Richmond City Council
June 3, 2025

Attachment 4 - Draft Multi-Year Comparative Position Listing Department Revised
FY 2022-23
Revised
FY 2023-24
Revised
FY 2024-25
Proposed
FY 2025-26
Mental Health Clinician 0.0 1.0 1.0 1.0
Project Manager II - CCRP Manager 0.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 0.0 11.0 11.0 11.0
COMMUNITY SERVICES (Transportation)
R-transit Driver 2.0 2.0 2.0 2.0
R-transit Driver Leadworker 1.0 1.0 1.0 1.0
Project Manager I/II 2.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 5.0 4.0 4.0 4.0

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

FINANCE
Accountant I/II 7.0 6.0 5.0 5.0
Accounting Assistant 5.0 5.0 5.0 5.0
Accounting Manager 2.0 4.0 4.0 4.0
Administrative Services Coordinator 1.0 1.0 1.0 1.0
Budget Administrator 1.0 0.0 0.0 0.0
Budget Analyst l/II 2.0 2.0 1.0 1.0
Business License Field Inspector 1.0 0.0 0.0 0.0
Business License Specialist 2.0 3.0 3.0 3.0
Buyer I/II 1.0 1.0 1.0 1.0
Finance Manager 0.0 0.0 2.0 2.0
Project Manager I (Contract Compliance) 0.0 1.0 0.0 0.0 Contract Compliance Administrator 0.0 0.0 1.0 1.0

Attachment 4 - Draft Multi-Year Comparative Position Listing Department Revised
FY 2022-23
Revised
FY 2023-24
Revised
FY 2024-25
Proposed
FY 2025-26
Deputy City Manager (Moved from City Manager Office) 0.0 1.0 1.0 1.0 Deputy Director of Finance 1.0 1.0 1.0 1.0
Director of Finance 1.0 1.0 1.0 1.0
Payroll Coordinator 2.0 2.0 2.0 2.0
Payroll Manager 1.0 1.0 1.0 1.0
Senior Accountant 3.0 4.0 4.0 4.0
Senior Budget Analyst 1.0 1.0 1.0 1.0
Senior Buyer 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 32.0 35.0 35.0 35.0
FIRE
SWORN
Fire Chief 1.0 1.0 1.0 1.0
Battalion Chief 4.0 4.0 4.0 4.0
Deputy Fire Chief 1.0 1.0 1.0 1.0
Deputy Fire Marshal 1.0 1.0 1.0 1.0
Fire Captain 24.0 24.0 24.0 24.0
Fire Engineer 24.0 24.0 24.0 24.0
Fire Fighter (Temporary increase of One FTE - Authorized 30) 30.0 30.0 39.0 31.0 Fire Inspector I/II 5.0 5.0 5.0 5.0
Fire Marshal 1.0 1.0 1.0 1.0
Sub-total Sworn 91.0 91.0 100.0 92.0

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

HUMAN RESOURCES
Admin Assistant 1.0 1.0 1.0 1.0
Employee Benefits Analyst I 1.0 0.0 0.0 0.0
Human Resources Manager 3.0 3.0 2.0 2.0
Director of Human Resources 1.0 1.0 1.0 1.0
Human Resources Technician I/II/III 2.0 2.0 2.0 2.0
Human Resources Analyst I/II 4.0 5.0 5.0 5.0
Human Resources Analyst Principal 1.0 1.0 2.0 2.0
Human Resources Analyst Senior 2.0 2.0 2.0 2.0
Project Manager I/II 0.0 0.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 15.0 15.0 16.0 16.0
INFORMATION TECHNOLOGY | KCRT
Information Technology
Business Systems Analyst I 1.0 1.0 1.0 1.0
Duplicating/Mail Assistant 1.0 1.0 1.0 1.0

Attachment 4 - Draft Multi-Year Comparative Position Listing Department Revised
FY 2022-23
Revised
FY 2023-24
Revised
FY 2024-25
Proposed
FY 2025-26
Information Technology Assistant 1.0 1.0 1.0 1.0
Information Technology Director 1.0 1.0 1.0 1.0
Information Technology Manager 2.0 2.0 2.0 2.0
Information Technology Support Specialist I/II 1.0 1.0 1.0 1.0 Network & Systems Security Officer 1.0 1.0 1.0 1.0
Network & Systems Specialist I/II 1.0 1.0 1.0 1.0
Senior Programmer Analyst 1.0 1.0 1.0 1.0
Telecommunications Coordinator 1.0 1.0 1.0 1.0
KCRT
Cable TV Manager 1.0 1.0 1.0 1.0
Cable TV Programming Coordinator 1.0 1.0 1.0 1.0
Senior Cable TV Production Assistant 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 14.0 14.0 14.0 14.0

MAYOR'S OFFICE
Mayor 1.0 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 1.0
Administrative Assistant 0.0 0.0 1.0 1.0
Associate Management Analyst 2.0 2.0 1.0 1.0
Executive Assistant I 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 5.0 5.0 5.0 5.0
POLICE
SWORN
Asst Police Chief 1.0 1.0 1.0 1.0
Police Captain 3.0 3.0 3.0 3.0
Police Chief 1.0 1.0 1.0 1.0
Police Lieutenant 8.0 9.0 10.0 10.0
Police Officer 107.0 109.0 109.0 109.0
Police Officer Trainee 2.0 0.0 0.0 0.0
Police Sergeant 23.0 23.0 23.0 23.0
Sub-total Sworn 145.0 146.0 147.0 147.0

NON-SWORN
Administrative Assistant 2.0 2.0 4.0 4.0
Assistant Police Property Technician 1.0 1.0 1.0 1.0
Administrative Services Coordinator 1.0 0.0 0.0 0.0
CCTV Wireless & Systems Specialist 1.0 1.0 1.0 1.0
Civilian Admin Manager 1.0 0.0 0.0 0.0
Community Services Officer 2.0 2.0 0.0 0.0
Communications Dispatcher I/II/III 17.0 17.0 17.0 17.0
Communications Manager 1.0 1.0 1.0 1.0
Communications Shift Supervisor 4.0 4.0 4.0 4.0
Crime Analysis Technician 1.0 1.0 1.0 1.0
Crime Analyst 1.0 1.0 1.0 1.0
Crime Prevention Manager 1.0 1.0 1.0 1.0
Crime Prevention Specialist 1.0 1.0 1.0 1.0
Crime Scene Technician 3.0 3.0 6.0 6.0
Jailer 6.0 6.0 6.0 6.0
Network and Systems Specialist I/II 2.0 2.0 2.0 2.0

Attachment 4 - Draft Multi-Year Comparative Position Listing Department Revised
FY 2022-23
Revised
FY 2023-24
Revised
FY 2024-25
Proposed
FY 2025-26
Office Assistant 1.0 1.0 1.0 1.0
Parking Enforcement Representative 5.0 6.0 8.0 8.0
Police Admin Manager 0.0 1.0 1.0 1.0
Police Property Technician 1.0 1.0 1.0 1.0
Police Records & Property Mgr. 1.0 1.0 1.0 1.0
Police Records Specialist 9.0 9.0 9.0 9.0
Project Manager I/II 1.0 1.0 0.0 0.0
Community Engagement Mgr. 1.0 1.0 1.0 1.0
Public Safety Technology Supervisor 1.0 1.0 1.0 1.0
Senior Accountant 1.0 1.0 1.0 1.0
Senior Admin Analyst 1.0 1.0 1.0 1.0
Systems Administrator 1.0 1.0 1.0 1.0
Sub-total Non-Sworn 68.0 68.0 72.0 72.0
Total Full-Time Equivalents (FTEs) 213.0 214.0 219.0 219.0

PUBLIC WORKS
Administration & Finance Division
Administrative Assistant 4.0 5.0 4.0 4.0
Admin Services Coordinator 1.0 1.0 1.0 1.0
Assistant Deputy Director of Public Works 0.0 0.0 2.0 2.0 Deputy Public Works Director - Operations and Mainte 1.0 1.0 1.0 1.0 Deputy Public Works Director - Capital Improvement | 1.0 1.0 1.0 1.0 Director of Public Works 1.0 1.0 1.0 1.0
Executive Assistant I/II 2.0 1.0 1.0 1.0
Infrastructure Administrator 1.0 1.0 1.0 1.0
Associate Admin Analyst 1.0 2.0 2.0 2.0
Office Aide 0.8 0.8 0.8 0.8
Office Assistant 1.0 1.0 0.0 0.0
Senior Accountant 1.0 1.0 0.0 0.0
Senior Administrative Analyst 0.0 0.0 1.0 1.0
Capital Improvement | Engineering
Assistant/Associate Transportation Planner 0.0 0.0 1.0 1.0 Capital Projects Manager 1.0 1.0 1.0 1.0
Development Project Manager I/II 0.4 0.4 0.4 0.4
Associate Civil Engineer 0.0 1.0 0.0 0.0
Construction Inspector I/II 3.0 3.0 3.0 3.0
Junior/Assistant Engineer 1.0 2.0 3.0 3.0
Permit Technician I/II 0.0 0.0 1.0 1.0
Senior Civil Engineer 2.0 3.0 3.0 3.0
Senior Transportation Planner 0.0 0.0 1.0 1.0
Operations and Maintenance
Operations and Maintenance: Abatement
Building Trades Worker I/II/Senior 2.0 2.0 1.0 1.0
Equipment Operator 1.0 1.0 1.0 1.0
Facilities Maintenance Worker I/II 1.0 1.0 1.0 1.0
Maintenance Leadworker 2.0 2.0 3.0 3.0
Maintenance Worker I/II 13.0 13.0 13.0 13.0
Public Works Abatement Superintendent 1.0 1.0 1.0 1.0
Operations and Maintenance: Building maintenance
Carpenter 2.0 2.0 2.0 2.0

Attachment 4 - Draft Multi-Year Comparative Position Listing Department Revised
FY 2022-23
Revised
FY 2023-24
Revised
FY 2024-25
Proposed
FY 2025-26
Custodial Maintenance Supervisor 1.0 1.0 1.0 1.0
Chief Electrician 1.0 1.0 1.0 1.0
Electrician I/II 4.0 4.0 4.0 4.0
Facilities Maintenance Worker I/II 9.0 9.0 11.0 11.0
PW Facilities maintenance Superintendent 1.0 1.0 1.0 1.0 Building Trades Worker I/II/Senior 2.0 2.0 2.0 2.0
Painter 2.0 2.0 2.0 2.0
Senior Electrician 1.0 1.0 1.0 1.0
Stationary Engineer 3.0 3.0 4.0 4.0
Stationary Engineer Supervisor 1.0 1.0 1.0 1.0
Operations and Maintenance: Fleet
Combo Equipment Lead Worker 0.0 0.0 1.0 1.0
Combo Equipment Mechanic 7.0 7.0 6.0 6.0
Equipment Mechanic III/Senior 3.0 3.0 3.0 3.0
Equipment Parts Specialist 1.0 1.0 1.0 1.0
Equipment Services Superintendent 1.0 1.0 1.0 1.0
Equipment Supervisor 1.0 1.0 1.0 1.0
Operations and Maintenance: Parks & Landscape
Equipment Parts Specialist 1.0 1.0 1.0 1.0
Gardener 3.0 2.0 4.0 4.0
Groundskeeper 13.0 14.0 18.0 18.0
Maintenance Leadworker 6.0 6.0 4.0 4.0
Parks & Landscaping Superintendent 1.0 1.0 1.0 1.0
Parks Construction & Maintenance Worker 5.0 5.0 7.0 7.0 Parks Supervisor 3.0 3.0 4.0 4.0
Tree Leadworker 1.0 1.0 2.0 2.0
Operations and Maintenance: Streets & Signs
Equipment Operator 10.0 10.0 10.0 10.0
Maintenance Leadworker 2.0 2.0 2.0 2.0
Maintenance Worker I/II 8.0 8.0 9.0 9.0
Project Manager I/II 1.0 0.0 1.0 1.0
PW Streets Maintenance Superintendent 1.0 1.0 1.0 1.0
Streets Supervisor 1.0 1.0 1.0 1.0
TBD - Tree Trimmers 0.0 0.0 2.0 2.0
Total Full-Time Equivalents (FTEs) 138.2 141.2 159.2 159.2 PUBLIC WORKS (Water Resource Recovery)
Environmental Compliance Inspector 2.0 2.0 2.0 2.0
Environmental Manager 1.0 1.0 1.0 1.0
Project Manager I/II 1.0 0.0 0.0 0.0
Water Resources Division Manager 0.0 1.0 1.0 1.0
Project Coordinator 1.0 0.0 0.0 0.0
Senior Civil Engineer 0.0 1.0 1.0 1.0
Senior Environmental Inspector 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 6.0 6.0 6.0 6.0

RENT PROGRAM
Administrative Assistant 3.0 1.0 1.0 1.0
Administrative Trainee 0.0 0.0 1.0 1.0
Compliance Specialist 0.0 2.0 2.0 2.0

Attachment 4 - Draft Multi-Year Comparative Position Listing Department Revised
FY 2022-23
Revised
FY 2023-24
Revised
FY 2024-25
Proposed
FY 2025-26
Deputy Director Rent Program 1.0 1.0 1.0 1.0
Executive Director Rent Program 1.0 1.0 1.0 1.0
Hearing Examiner Rent Program 1.0 1.0 1.0 1.0
General Counsel Rent Program 1.0 1.0 1.0 1.0
Office Assistant 0.0 2.0 1.0 1.0
Rent Program Analyst I/II 2.0 2.0 2.0 2.0
Senior Admin Analyst 1.0 1.0 1.0 1.0
Senior Management Analyst 1.0 1.0 1.0 1.0
Staff Attorney Rent Program 1.0 1.0 1.0 1.0
Total Full-Time Equivalents(FTEs) 12.0 14.0 14.0 14.0

RICHMOND HOUSING AUTHORITY
Administrative Assistant 1.0 1.0 1.0 1.0
Building Maintenance Supervisor 1.0 1.0 1.0 1.0
Executive Director Housing Authority 1.0 1.0 1.0 1.0
Resident Housing Manager 1.0 1.0 1.0 1.0
Senior Development Project Manager 1.0 0.0 0.0 0.0
Senior Property Manager 1.0 1.0 1.0 1.0
Senior Resident Housing Manager 1.0 0.0 0.0 0.0
Total Full-Time Equivalents (FTEs) 7.0 5.0 5.0 5.0
GRAND TOTAL ALL DEPARTMENTS 732.0 770.0 808.0 800.0

Attachment 5 - Draft List of Boards, Commissions, Committees, LLCs, and Regional Bodies No. Name of Group Meeting Occurrence Departmental Support 1 AB 617 meetings monthly Community Development
2 AB 939 (Contra Costa County) meetings monthly City Manager's Office Economic Development
3 Alameda/Contra Costa Parks and Recreation Director Calls monthly Community Services 4 America's Job Center of California (AJCC) quarterly Community Services 5 Arts and Culture Commission monthly City Manager's Office Economic Development
6 Association of Bay Area Governments (ABAG) City Manager's Office Community Development
7 Bay Area Air Quality Management District (BAAQMD) monthly as needed
Community Services
Community Development
Public Works
8 Bicycle Pedestrian Advisory Committee (BPAC) monthly Public Works 9 CalVIP grant meetings monthly Community Services
10 Castro Resident meetings monthly
Community Development
Fire
Police
11 Commission on Aging monthly Community Services
12 Community Crisis Response Program Community Advisory Board Community Services 13 Community Emergency Response Team (CERT) Fire
14 Community Police Review Commission monthly
City Manager's Office
City Attorney's Office
Police
15 Contra Costa Clean Water bi-weekly Public Works
16 Contra Costa Health A3 meetings monthly
Community Services
Fire
Police
17 Contra Costa Transportation Authority (CCTA) monthly Community Services 18 Crime Free Multi-Housing Meetings monthly Police
Richmond Housing Authority
19 Design Review Board bi-weekly Community Development
20 East Bay Regional Parks
City Manager's Office
Economic Development
Public Works
21 Easter Hill Housing Corporation quarterly
Richmond Housing Authority
City Manager's Office
City Clerk
Community Development
Finance
22 ECIA Ad Hoc Committee as needed City Manager's Office Community Services
23 ECIA Grant Review Ad-Hoc Committee as needed City Manager's Office 24 ECIA Transportation Oversight Committee as needed Community Services 25 Economic Development Association (EDA) monthly City Manager's Office Economic Development
26 Economic Development Commission monthly City Manager's Office Economic Development
27 EdFund Camp Achieve quarterly Community Services
28 Electric Vehicle (EV) Steering Committee quarterly Community Services 29 Fire Safety Council Fire
30 Friends of the Richmond Public Library monthly Community Services 31 General Pension Board as needed City Clerk's Office
32 Gilman Street Sport Complex Community Services
33 Government Alliance on Race and Equity (GARE) monthly Council Staff
City Manager's Office
Community Services
Information Technology
34 Green Cities California monthly City Manager's Office Economic Development
35 Hilltop District meetings monthly Public Works
36 Historic Preservation Commission monthly Community Development 37 Homeless Task Force monthly Community Development
Police
38 Housing Advisory Commission monthly
City Manager's Office
Economic Development
Richmond Housing Authority
39 Housing Authority Board of Commissioners one to three times per month City Manager's Office
City Clerk
City Attorney
Information Technology
Richmond Housing Authority
40 Human Rights and Human Relations Commission monthly Community Development City Attorney's Office
41 Juneteenth Planning Committee monthly
as needed Police
1687
Attachment 5 - Draft List of Boards, Commissions, Committees, LLCs, and Regional Bodies No. Name of Group Meeting Occurrence Departmental Support 42 League of California Cities East Bay quarterly City Manager's Office Management Leadership Team as needed
43 Library Commission bi-monthly Community Services
44 Library Foundation monthly Community Services
45 Literacy Day Event Committee monthly Community Services 46 Local Children's Funding Project monthly Department of Children and Youth 47 Marina District meetings monthly Public Works
48 Mayors Conference monthly City Manager's Office
Management Leadership Team as needed
49 MCE Clean Energy City Manager's Office
Economic Development
50 National Night Out planning committee as needed Community Services Police
51 Neighborhood Council (individual) meetings weekly
City Manager's Office
Community Development
Community Services
Fire
Police
Public Works
52 North Richmond Earth Day Committee as needed Community Services 53 North Richmond Green as needed Community Services
54 North Richmond Mitigation Fee Committee as needed (semi-annually) Community Services 55 North Richmond Municipal Advisory Committee as needed Community Services 56 Nystrom United Revitalization Effort (NURVE) Policy Ad-Hoc quarterly Community Services 57 Paratransit Coordinating Committee monthly Community Services 58 Parking Legislative meeting as needed Community Services 59 Personnel Board monthly Human Resources
60 Planning Commission bi-weekly Community Development
61 Police & Fireman's Pension Board as needed City Clerk's Office 62 Public Management Association monthly City Manager's Office Internal Services
63 Recreation and Parks Commission monthly Community Services Public Works
64 RecycleMore regional staff meetings monthly City Manager's Office Economic Development
65 Regional Park and Recreation Group monthly Community Services 66 Reimagining Public Safety Community Task Force monthly Community Services
Community Development
Police
67 Republic Services/ City of Richmond meetings monthly City Manager's Office
Economic Development
City Attorney's Office
68 Richmond Friends of Recreation bi-monthly Community Services 69 Richmond Fund for Children and Youth Oversight Board monthly Department of Children and Youth 70 Richmond Funders Forum bi-monthly Department of Children and Youth 71 Richmond Housing Authority Corporation quarterly
City Manager's Office
City Clerk
Community Development
Finance
Richmond Housing Authority
72 Richmond Neighborhood Coordinating Council Executive board monthly City Manager's Office
Economic Development
Community Services
Community Development
Fire
Police
Public Works
73 Richmond Police Activities League (RPAL) Little League Bo monthly Community Services 74 Richmond Promise monthly City Manager's Office
75 Richmond Rent Board monthly Rent Program
76 Richmond Repositioning and Transfer Discussion (PHARS) bi-weekly Finance Richmond Housing Authority
77 Richmond Swims as needed Community Services
78 Richmond Tennis Association monthly Community Services 79 Safety Committee Meetings monthly
Community Services
Human Resources
Public Works
80 Shimada Friendship Commission monthly City Council Office 81 Southside + 1 Neighborhood Council bi-monthly Community Services 82 Statewide Illegal Dumping Prevention Technical Advisory C quarterly City Manager's Office Economic Development
83 Trails for Richmond Action Committee (TRAC) as needed Community Services Public Works
2688
Attachment 5 - Draft List of Boards, Commissions, Committees, LLCs, and Regional Bodies No. Name of Group Meeting Occurrence Departmental Support 84 Transformative Climate Communities (TCC) Committee monthly City Manager's Office
Economic Development
Community Development
Community Services
Public Works
85 Unhoused Interdepartmental Team monthly
City Manager's Office
Community Development
Community Services
Public Works
Police
86 Urban Forest Advisory Committee monthly Public Works 87 West Contra Costa Integrated Waste Management Author monthly City Manager's Office Economic Development
88 West Contra Costa Transportation Advisory Committee (WCCTA) monthly Community Services 89 West Contra Costa Unified School District (WCCUSD) Com monthly Community Services 90 West County Agency (JPA between Richmond and West County Wastewater District) monthly Public Works 91 West County Mayors and Supervisors monthly City Manager's Office Management Leadership Team as needed
92 West County Wastewater District quarterly Public Works 93 Workforce Development Board bi-monthly Community Services 94 Youth Council as needed City Council Office
95 Zhoushan Friendship Commission monthly City Council Office 3689
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 1 | 9

Below are the Councilmembers’ questions and comments from May 6, 2025, City Council meeting, listed in chronological order. Responses from City staff are provided below for each question.

The next discussion regarding the draft FY 2025-26 Budget will occur on June 3, 2025.

Vice Mayor Zepeda:
 What are the impacts of tariffs on Sales Tax projections or any other taxes? Include percentage and dollar amounts in presenting the assumption. o Response: Tariffs can have direct and indirect effects on sales tax projections, primarily through their impact on consumer prices, consumption behavior, and the overall economy, but no exact dollar amount or percentage has been used so far by Avenu, the City’s Sales Tax Consultant. It is expected that tariffs will lead to increased consumer prices and that will in turn reduce consumption – especially for price sensitive goods (i.e. consumer electronics, travel, clothing and grocery items). Consumers will either buy less or switch to cheaper alternatives.

Additionally, Avenu’s conservative sales tax growth forecast reflects the following constraints, locally and regionally, on consumer, business, and government spending on taxable goods, (“headwinds”).
 Uncertainty about federal policy and budget changes and their impacts
 Rising unemployment
 Consumer spending shifted towards non-taxable services and away from gasoline
 High and rising housing costs
 High and rising insurance premiums
 High and rising grocery prices
 High and rising health care and education costs
 Higher temperatures and energy consumption (including energy for training and deploying artificial intelligence)
 High and rising energy prices

 What are the effects of the tariffs on Capital Improvement Projects (CIP). Do we have any estimated impact in percentage in that area?
o Response: The impact of tariffs on Capital Improvement Projects are as follows:
 Increased Pricing Volatility: The start of 2025 saw increased pricing volatility and reduced predictability due to changing tariffs and 690
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 2 | 9

international trade policies. These shifts are significantly influencing material costs, supply chain timelines, and overall project budgets.  Impact on Trade: One of the most influential factors behind rising construction costs in 2025 is the evolving trade landscape. Recent trade actions have expanded in scope, affecting a wide array of building materials.
 Lumber Prices: Softwood lumber, a key material for residential and light commercial construction, remains one of the most visibly impacted commodities. Ongoing tariff adjustments are contributing to elevated lumber prices and supply variability, leading to tighter margins and reduced cost certainty for builders and developers.  Figure 1 below, from CSW|ST2 illustrates the California Construction Cost Index from 2008 through 2025. The chart shows that during the great recession from 2008 through 2009, the index decreased reflecting the lower inflation. During Covid-19, inflation rose and also the index. However, it is uncertain how the tariffs will affect the prices, since there are multiple factors that can affect the cost index, recession could decrease prices while tariffs will increase prices.

Figure 2: California Construction Cost Index, 2008 - 2025

 When and how best should City Councilmembers provide any projects that the City Council wants to prioritize? Is it on or before June 3rd? Are we going to give a list? If we all have 20, are we going to have a conversation on all of them? 691
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 3 | 9

o Response: FY 2025-26 Proposed Operating and Capital Projects’ budget will be discussed on June 3, 2025, during a City Council study session.

The City Council can recommend and discuss projects and programs during the session.

 What are the impacts on Section 8 vouchers from the federal policy changes? How much money do we think we need to set aside to assist the individuals that might be affected by it?
o Response: The Housing Authority of Contra Costa County (HACCC) currently administers the Section 8 Housing Choice Voucher (HCV) Program for the City of Richmond and the unincorporated areas of the County. The Richmond Housing Authority (RHA) transferred the Section 8 HCV Program to Contra Costa County as of June 30, 2019.

With the recent federal policy changes, the City of Richmond Staff has proactively reached out to HACCC to determine the potential budget cuts.

We are also inquiring about the policies and practices they are implementing to minimize the impact on current voucher holders who are under contract, including the suspension of new voucher issuance.

There may be risks to new developments in the pipeline, such as Nevin, Richmond Village, and Nystrom. Staff will continue to monitor the situation and provide updates as more information becomes available.

 Why does the Refinery Property Tax show between 0 percent – 4 percent change on some years? How is it fluctuating so much, what makes it so? o Response: The Refinery valuation is based on a myriad of factors including the price of gas and volume produced. Contra Costa County does not share the actual calculation nor the expected valuation for the following year. Looking back at the previous ten years, the average yearly valuation change is 2.5 percent; however, within that time frame there have been significant increases and decreases. Without knowing the County Assessor’s methodology, it is prudent to leave the forecast of the Refinery valuation change at zero. For FY 2025-26, current Secured Property Taxes, the Refinery is valued at $3.3 billion. The City will not know the actual amount until the first week in July 2025. 692
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 4 | 9

Figure 3: Historical Assessed Valuation
Fiscal Year FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 FY24-25 FY25-26 Assessed Valuation
(AV) Year 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Refinery AV in
millions 3,053 3,176 2,982 3,321 3,035 3,020 2,631 2,843 3,162 3,343 TBD % AV Change 12.8% 4.0% -6.1% 11.4% -8.6% -0.5% -12.9% 8.0% 11.2% 5.7% TBD

 What do the Asset Capital Outlay numbers pertain to?
o Response: Asset Capital Outlay numbers include new vehicle purchases, computer hardware and software purchases, IT equipment, mobile data computer, parks improvement, furniture and equipment purchases.

Councilmember Bana:
 What is included in the “Other Revenue” category and what is the driver behind the significant increase compared to last year? Why is it so much higher and the actuals are lower?
o Response: The Other Revenue Category includes the $50 million. The variance is greater compared to the previous year’s budget because FY 2025-26 includes the first $50 million installment from the 10-year agreement.

 How does the appropriations limit, often referred to as the “Gann Limit”1 affect us? o Response: The Gann Limit, established by California Proposition 4 in 1979, aims to keep state and local government spending, including school spending, capped at 1978-79 levels, adjusted for changes in population and inflation. The primary purpose of the Gann Limit is to ensure that government spending does not exceed a certain threshold, thereby maintaining fiscal responsibility and preventing excessive government expenditure.

Per the City Council Resolution No. 56-24 current Appropriations Limit (Gann Limit) is $521 million and the proposed FY 2025-26 General Fund Budget is $257 million which is well below the limit. The City will revise the Gann limit in June 2025.

1 California Constitution Article XIIIB and Government Code (GC) section 7900 et seq. 693
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 5 | 9

 What is the worst-case scenario of an economic slowdown? o Response: On June 17, 2025, City staff will present an updated Five-Year Financial Forecast with three scenarios: Pessimistic, Middle of the Road, and Optimistic.
 Utilize bar charts to compare year-to-year changes in the budget documents and presentations.
o Response: The comment is noted, and City staff will continue to explore options to incorporate other effective data visualization tools. The exploration of other data visualization tools will further enhance the clarity and comprehensibility of the budget analysis.

Councilmember Jimenez:
 What are the revenue assumptions for Measure U? Does it include the actual amount for Chevron?
o Response: The Business License Tax (Measure U) forecast is based on actual payments made by businesses operating in or located in Richmond.

City staff reviewed the actual tax payments collected through March 2025.

For businesses that had not yet paid their 2025 tax, the 2024 payment amounts were provided as a placeholder. Adjustments were then made to reflect any changes in the Ordinance, such as the addition of a new tax category for auto dealerships. After determining the base revenue, City staff applied a conservative 2 percent growth factor to project future revenue.

Yes, the budgeted amount includes an estimate for the business tax to be paid by Chevron under the gross receipts business tax calculation. A legislative subpoena was issued to Chevron on May 29, 2025 by the City Attorney’s Office.

 The position vacancy rate is increasing from 6 percent to 11 percent. What is the methodology behind that increase?
o Response: The position vacancy rate is based on the following factors:
 The total approved position control is 800 full-time equivalent (FTE) positions, with approximately 17 percent currently vacant (135 FTEs). In FY 2024-25, 55 positions were added to position control.

Thus, the higher vacancy rate.
 The City faces challenges in filling public safety positions, making it unlikely that all vacancies will be filled by July 1, 2025. As of April 694
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 6 | 9

30, 2025 there are 23 vacant sworn positions in the Police Department.
 The City remains under the state audit and must exercise prudent judgement in filling these vacancies.
 Considering the aforementioned factors and current economic conditions, City staff have determined that an 11 percent vacancy rate is appropriate for the FY 2025-26 budget. This enables a balanced sustainable budget without term funding.

 The cost pool budget is $24M, but last year actual was only $12M. Show year- over-year changes and provide more detail. What were the things we were going to buy or do, but didn’t do?
o Response: City staff is unable to verify the $12 million mentioned in the Councilmember’s reference to the expenditure. The FY 2024-25 cost pool budget is $24.8M, and the FY 2025-26 proposed cost pool is $24.5M.

Figure 4 below shows the year-over-year actual and budget comparison since FY 2021-22.

Figure 4: Cost Pool History

 Include percentages and dollar amount of changes for revenue and expenses in revenue and expenditures assumptions.

2.2 7.7

4.2 14.1

3.0 8.1

4.2 15.3

3.9 8.4

3.9 16.2

5.0 9.8

3.7 18.5

6.7 13.1

4.9 24.8

5.9 13.8

4.9 24.5
- 5 10 15 20 25
1-Vehicle Replacement
2-Gen Liability
3-Civic Center Rent
Total COST POOL
$ Million
Category
FY2025-26 PROPOSED BUDGET FY2024-25 REVISED BUDGET FY2024-25 Q3 ACTUALS FY2023-24 ACTUALS FY2022-23 ACTUALS FY2021-22 ACTUALS
695
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 7 | 9

o Response: The comment is noted. City staff used a bar chart in Figure 4 and will continue to explore options to incorporate other effective data visualization tools.

Councilmember Wilson:
 Provide more clarity on the position listing and the assumed vacancy rate. If vacancy rate is planned, why do we still have 800 positions in the budget? Why don’t we just budget for what we anticipate having as staff for next year? o Response: The position vacancies are based on the following factors:
 Adjusting position control is a good idea and staff welcomes the opportunity to do so.
 The total approved position control is 800 full-time equivalent (FTE) positions, of which 55 were added in FY 2023-24, with
approximately 17 percent currently vacant. The City faces challenges in filling public safety positions, making it unlikely that all vacancies will be filled by July 1, 2025.
 The City remains under State Audit and must exercise prudent judgement in filling these vacancies and account for MOU negotiations, Capital Improvement Projects, etc.

 Unable to understand the 10-year forecast capital projects. There needs to be more context.
o Response: The City staff prepared a draft list of the potential capital projects for the next 10 years that also aligned with the Capital Improvement Projects (CIP) by the programmatic approach. The procurement process for a formal facility needs assessment study is currently underway. City staff can provide additional context and details during the June 3, 2025 City Council meeting.

 How does the annual budget and the 5-year Capital Improvement Projects intersect?
o Response: The 5-year Capital Improvement Plan (CIP) outlines the funding plan for approved projects that span the next 5 years. The annual budget allocates funds for the first year of the 5-Year CIP.

Mayor Martinez:
 All the revenue assumptions should reflect percentages, along with the actual numbers changed from the previous year.
o Response: The comment is noted, and City staff will incorporate this recommendation into future reports and presentations.
696
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 8 | 9

 Additional context for the multi-year Capital Improvement Projects forecast to help with decisions on ongoing financial impacts of investing in these projects. o Response: City staff prepared a draft list of the potential capital projects for the next 10 years that also aligned with the Capital Improvement Projects by the programmatic approach. The procurement process for a formal facility needs assessment study is currently underway. City Council will receive a CIP presentation as part of the June 3 budget session.

Vice Mayor Zepeda:
 Why are the firefighter positions reduced from 39 to 31 in the proposed draft budget?
o Response: Eight (8) temporary positions were created for the Fire Academy process. Upon the conclusion of the academy, the graduating trainees have been assigned to the existing vacant Firefighter positions.

Mayor Martinez:
 In the Position Control it is good to have the preferred number of staff. However, what is the realistic number of staff/positions that the City should have? o Response: As of April 30, 2025, there are total 800 budgeted positions with 665 filled and 135 vacant. City staff will continue to monitor the economic indicators and the City’s revenues and expenditures and exercise strategic hiring to maintain City services without interruption.

Fifty-five (55) positions were added in FY 2023-24.

Councilmember Jimenez:
 Provide vacancies by department. Code Enforcement has 6 vacancies. What is the hiring process going to be? Are we doing the soft holds? o Response: These positions are cost recovery and being filled by Human Resources and Community Development departments. Figure 5 below lists vacancies by department as of April 30, 2025. Staff will continue to monitor the economic indicators and the City’s revenues and expenditures and exercise strategic hiring to maintain City services.

697
Attachment 6 – City Council Questions and Responses May 6, 2025 FY 2025-26 Draft Budget
P a g e 9 | 9

Figure 5: Vacancy by Department as of April 30, 2025
Department Count of Position
CITY ATTORNEY 3
CITY MANAGER 3

COMMUNITY SERVICES
COMMUNITY CRISIS RESPONSE 9
EMPLOYMENT AND TRAINING 11
LIBRARY 3
OFFICE OF NEIGHBORHOOD SAFETY 1
RECREATION 8
DEPARTMENT OF CHILDREN & YOUTH 1
ECONOMIC DEVELOPMENT 3
FIRE 5

INTERNAL SERVICES
FINANCE 4
HUMAN RESOURCES 3
INFORMATION TECHNOLOGY 2
MAYOR 1
PLANNING & BUILDING REGULATION 12
POLICE 39
PUBLIC WORKS DEPARTMENT 23
RENT PROGRAM 1
TRANSPORTATION 1
WATER RESOURCE RECOVERY 2
Grand Total 135

698
DRAFT
City of Richmond
Draft Budget
Fiscal Year 2025-26
June 3, 2025
Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager – Internal Services
LaShonda White, Deputy City Manager – Community Services Andrea Miller, Director of Finance
Mubeen Qader, Deputy Director of Finance
Jerry Gurule, Accounting Manager
Antonio Banuelos, Accounting Manager
DRAFT
DRAFT
DRAFT
699
Overview
Budget Development
FY 2025-26 Budget Calendar (Process)
General Fund Revenue Assumptions
Draft General Fund Revenue Budget
General Fund Expenditure Assumptions
Draft General Fund Expenditure Budget
American Rescue Plan Act (ARPA)
Environmental and Community Investment Agreement
Transformative Climate Communities FY 2025-26 Budget
Festivals
Capital Improvement Projects
Next Steps
2 DRAFT
700
Budget
Development
Challenges
External factors impacting
local government budgets
include:
• National Politics
• Economic Influences
• Trade Tariffs
• Economic Cycles
• Inflation
• Interest Rates
3 701
4 Completed: FY 2025-26 Budget Development Schedule

ACTION / ACTIVITY DATE
Budget Kick Off Meeting January 23
Budget Input Window January 23 thru February 16
Budget Hearings: City Manager, Finance Director, and
Budget division meet with departments March 6 thru March 14 Union Budget Meeting March 27
Community Budget Meetings
• Community: April 10 & 23
• Richmond Neighborhood
Coordinating Council: April 14
First Draft FY 2025-26 Budget
FY 2024-25 Quarter 3 Budget Update May 6
Recreation Fee Study May 20
702
5 FY 2025-26 Budget Development Schedule

ACTION / ACTIVITY DATE
Budget Study Session on Proposed FY 2025-26 Operating
Budget and FY 2025-30 Five-Year Capital Improvement Plan and Develop Budget Checklist.

June 3
Review and Direction on Budget Checklist and changes to Proposed Budget June 17
City Council to Adopt FY 2025-26 Operating Budget, FY 2025- 30 Five-Year Capital Improvement Plan, and Gann Limit June 24 Adopted FY 2025-26 Budget available in MUNIS July 1
703
Recommended
Action
6 RECEIVE the draft Fiscal Year 2025-26 Annual
Operating Budget and Fiscal Year 2025-30
Five-Year Capital Improvement Plan Budget
presentation; and PROVIDE DIRECTION to
staff prior to final budget adoption.
704
General Fund FY 2025-26 DRAFT Budget
FY 2024-25 FY 2025-26 PCT

GENERAL FUND REVISED BUDGET DRAFT BUDGET CHANGE
TOTAL REVENUES (250,327,835) (306,211,175) 22.3%
TOTAL EXPENDITURES 266,672,389* 257,711,175** -3.4%
LIMITED-TERM REVENUE - 48,500,000*** -
NET (-SURPLUS)/+DEFICIT 16,344,554* - -
* Includes $16.3 Million One-Time Transfer Out for Several Capital Projects and Legal Costs. ** Not Included:
• $550M Total Over 5 Years and $1B Total Over 10 Years for Capital Improvement Program • $396M Total Outstanding for Pension Unfunded Actuarial Liability (UAL) • $63M Total Outstanding for Other Post Employment Benefits (OPEB) • Labor Negotiations in Progress with No Cost-of-Living Adjustments Included • No Additional Programs or Projects
***Includes $48,500,000 in limited-term revenue, which is available for Option A, B, or C. 7 705
General Fund Revenue Assumptions
8 Revenue Category Assumptions

PROPERTY TAXES
Assessed Value (AV) Growth stems from a combination of factors such as 2 percent Consumer Price Index (CPI) growth for most properties, new valuation for properties that were sold during 2024. Estimated growth of 4.0 percent for Secured Property Taxes and 2 percent for several revenue streams within this category, and a decrease of 12 percent for the Successor Agency Surplus account stemming from actuals received in FY 2023-24 and YTD, leading to overall growth of 1.3 percent for the Property Tax category.

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

UTILITY USERS TAX (UUT)
The analysis was in part provided by Avenu Insights and Analytics. Historically, growth rates applied to individual revenue streams within the UUT category, such as Cable, and Telecommunications, continue to decrease due to industry changes, while others such as Gas and Electricity continue to increase due to rate increases.

Additionally, the Settlement Amount expired in FY 2024-25; the cap amount paid by Chevron is based on Energy Services CPI for the Bay Area. Overall net increase of

4.6 percent.
706
General Fund Revenue Assumptions (Continued)
9 Revenue Category Assumptions

OTHER TAXES
Revenue streams in this category vary yearly due to different influences, but most are expected to remain stable. The Documentary Transfer Tax is budgeted using the Guiding Fiscal Policy formula, based on the monthly average since the tiered structure was approved by voters.

LICENSES, PERMITS &
FEES
The primary revenue stream is Business Tax and a growth factor of 8.5 percent based on actual amounts received in the last full year, FY 2023-24, plus a conservative growth factor of 2.0 percent. Net change for the category is 5.6 percent.

FINES & FORFEITURES Net increase of Parking citations and Muni Court Fines of 13.4 percent.

Increase stems from actual amounts received last year and year to date.

USE OF MONEY &
PROPERTY Interest income stemming from interest in pooled cash. 707
General Fund Revenue Assumptions (Continued)
10 Revenue Category Assumptions

CHARGES FOR SERVICES
Most items entered by corresponding departments based on their estimated level of service. Most amounts are about the same with the exception of additional revenues from Public Works. Net increase of 14.4 percent.

OTHER REVENUE
The Other Revenue category is typically unpredictable with very few items included in the budget line item. However, for FY 2025-26, this revenue category will include the $50,000,000, limited-term revenue. The remaining budgeted revenue funds are estimated by various departments.

RENTAL INCOME Proposed amounts are slightly higher and tied to current year actuals and leases.

GRANTS Only known grants are budgeted

PROCEEDS FROM SALE OF
PROPERTY Based on historical trend

OPERATING TRANSFERS IN
Based on Analysis of the Pension Tax Override (PTORS) fund, estimated AV growth, minus scheduled uses. Left over funds are transferred to the General Fund to be used for eligible Pension expenses.
708
General Fund Revenue Budget
11 CATEGORY FY 2024-25 REVISED
BUDGET FY 2025-26 DRAFT BUDGET PERCENT
CHANGE
PROPERTY TAXES (57,597,487) (58,329,291) 1.30%
SALES & USE TAX (60,901,150) (57,821,463) -5.10%
UTILITY USERS TAX (62,092,359) (64,943,670) 4.60%
OTHER TAXES (23,405,397) (28,399,659) 21.30%
LICENSES, PERMITS & FEES (16,352,770) (17,274,036) 5.60% FINES & FORFEITURES (176,438) (200,000) 13.40%
INTEREST INCOME (1,796,421) (3,030,545) 68.70%
CHARGES FOR SERVICES (3,255,703) (3,724,495) 14.40%
OTHER REVENUE (142,830) (50,167,500) 35,023.90%
RENTAL INCOME (777,478) (791,157) 1.80%
INTERGOVERNMENT STATE TAXES (125,000) (150,000) 20.00%
INTERGOVERNMENT GRANTS (380,000) (470,000) 23.68%
PROCEEDS FROM SALE OF PROPERTY (15,000) (15,000) 0.00%
LOAN/BOND PROCEEDS (40,400) (40,400) 0.00%
OPERATING TRANSFERS IN (23,269,402) (20,853,959) -10.40% GENERAL FUND (250,327,835) (306,211,175) 22.30%
709
FY 2024-25 vs. FY 2025-26 General Fund Revenues
12 57,597,487
60,901,150
62,092,359
23,405,397
22,557,040
505,000
23,269,402
58,329,291
57,821,463
64,943,670
28,399,659
75,243,133
620,000
20,853,959
- 10,000,000 20,000,000 30,000,000 40,000,000 50,000,000 60,000,000 70,000,000 80,000,000

PROPERTY TAXES

SALES & USE TAX

UTILITY USERS TAX

OTHER TAXES

OTHER REVENUE
GRANTS

TRANSFERS IN
Amount
Revenue Category
FY 2025-26 PROPOSED BUDGET FY 2024-25 REVISED BUDGET710 General Fund Expenditure Assumptions
13 Expenditures Category Assumptions

SALARIES AND WAGES
The draft Budget includes annual step increases for staff where applicable.

The draft Budget includes a 11 percent position control vacancy rate City-wide, which is approximately $19.0 million. This assumption has changed from 6 percent approved by the City Council in the adopted FY 2024-25 Budget to achieve a balanced budget, while City staff members continue to focus on retention, recruiting, and hiring. This does not include any cost-of-living increases for any bargaining units pending current labor negotiations.

PAYROLL/FRINGE

BENEFIT
Retirement and Healthcare costs are based on the most recent CalPERS valuation reports and current Kaiser rates, respectively, and will adjust as new information becomes available. Healthcare rates have increased by approximately 13 percent from FY 2024-25.

PROFESSIONAL &
ADMINISTRATIVE Baseline budget
OTHER OPERATING Baseline budget
711
General Fund Expenditure Assumptions (Continued)
14 Expenditures Category Assumptions
UTILITIES Increased to reflect rate increases from utility agencies EQUIPMENT & CONTRACT SERVICES Baseline Budget
PROVISION FOR INSURANCE LOSS Insurance Premiums

COST POOL
Vehicles, per Equipment Services provided list
General Liability, rates provided by Risk Mgmt. to achieve 80 percent confidence over 5 years
Civic Center Allocation, amount driven from the debt service, cash balance, and square footage used by programs
ASSET/CAPITAL OUTLAY Based on draft Capital Improvement Plan DEBT SERVICE EXPENDITURE Debt Service Schedule, maintained by Treasury A87 COST PLAN REIMBURSEMENT Based on current Cost Allocation Plan GRANT EXPENDITURES Based on the awarded grants
OPERATING TRANSFERS OUT Recurring and onetime subsidies to Non-GF programs. Reimagining Public Safety allocations same as current year.
712
General Fund Expenditures Budget
15 CATEGORY REVISED BUDGET
FY 2024-25

DRAFT BUDGET
FY 2025-26

PERCENT
CHANGE
SALARIES AND WAGES 95,303,620 95,368,985 0.10%
PAYROLL/FRINGE BENEFIT 70,548,062 73,083,339 3.60%
PROFESSIONAL & ADMINISTRATIVE 23,163,189 24,428,046 5.50% OTHER OPERATING 8,623,649 9,513,865 10.30%
UTILITIES 5,626,060 7,265,830 29.10%
EQUIPMENT & CONTRACT SERVICES 4,495,781 4,610,266 2.50% PROVISION FOR INSURANCE LOSS 37,042 46,500 25.50%
COST POOL 24,750,598 24,297,321 -1.80%
ASSET/CAPITAL OUTLAY 3,284,099 2,842,986 -13.40%
DEBT SERVICE EXPENDITURE 850,905 775,647 -8.80%
A87 COST PLAN REIMBURSEMENT (3,514,373) (3,362,171) -4.30% GRANT EXPENDITURES 52,246 34,497 -34.00%
OPERATING TRANSFERS OUT 33,451,511 18,806,063 -43.80%
TOTAL 266,672,389 257,711,175 -3.40%
713
FY 2024-25 vs. FY 2025-26 General Fund Expenditures
16 95,303,620
70,548,062
39,656,006
5,626,060
24,750,598
850,905
(3,514,373)
33,451,511
95,368,985
73,083,339
41,476,161
7,265,830
24,297,321
775,647
(3,362,171)
18,806,063
(20,000,000) - 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000

SALARIES AND WAGES

PYRLL/FRINGE BENEFIT

PROFESSIONAL AND OPERATIONS

UTILITIES

COST POOL

DEBT SVC EXPENDITURE
A87 COST PLAN REIMB.

TRANSFERS OUT
Amount
Expenditure Category
FY2025-26 PROPOSED BUDGET FY 2024-25 REVISED BUDGET714 General Fund FY 2025-26 DRAFT Budget
17 FY 2024-25 FY 2025-26 PCT

GENERAL FUND REVISED BUDGET DRAFT BUDGET CHANGE
TOTAL REVENUES (250,327,835) (306,211,175) 22.3%
TOTAL EXPENDITURES 266,672,389* 257,711,175** -3.4%
LIMITED-TERM REVENUE - 48,500,000*** -
NET (-SURPLUS)/+DEFICIT 16,344,554* - -
* Includes $16.3 Million One-Time Transfer Out for Several Capital Projects and Legal Costs. ** Not Included:
• $550M Total Over 5 Years and $1B Total Over 10 Years for Capital Improvement Program • $396M Total Outstanding for Pension Unfunded Actuarial Liability (UAL) • $63M Total Outstanding for Other Post Employment Benefits (OPEB) • Labor Negotiations in Progress with No Cost-of-Living Adjustments Included • No Additional Programs or Projects
***Includes $48,500,000 in limited-term revenue, which is available for Option A, B, or C. 715
American Rescue Plan Act (ARPA)
Completed Projects
18 Project Amount Department Status
MLK Park Turf Field 150,000 Public Works & Community
Services Completed
Nevin Community Center - Heating,
Ventilation, Air Conditioning (HVAC)
Improvements
10,250 Public Works Completed
Nevin Plaza Housing Project 1,750,000 Economic Development - Richmond Housing Authority Completed
Environmental Planning Consultant 300,000 Economic Development Completed Recreation Center Administration - HVAC
Improvements 25,025 Public Works Completed
Community Needs Assessment 215,642 Community Services Completed Ferry Point Dornan Pump Station 731,848 Public Works - Waste Water Recovery Completed
Unhoused Flex Funds 50,000 Community Development Completed 716
American Rescue Plan Act (ARPA)
Remaining Projects
19 Project Amount Expended Remaining Department Estimate Completion Date Director
ADA Misc. Sidewalk
Rehabilitation Project 2,360,094 1,891,169 468,925 Public Works 12/31/2025 Daniel Chavarria ARPA Technical Assistance 423,800 168,119 255,681 Finance 12/31/2026 Andrea Miller Booker T. Anderson Community
Center Renovation 429,821 399,926 29,895 Public Works 9/30/2025 Daniel Chavarria Paving 2,144,834 24,937 2,119,897 Public Works 12/31/2025 Daniel Chavarria Main Library Renovation 2,043,306 1,318,781 724,525 Public Works & Community Services 11/30/2026 Daniel Chavarria
LaShonda White
North Richmond Pump Station 1,068,152 713,418 354,734 Public Works - Waste Water Recovery 9/30/2025 Daniel Chavarria
Infrastructure: Booker T
Anderson Center 748,573 623,204 125,369 Public Works 9/30/2025 Daniel Chavarria Stormwater Infrastructure 750,000 0 750,000 Public Works - Stormwater 12/31/2025 Daniel Chavarria
717
American Rescue Plan Act (ARPA)
Remaining Projects (Continued)
20 Project Amount Expended Remaining Department Estimated Completion Date Director
Nystrom Village 2,000,000 44,456 1,955,544 Richmond Housing Authority 12/31/2026 Nannette
Beacham
Richmond Rapid
Response Fund 1,000,000 701,465 298,535 Community
Development 12/31/2026 Lina Velasco
Small Business Support 652,137 375,864 276,273 Economic Development 12/31/2026 Nannette Beacham
Tenant Protection &
Rental Assistance 1,984,233 647,269 1,336,964 Community Development 12/31/2026 Lina Velasco
Soccer Fields-Parks-
Restrooms 7,703,008 287,472 7,415,536 Public Works 4/01/2026 Daniel Chavarria Youthworks 1,200,000 1,112,029 87,971 Community Services 12/31/2026 LaShonda White Total 27,740,723 11,540,874 16,199,849
718
Environmental and Community Investment Agreement
FY 2025-26 Budget ($8,700,965)
21 ECIA STRATEGY PROPOSED BUDGET
FY 2025-26

GREENHOUSE GAS (GHG) REDUCTION PROGRAMS
URBAN FORESTRY/TREE CANOPY EXPANSION 350,000
CLIMATE ACTION PLAN IMPLEMENTATION 210,000

ENERGY EFFICIENCY PROGRAMS/SOLAR PANEL INSTALLATION ON INCOME QUALIFYING HOMES & COMMERCIAL ENERGIZE PROGRAM 1,053,367
ELECTRIC BIKE SHARE PROGRAM 286,356

FIRST MILE/LAST MILE MOBILITY MASTER PLAN (PLACEHOLDER FOR FUTURE PROJECTS TO BE APPROVED BY CITY COUNCIL) 1,900,000
GRANT WRITING FOR GHG REDUCTION TRANSPORTATION PROJECTS 100,000 ELECTRIC VEHICLE CHARGING STATION INSTALLATION AND MAINTENANCE 200,000 ON-DEMAND CITY-WIDE SHUTTLE SERVICE (RICHMOND MOVES) 1,500,000 CAR SHARE PROGRAM (OPERATED BY MIO CAR) 200,000
COMMUNITY BENEFITS ORDINANCE COMPLIANCE AND IMPLEMENTATION 100,000 RICHMOND PARATRANSIT SERVICE SUPPORT 150,000
RICHMOND STAFF ADMINISTRATIVE COSTS – TRANSPORTATION/ENGINEERING 300,000 BIKE TO ANYWHERE DAY 5,000
NEW ELECTRIC LIBRARY BOOKMOBILE 396,500
ZERO-EMISSION VEHICLE & INFRASTRUCTURE PLAN 250,000
AUTONOMOUS TRANSIT NETWORK FEASIBILITY STUDY 50,000719
Environmental and Community Investment Agreement
FY 2025-26 Budget ($8,700,965) (Continued)
22 ECIA Strategy Proposed Budget
FY 2025-26

COMMUNITY PROGRAMS

ECIA COMPETETIVE GRANT PROGRAM FOR COMMUNITY-BASED
ORGANIZATIONS 1,000,000
POLICE/RICHMOND EXPLORERS 87,000

FIRE/NIXLE, OES CLOUD-BASED SYSTEM, FIRE & RESCUE EQUIPMENT & TRAINING 170,300
FIRE/RICHMOND YOUTH ACADEMY 60,000
FREE INTERNET ACCESS AND FIBER OPTIC INFRASTRUCTURE 382,442 Total Expense 8,700,965
720
Transformative Climate Communities
FY 2025-26 Budget ($17,651,596)
Transformative Climate Communities Proposed Budget
FY 2025-26
ADA ACCESSIBLE GARDEN 565,044
BASINS OF RELATION 2,090,000
BOSQUE DEL BARRIO 721,346
COMMUNITY ENGAGEMENT 382,500
DISPLACEMENT AVOIDANCE 275,000
E-BIKE LENDING LIBRARY 750,000
E-BIKE SHARE 354,729
GRANTEE COST 300,000
INDICATOR TRACKING 133,750
NEIGHBORHOOD COMPLETE STREETS 4,715,873
ORCHARD FOR ALL! 350,500
RESILIENT HOMES 2,090,000
RICHMOND WELLNESS TRAIL 3,801,154
VEGGIE RX 971,700
WORKFRCE DEVELOPMENT 150,000
Total 17,651,596 23
721
Draft City of Richmond Festivals
FY 2025-26 Budget ($101,500)
24 City of Richmond Festivals
Approved Budget
FY 2024-25
Proposed Budget
FY 2025-26
CINCO DE MAYO FESTIVAL 20,000 20,000
FIESTAS PATRIAS PARADE (FORMER CINCO DE MAYO PARADE) 6,000 HOMEFRONT/ROSIE THE RIVETER FESTIVAL 5,000 5,000 JUNETEENTH FESTIVAL 20,000 26,000
LITERACY FAIR 5,000 5,000
MARTIN LUTHER KING, JR. DAY SERVICE 5,000 5,000 NORTH RICHMOND SHORELINE FESTIVAL 5,000 0
OAKLAND SYMPHONY 10,000 0
POINT RICHMOND MUSIC FESTIVAL 5,000 5,000
PRIDE FESTIVAL 5,000 5,000
NATIVE AMERICAN POW WOW 5,000 5,000
NORTH RICHMOND BLUES FESTIVAL 5,000 5,000
NOWRUZ-PERSIAN NEW YEAR 5,000 5,000
EL SOBRANTE STROLL 3,000
EL SOBRANTE PRIDE 2,000
OTHER FESTIVALS/COMMUNITY EVENTS 6,500 4,500
Total 101,500 101,500722
Draft Capital Improvement Project Budget
by Program Category
25 Program Category Proposed
FY 2025-26
Proposed
FY 2025-26
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30 5-Year Total
Equipment Services 11,683,378 4,893 - - - 11,688,271
General and Public Safety
Facilities 42,101,293 719,467 - - - 42,820,760
Parks and Open Spaces 27,296,905 - - - - 27,296,905
Port of Richmond 12,718,581 2,500,000 2,477,250 300,000 300,000 18,295,831 Sanitary Sewer/Wastewater 24,444,621 5,450,000 5,450,000 5,450,000 5,450,000 46,244,621 Storm Drainage and
Watershed 5,327,151 - - - - 5,327,151
Technology 1,063,243 250,000 - - - 1,313,243
Transportation 46,092,614 19,705,446 7,212,409 7,346,144 7,483,259 87,839,872 Total 170,727,786 28,629,805 15,139,659 13,096,144 13,233,259 240,826,654 723
Options A, B, & C ($48,500,000)
Option Description
A - Hold and Wait Hold and wait ~6-18 months given
economic uncertainties
B - To Be Determined by Mayor and City
Council May include CIP unfunded needs
C – To Be Determined by Mayor and City
Council
May include Federal Contingency, CIP,
Unfunded Actuarial Liability (UAL)
- $19.5 million – Set aside – federal
contingency
- $19.5 million – Allocated to enhancing
Quality of Life and Community Health.
- $9.5 million – Designated, to improve
the City’s internal infrastructure,
Unfunded Liabilities.
26724
Next Steps
27 City staff will incorporate
City Council direction
and respond to their
questions on June 17,
2025.

City staff will review
and adjust the draft
budget for accuracy
and include
adjustments from the
Mayor and
Councilmembers.

City staff will monitor the
Executive Order's impact on
Sanctuary Jurisdiction and
update the proposed FY
2025-26 Operating Budget
and FY 2025-30 Capital
Improvement Plan for the
June 17 and June 24, 2025,
City Council meetings.

A balanced FY 2025-26
budget will be
presented for adoption
on June 24, 2025.
725
Recommended
Action
28 RECEIVE the draft Fiscal Year 2025-26 Annual
Operating Budget and Fiscal Year 2025-30
Five-Year Capital Improvement Plan Budget
presentation; and PROVIDE DIRECTION to
staff prior to final budget adoption.
726
Thank You! Question?
29 727

June 3, 2025

Department

DATE: June 3, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

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

Annual Public Hearing on Vacancies
FINANCIAL IMPACT: There is no financial impact

PREVIOUS COUNCIL
ACTION:

n/a

STATEMENT OF THE
ISSUE:

Assembly Bill (“AB”) 2561, codified in Government Code
section 3502.3, passed in 2024, requires public agencies to hold a public hearing to address the status of job
vacancies prior to the adoption of the upcoming final
budget.

RECOMMENDED ACTION:

HOLD a public hearing where the City will present
information on the status of vacancies and the City’s
recruitment and retention efforts in 2024 – Human
Resources Department (Nickie Mastay/Sharrone Taylor
510-620-6602)

AGENDA
REPORT
728

June 3, 2025
DISCUSSION:

Assembly Bill (“AB”) 2561 (codified in Government Code section 3502.3) passed in 2024 and requires public agencies to hold a public hearing to address the status of job vacancies prior to the adoption of the upcoming final budget. Staff will present the following required information at the public hearing:
 Information on the City of Richmond’s 2024 recruitment and retention efforts.  The status of 2024 vacancies at the City of Richmond.  Obstacles in the City of Richmond’s policies, procedures, and recruitment activities that may create challenges in the hiring process.

In addition, a bargaining unit shall be entitled to make a presentation at the public hearing at which the public agency presents the status of vacancies and recruitment and retention efforts for positions within that bargaining unit.

The hearing will follow the procedures outlined in the Council Rules of Procedure and allow each bargaining unit to present for 10 minutes since Government Code section 3502.3 is silent on the hearing procedures including presen tation times, pre-submission of materials, and other related considerations.

Workforce and Recruitment Efforts
As of December 31, 2024, 808 Full-Time Equivalent (FTE) positions were included in the City position control, of which 165 were vacant (20.4%). Notably, in 2024, 55 positions were also added to the position control, which contributed to 33 percent of this vacancy rate. Some of the initiatives that required additional staff were in Public Works - traffic calming, transportation, City beautification, as well as the Community Crisis Response Program. During calendar year 2024, Human Resources staff received and processed 6,437 applications, established 90 employment lists, filled 112 positions through hires, and made 65 promotions.

In addition, the City had previously conducted analyses of calls for service, staffing, and organizational structure, which resulted in reports by Matrix Consulting and Raftelis to inform the City on optimal staffing levels.

Vacancy Information
Bargaining unit vacancy rates were calculated by taking an average of the unit’s vacancy rate at the end of each month in 2024.

Bargaining Unit 2024 Vacancy Rate
(as of December 31, 2024)
International Federation of Professional and Technical
Engineers (IFPTE) Local 21 – Executive Management Unit

17.6%
729

June 3, 2025
IFPTE Local 21 – Mid-Management Unit 24.6%
Service Employees International Union (SEIU) Local 1021 – General Employees Bargaining Unit

16.4%
SEIU Local 1021 – Part-Time and Intermittent Employees
Bargaining Unit
9%
Richmond Police Officers’ Association (RPOA) 18.9%
Richmond Police Management Association (RPMA) 2.1%
International Association of Fire Fighters (IAFF) Local 188 7.3% Richmond Fire Management Association (RFMA) 28.3%
TOTAL 20.4%
Bargaining units shall be entitled to make a presentation at the public hearing at which the public agency presents the status of vacancies and recruitment and retention efforts for positions within that bargaining unit. SEIU Local 1021 and RPOA have elected to make a presentation at the public hearing.

Retention and Vacancy Creation

Although the City brought on 112 hires, additional position vacancies have been created for several reasons. These include instances when newly budgeted positions are approved, internal movement occurs (such as a promotion or transfer) , or when an employee leaves the organization due to retirement, voluntary resignation, or involuntary termination.

In 2024, 179 new vacancies were created for the following reasons:

 Newly added positions: 55
 Internal promotions that caused vacancies: 38
 Transfers that caused vacancies: 1
 Separations: 85
o Retirement: 24
o Resignation: 42
o Involuntary: 16
o Other: 3

The City’s annual turnover rate was 13%, calculated as 85 separations divi ded by 635 (the average headcount for the year).

Historical Context: Recruitment Challenges

COVID-19 Pandemic Impacts
Under previous City administrations, recruitment efforts were paused for at least one year and then gradually resumed over the subsequent years, with a focus on filling critical positions.
730

June 3, 2025
The Great Resignation
Following the pandemic, there was an unexpected and significant loss of experienced employees, many of whom retired, changed careers, or left for various other reasons.

Unstable Leadership
In the past seven years, the City has had five City Managers, four Human Resources Directors, and the departure of several department heads and key personnel. This instability negatively impacted City operations, necessitating a focus on maintaining service to the community while addressing gaps, restructuring the organization, and swiftly recruiting to fill vacancies.

Rapid Employee Turnover in Human Resources
Over recent years, the Human Resources Department has undergone significant changes due to the loss of essential roles in labor management, benefits administration, training, and recruitment, caused by resignations, layoffs, and retirements. This includes the loss of three in-house City Attorneys who worked in tandem to support the Human Resources Department.

Identified Obstacles
Highly Competitive Market
Richmond is not alone in seeing high employee turnover and difficulty filling positions.

According to a 2024 report from NEOGOV1, “staffing challenges continue to plague the public sector” with 71% of respondents reporting staffing shortages. Recruitment and retention are the top two priorities for government HR in 2024. Identified reasons include a lack of qualified applicants, high employee turnover with employees leaving for higher paid positions, and a “silver tsunami” of retirements. This environment has created a highly competitive market for talent, generally and locally.

The highly competitive market makes it challenging to fill many vacancies, but it is especially difficult to recruit for specialized positions, such as professional engineers.

Additionally, societal impacts have led to a considerable reduction in the law enforcement profession, complicating the backfilling of vacant public safety positions.

1 NEOGOV surveyed 779 Human Resources professionals representing hundreds of thousands of employees across city, county, and state agencies in the U.S. The report can be found at https://info.neogov.com/resources/2024- trends-report
731

June 3, 2025
Efforts to Address Obstacles
The City regularly reviews applicable policies, procedures, and recruitment activities to identify any potential obstacles in the City’s hiring process. Some of the changes made to address obstacles include:
• Launched d igital media campaigns for Police, Fire, and Communications Dispatchers and tailored recruitment strategies for other hard-to-fill vacancies. • Developed new onboarding resources to enhance the new employee experience and integration into the workforce
• Initiated implementation of NEOGOV software to streamline HR processes • Expanded parental leave benefits and updated key policies, including Family, Medical, and Pregnancy Leave, reasonable accommodation, and equal opportunity, to enhance compliance, accessibility, and employee support. • Created partnerships with CivicSpark, Richmond Promise through the City’s Youth Works Program to hire students to provide mentorship with the ultimate goal to offer employment.
• Instituted inclusive hiring practices by assessing and revising job descriptions to remove barriers, such as the need for a driver’s license for positions that do not require driving as a primary function, and expanded minimum qualifications for most roles, thereby increasing opportunities
The City has implemented several retention strategies to retain a motivated and satisfied workforce, enhance overall productivity, and improve service delivery. These include offering competitive salaries and benefits to retain skilled employees, as well as these additional strategies:
• Launched a c omprehensive training i nitiative to enhance professional development and facilitate growth
• Provided opportunities for internal advancement by opening 19 promotional-only recruitments. By tapping into internal talent, the goal is to foster an overall sense of satisfaction and optimism within the workforce.
• Organized facilitation and team building across various departments to create a supportive environment and unified workforce
• Revitalized the wellness program , including an expanded Health and Wellness Fair, webinars, employee engagement events, physical fitness campaigns , complimentary wellness applications, and the establishment of a peer support and critical incident debriefing program for sworn and sworn adjacent personnel • Initiated employee engagement activities, including employee recognition tools such as the Rosie-Gram, to encourage a workplace culture centered on appreciation and acknowledgment
Additionally, the City recognizes the importance of e mployee engagement in motivating and retaining staff to continue providing high-quality services to the public. In 2024, we reinstituted the service award program to recognize employee milestone anniversaries at 732

June 3, 2025
the All-Employee Recognition Event, which was held again in 2025. We have also held various employee appreciation events throughout the year, such as:
• Italian Ice Truck
• Festive Holiday Sweater Coffee Cart
• Valentine’s Day Coffee Cart
• Therapy Dog Visits
In closing, the City has made meaningful progr ess in strengthening recruitment and retention efforts, and in filling critical vacancies. C ontinued investment in employee engagement, wellness, professional development, recognition, and open communication will help create a workplace where talent grows—and stays—for the long term.

DOCUMENTS ATTACHED: AB 2561 PowerPoint Presentation
733
AB 2561 Presentation
City of Richmond
Vacancies, Recruitment, and
Retention Efforts in 2024
Presented by Sharrone Taylor, Director of Human Resources June 3, 2025
1DRAFT734
Agenda
• City-Wide Information
 Workforce Information
 Recruitment Information
 Vacancy Data
 Retention Information
 Obstacles and Efforts to Address
Recruitment and Retention
2DRAFT735
Workforce Information
City Manager City Attorney City Clerk City Council Community Development
Community
Services
(Recreation)
Department of
Children &
Youth
Economic
Development
& Port
Employment &
Training Finance Fire Human
Resources
Information
Technology Library
Mayor
Office of
Neighborhood
Safety
Police Public Works Rent Program
Total Budgeted
Full-Time Positions
as of 12/31/24:
808
3 DRAFT
736
Applications
Received
Hires
New
Positions
Promotions
Employment
Lists
112 65
6,437 55 902024
Recruitment
Statistics
4 DRAFT
737
Recruitment
Process
Overview
Vacancy Created
Voluntary Separation,Retirement,
Involuntary Separation, Internal
Movement, Newly Budgeted
Position
Recruitment Requisition
Department submits a recruitment
requisition. Once it is approved
through workflow, HR is notified to
begin the process to fill the vacancy
Determine Recruitment Type
Utilize existing eligibility
list/ongoing recruitment, recruit
external & internal, or recruit
internal only
Job Posting
Advertise job opening and
recruitment on website and
networks. May be specialized based
on classification or job market.

Application Screening
Applications are screened to
determine if the applicants meet
minimum and desired qualifications
5DRAFT738
Recruitment
Process
Overview
Examination
Candidates to pass examination
(written, oral interview, practical
skills assessment)
Employment List
Employment list established;
eligible candidates certified to
department in accordance with
Personnel Rules
Interviews Department interviews candidates
that have been certified
Conditional Job Offer
Candidate is extended a conditional
job offer, and completes a pre-
employment background process
Final Job Offer
Candidate successfully completes
the background process and is
extended a final job offer with a
confirmed start date.
6DRAFT739
Vacancy Information – General
Average % of Vacancies at the End of Each Month: 18%
Calendar Year 2024 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec # of Hires 24 6 7 9 3 6 8 9 7 7 16 10
# of Promotions 6 0 2 8 12 2 3 2 5 8 5 12
# of Positions Added 0 0 16 0 1 0 2 0 0 23 11 2
# Vacancies 120 121 139 131 141 138 141 139 134 161 163 165 # of Budgeted FTEs 753 752 769 769 770 770 772 772 772 795 806 808 % of Vacancies 16% 16% 18% 17% 18% 18% 18% 18% 17% 20% 20% 20% 7DRAFT740
2024 Vacancy Rate – By Bargaining Unit
Bargaining Unit Vacancy Rate
IFPTE Local 21 Executive Management 17.6%
IFPTE Local 21 Mid-Management 24.6%
SEIU Local 1021 General Employees 16.4%
Fire Local 188 7.3%
Richmond Fire Management Association 28.3%
Richmond Police Officers Association 18.9%
Richmond Police Management Association 2.1%
SEIU Local 1021 Part-Time Unit 9.0%
8DRAFT741
2024
Vacancies
Created
179 Vacancies Created
• # of Vacancies Created by
Newly Budgeted Positions: 55
• # of Vacancies Created by
Internal Promotion: 38
• # of Vacancies Created by
Internal Transfer: 1
• # of Vacancies Created by
Separation: 85
New
Positions
31%
Internal
Promotion
21%
Transfer
1%
Separation
47%
9DRAFT742
2024 Retention Information
85 Separations from City Service
• Retirement – 24
• Resignation – 42
• Involuntary – 16
• Other – 3
Annual Turnover Rate: 13%
Retirement
28%
Resignation
49%
Involuntary
19%
Other
4%
10DRAFT743
Historical Context and Identified Obstacles
Recruiting and retaining top talent was a challenge 2024. Attracting qualified candidates in a competitive labor market requires ongoing effort. Some of the challenges are detailed below:
11 Unstable Leadership
In the past seven years, the City has
had five City Managers, five Human
Resources Directors, and the
departure of several department
heads and key personnel. This
instability negatively impacted City
operations, necessitating a focus on
maintaining service to the
community while addressing gaps,
restructuring the organization, and
swiftly recruiting to fill vacancies.

Rapid Employee
Turnover
Over recent years, the
Human Resources
department underwent
significant changes due to
the loss of essential roles
in labor management,
benefits administration,
training, and recruitment
caused by resignations,
layoffs, and retirements.

Covid-19 Pandemic Impacts
Under previous City
Administration recruitment
efforts were paused for at least
one year and gradually resumed
over the subsequent years,
prioritizing the filling of critical
positions.

Highly Competitive Market
The highly competitive
market made it challenging to
fill many vacancies, but it is
especially difficult to recruit
for specialized positions, such
as professional engineers.

Additionally, societal impacts
have led to a considerable
reduction in the law
enforcement profession,
complicating the backfilling
of vacant public safety
positions.

The Great Resignation
Following the
pandemic, there was an
unexpected and
significant loss of
experienced employees,
many of whom retired,
changed careers, or left
for various other
reasons.

DRAFT744
Policies, Procedures, and Recruitment Enhancements
• Digital Media Campaigns for Police, Fire, and Communications Dispatchers: Focused outreach aimed at attracting a diverse applicant pool, particularly targeting residents of the City of Richmond.
• Onboarding Resources: Introduced new tools to improve the experience for new hires and a Recruitment and Onboarding website was launched to give hiring managers centralized access to all resources.
• Efficiency: Began the rollout of NEOGOV as an all-encompassing system to simplify onboarding, training, and evaluation processes, thereby enhancing efficiency throughout the employee lifecycle.
• Policies: Enhanced parental leave benefits and updated essential policies, including Family, Medical, and Pregnancy Leave, reasonable accommodation, and equal opportunity, to improve compliance, accessibility, and support for employees.
• Hiring Pipelines: Created partnerships with CivicSpark, Richmond Promise through the City’s Youth Works Program to hire students to provide mentorship with the goal r employment. • Inclusive Hiring Practices: Assessed and revised job descriptions to remove barriers, and expanded minimum qualifications for most roles, thereby increasing opportunities.

The City routinely evaluates relevant policies, procedures, and recruitment efforts to pinpoint any possible barriers within its hiring process. Some modifications implemented to tackle these obstacles consist of:

DRAFT 12745
Retention Strategies
• Comprehensive Training Initiative:Initiated a comprehensive training initiative aimed at improving soft skills, promoting professional development, and facilitating growth, thus enabling opportunities for career advancement. • Promotional Opportunities: The City of Richmond opened 19 promotional only recruitments, effectively providing opportunities for advancement and tapping into internal talent which preserves institutional knowledge and fosters a sense of satisfaction.
• Supportive Leadership: Organized facilitation and team-building activities across various departments to foster a supportive and unified atmosphere within our teams.
• Revitalized Wellness Program:Renewed emphasis on employee wellness, which featured wellness seminars, fitness challenges, access to complimentary wellness applications, and the establishment of a peer support and critical incident debriefing program for sworn and sworn adjacent personnel. • Employee Engagement and Appreciation:Launched employee engagement activities to cultivate a positive workplace culture and enhance overall satisfaction, including introducing the Rosie Gram, and the reinstatement of the service award program to honor employees' milestone anniversaries at the All-Employee Recognition Event.

Our employees represent our most valuable asset. Retaining talent remains a priority as we focus on employee engagement, wellness, professional development, recognition, and transparent communication. These approaches are integral to our wider initiative aimed at fostering a supportive and engaging workplace. 13DRAFT746
Employee Appreciation Events
• Throughout the year, we have organized
several employee appreciation events,
including:
• Italian Ice Truck
• Holiday Sweater Coffee Cart
• Valentine’s Day Coffee Cart
14DRAFT
747
Thank You
15DRAFT748

June 3, 2025

City Council

DATE: June 3, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Councilmember Soheila Bana

Subject:

Development of Ordinance to Ban Land Grab Practices
and Promote Housing Accessibility
FINANCIAL IMPACT: None at this time.

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
ISSUE:

The City of Richmond faces rising housing costs,
displacement, and reduced community stability due to the increasing acquisition of residential properties by for- profit corporations and investors. Developing an
ordinance that bans land grab practices aims to prohibit such acquisitions to preserve housing accessibility and affordability, prioritize community-based ownership
models, and recognize housing as a public good.

RECOMMENDED ACTION:

DIRECT City staff to study federal and state legislation regarding land grab practices by for profit corporations and investors and return to the City Council within 180 days with recommendations regarding the viability of
enacting a local ordinance, at which time the City Council may decide whether to direct staff to draft an ordinance - Councilmember Soheila Bana (510-672-3490). This item
was continued from the May 27, 2025, meeting.

AGENDA
REPORT
749

June 3, 2025
DISCUSSION:

The growing commodification of housing by for -profit entities has significantly impacted housing affordability and community stability in Richmond. For-profit corporations and investor(s) ownership has driven displacement and hindered resident -centered housing models. The City Council recognizes that housing is a fundamental human need and is committed to addressing these challenges through progressive housing policies.

Recent media reports and housing studies have highlighted growing concerns over “land grab” practices—where real estate investment trusts, corporate entities, and high -net- worth individuals accumulate large numbers of residential properties. These practices restrict supply, increase housing prices, and make homeownership unattainable for many working families.
 In Irvine, California, a single developer, Donald Bren, through the Irvine Company, has acquired vast control over the local housing market, setting design standards and influencing access.
 A sudden shift in California’s housing market has opened doors for corporate and speculative buyers to scoop up homes while prices stabilize.  In cities like Malibu and San Francisco, billionaires are buying multiple properties despite high interest rates and natural disasters, putting pressure on local housing availability.

These trends risk replicating inequitable ownership patterns in Richmond, driving displacement and diminishing opportunities for new and first -time homebuyers. There is a need to create an ordinance that aligns with Richmond’s commitment to equitable housing policies, community stability, and resident-focused development.

In efforts towards creating a local housing market with long -term affordability and inclusivity for Richmond resident s, Council directs staff to study proposed legislation, including state bills AB 2584, SB 1212, AB 1333, and federal legislation, entitled “ End Hedge Fund Control of American Homes Act of 2023 ” and to return to the City Council within 180 days with recommendations on a local ordinance, at which time the City Council may decide whether to direct staff to draft an ordinance.

DOCUMENTS ATTACHED:

None

750

June 3, 2025

City Council

DATE: June 3, 2025
TO: Mayor Martinez and Members of the City Council
FROM:

Councilmember Jamelia Brown

Subject:

Allocation of $6,000 to Support the 2025 Juneteenth
Celebration
FINANCIAL IMPACT: An appropriation of $6,000 is available in the current Fiscal Year 2024-25 budget (Account String 01251151-
400322).

PREVIOUS COUNCIL
ACTION:

None

STATEMENT OF THE
ISSUE:

The City’s annual Juneteenth Celebration, a vital cultural event recognizing the emancipation of enslaved African
Americans, is facing a $6,000 funding shortfall. Without additional support, essential components—particularly
the youth area—are at risk of being scaled back or
removed. A one-time allocation from the City would
ensure the full scope and quality of the event.

RECOMMENDED ACTION:

APPROVE a one-time appropriation of $6,000 to support
the 2025 Juneteenth Celebration, which will assist with key components of the event—including youth-centered
activities, community engagement, and cultural
programming - Councilmember Jamelia Brown (510-412-
2050).

AGENDA
REPORT
751

June 3, 2025
DISCUSSION:

The City of Richmond will host its annual Juneteenth Celebration in collaboration with local organizations, community leaders, and volunteers. This event commemorates the emancipation of enslaved African Americans and serves as a vital celebration of Black history, freedom, and cultural resilience.

While the City of Richmond has already provided valuable support to help make this event possible, the Juneteenth Planning Committee is still facing a critical funding gap of approximately $6,000. Without this additional support, vital areas of the event— including youth programming—may be impacted.

We are respectfully asking the Council to consider this one-time allocation to fill the remaining gap. This support will:

 Ensure youth have a safe, dedicated space to engage and celebrate  Cover essential costs related to equipment, rentals, and logistics  Support community partners and performers already committed to participating  Uphold Richmond’s continued commitment to cultural celebration and public safety

The City’s investment at this final stage will help ensure the Juneteenth Celebration is not only successful but safe, inclusive, and representative of the vibrant community it serves.

As part of the Fiscal Year 2025-26 budget development process, City Council can consider increasing the City’s annual contribution from $20,000 to $26,000 to support the Juneteenth Parade and Festival, as well as the Cinco de Mayo Festival and Fiestas Patrias Parade (former Cinco de Mayo Parade). Richmond’s Juneteenth and Cinco de Mayo events are two of the City’s longest-running and largest events, attracting thousands of residents and visitors to Richmond.

DOCUMENTS ATTACHED:

None

752