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Home My WebLink About _ 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget GI �" Y � F � � � ° � � � " � � CITY OF REDDING REPORT TO THE CITY COUNCIL MEETING DATE: June 20,2023 FROM: Barry Tippin, City Manager ITEM NO. 9.1(c) ***APPROVED BY*** btippin@cityofredding.org � ry ippin,Ci an � 6lIS"2023 � btippin@cityofredding.org SUBJECT: 9.1(c)--Consider Resol�ution adopting and approving the City of Redding Biennial Bud et 2023-25 Recommendation Authorize the following actions: 1) Adopt Resolution approving and adopting the City of Redding Biennial Budget for Fiscal Years ending June 30, 2024 and June 30, 2025. 2) Find that the general maintenance activities performed by various City departments on City facilities/equipment over the course of �iscal years 2023-2024 and 2024-2025 are categorically exempt from review under the California Environmental Quality Act Guidelines,per Section 15301 - Existing Facilities. Fiscal Impact The Biennial Budget 2023-2025 (Budget) is the expenditure plan for the City of Redding (City). Approving the budget will provide the opportunity for City staff to perform the duties and pursue the strategies as outlined in the document and as directed by the City Council (Council). The proposed budget for the first year is $397,489,150 and$423,277,400 for the second year. Alter�native Action The Council could choose to not approve the budget, adjust the budget, adjust the budget through future Council action after approving the budget, and/or direct staff to bring back the budget for re-consideration at a future special meeting Background/Analysis The City operates on a budget approved by the Council in J�une of each odd numbered year. The budget is developed over the span of several months. Each department establishes neeessary staffing and funding required to achieve its core functions including that which would be reguired to complete additional efforts as direeted by the CounciL This budget refleets the information pr�sented and discussed at three budget workshops conducted in February, April, Report to Redding City Council June 20,2023 Re: 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial BudgetPage 2 and May 2023. The workshops provided the Council with an opportunity to provide direction relative to the budget development process. Within the budget document (and copied below) is the City Manager Budget Message. As Council reviews the attached proposed budget document it is important to note this document will look dif�erent than the fmal published document. The final published document will be completed with the assistance of the Communications Team and be enhanced and optimized for online viewing and usage. City Mana�er Bud�et Messa�e Introduction The City of Redding (City) Biennial budget for Fiscal Year 2023-24 and Fiscal Year 2024-25 is focused on maintaining the gains the City has made over the past four years. Over the past four years, the economy was better than expected and through fiscal discipline and a focus on priority goals and objectives, the City made great strides in many areas, incl�uding the following: a) Increased Fire Department staffing to include three fire personnel on every fire apparatus for the first time in City history, working towards a four-person per fire apparatus on three separate engines, utilizing grant funding. b) Increased Police staffing across the board with 122 budgeted sworn officers allowing for the re-establishment of Beat No. 8, the creation of two Crisis Intervention Response Teams (with two officers per team), adopting and staffing a Park Ranger program with four Park Rangers, and the addition of a bike team. This provides far more resources to police our city not only responding to calls for service but increasing the time available for proactive policing. c) Provided market-based salary and benefit packages to several employee groups and continuing the progress in this area. d) Investment in technology upgrades including a new Enterprise Resource Planning platform with accessory mod�ules, vetting, implementing and installing a new City-wide phone system, new facility access control system, new radios for public-safety groups, and a new computer aided dispatch system. e) Invested in infrastructure ranging from painting City Ha11, to the Caldwell Park Skate Park along with large investments in utility equipment replacement, upgrade and modernization. � Review and updating of City policies and procedures such as the travel policy, alternative work schedules, hybrid/remote work policy and the program review of the City's workforce management system and methods. g) Continuation of the downtown revitalization with the completion of the high-profile Block 7 project and the implementation of the Downtown Parking System. h) Completion of the updated Downtown Specific Plan, in-process of the General Plan update, and launching the Redding Riverfront Speci�c Plan update. Maintaining these gains while developing this budget and grappling with a slowing economy required grit, creativity, and a willingness to push against some norms associated with typical budget development. City Council insight was necessary to develop the budget and was provided at three workshops with the City Council providing solid direction on various topics resulting in the proposed budget. With this guidance the proposed budget maintains all advancements the City has achieved and provides some additional areas of growth. The path Report to Redding City Council June 20,2023 Re: 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial BudgetPage 3 forward is treacherous and will require continual vigilance and perhaps swift action to maintain the solid financial footing that has always been the City's strength. Revenue The City of Redding sales tax revenue for Fiscal Year 2022 — 2023 is estimated to be below projections by over $2 million with total General Fund tax revenues estimated to be below projections by $1.7 million. This budget "loss" combined with the corresponding impact to the City's 10-year plan has been the largest obstacle in the creation of this budget. To put this in perspective, a $1.7 million loss is equivalent to eight lnid-level police officer positions. The $2 million loss in sales tax represents a reduction of approximately 6 percent in that single funding source. Future revenue has also proven very difficult to project given the uncertain economy with high inflation, low unemployment and increasing interest rates. Many economists are predicting a recession while others disagree with this thought. Based on the uncertainty, staff recommended that the City Council approve modest increases in the major General Fund tax categories. These revenue forecasts are as follows: Sales tax slightly above a 2.5 percent increase in FY 2024 and slightly above 2.5 percent in FY 2025; Property tax with a slight increase above 3 percent in FY 2024 and above 3 percent in FY 2025; Transient Occupancy tax above 4 percent in FY 2024 and above 4 percent in FY 2025; Cannabis tax and other taxes with an increase of just over 4 percent in FY 2024 and above 4 percent in FY 2025. ARPA Funding The City of Redding was provided $18.6 million in funds from the American Rescue Plan Act (ARPA) to be utilized in the flexible manner as established in the United States Treasury Fina1 Rule. The City Council provided initial direction in fund spending in February 2022,prior to the downturn in the economy. With the downturn and the noted loss of General Fund Revenues the City Council has redirected a portion of this funding to assist in maintaining the newly established public services that have been put into place. More particularly, this funding will be used to pay for officers assigned to Beat No. 8 and the Park Rangers through the Fiscal Year 2026-2027 and will be used to augment the Police and Fire Departments rolling stock budgets by $1 million each. Additionally, $750,000 wi11 be used to maintain/replace General Fund facilities. While it is not normally prudent to cover personnel expenses by "one-time funding" it is recommended to do so in order to maintain services while providing an opportunity to observe the health of the economy utilizing this additional rime to make other adjustments in the budget and 10-year plan to maintain the minimum 10 percent reserve. Regulatory Pressure and Modern Requirements The regulatory nature of California is in full swing and the development of this budget takes this into account. Ranging from transportation electrification to wildfire protection to organic diversion, the pace is fast and furious. Equally challenging is the threat created by cyber attacks and technology obsolescence. The proposed budget accounts for these, both in the short term and long term. Cyber security threats continue to grow and the cost of defending against them grows as well. The Information Technology Department (IT) takes the lead in combating this threat. Over the past f�w years, signi�cant progress has been made by changes to process, staff augmentation and technology investment, adding a Cyber Security Officer, increased security for passwords, and deploying a dual authentication program. This budget continues this trend in an effort to balance Report to Redding City Council June 20,2023 Re: 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial BudgetPage 4 fiscal prudence and continue to reduce risk. Similar improvements wi11 take place in the next two years as well as increased physical security in the form of security cameras and facility access control. Consequently, the IT budget has expanded to account for these necessary actions yet even with this increase, we still remain short of truly ineeting the need, due to funding constraints. Public works is another department significantly impacted during this budget cycle, from a regulatory perspective, with all utilities having pressure to comply. �Iowever, the Solid Waste and Storm Drain Divisions are the hardest hit and the respective Division budget requests reflect this. The Storm Drain Utility is facing ever increasing restrictions on pollutants entering the water way creating a need for large investment in infrastructure and personnel. The Solid Waste Division is impacted by the recently required Organics Diversion Program as we11 as City growth. Both of these issues are more fully explained in the Public Works overview. Lastly, while the substantive requirements of the mandates of electrifying the City's fleet will not occur during this budget cycle, continuing to prepare and plan for this eventuality is prudent. Staff continues to support statewide efforts to put some common sense into this discussion and has initiated a fleet development study along with the continued enhancement of the electric grid to handle the future load created by the conversion from fossil fuels to "clean"power. Unfunded Needs and Other Challenges As with previous budgets, the City of Redding struggles to obtain the funding necessary to maintain its infrastructure. With the City being more than 60 square miles, and a low population density, the traditional funding schemes employed in California generally fall short of providing adequate funding. The City relies heavily on grant revenue to construct improvements such as bike lanes, housing, and parks, but these expenses generally fall to General Fund tax revenues to maintain this infrastructure. The same General Fund tax revenues also must provide for general government services such as Public Safety. This, coupled with recent inflationary pressures, inventory shortages, insurance increases and the cost of employee benefits, makes balancing this budget a challenge. Pension The cost of employee pensions continues to impact the available resources to provide City services. These pension costs come in two forms; one is the annual cost and the other is the unfunded liability expense. While the former has increased due to a change in assumptions by the California Public Employees' Retirement System (Ca1PERS) the latter is a key cause of budget difficulties. Due to changes in 2017 by CaIPERS, the unfunded liability cost skyrocketed. The unfunded pension liability cost to the General Fund in this budget is $13.6 and $14.6 million in FY 2024 and FY 2025 respectively. The Budget Summary section contains much more detail related to the pension costs for the City Workforce There has been good success in stabilizing and growing the City's workforce over the past two years but it remains imperative that the City continues to focus on recruiting, retaining, training and supporting employees. With the completion of the personnel process report, the implementation of the new Enterprise Resource Planning program and human capital Report to Redding City Council June 20,2023 Re: 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial BudgetPage 5 management software, there wi11 be ample opportunities to modernize the tools and protocols which should enhance employee satisfaction. The City's workforce is aging with a high percentage of staff at, or nearing, retirement age, particularly at the Director level. Therefore, focus on succession planning will remain a high priority. Additional funding has been added to departments for training and efforts are being focused on preparing staff for future opportunities. Some of these opportunities will be driven by the ever-increasing regulatory environment in which we work. New regulation usually requires new expenses often in the form of staffing. By focusing on training and succession planning, the City will be better able to continue to offer quality services to the City's residents. EnviNonmental Review Staff has reviewed the budget and the associated general maintenance activities of various departments and determined that the general maintenance activities are Categorically Exempt from review under the California Environmental Quality Act Guidelines, per Section 15301 - Existing Facilities. Class 1 exemptions include the operation, repair, maintenance, or minor alteration of existing public structures, facilities and equipment. City facilities/equipment will undergo general maintenance activities throughout the course of the 2023/24 and 2024/25 fiscal years; however, the maintenance activities will result in negligible or no expansion of use. The proposed activities and action areas have been reviewed for sensitive resources and will not have a significant effect on biological or cult�ural resources such as threatened or endangered species or their habitats, sensitive vegetation communities, tribal lands, or tribal cultural resources. The maintenance activities have no potential to have a signi�cant effect on the environment. Council Pr�iority/City Manager Goals � Budget and Financial Management — "Achieve balanced and stable 10-year Financial Plans for all funds." • Public Safety — "Work to improve all aspects of public safety to help people feel secure and safe where they live, work, and play in the City of Redding." � Communication and Transparency — "Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust." � Government of the 21st Century — `Be relevant and proactive to the opportunities and challenges of today's residents and workforce. Anticipate the future to make better decisions today." � Economic Development — "Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the eommunity." Attachments Proposed Reso - WIP 6-12-23 Proposed Biennial Budget FY 23-24 & 24-25 CEQA Exemption Budget 23-25 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 RESOLUTION NO. 2023- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING APPROVING AND ADOPTING THE BIENNIAL BUDGET FOR FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 WHEREAS, proposed budget requests have been submitted to the City Manager by Department Directors of the City; and WHEREAS, such requests and all sources of revenue have been studied by the City Manager and the Finance Department; and WHEREAS, the City Manager has submitted a Proposed Budget to the City Council which was balanced and prudent; and WHEREAS, the City Council held a budget hearing and solicited input from the public; and WHEREAS, the City Council has amended the Proposed Budget as necessary to better serve the residents of the City of Redding; and WHEREAS, it has been determined that this matter is not subject to the provisions of the California Environmental Quality Act; NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Redding as follows: 1. That the foregoing recitals are true and correct. 2. That it is deemed to be in the best interest of the City of Redding to adopt and approve the budget appropriations contained in the Biennial Budget far fiscal years ending June 30,2024 and 2025 at this time. 3. That the budget appropriations referred to hereinabove are set forth in the Proposed Budget for fiscal years ending June 30, 2024 and 2025, and that said budget appropriations are hereby approved as the Biennial Budget for the City of Redding for the fiscal years ending June 30, 2024 and 2025. I HEREBY CERTIFY that the foregoing Resolution was introduced and read at a special meeting of the City Council of the City of Redding on the 20th day of June,2023, and was duly adopted at said ineeting by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: ABSTAIN: COUNCIL MEMBERS: MICHAEL DACQUISTO,Mayor ATTEST: FORM APPROVAL: PAMELA MIZE,City Clerk BARRY E.DeWALT, City Attorney iii .tLF4'"� �'�. ,.,.., .:. , � ��t,f'��7}��'��5��43t ` t i � .,,... < ' ,, ,��,s;?„ '�'��, „n?�1 t}��,��z� � kr� �� . � ti� > � >.;.: � ,,.;. .> �: � `�� e� ' s ��,��,S�i`ti��s it'��`�L1cY .»t si�.Sstz "•. SF,�.a:;� � , ,. ., , „_...�� • y�4 �v �.. ..: ,. „ �„.... � ..r�.,..>>.� �x. .. . . ,� .m.. 1 . '� . '?h K"'�2�..5 i,':tw';, ' aAtL �n ,. ... .. . 'i��O Y.,...v ......._._,.. �.u�. fi °c. � i . „i"rou 3n� .. " , .. .^ ��3„, •.,„ ,� . , ,.. .. 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",. ., . ., ...' 1 w'P �,��`. x `'.'�'h n�:". r.. �� .., i . �.• � $r, � vuk� JN .; a . t �\ �S ,�,� ��A � l '�"��y'� S � . . •��N'� 2 t2 ., � ,. �� ? ��1� � : ' � . ��_ �� x�� . �' .,�?.�� '4Yi �� , w^, � r 1 ! / f ! � r a • /r � • � � � � iI . .� ��r n. �.�., A �,.� % � / % /rr CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 TABLE OF CONTENTS INTRODUCTION Tableof Contents................................................................................................................ i BudgetResolution.............................................................................................................iii MunicipalOfficers ............................................................................................ ........::...:�v CityOrganizational Chart.................................................................................. .�..............v BudgetUsers Guide................................................................................ ......... .............. vi Budget Development Calendar............................................................... ......:... . ...:..:..... xi MissionStatement....................................................................... ........: ......... .............xii BUDGET MESSAGE BudgetMessage ............................................................... ......... .......... .......... . ......AA-1. City Manager's Goals and Objectives.............................. ......... �.,...... ,........ .........AA-5 BUDGET SUMMARIES SECTION BudgetOverview....................................... ......... >......... ...�,�,.. ......... ......................A-3 General Fund Source and Use Graphs....... .......t............. .......,..................................A-10 Expenditures and Revenues per Resident... .......:� ......... ....Y.:...................................A-12 .......� � Sales Tax-Where it Goes.............. .......... .. ..�...... ..........................................A-14 General Fund Ten-Year Financial Plan..... ...:... ........: ..........................................A-19 Comparative Summary of Estimated Rever��es...........................................................A-30 Statement of Estimated Revenues,-All�unds ............................................................A-32 Summary of Expenditure P�t�gram�-�Al��"�nds..........................................................A-43 Comparative Summary of Expenditurc Progr�ms -All Funds.....................................A-46 Summary of Authorized�ull-Time Positions ..............................................................A-49 Summary of Fund Transfers ......... .....:......................................................................A-50 Summary of Cost�Alloca�ion Ch�r�es,and Payment In-Lieu of Property Taxes(PILOT)............A-51 Summary of�iiternal Service Fund Charges.................................................................A-54 Summary of Lc�ng Te�rin L7ebt......................................................................................A-57 Summary caf Capital Projects .......................................................................................A-61 Hist�ry and�ocal�t��Redding.....................................................................................A-65 DEPARTMENT DETAIL Coinmunit�%Services Department....................................................................................B-1 Development Services Department.................................................................................C-1 ElectricDepartment........................................................................................................D-1 FireDepartment...............................................................................................................E-l. i CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 GeneralGovernment..................................................................................................F-1 CityCouncil ........................................................................................................F-5 CityManager's Office.........................................................................................F-6 Financial Services................................................................................................F-9 CityClerk's Office ...........................................................................................F-19 City Attorney's Office.......................................................................................F-25 Non-DepartmentaL............................................................................................F-31 HCD...................................................................................................................�'=�3 Information Technology Department................................................................�.;�:...G-1 Personnel Department............................................................................ ...........:.::..H-1 PoliceDepartment.................................................................................. ......... ........r�-1 Pubiic Works Department........................................................... ........: ......... .........T-1 APPENDIX "' �� Glossary/Acronyms.......................................................... ....�,... . ::...... :................K-3 FundDescriptions................................................. ......... ........: ......... .�.'............K-11 Budget Policies........................................... ... . .......'. ...... . K-15 Redding Area Bus Authority..................... .........' ......... ...:..:.. ..........................K-37 Redding Housing Authority...................... ..................... .......:.............................K-45 Index............................................... ............��. ....... ...... ....., ,..............................K-49 j /� : ii CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 RESOLUTION NO. 2023- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING APPROVING AND ADOPTING THE BIENNIAL BUDGET FOR FISCAL YEARS ENDING JUNE 30,2024 AND 2025 WHEREAS, proposed budget requests have been submitted to the City Manager by Department Directors of the City; and WHEREAS, such requests and all sources of revenue have been studied by the,�ity Manager and the Finance Department; and WHEREAS, the City Manager has submitted a Proposed Budget to the�City Council which was balanced and prudent; and WHEREAS,the City Council held a budget hearing and solicite+�input£�`om the public; and WHEREAS, the City Council has amended the Proposed�udgeti as necessary�t�i better serve the residents of the City of Redding; and WHEREAS, it has been determined that this matt�� is �c�� subject to� the provisions of the California Environmental Quality Act; NOW, THEREFORE, BE IT RESOLVEb� by th��Gity �c�uncil of the City of Redding as follows: l. That the foregoing recitals are tru�aa�d cc�rrect. 2. That it is deemed to be i� the best interest of the City of Redding to adopt and approve the budget appropria�ion�,contained in the Biennial Budget for fiscal years ending June 30, 2024 arid 202� at��this time. 3. That tl�e budget,appropriation� referred to hereinabove are set forth in the Proposed Budget for fisc�l years endin`g June 30, 2024 and 2025, and that said budget appropriatio�s ar� hereby app�oved as the Biennial Budget for the City of Redding for the�i�cal years endi��ane 30, 2024 and 2025. I HEREBY CE�t�`IFY��at tk�e��foragoing Resolution was introduced and read at a special meeting of the City Counc�l c�f the City of Redding on the 20th day of June, 2023, and was duly adopted at said meeting by the fallc�win�vote:� AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: ABSTAIN: COUNCIL MEMBERS: MICHAEL DACQUISTO,Mayor ATTEST: FORM APPROVAL: PAIVIELA MIZE,City Clerk BARRY E.DeWALT, City Attorney iii CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 MUNICIPAL OFFICIALS City Council Mayor.......................................................................................Michael Dacquisto ViceMayor.....................................................................................Mark Mezzano Mayor Pro Tem............................................................................Tenessa Audette Council Member..................................................................................JaCk 1Vlunns ;. Council Member..................................................................................Julie Winter �� Administrative Personnel CityManager....................................................... ........: t...........:....Barry Tippin Assistant City Manager........................... ......... ........: ......... ...'......Steve Bade City Attomey................................ ........�, .......: ....,.... ..,.. .;,;.......Barry DeWalt City Cierk..................................... .........'� ......... ......... .................Pamela Mize Ciry Treasurer............................... ......:............. .......�..................Greg Robinett Director of Community Services.. ......... ......... .....,.......................Kim Niemer Director of Development Ser�ices ....,....� ...�..,.r ,....�......................Jeremy Pagan Director of Electric. ........s :........ ....::... ........�. �...............................Nick Zettel Director of Financial Servic�s ,..,,� ................................................Greg Robinett Direetor of Informatian Technol��y..........................................Tony Van Boekel Director of Personn�l........� ........: ......................................................Kari Kibler Director of Public Works .. ..:.�:... ...............................................Chuck Aukland Fire Chie£.... .................... ...............................................Jerrod Vanlandinghain Police Chief. ........: ......... .....:.......................................................Bill Schueller / /� : iv a � ` � y _ � O .Y 'c ' c � � c � .� s .. a �, n � Q � .Y � � � c� c �y m ,. c .� E• oi Y G `° 1] � � 3 '�' Q, Ll p_ 'G .�. c b � J� � v c.� � 0 3 0 � u: �= � v, t. a v� w 3 3 � V � u � > C O V � � ; a � �c O °�° � m E � '� ro -e i > ¢ u. ° v� C7 F �� J � � o � � J j , > c �a �, N Y _ v� .. � o �� Y a � G y .� j; , U � � ¢ � Y � � N � � �. ¢ a > a � o � aw � � y � T � L T O T � % � O � m N O UI O � O U � C � C , � , � , �, L�' (6 O ti �+ F' � �. �� U � 'a _� �O —' F T � y � ¢ � � �j m c; w" N � ' � � ._ �, � N a � N � � d c �o ,�-'. a� c �, ¢t (R � a o � ♦v � i= _ � � � � � � ° ,.. m x � y _ U � O � . � ��.� � � V v /. � � � � , �.' G� d T .�,,. 'D � o c � �" 7 N y � � <U � � � � � � ¢ R a`. v .� � O, � d !Y m � � � �n c Um ,�' � s � o � m Z � �' c � � i.�tn a� ' s. y � � � ' � c � v: a F= T / .N ¢ U � G � � � � � .. .�. � � ��`� . � '` N o � � o v, o -- `T ;„)�@ N Y Y p" ;_ v � �, ? / • " y � ... W � � . U N Z � A �° � T3 �I � � � � � n � .�r' �- d � fa W rG CJ w � c � [ � � m E �" � ti i p_U d y � O � >` c o — � U >n � e T >(n N M r CU U Q � � = � 9 � � G c: � a v .�'. N G � � o � U N � ' N � � z o � - D E N � � � � O U� Y � '� a ` � m a wy' Q p U j m � G O Y Q E � ti� �r � �_� � �, a �� 4 � � U `m` �; o � � � u a a V CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 BUDGET USER'S GUIDE Introduction The City's budget is an important policy document. It serves as a financial plan, identifying tbe spending priorities for the organization. The budget is used to balance available resources with community needs, as determined by the City Council. It also serves as a tool for communication of the City's financial strategies and for ensuring accountability. At the Council budget hearing for fiscal year 1997-98 budget, it was agreed upon that the'�City wQuld prepare a two year budget. Therefore, the City's budget is a plan for two specified fiscal ye�: �The fisc�l years for this budget begin on July l, 2023 and end on June 30,2025. Bud�et Process � Responsibility � '"�� The City Manager is responsible for preparing the budget, submi�ting it to the��ty Council for adoption, and administering the budget after adoption. The City Manager has assignecl pre�aration and administration of the budget to the Finance Department. Kickoff Meeting and Budget Requests The budget process begins in September when the Fi�ance Depart�ient compiles budget request forms for all departments. These are distributed along with.� copy ,c�f ihe Budget Policies and Procedures Manual at the °Budget Kickoff' meeting. Departments prepare their budget reque"sts usi�g�� a priority based budgeting approach, whicb requires justifications for every request made. Thi��is cc�in�leted in the timeframe from the budget kickoff ineeting until. their due date to Finance in December. Finance tlien�provides feedback and works with the department to ensure that proper justification was prci�ided. The �r�quest generally will encompass each budget category. New personnel requests are reviewed b�both the Personnel and Finance departments. Other City divisions will review applicable requests and pre�a��reco�mendatit�ns. Preliminary Budg�f I2eview Departments su�rnit all budget requests to the Finance Department. Finance reviews the information provided and facilitates adclitional,�nformation as appropriate. Finance works with the department to ensure that all requested informatio� include�'proper�ustification and formatting on all requested information before submission to the City Manager. �. �� City Manager�Re�iew Due to the impacts of COVLD-19 and a desire to modernize and streamline the budget process, the City 1Vlanager budget review process was performed utilizing a shared folder system. The Departments and Finance work to finalize all justification and place the information for review by the City Manager, Assistant City Manager, and other departments as appropriate. The City Manager utilized this information to make preliminary decisions or if necessary request additional information. If the request for information was too complex a meeting was scheduled. Finally, Finance would utilize these preliminary decisions to formulate draft short and long term financial plans. The plans were then analyzed to ensure they could be funded within the revenue constraints of each major fund.If necessary, additional meetings are held to make final recommended budget decisions. vi CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 City Council Budget Workshops and Adoption In April and May City Council hold Budget Workshops with City Staff. These Workshops provided City Council an opportunity to receive information regarding the proposed budget and make modifications as appropriate. At the conclusion of the workshops, the City Council provided Staff with direction for modifications to the Proposed Budget that will come back to Council in June. These Budget Workshops a11ow City Council to provide direction and feedback relative to the Biennial Budget Development process. At the conclusion of the Budget Workshops, Staff begins to prepare a Proposed Biennial Budget and schedules a meeting for final budget review and adoption by City Council. At the conclusion of this meeting, the City Council will modify the Biennial Budget until a inajority consensus is reached, at wl�ich tim�the Biennial Budget is adopted by means of a resolution. Upon adoption, the Finance Department prepares for the�s�art of the new year by recording and finalizing the appropriations and estimated revenues into t`he�accounting system. The Finance Department then prepares the final document for distribution to City offici�ls and t�ther interested parties. Document Format %��,�. The Budget consists of 12 sections. The Introduction contains inforzn�tit�n of a�;eneral nature to the reader. The Budget Message presents information about the major goals and p�c�gram strategf�s�:fcii`the City as a whole with individual department goals;proposed budget resources and expen�itures,�'eSer�e fun�s; and City priorities. The Budget Summary follows the City Manager's messa�;e. Thi Budget Sum�nary contains historical information about resources and expenditures for all funds and departinents throughout t�ie�City. The next 9 sections provide supporting detail for the B�dget Sumrnary information. These sections expand the presentation of prior fund balance and expenditur�s. The final section, the Appendix, provides informaticrn�to the reader not given in other sections of the document. For example,this section includes a glossary oftei�is. The Accountin�Svstem,Bud�eta�v ControZ and Fir��zncial Policies The City of Redding accc�unting r�cords are maintained in accordance with Generally Accepted Accounting Principles (GAAP}, as �stablished b�the Gc�uernmental Accounting Standards Board(GASB). Government fund types (General Fund;�;�pecial�Revenue �'unds, Capital Project Fund, and Debt Service Funds), Agency Funds Expendable Trust �"u�ds ar�;��m�ai�tai�d on a modified accrual basis of accounting. Proprietary fund types (Enterprise and,Lnternal�e�`vice Funds)are maintained on an accrual accounting basis. The budget�adoptec��Sy City Gauncil is prepared on a cash basis. Some areas where the cash basis differs from GAAP basis a�e: � � 1. The Cit�dc�es not budget for the fair market value adjustment required under GASB 31. 2. The City does not budget for accounts payable or intergovernmental payables. 3. The City does not budget for benefit accruals. 4. The City budgets for certain receivables and payables on a cash basis. 5. In proprietary fund types the City does not budget for depreciation, but does budget for capital assets as expenditures. 6. In proprietaxy fund types the City includes debt proceeds as revenue and debt seroice payments as expenditures. 7. Encumbered amounts are recorded as the equivalent of expenditures in the budget as opposed to a reservation of fund balance under GAAP. The City Manager is authorized to transfer appropriations between divisions of a department within any fund; vii CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 however, any revisions that alter the total expenditures of any fund require City Council resolution, unless the Council has given authority to the City Manager to increase total appropriations. (Such as in grant expenditures when grant revenue equals or exceeds the expenditure and appropriation carryovers) A carefully designed system of internal accounting and budgetary controls is used to insure that revenues and expenditureslexpenses are tracked and used as intended. These controis are designed to provide reasonable, but not necessarily absolute, assurance with respect to the reliability of financial and budgetary records for use in the preparation of financial statements as we11 as accountability for a11 of the City of Redding assets. The concept of reasonable assurance recognizes that the cost of control should not exceed the benefits and that the evaluation of costs and benefits likely to be derived thereof require estimates and judgments by manag�ment. The system is reviewed as regularly as possible and as required by independent, certified public accountan`ts. � The main financial policies are as follows: All Enterprise Funds and the General Fund will prepare long-range ten year��nancial plans.� Th��dopted budget will be the first two years of the ten year financial plan. All long-range financial plans will use consistent economic assumpti�n��fn their��ng r�nge financial plans. The consistent economic assumptions will be developed by the Finance�Departm;ent with the input from all affected departments. � No year-end cash reserve balance in any year shall be below�ten�erc��t c�f�nnual expenditures in any ten year plan. Financial plans will be updated during the year �i�id any adjust,ment to maintain a 10 percent cash reseroe will be presented to Council for their approval. All funds should maintain a 10 percent of anzai�l expenditur�s res�tve, except internal service fiinds which should maintain a minimum of a 1 percent of annu��expenditures reserve. Each requested change in budget ap�xopri�tions w�ll include a fiscal impact statement. The City will comply with a11 fhe requiretnents of "Generally Accepted Accounting Principles" (GAAP). However, it must be stressed that the informaticin presented in the Budget is not audited and is not necessarily in full compliance with GA�P. T�e,information presented in the Budget is designed to enl�ance management control and fiscal pla�ziing and is nc�t i�t��ic�ed to directly correlate with the data presented in financial reports such as the Compr�hensive Annual Financial Report. The Comprehensive Annual Financial Report is designed to provide a retrospective vvervi��ori a fund-by-fund basis. The City us��a cost�allocati�n plan to identify cost associated with providing certain services. These indirect charges reimburse tl�e administration and overhead services provided by certain General Fund divisions. The allocations ar� made to Streets and Public Works in the General Fund and to all non-General Fund divisions; however, cost�Ilc�cation to internal service funds are allocated on to user divisions. In addition to its cost allocation plan the City charges a payment in lieu of taxes (PILOT) to the Electric Utility and Airport funds. In addition, when the Civic Auditorium Fund is fully operated by the City it wiil be charged a PILOT. The PILOT is similar to property tax charges and is based on 1 percent of the estimated value of a funds capital and joint venture assets. Estimated value for most assets is determined based on historical cost increased by 2 percent a year for a twelve year period. For equipment, furniLure and vehicles, the depreciated historical cost is used as estimated value. The City requires all budgets to be balanced. A balanced budget is defined as beginning budgeted fund balance plus revenues must be equal to or greater than expenditures. However, revenues can include debt for long-term assets. viii CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Fund Tvpes Government accounting requires the segregation of funds by type. The City of Redding uses six distinct fund types. These fund types include: General, Special Revenue, Enterprise,Internal Services, Trust and Agency funds, and a Private-purpose Trust fund. A breakdown by fund with associated department responsibility is available on page K-1 l. The General Fund is used to record all resources and expenditures not required to be accounted for in another fund type. Special Revenue funds account for the proceeds of legally restricted resources earmarked for specific purposes. Expenditures can be appropriated within the fund itself or transferred to anotl�er�'und'as zeimbursement for expenditures. Enterprise Funds are established to account for operations thax-are financed,�nd operated similar to private business. The intent of tl�e City is to match costs associated with the enterprise operation witl�. the revenues generated. The City's enterprise funds include the Airport, Gi�ic�Audi�t��ium, �l�etric, Water, Wastewater, Storm Drainage, and Solid Waste Funds. Internal Serviee Funds are er�ated tci�eci��tnt for serviees provided by one department for another. Costs of services are usually d��erminei�� on a cost allocation basis. Expenditures are restricted to the declicated use of the fund. Trust and Agency fiunds"��present the Special Deposit Fund and other Trust Funds. All revenues are restricted tc� t��l�ted exp�nditurr�s within the responsible fund and are typically held in trust. Private-purpose trust funds a�`e�a fiducia�y funt3 type used to report all trust arrangemants, other than those properly reported in pension trust funds��t�r in��tment trust funds, under which principal and income benefit individ'uals,private organizatior�s, pr other governments. Revenues Revenues are monies reeeived by the City and ar��report�d by sourc� as follows: Taxes; Fines,Forfeitures, and Penalties; Licenses and Permits; Use of iVlorney and Prt�perty, Internal Departments; Other Governmental Agencies; Charges for Current Services,,��nd Other.' � Taxes are eompulsory charges levied by a,govet�mental agency for the purpose of finaneing services performed for the common benefit. Primary sburces ar� Property Tax, Sales Tax, Transient Occupancy Tax, and Cannabis Tax. Fines represent monies paid as an imp��ed penalty for an offense such as a traffic or safety violation. Licenses and Permits represent'a yoluntary or�ffieially given right to levy a charge for a serviee provided. For example, primary sources erf revenue from ��rmits are those generated for approval of construction projects within the City limits, i;e., bu�iding�perm�ts. 1Vloney and Property identi�es revenue received from invesxments or rental of assets. l�evenue:from Internal Departments is revenue charged to other departments for services provided by another�cl��artrnent.� T�te fwo main sources of revenue from internal departments is in-lieu property tax and cost al�c�eation�reimbursement. Other Governmental Agencies contribute revenue to the City by participatin��in spe�ifically��p�proved City activities. Revenues can be received from federal, state, county, or other loefil,�;overnn�ental ageiicies. Revenues for the most part are restricted to the guidelines developed by the governmental�a�ency allocating the funds. Some of these include motor vehicle in-lieu fees, state mandated claims, Housing �nd Urban Development funds, various grants from the State of California and the federal government. Charg+�s for current serviees are user charges applied to specific serviees provided by the City. The charges are established by resolution adopted by the City Council. Examples of charges for current seroices are recreation fees, plan check fees, inspection fees, and fingerprinting fees. Other revenues are those resources not accounted for in any other category. They include miscellaneous revenue, compensation/property damage, and contributions. The General Fund's three largest source of revenue are sales tax, property tax, and internal departments. These three sourees make up over 81 percent of the General Fund revenue. The revenue for the Special Revenue Funds generally consists of revenue from other governmental agencies and from fees for services. These funds are generally restricted and can only be used for specific purposes. ix CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The revenue for the Enterprise Funds are generated by providing services, i.e. the fees paid for water on one's utility bill wouid go to the water utility, electric charges to the electric utility. The revenue for the Internal Services Funds is generated by charging the users of their services (usually other City departments). Expenditures Expenditures are divided into four categories: Personnel Costs; Materials, Supplies, and Services; Debt Service, and Capita� Outlay. Personnel costs account for all direct and indirect costs of City personnel. The cost also includ�s all employee benefits. Materials, Supplies, and Services represent expenditures for the operation of each depat�tment. Debt Service incl�udes the principal and interest payments on all long-tenn debt. C�pital Uutlay ac�c�runts for any capital improvement,project, or equipment purchases over$5,000. Fund Balance Beginning Fund balance in this report is the cumulative (all p�rior yeaxs);difference� in all revenues less all expenditures,primarily on a budgetary basis. Ending fund balance is the beginning fund balance increased by all currently budgeted revenues less currently budgeted expendit�res,primarily on a budgetary basis. / j /� : x CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 BUDGET DEVELOPMENT CALENDAR FOR BIENNIAL BUDGET 2023-25 DUE DATE ACTION 10/24/22 City Manager budget lcickoff with departments 12/15/22 Departments return priority budget spreadsheets to Finance � � January/February Tnformational budget workshops—Significant issues , 1/16/23 Finance completes review and feedback of priority budget s�ireadsheets�� 1/31123 Departments complete all budget requests ir�cluding justi��a�i�in �� 2/28/23 Finance and City Manager review and conipl��e�prelimii�ary budget decisions. Including expenditures and revenues. 1/31/23 to 2/20/23 Internal Service Funds prepare„allocations a�id issue papers for presentations to Directors. These documents are to be returned to Finan�e by February 20,2023 3ll/23 to 3110/23 Internal Service Fus�cls presetrt��their�b�dgets to Directors. 3/10/23 Departments input all�p��'oved budget requests. 3/24/23 Finance tc�deliver a c�raft�1(��ear plan to the City Manager based on decisions/requests to date. 3/30/23 ��e��in�;with�?irectars for final budget decisions. 1/31/23 to 4/14/23 Dep�rtm��ts��epare department overview. 4/10/23 to 5/51�3 City Council Budget Workshops. 5/1/23 to 5�3�1123�` � Finance Department prepares Proposed Budget. June 2023 � City Manager presents Proposed Budget to City Council; City Council establishes date(s) �� for budget workshop(s). June 2023 City Council reviews Proposed Budget and amends it as neeessary. Budget is adopted. 7/31/23 Finance Department publishes and disseminates Biennial Budget. xi CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING MISSION STATEMENT Provide a high quality of life, remembering that families and neighborhoods are the centerpiece of our lives; the Redding Coinmunity will remain clean and safe and will work aggressively to prevent sprawl through careful community development, planning and smart growth. The city is seen as proactive rather than reactive by focusing on what type of City we would like to be in the future and taking the necessary steps to assure we reach our goals. CITY OF REDDING VISION STATEMENT Our vision is: � To protect and enhance the City's reputation as the "Jewel of Northerr� Califor�ia" �� To attract and support quality job growth f� To build neighborhoods rather than homes l� To have a well-managed City that is in sound financial con�ition and ii�e in vvl�ich there is strong leadership that values good governance � To provide excellent public services and infrastructure tti�5z�omote a cl�an and attractive community � To support steps to create a vibrant downtown and riverfront � �^ To assure parks,trails and open space f� To support prograins ihat connect the�ity's u�sique r��tuiral beauty and rich history / /� : xii � j GOVERNMENT FINANCE OFFICERS ASSOCIATIUN Distin uishec�: % g Bud et Prese�tat�c�� g A�a�c� PRE�ENTEL?TC) /� +Cit� t�f Redding California jFor the Biennium Beginning /� JUIy 01, 2�21 �� ' ��`��"��' Executive Director % � / % /rr % CITY MANAGER BUDGET MESSAGE � � j �% aa-1 Introduction The City of Redding(City)Biennial budget for Fiscal Year 2023-24 and Fiscal Year 2024-25 is focused on maintaining the gains the City has made over the past four years. Over the past four years the economy was better than expected and through fiscal discipline and a focus on priority goals and objectives,the City made great strides in many areas,including the following: a) Increased Fire Department staffing to include three fire personnel on every fire apparatus for the first time in City history, working towards a four- person per fire apparatus on three separate engines,utilizing grant funding. b) Increased Police staffing across the board with 122 budgeted sworn officers a��owirig��,for the re- establishment of Beat No. 8, the creation of two Crisis Intervention Respt�nse Teams {�vith two officers per team), adopting and staffing a Park Ranger program with four�"ark Rangers,and the addition of a bike team. This provides far more resources to police c��r city nt�t pnly re�ponding to calls for service but increasing the tune available for proactive pc�Ticing. c) Provided market-based salary and benefit packages to several et�loyee g�oups anc�continuing the progress in this area. d) Investment in technology upgrades including a new Ent�i-prise Resource Pl�nning platform with accessory modules, vetting, im�plementing and installing a ne�� Gity-�?vic�e phone system, new facility access control system, new radios for public-�afely groups,, and a new computer aided dispatch system. e) Invested in infrastructure ranging from painZing Cit�Hall, tc�the Caldwell Park Skate Park along with large investments in utility equipment�eplaceinent;upgrade�and modernization. � Review and updating of City policies and p�ocedures suc� as the travel policy, alternative work schedules,hybridlremote work policy and th�`program review of the City's workforce inanagement system and methods. g) Continuation of the downtown xe�i�talizatit�n with the completion of the high-profile Block 7 proj ect and the implementation of the Dt�wntQ�vn Parking System. h) Completion of the updaxed�I?ownto�� Specific Plan, in-process of the General Plan update, and launching tha Reddin�I�iverfr�nt Spe�ific Plan update. Maintaining these gains while developing t�is budget and grappling with a slowing economy required grit, creativity, and a willin,gness to�push again�#some norms associated with typical budget development. City Council insight was necessary to d�ue�crp��the budget and was provided at three workshops with the City Council providing solid direction on various topics resulting in the proposed budget. With this �uidance the proposed bud�t maintains�a11 aclvancements the City has achieved and provides soine additional areas of growth.,�The pat�i ft�rward is treacherous and will require continual vigilance and perhaps swift action to maintai�i the solid finan��al footing that has always been the City's strength. Revenue The City of Redding sales tax revenue for Fiscal Year 2022—2023 is estimated to be below projections by over $2 million�with total General Fund tax revenues estimated to be below projections by $1.7 million. This budget"loss"combined with the corresponding impact to the City's 10-year plan has been the largest obstacle in the creation of this budget. To put this in perspective, a$1.7 million loss is equivalent to eight mid-level police officer positions. The$2 million loss in sales tax represents a reduction of approximately 6 percent in that single funding source. Puture revenue has also proven very dif�cult to project given the uncertain economy with high inflation,low unemployment and increasing interest rates. Many economists are predicting a recession while others disagree with this thought. Based on the uncertainty, staff recom.inended that the City Council approve modest increases in the inajor General Fund tax categories. These revenue forecasts are as follows: Sales tax slightly above a 2.5 percent increase in FY 2024 and AA-2 slightly above 2.5 percent in FY 2025; Property tax with a slight increase above 3 percent in FY 2024 and above 3 percent in FY 2025; Transient Occupancy tax above 4 percent in FY 2024 and above 4 percent in FY 2025; Cannabis tax and other taxes with an increase of just over 4 percent in PY 2024 and above 4 percent in FY 2025. ARPA Funding The City of Redding was provided$18.6 million in funds from the American Rescue Plan Act(ARPA) to be utilized in the flexible manner as established in the United States Treasury Finai Rule. The City Council provided initial direction in fund spending in February 2022,prior to the downturn in tk�e economy. With the downturn and the noted loss of General Fund Revenues the City Council has redirected a pu�tion of this funding to assist in maintaining the newly established public services that have b�n put into p1a�e. More particularly, this funding will be used to pay for officers assigned to Beat Na� 8 and the Park �angers throu�h the Fiscal Year 2026-2027 and wi11 be used to augment the Police�and Fire l��partme�tts rolling stock budgets by $1 million each. Additionally, $750,000 will be used tc� maintain/replace General Fund facilities. While it is not normally prudent to cover personnel exp�nses by�"one-time� funding" it is recommended to do so in order to maintain services while providin� an cr��ortunity ta i�t�serve the health of the economy utilizing this additional time to make other adjustment"s in tht;budg�t and 10-year plan to maintain the minimum 10 percent reserve. Regulatory Pressure and Modern Requirements The regulatory nature of California is in full swin��;"�and the dec�elopment of this budget takes this into account. Ranging from transportation electrificatioin to wildfire prt�tection to organic diversion,the pace is fast and furious. Equally challenging is the t�eat ct`eated by cy�er attacks and technology obsolescence. The proposed budget accounts for these,b,i�t�i in the sht�rt te�m and long term. Cyber security threats continue to grow�anc�:the cost of defending against them grows as welL The Information Technology Department(IT)tak�s�the lead in combating this threat. Over the past few years, significant progress has been rnade by c�anges to,process, staff augmentation and technology investment, adding a Cyber Security Of�'icer, increased security for passwords, and deploying a dual authentication program. This budget continues this trend�n an effort to balance fiscal prudence and continue to reduce risk. Similar improverne�ts wil� take place�in the next two years as well as increased physical security in the form of secur�ty came�`as anc��f�cil�ity�access control. Consequently, the IT budget has expanded to account for thes��ecess�� actions yet even with this increase, we sti11 remain short of truly meeting the need, due to fundi��co�nstraints� Public,uworks is anoth�r`;department significantly impacted during this budget cycle, from a regulatory perspective, with��all utili�ies having pressure to comply. However, the Solid Waste and Storm Drain Divisioris�ar� the hardest hit and the respective Division budget requests reflect this. The Storm Drain Utility is facit�� ever increasing restrictions on pollutants entering the water way creating a need for large investment in ihfrastructure and personnel. The Solid Waste Division is impacted by the recently required Organics Diversion Program as well as City growth. Both of these issues are more fuily explained in the Public Works overview. Lastly, while the substantive requirements of the mandates of electrifying the City's fleet won't occur during this budget cycle, continuing to prepare and plan for this eventuality is prudent. Staff continues to support statewide efforts to put some common sense into this discussion but recommends initiating a fleet development study along with the continued enhancement of the electric grid to handle the future load created by the conversion from fossil fuels to"clean"power. AA-3 Unfunded Needs and Other Challenges As with previous budgets, the City of Redding struggles to obtain the funding necessary to maintain its infrastructure. With the City being more than 60 square miles,and a 1ow population density,the traditional funding schemes employed in California generally fall short ofproviding adequate funding. The City relies heavily on grant revenue to construct improvements such as bike lanes, housing, and parks, but these expenses generally fall to General Fund tax revenues to maintain this infrastructure. The same General Fund tax revenues also must provide for general government services such as Public Safety. This, coupled with recent inflationary pressures, inventory shortages, insurance increases and the cost of em�ployee benefits,makes balancing this budget a challenge. % Pension The cost of employee pensions continues to impact the available resources tp�rovide Ci�;y servz�es. T11ese pension costs come in two forms; one is the annual cost and the other is�+the unfundec�liability expense. While the foriner has increased due to a change in assumptions by t�� Calif�rnia Pub�ic�Empioyees' Retirement System (Ca1PERS) the latter is a key cause of budget dif�cultz�s. Due to c��nges in 2017 by CalPERS,the unfunded liability cost skyrocketed. The unfundec��ensit�n liabilitX co�tto the General Fund in this budget is $13.6 and $14.6 million in FY 2024 and F� 2025 respectivel�. fihe Budget Summary section contains much more detail related to tha pension costs fc�r the City� � Workforce There has been good success in stabilizing and�,�rowing the City'��vorkforce over the past two years but it reinains imperative that the City continues ;tta foci�s on recruiting, retaining, training and supporting employees. With the completion of the persc�nnel proces��re�ort,the implementation of the new Enterprise Resource Planning program and human capital management software, there will be ample opportunities to modernize the tools and protocols which shou��1 enhance employee satisfaction. The City's workforce is agin�uvith a hYg�perc�ntage of staff at, or nearing, retirement age,particularly at the Director level. Therefore, �`ocus on succession planning wi11 remain a high priority. Additional funding has been added to departme�tts for training and efforts are being focused on preparing staff for future opportunities. Some of these op�ortunitie�will be driven by the ever-increasing regulatory enviromnent in which we work. N��reg��ation�usi��l�y requires new expenses often in the form of staffing. By focusing on training and successio�planning,the City will be better able to continue to offer quality services to the City's residenis. ��: AA-4 % CITY OF REDDING �� GOALS AND OBJECTIVES 2023-2025 � j �% ,: aa-s Bud�et and Financial Mana�ement Obieetive Objective:Achieve balanced and stable 10-Year Financial Plans for all Funds. Citv-Wide Goals: 1. Maintain balanced l 0-Year Plans for ali funds. 2. Implement a new Budget Development Module in new software (Oracle) in advance of the next budget, January 2025. a. Integrate new policies and procedures manual in coordination witl�'��gt�-Ii�e to better streamline budget production by October 2024. b. Integrate new policies and procedures manual regarding bud�et amendme�its and appropriation transfers to effectively manage modifications tii'budge;ts��during t1�e life of the adopted budget by June 2025. 3. Implement a new Financial system,which will impact business process�s,procedures, operations inanuals, internal controls, and municipal code. The system w�ll impact cask��collection, cash management, accounts payable, and expenditure reimbursem�nt by J�1�202� � a. Continue to monitor and improve processes, ptrlicies, ac�3 proc�tlures as the system is in use and provide continuous updates to maximiz� t�ie efficacy of the new system and financial operations, quarterly beginning Octobe��023 b. Coordinate continuous improvement�t�i de�artment�understanding and available resources from the new system, quarterly begitining Octabe�'2023 � � Department Goals: Airports l. Identify and confirm future revenu�s��'or Airports in order to balance long-term financial plans in advance of future budget deu��lc�pme�t. 2. Negotiate with the tin�-site ear rental ct�mpanies for commencing a Customer Facility Charge (CFC)to raise capitial for expanded and improved parking facilities at Redding Regional Airport Communitv Sersr�'� , l. Pilot ceritralized irrigatio�i c�introl software at Salt Creek Heights Park and Shastina Ranch Park to det�r�nine if�c�st�avings justify program expansion. Rec�'zn�*Fi�-e De�artment 1.�� Implern�nt the�i�st Responder fee approved by the City Council in 2021 no later than January < _. 2024; Reddin,�E�ectric UtilitX l. Comp��te a comprehensive cost-of service study, evaluate rate structures to ensure they clearly and aecurately reflect the results, and engage the eommunity with outreach and education regarding rates 2. Utilize debt management strategies and principles to ensure stable, predictable, and affordabie service. AA-6 Finance De�artment l. Grants Traeking - Determine if and how finanee ean provide information and support to departments to better track and ensure timelier billing of grants receivable no later than June 2024. Personnel De�artment l. Working with Finance to develop an improved internal cost estimate system for labor relations negotiations no later than January 2025. Reddin�Police Department 2. Utilize the$1 million in ARPA funding to replace 20 percent of the aging pa�r�1'fleet�th modern, safe, fuel-efficient police vehicles no later than June 2025. Pul�lie Works DepaNtment �j� � ��> � � 1. Implement a new rate for souree-separated commercial food was e to ca�er the cost��of the new inandated program no later than January 2024. 2. Update the North Redding Traffic Benefit District Impact Fee Prc�gr�in to moderi7ize the program post-Redevelopment Agency elimination and Costco relcsca�dn no lat�r than January 2024. 3. Update the development impact fee programs in lin� with exp�cted d�`�elopment and program project implementation no later than July 2024. 4. Develop an improved tracking system for deposits,,,delinquent paym�nts, and timely invoicing on land development projeets no later than July 2f�24:'�� 5. Develop an improved tracking system for releases of s�curity,extensions, and warranty periods on capital and land development constructi€�n projects nc�'�,later than July 2024. j /� : AA-7 Public Safetv Obiective Objective: Wo�k to imp�ove all aspects of public safety to help people feel secure and safe where they live, wo�k and play in the City of Redding. Citv-Wide Goals: 1. Complete work on the Community Planning Assistance for Wildfire Report implementation no later than January 2025. Department Goals: Airports l. Develop a plan and identify funding strategies to extend the �rimary`��runway �t�the Redding Regional Airport to accommodate a larger array of wildf'ire attac�"aircraft, inc�u�ding Very Large Air Tankers (VLATs)no later than July 2025. Community,Services Department 1. Park Hosts will move into the new Parlc Hos�hc�uses to enhance �`acility security no later than January 2024. Developm�nt SeNvices De�artment 1. Develop and implement measures,tc��b�tter secure the City's Permit Center against the potential for active shooter tbreat, for the b�nefit t�f the genera�public, City customers as well as City staff no later than July 2024. 2. EXplore the creation of a long-t�rm=�ental inspection program and determine feasibility for the City of Redding no later than:Tanuat�y-2025. 3. Explore the creation of a vacant prop�y„registration ordinance and determine feasibility no later than January 2025. �� 4. Maintain proper eert�fications for Building and Code Enforcement activities, as well as FEMA floodplain adr�ii�istratii��, and maintain or achieve higher Building Code Effectiveness Grading Schedule;(BCEG��and��mtnunity Rating System(CRS)rating classifications no later than July 2025. Reddir��Electric Zltilitv 1,��Compl��e criti�al wildfire mitigation projects; complete physical and cyber security � impra`vements; replace aging distribution system infrastructure; and make necessary changes to , w�t'kflow processes and technologies to ensure timely and efficient maintenance of the di�tribution system. Reddin Fi�e Department l. Partner with SHASCOM and CalFire Emergency Communications Center to develop a CAD-to- CAD interface to enhance interoperability within the Mutual Threat Zone (MTZ) no later than January 2025. 2. Implement WebEOC and provide semi-annual EOC training. 3. Train with RPD and regional partners through Shield Training Center to improve interoperability. 4. Complete the Community Wildfire Protection Plan(CWPP)no later than July 2024. AA-8 PeNsvnnel Department 1. Develop and implement an engaging City Safety Education Prograin no later than July 2024. Reddin,�Pvlice De�artment 1. Implement a new Street Criines Unit in the Detective Division to investigate narcotics trafficking, gang criine, sex trafficking, and crimes coinmitted by serious probationers and parolees holding them accountable to the terms and conditions of their supervised release. Reduce the overall individual caseload of Detectives in the division no later than January 2024. Public Wo�ks Depa�tment 1. Enhance the Litter Abatement Program(Council Policy 1409)by increasing��e number of solar- powered trash receptaeles (Big Belly's), eoordinate with Redding Poli¢e�TSepartmen�r�garding the impact of illegal duinping,homeless encam�pments, access control�nd s�npping carE r�trieval, portable waste receptacles, and better use of the Community Clea�up�Voucl�e�'Progr�m�no later than July 2024. 2. Complete the preliminary design assessment of Fire Faciliti�s�to deuelop a prioritized list of projects, including a new Fire Station No. 9, for the Redding Fi�e I�epartment��to secure funding no later than January 2024. 3. Increase the lane miles of proteeted bike routes and th�number c�f enh�ticed pedestrian crossings to reduce pedestrian/cyciist fatalities through incorporatio�iii curr�t�z and future projects. 4. Perform an annual night survey of the entire roadway system to identify signing, striping, and other visibility issues and sehedule repairs�replaeer�itnts ft�r cc��pletion before Mareh of eaeh year. 5. Secure four Highway Safety Improveme�t Programs (�ISIP), Active Transportation Program (ATP), or other State or Federal pra�am gr�nt projects to enhance roadway safety for all users. 6. Update the Local Road Safety�'i�n to p�ioriti�e�s�f�ty'project implementation and secure grant funding for projects no later t1�an�Januar�2025. � 7. Construct a treatment system�fiir Enterprise Well-12 to eliminate waste products and increase produetion of non-surface water to increase the City's drought resilieney no later than July 2025. 8. Develop and enhance��drant i�specti�r�and servicing program to ensure system reliability during emergency operatia�is no later than Jan�ary 2024. �% /i� /� : AA-9 Communication & Ti^ansparencv Obiective Objective:Improve the quality and quantity of communication with the public and City employees to enhance knowledge and increase t�ansparency to i�np�ove public trust. Citv-Wide Goals: 1. Maintain and improve City Hub to provide better and expanded opportunities for the public to access City information. 2. Develop a revised Socia11V1edia Policy no later than January 2024. Department Goals: / Ci_ Clerk j/ L Implement new Agenda Management software program wi�l�''enhanced ��p�o�nities for coinmunity engagement no later than July 2024. � � 2. Implement new Public Records Request software program to exp�zlite public re�c�rds requests,and help the City to remain compliant with legal requireme�tst � 3. Implement new Business Licensing software for use no later than �a��ry 2025, to automate processes and increase ease of use for businesses. Communitv Sey`vices Department 1. Implement the new City website with enh�ced engag��nent t�ols. Reddin�Fire De�artment 1. Implement the "Community Ccmnect" �nodule�wi�hin the Department's Report Management System, "First Due" to im�rt�ve eom�nunieation and eommunity engagement on fire and life safety issues no later than July 2024, �� Development Services D�z�artm�nt 1. Reconfigure the int�t�net page to be more user-friendly,with updated and relevant infonnation so that customers can �asily get answers to their questions and more readily access self-service features of the c�nline p�rmit p,o�t�l no later than July 2025. 2. Configur� the online pern�it`portal so that real-time progress data is available to eustomers regardin�permit application status and review timelines no later than January 2025. 3. Reconfigure the�intranet page to be organized and weil-maintained so that staff has clear direction t�ri where to�C�for the latest policy, guidanee,training, and resources no later than January 2024. /�. Red�ling Electric Utilit�e�artment 1. C�inplete a customer needs survey and implement electronic billing no later than July 2024. Informati��t'�Technolo�y Department 1. Acquire and deploy a cloud base Voice Over IP phone system by first quarter of 2024. 2. Reloeate various radio eommunieation links for better support and accessibility no later than January 2024. 3. Improve and increase GIS web-based resources for better citizen access and experience no later than July 2024. AA-10 Personnel De�artment 1. Develop a branded Personnel Department website landing page with relevant and updated information so the public can easily access recruitment and hiring information no later than January 2024. 2. Transition to digital records no later than July 2024 3. Create a digital infrastructure that can be leveraged across all talent acquisition efforts no later than July 2025. Public Wo�ks Department 1. Implement a pro�ram to track outreach and education efforts and assist in cc��npleting reports to � the State for regulatory compliance no later than July 2025. 2. Develop urban water use objectives to ineet State mandates for residential i�door use, re�idential outdoor use, Commerciai, Industrial, and Institutional(CII) outdoorirrigation,and water�loss. 3. Transition the Record Drawing Manager to Laserfiche (docum�nt inanagement sysx�m) no later than July 2025. 4. Develop stormwater infiltration gallery design standard for use �y t1�e��deve�c�prnent community no later than July 2024. / � j /� : AA-11 Gover�nment of the 21st Centur�v Obiective Objective:Be relevant and proactive to the opportunities and challenges of today's �^esidents and workfo�ce. Anticipate the future to make bette�decisions today. City Wide Goals: 1. Provide an opportunity for the City Council to consider a new Mission,Vision&Ethics statements by July 2024. 2. Develop the City's Zero Emission Vehicle (ZEV) Fleet Replacement and Infrastructure Plan to ensure the City meets coinpliance with California's clean energy mandates cas��effectively while maintaining the highest level of service and reliability no later than January,2025. Department Goals: Communitv Services De�artment �/� 1. Work collaboratively with citizens to evaluate youth sports facilities��' Development SeYvices De�artment 1. Continue expanding online permit offerings, create � hel�f�l �v�b�age��with training videos and tutorials,and implement a decision engine for online perim7t portal customers to easily guide them through the online permit application process an�iinprove custon�er experience. 2. Explore options for the development of '�an appointment-based business model to inerease efficiency and productivity, as well as pot�ntiaily imple�nent online queue management with easy online customer check-in and auto-scheduling of appointments with City staff and determine feasibility no later than January 2Q25'. � Redding Electr^ic Utility 1. Complete and ensure REU's 2024 Tntegrated Resource Plan maintains a diverse resource partfolio that achieves regulato�compliance a�:d rate stability no later ihan July 2024. Redc�in�Fire Depart�ne�it 1. Develop and formali�� the Department's Critieal Ineident Stress Management and Peer Support Team. 2. Improv�recruitn7�nt efforts to�promote a diverse wark group. Housin� 1.///i„�ontinue to sc�l�and implement projects and strategies to increase xhe housing stock and increase afforda�ile housin�opportunities. In orrn�tion Technolo�y Depa�tment 1. Impl�rx�ent multi-factor authentication across all system access and perform system hardening for inerea�ed cyber threat protection no later than January 2024. 2. Evaluate, procure, and deploy new perimeter firewalls providing high-level intrusion protection and improved manageability and reporting no later than July 2025. 3. Integrate GIS technology into the annual Point-in-Time survey to streamline data collection no later than January 2024. AA-12 PeNsvnnel Department 1. Develop and implement a strategy to support a diverse,inclusive and equitable work force no later than July 2024. 2. Cond'uct a department needs survey to create and implement employee development programs that prepare employees to be the City's future leaders no later than July 2024. Reddin�Police Department 1. The Crisis Intervention Response Team will work to increase the support of inental health consumers, reduce fatal encounters with persons experiencing a crisis, and divert them from tbe criminal justice system whenever possibie. Public Works De�art�nent 1. Implement a GPS/AVL system which will help to establish new coliectian routes tci��address growth and new service requirements, while maintaining and improvlrig effici��icies and inereasing driver aceountability and safety no later than July 202�. � 2. Make improvements and modifications to the Materials Reco�ery Facility to increase efficiencies through the impiementation of new/updated technology and autoitmatic�n(inclu�ir�g the possibility of robots to perform sorting tasks to reduce need for manu��abor). 3. Implement tl�e Pyrolysis program to convert bioscrlid waste into a� reusable product while developing plans to expand the operation to receive fr�ad and c�ther t�rganic waste. 4. Implement a new Pavement Management Softwa�re,system to inspect roadway conditions and help prioritize road maintenance projects to extend�the life of ro�dwa��surfaces. 5. Develop a r►ew micro-mobility policy fo� �ity Cour�cil consideration and implement a policy driven program with existing multi-modal c��erators. 6. Develop and implement updated record pla�i�rocedure to provide for eleetronie mark ups. j /� ; AA-13 Economic Development Obiective Objective:Facilitate and become a catalyst fo�economic development in Redding to create jobs, retain current businesses and att�act new ones and encourage investment in the community. Citv-Wide Goals: l. Continue to market Stillwater Business Park (SBP) and work to close escrows and complete private and public infrastructure projects for the SBP. 2. Maintain a strong relationship with the Shasta Economic Development Co�pt�ration atid establish procedures for monthly updates on its progress under the contract Scop��t�f Work 3. Develop and implement collaborative programming to provide direct expasure for local�outh to a variety of career pathways available within the City of Redding organi�ation, .��cl in the community at large. Department Goals: AiYpOYts 1. Implement new air service with potential airlines no latez tl�n�uly�025. 2. Develop a plan and identify funding strategies to, construct a Te�ninal expansion to accommodate the regional demand for air sc�rvice. ` � 3. Diversify revenue streams for the Ait�iort Enterprise Fund by maximizing the development potential according to the Air�ort Strategic�Plan and other mechanisms. Community Services Departinent ��. 1. Protect and maintain scenic�;��tural, ancl cultural resources to attract residents and businesses and encourage physical a�tir�ity 2. Finalize the new Libra�y Strategic A�an no later than July 2024. Develo�ment SeYvices L}�partment 1. Complete the update to the Genera�Plan no later than January 2024. 2. Complete an u�tt�ate tathe Riverfront Specific Plan no later than July 2025. 3. Enga�e szakehol'c��rs regardin�the future of the Oasis Road Specific Plan no later than July 2024. Redding Elec�`ric Utilitv l��art�nent l. Cpmp�ete a review of REU's economic development rate options to aid the Redding Chamber of /, �ommerce and Shasta Economic Development Corporation in competing with other communities. /� . � Ma�nt��n and improve safety,reliability,and affordability inetrics to attract and retain commercial d��lopment in accordance with the strategic plan. Reddin �F'zre Department 1. Improve capacity for the Fire Plan Review process and workflow. PeYsonnel De�artment 1. Collaborate with regional partners to prepare youth to be work-ready upon entering the work force no later than January 2025. AA-14 Pul�lic Works DepaNtment 1. Update the Parking Management Strategy following initial implementation in the downtown core to ensure a healthy and vibrant downtown through parking availability by modifying parking zones,rates, and employee programs by January 2024. 2. Implement Capital Tmprovement Program- $182 million in Project Development j j ` / j /� ; AA-15 % � / % /rr . r4s ??��c 53�� 1' ' ,.., ..., _..,,, � � �`�� r s ��3,��,t,f� { „,,, �.,..�� . , � z;c�k�� j°�..,�`��.` �� :.. £' x c. .t.„ .,,�y. �,, �;,.t i�i` . �€�,�.� �i��`�.��'�" ,"a, C , a�.�. �� '`i��s ��t� "� �`; �. � � ��c �`'Y� ��\�� ."��'•t�`� ..,.T�a)�s u tl��5,`�;,x,s, ,,,, ,.. � �. . � , .. .. m� , .. ,, ,, y-.s. � ..,,:r. '�.: � > ., ,�..t, s '.��y�.. > > ,,, u . ;�a �r; .. � ,�: :«., . �, � .,»,„ ,,,,, �"� �.,� , . ,;. �4 v 4 � �� , , . ,� .:- . � n�p^��. ?�'y.� � ) . .....�.... .. . „s^.,'F sa.v .,..:' ,..i..:'_�.. .� �.� , ,x r.. ,. .J..�:..a„ ' ,.., ....'-.. ....� ��:::._.. ._...�:' .....r� ... ..� ,,�. ,,. 1 .�... ,r�;,; . : �\ 1 . .` .� . ' �°� ; , tn., „ .� �� ., .. .�vi.,. � i t q e i i. �� ilx ..,..�'. ., �u � �.,r 7 R�t �� Y � y y � �'., 4 �ue s�rti� �l': e� ��: > , mS � �.k, �� ... .�=n }zt�,j'� K��,,a�,:b s,Tt,.w. 4��\� y � ��,a. �� ,�, k s� ��w,,: ��.:.v�.. a ... ` �;k„� `v�+�"`-,�" ..,s�x ,� a. .�.� '*� "9.�'x �<�,`�',�. . �,,:;, f, �, a. � N z � � '�, �. � ��,.t •�''� • , ,�" � 4*` � a"t. ^`.��1. Y.,. �y '� �• � A'd A� '�`Y� �'' �� m �i��' � ��r. �., � � `�`, ��.� v�� ete , 1 , / v �/ i► � r ` �/�/��ii►��'� � .. . r = . k -°^�„. % � / % /rr CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 BUDGET SUMMARY SECTION BudgetOverview...................................................................................................................A-3 General Fund Source and Use Graphs...................................................................................A-9 Expenditures and Revenues per Resident.......................................................... .::.:.:.......A�l 1 SalesTax—Where it Goes..................................................................... ......_.. .....,,:.........A-13;; General Fund Ten—Year Financial Plan.................................... ........ .�........ . ,............,A=15 Projected Cash Flows....................................................... ......... .. ......: �. .,;.... .........:.:....A-27 Comparative Summary of Estimated Revenue................. ....�.�.... ...,....: ........r ................A-30 Statement of Estimated Revenues—All Funds .... .,..,.,. ,........ �......... ,,ti�........................A-32 Summary of Expenditure Programs—All Funds.. ......... ....:.... ......................................A-43 Comparative Summary of Expenditure Progxams—�All Funds...........................................A-46 Summary of Authorized Full-Time�Positions.....................................................................A-48 ,,: Summary of Fund Transfers,, ........ ......... ........................................................................A-50 Summary of Cost Alloca#ion Charges�a�d Payment In-Lieu Property Taxes (PILOT) ....A-51 Summary of Intexn�] Servic�Fund Gharges........................................................................A-54 Summaryof Long Term Debt.............................................................................................A-57 Sumrn�ry c�f Capit�l Projects...............................................................................................A-61 � History&Locale of City of Redding..................................................................................A-65 A-1 This page left intentionally blanlc. � � � / j /� : A-2 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 BUDGET OVERVIEW The budget for Fiscai Year 2023-24 totals approximately $397.5 million, which represents a decrease of 38.3 percent when compared to the amended budget for Fiscal Year 2022-23. The significant decrease is due to capital and grant projects that occurred during Fiscal Year 2022-23 that are not included in the budget. The budget for Fiscal Year 2024-25 totals approximately$423.3 million,which represents an increase of approximately 6.5 percent when compared to the budget for Fiscal Year 2023-24. The table below illustrates how the City of Redding's budget is allocated between the Generai Fund, Enterprise Funds, Special Revenue Funds, and Internal Service Funds. Budget Overview Fr�nd �� 'Y 2Q23-��i �� i ,� �� 4-25 �; �� General Fund $ 109,186,8]0 $ 11�;0'87,950 Ente riseFunds 290,473,250 !�' � "3�'7,735,050 S ecial Revenue Funds 12,040,490 �� 8,441,740 Internal Service Funds 119,436,6�0 114,691,640 L,ess Charges BeYween Funds (133,64�,�90) �� (128,678,980} Total $ ', 397,* 9i15 ��,' . �' 423,27?,4�6 General Fund The General Fund budget for Fiscal Year 2023-24 total��pproximatel�;$109.2 million,which represents a decrease of approximately 20.5 percent when compared to the arnended budg�t'for Fiscal Year 2022-23. The General Fund budget for Fiscal Year 2024-25 totals approximateiy�$111.3 milli�ri,�which represents an increase of 1.7 percent when compared with the budget for Fiscal Yea�2023-24.Included in the overview on page A-9 there is an overview of the General Fund including: analysis ant� �harts fc�r�where the budget comes from and where it goes, details of expenditures and revenues per resident, inforri`iatiiii�on wl�ich entities receive sales tax, overview of long-term key revenue and expenditure assumptions for��era1�'und Ten-Year Plan, and the General Fund Ten-Year Plan. Enterppise F'unds � The City of Redding owns and op�rates s�veral utilities, including the Electric Utility, the Water Utility, the Wastewater Utility, tl�e�Storm]�rain Uti�ity,�and the Solid Waste Utility. In addition,the City of Redding operates two airports and cortt��cts with �d�an�ce Redding operate the Redding Civic Auditorium. The City of Redding utilizes "Enter�rise Fun��" to budget and account for these specific operations. As the table below indicates, the budget for Fiscal Y��r 20��24 includes approximately $290.5 inillion to operate the various enterprise funds and the associat�d divisit��s refer��ed above. The budget for Fiscal Year 2024-25 totals approximately$317.7 million. The foliowing table outlines these expenditures by fund. �►ter rise F�nds ��`�Fund FY2023-24 FY2�24-25 i Electric $ � 172,802,640 $ � 181,075,310 W as tewater 43,723,170 46,376,450 W ater 38,152,160 33,804,390 So1id Waste 29,090,530 30,636,690 Airport 3,2�7,370 22,202,260 Storm Draina e 2,257,750 2,498,690 Civic Auditorium 1,169,630 1,141,260 Totai $ 290,473,250 $ ! 3�7,735,�50' A-3 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Snecial Revenue Funds and InteNnal Service Funds The City of Redding's budget also includes a number of Special Revenue Funds and Internal Service Punds as highlighted in the Budget Summary section of this document. Additional details on the specific operations within each department would be covered in the appropriate Department Overview. As its name implies, Special Revenue Funds are utilized to account for restricted programs and activities (e.g., the Community Development Block Grant Program, Development Impact Fees, and the Rolling Stock Replacement Fund,to name a few). Special Revenue Funds �nd FY2023-24 203�4-25 ° Housin /CDBG/HOME $ 5,231,150 $ 4,�7,280 Gcncral Cit Projccts 1,000 �'� �� 1,000 Librarics 2,623,310 '2,696,830 Traffic I act Fecs 3,727,440 � �� 1,263,390 Parking 457,59Q 473,240 T4ta1 $ ; 12, ; ��$ � �,,�� 8,441,74�� The City of Redding utilizes Internal Service Funds to account ft�r�pr€�grams��d services that are designed to support operations throughout the City(e.g.,Information tech�c�logy,�Fleet Maintenance, and Risk Management to name a few). Internal Se�vice Runds ,� ' Fund �,�� 2 � 4 �� FY2024-25 ; Records $ �j, 485,900 $ 448,640 Reprographics �� 874,480 813,630 Volunteer Services 171,590 180,850 Employer Services 1,260,2�0 1,148,340 Group Insurance 29,068,390 30,418,800 Employee Benefits 52,34�,260 47,51�,890 Risk ]0,210,870 10,714,620 Fleet 5,596,530 5,737,160 Media,Comms.&��PR 820,260 863,760 Building Maint�n�nce � 3,767,060 3,993,980 ET/USA , 3,884,300 3,805,600 RMU�.c�rnin � 2,840,120 2,671,880 GIS�` �� 859,900 717,330 Inforrnation;�e�hnology � 6,480,760 4,872,950 Commun�ations 769,000 786,210 Tota1 $ I19,436,69� $ 114,6913640 The Budget Overview seetion will begin with a diseussion of some significant budget impaets and then progress into a detailed breakdown of the Generai Fund, an overview of City of Redding Enterprise Funds,Internal Service Funds, and Special Revenue Funds. From there it will go into a detailed breakdown including data and charts for all City of Redding revenues, expenditures,personnel, and other important budget information. CalPERS&PARS The City of Redding's contributions to CalPERS has reaehed the forecasted high point from the discount rate changes approved by Ca1PERS in December of 2016. The chart below shows this steady decrease that is currently forecasted. However, this chart does not include the impact of the Ca1PERS investment loss of 61% in FY 21-22 A-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 that will negatively impact UAL payments,by increasing the expected payment beginning in FY 24-25.This update is not included in the projected budget as the City has not received the updated actuarial, which will display this information. UAL payments are a result of the difference between the plan's value of assets and accrued liability. LJAL contributions are determined when the plan's value of assets are less than its accrued liability. These are computed annually based on specific events and amortized according to the Ca1PERS amortization policy.The following chart reflects the proj ected unfunded liability payments budgeted for the City of Redding for the current year and the next ten years. ; ��a,000,aoo _ _ _ _ �.�.� �, — — ' �z�,000,aoo - - - '"! S�o,000,000 ' �a�,000,000 '"! �zo,aoa,000 ��,aoa,00a S- Zo22-�� og�-�� zaz�-�s zoz� 2� , Zoz�� aza ��, 2o2s-z� �oz�-�a �o�a-�z za�z-�z ��IPERS S�f�ty ��(F°�RS iYlisc The Ca1PERS Miscellaneous plan-i� �p�oxirt�ately 28 percent funded through the General Fund. With the remaining amount being funded tk�rough thc��uaric�us enterprise funds and internal service funds of the City of Redding. The Ca1PERS Safety pl�n is funded ��?0 percent through the General Fund. The other component of C�IPERS payments is the normal cost.Normal cost is defined as the annual cost of service accruai for the upcomir�fiscal year for active employees and should be viewed as the long-term contribution rate. The ehart below refle�ts the�c�rmal cost rates budgeted for the City of Redding for the next five years,before any negotiated cost shares.; ��.000°�, �.,;r� �� ..�.�_ �.,� N,, _ _ 25.OQ0°l n..��.�,: _. IZ�.��°/a ..... <....,..,� .... ..... ..... ..._ ..... ..._ ...... ..... _... ..... .._. ..... ..._ .... ; 15.OQ0%, 1Q.OQ0% _ i S.QQ(�% . o.aaoain zaz�-2� �o��-Za Zoz�-2� zaz�-�� za�s-z� zaz�-�� zals-�� zoz�-�o zo�a-�i Za��-�z CaIPERS Safety eaIPERS IVlisc A-5 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The normal cost is gradually decreasing due to an ever-increasing population of employees who are part of the Public Employee's Pension Reform Act(PEPRA)of 2013. This law provides a variety of new conditions designed to control the cost of pensions in California. Specifically, new employees hired into the Ca1PERS system after January 1,2013 are the most impacted. They have later ages of retirement and are required as part of the law to pay 50 percent of the normal cost, which is not subject to the collective bargaining process. The increase in CalPERS normal cost in the budget years is due to the reduction in discount rate that occurred beginning with Fiscal Year 2023-24. This was an automatic reduction to the discount rate due to a significantly high investment earnings return in Fiscal Year 2020-21. Below is a table that outlines the normal cost by Ca1PERS tier included in the City plans vvi"th C��l?ERS for Fiscal Year 2023-24. , � ��' ��: �� Require �� Net��rma�. Total Normal Einploy , ��before Grau Name Cast ' Con ' utio �ost Si� �� Miscellaneous Classic 20.00% "7♦00°l0 13.4O% Miscellaneous PBPRA 1614°/o ��8.00% ; � �$.14% Safety Police Tier 1 38.74% � 9.�t�'/o � 29.74% Safety Police Tier 2 3821°/u 9.00% 2921% Safety Police PEPRA 29�4°/o � ;14.5�°f� � 14.64% Safety Fire Tier 1 32�52% 9.00% �� 23.52% Safety Fire Tier 2 3�1,96% 9.00% 21.96% Safety Fire PEPRA 19.14% 14.50% 4.64% As result of the impact of the PEPRA laws t�ie City ofT�edding has negotiated a variety of cost sharing arrangements with various employee union groups. These ct�st s�iaring arrangements are speci�c to Ca1PERS classic members at this time. Below is a chart outlining�he�v�r�Qus ct�st sharing arrangements currently in place. inn Cost Share Miscellaneou�Groups U�txepresent�d 2.125% IBEW�lectric 1.275% IBEW Maintenanee 2.125% �I�U' 2.125% RPOA Miscellaneous 2.125% �� UPEC 1.275% Saf'ety GYoups ,,. Unrepresented Public Safety Management 8.5% � RPOA 8.5% RPNIA 8.5% IAFF 3.0% UPEC Fire Management 8.5`% It is important to note that the amounts reflected for RPOA, RPMA, UPEC Fire Management, and Unrepresented Public Safety Management will be phased in over the next year and a half or so dependent upon the requirements of their individual agreements that have been previously approved by City Couneil. The Public Agency Retirement Services (PARS) is a supplementary pension plan for many non-public safety employees. The plan is comprised of five tiers determined by employee group and is now closed to all employees hired after Deeember 31, 2012. Below is chart showing the eurrent long-term UAL payments for PARS. A-6 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 28,0(70>000 I 16,OOO,Q00 I 24,0CJCl,000 ; 12,0OO,OQO 10,d00,QQ0 s,�oo,aaa �,aoo,aoa �,000,oao - _ _ _ �.:��; r z,000,000 ._ _ ��.,. � ,�,�: ,�� ,i,� �,� �,w �,� l,,o ,��. f,,�u �,°� ,�� ,`� �.°` �,`� �,�' �,"�� ^�.�' �,`'� �° �`�� `� �� 'Lq °LQ 'LQ 'l.� "�.p 'l.� '1.� 1ra `L�' '1.� .+ . `1.� f PARS GF �PAFtS Qther Funds. � Due to the impacts of the PARS plan being a closed plan resulting in�a�r�ll on th�decline the UAL as a percentage of pay continues to rise significantly. However,there is a large�ortion`of the exptcted UAL payments that wi11 be paid off in 2024-25. This will result in a citywide savings��if appraximately$1�.7�million per year in the long-range financial plans. The General Fund portion of these savings is approxirnately $4.3 million per year. Much like the CaIPERS plan the City of Reddi��;and v�rious emplc�yee unions have agreed to cost share for the PARS plan. Below is a table that outlines the current n�rmal cc�sk b�tier and the negotiated cost share amounts. � ��'tal Normal ' Net Normal Tier/U'. "� ; ; �`� Cost Cost Share" Cost to Ci ' Tier I/Unrepresented 4.61% 2.70% 19l% Tier IURIFA �415% 2.26% 1.89% Tier III/RPOA M]sc. 3.11% 1.71% 1.40% Tier IU1LE3�W Mair�tenance 4.10% 2.21% 1.89% Tie��``�IIBEW"IIectric � 4.37% 2.08% 2.29% Tit�r VIIUP� , 4.57% 2.62% 1.95% Other Post-E,��Yl�urrment li"�nefits (OPEB) Pursuant to�Govetzlinent Accounting Standards Board Statement 75 (GASB 75),the City of Redding is required to periodically c�s�iplete an actuarial study to quantify the "unfunded actuarial accrued liability" (UAAL) associated with "other post-�mployment benefits" provided to its employees. The City of Redding offers one "other post- employment bene�t'�to its employees— access to, and partial City funding for, group health insurance coverage. The UAAL for this benefit was approximately $54.9 million at July l, 2021 (the most current actuarial), which is an increase from the previous figure of$42.6 million at July l, 2019. This change was a result of various actuarial changes from the previous valuation. The City of Redding is utilizing what is known as a"pay-as-you-go" funding method for this benefit. This means that the budget includes the actual known retirees who are receiving the benefit and the associated cost with providing this benefit. A-7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Lon�-Ran�e Financial Plans The City of Redding develops long-range financial plans for the General Fund and for each of the City's Enterprise Funds. These long-range financial plans typically cover a five- or 10-year planning period. These plans allow the City Council and the community to ascertain the long-term impact associated with decisions that are made as part of tl�e budget development process and the ongoing day-to-day unpacts of various decisions. The City of Redding takes pride in balancing a long-term financial plan that helps to avoid the pitfalls that can come with focusing efforts and developing budgets based on a one- or two-year period of time. This can be a very challenging task, but it is essential in arder to avoid unanticipated financial problems in the future. Council Policv 219 �� Councii Policy 219, Personnel Costs, was put into effect in 2009. The purpose of Council Policy 219:is to codify the City Council's intention to continue to monitor and contain personnel costs i�i c�rder to a�oid po�Gt�ntial financial problems in the future.The policy requires that the City Council strive to constrain personnel-rtlat�:c�expenses,with a particular einphasis on containing the costs associated with benefits. The gc�a�of th�;policy is t�tat personnel costs shall not exceed 73.0 percent of the total General Fund budget in any given fisGal�year. The p�rcentage of personnel costs for the General Fund is approximately 67.8 percent and 68.4 percint for Fisc�l Yea�`�023-24 and Fiscal Year 2024-25,respectively. Gann Limit The City of Redding is required by State law to calculat��and publis� an appropriation limit each fiscal year. This appropriations limit is commonly referred to as the"Ga�r�Limit."Thi��figure represents the maximum amount that the City could spend in certain categories per State�1aw.�`c�r Fiscal Year 2023-24,the City of Redding's Gann Limit is approximately$286.9 million. The budget£c�r Fisca�Year�023-2�appropriates approximately$721 million that is subject to the Gann Limit.Thus,the City t�f`�Zeddin��s budget for Fiscal Year 2023-24 is well below the maximum allowed by law. /� : A-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 GENERAL FUND BUDGET Over the next two pages there is a summary of General Fund revenues by major revenue types and expenditures by major areas. Whe�e It Comes From These figures clearly display that the General Fund's main source of revenue comes from sales tax (30.4% and 30.8% respectively). The next largest source of revenue is from property tax (25,4% and 25.9% respectively) followed by internal departments (20.4% and 19.4% respectively). These three source� crf revenue make up approximately 75 percent of the City's General Fund. ��r�er�l F�nd �u ��t FY 2 23�� . .; ,,, y ��aes�-��-��2.� �:!p�� '�n.�� „. ,' ' ' Investment Encome-$e1 e' �Other Taxes-$4.8 TOT-$7.8 �C?ther-$3.2 �Property Tax-$26.8 � ,�t� �� Fines-$.5 �� ■Other Agencies-�2.9 �� \ Licenses&Permits-52.4 ��„ � �. s�n�� Transfers&Internal Depts.-$21.5 �''��; Sales Tax-$32.9 ,.. ,� �, Investrrrent Income-$.1 �Qther Taxes-$4.� TOT-$8.1 �Other-$3.0 �Property Tax-$27.7 �' '. �Fines-$.5 ` °�^ � � Qther Agencies-$3 ` �,�� icenses�Permits-$2.5 � � Transfers$c Interna(depts,-$21.3 • � o �� Charges for Serviees-$3.6 A-9 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Where It Goes These figures clearly display that the Public Safety Programs(Police 38.7%and 391%respectively and Fire 24.4% and 24.9%respectively)are the General Fund's largest expenditure areas. Together these two areas make up almost two thirds of all General Fund expenditures. The next largest major expenditure is Public Works(primarily streets) (12.5% and 12.2% respectively), with the remaining departments accounting for less than 10% for any individual department. ��r�er�l F�r�d ��d��t F� 202��24 �� it� �s (6r� illi�ns) �� ,. ��;; Po�,��-��z,� Fire-$26.6 �� Cammunity Services-$8.0 , a�''�� Public Works-$13.7 �Dev Serv-$6.2 �C�ebt Serv-$2.1 �Gen Govf&Other-$10.3 � t �'' 8� Y. ..._ ..... ..... ..... ..... ,...,,..... ..... .,_�.,. .... ..... ..... ..... ..... ..... ..... ..... ..... ........ r � � ��r� i��s(Ir� illi�ns� /. , , �� /� �� Police-$43.4 � Fire-$27.7 � �Community Services-$8.14 Public Works-$13.5 i�Dev Serv-$6.2 �' �Debt Serv-$2.0 F��'�� °`" � „r �Gen Govt&Qther-$10.2 �;'4 A-10 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 EXPENDITURES PER RESIDENT The following tables display expenditures per resident for General City Programs for the 2023-24 and 2024-25 Adopted Budget compared to the 2022-23 Adopted Budget. Expenditures For "General City Programs," the largest expenditures per resident are in Public Safety (Police �451.61 and $458.42, respectively, and Fire $283.76 and $292.43, respectively). The largest increase in expenditures per resident is in Police for FY 2023-24. This increase is due to the significant increase in z�st�urces and positions allocated to Police since the previous budget was adopted. Most other "General City Pr(�grams"'.i�creased due to increases in personnel related costs. Adopted Adopted At�ppted Program 2022-23 2023-24 Diff�rence � 2024-25 � Difference Police $ 417.03 $ 451.61 $ �` 34,5$�� $ ��58.42 $ 6.81 Fire 258.26 283.'�Er ''$ 25.5� 292.43 8.68 Administration 62.75 83;60 $ �� 20.85 `� 82.15 (1.44) Street Maintenace 9519 126.'79 ;$� � 31.60 � 124.97 (1.82) General Fund Debt Service 28.47 22.�9 �`$ {5.88) 20.66 (1.92) Parks 36.58 43.85 � 7.27 45.24 1.39 Building&Code EnforcementlPermit Center 42.15 �� 40.85 $ �� (1.30) 42.12 L27 Planning 23.0'7� 24.81 ; $ 1.74 23.50 (1.32) Engineering ,16,88 �� 16.2{?� $ (0.68) 15.31 (0.90) Recreation ��2$.�6 �� 2�:58 $ 1.32 28.77 (0.81) Miscellaneous 15.75' `18.82 $ 3.07 17.69 (1.13) Animal Regulation l�1.�9 10.44 $ 0.35 10.65 0.21 Community Service Administration �� .26 11.44 $ 3.1� 10.95 (0.49) Total $ 1,042.'�� $ 1,164.35 $ 121.61 $ 1,1�2.88 $ 8.53 *Based on populations estiirtates nf 92,08,�fr�r��22-23,91,898 for 2023-24 and 92,082 for 2024-25 �i A-11 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 REVENUES PER RESIDENT The following tables display revenue per resident by revenue type for the 2023-24 and 2024-25 Adopted Budget coinpared to the 2022-23 Adopted Budget. Revenue Overall revenues per resident are expected to increase from fiscal year 2022-23 to fiscal year 2023-24 by $ll 8.01. Sales tax revenue is expected to increase from fiscal year 2022-23 to fiscal year 2023-24 due to increases in actual sales tax results from the previously adopted budget,however recently the City has begun tu e�perience decreases year over year and relative to the adjusted budget.It is important to note this chart displays as a per�esident number but does not indicate that these taxes are only paid by residents. A good example�t'� illustrate this�is Transient Occupancy Tax,which is taxed as travelers stay in local hotels. � , Adopted Adopted �Ailopted .� � Revenue Type 2022-23 2023-24 Differ��ice ,� ' 2024-25 Difference Sales Tax $ 317.39 $ 342.56 $� 25.17� �$� �� 347.65 $ 5.09 Revenue from City-Own Business 120.11 112.3� � (�7.72) �� 103.98 (8.40) Property Tax 275.18 286.32 ��11.14: 291.98 5.66 Street Funding 83.21 113.84 30.�i�� ll 1.65 (2.20) Transient Occupancy Tax (General Fund Portion Only) 49.26 83.52�� 34.26 85.99 2.48 Service Fees 34.38 36.64 �� 2.26 38.08 1.44 Other Government Agencies 13.�8 30.59 16.61 31.45 0.86 Licenses and Permits �4.f�4 2S.S,b � 1.46 26.74 1.23 Miscellaneous Revenue � 31.72 3�.54 1.82 31.9'7 (1.57) Business License Tax 9r5� �� 9.60 010 9.50 (0.10} Franchise Fee � 1�.$5 13.44 (0.41) 13.30 (0.13) Fines and Penalties �.92 5.77 (0.15) 5.72 (0.06) InterestIncome 1.2� �� 1,34 0.06 1.32 (0.01) Sales Tax-Public Safety 2.95�� 2.90 (0.05) 2.87 (0.03) Cannabis Tax 20.50 22.34 1.84 22.65 0.31 Miscellaneous Taxes �� 3.80 4.80 1.00 4.75 (0.05) Total $ 1,007.0'7 $ 1,125.08 $ 118.01 $ 1,129.61 $ 4.52 O" *Based Q��''j�`opulat��s estim�tes of 92,082 for 2022-23, 91,898 f'or 2023-24 and 92,082 for 2024-25 A-12 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 SALES TAX—WHERE IT GOES The following pie chart displays for each dollar of sales tax collected in the City of Redding how much of that dollar goes to the State of California, the County of Shasta, and the City of Redding. This graph clearly shows that the State of California receives ihe majority of the sales tax collected in the City. S�I�s 1"�x � !n/her� it �o�� r�,� �f� r�� x �� r' • y �q � 4 ti� � .. b� � � y��'�. � � � • �` �, � � y � , e � �A��a . � �/', �..Y � l. �..�1�� .. �. , � � � ��,� �� Caunty � � ;�. � < a ��. . . , c�ty �. �� staz� `� .��`` �,, , �� , �:�� ` y�� L\ , � , m �� t � ��,° �� mi * �, ' : �� "�: ��``, � �� ° ��" ,� t, �� /� ; A�13 This page left intentionally blanlc. � � � / j /� : A-14 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING GENERAL FUND TEN-YEAR PLAN It is the goal of the City of Redding to provide the highest level of service possible to the citizens.While developing a budget the City of Redding has been mindful of the desire to provide the highest level of service possibie within the current constraints but also by forecasting potential long-term constraints tl�at could impact future service levels. It is important for the City of Redding to avoid being too shortsighted with their budget and decision-making process, which could set the City on a path far potential future budget issues. The decisions made today will have a profound impact on our City's future. As a city,we must look ahead at our land use needs and we must also forecast our financial�ceds in order to avoid serious deficiencies or over-commitments to programs and projects. It is important that we��map�c��t our financial future and understand the implications of decisions made today and the impact on a�ailable future�resources. In order to develop a better understanding of the City's financial condition, it is necessar� to look at past financial trends and factors and use that information to forecast the impact on the future. The City doe�this thrc�ugh our Ten- Year Financial Plan. As with any future projection, tbe plan is only as goc�d 'as the assuin�tita�is it is buiit on, therefore it is important to have a good understanding of the assumptions cr� which�the plan is'�predicated. The assumptions can substantially change the final perspective of the Ten-Year Pla�� 'c�llowin��re the more important assumptions used to develop the Ten-Year Plan. REVENUES Sales Tax, Propertv Tax and Transient Occupanc�V Tax�� o,oaa�ooa � w�«, �� w�. ., � � ,�... �:�� _ _ �� ,oao,000 �.�.� _ ��.�� - - � � � , ; � „� �„ � � � 3o,aoa,oaa � � � � � � � � � � � � ,� � .�, � " � ' z�,000,aoo ....w,, ri�,� � ,�, �-- za,aaa,oaa �.,, _ . �:t:.� _ ._ _ 15,004,000 _ � _ ..,.�� _ _ aa,aao,000 _ � w� � � � � � � � ,�� e� �� ,�, �,000,000 x�� ' � . ��'� � �� w��"5 _ _ 2Q1� 2019 . 2Q20 2021 2022 2023 2024 2025 2Q26 2027 SalesTax PrapertyT�x � �T4T �� Sales Tax Projected � � Praperty Tax Proj�cted�� TOT Prc�jected The preeeding graph shows the previous five fiseal years actual and transitions into a dashed line indicating the next five years projections. The projections utilize the previous five years information while weighing current changes in the economy. The following paragraphs will provide a discussion of the previous five years revenue performance and briefly diseuss how this was utilized to projeeting the budgeted figures. The past �ve years Sales Tax has averaged 6.96 percent average rate of increase. This includes the end of Fiscal Year 2021-22 and the impacts of the COVID-19 pandemic on local tax revenues. The economy on the heels of the pandemic was creating record sales tax revenues for the City and nationally we began to see the impacts with increased inflation indicators for more than a year. As displayed in the charts the City has seen a decrease in TOT A-15 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 and Sales Tax revenues in Fiscal Year 2022-23. As staff was developing budget projections this was considered by using a decrease of approximately '7% for the Fiscal Year 2022-23 revenues from the previous year actuals. Staff forecasted that the first two years of the budget will see moderate recoveries of 2.5%with 4% Sales Tax increases in the subsequent years meant to forecast the recovery of the economy from a potential recession. The long-term growth rate of Sales Tax is currently projected to be 2.5 percent per year thereafter. This helps to normalize the Sales Tax growth rate to reflect a more stable long-term assumption. Staff believes it is prudent budgeting to be on the more conservative end of the spectrum when forecasting long term revenue assumptions. Property tax values have continued to increase since the downturn in the economy. In the last five fiscal years property tax revenues have increased an average of 5.2 percent per �scal year. Staffprojected the current year to exceed previous budget estimates and thereafter used a moderate �rowth of 3%per year�cir'the�ife of the ten-year plan. Transient Occupancy Tax (TOT) revenue continues to be inconsistent ultimatel� reaching�record high in Fiscal Year 2021-22. Staff used current year TOT revenues to forecast the comin� �iscal years. Fis�al�ear 2022-23 is projected to decrease by 8.9% from Fiscal Year 2021-22. increases have been in��nsistent over the years but particularly over the last two fu11 fiscal years. Given the lack of available infot�nation and iric�nsistent past results staff determined that a 4 percent increase would be used throughout a11 year's of th�current�ten-year plan including the two fiscal years covered in the biennial budget. Other Revenues Sales tax,property tax, transient occupancy tax, and intra-city revenue account for nearly 80 percent of the City's total General Fund Revenue. Therefore, the above discussion cover� the majority of the City's General Fund revenues. Most of the other revenues that are noS t�iscuss�d above are assumed to increase at 3 or 4 percent per year in the General Fund Ten-Year Plan,which is ii�line with their histc�rical growth rates. /'�� /� : A-16 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 EXPENDITURES Below is a graph showing costs in the four major expenditure categories for the past 5 years actual and then showing the forecast of the next 5 years as budgeted.Personnel costs are projected to continue to increase in fiscal year 2023- 24 and fiscal year 2024�25 primarily due to the increases anticipated from CalPERS and the Public Agency Retirement System(PARS). Tl�e retireinent rates l�ave significantly increased since fiscal year 2018-19 due to tl�e change in the Ca1PERS discount rate and wili continue to increase for the next few years and then begin to stabilize. A more complete brealcdown of the citywide cost pressures of Ca1PERS and PARS is provided on A-3 thru A-8. The General Fund Ten-Year Plan provides a detailed estimation of personnel costs which includes the projected Ca1PERS and PARS UAL payments from the most recent actuarial valuations. This detail�d costing includes the projected impacts of each union agreement including negotiated pay increases, CalPERS;cost sh�r��g,PARS cost sharing, and health insurance cost sharing. The Ten-Year Plan with this detailed pers(5�nel cost mc�deling allows the city to better capture and forecast the expected personnel costs. 90,000,oao _ __ __ _ _ _ _ _ " r,.., � :: � �o,00a,Qoa - � a �_.�.: p �„ �„,�� rt.� � � � � -� _ � � 7a,aao,aoa _ _ _ �. ... ..,.. _ �;.._ �a,aaa,aQa . SQ,�OQ,O(}(3 � � ,...�.. .,,,.,�.�.�,,..4, _ __ �o,00a,aaa � ; �� o,oao,000 - - _. �.�� : �.,. �.,,: _ __ _ _ � � � � � � � � � � � � 20,OOQ,Q4Q � , __ «.,�. __ _ 10,OQ�,000 � �.a��'�� , �,,��,� � ��`�� .�, �� , ,�� , ��, h� � �� p �.�.,.� H...... � .�» � � �YE 2018"FYE 2Q�.9. FYE 2Q20 FYE 2021 FYE 2022 FYE 2C}23 FYE 202� FYE 2025 FYE 2026 FYE 2027 FYE 202$ �Personnel Operafiin� � �Capifial Debt ��"� Personne)�udget� Clperatir7g Budget� � Capital Budget � � Ckebt�ud�et _ _.:. . A-17 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 General Fund Expenditures bv Category C��n�ral Fund Experrditures FYE 2Q24 d �,��o; a �� , � � ,��„� � �� , � �� sonn�i � , os�m �Fixed Charg�s Capital 0utlay �Debt Service � e re w. .:_...< �er��r�� F�r�d ��cp�nd�tur�s FYE 2425 ;�� . �� '��a �,, y� � � , . � � � `� ��,e � :� �� Personnel �; �` QBcM �� Fixed Charges Capital Outlay ��Debt Service �� . �� 1 L�-Ig CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 j j City of Redding General Fund Ten —Year P�an ` � j �% a-19 City of Redding General Fund Ten Year Plan(in thousands) �scal Years Ending 2024&2025 Fiscal Year Adopted Adopted 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Beginning Cash Balance 22,500 20,761 18,639 14,439 13,655 12,985 Revenues 98,147 99,836 102,944 105,234 108,395 112,203 Net Transfers 7,237 7,019 7,529 7,955 8,194 8,440 Total Revenues 105,383 106,854 110,473 113,190 1�6,�589 120,642 Personnei Costs (73,978) (75,843) (80,329) (79,229) � (81,508)' (84,700) Operating Costs (25,844) (26,144) (26,928) (27,736) � � .(28,568) (29,425) CapitalOutlay (7,107) (7,000) (7,210) (7,4�7}� � (7,650), �� (7,879) Debt Service (2,ll 8) (1,957) (1,965) �,318) �`(1,314}°� �� (1,313) Savings 1,925 1,968 1,760 �!1,735 '� 1,'7�1 1,829 Net Expenditures (107,123) (108,9�6) (114,6�3) (113,975) �� (l�'�,258) (121,488) Ending Cash Balance 20,�61 18,639 14,43� �� 13,655�"�� 12,985 12,140 Proiections toward Council Obiectives Ending Cash as Percentage of Expenditures 19.4% 17.1%° �� 12.6°�u �"12.0% 11.1% 10.0% Projected Personnel Percentage 6�.8% 68.4°/6�� 69.0%�� 68.5% 68.5% 68.7% / � % '� /� ; A-20 City of Redding General Fund Ten Year Plan(in thousands) Fiscal Years Ending 2024&2025 Fiscal Year 2029-30 2030-31 2031-32 2032-33 2033-34 Projected Cash Balance 12,140 12,400 12,743 13,202 13,595 Projected Revenues ll 5,577 119,069 122,671 126,387 130,219 Projected Net Transfers 8,693 8,954 9,222 9,499 9,784 Total Projected Revenues 124,270 128,023 131,893 1,35,886 140,003 Projected Personnel Costs (86,543) (88,990) (91,082��' ��(93,491}', (95,610) Projected Operating Costs (29,908) (30,947) (32,433) (33,898) (35,971) Projected Operating Costs (8,115) (8,359) (8,b��0) � ��(8,868) (9,134) ProjectedDebtService (1,310) (1,309) �1,311) �(1,315)�� (1,132) Projected Savings 1,865 1,924 2,002; 2,�'79 2,180 ]Vet Projected Expenditures (124,010) (127,680) (1�1,4��) (3;3�,492) (]39,667) Projected Ending Cash 12,400 12�743 13,2t72� � �� 13,595 13,931 Proiections toward Council Obiectives Ending Cash as Percentage of Expenditures 10.0`��0� 24.Q% ��10.0% 10.0% 10.0% Projected Personnel Percentage 68.$41,0 68�7�'/0 68.3% 68.0% 6�.4% �i / /, ' /� ; A-21 City of Redding General Fund Ten Year Plan(in thousands) Revenues Fiscal Years Ending 2024&2025 Fiscal Year Ended Adopted Adopted 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Sales Tax 32,121 32,924 34,241 35,611 36,501 37,961 Property Tax 26,847 27,652 28,482 29,336 30,216 31,123 TOT 7,831 8,144 8,470 8,809 9,161 9,527 Cannabis Tax 2,095 2,145 2,231 2,320 2,41� � 2,509 Other Taxes 2,610 2,610 2,714 2,823 ,�36 3,053 Licenses&Permits 2,391 2,532 2,633 2,'739 �,848 � 2;962 Fines&Penalties 542 542 563 586 /.A �Q9 b33 OtherGovernment 2,625 2,729 2,360 1,153� � 1,18�' ,� 1,223 Redding Rancheria 124 127 131 t�5 � 139 � � 143 i,. .. InternalDepartments 14,248 13,675 14,086 14,�Q8, ' �14,943 � 15,392 Service Chargcs 3,436 3,606 3,750 3,9b0 �� 4,056 � 4,219 Other Revenue 2,409 2,416 2,488 � � 2,563 ,�,640 2,719 Use of Money&Property 742 609 609 � 6�?9 ��609 609 Interest 125 125 186 � 144 � 13� 130 Subtotal 98,147 99,836 102,944 �� 105,234 . 108,395 112,203 Transfers In: Gas Taxes 10,675 10,573 � 10,891 11,217 11,554 11,901 Debt Service - - - - - Other Transfers In 523 /� ��523 53f� �� 554 571 588 TotalTransfersln 11,197 ��" �� 11,096 � ll,429 11,772 12,125 12,489 Transfers Out: CVB&Convention Ccnter (1,(�33) , ��,�035) (1,066) (1,098) (1,131) (1,165) Parking - - - - - Library �� (994) (1,02�)° (1,055) (1,086) (1,119) (1,153) Rolling Stock � (1,005) �1,080) (812) (63'7) (656) (676) Other Equipmcnt � ;�395) �� (395) (407) (419) (432) (445) Intemal Advances - - - - - - Other Transfcrs Out � (533) � � (543) (559) (576) (594) (611) Total Transfers Out � '(�,960) (4,077) (3,900) (3,816) (3,931) (4,049) Net Transfers 7,237 7,019 7,529 7,955 8,194 8,440 TotalRevenues � 105,383 106,854 110,473 113,190 116,589 120,642 Revenue Assumntions� . Sales Tax 2.5% 2.5% 4.0% 4.0% 2.5% 4.0% Property Tax 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% Fee Revenues Projected Projected 3.0% 3.0°/a 3.0% 3.0°/a Other Government Projected Projected 3.0% 3.0% 3.0% 3.0% Other Rcvenue Projected Projected 3.0% 3.0°/a 3.0% 3.0°/a Internal Depamnents Projected Projected 3.0% 3.0% 3.0% 3.0% All Revcnues(Not specific) Projected Projected 4.0% 4.0% 4.0% 4.0% Interest(Pereent of Cash) 2.0% 2.0% 1.0% 1.0% 1.0% 1.0% A-22 CSty of Redding General Fund Ten Year Pian(in thousands) Revenues Fiscal Years Ending 2024&2025 Fiscal Year Ended 2029-30 2030-31 2031-32 2032-33 2033-34 Sales Tax 38,910 39,883 40,880 41,902 42,949 Property Tax 32,056 33,018 34,008 35,029 36,080 TOT 9,908 10,305 10,717 I 1,146 ll,591 Cannabis Tax 2,610 2,714 2,823 2,936�� 3,053 OtherTaxes 3,175 3,302 3,435 ;572 �� 3,715 Lieenses&Permits 3,081 3,204 3,332 �°3,465 � �;604 Fines&Penalties 659 685 713 � "7�k1 � -771 Other Government 1,260 1,298 1,337 1,37�� 1,418 Redding Rancheria 147 151 1�C 161 : �� 165 i Internal Deparhnents 15,854 16,329 16,�4]9 � 17,324 17,843 Service Chargcs 4,387 4,563 4,745 � 4,93� '� 5,133 Other Revenue 2,800 2,884 � 2,971 3,t360 3,152 Usc of Money&Property 609 609- 60� 609 609 Interest 121 124 �127 . 132 136 Subtotal 115,577 119,p69 �� 122,671 � � 126,387 130,219 Transfers In: Gas Taxes 12,258 - 12,625 13,004 13,394 13,�96 Debt Service - - - - - Other Transfers In j� � ��60E E24� � 643 662 682 Total Transfers In i�" � 12,863�'` 13,249 13,647 14,056 14,478 Transfers Out: CVB&Convention Center ��(1;200) (1,236) (1,273) (1,311) (1,350) Parking - - - - Library m(1,187� (1,223) (1,259) (1,297) (1,336) Rolling Stock �'�� (696) (717) (738) (760) (�83) Other Equipment � (458) (472) (486) (500) (515) Internal Advances �j - - - - - Other Transfcrs Out (630) (649) (668) (688) (709) Total Transfers Out (4,170) (4,295) (4,424) (4,557) (4,694) Net Transfers 8,693 8,954 9,222 9,499 9,784 Total Revenues � 124,270 128,023 131,893 135,886 140,003 Revenue Assumptions...Fl. Sales Tax 2.5% 2.5% 2.5% 2.5% 2.5% Property Tax 3.0% 3.0% 3.0% 3.0% 3.0% Fee Revenues 3.0% 3.0% 3.0% 3.0% 3.0% Other Government 3.0% 3.0% 3.0% 3.0% 3.0% Other Rcvenue 3.0% 3.0% 3.0% 3.0% 3.0% Internal Depamnents 3.0% 3.0% 3.0% 3.0% 3.0% All Revcnues(Not specific) 4.0% 4.0°/a 4.0% 4.0°/a 4.0% Interest(Pereent of Cash) 1.0% 1.0% 1.0% 1.0% 1.0% A-23 City of Redding General Fund Ten Year Plan(in thousands) Expenditures Fiscal Years Ending 2024&2025 Fiscal Year Ended Adopted Adopted 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 Safery UAL Payments 11,427 12,051 12,557 13,650 Misc UAL Payments 4,050 4,293 4,458 4,885 PARS UAL Payments 96 96 96 96 Police Personnel 33,493 34,579 28,556 29,523 ��t�,273 �� 31,058 %%%/� Operaring 8,553 8,643 8,902 9,169 9,444 9,728 CapitalOutlay/Project 182 72 74 76 78 80 Subtotal 42,227 43,293 37,532 38,768� � 39,796� ��40,866 Fire �� /-. Personnel 21,234 22,004 22,574 19,2�5 �� 19,773 � 20,286 � Operating 5,373 5,646 5,815 5,99U , 6,i70� 6,355 Capital Outlay/Project - 45 46 "�,�� 48 � �49 51 Subtotal 26,607 27,695 28,43� �� 25,3�2 25,992 26,691 Transportation&Engineering Personnel 2,759 2,708 749 72U ' 732 743 Operating 4,275 4,203 4,329- � 4,A59� 4,593 4,731 CapitalOutlay/Project 6,621 6,621 6,820 7,024 7,235 7,452 Subtotal 13,655 13,532 ll,858 12,204 12,560 12,925 Parks&Recreation Personnei 4,785 �4,85$ � 4,;�22�� 4,235 4,353 4,472 Operating 3,038 3,095 �� 3,187 3,283 3,382 3,483 Capital Outlay/Project 135 �",94 96 99 102 105 Subtotal ,�,95$ �;046 7,406 7,617 7,837 8,061 Development Services Personnel � 5,032 5,092� 3,710 3,808 3,911 4,014 Operating 1,125 ��' 1,123 1,157 1,191 1,227 1,264 CapitalOutiay/Project - - - - - Subtotal �b;15? � 6,215 4,866 4,999 5,138 5,278 Gerzeral Governmerzt&+t�ther Personnel ��6,�i'�5 6,603 5,084 5,217 5,355 5,495 Operating � � 3,480 3,434 3,537 3,643 3,752 3,865 Capital OuClayfAroj ect� 169 169 174 180 185 191 Debt Service� 2,118 1,957 1,965 1,318 1,314 1,313 Subtotal 12,443 12,164 10,761 10,358 10,607 10,864 Add Back Personnel - - - - - - Add Back O&M - - - - - - Projected Savings (1,925) (1,968) (1,760) (1,735) (1,781) (1,829) Total Expenditures 10'7,123 108,976 114,6'73 113,9'75 ll 7,258 121,488 Expenditure Assumptions Personnel-Wages Budget Budget 2.75% 2.75% 2.75% 2.75% O&M&Capital Outlay Budget Budget 3.0% 3.0% 3.0% 3.0% Debt Actual Actual Actual Actual Actual Actual Assumed Expense Savings 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% A-24 City of Redding General Fund Ten Year Plan (in thousands) Expenditures Fiscai Year Endings 2024&2025 Fiscal Year Ended 2029-30 2030-31 2031-32 2032-33 2033-34 Safery UAL Payments 13,954 14,266 14,040 13,971 13,251 Misc UAL Payments 4,983 5,083 4,903 4,868 4,566 PARS UAL Payments 96 96 96 96 96 Police Personnel 31,923 32,814 33,728 4,670 35,637 Operating 10,020 10,320 10,630 ��0,949 � ��,� 11,277 CapitalOutlay/Project 83 SS 88 �,� 91 93 Subtotal 42,025 43,220 44,446� 455749 '47,007 Fire � � Personnel 20,852 21,434 2�,032 � 22,�47 � 23,279 Operating 6,545 6,742 � 6,944 � 7,�52 7,367 CapitalOutlay/Project 52 �4 ' S5 57 59 Subtotal 27,449 28,�29 2�,�31 � 29,856 30,705 Transportation&Engineering Personnel 762 787 � �� 835 858 Operating 4,872 �� 5,t119, 5,169 5,324 5,484 Capital Outlay{Project 7,67� �� 7,906 : � 8,143 8,387 8,639 Subtotal 13,31(� , 13,711.:' 14,121 14,546 14,981 Parks&Recreation Personnel �� 4,CU0 '4�,733� 4,869 5,009 5,153 Operaling 3,5$8 3,695 3,806 3,920 4,038 Capital Outlay/Project 108 112 115 ll 8 122 Subtotal ��, ,8,296 8,540 8,790 9,048 9,313 Development Services Personnel 4,126 4,242 4,360 4,482 4,607 Operating 1,302 1,341 1,381 1,422 1,465 CapitalOutlay/Project - - - - - Subtotal 5,428 5,582 5,741 5,905 6,0�2 General Government&1�ther Personnel 5,646 5,805 5,965 6,133 6,303 Operating � �� 3,981 4,100 4,223 4,350 4,481 Capital OutlaylProjecY �� 196 202 208 215 221 Debt Service 1,310 1,309 1,311 1,315 1,132 Subtotal 11,134 1],417 11,708 12,012 12,136 Add Back Personnel (400) (270) 280 780 1,860 Add Back O&M (400) (270) 280 780 1,860 Projected Savings (1,865) (1,924) (2,002) (2,079) (2,180) Total E�enditures 124,010 12�,680 131,434 135,492 139,667 Expenditure Assumptions Personnel-Wages 2.75% 2.75% 2.75% 2.75% 2.75% O&M&Capital Outlay 3.0% 3.0% 3.0% 3.0% 3.0% Debt Actual Actual Actual Actual Actual Assumed Expense Savings 2.0% 2.0% 2.0% 2.0% 2.0% A-25 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 j j This page left intentionally blank. ' / j /� : A-26 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 BUDGET SUMMARY PROJECTED CASH FLOWS - ALL FUNDS The tables on the following pages provide a summary of all funds reported in the Adopted Biennial Budget, listing the beginning cash balance, revenues, transfers, appropriations and ending cash balance. The purpose of these tables is to show the change in the cash position for each fund. The first column of each tabie, Beginning Projected Cash Balance, shows the estimated beginning cash balance for each fund. It is not the be ig'nnin� fund balance. The second column, Projected Revenue;slaows the revenue estimated from all sources for each fund. The third and fourth columns, Fund Transfers�n and F�pd Transfers Out, show funds transferred from one fund to another fund. The fifth column,Expentl�ture Prograu�s, shows the level of appropriations for the various departments and divisions of the City. The sixth cc�lt�mn,Adj�t�tments and Restricted Reserves shows any amounts that are restricted for specific purpose,�nd�any ad�ustments to match each individual fund's ten year plan. Ending Projected Cash Balance for each fi�cal year�kiows th��estimated ending cash balance including restricted reserves. The graph below displays the difference between beginning cash balances'and endin� cas��balances for each fund type as well as the total for the City for each fiscal year. This gra��i displays;�hat cas�t balances over the biennial budget will be decreasing. Comparison of Beginning tt� End Bal�nces (in thc�us�nds�'' 250,000 200,000 ■ July 1,2022 150,000 � June 30/July 1,2023 100,000 � ■ June 30,2024 50,000 � 0 `��General Fund Special Enterprise Internal Total Revenue Funds Service Funds A-27 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Projected Cash Flows for FY 2023-2024-ALL FUNDS (In Thousands) Be�innin� Ending Projected Adjusfinents Projected Cash Projected Fund Fund Expenditure & Cash Salance Revenue Transfers Transfers Programs Restrieted Balance 7/1/2023 2023-24[3J In Out 2023-24[4] Reserves[1] 6/30/2024 GENERALFUND $ 22,500 $ 98,265 $ 10,164 $ (2,926) $ 109,16� $ 1,925 $ 20,�61 GENEI2AL FUND-Capital Project Fund 2,074 - - - 20 - 2,054 SPEC[A[,REVF.NUF.FUNDS Parking Fuud 469 527 - (10) 458 - 528 Rolling Stock Replac�ment 10,086 - 7,271 (6,074) - 11,283 [2] Gas Tax Street Improvement Fund 1,676 9,273 - (5,790) - - 5,159 Local Transportation Fund 2,449 5,226 - (4,884) 2,�91 Library 652 1,424 994 (50) 2,3�� - 648 Branch Libraries 264 249 - - 251� ' - 262 CD Block Crrant Fund 3,518 3,988 - - ��4,781 7 2,726 Low and Moderate Income Housing AssetFund 495 146 - - 451 . - 190 Speciall�evelopmentFund CapitalImprovement 34 - - - - - 34 TrafficImpactFee 2,174 1,583 - � 3,726 (1) 30 Dana Traffic Impact Fee - - - - - NorCh Traffic Impact Fee 145 227 - ��,' - 321 Park In-Lieu/Park Development 3,300 - 150 (150) - - 3,300 Genera]Speeial Kevenue - 273 - (2�3� � - - TOTAL SPECIAL REVENUE FUNDS 25,262 22,916 8,415 (17,231) � 12,090 27,2�2 �NT�RPR7SE FUNDS 7'ourisn�/CivicAuditoriumF'und 669 151 � 1,033 1,1�0 - 683 Storm Drain Utiliry Fuud 4,452 2,322 - ,(250) 2,258 - 4,266 Municipal Airport Fund 738 3,501 - ;(283) 3,277 61 740 �lectic Utiliry Fund 50,961 151,626 - {2,755) 172,803 7,686 34,715 WaterUtilityFund 61,243 �'3fl�71� - �� (250) 38,152 731 54,286 WastewaterUtilityFund 20,351 ��37,027� (260) 43,723 - 73,395 Solid Waste Collectiou and Disposal 13,103 ..�� 28,105 �� - �� (1,700) 29,091 - 10,417 TOTAL ENTERPKISE FUNDS 151,517�� 253r44b � 1,033 (5,498) 290,4�4 8,4�8 118,502 INTERNAL SERVICE FUNDS Media,Communications&Public Relations ]6 �� $34 - (8) 820 - 16 Information Technology 428 '' "6,6�8 - (200) 6,481 - 375 F`le�tMaintenance 301 5,632�' - (15) 5,597 - 321 Buildvtg Maintenance&Construction 44 , 3,815 - (60) 3,767 - 32 Records Management 75 492 - - 486 - 81 Employer&Legal Services (26} 1,328 - - 1,260 - 42 Redding Munieipal Utilities Admin, .�� 965 . 6,861 - (260) 6,724 - 842 Geographic Infonnatimt Services, '� 536 � 440 - - 860 - 176 Commw�icaYions 130 785 - (IS) �69 - 131 Reprographics 53 898 - (5) 874 - 72 Volunteer Services ��(5) 186 - - 172 - 9 Risk Management 7,023 10,546 - - 10,211 - 7,358 Employee BenEfits Payroll 265 52,34� - - 52,347 - 265 Employee BenefSt C}roup Insurahce 2,558 28,934 - - 29,068 - 2,424 TOTALINI'�RNALSERUICEFIJNDS � 12,357 179,726 - (563) 179,436 - ]2,084 Subtotal 213,710 494,353 19,612 (26,218) 531,187 10,403 180,673 L,ess:ChargesBetweenFut�ds - (133,648) - - (133,648) - - NET TOTAL $ 213,710 $ 360,705 $ 19,612 $ (26,218) $ 397,539 $ 10,403 $ 180,673 (l]This column shows adjustroents primarily for use of debt funds and projected budget savings. (2j Funds are continuously appropriated and will be utilized throu�hout the year. Ending balance will be less. [3]For detail of Revenue see pages A31 to A-42 (4j For d�tail of Expenditures see A-A4 to A-47 L�-2 g CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Projected Cash Flows for FY 2024-2025-ALL FUNDS (In Thousands) Beginning Ending Projected Adjusfinents Projected Cash Projected Fund Fund F:xpenditure & Cas6 Balance Revenue Transfers Transfers Prograros Restricted Balance '7/1/2022 2022-2023(3J In OuY 2022-2023(4J Reserves[1] 6/30/2023 GENr;ItAL N'UND $ 20,�61 99,415 $ 10,061 $ (2,499) $ ll 1,068 $ 1,969 $ 18,639 GEN�RAL FUND-Capital Project Fund 2,054 - - - 20 - 2,034 SPF,CIAL KF',VF,NUF,FUNDS Parking Fund 528 530 - (10) 473 - 575 Kolling Stock Repiacem�nt 11,283 - 6,797 (7,152) - 10,928 [2] Gas Tax Street Improvement Fwid 5,159 8,077 - (5,500) - - 7,736 Local Transportation Fund 2,791 2,918 - (5,074) 635 Library 648 1,465 1,024 (50) �439 648 E3ranch Libraries 262 257 - - �258 � 261 CD Block Crrant Fund 2,726 2,823 - - �%' 3,81b'- � (2)� 7,729 Low and Moderate Income Housing Asset Pund 190 146 - ° 189 - 147 Speciall)evelopn2entFund � � CapitalImprovement 34 - - - - 34 Tra�c Impact Fee 30 1,521 - - 1,262 � (1) 288 Dana Traffic Impact Fee - - - - - - NorthTra�cImpactFee 321 61 - � /�-"1 - 381 ParkIn-Lieu/ParkDevelopment 3,300 - I50 (154i)''', - - 3,300 General Special Revenue - 273 (�'73) � � - - - TOTAL SPECIAL REVENUEFUNDS 27,2�2 78,0�1 7,9�1 � (18,209) 8,440 (3) 26,662 ENTERPffiSE PUNDS TourismlCivic Auditorium Fund 683 154 1,035 - 1,747 - 731 Storm Drain Utility Fw�d 4,266 2,420 � �� - (200) 2,499 I 3,988 Municipal Airport Fund 740 20,904 " (277) 22,202 62 (7'13) Electric Utiliry Fund 34,715 154,765 - (2,755) 181,075 7,600 13,250 WaterUtiliCyFund 54,286 � 3�,287 (250) 33,804 609 54,128 Wastewater Utiliry Fund 13,395 �j �38,5$3, (300) 46,376 - 5,402 Solid Waste Cotlection and Disposal ]0,417 %/%%%/� 30,361 � - (1,250) 30,637 - 8,891 TOTAL ENTERPRISE FUNDS 118,502 �� 28Q,5?�t� 1,035 (5.032) 317,�34 8,2�2 85,617 INTERNALSERVICEFUNDS Media,Communications&Publie Relatioiis 16' ��. 861 - (5) 864 - 8 Information Technology 375 �4�99$ - (200) 4,�73 - 300 Fleet Maintenance 321 5,727" - (15) 5,'737 - 296 Building Maintenance&Construction 32 4,026 - (60) 3,994 - 4 Reeords Management 81 444 - - 449 - 76 Employer&Iega1 Services 42 1,148 - - 1,148 - 42 Redding Municipal Uti7ities Admnv $42 6,456 - (180) 6,477 (1) 640 Geographic Information Serviccs �1 d6 712 - - 717 - 1 ll Communications 131 798 - (15) 786 I ]29 Reprographics .72 833 - (5) 814 - 86 Volunteer Services �� 9 178 - - 181 - 6 Risk Management 7,358 11,061 - - 10,715 - 7,704 Employee Beuefits Payrstll� 265 4'7,518 - - 47,518 - 265 En�ployeeBene�fLGrpuptnsw�ance " 2,424 30,318 - - 30,419 I 2,324 TOTAL LNTERNAL�aERVICE FUNDS 12,084 115,078 - (480) ]14,692 1 11,991 Subtotal �� 180.673 513,138 19,067 (26,220) 557,954 10,239 ]44,943 Less:Charges Between Punds� � - (128,679) - - (128,679) - - NET TOTAL $ 180,6�3 $ 384,459 $ 19,067 $ (26,220) $ 423,2�5 $ 10,239 $ 144,943 (1]1`his column shows adjusYments primarily far use of debt funds and projected budget savings (2J Funds are continuously appropriated and will be utitized throughout the ycar. F'.nding balance will be less. (3J For detail of Revenuc see pages A-31 to A-42 (4J For detail of Expenditures sec A-44 to A-47 11-29 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 COMPARATIVE SUMMARY OF ESTIMATED REVENUES The following table and graph provide a four-year review of revenues for all funds. The table is divided by fund type and subtotaled for each of the fund types. Within each fund type is tl�e total for each fund. For the General Fund, the total for each type of revenue is included. The detail is provided in a subsequent schedule. The first column of this table, Actual Revenue 2021-22, shows the actual revenue for each fund. The second column, Budget Estimate 2022-23, shows the revenue estimate originally adopted in the budget for the current fiscal year, while the third column, Revised Estimate 2022-23, shows the most recent revenue estimate by the Finance Department. This estimate is based on nine months of history and a three month proj ection. The final two columns, Budget Estimate 2023-24 and Budget Estimate 2024-25, show the revenue estimates for th�ne�t two fiscal years for all funds. Total net revenue for fiscal year 2023-24 is estimated at $360,170,640 and for fiscal y�ar 2022-23 is�stimated at $384,459,380. Revenue froin Special Revenue Funds totals $20,172,460 and $14,984,S�O,;respectively; revenue from Enterprise Funds totals $248,981,760 and $276,577,450, respectively; revenue from Int�rn�l�Service Funds totals $119,162,130 and $ll4,599,470 respectively; and General Fund revent�e�� totals $105,502,380 and $106,976,900,respectively. Comparative Summary of Estimatecl Reu�ttues (in thousands) 450,000 400,000 350,000 Actua12021-22 300,000 ■ Estimate 2022-23 250,000 ❑ Revised 2022-23 200,000 150,000 ■ Estimate 2023-24 100,000 ■ Estimate 2024-25 50,000 �s �� ,`, Ge��ral Special Enterprise Internal Total Net �� Furtd�� Revenue Funds Service Revenue Funds A-30 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 COMPARATIVE SUMMARY OF REVENUE PROGRAMS Actual Budget Revised Budget Budget Revenue Estimate Estimate Estimate Estimate 2021-2022 2022-2023 2022-2023 2023-2024 2024-2025 GENERALFUND Taxes $ 69,586,248 $ 70,463,360 $ 70,A63,360 $ 71,504,190 $ 73,475,110 Licenses and Permits 2,446,514 2,267,840 2,267,840 2,391,380 2,532,000 Fines,Forfeits,andPeilalties 1,780,128 625,140 625,140 541,500 541,500 Rcvenue from Intcrnal Departmente 19,721,567 19,544,640 19,544,640 21,485,120 20,694,200 Revenue froin Other Govermeiltal Agencie; 19,056,002 2,142,400 2,142,400 2,868,3�4Q 2,978,'710 Other Revenues 4,462,598 2,480,030 2,480,030 2,409,4b6 - 2,415,530 Charges for C�rrent Services 4,870,698 3,232,220 3,232,220 3,A35,660 3,606,040 Rcvenue from thc Use of Money&Fropert} 623,811 702,880 702,880 866,790 733,810 TOTAL GENERAL FUND 122,547,566 101,458,510 lO1,A58,51(�� 1�S Sp2,380 �D6,976,900 �-. SPECIAL REVENUE FUNDS �, � � Asset Seizure 47,484 - - Parking Fund 81,310 69,000 �9��04 � 517�,400 519,700 Rolling Stock Replacemcni 495,018 5,751,650 �,751,65t�� 7,271�,000 6,797,000 Gas Tax Street Improveinent Fui1c 883,403 262,574�� 262,5'Itl � ` 3,482,380 2,577,A70 Local Transportation Fund (1,193,217) (549,79t}j� (54Q�790) � 342,120 (2,155,950) Library-Main 2,310,314 4,030,22U 4,030,22Q 2,367,800 2,438,650 Branch Library 247,780 1,133,696� � 1,133,fi�b 248,810 257,280 CD Block Grant Fund 2,878,380 1ti,?46,5�0 ]0,'7�6,530 3,987,820 2,822,660 Low and Moderatc Incomc Housing Asset Func 288,014 145,$7U 145,870 145,870 145,870 Special Development Func 11,825,528 10,075,90b�- 1Q075,900 ],809,260 1,581,860 General Spccial Revenue - - - - - TOTAL SPECIAL REVENLJE FUNDS 17,86�a01 A �� 31,665,640 ��` 31,665,640 20,172,460 14,984,540 ENTERPRISE FUNDS �� Tourism/CivicAuditoriumFunc 958,942" 1,264,570 1,264,570 1,184,520 1,189,210 Storin Drain Utility Fund � 4,20Q,ib0 2,172,930 2,172,930 2,072,250 2,220,200 Municipal Airport Fund �S,U3�,798 23,900,080 23,900,080 3,218,430 20,627,130 Electric Utility Fund �,"=158,99�,659 138,070,710 138,070,710 1A8,871,410 152,010,060 Water Urility Fund 27,223,9(��, 27,177,060 27,177,060 30,463,980 33,037,330 Wastewater Utiliry Fui1d 3�F,391,246 34,028,290 34,028,290 36,766,500 38,382,7�40 Solid Wastc Collection and Disposal 2�t,018,228 23,795,280 23,795,280 26,404,670 29,1]0,780 TOTALENTERPRISEFUNDS 254;828,881 250,408,920 250,A08,920 2A8,981,760 276,577,A50 INTERNAL SERVICE FUI��7S�� General Scrvices Administr�tior 819,420 727,580 727,580 825,840 856,160 Informatioil Technology 3,926,198 5,919,830 5,919,830 6,428,050 4,798,190 Fleet Maintenance.��- 4,408,269 4,454,880 4,454,880 5,616,690 5,711,900 BuildingMainte�ance&Ct�nstructicin, �4,51'7,764 3,462,720 3,462,720 3,755,120 3,966,100 Rccords Management 461,608 426,750 426,750 491,650 444,010 Employer&L�gal Service,� � 942,021 1,023,020 1,023,020 1,328,310 1,148,370 Redding Municip�l�Ttilitics Admin. 5,076,042 5,189,190 5,189,190 6,600,570 6,275,670 Geo�raphic Infonnati�tn Service� 580,635 595,940 595,9�40 439,630 712,060 Comznunicarions 20,040 412,250 412,250 769,990 783,300 Reprographics �, 653,187 706,390 706,390 893,120 82�,�10 Voluntcer Services 163,280 163,990 163,990 185,510 178,340 Risk Management 7,729,249 9,121,�00 9,121,700 10,546,240 11,061,490 Employee Benefits Payroll 19,397,336 47,792,700 47,792,700 52,347,260 47,517,890 Employee Benefit Group Insurance 26,646,994 28,491,390 28,491,390 28,934,150 30,318,280 TOTAL INTERNAL SERVICE FLTNDS 75,342,043 108,488,330 108,488,330 119,162,130 ll4,599,470 SUBTOTAL-ALL REVENUE 470,582,504 492,021,400 492,021,400 493,818,730 513,138,360 Less:Charges between funds _�87,867,608) (122,664,430) (122,664,430) (133,6�48,090) (128,678,980) NET TOTAL $ 382,71A,896 $ 369,356,970 $ 369,356,970 $ 360,170,640 $ 384,459,380 A-31 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES - ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 GENERALFUND TAXES Property Taxes $ 24,287,360 $ 25,339,140 $ 26,847,010 $ 27,652,000 Sales Tax-Nondedicated 32,088,786 33,206,810 32,121,180 32,924,110 Transient Occupancy Tax 8,262,335 7,529,510 7,831�000 8,144,000 Viacom Cablevision 883,096 923,540 ��9bt�,U{St7 900,000 Pacific Gas&Electric Co. 354,815 351,200 � 360,OOb �� 360,000 Business License Tax 899,507 875,000 900,000 900,000 RealProperty Transfer Tax 609,116 350,OOQ�� 450,000 ��' 450,000 Commercial Cultivation Cannabis 155,696 138,1�rb � Yf�5,000 �� 145,000 Retail Cannabis Business Tax 2,036,121 1,75{�;U00 ,, �� 1,950,{�Otl �� 2,000,000 Other Commercial Cannabis Business Tax 9,416 - - - Total Taxes 69,586,248 70,463;36� � 71,�U4,190 73,475,110 LICENSES AND PERMITS Animal Licenses 49,345 40,0{�� 50,000 50,000 Building Pennits 1,526,424 ` 1,618,3�b� 1,628,420 1,727,420 Engineering Encroachment Permit � 24$,'7�1 9Q;fl�0 150,000 157,500 Electical Permits �� 255,919 19�,200 243,470 258,270 Transportation Permit 8,127 9,300 10,060 10,670 Plumbing Pennits 101,430 109,200 113,490 120,390 Mechanical Permit �� 23,6,211 194,790 185,940 197,250 Engineering Grading Permits � �� t�,��7 10,000 10,000 10,500 Total Licenses and Permits 2,446,514 2,267,840 2,391,380 2,532,000 FINES,FORFEITS,AND PENALTIES , Traffic Safety Fines 906,364 426,140 345,500 345,500 Code EnforcEment Fines 760,532 146,000 146,000 146,000 Other Fines&Fees 94,385 53,000 50,000 50,000 Cannabis Delinquency Penalty 18,847 - - - Total Fines,Forfeits&Pe�alties "�� 1,780,128 625,140 541,500 541,500 REVENUE FROM INTERNAI�J�Ek'AR'�'MENTS Fixed Reimbursements 6,271,410 6,443,360 6,977,560 7,061,190 In-liau Payment f`roin�8�1-Mwr�s Airport 235,000 245,000 - - In-Lieu Payrr��nt from IT'tvision$�4-Electric 5,464,000 6,246,800 7,270,600 6,614,200 Repayment€�f Adva�ces� 18,750 - (532,590) (543,140) Advances frorn�Tnferrial Department 1,340,345 - - - Total Revenue from Internal Departments 13,329,505 12,935,160 13,715,570 13,132,250 A-32 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES - ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 REVENUE FROM OTHER GOVERMENTAL AGENCIES Sta�te Grant Operating for Planning - 300,000 - - State Grant Operating for Police 43,141 - - - Federal Grant-Operating-GenEral Government 3,359,993 - - - Federal Grant-Capital-General Government 5,750,000 - - Federal Grant-Operating-Police 3,358,684 319,410 � - � - Federal Grant-Capital-Police 47,932 71,460 - - Federal Grant-Operating-Fire - - �1,641,980 � 1,728,450 Federal Grant-Capital-Fire 51,800 52,6�1� �� - - Federal Grant-Capital-Public Works 1,554,469 - - � Federal Grant-Capital-Rec&Culture 3,060,000 - - - Federal Grant-Operating-Rec&Culture 100,000 - - Shasta County Grant-Operating-Police 270,642 2�72,180 118,890 122,460 Shasta County Operating Reimbursement Police 31,821 65,Q00 - - State Reimbursement 13,251 � 15,000 15,000 State Legislative Revenue Operating-Police 365,306 � ' �� Reimbursemant of Mandated Costs 5$,49�3 57,�� 60,000 60,000 POST Grant-Operating-Police 98,516 5'1,000 90,000 90,000 Home Owner Properry Tax Relief �� 145,031 " �� 153,000 153,000 153,000 Motor Vehicle In-Lieu Tax �_ 105,954 45,000 45,000 45,000 School District Contrib-Operating-Police ��4Q4,198 577,800 595,130 612,980 Redding Rancheria Payment � �� 119,�(�9 121,900 124,340 126,820 Contribution RABA-Operating-Police 25,000 25,000 25,000 25,000 Buckeye Fire ServicE Dist-Operating-Fire 5,000 - - - Buckeye Fire District-Capital-Fire 64,000 - - - SHASCOM-Payroll 23,256 25,000 - - Total Revenue-Other Govemment Age�ncies ' 19,056,002 2,142,400 2,868,340 2,978,710 OTHER REVENUES Late Fees 1,386,837 1,700,000 1,700,000 1,700,000 Contributions-Operatit��-Rec&Culture 163,665 86,000 105,000 105,000 Contxibutions-Operating�;-PoliC�� 248,824 40,470 - - Contributions-Operating-�ir�� 2,500 - - - Contributions-�C7peratin��-Planning - 6,580 6,000 6,000 Developer Contributions�+ 22,074 - - - Sale of Propet�t� 1,392,536 - - - Compensation-Lc��s&Property Damage 37,150 34,500 - - Miscellaneous Recefpts 632,047 296,500 292,000 292,000 Mise.Charter Peg Fe�s , 212,534 45,700 - - Reimbursement 364,431 2�0,280 306,400 312,530 Total Other Revenues 4,462,598 2,480,030 2,409,400 2,415,530 A-33 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES -ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 CHARGES FOR CURRENT SERVICES Planning Permits(Subdivisions) 566,840 493,740 77,850 76,260 Short Term Pianning Fees - - 450,000 450,000 Building Plan-Record Fees 21,899 18,460 23,330 24,750 Builciing Pian-Check Fees 731,528 56�,910 671,220 711,850 Fees for Outside Plan Checks 25,565 1,140 - - Plan Check Fees-Fire Department 95,536 75,000 45,0��` � � 90,000 Engineering Land Development Fees 807,806 100,000 200�000 ;��,Q0,000 Technology Surcharge 229,660 121,610 2t}�,�90 �i,Ei,710 Cannabis Application&Permit Fees 545,864 474,850 � 45$,60� 458,600 Sale of Publications 107 90 St�'� 50 Recording Fees 188 - - - Animal Shelter Fees 5,431 7,OOt� , � �6,000 6,000 Inspection Fees 3,136 2,900 � � 3,10�'� " 3,100 Fingerprint Fees 5,747 �(l,#�(�0 10,(�b0� 10,000 Fire Permits&Fees 52,090 � � 290,000 177;500 290,000 DUI-Emergency Response �0,434 �3,8(�0 �� ''73,000 �3,000 Swimming Pool Receipts 103,854 i6t�,570 160,570 160,570 RAC Swim Shop/Rentai S,q'7S ��39,000 39,000 39,000 RAC Admission 3�,252 12f�,1�{� ��: 126,160 126,160 RAC Swim Team �,748 , 12,6�0 � 12,620 12,620 Swimming Pool Concession 14,867 63,080 63,080 63,080 Other Charges&Fees 1,?9�,�33 �13�,630 13�,630 13�,630 Recreation Sports 89,52�3 �` � 63,080 63,080 63,080 Recreation Classes � 34,3'�1 � ' 97,490 97,490 97,490 Recreation Camps Trips �� 73,765 74,550 74,550 74,550 Recreation Fitness �;- �� 63,925 �4,550 74,550 74,550 Recreation Daycare Smnmer 177,817 229,380 229,380 229,380 Recreation Daycare After School 1,691 14,910 14,910 14,910 Ticket Surcharge on Ticket Sa1es " 29,505 - - - Bad Debt Writeoff � (713,859) (97,300) (97,300) (97,300) Total Charges for Current Services 4,870,698 3,232,220 3,435,660 3,606,040 REVENUE FROM THE U�E OF MC�NEY& PROPERTY Rental-Land ar Facility"'"; 438,667 512,170 665,840 606,840 SHASCOM Bas��ent-Police�'ortion 38,642 36,350 37,870 880 SHASCOM Base Rent-Fare Portica�p 38,642 36,350 37,870 880 Investment Income 10�,859 118,010 125,210 125,210 Fiscal Agent Tnuestment Income 1 - - - Total Revenue-Llse of Money&Property 623,811 �02,880 866,790 �33,810 General Fund Net Traqsf�rs In(Out) 6,392,062 6,609,480 7,769,550 7,561,950 General Fund-Capital Project Net Transfers In(Out) - - - - Total Revenue-From Internal Transfers 6,392,062 6,609,480 7,769,550 7,561,950 TOTAL GENERAL FUND $ 122,54�,566 $ 101,458,510 $ 105,502,380 $ 106,976,900 ASSET SEIZURE FUND Miscellaneous Receipts 47,119 - - - Investrnent Income 365 - - - TOTAL ASSET SEIZURE FUND $ 4�,484 $ - $ - $ - A-34 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES - ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 PARKING FUND On-Street Parking Meters $ 44,566 $ 36,000 $ 397,800 $ 397,800 Parking Space Rental&Permit Fees 1,201 - 52,500 52,500 Parking Fines&Fees 32,606 30,000 76,500 78,800 Invesnnent Incoine 2,937 3,000 600 600 NEt Transfers In/(Out) - - �1t�,040j ,,, (10,000) TOTAL PARKING FITND $ 81,310 $ 69,000 $ %ii;� �517,400 '�$, 519,700 ROLLING STOCK REPLACEMENT Sale of Property $ 143,974 $ - $�� ° - ��$ - Miscellaneous Receipts 188,703 - - - Inveshnent Incoine 59,695 - - Net Transfers In/(Out) 102,646 � �� 5,751,650 7,271,000 6,797,000 TOTAL ROLLING STOCK REPLACEMEN'I $ 495,018 �$ Sa751,,650 �$ �� 7,271,000 $ 6,797,000 GAS TAX STREET IMPROVEMENT FUND Federal-ISTEA $ �'1,283,739 $ , 1,3�i4,090 $ 1,987,960 $ 1,381,450 Sta�te of California-Section 2105 466,701 534,400 615,750 566,300 Section 2106 '.390,960 421,660 469,330 431,280 Section 2107 � SS0,415 680,070 739,600 678,2�0 Section 2107.5 � "7,5�0 7,500 7,500 7,500 Senate Bi11300 Gas Tax 6�9,335 820,130 1,009,940 1,454,390 Road Maintenance&Rehabilitation Account 1,841,912 1,814,510 4,392,790 3,507,810 InvEstment Income 35,033 25,000 50,000 50,000 Net Transfers Inl(Out) (4,372,192) (5,404,790) (5,790,490) (5,499,530) TOTAL GAS TAX IMPROVEMENT�'iJND $" 883,403 $ 262,570 $ 3,482,380 $ 2,577,470 j /� ` A-35 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES -ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 LOCAL TRANSPORTATION FUND State Allocations-SB 325 $ 2,715,210 $ 4,362,180 $ 5,226,210 $ 2,918,000 Net Transfers In/(Out) �3,908,427) (4,911,970) (4,884,090) (5,073,950) TOTAL LOCAL TRANSPORTATION FITND $ (1,193,217) $ (549,790) $ 342,120 $ (2,155,950) LIBRARY State Grant-Operatin�-Rec&Culture $ 83,997 $ 107,230 $ ��' �$� - State Grant-Capital-Rcc&Culture - 1,626,790 - - Contributions-Operating-Rec&Culture 8,A29 - - - Misccllaneous Rcceipts 3,604 3,600 3,�i�?0 3,600 Library Operations 1,289,�60 1,327,6�40 1,367,4'�i}: l,�$,490 Other Charges&Fees 37,633 50,00�'��- 50,000' � �� 50,000 Investmentincome (270) 2,5(�Q` "--�2,500 2,500 Net Transfers In/(Out) 887,161 912,4b0'� �'944,230,: � 974,060 TOTALLIBRARY $ 2,310,314 $ 4�(�30,220` $ 2,367,&Ot�' �$ 2,438,650 BRANCH LIBRARIES State Grant-Capital-Rcc&Culture $ - $ ��&93,060 $ ; � - $ - Contributions-Operating-Rec&Culture 4,5(l4?,. - - - Reimbursement 11,032 - - - Branch Library-Shasta County !183,169 1$9,58�� 196,220 203,090 Branch Library-Andcrson �� 42,559 44,050 45,590 47,190 Other Charges&Fees 6,364 6,500 6,500 6,500 Invcstment Income 156 500 500 500 TOTAL BRANCH LIBRARIES � $ ��2�7a780� $.` �� 1,133,690 $ 248,810 $ 257,280 / ` CD BLOCK GRANT FUND State Grant-Operating-Communiry Developmen �� $ 151,914 $ 8,993,500 $ 1,589,010 $ 834,330 Federal-HUD-Operating-Commuility Develapmerl '� 1,210,28A 760,510 726,020 705,120 HOME Funds-Operating-Comznuniry Dev�lopmcn 772,128 463,840 665,280 559,270 Shasta County-Operating-Community D�uelopmen � 3,931 - - - Contribution-Operating-Communiry Dev�lg,pmcn - - 277,760 - Contraet Service Qperating Revenue �� 1�45,000 125,000 - - Loan Repayment-Principal �, 381,189 324,290 632,920 627,210 / Loan Repayinent-Principal»CalHome Fund; 46,023 1,240 1,690 1,690 Loan Repayment-Intere�t�� 148,124 74,520 87,810 87,710 Loan Repayinent-Interest-��1Home'Fund: 16,025 1,630 '7,330 '7,330 Late Payment Char�e� % 800 Investment Income � 2,025 1,000 - - Invcstment Ixictrme-CalHctme Fund: -� 937 1,000 - - TOTAL CD TiLt?CK GI�NT FUND '� $ 2,878,380 $ 10,746,530 $ 3,987,820 $ 2,822,660 LOW AND MODER�TE INCOME HOUSING ASSET FUND Miscellaneous Rcceipts �� $ 3,000 $ - $ - $ - Rental-Land or Facility (111) - - - Loan Repayment-Principa] 35,217 33,530 33,860 33,860 Loai1 Repayinent-Interesi 8,535 8,580 8,250 8,250 Late Payment Charges 43 - - - Housin�Loan Iilterest filcome 1,718 1,790 1,580 1,580 RchabI,oanFrincipal 33,712 970 1,180 1,180 Down Payinent Assistance Loan Interes� 60,459 20,000 20,000 20,000 Down Payment Assistance Principal Colicci 141,750 80,000 80,000 80,000 Investment Income 3,691 1,000 1,000 1,000 TOTAL LOW AND MODERATE INCOME HOUSING ASSFT FUND $ 288,01�4 $ 145,870 $ 145,870 $ 145,870 A-36 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES - ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 SPECIAL DEVELOPMENT FUND State Grant-Operating-Public Works $ 85,199 $ - $ - $ - State Grant-Capital-Public Works 55�,�23 - - - State Grant-Operating-Rec&Ctiilture 1,925 - - - State Grant-Capital-Rec&Culture 493,786 8,500,000 - - Federal Grant-Capital-Public Warks 6,097,977 - - - Federal Grant-Operating-Rec&Culture 31,005 - - - Shasta County-Operating Reimbursement-Rec&Culture 111,884 - �/r - - Contributions-Operating-Rec&Culture '74,868 - - - Contriburions-Capital-Rec&Culture 496 - - Traffic Tmpac;t Pee 1,753,929 1,330,496 1,�74,370- 1,567,180 Fire Facilities 401,719 - - �, _ � Parks Developinent 2,003,310 322,690 �� - - Electric Service 73,586 - - - Park In-Lieu Fees 251,031 , - - Investment I�lcome 8,034 ' - - - Fiscal Agent Investlnent Income l,lb4 - 134,890 14,680 Net Trausfers In/(Out) (122,04$) , �(77,2�t�) - - TOTAL SPECIAL DEVELOPMENT FUND $ 11,8�5�528 $ 10,0��,��0 $ 1,809,260 $ 1,581,860 GENERAL SPECIAL REVENUE Sales Tax-Dedicated to Publie SafEty $' �� 2�2,517 $ 2�2,520 $ 2�2,520 $ 2�2,520 Net Transfers In/(Out) �272,517) � (272,520) (272,520) (272,520) TOTAL GENERAL SPECIAL REVENUE $ � - $ - $ - $ - TOURISM/CIVIC AUDITORIUM FUND Repayment of Advances $ (137,881) $ (79,030) $ (64,800) $ (66,100) Rentai Fees ` 196,171 263,430 216,000 220,320 Fiscal Agent Investment Income (4) - - - Net Trausfers In/(Out) 900,656 1,080,170 1,033,320 1,034,990 TOTAL TOURISM/CNIC t�UI�I'T��IUM��;FITND . �= $ 958,942 $ 1,264,5'70 $ 1,184,520 $ 1,189,210 / � � A-37 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES - ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 STORM DRAIN UTILITY FUND Storm Drainage-Monthly Fee $ 1,243,877 $ 1,219,150 $ 1,257,210 $ 1,265,930 StormDrainAllocation 953,130 982,780 1,014,040 1,103,270 Federal Grant-Capital-Public Works 50,329 - - - Federal Grant-Capital-Storm Drainage 2,000,000 - - - Miscellaneous Receipts - 1,000 - Bad Debt Writeoff 62 - � - - Late Payment Charges 6,222 - 1,000 1,000 Investment Income 26,480 50,000 � . � 50,000 50,000 NEt Transfers In/(Out) (80,000) (80,O�bj (��,000) ', (200,000) TOTAL STORM DRAIN UTILITY FUN� $ 4,200,100 $ 2,17�;930 $ � 2,072,25�7 "$ 2,220,200 MUNICIPAL AIRPORT FUND Hangar Rent $ 559,127 ,$�� 522;,85,0 $�,�� 538,540 $ 554,690 Tie-Down Rent 62,858� � 53,5QQ 59,710 61,440 Facilities/GroundRent 62�,837 � 696,Q0(� 694,880 711,470 Ground Lease 310,$$1 284;200 475,750 551,030 Fuel Concession ! 184,514 I63,000 260,000 260,000 Landing Fees � 219,000 203,450 210,000 210,000 Car Rental Concession Fee �� 425,645 264,860 400,000 400,000 Restaurant&Concession �� 111,136 � 78,500 78,500 78,500 Permit Fees � 53,5t73 46,350 46,350 46,350 Automobile Parking 289,714 1�8,400 333,000 333,000 Coffee Concession Revenue � �� 10,150 - 3,700 24,000 Miscellaneous Operating Revenue 34,673 25,000 - - Airport Securiry Fees 7,700 1,000 1,000 1,000 Repayment of Advances (25,000) (25,000) (25,000) (25,000) Federal-Transportation Security Authai:ity 39,240 50,000 50,000 50,000 State Grant CAAP 10,000 - - - Passenger Facility Charges.� � 403,318 200,000 375,000 375,000 State Grant-Capital-Transportati�ti � - 50,000 - 2,250 Federal Grant-Operatin��Transpo�Y�tic��i 277,211 - - - Federal Grant-C�pital-'�'ransportation �� 971,593 17,642,720 - 17,225,400 Federal Grant�(3peratin�-T�aras�ortation 9,625 - - - Federal Grant�Capital ti'�'ranspork�t�on 213,966 2,970,000 - 45,000 Miscellaneou�Receipts � 252 250 - - Reimbursemenfi ; �� 36,626 - - - Bad Debt Writeo�f(665) - - - Fiscal Agent InvestmenbIncome (16) - - - Net Transfers In/(Out)� 209,910 495,000 (283,000) (277,000) TOTAL MITNICIPAL AIRPORT FITND $ 5,036,798 $ 23,900,080 $ 3,218,430 $ 20,627,130 A-38 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES -ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 ELECTIC UTILITY FUND Service Reconnect Fee $ 50 $ - $ - $ - Service Connect-Priority 20,400 I5,000 17,500 17,500 Site Delivery Fees 600 2,000 1,000 1,000 Credit Report Fees 9,925 7,500 9,000 9,000 Bad Debt Collections (60,264) 75,000 75,000 75,000 Power Sales Retail 123,339,237 122,295,000 126,445,000 �� T31,4Q8,000 Power Sales Wholesale 13,697,657 750,000 4,014,OOQ- 3,3&�,400 Natural Gas Sales-Wholesale 14,459,469 7,323,000 11,264;QUfl� ]0,154,OQ0 Prepay Gas Discount 1,429,398 1,428,000 1 x�28,0(?U 1,428,(3U� LCFS Electrification Revenues 261,408 156,280 142,090 � 165,4`70 Accident&Damage Insurance 316,766 496,000 � SO1,OQ0 5Qi,000 Miso-Temp Banners 1,400 - - - Field Service Meter Reading Allocation 1,181,303 1,016,430 7��,780 '776,850 Customer Service Aliocation from Utilities 4,178,828 4,882�£�SO �Si173,450 - ' S,091,100 Repayment of Advances 67,649 4�7;650 �' S32,59d 543,140 Advances to Other Funds (1,340,345) - - - State Grant-Operating-Electric 1,143,413 - - Contributions-Operating-Electric 10,280 - - - Sale of Property 32,409 25,000 � 25,000 25,000 Miscellaneous Receipts (54,(�5�) 101,pfl(} 101,000 101,000 Rental Fees 13�,000 13�3,000 � 138,000 138,000 Bad Debt Writeoff (4�,7,84) (3{3�900) (30,000) (30,000) Investment Income 346,�4Q6 1,�#�d,000 1,000,000 1,000,000 Net Transfers In/(Out) �� {135,49i�} (1;�78,000) (2,755,000) (2,755,000) ,, TOTAL ELECTRIC UTILITY FUND 5 158,�"�9,659 $ r 138';070,710 $ 148,871,410 $ 152,010,060 / WATER UTILITY FUND Power Sales Retail $ "� 24,429,515 $ 26,232,650 $ 28,527,660 $ 31,023,570 Aceident&Damage Insurance 250 - - - Wholesale Transfer to Other Distriets 257,43 7 - - - Metered Sales-In City 121,267 108,530 117,960 128,220 Fire Seroice RevenuE '78,983 73,030 '75,190 77,410 Fire Hydrant REntal 146,166 70,000 '70,000 70,000 Off-Site Cl�arges �� 913,210 4'74,ll0 1,499,320 1,562,110 Seroiee&MEter Installatitin'Fees � � 38,895 28,170 29,000 29,860 Paving Cut Fees 3,288 - - - MiscellaneousOpe�atirtgl2ev�nue � 20,866 16,290 16,770 17,260 Real Estate Renta�s' 173,867 153,210 157,740 162,410 State Grant-tJperating-W�ter 229,477 - - - State Grant-��p�tal-�ater � 18,996 - - - Miscellaneous R�v�riu�-Other Cities 7,833 - - - Federal Grant-Ca�i#al-Water 287,956 - - - Sale of Property 2,785 - 2,950 3,040 Miscellaneous Reeeipts 521 - - - saa nebt writeo� i4i,�6s �s2,4�o> �s6,i so� �60,090� Uneolleetable Accounts Wiite Off-Grant (229,4'77) - - - lnvestmEntlncome 242,439 273,540 273,540 273,540 filterest-19 77 Sewer Sinking Fund 19 - - - Net Transfers In/(Out) 337,850 (200,000) (250,000) (250,000) TOTAL WATER UTILITY FL7ND $ 27,223,908 $ 27,177,060 $ 30,463,980 $ 33,037,330 A-39 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES - ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 WASTEWATER UTILITY FUND Sewer Service Charges $ 32,446,822 $ 33,570,570 $ 35,155,420 $ 36,815,240 PretreatmentFees - 2,1�30 2,250 2,320 E�pansion/Improvement Fees 1,053,707 644,210 1,720,290 1,792,260 Sewer Tap Fees 1,616 5,220 5,370 5,530 Miscellaneous Operating Revenue 339 - - - Real Estate Rentals 12,695 12,520 I2,$9(� � 13,2'70 Federal Grant-Capital-Public Warks 12,800 - - - Miscellaneous Receipts 1,287 1,820 1,030 1,060 Bad Debt Writeoff 239,671 (50,180) '> � �68,250) � (68,720) Investment Income 184,958 141,940 � 197�500 �� 121,'780 Interest-1977 Sewer Sinking Fund 211 �� - � � - - Net Transfers In!(Out) 437,140 (3(��,�00) (260,000} (300,000) TOTAL WASTEWATER UTILITY FLTND $ 34,391,246 $ 34,02$,�90 $ 36,76�;500 $ 38,382,740 SOLID WASTE COLLECTION AND DISPOSAL Power Sales Fixed Usage $ 9,710,143� $"�� 9,642,674 $ 10,912,640 $ 11,867,400 Commercial Containers 7,423��7� '7,18Q,�4�0 8,441,820 9,180,410 Drop Boxes � 2,348,539 � 2,1��,4�90 2,890,400 3,143,280 Revenue Set Aside for Monitoring Cost 208,507 196,380 205,820 207,880 Special Pickups 17,725 11,780 20,060 21,820 Transfer Charges �� 2,714,494 2,859,820 2,599,650 2,807,620 County Reimbursement for HHW and E-Waste �,�305,239 311,030 318,800 326,770 Organics Revenue � ��- - 1,500,000 1,562,060 Miscellaneous Operating Revenue 64,896 36,630 37,440 38,380 Real Estate Rentals 1,880 1,880 1,880 1,880 State Grant-Operating-Solid Waste 52,409 - - - State Legislative-Opearting-Solid Waste ' S6,134 - - - Contributions-Capital-Solid Waste 10,000 - - - Freon Recovery Program - 20 20 20 Cardboard 386,7ll 327,540 305,000 312,630 White Paper Recycling 67,837 68,760 98,�310 101,380 Glass Recycling 4,279 19,970 20,470 20,980 Curbside Recycling 251,'787 343,790 245,000 251,130 Muiti-Family Recycling 15,646 21,400 21,940 22,490 Commereial Recy�lin� , 7,013 1,220 1,250 1,280 Battery Recyclit�g� 11,201 10,920 11,190 11,470 Volunteer I3�o�Off 118,525 100,910 103,440 106,020 Special Handling Scra�t Metal � 59,360 58,370 59,830 61,330 Electronie Reeycli�i�i2evenue 129,530 153,280 157,110 161,040 Other Recycling Reu�nue 48,998 36,140 37,040 37,970 Miseellaneous Receipts.'„�= 13,681 10,300 10,560 10,820 Street Cleaning Contract 16,680 16,680 16,680 16,680 Bad Debt Writeoff 106,318 (20,000) (25,000) (25,000) Investment Income 62,413 112,410 112,720 113,040 Net Transfers Inl(Out) _ �195,010) 104,420 (1,700,000) (1,250,000) TOTAL SOLID WASTE COLLECTION&DISPOSAL $ 24,018,228 $ 23,795,280 $ 26,404,670 $ 29,110,780 A-40 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES - ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 GENERAL SERVICES ADMINISTRATION Marketing/Communications Allocation $ 819,420 $ 727,580 $ 833,840 $ 861,160 Net Transfers Inl(Out) - - (8,000) (5,000) TOTAL GENERAL SERVICES ADMINISTRATION $ 819,420 $ 727,580 $ 825,840 $ 856,160 iNFORMATION TECHNOLOGY Data Processing Allocation $ 4,0�6,402 $ 6,0�5,980 $ �,627,950� $ 4,998,090 Repayment of Advances (67,649) (67,650) - - Miseellaneous Receipts 35 100 100 100 Investment Income 7,410 10,004„� � - - Net Transfers In/(Out) (90,000) (98,60�)� (2t7E?�000) (200,000) TOTAL INFORMATION TECHNOLOGY $ 3,926,198 $ 5,9��;$30 $ . � 6,42$,05� ''$ 4,798,190 FLEET MAINTENANCE EquipmentRentalCharges $ 4,416,996 $ �'�" 4;468,58f�� ;�30,390 $ 5,725,600 Compensation-Vehicle Damage 3,947�. � - - - Miscellaneous Receipts 2,285 ��50� 500 500 Bad Debt Writeoff (372) - - - Investment Ineome . 413 �8t10 800 800 Net Transfers In/(Out) (15,00(7� �15,'t�00) (15,000) (15,000) TOTAL FLEET MAINTENANCE $ '" 4,408,269 �,, 4,454,880 $ 5,616,690 $ 5,711,900 BUILDING MAINTENANCE&CONSTRUCTION Building Maintenance Allocation /� $ �� 4,553,6&4 $ 3,475,220 $ 3,815,120 $ 4,026,100 Miscellaneous Receipts � f301� - - - Investrnent Income 4,283 2,500 - - Net Transfers Inl(Out) �41,000) (15,000) (60,000) (60,000) TOTAL BUILDING MAINTENANCE&CC7N5"�"'12�TCTIOI�] $ 4,517,764 $ 3,462,720 $ 3,755,120 $ 3,966,100 RECORDS MANAGEMENT Records Management Allocation $ 461,150 $ 426,150 $ 491,650 $ 444,010 Investment Income 458 600 - - TOTAL RECORDS MANAC`,rEME�T $ 461,608 $ 426,750 $ 491,650 $ 444,010 EMPLOYER&LEGAL�S�RVIC�S Employer Services Allocation �� $ 960,211 $ 1,022,420 $ 1,328,310 $ 1,148,370 Repayment of[�d�ances . (18,750) - - - Investment I�tcc�me 560 600 - - TOTAL EIv��LOYER&LEGAL S'�RVICES $ 942,021 $ 1,023,020 $ 1,328,310 $ 1,148,370 GEOGRAPHIC IN��RMATION SERVICES Geographic Informaticin Services A1location $ 578,160 $ 594,240 $ 437,630 $ 710,060 Investment Income �� 2,475 1,'700 2,000 2,000 TOTAL GEOGRAPHIC INFORMATION SERVICES $ 580,635 $ 595,940 $ 439,630 $ 712,060 A-41 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 STATEMENT OF ESTIMATED REVENUES - ALL FUNDS Actual Revised Revenue Estimate Adopted Adopted 2021-2022 2022-2023 2023-2024 2024-2025 COMMUNICATIONS Communications User Charge Allocation $ 78,830 $ 410,250 $ 784,490 $ 797,800 Investment Income 1,210 2,000 500 500 Net Transfers In/(Out) (60,000) - (15,000) (15,000) TOTAL COMMUNICATIONS $ 20,040 $ 412,250 $ 769,990 $ 783,300 REPROGRAPHICS Print Shop Allocation $ 581,380 $ 705,700 $ /////i 898,120 ; � 832,710 Mail Room/Courier Allocation 67,500 - - - Non-Recurring 530 - - - Revenue-Service to Outside Aceounts 8,425 5,1�� - - Investmentlncome 352 /�500 '� � - Net Transfers In/(Out) (5,000) �000) (S,b�fl) � (5,000) TOTAL REPROGRAPHICS $ 653,187 $ 7�7b,39Q $ $93,120 $ 827,710 VOLUNTEER SERVICES Volunteer Services Alloeation $ 162,95�� $ 163,940 � � � 185,510 $ 1�8,340 Investment Income 321.� � 50 - - TOTAL VOLLTNTEER SERVICES $ 163,28U� $> ��163,930 $ 185,510 $ 1�8,340 RISK MANAGEMENT W/CReimbursement $ "��; ��4,478,945 $ �'4,462,770 $ 5,544,510 $ 5,730,ll0 Insurance Allocation � 2,825,250 4,506,900 4,911,930 5,240,280 Repayment of Advances 162,881 104,030 89,800 91,100 Federal Grant-Operating-Internal Serviee Funds 195,000 � - - - General Liability Reimbursement 73,183 - - - Miseellaneous Receipts �� '321 - - - Bad Debt Writeoff (45,749) - - - Investment Income 39,418 48,000 - - TOTAL RISK MANAGEMENT $ 7,729,249 $ 9,121,700 $ 10,546,240 $ 11,061,490 EMPLOYEE BENEFITS PAYROLL RetirementAilocation $ 9,054,133 $ 36,695,820 $ 34,382,860 $ 37,348,200 Medicare Allocation 1,250,347 1,164,870 1,401,820 1,451,570 Social Security Allocation 26,959 78,'720 78,280 78,610 Public Agency Retirement,System(1'ARS) �� 9,065,897 9,853,290 16,484,300 8,639,510 TOTAL EMPLOYEE B�I�EFITS P,�YROLL $ 19,397,336 $ 47,792,700 $ 52,347,260 $ 47,517,890 EMPLOYEE BENEFIT GR.t�UP TNSUI�AT�CE Group Health Allac�ztic�� $ 22,787,096 $ 23,824,550 $ 24,385,610 $ 25,601,130 Group Heaith Ctrntributibr�-Retir�d�mployee 3,853,196 4,660,840 4,548,540 4,717,150 Miscellanetr�s Receipts 575 - - - Bad Debt Write Off� � (693) - - - Investment Ineort�e 6,820 6,000 - - TOTAL EMPLOI'�S�$ENEFIT GROUP INSURANCE $ 26,646,994 $ 28,491,390 $ 28,934,150 $ 30,318,280 REDDING MUNICIPA�,�UTILITIES ADMIISTRATION RMU Admin OlH Allocation $ 1,903,350 $ 1,927,340 $ 2,646,290 $ 2,445,430 ET/USA Locate Allocation 3,13'7,�40 3,3ll,850 4,214,280 4,010,240 Misceilaneous Receipts 393 - - - Investment Ineome 5,299 - - - Net Transfers In/(Out) 29,260 (50,000) (260,000) (180,000) REDDING MUNICIPAL UTILITIES ADMIISTRATION $ 5,076,042 $ 5,189,190 $ 6,600,5'70 $ 6,275,670 A-42 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 SUMMARY OF EXPENDITURE PROGRAMS -ALL FUNDS This table provides a summary of projected expenditures for funds by major expenditure categories: Personnel; Materials, Supplies and Services; Debt Service; and Capital Outlay. The table is divided by fund type and within each of the fund types is the department total for that particular fund. The graph below displays this information by percentage of the total expenditure program for each fund type. The graph clearly shows that in the General Fund the majority of the expenditures are on Personnel while in the other funds, the majority of the expenditures are on Materials, Supplies, and Services or Capital Outlay. The City's total net expenditures for fiscal year 2023-24 are $39�,489,150, of which$164,3;12,170 (41.3%)are on Personnel; $136,375,290(34.4%)are on Materials,Supplies and Services; $23,136,390�$��°/o)are c��.Debt Service; and$73,665,300 (18.5%) are on Capital Outlay. For fiscal year 2024-25 total net exp�nditures are�423,277,400, of which $164,805,080 (38.9%) are on Personnel; $139,740,555 (33.0%) are on Materi�2s�,Supplies ahd Services; $22,895,380 (5.4%) are on Debt Service; and $95,836,380 (22.7%) are on-��apital t7utlay. ,; General Fund expenditures total $109,186,810 and $111,087,950, respectively; Special 1�evenue� Fun�l� e�penditures total $12,040,490 and $8,441,740 respectively; Enterprise Funds expenditures tc��al $29fi�,473,250 and $317,735,050, respectively; and Internal Service Funds expenditures total$119,436,690 and�114,691,640;��espectively. Summary of Expenditure �'ro�rams Major Expenditure �ategories 300,000 � ■ Personne12023-24 250,000 ■ Personne12024-25 200,000 o Ma�erials& Supplies 2023-24 150,000 ■ Materials&Supplies 2024-25 100 000 ■ Debt Service 2023-24 , � ��i� ;r 50,000 � Debt Service 2024-25 / Q Capital Outlay 2023-24 Ge�e�al�und �� Special Enterprise Internal All Funds a Capital Outlay 2024-25 /�: R�venue Funds Service Funds A-43 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 SUMMARY OF EXPENDITURE PROGRAMS FISCAL YEAR 2023-2024 Materials, Net Supplies, Personnel and Debt Capital DEPARTMENTS Cost Services Service Outlay Total GENERALFUND City Council $ 176,900 $ 48,430 $ - $ - $ 225,330 City Clerk 904,120 309,700 - - 1,213,820 City Manager 1,498,120 335,150 - � 1,833,270 CiYy AtYorney 1,187,670 276,880 - �j � � 1,464,550 Personnel 715,420 203,140 - - 918,560 Non-Departmental 539,980 1,793,630 2,118,334„ � 169,390 ' 4,621,330 Financial Services 2,190,�00 621,560 - - � 2,812,460 Police 33,493,100 8,552,780 �� - 30�},490' �� 42,346,280 Fire 21,234,290 5,372,900 - - 26,607,190 Development Services 4,494,280 1,033,590 �s46,000 5,773,870 Communiry Services 4,784,740 3,04],540 - �`135,110 7,961,390 Public Works-Transportation/Engineering 2,758,710 4,235,8� �� 39,1f� ,, "' ��6,375,000 13,408,760 Subtotal 73,978,230 25,825,1�� 2�1:57,490 '��, 7,225,900 109,1&6,810 SPECIAL REVENUE FUNDS Housing/CDBG/HOME 50I,900 �6£�,180 59,030 4,404,040 5,231,150 General City Projects - ],000- - - 1,000 Community Services-Library&Parks Development 84,640 `- 2,538,670� ' - - 2,623,310 Public Warks-Transportation/Engineering 16$,$&fl 158,44Q 892,660 2,965,050 4,185,030 Subtotal �755,4�(} � 2,964,290 951,690 7,369,090 12,040,490 � , ENTERPRISE FUNDS Community Services-Convenrion Center 33,�20 1,104,530 31,780 - 1,169,630 Public Works-Municipal Utilities ' 24,979i1,10 43,366,560 5,604,500 39,273,440 113,223,610 Electric Utility � �4�,478;75�- 95,399,590 14,298,520 17,625,780 172,802,640 Public Works-Transportation-Airports �1�93,75(7� 1,552,450 92,410 138,760 3,277,370 Subtotal 71,�84,930 141,423,130 20,027,210 57,037,980 290,473,250 INTERNAL SERVICE FUNL�S City Clerk-Reprographics/Record 943,540 236,840 - 180,000 1,360,380 CiYy AtYorney - - - - - Personnel-Vol Svcs/Emp Svcs/Grp Ins/�rnp�� Bfts/Risk 2,511,860 90,546,520 - - 93,058,380 Community 5ervices-Bui�ding Maintenance and Media,Communi�aticz�is,"&Public Relations 2,266,020 2,301,300 - 20,000 4,58�,320 Public Warks-RMt1 Admin/Fleet 8,017,920 3,875,030 - 428,000 12,320,950 Information Technol€�g�-GIS/IT/Comm 3,854,250 2,851,080 - 1,404,330 8,109,660 Subtotal 17,593,590 99,810,770 - 2,032,330 119,436,690 TOTALEXPENDITURES 164,312,170 270,023,380 23,136,390 73,665,300 531,137,240 Less:ChargEs between funds - (133,648,090) - - (133,648,090) NET TOTAL $ 164,312,170 $ 136,375,290 $ 23,136,390 $ 73,665,300 $ 397,489,150 A-44 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 SUMMARY OF EXPENDITURE PROGRAMS FISCAL YEAR 2024-2025 Materials, Net Supplies, Personnel and Debt Capital DEPARTMENTS Cost Services Service Outlay Total GENERALFUND City Council $ 184,270 $ 49,950 $ - $ - $ 234,220 City Clerk 927,670 289,960 - - 1,217,630 City Manager 1,440,680 335,610 - 1,776,290 City AtCorney 1,236,670 268,760 - �/r - 1,505,430 Personnel 718,560 186,640 - - �05,200 Non-Departmental 441,070 1,832,630 1,957,2Q(� 169,390 �` 4,400,290 Financial Services 2,235,020 579,290 - - 2,814,310 Police 34,578,820 8,643,020 � �" - ��19A,9�t�' �� 43,416,760 Fire 22,004,020 5,646,080 45,(�00 27,695,100 „ Development Services 4,510,940 1,030,810 -�" ��2�6,000 5,787,750 Communiry Services 4,857,510 3,09'7,810 - - 93,530 8,048,850 Public Works-Transportation/Engineering 2,708,110 4,163,&5�'�� 39,1�i� , , �6,375,000 13,286,120 Subtotal 75,843,340 26,124,41�0 � ],99ta,360 �: �� 7,123,840 ll1,087,950 SPECIAL REVENUE FUNDS HousinglCDBG/HOME 476,660 239,A9,0 '�9,030 3,212,100 4,007,280 General City Projects - 1,(70{�- - - 1,000 Community Services-Library&Parks Development 89,490 � 2,60'7,34� ' - - 2,696,830 Public Works-Transportation/Engineering �7�,t13Q 165,894�� 892,660 501,000 1,736,630 Subtotal �743,2�Q , 3�p3�,�20 951,690 3,713,100 8,441,�40 �%'> ENTERPRISE FUNDS Community Services-Convenrion Center �,34,990 1,106,270 - - 1,141,260 Public Works-Municipal Utilities � 25,'727,�50 43,446,690 5,605,500 38,536,980 113,316,220 Electric Utiliry � ��3,423,23t� 96,656,775 14,299,520 26,695,780 181,075,310 Public Works-Transportation-Airports 1 545,650� 1,560,510 42,310 19,053,790 22,202,260 Subtotal 7t}730,920 142 770 245 19 947 330 84 286 550 317 735 O50 INTERNAL SERVICE FUNL�� ,-; City Clerk-Reprographics/Record 844,7'70 21'7,500 - 200,000 1,262,270 CiYy ACYorney �' - - - - - Personnel-Vol Svcs/Emp�u�s/Grp Ins/Ernp' Bfts/Risk 2,380,290 87,600,210 - - 89,980,500 Community Services-Buz(ding Mainfenance and Media,Co�nmunicatidns,&Public Relations 2,353,260 2,429,480 - 75,000 4,857,�40 Public Warks-RMU�dmin/Fleet 7,879,930 3,976,710 - 358000 12,214,640 Information Technolt��y„-GIS/IT/Comm 4,029,340 2,26�,260 - 79,890 6,376,490 Subtotal 17,487,590 96,491,160 - 712,890 114,691,640 TOTAL EXPENDITURES 164,805,080 268,419,535 22,895,380 95,836,380 551,956,380 Less:Charges between funds - (128,678,980) - - (128,678,980) NET TOTAL $ 164,805,080 $ 139,740,555 $ 22,895,380 $ 95,836,380 $ 423,277,400 A-45 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 COMPARATIVE SUMMARY OF EXPENDITURE PROGRAMS -ALL FUNDS This table provides a summary of all funds showing the associated expenditures and appropriations over the past four years. The table is divided into fund types and within each of the funds is the associated department. The first three columns, for 2019-20, 2020-21 and 2021-22, show actual expenditures for the fiscal years indicated. The fourth column,Amended 2022-23, shows the appropriation level as amended by the City Council during fiscal year 2021-22. The fifth and sixth columns, Adopted for 2023-24 and 2024-25, show the adopted budget for the 2023- 25 biennial budget. The graph compares the data for each fund type and shows the changes that have occurred over this six year period. Comparative Summary of Expenditure Prc�grams (in thousands) 900,000 800,000 Actua12019-20 700,000 � Actua12020-21 600,000 500,000 � �� o aotua12o21-22 400,000 ■ Amended 2022-23 300,000 ■ Ado ted 2023-24 2��,�� `�� P 100,000 / � Adopted 2024-25 0 General Special ��ctterprise Internal Total Fund R�venue F'u�nds Service Funds / %i, /� : A-46 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 COMPARATIVE SUIVIMARY OF EXPENDITUItE PROGRAMS Budget as Adopted Adopted Expended Expended Expended Amended Budget Budget DEPARTMENTS 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 GENERALFUND City Council $ 183,562 $ 166,�40 $ 175,090 $ 1$0,080 $ 225,330 $ 234,220 City Clerk 790,064 723,873 899,841 984,330 1,213,820 1,217,630 City Manager 1,254,283 1,213,316 1,6�}1,957 1,89�},970 1,833,2�0 1,7'76,290 CityAttorney 562,758 413,648 1,137,276 1,325,350 1,464,550 1,505,430 Personnel 345,736 400,146 575,779 637,200 �91$,560 905,200 Non-Departmenta] 4,592,200 5,442,612 7,343,191 17,945,170 ' 4,621,3;30 4,400,290 Financial Services 1,8]0,395 ],856,711 2,195,190 2,478,1,3t7 " 2,812,4�0, 2,$14,310 Police 31,641,552 35,050,723 39,683,827 45,166,91t? 42,346,28� < 43,416,760 Fire 21,776,194 28,491,50� 26,098,104 26,5$5,910 � 26,60�,19d" 2'7,695,100 Development Services 4,555,977 5,234,353 5,060,506 ��7708,480 � 5,773,$'�b � 5,787,750 Community Services 5,575,�2A 5,973,645 6,814,517 � �1'0,254,520 ' -7�96�,340 8,048,850 Public Works Transportation/Engine�ring 6,940,768 7,223,046 8,961,037 � �" 23,158,�80' 13;4U$,760 13,286,120 Subtotal 80,029,21� 92,190,017 100,586,315 '��137,320;030 109,1�86,$10 Ill,087,950 SPECIAL REVENUE FUNDS Housing/CDBG/HOME 4,055,848 8,921,457 hiZ80,809 53,97�9� 5,231,150 4,007,280 GeneralCityProjects 1,'749,787 90,A77 � 57,64�F � 394;690 1,000 1,000 Community Service= 6,486,715 7,965,164 ��i,726�33� �� 2(,401,360 2,623,310 2,696,830 Public Works Transportation/Engineering 8,056,821 13,242,5�}4 13,65$,�40 ��,595,220 �,185,030 1,736,630 Subtotal 20,349,171 30,22Q,#}4� ��" �2�,723,225 � 1��5,369,270 12,040,490 8,441,740 F,NTERPRISE FUNDS Community Services-Conv Ct� 1,�04,955 874,413 1,1�6,153 1,394,770 1,169,630 1,14],260 Public Works-Solid Waste Utility 22,325,664 22,7$�,$,59 23,238,606 31,996,010 29,090,530 30,636,690 Public Works-Storm Drains 1,539,415� 1,353,U4? 1,3�8,131 6,429,410 2,257,750 2,498,690 Public Works-Water Utility 18,527,456 � 24,�78,045 � �2,224,222 58,034,270 38,152,160 33,804,390 Public Works-Waste Water Utility 27,09��755 35,041,087 30,641,514 70,336,000 43,723,170 46,376,450 Public Works-Airports 2,509,Z�U 3,114,618 4,895,083 22,760,480 3,277,370 22,202,260 Electric Utility 156,260,982 - ; 166,356,791 175,434,597 178,360,550 172,802,640 181,075,310 Subtotal �� 229,�6�,517 �� 254,507,860 258,948,306 369,311,490 290,473,250 317,735,050 iNTF,RNAL SF,RVICF,FUNDS City Clerk-Recorde/Reprographic� 858,16-0�� 900,256 1,167,522 1,278,600 1,360,380 1,262,2�0 City Attorney-LEgal Serviee, - - - - - Pereomiel-Vol Svcs/Emp Svcs/C'xtp t�rs1��-Emp Bfts/Risk 4C,76�,375 48,261,270 54,478,316 89,091,500 93,058,380 89,980,500 Public Works-Fleet Maintenaiice 3,674,456 3,961,088 4,027,547 4,638,570 5,596,530 5,737,160 Media,Communications,&Puiblic Rcl�tiori�` - - 672,553 873,000 820,260 863,760 Community Services-Bldg Maintenance ��3,168,26A 3,169,57� 3,�}37,860 5,056,740 3,�67,060 3,993,980 Public Works Munzcipa)U#ilitics- ETlUSA/RMU,�dmin 4,287,653 4,392,768 5,079,467 5,590,260 6,72�,420 6,477,480 Informarion Tfichnology-C#IS/iT/Comn' 3,766,558 3,669,343 4,455,596 8,562,540 8,109,660 6,376,490 Subtotal �� 62,522,474 64,354,302 �3,318,861 115,091,210 ll9,436,690 114,69],640 TOTALEXPENDITC7R�S 392,864,379 441272221 �}57,576,707 767,092000 531,137,240 551,956,380 Less:Charges between ftuids, �74,921,082) (�8,404,27�) (87,867,608) (122,664,430) (133,648,090) (128,678,980) NETTOTAL $ 317,943,297 $ 362,867,944 $ 369,709,099 $ 644,427,570 $ 397,489,150 $ 423,277,400 A-47 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 SUMMARY OF AUTHORIZED FULL-TIME POSITIONS The following page contains two graphics that show the changes in authorized full-time positions.The chart outlines the changes in full-time positions. There is an increase included in Fiscal Year 2023-24 of seventeen total positions ar►d an increase in Fiscal Year 2024-25 of five position. There are a variety of positions that have been transferred amongst City Departments and those are as follows: the Code Enforcement division was moved from City Attorney's to Development Services and included six positions transferred. The Airports and Transportation Planning Administration divisions were both transferred out of the Public Works Department,and now report to the Assistant City Manager combined with the housing divisions under the new Housing and Economic Development Department. This included 11 positions�transferre� out of public works. Furthermore there were new positions approved to help increase productivity thr�t�ghout th�city fo��he upcoming fiscal years. The Personnel department has added a Personnel Director posifiicrn�to o�ersee��perst�r�nel department activity. Several new positions have been added to the Public Works De�at`Gment� accommi5date the growing community. This includes new Engineers, Waste Truck Drivers, Maintenan��`�Vorkers�'� and Transfer Station Operators in fiscal year 2023-2024. There are several other position�pp�oved to be added through the City overall. In Fiscal year 2024-25 we can anticipate 3 additional Solid Waste Tiuck Driv�'s,as v�?ell as Storm Drains acquiring a new Equipment Operator and Maintenance Worker. The new Stc�rc��rain w�rkers�will be funded for partly by Storm Drains and party by Solid Waste. Over the next two �iscal years�the city�an anticipate a steady increase in full time positions in an attempt to accommodate the grc�vEwing ne�d within tk�e City. This growth is driven by the growing need within the City if Redding as population and services�ncrease�over the next several years. / /� : A-48 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 SUMMARY OF AUT�IORIZED FULL-TIME POSITIONS Actual Adopted Amended Adopted Adopted 2021-22 2022-23 2022-23 2023-24 Change 2024-25 Change City Clerk 12 12 12 12 0 12 0 City Manager 8 8 7 7 0 7 0 Housing&Community Development 16 14 18 18 0 18 0 Airport 11 8 11 ll 0 ll 0 City Attorney 4 4 5 5 0 5 0 Personnel 14 13 14 15 1 15 0 Financial Services 20 20 20 20 Q ,. 20 0 Police 151 153 172 174 2 ��i 74 0 j Fire 110.71 97 112 ll 2 0 1]� 0 Development Services 35 34 38 37; F -1 3G -1 Communiry Services 47 47 49 �49�� t�`� �� 49 0 Electric Utiliry 199 189 199 �'�99 i� �� 0 �� 199 0 Public Works 233 243 246 �� :�259 � 13, 265 6 Information Technology 25 23 23� � 25 �,� 25 0 Summary of Authorized Pasitions 300 Actual 2021-22 250 Adopted 200 2022-23 ❑Amended 150 2022-23 100 Adopted 2023-24 50 0 / � j ;. G�� Oe� �t�w �' �,� .�� °�s �e,� .,�� ,5 �e,5 �ti�,� � °� �a �„� �,�Q �,�� 0�4 ��a �o � �,� �ia� ��o �o oti . � �� Cf�� 5�'�� G�� 4� �'�� '�� '�� 'o�� 4`�.`�� o ,� �a� �q�` �' ti .,o o �,w i .�� G°�� 0 G � �� 5ti� �o�' A-49 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 SUMMARY OF FUND TRANSFERS Thc following table is a summary of transfers that occur bctween funds. Each Section shows where thc funds arc Transferring to and where they are transferring from. The General Fund will receive$10,9�4'7,100 ii1 FY 2023-24 and$10,846,000 in FY 2024-25 from other funds. The General Fund transfers out$3,417,550 in FY 2023-24 and $3,524,050 FY 2024-25 to Enterprise Funds,Rolling Stock,Bquipinent Replacement Fund,and Library Fund. Fiscal Year Fiscal Year 2023-2024 2024-2025 From: Gcneral Special Revenuc $ 272,520 $ 272,520 Gas Tax Strcet Improvement Fund 5,790,490 5,499,530 Local Transportation Fund 4,884,090 5;(}73,950 To: Gcncral Fund $ ]0,947,100 $ �� " �10,846,t?Qfl From: Gencral Fund $ 1,033,320 $� � 1,034,990, ; To: Tourism/Civic Auditorium Fund $ 1,033,320 $ 1,034,9�4} �� From: General Fund $ 1,04?,,,�00 $� 1,6${�,000 Airpart 33,{h7� �� 27,000 Parkin� 10,000 � 10,000 Electric Utility Fw1d � 1,155,000 1,155,000 Water Utility Fui1d 2��1,fl00 250,000 Wastewater Utility Fund 260,000 + 300,000 Storm Drain Utiliry 250,OQU� � 200,000 Solid Waste 1,,74(?,�t70 1,250,000 Fleet 15,000 I 5,000 Building Mainteilance 50,000 50,000 Redding Municipal Utilties-ET '�� 170,000 100,000 USA Relocate 90,000 80,000 Reprographics 5,000 5,000 To: Rolling Stock Replacement�Fund�- $ 4,993,000 $ 4,522,000 From: Electric Utilit,�'��'und� $ 1,600,000 $ 1,600,000 To: Electric Ma�tttenance Fund - $ 1,600,000 $ 1,600,000 From: GeneralFund, $ 385,000 $ 385,000 Library Pund , 50,000 50,000 ��Tnformation Technalogy 200,000 200,000 �� Recr�ation 10,000 10,000 � Building Ivlairttenance 10,000 10,000 Media&Communications 8,000 5,000 �� Communications 15,000 15,000 To: ' Equipment Replacemcnt Fund $ 678,000 $ 675,000 �rom: Gcneral Fund $ 994,230 $ 1,024,060 Td: � Library $ 994,230 $ 1,024,060 A-50 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 SUMMARY OF COST ALLOCATION CHARGES AND PAYMENT IN-LIEU OF PROPERTY TAXES (PILOT) The following table provides a summary of the cost allocation plan along with other Public Works administrative and National Pollutant Discharge Eliminations System(NPDES)charges and then displays this information alongside the payment in-lieu of property taxes charged to the enterprise funds. The cost allocation plan and the Public Works administrative charge are the methods used to recover the administration cost for the City. The Public Works department facilitates NPDES related services for the City of Redding and related enterprise funds and recovers costs by charging vari�ius fun�s an allocated portion of the related costs. In-lieu property taxes are charged to Redding,�?l�ctric Uti��ty instead of property tax for City-owned property. The proposed budget includes a transfer in the amount of$250K from��the A,irport �`u�t� to the General Fund in an effort to recover a portion of the General Fund costs of pr�auidit�g 24/7 coverage for ARFF operations. The fire department uses three fire captains to perforna t�is coverage. Tlic approximate cost of these captains is $679K in FY 2023-24 and$691K in FY 2024-25. Cost Allocation, In Lieu Charges, and Airport Transfers are being allocatec�to the following funds: Cost Cost Airport Airport Allocation A�ic�cation Transfer to Transfer to Charg� Charge �3'TLOT PILOT General Fund General Fund FY 2p2�-24 �"�'2024-25 � FY 2023-24 FY 2024-25 FY 2023-24 FY 2024-25 General Fund Public Works $ �'6$4„950 � $` 690,840 $ - $ - $ - $ - Spccial Revenue Parking 5,$74�� 6,450 - - - - Special Revenue Library � 18,730�� 19,290 - - - - Aiiport Fund �2l��960�� 218,630 - - 250,000 250,000 Electric Utility 1,782,5�0 � 1,837,030 7,270,600 6,614,200 - - Water Utility 976,260 974,820 - - - - WastewaterUtility 1,114;�10 1,114,480 - - - - Storm Drainage Utility �`128,560 123,740 - - - - Wcst Central Landfill �y � 73,690 75,900 - - - - Solid Waste Utiliry „ � �� 1,622,020 1,645,330 - - - - Fleet Maintenance'! 47,060 42,540 - - - - Building Maintenance 5,170 5,140 - - - - Redding Municipal Utility Administration 146,870 144,890 - - - - Housing and Commu�ity�Development 46,740 48,140 - - - - Housing Authority 38,180 39,330 - - - - RRA 14,710 9,220 - - - - RABA 63,600 65,820 - - - - $ 6,9'77,560 $ 7,061,190 $ 7,270,600 $ 6,614,200 $ 250,000 $ 250,000 The Adopted Budget reflects previously approved legislative direction of the present and former City Councils to employ cost aceounting formulas and methodologies earried forward from budget to budget including, but not limited to: a cost allocation plan apportioning the cost of shared resources among the various departments which benefit from those resources, internal service funds and enterprise funds, and a payment-in-lieu of property tax (PILOT)from the Redding Electric Utility(REU)to the General Fund. A-51 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 The City Council first adopted the PILOT upon approving the budget for�iscal year 1988-89. Before doing so,the City surveyed 34 cities with public power utilities regarding their use of in-lieu payments or operating transfers (a transfer from a utility fund to a general fund in an amount determined without reference to the value of utility assets) and found that half used one or the other method. The City Council has approved continuation of the PILOT in every budget since 1988-89. Upon adoption of the FY 1992-1993 budget, the City Council amended the PILOT to include the value of capital improvement projects undertaken during the budget year in the asset base to which the 1%payment in lieu of tax is applied. Upon adoption of the FY 2002-2003 budget, the City Council further revised the PILOT to adjust the value of assets for inflation in the calculation of the PILOT. Upon adoption of a two-year budget in June 2005, the City„CQuncil amended the PILOT into its current form by including the val�ue of joint-venture assets in which RE�I h'as�a�hare in the asset base to which the 1%payment in lieu of tax is applied. The City's practice is to estima�'e the value o'�its assets over the life of a two-year budget and to calculate the PILOT based on that estimate and to c�rrect any varia�nce between the PILOT calculated for the last two-year budget and the act�ual asset value experienced in t�at time. �stimates are necessary because the PILOT formula: (i)includes capital projects to be completed in the two futur�years covered by a budget and (ii) uses an estimate of inflation during that time. The�City Couricil has incTuded the PILOT pursuant to this formula in each budget since June 2005. In light of the adoption of California's Proposition 26 on November 2, 2010,, whic� precluded certain new fees, levies or charges but is not retroactive as to local governments, th� Gity��oun�Yl desires to maintain the existing PILOT, which utilized the accounting formula and methodology,as �ast'modified in 2005. Proposition 26 does not vitiate legislation adopted prior to November 3, 2010, s�ch as the PILQT. Q� June 22, 2011, Council continued the PILOT upon approving Resolution No. 2011-11 and adopting the biennial budget for FY 2012-13. Attachment A of Resolution No. 20ll-11 reflected the Electric In-�.,ieu computat�on worksheet as it was incorporated in the City's 2012-13 biennial budget. The City Council has ccintinuously�dopted the PILOT without change since that time. On June l 5, 2021, City Council again c�ritinued the PILQT�ithout change upon approving Resolution No. 2023-XXX and adopting the current biennial�udget�c�r FY 2023-24 and FY 2024-25. The following page reflects the adopted City of Redding's Electric In-Lieii Cat�i�tttation for the fiscai years ending 2024 and 2025. /� : A-52 V W N N V M �� T O N M M n O W V � W �� W O O � � M M N M�� N � N N � � N N N M �N�O n N W �� W � � M � � ��N r N� O V V W W M M �O M�� in IA (p f0 N N �I�tn m N m N � � � V � N r UJ N N N N �N V <1' V �'I' a Fn F»� v w N� .-V I� V �M V O � N � f0 OJ � �V M tn OJ N N �� N N c V M O h V(O M m N N N N (O OJ V �V C OJ O W (O d' �-c- � (D M O h oJ N tlJ O tn O tn N i� M c V OJ W �M M t0 m tn OJ 1� OJ N N N W��N N N N N N LLEf3 4f3�Y b3 19 OJ N t�m � m� M O OJ O �- M N W M V'oJ V N (O � tO � O O f0 n O t�N I�O W W N N W q N h h �O N i�N� � � �� t� � r (�O t�0 (p�t0 O (O t0 W iD W c�o co co co ro co �O LL u3 Mv f9 u3 w N UJ �- �jA O O� p� � N V M M � � � M M�N t� N r A N tp W �O � m V V�O tn O N� O �- M M M tn m M N r� N � W � _ I� lD M ' � M e- ��O O oJ OJ OJ O O � � t0 � M M O O m 6� OJ W M M M M M M M LLEf3 f£3 Et3 tA j V er I� er N� O M N t0 M r r r r v N r n �c n M n rn v o �o m co v o cn cn �n m r rn v� �ro� oi oS �.- oi � r" o ac uS ui � LL� � ` . . r m � N v� v�j.-, rn r `o� ��n r. r m o� M <o N c+J M M(p N M V V W r�W M � �W � � M T I� M � � oJ oJ�t� r �� N A V N t1� � 4!) � t� N �� N M 4!) � W �H c-V V N t� V W W V tD N V V � O N N N i� O V V M O oJ N �- � ' _ . _ . _ _ _ �N N N V N V Q� V' V� �, W � � � LL�M EA .,'V3 „,b! � �V tn N w ro m rn � rn � o � � c�+� �m � n i t+s r m�o � r� rn v a _ �O m ro o m c�o m '-� r r> m �O "a�a:... a"i w� O� �-01 O N (D (O V O O 1� N tA tn N OJ N i� i� W Tw W� r r � � � � LL d3 d3 �....M b1 N N i� W i� �y. i� O T. 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' � ' N N O N � i O C N� C� U N i4 iA = � � � �� ¢� C � N � C � � W } LL } <6 �N O E O N N N '6 �N' �p N O �'ry �R '' � ti O ''O O �O'� y �O y J J,,,, i. W } LL LL �.3- �O N a X W N � � Q� � N� E N � ¢ V N 3 w6 w W i0 VI a.N.. X X C O. LI- LL O "�� w0 L N L W} N N�LL c �O <f N� m °� _ GU � �y ¢a Q V a � � N NNU NO m� U3 C � N � N mCJ� CJLLO N� � J�� N NNN 9N .0 �y. O..� �a W � � � � t6 y U �L ul 'S V � C^C O O N N C � U N N N� N� N N� '6 N M '6 � �n 'o. N o.� E d d� m � U m a� u y o _ .�v �U � �m m _ m E m a°. m N��E E d m N d �y d�N '� d '-'� o � ° Y m'_ c c >>� � a o d � 'm m m � m— — 3 a a a �—W � ofl'.'o'o�a '� m �� "o�o u�'i m ry s c N N rv o a � :° �o�a �= � - � °1 � c � o > > m 3 � c 3 � m � `LL O - �� N Z O d �O= �-O O O�- � O O � V� �-0 N � N J` E 9'O O O N J O -- �QQQ>(� > Z I-(�� I- NN a1"'N> QNUN: Q F- 1- Q.�- Q� QUQ UFI- W-'N NQQF- � W-'� �Q ,o-�'. d N M V tn (O I�oJ � O � R N 10 M V R N (O t0 r 10 N�O N t0 M V�Cl(O i� OJ T U W LL J �n� P r � � � � � � � � `-`-N N N N N N N N N N N A-53 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 SUMMARY OF INTERNAL SERVICE FUND CI3ARGES The following table summarizes the Internal Service Fund Charges for the City. Internal Service Fund Charges are assessed f'rom other City divisions in order to recover the cost of providing seroices to those City divisions. Several of these seroices arE reproduction, information systems,health and dental coverage, workers compensation, general liability, payroll taxes and associated costs and central records management. Adopted Adopted Adopted Internal Service Fund 2022-2023 2023-2024 2024-2025 Buiiding Maintenance General Fund $ 1,810,570 $ 2,161,26U � $ � �� 2,319,770 All Other City Funds 1,615,220 1,626,U10 �� 1;675,990 Related entities 49,430 2�,$��l �'�� 30,340 Subtotal 3,475,220 � 3,815,120��°� �4,026,100 Information Systems General Fu.nd 1,388,050 2,473,$40 1,917,�70 All Other City Funds 2,564,650 3;981,230,' > 2,957,170 Related entities 73,28{� 174,88�� 123,150 Subtotal 4,025,�80 6,6�'��SO 4,998,090 Reprographics General Fu.nd 276�43Q �; 318,870 294,140 All Other City Funds 386,320 � 518,200 482,970 Related entities � ��950 61,050 55,600 Subtotal 705,'�QO 898,120 832,710 Fleet Maintenance General Fu.nd 927,8�0 1,448,710 1,473,210 All Other City Funds' �� 3,533,5�0 4,176,610 4,247,230 Related entiti.es � ' � 7,150 5,0�0 5,160 Subtota] 4,468,580 5,630,390 5,725,600 Risk Management Gener�l Fu�� 4,282,660 6,237,300 6,535,190 All�7ther City�'unds' � 4,262,0�0 4,132,840 5,309,060 Related entities 43,490 39,000 40,030 Subtotal $,588,220 10,409,140 1 l,884,2$0 Records Management �� Genei��l Fund, � 200,440 217,550 182,980 t�ll Other City Funds 215,690 260,�20 249,�10 �� Re�ate��ntities 10,020 13,380 11,320 �ubfotal 426,150 491,650 444,010 Comrr� �cations� < � General Fund 223,680 414,130 421,160 � �All Other City Funds 144,520 301,550 306,660 Related entities 42,050 68,810 69,980 Subtotal 410,250 ��4,490 �97,800 Health&Dental""�f General Fund 10,�87,690 11,153,330 11,673,290 All Other City Funds 11,180,660 11,047,950 11,�09,820 Related entities 34,410 34,140 35,850 Subtotal 22,002,760 22,235,420 23,418,960 GIS General Fund 217,950 215,030 357,180 All Other City Funds 373,030 220,840 349,970 Related entities 3,260 1,760 2,910 Subtotal 594,240 437,630 '710,060 A-54 CITY OF REDDING BIENNIAL BUDGET FISCALYEARS ENDING JUNE 30,2024 AND 2025 Adopted Adopted Adopted Internal Service Fund 2022-2023 2023-2024 2024-2025 Volunteer Services General Fund 92,540 102,990 101,920 All Other City Funds 6�3,590 80,410 '74,470 Related entities 1,810 2,110 1,950 Subtotal 163,940 185,510 178,340 Employer Services General Fund 578,160 742,970 654,780 All Other City Funds 432,980 570,420 481,010 Relatedentities 11,280 14,920 ; ,12,580 Subtotal 1,022,420 1,328,310 � 1�,148,3�� Payroll Taxes& Benefits General Fund 22,746,070 24,840,730 , 24�744,140 All Other City Funds 21,142,330 27,504,44t�� 22;771,62(1��, Related entities - - Subtotal 43,888,400 52,345;170 �� 4�,515,`760 Media, Cominunicarions and �� /, Public Relations General Fund 261,700 383,�50 397,080 All Other City Funds 442,630 +,� 430,930� -, 445,830 Related entities 23,2SQ 1�3,56� � 18,250 Subtotal 7�'T,5$0� �� 833,�40' 861,160 Totals General Fund 43�'�93,800 . 50,708,060 51,0'72,610 All Other City Funds 46,3�3,260 � �'S4,852,150 51,061,510 Related entities 3A�2�3,80 462,530 407,120 Total ��$ 9�};499,44� -�� $ 106,022,740 $ 102,541,240 The following table outlines charges to other cliuisions for administrative/overhead charges: Charging Ad�ipted Adopted Adopted Department �, 2022-2023 2023-2024 2024-2025 Redding Municipal Urilities Gener�l�'t�t�d � $ 541,160 $ 749,550 $ 763,470 `AllOtherFunds 4,698,030 6,111,020 5,690,250 Subtotal' S,239,190 6,860,570 6,453,720 Public Works Admin &NPDES ,� Gen�ral,Fund 294,970 300,280 294,630 �All Other Funds 1,086,570 1,226,060 1,152,080 � Subtotal � 1,381,540 1,526,340 1,446,710 Utility Customer, Service General Fund - - - �.�� All Other Funds 4,882,850 5,173,450 5,091,100 Subtotal 4,882,850 5,173,450 5,091,100 Utility Field Service General Fund - - - All Other Funds 1,016,430 789,780 776,850 Subtotal 1,016,430 789,780 776,850 Totals General Fund 836,130 1,049,830 1,058,100 All Other Funds 11,683,880 13,300,310 12,710,280 Total $ 12,520,010 $ 14,350,140 $ 13,768,380 A-55 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 j This page left intentionally blank. j / j /� : A-56 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 SUMMARY OF LONG-TERM DEBT The table on the two following pages provides a summary of all Long-Term Debt, Revenue Bonds, Certificates of Participation and other Long-Term Debt agreements. For each of these debt types, the table provides the balance as of June 30, 2023 and the principal and interest payinents that wili be made for the next ten years. Thereafter summarizes all remaining payments beyond the ten years. Long term debt for the City totals$15'7,583,110 none of which is subj ect to the City legal debt limit of$420,216,9'70. The legal debt limit is calculated by multiplying the Net Taxable Property tax value by 3.75% rounded to the thousands. The current debt limit is based on the 2022 Net taxable value of$11,205,785,88�> The current debt exempt from legal debt limit: Lease Revenue Bonds $ 25,604,780 Special Fund- Enterprise Funds $131,978,330 � Total Exeinpt from Debt Lirr�it $157,583,110 The graph below displays debt service as a percent of revenues and transfers ir� for the �eneral Fund and the Enterprise Funds. Debt Service As a Percent of Revenues &Transfers FY 2023-24 ■ FY 2024-25 35.0% - - - %i � �� - � �� ,�. - - - - 30.0% '' 25.0% 20.0% 15.0% 10.0% 5.0% ' ' 0.0°14 ' � �� . $�� e�� a�'�� '�� '�� `�� '�'��'�� > ��'�� 4�� ,�`�� `��5 � S� ��5� ,�o A-57 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 SUMMARY OF LONG TERM DEBT AS OF JUNE 30,2023 6/30/23 Balance FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28 Geiaeral Fund 2013 Lease Revenue Bonds,Series B&C-SHASCOiVi FaciGty Priocipal 138,230 138,230 - - - - Inferesf - 2$60 - - - - 2013 Lease Revenue Bonds,Series B&C-Apuatic Center Priocipal 1,356,550 111,550 ]00,000 105,000 110,000 110,000 Ineerest - 65,030 60,600 56,110 57,000 45,500 2013 Lease Revenue Bonds,Series B&C-Snorts Park Priocipal 1,375,000 105,000 110,000 120,000 125,000 130,000 Ineerest - 84,100 78,350 71,500 63,540 55,250 2013 Lease Revenue Bonds,Series B&C-Police Building Priocipal 4,655,000 130,000 135,000 140,000 145,000 155,000 Ineerest - 243,800 238,250 232�234'i" 225,450 21�,950 2019 Lease Revenue Bonds-Civic Center Refunding � Priocipal 1,745,000 555,000 580,000 �10.000 - - Interest - 8�,250 59,500 � 3A�500 - - 2019 Lease Revenue Bonds-Stiilwater Priocipal 5,910,000 300,000 375,OOQ 335.tY(70. 35#�,t}00 370,000 Interest 295.500 280,54C} ` 264,150" �}$,�j00 230,500 SUBTOTAL-GENF.RAL FUND 15,179,780 2,118,320 1,957G2�0 1�,945,090�� 1,„�,17,990 1,314,200 CapitaT Projects-Develnpment Fund � � �� 2019 Lease Revenue Aonds-Traffic Improvement Principal 2,12Q000 6Q000 65,U�i}-' 65,000'" 7Q000 75,000 lnterest - 89,510 s 86,510� . 83;�6�Y'� 80,010 76,510 2019 I.ease Revenue Aonds-Traffic Improvement(New Issue) Priocipal 8,305,000 24Q�t1t70 254Q00 � ,265,000 275,000 290,000 lnterest 35Q,5�0 3�$;53f? �326,030 312,780 299,030 SUBTOTAL-CAPITi1L PROJECTS-DEVELOPMBNT FUNL ]0,425,000 940;Q46 .�� 740,040": 939,290 737,790 940,540 Parking Fund 2022 Parkin¢Loan Priocipal 573�`�7i)� 11$,190, 12b;260 134,870 144,070 50,180 __ _ lnterest �- 34,41{1 : �� 26,350 17,740 8,540 690 SUBTOTAL-PARXINGLOAN 573,570 152,600 t ]52,6]0 152,610 ]526]0 50890 Airport Ftu¢d 2013 Lease Revenue Aonds,Series B&C Priocipal � - � 49,09d � 49,{190 - - - - lnterest '�1,020 - - - - 2013 CaliFornia Airport Loan-Municipal Airport Priocipal I97,270 21,020 21,790 22,580 23,400 24,260 lnterest - 6,990 6,230 5,430 4,600 3,740 2018 CaliFornia Airport Loan-Aenton Airport Priocipal ]43,270 10,170 10,460 10,760 11,070 11,390 lnterest 4,120 3,830 3,530 3,220 2,900 SUBTOTAL-AIRPORT FUND 383,630 92,410 42,310 42,300 42,290 42,290 ReddinQ Electric Utility 2015 Electric Svstem Revenue Refunding Principal 30,620,000 2,180,000 2,285,000 2,405,000 2,530,000 2,650,000 Ineerest - 1,424,520 1,375,520 1,201,2�0 1,081,020 954,520 201'7 Electric Svstem Revenue Rc�`2�nding Principal 37,450,000 4,600,000 4,830,000 5,0�5,000 5,320,000 5,590,000 Interest - 1,8�2,500 1,642,500 1,401,000 1,147,250 881,250 2018 Electric Svstem Revenue Refundiri�-� Principal 24,430,000 3,000,000 3,155,000 3,305,000 3,475,000 3,645,000 Interest 1,221,500 1,077,500 913,750 748,500 5�4,�50 SUBTOTAI,-lt�l)DINC ECE'�TRIC U1'I�ITY 92,500,000 1A,298,520 14,299,520 1A,301,020 14,301,770 14,295,520 i - Civic Auditti��Nr�e Fund 2013 Lease Revenue B�onds,�eries B&C Priocipal � ' 31,130 31,130 - - - - lnterest 650 SUBTOTAL-CIVICA�bITORIUMFUND 31,130 31,980 Wastewater Utillty Fund 2020 Waterwater Refunding Principal 38,490,000 3,680,000 3,865,000 4,060,000 4,260,000 4,475,000 Ineerest 1,924,500 1,740,500 1,54�,250 1,344,250 1,131,250 SUBTOTAI,WASTF.WATFR UTILITYFU.ND 38,490,000 5,60A,500 5,605,500 5,607,250 5,604,250 5,606,250 Total 157.583110 23.038170 22J97.180 22.807.560 22.156J00 22.OA9.670 Use in the Summary of Long Term Debt language: 1.31 Lease Revenne Bonds 25,604,780 1.2.A.4 Special Fund-Enterprise 131,978,330 Exempt from Debt Limit $ 157,583,110 Not Exempt from�ebt Limit - If new debt is acyuiared check the Califoroia Debt Financing Guide to determinie if debt is exempt. A-58 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING J[TNE 30,2024 AND 2025 SUMMARY OF LONG TERM DEBT AS OF JUNE 30,2021 FY 28-29 FY 29-30 FY 30-31 FY 37-32 FY 32-33 Thereafter Genera(Fund 2U13 Lease Revenue Bonds,Series B&C-SHASCOM Facility Principal - - - - - - Interest - - - - - - 2U13 Lease Revenue Bonds,Series B&C-Aquatic Center Principal 120,000 125,000 135,000 14Q000 145,000 155,000 Interest 39,750 33,470 26,640 19,430 11,940 4,070 2U13 Lease Revenue Bonds,Series B&C-Sports Park Principal 140,000 145,000 155,000 165,000 180,000 - Interest 4b,480 37,210 27,460 17,060 5,850 - 2U13 Lease Revenue Bonds,Series B&C-Police Building Man,riry�ate FVF 2044 Principal 160,000 17Q000 18Q000 19Q000 200,000 3,050,000 Interest 210,080 201,610 192,430 182,71Qr - .172,480 1,011,740 2U19 Lease Revenue Bonds-Civic Center Refunding Principal - - - - Interest - - j% ��- 2U19 Lease Revenue Bonds-Stillwater 1tiC�mriry�ate FVF 203� Principal 385,000 405,000 42Q000 i , 445,(i0(� 47QOb{}' 2,115,000 Interest 212,000 192,950 172,5Q¢ 151,4U0.' 12�,250� 27Q250 S(7BTOTfIL-GENERAL FUND 1,313,310 1,310,040 1,30$,030� 1,310,700-� 1,374,5��0 6,606,060 Capital Projects-Development Fund �j��' 2U19 Lease Revenue Bonds-Tralfic Improvemenf � Ma[uriry Date FYE 2044 Principal 80,000 80,000 $�,U00' ' 90,00t1's = 95,000 1,3.55,000 Interest 72,760 6R,760 :': 64,7bQ 60,51�7�� 56,010 297,350 2U19 Lease Revenue Bonds-Tral�c Improvemenf(New Issue) ...., , - Ma[uriry Date FYE 2044 ,..... , .. ...... Principal 305,000 326,flt�0 '43$,000 �Sb,000 370,000 5,305,000 Interest 284,530 2b9,280 353,2&t�, �236,530 219,030 1,166,850 SUBTOT,9L-TRAFFIC IMPACT FEES-DEVELOPMENT FUNU 742,290 73$,644 �: ��738,04U�� 737,040 740,040 8,124,200 Parking Fund � 2U22 Parking Loan Principal - - - - - Interest - - - - - SUBTOTAL-PARKING LOAN - - - - Airpart Fund 2013 Lease Revenue Bonds,Scries B&C Principal - - - - 0 Interest - ' - - - - 0 2013 California Airport Loan-Municipal Airport Principal � 25,150 26,070 27,000 - - 0 Interest 2,860 1,940 390 - - 0 201$Ca11fOPtlla AlYpOI't LOalt-BCl1tOIl AiYpOYt Matv�ity Date FY8 2035 Principal 11,710 12,050 12,400 12,760 13,120 27,380 Interest �2,570 2,230 1.890 1.530 1,160 1,180 SUBTOT,IL-AIRPORTFUND �� 42,290 42,290 41,680 14,290 14,280 2R,560 Redding F.lectric Utility 2015 Electric System Revenue Refundic�, Ntatwiey�are Fv�2035 Principal 2,790,000 2,925,000 2,345,000 2,465,000 2,590,000 5,455,000 Interest 822,020 682,520 536,270 4L9,020 295,770 305,950 2017 Electric Systcm Revenue RePundin� Principal 5,870,000 6,165,000 - - - Interest 601,750 308,250 - - - 2018 Electric System Rexenae RePartdln� Principal 3,830,000 4,02Q000 - - - Interest 392,500 201,000 - - - SUBTOT,�L-REDDING EL,�CTRIC U77�7�'Y 14,306,270 14,301,770 2,881,270 2,884,020 2,885,770 5,760,950 Civic Auditovdum Fund�� 2013 Lease Revenue��dm,Series B&C Principal - - - - - - lnterest - - SUBTOTAL-CIVIC AUL►ITORIGM FUND Wastewater Utiliry Fund 2020 Watcrwater Refunding Ntaturiey�are Fv�203� Principal 4,425,000 4,33Q000 2,77Q000 2,72Q000 2,295,000 1,610,000 Interest 907,500 686,250 469,750 331,250 195,250 107,750 SUBTOT,IL WiISTFWATER UTIIITPFUND 5,332,500 5,016,250 3,239,750 3,051,250 2,490,250 ],717,750 Total 21.736.660 21.408.390 8.209.770 7.997.300 7.A44.860 22.237.520 A-59 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 j This page left intentionally blank j / j /� : A-60 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 SUMMARY OF CAPITAL PROJECTS The following table lists the capital projects that have been authorized for the fiscai years 2023-24 and 2024-25 biennial budget. All capital projects are included in the long range financial plans for each fund. This is important to ensure that each fund will stay solvent and to ensure that on-going costs related to capital projects can be maintained(i.e. operating expenses and personnel costs). Definitions: Capital Proiect A permanent, physical addition to the City's assets including the design, construction,"�ntUor purchase of land, building, facilities or major renovations. Capital projects do not inciude the direct purc�ase of equiptn�nt,vehicles or machinery,unless part of a larger project. Capital Outlay Land,improvelnents to land, easements,buildings,building improvements,vehicles;�:machinery,equipment,plant, plant improvements, projects, infrastructure, and all other tangible assets that�h��e initial useful lives extending beyond one year and cost inore than$5,000. Comments on Cost of Operations—See ref��'�rtces vr��pa�es�1�-61 to A-63 l. On-going cost of maintenance for proj��s mini�nal and will be�absorbed into the division's operating budget. � �• � 2. These are remodel or improvement p�c��ects t��existing City assets and the operating costs are included in the existing budget. 3. These are plant expansion prt�jects that may be completed in phases over the next few years. Some additional costs are included in the budget�but the reznainder wili be covered by increases in growth related revenues. 4. This project is related�tc�e�pacity growth�fnid the additional operation cost will be covered by the inerease in fees from capacity: �� % A-61 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDED JUNE 30,2024 AND 2025 SUMMARY OF CAPITAL PROJECTS Cost of Operations Adopted Adopted Comments 2023-24 2024-25 See Page A-61 GENERAL FUND Minor Street Projects $ 130,000 $ 130,000 2 Bridgc Maintcnance 15,000 15,000 2 Pavement Maintenance 40,000 40,000 2 Slurry Scal 3,000,000 3,000,000 /� 2 � Overlay Projects-Recurring 3,000,000 3,000,000 ' �� 2 Sidcwalk Rcpair Program 180,000 180,000 2 Park Improvements Sundial Bridgc Glass Panels 42,000 /, �� 2� � Total General Fund 6,407,000 ��365,OOQ �� SPECIAL DEVELOPMENT FUND Traffic Impact Fee Capital: Traffic Circulation Imp 200;(l00 �b0,000�� 2 Old Alturas Bridge Iinprovcmcnt 655,OS0`" � - 2 Sac/Oiney Bridge Replacement ��,000 � - 2 Eastside/Canyon Bridge 400,�00 - 2 Railroad(Westside)/CNYN 250,OUQ - 2 Victor/Cypress ATP 590,0(� 151,000 2 Shasta View North �, , '��0;l�0�0 - 2 Total Special Dcvelopment Fund 2;815,050 351,000 WATER UTILITY FUND Pump Station Equipment 224,260 231,920 2 Pump House#1 I�nprovement� 60,420 62,480 2 Pump House 1 Replacement� - - 2 Services 9,340 9,660 2 Meters ,, � 463,910 496,220 2 Hydrants 7,250 7,500 2 Buckeye Hydrants 2,340 2,420 2 Rcplacctnent of'Water�Mains-City Staff - 6,300,000 2 Ather�s Area WM Repiace 5,000,000 - 2 2(3�3 WM R�Slaceme�tt"�. 3,500,000 - 2 Well Upg,rades 1,491,530 74,740 2 Wc11he�Trcatment 2,500,000 - 2 Foothill Water Plant Improvement Projects 517,080 4,097,830 2 Cypress Ave�oostcr Pump Station 2,750,610 - 2 Buckeye Water Plant 130,030 134,470 2 Buckcye Boostcr Pump Station - 1,500,000 2 Total Water Utility Fund 16,656,770 12,917,240 Continued on page A-60 A-62 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDED JUNE 30,2024 AND 2025 SUMMARY OF CAPITAL PROJECTS Cost of Operations Adopted Adopted Comments 2023-24 2024-25 See Page A-61 ELECTIC UTILITY FUND Land and Land Rights 50,000 50,000 1 Station Equipment&Controls 750,000 �50,000 2 Poles-Towers-Fixtures 1,000,000 1,000,000 2 Ovenc�ad ConducYors&Deviccs 600,000 600,000 2 Overhead Services 75,000 75,000 2 Underground Conduits 1,000,000 1,000,000 - 2 Underground Conduct&Deviees 1,500,000 1,500,000 2 Underground Serviccs 50,000 5�,��0 2 Transformers 500,000 �{10,000 ' 2 Meters 500,000 �i500,00Q ,� 2. � Street Lighting 500,000 ��SQQ�000 2 Intcrconnections l0,OQ0� 1�;�00 � 2 ,, New Extensions SO,Ot70 50,�{�4 4 Power Plant Cathodic Protcction InstallaYion 12(},Q00 - 2 Power Plant Admin Building 250;t�Ob�� 2,75U;000 3 Ovenc�ad/Underground InfrastrucY�ure 5,�04,000 10�2(}0,000 2 Substaion Security 2,OOO,b00 'S90,000 2 SubsYation Circuit Switchcrs 500,O�Q - 2 RMI Metering Phase 2 1,595,78(} 1,595,780 2 Unit 1 Generatar Retaining Ring 525,;{�t�0 - 2 Unit 5 LTP Level A Inspection � 1�0,000 - 2 Unit 6 LTP Lcvel A Inspection 100,000 - 2 Natural Gas Pipeline Major Maintenance Inspection 450,000 - 2 Volt/Var Optimization 300,000 1,200,000 2 Power Plant Whiskeytown Relieensing - 575,000 2 Covcred Parking-Corp Ya�`d � - 250,000 2 Unit 5 LTP Major Overhau� - 1,100,000 2 Unit 6 LTP Major t,�u�'haul� � - 1,100,000 2 Unit 9 Major 1V�intenan�e Inspe�tion� � - 600,000 2 Eycwash Statit�n Upgr�dcs - 150,000 2 Total Electr�+�UtilYty Fund�� 17,625,780 26,695,780 M[JN�CIPAL AIRP(:�RT FUND __ ,4zrpnrts Ad�rtinistratiorz: PHI Han�ar�Roof Replaeement 135,000 - 2 RW 161�4 Ta�way Construcrion - 19,000,000 2 Total Mun3c�pa1 Airport Fund 135,000 19,000,000 Continued on page A-61 A-63 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDED JUNE 30,2024 AND 2025 SUMMARY OF CAPITAL PROJECTS Cost of Operations Adopted Adopted Comments 2023-24 2024-25 See Page A-61 WASTEWATER UTILITY FUND Inflow/Infiltration 940,000 940,000 2 LifY Station I�nprovcmcnY 28�,330 295,350 2 Westside Intereeptor III - 8,000,000 2 6-8"Linc Replacement 4,000,000 5,000,000 �' 2 �. Clear Creek Plant-Design/Construetion 650,000 668,14@�� 2 Stillwatcr WWTP Improvcments 430,000 442y0p0 2 Biosolids Pyrolysis 2,000,000 5,250;000 3 Sludge Lagoons 8,500,000 �� - 2`�� Sereening Clear Creek 750,000 2' Total Wastewater Utility Fund 17,557,330. 20;�95;490 STORM DRAIN UTILITY FUND Storm Drain Replacement SOb,�O�� SOU;000� 2 Total Storm Drain Utility Fund 500,000�� 5(}0;000 SOLID WASTE COLLECTION AND � DISPOSAL MRF Upgrade/Expansion 1,600,Q{?6 1,600,000 2 Pavement Maintenance-Transfer Station� - 350,000 2 Floor Resurfacing-Transfcr Station �� 200,000 - 2 Total Solid Waste Collection&Disp[�sal 1,800,000 1,950,000 BUILDING MAINTENAN��& CONSTRUCTION Civic Center Improvements a - 55,000 2 Total Building Mai�tena�ace&Constr�iction - 55,000 HOUSING � Remodei Of�ic�Buil��g � 20,000 - 2 20,000 - ��'TOT��. $ 63,516,930 $ 88,429,510 A-64 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 HISTORY AND LOCALE OF THE CITY OF REDDING Geo�raphv The City of Redding is located in Shasta County at the northern tip of California's fertile Sacramento Valley. Surrounded by majestic mountains on three sides, the City offers spectacular scenery and an abundance of recreational opportunities. The Sacramento River,which winds its way through the center of Redding, also adds to the unique beauty of the City. Shasta Lake, 11 miles to the north, is the region's most impressive body of water with a shoreline of over 365 miles. It was created in 1945 by the construction of Shasta Dam, a 602 foot structure that harnesses three rivers. The natural beauty of the area helps to attract many tourists to Redding. Ear�lv Historv The City of Redding,now 136 years old, was incorporated in 1887. The first s�ttlers were�ap�ers�who arrived in the early 1800's. Among the first permanent residents of Redding was Fierson B, �Zeadin�: His subsequent discovery of gold in the late 1840's brought a flood of miners to the hills that S�rrou�id the Redding area. After the mining boom ended, the construction of Shasta Dam in th��late 1930's �n� ��ly 1940's brought a new wave of immigrants to the area. As a result,Redding's population more tha�t��ubled in the ten years between 1930 and 1940. The construction projects also brought economic prosperit��i�the are�.: Following World War II,wood products, agriculture, and tourism became Redding's prit��r��industries. '�'c��ay, these industries continue to dominate the local economy. Nine bands of northern Wintu people have resided with��the area a�the Northern River Valley and surrounding mountains from time immemorial. The area was a hub ar�d intersection of trade and commerce. The awarding of the Rancho Bueno Verna Mexican Land Gra�t�n�1844 to Europ�a�-American(1Vlexican)settler Pierson B.Reading initiated the first European-American sett�ement of�the area. With the encroachment of Mexican and Anglo- Americans, the Indigenous Peoples of the regic�n si�ffered greatly from violent displacement, epidemics of foreign diseases as well as State and FederaJ�cilici�s of e�termination and removal. Many of the Wintu resided in the El- Pom area where Redding would lafer be founded. Th�y were among several tribes that were promised sanctuary and reservation land on the east side of the rive�with the Treaty of Cottonwood Creek of 1851, which was never honored nor ratified by the State c�x Federal go�ernment. Wintu descendants still reside in the area today. ��EPO�TII`�G ENTITY AND ITS SERVICES This report incl�des a11 bf�he funds of the City. Financial information for separate legal entities related to ihe City of Redding it��ludes the i�:edding Housing Authority, Redding Area Bus Authority, the Redding Joint Powers Financing Authority and the�;edding Capital Services Corporation. All are accounted for in the City's financial statements it� acct�rtlance with Governmental Accounting and Financial Reporting Standards. Component unit financial report's�are on �le with the City. Under California State law all redevelopment agencies were dissolved as of January 3��1,�412. The Redding Redevelopment Agency was dissolved on January 31, 2012 and all excess assets were transferred to a private purpose trust fund. Redding is governed and serviced by�ve elected members of a city Council. A City Mayor is chosen from among the Council members. The City is administered by an appointed professional City Manager. City Council members in separate sessions serve as the governing board of the Redding Joint Powers Financing Authority and the Redding Capital Services Corporation. All five members of the City Council sit on the eight- member governing board of the Redding Area Bus Authority and the six-member Housing Authority's board. City staff provides accounting and administrative services to all four agencies. Additional detail is provided in Note 1, Subparagraph A of the financial statements. A-65 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 Redding is a full-service city. This includes public safety (police and fire), highways and streets, public improvements, planning and zoning, recreation and parks, library, airports, convention and auditorium facility, utilities (electric, water, wastewater, storm drainage, and solid waste collection and disposal), and general administrative services. LOCAL ECONOMY The growth and health of an area's economy can be determined by monitoring a wide variety of indicators. Listed below are some of these indicators in the Redding area. Population Characteristics- The City was one of the fastest growing cities in California�between 1970 and 1990, growing to 66,432 residents in 1990 from 16,659 in 1970. However,lately the City's papulation grow(h has slowed. From 2000 to 2010 the City's population grew by an average of 1.11 percent. During the last year the City's population decreased .O1 percent. The City's population of 92,963 has increased,�.4% ov��the 201t#LT.S. Census tabulation. The City's population represents approximately 51% of Shasta �ounty's�popula�ic�n.-�The following table indicates population growth for the City and Shasta County from 1970°tc�2022.�' �� City of Reddin� Shast� County Annualized Annualized Perce�t� � � Percent Chang��over � Change over Year Population Intetv�l Popuiation Interval 1970 16,659 --- 7'�,640 --- 1980 41,995 � � 9.E>9% �19,449 4.40% 1990 66,432 �!�� 4.�'i9% 147,036 2.10% 2000 80,865 1":99% 163,256 1.05% 2010 $9,87$ , �•��1.11% 177,248 0.85% 2020 93,611 ' t�.35% 182,155 0.23% 2021 93,879 0.29% 182,020 -0.07% 2022 � ',92,963 -0.98% 180,531 -0.82% Source: �974-�2010 d+�ta fr^orre U,�S.,Census;2011-2018 estimates from the Califovnia State Dep�rr�ttent of Finance�ts�f�Vlay 1(*2019 revised eslimat�January 1,2020 report). 2lI�9 Estima��fr^om US Census. /� ; A-66 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 The City's population, over the next 10 years, is projected to grow by approximately 1,250 an increase of approximately 1.3%. The Redding area is expected to maintain approximately 50% of the total Shasta County population because of a variety of factors that will support urban development,including utilities(wastewater,storm drainage, water, electric, and solid waste), employment, regional shopping, transportation services, and reduced commuting. Housing Costs -Housing in the City is less costly than in many other urban areas in the State of California and on the West Coast. The followin�table sets forth the median price of housing in other urban areas of California as compared to Shasta County, in which Redding is the largest city, as of June 2022: Region Median Home Price Shasta County $390,000 Sacramento $515,000 j , Los Angeles $'738,500 � Orange County $1,225,(�QU �� San Francisco $1,58'7,500 Source: California Association of Realtors ' Industry and Employment-Extracting tiinber and the�Srocessing c�f wood by-products,together with agriculture, tourism, medical services, and government, have historically been �e major sectors of employment in the City. However,the City's economic base has diversified to a re�ional servi�e economy supported by retail and wholesale trade plus educational,recreationai,medical, ai�d govemri�ent seruxces for an area covering several counties. The major non-local government employers in the�ity and the County include those in medical services,and retail services. Major employers in tbe Ci�y�c�f R.edding�their products or services, and the approximate number of their respective full-time employees as c�f`7une�t�Z2 are�listed in the following table: Employe r Product/Se rvice s Employe e s Mercy Medical C�nter �� Medical Facilities/Services 1,894 Shasta County(*} County Services 1,835 City of Redding(**)` � City Services 943 Shasta Regional Medical Center Medical Facilities/Services 860 CA �'ranspor��tion Depar�ment Highways,Freeways, etc. '757 Redding R�r�cheria Casino/Redding Rancheria 733 Shasta Unic�� High School District Education 493 Shasta Comrnu�ity Health Medical Services 475 Shasta Community College (*) Education 429 Wal Mart Retail 413 (*)Full—time equivalent positions. This includes employees who work outside of the City. (**)Full-timebudgetedpositions Source: Derived from the Employment Develop�nent Depar2meht's(EDD)listing of the top employers in Shaa�ta County. According to the State Employment Development Department, the unemployment rate of the City's metropolitan area was 10.5 percent on June 30, 2020. The following table sets forth the number and rate (expressed as a A-67 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 percentage)of unemployed persons living within the City's metropolitan area for the month of June, 2013 through June, 2022: Fiscal Year Ending Labor Unempioyment June 30 Force Number Rate 2013 75,061 8,972 12.0% 2014 74,813 7,204 9.6% 2015 74,189 5,806 7.8% 2016 74,408 5,237 �.0% 201'7 74,089 4,358 5.9%0 2018 73,795 3,778 5.1°�0� 2019 72,829 3,502 '.8% �. 2020 73,305 7,226 �O.;Q% �� 2021 73,899 5,041 6:$% 2022 73,465 2,913�� 4.0% Souree: State Department of Employment All numbers revzsed annually to source Construction Activity-For the past ten calendar years e�eling Dece�nber��(3��;5,350 building permits were issues, with a total permit valuation of$166,234,829. This represents a 2%o decrease in the number of permits from the previous calendar year. Permit activity had been increasing steadily�er the past three years, likely as a result of inereased construetion for repairing widespread,dart�age throughout t�ie City eaused by the wildfire, snow and hail events.As those reconstructions have begun tc�slow dc�wn the nurnber of permits issued has seen a slight decrease. Commercial permits have steadily increased the last fairr years as well. , ,, The following table sets forth the va1u� a�d nurnber of permits for new single and multiple family dwellings and businesses located in the City for�� last fo�calei�dar years: 201�� 2019*** 2020 2021 Value Sin�le��mily* $28,?(?�,596 $65,182,744 $59,870,685 $43,241,115 �Tumber a�'Clnits � �1�14 223 205 152 Value IVlulti-d�vellings= �' $0 $9,220,325 $518,276 $38,036,402 Nu�iber of1'ermits(1) 31 7 1 3 /% �lumber af Units 0 91 4 244 � Value Business $16,747,229 $27,756,921 $35,760,718 $46,433,721 Number of Permits 8 24 24 37 Value �'otal all Permits $86,442,448 $157,668,086 $169,693,251 $166,234,829 Total Permits** 4,043 5,146 6,769 5,350 * Value of new construction only. �� Does not includc numbcr of units for multi-dwellings. ***Numbcrs Revised (1) Includes hotel and apartment units—"R"occupancies. Source: City of Redding Developrrzent Services Department Commeree-The City is a regional center of eommeree for several Northern California eounties. This is evideneed by its many shopping centers and malls. Support for retail sales is derived from a retail �rade area population of A-68 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 approximately 127,300 in the primary trade area and approximately 257,000 in the secondary trade area. The primary trade area consists of the metropolitan urban area,including the cities of Redding, Shasta Lake,Anderson, and Red Bluff. The secondary trade area consists of Shasta, Trinity, and Tehama counties. Taxable transactions in the City were approximately$2.6 billion in calendar year 2021, a 13.12%increase over the same period for 2020. Taxable Taxabie Transac�ions Trans actions Pe rce ntage Year (in Thousands) Increase (Decrease� � �, 2012 $1,840,953 6.24% �, 2013 $1,924,122 4.52%a 2014 $1,943,607 1.��%� 2015 $1,992,806 2.�3,�/0 !"'�� 2016 $2,022,557 �� 1.49%0� _ 2017 $2,118,481 � 4.74% 2018 $2,198,010 �� 3.'75�1�� 2019 $2,348,783 �� 6.86%r�� 2020 $2,306,959 �� .7�%0 2021 $2,609,629. � 13.12% All numbers revised annuall�to siturce. Source:California Zleparfinentt�f Tax and Fee Administrakon Transportation - The City enjoys�a�'strateg�c locat�on on U.S. Interstate Highway 5,the principai transportation artery running north-south from lUlexico to Cana,da. The City is also bisected by State Highway 299 and State Route 44, key east-west transport�tion arteries iti Northern California. The City is served by;tl�e Unic�n Paci�� tailroad and Amtrak for rail transportation. Greyhound serves the City with bus serviee. tlnited Ex�ress Airlines provides air serviee from Redding Municipal Airport to San Franeiseo and Los Angeles, Cali�`omi�. `� � Redding Area Bus ��thority (RABA) is the City's multi-bus transportation system and offers thirteen different fixed rou�es, rural service ancl��demand response (curb-to-curb) services. RABA had an average total monthly ridership of ap�rc�ximately 30,004 during Ju1y 2021 through February 2022. RABA ridership over the past three fiscal years has'�eclined following the onset of the Coronavirus pandemic. Utilities - Electricity, solid waste collection and disposal, water, storm drainage, and wastewater services are provided by enterprise operations owned and operated by the City. Natural gas is provided by Pacific Gas and Electric Company(PG&E);basie telephone service by AT&T. A-69 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30, 2024 AND 2025 Community Services - Youth in the area attend school at one of 39 elementary schools, 9 iniddle/junior high schools, 16 charter schools, 1 regional occupation programs and 12 high schools. There are severai higher educational institutions in the immediate area offering bachelor and master's degrees: Chico State University Center for Regional and Continuing Education (located in the Health Science & University Center, downtown Redding), National University, Simpson University, and Shasta Bible College & Graduate School. Shasta Community College, a two-year institution, offers both day and evening courses to over 10,135 students. In addition,there are several Vocational& Technical schools offering a diverse range of programs. The City's parks system includes 56 developed parks and facilities, encompassing over 597,deueloped acres. This system includes nearly 180 acres of natural area parks, 38-plus miles of City-owned trails; and l�s�ecial purpose facilities. Among these special purpose facilities are the Redding Civic, P�uditorium;� which hosts cultural/performing arts programs, conferences, and conventions; the Redding A�uatic �enter; the�I�edding Big League Dreams Sports Parlc; the California Soccer Park; the Senior Citizens C�nter; the Martin L�ther King Jr. Community Center, the Benton Dog Park; three boat ramp facilities that prou�de access to th� Sa�'�amento River; and almost 1,000 acres of natural open space. The City serves as the primary medical center for Northern Californi�.�'�'he'"City's�tr�vo gen�ral care hospitals serve approximately 330,000 people in Shasta,Tehama,Trinity, Siskiyou,and Lasse�countie�.��The two largest hospitals have a total of 492 beds and employ approximately 2,754 full-tim� staff tnembers. In addition, the City also has several specialized hospitals. / j /� : A-70 .tLF4'"� �'�. ,.,.., .:. , � ��t,f'��7}��'��5��43t ` t i � .,,... < ' ,, ,��,s;?„ '�'��, „n?�1 t}��,��z� � kr� �� . � ti� > � >.;.: � ,,.;. .> �: � `�� e� ' s ��,��,S�i`ti��s it'��`�L1cY .»t si�.Sstz "•. SF,�.a:;� � , ,. ., , „_...�� • y�4 �v �.. ..: ,. „ �„.... � ..r�.,..>>.� �x. .. . . ,� .m.. 1 . '� . '?h K"'�2�..5 i,':tw';, ' aAtL �n ,. ... .. . 'i��O Y.,...v ......._._,.. �.u�. fi °c. � i . „i"rou 3n� .. " , .. .^ ��3„, •.,„ ,� . , ,.. .. "T :i.�;;' ` ' .,n�� ,3�. � ..� ,.'E�,� t � �� . � u � 1�;:i�'�,'�4 a�F �� ' � �:�. �� ,. :.�: K , � s � r.c �; Q p � t ,S r t� h��,�. � .� � �� 3� x� a "��S�i��"��`s' � �.,;��'?"�� z �" � . . +: a :4S �`. �„� t..,,� xt JY�" .,,,. i.,`,S.� �"`""*k^'� ',�...:.� , ' ^_ ^.. ",. ., . ., ...' 1 w'P �,��`. x `'.'�'h n�:". r.. �� .., i . �.• � $r, � vuk� JN .; a . t �\ �S ,�,� ��A � l '�"��y'� S � . . •��N'� 2 t2 ., � ,. �� ? ��1� � : ' � . ��_ �� x�� . �' .,�?.�� '4Yi �� , w^, � t� �;�'. / ', / ! / / ► ► � " �'/.'�-'�;�'�/",I �� : A ��, � , , �� s y � � .,� � . �.�� `�, � % � / % /rr a 1 a � �; ' u b W duuu _ � j � O V� O ?O �O �� LL ¢ F �U U U N o x j „ „ ,,,.: Q Y� � � ' � � U � � C - u � LL ri � LL � - ' tr � � � (tf v LL '��'' e E � �� N �a'' W � p� Q V V v, o /�\ U U � o �. '� � o , � � � M w a w a ^' - � u � � � �' N " / � � � � v .� � , � � LL � � o v o � i N = O ;� � � o � _ v 3 a — U — � � � � °� v _ � LL �, o a = .� � � LL 3LL Q_ LL � LL \ � � /////i V �.� - - - �, � LL � ,� � � s a � a � Q a Q 0 � � � Y � � � a � �_ �� . � � = o �� y�: _ _ � � _� � o aLL =� LL = � LL _ " 3 m °� a o � m B-1 This page left intentionally blanlc. � � � / j /� : B-2 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 COMMUNITY SERVICES � Expenditure Comparisons (In Thousands) $9,000 � � $8,000 $7,000 � � ■FY 202 I-22 Actual �6,�� ,�� '�. � ■FY 2022-23 Adopted 0 FY 2022-23 Amended $4,000 ■FY zoz3-z4 aaoptea �. $3,000 ''� ,� ■FY ao�4-zs aaopcea $2 000 j , $1,000 I;�� $0 ,�ofi ��°�' �,�o� �`� ��ti,�''��,�. �4 ��y� �,�� ,��' �,� ��'��m��, .��c,ti�'�9�'��,�`40� ��aoS'� ��o°S��.Q�'�ti 4��'�4 �a��o�� ti 9 ,,A� F' 4��,5 ��o , �ms�`" "� ! � 4� 4�� C,� S` � /� ; B-3 This page left intentionally blanlc. � � � / j /� : B-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 COMMUNITY SERVICES DEPARTMENT Over�view The Community Services Department is comprised of several operational and functional divisions across various Funds in the City's budget. The Administration, Parks, and Recreation Divisions are General Fund Divisions; the Library Divisions are Special Revenue Funds; the Park Capital Grants, Park In-Lieu, and Park Development Divisions are part of the General Capitai Projects Fund; the Civic Auditorium is an Enterprise Fund; and the Building Maintenance Division and Communications, Media, and Public Relations Divisio�as are Tnternal Service Funds. The Department's Administration oversees Divisions that focus on continually improuin,g the qualit� of life for the residents of Redding and its visitors, managing over $26 million in projects. fihis p�s�year, the"Department completed new facilities at Salt Creek Heights,Nur Pon Open Space, and Kurn By Xerel O�ien S�Sace. In addition to projects, the Division oversees multiple lease agreements, including the North Va�ley Art League, Diestelhorst Non-profit Office Park, the Civic Auditorium, and others. Their oversight alst� inc�udes vaz`ie�us City art projects, the Certified Redding Farmer's Market, the contract for tourism anti �'iatketing; �nd cc�nvening the Community Services Advisory Committee. The Parks Division maintains over 70 City-owned park sites. Maintenance ci�ties include mowing, irrigation, landscape, tree care, weed and pest control, erosio� ��ontrt�l, vand�lisr� clean-up, playground inspection, maintenance, and many others. The sites encompass o�er 4'70 acres �vith a wide range of facilities, including 23 playgrounds, water play areas,picnicking areas, baseb�ll and softbal�_fields,volleyball, soccer, and tennis courts, disc golf course, horseshoes, skateboarding, roll� hock�y, aquatics, off-leash dog play and more. The Division also includes a six-member team assigned ta wildf�re miti�at�n� and a two-member team to care for all city- owned trees in parks and the public right o�way. � The Recreation Division strives to p�rQ�ide�iigh�qtiality, affordable activities vitai to establishing and maintaining a healthy lifestyle. Community recr�ation�rograrris provide opportunities for all ages from seniors to youth using a wide array of physical developrnent and social,engagement options. Redding Recreation provides over 700 enriching and entertaining programs with more than 15,000 participants annually. As the largest provider of summer day camps and a�tiu�ties ir�the area, R�dding Recreation is also the"first job" for many community young people with over�00 s�asona�em�lc�yees. The Redding Aquatic Center hosts over 18,500 attendees annually,who may participate in�ublic swim, swim lessons, swim team practices, adult fitness classes, and critical water safety eotars�s.Addititina�ly,the Division coordinates with the manageinent of the Redding Senior Citizen Hall and�im�nages the Dr. Martin Luther King Jr. Center. The Library Funds i�clude budgets for the Shasta Public Libraries System, comprised of the Redding Library (main)and t��Burney and Anderson branch libraries. The libraries hosted 416,974 visitors in 2022, offering over 600 programs fi��`�hildren,young adults, and adults, including story tune,literaey,technology, and tutoring, along with resources that ineet the Americans with Disability Act(ADA) standards. The main library also serves as a cooling and warming center when the region experiences extreme temperatures. The libraries are an invaluable resource providing many services to the community. The City of Redding has two funds that collect park-related impact fees on new development. The Park In-Lieu Fund receives fees in lieu of land dedications when residential subdivision maps are approved. The fee is collected to offset the costs of acquiring new parkland. The Park Development Fund collects impact fees on new building permits to mitigate impacts to the existing park system and offset the costs of developing new or improving existing parkland. With these funds,the Department can ensure that growth pays for faeilities necessary to maintain status-quo service levels. Without these funding streams,there is no reliable funding mechanism for park construction or capacity improvements. B-5 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The Capital Grants Fund includes the budgets for all grants and community contributions administered by the Department. These funds are for new projects outside of the impact fee program and the General Fund. The mission of the Building Maintenance Division is to provide safe and well-maintained facilities. The Division is responsible for the inspection, maintenance, and upkeep of nearly 702,000 square feet on 84 City-owned buildings. The staff performs a full range of duties, including fabrication, installation, construction, maintenance, repair of facilities, mechanical equipment, and other property of a similar nature as well as plumbing, electrical work, painting, concrete work, masonry, carpentry, and metal fabrication. They also manage multipie contracts for fire and alarm systems, security, HVAC, pest control, electrical, plumbing, elevator, compressor, and generator maintenance. The purpose of the Communications, Media, and Pubiic Relations Division is to edu��te�the coi�`imunity about City of Redding news, initiatives, projects, and announcements. The Division s�rves�as the central ,location for City-wide and departmental-level strategies and development of print and digital�media� �brand,strategy, social media management, photography and videography, website content managerr��nt, PSA campaig�messaging, and emergency communications. Their team has successfully increased unique �ity we�page views;�been featured in the top 25% of all podcasts on Buzzsprout, and created successful outreach ��mpaigns to i�n�orm the community of City programs and events. / j /� : B-6 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following table depicts the Community Service Department's net budget for the various operating divisions. FY2U21-22 FY2022-23 FY2022-23 �Y2023-24 Increase FI'2024-25 Increase L)escri tit�n Actual Adapted Amen�ed* Adc�pt�d (Decrease) A�npted (I?e�rease} Administratic�n '�� $ 713,250 $ 760,350 $ 769,540 $ 1,072,750 $ 303,210 $ 1,036,730 � (36,020) Midtown Mall � 3,513 410 410 3,'100 2,690 3,200 100 Parks 4,131,091 3,368,430 3,548,780 4,112,090 563,310 4,284,490 172,400 Recreataon 1,966,663 2,602,530 2,708,850 2,773,450 64,600 '2�7�4,430 (49,020) General Fund ' `Sul�tot�l 6,814,517 6,731,720 7,027,580 7,961,390 933,8 � 8,048,85(l 87,460 T.;�brary ; 2,465,739 2,3]0,020 5,187,620 2,623,310 (2,5�,310) �2,696,83(� ` 73,520 Special I�e�enue �und Subtotal '�� 2,465,739 2,310,020 5,187,620 2,623,310 ��(2,564,�1t�) 2,69E,830 73,520 Park Capital / Grant Pr��ects 3,669,106 - 8,486,340 - (8;486,340) � - - Parl�In-Lieu Fee Projects 110,728 - 693,310 �� b93,31`0) - - 1'ark]�evelopment Fee Capital Prc�jects �'� 480,'759 - 56�.;620 �� (563,620) - - Gapital l'rc�j�ct� �un�l Subtt�tal �� 4,260,593 9,743;2�0 - (9,743,270) - Ci�ic Auditorium 1,166,153 1,264,SSt} �� 64,55� � , 1,169,630 905,080 1,141,260 (28,370) �ntetpris� /� Fund Subtc�t�l '� 1,166,153 1,264,55(� � 264,550 1,169,630 905,080 1,141,260 (28,370) Building' Maintenance 3,437,86(� �' 3,47S,�I19 ' �3,830,410 3,767,060 (63,350) 3,993,980 226,920 Marketing, 1'ubl'rc Relations& Comrn�3n��c�tit�ns �� EiZ2,553 `� 739,1'7�� 740,450 820,260 79,810 863,760 43,500 InternaiService' o Fund�ubtotal �� , `' 4,11�,413 ��. 4,214,180 4,570,860 4,587,320 16,460 4,857,740 270,420 � TOTAL'�� a��'�� $18,817,415 $14,520,470 $26,793,880 $16,341,650 $(10,452,230) $16,744,680 $ 403,030 *E�luded�arryoveramounts �� B-7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The followin tabie dis la s how the De artment's bud et is broken down between the ma�or ex enditure rou s. Mate�ials,: Supplies & Capital Debt Division Personnel ' Services C?utla Service I Tatai ' �FY 2024-25 Adopted $ 736,170 �$ 207,030 $ 93,530 �$ � - $ 1,036,730� '�FY2023-24 Adoptcd 785,400 194,240 93,110 - 1,072,750 '�FY2022-23 Amended 56�,1�0 140,�10 61,660 - �69,540 t�dministration'�� FY2021-22 Actual 577,695 135,555 - - 713,250 �FY2024-25 Adoptcd - 3,200 - 3,200 'FY2023-24 Ado ted - 3,100 - - 3,100 '��FY 2022-23 Amended - 410 410 Midtown Mall �� FY2021-22 Actual - 3,513 - 3,513 ��FY2024-25 Adopted 2,189,140 2,095,350 4,284,490 '��FY2023-24Adopted 2,010,690 2,059,400 �42,000 �� - 4,112,090 ��FY2022-23 Amended 1,847,050 1,696,230 5�500 � � !' �� 3,548,780 Parks ��FY 2021-22 Actual 1,431,459 1,624,853�� 1,�'�4,��9 4,131,091 ��FY2024-25 Adopted 1,932,200 792,230 - 2,724,430 ''�FY 2023-24 Adopted 1,988,650 '7�4;800� - 2,773,450 ��FY 2022-23 Amended 1,913,860 '�94,990 - - 2,'70�,�50 kecreati�n FY 2021-22 Actual 1,274,935 �91;"��$ - - 1,966,663 '�FY2024-25 Adoptcd 89,490 2,607,340 - - 2,696,830 '�FY 2023-24 Adopted 84,640 �� 2,5�8,6?fl - - 2,623,310 ��FY2022-23 Amended 82,62a ' 2,46�,290 2,638,710 - 5,187,620 Iabrary � ��FY2021-22 Actual 78,45$ : 2,3��,839 77,442 - 2,465,739 '�FY 2024-25 Adopted - - - - - �FY 2023-24 Adopted /� - - - - - Park C�pit�l '�FY 2022-23 Amcnded - - 8,486,340 - 8,486,340 G��tntProjects �� FY2021-22Actual - - 3,669,106 3,669,106 FY 2024-25 Ado ted - - - - - Park In-Lieu 'FY 2023-24 Ac�c��ted - - - - - Fee Ca�rital �FY 2022-23 A�iended � - - 693,310 - 693,310 Projects'�� '��FY2021-22 Actual - 360 110,368 - 110,728 Park ��FY2Q24��5�AdapGed - - - Develt�prnent ' F,�2�23-24 Adopted - - - - - Eee Ca�ital �Y 2022-�3�krr�nded - - 563,620 - 563,620 Praj�cts'�� FY2(?��-�2 Actual � - 9,241 471,518 - 480,759 �� ` �Y202�-25 Adopted 34,990 1,106,270 - - 1,141,260 �� '"Y2023-�4�dopted 33,320 1,104,530 - 31,780 1,169,630 Civic �� FY2022-23 Amcnded 33,370 199,860 - 31,320 264,550 � Auditcsr��m � `�� FY 2021-22 Actual 33,171 1,100,735 - 32,247 1,166,153 ��` FY 2024-25 Adopted 1,656,000 2,262,980 75,000 3,993,980 FY2023-24Adopted 1,614,950 2,132,110 20,000 3,767,060 Building �FY 2022-23 Amended 1,440,500 2,027,960 361,950 3,830,410 Nlaintenance '� ��FY2021-22Actual 1,290,623 2,043,478 103,759 3,437,860 FY2024-25 Adopted 697,260 166,500 - - 863,760 Marketirtg, �FY2023-24 Adopted 651,070 169,190 - - 820,260 1'ublic Relatic�ns & FY2022-23 Amended 560,900 179,550 - - 740,450 Cc�rnmunications '�FY2021-22 Actual 511,363 161,190 - - 672,553 ��FY 2024-25 Adopted $ 7,335,250 $ 9,240,900 $ 168,530 $ - $ 16,744,680 FY2023-24Adopted $ 7,168,720 $ 8,986,040 $ 155,110 $ 31,780 $ 16,341,650 'FY2022-23 Amended $ 6,445,470 $ 7,506,000 $ 12,811,090 $ 31,320 $ 26,793,880 T�ta1 ��FY2021-22 Actual $ 5,197,704 $ 8,080,492 $ 5,506,972 $ 32,247 $ 18,817,415 B-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Personnel The following table depicts the personnel assigned by division within the Community Services Department. FY 2421-22 FY 2U22-23 �Y 2022-23 FY 2�23-24 Increase FY 2Q24-25 Increase De�cription Actual Adopted Amended ' Adopted (I7ecrease) Adopted (L7ecrease) F(T 4.00 4.00 4.00 4.00 - 4.00 - Adtninistration '�� PlT - - - - - - - Total 4.00 4.00 4.00 4.00 - 4.QQ, - '�� FlT 25.00 25.00 26.00 26.00 - /,,, �6.00 �� - Parks Maintenance ' P/T 6.73 6.73 6.25 6.25 - 6.25 - '� Total 31.73 31.73 32.25 32.25 .32.25 - F/T 5.00 5.00 5.00 5.00 - 5�00 - R�creation� '� PlT 31.46 31.46 31.46 30.71 ;��(0.75� �� 30.71 - '�� Tota1 36.46 36.46 36.46 35.71 (0.�� 35.71�� - '� FlT - - - - - - L�brary ' P!T - - - - - - �� Total - - - - - - �� F/T - - - - - - Ci�rc Auditorium i P/T - - - - - - �� Total - - - - - - - Buildin� F(T 9.00 9.00 10.00 ]0.00 - 10.00 - Maintenance P(T - - - - - - - '� Total 9.00 9.U{l �� 1Q,�00 � 10.00 - 10.00 - Marketing; �� F/T 4.00 % 4.00 4.OU� �� 4.00 - 4.00 - Public Rel�tip�s&�� PlT 0.75 � , 0.7�� 1.23 1.23 - 1.23 - C�mmunicat��ns ' ' Total 4.75 4.'�5 5.23 5.23 - 5.23 - F!T �43.�0 43.t�Q 45.00 49.00 - 49.00 - Totai �� P/T 38.19 � � 38.19 � � 37.71 38.19 (0.75) 38.19 - '�� Total �� 81.19 �1.19 82.71 87.19 (0.75) 87.19 - j /� ; B-9 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Si�ni fcant Issues Civic Auditorium Fund Five-Year Plan FY 2�23-�4 FY 202425 FY 2U25-2�i FY 202b-27 FY 2027-28 Proposed Prapnsed' Projected Projected Prt�jected ' Be' innin cash , $ 668,584 $ 683,474 $ 731,428 $ 779,281 $ 826,993 Reuenue 1,184,520 1,189,214 1,193,351 1,197,575 1,201,895 E ��enses � � (1,169,630) (1,141,260) (1,145,498) (1,149,863) (1,154,359) Ending eash(Non-17edieated) �'�� 37,481 85,435 133,288 181,000 �,28,536 Ending casl�(Uedicated) 645,992 645,992 645,993 645,992` C45,��2 Ending cash � $ 683,4'74 $ 731,428 $ 779,281 $ 826,�� $ 8'74,529 *Includes Equipment Replacement Cash Balance as Dedicated Cash Communit Services Admin j Project funding continues to pose challenges to complete projects. .L?ue t� "intlation an�`worldwide material production shortages, costs l�ave dramatically increased. As a �`esult, staff is worl�ing diligently to secure additional resources (e.g. grants). The estimated need for Caldwell Park, So�tth Cit�i'ark, and Panorama Park is $20M. To complete the parks at Salt Creek Heights, Shastina Ran�h,a�d Rivercrest is estimated at$l OM. Parks Division Maintenance funding is needed to repair and replace ��ng park infrastructure including parking lots, restrooms, irrigation systems, buiidings, and traiis. Most c�f the p�r� irrigatip��systems are 15-40 years old and subject to regular breaks. Replacing complete irrigatic�� syste�ns is ��r� expensive. Starting with flow detection and automated controllers which are being t�sted at Salt Creelc Heights and Shastina Ranch is a first step. If successful, expansion to other park sites would b��recommended. The Parks Division's aging fleet inc-luc�e�24 ve�iiicles that have surpassed their usefui life and 26 equipmant items that range from the year's 1955 �ti�2015. This budget proposal offers the first major investment of$300,000 in rolling stock and equipinent replaCement funds'in many years. Recreation Facilities are the btggest issu� fc�r t�e Recreation Division. Indoor classrooms and courts are necessary to meet the demands for�rogram�rning. No�n�w facilities have been added since 2000, which was a triple-wide trailer that was moved fitiin��City H�11 to Enterprise Park. Wait lists continue to grow especially for youth sports and day camps. Ad�itionally��the exist�ng facilities are old and in growing disrepair. While the Redding Aquatic Center was consCructed in�2001, and the pools were completely renovation this year, tl�e Change House is an original from the 19�0'�with inadequate space for locker rooms and training. New facilities are very expensive and can range froin$41VI��$40M each. Building Maintenance With aging infrastructure, a capital replacement plan would be ideal to repair and replace ahead of failures. Funding for painting, flooring replaceinent, parking lot surfacing, wall coverings, etc. is needed. The current budget includes $750,000 for siding and roof replacement at MLK Park resxroom, replacing Cascade Park play structure, updating HVAC controls at Fire Station 7, replacing seven drinking fountains that no longer meet code, repairing ballfield restrooms at Caldwell Park, installing new flooring at old City Hall, and other minor repair/replacement projects at City facilities. Parking lots at several City facilities need repair or replacement including the Redding Civic Auditorium, alley way in front of the RPD Patrol building, Caldwell Park, Lake Redding Park, Redding Senior Hall, Enterprise Park, and Buckeye Park. Cost is estimated to be in excess of $l OM. 8-10 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Library More fundin� for Collection/Materials is needed to provide the breadth and quality of materials found at most public libraries. Shasta Public Library's spending on collections is weli below the state average for public libraries as is the literacy rate. Another $2.5 million would bring Redding to the state average of$41.67 per capita. Library staff interact very regularly with unhoused patrons. Adding a contracted social worker would bring better service to the patrons and redirect Library staff to Library programs. Estimated cost of a .75 FTE Social Worker is $100,000. Performance Measures and Workload Indicators Parks Maintenance � � /� ��2d21-22 �� '-23 � �`� ��02 ' �' 2024-25 � Workload Indicat�rs �� y�,� " Actuai � �"sti � ��cted Pro'ected�� De�elnped Park Sites�includes Natural Area Parks) 52 �5 � 55 55 Dec�elcrped Acres(includes Naturai Area Parks} 389.73 ` 468.23 468.23 468.23 LTndevelQped Park Sit�s �� 13 � 1(l ` 10 10 Unicr�proved Acres � 604.25 60425 60425 60425 Miles C?f`Trails 38.63 40.00 40.00 40.00 A uatic�"aciities''�Pacals} „� � 2 2 2 2 Landsca ''ed Areas Uther Than Park Sit�s ��'° :��` � � 78 �� 80 80 80 Skateboard Parks � '� � 1 1 1 1 ponds 1 Lakes � �'��`` 3 3 3 3 Bridges '�� ; � �� 29 31 31 31 Fountains ��1" ,��`" �� 7 7 7 7 Buildin�Maintenance �"` ��, �X,�� ' 2021-22 2022-23 2U23-24 2024-25 �� IbadIncficators �� ° Actual Fstirnated Pro'ected Prc�"ected ' �Are�(��'��ft.}S' ,�`' edlMaintai�r�ed 570,347 702,797 '702,'797 702,797 Nu �'�ofBuildin�s 43 84 84 84 � erofContracts Administered 52 53 53 53 8-11 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Unmet Needs Parks Maintenance The Parks Maintenance Division has the following unmet needs in the coming budget cycle: Cavital Outlav The Division has identified the following Capital Outiay needs which must be addressed funds permitting: �� } k } � ��Unmet Needs �� ' , � � �� Dr.Martin Luther King JY � �S CJ 0,000 Thc Ccntcr empowers disadvantaged and at-riskyouYh Yhrough programs�that cultivate moral,emotional,and intellectual development.In a supportiu�� environment,youth can develop skill sets,connect with new Education�i and � reereational opportunities,and forge a better sense of self.The Center offers � academic enrichmentprograms,such as S.T.E.A.M(Seience,'I`echnolo�y Engineering,Art and Mathematics),Positivaly Girls Club anti�King's Brt�therhood, �� Kid's Night,and Outdoor Education programs.The Center is�a pl�ce where ybuth can devclop thcir sclf-estecm and personal interests and participate in � entrepreneurship,community scrvice,and anviranmcntal stevt�ardship: �� Funding is necessary to provide interior and e�terior improvern�:nts to the Dr. MLK Jr Center. The Center is showing all its �5�ears of wear.I'�ew flooring, painting,and limited remodel work for t�te 1`brary��nd office will�provide an updated look and feel to the builclang.The e�erior tre�t�rits are intended to funnelvisitors through one entry,create�ha�ed outdoorprogramareas,and an aesthetic upgrade to welcome families iri a way that does not communicate "project" orpoverty.The'�ity ha�set aside some funds for the work,but more will be needed to complete tha fu11 vision of the p�oject. NeighhoYhood Park Playgrt�und Replace�ent($210,000) Cascade Pa�`�Playgr�und 60,000 Bob White Par�Playgr6und ' � 45,000 Jump River Pla��round 45,000 Magnolia Pafk I'laygro�nd 60,000 Bon�yview Bnat Rainp Cameras �"� � Caz�ra systetitis eompletely defunct and needs complete replacement. 20,000 �� Total $ 840,000 8-12 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Buildin�Maintenance The Building Maintenance Division has the following unmet needs in the coming budget cycle: Unmet N�ecis In arder to maintain City facilities,it is necessary to perFonn preventative maintenance. Due to lack of funding the necessary maintenance is not being done. Def'erred maintenance for all City facilities: City Hall($895,000) Flooring in rEmaining areas /, � $ 750,000 Interiorpainting and replace wallcovering. � 100,000 Remodel ofPolice Investigations and Brandy Creek conference rooms.Ne��ll 45,000 �� Old City Hall($100,000) � Replace Flooring 100,000 Redding Civic Auditorium($2,410,000) Replace HVAC system � 1,500,000 Repair/sealparkin�lot at Redding Civic Auditorium � 400,000 Lower Window Replacement 400,000 Repair boat ramp retroom at the Redding Civic Auditorium 110,000 Miscellaneous Locations($2,270,000) E�erior painting for various City facilities� 50,000 Waterheaterreplacements atvarit�us City faci�ities 20,000 Replace Change House at Redding A"c��arzc Center '750,000 Install a modular Recreati�n 1�bo�at Ente�p,rise Park 300,000 Replace I-�VAC at multi�l��City faciliti�s � � 400,000 Replace lighting contrQls at multiple buildings 500,000 Replace four(4)fire static�n generators ' 250,000 Total $ 5,675,000 /' /� , 8-13 % This page left intentionally blank. � / j /� ; 8-14 v � a u ^'- �� o O v � � cry tp N = � .0 = � � � O � � _ Q1 O L N �� in u .'^ on ? n a � `o � a v aF- 4Q c Q z v � � W � � � a a �n n � O c.J a� � c � � � '� aa c � - v � � Qs U U o V ? 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Q � � � v1 O U1 n- N � > N � / A Q1 a-' Up C G t6 � � � � � � � � G E +, � C G O � � � /� N G � � � � Q � � � fl- '6 O � � � " O y � N C Q1 �, v , � Ct !a > � tn � a � � � V a a � � � � ? � � � � � c o � � c �n Q� `� � � � Q � O Q C v �o a a a 0 �, a� V � �J ; C ?� Q1 C C N C .-�a� pp N N cn f6 � �C 25 d d � .V � � � � N N q� C N f�6 � � .0 � Q. v a O � O � 4 I- �o U 9a w �n N fl. p�p � e( 4 N c.' c p- O � '� O C v � fD > a. � 0 This page left intentionally blanlc. � � j: / j /� : C-2 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 DEVELOPMENT SERVICES Expenditure Comparisons (In Thousands)�' � % $4,000 - - - - - - - - /„ $3,000 '�� ■FY 2021-22 Actual ■FY 2022-23 Adoptcd $2,000 oFY zozz-zs amenaea ■FY 2023-24 Adopted ■FY 2024-25 Adoptcd ,,� �ry hv, �l 1�000 �O P�atu3in�� Buildin�,- � CodeEnforcement PermitCenter �i, %�: /� ; C-3 This page left intentionally blanlc. � � j: / j /� : C-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 DEVELOPMENT SERVICES DEPARTIYIENT Overview The Development Services Department consists of the Building Division, Code Enforcement Division, Permit Center Division, and the Planning Division. The Department administers development impact fee programs, provides long-range planning, reviews entitlements, processes building and planning permit applications, provides plan and map review, issues permits for buildings and infrastructure improvements, conducts building inspections, and enforces the Redding Municipal Code through responding to complaints, conducting inspections, and issuing citations and/or compliance orders. �° �� FY 2021-22 FY 2022-23' FY 2U22-23 �'Y 2023-24 Increase �°`�� 2024-25 , � Increase Description ' Actual Adc�pted ' Amended* Adopted '(Decrease} � � �ted ��(l�ecrease) ; P�anning ��, ' $1,664,813 $2,124,780 $2,971,150 $2,326,750 $ (6�4,�fl0) $ 2;�25,370: '$ (101,380) Buitdin �'� �� 2,020,655 2,261,310 2,677,270 2,536,110 �141,160) ��;� �� 2,65'�,�80� 121,770 �c�deEnfprcemenf 750,741 847,310 944,640 629,450 31�,19�t � ��i72,890 43,440 PermitCenter 734,038 772,430 785,130 665,010 `(120,1�{�) , �658,500 (6,510) TOTAL �� '�� $5,170,247 $6,005,830 $7,378,190 $6,157,320 $ �: � 1,220;$70 $ 6,214,640 $ 57,320 *Excluded carryover amounts The following table displays how the De�artrnent's budg�t' is broken down between the major expenditure groups. The 2022-23 amended�mo�nts'��clude carryovers. � � � �� ,`�, �� Mate�'ials, ` ` �� Supplies& C�pitai I�ebt �� I7it�ision �� `�, son� c �� Seruices �utlay Seruice 'Tot�l ' FY 2024-25 Adopted $ I,755,Ot}0 $ 470,370 $ - $ - $ 2,225,370 p�� FY 2023-24 Ado tee� $ 1,$90,770 $ 435,980 $ - $ - $ 2,326,750 '�� FY2022-23�nended , $ 1,�61,850 $ 450,140 $ 959,]60 $ - $ 2,971,150 �� FY 2021-2Z Actual � $ �� 1�,060,355 $ 432,675 $ 171,783 $ - $ 1,664,�13 ' FY�(?24-25 Ada 'ted 2,223,170 434,710 - - 2,657,880 ��g FY 2�23-24 Adcrpt�tl 2,076,660 459,450 - - 2,536,110 ��'Y 202�23�Amended 2,040,700 508,040 128,530 - 2,677,270 �� FY 2021-22'Actual 1,548,338 445,042 27,275 - 2,020,655 �,�� FY 2024-25 Ad€��5ted 580,790 92,100 - - 672,890 �� '2023-24 Adopted 537,780 91,670 - - 629,450 ��p�� , FY 2022-23 Amended 702,620 145,480 96,540 - 944,640 '�� 'I'2021-22 Actual 628,221 122,520 - - 750,741 FY"2024-25 Ado ted 532,770 125,730 - - 658,500 �,�� FY 2023-24 Ado ted 526,850 138,160 - - 665,010 'FY 2022-23 Amended 651,270 133,860 - - 785,130 �� FY 2021-22 Actual 604,923 116,615 12,500 734,038 'FY 2024-25 Adopted $ 5,091,730 $ 1,122,910 $ - $ - $ 6,214,640 Total �� FY 2023-24 Ado ted $ 5,032,060 $ 1,125,260 $ - $ - $ 6,157,320 '�� FY 2022-23 Amended $ 4,956,440 $ 1,237,520 $ 1,184,230 $ - $ 7,378,190 �� FY 2021-22 Actual $ 3,841,837 $ 1,116,852 $ 211,558 $ - $ S,170,247 C-5 CITY OF REDDING BIENNIAL BllDGET FISCAL YEARS ENDING JLTNE 30,2024 AND 2025 Planning Division The Planning Division has primary responsibility for zoning and land use permits, as well as long range community planning efforts, and local administration of state environmental review laws. These activities include but are not limited to review and coordination of public and private development proposals such as subdivisions, use permits, site development permits, variances, General Plan amendments, rezoning applications, and a variety of other land use and development entitlements. Other essential �unctions of the Division are to provide the public with information and guidance concerning land development proposals, General Plan policies, zoning regulations, floodplain administration, general property in�ormation, and demographic trends. Buildin�Division The Building Division ensures that buildings constructed in the City a��safe for p�c�ple tci�occupy, and administers a building permitting process that is thorough, customer friendly, �nd effici�nt. The Building Division is responsible for ensuring the built environment complies wit��st�te'mand�ted codes and other regulations by performing plan review, issuing building permit�,.cc�nducti�� butlding inspections, and issuing certificates of occupancy. Code Enforcement Towards the end of the 2022 calendar year, Develc��iment Ser�ices assumed responsibility over the Code Enforcement Division. The primary goal of the Cc�de Enforcern�nt Division is to improve the quality of life of the residents of the City of Redding b� enf�i�cing the municipal code in order to protect public health and safety. This includes but is nat�limited to�the re�mt�val of blight, abatement of illegal camping activities, correcting building and zonin� cod� violations, regulation of the legal cannabis industry, enforcement action against unlawful ca�na�is cultivation, and regulation of the short-term rental industry. The Code Enforceme�� U��vision r�gulates by means of civil, administrative, and criminal remedies. Permit Center Divisiou � % . The Permit Center��visio� is the first point o�contact to the public and is critical to the success of the department by providing ef�ici�n� ��d courteous service. In addition to the issuance of over-the-counter permits, the F�rimit C�nter also coordinates services between members of the public and the Planning Division, ��iilding Divlsi�n, the Public Works Department, Redding Electric Utility, the Fire Departmenty as w�l� as other City departments and outside agencies, such as school districts and county government. Tl�e�Permit Center's focus is to make the client's experience as efficient and convenient as possible. C-6 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Personnel The following table displays total personnel assigned by division within the Development Services Department: l�escription �'Y2�21-22 �'Y2022-23 FY2022-23 F"Y2023-24 Ir►crease �Y2,024-25 Increase Actual A�c� ted' Arnended Adc� ted ecrease Ado ted (Decrease ' F/T 12.00 12.00 13.00 13.00 - 12.00 (1.00) Planning P!T* 0.48 0.48 096 096 - - (096) Total 12.48 12.48 1396 1396 - 12.00 (1.9� F/T 12.00 12.00 15.00 14.00 (1.00) 14.00 - Building P/T** 0.44 0.96 0.48 - (0.48� - - '� Total 12.44 12.96 15.48 14.00 (1�4$) 14.{�1� - F/T 5.00 5.00 6.00 6.00 6.0� - ��C�de Enforcerrient PlT - 0.48 0.48 0.48 / �" - 0.48 �� _ ' Total 5.00 5.48 6.48 6.48 - 6.48 - F/T 6.00 5.00 4.00 �4.t�0 - 4.00 - Perrrrit Center ' P/T - - 0.48 0.4$ - 0.48 - ` Total 6.00 5.00 4.48 4.48 4.48 - �� F/T 35.00 34.00 38.Q�� 37.�? �� 1�.t�0) 36.00 (1.00) ��Total �� PlT 0.92 1.92 2.�� I.92 �(0.48) 0.96 (0.96) `� Total 35.92 35.92 40.40 �� 3892 � (1.48) 36.96 (1.9� Si�nificant Issues / Planning Division Several large, long-range plannin� projects.�eed tt� be completed, including updates to the General Plan, the Redding Riverfront Specific Pla�i,�and the Oasis Road Specific Plan. The update to the General Plan is nearing completion, the update to the Redding Riverfrc�nt Specific Plan has just begun, and the update to the Oasis Road Specific Plan has not been s�arted. �ecruit��r�t for experienced, senior-level planners has been very difficult, and these projects requireF that le�u�l of��st�ff��xperience. Fortunately, a eonsultant has been hired to update the Redding Riverfront Specific Pian, but a Principal or Senior Planner is still needed to help manage the project on behalf of the City. C�her issues facir�g the division incl�ude training new staff in FEMA floodplain, CEQA, and Subdivision IV��p A�t, str��mlining and improving implementation of the short-term rental ordinance, reviewing and updatir��the sign��ordina�ce, and digitization of archived microfiche records. Buildin�I�i�vi��on Electronic submitt�l,�plan review, and issuance of building permits is becoming a more significant and pressing issue. Not only is the state beginning to mandate this for some permit types (e.g. solar, electrie vehiele charging, residential single family), but customers are beginning to expect it. The transition from paper to fully electronic services will be an issue facing the division for years to come as staff works to configure software and electronic plan review tools properly, as we11 as provide training and outreach to customers. Other issues facing the division inelude updating eustomer facing materials and website, training new staff and maintaining ICC certifications, implementing the new 2022 California Building Code, specificaily the energy code requirements, and digitization of archived microfilm and microfiche records. C-7 CITY OP REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Code Enforcement Division As the Code Enforcement Division has grown and increased enforcement efforts, the community is becoming more aware and thus the frequency of complaints and inquiries from the public is increasing. Accordingly, tl�is results in more cases for the division to handle, and results in tremendous work load for division staff. In addition, other issues include aging housing stock which will likely result in increased case load of substandard and blighted properties, illegal camping activities, and continued cannabis permitting and enforcement. With increased staffing and activity, the Administrative Hearings Board is meeting more regularly and for longer amounts of time,which places more of a burden on volunteer board members. Permit Center Division As public mass shootings become more and more prevalent, staff is becoming incre�si�agly aware�t��the Permit Center's security vulnerabilities. The Permit Center is not secure,with open acGess"for the�ublic to enter through the permit counter and back to the hallway and staff offices. This is a signifieant issue anc7'c�ne th�t will begin to be addressed during this budget cycle. Initial security upgrades can be acc�mplished tivith lirni"ted funding, but a more robust and comprehensive update to secure Permit Center will require i`�lctre�zgnifican��unding allocation in future budgets. Additional significant issues facing the Permit Center�nclude transitioni�g�the business model to online appointments and web-based queueing, updating customer facing materials arid vvebsite, training new staff and onboarding a new Permit Center Supervisor, and finishing stxftware�c�sn��uration to streamline credit card payment processing. "� �� Workload Indicators and Performance Measures Plannin�Division / �` ` �� FY 2021-22 FY 202�-Z1* FY 2�21-22 FY 2(3�2-23 Development Applicati � Rec�ived '� �� :� �� Actual Annualized '�� P��'ecteci�' Pro'ected �� 259 224 231 235 Site�evela ment P�rrnit ' � t7se Permit �� `� � '�,�� 3 7 8 8 Parcel Ma "�" { F` � 11 8 7 7 Subdiuision �`�� `� ��'��,`�Y 2 3 2 2 Planned I?evelo �` �`�� . �'�� 1 1 2 2 Rezbnin ��`' " ;`�� 1 4 4 4 Cr�neral Pla� ` en �t ' �� 2 0 2 2 All(}thers w 112 104 110 110 '�(�TAL '�� , °�� 391 351 366 370 *Annualized Through Apri12023 C-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Buildin� Division �Y 2021-22 FY 2ti22-2� ' 2�23-24 Descriptian Actual Estimated Projected 2�24-25 Projected' New Single Family(#of ui�its) 144 179 172 169 New Sim�1e�amil�(ualuatiian) �� $ 45,681,454 $ 49,391,883 $ 50,388,869 $ 49,699,587 New Multiple Farnily(#of units} 49 60 58 57 N�w Mul�ipl�Family(valuati�n) ; �� $ 8,411,652 $ 7,619,9�0 $ 8,496,765 $ 8,380,536 1�Tew Cc�mmercial(#of buk�dings) , 35 30 35 34 New Commercial(ualuaticin) �� $ 45,844,202 $ 47,304,590 $ � '49,�6$;860 $ 48,693,531 I�em�dels and Repairs(�aluation} '��, �� $ 6,346,529 $ 6,839,125, �$ � 20,594,0�2 �.$ 20,050,253 Other(valuati�rn) ! �� $ 34,295,694 $ 42,869,61,7 $� � 43,590,863. '-$ 41,258,360 ,,, , �� TUTAL ' ' $ 140,579,531 $ 154,Q��,Y95 $ 17�,439,389�� $ 168,082,267 �i; 1'EIZMIT PIZC7C�SSII�ICJ 4AI.,S* �"�`��;``, �ti� �� '� �° �� Wo 'n �to Reuiew Maximum ,�� Target alo � � ��. �� F�euiew'Fime Pian Type ��` � ° -23 2023-24 2024-25'' Success Rate �}a s CammerciallMultiple F'amily- � �'�New Buildings�nd AddiUons �°��; ��' 20 20 20 75 35 ��`° � U�� Correction��c�r�N w Bu lidingslAdd ic�ns ��``�� ' �Y�� 10 10 10 75 20 �ommereial-Tenant ImprovementlRern�de ; ��'�� `' �' 10 10 10 75 20 Commercial-Resubmit��rrrection$ �� '`�. � �� for Tenant ImpravementfTtemQdel � '�� `� '�� 5 5 5 75 15 S>ingle�`amily D�veiling(�on�entional}�;' '�� o, �� 10 10 10 75 20 Sing;le Family Dweiling(E; �`> � ��a`� 15 15 15 75 20 „ ,,�, Residential Res�bmit fo rrectio ,� 5 5 5 75 15 ��. �� Misc�llaneous Pertnits ��"�� Qualifyi�g fnx ��, ` Re 0-1 0-1 0-1 75 2 Miscellaneo .�rm�ts ,. �� `� ��n�t Qua11 for ',�"ess Revie'�� 5 5 5 75 10 INSPECTIdN' �`S Tnspections made '' �' 24 hours of request(°/u) 100 100 100 100 48 hrs. *Actual processing tim�s wi11 vary with workload. C-9 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Permit Center Division FY�021-22 ' F'�2�22-23 2023-24 2022-23 ' Description Actual Ar�nualized* Projected Prajected ' Plans Submitted for Reuiew 1,773 1,358 1,200 1,150 C�ver-th�-CQunt�r Permits Pr�cessed 3,036 4,003 3,900 3,800 'Total Permifs Issued 4,693 4,286 4,100 4,000 'T�ta1 Number ofIns ections 17,281 15,937 15,500 15,000 A�erage Tns ectiansll7ay , 69 64 62 , 60 *Annualized Through Apri12023 , Unmet Needs Electronic Imaging ($100,000). The department has approximately 2.1�� mi�lion rnicrofiche�images in dire need of digitization. Obtaining a microfiche imaging scanner will decrease the tim�frame ��t will take to digitize these permanent records. The microfiche and microfilm permanent rec�r�s �tintin��s to� decline in quality, become damaged, and are misplaced and/or lost over time. City Gou�cil has approvetl a clerk position to help in this effort(as we11 as other duties),but the equipment is now needed'tc�perform th��task. (Total I�nmet Needs for�the Department$1,550,000) �7nrnet Needs' �� ,�.°� � �� Eleetronie Imaging Seanner 100,000 Total Unmet Needs for the Departfa�i�nt �� $ 100,000 /� ; C-10 � � Y O p.4 T. y Y� �.:d � p.. � ��' �'�� C. C.'... �.:� ; .�.�:: .. �' ��.: �:. F�i ��: $u �, �` E V m o�y �' = N, �.� u �°� � _ 6 _ � _ # �^ E �i � � � � '3�`�` p ¢`"w °� .� �s � . �'� � ° \ $m •� � 'L'i�w � - ._. ___ ___.._ H.„ � � ` �"o „ � m Q � W o . a � '° �� . � 0 . ¢' � � � u > u v' ,��, '> � `o c = w .. io '�� W �n _ 3 a � m � � V � � C / �� & � � '.}` � .,_�� . ,___..____,__" �� . W m : N M C C �y � N � G a C C N � ..._. � �.�, a � ..� v � a� 3 � S c a° s a`� c�o� � �� ,. ::'��, '. c �. i"�r... 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'„' ,�t,Y : ', ,, w ',.,. ,"' � , , .. . � ._._ . .._______.� _ .. , � ' � .�u , . � ��yn, ,��.�^ ,,;� , 2' '�Fy ,-I � , �, ��,. � ;C I C' �'� � ,� m;, .� a � � .� �� ; �� , �� , , �� , �� .� .� , � � �, � Y � , � � ; � ! ; i u .� �� ; � � � � � � � �� a �� , � � �� t �� G� � ��a �� ,, " ; ��: - U�_._°v�� _�� D-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2022 AND 2023 ELECTRIC UTILITY DEPARTMENT (REU) Expenditure Comparisons (In Thousands) � � $180,000 /, ' $160,000 $140,000 $120,000 �� •FY aoai-zz A��l $100,000 •FYzoaz-a3 aaopc�a ❑FY 2022-23 Amended $g�,�� ■FY 2023-24 Adopted $60,000 �� ■FY 2oz4-zs aa��r�a $40,000 $20,000 $0 'ti i� El�ctric C"t��tomer Sero Field Serv /� ; D-9 This page left intentionally blanlc. � � � / j /� : D-10 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 ELECTRIC UTILITY DEPARTMENT (REU) Overview The Redding Electric Utility Department (REU) is a community-owned utility that provides safe, reliable, and affordable electricity to approximately 45,000 residential and commercial customers within the City of Redding. The department's primary functions are Generation and Distribution, Customer Service, and Field Services. The key objectives shaping Electric's budget development for fiscal years 2023-24 (FY24) and�(?24-25 (FY25) are to maximize reliability, mitigate risk, meet regulatory requirements, and maintai�i affordable��rat�s. Limiting the expense growth, staying within the current 5-year forecast, and engaging cust�mer� in developing solutions for major issues are also key components. i, The following table distinguishes budget categories according to primary��unctions, that i,s, El�ectric Generation and Distribution, Customer Service, and Field Services, and aggre�ates capital� spending funded by special financing services: FY 2021-22 �'Y 2022-23 FY 2422-23 �'Y �'�` In� 'as e FY 2(�24-25 Increas e ' I)escription �� 'Actual Adopted Amend�d* opteti ease) Adopted'' ecrease} Electnc ' $167,150,608 $132,647,070 $142,679,�0 $ 160,�9�,16(l :�l$,213,520 $169,547,335 $8,654,175 Cust�me�r�ervice 6,793,863 7,763,�30 �,801,850 9,1�r��'760 1,361,910 8,830,540 (333,220) �`iel�l Set�ices 2,335,]45 2,308,340 _, 2,389;�$0 2,74�;720 356,140 2,697,430 (48,290) TOTAL � ; $ 176,279,616 $142,719,140� $1��,$71,0'�U $172;$02,640 $19>931,570 $181,075,305 $8,272,665 * Excluded carryover amounts Every stride is made to contain costs while �a�iiig�external challenges of higher prices for natural gas due to global confliet, inflation, and high �eman�: Addifionally, for repair and replacement of aging and eritical utility infrastructure and to maintain utility financial healt�i, as we11 as public health and safety, the following rate adjustments are included in the L�tility's five-y��r plan: I�ate Adjustments ��`��h � �� FY 2021-22 FY 2022-23 FY 2�23-24 FY 2�2�-25 �� ,.�� ' Actua ; Actual Actual Financial Plan Fi�anciai Plan 202�Fin1�Ci�1 Pl�n � .�' �� =; fl.00% 2.00% 2.00% 4.00% 4.00% G 20�1 Fin��tGi31 �;�`a � � � 0.00% 2.00% 2.00% 2.00% 2.00% D-11 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following table displays how the Department's budget is separated into the major expenditure groups: Materials, Supplies& Capital D�bt Diuisic�n Persant�el Services (Jutla Service Tc�ta1 ��FY 2024-25 Ado ted � $37,296,080 $ 91,153,455 $26,695,780 $ 14,402,020� $ 169,547,335 ��r�� , '��FY 2023-24 Ado ted $39,079,040 $ 89,787,320 $17,625,780 $ 14,401,020 $ 160,893,160 '�FY 2022-23 Amended $33,789,410 $ 84,357,000 $10,126,210 $14,407,020 $ 142,679,640 ��'FY 2021-22 Actual $31,159,294 $ 108,639,141 $ 14,467,688 $ 12,$84�485 $ 167,150,60� �FY 2024-25 Ado ted 3,717,160 5,113,380 - �� ` - 8,830,540 �u�#��,�� FY 2023-24 Adoptcd 3,959,990 5,203,770 - � - 9,163,760 ��'��FY 2022-23 Amended 3,287,320 4,514,530 - - � 7,801,850 ''FY 2021-22 Actual 2,705,547 4,088,316 - - ' 6,793,863 `��FY 2024-25 Ado ted 2,409,990 287,440 � � °� - - �"'�� 2,697,430 Fie1d Ser�ices ��FY 2023-24 Ado ted 2,439,720 306,000 - 2,745,720 ��FY 2022-23 Amended 2,095,310 294,2�0 - - 2,389,580 ��FY 2021-22 Actual 1,913,943 416,'9t73 '� 4,499 - 2,335,145 FY 2024-25 Ado ted $43,423,230 $ 96,554,275 $2f',695,7$t} $14,402,020 $ 181,075,305 ,�� FY 2023-24 Ado ted $45,478,750 $ 95,297,��1 �$ 17,62�;,780 $14,401,020 $ 172,802,640 '��FY 2022-23 Amended $39,172,040 $ $9,,165,800 $ 10,126,210 $14,407,020 $ 152,871,070 '��''FY 2021-22 Actual $35,778,78?� $ 113,14�16� $1�,472,187 �12,884,485 $ 176,279,616 Key elements of the budget are described in the following paragraphs, includin� personnel, operation and maintenance, debt service, revenue and bond fu�ttieci capatal outlay,major plant maintenance, and rolling stock replacement. Si�ni�cant Issues Leadership continues to prioritize�nd manage��the��frr7lowing diff'icult and possibly costly issues as identified in the 2023-2028 Strategie Plan: wild�'ire mitigation;:an aging distribution system; distribution system modernization; renewable standaxds; increased pr�ssure and regulations from multiple industry-related agencies; and attracting, developing, and retainin�a q�alifi�d workf�rce�. While the Utility is �not re,questi�g additional positions, successfully replacing and modernizing an aging distribution system is e�pe�ted to require the use of contract line crews for several years. These costs are included in the Utility'��Capital Out�a�request as the Overhead/Underground Infrastructure project. Pe�sonnel � � The proposed bucl�et does not request any new positions. Leadership will continue to look for opportunities to optimize staffing anci save budget dollars. Electric personnel costs are up 16.3% in FY24 and down 4.2% in FY25, mainly due to changes in Ca1PERS calculations. Full-time equivalent totals calculated for Electrie's full- time,part-tiine, and total staffing levels for FY 2021-22 through FY 2024-25 are as follows: D-12 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 FY ZU�1-22 FY 2022-23 FY 2�22-23 FY 2023-�4 Increase FY 2024-25 ' Increase ' Uescriptic�n Actua] Adopted Arnended ;Adopted (Decrease) Adopted (I7ecrease)�; F/T 162.00 152.00 162.00 162.00 - 162.00 - Electric ' P/T - - - - - - - "'� Total 162.00 152.00 162.00 162.00 - 162.00 - F/T 22.00 22.00 22.00 22.00 - 22.00 - Custc�m�r Seruice' P!T 1.00 1.00 1.00 1.00 - 1.00 - '� Total 23.00 23.00 23.00 23.00 - 23.00 - F/T 15.00 15.00 15.00 15.00 15.00 - �'ield Services P/T 2.00 2.00 2.00 2.00 2.00 - Total 17.00 17.00 17.00 17.00 ` 17.00 - FlT 199.00 189.00 199.00 199.00 ��,, 1�9?00 - Totals �� PlT 3.00 3.00 3.00 3.�(�� - � 3�.00 - '�� To�al 202.00 192.00 202.00 2��;�0 � - � 202.00 - Oper�ation and 1Ylaintenance Operation and Maintenance (O&M) expenses are group�d i�tc� two categ�t�ies: (l) Specific O&M expenses (Operating Materials), which include the cost of power, and (2) Interd�sartmental Charges. Interdepartmental Charges inelude fixed eharges from other department�; including E�eetrie's portion of the General Fund Cost Allocation, in-lieu fees, and rent for the Corporation Yar'�. Operating I�Iaterials expenses are requested to increase by $14.8 million (17.5%) for FY24, followed b�a Sranall��increase c��$1.7 million (1.7%) for FY25 primarily due to increased power supply costs. O&M alsci includ�s proposed Vfunding for positions in the Fire and Parks Departments of approximately$2.7 million�,per year�for wildfire mitigation. ,; Power supply costs primarily drive��erati�g materials expenses. The Electric Department has entered a window of a relatively stable resource portfolio, prirnarily dri�en by heavy investment in resouree planning. However, a reduction in hydro deliveries has been budgetedbased on current policy and operational cl�anges. The benefits of joining the Energy Imbalance Market (Spring' 2021) have increased wholesale activity. Increased wholesale activity may inerease su�ply ct�st,wxth a pQsi�i�e net result for the benefit of our customers. For the most part, increases i�Irit�rdep�rtmental Charges in the first year of the proposed budget-up $1,396,000 (10.2%) are�rimarily�due�to a $l,(�24,000 increase in Eleetric's payment-in-lieu-of-tax to the General Fund. For the seeof�c� year of tl�� budget request, Interdepartmental Charges are set to decrease $1,098,000 (-'7.2%) primarily due�to a$656,000 decrease in Electric's payment-in-lieu-of-tax to the General Fund. Debt Service The Eleetrie Utility Debt Service budget requests $14.4 million in FY24 and $14.4 million in FY25. For FY23 to FY25, Debt Service has stayed flat. Leadership is exploring options to maximize the cost-effectiveness of future investment in aging infrastructure and may return to Council with additional recommendations related to financing options. D-13 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Canital Outlay The table below presents the components of the revenue-funded Capital Outlay requests far FY24 and FY25 compared with the actual FY22 expenditures and the adopted and amended FY23 Budget (excluding carry-over amounts). FY 2t��-�2 �Y��}22�23 FY�U22-23 FY�U�3-24 Increase FY 2�24-�5 Ittcrease L7�scri�rtic�n Actual Ad� tec� ' Ame�ded Ado ted (1�ecrease Ado ted+ (l�ecreas� ' General System ' Improvetments ? $ 5,883,678 $ 5,850,000 $ 6,825,000 $ 6,585,000 $ (240,000) $ ;6�585,000 $ - Prc�a�cts,�r�grams,& / E uipm�it and�"u�'ni�hings� �� ,588,507 - 3,301,210 9,040,780 5,73Q,570� �� 19,520,780 �` 10,480,000 �c�nd�'u��lecl - - - - - - T'�t�l��pita�(�utl�y � � �� $ 14,472,185 $ 5,850,000 $ 10,126,210 $ 15,625,780 �� 5,499,�7U $26,105�'1$0 $ 10,480,000 '� %: � Most capital outlay requests are for Projects, Programs, Equipment, �nd �'tt�ishings. General System Improvements consist of costs that inelude the annual reeurring ��pe�ditt�res �`�x installing faeilities required to provide reliable electric service to new customers/development and maintain reliable electric service to existing customers. Electric crews and contractors insta�l the faciliti�s, ; including transformers, poles, overheadlunderground conduetors, trenching, eondliit, vaults;� etc.� �This budget cyele emphasizes overhead/underground infrastructure, substation secutrity, and R1VII metering projects. As General System Improvements, Projects, and Programs are on "e�,isting �acilities of�,n invastor and publicly owned utilities used to provide eleetrie power, natural gas, sewe��ge�, i�r oth� �au�lic utility services," these types of projects are exempt from review under the California E�vironmental Quality Act(CEQA) guidelines Section 15301. „ General System Improvements include th� continuation of REU's meter modernization effort of approximately $500,000 per year due to the age t�f the utility's rnechanical meters. For residential meters, the program includes the replacement of inechanical rneters, an inspection of multi-unit services, and the identification of substandard services. For commercial-type services, the program includes the replacement of the meehanical meters, testing of the existing digital meters, �d inspection of£�cilities. The capital items for projects��id�rograms are as follows: �'Y2� �C�verheacllUndergroundlnfrastructure $ 5,100,000 � Substation�Security $ 2,000,000 � RMI Metcring Projcct-Phasc II $ 1,595,800 Substation Circuit Switchers and Volt/Var Optiini�.ation $ 800,000 � �Fower Plant Renovation/Maintenance $ 370,000 FY25 Overhead/Underground Infrastructure $ 10,200,000 Power Plant Renovation $ 2,750,000 RMI Metering Project-Phase II $ 1,595,800 Volt/Var Optimization $ 1,200,000 Substation Security/Corporation Yard Upgrade $ 840,000 PowerPlant Whiskeytown Relicensing $ 575,000 The Utility anticipates that most of these projects, ineluding General System Improvements, will be bond-funded. D-14 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Maior Maintenance and Rollin�Stock Funds In addition to the regular Capital Outlay Budget is a "Special Purpose Fund" for the periodic major maintenance of the Electric Utility's power generating equipment (Major Maintenance Fund). The amount added to this fund each year should be sufficient to ensure a balanced 10-year inaintenance plan. Maintenance is budgeted in the fund and ultiinately expensed during the year the work is completed. The adopted FY23 funding amount for Major Maintenance was $1.4 million. The budget proposal needed to maintain adequate funding is $1.6 million for FY24 and$1.6 million for FY25. The Major Maintenance Fund is for major expenditures of a periodic nature based o��the we�`��the generating units accumulate due to their use. The expense does not fit the normal Operations &IVlaintenance b�dget due to its periodic and sometimes unpredictable nature. From a risk management perspective, it�is prudent u#�lity practice to foliow manufacturers' maintenance guidelines to ensure the continued, reli�ble opera�ion of;tk�e generating units. Lack of adherence to preventive and periodic maintenance schedules cc�uld result in catastr�phic failure of a generator,resulting in millions of additional dollars in repair costs and repl�ce�nent�awer purcl�ases. The Rolling Stock Repiacement Fund is functionally similar to th� Pov�eT Plant Majo�'�Maintenance Fund. The adopted FY23 funding amount for the Rolling Stock Replaceme�t Fund was $1,0�£�,000. The budget proposal needed to maintain adequate funding is $1,100,000 annually far FY�4�and F.Y25�. The inerease is primarily attributable to higher-than-projected inflation in the auto and e�ectric equipment sectors. The Rolling Stock Replacement Fund for Field Servic�s��requests i��reased��from $50,000 in FY23 to $55,000 in FY24 and$55,000 in FY25. The increase is primarily c�ue to higher t�an projected replacement costs of trucks. For the Rolling Stock Replacement Fund ret��uest, the ��e�tri� Utility has a demonstrated need for scheduled periodic replacement and upgrade of heavy rolling stock, such�as line trucks, and vehicles, such as sedans and light trucks trailers. Fleet maintenance concuz`renc� of need has been provided as appropriate. The Rolling Stock Replacement Fund should be maintai�ed;as indicated based on the demonstrated and projected needs of the Utility. Electric is not requesting any ne��ehicles duri�ig this budget cycle. Public Senefits P�v�ram (�023 2025) Electric's Public`�enefit� Prograin has been successful and well-received in the Redding community since its inception. The Publi� Ben��ts Program provides financial incentives, support in four areas of electric utility operation,�nd functions as mandated by state law: • Demand-�side Management(energy efficiency and carbon reduction) • Low-incoirt�assistance • Research,Development and Demonstration(RD&D) of emerging electric technologies • Demand-side renewable resource development The budget year ending June 2022 applied only 9% of PBP funds to Demand-side management project expenses. The projects included commercial rebates to commercial and residential customers for energy-efficient upgrades. Low-income assistance spending (through the CARES program and Residential Energy Discounts) was the largest area of the Public Benefits Program expendit�ures at 87%. This amount is projected to be nearly $2 million in FY23. In prior fiscal years,low-ineome assistanee was the focus due to the impaet of COVTD-19. Existing RD&D projects have most recently been focused on community outreach and ed'ucation. These Public D-15 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Benefits Programs will continue to provide wide-ranging benefits for the Redding community and customers. The following summarizes the components of the expected FY23 expenditures and the adopted FY24 and FY25 expenditures for continuing the Public Benefits Program. The expenditures are based on 2.85 percent of forecasted retail revenue in the future fiscal years, less approximately $500,000 per year to repay reserves related to increased COVID-19 efforts. Public Bene�ts Program Estim�ted Adopted Adopted I+Y 2�2�-23 '�'Y 2023-24 FY 2024-25 Ener Efficienc' t£< , Project Expenses $ ' ��O�OOU $ ,z,r��,�t��.,,€�„$ 733,OOt� Project�x enses 1,9b0;000 , ;�' 2,400,400 '`,tt}r:,, 2,40{1,000 �tes+�arch,Develo` ment 8z Demonstratian � `.,��r« � � ` '� ��I1CW&�J��£S�UPC�S "� ,��,,,� si�,,;ir ',.�,.»r� PrQJeCt EX�7eIISeS ' - TOTAL PBP Char es $ 2>� „ , 00 „ ` "'" 3,104,0�� $ 3,133,�00 �� ,�z� ,'� ��n3;,. � zr . . . . . . . ,.�;+„a,,�, , .�.rF.'�, . ��.�%` . . j /� ; D-16 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Five-Year FinanciaZ PZan (2023-2028) The Electric Utility's financial plan for the current year and the subsequent five years is summarized in the table below. Fiscal Years Ending�Tune 30 , FI�E-YEAR FINANCIAL PLAN 2023 2024 2025 2U26 2Q27 202$ Electric t7tiiity Fund Beginning Balance($Mil) ' $ 44.9 $ 51.0 $ 30.8 $ 69.6 $ 49.2 $ 33.3 RSteAdjustments 2.0% 4.0% 4.0% 4.0%. 2.0% 2.0% Itevenues($Mil) ��Retail Electric Sales 129.0 126.4 131.4 ��'13'7.2 143.�: 148.6 Wholesale E�ect�ic Sa1e�''�� 26.0 153 13.5 14,� . 13.4 ' 14.1 Miscellanet�us Incc�me 8.5 8.5 8.5 8.6 , 8:8 8.9 Tc�tal 163.5 150.2 15�:4 159.9 -166.2 171.6 t)perating Expenses($Mil} 1'ower Supply ', 92.2 73.7 75.5 77.2 ' 80.0 82.4 ;System Administratitin ' 22.2 26�� 26.7 25.1 25.6 26.1 Transmrssian&Distributit�n 23.6 28.i 27�3 27.9 28.4 29.0 �� TcrCal ''� 138.0 128.b�� 129.5 �� 130.2 134.0 137.5 Net Uperating��venue �� 25.5 � ,22,2 23.9�� 29.7 32.2 341 'Tc�ta1 Net DeUt Seruice ' 14.4 1A.�4 ,. 1'�:9 17.9 19.9 19.9 Rev�nue Remaining after Debt Serv'ree 11.1 7.8. 6.0 ll.8 12.3 14.2 t7ther Revenu�es&Expenses Misc�llaneous � �� 15.? � 1.5 � 1.5 1.5 1.5 1.5 BdndProcceds ' ��`� 0.0 0.0 64.4 0.0 0.0 37.] �� Capi�alProjec�s�� ' �� -]2.0 -19.5 -23.8 -24.1 -19.9 -17.2 �In-Lieu�� -6.2 -7.3 -6.7 -6.8 -7.0 -7.2 �R�lling Stock,Major Plant Maintenan��,� � -2.5 -2.8 -2.8 -2.8 -2.9 -2.9 Tota1 �� i -5.0 -28.0 32.8 -32.2 -28.2 113 Tncrease(llecrease}in Funds($Mi1) 4 6.1 -20.2 38.8 -20.4 -15.9 25.5 Electric LJtility�und Endin� 'nce il} �` $ 51.0 $ 30.8 $ 69.6 $ 49.2 $ 33.3 $ 58.7 Reserues�Days af Cash o' `�`�� '��"�, , ��,' 132 80 170 119 81 142 Llebt Service Coverage � �i� �� ;�` 1.63 1.42 1.24 1.56 ].52 1.62 � 1� �i triiyr� t t ., rtS �ut1 s � � J�ctf� ?t�4 i�t�iti�4r�1biF t`��f��l'.rt��r�t�`�� s ii�� { f4s{�i�tilt�Tt },q 1 tt t }� �iy z t t� t S 4 tl t t r�i t��, ,;� �`��`�� 's ,;` ` ��z` s`��r} „�,��'�,�1� „��; 1.85% 1.85% 1.88% 192% 1.96% 1.96% / Major assuznptions�include a��return to the Federal Reserves' long-run target inflation rate of 2%by 2026, bond- funding capital t�t�tlay, and excluding Power Supply, only expending approximately 90% of O&M and Personnel appropriations.'The days of eash on hand are projected to be 80 days in FY24 and 170 days in FY25. These are above the required minimum level of 75 days but, in FY24, far from the goal of 150 days. In addition, tbe debt service coverage ratio is projected to be 1.42 times in FY24 and 1.24 times in FY25. For FY24 and FY25, it is below the required minimum of 1.80 times. However, the Poliey antieipates that, in practiee, there is a range of acceptable results and a balance between cash flow and reserve levels. The Utility's Affordability KPI remains well within the target range throughout the five-year period. D-l� CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Performance Measures ancl Wor�kload Inclicators Workload Indicators The table below indicates various measures of growth in tl�e number of customers to be served, ihe level of service required in capacity and energy, and the continued development of the City's electric service territory. Utility FY Z021 �I'202� �Y Zo�� ' � ��, �Y 202� Worklc�ad Indicat�rrs ' Actual r�ctual Estima '� Project `� Projeeted Peak�emand(MW} 225 234 ��>9 233 232 / Gigawatt-�I�ur Sales 753 733 743 ' 704 703 Subtransmission I.tine Mil�s 72 72 72', 72 72 I�ist�ibutii�n Iane Mi1es 755 755 � '759� � �� ' 761 761. Customer Service �'Y2021 ; � 242 ��`� �� FY2024 F1�2025 i Wa�kiQad�nc�icatc�rs' � ' ��'� Actual � Actual ; Estimated Prajected Projected Electric c�st€�mers billed monthl;� 47,187 �� ,50,5'70 ' 47,233 47,500 48,000 �at�r custt�mers bill�d inc�nthl� 29,5�7 29,671 ` 29,198 29,600 29,800 Tc�talamountbi]�ed(�liutilities} �� 206,��4,813 $208,1�1,�21 � $218,196,557 $230,000,000 $240,000,000 I?ayment'�transactions-�re�it card �1�,461 � 232,119 238,973 240,000 250,000 E�ectron�c Funds trans�er/EBoxpayrnent i 15$;{7?A �� 172,425 175,377 178,000 180,000 "Total walk-in traffic-cashiers �� 18,68$ ' 25,170 25,276 25,000 25,000 Pay�nt;,transactic�ns-mai�ed ' �� 143,b44 135,590 125,947 125,000 125,000 CustomerService hone calls recei 80,2�1 95,252 92,000 90,000 88,000 Call Center's average walt time ' ` (minutes:seconds} ' ;,�;��°�� y �`�' t�:51 1:10 0:50 0:45 0:45 *Ca11 C�nter's av�rage �� per c�� (minutes:seconds} `� � ��;�,� �� , 4:18 4:49 3:50 4:50 4:50 Call Center's cal' � ' S.9% 6.0% 4.2% 3.0% 3.0% �,�� Ca]1 Cen�er's, . �Yag ade'�� r�ice 66% 71% 75% 80% 80% �ctric i'� �reads �'�'�; �� 553,080 640,031 547,985 550,000 550,000 Waterrnete' ' d � 368,714 379,256 361,055 365,000 365,000 �;,�<��.. �tility s�rvice � ' ests �� 42,681 52,535 37,283 40,000 40,000 t�titity s�ruice rni1 ged 74,683 76,741 78,000 82,000 82,000 Errcrr ratio er 1,Q00' ters read 0.08 0.10 0.05 0.05 0.05 D-18 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Performance Measures The table below shows numerous standard measurements of utility performance. The measures include staff's effectiveness in providing safe, reliable electric service at competitive prices to consumers and various ratios showing the utility's financial health. ' FY2021 FY20�2 I+1'2�23 ' I+I'2024 �'I'2025 ' Perfurrnance Measures Actual Actual' Fstirnated Praje�ted Pro,j�cted , Subtransmissit�n and�istributit�n systeme�ense per customer�� $628 $732 $746 ��6 $823 Electric retail kWh saleslelectric'�workenc��urs�� 1,875 1,744 1,768 � 1,676 1,673 l�umber of eustorr�rs per electriG ernplc�yee�� 233 223 223 223 223 (�)t�) Electric s�er�iee reliability �� 99991 99.997 99t9�3 �9�.995 ,: 99.996 SAiFi(includes tr�jor euents}�� 0.465 0.275 .450 0.43t1 0.410 SAII�I(includes rr�ajor events)ts)(�)(�7 45.0 169 4(?.0 8.0 37.5 (s)t�)(�) �AII7I(includes'rr�jor euents} ; 96.80 61.40 86.42 85.30 84.00 Redding P'o�ver Plant availabilit}�%, 99.1 97.2 9$.7 98.0 98.0 Reddin P�wer st�rtup success% 88.8 95.t? . �6,� 95.0 95.0 Systemaverage r�tailraties(¢/kWh) 16.5 16.� 17.4' 17.9 18.7 TotalretailCxWhia�ail�t�leforu�e 753 ' 7�3 '�43 704 703 Cc�st ofpower,cents/kWh��o� 7.2 6.5 7.3 5.6 6.1 l�ebt to tatal assets ratio �}.32 0.32 0.29 0.28 0.22 Total operating eapenses to total��ense ratia ��''' 0.9U 0.�1 0.93 0.90 0.86 13ays ofcash on hand v�' 150 134 130 '76 163 Retail re�enue as a percent ot`total reuenue 80% 77% 80% 82% 83% Notes: 1. Tota1 O&M expenses and all Gener��;System Impro�aments,excluding debt service,capital projects,and In-lieu payments. 2. The number of workers represents th�full-time equivalent of Eleetric Utility employees. Therefore,a11 authorized positions are represented but may not n,ecessarily b� �lled. Part-time employees are included based on their proportional number of hours worked compared to fu1�-time eri�ployees. 3. Worker hours are c,otrtputed by,multiplying the number of full-time equivalent employees by 2080 hours. 4. Tofal customer mi�utes minus tci�al �ustbmer outage minutes and the resultant divided by the total customer minutes and expressed in�ercent.`�,T;S. �nergy InformaCion Administration's Annual Electric Power Industry Report regional average for 2021 was 99.97'75. � 5. Based upon a calendar year scviunary. 6. SAIFI-Sy„stem Average Interruption Frequency Index.The total number of customer interruptions is divided by the total number of customers s�fued.U.S.Energy Information Adininistration's Annual Electric Power Industry Report regional average for 2021 was 0.65. '7. SAIDI-Systeifr Average Interruption Duration Index. This is the sum of all interruption durations ciivided by the total number of customers. U.S,Energy Information Administration's Annual Electric Power Industry Report regional average for 2021 was 80.90. 8. CAIDI- Custoiner Average Interruption Duration Index. This is the sum of all interruption d�urations divided by the total number of customer interruptions. U.S. Energy Infarmation Administration's Annual Electric Power Industry Report regional average for 2021 was 121.24. 9. Major events/storms are defined as an event where 10 percent or more of City customers were "outaged" during a 48-hour period. 10. Based on line 108 of Production Cost Model FY23-FY28 of March I 5,2023. ll. Projeeted values exclude events requiring mutual aid. D-19 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 j This page left intentionally blank. j / j /� : D-20 �m4`�"��: �� ii`g ' ;��». � �"�y�,R��.,,,,,,, �� ; i� �.;w,,. , � � � :�: � � � i � 9` ■ � � �. � �. �' � �A.. �'g� �'ii, ' . I I� � l�N�� .:... .• . � .... .e�,..."' :, :.� �� . �: � � � �': ; :� , ��. :. . . � .. �=� ; '� � �Y7 �:: �. � � � � � �.i;'�"�. -: iis U3 c�9. : .y'.+` ..; :. ;�, . �,. �:� �a �':, . .� � � � 4 � �� .tib^try i�.. . . , . +� .. ��```��"�,� ��`��4,�'��a��` ��'s�`��: + � �-� �— �,. ,. „�. � � � � � � �,; � � �� .. � � �" � f . ' � � �: t. � � � ,�,�,�, � �u�„ ' ��«� �... ; , tt5 � , �� ,,,,�ri .�� .:� � � � � � � C1� � � � � `�. � � � � � � �- �:, �� . � � � � : ��» � � �� .c`�.,, /� �., � � �: ( .,�, � � � ilr` .';3+. S�#'� � ( d2� e`�t7��\ 1 1 '1 ': r�e ii.� � � � ��e. � � �� s ,,,�`� �a�t� ' lt. ,"F"m' ,_ � � � � � ' �1` �7 � _ � . � � � � �� ,,.� � �. u ��. �' � t�`i.i� � ; � � :: � � ; � ; . � �' � i�c,,,k. �:"`"`' � , � � +� i � �.:�' 'w�" ' , .. 1,�t t4F t�t � �� jj �.'�`T ri3'� � , `y� . ..i.� } ,. ,.. x � � �s �� ir� ��y C�C � �� ` `��" "" � �...� � � � � > � ��`�` �,,,� , � �, �t •� � ; � // � � � � � .�� "' � .� ; ��,� � �� " � � �:� � � �` � �;+�' t��,t'i� r3''t t{�J't� � t Qt .��>, t�� ;; „ �. �. � .: ;��'.;� �. � , cs4 ,� �,,:: ��"F``��`�,` w �. : C,�> �'cua. w— > "� tn.' . q;?�,,,, . � "'� ;� r-li �*�.a' ��n'�t �; � Ca � RS �� ': . �t��'�' E-1 This page left intentionally blanlc. � � � / j /� : E-2 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2022 AND 2023 FIRE DEPARTMENT � Ex enditure Com arisons In Thous:�f��s P P � ) $24,000 $22,000 $20,000 �� $18,000 $16,000 ■FY2ozi-z2 a�n,a� $14,000 ,�a�; ■�Yzozz-zs aaoptiea $12,000 oFYzoaz-a3 a�nenaea �1 Q,�� {�� ■FY 2023-24 Adopted � �'� �g,�� , oFY 2024-25 Adopted $6,000 � � ,., >a� �� $4,000 ' $2,000 ,, �r�s,, $4 �lclrninistration Operations Prev�tion / E-3 This page left intentionally blanlc. � � � / j /� : E-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 FIRE DEPARTMENT Over�view The Fire Department consists of the Administration, Operations, and Community Risk Reduction Divisions. The Administrative Division coordinates all activities of the Redding Fire Department, including emergency preparedness activities, managing fileet, facilities, equipment, recruitment, training and development, technology, and publie relations. The Community Risk Reduetion Division administers fire safety education, fire eause determination, fire code enforcement, and vegetation management. The Operations Divisio� provides emergency response activities in the City of Redding and Buckeye Fire Protection District, with �ight strat�gically located fire stations throughout the City. Administration Division The Administration Division coordinates all activities of the Redding Fire �epartt�ent, inclut�ing managing the Department's fleet, facilities, equipment, recruitment and development, �udget, publi;�`relations, and city leadership and council communications. The City Manager has also appc��nted�the Fir� Chief as the Emergency Services Coordinator for the City which in turn requires the Fare Depar�ment �ci� coordinate all emergency preparedness aetivities, development of the Emergency Plan, st�.ff;training, �nanagement of the Emergency Operations Center, and coordination with the Shasta County C�perational Area. Operations Qverview The Deputy Chief leads the Operations Division ,and is�;responsible for the einergency response activities in the City of Rec3ding and the Buekeye Fire Proteetitm Distriet:All f�ref�ghters are eertified firefighters and E.M.T.s or First Responders. The Operations Divisic�n�compri�es 90 uniformed firefighters that are grouped into three separate shifts that alternate every 24 hours;,,This�includes 3 grant-funded firefighter positions. Ten additional SAFER grant-funded positions are in th�,recrtai�nent process. These 90 staff inembers work out of the eight strategically located fire stations �hroug�lt�ut the City. Stations 2-8 house one engine company with three fire�ghters; Captain, Engineer/Driver, and Fir�;fighter,while Station 1 houses seven firefighters to staff an engine company and a truck (laddcr) coin�any. Each ��iift is overseen by a Battalion Chief, the Incident Commander, on all multi-company responses.�Sorlie�f the actic�ities in this Division inelude; Structural Firefighti�g� Wildland Firefighting�; Aircraft Rescu��nd Firef��hting(A.RF.F.) Emergency Medical a�d Res�ue Response Vehicle Ex�rication � Hazardous 1V��t�rials Response Shore-Based��t�r Rescue Public Education a�d Outreach Fire Inspeetions Several mutual and automatic aid response agreements exist, including a well-defined Mutual Threat Zone (M.T.Z.) agreement with Cal-Fire and the Shasta County Fire Department. Community Risk Reduction Overview The Fire Marshal leads the Division of Community Risk Reduc�ion (C.R.R.) and reports to the Deputy Chief of Administrative Services. The Fire Marshal administers the "5 E's" of Community Risk Reduction. The "SE's" of community risk reduction include. E-5 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Bducation: Public Education includes K-12 prograins, community outreach (safety fairs), Defensible space, and the management of a Community Einergency Responsc Teain(CERT). Engineering: Inform the public about risk-reducing Technologies like smoke and carbon monoxide detectors,heat regulating stove eleinents, and emerging technologies that can reduce risk to the community. Enforcement: Enforce Fire Code and local ordinances within the community and maintain compliance with life and safety standards. Economic incentives: Evaluate programs that incentivize compliance with life and safety s��ndards and maintain fee schedules for perinitting and inspections. Emergency Response: Develops and maintains emergency response standards and�Ben�hmarlcs. Pro�i�es analysis of response inodel and projects future coinmunity needs to maintain system reliability and�apacity� The Division of Community Risk Reduetion is staffed with the Fire Marsl�al, Ass��tant Fire IVlarshal, two Fire Inspectors,Fire Prevention Specialist, and an Administrative Assistant. , ��` ' � �� ' '�� FY 2021-22 FY 2022-23 �"Y 2022'-2 � Increase � �'Y 2024-25 � Increase Description Actual ' Adopted A * ��dc�pted�'� �(Decrease) �'�� Adopt�d (UUecrease) �'� Administra#i�n �� $ 1,701,519 $ 1,754,640 $� �l,$41;9'�b $ 1,9b1,7$0�� $ 119,810 $ 2,047,020 $ 85,240 t3 eration� 23,296,937 20,850,720 � '22,900,890 � ,23,233,020 332,130 24,189,110 956,090 �'�e�entio� 1,099,648 1,175,540 1,287,320 �� 1,412,390 125,070 1,458,970 46,580 TOT�I, '�� '�� $26,098,104 $237780,900�� $2b,t13�,�8t� $26,607,190 $ 577,010 $27,695,100 $ 1,087,910 *Excludes carryover amounts `� �� The following tabie displays how�he Depart�aent's�St�lget is broken down between the major expenditure groups. � � � Materials, �� '�,� �� , ��~� �uppli�s 8�� Capital�' Debt ' �� ``� ��.��''� Dzvls�an ; � � �� Pers�nnel S�rurces ; Outlay Servrc�, , Tc�tal F�'�024-25 �do ted; $ 1,763,650 $ � 238,3�0 $ 45,000 $� - $ � 2,047,020 �� , FY�t}23-�4 Adopted" � $ 1,722,610 $ 239,170 $ - $ - $ 1,961,780 Administration ��e, �� FY 2022��3 Amended $ 1,589,290 $ 252,680 $ - $ - $ 1,841,970 '�� , �°� � FY 2021-22��tual $ 1,352,164 $ 281,653 $ 67,702 $ - $ 1,701,519 '`� �� , �"�'�2024-25 Ado ted 18,900,380 5,288,730 - - 24,189,110 � � ��FY 2023-24 Adopted 18,203,790 5,029,230 - - 23,233,020 ��r��°�� 'Y 2022-23 Arnended 17,232,270 4,267,970 1,400,650 - 22,900,890 �`�'2021-22 Actual 18,659,432 3,987,175 650,330 - 23,296,937 ' �FY 2024-25 Adopted 1,339,990 118,980 1,458,970 �� FY 2023-24 Adopted 1,307,890 104,500 - - 1,412,390 ��i�� FY 2022-23 Amended 1,165,980 121,340 - - 1,287,320 �FY 2021-22 Actual 987,975 111,673 - - 1,099,648 ��FY 2024-25 Adopted $ 22,004,020 $ 5,646,080 $ 45,000 $ - $ 27,695,100 �� FY 2023-24 Ado ted $ 21,234,290 $ 5,372,900 $ - $ - $ 26,607,190 ��FY 2022-23 Amended $ ]9,987,540 $ 4,641,990 $ 1,400,650 $ - $ 26,030,180 �� FY 2021-22 Actual $ 20,999,571 $ 4,380,501 $ 718,032 $ - $ 26,098,104 E-6 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Personnel The following table displays the number of positions in the Redding Fire Department. FY 2t��I-22 FY 2U22-23 FY 20�2-23 FY 2023-24 ' Increase FY 2t124-25 Incr�ase i ' Descri tion Actuat Ado ted Amended Adc� ted (Decrease) ' Ada ted (llecrease) ' F(T 6.00 6.00 7.00 7.00 - 7.00 - Administration P/T 0.48 - - - - - - '� Total 6.48 6.00 7.00 7.00 - �_ ,_ 7.00 - FlT 87.00 87.00 99.00 99.00 -O �� 9�„00 - t7perations P/T - - - - /" - Total 87.00 87.00 99.00 99.00 - 99.�(1:. - F/T 18.00 4.00 6.00 6.00 ,�� - 6;{�0 - P�e�+ention P/T - - - - - '� Total 18.00 4.00 6.00 6:t�t1�� - � � 6.00 - FlT ll1.00 97.00 112.00 ,112.00` � �� - � 112.00 - `Total PlT 0.48 - - - - - - �� Total 111.48 97.00 112.00 � � 112.�0��.� 112.00 - Si�nificant Issues for 2023-25 The Department`s calls for service have increased`b�12°�o c��er the past five years. The Fire Departinent's busiest station, Station 5, responded to 3,843 ca11� �`or service in 2022. Higher eall volumes, longer, more intense fire seasons, increased N.�.P.A. standards d�� equi�ment, and uncontainable overtime have all strained the Department's budget. � ` � The age of the Department's rollizig stock has decreased from 16 to 12 years since the last budget due to Council approval of the apparatus. Rollin�stock continu�;s to be underfunded to prepare for future needs;however,the Department has taken posses�ion tif anany muCf�-needed engines,pick-ups, and a ladder truck. Stations and buildin��facilities remain inadequate for a modern fire department of the Redding Fire Department's size. There is an oper�tional�ieed f�af�� ire Station 9 and many improvements to each of the eight other stations, froin expansio�an�remodels to moving Station 3 from a flood zone. Fire Headquarters is at maxi�num capacity, and remodeling static�� 5 to h�use the Battalion Chiefs would provide multiple options for much-needed H.Q. space and t�perational bene�ts:' i„` Equipment Re�lacement To fully fund the equipinent replacement fund to adequately cover the Fire Departinent's replacement needs, $540,000 was requested for eaeh fiscal year. $235,000 has been funded for each fiscal year. The shortfall will result in additional Capitai Requests in future years siinilar to the$l 00,000 hose request approved this year. Community Risk Red'uction Staffing remains the most significant issue within the Community Risk Reduction Division. Adding the Fire Prevention Speeialist in 2022 with grants funds has alleviated some of the pressures, as will the approved seeond Assistant Fire 1VlarshaL Workloads for this Division,however, still outpace the staffing. This can be seen in the workload indicators for the Division. E-7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Performance Nleasures and Workload Indicators Operations and Trainin�Division The following table clisplays workload indicators for the Fire Operations Division. Workload comparisons per 1,000 residents are based on International City/County Management Association (ICMA) performance measurements for cities under 100,000 in population. Overlapping calls for service, as indicated in the table below, occurs when one or more units are committed to an incident and a subsequent call for service is received. Motor vehicle collisions and v�hicle fires require a minimuin of two units plus a Battalion Chief for responses. Structure and wildland �ires gen�rally require a minimum of four units and a Battalion Chief to provide adequate personnel resources,r�quired for tfi��incident. '�� 2022 � Wark�ad Tndicators � 20i9 202f1 '��' � � . Actual ' Actu �� ' ° �etu; �., Actual i, CaIIs for Servi�e ' 15,031 14,355 �� '� 16,173 � 15,923 Percentage c�f Res�c�nses Meeting Creneral Plan 34% 32% 29% 30% C}n-Scene'-Gaai Qf 5 Minutes g0%'of the Time Average Response Times far �'irst Unit Arrival{Emergency) 5:44 ' S:47 6:05 Civilian InjuriesJl?eaths(�3ue to�"ire) 11/2 2I2` 11/2 2/2 Firefightez InjurieslL?eaths(1ab-Related} 3/0 ! 0/0 3/0 Ol0 Tt��al Training Hours Completed �� `�� I6,72$ � � 14,042 7,052 10,734 � �� Fir��ghters per 1,�00 Residents us.National a;�� 1.2�l1.35 � 1.2�11.35 1.72l1.04 L�211.04 (Median Cities SO,i�Ot�-99,999) ; �,,` � T�tal�ire�per 1,000 Residents�s.Nationa��``�� 5.63/2.99 4.08/2.99 4.34/2.99 3.95l2.99 ��;ities St};0�0-99��99 ��; � '�, �� w � %EMS Cails er Annu�l Call Volume s `` ' S9.84% 60.02% 64.50% 65.90% P ; buerlapping Calls��for S�rvxce �� .n� '� � �� , �� ,�� 11,�19178.6% 10,793175.2% 11,856/73.57% 12,418173.03% j/ Fire Preve�ion Di�sion i,. The followi�g�able displays some of the workload indicators for the Fire Prevention Division. �`��. 2�14 2020 2�21 2U22 ��' WorklaaclIndicatt�r� Ac#ual Actua� Actual Aetual' Arson Fires 83 135 118 90 F�re In�z�tigati€�ns 354 387 401 374 Fire Inspections(Bureau) � 1,412 1,409 745 1,208 t�ians Re�i��ved 167 257 13� 291 We�d Cc3mplaints�� 458 394 142 172 Public Inforinatian Requests 40 20 58 79 E-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Unmet Needs Personnel• Battalion Chiefs (3) R.F.D. currently has one Battalion Chief on duty for each of the three shifts. The current N.F.P.A. span of control for a Battalion Chief is five to one. Shift Battalion Chiefs supervise ten Captains on each shift. N.F.P.A. and Fixescope (C.A.) require a Safety Officer and a Battalion Chief, the scene cominander, on large-scale events; this could be aecomplished with a seeond Battalion Chief on shift at all times. N.F.P.A. and Firescope identify a Safety Officer as a requirement in high-risk operations sueh as technical reseue, strueture fa,res,and hazmat ealls. During C.W.F.S./Winter Storm/Hig� Fire Risk, the Department "up-staffs° a second Ba�fia�ron Ch��f working for time and a half. The additional staffing would reduce overtime at the Battalion Chief 1e�e1. The adc�i�ional staffing would also mitigate the issues that arise when a Battalion Chief is deployed to an incident during�r� season for extended periods leaving just two B.C.s available to work. Firefighters (3) � � ��, Three additional relief firefighters are needed to reduce overtime costs. A reli�f�efighter, one per shift, would reduce daily overtime. R.F.D. currently has 29 personnel scheduled per�2�ift, with 29 positions that must be filled for a inajority of the tilne. When an employee is off work using �leave - t�liat slii� must be filled by another employee of the same rank or higher on overtime. The additional three�"�re�gh��rs would mean that R.F.D. would have 30 suppression staff scheduled daily to fill 29 positions. �'he additional fi�fighter wouid mitigate the time and a half that would be paid to an employee covering tl��persot�c�n lea�er (��ten, if a �refighter takes leave and no other firefighter wants to take the overtime shift, the�hift can b�,�overed by an Engineer or Captain at a much higher pay rate. Overtime wiil continue to rise without taking measur�5 that R.F.D. lcnows will reduce and control some over time. It is aiso an essential consideratic�n a��tc� the amo�rit of overtime staff is volunteering for and being forced to work; this impaets fatigue and recovery for�taff.� Fire Prevention Inspector The current workload of the Fire Inspectax,s is d�f�"icult to manage. In 2022 Inspectors responded to 437 calls for service and made 28 arrests. Ea�h��call ft�r�service,requires a eomprehensive origin and eause investigation. Properties requiring inspection l��ve risen, a�el many state-mandated inspections are delayed or missed due to staff time and priorities. The curr�nt fee sched��e allows for inspcctions per the California State Fire Marshal that R.F.D. is not capturing du�: to sta�fing. Adding a Fire Prevention Inspector wili ensure fire and life safety investigations are co�pleted t�oroughly aa�d��on time. Inspectors will have the time to investigate arson fires thoroughly. All of t�ie�bove r�duces the risk of liability to the City. Capital Reques�s. Building`��%proveme�nts $I(�0,000 The longer-terrn improvements and additions to Fire Stations is in process, and a needs assessment has been completed. How�uer, RFD has an immediate need that needs to be addressed regarding its facilities. The Department has out�rown its current accominodations, and there is a need for additional space in all divisions. Building Battalion Chiefs' quarters at station 5 will allow for multiple options with staffing. The new quarters could accommodate the second B.C. requested in the budget ar the up-staffed Battalion Chiefs. Another option is to accommodate the current Battalion Chiefs moving them froin Fire H.Q. and providing space for expanded Community Risk Reduction and administration staff and a small conferencc room. �ire H.Q. has no additional space for ineoming positions - Fire Investigators are sharing what was a storage room as no other space is available. With the delay of station assessment and remodeling, we need to create room at Fire Station 5 to house either the current, additional, and/or up-staffed Battalion Chiefs. Placing up-staffed B.C. at a different location has multiple benefits daily and during large-seale events. This would put the B.C. across the river, whieh is operationally beneficial. E-9 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 BOLD Software-$45,000 BOLD will build and update the Cities E.O.P. and C.O.O.P. Thc E.O.P. is a City-wide dociunent last updated in 2014 in collaboration with the County. The County has sinee upciated its plan, but the City still naecls to update it since it was written in 2014. `The initial cost is $45,000; a request for ongoing costs was in Specialized Services, an annual fee of $12,000, which will lceep the document updated and all City Departments and stalceholders involved and able to update the document as needed. E.O.P. identifies what is to be done in an emergeney. The City of Redding is operating with an outdated E.O.P. plan. A portion of the E.O.P. has been updated with the Hazardous Mitigation plan with F.B.M.A. This is the next step in maintaining compliance with �.E.M.A. Each Division within the City should have a C.O.O.P.,which would be within the E.O.P. O�erating and Material Supplies: Equipment Replaeement Funci �` ��- i To fully fund the equipment replacement fund to adequately cover the Fire� epartment's repl�cement needs, $540,000 was requested annually. $235,000 was funded for each fiscal year, Tk�e short�all�vill res�lt in additional Capital Requests in future years similar to the $100,000 hose request appro��d this y�ar. Interra Software -$17,000 Interra Analytics software with an annual cost of$12,500 and a� initial se�up of��4,500 requested in 2023-24. Interra is cloud-based data visualization software for fire agencies` d�partment�performance and analytics data. This software wiil allow us to be inore transparent with th� �ublic.�Interra wetuld give R.�.D. the ability to set standards for responses and proccssing tiines. All data w�rt�ld be publish�d on the R.F.D. websitc. j /� : � �� , E-10 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 GENERAL GOVERNMENT � � Table of Contents j: City Council........................................... ........� ,.......:..,.:.�'-5 ,, CityManager.......................................... ........: ...............F-'7 Financial Services ................................. �.�...... ....,..�:,.�..F-� , City Clerk's Of�ce................................. ..:.w.�a��w �.;::.......��'-15 City Attorney's Of�ce................ ..�.�� ........,. .........A.�.F-21 Non-Departmental........... ... ......... . ....F-25 HCD................................. .................... ......... .............F-27 Airport ............................ ......... ......... .......:................F-33 j /� : F-1 This page left intentionally blanlc. � � � / j /� : F-2 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 GENERAL GOVERNMENT � Expenditure Comparisons (In Thousands) $10,000 j� $8,000 �; ° ■FI'2021-22 Actual $6,�� ■FY 2022-23 Adopted oFY 2022-23 Amended $q.,�� ■FY 2023-24 Adopted ■FY 2024-25 Adopted �2,�� $0 0 0 ��'" , �� , 05 e� �� .ti d ¢� 0�9 �� ti Gti �Sq �.Q� ��oti'4 ��'�` G�� Cti�� i`�� '�� "�� e4�� G�� '�� '�� oot�� °�� i�+ / ; /- /� ; F-3 This page left intentionally blanlc. � � � / j /� : F-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY COUNCIL Overview The City Council is the elected governing body of the City of Redding municipal corparation, and consists of five Council Members. The Council is charged with preserving and protecting the present and ihe future of the community, and the responsibility of establishing municipal policies to guide the various functions of the City. ' FY 2421-22 FY 2022-23 F"I'2t122-23 FY 2023-2A Increase �t�24-25 Increase � � ti�ti � �escription Actual Adopted Amended* 'Adopted (I�ecr �� ted ' (�ecrease� , Ciry Council $ 175,090 $ 163,850 $ 180,080 $ 225,330 $ 45,250 $ 234,170 $ 8,840 *Excluded carryover amounts The following tabie displays how the budget is broken down between the rna�jor exp��tcliture grc�ups. � T?i�ision �� plies& �� Debx �� Personnel �'� ��°�+ ��}ut�a �� Serviee �� Totai�� FY 2022-23 Ado ted $ 184,220 $ � 49,950 �$�� ` - $ - $ 234,170 ��i� FY 2021-22 Ado ted $ 176,�bb� '� 44,434 ��$ � - $ - $ 225,330 �FY 2020-21 Amended $ 1�8,820 $ 31,260 $ - $ - $ 180,080 ��FY 2019-20 Actual $ 14,4,192 $ �:30,898 $ - $ - $ 175,090 Si�nificant Issues / There are no signi�cant issues. Goals and Obiectives The City's goals and ab�ective�are outlin�d in�the budget message and in each section of this document. Unmet Needs'� None F-5 % This page left intentionally blank. � / j /� ; F-6 CITY MANAGER ORGANIZATION CHART City Manager Executive Assistant Assistant City Management Manager Assistant to the � � City Manager �i` , / Housing RABA `Airports / j /� F-7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY MANAGER Overview The City Manager's Office responsibilities include the overall management of the City of Redding municipal corporation such as hiring of City staff,preparation of ihe Annual Budget, administration and coordination of tl�e City's operations, and the general supervision over all property under the control of the City and enforcement of City ordinances and applicable state laws. Additionally, the Housing Department, Airports and RABA are under the oversight of the City 1Vlanager's office. , � �� `' �Y 2�21-22 FY'2022-23 �"Y 2022-23 FY 20�3 24 increas "�� FY 2t�24-�� Increase ' Descriptian Actual ' Atiopted Amended* ' Adopted (Dec �se) Adapted � (�ecrease}!' City Manager $ 1,055,538 $ 952,550 $ 1,253,830 $ 1,127,010 $ �126,820) $ ; 1,110,8U0 $ (16,210) TC7TAL � �� $ 1,055,538 $ 952,550 $ 1,253,830 $ 1,127,010 ��'� (126,$2{�� $ � 1,1�x�;800 $ (16,210) *Excluded carryover amounts The following table displays how the department's budget is broke�down between the major expenditure groups. Ma` �� Di�isi�n � �� lies& �"�1ta1 ��Debt � � �� Pers �� es�� tlay '; Service Totat ^�FY 2024-25 Ado ted $ 8��,470 �� 23t�;330 $ - $ - $ 1,110,�00 City ManageT FY 2023-24 Adopted $ 942,840 $ 22�,170 $ - $ - $ 1,127,010 ��FY 2022-23 Amended � �� b16;2'74. $ 343,840 $ 293,720 $ - $ 1,253,830 ��'FY 2021-22 Actual �� $ `�i$2,490� �+ 360,139 $ 12,909 $ - $ 1,055,538 Pe�sonnel �� The following table displays the number ofpt��itions�i�the City Mana�er's Office. � ;� �, �� `y F ��Y 2n22-23 F'Y ZU22-23 �Y�d2�-24 Inceease FY 2024-25 Increas� ITescription `�� Actua�� Ada�rted �� Am�nded* Ad�pted �' (I)ecreas�) ', Adopted �L�ecrease}'� �� 'ti ��, FIT� 5.00 5.00 4.00 4.00 - 4.00 - City M�nager �� 'PJT - - - - - - - �� '" � ��Total 5.00 5.00 4.00 4.00 - 4.00 - �� a; Si�nif cant lssz�es There are no signi�cant issues. Goals and Obiectives The City's goals and objectives are outlined in the budget message. Unmet Needs None F-8 �. ,�� v T T 3 7 :....� ' � u c� [.b e<i�.,. ��- w �. � � 5� d Y Y O1 N U U � C C i � � � � � O O v � a a N U U Q C j� C 3 O u u / Q N V G � � � .E..1 � �.0 � C � ,.';iCk . O1 3 � � u O � �/y ,�:: C u � (p fp V � N a\ C Q � LL � '�"''' v O � .r., v � � � � � � N 5 � .�y LL � '.� � ° a � � `o a � � V-�I p / ' 4--I Q� � U c � � � y.., � c ,.y � � � 1 0 `.� � u � a c� ,� U �" CC3 c � � � j o u Q /i, � v � � � v y no ro m c c v c� a y- V G � �- Vl:� O "..ry;... N N':�� .^�' � � 'h...�� co � ....., c �� ii v a+ � T bD f6 t0 G C Q ct0 G Y Y N N � G (.J U l6� '� C � � � N c �6 � � �L `p � Q j, N V G � V V O. m I— � O a Q N V V Q F-9 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 FINANCIAL SERVICES DEPARTMENT Overview Finance The Financial Services Department consists of three areas of focus: Finance Division, Treasu�ry Division and Purchasing Division. Finance The Finance Division develops and implements fiscal policies and procedures that e��u�'e a financially strong and effective City, The Department is responsible for the overall financial management of the City, and��nsures that generally accepted accounting standards are followed and appropriate internal ��introls ar�� in place�to safeguard City assets, . The Finance Department is responsible for maintaining the �ccounting systems;�including the general accounts receivable, accounts payable and payroll systems, for the C��y of Redding and ifs related entities. The Department reviews and records �nancial transactions, and assists in the��r�paration�c�f`the annual financial statements. The Department is responsible for overseeing bond iss��nc�,'bond refinancing, and debt payments. The Finance Departinent also administers the internal and extern�l audit p�cess,��assists the City Manager in developing, monitoring and administering the City's biennial bud�et, �nd co€��rdinates the long-range financial planning of the City. Treasurer The Treasury Division is the centralized cash and r�ceipt�rocessin� function for the City of Redding. All funds received through the nine locations of the Cify are r�ceived,,�erified, balanced, and posted to the general ledger through this centralized function. Addition�lly, bank reconciliations are performed for the organization's eight cash accounts and 13 merchant accounts mc�ntbl�� and reported on the Treasurer's Report to the City Council along with an accounting of the it��s��ent and bond accounts maintained by the City Treasurer Investment activity, as governed by the adopCed investtn�nt pc�licy which is reviewed quarterly by the Investment Advisory Com.mittee under the oversight of the City Trca�;urer. � Payroll, cash,ACH, and�ir��lisbursements are�authorized and released through the Treasury Division. Purchasing / Purchasing prt�ces�t�s for government agencies can be challenging. In addition to ensuring the best product or service for the�best��iice, th�re are compliance requirements to follow anytime government funds are paying for those serv`ices or products. '�"he Furchasing Division ensures compliance by providing centralized purchasing services for�tht�`�ity. Purchasing administers the City's purchase order system, assists with quote solicitations, and administers ��ae practice of formal bidding. The Purchasing Division also coordinates the sale of surplus property with an o��side party vendor. �Y��21-�2 FY'�(?22-23 FY 2U22-23 ' FY 2023-24 ' Increase FY 2024-25 Increase " Actual Adcrpted , Amznded* Addpted (��crease} Ad�rpted' (Decre�se) �'inance �� $ 1,517,001 $ 1,550,870 $ 1,725,150 $ 1,980,820 $ 255,670 $ 1,975,860 $ (4,960) '�reasure� 678,1�9 702,210 '709,470 �31,640 122,170 �38,450 6,810 Purchasing 586,419 619,970 639,470 706,260 66,790 665,490 (40,770) Tota1 '�� $ 2,781,609 $ 2,873,050 $ 3,074,090 $ 3,518,720 $ 444,630 $ 3,479,800 $ (38,920) *Excluded carryover amounts F-10 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following table displays how the Department's budget is broken down between the major expenditure groups by Division. Materials,, Sug�plies& Capikal ' I?ebt D'avision �'ersannel i Seruices {3ut1a Ser�ice 1"otal '��FY 202A-25 Ado ted $ 1,530,260 $ A45,600 $ - $ � - $ 1,975,860� �"inance ��FY 2023-24 Ado ted $ 1,500,250 $ 480,570 $ - $ - $ 1,980,820 ��'��FY 2022-23 Amended $ 1,209,480 $ 515,670 $ - $ - $ 1,725,150 ��FY 2021-22 Actual $ 1,138,189 $ 378,812 $ - $ - $ 1,517,001 ��FY 2024-25 Ado ted 704,760 133,690 - 838,450 ,��e� ��FY 2023-24 Ado ted 690,650 140,990 - % ' - �� 831,640 ��FY 2022-23 Amended 576,530 132,940 - 709,470 � FY 2021-22 Actual 524,862 153,327 - - 678,1�9 ��FY 2024-25 Ado ted 560,210 105,280 - 665,490 p�� FY 2023-24 Ado ted 595,280 110,980 `� - 706,260 i FY 2022-23 Amended 525,080 114,3�0 - - 639,470 i�'��FY 2021-22 AcYual 475,141 111;�'78 ��' - 586,419 ��FY 2024-25 Ado ted $ 2,795,230 $ �$4,570 $ �� $ - $ 3,479,800 ,�d,�� FY 2023-24 Ado ted $ 2,786,180 $ '�32,S�fl $� � - $ $ 3,518,720 ��FY 2022-23 Amended $ 2,311,090 $ , 763,000 $ - $ - $ 3,074,090 �� FY 2021-22 Actual $ 2,138,19� $ ` 6�}3,41�'� $ '� � - $ - $ 2,781,609 Pe�sonnel The following chart gives a breakdown of p�r'sonnel in the Financial Services Department. .��,,:��,�,; �� Description �FY �� 1��-22 FY 2� -23 � �022-23 FY 2023��-24 ��Increase�� FY 2024-25 Increase �� al Ado " Amended Adopted I7ecr�ase) Adc�pte�l De�rease} ;'' F(T 1�.00 1�:00 13.00 13.00 - 13.00 - Finance ' P1'I' - - - - - - - �/�j�otal �� 13.00 �� 13.00 13.00 13.00 - 13.00 - '�(T - 4.U� 4.00 4.00 4.00 - 4.00 - T`reasurer ��` P/'T - � - - - - - - �� Total� 4.00 4.00 4.00 4.00 - 4.00 - � � � F/T 3.00 3.00 3.00 3.00 - 3.00 - Purcl�asing�`�, ti�� P/T - - - - - - - ,'e`�,�� Total 3.00 3.00 3.00 3.00 - 3.00 - °�� F/T 20.00 20.00 20.00 20.00 - 20.00 - TUTAL ' P/T - - - - - - - '�� Total 20.00 20.00 20.00 20.00 - 20.00 - F-11 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Si�nificant Issues There are no significant changes to the budget for the three divisions included in Financial Services. However,the entire department has taken a central role in the impleinentation of the new Enterprise Resource Planning project with Oracle. The software will be live on July 1, 2023 and will require resources to ensure the system is working as designed in a11 areas and that all reporting standards are maintained. Another important issue the department will face in the coming budget wili be helping to make recommendations to council regarding citywide credit card fees. As the usage of credit cards for paying the City increases there are financiai impacts citywide from the increased usage and determining whether the City should, what amount, and process for implementation of potential credit card fees. Performance Measures and Workload Indicators � �� FINANCE DIVISION � � �� `��Y��2o �o- �� `� � �2023-24 FY 2u24-z� Warkload'Iudicators �"Y 2021-22 Actual ,, ed ' ; Prujected Projected ticcount Payable Trans�ctions* 10,701 �12,950 13,600 12,700 Pa�rt�llTransactions�� 25,�49� �� 26,300' �� 26,400 26,450 �enerai A�counts�eces�able' 3�i,196 36,500 36,500 36,500 A;udit 12eport I7ated�� 12/16122 1�2/15/23 12/I S/24 12/I S/25 �3uctget Presented t�Council �� ;��° � ` --_ ��06/20/23 --- 06/]5/25 *Excludes Hou.cing Checks �' PURCHASING DIVISION Wor � �i In ��` ars �� 2i121-22 ��2022-23 �� 2023-24 '� 2024-25 � ��, ��'��' � �� ;�� Actual�� E�timated I'`rojected�� Projected '� �� a�� NumUer P�.�.s Issued �� 1,056 1,200 1,300 1,300 �.�. ��.��4��", N�rnber Blanket PU� ansa � �� 16,180 16,554 16,900 16,900 Quotatio��,Re � �s Dist �ted � �� 53 56 60 60 Formal Bid! sal ects Opened 91 90 90 90 � � �� Std.P.Cl.'Transac � � ,"�alue $28,746,133 $26,000,000 $28,000,000 $28,000,000 � , &�anketP.b.Transactia ��alu� $ll,263,491 $11,796,000 $12,000,000 $12,000,000 �alue of Std.&Blanket P.O'�:s '� $40,009,624 $37,796,000 $40,000,000 $40,000,000 Ualue of CAI�-Card Purchases* $4,901,435 $5,258,'727 $5,400,000 $5,400,000 TotaI�alue af Acquisitions '�� $44,911,059 $43,054,727 $45,400,000 $45,400,000 Reve�t�c from S�rplus and Scrap Sales, $44,338 $42,000 $40,000 $40,000 ai►d 4?n-Line Auetions *The CAL-card program is operated by the Finance Division.Program figures are shown here to capture the dollar value of another significant way standard purchases are made. F-12 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 TREASURER DIVISION The following table displays some of the workload indicators for the Treasurer Division: Warkload Indicators FY 2021-22 FY 2Q222-23 FY 2023-24 FY 2024-25 Actual Pr�'ecte� Pra'ected Pro'�cted + iNVESTMENT METRICS ��° �` l'` ��,``� � ` ° � `^�' , , In�estmentIncome $2,098,631 $5,100,000 $5,850,000 $5,350,000 Investment Earnings A�erage Yield-FY 1.17% 1.88°/Q 2.�4% 2.00°/a Invesfinent PurchasesJCalls/Maturities ' 39 �1 :�(�; 20 �alue of Investrnent Purchases1��11�IMaturities 126925506 $65,�61,83$ $�5,000,00� � $85,000,000 �� : ' `�° � ��, . UPERATI�NAL METRICS � � � � � i \ Cash Pr�cessed and llep4sited �� $4,133,340 �� $6�(?U0,000 $6,250,000 $6,250,000 Number of Iltilit�Checks De�rosited 14�,$'�3�� 141,00(l � � 140,000 140,000 1�umber of Treasurer Checks Deposited 18,417 , '- 19,000 21,000 21,000 Namber of Retarned Items 231 300 600 600 �amber af Credit�ard Transact�ons�* �� 307,177 � �� 308,000 310,000 310,000 Credit Card Chaxges Pr�eessed*** �'� �� $86,7�'7,344 $87,000,000 90000000 $90,000,000 lyumber of Electr�nic Funds Transfers �� y�` . � � 123,046 125,000 127,000 127,000 Electronic F"und Transfer Cl�arges Processed* ��`�� ` ' '`��a�'�$35,475,099 $35,300,000 $35,000,000 �35,000,000 Number af WireslACH's'��1'racessed(excludes pay � �� 2,063 2,000 2,000 2,000 '�Credit card transactions eontinue to increase a�a�rercen�age of a1�transactions processed by the city **Projected charges could be dramatically affected by the City's respon�e to the recent commercial payment trends �*�'Automatic deductions from payees banl�accounts(utility and retiree insurance) Investment The City's portfolit� �s stru�t�red�s� t1�at safety is paramount and interest earnings are maximized, while sti11 maintaining the liquidit�c�f capital. This allows the City to meet the legal and fiduciary requirements of California Government �ode, ��ction 53630 for investment objectives of safety, liquidity, and yield. The City Treasurer accomplishes this by balancing the portfolio through consideration of credit ratings, interest yields, call sensitivity,maturi�dates,broker diversity, and equitable representation of asset types. F-13 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Unmet Neecls Unmet l��eds' TREASZIRER DIVISION Updated investmenY software/portfolio mangemenY $ 22,000 Total Unmet Needs $ 22,000 PURCHASING DIVISION � � � �; Identify and implement the technology and supplies to replace traetor-feed dot matrix printer�urrently used fo� purehase order and quotation request forms. $ 1,500 Total Unmet Needs � 1,500 i, /� j /� ; F-14 � w � � c� w � _ +�c � c�- c�. � � � ,� � � � � t,, � z r�c � ,� � �� ,�� . � ,� � —� � � 1- � � < � � � � � m �- cti. -- O �C � � c� c� � �" w � , � � � w oc � / , � � � �' N � � � . c� o � � � � � � � � ' � � � �� Q � � � � � wf iz � � � Q W � u u � � ; � � �; � � � � � � � � � � � w � � � � �� u� O � o ,� � � � � � � � � �� ` ,� U � � p � �� . 0 p � `� },L�� d � ''#`r � H � �. � � . / � � t/) � G� 1�," �yW.. F" � � z � � � �� O .�� v cnW � � �,� �< ' � � °Cw � i � � , t? � � �,�'�-,, �` "� . c`7 � '�'� Q � F-15 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY CLERK'S DEPARTMENT Overview The City Clerk's Department consists of the Office of the City Clerk, Records Management, and Reprographics. The department's goal is to provide a courteous, service-oriented team of professionals to serve the City Council, citizens, and city-wide inter-departinental staff. In addition, the staff is mindful of the importance of maintaining compliance with city, state, and federal laws. The majority of the City Cierk's Department budget is allocated to personnel. This is appropriate, as the department's functions are people-oriented rather than product-oriented. As the citizen's gateway to information about Council decisions, City records, and electia�s,�tlie staff strives to provide consistent,respectful, and equal service to all. The primary duties of each division are listed below. Office of the City Clerk: The Office of the City Clerk is a General Fund divisio�, �eriving the��majority of its income from the City's business license program. In addition to issuing busi�tess�censes,�he Clerk's office also serves as the Clerk for the City Council and other various agencies,boards, an�cominissions; prepares agendas and minutes; maintains accurate records of the legislative history tif the City Cou�icil; ensures compliance with state laws related to the appointments to City boards and commis�ions; ��f��ms tlie�accuracy of updates to the Redding 1Vlunicipal Code; oversees compliance with the Political Ife�c�r�n Act; htsuses all City-wide contracts; and maintains Public Works and Purchasing Departinents bids as required by law.�. Records Management: The Records Manageinent Diuision process�,s and maintains records in accordance with the City-wide Records Retention Schedule working with departments to ensure records are preserved for the legally required amount of time; maintains th� City's diict�ment m�nagement system (Laserfiche) which stores records in a digital format in compliance��vith the �tate's requirements necessary to destroy hard copies of documents; processes records requests in com�liance with the California Public Records Act; and develops forms and workflows using various software a�plicat�c�r�s to simplify and expedite processing among City departments. The Records Management Division is�n�T�t�rnal�ervice Fund division. Reprographics: The Reprographxcs Division��eroes a variety of roles; the hub for all mail flowing into and out of the City; management of the ititer-departm�ntal courier service; copying, digital printing, scanning, and mail inserts; graphie design a�d��ting�`�r bu�iness cards, forms,brochures, �yers, etc.; and overseeing the City-wide fleet of multifunction��c�igital�photocopy machines. The Reprographics Division is an Internal Service Fund division. �� D�scription��`o` � �� A��a122 FAdc��t d� Amended� �Ado�t d� l�ecrease �Ado�ed� Uec ease ,� � 1� p ( ) � ( ) �ity Clerk''� �, `; �� $ �� 899,841 $ 909,080 ��$ 983,660 �$ ],213,820 5�� 230,160 $ �� 1,217,630 $ � 3,810� ��°��°'� �� 899,841 909,080 983,660 1,213,820 230,160 1,21'7,630 3,810 Itecords ��a�� 457,506 426,260 525,530 485,900 (39,630) 448,640 (37,260) R�prograpl�ics 710,016 709,510 752,390 874,480 122,090 8]3,630 (60,850) Internal Service Fund SuUt�tal '� 1,167,522 1,135,770 1,277,920 1,360,380 82,460 ],262,270 (98,110) "TOTAL �' � $ 2,06'7,363 $ 2,044,850 $ 2,261,580 $ 2,574,200 $ 312,620 $ 2,479,900 $ (94,300) F-16 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following table displays how the Department's budget is brolcen down between the major expenditure groups. Materials, ]7iuision Supplies& Capital Debt Personnel Services {7utl� Seruice T�tal '��FY 2024-25 Ado ted $ 927,670 $ 289,960 $ - $ - $ 1,217,630 ��1�� FY 2023-24 Ado ted $ 904,120 $ 309,700 $ - $ - $ 1,213,820 ��FY 2022-23 Amended $ 657,540 $ 326,120 $ - $ - � 983,660 `FY 2021-22 Actual $ 656,112 $ 243,729 $ - $ - $ 899,841 '�FY 2024-25 Ado ted 346,130 102,510 - - 448,640 � ��FY 2023-24 Ado ted 363,980 121,920 - � ' - 485,900 Recdrds Man�gement '��FY 2022-23 Amended 337,550 187,980 - 525,530 ��FY 2021-22 Actual 315,52� 136,406 ,573 - 45�,506 ��FY 2024-25 Ado ted 498,640 114,990 �'2�0,000 �� - 813,630 ��a�� FY 2023-24 Adop�ed 579,560 114,920 18t},t��D� - 874,480 °��FY 2022-23 Amended 418,520 124,7QU � �` 209,1'i� � �'�" - 752,390 ��FY 2021-22 AcYual 426,328 139,9'79 143,709 �'� - 710,016 '��FY 2024-25 Ado ted $ 1,772,440 $ 507,460 � �� 20Q�{�00 $ - $ 2,479,900 T�� '��FY 2023-24 Ado ted $ 1,847,660 $-�� 46,�4fl $ 1�0,000 $ - $ 2,574,200 '��FY 2022-23 Amended $ 1,413,610 $' 638,80� ,$ 209,170 $ - $ 2,261,580 �'�FY 2021-22 Actual $ 1,397,96� ��;, 520,114 � 149,282 $ - $ 2,06�,363 PeNsonnel / The following table displays total �rsarit��l for��t�e City Clerk's Office, the Records Management Division and the Reprographics Division: ' ;;��. �� bescriptitin �� . �019= � F"i'��,��2 t� F'Y�02U-Zl �� FI'2{321-22 Tncrease �'I'2t722-23 �Increase � �� tual �' � ��ted �� Amended Adopted '� (17e�`ease� �� Adopted (Decrea�ec� ' FIT 6..Q�. 6.00 6.00 6.00 - 6.00 - �aty Clerk �� P/T � - - - - - - - �� 'cttal � 6.00 6.00 6.00 6.00 - 6.00 - �� `�° � �'(T 3.00 3.00 3.00 3.00 - 3.00 - Records Man ent l'/T - - - - - - - � ��Total 3.00 3.00 3.00 3.00 - 3.00 - F/T 3.00 3.00 3.00 3.00 - 3.00 - Reprc�graphics �/T 1.50 1.50 2.00 1.50 (0.50) 1.50 - Total 4.50 4.50 5.00 4.50 (0.50) 4.50 - F/T 12.00 12.00 12.00 12.00 - 12.00 - T�t�l P/T 1.50 1.50 2,00 1.50 (0.50) 1.50 - Total 13.50 13.50 14.00 13.50 (0.50) 13.50 - F-17 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Si�nif cant Issues In the Office of the City Clerk, selecting and implementing a business licensing software program is necessary to replace the software currently housed in the existing City-wide Legacy system otherwise known as the AS400. The AS400 is being replaced by a new Legacy System by the end of 2023, and the AS400 will no longer exist in the near future. Growth in business license revenue is expected with the use of modern business license software capabilities. In the Records Division, a replacement scanner is needed to be purchased to ensure continued progress and compliance with state laws for storage of records in a digital format City-wide. The curr��scanner is several years old and has outlived its life expectancy. D There are no significant issues related to the Reprographics Division at this time. � %` �,. Performance Measures and Workload Indicators �� City Clerk's Department The following table dispiays some of the workload indicatc�r�ft�r the past,pre�ent and projected future of the City Clerlc's Division: Wmkl�ad Indicators �` �� Y 2��,�=22 FY 2022-23 FY 2023-24 FY 2024-25 �� ` Pr , te'�� G�, a1 Estimate' Projected Pr�jectec� Business Licenses �� ,'�00 _ 9,100 9,180 9,300 9,500 �usiness License I�e�e�ne'�� ~ ";�$70,000 $900,270 $940,000 $965,000 $1,000,000 �@��. pt�oclamakians,Cer�m�rniat'��C�rti�icates ; esolutit�ns �' � �60 218 220 230 230 Bic�s 80 80 80 80 80 �ontracts-(City,RABA,H�u ' �� NewlRenewed/Amendedl� ,��e ��. �`��,�� 600 860 900 900 900 Minutes of Meetings- ' ouncil BA;RHA, Library,(}�ersight �` ��,a�,�� 60 58 60 65 65 Comrnunity Rc�c��. � �ouncil Cha� , s Res tion �, ��;, 160 170 170 170 170 S ecial E' ° ��rc�cess" � � 45 60 70 65 65 �� 15 24 15 20 20 Public H�arin �;�� Eas�mentli7eeds � ` 12 18 16 16 16 Records Mana�ement Division The following tabie displays some of the workload indicators for the past, present and projected future of the Records Management Division: F-18 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Repro�raphics Division The following table displays some of the workload indicators for the past, present and projected future of the Reprographics Division: FY 20�1-�2 ' FY 2t}21-22 �'Y 2022-�3 �Y 2t723-24 FY 2024-25 Workload Indicatars Prc�jected Actual Estimate 1'roject�d Projected ' P�t�tocop�es Reprpduced '�� 2,000,000 2,462,595 2,525,000 2,525,000 2,525,000 Mail Sto�rs(745 p�r week) 38,740 46,020 46,020 46,020 46,020 Cnserter(6�,OQ0 tci 65,Oa0'er montih} 700,000 748,971 750,000��' � � 750,U4t� 750,000 i Unmet Neecls � �� Citv Clerk The City C1erk's Department has the following unmet need: Business license software Records Mana�ement The Reprographics Division has the following unmet need: Replace scanner in next budget cycle—estimated cos#;$5,500 (per IVTarch 2023 quote) / j /� : F-19 % This page left intentionally blank. �� j k �, „: / / j /j ,: F-20 CITY ATTORNEY ORGANIZATION CHART City Attorney Lega l Assista nt Leg�I Assista r�� Personnel Analyst (Ris�C � �� Managem�nt) ��sistant City Assistant City Attorney Attorney /% F-21 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING Ji1NE 30,2024 AND 2025 CITY ATTORNEY Overview The Office of the City Attorney advises the City Council and staff on all legal matters involving the City of Redding, including land use,personnel, contracts, real property iransactions, environmental law, and elections. As head of the Code Enforcement Division, the City Attorney's Office is active in the protection of the public health and safety of the community. Additionally, the City Attorney's Office protects the public interest in prudent fiscal management of public resources in the administration of claims and defense of litigation against the City. � �� T7escripfan �'Y2021-2Z �'Y2022-23 F`Y`2022-23 F'Y2t�23-24 Incre �'Y2024- Increase ' Aet�ual '� Ada ted A�nded* Ado ted �� creas ��Ad� t' ��` ecreas�)'� G�it�Attctrne :�� $ 386,535 $ 321,290 $ 379,700 $ 835,1OQ� $ 455,400 $� "�832;540 $ (2,560) , TUTAL �� $ 386,535 $ 321,290 $ 379,700 $ 835,1Ot�� ,$ ��55,400 '$' 832,540 $ (2,560) * F�cluded carryover amounts � The following tabie displays how the Department's budg�t i�brc�l�en down between the major expenditure groups. `� NTa �a1s, Aivisic�n � Sup �"s& Capital t7ebt �� ,�,�� nn; '� � ices '� t7uttay ��Ser�ice�� Tntal � FY 2024-25 Ado ted $ 655,880 $' 176,660 $ - $ - $ 832,540 ��t�� FY 2023-24 Ado ted '�.� $ � 649,890 $ 185,210 $ - $ - $ 835,100 '�� '��FY 2022-23 Amended � :�� 219,630 $ 160,070 $ - $ - $ 379,700 �FY 2021-22�ctua7 ��' $ :� 201,692 $ 184,843 $ - $ - $ 386,535 Personnel �� 7eseription � ��` �=�2 FY 2022-23 FY 202�-�3 FY 2U23-24 Increase FY 2024-2� Increase �� '� ��; '�� Actual �� Ado ted Amended* Ado ted �� (Decrease) ��Ado ted Decrease) ' ��'� �� Fl"�`� 4.00 � 4.00 5.00 � 5.00 - 5.00 - Crty Atto ~`� �� Tot 1 4.00 4.00 5.00 5.00 - 5.00 - � Significant Issues There are no significant issues. F-22 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING Ji1NE 30,2024 AND 2025 Performance Measures and Workload Indicators The City Attorney's Office supports the City Council and the City organization with legal advice, litigation services in defense of the City, risk management services, enforcement of the municipal code, and transactional legal services. The City Attorney additionally manages the Code Enforcement Division whose primary responsibility is to enforce the Redding Municipal Code to the betterment of the public welfare, health, and safety. In addition, the City Attorney's Office has been responsible for, participated in, or provided review in the following areas: Risk Management-Liability Since May 2010, the City Attorney's Office has had responsibility for the Ri�k Manage�r�ent-L,i�bility Claiins Division, and now oversees the Risk Manager-Liability Claims and supervis�s�the Personnel�:Analyst assigned to Risk Management. The City Attorney's Office regularly communicates with t�e City's third-party claims administrator (George I-Iills, Inc.) to provide guidance regarding a number��f��reas wh�ch helps to facilitate prompt resolution of claims made against the City. It is estimated��hat t�ie num�er c�f claims administered, by either approval or denial, in each fiscal year during this budget cycle is �� per year. The mission of Risk - Liability is to identify and measure exposures to loss,promote safety ar�d tr>redu�e the City's exposure to liability ar►d lawsuits. Tl�e City Attorney's Office bas now assumed all work and responsibility for procurement of insurance to hedge against risk due to liability occasir�n�d by��ity c�p�rations and loss to City facilities and improvements. Real Property Issues The City Attorney's Office provides direct��support �to Departments for reai property matters. This includes purchase and sale agreements, easemen�s and,�licenses, deeds, leases, abandonment proceedings, escrow instructions, option agreements, developinent a�r�ements, loan transaction documents and related correspondence and consultations. More specifically�the City Attcirney's Office continues to participate in the draft and review of legal documents necessary for the developmerit of th�°"Downtown Core" and Stillwater Business Park. This same service was provided with regard to the devela�s�nent of the Churn Creek Marketpiace the Costco development. Contracts, Ordinances��nd Resolu[tit�ns � Another core functi�ii� of th� City Attorney's Office is in assisting in the drafting and reviewing of the many contracts the City ent�rs into�(civer '700 annually). It is expected that this area of City Attorney's Of�ce involvement u�'t�t ct�ntinu�to be active during the next budget cycle. Ordinances&Rest�lutions �� The City Atto�iey's Office now takes a very active role in assisting other departments with the preparation of staff reparts, ordin�nces, and resolutions. The City Attorney's Office actively sponsors ordinances in order to relieve its departm�ntal clients of the burden to undertake the legal and staff work to present ordinances to the City Council. The City Attorney's Office regularly reviews the Redding Municipal Code to correct errors, omissions, discrepancies, and inconsistencies. Litigation and Miscellaneous Court Appearances The City Attorney's Office has lead responsibility for a variety of litigation cases from inception through trial. This includes representing the City in matters such as real estate litigation, construction litigation, contract dispute litigation, eminent doinain litigation, Pitchess motions (motions for discovery of police officer personnel files), petitions for determination of return of firearms, motions to suppress production of police department incident reports, trials resulting from Redding Municipal Code violations including animal control matters, and appeals of parking citations. Personal injury and constitutional tort(i.e., excessive force) cases are usually referred to outside F-23 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING Ji1NE 30,2024 AND 2025 counsel but supervised,monitored, and assisted by the City Attorney's Office. The number of claims and lawsuits filed against the City has significantly increased in recent years. This is largely due to the Carr Fire and an uptick on excessive force claims. The City has also experienced an increase in the nuinber and complexity of land use related cases (i.e., Costco litigation). Litigation necessarily involves a significant administrative burden in responding to subpoenas, discovery requests, and preparation of records of proceedings. The City Attorney's Office takes an active role in supervising and assisting all departments in this area. Support to Administrative Hearings Board The City Attorney's Office supports the Administrative Hearing Board. The City Atto��y directly�rovides legal support to the Board. The Assistant City Attorney provides legal support to Code Enforcement and Animal Regulation. Code Enforcement cases have risen. An estimate of the numb�r of��arings heard by the Administrative Hearing Board is six (6)per month. Public Records Act Support �'''�� The City Attorney's Office provides general legal support to all de�artmerits. Such su��rt includes assisting the various departments with requests for public records. Whila many"requests�are routzne in nature, some requests seek sensitive information and can vary with changes in policy an�law. ��cent changes in the law now mandate that information from peace office personnel files be inade publxcly available. T�e City Attomey's Office ensures compliance and administers this law(SB 421) in conjunctic�n wi�h�he Re�din�Police Department. Training to Avoid Sexual Harassment Cases California state law mandates training in the a��t��'sexu��harass�ient for all employees. i � � j /� ; F-24 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 NON-DEPARTMENTAL Overview The Non-Departmental budget maintains several budgets that cannot be uniquely attributed to departments. These budgets fund programs that can be broadly categorized as community support and organization investment. The programs are designed to benefit all of the City's stakeholders, both within and outside of the organization. The budget includes funding for the following: Animal Regulation, General Fund Debt Service, General Fund Capital Projects, and community special events. �� Descrip#ion ��FY 202t-22 FX 2022�-23 FY 2�222-23 FY 2(�23-24 �� Incre ��° FY 2024'- � Increase Actual Adopted Amended* Ad�pted �rease � Adopte � (Decrease} , AnimalRegulati�n �� $ 891,917 $ 929,070 $ �� 968,400 $ ��979,070, $�� ]0,670 $ � 1,048;�b0 $�� 29,790� I�Ton-17epartmental �� 3,206,210 1,222,810 4,541,380 1,495,43f1' (3,Q4�,950) � 1z405,730 (89,700) Czenerak�'undDebtService ''� 2,634,155 2,621,130 2,621,130 2,118,330; (502,800) ;' . 1,957,200 (161,130) Gapital I'r�jects I}ivision 610,909 20,000 20,000 ; 20,fl00 20,000 - General T+pnd Subtot�l 7,343,191 4,793,010 8,150,910 � `�4,612,83� (3,��8,�780) 4,391,790 (221,040) �ieneral City Pr�jects 1,749,787 1,000 1,000 I,t�00�� - 1,000 - T�TAL '� '�� $ 9,092,978 $ 4,794,010 $ 8,151,�10 $, 4,613,834��, $�� (3,538,080) $ 4,392,790 $ (221,040) *Excluded carryover amounts / /� ; F-25 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS BNDING JUNE 30,2024 AND 2025 The following table displays how the DepartmenYs budget is broken down between the major expenditure groups. Materials, I7i�ision ' Suppli�s& ' Capital I7ebt Persc�nnel Services (7utlay Seruice Total '�FY 2024-25 Ado ted $ 23,490 $ 985,370 $ - $ - $ 1,008,860 Animal Regulati�rn '� �FY 2023-24 Adopted $ 22,400 $ 956,670 $ - $ - $ 9'79,0'70 ��FY 2022-23 Amended $ 57,280 $ 911,120 $ - $ - $ 968,400 "FY 2021-22 Actual $ 52,626 $ 839,291 $ - $ - $ 891,917 �FY 2024-25 Adopted 417,580 818,760 169,390 1,405,730 Non-Departmental ��FY 2023-24 Adopted 517,580 808,460 169,390 - 1,495,430 ��FY 2022-23 Amended 400,000 919,810 3,221,570' - 4,541,380 ��FY 2021-22 Actual 320,262 653,898 2,232,050 - ' 3,206,210 FY 2024-25 Ado ted - - - f;957,200�� 1,957,200 General Fund��bt Service�'�FY 2023-24 Ado ted - - - 2,l I$,33U� 2,118,330 '�FY 2022-23 Amended - 8,500 2„b12,630 2,621,130 'FY 2021-22 Actual - 4,49� - �"��,629,661 2,634,155 ��FY 2024-25 Adopted - 2t);000 - 20,000 C�pital Pr�jects Dic�ision FY 2023-24 Adopted - 20,000 - - 20,000 FY 2022-23 Amcnded - 20,t��' - - 20,000 'FY 2021-22 Actual - � 49,056 ;�51�1,853 - 610,909 FY 2024-25 Adopted l,{?00 - - 1,000 ('seneral City Projects �FY 2023-24 Adopted - 1��QO - - 1,000 ��FY 2022-23 Amended - 1,fl�0 - - 1,000 ��FY 2021-22 Actual - � 745 56,899 - 57,644 ��FY 2024-25 Adopted $'� 441,Q"�0 $ � '1,825,130 $ 169,390 $ 1,957,200 $ 4,392,790 Total �FY 2023-24 Adopted �` � 539,980 $ 1,786,130 $ 169,390 $ 2,118,330 $ 4,613,830 �FY 2022-23 Amended $ � , `��57,280 $ 1,860,430 $ 3,221,570 $ 2,612,630 $ 8,151,910 ��FY 2021-22 Actu�l '- �� $, �37�,888 $ 1,597,484 $ 2,800,802 $ 2,629,661 $ 7,400,835 Si�nificant Issues �� There are no significat�t issues> ' Communitt�,S'peciul Eve�tts Eaeh year thr�ugh the budget process, the City Council authorizes staff to expend time and resources to assist in certain comm��ty special events. Listed in the following table are the supported events and the amount of support included i�the adopted budget. Event FY 2t��3-24 FY 2t�24-25 ' t�Mrist�as Parade �� $ 17,410 $ 17,410 T�oc�lAprilNit�s 41,090 41,090 Rodea �� 32,450 32,450 Rc�der�I'arad� ' 17,450 17,450 Ath c�f7uly 55,640 55,640 BigBike Weekend 3,350 3,350 'T�tal � ' $ 16'7,390 $ 16'7,390 F-26 � o j °�.,' +� +� � •V N � O O � � � � � � � V v a � 0 •o :� — c uA � +' tin � rr�+� ' tin co C d � C .�' C .x!t, C 'v N N +-' •— ��n RF ��n tt5�� '^ � � """ � '— � � ._ C � �,. V � � ta .� O CS � O v O � v 'u� CJ ' � cn cn H � � � � �; � a �� `� a� .0 � � v� v� c +� .r, � � � :� � �` � � � Q O +' �,�'� '� � � /� � bA � � �,�. � o � �_ �� •� N c c><<�'_� s � � c � c .'_^ c .'_^ — � � � �<°�1,...: ;� � •� •� •� � •� � v � � . 3 .� 0 •� 0 � 0 � h-I b1� v�i O +� S Q- S Q S Q U f''-i O Q � �v i �/'� cn cn Ci:Q �� N i � �/� C bp— b,p a-' aA y � N lt0 f0 � � v�i C .�^ C _ G . � •V � � ��n — 'Vf f6 `^ � � ,� �N '� I— � � /� •� `�''n � •� � � S � = Q- _ � cLo _ � = Q 41 _ .� N N N N � d v O Q '� N N N F-27 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 HOUSING AND COMMUNITY DEVELOPMENT Overview The Housing and Community Development (HCD) budget receives revenue through federal, state, and local resources. Federal funding is received from the U.S. Department of Housing and Urban Development (HIJD). The City of Redding is a HUD entitlement community and receives direct grant allocations from the Community Development Block Grant(CDBG)program and Home Investment Partnerships (HOME)�gram. The City also receives a varying amount of program income revenue generated from its CDBG and H�ME loan pc�rtfolios. State revenue includes funding through various programs administered by the California Department�of Housing and Community Development(HCD), the Business, Consumer Services and HtSusing Agen��and�ie Department of Healthcare Services. The 2019 CalHome Prograin (CalHome) provides grant fundii�g to inccrme-eligible first- time homebuyers and owner-occupied rehabilitation projects. The Permanei�� Loca1'��Housi�g Allocation (PLHA) grant is a five-year fonnula grant to entitlement jurisdictions for housing-related,�rojects aiid�programs that assist in addressing the unmet housing needs in our community. The Disast�r Recovery�ultif�mily Housing Program's (DR-MHP) purpose is to assist eligible communities with maeting��the unm�t renta�housing need following the 2018 disasters declared under FEMA Major Disaster Declara�it�n� �R-438�� and the Disaster Recovery — Infrastructure Program, (DR-INFRA) will assist with the futu�`� (�uartz Hill�r�j�ect that will provide funding for infrastructure costs associated with a single-family income-eligi�iie dev�lopment. Additionally, the Housing Division may be awarded pass through grant funds such as the Affordable Housing Sustainable Communities (AHSC) Grant and the Infill Infrastructure Grant Progr�;m (IIG) that`assist affordable housing developers in the community. And lastly, although not consider�d � gra:nt, tl�e Hausing Homeless Incentive Program (HHIP) provides incentive payments to aid local communities to assi�t��managed care providers' homeless or at risk-of- homeless members connect with housing r�st�urces tt�reduce or prevent homelessness. The City receives varying amounts of program income generated from its C%�Home revolving loan fund to assist income-eligible borrowers. Local resources include the Low-�nd Modera�e-Incc�r�e Housing Asset Fund(LMIHAF), the Affordabie Housing Loan Fund (AHLF) and reoccurring loan r��ayment revenue from each of the grants that supports the development and rehabilitation c�f affordable housing projects, homebuyer and rehabilitation programs. The LMIHAF is the result Qf`th� City's,electiori to serve as the Successor Housing Agency (SHA) to the Former Redding Redeveloprnent Age��y after its' dissolution in 2012. Proceeds froin the LMIHAF are used to meet housing production g�als an�i�tc� cottap�y with administrative obligations as prescribed in California Health and Safety Code (HSG� Sect��i��34176.1. Accordingly, the Housing Division may expend $200,000 annually for the purposes of rnonitt�ring �nd, preserving the long-term housing related affordability restrictions or covenants entered intC��by the former ��Zedding Redevelopment Agency or the SHA. Any additional funds utilized for developme�t or,ftr�ding of programs must meet certain income proportionality requirements under the HSC. Grant revenue �rom all sources fund each program's capital needs, administration, and program delivery without the injection of��neral fund proceeds. All grant funds received have stipulations for each grant that limit the amount of adminis�ration funds or program delivery funds that are available for program operations. For FY 2023-24, the adopted budget totais $2,622,600 which is $17,692,120 less than the FY 2022-23 amended budget of$2,058,490. The FY 2024-25 adopted budget totals $2,228,610 which is $393,990 below the FY 2023- 24 adopted budget. The following table outlines the budget in comparison to the previous fiscal year. While the general overhead expenditures remain relatively consistent from year-to-year, the projects and capital expenditures for each of these budget divisions vary according to the allocation of federal and state grant funds awarded to the City. F-28 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following table outlines the budget in comparison to the previous fiscal year. While the general overhead expenditures remain relatively consistent from year to year, the projects and capital expenditures for each of these budget divisions vary according to the allocation of federal and state grant funds awarded to the City. 'FY 2a21-22 FY 2�22-23 FY 2022-23 FY 2023-24 Increase FY 2�24'-25 Increase; ' �escri tian Actual Adc� ted Amended* A�to ted I7ecrease Ada ted (17ecrease) C�BGIAHLF � $ 1,498,574 $ 900,510 $ 1,923,000 $ 834,980 � $ �1,088,020 $ 814,110 $ (20,870 HdME/CalHome �� 1,843,299 847,980 18,643,940 1,335,630 (17,308,310) ; 1,223�910 (111,720) IMIf�AF�� 335,929 310,000 489,840 450,570 (39,27i�) � 1$9,30Q (261,270) StatelL,oca1 603,007 1,365,270 32,357,790 2,609,970 (29,74'�;8�0) 1,779,9b�1. (830,010) T�7TAL �� '� $4,280,809 $3,423,760 $53,414,570 $5,231,150 $ (48,�83,42U) $4,007,28(� � $(1,223,870 *Excluded carryover amounts �i � The following table displays how the department's budget is broken do�vn betweer�the rn�jor expenditure groups. , Materials, ,�" ��4�� . I7iuisian Supplies& � ��apital ,�� I7ebt �� Personn�l �'' Se � �� tl� ��" '�� Seruice Total '�� FY 2024-25 Adopted $ � 273,770 $ �� 136,240 $ '� 402,100 $ 2,000 $ � 814,110 ��F �� FY 2023-24 Adopted $ 248,880 $ � � 140,280 $ 443,820 $ 2,000 $ 834,980 '�� 'FY 2022-23 Amended $ 313,200 $ � 103,200 $ = 1,329,600 $ 177,000 $ 1,923,000 �� '�FY 2021-22 Actual $ 305,(7'�2'�� $ �� 97,447 $ � 1,095,206 $ 849 $ 1,498,574 �� FY 2024-25 Adopted 1�}4,480 57',fi1(� � 1,061,820 - 1,223,910 ��a�� FY 2023-24 Adopted ' 1?�6,490 � 59,090 1,130,050 1,335,630 �� FY 2022-23 Amended 162,5�(��' `� 66,900 18,414,540 - 18,643,940 ' ��FY 2021-22 Actual 76,2U[t 39,292 1,727,807 - 1,843,299 �� FY 2024-25 Adopted � 9$,410 �� 65,640 25,250 - 189,300 ��F '�� FY 2023-24 Adoptcd 106,�30 � 66,810 277,230 - 450,570 ' FY 2022-23 Amended 116,980 50,110 322,750 489,840 ��FY 2021-22 t�cttz�l 89,655 41,980 204,294 - 335,929 � FY 2Q2�-25 Adoptzii - - 1,722,930 57,030 1,779,960 �� FY�tl23-24Ada�ited - - 2,552,940 57,030 2,609,970 � FY 20�2-23,Ainended ' - - 32,305,490 52,300 32,357,790 ��2021-22 A�tua1 - - 603,007 - 603,007 �� FY 2{�24-25 Ad�pted $ 476,660 $ 259,490 $ 3,212,100 $ 59,030 $ 4,007,280 ` � � �� FY�023-24Adopted $ 501,900 $ 266,180 $ 4,404,040 $ 59,030 $ 5,231,150 ��#�� "Y 2022-23 Amended $ 592,680 $ 220,210 $ 52,372,380 $ 229,300 $ 53,414,570 �. �I'2021-22 Actual $ 470,927 $ 178,719 $ 3,630,314 $ 849 $ 4,280,809 F-29 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Personnel The Housing Division employees are shared between HCD and the Redding Housing Authority and include 19 full-time employees budgeted for FY 2023-24 and 2024-25. In the FY2022-23 actual budget, the Housing Division added four new positions to assist with an increase of projects. Staffing levels will continue to be evaluated as actual grant and program income revenues are received throughout the 2023-24 and 2024-25 fiscal years. The following table displays the Housing Division's staffing for full-time and part-time employees. �� Descri�tion FY 2U21-22 F'Y 2�22-23 FY 2�22-�3 FY 20�3-24 Tn e R 4-25 Increase Actual Ado ted Amended* Ado ted {, �ease Ad� �d (Decrease)' �� FlT � 16.00 14.00 � 18.00 18,00 ., 1$.00 - Housing Diuison '' P(T - - 0.48 �.4�3 - 0.48 - °��, Tota1 16.00 14.00 18.48 ��.48 - ��18.48 - Canital Outlay Capital expenditures for CDBG and H01VIE include projects and �r�7g7rams thaE are dependent on the amount of entitlement funds awarded annually from HUD and prograrn�i�come receive�d from its HOME and CDBG loan portfolio. Projected amounts available for activities witltin HOME and CDBG are based on a status quo forecast for both FY 2023-24 and FY 2024-25. The FY 2024-25�request refleets a zero increase from the 2023-24 budget year. The capital outlay budgets associated with the fe��rai grants in�lude long-term planning, the Continuum of Care Coordinator contract, project-related exper�d�tu�es and the pro�urement of new project management and loan servicing software. Included in the LMIHAF capital outlay reque"st�fc��`�Y 2023-24 and FY 2024-25,based on revenue derived from a reasonable projection of loan repay�ent re�eiva�l�s and prior year fund balances, is $10,000 annually to cover the balance of the Continuum of Carc.Coordinat� contr�ct expenditures, real property maintenance, recording fees, loan portfolio management, rent�l�project long-tenn��affordability monitoring, general project administration and the procurement ofproject manage�ent and loan servicing software. State and local capital expenditures al�ci�vary from year-to-year based on grant allocations and revoiving loan fund revenues. Ex�se�diture� ir� t�is c�tegory include eligible affordable housing programs funded through the CalHome, PLI�A, ani� I�R-MIIP�gr�nts, capital expenditures that include prior-year revenues committed to development=proj�cks, interest payment costs related to loans from the general fund and strategic planning activities a�proved br'anticipa��d far completion during FY 2023-24 and FY 2024-25. w�, , F-30 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Si�nificant Issues As with any grant funded division, the possibility exists that future grant revenue will be decreased or eliminated. However, federal, state and local funding sources are likely to either continue at existing funding levels or decrease slightly over the next budget cycle given the general uncertainty of the economy and the Federal and State budgets. Estiinates provided within this budget are conservative, either projecting no increase or only small. increases in revenue. The grant sources associated with HCD operations limit the amount of grant funds that may be utilized for administrative expenses, capping available funds to a percentage of the award allocation: �DBG 20 percent; HOME 10 percent; PLHA five percent, and the LMIHAF allows a specified doIlar amount per��ar. In addition, CDBG, HOME, PLHA, DR-MHP DR-INFRA aliow project/activity delivery costs�to support personnel costs associated with the project. The HHIP provides for administrative costs of 15 percent of total incent��e payments received. i; In addition to the significant issues raised above, grant funds such as AHSC,TIG,l�R-MI�P anc�DR-INFRA may require the Housing Division to front capital for approved projects wl�ile awaiti�g reimburs�ment from the federal or state entity providing the grant program. However, the Housin�Division dti�s,nc�t�have funds needed to do this from its own assets. Tl�erefore, the Housing Division may need to borr�� sht�rt�term funds froin either the General Fund or enterprise funding sources to cover project expens�s iu�til�rait�bursement is received from each grant program. The cost of interest should be allocated tt��ach project �s part of its costs along with and administrative impact fees not covered by existing adininastrative c>r pro,je�t d��ivery costs. Performance Measures and Workload Indic�tors �� > I��scripti�in � �� FY 2021-22 �� FY 2U22-23 �Y'2U23-24 FY 2024-25 ��;�` � , .� A�tua1 Estimated '�� Projected �� I?rnjected� Elomeowner Emergency Repair Pro�ra °�� @� �� 8 4 5 5 Horneowner Minor Home Re air for S �rs 79 72 85 90 Homeowner Mor�'��a e Assistartce�,oan' � 'ded � i 1 1 5 5 Homeowner Units'�Rehabilit ��'`�� ;�,�, ,: �� 1 3 3 3 Hameowner Units'Creat ''' - - 1 - Loan Servicing Payoff ordi �`�� , 12 15 20 25 Rental Deveropme ax pplicatioiis'R�viewed 3 2 1 2 Tota�Rental U �> u� L,e � �'ed f�rr Cot�struction 148 109 151 59 Total Rent , its`Con, r�d A ble(from abo�e 148 109 150 58 � , , �1. �ental U�it�S ` a�,r d xncludin' ERP 3 - 2 3 Public Service ts Funded 5 5 6 5 �ublic Infrastruc ' ilities Prc�jects Funded 3 2 3 Econnmic De�elapme r�jects 1 1 1 1 F-31 % This page left intentionally blank. � / j /� ; F-32 AIRPORT ORGANIZATION CHART City Council(Electorate) City Manager Assistant City Manager/Airport Director j Airports Manager j Executive Assistant Management Analyst Administration and Security Operaticins and Maintenance Assistant Airports Manager Assistant Airpocts IVlanager Contract Security C?perations& Aircraft Rescue and Fire- (American Guard Maintenance Work%ng Fighting Services) � �� Su�#eruisc�� (Redding Fire Department) Account Clerk il Operations and (Trusted Agentj Maintenance Worker PT-Status 9 Operations and (Truster3 A�ent) Maintenance Worker Operations and Maintenance jWorker Operations and Maintenace Worker (Seasonal) FT Airport Custodian PT Airport Janitor F-33 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 AIRPORT Overview The Airports Division oversees operation and maintenance of the City's two Airports, Redding Municipal and Benton Airpark. Redding Municipal is a commercial service airport with scheduled passenger service, and Benton Field is a general aviation airport. The City is responsible for safety and security at the airports and compliance with the Federal Aviation Regulations Part 139, 49 CFR Part 1542, State Aeronautics Act, California Code of Regulations (CCR), Title 21, Sections 3525-3560, and federal grant assurances. In addition, ca�ital improvement projects on the City's airports are funded by a combination of grant funding sources, inclu�i� FAA Airport Improvement Program grants, State of California Division of Aeronautics grants, Redding Airpt�rk's Passenger Facility Charge program and local match from the Airports fund. The Redding Regional Airport is a non-hub primary commercial service airpca��located alo�g Airpi�rt Road in the south-eastern portion of the City of Redding. In addition to commercial air's�rvice, t�e�Redding Regional Airport hosts a premier United States Forest Service aerial attack firefighting faci��y wliich en�ances regional public safety. Additionally, the airport facility hosts Fire Station #7 which pr��%des AI�'F ser�rices for the airside users and which is dually used for community structural firefighting. Ther��are numerous��flrnmercial licensees,lessees, and tenants for various business and personal activities on the field�which are irtanaged directly by airport staff. Benton Airfield is a general aviation airport located west�c�fdovvrtt�wn I�eddi��which hosts business facilities for a Fixed Base Operator to provide services to based and transient me�tbers �f the flying public as well as tie-down, sunshade, and hangar spaces available to aircraft o�ners on a rnonth-to-montl� basis. Benton Airfield is a treasured community asset that hosts local aircraft.and public safety p�rtners, as well as the Benton Dog Park. �� ,,�'�� Description FY 2021-22 FY�� o -23� ��202�-23 FY 2�23-24 '� Increase FX 2024-25 Increase �� ;Actual � dc�p �� Amended* ' Adtipted (I7ecrease} 'Ado ted {Deer�ase)' ' Reddin Re ional'�� $4,408,974 $20,94�,090 $��2,940,580 $3,110,860 $ (9,829,720) $21,982,420 $ 18,871,560 Bent�n Airpark �� 4��,�09 4,04q,t7�0 � 3,978,230 166,510 (3,811,720 219,840 53,330 . T(�TAL '�� $�4,895,0$� $24�952,130 $16,918,810 $3,277,370 $ (13,641,440) $22,202,260 $18,924,890 *Excluded earryover am�K�nts � F-34 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following tabie displays how the Department's budget is broken down between the major expenditure groups. Materials, Dic�ision Snpplies& Capitai Debt Persannel Services C�utlay Service Total FY�2024-25�Adopted $� 1,520,650 $ �� 1,457,980 $ 19,003,790� $ - �$ 21,982,420� ��1�� FY 2023-24 Adopted $ 1,468,750 $ 1,453,240 $ 138,760 $ 50,110 $ 3,110,860 FY 2022-23 Amended $ 1,227,360 $ 1,681,730 $ 9,907,670 $ 123,820 $ 12,940,580 ��FY 2021-22 Actual $ 1,043,882 $ 1,591,207 $ 1,650,023 $ 123,862 ,$ 4,408,974 '��FY 2024-25 Ado ted 25,000 102,530 50,000 �� 42,310 '�� 219,840 Benton Airp�k FY 2023-24 Ado ted 25,000 99,210 - 42,300 166,510 '�FY 2022-23 Amended 25,000 ]96,660 3,71�,2$� 42,290 3,978,230 ��FY 2021-22 Actual 35,315 101,178 �b7;325 �2,291 �� 486,109 ��FY 2024-25 Adopted $ 1,545,650 $ 1,560,510 $ 1�,053,79�� $� 42,31�� $ 22,202,260 ,1:�� FY 2023-24 Ado ted $ 1,493,750 $ 1,552,450 $ �138,7C��'� $ 9�,410 $ 3,277,370 ��FY 2022-23 Amended $ 1,252,360 $ 1,878,390 $� �� 13,621,954 $ 166,110 $ 16,918,810 '��FY 2021-22 Actual $ 1,079,197 $ 1,692,3&5 $ Ia�57,34�! ��S� ��166,153 $ 4,895,083 Pe�sonnel �� Description FY 2t121-22 FY 2022�� '�� `, 3 �� 3-24 Increase FY 2024-25 Increase � Actual ' Ad ��en ��Ad�pted ,(Uecrease) ��Adopted {Llecrease)��, �� ''� FlT 11.00 ''+ � 8.00 � 11.00�� 11.00 - 11.00 - Redding R��ic�nal P/T 1.00 2.�t} 1.00 1.00 - 1.00 - ;' Tota1 12.0@ 10.4U � 12.00 12.00 - 12.00 - Si�nificant Issues ///////i The Airports Divis�oi� is ex�iexiencing a surge in commercial air service activity at the Redding Regional Airport. As a result; tl�e t�rminat and'other passenger faeilities at the Redding Regional Airport are frequently strained, espe�ial�y as 'the typical size of aircraft servicing Redding increases to accommodate more passengers. 'I`he Terrninal �ixcraft parking apron space is one of the most significant limiting factors for growth at the Redding,Regional�Airpor`t and the existing area is deficient by Federal Aviation Administration Airport design standards. Sp�ci�'ieally, passenger parking, airline eounter spaee, baggage screening, and hold room eapacity require rightsizing to current demand and will need frequent rebalancing to preserve tl�e moinentum of the Redding Regiona �Airport's current growth pace. These factors led the Airports Division to pursue a Terminal expansion and other projeets in the Airport 1Vlaster Plan process. The capital funding needs of these projects are in the tens of millions of dollars. Furthermore, the Airports Division has very limited staffing resources to cover the day-to-day regulated operational demands. Deferred maintenance due to limited available funding in past years is resulting in the decline of pavement and facility infrastructure, necessitating larger capital projects to correct as time goes on. F-35 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Performance Measures ancl Wor�kload Inclicator�s L)escription FY 2n21-22 ' FY 2�22-23 ' FY 2023-24 FY 2fl24-25'' ' Ac�ual Estimated Prnjected Prajected ' Enplanements/�eplaneme�ts 186,373 �202,618� 202,000 205,000 Aircra�C?perations 49,557 65,174 67,000 70,000 Hangar and Ti�dc�wn�ccupancy ; 100% 100% 100% 100% F�acili�y&GraundLeases ' 31 33 37 39 Ground Lease Amendm�nts{Renewals 5 6 2(l 15 Unmet Needs j 1. Staffing levels are insufficient to meet the workload demands as stanc�ard busi�ess operations require much more maintenanca and direct oversight in the heavily federa]�� gulated environment of aviation. Current staff have stepped up to meet needs as rrsuch a�-p�ssible,'�however, this comes with a tradeoff in output and productivity and inereases the risk"�f burnouti. Staff turnover risks critically jeoparclizing programs that are essential for maintainit�� commerci�l air service, which would not be easily re-established if lost. Additionally, non-cc�mpliance v�ith f�deral aviation regulations risks financial penalties or even reversion of ownership of facilities to the �ederal Aviation Administration in the most severe circumstances. Specifically, the A�parrs�Division w�uld benefit from the addition of(1) a Lease Coordinator to relieve pressure on other pos��ons�nd pro�`arns stemming from contract maintenance and negotiation, (2) a Projeet Coordinatt�r which��can de�icate resourees and attention to ensuring capital projects are com�pleted in a timely� ��ad o�`derly fashion, and (3) a Credentialing Specialist which can relieve pressure on the airport security�i�ogram which has undergone some of the most transformative regulatory changes in the �sast se"�eral ye�s's and is critical for maintaining commercial air service and protecting the communit�from aviatic�n relate'd security threats. The total cost for these three positions is estimated at$300K. 2. The FAA is reviewix�g the s�zing of th�terminal expansion and once approved, the Airports Division ean proceed with tl�e�desi�;n ph�se an�i�begin identifying funding sourees for construction. The design is estimated at$�M. Construction costs could be up to $SOM depending on the determined tenninal size. 3. The terminal�parki�� c�t ��cd� maintenance. A resurfacing of the terminal parking lot is estimated in excess c�f$1M. - :: 4. The �termin�; parkin� lot is routinely over capacity during peak flying seasons and holidays. This ine�nvenie�ces the ��iblic and results in lost revenue, negative passenger experiences, and lost opp�rtuni�ies to expand air service. Parking lot expansion is estimated in excess of$1M. 5. Inereas�� ear rental eoneessions have strained the existing ear wash facility at the Redding Regional Airport.� '�e car wash system is served by a septic and leach field and cannot accommodate the demands by the car rental companies. A new replacement facility with a connection to sanitary sewer is estimated at$300K. 6. The Airports Division does not have a facilities assessment for either airport to identify the condition and priority 1eve1 of all facilities it is responsible for maintaining which leads to unanticipated failures in the infrastructure that impact air service and strain the limited budget for any planned maintenance. A one- time cost to develop the assessment is estimated at$75K. 7. The Airports Division is overdue for an update to its Rules, Regulations, Minimum Standards for Commercial Operators, and administrative policies (combined it is commonly referred to as Primary Management and Compliance Doeuments). The Airports Division cannot take this on in-house so an aviation consultant is needed to administer the process to update these PMCDs, which is estimated at $175K(one time cost). F-36 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Cash Flow The Airports Division is projecting a positive 5-year cash flow in the operating budget,but faces an overall shortfall as Airports has several large capital improvement projects underway. The Airports will pursue and maximize grant fund availability,particularly those with 100 percent(100%) funding. In most cases,the local match for grant funded capital improvement projects at Redding Municipal Airport comes from the Passenger Facility Charge (PFC)program. The following table illustrates the projected operating and capital fund balance: �� : Airparts Fund ��'Y 2�23-�4 �'Y 2t?24-25 '� FY 2025-26 � 026-27 ��Y�027-28 �� Be innin�Balance* �� $ 738,486 $ 740,470 $ (772,537 � (4�,5,200) $ (154,582) Revenues' 3,526,430 20,929,130 3,758,841�� 3,$�1,225 �� 4,028,833 Ex enclitures (3,216,446) (22,140,137) (3,169,504) ; �(3,258,60'�) �� (3,350,723) Txansfers'�� (308,000) (302,000) (3a2,Q�0) (3t�2,000) (302,000) N�t Inc��e 1,984 (1,513,007) 287,33'T ��30,618 376,110 E;ndin Cash non-de�icat�d 501,536 324,804 � 267,141 ��252,759 283,869 Endin C��h ded�cated PFC 238,934 (1,097,341) � {'75�,�A1 �� (407,341) (62,341) �ndin Balan�e � '�� $ 740,470 $ 772,537 � �� 485,20(1)'� $ (154,582 $ 221,528 *Includes Anticipated Savings (Cash Balance Excludes Rolling Stock Balance) // ,,- j /� ; F-37 This page left intentionally blanlc. � � � / j /� : F-38 � �' � � ' � � - E P g � o > .o v� � � s � ---- ---- ---- �_ �~ �a � a � � a ----- ----- ----- d c .. 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G-1 % This page left intentionally blank. � / j /� ; G-2 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 INFORMATION TECHNOLOGY DEPARTMENT � Expenditure Comparisons (In Thousands) �8,000 %� ' $6,000 ` ■FY 2021-22 Actual ■FY 2022-23 Adopted �4,�� FY 2022-23 Amended ■FY 2023-24 Adopted ■FY 2024-25 Adopted �2,�� 'S�'� i�°�� v� ti°fi �� o�a� ��,,,,5 c� r � � % /� ; G-3 This page left intentionally blanlc. � � � / j /� : G-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 INFORMATION TECHNOLOGY DEPARTMENT Overview The Information Technology Department consists of the Information Technology (IT) Division, the Geographic Information Systems (GIS) Division, and the Communications Division. Each of these are Internal Service Fund Divisions as they serve other departments and divisions within the City of Redding. The Information Technology Division is comprised of a Network Operations Center (NOC), IT Administration, and a Programming team as well as providing support for vendor systems. The Communications Division is responsible for the operation and security of the C�ty's��Motorola radio system, video security system at City Hall and ancillary locations. . The GIS I�ivision pr��ides a wide range of services including mapping, data creation and analysis, reporting, imaging, data rnaintenance and data delivery to City departments, City consultants, outside agencies anc� tc� the public. GIS technology melds into the City of Redding departmental workflows a�id�busi�aess �r�cesses increasing productivity and improving efficiency. The GIS team also supports in-�touse ��iterprise applications such as our Development Services Integrated Land Management S,y�tem`(ILMS) Er��rGov software and Public Works Maintenance Management System (MMS), Ca�`tegraph OM� software and the Integrated Public Safety System(IPSS) software, PremierOne. � �� d�� I7escription FY 2t�21-22 FY 2022-23 '�� FY�22-23 �FY � z3-24 �;Increase FY 2024-25 Increase �� A�tual Ado ted A � ed* A ��ted (Decrease) Ada ted (I7ecrease} ' Informatitrn / � Technolagy �� $ 3,678,746 $ 3,&7t7,290 $.'�,428,67�� $ �6,480,760 $ (947,910) $ 4,872,950 $(1,60'7,810) �ommunicatiqns '�� 272,959 41]',090, � � 517,790 769,000 251,210 786,210 17,210 Geographic al Inf ormation Systems '�� 503,8�1 594�760' � 613,500 859,900 246,400 '717,330 142,570 TOTAL '�� $ 4,455,596 $ 4,876,r40 $ 8,559,960 $ 8,109,660 (450,300) $ 6,376,490 1,733,170) *Excluded cartyover amounts� �� % // G-5 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following tabie displays how the Department's budget is broken down between the major expenditure groups. Materials, l�ivision ' SuppIies& �apital Debt 'Personnel Servi�es thitlay SerUice Total ��FY 2024-25 Adopted $ 3,139,540 $ 1,658,520 $ 74,890 $ - $ 4,872,950 Infc�rmatipn '�FY 2023-24 Ado tcd $ 3,025,470 $ 2,062,460 $ 1,392,830 $ - $ 6,480,760 Technology ��FY 2022-23 Amended $ 2,765,910 $ 1,252,130 $ 3,410,630 $ - $ 7,428,670 ''�FY 2021-22 Actual $ 2,233,130 $ 1,375,298 $ 70,318 $ - $ 3,678,746 '��FY 2024-25 Adopted 327,830 453,380 5,000 - 786,210 ��i�� FY 2023-24 Adopted 300,810 463,190 5,000 769,000 'FY 2022-23 Amcndcd 141,660 2��,010 98,12Q - 517,790 ��FY 2021-22 Actual 130,529 138,321 4,�,09 � - 272,959 '�FY 2024-25 Adopted 561,970 155,360 - - 717,330 Geagraph�cal ��FY 2023-24 Adopted 527,970 325,430 % �6,500 859,900 In€ormati�n Systerns �FY 2022-23 Amcndcd 454,200 146,750 12,5�t� � - 613,500 '��FY 2021-22 Actual 358,152 145,739 - - 503,891 `��FY 2024-25 Adopted $ 4,029,340 $ 2,267,26(?� �� ` 79�$90 ,$` �� - $ 6,376,490 ,��T�� '� FY 2023-24 Adopted $ 3,854,250 $ 2,851,U80 $ ��404,330 $ - $ 8,109,660 FY 2022-23 Amended $ 3,361,770 $ 1,676,$�(} !$ '' 3,521,300 $ - $ �,559,960 ��FY 2021-22 Actual $ 2,721,811 $ �,G59,358 ��$ 74,427 $ - $ 4,455,596 Pe�sonnel / The following table displays the number o��pusitions�in the Tnformation Teehnology Department. �� Descr�ption �� F ��021-22 �� 0��-�� 'Y 2�22-23 �'Y 2U23-24 Increase �� FY 20�4-25 ��Increase ctual t�d Amended* Ada ted (l�ecrease ' Ado ted (I7ecreas�) '; F/T 20.00 18.00 18.00 19.00 1.00 19.00 - Information Techn�lagy P/T 0:48 0.48 - - - - - Total = 20.48 18.48 18.00 19.00 1.00 19.00 '� �� , ��'1�' � 1.00 1.00 1.00 2.00 1.00 2.00 - Communicatr �� , PlT _ - �� Total ��' 1.00 1.00 1.00 2.00 1.00 2.00 - � � �' �� FlT 4.00 4.00 4.00 4.00 - 4.00 - Geographical '` �. Informatinn System �� PlT _ _ _ - - - - �' Total 4.00 4.00 4.00 4.00 - 4.00 - F/T 25.00 23.00 23.00 25.00 2.00 25.00 - Tata1 P(T 0.48 0.48 - - - - - �''� Total 25.48 23.48 23.00 25.00 2.00 25.00 - G-6 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Si�nificant Issues Tnformation Technolo�y Department Challenges that the Information Technology Department (IT) faces consist of constantly monitoring for, and responding to, cyber events, operating system hardening, group policy changes, endpoint protection (anti-virus) rules, multi-factor (MFA) requirements, firewall rules, etc. In addition to all of the aforementioned tasks, the IT division must continue to address help desk tickets, software and firmware patch maintenance, and meet the support demands of a technology focused grow�ng�vi�rk environment. Incl�uded in this budget is an additional System Administrator to allow IT to.t�ke more i�fka proactive over reactive approach to system maintenance and customer service. Along these lines, the IT Department is taking a proactive approach to computer rep��ements citywide. This new methodology will allow TT to replace computers that are de�med ta be end-of-support and may be deemed a security risk to the City. As many departments throughout the City start to migrate tt� cloud-l�ased ap�lications, such as Oracle, Teller, WebEOC, and even the City VoIP phone system �the'�need it�� vendor provided support is mandated. While these applications have higher qngc�ing support cc��ts, the City will realize "soft" savings as the support of the applications wi11 be dc��ie by the corripanies themselves, and are constantly updated to the latest, more secure version. With upgraded technology and the EOC additic�n to mar REV Avtech location, the Server Room that houses all the primary servers and teckt�iology, currently stands unprotected from fire. It is imperative that fire suppression be installed. Communications Division The Communications Division;will continue to be heavily involved in the continued maintenance and support of the City's P-2�'radio system; in addition to addressing ongoing issues with remote antenna sites that are used£az`�other�ieans o�communications where fiber is not an option. This budget includes Motorola contract�d annu�l sup�rt,maintenance, however, the City wi11 still be the first line of support for the system and a1l its ancillary��equipment. Another issue is that the Communications Division will need to co�t�iue tc�: suppart remaining legacy telephone systems and pursue options for replacement. With ext��mely limited r�sources and funding available to the Communications Division, ensuring timely resp��s� times and required support will be at risk. Over the last few years the Communications Division rept�r�ed to the Network Operations Center, however, due to the increase in tasks and responsibilities, a dedicated IT Supervisor position has been budgeted in an effort to provide dedicated support to the division and staff, and better balance the workload. Geographical Information Systems Division The Geographical Information Systems (GIS) Division's scope of services and the critical nature of daily operations continue to grow. In addition to maintaining core datasets and responding to more than 1,000 hard-copy map reguests each year, GIS continues to expand the City's datasets and web-based map services in support of City and Redding Electric Utility (REU) systems. Recently, GIS migrated to a subscription-based aerial imagery platform as this ensures they are able to use the latest imagery for all application and mapping needs. Integrations into external Cloud platforms and on-premise applications G-7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 continue to expand in near-term projects and ongoing maintenance. GIS integrates into applications, such as Cartegraph OMS, Energov, Vertex, REU Outage Management System (OMS), REU MIMS Mobile, IT Pipes, StreetSaver, IPSS Motorola Flex (Spillman) and Motorola PremierOne, GIS, evolve, the GIS Division will continue to be challenged unless the Division can acguire additional resources needed to stay current with the requirements of each application. Additionally, the GIS Division will be challenged to provide the needed resources to implement new GIS-centric tools and mapping applications in support of the City's fire mitigation efforts, the annual point-in-time homelessness survey, and the event�ual migration from the electric utility's Geometric Network to the new ind�ustry standard Utility Network. Perfor�mance Measures and Wor�kload Inclicator�s Information Technology Department �0 � �� ` s ��"2(}2�-24�� 202�-25 Worktaad Indicators ' �' al �� im � � Projected� Fr�jected'�� 5�Cm��'iTrie' ��-�-°�o °99+% 99+% 99+% NumUerofE-Ma�lAccoun�s �� `�� 1,153 � 1,160 1,200 1,200 Number af Ser�ic�C�IIs-HardwarelC�f�ce Autorna�ion,and ,�� Appl3catinn Pr�grams �; 3;550 3,500 3,600 3,700 N�mber of Wide Area Network(WAN) �� C�nnectecl Facilities �� •��'�� .�� 45 45 45 45 Numb�r af Wind�ws Seruers �'�` `�� 250 290 300 310 Namber of IBMi Seruers '� �„�,��' 1 1 1 1 NurnUer of Other Servers ��`��` „�,� ; � 15 15 15 15 Number af Registered Dornains '� �� , �� '��° � �� 28 30 30 30 Web Applications ��; '�� 15 17 20 23 i,'; CommunicatiQns I)ivi�ion ��`��` � 2021-22 20�2-23 2�23-�4 2024-�5 , �� W�rkla��indicators ��, Ac#uai Estimated Project�d Pro�+�cted�� T�lephone Line ti�`. 361 350 250 200 ��. Cell Phor�es �� 340 323 340 350 Data Lines 373 373 - - "'�+nIP Deaices 769 769 800 850 8bii MHz��MobiielPortable Rac�ios 263 '790 829 870 $00 MHz;Repeaters 15 20 24 24 8�0 MHz�'�Sites 2 2 2 2 P�t�ne Systems �� 2 2 2 2 G-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Geo�raphical Information Svstems I 2019-20 �OzO-21 '20�,1-22 2022-23 Warkl�rad Indicat�rs Actual Estimated 1'rojerted Prcrjected '' Mapping�Analysis Requests 1,400 1,400 1,300 1,200 WeU-Based Irtter�c�ive Mapping Appiica�ians 25 28 80 100 Field llata Gc�llection Apps 10 8 16 20 Int�ractive Map yisit�Counts 75,000 80,000 85,000 90,000 Unmet Needs � � � � I�nformation Technolo�v Most if not all applications are based on some sort of database or repository. The cri�ical nature of these databases requires careful management, support, and administrati�z�.� This`skill set�s found generally in a Database Administrator which IT has needed for quite som�time bu� is un�b1� to recruit due to salary and budget constraints. � The ability to have a locally installed copy of Micr�s�ift �ffice w�l� be��discontinued as of Oct 2026. At this point the City of Redding will be forced to migi�ate to a cli�ud-based subscription model call M365. Due to budget constraints, an M365 migration was removed frorri IT's proposed budget. As the demand for technology increases so dt��s the c�emand for technical support resources. An additional layer to this support now i� cybersecurity. Additional System Administrator positions are incrementally needed to maintain the highe�t levels of support and security. Due to a process change, TT v�i�l be deterntining �nd funding necessary desktop PC hardware upgrades. Restricted funding for this effort will forc� a high level of scrutiny and creativity in the reuse and repurposing. Communications�' As the dem��it� fvr radic� and other forms of communications increase so does the demand for support resources, Additit�nal sup��visorial and network Administrator Positions will be required to maintain the highest�level�of support and security. As older antenn�s and other communications equipment start to fail, additional funding to acquire and replace equipment will become crucial in order to maintain proper communication connectivity. Geo�raphical Information Svstems The GIS Division needs to replace one of its aging large format plotters. The average life span of an HP Inkjet plotter is 5 to 6 years and the current GTS plotter located at City Hall is over 8 yeaxs old and showing signs of significant wear. GIS would like to use consulting services to build upon its existing GeoEvent server and expand the functionality of AVL in GIS. G-9 This page left intentionally blanlc. � � � / j /� : G-10 Y� � � � �,.� ?, � �,` � � � � � k �� a X w �, w �, w � a '� ° � ° � ° '� a � aU a� a � � on � a :� � � �.. � � � W � i � Q � � L � � � _ S � � � � �:. � G� (� �,,� ;,�; �� — � � � Q � t� �. o `� � � O " � � � � � � O a � a � � x �? �,� � �-- � i ._ � /� �, � a a � � o t� y a � N �' `, � � . � _ � � � � � � ._ � o � � � � � � � � a � 0 � � Gi j � � GC y— 0 /� � � � � � � � � � �-+ � � � •� � � F-.� H � V : y y � � � �� p � °� a' � a a3 � 0 0 � � ?� a a`�- ror � ¢� � � � � o � � � � o,o o �', � � a � � H-1 This page left intentionally blank � � � / j /� : H-2 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2022 AND 2025 PERSONNEL � Expenditure Comparisons (In Thousandsj � $60,000 i� $50,000 $40,000 ■FY aoi9-zo a�cuai �;,, $30,000 ■�Y zo2o-zi aaoptea �FY 2020-21 Amended $20,000 � ■FY aozi-za aaopcea ,t ;��. �1�,�� ,� ��f�� FY 2022-23 Adopted �'�'°, �� e,� �5 ��',� ��,� o� �,fi G G �,�o.q�4 ��.�� ti �J,��,^�' 4�� ,�` � � 4 fi�� ,t ��,�� 5 ��o �o�� S � ��,� �� w ��,�5' ��e, /////ii �e /�: ��° , " /� ; H-3 This page left intentionally blank � � � / j /� : H-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 PERSONNEL DEPARTMENT Overview The Personnel Department provides support in the areas of recruitment and selection, bene�t administration, classification and compensation/payroll, performance management, labor relations/negotiations, workers' compensation/safety, and volunteer administration. The mission of the Personnel Department is to promote and maintain a high performance organization by recruiting, developing and retaining an outstanding, creative and diverse workforce to se�e the needs of the community; cultivating an environment that encourages and empowers employees tr� contin�ally strive for excellence; serving as a resource and providing support to City departments anc� City employe�s; providing effective employee training programs; and providing a safe and healthful ,work enviromnent for City employees and the public. �Y 202L-22 FI'2022-23 FY��22-23� FY�d23-2� �.;`� se ��2024-25 Increase �� I}escri tion ' Actual' Adc�pted Amended � e��e) ��Adopted (Decrea�e}; ', �ersonnel'� �I $ 575,'779 $ 557,910 $ 636,530 $ �'� 918,564 ;$ 2$2;�3�� $ 905,200 $ (13,360) G�nerai Fund Subtatal 575,779 557,910 636,530 �914,560�� 282,030 905,200 (13,360) ��lunteer Services 181,001 163,920 16�,'�$0�� 1'11,590 �� 5,810 180,850 9,260 �rn�lo er��Seruiees 973,989 1,022,390 1;284,460 �1,260,270� � (24,190) 1,148,340 (1ll,930) Empinyee Bene�ts Graup ; Insurance�� 26,126,215 26,057,64,Q 28;&Q5,020 29,068,390 263,370 30,418,800 1,350,410 E�nploye�Benefrts Payrc�ll�� 18,811,907 47,7��,700 � 47,792,'7t?��:� 52,347,260 4,554,560 47,517,890 (4,829,370) RiskManagernent�� 8,385,204 ��$,39�,08Q ��11,042,760 10,210,870 (831,890) 10,714,620 503,750 internal Service�'und Subtoi�l �� 54,478��1� � ��,435,�3�� 89,090,720 93,058,380 3,967,660 89,980,500 (3,077,880) T(?TAL '�� $55,0�4,095 $83,9�3,640 $��89,'727,250 S 93,9'76,940 $4,249,690 $90,�85,'700 $(3,091,240) *Excludes carryover amounts /� H-5 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following tabie displays how the Department's budget is broken down between the major expenditure groups. Suppties& Capita� L7ebt I7iuisi�n Pers�nnel Seruices �utl�y Seruic� To#al � ��FY 2024-25 Adopted 718,560 186,640� 905,200 �� FY 2023-24 Adopted 715,420 203,140 918,560 '�� 'FY 2022-23 Amended 425,670 210,860 - - 636,530 �� ''��FY 2021-22 Actual 386,352 189,427 - - 575,779 ��FY 2024-25 AdopYed 157,460 23,390 - - 180,850 ' ��FY 2023-24 Adopted 148,310 23,280 - 171,590 �olunteer Service� � �� FY 2022-23 Amended 144,300 21,480 - - 165,780 ��FY 2021-22 Actual 156,549 24,452 - - 181,001 � '��FY 2024-25 Adopted 624,800 523,540 - - 1,148,340 ��p��y�� FY 2023-24 Adopted 707,130 553,140 ' �� 1,260,270 � ��FY 2022-23 Amended 668,260 616,200 - - 1,284,460 �� FY 2021-22 Actual 640,997 332,992, - - 973,989 '�� FY 2024-25 Adopted 267,990 30,15Q;810 � - - 30,418,800 �mploye�Benefits��FY 2023-24 Adopted 281,460 28,78�;930 - - 29,068,390 GraupInsurance FY 2022-23 Amended 224,380 28,580,14fl - - 28,805,020 ' ��FY 2021-22 Actual 175,870 ��;950,345 - - 26,126,215 �� 'FY 2024-25 Adopted - � �� 47,S1�,890 ` - - 47,51�,890 Ern�loyee�enefits'��FY 2023-24 Adopted 52,347,2C�p 52,347,260 Payroll �� FY 2022-23 Amended 47,792,7{� 47,792,700 �� FY 2021-22 AcYual � �- 1�,�11,907 - - 18,8ll,907 �� FY 2024-25 Adopted �1;330,040 s ��9;3�4,580 - 10,714,620 ��, FY 2023-24 Adopted �� 1,374�960� 8,835,910 - - 10,210,870 �� ,FY 2022-23 Amended 1,14�;940 9,896,740 80 - 11,042,760 "��FY 2021-22 Actual 1,135,fl98 7,249,762 344 - 8,385,204 ' FY 2024-25 Ado ted $ 3,098,��" $ 87,786,850 $ - $ - $ 90,885,700 ,�� FY 2023-24 Adoptecl $ 3,�27,280 $ 90,749,660 $ - $ - $ 93,976,940 �� FY 2022-23 A�nended �. $ 2,608,550 $ 87,118,620 $ 80 $ - $ 89,727,250 '�� FY 2021-�2 Actual $ , � �2,494,866 $ 52,558,885 $ 344 $ - $ 55,054,095 �/rr /� ; H-6 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Pe�sonnel The following chart gives a brealcdown of personnel in the various divisions of the Personnel Department which have employees: �'Y 2�21-22 FY 2022-23 FY 2�22-23 F"Y 2023-24 Increase �'Y 2(�24-25 Increase nescription Ac#�ual Adopted Atnended Adopted (Decrease) Adopted (l�ecrease) ' F!T 7.00 6.00 7.00 8.00 1.00 8.00 - Pe�sonnel ; P!T - - - - - - Tota1 7.00 6.00 '7.00 8.00 1.Q� $.(10 - ' F/T 1.00 1.00 1.00 1.00 - L(1Cl - �olunteer Services ' P!T - - - - - - '� Total L00 1.00 1.00 1.00 �� ` �.00 - F/T 6.00 6.00 6.00 6.00 - 6.00 - Ttisk Management' ' P(T 0.96 - - t1.48 - - - '�� Total 6.96 6.00 6.00 � � 6.48 �fl.48 � 6.00 (0.48) ' F(T 14.00 13.00 14.00 15.U� 1.00 15.00 - Total ! P!T 0.96 - - 0.48 - - - Total 14.96 13.00 ��14.00 �� 15:�$ � 1.48 15.00 (0.48) Si�nificant Issues / Personnel Director Position Funding" Funding for the Assistant City Ma��ger/F'�rsc�nnel�Uirector position was previously budgeted in the City 1Vlanager division, but the position will not continue a� a dual role and the Personnel Director salary is now housed in the Personnel Division. Retired Annuitant P+nsition Fundin� �� Retired Senior Personnel Analyst b�id�eted as an annuitant for up to 960 hours in Fiscal Year 2023-24 to assist with ihe Hum�� C�pital IVlanageinent (HCM) portion of the ERP iinplementation. This position will be directly responsible for maint�ining e�n�loyee data in Oracle for the financial modules before HCM cuts over completely in January�024. � Employer Sei�ices-Labor Negotiations The Employer Services division increase is due to continued labor negotiation expense as almost all bargaining units are expected to open contract negotiations within the next budget cycle and impasses have delayed current bargaining. We also budgeted for an Equity Program consultation in FY 2023-24 to assist our team with understanding organizational strengths and challenges, creating an equity plan and prioritizing action steps toward achieving our equity goals. H-7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 General Liability Self Insurance Program—Insurance Premiums Most of the City's general liability insurance coverages are obtained through the City's participation as a member of the California Joint Powers Risk Management Authority (CJPRIVIA). CJPRIVIA has estimated an increase of 30% for general liability insurance and 20% for property insurance, while liability claims also are anticipated to increase significantly. This results in a$1.5M increase to the Risk Management budget. Perfor�mance Measures and Workload Inclicators Personnei Division The following tabie displays some of the workload indicators for the past, pre�ent an��xojected future of the Personnel Division. 2t�19-2U 202{I-21 1- 2(�22- 2023'-24 2�24-25' ' Workload Ind�catc�r� Actual Actu ctual ti d ' T'r�jecfec� I'r�jecte� Recruitments conducted 162 1�4 � 46�� 400 450 450 Em loyment a lications received 5,904 ,5,24$ ' 4,734 � 5,550 5,500 5,500 Orientations conducted 214 �51 2�'1 160 200 220 Employee training sessions conducted/facilitated by Personnel �0 iQ�� 10 25 30 30 Labor contracts ne otiated '1 , � 3�� 0 7 3 4 Pcrsonncl transactions 'S32 ��1,292 1,353 1,500 1,500 1,500 Retirements processed � 33 29 17 20 20 20 Laborlmana ement meetin ou�side 20 40 10 120 50 50 Exit interviews conducted " 44 40 28 35 50 50 Poliey Develo mentlRevisions 0 2 6 5 5 5 � Risk Mana�ement�►vision The following�abl�dis�slays some of the workload indicators for the past,present and projected future of the Risk Management Divisi�ri. �' ��" ' 2d19-�� 202D-21 ' 2021-22 2b�2-23 2�23-24 2(�24-25 �arklaad Indicat ° Actua]' Actual Actual �stimatecl Projected i Prq�ected Workers'compensation indernnity claims opened 35 34 40 36 37 38 Workers'compensation medical only claims opened 41 44 42 42 43 42 Liability claims opened 98 116 88 90 95 100 Liability claims closed without payment 51% 64% 46% 48% 50% 55% Liability Certificates of Insurance processed 3,800 3,900 4,000 4,200 4,300 4,400 H-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Emplover Services Division The following table displays some of the workload indicators for the past, present and projected future of the Employer Services Division. 20I9-2� �020-21 2021-22' 2022-23 202�-24 2�24-25' Workload Indicatc�r� Actual Actual Actual Estirnated projected Projected ' DMV physicals ]27 156 145 137 150 150 Pre-em lo ment dru tests 260 250 250 150 1�5 175 Physicals-Fire,Safery,Pre-employment,Mask Fit Tests 277 185 199 ��0 �b0 260 �i i� �. � j /� ; H-9 This page left intentionally blanlc. � � � / j /� : H-10 � :::: � �.� ��,��,�. � �� ,.,,.,, >�� . �.,,.,. �.:. � � � � � . ° »>„��,��,. ��: �.�:� �. �,>.� ��.� ��•� �. � � � ' �,.-�. � � � �� ,.,. � � �� . � : '�. �� ,� �., ,. ,. �. � <., :� . „�.�- �:_ �..:� � � . � ,� .>� � ��, �, ��.: z,� � � ` � � .� � � u' �,<:� .' � � w � � � . 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I-1 This page left intentionally blanlc. � � � / j /� : I-2 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 POLICE DEPARTMENT � E�penditure Comparisons (In Thousan��) � , $36,000 �� $34,000 $32,000 $30,000 $28,000 $26,000 � •FY aoal-aa a�c�� $24,000 $22 000 $20,000 ■FY zozz-23 AaQ�,r�a $18,000 o FY zozz-zs amenaea $16,000 $14,000 •FY zoz3-z4 aaopcea $12,000 �FY zoz4-as a��r�a $10,000 $8,000 $6,000 $4,000 $2,000 , $0 o� � . ��` �5 � �� o. ��ti ��" � �'�� C3� � - �ti° �ti�� ,� � " 40 /� ; I-3 This page left intentionally blanlc. � � � / j /� : I-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 POLICE DEPARTMENT Overview The Redding Police Department's mission is to work in partnership with the community to protect life and property, fnd innovative ways to solve neighborl�ood problems. and enhance tl�e quality of life in the city. The Redding Police Department(RPD) consists of three divisions, each led by a Captain. The Field Operations Division is the fundamental service delivery team of the Police Department. It accounts for more than 70 percent of tl�e Police Departinent's measurable workload, providing services 24 hours a day, 365 days a year. The Field Operations Division encompasses approximately 110 employees in mu�tiple positions. It includes Patrol and several specialty units such as the K-9 Unit and SWAT (Special Weapons and Tactics). Within the Field Operations Division is the Special Services Unit (SSU) which focus�s l�eavily or�community- oriented policing,proactive enforcement, and long-term problem-solving. The Sp�cial Serv�ces Unit encompasses the Neighborhood Police Unit, Traffic Unit, Downtown Bilce Team, Crisis T�terventi�n Te�m,°�chool Resource Of�cers,Park Rangers, and the Community Clean-up Program. The Detective Division includes Detectives and Records. The ��'tective Unit co�ucts follow-up criminal investigations on all felony and certain misdemeanor crimes ��ported To the Pi�lice Departinent, including l�omicide, sexual assault, burglary, property crimes, high-tecl� crt`mes, f�nancial crimes, missing persons, gang investigations, and crime scene investigations. Police offi�ers assigned to the Detectives Unit are provided significant ongoing training in order to prepare them�ftir their �nvestigati�e assignment. Considerable cross training is required so Detectives can be tem�porarily assigned to an�,;type of case when additional resources are needed. Along with providing customer service for a member of the p�blic who come in to the Department, the Records Unit supports all police divisions, includi,�i�g typi�g and processing reports, managing warrants, and handling registration of massage parlors, second-hand��dealc�rs,�card rooms, and sex and arson registrants. Records handles several other critical functions to su�pc�rt the daily�operations of the Patrol and Detective Divisions allowing them to focus on their primary responsibilities. ' The Administration Division conducts all hiring, manages all training, purchasing, payroll, department budget, and grants. Administrat�c��; also �ncludes a �newly created Body Worn Camera Unit, and the Professional Standards Unit that ,t�versees� all �intern�l investigations, property and evidence storage, and policies and procedures for the TJepartm�nt. They also handle the Department's portion of the City's marijuana licensing process, including ph�sical inspections of the locations. The Police I�epartin�ut`s adt�ted budget for Fiscal Year 2023-24 totals $42,346,280 which is $l,$09,600 above the Fiscal �'ear 242�-23 amended budget of$40,536,680; and for Fiscal Year 2024-25 the adopted budget totals $43,416,76b,�uh�ch is $],070,480 over the FY 2023-24 adopted budget. I-5 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following is a breakdown of the adopted budget by division. FY 2�21'-22 FY 2(�22-23 FY 2022-23 FY 2023-24 Increase ; FY'Z024-25 Increase Actual Adopted Arnznded* Adcrpted (Decrease) Adopted (Decreas�} ' l�escri tiun Administration $ 3,225,984 $ 3,295,450 $ 3,471,150 $ 4,083,100 $ 611,950 $ 4,040,650 $ (42,450) FieldO ez�atiinns �� 25,996,861 25,306,'710 26,386,120 26,952,590 566,470 27,845,290 892,700 Investiga�ions 5,268,333 5,009,350 5,166,720 6,091,460 924,740 6,117,590 26,130 I�ecords 4,111,791 4,676,170 4,739,840 5,100,240 360,400 5,289,820 189,580 Police�irants 1,139,125 113,230 772,850 118,890 (653,960) 123,410 4,520 � TOTAL �� '��, $ 39,742,094 $ 38,400,910 $ 40,536,680 $ 42,346,280 $ 1,809,60(l $� �43,416,760 � 1,070,480 *Excluded carryover amounts �% The following table displays how the Department's budget is broken down between th��najor��penditure groups. Materials �� `� ��\ �4��` Suppiies&��`��Capital o�;�'� ��`�7 � �� °�� ebt � � Diuisi�n �� Pers�nnel'�� '� Servic�s;�� ,� s `�� Seruice '�ot�l '�� FY 2024-25 Ado ted $ 3,029,660 $ 1,010,99C� � �� -� $ - $ 4,040,650 FY 2023-24 Ado ted $ 2,991,960 $ 1,�9i,140 $ - $ - $ 4,083,100 Administratic�n '�� FY 2022-23 Amended $ 2,699,260 $ �� ` 771,8��„ $ �� - $ - $ 3,471,150 �� '�FY 2021-22 Actual $ 2,393,742 $� 832,242 ;$ - $ - $ 3,225,984 '�� FY 2024-25 Adopted 23,541,530 4,232,25Q '' 71,510 - 27,845,290 �,��}�� FY 2023-24 Adopted 22,635,�SU 4 136,03�1' 181,510 - 2b,952,590 � ��FY 2022-23 Amended 23,202,790 = � 2,596�,320 455,010 132,000 26,386,120 '� '�FY 2021-22 Actual ��2�,471,8b�� 2,760,708 2,666,904 97,380 25,996,861 ':FY 2024-25 Adopted 5;4fq,�310 707,280 - - 6,117,590 � �� FY 2023-24 Adopted� : �� 5,306,410 785,050 6,091,460 Inuestigatiflns ' ��FY 2022-23 Amcnded 4,529,9�t� �� 636, - - 760 5,166,720 �� '�FY 2021-22 Actual 4,5�7,739 690,594 - - 5,268,333 �� FY 2024-25 Adopted 2,�97,320 2,692,500 - - 5,289,820 ��a�� FY 2023-24 Adc� ted �� - �2,559,680 2,540,560 - - 5,100,240 FY 2�22-23 Arn�nded 2,448,130 2,291,7]0 - - 4,739,840 �� FY 2Q�1-22 A�t�al � 1,945,859 2,165,932 - - 4,ll 1,791 ��FY 2024-2�Ado ted - - 123,410 - 123,410 FY 2fl23-2�Ado ted - - 118,890 - 118,890 �olice Gra �� FY2022-23 Ain�'nded 156,070 10,730 606,050 - 772,850 �� '�,�� Y 2021-22 Actual (30,881) 33,665 1,136,341 1,139,125 ; FY 2024-25 Adopted $ 34,578,820 $ 8,643,020 $ 194,920 $ - $ 43,416,760 �a�� FY 2023-24 Ado ted $ 33,493,100 $ 8,552,780 $ 300,400 $ - $ 42,346,280 �� FY 2022-23 Amended $ 33,036,210 $ 6,307,410 $ 1,061,060 $ 132,000 $ 40,536,680 �� FY 2021-22 Actual $ 29,358,328 $ 6,483,141 $ 3,803,245 $ 97,380 $ 39,742,094 I-6 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Pe�sonnel Over the last several budget cycles RPD has add four (4) additional police officers for the Bike Team, four (4) police officers for Park Rangers, five (5) police officers for the new Beat 8 and four (4) Crisis Intervention. Response Team (CIRT) Officers, (two (2) approved during FY 2020-21) which were approved during the FY 2021-23 budget cycle. The Bike Team patrols downtown and the business districts working with businesses to solve ongoing criminal activity. Tl�e CIRT officers are a partnership with Shasta County Healtl� and Huinan Services to serve mental health consumers in Shasta County and work to provide housing and resources to members of our unsheltered community. The newly created Body Worn Camera Unit consists of two Community Service Officer positions,which are requested in this budget,managed by an Administrativ�Lieutenant. The following table displays the number of positions in the Redding Police Departme�t. �� I7escriptic�n F Actual2� F Ad�pt d� Ame�nded* ' F Adopt d��(D�cre��) Y 20 ed� (Uecrease)' �� F/T 11.00 10.00 10.00 12.00''�� 2.00 �,�; � 12.00 � - �ldministr�tion P/T - - - - - - �� Tota1 11.00 10.00 10.00 12.aQ;�� ~ 2.b0 12.00 - F/T 96.00 100.00 116.00 1'��.00�� - ll 6.00 - Field C}perations '�� PlT 7.21 8.17 9.13: � 817 (0.96) 817 - '� Total 103.21 108.17 �� 1�5.13' 32�.1� ,�� (0.96) 124.17 - FlT 19.00 18.00 "� 21.00 ; 21.00 - 21.00 - Investigations P/T - - - - - - - �� Total 19.00 18��(�, � 21.00 � � 21.00 - 21.00 - F!T 20.00 0.00 19.flt� 19.00 - 19.00 - Services �� P/T 0.96 ''� 0.96 1.44 1.44 - 1.44 - �� Total 20.96 ��0.9� � � 20.44 20.44 - 20.44 - F/T 5.�0 S.t�{� . 6.00 6.00 - 6.00 - Pdlice�/T' P/T - - - - - ' Total 5.00 5.00 6.00 6.00 - 6.00 - F/T ` Police Gr�nts PlT - - - - - - To��l - - - - - - - FJT� - � �� l S 1,Qq _�� 153.00 172.00 174.00 2.00 174.00 - �'otal �� P/T �� 8.17�� 9.13 10.57 9.61 (0.96) 9.61 - ;��'�� "c�tal ,. 159.17 16213 182.57 183.61 1.04 183.61 - /� I-7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Si�nificant Issues The Field Operations patrol fleet continues to be a inajor issue. Increased costs of vehicles and outfitting, coupled with significant supply chain issues, have made replacing an aging fleet difficult. An infusion of$1 million in ARPA funding this budget cycle is necessary to update the aging fleet with modern, fuei efficient, pursuit-rated police vehicles once the vehicle manufacturers resume selling pursuit-rated police vehicles. As staffing has increased from the addition of CIRT, Bike Team, and Park Rangers, the Redding Police Department's patrol building, built in 2015, has now run out of office space. CIRT is currently utilizing office space in the downtown substation. Officers and staff are sharing computers and desks as there is not enough space available for new workstations. RPD will move DNA evidence from City Hall to th��patrol b��lding evidence facility that has been upgraded to conditioned space. The request for $l Ok is needed"tc�purchase a�?NA freezer, carpet, paint and retrofit the former DNA evidence room to provide much need�d office space ta c�ur growing workforce. �% The Redding Police Department's key card system is no longer supported and con�iriues to fail leaving doors and gates vulnerable to intrusion. $100k is needed to upgrade all patrol building doc�t�and gate�iardware and key card readers. The new system would tie in to the new City Hall key card�ystem�that was updated this year. In February of 2022, the Redding City Council designated fundin�tn�he�023-��4 budget year for RPD to pursue a Body Worn Camera (BWC) program. Initial allocatifln �as $'750k annt�ally for staff, office equipment, coinputers, software, BWC's, and digital storage (eviderice mana�einent�; A�ter a year of testing and evaluation, RPD believes an annual $SOOk allocation will be suffi�ient for the�pr,ogram including cameras, storage, and two Community Service Officers to handle equipment, euidence, pub�ic records act requests and redaction. The program will be managed by an Administrative L,i�utenant allocated in the General Fund. Recruitment and hiring of qualified police ci�ficers has been a significant issue for the Redding Police Department (RPD) and all police departments nationwic�e. Ir��March 2022, the Redding City Council authorized a $40,000 signing bonus for lateral police offic�rs. This signing bonus, coupled with an intensive recruiting program with up to six sponsored recruits in the p�lice acac�e�ny at��ny„ one time, has resulted in the Department being 98 percent fully staffed. Due to changes, tralning, and mentoring�over the past two years, RPD training staff has changed the recruit success rate (retention)frorn 40 percent to 70 percent. � �; I-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Workload Indicators 2i�18 2�19 2Q20 2�21 2(122 �0�3 2024 Wcrrkload Tndieators ' Pro'ected ` Pro"ectetl Calls ft�r ser�ice '� 94,782 86,223� 85,429 86,012 85,539 85,873 86,259 `�v�� 0:17:09 0:15:07 0:12:37 Not Available Not Available Not Available Not Available (Priority a-2}* Tbtal arrests 8,616 7,994 8,312 9,264 8,366 8,4�3 � 7,807 �elan arrests** ''� 2,284 2,271 2,054 2,280 2,319 �,210 2,072 "Tota1 booked 4,638 4,338 3,793 3,586 3,651 � �,329 ,3,273 Maj�r crimes /,,, ' Par�I Crimes) 4,053 3,569 2,836 2,676 3,183 � 3,�95 � 3,415 ]�I7I arrests 537 457 366 314 �,358 ' � �� 358 � 369 Traffic Cullisic�ns 612 684 690 659 6$9 71'7 751 * Average response time for 2018 is only for 9 months.The Department changed the way this data w�s ci�llected in Oct 2018 because of new records management system. ** Felony arrests could be reduced due to changes in state law(Proposition 47 and Prt�position 57�.' ***Stats for 2021&2022 are skewed from the COVID-19 Pandemic, Unmet Needs �� ' Unmet Needs�� . Rifles and Suppressors $ 121,020 Tactical Gas Masks $ 35,000 Administration Office Ex�a�lsion $ 10,000 Four(4)Detectives`; � �� $ 960,000 Additional Training�,for Detecti�es�i�ision $ 10,000 � I-9 This page left intentionally blank � � � / j /� : I-10 Q o N _ _ `o Q ¢ ¢ v� �� _� co v N �� N j o � � � N j-, �n Y :: � � v Q o � � a 3 's, � � - '� - +., - � v �� = N� � om ,?iOw �,m > - � �� g` � - `o � _ j' � �., y p _ u m (/') +� c ,�- � � ' Q � �} Q � ____. ____ � x N o � � � f6 - N v i a o „ ' N � a "' qp -0 6 � O � N � E 3� � LL � v � o � o � _ _ �o' u u � a+;cS- `o 0 3-o � a'' ayi o t1.ut v�r'r G �LL Q.� O� �� t6 � � � � _ � u � � � = Q �' � 3 � a � � a - v 3 >o �'„ ;:. , o ____. ----- ----- --- _. _------- ____. _------- > u � � - %%%%/r" - � 0 � a m a o �o �o 0 0 � �� o `o � `o �+ E 0 0 Q ____. ___. E 0 0 0 �o - _ �' *° o `o m a 0 - - V �U N ��O = �O N O u �N U N C � � O � � � � � - O �~ 2 Q C V p V J-� ¢ w � F j j�� „ .... „,,.... � .. ..... �,,. � � v n � o �. 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Y v v � u m � � � v � �u. � � a v v > > , > o _ _ _ �,p � . � �� o 0 0 0 � � I � _ _ I 3 I fl � � c c � _ �� N E� E� �� i ~N i � S S S �v� �in �vi �in ��n � ........_. ....._._._._. ......... ......_._. ...._._._... � .. ...... .... ......... ��..._I O � " _ _... .. .. ... .. .. .._._._ n ai � �i v w _ � �i m - .°�.�_ � �� ii �m �� O v�i �ii ��v'�i V �> - �� m� m�� F o� �� ... __._. ... .� ""'_ � ._. . ...... � �~ � ��i a � � ii v ai 7i ii 2i °�i s N O O I R � � ti � }� 16 'O ai w 3 3 3 3 �, " - m � � � � o N N o � � v 0 -- �-- — -- -- � -- J-9 % This page left intentionally blank. � �� / j /� : J-10 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 PUBLIC WORKS UTILITy � � Expenditure Comparisons (In Thousan��) i,, $60,000 $50,000 $40,000 ■FY zo�z�-2z a��i ■FY 2(Y12-23 Adopted $30,000 o FY ao�a-z3 amenaea / ■FY2023-2A Adopted �2� �� 9 FY 2024-25 Ado ted � S� ;,� P $10,000 ,�� tj �O � , t;� °4,>=,. '� . �'�� „¢,'� ^��'� � ��,�i '�'��{1 �'�,C G0 t�'" $ :��0� �� , ��a �� ,p ��,�4 Y ��' !.`� AQ��'C. �j v ,s 1-1� This page left intentionally blanlc. � � � / j /� : J-12 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 PUBLIC WORKS TRANSPORTATION & ENGINEERING � Expenditure Comparisons (In Thousands) , $14,000 $12,000 '' � $10,000 ■��Y zozi-z2 a�cu�i $8,000 ■�Y aoaa-as Aa�ptea O FY 2022-23 Amended $6,000 �� — ■FY zozs-aa aa�ptea d{� �.� $4,000 ■�Y aoa4-as Aa�pted �a $2,000 $0 ��'¢o ��'� � ��.� ��o �'��'ei� ��'6 ��'� � S� ,Qfi � . �� 4�y ^��w '��,w �� ti ��ti ��ti �l�y �� C ��' �o• /� ; J-13 This page left intentionally blanlc. � � � / j /� : J-14 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 PUBLIC WORKS DEPARTMENT Depa�tment Overview The Public Works Department consists of the Municipal Utilities (including the Underground Utilities and Solid Waste), Transportation, and Engineering. The prunary responsibility of the Departinent is to provide basic utility and transportation services to the people of Redding which includes the day to day operation and maintenance of the related infrastructure and longer-range planning and construction to accommodate growth and replace aging facilities. The operating divisions, within the Underground Utilities portion of the 1Vlunicipal Utilities, include Storm Drain Utility, Electrical Technician (ET), Underground Service Alert (USA) Locate� Redding Municipal Utilities (RML�Administration,Water Utility, and Wastewater Utility. The Solid Wast�portion t�f the Municipal Utilities includes the Solid Waste Utility and Fleet Maintenance. The Municipal Uti�ities are termt,d`Bnterprise Funded" (other than ET,USA Locate, RMU Admin, and Fleet Maintenance whicl�are funded by Eriterprise and General Funded Departments) since they operate entirely with self-supportin��eevenues atid requires no General Fund support. Transportation, consisting of Streets Maintenance, Transpqrtation Pl�r�ning, �'arking and Traffic Operations has in recent years, become self-funded with external dedicated s�ate a�d federal transportation funds and General Fund support has largely been eliminated. Engineerin� �is res�c�nsible fc��the development and delivery of the City's Capital Improvement Program and pra�ides project �eli��ry services to all City Departments including the Enterprise and General Funded Departrx�ents. Following is more detail on each of the primary divisions in the�'ublic W€�rks!Department: M�unicipal Utilities (Underground Utilities)R • Storm Drain Utility - Storm Drain L�tility is responsil��:for the planning, operations and maintenance of the City's storm drain system inc�uding over"'200 miles of storm drain pipe, neariy 7,000 inlets, 1,300 outfalls and 200 miles of open chann�ls. ° �� • Water Utility - The Water��Utrlit�'s focus,is to provide clean, reliable potable water and fire flows to meet the City's water demand. The Water ITtility operates and maintains two treatment plants (Buckeye and Foothill), 565 miles�f pipeline, and�17 we11s. � Wastewater Utility� - T�� Wastewater Utility's focus is the collection and treatment of the City's wastewater. T1ie Utility op�rates and�maintains two treatment plants (Clear Creek and Stillwater), over 440 miles of�iipeline,and 18 lift stations. • ET- The ET diuisit�n is an'internal service fund and provides capital planning, preventive maintenance and �rricrgency irepair of inechanical and electrical equipment for the city's facilities, treatment plants, tra�fic signals�and pedestrian crossings, lift stations,wells, and park and bridge lighting. • USA�La��te - The USA Locate division is an internal service fund and is responsible for marking City owned�ater,wastewater, storm drain, and traffic signal underground facilities to prevent damage. • RMU Aclr�inistration - The administration portion of the utilities includes budget management, comprehensive planning, customer service and overall management of the three underground utilities. • Municipal Utilities (Solid Waste): • Solid Waste Utility — The Solid Waste Utility is responsible for commercial and residential refuse service for the City of Redding. The services include street sweeping, curbside garbage, organics and mixed recycling collection services; large construction and debris boxes; management of a centralized transfer and recycling facility; a Household Hazardous Waste (HHV� Facility; operation of the County's West Central Landfill; and maintenance of the closed Benton Landfill. J-15 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 • Fleet Maintenance — The Fleet Division is responsibie for maintenance and repair of the City's entire fleet(over 950 pieces of equipment) consisting of automobiles, gas and electric,pickups,police vehicles, fire trucks,heavy duty trucks,wheel loaders,fork lifts,trailers, generators and attachments and more. Transportation: • Streets — The Streets Division provides maintenance of the City's 443 miles of streets or 970-plus lane miles of roadway and related sidewalks, signs and roadside infrastructure. The Division also manages the City-owned bridge program including inaintenance, rehabilitation, and replacement of these structures. The program relies on State and Federal gas taxes to meet the growing maintenanc�; c�.�mands. Limited maintenance funding is also available from Transportation Development ��t� funding'��and the Solid Waste, Water and Wastewater City utilities proportional to their impact on roadways. • Parking—The Parking Division provides for the maintenance of the Cit�'s parkitig meter,system, public parking lots, and the demonstration blocks. Funding for this divisic��t is provided`'�y par�Cing meter and permit revenue and a portion of fine revenue from parking violat�c�t�s. Re��nues frorrn these sources are not sufficient to cover the expenses and the General Fund subsidizes��r�rnaining�unding gap. The City Council approved an increase in parking rates to $1 per ht��and iti is anticipated that as downtown development construction is completed,the increase in revenues will meet ex�enses moving forward. • Traffic Operations — The Traffic Operations portion of th� di�ision h�s the responsibility of planning, managing and monitoring the safety, operational effi�i,ency, congestic�� and growth associated with the City's transportation network. This responsi�?ility in�cl�des �c�t �inly vehicular travel, but also the increasing demands of non-motorized transportation modes�i�cluding pedestrians and bilces. • Transportation Planning—The Transportation�'lanning Di�vision provides for the personnel required to oversee the public transportation system��kr��wn�� the R�dding Area Bus Authority (RABA). It also provides for transit system planni��as well a's planni�'g for the City's transportation network including vehicles, bicyclists, and pedestrians. Funding for this position comes from other Divisions including RABA and Streets. • Traf�ic Impact Fees Transporta�ic�n is a�so responsible for managing the City's various traffic impact fees including the Citywide Traffic Y�t�pact Fee, Dana Traffic Impact Fee and North Redding Traffic Benefit District. These r�arious fees as�essed to new development in the community provide for related traffic infrastructurc;needud`�to support the new traffic demands resulting with the related growth. Engineering: �� • Engin�erin�, The Engineering Division provides the preliminary engineering, environmental co�piiance, survey �nd inapping, design engineering, and construction contract management for the Ci�y's Capital Improvement Program. In addition, the division provides engineering and survey support for d�i��lt�pment in the community including map review, civil plan checic, and public works inspection. Further,�the division provides a leadership role in the City's response to 1Vlunicipal Separate Storm Sewer (MS4) pet�mi�t requirements. These responsibilities are managed by core tec�nicai staff, but rely heavily on the private sector to help plan and deliver the City's capital improvement program. J-16 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 The following table depicts the Public Works Department's net budget for the various operating divisions: FY 2021-2� FY 2t}22-23 FY 20�2-23 FY 2�23-24 Increase FY 2024'-25 Increase Descriptian Actual Adapted Amended Adop#ed (Ii;tecrease) Adopted (I3ecrease) ' Storm I�rain Utility'�� $ 1,348,131 $ 2,154,710 $ 2,408,630 $ 2,257,750 $ (150,880) $ 2,498,690 $ 240,940 WaterUtility 22,224,222 28,376,720 29,819,640 38,152,160 8,332,520 33,804,390 (4,347,770) �astewate�Utility '� 30,641,514 31,584,050 32,706,570 43,723,170 11,016,600 46,376,450 2,653,280 �olidWast�Utility i 23,238,606 24,093,490 26,907,220 29,090,530 2,183,31� � 30;�3��690 1,546,160 Sub�otul ' �nterprase Funds- �� ' Munici�al�Utilidies '�� '�� $ 77,452,473 $ 86,208,9'70 $ 91,842,060 $ 113,223,610 $� , 1,381,550 $ 1]3,316;220 $ 92,610 � . RMUAdminisiration �� $ 2,057,735 $ 2,138,320 $ 2,154,940 $ 2,840,IZ0 :$ b$5,180 $. 2,671,880 $ (168,240) �TlE1SALoc�te 3,021,732 3,322,120 3,358,120 3,,�8�4,300 526,1�� 3,805,600 (78,700) F�eet 4,027,547 4,458,530 4,634,140 5,596,530,; �962,��0 � 5,737,160 140,630 Subtotallnternal Service Funds ��, $ 9,107,014 $ 9,918,970 $ 1Ox147,2U0 ��$ , 12,320,950 ;� �2,173,750 $ 12,214,640 $ (106,310) E�gineering 1,125,928 1,565,310 �,652,060 � 1,69�,12d� 40,060 1,649,480 (42,640) S�reets 7,835,108 8,765,090 11;476,000 11,888,700 412,700 11,835,670 (53,030) Uec�elopment 641,000 207,35(I! ��211,580 �200,000 (11,580) 200,000 �ubtvtul �er�erat�und �� $ 9,602,036 $ 10,�3?�750 $ �13,339,640 $ 13,780,820 $ 441,180 $ 13,G85,150 $ (95,670) l�arking ; 208,197 123,9�t�� 128,490 457,590 329,100 473,240 15,650 �itywideT7F 3,713,867�� 5;�57,540�� 5,357,540 3,726,440 (1,631,100) 1,262,390 (2,464,050) NRTBD TIF 878 1a(?QO 1,000 1,000 - 1,000 - T'ranspart�tic�n Grant 9,673,629 - - - - - Subtr�tttl �peeialReuenue '� $ 1�,5�6,571 � 5,482,480 $ 5,487,030 $ 4,185,030 $ (1,302,000) $ 1,736,630 $ (2,448,400) Totals � � ,1U�,7�$,�94��$ 'll2,148,170 $ 120,815,930 $ 143,S10,410 $ 22,694,480 $ '140,952,640 $ (2,557,770) /� J-17 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Public Works Overview Bud�et The table below displays how the Department's budget is broken down between the major expenditure groups within each operating division. M aterials, Supplies c4� 15ivisi�n i Pers�nnel Services �� Capital Uut1�y I)ebt Service ��Tc�ta1 �� FY2024-25 Adop�ed �� 11,613,590 $ 15,801,900 $ 3,221,200 $ � �- $ ��30,636,690� Solid Waste Utility* �FY 2023-24 Adopted $ 10,715,530 $ 15,559,800 $ 2,815,200 �'$ - $ 29,090,530 ��FY 2022-23 Amended $ 9,136,400 $ 14,147,420 $ 3,623,40,6� $ - ,$ 26,907,220 ��FY 2021-22 Actual $ 8,382,338 $ 12,901,276 $ 1,954,992 $ , - $ 23,238,606 FY 2024-25 Adopted 1,220,850 763,840 14,000 - 2,498,690 Stc�rm Drain Utility ��FY 2023-24 Adopted 990,550 754,200 � 513,OOQ� - 2,257,750 �FY2022-23 Amended 918,980 637,630 �� 852,0�(� � - 2,408,630 FY2021-22Actual 723,171 556,400 �68,360 - 1,348,131 �FY2024-25 Adopted S,Sll,220 14,865,74t� ' 13,427;430 �: 33,804,390 Water Utility FY 2023-24 Adopted 5,729,090 14,894,470 1,7a528,6(?fl 38,152,160 'FY 2022-23 Amended 5,092,300 14,3��,190 '�,f�38,950 733,200 29,819,640 '��FY 2021-22 Actual 4,236,138 13,27$,$4� �� 3,�79,038 730,200 22,224,222 ��FY2024-25 Adopted '7,381,390 �12,t�15,210 �I,374,350 5,605,500 46,376,450 W�st�water Utrlity FY 2023-24 Adopeed '7,543,94t1�'�� 12,15�,490 18,416,640 5,604,500 43,'723,170 'FY 2022-23 Amended 6,035,8�� 12,448,'1'7,0 7,498,970 6,723,000 32,706,570 �'FY 2021-22 Actual 5,597,546��, 10,224,6�7 6,720,500 8,098,841 30,641,514 ��FY 2024-25 Adopted 1;J16,52� 397;360 358,000 - 2,671,880 RMU 'FY 2023-24 Adopted ! ��2,045,830 ��436,290 358,000 - 2,840,120 Administatian FY 2022-23 Amended `�� 1,4'�'7;520 339,310 338,110 - 2,154,940 FY 2021-22 Actual � 1r456,080 323,103 278,552 - 2,057,735 '�FY 2024-25 Adc�pf�d � �;�31,900 873,700 - - 3,805,600 �,Z,��L�� FY 2023-24,�dopted 2,975,960 908,340 - - 3,884,300 '�FY 2022-231�mended ;2,694,380 663,740 - - 3,358,120 ��FY 2021-22 Actual ��'2,341,181 629,501 51,050 - 3,021,732 ��FYZ(Y�4-25�ldppted � 3,031,510 2,705,650 - 5,737,160 �leet Maintenance ��'�023-24 Adopted � 2,996,130 2,530,400 70,000 - 5,596,530 ��FY202��23 Amended 2,535,040 2,099,100 - - 4,634,140 iFY 2��1-2�Actual '� 2,044,002 1,983,545 - - 4,027,54'7 *Docs not includ�W�st Csntr�ILandfill,a quasi-autonomous entity. (Continuea�un next page.) J-18 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Public Works Overview Bud�et (Continued) Materials, , Supplie�& �� Division Perst�nnel Services Capital Uutlay I7ebt Ser�ice Tota1 ' ��FY2024-25Adopted 242,480� 1,357,840 � 10,000 39,160 �� 1,649,480�� E�� FY2023-24 Adopted 214,910 1,428,050 10,000 39,160 1,692,120 'FY2022-23 Amended 448,100 1,173,960 10,000 20,000 1,652,060 '��FY 2021-22 Actual (81,034) 1,206,738 224 - 1,125,928 i FY 2024-25 Adopted 2,664,660 2,806,010 6,365,000 - 11,835,670 �� FY 2023-24 Adopted 2,715,860 2,807,840 6,365,000 �` 11,888,700 �FY 2022-23 Amended 2,384,120 2,266,540 6,825,34`b - 11,476,000 FY 2021-22 Actual 1,9ll,343 2,014,871 3,90�,�394 - 7,835,108 FY 2024-25 Adopted - - �{�,000 200,000 T'ublic La�id T�eueloptnent��FY�023-24 Adopted - - ' �200,OOQ � � -� 200,000 ��FY 2022-23 Amended - - �� 211,�$� � - 211,580 ��FY 2021-22 Actual - - ` �41,b00 - 641,000 ��FY 2024-25 Adopted 177,080 143;5�4t7 - � 152,620 473,240 �,��i�� FY 2023-24 Adopted 168,880 13F>,090 152,620 457,590 '��FY 2022-23 Ainended 91,500 �6,99Q � �� - - 128,490 ��FY 2021-22 Actual 50,790 67,9�� 9,478 - 208,197 �FY 2024-25 Adopted -� � �' �1r350 ��501,000 740,040 1,262,390 ��,�, �FY 2023-24 Adopted 21,350 � �2,965,050 740,040 3,726,440 �FY 2022-23 Amended 18,250 4,600,000 739,290 5,357,540 �FY 2021-22 Actual - 21,9�5 2,954,1'74 '73'7,'788 3,'713,867 ��FY 2024-25 Adopted - - - - - Transperrtation Gr,ant 'FY 2023-24 Adopted ////ii� �� ` - � - - - - Projects '' FY 2022-23 Amended - - - - - ��FY 2021-22 Actual � - - 9,673,629 - 9,673,629 ��FY 2024-25 Aclqpted � - 1,000 - - 1,000 ��,�,��,�� FY 2023-24 Adopted - 1,000 - - 1,000 ��FY 2022-23 A�nended - 1,000 - - 1,000 ��FY 2021-22 Ac�tual - - 878 - 878 ��FY 2�2��25 Ad�ipted $ �36,691,200 $ 51,753,140 $ 45,970,980 $ 6,537,320 $ 140,952,640 �� a��'2023-�4 Adopted' � '�$� 36,096,680 $ 51,635,920 $ 49,241,490 $ 6,536,320 $ 143,510,410 �FY 2022��Amended $ 30,814,170 $ 48,137,900 $ 33,648,370 $ 8,215,490 $ 120,815,930 i�`Y 2U21'-22 Actt�al� $ 26,661,555 $ 43,208,741 $ 30,320,969 $ 9,566,829 $ 109,758,094 /� J-19 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Personnel The following table depicts the personnel assigned by division within the Municipal Utilities Department: FY 2�21-22 PY`2t122-23 �Y 2022-23 F�'2023-24 Tncrease' FY��24-25' Tncrzase I}escriptic�n Actual ' Adapted Am�nded Adopted (Decrease} Adopted '' (Decrease) F/T 6.00 6.00 6.00 6.00 - 8.00 2.00 Storm Drain Utility ' P/T 1.44 1.44 1.44 1.44 - 1.44 - ' Total 7.44 '7.44 7.44 7.44 - g.�� , 2.00 �� F/T 30.00 30.00 30.00 32.00 2.Q(�� , 32.00� ` - Water Utility P/T 192 1.92 1.92 2.40 0.48 2.40 - �'� Total 31.92 3192 31.92 34.40 �� 2.48 34.4R � - '� F/T 39.00 39.00 40.00 43.00 �� 3.Q� �� 43:(50�� - �astewatei�Utility �; �� P/T 2.40 2.40 1.44 2.40 � �t?.96� 2.40 - �� Total 4L40 41.40 41.44 45.�k0 396 �� 45.40 - F/T 70.00 76.00 76.00 80.00 4,�0 84.00 4.00 Salid Waste Utility*�� P/T 0.96 0.96 2.96 0.96 � 2.t10) 0.96 - Total 70.96 76.96 78.96 $U:96 ' 2.00 84.96 4.00 �� F/T 9.00 9.00 9.�0� 9.00 - 9.00 - Administratic�n P/T - - Total 9.00 9.00 9A0 9.00 - 9.00 - F/T 15.00 15.00 15.00 15.00 - 15.00 - ETIC7SA Locate P/T - - - - - '�� Total 15.00 1�.00 15.OU '' 15.00 - 15.00 - '� F/T 16.00 '��1.9.00 � �' 20.00 21.00 1.00 21.00 - Fleet Main'tenance P/T - - ' - - - - - �� Total 16.�6 � 19.00? z, 20.00 21.00 1.00 21.00 - '�� F/T 33.00 34;00 34,00 37.00 3.00 37.00 - k'a�gineering P/T 2.88 �,40 2.40 2.40 - 2,40 - '�� Total 35,�8 3b.40 36.40 39.40 3.00 39.40 - F/T' - - L00 1.00 - L00 - 1'arking '�� '('/T� - - - - - - - Ti��al � - 1.00 1.00 - 1.00 - Streets �� P/T 14.3�3� 12.40 12.40 12.40 - 12.40 - � Total � 19.33 ]7.40 18.40 18.40 - 18.40 - " � �� F/T 233.00 243.00 246.00 259.00 13.00 265.00 6.00 T�tal �`� � P/T 13.93 ]1.52 12.56 12.00 (0.56) 12.00 - �� Total 246.93 254.52 258.56 271.00 12.44 277.00 6.00 *Does not include West Central Landfill,a quasi-autonomous entity. J-20 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Storm Drain Utility The Storm Drain utility continues to realize an increasing deterioration to the storm drain system with insufficient resources to maintain and replace the system as necessary. Unlike the other utilities, the Storm Drain utility is not exempt from Proposition 218 requirements and therefore any proposed increase in rates is designated a special tax and subject to two thirds voter approval. Consequently, the rate has not changed since inception in 1994. In addition, unfunded State-mandated storm water quality related requirements are increasing, adding to demands that are a struggle to meet with current resources. This proposed budget includes funding contributions from the other municipal utilities in proportion to their impact on the storm drain system. Transient issues continue to affect the Utility with a signi�cant amount of trash impacting the waterways, causing flooding, and damaging infrastructure. � �� A new Equipment Operator position and Public Works Maintenance Warker position�vill be adde��for FY 24-25 and no new positions for FY 23-24. These positions are needed to meet the requi�ements of t�� new State mandated Trash Implementation program. /, Water Continuing State regulations regarding ground water management and'wafer conservati�an will require additional resources and affect the Utility's revenues and expenditures in this budget G�c�e anc��in�o the future. After a three- year drought, the State of California had an abundant wet season anc� r�cord s�tting snowpack. The Bureau of Reclamation has determined that the 2022-23 Water Year is a Non-Critical Year,��and that the City will receive its full Contract allocations. Due to drought awareness a�d State mandated c�snservation, water usage was down over 10% annuaily during the 2021-23 budget years. Usage is ex�ected to increase towards pre-drought levels but it may take a few years to do so. The State Water$�ard is also d�veloping efficient water use targets and will eventually require ihe City to set an annual water budget�s Californians "make water conservation a way of life." Aging infrastruct�ure replacement continues tQ be a pri�rity to re�uc��the number and impact of water main breaks. Two new temporary Public Works Maint��ance W�srkers are added in Division 864, Water Distribution, in FY 23-24 to assist in routine maintenance of the��'ibution system, including fire hydrants and valves. No new positions in FY 24-25. Wastewater The Wastewater utility,is� facing �t�l�iple;ch�7lenges including a�ing infrastructure, substantial infiltration and inflow of groundwat�r (I&I),' and reg�lation changes directly affecting biosolids disposal and laboratory operations, includin� the re�uir��n�nt to sample for Per and Polyfluoroalkyl Substances (PFAS), potentially requiring additional treat�ient process� for removal. Chemical availability and increased costs are significant challenges f��ing �he utility. The addition of the Pyrolysis system as well as the planned introduction of Food Waste Co�ligestion at the Cl�ar Creek Treatment Plant are significant investments and have added many additional �ieces �r��equipment, increasing the maintenance burden on staff. These issues increase operation, maintenance a�d treatment costs due to significant repairs, software investments, enhanced training requirements, dramatically incre�ased warkload in the laboratories, and increase the City's exposure to regulatory penalties and third-party lawsuits: �` One Plant Mechanic position is added to Ciear Creek Wastewater Treatment Plant, in FY 23-24 to maintain new and existing equipment between both the Stillwater and Clear Creek Wastewater Treatment Plants. No new positions for FY 24-25. E�ectrical Technicians (ET) A new Electricai Technician position is added for FY 23-24 due to the increase of traffic signal equipment from developments, construction projects and safety improvement projects. This position can also assist other ET's with the warkload if there are temporarily shortfalls in staffing. A second Electrical Technician position is added J-21 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 for FY 23-24 to assist a11 other ET's with Supervisory Control and Data Acquisition(SCADA) development and maintenance for both the Water and Wastewater Utilities,the Laboratory Tnformation 1Vlanagement Systems (LIMS) as well and work closely with our IT department to maintain peak cybersecurity protection for both Utilities. No new positions for FY 24-25. USA Locate One new Utility Specialist position will be added for FY 23-24 and no positions for PY 24-25. There has been a steady increase in underground locate requests over the past several years. Additional staff is needed to meet the demand and State requireinents. The new position will also assist in overall coordination Qf�.t��USA locate requests and scheduling.No new positions in FY 24-25. � Solid Waste Utility The Solid Waste utility is facing significant challenges relating to space��constrai�ts, a�i�� equipment, the increasing cost of equipment replacement, capital outlay, rising personnel�ccists, �i��ng dis�osal costs associated with household hazardous waste, increased tonnage and the increase Qf diversiiin require�n�nts that are a result of adopted legislation. Staff is in the process of implementing the mandated collectian,,prc�cessing, and diversion of organic waste (AB1826 and SB1383), edible food recovery and arganic wast�procurement (SB13$3), additional reporting requirements (AB901 and SB1383), Mandatory Comme�rci�I and M�lxi-Family Residential Recycling (AB341), continued education and outreach, and the Stat� �ater Board's Trash Amendment with resource implications. Staff is also preparing to take on enforcerr��t rolls that will be�in in 2024. In addition, to improve operational efficiency, route planning, support dispatching and saf�t��, a new computerized Global Positioning SystemlAutomated Vehicle Locater system will be implemented fol�r�wing the recent piloting of two competing systems. FY 2023-24 A Transfer Station Operator has bee�add�d to�5rc�v.ide backup and assistance in the organics area. The volume of material coming into the organics.area is increasing a�d will continue to do so as Senate Bill 1383 continues to be implemented. Costs for transporti�ng excess brganic��recyclable material to other facilities for processing have increased substantially. As a result, staff ha�e been making additional and alternative products for consumers. With the addition of food�a�te to t�ie Qrga�ics�stockpile, material will be required to be processed at a higher rate and frequency to eomp��with f�cility�errn'its and regulatory demands. A Truck Driver II po��tion;has bee��added to increase the residential green waste collection routes from(3) to (4) routes. The City has et�ntinually�been growing with new construction and neighborhoods and with the requirements"c�f Sen�te Bi11�.1383, food waste will soon be allowed in the green waste earts. Additional material in the green�carts will.��mean c�trts will be set out more often and the route will take longer to complete. The additional driuer and route wi11 alleviate the strain from additional material, extra cart set-outs, and growth of the City. A Truek Driver II was added to expand the number of residential collection routes from five to six routes to keep up with the growth of the City. Over the recent years there have been numerous residential developments thereby increasing the nuinber of houses being serviced. Currently, these collection drivers are servicing 1000-]200 residences per day and there are more developments in progress and planned. Adding a driver and a residential route will reduce overtime expenses, allow drivers to provide better customer service and more time to maintain their equipment. A Resource Reeovery Worker was added to work on the Transfer Station floor. As additional diversion programs have been added and participation in those programs has increased, the current assigned staff are unable to keep up with the processing of incoming volumes. When processing duties pull an employee from the public dumping area, then the public is not being monitored and hazardous waste and other dangerous items can make it into the trash pile which can cause fires and other hazardous conditions that can hann personnel, or the public or damage J-22 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 equipment. The additional position will allow us to attend to the public dump area,while also removing additional recyclables from the trash pile, allowing us to reach diversion goals and mandates. The Resource Recovery worker will help with our ability to process incoming material in a timely and efficient fashion and prevent large stockpiles/backlog of material which can cause safety concerns for staff and customers using the facility. A Mechanic position has been added primarily to service the heavy equipment and attend to other vehicles as directed at West Central LandfilL The Landfill maintains its own equipment and vehicles and does not send anything to the Fleet Department. Currently there is one Mechanic for all of the vehicles and equipment at the Landfill and with the addition of new equipment like the shredder and excavator, the workload is becoming overwhelming. The current Mechanic also has additional duties at the Landfill including maintaining equipment for gas extraction,pumps, evaporators, and flares. Adding a Mechanic I would help keep e�uip�tnent running and maintained,reduce outsourcing of work to vendors, and provide coverage for vacation�nd sickness, This position will be paid for by the Landf�ill budget. FY 2024-25 A Truck Driver II position has been added for commercial collection to st�ff e�panding:recycling services to businesses and as collection routes and participation is growing. This��1 allow u�to cornply with State mandated diversion requirements and goals relating to Senate Bill 1826. Failure to meet cli��rsion�mandates can result in penalties and impact the City's Solid Waste Utility's ability to qu�lify for �t�te,sponsored grants related to solid waste and recycling. Having sufficient staff will decrease overtime e�p�nses and'�excessive workloads on existing employees. A Building-Facilities Mechanic has been added to service primaril� the heavy equipment and attend to other trucks/equipment as directed. With Senate Bill 1383 �egulations, �eeping equipment at the Transfer Station running with proinpt repairs and servicing will �eed �t� be a high priority. This position will also allow us to perform necessary preventative maintenance c�i� the�ging Materi�ls Recyciing Facility machinery, which should result in less unscheduled downtime for rep�irs thereby'increasing processing and production. A Truck Driver III has been added to haul material��using a Class A type vehicle. The requirements of Senate Bill 1383 to collect separated food was�e �t'ca� bu�inesses creates a volume of material that cannot be recycled or processed on-site at the Transfer St�tion,resul�ing"in the need to transport material to alternate sites. This will be a time-consuming task and would��11 staff away�from performing other necessary duties and impact the ability to transport other material as needed includin� �tirash to West Central Landfill. Due to high costs and lack of availability on transport�r�,t��tsour�ing is not a�reliable option. A Truck Driver I has been adcled as a� fl'oater position to fili on as-needed for vacations, injuries, and other vacancies within th� Utility:,�uurrer�tly3 we allow (5) drivers to be scheduled off at a time. Inevitably, there are several other employees �ff�for various reasons including personal/family sick leave, industrial injury or other personal reasciris. T�ese additional daily vacancies create staffing shartages within the Utility. This position will allow us tnc�re flexibility in b�ck filling routes and help reduce overtime, decrease incidents from drivers pressing too hard to cc�uer t�nfilled routes and will help with a more positive work environment. Fleet Maintenance The significant issues for Fleet Maintenance include: the increasing number of vehicles requiring maintenance, increasing costs related to parts, tires and steel, parts availability, and preparing the shop and mechanics for transitioning to zero emission vehicles and equipment. In FY 2023-24 Fleet is adding a Parts Attendant in order to have coverage for both working shifts and address the needs of the Division due to the loss and lack of availability of a reliable courier service. The addition of a Parts Attendant will help with accurate record keeping, inventory controls and monitoring, and improve overall efficiency of the Fleet Shop. Fleet will be purchasing two single post automobile lifts needed now that Fleet is fully staffed. J-23 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 En�ineerin� The most significant issue facing the Division is an increase in workload associated with programmed large utility, impact fee, and grant funded infrastructure projects and meeting growing regulatory mandates (NPDES Construction Permit, MS4 Permit, Department of Tndustrial Relations (DIR) labor compliance, and more). This division is aiso facing increased difficulty recruiting and retaining professional engineers to deliver the Capital Improvement Program. In FY 2023-24 Engineering is adding two Associate Engineers and one Engineering Technician II to support capital project delivery. The proposed Capital Improvement Plan contemplates considerable increases in both the number and value of projects over the next 5-year stretch. The Division needs an additic�nal prc�duction design engineer, a construction resident engineer and a technician to successfully accomplish this goa1.` The City will utilize consultant services on both the design and construction phases to manage �eak delivery schedules and additional projects not yet contemplated or arise due to emergencies. Streets Division The preservation of City streets continues to be the biggest challen�;e�as fun�liri,g remains limited and the City's pavement condition has reached a modern-day low. This is a challenge facir�g mc�st�cities as the State and Federal governments continue to debate existing infrastructure maintenanc��eeds: With the passage of SB1, additional funding has allowed us to maintain, but not unprove upc�n, tl�e current�poor pavement conditions. The City continues to aggressively pursue and leverage grant fundin�to provide st�¢et infrastructure improvements. Parking Division The Parlcing Division previously relied on the General �'t�nd to ensure minimum maintenance and enforcement. With the implementation of the Downtown Pa�`�ing Strategy in early 2023, the City has begun evaluating parking supply and demand for both on-street parking an��long-term off-street parking lots along with identifying potential maintenance issues with the new p��'s��tion and application based revenue system. The Employee Parking Permit program establishet� with �ew p�rking strategy may identify a demand for additional employee permits to be issued furthering t�ie need fc�r reallo��tion of long-terin off-street parking lot spaces within the overali downtown parking needs�assessment.� Enforcement continues to evolve as there are many areas/lots previously enforced by RPD that now require management by other enforcement entities due to the change in on- street parking regulations�5urrtrundin�existit��private lots. Citvwide Traffic Impact�'ee(TIF) Pro�ram The cost of irn��'c��ements continues to escalate beyond revenue collected and several projects will be deferred until suffici�nt revent�e is r��uived. An update to the fee program is expected in FY 24/25. Dana Traffic��Impact Fee Pro�ram The majority of this �ervice area is buiit out with very few parceis left to develop. This fee is not currently being collected. Staff will�work to monitor traffic service levels and develop projects to mitigate any deficiencies. No significant issues exist for this fund. North Reddin� Traffic Benefit District (NRTBD) Significant transportation infrastructure challenges remain in this project area. Consequently, very little large development has occurred. The City will need to re-address the infrastructure financing plan with the dissolution of the redevelopment agencies in California as tax increment revenues, in addition to NRTBD funds, were expected to fund the infrastructure needs. An update of the fee program is expected in FY 23/24. J-24 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Capital Improvement Pro�ram OveNview (2 Year) Storm Drain Utility Capital Pr�oiects—2023-24 Replace aging and failing pipes -$600,000 Administration and project coordination- $13,000 Capital Pr�oiects—2024-25 � � Replace aging and failing pipes -$600,000 Administration and project coordination- $13,000 � Water Utilitv Capital Pv�oiects-2023-2024 Programmatic water line replacement-$4,000,000 Constructing a new 24"transmission main in Lake Blvd=�$7,0OO,OU(? Complete the Cypress Ave. Booster Pump Station- $3,5�0,000 Begin Pump House#1 Replacement design and�rr��irc�ni�ie�tal docu�ents - $6,500,000 Capital P�oiects-2024-2025 Progratmnatic water line replacemer�t-$4,�00,0(�t�� Construct new control building a�the Foothill�Vater'I°reatment Plan- $4,000,000 Construct a new booster pump station at the Buckeye reservoir- $1,500,000 Wastewater Utility�'�� Canital Pr��cts�-�2023-.�1124 Continue% reduc� Inflow and Infiltration (I&I), including flow monitoring, condition assessment and pipe repairs -$1,4�}��t70� Programmatic replacement of aging six and eight inch pipe and various capacity improvements - $6,500,000 Complete the installation of new pyrolysis biosolids processing equipment for phase 1 at Clear Creek Wastewater Piant- $8,200,000 Construct the Facultative Sludge Lagoons and Drying Beds at the Stillwater Wastewater Plant- $8,000,000 Maintenance at the plants - $800,000 Capital Pr�oiects-2024-2025 Continue to reduce I&I, including flow monitoring, condition assessment, and pipe repairs- $1,500,000 Construct parallel Wesiside Sewer Interceptor Phase III- $10,000,000 J-25 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Complete the full-scale pyrolysis system to process a11 biosolids from the Clear Creek Wastewater Plant - $8,000,000 Programmatic replacement of a�ing six and eight-inch pipe and various capacity improvements - $14,800,000 Solid Waste Utility Capital Pr�oiects—2023-2024 % • Replace worn out waste wheelers (carts), containers, and drop boxes and purchas,e �dditional�re�eptacles for California mandated commercial recycling and organics recycling- $435,000 Litter Abatement Program, which includes funding two Community Service �f�icers a�c� a Code�Enforcement Officer, shopping cart return prograin, transfer station fees for disposing,cif waste collec�ecl,� Big Belly trasl�. compacting receptacles, access denial, and portable toilet rentals for placemer�t in str�tegic areas around the City- $200,000 Resurface the Transfer Station tipping floor- $200,000 Retrofit the Materials Recycling Facility (MRF) and replace th� sorting��cr�ens'to add recycling capacity - $1,600,000 Support of local community special events - $5,200 Canital Prolects—2024-2025 /////i Replace worn out waste wheelers, contain�rs,,and dre�p boxes and purchase additional receptacles for California mandated commercial recycling and organics�'ec,�cling- $445,000 Litter Abatement Program, which�in�ludes fundi�g two Community Service Officers and a Code Enforcement Officer, shopping cart return program, transfez station fees for disposing of waste collected, Big Belly trash compacting receptacles, access c�enial, and portable toilet rentals for piacement in strategic areas around the city - $350,000 Repair the asphalt wi�tl�n the "Transf�.�,F�cility due to aging and daily use by heavy equipment and trucks - $350,000 Repair the crane that��is used to adjust loads in the transfer trailers prior to hauling material to the Landfill - $90,000 �� Purchase�t�'ash capture devi�es to prevent trash and debris froin entering the storm drain and going into the waterways��$13,1;��0 Retrofit the Materials Recycling Facility (MRF) and replace the sorting screens to add recycling capacity - $1,600,000 Support 1oca1 community special events- $5,200 Fleet Capital Proiects—2023-2024 Purchase two Single Post Automobile Lifts to be used mainly on cars and light duty trucks - $70,000 J-26 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Capital Pr�oiects—2024-2025 No new projects are contemplated for this fiscal year. Streets Canital Proiects—2023-24 Street striping- $196,000 Slurry and cape seal projects- $3,000,000 Overlay projects- $3,000,000 � � Sidewalk repair and ADA improvements - $180,000 Minor street and bridge maintenance - $185,000 � Canital P�oiects-2024-2025 Street striping- $196,000 Slurry and cape seal projects- $3,000,000 Overlay projecis - $3,000,000 Sidewalk repair and ADA improvements -$180,000 Minor street and bridge maintenance- $185,000 Parkin�Division No new projects are contemplated in either:�iscal�ear of this budget cycle. Citvwide Traffic Impact Fee fTIF) Pro�ram Z0� Capital PNo�ects-� 23-2� "� Shasta View�rive North��mprovements- $700,000 Match fund�for seueral grant projects - $1,915,050 Debt service pa;yinent- $740,040 Develop priority tr�ffic control devices and other minor projects and program administration- $350,000 Canital Prolects—2024-25 Debt service payinent- $'740,040 Develop priority traffic control devices and other minor projects, and grant match- $151,000 J-27 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Dana Traffic Tmpact Fee Pro�ram No new projects are budgeted in either fiscal year. North Reddin� Traffic Impact Fee Program No new projects are budgeted in either fiscal year. Five-Year Financial Plans j jStorm Drain The following tables illustrate the projected operating and capital fund balances:� � �� `�� ,��''� � � Stt�z�I)rain Iltility Rate Fund �'Y 20�,3-24 PY ��5 �'��25-26 FY 2a26-27 ��FY 2027-28 � �e innin B�lance �� $ 1,77�;'744 $' � 1,573,�34 �: � 1,282,424 $ 1,469,214 $ 1,673,684 Reuenu�s! 2,2�5,840 2;3�3,280� 2,436,220 2,480,280 2,525,300 �x enses� (2,2�4,750) (2,4�A,690) (2,149,430) (2,175,810) (2,366,530) 'Transfers to Rc�11i� Stc�ek'�� 25t�,040) ��0,000) (100,000) (100,000) (100,000) Net Income �,�� (�98,91{)� ; ��(291,410) 1�6,790 204,470 58,770 EndingB�lance �� `�� $ 1,�73,834 $ � 1,282,424 $ 1,469,214 $ 1,673,684 � 1,732,454 �'�� Storm Drain Vtility Cc�nnectio ��Fund ' F 23-24 FY 2024-25 FY 2025-26 FY 2d26-27 FY Zt127-28 az Be innin' Balance ``�� `$ 2,679,065 $ 2,692,475 $ 2,705,395 $ 2,719,�45 $ 2,734,835 �t�rest Reuenue ' "�� °��; 26,410 26,920 27,450 27,990 28,536 Expens�s'� �� ; ��`�� (13,000) (14,000) (13,000) (13,000) (13,000) Nef Income �'°�� 13,410 12,920 14,450 14,990 15,536 ��cS� � ��e��.u��.�.�.�`�..`,`,�.�.�� Endin Balanc� �� ; �� $ 2,692,475 $ 2,705,395 $ 2,719,845 $ 2,734,�35 $ 2,750,371 *Includes Anti�ipated,�avings i (Cash Balarice Exclud�s Rolling�t�ck Balance) �� J-28 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Water Uti�ity The following tables iilusirate the projected operating and capital fund balances: Wat�r Utility Unrestricted'Rate Cash FY 2023-24 �'Y 2024-25 �Y 20�5-26 �"Y 2026-27 FY 2�27-28 Beginning Balance* $ 58,322,537 $ � 51,521,387 $ �51,523,889 $�� 52,595,526 $ � 57,118,974� �e�enues�'� 30,713,980 33,287,330 34,444,027 37,400,384 40,607,053 �x enses*� (37,265,130) (33,034,828) (33,122,389) (3�,626,936) (42,567,980) 1��sfers ta Rollin Si�ck�� (250,000) (250,000) (250,OOQ (250,OUQ) (300,000) NetTncc�r�ie (6,801,150) 2,502 1,071,��'7� 4,523,44�: (2,260,927) ��dingBalance � �� $ 51,521,387 $ 51,523,889 $ 52,��5,526 $ ;,57,ll8,974' $ 54,858,046 �//// � �� Water Ut'rlity Connection'Eee Fund FY 2�23-24 FY 2�Z4-� F, -26 ��202b-27 FY�a27-28 �eginningBalance $ ��3,170,141 $ 4,4�2,538 $ . 5,7�t?,�31 �$ 6,205,265 $ 6,642,488� R�venues� 1,407,936 1,528,833� � '� 1�607,(��7 1,634,859 1,693,615 �xpenses** (155,539) (16�,8�b)�� (1,1�92,353) (1,197,637) (1,203,101) Nef Incc�me 1,252,3�7 �� 1,367,993 ; 414,735 437,223 490,514 �ndin Balance �� $ 4,422,5�$� $ 5,"1�4�531 $� ' 6,205,265 $ 6,642,488 $ 7,133,001 * Includes Pump House 1 **Includes Anticipated Savings (Cash Balance Excludes Rolling Stock Balance) �/// Solid Waste Utility The following table illustrates the projected operatin�and capital fund balance. ��* � ��'FY 2�2�-24 ' FY 2�24-25 FY 2n25-26 FY 202t�-27 FY 202b-27 Saiid Func� BeginningBalance ��'' , ��;. $ 13,102,334 $ 10,416,474 $ 8,890,564 $ 10,328,868 $ 10,987,467 Re�enues�� '`'� ��, "�'"` 28,104,670 30,360,780 32,529,140 33,687,660 35,489,070 �xpenses'�� `��,�� '" (29,090,530) (30,636,690) (29,340,836) (31,329,061) (32,552,862) '�ransfers�� `�� (1,700,000) (1,250,000) (1,750,000) (1,700,000) (2,600,000) Net Income`�`�� '�� (2,685,860) (1,525,910) 1,438,304 658,599 336,208 Endin Balar�c `�, � �� $ 10,416,474 $ 8,890,564 $ 10,328,868 $ 10,98'7,467 $ 11,323,675 (Cash Balanee Exclutc�es Rolling Stock and West Central Landfill fund balances) J-29 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Wastewater Utility The following tables iilustrate the projected operating and capital fund balances: Wastewater Utility Rate Fund FY 2�23-2� FY 2�24-�5 FY 2425-26 FY 2026-27 FY 2027-28 Beginnin'Balance $20,351,965 $ 13,395,295 $ 5,755,578 $ 5,306,988 $ 5,731,922 Re�+enu�s' 35,306,210 37,244,473 39,310,198 41,166,300 42,697,287 �xpenses* ��; (42,002,880) (44,584,190) (37,958,788)��(�4,941,366) (41,221,300) Transfers to Rollin Stock�� (260,000) (300,000) (�(�b,000) (�(3t1,000) (300,000) Transfers t�Uisen�ection Holdin �ccc>unt �� - - (],51�0,000) (1,SOt�,p00) (1,500,000) Net Income (6,956,670) (7,639,717 ' (448;59Q 4Z4,934 (324,013) Ertdin�Balance �� $13,395,295 $ 5,755,�'�8 ��$ 5,306,9$8 $ 5,731,922 $ 5,407,909 /,r„ '' �� Wastewater Utility Cannection Fee Fund FY 20�1-22��2�-�3 , ' ;2,�(��4 FY 2024-25 FY 2�25-�6 h Beginning Balance $ - $ - $ ' - $ - $ - Revenues� 1,720,290 � ' 1,792,26a ' 1,805,232 1,866,774 1,893,720 �penses�� , �2,72(�,�9t1� (1,792,2�i0)�� (1,805,232) (1,866,774) (1,893,720) Net Tncome - - - - - Ending B�lance ' i $ - $ - $ - $ - $ - *Includes Anticipated Savings i (Cash Balance Excludes RoIling Stock and UV Hol�iing�Cash) �, j /� ; J-30 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Performance Measures ancl Workload Inclicators Storm Drain Utility The Storm Drain Utility is responsible for the maintenance of ditches, culverts, pipes, catch basins, and outfalls, and capital improvements needed to maintain or upgrade the existing facilities. The overall conveyance system is comprised of both public and private segments. The Storm Drain Utility responds to the needs of the public component of the overall conveyance system. The miles of channels shown are for both public and private segments. The miles of Storm Drain Pipe and number of Inlets and Outfalls show only the public facilities. 2��1-22 20 �� 2U23-�, 2�24-25 � WflRKL��T�AND PERFORMANCE MEASURES �� 'Actual tim � Pr�`ec#e . Pr�rjected Miles of St�rm I7rain Pipe; 191 � 198 198" � 199 Miles afl�itches(Channels' 200� 2t7� 200 200 Miles of DitchesJChannels Cleaned' 4.3 4.5 4.5 4.5 Percentage of Maint�ined DitcheslGhann�ls to be Ins�ect�d Annually', r 100% 1Q��"10 100% 100% Percentage of Insp�cted I�itchesCChannels ta be Maintained Annually ' `@ 8.5% 3% 3% 3% Number a�'Tnlet� ��"�'��. �� b745 �� 6750 6760 6770 �.. Percenttage ofInlets Inspected Annually �'�� I 1% � 25% 25% 25% p�rcentag�nf Inspected Inl�ets Requiring Maintenance/Cie� `' �� 5% 5% 5% 5% Fercentage of Inlets C1e�nedlMaintained Annually ��, �� `��'�� 1% 2°/o 2% 2% �� . Number t�f(7uffa1ls , ,�� 1335 1360 1370 1380 PercentageofC7utfallsInspectedAnnualiy ��;��`? ' �,'� 19% 25% 25% 25% Percentage of Inspect�ri�utfalls Requir �Nlaintenan ��lean� �` �� 20% 20% 20% 20% Percentage aflnspect�d tiutfalls Cleane aintained �ally 4% 3% 3% 3% � o Number af Storm I7rain M�� ' ' n �led �a„� �,`�� 43 50 50 50 /% J-31 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Water Uti�ity The Water Utility provides domestic water and fire flows to the community and parts of Shasta County outside the City limits. Water sources are the Sacramento River, Trinity/Whiskeytown Lake via the Spring Creek Conduit, and groundwater wells. Performance indicators are as follows: W�RKLt7Ai7 AND��ft1�'t7AMANCE M�ASUR�S 2021-22 2022-23 2�23-24 2t�24-25 Actual Estimated ' PrQjected ' Projected Number c�f cust�mersls�ruices 30,426 30,5'75 �34,'725 30,875 Net Annual New Ser�ices 104 149 I50 150 °fo Annua�Crrawth'Rate 0.45% 0.5°�� ' �.Q,�% 0.5% Quantity�f water praduced(�cre feet) 23,846 �3,000 24,00�� 25,000 Percentage c�f days water quality met standards 100% 10Q�1a 1 UO% l 00% No.€�f ser�ice orders c�mpleted and rec�rded via Uertex 3,241� � 3,250 �- � 3,300 3,350 Nc�.of work orders completed and recorded'via Cartegraph 4,$80 5,453 5,600 5,700 Miles crf water mains � 564 564 566 568 Miles of substandard mains ��e 4t�` 40 39 38 Number ofmain&water service farluresldisruptions per year � 239 245 250 250 Miles af wafer mains receiuing un'r-directi�rnal flushin �� ;� 25 25 25 25 �. Nurnber c��is�lation valve�exercised �� 205 591 750 750 � Nuinber of custamer rneterslb�xes repaired o �d�' ��`� 219 184 200 200 S�rvices per empl�yee �� `� �� 1,049 1,054 1,060 1,065 j /� ; J-32 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Wastewater Utility The Wastewater Utility consists of the domestic and industrial sewage collection,treatment, and disposal facilities serving the City. This system includes over 430 miles of interceptor and trunk sewers, 18 sewer lift stations, and two advanced secondary wastewater treatment plants with effluent filtration. WC7RKLOAI7 AND PERF(7RMANCE MEASURES 2Q19-2� 202fl-21 2(�21-22 ' 2��2-23 Actual Estimat�d Frc�jected Projected �o.ofRe�identialHEs 33,078 33,14��'� 33,2,06 33,242 No.ofCommerciallindustriai H�s ' 10,760 `��,171 10,54$. 10,652 I��.of Other Hes* 372 363 ��; 372- 784 Total HEs Served 44,�10 4�,674 44,166 44,678 %Annual Grnwth Rate 1.0°�0 1.0% '` 1.0% 1.0% Clear Creek Plant MGi7**'��Dry Flc�w ' ��'� � 4.8 6:1 6.1 6.1 �tillwater Plant MCrD�ry�l�w ��, 2.l 6 J2.3 2.3 2.3 To�al Peak Flows(MG)*** `� �� 53� � 53 53 53 ��g T�tal GPTJ****Dry�'low per Tota1 HE�s �'� �� ' ��' 205 203 201 200 l�files of Sewer Main � �` 440 436 436 437 'Total FTE LTtility Staff ��°�"��``a *` } �.�� 39.84 39.84 40.84 40.84 Tot�i HFs Served'p�r Total Sta�#' �� f� � �� 1,082 1,093 1,076 1,087 * l I�E=household equivalent=240 gp�i �� MGD=million gallons per day. *** Total Peak flows are calculated by the largest pea1�hour influent flow(MG=million gallons) into the CCWWTP and SWWTP: ,. Dry Flow is calculated for me�nths of7uly,Augus�and September. ***�GDP=gallons per d�y � /i�" J-33 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Solid Waste Uti�ity The Solid Waste Utility includes residential, commercial, industrial, and construction waste collection for the entire City of Redding including general trash (gray cart), recycling (blue cart), and green waste (green cart) services. This service includes management of refuse truck routes, Redding Transfer Station and Material Recovery Center, and the West Central Landfill. WORKL.dAL?ANI�PERFQRMANCE MEASURES 2021-22 2�22-23 2023-24 2024-25 ' Actua[ ; Es€imated `�' �, Pr�i�ected �alid Waste Callection ��#Waste Wheelers 452,509 464,99t1 467,310 469,650 ��#I7um�fsters 5,094 53,710 �� 53,98Q ' S4,250 '#Ca1le�tians-Dro Boxes/Trash 3,230 3,580 3,6t}b 3,620 '#�oll�c�ians-�om �et�ir�ITrash�� 1,306 1a3�0' �,360 1,370 ��#Coltectians-T)rop BoxeslCompactors/Recyciing''�� 1,864 1,�60 ' 1,9'70 1,980 Waste 'Transfer Statian ,CrtyTruck Tons) 65,879 64,'7$0 ' 65,750 66,740 * Cit Se�f-Hau1 (Tons � � 15,65fl � 1•,3,150 13,350 13,550 *� Non-City Se1f=Hau1(To�s) �'� � 12,208 � � 10,260 10,410 10,570 ��Rec clin Tra�h'�(Tons � ��> 1,84#� � 2,020 2,050 2,080 ;��City Sweeper (Tons) �'� �,Q91 1,130 1,150 1,170 Cnm ost Trash 'Tcrns) ' ��' 195 190 190 190 'Mattress Trash Tons ��,�`� � � 17 20 20 20 � � ToG�i W�ste Collected(Z`ons) �� 96,880 91,550 92,920 94,320 I�iuertecl Waste T�ns � 26,671 26,100 26,490 26,890 "Waste �andfill �,� � `�\ ��, � ��Gi WasteBuri�d Tons �� 105,673 103,430 103,950 104,470 ��Non Cit�Waste Buried(T�ns) � ', � �` `� �� 64,553 5'7,420 5'7,710 58,000 Tota�Waste Buried T�ns) � 170,226 160,850 161,660 162,470 Recy�labies ��;a� ' �� Rec clables Sa1es(Ton °�� °��,�� 8,254 6,860 6,960 7,060 ��Rec clables Sales R '`��ue �� ..�'�� $733,273 $444,530 $692,550 $702,940 ��Cc�m crst Sales �� s ` ��." ��'��"`�� 498 470 480 490 �'�nm ost�a � ;�� `:�� 940 930 940 950 �om os �s Reu ��e ��°� p ( } �� $25,802 $24,100 $24,460 $24,830 ��Fines Salc � �s ° �.�� '' 1,630 1,100 1,120 1,140 '�'ines Sales(R ; e} ; $40,293 $27,750 $28,1'70 $28,590 ��Green Waste Cdn �� T'�ns) 5,722 ll,250 ll,420 11,590 Mattress Recycling ( ons� 366 310 350 360 'LandA liec� ("1'c�ns) 370 - 800 810 #��ehicle;Trips �� To�al#o Transfet�Facili 118,928 109,650 110,750 111,860 'Total Self-Haul to Transf�r Facili' 98,734 89,360 90,250 91,150 ��'ToYaI To Landfil� 46,208 38,890 39,280 39,6'70 'Tntal Se1f Hau1 fa Landf'ill 33,995 27,270 27,540 27,820 J-34 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Fleet Maintenance The Fleet Division provides fleet maintenance for the entire City's rolling stock, including over 925 pieces of equipment (cars, pick-ups, heavy-duty trucks, wheel loaders, paving equipment, fire equipment, generators, and fork lifts.). wo��,a�r�arr��o�a��u��su��s z�z�-�� o�z-�� zo��-�� n��-zs Actual Estimated Pro'ected Pro'ected, Re�air tJrders(All) 6,079 6,321 � 6,'7tl{� 6,900 Number-'��City Unit� 905 9ll �� 916 � 925 Sp�ci�l Equipmenti Training 4 / 6 6 Su�eruis€�ry Training Classes 2 ` 2 ` 2 2 Streets Division "'�� The Streets Division provides day-to-day maintenance of the City's rc�adway tranSportation network. W�RKLC}AD AND�'�RFt7RMANCE MEASURES 2021- ` 2622-23 ' ��23-24 2�24-25 Act�t : Estimated Pro'ected ' Pro'ected Miles o#`Streets Maintained �� 43� 443 450 450 ��3c` � Numl�er t�f Signs '� � � �� ,��° ll,597 11,863 12,000 13,000 � � ��°. Number r�£Ci�y Traffic Signals ; � � �� 82 83 83 84 Lane Mi1es of Streets Resurfaced ��l,y Y��'��`4 ��'�� 7 8 7 8 Lane Miles of Sireets Pres�rved � �� 3 13 13 11 TonesofAsphaltMaterialPl �� °� �� 13,455 8,090 9,100 9,100 Lane Miles�f Cra�l�Se . �� '� 18 21 20 20 N�mlaer of`Barricades M � q�h ��' 372 397 397 397 Mi1es af Alle��int �cl ` ' l4 14 14 14 Parkin�Divitsion The Parking Division manages parking in the Downtown area of Redding. WORKLt�AD ANT7 PER�'ORMANCE MEAS[7RES 2019-20 2�2a-21 2021-�2 ,2022-�3 Actival �stimated ' Pr�'ected Pra'e�ted Num�rer of t7n-Street Parking Meter 145 285 300 315 Number of t?ff-Street Parking Spaces(includes leased lots} 52 7 560 560 560 �umber c�f Parking Lots(including,leased lats} 10 ll ll 11 �:'inear Feet c�fPait�t�cl Curb 81,761 81,961 82,162 83,362 J-35 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Engineering Division The Engineering Division provides engineering, survey, and environmental planning support for the City's capital improvement program and private development program. WC}RKL(7AI7 ANI)PEItF�RMANCE MEASURES 2621-22 2��2-�3 2�23-24 2024-25 Actual Estimated Prc>'ected ' Pro�ected ! Subdivisian Parcel Maps , 3 3 3 3 Subdi�isi�n Fin�l Maps 1 4 /j 2 2 L�ts Recorded 48 160 � 100 100 /, Pr�perty T,ine Adjustrnents'' 14 12 14 14 �ncroach�nent Perrnits 353 �°'349 � � 340 340 Va1ue of Projects�ldver�ised for Bid ' $34,301,450 : $36,006,0�0 $38,tS00,000 $40,000,000 Nnmber�f Prc�jects Ad�ertise fc�r Bid 23 24 24 24 Grading Permits ' 14 21 22 20 Easements 2� 14 15 15 Unmet Needs / Storm Drain Utilitv � `�� l. Increased maintenance funding for rolling stpck, facility replacements,upgrades, and transient issues. 2. Funding for capital pro�ects that relate to ii�aintenance of the existing systein, emergency repairs, and major flood events. There is curt`ently iiainimal.�unding identified for these work tasks. 3. Funding to constr�ct and rnaintain trash capture projects to satisfy MS4 permit requirements. Water Utiiit�, � . l. Constructiqn o�well-head treatment facilities at Enterprise Well #12 to remove iron, manganese, and arsenic from wate�':�ill result in significantly improved water quality in the Enterprise Pressure Zone and increased production ca�iacity throughout the City with the construction of the Cypress Ave. Booster Pump Station. Unlike surface water supplies, any additional groundwater source capacity is sheltered from drought or State of California induced curtailments. 2. Staffing levels within the water department have not increased on a level appropriate to the growth of the system. Several routine maintenance programs were established years ago to help assure the longevity and serviceability of the distribution system. Additional staff are needed in order to address some of these deferred maintenance issues. J-36 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Solid Waste Uti�ity l. Since the construction of the Solid Waste Transfer and Recycling Facility in 1995, the City has expanded its recyciing programs. Increased focus on recycling and mandatory diversion requirements has resulted in better participation. This has created an issue regarding available space for receiving, storing, and processing recyclables. By expanding the Southeast portion of the processing building, sufficient space would be added to expand the sorting lines of the Materials Recovery Facility (MRF) and have an area for the staging of material to be processed. The estimated cost of this expansion project is $3,346,800. 2. The State has adopted legislation that requires the recycling of organics. Currently, there are very limited options available for the recycling of food waste. The City and County have partner�d to put��t a Request for Proposals to have a consultant evaluate the viability of a regional recycling pro�t��m that woi�fl�l include the recycling and processing of food waste. Should an option be deemed as viable�'or a i�cal or regicinal solution or should the City determine to move forward on its own then a Food Waste to�Energ�projecz��or�Food Waste Composting project would be the next step. The estimated cost for such a project,is�9,27�'�6t�0`. 3. Due to space constraints at the Solid Waste Transfer and Recycling �`�eilit�,�'staff�rpposed and the City Council adopted a Facility Master Plan that identified options far;e�panding �he cu�`rent facility. One of the options to provide needed space for eontinued growth and ex�ansion was to r�av��the Marshalling Room, employee parking for drivers, and truck parking to the City a�vned�r�perty on�the West side of Abernathy Lane, directly across from the current location. The estimated ct�s��this exp�nsion is $9,812,400. 4. The Materials Recovery Faeility (MRF) needs imp�t�vement in or�er tci I�eep up with inereasing recyeling from the community and increasing mandatory rec}�cling requii�ements from the State. Replacing the sorting screens on the MRF would add capaeity in how much reeycling can be sorted per day. The estimated eost of this expansion project is $1,500,000. 5. Due to the increase in use and volume �5�materi�ls an� rriaterial types brought to the HHW and Drop-Off Recycling Facility, additional space is��t�eded in t�rder to process and store materials and provide a sufficient amount of space for customers to unload inate�ial�s. The estimate for this project is $2,000,000. 6. Leaves are considered organic��terra��nd ca�be added to the compost operation if they are not commingled in a street sweeper which wc�uld introdu�e oi�s and other products with them that makes them not fit for composting. A separate leaf ct�llection pro�ess would allow for the diversion of leaves during the fall season. The estimated cost of a s�eeialized vehicle�or leaf collection activities is $150,000. Fleet MaintenanC� �� 1. Since th�time t��Fleet�hop was designed and built, the size of some of the equipment the City has acquired is largtr in size a�id barely fits under the roll-up doors for entry in to the Shop. Raising the height of the Shop doors wc�ul,d'allow easier aecess and limit the chanee of aecidentally striking the doors and causing damage. The estimated cost of the project is $ 30,960. Streets Division l. Street maintenance continues to be the major ehallenge for the Streets Division. The Pavement Management Program (PMP) classifies the condition of the various street segments and provides a rating. The current backlog of pavement needs totals over $58 million in order to bring the entire system to a"very good"rating of 80 out of a 100 scale. That backlog is expected to grow to over$63.7 million by 2024 if no other resourees are allocated. The current pavement condition index system wide is rated a 45 with residential and collector streets falling in the "poor" category. To maintain the current rating, an investment of$2.6 million annually is needed. The adopted budget allocates an average of $3.9 million per year investment in overlay. It is J-37 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 estimated that over $7.6 million per year is needed to bring the entire system to an ideal rating that would only require minor maintenance to preserve. 2. Pedestrian facilities are experiencing deterioration and need continual repair and replacement. There are many gaps in the system that need r►ew sidewalk and other enhancements. Americans with Disabilities Act (ADA) compliance for curb ramps and connectivity with no additional revenue adds significant costs to all street work capital projects. This diminishes the funds available for pavement maintenance. Parkin�Division �� ; � L With the acquisition of $100,000 in new smart meters for the Downtown core,��ie remainin� mechanical parking meters need to be consolidated and relocated to replace those that have bee��andalized�d stolen. i, j /� : J-38 .tLF4'"� �'�. ,.,.., .:. , � ��t,f'��7}��'��5��43t ` t i � .,,... < ' ,, ,��,s;?„ '�'��, „n?�1 t}��,��z� � kr� �� . � ti� > � >.;.: � ,,.;. .> �: � `�� e� ' s ��,��,S�i`ti��s it'��`�L1cY .»t si�.Sstz "•. SF,�.a:;� � , ,. ., , „_...�� • y�4 �v �.. ..: ,. „ �„.... � ..r�.,..>>.� �x. .. . . ,� .m.. 1 . '� . '?h K"'�2�..5 i,':tw';, ' aAtL �n ,. ... .. . 'i��O Y.,...v ......._._,.. �.u�. fi °c. � i . „i"rou 3n� .. " , .. .^ ��3„, •.,„ ,� . , ,.. .. "T :i.�;;' ` ' .,n�� ,3�. � ..� ,.'E�,� t � �� . � u � 1�;:i�'�,'�4 a�F �� ' � �:�. �� ,. :.�: K , � s � r.c �; Q p � t ,S r t� h��,�. � .� � �� 3� x� a "��S�i��"��`s' � �.,;��'?"�� z �" � . . +: a :4S �`. �„� t..,,� xt JY�" .,,,. i.,`,S.� �"`""*k^'� ',�...:.� , ' ^_ ^.. ",. ., . ., ...' 1 w'P �,��`. x `'.'�'h n�:". r.. �� .., i . �.• � $r, � vuk� JN .; a . t �\ �S ,�,� ��A � l '�"��y'� S � . . •��N'� 2 t2 ., � ,. �� ? ��1� � : ' � . ��_ �� x�� . �' .,�?.�� '4Yi �� , w^, � t� �;�'. / ', / ! / / ► ► � " �'/.'�-'�;�'�/",I �� : A ��, � , , �� s y � � .,� � . �.�� `�, � % � / % /rr % � APPENDIX Table of Contents GlossarylAcronyms......... ......... ......... .......:................. K-3 Fund Descriptions ......... .........' ......... .,..................... K-11 Budget Policies..... ......... ......... ......... ....................... K-15 Redding Bus Autht�rity.... .............................................. K-37 Redding Housing Autht�rity............................................ K-45 Index ... .... . .......................................... K-49 j /� : K-1 This page left intentionally blanlc. � � � / j /� : K-2 GLOSSARY/ACRONYMS � �i /�, � j �% ,: K-3 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 GLOSSARY/ACRONYMS ACCRUAL BASIS OFACCOUNTING A method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur,regardless of the timing of related cash flows. A/D Assessment District ADOPTED BUDGET The appropriations as they were original adopted by the City Council befor,e'�ny amendments were made to the budget. APPROPRIATION �� A legal authorization by the City Council to make expenditures and to incur��ligatidns for specific purposes. An appropriation is limited in amount and the time when it may be ex�endet�. �� BASE BUDGET An estimate of the minimum resources required to ma�ntain the curr�nt level of services, assuming no change in service demands. BPPNf Budget Policies and Procedures Manual for th�City�t�f Redding. BUDGET DOCUMENT The instrument used by the City Manager to pr��ent a comprehensive financial program to the City Council. BUDGET MESSAGE A general discussion c�fthe ada�ted budget��as presented in writing by the City Manager to the City Council. BUDGETACG�UN2";� �� Accounts used to enter the�dopted annual operating budget into the subsidiary ledgers as part of the management control prt�cess. �� BUDGET C011��'ROL The control or ma��gement of the City��s resources in accordance with the adopted budget as amended by the City Council for the purpose of keeping expenditures within the limitations of available appropriations and available revenues. CAPITAL BUDGET Funds that are used to account for financial resources used for major capital improvements projects. CAPITAL IMPROVEMENT PLAN The document prepared on an annual basis that outlines what major capital projects and equipment will be purchased for a five year period. K-4 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CAPITAL OUTLAY Land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, plant, plant improvements, projects, infrastructure, and all other tangible or intangible assets that have initial useful lives extending beyond one year and cost more than$5,000. CAPITAL PROJECT A permanent physical addition to the City's assets including the design, construction and/or purchase of lands, buildings, facilities or major renovations. Capital projects do not include the direct purcbase of equipment vehicles or machinery,unless part of a larger project. CARB California Air Resource Board CASH BASIS OF ACCOUNTING /�� Basis of accounting that recognizes transactions or events when related cash ain�unts are r�ceived or disbursed. CDBG Community Development Block Grant CERTIFICATE OF PARTICIPATION A certificate which represents a proportionate particip�tion in a tax-e�empt lease agreement in which the lessee is a public entity. Rental payments are annually app�c��riat�d„by the les�ee. CHARGES FOR SERVICES � Monies the City reeeives as payment for ser�i�es provided, such as water, sewer, solid waste, and building pennits. COSTS The amount of money or other consideration e�changed for property or services. COST ALLOCATIOIt�REIM�URSENI"E�T Charges assessed to �nterprise��`utt�'s �c�r providing them administrative services, i.e., personnel services, finance services, attorn�y�services�te. CUB Convention an��isitors Bureau DEBT SERVICE The sum of ail the interest payments in a period plus the dollar amounts of any bonds scheduled to mature in the period. DEPARTMENT A sub-unit of the City representing a functional grouping of services provided, such as Police, Fire, Public Works, and Development Services. K-5 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 DIVISION A sub-unit of a department representing a specific grouping of activities within a department, such as Administration, Operations, or Services. In the 14-digit accounting code structure, the division is identified by the second three-digit number, e.g. 000-XXX-00-0000-00. ENCUMBRANCES An obligation of the City related to unperformed(executory)contracts for goods and services. ENTERPRISE FUNDS Funds established to account for operations that are operated as private business enterprises from user charges that support City services such as Water, Convention Center,Airport,Electric,Wastewater, a�d Solid Waste. EXPENDITURES Current operating expenses which require the current or future use of net ct��'ent assets, d�bt service and capital outlays. The term "expenditures" in the BPPM is intended to mean �u�etary��expenditures. Expenditures are identified in the 14 digit accounting code structure as the last six dig�#s,�e.g., 000-OU{?��-d(I�XXXX-XX. FISCAL YEAR A 12 month period to which the annual operating budget applies �nd at the �*Ytd of which the City determines its financial position and the results of its operations. The�1ty defines t�e f�scal year as 12 month period from July 1 to June 30. FZIND A fiscal and accounting entity with a se1�=��alancing set of accounts, which are segregated for the purpose of carrying on specific activities or attaining certain�5bjectives in accordance with special regulations, restriction, or lunitation. Fund is identified ,i�a the� l�� d�git accounting code structure as the first three digits, e.g.,XXX-000-00-0000-00. GENERAL FUND The fund used to account for all fina�cial,xesources except those required to be accounted for in another fund. Primary source of morii�s com�'from local property and sales taxes that are used to pay for general City Services. GENERAL GQYERIV`IYIENT The administrative�c�arttnents of the City, including the City Council, City Clerk, City Treasurer, City Manager, City Atto�izey,Adrninistrativ�.Services, and Personnel. GOAL The desired result�f�ccomplishments within a given time frame GOVERNMENT FINANCE OFFICERS ASSOCIATION(GFOA) An association of public finance professions founded in 1906 as the 1Vlunicipal Finance Officer Association. The GFOA has played a major role in the development and promotion of GAAP for state and 1oca1 government since its inception and has sponsored the Certificate of Achievement for Excellence in Financial Reporting Program since 1946. K-6 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 HUD Housing and Urban Development. The federal agency which oversees most community development and housing activities in which the city receives funding from the federal government. IMPACT FEES Fees charged to developers to cover, in whole or in part, the anticipated cost of improvements that will be necessary as a result of the development(e.g.,parks, sidewalks). IN LIElJ PROPEIZTY TAXES A payment that a "property owner" not subject to taxation makes to a government t��compensate it for services that the "property owner"receives that normally are financed through property taxes. �l�n example c�f a"property owner"would be the Electric Utility Fund. ,, INTERFUND TRANSFER Monies that are transferred from one fund to another fund as an accounxing procet�ttre. INTERNAL SERVICE FUNDS Funds which account for goods and services provided by on �City departme�t to another City department. Information Systems, Records Management, Risk Mana��ment,;��d Building 1N�aintenance represent departments which are funded this way. LOCAL TAXES Monies the City receives from taxes levied"andlor collected lcrcally, primarily property, sales, and transient occupancy taxes. � LOW AND MODERATE INCOME T�l)LTSING ASSET FUND(LMI�IAF) A fund created pursuant to Calzfoinia Assembly Ball No. 1484 (Community Redevelopment) to be used in accordance with applicable housiiig-related prt��isions�of the Community Redevelopment Law. MODIFIED ACCRUAL��SIS OFACCOLINTING Basis of accounting,��cordin�'to which (a) revenues are recognized in the accounting periods in which they become available ar��neasu�abl�a�d(b) expenditures are recognized in the accounting period in which the fund liability is incurr�d, i��t�asurable, except for unmatured interest on general long-term debt and certain similar accrued obligations,��yhich be recognized when due. NON-DEP14;�TMENTAL EXPENDITURES Operatir►g expcinditures that are City-wide and/or multi-departmental in nature. NPDES National Pollutant Discharge Elimination System OBJECTIVE The necessary steps that need to be accomplished to achieve a desired goal. K-7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 OTHER REi�ENIJE Monies not classified elsewhere, including miscellaneous revenue. OPERATING BUDGET Materials, supplies, and personnel costs for City services and activities conducted yearly. PERFORMANCE MEASURES Commonly used term for service efforts and accomplishments reporting. PUBLIC EMPLOYEES RETIREMENT SYSTEM—PERS A state or local governmental entity entrusted with administering one or more pensiQn pl��s. RABA / Redding Area Bus Authority. RCAC Redding Cormnunity Access Corporation REU Redding Electric Utility RMU Redding Municipal Utilities includes Solid Waste,W��tewafer,�Vater, and Storm Drainage utilities. RRA � Redding Redevelopment Agency. REVENUES The total amount of funds r�ceived��;in the current year from taxes, fees, charges, grants, contributions, permits, licenses, etc. �; SHASCOM: Shasta A��a�oinmuni�ation Agency. This is the county wide area dispatch agency. SPECIAL ASSESSI4IENT FUNDS Revenues g�erated through the formation of an assessment district for the financing of public improvements or services to bene�t properties against which assessments are levied, such as assessment for street construction or flood control. � SPECIAL RE i�ENUE FUNDS Funds used to account for the proceeds of specific revenue sources that legally are restricted to expenditures for specific purposes like funds from Community Development B1ock Grants (CDBG), gas tax, and other Federal and State funds granted for specific community programs. K-8 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 TMBID Tourism Marketing Business Improvement District TOT Transient Occupancy Tax TR UST AND AGENCY FUNDS Monies which are held in trust by the City and whose use is restricted to the speci�ic purpo�e for which the funds were received, such as park development funds and developer contributions. / / j /� : K-9 This page left intentionally blanlc. � � � / j /� : K-]0 % //////// FUND DESCRIPTION � � �% K-]1 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 GOVERNMENTAL FUNDS General Fund The General Fund accounts for all financial resources of a governmental unit that are not legally required to be accounted for in another fund. S�ecial Revenue Funds These funds account for the proceeds derived from specific revenue so8urces that� re leg��l,� restricted to expenditures for specified purposes. The City has the following Special Revenue Funds 1. Parl�ng Fund- This fund was established to account for the receipts o�'parkirag-�related revenues and expenditures. 2. Rolling Stock Replacement Fund—Established to account fc��r funds desig�atec��or rolling stock and equipment replacement. 3. Gas Tax Street Improvement Fund — Established to recofd State and Federal Funds that are restricted to the construction and maintenance of the city's street�,system. The Funds are transferred to the General Fund after the appropriate expe�ditur�s are made i�s'the General Fund. 4. Local Transportation Fund— Establi�lied to record local transportation revenues that are restricted for maintenance of the street system of thc ci�y. �The Funds are transferred to the General Fund after the appropriate expenditures are;n�ad��n the General Fund. 5. Library Fund—Established to account far:revenues and expenditures associated with the Library in Shasta County 6. Community De�elopmeri� Fund - This fund was established to account for programs financed by Community Development Bl�cl��C�rant Funds, HOME Grant Funds, and State/Local Grant Funds and Successor Housing Ag�ncy Funds. 7. Public�Safety Fund - This fund was established to account for approximately $272,500 annually received fr�r��the State for Public Safety. 8. Special Developinent Fund - This fund was established to account for receipts and disbursements of development funds. Financing is provided by construction fees paid by developers and grants that are specific to assist with development. Expenditures are restricted by element. K-12 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Enterprise Funds Enterprise funds account for operation: a) financed and operated in a manner similar to a private business enterprise. The intent of a governing body is that the cost of providing goods or services be financed primarily through user charges; and b) where the governing body has decided that periodic determination of revenues earned and expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. The City has the following Enterprise Funds: L Airport Fund - This fund was established to account for the operations of the Cit}�'s airports. `. 2. Electric Utility Fund—This fund was established to account for the opera�ibns of the City's �Iectric utility, a self-supporting activity which renders a service on a user-charge basi� to residents and businesses. 3. Water Utility Fund — This fund was established to account for��the op�ratio�s v�the City's water utility, a self-supporting activity which renders a service on a uset`�char�e basis to residents and businesses. 4. Wastewater Utility Fund — This fund was establis�ed to accciunt for the operations of the City's wastewater utility, a self-supporting activity which renders a service on a user-charge basis to residents and businesses. �� 5. Storm Drainage Utility Fund-This �d was e�tablished to�account for the operations of the City's storm drainage utility, a self.-supporting �cti�ity which renders a service on a user-charge basis to residents and businesses. 6. Solid Waste Fund- This fune�was established to account for the operations of the City's solid waste collection and disposal s�rvice��, a self-supporting activity which renders a service on a user-charge basis to residents and bus�nesses��. '7. Tourism/Convention �F�tnd -��T�tis fund was established to account for the operations of the Conventio�C'e�ter a�d.Visitors Bureau. K-13 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Internal Service Funds Used to finance and account for special activities and services performed by a designated department for other deparhnents within the same governmental unit on a cost reimbursement basis. The City has the following Internal Service Funds: 1. Fleet Maintenance Fund - This fund was established to account for all motorized and communications equipment utilization by City departments. 2. Information Technology and Geographic Information Fund - This fund �s established to account for 1) the data processing activities utilized by all City departments, and�2� maintain�in� the City's geographic information system. � �i 3. Marketing/Communications/PR Fund - This fund was established �to acc�u�it for Marketing, Communications, and PR services utilized by all City departments. � 4. Risk Management Fund - This fund was established to accc�itnt for th�self=it�surance activities of the City associated with general liability and workers compen��tior�.� � 5. Building Maintenance Fund - This fund was established to�accoun�fcrr�he day-to-day maintenance of buildings, including j anitorial, air conditioning, gardening and upkeep. 6. Records Management - This fund was �s�biisli�d to account for the cost associated with maintaining the City's records system. � 7. Employer Services - This fund was, established to account for employment related costs such as union negotiations and hiring��sts. 8. Communications- This fund �was establis�ied to account for costs associated with maintaining the city's telephone andxadics.syst�r�s. 9. Reprographic� -This fui�d�as;established to account for the costs associated with printing, mailing, sorting, and delive�y of main anc�in-house documents. 10. Volut�teer Ser�ices - T'hi'� fund was established to account for costs associated with the City's volunt�e�worker program. 11. Employee Ben��ts Payroll - This fund was established to accumulate the City's various payroll taxes and benefits, and then disburses them to the appropriate vendors and agencies. 12. Employee Bene�ts Group Insurance - This fund was established to account for the self-insurance activities of the City associated with medical, dental, prescription drug and vision care of the City employees,retirees and dependents. 13. Redding Municipal Utilities Administrafion - This fund was established to account for the administration unit over the City Utilities, except Electric. It also accounts for the cost of electrical technician services and the USA/Locate services of the City. K-14 BUDGET POLICIES � j � j �% ,: K-]5 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY"UF REDllING, CALIFURNIA COUNCIL PtJLICY SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE APPROPRIATION TRANSFER OF FLTNDS 87-319 401 10/20/$7 1 BACKGROUND j �%' At the Council meeting of September 29, 1987, the City Council con�idered a pr�i�prasal�t��authorize the City Manager to administratively transfer budget appropriations. Ti�is progt�sal was referred to staff by Council and further information was requested. PURPOSE The goal of the Administrative Transfer is to use the Budget document�s a management plan by which to control expenditures and obligations of the City in�idvance..�. POLICY L The City Council does hereby�� autl��riz� tl�e � �City Manager to administratively transfer appropriations � � 2. Appropriations shall be�`ansf�*rred on1y,for purposes previously approved by the City Council 3. Appropriations shall n�t be transf�r�ed between Funds 4. Appropriatic�r�s shall not'be tra�sferred between departments 5. Appropria�ions i�f up to'$5,000 may be transferred to effect an emergency repair or replacement of ec}iiipm�nt (a�nended 12/5/89). 6. T�e nuri��er of positions authorized by the City Council shall not be changed administratively. PROCEDURE ' The procedure for utilizing the Appropriation Transfer Request is provided in the City of Redding Budget Policies and Procedures Manual. K-16 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE GENERAL BUDGET GOALS 90-160 402 04/03/90 1 BACKGROUND � � � � � � The City of Redding maintains a Budget for Operating, Debt Service,�and��apital Im�r�`ovements in accordance with the laws of the State of California. PURPOSE To establish purposes for utilizing a Budget, as follows: 1. Maintain the fiscal integrity of the City's operati��, debt se�vice, and capital improvement budgets in order to provide services and to cc�nstruct and mai��ain public facilities, streets, and utilities. 2. Maintain a responsible and prudent fiscai�condition artd high bond rating to minimize long-term interest expense when financing c�pital i��rovements with an ongoing, systematic bonding program. 3. Prepare and refine written goals and�licies to facilitate preparation of financing, spending, and performance plans for th�City� 4. Coordinate decision-making for�tk�e capital improvement budget with the operating budget to make effective use of`the City's lirriited resources for operating and maintaining facilities. 5. Prepare buc�g�t dat� for el�cted�tif�cials in a form that will facilitate budget decisions. 6. Prepare ant� eval�ate ��ti�i�y performance plans that relate to financing and spending plans in the City budget. 7. ��`ncourag��citizen ��volvement in the budget decision-making process through public hearings and infarmal meetings. POLICY The City will adhere to purposes stated for utilizing a Budget. PROCEDURE Specific procedures to achieve the purposes stated above are provided in the City of Redding Budget Policies and Procedures Manual. Amended April 15,2008,by Resolution No.2008-35 K-17 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY"UF REDllING, CALIFURNIA COUNCIL PtJLICY SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE BUDGET FINANCING GOALS 90-160 403 04/03/90 1 %. BACKGROUND �/// To develop a Budget, several specific assumptions need to be stated to facilitate the �inancing of the Budget. PURPOSE �,'� To establish the financing assumptions for the development�t�f t��$udget. POLICY It is the policy of the City Council of the Cit�of Redding: 1. To finance essential City ser��ces whicli have a �city-wide benefit in the budget with revenue sources which are generated 'frcr�n a broad base (i.e., property taxes, State and Federal Aid, assessments, and franchise £ees);` �i�ance responsive services with dedicated revenue and user fees which directly relat� to th'e �evel t�f service provided; and minimize General Fund �'inancing assistance to those re�ponsive ser�ice activities which have a common-good community benefit but cannot totally fina�ce expenses'with user fees. 2. To minimi�� the need for pri�perty tax financing by controlling costs and by seeking alternative financing fc�r Cit��r�aces which focus on user fees for responsive services and by the upgrading and/Qr enhance�nent of the property tax base. 3. �'�c��refine exiting��ssessment financing formulas and user fee rate struct�ures to more accurately charge the costs of service provided to the benefitting property owners and customers served. 4. To sup�c�r� Federal and State legislation that provides property tax relief and direct aid to cities, without reliance on regressive forms of taxation, while striving to eliminate funding of regional and State responsibilities at the local level. Oppose legislation which imposes local service mandates without Federal, State, or regional funding. 5. To direct resources to finance services provided by the City and to minimize support for services primarily and appropriately financed by other levels of government. Am�nded April 15,2008,by Resolution No.2008-35 K-18 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY �F REDDING, CALIFORNIA ' COUNCIL POLICY SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE BUDGET SERVICE:LEVEL GOALS 90-160 404 04/03/90 19 BACKGROUND � � To develop a Budget, several specific assumptions need to be stated to f��litate�th�budget�development process. PURPOSE // To facilitate the budget development process by establishing'base-1��v�1 proc�dures for the development of the Budget. POLICY It is the policy of the City Council of the Cit�of I��dding: 1. That budget decisions to incr�ase servi�e levels�` or add a new program will be �nanced with either a new revenue source, r�t� ad�ustment, or by a deliberate reduction in, or elimination of, existing services. 2. That decisions to redu�e service levels or eliminate programs wi11 be based on city-wide priorities and needs when reven�e sources are inadequate to maintain existing services at current program levels. 3. To maintai�prag,�'amnii�� flexibility to address priority user needs based on historical usage and demQgr��ahic �rends within service areas, if a service is provided at many facilities throughout the city�and a service��level reduction is necessary. � . 4. Tb z�ccrrporate self-reliance in both day-to-day operation of the City and the development of its long-�an�e plans. A self-reliant City makes greater use of its own resources, takes care of its own, anc��reates its own opportunities for a better life. More specifically, "self-reliance" should: o Encourage community involvement; o Foster economic development to enhance the tax base and retain and create employment opportunities; o Strengthen our neighborhoods through service delivery and cooperation with neighborhood groups; and o Strengthen City government as an organization dedicated to serving the people of Redding. K-19 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE BUDGET SERVICE LEVEL GOALS 90-160 404 04/03/90 2 5. To avoid duplication of services with other units of government and s�ek joint-use�opportunities for public facilities with both governmental units and non-profit .org�nizations when effective service delivery can be provided at less cost or no cost to the C,ity. �� 6. To recognize that City employees are City government's ma�� val�able asset�and that, as such, their concerns, participation, and morale are crucial tc� clel�Uering high q�ality, efficient services to the residents and taxpayers of Redding. 7. To employ good management practices whe� �larirzing for service delivery by including in budget reguests money to pursue activities,;su�h as: o Of�'ice automation and computer appli��zions that in�rease productivity; o Equipment modernization; �: o Work-hour simplification; o Risk management/employee saf�ty; o Preventative main�enance; o Energy conservaticin;; o Life-cycle cos�ing an��pu�c�asing of equipment; o Leasa-purchas�:a�azions for high-cost equipment purchases which reduce operating expenses; o/�erformance��anning, reporting, and evaluation; o Emplt�yee training; and o C��iapetitive bidding for services. 8. To modernize the physical and organizational structure of the City departments and offices to facilitate better management of resources. Create an environment which encourages innovative problem-solving and pursuit of opportunities to improve service delivery within existing budgets. Amended April 15,2008,by Resolution No.2008-35 K-20 CITY OF REDDING BIENNIAL BllDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, CALIFORNIA ' COtTNCIL POLICY SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE ADOPTION OF T�IE BIENNIAL BUDGET 90-160 405 04/03/90 1 BACKGROUND In accordance with State Law, the City has no legal obligation to adopt��omp��kaensive financial plan. However, good business practice and sound financial prudence would indicate tha� the City of Redding adopt a comprehensive financial plan on at least a biennial basis. The comprehensive financial plan for the City of Redding:i�� compos�d of s�ending, financing, and performance plans for three types of budgets: operating, c�ebt ser�ie�,, and capital improvement. A11 budgets must be sound: the spending plan (expenditures and tr�nsfers�ou�) must equal or be less than the financing plan (revenues, transfers in, and use of funcl balance). PURPOSE To establish a biennial comprehensive fin�ncial�la�: POLICY It is the policy of the City Council of the�ity c�f Redding: That the City Manager shall�ropose to Gity Council at least every other year prior to the beginning of the fiscal year a compreh�ns��e financial;p��n for the next fiscal year or two fiscal years (July 1 to June 30). After considering the City 1Vlanager's recommendations, the Mayor and City Council shall adopt the budget. /, Amended April 15,2008,by Resolntion No.2008-35 K-21 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE BUDGET AMENDMENTS POLICY 90-160 406 04/03/90 1 BACKGROUND From time to time, the Budget may need adjustment to respond a�'�neet��hanging��conditions or circumstances. This is accomplished by amending the Budget, e�ther administrati�Gly by the City Manager or by the City Council upon the recommendation of the Ci�y Manager. PURPOSE To amend the Budget as may be required during the fiscal ye�r.�� POLICY It is the policy of the City Council of the Cit� of��dding: l. Budgeted appropriations may b�increas��, decreased, or have the purpose for which they are provided changed by Council resol�tion. 2. The City Manager ma� move by apprt�priation transfer part or all of any unencumbered appropriation balance� within a department, agency, or authority. Upon the recommendation of the City Man�ger, Council may by resolution transfer part or all of any unencumbere� appro�riati,car� balance from one department, agency, or authority to another. 3. If the City �Vlanager reports to Council that the revenue available will be insufficient to meet the ainount�a�propriated, the Mayor and City Council shall take such actions as they d�em nec��sary to prevent or minimize any deficit, and for that purpose they may reduce by r�sol�tion one or more appropriations. Amended April 15,2008,by Resolntion No.2008-35 K-22 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE REBUDGET OF PRIOR YEAR APPROPRIATIONS 91-275 409 �,07/16/91 1 BACKGROUND j The City of Redding adopts a Budget at the beginning of each budgez�cle. Cer�ain it�ms budgeted in the prior year are rebudgeted as a carryover. These items are difficul� to ide�ttify for�r�umerous reasons, and each year a certain number are overlooked in the budget process, This policytwould authorize the City Manager to routinely carry over items previously approved;��rt not�ebudge��d. PURPOSE This policy would authorize the City Manager to �`��uc�g�t �re�iousl��approved and budgeted items in accordance with Council guidelines. POLICY It is the policy of the City Council o�the Cit��of Redc�ing to authorize the City 1Vlanager to rebudget certain items as follows: : ,,° �� 1. The item(s) was previo�sl�considered and budgeted by Council Resolution. 2. The item(s) was not rebudgeted thrc�ugh the adoption of the Budget or by Exhibit A of the Resolution adop�i�g th�Budget. 3. The amour�� of th� appropriation does not change, nor does the amount of the funding source chan�e. 4. The��is ns� impa�t�upon fund reserves. 5. T��pur�se for which the item(s) was rebudgeted does not change. In the event the item(s) does not meet these conditions, it must be approved by the City Council and may not be reb�idgeted as part of this policy. PROCEDURE The procedure for utilizing the Rebudget of Prior Year Appropriations is provided in the City of Redding Budget Policies and Procedures Manual. Amended April l 5,2008,by Resc�lution No.2008-35 K-23 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE FISCAL IMPACT STATEMENTS 92-50 411 2/4/92 1 BACKGROUND ' Man actions taken b the Cit overnment have a fiscal im act either �tive or ne �tive and et Y Y Y g p � 1? � � Y these impacts have not in the past always been formally evaluated. Praj�cts may b�' undertaken, commissions established, studies assigned to staff, and workload otherwise affe��d wit��ut an attempt to measure the effect such action may have on the City financially. �hile this is n�t�atypical of cities— and governments generally—a more responsible posture, generating�greate� accountability to the public we serve, would be to require more measurement or estimate c�f�'inancial impac� o'f every major action we take or consider. PURPOSE The purpose of this policy is to ensure a higher level c�f responsibility�a�countability, and fiscal integrity for the City government by requiring a fiscal itnpact stat�ment`tc�'accompany every major proposal considered by the City Council. POLICY It is the policy of the Redding City Cc�uncil t� requir� the preparation of a �scal impact statement to accompany every major proposal to �ie considered by the City Council. Affected by this policy would be: � '�� L The best available estimate of tke capital�outlay cost of projects; 2. The best available est�mate of oper�ting costs of capital projects, extended over ten years; 3. The operati�g cost(�nd r�venu�s) of newly proposed programs; 4. The cost of,servici�ig ccrmrnissions; 5. E��mate� of t�e, cost of employee compensation packages being negotiated or otherwise �ansider�d, includrng benefits; 6. Ope'rating costs (and realistic labor savings, if anticipated) of equipment proposed for acquisition. PROCEDURE No prescribed and uniform format of such statements will fit all situations, and so none is prescribed. The form of the statement should be tailored, however, to provide the City Council with the basic information necessary to reach a sound decision. It is anticipated that during the transitional period (the first year or two this policy is in effect), the City Council will be evaluating currently-existing programs with the objective of determining areas in which program costs that have developed over the years may no longer be justified. K-24 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE ESTABLISHMENT OF LONG-RANGE FINANCIAL PLANS AND UNRESERVED CASH BALANCE 92-110 412 03/17/92 1 B D j ACKGROUN Fiscal stabilit is an im ortant factor to an cit . The bud et decisi��ade toda �wi11�have an im act Y P Y Y g Y , P on the City's future in not only what is accomplished, but what resources��re avail�`ble in the future. Being concerned with only making ends meet this year, with little p'lanning abo�t�what the future will hold is shortsighted. Many governments become too shortsighted witl�� th��` budget process, which causes crisis for them down the road. The decisions made today c�u1d ha�e�a profound impact on the City's future. PURPOSE Just as a city must look ahead at land use ne�ds, it�nust also f�recast its financial needs in order to avoid serious de�ciencies or over-commitmen�s to prt�grams and p�ojects. Establishing a long-range financial plan and minimum reserve levels wilJ��assist in a�complishing the City's goal and objectives and provide for orderly provisions of services to th��citizens of Redding. POLICY It is the policy of the City Council of the �ity of Redding: 1. To prepare 1�ng-range fmar�cial�plans for each of the City's major funds and update those plans at least bien��lly. �� 2. To�-ai�i�ain at a minimum an estimated ten percent of projected expenditures unreserved cash bal�nce at year eY�d throughout the long-range financial plan. �, 3. When��proval of additional appropriations is requested of Council the effect on the long-range financial plan should be considered. 4. A reques��ed appropriation that would cause the estimated end of year cash reserve in any year of the long-range �nancial plan to drop below ten percent needs to be submitted with a plan to insure the fiscal stability of the major fund's financial position. 5. During the budget process, the City Council will evaluate the cash balance to determine if adequate levels of cash are maintained based on the economic conditions of the axea or other circumstances. Amended April 15,2008,by Resolution No.2008-35 K-25 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE ROLLING STOCK REPLACEMENT FtTND 95-178 416 �,08-01-95 1 j ; BACKGROUND �The City has established a Rolling Stock Replacement Fund to accu� ate resource's ta purchase rolling stock (i.e., vehicles and related equipment). The purpose of establis�ing tl��olling �tock Replacement Fund was to manage rolling stock resources in the most efficient manner p�ssible. To provide departments with the mechanism to manage their rolling stoci�the �ity ne�ds tc��stablish a formal policy regarding appropriation of funds for rolling stock. PURPOSE This policy would authorize department heads, with the Cz�y Manager's approval, to transfer funds accumulated in the Rolling Stock Replacement Fu�d to the originating division's budget where the funds could be expended for rolling stock. POLICY The City of Redding has es�ablished � Rollin�; Stock Replacement Fund to accumulate resources to purchase rolling stock. The I�olling Stoc� Replacement Fund shall accumulate resources from the sale of rolling stock, interest earriings and cash transfers from the various divisions of the City. A11 cash transfers to the Rollin�S�c�ck R�placerner�t Fund need Council approval either in the annual budget or by amendment to the��udget. ��A sepa�ate�accounting of each division's transfers in, sale of rolling stock, interest earnings �r�d transfe�`s c�ut�vill be maintained for the Rolling Stock Replacement Fund. No rolli�g�stock �will be �urchased in the Rolling Stock Replacement Fund. To purchase rolling stock, cash wi�l be tra��ferred f'rom the Rolling Stock Replacement Fund to the originating division's budget. All cash t�ansfe�rs to the Rolling Stock Replacement Fund, along with revenue generated from the sale of rolling stoc� and interest earnings, may be transferred back to the originating division's budget and expended for rolli�g stock in that division at the request of the department director. Council approval for the appropriation of funds is not necessary if the division's request does not exceed the cash accumulated in the Rolling Stock Replacement Fund. PROCEDURE Transfers from the Rolling Stock Replacement Fund to the originating division's budget via an appropriation transfer request(reference Council Policy 401). K-26 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE SUPPLEMENTAL BUDGET APPROPRIATIONS 96-051 417 03-19-96 1 BACKGROUND / ', Departments are authorized to make expenditures up to the amount appr�priated by the Cit� CounciL If expenditures are anticipated to exceed the amount appropriated, dep��tments must seel��a supplemental appropriation from the City Council. There are times, however, wh�n additional expenditures result in an equivalent amount of additional revenues (examples include donatii�nsa grants, �n�i mutual aid to other jurisdictions that are reimbursable). In these instances, th��e is°no n�t imp�ct�to the City's budget. Under these circumstances, it would be more efficient for the City M�nager tt�amend the budget so long as the increase in expenditures will not exceed the amount o�`re��;nue to�e generated. PURPOSE The purpose of this policy is to authorize the Ci�y Manager`to amend the budget in those instances where an increase in expenditures will be�t�mpl�tely offset b�the amount of revenue to be generated as a result of that increase. /,, �� POLICY It is the policy of the City Cc�uncil of the City of Redding to authorize the City Manager to amend the budget in those instances wh��re an increase in expenditures will be completely offset by the amount of revenue to be generat�d�s a result of t��t increase. PROCEDURE Budget af�endm�nts �su�h as those described above shall be approved in the same manner as Appropri�tion Transfer l�'�quests (reference Council Policy 401). , K-27 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE APPROPRIATION TRANSFERS BETWEEN YEARS 99-94 420 7/1/99 1 BACKGROUND �j� �� Departments have been authorized to make expenditures up to the ar��int a��ropriat�cl�� by the City Council. If expenditures are anticipated to exceed the amount appropri�ted usually the �epartment must seek a supplemental appropriation from the City Council. Now th�t the:City has a�opted a two-year budget there may be times when it would be beneficial for a departme�t t� move �i� appropriation from the first year to the second year or to move an appropriation £rom ti�ie secc��d year�to the first year of the two-year budget. In these instances, there is no net impact tc�the City's bud��t. PURPOSE To allow department directors to manage their budget in the most efficient and effective way, the following policy would authorize the depar��nent �eads, with the City Manager's approval, to transfer appropriations between years of an adoptet�t�v�-year bud�et. ' POLICY It is the policy of the City Cc�uncil of the Ctty of Redding to authorize the department heads, with the City Manager's approval, to administrati�ely transfer appropriations between years of an adopted two- year budget. The following conditions shall be met for all administrative transfers between years: 1. Appropriatit�ns sha1l'be transferred only for purposes previously approved by the City Council. 2. Appr��riatians sha11 not be transferred between funds. 3. °Appropri�tions sh��1 not be transferred between departments. ,' 4. The�number of positions authorized by the City Council shall not be changed administratively. PROCEDURE Appropriation transfers such as those described above shall be approved in the same manner as Appropriation Transfer Requests (reference Council Policy 401). K-28 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE RESERVE BALANCES 1N INTERNAL SERVICE FITNDS 99-94 421 7/U99 1 BACKGROUND The City of Redding has established internal service funds to provide a ��ful�means t�f accounting where it is advantageous to centralize the provision of certain goods and �sc�vices prov�ided to City departments and divisions. An internal service fund should provide scrvices to t�ther departments and divisions on a cost-reimbursement basis. PURPOSE Internal service funds are used to account for services prcivided c�n a cos�-reimbursement basis (i.e., without profit or loss). Thus surpluses in an internal serc�ic� fund� rnay be an indication that other departments and divisions were over charged for th� goods or serv�ces they received. To insure departments and divisions are not over charged; �by internal ser�i�e� funds for goods and services received, the City has implemented the �ollowing�iolicy: POLICY W � _ Internal service funds cash reserves � �be revt�wed by�the Finance :Division after the end of a fiscal year. Finance will journal voucher cash r��ves in excess of 5.0% in internal service funds back to the originating division or department uraless o��of the following conditions applies: L The excess cash does riot exceed��0,0(�0. 2. A justification fc�r ret�ir�ing the �excess balance has been included in the budget issues and approved by t�ie City Ma�iag�r. 3. A justificati�n s�parate �'r`��n the budget process has been presented to and approved by the City Mana��r. 4. %�"he fund".is a self-�nsurance fund. Self-insurance funds have been established to account for potenti�I risks and payments are not treated on a cash reimbursement basis. In the self insurance funds cash will be returned to the originating divisions when retained earnings is in excess of expectet�potential liabilities, as determined by the Finance Division and approved by the City Manager, plus a 5% reserve of current appropriations for unexpected expenditures. When funds in a self-insurance fund exceed the above criteria, cash shall be refunded to the originating divisions unless conditions 1, 2 or 3 above applies. The adjustment to cash reserves shall not cause a de�cit fund balance in any fund, unless the deficit is a result of depreciation and future assets will be replaced by contributions from other funds. K-29 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE EQUIPMENT REPLACEMENT FUND 2001-103 422 '7/1/O 1 1 BACKGROUND j The City has established a Replacement Fund to accumulate resources to p�r�hase cert�iin equipment. The purpose of establishing the Equipment Replacement Fund is to ma��ge equ��ment �esources in the most efficient manner possible. In order to provide departments with the mecha�tisna tok manage their equipment and accumulate resources to replace certain equipment; the C�ty;�needs to establish a formal policy regarding appropriation of funds for equipment. i PURPOSE This policy would authorize department heads, with tl��.City Man��er's approval, to transfer funds accumulated in the Equipment Replacement Fund��to the�originating t�ivision's budget where the funds could be expended for equipment. POLICY The City of Redding has established an F�giYipment Replacement Fund to accumulate resources to purchase equipment. The Equ�pznent� Replacement Fund shall accumulate resources, interest earnings and cash transfers from the �arious divisic�ns of the City. A11 cash transfers to the Eauipment Replacement Fund need Co��cil approva�;either in the annual budget or by amendment to the budget. A separate accounting of e�ch division's transfers in, interest earnings and transfers out will be maintained for the Et��p�i�€ent��lacen�fent Fund. No equipment wil��be pu�rck�as�d d�rectly from the Equipment Replacement Fund. In order to purchase eguipment,cash wi11'Ue transferred from the Equipment Replacement Fund to the originating division's budget. All'casli transfe�s to the Equipment Replacement Fund, along with interest earnings, may be transferred back to the orig`inating division's budget and expended for eguipment in that division at the request o�`the department director. Council approval for the appropriation of funds is not necessary if the division'S��request does not exceed cash accumulated in the Equipment Replacement Fund. PROCEDURE Transfers from the Equipment Replacement Fund to the originating division's budget via an appropriation transfer request(reference Council Policy 401). K-30 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE TRANSFERS BETWEEN FLTNDS 2003-164 423 10-21-03 1 BACKGROUND �The City has established a Contingency Reserve Fund to segregate fun s for future ,expenditures contained �� in the General Fund's Ten-Year Plan or other purposes as approvr�d by the C�ty Council. A key responsibility of city government is to manage resources as efficie�tly and�effectively�as possible. To assist in managing the resources of the General Fund and the Conting��cy Reserv�Fund effectively and efficiently there may be times when it would be beneficial to m�ke��ransf�rs between these two funds. In these instances there would be no net impact to the City's b�dget or T�n-Y�a�1'lan. PURPOSE To allow City staff to manage City resources in��the most e�ficient and effective way, the following policy would authorize the Finance Of�cer, with the City Manager's approval, to make transfers between the General Fund and the Contin�e�icy�Res�rue Fu�cl. POLICY It is the policy of the City Cc�u�cil of`the City of Redding to authorize the Finance Officer, with the City Manager's approval, tii administra�ively make transfers between the General Fund and the Contingency Reserve Fund. The following conditions shall be met for all administrative transfers between these funds: 1. Transfers �shall o�ly be for purposes previously approved by the City Council in the General Fund's Ten`�Year Plan ar other purposes as approved by the City Council. 2. ,,There shal��be no�i��t effect on the General Fund's Ten-Year Plan or the City's overall budget. 3. Ther�s�iall be no net change in appropriations. PROCEDURE Transfers such as those described above shall be approved in the same manner as Appropriation Transfer Requests (reference Council Policy 401). Amended on June l,2004,by Resolution No.04-87 K-3l CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE DEBT POLICY 08-36 426 04/15/08 1 SHORT-TERM OPERATING DEBT POLICY j The expenses associated with the day-to-day operations of the City will be co�vered by current revenues. However, because the City receives the majority of its property tax revenues and�� substa�fial portion of its sales tax revenue at two (2) times during the year and other reven��s ma� fluctuate'during the year, the City may experience temporary cash shortfalls. In order to fin��ae these�temporai-y cash shortfalls, the City may incur short-term operating debt [typically, tax and revenu� antici��t�on notes (TRANs)]. The amount of the short-term operating debt will be based oi�'�cas'h flow �ro��ctions for the fiscal year and wi11 comply with applicable Federal and State regulat�ons. Qpe�rating�revenues will be pledged to repay the debt, which will generally be repaid within fifte�n months or less. The costs of such borrowings will be minimized to the greatest extent pc�ssi�le. LONG-TERM CAPITAL DEBT POLICY �� The long-term capital debt policy sets t�e parameters �car.issuing debt and provides guidance in the timing and structuring of long-term debt� commitments.�� This policy does not apply to the following types of transactions and situations: land-ba�et� financings (typically, assessment districts); debt issued by the redevelopment agency; �ayr��l relate��liabilities (e.g., pension plans and other post employment benefits); landfill closure and postcl�s�re re�ated liabilities; and risk management related liabilities. The City will consider the issuance of lon�-term�obligations under the following conditions: 1. The City will�us� debt >financing��only for capital improvement projects and equipment purchases�and generally un�ler the following circumstances: a. When the��S�rt�j ect is or�will be included in the City's budget. ��. �When the proj�(;ct is not incl�uded in the City's budget but it is an emerging need whose t�ming was not anticipated during the budget preparation cycle, the planned financing o�` zhe project had not been completed during the budget cycle, or it is a project man��ted immediately by State or Federal requirements. c. When the project`s useful life, or the projected service life of the equipment, will be equal to or exceed the term of the financing. d. When there are revenues sufficient to service the debt, whether from project revenues or other revenues sources. K-32 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE DEBT POLICY 08-36 426 04/15/08 2 e. When the repayment of the debt can be demonstrated by being includ�d i� a current long-range financial plan for all funds affected. � 2. The following criteria will be used to evaluate pay-as-you-go'�ersu��long-term' debt financing in funding capital improvements and equipment: a. Factors which favor pay-as-you-go: (1) Current revenues and adequate fund balanc�s are available. �� (2) Project phasing is feasible. (3) Debt levels would adversely affect�the City's cr,edit rating. (4) Market conditions are unszak�l�c�r�rt�sent difficulties in marketing. , ; b. Factors which favor long-te�m financing: (1) Current reven�� and�und b"alance are not adequate to pay for the capital improvemenEs'or equiprn�nt. (2) Proje.cted rev�nues avaii�ble for debt service are considered sufficient and rel�able sa�hat lon��term �nancing can be marketed with an appropriate credit r�ting. ��3) The prc�ject for which financing is being considered is of the type that will allow � tl�e City tc��maintain an appropriate credit rating. /, (�),A Market conditions present favorable interest rates and demand for municipal �'inancings. (5) A project is mandated by State or Federal requirements and current revenues and fund balances are insufficient to pay project costs. (6) A project is immediately reguired to meet or relieve capacity needs. (7) The life of the project or asset financed is three years or longer. K-33 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE DEBT POLICY 08-36 426 04/15/08 3 3. The following will be considered in evaluating appropriate debt levels: a. General Fund supported debt service will generally not exceed 1�%Q of total budgeted expenditures, without specific City Council approval to eXceed�he i�{?°lo limitaticin. b. The General Fund may be used to provide back-up liqu�c�ity to i�prove t�ie viability of a self-supported debt issue (excluding land-based 'c�x redevela�r�nent agency financings), but only if the General Fund is not e��icised to s�g�ific�t�t'�risk of loss of assets or impairment of liquidity. This evaluatit�n of risk will cc��sider such things as the following: (1) Volatility and collectibility of the r��enue�sc�urce�i�entified for repayment of the debt. �� (2) The likelihood the General F��d would be reimbursed within one year for any payments it could need�t�ci make ��its r`c�le��as back-up guarantor. , 4. The City will follow all State and F�deral regulations and requirements regarding bond provisions, issuance, t��ation and dis�losure. 5. The adoption of resolutions of intent will be considered whenever a bond issuance is contemplated tt�i�crea�e the flexibility related to funding costs related to the project (e.g., project dev��opme�t costs, arc�itectural costs, st�udies, etc.). 6. Typic�lly th�c�sts incu�red by the City, such as bond counsel, underwriter fees, �nancial ad�sor fe�s, �ri�ting, underwriters' discount, will be charged to the bond issue to the extent allowable �� law. Project design and construction costs, to the extent included in the �r�iject financing plan and allowable by law, should be reimbursed from bond proc�eds. 7. The City may seek credit enhancements, such as letters of credit or insurance, when beneficial or cost-effective. 8. The City will monitor compliance with bond covenants and adhere to Federal arbitrage regulations. Any instances of noncompliance will be reported to the City Council. 9. The City will seek to maintain or improve its current bond rating and will not ordinarily consider long-term debt that, through its issuance, would cause the City's bond rating to be lowered. K-34 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 CITY OF REDDING, �ALIFORNIA COVNCIL PULICY ' SUBJECT RESOLUTION POLICY EFFECTIVE NUMBER NUMBER DATE PAGE DEBT POLICY 08-36 426 04/15/08 ' 4 10. The City will maintain good communications with bond rating agencies abt�ut its financial condition and will follow a policy of full disclosure in every �iri�ncial r�pprt and bond prospectus (Official Statement). 11. The City may obtain financing through a competitive basis �c�r�negotiated basi�:��If the City uses a negotiated financing, the City wi11 perform steps i�ecess�ry to ensure that the negotiated financing is competitive with similar current-long t��m�nancin��. 12. The City will select financial advisors and/or und�r�vriters o� a ca�p�titive basis; these advisors may be retained for up to seven yeaxs to �rc��id� continuity and allow them to develop an understanding of the City's needs. �Trustees ancU�r paying agents will be selected by competitive bid. 13. Interfund borrowing wi11 be considered�ti finance pro�jects on a case-by-case basis, only when sufficient funds are available tc� me�t projected future expenditures in the fund making the loan. Interfund bc�rrowin�> may be used when it would reduce costs of interest, debt issuance, and/or proyide t�t�er benefits to the City. 14. The term of long-term�ebt inst�uments will not exceed the legal life of the asset or thirty years, whichever is l�ss. 15. Bond procee�s �ill be invested�in�accordance with the provisions of the bond indenture. Funds set�side for debt��ser�ic�will only be used for that purpose. 16. 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V � � ta .� O CS � O v O � v 'u� CJ ' � cn cn H � � � � �; � a �� `� a� .0 � � v� v� c +� .r, � � � :� � �` � � � Q O +' �,�'� '� � � /� � bA � � �,�. � o � �_ �� •� N c c><<�'_� s � � c � c .'_^ c .'_^ — � � � �<°�1,...: ;� � •� •� •� � •� � v � � . 3 .� 0 •� 0 � 0 � h-I b1� v�i O +� S Q- S Q S Q U f''-i O Q � �v i �/'� cn cn Ci:Q �� N i � �/� C bp— b,p a-' aA y � N lt0 f0 � � v�i C .�^ C _ G . � •V � � ��n — 'Vf f6 `^ � � ,� �N '� I— � � /� •� `�''n � •� � � S � = Q- _ � cLo _ � = Q 41 _ .� N N N N � d v O Q '� N N N K-46 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 HOUSING AUTHORITY OF THE CITY OF REDDING Overview The Housing Authority of the City of Redding (RHA) administers the Section 8 Housing Choice Voucher(HC� Program, a federal grant program funded through and administered by the United States Department of Housing and Urban Development (HUD). The HCV program is the federal government's major program for assisting very low-income households, the elderly, and persons with disabilities to afford decent, safe and sanitary housing in the private market. The RHA's grant revenue from HUD consists of the following: HCV administrative�f�es, Housi�g Assistance Payments (HAP), and Family Self-Sufficiency (FSS) Coordinator funding. These`ft�nds are dire�t�y deposited each month into the RHA's bank account based on a budget developed by HUD. Iri additi��to the direct revenue received from HUD, RHA also receives HCV program fraud recovery revenu��'rom current��:and pre�ious program participants that are repaying assistance for which they were not entitled. Projected funding for 2023-24 and 2024-25 budget years are conser�ati�v�ly forecasted based on projected HAP costs and the number of annual months leased. Program rules do zit�t allow Housin� �4i�thorities to over-lease ar overspend their allocated budget. Over-leasing occurs when act�al annu�l unit months leased exceeds the total number of allocated baseline units. The current baseline units allt�c�ted�to the� RHA under its current Annual Contributions Contract is 1647. This number is comprised�F 1;577 of tradition:al HCVs and 70 Veteran's Affairs Supportive Housing Vouchers (VASH). In addition to these vc�uchers; two special purpose allocations are adininistered by the RHA; '75 in Mainstream Vouchers�tnd 64 Emerg�ncy Housing Vouchers (EHV). Presently, the maximum annual unit months leased�is 22,�72 (19,7�i4 for standard vouchers, 840 for VASH, 900 for Mainstream Vouchers and 768 for EHV):� � The requested HCV and administrative budget for�FY 2023-24 totals $14,914,670, which represents an increase of $972,960 from the FY 2022-23'��rnend�� budg�t of $13,941,710. The FY 2024-25 requested budget totals $14,804,400,which is $110,2'701�ss than the�'Y 20�3��24 requested budget. Y ' _2� 2 23 F�2{?22-23 FY�i�23-24 , Increase �'Y2�24-25 �ricrease �escri tic�n ctu opt�d Amended* Adopfe� (�?ecreas�) Adc�pte�i �?�crease) 1�A �10,561�813 $10,547,560 $13,941,710 $14,914,670 $ 972,960 $14,804,400 $ (110,270) *E�ludes carryover am�unts� �� The follow�tig table�,isplays the Division's budget divided into four main expenditure groups. 1Vlateri�1s* �it�isit�n Suppli�s 8� C,apita� I7�bt l�er�c�nnel Services (7utla S�r�ice Tc�tal ' 'FY2024-25 Adopted $ 1,Fi41,380 $ 395,130 $ 12,767,890 $ - $ 14,804,400 �� FY2023-24 Ado ted $ 1,7(k�,680 $ 422,100 $ 12,78�,890 $ - $ 14,914,6'70 ��FY2022-23 Amended $ 1,36�,790 $ 470,310 $ 12,102,610 $ - $ 13,941,710 ��FY2021-22 Actual $ 915,516 $ 419,474 $ 9,226,823 $ - $ 10,561,813 K-4 7 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Pe�sonnel The Housing Division employees are shared between HCD and the Redding Housing Authority and presently include 18 full-time employees (FTEs)budgeted for FY 2023-24 and FY 2024-25. The FY 2022 budget provided for 14 FTEs. The following table displays the Housing Division's staffing for full-time and part-time employees. �Y2t}�1�22 �"Y2{��2-2� �"Y2{I2�23' �'Y�02�-24 ; Increase �'�`�(��4-�5 Tncr��se Descri�stic�n Actu�l Adopt�d A�nended Adc� �ed , (Decreasc� ed (Decr�a�e) ; F/T 16.00 14.00 18.00 18.00 18.(�4 - I�ousin�,l�ivisic�rt P/T - - 0.48 0.48 - O.A� - �� Total 16.00 14.00 18.48 18.48 �� - 1��,�8� - / Capital Outlay Capital expenditures for RHA primarily consist of HAP to households on �he HC��rogram. The number of households to which the RHA may provide assistance is deterrnined by H�1D, and Vthe HAP expenditures are reimbursed accordingly. Given the projection of available fundings expected program activity and the average cost per unit, it is anticipated that 19,369-unit lease mo�t�s will be realized��dt�ring the 2023-24 fiscai year and 19,369-unit lease months will be realized in tha 2024-2��fiscal year: The r�quested Capital Outlay Budget for FY 2023-24 refleets an inerease of$685,280 from the adctpted FY 202�;-23 budget of $12,102,610. This inerease accounts for the increased per unit cost of the HCy program. Si�nif cant Issues � The administrative revenue projections for F'�'��2023-24 and FY 2024-25 are based on a per-voucher administrative reimbursement rate(�ro-ratit�n) of�,$9, this is the same per unit factor as utilized in the FY 2022- 23 budget. It is anticipated that RHA will ear�c� enoug� revenue to cover its administrative expenses over the neXt budget cycle. However, with regard to Capital��Expenditures in FY 2023-24, it is anticipated that the RHA will fully expend all HUD-held reserve a�count fun�ts to cover increased leasing costs for the HCV program. Performance Mea�z�res ar�d Wo�kloacl Indicators �Y2t�21=2� FY2�22-23 �Y2(�2�-24 �Y2��4-25, Descripti Actual �'sti�r�t�d', �rojected Pr�ject�c�; �� 92 65 65 65 F�mi]y Se1f-Su y�'articipan#s 68 65 62 58 ��'�� 1�,'710 20,332 19,369 19,369 ��d��'d� ' 333 311 320 320 ��p��i��p�� '�� 1,544 1,203 1,450 1,450 N��'�� 256 459 525 475 F'rc�ject-bas�dUci�chertlnits I,�ased 73 159 151 59 Ree�tninatiansll�teri�x�Ccimpleter� 2,790 2,800 2,810 2,810 T�m�inations 291 232 250 250 ��+��'�� 756 843 915 900 K-48 % INDEX j � j �% ,: K-49 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 INDEX Appendix..........................................................................................................................K-1 Budget Development Calendar...........................................................................................xi BudgetMessage............................................................................................................AA-1 BudgetPolicies..............................................................................................................K-15 ... Bu get Reso ution....................................................................................... .......... ......... i�� BudgetUsers Guide.................................................................................... ......... ......:....vi City Attorney's Office................................................................................ ................F'-21 CityClerk's Office .......................................................................... ....�.... .......,.........F-I5 CityCouncil..................................................................................... . ........ ......... .........�-5 City Manager's Office.......................................................... ........: ......... ........ ..........�-'7 City Manager's Goals and Objectives .................................. .....�.:. ....:.: .�...............AA-5 Community Services Department.............................. ......... .. ......: ......... ........w::.......B-1 Comparative Summary of Estimated Revenues......... ........: ...:..... ......... .................A-30 Comparative Summary of Expenditure Programs -All Funds......3:.... ....... ...............A-46 Development Services Department............................ ......... ......... ...�...... ...................C-1 ElectricDepartment....................................... .......... ......... .......... .. ...........................D-1 Expenditures and Revenues per Resident......"�.. ......`. ......... ......,. W .�...........................A-12 Financial Services............................... .....�..r' ......... ......... .........................................F-9 FireDepartment.................................. .................... .......:............................................E-1 FundDescriptions.................... ..........� , .....;.. ....... ..................................................K-ll General Fund Ten-Year Financial�'lan..:.�:... ...w....:. ..................................................A-19 General Fund Source and Use GGraphs .t....... ......... ..................................................A-10 GeneralGovernment................ ........... ........................................................................F-1 Glossary/Acronyms .....: . .......a.. ......,.. .........................................................................K-3 History and Locale of the City of Rec�c�ing.................................................................... A-65 Index.................. .................... ..,...... .........................................................................K-49 Information Technolii�y Departm�nt...............................................................................G-1 Mission State�tnent......:.:. . ....... ....:...................................................................................xii Municipalt�fficials....... ......... .........................................................................................iv Non-Dep�irtment�l....<.... ...............................................................................................F-25 Organizatii�n�hart(CiYy t�f Redding) .................................................................................v Per�on�el I�epartment......................................................................................................H-1 ��T'olice I��partm��t.............................................................................................................I-1 PubilcWorks...... .............................................................................................................J-1 R�dding Area Bus Authority.........................................................................................K-37 Redding Housing Authority...........................................................................................K-45 Sales"�"ax-Where it Goes .............................................................................................A-14 Statement of Estimated Revenues..................................................................................A-32 K-50 CITY OF REDDING BIENNIAL BUDGET FISCAL YEARS ENDING JUNE 30,2024 AND 2025 Summary of Authorized Full-Time Positions................................................................A-49 Summary of Capital Projects.........................................................................................A-61 Summary of Cost Allocation Charges and In-Lieu Property Taxes (PILOT)................A-51 Summary of Expenditure Programs -All Funds............................................................A-43 Summary of Fund Transfers ....................................................................... .................A-50 Summary of Internal Service Fund Charges............................................... ....:........:.:.A-54 Summary of Long Term Debt..................................................................... .................A,S7 Summary of Net Expenditures -General Fund................................ ......... .:.:.............A-3�� Tableof Contents............................................................................. ......... ........:,.. .........._i /� % �, �/// j /� : K-51 This page left intentionally blanlc. � � � / j /� : K-52 Na►TicE oF ExEMPTION TO. ❑ 4ffice of Plannrng and Research FROivI: City af Redding 14D0 Tenth Street,Roam 121 Public Works Department Sacramenta; CA 95814 ?77 Cypress Avenue Redding, CA 9b00� � Shasta County Clerk County of Shasta P.O. Box 99088Q, 1643 Market Street Redding,CA 96099-085� Project Title:Air�ort FacilitvMaintenance ProjectFY 2Q23-2024 and 2Q24-2025 3 O#9248-57 Project Lo�ation—Speci�ic: b751 Woodrum Circle and 2600 Gold Street Project Locatian—City. Redding�Project Location—Caunty: Shasta Descriptfon of Project: The Citv of Reddin� proposes to conduct on�oin��eneral maintenance and re ap ir actavities at the Reddin� Munici ap l Airport and Benton Airpark As re�uired bv the Federal Aviation Administratian maintenance and reuair aotivities wili be conducted on the airpart buildin�s structures fences and propertv Work will invalve minor interior and exterior building,/strueture repair painting fence repair access road repair and vegetation removal for public safetv and securztv purposes. The veg�tatir�n will be ch�ped and used on-site or transparted to a Citv dispasal facilit;� All wc�rk will be conducted on Czt,� r�oper . Name of Public Agency Apprt�ving Praject: City of Redding Name ofPerson or Agency Carrying Qut Pr�jeet: Jim Wadlei h,Airports Mana�er ExempY Status, (check one) ❑ Ministerial [Section 21{�80(bj(1}; 15268] ❑ Declared]Emergency [Sectian 2108(}(b)(3); 15269(a)] ❑ Emergency Project[Section 21080(b}(4); 15269(b}] ❑ Statutory Exemptions_ State cc�de number: � ❑ Common Sense Exemption(This project does not fall within an exempt class,but it can be seen with certainty that thare is no possibility that the activity rnay have a significant effect an the environment(14 CCR 15061[b][3]}. � Categorical Exernption. State type and section number: Section 15301.Existin�Facilities � No exceptions apply that would bar the use of a categorical exemption(PRI�21084 and I4 CCR 153Q0.2); ReasQns why project is exempt: Class 1 exemt�tions include the operation, reparr maintenance or minor alteratian of existin�public structures and facillties. The airport facility will be undergo �eneral rnaintenance over the course of fiscal years 2023-2024 and 2024-2025:however,the maintenance activities will result in ne�;l'r�ible or no expansion ofuse The action area does not have si mificant values for wildlife habitat or other environmental resources and the pro��.ct has na potential to have a si�ni�cant effect on the environment. Lead Ag�ncy Cantact Person: Amber I{ellev Telephane: 530.225,4046 If Filed by Appl►cant: 1. Attach certified d�cuinent of exeinption finding. 2. Has a notice af exernptian been�led by the publie agency approving the project?❑ Yes o No Signature; �;'�'LM�° ` Date: �,�.��C� ' Tftle: Environmental Compliance M��er �Signed by Lead Agency Date received for filzng at OPR: C1 Signed by Applicant C'I�.t7,1 ti{)F�: r�er. (r'l7%?O3"� NoTICE oF ExE�PTION Ta. ❑ t�ffice of Planning and Research FTtoM: City of Redding 1400 Tenth Street,Rocam 121 Public Works Department Sacramento;CA 95814 777 Cypress Avenue Redding,CA 96001 � Shasta County Cl�rk County of Shasta P.O.Box 990880, 1643 Market Street Redding, CA 96094-0880 Froject Title: Citv of Reddin�Buildin�;and Facilrtv Maintenance Pras�ect FY 2023-2024 and 2024-2025 J O#5641-30 Project Location—Specifice Various locat�ons within the City Project Location—City: Reddin��Project Location—County:Shasta D►escription of Praject. The Citv of Reddin�{Citv,�proposes ta canduct ongain��penera�maintenance and re�air activities at Citv facilrties:As required to provid�continuous service-and protect the health and safe of the public maintenance and repair activities will be condueted on Citv buildin�s structures mecllanical e uipment fencesl�ates and propert� will invalve interior and exterior buildin�/structure repair flooring boardin�up houses for Code Enforcement electrical work servicin� wells and lift stations pourin� concrete plumbing installin� and modi in emp�ee furniture maintainin�tube svstem,paintin� fence and�ate installationlrepair and access road re a�air Name af Public Agency AppraVing Project: Citv of Reddin� Name of Person ar Agency Carrying Out Praject: Kevin Steele,Facilitv Supervisor Exempt Status: (check one) ❑ Ministerial [Seetion 21Q80(b)(1); 15268] C� Declared Emergency[Section 21080(b)(3); 15269(a)] ❑ Emergency Project[Section 21080(b)(4); 15269(b)] ❑ Statutary Exemptions. State cc�de number: ❑ Common Sense Exemption(This project does not fall within an exempt class,but it can be seen with certainty that there is na possibility thatthe activity may have a significant effect on the environment(14 GCR 15061[b][3]). � Categorical Exernption. State type and section nurnber: Section 15301.Existin ,Facilities � No exceptions apply that would bar the use af a categorical exemption(PRD 21084 and 14 CGR 15300.2}: Reasans why project is exempt: Class 1 exemptions include the operataon repair maintenance or minor alteration of existin�t�ublic structures and facilities.Citv facilities will under�o�eneral rnaintenance over the eourse of fiscal vears 2023- 2024 and 2024-2025;however.the maintenance activities will rasult in ne�ligible or no expansion of use The action area does not have si�nificant values for wildllfe habitat or other enVironmental resaurces and the project has no potential to have a sz�nificant effect on the environment. Lead Agency Contact Person: Amber Kelley Telephane: 530.225.4Q46 If Filed by Applicant: 1. Attach certified document of exemption finding. 2. Has a natice of exemption been filed by the public agency appraving the project?o Yes o No Signature; � „�,�' � G�.�' ,�--_ Datea � ��-�-� .�" Title: Environrnental Com liance Ma a er �Signed by Lead Agency Date received for filrng at QPR: ❑ Signed by Applic�nt ('I:():4 tiC)1�r��. G-'17'-'i}?2 NoTICE oF Ex��p�z°iaN To. ❑ dffice of Planning and Research FROM: City of Redding 1400 Tenth Street, Room 121 Public Warks Department Sacramento, CA 95814 ?77 Cypress Avenue Redding, CA 96001 � Shasta Gounty Clerk County of Shasta P.O. Box 99088{�, 1643 Market Street Redding, CA 96099-0880 Praject Title: Citv of Reddin�Fleet Maintenance Project FY 2023-2024 and 2024-2025 J O#5580-36 Project Locatian—Spec"rfic. Various locations within the City Project Location—City� Reddin� Project Locatian—County: Shasta Description af Praject; The Citv of Reddin� (Citv�proposes to conduct on�oin��eneral maintenance and repair of the City's equipment. Work will involve washing equipment in til�e Citv's wash rack-repairin� weldin� and maintainin�,the Citv's assets: wash rack autos trucks excavatars loaders fark lifts �enerators and trailers placin� hazardous waste materials in cantainers and preparing; for transport� maintaining sediment control or oil absorbent socks around drains° replacin� axv��n, acetvlene, and nitrQ�en bdttles� servicin� A/C refrigerant machines• inspectin� lifts cranes fire extin�uishers, chippers; and �enerators; and perfarming safety checks at facilit�All work wi11 be conducted on City property. Name af Public Agency Approving Project: Citv ofReddin� Name of Person or Agency Carrying Out Praject. James Schmitz,Public Warks SuaerVisor Exempt Sfatus: (check one� ❑ Ministerial [Section 21080(b)(1}; 1526$] C> Declared Emergency [Sectian 21080(b)(3)g 15269(a}] ❑ Emergency Project[Section 21080(b)(4); 15�69(b)] ❑ Statutory Exemptions. State cade numbar: ❑ Common Sense Exemption(This project does not fall within an exempt class,but it can be seen with certainty that there is no possibilrty that the activity may have asignificant effect on the environrnent(14 CCR 15061[b][3]), � Categorical Exemption. State type and sectian number: Section 15301.Existin�:Facilities Q No exceptions apply that would bar the use of a categorical exemption(PRD 21084 and I4 CCR 15300.2). Reasans why project ►s exernpt; Class 1 exemptions include the aperatian, repair minor alteration or rnaintenance of mechanical equiprnent �1ty eQuipment will undergo general operation maintenance and repair over the course of fiscal years 2023-2024 and 2024-2025; hawever these activities will result in ne�ligible or na expansion of use The action area does not haWe si�nificant values for wildlife habitat or other environmental resources and the �roject has no potential to have a si�nificant effect on the environrnent. Lead Agency Cantact Person: Amber Kellev Telephone: 530.225.4046 If Filed by Applicant: 1. Attach-certified dacument of exemption finding. 2. Has a natice of exemption been filed by the public agency approving the project?❑ Yes a No Signature, ('�,�. �,,. �° Date: " -� Title: Environmental Com liance Ma er �5igned by Lead Agency Date received for filing at OPR: ❑ Signed by Applicant C'!;O.�\(71�re��. l7 (7%'�t12? '�� NOTICE QF EXEMPTIQN TO: ❑ Office of Planning and Research Fizolvl: City of Redding 14Q0 Tenth Street, Room 121 Public Works Departm�nt Sacramento, CA 95814 777 Cypress Avenue Redding,CA 96001 OO Shasta County Clerk County of Shasta I'.O. Box 990880, 1643 Market Street Reddang,CA 96�99-0880 Praject Title: Reddin�F'arks Maintenance Froject FY 2d23-2024 and 2024-2025 J O#5641-30 Project Locatian—Specific: Various locations within the City Project Lacation—City: Reddin� Project Location—County: Shasta Descriptian af Praject: The Citv Parks Detaartment will perform on�oin�general maintenance and repair activities at City parks and facilities. As re�uired to provide c�sntinuous service and protect the health and safe of'tlle public maintenance and repair activities will be conducted an Citv buildin s�parks struetures facilities trails rnechanical equipment fences and property Work wi1l involve landscat�ing�(s .�ray�herbiczde spreading fertilizer sureading woad chips and eompost mulchin� blowin� hedgin�and t�runin� weeding, mowin� clearing brush and branches clearin� fallen trees�•painting; installin� and repairin� s�ates and fences° ve�etation removal for public safety and securitv burposes� hvdroseeding; trenchin�, waterin�� removin� �-raffiti• maintainin� and repairing facilities and irri at�- ian svstems� �ressure washing; maintainin�and re ap iring brush chippers skid steers mini excavators front loader tractars smaIl eng;ine equiprnent and hand tools• washin�* e�uipment and vehicles° �emoving trash• maintainin� sports fields� and maint�inin� Cit�quatic recreation features. All wark will be canducted on Citv prapertv Name of Public Agency Approving Project: Cit�of 12eddin� Name of Person or Agency Carrying Qut Project: Jarret Robertson, Parks Sutaerintendent Exempt Statusa (check one� ❑ Ministerial [Section 2108Q(b)(1); 15268] ❑ Declared Emergency[Sectian 21080(b)(3); 15269(a)] ❑ Emergency Project[Section 21080(b}(4); 15269(b)] ❑ Statutary Exernptions. Stat�code num6er: ❑ Common Sense Exernptit�n(This project does not fall within an exempt class,but it can be seen with certainty that there is no possibility thatthe activity may have a significant effect on the environment(14 CCR 15061[b][3]). � Categc�rical Exemption.'State type and section number: Section 15301. Existin�Facilities � No exceptions apply that would bar the use of a categorical exernption(PRD 21084 and 14 CCR 1 S30Q.2}. Reasons why project is exempt: Class 1 exemptions include the aperation re�air maintenance or minor alteration of �xistin�:pubiic structures and facilitiies.The Citv structures and facilities euill under�o�eneral maintenance over the course of fiscal vears 2023-Z024 and 2024-2025• however the maintenance activities will result in negli�ible ar no expansion of use. The action areas have been reviewed and do not have si nificant values for wildlife �rabitat or other environmental resources,Tl�ae nroiect has no potential to have a si�nificant effect on the environment Lead Agency CantaetPerson.Amber Kelley Telephone: 530.225-.4046 If Filed 6y Applicant: 1. Attach certi�ed dacument of exemption finding: 2. Has a notice of exemption been filed by the public agency approving the project?o Yes a No Signature; � -�,� � � "'�.,,�.,�� Date: �� -° Title} Environmental Compliance Man�er �Signed by Lead Agency Date received for filing at OPR: ' ❑ Signed by Applicant C'l:t):1�(�1�.cc�. C,!17i3t)�' NOTICE OF EXEMPTION To. ❑ Qffice afPlannrng and Research FROMc City of Redding 1400 Tenth Street,Raorn 121 Public Works Department Sacramentc7,CA 95814 777 Cyp�ess Aver�ue Redding, CA 96001 0 Sha�ta County Clerk County of Shasta P.Q. $ax 990880, 1643 Market Street Redding, CA 96099-0850 Project Title: Reddin�Area Bus Authoritv(RABA) Nlaintenance and Operations Proiect FY 2023-2024 and 2024 2025 J.O.# 5989-24 Praject Locat►on—Specific: RABA Maintenance Facilities Downtown Transit Station and various transfer stations Project Lacation—City:Reddirt�,_Praject Location—tCounty: Shasta Descriptian af Project; RABA will conduct on�ain��eneral operation, maintenance, and repair af the transportation busses vans facilitv and equipment Work will involve washing vehicles and equipment in the wash rack• o ea� rat�ng, maintaining andrepairin�busses and vans� maintainin and repairin�tools �quipment and RABA assets•samplin s�- torin wat�r� ap int'ing� weldin -� and placin�hazardous waste rnaterials in cantain�rs and�reparin�for transport All work will be conducted on RABA property and within the City ri�ht af way. Name af Public Agency Approving Project:City of Reddin� Narne of Person or Agency Carrying Out Project.Jt�hn Andoll,Transit Mana�er Exempt Status; (check one) ❑ Ministerial [Section 2�080(b)(1); 1526$] ❑ Declared Emergency [Section 210$0(b}(3); 15269(a)] ❑ Emerg�ncy Project[Sectiorz 21080{b}(4); 15269(b)] ❑ StatutQry Exemptions. State code number: ❑ Common Sense Exemption(This project does not fall within an exempt class,but it can be seen with certainty that there is no possibility that the activity may have a significant efFect on the environment(14 CCR 15Q61[b][3]). � Categorical Exemption.State type and section number. Section 1530I. Existing Facilities � No exceptians apply that would bar the use of a categc�rical exemption;(PRD 21084 and 14 CCR 15300.2). Reasons why project is exem�at: C�ass 1 exemptians include the aperation, repair, minor alteration, or maintenanee of facilities and mechanical eciuipment RABA equipment will under�o �enerai operation maintenance and repair over the course offiscal years 2023-2424 and 2024-2025° however these activities w111 result 1n ne�li�ibie or no expansion of use The action areas do nat have si�nificant values for wildlife habitat or otl�er environmentai resources and the project has no patential to have a si�nificant effect on the enviranment Lead Ageney+�antact Ferson: Amber Ketley Telephone:530.225.4046 If Filed by Applacant: 1. Attacl�certified document of exemption finding. 2. Has a notice of exemption been filed by the public agency approving the projeet? ❑ Yes ❑No �� Signature: (`�� .. ;� Date:�� C�..� Title: Environmental Gornpliance Man er �Signed by Lead Agency Date received for filing at QPR: ❑ Signed by Applicar�t C'1?<C)�1 '�(7t: r��. Ca�`17.�'�?� NC)TI+CE OF EXEMPTION To� ❑ Off ce of Planning and Research FROM; City of Redding 140Q Tenth Street,Room 121 Public Works Department Sacramenta,CA 95814 777 Cypress Avenue Redding,CA 96001 � Shasta County Clerk Caunty of Shasta P.Q. Box 990$80, 1643 Market Street Redding,CA 96099-0880 Project Title: Reddin�Eleetrie Utilitv Line Maintexzance Praject 2023-2024&2024-2025 Project Location—5pecific: Variaus locations within the Citv Project Location—City: l2eddin��Project Locatian—Caunty: Shasta Description of Project: The Reddin€�Electric Utilitv will perform ongoin� �eneral inspection maintenance and repair activities of electric lines and assoc�ated equipment as required to provide continuous service and protect the l�ealth and safetv of the nublic. Work will invalve overhead and underground infrastructures includin�replacing poles, cross-arms secondary services transformers cables and ather necessarv camponents Additional work includes tree trimmin� maintainin�;streetli�hts. Name of Public Agency A�proving Praaect: City ofRedding Name af Person or Agency Carrying C?ut Project:Paul Johnson,Electric Manager-Line Exempt Status: (check one) ❑ Ministerial [Sectian 21080(bj(1); 15268] ❑ Declared Emergency[Section 21080(b)(3); 15269{a)I ❑ Emergency Project[Section 21080(b)(4); 152b9(b)] ❑ Statutory Exernptians. State code number: ❑ Common Sense Exemption(This projeet does not fall within an exempt class,but it can be seen with certainty that there is rio possibility that the activity may have a significant effect on the environment(14�CR 15061[b][3]). 0 Categarical Exernpt°ron. State type and section number: Section 15301.Existing Facilities � No exceptians apply that would bar the use of a categorical exemption(PRU 21Q84 and 14 CCR 1S3OQ.2). Reasons why project is exempt. Class 1 exemptians include the operation, repair maintenance ar minor alteration of existin� publie structures and facilities. The electric utility infrastructure and e�pment w�il unders�o e� neral maintenance over the course c�f fiscal years 2023-2024 and ZQ24-2025� however the maintenance activities will result in ne�li�ible or no expansion of use. The actiori areas are within previouslv disturbed areas and do not have si�nificant values for wildlife habitat or other environmental resources and the project has no patential to have a si�nificant effect an the environment. Lead Agency Cantact Person. Amber Kellev Telephane: S3Q.225.4046 If Filed by Applicant: 1. Attach certified document of exemption finding. 2. Has a notice of exemption been filed by the public agency approving the pro�ect?o Yes a No r Signature: a.� � - Date. -� -� C��:�`�a Title: Envaronmental Compliance Mana r �Signed by Lead Agency I7ate received for filing at QPR: ❑ Signed by Applicant ('l:'C�3:1 lf)l�:rev. GI(7;'�t�?? l�TOTICE OF EXEMPTIQN TO: ❑ Of��e of Planning and Research FRo1v[s City of Redding 1400 Tenth Street;Raarn 121 Public Works Department Sacramento, CA 95814 177 Cypress Avenue ��f�G�lll�;C>l�i��ol � Sliasta Couniy Clerk Caunty c�f Shasta P.Q.Box 99Q8$0; 1643 Market Street Redding, CA`96099-088Q Pro,�ect Titlea Reddin�Electric Utiiitv Power Plant Maintenance Praject 2Q23-2024 and Zd24-2025 Project Location—Speci�ic: 17120 Clear Creek Road Project Location—City:Redding Pro,�ect Location—County: Shasta Descriptian of Project: The Reddin� Electric Utilitv (REU) will perform an�ain��eneral maintenance and re a�ir activities at tha REU Power Plant facili as required to provide continuous service and protectthe health and safety of the public Wark will inVolve inspections replacement of parts piping meters valves and ather components calibratians and testin� minor interior and exterior buildin�;/structure repair paint'tng fence ret�air access road repair and ve etg ation removal.All work will be eonducted on City_propertv. Name of Public Agency Approving Project: City of Reddin� Name of Per�on or Agency Carrying Qut Pro,�ect: Eric Halpennv, REU Electric Manager—Power Praducti�n Exernpt Status: (check one) ❑ Ministerial [Section 21080(b)(1); 15268] ❑ Declared Emergency [Section 21080(b)(3); 15269(a)] ❑ Emergency Project [Section 21080(b)(4); 15269(b)] ❑ Statutory Exemptions.State code number: ❑ Camrnon Sense Exemption(This praject does not fall within an exempt class,but it can be seen with certainry that there is no possibility that the activity may have a significant effect on the environment(14 CCR 15061[b][3]). 0 Categorical Ezcemptian. State type and section number: Section 153Q1.Existin�Facilities � No exceptrons apply that would bar the use of a categarical exemption(PRD 210&4 and 14 CCR 15304.2}. Reasons why praject is exempte Class 1 exernptions include the operation, repair, maintenance ar minor alteratian of existin� public structures and facilities, The Power Plant facilitv will under�o general maintenance over the course of �scal vears 2023-2024 and 2024-2025; however the maintenance activities wrll result 1n ne�li�ible or no expansian of use. The action areas are within previouslv disturbed areas and do not have signlficant values for wildlife habitat or other environmental resources and the project has no potential to have a si�nificant effect on the enviranment Lead Agency Contact Person: Amber Kelle_y Telephone: S3d.225:404b If Filed by Applicant: l. Attact�certified document of exemption finding. 2. Has a notice of exemption been filed by the public agency approving theproject? o Yes ❑No Signature, , Date: �" ' Title: Ertviranmental Carn liance na er ' �Signed by Lead Agency Date received for filing at OPR: ❑ Signed by Applicant ,��.�,� �.��-,�� .�._ ,_,-�,�t,�,� NoTICE aF ExEm�PT1oN To. ❑ Qffice of Planning and Research FROM: City of Redding 1400 Tenth Street,Roarn 121 Public Works Department SacramentQ,�A 95814 777 Cypress Avenue Redding, CA 96001 � Shasta Caunty Clerk County of Shasta P.O.Box 990880, 1643 Market Street Redding, CA 96099-088Q Project Title: Reddin�Electric Utilitv Substation Facilitv Maintenance Proiect 2023-2Q24 and 2024-2025 Project Location—Specific; Various lacations within the City Project Locatian—City: Reddin� Praject Locatian—Couniy: Shasta Aescription of Project: The Reddin� Electric UtilitY (REU will erform on�oin��eneral maintenance and re�aair activities at the REU Substation facilities as required to i�rovide c�ntinuous service and pratect the health and safetv of the nublic. Maintenance and repair activitias will be conducted an the Substation buildin�s structures mechanical equi�ment fences and propertv Work will involve minor interior and exterior buildin��/structure repair paintin� fence repair access road repair and ve�etation removal for�ublic safety and securit�ur�oses The vegetation will be ch°r��ed and used on-site or transnorted to a Cit�d'z_sposal facility.A11 work will be conducted on City�ara�erty Name of Public Agency Approving Project; Citv of Reddin� Name af Person or Agency Carrying Qut Project: Clint Tarrence,REU Electric Pra�rams Supervisor-Substations Exempt Stafius. (check one) ❑ Ministerial [Section 21Q80(b)(1); 15268] ❑ Declared Emergency [Section 21 Q80(b)(3); 152b9(a}] ❑ Emergeney Project[Seetian 21080(b)(4); 15269{b)] ❑ Statutory Exemptions. State code number: ❑ Common-Sense Exemption(This project does nat fall within an exempt class,but it can be seen with certainty that there is no possibility that the activity may have a significant effect�n the�nvironment(14 CCR 15061[b][3]}. 0 Categorical Exeinptron. State type and sectian number: Section 15301.Existin�Facilities � No exceptions apply that would bar the use ofa categorical exemption,(PRI)21084 and 14 CCR 15300.2). Reas�ns why project is exempt: Class 1 exemptions inciude the o�eration repair maintenance ar minor alteration of existin� �ublic sfructures and facillties. Tl�e Substatian facilities will under�o ��neral maintenance over the eourse af fiscal vears 2023-2d24 and 2024-2025, however the marntenance activit�es wi11 result in ne�ligible or no expansian of use. The action areas are within nreviouslv disturbed areas and do not have si�nificant values for wildlife habitat or other environmental resaurces and the t�roiect has na uotentral to have a si�nificant effect on the environment Lead Agency Contact Ferson; Amber Kelley Telephane: 530.225.4Q46 If Filed byApplicant: ' 1. Attach certified dacument af exemptian finding: ' 2. Has a natice of exernption been filed by the paablic agency approving the praject?❑ Yes ❑No � u Signaturea �, �.� :�'��...t:.�;� Date: .� ,�°`� Title: Environmental Camr�liance Ma �er �Signed by]Lead Agency Date received for filing at OPR: ❑ Signed by Appl°rcant C (:t7;11C�1:ce�. (> 17i?O?? �OTICE OF E+ XEMPTION To; ❑ Office of Planning and Research FROM: City of Redding 1400 Tenth Street,Room 121 Public Works Department Sac�amento,CA 95814 77'T Cypress Avenue Redding,GA 96001 � Shasta Caunty Clerk Gounty of Shasta P.C7.Box 990880, 1643 Market Stceet Redding,CA 96099-Q880 Praaect Title.Citv of Redd'rn�Solid Waste Maintenance Project FY 2023-2024 and 2024-2025- J O#5517-66 Pro�ect Locatian—Specific: Various locations within the Citv Project Lacation—Citye Redding_ Praject Locatian—County: Shasta Descryptian of Project, The Citv of Reddin�(City)proposes to conduct on�,aingL�eneral maintenance and repair activrties atthe Citv's Transfer Statian public properties and private praperties As required to provide continuous service and ratect the health and safety of the pubiic work wilI involv�� sweepin transportin� maintainin�, repairing and demolishing equipment cantainers carts metal boxes° weldin�t�aintinp�, and washin� vehicles and equiprnent� maintainin� and renairin�the shredder �rinder and�rizzle crane•aeceptin� sorting and transportin�hazardous waste materials universal waste batteries e-waste coaking o11 �rease and sharps• collectin sorting� and transportin recyclables and househald waste, at�eratin�,maintaining and repairin�the compost facility and associated equipment Name ofPublae Agency Approving Project:C�tv of Reddin� Name af Person ar Agency Carrying Ont Prdject:Paul Clemens.Deput<� Director of Public Works Exempt Status: (check one) ❑ Mznisterial [Section21Q80(b)(1); 15268] ❑ Declared Emergency [Section21080(b){3); 15269(a)] ❑ Ernergency Project[S�ction 21080(b}{4); 15269(b)] ❑ Statutory Exemptions. State code number: ❑ Comtnon Sense Exemption(This project does not fall within an exempt class,but it can be seen with certainty that there is na possibility that the activity may have a significant effect an the environment(14 CCR 15061[6][3]). 0 Categorical Exemption. State type and section nuinber: Section 15301. Existing Facilities � No exceptions apply that would bar the use of a categoricai exeinption(PRD 21084 and 14 CCR 15300.2). Reasans why projecf is exempta Class 1 exemptions include the operation repair maintenance or rninar alteration of existin� public structures facilities and equipmenf The City facilities and equipment will underg�a general maintenance over the course of flscal vears 2023-2024 and 2024-2025• however tihe mainfenance activities will result in ne�ible or no expansion of use. The actian areas have been reviewed and dQ not have si�nificant value for wildlife habitat or ather environmental resaurces.The proiect has no potential to have a si�nificant effect an the enviranment Lead Agency Contact Persan. Amber Kellev Telephone: 530.225.4046 If Filed by Applicant. ' 1. Attaeh certified document of exemption finding. ' 2. Has a notice of exemption been filed by the public agency approv�ng the project?❑ Yes o No ' . ,� � � Signaturee ��,��. d,.�A �.,, . Date: -� �m Tftle: Environment�l Compliance 1VIa'ager �Signed by Lead Agency I�ate received for filing at OPR: C] Signed by Applicanti ��)t-,`�)�',Ci:�4'. El�'�7�'�t)�.� l�TOTICE OF EXEMPTION TO: ❑ Office of Planning and Rese�rch FROM: City of Redding 140Q Tenth Street,Raom 121 Public Wc�rks Department Sacrarnento, CA 95814 777 Cypress Avenue Redding,CA 96001 � Shasta County Clerk County of Shasta P.O. Box 99088D, 1643 Market Street Redding,CA 96099-0880 Project Title: Citv of Reddin�Storm I�rain Utility Maintenance Project FY 2023-2024 and 2024-2025 J O#5801-70 Project Locatian—Specific. Various locafrons within the Citv Project Location—City:Reddin�Project Location—County: Sliasta Descript�on of Project: The Citv ofReddin�)prc�poses ta canduct on�,oin��eneral maintenance and repair activities of the Citv's storm drain svstem.As required to provide continuous service and protect the health and safety af the .�ublic maintenance and repair activities wiil be conducted on City_property and within Storrn Drain Utilit�easements Work will involve a�reratin�, maintainine, and repairin�; tha Citv's storm drain system• txacing storm drain flaw• miti�ating the dumpin�or spillin� of materials into the starm drain svstem• cleanin�u� homeless encamt�ments and dum�ed materials° placing hazardous waste materials in eontainers and�re�arin�for transport� washin�vehicles and equipment• operatin�a vac truck skid steer and excavatar•respondin�to areas of floodln�° clearin�debris after storm events•elearin�ve�etation� sedirnent removal;and,respondin�to assistance cails from Police and Fire Departments Name of Pablic Agency Approving Project: City of Redding Name of Person or Agency Carrying Out Project: Dave Jackson,Public Works 5upervisor Exernpt 5tatus; (check one) ❑ Ministerial [S�ction 210$0(b)(1); 15268] ❑ Declarad Emergency [Sectian 2I080(b)(3)? 15269(a)] ❑ Emergency Project[Sectian�1080(b)(4); 15269(b)] ❑ Statutory Exemptions.State code number: ❑ CQmtnon Sense Exemption(This project does not fall within an exempt class,but it can be seen with certainty that there is no possibility that the activity may have a significant effect on the environrnent(14 CCR 15061[b][3]). � Categc�rical Exemption. State type and section number: Section 1S3d1. Existin�Facilities 0 No exceptions apply that would bar the use af a cate�orical exemption(PRD 21084 and 14 CCR 15300.2): Reasans why project is exempt: Class 1 exemptzons include tl�e o�eratian, repair maintenance ar minor alteratiolz of existin�ublic structures facilities and ec�uipment City facilyties and equiprnent will under�a �eneral maintenance over the caurse of fiscal years 2023-2024 and 2024-2025• however the maintenance activities will result 1n ne�li�ible or no ex�ansion of use.The action areas are limited a�plicable re ulatory agencv,.�ermits are on file and tlYe primar,y�purpose of this activiiv is to maintain positive storm water flow to reduce flood risk within the Cit�of Reddin� The pro'ec� t has no potential to have a si�nificant effect on the enviraninent. Lead Agency Contact Persont Amber Kellev Telephone: 530.225.4046 If Filed by Applieant. 1. Attach certified document of exemptio��finding. ' 2. Has a natice of exemption been filed by the public agency approving the project?p Yes o No ' Signatare: .� Date: Title: Environmental Com�liance M a�er �Signed by Lead Agency Date received for filing at QPR: ❑ Signed by Applicant C�l'(7:� \(�[;re�. G 17i'_Q?:, NoTICE oF ExE�PTION TO: ❑ Office of Planning and Research FROM: City af Reddrng 1400 Tenth Street,Room 121 Fublic Works Department Sacramento,CA 95814 '777 Cypress Avenue Redding;CA 96001 � Shasta County Clerk County af Sliasta P:t`�.Bax 990880; 1643 Market Street Redding,CA 96099-088Q Praject Tftle� City of Reddin�Streets Maintenance Proiect FY 2Q23-2024 and 2024-2025 J Q#51 I 1-�4 Project Locatian—Specific: Various locations withln the Citv Project Location—City: Reddin� Project Location—Caunty: Sliasta Descriptaan of Project; The Citv ofReddin�(City)proposes to conduct on�oin�,�eneral maintenance and r�air activities of the Citv's streets sidewalks si�ns roadside infrastructure and Citv-owned brldges As ree�uired to provide cantinuous service and proteet the health and safe ofthe public maintenance and repair activities w►11 be conducted on City propertX and within the t�ublic ri�ht of way. Wark will involve in-house resurfacing,�atching aspllalt haulin�;rindin�;s sealing roadway cracks, washin� vehicles and eQuipment repairin� sidewalks and shoulders maintainin�and renairing brid e�s t�avin�, rnaintarnin� a1le�wavs and downtown parkin� lots maintainin� sidewalks res op nding to areas of floodingg conductin�ni�ht surve�pair�ting installrn�and reic�catin�road sigi�s sweeping reinovin�homeless debris maintainin� and repairin� �uardrails and barricades, settin� up and takin� down road closures cleanin,�up roadsade debris and after storm events, clearin�ve�etation, di��n�out water and sewer maintainin�and repairin moneX meters writing,_,parkin� citations,and conductin�traffic control. Name of Public Agency Appraving Project: City of Reddin� Name of Person or Agency Carrying 0ut Pra�ect: David Schultz, Working Supervisor—Fublic Works Exemp#Statast (check one) ❑ Ministerial [Section 21080(b}(1); 15268] ❑ Declared Emergency [Section 21080(b)(3}; 1S2b9(a)] ❑ Emergency Prc�ject[Sectian 21080(b)C4)� 15269(b)] ❑ Statutary Exemptions. State cc�de nuanber: ❑ Colnmon Sense Exemption(This project dpes not fall within an exempt class;but it can be seen with certainty that there is no possibility that the activity may have a significant effect on the enviranment(14 CCR 15061[b][3]}. 0 Categoricai Exemption.State type and section nurnber: Section 15301.Existin�;Facilzties � No exceptions apply t11at would bar the use of a categorical exemption(PRD 21084 and 14 CCR 153Q0.2). Reasons why praject is exernpt: Class 1 exemptions include the operation re�air malntenance or minor alteration of existin�public structures and facilities.Citv infrastructure will under�o�eneral mainten�nce over the course of fiseal vears 2023-2024 and 2024 2025� hcawever the maintenance activities will result in ne�ligible or no expansion of use The action areas are within a built environment and do not have si�nificant values for wildlife llabitat or other enviranrrzental resourees 'Fhe praiect has no potential to have a si�nificant effect on the environment Lead Agency Contact Persanc Arnber Kellev Telephone: 530.225.4Q46 If Filed hy Applicant: 1. Attacll certified document of exemptian finding. 2: Has a notice of exemption been filed by the public agency appraving the project?❑ Yes o No �'� Signature: �.��:.�.��'dr�-.�' .�'�� Datea � :: Title: Environmental Compliance Ma '''�;er ' �Signed by Lead Agency Date received for filing at OPRs ❑ Signed by Applicant C'l�t�);l �(J1. rc�. C� 17,'()3' Noz�zc� oF E�En�PTION TO+; ❑ Office of Planning and Research F1tolvta City ofRedding 1400 Tenth Street,Room 121 Publie Works Department Sacramento;CA 95814 777 Cypress Avenue Redd'ang, CA 96001 � Shasta County Clerk Caunty of Shasta F.�.Box 990880, 1643 Market Street Redding,CA 96099-08$0 Praject Titlea Citv of Reddine;Wastewater Utilitv Maintenance Project FY 2023-2024 and 2024-2025 J U#5301-36 Project Location—Sgecific; Variaus locations within the Citv Project Location—City: Reddin�Project Lacatian—County: Shasta Description of Projects The Citv af Reddin�(Cit�l proposes to conduct ong,oin�general maintenance and repair activities ofthe Gitv's wastewater collection and treatment systems.As required to provide continuous service and protect the health and safetv of the t�ublic, maintenance and repair activities will be condueted on the Citv's sewer �it�alines facllities structures, treatmeX�t s�vstems, 1'rft stations and mechanical equipment Work will invol�e� installin� mait�tai�iulg and repairin�wastewater �t�el'rnes services lift stations rnains pumps plant machinery and treatment svstems� landscaping �blowin�,weedin�; mowin� clearing brush and branches}° monitorin�ad°ut sting, and maintainin�chemical feed systerns� samplin�;placin�hazardc�us waste materials in containers and pre�aring for transport� paintin�, and washing vehicles and eauipment.All work will be conducted on City_prop�and within utilitv easements Name of Public Agency Appraving Praject:Citv of Reddin� Name of Person or Agency Carrying C)ut Project: Josh Vandiver,Municipal Utilitv Mana�er Exempt Status: (check ane) ❑ Ministerial [Section 2ld$0(b)(1}; 15268] ❑ Declared Emergency[Sectian 2108a(b)(3); 15269(a)] ❑ Emergency Projeet[Seetian 21080(b)(4); 15269(b)] ❑ Statutory Exemptions. State cade number: ❑ Cammon Sense Exemption(This projeet does not fall within an exempt class,but it can be seen with certainty that there is na possib�[ity that the activity may have a significant�ffect an the enviranment(14 CCR 15061[b][3]}. � Categorical Exemptian. State type and sectioi�number: Section 15301.Existin�Facilities � No exceptions apply that would bar tlae use of a categarical exemption(PRD 21084 and 14 CCR 15300.2). Reasons why praject is exernpta Cl�ss 1 exemptions include the operation, ret�air, maintenance or minor alterativn of existin��public structures facilities and equipment C1tv facilities and equipment will unde�o general maintenance over the course of fiscal vears 2023-2024 and 2024-2025; however the tnaintenance activities wi11 result in ne�li�ible or no expansian af use. The action areas have been reviewed and do not have sig�nificant values for wildlife habitat ar other environrnental resources The proiect has na motential to have a si�nificant effect on the environment Lead Agency ContactPersan; Amber Kelley Telephaner 530:225.4Q46 If Filed by Applicant. 1. Att�ch certified documenf of exemption finding. 2. Has a natice of exemption beenfiled by the public agency approving the praject?❑ Yes o No , Signaturea�� Date: _ � � Title: Environmental Compliance Ma ger ; x❑�igned by Lead Agency Date received for filing at OPR: ❑ Signed by Applicant t I_.f)<x1\�UC,re��. G�"l7;'?LJ�? Nt.�TICE OF EXEMPTION To: ❑ Office af Flanning and Research FRONt� City of Reddrng 140�Tenth Street,Raam 121 Pubiic Works Department Sacramento; CA 95814 777 Cypress Avenue Redding,GA 96001 � Shasta County Clerk County of Shasta P.C7.B�ox 990880, 1643 Market Street Redding, CA 96099-0880 Praject Title: Citv of Reddin�Water Utility Maintenance Project FY Zd23-2024 and 2024-2Q25 J O#SZOS-26 Praject Location—Specrfic: Various locatians within the Citv Praject Lacation—Ciiy; Reddrn�,_ProjecY Locatian—Caunty: Shasta Descr'rption af Project: The Citv of Reddin��(Cit�proposes to conduct an aing�eneral ma�ntenance and repair activities of the Citv's water treatment and detivery svstems As required to pravide continuous service and protect the health and safetv afthe public,maintenance and repair activities wxll be conducted on the City's well buildin�s structures mechanical equiprment; fences/�ates, and p�ertv. Work will involve: maintaining and repairin� water services meters mains and treatment svstems, monitoring, adjustin� and maintainin�chemical feed svstems� placing hazardous waste materials in containers and pre arin�; for transport� washin� vehicles and e ui�ment• repairing maintaining and replacin� valves meters, water and fire hVdrants• installing water services and meters• flushin� water lines� testi� backflow prevention devices;and,pailzting All work will be conducted on Cityy_propertv Name of PuhIic Agency Approving Pro,�ect: City of Reddin� Name af Persan or Agency Carrying C�ut Project:Kelv Miller,Public Works Supervisor-Water Ex�mpt Status: (check one) ❑ Ministerial [Section 21080(b)(I); 15268] ❑ Declared Emergency [Section 21080(b)(3); 15269(a)] ❑ Emergency Project[Section 21D80(b)(4); 15269(b}] ❑ Statutory Exemptions,State code number: ❑ Cornrnc�n Sense�xemption(This praject does not fall within an exempt class,but it can be seen with eertainty that there is na possibility that the activ�ty rnay have a significant effect on the environment(14 GCR 15061[b][3]}. � Categorical Exemptian,State type and se�tion numbex: Section 15301.Existing;Facilities � No exceptions apply tliat would bar the use of a categorical exe�nption(PRD 210&4 and 14 CCR 15300.2). Reasons rvhy praject is exempt: Class 1 exemptions inciude the operation, repair maintenance or minor alteration of existin� t�ublic structures facilities and e uipment City fac�lities/eauipment will underg�o �eneral maintenance aver the course af fiscal vears 2023-2024 and 2024-2025t however the maintenance activities will result in negl�rble or no expansion of use. Tl�e actiion areas have been reviewed and do not have si�nificant values for wildlife habitat or other ' environmental resources.The proiect has no potential to have a si�nificant effect on the environment ' Lead Agency Contact Persan. Amb�rKelley Telephane: 530.225.4046 IfFiled by Applicantt 1. Attach certzfied document af exemption finding. 2. Has a notice of exemption been filed 6y the public agency approving the project?❑ Yes❑No Signature; �,� �"� '��'` �..`""'� Dater � ° � a� ..�.,...�^9.� +� .,� ^ .�- � Title: Enviranmental Compliance M a�er �❑Signed by Lead Agency Date received for filing at OPR> ❑ Signed by Applicant C'I;(),:1�C)[�c�`. G, 1? �{7�� l�OTICE QF EXEMPTION TO. ❑ Office of Planning and Research FROM> City of Redding 1400 Tenth Street,Roorn 12S Public Works Department Sacramento,CA 95814 777 Cypress Avenue Redding,CA 96Q01 � Shasta Caunty Clerk County of Shasta P.Q. Box 990880, 1b43 Market Street Redding, CA 96Q99-0880 Project Title: West Central Landfill Maintenance Praject FY 2023-2024 and 2024-2025 J O#5515-64 Project Location—Specific: West Central Landfill: 14095 Clear Creek Road Igo CA 96047 Project Lacation—City; I_ga Pro,ject Location—Caunty: Shasta Descriptian of Project:The Citv of Redding(Citv)proposes ta conduct ongain�o�eration �eneral maintenance and re�air activities at the West Central Landfill As reauired ta pravide continuaus service and t�rotect the health and safety of the public,work will involve° controlling leachate� repairin�;fill cover� installin�erosian cantrols� monitoring contrallin�and remediatin�rnethane levels• controllin�and collectxng windblown materials• wei�hin�and measuring loads� directin�the public ta dist�osal locations- transportin� durnping crushin� and then covering waste with soii� controliin� dust° maintainin��and re airin�heavy�ec uipment vehicies and tools• placing hazardous waste materials in containers and preparing for transport. Name of Public Agency Approving Projectw Citv af Redding Name af Person ar Agency Carrying C?ut Projeet: Paul Clemens; L?eputv Director of Public Works Exempt Status: (check ane) ❑ Ministerial [Section 21080(b)(1}; 15268� ❑ Declared Emergency [Section 21080{b)(3); 15269(a)] ❑ Emergency Froject[Se�tion 21080(b)(4}; 15269(b)] ❑ Statutory Exemptions. State code number: ❑ Common Sense Exemption(This praject does nati fall within an execnpt class,but it can be seen with certainty that there is no possibility that the activity may have a significant effect an the environrnent(14 CCR 15061[b][3]). � Categorical Exemption, State type and section number; Section 15301.Existin�Facilities � No exceptiar�s apply that would bar the use of a categoricaI exeinption(P'RD 21084 and 14 CCR 153Qd.2). Reasans why project is exempt. Class 1 exemptions include the operatian repair maintenance or minor alteration of existin� t�ublic structures. facilities, and equipment: West Central Landfill facilifies and e�uipment wiil under�neral ot�eration,repair,and maintenance over the course of fiscal years 2023-2424 and 2024-2025� hawever these activities will result in ne�li�ible or no exnansion of use. The action area is limited to the landfili a�plicable re�ulator��en�permits are on file, and the nurpase of this activitv is to maintainpproper funetionin�of the landfill The project has no potential to have a si�nificant effect on the environment. Lead Agency Contact Person:Amber Kellev Telephonet 530.225,4046 If Filed by Applicanf. l. Attach certified dacument of exemption finding: 2. Has a notice of exemption been filed by the pubIic agency approving the project?o Yes❑No Signaturec _ . 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