Here's how Richmond's mayoral candidates say they would fix the Finance Department

The candidates — Andreas Addison, Dr. Danny Avula, Michelle Mosby, Maurice Neblett and Harrison Roday — are hardly the first to campaign on a pledge to clean up City Hall. Mayors Doug Wilder, Dwight Jones and Levar Stoney also previously vowed to right the ship.

But recent headlines surrounding the department — including business and meals tax collection issues, recent desk searches and employee firings and years of reconciliation failure — have thrust the embattled agency back into the focus of both Stoney’s administration and the mayoral candidates.

Here are the steps each candidate said he or she would take to turn the department around. Their responses have been lightly edited for brevity.

Andreas Addison

Addison, 1st District city councilman, said he would:

• Halt bill collection for accounts where mistakes are costing our small businesses until the problem can be corrected, and allow billing information and payment options to be available by email, text and mail.
• Remove the practice of residents and businesses being responsible to know how much they owe.
• Triage and rectify bills that appear to be anomalies, so no more small-business owners receive outlandish bills. Communicate clearly about billing issues or possible errors by the city and allow for a “callback” option when hold times are longer than two minutes.
• Implement, track and manage relief and forgiveness programs for businesses and residents to reduce the burden from any calculation policies in City Hall.
• Meet with union leadership and frontline employees to understand their challenges. Invest and update training processes and streamline systems and processes for delivering services.
• Develop clear and measurable performance management goals — such as processing time and revenue goals — in collaboration with frontline employees and t
• he City Council.
• Conduct biweekly news conferences with finance officials, the City Council and the city employee union.
• Hire a chief technology officer to lead the planning and strategy of updating the city’s systems and technology. Create a plan for multiple ways to make payments so that people don’t have to come to City Hall to make payments.

Danny Avula

Avula, former director of Virginia’s Department of Social Services, said he would:

• Conduct a national search for a Chief Administrative Officer who has significant experience leading cities with Richmond’s challenges, and evaluate current city leadership roles that serve in “at-will” positions in the department.
• Conduct a comprehensive external review of the department executed by professionals in municipal finance to discover exactly what led to these multiple failures. Will also use the data already in audits.
• Based on that review, create a multi-year plan, with clear completion dates that we communicate to the public and will be held accountable to. That plan must include a position funding strategy to ensure that we have the capacity and talent necessary to create a best-in-class Finance Department.
• Assess the status of the RVAPay project to make it easier for taxpayers who use it. This will include multiple rounds of input from businesses that must use the system.
• Invest in stronger training for employees on all finance procedures and systems.
• Move away from paper-based records. This will require consensus building with the City Council, as new technology will require financial investment.
• Publish regular updates for the public and the council on our progress.
• Oversee a real investment in training senior and mid-level management. Is not suggesting a need to “clean house,” as there are many talented and well-intended employees throughout City Hall, but holding staff accountable to standards of workplace civility and customer service creates a workplace culture that staff are eager to rise to.

Michelle Mosby

Mosby, former 9th District councilwoman, said she would:

• Critical leadership hiring: We must hire a seasoned CAO, experienced in local government, preferably with a background in Virginia localities and the Richmond region.
• Culture change: We will collaborate with key stakeholders to refine and communicate so that our priorities reflect the city’s mission, vision and core values.
• Leadership briefings: We need to meet with and evaluate all department heads to discuss current processes and objectives. We will conduct a detailed assessment of current staffing levels and begin targeted recruitment to fill critical roles.
• System enhancements: We also need to initiate comprehensive testing and upgrades of financial systems to ensure optimal performance and stability, especially in anticipation of budget preparation.
• Full assessment of financial condition: Review current year projections for fiscal year 2025; analyze the past 3 to 5 years of operating and utility budgets; evaluate upcoming 5-year revenue and expenditure forecasts; assess all outstanding debt, debt capacity and existing limits; and examine the city’s bond ratings and identify barriers to achieving AAA ratings with Moody’s and Standard & Poor’s.
• Develop fiscal year 2026 budget: We will conduct a comprehensive review of the FY25 budget to identify areas for potential reductions, eliminations or enhancements. We will review all organizations receiving city funding and evaluate resident tax-relief programs.
• Review financial policies: We will identify which financial policies and requirements have been met and which have not, and will outline strategies to achieve full compliance.
• Economic development: Finally, we will identify and assess major pending economic development projects (e.g., City Center Project, Coliseum demolition) to ensure their alignment with mayoral priorities. We will also review recently approved projects such as the Diamond District, for status and authorized incentives, and will examine all authorized incentives and city bond funding dependencies. Finally, we will meet with Economic Development Authority members to discuss ongoing and future projects.

Maurice Neblett

Neblett, a self-described community organizer, said he would:

• Full review: In my first 100 days, I’ll begin with a comprehensive review of departmental operations and budgets. This will include a procurement evaluation and reevaluation to ensure we’re spending wisely. I’ll make this review public so everyone can see what’s working and what needs improvement.
• Building on existing policies: I understand the importance of continuity, so as we take the baton from the current administration, we will build on the existing policies that are in place.
• Listening to the community and employees: I’ll prioritize hearing directly from employees, residents and community leaders. Everyone’s voice will be included in shaping the city’s direction.
• Set clear goals: I’ll set measurable, achievable goals to improve how departments deliver services. We’ll ensure the public stays informed about our progress every step of the way and adjust when necessary.
• Invest in employee training: I believe in giving city employees the tools they need to succeed. I’ll invest in training programs to ensure that all employees are equipped with the skills required to deliver excellent services.
• Hold people accountable: I’ll ensure all departments meet their goals by establishing accountability structures within the mayor’s office. By leading by example, we’ll integrate these measures across departments and take swift action when necessary.
• Secure funding for resources: I’ll work hard to secure additional funding through state and federal grants, ensuring our departments have the resources they need to make vital improvements across the city.
• Make things run smoother: Streamlining operations will be a priority. I’ll focus on reducing delays and improving collaboration across departments.

Harrison Roday

Roday, nonprofit founder and one-time Sen. Tim Kaine campaign staffer, said he would:

• Set our north star: a department that supports the functioning of the city and makes it easy to be a resident or small business in Richmond.
• In January 2025, begin a financial and forensic audit of each agency in City Hall — and make the findings public.
• In 2025, develop a turnaround timeline for reforming each department with specific and clear goals — including appropriate staffing and systems support for each department.
• Ongoing publication of quarterly goals so the public can hold the administration accountable — including updates on meals tax fixes.
• In January 2025, revise oversight and delegation of authority to stop wasteful spending.
• In 2025, establish a comprehensive, long-term plan for enterprise resource planning and requisite integrations.
• In January 2025, update a new code of ethics for all city employees.
• Ongoing publication of responses and action plans in response to inspector general and city auditor reports

Richmond residents will go to the polls to vote in local, statewide and national elections on Nov. 5. Early voting begins Sept. 20.