Agenda — Richmond City Council, May 26, 2026 (part 1 of 12)

PLEASE NOTE: HYBRID MEETING FORMAT

- SPECIAL MEETING OF THE RICHMOND CITY COUNCIL
- REGULAR MEETING OF THE RICHMOND CITY COUNCIL

Tuesday, May 26, 2026, 3:30 p.m.

Community Services Building
440 Civic Center Plaza
Richmond, CA 94804
Members:

Eduardo Martinez, Mayor at Large
Jamelia Brown, Councilmember District 1
Cesar Zepeda, Councilmember District 2
Doria Robinson, Vice Mayor, District 3
Soheila Bana, Councilmember District 4
Sue Wilson, Councilmember District 5
Claudia Jimenez, Councilmember District 6
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2. Livestream online at http://www.ci.richmond.ca.us/3178/KCRT-Live HOW TO SUBMIT PUBLIC COMMENTS:

In Person: Anyone who desires to address the City Council during Open Forum, must complete and file a pink speaker’s card with the City Clerk prior to the City Council’s consideration of the item. Online speakers: must raise their hand when instructed by the clerk. Once the City Clerk has announced the item and given a count of the number of total speakers, no person shall be permitted to speak on the item other than those persons who have submitted their names to the City Clerk or those that have their hand raised.

The amount of time allotted to individual speakers shall be determined based on the total number of persons requesting to speak during this item. The time allocation for each speaker will be as follows: 15 or fewer speakers, a maximum of 2 minutes; 16 to 24 speakers, a maximum of 1 and one-half minutes; and 25 or more speakers, a maximum of 1 minute.

NON-PUBLIC HEARING ITEMS LISTED ON THE AGENDA: Each speaker will be allowed up to TWO minutes to address the Council. PUBLIC HEARING ITEMS: Speakers are allowed up to THREE (3) minutes to address the Council.

Via Zoom: Anyone who desires to address the City Council on items appearing on the agenda, including Open Forum, must raise their hand once public comment is open. The public speakers attending in person will be called first, followed by Zoom participants (when appropriate). Only those public speakers that have their hand raised at the appropriate time will be recognized.

Open Session and City Council: Please click the link below to join the webinar:
https://zoom.us/j/99312205643?pwd=MDdqNnRmS2k4ZkRTOWhlUldQOUF1Zz09 Passcode: ccmeeting
By iPhone one-tap: US: +16699006833,,99312205643# or +13462487799,,99312205643# By Telephone: Dial (for higher quality, dial a number based on your current location): US: +1 669 900 6833 or +1 346 248 7799 or +1 253 215 8782 or +1 312 626 6799 or +1 929 205 6099 or +1 301 715 8592 Webinar ID: 993 1220 5643
International numbers available: https://zoom.us/u/aehrwCgISx To comment by video conference: click on the Participants button at the bottom of your screen and select the “Raise Your Hand” button to request to speak when Public Comment is being asked for. When called upon, press the unmute button. After the allotted time, you will then be re-muted. ** To comment by phone: you will be prompted to “Raise Your Hand” by pressing “*9” to request to speak when Public Comment is asked for. When called upon, you will be asked to unmuted by pressing *6. After the allotted time, you will then be re-muted. Instructions of how to raise your hand by phone are available at:
5-26-26 CC MTG.
2 https://support.zoom.us/hc/en-us/articles/201362663 -Joining-a-meeting-by-phone. ** **The mayor will announce the agenda item number and open public comment when appropriate.

Via mail: received by 1:00 p.m. the day of the meeting, sent to 450 Civic Center Plaza, 3rd Floor, Office of the Clerk, Richmond, CA 94804.

Via eComments: eComments are available once an agenda is published. Locate the meeting in "upcoming meetings" and click the comment bubble icon. Click on the item you wish to comment on. eComments can be submitted when the agenda is published and until the conclusion of public comments for the agenda item. Email your comment to [email protected] should you have difficulty submitting an eComment during a meeting.

Via email: to [email protected] by 1:00 p.m. the day of the meeting.

Emails MUST contain in the subject line 1) public comments – Open Session prior to Closed Session; 2) public comments – Open Forum; or 3) public comments agenda item #__ [include the agenda item number].

Properly labeled public comments will be considered a public record, put into the official meeting record, available after the meeting as supplemental materials, and will be posted as an attachment to the meeting minutes when the minutes are posted: http://www.ci.richmond.ca.us/Archive.aspx?AMID=31 The City cannot guarantee that its network and/or the site will be uninterrupted. To ensure that the City Council receives your comments, you are strongly encouraged to submit your comments in writing in advance of the meeting.

Procedures for Removing Items from the Consent Calendar: Members of the public who request to remove an item from the consent calendar must first discuss the item with a staff member by phone or a back-andforth email discussion, and state the name of the staff member when requesting removal of the item from the consent calendar (by 2 p.m. the day of the meeting). The procedures for discussion do not apply to items sponsored by the mayor or councilmembers.

Any member of the City Council who would like to remove an item from the consent calendar must notify the appropriate staff person and the City Clerk’s Office prior to the meeting. Although members of the City Council are encouraged to ask questions and share concerns with staff ahead of the meeting, they are not required to do so.

The Clerk’s Office must be informed of any requests to remove items from the Consent Calendar. Items removed from the Consent Calendar shall be placed at the end of the agenda for consideration.

CONDUCT AT MEETINGS: Richmond City Council meetings are limited public forums during which the City strives to provide an open, safe atmosphere and promote robust public debate. Members of the public, however, must comply with state law, as well as the City’s laws and procedures and may not actually disrupt the orderly conduct of these meetings. The public, for example, may not shout or use amplifying devices, must submit comment cards and speak during their allotted time, may not create a physical disturbance, may not speak on matters unrelated to issues within the jurisdiction of the City Council or the agenda item at hand, and may not cause immediate threats to public safety. 5-26-26 CC MTG.
3 Click here for City Harassment Policy

Accessibility for Individuals with Disabilities: Upon request, the City will provide for written agenda materials in appropriate alternative formats, or disability-related modification or accommodation, including auxiliary aids or services and sign language interpreters, to enable individuals with disabilities to participate in and provide comments at/related to public meetings. Please submit a request, including your name, phone number and/or email address, and a description of the modification, accommodation, auxiliary aid, service or alternative format requested at least two days before the meeting. Requests should be emailed to [email protected] or submitted by phone at 510-620-6513, ext. 9, or 510-620-6509.

Requests made by mail to City Clerk’s Office, City Council meeting, 450 Civic Center Plaza, Richmond, CA 94804 must be received at least two days before the meeting. Requests will be granted whenever possible and resolved in favor of accessibility.

Unless otherwise noted in an agenda description, all actions taken by the Council include a determination that CEQA does not apply (i.e., the action is not a project and therefore exempt from CEQA).

Disclaimer: The City Clerk's Office translates agendas to enhance public access. Translated agendas are provided as a courtesy and do not constitute legal notice of the meeting or items to be discussed. In case of discrepancy, the English agenda will prevail.

Pages
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4 A. SPECIAL MEETING OF THE RICHMOND CITY COUNCIL
3:30 p.m.

B. PLEDGE OF ALLEGIANCE
C. ROLL CALL
D. STATEMENT OF CONFLICT OF INTEREST
E. AGENDA REVIEW
F. BUDGET SESSION
F.1 Budget Study Session on Proposed Fiscal Year 2026-27 Operating Budget and Fiscal Year 2026-31 Five-Year Capital Improvement Plan and Department Presentations
16 RECEIVE the draft Fiscal Year 2026-27 Annual Operating Budget and Fiscal Year 2026-31 Five-Year Capital Improvement Plan Budget presentation; RECEIVE updates on departmental operations and services from the following departments: City Attorney’s Office, City Clerk’s Office, City Manager’s Office, Fire and Internal Services; and upon completion of departmental presentations PROVIDE DIRECTION to staff prior to final budget adoption – City Manager’s Office/Finance Department (Shasa Curl/Emily Combs/Mubeen Qader 510-412- 2077).

G. ADJOURNMENT
_______________________________________________________ 5-26-26 CC MTG.
5 H. REGULAR MEETING OF THE RICHMOND CITY COUNCIL
6:00 p.m.

I. ROLL CALL
J. STATEMENT OF CONFLICT OF INTEREST
K. AGENDA REVIEW
L. REPORT FROM THE CITY ATTORNEY OF FINAL DECISIONS MADE DURING

CLOSED SESSION
M. REPORT FROM THE CITY MANAGER (public comment allowed under Open Forum) N. COMMENDATIONS, PRESENTATIONS, AND PROCLAMATIONS
N.1 Proclamation Honoring Abigail Sims-Evelyn for Her Service and Contributions to Literacy and Community Uplift in Richmond
242
PROCLAMATION honoring Abigail Sims-Evelyn for her compassionate leadership, dedicated service, and enduring contributions to literacy, learning, and community uplift in the City of Richmond – Mayor Eduardo Martinez (510- 620-6503).

N.2 Proclamation Celebrating 30 years of the Richmond United Soccer Club 245 PROCLAMATION recognizing the 30th anniversary of the Richmond United Soccer Club, the oldest soccer organization in Richmond, and its multigenerational impact and role in crime reduction, pathways to career and educational opportunities, immigrant rights to support Richmond youth and families by providing access to safe, structured extracurricular activities that have been shown to support positive youth outcomes, including improved physical health, academic engagement, and social-emotional development, in crime reduction which led to the lowest homicide rates in the history of our City - Councilmember Claudia Jimenez (510-620-6565).

N.3 May is National Bike Month 249
PROCLAMATION recognizing May as National Bike Month and encouraging residents to participate in biking events – Mayor Eduardo Martinez (510-620- 6503).

N.4 Proclamation Declaring May 2026 as Affordable Housing Month 252 PROCLAMATION to declare the month of May 2026, as Affordable Housing Month in the City of Richmond to draw attention to the ongoing housing affordability crisis in our region and to renew the City of Richmond’s commitment to ensuring that all community members have safe, stable, and affordable places to call home - Councilmember Claudia Jimenez (510-620- 6565).
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6 O. OPEN FORUM FOR PUBLIC COMMENT
(public comment on items that remain on the Consent Calendar or items not on the agenda - limited to 2 minutes unless otherwise specified - Back and forth dialogue with the Council is prohibited)
P. CITY COUNCIL CONSENT CALENDAR
(All items placed under the Consent Calendar are considered to be routine and noncontroversial. These items will be enacted upon together with a motion and second, without discussion, of any member of the City Council, and each item shall be deemed to have received the action recommended.)
P.1 City Attorney's Office
P.1.a Contract with Thomson Reuters Enterprise for Legal Research Subscription Services
257
APPROVE a contract with Thomson Reuters for legal research subscription services for Westlaw and CoCounsel Legal in an amount not to exceed $110,000 for the term of July 1, 2026, through June 30, 2029, subject to non-substantive revisions approved by the City Attorney’s Office; and AUTHORIZE the city manager or their designee to execute the contract – City Attorney’s Office (Christopher Dykzeul 510-620-6507/Shannon Moore 510-620-6509). This item was continued from the May 19, 2026, meeting.

P.2 City Clerk's Office
P.2.a Meeting Minutes 331
APPROVE the minutes of the April 28 and May 5, 2026, regular City Council meetings - City Clerk's Office (Pamela Christian 510-620- 6513).

P.3 City Council
P.3.a Honoring the Richmond Emergency Communications (EmComm¹) volunteers for their leadership and service, celebrating the installation of the City Hall emergency antenna, and declaring April 30, 2026, as "Richmond Emergency Communications Volunteer Day
352
PROCLAMATION honoring the Richmond Emergency
Communications volunteers for their leadership and service, celebrating the installation of the City Hall emergency antenna, and declaring April 30, 2026, as "Richmond Emergency Communications Volunteer Day" - Councilmember Soheila Bana (510-672-3490). 5-26-26 CC MTG.
7 P.4 City Manager's Office
P.4.a Fiscal Year 2026-2027 Richmond Fund for Children and Youth Participatory Grantmaking Grant Awardee Recommendation
358
ADOPT a resolution approving a recommendation from the
Richmond for Children and Youth (RFCY) Oversight Board to award fourteen (14) RFCY grants to youth-serving public and nonprofit organizations for a total amount not to exceed $497,000 for Fiscal Year 2026-27; and AUTHORIZE the city manager, or their designee to negotiate and execute Grant Service Agreements with the approved grantees – Richmond Department of Children & Youth (Jora Atienza Washington/Patrick Seals 510-620-6512).

P.5 Community Development
P.5.a Submit Applications for Bay Area Air Quality Management District Grant Programs
393
ADOPT a resolution to AUTHORIZE the submission of multiple applications for Bay Area Air Quality Management District (BAAQMD) Reinvesting Penalties for Air Improvement and Resilience (REPAIR) Program grants and AUTHORIZE the city manager or their designee to adjust project budgets, scopes, and allocations as needed for application completeness and, if awarded, to execute agreements with BAAQMD and co-applicants to implement projects receiving grant funds – Community Development Department (Lina
Velasco/Beatriz Guerrero 510-620-5450).

P.5.b Contracts for On-Call Transcription Services for Public Meetings 408 ADOPT a resolution to APPROVE contracts with Anita L. TucciSmith, Mary Lynn Porter, and Sherri L. Lewis for on-call transcription services in an amount not to exceed $50,000 per vendor for an initial three-year term, with the option to extend the contracts for up to two additional years - Community Development Department (Lina Velasco/Avery Stark 510-620-6706).

P.6 Economic Development
P.6.a Contract Amendment No. 5 with Wiss, Janney, Elstner Associates, Inc. for Architectural and Structural Consulting Services at Winehaven and Shipyard No. 3
451
ADOPT a resolution to APPROVE fifth contract amendment with Wiss, Janney, Elstner Associates, Inc. (WJE) for architectural and structural consulting services for buildings at Winehaven and Shipyard No. 3, increasing the payment limit by $62,280, total payment limit of $822,280, and extending the contract term to December 31, 2027 – Port of Richmond (Charles Gerard 510-620- 6792).
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8 P.7 Finance Department
P.7.a Setting Tax Rate for the Pension Tax Override Fund for Fiscal Year 2026-27
532
ADOPT an ordinance (second reading) setting the tax rate for the Tax Override Pension Fund for Fiscal Year 2026-2027 at 0.14 percent – Finance Department (Emily Combs/Mubeen Qader/ Antonio Banuelos 510-620-6741).

P.8 Fire Department
P.8.a Contracts for On-call Fire Prevention Services Plan Review and Related Inspection Services
536
ADOPT a resolution to APPROVE on-call Fire Prevention Services Plan Review and Related Inspection Services contracts with: (1) 4Leaf, Inc.; (2) BPR Consulting Group; (3) CSG Consultants, Inc. in an amount not to exceed $600,000 per firm, for a three-year contract term with two one-year extension options not to exceed an additional $200,000 per year, per firm – Fire Department (Chief Aaron Osorio 510-307-8021/Fire Marshal Dante J. Wiley 510-307-8090).

P.8.b Standing Purchase Order with Municipal Emergency Services for Firefighting Equipment, Personal Protective Equipment, and SelfContained Breathing Apparatus 732
APPROVE three standing purchase orders with Municipal
Emergency Services (MES), under Master Price Agreements publicly solicited by Sourcewell, State of Minnesota Local Government Unit, including: (1) Solicitation/Contract #020124-MES for Firefighting Equipment; (2) Solicitation/Contract #010424-MES for Firefighting Personal Protective Equipment; and (3) Solicitation/Contract #011824-MES for Self-Contained Breathing Apparatus, for the purchase of firefighting equipment, personal protective equipment, and firefighter self-contained breathing apparatus, in an amount not to exceed $750,000 per purchase order through March 15, 2028, with the option to extend each purchase order for up to two additional one-year terms in an amount not to exceed an additional $250,000 per purchase order – Fire Department (Chief Aaron Osorio 510-307- 8021/Deputy Chief Rico Rincon 510-307-8041/Den Mark Marcelo 510-307-8038).

P.9 Human Resources
P.9.a Side Letter with the Richmond Fire Management Association Regarding Special Compensation Practices
986
ADOPT a resolution executing a Side Letter with the Richmond Fire Management Association (RFMA) regarding special compensation of the California Public Employees’ Retirement System – Human Resources Department (Nickie Mastay/Sharrone Taylor 510-620- 6602).
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9 P.10 Interval Services
P.10.a Contract Amendment No. 2 with Anita L. Tucci-Smith for Transcription Services
993
APPROVE a second amendment to the contract with Anita L. TucciSmith for professional transcription services for the Community Review Police Commission, increasing the contract by $18,000, for a total payment limit of $28,000, while maintaining the term expiration of June 30, 2027 – Internal Services (Nickie Mastay/Nicole Williams 510-620-6603).

P.11 Library and Community Services
P.11.a Contract with OCLC, Inc., for Library Cataloging and Metadata Subscription Services
1018
APPROVE a sole-source contract with OCLC, Inc., for library cataloging and metadata subscription services, for a 3-year term beginning July 1, 2026, and ending June 30, 2029, for a total not-toexceed contract amount of $150,000 - Community Services Department (Yvette Williams-Barr 510-307-8165/Kate Eppler 510- 620-5452).

P.11.b Accept the CalTrans Clean California Grant Funds for the Stronger Together Richmond Cleanup and Leadership Program
1042
ADOPT a resolution to ACCEPT and APPROPRIATE grant funds in the amount of $255,000 from the State of California Department of Transportation (CalTrans) Clean California Community Clean Up and Employment Program Grant Fund; and AUTHORIZE the city
manager or their designee to execute the agreement – Community Services- Recreation (LaShonda White/Ranjana Maharaj/Jene Levine- Snipes 510-307-8132).

P.12 Mayor's Office
P.12.a Appointment of Javier Cabra to the Library Commission 1068 APPOINT Javier Cabra to the Library Commission to a vacant seat with a new term ending July 1, 2029 – Mayor’s Office (Mayor Eduardo Martinez 510-620-6503).

P.12.b Reappointment of Kiran Agarwal to the Commission On Aging 1070 REAPPOINT Kiran Agarwal to the Commission On Aging to a vacant seat with a new term ending May 19, 2030 – Mayor’s Office (Mayor Eduardo Martinez 510-620-6503).

P.12.c Appointment of Jay Krohnengold to the Richmond Arts & Culture Commission
1073
APPOINT Jay Krohnengold to the Richmond Arts and Culture Commission to a vacant seat with a new term ending January 31, 2030 – Mayor’s Office (Mayor Eduardo Martinez 510-620-6503). 5-26-26 CC MTG.
10 P.12.d Boards and Commissions Vacancies Report 1076
ACKNOWLEDGE vacancies on City of Richmond Boards,
Commissions, and Committees as of May 26, 2026, and ask that interested individuals send applications to the City Clerk – Mayor’s Office (Mayor Eduardo Martinez 510-620-6503).

P.12.e Proclamation Recognizing Juneteenth and the Contributions of African Americans to Richmond
1080
PROCLAMATION recognizing Juneteenth and the contribution of African Americans to the City of Richmond - Mayor Eduardo Martinez (510-620-6503), Vice Mayor Doria Robinson (510-620-6861), and Councilmember Jamelia Brown (510-412-2050). The proclamation will be presented at the flag raising ceremony scheduled for June 1, 2026.

P.12.f Proclamation recognizing June 2026 as Pride Month in the City of Richmond
1083
PROCLAMATION recognizing June 2026 as Pride Month in the City of Richmond - Mayor Eduardo Martinez (510-620-6503),
Councilmember Cesar Zepeda (510-620-6861), and Councilmember Jamelia Brown (510-412-2050).

P.13 Police Department
P.13.a Contract with SoundThinking, Inc. for ShotSpotter Flex System Infrastructure
1086
APPROVE a sole source contract with SoundThinking, Inc. (formerly ShotSpotter, Inc.) for the maintenance, service, and support of the Police Department’s ShotSpotter Flex gunshot detection system, in an amount of $1,242,196 for the five-year period July 1, 2026, through June 30, 2031 – Police Department (Chief Timothy Simmons 510-620-1802).

P.13.b Purchase of Ballistic Armor Torso Plates from TYR Tactical 1188 APPROVE the purchase of replacement rifle-rated ballistic armor torso and side plates from TYR Tactical in an amount not to exceed $36,465.54, which includes a 5 percent contingency – Police Department (Chief Timothy Simmons 510-621-1802).

P.13.c Purchase of Ballistic Vests from Crye Precision 1195 APPROVE the purchase of replacement ballistic vests from Crye Precision in an amount not to exceed $21,064.80, which includes a 6 percent contingency – Police Department (Chief Timothy Simmons 510-621-1802).
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11 P.14 Public Works
P.14.a Contract with AAA Backflow Prevention, Inc. for On-Call Backflow Inspection, Testing, and Repair Services
1203
ADOPT a resolution to APPROVE a contract with AAA Backflow Prevention, Inc. for on-call backflow inspection, testing, and repair services with a not-to-exceed amount of $150,000, for an initial threeyear term with two one-year extension options, for a total payment limit of $250,000 - Public Works Department (Daniel Chavarria 510- 620-5478/Darin Fitzpatrick 510-231-3044)
P.14.b Contract with Myers & Sons Construction, LLC for the Bridge Preventive Maintenance Project
1308
ACCEPT and APPROPRIATE updated Bridge Preventive
Maintenance Program (BPMP) grant funds in an amount not to exceed $3,246,395; ADOPT a resolution awarding a construction contract to Myers & Sons Construction, LLC., as the lowest responsive and responsible bidder, for the Bridge Preventive Maintenance Project in an amount not to exceed $3,035,583.70, including a base bid of $2,639,638.00 and a 15 percent (15%) contingency; AUTHORIZE the city manager or their designee to execute the contract and the director of public works to approve change orders within the approved contingency amount; and APPROPRIATE additional Gas Tax Fund (Fund 1002) matching funds in the amount of $78,792 to the Project - Public Works Department (Hillal Hamdan 510-621-1612/Daniel Chavarria 510-620- 5478).

P.14.c April 2026 Abatement Report 1415
RECEIVE a report on the April 2026 abatement activities – Public Works Department (Daniel Chavarria 510-620-5478/Darin Fitzpatrick 510-231-3044/Hugo Mendoza 510-231-3030).

P.14.d Contract Amendment No. 2 with SCI Consulting Group to Prepare the Hilltop Assessment Districts Annual Engineer’s Report
1445
ADOPT a resolution to APPROVE the second amendment to a contract with SCI Consulting Group to prepare the Hilltop Assessment Districts Annual Engineer’s Report necessary to levy assessments for Fiscal Year 2026-2027, extending the contract term through December 31, 2026, and increasing payment limit by $11,590, for a total contract payment limit of $66,340 – Public Works Department (Daniel Chavarria 620-5478/Darin Fitzpatrick 510-231- 3044).
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12 P.14.e Ordinance Amending Sidewalk Vendor Regulations (RMC Chapter

7.42)
1521
ADOPT an ordinance (second reading) amending Chapter 7.42 of the Richmond Municipal Code (Sidewalk Vendor Ordinance) to update administrative procedures, waiver provisions, and enforcement mechanisms - Public Works Department (Andy Cho 620-6547/Daniel Chavarria 620-5478).

Q. BUDGET SESSION
Q.1 Engineer’s Report for Fiscal Year 2026-27 for the Marina Bay Landscape and Lighting Maintenance District (MBLLMD)
1547
ADOPT a resolution approving the Engineer’s Report for Fiscal Year (FY) 2026-27 for the Marina Bay Landscaping and Lighting Maintenance District (MBLLMD), declaring the City Council’s intention to increase the annual assessment in the MBLLMD, and setting a public hearing about the proposed increased assessment on June 23, 2026, at 6:00 PM in City Council Chambers at 440 Civic Center Plaza in the City of Richmond – Public Works Department (Daniel Chavarria 510-620-5478/Jason Lacey 510-620-6920.

Q.2 Preliminary Engineer’s Report and Intent to Levy Assessments for Hilltop Landscape Maintenance District (HLMD) for Fiscal Year (FY) 2026-27 1642
ADOPT a resolution approving the preliminary Engineer’s Report for Fiscal Year 2026-27 for the Hilltop Landscape Maintenance District (HLMD); DECLARE the City Council’s intention to increase and collect the annual assessments; and SET a public hearing about the proposed increased assessment on June 23, 2026, at 6:00 PM in City Council Chambers at 440 Civic Center Plaza in the City of Richmond – Public Works Department (Daniel Chavarria 510-620-5478/Jason Lacey 510-620-6920).

R. PUBLIC HEARINGS
R.1 General Plan and Zoning Text Amendments Related to 6th Cycle Housing Element Program Implementation
1718
HOLD a public hearing; INTRODUCE (first reading) an ordinance, as recommended by Richmond’s Planning Commission, amending Articles

15.04.104, 15.04.201, 15.04.202, 15.04.203, 15.04.602, 15.04.607; Sections

15.04.610.180, 15.04.610.360, 15.04.805.040 and 15.04.806.040 of the Richmond Municipal Code (RMC); and ADOPT a resolution, as recommended by Richmond’s Planning Commission, amending the General Plan 2030 Land Use and Urban Design Element, to implement certain programs identified in the City’s adopted 6th Cycle Housing Element to align with recent changes to State Law - Community Development Department (Lina Velasco/Avery Stark 510- 620-6714). This item was continued from the May 19, 2026, meeting. 5-26-26 CC MTG.
13 R.2 Levy of Special Assessments for Unpaid Administrative Citation and Nuisance Abatement Costs
2083
HOLD a public hearing; and ADOPT a resolution authorizing the levy of special assessments against certain properties with unpaid invoices related to administrative citation fees, and nuisance abatement costs pursuant to Richmond Municipal Code Chapters 2.62, 6.38, 9.22, and 11.76 – Community Development Department/Code Enforcement Division (Lina Velasco/Eva Mann 510-621-1279). This item was continued from the May 19, 2026, meeting.

R.3 Master Fee Schedule Update 2107
HOLD a public hearing; and INTRODUCE an ordinance (first reading) establishing certain fees for the proposed Master Fee Schedule – Finance Department (Emily Combs/Mubeen Qader/Antonio Banuelos 510-620-6741).

This item was continued from the May 19, 2026, meeting.

R.4 Annual Public Hearing on Vacancies 2217
HOLD a public hearing and RECEIVE a presentation on the status of vacancies and the City’s recruitment and retention efforts in 2025 – Human Resources (Nickie Mastay/Sharrone Taylor 510-620-6803). This item was continued from the May 19, 2026, meeting.

S. STUDY AND ACTION SESSION
S.1 Grant Award from Chevron Community Engagement Foundation 2246 ADOPT a resolution to ACCEPT and APPROPRIATE a $35,000 grant award from the Chevron Community Engagement Foundation for the Office of Neighborhood Safety (ONS) to Enhance Street Outreach/Mobile Crises Response – Community Services Department (LaShonda White/Sam Vaughn 510-620-5404). This item was continued from the May 19, 2026, meeting.

S.2 Presentation from Richmond Promise: Helping to build a stronger Richmond by deeply supporting Richmond students to access and successfully complete post-secondary education (not only 4 year college)
2252
RECEIVE a presentation from Richmond Promise on the organization’s current scope of services, how it supports youth before, during, and after postsecondary education, and the impact it has achieved to date and to highlight the program’s current needs as it continues to serve Richmond students; and DIRECT staff to explore funding to support scholarships for Richmond youth - Vice Mayor Doria Robinson (510-620-6568). This item was continued from the May 19, 2026, meeting.
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14 S.3 Consider Amending Richmond Municipal Code Chapter 11.05 entitled “Fireworks”
2270
REQUEST the city attorney and the city manager to make recommendations and propose amendments to Richmond Municipal Code Chapter 11.05 of the Fireworks Ordinance that extends liability to hosts and increases administrative penalties and return to City Council for proposed recommendations within 90 days - Councilmember Cesar Zepeda (510-620-6593), Councilmember Jamelia Brown (510-609-5780), and Councilmember Soheila Bana (510-672-5242).

S.4 Recommend Dedicating a Literacy Space in the Richmond Public Library in Honor of Abigail Sims-Evelyn
2306
REQUEST the city manager or her designee evaluate and return to the City Council within 120 days with recommendations for dedicating a literacy area, department, center, or other appropriate space within the remodeled Richmond Public Library in honor of Abigail Sims-Evelyn and her more than 40 years of dedicated service to Richmond’s Literacy for Every Adult Program (LEAP), including potential naming options such as “The Abigail Sims-Evelyn Literacy Center,” and REQUEST the city manager or her designee review and provide recommendations regarding applicable naming procedures, fiscal impacts, signage and installation needs, community engagement opportunities, and any relevant policy considerations, and return to Council with a proposed implementation plan and recommendation for consideration - Councilmember Jamelia Brown (510-609-5780), Mayor Eduardo Martinez (510-620-6503), and Councilmember Cesar Zepeda (510-620-6593).

T. REPORTS OF OFFICERS: REFERRALS TO STAFF, AND GENERAL REPORTS (INCLUDING AB 1234 REPORTS)(limited to two minutes per Councilmember) U. ADJOURNMENT
________________________
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Page 1 of 17 ends

May 26, 2026
Finance Department
DATE: May 26, 2026
TO: Mayor Martinez and Members of the City Council
FROM: Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager, Internal Services
LaShonda White, Deputy City Manager, Community
Services
Emily Combs, Director of Finance
Mubeen Qader, Deputy Director of Finance
Antonio Banuelos, Accounting Manager
Jerry Gurule, Accounting Manager
Subject: Budget Study Session on Proposed Fiscal Year 2026-27 Operating Budget and Fiscal Year 2026-31 Five-Year
Capital Improvement Plan and Department Presentations
FINANCIAL IMPACT: There is no financial impact to receiving this report.

PREVIOUS COUNCIL
ACTION:

On May 5, 2026, the City Council received the first draft of the Fiscal Year 2026-27 Annual Operating Budget and
Fiscal Year 2026-31 Five-Year Capital Improvement Plan, including departmental presentations from Community
Development, Police, and Public Works. On May 19, 2026, the City Council received an update on global market
conditions and presentations from Community Services
and Economic Development. Due to time constraints, the
Fire Department presentation was continued to the May
26, 2026 meeting.

STATEMENT OF THE
ISSUE:

City Staff are providing an update on financial and
operational considerations and departmental
presentations to the City Council as part of the ongoing development and review of the Fiscal Year 2026-27
Annual Operating Budget and Fiscal Year 2026-31 FiveYear Capital Improvement Plan.

AGENDA
REPORT
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RECOMMENDED ACTION: RECEIVE the draft Fiscal Year 2026-27 Annual Operating Budget and Fiscal Year 2026-31 Five-Year
Capital Improvement Plan Budget presentation;
RECEIVE updates on departmental operations and
services from the following departments: City Attorney’s Office, City Clerk’s Office, City Manager’s Office, Fire and Internal Services; and upon completion of departmental
presentations PROVIDE DIRECTION to staff prior to final budget adoption – City Manager’s Office/Finance
Department (Shasa Curl/Emily Combs/Mubeen Qader
510-412-2077).

DISCUSSION:

As is standard in local government and supported by the Richmond Charter and Richmond Municipal Code Section 2.61.010, the City Manager is required to submit a proposed budget to the City Council no later than the first Tuesday of May each year.

Richmond Municipal Code Section 2.61.010 states:
“Deadline for Submitting Proposed Budget to City Council No later than the first Tuesday of May of each year, the City Manager shall submit a proposed budget to the City Council for the succeeding fiscal year. The proposed budget shall set forth in detail an estimate of revenues, proposed expenditures and such other information as the City Manager concludes will enhance the budget process. The proposed budget shall be set forth in a format that allows for the widest possible public understanding of the City's resources, operations and programs.”
On May 5, 2026, the City Council received the first draft of the Fiscal Year (FY) 2026-27 Operating Budget and FY 2026-31 Capital Improvement Plan. The draft provided a balanced, baseline budget, with an approximate 12 percent vacancy rate. In addition, an initial overview of major cost drivers, long-term fiscal pressures, the City’s overall financial outlook, and $29.3 million in unfunded departmental requests.

In addition, City departments – Community Development, Police, and Public Works began providing in depth Study Session presentations with key performance indicators to ensure the City Council, respective City departments, residents, community-based organizations, businesses, and philanthropic partners are aware of the amazing direct services, projects, policies, grants, etc. that are being delivered on a daily basis to support and improve health outcomes in the Richmond community. The goal of these Study Session presentations is to highlight the incredible work and transformation that is taking place – Moving Richmond Forward.
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City staff continues to present a balanced budget for the City Council’s consideration.

As such, any new requests will require a corresponding decrease in expenditure. Since FY 20-21, the City of Richmond has hired a net increase of 92 personnel to improve City services. Concurrently, interdepartmental collaboration has increased exponentially, as evidenced by the City of Richmond retaining over 155 grants, valued at over $328 million. This is exceptional work that is changing the trajectory of Richmond. It is with immense gratitude that we celebrate retaining grants that exceed the City’s annual general fund budget.

On May 19, 2026, City staff presented additional information on global economic conditions and departmental operations for Community Services and Economic Development, continuing the structured review of organizational capacity and service delivery impacts. Building upon those prior discussions, this Study Session presentation expands the analysis to include updated financial and economic context, including Richmond-specific economic trends, and year-end financial performance. The Study Session presentation also provides an overview of the City’s procurement requirements and compliance framework, the General Fund Five-Year Forecast, the full Capital Improvement Plan, and departmental updates for the remaining internal service and governance functions.

To support continuity and maintain visibility into the full budget development timeline, the Proposed FY 2026-27 Budget Schedule is repeated below. The schedule outlines the remaining steps in the review and adoption process, including the May 26 Budget Study Session, development of the Budget Checklist, and final budget adoption.

Figure 1: Key Budget Development Dates
Action/Activity Date
Receive Draft FY 2026-27 Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan; Department Presentations (Community Development, Police, Public Works)
May 5, 2026
Master Fee Schedule; Department Presentations (Community Services and Economic Development) May 19, 2026
Budget Study Session on Proposed FY 2026-27 Operating Budget, FY 2026- 31 Five-Year Capital Improvement Plan and Five-Year Forecast; Department Presentations (City Attorney’s Office, City Manager’s Office, City Clerk’s Office, Fire, and Internal Services) and Develop Budget Checklist May 26, 2026
Budget Checklist Follow-up June 16, 2026
City Council to Adopt FY 2026-27 Operating Budget, FY 2026-31 Five-Year Capital Improvement Plan, and GANN Limit June 23, 2026
The May 26 Study Session continues the City Council’s review of the draft FY 2026-27 Operating Budget and FY 2026-31 Capital Improvement Plan (CIP) by focusing on the remaining components of the budget that have not yet been presented in detail. This includes the full CIP, which identifies major infrastructure needs over the next five years, as well as the General Fund Five-Year Forecast, which provides long-range fiscal projections based on known cost drivers, labor agreements, and economic conditions.

These materials support a more complete understanding of the City’s financial position 18

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and help inform policy and resource allocation decisions as the budget development process advances.

City staff have also prepared updated summary materials to support the City Council’s review of the draft FY 2026-27 Operating Budget and FY 2026-31 CIP. These materials include revised revenue and expenditure summaries (Attachment 1 and Attachment 2), department level expenditure summaries (Attachment 3), detailed capital project and funding information (Attachment 4), updated multi-year position listings (Attachment 5), and the General Fund Five-Year Forecast (Attachment 6). Together, these attachments provide the City Council with the most current financial data and organizational information available at this stage of the budget development process.

In addition, City staff are presenting departmental updates from the City Attorney’s Office, City Manager’s Office, City Clerk’s Office, and Internal Services (Finance, Information Technology and Human Resources). These updates continue the structured departmental overview format introduced earlier in the budget cycle, highlighting each department’s core operations, key workload drivers, and service delivery impacts. This information is intended to provide the City Council and community with additional context regarding core service delivery and organizational capacity as budget deliberations continue.

City staff have also developed a set of analytical updates intended to frame the broader economic and fiscal environment in which the FY 2026-27 Operating Budget and the FY 2026-31 CIP are being prepared. The following section presents this contextual information, which is necessary to support a comprehensive and well-informed evaluation of the draft budget.

Economic and Fiscal Conditions Influencing the FY 2026–27 Budget The economic and fiscal conditions outlined in this section provide essential context for understanding the external trends, internal financial dynamics, and structural factors influencing the development of the City’s budget.

Richmond, CA Unemployment Trends
Understanding recent labor market conditions is an important component of the City’s fiscal planning process. Shifts in employment levels influence consumer spending, sales and use tax collections, demand for municipal services, and the City’s broader economic resilience. To support the FY 2026-27 budget analysis, City staff reviewed recent unemployment data specific to Richmond, California, and compared local trends with statewide and national averages, as shown in Figure 2. These data, obtained from the U.S. Bureau of Labor Statistics and retrieved on May 19, 2026, provide context for evaluating the City’s near-term fiscal outlook and assist in forecasting revenue performance and service demand trends.
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Figure 2: Unemployment Rates, Richmond vs. U.S.

Richmond, CA Median Home Sale Price Trends
Richmond’s median home sale prices have increased substantially over the past decade, rising from roughly $185,000 in 2011 to a peak of about $715,000 in 2024. In 2025 and 2026, prices levelled at approximately $650,000, remaining above pre-2020 values and supporting a stable long-term property tax base.

Recent price patterns align with broader Bay Area trends: exceptional growth through 2021–2022 followed by a shift toward steadier valuations as higher mortgage rates influenced buyer capacity. Even with this shift, current prices reflect continued regional demand and constrained supply.

Future housing activity will be influenced by key economic drivers such as federal interest rate policy, inflation trends, and global financial conditions. Changes in borrowing costs will play a central role in shaping buyer activity, investor confidence, and overall transaction volume. A lower rate environment could stimulate sales and support additional price growth, while persistently high rates or broader economic uncertainty may reinforce current, more stable price levels.

These dynamics have meaningful fiscal implications for the City:
 Property tax revenues remain supported by elevated assessed values.  Documentary transfer tax revenues may vary with changes in sales activity.  Development feasibility depends on construction costs, financing conditions, and investor sentiment.
 Affordability pressures continue to influence household spending and demand for City services.

Overall, Richmond enters the upcoming budget cycle with a housing market characterized by historically high values and sensitivity to national and global economic conditions that may affect sales activity and related City revenues. 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Richmond 10.9% 9.3% 7.5% 6.0% 5.1% 4.1% 3.3% 3.3% 2.9% 9.5% 4.8% 3.1% 4.2% 4.4% 4.6% U.S. 8.5% 7.9% 6.7% 5.6% 5.0% 4.7% 4.1% 3.9% 3.6% 6.7% 3.9% 3.5% 3.7% 3.7% 4.4%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%
Unemployment Rate
Calendar Year
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Figure 3: Median Home Sale Price by Calendar Year, Richmond, CA Year
Source: City staff compilation of publicly available housing market data, including Redfin, Zillow Research, and California Association of Realtors historical trend data. Values are approximate.

Year-End Financial Performance in Alignment with Best Practices The Government Finance Officers Association recommends that local governments maintain positive year-end operating results as a best practice to support fiscal stability and avoid reliance on unsustainable or onetime funding sources. Consistent with this guidance, the City’s FY 2024-25 year-end results reflect sound financial management.

As reported on March 3, 2026, approximately $8.2 million in General Fund appropriations remained unspent at the end of FY 2025-26. The revised all funds budget totals more than $750 million, meaning the $8.2 million in unspent appropriations represents roughly 1 percent of overall appropriations. This variance is typical for an organization of Richmond’s size and is within an acceptable range.

The City also continues to comply with its General Fund Reserve Policy, maintaining a minimum reserve level equal to 21 percent of upcoming year General Fund expenditures. Maintaining a modest year-end operating margin is an important component of long-term fiscal stability, as it supports structural balance and reduces the likelihood that reserves or limited-term revenues will be required to sustain operations.

In years when such a margin does not occur, the City may need to draw down reserves or rely on onetime resources, which can reduce financial flexibility and weaken the City’s ability to respond to future economic changes. This positive year-end performance represents a significant shift for the City, which for decades experienced chronic financial instability and recurring deficits. The continued progress toward structural balance marks an important departure from that historic pattern and reflects the City’s strengthened fiscal management.
$185
$240
$335
$385
$430 $465
$525 $565 $590
$640 $635
$690
$625
$715
$650 $650
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2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Thousands
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General Fund Five-Year Forecast (High-Level Summary)
A complete version of the General Fund Five-Year Forecast is provided in Attachment 6, which includes detailed assumptions, growth factors, and year-by-year projections.

The following provides a high-level summary.

The General Fund Five-Year Forecast provides a long-range overview of projected revenues and expenditures for FY 20262-7 through FY 2030-31. It is intended to support informed fiscal planning and decision making. The forecast presents three scenarios: Pessimistic, Middle-of-Road, and Optimistic. These scenarios illustrate the range of potential financial outcomes that may occur under different economic conditions.

Across all scenarios, the forecast incorporates known revenue trends, current economic indicators, negotiated labor agreements, projected California Public Employees’ Retirement System (CalPERS) pension obligations, healthcare cost increases, and inflationary impacts on non-personnel expenses. Major cost drivers in the forecast include wage growth under approved labor Memoranda of Understanding (MOUs), projected increases in CalPERS pension and retiree healthcare obligations, healthcare premium increases, historical overtime usage, inflationary pressure on operating costs, staffing related factors such as vacancy rates, and potential cost impacts associated with Assembly Bill (AB) 1383 beginning in FY 2027-28.

Revenue projections reflect key categories such as property tax, sales and use tax, utility users tax, business license taxes, and fines and investment earnings. Expenditure projections reflect the costs associated with labor agreements, projected pension and retiree healthcare payments, and inflationary adjustments for operating and capital related materials and services.

Revenues from the City’s settlement agreement are presented separately in each scenario. These revenues are limited-term resources and are not included in ongoing General Fund revenue growth assumptions.

The forecast indicates that long-term fiscal conditions will depend on underlying revenue performance, personnel-related cost growth, and broader economic trends.

The City Council is also proceeding with a community engagement process to identify priorities for the use of the limited-term settlement revenues, which remain designated for one-time purposes. Full assumptions, growth factors, and detailed projections for all three scenarios are provided in Attachment 6, General Fund Five-Year Forecast. 22

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Figure 4: Pessimistic Scenario, Five-Year Forecast
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,114 274,670,119 277,416,820 280,190,988 282,992,898 285,822,827 Expenditures 273,089,413 274,670,119 289,562,976 301,250,782 316,052,809 327,329,202 Net Deficit (-) /Surplus
(+) (13,128,300) - (12,146,156) (21,059,794) (33,059,911) (41,506,375) Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids
First Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of LimitedTerm Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with
Limited Term Revenue 48,500,000 48,500,000 36,353,844 27,440,206 15,440,089 16,693,625 Figure 5: Pessimistic Scenario, Five-Year Forecast
Figure 6: Middle-of-Road Scenario, Five-Year Forecast
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,114 274,670,119 279,205,568 288,248,443 297,021,762 305,929,527 Expenditures 273,089,413 274,670,119 287,808,291 298,200,510 311,593,989 321,341,296 Net Deficit (-)/Surplus
(+) (13,128,300) - (8,602,724) (9,952,067) (14,572,227) (15,411,769) Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids First
Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of Limited-Term
Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with
Limited-Term Revenue 48,500,000 48,500,000 39,897,276 38,547,933 33,927,773 42,788,231 $200
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FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Expenditures Revenues Balance of Limited-Term Revenue
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Figure 7: Middle-of-Road Scenario, Five-Year Forecast
Figure 8: Optimistic Scenario, Five-Year Forecast
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,114 274,670,119 288,403,625 302,823,806 317,964,996 333,863,246 Expenditures 273,089,413 274,670,119 289,498,244 298,638,947 310,694,772 319,613,762 Net Deficit (-)/ Surplus
(+) (13,128,300) - (1,094,620) 4,184,858 7,270,224 14,249,484 Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids
First Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of LimitedTerm Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with
Limited Term Revenue 48,500,000 48,500,000 47,405,380 52,684,858 55,770,224 72,449,484 Figure 9: Optimistic Scenario, Five-Year Forecast
Departmental Operations, Workload, and Service Delivery Impacts In addition to the City’s long-range financial outlook, an understanding of departmental operations, workload drivers, and service delivery capacity is essential for evaluating the feasibility of the proposed Fiscal Year 2026-27 Operating Budget and the Fiscal $200
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FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Expenditures Revenues Balance of Limited-Term Revenue
$200
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FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Expenditures Revenues Balance of Limited-Term Revenue
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Year 2026-31 CIP. The following section provides high-level updates from key departments to support the City Council’s review of organizational needs and operational considerations.

City staff are continuing the structured departmental overview format introduced on May 5, which highlights each department’s core operations, key workload drivers, service delivery impacts, and priority considerations for FY 2026-27. This framework is intended to provide the City Council and community with a clear and consistent understanding of the operational landscape across the organization as part of the broader budget development process.

City Attorney’s Office
Core Operations
The City Attorney’s Office provides essential legal services that support the City Council, Mayor, and all departments by delivering legal advice, drafting and reviewing ordinances, resolutions, contracts, and agreements, managing civil litigation, and coordinating with departments and outside counsel. The office also handles subpoenas, prepares legal opinions, provides Brown Act Training and Ethics Training, supports the processing of Public Records Act (PRA) requests, and staffs boards and commissions, which include the Planning Commission, Design Review Board, and Community Police Review Commission. These core functions ensure legal compliance, reduce risk, and enable effective and transparent City operations.

Operational Demands
Operational demands on the City Attorney’s Office continue to intensify as staff manage heavy volumes of legal reviews, Public Records Act responses, subpoenas, litigation, and complex interdepartmental requests that span every major City function. With core responsibilities already consuming more than the department’s full capacity, additional priorities such as ongoing housing, public safety, and economic development initiatives further strain limited legal resources. The growing number of contracts, policy updates, compliance requirements, and board and commission obligations require sustained attorney time and frequent coordination across departments. These cumulative pressures leave little room for proactive legal work, long-term planning, or internal process improvements, forcing the office to operate in a largely reactive mode to keep essential legal services moving.

Service Delivery Impacts
Service delivery in the City Attorney’s Office is constrained by limited staffing and high volumes of legal reviews, Public Records Act inquiries, subpoenas, and litigation demands. With core duties already exceeding available capacity, attorneys must prioritize urgent matters, resulting in slower turnaround times, reduced proactive legal work, and greater reliance on outside counsel. These pressures hinder the department’s ability to support City operations efficiently and consistently, leading to delays in policy development, contract reviews, and board and commission support. 25

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City Clerk’s Office
Core Operations
The City Clerk’s Office provides essential legislative and administrative services that ensure transparent and compliant government operations. Core responsibilities include processing public records requests, claims, subpoenas, and board or commission applications; administering municipal elections; managing City Council meeting agendas and ensuring Brown Act compliance; maintaining and publishing ordinances, resolutions, and official legislative records; and serving as a Passport Acceptance Facility for the community. These functions uphold transparency, public access, and the legal integrity of City government.

Operational Demands
Although the City Clerk’s Office faces significant operational demands to deliver core responsibilities such as processing public records requests, administering elections, managing City Council meeting agendas, and maintaining legislative records, they do their best to provide the service with the same limited staffing resources. The area that presents a current challenge is the rapid growth in public records requests. Additional help in this area in the form of an additional position or two part-time staff is very much appreciated.

Service Delivery Impacts
Service delivery within the City Clerk’s Office is significantly affected by the sharp rise in Public Records Act requests
City Manager’s Office
Core Operations
The City Manager’s Office supports the City Manager, the City's Chief Executive Officer, to implement the policy direction of the City Council. She provides executive leadership and citywide coordination, supporting daily municipal operations, implementing City Council priorities, ensuring strong fiscal stewardship, including promoting a grantseeking culture, and overseeing organizational planning. Core responsibilities include development and coordination of the City’s operating and capital budgets; implementation oversight for City Council-directed initiatives; interdepartmental operational coordination; strategic planning; emergency and continuity coordination; labor negotiation support; regional and intergovernmental partnerships; and oversight of major citywide initiatives and infrastructure projects.

The department also coordinates organizational improvement efforts, modernization initiatives, implementation tracking, community engagement support, and operational response activities involving multiple departments and external agencies. These functions help ensure continuity of city services, alignment with Council priorities, operational accountability, and long-term organizational sustainability. 26

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Operational Demands
Operational demands on the City Manager’s Office continue increasing as staff coordinates multiple citywide priorities, infrastructure initiatives, fiscal stabilization efforts, emergency response activities, modernization projects, and City Councildirected implementation efforts simultaneously across the organization. Major ongoing responsibilities include wastewater reliability and Veolia transition initiative, citywide capital improvement and park renovation projects, homelessness response coordination, enterprise modernization efforts, labor negotiations, fiscal sustainability planning, and interdepartmental implementation oversight across multiple service areas.

In addition to supporting daily operational coordination and City Council implementation efforts, the department continues to manage increasing regulatory requirements, community response issues, regional coordination responsibilities, grant and funding coordination efforts, and emerging organizational priorities requiring rapid response and cross-departmental alignment. As organizational responsibilities and implementation efforts continue evolving across multiple priority areas, maintaining momentum on longterm organizational improvement, modernization initiatives, strategic planning efforts, and proactive operational coordination increasingly requires thoughtful sequencing, alignment, and sustained organizational focus.

Service Delivery Impacts
Growing operational demands and limited coordination capacity continue affecting the City Manager’s Office ability to proactively advance long-term organizational improvement efforts while maintaining continuity of daily city operations and implementation responsibilities. As staffing resources are redirected toward urgent operational issues, infrastructure coordination, emerging City Council priorities, emergency response activities, and City-wide implementation efforts, proactive planning, modernization initiatives, performance improvement efforts, and long-range strategic coordination activities may experience delays.

These conditions increase reliance on reactive operational coordination and compress implementation timelines across multiple departments and initiatives simultaneously.

Service delivery impacts may include slower advancement of modernization and organizational improvement efforts, reduced flexibility to proactively respond to emerging priorities, delayed implementation sequencing for City-wide initiatives, and reduced capacity for long-range operational planning and process improvement efforts.

The City Manager’s Office continues supporting coordinated implementation of City Council priorities, fiscal stewardship, operational continuity, and organizational alignment across City service areas while advancing long-term planning and service improvement efforts.

Internal Services
Core Operations
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The Finance Department delivers the core financial operations that keep the City functioning, including accounting, budgeting, payroll, procurement, revenue administration, treasury management, and accounts payable. These services ensure accurate financial reporting, timely payments, compliant purchasing, effective budget oversight, and responsible cash and investment management that support all City departments and community services.

The Information Technology (IT) Department maintains the City’s critical technology infrastructure by managing network and server operations, cybersecurity, enterprise applications, and technology systems that support public safety and City meetings. IT also provides help desk and end-user support to ensure staff have reliable technology, connectivity, and access to essential tools and training.

The Human Resources Department delivers critical workforce and organizational support services that enable the City to attract, develop, and retain a high-performing workforce. Key accomplishments and responsibilities include leading labor negotiations and employee relations for eight labor unions; overseeing recruitment, onboarding, benefits, retirement, workers’ compensation, insurance compliance for contract, and leave administration; and ensuring compliance with state and federal labor laws and workplace safety requirements. The department also manages classification and compensation programs, updates personnel policies, delivers employee training and professional development programs, promotes employee engagement and wellness initiatives, and provides administrative support to the Personnel Board and Community Police Review Commission. Through these efforts, Human Resources supports operational continuity, organizational resilience, and effective delivery of City services.

Operational Demands
Operational demands on the Finance Department continue to increase as staff manage high-volume, time-sensitive responsibilities across procurement, budgeting, accounting, revenue collection, and treasury functions. The department has successfully advanced major initiatives including the e-procurement rollout, vendor compliance enhancements, targeted revenue audits, and business license modernization efforts. At the same time, staff continue to meet expanding audit, regulatory, debt management, and City-wide policy support requirements while maintaining uninterrupted core financial operations.

The Information Technology Department faces growing operational demands as it maintains City-wide network reliability, supports enterprise systems, and strengthens cybersecurity protections. IT continues to support major modernization initiatives, including enterprise system upgrades, cloud migration efforts, and critical public safety technologies, while managing increasing service requests, device lifecycle replacements, and evolving digital service expectations. Despite aging infrastructure and limited staffing resources, the department continues to sustain essential operations and advance key modernization and security priorities.

Operational demands on the Human Resources Department continue to increase as 28

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staff balance core personnel services with expanding compliance requirements and City-wide strategic initiatives. In addition to daily operations involving labor relations, negotiations, workers’ compensation, leave management, training, policy development, and safety compliance, the department is leading several major organizational improvement efforts. Current initiatives include implementing an automated employee evaluation system, developing classification-based training programs, modernizing leave tracking systems, supporting the Richmond Race Equity Action Plan, and assisting with the creation and staffing of new City programs and divisions, including the Community Crisis Response Program (Reah Out with Compassion and Kindness - R.O.C.K.) Program and the Fire Department’s Advanced Life Support (ALS) Program. Human Resources also maintains compliance with evolving Cal-OSHA, OSHA, Department of Industrial Relations, and labor law requirements while supporting broader City priorities related to public safety, housing, economic development, and infrastructure. At the same time, Risk Management operations face growing insurance and compliance obligations while operating with limited staffing due to a Risk Manager vacancy. These conditions constrain the department’s ability to proactively implement operational improvements and strengthen risk mitigation efforts.

Service Delivery Impacts
The Finance Department’s high workload and limited staffing capacity impact service delivery by increasing processing times and reducing the department’s ability to focus on proactive financial planning and modernization efforts. Staff continue to prioritize critical responsibilities including audit preparation, procurement support, revenue compliance, and City Council-driven initiatives, often delaying longer-term improvements such as financial modeling, process automation, and internal control enhancements. Despite these constraints, the department continues to maintain essential fiscal oversight and support City operations.

The Information Technology Department’s service delivery is challenged by increasing cybersecurity demands, aging infrastructure, and growing City-wide technology needs.

As resources are directed toward urgent operational and security issues, planned upgrades, modernization projects, and lower-priority support requests may experience delays. These capacity constraints limit opportunities for proactive maintenance and service expansion, while IT continues to maintain critical systems and support daily City operations.

The Human Resource Department’s Growing operational demands and limited staffing capacity continue to impact service delivery across recruitment, labor and employee relations, compliance, training, and risk management functions. Staff must prioritize urgent operational needs, which can delay strategic initiatives, policy modernization, workforce planning, and process improvement efforts. Risk Management functions are particularly affected by staffing limitations and increased compliance requirements, resulting in delays in contract insurance approval, return-to-work coordination, and proactive safety and injury prevention programs. These challenges also affect frontline operations, including Public Safety and Public Works, where extended employee leaves can contribute to overtime costs and service delivery impacts. Despite these 29

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constraints, the department continues to support critical City operations and major organizational initiatives. Additional staffing resources would enhance service delivery, strengthen compliance oversight, expand employee development opportunities, improve workforce planning, and support continued modernization of Human Resources systems.

Five-Year Capital Improvement Program (CIP) and Programmatic Framework The City’s Capital Improvement Program (CIP) outlines a strategic, long-range financial and physical plan designed to maintain, enhance, and transform Richmond’s public infrastructure over the next five fiscal years, covering FY 2026-27 through FY 2030-31. Rather than reviewing capital investments as isolated projects, City staff implements a structured programmatic approach that organizes municipal assets into several distinct, mission-driven programs. These programs explicitly target critical local infrastructure needs across the city and can be outlined through 8 categories:

1. Equipment Services

2. General and Public Safety Facilities

3. Parks & Open Spaces

4. Port of Richmond

5. Sanitary Sewer/Wastewater

6. Storm Drainage and Watershed

7. Transportation

8. Technology
By grouping municipal capital projects systematically under these 8 categories, City staff can better optimize logistical workflows, maximize economies of scale during procurement cycles, and tightly align multi-year physical investments with the longterm policy objectives set forth in the City Council’s Strategic Goals.

CIP Implementation Strategy and Data-Driven Program Planning An immediate, primary operational goal of the CIP is to successfully deliver and clear the current backlog of legacy and previously adopted capital projects. Concurrently with this effort, program leads are actively working toward developing a data-driven plan. To build this roadmap, staff are working to analyze existing information, including previously adopted master plans, targeted engineering studies, condition assessments, requests, and institutional staff knowledge. The goal is to map out the need with existing staff capacities and operational workloads to ensure realistic, achievable delivery timelines.

City staff recognize that certain core programs require additional data to refine future project recommendations. Specifically, completing a comprehensive Facility Conditions Assessment and an update to the Parks Master Plan are critical upcoming milestones.

Securing and analyzing this data will allow program leads to transition from a baseline execution model to a fully optimized, data-driven multi-year plan that precisely targets municipal resources toward the areas of greatest need.
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CIP Fiscal Resource Allocation: Funded, Partially Funded, and Unfunded Needs While the five-year plan establishes a strategic direction for the main programs, execution is fundamentally constrained by available financial resources. Fully and partially funded projects utilize a mix of local revenue resources—including Gas Tax, Road Maintenance Rehabilitation Account (RMRA), Measure J, specialized Impact Fees (Open Space, Library, Wastewater), and General Capital monies, which are aggressively paired with external Outside Funded Grants and Engineering Grants to stretch municipal dollars. Without increased funding and/or formal commitments, it makes it difficult to capital plan for a program where the immediate infrastructure needs heavily outweigh available funds.

Richmond’s Procurement Requirements and Contracting Procedures Effective implementation of both the operating budget and the Five-Year Capital Improvement Program depends on consistent adherence to the City’s procurement requirements. These rules serve as essential budgetary controls that protect public resources, ensure transparency, and maintain compliance with legal and audit standards.

Richmond’s procurement framework, established in Chapter 2.52 of the Municipal Code and related ordinances, sets approval thresholds, bidding requirements, and internal controls. Contracts over $10,000 require City Council approval, while the City Manager may execute contracts of $10,000 or less. Additional ordinances, including the Business Opportunity, Local Employment, and Living Wage ordinances, further guide contracting practices.

Purchases under $50,000 require written quotes. Purchases of $50,000 or more must follow a formal competitive process. This means the City publicly advertises the opportunity, vendors submit sealed bids or proposals, and City staff evaluate them against clear and published criteria. This ensures fairness, transparency, and the best value for the community.

Sole source and emergency purchases must be justified in writing and splitting or retroactively approving purchases is prohibited. When procurement procedures are not followed, the City faces significant risks such as delayed vendor payments, audit findings, loss of grant eligibility, and challenges to the validity of contracts. Consistent compliance protects public funds, strengthens trust, and ensures that contracting decisions withstand legal and audit review.
31

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May 26, 2026
Figure 10: Compliant Procurement

NEXT STEPS
City staff will continue refining the draft FY 2026-27 Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan based on City Council direction and updated financial information. The next step in the budget development process is the June 16, 2026, Budget Study Session, where staff will present the City Council Budget Checklist.

The FY 2026-27 Operating Budget and FY 2026-31 Five-Year Capital Improvement Plan are scheduled for City Council consideration and adoption on June 23, 2026. The Budget Checklist, containing City Council questions and City staff responses from the May 5, 2026, City Council meeting, is attached as Attachment 7.

DOCUMENTS ATTACHED:

Attachment 1 – Draft Summary of Revenues, by Fund, by Type Attachment 2 – Draft Summary of Expenditures, by Fund, by Type Attachment 3 – Draft Summary of Expenditures, by Fund, by Department Attachment 4 – Draft Capital Improvement Plan Budget & Forecast Summaries Attachment 5 – Draft Multi-Year Comparative Position Listing Attachment 6 – General Fund Five-Year Forecast
Attachment 7 – Draft City Council Budget Checklist
Attachment 8 – Draft Presentation
32 City of Richmond Attachment 1 - Draft Summary of Revenues, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
0001 GENERAL FUND
Property Taxes (51,919,490) (53,802,373) (55,064,108) (30,659,082) (58,329,291) (60,134,838) 3% Sales & Use Tax (55,541,366) (61,319,980) (59,749,804) (35,530,039) (60,163,807) (63,437,266) 5% Utility Users Tax (54,676,023) (59,120,237) (63,825,320) (46,302,979) (66,351,265) (70,472,872) 6% Other Taxes (19,623,677) (18,754,991) (27,189,502) (13,496,715) (28,399,659) (28,399,004) 0% Licenses, Permits & Fees (18,221,104) (16,839,828) (16,990,845) (11,704,167) (17,274,036) (18,359,604) 6% Fines & Forfeitures (255,225) (229,936) (637,304) (699,502) (200,000) (760,000) 280% Interest Income (1,432,706) (3,732,520) (3,822,492) (3,479,309) (3,030,545) (3,530,545) 16% Charges for Services (2,785,618) (2,628,738) (3,428,681) (1,984,351) (3,724,495) (4,621,757) 24% Other Revenue (440,857) (432,808) (572,607) (50,325,839) (50,167,500) (50,187,500) 0% Rental Income (882,003) (930,008) (942,592) (641,870) (791,157) (766,657) -3% Intergovernmental State Taxes (118,794) (143,154) (182,741) (177,196) (150,000) (150,000) 0% Intergovernmental State Grant (131,430) (169,152) (329,648) (321,295) (180,000) (230,000) 28% Intergovernmental Other Grant (288,949) (328,851) (550,914) (282,265) (290,000) (290,000) 0% Proceeds from Sale of Property (1,264) (6,299) (1,415) (476) (15,000) (15,000) 0% Loan/Bond Proceeds (39,400) - - - (40,400) (40,400) 0%
Operating Transfer-In (19,727,198) (21,637,505) (23,059,557) (20,832,281) (20,853,959) (23,274,676) 12% Other Financing Sources (417,005) - (21,315,218) - - - - TOTAL GENERAL FUND (226,502,110) (240,076,380) (277,662,747) (216,437,365) (309,961,114) (324,670,119) 5%

OTHER OPERATING FUNDS
1003 TRANSPORTATION OPERATION
Licenses, Permits & Fees (47,788) (13,675) (226) (300) - - - Other Revenue (7,794) (10,102) (10,466) (6,540) (20,000) (20,000) 0% Intergovernmental Other Grant 19,190 (24,000) (1,098,645) (703,884) (1,231,584) (1,273,685) 3% Operating Transfer-In - (97,500) - - - - -
TOTAL TRANSPORTATION OPERATION (36,391) (145,277) (1,109,336) (710,724) (1,251,584) (1,293,685) 3% 1012 HILLTOP LANDSCAPE MAINTENANCE DISTRICT
Property Taxes (1,091,844) (1,124,587) (1,159,571) (656,897) (1,193,082) (1,228,874) 3% Interest Income (9,244) (9,284) 4 - - - -
Operating Transfer-In (229,115) (323,688) (297,163) (187,771) (250,360) (782,673) 213% TOTAL HILLTOP LANDSCAPE MAINTENANCE DISTRICT (1,330,203) (1,457,560) (1,456,729) (844,668) (1,443,442) (2,011,547) 39% 1015 MARINA BAY LANDSCAPING & LIGHTING DISTRICT
Property Taxes (693,358) (714,664) (736,074) (416,960) (752,734) (775,316) 3% Interest Income (14,573) (31,711) (37,316) (18,763) - - - Operating Transfer-In (473,966) (476,309) (490,599) (378,987) (505,317) (1,026,818) 103%

TOTAL MARINA BAY LANDSCAPING & LIGHTING
DISTRICT (1,181,896) (1,222,684) (1,263,989) (814,710) (1,258,051) (1,802,134) 43% 1050 COST RECOVERY-PLANNING & BUILDING
Licenses, Permits & Fees (9,354,891) (7,820,661) (6,993,095) (6,762,126) (8,243,899) (8,038,430) -2% Interest Income (230,778) (704,791) (383,334) (130,054) (82,307) (152,000) 85% Charges for Services (530,334) (207,804) (1,406,139) (414,716) (2,754,000) (756,000) -73% Other Revenue (20) (100) (2,725) (290) (150) (150) 0%
Intergovernmental Federal Grant (25,000) - (131,197) 33,697 (748,275) - -100% Intergovernmental State Grant (2,797,300) (2,690,312) - (5,562) (1,580,000) (80,000) -95% Intergovernmental Other Grant (52,093) - (15,000) - - - - Operating Transfer-In (782,154) (808,934) (1,520,000) - - - - TOTAL COST RECOVERY-PLANNING & BUILDING (13,772,569) (12,232,602) (10,451,491) (7,279,051) (13,408,631) (9,026,580) -33% 1205 EMPLOYMENT & TRAINING
Other Revenue (117) (185) - - - - -
Intergovernmental Federal Grant (2,949,691) (2,317,514) (598,078) (3,039,567) (4,831,943) - -100% Intergovernmental State Grant (479,581) (1,384,104) (1,825,418) (256,366) (499,685) (33,333) -93% Intergovernmental Other Grant (58,271) (169,664) (20,000) (31,738) (398,253) (170,000) -57%

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SPECIAL REVENUE FUNDS
1001 SECURED PENSION OVERRIDE
Property Taxes (26,010,577) (27,165,723) (28,292,298) (16,237,502) (29,476,695) (30,102,639) 2% Interest Income (34,736) - - - - - -
TOTAL SECURED PENSION OVERRIDE (26,045,312) (27,165,723) (28,292,298) (16,237,502) (29,476,695) (30,102,639) 2% 1005 LIBRARY FUND
Fines & Forfeitures (3,810) (9,443) (7,119) (2,809) - - - Interest Income (35,844) (247,223) (224,932) (105,175) - - - Other Revenue - (204) - 5,833 - - -
Intergovernmental Federal Grant (25,472) (64,187) (64,592) (12,670) (55,000) (34,500) -37% Intergovernmental State Grant (223,951) (756,812) (547,136) (111,475) (9,341,527) (5,895,771) -37% Intergovernmental Other Grant (14,402) (17,696) (286,304) (12,408) (214,000) (4,000) -98% TOTAL LIBRARY FUND (303,479) (1,095,565) (1,130,083) (238,705) (9,610,527) (5,934,271) -38% 1007 EMERGENCY MEDICAL SERVICE
Property Taxes - - (219,033) - (216,000) (217,000) 0%
Interest Income (8,038) (14,375) (2,776) (3,045) - - -
TOTAL EMERGENCY MEDICAL SERVICE (8,038) (14,375) (221,809) (3,045) (216,000) (217,000) 0% 1009 VEOLIA MITIGATION
Licenses, Permits & Fees (31,250) (18,750) (25,000) (12,500) (25,000) (25,000) 0% Interest Income (5,793) (14,996) (16,122) (8,409) - - - TOTAL VEOLIA MITIGATION (37,043) (33,746) (41,122) (20,909) (25,000) (25,000) 0% 1010 NORTH RICHMOND WASTE
Licenses, Permits & Fees (407,388) - (96,854) - (130,040) (130,040) 0% Interest Income (1,829) (2,962) 32 - - - -
TOTAL NORTH RICHMOND WASTE (409,217) (2,962) (96,821) - (130,040) (130,040) 0% 1011 OUTSIDE FUNDED SERVICES - DONATION
Interest Income (135) (332) (326) (158) - - -
TOTAL OUTSIDE FUNDED SERVICES - DONATION (135) (332) (326) (158) - - - 1013 HAZARDOUS MATERIAL FUND
Operating Transfer-In (6,209) - - - - - -
TOTAL HAZARDOUS MATERIAL FUND (6,209) - - - - - -
1017 CHEVRON MODERNIZATION PROJECT & ENVIRONMENTAL AND COMMUNITY INVESTMENT AGREEMENT (ECIA) Interest Income (326,886) (831,170) (775,101) (320,009) - - - Other Revenue (49,824) 42,075 - 1,755 - - -
Intergovernmental Other Grant (6,000,000) (4,016,500) - - - - - TOTAL CHEVRON MODERNIZATION PROJECT & ECIA (6,376,710) (4,805,595) (775,101) (318,254) - - - 1018 RENT PROGRAM
Licenses, Permits & Fees (2,553,651) (2,931,687) (2,833,664) (2,616,784) (3,600,000) (3,500,000) -3% Interest Income (39,267) (88,652) (93,841) (37,255) (50,000) (50,000) 0% Other Revenue (40,078) (61,209) (89) (55) (50,000) (50,000) 0% Intergovernmental Other Grant (10,000) - - - - - -
Operating Transfer-In - (438,726) (290,391) (224,532) (299,373) (524,912) 75% TOTAL RENT PROGRAM (2,642,997) (3,520,275) (3,217,985) (2,878,626) (3,999,373) (4,124,912) 3%

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City of Richmond Attachment 1 - Draft Summary of Revenues, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
1055 ENCROACHMENT SERVICES
Licenses, Permits & Fees (972,367) (955,734) (941,227) (985,839) (890,000) (800,000) -10% Interest Income (51,110) (141,089) (167,192) (93,270) - - - Charges for Services (324,226) (346,453) (387,325) (112,205) (325,000) (90,000) -72% TOTAL ENCROACHMENT SERVICES (1,347,703) (1,443,276) (1,495,743) (1,191,314) (1,215,000) (890,000) -27% 1303 KIDS FIRST INITIATIVE
Interest Income (66,257) (259,871) (462,232) (313,539) - - - Operating Transfer-In (4,121,294) (7,186,411) (7,575,272) (6,409,962) (8,546,616) (9,071,263) 6% TOTAL KIDS FIRST INITIATIVE (4,187,551) (7,446,282) (8,037,504) (6,723,501) (8,546,616) (9,071,263) 6% 1304 EMERGENCY OPERATIONS & DISASTER RECOVERY
Interest Income (697) (11,728) (6,791) (6,330) - - -
Intergovernmental Federal Grant (1,058) - - - - - -
Intergovernmental State Grant - (18,463) - - - - -
Operating Transfer-In (424,208) (75,000) (75,000) (75,000) (75,000) (75,000) 0%

TOTAL EMERGENCY OPERATIONS & DISASTER
RECOVERY (425,963) (105,192) (81,791) (81,330) (75,000) (75,000) 0% 1305 PUBLIC ART
Licenses, Permits & Fees (1,528,674) (505,167) (456,916) (552,772) (400,000) (400,000) 0% Interest Income (41,124) (120,813) (139,732) (81,629) - - - Operating Transfer-In - - (253,475) (73,853) (91,104) (18,150) -80% TOTAL PUBLIC ART (1,569,799) (625,980) (850,124) (708,254) (491,104) (418,150) -15% 1306 AMERICAN RESCUE PLAN ACT (ARPA)
Interest Income (493,777) (1,144,072) (877,988) (281,777) - - - Intergovernmental Federal Grant (4,130,024) (2,358,952) (7,456,360) - - - - TOTAL AMERICAN RESCUE PLAN ACT (ARPA) (4,623,801) (3,503,025) (8,334,348) (281,777) - - - 1307 TRANSFORMATIVE CLIMATE COMMUNITIES (TCC) GRANT
Intergovernmental State Grant - (1,602,562) (3,184,790) (1,591,147) (21,126,452) (18,175,748) -14% Intergovernmental Other Grant - - - (150,000) (150,000) (20,000) -87% TOTAL TCC GRANT - (1,602,562) (3,184,790) (1,741,147) (21,276,452) (18,195,748) -14% 1308 ENCAMPMENT RESOLUTION FUND
Interest Income - (1,346) (118,403) (62,502) - (38,000) - Intergovernmental State Grant - (2,006,596) (2,475,791) (420,933) (1,696,703) (2,885,506) 70% TOTAL ENCAMPMENT RESOLUTION FUND - (2,007,942) (2,594,194) (483,435) (1,696,703) (2,923,506) 72% 1309 ENCAMPMENT RESOLUTION FUND ROUND 3
Interest Income - - (12,516) (121,429) - (110,000) -
Intergovernmental State Grant - - - (1,671,418) (9,336,746) (5,386,669) -42% TOTAL ENCAMPMENT RESOLUTION FUND ROUND 3 - - (12,516) (1,792,847) (9,336,746) (5,496,669) -41% 1405 HOMEKEY PROGRAM FUND
Intergovernmental State Grant - - (6,944,821) (2,924,726) (7,012,660) - -100% TOTAL HOMEKEY PROGRAM FUND - - (6,944,821) (2,924,726) (7,012,660) - -100% TOTAL SPECIAL REVENUE FUNDS (47,983,956) (53,372,831) (65,311,375) (35,625,530) (93,107,915) (77,604,198)

CAPITAL PROJECT FUNDS
1002 STATE GAS TAX
Interest Income (21,717) (62,616) (98,148) (68,704) - - - Intergovernmental State Taxes (2,916,675) (3,145,654) (3,229,879) (2,130,477) (3,249,250) (3,368,109) 4% TOTAL STATE GAS TAX (2,938,393) (3,208,270) (3,328,027) (2,199,181) (3,249,250) (3,368,109) 4% 1004 ASSET SEIZURE FUND
Interest Income (6,107) (12,825) (11,857) (5,714) - - -

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City of Richmond Attachment 1 - Draft Summary of Revenues, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
Charges for Services (5,017) - - - - - -
Proceeds from Sale of Property - - (1,097) - - - -
TOTAL ASSET SEIZURE FUND (11,124) (12,825) (12,954) (5,714) - - - 1006 OUTSIDE FUNDED SERVICES - GRANTS
Other Revenue - - - (35,000) - - -
Intergovernmental Federal Grant - - (1,147,500) - (2,450,000) (1,528,000) -38% Intergovernmental State Grant (1,897,382) (10,980,856) (12,583,760) (2,124,022) (31,401,033) (18,785,839) -40% Intergovernmental Other Grant (512,790) (428,507) (483,995) (1,876,453) (1,003,391) (2,774,602) 177% Operating Transfer-In (200,000) - (40,281) - - - -
TOTAL OUTSIDE FUNDED SERVICES - GRANTS (2,610,172) (11,409,363) (14,255,537) (4,035,475) (34,854,424) (23,088,441) -34% 1054 ENGINEERING GRANTS
Intergovernmental Federal Grant (635,351) (1,944,986) (697,822) (461,604) (10,529,853) (9,977,870) -5% Intergovernmental State Grant (1,968,756) (6,380,797) (6,148,463) (1,289,589) (16,328,502) (14,056,547) -14% Intergovernmental Other Grant (82,500) (500,000) (163,000) (180,000) (2,349,400) (2,410,400) 3% TOTAL ENGINEERING GRANTS (2,686,607) (8,825,783) (7,009,285) (1,931,193) (29,207,756) (26,444,817) -9% 1019 ROAD MAINTENANCE & REHABILITATION ACCOUNT (RMRA)
Interest Income (45,766) (135,864) (219,068) (115,598) - - - Intergovernmental State Taxes (2,559,099) (2,931,889) (3,150,512) (2,130,965) (3,040,843) (3,251,983) 7%

TOTAL ROAD MAINTENANCE & REHABILITATION
ACCOUNT (RMRA) (2,604,866) (3,067,753) (3,369,580) (2,246,563) (3,040,843) (3,251,983) 7% 2001 GENERAL CAPITAL FUND
Interest Income (3,303) (1,197,428) (2,295,542) (1,192,987) - - - Other Revenue (237,300) (300,001) - (334,565) (334,565) - -100% Operating Transfer-In (21,666,976) (18,819,926) (20,076,138) (6,287,759) (13,816,298) (2,200,000) -84% TOTAL GENERAL CAPITAL FUND (21,907,579) (20,317,355) (22,371,680) (7,815,311) (14,150,863) (2,200,000) -84% 2002 MEASURE J
Interest Income (35,493) (79,821) (180,682) (106,259) - - - Intergovernmental Other Grant (979,937) (2,967,171) (2,247,953) - (2,823,258) (2,738,681) -3% TOTAL MEASURE J (1,015,431) (3,046,992) (2,428,635) (106,259) (2,823,258) (2,738,681) -3% 2007 HARBOR FUND
Interest Income (912) (2,246) (2,204) (1,071) - - -
TOTAL HARBOR FUND (912) (2,246) (2,204) (1,071) - - -
2110 IMPACT FEE - PARKS
Licenses, Permits & Fees (12,780) (28,860) (31,344) (3,528) - - - Interest Income (3,028) (7,680) (8,863) (4,631) - - -
TOTAL IMPACT FEE - PARKS (15,808) (36,540) (40,207) (8,159) - - - 2111 IMPACT FEE - TRAFFIC
Licenses, Permits & Fees (606,750) (133,482) (155,408) (17,310) - - - Interest Income (28,635) (74,008) (81,518) (41,304) - - - TOTAL IMPACT FEE - TRAFFIC (635,385) (207,490) (236,926) (58,614) - - - 2113 IMPACT FEE - FIRE
Licenses, Permits & Fees (63,164) (29,810) (77,948) (3,725) - - - Interest Income (2,035) (3,308) (3,728) (2,749) - - -
TOTAL IMPACT FEE - FIRE (65,199) (33,118) (81,676) (6,475) - - - 2114 IMPACT FEE - POLICE
Licenses, Permits & Fees (49,323) (25,234) (25,568) (4,401) - - - Interest Income (13,571) (30,403) (32,100) (15,909) - - - TOTAL IMPACT FEE - POLICE (62,894) (55,637) (57,669) (20,310) - - -

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City of Richmond Attachment 1 - Draft Summary of Revenues, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
2115 IMPACT FEE - COMM/AQUATC
Licenses, Permits & Fees (55,980) (113,504) (122,380) (21,371) - - - Interest Income (10,887) (29,221) (34,921) (18,703) - - - TOTAL IMPACT FEE - COMM/AQUATC (66,867) (142,725) (157,301) (40,075) - - - 2116 IMPACT FEE - PARKS/OPEN SPACE
Licenses, Permits & Fees (233,456) (473,264) (457,801) (75,566) - - - Interest Income (58,431) (148,278) (168,498) (87,335) - - - TOTAL IMPACT FEE - PARKS/OPEN SPACE (291,887) (621,542) (626,300) (162,901) - - - 2117 IMPACT FEE - LIBRARY
Licenses, Permits & Fees (109,583) (132,362) (126,996) (20,897) - - - Interest Income (35,223) (87,573) (89,967) (43,574) - - - TOTAL IMPACT FEE - LIBRARY (144,806) (219,935) (216,963) (64,471) - - - 2118 IMPACT FEE - HILLTOP
Interest Income (634) (1,559) (1,530) (743) - - -
TOTAL IMPACT FEE - HILLTOP (634) (1,559) (1,530) (743) - - - 2119 IMPACT FEE - STORM DRAINAGE
Licenses, Permits & Fees (218,407) (45,926) (36,031) (2,316) - - - Interest Income (19,671) (50,315) (52,180) (25,663) - - - TOTAL IMPACT FEE - STORM DRAINAGE (238,077) (96,241) (88,211) (27,979) - - - 2120 IMPACT FEE - WASTEWATER
Licenses, Permits & Fees (395,593) (5,868) (16,542) (17,398) - - - Interest Income (48,355) (117,933) (114,824) (42,288) - - - TOTAL IMPACT FEE - WASTEWATER (443,948) (123,801) (131,367) (59,686) - - - TOTAL CAPITAL PROJECT FUNDS (35,740,589) (51,429,174) (54,416,051) (18,790,179) (87,326,393) (61,092,031)

DEBT SERVICE FUNDS
3001 DS - 2005 TAXABLE PENSION OBLIGATION BOND
Interest Income (31,913) (161,707) (21,189) (13,240) - - - Loan/Bond Proceeds (154,140,000) - - - - - -
Operating Transfer-In (4,944) (11,153,663) (8,427,321) (11,410,149) (11,411,249) (11,650,575) 2% TOTAL DS - 2005 TAXABLE PENSION OBLIGATION
BOND (154,176,857) (11,315,370) (8,448,510) (11,423,389) (11,411,249) (11,650,575) 2% 3002 DS - 99A PENSION OBLIGATION BOND
Interest Income (290) (3,470) (3,438) (1,571) - - -
Operating Transfer-In (2,972,836) - - - - - -
TOTAL DS - 99A PENSION OBLIGATION BOND (2,973,127) (3,470) (3,438) (1,571) - - - 3005 DS - 07 REFUNDING&CIVIC CENTER
Interest Income (8,993) (12,080) (25,831) (13,431) - - - Charges for Services (5,470,630) (6,808,174) (6,374,269) (4,774,555) (6,237,073) (5,492,382) -12% Other Revenue (3,603) - - - - - -
Operating Transfer-In (1,418,372) (1,463,868) (1,482,453) (1,120,991) (1,494,653) (2,226,081) 49% TOTAL DS - 07 REFUNDING&CIVIC CENTER (6,901,599) (8,284,122) (7,882,553) (5,908,977) (7,731,726) (7,718,463) 0% TOTAL DEBT SERVICE FUNDS (164,051,582) (19,602,962) (16,334,501) (17,333,937) (19,142,975) (19,369,038)

ENTERPRISE FUNDS
4001 PORT OF RICHMOND
Licenses, Permits & Fees (44,462) - - - - - -
Interest Income (963,574) (1,646,990) (1,760,396) (503,432) - - - Other Revenue - - (532) - - (150,000) -

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City of Richmond Attachment 1 - Draft Summary of Revenues, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
Rental Income (10,843,217) (12,255,674) (11,216,940) (3,896,600) (6,166,700) (6,396,700) 4% Intergovernmental Other Grant - - - - (2,602,750) (2,602,750) 0% Proceeds from Sale of Property (496,250) - - - - - -
TOTAL PORT OF RICHMOND (12,347,503) (13,902,665) (12,977,868) (4,400,032) (8,769,450) (9,149,450) 4% 4003 WASTEWATER
Licenses, Permits & Fees (135,306) (136,684) (146,364) (46,709) (28,000) (328,000) 1071% Fines & Forfeitures - - - (169) (1,000) (1,000) 0%
Interest Income (844,349) (1,983,850) (1,362,822) (707,499) - - - Charges for Services (30,177,220) (32,427,088) (33,071,169) (18,894,327) (32,150,000) (32,150,000) 0% Other Revenue - - (2,250,250) (36) - - -
TOTAL WASTEWATER (31,156,874) (34,547,622) (36,830,605) (19,648,740) (32,179,000) (32,479,000) 1% 4005 MARINA
Interest Income (230,219) (374,878) (383,978) (124,170) - - - Rental Income (541,632) (529,539) (514,477) (343,672) (450,000) (450,000) 0% TOTAL MARINA (771,851) (904,416) (898,455) (467,841) (450,000) (450,000) 0% 4006 STORMWATER
Licenses, Permits & Fees (19,791) (26,663) (12,741) (5,100) (25,000) (25,000) 0% Fines & Forfeitures (2,250) (1,250) (500) - - - -
Interest Income (31,960) (61,828) (35,387) (9,588) - - - Charges for Services (2,024,622) (2,035,215) (2,019,374) (1,175,658) (1,950,500) (1,950,500) 0% Rental Income (5,884) (5,885) (5,885) (4,218) (4,380) (4,380) 0% Intergovernmental State Grant (1,094,049) (1,693,210) (2,539,989) - (10,665,191) (10,250,000) -4% TOTAL STORMWATER (3,178,556) (3,824,051) (4,613,877) (1,194,564) (12,645,071) (12,229,880) -3% 4008 KCRT - CABLE TELEVISION
Licenses, Permits & Fees (1,037,515) (922,077) (762,159) (328,718) (860,441) (640,200) -26% Interest Income (12,905) (25,845) (6,616) 355 - - -
Other Revenue - - (500) - - - -
Operating Transfer-In - - (72,037) - - (350,468) -
TOTAL KCRT - CABLE TELEVISION (1,050,420) (947,922) (841,312) (328,363) (860,441) (990,668) 15% TOTAL ENTERPRISE FUNDS (48,505,204) (54,126,676) (56,162,118) (26,039,540) (54,903,962) (55,298,998)

INTERNAL SERVICES FUNDS
5001 INSURANCE RESERVES
Interest Income (1,027,666) (2,622,306) (2,546,278) (1,417,024) - - - Charges for Services (17,783,599) (21,549,931) (27,710,802) (20,813,452) (27,753,627) (28,352,647) 2% Other Revenue (817,236) (282,251) (666,387) (164,618) - - - Intergovernmental Federal Grant (156,896) - - - - - -
Intergovernmental State Grant (1,091,739) 310,411 - - - - - TOTAL INSURANCE RESERVES (20,877,136) (24,144,077) (30,923,467) (22,395,093) (27,753,627) (28,352,647) 2% 5003 EQUIPMENT SERVICES
Interest Income (116,615) (23,412) - - - - -
Charges for Services (3,605,000) (5,665,733) (9,701,518) (3,455,420) (3,455,420) (1,900,000) -45% Proceeds from Sale of Property (11,047) (119,656) (69,662) (25,057) (85,000) (85,000) 0% Operating Transfer-In (478,018) (426,018) (426,019) (319,494) (426,019) (426,019) 0% TOTAL EQUIPMENT SERVICES (4,210,680) (6,234,818) (10,197,199) (3,799,971) (3,966,439) (2,411,019) -39% 5008 COMPENSATED ABSENCES
Interest Income - (69,313) (113,414) (69,672) - - -
Other Revenue (2,600,000) (2,600,000) (3,000,000) (2,250,000) (3,000,000) (3,000,000) 0% TOTAL COMPENSATED ABSENCES (2,600,000) (2,669,313) (3,113,414) (2,319,672) (3,000,000) (3,000,000) 0% TOTAL INTERNAL SERVICES FUNDS (27,687,816) (33,048,208) (44,234,080) (28,514,736) (34,720,066) (33,763,666)

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HOUSING FUNDS
1200 HOUSING ADMINISTRATION
Licenses, Permits & Fees (41,062) (23,135) (41,007) (32,773) (25,502) (28,689) 12% Interest Income (16,243) (53,414) (79,177) (51,236) (62,681) (55,855) -11% Other Revenue (584,892) (559,201) (573,617) (668,556) (586,100) (13,484) -98% Intergovernmental Other Grant - (75,000) - - - - -
Operating Transfer-In (38,305) - - - - - -
TOTAL HOUSING ADMINISTRATION (680,503) (710,750) (693,801) (752,565) (674,284) (98,028) -85% 1201 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
Interest Income (35,336) (92,271) (17,795) (7,748) (10,322) (11,216) 9% Loan/Bond Proceeds (183,576) (269,078) (110,421) (52,311) (196,402) (174,808) -11%

TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) (218,912) (361,349) (128,215) (60,059) (206,724) (186,024) -10% 1202 HOME PROGRAM
Interest Income (3,135) (14,510) (20,916) (3,680) (5,731) (5,818) 2% Loan/Bond Proceeds (20,449) (15,000) - - - - -
TOTAL HOME PROGRAM (23,584) (29,510) (20,916) (3,680) (5,731) (5,818) 2% 1203 NEIGHBORHOOD STABALIZATION
Intergovernmental Other Grant - - (16,600) - - - -
Loan/Bond Proceeds - - - - (15,000) - -100%
TOTAL NEIGHBORHOOD STABALIZATION - - (16,600) - (15,000) - -100% 1207 CITY OF RICHMOND (COR)-NEIGHBORHOOD STABILIZATION
Proceeds from Sale of Property - - - - (133,664) (133,664) 0% TOTAL COR-NEIGHBORHOOD STABILIZATION - - - - (133,664) (133,664) 0% 1208 CITY OF RICHMOND (COR)-SUCCESSOR HOUSING AGENCY
Interest Income (180,974) (249,648) (293,016) (63,033) (232,772) (198,250) -15% Other Revenue (50,251) (47,771) (45,145) (33,196) (72,098) (67,000) -7% Proceeds from Sale of Property (18,943) (35,239) - - (34,053) - -100% Loan/Bond Proceeds (16,468) - - (15,275) (15,680) (15,000) -4% TOTAL COR-SUCCESSOR HOUSING AGENCY (266,635) (332,658) (338,161) (111,504) (354,603) (280,250) -21% 1209 CALIFORNIA-HOME GRANT FUND
Interest Income (40,082) (67,519) (48,266) (31,545) (79,690) (20,000) -75% Loan/Bond Proceeds (185,494) (175,793) (193,420) (72,850) (134,530) (134,130) 0% TOTAL CALIFORNIA-HOME GRANT FUND (225,576) (243,312) (241,686) (104,395) (214,220) (154,130) -28% 1302 HOUSNG IN LIEU FEE - DEVELOPER
Licenses, Permits & Fees (542,464) (915,396) (183,896) - (250,000) (250,000) 0% Interest Income (41,956) (82,442) (91,972) (19,454) (55,969) (32,000) -43% TOTAL HOUSNG IN LIEU FEE - DEVELOPER (584,420) (997,838) (275,868) (19,454) (305,969) (282,000) -8% 2125 IRON TRIANGLE/ENVIRONMENTAL PROTECTION AGENCY (EPA) PROGRAM Interest Income (5,018) (12,420) (7,889) (1,912) (8,882) (1,400) -84% Intergovernmental Federal Grant (83,046) (86,266) (237,910) (84,622) (190,174) (68,156) -64% TOTAL IRON TRIANGLE/EPA PROGRAM (88,064) (98,686) (245,799) (86,534) (199,056) (69,556) -65% 2126 HOUSING CIP FUND
Intergovernmental State Grant (166,432) - - - - -
TOTAL HOUSING CIP FUND (166,432) - - - - -
TOTAL HOUSING FUNDS (2,254,126) (2,774,103) (1,961,046) (1,138,192) (2,109,250) (1,209,470)

RICHMOND HOUSING AUTHORITY FUNDS

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City of Richmond Attachment 1 - Draft Summary of Revenues, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
4101 RHA-HOUSING CHOICE VOUCHER-SECTION 8
Operating Transfer-In (1,004,491) - - - - -
TOTAL RHA-CAPITAL FUND (1,004,491) - - - - -
4201 RHA-CAPITAL FUND
Intergovernmental Federal Grant (1,687,328) (1,938,682) (1,226,610) (1,457,672) (1,482,029) (2,500,000) 69% Proceeds from Sale of Property (401,523) - - - - - -
TOTAL RHA-CAPITAL FUND (2,088,851) (1,938,682) (1,226,610) (1,457,672) (1,482,029) (2,500,000) 69% 4401 RHA-HACIENDA
Other Revenue (40) - - - (30,000) - -100%
TOTAL RHA-HACIENDA (40) - - - (30,000) - -100%
4404 RHA-NEVIN PLAZA
Interest Income (114) - - - - - -
Other Revenue (293,252) (465) - - - - -
Rental Income (238,855) 11,157 - - - - -
Intergovernmental Federal Grant (630,623) (529,394) (402,641) (72,848) (129,940) - -100% Operating Transfer-In (32,142) - - - - - -
TOTAL RHA-NEVIN PLAZA (1,194,987) (518,702) (402,641) (72,848) (129,940) - -100% 4405 RHA-NYSTROM VILLAGE
Interest Income (55) (46) (67) (50) - - -
Other Revenue (204,839) (33,609) (5,137) (34,056) (3,000) (2,000) -33% Rental Income (205,813) (292,593) (353,506) (298,173) (364,500) (384,000) 5% Intergovernmental Federal Grant (473,198) (477,596) (551,977) (358,689) (492,768) (360,000) -27% Operating Transfer-In (461,937) (1,008,654) (819,927) (746,537) (1,287,748) (1,065,092) -17% TOTAL RHA-NYSTROM VILLAGE (1,345,842) (1,812,498) (1,730,615) (1,437,505) (2,148,016) (1,811,092) -16% 4406 RHA-RICHMOND VILLAGE ONE
Intergovernmental Federal Grant (213,023) (230,072) (151,881) (73,092) (160,888) (157,180) -2% Operating Transfer-In - - (27,634) - - - -
TOTAL RHA-RICHMOND VILLAGE ONE (213,023) (230,072) (179,515) (73,092) (160,888) (157,180) -2% 4407 RHA-RICHMOND VILLAGE TWO
Intergovernmental Federal Grant (147,525) (144,403) (109,455) (54,546) (122,268) (152,672) 25% Operating Transfer-In - - (33,202) - - - -
TOTAL RHA-RICHMOND VILLAGE TWO (147,525) (144,403) (142,657) (54,546) (122,268) (152,672) 25% 4408 RHA-RICHMOND VILLAGE THREE
Intergovernmental Federal Grant (95,346) (106,303) (49,375) (24,257) (53,392) (67,285) 26% Operating Transfer-In - - (17,292) - - - -
TOTAL RHA-RICHMOND VILLAGE THREE (95,346) (106,303) (66,667) (24,257) (53,392) (67,285) 26% 4501 RHA-CENTRAL OFFICE COST CENTER
Licenses, Permits & Fees - (42,817) (30,000) - (5,000) (5,000) 0% Interest Income (12) (12) (12) (8) - - -
Other Revenue (1) - (1,864) - - - -
Operating Transfer-In - (1,560,549) (420,382) (298,614) (348,717) (461,350) 32% Extraordinary/Special Transfer-In - - (43,839) (111,655) - - - TOTAL RHA-CENTRAL OFFICE COST CENTER (13) (1,603,379) (496,097) (410,277) (353,717) (466,350) 32% 4502 RHA-HOUSING CORPORATION
Licenses, Permits & Fees - (5,000) (90,590) - (5,000) (5,000) 0% TOTAL RHA-HOUSING CORPORATION - (5,000) (90,590) - (5,000) (5,000) 0% TOTAL RICHMOND HOUSING AUTHORITY FUNDS (6,090,119) (6,359,039) (4,335,392) (3,530,196) (4,485,250) (5,159,579) TOTAL - REVENUE (581,248,358) (482,648,973) (540,033,492) (362,172,480) (631,627,991) (596,094,230) -6%

Page 8 of 8 ends

OTHER OPERATING FUNDS
1003 TRANSPORTATION OPERATION
Salaries & Wages 224,890 262,472 258,518 143,501 372,129 373,748 0% Fringe Benefits 244,580 248,314 344,909 149,528 305,000 312,226 2% Professional & Administration 120,322 195,834 417,139 335,798 560,000 663,400 18% Other Operating 4,397 4,986 4,623 1,577 8,800 9,350 6%
Utilities 425 3,634 1,460 668 2,500 2,500 0%
Equipment & Contract Services - - 51 62 - 1,000 -
Cost Pool 261,260 270,211 326,198 101,992 136,000 173,449 28% TOTAL TRANSPORTATION OPERATION 855,873 985,449 1,352,897 733,126 1,384,429 1,535,673 11% 1012 HILLTOP LANDSCAPE MAINTENANCE DISTRICT
Salaries & Wages 500,418 592,885 636,442 457,119 580,066 836,491 44% Fringe Benefits 457,929 463,375 454,557 343,508 463,637 708,392 53% Professional & Administration 9,856 10,083 11,695 280 26,443 26,443 0% Other Operating 84,189 47,647 65,310 23,056 60,000 60,000 0% Utilities 73,617 80,372 99,561 90,357 117,440 117,440 0% Equipment & Contract Services 53,843 53,213 73,579 31,140 77,000 77,000 0% Cost Pool 230,455 463,200 116,115 89,143 118,856 185,781 56% Asset/Capital Outlay 216,855 23,000 - - - - -

TOTAL HILLTOP LANDSCAPE
MAINTENANCE DISTRICT 1,627,163 1,733,775 1,457,258 1,034,603 1,443,442 2,011,547 39% 1015 MARINA BAY LANDSCAPING & LIGHTING DISTRICT
Salaries & Wages 512,443 449,787 427,559 338,270 440,744 739,146 68% Fringe Benefits 403,075 276,818 253,176 178,800 240,377 506,000 111% Professional & Administration 38,179 33,850 36,528 26,383 82,603 56,203 -32% Other Operating 56,044 58,447 46,094 41,700 85,000 85,000 0% Utilities 128,378 140,210 157,875 210,198 255,000 255,000 0% Equipment & Contract Services 25,541 19,883 24,003 3,673 33,000 59,400 80% Cost Pool 194,271 153,348 90,661 50,356 67,142 110,149 64% Asset/Capital Outlay - - 13,656 - 13,657 13,657 0%

TOTAL MARINA BAY LANDSCAPING &
LIGHTING DISTRICT 1,357,930 1,132,341 1,049,553 849,381 1,217,523 1,824,555 50% 1050 COST RECOVERY-PLANNING & BUILDING
Salaries & Wages 2,217,535 2,597,801 2,949,691 2,229,012 3,547,597 3,955,222 11% Fringe Benefits 1,497,382 1,600,367 1,731,098 1,230,539 1,939,240 2,293,634 18% Professional & Administration 5,644,600 5,797,909 4,342,016 2,221,052 7,892,674 2,932,550 -63% Other Operating 188,325 151,785 56,529 47,414 216,324 218,401 1% Utilities 24,600 11,216 21,188 4,570 9,000 12,269 36%
Equipment & Contract Services 13,949 1,198 8,947 194 12,641 12,641 0% Cost Pool 1,985,965 2,325,434 2,276,289 1,721,297 2,295,058 2,359,917 3% Asset/Capital Outlay 1,884 11,263 - 10,298 10,847 8,770 -19%

TOTAL COST RECOVERY-PLANNING &
BUILDING 11,574,240 12,496,974 11,385,759 7,464,376 15,923,381 11,793,404 -26%

Page 1 of 9 ends

City of Richmond Attachment 2 - Draft Summary of Expenditures, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
1051 COST RECOVERY-ENGINEERING
Other Operating - - 1,000 - - - -
TOTAL COST RECOVERY-ENGINEERING - 1,000 - - - -
1205 EMPLOYMENT & TRAINING
Salaries & Wages 1,208,354 1,388,339 1,201,499 1,518,116 2,610,765 2,912,582 12% Fringe Benefits 1,005,928 1,206,088 1,258,970 1,022,716 1,825,114 2,207,474 21% Professional & Administration 160,620 (79,553) 83,665 82,980 197,500 94,833 -52% Other Operating 62,304 58,356 54,444 58,327 114,920 148,920 30% Utilities 8,623 8,409 7,936 4,543 7,500 7,500 0%
Equipment & Contract Services 127,467 352,641 462,290 35,120 639,900 155,500 -76% Cost Pool 518,079 561,697 701,777 537,233 716,306 786,288 10% Grant Expenditures 2,843,541 3,443,770 2,636,608 879,004 2,246,200 847,509 -62% Employment & Training Allocation (0) (0) (1,008) (58,454) 2,814,210 (3,351,684) -219% TOTAL EMPLOYMENT & TRAINING 5,934,917 6,939,747 6,406,181 4,079,585 11,172,415 3,808,921 -66% TOTAL Other Operating Funds 21,350,123 23,288,286 21,652,648 14,161,071 31,141,190 20,974,101

SPECIAL REVENUE FUNDS
1001 SECURED PENSION OVERRIDE
Transfers Out 20,233,520 29,893,824 28,292,298 29,501,237 29,501,237 30,627,656 4% TOTAL SECURED PENSION OVERRIDE 20,233,520 29,893,824 28,292,298 29,501,237 29,501,237 30,627,656 4% 1005 LIBRARY FUND
Fringe Benefits 50,750 36,715 - - - - -
Professional & Administration 210,175 309,986 299,467 64,291 504,352 240,445 -52% Other Operating 15,677 19,157 14,654 8,750 16,145 11,059 -32% Asset/Capital Outlay 49,540 530,003 432,107 323,537 9,434,394 67,091 -99% Grant Expenditures 9,443 35,840 7,246 17,315 39,594 21,910 -45% TOTAL LIBRARY FUND 335,585 931,701 753,474 413,893 9,994,485 340,505 -97% 1007 EMERGENCY MEDICAL SERVICE
Professional & Administration 84,876 75,528 - - 82,000 32,000 -61% Other Operating 40,120 46,055 51,493 39,134 51,000 100,000 96% Equipment & Contract Services 73,080 73,080 74,000 - 83,000 85,000 2% TOTAL EMERGENCY MEDICAL SERVICE 198,075 194,664 125,493 39,134 216,000 217,000 0% 1009 VEOLIA MITIGATION
Professional & Administration - - - - 125,000 125,000 0% TOTAL VEOLIA MITIGATION - - - 125,000 125,000 0%
1010 NORTH RICHMOND WASTE
Professional & Administration 103,257 104,142 91,097 740 104,240 104,240 0% Other Operating 4,782 1,146 3,323 1,010 1,800 1,800 0%
Utilities 18,780 19,420 18,654 1,338 24,000 24,000 0%
Asset/Capital Outlay 3,865 2,301 2,469 1,000 - - -
TOTAL NORTH RICHMOND WASTE 130,685 127,010 115,543 4,089 130,040 130,040 0% 1017 CHEVRON MODERNIZATION PROJECT & ENVIRONMENTAL AND COMMUNITY INVESTMENT AGREEMENT (ECIA) Professional & Administration 3,913,908 4,091,670 1,854,009 2,055,066 10,655,079 4,501,108 -58% Other Operating - 627 58,717 25,660 73,442 61,134 -17%
Equipment & Contract Services 337,534 432,154 443,094 137,984 1,153,936 468,441 -59% Asset/Capital Outlay 181,042 149,979 62,115 459,946 740,334 1,705,640 130% Grant Expenditures - - - - 100,000 100,000 0%

TOTAL CHEVRON MODERNIZATION
PROJECT & ECIA 4,432,484 4,674,429 2,417,935 2,678,655 12,722,791 6,836,323 -46% 1018 RENT PROGRAM
Salaries & Wages 1,318,414 1,621,834 1,871,166 1,429,189 2,048,388 2,226,885 9% Fringe Benefits 899,264 971,390 999,155 681,757 1,073,927 1,164,961 8% Professional & Administration 218,413 230,406 264,100 156,917 416,750 422,000 1% Other Operating 22,949 32,789 34,895 18,649 79,560 80,000 1%

Page 2 of 9 ends

City of Richmond Attachment 2 - Draft Summary of Expenditures, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
Utilities - - - - 500 500 0%
Equipment & Contract Services 112 56 119 - - - -
Provisions for Insurance Loss 9,163 9,195 9,114 9,169 10,000 10,000 0% Cost Pool 184,632 330,473 208,776 160,250 213,678 439,217 106% TOTAL RENT PROGRAM 2,652,947 3,196,143 3,387,325 2,455,931 3,842,803 4,343,563 13% 1055 ENCROACHMENT SERVICES
Salaries & Wages 305,548 296,873 367,818 245,181 466,437 677,239 45% Fringe Benefits 241,674 221,485 262,922 174,437 339,936 407,268 20% Professional & Administration - 11,576 3,300 3,137 95,174 45,100 -53% Other Operating 1,461 459 10,466 225 17,040 17,040 0%
Utilities 2,884 4,500 3,910 2,082 7,000 7,000 0%
Cost Pool 172,555 207,055 181,992 140,248 186,999 279,261 49% TOTAL ENCROACHMENT SERVICES 724,122 741,948 830,409 565,310 1,112,586 1,432,908 29% 1303 KIDS FIRST INITIATIVE
Salaries & Wages 123,028 210,931 387,851 409,746 379,086 535,254 41% Fringe Benefits 78,269 109,036 158,355 171,102 146,851 230,422 57% Professional & Administration 1,492,707 2,634,491 2,757,496 3,126,006 9,438,773 8,764,088 -7% Other Operating 1,986 22,039 18,518 10,575 31,000 31,000 0% Equipment & Contract Services - - 270 496 - - -
Cost Pool - 4,453 2,963 2,331 3,111 75,080 2313%
TOTAL KIDS FIRST INITIATIVE 1,695,990 2,980,951 3,325,454 3,720,256 9,998,821 9,635,844 -4% 1304 EMERGENCY OPERATIONS & DISASTER RECOVERY
Professional & Administration 55,389 191,091 8,664 - 294,801 291,550 -1% Other Operating 59,655 1,765 - - - - -
Asset/Capital Outlay 43 - 8,450 - - - -

TOTAL EMERGENCY OPERATIONS &
DISASTER RECOVERY 115,087 192,856 17,114 - 294,801 291,550 -1% 1305 PUBLIC ART
Salaries & Wages - 20,000 - - - - -
Professional & Administration 96,446 268,985 114,005 57,956 1,409,428 1,162,928 -17% Other Operating - 2,033 5,897 - 1,500 1,500 0%
Asset/Capital Outlay - 934 - - - - -
TOTAL PUBLIC ART 96,446 291,952 119,902 57,956 1,410,928 1,164,428 -17% 1306 AMERICAN RESCUE PLAN ACT (ARPA)
Professional & Administration 789,227 1,011,703 2,182,625 736,103 3,308,106 1,955,544 -41% Other Operating - 2,137 - - - - -
Asset/Capital Outlay 1,590,797 1,345,113 5,163,736 5,058,005 10,081,474 12,853 -100% Grant Expenditures - - 110,000 - - - -
Transfers Out - - - - - 631,000 -

TOTAL AMERICAN RESCUE PLAN ACT
(ARPA) 2,380,024 2,358,952 7,456,360 5,794,108 13,389,580 2,599,397 -81% 1307 TRANSFORMATIVE CLIMATE COMMUNITIES (TCC) GRANT
Professional & Administration - 2,346,315 3,215,243 2,441,823 16,994,627 8,428,805 -50% Other Operating - 8,661 4,838 12,969 27,230 38,590 42%
Utilities - 1,161 3,708 780 3,000 2,500 -17%
Asset/Capital Outlay - 14,558 151,024 156,525 5,230,859 7,278,218 39% Grant Expenditures - - - - - 20,000 -
TOTAL TCC GRANT - 2,370,696 3,374,813 2,612,097 22,255,716 15,768,113 -29% 1308 ENCAMPMENT RESOLUTION FUND
Professional & Administration - 1,984,991 2,454,369 420,501 2,569,823 2,884,506 12% Other Operating - 19,786 20,477 432 2,000 1,000 -50%
Utilities - 1,818 945 - 25,000 - -100%

TOTAL ENCAMPMENT RESOLUTION
FUND - 2,006,596 2,475,791 420,933 2,596,823 2,885,506 11% 1309 ENCAMPMENT RESOLUTION FUND ROUND 3
Professional & Administration - - - 1,654,509 8,436,728 4,904,329 -42% Other Operating - - - 16,910 27,812 27,812 0%

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TOTAL ENCAMPMENT RESOLUTION
FUND ROUND 3 - - - 1,671,418 8,689,540 5,157,141 -41%
1405 HOMEKEY PROGRAM FUND
Professional & Administration - - - - 6,952,660 - -100% Asset/Capital Outlay - - 6,252,500 - 60,000 - -100%
TOTAL HOMEKEY PROGRAM FUND - - 6,252,500 - 7,012,660 - -100% TOTAL SPECIAL REVENUE FUNDS 32,994,965 49,961,722 58,944,411 49,935,016 123,293,809 81,554,974

CAPITAL PROJECTS FUNDS
1002 STATE GAS TAX
Professional & Administration 23,632 3,758 25,600 10,303 29,160 29,160 0% Equipment & Contract Services 700,000 850,000 1,000,000 750,000 1,000,000 1,000,000 0% Asset/Capital Outlay 1,672,222 1,890,780 1,500,796 421,332 3,905,390 3,029,870 -22% TOTAL STATE GAS TAX 2,395,854 2,744,539 2,526,396 1,181,635 4,934,550 4,059,030 -18% 1004 ASSET SEIZURE FUND
Asset/Capital Outlay 63,660 9,996 - - 250,000 250,000 0% TOTAL ASSET SEIZURE FUND 63,660 9,996 - - 250,000 250,000 0% 1006 OUTSIDE FUNDED SERVICES - GRANTS
Salaries & Wages - - - - 8,000 - -100%
Professional & Administration 3,067,513 3,334,940 4,713,902 1,182,272 20,366,198 15,801,686 -22% Other Operating 11,350 47,663 3,080 10,249 85,000 - -100% Utilities 11,145 48,303 15,843 - - - -
Equipment & Contract Services - 121,000 - - 80,000 - -100% Asset/Capital Outlay 1,338,106 9,557,382 8,473,793 2,621,392 11,386,950 8,078,062 -29% Grant Expenditures 258,497 738,314 1,079,099 672,098 1,889,921 229,921 -88% Transfers Out 64,084 - - - - - -

TOTAL OUTSIDE FUNDED SERVICES -
GRANTS 4,750,694 13,847,602 14,285,718 4,486,011 33,816,069 24,109,669 -29% 1054 ENGINEERING GRANTS
Professional & Administration 169,526 35,400 - - - - -
Asset/Capital Outlay 3,002,204 5,465,952 7,847,199 1,255,548 25,603,250 22,368,387 -13% TOTAL ENGINEERING GRANTS 3,171,730 5,501,352 7,847,199 1,255,548 25,603,250 22,368,387 -13% 1019 ROAD MAINTENANCE & REHABILITATION ACCOUNT (RMRA)
Asset/Capital Outlay 3,621,946 (1,428) 3,187,622 2,389,833 7,189,412 6,891,042 -4% TOTAL RMRA 3,621,946 (1,428) 3,187,622 2,389,833 7,189,412 6,891,042 -4% 2001 GENERAL CAPITAL FUND
Professional & Administration - 266,788 159,983 43,454 655,938 228,512 -65% Equipment & Contract Services - 264,104 125,228 381,832 580,651 259,976 -55% Asset/Capital Outlay 957,960 3,398,557 5,813,406 3,982,012 68,585,992 43,527,878 -37% Transfers Out - - 1,101,338 351,556 368,807 587,150 59% TOTAL GENERAL CAPITAL FUND 957,960 3,929,449 7,199,956 4,758,853 70,191,388 44,603,517 -36% 2002 MEASURE J
Professional & Administration 170,803 163,482 213,122 172,260 285,472 260,000 -9% Equipment & Contract Services - - - 93,670 957,760 208,314 -78% Asset/Capital Outlay 1,369,641 1,084,780 813,377 460,173 5,737,268 4,271,725 -26% TOTAL MEASURE J 1,540,444 1,248,262 1,026,499 726,103 6,980,500 4,740,039 -32% 2110 IMPACT FEE - PARKS
Professional & Administration 383 788 940 - - - -
Asset/Capital Outlay 15,000 15,000 - - 15,000 15,000 0% TOTAL IMPACT FEE - PARKS 15,383 15,788 940 - 15,000 15,000 0% 2111 IMPACT FEE - TRAFFIC
Professional & Administration 18,203 3,650 4,662 - - - -

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City of Richmond Attachment 2 - Draft Summary of Expenditures, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
Asset/Capital Outlay 7,168 - - - - - -
Transfers Out 52,000 - - - - - -
TOTAL IMPACT FEE - TRAFFIC 77,371 3,650 4,662 - - - -
2113 IMPACT FEE - FIRE
Professional & Administration 1,895 809 2,338 - - - -
Other Operating 84,259 48,175 - - 130,000 65,000 -50%
TOTAL IMPACT FEE - FIRE 86,154 48,983 2,338 - 130,000 65,000 -50% 2114 IMPACT FEE - POLICE
Professional & Administration 1,480 687 767 - - - -
Asset/Capital Outlay - - - - 740,609 700,000 -5%
TOTAL IMPACT FEE - POLICE 1,480 687 767 - 740,609 700,000 -5% 2115 IMPACT FEE - COMM/AQUATC
Professional & Administration 1,679 3,105 3,671 - - - - TOTAL IMPACT FEE - COMM/AQUATC 1,679 3,105 3,671 - - - - 2116 IMPACT FEE - PARKS/OPEN SPACE
Professional & Administration 7,004 89,554 13,734 - - - - Asset/Capital Outlay 269,519 - 26,768 2,388 229,759 167,841 -27%

TOTAL IMPACT FEE - PARKS/OPEN
SPACE 276,523 89,554 40,502 2,388 229,759 167,841 -27%
2117 IMPACT FEE - LIBRARY
Professional & Administration 4,356 3,632 18,889 - 25,000 108,000 332% Asset/Capital Outlay 4,690 65,123 69,040 82,612 1,305,188 171,000 -87% TOTAL IMPACT FEE - LIBRARY 9,045 68,755 87,929 82,612 1,330,188 279,000 -79% 2119 IMPACT FEE - STORM DRAINAGE
Professional & Administration 6,552 1,250 1,081 - - - -

TOTAL IMPACT FEE - STORM
DRAINAGE 6,552 1,250 1,081 - - - -
2120 IMPACT FEE - WASTEWATER
Professional & Administration 11,868 176 496 - - - -
Asset/Capital Outlay 164,470 516,821 3,078 - 1,419,118 672,178 -53% TOTAL IMPACT FEE - WASTEWATER 176,338 516,997 3,574 - 1,419,118 672,178 -53% TOTAL CAPITAL PROJECTS FUNDS 17,152,814 28,028,539 36,218,856 14,882,982 152,829,842 108,920,701

DEBT SERVICE FUNDS
3001 DS - 2005 TAXABLE PENSION OBLIGATION BOND
Debt Service Expenditure 166,010,175 11,403,697 8,431,859 11,411,308 11,411,249 11,650,575 2% Transfers Out 690,145 - - - - - -
TOTAL DS - 2005 TAXABLE PENSION
OBLIGATION BOND 166,700,321 11,403,697 8,431,859 11,411,308 11,411,249 11,650,575 2% 3002 DS - 99A PENSION OBLIGATION BOND
Debt Service Expenditure 2,892,808 5,133 5,317 3,833 4,500 5,200 16% TOTAL DS - 99A PENSION OBLIGATION
BOND 2,892,808 5,133 5,317 3,833 4,500 5,200 16%
3005 DS - 07 REFUNDING&CIVIC CENTER
Debt Service Expenditure 7,764,706 7,783,598 7,826,074 6,131,511 7,816,763 7,814,300 0% TOTAL DS - 07 REFUNDING&CIVIC
CENTER 7,764,706 7,783,598 7,826,074 6,131,511 7,816,763 7,814,300 0% TOTAL DEBT SERVICE FUNDS 177,357,834 19,192,428 16,263,249 17,546,652 19,232,511 19,470,075

ENTERPRISE FUNDS

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City of Richmond Attachment 2 - Draft Summary of Expenditures, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
4001 PORT OF RICHMOND
Salaries & Wages 144,527 409,879 440,484 437,692 747,513 844,052 13% Fringe Benefits 1,995 602,774 106,065 164,114 343,419 425,947 24% Professional & Administration 649,706 1,133,504 866,712 609,814 2,348,674 2,108,079 -10% Other Operating 42,496 (817) (4,478) 5,166 13,131 11,500 -12% Utilities 433,177 419,986 455,764 368,973 502,100 462,100 -8% Equipment & Contract Services 87,635 92,604 108,974 67,747 951,840 1,368,000 44% Provisions for Insurance Loss 41,765 43,967 50,356 52,370 55,000 55,000 0% Cost Pool 476,163 481,859 511,288 346,410 461,881 229,009 -50% Asset/Capital Outlay 3,627,415 3,470,948 3,284,499 2,297,072 11,353,250 13,269,106 17% Debt Service Expenditure (4,787) (216,527) 550 - - - -
TOTAL PORT OF RICHMOND 5,500,092 6,438,178 5,820,213 4,349,358 16,776,808 18,772,793 12% 4003 WASTEWATER
Salaries & Wages 848,194 1,352,128 1,450,799 1,143,411 1,717,314 1,886,433 10% Fringe Benefits (493,569) 1,110,695 614,914 517,868 787,648 943,144 20% Professional & Administration 9,370,332 11,475,199 13,851,373 8,951,972 18,792,288 17,678,857 -6% Other Operating 28,395 47,308 16,115 301,890 355,748 88,100 -75% Utilities 1,208,679 1,363,855 1,278,234 1,703,317 2,349,340 1,734,340 -26% Equipment & Contract Services 247,952 298,547 439,639 160,573 462,820 463,000 0% Cost Pool 955,041 663,397 1,082,109 830,323 1,107,089 1,318,637 19% Asset/Capital Outlay 3,900,551 3,967,626 3,968,962 7,100,535 17,031,311 8,212,690 -52% Debt Service Expenditure 4,696,455 4,556,325 5,437,366 10,078,906 10,060,509 10,029,884 0% TOTAL WASTEWATER 20,762,030 24,835,078 28,139,510 30,788,793 52,664,068 42,355,085 -20% 4005 MARINA
Professional & Administration 36,864 37,829 91,399 6,302 106,309 89,708 -16% Equipment & Contract Services - - - - 39,268 39,268 0%
Asset/Capital Outlay 84,278 84,278 110,174 146,698 3,070,955 1,124,582 -63% Debt Service Expenditure 96,202 91,224 86,023 206,815 206,815 206,815 0% Transfers Out 86,778 86,778 86,778 65,100 86,778 86,778 0% TOTAL MARINA 304,122 300,110 374,374 424,915 3,510,124 1,547,150 -56% 4006 STORMWATER
Salaries & Wages 20,473 38,391 53,619 65,660 115,922 130,423 13% Fringe Benefits (73,622) (30,291) 34,383 24,385 54,122 57,810 7% Professional & Administration 1,531,668 1,554,975 1,520,340 1,555,863 2,120,035 1,731,075 -18% Other Operating 15,498 (11,212) (3,421) 1 - - -
Utilities 15,669 32,174 25,042 22,837 45,000 45,000 0%
Equipment & Contract Services 499 187,342 (13,637) 13,435 50,581 - -100% Cost Pool 118,654 90,530 90,530 67,897 90,530 77,867 -14% Asset/Capital Outlay 174,378 889,699 692,307 16,061 10,598,970 9,700,626 -8% Debt Service Expenditure - 128 - - - - -
TOTAL STORMWATER 1,803,217 2,751,737 2,399,161 1,766,139 13,075,160 11,742,801 -10% 4008 KCRT - CABLE TELEVISION
Salaries & Wages 520,728 604,918 655,824 474,607 537,551 476,153 -11% Fringe Benefits (124,351) 8,203 272,279 237,478 310,233 278,233 -10% Professional & Administration 15,809 18,606 35,473 3,156 53,800 53,800 0% Other Operating 41,155 39,818 17,850 18,996 37,721 37,721 0% Utilities 3,397 3,265 3,587 2,047 5,727 5,727 0%
Equipment & Contract Services 12,627 - - (1,921) - - -
Provisions for Insurance Loss - - - - 604 604 0%
Cost Pool 255,827 221,506 199,699 150,664 200,885 118,430 -41% Asset/Capital Outlay 9,889 1,990 1,990 - 20,000 20,000 0% TOTAL KCRT - CABLE TELEVISION 735,082 898,306 1,186,702 885,028 1,166,521 990,668 -15% TOTAL ENTERPRISE FUNDS 29,104,542 35,223,409 37,919,961 38,214,233 87,192,680 75,408,497

INTERNAL SERVICES FUNDS
5001 INSURANCE RESERVES
Salaries & Wages 475,241 543,892 425,115 328,416 752,701 656,735 -13% Fringe Benefits (702,549) (78,893) (94,932) 125,467 302,679 287,216 -5%

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City of Richmond Attachment 2 - Draft Summary of Expenditures, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
Professional & Administration 659,197 755,161 991,735 400,796 1,193,900 1,245,025 4% Other Operating 9,853 1,238,374 24,154 16,370 50,260 50,500 0% Provisions for Insurance Loss 12,302,386 16,614,347 24,519,469 16,693,719 29,874,531 34,200,048 14% Cost Pool 533,987 619,218 563,594 423,663 564,878 142,418 -75% Asset/Capital Outlay 2,389,400 1,309,542 - - 7,000 7,000 0% Transfers Out - 1,240,000 4,100,000 449,588 524,429 3,024,912 477% TOTAL INSURANCE RESERVES 15,667,516 22,241,640 30,529,135 18,438,020 33,270,378 39,613,854 19% 5003 EQUIPMENT SERVICES
Equipment & Contract Services 4,518 7,414 28,586 - - - - Asset/Capital Outlay 1,959,124 2,139,996 2,589,507 2,812,636 16,338,893 7,155,000 -56% Debt Service Expenditure 62,791 52,347 41,488 244,514 326,018 326,018 0% Transfers Out - - 40,281 - - - -
TOTAL EQUIPMENT SERVICES 2,026,433 2,199,757 2,699,862 3,057,149 16,664,911 7,481,018 -55% 5008 COMPENSATED ABSENCES
Salaries & Wages 2,403,859 1,790,531 2,290,503 1,932,276 3,000,000 3,000,000 0% Fringe Benefits 34,585 23,813 32,340 28,663 - - -
TOTAL COMPENSATED ABSENCES 2,438,444 1,814,344 2,322,843 1,960,939 3,000,000 3,000,000 0% TOTAL INTERNAL SERVICES FUNDS 20,132,393 26,255,741 35,551,839 23,456,108 52,935,289 50,094,873

HOUSING FUNDS
1200 HOUSING ADMINISTRATION
Salaries & Wages 35,091 25,932 40,715 10,905 81,422 121,735 50% Fringe Benefits 27,488 57,565 (24,322) 17,575 80,807 136,996 70% Professional & Administration 23,076 13,579 15,980 9,251 64,248 104,248 62% Other Operating 1,462 1,749 76,025 250 1,450 1,450 0%
Utilities 485 (21) 581 253 801 801 0%
Cost Pool 123,459 121,347 122,799 92,769 123,688 71,733 -42% TOTAL HOUSING ADMINISTRATION 211,061 220,151 231,778 131,003 352,416 436,962 24% 1201 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
Professional & Administration 21,338 12,030 36,638 9,357 19,386 16,858 -13% Cost Pool 26,923 26,923 26,923 20,190 26,923 320 -99%
Community Development Block
Grant/HOME/Housing Project 166,798 - - - 926,480 926,480 0% TOTAL CDBG 215,060 38,953 63,561 29,547 972,789 943,658 -3% 1202 HOME PROGRAM
Professional & Administration 374 - - - - - -
TOTAL HOME PROGRAM 374 - - - - - -
1203 NEIGHBORHOOD STABALIZATION
Salaries & Wages 2,373 - - - - - -
Fringe Benefits 1,320 - - - - - -
Professional & Administration 4,797 3,346 43,371 - 9,500 9,500 0%

TOTAL NEIGHBORHOOD
STABALIZATION 8,489 3,346 43,371 - 9,500 9,500 0%
1207 CITY OF RICHMOND (COR)-NEIGHBORHOOD STABILIZATION
Other Operating 3,365 2,338 2,377 - 6,753 4,000 -41%

TOTAL COR-NEIGHBORHOOD
STABILIZATION 3,365 2,338 2,377 - 6,753 4,000 -41%
1208 CITY OF RICHMOND (COR)-SUCCESSOR HOUSING AGENCY
Salaries & Wages 114,672 130,698 - - - - -
Fringe Benefits 73,563 79,756 - - - - -
Professional & Administration - - 178,997 467,611 612,242 2,134,882 249% Community Development Block
Grant/HOME/Housing Project - - - - 1,330,000 100,000 -92% Transfers Out 38,305 - - - - - -

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TOTAL COR-SUCCESSORY HOUSING
AGENCY 226,540 210,455 178,997 467,611 1,942,242 2,234,882 15% 1209 CALIFORNIA-HOME GRANT FUND
Professional & Administration 5,671 2,042 22,829 1,260 1,200 1,500 25% Community Development Block
Grant/HOME/Housing Project 164,000 - - - 500,000 500,000 0%

TOTAL CALIFORNIA-HOME GRANT
FUND 169,671 2,042 22,829 1,260 501,200 501,500 0%
1302 HOUSNG IN LIEU FEE - DEVELOPER
Salaries & Wages 98,803 89,452 - - - - -
Fringe Benefits 62,022 52,685 - - - - -
Professional & Administration - - 853,517 1,514,360 600,780 302,700 -50% Community Development Block
Grant/HOME/Housing Project - - - - 50,000 - -100%

TOTAL HOUSNG IN LIEU FEE -
DEVELOPER 160,825 142,137 853,517 1,514,360 650,780 302,700 -53% 2125 IRON TRIANGLE/ENVIRONMENTAL PROTECTION AGENCY (EPA) PROGRAM Professional & Administration - - 10,334 - - - -
Community Development Block
Grant/HOME/Housing Project 83,046 86,266 408,003 84,622 294,779 105,656 -64% TOTAL IRON TRIANGLE/EPA PROGRAM 83,046 86,266 418,338 84,622 294,779 105,656 -64% TOTAL HOUSING FUNDS 1,078,431 705,688 1,814,767 2,228,403 4,730,459 4,538,858

RICHMOND HOUSING AUTHORITY
FUNDS
4101 RHA-HOUSING CHOICE VOUCHER-SECTION 8
Other Operating 969,225 - - - - - -
Transfers Out - 48,534 - - - - -
Extraordinary/Special Transfer out - - 43,839 111,655 - - -

TOTAL RHA-HOUSING CHOICE
VOUCHER-SECTION 8 969,225 48,534 43,839 111,655 - - -
4102 RHA-HOPE 6
Transfers Out 38,683 - - - - - -
TOTAL RHA-HOPE 6 38,683 - - - - - -
4201 RHA-CAPITAL FUND
Professional & Administration 223,950 90,148 - - 219,750 300,000 37% Other Operating 31,727 137,907 118,057 70,368 130,000 130,000 0% Equipment & Contract Services - 245,075 347,927 210,882 449,069 1,529,058 240% Asset/Capital Outlay 47,725 - - 148,413 150,000 - -100% Grant Expenditures 46,229 46,715 26,779 2,200 14,500 14,500 0% Transfers Out 373,344 1,012,195 590,186 1,045,151 518,710 526,442 1% TOTAL RHA-CAPITAL FUND 722,974 1,532,039 1,082,949 1,477,014 1,482,029 2,500,000 69% 4401 RHA-HACIENDA
Salaries & Wages 11,491 - - 573 - - -
Fringe Benefits 6,320 - - 222 - - -
Professional & Administration - 14,227 9,392 5,915 10,500 10,000 -5% Other Operating - 113 - - 4,500 - -100%
Equipment & Contract Services - - - - 15,000 15,000 0%
Transfers Out 74,647 - - - - - -
TOTAL RHA-HACIENDA 92,457 14,341 9,392 6,711 30,000 25,000 -17% 4404 RHA-NEVIN PLAZA
Salaries & Wages 237,053 6,599 505 2,261 - - -
Fringe Benefits 169,360 (692,520) (1,144) 33 - - -
Professional & Administration 451,488 152,164 28,648 6,120 51,940 - -100% Other Operating 74,413 5,997 104 194 - - -

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City of Richmond Attachment 2 - Draft Summary of Expenditures, by Fund, by Type FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
Utilities 554,320 1,905 - - - - -
Equipment & Contract Services 36,050 3,682 - - - - -
Provisions for Insurance Loss 32,998 - - - - - -
Cost Pool 66,677 - - - - - -
Transfers Out - 345,475 374,529 - 78,000 - -100%
TOTAL RHA-NEVIN PLAZA 1,622,360 (176,697) 402,641 8,608 129,940 - -100% 4405 RHA-NYSTROM VILLAGE
Salaries & Wages 276,279 181,676 156,449 158,172 205,608 131,705 -36% Fringe Benefits 156,501 554,636 79,326 100,930 116,535 90,457 -22% Professional & Administration 103,328 856,184 863,789 599,810 952,890 909,440 -5% Other Operating 82,307 228,684 198,639 116,950 170,700 177,850 4% Utilities 169,475 188,974 221,815 145,409 236,500 186,000 -21% Equipment & Contract Services 89,686 120,475 171,539 124,861 349,800 281,000 -20% Provisions for Insurance Loss 22,005 45,235 46,640 36,282 53,574 61,484 15% Cost Pool 30,841 62,409 62,409 46,809 62,409 88,198 41% TOTAL RHA-NYSTROM VILLAGE 930,423 2,238,274 1,800,606 1,329,224 2,148,016 1,926,134 -10% 4406 RHA-RICHMOND VILLAGE ONE
Salaries & Wages 7,298 783 - - - - -
Fringe Benefits 4,138 412 - - - - -
Professional & Administration - 1,552 - - - - -
Other Operating - 208 - - - - -
Grant Expenditures 194,902 230,072 179,204 73,092 160,888 157,180 -2% Transfers Out - - 1,796 - - - -
TOTAL RHA-RICHMOND VILLAGE ONE 206,338 233,027 181,000 73,092 160,888 157,180 -2% 4407 RHA-RICHMOND VILLAGE TWO
Grant Expenditures 139,751 144,403 142,382 54,546 122,268 152,672 25% TOTAL RHA-RICHMOND VILLAGE TWO 139,751 144,403 142,382 54,546 122,268 152,672 25% 4408 RHA-RICHMOND VILLAGE THREE
Grant Expenditures 92,492 106,303 66,557 24,257 53,392 67,285 26%

TOTAL RHA-RICHMOND VILLAGE
THREE 92,492 106,303 66,557 24,257 53,392 67,285 26%
4501 RHA-CENTRAL OFFICE COST CENTER
Salaries & Wages 120,193 78,110 (16,312) 45,508 56,860 118,957 109% Fringe Benefits 500,698 240,520 (5,884) 206,556 236,069 270,155 14% Professional & Administration 1,867 5,773 - 1,233 - - - Other Operating 9,132 1,311,407 2,479 - - 4,250 -
Utilities 10,439 14,220 9,259 4,571 - 4,500 -
Equipment & Contract Services 286 - - - - - -
Cost Pool 15,915 60,788 60,788 45,593 60,788 68,488 13% Transfers Out 42,671 - - - - - -

TOTAL RHA-CENTRAL OFFICE COST
CENTER 701,201 1,710,818 50,331 303,461 353,717 466,350 32% 4502 RHA-HOUSING CORPORATION
Professional & Administration 17,239 7,010 5,600 8,200 13,500 14,500 7% Other Operating - - - - 500 500 0%
TOTAL RHA-HOUSING CORPORATION 17,239 7,010 5,600 8,200 14,000 15,000 7%

TOTAL RICHMOND HOUSING
AUTHORITY FUNDS 5,533,144 5,858,052 3,785,297 3,396,767 4,494,250 5,309,621 18% Grand Totals 517,744,835 419,944,860 490,636,050 353,016,273 750,439,443 642,441,819 -14%

Page 9 of 9 ends

OTHER OPERATING FUNDS
1003 TRANSPORTATION OPERATION
City Manager 1,104 - 51 19 - - -
Transportation Operation 854,769 985,449 1,352,847 733,107 1,384,429 1,535,673 11% TOTAL TRANSPORTATION OPERATION 855,873 985,449 1,352,897 733,126 1,384,429 1,535,673 11% 1012 HILLTOP LANDSCAPE MAINTENANCE DISTRICT
Public Works & Engineering Services 1,627,163 1,733,775 1,457,258 1,034,603 1,443,442 2,011,547 39% TOTAL HILLTOP LANDSCAPE MAINTENANCE DISTRICT 1,627,163 1,733,775 1,457,258 1,034,603 1,443,442 2,011,547 39% 1015 MARINA BAY LANDSCAPING & LIGHTING DISTRICT
Public Works & Engineering Services 1,357,930 1,132,341 1,049,553 849,381 1,217,523 1,824,555 50% TOTAL MARINA BAY LANDSCAPING & LIGHTING DISTRICT 1,357,930 1,132,341 1,049,553 849,381 1,217,523 1,824,555 50% 1050 COST RECOVERY-PLANNING & BUILDING
Community Development 11,574,240 12,496,974 11,385,759 7,464,376 15,923,381 11,793,404 -26% TOTAL COST RECOVERY-PLANNING & BUILDING 11,574,240 12,496,974 11,385,759 7,464,376 15,923,381 11,793,404 -26% 1051 COST RECOVERY-ENGINEERING
Capital Improvement Department - - 1,000 - - - -
TOTAL COST RECOVERY-ENGINEERING - - 1,000 - - - -
1205 EMPLOYMENT & TRAINING
Employment & Training 5,934,917 6,939,747 6,406,181 4,079,585 11,172,415 3,808,921 -66% TOTAL EMPLOYMENT & TRAINING 5,934,917 6,939,747 6,406,181 4,079,585 11,172,415 3,808,921 -66% TOTAL OTHER OPERATING FUNDS 21,350,123 23,288,286 21,652,648 14,161,071 31,141,190 20,974,101

SPECIAL REVENUE FUNDS
1001 SECURED PENSION OVERRIDE
Non-Departmental 20,233,520 29,893,824 28,292,298 29,501,237 29,501,237 30,627,656 4% TOTAL SECURED PENSION OVERRIDE 20,233,520 29,893,824 28,292,298 29,501,237 29,501,237 30,627,656 4% 1005 LIBRARY FUND
Library & Cultural Services 335,585 931,701 753,474 413,893 9,994,485 340,505 -97% TOTAL LIBRARY FUND 335,585 931,701 753,474 413,893 9,994,485 340,505 -97% 1007 EMERGENCY MEDICAL SERVICE
Fire 198,075 194,664 125,493 39,134 216,000 217,000 0%
TOTAL EMERGENCY MEDICAL SERVICE 198,075 194,664 125,493 39,134 216,000 217,000 0% 1009 VEOLIA MITIGATION
City Manager - - - - 125,000 125,000 0%
TOTAL VEOLIA MITIGATION - - - - 125,000 125,000 0%

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City of Richmond Attachment 3 – Draft Summary of Expenditures, by Fund, by Department FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
1010 NORTH RICHMOND WASTE
City Manager 130,685 127,010 115,543 4,089 130,040 130,040 0% TOTAL NORTH RICHMOND WASTE 130,685 127,010 115,543 4,089 130,040 130,040 0% 1017 CHEVRON MODERNIZATION PROJECT & ENVIRONMENTAL AND COMMUNITY INVESTMENT AGREEMENT (ECIA) City Manager 3,005,000 2,305,000 5,000 425,112 1,246,000 855,000 -31% Community Development - - - - 75,000 - -100%
Police 555 6,554 27,264 (4,960) 87,000 86,134 -1%
Fire - 179,755 161,585 64,996 230,300 202,800 -12%
Public Works & Engineering Services 281,042 135,711 345,120 352,215 1,322,260 2,425,640 83% Recreation - - - - 100,000 100,000 0%
Information Technology - - - - 382,442 382,442 0%
Capital Improvement Department - - (33,285) - - - -
Internal Services Program 626,655 685,275 880,541 77,362 1,313,367 691,594 -47% Transportation Operation 519,232 1,362,134 1,031,709 1,763,930 7,966,422 2,092,713 -74% TOTAL CHEVRON MODERNIZATION PROJECT & ECIA 4,432,484 4,674,429 2,417,935 2,678,655 12,722,791 6,836,323 -46% 1018 RENT PROGRAM
Rent Program 2,652,947 3,196,143 3,387,325 2,455,931 3,842,803 4,343,563 13% TOTAL RENT PROGRAM 2,652,947 3,196,143 3,387,325 2,455,931 3,842,803 4,343,563 13% 1055 ENCROACHMENT SERVICES
Public Works & Engineering Services 724,122 741,948 830,409 562,647 1,112,586 1,432,908 29% Capital Improvement Department - - - 2,663 - - -
TOTAL ENCROACHMENT SERVICES 724,122 741,948 830,409 565,310 1,112,586 1,432,908 29% 1303 KIDS FIRST INITIATIVE
Internal Services Program 1,695,990 2,980,951 3,325,454 3,720,256 9,998,821 9,635,844 -4% TOTAL KIDS FIRST INITIATIVE 1,695,990 2,980,951 3,325,454 3,720,256 9,998,821 9,635,844 -4% 1304 EMERGENCY OPERATIONS & DISASTER RECOVERY
City Manager 357 - - - - - -
Finance - 144 - - - - -
Human Resources 10,270 - - - - - -
Police 41,251 - - - - - -
Fire 4,801 - - - - - -
Water Resource Recovery 123 - - - - - -
Public Works & Engineering Services 53,995 191,091 17,114 - 294,801 291,550 -1% Library & Cultural Services 3,861 1,534 - - - - -
Recreation 428 88 - - - - -
TOTAL EMERGENCY OPERATIONS & DISASTER RECOVERY 115,087 192,856 17,114 - 294,801 291,550 -1% 1305 PUBLIC ART
Economic Development 96,446 291,952 119,902 57,956 1,410,928 1,164,428 -17% TOTAL PUBLIC ART 96,446 291,952 119,902 57,956 1,410,928 1,164,428 -17% 1306 AMERICAN RESCUE PLAN ACT (ARPA)
Finance - - 130,359 111,484 189,869 - -100%
Water Resource Recovery 1,440,797 - 139,909 588,747 1,037,948 - -100% Public Works & Engineering Services - 1,345,113 5,023,826 4,469,258 9,043,527 643,853 -93% Recreation 330,108 (25,290) - - - - -
Employment & Training - 387,971 724,058 87,971 87,971 - -100% Housing Department-COR 392,906 420,877 979,402 362,528 883,528 - -100% Richmond Housing Authority (RHA) - 44,456 - 132,086 1,955,544 1,955,544 0% Economic Development 216,213 185,827 458,806 42,035 191,194 - -100% TOTAL AMERICAN RESCUE PLAN ACT (ARPA) 2,380,024 2,358,952 7,456,360 5,794,108 13,389,580 2,599,397 -81% 1307 TRANSFORMATIVE CLIMATE COMMUNITIES (TCC) GRANT
Community Development - 2,306,356 3,196,463 2,496,846 17,275,633 10,896,125 -37% Public Works & Engineering Services - 27,327 178,350 92,255 4,980,083 4,516,582 -9% Employment & Training - - - 13,185 - 328,906 -
Economic Development - 37,013 - 9,810 - 26,500 -
TOTAL TCC GRANT - 2,370,696 3,374,813 2,612,097 22,255,716 15,768,113 -29% 1308 ENCAMPMENT RESOLUTION FUND
Community Development - 2,006,596 2,475,791 420,933 2,596,823 2,885,506 11% TOTAL ENCAMPMENT RESOLUTION FUND - 2,006,596 2,475,791 420,933 2,596,823 2,885,506 11% 1309 ENCAMPMENT RESOLUTION FUND ROUND 3
Community Development - - - 1,671,418 8,689,540 5,157,141 -41% TOTAL ENCAMPMENT RESOLUTION FUND ROUND 3 - - - 1,671,418 8,689,540 5,157,141 -41%

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CAPITAL PROJECTS FUNDS
1002 STATE GAS TAX
Public Works & Engineering Services 2,395,854 2,744,539 2,526,396 1,181,635 4,934,550 4,059,030 -18% TOTAL STATE GAS TAX 2,395,854 2,744,539 2,526,396 1,181,635 4,934,550 4,059,030 -18% 1004 ASSET SEIZURE FUND
Police 63,660 9,996 - - 250,000 250,000 0%
TOTAL ASSET SEIZURE FUND 63,660 9,996 - - 250,000 250,000 0% 1006 OUTSIDE FUNDED SERVICES - GRANTS
Community Development 100,000 - - - 13,095,528 13,095,528 0% Police 130,055 74,546 19,586 165,329 391,785 44,406 -89% Office of Neighborhood Safety 1,572,031 1,788,880 2,745,685 1,333,970 5,756,773 473,421 -92% Public Works & Engineering Services 892,681 2,781,966 7,914,373 2,046,401 9,600,349 6,374,501 -34% Recreation 340,854 400,829 667,014 252,660 512,536 177,563 -65% Economic Development 581,994 7,354,706 1,091,919 534,480 1,643,606 1,321,947 -20% Transportation Operation 1,133,081 1,446,673 1,847,141 153,171 1,873,857 1,101,585 -41% Community Crisis Response Program - - - - 941,635 1,520,718 61% TOTAL OUTSIDE FUNDED SERVICES - GRANTS 4,750,694 13,847,602 14,285,718 4,486,011 33,816,069 24,109,669 -29% 1054 ENGINEERING GRANTS
Public Works & Engineering Services 3,171,730 5,501,352 7,847,199 1,255,548 25,603,250 22,368,387 -13% TOTAL ENGINEERING GRANTS 3,171,730 5,501,352 7,847,199 1,255,548 25,603,250 22,368,387 -13% 1019 ROAD MAINTENANCE & REHABILITATION ACCOUNT (RMRA)
Public Works & Engineering Services 3,621,946 (1,428) 3,187,622 2,389,833 7,189,412 6,891,042 -4% TOTAL RMRA 3,621,946 (1,428) 3,187,622 2,389,833 7,189,412 6,891,042 -4% 2001 GENERAL CAPITAL FUND
Police - - - 35,000 215,000 177,500 -17%
Public Works & Engineering Services 957,960 3,515,533 7,180,044 4,574,293 68,780,645 44,154,377 -36% Information Technology - 413,915 19,911 149,560 435,742 271,639 -38% Economic Development - - - - 760,000 - -100%
TOTAL GENERAL CAPITAL FUND 957,960 3,929,449 7,199,956 4,758,853 70,191,388 44,603,517 -36% 2002 MEASURE J
Public Works & Engineering Services 1,540,444 1,248,262 1,026,499 726,103 6,980,500 4,740,039 -32% TOTAL MEASURE J 1,540,444 1,248,262 1,026,499 726,103 6,980,500 4,740,039 -32% 2110 IMPACT FEE - PARKS
Public Works & Engineering Services 15,383 15,788 940 - 15,000 15,000 0% TOTAL IMPACT FEE - PARKS 15,383 15,788 940 - 15,000 15,000 0% 2111 IMPACT FEE - TRAFFIC
Public Works & Engineering Services 77,371 3,650 4,662 - - - - TOTAL IMPACT FEE - TRAFFIC 77,371 3,650 4,662 - - - -
2113 IMPACT FEE - FIRE
Fire 86,154 48,983 2,338 - 130,000 65,000 -50%
TOTAL IMPACT FEE - FIRE 86,154 48,983 2,338 - 130,000 65,000 -50% 2114 IMPACT FEE - POLICE
Police 1,480 687 767 - 740,609 700,000 -5%
TOTAL IMPACT FEE - POLICE 1,480 687 767 - 740,609 700,000 -5% 2115 IMPACT FEE - COMM/AQUATC
Recreation 1,679 3,105 3,671 - - - -
TOTAL IMPACT FEE - COMM/AQUATC 1,679 3,105 3,671 - - - - 2116 IMPACT FEE - PARKS/OPEN SPACE
Public Works & Engineering Services 276,523 89,554 40,502 2,388 229,759 167,841 -27% TOTAL IMPACT FEE - PARKS/OPEN SPACE 276,523 89,554 40,502 2,388 229,759 167,841 -27%

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City of Richmond Attachment 3 – Draft Summary of Expenditures, by Fund, by Department FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2025-26 FY 2026-27 Percent Actuals Actuals Actuals YTD - Actuals as of
March 31, 2026
Revised Budget Draft Budget Change
2117 IMPACT FEE - LIBRARY
Library & Cultural Services 9,045 68,755 87,929 82,612 1,330,188 279,000 -79% TOTAL IMPACT FEE - LIBRARY 9,045 68,755 87,929 82,612 1,330,188 279,000 -79% 2119 IMPACT FEE - STORM DRAINAGE
Water Resource Recovery 6,552 1,250 1,081 - - - -
TOTAL IMPACT FEE - STORM DRAINAGE 6,552 1,250 1,081 - - - - 2120 IMPACT FEE - WASTEWATER
Water Resource Recovery 176,338 516,997 3,574 - 1,419,118 672,178 -53% TOTAL IMPACT FEE - WASTEWATER 176,338 516,997 3,574 - 1,419,118 672,178 -53% TOTAL CAPITAL PROJECTS FUNDS 17,152,814 28,028,539 36,218,856 14,882,982 152,829,842 108,920,701

DEBT SERVICE FUNDS
3001 DS - 2005 TAXABLE PENSION OBLIGATION BOND
Non-Departmental 166,700,321 11,403,697 8,431,859 11,411,308 11,411,249 11,650,575 2% TOTAL DS - 2005 TAXABLE PENSION OBLIGATION BOND 166,700,321 11,403,697 8,431,859 11,411,308 11,411,249 11,650,575 2% 3002 DS - 99A PENSION OBLIGATION BOND
Non-Departmental 2,892,808 5,133 5,317 3,833 4,500 5,200 16% TOTAL DS - 99A PENSION OBLIGATION BOND 2,892,808 5,133 5,317 3,833 4,500 5,200 16% 3005 DS - 07 REFUNDING&CIVIC CENTER
Non-Departmental 7,764,706 7,783,598 7,826,074 6,131,511 7,816,763 7,814,300 0% TOTAL DS - 07 REFUNDING&CIVIC CENTER 7,764,706 7,783,598 7,826,074 6,131,511 7,816,763 7,814,300 0% TOTAL DEBT SERVICE FUNDS 177,357,834 19,192,428 16,263,249 17,546,652 19,232,511 19,470,075

ENTERPRISE FUNDS
4001 PORT OF RICHMOND
Port Operations 5,500,092 6,438,178 5,820,213 4,349,358 16,776,808 18,772,793 12% TOTAL PORT OF RICHMOND 5,500,092 6,438,178 5,820,213 4,349,358 16,776,808 18,772,793 12% 4003 WASTEWATER
Water Resource Recovery 20,762,030 24,835,078 28,139,510 30,788,793 52,664,068 42,355,085 -20% TOTAL WASTEWATER 20,762,030 24,835,078 28,139,510 30,788,793 52,664,068 42,355,085 -20% 4005 MARINA
Public Works & Engineering Services 4,319 11,617 64,837 6,302 716,531 364,580 -49% Port Operations 367 367 26,262 146,698 2,500,000 888,977 -64% Marina Operations 299,436 288,126 283,275 271,915 293,593 293,593 0% TOTAL MARINA 304,122 300,110 374,374 424,915 3,510,124 1,547,150 -56% 4006 STORMWATER
Water Resource Recovery 1,803,217 2,751,737 2,399,161 1,766,139 13,075,160 11,742,801 -10% TOTAL STORMWATER 1,803,217 2,751,737 2,399,161 1,766,139 13,075,160 11,742,801 -10% 4008 KCRT - CABLE TELEVISION
Information Technology 735,082 898,306 1,186,702 885,028 1,166,521 990,668 -15% TOTAL KCRT - CABLE TELEVISION 735,082 898,306 1,186,702 885,028 1,166,521 990,668 -15% TOTAL ENTERPRISE FUNDS 29,104,542 35,223,409 37,919,961 38,214,233 87,192,680 75,408,497

INTERNAL SERVICES FUNDS
5001 INSURANCE RESERVES
Human Resources 15,667,516 22,241,640 30,529,135 18,438,020 33,270,378 39,613,854 19% TOTAL INSURANCE RESERVES 15,667,516 22,241,640 30,529,135 18,438,020 33,270,378 39,613,854 19% 5003 EQUIPMENT SERVICES
Public Works & Engineering Services 1,983,977 2,083,634 2,571,558 2,982,699 16,564,911 7,381,018 -55% Information Technology 42,456 116,123 128,304 74,450 100,000 100,000 0% TOTAL EQUIPMENT SERVICES 2,026,433 2,199,757 2,699,862 3,057,149 16,664,911 7,481,018 -55% 5008 COMPENSATED ABSENCES
Non-Departmental 2,438,444 1,814,344 2,322,843 1,960,939 3,000,000 3,000,000 0% TOTAL COMPENSATED ABSENCES 2,438,444 1,814,344 2,322,843 1,960,939 3,000,000 3,000,000 0% TOTAL INTERNAL SERVICES FUNDS 20,132,393 26,255,741 35,551,839 23,456,108 52,935,289 50,094,873

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HOUSING FUNDS
1200 HOUSING ADMINISTRATION
Housing Department-COR 211,061 220,151 231,778 131,003 352,416 436,962 24% TOTAL HOUSING ADMINISTRATION 211,061 220,151 231,778 131,003 352,416 436,962 24% 1201 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
Housing Department-COR 215,060 38,953 63,561 29,547 972,789 943,658 -3% TOTAL CDBG 215,060 38,953 63,561 29,547 972,789 943,658 -3% 1202 HOME PROGRAM
Housing Department-COR 374 - - - - - -
TOTAL HOME PROGRAM 374 - - - - - -
1203 NEIGHBORHOOD STABALIZATION
Housing Department-COR 8,489 3,346 43,371 - 9,500 9,500 0% TOTAL NEIGHBORHOOD STABALIZATION 8,489 3,346 43,371 - 9,500 9,500 0% 1207 CITY OF RICHMOND (COR)-NEIGHBORHOOD STABILIZATION
Housing Department-COR 3,365 2,338 2,377 - 6,753 4,000 -41% TOTAL COR-NEIGHBORHOOD STABILIZATION 3,365 2,338 2,377 - 6,753 4,000 -41% 1208 CITY OF RICHMOND (COR)-SUCCESSOR HOUSING AGENCY
Housing Department-COR 226,540 210,455 178,997 467,611 1,942,242 2,234,882 15% TOTAL COR-SUCCESSOR HOUSING AGENCY 226,540 210,455 178,997 467,611 1,942,242 2,234,882 15% 1209 CALIFORNIA-HOME GRANT FUND
Housing Department-COR 169,671 2,042 22,829 1,260 501,200 501,500 0% TOTAL CALIFORNIA-HOME GRANT FUND 169,671 2,042 22,829 1,260 501,200 501,500 0% 1302 HOUSNG IN LIEU FEE - DEVELOPER
Housing Department-COR 160,825 142,137 853,517 1,514,360 650,780 302,700 -53% TOTAL HOUSNG IN LIEU FEE - DEVELOPER 160,825 142,137 853,517 1,514,360 650,780 302,700 -53% 2125 IRON TRIANGLE/ENVIRONMENTAL PROTECTION AGENCY (EPA) PROGRAM Housing Department-COR 83,046 86,266 418,338 84,622 294,779 105,656 -64% TOTAL EPA PROGRAM 83,046 86,266 418,338 84,622 294,779 105,656 -64% TOTAL HOUSING FUNDS 1,078,431 705,688 1,814,767 2,228,403 4,730,459 4,538,858

RICHMOND HOUSING AUTHORITY FUNDS
4101 RHA-HOUSING CHOICE VOUCHER-SECTION 8
Richmond Housing Authority (RHA) 969,225 48,534 43,839 111,655 - - - TOTAL RHA-HOUSING CHOICE VOUCHER-SECTION 8 969,225 48,534 43,839 111,655 - - - 4102 RHA-HOPE 6
Richmond Housing Authority (RHA) 38,683 - - - - - -
TOTAL RHA-HOPE 6 38,683 - - - - - -
4201 RHA-CAPITAL FUND
Richmond Housing Authority (RHA) 722,974 1,532,039 1,082,949 1,477,014 1,482,029 2,500,000 69% TOTAL RHA-CAPITAL FUND 722,974 1,532,039 1,082,949 1,477,014 1,482,029 2,500,000 69% 4401 RHA-HACIENDA
Richmond Housing Authority (RHA) 92,457 14,341 9,392 6,711 30,000 25,000 -17% TOTAL RHA-HACIENDA 92,457 14,341 9,392 6,711 30,000 25,000 -17% 4404 RHA-NEVIN PLAZA
Richmond Housing Authority (RHA) 1,622,360 (176,697) 402,641 8,608 129,940 - -100% TOTAL RHA-NEVIN PLAZA 1,622,360 (176,697) 402,641 8,608 129,940 - -100% 4405 RHA-NYSTROM VILLAGE
Richmond Housing Authority (RHA) 930,423 2,238,274 1,800,606 1,329,224 2,148,016 1,926,134 -10% TOTAL RHA-NYSTROM VILLAGE 930,423 2,238,274 1,800,606 1,329,224 2,148,016 1,926,134 -10% 4406 RHA-RICHMOND VILLAGE ONE
Richmond Housing Authority (RHA) 206,338 233,027 181,000 73,092 160,888 157,180 -2% TOTAL RHA-RICHMOND VILLAGE ONE 206,338 233,027 181,000 73,092 160,888 157,180 -2%

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Page 6 of 6 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Revenue Sources Budget by Fund
FY 2026-27 to FY 2030-31
Fund Group
Projected
Revenue
FY 2025-26
Actual
Revenue
FY 2025-26 as
of 3/31/26
Estimated
FY 2026-27
Estimated
FY 2027-28
Estimated
FY 2028-29
Estimated
FY 2029-30
Estimated
FY 2030-31 5 Year Total Notes
Capital Project Funds
1002-State Gas Tax $ 3,249,250 $ 2,199,181 $ 3,368,109 $ 3,435,471 $ 3,504,181 $ 3,574,264 $ 3,645,749 $ 17,527,774 [1] 1006-Outside Grants $ 18,478,096 $ 2,424,046 $ 7,860,960 $ 7,860,960 1019-Road Maintenance
Rehabilitation Account (RMRA) $ 2,864,927 $ 1,984,326 $ 3,251,983 $ 3,317,023 $ 3,383,363 $ 3,451,030 $ 3,520,051 $ 16,923,450 [1] 1054-Engineering Grants $ 11,943,456 $ 4,313,601 $ 26,444,817 $ 6,663,000 $ 33,107,817 2001-Capital Outlay $ 14,064,218 $ 15,149,634 $ 2,200,000 $ 2,200,000 2002-Measure C/J $ 4,292,882 $ 2,174,371 $ 2,738,681 $ 2,168,243 $ 2,168,243 $ 2,168,243 $ 2,168,243 $ 11,411,653 [2] 2110-Park Land Dedication
Impact Fee $ 29,900 $ -
2111-Traffic Impact Fee $ 166,991 $ -
2113-Public Facility Impact Fee -
Fire $ 69,647 $ -
2114-Public Facility Impact Fee -
Police $ 37,625 $ -
2115-Recreation Impact FeeAquatics $ 93,657 $ -
2116-Parks Open Space $ 403,225 $ -
2117-Library Impact Fee $ 138,742 $ -
2118-Hilltop Impact Fee $ 1,001 $ -
2119-Storm Drain Impact Fee $ 63,431 $ -
2120-Wastewater Impact Fee $ 81,242 $ -
Capital Project Funds - Total $ 54,892,829 $ 29,330,619 $ 45,864,551 $ 15,583,737 $ 9,055,787 $ 9,193,538 $ 9,334,043 $ 89,031,655 Special Revenue, Enterprise, Internal Services, Other Operations and Housing Department Funds ARPA $ 643,853 $ 643,853
ECIA $ - $ - [3]
Enterprise Funds $ 32,699,958 $ 10,127,250 $ 7,750,000 $ 5,750,000 $ 5,750,000 $ 62,077,208 [3] Housing Department $ 926,480 $ 926,480 [3]
Internal Service Funds $ 2,000,000 $ 2,000,000 [3]
Library Fund $ 5,660,857 $ 5,660,857
Transformative Climate Grant $ 13,660,140 $ 13,660,140
Enterprise, Internal Services,
Other Operations and Housing
Department Funds - Total
$ - $ - $ 55,591,288 $ 10,127,250 $ 7,750,000 $ 5,750,000 $ 5,750,000 $ 84,968,538 Total All Funds Available 54,892,829 29,330,619 101,455,839 25,710,987 16,805,787 14,943,538 15,084,043 174,000,193 Notes:
[1] State Gas Tax revenue and RMRA revenue for FY 2026-27 is based on Highway User Tax Account (HUTA) and Road Maintenance and Rehabilitation Account (RMRA) projections. Future years include a 2% Inflationary Index based on normal annual revenue. [2] Measure J revenue for FY 2026-27 is based on estimates from Contra Contra Transportation Authority (CCTA) and also includes Grant funding revenue of $570,438 for the I-80 Central Interchange Project. Future years funding is based on current year dollars since they are unpredictable. [3] Enterprise, Internal Services, Other Operations, and Housing Department revenues are based on project expenses projected and does not include revenue for operations.

Page 1 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries State Gas Tax
$17,527,774

10.1%
Outside Grants
$7,860,960

4.5%
Road Maintenance
Rehabilitation
Account (RMRA)
$16,923,450 …
Engineering Grants
$33,107,817

19.0%
General Capital
$2,200,000

1.3%
Measure J
$11,411,653

6.6%
ARPA
$643,853

0.4%
Enterprise Funds
$62,077,208

35.7%
Housing
$926,480

0.5%
Internal Service Funds
$2,000,000

1.1%
Library
$5,660,857

3.3%
TCC
$13,660,140

7.9%
Capital Revenue Sources by Fund
FY 2026-27 to FY 2030-31
Total: $174,000,193

Page 2 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Program Categories
FY 2026-27 to FY 2030-31
Program Categories Revised Budget
FY 2025-26
Actuals to March
2025 FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
Equipment Services 18,332,258 3,428,538 7,055,000 - - - - 7,055,000 General and Public Safety
Facilities 46,192,347 2,205,691 17,574,478 - - - - 17,574,478 Parks and Open Spaces 31,365,037 7,632,114 17,983,710 - - - - 17,983,710 Port of Richmond 15,698,712 2,978,698 15,625,967 4,677,250 300,000 300,000 300,000 21,203,217 Sanitary Sewer/Wastewater 19,702,117 7,592,639 8,873,268 5,200,000 7,200,000 5,200,000 5,200,000 31,673,268 Storm Drainage and Watershed 16,342,458 775,634 14,208,254 165,000 165,000 - - 14,538,254 Technology 1,194,862 184,560 508,259 - - - - 508,259
Transportation 73,613,647 6,914,499 61,425,901 15,405,023 8,808,363 8,876,030 8,945,051 103,460,368 Total Expenses - All Program
Catergories 222,441,438 31,712,372 143,254,838 25,447,273 16,473,363 14,376,030 14,445,051 213,996,555

Page 3 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries Equipment Services
$7,055,000

3.3%
General and Public Safety
Facilities
$17,574,478

8.2%
Parks and Open
Spaces
$17,983,710

8.4%
Port of Richmond
$21,203,217

9.9%
Sanitary
Sewer/Wastewater
$31,673,268

14.8%
Storm Drainage and
Watershed
$14,538,254

6.8%
Technology
$508,259

0.2%
Transportation
$103,460,368

48.3%
Capital Improvement Plan by Program Category
FY 2026-27 to FY 2030-31
Total: $213,996,555

Page 4 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Programs
FY 2026-27 to FY 2030-31
Programs by Categories
Revised
Budget
FY 2025-26
Actuals to
March 2025
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
Equipment Services
Fleet 18,332,258 3,428,538 7,055,000 - - - - 7,055,000
General and Public Safety Facilities
Building and Facility Improvements 45,072,353 2,196,992 16,650,906 - - - - 16,650,906 Public Safety Improvements 1,119,994 8,700 923,572 - - - - 923,572 Parks and Open Spaces
Encampment Abatement 68,252 - - - - - - -
Parks and Open Spaces
Improvements 29,966,944 7,565,138 15,980,877 - - - - 15,980,877 Streetscape Improvements 375,214 - 350,297 - - - - 350,297 Urban Forestry 954,627 66,976 1,652,537 - - - - 1,652,537 Port of Richmond
Port Improvements 15,698,712 2,978,698 15,625,967 4,677,250 300,000 300,000 300,000 21,203,217 Technology
Technology Enhancements 1,194,862 184,560 508,259 - - - - 508,259 Transportation
Bridge Rehabilitation 870,786 89,465 4,023,898 - - - - 4,023,898 Citywide Concrete 2,623,835 101,561 1,530,947 1,200,000 1,200,000 1,200,000 1,200,000 6,330,947 Complete Streets 44,863,207 1,698,729 41,548,677 7,163,000 500,000 500,000 500,000 50,211,677 Neighborhood Safety and Access 4,276,913 718,359 2,535,313 400,000 400,000 400,000 400,000 4,135,313 Pavement Management 12,249,152 4,132,514 6,891,983 6,642,023 6,708,363 6,776,030 6,845,051 33,863,450 Streetlight 7,975,605 103,556 4,697,500 - - - - 4,697,500 Traffic Signals 75,431 - - - - - - -
ZEV and Infrastructure Transition 195,960 70,315 - - - - - - Other Operations 482,760 - 197,584 - - - - 197,584
Sanitary Sewer/Wastewater
Sanitary Sewer/Wastewater
Improvements 19,702,117 7,592,639 8,873,268 5,200,000 7,200,000 5,200,000 5,200,000 31,673,268 Storm Drainage and Watershed
Storm Drainage and Watershed
Improvements 16,342,458 775,634 14,208,254 165,000 165,000 - - 14,538,254 Total Expenses - All Programs 222,441,438 31,712,372 143,254,838 25,447,273 16,473,363 14,376,030 14,445,051 213,996,555

Page 5 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries Bridge Rehabilitation
$4,023,898

1.9%
Complete Streets
$50,211,677

23.5%
Pavement
Management
$33,863,450

15.8%
Sanitary
Sewer/Wastewater
Improvements
$31,673,268 …
Port Improvements
$21,203,217

9.9%
Building and Facility
Improvements
$16,650,906

7.8%
Parks and Open
Spaces
Improvements
$15,980,877

7.5%
Storm Drainage
and Watershed
Improvements
$14,538,254

6.8%
Neighborhood
Safety and Access
$4,135,313

1.9%
Fleet
$7,055,000

3.3%
Citywide Concrete
$6,330,947 …
Streetlight
$4,697,500

2.2%
Public Safety
Improvements
$923,572

0.4%
Urban
Forestry
$1,652,537

0.8%
Other
Operations
$197,584

0.1%
Technology
Enhancements
$508,259

0.2%
Streetscape
Improvements
$350,297

0.2%
Capital Improvement Plan by Programs
FY 2026-27 to FY 2030-31
Total: $213,996,555

Page 6 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Funds
FY 2026-27 to FY 2030-31
Projects by Fund
Revised
Budget
FY 2025-26
Actuals to
March 2025
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
1002 - GAS TAX
2026 ARTERIAL BASE REPAIR & REHAB 315,000 - 315,000 - - - - 315,000 2025 PAVING - RUBBERIZED CAPE SEAL 1,556,503 - - - - - - - BRIDGE PREVENTIVE MAINTENANCE 386,078 50,000 414,870 - - - - 414,870 STREET PAVING 2,672,809 1,131,635 3,325,000 3,325,000 3,325,000 3,325,000 3,325,000 16,625,000 TOTAL - STATE GAS TAX - EXPENSES 4,930,390 1,181,635 4,054,870 3,325,000 3,325,000 3,325,000 3,325,000 17,354,870 1006 - OUTSIDE FUNDED GRANTS
2025 PAVING - RUBBERIZED CAPE SEAL 182,000 - - - - - - -

ASSET MGMT SYSTEM, INVENTORY &
ASSESSMENT 250,000 - - - - - - -
BARRETT AVE ROAD IMPROVEMENTS 2,000,000 47,326 1,900,400 - - - - 1,900,400 BAYVIEW TO BART 450,000 - 450,000 - - - - 450,000
BOORMAN PARK REVITALIZATION 195,271 - - - - - - -

MARTIN LUTHER KING JR COMMUNITY
CENTER & PARK 1,250,000 130,405 960,000 - - - - 960,000 PARKS AND OPEN SPACES PROGRAM - - 466,775 - - - - 466,775 PARKS MAINTENANCE EQUIPMENT 192,090 - - - - - - -

DOWNTOWN POINT RICHMOND
CONNECTIVITY PROJECT 1,078,000 - 1,078,000 - - - - 1,078,000

RICHMOND COMMUNITIES CLEAN
COLLOBORATIVE 111,150 - - - - - - -
SHIELDS-REID PARK REVITALIZATION 3,080,577 1,903,670 504,326 - - - - 504,326 SOCCER FIELDS-RESTROOMS-PARKS 50,000 - 50,000 - - - - 50,000 TERMINAL 4 WHARF REMOVAL 739,703 380,799 1,192,305 - - - - 1,192,305 URBAN FOREST MANAGEMENT PLAN - - 995,000 - - - - 995,000

TOTAL - OUTSIDE FUNDED GRANTS -
EXPENSES 9,578,791 2,462,200 7,596,806 - - - - 7,596,806 1019 - ROAD MAINTENANCE REHABILITATION ACCOUNT (RMRA) SB1 2026 ARTERIAL BASE REPAIR & REHAB - - 3,251,983 - - - - 3,251,983 2025 PAVING - RUBBERIZED CAPE SEAL 3,040,843 2,293,488 - - - - - - 13TH STREET COMPLETE STREET 450,000 - 246,132 - - - - 246,132 2024 PAVEMENT PREVENTATIVE
MAINTENANCE 232,999 - - - - - - -
CARLSON CROSSTOWN PROJECT PHASE II 2,864,927 - 3,392,927 - - - - 3,392,927

CITYWIDE ROADWAY SIGNS, STREETLIGHT
& TRAFFIC SIGNAL POLE INVENTORY 463,381 - - - - - - -
STREET PAVING - - - 3,317,023 3,383,363 3,451,030 3,520,051 13,671,467 STREET PAVING - SB1 - CUTTING HARBOUR
WAY S. BIKEWAY 137,262 96,345 - - - - - -
TOTAL - RMRA - EXPENSES 7,189,412 2,389,833 6,891,042 3,317,023 3,383,363 3,451,030 3,520,051 20,562,509 1054 - ENGINEERING GRANTS
2026 SIDEWALK SHAVING PROJECT 180,000 - - - - - - -
13TH STREET COMPLETE STREET 2,821,000 - 2,820,000 - - - - 2,820,000 BARRETT AVE RD. IMPROVEMENT 1,379,582 135,543 1,180,369 - - - - 1,180,369 BAYVIEW TO BART 1,553,461 175,418 1,374,800 - - - - 1,374,800 BOORMAN PARK REVITALIZATION 3,598,707 419,425 - - - - - - BRIDGE PREVENTIVE MAINTENANCE - - 3,202,130 - - - - 3,202,130 CUTTING & CARLSON BLVD. SECTION 130 635,294 124,836 189,687 706,000 - - - 895,687 GREENING THE YELLOW BRICK ROAD 375,214 - 350,297 - - - - 350,297 HARBOUR 8 PARK EXPANSION 110,398 28,510 53,512 - - - - 53,512 HARBOUR WAY & WRIGHT SECTION 130 935,209 5,232 903,802 1,284,000 - - - 2,187,802 I-80 CENTRAL INTERCHANGE PHASE II 5,972,604 122,578 5,748,296 4,673,000 - - - 10,421,296 LINCOLN SAFE ROUTES TO SCHOOL 78,000 9,500 - - - - - -
MCBRYDE SAFE ROUTES TO PARKS 1,266,950 123,858 670,334 - - - - 670,334 MACDONALD AVE PEDESTRIAN CROSSING 236,130 2,354 53,273 - - - - 53,273

DOWNTOWN POINT RICHMOND
CONNECTIVITY PROJECT 178,400 - 241,000 - - - - 241,000

POINT RICHMOND TRAFFIC
IMPROVEMENTS 180,000 23,726 29,099 - - - - 29,099

Page 7 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Funds
FY 2026-27 to FY 2030-31
Projects by Fund
Revised
Budget
FY 2025-26
Actuals to
March 2025
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
1054 - ENGINEERING GRANTS - continued
RICHMOND ART AND LIGHT 3,608,790 65,342 3,514,474 - - - - 3,514,474 SF BAY TRAIL - PT. MOLATE 2,000,000 - 2,000,000 - - - - 2,000,000 YELLOW BRICK RD. CLEAN, GREEN &
BEAUTIFUL 493,511 12,670 37,315 - - - - 37,315

TOTAL - ENGINEERING GRANTS -
EXPENSES 25,603,250 1,248,992 22,368,387 6,663,000 - - - 29,031,387 2001 - GENERAL CAPITAL
13TH STREET COMPLETE STREET 1,424,516 35,940 1,344,966 - - - - 1,344,966 2025 PAVING - RUBBERIZED CAPE SEAL 1,644,903 172,201 - - - - - - 37TH ST IMPROVEMENT 79 - - - - - - -

AMERICANS WITH DISABILITIES ACT (ADA),
SIDEWALK, CURBS 155,182 2,855 - - - - - -

ASSET MGMT SYSTEM, INVENTORY &
ASSESSMENT 235,000 - - - - - - -
ATP QUICK BUILD CUTTING/HOFFMAN 207,973 2,470 - - - - - - AUDIO VISUAL EQUIPMENT REPLACEMENT 32,802 - 32,802 - - - - 32,802

AUDITORIUM CONVENTION CENTER
UPGRADES 43,912 - - - - - - -
BARRETT AVE ROAD IMPROVEMENTS 314,651 6,500 308,500 - - - - 308,500 BAYVIEW TO BART 307,297 44,123 12,297 - - - - 12,297
BOOKER T. ANDERSON CENTER
INFRASTRUCTURE PHASE III 3,030,650 23,142 2,984,366 - - - - 2,984,366 BOORMAN PARK REVITALIZATION 3,061,964 418,941 2,355,841 - - - - 2,355,841 BRIDGE PREVENTIVE MAINTENANCE 484,708 39,465 406,898 - - - - 406,898 BUILT ENVIRONMENT NEEDS ASSESSMENT 500,000 373,805 - - - - - - CANAL BOULEVARD GATES/FENCE 100,000 - - - - - - -
CANAL BOULEVARD TRAFFIC SAFETY 250,000 192,808 47,044 - - - - 47,044 CARLSON CROSSTOWN PROJECT PHASE II 1,884,038 278,769 2,447,799 - - - - 2,447,799 CCTV CAMERAS 236,620 - 236,620 - - - - 236,620
CITYWIDE CONCRETE PROGRAM - - 320,218 - - - - 320,218
CIVIC CENTER PLAZA LANDSCAPING 200,000 - 200,000 - - - - 200,000 COMPLETE STREETS PROGRAM 6,270,944 - 6,270,944 - - - - 6,270,944

CORPORATION YARD BATHROOM
REMODEL 157,470 - 157,470 - - - - 157,470
CORPORATION YARD FENCE 247,500 - - - - - - -

CORPORATION YARD FUEL SITES
UPGRADES 189,800 - 189,800 - - - - 189,800
CORPORATION YARD SECURITY CAMERAS 37,500 35,000 - - - - - - DORNAN TUNNEL LIGHTING 561,815 8,400 483,026 - - - - 483,026 FACILITIES ROOF REPAIR - CITYWIDE - - 176,728 - - - - 176,728 FIRE STATION 63 - FIRE DEPT
IMPROVEMENTS/STATION 63 275,792 8,700 177,996 - - - - 177,996 FIRE STATION 66 IMPROVEMENTS 844,202 - 745,576 - - - - 745,576 FIRE TRAIL ACCESS 43,378 - - - - - - -
FLOOD RISK REDUCTION - RHEEM CREEK 122,057 2,906 165,000 165,000 165,000 - - 495,000 GREENWAY REHAB AND BIKE EDUCATION 25,000 - - - - - - -
HARBOUR 8 PARK EXPANSION 3,300,000 - 3,300,000 - - - - 3,300,000 HARBOUR WAY & WRIGHT SECTION 130 334,565 - 334,565 - - - - 334,565 HILLTOP FIRE STATION CARD READER 70,000 - - - - - - -
IT FIRE EOC EQUIPMENT 147,886 97,718 35,624 - - - - 35,624 LINCOLN SAFE ROUTES TO SCHOOL 243,798 - 243,798 - - - - 243,798 MACDONALD AVE PEDESTRIAN CROSSING 89,268 262 28,403 - - - - 28,403

MARTIN LUTHER KING JR COMMUNITY
CENTER 502,759 47,236 400,189 - - - - 400,189
MCBRYDE SAFE ROUTES TO PARKS 254,785 16,095 - - - - - -

METROWALK TRANSIT VILLAGE (NEVIN
AVE 19TH TO 27TH) 39,268 - - - - - - -
NATIVE AMERICAN HEALTH CENTER 50,000 - - - - - - -
NETWORK REFRESH 255,055 51,841 203,213 - - - - 203,213
NEVIN COMMUNITY CENTER HVAC - - 64,750 - - - - 64,750

Page 8 of 21 ends

PARCHESTER AREA INFRASTRUCTURE
IMPROVEMENT 500,000 54,300 100,500 - - - - 100,500
PARKS AND OPEN SPACES PROGRAM 1,147,595 - 1,722,495 - - - - 1,722,495 PARKS YARD FUEL SITE UPGRADES 220,000 - - - - - - -

POINT MOLATE COTTAGE ROOF
STABILIZATION 515,296 43,454 63,512 - - - - 63,512

POST ENCAMPMENT CLEAN-UP
(ABATEMENT, FENCING, BOULDER, KRAILS, OTHER)
68,252 - - - - - - -
PT. MOLATE TRAIL BEACH STABILIZTION 2,000,000 - 1,990,000 - - - - 1,990,000

DOWNTOWN POINT RICHMOND
CONNECTIVITY PROJECT 267,500 - 191,235 - - - - 191,235

REVITALIZING THE HISTORIC RICHMOND
MAIN LIBRARY 21,067,823 1,120,280 5,902,463 - - - - 5,902,463 RICHMOND ART AND LIGHTING 700,000 - 700,000 - - - - 700,000

RICHMOND COMMUNITIES CLEAN
COLLABORATIVE 2,867,390 1,013,699 1,339,528 - - - - 1,339,528 RICHMOND MUSEUM ROOF 175,000 51,728 - - - - - -
RICHMOND RECREATION COMPLEX HVAC - - 114,975 - - - - 114,975 RICHMOND WELLNESS TRAIL PHASE II - - 200,000 - - - - 200,000 SANTA FE SLOPE STABLIZATION 72,624 - 1,278,126 - - - - 1,278,126 SANTA RITA ROAD STABILIZATION PROJECT 34,429 300 - - - - - -
SF BAY TRAIL - PT. MOLATE 2,283,144 - 2,275,732 - - - - 2,275,732

SHIELDS-REID COMMUNITY CENTER HVAC
SYSTEM UPGRADE - - 27,250 - - - - 27,250

SHIELDS-REID COMMUNITY CENTER
MAINTENANCE IMPROVEMENTS 306,975 48,450 147,715 - - - - 147,715 SOCCER FIELDS-RESTROOMS-PARKS - - 1,200,000 - - - - 1,200,000 STREET LIGHT PROGRAM 2,950,000 - - - - - - -
STREET PAVING 366,005 21,325 - - - - - -
TERMINAL 4 WHARF REMOVAL 760,000 - - - - - - -
TRAFFIC CALMING PROGRAM 1,072,947 204,418 681,570 - - - - 681,570 TRAFFIC SIGNAL IMPROVEMENT - 6TH ST
AND MACDONALD AVE 60,010 - - - - - - -
VIA VERDI MITIGATION 4,204,124 62,972 2,964,001 - - - - 2,964,001 YELLOW BRICK ROAD: CLEAN, GREEN AND
BEAUTIFUL 97,433 - 29,981 - - - - 29,981
TOTAL - GENERAL CAPITAL - EXPENSES 69,913,685 4,480,101 44,603,517 165,000 165,000 - - 44,933,517 2002 - MEASURE J
2025 PAVING - RUBBERIZED CAPE SEAL 1,000,000 - - - - - - - 2026 SIDEWALK SHAVING PROJECT 318,000 - - - - - - -
ADA TRANSITION PLAN 200,000 63,855 - - - - - -
BAYVIEW TO BART 58,303 - 51,825 - - - - 51,825

BIKE AND PEDESTRIAN ACTION PLAN
PROGRAM 100,000 - - - - - - -
BLUE CURB POLICY DEVELOPMENT 120,000 - 10,730 - - - - 10,730 CITYWIDE CONCRETE PROGRAM 882,000 - 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 COMPLETE STREETS PROGRAM - - 500,000 500,000 500,000 500,000 500,000 2,500,000 I-80 CENTRAL INTERCHANGE PHASE II 618,057 57,091 378,981 - - - - 378,981 LONG RANGE TRANSPORTATION PLANNING 315,000 - 29,824 - - - - 29,824
MCBRYDE SAFE ROUTES TO PARKS 819,455 - 812,977 - - - - 812,977

NEIGHBORHOOD SAFETY AND ACCESS
PROGRAM - - 400,000 400,000 400,000 400,000 400,000 2,000,000 NEIGHBORHOOD TRAFFIC CALMING 300,000 20,825 - - - - - -

DOWNTOWN POINT RICHMOND
CONNECTIVITY PROJECT 139,667 - 139,667 - - - - 139,667

PUBLIC WORKS TRANSPORTATION
COMMUNITY ENGAGEMENT & OUTREACH 167,760 - 167,760 - - - - 167,760 STREET LIGHT MASTER PLAN 155,000 29,815 - - - - - -
STREET PAVING 5,891 1,916 - - - - - -
SURFACE DRAINAGE 148,000 14,000 - - - - - -

Page 9 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Funds
FY 2026-27 to FY 2030-31
Projects by Fund
Revised
Budget
FY 2025-26
Actuals to
March 2025
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
2002 - MEASURE J - continued
TRAFFIC CALMING PROGRAM 1,032,475 242,025 788,275 - - - - 788,275 TRAFFIC SAFETY IMPROVEMENTS 300,000 124,317 - - - - - - TRAFFIC SIGNAL IMPROVEMENT - 6TH ST
AND MACDONALD AVE 15,421 - - - - - - -
TOTAL - MEASURE J - EXPENSES 6,695,028 553,843 4,480,039 2,100,000 2,100,000 2,100,000 2,100,000 12,880,039 2116 - OPEN SPACE IMPACT FEE
PT. MOLATE TRAIL BEACH STABILIZATION 229,759 2,388 167,841 - - - - 167,841

TOTAL - OPEN SPACE IMPACT FEE -
EXPENSES 229,759 2,388 167,841 - - - - 167,841
2117 - LIBRARY IMPACT FEE

REVITALIZING THE HISTORIC RICHMOND
MAIN LIBRARY 1,064,188 - - - - - - -
STRONGER TOGETHER NEW BOOKMOBILE 70,000 56,960 - - - - - - TOTAL - LIBRARY IMPACT FEE - EXPENSES 1,134,188 56,960 - - - - - - 2120 - WASTEWATER IMPACT FEE
COGENERATION 669,118 - - - - - - -

SANITARY SEWER BRICK MANHOLE
REPAIRS 750,000 77,822 672,178 - - - - 672,178

TOTAL - WASTEWATER IMPACT FEE -
EXPENSES 1,419,118 77,822 672,178 - - - - 672,178
CAPITAL IMPROVEMENT FUNDS - TOTAL 126,693,620 12,453,774 90,834,678 15,570,023 8,973,363 8,876,030 8,945,051 133,199,146 1005 - LIBRARY
STRONGER TOGETHER NEW BOOKMOBILE 234,775 234,775 - - - - - -

REVITALIZING THE HISTORIC RICHMOND
MAIN LIBRARY 9,199,619 88,762 67,091 - - - - 67,091
TOTAL - LIBRARY- EXPENSES 9,434,394 323,537 67,091 - - - - 67,091 1017 - ECIA
AUTOMATED TRANSIT NETWORK STUDY 195,960 70,315 - - - - - - STRONGER TOGETHER NEW BOOKMOBILE 396,500 393,150 - - - - - - TOTAL - ECIA - EXPENSES 592,460 463,465 - - - - - -
1201 - HOUSING DEPARTMENT - CDBG
ADA REHABILITATIONS/CDBG BOOKER T.

ANDERSON CENTER 485,000 - 485,000 - - - - 485,000

ADA REHABILITATIONS/CDBG
PARCHESTER 441,480 - 441,480 - - - - 441,480
TOTAL - HOUSING DEPARTMENT - ADA 926,480 - 926,480 - - - - 926,480 1306 - AMERICAN RESCUE PLAN ACT (ARPA)

AMERICANS WITH DISABILITIES ACT (ADA),
SIDEWALK, CURBS 305,271 34,851 - - - - - -
BOOKER T. ANDERSON CENTER
INFRASTRUCTURE PHASE II 35,054 6,630 2,149 - - - - 2,149 BOOKER T. ANDERSON COMMUNITY
CENTER HVAC RENOVATION AND REBUILD 19,191 19,191 10,704 - - - - 10,704 NORTH RICHMOND PUMP STATION 343,288 95,684 - - - - - -

REVITALIZING THE HISTORIC RICHMOND
MAIN LIBRARY 372,975 170,452 - - - - - -
SOCCER FIELDS-RESTROOMS-PARKS 7,226,837 3,740,185 631,000 - - - - 631,000 STORMWATER INFRASTRUCTURE 694,660 548,403 - - - - - -
STREET PAVING 1,084,199 497,949 - - - - - -

TOTAL - AMERICAN RESCUE PLAN ACT
(ARPA) - EXPENSES 10,081,474 5,113,345 643,853 - - - - 643,853

Page 10 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Funds
FY 2026-27 to FY 2030-31
Projects by Fund
Revised
Budget
FY 2025-26
Actuals to
March 2025
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
1307 - TRANSFORMATIVE CLIMATE COMMUNITIES (TCC)
ADA ACCESSIBLE GARDEN 847,667 12,076 565,044 - - - - 565,044 BOSQUE DEL BARRIO 954,627 66,976 657,537 - - - - 657,537 E-BIKE LENDING LIBRARY 2,024,238 93,398 1,249,467 - - - - 1,249,467 E-BIKE SHARE 414,402 80,877 325,275 - - - - 325,275
NEIGHBORHOOD COMPLETE STREETS 4,980,083 92,255 4,561,582 - - - - 4,561,582 RICHMOND WELLNESS TRAIL PHASE II 4,483,285 138,928 3,668,872 - - - - 3,668,872

TOTAL - TRANSFORMATIVE CLIMATE
COMMUNITIES (TCC) 13,704,302 484,511 11,027,777 - - - - 11,027,777 4001 - PORT CIP
CAFETERIA BUILDING WINTERIZATION 331,260 113,000 152,079 - - - - 152,079 HIGH MAST LED REPLACEMENT 1,000,000 - 1,000,000 - - - - 1,000,000 HISTORIC SHIP MOVE: SS RED OAK
VICTORY 500,000 - 500,000 - - - - 500,000

POINT POTRERO MARINE TERMINAL
(PPMT) ELECTRICAL AND WATERING
METER
450,000 - 450,000 - - - - 450,000

POINT POTRERO MARINE TERMINAL
(PPMT) ELECTRICAL MAINTENANCE 100,000 - - - - - - -

POINT POTRERO MARINE TERMINAL
(PPMT) PAVEMENT MAINTENANCE 750,000 - 3,000,000 - - - - 3,000,000 PORT ELECTRICAL MAINT. & REPAIRS 200,000 45,727 300,000 300,000 300,000 300,000 300,000 1,500,000 PORT INFRASTRUCTURE UPGRADE 1,175,000 67,419 3,175,568 - - - - 3,175,568 PROCESSING BUILDING ASSESSMENT 100,000 53,650 42,500 - - - - 42,500 RIGGERS LOFT MAINTENANCE 610,000 71,411 537,000 - - - - 537,000 STORM DRAIN IMPROVEMENTS - PORT 500,000 - 500,000 - - - - 500,000 TERMINAL 2 DREDGING & BANK
STABILIZATION 2,200,000 1,004,212 1,184,788 - - - - 1,184,788 TERMINALS 7 & 8 DREDGING 1,100,000 1,075,782 100,000 - - - - 100,000 TERMINALS 7 & 8 ELECTRIFICATION 2,682,750 20,000 2,602,750 4,377,250 - - - 6,980,000 TOTAL - PORT CIP 11,699,010 2,451,201 13,544,685 4,677,250 300,000 300,000 300,000 19,121,935 4003 - WATER RESOURCE RECOVERY WASTEWATER CIP
COGENERATION - - - - 2,000,000 - - 2,000,000
CUTTING BLVD. & HARBOUR WAY S.

SEWER LINE WET WEATHER

IMPROVEMENT PROJECT
4,750,000 3,343,980 1,126,349 - - - - 1,126,349
DORNAN DRIVE TUNNEL REHABILIATION 535,000 - 72,670 - - - - 72,670 FERRY POINT PUMP STATION 508,383 377,016 45,000 - - - - 45,000 GRIT AND AERATION REPLACEMENT - - 1,661,056 - - - - 1,661,056

KELLER BEACH SANITARY SEWER
ASSESSMENT/FIX 920,000 318,598 - - - - - -
SANITARY SEWER PIPELINE REHAB 4,684,611 - 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 SANITARY SEWER REPAIRS 6,278,584 3,379,539 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 20,000,000 WWTP SLUDGE THICKENER 263,134 - 96,016 - - - - 96,016

TOTAL - WATER RESOURCE RECOVERY
WASTEWATER CIP 17,939,711 7,419,133 8,201,090 5,200,000 7,200,000 5,200,000 5,200,000 31,001,090 4005 - MARINA
AREA FM CAP 716,531 6,302 364,580 - - - - 364,580

MARINA BAY YACHT HARBOUR CHANNEL
ENTRANCE 2,500,000 146,698 888,977 - - - - 888,977
TOTAL - MARINA CIP 3,216,531 153,000 1,253,557 - - - - 1,253,557 4006 - STORMWATER
FLOOD RISK REDUCTION - RHEEM CREEK 464,564 106,753 - - - - - - MULTI-SITE TRASH CAPTURE DEVICES 10,250,000 - 9,700,626 - - - - 9,700,626 TOTAL - STORMWATER CIP 10,714,564 106,753 9,700,626 - - - - 9,700,626

Page 11 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Funds
FY 2026-27 to FY 2030-31
Projects by Fund
Revised
Budget
FY 2025-26
Actuals to
March 2025
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
5003 - EQUIPMENT SERVICES CIP
FIRE VEHICLES 12,469,299 918,592 3,165,000 - - - - 3,165,000 POLICE VEHICLES 1,732,823 1,107,575 1,545,000 - - - - 1,545,000 OTHER CITY VEHICLES 3,211,770 717,486 2,320,000 - - - - 2,320,000 OTHER CITY EQUIPMENT 25,000 - 25,000 - - - - 25,000
TOTAL - EQUIPMENT SERVICES CIP 17,438,893 2,743,653 7,055,000 - - - - 7,055,000

SPECIAL REVENUE, ENTERPRISE AND
OTHER OPERATING FUNDS - TOTAL 95,747,818 19,258,598 52,420,159 9,877,250 7,500,000 5,500,000 5,500,000 80,797,409 TOTAL EXPENSES - ALL FUNDS 222,441,438 31,712,372 143,254,838 25,447,273 16,473,363 14,376,030 14,445,051 213,996,555

Page 12 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries State Gas Tax
$17,354,870

8.1%
RMRA
$20,562,509

9.6%
Outside Funded Grants
$7,596,806

3.5%
Engineering Grants
$29,031,387

13.6%
General Capital
$44,933,517

21.0%
Measure J
$12,880,039

6.0%
Impact Fees
$840,019

0.4%
Port of
Richmond
$19,121,935

8.9%
Wastewater
$31,001,090

14.5% Equipment Services
$7,055,000

3.3%
Other Operations
$23,619,384

11.0%
Capital Expenditures by Funds FY 2026-27 to FY 2030-31
Total: $213,996,555

Page 13 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Projects
FY 2026-27 to FY 2030-31
Projects by Categories & Programs
Revised
Budget
FY 2025-26
Actuals to
March 2025 FY
2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
EQUIPMENT SERVICES: FLEET PROGRAM
FIRE VEHICLES 12,469,299 918,592 3,165,000 - - - - 3,165,000 OTHER CITY EQUIPMENT 25,000 - 25,000 - - - - 25,000
OTHER CITY VEHICLES 3,211,770 717,486 2,320,000 - - - - 2,320,000 PARKS MAINTENANCE EQUIPMENT 192,090 - - - - - - -
POLICE VEHICLES 1,732,823 1,107,575 1,545,000 - - - - 1,545,000

STRONGER TOGETHER NEW
BOOKMOBILE 701,275 684,885 - - - - - -
GENERAL AND PUBLIC SAFETY FACILITIES: BUILDING & FACILITY IMPROVEMENTS PROGRAM

ADA REHABILITATIONS/CDBG
BOOKER T. ANDERSON CENTER 485,000 - 485,000 - - - - 485,000

ADA REHABILITATIONS/CDBG
PARCHESTER 441,480 - 441,480 - - - - 441,480

AUDITORIUM CONVENTION CENTER
UPGRADES 43,912 - - - - - - -
BOOKER T. ANDERSON CENTER
INFRASTRUCTURE PHASE II 35,054 6,630 2,149 - - - - 2,149 BOOKER T. ANDERSON CENTER
INFRASTRUCTURE PHASE III 3,030,650 23,142 2,984,366 - - - - 2,984,366 BOOKER T. ANDERSON COMMUNITY

CENTER HVAC RENOVATION AND

REBUILD
19,191 19,191 10,704 - - - - 10,704

BUILD ENVIRONMENT NEEDS
ASSESSMENT 500,000 373,805 - - - - - -

CORPORATION YARD BATHROOM
REMODEL 157,470 - 157,470 - - - - 157,470
CORPORATION YARD FENCE 247,500 - - - - - - -

CORPORATION YARD FUEL SITES
UPGRADES 189,800 - 189,800 - - - - 189,800
E-BIKE LENDING LIBRARY 2,024,238 93,398 1,249,467 - - - - 1,249,467

FACILITIES ROOF REPAIR -
CITYWIDE - - 176,728 - - - - 176,728
HARBOUR 8 PARK EXPANSION 3,410,398 28,510 3,353,512 - - - - 3,353,512

HILLTOP FIRE STATION CARD
READER 70,000 - - - - - - -

MARTIN LUTHER KING JR
COMMUNITY CENTER 1,752,759 177,641 1,360,189 - - - - 1,360,189 NATIVE AMERICAN HEALTH CENTER 50,000 - - - - - - -
NEVIN COMMUNITY CENTER HVAC - - 64,750 - - - - 64,750
PARKS YARD FUEL SITE UPGRADES 220,000 - - - - - - -

POINT MOLATE COTTAGE ROOF
STABILIZATION 515,296 43,454 63,512 - - - - 63,512

REVITALIZING THE HISTORIC
RICHMOND MAIN LIBRARY 31,704,604 1,379,493 5,969,554 - - - - 5,969,554 RICHMOND MUSEUM ROOF 175,000 51,728 - - - - - -

RICHMOND RECREATION COMPLEX
HVAC - - 114,975 - - - - 114,975

SHIELDS-REID COMMUNITY CENTER
HVAC SYSTEM UPGRADE - - 27,250 - - - - 27,250
GENERAL AND PUBLIC SAFETY FACILITIES: PUBLIC SAFETY IMPROVEMENTS PROGRAM FIRE STATION 63 - FIRE DEPT
IMPROVEMENTS/STATION 63 275,792 8,700 177,996 - - - - 177,996 FIRE STATION 66 IMPROVEMENTS 844,202 - 745,576 - - - - 745,576 PARKS AND OPEN SPACES: ENCAMPMENT ABATEMENT PROGRAM

POST ENCAMPMENT CLEAN-UP
(ABATEMENT, FENCING, BOULDER,

K-RAILS, OTHER)
68,252 - - - - - - -
PARKS AND OPEN SPACES: PARKS AND OPEN SPACES IMPROVEMENTS PROGRAM ADA ACCESSIBLE GARDEN 847,667 12,076 565,044 - - - - 565,044 AREA FM CAP 716,531 6,302 364,580 - - - - 364,580
BOORMAN PARK REVITALIZATION 6,855,942 838,366 2,355,841 - - - - 2,355,841

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

Page 14 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Capital Expenditure by Projects
FY 2026-27 to FY 2030-31
Projects by Categories & Programs
Revised
Budget
FY 2025-26
Actuals to
March 2025 FY
2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Proposed
FY 2028-29
Proposed
FY 2029-30
Proposed
FY 2030-31 5-Year Total
PARKS AND OPEN SPACES: PARKS AND OPEN SPACES IMPROVEMENTS PROGRAM - continued FIRE TRAIL ACCESS 43,378 - - - - - - -

PARKS AND OPEN SPACES
PROGRAM 1,147,595 - 2,189,270 - - - - 2,189,270
PT. MOLATE TRAIL BEACH
STABILIZTION 2,229,759 2,388 2,157,841 - - - - 2,157,841

RICHMOND COMMUNITIES CLEAN
COLLABORATIVE 2,978,540 1,013,699 1,339,528 - - - - 1,339,528 SF BAY TRAIL - PT. MOLATE 4,283,144 - 4,275,732 - - - - 4,275,732

SHIELDS-REID COMMUNITY CENTER
MAINTENANCE IMPROVEMENTS 306,975 48,450 147,715 - - - - 147,715

SHIELDS-REID PARK
REVITALIZATION 3,080,577 1,903,670 504,326 - - - - 504,326 SOCCER FIELDS-RESTROOMSPARKS 7,276,837 3,740,185 1,881,000 - - - - 1,881,000 PARKS AND OPEN SPACES: STREETSCAPE IMPROVEMENTS PROGRAM

GREENING THE YELLOW BRICK
ROAD 375,214 - 350,297 - - - - 350,297
PARKS AND OPEN SPACES: URBAN FORESTRY PROGRAM
BOSQUE DEL BARRIO 954,627 66,976 657,537 - - - - 657,537

URBAN FOREST MANAGEMENT
PLAN - - 995,000 - - - - 995,000
PORT OF RICHMOND: PORT IMPROVEMENTS PROGRAM

CAFETERIA BUILDING
WINTERIZATION 331,260 113,000 152,079 - - - - 152,079
HIGH MAST LED REPLACEMENT 1,000,000 - 1,000,000 - - - - 1,000,000 HISTORIC SHIP MOVE: SS RED OAK
VICTORY 500,000 - 500,000 - - - - 500,000

MARINA BAY YACHT HARBOUR
CHANNEL ENTRANCE 2,500,000 146,698 888,977 - - - - 888,977

POINT POTRERO MARINE TERMINAL
(PPMT) ELECTRICAL AND

WATERING METER
450,000 - 450,000 - - - - 450,000

POINT POTRERO MARINE TERMINAL
(PPMT) ELECTRICAL MAINTENANCE 100,000 - - - - - - -

PROCESSING BUILDING
ASSESSMENT 100,000 53,650 42,500 - - - - 42,500
RIGGERS LOFT MAINTENANCE 610,000 71,411 537,000 - - - - 537,000

STORM DRAIN IMPROVEMENTS -
PORT 500,000 - 500,000 - - - - 500,000
TERMINAL 2 DREDGING & BANK
STABILIZATION 2,200,000 1,004,212 1,184,788 - - - - 1,184,788 TERMINAL 4 WHARF REMOVAL 1,499,703 380,799 1,192,305 - - - - 1,192,305 TERMINALS 7 & 8 DREDGING 1,100,000 1,075,782 100,000 - - - - 100,000 TERMINALS 7 & 8 ELECTRIFICATION 2,682,750 20,000 2,602,750 4,377,250 - - - 6,980,000 SANITARY SEWER/WASTERWATER: SANITARY SEWER/WASTEWATER IMPROVEMENTS PROGRAM COGENERATION 669,118 - - - 2,000,000 - - 2,000,000
CUTTING BLVD. & HARBOUR WAY S.

SEWER LINE WET WEATHER

IMPROVEMENT PROJECT
4,750,000 3,343,980 1,126,349 - - - - 1,126,349

DORNAN DRIVE TUNNEL
REHABILIATION 535,000 - 72,670 - - - - 72,670
FERRY POINT PUMP STATION 508,383 377,016 45,000 - - - - 45,000

GRIT AND AERATION
REPLACEMENT - - 1,661,056 - - - - 1,661,056

Page 15 of 21 ends

KELLER BEACH SANITARY SEWER
ASSESSMENT/FIX 920,000 318,598 - - - - - -
NORTH RICHMOND PUMP STATION 343,288 95,684 - - - - - -

SANITARY SEWER BRICK MANHOLE
REPAIRS 750,000 77,822 672,178 - - - - 672,178
SANITARY SEWER PIPELINE REHAB 4,684,611 - 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000 SANITARY SEWER REPAIRS 6,278,584 3,379,539 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 20,000,000 WWTP SLUDGE THICKENER 263,134 - 96,016 - - - - 96,016
STORM DRAINAGE AND WATERSHED: STORM DRAINAGE AND WATERSHED IMPROVEMENTS PROGRAM

FLOOD RISK REDUCTION - RHEEM
CREEK 586,621 109,659 165,000 165,000 165,000 - - 495,000

MULTI-SITE TRASH CAPTURE
DEVICES 10,250,000 - 9,700,626 - - - - 9,700,626

PARCHESTER AREA
INFRASTRUCTURE IMPROVEMENT 500,000 54,300 100,500 - - - - 100,500 SANTA FE SLOPE STABLIZATION 72,624 - 1,278,126 - - - - 1,278,126

SANTA RITA ROAD STABILIZATION
PROJECT 34,429 300 - - - - - -
STORMWATER INFRASTRUCTURE 694,660 548,403 - - - - - -
VIA VERDI MITIGATION 4,204,124 62,972 2,964,001 - - - - 2,964,001 TECHNOLOGY: TECHNOLOGY ENHANCEMENTS PROGRAM

ASSET MGMT SYSTEM, INVENTORY
& ASSESSMENT 485,000 - - - - - - -

AUDIO VISUAL EQUIPMENT
REPLACEMENT 32,802 - 32,802 - - - - 32,802
CCTV CAMERAS 236,620 - 236,620 - - - - 236,620

CORPORATION YARD SECURITY
CAMERAS 37,500 35,000 - - - - - -
IT FIRE EOC EQUIPMENT 147,886 97,718 35,624 - - - - 35,624 NETWORK REFRESH 255,055 51,841 203,213 - - - - 203,213
TRANSPORTATION: BRIDGE REHABILITATION PROGRAM

BRIDGE PREVENTIVE
MAINTENANCE 870,786 89,465 4,023,898 - - - - 4,023,898
TRANSPORTATION: CITYWIDE CONCRETE PROGRAM
2026 SIDEWALK SHAVING PROJECT 498,000 - - - - - - -
ADA TRANSITION PLAN 200,000 63,855 - - - - - -

AMERICANS WITH DISABILITIES ACT
(ADA), SIDEWALK, CURBS 460,453 37,706 - - - - - -
BLUE CURB POLICY DEVELOPMENT 120,000 - 10,730 - - - - 10,730 CITYWIDE CONCRETE PROGRAM 882,000 - 1,520,218 1,200,000 1,200,000 1,200,000 1,200,000 6,320,218

CITYWIDE ROADWAY SIGNS,

STREETLIGHT & TRAFFIC SIGNAL

POLE INVENTORY
463,381 - - - - - - -
TRANSPORTATION: COMPLETE STREETS PROGRAM
13TH STREET COMPLETE STREET 4,695,516 35,940 4,411,098 - - - - 4,411,098

ATP QUICK BUILD
CUTTING/HOFFMAN 207,973 2,470 - - - - - -

BARRETT AVE ROAD
IMPROVEMENTS 3,694,233 189,369 3,389,269 - - - - 3,389,269 BAYVIEW TO BART 2,369,061 219,541 1,888,922 - - - - 1,888,922

BIKE AND PEDESTRIAN ACTION
PLAN PROGRAM 100,000 - - - - - - -
CANAL BOULEVARD GATES/FENCE 100,000 - - - - - - -

CANAL BOULEVARD TRAFFIC
SAFETY 250,000 192,808 47,044 - - - - 47,044

CARLSON CROSSTOWN PROJECT
PHASE II 4,748,965 278,769 5,840,726 - - - - 5,840,726
COMPLETE STREETS PROGRAM 6,270,944 - 6,770,944 500,000 500,000 500,000 500,000 8,770,944

CUTTING AND CARLSON BLVD
SECTION 130 635,294 124,836 189,687 706,000 - - - 895,687

Page 16 of 21 ends

HARBOUR WAY & WRIGHT SECTION
130 1,269,774 5,232 1,238,367 1,284,000 - - - 2,522,367 I-80 CENTRAL INTERCHANGE
PHASE II 6,590,662 179,668 6,127,277 4,673,000 - - - 10,800,277 MCBRYDE SAFE ROUTES TO PARKS 2,341,190 139,952 1,483,311 - - - - 1,483,311

MACDONALD AVE PEDESTRIAN
CROSSING 325,398 2,616 81,675 - - - - 81,675

NEIGHBORHOOD COMPLETE
STREETS 4,980,083 92,255 4,561,582 - - - - 4,561,582

DOWNTOWN POINT RICHMOND
CONNECTIVITY PROJECT 1,663,567 - 1,649,902 - - - - 1,649,902

RICHMOND WELLNESS TRAIL
PHASE II 4,483,285 138,928 3,868,872 - - - - 3,868,872
STREET PAVING - SB1 - CUTTING
HARBOUR WAY S. BIKEWAY 137,262 96,345 - - - - - -
TRANSPORTATION: NEIGHBORHOOD SAFETY AND ACCESS PROGRAM
37TH ST IMPROVEMENT 79 - - - - - - -
E-BIKE SHARE 414,402 80,877 325,275 - - - - 325,275

GREENWAY REHAB AND BIKE
EDUCATION 25,000 - - - - - - -
LINCOLN SAFE ROUTES TO SCHOOL 321,798 9,500 243,798 - - - - 243,798

METROWALK TRANSIT VILLAGE
(NEVIN AVE 19TH TO 27TH) 39,268 - - - - - - -

NEIGHBORHOOD SAFETY AND
ACCESS PROGRAM - - 400,000 400,000 400,000 400,000 400,000 2,000,000 NEIGHBORHOOD TRAFFIC CALMING 300,000 20,825 - - - - - -

POINT RICHMOND TRAFFIC
IMPROVEMENTS 180,000 23,726 29,099 - - - - 29,099
TRAFFIC CALMING PROGRAM 2,105,422 446,443 1,469,846 - - - - 1,469,846 TRAFFIC SAFETY IMPROVEMENTS 300,000 124,317 - - - - - - YELLOW BRICK ROAD: CLEAN,
GREEN AND BEAUTIFUL 590,944 12,670 67,296 - - - - 67,296 TRANSPORTATION: PAVEMENT MANAGEMENT PROGRAM
2024 PAVEMENT PREVENTIVE
MAINTENANCE PROJECT 232,999 - - - - - - -
2025 PAVING - RUBBERIZED CAPE
SEAL 7,424,249 2,465,689 - - - - - -
2026 ARTERIAL BASE REPAIR &
REHAB 315,000 - 3,566,983 - - - - 3,566,983
STREET PAVING 4,128,904 1,652,825 3,325,000 6,642,023 6,708,363 6,776,030 6,845,051 30,296,467 SURFACE DRAINAGE 148,000 14,000 - - - - - -
TRANSPORTATION: STREETLIGHT PROGRAM
DORNAN TUNNEL LIGHTING 561,815 8,400 483,026 - - - - 483,026 RICHMOND ART AND LIGHTING 4,308,790 65,342 4,214,474 - - - - 4,214,474 STREET LIGHT MASTER PLAN 155,000 29,815 - - - - - -
STREET LIGHT PROGRAM 2,950,000 - - - - - - -
TRANSPORTATION: TRAFFIC SIGNALS PROGRAM

TRAFFIC SIGNAL IMPROVEMENT -
6TH ST AND MACDONALD AVE 75,431 - - - - - - -
TRANSPORTATION: ZEV AND INFRASTRUCTURE TRANSITION PROGRAM

AUTOMATED TRANSIT NETWORK
STUDY 195,960 70,315 - - - - - -
TRANSPORTATION: OTHER OPERATIONS

LONG RANGE TRANSPORTATION
PLANNING 315,000 - 29,824 - - - - 29,824

PUBLIC WORKS TRANSPORTATION

COMMUNITY ENGAGEMENT &

OUTREACH
167,760 - 167,760 - - - - 167,760
TOTAL EXPENSES - ALL PROJECTS 222,441,438 31,712,372 143,254,838 25,447,273 16,473,363 14,376,030 14,445,051 213,996,555

Page 17 of 21 ends

Attachment 4 - FY 2026-31 Draft Five-Year Capital Improvement Plan Budget and Forecast Summaries City of Richmond
Proposed Capital Allocation
FY 2026-27 to FY 2030-31
The Capital Improvement Plan (CIP) Budget for FY 2026-27 amounting $143,254,838 incudes the following:
$ 121,662,855 Re-budget existing approved project funding that are not anticipated to be spent or encumbered in FY 2025-26 $ 21,591,983 New or recurring capital allocations from various funding sources $ 143,254,838
New/Recurring Capital allocation proposed in FY 2026-27 Budget:

Fund Project Amount Funding Type
Gas Tax Pavement Management Program: Street Paving $ 3,325,000 Annual Funding RMRA-SB1 Pavement Management Program: 2026 Arterial Base Repair & Rehabilitation $ 3,251,983 Annual Funding
General Capital Complete Streets: Carlson Crosstown Phase II $ 1,400,000 Fund Balance - Interest Earnings General Capital Storm Drainage and Watershed Program: Rheem Creek $ 165,000 Fund Balance - Interest Earnings
Measure J Citywide Concrete Program $ 1,200,000 Annual Funding Measure J Complete Street Program $ 500,000 Annual Funding Measure J Neighborhood Safety and Access Program $ 400,000 Annual Funding Port Point Potrero Marine Terminal Pavement
Maintenance $ 2,250,000 Fund Balance
Port Port Infrastructure Upgrade $ 2,000,000 Fund Balance Wastewater Sanitary Sewer Pipeline Rehab $ 1,200,000 Fund Balance Wastewater Sanitary Sewer Repairs $ 4,000,000 Fund Balance Equipment Services Fleet Program $ 1,900,000 General Fund Cost Pool Allocation $ 21,591,983
Transfer of Unspent Funds from Completed or Withdrawn Projects within the General Capital Fund:

CIP# Project Name Amount Status
23047 Traffic Signal Improvement - 6th St and Macdonald Ave $ (60,010) Completed
23048 Street Sweeping Signs $ (10,940) Completed
23021 Terminal 4 Wharf Removal $ (760,000) Completed
23023 Greenway Rehab and Bike Education $ (25,000) Completed 23018 Richmond Museum Roof $ (123,272) Completed
23015 Native American Health Center $ (50,000) Withdrawn from CIP 23014 Hilltop Fire Station Card Reader $ (70,000) Withdrawn from CIP 23017 Parks Yard Fuel Site Upgrades $ (220,000) Withdrawn from CIP 23059 Canal Boulevard Gates/Fence $ (100,000) Withdrawn from CIP $ (1,419,222)
Re-Allocations of Funds from Completed or Withdrawn Projects within General Capital Fund:

CIP# Project Name Amount Justification
01A04 ADA Sidewalk, Curb Ramps $ 39,004 Re-allocated within Capital Program in FY 2025-26 to cover overage in the Program
23064 Building and Facility Improvements Program:

Facilities Roof Repair - Citywide $ 123,272 Re-allocated within Capital Program in FY 2025-26 to repair several city facilities 23064 Building and Facility Improvements Program:

Facilities Roof Repair - Citywide $ 176,728 Complete identified roof repairs in several city facilities in FY 2026-27 23078 Parks and Open Space Program $ 760,000
Re-allocation from the completed Terminal 4 construction project for mitigation requirements from the State Water Board on the Pt. Molate Beach Stabilization Project
23070 Citywide Concrete Program $ 320,218 Supplement the program shortfall to improve sidewalk and curb ramps
$ 1,419,222

Page 18 of 21 ends

Attachment 4 - Capital Improvement Plan 10-Year Forecast - Unfunded and Shortfall List Unfunded & Shortfall Summary - Capital Improvement Projects 10-Year Forecast DRAFT Outer Year Outer Year Outer Year Outer Year Outer Year
Funding Status FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total Outer Years FY 2031-32 FY 2032-33 FY2033-34 FY2034-35 FY2035-36 Grand Total Partially Funded 34,010,000 50,390,000 101,930,000 35,470,000 61,130,000 228,965,000 40,100,000 42,910,000 45,740,000 48,590,000 51,625,000 511,895,000 Unfunded 59,053,500 42,421,500 32,860,000 60,775,000 42,200,000 381,800,000 105,800,000 34,700,000 79,000,000 101,800,000 60,500,000 619,110,000 Total 93,063,500 92,811,500 134,790,000 96,245,000 103,330,000 610,765,000 145,900,000 77,610,000 124,740,000 150,390,000 112,125,000 1,131,005,000 Outer Year Outer Year Outer Year Outer Year Outer Year
Program Category FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total Outer Years FY 2031-32 FY 2032-33 FY2033-34 FY2034-35 FY2035-36 Grand Total General and Public Safety Facilities 27,058,500 18,391,500 76,910,000 24,435,000 37,780,000 168,800,000 31,000,000 3,000,000 45,400,000 66,300,000 23,100,000 353,375,000 Parks and Open Spaces 6,355,000 23,980,000 13,980,000 24,240,000 11,600,000 96,200,000 31,600,000 14,200,000 15,500,000 16,800,000 18,100,000 176,355,000 Port of Richmond 32,450,000 - - - - 4,000,000 4,000,000 - - - - 36,450,000 Special Districts 300,000 3,000,000 - - - - - - - - - 3,300,000 Storm Drainage and Watershed 1,500,000 11,600,000 1,700,000 1,800,000 1,900,000 11,600,000 2,000,000 2,100,000 2,300,000 2,500,000 2,700,000 30,100,000 Technology 700,000 400,000 400,000 - - - - - - - - 1,500,000 Transportation 24,700,000 35,440,000 41,800,000 45,770,000 52,050,000 330,165,000 77,300,000 58,310,000 61,540,000 64,790,000 68,225,000 529,925,000 Total 93,063,500 92,811,500 134,790,000 96,245,000 103,330,000 610,765,000 145,900,000 77,610,000 124,740,000 150,390,000 112,125,000 1,131,005,000 Outer Year Outer Year Outer Year Outer Year Outer Year
Program FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total Outer Years FY 2031-32 FY 2032-33 FY2033-34 FY2034-35 FY2035-36 Grand Total Building and Facility Improvements 16,750,000 13,550,000 50,580,000 5,235,000 10,600,000 139,500,000 1,700,000 3,000,000 45,400,000 66,300,000 23,100,000 236,215,000 Citywide Concrete 4,800,000 5,040,000 5,300,000 5,570,000 5,850,000 34,290,000 6,200,000 6,510,000 6,840,000 7,190,000 7,550,000 60,850,000 Complete Streets 1,900,000 2,900,000 7,800,000 5,500,000 5,500,000 57,475,000 28,300,000 6,700,000 7,100,000 7,500,000 7,875,000 81,075,000 Neighborhood Safety and Access 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 29,600,000 5,300,000 5,600,000 5,900,000 6,200,000 6,600,000 44,600,000 Parks and Open Spaces Improvements 6,355,000 26,580,000 10,780,000 19,940,000 7,000,000 68,700,000 26,700,000 9,000,000 10,000,000 11,000,000 12,000,000 139,355,000 Pavement Management 11,000,000 11,600,000 12,200,000 12,900,000 13,600,000 79,600,000 14,300,000 15,100,000 15,900,000 16,700,000 17,600,000 140,900,000 Port Improvements 32,450,000 - - - - 4,000,000 4,000,000 - - - - 36,450,000 Public Safety Improvements 10,308,500 4,841,500 26,330,000 19,200,000 27,180,000 29,300,000 29,300,000 - - - - 117,160,000 Special District Improvements 300,000 3,000,000 - - - - - - - - - 3,300,000 Storm Drainage and Watershed Improvements 1,500,000 11,600,000 1,700,000 1,800,000 1,900,000 11,600,000 2,000,000 2,100,000 2,300,000 2,500,000 2,700,000 30,100,000 Streetlight 3,000,000 3,200,000 3,400,000 3,600,000 3,800,000 22,600,000 4,000,000 4,200,000 4,500,000 4,800,000 5,100,000 39,600,000 Streetscape Improvements 1,000,000 1,100,000 1,200,000 1,300,000 1,400,000 8,500,000 1,500,000 1,600,000 1,700,000 1,800,000 1,900,000 14,500,000 Technology Enhancements 700,000 400,000 400,000 - - - - - - - - 1,500,000 Traffic Signals 2,000,000 4,000,000 8,000,000 12,000,000 16,000,000 93,300,000 16,800,000 17,700,000 18,600,000 19,600,000 20,600,000 135,300,000 Urban Forestry - 1,000,000 2,000,000 3,000,000 3,200,000 19,000,000 3,400,000 3,600,000 3,800,000 4,000,000 4,200,000 28,200,000 ZEV and Infrastructure Transition - 2,000,000 2,100,000 2,200,000 2,300,000 13,300,000 2,400,000 2,500,000 2,700,000 2,800,000 2,900,000 21,900,000 Total 93,063,500 92,811,500 134,790,000 96,245,000 103,330,000 610,765,000 145,900,000 77,610,000 124,740,000 150,390,000 112,125,000 1,131,005,000

Page 19 of 21 ends

74 Attachment 4 - Capital Improvement Plan 10-Year Forecast - Unfunded and Shortfall List Unfunded & Shortfall List - Capital Improvement Projects 10-Year Forecast - No. Funding
Status Project Code Project Name Department Project/
Program Program Category Program CIP Score Total ROM Project Budget Request FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total Outer Years FY 2031-32 FY 2032-33 FY2033-34 FY2034-35 FY2035-36 1 Partially
Funded 23034 Corp Yard Bathroom Remodel Public Works Project General and Public Safety Facilities Building and Facility Improvements Legacy $ 100,000 $ 100,000 $ - 2 Partially
Funded 23087 Complete Streets Program Public Works Program Transportation Complete Streets Legacy $ 55,775,000 $ 1,800,000 $ 2,000,000 $ 5,500,000 $ 5,500,000 $ 5,500,000 $ 35,475,000 $ 6,300,000 $ 6,700,000 $ 7,100,000 $ 7,500,000 $ 7,875,000 3 Partially
Funded 23070 Citywide Concrete Program Public Works Program Transportation Citywide Concrete 88.17 $ 60,850,000 $ 4,800,000 $ 5,040,000 $ 5,300,000 $ 5,570,000 $ 5,850,000 $ 34,290,000 $ 6,200,000 $ 6,510,000 $ 6,840,000 $ 7,190,000 $ 7,550,000 4 Partially
Funded 01A05 Pavement Management Program Public Works Program Transportation Pavement Management 81.67 $ 140,900,000 $ 11,000,000 $ 11,600,000 $ 12,200,000 $ 12,900,000 $ 13,600,000 $ 79,600,000 $ 14,300,000 $ 15,100,000 $ 15,900,000 $ 16,700,000 $ 17,600,000 5 Partially
Funded 23088 Neighborhood Safety and Access Public Works Program Transportation Neighborhood Safety and Access 79 $ 44,600,000 $ 1,000,000 $ 2,000,000 $ 3,000,000 $ 4,000,000 $ 5,000,000 $ 29,600,000 $ 5,300,000 $ 5,600,000 $ 5,900,000 $ 6,200,000 $ 6,600,000 6 Partially
Funded 23063 Parchester Area Infrastructure Improvement Public Works Project Storm Drainage and Watershed Storm Drainage and Watershed Improvements 78 $ 10,000,000 $ - $ 10,000,000 $ - 7 Partially
Funded 05G01 Fire Station 63 Improvements Fire Project General and Public Safety Facilities Public Safety Improvements 76.67 $ 30,010,000 $ 4,330,000 $ - $ - $ 1,500,000 $ 24,180,000 $ - 8 Partially
Funded 23012 Corp Yard Fuel Sites Upgrades Public Works Project General and Public Safety Facilities Building and Facility Improvements 75.67 $ 2,000,000 $ 250,000 $ 1,750,000 $ - 9 Partially
Funded 05C01 Fire Station 66 Rebuild Fire Project General and Public Safety Facilities Public Safety Improvements 71.67 $ 29,760,000 $ 3,830,000 $ 4,000,000 $ 21,930,000 $ - 10 Partially
Funded 16G16 E-Bike Lending Library Community Development Project General and Public Safety Facilities Building and Facility Improvements 71.33 $ 2,200,000 $ 2,200,000 $ - 11 Partially
Funded 23065 Martin Luther King Jr. Community Center Revitalization Public Works Project General and Public Safety Facilities Building and Facility Improvements 68.17 $ 59,000,000 $ 10,000,000 $ 49,000,000 $ - 12 Partially
Funded 01A14 San Francisco Bay Trail - Point Molate Public Works Project Parks and Open Spaces Parks and Open Spaces Improvements 54.7 $ 1,000,000 $ 1,000,000 $ - 13 Partially
Funded 23078 Parks and Open Spaces Improvements Program Public Works Program Parks and Open Spaces Parks and Open Spaces Improvements 80 $ 75,700,000 $ 3,700,000 $ 4,000,000 $ 5,000,000 $ 6,000,000 $ 7,000,000 $ 50,000,000 $ 8,000,000 $ 9,000,000 $ 10,000,000 $ 11,000,000 $ 12,000,000 14 Unfunded New Storm Drainage and Watershed Program Public Works Program Storm Drainage and Watershed Storm Drainage and Watershed Improvements 79.33 $ 20,100,000 $ 1,500,000 $ 1,600,000 $ 1,700,000 $ 1,800,000 $ 1,900,000 $ 11,600,000 $ 2,000,000 $ 2,100,000 $ 2,300,000 $ 2,500,000 $ 2,700,000 15 Unfunded New Boyd Atchison Public Works Project Parks and Open Spaces Parks and Open Spaces Improvements 79 $ 5,055,000 $ 55,000 $ - $ - $ - $ 5,000,000 $ 5,000,000 16 Unfunded New Richmond Greenway Gap Closure Public Works Project Transportation Parks and Open Spaces Improvements 79 $ 5,700,000 $ 1,000,000 $ 4,700,000 $ - 17 Unfunded New Fire Station 62 ALS Upgrades Fire Project General and Public Safety Facilities Public Safety Improvements 77 $ 440,000 $ 66,000 $ 374,000 $ - 18 Unfunded New Fire Training Center Fire Project General and Public Safety Facilities Public Safety Improvements 76.17 $ 15,000,000 $ 2,000,000 $ 13,000,000 $ - 19 Unfunded New Traffic Signal Program Public Works Program Transportation Traffic Signals 76 $ 135,300,000 $ 2,000,000 $ 4,000,000 $ 8,000,000 $ 12,000,000 $ 16,000,000 $ 93,300,000 $ 16,800,000 $ 17,700,000 $ 18,600,000 $ 19,600,000 $ 20,600,000 20 Unfunded New Nicholl Park Renovation Community Services Project Parks and Open Spaces Parks and Open Spaces Improvements 75.67 $ 20,000,000 $ - $ 280,000 $ 5,780,000 $ 13,940,000 $ - 21 Unfunded New Fire Station 68 ALS Upgrades Fire Project General and Public Safety Facilities Public Safety Improvements 75 $ 550,000 $ 82,500 $ 467,500 $ - 22 Unfunded New Fire Station Alerting System Fire Project General and Public Safety Facilities Public Safety Improvements 74 $ 1,400,000 $ 1,400,000 $ - 23 Unfunded New Marina Bay Lighting Renovations Public Works Project Special Districts Special District Improvements 74 $ 3,300,000 $ 300,000 $ 3,000,000 $ - 24 Unfunded New Port Processing Bldg Economic
Development - Port Project Port of Richmond Port Improvements 74 $ 14,450,000 $ 14,450,000 $ - 25 Unfunded New Streetlight Program Public Works Program Transportation Streetlight 73.33 $ 39,600,000 $ 3,000,000 $ 3,200,000 $ 3,400,000 $ 3,600,000 $ 3,800,000 $ 22,600,000 $ 4,000,000 $ 4,200,000 $ 4,500,000 $ 4,800,000 $ 5,100,000 26 Unfunded New Building & Facility Improvement Program Public Works Program General and Public Safety Facilities Building and Facility Improvements 72.33 $ 16,500,000 $ 1,200,000 $ 1,300,000 $ 1,400,000 $ 1,500,000 $ 1,600,000 $ 9,500,000 $ 1,700,000 $ 1,800,000 $ 1,900,000 $ 2,000,000 $ 2,100,000 27 Unfunded New Nevin Park Public Works Project Parks and Open Spaces Parks and Open Spaces Improvements 70 $ 5,000,000 $ - $ 5,000,000 $ 5,000,000 28 Unfunded New 23rd St Multimodal Corridor Public Works Project Transportation Complete Streets 70 $ 22,100,000 $ 100,000 $ - $ - $ - $ - $ 22,000,000 $ 22,000,000 29 Unfunded New Multi-Use Sports Facility Community Services Project General and Public Safety Facilities Building and Facility Improvements 69.17 $ 30,000,000 $ 30,000,000 $ 500,000 $ 8,500,000 $ 21,000,000 30 Unfunded New Martin Luther King Jr. Park Revitalization Public Works Project Parks and Open Spaces Parks and Open Spaces Improvements 68.17 $ 14,000,000 $ 14,000,000 $ -
31 Unfunded New City Hall Conference Room Upgrades Information Technology Project Technology Technology Enhancements 67 $ 600,000 $ 200,000 $ 200,000 $ 200,000 $ - 32 Unfunded New Fire Station 67 Rebuild Fire Project General and Public Safety Facilities Public Safety Improvements 67 $ 38,000,000 $ 1,000,000 $ 4,700,000 $ 3,000,000 $ 29,300,000 $ 29,300,000 33 Unfunded New Urban Forestry Program Public Works Program Parks and Open Spaces Urban Forestry 67 $ 28,200,000 $ 1,000,000 $ 2,000,000 $ 3,000,000 $ 3,200,000 $ 19,000,000 $ 3,400,000 $ 3,600,000 $ 3,800,000 $ 4,000,000 $ 4,200,000 34 Unfunded New Civic Center Auditorium Improvements Community Services Project General and Public Safety Facilities Building and Facility Improvements 66.67 $ 12,915,000 $ 180,000 $ 3,735,000 $ 9,000,000 $ - 35 Unfunded New Streetscape Improvements Program Public Works Program Parks and Open Spaces Streetscape Improvements 66.33 $ 14,500,000 $ 1,000,000 $ 1,100,000 $ 1,200,000 $ 1,300,000 $ 1,400,000 $ 8,500,000 $ 1,500,000 $ 1,600,000 $ 1,700,000 $ 1,800,000 $ 1,900,000 36 Unfunded New La Moine Park Public Works Project Parks and Open Spaces Parks and Open Spaces Improvements 66 $ 4,000,000 $ 400,000 $ 3,600,000 $ -
37 Unfunded New ZEV and Infrastructure Transition Program Public Works Program Transportation ZEV and Infrastructure Transition 66 $ 21,900,000 $ 2,000,000 $ 2,100,000 $ 2,200,000 $ 2,300,000 $ 13,300,000 $ 2,400,000 $ 2,500,000 $ 2,700,000 $ 2,800,000 $ 2,900,000 38 Unfunded New Port Terminal 2 Slope Economic
Development - Port Project Port of Richmond Port Improvements 66 $ 15,000,000 $ 15,000,000 $ - 39 Unfunded New Document Management Citywide Information Technology Project Technology Technology Enhancements 62.67 $ 900,000 $ 500,000 $ 200,000 $ 200,000 $ - 40 Unfunded New Carlson Blvd Crosstown Phase III Public Works Project Transportation Complete Streets 62 $ 3,200,000 $ - $ 900,000 $ 2,300,000 $ - $ - $ - 41 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 13.333333 -9945000 -14945000 $ 400,000 $ - $ - $ - 42 #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 2.67 135845000 10945000 $ - 43 Unfunded New Port Warehouse Demo Economic
Development - Port Project Port of Richmond Port Improvements 60 $ 1,000,000 $ 1,000,000 $ - 44 Unfunded New Humphrey Playlot Renovation Public Works Project Parks and Open Spaces Parks and Open Spaces Improvements 58 $ 3,700,000 $ 200,000 $ 3,500,000 $ 3,500,000

Page 20 of 21 ends

75 Attachment 4 - Capital Improvement Plan 10-Year Forecast - Unfunded and Shortfall List Unfunded & Shortfall List - Capital Improvement Projects 10-Year Forecast - No. Funding
Status Project Code Project Name Department Project/
Program Program Category Program CIP Score Total ROM Project Budget Request FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Total Outer Years FY 2031-32 FY 2032-33 FY2033-34 FY2034-35 FY2035-36 45 Unfunded New Port T4 Shoreline Economic
Development - Port Project Port of Richmond Port Improvements 58 $ 6,000,000 $ 2,000,000 $ 4,000,000 $ 4,000,000 46 Unfunded New Solar Installation on City Buildings Economic Development Project General and Public Safety Facilities Building and Facility Improvements 54.83 $ 12,000,000 $ 12,000,000 $ - 47 Unfunded New Tiller Park Public Works Project Parks and Open Spaces Parks and Open Spaces Improvements 49 $ 4,000,000 $ - $ 4,000,000 $ 4,000,000 48 Unfunded New Public Safety Facility Police Project General and Public Safety Facilities Building and Facility Improvements 48.67 $ 100,000,000 $ 100,000,000 $ 1,200,000 $ 43,000,000 $ 55,800,000 49 Unfunded New Janice Playlot Public Works Project Parks and Open Spaces Parks and Open Spaces Improvements 46 $ 1,200,000 $ - $ 1,200,000 $ 1,200,000 50 Unfunded New As-Needed Space Remodeling Public Works Project General and Public Safety Facilities Building and Facility Improvements 40.33 $ 1,500,000 $ 1,000,000 $ 500,000 $ - $ - $ - $ - 51 Unfunded New Locker Facilities Replacement Police Project General and Public Safety Facilities Public Safety Improvements 34 $ 2,000,000 $ 2,000,000 $ - Total $ 1,256,905,000 $ 89,063,500 $ 93,211,500 $ 134,790,000 $ 96,245,000 $ 103,330,000 $ 610,765,000 $ 145,900,000 $ 77,610,000 $ 124,740,000 $ 150,390,000 $ 112,125,000 Notes:

1. Complex projects require Pre-Development phase that will better define the ROM = Rough Order of Magnitude estimate.

2. The timeline for implementation of these projects is contingent on project feasibility, staff capacity, and funding availability.

3. The Asset Inventory, Condition Assessment, and development of a 5-Year Capital Improvement Plan for City Buildings and Parks Amenities are not included in this list as they are currently in progress. The information derived from these ongoing efforts will be instrumental in defining future city needs related to facilities and parks.

4. The staff is currently developing a programmatic approach to define projects derived from city-adopted plans and studies.

5. At this time the Unfunded Request List doesn't fully integrate all of the programs mentioned in the programmatic approach.

Page 21 of 21 ends

76 Attachment 5 – Multi-Year Comparative Position Listing Department Revised
FY 2024-25
Adopted
FY 2025-26
Revised
FY 2025-26
Proposed
FY 2026-27

CITY ATTORNEY'S OFFICE
Assistant City Attorney 2.0 2.0 2.0 2.0
Chief Assistant City Attorney 1.0 1.0 1.0 1.0
City Attorney (Currently Contract Position) 1.0 1.0 1.0 1.0 Office Specialist 1.0 1.0 2.0 2.0
Paralegal 1.0 1.0 0.0 0.0
Law Office Supervisor 1.0 1.0 1.0 1.0
Senior Assistant City Attorney 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 10.0 10.0 10.0 10.0

CITY CLERK'S OFFICE
City Clerk 1.0 1.0 1.0 1.0
Deputy City Clerk 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 4.0 4.0

CITY COUNCIL
Councilmember 6.0 6.0 6.0 6.0
Project Coordinator 1.0 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 8.0 8.0 8.0 8.0

CITY MANAGER'S OFFICE
Admin Chief 1.0 1.0 1.0 1.0
Chief Innovation Officer 0.0 0.0 1.0 1.0
Grants Manager 1.0 1.0 1.0 1.0
City Manager 1.0 1.0 1.0 1.0
Community Engagement Mgr. 0.0 0.0 1.0 1.0
Executive Assistant to the City Manager 1.0 1.0 1.0 1.0 Management Analyst/Associate Mgmt. Analyst(Communications Analyst) 1.0 1.0 1.0 1.0 Management Analyst/Associate Mgmt. Analyst 0.0 0.0 0.0 0.0 Project Manager 0.0 0.0 1.0 1.0
Sr. Admin Analyst 0.0 0.0 0.0 0.0
Sr. Management Analyst 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 6.0 6.0 9.0 9.0
COMMUNITY DEVELOPMENT (Administrative Services)
Associate Administrative Analyst (1 Term Position) 2.0 2.0 2.0 2.0 Director of Community Development 1.0 1.0 1.0 1.0
Senior Administrative Analyst 2.0 2.0 2.0 2.0
COMMUNITY DEVELOPMENT (Building Services)
Building Inspector 3.0 3.0 3.0 3.0
Building Inspector Supervisor 1.0 1.0 1.0 1.0
Building Official 1.0 1.0 1.0 1.0
Deputy Building Official 1.0 1.0 1.0 1.0
Industrial Building Inspector 1.0 1.0 1.0 1.0
Plan Checking Engineer 2.0 2.0 2.0 2.0
Permit Technician I/II 3.0 3.0 3.0 3.0
Senior Building Inspector 3.0 3.0 3.0 3.0
Senior Permit Technician 1.0 1.0 1.0 1.0
COMMUNITY DEVELOPMENT (Code Enforcement)
Administrative Assistant 0.0 0.0 0.0 0.0
Code Enforcement Manager 1.0 1.0 1.0 1.0
Code Enforcement Officer I/II 9.0 9.0 9.0 9.0
Office Specialist 1.0 1.0 1.0 1.0
COMMUNITY DEVELOPMENT (Housing/Successor Agency)
Housing Programs Analyst 1.0 1.0 1.0 1.0
Housing Manager 1.0 1.0 1.0 1.0
Housing Services Supervisor 1.0 1.0 1.0 1.0
Senior Planner 1.0 1.0 1.0 1.0

Page 1 of 7 ends

Attachment 5 – Multi-Year Comparative Position Listing
Department Revised
FY 2024-25
Adopted
FY 2025-26
Revised
FY 2025-26
Proposed
FY 2026-27
COMMUNITY DEVELOPMENT (Planning)
Administrative Assistant 0.0 0.0 1.0 1.0
Assistant/Associate Planner 2.0 2.0 2.0 2.0
Planning Manager 1.0 1.0 1.0 1.0
Planning Technician I/II 2.0 2.0 2.0 2.0
Principal Planner 1.0 1.0 1.0 1.0
Project Coordinator (Term Position) 1.0 1.0 1.0 1.0
Senior Planner 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 46.0 46.0 47.0 47.0

COMMUNITY POLICE REVIEW COMMISSION
Administrative Analyst 0.1 0.1 0.1 0.1
Confidential Investigator 0.0 0.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 0.1 0.1 1.1 1.1
COMMUNITY SERVICES (Administration)
Deputy City Manager(Moved from City Manager Office) 1.0 1.0 1.0 1.0 Finance Manager II 1.0 1.0 1.0 1.0
Associate Management Analyst 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 3.0 3.0 3.0 3.0
COMMUNITY SERVICES (Employment & Training)
Administrative Assistant 1.0 1.0 1.0 1.0
Admin Trainee(3 Term Positions) 4.0 4.0 4.0 4.0
Administrative Analyst 2.0 2.0 2.0 2.0
Administrative Services Coordinator 1.0 1.0 1.0 1.0
Deputy Director of Community Services 1.0 1.0 1.0 1.0
Workforce Program Manager 3.0 3.0 2.0 2.0
Workforce Specialist I/II 12.0 12.0 12.0 12.0
Director of Community Services 1.0 1.0 1.0 1.0
Project Coordinator 1.0 1.0 1.0 1.0
Senior Accountant 1.0 1.0 1.0 1.0
Vocational Construction Building Instructor 0.0 0.0 2.0 2.0 Workforce Program Specialist 2.0 2.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 29.0 29.0 29.0 29.0
COMMUNITY SERVICES (Library)
Library Services Manager 1.0 1.0 1.0 1.0
Circulation Supervisor 1.0 1.0 1.0 1.0
Deputy Director of Community Services - Library 1.0 1.0 1.0 1.0 Executive Assistant I/II 1.0 1.0 1.0 1.0
Family Literacy Specialist 1.0 1.0 1.0 1.0
Head of Reference 2.0 2.0 2.0 2.0
Learning Center Coordinator 1.0 1.0 1.0 1.0
Librarian I/II 9.0 9.0 9.0 9.0
Library Assistant I/II 8.0 8.0 8.0 8.0
Library Associate 2.0 2.0 2.0 2.0
Library Information Systems Support Technician 1.0 1.0 1.0 1.0 Literacy Program Manager 1.0 1.0 1.0 1.0
Office Assistant 0.7 0.7 0.7 0.7
Senior Library Assistant 2.0 2.0 2.0 2.0
Senior Administrative Analyst 1.0 1.0 1.0 1.0
Volunteer Tutor/Learner Coordinator 3.0 3.0 3.0 3.0
Total Full-Time Equivalents (FTEs) 35.7 35.7 35.7 35.7
COMMUNITY SERVICES (Office of Neighborhood Safety)
Administrative Assistant 1.0 1.0 1.0 1.0
Deputy Director of Community Services - ONS 1.0 1.0 1.0 1.0 Management Analyst/ Associate Management Analyst 1.0 1.0 1.0 1.0 Neighborhood Change Agents (1 Temporary) 12.0 12.0 12.0 12.0 ONS Field Coordinator 2.0 2.0 2.0 2.0
ONS Program Manager 1.0 1.0 1.0 1.0

Page 2 of 7 ends

Attachment 5 – Multi-Year Comparative Position Listing
Department Revised
FY 2024-25
Adopted
FY 2025-26
Revised
FY 2025-26
Proposed
FY 2026-27
Total Full-Time Equivalents (FTEs) 18.0 18.0 18.0 18.0
COMMUNITY SERVICES (Recreation)
Accounting Asst 1.0 1.0 1.0 1.0
Administrative Assistant (1 Term Position) 2.0 2.0 2.0 2.0 Administrative Services Coordinator 1.0 1.0 1.0 1.0
Admin Analyst 2.0 2.0 2.0 2.0
Aquatic Specialist 1.0 1.0 1.0 1.0
Associate Admin Analyst 0.0 0.0 0.0 0.0
Auditorium Aide 3.2 3.2 3.2 3.2
Deputy Director of Community Services - Recreation 1.0 1.0 1.0 1.0 Development Project Manager II 0.4 0.4 0.4 0.4
Executive Assistant I/II 1.0 1.0 1.0 1.0
Lending Library Specialist 2.0 2.0 2.0 2.0
Lifeguard 1.6 1.6 1.6 1.6
Office Specialist 3.0 3.0 3.0 3.0
Registration Specialist 0.0 0.0 0.0 0.0
Recreation Program Coordinator 9.0 9.0 9.0 9.0
Recreation Program Specialist 3.2 3.2 3.2 3.2
Recreation Supervisor 4.0 4.0 4.0 4.0
Senior Lifeguard 1.6 1.6 1.6 1.6
Total Full-Time Equivalents (FTEs) 37.0 37.0 37.0 37.0
COMMUNITY SERVICES (Community Crisis Response Program CCRP) Administrative Analyst/Associate 1.0 1.0 1.0 1.0
Community Intervention Specialists 8.0 8.0 8.0 8.0
Mental Health Clinician 1.0 1.0 1.0 1.0
Project Manager II - CCRP Manager 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 11.0 11.0 11.0 11.0

DEPARTMENT OF CHILDREN AND YOUTH
Community Services Technician I/II 1.0 1.0 1.0 1.0
Management Analyst / Associate Management Analyst 3.0 3.0 3.0 3.0 Senior Management Analyst 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 5.0 5.0 5.0 5.0
ECONOMIC DEVELOPMENT (Business/Economic Development)
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 1.0 1.0 1.0 1.0
ECONOMIC DEVELOPMENT (Environmental & Health Initiatives) Environmental Manager 1.0 1.0 1.0 1.0
Management Analyst/Associate Management Analyst 2.0 2.0 2.0 2.0 ECONOMIC DEVELOPMENT (Port)
CIP Manager 1.0 1.0 1.0 1.0
Management Analyst 1.0 1.0 1.0 1.0
Port Director 1.0 1.0 1.0 1.0
Port Marketing/Operations Manager 0.0 0.0 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) 14.0 14.0 14.0 14.0

Page 3 of 7 ends

Attachment 5 – Multi-Year Comparative Position Listing
Department Revised
FY 2024-25
Adopted
FY 2025-26
Revised
FY 2025-26
Proposed
FY 2026-27

FINANCE
Accountant I/II 5.0 5.0 5.0 5.0
Accounting Assistant 5.0 5.0 5.0 5.0
Accounting Manager 4.0 4.0 4.0 4.0
Administrative Services Coordinator 1.0 1.0 0.0 0.0
Budget Analyst l/II 1.0 1.0 1.0 1.0
Business License Specialist 3.0 3.0 3.0 3.0
Buyer I/II 1.0 1.0 1.0 1.0
Finance Manager 2.0 2.0 2.0 2.0
Project Manager I (Contract Compliance) 0.0 0.0 0.0 0.0 Contract Compliance Administrator 1.0 1.0 1.0 1.0
Deputy City Manager (Moved to Human Resources) 1.0 1.0 0.0 0.0 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 4.0 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) 35.0 35.0 33.0 33.0
FIRE
SWORN
Fire Chief 1.0 1.0 1.0 1.0
Battalion Chief (Temporary increase of 1 FTE - Authorized 4) 4.0 4.0 5.0 5.0 Deputy Fire Chief 1.0 1.0 1.0 1.0
Deputy Fire Marshal (Temporary increase of 1 FTE - Authorized 1) 1.0 1.0 2.0 2.0 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 11 FTE - Authorized 30) 39.0 31.0 41.0 41.0 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 100.0 92.0 104.0 104.0

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 0.0 0.0 0.0 0.0
Emergency Services Analyst 0.0 0.0 0.0 0.0
Emergency Services Manager 1.0 1.0 1.0 1.0
Project Coordinator Y-Rate 0.0 0.0 1.0 1.0
Senior Administrative Analyst 1.0 1.0 0.0 0.0
Sub-total Non-Sworn 4.0 4.0 4.0 4.0
Total Full-Time Equivalents (FTEs) 104.0 96.0 108.0 108.0

HUMAN RESOURCES
Admin Assistant 1.0 1.0 1.0 1.0
Deputy City Manager (Moved from Finance) 0.0 0.0 1.0 1.0 Human Resources Manager 2.0 2.0 1.0 1.0
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 5.0 5.0 4.0 4.0
Human Resources Analyst Principal 2.0 2.0 2.0 2.0
Human Resources Analyst Senior 2.0 2.0 2.0 2.0
Project Manager I/II 1.0 1.0 1.0 1.0
Risk Manager 0.0 0.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 16.0 16.0 16.0 16.0

Page 4 of 7 ends

Attachment 5 – Multi-Year Comparative Position Listing
Department Revised
FY 2024-25
Adopted
FY 2025-26
Revised
FY 2025-26
Proposed
FY 2026-27
INFORMATION TECHNOLOGY | KCRT
Information Technology
Business Systems Analyst I 1.0 1.0 1.0 1.0
Duplicating/Mail Assistant 1.0 1.0 1.0 1.0
Information Technology Assistant 1.0 1.0 1.0 1.0
Information Technology Director 1.0 1.0 1.0 1.0
Information Technology Manager 2.0 2.0 1.0 1.0
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 13.0 13.0

MAYOR'S OFFICE
Mayor 1.0 1.0 1.0 1.0
Administrative Analyst 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0
Associate Management Analyst 1.0 1.0 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 10.0 10.0 10.0 10.0
Police Officer 109.0 109.0 109.0 109.0
Police Sergeant 23.0 23.0 23.0 23.0
Sub-total Sworn 147.0 147.0 147.0 147.0

NON-SWORN
Administrative Assistant 4.0 4.0 4.0 4.0
Assistant Police Property Technician 1.0 1.0 1.0 1.0
CCTV Wireless & Systems Specialist 1.0 1.0 0.0 0.0
Community Services Officer 0.0 0.0 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 6.0 6.0 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
Office Assistant 1.0 1.0 1.0 1.0
Parking Enforcement Representative 8.0 8.0 8.0 8.0
Police Admin Manager 1.0 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 0.0 0.0 0.0 0.0
Community Engagement Mgr. 1.0 1.0 0.0 0.0
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

Page 5 of 7 ends

Attachment 5 – Multi-Year Comparative Position Listing
Department Revised
FY 2024-25
Adopted
FY 2025-26
Revised
FY 2025-26
Proposed
FY 2026-27
Sub-total Non-Sworn 72.0 72.0 70.0 70.0
Total Full-Time Equivalents (FTEs) 219.0 219.0 217.0 217.0

PUBLIC WORKS
Administration & Finance Division
Administrative Assistant 4.0 4.0 4.0 4.0
Admin Services Coordinator 1.0 1.0 1.0 1.0
Assistant Deputy Director of Public Works 2.0 2.0 2.0 2.0 Deputy Public Works Director - Operations and Maintenance 1.0 1.0 1.0 1.0 Deputy Public Works Director - Capital Improvement | City Engineer 1.0 1.0 1.0 1.0 Director of Public Works 1.0 1.0 1.0 1.0
Executive Assistant I/II 1.0 1.0 1.0 1.0
Infrastructure Administrator 1.0 1.0 1.0 1.0
Associate Admin Analyst 2.0 2.0 2.0 2.0
Office Aide 0.8 0.8 0.8 0.8
Office Assistant 0.0 0.0 0.0 0.0
Senior Accountant 0.0 0.0 0.0 0.0
Senior Administrative Analyst 1.0 1.0 1.0 1.0
Capital Improvement | Engineering
Assistant/Associate Transportation Planner 1.0 1.0 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 0.0 0.0 0.0
Construction Inspector I/II 3.0 3.0 3.0 3.0
Junior/Assistant Engineer 3.0 3.0 3.0 3.0
Permit Technician I/II 1.0 1.0 1.0 1.0
Senior Civil Engineer 3.0 3.0 3.0 3.0
Senior Transportation Planner 1.0 1.0 1.0 1.0
Operations and Maintenance
Operations and Maintenance: Abatement
Building Trades Worker I/II/Senior 1.0 1.0 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 3.0 3.0 3.0 3.0
Maintenance Worker I/II 13.0 13.0 13.0 13.0
Public Works Abatement Superintendent 1.0 1.0 1.0 1.0
Operations and Maintenance: Building Maintenance
Carpenter 2.0 2.0 2.0 2.0
Custodial Maintenance Supervisor 1.0 1.0 1.0 1.0
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 11.0 11.0 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 4.0 4.0 4.0 4.0
Stationary Engineer Supervisor 1.0 1.0 1.0 1.0
Operations and Maintenance: Fleet
Combo Equipment Lead Worker 1.0 1.0 1.0 1.0
Combo Equipment Mechanic 6.0 6.0 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 0.0 0.0
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 4.0 4.0 4.0 4.0
Groundskeeper 18.0 18.0 18.0 18.0
Maintenance Leadworker 5.0 5.0 5.0 5.0
Parks & Landscaping Superintendent 1.0 1.0 1.0 1.0
Parks Construction & Maintenance Worker 6.0 6.0 6.0 6.0

Page 6 of 7 ends

Attachment 5 – Multi-Year Comparative Position Listing
Department Revised
FY 2024-25
Adopted
FY 2025-26
Revised
FY 2025-26
Proposed
FY 2026-27
Parks Supervisor 4.0 4.0 4.0 4.0
Tree Leadworker 2.0 2.0 2.0 2.0
Tree Trimmers 2.0 2.0 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 9.0 9.0 9.0 9.0
Project Manager I/II 1.0 1.0 0.0 0.0
PW Streets Maintenance Superintendent 1.0 1.0 1.0 1.0
Streets Supervisor 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 159.2 159.2 157.2 157.2 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
Water Resources Division Manager 1.0 1.0 1.0 1.0
Senior Civil Engineer 1.0 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
PUBLIC WORKS (Transportation)
R-transit Coordinator 0.0 0.0 0.0 1.0
R-transit Driver 2.0 2.0 2.0 2.0
R-transit Driver Leadworker 1.0 1.0 1.0 1.0
Project Coordinator 0.0 0.0 1.0 1.0
Project Manager I/II 1.0 1.0 0.0 0.0
Total Full-Time Equivalents (FTEs) 4.0 4.0 5.0 5.0

RENT PROGRAM
Administrative Assistant 1.0 1.0 0.0 0.0
Admin Services Coordinator 0.0 0.0 1.0 1.0
Administrative Trainee 1.0 1.0 1.0 1.0
Compliance Specialist 2.0 2.0 2.0 2.0
Deputy Director Rent Program 1.0 1.0 1.0 1.0
Executive Director Rent Program 1.0 1.0 1.0 1.0
Hearing Examiner Rent Program 1.0 1.0 1.0 1.0
General Counsel Rent Program 1.0 1.0 1.0 1.0
Office Assistant 1.0 1.0 1.0 1.0
Rent Program Analyst I/II 2.0 2.0 2.0 3.0
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) 14.0 14.0 14.0 15.0

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 Property Manager 1.0 1.0 1.0 1.0
Total Full-Time Equivalents (FTEs) 5.0 5.0 5.0 5.0
GRAND TOTAL ALL DEPARTMENTS 808.0 800.0 811.0 812.0

Page 7 of 7 ends

Attachment 6 – General Fund Five-Year Forecast
General Fund Five Year Forecast
Fiscal Year 2026-27 through Fiscal Year 2030-31
City of Richmond, California

Page 1 of 8 ends

General Fund Five-Year Forecast
This document provides an overview of the City’s fiscal projections for the City Council as they prepare for upcoming budgetary decisions. It serves to inform council members about expected trends in revenues and expenditure, offering insight into factors that may influence long-term financial planning.

The five-year forecast includes three distinct scenarios that outline projected trends for both revenues and expenditures. These scenarios: pessimistic, Middle-of-Road, and optimistic are created to help the City Council assess potential outcomes under varying economic conditions, providing a structured long-term vision of the City’s fiscal direction.

Revenue Assumptions
The General Fund revenue forecast is based on a comprehensive review of all major revenue categories and historical performance trends. City staff evaluated economic indicators, recent collection patterns, and external inputs to develop assumptions for each revenue source under the Middle of the Road scenario. Annual growth assumptions for all three scenarios (Pessimistic, Middle of the Road, and Optimistic) are presented in Figure

1. These scenario ranges provide a structured view of potential revenue outcomes over the five-year forecast period and support long-term fiscal planning.

Figure 1: General Fund Revenue Growth Percentage Assumptions Scenario FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Pessimistic Proposed Budget 1.0% 1.0% 1.0% 1.0%
Middle-of-Road Proposed Budget 2.5% 3.2% 3.0% 3.0%
Optimistic Proposed Budget 5.0% 5.0% 5.0% 5.0%
The General Fund Revenue Forecast is based on a detailed review of all General Fund Revenue categories and sources. Each category’s revenue can vary annually based on multiple factors. City staff analyzed historical trends, economic trends, and external inputs to develop these revenue assumptions.

Property Tax – Revenues in this category are projected to increase by 3 percent in assessed valuation annually beginning in FY 2026–27. Revenue growth in this category is estimated at 3.1 percent in FY 2026–27, followed by an average annual increase of 2.7 percent. Historic growth has averaged 2 percent over the last three years. Significant variations may occur due to valuation changes at large commercial properties or major real estate transactions. Revenues also include Successor Agency Surplus funds, which fluctuate depending on the relationship between incremental revenues and associated expenditures.

Sales Tax – Revenues in this category, which include Bradley Burns sales tax and all voter approved local sales tax measures, are projected to grow by 5.4 percent in FY 2026–27. Average annual growth of approximately 2.1 percent is projected in subsequent years. These estimates incorporate consultant analysis and reflect uncertainty related to 84 Attachment 6 – General Fund Five-Year Forecast
General Fund Five Year Forecast
Fiscal Year 2026-27 through Fiscal Year 2030-31
City of Richmond, California

Page 2 of 8 ends

tariffs, consumer spending, and federal fiscal policy. The Vehicle License Fee (VLF) Backfill Swap is tied to assessed valuation growth and follows the same trend assumptions applied to secured property taxes.

Utility Users Tax (UUT) – Revenues in this category are projected to grow 6.2 percent in FY 2026–27 and average 4.7 percent annually thereafter. Declines in cable and telecommunications revenue are offset by increases in gas and electricity revenue.

Other Taxes – This category is projected to remain flat in FY 2026-27 and grow an average of 1.8 percent in subsequent years. The Documentary Transfer Tax forecast reflects average annual collections since adoption of the tiered tax structure, with budgeted allocations following the methodology outlined in the City Council-approved Guiding Fiscal Policies (approved on April 20, 2021).

Licenses, Permits & Fees – Growth in this category is projected at 6.3 percent for FY 2026-27 and 2.9 percent annually thereafter. Business License Taxes, now based on gross receipts per Measure U, provide improved predictability. Forecasts incorporate prioryear payment patterns and inflation adjustments.

Other categories include Fines & Forfeitures, Rental Income, Charges for Services, Grants, and Intergovernmental - These revenues are collectively expected to grow by 14 percent in FY 2026–27 before stabilizing at 1 percent per year. The spike in FY 2026–27 is primarily due to projected increases in fines and investment earnings. Each category specific growth factor can be found in Figure 2 below.

Operating Transfers In – Transfers to the General Fund come primarily from the Pension Tax Override Fund. Transfers are projected to increase 4.4 percent in FY 2026-27 and average 2.04 percent in subsequent years, with fluctuations reflecting both valuation growth and pension-related expenditure requirements.

Settlement Agreement (Limited-Term Revenue) – Beginning in FY 2025-26, the City will receive annual payments of $50 million for five years, followed by $60 million annually for an additional five years, totaling $550 million over the term of the settlement. These revenues are treated as limited-term resource and are presented as a separate line item in all forecast scenarios.

The projected General Fund revenue assumptions for Middle-of-Road FY 2026-27 through FY 2030-31 are listed in Figure 2. This projections exclude the fixed annual revenues from the Settlement Agreement funds.
85 Attachment 6 – General Fund Five-Year Forecast
General Fund Five Year Forecast
Fiscal Year 2026-27 through Fiscal Year 2030-31
City of Richmond, California

Page 3 of 8 ends

Figure 2: Five-Year Revenue Forecast Middle -of-Road Scenario Assumptions CATEGORY FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 30 - PROPERTY TAXES 3.10% 2.74% 2.74% 2.74% 2.75%
31 - SALES & USE TAXES 5.44% 1.87% 2.55% 2.31% 2.00%
32 - UTILITY USERS TAXES 6.21% 4.66% 5.07% 4.64% 4.67%
33 - OTHER TAXES 0.00% 1.91% 1.19% 1.94% 1.98%
34 - LICENSES, PRMITS & FEES 6.28% 2.87% 2.87% 2.88% 2.88% 35 - FINES & FORFEITURES 280.00% 1.05% 1.09% 1.14% 1.18% 36 - USE OF MONEY&PROPRTY 16.50% 0.00% 0.00% 0.00% 0.00% 37 - CHARGES FOR SERVICES 1.72% 3.00% 3.00% 3.00% 3.00% 38 - OTHER REVENUE 9.01% 0.00% 0.00% 0.00% 0.00%
39 - RENTAL INCOME -3.10% 2.00% 2.00% 2.00% 2.00%
3A - INTERGOV STATE TAXES 0.00% 0.00% 0.00% 0.00% 0.00% 3C - INTERGOV STATE GRANT 27.78% 0.00% 0.00% 0.00% 0.00% 3D - INTERGOV OTHER GRANT 0.00% -13.79% 0.00% 0.00% 0.00% 60 - PROC FR SLE PROP 0.00% 0.00% 0.00% 0.00% 0.00%
61 - LOAN/BOND PROCEEDS 0.00% 0.00% 0.00% 0.00% 0.00%
90 – OPERATING TRANSFER IN 4.42% -1.91% 4.36% 2.86% 2.86%

GENERAL FUND REVENUE
TOTALS 4.76% 2.52% 3.24% 3.04% 3.00%
Expenditure Assumptions
The General Fund Expenditure Forecast reflects anticipated costs associated with maintaining current service levels and labor agreements. Assumptions incorporate approved labor Memorandum of Understanding (MOUs), projected retirement and healthcare obligations, and inflationary impacts on non-personnel expenses. These estimates are based on known contractual commitments, actuarial valuations, and historical spending patterns, providing a comprehensive view of expected cost drivers over the next five years.

Salaries and Benefits – The forecast includes costs associated with City Council– approved MOUs for Local 21 Mid-Management and Executive Management, Local 1021 SEIU General Employees, and Local 188 Fire Fighters. These agreements, effective July 1, 2025 through June 30, 2028, include annual salary increases of 5 percent beginning July 1, 2025. Longevity pay provisions vary by bargaining unit and are detailed in Figure 3.

City staff also assumed an additional 2 percent annually across all units for step increases, acting assignments, and other forms of additional compensation.

Figure 3: Longevity Tiers for Local 21 Mid-Management and Local 1021-SEIU- General Employees, Local 188 Fire Fighters Service Years Local 21
Mid-Management
Local 1021
SEIU General
Local 188
Fire Fighters
Upon completion of 5 years of permanent service - - 2%
Upon completion of 10 years of permanent service 1% 1% 4.5% Upon completion of 15 years of permanent service 3% 3% 7% Upon completion of 20 years of permanent service 5% 5% 9% 86 Attachment 6 – General Fund Five-Year Forecast
General Fund Five Year Forecast
Fiscal Year 2026-27 through Fiscal Year 2030-31
City of Richmond, California

Page 4 of 8 ends

The salaries and wages forecast assumes an additional 2 percent across all bargaining units for annual step increases, acting pay, and other additional compensation.

Overtime Costs – The forecast includes assumptions related to historical usage of overtime City-wide as well as any known cost impacts resulting from approved MOUs and ongoing labor negotiations.

Retirement Costs – The forecast incorporates assumptions from the most recent actuarial valuation reports published by California Public Employees’ Retirement System (CalPERS) in July 2025. Based on the actuarial valuation reports, the City’s Normal Cost is projected to gradually decline over time as new employees are hired into lower-cost benefit tiers under existing pension regulations. However, the City’s Unfunded Accrued Liability (UAL) will increase over the next few years mainly due to lower-than-expected return on investment in prior years. The CalPERS projection of pension costs is based on comprehensive actuarial assumptions and actual experience can be significantly different than these assumptions. It is anticipated that these costs will increase based on approved MOUs.

CalPERS projections assume all actuarial assumptions are achieved, including a 6.8% annual investment return beginning in FY 2024-25. The forecast also assumes normal cost rates will gradually decline over time as employees enter lower-cost benefit tiers.

Actual future contribution requirements may vary depending on investment performance, actuarial experience, and future changes to benefits or funding assumptions.

Figure 4: Miscellaneous Plan, Projected Employer Contributions Per CalPERS Actuarial Valuation - June 30, 2024 Required
Contribution (Assumes 6.80% Return)
Fiscal Year FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Normal Cost % 12.6% 12.23% 11.8% 11.4% 11.1% 10.8%
UAL Payment $12,200,719 $14,618,122 $15,250,000 $17,032,000 $17,249,000 $17,402,000 Figure 5: Safety Plan, Projected Employer Contributions Per CalPERS Actuarial Valuation - June 30, 2024 Required
Contribution (Assumes 6.80% Return)
Fiscal Year FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Normal Cost % 22.0% 21.27% 20.6% 20.0% 19.4% 18.8%
UAL Payment $21,090,447 $22,932,195 $23,889,000 $26,226,000 $26,590,000 $26,878,000 The UAL is the present value of future employer contributions for service that has already been earned (retirees) and is in addition to future Normal Cost contributions for active members. See Figure 4 and 5 for Miscellaneous and Public Safety employees respectively.
87 Attachment 6 – General Fund Five-Year Forecast
General Fund Five Year Forecast
Fiscal Year 2026-27 through Fiscal Year 2030-31
City of Richmond, California

Page 5 of 8 ends

The forecast incorporates three scenarios for the estimated fiscal impact of the proposed California Assembly Bill (AB) 1383. The bill proposes significant changes to the Public Employees’ Pension Reform Act (PEPRA) by raising pensionable compensation limits and expanding retirement formula options for public safety employees. If AB 1383 is approved, it will result in higher pension costs for the City. The forecast incorporates three scenarios as follows in the forecast starting from FY 2027-28.

Figure 6: AB 1383 Estimated Fiscal Impact
Scenario FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Pessimistic - $884,822 $920,215 $957,024 $995,305
Middle-of-Road - $404,362 $420,536 $437,358 $454,852
Optimistic - $151,355 $157,409 $163,705 $170,254
Headcount – The forecast generally assumes no significant expansion in authorized staffing levels beyond FY 2026-27. The FY 2026-27 Draft Operating Budget includes 811 Full Time Equivalent (FTE) positions City-wide. Expenditure assumptions reflect current staffing levels, position control assumptions, and negotiated labor agreements approved to date. Due to ongoing labor negotiations, the forecast does not include potential compensation changes for the remaining bargaining units, including the Richmond Police Officer’s Association (RPOA), Richmond Police Management Association (RPMA), and Richmond Fire Management Association (RFMA).

The draft budget assumes a City-wide vacancy rate of approximately 12% to 14% , resulting in estimated vacancy savings of approximately $16.4 million. These vacancy savings are a key component of the City’s balancing strategy and are necessary to maintain a balanced General Fund budget in FY 2026-27. While vacancy savings provide near-term budgetary flexibility, sustained vacancies may create operational constraints and service delivery impacts as departments continue managing increasing workloads and service demands.

Healthcare and Other benefits – Healthcare costs are based on the current rate sheets provided through CalPERS health plans. For FY 2026-27, City-wide healthcare expenditures are projected to total ~ $20.8 million, reflecting an estimated 8.2 percent increase over the prior year. from healthcare providers. Retiree healthcare costs and Other Post Employment Benefits (OPEB) contributions are also projected to increase significantly based on updated actuarial valuations and healthcare cost assumptions. The combined annual required contribution for the City-wide OPEB plans is projected at approximately $3.0 million in FY 2026-27. For FY 2027-28 and beyond, healthcare and related benefit cost increases are assumed to increase between 3 percent to 5 percent in these three scenarios.

Inflation – The non-personnel costs in the forecasted expenditures use an inflation rate of 4 percent as listed in Table 5 below.
88 Attachment 6 – General Fund Five-Year Forecast
General Fund Five Year Forecast
Fiscal Year 2026-27 through Fiscal Year 2030-31
City of Richmond, California

Page 6 of 8 ends

Figure 7: Non-Personnel Expenditure Assumptions
Scenario FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Pessimistic Adopted
Budget 5% 5% 5% 5%
Middle-of-Road Adopted
Budget 4% 4% 4% 4%
Optimistic Adopted
Budget 3% 3% 3% 3%
These scenarios are intended to provide the City Council with a comprehensive view of how both the limited-term revenue and wage growth assumptions could affect the City’s long-term financial position.

Figure 8: Pessimistic Scenario, Five-Year Forecast
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,114 274,670,119 277,416,820 280,190,988 282,992,898 285,822,827 Expenditures 273,089,413 274,670,119 289,562,976 301,250,782 316,052,809 327,329,202 Net Deficit (-) /Surplus
(+) (13,128,300) - (12,146,156) (21,059,794) (33,059,911) (41,506,375) Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids
First Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of LimitedTerm Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with
Limited Term Revenue 48,500,000 48,500,000 36,353,844 27,440,206 15,440,089 16,693,625 Figure 9: Pessimistic Scenario, Five-Year Forecast
$200
$220
$240
$260
$280
$300
$320
$340
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Expenditures Revenues Balance of Limited-Term Revenue
89 Attachment 6 – General Fund Five-Year Forecast
General Fund Five Year Forecast
Fiscal Year 2026-27 through Fiscal Year 2030-31
City of Richmond, California

Page 7 of 8 ends

Figure 10: Middle-of-Road Scenario, Five-Year Forecast
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,114 274,670,119 279,205,568 288,248,443 297,021,762 305,929,527 Expenditures 273,089,413 274,670,119 287,808,291 298,200,510 311,593,989 321,341,296 Net Deficit (-)/Surplus
(+) (13,128,300) - (8,602,724) (9,952,067) (14,572,227) (15,411,769) Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids First
Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of Limited-Term
Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with
Limited-Term Revenue 48,500,000 48,500,000 39,897,276 38,547,933 33,927,773 42,788,231 Figure 11: Middle-of-Road Scenario, Five-Year Forecast
Figure 12: Optimistic Scenario, Five-Year Forecast
Revised
Budget Proposed Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Revenues 259,961,114 274,670,119 288,403,625 302,823,806 317,964,996 333,863,246 Expenditures 273,089,413 274,670,119 289,498,244 298,638,947 310,694,772 319,613,762 Net Deficit (-)/ Surplus
(+) (13,128,300) - (1,094,620) 4,184,858 7,270,224 14,249,484 Limited-Term Revenue 50,000,000 50,000,000 50,000,000 50,000,000 50,000,000 60,000,000 Contribution to Kids
First Initiative 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 1,800,000 Balance of LimitedTerm Revenue 48,500,000 48,500,000 48,500,000 48,500,000 48,500,000 58,200,000 Use of Fund Balance 13,128,300 - - - - -
Net Change with
Limited Term Revenue 48,500,000 48,500,000 47,405,380 52,684,858 55,770,224 72,449,484 $200
$220
$240
$260
$280
$300
$320
$340
$360
$380
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Expenditures Revenues Balance of Limited-Term Revenue
90 Attachment 6 – General Fund Five-Year Forecast
General Fund Five Year Forecast
Fiscal Year 2026-27 through Fiscal Year 2030-31
City of Richmond, California

Page 8 of 8 ends

Figure 13: Optimistic Scenario, Five-Year Forecast
$200
$220
$240
$260
$280
$300
$320
$340
$360
$380
$400
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31 Millions
Expenditures Revenues Balance of Limited-Term Revenue
91 DRAFT Attachment 7 – Draft City Council Budget Checklist

CITY COUNCIL BUDGET CHECKLIST
DRAFT
Line City Council Meeting Date Councilmember Staff Assigned Councilmember Question Response 1 May 5, 2026 Vice Mayor Robinson Patrick Seals (CMO) How can Council members bring forward issues/projects requested, sometimes repeatedly, by residents without derailing work in progress in each affected department Councilmembers should continue to bring forward concerns and ideas raised by residents, as these requests provide valuable insight into community needs and service gaps. At the same time, every request and question requires staff time to research, evaluate, coordinate across departments, and determine feasibility, cost, and alignment with existing plans and priorities. For example with Capital Improvement Programs (CIP) Projects staff must inspect field conditions, review funding sources, assess safety and regulatory considerations, and determine whether the request is operational, maintenance-related, capitalrelated, or policy-related. When requests are submitted informally and outside a standardized process, they can disrupt ongoing work, create duplication, and make it difficult to track workload, response times, and tradeoffs.In April 2026, the City Clerk’s Office surveyed City Clerks throughout Contra Costa County regarding how their agencies process Councilmember requests for future agenda items. The survey found that many jurisdictions use a standing agenda section to formally receive, discuss, and track Councilmember requests in a public setting. Based on this survey and discussions with departmental staff, the most effective approach is to establish a standing City Council agenda section entitled “Council Requests for Future Agenda Items.”This process would allow Councilmembers to raise constituent concerns in a public and transparent manner, ensure requests are formally captured and tracked, route them to the appropriate department, and prioritize them based on adopted Council goals, urgency, and available resources. This approach preserves the ability of Councilmembers to respond to residents while helping staff manage requests in a consistent, transparent, and sustainable way without unnecessarily disrupting active projects and day-to-day operations. On May 19, the City Council will consider an item to establish an ad hoc committee tasked with reviewing and recommending amendments to the City Council Rules of Procedure and Order, in coordination with the City Clerk, City Attorney, and City Manager. 2 May 5, 2026 Vice Mayor Robinson Patrick Seals (CMO) Could a limited amount of staff time be budgeted each year to address Council-generated requests, with approved requests placed in a prioritized queue based on available capacity? Yes, that concept is workable, but it needs clear rules. A defined amount of staff time, consultant support, or annual funding could be dedicated to Council-generated requests. That would allow staff to perform initial review, field verification, rough cost estimates, and prioritization without constantly interrupting active projects.Staff supports exploring a defined Council-generated request queue, provided it includes clear intake rules, capacity limits, prioritization criteria, and reporting expectations. This would allow Councilmembers to elevate resident concerns while protecting active work from constant disruption. The queue would need to distinguish between urgent safety issues, routine maintenance, capital projects, policy requests, and items that require future budget consideration. 3 May 5, 2026 Vice Mayor Robinson Patrick Seals (CMO) Could technology be used to implement a request-tracking system that would: 1) route requests to the proper party, 2) create an accountability trail 3) Andre stamp requests so we can track how long they’ve been in queue, 4) prioritize requests according to the existing matrix we are using for CIP, 5) have a way where these requests are visible to the public and all council members so we understand volume and wait times? Staff support exploring a technology-based request tracking system that would route requests, document accountability, track response times, prioritize work based on the adopted matrix, and provide transparency to the City Council and the public. Subject to available staff capacity, this effort could be evaluated beginning in FY 2026-27, potentially in the third quarter. 4 May 5, 2026 Vice Mayor Robinson Patrick Seals (CMO) Could the City recommend adding a fourth focus to our priorities—specifically, ALS and Fire Station improvements? This was a major commitment we made as a council, and prioritizing this long-term project would reflect our dedication to the community.

Yes. Adding ALS and Fire Station Improvements as a fourth priority area is appropriate and would reaffirm the City Council’s commitment to strengthening emergency medical response capabilities and modernizing critical public safety infrastructure for the long term 5 May 5, 2026 Vice Mayor Robinson Patrick Seals (CMO) In developing these recommendations, did Dr. Mia meet with City Council Members to better understand the role of elected officials in the budget development process and their responsibility to respond to and address community concerns? Dr. Mia Settles-Tidwell and City staff understand that City Councilmembers regularly receive inquiries and requests from constituents and community stakeholders, and that responding to those concerns is an important part of their role. At the same time, staff have experienced a significant increase in the volume and complexity of requests submitted directly by individual Councilmembers, including requests that involve work products or analyses intended for consideration by the full City Council. While staff are committed to supporting the City Council, the current volume of requests has created operational challenges and has affected staff capacity to advance adopted Council priorities and carry out day-to-day departmental responsibilities. Establishing a more structured process for submitting and prioritizing Council requests would help ensure that staff resources are aligned with the City Council’s collectively adopted goals and work plan. 6 May 5, 2026 Vice Mayor Robinson Nickie Mastay/Emily
Combs (Internal Services/Finance)
Are there any outdated or unused positions that could potentially be removed from position control to help streamline operations? City staff has analyzed this and determined that positions may be utilized to support City goals and priorities in the upcoming fiscal year based on strategic hiring. 7 May 5, 2026 Vice Mayor Robinson Patrick Seals (CMO) Which City commissions could be considered for consolidation or elimination to improve efficiency and reduce duplication of effort, and what specific actions could the City Council take to support and facilitate a commission streamlining process? A preliminary recommendation from staff is to end any Board or Commission that has not met consecutively for the last three months. Staff will bring forward a formal recommendation early in the next fiscal year. 8 May 5, 2026 Vice Mayor Robinson Patrick Seals (CMO) Would it be feasible to consolidate the Race and Equity-related commission functions with the Black Resiliency Fund governance structure, and how would such a consolidation impact the scope, accountability, and effectiveness of each body within the City’s broader equity framework? Yes, staff can evaluate the potential consolidation of the Race and Equity initiative with the Black Resiliency Fund for efficiency and alignment of resources.

Page 1 of 5 ends

DRAFT Attachment 7 – Draft City Council Budget Checklist

CITY COUNCIL BUDGET CHECKLIST
Line City Council Meeting Date Councilmember Staff Assigned Councilmember Question Response 9 May 5, 2026 Vice Mayor Robinson Mubeen Qader
(Finance)
Can an overtime analysis be provided that identifies current overtime trends, primary cost drivers, and departments with the highest utilization, along with an assessment of potential cost savings associated with strategies to reduce overtime expenditures? Yes, reducing overtime can generate cost savings; however, the ability to reduce overtime varies depending on operational requirements, staffing levels, and service demands.A significant portion of the City’s overtime occurs in public safety departments, where minimum staffing requirements, emergency response, investigations, training, and backfilling for vacancies or leave require 24/7 staffing coverage. In these cases, some overtime is operationally necessary to maintain service levels and meet contractual, legal, and public safety obligations.The proposed FY 2026-27 budget already includes efforts to reduce overtime costs where feasible, including an approximately 14 percent reduction in sworn overtime projections based on updated staffing assumptions and operational trends. The reduction is primarily based on the assumption that the Police Department will continue progressing toward full staffing in FY 2026–27. To the extent staffing levels are not achieved as projected, associated vacancy savings would help offset higher overtime costs.Recent budget updates also reflect that sworn overtime has already been adjusted to align with actual demand for service, confirming that current overtime usage reflects operational necessity rather than discretionary spending. Year-to-date overtime actuals from July through March have also trended downward, from approximately $3.53 million in FY 2024–25 to approximately $3.04 million in FY 2025–26.

Overtime data is regularly provided to the City Council through monthly financial reporting, including the City’s Investment and Cash Balance Report, Monthly Overtime Reports, Documentary Transfer Tax Report, and OPEB and Pension Reports. Staff will continue monitoring overtime trends to identify opportunities to improve scheduling and reduce avoidable overtime where operationally feasible while maintaining essential City services. 10 May 5, 2026 Vice Mayor Robinson Mubeen Qader/Jerry
Gurule (Finance)
Can recommendations be provided for potential cost-saving opportunities across the organization, prioritized in approximate order of ease of implementation (from most immediately achievable to most complex or longterm), with an understanding that the sequencing may be preliminary or estimated? The proposed strategies represent policy-level guidance for adoption by the City Council; however, additional analysis would be required before specific cost savings can be quantified.Many of these ideas may provide opportunities for long-term operational efficiencies or cost savings; however, pursuing and implementing these initiatives often requires significant staff time and effort beyond day-to-day operations and ongoing special projects.Personnel costs make up the majority of the City’s operating expenditures and are directly tied to the delivery of core public services. As a result, meaningful long-term cost savings typically require balancing operational impacts, staffing needs, service levels, and organizational priorities. Non-personnel expenditures make up a smaller portion of the General Fund budget, but there may still be opportunities to improve efficiency and reduce costs over time.Potential opportunities for cost savings and operational efficiencies include:
a.Evaluate Early ReƟrement IncenƟve Programs: Evaluate whether targeted early reƟrement incenƟve programs may create opportuniƟes for long-term salary and benefit savings while balancing operaƟonal continuity, institutional knowledge, and service delivery impacts. b.UƟliƟes and TelecommunicaƟons Audit: Review uƟlity usage, telecommunicaƟons services, inacƟve lines, billing discrepancies, and departmental allocaƟons to idenƟfy potenƟal savings opportuniƟes.c.Technology and Process Improvements: ConƟnue improving internal workflows, automaƟon, Enterprise Resource Planning (ERP) soŌware funcƟonality, and digital processes to improve efficiency and reduce manual work.d.Long-Term Financial Strategies: Evaluate opportuniƟes related to investment management, pension and OPEB funding strategies, liquidity management, and debt restructuring opportuniƟes where appropriate and financially beneficial. Examples may include integrating cash, investments, debt, and pension/OPEB management into a more unified treasury strategy; strengthening Section 115 Trust funding to improve long-term financial flexibility; enhancing investment strategies and liquidity monitoring to improve returns while maintaining adequate cash flow; and evaluating refinancing or restructuring opportunities, such as the Civic Center Bond, to support future capital needs and reduce long-term cost escalation. e.Fleet & Asset UƟlizaƟon OpƟmizaƟon: Implement data driven fleet and asset management pracƟces to reduce ownership and operaƟng costs. Strategies may include assessing underuƟlized vehicles and equipment for potential reduction, consolidating specialized assets across departments, improving preventative maintenance scheduling, and adopting telematics to track usage and right size the fleet. Optimizing lifecycle management, resale timing, and shared use models can generate meaningful long term savings while maintaining operational readiness. 11 May 5, 2026 Vice Mayor Robinson Chief Simmons (PD) Can the current use of temporary holding facilities be described in greater detail, including how many positions are affected, in which departments this practice is occurring, the duration and frequency of these assignments, and the operational or budgetary impacts, in order to clarify the overall scope of the issue? Our temporary holding facility is a critical operational component that enables Richmond Police Department officers to efficiently process and book arrestees locally before transporting them to the Martinez Detention Facility. This process significantly reduces the amount of time patrol officers are out of service and unavailable to respond to calls within the city.

Currently, when an officer must personally transport and book an arrestee in MarƟnez, the average Ɵme that the officer is out of service is nearly two hours. By using our temporary holding facility and dedicated professional staff, officers can quickly return to patrol duties while holding staff conduct scheduled transport runs to Martinez. This model greatly improves patrol staffing availability and operational efficiency. At present, the temporary holding facility is staffed by six professional staff members. However, the unit is experiencing significant staffing challenges: One employee is currently out on injury leave; one employee is out on long-term sick leave; and one employee is still in training and is not yet able to work independently. Additionally, I do not anticipate the employee on injury leave returning to the department, and the employee on long-term sick leave is currently applying to become a police officer. As a result, the unit is operating effectively with minimal staffing.Without timely backfilling of these positions once they become vacant, there is a substantial risk that the temporary holding facility may be forced to reduce operations or close intermittently due to insufficient staffing. If that occurs, patrol officers would once again be required to leave the city for extended booking trips to Martinez, negatively impacting response times, patrol visibility, and overall service delivery to the community. 12 May 5, 2026 Vice Mayor Robinson Chief Simmons (PD) What reductions or reallocations within the City budget would be necessary to accommodate staffing levels recommended by the Grand Jury, given that approximately 35% of the budget is currently allocated to public safety, and what service impacts or tradeoffs would likely result from those adjustments? This is a policy question determined by City Council. City Council must balance the budget while taking into consideration Community Services, Public Works, Community Development, and Public Safety.

Page 2 of 5 ends

DRAFT Attachment 7 – Draft City Council Budget Checklist

CITY COUNCIL BUDGET CHECKLIST
Line City Council Meeting Date Councilmember Staff Assigned Councilmember Question Response 13 May 5, 2026 Vice Mayor Robinson Chief Simmons (PD) Given that the City previously experienced its highest crime and homicide rates during a period with the largest number of sworn officers, how can the City design a public safety strategy that focuses on measurable crime reduction outcomes rather than simply increasing sworn staffing levels, and what planning approaches or performance metrics should be used to ensure staffing decisions are tied to actual reductions in crime and improved community safety? While homicide rates are certainly an important metric when evaluating public safety trends, they represent only one component of a much broader picture. There are many additional indicators that shape residents' sense of safety in their community, including violent crime trends, property crime, response times, visible disorder (blight, graffiti, ECT), traffic safety, quality-of-life concerns, and the level of trust and engagement between the community and the police department.Crime reduction should not be approached solely through increasing sworn officer staffing levels without a corresponding operational strategy. Instead, the objective should be to design a police department with the capacity, flexibility, and community partnerships necessary to effectively prevent crime, address underlying contributing conditions, and sustain long-term public trust.A key component of that strategy is ensuring the department is staffed sufficiently to allow officers time to engage proactively, not just respond reactively from call to call. When staffing levels are critically low, officers spend nearly all their time responding to 911 calls and handling immediate crises, leaving little opportunity to build meaningful relationships with neighborhoods, businesses, schools, faith leaders, youth organizations, and community stakeholders. Those relationships are critically important because they ultimately lead to trust, cooperation, information sharing, and collaborative problem-solving.In the broader picture, it is also my goal that officers have the time and operational capacity to work collaboratively with community-based organizations, social service providers, schools, and other City departments to address the root causes of crime and quality-of-life issues. This philosophy is codified in the Richmond Police Department’s mission statement and has long been part of Richmond’s communityoriented policing model.Modern policing strategies are most effective when they combine targeted enforcement with prevention, intervention, relationship-building, and data-informed deployment strategies. That includes:
•Focusing resources on repeat violent offenders and high crime locations. •Investing in investigative capacity to improve clearance rates and accountability. •Using technology and data analysis to deploy resources strategically. •Partnering with community organizations and violence prevention programs. •Supporting youth intervention and diversion efforts. •Improving officer wellness and retention to maintain experienced personnel; and •Ensuring patrol officers have adequate time for proactive engagement and problem-solving. Ultimately, the objective is not simply to grow the department's size, but to build a sustainable public safety model that balances enforcement, prevention, accountability, and community partnerships in a way that meaningfully reduces crime and improves residents’ quality of life. 14 May 5, 2026 Vice Mayor Robinson Chief Simmons (PD) How many officers would you need to have a functional investigations department? Could these be from the existing budgeted positions or would they need to be new positions and why? The department is currently budgeted for 147 sworn officer positions, and we currently have approximately 129 officers staffed. Before we can fully evaluate expanding specialty assignments or significantly growing our investigations division, we must first hire to our currently authorized staffing level and stabilize core operations.

It is also important to understand that police staffing is not an immediate process. When we hire a new officer, that individual must first complete the police academy, which takes approximately 6½ months.

After graduating from the academy, the officer must complete an extensive field training program that generally lasts an additional 5–8 months before they can work independently and provide solo police services to the community. As a result, the average timeline from hiring to full operational deployment is approximately 14 months. Additionally, staffing projections are impacted by several factors, including: Injuries and extended leave. •Officers who do not successfully complete probaƟon. •Recruits who do not pass the police academy; and •AƩriƟon due to reƟrements or resignaƟons.

With respect to investigations specifically, a functional investigations division requires sufficient staffing not only to investigate violent crime and complex cases, but also to maintain proactive follow-up, victim support, case management, intelligence-sharing, and partnership work with prosecutors and allied agencies. However, specialty assignments, such as investigations, are often the first areas affected when patrol staffing is critically low, because personnel must be reassigned to maintain minimum patrol operations and emergency response capabilities. To properly staff patrol, I need approximately 10 more working solo officers and approximately 8 more experienced officers who can be assigned to investigations. For that reason, my current position is that we should first focus on hiring to the existing authorized strength of 147 officers, stabilize patrol operations and specialty assignments, and then reevaluate the longterm needs of the City and the Police Department at that time. Once we achieve staffing stability, we will be in a much better position to assess whether additional investigative positions are needed beyond the currently budgeted staffing levels and what deployment model would best support long-term crime reduction strategies. 15 May 5, 2026 Vice Mayor Robinson Daniel Chavarria (PW) How can the City establish the previously approved $10 million allocation for paving as a baseline minimum in the ongoing budget process, and what mechanisms (e.g., policy adoption, multi-year budgeting framework, or maintenance funding strategy) would be needed to ensure this level of investment is sustained as the “new normal” for pavement maintenance? Yes, approximately $10M was allocated to pavement in FY 2025-26. However, the ongoing baseline pavement funding is approximately $6.3M from Highway User Tax Account (HUTA) and Senate Bill 1. The remaining amount was funded from available fund balances in Gas Tax, Measure J, and General Capital as a one-time allocation for the Cape Seal project. To make $10M the new annual minimum for paving, the City would need to identify approximately $4M in additional ongoing funding each year, either from the General Fund or another sustainable source. It is also important to clarify what a $10M annual paving budget achieves. Based on the pavement model, even with an annual pavement budget of $10M, the City’s Pavement Condition Index, or Pavement Condition Index (PCI), is projected to drop from 59 to approximately 53 in 10 years. The current $6.3M baseline is projected to drop further, to 48, while an $18M annual paving program performs substantially better over the same period, increasing the PCI to 64.In addition, Public Works is bringing the Complete Streets Improvement Elements Project Funding Allocation Plan to City Council on May 19. If Council approves the recommended allocation, pavement investment this fiscal year would increase by an additional $3.67M. This would come from the previously appropriated $6.27M Complete Streets Improvements project funds. The proposed pavement allocation includes $1.67M for citywide paving near Boorman, Wendell, and Shields-Reid Parks, and $2.0M for localized pavement and striping improvements along Richmond Parkway.Staff support establishing a higher annual paving baseline, but that requires an ongoing funding policy decision. One-time allocations help accelerate work each year, but they do not create a sustainable annual paving program by themselves. Staff recommend that the City Council limit the number of new program requests in order to align expenditures with available financial and staffing resources. Prioritizing core services and critical operational needs will help ensure long-term fiscal sustainability and efficient allocation of City resources. 16 May 5, 2026 Vice Mayor Robinson Daniel Chavarria (PW) Staff has emphasized that no new projects should be initiated and that the focus should remain on completing work already on the table first. However, a Parks and Recreation Commission update indicated that a new Parks Master Planning process is proposed to begin this year. Given the significant staff and community capacity required for such an effort, and the number of existing assessments that are still in progress, what is the rationale for initiating a new master planning process at this time, and how does this align with the City’s current prioritization of completing existing work before launching new initiatives? Response is incorporated into the question below.

Page 3 of 5 ends

DRAFT Attachment 7 – Draft City Council Budget Checklist

CITY COUNCIL BUDGET CHECKLIST
Line City Council Meeting Date Councilmember Staff Assigned Councilmember Question Response 17 May 5, 2026 Vice Mayor Robinson Daniel Chavarria
(PW)/Lina Velasco (Community Development)
Is a new parks master plan included in your budget request? If so how much? There is a distinction between adding new capital projects and undertaking planning work that helps prioritize future investments. Staff’s recommendation was that the City should not continue adding new discretionary capital projects to the current delivery pipeline without considering sequencing, funding availability, and staff capacity. The Parks Master Plan supports the Programmatic Approach by helping staff and City Council organize existing park needs, evaluate service gaps, establish priorities, and create a more transparent framework for future parks investments.

At the Recreation and Parks Commission, staff presented the following sequence: complete current projects, plan for requested projects, update the Parks Master Plan, establish the Parks and Open Space Program, and update standards and guidelines. The same presentation also identified a future workplan concept that would limit the number of parks under renovation at one time to help maintain service levels. Staff’s intent is to sequence this carefully. Most current park projects are anticipated to be completed by fall 2026. Early work on the Parks Master Plan update for next fiscal year is anticipated to consist of project scoping, Request for Proposal (RFP) preparation, and possible consultant selection. Project kick-off and community engagement would occur likely in FY 2027-28. Staff is proposing doing engagement for the Park Master Plan in conjunction with the General Plan update which includes a Parks and Recreation Element, Community Health and Wellness Element, and Open Space and Natural Resources Element. Coupling these efforts will ensure the Parks Master Plan is integrated into the City’s long-range planning goals and implementing actions. The Project Scope and RFP issuance will be coordinated closely with Community Development. Given the anticipated timing of the Parks Master Plan update, no funding is being requested in the FY 2026-27 budget. Depending on the final scope for the project, staff estimate the cost to be approximately $300,000 to $400,000. Finance confirmed that the existing parks funding was not originally allocated specifically for a Parks Master Plan; it was identified for Boyd Park, Rain Cloud Park, City-wide playground equipment upgrades, play structure replacement, and bathroom assessments. 18 May 5, 2026 Jimenez Lina Velasco
(Community Development)
In the context of the Macdonald Avenue Task Force, additional housing development, revenue enhancement, and downtown revitalization efforts, what is the current staffing level in the Housing Division, and is that staffing level sufficient to support the City’s existing and anticipated workload in these areas? There are currently three filled positions and one vacancy in the Housing Division. Staffing levels are sufficient for current programs and grant-funded projects; however, additional projects or program expansions would generate the need for more staff and require a revenue source or grant funds to cover the additional costs of hiring personnel. 19 May 5, 2026 Jimenez Lina Velasco
(Community Development)/ Patrick Seals ( CMO)
Does Community Development have proper staffing levels to accomplish the goals that were shared tonight? Additional staff is needed in all divisions; however, current revenues are not sufficient to cover additional staffing levels. 20 May 5, 2026 Jimenez Daniel Chavarria (PW) $10 million was allocated in paving this year, is that correct? Yes. For FY 2025-26, approximately $10M was allocated for paving. The ongoing baseline pavement funding is approximately $6.3M from Highway User Tax Account (HUTA) and SB 1, and the remainder came from available balances in Gas Tax, Measure J, and General Capital as a one-time allocation. In addition, if City Council approves the Complete Streets Improvement Elements Project Funding Allocation Plan on May 19, 2026, pavement investment this fiscal year would increase by another $3.67M. That amount is part of the previously appropriated $6.27M Complete Streets Improvements project funding and would not create an additional General Fund impact. It is also important to clarify what a $10M annual paving budget achieves. Based on the pavement model, even with an annual pavement budget of $10M, the City’s Pavement Condition Index, or PCI, is projected to drop from 59 to approximately 53 in 10 years. The current $6.3M baseline is projected to drop further, to 48, while an $18M annual paving program performs substantially better over the same period, increasing the PCI to 64. 21 May 5, 2026 Wilson Daniel Chavarria (PW) CIP scores are provided for 57 projects; however, the funding status for each project is not clearly identified, and the phasing plan is not readily discernible. Specifically, it is unclear which projects are funded in Year 1, Year 2, Year 3, and beyond, as well as what is proposed for funding in the upcoming fiscal year. Please clarify the funding status and multi-year implementation schedule for the identified projects? Staff agrees that the next step is to make the Capital Improvement Program (CIP) scoring easier to connect to funding status and timing. The scores are helpful, but City Council also needs to see whether a project is funded, partially funded, unfunded, in planning, in design, in construction, grant-dependent, or not yet ready for implementation.The CIP and major Public Works capital priorities are scheduled for discussion on May 26, 2026. For that discussion, staff should work toward presenting the projects in a clearer format showing: project score, current phase, funding status, funding source, estimated cost, readiness, and proposed year of implementation. 22 May 5, 2026 Wilson Patrick Seals (CMO) Councilmembers will bring ideas and I don’t expect for everything to be implemented, can staff come up with ideas on tracking, prioritizing, and establishing timelines, maybe that will help reduce pressure on staff? It would be helpful for the City Council to review all City Council requests from January 2025 to present to prioritize initiatives and potentially defer or remove items based on available staffing and financial resources. City staff are currently focused on several major operational and capital priorities, including the Coordinated Outreach Referral, Engagement (CORE) services, Veolia contract implementation and oversight, parks improvements, innovation initiatives, completion of the library renovation project, implementation of Advanced Life Support (ALS) services, and fire station upgrades. Establishing clear priorities will help ensure staff resources remain aligned with the City Council’s highest-priority goals and critical service needs.Yes. Staff supports developing a structured process to track, prioritize, and establish timelines for Councilmember and resident-generated requests. This would help reduce pressure on staff because requests would not have to be handled informally or repeatedly through separate emails and follow-ups.A good system should include intake, routing, status tracking, prioritization criteria, funding status, estimated timing, and public visibility where appropriate. For transportation and traffic safety, this is already the direction of the Neighborhood Safety and Access Program, which is evaluating more than 500 existing resident requests and moving toward a data-driven five-year program plan.The broader goal is to move requests into a transparent prioritization online system so staff can be responsive without constantly reshuffling active work. 23 May 5, 2026 Bana Patrick Seals (CMO) The unhoused community is a major area of responsibility across multiple City departments. Can navigation centers be developed on vacant lots, including consideration of zoning, funding, and site feasibility? How can the City shift its approach to more effectively address homelessness through coordinated, cross-departmental strategies, and what changes in policy, operations, or resource allocation would be required? Addressing homelessness requires a coordinated regional approach and ongoing collaboration with Contra Costa County, which is the lead agency for many homelessness services, behavioral health programs, housing resources, and funding opportunities. The City can continue to partner with the County and community organizations to evaluate potential strategies, including navigation centers, temporary housing options, and supportive services on available sites where feasible and appropriate. Any long-term solution will require coordination of funding, services, site suitability, operational capacity, and community engagement. 24 May 5, 2026 Bana Nickie Mastay/Emily
Combs (Internal Services/Finance)
How can the permitting process be streamlined to reduce delays and improve efficiency? The length of time required to issue a permit depends on the scope and complexity of the project. Smaller, routine permits are generally processed more quickly, while larger or multi -disciplinary projects require additional technical review across departments. In addition, staff continue to work closely with the City’s permitting system vendor, iMS, to resolve remaining system issues and implement efficiency upgrades. As reflected in the ongoing Phase II feature development and troubleshooting with the vendor, these improvements are designed to enhance automation, streamline workflows, reduce manual steps, and provide clearer communication for applicants. 25 May 5, 2026 Bana Patrick Seals (CMO) Can bar charts be used alongside tables to display and visualize data? Yes, staff can incorporate bar charts alongside tables, when feasible, to improve readability and visual comparison of data.26 May 5, 2026 Bana Patrick Seals (CMO) Can values be added next to new programs and projects, and can those items be prioritized based on dollar value (e.g., lower-cost items such as $5K implemented sooner and higher-cost items such as $5M deferred or scheduled later)? Yes, staff can include estimated project costs and use cost as one factor in prioritizing programs and projects.

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DRAFT Attachment 7 – Draft City Council Budget Checklist

CITY COUNCIL BUDGET CHECKLIST
Line City Council Meeting Date Councilmember Staff Assigned Councilmember Question Response 27 May 5, 2026 Bana Mubeen Qader
(Finance)/Patric Seals ( CMO)
Why does the City allocate $529,000 to the Rent Program if the City does not have direct oversight or control over its administration and outcomes? On June 17, 2025, the City council approved a Cooperative Cost Pool Agreement with Richmond Rent Board., and per the agreement the City agreed to credit the cost pool charges. City staff recommend that the City Council direct the Deputy City Manager to draft a formal communication to the Rent Program Board requesting the initiation of a workflow and key performance indicator (KPI) study. The purpose of the study would be to evaluate operational efficiency, staffing levels, and service delivery metrics to identify opportunities to streamline operations and reduce ongoing staffing costs.The recommendation is intended to ensure that the Rent Program’s staffing structure and associated cost pool remain aligned with citywide operational standards and fiscal practices. Over time, the Rent Program’s staffing levels have increased by approximately 30 percent, resulting in corresponding increases to the program’s cost pool and the City’s staffing subsidy. Conducting an independent workflow and KPI assessment would provide data-driven analysis regarding workload demands, operational processes, productivity measures, and appropriate staffing levels. 28 May 5, 2026 Bana Patrick Seals (CMO) Can a centralized Grant Program Office be established or outsourced to manage grant research and application functions, allowing City staff to focus primarily on implementation and program delivery? Currently, departments apply for grants directly based on their expertise and programmatic needs, while the Finance Department provides oversight by tracking grant activity, monitoring compliance, and ensuring proper financial reporting and accountability. 29 May 5, 2026 Bana Daniel Chavarria (PW) Can the Facilities Asset Inventory (assessment) results be shared? The Facilities Asset Inventory will be presented to City Council on May 26, 2026, or in one of the City Council meetings in July 2026. On May 5, 2026, Public Works staff shared with the City Council major facility repair investments needed at this time. The summary is that 41 general buildings in Richmond require an estimated investment of $28M in repairs and ADA upgrades, while 10 community centers require an estimated investment of $13M in repairs and ADA upgrades. The current total repairs and ADA upgrades for facilities in Richmond is approximately $41M, and does not include cost related to ongoing maintenance. 30 May 5, 2026 Bana Chief Osario
(Fire)/Patrick Seals (CMO)
Can clarification be provided regarding the absence of the anticipated Fire Chief item from the May 5, 2026, City Council agenda, and confirmation as to whether this position and associated costs are included in the proposed budget? The Wildfire Preparedness Ad Hoc Presentation will be presented at the May 19, 2026, City Council Meeting as part of New Business. If there is a request for funding, City Council can make the request after all the conclusion of departmental budget presentation.
31 May 5, 2026 Bana Chief Simmons (PD) Has ROCK helped reduce the workload for the Police Department? The addition of Reach Out with Compassion and Kindness (ROCK) community crisis response program (CCRP) personnel has not yet resulted in a measurable reduction in calls for service related to the Police Department. However, ROCK personnel have assisted Richmond Police Department officers on numerous calls for service and have been extremely helpful and greatly appreciated. Their support has provided valuable assistance to officers in the field, even though RPD officers still respond to many of these incidents alongside them. 32 May 5, 2026 Bana Josef Munoz (PW) Is there any cost estimate for a sub-station on Hilltop? Staff does not currently have a verified cost estimate for a Hilltop sub-station for a fire/ALS facility. Once the scope, site assumptions, operating model, staffing needs, and responsible department are defined, staff can develop a rough order-of-magnitude estimate. Just keep in mind that there is more than $41M in repairs and ADA upgrades needs between 41 general buildings and 10 community centers. This does not include any new facility. 33 May 5, 2026 Bana Daniel Chavarria (PW) Can public safety priorities such as signage and roadway markings (e.g., painting and striping) be prioritized within the City’s maintenance and capital programs.

Yes. Public safety improvements such as signage, striping, pavement markings, crosswalks, and speed management tools can and should be prioritized, especially where there is documented crash history, proximity to schools or parks, high pedestrian activity, or inclusion in a high-injury corridor. The key is to prioritize these improvements through the Local Road Safety Plan, the Neighborhood Safety and Access Program, and the CIP process so we focus limited resources where they will have the greatest safety impact. Some lower-cost improvements may be handled operationally, but larger improvements often require design, funding, procurement, construction timing, and sometimes grant compliance. Is the total pavement value is around $800M, a rough order-of-magnitude estimate for what you are proposing is $50M. Part of this amount was included in the $18M/yr for paving, but not all of it. 34 May 5, 2026 Bana Daniel Chavarria (PW) What does term streetscape mean? The term streetscape generally refers to the visible public realm along streets: landscaping, medians, sidewalks, street trees, lighting, benches, trash receptacles, signage, and other features that affect the appearance, safety, accessibility, and usability of a corridor. In the parks/open space context, streetscape includes landscaped areas, medians and public-facing outdoor assets that PW helps maintain outside traditional park boundaries.
35 May 5, 2026 Mayor Martinez Patrick Seals (CMO) With 684 full-time equivalents (FTEs) currently budgeted, what process is used to determine the allocation of the 13 new positions across departments, and how is alignment ensured with organizational priorities and workload demands? Due to minimum staffing requirement the City Manager is required to hold the remaining positions for sworn police officers.

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Richmond City CouncilMay 26, 2026

Richmond City Council
May 26, 2026