /City Engineer
Darcie DeLashmutt, Capital Project Manager
Subject:

Construction Agreement with Bauman Landscape &
Construction Inc. for the Soccer Fields-Restrooms-Parks Project
FINANCIAL IMPACT: Funding for this project is available from the American Rescue Plan Act (ARPA) grant fund for construction in
the amount of $1,698,317.50 (Account String: 13636031-
400708-23046).

PREVIOUS COUNCIL
ACTION:

June 4, 2024
July 11, 2023
April 16, 2024

STATEMENT OF THE
ISSUE:

The City staff requests City Council adopt a resolution to approve a Construction Agreement with Bauman
Landscape & Construction Inc. to improve athletic fields, play areas, and park amenities at Wendell Park.

RECOMMENDED ACTION:

ADOPT a resolution to approve a construction agreement
with Bauman Landscape & Construction Inc. for the
Soccer Fields-Restrooms-Parks Project at Wendell Park
with a payment limit of $1,543,925, and AUTHORIZE the
Director of Public Works to approve change orders, if
necessary, for a contingency amount of up to
$154,392.50 which is 10 percent of the bid amount, for a total construction phase payment limit of $1,698,317.50 - Public Works Department (Darcie DeLashmutt 510-672-
3944/Robert Armijo 510-620-5477/Daniel Chavarria 510-
620-5478).

AGENDA
REPORT
260

May 20, 2025
DocID #42041v1

DISCUSSION:

As part of the Fiscal Year (FY) 2021-22 annual budget process, City Council approved an allocation of $8.55 million in ARPA funds to various projects, including funding to conduct a Community Needs Assessment (CNA) for informing City Council’s decision for how to allocate the remaining ARPA relief funding of $19.15 million. On July 11, 2023, the City Council directed City staff to evaluate options for soccer fields and improvements in City parks. The evaluation identified improvements and funding were needed for the Martin Luther King, Jr. Park restroom facility, Shields-Reid Park multi- use field, and renovations at Wendell Park.

On April 16, 2024, the City Council approved an appropriation of $3,503,008 in remaining ARPA funding for the Soccer Fields-Restrooms-Parks Project, increasing funding from $4,200,000 to $7,703,008.

The ARPA funding will be applied to improvements at Martin Luther King, Jr. Park, Shields-Reid Park, and Wendell Park. The proposed construction contract is for Wendell Park, which is located at 26th and Wendell Streets (Attachment 1). The scope of work includes demolition, a multi-use natural turf field, single stall restroom, play area, picnic area, chain-link fencing, sports furnishings, and additional improvements per the plans and specifications (Attachment 2).

The City publicly solicited bids for the project via BidsOnline on November 13, 2024.

The award for the project is evaluated on the lowest Base Bid. Bids were opened on December 9, 2024, with a total of eleven (11) submissions in the amounts below.

Contractor Base Bid
Bauman Landscape & Construction, Inc. $1,128,925.00
Frontline General Engineering
Construction, Inc.
$1,166,672.35
Redgwick Construction Co. $1,394,498.00
W.R Forde Associates, Inc. $1,403,150.00
Marina Landscape, Inc. $1,429,500.00
MVP Construction LLC $1,530,990.00
Suarez & Munoz Construction, Inc. $1,535,000.00
Buhler Commercial $1,682,420.05
Calico California Constructores, Inc. $1,693,939.38
S&H Construction, Inc. $1,768,600.00
Kerex Engineering, Inc. $2,170,000.00

Following a comprehensive review and analysis of the submissions, it was determined that Bauman Landscape & Construction, Inc., is the lowest responsible and responsive bidder with a base bid amount of $1,128,925.00. The Bauman Landscape & 261

May 20, 2025
DocID #42041v1
Construction, Inc. bid fulfills ARPA contractual terms and conditions. Bauman Landscape & Construction, Inc. is registered through the State of California’s Department of Industrial Relations (License #1000024797) and Contractors State License Board (License #372478).

The bid documents also included the following Additive Alternates:
 Additive Alternative 1 – Play Area Renovations for $365,000  Additive Alternative 2 – Western Fence Replacement for $50,000  Additive Alternative 3 - Northern Fence Replacement for $76,000

City staff recommend Alternates 1 and 2 for a total contract amount of $1,543,925.00.

Construction is anticipated to be complete by late 2025 or early 2026.

In conclusion, City staff requests that the City Council adopt the resolution to approve a construction agreement for $1,543,925.00 with Bauman Landscape & Construction, Inc. for the Soccer Fields-Restrooms-Parks Project (Capital Improvement Project #23046). and authorize the Director of Public Works to approve change orders, if necessary, for a 10 percent contingency amount of up to $154,392.50 for a total not-to-exceed construction phase cost of $1,698,317.50 (Attachment 3 and 4).

DOCUMENTS ATTACHED:

Attachment 1 – Project Location
Attachment 2 – Illustrative Plan
Attachment 3 – Construction Agreement
Attachment 4 – Resolution

262
60" DIA TURNING CIRCLE
60" DIA TURNING CIRCLE

VICINITY MAP

GENERAL NOTES

ACCEPTED BY THE CITY OF RICHMOND
MARCIA D. VALLIER, LANDSCAPE ARCHITECT, CA#3294

DESCRIPTION

INDEX OF DRAWINGS

SHEET DRAWING
NO.

DATE
DATE
CSWST2

LOCATION

PROJECT

USACALL

TWO WORKING DAYS

TOLL FREE

BEFORE YOU DIG
800-642-2444
OR DIAL 811
TS1.0 TITLE SHEET

LOCATION MAP
ROBERT ARMIJO, P.E.

DEPUTY PUBLIC WORKS DIRECTOR / CITY ENGINEER

NOT ALL EXISTING UTILITIES AREA SHOWN ON THE PLANS

AND THOSE IDENTIFIED ARE SHOWN IN THEIR APPROXIMATE
LOCATIONS. EXISTING UTILITY LOCATIONS ARE AVAILABLE

FOR REVIEW ON AS-BUILT TO BE OBTAINED FROM THE CITY
OF RICHMOND. CONTRACTOR TO VERIFY LOCATIONS.

1. IT SHALL BE CONTRACTOR'S RESPONSIBILITY TO FIELD
VERIFY LOCATIONS, ELEVATIONS, ETC. OF EXISTING

FACILITIES AND TO IMMEDIATELY NOTIFY THE ENGINEER IN
WRITING OF ANY FIELD CONFLICTS OR OMISSIONS.

2. ALL CONSTRUCTION MUST BE TO THE CITY OF RICHMOND

STANDARDS AND ACCEPTED BY THE PUBLIC WORKS
INSPECTOR. STANDARD PLANS ARE AVAILABLE AT THE
OFFICE OF THE PUBLIC WORKS INSPECTOR.

3. CONTRACTOR SHALL MEET WITH CITY OF RICHMOND FOR A
PRE-CONSTRUCTION CONFERENCE AT LEAST 1 WEEK PRIOR
TO START OF CONSTRUCTION.
24 HOURS NOTICE REQUIRED ON ALL INSPECTIONS.

4. CONTRACTOR IS RESPONSIBLE TO MAKE ALL

ARRANGEMENTS FOR SITE INSPECTIONS AND INSURE THAT

ALL CURRENT STANDARDS FOR THE CITY OF RICHMOND

ARE FOLLOWED PRIOR TO BEGINNING ANY PHASE OF
CONSTRUCTION WORK.

5. CONSTRUCTION SHALL BE LIMITED TO BETWEEN THE
HOURS OF 8:00 A.M. AND 5:00 P.M., MONDAY THRU FRIDAY

AND INSPECTION REQUESTS SHALL BE LIMITED TO NORMAL
CITY BUSINESS HOURS: 8:00 A.M. TO 5:00 P.M., MONDAY
THRU FRIDAY. ARRANGEMENTS FOR ANY OVERTIME

INSPECTION SERVICES AND PAYMENTS OF FEES FOR SAME
SHOULD BE MADE 48 HOURS IN ADVANCE AND ARE SUBJECT

TO INSPECTION AVAILABILITY AND APPROVAL BY THE
OWNER'S REPRESENTATIVE.

6. DUST CONTROL DURING ALL PHASES OF CONSTRUCTION IS
THE RESPONSIBILITY OF THE CONTRACTOR. IT IS ALSO THE

CONTRACTOR'S RESPONSIBILITY TO MAINTAIN GOOD

HOUSEKEEPING OF THE EXISTING IMPROVED STREETS IN
THE CONSTRUCTION AREA.

7. WATER FOR DUST CONTROL MAY BE PURCHASED FROM

THE APPROPRIATE AGENCY PRIOR TO START OF ANY WORK,

AND IT IS THE RESPONSIBILITY OF THE CONTRACTOR FOR
ANY FEES OR DEPOSITS.

8. PRIOR TO THE PRE-CONSTRUCTION CONFERENCE, THE

CONTRACTOR SHALL SUBMIT FOR APPROVAL THE PROPOSED
ROUTE(S) FOR ALL CONSTRUCTION TRAFFIC ON PROJECT.

UPON APPROVAL, THE CONTRACTOR SHALL STRICTLY

ADHERE TO THAT ROUTE(S) ONLY, UNLESS WRITTEN

PERMISSION IS OBTAINED TO CHANGE THE ROUTE(S)

9. THE CONTRACTOR SHALL MAINTAIN ACCESS TO RESIDENCES

AND BUSINESSES AT STAGING AREA, ON PUBLIC STREETS AND

SIDEWALKS THE GREENWAY TRAIL THROUGHOUT THE LIFE OF
THE CONTRACT AS SPECIFIED IN THE SPECIAL PROVISIONS.

10. CONTRACTOR SHALL NOTIFY UNDERGROUND SERVICES ALERT (U.S.A.) 800-227-2600 (OR DIAL 811), TWO (2) WORKING DAYS PRIOR TO START OF ANY EXCAVATION OR DEMOLITION OF IMPROVEMENTS.

11. EXISTING FACILITIES AND IMPROVEMENTS INCLUDING BUT NOT LIMITED

TO TREES, LANDSCAPING, IRRIGATION, FENCES, WALLS, SIDEWALK AND

OTHER PAVEMENT SURFACES SHALL BE REPAIRED AT CONTRACTOR'S EXPENSE. CONTRACTOR SHALL RESTORE ANY AND ALL PAVEMENT AND

OTHER FACILITIES OUTSIDE LIMITS OF WORK AFFECTED BY THE CONSTRUCTION OPERATIONS AT NO ADDITIONAL COST. IT IS THE

CONTRACTORS RESPONSIBILITY TO VIDEOTAPE OR DOCUMENT

EXISTING CONDITIONS PRIOR TO START OF WORK TO SUBSTANTIATE ANY PREVIOUS DAMAGES, ETC.

12. TRAFFIC CONTROL DURING CONSTRUCTION SHALL BE THE

CONTRACTOR'S RESPONSIBILITY AND IN ACCORDANCE
WITH AN APPROVED TRAFFIC CONTROL PLAN. SUBMIT PLAN
TO THE CITY FOR REVIEW AND APPROVAL. THE

CONTRACTOR SHALL PROVIDE ALL LIGHTS, SIGNS,

BARRICADES, FLAGMEN AND OTHER DEVICES TO PROVIDE

FOR SAFE PASSAGE OF PUBLIC VEHICULAR AND
PEDESTRIAN TRAFFIC.

THE CONTRACTOR SHALL EXERCISE CARE TO PROTECT THE EXISTING OVERHEAD AND UNDERGROUND UTILITIES DURING CONSTRUCTION.

THE CONTRACTOR SHALL IDENTIFY THESE UTILITIES PRIOR TO START OF WORK AND PROTECT THEM DURING CONSTRUCTION. METHOD OF PROTECTION SHALL BE APPROVED BY THE ENGINEER. THE COST OF

REPAIR WORK DUE TO FAILURE OF THE CONTRACTOR TO EXERCISE CARE WILL BE INCURRED BY THE CONTRACTOR. ANY DAMAGES TO THE L0.0CONSTRUCTION LEGEND
L1.0 DEMOLITION PLAN
L2.0CONSTRUCTION LAYOUT PLAN BASE BID
L3.0CONSTRUCTION DETAILS
L3.1CONSTRUCTION DETAILS NOTES:

1. PATH OF TRAVEL (P.O.T.) AS INDICATED IS A BARRIER FREE

ACCESS ROUTE WITHOUT ANY ABRUPT VERTICAL CHANGES
EXCEEDING 12" BEVELED AT 1:2 MAX. SLOPE EXCEPT THAT
LEVEL CHANGES DO NOT EXCEED 14" VERTICAL AND IS AT
LEAST 48" WIDE. SURFACE IS SLIP RESISTANT, STABLE, FIRM AND SMOOTH. CROSS SLOPE DOES NOT EXCEED 2%, AND
SLOPE IN THE DIRECTION OF TRAVEL DOES NOT EXCEED 5%.

P.O.T. SHALL BE MAINTAINED FREE OF OVERHANGING
OBSTRUCTIONS TO 80" MINIMUM AND PROTRUDING OBJECTS
GREATER THAN 4" PROJECTION FROM WALL AND ABOVE 27"
AND LESS THAN 80". CONTRACTOR TO VERIFY THAT
BARRIERS IN THE PATH OF TRAVEL HAVE BEEN REMOVED.

ENCLOSURE TO MEET ACCESSIBILITY STANDARD PER
CBC 11B-206.2.2 AND 11B-206.2.8 AND CBC 11B-404.2.3-2.10 LEGEND - PATH OF TRAVEL:

FIELD

ACCESSIBLE PATH OF TRAVEL

PATH OF TRAVEL

NOT TO SCALE
TS1.0

AS NOTED

TITLE SHEET
L3.2CONSTRUCTION DETAILS
L3.3CONSTRUCTION DETAILS
L3.4CONSTRUCTION DETAILS
L4.0IRRIGATION PLAN
L4.1IRRIGATION LEGEND AND DETAILS
L2.1
C1.0 GRADING AND DRAINAGE PLAN BASE BID
C2.0 UTILITY PLAN BASE BID
C3.0 CONSTRUCTION DETAILS

NOT TO SCALENOT TO SCALE

LOCATION

PROJECT
WENDELL PARK 10/28/2024 PERMIT SET
P:\Shared\Projects\2023\2300051 Richmond Parks Assessment\Wendell Park Field Renovation\DWG\Sheets\TS Wendell Park.dwg 10/31/2024 - 11:44 AM Brian G 1:3.56 Sheet
Plan File:

Project Number: 2300051
Scale:

Date: NOVEMBER 2024
Rev Date Description Designed Drawn Checked
121 Park Place
Richmond, CA 94801
tel: 510-367-6166
Engineering
Planning
Landscape Architecture
Land Surveying
Mapping
RICHMOND, CA 94805
Stamp FIELD RENOVATION
Sheet Title

PROJECT
24th STREET & WENDELL AVENUE
10/28/2024 BID SET

MV BG MV
Marcia D. Vallier
-No.3293
STATE
O
FCA
L

IFORNI A
Signature
Renewal Date
Date

L I C ENSED LANDSCAPE

ARCHITECT
10/30/2024
03/31/2025

NORTHNORTH
C1.1 GRADING AND DRAINAGE PLAN ALTERNATE #1
C2.1 UTILITY PLAN BASE ALTERNATE #1
C3.1 CONSTRUCTION DETAILS
C4.0 EROSION CONTROL PLAN
C0.1 CIVIL ABBREVIATIONS, LEGEND, & GENERAL NOTES
26TH STREET

ESMOND AVENUE

WENDELL AVENUE
ALT. #1 -

PLAY AREA &

RESTROOM

TO AC TRANSIT
LINE 74 ON
23RD STREETBASE BID

RESTROOM
L0.1GENERAL NOTES
L2.2
CONSTRUCTION LAYOUT PLAN ALTERNATE #1
L3.5CONSTRUCTION DETAILS
L3.6CONSTRUCTION DETAILS
L3.7CONSTRUCTION DETAILS
L4.2IRRIGATION DETAILS
L4.3IRRIGATION DETAILS
L4.4IRRIGATION DETAILS
L5.0PLANTING PLAN, PLANT LIST AND DETAIL

CITY OF RICHMOND

WENDELL PARK FIELD RENOVATION PROJECT
26th STREET & WENDELL AVENUE RICHMOND, CA
CONSTRUCTION LAYOUT PLAN ALTERNATE #1E0.1SYMBOLS LIST AND GENERAL NOTES E1.1SITE PLAN - ELECTRICAL
October 30, 2024
263
60" DIA TURNING CIRCLE
0NORTH402010SCALE: 1"=20'-0"L1
SITE PLANWENDELL PARK10/28/2024
P:\Shared\Projects\2023\2300051 Richmond Parks Assessment\Wendell Park Field Renovation\DWG\Sheets\P Wendell Park.dwg 03/26/2025 - 12:43 PM Brian G 1:3.5602 Sheet
Plan File:Project Number:2300051Scale:Date:NOVEMBER 18,2024 RevDateDescriptionDesignedDrawnChecked 121 Park PlaceRichmond, CA 94801tel: 510-367-6166EngineeringPlanningLandscape ArchitectureLand SurveyingMapping RICHMOND, CA 94805
StampFIELD RENOVATION
Sheet TitlePROJECT24th STREET & WENDELL AVENUE
MV BGMVMarcia D. Vallier - No. 3293
STATE OF CALIFORNIA SignatureRenewal DateDate
LICENSED LANDSCAPE ARCHITECT 10/30/202403/31/2025 PERMIT SET10/28/2024BID SETMV BGMV REPLACEMENT PLAY EQUIPMENTFOR 2-5 AND 5-12 YEAR OLDSWITHIN ACCESSIBLERESILIENT SURFACINGSINGLE STALL CITY-STANDARDRESTROOM STRUCTURE WITHATTACHED DRINKING FOUNTAINAND BOTTLE FILLER

ACCESSIBLE CONCRETE PLAZAAND GATHERING AREA

ONE ACCESSIBLE ANDTWO STANDARD PICNIC TABLES

BIKE RACKSRENOVATED SHRUB BEDREPLACEMENT CONCRETESIDEWALK

REPLACEMENT IRRIGATIONEQUIPMENT ENCLOSURE WITHBOOSTER PUMP AND UPGRADEDELECTRICAL

RENOVATED SOFTBALL/BASEBALL INFIELD FINES WITHNEW BASESREPLACEMENT DUGOUTSEATING, CONCRETE ANDFENCING

REPLACEMENT GALVANIZEDSTEEL HOODED BACKSTOPREPLACEMENT BLEACHERS REPLACEMENTGALVANIZED CHAIN LINKFENCING AND GATES TO MATCHEXISTING 10'-0" HEIGHT, EAST,SOUTH AND WEST SIDES. NORTHSIDE TO REMAIN.BALL STOPPER NETTING ATSOCCER GOALS Illustrative Plan
264
CONTRACT # 7279
VENDOR # 1422
Initial Contract Amount:

Contingency Amount:

Total NTE Amount:

CONSTRUCTION AGREEMENT
This Construction Agreement (“Agreement”) is made and entered into this 7th day of May 2025, by and between the City of Richmond, a municipal corporation and charter city (“City”) and Bauman Landscape & Construction Inc. (“Contractor”), with reference to the following facts. The parties may be referred to in this Agreement individually as “Party” and collectively as the “Parties.”

RECITALS
A. On December 9, 2024, the City circulated an Invitation for Bids seeking contractors willing to undertake the construction of Wendell Park Field Renovation, located at 26th Street & Wendell Avenue, Richmond CA 94804 (the “Project”).

B. Contractor submitted the lowest responsive bid and has been determined to be responsible.

C. City now desires to contract with Contractor to furnish construction and related services for the Project.

NOW THEREFORE, in consideration of the promises and agreements hereinafter set forth, and intending to be bound hereby, the Parties agree as follows:

ARTICLE I

CONSTRUCTION OF PROJECT
Section 1.1 Contract Documents.

Project Specifications – including the Notice to Prospective Bidders, Invitation for Bids, Instructions to Bidders, Special Provisions, Description of Work, Construction Details (including all plans and specifications), and Proposal Package, along with any Requests for Information (RFI), responses to RFI, and addenda issued prior to the deadline for submitting bids – Contractor’s Proposal attached as Exhibit A, and this Agreement, constitute the “Contract Documents.”
Section 1.2 Cons
truction.

Contractor shall furnish all labor, materials, methods, processes, implements, tools and machinery, within the time frames set, and do all the things necessary for the proper completion of the work shown and described in Contract Documents.

Section 1.3 Payme
nts.
1 265
Contractor agrees to receive and accept the sums set forth in the Bid Schedule attached as part of the Proposal, as full compensation for furnishing all materials and doing all the work contemplated and required by this Agreement, and for all loss or damage arising out of the nature of the undertaking of the construction of the Project, or from the acts of the elements, or from any unforeseen difficulties or obstructions which may arise or be encountered in the prosecution of the construction of the Project until its completion and acceptance by the City, and for all expenses incurred by or in consequence of the suspension or discontinuance of the construction of the Project, and for well and faithfully performing the construction of the Project and the whole thereof, in the manner and according to the Contract Documents.

Section 1.4 Discovery of Hazardous Waste or Unusual Conditions. (a) Promptly and before the following conditions are disturbed, the Contractor shall notify the City in writing of any:
(1) Material that the Contractor believes may be hazardous waste, as defined in Section 25117 of the Health and Safety Code, that is required to be removed to a Class I, Class II, or Class III disposal site in accordance with provisions of existing law.
(2) Subsurface or latent physical conditions at the site differing from those indicated by information about the site made available to bidders prior to the deadline for submitting bids.
(3) Unknown physical conditions at the site of any unusual nature, different materially from those ordinarily encountered and generally recognized as inherent in work of the character provided for in this Agreement. (b) The City shall promptly investigate the conditions, and if it finds that the conditions do materially so differ, or do involve hazardous waste, and cause a decrease or increase in the Contractor's cost of, or the time required for, performance of any part of the work shall issue a Change Order under the procedures described in this Agreement. (c) In the event that a dispute arises between the City and the Contractor whether the conditions materially differ, or involve hazardous waste, or cause a decrease or increase in the Contractor's cost of, or time required for, performance of any part of the work, the Contractor shall not be excused from any scheduled completion date provided for by this Agreement, but shall proceed with all work to be performed under this Agreement. The Contractor shall retain any and all rights provided either by contract or by law which pertain to the resolution of disputes and protests between the Parties.

Section 1.5 Laws and Regulations.
(a) The Project work shall proceed only after procurement of each permit, license, or other authorization that may be required by any governmental agency having jurisdiction, and Contractor shall be responsible to the City for the procurement and maintenance thereof. (b) Contractor shall cause all work performed in connection with construction of the Project to be performed in compliance with (i) all applicable laws, ordinances, rules and 2 266
regulations now in force or that may be enacted hereafter; (ii) all conditions of Project approval and mitigation measures included in any adopted or certified environmental document prepared for the Project; and (iii) all directions, rules and regulations of any fire marshal, health officer, building inspector, or other officer of every governmental agency now having or hereafter acquiring jurisdiction, provided that such direction given during construction does not conflict with conditions of Project approval or mitigation measures. (c) Contractor shall and shall cause its subcontractors to pay prevailing wages in the construction of the Project as those wages are determined pursuant to Labor Code Sections 1720 et seq., and implementing regulations of the Department of Industrial Relations, and to comply with all other applicable federal, State and local laws, regulations and ordinances pertaining to labor standards insofar as those laws, regulations and ordinances apply to the performance of this Agreement, including any applicable City of Richmond employment requirements, including but not limited to the City's Living Wage Ordinance (Richmond Municipal Code Chapter 2.60), the City's Business Opportunity Ordinance (Richmond Municipal Code Chapter 2.50), and the City's Local Employment Program Ordinance (Richmond Municipal Code Chapter 2.56). During the construction of the Project, Contractor shall post at the construction site the applicable prevailing rates of per diem wages. Contractor shall indemnify, hold harmless and defend, (with counsel reasonably acceptable to the City) the City against any claims for damages, compensation, fines, penalties or other amounts arising out of failure or alleged failure of any person or entity (including Contractor and its subcontractors) to pay prevailing wages in connection with construction of the Project. This Section 1.5(c) shall survive the termination of this Agreement. (d) Contractor and all subcontractors shall maintain accurate payroll records showing the name, address, social security number, work classification, straight time and overtime hours worked each day and week, and the actual per diem wages paid to each journeyman, apprentice, worker and others employed on the Project. Each payroll record shall contain or be verified by a written declaration made under penalty of perjury, stating both of the following: (1) the information contained in the payroll record is true and correct, and (2) the employer has complied with the requirements of Labor Code Section 1771 (prevailing wage provisions), Section 1811 (eight-hour day, forty-hour week provisions), and Section 1815 (overtime compensation) for any work performed by his or her employees on the Project. The Contractor shall provide certified payroll records to the City each week, no later than ten (10) days after the end of a weekly pay period. Pay records shall be maintained and made available in accordance with Labor Code Section 1776. In addition, Contractor shall and shall cause its subcontractors promptly to deliver to the City, upon request, documents verifying compliance with the Living Wage Ordinance, which include documents which evidence that each affected employee has been notified regarding the wages required to be paid pursuant to the Living Wage Ordinance.

Such wages shall also be posted at the construction site. This Section 1.5(d) shall survive the termination of this Agreement.

Section 1.6 Inspections.
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Contractor shall permit and facilitate, and shall require its subcontractors to permit and facilitate, observation and inspection of the Project by the City and by public authorities at all times for the purposes of determining compliance with this Agreement and permits issued to perform the Project work. In so doing, Contractor shall provide access for testing and inspections. Contractor shall coordinate and schedule all testing and inspections required on the Project with the required advance notice as defined in the Project Specifications.

Section 1.7 Equal Opportunity.
(a) During the construction of the Project there shall be no discrimination on the basis of race, color, creed, religion, age, sex, sexual orientation, marital status, national origin, ancestry, or disability in the hiring, firing, promoting, or demoting of any person engaged in the construction work.
(b) In addition, Contractor agrees to observe the provisions of Section 2.28.030 of the Richmond Municipal Code, obligating Contractor and its subcontractors to refrain from discriminatory employment or subcontracting practices on the basis of race, color, sex, sexual orientation, religion, creed, national origin or ancestry of any employee, any applicant for employment or any potential subcontractor.

Section 1.8 Working Hours.

Eight hours of labor is a legal day’s work. Any worker’s time of service is restricted to eight hours during any calendar day, and 40 hours during a calendar week, unless overtime compensation is paid at not less than one and one-half times the basic rate of pay. The Contractor shall be assessed a penalty of twenty-five dollars ($25) for each day a worker is employed in violation of these requirements.

Section 1.9 Insurance and Bond Requirements.
(a) In accordance with California Labor Code Section 3700, Contractor must secure Workers’ Compensation coverage for its employees. Prior to performing any work, Contractor must execute a certification in the form set out at California Labor Code Section 1861. (b) Contractor shall submit to the City evidence of the insurance and payment and performance bond coverage meeting the requirements set forth in the Project Specifications. Proof of insurance and bonding related to the construction of the Project shall be provided to the City not more than (10) days after award of the contract. The City shall review and approve or disapprove of the evidence of insurance within twenty (20) days after submittal of complete information in the form required by the City. If the City disapproves the evidence of insurance, it shall specify in writing the reasons for such disapproval. Contractor shall resubmit the information required within ten (10) days. The review and submittal periods for resubmittals shall be reduced to a ten (10) day review period for the City and a five (5) day period for resubmittal by Contractor and shall continue to apply until the City approves the evidence of insurance coverage, but in no event shall the submittal and review period continue for more than forty-five (45) days. If, after forty-five (45) days the Contractor has not provided evidence of insurance and bond coverage meeting the 4 268
requirements of the City, the City shall terminate the contract and may either award the work to the next lowest responsive responsible bidder or issue a new request for bids. (If the City issues a new request for bids, the Contractor shall be disqualified from re-bidding the work because of the failure to provide timely proof of insurance and/or bond coverage.) No work shall be initiated on the Project prior to Contractor's receipt of the City's approval of evidence of insurance coverage related to the construction of the Project.
(c) Contractor shall have furnished the City with evidence of the insurance coverage meeting the insurance requirements set forth in Project Specifications for each subcontractor prior to initiating any work on the Project, including Builder's Risk insurance with appropriate coverage for the cost of construction. The periods for submittal, review and approval shall apply as stated in subparagraph (b) above.
(d) The Parties agree that notwithstanding the time requirements set forth in this subsection for submittal and resubmittal to the City by the Contractor of the evidence of insurance and review and approval of the evidence of insurance by the City, Contractor is responsible for ensuring that the evidence of insurance in approvable form is submitted to the City in a timely manner.

Section 1.10 Security In Lieu of Retention.
(a) The City shall retain five percent (5%) of the sum requested in each progress payment unless the Contractor elects to invoke the procedures set forth at California Public Contract Code 22300 to substitute securities to ensure performance under the contract.

1. At the request and the expense of the Contractor, securities equivalent to the amount withheld shall be deposited with the City, or with a state or federally chartered bank in the state as escrow agent, who shall then pay the retained funds to the Contractor. Upon satisfactory completion of the contract, the securities shall be returned to the Contractor.

2. Alternatively, the Contractor may request and the City shall make payment of retentions earned directly to the escrow agent at the expense of the Contractor. At the expense of the Contractor, the Contractor may direct the investment of the payments into securities and the Contractor shall receive the interest earned on the investments upon the same terms provided for in Public Contract Code 22300 for securities deposited by the Contractor. Upon satisfactory completion of this Agreement, the Contractor shall receive from the escrow agent all securities, interest, and payments received by the escrow agent from the owner, pursuant to the terms of this section.
(b) If the Contractor chooses to place securities in escrow, the escrow agreement to be used shall be substantially similar to the following form:

ESCROW AGREEMENT FOR SECURITY DEPOSITS IN LIEU OF RETENTION 5 269
This Escrow Agreement is made and entered into by and between ________________________________________________ whose address is _______________________________hereinafter called "Owner,"____________ whose address is _______________________________ hereinafter called "Contractor" and __________whose address is ________________________________ hereinafter called "Escrow Agent."
For the consideration hereinafter set forth, the Owner, Contractor, and Escrow Agent agree as follows:
(1) Pursuant to Section 22300 of the Public Contract Code of the State of California, Contractor has the option to deposit securities with Escrow Agent as a substitute for retention earnings required to be withheld by Owner pursuant to the Construction Contract entered into between the Owner and Contractor for ____ in the amount of ____ dated ____ (hereinafter referred to as the "Contract"). Alternatively, on written request of the Contractor, the Owner shall make payments of the retention earnings directly to the Escrow Agent. When the Contractor deposits the securities as a substitute for Contract earnings, the Escrow Agent shall notify the Owner within 10 days of the deposit. The market value of the securities at the time of the substitution shall be at least equal to the cash amount then required to be withheld as retention under the terms of the Contract between the Owner and Contractor. Securities shall be held in the name of ____, and shall designate the Contractor as the beneficial owner. (2) The Owner shall make progress payments to the Contractor for those funds which otherwise would be withheld from progress payments pursuant to the Contract provisions, provided that the Escrow Agent holds securities in the form and amount specified above. (3) When the Owner makes payment of retentions earned directly to the Escrow Agent, the Escrow Agent shall hold them for the benefit of the Contractor until the time that the escrow created under this contract is terminated. The Contractor may direct the investment of the payments into securities. All terms and conditions of this agreement and the rights and responsibilities of the parties shall be equally applicable and binding when the Owner pays the Escrow Agent directly.
(4) Contractor shall be responsible for paying all fees for the expenses incurred by Escrow Agent in administering the Escrow Account and all expenses of the Owner. These expenses and payment terms shall be determined by the Owner, Contractor, and Escrow Agent. (5) The interest earned on the securities or the money market accounts held in escrow and all interest earned on that interest shall be for the sole account of Contractor and shall be subject to withdrawal by Contractor at any time and from time to time without notice to the Owner. (6) Contractor shall have the right to withdraw all or any part of the principal in the Escrow Account only by written notice to Escrow Agent accompanied by written authorization from the Owner to the Escrow Agent that Owner consents to the withdrawal of the amount sought to be withdrawn by Contractor.
(7) The Owner shall have a right to draw upon the securities in the event of default by the Contractor. Upon seven days' written notice to the Escrow Agent from the Owner of the default, the Escrow Agent shall immediately convert the securities to cash and shall distribute the cash as instructed by the Owner.
(8) Upon receipt of written notification from the Owner certifying that the Contract is final and complete, and that the Contractor has complied with all requirements and procedures applicable to the Contract, Escrow Agent shall release to Contractor all securities and interest on deposit 6 270
less escrow fees and charges of the Escrow Account. The escrow shall be closed immediately upon disbursement of all moneys and securities on deposit and payments of fees and charges. (9) Escrow Agent shall rely on the written notifications from the Owner and the Contractor pursuant to Sections (5) to (8), inclusive, of this Agreement and the Owner and Contractor shall hold Escrow Agent harmless from Escrow Agent's release and disbursement of the securities and interest as set forth above.
(10) The names of the persons who are authorized to give written notice or to receive written notice on behalf of the Owner and on behalf of Contractor in connection with the foregoing, and exemplars of their respective signatures are as follows:

On behalf of Owner: On behalf of Contractor:

Title Title
Name Name
Signature Signature
Address Address
On behalf of Escrow Agent:

Title
Name
Signature
Address
At the time the Escrow Account is opened, the Owner and Contractor shall deliver to the Escrow Agent a fully executed counterpart of this Agreement.

IN WITNESS WHEREOF, the parties have executed this Agreement by their proper officers on the date first set forth above.

Owner Contractor
Title Title
Name Name
Signature Signature
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ARTICLE II

DEFAULT AND REMEDIES

2.1 Events of Default.

In addition the remedies set forth in Section 2.2, below, in the event of default the Department Head reserves the right to stop work immediately if any action or inaction by the Contractor or any subcontractor creates a risk of imminent harm to the public or property.

Each of the following shall constitute a "Default" by Contractor under this Agreement:
(a) Breach of Covenants. Failure by Contractor or any subcontractor to duly perform, comply with, or observe any of the conditions, terms, or covenants of any of the Contract Documents. The City shall give Contractor written notice of the breach and specify a time in which to cure the breach. If the Contractor cures the breach within the time specified in the notice or, if the breach cannot be cured in the time specified but the Contractor has diligently pursued measures to cure the breach and to keep the City informed of its progress, then the breach shall not constitute a default provided that the breach is cured within thirty (30) days from the date of the City’s last notice and demand to cure. (b) D
isregard of Laws. Disregard of laws, rules, regulations, directions or instructions of City by Contractor or any subcontractor with respect to the performance of work. (c) I nsolvency. A court having jurisdiction shall have made or entered any decree or order (i) adjudging Contractor to be bankrupt or insolvent, (ii) approving as properly filed a petition seeking reorganization of Contractor or seeking any arrangement for Contractor under the bankruptcy law or any other applicable debtor's relief law or statute of the United States or any state or other jurisdiction, (iii) appointing a receiver, trustee, liquidator, or assignee of Contractor in bankruptcy or insolvency or for any of their properties, (iv) directing the winding up or liquidation of Contractor if any such decree or order described in clauses (i) to (iv), inclusive, shall have continued unstayed or undischarged for a period of ninety (90) days; or (v) Contractor shall have admitted in writing its inability to pay its debts as they fall due or shall have voluntarily submitted to or filed a petition seeking any decree or order of the nature described in clauses (i) to (iv), inclusive.
(d) S
uspension; Termination. Contractor shall have voluntarily suspended its business, or shall have voluntarily or involuntarily lost or terminated one or more of the licenses required to perform the work.
(e) L
iens on Property and the Development. There shall be filed any claim of lien (other than liens approved in writing by the City) against the Project or the construction site or any part thereof, or any interest or right made appurtenant thereto and the continued maintenance of said claim of lien for a period of twenty (20) days without discharge or satisfaction thereof or provision therefore (including, without limitation, the posting of bonds) satisfactory to the City. 8 272

2.2 Remedies.

The occurrence of any Default hereunder following the expiration of all applicable notice and cure periods will, either at the option of the City or automatically where so specified, relieve the City of any obligation to make or continue payments and shall give the City the right to proceed with any and all remedies set forth in the Contract Documents, including but not limited to the following:
(a) Specific Performance. The City shall have the right to mandamus or other suit, action or proceeding at law or in equity to require Contractor to perform its obligations and covenants under this Agreement or to enjoin acts on things which may be unlawful or in violation of the provisions of this Agreement.
(b) R
ight of Contest. Contractor shall have the right to contest in good faith any claim, demand, levy, or assessment the assertion of which would constitute a Default hereunder.

Any such contest shall be prosecuted diligently and in a manner unprejudicial to the City or the rights of the City hereunder.
(c) R
emedies Cumulative. No right, power, or remedy given to the City by the terms of the Contract Documents is intended to be exclusive of any other right, power, or remedy; and each and every such right, power, or remedy shall be cumulative and in addition to every other right, power, or remedy given to the City by the terms of any such instrument, or by any statute or otherwise against Contractor and any other person. Neither the failure nor any delay on the part of the City to exercise any such rights and remedies shall operate as a waiver thereof, nor shall any single or partial exercise by the City of any such right or remedy preclude any other or further exercise of such right or remedy, or any other right or remedy.

2.3 Wai
ver of Damages.

Contractor, in having tendered the Proposal, shall be deemed to have waived any and all claims for damages because of termination of this Agreement for any reason. Contractor shall not be entitled to any lost profit in the event of termination.

ARTICLE III

GENERAL PROVISIONS
Section 3.1 Relationship of Parties.

Nothing contained in this Agreement shall be interpreted or understood by any of the Parties, or by any third persons, as creating the relationship of employer and employee, principal and agent, limited or general partnership, or joint venture between the City and Contractor or its agents, employees or subcontractors, and Contractor shall at all times be deemed an independent contractor and shall be wholly responsible for the manner in which it or its agents, or both, perform the services required of it by the terms of this Agreement. Contractor has and retains the right to exercise full control of employment, direction, compensation, and discharge of all 9 273
persons assisting in the performance of services under the Agreement. In regards to the construction of the Project, Contractor shall be solely responsible for all matters relating to payment of its employees, including compliance with Social Security, withholding, and all other laws and regulations governing such matters, and shall include requirements in each contract that subcontractors shall be solely responsible for similar matters relating to their employees.

Contractor shall be solely responsible for its own acts and those of its agents and employees.

Section 3.2 Change Orders.
(a) Changes affecting the time of performance, unit pricing, or total contract price shall be set forth in a written Change Order that shall specify:

1. The work performed in connection with the change to be made;

2. The amount of the adjustment to the Payment Limit, if any, and the basis for compensation for the work ordered; which adjustment may be a negotiated lump sum amount, agreed unit price, or paid under Section 9-1.04 “Force Account” of the 2010 State of California Department of Transportation Standard Specifications; and

3. The amount of time to be adjusted in the schedule for performance, if any. (b) A Change Order will become effective when signed by the Department Head, or his or her representative, notwithstanding that Contractor has not signed it. A Change Order will become effective without Contractor’s signature, provided the Department Head or his or her representative so indicates by noting thereon “unilateral change order.” (c) All changes in any plans and specification approved by any authority with jurisdiction over the Project may also require addenda or change orders approved by that authority.
(d) Where the City requests, a performance bond rider covering the changed work must be executed and delivered to the City before proceeding with the changed work, or shortly in time thereafter.
(e) The Department Head or his or her representative has the authority to approve Change Orders with a cumulative dollar value of up to ten percent (10%) of the contract price.

Section 3.3 Claims By Contractor.
(a) No Third-Party Claims. Nothing contained in this Agreement shall create or justify any claim against the City by any person that Contractor may have employed or with whom Contractor may have contracted relative to the purchase of materials, supplies or equipment, or the furnishing or the performance of any work or services with respect to the construction of the Project, and Contractor shall include similar requirements in any contracts entered into for the construction of the Project.
(b) Obligation to File Claims for Disputed Work. Should it appear to the Contractor that the work to be performed or any of the matters relative to the Contract 10 274
Documents are not satisfactorily detailed or explained therein, or should any questions arise as to the meaning or intent of the Contract Documents, or should any dispute arise regarding the true value of any work performed, work omitted, extra work that the Contractor may be required to perform, time extensions, payment to the Contractor during performance of the work, construction of the Project, and/or compliance with procedures or standards set forth in the Contract Documents, or should Contractor otherwise seek extra time or compensation FOR ANY REASON WHATSOEVER, then Contractor shall first follow the procedures set forth in this Agreement, including but not limited to Section 3.2, “Change Orders.” If a dispute remains, then Contractor shall give written notice to the City that expressly invokes this Section 3.3 and requests a determination of the issue. City shall decide the issue in writing within 15 days; City’s decision shall be final and the limitations period for the filing of a claim shall commence upon the City’s issuance of its decision. If Contractor disagrees with City’s decision, or if Contractor contends that City failed to provide a timely decision, then Contractor’s SOLE AND EXCLUSIVE REMEDY is to file a written claim setting forth Contractor’s position as required herein.
(c) Form and Contents of Claim. The Claim shall be submitted to the City within thirty (30) days of receiving the City’s written decision regarding the dispute, or the date the Contractor contends such decision was due, and in no event later than the date of final payment.

Contractor’s written claim must identify itself as a “Claim” under this Section 3.3 and must include the following: (1) a narrative of pertinent events; (2) citation to contract provisions; (3) theory of entitlement; (4) complete pricing of all cost impacts; (5) a time impact analysis of all time delays that shows actual time impact on the critical path; (6) documentation supporting items 1 – 5; and (7) verification under penalty of perjury of the claim’s accuracy. The Claim shall be priced like a Change Order, and must be updated every thirty (30) days as to cost and entitlement if it remains a continuing Claim. Routine contract materials, for example, correspondence, RFI, Change Order requests, or payment requests shall not constitute a Claim.

Contractor shall bear all costs incurred in preparation, submittal, and administration of a Claim. (d) Administration After Claim Submittal.

1. City may render a final decision based solely on the materials submitted in support of the Claim or may in its sole discretion conduct an administrative hearing on the Claim, in which case Contractor shall appear, participate, answer inquiries, and present any further evidence or analysis requested by City. Should City take no action on the Claim within forty-five (45) days (if the Claim is for less than $50,000) or within sixty (60) days (if the Claim is for $50,000 or more) of submittal, it shall be deemed denied.

2. Notwithstanding and pending the resolution of any Claim or dispute, Contractor shall diligently perform the disputed work to final completion in accordance with the City’s direction.

3. After their submittal, claims less than $375,000 shall also be subject to Section 20104 of the Local Agency Public Construction Act.
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(e) Compliance

1. The provisions of this Section 3.3 constitute a non-judicial claim settlement procedure that, pursuant to California Government Code Section 930.2, shall constitute a condition precedent to the submittal of a valid claim under the California Government Code. Any Government Code claims alleging disputed work must affirmatively indicate prior compliance with this Section 3.3. In accordance with Richmond Municipal Code Section 1.10.010(b), all Government Code claims must be presented no later than the 100
th day after the earlier of (i)
the date the City actively or passively denied the Claim, or (ii) substantial completion or termination of the contract.

2. Failure to submit and administer Claims as required in Section 3.3 shall waive Contractor’s right to compensation for any disputed work not included in a timely Claim. Disputes not raised in a timely protest and timely Claim submitted under this Section 3.3 may not be asserted in any subsequent Government Code claim, administrative hearing, or civil action.

3. City shall not be deemed to waive any provision under this Section 3.3 if, at City’s sole discretion, a Claim is administered in a manner not in accord with this Section 3.3. Waivers or modifications of this Section 3.3 may only be made by signed Change Order approved as to form by legal counsel for both City and Contractor. Oral or implied modifications shall be of no force or effect.

Section 3.4 Indemnification.
(a) To the fullest extent permissible by law, Contractor shall indemnify, defend, and hold harmless, and require its subcontractors to defend, indemnify and hold harmless, the City, its elected and appointed officials, and all of its employees, volunteers and agents (the "Indemnified Parties"), from all liability, penalties, costs, losses, damages, expenses, causes of action, claims or judgments, including attorney's fees and other defense costs (collectively, "Claims"), resulting from injury to or death sustained by any person (including Contractor’s or any subcontractors' employees), or damage to property of any kind, or any other injury or damage whatsoever, which Claims arise out of or are in any way connected with the construction of the Project, regardless of Contractor's fault or negligence; provided, however, that Contractor's, and Contractor's subcontractors' indemnity obligations hereunder shall not apply to the extent any Claims are caused by the active negligence or willful act or omission of an Indemnified Party. The indemnification obligations of Contractor and its subcontractors shall extend to Claims asserted after termination of this Agreement for whatever reason. (b) In Claims against any person or entity indemnified under Section 3.4(a) above by an employee of Contractor or its subcontractors, anyone directly or indirectly employed by any one of them or anyone for whose acts one of them may be liable, the indemnification obligation under Section 3.4(a) above shall not be limited by a limitation on amount or type of damages, compensation of benefits payable under workers' compensation acts, disability benefit acts or other employee benefit acts.
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Section 3.5 Non -Liability of City Officials, Employees and Agents.

No member, official, employee or agent of the City shall be personally liable to Contractor in the event of any default or breach by the City or for any amount which may become due to Contractor or its successor or on any obligation under the terms of this Agreement.

Section 3.6 N o Third Party Beneficiaries.

There shall be no third party beneficiaries to this Agreement.

Section 3.7 Conflict of Interest.
(a) Except for approved eligible administrative or personnel costs, no person described in Section 3.7(b) below who exercises or has exercised any functions or responsibilities with respect to the activities funded pursuant to this Agreement or who is in a position to participate in a decision-making process or gain inside information with regard to such activities, may obtain a personal or financial interest or benefit from the activity, or have an interest in any contract, subcontract or agreement with respect thereto, or the proceeds thereunder, either for themselves or those with whom they have family or business ties, during, or at any time after, such person's tenure. Contractor shall exercise due diligence to ensure that the prohibition in this Section 3.7(a) is followed.
(b) The conflict of interest provisions of Section 3.7(a) above apply to any person who is an employee, agent, consultant, officer, or elected or appointed official of the City of Richmond, and any immediate family member or dependent of such person.

Section 3.8 Notices, Demands and Communications.

If at any time after the execution of this Agreement it shall become necessary or convenient for one of the Parties hereto to serve any notice, demand or communication upon the other Party, such notice, demand or communication shall be in writing and shall be served personally or by depositing the same in the registered United States mail, return receipt requested, postage prepaid or delivered by express delivery service, return receipt requested and (1) if intended for the City shall be addressed to:

City of Richmond
450 Civic Center Plaza
Richmond, California 94804
Attention: Josef Munoz
13 277
With copy to:

City of Richmond
450 Civic Center Plaza
Richmond, CA 94804
Attention: City Attorney
(2) if intended for Contractor shall be addressed to:

Any notice, demand or communication shall be deemed given, received, made or communicated on the date personal delivery is affected or, if mailed in the manner herein specified, on the delivery date or date delivery is refused by the addressee, as shown on the return receipt. Any Party may change its address at any time by giving written notice of such change at least ten (10) days prior to the date such change is desired to be effective.

Section 3.9 Applicable Law.

This Agreement shall be governed by California law. This Agreement is made in Contra Costa County, California, and any action relating to this Agreement shall be instituted and prosecuted in the courts of Contra Costa County, California.

Section 3.10 Parties Bound.

Except as otherwise limited herein, the provisions of this Agreement shall be binding upon and inure to the benefit of the Parties and their heirs, executors, administrators, legal representatives, successors, and assigns. Any reference in this Agreement to a specifically named Party shall be deemed to apply to any successor, heir, administrator, executor, successor, or assign of such Party who has acquired an interest in compliance with the terms of this Agreement or under law. This Agreement shall be binding upon and inure to the benefit of the heirs, administrators, executors, successors in interest, and assigns of each of the Parties.

Section 3.11 Severability.

If any term of this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remainder of the provisions shall continue in full force and effect unless the rights and obligations of the Parties have been materially altered or abridged by such invalidation, voiding or unenforceability.

Section 3.12 Fo
rce Majeure.

Performance by either Party shall not be deemed to be in default when delays in performance are due to war, insurrection, strikes, lock-outs, riots, floods, earthquakes, fires, 14 Bauman Landscape and Construction, Inc.
100 Woodland Ave. Suite 200
San Rafael, CA 94901
278
quarantine restrictions, freight embargoes, or court order, or any other similar causes (other than lack of funds of Contractor) beyond the control or without the fault of the Party claiming an extension of time to perform (“Force-Majeure Delays”). In no event shall any extension of any period of time be deemed to have occurred unless the Party claiming the Force-Majeure Delay gives written notice to the other Party within ten (10) days following the commencement of any such delay, setting forth the facts giving rise to the Force-Majeure Delay request, the expected duration of the delay, and the steps the Party intends to take to minimize the Delay. During the Force-Majeure Delay, the Party whose performance is delayed shall keep the other Party reasonably informed of the situation and the steps taken by such Party to continue performance and minimize delay. After the Force-Majeure Delay is over, the Parties shall in good faith jointly prepare an accurate written record of the circumstances giving rise to delay, specifying the commencement date and duration of the Force-Majeure Delay and the cause thereof, which record shall be signed by each Party to confirm agreement with respect to its content. In no event shall the City be required to agree to cumulative Force-Majeure Delays in excess of sixty (60) days unless the City is the cause of such delay. In the event that the parties cannot agree upon a record of the circumstances giving rise to the Force-Majeure Delay, the procedures set forth in Section 3.3 of this Agreement shall apply.

Section 3.13 Waivers.

Any waiver by the City of any obligation or condition in this Agreement must be in writing. No waiver will be implied from any delay or failure by the City to take action on any breach or default of Contractor or to pursue any remedy allowed under this Agreement or applicable law. Any extension of time granted to Contractor to perform any obligation under this Agreement shall not operate as a waiver or release from any of its obligations under this Agreement. Consent by the City to any act or omission by Contractor shall not be construed to be consent to any other or subsequent act or omission or to waive the requirement for the City's written consent to future waivers.

Section 3.14 Title of Parts and Sections.

Any titles of the sections or subsections of this Agreement are inserted for convenience of reference only and shall be disregarded in interpreting any part of the Agreement's provisions.

Section 3.15 Entire Understanding of the Parties.

The Contract Documents – along with any written change orders and dispute determinations that may be issued by the City in the course of performance – shall constitute the entire understanding and agreement of the Parties with respect to construction of the Project.

The Contract Documents, written change orders (if any), and dispute determinations (if any) are deemed complementary and should be interpreted together.

Section 3.16 Multiple Originals; Counterpart.

This Agreement may be executed in multiple originals, each of which is deemed to be an original, and may be signed in counterparts. A facsimile or electronic signature to this Agreement shall be as valid as an ink signed original.
15 279
WHEREAS, this Agreement has been entered into by the undersigned as of the date first above written.

CITY:

Reviewed By:

CITY OF RICHMOND, a municipal corporation and
charter city
City Attorney
ATTEST:

By:

Name:

Its:

City Clerk
CONTRACTOR:

Bauman Landscape & Construction Inc.

By:

Name:

Its:
16 280
Exhibit A
Proposal
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38 Bauman Landscape & Construction, Inc.

May 6 25
26th and Wendell Streets
23046 Soccer Fields-Restrooms-Parks Project
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41 Bauman Landscape & Construction, Inc.
304
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45 308
Reso. No. xx-25

RESOLUTION NO. xx-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND,

CALIFORNIA, APPROVING A CONSTRUCTION AGREEMENT WITH BAUMAN LANDSCAPE & CONSTRUCTION, INC. FOR THE 23046 SOCCER FIELDS-

RESTROOMS-PARKS PROJECT-WENDELL PARK IMPROVEMENTS

WHEREAS, the 23046 Soccer Fields-Restrooms-Parks Project-Wendell Park Improvements is located at 26th and Wendell Street, in Richmond, California; and

WHEREAS, this project includes a turf field, restroom, fencing, play area, picnic area, and related furnishings; and

WHEREAS, the project is funded by the state through the American Rescue Plan Act grant program; and

WHEREAS, an invitation for bids was duly advertised on November 13, 2024, which were opened on December 9, 2024; and

WHEREAS, there was a total of eleven (11) bid submissions in the amounts below; and

Contractor Base Bid
Bauman Landscape & Construction, Inc. $1,128,925.00
Frontline General Engineering Construction, Inc. $1,166,672.35 Redgwick Construction Co. $1,394,498.00
W.R Forde Associates, Inc. $1,403,150.00
Marina Landscape, Inc. $1,429,500.00
MVP Construction LLC $1,530,990.00
Suarez & Munoz Construction, Inc. $1,535,000.00
Buhler Commercial $1,682,420.05
Calico California Constructores, Inc. $1,693,939.38
S&H Construction, Inc. $1,768,600.00
Kerex Engineering, Inc. $2,170,000.00

WHEREAS, staff evaluation determined that Bauman Landscape & Construction, Inc. is the lowest responsible and responsive bidder; and

NOW THEREFORE, BE IT RESOLVED by the City Council of the City of Richmond, as follows:

Section 1: The foregoing recitals are true and correct, and this City Council hereby so finds and determines.
309
Reso. No. xx-25

Section 2: The City Council hereby authorizes staff to enter into a construction agreement contract with Bauman Landscape & Construction, Inc. for the 23046 Soccer Fields- Restrooms-Parks Project in the amount not to exceed $1,543,925.00.

Section 3: The Public Works Director is authorized to approve change orders, if necessary, for a contingency amount of up to $154,392.50 which is 10% of the bid amount, for a total not-to-exceed construction phase cost of $1,698,317.50.

Section 4: The City Council hereby authorizes the City Manager or their designee to execute and make amendments to the construction agreement as needed or execute documents as needed to facilitate the completion of the Project.

Section 5: This resolution shall take effect immediately upon its passage.

**********************

I hereby certify that the foregoing Resolution of the City Council of the City of Richmond was duly passed and adopted at a meeting thereof held May ___, 2025, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

Mayor

Approved as to form:

310
Reso. No. xx-25

City Attorney
311

May 6, 2025

Public Works

DATE: May 6, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Daniel Chavarria, PE, Director of Public Works
Robert Armijo, PE, Deputy Director of Public Works/City Engineer
Janney Lockman, Associate Transportation Planner
Subject:

Appropriation of Funds for the Long-Range
Transportation Infrastructure Planning Study
FINANCIAL IMPACT: Funding is available in the Measure J Fund 2002 Fund Balance. City staff are recommending appropriating
funds in the amount of $315,000 to complete this project. (Account String: 20236031-400532-23062)

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

The City must prepare a long-range transportation
infrastructure plan to support a nexus study consistent with the Mitigation Fee Act (Government Code § 66000
et seq.). The proposed Long-Range Transportation
Infrastructure Planning Study will evaluate existing
conditions, forecast future growth, and identify a list of capacity-expanding transportation projects. This project list will be used by the Finance Department to prepare a nexus study that supports potential future updates to the City’s Traffic Impact Fee.

RECOMMENDED ACTION:

ADOPT a resolution to APPROPRIATE funds in the
amount of $315,000 from Measure J Fund 2002 to
complete a long-range transportation infrastructure
planning study – Public Works (Janney Lockman 307-
8097/Robert Armijo 620-5477).

AGENDA
REPORT
312

May 6, 2025
DISCUSSION:

Traffic Impact Fees are one-time fees paid by developers to offset the impacts of new development on the City’s transportation infrastructure. Under the Mitigation Fee Act (Government Code § 66000 et seq.), the City must demonstrate a reasonable relationship, or “nexus,” between the fee imposed and the infrastructure improvements funded by that fee. This nexus is typically documented through a formal study that evaluates existing infrastructure conditions, forecasts future growth and demand, and identifies a list of capacity-expanding projects needed to support that growth.

During the most recent update to the City’s Master Fee Schedule in June 2024, Richmond did not update its Traffic Impact Fee due to the absence of a current, long- range transportation infrastructure plan. Without an updated project list and cost estimates, the City is not currently positioned to support a formal nexus study, which is necessary to consider potential adjustments to the existing fee and to ensure consistency with applicable requirements.

To address this, Public Works proposes developing a Long-Range Transportation Infrastructure Planning Study. The study will assess the City’s existing multimodal transportation system, forecast demand based on expected development, and identify transportation improvement projects that expand system capacity, such as roadway upgrades, bike and pedestrian enhancements, and other complete streets elements.

The resulting list of projects and associated costs will be provided to the Finance Department, which will use that information to produce a formal nexus study in compliance with the Mitigation Fee Act and determine whether adjustments to the Traffic Impact Fee are warranted. If funding is allocated and appropriated, City staff will hire a traffic engineering consulting firm to complete the study.

City staff recommends that the City Council approve a resolution to appropriate $315,000 from Measure J funds to complete the Long-Range Transportation Infrastructure Planning Study. This will enable the City to meet statutory requirements and proceed with updating its Traffic Impact Fee.

DOCUMENTS ATTACHED:

Attachment 1 – Resolution

313

Reso. No. XX-25

DocID #39920v1
RESOLUTION NO. XX-25

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND, CALIFORNIA, TO ALLOCATE AND APPROPRIATE $315,000 TO COMPLETE A

LONG-RANGE TRANSPORTATION INFRASTRUCTURE PLANNING STUDY

WHEREAS, the City of Richmond collects Traffic Impact Fees from developers to help mitigate the impact of new development on transportation infrastructure; and

WHEREAS, the City of Richmond was unable to update its Traffic Impact Fee when the fee schedule was last updated, because the City did not have an updated long-range transportation infrastructure plan to support a nexus study; and

WHEREAS, the Mitigation Fee Act (Government Code § 66000 et seq.) requires that a jurisdiction demonstrate a reasonable relationship, or nexus, between an impact fee and the public improvements funded by that fee; and

WHEREAS, to support such a nexus study and evaluate the appropriateness of the City’s Traffic Impact Fee, the City of Richmond must conduct a study that demonstrates how Richmond will expand transportation system capacity in order to accommodate new growth; and

WHEREAS, the proposed planning study will evaluate future transportation needs, assess current conditions, and develop a prioritized list of improvements for all travel modes; and

WHEREAS, this project list will be used by the Finance Department to prepare a formal nexus study, consistent with the Mitigation Fee Act; and

WHEREAS, City staff has determined that $315,000 is needed to complete the long- range transportation infrastructure planning study; and

WHEREAS, City staff has determined that this is an eligible expense under Measure J Local Streets Maintenance & Improvements.

NOW, THEREFORE, BE IT RESOLVED that $315,000 from Measure J be allocated and appropriated to provide funding for the long-range transportation infrastructure planning study.

*********************

I certify that the foregoing resolution was passed and adopted by the City Council of the City of Richmond at a regular meeting thereof held May _____, 2025, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

314

Reso. No. XX-25

DocID #39920v1

PAMELA CHRISTIAN

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

EDUARDO MARTINEZ
Mayor

Approved as to form:

DAVE ALESHIRE
City Attorney

State of California }
County of Contra Costa : ss.

City of Richmond }

I certify that the foregoing is a true copy of Resolution No. XX-25, finally passed and adopted by the City Council of the City of Richmond at a regular meeting held on May ___, 2025.

Pamela Christian, Clerk of the City of Richmond
315

Reso. No. XX-25

DocID #39920v1
CLERK’S

CERTIFICATE

I, Pamela Christian, City Clerk of the City of Richmond, do hereby certify as follows:

The foregoing resolution is a full, true and correct copy of Resolution No. XX-25 duly adopted at a regular meeting of the City Council of said City duly and regularly held at the regular meeting place thereof on the 6th day of May 2025, of which meeting all the members of said City Council had due notice and at which a majority thereof were present; and that at said meeting said resolution was adopted by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

An agenda of said meeting was posted before said meeting at City Hall, 450 Civic Center Plaza in the City of Richmond, California, a location freely accessible to members of the public, and a brief description of said resolution appeared on said agenda.

I have carefully compared the foregoing with the original on file and of record in my office, and the foregoing is a full, true and correct copy of the original resolution adopted at said meeting.

Said resolution h as not b een amended, mod ified or rescinded s ince the d ate of its adoption and the same is now in full force and effect.

Dated: , 2025.

City Clerk of the City of Richmond

[SEAL]

316

May 20, 2025

Public Works

DATE: May 20, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Daniel Chavarria, Director of Public Works
Tawfic Halaby, Deputy Director of Public Work
Operations & Maintenance
Gabino Arredondo, Project Manager

Subject:

Lease Amedment for Hilltop Landscape District Office
Trailer and Yard
FINANCIAL IMPACT: The proposed monthly expenditure of $2,810.54 will be funded yearly from the approved fiscal year budget of the Hilltop Landscape Maintenance District Operational
Budget (Account String: 11233731-400536).

PREVIOUS COUNCIL
ACTION:

June 25, 2024

STATEMENT OF THE
ISSUE:

The Public Works Parks and Landscaping Division is
requesting authorization to continue the payment of the month-to-month lease with North Richmond Properties,
Inc. for office trailers and yard space to store containers and landscaping equipment.

RECOMMENDED ACTION:

APPROVE the amendment to lease agreement with
North Richmond Properties, Inc. for the rental of two
office trailers and storage space for containers and
landscaping equipment used by the Parks and
Landscaping Division, for a five-year term expiring June 30, 2030, at a monthly cost of $2,810.54, for an
additional increased five-year total amount not to exceed $404,718 – Public Works Department (Tawfic Halaby
510-620-5482/Jason Lacey 510-620-6920/Tyron Nesbit
510-231-3019).

AGENDA
REPORT
317

May 20, 2025

DISCUSSION:

In 2015, the Public Works Department began a lease with North Richmond Properties, Inc. for equipment storage space at 2801 Giant Road for use by the Parks and Landscaping Division (Parks). The leased location’s proximity to the Hilltop District greatly improved the efficiency of the Parks & Landscaping Division by reducing the travel time associated with transporting equipment from the Parks Yard located at 3201 Leona Avenue to the Hilltop District area, enabling City staff to spend more time in the field.

In April 2019, Parks Hilltop operations had to vacate the office trailer they occupied in the parking lot at Hilltop Mall. Parks operations sought and were approved for a lease amendment for additional space at the North Richmond Properties location and now occupy two office trailers.

On June 25, 2024, a seventh lease amendment with North Richmond Properties, Inc., was approved in an amount not to exceed $33,726.48, for a month-to-month one-year period. The current one-year authorization is set to expire on June 30, 2025, and the total authorized expenditure is close to being fully utilized.

Therefore, to not impact current operations and lease rental payments Parks staff is seeking authorization to continue with the month-to-month lease agreement payment with North Richmond Properties, Inc., for a term increase of up to five years beginning July 1, 2025, through June 30, 2030, at the continued monthly cost of $2,810.54, for an additional increased five-year term total amount not-to-exceed $404,718.

DOCUMENTS ATTACHED:

Attachment 1 - Lease Agreement Amendment #7
Attachment 2 - Lease Agreement Amendment #6
Attachment 3 - Lease Agreement Amendment #5
Attachment 4 - Lease Agreement Amendment #4
Attachment 5 - Lease Agreement Amendment #3
Attachment 6 - Lease Agreement Amendment #2
Attachment 7 - Lease Agreement Amendment #1
Attachment 8 - Original Lease

318
DocuSign Envelope ID: 056039CE-924F-4782-96F0-F88D3E34322F 7/1/2024
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DocuSign Envelope ID: 9940223F-510C-4609-8F51-D00C84B10D7E 7/30/2021
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May 20, 2025

Public Works

DATE: May 20, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Daniel Chavarria, PE, Director of Public Works
Robert Armijo, PE, Deputy Director of Public Works / City Engineer
Hillal Hamdan, PE, Senior Civil Engineer
Subject:

Agreement with West Contra Costa Transportation
Advisory Committee (WCCTAC) for I-80/Central Avenue
Improvement Project Funding
FINANCIAL IMPACT: WCCTAC Board of Directors will fund this project and secure a single funding agreement for $1,811,000 in
Subregional Transportation Mitigation Program (STMP)
funds to City of Richmond for Engineering Grants.

PREVIOUS COUNCIL
ACTION:

None.

STATEMENT OF THE
ISSUE:

Public Works staff are recommending the approval of a
Cooperative Agreement that is needed for authorization
and transfer of the funds; the funds received are
considered new, unbudgeted revenue and will be
allocated to the Central Avenue project.

RECOMMENDED ACTION:

ADOPT a resolution to ACCEPT and APPROPRIATE the
Subregional Transportation Mitigation Program funds in
the amount of $1,811,000 to the City of Richmond and
AUTHORIZE the city manager to sign the cooperative
agreement with West Contra Costa Transportation
Advisory Committee - Public Works Department (Hillal
Hamdan 510-621-1612/Robert Armijo 510-620-
5477/Daniel Chavarria 510-620-5478).

DISCUSSION:

AGENDA
REPORT
341

May 20, 2025
The West Contra Costa Transportation advisory committee (WCCTAC) established its first transportation impact fee in 1997 through the Subregional Transportation Mitigation Program (STMP). These fees are authorized under Assembly Bill (AB) 1600, also known as the Mitigation Fee Act, which allows for the collection of fees to fund capital improvements that mitigate the effects of new development. The purpose of STMP is to ensure that new developments contribute to a range of regional transportation infrastructure projects. All projects are grouped into categories such as local street and intersection improvements, complete street projects, transit and station related improvements and freeway and interchange improvements.

On December 14, 2018, the West Contra Costa Transportation Advisory Committee (WCCTAC) Board of Directors approved an appropriation of up to $700,000 in 2006 Subregional Transportation Mitigation Program (STMP) funds to the City for the interchanges on I-80 at San Pablo Dam Road and Central Avenue. This project is considered a local street and intersection improvements category, one of the eleven categories identified in the 2006 STMP.

On September 29, 2023, WCCTAC Board of Directors approved an additional appropriation of $1,111,000 in 2019 STMP funds to the City to support the I-80/Central Avenue Interchange Improvements (Phase 2) Project. Furthermore, they approved combining the original funding allocation of $700,000 and the subsequent funding allocation of $1,111,000 into a single funding agreement of $1,811,000 in STMP funds to the City. Ultimately, the WCCTAC approved Resolution 24-01, authorizing the executive director to execute the funding agreement for $1,811,000, in STMP Funds for the I-80 Central Improvement Project (Attachment 1). This project was one of only 20 identified and funded in the 2019 STMP by the WCCTAC.

Given that the I-80 at San Pablo Dam Road project was completed in 2019, City staff are seeking adoption of a resolution to accept and appropriate funds and authorize the execution of the cooperative agreement between WCCTAC and the City of Richmond for an amount of $1,811,000 to support the I-80 /Central Avenue Improvements Project (Attachment 2 and 3).

DOCUMENTS ATTACHED:

Attachment 1 – WCCTAC minutes approving Resolution No. 24-01 Attachment 2 – Proposed Resolution
Attachment 3 – Conceptual Image of I-80/Central Avenue Improvements Project

342
West Contra Costa Transportation Advisory Committee
Board of Directors Meeting
Meeting Minutes January 26, 2024

MEMBERS PRESENT: P. Fadelli, Chair (El Cerrito), R. Xavier, Vice-Chair (San Pablo), C. Kelley (Hercules), J. Gioia (CC County), C. Zepeda (Richmond), C. Peeples (AC Transit) A. Tave (Pinole), R. Saltzman (BART), T. Hansen (WestCAT), E. Martinez (Richmond)

STAFF PRESENT: John Nemeth, Leah Greenblat, Coire Reilly, Valerie Jenkins, Kris Kokotaylo (counsel)

ACTIONS LISTED BY: WCCTAC Staff

Meeting Called to Order: 8:00 a.m.

Public Comment: None

Election of Officers:

a. CCTA Representative (even year): Nomination of Chris Kelley, by Director J.

Gioia, seconded by Director C. Zepeda
Yes-P. Fadelli, R. Xavier, C. Kelley, J. Gioia, C. Zepeda, A. Tave No-none
Abstention-none
Passed unanimously
b. WCCTAC Chair: Nomination of Rita Xavier (San Pablo) by Director P. Fadelli, seconded by Director J. Gioia
Yes-P. Fadelli, R. Xavier, C. Kelley, J. Gioia. C. Zepeda, A. Tave, T. Hansen, R.

Saltzman, C. Peeples
No-none
Abstention-none
Passed unanimously
c. WCCTAC Vice-Chair: Nomination of Anthony Tave (Pinole), by Director C. Kelley, and seconded by Director A. Zepeda
Yes-P. Fadelli, R. Xavier, C. Kelley, J. Gioia. C. Zepeda, A. Tave, T. Hansen, R.

Saltzman, C. Peeples
No-none
Abstention-none
Passed unanimously

343

CONSENT CALENDAR
Motion by Director E. Martinez; seconded by Director R. Saltzman Motion passed unanimously.

Item #5. Approved: Minutes of January 26, 2024, Board Meeting Item #6. Received: Monthly Update on WCCTAC Activities
Item #7. Received: Financial Reports January 2024
Item #8. Approved: 2024 TAC and Board Meeting Calendar.

Item #9. Appointed: Bill Pinkham as the citizen representative for the CBPAC, Coire Reilly as the staff representative, and Leah Greenblat as the alternate representative.

Item #10. Adopted: Resolution 24-01. authorizing WCCTAC’s Executive Director to sign a funding agreement with the City of Richmond providing $1,811,000 in STMP funds for the I-80/Central Avenue Improvement Project; and Adopted: Resolution 24-02 authorizing WCCTAC’s Executive Director to sign a funding agreement with the City of Hercules providing $ 1,550,000 in STMP funds for the Final Design of the Hercules Hub Project.

Item #11. Authorized: staff to implement the new agency “doing business as” name as the West Contra Costa Transportation Commission.

Item #12. Authorized: WCCTAC staff to issue a Request for Qualifications to develop a list of on-call consultants for transportation grant preparation and other related services.

Adopted: Resolution 24-03 designating $75,000 of Measure J, 28b funds for these consultant services.

REGULAR AGENDA ITEMS

Yes- P. Fadelli, R. Xavier, C. Kelley, J. Gioia. C. Zepeda, A. Tave, T. Hansen, R. Saltzman, C.

Peeples
No- None
Abstention-None

ITEM/DISCUSSION ACTION

Item # 13
Richmond Moves
Information Only
Joe Martin, of Via Transportation, shared
information about the on-demand mobility
service operating in the City of Richmond, known
as Richmond Moves. The presentation included
information about the overall concept, current
service area, and ridership trends. WCCTAC
Board members asked about potential
modifications to the service boundaries and
about future expansion opportunities.
344

Meeting Adjourned: 9:46am
Item #14
Annual Transportation Demand
Management (TDM) Program Update
Information Only
Coire Reilly, of WCCTAC Staff, provided an
update on TDM program activities for the 2023
program year. The presentation includes
information about the Try Transit, Pass 2 Class,
Summer Youth Pass and Take 10 incentive
programs that encourage transit use. Mr. Reilly
also shared information about other TDM
activities including the Guaranteed Ride Home
Program, the eBike Rebate Program, Secure Your
Cycle, and Bike to Work/Wherever Day.

Item #15
CCTA’s “TDM 2.0” Proposal
John Nemeth, WCCTAC Executive Director, noted
that both staff and the WCCTAC TAC had many
concerns about the TDM 2.0 proposal as
described in the attached TAC letter to the
Board. He also noted, however, that staff, Board
Chair Fadelli, and Director Kelley all recently had
productive discussions with the CCTA Executive
Director about these concerns. Staff explained
that the proposal was likely to evolve and that
CCTA Director, Tim Haile, would be speaking to
both the WCCTAC TAC and the WCCTAC Board in
February.

345

Reso. No. xx-25

DocID #36462v1
RESOLUTION NO. xx-25

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RICHMOND,

CALIFORNIA, ACCEPTING AND APPROPRIATING THE SUBREGIONAL TRANSPORTATION MITIGATION PROGRAM (STMP) FUNDS OF $1,811,000

TO THE CITY OF RICHMOND AND AUTHORIZE THE CITY MANAGER TO

SIGN THE COOPERATIVE AGREEMENT BETWEEN WEST CONTRA

COSTA TRANSPORTATION ADVISORY COMMITTEE (WCCTAC) AND THE

CITY OF RICHMOND

WHEREAS, December 14, 2018 , meeting, the WCCTAC Board of Directors approved an appropriation of up to seven hundred thousand dolla rs ($700,000) in 2006 Subregional Transportation Mitigation Program (STMP) funds to the Agency under the Interchanges on I -80 at San Pablo Dam Road and Central Avenue category, one of the eleven categories identified in the 2006 STMP; and

WHEREAS, at its September 29, 2023 , meeting, the WCCTAC Board of Directors approved an appropriation of one million, one hundred and eleven thousand dollars ($1,111,000) in 2019 STMP funds to Agency towards the Subsequent Project under the I -80/Central Avenue Interchange Improvements (Phase 2) category, project eighteen of twenty projects identified in the 2019 STMP; and

WHEREAS, at its September 29, 2023 , meeting, the WCCTAC Board of Directors further approved combining the original funding allocation of $700,000 and the subsequent funding allocation of $1,111,000 into a single funding agreement of one million, eight hundred and eleven thousand dollars ($1,811,000) in STMP funds to Agency; and

WHEREAS, staff recommends the appropriation of funds in the amount of $1, 811,000 in the Engineering Grant Funds and the approval of a funding agreement for the Central Avenue/I-80 Improvements Project and authorize the City Manager of their designee to sign the cooperative funding agreement.

NOW, THEREFORE, BE IT RESOLVED that the City Council finds the above recitals are true and correct and have served, together with the Agenda Report, as the basis for the findings and actions set forth in this Resolution.

BE IT FURTHER RESOLVED that the City Council hereby accepts and appropria tes the cooperative funding agreement in the amount of $1,811,000 in the Engineering Grant Funds.

BE IT FURTHER RESOLVED that the City Council designates the City Clerk as the custodian of the documents and other materials which constitute the record of proceedings upon which the decision herein is based. These documents may be found at the office of the City Clerk at the Richmond City Hall, 450 Civic Center Plaza, Richmond, California 94804.

*************************

I certify that the foregoing r esolution was passed and adopted by the Council of the City of Richmond at a regular meeting thereof held May 20, 2025, by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

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Reso. No. xx-25

DocID #36462v1

CLERK OF THE CITY OF RICHMOND
(SEAL)
Approved:

Mayor

Approved as to form:

City Attorney
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348

May 20, 2025

Library and Community Services

DATE: May 20, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

LaShonda White, Deputy City Manager-Community
Services
Andrea Miller, Director of Finance
Ranjana Maharaj, Deputy Director for Community
Services-Recreation
Antonio Banuelos, Accounting Manager
Hope Lattell, Finance Manager
Subject:

Cost-of-Service Analysis and Fee Study for
Community Services-Recreation
FINANCIAL IMPACT: Recreation’s proposed Fiscal Year (FY) 2025-26 revenue is estimated at $1.2 million, and expenditures
are estimated at $9.5 million, with a net General Fund
allocation of approximately $8.3 million. The revenue
for FY 2025-26 reflects no changes to Recreation
fees. If Recreation fees are increased by Employment
Cost Index (ECI) of 3.6 percent as part of the city-wide Master Fee Schedule, the Recreation revenue could
increase by 3.6 percent or approximately $42,120.

PREVIOUS COUNCIL
ACTION:

June 27, 2023
December 18, 2023

STATEMENT OF THE
ISSUE:

The City of Richmond retained Berry, Dunn, McNeil &
Parker, LLC to conduct a Cost-of-Service Analysis for
the Community Services – Recreation Department,
focusing on revenue and expenses associated with
recreation programs and services. The analysis
reviewed service delivery and cost recovery for Fiscal
Years(FY) 2022–2025, with projections through FY
2028. BerryDunn provided revenue and expense
forecasts, cost recovery targets, and recommended
AGENDA
REPORT
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May 20, 2025
ranges for core service categories to support informed
fee-setting and policy decisions. This report
represents the City’s first formal cost-of-service review in recent years and offers a foundation for aligning
future fees with actual service costs.

RECOMMENDED
ACTION:

RECEIVE a presentation on Recreation’s Cost-of-
Service Analysis and Fee Study, and PROVIDE
direction regarding Fiscal Year 2025-26 Recreation
fees – Community Services Department/Finance
Department (LaShonda White/Ranjana
Maharaj/Antonio Banuelos/Hope Lattell 510-620-
6972).

DISCUSSION:

On June 27, 2023, City Council adopted a resolution excluding recreation fees from the approved Master Fee Schedule, leaving the fees “as is” and providing direction that further analysis be conducted on the recreation fees. The City Council also requested that the following principles for setting fees be included:

(1) Public resources for the public good - fees should maximize public use and benefits;
(2) Social equity - prioritize access for historically excluded groups and address barriers;
(3) Ability to pay - costs should be covered by those most able to pay; (4) Sustainable and sufficient revenue - ensure revenue sustains quality services without being prohibitive; and
(5) Alignment with City Council priorities - fees should match approved priorities.

Per City Council direction, on December 18, 2023, the Finance Department issued a Request for Proposal (RFP) to find a qualified firm to conduct a study for fees included in Recreation's portion of the City's Master Fee Schedule. The City received three (3) proposals from qualified firms. On June 18, 2024, the City Council approved a $50,000 contract with Berry, Dunn, McNeil & Parker, LLC (BerryDunn) to prepare a Cost-of- Service Analysis and Fee Study (Study) for the Community Services – Recreation Department (Department) to better understand the costs associated with its recreation programs and to inform equitable and sustainable pricing policies.

BerryDunn reviewed all revenue generated from user fees and charges for recreation activities, programs, and services the Department currently provides, and the identified expenses associated with providing all recreation activities, programs, and services.

The project included a review of Department service delivery for fiscal year (FY) 2022 - FY 2025, and projections for FY 2026 through FY 2028. The review of services included an examination of revenue and expense projections and expected activity, program, and service delivery offerings. Based on the expense projections and expected service offerings, BerryDunn prepared revenue and expense projections, cost recovery targets, 350

May 20, 2025
and recommended cost recovery ranges for core recreation service categories. These reviews and analyses will allow the City to make informed policy decisions at the aggregate level, as well as on each activity, program, service, and permit, regarding fee levels and cost recovery in the future (Attachment 1).

BerryDunn met with City staff to review, analyze, and evaluate current and previous years’ operating budgets to determine what it costs the City to provide various services and what, if any, cost recovery has occurred for all services. Operating budgets were analyzed to determine the true cost of services provided by the City to the community as a basis for creating a cost recovery policy and methodology (Attachment 2).

BerryDunn has used all of this data, fee comparisons with other agencies and feedback from almost 400 community members through a survey to create a preliminary cost of service analysis to be used as the basis for creating a cost recovery methodology and policy for the City to implement (Attachment 2 and 3).

Future Strategic Financial Recommendations and Considerations In the report, BerryDunn recommends that the City consider the recommendations and considerations outlined below (more details available in Section 4.3 of the Study):

1. Review and update fees on a periodic basis, as needed. Fee reviews should also be performed in conjunction with the Department’s ongoing service delivery efficiency and cost reduction review efforts as well.

2. Set targeted ranges of cost recovery related to specific activity, program, and service categories and adjusting fees within that service category accordingly.

3. Review the Recreation core service cost recovery baselines to assess where additional revenue generation by way of fees and charges increases may be warranted.

4. Review fees for activities, programs, and services in the higher revenue-generating core service categories first when considering fee adjustments as these adjustments are most likely to have the greatest impact on the Department’s fiscal environment.

5. Review select fees for specific activities, programs, and services within the recreation and aquatics categories related to the cost recovery targets outlined in section 4.0 of the Study and identify those perceived to provide the most individual benefit. (e.g., specialized sports services).

6. Identify and consider only costs considered direct costs associated with activity, program, and service development and delivery when assessing and setting fee levels.

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May 20, 2025

7. Consider start-up and/or specific operational costs for select new activities, programs, and services scheduled to be offered and adjust cost recovery targets and set initial fee levels accordingly.

8. Continue to follow its current cost recovery policy framework and avoid allocating large subsidies to activities, programs, and services that target small portions of the City population and are perceived to provide minimal public benefit.

9. In conjunction with performing financial reviews, monitor and review demand, trends, and non-municipal competition to help assess and calculate fee levels to reflect actual demand for activities, programs, and services.

10. Apply a surcharge of 20-25 percent for non-residents, adjusting for specific services like facility rentals if needed.

11. Use ActiveNet, Recreation’s electronic registration and permitting system, for detailed tracking and analysis of annual participant volumes per activity, program, or service type.

Past City Council Actions to Support Equitable Access to Facilities In July 2022, City Council approved the creation of new Fee Waiver and Partnership Policies to ensure equitable access to recreation services while supporting strategic community partnerships. These policies ensure fairness, transparency, and accessibility while maximizing community impact and efficient use of public resources.

The policies establish parameters for waiving outdoor park or indoor facility use fees for community-wide events and activities which benefit the public for special events or temporary uses. This is a process by which Richmond nonprofit organizations can apply to have their rental fees reduced up to 100 percent. From January 2022, through June 2023, the City waived $10,199 in fees. In FY 2023-24, the City waived $12,797 in fees to support eleven (11) community-based organizations and events; and to-date, in FY 2024-25, the City waived $8,866.50 in fees to support eight (8) community-based organizations and events (Attachment 5).

Recreation has also established partnerships with various community-based organizations to enhance public offerings to the community. City staff is actively developing a comprehensive partnership agreement aimed at bolstering youth sports programs by providing access to both outdoor fields and indoor facilities. This initiative is designed to ensure that young athletes have ample opportunities to engage in sports, practice, and compete in a supportive environment.

The changes to the fee waiver and partnership policies and applications will be made administratively and updated on the City’s webpage by July 1, 2025. Information can be found at https://www.ci.richmond.ca.us/4341/Fee-Waiver-and-Partnership-Guidelines.

Recreation staff will continue to monitor both policies and make appropriate changes based on community feedback.
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May 20, 2025

City Council Options for Consideration Regarding Recreation Fees The Study's recommendations on cost recovery, pricing structures, financial strategies, and policy elements will support and provide direction for future potential changes to Recreation fees and service. However, City staff is focusing its request from City Council on setting Recreation-related fees for FY 2025-26 as part of the Master Fee Schedule. Annually, the City of Richmond is required to bring forth the Master Fee Schedule for review and approval by City Council. Although the Master Fee Schedule has moved forward with increases each year based on the Bureau of Labor Statistics Employment Cost Index (ECI), Recreation fees have remained the same since 2018.

Based on the Study, the following options, in order of City staff’s recommendations, are available for City Council consideration regarding Community Services-Recreation’s fees:

1. No Changes to Current Recreation Fees (City staff’s recommendation) a. The fees will remain at their FY 2024-25 levels as part of the city-wide Master Fee Schedule
b. The Department will continue to review its fees and recommend updates for City Council consideration on an annual basis
c. Recreation staff will continue to implement the Council-approved Fee Waiver and Partnership policies to increase access to City spaces d. If there are no increases to Recreation fees, the impact to the City’s General Fund may increase

2. Increase Recreation fees by 3.6 percent based on the Employment Cost Index (ECI)
a. City staff would adjust Recreation’s fees to align with the Master Fee Schedule’s ECI Index for FY 2025-26
b. This increase could increase revenue by approximately $42,120 based on FY 2025-26 revenue projections

3. Increase Recreation fees by an amount other than the ECI of 3.6 percent a. The City could set cost recovery targets based on the following:
i. Establish a level of cost recovery for the overall fees for Community Services-Recreation
ii. Set a level of cost recovery based on category groupings (Community Centers, General Recreation Services, Aquatics and Convention Center)

In consideration of the five (5) principles City Council directed City staff to take into consideration when setting Recreation fees and the information received through the Study, City staff is recommending that City Council approve no changes to the Recreation fees for FY 2025-26 as part of the city-wide Master Fee Schedule.

DOCUMENTS ATTACHED:

Attachment 1 - Recreation_ Cost of Service Analysis_ Project Report_ 04092025 353

May 20, 2025
Attachment 2 - AppendixA_Recreation_CoS_Model_FINAL_04092025 Attachment 3 - Appendix B_ Recreation_ Peer Comp Matrix_FINAL_04092025 Attachment 4 - AppendixC_Engagement_Summary_Metrics_FINAL_04112025 Attachment 5 - City of Richmond Fee Waiver Report FYs 2023-2025 Attachment 6 - DRAFT Presentation
Attachment 7 - FY 24-25 Recreation Fees

354

City of Richmond
Community Services – Recreation Department
Cost of Service Analysis
Final Draft

Submitted by:

Berry, Dunn, McNeil & Parker, LLC
2211 Congress Street, Portland, ME 04102
207.541.2200

Chad Snow, Principal
Berry, Dunn, McNeil & Parker, LLC
[email protected]
Jesse Myott, Project Manager
Berry, Dunn, McNeil & Parker, LLC
[email protected]
Submitted On:

Final Draft: April 14, 2025

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Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) i

Report Version History
Report Version Date Completed
Draft v1.0 November 20, 2024
Draft v2.0 December 4, 2024
Draft v3.0 January 29, 2025
Draft v4.0 February 12, 2025
Final Draft April 14, 2025

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Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) ii

Table of Contents
Report Version History ................................ ................................ ................................ ................. i Table of Contents ................................ ................................ ................................ ........................ ii

1.0 Executive Summary ................................ ................................ ................................ ............. 1

1.1 Project Background ................................ ................................ ................................ ...... 1

1.2 Summary of Recommendations ................................ ................................ ................... 1

1.3 Acronyms and Terms ................................ ................................ ................................ ... 5

2.0 Approach and Work Performed ................................ ................................ ............................ 6

2.1 Work Performed ................................ ................................ ................................ ........... 6

3.0 CoS Analysis Technical Findings ................................ ................................ ......................... 8

3.1 Department Overview ................................ ................................ ................................ .. 8

3.2 Recreation Environment CoS Analysis ................................ ................................ ......... 9

4.0 Recreation Cost Recovery Range Recommendations ................................ .........................13

4.1 Cost Recovery Range Recommendations ................................ ................................ ..14

4.1.1 Community Centers Programs and Services ................................ .........................15

4.1.2 General Recreation Services (Includes DPRC Programs and Services) ................16

4.1.3 Aquatics Services ................................ ................................ ................................ ..18

4.1.4 Convention Center Services ................................ ................................ ..................19

4.2 Non-Resident Pricing Premium ................................ ................................ ...................22

4.3 Strategic Financial Recommendations and Considerations ................................ .........22

5.0 Additional Recommendations and Considerations ................................ .............................. 24

5.1 Policy Considerations for Recreation User Fees and Charges ................................ ....25

5.2 Formal Fee Updates ................................ ................................ ................................ ...28

5.3 Setting Fee Levels ................................ ................................ ................................ ......28

5.4 Pricing Strategies ................................ ................................ ................................ ........29

6.0 Engagement Feedback Summary ................................ ................................ .......................30

6.1 Online Survey Responses ................................ ................................ ...........................31 Key Themes From Open-Ended Responses ................................ ................................ ......42 357

Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) iii

6.2 Budget Exercise Summary – “Fund It” Activity ................................ ............................46

6.3 Summary of Findings ................................ ................................ ................................ ..47

7.0 Peer Comparisons ................................ ................................ ................................ ..............49

7.1 San Pablo, CA ................................ ................................ ................................ ............49

7.2 Concord, CA ................................ ................................ ................................ ...............50

7.3 San Leandro, CA ................................ ................................ ................................ ........51

7.4 El Cerrito, CA ................................ ................................ ................................ ..............51

7.5 Vallejo, CA (Greater Vallejo Recreation District [GVRD]) ................................ ............52 Appendix A: CoS Model ................................ ................................ ................................ ............54 Appendix B: Peer Comparison Matrix ................................ ................................ .......................55 Appendix C: Engagement Summary Metrics ................................ ................................ .............56

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Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 1

1.0 Executive Summary
This section provides a background of the project, high-level findings and recommendations, as well as key terms and their definitions.

1.1 Project Background
The City of Richmond (City) retained Berry, Dunn, McNeil & Parker, LLC (BerryDunn) to prepare a Community Services – Recreation Department (Department) Cost of Service (CoS) Analysis.

The focus of the project is reviewing all revenue generated from user fees and charges for recreation activities, programs, and services the Department currently provides—and the identified expenses associated with providing all recreation activities, programs, and services.

The project included a review of Department service delivery for fiscal year (FY) 2022 – FY 2025 and projections for FY 2026 through FY 2028. The service review included an examination of revenue and expense projections as well as expected activity, program, and service delivery offerings. Based on the expense projections and expected service offerings, BerryDunn prepared revenue and expense projections, cost recovery targets, and recommended cost recovery ranges for core recreation service categories. These reviews and analyses will allow the Department to make informed policy decisions at the aggregate level, as well as on each activity, program, service, and permit, regarding fee levels and cost recovery in the future.

Until now, the Department has not undertaken a formal CoS analysis related to recreation programs and services in the last few years. Nonetheless, the Department reviews the majority of fees and charges annually, making strategic adjustments where needed; however, the Department has become increasingly aware that the cost of providing fee-applicable services might be outpacing the revenue generated by providing those services in certain core service categories. For these reasons, the Department is interested in understanding the full cost of providing fee-related recreation services and considering recommendations that might better align fee levels to reflect current and future costs as well as applicable policy elements.

This report provides the City with an overview of current recreation cost recovery levels and associated revenues and expenses for each core service category. Additionally, this report provides the City with an overview of recreation revenue and expense projections for FYs 2026 – 2028. The report also documents the estimated percentage of full direct costs recovered by delivering specific services at current fee levels, which will allow City officials to make informed policy decisions regarding future adjustments to fees and charges, if so desired. Finally, this report describes BerryDunn’s approach to analyzing and understanding the Department’s organizational structure and services provided, findings, and recommendations.

1.2 Summary of Recommendations
Cost recovery level ranges for activities, programs, and services across the core recreation services categories outlined below were developed for consideration. Cost recovery ranges were based on known, estimated direct facility operational costs, personnel costs, and program and supply costs. Additionally, cost recovery ranges for consideration include the Department’s past performance metrics, historical cost recovery levels, and cost recovery philosophy outlined 359

Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 2

in current policy. Average FY 2022 – FY 2024 (unaudited) overall cost recovery for Department recreation services offerings was 31.5% (exclusive of administration expense and applicable portions of parks maintenance expenses accounted for in the public works operating budget) and is projected to decrease to 26.6% by the close of FY 2025. This is mainly due to the projected increase of non-personnel expenditures and the projected decrease in fees and charges revenue; therefore, should additional revenue generation be prioritized to meet cost recovery targets and increase overall cost recovery rates to historical levels, fees may need to be adjusted to meet the overall cost recovery target ranges presented in Table 1.1 below. Cost recovery levels also reflect an intentional effort to provide recreation programming and services at affordable levels, helping ensure financial barriers to entry are eliminated.

In order to arrive at accurate and realistic cost recovery growth targets for the Department, BerryDunn, based on the objective analysis performed and known assumptions, developed the following three scenarios for consideration to align cost recovery target development. These scenarios provided an additional framework to be considered when assessing how resources should be allocated and other budgetary development efforts. In developing these scenarios, BerryDunn has provided the Department a foundation to discuss uncertainty, align strategic efforts, and make informed decisions that will support the Department’s long-term service preference trajectory.

Table 1.1: Department Aggerate Cost Recovery Range and Revenue Growth Scenarios Scenario FY 2026 FY 2027 FY 2028 CR/Rev Growth
Current 26.4% 26.3% 25.8% -
Least Aggressive 27.0% 27.4% 28.0% 2% – 3%/$100k
Middle 28.2% 29.9% 30.0% 5% – 6%/$175k
Most Aggressive 29.4% 30.1% 31%+ 7% – 9%/$250k
The table below outlines activity, program, and service offerings expected to be delivered across core recreation service categories through FY 2028 and revenue and expense ranges estimated to achieve desired cost recovery target ranges. It is estimated the Department could realize an additional $100,000 to $190,000 in revenue generation annually by the close of FY 2028 should the cost recovery ranges depicted below be realized.1 This would return the Department to an overall recreation cost recovery of around 30% – 31% through FY 2028.

1 Though future activity, program, and service demands and trends throughout the City and region cannot be known for certain, the proposed cost recovery ranges are projected to allow for revenue to be generated each FY based on known core expense assumptions and current demand trends to meet desired cost recovery levels. Should demand for activities, programs, and services decrease or level of services provided change, additional fee and charges adjustments may need to be made if cost recovery targets are to be met. BerryDunn estimates that if the Department maintains fees for activities, programs, and services to achieve the ranges depicted above, parks and recreation programming offered through the Department will fall within an aggregate cost recovery range of 30% – 31% for all activities, programs, and services through FY 2028.
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Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 3

Table 1.2: Summary of Cost Recovery Range Recommendations Community Centers Recommended Ranges (General Fund)
Core Service
Category Revenue Expense Cost Recovery Target
Community
Centers $279,000 – $294,000 $1,689,000 – $1,766,000 16% – 17% General Recreation Services* Recommended Ranges (General Fund) Core Service
Category Revenue Expense Cost Recovery Target
General Recreation
Services* $47,000 – $49,000 $956,000 – $999,000 5% – 6% *Includes Developing Personal Resources Center (DPRC) Programs and Services Aquatics Recommended Ranges (General Fund)
Core Service
Category Revenue Expense Cost Recovery Target
Richmond Swim
Center $210,000 – $244,000 $599,000 – $626,000 35% – 39% Plunge $247,000 – $284,000 $418,000 – $437,000 59% – 65% Convention Center Recommended Ranges (General Fund)
Core Service
Category Revenue Expense Cost Recovery Target
Convention Center $371,000 – $420,000 $773,000 – $808,000 48% – 52% Additionally, leadership expressed a desire to utilize the developed cost recovery framework to establish Department-wide guidance related to fee increases for activities, programs, and services within the core service areas. Leadership also expressed a desire to link cost recovery targets to philosophy and policy to reflect the fiscal reality of the Department as well as its continued mission for serving the community. Continuing this approach will provide guidance to staff when prioritizing the development of core program areas, setting fees and charges, identifying tax subsidy/other support sources, and allocating resources efficiently and effectively.

Linking cost recovery targets and financial forecasting efforts to policy will help staff calculate and determine program fees that will help reach overall cost recovery targets. Cost recovery criteria are not absolute in every instance but rather are designed to further assist with pricing adjustment decisions and stimulate conversations around service delivery cost recovery.

While it remains the mission of the Department to provide some core recreation programs and services free of charge or at reduced rates for some users, the cost of providing supplemental services must be partially offset by charges to the participants who are the primary beneficiaries of these services. Therefore, a periodic review of cost recovery targets, once outlined, should be undertaken to assess whether revenue generation is sufficient at current target levels or if 361

Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 4

adjustments are needed. By having a dynamic cost recovery policy that is continuously adjusted to align with fiscal reality, the Department will increase its chances of being financially resilient in the long term.

Though future activity, program, and service demands and trends throughout the City and region cannot be known for certain, the proposed cost recovery ranges are projected to allow for revenue to be generated each FY based on known core expense assumptions and current demand trends to meet desired cost recovery levels. Should demand for activities, programs, and services decrease or level of services provided change, additional fee and charges adjustments may need to be made if cost recovery targets are to be met. BerryDunn estimates that if the Department maintains fees for activities, programs, and services to achieve the ranges depicted above, recreation programming offered through the Department will fall within an aggregate cost recovery range of 30% – 31% for all recreation activities, programs, and services through FY 2028.

While overall cost recovery baselines might seem low, it is not indicative of poor financial management. In fact, when compared to similar park and recreation agencies across the country, which recovered an average of 25.2% of the total cost to provide parks and recreation programming and services in 2024,2 the Department is clearly projected to remain above that benchmark and desires to move toward the 30%+ overall cost recovery level in future FYs.

The above cost recovery ranges represent general, activity, program, and service types. Actual fee levels may need to be adjusted according to specific activity, program, and service type offered; schedule of offerings (number of classes); season of offerings; maximum participant allowance; personnel and non-personnel support required; and other applicable criteria.

The Department should continue to track, in detail, the number of resident and non-resident participants registered, memberships/passes issued, and rentals booked for the most common services provided, assessing fee adjustments for those specific services each FY to determine the level of impact any adjustments might have on revenue generation to offset applicable costs and satisfy cost recovery goals. To that end, though the objective financial analyses performed have provided a financial baseline for analyses and forecasting related to Department recreation core service categories and cost recovery target ranges, non-financial criteria should also be considered.

The Department’s inherent mission is to develop and deliver high-quality recreation and community resource services regardless of a service recipient’s ability to pay. Although cost recovery targets have been developed based on objective analytical findings, careful consideration should still be given when pricing specific services within core service categories.

Generally, municipal recreation and community services are relatively inelastic when it comes to price increase absorption. Whether it is the ability to pay or a desire to obtain a service elsewhere, even a slight price increase for services may have a larger-than-intended impact on

2 National Recreation and Park Association (NRPA). 2024. Agency Performance Review 2024. Ashburn: VA.

Accessed March 2025. www.nrpa.org/siteassets/research/2024-agency-performance-review.pdf.

This is a self-reported national metric and includes parks maintenance expenditures and other agency nuanced expenditures which may not be applicable to Department operations and service delivery. 362

Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 5

service demand. Potential service recipients will generally not absorb price increases, whether it presents a financial barrier or by choice, and will opt out of the service or find an alternate service provider should prices be perceived as too high.

BerryDunn recommends the Department continue performing a basic CoS analysis annually and preparing a formal cost recovery study every three to five years—or when the Department experiences a significant change in demand for services, organizational structure, or key business processes, or when it identifies budgetary issues. The Department is encouraged to adjust and update all fees and charges on an annual or ongoing basis, using detailed data and information as it becomes available, especially detailed data collected via the Department’s electronic registration and permitting system (Active). User fees and charges should be set at levels intended to reasonably recover a portion of the activity, program, or service cost—as outlined in the Department’s cost recovery philosophy, policies—and to support its mission.

1.3 Acronyms and Terms
Table 1.3: Project Acronyms/Terms and Definitions
Acronym/Term Definition
BerryDunn Berry, Dunn, McNeil & Parker, LLC
CoS Cost of Service
City City of Richmond
CPI Consumer Price Index
Department Community Services – Recreation Department
DPRC Developing Personal Resources Center
FY Fiscal Year
HUD U.S. Department of Housing and Urban Development’s
IRS Internal Revenue Service
MS Microsoft
P&R Parks and Recreation
SME Subject Matter Expert
SNAP Supplemental Nutrition Assistance Programs
State State of California

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2.0 Approach and Work Performed
This section outlines how BerryDunn approached the project, summarizes the major tasks performed within each phase, provides an overview of how the CoS analysis was performed, and provides a high-level synopsis of the project deliverables.

2.1 Work Performed
BerryDunn’s approach to completing this study involved five phases: Phase 1 – Project Initial Planning and Management; Phase 2 – CoS Analysis and Cost Modeling; Phase 3 – Engagement, Cost Recovery Range Development, and Policy Considerations; Phase 4 – Draft Report and Recommendations; and Phase 5 – Final Report and Recommendations. Central to the approach was using BerryDunn’s Microsoft (MS) Excel-based CoS model to calculate the City’s cost of providing each activity, program, permit, and service, by core service category.

These costs were identified in the Department’s general fund operating budget. Applicable portions of capital costs were excluded from total cost calculation and cost recovery calculations. Furthermore, BerryDunn used the cost model to perform forecasting scenarios to assess the fiscal impact of Department programs and services between FY 2026 and FY 2028, based on known assumptions and historical performance.

After an initial project-planning call with the City Project Management Team (PMT) to clarify goals and objectives, identify known project constraints, and refine dates and/or tasks as appropriate, BerryDunn requested and reviewed documentation and data to gain a better understanding of the Department’s current fiscal and services environment.

BerryDunn conducted a project kickoff meeting and scheduled a series of follow-up meetings with City subject matter experts (SMEs) involved in the CoS study. BerryDunn also followed up with City staff on multiple occasions throughout the course of the project to confirm BerryDunn’s understanding of the data and information provided. The aim of these meetings and conversations was to discuss the types of Department services provided, the revenue generated, and the associated expenses incurred to provide those services.

BerryDunn reviewed the Department’s current revenue and expense environment and guided City staff through discussions to consider adjustments in core service areas that might better reflect the CoS the City commonly provides through the Department. This included discussions related to the current fees and charges environment and projected fees and charges environment related to revenue generation and elevated levels of service in the future.

BerryDunn worked with City staff to develop specific revenue and expense forecasts related to the Department’s current recreation services fees and charges environment and what could reasonably be expected from its future fees and charges environment, for which cost recovery ranges were calculated and their subsequent fiscal impact projected. BerryDunn reviewed all recreation services the Department provides, and is expected to provide in the future, which were analyzed on a core service category, service type, and in some cases, by specific activity, program, permit, or service basis by which known costs were assigned accordingly. Other 364

Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 7

charges, such as penalties, fines, and State of California (State)-mandated fees, were excluded from the analysis.

BerryDunn employed an activity-based costing methodology that analyzes the major components required to provide services (e.g., activity and program development and review, contractor/vendor oversight, facility rental management, etc.) and the staff and resources required to develop, manage, and provide each component and deliver the service. This methodology relies on financial and program data City SMEs provided, which was then validated through checkpoints built into the CoS model developed.

BerryDunn also employed a standard cost-accounting methodology to identify and assign expected costs to all recreation services the Department provides, which utilizes identified expected expenses, mainly from the Department’s FY 2022 – FY 2025 operating budget segments to determine historical and current full cost allocation. Additionally, applicable operational expense projections were utilized in conjunction with current operating budget segments from FY 2024 and FY 2025 to determine full cost allocations for future FYs.

Finally, where detailed and/or accurate data was nonexistent, BerryDunn used institutional knowledge from City SMEs to develop cost assignment assumptions and used proportional assignment of expenses based on weighted averages and other standard analytical techniques.

Also included in the analysis are the identified and assigned revenues from FY 2022, 2023, and FY 2024 (actual, unaudited) associated with providing all recreation services reflective of the Department’s current fees and charges environment, and projected revenue associated with service delivery in the future, which City SMEs also verified.

BerryDunn prepared a CoS model that reflects the current and future fees and charges environment for this project based on the following: the Department’s FY 2024 (actual, unaudited) and FY 2025 (budget), reported actual revenue, future revenue and expense projections related to service delivery, key staff input and institutional knowledge, City financial document reviews, and data discussed and reviewed during project status meetings. BerryDunn reviewed study findings with the City on multiple occasions, identifying any needed revisions and allowing the City to give feedback and request additions and deletions before approving final deliverables.

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3.0 CoS Analysis Technical Findings
This section provides a general overview of the Department’s organizational structure, BerryDunn’s major technical findings, and BerryDunn’s projections based on those findings.

3.1 Department Overview
The Department provides a wide range of recreational activities, programs, and amenities to residents and visitors of various ages and skill levels with varying interests.

The Department strives to serve, educate and enhance the quality of life for the residents of Richmond. Professional staff plans and provides a variety of enjoyable and cost effective recreational, community, and cultural arts programs and services.

Table 3.1: Departmental Overview
Function Function Description
Community Services –
Recreation
The Department has broad responsibilities, including planning and support for quality service development and delivery, and maintaining a healthy and effective workforce. The Department performs these responsibilities through sound executive direction and leadership with a strong dedication to providing quality recreational and community services and facilities for City residents. The Department strives to be responsive to the community and provide outstanding customer service. The Department also provides support for two lending libraries and neighborhood councils.

Recreation Services
The Department offers a wide range of recreation programs and recreational services, including special interest classes and senior programming, serving thousands of participants annually. Services in this category also include programs and services related to the DPRC.

Aquatics Services The Department operates two aquatics facilities that offer year-round aquatic programming for all ages and abilities.

Community Centers and
Convention Center
The Department offers a variety of indoor and outdoor facilities and spaces that are available to rent for birthdays, business meetings, family gatherings, special events, etc.

Technology
The Department uses Active for online activity registration, facility reservations, permits, memberships, waitlist management, and additional attendance tracking. The Department also accepts in-person and phone registrations.

Funding Structure
The Department uses the general fund to account for the revenues and expenses associated with recreation and community services operations, maintenance, and service delivery.
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3.2 Recreation Environment CoS Analysis3
BerryDunn accounted for the revenue generated from the Department’s current fees and charges structure in five unique core service categories and 17 sub-core services categories.

BerryDunn reviewed all recreation activities, programs, and services delivered in FY 2022 and determined the full direct cost to provide all Department recreation and community services was $2,972,281. The identified and assigned revenue to specific recreation and community service delivery was $871,651. BerryDunn calculated the percentage of costs recovered by way of current fees and charges, finding that the Department recovered an estimated 29.3% of the direct cost to provide Department services in FY 2022.

BerryDunn reviewed all recreation activities, programs, and services delivered in FY 2023 and determined the full direct cost to provide all services was $3,228,128. The identified and assigned revenue to service delivery was $1,136,938. BerryDunn calculated the percentage of costs recovered by way of current fees and charges, finding that the Department recovered an estimated 35.2% of the direct cost to provide services in FY 2023.

BerryDunn reviewed all revenues and expenses associated with recreation activities, programs, and services delivered in FY 2024 (unaudited) and estimates total expected direct expense for recreation service provision to be $4,123,812. Projected revenue is expected to be an estimated $1,241,237. The projected cost recovery level for recreation service provision is estimated to be

30.1%. Additionally, revenue and expense forecasts were developed for FY 2025 – FY 2028.

The forecasts developed reflect the Department’s current revenue and expense environment and current levels of service, but also include additional revenue and expense projections associated with known service delivery assumptions as well as historical performance. The following table highlights the core program and service areas, and associated revenue and expense for FY 2022 – FY 2028, for recreation activities, programs, and services.

Table 3.2: FY 2022 – FY 2028 Recreation Programs and Services Revenue-Generating Core Service Areas
Fiscal Year Revenue Expense Cost Recovery
FY 2022 $871,651 $2,972,281 29.3%
FY 2023 $1,136,938 $3,228,128 35.2%
FY 2024 (unaudited) $1,241,237 $4,123,812 30.1%
FY 2025 (estimated) $1,073,200 $4,031,781 26.6%
FY 2026 (estimated) $1,119,424 $4,233,370 26.4%
FY 2027 (estimated) $1,168,453 $4,445,039 26.3%

3 All revenue and expense values and/or totals presented in Section 3.0 are exclusive of administration and non-fees and charges revenue and expense. Additionally, all expense values are exclusive of applicable portions of parks maintenance expenses accounted for in the public works operating budget. Applicable recreation department cost pool and/or facilities maintenance expenses are included. See Section 4.0 for allocation of administrative expense. 367

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Revenue-Generating Core Service Areas
Fiscal Year Revenue Expense Cost Recovery
FY 2028 (estimated) $1,207,864 $4,675,035 25.8%
While overall cost recovery baselines might seem low, it is not indicative of poor financial management. Agencies that generally set cost recovery targets and operate within the 25% to 50% cost recovery range are of the type that prioritize community benefit and treat recreation services as a vital community service to be delivered rather than solely a revenue-generating service delivery segment. Furthermore, it is the intent and mission of the Department to provide recreation programming and services at steeply discounted rates. That is not to say that revenue generation for these agencies is not a priority in some instances, but rather service delivery comes first, and fiscal priorities are not utilized to create barriers to entry and limit access to activities, programs, and services. The Department’s current cost recovery framework incorporates both criteria related to revenue generation and perceived benefit received assumptions. Furthermore, the Department’s mission incorporates core values that prioritize recreation and community resources service delivery regardless of participant and/or service delivery recipient’s ability to pay. Therefore, consideration should also be given to the idea that recreation and community programs and services provide overall community benefit, above and beyond the direct financial benefit, by way of offering access and providing services that promote health, safety, and life skills for participants.

To that end, several factors should be considered when assessing the current cost recovery level and estimated future cost recovery level targets. The Department has experienced increased expenditures for some activities, programs, and services related to both personnel and non-personnel segments over the past two fiscal years, a trend that is likely to continue.

Furthermore, revenue growth across all core service segments has not kept pace with expenditures increases with revenue in some core service categories actually declining year- over-year.

Every municipality also accounts for the CoS differently. Municipalities may have dedicated personnel from areas within similar facilities but may account for those personnel expenses in different departmental budgets (i.e., some municipalities are organized to account for parks operations and maintenance expenses in a public works operating budget rather than a traditional parks and recreation operating budget.)
Finally, because of the unique nature of services provided by the Department, revenues are cyclical, tend to fluctuate on an annual basis, and are dependent on macroeconomic activity, making forecasting increased revenue generation difficult for certain service segments.

Nonetheless, it is useful for leadership and staff to understand at a greater level of detail which core service categories are expected to be major revenue and expense drivers. The figure below depicts average annual revenue and expense for core service categories and estimated cost recovery levels for FY 2026 – FY 2028 (est.).
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Figure 3.1: Average Core Service Area Cost Recovery FY 2026 – FY 2028 (est.)

BerryDunn estimates the Department will have an overall cost recovery ceiling in the range of

30.0% – 31.0% specific to fees and charges revenue in future FYs, related to the current services environment. Without major operational adjustments altering the service delivery structure, sustained expenditure reductions, sustained funding increases, major fee increases, or without the addition of significant revenue-generating programming, the current fees and charges environment is not currently expansive enough to generate revenue levels sufficient to consistently sustain Department operations at cost recovery levels greater than 31.0%. This is not a negative outcome; rather, this allows for policy decisions to be made regarding increased revenue generation for core service segments in the future, if so desired.

BerryDunn does not recommend a complete fee schedule adjustment encompassing all activities, programs, and services in the near term. The Department should, however, focus on the core revenue-generating segments of its service delivery and consider adjustments to select services’ fees and charges to help ensure Department cost recovery targets are being met, if desired/required. Figure 3.2, below, depicts the Department’s core service areas and corresponding estimated revenue contributions FY 2026 – FY 2028 (est.).

14.5% 4.3%

49.1%

48.5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
Community Centers General Recreation
(includes DPRC)
Aquatics Convention Center
Revenue Expense Cost Recovery
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Figure 3.2: Core Service Area Percentage of Total Revenue Generated FY 2026 – FY 2028 (est.)

It will be helpful for the Department to focus on core revenue-generating activities to help meet cost recovery goals and targets. Department staff should also carefully monitor local indicators related to activity, program, and service demand and trends. To help ensure Department services continue at current levels and that increased service levels can be achieved to accommodate increased customer demand, select fees will most likely need to be systematically increased to help offset increased expenditures. For these reasons, BerryDunn recommends the Department—when considering adjustments to select fees and charges—give initial consideration to programs and services in the high revenue-generating categories. This would result in additional revenue gains to help recover a portion of the costs incurred from Department operations and service delivery and to accommodate the Department’s growth trajectory.

19.3%

3.2%

39.3%

29.6%

8.7%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
Community
Centers
General
Recreation
(includes DPRC)
Aquatics Convention
Center
Park / Facilities
Rentals
Revenue Percent of Total Revenue
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4.0 Recreation Cost Recovery Range Recommendations
This section outlines core service types expected to be delivered through FY 2028. This section also depicts BerryDunn’s recommended cost recovery level ranges for specific activities, programs, and services within those categories, for consideration.

CoS is an identification and calculation of what is required financially to produce or operate a service. Cost recovery is a complex calculation, often inclusive of subjective elements; thus, ranges are usually established based on perceived benefit received by the participant as well as fiscal requirements. Cost recovery philosophy represents a decision to generate revenues by charging fees or other types of revenue for some, or all, activities, programs, and services relative to the total operational costs to provide them. Cost recovery does not imply that the target is total recovery of the cost; however, a cost recovery range is established according to a variety of considerations and may range from 0% to more than 100% of identified costs. As cost recovery is defined differently in nearly every organization, this section outlines approaches to revenue generation and cost recovery target setting specific to the Department’s organizational goals and mission to deliver services to the community.

The benefit categories defined below illustrate a pricing philosophy based on establishing fees commensurate with the benefit received as well as other financial needs. Descriptions regarding each benefit category are provided; however, definitions are intended as discussion points and heavily depend on agency philosophies to determine what specific programs and services belong in each category. Cultural, regional, geographical, and resource differences play a large role in this determination. Ultimately, the Department will make the final determination of which benefit category an activity, program, and/or service will fall within.

Table 4.0: Benefit Category General Definitions
Benefit Category Benefit Description
Community Benefit –
High
This benefit category encompasses services, including programs and facilities, that mostly benefit the community as a whole. These services may increase property values, provide safety, address social needs, and enhance residents’ quality of life. The community generally supports these services via non-fee support. These services are generally offered to residents at a minimal charge or with no fee. A larger percentage of the City’s non-fee support would fund activities and programs in this category.

Community Benefit –
Medium
This benefit category represents services that promote individual physical and mental well-being, and may begin to provide skill development. They are generally expected services and/or beginner instructional levels. These services are typically assigned fees based upon a specified percentage of direct (and in certain instances may also include indirect) costs. These costs are partially offset by both non-fee funding sources to account for considerable community benefit and participant fees to account for the individual benefit received from the service.
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Benefit Category Benefit Description
Community/Individual
Benefit – Balanced
This benefit category represents services promoting individual physical and mental well-being, and provides an intermediate level of skill development.

The category represents balanced individual and community benefit and should be priced accordingly. The individual fee is set to recover a higher percentage of cost than those services falling within the strictly community benefit categories.

Individual Benefit –
Medium
This benefit category represents specialized services generally for specific groups, and those that may have a competitive focus. Services in this category may be priced to recover full cost, including all direct expenses.

Individual Benefit – High
This benefit category represents services that have potential to generate revenues above costs, may be in the same market space as the private sector, or may fall outside the core mission of the agency. In this level, services should be priced to recover full cost in addition to a designated profit percentage.

Narrowing facilities, activities, programs, and services and placing them in categories that best fit their perceived benefit expectations allows a reasonable road map to be followed when determining the placement of current, new, and future service offerings and their pricing.

The Department’s mission incorporates core values that prioritize recreation and community service delivery regardless of participant and/or service delivery recipient’s ability to pay. The Department should set its cost recovery goals based upon values, vision, mission, stakeholder input, funding needs, and/or other criteria, and position itself to illustrate and articulate where it has been and where it is heading, from a fiscal perspective.

4.1 Cost Recovery Range Recommendations
Cost recovery level ranges for specific activities, programs, and services across the core service categories were developed for consideration. Subsequently, cost recovery level ranges developed for guidance were based on known, estimated direct operational costs, personnel costs, program and supply costs, and other applicable costs. Additionally, cost recovery level ranges developed for guidance take into consideration, where applicable, industry-standard cost recovery targets for offerings of similar activities, programs, and services as well as the Department’s historical cost recovery levels and those cost recovery levels outlined in the Department’s financial projections. The Department’s current cost recovery framework incorporates both criteria related to revenue generation and perceived benefit received assumptions, some examples of which have been outlined above.

Nonetheless, a sufficient level of revenue generation is critical to help ensure business and service delivery continuity. As has been demonstrated by the CoS findings outlined in Section

3.0 above, across the four core service categories identified for the recreation environment, the overall recreation services cost recovery level estimated for FY 2025 is 26.6%. However, service offerings and participation levels fluctuate, and costs associated with service delivery 372

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rise and fall continuously and therefore fee levels may need to be periodically adjusted to not only reflect adopted policy, but also to meet cost recovery targets.

4.1.1 Community Centers Programs and Services
BerryDunn reviewed all revenue generated and direct expenses incurred related to core recreation activities, programs, and services delivered at/through community centers FY 2022 – FY 2024. The projected full direct cost to provide all community center services in FY 2025 is estimated to be $1,535,580. The identified and assigned revenue to community centers service delivery in FY 2025 is estimated to be $240,950. BerryDunn calculated the percentage of costs recovered by way of current fees and charges, finding that the community centers core service area is projected to recover an estimated 15.7% of the direct cost to provide services in FY 2025. This is about 4.2% lower than the average cost recovery for services delivered in FY 2022 – FY 2024. Table 4.1 outlines community centers services revenue and direct expense for the FYs analyzed.

Table 4.1: FY2022 – FY 2028 Community Centers
Community Centers Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2022 $274,122 $1,246,822 22.0%
FY 2023 $284,466 $1,284,868 22.1%
FY 2024 (unaudited) $282,410 $1,797,929 15.7%
FY 2025* $240,950 $1,535,580 15.7%
FY 2026* $243,360 $1,612,359 15.1%
FY 2027* $245,793 $1,692,977 14.5%
FY 2028* $248,251 $1,777,626 14.0%
Total $1,819,352 $10,948,161 16.6%
*estimated
BerryDunn also estimated applicable indirect revenue and expense associated with community centers service delivery in FY 2025, finding that an estimated $25,217 of additional revenue and $1,924,252 of additional expense was associated with recreation administration and other activities. Table 4.2 highlights the estimated impact to the FY 2025 cost recovery level inclusive of these revenues and expenses.

Table 4.2: FY 2025: Community Centers (With Recreation Administration Revenue and Expense) Community Centers Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2025 (estimated) $240,950 $1,535,580 15.7%
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Community Centers Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
Recreation Administration:

FY 2025 $25,217 $1,428,470

Other: FY 2025 $0 $179,385
Grand Total $265,667 $3,143,435 8.5%
BerryDunn also reviewed revenue and expense projections associated with community center service delivery for FY 2025 – FY 2028 to establish recommended cost recovery ranges for centers. Table 4.3 highlights the recommended revenue, expense, and cost recovery ranges for the community centers analyzed.

Table 4.3: FY2025 – FY 2028 Community Centers Recommended Ranges Community Centers Core Services Recommended Ranges (General Fund) Service Category Revenue Expense Cost Recovery
Target
Community Centers $279,000 – $294,000 $1,689,000 – $1,766,000 16% – 17% BerryDunn recommends the Department set a targeted cost recovery range for all community centers activities, programs, and services of 16% – 17%. Based on the CoS analysis performed for FY 2025, a targeted range of 16% – 17% cost recovery would require the community centers fees and charges environment to be adjusted to generate an additional $31,000 – $46,000 of revenue annually, a 19.2% average increase. Additional revenue generation requirements could also be offset with targeted expenditure reductions and/or service delivery efficiencies reducing the burden on facility users and service recipients.

4.1.2 General Recreation Services (Includes DPRC Programs and Services) BerryDunn reviewed all revenue generated and direct expenses incurred related to core general recreation activities, programs, and services delivered in FY 2022 – FY 2024. The projected full direct cost to provide all general recreation services in FY 2025 is estimated to be $869,104.

The identified and assigned revenue to general recreation service delivery in FY 2025 is estimated to be $40,100. BerryDunn calculated the percentage of costs recovered by way of current fees and charges, finding that the general recreation core service area is projected to recover an estimated 4.6% of the direct cost to provide services in FY 2025. This is about 1.2% lower than the average cost recovery for services delivered in FY 2022 – FY 2024. Table 4.4 outlines general recreation services revenue and direct expense for the FYs analyzed.

Table 4.4: FY2022 – FY 2028 General Recreation
General Recreation Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2022 $42,348 $661,378 6.4%
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General Recreation Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2023 $47,741 $713,536 6.7%
FY 2024 (unaudited) $41,035 $984,821 4.2%
FY 2025* $40,100 $869,104 4.6%
FY 2026* $40,501 $912,559 4.4%
FY 2027* $40,906 $958,187 4.3%
FY 2028* $41,315 $1,006,097 4.1%
Total $293,946 $6,105,682 4.8%
*estimated
BerryDunn also estimated applicable indirect revenue and expense associated with general recreation service delivery in FY 2025, finding that an estimated $4,206 of additional revenue and $1,089,084 of additional expense was associated with recreation administration and other activities. Table 4.5 highlights the estimated impact to the FY 2025 cost recovery level inclusive of these revenues and expenses.

Table 4.5: FY 2025: General Recreation (With Recreation Administration Revenue and Expense) General Recreation Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2025 (estimated) $40,100 $869,104 4.6%
Recreation Administration:

FY 2025 $4,206 $808,482

Other: FY 2025 $0 $101,528
Grand Total $44,306 $1,779,114 2.5%
BerryDunn also reviewed revenue and expense projections associated with general recreation service delivery for FY 2025 – FY 2028 to establish recommended cost recovery ranges for services. Table 4.6 highlights the recommended revenue, expense, and cost recovery ranges for the categories analyzed.

Table 4.6: FY2025 – FY 2028 General Recreation Recommended Ranges General Recreation Recommended Ranges (General Fund)
Aquatic Center Revenue Expense Cost Recovery Target
General Recreation
Services $47,000 – $49,000 $956,000 – $999,000 5% – 6%
BerryDunn recommends the Department set a targeted cost recovery range for all general recreation activities, programs, and services of 5% - 6%. Based on the CoS analysis performed 375

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for FY 2025, a targeted range of 5% – 6% cost recovery would require the general recreation fees and charges environment to be adjusted to generate an additional $6,000 – $9,000 of revenue annually, a 21.7% average increase. Additional revenue generation requirements could also be offset with targeted expenditure reductions and/or service delivery efficiencies reducing the burden on facility users and service recipients.

4.1.3 Aquatics Services
BerryDunn reviewed all revenue generated and direct expenses incurred related to core aquatics activities, programs, and services delivered in FY 2022 – FY 2024. The projected full direct cost to provide all aquatics services in FY 2025 is estimated to be $924,638. The identified and assigned revenue to aquatics service delivery in FY 2025 is estimated to be $436,650. BerryDunn calculated the percentage of costs recovered by way of current fees and charges, finding that the aquatics core service area is projected to recover an estimated 47.2% of the direct cost to provide services in FY 2025. This is about 2.2% lower than the average cost recovery for services delivered in FY 2022 – FY 2024. Table 4.7 outlines aquatics services revenue and direct expense for the FYs analyzed.

Table 4.7 FY2022 – FY 2028 Aquatics Services
Aquatics Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2022 $299,017 $631,103 47.4%
FY 2023 $388,967 $774,679 50.2%
FY 2024 (unaudited) $480,284 $946,592 50.7%
FY 2025* $436,650 $924,638 47.2%
FY 2026* $469,399 $970,870 48.3%
FY 2027* $504,604 $1,019,413 49.5%
FY 2028* $529,834 $1,070,384 49.6%
Total $3,108,754 $6,337,679 49.1%
*estimated
BerryDunn also estimated applicable indirect revenue and expense associated with aquatics service delivery in FY 2025, finding that an estimated $45,794 of additional revenue and $1,158,674 of additional expense was associated with recreation administration and other activities. Table 4.8 highlights the estimated impact to the FY 2025 cost recovery level inclusive of these revenues and expenses.
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Table 4.8: FY 2025: Aquatics Services (With Recreation Administration Revenue and Expense) Aquatics Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2025 (estimated) $436,650 $924,638 47.2%
Recreation Administration:

FY 2025 $45,794 $860,142

Other: FY 2025 $0 $108,016
Grand Total $482,444 $2,083,312 25.5%
BerryDunn also reviewed revenue and expense projections associated with aquatics service delivery for FY 2025 – FY 2028 to establish recommended cost recovery ranges for services.

Table 4.9 highlights the recommended revenue, expense, and cost recovery ranges for the categories analyzed.

Table 4.9: FY2025 – FY 2028 Aquatics Core Services Recommended Ranges Aquatics Services Recommended Ranges (General Fund)
Service Category Revenue Expense Cost Recovery Target
Richmond Swim
Center $210,000 – $244,000 $599,000 – $626,000 35% – 39% Plunge $247,000 – $284,000 $418,000 – $437,000 59% – 65% BerryDunn recommends the Department set a targeted cost recovery range for all aquatics activities, programs, permits, and services of 50% - 53%. Based on the CoS analysis performed for FY 2025, a targeted range of 50% – 53% cost recovery would require the aquatics fees and charges environment to be adjusted to generate an additional $90,000 – $100,000 of revenue annually, an 23.4% average increase. Additional revenue generation requirements could also be offset with targeted expenditure reductions and/or service delivery efficiencies reducing the burden on service recipients.

4.1.4 Convention Center Services
BerryDunn reviewed all revenue generated and direct expenses incurred related to core convention center services delivered in FY 2022 – FY 2024. The projected full direct cost to provide all convention center services in FY 2025 is estimated to be $702,459. The identified and assigned revenue to convention center service delivery in FY 2025 is estimated to be $355,500. BerryDunn calculated the percentage of costs recovered by way of current fees and charges, finding that the convention center core service area is projected to recover an estimated 50.6% of the direct cost to provide services in FY 2025. This is about 36.5% lower than the average cost recovery for services delivered in FY 2022 – FY 2024. Table 4.10 outlines senior services revenue and direct expense for the FYs analyzed. 377

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Table 4.10: FY2022 – FY 2028 Convention Center Services Convention Center Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2022 $256,164 $432,978 59.2%
FY 2023 $415,764 $455,045 91.4%
FY 2024 (unaudited) $437,508 $394,470 110.9%
FY 2025* $355,500 $702,459 50.6%
FY 2026* $366,165 $737,582 49.6%
FY 2027* $377,150 $774,461 48.7%
FY 2028* $388,464 $820,929 47.3%
Total $2,596,715 $4,317,924 60.1%
*estimated
BerryDunn also estimated applicable indirect revenue and expense associated with convention center services delivery in FY 2025, finding that an estimated $37,283 of additional revenue and $880,259 of additional expense was associated with recreation administration and other activities. Table 4.11 highlights the estimated impact to the FY 2025 cost recovery level inclusive of these revenues and expenses.

Table 4.11: FY 2025: Convention Center Services (With Recreation Administration Revenue and Expense)
Convention Center Core Service Area (General Fund)
FY Revenue Expense Cost Recovery
FY 2025 (estimated) $355,500 $702,459 50.6%
Recreation Administration:

FY 2025 $37,283 $653,461

Other: FY 2025 $0 $82,061
Grand Total $392,783 $1,437,981 27.3%
BerryDunn also reviewed revenue and expense projections associated with convention center service delivery for FY 2025 – FY 2028 to establish recommended cost recovery ranges for services. Table 4.12 highlights the recommended revenue, expense, and cost recovery ranges for the categories analyzed.

Table 4.12: FY2025 – FY 2028 Convention Center Core Services Recommended Ranges Convention Center Core Services Recommended Ranges (General Fund) Service Category Revenue Expense Cost Recovery Target
Convention Center $371,000 – $420,000 $773,000 – $808,000 48% – 52% 378

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BerryDunn recommends the Department set a targeted cost recovery range for all convention center services of 48% - 52%. Based on the CoS analysis performed for FY 2025, a targeted range of 48% – 52% cost recovery would require the convention center fees and charges environment to be adjusted to generate an additional $15,000 – $65,000 of revenue annually, a

20.5% average increase. Additional revenue generation requirements could also be offset with targeted expenditure reductions and/or service delivery efficiencies reducing the burden on service recipients.

Over 60% of annual revenue generation attributable to the convention center is not directly related to rental service or facility usage in the traditional sense. Rather, a significant portion of annual revenue generation comes from a lease agreement related to a cellular/radio tower installed on the facility roof. Therefore, should additional revenue generation be prioritized for the facility by way of increased rental fees and charges additional investment in the physical attributes of the facility may be needed. In doing so, the City may realize increased revenue generation through enhanced rental opportunities, but investments in the following categories may be needed.

Increased Capacity and/or Room Versatility: Expanding or upgrading the physical attributes of core rental spaces may allow for the convention center to host larger events across and wider variety of rental needs such as trade shows, industry conferences, and community events.

Upgrades of Amenities and Technology: Increasing and/or expanding high-speed internet access and wireless connection capabilities and installing advanced audio-visual equipment, the convention center can attract a wider variety of rental clientele. Furthermore, rental client are often willing to pay a premium for venues that can meet their advanced technological requirements.

Enhanced Marketing Efforts: Additional investments in marketing may improve the perception of the facility making it a more attractive option for event organizers and potential rental clients.

This may also lead to the facility attracting larger events which not only lead to an increase in direct rental income, but may also generate additional indirect revenue through catering services and local accommodations. More frequent and larger events may also lead to a greater demand for a variety of local services such as restaurants and transportation services leading to scenarios that boosts overall City revenue.

Overall, additional investment in the convention center may not only increase its appeal and functionality to attract a wider variety of clients, but also creates multiple avenues for increased revenue generation through rentals and broader citywide economic stimulation.

As outlined above, the Department’s FY 2025 overall fees and charges cost recovery—the calculated percentage of aggregate recreation applicable costs in relation to the revenues generated—for providing all fee-applicable activities, programs, and services is projected to be

26.6%. For example, the offering of an activity or delivery of a service would achieve 100% cost recovery if the fees generated revenue sufficient to cover all associated costs related to the operation of an activity or program, or to deliver a specific service. 379

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Increased demand for Department activities, programs, and services, and the associated expenses incurred providing services, will continue to materialize in FY 2025, and especially through FY 2028. It is also clear that setting fees at levels sufficient to generate revenue to recover a portion of the costs greater than 26.6% for providing activities, programs, and services will take some time and will most likely not be achieved with a single fee schedule adjustment.

For this reason, BerryDunn recommends setting targeted ranges of cost recovery related to specific activity and service categories and adjusting fees within that service category accordingly. Overall targeted ranges of 30% - 31% cost recovery for recreation services is likely achievable for the Department and is in line with similar agencies of the same size and organization and service delivery framework.

4.2 Non-Resident Pricing Premium
As non-resident fee premiums are considered, which generally fall within 10% to 25% range above base resident fee levels nationally, non-resident premiums should also be used as a mechanism to reduce the City’s support of the program or service being delivered. This also helps to keep residential pricing lower so as not to create a financial barrier to entry or participation for residents. Additional revenue generated through non-resident premiums is helpful in providing additional funding for overall operations and helping ensure additional funding for current program expansion and future program development and offerings.

For these reasons, BerryDunn recommends that the City consider adopting a non-resident pricing premium in the range of 20% - 25% initially, to be applied to applicable base resident activity and program fees. A non-resident premium for facilities and rental services should also be considered and perhaps be set at a level above 25% initially. As mentioned above, this will help the Department generate additional revenue to fund service delivery and help ensure business continuity. Additionally, BerryDunn recommends that the Department offer a resident- only registration period for all activities, programs, and services offered to maintain residential priority access to all services.

4.3 Strategic Financial Recommendations and Considerations BerryDunn also recommends that the Department consider the recommendations and considerations outlined below. (list numbers do not reflect a priority of consideration or action)

1. BerryDunn recommends that the Department continue to review and update fees on a periodic basis, as needed. This may help to increase revenue generation and meet cost recovery targets. Smaller and more frequent fee adjustments may also help to mitigate financial impacts to customers. Fee reviews should also be performed in conjunction with the Department’s ongoing service delivery efficiency and cost reduction review efforts as well.

2. BerryDunn recommends setting targeted ranges of cost recovery related to specific activity, program, and service categories and adjusting fees within that service category accordingly. As outlined in Section 4.0 above, the Department’s FY 2025 overall fees and charges cost recovery—the calculated percentage of aggregate costs in relation to 380

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the revenues generated—for providing all fee-applicable activities, programs, and services is estimated to be 26.6%. For example, the offering of an activity or delivery of a service would achieve 100% cost recovery if the fees generated revenue sufficient to cover all associated costs related to the operation of an activity or program, or to deliver a specific service. Targeted ranges of 30.0% to 31.0% cost recovery for aggregate recreation services is likely achievable for the Department within a few FYs and are in line with Department policy and mission.

3. BerryDunn recommends that the Department review the recreation core service cost recovery baselines provided above in Section 3.0 to assess where additional revenue generation by way of fees and charges increases may be warranted. This review should include an assessment of whether cost recovery targets are being met as outlined in the Department’s current cost recovery policy framework.

4. BerryDunn recommends that the Department review fees for activities, programs, and services in the higher revenue-generating core service categories first when considering fee adjustments as these adjustments are most likely to have the greatest impact on the Department’s fiscal environment. Staff should then perform a secondary review of specific services related to perceived benefit provided as outlined in recommendation 5 below and consider adjustments accordingly.

5. BerryDunn recommends that the Department review select fees for specific activities, programs, and services within the recreation and aquatics categories related to the cost recovery targets outlined in Section 4.0 above and identify those perceived to provide the most individual benefit. (e.g., specialized sports services). Staff should then consider the adjustment of select fees to exceed cost recovery targets for the policy categories in which they exist. This may provide additional revenue generation needed to increase cost recovery levels, but also to subsidize those services that are perceived to provide overall community benefit. (e.g., youth services, swim lessons, and senior services).

6. BerryDunn recommends that the Department identify and consider only costs considered direct costs associated with activity, program, and service development and delivery when assessing and setting fee levels.

7. BerryDunn recommends that the Department consider start-up and/or specific operational costs for select new activities, programs, and services scheduled to be offered and adjust cost recovery targets and set initial fee levels accordingly. A new activity, program, or service may need additional financial support in the beginning until the service matures and becomes more financially self-sustaining.

8. BerryDunn recommends that the Department continue to follow its current cost recovery policy framework and avoid allocating large subsidies to activities, programs, and services that target small portions of the City population and are perceived to provide minimal public benefit.
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9. BerryDunn recommends that in conjunction with the financial reviews performed, the Department should also monitor and review demand, trends, and non-municipal competition to help assess and calculate fee levels to reflect actual demand for activities, programs, and services.

10. BerryDunn recommends that the Department utilize some form of consistent non- resident premium pricing. Non-resident pricing can be used to offset activity, program, and service tax dollar support, to manage enrollments or demand, or to allow residential priority. The Department should consider developing a non-resident pricing policy to outline activities and services to which non-resident pricing applies and to establish a consistent methodology for calculating non-resident price levels. BerryDunn recommends that the non-resident pricing surcharge be applied as an additional percentage to the base resident fee level, in the 20% – 25% range. Additional, increased, non-resident pricing surcharges may be necessary for specific types of services such as facility access and rentals, if warranted.

11. BerryDunn recommends that the Department use its electronic registration and permitting system, Active, to the greatest extent possible to allow detailed tracking and analysis of annual participant volumes per activity, program, or service type.

Capturing this detail and incorporating it into fee setting practices will allow for a more nuanced and accurate analysis of cost recovery levels per service type and will allow staff to assess the impact of specific fee adjustments on revenues and expenditures in greater detail.

5.0 Additional Recommendations and Considerations
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This section outlines various recommendations and considerations BerryDunn has provided based on the technical CoS analysis, current fees and charges environment analysis, and meetings with staff and stakeholders to discuss Department and citywide priorities.

5.1 Policy Considerations for Recreation User Fees and Charges Currently, the Department references a variety of stand-alone policies and procedures when deciding the applicability, eligibility, and eventual amount, of discount or support to be applied to an individual participant, partner, nonprofit, or other designated entities eligible for fee discounts and/or waivers. The process has become cumbersome to effectively, consistently, and equitably apply. Staff reported difficulty and confusion when deciding which particular policy applies to a specific individual and/or partner group when assistance is requested.

Department leadership expressed a desire to develop ideas for consistent and comprehensive policies and processes for all recreation user fees and charges. BerryDunn, in conjunction with Department leadership, embarked on a process of developing and example of a single, comprehensive user fees and charges policy specifically for recreation facilities, programs and services to establish a clear, consistent and comprehensive policy and processes for individuals and eligible partners.

The purpose of such policy would be to provide a clear and consistent framework for assessing eligibility and to provide guidance to staff related to the calculation of fee waivers for individual participants and/or eligible partners. To be used as a starting point for further discussion and adjustments BerryDunn has outlined below two example policy frameworks which could be applicable to individuals and eligible partners.

Individual Fee Waiver Policy Elements for Consideration (Example Only) Financial assistance would be granted on a sliding scale that is based on family size and income. The Department’s income guidelines would be based on the U.S. Department of Housing and Urban Development’s (HUD) income guidelines for Contra Costa County. • Individuals who qualify would receive a fee waiver of 50% or 75%. o 50% assistance for households that meet the Low Income Limit category of HUD’s income guidelines.
o 75% assistance for households that meet the Very Low Income Limit category of HUD’s income guidelines.
o Additional assistance may be provided for households that meet the Extremely Low Income Limit category of HUD’s income guidelines pending the approval of the Department director.
• Financial assistance applications must be accompanied by a most recent 1040 Tax Form and last two paycheck stubs of all working adults. In lieu of the 1040 Tax Form, patrons can obtain and submit a Verification of Non-filing form the Internal Revenue Services (IRS). Alternate documents will be accepted if the patron does not file a 383

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Federal Income Tax return and/or is currently unemployed or receives public assistance (examples only):
o Unemployment Benefits or Proof of Retirement Statement o Social Security Insurance/Social Security Disability Insurance/Pension Report o Section 8 Housing Assistance
o Nutrition Assistance Statement (SNAP)
o Temporary Assistance for Needy Families (TANF)
o Medicaid Assistance Documentation
o Financial Aid Paperwork/Full-Time Student Verification Procedures (Examples Only)

1. Patron completes a fee waiver application and submits required financial documentation.

2. Staff and/or administrator reviews and verifies application and required financial documentation. All applications are kept confidential.

3. Staff and/or administrator tags patron’s account in Active for appropriate assistance. If the patron has not created an account, they are emailed instructions on how to create one and then the account is tagged.

4. Staff and/or administrator tags notifies patron of application status and award amount. If a balance is due, patron is given instructions on how to pay online or to call the Department to pay over the phone.

5. Staff and/or administrator receives weekly report notifying them of any patron that registered for a program and made a partial payment. Patron is emailed about the fee waiver program and given directions on how to pay their balance in full online.

The Department director or designee(s) shall have the authority to create and modify pricing for programs and services, as needed, due to changes in facilities, City of Richmond residency, market conditions and/or other variables as determined.

Partner Fee Waiver Policy Elements for Consideration (Example Only) While an individual fee waiver policy validates, codifies and structures the Department’s approach to individual user fees and charges in a consistent and efficient manner, an additional “partner” policy could be established and adopted. This would govern the eligibility and applicability of identified partners related to facility/space rental fees and charges in a consistent and efficient manner.

Partner service categories could be linked to a hierarchy of benefit accrual types (see Section

4.0). The community views the benefit of space/facility rental to be tiered by the user type which suggests differential rates:
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General Public Partners – exclusive use of identified spaces and facilities on a one-time or ongoing basis by individuals, families or unaffiliated groups. (Examples include: family gatherings; birthday parties; wedding receptions; etc.) Individual Benefit – Medium: Up to a 25% Fee Waiver
Intergovernmental/City Partners – exclusive use of identified spaces and facilities on a one- time or ongoing basis by groups or organizations that have a documented relationship with the City and/or Department (including but not limited to memoranda of understanding [MOUs], contracts, etc.). These groups/organizations should have a like mission and/or aligned interests, and both should contribute to and benefit from the relationship. (Examples include community- based organizations or groups, applicable league, community support groups; etc.) Community/Individual Benefit – Balanced: Up to a 50% Fee Waiver Nonprofit Partners – exclusive use of identified spaces and facilities on a one-time or ongoing basis by groups or organizations qualifying as a 501(c)3 nonprofit agency under the United States Internal Revenue Code, meaning they are exempt from paying taxes. (Examples include:
charitable organizations such as Salvation Army; Boys and Girls Club; private schools; foundations; etc.)
Community/Individual Benefit – Balanced: Up to a 50% Fee Waiver For Profit Partners – exclusive use of identified spaces and facilities on a one-time or ongoing basis by commercial businesses defined as being organized primarily for profit. (Examples include: private instructors; personal trainers; businesses; etc.) High Individual Benefit – Balanced: Up to a 15% Fee Waiver Overall, fees and charges are necessary to provide financial support to the Department for the operation and maintenance of programs, facilities, and services. Revenue generated by these fees and charges constitutes only a portion of funds required for developing and delivering programs and services and operating and maintaining facilities.

The purpose of these policy examples outlined in Section 5.2 is to provide a baseline to develop a specific framework and guidance for City staff as they develop ideas and suggestions for streamlining fees and charges waivers. This policy ensures decision-makers (Council and City Administration) fee development and implementation will:
1) Be guided by the community’s understanding of benefit for the complete array of Department programs and services
2) Be administered fairly and equitably, pricing programs and services proportionally to where the benefit accrues with respect to the participant and non-participants (e.g., taxpayers who choose to not participate)
3) Safeguard programs and services availability for City residents regardless of financial means
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5.2 Formal Fee Updates
BerryDunn recommends the Department undertake a basic CoS update annually and conduct a formal cost recovery study every two to three years—or when the Department experiences a significant change in demand for services, organizational structure, or key business processes, or when it identifies budgetary issues. In the meantime, the Department is encouraged to adjust and update the cost model on an annual or ongoing basis, using detailed data and information as it becomes available, especially data collected via the Department’s electronic registration system.

5.3 Setting Fee Levels
When setting fee levels the Department should continue to utilize its current cost recovery assessment framework. Additionally, as is standard practice across many similar types of agencies with similar service delivery environments, the Department should continue to identify and rely on municipal market comparisons to assess fee levels. By utilizing municipal market comparisons the Department will be able to consistently set fee levels according to similar market conditions and will also be able to assess fees levels in comparisons to cost recovery targets established for the recreation division. The Department has traditionally maintained a higher cost for non-residents based on a percentage increase versus a flat fee increase.

BerryDunn also recommends that the Department continue this practice and continue to perform specific analyses of resident versus non-resident activity and program information as this data will be useful in determining the most effective percentage to apply each year.

Cost recovery targets should be set based on the recreation fiscal environment only. A further level of refinement should also be explored to set cost recovery targets based on category of service, where applicable, and the perceived benefit to the individual or community. This will provide a framework for calculating and setting fee levels based on the unique activity, program, and/or service elements that need to be considered each time a program is delivered. As is often the case, activity, program, and service delivery frameworks change from season to season or at various times throughout the FY. For example, a winter session of a particular program may run six weeks and the summer session may run 10 weeks. Therefore, the fee for the winter session may be set at a different level than the fee for the summer session in order to meet cost recovery targets. It is essential that the Department retain authority and flexibility in adjusting and setting fee levels throughout the FY to help ensure cost recovery goals are being achieved for the recreation division.

In addition to continuing to utilize the Department’s cost recovery framework, it might be helpful for staff to consider more specific elements of an activity, program, and/or service when determining the appropriate fee level. Core criteria to consider may include:

General Information
• Service Category: this helps staff identify the current cost recovery target for a particular offering.
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• Program Area: this is often a layer below Service Category and may help better identify the specific cost recovery target for the offering.
• Facility and/or Location: this may help staff identify any applicable facility/location expenses that may need to be considered when determine a fee. • Activity, Program, or Service Title: how the offering will show up in registration system and/or marketing materials.
• Start Date/End Date: Length of the service offering. Number of classes/sessions.

Estimating Revenue (recreation activities and programs only) • Program Length: a common way to calculate length is taking the number of hours per week multiplied by the number of weeks the program is scheduled to run. • Participant Estimates: identifying the minimum and maximum number of participants will help to develop revenue projections.
• Fee Estimate: based on program length and number of participants calculate the necessary fee level to meet cost recovery targets.

Estimating Expense (recreation activities and programs only) • Personnel Expense: identify the specific staff and associated expense projected to be needed to run the program for the entire time it is scheduled. • Contractor Expense: identify any personnel that will be utilized outside of the City’s payroll environment.
• Services and Supplies Expense: identify any non-personnel expenses expected to be incurred to run the program for the entire time it is scheduled. • Fee Estimate: based on the revenue projections developed above, calculate the percentage of expense expected to be recovered by way of fee revenue and determine if it is an appropriate level to keep the activity, program, or service within the necessary cost recovery target range.

5.4 Pricing Strategies
The following are common pricing factors the Department could consider when developing fees and charges:
• Cost to offer the program (limited direct costs only) • History of fees charged
• Perceived ability and willingness to pay
• Number of participants per class/activity
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• Affordability for target audience
• Ability to attract participants
Establishing a price for a program can be done through a variety of strategies. Arbitrary pricing is not encouraged as it is difficult to justify and does not articulate use of tax subsidy in a way that ties to the Department’s organizational or community mission. BerryDunn recommends the Department follow a cost recovery pricing approach based on cost recovery goals within cost recovery goal percentage ranges. This method uses cost recovery goals as a primary pricing strategy, followed by either market pricing (for services with low alternative coverage, i.e., few if any alternative providers) or competitive pricing (for services with high alternative coverage, i.e., other alternative providers offer similar services).

Other strategies to consider include:
• Market Pricing: A fee based on demand for a service or facility, or what the Department estimates a participant is willing to pay for a service. Private sector businesses commonly use this strategy. One consideration for establishing a market rate fee is determined by identifying all similar providers (e.g., private sector providers, municipalities, nonprofit providers) and, if it is determined that the service has excellent position in the market, establishing a fee that is higher than that of other similar providers.
• Competitive Pricing: A fee based on what similar service providers are charging. One consideration for establishing a competitive fee is determined by identifying all providers of an identical service (e.g., private sector providers, municipalities, nonprofit providers), and establishing a fee that is at mid-point or lower.
• Differential Pricing: A fee that is grounded in the idea that different prices are charged for the same service when there is no real difference in the cost of providing the service.

The same service might be offered at a more desirable time or location, or have other factors that attract a following, which may drive a higher price point. Alternatively, there might be services offered that are struggling to maintain a minimum and need a boost to stimulate more interest, driving a lower initial cost.

6.0 Engagement Feedback Summary
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As part of the Department’s CoS analysis, BerryDunn conducted an online community engagement effort using the Social Pinpoint platform. This initiative provided residents with several tools to share their perspectives—an online survey, a budget allocation exercise ("Fund It"), and an interactive idea wall. The results offer deep insight into community priorities, satisfaction with services, barriers to access, and aspirations for the future of recreation programming and facilities throughout the City.

The following sections summarize findings from more than 330 responses, presenting findings in a way that can inform future planning, budgeting, and program development efforts through the lens of equity, inclusion, and resident-driven decision-making.

6.1 Online Survey Responses
A total of 339 surveys were completed. The following section provides the questions, answers, and analysis of the responses.

Question 1: How would you rate the overall quality of services provided by the City of Richmond for recreation?
When asked to rate the overall quality of recreation services provided, many respondents held a favorable view. Nearly half (46%) rated services as “good,” and an additional 19% rated them as “excellent,” reflecting a strong overall level of satisfaction. About 27% considered services “fair,” while only 6% rated them “poor.” A small portion of respondents (2%) selected “N/A,” possibly indicating limited personal use or awareness. These results suggest that there is a positive baseline perception of recreation services.

Figure 6.1: Responses to Overall Quality of Services Provided

Question 2: In your opinion, which aspect(s) of the recreation services contribute most to their quality?
Excellent
19%
Good
46%
Fair
27%
Poor
6%
N/A
2%
Excellent Good Fair Poor N/A
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The top response (nearly 200 respondents) was “variety and accessibility of recreational programs and activities,” demonstrating the significant value the community places on program diversity and inclusion. This theme was closely followed by “cleanliness and maintenance of parks and facilities” and “friendliness and helpfulness of staff members,” with each receiving high recognition for their impact on perceived quality.

Although “safety measures and enforcement” and “overall aesthetics and ambiance” received fewer selections (95 and 102 respondents, respectively), they still play a meaningful role. Only a small number (21) selected “other,” suggesting the provided options effectively captured most priorities. These results underscore the importance of maintaining well-kept facilities, delivering diverse and accessible programming, and investing in positive staff interactions as core strategies for enhancing recreation quality in the City.

Figure 6.2: Which Aspects of Recreation Services Contribute Most to Their Quality

Question 3: How satisfied are you with the value you receive in exchange for the fees associated with the City of Richmond's recreation services? When asked about satisfaction with the value received in exchange for fees associated with the City's recreation services, most respondents reported positive experiences. A combined 71% of participants indicated they were either “satisfied” (38%) or “very satisfied” (33%), reflecting strong appreciation for the services provided relative to cost.

On the other end of the spectrum, only 6% of respondents reported being “dissatisfied” and 5% as “very dissatisfied,” suggesting relatively low levels of discontent. Additionally, 14% of 175
200
169
95 102
21 0
50 100
150
200
250
Cleanliness and
maintenance of
parks and
facilities
Variety and
accessibility of
recreational
programs and
activities
Friendliness and
helpfulness of
staff members
Safety measures
and enforcement
in parks and
recreational
areas
Overall
aesthetics and
ambiance of
parks and
facilities
Other
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respondents selected “neutral,” and 4% selected “other,” possibly indicating they were unsure or had limited exposure to fee-based services.

These findings suggest users generally perceive the City's recreation services as of good value, reinforcing support for continued investment in quality programming and equitable access.

Figure 6.3: Satisfaction With the Value of Fees for Richmond Recreation Services

Question 4: Do you feel that the current fees and charges accurately reflect the quality of services provided?
Most respondents (61%) believe the current fees and charges accurately reflect the quality of City-provided services. This data suggests most residents view the value of services as fair and appropriate. However, 16% of respondents disagreed, and 23% were unsure, indicating that although the fee structure is generally supported, there remains room for improvement in transparency or communication about what those fees support.

Figure 6.4: Perception of Fees and Service Quality

Very Satisfied
33%
Satisfied
38%
Dissatisfied
6%
Very Dissatisfied
5%
Neutral
14%
Other
4%
Very Satisfied Satisfied Dissatisfied Very Dissatisfied Neutral Other Yes
61%No
16%
Unsure
23%
Yes No Unsure
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Question 5: How likely are you to recommend the City of Richmond's recreation services to others based on the quality of your experience?
Respondents indicated high satisfaction with the City's recreation services through their willingness to recommend them to others. Nearly three-quarters of respondents selected either "very likely" or "likely," demonstrating strong trust and positive experiences with the services offered. A smaller number reported being "unlikely" (30) or "very unlikely" (10) to recommend the services, while “neutral” responses (46) highlight an opportunity to enhance program quality or outreach efforts to engage this segment further.

Figure 6.5: Respondents’ Likelihood to Recommend Recreation Services

Question 6: What improvements, programs, or facilities would you like to see in the future?
This open-ended question received 233 responses; there responses are summarized below based on topic modeling. The comments broadly cluster into six key themes:

1. Programs and Activities

2. Swimming Access and Facility Use

3. Community and Youth Services

4. Park and Facility Cleanliness and Maintenance

5. Summer Camps and Youth Programs

6. Pool Time and Lap Swim Access
Programs and Activities
Common words: programs, activities, classes, variety, field, adults, senior There was demonstrated interest in expanding recreational programming, especially for adults and seniors. There is also a desire for a greater variety of offerings (e.g., classes, sports). 126 119
30 10
46 6
0 20
40 60
80 100
120
140
Very Likely Likely Unlikely Very Unlikely Neutral Other 392

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Swimming Access and Facility Use
Common words: swim, open, Plunge, hours, classes, facilities There is strong demand for more access to swimming facilities like the Richmond Plunge, with suggestions for extended hours and more class availability.

Community and Youth Services
Common words: community, parks, kids, center, swimming, need Respondents requested more family-friendly and youth-oriented programs, better park spaces, and stronger community-centered services.

Park and Facility Cleanliness and Maintenance
Common words: courts, bathrooms, services, pools, access, open There were concerns regarding cleanliness (especially bathrooms) and a call for better maintenance of public parks and facilities.

Summer Camps and Youth Programs
Common words: summer, camps, youth, staff, better, activities Respondents requested more youth programs, summer camps, and feedback about staff quality and overall program organization.

Pool Time and Lap Swim Access
Common words: swimming, lap, pools, class, available, time Comments focused on scheduling availability, specifically for lap swimming and dedicated pool times.

Question 7: On a scale of 1 to 5, where one means “poor” and five means “excellent,” how would you rate the overall quality of the recreation programs? Most respondents provided positive ratings regarding the overall quality of City-offered recreation programs. The most common rating was a 4 (42%), indicating that two-thirds of respondents rated program quality as either "good" or "excellent." An additional 26% scored program quality at 3, suggesting general satisfaction but with opportunities for improvement.

Only a small proportion of respondents rated programs negatively, with 6% selecting 2 and 3% selecting 1. These findings reflect an overall favorable perception of program quality, signaling opportunities to move more participants from neutral to highly satisfied through targeted programming, communication, or delivery enhancements.
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Figure 6.6: Quality Rating of Recreation Programs

Question 8: Do you believe the City of Richmond effectively communicates with the community about updates, events, and opportunities in recreation? Participants rated the City’s effectiveness in recreational communication using a slider scale from 0 to 100. The average score was 64.28, with the most common response range of 80, as selected by nearly 18% of respondents. A small percentage of respondents rated the City below 30, reflecting lower satisfaction. The overall average score of 64.28 suggests the City is generally doing well with communicating recreational information. Many respondents feel positively about City communication efforts, especially those scoring in the 70 – 100 range.

Figure 6.7: Effectiveness of Communication About Recreation Services

1 3%
2 6%
3 26%
4 42%
5 23%
1 2 3 4 5
0 2
4 6
8 10
12 14
16 18
20 0 10 20 30 40 50 60 70 80 90 100
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Question 9: How important is it to you that the City of Richmond recreation services remain accessible to all community members, regardless of socioeconomic status? (1 being "not important" and 5 being "very important.”)
This question had an average score of 4.75 (out of 5). Most respondents selected 5 ("very important"), indicating strong agreement with the importance of equitable access. More than 80% of respondents rated this as a 5. Less than 10% selected a 3 or 4. Only a small percentage (<2%) rated it 1 or 2, suggesting an almost universal consensus on the value of accessibility.

This data shows overwhelming community support for maintaining recreation services that are accessible to all—regardless of income or social status. The high average score of 4.75 and the strong skew toward “very important” suggest that equity is a top priority for Richmond residents.

Figure 6.8: How Important is Equitable Access to Richmond’s Recreation Services?

Question 10: Would you be willing to pay higher fees if it meant significantly improving the quality of recreation services in Richmond?
Respondents were asked whether they would be willing to pay more for two categories— programs and facility reservations—if doing so would significantly improve quality. Response options included "yes," "no," and "maybe, with more information." Programs: Yes: 34.23% (114 respondents); no: 14.11% (47 respondents); maybe, with more information: 51.65% (172 respondents)
Facility Reservations: Yes: 27.27% (87 respondents); no: 20.38% (65 respondents); maybe, with more information: 52.35% (167 respondents); average score: 2.25 Most respondents (over 50%) in both categories selected "maybe, with more information," indicating openness to increased fees if the Department justified transparent and compelling improvements, suggesting residents may perceive direct benefits more readily in program enhancements.
0 50 100 150 200 250 300
1 2
3 4
5 395

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A smaller percentage of respondents oppose fee increases entirely—14% for programs and 20% for reservations—demonstrating a moderate level of resistance.

Figure 6.9: Willingness to Pay Higher Fees

Question 11: How often do you utilize the recreation services provided by the City of Richmond?
For this question, most respondents (26%) selected “once a week” for how often they utilize City-provided recreation services. Other frequently chosen responses included monthly usage (22%) and “other” (19%). “Rarely” was selected by a significant portion of respondents as well (18%). Daily usage was determined by a smaller share (around 13%). “Never” was chosen by the fewest respondents (2%), indicating most community members engage with services at least occasionally.

The strong representation in the monthly and rare categories suggests a significant portion of the population engages periodically but may benefit from improved accessibility, awareness, or program variety. The high percentage of "other" responses indicates diverse or nuanced usage patterns that may not fit standard intervals, possibly seasonal users, event-based attendance, or irregular participation.

Figure 6.10: How Often Residents Use Recreation Services

0 100
200
300
400
500
600
700
Yes No Maybe
Programs Facility Reservations
Total
Daily
13%
Once a week
26%
Monthly
22%
Rarely
18%
Never
2%
Other
19%
Daily Once a week Monthly Rarely Never Other
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Question 12: What programs or services are missing from the Parks and Recreation Department?
The 157 responses to the question had six key themes: Wellness and Adult Learning, Youth and Weekend Recreation, Youth Support and Enrichment, Awareness of Existing Offerings, Cultural and Fitness Activities, and Swimming Programs and Scheduling. Below are thematic summaries of responses.

Wellness and Adult Learning Programs
Top words: classes, self-defense, senior, community, volleyball, basketball Respondents are looking for more adult and senior programs, including physical fitness (like volleyball and basketball), self-defense, and learning opportunities tailored to older adults.

Youth and Weekend Recreation
Top words: kids, swim, weekends, parks, gym
There is demand for more recreational access and structured programs for children, especially on weekends. The responses suggest a potential gap in weekend programming or facility availability.

Youth Support and Enrichment
Top words: youth, children, teens, events, recreation, support Community members emphasize the need for enrichment programs for children and teens, including safe and supportive environments and structured recreation.

Awareness of Existing Offerings
Top words: know, offered, current, services, adult
Many respondents are unsure what programs currently exist, highlighting opportunities for better marketing and communication of available services.

Cultural and Fitness Activities
Top words: Zumba, tai chi, aqua, activities, community
Requests for culturally inclusive and low-impact fitness classes, such as Zumba, aqua fitness, and tai chi, were identified, especially for adults and teens.

Swimming Programs and Scheduling
Top words: swim, hours, lessons, center, Plunge
As in previous feedback within the survey data, pool access and structured swim lessons remain a recurring theme. The responses suggest an ongoing interest in aquatic activities across age groups.
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Question 13: Which facilities do you use? Please select all that apply.

The top facilities used were for Plunge (aquatics). The most frequently selected facility (nearly 250 users) is Richmond Swim Center (Aquatics). Fields/parks are among the top three, demonstrating high demand for outdoor spaces. Richmond Recreation Complex significantly dropped from the top three but still had notable use. Richmond Memorial Auditorium, Nevin Center, and Booker T. Anderson Center had modest engagement. Less utilized facilities were senior centers (Richmond, Richmond Annex), neighborhood centers (PT Richmond, May Valley, Parchester), and others like Shields-Reid and DPRC, which received relatively few mentions.

Aquatics and outdoor spaces dominate usage, suggesting they are pillars of the City’s recreation system. Lower usage at community centers and senior centers may reflect limited programming, awareness, accessibility, or relevance to current users’ needs. The data also suggests a possible age or demographic gap in who is accessing certain facilities.

Figure 6.11: Facilities Used by Respondents

0 50 100 150 200 250
Developing Personal Resources Center (DPRC)
Shields-Reid
Parchester Recreation Center
May Valley Center
PT Richmond Center
Richmond Annex Senior Center
Richmond Senior Center
Booker T. Anderson Center
Nevin Center
Richmond Memorial Auditorium
Richmond Recreation Complex
Richmond Swim Center (Aquatics)
Fields/Parks
Plunge (Aquatics)
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Question 14: What time of day do you use the facilities? This survey question was a matrix, allowing respondents to select the time of day they use facilities across the following three categories: Programming, Community Centers, and Fields and Parks. The following is a breakdown of the responses.

Programming (264 respondents)
Most Common Times:
• Morning (9 a.m. – 12 p.m.): 39%
• Early Evening (4 – 7 p.m.): 25%
• Afternoon (12 – 4 p.m.): 20%
• Least Common Times:
• Evening (7 p.m. and beyond): 8%
• Early Morning (6 – 9 a.m.): 9%
Community Centers (187 respondents)
Most Common Times:
• Afternoon (12 – 4 p.m.): 34%
• Morning (9 a.m. – 12 p.m.): 28%
Least Common Times:
• Evening (7 p.m. and beyond): 9%
• Early Morning (6 – 9 a.m.): 7.49%
Fields and Parks (231 respondents)
Most Common Times:
• Afternoon (12 – 4 p.m.): 35.06%
• Early Evening (4 – 7 p.m.): 33.33%
Least Common Times:
• Evening (7 p.m. and beyond): 4.33%
• Early Morning (6 – 9 a.m.): 6.06%
Midday and early evenings are peak usage times for all facilities, with marked differences based on facility type. Programming is most popular in the morning, which is likely due to structured classes or sessions. Community centers peak in the afternoon, possibly serving drop-in users, seniors, or afterschool activities. Fields and parks are busiest in the afternoon and early 399

Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 42

evening, consistent with outdoor recreation patterns and family use. Very few users access any facility during the early morning or late evening hours, which could indicate there are least preferred times or have limited availability
Figure 6.12: Time Respondents Use Facilities

Question 15: Are there things you want to see changed/added to make you want to use a facility/program more?
This open-ended question garnered thoughtful feedback from respondents on the following:
• Improving aquatic services
• Expanding program options and hours
• Upgrading parks and facility cleanliness
• Enhancing community-centered, equitable access.

Key Themes From Open-Ended Responses
• Aquatics Services
o There is a strong demand for expanded swim programs, lessons, and lap swim hours.
o Respondents frequently mention "Plunge" and "Richmond Swim Center." o There were also requests for better maintenance and cleanliness of aquatic facilities.
0 20 40 60 80 100 120
Early Morning
Morning
Afternoon
Early Evening
Evening
Fields and Parks Community Centers Programming
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Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 43

• Program Expansion and Diversity
o Respondents desire more recreation classes and activity options. o There is interest in evening and weekend offerings to accommodate working adults and families.
o There were suggestions for more youth, fitness, and family-friendly programs. • Facility Access and Hours
o Respondents call for longer hours and more flexible schedules. o There is some interest in earlier morning and later evening access. o Respondents requested increased access during summer and school breaks. • Parks and Outdoor Spaces
o There is support for cleaner, safer, and better-maintained parks. o Respondents shared suggestions to improve walking paths, bathrooms, and lighting.
o There is interest in more inclusive, family-friendly, and accessible outdoor spaces.
• Cleanliness and Facility Maintenance
o Based on comments, restrooms, showers, and shared spaces might require better upkeep.
o There is an emphasis on maintaining clean, welcoming environments across all sites.
• Staffing and Customer Service
o Respondents requested more visible and helpful staff at centers and parks. o There is a desire for improved communication and responsiveness. • Equity and Community Engagement
o There is a substantial value placed on inclusive, community-centered programming.
o Respondents shared suggestions to incorporate more targeted outreach and support for underserved populations.

Question 16: Which age groups are represented in your household? (Select all that apply).

The most common age groups in households are as follows:
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Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 44

• 65 years and older: 21%
• 35 – 44 years: 20%
• 45 – 54 years: 15%
• 5 – 12 years: 12%
Other represented age groups are as follows:
• 55 – 64 years: 9%
• Under 5 years: 8%
• 13 – 17 years: 6%
• 25 – 34 years: 6%
• 18 – 24 years: 3%
The age distribution indicates a strong presence of older adults and middle-aged individuals, with the 65+ age group (21%) and 35 – 44 (20%) age group being the most common.

There is also a significant representation of school-aged children (5 – 12 years, 12%), suggesting family-oriented needs and interests in recreation services.

The young adult (18 – 24) and early career (25 – 34) age groups are underrepresented, accounting for just 9%, which may indicate lower engagement or fewer survey responses from these groups.

Households with preschool-aged children (under 5) are notable at 8%, emphasizing the need for early childhood programming and family amenities.

Question 17: What city/county do you reside in?
Of respondents, 264 were from Richmond. These results reinforce that most survey participants are from Richmond and the broader West County area. Other areas of residence were San Pablo (5), Contra Costa County (18), Berkley/Alameda (1), East Bay (1), El Sobrante, and Point Richmond (9).

Question 18: Household Income Range
Respondents were asked to report their annual household income by selecting from predefined income ranges. The results provide insight into the economic diversity of survey participants:
• The most common response was "prefer not to say," at 22%. • Among those who did respond, their responses are as follows:
o Middle- to upper-income brackets (the most represented):
▪ $75,000 – $99,999: 17%
▪ $100,000 – $149,999: 17%
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Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 45

▪ More than $150,000: 18%
o Lower-income brackets (least represented):
▪ $25,000 – $49,999: 13%
▪ $50,000 – $74,999: 13%
The income distribution suggests a broad economic range, with slightly higher representation among middle- to upper-income households. The 22% who preferred not to disclose their income highlights the need to respect privacy while considering alternative methods (like ZIP code-based income estimates) for future demographic analysis.

Question 19: What is your race/ethnicity? (Select all that apply).

Respondents were asked to identify their race and/or ethnicity by selecting all applied categories. This question helps to better understand the diversity of participants and help ensure inclusive planning across communities. The largest represented group was white, with more than 100 responses, making it the most selected category by a significant margin.

Other represented groups included the following:
• Hispanic or Latino/a (52 responses)
• Black or African American (43 responses)
• Two or more races and prefer not to say (39 and 35 responses, respectively) • Asian (30 responses)
Less commonly selected groups included:
• Other (4 responses)
• American Indian or Alaska Native (3 responses)
• Native Hawaiian or Other Pacific Islander (3 responses) Most respondents are white but include a broad spectrum of racial and ethnic identities, reflecting meaningful diversity across Richmond and the surrounding community.

A sizable portion of respondents identified as Hispanic/Latino/a or Black/African American, underscoring the importance of helping ensure programs and services are culturally responsive and driven by equity.
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Figure 6.13: Race/Ethnicity of Respondents

6.2 Budget Exercise Summary – “Fund It” Activity
Community members participated in the "Fund It" budgeting exercise, distributing a hypothetical $100 across 10 local government service areas as part of the public engagement process. This activity helped identify residents' priorities for future investment.

Figure 6.14: “Fund It” Summary

3 3 4
30 35 39 43
52 107
0 20
40 60
80 100
120
Native
Hawaiian
or Other
Pacific
Islander
American
Indian or
Alaska
Native
Other Asian Prefer not
to say
Two or
More
Races
Black or
African
American
Hispanic
or Latino/a
White
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6.3 Summary of Findings
Overall Satisfaction and Service Perception
• Of respondents, 65% rated overall recreation service quality as “good” or “excellent.” • The top contributing factors to perceived quality are as follows:
o Variety and accessibility of programs
o Clean and well-maintained parks and facilities
o Friendly and helpful staff
• Of respondents, 71% were satisfied or very satisfied with the value received for fees.

Takeaway: Residents view services positively, with strong support for maintaining current standards and enhancing quality through communication, staff presence, and upkeep.

Equity, Access, and Affordability
• A 4.75 out of 5 average rating underscores community consensus on the importance of equitable access for all residents regardless of income. • More than 50% of respondents said they might support higher fees if quality improvements were demonstrated.
• Support was higher for program enhancements than facility rentals.

Takeaway: Fee adjustments may be feasible with clear messaging on reinvestment and commitment to financial accessibility.

Program Gaps and Community Desires
• Aquatic access (e.g., swim lessons, lap swim, and pool hours) was the most frequently cited need.
• Weekend and evening programs are in demand for youth, adults, and families, with desire for the following:
o Culturally relevant and multigenerational programming o Self-defense, dance, and fitness classes for all ages o Family-friendly events and drop-in recreation options • Seniors requested accessible movement programs such as chair exercises and line dancing.

Takeaway: Future programming should emphasize inclusivity, flexibility, and culture, especially aquatics, fitness, and youth engagement.
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Facility Usage and Preferences
• The most-used facilities are:
o The Plunge and Richmond Swim Center (aquatics)
o Parks and fields
• Lower usage of neighborhood and senior centers suggests a need for expanded, better- publicized offerings.
• Residents also emphasized:
o A need for clean, safe, and well-maintained parks
o A need for more seating, shade structures, and social spaces o Interest in a community volunteer program for park beautification Takeaway: Parks and aquatic centers are vital community assets. Reprogramming and partnerships could revitalize underused centers.

Communication and Awareness
• The City received a communication score of 64.28/100, with 23% of respondents unsure about existing programs.
• Respondents requested improved visibility and outreach about services.

Takeaway: Enhanced marketing strategies—multilingual, accessible, and multi-channel—could increase engagement and program participation.

Budget Priorities – “Fund It” Exercise
In a simulated budget activity, residents allocated $100 across 10 service areas.

Takeaway: Residents prioritized investments that enhance quality of life—parks, safety, programs, and infrastructure—over administrative or regulatory services.

The community’s feedback paints a clear picture: Richmond residents value inclusive, culturally relevant recreation services that are accessible, well maintained, and community focused.

Investments in aquatics, flexible programming, park improvements, and equitable access will resonate strongly with residents. Strategic communication and responsive program delivery will be critical to building trust and deepening engagement.

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7.0 Peer Comparisons
Peer comparisons can provide useful insights into how the Department’s fees and charges environment compares with similar organizations. Although the Department’s operations are unique, the selection of peers for comparison attempts to reflect these unique elements throughout the Richmond community.

To that end, general peer-to-peer fee comparisons should not be the sole criteria considered when assessing the appropriateness of fee levels because there are too many unknowns to make confident, absolute comparisons. Some core unknowns include:
• The intended level of cost recovery desired by each peer • What specific costs are included in fee calculations for each peer • When each peer adjusted the fees
• What the intended level of service targets are for each peer • Mission and vision of the peer organization
• Specific funding/resource levels available to each peer Nonetheless, a simple fee-to-fee comparison can provide useful insight but really should only be used to consider the “municipal market” for similar services and associated fees, and to assess the “reasonableness” of the Department’s fees when compared to the peers selected. Basic peer comparison information can also be used to serve as a benchmark to determine how cost effective the County is delivering its services or assess and determine where additional revenue generation may be being missed because of lower fees for similar services.

Information was derived from publicly facing budget documents and financial reports and are intended to be a reference, not a true analysis of resources. (Greater levels of detail relating to individual fee comparisons can be found in the Peer Comparison Matrix attached in Appendix B.)
The following sections and tables highlight some major socioeconomic and fiscal characteristics of peers identified for select fee comparisons. Information was derived from publicly facing budget documents and financial reports and are intended to be a reference, not a true analysis of resources. (Greater levels of detail relating to individual fee comparisons can be found in the Peer Comparison Matrix attached in Appendix B.)

7.1 San Pablo, CA
San Pablo is located approximately 2 miles north of Richmond. The city is home to more than 31,000 residents situated across approximately 2.6 square miles. 407

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Table 6.1: City Comparison Metrics
Population and Median Household Income
City Population Jurisdiction
(sq. mi.)
Population
Density (sq. mi.)
Median
Household
Income
Richmond1 114,106 52.5 3,874.6 $90,038
San Pablo1 31,249 2.6 11,800.5 $72,552
1) United States Census data 2020 <www.census.gov>
San Pablo provides a variety of park and recreational services and opportunities for residents and visitors including adaptive recreation, aquatics, fitness, dance, ice skating, and summer camps.

Table 6.2: Recreation/Community Services Department Comparison Metrics Department Budget and Personnel Information
City/County Operating
Budget
Budget Per
Capita
Special Revenue/Revolving
Fund
Richmond2 $8,253,326 $72.33 No
San Pablo3 $1,741,312 $56.12 No
2) City of Richmond FY 2024-25 Adopted Budget, <www.ci.richmond.ca.us> 3) City of San Pablo FY 2023-24 Adopted Budget, <www.sanpabloca.gov>

7.2 Concord, CA
Concord is located approximately 25 miles northeast of Richmond. The city is home to more than 122,315 residents situated across approximately 30.6 square miles.

Table 6.3: City Comparison Metrics
Population and Median Household Income
City Population Jurisdiction
(sq. mi.)
Population
Density (sq. mi.)
Median
Household
Income
Richmond1 114,106 52.5 3,874.6 $90,038
Concord1 122,315 30.6 4,104.6 $109,195
1) United States Census data 2020 <www.census.gov>
Concord’s extensive park system provides opportunities for people to get outside, exercise, and enjoy nature. Concord provides a variety of park and recreational activities for residents and visitors including adaptive recreation, aquatics, fitness, dance, tennis, and summer camps as well as plenty of family play space, walking tracks, and miles of scenic hiking trails. 408

Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 51

Table 6.4: Recreation/Community Services Department Comparison Metrics Department Budget and Personnel Information
City/County Operating
Budget
Budget Per
Capita
Special Revenue/Revolving
Fund
Richmond2 $8,253,326 $72.33 No
Concord3 $9,589,908 $78.40 No
2) City of Richmond FY 2024-25 Adopted Budget, <www.ci.richmond.ca.us> 3) City of Concord FY 2024-25 Adopted Budget, <www.cityofconcord.org>

7.3 San Leandro, CA
San Leandro is located approximately 22 miles south of Richmond. The city is home to more than 85,784 residents situated across approximately 15.5 square miles.

Table 6.5: City Comparison Metrics
Population and Median Household Income
City Population Jurisdiction
(sq. mi.)
Population
Density (sq. mi.)
Median
Household
Income
Richmond1 114,106 52.5 3,874.6 $90,038
San Leandro1 85,784 15.5 6,843.6 $97,141
1) United States Census data 2020 <www.census.gov>
The recreation and parks department promotes community and quality of life for city residents through programs, services, parks, and events. The department has three divisions: recreation, parks, and urban forestry.

Table 6.6: Recreation/Community Services Department Comparison Metrics Department Budget and Personnel Information
City/County Operating
Budget
Budget Per
Capita
Special Revenue/Revolving
Fund
Richmond2 $8,253,326 $72.33 No
San Leandro3 $4,733,337 $55.18 No
2) City of Richmond FY 2024-25 Adopted Budget, <www.ci.richmond.ca.us> 3) City of San Leandro FY 2024-25 Adopted Budget, <www.sanleandro.org>

7.4 El Cerrito, CA
El Cerrito is located approximately 2.5 miles southeast of Richmond. The city is home to more than 25,000 residents situated across approximately 3.6 square miles. 409

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Table 6.7: City Comparison Metrics
Population and Median Household Income
City Population Jurisdiction
(sq. mi.)
Population
Density (sq. mi.)
Median
Household
Income
Richmond1 114,106 52.5 3,874.6 $90,038
El Cerrito1 25,552 3.67 7,070.3 $127,475
1) United States Census data 2020 <www.census.gov>
The recreation department provides and wide variety of recreational and open space activities and programs for residents and visitors. The department operates a swim center, various parks and facilities, and provides youth, adult, senior, and community activities and programming.

Table 6.8: Recreation/Community Services Department Comparison Metrics Department Budget and Personnel Information
City/County Operating
Budget
Budget Per
Capita
Special Revenue/Revolving
Fund
Richmond2 $8,253,326 $72.33 No
El Cerrito3 $7,525,570 $294.52 No
2) City of Richmond FY 2024-25 Adopted Budget, <www.ci.richmond.ca.us> 3) City of El Cerrito FY 2024-25 Adopted Budget, <www.el-cerrito.org>

7.5 Vallejo, CA (Greater Vallejo Recreation District [GVRD]) Vallejo is located approximately 20 miles north of Richmond. The city is home to more than 122,000 residents situated across approximately 49 square miles.

Table 6.9: City Comparison Metrics
Population and Median Household Income
City Population Jurisdiction
(sq. mi.)
Population
Density (sq. mi.)
Median
Household
Income
Richmond1 114,106 52.5 3,874.6 $90,038
Vallejo1 122,807 49.5 4,120.6 $89,496
1) United States Census data 2020 <www.census.gov>
GVRD’s mission is to promote wellness and healthy lifestyles by providing safe parks and innovative and fun recreation programs for all residents. GVRD provides and wide variety of recreational and open space activities and programs for residents and visitors of all ages and abilities. The department operates an aquatic complex, community centers, sports fields and 410

Recreation Cost of Service Analysis | April 14, 2025 (Final Draft) 53

courts, various parks and facilities, and provides youth, adult, senior, and community activities and programming.

Table 6.10: Recreation/Community Services Department Comparison Metrics Department Budget and Personnel Information
City/County Operating
Budget
Budget Per
Capita
Special Revenue/Revolving
Fund
Richmond2 $8,253,326 $72.33 No
GVRD3 $12,823,000 $106.86 Yes
2) City of Richmond FY 2024-25 Adopted Budget, <www.ci.richmond.ca.us> 3) GRVD FY 2024-25 Adopted Budget, <www.grvd.org>

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Appendix A: CoS Model
The CoS model developed for the Department is attached as a MS Excel file.

BerryDunn developed a CoS model reflective of the Department’s service delivery framework and organization. BerryDunn used this information to understand and assess the Department’s current fees and charges environment and to allocate revenue and expense associate with service delivery accordingly. BerryDunn examined the customer service culture, performed a personnel review, and developed financial baselines. The goal was to identify key direct and indirect resources related to Department service delivery. BerryDunn then projected total cost and calculated cost recovery per core activity, program, permit, and service category, per activity, program, permit, and service type, and where applicable, as the data allowed.

BerryDunn developed recommendations and recommend fee adjustments consistent with identified revenue requirements, cost recovery targets, policy elements, and community feedback.

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Appendix B: Peer Comparison Matrix
The Peer Comparison Matrix developed for the Department is attached as an MS Excel file.

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Appendix C: Engagement Summary Metrics
Engagement Summary metrics compiled for the Department are attached as a PDF file. 414

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This report is the work of Berry, Dunn, McNeil & Parker, LLC. ©2025 BerryDunn | All rights reserved.
415
Ranjana Maharaj Jesse Myott
Deputy Director BerryDunn - Manager - LGPG
Community Services - Recreation Boston, MA
510-620-6972 415-418-8187
[email protected] [email protected]
www.berrydunn.com
Last Updated:

April 9, 2025
City of Richmond
Fiscal Year 2022 - 2028
Recreation Cost of Service & Fees Analysis
Final Model
416
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Revenue 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total % Cost Recovery

2.0 Booker T Anderson Center -$ 400$ -$ 5,500$ 5,555$ 5,611$ 5,667$ 0.3% 0.0%

2.1 Nevin Center 865$ 9,588$ 10,813$ 7,200$ 7,272$ 7,345$ 7,418$ 0.6% 0.0%

2.2 Shields-Reid Center 37,655$ 23,911$ 12,630$ 6,000$ 6,060$ 6,121$ 6,182$ 1.3% 0.0%

2.3 Richmond Recreation Complex 151,589$ 191,243$ 207,284$ 184,650$ 186,497$ 188,361$ 190,245$ 16.6% 0.0%

2.4 Parchester Center -$ 500$ 2,058$ 2,100$ 2,121$ 2,142$ 2,164$ 0.1% 0.0%

2.5 May Valley Center 83,100$ 56,660$ 49,625$ 35,000$ 35,350$ 35,704$ 36,061$ 4.2% 0.0%

2.6 Point Richmond 913$ 2,164$ -$ 500$ 505$ 510$ 515$ 0.1% 0.0%

2.7 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

3.0 General Recreation Services 39,928$ 41,207$ 32,968$ 40,000$ 40,400$ 40,804$ 41,212$ 3.5% 0.0%

3.1 Senior Center 160$ 200$ 732$ -$ -$ -$ -$ 0.0% 0.0%

3.2 Senior Center Annex 1,100$ 200$ 100$ 100$ 101$ 102$ 103$ 0.0% 0.0%

3.3 Special Events 1,160$ 6,134$ 7,235$ -$ -$ -$ -$ 0.2% 0.0%

3.4 Developing Personal Resources Center -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

3.5 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

4.0 Richmond Swim Center 156,370$ 183,585$ 229,559$ 196,300$ 211,023$ 226,849$ 238,192$ 18.4% 0.0%

4.1 Plunge 142,647$ 205,382$ 250,725$ 240,350$ 258,376$ 277,754$ 291,642$ 21.3% 0.0%

4.2 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

5.0 Convention Center 256,164$ 415,764$ 437,508$ 355,500$ 366,165$ 377,150$ 388,464$ 100.0% 0.0%

5.1 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% - - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% Total Revenue 871,651$ 1,136,938$ 1,241,237$ 1,073,200$ 1,119,424$ 1,168,453$ 1,207,864$ 166.8% 0.0% Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Personnel $2,696,098 $2,791,471 $3,535,404 $3,214,116 $3,374,822 $3,543,563 $3,725,730 82.6% Non-Personnel $276,183 $436,657 $588,408 $817,665 $858,548 $901,476 $949,305 17.4% Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Expenditures 2,972,281$ 3,228,128$ 4,123,812$ 4,031,781$ 4,233,370$ 4,445,039$ 4,675,035$ 100.0% % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery

29.3% 35.2% 30.1% 26.6% 26.4% 26.3% 25.8%
General Fund Administration - Revenue 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total

1.0 General Fund Administration -$ -$ -$ -$ -$ -$ -$ 0.0%

1.1 Recreation - Admin Division 308,683$ 147,885$ 211,338$ 149,482$ 152,472$ 155,521$ 158,631$ 100.0%

1.2 Community Services Admin -$ -$ -$ -$ -$ -$ -$ 0.0%

1.3 - -$ -$ -$ -$ -$ -$ -$ 0.0% Total Revenue 308,683$ 147,885$ 211,338$ 149,482$ 152,472$ 155,521$ 158,631$ 100.0% General Fund Administration - Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Personnel $1,876,496 $1,981,848 $1,992,460 $3,017,961 $3,199,039 $3,374,986 $3,543,735 72.5% Non-Personnel $614,056 $956,539 $409,020 $1,203,584 $1,275,799 $1,345,968 $1,413,266 27.5% Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Expenditures 2,490,552$ 2,938,387$ 2,401,480$ 4,221,545$ 4,474,838$ 4,720,954$ 4,957,001$ 100.0% % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Complete Core Service Category List RECREATION ACTIVITIES, PROGRAMS, and SERVICES Fiscal Year 2022-2028 Cost Recovery Level (w/o GF Admin)
417
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Complete Core Service Category List RECREATION ACTIVITIES, PROGRAMS, and SERVICES Fiscal Year 2022-2028

16.0% 18.4% 19.0% 13.0% 12.9% 12.7% 12.5%
Revenue Detail 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Fees / Admin Fees $2,100 $2,126 $2,555 $2,500 $2,550 $2,601 $2,653 0.2% Fees / Recreation $485,893 $564,766 $627,463 $556,950 $584,945 $614,901 $636,997 44.7% Other / Donations $1,000 $4,000 $4,000 $0 $0 $0 $0 0.1% Other / Misc $216,147 $37,659 $72,867 $37,350 $38,139 $38,947 $39,750 5.3% Permits / Recreation $4,041 $7,708 $7,464 $5,000 $5,100 $5,202 $5,306 0.4% Rental Income $214,989 $253,547 $301,159 $265,882 $275,513 $285,704 $293,871 20.8% Rental Income / Equipment Rentals $2,468 $63,109 $69,485 $40,000 $41,200 $42,436 $43,709 3.3% Rental Income / Lease (Antenna) $244,266 $281,692 $276,443 $225,000 $231,750 $238,703 $245,864 19.2% Rental Income / Rentals $9,430 $70,216 $91,139 $90,000 $92,700 $95,481 $98,345 6.0% - $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Revenue (Detail) $1,180,334 $1,284,823 $1,452,575 $1,222,682 $1,271,896 $1,323,974 $1,366,496 100.0% Additional Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total - $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Additional Expenditures $0 $0 $0 $0 $0 $0 $0 0.0% % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery

16.0% 18.4% 19.0% 13.0% 12.9% 12.7% 12.5%
Other Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total - $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Other Expenditures $0 $0 $0 $0 $0 $0 $0 0.0%
Grand Total Expenditures $2,972,281 $3,228,128 $4,123,812 $4,031,781 $4,233,370 $4,445,039 $4,675,035 % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery

16.0% 18.4% 19.0% 13.0% 12.9% 12.7% 12.5%
(w/ Additional) Cost Recovery Level
Loaded Cost Recovery Level
Cost Recovery Level (w/ GF Admin)
418
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Revenue 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total % Cost Recovery

1.0 General Fund Administration -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

1.1 Recreation - Admin Division 308,683$ 147,885$ 211,338$ 149,482$ 152,472$ 155,521$ 158,631$ 100.0% 0.0%

1.2 Community Services Admin -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% -12.8% 2.0%

1.3 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% Total Revenue 308,683$ 147,885$ 211,338$ 149,482$ 152,472$ 155,521$ 158,631$ 100.0% 100.0% -52.1% 42.9% -29.3% 2.0% 2.0% 2.0%
Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Personnel $1,876,496 $1,981,848 $1,992,460 $3,017,961 $3,199,039 $3,374,986 $3,543,735 72.5% Non-Personnel $614,056 $956,539 $409,020 $1,203,584 $1,275,799 $1,345,968 $1,413,266 27.5% Other $0 $0 $0 $0 $0 $0 $0 0.0% 18.9% 5.5%
Sub-Total Expenditures 2,490,552$ 2,938,387$ 2,401,480$ 4,221,545$ 4,474,838$ 4,720,954$ 4,957,001$ 100.0%

18.0% -18.3% 75.8% 6.0% 5.5% 5.0%
% Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Cost Recovery Level 12.4% 5.0% 8.8% 3.5% 3.4% 3.3% 3.2% Revenue Detail 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Fees / Admin Fees $2,100 $2,126 $2,555 $2,500 $2,550 $2,601 $2,653 1.3% Fees / Recreation $0 $0 $0 $0 $0 $0 $0 0.0%
Other / Donations $0 $0 $0 $0 $0 $0 $0 0.0%
Other / Misc $215,154 $35,160 $70,651 $35,000 $35,700 $36,414 $37,142 36.2% Permits / Recreation $4,041 $7,708 $7,464 $5,000 $5,100 $5,202 $5,306 3.1% Rental Income $87,388 $102,891 $130,668 $106,982 $109,122 $111,304 $113,530 59.3% Rental Income / Equipment Rentals $0 $0 $0 $0 $0 $0 $0 0.0% Rental Income / Lease (Antenna) $0 $0 $0 $0 $0 $0 $0 0.0% Rental Income / Rentals $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Revenue (Detail) $308,683 $147,885 $211,338 $149,482 $152,472 $155,521 $158,631 100.0% Other Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Other Expenditures $0 $0 $0 $0 $0 $0 $0
Grand Total Expenditures $2,490,552 $2,938,387 $2,401,480 $4,221,545 $4,474,838 $4,720,954 $4,957,001 % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Loaded Cost Recovery Level 12.4% 5.0% 8.8% 3.5% 3.4% 3.3% 3.2% Complete Service List GENERAL FUND ADMINISTRATION ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028 Avg. Rev. Grow
(FY22-FY25)
Avg. Rev. Grow
(FY26-FY28)
Avg. Exp. Grow
(FY22-FY25)
Avg. Exp. Grow
(FY26-FY28)
419
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028

0.0% 0.0% 2.0% 6.0% 2.0% 5.5% 2.0% 5.0%
4000
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2023 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue (budget)
2025 Expense
(budget) 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense CITY GL FORMULA General Fund Administration
M.R.1.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.0 Personnel Services - Full Time X - 110,959$ 122,232$ 92,664$ 204,495$ 216,765$ 228,687$ 240,121$ 1,215,923$ 01250051-400000-400099 4000 M.E.1.0 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.0 Personnel Services - Overtime X - 169$ -$ -$ -$ -$ -$ -$ 169$ M.E.1.0 Personnel Services - Benefits X - 77,965$ 79,339$ 44,946$ 81,952$ 86,869$ 91,647$ 96,229$ 558,947$ 01250051-400100-400199 4000 M.E.1.0 Operating Expense (Services & Supplies) X - 15,718$ 16,432$ 32,300$ 167,028$ 177,050$ 186,787$ 196,127$ 791,442$ 01250051-400200-400399 5000 M.E.1.0 Cost Pool - - -$ -$ 12,069$ -$ -$ -$ -$ 12,069$ 01250051-400500-400599 5000 M.E.1.0 Capital Outlay - - -$ -$ 5,662$ 3,000$ 3,180$ 3,355$ 3,523$ 18,720$ 01250051-400600-400699 5000 M.E.1.0 Grant Expenditures X - 78,714$ 58,764$ (1,637)$ 14,515$ 15,386$ 16,232$ 17,044$ 199,018$ 01250051-400800-400899 5000 M.E.1.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL General Fund Administration -$ 283,525$ -$ 276,767$ -$ 186,004$ -$ 470,990$ -$ 499,249$ -$ 526,708$ -$ 553,044$ -$ 2,796,287$ Cost Recovery
Recreation - Admin Division
M.R.1.1 Permits / Recreation X - 4,041$ 7,708$ 7,464$ 5,000$ 5,100$ 5,202$ 5,306$ 39,821$ 01251051-320247 3000 M.R.1.1 Fees / Admin Fees X - 2,100$ 2,126$ 2,555$ 2,500$ 2,550$ 2,601$ 2,653$ 17,085$ 01251051-340445 3000 M.R.1.1 Other / Misc X - 215,154$ 35,160$ 70,651$ 35,000$ 35,700$ 36,414$ 37,142$ 465,221$ 01251051-364855 3000 M.R.1.1 Rental Income X - 87,388$ 102,891$ 130,668$ 106,982$ 109,122$ 111,304$ 113,530$ 761,885$ 01251051-362801 - 362811 3000 M.R.1.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.1 Personnel Services - Full Time X - 933,140$ 970,458$ 1,085,373$ 1,580,803$ 1,675,651$ 1,767,812$ 1,856,203$ 9,869,440$ 01251051-400000-400099 4000 M.E.1.1 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.1 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.1 Personnel Services - Benefits X - 754,432$ 809,819$ 769,477$ 1,150,711$ 1,219,754$ 1,286,840$ 1,351,182$ 7,342,215$ 01251051-400100-400199 4000 M.E.1.1 Operating Expense (Services & Supplies) X - 61,993$ 73,960$ 156,762$ 155,158$ 164,467$ 173,513$ 182,189$ 968,043$ 01251051-400200-400399 5000 M.E.1.1 Utilities X - 8,485$ 2,008$ 2,887$ 10,000$ 10,600$ 11,183$ 11,742$ 56,905$ 01251051-400400-400499 5000 M.E.1.1 Equipment & Contractual Services X - 796$ 3,565$ 131$ 6,000$ 6,360$ 6,710$ 7,045$ 30,607$ 01251051-400500-400599 5000 M.E.1.1 Cost Pool X - 447,718$ 592,854$ 192,592$ 845,593$ 896,329$ 945,627$ 992,908$ 4,913,620$ 01251051-400500-400599 5000 M.E.1.1 Capital Outlay X - 463$ 8,956$ 8,254$ 2,290$ 2,427$ 2,561$ 2,689$ 27,640$ 01251051-400600-400699 5000 M.E.1.1 Transfer Out - - -$ 200,000$ -$ -$ -$ -$ -$ 200,000$ 01251051-400900-400999 5000 TOTAL Recreation Admin Division 308,683$ 2,207,027$ 147,885$ 2,661,620$ 211,338$ 2,215,476$ 149,482$ 3,750,555$ 152,472$ 3,975,588$ 155,521$ 4,194,246$ 158,631$ 4,403,958$ 1,284,012$ 23,408,470$ Cost Recovery
Community Services Admin
M.R.1.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.2 Personnel Services - Full Time - - -$ -$ -$ -$ -$ -$ -$ -$ 01251151-400000-400099 4000 M.E.1.2 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.2 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.2 Personnel Services - Benefits - - -$ -$ -$ -$ -$ -$ -$ -$ 01251151-400100-400199 4000 M.E.1.2 Operating Expense (Services & Supplies) - - -$ -$ -$ -$ -$ -$ -$ -$ 01251151-400200-400399 5000 M.E.1.2 Utilities - - -$ -$ -$ -$ -$ -$ -$ -$ 01251151-400400-400499 5000 M.E.1.2 Capital Outlay - - -$ -$ -$ -$ -$ -$ -$ -$ 01251151-400600-400699 5000 M.E.1.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Community Services Admin -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
-
M.R.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.1.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Other -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
308,683$ 2,490,552$ 147,885$ 2,938,387$ 211,338$ 2,401,480$ 149,482$ 4,221,545$ 152,472$ 4,474,838$ 155,521$ 4,720,954$ 158,631$ 4,957,001$ 1,284,012$ 26,204,757$ Total Personnel 1,876,496$ 1,981,848$ 1,992,460$ 3,017,961$ 3,199,039$ 3,374,986$ 3,543,735$ 18,986,525$ Total Non-Personnel 614,056$ 956,539$ 409,020$ 1,203,584$ 1,275,799$ 1,345,968$ 1,413,266$ 7,218,232$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ Fees / Admin Fees 2,100$ 2,126$ 2,555$ 2,500$ 2,550$ 2,601$ 2,653$ 17,085$ Fees / Recreation -$ -$ -$ -$ -$ -$ -$ -$ Other / Donations -$ -$ -$ -$ -$ -$ -$ -$ Other / Misc 215,154$ 35,160$ 70,651$ 35,000$ 35,700$ 36,414$ 37,142$ 465,221$ Permits / Recreation 4,041$ 7,708$ 7,464$ 5,000$ 5,100$ 5,202$ 5,306$ 39,821$ Rental Income 87,388$ 102,891$ 130,668$ 106,982$ 109,122$ 111,304$ 113,530$ 761,885$ Rental Income / Equipment Rentals -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Lease (Antenna) -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Rentals -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$

3.7% 3.6% 5.5%14.0% 5.6% 9.5% 4.0% 3.8%
Complete Service List GENERAL FUND ADMINISTRATION ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028

0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

0.0% 0.0% 0.0% 0.0% 0.0%

0.0% 0.0% 0.0% 0.0% 0.0%

0.0% 0.0% 0.0%

0.0% 0.0% 0.0%
420
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028

0.0% 0.0% 2.0% 6.0% 2.0% 5.5% 2.0% 5.0%
4000
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2023 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue (budget)
2025 Expense
(budget) 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense CITY GL FORMULA Complete Service List GENERAL FUND ADMINISTRATION ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028 - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum 421
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Additional Overhead Applied -$ -$
Service
Group Facility / Service Group Service Type Revenue Expenses Net % Recovered 1 General Fund Administration - FY 2022 Fee / Non-Fee 308,683$ 2,490,552$ 2,181,869$ 12.4% 1 General Fund Administration - FY 2023 Fee / Non-Fee 147,885$ 2,938,387$ 2,790,502$ 5.0% 1 General Fund Administration - FY 2024 (YTD) Fee / Non-Fee 211,338$ 2,401,480$ 2,190,142$ 8.8% 1 General Fund Administration - FY 2025 (Budget) Fee / Non-Fee 149,482$ 4,221,545$ 4,072,063$ 3.5% 1 General Fund Administration - FY 2026 Fee / Non-Fee 152,472$ 4,474,838$ 4,322,366$ 3.4% 1 General Fund Administration - FY 2027 Fee / Non-Fee 155,521$ 4,720,954$ 4,565,433$ 3.3% 1 General Fund Administration - FY 2028 Fee / Non-Fee 158,631$ 4,957,001$ 4,798,370$ 3.2% - - - -$ -$ -$ 0.0% Service
Group % Recovered
NRPA 25.1%
1 31.5%
1 8.7%
1 3.5%
1 3.3%
Service
Group Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
1 General Fund Administration - FY 2025 (Budget) 4,221,545$ 3.5% 0% 149,482$ -$ -$ -$ 0.0% 1 General Fund Administration - FY 2025 (Budget) 4,221,545$ 3.5% 0.0% 149,482$ -$ -$ -$ 0.0% 1 General Fund Administration - FY 2025 (Budget) 4,221,545$ 3.5% 0.0% 149,482$ -$ -$ -$ 0.0% 1 General Fund Administration - FY 2025 (Budget) 4,221,545$ 3.5% 0.0% 149,482$ -$ -$ -$ 0.0% 1 General Fund Administration - FY 2025 (Budget) 4,221,545$ 3.5% 0.0% 149,482$ -$ -$ -$ 0.0% - 4,221,545$ 3.5% 0% 149,482$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses
Current
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated Revenue Needed Revenue %
Increase
A General Fund Administration -$ 186,004$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% B Recreation - Admin Division -$ 2,215,476$ 9.5% 0% -$ 211,338$ -$ -$ -$ 0.0% C Community Services Admin -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% D - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% E - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% F - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% K - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% ZZ - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses Expense +5% Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
FY2024 (proj.)
FY2025 (proj.)
Sub Service Area Cost Recovery Analysis
Sub Service Area Cost Recovery Analysis
General Fund Administration Cost Recovery Worksheet
Non-Fee Revenue
FY2022-2028 Summary by Core Service Area
FY2025 (proj.) Service Area Cost Recovery Analysis
FY2022-2028
Cost Recovery Category
NRPA 2024 Agency Review Report Overall Cost Recovery (All Rec, Parks) Average Overall Cost Recovery FY 2022-2024 (All Rec)
Average Cost Recovery FY 2022-2024 (Administration)
Cost Recovery FY 2025 (Projected)
Average Cost Recovery FY 2026 - 2028 (Projected)
422
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
General Fund Administration Cost Recovery Worksheet
A General Fund Administration 470,990$ 494,540$ 0.0% 0% -$ -$ -$ -$ 0.0% B Recreation - Admin Division 3,750,555$ 3,938,083$ 3.8% 3% 149,482$ (27,401)$ -$ (27,401)$ -18.3% C Community Services Admin -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% D - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% E - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% F - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% K - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% ZZ - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% Service
Ref Individual Fee - Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenue
Addtl. Revenue
Needed
% Fee Increase
Needed Current Fee New Fee
Amount Multiplier / Notes 5.0% New Fee
Est.

Additional
Revenue
Core Service Category 0
- Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ FY2025 (proj.) Individual Activity / Service Cost Recovery Analysis Blanket Multiplier 423
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Revenue 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total % Cost Recovery

2.0 Booker T Anderson Center -$ 400$ -$ 5,500$ 5,555$ 5,611$ 5,667$ 1.2% 0.0%

2.1 Nevin Center 865$ 9,588$ 10,813$ 7,200$ 7,272$ 7,345$ 7,418$ 2.8% 0.0%

2.2 Shields-Reid Center 37,655$ 23,911$ 12,630$ 6,000$ 6,060$ 6,121$ 6,182$ 5.4% 0.0% -3.9% 1.0%

2.3 Richmond Recreation Complex 151,589$ 191,243$ 207,284$ 184,650$ 186,497$ 188,361$ 190,245$ 71.4% 0.0%

2.4 Parchester Center -$ 500$ 2,058$ 2,100$ 2,121$ 2,142$ 2,164$ 0.6% 0.0%

2.5 May Valley Center 83,100$ 56,660$ 49,625$ 35,000$ 35,350$ 35,704$ 36,061$ 18.2% 0.0%

2.6 Point Richmond 913$ 2,164$ -$ 500$ 505$ 510$ 515$ 0.3% 0.0%

2.7 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% Total Revenue 274,122$ 284,466$ 282,410$ 240,950$ 243,360$ 245,793$ 248,251$ 100.0% 0.0%

3.8% -0.7% -14.7% 1.0% 1.0% 1.0%
Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Personnel $1,015,211 $990,195 $1,494,830 $1,261,360 $1,324,428 $1,390,649 $1,460,182 81.6% Non-Personnel $231,611 $294,673 $303,099 $274,220 $287,931 $302,328 $317,444 18.4% Other $0 $0 $0 $0 $0 $0 $0 0.0% 7.1% 5.0%
Total Expenditures 1,246,822$ 1,284,868$ 1,797,929$ 1,535,580$ 1,612,359$ 1,692,977$ 1,777,626$ 100.0%

3.1% 39.9% -14.6% 5.0% 5.0% 5.0%
% Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Cost Recovery Level 22.0% 22.1% 15.7% 15.7% 15.1% 14.5% 14.0% Revenue Detail 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Fees / Admin Fees $0 $0 $0 $0 $0 $0 $0 0.0%
Fees / Recreation $229,161 $219,494 $213,271 $171,950 $173,670 $175,406 $177,160 74.8% Other / Donations $0 $0 $0 $0 $0 $0 $0 0.0%
Other / Misc $914 $1,527 $936 $1,000 $1,010 $1,020 $1,030 0.4% Permits / Recreation $0 $0 $0 $0 $0 $0 $0 0.0%
Rental Income $44,047 $63,445 $68,203 $68,000 $68,680 $69,367 $70,060 24.8% Rental Income / Equipment Rentals $0 $0 $0 $0 $0 $0 $0 0.0% Rental Income / Lease (Antenna) $0 $0 $0 $0 $0 $0 $0 0.0% Rental Income / Rentals $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Revenue (Detail) $274,122 $284,466 $282,410 $240,950 $243,360 $245,793 $248,251 100.0% Other Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Other Expenditures $0 $0 $0 $0 $0 $0 $0 0.0%
Grand Total Expenditures $1,246,822 $1,284,868 $1,797,929 $1,535,580 $1,612,359 $1,692,977 $1,777,626 % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Loaded Cost Recovery Level 22.0% 22.1% 15.7% 15.7% 15.1% 14.5% 14.0% Complete Service List COMMUNITY CENTERS ACTIVITIES, PROGRAMS, and SERVICES Fiscal Year 2022-2028 Avg. Rev. Grow
(FY22-FY25)
Avg. Rev. Grow
(FY26-FY28)
Avg. Exp. Grow
(FY22-FY25)
Avg. Exp. Grow
(FY26-FY28)
424
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028

0.0% 0.0% 1.0% 5.0% 1.0% 5.0% 1.0% 5.0%
4000
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2023 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue (budget)
2025 Expense
(budget) 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense CITY GL FORMULA Booker T Anderson Center
M.R.2.0 Fees / Recreation X - -$ 400$ -$ 3,000$ 3,030$ 3,060$ 3,091$ 12,581$ 01253251-340437 3000 M.R.2.0 Rental Income X - -$ -$ -$ 2,500$ 2,525$ 2,550$ 2,576$ 10,151$ 01253251-362801-362809 3000 M.R.2.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.0 Personnel Services - Full Time X - 68,962$ 49,149$ 87,835$ 103,683$ 108,867$ 114,311$ 120,026$ 652,833$ 01253251-400000-400099 4000 M.E.2.0 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.0 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.0 Personnel Services - Benefits X - 66,055$ 46,888$ 49,247$ 33,212$ 34,873$ 36,616$ 38,447$ 305,338$ 01253251-400100-400199 4000 M.E.2.0 Operating Expense (Services & Supplies) X - 33,615$ 42,814$ 71,237$ (20,447)$ (21,469)$ (22,543)$ (23,670)$ 59,537$ 01253251-400200-400399 5000 M.E.2.0 Utilities - - -$ -$ 3,603$ 6,500$ 6,825$ 7,166$ 7,525$ 31,619$ 01253251-400400-400499 5000 M.E.2.0 Cost Pool - - -$ -$ 9,794$ -$ -$ -$ -$ 9,794$ 01253251-400500-400599 5000 M.E.2.0 Capital Outlay X - 4,353$ 3,864$ 18,809$ -$ -$ -$ -$ 27,026$ 01253251-400600-400699 5000 M.E.2.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Booker T Center -$ 172,985$ 400$ 142,715$ -$ 240,525$ 5,500$ 122,948$ 5,555$ 129,095$ 5,611$ 135,550$ 5,667$ 142,328$ 22,732$ 1,086,146$ Cost Recovery
Nevin Center
M.R.2.1 Fees / Recreation X - 745$ 5,965$ 7,210$ 6,200$ 6,262$ 6,325$ 6,388$ 39,094$ 01253451-340437 3000 M.R.2.1 Rental Income X - 120$ 3,623$ 3,603$ 1,000$ 1,010$ 1,020$ 1,030$ 11,406$ 01253451-362801-362809 3000 M.R.2.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.1 Personnel Services - Full Time X - 99,150$ 141,935$ 214,360$ 152,525$ 160,151$ 168,159$ 176,567$ 1,112,847$ 01253451-400000-400099 4000 M.E.2.1 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.1 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.1 Personnel Services - Benefits X - 65,004$ 95,667$ 112,059$ 46,477$ 48,801$ 51,241$ 53,803$ 473,052$ 01253451-400100-400199 4000 M.E.2.1 Operating Expense (Services & Supplies) X - 28,955$ 55,224$ 10,431$ 60,361$ 63,379$ 66,548$ 69,875$ 354,773$ 01253451-400200-400399 5000 M.E.2.1 Utilities - - -$ -$ 2,670$ 5,900$ 6,195$ 6,505$ 6,830$ 28,100$ 01253451-400400-400499 5000 M.E.2.1 Cost Pool - - -$ -$ 11,259$ -$ -$ -$ -$ 11,259$ 01253451-400500-400599 5000 M.E.2.1 Capital Outlay X - 5,450$ 1,365$ 412$ 500$ 525$ 551$ 579$ 9,382$ 01253451-400600-400699 5000 M.E.2.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Nevin Center 865$ 198,559$ 9,588$ 294,191$ 10,813$ 351,191$ 7,200$ 265,763$ 7,272$ 279,051$ 7,345$ 293,004$ 7,418$ 307,654$ 50,501$ 1,989,413$ Cost Recovery
Shields-Reid Center
M.R.2.2 Fees / Recreation X - 37,655$ 23,911$ 12,630$ 5,500$ 5,555$ 5,611$ 5,667$ 96,528$ 01253551-340437 3000 M.R.2.2 Rental Income - - -$ -$ -$ 500$ 505$ 510$ 515$ 2,030$ 01253551-362801-362809 3000 M.R.2.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.2 Personnel Services - Full Time X - 88,025$ 79,852$ 149,727$ 128,776$ 135,215$ 141,976$ 149,074$ 872,645$ 01253551-400000-400099 4000 M.E.2.2 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.2 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.2 Personnel Services - Benefits X - 96,910$ 69,026$ 81,300$ 27,229$ 28,590$ 30,020$ 31,521$ 364,596$ 01253551-400100-400199 4000 M.E.2.2 Operating Expense (Services & Supplies) X - 70,744$ 66,996$ 18,898$ 55,405$ 58,175$ 61,084$ 64,138$ 395,440$ 01253551-400200-400399 5000 M.E.2.2 Utilities X - 4,599$ 4,591$ 4,857$ 5,500$ 5,775$ 6,064$ 6,367$ 37,753$ 01253551-400400-400499 5000 M.E.2.2 Cost Pool - - -$ -$ 12,326$ -$ -$ -$ -$ 12,326$ 01253551-400500-400599 5000 M.E.2.2 Capital Outlay X - 677$ 1,871$ 2,888$ 600$ 630$ 662$ 695$ 8,022$ 01253551-400600-400699 5000 M.E.2.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Sheilds-Reid Center 37,655$ 260,955$ 23,911$ 222,336$ 12,630$ 269,996$ 6,000$ 217,510$ 6,060$ 228,386$ 6,121$ 239,805$ 6,182$ 251,795$ 98,558$ 1,690,782$ Cost Recovery
Richmond Recreation Complex
M.R.2.3 Fees / Recreation X - 106,821$ 131,746$ 143,026$ 120,750$ 121,958$ 123,177$ 124,409$ 871,886$ 01253751-340437 3000 M.R.2.3 Other / Misc X - 914$ 1,527$ 936$ 1,000$ 1,010$ 1,020$ 1,030$ 7,437$ 01253751-364855 3000 M.R.2.3 Rental Income X - 43,854$ 57,970$ 63,322$ 62,900$ 63,529$ 64,164$ 64,806$ 420,545$ 01253751-362801-362809 3000 M.R.2.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.3 Personnel Services - Full Time X - 146,952$ 165,218$ 251,491$ 322,204$ 338,314$ 355,230$ 372,991$ 1,952,401$ 01253751-400000-400099 4000 M.E.2.3 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.3 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.3 Personnel Services - Benefits X - 116,732$ 113,382$ 165,608$ 92,477$ 97,101$ 101,956$ 107,054$ 794,309$ 01253751-400100-400199 4000 M.E.2.3 Operating Expense (Services & Supplies) X - 29,126$ 37,618$ 60,165$ 80,566$ 84,594$ 88,824$ 93,265$ 474,159$ 01253751-400200-400399 5000 M.E.2.3 Utilities X - 1,840$ 5,186$ 5,078$ 5,841$ 6,133$ 6,440$ 6,762$ 37,279$ 01253751-400400-400499 5000 M.E.2.3 Cost Pool X - 13,558$ 22,423$ 18,763$ -$ -$ -$ -$ 54,744$ 01253751-400500-400599 5000 M.E.2.3 Capital Outlay - - -$ -$ 1,516$ 15$ 16$ 17$ 17$ 1,581$ 01253751-400600-400699 5000 M.E.2.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Recreation Complex 151,589$ 308,208$ 191,243$ 343,827$ 207,284$ 502,621$ 184,650$ 501,103$ 186,497$ 526,158$ 188,361$ 552,466$ 190,245$ 580,089$ 1,299,869$ 3,314,473$ Cost Recovery
Parchester Center
M.R.2.4 Fees / Recreation - - -$ 500$ 780$ 1,000$ 1,010$ 1,020$ 1,030$ 5,340$ 01253851-340437 3000 M.R.2.4 Rental Income - - -$ -$ 1,278$ 1,100$ 1,111$ 1,122$ 1,133$ 5,744$ 01253851-362801-362809 3000 M.R.2.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.4 Personnel Services - Full Time X - 28,797$ 41,913$ 95,582$ 29,509$ 30,984$ 32,534$ 34,160$ 293,479$ 01253851-400000-400099 4000 M.E.2.4 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.4 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.4 Personnel Services - Benefits X - 33,638$ 50,810$ 28,738$ -$ -$ -$ -$ 113,186$ 01253851-400100-400199 4000 M.E.2.4 Operating Expense (Services & Supplies) X - 30,008$ 39,558$ 14,097$ 58,550$ 61,478$ 64,551$ 67,779$ 336,021$ 01253851-400200-400399 5000 M.E.2.4 Utilities - - -$ 2,833$ 2,600$ -$ -$ -$ -$ 5,433$ 01253851-400400-400499 5000 M.E.2.4 Cost Pool - - -$ -$ 7,752$ 3,300$ 3,465$ 3,638$ 3,820$ 21,975$ 01253851-400500-400599 5000 M.E.2.4 Capital Outlay X - 5,364$ 1,502$ -$ -$ -$ -$ -$ 6,866$ 01253851-400600-400699 5000 M.E.2.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Parchester Center -$ 97,807$ 500$ 136,616$ 2,058$ 148,769$ 2,100$ 91,359$ 2,121$ 95,927$ 2,142$ 100,723$ 2,164$ 105,759$ 11,085$ 776,961$ Cost Recovery
May Valley Center
M.R.2.5 Fees / Recreation X - 83,027$ 56,660$ 49,625$ 35,000$ 35,350$ 35,704$ 36,061$ 331,426$ 01253951-340437 3000 M.R.2.5 Rental Income X - 73$ -$ -$ -$ -$ -$ -$ 73$ 01253951-362801-362809 3000

34.1% 32.8% 39.2%

0.0% 0.4% 1.4% 2.3% 2.2% 2.1% 2.0% 1.4%

49.2% 55.6% 41.2% 36.8% 35.4%
Complete Service List COMMUNITY CENTERS ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028

0.0% 0.3% 0.0% 4.5% 4.3% 4.1% 4.0% 2.1%

2.4% 2.5%

14.4% 10.8% 4.7% 2.8% 2.7% 2.6% 2.5% 5.8%

0.4% 3.3% 3.1% 2.7% 2.6% 2.5%
425
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028

0.0% 0.0% 1.0% 5.0% 1.0% 5.0% 1.0% 5.0%
4000
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2023 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue (budget)
2025 Expense
(budget) 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense CITY GL FORMULA Complete Service List COMMUNITY CENTERS ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028 M.R.2.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.5 Personnel Services - Full Time X - 143,328$ 102,956$ 173,821$ 245,468$ 257,741$ 270,628$ 284,160$ 1,478,103$ 01253951-400000-400099 4000 M.E.2.5 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.5 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.5 Personnel Services - Benefits X - 61,658$ 33,399$ 85,062$ 79,800$ 83,790$ 87,980$ 92,378$ 524,067$ 01253951-400100-400199 4000 M.E.2.5 Operating Expense (Services & Supplies) X - 3,165$ 5,995$ 8,051$ 8,429$ 8,850$ 9,293$ 9,758$ 53,541$ 01253951-400200-400399 5000 M.E.2.5 Utilities - - -$ 2,833$ 2,152$ 3,200$ 3,360$ 3,528$ 3,704$ 18,777$ 01253951-400400-400499 5000 M.E.2.5 Cost Pool - - -$ -$ 15,631$ -$ -$ -$ -$ 15,631$ 01253951-400500-400599 5000 M.E.2.5 Capital Outlay X - 157$ -$ 110$ -$ -$ -$ -$ 267$ 01253951-400600-400699 5000 M.E.2.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL May Valley Center 83,100$ 208,308$ 56,660$ 145,183$ 49,625$ 284,827$ 35,000$ 336,897$ 35,350$ 353,742$ 35,704$ 371,429$ 36,061$ 390,000$ 331,499$ 2,090,386$ Cost Recovery
Point Richmond
M.R.2.6 Fees / Recreation X - 913$ 312$ -$ 500$ 505$ 510$ 515$ 3,255$ 01253651-362801-362809 3000 M.R.2.6 Rental Income X - -$ 1,852$ -$ -$ -$ -$ -$ 1,852$ M.R.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.6 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Point Richmond 913$ -$ 2,164$ -$ -$ -$ 500$ -$ 505$ -$ 510$ -$ 515$ -$ 5,107$ -$ Cost Recovery
-
M.R.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.2.7 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Other -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
274,122$ 1,246,822$ 284,466$ 1,284,868$ 282,410$ 1,797,929$ 240,950$ 1,535,580$ 243,360$ 1,612,359$ 245,793$ 1,692,977$ 248,251$ 1,777,626$ 1,819,352$ 10,948,161$

22.0% 22.1% 15.7% 15.7% 15.1% 14.5% 14.0% 16.6%
Total Personnel 1,015,211$ 990,195$ 1,494,830$ 1,261,360$ 1,324,428$ 1,390,649$ 1,460,182$ 8,936,855$ Total Non-Personnel 231,611$ 294,673$ 303,099$ 274,220$ 287,931$ 302,328$ 317,444$ 2,011,305$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ Fees / Admin Fees -$ -$ -$ -$ -$ -$ -$ -$ Fees / Recreation 229,161$ 219,494$ 213,271$ 171,950$ 173,670$ 175,406$ 177,160$ 1,360,112$ Other / Donations -$ -$ -$ -$ -$ -$ -$ -$ Other / Misc 914$ 1,527$ 936$ 1,000$ 1,010$ 1,020$ 1,030$ 7,437$ Permits / Recreation -$ -$ -$ -$ -$ -$ -$ -$ Rental Income 44,047$ 63,445$ 68,203$ 68,000$ 68,680$ 69,367$ 70,060$ 451,802$ Rental Income / Equipment Rentals -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Lease (Antenna) -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Rentals -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum

9.6% 9.2% 15.9%

0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

39.9% 39.0% 17.4% 10.4% 10.0%

0.0% 0.0%0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
426
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Additional Overhead Applied -$ -$
Service
Group Facility / Service Group Service Type Revenue Expenses Net % Recovered 2 Community Centers - FY 2022 Fee 274,122$ 1,246,822$ 972,700$ 22.0% 2 Community Centers - FY 2023 Fee 284,466$ 1,284,868$ 1,000,402$ 22.1% 2 Community Centers - FY 2024 (YTD) Fee 282,410$ 1,797,929$ 1,515,519$ 15.7% 2 Community Centers - FY 2025 (Budget) Fee 240,950$ 1,535,580$ 1,294,630$ 15.7% 2 Community Centers - FY 2026 Fee 243,360$ 1,612,359$ 1,369,000$ 15.1% 2 Community Centers - FY 2027 Fee 245,793$ 1,692,977$ 1,447,184$ 14.5% 2 Community Centers - FY 2028 Fee 248,251$ 1,777,626$ 1,529,375$ 14.0% - - - -$ -$ -$ 0.0% Service
Group % Recovered
NRPA 25.1%
2 31.5%
2 19.9%
2 15.7%
2 14.5%
Service
Group Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
2 Community Centers - FY 2025 (Budget) 1,535,580$ 15.7% 0% 240,950$ -$ -$ -$ 0.0% 2 Community Centers - FY 2025 (Budget) 1,535,580$ 15.7% 0.0% 240,950$ -$ -$ -$ 0.0% 2 Community Centers - FY 2025 (Budget) 1,535,580$ 15.7% 0.0% 240,950$ -$ -$ -$ 0.0% 2 Community Centers - FY 2025 (Budget) 1,535,580$ 15.7% 0.0% 240,950$ -$ -$ -$ 0.0% 2 Community Centers - FY 2025 (Budget) 1,535,580$ 15.7% 0.0% 240,950$ -$ -$ -$ 0.0% - 1,535,580$ 15.7% 0% 240,950$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses
Current
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated Revenue Needed Revenue %
Increase
A Booker T Anderson Center -$ 240,525$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% B Nevin Center -$ 351,191$ 3.1% 0% -$ 10,813$ -$ -$ -$ 0.0% C Shields-Reid Center -$ 269,996$ 4.7% 0% -$ 12,630$ -$ -$ -$ 0.0% D Richmond Recreation Complex -$ 502,621$ 41.2% 0% -$ 207,284$ -$ -$ -$ 0.0% E Parchester Center -$ 148,769$ 1.4% 0% -$ 2,058$ -$ -$ -$ 0.0% F May Valley Center -$ 284,827$ 17.4% 0% -$ 49,625$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% - - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses
Expenses
+15%
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
A Booker T Anderson Center 122,948$ 141,390$ 3.9% 5.0% 5,500$ 1,570$ -$ 1,570$ 28.5% B Nevin Center 265,763$ 305,627$ 2.4% 3.0% 7,200$ 1,969$ -$ 1,969$ 27.3% C Shields-Reid Center 217,510$ 250,137$ 2.4% 3.0% 6,000$ 1,504$ -$ 1,504$ 25.1% Cost Recovery FY 2025 (Projected)
Community Centers Cost Recovery Worksheet
Non-Fee Revenue
FY 2022-2028 Summary by Core Service Area
FY 2022-2028
Cost Recovery Category
Average Overall Cost Recovery FY 2022-2024 (All Rec)
NRPA 2024 Agency Review Report Overall Cost Recovery (All Rec, Parks) Average Cost Recovery FY 2022-2024 (Community Centers)
Average Cost Recovery FY 2026 - 2028 (Projected)
FY2025 (proj.) Service Area Cost Recovery Analysis
FY2024 (proj.)
FY2025 (proj.)
Sub Service Area Cost Recovery Analysis
Sub Service Area Cost Recovery Analysis
427
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Community Centers Cost Recovery Worksheet
D Richmond Recreation Complex 501,103$ 576,268$ 32.0% 40.0% 184,650$ 45,857$ -$ 45,857$ 24.8% E Parchester Center 91,359$ 105,063$ 2.0% 2.5% 2,100$ 527$ -$ 527$ 25.1% F May Valley Center 336,897$ 387,432$ 9.0% 11.0% 35,000$ 7,618$ -$ 7,618$ 21.8% G - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% - - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% Service
Ref Individual Fee - Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenue
Addtl. Revenue
Needed
% Fee Increase
Needed Current Fee New Fee
Amount Multiplier / Notes 5.0% New Fee Est. Additional
Revenue
Core Service Category 0
- Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ FY2025 (proj.) Individual Activity / Service Cost Recovery Analysis Blanket Multiplier 428
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Revenue 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total % Cost Recovery

3.0 General Recreation Services 39,928$ 41,207$ 32,968$ 40,000$ 40,400$ 40,804$ 41,212$ 94.1% 0.0%

3.1 Senior Center 160$ 200$ 732$ -$ -$ -$ -$ 0.4% 0.0%

3.2 Senior Center Annex 1,100$ 200$ 100$ 100$ 101$ 102$ 103$ 0.6% 0.0% -1.2% 1.0%

3.3 Special Events 1,160$ 6,134$ 7,235$ -$ -$ -$ -$ 4.9% 0.0%

3.4 Developing Personal Resources Center -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

3.5 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% Total Revenue 42,348$ 47,741$ 41,035$ 40,100$ 40,501$ 40,906$ 41,315$ 100.0% 0.0%

12.7% -14.0% -2.3% 1.0% 1.0% 1.0%
Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Personnel $642,484 $625,652 $770,733 $739,835 $776,827 $815,668 $856,451 85.6% Non-Personnel $18,894 $87,884 $214,088 $129,269 $135,732 $142,519 $149,645 14.4% Other $0 $0 $0 $0 $0 $0 $0 0.0% 8.5% 5.0%
Total Expenditures 661,378$ 713,536$ 984,821$ 869,104$ 912,559$ 958,187$ 1,006,097$ 100.0%

7.9% 38.0% -11.8% 5.0% 5.0% 5.0%
% Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Cost Recovery Level 6.4% 6.7% 4.2% 4.6% 4.4% 4.3% 4.1%
Revenue Detail 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Fees / Admin Fees $0 $0 $0 $0 $0 $0 $0 0.0%
Fees / Recreation $41,148 $43,341 $36,935 $40,000 $40,400 $40,804 $41,212 96.6% Other / Donations $1,000 $4,000 $4,000 $0 $0 $0 $0 3.1% Other / Misc $0 $0 $0 $0 $0 $0 $0 0.0%
Permits / Recreation $0 $0 $0 $0 $0 $0 $0 0.0%
Rental Income $200 $400 $100 $100 $101 $102 $103 0.4%
Rental Income / Equipment Rentals $0 $0 $0 $0 $0 $0 $0 0.0% Rental Income / Lease (Antenna) $0 $0 $0 $0 $0 $0 $0 0.0% Rental Income / Rentals $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Revenue (Detail) $42,348 $47,741 $41,035 $40,100 $40,501 $40,906 $41,315 100.0% Other Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Other Expenditures $0 $0 $0 $0 $0 $0 $0 0.0%
Grand Total Expenditures $661,378 $713,536 $984,821 $869,104 $912,559 $958,187 $1,006,097 % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Loaded Cost Recovery Level 6.4% 6.7% 4.2% 4.6% 4.4% 4.3% 4.1% Complete Service List GENERAL RECREATION ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028 Avg. Rev. Grow
(FY22-FY25)
Avg. Rev. Grow
(FY26-FY28)
Avg. Exp. Grow
(FY22-FY25)
Avg. Exp. Grow
(FY26-FY28)
429
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028

0.0% 0.0% 1.0% 5.0% 1.0% 5.0% 1.0% 5.0%
4000
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2023 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue (budget)
2025 Expense
(budget) 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense CITY GL FORMULA General Recreation Services
M.R.3.0 Fees / Recreation X - 39,928$ 41,207$ 32,968$ 40,000$ 40,400$ 40,804$ 41,212$ 276,519$ 01254651-340437 3000 M.R.3.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.0 Personnel Services - Full Time X - 136,034$ 150,098$ 176,719$ 183,481$ 192,655$ 202,288$ 212,402$ 1,253,677$ 01254651-400000-400099 4000 M.E.3.0 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.0 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.0 Personnel Services - Benefits X - 112,897$ 117,240$ 119,328$ 92,005$ 96,605$ 101,436$ 106,507$ 746,018$ 01254651-400100-400199 4000 M.E.3.0 Operating Expense (Services & Supplies) X - 3,460$ 4,300$ 4,011$ 8,150$ 8,558$ 8,985$ 9,435$ 46,899$ 01254651-400200-400399 5000 M.E.3.0 Utilities - - -$ 2,834$ 2,152$ 3,200$ 3,360$ 3,528$ 3,704$ 18,778$ 01254651-400400-400499 5000 M.E.3.0 Cost Pool - - -$ -$ 14,983$ -$ -$ -$ -$ 14,983$ 01254651-400500-400599 5000 M.E.3.0 Capital Outlay X - 4,187$ 3,221$ 3,538$ -$ -$ -$ -$ 10,946$ 01254651-400600-400699 5000 M.E.3.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL General Recreation Services 39,928$ 256,578$ 41,207$ 277,693$ 32,968$ 320,731$ 40,000$ 286,836$ 40,400$ 301,178$ 40,804$ 316,237$ 41,212$ 332,049$ 276,519$ 2,091,301$ Cost Recovery
Senior Center
M.R.3.1 Fees / Recreation X - 60$ -$ 732$ -$ -$ -$ -$ 792$ 01254751-340437 3000 M.R.3.1 Rental Income X - 100$ 200$ -$ -$ -$ -$ -$ 300$ 01254751-362801-362809 3000 M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.1 Personnel Services - Full Time X - 65,894$ 47,005$ 116,141$ 127,333$ 133,700$ 140,385$ 147,404$ 777,861$ 01254751-400000-400099 4000 M.E.3.1 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.1 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.1 Personnel Services - Benefits X - 86,994$ 68,984$ 88,666$ 67,436$ 70,808$ 74,348$ 78,066$ 535,302$ 01254751-400100-400199 4000 M.E.3.1 Operating Expense (Services & Supplies) X - 3,228$ -$ -$ 3,560$ 3,738$ 3,925$ 4,121$ 18,572$ 01254751-400200-400399 5000 M.E.3.1 Utilities X - 1,893$ 1,585$ 2,398$ 2,350$ 2,468$ 2,591$ 2,720$ 16,005$ 01254751-400400-400499 5000 M.E.3.1 Cost Pool - - -$ -$ 8,786$ -$ -$ -$ -$ 8,786$ 01254751-400500-400599 5000 M.E.3.1 Capital Outlay - - -$ -$ -$ -$ -$ -$ -$ -$ 01254751-400600-400699 5000 M.E.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Senior Center 160$ 158,009$ 200$ 117,574$ 732$ 215,991$ -$ 200,679$ -$ 210,713$ -$ 221,249$ -$ 232,311$ 1,092$ 1,356,526$ Cost Recovery
Senior Center Annex
M.R.3.2 Rental Income X - 100$ 200$ 100$ 100$ 101$ 102$ 103$ 806$ 01254851-400000-400099 3000 M.R.3.2 Other / Donations X - 1,000$ -$ -$ -$ -$ -$ -$ 1,000$ 01254851-364851 3000 M.R.3.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.2 Personnel Services - Full Time X - 113,679$ 112,211$ 135,942$ 159,414$ 167,385$ 175,754$ 184,542$ 1,048,926$ 01254851-400000-400099 4000 M.E.3.2 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.2 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.2 Personnel Services - Benefits X - 126,986$ 130,114$ 133,937$ 110,166$ 115,674$ 121,458$ 127,531$ 865,866$ 01254851-400100-400199 4000 M.E.3.2 Operating Expense (Services & Supplies) X - 325$ 711$ 845$ 713$ 749$ 786$ 825$ 4,954$ 01254851-400200-400399 5000 M.E.3.2 Utilities X - 367$ 3,220$ 2,781$ 3,900$ 4,095$ 4,300$ 4,515$ 23,177$ 01254851-400400-400499 5000 M.E.3.2 Cost Pool - - -$ -$ 12,062$ -$ -$ -$ -$ 12,062$ 01254851-400500-400599 5000 M.E.3.2 Capital Outlay - - -$ -$ -$ -$ -$ -$ -$ -$ 01254851-400600-400699 5000 M.E.3.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Senior Center Annex 1,100$ 241,357$ 200$ 246,256$ 100$ 285,567$ 100$ 274,193$ 101$ 287,903$ 102$ 302,298$ 103$ 317,413$ 1,806$ 1,954,986$ Cost Recovery
Special Events
M.R.3.3 Fees / Recreation X - 1,160$ 2,134$ 3,235$ -$ -$ -$ -$ 6,529$ 01254551-340437 3000 M.R.3.3 Other / Donations X - -$ 4,000$ 4,000$ -$ -$ -$ -$ 8,000$ 01254551-364851 3000 M.R.3.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.3 Personnel Services - Full Time - - -$ -$ -$ -$ -$ -$ -$ -$ 01254551-400000-400099 4000 M.E.3.3 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.3 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.3 Personnel Services - Benefits - - -$ -$ -$ -$ -$ -$ -$ -$ 01254551-400100-400199 4000 M.E.3.3 Operating Expense (Services & Supplies) X - 5,220$ 72,013$ 162,010$ 106,796$ 112,136$ 117,743$ 123,630$ 699,547$ 01254551-400200-400399 5000 M.E.3.3 Utilities - - -$ -$ -$ -$ -$ -$ -$ -$ 01254551-400400-400499 5000 M.E.3.3 Cost Pool - - -$ -$ -$ -$ -$ -$ -$ -$ 01254551-400500-400599 5000 M.E.3.3 Capital Outlay X - 214$ -$ 522$ 600$ 630$ 662$ 695$ 3,322$ 01254551-400600-400699 5000 M.E.3.3 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Special Events 1,160$ 5,434$ 6,134$ 72,013$ 7,235$ 162,532$ -$ 107,396$ -$ 112,766$ -$ 118,404$ -$ 124,324$ 14,529$ 702,869$ Cost Recovery
Developing Personal Resources Center
M.R.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.4 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL DPRC -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
-
M.R.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ Complete Service List GENERAL RECREATION ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028

15.6% 14.8% 10.3% 13.9% 13.4% 12.9% 12.4% 13.2%

0.0% 0.1%

0.5% 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1%

0.1% 0.2% 0.3% 0.0% 0.0% 0.0%

0.0% 0.0% 2.1%

0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

21.3% 8.5% 4.5% 0.0% 0.0%
430
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028

0.0% 0.0% 1.0% 5.0% 1.0% 5.0% 1.0% 5.0%
4000
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2023 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue (budget)
2025 Expense
(budget) 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense CITY GL FORMULA Complete Service List GENERAL RECREATION ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028 M.E.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.3.5 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Other -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
42,348$ 661,378$ 47,741$ 713,536$ 41,035$ 984,821$ 40,100$ 869,104$ 40,501$ 912,559$ 40,906$ 958,187$ 41,315$ 1,006,097$ 293,946$ 6,105,682$ Total Personnel 642,484$ 625,652$ 770,733$ 739,835$ 776,827$ 815,668$ 856,451$ 5,227,650$ Total Non-Personnel 18,894$ 87,884$ 214,088$ 129,269$ 135,732$ 142,519$ 149,645$ 878,032$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ Fees / Admin Fees -$ -$ -$ -$ -$ -$ -$ -$ Fees / Recreation 41,148$ 43,341$ 36,935$ 40,000$ 40,400$ 40,804$ 41,212$ 283,840$ Other / Donations 1,000$ 4,000$ 4,000$ -$ -$ -$ -$ 9,000$ Other / Misc -$ -$ -$ -$ -$ -$ -$ -$ Permits / Recreation -$ -$ -$ -$ -$ -$ -$ -$ Rental Income 200$ 400$ 100$ 100$ 101$ 102$ 103$ 1,106$ Rental Income / Equipment Rentals -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Lease (Antenna) -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Rentals -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum

0.0% 0.0% 0.0%0.0% 0.0% 0.0% 0.0% 0.0%
431
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Additional Overhead Applied -$ -$
Service
Group Facility / Service Group Service Type Revenue Expenses Net % Recovered 3 General Recreation - FY 2022 Fee 42,348$ 661,378$ 619,030$ 6.4% 3 General Recreation - FY 2023 Fee 47,741$ 713,536$ 665,795$ 6.7% 3 General Recreation - FY 2024 (YTD) Fee 41,035$ 984,821$ 943,786$ 4.2% 3 General Recreation - FY 2025 (Budget) Fee 40,100$ 869,104$ 829,004$ 4.6% 3 General Recreation - FY 2026 Fee 40,501$ 912,559$ 872,058$ 4.4% 3 General Recreation - FY 2027 Fee 40,906$ 958,187$ 917,281$ 4.3% 3 General Recreation - FY 2028 Fee 41,315$ 1,006,097$ 964,781$ 4.1% - - - -$ -$ -$ 0.0% Service
Group % Recovered
NRPA 25.1%
3 31.5%
3 5.8%
3 4.6%
3 4.3%
Service
Group Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
3 General Recreation - FY 2025 (Budget) 869,104$ 4.6% 0% 40,100$ -$ -$ -$ 0.0% 3 General Recreation - FY 2025 (Budget) 869,104$ 4.6% 0.0% 40,100$ -$ -$ -$ 0.0% 3 General Recreation - FY 2025 (Budget) 869,104$ 4.6% 0.0% 40,100$ -$ -$ -$ 0.0% 3 General Recreation - FY 2025 (Budget) 869,104$ 4.6% 0.0% 40,100$ -$ -$ -$ 0.0% 3 General Recreation - FY 2025 (Budget) 869,104$ 4.6% 0.0% 40,100$ -$ -$ -$ 0.0% - 869,104$ 4.6% 0% 40,100$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses
Current
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated Revenue Needed Revenue %
Increase
A General Recreation Services -$ 320,731$ 10.3% 0% -$ 32,968$ -$ -$ -$ 0.0% B Senior Center -$ 215,991$ 0.3% 0% -$ 732$ -$ -$ -$ 0.0% C Senior Center Annex -$ 285,567$ 0.0% 0% -$ 100$ -$ -$ -$ 0.0% D Special Events -$ 162,532$ 4.5% 0% -$ 7,235$ -$ -$ -$ 0.0% E Developing Personal Resources Center -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% F - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% ZZ - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses Expense +5% Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
A General Recreation Services 286,836$ 329,861$ 12.1% 15% 40,000$ 9,479$ -$ 9,479$ 23.7% B Senior Center 200,679$ 230,781$ 0.0% 0% -$ -$ -$ -$ 0.0% C Senior Center Annex 274,193$ 315,322$ 0.0% 0% 100$ -$ -$ -$ 0.0% D Special Events 107,396$ 123,505$ 0.0% 0% -$ -$ -$ -$ 0.0% E Developing Personal Resources Center -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% F - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% Average Cost Recovery FY 2026 - 2028 (Projected)
FY2025 (proj.) Service Area Cost Recovery Analysis
Cost Recovery FY 2025 (Projected)
General Recreation Recovery Worksheet
Non-Fee Revenue
FY 2022-2028 Summary by Core Service Area
FY 2022-2028
Cost Recovery Category
Average Overall Cost Recovery FY 2022-2024 (All Rec)
NRPA 2024 Agency Review Report Overall Cost Recovery (All Rec, Parks) Average Cost Recovery FY 2022-2024 (General Rec)
FY2024 (proj.)
FY2025 (proj.)
Sub Service Area Cost Recovery Analysis
Sub Service Area Cost Recovery Analysis
432
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
General Recreation Recovery Worksheet
H - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% ZZ - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% Service
Ref Individual Fee - Facility / Service Name Expected
Expenses Expense +5% Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenue
Addtl. Revenue
Needed
% Fee Increase
Needed Current Fee New Fee Amount Multiplier /
Notes 5.0% New Fee Est. Additional
Revenue
Core Service Category 0
- Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ Blanket MultiplierIndividual Activity / Service Cost Recovery AnalysisFY2025 (proj.) 433
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Revenue 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total % Cost Recovery

4.0 Richmond Swim Center 156,370$ 183,585$ 229,559$ 196,300$ 211,023$ 226,849$ 238,192$ 46.4% 0.0%

4.1 Plunge 142,647$ 205,382$ 250,725$ 240,350$ 258,376$ 277,754$ 291,642$ 53.6% 0.0%

4.2 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% 14.8% 6.7% Total Revenue 299,017$ 388,967$ 480,284$ 436,650$ 469,399$ 504,604$ 529,834$ 100.0% 0.0%

30.1% 23.5% -9.1% 7.5% 7.5% 5.0%
Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Personnel $615,706 $743,647 $902,165 $760,408 $798,428 $838,350 $880,267 87.4% Non-Personnel $15,397 $31,032 $44,427 $164,230 $172,442 $181,064 $190,117 12.6% Other $0 $0 $0 $0 $0 $0 $0 0.0% 10.7% 5.0%
Total Expenditures 631,103$ 774,679$ 946,592$ 924,638$ 970,870$ 1,019,413$ 1,070,384$ 100.0%

22.8% 22.2% -2.3% 5.0% 5.0% 5.0%
% Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Cost Recovery Level 47.4% 50.2% 50.7% 47.2% 48.3% 49.5% 49.5% Revenue Detail 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Fees / Admin Fees $0 $0 $0 $0 $0 $0 $0 0.0%
Fees / Recreation $215,584 $301,931 $377,257 $345,000 $370,875 $398,691 $418,625 78.1% Other / Donations $0 $0 $0 $0 $0 $0 $0 0.0%
Other / Misc $79 $225 $839 $850 $914 $982 $1,031 0.2%
Permits / Recreation $0 $0 $0 $0 $0 $0 $0 0.0%
Rental Income $83,354 $86,811 $102,188 $90,800 $97,610 $104,931 $110,177 21.7% Rental Income / Equipment Rentals $0 $0 $0 $0 $0 $0 $0 0.0% Rental Income / Lease (Antenna) $0 $0 $0 $0 $0 $0 $0 0.0% Rental Income / Rentals $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Revenue (Detail) $299,017 $388,967 $480,284 $436,650 $469,399 $504,604 $529,834 100.0% Other Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Other Expenditures $0 $0 $0 $0 $0 $0 $0 0.0%
Grand Total Expenditures $631,103 $774,679 $946,592 $924,638 $970,870 $1,019,413 $1,070,384 % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Loaded Cost Recovery Level 47.4% 50.2% 50.7% 47.2% 48.3% 49.5% 49.5% Complete Service List AQUATIC ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028 Avg. Rev. Grow
(FY22-FY25)
Avg. Rev. Grow
(FY26-FY28)
Avg. Exp. Grow
(FY22-FY25)
Avg. Exp. Grow
(FY26-FY28)
434
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028

0.0% 0.0% 7.5% 5.0% 7.5% 5.0% 5.0% 5.0%
4000
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2022 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue (budget)
2025 Expense
(budget) 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense CITY GL FORMULA Richmond Swim Center
M.R.4.0 Fees / Recreation X - 81,350$ 107,904$ 153,724$ 120,000$ 129,000$ 138,675$ 145,609$ 876,262$ 01256051-340437 3000 M.R.4.0 Other / Misc X - 20$ 102$ 527$ 500$ 538$ 578$ 607$ 2,871$ 01256051-364851-364855 3000 M.R.4.0 Rental Income X - 75,000$ 75,579$ 75,308$ 75,800$ 81,485$ 87,596$ 91,976$ 562,745$ 01256051-362801-362809 3000 M.R.4.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.4.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.4.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.0 Personnel Services - Full Time X - 177,587$ 206,969$ 272,489$ 257,659$ 270,542$ 284,069$ 298,272$ 1,767,587$ 01256051-400000-400099 4000 M.E.4.0 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.0 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.0 Personnel Services - Benefits X - 141,608$ 165,250$ 192,215$ 148,908$ 156,353$ 164,171$ 172,380$ 1,140,885$ 01256051-400100-400199 4000 M.E.4.0 Operating Expense (Services & Supplies) X - 7,263$ 6,351$ 10,769$ 8,875$ 9,319$ 9,785$ 10,274$ 62,635$ 01256051-400200-400399 5000 M.E.4.0 Utilities - - -$ -$ -$ -$ -$ -$ -$ -$ 01256051-400400-400499 5000 M.E.4.0 Cost Pool - - -$ -$ 25,289$ 129,027$ 135,478$ 142,252$ 149,365$ 581,411$ 01256051-400500-400599 5000 M.E.4.0 Capital Outlay X - 2,626$ 2,972$ 1,182$ 8$ 8$ 9$ 9$ 6,814$ 01256051-400600-400699 5000 M.E.4.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Richmond Swim Center 156,370$ 329,084$ 183,585$ 381,542$ 229,559$ 501,944$ 196,300$ 544,477$ 211,023$ 571,701$ 226,849$ 600,286$ 238,192$ 630,300$ 1,441,877$ 3,559,334$ Cost Recovery
Plunge
M.R.4.1 Fees / Recreation X - 134,234$ 194,027$ 223,533$ 225,000$ 241,875$ 260,016$ 273,016$ 1,551,701$ 01259051-340437 3000 M.R.4.1 Other / Misc X - 59$ 123$ 312$ 350$ 376$ 404$ 425$ 2,049$ 01259051-364851-364855 3000 M.R.4.1 Rental Income X - 8,354$ 11,232$ 26,880$ 15,000$ 16,125$ 17,334$ 18,201$ 113,126$ 01259051-362801-362809 3000 M.R.4.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.4.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.4.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.4.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.1 Personnel Services - Full Time X - 157,085$ 206,667$ 247,755$ 257,280$ 270,144$ 283,651$ 297,834$ 1,720,416$ 01259051-400000-400099 4000 M.E.4.1 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.1 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.1 Personnel Services - Benefits X - 139,426$ 164,761$ 189,706$ 96,561$ 101,389$ 106,459$ 111,781$ 910,083$ 01259051-400100-400199 4000 M.E.4.1 Operating Expense (Services & Supplies) X - 4,584$ 7,222$ 7,129$ 18,570$ 19,499$ 20,473$ 21,497$ 98,974$ 01259051-400200-400399 5000 M.E.4.1 Utilities - - -$ -$ -$ 50$ 53$ 55$ 58$ 216$ 01259051-400400-400499 5000 M.E.4.1 Cost Pool - - -$ -$ -$ -$ -$ -$ -$ -$ 01259051-400500-400599 5000 M.E.4.1 Capital Outlay X - 924$ 14,487$ 58$ 7,700$ 8,085$ 8,489$ 8,914$ 48,657$ 01259051-400600-400699 5000 M.E.4.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Plunge 142,647$ 302,019$ 205,382$ 393,137$ 250,725$ 444,648$ 240,350$ 380,161$ 258,376$ 399,169$ 277,754$ 419,128$ 291,642$ 440,084$ 1,666,877$ 2,778,345$ Cost Recovery
-
M.R.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.4.2 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Other -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
299,017$ 631,103$ 388,967$ 774,679$ 480,284$ 946,592$ 436,650$ 924,638$ 469,399$ 970,870$ 504,604$ 1,019,413$ 529,834$ 1,070,384$ 3,108,754$ 6,337,679$ Total Personnel 615,706$ 743,647$ 902,165$ 760,408$ 798,428$ 838,350$ 880,267$ 5,538,972$ Total Non-Personnel 15,397$ 31,032$ 44,427$ 164,230$ 172,442$ 181,064$ 190,117$ 798,708$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ Fees / Admin Fees -$ -$ -$ -$ -$ -$ -$ -$ Fees / Recreation 215,584$ 301,931$ 377,257$ 345,000$ 370,875$ 398,691$ 418,625$ 2,427,963$ Other / Donations -$ -$ -$ -$ -$ -$ -$ -$ Other / Misc 79$ 225$ 839$ 850$ 914$ 982$ 1,031$ 4,920$ Permits / Recreation -$ -$ -$ -$ -$ -$ -$ -$ Rental Income 83,354$ 86,811$ 102,188$ 90,800$ 97,610$ 104,931$ 110,177$ 675,871$ Rental Income / Equipment Rentals -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Lease (Antenna) -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Rentals -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum

66.3% 60.0%

0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

47.2% 52.2% 56.4% 63.2% 64.7% 66.3%
Complete Service List AQUATIC ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028

47.5% 48.1% 45.7% 36.1% 36.9% 37.8% 37.8% 40.5%
435
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Additional Overhead Applied -$ -$
Service
Group Facility / Service Group Service Type Revenue Expenses Net % Recovered 4 Aquatics - FY 2022 Fee 299,017$ 631,103$ 332,086$ 47.4% 4 Aquatics - FY 2023 Fee 388,967$ 774,679$ 385,712$ 50.2% 4 Aquatics - FY 2024 (YTD) Fee 480,284$ 946,592$ 466,308$ 50.7% 4 Aquatics - FY 2025 (Budget) Fee 436,650$ 924,638$ 487,988$ 47.2% 4 Aquatics - FY 2026 Fee 469,399$ 970,870$ 501,471$ 48.3% 4 Aquatics - FY 2027 Fee 504,604$ 1,019,413$ 514,810$ 49.5% 4 Aquatics - FY 2028 Fee 529,834$ 1,070,384$ 540,550$ 49.5% - - - -$ -$ -$ 0.0% Service
Group % Recovered
NRPA 25.1%
4 31.5%
4 49.4%
4 47.2%
4 49.1%
Service
Group Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
4 Aquatics - FY 2025 (Budget) 924,638$ 47.2% 0.0% 436,650$ -$ -$ -$ 0.0% 4 Aquatics - FY 2025 (Budget) 924,638$ 47.2% 0.0% 436,650$ -$ -$ -$ 0.0% 4 Aquatics - FY 2025 (Budget) 924,638$ 47.2% 0.0% 436,650$ -$ -$ -$ 0.0% 4 Aquatics - FY 2025 (Budget) 924,638$ 47.2% 0.0% 436,650$ -$ -$ -$ 0.0% 4 Aquatics - FY 2025 (Budget) 924,638$ 47.2% 0.0% 436,650$ -$ -$ -$ 0.0% - 924,638$ 47.2% 0.0% 436,650$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses
Current
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated Revenue Needed Revenue %
Increase
A Richmond Swim Center -$ 501,944$ 45.7% 0% -$ 229,559$ -$ -$ -$ 0.0% B Plunge -$ 444,648$ 56.4% 0% -$ 250,725$ -$ -$ -$ 0.0% C - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% D - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% E - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% F - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% - - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses Expense +15% Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
A Richmond Swim Center 544,477$ 626,149$ 31.4% 39% 196,300$ 47,898$ -$ 47,898$ 24.4% B Plunge 380,161$ 437,185$ 55.0% 65% 240,350$ 43,820$ -$ 43,820$ 18.2% C - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% Cost Recovery FY 2025 (Projected)
Aquatics Cost Recovery Worksheet
Non-Fee Revenue
FY 2022-2028 Summary by Core Service Area
FY 2022-2028
Cost Recovery Category
Average Overall Cost Recovery FY 2022-2024 (All Rec)
NRPA 2024 Agency Review Report Overall Cost Recovery (All Rec, Parks) Average Cost Recovery FY 2022-2024 (Aquatics)
Average Cost Recovery FY 2026 - 2028 (Projected)
FY2025 (proj.) Service Area Cost Recovery Analysis
FY2024 (proj.)
FY2025 (proj.) Sub Service Area Cost Recovery Analysis
Sub Service Area Cost Recovery Analysis
436
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Aquatics Cost Recovery Worksheet
D - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% E - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% F - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% - - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% Service
Ref Individual Fee - Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenue
Addtl. Revenue
Needed
% Fee Increase
Needed Current Fee New Fee
Amount Multiplier / Notes 5.0% New Fee Est. Additional
Revenue
Core Service Category 0
- Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ FY2025 (proj.) Individual Activity / Service Cost Recovery Analysis Blanket Multiplier 437
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Revenue 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total % Cost Recovery

5.0 Convention Center 256,164$ 415,764$ 437,508$ 355,500$ 366,165$ 377,150$ 388,464$ 100.0% 0.0%

5.1 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% Total Revenue 256,164$ 415,764$ 437,508$ 355,500$ 366,165$ 377,150$ 388,464$ 100.0% 0.0% 16.3% 3.0%

62.3% 5.2% -18.7% 3.0% 3.0% 3.0%
Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Personnel $422,697 $431,977 $367,676 $452,513 $475,139 $498,896 $528,829 73.6% Non-Personnel $10,281 $23,068 $26,794 $249,946 $262,443 $275,565 $292,099 26.4% Other $0 $0 $0 $0 $0 $0 $0 0.0% 17.5% 5.3%
Total Expenditures 432,978$ 455,045$ 394,470$ 702,459$ 737,582$ 774,461$ 820,929$ 100.0%

5.1% -13.3% 78.1% 5.0% 5.0% 6.0%
% Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Cost Recovery Level 59.2% 91.4% 110.9% 50.6% 49.6% 48.7% 47.3% Revenue Detail 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Fees / Admin Fees $0 $0 $0 $0 $0 $0 $0 0.0%
Fees / Recreation $0 $0 $0 $0 $0 $0 $0 0.0%
Other / Donations $0 $0 $0 $0 $0 $0 $0 0.0%
Other / Misc $0 $747 $441 $500 $515 $530 $546 0.1%
Permits / Recreation $0 $0 $0 $0 $0 $0 $0 0.0%
Rental Income $0 $0 $0 $0 $0 $0 $0 0.0%
Rental Income / Equipment Rentals $2,468 $63,109 $69,485 $40,000 $41,200 $42,436 $43,709 11.6% Rental Income / Lease (Antenna) $244,266 $281,692 $276,443 $225,000 $231,750 $238,703 $245,864 67.2% Rental Income / Rentals $9,430 $70,216 $91,139 $90,000 $92,700 $95,481 $98,345 21.1% - $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Revenue (Detail) $256,164 $415,764 $437,508 $355,500 $366,165 $377,150 $388,464 100.0% Other Expenditures 2022 2023 2024 2025 (bud) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Other Expenditures $0 $0 $0 $0 $0 $0 $0 0.0%
Grand Total Expenditures $432,978 $455,045 $394,470 $702,459 $737,582 $774,461 $820,929 % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Loaded Cost Recovery Level 59.2% 91.4% 110.9% 50.6% 49.6% 48.7% 47.3% Complete Service List CONVENTION CENTER ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028 Avg. Rev. Grow
(FY22-FY25)
Avg. Rev. Grow
(FY26-FY28)
Avg. Exp. Grow
(FY22-FY25)
Avg. Exp. Grow
(FY26-FY28)
438
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028

0.0% 0.0% 3.0% 5.0% 3.0% 5.0% 3.0% 6.0%
4000
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2023 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue (budget)
2025 Expense
(budget) 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense CITY GL FORMULA Convention Center
M.R.5.0 Other / Misc X - -$ 747$ 441$ 500$ 515$ 530$ 546$ 3,280$ 01257051-364855 3000 M.R.5.0 Rental Income / Rentals X - 9,430$ 70,216$ 91,139$ 90,000$ 92,700$ 95,481$ 98,345$ 547,311$ 01257051-362801 3000 M.R.5.0 Rental Income / Lease (Antenna) X - 244,266$ 281,692$ 276,443$ 225,000$ 231,750$ 238,703$ 245,864$ 1,743,717$ 01257051-362807 3000 M.R.5.0 Rental Income / Equipment Rentals X - 2,468$ 63,109$ 69,485$ 40,000$ 41,200$ 42,436$ 43,709$ 302,407$ 01257051-362809 3000 M.R.5.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.0 Personnel Services - Full Time X - 186,779$ 191,531$ 172,519$ 189,980$ 199,479$ 209,453$ 222,020$ 1,371,761$ 01257051-400000-400099 4000 M.E.5.0 Personnel Services - Part Time - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.0 Personnel Services - Overtime - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.0 Personnel Services - Benefits X - 235,918$ 240,446$ 195,157$ 262,533$ 275,660$ 289,443$ 306,809$ 1,805,965$ 01257051-400100-400199 4000 M.E.5.0 Operating Expense (Services & Supplies) X - 7,282$ 10,592$ 6,660$ 8,207$ 8,617$ 9,048$ 9,591$ 59,998$ 01257051-400200-400399 5000 M.E.5.0 Utilities - - -$ -$ -$ -$ -$ -$ -$ -$ 01257051-400400-400499 5000 M.E.5.0 Cost Pool - - -$ -$ 18,350$ 236,739$ 248,576$ 261,005$ 276,665$ 1,041,335$ 01257051-400500-400599 5000 M.E.5.0 Capital Outlay X - 2,999$ 12,476$ 1,784$ 5,000$ 5,250$ 5,513$ 5,843$ 38,865$ 01257051-400600-400699 5000 M.E.5.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Convention Center 256,164$ 432,978$ 415,764$ 455,045$ 437,508$ 394,470$ 355,500$ 702,459$ 366,165$ 737,582$ 377,150$ 774,461$ 388,464$ 820,929$ 2,596,715$ 4,317,924$ Cost Recovery
-
M.R.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.5.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Other -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
256,164$ 432,978$ 415,764$ 455,045$ 437,508$ 394,470$ 355,500$ 702,459$ 366,165$ 737,582$ 377,150$ 774,461$ 388,464$ 820,929$ 2,596,715$ 4,317,924$ Total Personnel 422,697$ 431,977$ 367,676$ 452,513$ 475,139$ 498,896$ 528,829$ 3,177,727$ Total Non-Personnel 10,281$ 23,068$ 26,794$ 249,946$ 262,443$ 275,565$ 292,099$ 1,140,197$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ Fees / Admin Fees -$ -$ -$ -$ -$ -$ -$ -$ Fees / Recreation -$ -$ -$ -$ -$ -$ -$ -$ Other / Donations -$ -$ -$ -$ -$ -$ -$ -$ Other / Misc -$ 747$ 441$ 500$ 515$ 530$ 546$ 3,280$ Permits / Recreation -$ -$ -$ -$ -$ -$ -$ -$ Rental Income -$ -$ -$ -$ -$ -$ -$ -$ Rental Income / Equipment Rentals 2,468$ 63,109$ 69,485$ 40,000$ 41,200$ 42,436$ 43,709$ 302,407$ Rental Income / Lease (Antenna) 244,266$ 281,692$ 276,443$ 225,000$ 231,750$ 238,703$ 245,864$ 1,743,717$ Rental Income / Rentals 9,430$ 70,216$ 91,139$ 90,000$ 92,700$ 95,481$ 98,345$ 547,311$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ - -$ -$ -$ -$ -$ -$ -$ -$ -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum -$ check sum Complete Service List CONVENTION CENTER ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028

59.2% 91.4% 110.9% 50.6% 49.6% 48.7% 47.3% 60.1%

0.0% 0.0%0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
439
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Additional Overhead Applied -$ -$
Service
Group Facility / Service Group Service Type Revenue Expenses Net % Recovered 5 Convention Center - FY 2022 Fee 256,164$ 432,978$ 176,814$ 59.2% 5 Convention Center - FY 2023 Fee 415,764$ 455,045$ 39,281$ 91.4% 5 Convention Center - FY 2024 (YTD) Fee 437,508$ 394,470$ (43,038)$ 110.9% 5 Convention Center - FY 2025 (Budget) Fee 355,500$ 702,459$ 346,959$ 50.6% 5 Convention Center - FY 2026 Fee 366,165$ 737,582$ 371,417$ 49.6% 5 Convention Center - FY 2027 Fee 377,150$ 774,461$ 397,311$ 48.7% 5 Convention Center - FY 2028 Fee 428,464$ 820,929$ 392,464$ 52.2% - - - -$ -$ -$ 0.0% Service
Group % Recovered
NRPA 25.1%
5 31.5%
5 87.1%
5 50.6%
5 50.2%
Service
Group Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
5 Convention Center - FY 2025 (Budget) 702,459$ 50.6% 0% 355,500$ -$ -$ -$ 0.0% 5 Convention Center - FY 2025 (Budget) 702,459$ 56.7% 0.0% 398,000$ -$ -$ -$ 0.0% 5 Convention Center - FY 2025 (Budget) 702,459$ 50.6% 0.0% 355,500$ -$ -$ -$ 0.0% 5 Convention Center - FY 2025 (Budget) 702,459$ 50.6% 0.0% 355,500$ -$ -$ -$ 0.0% 5 Convention Center - FY 2025 (Budget) 702,459$ 50.6% 0.0% 355,500$ -$ -$ -$ 0.0% - 702,459$ 50.6% 0% 355,500$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses
Current
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Current
Revenues
Addtl.

Revenue
Needed
Revenue
Generated Revenue Needed Revenue %
Increase
A Convention Center -$ 394,470$ 110.9% 0% -$ 437,508$ -$ -$ -$ 0.0% B - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% C - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% D - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% E - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% F - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% - - -$ -$ 0.0% 0% -$ -$ -$ -$ -$ 0.0% Service
Ref Facility / Service Name Expected
Expenses Expense +15% Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenues
Addtl.

Revenue
Needed
Revenue
Generated
Revenue
Needed
Revenue %
Increase
A Convention Center 702,459$ 807,828$ 44.0% 52% 355,500$ 64,571$ -$ 64,571$ 18.2% Cost Recovery FY 2025 (Projected)
Convention Center Cost Recovery Worksheet
Non-Fee Revenue
FY2022-2028 Summary by Core Service Area
FY2022-2028
Cost Recovery Category
Average Overall Cost Recovery FY 2022-2024 (All Rec)
NRPA 2024 Agency Review Report Overall Cost Recovery (All Rec, Parks) Average Cost Recovery FY 2022-2024 (Convention Center)
Average Cost Recovery FY 2026 - 2028 (Projected)
FY2025 (proj.) Service Area Cost Recovery Analysis
FY2024 (proj.)
FY2025 (proj.) Sub Service Area Cost Recovery Analysis
Sub Service Area Cost Recovery Analysis
440
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Convention Center Cost Recovery Worksheet
B - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% C - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% D - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% E - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% F - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% G - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% H - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% I - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% J - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% - - -$ -$ 0.0% 0% -$ -$ -$ -$ 0.0% Service
Ref Individual Fee - Facility / Service Name Expected
Expenses
Current Cost
Recovery %
Target Cost
Recovery %
Expected
Revenue
Addtl. Revenue
Needed
% Fee Increase
Needed Current Fee New Fee
Amount Multiplier / Notes 5.0% New Fee
Est.

Additional
Revenue
Core Service Category 0
- Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ - Activity, Program, Service -$ 0.0% 0.0% -$ -$ 0.0% -$ -$ -$ -$ -$ FY2025 (proj.) Individual Activity / Service Cost Recovery Analysis Blanket Multiplier 441
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Revenue 2022 2023 2024 2025 (ytd) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total % Cost Recovery

9.0 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

9.1 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

9.2 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

9.3 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

9.4 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

9.5 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

9.6 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0%

9.7 - -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% Total Revenue -$ -$ -$ -$ -$ -$ -$ 0.0% 0.0% Expenditures 2022 2023 2024 2025 (ytd) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Personnel $0 $0 $0 $0 $0 $0 $0 0.0%
Non-Personnel $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Expenditures -$ -$ -$ -$ -$ -$ -$ 0.0% % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Cost Recovery Level 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Revenue Detail 2022 2023 2024 2025 (ytd) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total - $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
- $0 $0 $0 $0 $0 $0 $0 0.0%
Total Revenue (Detail) $0 $0 $0 $0 $0 $0 $0 0.0%
Other Expenditures 2022 2023 2024 2025 (ytd) 2026 (proj.) 2027 (proj.) 2028 (proj.) % of Total Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Other $0 $0 $0 $0 $0 $0 $0 0.0%
Total Other Expenditures $0 $0 $0 $0 $0 $0 $0 0.0%
Grand Total Expenditures $0 $0 $0 $0 $0 $0 $0
% Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery % Cost Recovery Loaded Cost Recovery Level 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Complete Service List ADDITIONAL EXPENSE ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028 442
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Category Description General
Fund Other Fund 2022 Revenue 2022 Expense 2023 Revenue 2023 Expense 2024 Revenue 2024 Expense 2025 Revenue 2025 Expense 2026 Revenue 2026 Expense 2027 Revenue 2027 Expense 2028 Revenue 2028 Expense Total Revenue Total Expense -
M.R.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.0 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Other -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
-
M.R.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.R.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ M.E.9.1 - - - -$ -$ -$ -$ -$ -$ -$ -$ TOTAL Other -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Cost Recovery
-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Total Personnel -$ -$ -$ -$ -$ -$ -$ -$

0.0% 0.0%0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Complete Service List ADDITIONAL EXPENSE ACTIVITIES, PERMITS, and SERVICES Fiscal Year 2022-2028

0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
443
City of Richmond
Recreation Cost of Service & Fees Analysis
Fiscal Year 2022-2028
Admin Allocations
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 General Fund Administration
Revenue - - - - - - - - - - Expense 283,525 276,767 186,004 470,990 499,249 526,708 553,044 470,990 470,990 - Recreation - Admin Division
Revenue 308,683 147,885 211,338 149,482 152,472 155,521 158,631 149,482 149,482 - Expense 2,207,027 2,661,620 2,215,476 3,750,555 3,975,588 4,194,246 4,403,958 3,750,555 3,750,555 - Community Services Admin
Revenue - - - - - - - Expense - - - - - - - - - - Other
Revenue - - - - - - - Expense - - - - - - - FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 TOTAL REVENUE (all core service areas) 870,738 1,134,774 1,241,237 1,072,700 1,118,919 1,167,943 1,207,349 TOTAL EXPENSE (all core service areas) 2,972,281 3,228,128 4,123,812 4,031,781 4,233,370 4,445,039 4,675,035 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Booker T Anderson Center
Revenue - 400 - 5,500 5,555 5,611 5,667 Expense 172,985 142,715 240,525 122,948 129,095 135,550 142,328 Nevin Center
Revenue 865 9,588 10,813 7,200 7,272 7,345 7,418 Expense 198,559 294,191 351,191 265,763 279,051 293,004 307,654 Shields-Reid Center
Revenue 37,655 23,911 12,630 6,000 6,060 6,121 6,182 Expense 260,955 222,336 269,996 217,510 228,386 239,805 251,795 Richmond Recreation Complex
Revenue 151,589 191,243 207,284 184,650 186,497 188,361 190,245 Expense 308,208 343,827 502,621 501,103 526,158 552,466 580,089 Parchester Center
Revenue - 500 2,058 2,100 2,121 2,142 2,164 Expense 97,807 136,616 148,769 91,359 95,927 100,723 105,759 May Valley Center
Revenue 83,100 56,660 49,625 35,000 35,350 35,704 36,061 Expense 208,308 145,183 284,827 336,897 353,742 371,429 390,000 TOTAL Recreation Centers
Revenue 273,209 282,302 282,410 240,450 242,855 245,283 247,736 Expense 1,246,822 1,284,868 1,797,929 1,535,580 1,612,359 1,692,977 1,777,626

15.7%
% of TOTAL Revenue 31.4% 24.9% 22.8% 22.4% 21.7% 21.0% 20.5% % of TOTAL Expense 41.9% 39.8% 43.6% 38.1% 38.1% 38.1% 38.0% Rec Admin Allocation (REV) - - - 33,507 - - - Total REVENUE w/ Admin 273,209 282,302 282,410 273,957 242,855 245,283 247,736 General Fund Admin Allocation (EXP) 118,934 110,160 81,095 179,385 190,149 200,607 210,288 Recreation Admin Allocation (EXP) 925,811 1,059,385 965,919 1,428,470 1,514,178 1,597,458 1,674,552 Community Centers Allocation (EXP) - - - - - - - Other Allocation (EXP) - - - - - - - Total EXPENSE w/ Admin 2,291,567 2,454,413 2,844,943 3,143,435 3,316,686 3,491,041 3,662,466 Cost Recovery w/ Admin 8.7%
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 General Recreation Services
Revenue 39,928 41,207 32,968 40,000 40,400 40,804 41,212 Expense 256,578 277,693 320,731 286,836 301,178 316,237 332,049 Senior Center
Revenue 160 200 732 - - - - Expense 158,009 117,574 215,991 200,679 210,713 221,249 232,311 Senior Center Annex
Revenue 1,100 200 100 100 101 102 103 Expense 241,357 246,256 285,567 274,193 287,903 302,298 317,413 Special Events
Revenue 1,160 6,134 7,235 - - - - Expense 5,434 72,013 162,532 107,396 112,766 118,404 124,324 Other
Revenue - - - - - - - Expense - - - - - - - TOTAL General Recreation
Revenue 42,348 47,741 41,035 40,100 40,501 40,906 41,315 Expense 661,378 713,536 984,821 869,104 912,559 958,187 1,006,097

4.6%
% of TOTAL Revenue 4.9% 4.2% 3.3% 3.7% 3.6% 3.5% 3.4%
checks FY 25
Administration to Spread

COMMUNITY CENTERS

GENERAL RECREATION
444
% of TOTAL Expense 22.3% 22.1% 23.9% 21.6% 21.6% 21.6% 21.5% Rec Admin Allocation (REV) - - - 5,588 - - - Total REVENUE w/ Admin 42,348 47,741 41,035 45,688 40,501 40,906 41,315 General Fund Admin Allocation (EXP) 63,089 61,176 44,420 101,528 107,620 113,539 119,018 Recreation Admin Allocation (EXP) 491,097 588,317 529,085 808,482 856,991 904,125 947,759 Community Centers Allocation (EXP) - - - - - - - Other Allocation (EXP) - - - - - - - Total EXPENSE w/ Admin 1,215,564 1,363,028 1,558,326 1,779,114 1,877,170 1,975,852 2,072,874 Cost Recovery w/ Admin 2.6%
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Richmond Swim Center
Revenue 156,370 183,585 229,559 196,300 211,023 226,849 238,192 Expense 329,084 381,542 501,944 544,477 571,701 600,286 630,300 Plunge
Revenue 142,647 205,382 250,725 240,350 258,376 277,754 291,642 Expense 302,019 393,137 444,648 380,161 399,169 419,128 440,084 Other
Revenue - - - - - - - Expense - - - - - - - Other
Revenue - - - - - - - Expense - - - - - - - TOTAL Aquatics
Revenue 299,017 388,967 480,284 436,650 469,399 504,604 529,834 Expense 631,103 774,679 946,592 924,638 970,870 1,019,413 1,070,384

47.2%
% of TOTAL Revenue 34.3% 34.3% 38.7% 40.7% 42.0% 43.2% 43.9% % of TOTAL Expense 21.2% 24.0% 23.0% 22.9% 22.9% 22.9% 22.9% Rec Admin Allocation (REV) - - - 60,848 - - - Total REVENUE w/ Admin 299,017 388,967 480,284 497,498 469,399 504,604 529,834 General Fund Admin Allocation (EXP) 60,201 66,418 42,696 108,016 114,497 120,794 126,623 Recreation Admin Allocation (EXP) 468,617 638,730 508,547 860,142 911,751 961,897 1,008,319 Community Centers Allocation (EXP) - - - - - - - Other Allocation (EXP) - - - - - - - Total EXPENSE w/ Admin 1,159,921 1,479,827 1,497,835 1,892,796 1,997,117 2,102,104 2,205,326 Cost Recovery w/ Admin 26.3%
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Convention Center
Revenue 256,164 415,764 437,508 355,500 366,165 377,150 388,464 Expense 432,978 455,045 394,470 702,459 737,582 774,461 820,929 Other
Revenue - - - - - - - Expense - - - - - - - TOTAL Convention Center Services
Revenue 256,164 415,764 437,508 355,500 366,165 377,150 388,464 Expense 432,978 455,045 394,470 702,459 737,582 774,461 820,929

50.6%
% of TOTAL Revenue 29.4% 36.6% 35.2% 33.1% 32.7% 32.3% 32.2% % of TOTAL Expense 14.6% 14.1% 9.6% 17.4% 17.4% 17.4% 17.6% Rec Admin Allocation (REV) - - - 49,539 - - - Total REVENUE w/ Admin 256,164 415,764 437,508 405,039 366,165 377,150 388,464 General Fund Admin Allocation (EXP) 41,302 39,014 17,793 82,061 86,984 91,769 97,114 Recreation Admin Allocation (EXP) 321,502 375,189 211,925 653,461 692,669 730,765 773,328 Community Centers Allocation (EXP) - - - - - - - Other Allocation (EXP) - - - - - - - Total EXPENSE w/ Admin 795,782 869,247 624,188 1,437,981 1,517,235 1,596,995 1,691,370 Cost Recovery w/ Admin 28.2%
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 -
Revenue - - - - - - - Expense - - - - - - - TOTAL Other
Revenue - - - - - - - Expense - - - - - - -

0.0%
% of TOTAL Revenue 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
% of TOTAL Expense 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Rec Admin Allocation (REV) - - - - - - - Total REVENUE w/ Admin - - - - - - - General Fund Admin Allocation (EXP) - - - - - - - Recreation Admin Allocation (EXP) - - - - - - - Community Centers Allocation (EXP) - - - - - - - Other Allocation (EXP) - - - - - - - Total EXPENSE w/ Admin - - - - - - - Other
Aquatics
Convention Center
445
Cost Recovery w/ Admin 0.0%
FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 -
Revenue - - - - - - - Expense - - - - - - - TOTAL Other
Revenue - - - - - - - Expense - - - - - - -

0.0%
% of TOTAL Revenue 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
% of TOTAL Expense 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Rec Admin Allocation (REV) - - - - - - - Total REVENUE w/ Admin - - - - - - - General Fund Admin Allocation (EXP) - - - - - - - Recreation Admin Allocation (EXP) - - - - - - - Community Centers Allocation (EXP) - - - - - - - Other Allocation (EXP) - - - - - - - Total EXPENSE w/ Admin - - - - - - - Cost Recovery w/ Admin 0.0%
Other
446
Richmond, CA
Peer Comparisons
Fee Amount Resident Non-Resident
Community Information
Population
Median Household Income
Facility Rentals
Community Center $83 - $259 N/A
Parks $31 - $124 N/A
Sports Fields $16 - $73 N/A
Pool $154 - $193 N/A
Programs
Aquatics
Recreational Swim - Adult 7.00$ 8.75 Recreational Swim - Child 4.00$ 5.00 Recreational Swim - Senior 5.00$ N/A Recreational Swim - Non-Swimmer 2.50$ 2.50$ Swim Lessons 42.00$ 52.50$
Adult Programs
Zumba 6.00$ 7.50$
Yoga N/A N/A
Pickleball 5.00$ N/A
Martial Arts N/A N/A
Youth Programs
Afterschool Program 80.00$ N/A Soccer or Basketball League $500/per team N/A
Senior Programs
Art Class 2.00$ N/A
Zumba 2.00$ N/A
Fee Type / Descriptions Richmond, CA
114,106
$90,038
447
Resident Non-Resident Resident Non-Resident
$45 - $125 $53 - $149 $55 - $315 $65 - $377
N/A N/A $153 - $369 $196 - $412
$17 - $64 $22 - $74 $38 - $45 N/A
N/A N/A $180 - $325 N/A
N/A N/A 6.25$ 7.25$
N/A N/A 5.25$ 6.00$

N/A N/A N/A N/A

N/A N/A N/A N/A
N/A N/A 31.00$ 36.00$

9.00$ N/A 40.00$ 45.00$

32.00$ N/A 56.00$ 62.00$ N/A N/A 141.00$ 154.00$

16.00$ N/A N/A N/A

N/A N/A N/A N/A
N/A N/A 235.00$ 257.00$
N/A N/A 83.00$ 91.00$
N/A N/A 53.00$ 58.00$
31,249
$78,215
122,315
$109,195
San Pablo, CA Concord, CA
Peer Comparisons
448
106.8583333
Resident Non-Resident Resident Non-Resident
$13 - $274 $13 - $319 222.00$ 278.00$ $63 - $94 $94 - $110 $85 - $245 $107 - $307
$21 - $84 $21 - $98 34.00$ 43.00$ $63 - $1033 $63 - $1,783

63.00$ 78.00$ 80.00$ 100.00$

60.00$ 70.00$ 13.00$ 16.00$

68.00$ N/A 42.00$ 52.00$ N/A N/A 104.00$ 129.00$
N/A N/A 238.00$ 298.00$
N/A N/A 597.00$ N/A
300.00$ 350.00$ 217.00$ 270.00$

99.00$ 119.00$ 16.00$ 19.00$

56.00$ 66.00$
Drop-In: $8
30-Day Fitness Pass: $96 R/$119 NR
Annual Fitness Swim Pass: $86 R/$108 NR
30-Day Masters Plus Fitness Pass: $146 Res, $183
N/A
18+ Rec Swim Only - $6 drop in/10 swims $50
Not posted at this time
85,784
$98,063
San Leandro, CA
Peer Comparisons
El Cerrito, CA
25,552
$127,475
449
Resident Non-Resident
145.00$ 174.00$

99.00$ N/A

30.00$ 35.00$
530.00$ 570.00$

5.00$ 6.00$

N/A N/A

4.00$ 5.00$

N/A N/A

32.00$ 42.00$

30.00$ 36.00$

N/A N/A

80.00$ 96.00$

50.00$ 60.00$
Free Free
105.00$ 126.00$

50.00$ 60.00$

N/A N/A
Peer Comparisons
Vallejo, CA (Greater Vallejo Recreation District)
122,807
$89,496
450
Engage with BerryDunn
Report Type: Project
Project Name: Recreation and Community Services Cost of Service Study Date Range: 12-04-2024 - 02-04-2025
Exported: 15-04-2025 09:00:31
Performance Summary
Information regarding key visitation and utilisation metrics for your Site or projects.

1,016
Views
869
Visits
710
Visitors
377
Contributions
337
Contributors
0 Followers
Views - The number of times a Visitor views any page on a Site.

Visits - The number of end-user sessions associated with a single Visitor.

Visitors - The number of unique public or end-users to a Site. A Visitor is only counted once, even if they visit a Site several times in one day.

Contributions - The total number of responses or feedback collected through the participation tools.

Contributors - The unique number of Visitors who have left feedback or Contributions on a Site through the participation tools.

Followers - The number of Visitors who have ‘subscribed’ to a project using the ‘Follow’ button.

Conversions
Information regarding how well your engagement websites converted Visitors to perform defined key actions.

Feedback
Percentage of visits where at least 1
contribution was made.

Attention
Percentage of visits that lasted at least 1
active minute.

Actions
Percentage of visits where at least 2 actions
were performed.

Engage with BerryDunn - Project Report (12 Apr 2024 to 02 Apr 2025) Page 1 of 5 451
Participation
Information regarding how people have participated in your projects and activities.

Contributions by Activity
Contributions by Activity is a breakdown of contributions across each tool Activity Contributions %
Form 327 86.74%
Fund It 34 9.02%
Visioner 16 4.24%
Top Activities
Top Activities is the top 5 tools that received the highest contributions Activity Page Name Contributions Contributors
Form Recreation and Community Services Cost of Service Study 327 321 Fund It Recreation and Community Services Cost of Service Study 34 33 Visioner Input Recreation and Community Services Cost of Service Study 16 13 Projects
The current number of published projects on your site
Engagement Time
1 21 56
Days Hours Minutes
Mar 27th
2025
Peak Visitation
Date
Thursday
Peak Visitation Day
Top Visited Pages
Summary information for the top five most visited Pages.

Page Name Visitation % Visits Visitors
City of Richmond - Recreation Department Fee Study 100% 869 710 Engage with BerryDunn - Project Report (12 Apr 2024 to 02 Apr 2025) Page 2 of 5 452
People
Information regarding who has participated in your projects and activities.

Follower Activity
Information regarding the activity of registered Members who have 'followed' or subscribed to one or more projects. 0 Total Followers
0 New Followers
0 Total Follows
0 New Follows
Total Followers - The number of unique Members who have 'followed' at least one project.

New Followers - The number of new unique Members who have 'followed' at least one project within the specified reporting date range.

Total Follows - The number of total 'follows' performed by all Followers across all projects. Each Follower may record multiple Follows.

New Follows - The number of new total 'follows' performed by all Members across all projects within the specified reporting date range.

Visitor Profile
Visitor Profile is a comparison between new visitor and returning over the selected period First Time - The number of Visitors that are visiting a Site for the first time within the reporting date range.

Returning - The number of Visitors that have made more than one Visit to a Site within the reporting date range. •
1st Time: 705 - 99.30%
•
Returning: 5 - 0.70%
Engage with BerryDunn - Project Report (12 Apr 2024 to 02 Apr 2025) Page 3 of 5 453
Acquisition
Information regarding the method by which Visitors arrived to your Site or projects.

Referral Types
Referral traffic is the segment of traffic that arrives on your website through another source, like through a link on another domain.

Direct - Visitors who have arrived at a Site by entering the exact web address or URL of the page.

Search Engine - Visitors who have arrived at a Site via a search engine. Such as Google, Yahoo, etc.

Websites - Visitors who have arrived at the Site after clicking a link located on an external website.

Social Media - Visitors who have arrived at a Site by clicking a link from a known social media site such as Facebook, X, LinkedIn, etc.

Campaigns - Visitors who have arrived through a campaign (using a UTM). See your email campaign report for more details on campaigns sent from this platform.
•
Direct: 632 - 88.76%
•
Websites: 54 - 7.58%
•
Social Media: 18 - 2.53%
•
Search Engine: 8 - 1.12%
•
Campaigns: 0 - 0.00%
Engage with BerryDunn - Project Report (12 Apr 2024 to 02 Apr 2025) Page 4 of 5 454
Downloads
Information regarding your downloads, the total set of unique documents downloaded, total downloads of all files, and your top downloads. 0 Total Downloads
No Data Available
Email Campaigns
Information regarding your email campaigns, your total campaigns, the total number of recipients, and your top campaigns by click-through rate (clicks as a percentage of total recipients).
0 Email Campaigns Sent
0 Total Recipients
0%
Click-through Rate
No Data Available
Powered by TCPDF (www.tcpdf.org)
Engage with BerryDunn - Project Report (12 Apr 2024 to 02 Apr 2025) Page 5 of 5 455
City of Richmond – Recreation Fee Waiver Report
Fiscal Years 2023 - 2025

FY 2023/2024 Fee Waiver Report
Organization/
Individual Name
Event
Date
Event Site Event Type Amount
Waived
Urban Habitat 8/14/2023 Nevin
Community
Center
Rising Juntos
Community Meeting
$5,000.00
Mendocino Park
Pollinator Gardening
Group
9/9/2023 Mendocino
Playlot
Gardening Work
Party
$174.00
The Watershed Project 9/23/2023 Shimada
Friendship Park
Coastal Cleanup
Day
$833.00
The Latina Center 9/30/2023 Civic Center
Plaza
Ya Basta!/ Enough!
Benefit Concert
$2,430.00
The Black
Neighborhood
11/18/23
11/19/23
Recreation
Complex
8th Annual Turkey
Drive
$1,940.00
Mendocino Park
Pollinator Gardening
Group
12/9/2023 Mendocino
Playlot
Gardening Work
Party
$174.00
YES, Nature to
Neighborhoods
1/27/2024 Nicholl Park YES, Nature to
Neighborhoods
$236.00
The Watershed Project 2/10/24
2/24/24
3/16/24
4/13/24

Booker T.

Anderson Park
Restoration
Workdays
$894.00
Richmond Urban Forest
Committee
3/2/2024 Lucas Park Lucas Park Garden
Work
$155.00
Community Housing
Development
Corporation
3/20/2024 Shields Reid
Park
Earth Day Festival $698.00
Fierce Advocates 3/20/2024 Humphrey
Playlot
Earth Day
Community Clean
Up
$263.00
Total Amount
Waived
$12,797.00

456
FY 2024/2025 Fee Waiver Report
Organization/
Individual Name
Event
Date
Event Site Event Type Amount
Waived
21st Fleet Foundation
Inc.
8/10/24 Booker T.

Anderson
Community
Center and
Park
Community Event $1,297.00
West Contra Costa
Unified School District
8/5/24 Booker T.

Anderson
Community
Center
Stege Family
Community Event
$863.00
Rock Harbor Church,
Basic Ministry-Saving
America’s Youth
10/5/24 Booker T.

Anderson Gym
3 on 3 Youth
Basketball
Tournament
$1,216.00
The Black
Neighborhood
11/23/24 Richmond
Recreation
Complex
Annual Turkey
Giveaway
$1,464.50
The Watershed Project 9/21/2024 Shimada
Friendship Park
Coastal Cleanup
Day
$833.00
Visions of Hope
Outreach/Stop the
Bullying/Fists Up Guns
Down
4/12/25 Booker T.

Anderson
Community
Center
Boxing Event $1,585.00
Community Housing
Corporation
4/19/25 Shields Reid
Park
Earth Day Festival $802.00
Urban Tilth 4/19/25 Unity Park Earth Day
Celebration
$806.00
Total Amount
Waived
$8,866.50

457
1 1
DRAFT
Recreation Cost of Service Analysis
City Council Presentation
May 20, 2025
Presenters: Jessie Myott, Manager, BerryDunn
Ranjana Maharaj, Deputy Director of Community Services – Recreation, City of Richmond Antonio Banuelos, Accounting Manager, City of Richmond
458
2 22
Agenda
 Project Scope
 Analysis Summary
 Engagement Summary
 Recommendations & Considerations
 Questions and Discussion
459
3 On June 27, 2023, City Council adopted a resolution excluding recreation fees from the approved Master Fee Schedule, leaving the fees as is and providing direction that further analysis be conducted on the recreation fees.

The City Council also requested that the following principles for setting fees be included:
(1) Public resources for the public good - fees should maximize public use and benefits; (2) Social equity - prioritize access for historically excluded groups and address barriers; (3) Ability to pay - costs should be covered by those most able to pay; (4) Sustainable and sufficient revenue - ensure revenue sustains quality services without being prohibitive; and
(5) Alignment with City Council priorities - fees should match approved priorities.

City Council Action – June 27, 2023
460
4 4
Project Background & Scope
The City partnered with BerryDunn to prepare a Recreation Cost of Service Analysis. This study aimed to evaluate the level of effort and resources that the City’s Recreation Department expends on service delivery. The focus of the project is reviewing all revenue generated from user fees and charges for recreation activities, programs, facilities, and services and the identified expenses associated with providing all services. 461
5 Full Cost Modeling and Analysis
Identifying and analyzing the full cost to provide
recreation services to the community
PAST
Review, analyze, and
discuss the fiscal
environment and service
delivery objectives FY
2022 - 2024

PRESENT
Review, analyze, and
discuss the fiscal
environment and service
delivery objectives in
FY 2025 and identify
challenges and opportunities
FUTURE
Develop forecasts designed
to support service delivery
objectives and growth
FY 2026 – 2028. Develop
fiscal scenarios projected to
provide the resources needed
to meet objectives.
462
6 Full Cost Modeling and Analysis
All Services (framework demonstrating full cost)
4 Current Core
Service Areas
Included
2 Indirect
“Buckets”
Recreation Admin
General Fund
Admin
Convention Center
Aquatics
General Recreation
Community Centers
463
7 Summary of Findings
Recreation Services: FY 2022 – FY 2028 (projected)
• Average Revenue FY 22 - 24: $1,305,911*
• Average Revenue FY 25 - 28: $1,296,262* (-0.7%)
* Includes park/facility rental revenue
• Average Expense FY 22 - 24: $6,051,547
• Average Expense FY 25 - 28: $8,939,891 (+47.7%)

39.7% 39.8%

35.2% 30.3% 30.0% 29.8% 29.2%

21.6% 20.8% 22.3%

14.8% 14.6% 14.4% 14.2%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
5,000,000
FY 2022 FY 2023 FY 2024 FY 2025 (est) FY 2026 (proj) FY 2027 (proj) FY 2028 (proj) Recreation Services: FY 2022 - FY 2028
Revenue Expense Cost Recovery w/o Admin Cost Recovery w/ Admin 464
8 Summary of Findings
Core Service Areas: FY 2026 - FY 2028 (projected)
Cost Recovery w/o Admin or Capital

14.5%

4.3%

49.1% 48.5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
Community Centers General Recreation Aquatics Convention Center Revenue Expense Cost Recovery
465
9 Summary of Findings
Core Services: FY 2026 - FY 2028 (projected) – Percent of T otal Revenue

21.1%

3.5%

43.0%

32.4%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

50.0%
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
Community Centers General Recreation Aquatics Convention Center Revenue Percent of Total Revenue
466
10 Summary of Findings
Estimated Cost Recovery T arget Scenarios for Growth
May Translate into Fee Increases
Scenario FY 2026 FY 2027 FY 2028 CR/Rev Growth
Current 26.4% 26.3% 25.8% -
Least Aggressive 27.0% 27.4% 28.0% 2% – 3% / $100k
Moderate 28.2% 29.9% 30.0% 5% – 6% / $175k
Most Aggressive 29.4% 30.1% 31%+ 7% – 9% / $250k
467
11 As part of the Department’s CoS analysis,
BerryDunn conducted an online community
engagement effort using the Social Pinpoint
platform. This initiative provided residents
with several tools to share their
perspectives—an online survey, a budget
allocation exercise ("Fund It"), and an
interactive idea wall.

Engagement Summary
**More than 330 survey responses received, 744 visitors, and 389 contributions** 468
12 Future Considerations
Establish Cost Recovery Ranges:

BerryDunn recommends setting targeted ranges of cost recovery related to specific activity, program, and service categories.

Fee Schedule Updates:

BerryDunn recommends that the Department continue to review and update fees on a periodic basis, as needed. This may help to increase revenue generation and meet cost recovery targets.

Service Level Demand:

BerryDunn recommends that in conjunction with the financial reviews performed, the Department should also monitor and review demand, trends, and non -municipal competition to help assess and calculate fee levels to reflect actual demand for activities, programs, and services.

Non-Financial Factors:

BerryDunn recommends that consideration be given to non -financial factors when assessing and setting fee levels for services (e.g., perceived benefit received). 469
13 Continued Support Equitable Access to Facilities
In July 2022, City Council approved the creation of new Fee Waiver and Partnership Policies to ensure equitable access to recreation services while supporting strategic community partnerships. 470
14 City Council Options for Consideration Regarding Recreation Fees

1. No Changes to Current Recreation Fees (City staff’s recommendation) a. The fees will remain at their FY 2024-25 levels as part of the city-wide Master Fee Schedule b. The Department will continue to review its fees and recommend updates for City Council consideration on an annual basis
c. Recreation staff will continue to implement the Council-approved Fee Waiver and Partnership policies to increase access to city spaces
d. If there are no increases to Recreation fees, the impact to the City’s General Fund may increase

2. Increase Recreation fees by 3.6% based on the Employment Cost Index (ECI) a. City staff would adjust Recreation’s fees to align with the Master Fee Schedule’s ECI Index for FY 2025-26
b. This increase could increase revenue by approximately $42,120 based on FY 2025-26 revenue projections

3. Increase Recreation fees by an amount other than the ECI of 3.6% a. The City could set cost recovery targets based on the following:
i. Establish a level of cost recovery for the overall fees for Community Services-Recreation. 471
15 15
berrydunn.com
Questions and
Discussion
472
Community Services
CURRENT FEE Factor APPROVED
1 Cancellation more than 30 days prior to event, all fees and deposit will be refunded less the administrative costs associated with the reservation and event planning.

1.00 N/A 1.00 50% 25% 2 Cancellation 30 days or less prior to event, no refund of deposit - N/A - 3 Richmond Convention Center
4 1-May-2022 150.70 1-Jul-2023 160.30 1.064 5 Replacement Charge per item for lost, damaged, and unreturned materials. Cost 1.000 Cost N/A N/A
1-May-2022 150.70 1-Jul-2023 160.30 1.064 6 Deposit--$3000 minimum (may be higher) 3,081.00 1.000 3,081.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 7 Deposit--Concerts $5000 minimum (may be higher) Fees to be determined 5,135.00 1.000 5,135.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 8 Friday – Sunday, hourly 1,061.00 1.000 1,061.00 $531.00 $796.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 9 Monday – Thursday, hourly 848.00 1.000 848.00 $424.00 $636.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 10 Rental: Memorial Auditorium Main Floor 1-May-2022 150.70 1-Jul-2023 160.30 1.064 11 Deposit--$3000 minimum (may be higher) 3,081.00 1.000 3,081.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 12 Friday – Sunday, hourly (Whole Main Floor) 642.00 1.000 642.00 $321.00 $482.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 13 Monday – Thursday, hourly (Whole Main Floor) 514.00 1.000 514.00 $257.00 $386.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 14 Bingo, 8-hour max., daily 2,054.00 1.000 2,054.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 15 Rental: Bermuda/Catalina 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 16 Deposit--$500 minimum (may be higher) 514.00 1.000 514.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 17 Friday – Sunday, hourly 313.00 1.000 313.00 $157.00 $235.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 18 Monday – Thursday, hourly 251.00 1.000 251.00 $126.00 $188.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 19 Rental: Terrace Rooms (C/D/E/F/G/H) 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 20 Deposit--$250 minimum (may be higher) 257.00 1.000 257.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 21 First Room Monday - Thursday Hourly 124.00 1.000 124.00 $62.00 $93.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 22 Additional Terrace Room Monday - Thursday, hourly 52.00 1.000 52.00 $26.00 $39.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 23 First Room Friday - Sunday Hourly 155.00 1.000 155.00 $78.00 $116.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 24 Additional Terrace Room Friday - Sunday, hourly 66.00 1.000 66.00 $33.00 $50.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 25 Rental: Convention Center Lobby 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 26 Deposit--$500 minimum (may be higher) 514.00 1.000 514.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 27 Monday – Thursday, hourly 251.00 1.000 251.00 $126.00 $188.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 28 Friday – Sunday, hourly 313.00 1.000 313.00 $157.00 $235.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 29 Rental: Convention Center Kitchen and Dressing Rooms, Ticket Booth 1-May-2022 150.70 1-Jul-2023 160.30 1.064 30 Shared use Monday - Thursday, daily (with event booking) 106.00 1.000 106.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 31 Shared use Friday - Sunday, daily (with event booking) 132.00 1.000 132.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 32 Sole use Monday - Thursday, daily (with event booking) 165.00 1.000 165.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 33 Sole use Friday - Sunday, daily (with event booking) 206.00 1.000 206.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 34 Sole use Monday - Thursday, flat fee, 6 hours max. (without event booking) 514.00 1.000 514.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 35 Sole use Friday - Sunday, flat fee, 6 hours max. (without event booking) 642.00 1.000 642.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 36 Deposit for sole use, without event booking 514.00 1.000 514.00 N/A N/A Rental fees includes 2 contracted attendants & janitorial supplies. Minimum of four (4) hours rental.

Rental fees includes 1 contracted attendant & janitorial supplies. Minimum of three (3) hours rental.

Rental fees includes 2 contracted attendants & janitorial supplies. Minimum of four (4) hours rental.

Last increase
implemented
ECI Index for
last increase
Index Effective
date for
proposed
increase
ECI Index for
proposed
increase
ECI
Factor Description
Gov't
Discount
Richmond
Non-Profit
City of Richmond

MASTER FEE SCHEDULE

COMMUNITY SERVICES
Rental fees includes 3 contracted attendants & janitorial supplies. Additional attendants fee maybe charged as needed per Convention Center Staff's assessment. Minimum of four (4) hours rental.

Rental: Convention Center Complex: Includes the Main Floor, Lobby , Bermuda Room and Terrace Rooms (C/D/E/F/G/H). Excludes the Kitchen and Dressing Rooms which may be rented separately.

Community Services May 16, 2025 Page 1 of 5473
Community Services
CURRENT FEE Factor APPROVED
Last increase
implemented
ECI Index for
last increase
Index Effective
date for
proposed
increase
ECI Index for
proposed
increase
ECI
Factor Description
Gov't
Discount
Richmond
Non-Profit
City of Richmond

MASTER FEE SCHEDULE
1-May-2022 150.70 1-Jul-2023 160.30 1.064 37 Dressing Room-Band/Chorus Room Monday to Thursday, daily (w/event booking) 65.00 1.000 65.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 38 Dressing Room--Band/Chorus Room Friday to Sunday, daily (w/event booking) 81.00 1.000 81.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 39 Individual Dressing Room, upstairs, Monday to Thursday, daily (w/event booking) 34.00 1.000 34.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 40 Individual Dressing Room, upstairs, Friday to Sunday, daily (w/event booking) 42.00 1.000 42.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 41 Ticket Booth, Monday to Thursday, daily 52.00 1.000 52.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 42 Ticket Booth, Friday to Sunday, daily 66.00 1.000 66.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 43 Community Center Rooms 1-May-2022 150.70 1-Jul-2023 160.30 1.064 44 1-May-2022 150.70 1-Jul-2023 160.30 1.064 45 Deposit--$500 minimum (may be higher) 514.00 1.000 514.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 46 Social Hall - hourly (RRC) 158.00 1.000 158.00 $79.00 $119.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 47 Deposit--$500 minimum (may be higher) 514.00 1.000 514.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 48 Social Hall - hourly (NEVIN) 139.00 1.000 139.00 $70.00 $104.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 49 Deposit--$500 minimum (may be higher) 514.00 1.000 514.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 50 Social Hall - hourly (PARCHESTER, SHIELDS REID) 119.00 1.000 119.00 $60.00 $89.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 51 1-May-2022 150.70 1-Jul-2023 160.30 1.064 52 Deposit--$250 minimum (may be higher) 257.00 1.000 257.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 53 Multi Purpose Room - hourly (BTA, NEVIN & PT.

RICHMOND) 104.00 1.000 104.00 $52.00 $78.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 54 1-May-2022 150.70 1-Jul-2023 160.30 1.064 55 Deposit--$250 minimum (may be higher) 257.00 1.000 257.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 56 Conference Room - hourly (NCC,BTA,PCC,PRCC,SRCC, Annex) 83.00 1.000 83.00 $42.00 $62.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 57 Field Permits 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 58 Non League Deposit--$100 minimum (may be higher) 103.00 1.000 103.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 59 League Deposit--$300 minimum (may be higher) 308.00 1.000 308.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 60 Youth Sports, hourly 28.00 1.000 28.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 61 Adult Sports, hourly (Excluding Adult Baseball) 41.00 1.000 41.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 62 Adult Baseball, hourly 73.00 1.000 73.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 63 Tennis Courts 1-May-2022 150.70 1-Jul-2023 160.30 1.064 64 Deposit--$100 minimum (may be higher) 103.00 1.000 103.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 65 Tennis Courts, hourly 16.00 1.000 16.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 66 MLK Artificial Turf Field 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 67 Non League Deposit--$100 minimum (may be higher) 103.00 1.000 103.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 68 League Deposit--$300 minimum (may be higher) 308.00 1.000 308.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 69 Youth Sports, hourly 41.00 1.000 41.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 70 Adult Sports, hourly 51.00 1.000 51.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 71 Track - Youth, hourly 31.00 1.000 31.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 72 Track - Adult, hourly 41.00 1.000 41.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 73 Gymnasiums 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 74 Deposit--$250 minimum (may be higher) 257.00 1.000 257.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 75 Gymnasium, hourly (BTA, RRC) 152.00 1.000 152.00 $76.00 $114.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 76 Deposit--$500 minimum (may be higher) 514.00 1.000 514.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 77 Gymnasium, as Social Hall, hourly (BTA, RRC) 259.00 1.000 259.00 $130.00 $194.00 Rental fees includes 1 trash can and maintenance fee.

Rental fees includes 1 trash can and maintenance fee.

Conference Room for 20 to 30 attendees. Rental fees includes 1 contracted attendant & janitorial supplies, available chairs and tables. Minimum of two (2) hours rental.

Multi Purpose Room- Maximum 50 attendees. Rental fees includes 1 contracted attendant & janitorial supplies, available chairs and tables. Minimum of two (2) hours rental.

Social Hall for 75 to 190 attendees. Rental fees includes 1 contracted attendant & janitorial supplies, available chairs and tables. Minimum of two (2) hours rental.

Rental fees includes 1 contracted attendants & janitorial supplies.

Community Services May 16, 2025 Page 2 of 5474
Community Services
CURRENT FEE Factor APPROVED
Last increase
implemented
ECI Index for
last increase
Index Effective
date for
proposed
increase
ECI Index for
proposed
increase
ECI
Factor Description
Gov't
Discount
Richmond
Non-Profit
City of Richmond

MASTER FEE SCHEDULE
1-May-2022 150.70 1-Jul-2023 160.30 1.064 78 Park Reservations 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 79 Deposit--$100 minimum (may be higher) 103.00 1.000 103.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 80 Groups of 50 or less participants, for general use, hourly (Includes 2 Trash Cans) 31.00 1.000 31.00 $16.00 N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 81 Deposit--$150 minimum (may be higher) 154.00 1.000 154.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 82 Groups of 51 to 100 participants, for general or
fundraiser/commercial use, hourly (Includes 4 Trash
Cans)

63.00 1.000 63.00 $32.00 N/A
1-May-2022 150.70 1-Jul-2023 160.30 1.064 83 Deposit--$150 minimum (may be higher) 154.00 1.000 154.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 84 Groups of 101 to 199 participants, for general or
fundraiser/commercial use, hourly (Includes 8 Trash
Cans)

83.00 1.000 83.00 $42.00 N/A
1-May-2022 150.70 1-Jul-2023 160.30 1.064 85 Deposit--$150 minimum (may be higher) 154.00 1.000 154.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 86 Groups of 200+ participants, for festivals and/or major celebrations, hourly (Includes 12 Trash Cans) 124.00 1.000 124.00 $62.00 N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 87 Civic Center Plaza 1-May-2022 150.70 1-Jul-2023 160.30 1.064 88 Deposit--$1000 minimum (may be higher) 1,027.00 1.000 1,027.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 89 Rental fee, hourly 205.00 1.000 205.00 $103.00 N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 90 Picnic Areas 1-May-2022 150.70 1-Jul-2023 160.30 1.064 91 Deposit--$100 for 50 and under, minimum (may be higher) 103.00 1.000 103.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 92 Deposit--$150 for 51 and over, minimum (may be higher) 154.00 1.000 154.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 93 Nicholl, Country Club Vista, Barbara & Jay Vincent -
Picnic Area, hourly ( three (3) hours minimum rental),
Includes 2 Trash Cans

39.00 1.000 39.00 $20.00 N/A
1-May-2022 150.70 1-Jul-2023 160.30 1.064 94 Marina Bay Park, Shimada Park - Picnic Table, per day.

Park standard fees will apply 27.00 1.000 27.00 $14.00 N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 95 Aquatic Fees - Commercial use by special arrangement 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 96 Deposit--$250 minimum (may be higher) 257.00 1.000 257.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 97 Pool Rental , Monday to Thursday, hourly 154.00 1.000 154.00 $77.00 $116.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 98 Pool Rental , Friday to Sunday, hourly 193.00 1.000 193.00 $97.00 $145.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 99 Pool Lane Rental, Monday to Thursday, hourly 47.00 1.000 47.00 $24.00 $35.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 100 Pool Lane Rental, Friday to Sunday, hourly 60.00 1.000 60.00 $30.00 $45.00 1-May-2022 150.70 1-Jul-2023 160.30 1.064 101 RSC Outdoor Picnic Area Only (No Pool), Monday to
Thursday, rental only during Recreation Swim Session,
maximum of 50 guests, seating for 36 at picnic tables.

92.00 1.000 92.00 N/A N/A
1-May-2022 150.70 1-Jul-2023 160.30 1.064 102 RSC Outdoor Picnic Area Only (No Pool), Friday to
Sunday, rental only during Recreation Swim Session,
maximum of 50 guests, seating for 36 at picnic tables.
116.00 1.000 116.00 N/A N/A
1-May-2022 150.70 1-Jul-2023 160.30 1.064 103 RSC Outside Pool plus Picnic Area, Monday to Thursday, hourly -two (2) hours minimum rental 154.00 1.000 154.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 104 RSC Outside Pool plus Picnic Area, Friday to Sunday, hourly -two (2) hours minimum rental 193.00 1.000 193.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 105 Rental Extra Fees, All fees are each/ per day unless stated otherwise 1-May-2022 150.70 1-Jul-2023 160.30 1.064 106 Alcohol Sales Permit 132.00 1.000 132.00 N/A N/A The hourly rental fee includes pool lifeguards for up to 25 guests but additional lifeguards maybe required due to risk involved as determined by the pool coordinator. Parties larger than 25 guests will be charged additional fees to cover the cost of additional lifeguards.

Standard Fees Reservation of Nicholl, Country Club Vista, Marina Bay, Barbara & Jay Vincent, and Shimada is limited to the picnic areas, except by special arrangement. Permission is required for amplified sound at all parks. All rental reservation requires a General Liability Insurance Coverage. Special Event Permit application must be completed.

Community Services May 16, 2025 Page 3 of 5475
Community Services
CURRENT FEE Factor APPROVED
Last increase
implemented
ECI Index for
last increase
Index Effective
date for
proposed
increase
ECI Index for
proposed
increase
ECI
Factor Description
Gov't
Discount
Richmond
Non-Profit
City of Richmond

MASTER FEE SCHEDULE
1-May-2022 150.70 1-Jul-2023 160.30 1.064 107 Alcohol Service Only 67.00 1.000 67.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 108 Chairs 1.00 1.000 1.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 109 Convention Center Major Events Cleaning Fee, Per Rental 514.00 1.000 514.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 110 Contracted Attendant Fee ( Per Hour) 31.00 1.000 31.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 111 Convention Center Holiday Decoration Per Rental 205.00 1.000 205.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 112 Field Drag & line, Per Request 103.00 1.000 103.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 113 Field Light (Per Hour) 21.00 1.000 21.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 114 Field Maintenance Fee - Long Range, Per Rental (10-12 months rentals) 205.00 1.000 205.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 115 Field Maintenance Fee, Per Use (Monthly Rentals) 21.00 1.000 21.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 116 Field Soccer Goal Equipment Setup, Per Request 62.00 1.000 62.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 117 Jumper Permit 41.00 1.000 41.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 118 Kitchen use-Community Center 51.00 1.000 51.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 119 Kitchen use-Senior Center 106.00 1.000 106.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 120 Lifeguard, Per Hour 31.00 1.000 31.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 121 Microphone - Cordless 59.00 1.000 59.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 122 Piano - Baby Grand 65.00 1.000 65.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 123 Piano - Grand 126.00 1.000 126.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 124 Podium with sound 99.00 1.000 99.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 125 Podium without sound 36.00 1.000 36.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 126 Projector 51.00 1.000 51.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 127 Projector Screen 31.00 1.000 31.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 128 Riser 21.00 1.000 21.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 129 Scoreboard Equipment 15.00 1.000 15.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 130 Sound Permit 27.00 1.000 27.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 131 Tables- Rectangle/ Round 4.00 1.000 4.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 132 Trash Can 10.00 1.000 10.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 133 Wet Bar-Fixed 103.00 1.000 103.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 134 Wet Bar-Portable 51.00 1.000 51.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 135 Administrative Fees 1-May-2022 150.70 1-Jul-2023 160.30 1.064 136 Application Fee - Rentals 31.00 1.000 31.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 137 Application Short Notice Fee (Application fee must be received 30 days prior to event) 26.00 1.000 26.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 138 Gross Concessions-Alcohol (Per Assessed Number of Attendee) 1.00 1.000 1.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 139 Gross Concessions-all sales excluding alcohol (Per Assessed Number of Attendee) 1.00 1.000 1.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 140 Gross Ticket Sale (Per Assessed Number of Attendee) 1.00 1.000 1.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 141 Marquee weekly rental 51.00 1.000 51.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 142 Rental Amendment Fee (any changes on approved contract) 26.00 1.000 26.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 143 Rental Event Date Change Fee 31.00 1.000 31.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 144 Film Permits 1-May-2022 150.70 1-Jul-2023 160.30 1.064 1-May-2022 150.70 1-Jul-2023 160.30 1.064 145 Still Photography, daily 51.00 1.000 51.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 146 Music Videos, Industrial, Web Content, daily 103.00 1.000 103.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 147 Commercial, Corporate, Short Films, Featur, Television, daily 154.00 1.000 154.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 148 BOOTHS AND FESTIVALS, EACH/PER DAY 1-May-2022 150.70 1-Jul-2023 160.30 1.064 149 Non-profit information/crafts 56.00 1.000 56.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 150 Non-profit food vendor (includes permit) 243.00 1.000 243.00 N/A N/A Fees are waived for Student Project but requires an applicable school letter confirming project. If filming at the City of Richmond facilities, rental fees will apply in addition to film permit fees.

Community Services May 16, 2025 Page 4 of 5476
Community Services
CURRENT FEE Factor APPROVED
Last increase
implemented
ECI Index for
last increase
Index Effective
date for
proposed
increase
ECI Index for
proposed
increase
ECI
Factor Description
Gov't
Discount
Richmond
Non-Profit
City of Richmond

MASTER FEE SCHEDULE
1-May-2022 150.70 1-Jul-2023 160.30 1.064 151 Commercial food vendor (includes permit) 359.00 1.000 359.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 152 Commercial merchandise 113.00 1.000 113.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 153 SPECIAL EVENT PERMIT FEES, All fees are per rental unless stated otherwise 1-May-2022 150.70 1-Jul-2023 160.30 1.064 154 Application Fee 31.00 1.000 31.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 155 Application Short Notice Fee (Application fee must be received 30 days prior to event) 26.00 1.000 26.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 156 Alcohol Sales Permit 132.00 1.000 132.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 157 Alcohol Service Only 67.00 1.000 67.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 158 Barricades - A Frame 2.00 1.000 2.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 159 Barricades - Cone 1.00 1.000 1.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 160 Barricades - Crowd Control 10.00 1.000 10.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 161 Barricades - Directional Signs 1.00 1.000 1.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 162 Barricades - No Parking Signs 1.00 1.000 1.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 163 Barricades - Delivery Fees 51.00 1.000 51.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 164 Jumper Permit 41.00 1.000 41.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 165 Parade Floats Permit 75.00 1.000 75.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 166 Sound Permit 27.00 1.000 27.00 N/A N/A 1-May-2022 150.70 1-Jul-2023 160.30 1.064 167 Trash Can, Per Day 10.00 1.000 10.00 N/A N/A 1-03-2004 N/A Not available N/A N/A Rental: Community Room (Madeline F. Whittlesey Room), Charge per hour--Will add a separate Rental
section

12.50 N/A 12.50
Community Services May 16, 2025 Page 5 of 5477