FY 2025-26 Quarter 4 Financial
Report and Administrative
Budget Adjustments
1 Shasa Curl, City Manager
Nickie Mastay, Deputy City Manager, Internal
Services
Emily Combs, Director of Finance
Mubeen Qader, Deputy Director of Finance
Jerry Gurule, Accounting Manager
Antonio Banuelos, Accounting Manager
City of Richmond
September 15, 2026
DRAFT
Shields-Reid Park
2 • Recommended Action
• Fiscal Horizon and Long-Term Financial Outlook
• Economic Environment & Fiscal Uncertainty
• General Fund Reserve and Limited-Term Revenue
• Key Emerging Fiscal Pressures
• General Fund Revenue and Expenditures
• Non-General Fund Revenue and Expenditures
• Proposed Budget Adjustments
• Grants & CIP Highlights
• Richmond Promise FY 2026-27 Funding
Recommendation
• Limited-Term Revenue Community Engagement
Options
• Next Steps
Hacienda Heights
Overview
RECEIVE the Fiscal Year (FY) 2025-26 Quarter 4 (Q4)
Financial Report for the period ending June 30, 2026,
and the attached FY 2025-26 Quarter 3 (Q3) Financial
Report for the period ending March 31, 2026;
ADOPT a resolution to APPROPRIATE proposed FY 2025-
26 year-end administrative budget adjustments; and
Appropriate Environmental and Community
Investment Agreement (ECIA) funds in FY 2026-27 for
Richmond Promise Program;
PROVIDE DIRECTION regarding the timing of the Limited-
Term Revenue Community Engagement process and
its coordination with public-safety labor negotiations
and other City Council-directed plans, studies, and
assessments
3 Miraflores Greenbelt Workday
Recommended Action
4 • Preliminary FY 2025-26 results indicate the City can maintain the 21% reserve and preserve the $48.5M Limited-Term Revenue balance. • The preliminary $3.44M shortfall is addressed using interest earnings. • Core General Fund operations show a $9.8M deficit when Limited-Term revenue is excluded.
• Rising personnel costs and pending public-safety labor agreements may further constrain future financial capacity.
Bottom line:
The City is meeting key fiscal requirements in the preliminary outlook, but structural pressures persist, and any increases in appropriations from now and going forward will create a General Fund deficit and reduce the City’s ability to maintain the 21% reserve target.
Overall Financial Outlook
5 FY 2024-25 General Fund Forecasts – Presented May 7, 2024 5 6
FY 2025-26 General Fund Forecast – Presented June 17, 2025 6 7
General Fund Forecasts FY 2026-27 - May 26, 2026
7 8
General Fund Forecasts Comparison (Middle of the Road)
Forecast Forecast Forecast Forecast Forecast
FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30
Total Revenue 308,553,519 316,277,163 324,258,355 332,917,155 341,382,665 Total Expenditures 260,053,519 271,165,154 280,948,933 293,702,601 303,101,122 Net Deficit (-)/Surplus(+) 48,500,000 45,112,009 43,309,422 39,214,554 38,281,543 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 Presented May 7, 2024
Presented June 17, 2025
Presented May 26, 2026
8 9
General Fund Forecasts Comparison (Middle of the Road)
$268.9
$260.1
$268.4
$258.8 $260.1 $263.3
$48.5 $48.5
$200
$220
$240
$260
$280
$300
Presented May 7, 2024 Presented June 17, 2025 Current
Millions
FY 2025-26
Middle-of-Road Forecast Comparison
Expenditures Revenues Balance of Limited-Term Revenue
Gap: $5.1M
• Inflation remains elevated and continues to
drive uncertainty in the City’s long-term
financial outlook.
• CPI increases in the Bay Area raise the cost of
energy, transportation, shelter, and
insurance.
• PCE trends show nationwide growth in
service-sector costs that affect City labor
and contracted services.
• Rising costs affect equipment, vehicles,
utilities, construction materials, and core
services.
• Volatile economic conditions may weaken
key City revenues such as Sales and Use Tax
and Business Tax.
• These trends create uncertainty for forecasts
and make long-term planning more difficult.
10 Economic Environment, Inflation, and Fiscal Uncertainty
• Inflation increases City operating costs faster than revenues can keep pace.
• Persistent inflation heightens pressure on the General Fund and limits flexibility for future commitments.
• Higher costs may slow capital project delivery and increase the risk of project delays or reductions.
• Elevated cost trends may require continued use of vacancy savings and may reduce future financial capacity.
• Economic volatility affects revenues that support public safety, public works, and core community services
11 Fiscal Risk and Impacts on Richmond
12 Average Base Wage Increases by Bargaining Unit since FY 2021-22* • Catherine updating
Date RPOA RPMA Local 188 RFMA SEIU General
Employees
IFPTE
Mid-
Management
IFPTE
Executive
Management
2005
2006 5% 5% 5% 5% 3.75% 3.75% 3.75%
2007 9% 9% 8% 8% 7% 7% 3.5%
2008 5% 5% 4% 7% 4% 4% 7%
2009 5% 5% 2% 3% 4% 4% 6%
2010 2.5% 5%
2011 5% 5%
2013 5.5% 6% 6% 2% 2% 2%
2014 3% 3% 2% 2% 1% 2%
2015 3% 3% 4% 4% 3.03% 4% 2%
2016 3% 6% 6%
2018 1% 1% 1%
2022 5% 1% 1%
2023 4% 13.5% 4% 4% 5% 5% 5%
2023 Class & Comp
Study** 4% 4%
2024 8% 7% 4% 4% 4% 4% 5%
2025 4% 6.5% 8% 5.5% 9% 9% 9%
2026 5% 5% 5% 5%
Total 65.00% 72.00% 60.00% 54.50% 51.78% 51.75% 51.25%
*Does not include other incentive increases such as education incentive, longevity, etc. **Base wage increase from comp study; does not include increases from individual classification range changes • Staffing growth: 581 → ~679 FTEs (FY 2020–21 → FY 2025– 26), (+98, ~17%)
• Personnel costs extend beyond wages - CalPERS
pensions, retiree healthcare/OPEB, active employee
healthcare, workers’ comp, other benefits
• FY 2025–26 MOUs finalized: SEIU Local 1021, IFPTE Local 21 (Mid-Mgmt & Exec-Mgmt), IAFF Local 188, retro to July 1, 2025
• Pending public-safety MOUs: (RPOA, Police
Management, Fire Management); impacts could further
reduce Limited-Term Revenue
• FY 2026–27 baseline relies on ~12% vacancy savings
($16.5 Million); as positions are filled, savings decline while ongoing personnel costs continue to outpace
General Fund revenues
13 Personnel Costs & Labor Agreements
Spirit and Soul Festival in downtown Richmond
• CJPRMA supplemental liability assessment: City share ≈ $5.6M over 10 years (~$562K/yr), beginning July 1, 2027
• AB 1383 (pension reform): lowers safety retirement age factor to 55; increases pensionable compensation limits; status: enrolled (Aug 30, 2026); est. City impact ≈ $404K–$1.0M annually (beginning FY 2026–27; long-term cost uncertain)
• Limited-Term Revenue Community Engagement and City-wide initiatives: maintain the $48.5M target and request Council direction on whether to defer engagement until public-safety labor negotiations conclude, defer until completion of the Facility Needs Assessment Plan, or proceed concurrently while coordinating mandated plans to reduce duplication and community fatigue
14 Emerging Obligations & Council Direction
City staff recommends that the City Council provide direction by selecting one of the following options:
• Option A: Defer the Limited-Term Revenue Community Engagement process until completion of the Facility Needs Assessment Plan and evaluate opportunities to pause, consolidate, coordinate, or streamline the other City Council-directed plans, studies, and assessments. • Option B: Defer the Limited-Term Revenue Community Engagement process until public-safety labor negotiations are completed. Other City Council-directed plans, studies, and assessments would continue as planned.
• Option C: Proceed with the Limited-Term Revenue Community Engagement process concurrently with public-safety labor negotiations and the other City Council-directed plans, studies, and assessments. 15 Limited-Term Revenue Community Engagement
and City-wide initiatives Consideration
FY 2025–26 Grants & Q4 CIP Highlights
• Grants & External Funding: >$336M in active grants; $31.4M in anticipated awards; ~$86.5M in applications submitted.
• Capital Improvement Program (Q4 Highlights):
• 7th St Bike Lane NOC filed; Automated Transit Network Study completed • 2026 Arterial Base Repair design near completion
• Influent Pump Station slide gate completed
• Greening the Yellow Brick Road moved into closeout
• Active Construction & Operations:
• Main Library Infrastructure, Area FM Cap, Bridge Preventive Maintenance (Richmond Pkwy & 13th/Pennsylvania), Art & Lighting Phase 3
• Shields-Reid Park reopened July 2026.
• Street paving, Rubberized Cape Seal curb ramps, accessibility improvements near Fire Station 67
• Sidewalk shaving and crosswalk-daylighting on High-Injury corridors • Streetlights Program:
• 11 solar lights installed (Potrero Circle 2, Clinton Ave/Tiller Park 3, 27th St. lot 6) • Next phase: Nicholl Park, Booker T. Anderson Park, Carlson Blvd (north) 16 Richmond Promise - FY 2026-27 City Funding Recommendation • Proposed City Investment: $2.2M (FY 2026-27)
• Program Snapshot
• 4,600+ total scholars served since 2016
• ~1,300 scholars supported annually
• Scholarship model: $1,500/year
• Operational Impact of City Funding:
• Maintains scholarship availability beyond 2027
• Supports full matriculation for additional student cohorts • Strengthens long-term organizational viability
• Context for FY 2026-27 Budget:
• City’s Limited-Term Revenue and General Fund reserve targets remain intact under preliminary projections
• Funding amount aligns with anchor funding threshold identified by Richmond Promise and previously reviewed by City Council 17
General Fund Reserve and Limited-Term Revenue
18 ITEM AMOUNT
($) NOTES
FY 2025-26 Fund Balance (Reserve) (24%) 62,824,919 Beginning Fund Balance (Reserve) FY 2025-26 Preliminary Projected Revenue over
Expenditures 40,234,357 Including Limited-Term Revenue and interest
a. Estimated Fund Balance 103,059,276
b. Less: FY 2026-27 Policy Target Reserve (21%) 57,995,725 Based on FY 2026-27 Adopted Budget c. Limited-Term Revenue Beginning Balance 48,500,000 After Kids First contribution of $1.5 Million d. Fund Balance Shortfall (a-b-c) (3,436,449)
Amount needed to maintain the desired
Limited-Term Revenue balance and the
21% General Fund policy reserve
American Rescue Plan Act 2,888,372 Interest Earned needed to cover shortfall Environmental and Community Investment Agreement 548,077 Interest Earned needed to cover shortfall e. Additional Interest Earned – Other Funds 3,436,449 Needed to cover shortfall Remaining Limited-Term Revenue Shortage (d+e) 0
FY 2025-26 General Fund Summary (unaudited)
19 GENERAL FUND
FY 2025-26
ORIGINAL
BUDGET ($)
FY 2025-26
REVISED
BUDGET ($)
ESTIMATED
YEAR-END
ACTUALS ($)
PERCENT OF
REVISED
BUDGET
Revenue 258,553,519 259,965,614 261,765,629 101%
Limited-Term Revenue 50,000,000 50,000,000 50,000,000 100% Total Revenues 308,553,519 309,965,614 311,765,629 101% Total Expenditures 260,053,519 274,593,913 268,383,655 98% General Fund Net
+Surplus/(-Deficit) 48,500,000 35,371,701 43,381,974
Less: Year-End Adjustments (3,147,617)
Revised General Fund Net
+Surplus/(-Deficit) 48,500,000 35,371,701 40,234,357
FY 2025-26 General Fund Revenue
20 REVENUE CATEGORIES
FY 2025-26
ORIGINAL
BUDGET ($)
FY 2025-26
REVISED
BUDGET ($)
ESTIMATED
YEAR-END
ACTUALS ($)
VARIANCE
Property Taxes 58,329,291 58,329,291 56,545,101 97%
Sales & Use Tax 60,163,807 60,163,807 62,491,119 104%
Utility Users Tax 64,943,670 66,351,265 64,214,658 97%
Other Taxes 28,399,659 28,399,659 27,606,047 97%
Licenses, Permits & Fees 17,274,036 17,274,036 18,277,250 106% Fines & Forfeitures 200,000 200,000 1,382,583 691%
Interest Income 3,030,545 3,030,545 4,715,902 156%
Charges For Services 3,724,495 3,724,495 3,190,694 86%
Other Revenue 50,167,500 50,172,000 50,770,164 101%
Rental Income 791,157 791,157 879,227 111%
Intergovernmental State Taxes 150,000 150,000 177,196 118% Intergovernmental State Grant 180,000 180,000 321,295 178% Intergovernmental Other Grant 290,000 290,000 339,958 117% Proceeds From Sale of Property 15,000 15,000 476 3%
Loan/Bond Proceeds 40,400 40,400 - 0%
Operating Transfers In 20,853,959 20,853,959 20,853,959 100% Total Revenues 308,553,519 309,965,614 311,765,629 101% FY 2025-26 General Fund Revenue
21 $20.9
$61.8
$18.3
$27.6
$64.2
$62.5
$56.5
$20.9
$58.6
$17.3
$28.4
$66.4
$60.2
$58.3
$- $20 $40 $60
Operating Transfers In
Other Revenue
Licenses, Permits & Fees
Other Taxes
Utility Users Tax
Sales & Use Tax
Property Taxes
Millions
Major Revenue Categories
FY 2025-26 Revised Budget Estimated Year-End Actuals
FY 2025-26 Business Tax Revenue
22 Class A:
Retail Sales
21%
Class C:
Manufacturing
21%Class F:
Construction
Contractors
7%
Class G: Business and
Personal Services
6%
Class H:
Professional
Services
16%
Class K1 & K2:
Rentals
21%
All Other
Classes
8%
TAXPAYER
RANKING FY 2025-26 ($) % CUMULATIVE
%
1 to 25 8,501,365 53.96% 53.96%
26 to 50 1,350,530 8.57% 62.53%
51 to 100 1,509,122 9.58% 72.11%
101 to 250 1,758,437 11.16% 83.27%
251 to 500 961,182 6.10% 89.37%
501 to 1000 698,154 4.43% 93.80%
1001 to 6593 976,903 6.20% 100.00%
ALL 15,755,694 100.00%
Business Tax Paid by Business Class
FY 2025-26 General Fund Expenditures
23 EXPENDITURE CATEGORIES
FY 2025-26
ORIGINAL
BUDGET ($)
FY 2025-26
REVISED
BUDGET ($)
ESTIMATED
YEAR-END
ACTUALS ($)
VARIANCE
Salaries & Wages 96,762,515 96,448,399 98,979,548 103%
Fringe Benefits 74,157,128 74,827,597 77,701,272 104%
Professional & Administrative 26,354,296 27,998,611 19,086,088 68% Other Operating 9,511,051 8,548,941 7,457,923 87%
Utilities 7,265,830 7,996,981 7,774,128 97%
Equipment & Contract Services 5,513,366 5,106,409 4,284,295 84% Provision for Insurance Loss 46,500 46,500 41,058 88%
Cost Pool 21,145,184 21,145,184 21,145,184 100%
Asset/Capital Outlay 2,842,986 3,953,886 3,531,275 89%
Debt Service Expenditure 775,647 775,647 775,694 100%
Cost Plan Reimbursement (3,362,171) (3,362,171) (3,498,921) 104% Grant Expenditures 34,497 - (1,817) -
Operating Transfers Out 19,006,690 31,107,929 31,107,929 100% Total Expenditures 260,053,519 274,593,913 268,383,655 98% FY 2025-26 General Fund Expenditures
24 $96.4
$74.8
$28.0
$8.6
$8.0
$4.0
$5.1
$21.1
$0.8
$(3.4)
$31.1
$99.0
$77.7
$19.1
$7.5
$7.8
$3.5
$4.3
$21.1
$0.8
$(3.5)
$31.1
$(5) $45 $95
Salaries & Wages
Fringe Benefits
Professional & Administrative
Other Operating
Utilities
Asset/Capital Outlay
Equipment & Contract Services
Cost Pool
Debt Service Expenditure
Cost Plan Reimbursement
Transfers Out
Millions
Major Expenditure Categories
FY 2025-26 Revised Budget Estimated Year-End Actuals
5.3% recovery leaves a $211M cost recovery gap
• $211.4M cost recovery gap
• 94.7% of $223.2M in gross
departmental expense is
not offset by identified
service revenue
• $11.9M is recovered (5.3%)
• The six departments
shown generate 80% of
that amount
6%
Public Works
Expense $39.37M
Recovered $2.52M
4%
Fire
Expense $46.88M
Recovered $1.82M
3%
Police
Expense $82.96M
Recovered $2.64M
31%
Community Development
Expense $3.33M
Recovered $1.03M
3%
Economic Development
Expense $3.14M
Recovered $0.08M
15%
Community Services
Expense $9.44M
Recovered $1.38M
FY 2025-26 Cost Recovery – City-Wide
25 2026 • ACTUAL GENERAL FUND BURDEN
Revenue offsets 43% of actual expense
Code Enforcement and Engineering leave $2.12M on the General Fund after $1.60M in revenue, reinforcing the need for stronger recovery.
Actual expense vs. revenue ($M)
2.06 1.66
1.03 0.57
0.00 0.50
1.00 1.50
2.00 2.50
Code Enforcement Engineering
Millions
Division
Expense Revenue
Revenue / expense Code 50.0% • Engineering 34.3% $2.12M
actual burden on the General Fund: 57% of
total expense
CODE
ENFORCEMENT
$2.06M expense
ACTUAL EXPENSE → REVENUE → GF BURDEN
$1.03M
revenue
$1.03M
GF cost
ENGINEERING
$1.66M
expense
$0.57M
revenue
$1.09M
GF cost
More revenue is needed
Only 43% of actual expense is recovered
FY 2025-26 Cost Recovery – Code Enforcement & Engineering 26 FY 2025-26 Non-General Fund Revenue
FUND TYPE
FY 2025-26
ORIGINAL
BUDGET ($)
FY 2025-26
REVISED
BUDGET ($)
ESTIMATED
YEAR-END
ACTUALS ($)
VARIANCE
Capital Improvement Funds 55,010,627 102,459,559 35,006,915 34% Debt Service Funds 19,142,975 19,142,975 19,302,088 101% Enterprise Funds 44,653,962 55,759,572 45,530,855 82%
Housing Funds 2,109,250 2,109,250 1,323,047 63%
Housing Authority Funds 4,485,250 4,485,250 4,403,578 98% Internal Service Funds 34,720,066 34,720,066 36,871,636 106% Other Operations Funds 19,257,210 25,871,067 19,770,892 76% Special Revenue Funds 85,698,068 93,126,915 61,809,331 66% Total Revenues 265,077,407 337,674,653 224,018,341 66%
27 FY 2025-26 Non-General Fund Expenditures
FUND TYPE
FY 2025-26
ORIGINAL
BUDGET ($)
FY 2025-26
REVISED
BUDGET ($)
ESTIMATED
YEAR-END
ACTUALS ($)
VARIANCE
Capital Improvement Funds 109,470,186 166,799,281 66,529,056 40% Debt Service Funds 19,232,511 19,232,511 19,228,502 100% Enterprise Funds 72,428,398 88,437,680 56,509,666 64%
Housing Funds 4,368,368 4,730,459 2,884,052 61%
Housing Authority Funds 4,494,250 4,494,250 4,336,611 96% Internal Service Funds 46,171,816 52,935,289 34,739,811 66% Other Operations Funds 25,703,833 31,141,190 22,689,588 73% Special Revenue Funds 101,925,131 123,795,676 85,646,722 69% Total Expenditures 383,794,493 491,566,336 292,564,009 60% 28 FY 2025-26 General Fund Year-End Required Adjustments 29 Item Amount Type Note
KCRT Fund GF Subsidy $577,506 Expenditure ↑
Supports year-end correction of the KCRT
Fund’s negative balance resulting from
declining cable-related revenues
Pension Tax Override True-Up -$370,111 Revenue ↓
Adjustment to align the budget with actual
Secured Pension Override (PTORS) revenue
received in FY 2025-26
Fleet Replacement Funding
Restoration – June 2025
Council Action
$1,600,000 Expenditure ↑
Restores fleet replacement funding that was
reallocated by Council on June 24, 2025 to
support the Black Resiliency Project and
gender-based violence initiatives
Vehicle Replacement Cost
Increase $600,000 Expenditure ↑ Purchase price and outfitting cost increase for replacements
Summary Amount
Total Expense Increase
$2,777,506
Total Revenue Decrease -$370,111
Net Decrease in GF Resources $3,147,617
FY 2025-26 Proposed Budget Adjustments
30 Fund Description Revenue ($) Expense ($) Justification General Fund $0 $577,506 GF Transfer Out to KCRT Fund to resolve negative balance in KCRT Fund KCRT $577,506 $0 GF Transfer In to KCRT Fund to resolve negative balance resulting from declining cable-related revenues
General Fund $0 $1,600,000 GF Transfer Out to Fleet Replacement Fund Equipment Services $1,600,000 $1,600,000 GF Transfer In to restore funding reallocated by Council on June 24, 2025 to support Black Resiliency and gender-based violence initiatives General Fund $0 $600,000 GF Transfer Out to cover cost escalation for vehicle replacements Equipment Services $600,000 $600,000 GF Transfer In to cover cost escalation for vehicle replacements General Fund -$370,111 $0 Decreased GF Transfer In from PTORS due to reduced revenue Secured Pension Override
(PTORS) -$370,111 -$370,111 Decreased PTORS revenue received and reduced Transfer Out to GF Developer Impact Fees $166,512 $4,995 Combined recognition of late-year Impact Fee revenues/collections and Planning 3% admin charges
Cost Recovery-Planning
and Building $4,995 $0 Planning Department admin fee reimbursement (3% of Impact Fee collections).
Wastewater $0 $300,000 Overage in Veolia sanitary sewer system operations and maintenance.
Stormwater $0 $550,000 Overage in Veolia stormwater collection system operations and maintenance.
American Rescue Plan Act $0 $2,888,372 Transfer of interest earnings to support General Fund reserve requirements (covers shortfall).
ECIA $0 $548,077 Transfer of interest earnings to support General Fund reserve requirements (covers shortfall).
Limited-Term Revenue Community Engagement
City Council Direction
• Option A: Defer the Limited-Term Revenue Community Engagement process until completion of the Facility Needs Assessment Plan and evaluate opportunities to pause, consolidate, coordinate, or streamline the other City Council-directed plans, studies, and assessments. • Option B: Defer the Limited-Term Revenue Community Engagement process until public-safety labor negotiations are completed. Other City Council-directed plans, studies, and assessments would continue as planned.
• Option C: Proceed with the Limited-Term Revenue Community Engagement process concurrently with public-safety labor negotiations and the other City Council-directed plans, studies, and assessments. 31 Next Steps
32 1. Continue working with the auditors to complete
the FY 2025-26 year-end audit and publish the
Annual Comprehensive Financial Report (ACFR).
2. Present the year-end audit results and ACFR to
the City Council along with the actual General
Fund Unspent Funds and appropriate those
funds in early 2027.
3. Following City Council direction, staff will
implement the selected approach for the
Limited-Term Revenue Community Engagement
process and related studies and assessments. If
approved, the proposed administrative budget
adjustments will be incorporated into the FY
2025-26 year-end closing process.
Juneteenth Festival
Recommended Action
RECEIVE the Fiscal Year (FY) 2025-26 Quarter 4 (Q4)
Financial Report for the period ending June 30, 2026, and the attached FY 2025-26 Quarter 3 (Q3) Financial Report for the period ending March 31, 2026;
ADOPT a resolution to APPROPRIATE proposed FY 2025-26
year-end administrative budget adjustments; and
Appropriate Environmental and Community Investment
Agreement (ECIA) funds in FY 2026-27 for Richmond
Promise Program;
PROVIDE DIRECTION regarding the timing of the Limited-
Term Revenue Community Engagement process and its
coordination with public-safety labor negotiations and
other City Council-directed plans, studies, and
assessments 33
Questions?
Thank You!
34