Crispin Street, Garner Street, Grandview Street, Institute Street, Lexington Street, South Street, Thornton Street, Wellington Street (from Pine to South Street),Whitmer Street (from S. Camden to Main Street), Wollard Boulevard

When a significant snow event is forecasted Snow Emergency Routes will be activated and vehicles parked on or beside the above streets that might impede traffic may be ticketed and/or towed at the owners expense.

          There’s a lot of talk about the budget of the City, how bad it is, how broke we are. Parts of that are correct, but only parts.  To understand this you need to understand how municipal budgets work.

          First, REVENUE– the money the City takes in.  We have four kinds: taxes, fees, appropriations, and grants.  Taxes on real property (houses and buildings), and personal property (cars, trucks, boats, etc) and sales tax are the majority of our income.  Fees such as water, sewer, trash bills and others, also make up a large part of our income.  Appropriations are funds that (State and Federal) government send to us.  A very small amount is annual revenue, the majority of appropriations money is for specific projects.  (The Downtown Revitalization work was paid by a Federal appropriation along with a percentage match from the City of Richmond.) 

Appropriations are all required to be used for specific things.  For example, we receive a small annual amount of Federal highway tax money which can only be used for street work.  Even through it “belongs” to the City; we have to apply to MoDOT for each item we want to pay for with those funds.  Grants are nearly always earmarked for a special item, and have to be applied for to receive.  They are also restricted, and have to be used for exactly what we requested the funds to complete.  If there are extra funds because we completed the project with less money, we have to ask permission (apply) to use those funds for other items.  Sometimes those requests are approved and sometimes we have to send the extra money back to the State or Federal government.

REVENUE goes into specific areas depending on what types of restrictions are placed on the revenue.  The restrictions are State or Federal law.  Taxes go into the General Fund and can be allocated by the City only for specific expenses.  Fees go into the budget category which they fall under – water bill payments – go into the water fund; the sewer portion of your water bill goes into the sewer fund.  The trash fee you pay with your water bill is used to pay for trash collection expenses.

          EXPENSES – Just as we have a whole lot of internal accounts for revenue, we have many more internal accounts for expenses.  In the street budget for example, we keep track of money for asphalt to make repairs, concrete to make repairs, salt for the winter, sand for the winter, equipment costs such as the blades for the snowplows – a long list.  That level of breakdown holds true for every other category of expense.

Each year we are required by State law to put together a budget for a twelve-month period – our Fiscal Year.  The City Fiscal Year is October 1 through September 30 (the same as the Federal government).  Each government sets their own fiscal year at whatever twelve-month period they choose.

Also by State law, that budget is required to be positive – it cannot intend to spend more money than we expect to bring in as revenue.  The budget can, and should, plan to generate a small surplus every year.  The budget should not plan to generate a large surplus. 

          As we put together our annual budget each year, we are required to project, or anticipate, what money will come in, and in what categories.  We are required to also project what money will be spent and in what categories.

          By State law, we must adopt a budget before September 30^th each year when our Fiscal Year begins.  We start putting the budget together in late May or June each year.  Estimating things like how much snow there will be the next winter, and how much money we’ll actually spend for road salt, based on the amounts used the past several years.  For the most part the estimates are fairly accurate.

          But no matter how careful the projections are that go into the budget, things always happen differently than expected.  Revenue might be higher than expected, expenses might be lower.  Usually it’s the other way around.  The City can’t spend more than was budgeted without the Council specifically approving the added expense.  Once or twice a year, usually in May and September, we amend the budget so it’s more accurate.

          Now with a basic understanding of the budget, do we have money or not?  All of the numbers from the last Fiscal Year and this year to date point toward a City budget that will have overcome a deficit of over $400,000.  We don’t have a surplus in every category, but at least we aren’t going to be in the hole anymore.  Overall, in these very rough economic times, that means we are in pretty good shape.  We can’t spend money on anything extra, but little by little we can rebuild infrastructure, expand services, and eventually level out these outrageous fees for services like water and sewer.

          We looked at how the City budget is structured, and noted some rules that govern how your money is spent.  There are laws that require that money for one category is not to be spent for other categories.  But if that’s true, how did the City end up with more than a $400,000 deficit in the first place?  Remember that although the budget adopted can not project a deficit, the Council in place at the time can approve expenses greater than the budget showed.  Also, remember that it’s only an estimate.  It’s not at all unusual to be off on the budget projections.  When expenses are a lot higher than expected, or when revenue is a lot lower than expected, the result is a budget deficit.  Another reason municipal budget projections are not correct result from extra expenses that aren’t budgeted, but have to be paid.  For example, the City will be audited by the State Auditor’s Office.  State audits are actually a really beneficial service, but the cost will be $15,000 – $20,000 which is not budgeted. 

          The cost of the State Audit will have to be paid, and has to be paid by the City.  If the payment has to be made during the current Fiscal Year, where it’s not budgeted, funds from other categories will have to be used.  That will reduce the funds in those categories, and will reduce the amount that can be spent in those categories.  For example, a portion of the cost will come from the water fund.  If that amount is $5,000 it will reduce the amount of water repairs we can make by $5,000.  Replacing 100 feet of old water line which has been patched too many times already can cost as much as $8,000 even if it’s not under a street.  The same will be true of every other budget category except mandatory payments such as bond debts.

          By the start of 2007, Richmond had budget deficits in the General Fund totaling $401,324.  At the end of Fiscal Year 2008, the General Fund deficit has been cut to $212,417 and we are trying to reduce that to zero by the end of the current Fiscal Year.

          Once that’s done the City will be free of deficit spending.  City staff and the Council have worked very hard to overcome this deficit; even in light of expenses that were unforeseen.  They are to be congratulated.  We are ready to move forward to make Richmond the kind of place that’s been promised.  In the articles to come, we will discuss the new and positive steps we have taken in each and every department within the city government. 

Lance Green

Mayor

Richmond is a little town on the verge of becoming a thriving community that offers something for everyone.  We have long been a small bedroom community or a place to quietly retire.  While this is good, a city must grow in order to continue offering even the basic services.  It is impossible for municipalities to remain the same and survive.  A well known statistic among city governments is if you don’t continue to grow and keep up with changing times, the city will be passed up by other towns with more to offer.  Eventually, that city will dry up and die. It’s not that we need to be the next Columbia or Springfield, but we can learn from their experience and develop Richmond to what fits our needs.  Richmond should be a well-rounded community that has something to offer all ages and social groups.  This article will be the first of several which will outline the State of the City.  

City of Richmond employees, committees and elected officials are working diligently to research, implement and follow up on an idea that is not specific to any one person or group, but rather lends itself to steadily bringing Richmond to a point of serenity and stability. 

We know that we will never please everyone all the time, but we do want to have something to offer everyone.  This is a huge undertaking and a very long process with many challenges.  First, we must eliminate several emergency situations within our infrastructure.  Second, trying to get any group of people to agree to a single best course of action is practically impossible. Third, by the very nature of the governing process, nothing happens fast. With these and many other unforeseen situations along the way, achieving our goal will be long and tedious.

I started serving the City of Richmond almost six years ago. I remember some of the problems we faced at that time. Some have been corrected but some still exist today.  One issue that existed then and now involves major concerns with infrastructure.  Water and sewer systems are in need of an upgrade.  Storm water runoff is nothing short of a disaster in many places throughout the town when it rains.  Six years ago, city equipment was in horrible shape.  Public works was spending lots of money just to try and keep outdated equipment running so they could work.  The Police Department was using cars that would hardly pass inspection, were less reliable and not suitable for pursuit.  The Fire Department had to house equipment outside and offsite because of a firehouse that was greatly undersized.  City Hall itself was nearly overridden with termites.  A lot of money had been spent on plans and engineering only to have those plans sit on a desk because no more money existed for construction or other action to be taken.

The simple solution to everything was to responsibly spend the taxpayers’ money to buy equipment, implement plans and hire the necessary people to fix these problems.  That’s exactly what we started.  It was never a question whether or not these problems needed fixing, but the situation is our problems are bigger than our budget.  Our efforts only scratched the surface. We still had much to accomplish but the debt began building.  This caused our strategy to change – to find a way to do more with less.  We rallied the department heads and asked them to tighten their belts and give us a bare minimum budget, while still providing good services.  I have to say at this point, we have an incredible staff.  They stuck with a bare bone budget, continued to provide services and found additional ways to save money.  The result: our over $400,000 deficit from two years ago will be nearly – if not completely – erased by September of this year! 

The most amazing aspect of this accomplishment is all the city’s projects that have been completed at the same time:  City Hall – done. Police Department – done. Fire Station – done.  Downtown revitalization looks fantastic and was done under budget.  Wellington Street is the best street in town and was also completed under budget.  Crispin Street Bridge – done. Street overlays – more in two years than in the previous 10. 

Thanks to a lot of hard work, the city’s staff and council have reduced rainwater flows to the south plant by 300,000 gallons per day during rainstorms.  Engineers had recently proposed spending $12 million to ACCOMMODATE RAINFALL.  We still have work to do, but so far we’ve spent less than $50,000.  City Administrator Rick Childers, using common sense and good project management skills, will implement a solution to the flooding problem in Ward 2 later this month.  This problem has plagued that area for over 10 years. This project’s total cost including engineering, materials and labor should come in about $45,000.

In truth, the combination of these accomplishments has laid the foundation for real prosperity in Richmond.  The situation in Richmond is actually pretty good and getting better everyday. I hope you can view your city government as the problem-solvers they’ve become over the past few years, helping Richmond become a thriving community one step at a time.

Look for the next installment of my State of the City in the near future.

Thank you,

LANCE GREEN

MAYOR     

          There are in fact sewer lines within the City limits which do not belong to, and are not maintained by, the City.  One of these private sewer lines runs along Franklin Street east of Spartan Drive, and there is seepage onto the street which we think is from the line.  As nearly as we can tell from our records, it is not now and has never been added into the City sewer system.  It doesn’t show on our maps and we have no records to indicate we’ve ever maintained or repaired it.

          There is another private line along Tribble Street, which the City has discussed with some property owners that have experienced problems with clogs and flow.  As with the Franklin St. section, it doesn’t show on our maps and we have no record to indicate we’ve ever maintained or repaired it.

          A current City employee spent many years as a private contractor in the area before being employed by the City, and remembers being hired to install other private connection lines in town.  The number may be as high as 20, it may be as low as 12.  But there is no map which shows the locations of these private systems.  There is no set of records which indicates which properties are, or are not, connected to a private wastewater collection system before that system connects to City lines.  The records which have been maintained are simply not complete.

To make the situation even more of a problem, both of the private systems we’ve identified are too small to use the Cities’ sewer maintenance equipment, meaning we would either have to invest in more equipment or replace the entire sections.  In addition, although we know they are there, we do not know exactly which houses connect to the private lines and which connect directly to City lines. 

          The City is moving forward as quickly as possible to acquire and begin using GPS mapping technology to have accurate water and sewer maps.  This is exactly the kind of situation which such a system will help to identify.  As we move forward putting together rough area lists from collective memories, we will begin logging map coordinates and determining which specific properties are connected to the private systems.

          Without knowing exactly how many such systems there are, and without knowing exactly where they are, we cannot even guess at the cost to acquire and upgrade all of them.  And until we know what the cost will be to acquire and upgrade them all, we will continue to explore ways in which the current owners can work cooperatively to make repairs as needed.  We can’t accept one and then not accept all the others, and we’re pretty sure we don’t have the funds to repair or replace all of them.

          Anyone having information on known or suspected private sewer lines in Richmond is urged to contact City Administrator Rick Childers at 776-5304 or by email at rchilders@cityofrichmondmo.org with the information.  Your help in locating these lines, and your thoughts on how we should proceed with upgrades, will be very helpful as we move forward.