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HomeMy WebLinkAbout _ 5.1--City of Redding Audit & Financial Advisory Committee Appointments GI �" Y C� F � � �- ' � ° � � i � CITY OF REDDING �� REPORT TO THE CITY COUNCIL MEETING DATE: May 19, 2026 FROM: Sharlene Tipton, City Clerk ITEM NO. 5.1 ***APPROVED BY*** �, ;�' �� � „ , . s �'w".^.e 3 � ��^" � � �� . v��`'"��. t �, g i ;` � � 5 �'` m Y � "'�'-a,,� —�.�"� ., �, ,; ��.,0.,<�'—�'¢'�i� ,. ,� � 5 .�2�v�y�� s....r.,' .,t . .. " � Sh�r�����5`�r� , � ��"I�c-k 5;'71242f� G�i��lra���'arbax,�',�.��1�al3ager µ : 5,i13/'�t72f� stipton@cityofredding.org wtarbox@cityofredding.gov SUBJECT: 5.1--Consider Council Member appointments to the City of Redding Audit and Financial Advisor Committees. Recommendation Authorize and approve the following appointments to the City of Redding Audit and Financial Advisory Committees: Audit Committee (1) Approve Mayor Mike Littau's appointment of one non-voting member, Ken Freigher, for a two-year term to November 30, 202$; (2) Approve Vice Mayor Dr. Pau1 Dhanuka's appointment of one non-voting member in 2026, Dale Ball, for a one-year term to November 30, 2027; and �'inancial Advisory Cammittae (1) Approve Mayor Littau's two Council Member appointments of himself and Council Member Tenessa Audette; (2) Approve the following Council Member-sponsored appointments: (a) Mayor Mike Littau—Jason Richart, for a three-year term to November 30, 2029; (b) Vice Mayor Dr. Dhanuka — Michael Quinn, for a three-year term to November 30, 2029; (c) Mayor Pro Tempore Erin Resner—Bruce Dean, for a one-year term to November 30, 2027; (d) Council Member Tenessa Audette — Dennice Maxwell, for a one-year term to November 30, 2027; and (e) Council Member Jack Munns — Kurt Swanson, for a one-year term to November 30, 2027. Fiscal Impact There is no direct fiscal impact associated with these appointments. Committee members serve without compensation and meetings wi11 be supported by existing City of Redding (City) staff resources within the City iVlanager's Office and Finance Department. Report to Redding City Council May 15,2026 Re: 5.1--City of Redding Audit&Financial Advisory CommitteeAppointments Page 2 Alternative Action Council could provide alternative direction regarding the appointment process. Background/Analysis On December 2, 2025, during item 9.1(e) Council directed staff to prepare resolutions formalizing the Audit Committee and ensuring all activities are clearly defined and a new Financial Advisory Committee (FAC) established. The purpose of the FAC is to provide community-informed advisory input on budget development, financial priorities, and long-term sustainability. The Audit Committee's purpose is to review internal and external audit functions, support best practices in governance and risk lnanagelnent, and help strengthen con�nunication between City leadership, staff, and auditors. On January 20, 2026, during item 91(c) Council discussed draft resolutions and provided clarifying language and feedback to staff regarding the committees, struct�ure, composition, how Council and community members are appointed. Audit Committee The City has maintained an Audit Committee since 2015 as a Brown Act committee. Prior to 2015, the committee did not operate under Brown Act requirements. Currently, the A�udit Committee meets annually, at a minimum, to review and discuss the results of the City's annual external audit. In addition, Council Policy No. 425 delegates responsibility for internal audits to the City's Finance Department and requires that the results of those audits be presented to the Audit Committee. On February 3, 2026, the Council adopted Resolution No. 2026-009, thereby formalizing the City's Audit Committee as a focused, Council led advisory body dedicated to audit and accountability functions. It provides a mechanism to initiate and review internal audits with a dedicated reporting mechanism. The Audit Committee shall report its observations, recommendations, and activities to the City Council on a regular basis, or as otherwise reguested by the Council, and recommend to City Council acceptance of�nual Comprehensive Financial Report(ACFR) and external audit results. Key elements include: � Clear Authority and Role: The Audit Committee serves in an advisory capacity to the City Council, providing struct�ured oversight of internal audit activities, external audit services, and audit findings, without directing staff or assuming operational authority; � Council Leadership with Limited Membership: The Committee is composed of the Mayor and Vice Mayor as voting members, ensuring direct Council involvement and accountability. The alternate member shall be the 1Vlayor Pro Tempore, who shall also serve ex officio. The resolution also allows for the optional inclusion of up to two community members who serve in a non-voting advisory capacity to provide additional expertise and continuity over multiple years. Non-voting members shall serve staggered two-year terms. A11 non-voting members must be nominated by the Mayor and appointed by vote of the Council, except that in 2026, one of the two non-voting members shall be nominated by the Vice Mayor to serve a one-year term, in order to allow for proper staggering; Report to Redding City Council May 15,2026 Re: 5.1--City of Redding Audit&Financial Advisory CommitteeAppointments Page 3 � Continuity and Expertise: Staggered appointments and defined qualification criteria for cominunity inembers are designed to preserve institutional knowledge and bring relevant audit, financial, or governance experience to the Committee's work; • Regular, Transparent Meetings: Publicly noticed and open to public comment, provide a predictable forum for reviewing internal audit priorities and findings, external audit findings and performance, external audit contract considerations, and opportunities for process improvement; and • Alignment with Best Practices: The Audit Committee structure reflects best practices in municipal governance by separating audit oversight from operational management while enhancing transparency and accountability. Financial Advisory Committee On February 3, 2026, the Council adopted Resolution No. 2026-010, thereby creating the FAC, which establishes a broader, community-facing advisory body focused on fiscal policy, budget priorities, and economic trends. The FAC derives its authority from the City Council, and serves solely in an advisory capacity and shall provide recommendations and observations to the City Council. The FAC shall have no independent decision-making authority and shall not direct City staf£ The City Manager and Finance Director will support the Committee by providing relevant financial information, analysis, and staff presentations. Key elements include: • Advisory Role to Council: The FAC provides non-binding recommendations and perspectives to the City Council on budget development, financial priorities, and long- term sustainability, without decision-making authority or staff direction; • Balanced Composition: The Committee includes two Council Members appointed through the Mayor's committee assignment process and five community members appointed by Council vote. This structure balances elected-of�cial oversight with diverse community and ind�ustry perspectives; • Industry-Based Expertise and Community Insight: Community member criteria emphasizes representation from major employers, local industries, and professions that understand spending patterns, economic conditions, and the social and emotional pulse of the community. Restrictions on conflicts of interest and Council relationships preserve independence and credibility; • Term Alignment and Continuity: Four-year staggered terms aligned with Council Member terms ensure continuity while maintaining accountability and periodic renewal of inembership; • Flexible, Budget-Aligned Meeting Cadence: The FAC is designed to meet strategically, often a limited number of times, to review materials staff intends to present to the Council, evaluate priorities, and provide feedback during budget development. Meeting frequency may increase during biennial budget cycles, with the FAC authorized to recommend cadence adjustments annually; and � Sunset and Evaluation: A two-year sunset review requires the Council to evaluate the FAC's effectiveness using data and outcomes, ensuring the FAC remains purposeful and aligned with Council priorities. Report to Redding City Council May 15,2026 Re: 5.1--City of Redding Audit&Financial Advisory CommitteeAppointments Page 4 Envi�onmental Review This is not a project defined under the California Environmental Quality Act, and no further action is required. Council Priority/City Manager Goals • Budget and Financial Management — "Achieve balanced and stable 10-year Financial Plans for all funds." • 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." Attachments Audit Committee -Freigher, Ken Audit Committee- Ball, Dale Financial Advisory Committee - Richart, Jason Financial Advisory Committee - Quinn, Michael Financial Advisory Committee - Dean, Bruce Financial Advisory Committee - Maxwell, Dennice Financial Advisory Committee - Swanson, Kurt Resolution No. 2026-009 - Establishing Audit Committee Resol�ution No. 2026-010 - Establishing Financial Advisory Committee Previous Staff Report , February 3, 2026, item 4.1(a)--Adopt Resolutions for Audit Committee and Financial Advisory Committee Previous Staff Report, January 20, 2026, item 91(c)--Adopt Resolutions Re_ Audit Committee &Financial Oversight Committee Previous Staff Report, December 2, 2025, item 9.1(e)--Establishment of Finance Advisory Committee Minutes - Special City Council Meeting of October 22, 2025 � � � ' � � _,�-�;r��� '��� �� ��brt��#��d��.9��rt fs��a����� ���brr������������a�d����� ��44t�.�� � , �ro�`E ` "E � ` � � ��sb�����c�r�A�a �7�.��.��.��(���,31.��:�#j i . � :�n �;r�x�=,=. rF�4 �``���� ' �`� ����t�.�8��r� � � �rA�r��:�l�rr�1�9 ����' � �n,� � � ��� ���p�����°�:���y���r°� �������-0���� � � � � � � F'ne�s��c�t�t��t�p�lic��i�,ns�r��rc�pt�rJ rc��tq�r�a�aaa�l��n�v�i4�h�k����rn f�l���rr�ra y���r� ��af���4ti�ra�����p�li���u�+r�da�s i�t�t�ns�ar��ha�t yau will b�s�N�c���# �4�v���ra�i���a���rr ��pls'��ti�>rr���ll b�r�v�€w�d tt�fi�l th���'��x�r r��rr��,�s�����i�r�, ��ss"r��ss���t���rn�ctrrrr�C��r�, s#�t�rrae�t�f q�a�ME�i�a�i�sns,�rtd�'����ns f�r��rw���rre�y�a�p��bli�l�r�1��sS�d rwsth��r�yi�ur c�rro���tt asp�crr��p�a�ra��n����p���r�rc����rmr��s�A��, ����a���wtt��; 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St�s�e�s.Open �ra��i�ym Normal ��s���a�s���:City Clerk �es�t3�t�:t?pen r s, issi , i Please note that app(ications are accepted continuously and wiil b�kept on file for twro years.Submittsng an application does not ensure tha# you will be selected.As vacanties occur,applic�tions will be reuieured to fi(I them.Yaur name,occupatian,business can#act information, statement of quaiificatians,and reasons for service may be publicly released without ycaur consent upon appc�intment to a Board,Commission, ar Committee. *Fir�fi�9� � *L�st�� � �iF"UC�' [���Yl �`EIE���I �:�FSd3ti� _' '��'CC��'C�S��B'��S ��$� *���'�� �l�9�d3i�� �,�t�C�#t1t� �e� ���$�'� *�� ��f�aa�ir��s��E �1���� E��ck Ei�ar Dine�-s,��.0 *�ss�sr����E ��t *����e���s�h�aa�� ����� ��11 *���xr������e°�et�c��res� 280 FEer��sted C7r Suite 2Ctt� *�ifi� *���tt� ����c��� Redd`¢s�� Ca �6t3€�� 1/3 *i�le�s��r�cl���t��h°s�h�e�a�d.��s ��siac�,c�r�w ��t�e�c�a� cs�aie�tak�tc����iy faar.(��I��t c�rat��� ❑ Administrative Hearings Board [�Audit Committee � Buitding Code Baard af P:ppea[s � Camsnunity Development Advisory Comrnittee � Community Services Advisory Cammatte� Financaat Advisory Cammittee [� Economic Deveiopment�orp ofi Shasta County � Fianning Cammission [� Shasta County Commission on Aging � Shasta County Consolidated Qversight Board Q Shasta Mosquito&Vec#or Control District ❑ Shasta Public Library Cotizens Adaisory Co. �6�as���d"ae�t��r�y add'atae��a��a��r�cl�sa�°ccarrarvaa#��es fr� fi9�e lis��b��rg�h���c����re�r�t�;r�st��is��ppB�ar�y f�a�. *�r�y�c��6t�ci�a�a�r��id�ra�? *��y�ta vuz�r�C€�e��ddsaag� ��es y�cac�aa�n�bs��aness i�s��cic�as�g? Yes Yes Y�s � No ❑ No ❑ No I ter sts � erie c s State and local law require#hat you abstain from participation in decisions that may affect your financial interests,inciuding sources of income, interest in real property,personal finances,or investments.in addition,if appointed,you may be required ta fi16 out a discdosure statement, which identifies certain areas of your financial interests beginning with the immediate twelve-month periad prior to your appointment. �i-8egh Schcsasl,��1����,�r�f�s�ier�c��,11���t��rs�1.�a�L3th��S�hcs��s�Yt�ns�ec9.�I��s�iraela�d�9������c°Fi�Ec!�sf�t�dy.��t��P��t�ra���, �9�gr�����te6[�����f t3��r��. Pleas�nt Hill Niy��Schc�c�l—1�es�-1�73 L1C�"�avis"i9�3-1937 B�chelors f��gr�e in Er�v�ro��st��nt�al Pl�eat��rte� �.est�r�y p��atatsea����fa����1�ara�c�u�rra �r�ta�a��ra�y,ea�ea�,�r ch�����bl��rg�r���a#��r�.(T'hp�a�r������q��r� �nt#t�r ap�s�ire�r�erefi.} *�I��s��t�te h��c�ea�r�rafi t�b�s� �� �a�b��°�F thas���rd,�c� a�si�r�,�r���z a�t��. a-1s a CEQ for�ver�4 years;8 t��e�e si�.�r�ifoc�nt ex�erience ir�financiai rr�attez•s;ba6ancp���priosaiti�s;�r�ci vr�rrkirt�e�aith�wide qrou�of people positively,1�m r�ot infer�se�d ia�a€��rt��i�aa�pa9siical,jus#a uviilit�giless trc�hel�cau�t i€raee�Ied. �lea,��pre�orad�a►a�r esth�r i�s�c��a��tieas�rr�h�eh yc>e�f��l�ne��ald b�s�s�fe�l'sr�re�ri�usrir�s���e�r a��1���t�s��� See ab�ve.. *��f�r�r�e� � �3 *��f�a°�r���1 €�h��a��r��9j�r� �a1 Stev�Wi[]iams ����ea��rsee��aa�s�2 *18�f�r�as��2 @�h����cat�/�*��rs�aai Ric�HiEI �f appl�c��l�.hav�yca�s��r�e��ttes����a rr����s���f th���ard=�� as���ss�r�� ra�it#��tc��hi����c�ar���a�al�ae��f�sr? � Yes No *1���eld p��a b��b��t��t�ersc3 ���e��s at th��e��dc�l��#�a �? Yes � No 2/3 P6����a��alcs���r�su �,¢����S�e��b��. Choose File No file chosen �y submi##ing thi�appEicatian,yau agree ta the followr#ng statement: I agree that all of the inforrxration tantained in my responses to the questions on this application is true and accurate to the bes#of my knowledge.I further agree that by cheeking the box below and submitting tt�is application online,!am affixing my digital signature to this form as of the r�ate of submission. 3!3 > � Outlook _ _ __ __ [Redding, CA - #12106p1] Boards, Commissians, and Committees __ .. _ _ _ _ From noreply@revize.com <noreply@revize.com> Date Thu 5/7/2026 1:22 PM To CityClerk <CityClerk2@cityofredding.gov> [Reddir�gY �A - #12'�Q601� �oards, Cor�rnissions, �nd Comrnittees Submission has been updated. Please lag in to see the full detail of the submission. Update by Bruce Dean A clarification... I am a co-founder of Black Bear Diner..l was CE� for 25 years and am now the the Chairman of the Board. Prior to that I was CEO of Siskiyou Development Company in Weed. 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State and local law require that you abstain from participation in decisions that may affect your financial interests, including sources of income, interest in real property, personal finances, or investments. In addition, if appointed, you may be required ta fill out a disclosure statement, which identifies certain areas of yaur financial interests beginning with the immediate twelve month period prior to your appointment. * Flig� Sch�old C�II���� IPr�f�es�i�r��l, Vo��tior�alB or O�h�r S�h�no�� Att�r�d�d. P���s� i�cl�ade �I�jor or Fi�ld �f St�d�� D���� ,At��r�ded� r � Sh�st� Nigh S�hae�l — E2�dding, �alifc�rr�i� Grad��t�d: 1996 So�th�rr� Or�gcsr� lJr�i��rsi�y— �4shl�r�d, �regar� Fi�ld af Study: ��sir��ss ��n�g�rr��r�fi ��gr�� A��rd�d: �ach�lc�r �f Sci�r���, 2002 Sirnps�r� tJr�iv�rsifiy— ��ddir�g, C�lifca�r�ia Fi�ld eaf St�d�a: A����r�tir�g Deg��� �vv�rd�d; �ach�lc�r caf�rts, 2012 ��r�tifi�d P�bli� �,��c���t�nfi (�P�} — St�t� �fi �alifc�rni� ����r�s� C)bfiai��d: M�re� 2014 _ _ _. I�i�� �n� po�iti�r� �r �ffi�� h�ld i� gov�r�rn�nt�l ���r��yB R.�YMI�B or �harit�bl� org�r�i��ti��. (°Thi� i� r��t � r�q�ir�m�r�t f�r app�ir�trn�r�te) City of Sh�sta Lak� — Fir��r��� M�r�ag�r SP�ast� �c��r�ty C��f��� c�f Ed�ca�tior� — I�ir��t�r c�� (Jp�ratiar�s ��ty caf Isl�te�r� — �hi�� ��sili�r�c� O��ie�r (C�rr�r��) � ���a�� �tat� enrh��oca �nr�nt t�a b���rn� � rry�rt���r of fihi� �o�rd� �ornrriissi�r�d �ar C�rrirnott��� I vv�s k���r� �nd r�is�d ir� th� ��dding �r�� �r�d ��r� d��p[y �b��t th� I�r�g fi�rr� s����ss c�f c�tar �c�rr�rr��ar�i�ty, VVifih rt�y b���Cgr��r�d in ����a�rating, pt�bli� fir��r�c�, �r�d 1���6 g�er�rnrr���t �p�r�tit�r�s, I b�li�v� I ��� pr�vid� pr��tie�l i�sight �r�d thc�t�gh�ft�l �n�lysis ta h�lp st�pp�rt sca�r�d fir��r�ci�l de�isi�an-rr��kir�g fc�� t�� �ity, S�r�ir�g �r� th� Fir��r��i�l �dvis�ry ��r�r�itt�� �nr�uld b� �r� cappc�rt�r�ity tca gi�r� ba�k tc� th� ��rr�rrt�r�ity th�t h�lp�d sh�p� m� �r�d t� �c�r�tri��t� rr�y pre�fessi�r��l ��p�ri�r��� ir� � r����i�gf�l �nraya i i r i i i i r i i ( �rr� a li��r�s�d ��lifcar�i� �PA �arifih �x��r�siv� ��p�ri�r��� ir� p€�bli� s��tcsr fir��r���, bi�dg�fiirsg, �r�d fir��r��i�l r�pc��-fiir�g, (�y ��r��� h�s fc���s�d e�n h�lpir�g gcav�rr�r���t �rgar�i��fiic�r�s rr��ir�t�ir� �Fis��l st�bilifiy, tr�r�sp�r�r��y, �r�d ���caur���bility. I �rr� eae�rr�i���d fis� thc��ghfiFt�l ee�ll�be�r�tie�r� �r�d r�spc��sibl� st�v�r�rdship �f p�bli� r�s�ur��s, � r � / r i J�ssie� �igby, �PA _. . � ��f�r�n�e IV�rn� 2 � R�f�r���� 2 Ph�n� �r�d��r �m��� �a�r� R�danrir��, CP� https://redding.rja.revize.com/reports/1156305 2/3 3�'24t�6,�_17 AiN R�viz�t��lir�e For�� 1 ��� I � r � r , i i � i �� r 1 � r� ��s � I � i ; t I � � ��s I � i I' � � �F�t�cas� Fil� � �J� f��� �f��s�� � i� i t �s �i�: ti . : r � t f � i� � � t; � �gr�� �h�a� �Illl �f�he i�fc�rrr���uc�rr ��r����n�� ir� r�ry re�g��nses �� -�h� qu���uc��s ��r fhus �ppVuc�ti�ra �� �r�u� �r�d �ccur�t� �c� th� b�s-� r�� r�� krn�v�rll�d �. � furth�r ��r�� tf��t b� �l�����s�� �he b�x �I�e�r ��rd ��br�6t�i�� �h�� ��plu��ti�� c��li�re, I �r� �ff�xun� rr�� �u��t�l sigr���ur� �c� thus fc�rr�r �s �a�t�� d�t� �f��br-�-r�ssic��. h�rs.11f�cfdi�rg.�j�.reaiz�.c�rry/r� 111��f3(?� �f3 RESOLUTION NO. 2026-009 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING ESTABLISI3ING AN AUDIT COMMITTEE WHEREAS, the City Council desires to strengthen financial oversight, transparency, accountability, and risk inanagelnent through the establishment of an Audit Committee; and WHEREAS, an Audit Coinmittee provides a forum to review internal and external audit activities, recommend improvements, and ensure appropriate follow-up on findings; NOW, THEREFORE, BE IT RESOLVED by the City Council that an Audit Committee is hereby established with the following authority, purpose, composition, and operating provisions: 1. Authority The Audit Committee is established by and derives its authority from the City CounciL The Committee serves in an advisory capacity to the City Council and has no independent decision-making authority unless expressly delegated by Council action. The Committee may request information,presentations, and reports from City management, internal audit staff, and external auditors as necessary to fulfill its responsibilities. 2. Purpose The purposes of the Audit Committee are to (1) enhance the integrity, transparency, and effectiveness of the City's financial reporting, internal controls, and audit processes, (2) provide direction and guidance regarding internal audit function topic considerations, review findings, and when necessary review and discuss process improvements, (3)review external audit service contracts,including scope, vendor selection, performance, and results, (4) facilitate communication among the City Council, management, internal auditors, and external auditors; and (5) promote best practices in governance, risk management, and financial accountability. 3. Composition and Membership The Audit Committee shall consist of two (2)voting members, one alternate voting member, and up to two (2) non-voting members. The voting members shall be the Mayor and Vice, who shall serve ex o�cio. The alternate member shall be the mayor pro tempore, who shall also serve ex officio. In addition to the Mayor and Vice Mayor, up to two (2) advisory, non-voting members may be appointed to the committee by the Council. Non-voting members will be selected from the public and provide for continuity and institutional knowledge. The Mayor and Council will,to the extent practical, appoint members who poss�ss (1) experience or education in accounting, auditing, finance, public administration, risk management, or a related field, (2) an understanding of governmental or public- sector financial practices, (3) the ability to analyze complex financial and audit information, and(4) a commitment to ethical standards, objectivity, and the public interest. Non-voting members shall serve staggered two (2) year terms. All non-voting members must be nominated by the Mayor and appointed by vote of the Council, except that in 2026, one (1) of the two (2) non-voting members shall be nominated by the Vice Mayor to serve a one (1) year term, in order to allow for proper staggering. Non-voting members shall comply with applicable ethics laws, conflict-of-interest requirements, and disclosure obligations and may be required to complete ethics, audit, or governance-related training as determined by the City. In addition to complying with al1 applicable conflict of interest 1aws,members shall not have any financial or business relationship with the City that would iinpair independence. 4. Staffing The City Manager and Director of Finance, or their designees, shall attend Committee meetings and ensure staff availability to support Committee work to provide information regarding audit results and financial infonnation. The Committee, however, sha11 not have authority to direct staff, and any Committee requests that may require the use of City resources shall be referred to the City Council. 5. Reporting The Audit Committee shall report its observations,recommendations,and activities to the City Council on a regular basis,or as otherwise requested by the Council,and recommend to City Council acceptance of Annual Comprehensive Financial Report(ACFR) and external audit results. I HEREBY CERTIFY that the foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Redding on the 3rd day of February, 2026,by the following vote: AYES: COUNCIL MEMBERS: -AUDETTE,DHANUKA,MUNNS,RESNER,AND MUNNS NOES: COUNCIL MEMBERS: -NONE ABSENT: COUNCIL MEMBERS: -NONE ABSTAIlY: COUNCIL MEMBERS: -NONE MIKE LITTAU,Mayor ATTEST: FORM APPROVED: SHAIZLENE TIPTON,City Clerk CHRTSTIAN lYI. CURTIS, City Attorney SOLUTIC�N NCI; 2026-010 A RESOLUTIQN OF THE CITY Ct)UNCIL OF THE CITY QrF REllDING EST LI�HING A I'INAN+CIAL ADVISt}RY CCIMMITTEE WHE EI�EAS, The City Council desires to enhance fiscal transparency; community engagement, and long-term financial sustainability; and WHEREAS,a F'inaneial Ad�isory Committee provides informed, cornrnunity-based perspectives on ecanomic tr�nds,bud������orrties, an� financial palicy cansiderations; NC►W, THE � ; BE IT ' ��I.,VED by the City Council that a Financial Advisory Committee ls 1���;��established wit��f�following authority,purpose,composition,and oper�ting t,, provisions i �s ; l. Auth���.y 1i41.u+ The Financlal�'��ory Cos��itt�e{FA����s established by and derives its authority from the City Council. The FA�������� �y 1n�,,�����:���apaclty and shall prt�vide recommendations and observa�i�ns �a the �iky��`�aunci���',���'AC sh���ave�no independent decisic�n�making authority � .> and shaii not direct City staff.T���ity Manager��F'inance Director shall support the Comtnittee by providing relevant financials�[��'ormatian, ana��'�s, and staff presentations. y � ,� �� �. ' ' ' ' �'' �. pll!"�}USE'. } , , , y 1 s ��nt ,.�:� ,,"`V'� � .� �,i t t �,.,.� The purpose c�f the Financial Advisory Comm��� is to (1) p���Ide advisory input to the City Council on budget development,financial pr����,and long-t���fiscal sustainability,{2}review major financial assumptions, ecanomic c�'������s, and ca�r������ty tr���s that may impact City revenues and expenditures, �3) off�r c���,��t"in�t����fvrme������iectiv�� �n spending priorities in relation to adopted +�auncil goals anc�.;,�ommun�i� ������ �4) rev���' staff-prepared materials �� ��n� � inte�ded �ar City Council consideration and provide non-bindln�����dback, anda{5) strengthen transparency and publie trust in the City's financial decision-mak����roces� ; l Yt l3 syr 3. Cornpositiort and Membership ' , � , } , � � �r�� The Financial Ad�isary Garnmittee shall consist af se�e� ��'j'members,and all decisions shall be made by a vote of a majority of the filled positic�ns. Two {2) members of the CQrnmittee shall be members of the Redding City Cauncil; who shall be nominated by the Mayor and appointed by vote ofthe Council, To pro�ide for continuity,the Council Members on the Con�mittee shall serve staggered two (2} year terms: The retnaining five (5) members shall be appointed rnembers of the public appainted by the Cauncil. Following an apen public applicatian process, each Council Mernber shall suggest one person to the committee, and all appointments shall be made by vote af the full Council, Ta the extentpracticable,mernbers of the committee shall reflect a broad cross-section af the local economy and community perspective. In selecting members of the committee, the Gauncil shall endeavor to prioritize candidates in roles providing insight into purchasing behavior, spending trends,and the social and econornic pulse of the community, such as major employers c�r ke�local industries, such as healthcare, retail, hospitality, constructian, in��rance, or financial services. Candidates should also be considered for their financial backgr+�und and expertise, such as CPAs, CFOsy CEOs, or seniar financial prof�ssionals. Community members appointed to the committee must compl� with applicable ethics laws, conflict-of-interest requirements, and disclosure obligatians and shall not have any financial or business relationship witl���City that would impair independence. All members must be able tc� evaluate financial m��������'����'and in the public interest, � < Community m�����s on the Camm��� shall serve four {4) year terrns, staggered ta align with Council 1Vletz����''terms for continu���`,�nd institutional knt�wledge. Terms af each appointed mernber will���i one year after th� ���i of the term of each Council Member. Nothing shall prohibit a cfl�;��unity frt�m being rea��ointed following expiration of their terms, if approved by , , Council. � Should ei�her of t�����������un�� �������� appoir�ted tc� the Committee vacate the offi�e of� City Council Member; °'��iey sl���'��Cnmedia���t�,and automatically vacate their seat on the Committee. Community Mem ``on the Ca �, t p r���'t��tee shall serve at the leasure of the Council and may be rem�ved by a vate��ret�f. ' 4. �taffing ' S '� ,� / � � , � > � , ,'s �-� �.� �� The City Manager and Director flf Fi�ance, c�r,��(��� designees, ��ll attend Committee meetings and ensure staff availability to support Corr��,��� wark to prc��`��le informatian regarding audit results and financial infarmatian. The Car���,���'�however, s����s�ot h���authority to direct staff, and any C�mmittee requests that may r��,��th�;���af C������urces'���11 be referred to the City Council. � 'ti ,� , , , 5. Meeting Schedule ' � 7 u�t The Financial Advisory Committee shall ad�pt a regu�;�r meet�����;����e suffici�nt to meet the purpases and functions for which it is formed. Me�������;� ��c�ude review af materials and resentations staff intends to brin farward ta the Cit �`�uncil. The Committee shall review 1� � �'� �t budget priorities, communit� conditions, �nd adopted Council goals to inforrn advisory recomrnendations regarding the budget. Meeting schedule should aecount for increased frequency during b�ennial budget development years, including additional meetings aligned with the budget preparation process. All meetings shall be publicly noticed, open to the public, ancl include an opportunity for public�amment in accordance with applieable open meeting laws. 6. Sunset Clause The need for, structure, and functions of the Financial AdVisory Committee shall be reviewed by the City Council after two (2) years of operation. The rev�ew shall consider data, autcomes, and ov�rall effectiveness in meeting the Committee's purpose. Fnllo�vving reviewr the City Council may continue, rnodify, or dissolve the Committee by �auncil action. I REBY CERTIFY that the ft�regoing resalution was introduced and adapted at a regular meeting ofthe City Ct�uncil c�f the City of Redding an the 3rd day of February, 2026y by the fallowing vote: ,� ' �. � ; LiI.EJ�: li�l+�,'` " �....,'1Y� �r >3y �t �U1JL'.l 1L'y��V iJ.11Hy lYlV1V1\47g...1\L'�11�L'll.j�Lll lA�V� N��+�: �'��, �����S�{)�+ �����'. ���N��.�� �R��*����}�E E1$STAIN: ITNCII.ME �R�«'��TON�+ s � ;.�. �' �� � t . t���� ,✓�--� . �� � �_'` ' L„ � �� 5 , t � , ``« � �` � MIKE LITTAU,Mayor �.,.�. � t ;, � � } ATTEST: ,} FO APFI2UVED� /� � � }, ' l` f � � a u,.; � � , „��„��._ ��� s � � � � �� � � � } � } �,�.� �, A ENE TIFTC}N,Clty Cl@t`k CHRIS'�'���M �`�k�TIS,Clty AttOrIley „ , ��� , � u., ��, , �} � �, ` lF,. =,3} t t� 1 y t g t t� 3 i;,.. y rro £ } 3 ; k t,,a GI �" Y C� F � � �- ' � ° � � i � CITY OF REDDING �� REPORT TO THE CITY COUNCIL MEETING DATE: February 3, 2026 FROM: Kari Kibler, Interim City ITEM NO. 4.1(a) Manager/Personnel Director ***APPROVED BY*** kkibler�a�cityofredding.gov � � � t ��' � � � , ,,..� i ��ai� I�'��, niu�im�'ety\+[��n.a�ea'Wciacr � }iae�:�kta 1'23f�2dP2�i 1 �r kkibler@cityofredding.gov SUBJECT: ��l'(a)--Adopt Resol����is for Audit Committee and Financial Advisory Committee � � �,, f t., <:, Recommendation ���� ' �.»�>,` � � ' ;; Authorize and approve the follo��:�� � `,. (1) Adopt Resolution establish���� the City of�,��ding Audit Committee to provide structured oversight�of internal and ex���al audit act������s, and� (2) Adopt Resolution establishit���e Cit���`�,�ddm��,�'���a�ial Advisory Committee to provide community-informed advlsory�����.� ��.���'udget ������������ fmancial priorities, and long- term sustainability. ����� ' t � $ Fiscal Impact ,+ �� � � 'j � / T �y iy ' There is no direct fiscal impact associ����with a�������'��le�atta�����resolutions. Committee members serve without compensation and meetings wi��`��e suppor����iy existing staff resources within the City Manager's Office and Finance Department. � ` � � 3 }' AZteNnative Action �'v � ; �,,.,_ r , , . `��'} ���� �,�, Council could provide alternative direction regarding o��c��u=�3oth�of the associated resolutions. Background/Analysis On December 2, 2025, during item 9.1(e) Council directed staff to prepar� resolutions formalizing the Audit Committee and ensuring all activities are clearly defined and a new Financial Advisory Committee established. The goal of the committees was to strengthen the City's financial governance framework, improving transparency, and enhancing long-term fiscal planning and accountability. On January 20, 2026, during item 9.1(c) Council discussed draft resolutions and provided elari�ying language and feedbaek to staff regarding the committees, structure, eomposition, how Council and community members are appointed. The attached r�solutions reflect the discussion Report to Redding City Council January 29,2026 Re: 4.1(a)--Adopt Resolutions forAudit Committee and Financial Advisory Committee Page 2 and changes. Below is an overview of each committee from the prior staff report. Audit Committee Resolution The City has maintained an Audit Committee since 2015 as a Brown Act committee; prior to 2015, the committee did not operate under Brown Act requirements. Currently, the Audit Committee meets annually, at a minimum, to review and discuss the results of the City's annual external audit. In addition, Council Policy 425 delegates responsibility for internal audits to the City's Finance Department and requires that the results of those audits be presented to the Audit Committee. The proposed Audit Committee resolution formalizes a focused, Council led advisory body dedicated to audit and ac���}�,atabihty functions. It provides a mechanism to initiate and review internal audits with �������������rting mechanism. Key elements include: � Clear Aut���'��„�and Ro�����e Audit Cormnittee serves in an advisory capacity to the City Cc����i�`,�providing stru���ed oversight of internal audit activities, external audit � �. servic����id audit findings, w���ut directing staff or assuming operational authority. • Coun��� �eaders'p with I.�t���ted Membership: The Committee is composed of the Mayo�` ��d Vice Mayor as v�1��ng members, ensuring direct Council involvement and accour������ity. The resolution also allows for the optional inclusion of up to two nonvotiri���t�munit��nembers t��xovlde additional expertise and continuity. • Continuity �������'��ise ������������ointments and defined qualification criteria for community memliers are������ied to pr����ve institutional knowledge and bring relevant audit, financial, or govex��ce experienc���the Committee's work. • Regular, Transparent���etings: Pubh���`�oticed and open to public comment,provide a predictable forum for ���iewing 1�,��[��l �aud�� `�rlorities and findings, external audit findings and performanc���������,,�,��it co�}��� ����iderations, and opportunities for , 5�,, , �, � process improvement. � ��=h� ����� �'' � Alignment with Best Practices The A�����ommittee �I��cture reflects best practices in municipal governance by separating,�,��.�� oversight fro���perational management while enhancing transparency and accou��������� �, } � .. ) l } Financial Advisor� Committee � ,�� ��,� The proposed Financial Advisory Committee (FAC) resol���n e������������ a broader, community-facing advisory body focused on fiscal policy, �+���� �����ies, and economic trends. Key elements include: � f • Advisory Role to Council: The FAC pro�����y '���=�iinding recommendations and perspectives to the City Council on budget development, financial priorities, and long- term sustainability, without decision-making authority or staff direction. • Balanced Composition: The Committee includes two Council Members appointed through the Mayor's committee assignment process and five community members appointed by Council vote. This strueture balances elected-official oversight with diverse community and industry perspectives. � Industry-Based Expertise and Community Insight: Community member criteria emphasizes representation from major employers, local industries, and professions that understand spending patterns, economic conditions, and the social and emotional pulse of the community. Restrictions on confliets of interest and Council relationships preserve independence and credibility. Report to Redding City Council January 29,2026 Re: 4.1(a)--Adopt Resolutions forAudit Committee and Financial Advisory Committee Page 3 • Term Alignment and Continuity: Four-year staggered terms aligned with Council 1Vlember terms ensure continuity while maintaining accountability and periodic renewal of inembership. • Flexible, Budget-Aligned Meeting Cadence: The FAC is designed to meet strategically, often a limited number of times, to review materials staff intends to present to the Council, evaluate priorities, and provide feedback during budget development. Meeting frequency may increase during biennial budget cycles, with the FAC authorized to recommend cadence adjustments annually. • Sunset and Evaluation: A two-year sunset review requires the Council to evaluate the FAC's effectiveness using data and outcomes, ensuring the FAC remains purposeful and aligned with Council priorities. Envir�onmental Review � f yl' S ,. t h This is not a prc����� �efined unc�������,e California Environmental Quality Act, and no further action is requir��� ,��` � , t� � , �� Council Prao��City Manager Goa��� � � , • Budge���,d Financial Management — "Achieve balanced and stable 10-year Financial Plans fo���nds " � • Commumc�����r,��� �"ra������t����3�`�mprove the quality of communication with the public and City employe�����°'enhance ��wledge and increase transparency to improve , public trust." � � • Government of the 21���entury "��'��levant and proactive to the opportunities and � challenges of today's �����ents and. '����forc� ,�:nticipate the future to make better � decisions today." " � '' / � } 1 � .«,,.�,.� / i5�.,r, {{ Attachments ,�' �` � } , , ^Resolution A�udit Committee � � ' � } , , ^Resolution Financial Advisory Comr�����j � ' ' , � � ,, �a ,« .�� � , �t , �;3 � �; , , �� t � , � �, �� �,. ,� RESOLUTION NO. 2026- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING ESTABLISI3ING AN AUDIT COMMITTEE WHEREAS, the City Council desires to strengthen financial oversight, transparency, accountability, and risk inanagelnent through the establishment of an Audit Committee; and WHEREAS, an Audit Coinmittee provides a forum to review internal and external audit activities, recommend improvements, and ensure appropriate follow-up on findings; NOW, THEREFORE, BE IT RESOLVED by the City Council that an Audit Committee is hereby established with the followin�,�����ity, purpose, composition, and operating provisions: 3 ,f�. 1. Authority � ' , �,�� The Audit Commi������s established by an����ives its authority from the City CounciL The Committee serves in an advis���capacity to the City���ncil and has no independent decision-making authority unless expressly d����ated by Council actio��. The Committee may request information,presentations, and reports from C`��;��anagement, internal audit staff, and external auditors as necessary to fulfill its responsibilities. �� ��� , � r , � 2. Purpose ���� � � � t. �� �,s . The purposes of the Audit Committ���re to (1) enh���the integrity, transparency, and effectiveness of the City's financial reporting, i����al contro��� }�d au��� processes, (2) provide direction and guidance regarding internal audit fun���� ���������ider����������ew findings, and when necessary review and discuss process improvement�,���;��`��`iew e�����i�'au`�c��`����vice contracts,including�scope, vendor selection, performance, and results, (4) fa��,����e communi���ion among the City Council, management, internal auditors, and external aud����� ��d (5) prorr����best practices in governance, risk management, and�inancial accountability , �� s ��� � �����' �. , i 3. Composition and Membership � ' ' �� , � ' t:����,:, The Audit Committee shall consist of two (2)voting members, one alt-c�`���e vot�n������er, and up to two (2) non-voting members. The voting members shall be the Ma������1"����,����vho shall serve ex o�cio. The alternate member shall be the mayor pro temp��e, who�������t�"serve ex officio. , ,r � `' .,qk�i,,,+� In addition to the Mayor and Vice Mayor, up to two (2) ac�visory, non-voting members may be appointed to the committee by the Council. Non-voting members will be selected from the public and provide for continuity and institutional knowledge. The Mayor and Council will,to the extent practical, appoint members who poss�ss (1) experience or education in accounting, auditing, finance, public administration, risk management, or a related field, (2) an understanding of governmental or public- sector financial practices, (3) the ability to analyze complex financial and audit information, and(4) a commitment to ethical standards, objectivity, and the public interest. Non-voting members shall serve staggered two (2) year terms. All non-voting members must be nominated by the Mayor and appointed by vote of the Council, except that in 2026, one (1) of the two (2) non-voting members shall be nominated by the Vice Mayor to serve a one (1) year term, in order to allow for proper staggering. Non-voting members shall comply with applicable ethics laws, conflict-of-interest requirements, and disclosure obligations and may be required to complete ethics, audit, or governance-related training as determined by the City. In addition to complying with al1 applicable conflict of interest 1aws,members shall not have any financial or business relationship with the City that would iinpair independence. 4. Staffing The City Manager and Director of Finance, or their designees, shall attend Committee meetings and ensure staff availability to support Committee work to provide information regarding audit results and financial infonnation. The ��a��i�tee, however, sha11 not have authority to direct staff, and any Committee requests that���;�����'��t��,�se of City resources sha�l be referred to the City Council. , t 5. Report�ng ,� � � s;: � The Audit Comm����shall report its obse����ons,recommendations,and activities to the City Council on a regular basis,���s otherwise requested 1�y the Council,and recommend to City Council acceptance of Annual Compre�,���ive Financia�Report(ACFR) and external audit results. , ,r f > , , 3 s , � ' '.�{s„ ...,,r?,+,�, 1 ;t ;` 's I HEREBY CERTIFY th�t tlie foreg������solutlon��introduced and adopted at a regular meeting of the City Council of the City of Redd���n the 3rd dayz��`�'ebruary, 2026,by the following vote: t , � � AYES: COUNCIL MEMBER���� t� �� NOES: COUNCIL MEMBERS ' s � � {{� , ABSENT: COUNCIL MEMBERS. ���� ABSTAIlY: COUNCILMEMBERS: � �� '' , / ' � ,�. ' , r � ,, ,; � � `` � MIKE LITTAU,P����r � >i ' �� � �, t � �„ ATTEST: FORl���P��'����i SHAIZLENE TIPTON,City Clerk CHRTSTIAN lYI. CURTIS, City Attorney RESOLUTION NO. 2026- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING ESTABLISHING A FINANCIAL ADVISORY COMMITTEE WHEREAS, The City Council desires to enhance fiscal transparency, community engagement, and long-term financial sustainability; and WHEREAS,a Financial Advisory Committee provides informed, community-based perspectives on economic trends, budget�riorities, and financial policy considerations, , , � 4� NOW, THEREF�����������I'� ���OLVED by the City Council that a Financial Advisory Committee is he„�ti�'��^��stablished wit����following authority,I?urpose,composition,and operating provisions � f n� f ' 1. Auth��� , The Financlal����ory Committee(FAC)is established by and derives its authority from the City Co�uncil. The FA������� ����m az��������� capacity and sha11 provide recommendations and observations to the �����'����icil �'��,��1C s1����,��ave no independent decision-making authority and sha11 not direct City staff. T�����y Manager���Finance Director sha11 support the Committee by providing relevant financial����irmation, ana� ��€�, and staff presentations. �r l �. 2. Purpose �' j / , }' �� �� ' i �� � � f � ,r, �� � , �,. ,� The purpose of the Financial Advisory'�ommi��� �����to (1) p�'��ide advisory input to the City Council on budget development,�inancial prio�`���;�and long-te�.��"iscal sustainability, (2)review majar financial assumptions, economic co�������, and comm,t�,���y tre�ls that may impact City revenues and expenditures, (3) offer co�����it���,�formed������ctiv�� ��i spending priorities in relation to adopted Council goals ant� ��i`inmui���� ������ :���� revt�� staff-prepared materials intended for City Council consideration and provic��'������i�binding�,�r����back, and (5) strengthen transparency and public trust in the City's financial decision-maki���rocess = tF � 3. Composition and Membership ' v'; , s»�� ��� The Finar�cial Advisory Committee shall consist of sev������nembers, and all decisior�s shall be made by a vote of a majority of the filled positions. Two (2) members of the Committee shall be members of the Redding City Council, who shall be nominated by the 1Vlayor and appointed by vote of the Council. To provide for continuity,the Council Members on the Committee shall serve staggered two (2)year terms. The remaining five (5)members shall be appointed members of the public appointed by the Couneil. Following an open public application proeess, each Council Member shall suggest one person to the committee, and all appointments shall be made by vote of the full Council. To the extent practicable, members of the committee shall reflect a broad cross-section of the local economy and community perspective. In selecting members of the committee, the Council shall endeavor to prioritize candidates in roles providing insight into purchasing behavior, spending trends, and the social and economic pulse of the community, such as major employers or key local industries, such as healthcare, retail, hospitality, construction, insurance, or financial services. Candidates should also be considered for their fmancial background and expertise, such as CPAs, CFOs, CEOs, or senior financial professionals. Community members appointed to the committee must comply with applicable ethics laws, conflict-of-interest requirements, and disclosure obligations and shall not have any financial or business relationship with the City that would impair independence. All members must be able to evaluate financial ma���������������and in the public interest. ,���� �n� �� � �°"" ; Community me���� on the Com����� shall serve four (4) year terms, staggered to align with Council Mem����erms for continui�� �nd institutional knowledge. Terms of each appointed member wlll ,�����one year after the ��� of the term of each Council Member. Nothing shall prohibit a cor���nity from being re���inted following expiration of their terms, if approved by � Council. , �, ;_,, Should either of���������}��uncl� ��������� appointed to the Committee vacate the office of City Council Mem��, ���� sh��: .��iiledi�t��`� and automatically vacate their seat on the Committee. Community Meml�����in the Com���tee shall serve at the pleasure of the Council and may be removed by a vote���eof. ,y � � , , 4. Staffing �� � � � 1 , ,�, � �� � , ,� � � � � ` �,�,, ,� , � , „ The City Manager and Director of Finance, or t�����esignees, �<��ll attend Committee meetings and ensure staff availability to support Com�,�������"�work Yo pra'��e information regarding audit results and financial information. The Com��������however sh����t ha��authority to direct staff, and any Committee requests that may re������1��,��e of Cit�����rces�����be referred to the City C�K11.VI1. } '�� (� � 1 1 � � 5. Meeting Schedule ,,� , � �� � ��� ��� � , r , �t.. The Financlal Advisory Committee shall adopt a regular meeti����������„�sufficient to meet the purposes and functions for which it is formed. Me������ ���� �����ide review of materials and presentations staff intends to bring forward to the Ci��'��''��ricil. The Committee shall review budget priorities, community conditions, and adopted Council goals to inform advisory recommendations regarding the budget. 1Vleeting sch�dule should account for increased frequency during biennial budget development years, ineluding additional meetings aligned with the budget preparation process. A11 meetings shall be publicly noticed, open to the public, and include an opportunity�or public comment in accordanee with applieable open meeting laws. 6. Sunset Clause The need for, structure, and functions of the Financial Advisory Coinmittee shall be reviewed by the City Council after two (2) years of operation. The review shall consider data, outcomes, and overall effectiveness in meeting the Committee's purpose. Following review, the City Council may continue, modify, or dissolve the Committee by Council action. I HEREBY CERTIFY that the foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Redding on the 3rd day of February, 2026,by the following vote: � 1 , AYES: CO�����l`V�ElV������. NOES: �����CIL MEMBETR,�� ABSENT: ��'�TNCIL MEMBERS� ABSTAIN: '��UNCIL MEMBER�� � s< r �'.? �� � ' � � � MIKE LITTAU Ma or �� , � , � � Y �� i {_��� ATTEST: r� � � �FORM APPROVED: } , i ` " , s s i ' ' � ;.�:aa ,�,. � �s s �} t t ris, �.'� ,� SHARLENE TIPTON,City Clerk � ' ' CHRIST�;��M �I.�RTIS,City Attorney , } �s �'° , ' , , , � s ,. � � , Y }�; , ,. , t ; , � �,��.> GI �" Y C� F � � �- ' � ° � � i � CITY OF REDDING �� REPORT TO THE CITY COUNCIL MEETING DATE: January 20, 2026 FROM: Kari Kibler, Interim City ITEM NO. 9.1(c) Manager/Personnel Director ***APPROVED BY*** kkibler�a�cityofredding.gov � � � t ��' � � � , ,,..� i ��ai� I�'��, niu�im�'ety\+[��n.a�ea'Wciacr � }iae�:�kta 1'1612dP2�i 1 �r kkibler@cityofredding.gov SUBJECT: '����(c)--Consider Resc���ons for establishment of an Audit Committee and Financial Ov��'�� ht Committee for tl���it of Reddin . �; � Recommendation ' ' rs ' �' � , �. �;,�: b,.,,,, �� � ; �,,. Authorize and approve the follo����:�� � `,. (1) Adopt Resolution est����shing the C�� ��of Redding Audit Committee to provide struct�ured oversight of 1����nal and ext����`�:audit�„�tivities; and (2) Adopt Resolution estab������� a ��� �f R��t��°�',�,,Financial Advisory Committee to provide community-inform�����'���� mpt��� �������velopment, financial priorities, and long-term sustainabiltty. � ' � ' � ,, / < Fiscallmpact f; 4 � t s ` , � , � ; There is no direct fiscal impact associ�����vith ����t���,r�����`attac���� resolutions. Committee members serve without compensation and meeting� ��i�����"aupport���'�y existing staff resources within the City Manager's Office and Finance Department. � �"� � � � 3 Alternative Action '�� t �� �` t � Council could provide alternative direction relative ��,��� ����'�tions and approval of the two committees. �```�� Background/Analysis On December 2, 2025, the City Council considered Item 9.1(e), which focused on strengthening the City's financial governance framework, improving transparency, and enhancing long-term fiscal planning and accountability. During that discussion, Council expressed interest in mare formalized struetures to support: • Proactive finaneial oversight; • Independent review of audit activities and findings; and • Inereased community engagement and perspective in budget and financial policy discussions. Report to Redding City Council January 16,2026 Re: 9.1(c)--Adopt Resolutions Re:Audit Committee&Financial Oversight Committee Page 2 Item 9.1(e) highlighted the increasing complexity of municipal finance, the importance of aligning financial decisions with long-term sustainability, and the value of structured advisory bodies to assist the City Council in meeting its fiduciary responsibilities. Council direction at that time emphasized the need for clearly defined roles, strong governance practices, and advisory cominittees that complement, rather than duplicate, existing staff and Council responsibilities. In response, staff has prepared two companion resolutions for Council consideration: one establishing an Audit Committee and one establishing a Financial Advisory Committee. Together, these committees are intended to strengthen the City's overall financial governance framework. Audit Committee Resolu��� /%1 4 � �.s ," The City has ma�������� an Aud��,t��mmittee since 2015 as a Brown Act committee; prior to 2015, the corr�,����e did not oper��� under Brown Act requirements. Currently, the Audit Committee m���"at least annually to��;`�`�ew and discuss the results of the City's annual external audit. In add�'���i, Council Policy 4����elegates responsibility for internal audits to the City's Finance Dep,��ent and requires th��.�`�the results of those audits be presented to the A�udit Committee ' t� The proposed Auc��� �����'��e re�����+�'�;����nalizes a focused, Council led advisory body dedicated to audit anc�����'�ountal����,���'unction� �� provides a mechanism to initiate and review internal audits with a dedicated����rting mechai���� Key elements include: � � • Clear Authority anr��o1e: The A�����Com���tee serves in an advisory capacity to the City Council, pro����� st����l�'�d ov������� �f internal audit activities, external audit services, and auc��t ������s; wlt���.�.>�s��`���� staff or assuming operational authority. � ' 3 ` � ' , �� • Council Leadership with Limi������mbership: �"��Co���,�ttee is composed of the Mayor and Vice Mayor as ����,�.�m���ers, en�����`�dire���iuncil involvement and }„ accountability. The resolutl��`�lso allt���'�������ptiona�����lusion of up to two non- voting community members to provide additional exper�i���nd contin��ty. , ,, �� ��t.. • Continuity and Expertise: Staggered appointments �;��'d��'���€�.����i�ca�ion criteria for community members are designed to p��serve z���������`���knowledge and bring relevant audit, financial, or governance ex�������'������'���Committee's work. , , • Regular, Transparent Meetings: Publicly noticed and open to public comment, provide a predictable forum for reviewing internal audit priorities and findings, external audit fmdings and performance, external audit contract considerations, and opportunities for process improvement. • Alignment with Best Practices: The Audit Committee structure reflects best practices in municipal governance by separating audit oversight from operational management while enhancing transparency and accountability. Report to Redding City Council January 16,2026 Re: 9.1(c)--Adopt Resolutions Re:Audit Committee&Financial Oversight Committee Page 3 The Audit Committee resolution reflects the existing audit committee requirements and discussion council had under item 9.1(e) on December 2, 2025, by formalizing audit oversight regarding internal and external audit processes. Financial Advisory Committee The proposed Financial Advisory Committee (FAC) resolution establishes a broader, cominunity-facing advisory body focused on fiscal policy, budget priorities, and economic trends. Key elements include: • Advisory Rol� �� CounciL• The FAC provides non-binding recommendations and perspectl������ ��� ���� Council on budget development, financial priorities, and long-t�����'stainablht����;��hout decision-making authority or staff directian. , , • Ba�����ed Composition: '�'�� Committee includes two Council Members appointed th����h the Mayor's cor����tee assignment process and five community members a���ted by Council vo�����This structure balances elected-official oversight with di����� community and industry perspectives. • Indust������i���,���er���;�� ���nmunity Insight: Community member criteria F emphasize�re�i�esentat������m ma�t��``;�ployers, local ind�ustries, and professions that understand spendin� �'�terns, econ���;c conditions, and the social and emotional pulse of the commu���� Restrictlons��'conflicts of interest and Council relationships preserve independen���nd credibi���� .��`' , , , r t / t • Term Alignment and ���'������: Fo������"�fi�'���'ed terms aligned with Council Member terms ensure continuity ����,� maintam��,� accountability and periodic renewal of inembership. � � ` � � � `}� � , • Flexible, Budget-Aligned,��,�tin� �Caden��'��'�e F�� �is designed to meet ��� �s� �, strategically, often a limite�,�.�9umber �� �;����� �` revie� �iaterials staff intends to r,�.�._�„3,�� � � present to the Council, evaluate priorities, and provd��� feedback during budget development. Meeting frequency may increase durin�,���'ennial 1�����,�cycles, with the FAC authorized to recommend cadence adjustme�,��n�����,� ��v������ � , ,,,` � • Sunset and Evaluation: A two-year sun��'�����'���uires the Council to evaluate ,. the FAC's effectiveness using data and ��i��:�omes, ensuring the FAC remains purposeful and aligned with Council priorities. The FAC directly supports the objectives discussed in Item 91(e) by adding structured, community-informed financial insight while maintaining clear boundaries between advisory input, staff analysis, and Council decision-making. Environmental Review This is not a project defined under the California Environmental Quality Act, and no further action is required. Report to Redding City Council January 16,2026 Re: 9.1(c)--Adopt Resolutions Re:Audit Committee&Financial Oversight Committee Page 4 Council P�ioNity/City Manager Goals • Budget and Financial Management — "Achieve balanced and stable 10-year Financial Plans for all funds." � 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 215t Century — "Be relevant and proactive to the opportunities and challenges of today's residents and workforce. Anticipate the future to make better decisions today." Attachments � � ���,s ^Draft Resolution �����,���������Information ^Draft Resolution��`,��[��ncial Ove����� Committee Information , �,r � , � � �� � {,�� � : t, t� , � � , t i b3 � �i�.� �� � {ti y'' �� s � � +; } ii / ��s i � ,. , ��� w.,�., � / �.; �s � �, y � / t , �, � r,x� � � ��,f � ,.�. s s �h� � , �;� ��. , t„ ,., � � '�, � `� s t it tus„ t t f � ; RESOLUTION NO. 2026- A RESOLUTION OF THE CITY OF REDDING CITY COUNCIL ESTABLISHING AN AUDIT COMMITTEE WHEREAS, the City Council desires to strengthen financial oversight, transparency, accountability, and risk inanagelnent through the establishment of an Audit Committee; and WHEREAS, an Audit Coinmittee provides a forum to review internal and external audit activities, recommend improvements, and ensure appropriate follow-up on�inc�ings; NOW, THEREFORE, BE �� ���iQLVED by the City Gauncil that an Audit Committee is hereby established with the foll��������������,�aurpose, compositic�n, ar�d operating provisions: t t ;. 1. Authority ,�� � , �� 3 The Audit Comm�,���is established by ar��`��rives its authority from the City Cauncil. The Committee serves in an advis����,,capacity to the City��ouncil and has no independent deci�ion-making authority unless expressly d�����ted by Council action. The Committee may request informati�n,presentations; and reports from Cit����,�e����,mtema�,�����staff, and����external auditors as necessary to fulfill its responsibilities. ' _ ' , ,��������}�'���$a'�� ,. � ���� 2. Purpose '� ,��� � � ����, � } �_ � � ����� �� � The purpose of the Audit Committe��, to: ����� s , �� � �' ''��"� ' i' , r • Enhance the integrity,transparenc�, �� ��fecti� �t�����°of tli`�=���y's financial reporting, internal contrals, and audit processes; ' � ,��`�'" '" , • Pro�id� direction and guidance regardin � ���al audit fun���'� to ic considerations review � � � P� � findings, and when necessary reusew a���� s process 1����vem���; • Review external audit service contr����� incli����� sct����,'��iidor �����tion, performance, and � � � , results;� ��`�`'� 'r=� v,= �,.�.. , • Facilitate et��nmunication among the City Council, management,���rnal audi���, and external auditors; and � � � '' , • Promote b�est practices in governance,risk management, and �������������.intability. , , } , , ,,>,,,��� 3. Composition and Membership 5 � � ' �z���n�. �,.�. A. Voting Members • The Mayor and Vice Mayor shall serve as voting members of the Audit Committee. B. Non-Voting Community 1Vlembers (Optional/Advisory) • The Committee may include up to two (2) community members who serve in a non-voting, advisory capacity. • Community members shall be appointed jointly by the Mayor and Vice Mayor. • Appointments are intended to provide continuity and institutional knowledge over multiple years. • Terms should be for two years with the first term appointed by the mayor being for 3 years to provide proper staggering thereafter to ensure every other year a new committee member may be considered. C. Criteria for Community Members Community members should, to the extent practicable,possess: • Experience or education in accounting, auditing, finance, public administration, risk management, or a related field; • An understandmg of������ental or public-sector�in�ncial practices; • The ability to an���„���i����,��ancial and audit information; • A commitme�����°L�iical standa�����b�ectivit�, and"�the public interest. , 4. Terms of����ice ' • The Mayo��d Vice Mayor shall s�ive on the Committ�e��oncurrent with their elected terms or Councll�����nation � • Commumty r�t����xs sh��,�erve����te ����wo (2) or����for the first appointment one of a three (3) years, as deternii���`�������ntr� � �� � �����te staggered terms. • Community members may be��� �'c�inted, s �ct to Mayor and Vice Mayor discretion. , � ��, �, � � 5. Notes and Reguirements�'�f �Ton-Council���mrr�unity) Members �+,�� . ���� �l�� • Community members serve in ������� �in v�t���`������ty only. � � t d • Members must cornply with ap�1i���1� ethic�� ���v'�, coi����� of-interest requirements, and disclosure nbligations. ;�4���� • �Memb�rs shall no�have any�nancial csr�,: ���ss'relationsh����ith the City that would impair independence. � � ���� tl, 7 ,,, s t • Mernb�rs may be required to ''��c�����e e����� au��'� ���'�gov���nce-related training as determined by the City. �'��`�"� ' „ ` '�� ;� „„ , }t 6. Staff ParticYpation =, x4 tV y l 1: • The City Manager and Director of Finance, or their��ignee��������'�'��end Committee meetings �� �r 3 , and ensure staff availabiiity to support Committee�����, �� ,,�;,.0 • Staff participation is necessary to provide information regarding audit results and financial information; staff shall not be directed by the Committee. 7. Meeting Schedule and Cadence • The Audit Committee shall annually adopt a meeting schedule. • Meetings sha11 be publicly noticed, open to the public, and provide opportunity for public comment in accordance with applicable open meeting laws. Typical Agenda Topics May Include: • Training and education related to auditing, financial oversight, and governance; • Review of internal audit plans, findings, recommendations, and process improvements; • Evaluation of modifications to internal audit practices or scope; • Review and evaluation of external audit contracts, including auditor selection, performance, feedback, and potential modifications; • Review of third-party audit reports and external audit findings, including management responses and corrective actions. 8. Reporting • The Audit Cormnitte����4�,���ort lts observations, recommendations, and activities to the City Council on a re��������'��,��������herwise requested by the Council. _,�. • Recommend t����nci1 accepta���of Annual Corilprehensive Financial Report (ACFR) and external auc����3��sults. ,}, I HEREBY CER'���Y that the foregoing���inance was introduced and adopted at a regular meeting of the City Council o���City of Redding on the 20th day of January, 2026,by the following vote: � �. � � ���� AYES: COUNCI�,�����5 � ����''`���'��u"���� NOES: COUNCIL MEMBER� ���, f` ABSENT: COUNCIL MEMBEI��� � ;� ��� ABSTAIN: COUNCIL MEMBE �f� �y����'�� ��� � ���,� � t / ��� ��;� �� �� �^,� 1 �'� J 3 ii,>? t ,,i, .�r }�,v,n;, n i ��� � � �'� LITTAT��'�2ayor ���'��� � s������ � � �a � ATTEST: �� �`��;:����'�;�VED� £ `� , � } � � ,,.�� � ,� ,;� ' � , ,, �� ., � SHARLENE TIPTON,�ity Clerk CHRI�'�'IAN l�������5, City Attorney r, ,> '��,. RESOLUTION NO. 2026- A RESOLUTION OF THE CITY COUNCIL ESTABLISHING A FINANCIAL ADVISORY COMMITTEE WHEREAS, The City Council desires to enhance fiscal transparency, community engagement, and long-term financial sustainability; and WHEREAS, a Financial Advisory Committee provides informed, community-based perspectives on econoinic trends, budget priorities, and financial policy considerations; NOW,THEREFORE,BE IT RESOLVED by the City Council that a Financial Advisory Committee is hereby established with th��������alg authority, purpose, composition, and operating provisions: , . }..j%µ ... 1. Authority ' � , ; 's The Financial Ad�i��y Committee (FAG� �.� established by and derives its authority from the City Council. The FA��erves solely in an �,��[sory ca�acity and sha11 provide'recommendations and observations to th���ty CounciL The FA�"�'shall have no independent decision-�naking authority and shall not direct Cl���aff The City Manager and Finance�Director shall support the Committee by providing relevant�r������11nf���tion, �r� � ��� and staffpresentations. , , �a������' ��� , ;� � ,,„�� �� ��� ' ����w� � 2. Purpose `t � ��� ����� � ``'��� The purpose of the Financia�Ad�is Commi�tee i� � � �� ��� y � � �'.,, ����'�� � / �y '�V¢� � l • ' ��n b�� ����� � P � , Provlde advisory in�ut to the ���� ���� �� t ��opment financial norities and long-term fiscal sust�inability; ����r��=�°�'� � ; } • Revie�u major financial assumptions, econ � conditions,,r�r��l community trends that may im act Cit revenues and ex enditures• �� �� , p . Y l� � ������� , . • �ffer community-informed perspectiv���� ,nding prlo��,��� In r���on to adopted Council goals a�d community needs; �'�� � { ` • Review staff-prepared m�terials Inte'�i'ded for ����;��a��icil co�����ration and provide non- � binding f�edl�ack; and ' � ���` � � • Strengthen tr�nsparency and public trust in the City's financlal���is1o� �'�������irocess. , ` ;� 3. Composition and Membership ��'�� , j , _ � � All Members of the FAC shall have voting rights. �� A. Council Members • The Committee shall include two (2) members of the City Council, appointed by the Mayor through the Council committee assignm�nt process. B. Community Members • The Committee sha11 include five (5) community members. • Each Council Member shall be encouraged to recommend qualified applicants. • Each Council Member shall provide one recommendation for inclusion on the Committee. • Community members shall be appointed by majority vote of the City Council�ollowing an open application and selection process. C. Member Quaiifications and Criteria Community members should, to the extent practicable, reflect a broad cross-section of the local economy and community perspective. Appointments made by each Council Member should consider the following as potential experience, expertise, and/or background: • Major employers or key local industries; • Healthcare,retail, ho�������� construction, insurance, ar financial services; • Financial expert��°���� ������, CFOs, CEOs, or senior financial professionals; and • Roles that pr��`��� �'insight mtt�����'chasing �ehavior, spending trends, and the social and economic p���f the community � Community mem��`��must: �,� • Have no co����ti of interest or o�portunity for mc�nerary gain related to City decisions; , • Have no imrr������� fam���r house l���lationship with a sitting Council Member; t���� � • Be able to evalu������������ and� � "���;����robjectively and in the public interest. � � �f� � ,��J �� F, 4. Terms of Service �� �� � �� �� A. Council Members �� �`� � o �� ���,�`�,��� � ��"� �� ��`�,5 �,������� � • Council Members sh�.11 ser�e on ���°��c�mmi���� ��ncui=�`��� with their Council committee '�. t� .,.' r assignments or at the pleasure of'�he Mayor Ity�Counci�k ���� �� � , B. Comrnunity Members � ��� ;�� � t,, , � , �� ��� ��, ;u�.��. ° , r°' • Community members shall serve fou���4) year t�����',���gered tc����gn with Council Member terms for continuity and instit�utional knowledge. Terms of ea��'��pointed r��mber will end one year after'��the end of the term of each council member. �� � ���� ���' • Community members may be reappointed following exp����� �� ���'�terms, subject to Council approval. , , } ����� 5. Notes and Reguirements for Non-Council (Community) Members • Community members serve without compensation unless otherwise authorized by the City Council. • Members must comply with a11 applicable ethics laws, conflict-of inter�st requirements, and disclosure obligations. • Members shall not have financial interests, contractual r�lationships, or other affiliations that could impair independence. • Members are expected to attend meetings regularly and review materials in advance. 6. Staff Participation • The City Manager and Finance Director, or their designees, shall attend Committee meetings and ensure staff availability to support Committee work. • Staff participation is intended to facilitate information sharing and discussion; staff sha11 not be directed by the Committee. 7. Meeting Schedule and Cadence • The Financial Advisory Committee shall meet as needed, generally a limited number of times during each fiscal cycle. • Meetings inay include review of materials and presentations staff intends to bring forward to the City Council • The Committee ����,�, �����t�����et priorities, community conditions, and adopted Council ���� �,,� goals to infon��������ory recomr����,ahons regarding the buc�get. • Meeting cac�����'�may increase du����biennia�budget developrnent years, including additional meetings a���:�;d with the budget p���aration process. • Annually,�l���Committee may rec���nend changes to its meeting cade�ce to the City Council for consid��,�on. u`�� �� ���� � • All meetin����all be publicly noticed, open to the public, and include an oppt�rtunity for public comment in at��+���ance ��� applicai�����en meetiing laws. � ` ���� ����� � ,: , ,������ � ���t � � 8. Sunset Clause � � �� ;,�� u�k��"�. �}��� • The Financial Adc�iso�y Ct� ���ttee sha11 be � ��ewed by the City Council after two (2) years of operation. �� � ���� ; ������� /��� • The review shall consider da�a����,�����������ove��,l��������eness in meeting the Committee's t� < t � purpose. '� '; , ..� � ��� . <� , , • Following re�iew, the City Council may �����ue, modif�� �r dissolve the Committee by � & Coun�il action. �� ���� � � , /<;, �� `�������t �> �' � � , �� I HEREBY CERTII'Y that the foregoing or����'�ce v��;��trot����;��id ad���d at a regular meeting of �� �� .,,,,, , , , the City Counci�of the City of Redding on the`��Oth day o�����',`2026,1����e following vote: ' AYES: COUNCiL MEMBERS: '; ' , } , } NOES: COUNCIL MEMBER�: , � > '� u=���� ABSENT: COUNCIL MEMBEItS: ,� <r« � T ABSTAIlY: COUNCIL MEMBERS: } " " MIKE LITTAU,Mayor ATTEST: FORIVI APPROVED: SHARLENE TIPTON,City Clerk C�IRISTIAN M. CURTIS,City Attorney GI �" Y C� F � � �- ' � ° � � i � CITY OF REDDING �� REPORT TO THE CITY COUNCIL MEETING DATE: December 2, 2025 FROM: Steve Bade, Interim City ITEM NO. 9.1(e) Manager ***APPROVED BY*** sbade@cityofredding.org � ' ' , �- � s , t��,re a �, 7�t l if2{i/242+ �,�,°�,,��� sbade@cityofredding.org SUBJECT: ���(e)--Consider estab�����nent of Financial Oversight Committee , } , }�s �} Recommendatio�� „ ' � , , . t Authorize and approve the follo����:� � (1) Authorize staff to dr���4r`a resolutiont ��rmalizing the Audit Committee structure establishing the compos����n of inemb������rm o��nembers, purpose(sj of the committee (include existing�delegat���,�nder C��;����Poll�;���5�, and meeting schedule; and (2) Authorize staff to draft a ��������� estal�������� ���,Flnancial Oversight Committee structure, specifying the comp�ositlon �� ��embers, ��n of inembers, purposes of committee, and meeting schedule. ����� '`� � �, Fiscallmpact � ' ; r � s.: ,,. There is no impact to the General Fund with this actit��.��s��° � t ; � AZteNnative Action ' _ �� , ,�r City Council (Council) could provide staff with altern���,������� �� �`��� � Background/Analysis On October 22, 2025, the Council directed staff to return with an item considering the creation of a Financial Oversight Committee. Council specified that the committee would be forward- looking but has not yet indicated the specific scope or function of that committee. Staff has reviewed models from other cities as well as articles published on this topic and are bringing those forward for Council's consideration. Staff is requesting further direction as to the scope, composition, terms, and meeting sehedule. Additionally, staff has reviewed the documentation regarding the existing Audit Committee structure and is recommending that Council consider formalizing that committee's role to provide greater clarity going forward. Report to Redding City Council November26,2025 Re: 9.1(e)--Establishment of Finance Advisory Committee Page 2 Models from Other Cities Staff has reviewed how other cities have formed and maintained Financial Oversight Committees and have identified two major categories of committees. First, similar to the City of Redding (City), many jurisdictions have audit committees responsible for reviewing audits of past expenditures. These committees may review both internal and external audit results in addition to setting audit priorities and identifying areas for future audits. In larger jurisdictions, the internal and external audit functions may be given to separate committees, which work in conjunction with a dedicated City Auditor or City Controller position. Examples of this structure include Las Vegas, San Francisco, and San Jose. Presently, the City combines both the internal and external audit functions into a single Audit Colnmittee, which is a standing committee of the Council. The City does ����ve an internal auditor or controller position, these types of duties have been delegated�����"�������� Services Department through Council Policy 425. � , ' , Second, sever�������sdictions emplt��', � different kind of committee that participate in the budgeting pro�����by reviewing pro�e���ns on fut�ure revenues andlor expenses. The purpose of these comm����`s is to provide ad���nal technical expertise that can assist in budgetary accuracy and��sparency. For exarn��'e, the City of Las Vegas engages a "Financial Advisory Committee" t1��� ancludes local stakeholders such as economists, hoteliers, and representatives from the home���;��ers' ass(��iation Per that city's budget summary, these members provide "perspectives into �������� ���enu��������,����a and sometimes, expenditure assumptions." By including representative�"���rom k���'���a1 indu����s, this type of committee can provide insight into local economic trends that ��i���`impact pro����ns in revenue. This may present advantages over the City's current pracn���„vvhich is to ���'" on projections from a consulting firm and ,, executive staff, as reviewed, ad����ed and appr����by C��cil. � � f' ' � , � � �� � , These two different types of comm������';����}�iot rr���������'����,��ve. In the Las Vegas example, that city utilizes both a Financial Advisory ����nittee loo��� at revenue assumptions in upcoming budgets and an Audit Oversight,����nittee to rev��� audits of past expenditures. Each function prospective and retrosp����� � <,provides a ,���eren� �enefit. As such, the committees have different needs in terr������'ma������r exp�����neet����chedule, and structure. In deciding whether to modify the exist���Audit t� �������'`'and/or����te a committee to assist in the budget process, the Council may want to conslder���ow the s�����'ic objectives of each type of committee meet the needs and resources of the City. �' � �,�t , �"� As the staff was researching information for thls rep�xt, a v ������iative article, printed in � Wes�e�n City, a monthly magazine provided by The L�� ������i�ornia Cities, was located and � �,ffi.� is attached for reference. The article states, "These '�'ommititees, composed of community members, aim to increase city government transparency and build accountability". It goes on to warn of the potential pitfalls, highlighting that clear direction is needed to avoid duplicating staff work, creating competing priorities and workload �or staff, and/or challenging the governance and authority of the Council. The article recommends establishing clear steps to avoid the pitfalls, these step include; articulating clear direction from Council on the mission and role of the committee; setting clear roles and responsibilities, adopt a standing committee resolution or code of conduct for the committee, provide training and/or orientation to all involved, appoint a city council member and/or staff liaison; clearly delineate the 1eve1 of committee staff support to be provided; consider sunset provisions; and regularly review the purpose and mission of the committee. Report to Redding City Council November26,2025 Re: 9.1(e)--Establishment of Finance Advisory Committee Page 3 Audit Committee The City currently has an Audit Committee, which is comprised of the Mayor and Vice-Mayor. As a standing committee of the Council, the Audit Committee is a Brown Act body with publicly noticed meetings. Staff did not locate any original organizing documents, but based on the review of agendas, the Audit Committee meets regularly to consider the results of the City's annual external audit. The Audit Committee then advances the results of the annual external audit for consideration by the CounciL The committee also meets and considers modifications to audit contracts, including extensions, and the selection of new auditors. Additionally, the City currently tasks the Audit Committee with reviewing all internal audits and setting the priorities for future internal audits. Staff is recommending a a�e���ution formalizing the structure and scope of the existing Audit Committee. Counc� �������������vides the delegation of the authority for Internal Audits to Finance and repo��C�����"�`the resu� �the internal audits to the Audit Committee. There is no clear defimtion ��;�ocumented role���,the Audit Committee besides this mention in Council Policy 425 an�,��`s includes the exter��;audits aspect. This is most likely the result of functions being delegat���l�°o the Committee at����`erent times, but it would be helpful to maintain a single document ou���k�ng all of the Commi��e's functions and structure. Moreover, as a Brown Act Body, the Au���;�ommittee is required to have a regular meeting schedule, and including that schedule in th�����lution �,ould be he��aful for organizational purposes. Prior to bringing forward a resolutic������;��'��}��neec��������yhether the Council chooses to retain the current A�udit Committee struc�r�� or w���������o revis�'�'����at issue as part of the larger fiscal oversight 2," r, discussion. �� �_ ��_ s } �'�� Financial Oversight Committ�� � , t , s ' y '. � t a� � ' 1k s The City does not currently have �����������e th��������������vard-looking recommendations on revenue and expense projections to asslst � ����City's bi����t process. If the Council is interested in creating a committee similar t�����t is used in ����r cities, staff can draw from those examples to bring a proposed resol���� ��� the Counc����con���r. These would likely involve some customization for the �;�� Or��� again, ������''�the ����� of Las Vegas as our example, representatives from speclfi����idustri�� ��������� reven�� �in their jurisdiction are , ,. � . appointed to serve. A similar committee in the City rriay or may r����iok to the same industries as a driver of local revenue and economic activity. 4� ��' '� _.��-�� � � � Similar issues would be meeting schedule and appomt�ent pr�a��`��,y �%��i city typically uses its own appointment structure. In the City of Reddm��;;���� �������s� appointments made by the Mayor, subject to approval of the full Council, with ��t�i's'`��staggered in order to allow for a diversity of appointments. Staff would prepare any draft resolution with this same model unless otherwise directed by the Council. Additionally, the Council wi11 need to decide on a regular meeting schedule for the committee, but that may be best decided after the Council determines how it may change the budget workshop process. Other Options The options presented represent the models that staff has identified from other jurisdictions, but other structures are possible. If these options do not meet the Council's needs, it may be prudent to start by identifying the policy goals that the Council wants to address so that structure or alternative proposals can be derived from there. Report to Redding City Council November26,2025 Re: 9.1(e)--Establishment of Finance Advisory Committee Page 4 Environmental Review This item is not a project as defined under the California Environmental Quality Act, and no further action is required. Council PNio�^ity/City Manager Goals � 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 toc��'� �esldents and workforce. Anticipate the future to make better decisions tod���, ' � �� „ � �� , , 3;' > � Attachments �, ' '�� 5 ' ' i,�i ^City Counci���licy 425 - Internal A��it Function ^Finance Adv�����Committees_Tips and Traps - Western City Magazine �;,' � , !z...,. �, � ��7, y 13_ J tr. � e 1 � 4 / .. l ( $ / }: } 5 / �l l 5 } �4 � t � S 3 }, f 3 F i 1 ` f 1 a{ /llv ls, CITY OF REDTIING, CALIFORNIA Cl�T.1NCIL POLICY SUBJECT RESOLUTION POLICY EFFECTIVE pAGE NUMBER NUMBER DATE INTERNAL AUDIT FLTNCTION 2006-40 425 3-21-06 1 of 1 BACKGROUND City management is re 'ty Council for its performance. Whi1e management is primarily responsible for the C� erformance a internal controls,the City Council is ultimately responsible for ensuring that mana nt fulfills that re sibility. The quality of the City's control environment can be improved by estab ng an internal audit ��tion. The internal audit function would help in monitoring the effectiveness of t ity's policies and edures. Implementing an internal audit function should also enhance the City' ctiveness in accomplishing its goals and objectives. The internal audit function can be provided by Finan 'vision personneL The Finance Division has qualified staff who have supervised, planned and/or perfo the ssist the City Council in its responsibility to oversee management's performan � ar � g al controls,the Finance Division will not only report to the City Manager, but also directl e Audit C ittee regarding its internal control procedures. PURPOSE It is City Council's desire to establish��� �dit internal audit function would help in monitoring the effectiveness of the City's po icies and ures. Q� iedpersonnel exist within the Finance Division to perform some of the internal audit fun To improve City's internal control structure the Finance Division is assigned the responsibility o �ming the in 1 au � function as workload permits. To help enhance the Division's independence �� i �� n will r orm o the City Manager�and Audit Committee at least on an annual basis. PoLicv It is the policy of the City Council of the City of Redding tha the Fin � n will be responsible for the internal audit function of the City. Due to the limited st � e to work on internal audit items, priorities will be set by the Finance Division as to the work � � erformed. Howev�r, at least annually the Finance Division will report their internal audit priorities to the Audit Committee and the Audit Committee may approve or change those priorities. Annually,the Finance Division will also report the results of their internal audit work to the City Manager and ti�e Audit Committee. ��\��5>� ,....:... ���,n �_ �' r����� }ti �ir � '�„��,'rt ������ � ' � . ; � � � ,� � ��� ��� � t �� t��s� � � � ���� \�4 tsy � fi � •y��r „ . , � ���'�_� r � -- �,��`� ' � �`�,��, ` t � {?� ',,... .�' s , f, �9`� ��� x, : x ��� ;° � °� � � `.t,.; , , za�� � , � � ��`q���°��uzi�,�����rh. �, �4� ry�ti�� � . ' ��7�� �.., y} ssaf7� <. _..� r' ti zs f 1 .' .. .' tiFl}�}1�t � 3 �+S�tlAS3y „tss.£.S .�., .....>..,,..i�:' ,i;:: . ::�:'�:.. ::':�.:� .�:, �• .:. ,.'.�.. ...� �b„� 3,�S�t�t,�i,,.�G , � ... . ,..r..... ... . � ��� `�` � �� ��,t,�, ,��?�' °�, ��� ��������z�`�1``�`����`�.�,��S�tl itt71'Stii; `;4~'�a'ti3� `�� ��� flp����l��?�y� � �f �. Q,Zi� f:.�J�i� .S 4 e�.�.��nt ,@n, tt 1 F.y.F i 11� ic�r::7�C•l'��)i1>�t��yrr<Ssr �� U� � i� t tr '�'�..�f �z rr � � ,x� z. i. ..£�' s ) � �,ft}t11 '�3t. �z,>,��t�!rr .':i�r<�," � � f t .17 'v .4�. �).5'ti�s}ft � £i1�r`i t� s� Zj.} �t�c ,t tkt ��.:�s.� ,,:.s�,} e C. t�,s c s �t � Z �} ��.�:i ��y { t Si: t �t�- �� S�t t � C t ✓ k i s s�`yt t 2 j � � y >7 tTk } 33Ft�x ts s � t y } �,q51. a I t 4 ,� � 3 ). i` r ,1 . .,� ..+" ::'p ��� � , . �»>, � � ,. ;:. .: � ��� ��� � I ', ., .,.,.: ' ... � ,,e ..). ..;. ...,,, .,, . . ,:�'. .... ..;"� ! 1 Sl J h,�, l � � i October 22, 2018 ; F��t�s��� by elissa Kuehne , , � y a� . _''f'� i ,.,, „. • �"�a�a� Melissa Kuehne is communications and development manager for the Institute for Local Government; she can be reached at ����:�a�°�-�rzc�c��c,�-�l�;ac��°�:�. In today's environment of the 24-hour news cycle, social media and "fake news," cities throughout California are working hard to engage their communities and strengthen trust in local government. Residents increasingly question decisions made at all levels of government — part.icularly those related to use of taxpayer dollars and financial decisions. To help address such concerns, many cities are turning to finance advisory committees. These committees, composed of community members, aim to increase city government transparency and build accountability. Including the community in the decisionmaking process beyond participating in elec�����d city council meetings helps people better understand the �� � , , types of decisions ma��z�,�����ie loca� ����1, the trade-offs to consider and how city councils � arrive at final declsl���:`� „ � , } "Involving residen�� �� meaningful, inclusive and responsive ways benefits the city and the ,, community alike," sa����"�n� ��;�lerbru��� ��,� manager of Palos Verdes Estates. "Advisory s , ' committees can se�ve as a��c��i�ulti 1�����en ��s���� and communit�, which leads tio incYeased , . transparency and trust." ' ; Avoiding Unintended �+������.er������=���ues to Consider �,. ,t„ Finance advisory committees can yield man�'�����fits, but tk����can�lso generate unintended , � consequences if not carefully designed ���,�nari�,��] _4������`�t cl�����irection and strict �4�u �1t S�t4�t.,� t� oversight, a city runs the risk of the finance advisory"committe���pl�catin� staff work and , ; t; challenging the governance and authority of the city council ���h +��������tees� are rnost , effective when they are a conduit for residents servi���n �r���`�'���ry capacity to the city ��� � �, ���,. council to share opinions and offer recommendations��������and least effective when they duplicate the efforts of the city's finance director and Finance Department. Committees that duplicate efforts can also create competing priorities for staff. When the committee's purpose and tasks are not clearly articulated, cities run the risk of committee members attempting to direct staff and drive projects. This potentially puts staff in an awkward situation where the committee issues directions that conflict with council-adopted goals and priorities and/or the directions of executive staff. The amount of staff time needed to manage the committee is another consideration. It's likely that staff will need to respond to questions and requests from committee members and provide support for additional public hearings and meetings. Depending on the number of ineetings and the committee's needs, this can significantly strain already stretched city staff. Another problem can arise if the committee is given the authority to develop or recommend a budget because the committee may reach a conclusion that differs — perhaps radically — from the direction that the council deems to be the best option. This creates conflict between the council and the commlttee �„��� ��r extension, the residents of the community. In such a t , , t � �, ,� situarion, if the counc�,� ���°not to �"����w the committee's direcrion, it can undermine the , chances of achievlr� '��ie� rimar oal �� lncreasin trust between the cit and communi �� 1' Y � � Y �'• � v��� �,�z�,� Best Practic�� � ' '�� ,� {t. � � To avoid these potentia�'��=��;��, �it1�� �������`'��,e i,�j following steps. , � � t e 4• 1 3 � � � � Articulate a clear mandate from ��� ���� ���t�nci�'����� � ��;a; ., 4 .; , ,<, .�'Nur �� s T the committee's mission and role in t�ie � �f ' ������� � decisionmaking process. This can avoid "'�' } p" � ,�'����on cree ' � � ,'S � � �_ � ;" � and support the efforts of staff and th� ���nci�°`�� �ee� ��� ,'� ���� ` g , . '�����:� ��.�«�,� � . committee — as a whole and its individual mernbers = focused and on task. ; , �r, , Set clear roles and responsibilities. Providing clari���u�{���` ��� committee members on their charge and the decisionmaking process is critically important. Committees are not in place to direct staff, duplicate staff efforts or make final policy or operational decisions. Their purpose is to serve in an advisory capacity to the city council, which in turn makes final policy decisions. If a committee crosses the line into the operations, activities and recommendations that are the responsibility of the council or staff, the council risks unintentionally abdicating its role, losing control and creating unnecessary controversy. Adopt a standing committee resolution or code of conduct for the committee. This helps formalize the committee's role and responsibilities and provides a mechanism for staff and the city council to keep the committee on track. Provide training and/or orientation for new committee members. Standing committees are subject to the Ralph M. Brown Act. Thus, it may be wise to provide training to committee members on the laws governing open meetings, AB 1234 ethics education and/or conflicts of interest. City officials may also want to consider conducting an orientation for new committee members that covers } }4 } }� ! • The role and ����ionsibilities of' ��� committee; , �° • Applicable �i��`�ordinances and �r���cs laws; • Adopted co���,of conduct; and ` , • Staff or counc'�����tac��� � u i F. ;�i.,,..s �,_, , a r�. i � „� �i i It may also be helpful to consider�;'����unique qui�fications and subject-matter knowledge or j; expertise that may be needed on ��� committe��jd to ��ek those skills in the recruitment � process. When recruiring members �`���������e ad���������mittee, the city may require ��' ; ,,,, , applicants to have finance, investment or bank����xperienc�� �owever, such private-sector ' „ experience differs significantly from public�s������ finance, �;��'cor���ittee members will still t, t , require training and oversight. � � ��� '� � , �c.��� g ..t `'�' �' � S's,l„... 14 } t � "The City of Los Altos Hills provides training and orienta�or� �'�r al,l��;����'�c�mmittee members � , �� and has adopted a code of conduct for all appoi�ted,���mn��;�����s�and committee members�» � � says Car1 Cahill, city manager for Los Altos Hills "Thls"��ows us tio manage expecta�ions and work more collaboratively with our advisory committees." Appoint a city council and/or staff liaison. This individual can report back to the city council and/or executive staff, answer questions for the committee and help keep the committee focused on its mission. Clearly delineate the level of committee staff support to be provided. Make certain that adequate staff support will be provided for the advisory committee and be specific about the limits of such support. Have a sunset provision or regularly review the committee's purpose and mission. If the committee has a narrow scope of duties, it may be appropriate to limit how long the committee exists. Periodically reviewing the purpose or mission of a standing committee is also advisable. Has its charge been accomplished? Is its purpose still relevant or does it need to be re-examined? , ��������t�, ,,.:. � �' f , ,�� .1�,.'n �tl t 5 �{���� � ,5 s s�t �., 5 �, ��, � � � , c> � �, , t y� 4 � � §Y ��.�, �, =t '. ti ���; � r,�,�. ��; �i i , 'F � ' ;w ; y, � ' �i ; ' I � � ,1'��a�:��� �k :.'� �" I w1 ,.�,... ; .. , �i I (�� � � �. ... i i �1 I I I ;, ;r � , � , ,� �.: � � � �,. � � �� , � , �t���.ss�, � � , � � � �,,3 � .. . �.,,�� Taking the Long View "In general, it's good to have more community participation in local government through advisory committees and other means," says Rod Gou1d, retired city manager of Santa Monica. "However, problems arise when the committees aren't provided the necessary trai�ing, clarity of direction, support and oversight to complete their mission or goals." When carefully executed and properly functioning, finance advisory committees can build trust in local government, help a city understand the community's values and priorities and foster leadership development. Cities also employ other means of engaging residents on fiscal matters. The Institute for Local Government offers a number of resources to help local governments successfully involve their communities in budgeting and finance issues and plan productive public meetings. See "Tools to Engage Your Community in the Budgeting Process" on page 9 for tips and approaches to that engagement. j j '�t' � .. � � ; , . �>r , � � Photo Credit: Erhu�t���19. ` � �t , � i 1� } } } Sl. 1 ,,;..z�a,. � S. �;� S` n„v ( _ ��.._... . _.,a.,_�������. ......_ �_�������� ..�..���' ' t:{t � t � l y k t ��� November 1 2Q17 � ; � , C���ober 1, 2017 ��� t '���� Se ��.� "k�: �W,.sWV+.% f�V869 �164r "� 4 t} �..��,�+'����VC4r �,�M��l✓'4r�6.Mi iwb �Szx� ` j.,f �Q Ir���it��a�� �c�r �t�� Il��a�,�� ����� � s ��er�����' ��� Carolyn �,.v � b� ,� „� �,. ,a �, �. �� �,�, � �`' �c�u�r���e��t� � � �� Colem�i� �������,� �� �� ��,��� Da ������ Madeline H��r�ry = ����,��n� ��a�r �� � � } , �t���ln� tl�e � ����:n�,��� ���s1o� (J���rnart T ��mrn�.��� �� �h� �.,�,� �,� � `I°ra�n � � �l�y I�c���,l S � 4 } �'�:, r r..;» Increasing pension cos����������ush Public involvement in city budgeting cities already r����������i'stress � , increases financial transparency and closer to the brin�o�bankruptcy. promotes greater trust. A look at how comr for an earthquake � resilience. 126 ltedding City Council, Special Meeting Civic Center Council Chatnbers 777 Cypress Avenue Redding, CA 96001 fJctaber 22, 2025, 4:00 PM The meeting was called to order at 4:02 p.m. by Mayar Jack Munns with the foilowing Council Members present: Mike Littau, and Erin Resner. Cauncil Member Tenessa Audette arrived at 4:03 p,m. and Coun�il Metnber Dr.Paul Dhanu�a arrived at 4:04 p.m. Alsa present: City Attorney Christian M. Curtis, Interim �ity Manager Steve Bacle, City Clerk Sharlene Tiptc�n, and Executive Assistant Erin Barnhat�t. The Pledge af Allegiance was led by Mayor Munns. REGULAR CALENI�AR� REP4RTS & COMMUNICATIQNS OF I�EPARTMENTS BOARDS COMMISSICINS AND COMMITTEES 2.1 Presentation of Bt�������F�nancial Repart dct€�ber 2025 from the City of Redding(CitY) Treasurer/Dir��`���,��'��������'rreg Rabinett. twe > ,. � r .., 3 � � Director �;���nett summarized��� Report to City Council (staff repart�, and pravided a PowerP���;�Fresentation, both i��rparated herein by reference. t ,: >, The fo��,��'ing spoke in opposgtii�n to the �ity's Budg�t and Financial Report: Dennice Maxwel��,��Zke Quinn,Pamela McNeill, Ciary Peyrot,L7e-Dree Holiday, Jeff Audette,and . r,� � � � Lesl�e. t , _� , , ,; � Benjamiri Nawain and Al����'itts spak�r;��support of the City's Budget and Financial Repart. " , �� Mayor Munns allotted ea�'��ouncil M������`appr����ately 15-20 rninutes ta express their thaughts and opinians, a��``#����� ���ncil ��� �� Audette's request to share her � PawerPaint presentation. ',,> }� � , . � , � � f , A rabust discussion amongstthe Coun,������ued. � � � � A cansensus of the City Cauncli ������ect��"�ie Clt�'���ance���ctor to attend all future Clased Session discussic�ns with ��ty Persa���' pertain���$�c� City employee unian Memarandum of Understanding (Iv10U) negatiations and ���� increase�� (2} directed staff to prepare an annual Cirant Funciing Repart that lncl���s ally�������`rtments for Council's review, (3} directed staff to provide a City Palic���v���������"r alI new Cauncii Members; (4} directed staff to providefdeuei�p � �ave ����`�iiance Basics course far all new Gity Cauncil Members; and (5) dire���� ����''`'�� return tQ Council with the fallowing agenda iterns far cansideration at a future �c�uncil meeting: (a) reforming City Budget Workshops maving forward; and (b} creatian of a City Finance Oversight Committee, AI3JQURNMEI'�T There being na fu�-ther business at the hc�ur of 6:34 p.m., Mayar Munns declared the meeting acijourned. �I'�'RC}�VED: ,; � �•` :�,>� �� ;'`��'` ,�----�,,: m �� Jack Murins,lV.�ayor ATTEST: � � _:�� -- h � � � � �,'f,'';�.��,��-�,-��,,��`�-�%��,�e�"��.,� �f�harlene Tiptan, City Clerk 10/22/2Q25