Agenda Packet — Redding City Council, June 20, 2023 (part 4 of 5)

CITY OF REDDING

PUBLIC WORKS DEPARTMENT - ENGINEERING DIVISION
Technology Surcharge 5.00% 5.00%
Applied to all fees except Transportation
Permits Reso. 2007-175
Permit Processing Fees
Plan review of Public Improvement:

Permit Processing for improvements, landscape maintenance district formation, and final map review associated with new development (1% of the estimated cost of construction to be paid to the City at the time plans are submitted for review, the balance based on actual cost of review to be paid prior to the beginning of construction.)
Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as prepared in
accordance with cognizant agency) Reso. 2013-061
Change order (Paid prior to acceptance of improvements) Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as prepared in
accordance with cognizant agency) Reso. 2013-061
Public Works Inspection:

Inspection of public improvements associated with new
development to be paid by developer. At the time of permit issuance a deposit of 2% of the value of the construction shall be deposited with the City. The unused balance, if any, will be returned after final acceptance of the improvements. Cost not to exceed 2% of improvement cost.

Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as prepared in
accordance with cognizant agency) Reso. 2013-061 R.M.C.17.74.05 Reinspection - If during final inspection the work has not been approved, all subsequent inspections will be based on actual cost of inspection and are not subject to the 2% maximum inspection fee.

Final parcel map review fee (covers 2 plan checks) 469.00 492.00 CPI Reso. 2020-082 R.M.C.17.16.030 & Lot merger / property line adjustments for 2 parcels with maximum of 2 plan checks 223.00 234.00 CPI Reso. 2020-082
Third and subsequent checks
Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as prepared in
accordance with cognizant agency) Reso. 2013-061
Lot merger / property line adjustment for 3 or more lots ($150 deposit due with application - balance due prior to recordation) Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as
prepared in accordance
with cognizant agency)
Cost
(includes overhead as prepared in
accordance with cognizant agency) Reso. 2013-061
Grading Permit:
50 to 1,000 yards 529.00 555.00 CPI Reso. 2020-082 R.M.C.16.4.070 1,001 to 2,000 yards 641.00 672.00 CPI Reso. 2020-082 R.M.C.16.4.070 2,001 to 3,000 yards 754.00 790.00 CPI Reso. 2020-082 R.M.C.16.4.070 3,001 to 4,000 yards 864.00 906.00 CPI Reso. 2020-082 R.M.C.16.4.070 4,001 to 5,000 yards 989.00 1,037.00 CPI Reso. 2020-082 R.M.C.16.4.070 5,001 to 10,000 yards 1,184.00 1,241.00 CPI Reso. 2020-082 R.M.C.16.4.070 For each additional 5,000 yards or fraction thereof in excess of 10,000 yards 239.00 228.00 CPI Reso. 2020-082 R.M.C.16.4.070 Clearing (for grading):
1 to 2 acres 119.00 125.00 CPI Reso. 2020-082 R.M.C.16.4.070

2.1 to 5 acres 172.00 180.00 CPI Reso. 2020-082 R.M.C.16.4.070

5.1 to 10 acres 358.00 375.00 CPI Reso. 2020-082 R.M.C.16.4.070 For each additional 5 acres or fraction thereof in excess of 10 acres 56.00 53.00 CPI Reso. 2020-082 R.M.C.16.4.070
Appeals (for grading) 92.00 96.00 CPI Reso. 2020-082 R.M.C.16.4.070 Encroachment permit fees (2% due at time of submittal for plan review, remaining 3% due when permit is issued. Exception:

Encroachment permit applications for public improvements of $500,000 or greater may request plan check and inspection fees be calculated based on the subdivision related improvement provisions of this schedule.) 95.00 100.00
$100 or 5% of Engineer's Estimate,
whichever is greater CPI Reso. 2020-082 Proposition 4
Transportation Permit:

Single occurrence 16.00 16.00 Reso. 2006-175 V.C. 35795(b) Annual or repetitive occurrence 90.00 90.00 Reso. 2006-175 V.C. 35795(b) Sidewalk Vending Permit Application Fee 446.00 468.00 CPI Reso. 2019-116

DEVELOPMENT SERVICES DEPARTMENT - ALL DIVISIONS
Technology Surcharge 5.00% 5.00% Applies to all fees Reso. 2007-175

DEVELOPMENT SERVICES DEPARTMENT - BUILDING DIVISION
Building Permit Microfilming / Imaging Charge 1.70 1.80 CPI Reso. 2020-082 Proposition 4 Abatements - Imposed when no response to attorney demand letter
Imposed at full cost of procedure Reso. 88-364
Proposition 4
Permit Processing Fees
Building Permit Fees Total Valuation
$ 1 to $ 500 28.20 29.60 CPI Reso. 2020-082
$ 501 to 2,000 28.20 29.60
Plus $4.04 for each additional 100 over
first 500 CPI Reso. 2020-082
$ 2,001 to 25,000 85.90 90.10
Plus $17.9 for each add'l 1000 over first
2,000 CPI Reso. 2020-082
$ 25,001 to 50,000 478.40 501.70
Plus $13.02 for each add'l 1000 over first
25,000 CPI Reso. 2020-082
$ 50,001 to 100,000 788.80 827.20
Plus $8.94 for each add'l 1000 over first
50,000 CPI Reso. 2020-082
$ 100,001 to 500,000 1,215.20 1,274.30
Plus $6.92 for each add'l 1000 over first
100,000 CPI Reso. 2020-082
$ 500,001 to 1,000,000 3,857.10 4,041.90
Plus $5.92 for each add'l 1000 over first
500,000 CPI Reso. 2020-082
$ 1,000,001 and up 6,681.50 7,003.50
Plus $4.04 for each add'l 1000 over first
1,000,000 CPI Reso. 2020-082
Temporary Certificate of Occupancy
Large Commercial 630.00 660.00 First 60 days CPI Reso. 2020-082 630.00 660.00 Each additional 30 days CPI Reso. 2020-082 Small Commercial 319.00 334.00 First 60 days CPI Reso. 2020-082 319.00 334.00 Each additional 30 days CPI Reso. 2020-082 Residential 61.00 64.00 CPI Reso. 2020-082

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CITY OF REDDING

Typically 50% of cost of original plan check
fee
Plan Check - Outside normal business hours 134.00 140.00 Per Hour (2 hour minimum) CPI Reso. 2020-082 Deputy Building Inspector Program 85.00 89.00 Annually CPI Reso. 2020-082 Expedited Plan Review * * 50% of Plan Check Fee Reso. 2020-082 Electric Permit Fees
Permit Issuance - each permit 55.00 52.00 Per each permit CPI Reso. 2020-082 Each supplemental permit 8.90 8.50 Per each supplemental permit CPI Reso. 2020-082 System Fee Schedule
New Residential Building
Multi Family 0.065 0.062 Per square foot CPI Reso. 2020-082 Single - two family 0.075 0.072 Per square foot CPI Reso. 2020-082 New Non-residential Buildings
3,000 square fee 0.089 0.085 Per square foot CPI Reso. 2020-082 3,001 to 10,000 square feet 0.075 0.072 Per square foot CPI Reso. 2020-082 Over 10,000 square feet 0.057 0.054 Per square foot CPI Reso. 2020-082 Private Swimming Pools 57.00 54.00 Per swimming pool CPI Reso. 2020-082 Electric Service

36.00 34.00 CPI Reso. 2020-082

71.00 68.00 CPI Reso. 2020-082
149.00 142.00 CPI Reso. 2020-082
Unit Fee Schedule
Receptacle, Switch and Lighting Outlets
First 20 1.50 1.40 Each CPI Reso. 2020-082
Additional Outlets 1.00 1.00 Each CPI Reso. 2020-082
Lighting Fixtures
First 20 1.50 1.40 Each CPI Reso. 2020-082
Additional Fixtures 1.00 1.00 Each CPI Reso. 2020-082
Pole or Platform Lighting Fixtures 1.50 1.40 Each CPI Reso. 2020-082 Temporary Power Pole Inspection 31.00 30.00 CPI Reso. 2020-082 Theatrical Type Lighting Fixtures 1.50 1.40 Each CPI Reso. 2020-082 Residential Appliances 5.70 5.40 Each CPI Reso. 2020-082 Nonresidential Appliances 5.70 5.40 Each CPI Reso. 2020-082 Photo Voltaic Systems - Residential
7 to 15 Kw 450.00 450.00 Reso. 2015-071 AB 1414
16 Kw and up
450.00 450.00
Plus 15.00 per Kw or fraction there of
above 15 Kw Reso. 2015-071 AB 1414
Photo Voltaic Systems - Commercial
1 to 50 Kw 1,000.00 1,000.00 Reso. 2015-071 SB 1222
51 to 250 Kw
1,000.00 1,000.00
Plus 7.00 per Kw or fraction there of
between 51 Kw and 250 Kw Reso. 2015-071 SB 1222
251 Kw and up
2,400.00 2,400.00
Plus 5.00 per Kw for each Kw or fraction
there of above 250 Kw Reso. 2015-071 SB 1222
Alternative Power Source Other Than Solar Permit (Batteries, Generator, Wind Turbine) 177.60 169.40 CPI Reso. 2020-082 Power Apparatus per HP, KW, KAVA or KVAR
Up to and including 1 5.70 5.40 Each CPI Reso. 2020-082 Over 1 and not over 10 15.50 14.80 Each CPI Reso. 2020-082 Over 10 and not over 50 30.90 29.50 Each CPI Reso. 2020-082 Over 50 and not over 100 58.10 55.40 Each CPI Reso. 2020-082 Over 100 89.30 85.20 Each CPI Reso. 2020-082
Busways - Trolley and plug-in type 9.00 8.60 Each CPI Reso. 2020-082 Signs, Outline Lighting, and Marquees
Supplied from one branch circuit 90.00 86.00 Each CPI Reso. 2020-082 Additional Branch Circuits per Sign Services 9.40 9.00 Each CPI Reso. 2020-082 600 Volts or Less and not over 200 amperes 95.00 91.00 Each CPI Reso. 2020-082 600 volts or less & over 200 amperes to 1,000 amps. 108.00 103.00 Each CPI Reso. 2020-082 Over 600 volts or over 1000 amperes 180.00 172.00 Each CPI Reso. 2020-082 Misc. Apparatus, Circuits, Conduits, and Conductors for which a permit is required but no other fee is set 29.00 28.00 CPI Reso. 2020-082 Energy Service Change (Residential) 143.00 150.00 CPI Reso. 2020-082 Energy Service Change (Commercial) 201.00 211.00 CPI Reso. 2020-082 Energy Permit Fee 52.00 55.00 CPI Reso. 2020-082
Fire Permit Fees
Fire & Life Safety Plan Check and Inspection
Commercial and Multi-Family Sprinkler Plan Check Fee
Total Value
$ 1.00 to $ 500.00 3.40 3.60 CPI Reso. 2020-082 Proposition 4 $ 501.00 to $ 2,000.00 3.40 3.60
Plus $0.44 for each add'l $100 over the
first $500 CPI Reso. 2020-082 Proposition 4
$ 2,001.00 to $ 25,000.00 9.80 10.20
Plus $2.12 for each add'l $1000 over the
first $2,000 CPI Reso. 2020-082 Proposition 4
$ 25,001.00 to $ 50,000.00 56.30 58.90
Plus $1.47 for each add'l $1,000 over the
first $25,000 CPI Reso. 2020-082 Proposition 4
$ 50,001.00 to $ 100,000.00 91.30 95.60
Plus $1.03 for each add'l $1,000 over the
first $50,000 CPI Reso. 2020-082 Proposition 4
$ 100,001.00 to $ 500,000.00 140.20 147.00
Plus $0.78579618143051 for each add'l
$1,000 over the first $100,000 CPI Reso. 2020-082 Proposition 4 $ 500,001.00 to $ 1,000,000.00 440.00 461.30
Plus $0.65 for each add'l $1,000 over the
first $500,000 CPI Reso. 2020-082 Proposition 4
$1,000,001.00 and up 749.60 786.30
Plus $0.51 for each add'l $1,000 over the
first $1,000,000 CPI Reso. 2020-082 Proposition 4
Miscellaneous Plan Check 72.00 138.00 Per hour, one hour minimum Cost+ 71% Overhead CPI Reso. 2013-078 Proposition 4 Buckeye Single Family Resident Site Review 50.00 138.00 Per hour, one hour minimum CPI Reso. 2006-90 Buckeye Single Family Resident Site Visit 50.00 138.00 Per hour, one hour minimum CPI Reso. 2006-90

Page 6 of 12 ends

CITY OF REDDING

SCHEDULE OF FEES AND SERVICE CHARGES
Fiscal Year 2022-23
2022-23 2023-24 Last Changed
Type of Fee or Adopted Adopted Additional Information Inflation Resolution or Authority Service Charge Fee Fee Indicator Ordinance
DEVELOPMENT SERVICES DEPARTMENT - BUILDING DIVISION - Continued Electric Permit Fees - Continuted
R-3 Fire Sprinkler Plan Check 120.00 114.00 CPI Reso. 2020-082 Commercial Sprinkler System Inspection and Test
Per Sprinkler Riser or Floor plus 114.00 120.00 Per sprinkler riser CPI Reso. 2020-082 Per Sprinkler Head 2.40 2.50 Per Sprinkler Head CPI Reso. 2020-082 R-3 Fire Sprinkler Field Inspection and Test 2.40 2.50 Per Sprinkler Head CPI Reso. 2020-082 Fire Sprinkler Re-Inspection (3rd time & thereafter) 50.00 138.00 Per hour, one hour minimum CPI Reso. 2006-90 R-1, 2, 4 Fire Sprinkler Field Inspection and Test
Per Sprinkler Riser or Floor plus 114.00 120.00 Per sprinkler riser CPI Reso. 2020-082 Per Sprinkler Head 2.40 2.50 Per Sprinkler Head CPI Reso. 2020-082 Hood and Duct Fire Suppression System Plan Review &
Inspection 143.00 138.00 Per hour, one hour minimum CPI Reso. 2020-082 Review & Inspection of Fire Service Line 76.00 138.00 Per hour, one hour minimum CPI Reso. 2020-082 Review & Inspection of Fire Pump 76.00 138.00 Per hour, one hour minimum CPI Reso. 2020-082 Review & Inspection of Standpipe Systems 76.00 138.00 Per hour, one hour minimum CPI Reso. 2020-082 Fire Alarm Plan Check Fee 123.00 138.00 Per hour, one hour minimum CPI Reso. 2020-082 Fire Alarm Field Inspection and Test plus 77.00 138.00 Per hour, one hour minimum CPI Reso. 2020-082 Plus per devise 1.40 Per device 1.50 CPI Reso. 2020-082 Fire Field Inspections N/A 138.00 Per hour, one hour minimum CPI Mechanical Permit Fees
Permit Issuance 52.00 55.00 Each CPI Reso. 2020-082
Supplemental Permit Issuance 8.60 9.00 Each CPI Reso. 2020-082 Unit Fee Schedule
Installation of force air or gravity type furnace or burner Up to and including 100,000 Btu/h 17.00 18.00 Per Each CPI Reso. 2020-082 Over 100,000 Btu/h 32.00 34.00 Per Each CPI Reso. 2020-082 Installation or relocation of floor furnace 17.00 18.00 Per Each CPI Reso. 2020-082 Installation or relocation of suspended heater, recessed wall heater or floor mounted heater 18.00 17.00 Per Each CPI Reso. 2020-082 Installation, relocation or replacement of appliance vent 8.60 9.00 Per Each CPI Reso. 2020-082 Repair or alteration of, or addition of each heating appliance, 17.00 18.00 Per Each CPI Reso. 2020-082 refrigeration unit, cooling unit, absorption unit or each heating, cooling, absorption or evaporative cooling
including installation of controls
Installation or relocation of boiler or compressor
Replacement of each heating appliance, refrigeration
unit, cooling unit, absorption unit or each heating, cooling, absorption or evaporative cooling system including
installation of controls (Residential) 143.00 150.00 Per Each CPI Reso. 2020-082 Replacement of each heating appliance, refrigeration
unit, cooling unit, absorption unit or each heating, cooling, absorption or evaporative cooling system including
installation of controls (Commercial) 172.00 180.00 Per Each CPI Reso. 2020-082 Up to 3 horsepower or 100,000 Btu/h 17.00 18.00 Per Each CPI Reso. 2020-082 Up to 15 horsepower or 500,000 Btu/h 32.00 34.00 Per Each CPI Reso. 2020-082 Up to 30 horsepower or 1,000,000 Btu/h 41.00 43.00 Per Each CPI Reso. 2020-082 Up to 50 horsepower or 1,750,000 Btu/h 61.00 64.00 Per Each CPI Reso. 2020-082 Over 50 horsepower or 1,750,000 Btu/h 104.00 109.00 Per Each CPI Reso. 2020-082 Air-handling unit
Up to 10,000 cubic feet per minute 12.00 13.00 Per Each CPI Reso. 2020-082 Over 10,000 cubic feet per minute 22.00 23.00 Per Each CPI Reso. 2020-082 Evaporative Cooler, not portable 17.00 18.00 Per Each CPI Reso. 2020-082 Ventilation fan connected to single duct 8.60 9.00 Per Each CPI Reso. 2020-082 Ventilation system not part of heating or a/c system 12.00 13.00 Per Each CPI Reso. 2020-082 Installation of each hood served by mechanical exhaust 12.00 13.00 Per Each CPI Reso. 2020-082 Installation or relocation of domestic incinerator 22.00 23.00 Per Each CPI Reso. 2020-082 Installation or relocation of commercial or industrial type incinerator 90.00 86.00
Per Each
CPI Reso. 2020-082
Solar Collector 7.10 7.40 Per Collector CPI Reso. 2020-082 Solar Storage Tank 7.10 7.40 Per Tank CPI Reso. 2020-082 Plumbing Permit Fees
Permit Issuance 52.00 55.00 Per Each CPI Reso. 2020-082 Supplemental Issuance 8.60 9.00 Per Each CPI Reso. 2020-082 Unit Fee Schedule
Plumbing Fixture or Trap 11.00 12.00 Per Each CPI Reso. 2020-082 Building Sewer or Trailer Park Sewer 29.00 30.00 Per Each CPI Reso. 2020-082 Rainwater System 11.00 12.00 Per Each CPI Reso. 2020-082 Cesspool 41.00 43.00 Per Each CPI Reso. 2020-082
Private Sewage Disposal System 86.00 90.00 Per Each CPI Reso. 2020-082 Swimming Pool 86.00 90.00 Per Each CPI Reso. 2020-082
Water heater and / or vent 14.00 15.00 Per Each CPI Reso. 2020-082 Industrial - waste pretreatment interceptor 23.00 24.00 Per Each CPI Reso. 2020-082 Installation, alteration, or repair of water piping and or water-treating equipment 5.70 5.40 Per Each CPI Reso. 2020-082 Repair or alteration of drainage or vent piping 5.40 5.70 Per Each CPI Reso. 2020-082 Lawn Sprinkler System on any one Meter 16.00 17.00 Per Each CPI Reso. 2020-082 Atmospheric Type Vacuum Breakers Reso. 2020-082
1 to 5 14.00 15.00 Per Each CPI Reso. 2020-082
Over 5 4.60 4.80 Per Each CPI Reso. 2020-082
Back-flow Protection Device
2 inches or smaller 14.00 15.00 Per Each CPI Reso. 2020-082 Over 2 inches 29.00 30.00 Per Each CPI Reso. 2020-082
Gas Piping System
1 to four 5.40 5.70 Per Each CPI Reso. 2020-082
5 or more 1.40 1.50 Per Each CPI Reso. 2020-082
Water Heater replacement (Residential) 114.00 120.00 Per Each CPI Reso. 2020-082 Water Heater replacement (Commercial) 172.00 180.00 Per Each CPI Reso. 2020-082 Other Inspections and Fees (All Permit Types)
Inspection Outside Normal Business Hours 137.00 144.00 Per Hour (2 hour minimum) CPI Reso. 2020-082 Reinspection Fees Assessed Under Provisions of Section 88.00 92.00 Per Hour CPI Reso. 2020-082 Inspection where no separate fee is indicated 88.00 92.00 Per Hour CPI Reso. 2020-082 Additional Administrative Review / Plan Review 98.00 103.00 Per Hour CPI Reso. 2020-082 Appliances Regulated by Code not in other category 12.00 13.00 CPI Reso. 2020-082 Demolition Permit 172.00 180.00 CPI Reso. 2020-082
Manufactured Home Fee 406.00 426.00 CPI Reso. 2020-082
Appeals
Board of Appeals 172.00 180.00 CPI Reso. 2020-082
All Building Division fees assessed on permits for the repair or replacement of structures located on properties affected by the CARR Fire shall be reduced by 20%

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CITY OF REDDING

DEVELOPMENT SERVICES DEPARTMENT - PLANNING DIVISION
Pre-application review fee 10.00% 10.00% 10% of total application fee Reso. 2006-90 Publication and Documents:

Statistical Reports 6 to 11 6 to 11 Based on size of document Reso. 2006-90 General Plan, Elements, etc. 6 to 17 6 to 17 Based on size of document Reso. 2006-90 Area / Specific Plans 6 to 28 6 to 28 Based on size of document Reso. 2006-90 Large Scale Copies 6 to 28 6 to 28 See GIS Section Reso. 2006-90 Cost for copies of documents and maps not specified above shall be established by the Development Services Director
Specific Plan Preparation Cost Recovery and Update Fee Fee = A { [M (1 + bn) ]+ [U (1+b5) ] } Where: A = Number of gross acres in the
project area; M = The City's average cost
per gross acre of preparing the Specific
Plan and the MEIR and completing any
City-initiated annexation of the property.

The final amount will be set at the time of
final recordation of the City-initiated
annexation. Where a privately initiated
annexation precedes a City-sponsored
annexation (if any), the fee will be
determined based on the average cost per
acre, as describe above, without the
annexation costs; b = The projected annual
inflation rate. The average annual inflation
rate used for this calculation will be based
on the average inflation rate for the
previous 5 years as measured by the
consumer price index. The rate will be
revised each year at the time of the
required annual report on the Specific Plan;
n = Number of years since the year of
Specific Plan adoption; U = Contribution
towards cost of necessary updates to the
Specific Plan and accompanying Master
Environmental Impact Report.

Reso. 2009-110
Permit Processing Fees
Parcel Maps / Property Line Adjustment:

Administrative Parcel Map - exempt from CA Environmental Quality Act (CEQA) 4,501.00 4,293.00 CPI Reso 2022-059
All G.C. §66451.2 &
§66451.33
Major 2- to 4- Parcel Split - NOT exempt from CEQA 8,181.00 8,576.00 CPI Reso 2022-059 Property Line Adjustment 902.00 946.00 CPI Reso 2022-059 Parcel Map Amendment or Extension 3,506.00 3,675.00 CPI Reso 2022-059 Administrative Parcel Map Amendment or Extension 2,337.00 2,450.00 CPI Reso 2022-059 Subdivisions:

Subdivision and Condominium Conversions: Deposit Deposit Actual Cost 12,505.00 13,109.00 Cost + 100% Overhead CPI Reso 2022-059 All G.C. §66451.2 & 16,593.00 15,828.00 Cost + 100% Overhead CPI Reso 2022-059 22,556.00 21,516.00 Cost + 100% Overhead CPI Reso 2022-059 24,720.00 23,580.00 Cost + 100% Overhead CPI Reso 2022-059 Extension 2,831.00 2,968.00 Cost + 100% Overhead CPI Reso 2022-059 Amendment 5,561.00 5,830.00 Cost + 100% Overhead CPI Reso 2022-059 Reversion to Acreage 731.00 766.00 Cost + 100% Overhead CPI Reso 2022-059 Deposit Deposit Actual Cost
Annexation 4,655.00 4,880.00
Cost + 100% Overhead (does not include
LAFCO & State Fees) CPI Reso 2022-059
Abandonment:

Summary Vacation 334.00 350.00 CPI Reso 2022-059 Proposition 4 Right of Way 5,259.00 5,513.00 CPI Reso 2022-059 Proposition 4 Easement 584.00 612.00 CPI Reso 2022-059 Proposition 4
Use Permits / Site Development Permits & Planned Development Plans Residential Project:

First 4 units 4,675.00 4,901.00 CPI Reso 2022-059 G.C. §65104 5 to 49 units 11,687.00 12,252.00 CPI Reso 2022-059 G.C. §65104 50 or more units 17,530.00 18,377.00 CPI Reso 2022-059 G.C. §65104 Mobile Home Park 11,687.00 12,252.00 CPI Reso 2022-059 G.C. §65104 Miscellaneous 1,712.00 1,795.00 Plus $500 per additional location CPI Reso 2022-059 G.C. §65104 Commercial / Industrial New Construction
1 acre or less 7,012.00 7,351.00 CPI Reso 2022-059 G.C. §65104

1.1 to 5 acres 11,687.00 12,252.00 CPI Reso 2022-059 G.C. §65104

5.1 to 10 acres 15,192.00 15,926.00 CPI Reso 2022-059 G.C. §65104 Over 10 acres 18,698.00 19,602.00 CPI Reso 2022-059 G.C. §65104 Amendment 2,337.00 2,450.00 CPI Reso 2022-059 G.C. §65104 Amendment - Minor by Director N/A 214.00 CPI G.C. §65104 Extension 1,169.00 1,226.00 CPI Reso 2022-059 G.C. §65104 Site Development Permit - Director 3,506.00 3,675.00 CPI Reso 2022-059 G.C. §65104 Site Development Permit - Director Amendment 2,337.00 2,450.00 CPI Reso 2022-059 G.C. §65104 Temporary Use Permit 1,048.00 1,099.00 Plus $250 per additional location CPI Reso 2022-059 G.C. §65104 Final Plan Review 2,337.00 2,450.00 CPI Reso 2022-059 G.C. §65104 Short Term Rental - Vacation Rental 1,169.00 1,226.00 CPI Reso 2022-059 Tree Permit 59.00 62.00 Per Tree CPI Reso 2022-059 G.C. §65104 Administrative Sign Permits:

Temporary Promotional Advertising 448.00 470.00 CPI Reso 2022-059 G.C. §65104 Temporary Banner Permit 29.00 30.00 CPI Reso 2022-059 G.C. §65104 Permanent Advertising Sign 833.00 873.00 CPI Reso 2022-059 G.C. §65104 General Plan Amendments / Specific Plans: All G.C. §65104 and §65456(b)
1 acre or less 11,687.00 12,252.00 CPI Reso 2022-059

1.1 to 10 acres 14,023.00 14,701.00 CPI Reso 2022-059

10.1 to 100 acres 17,530.00 18,377.00 CPI Reso 2022-059 Over 100 acres 23,373.00 24,503.00 CPI Reso 2022-059
Deposit Deposit Actual
General Plan Amendment (Text) 3,863.00 4,050.00 Cost + 100% Overhead CPI Reso 2022-059 G.C. §65104 Specific Plan Amendment (Text) N/A 4,050.00 Cost + 100% Overhead CPI G.C. §65104 Rezoning:

Planned Development Overlay District only 4,090.00 4,288.00 CPI Reso 2022-059 G.C. §65104 1 acre or less 6,428.00 6,739.00 CPI Reso 2022-059 G.C. §65104

1.1 to 10 acres 9,934.00 10,414.00 CPI Reso 2022-059 G.C. §65104

10.1 to 100 acres 17,530.00 18,377.00 CPI Reso 2022-059 G.C. §65104 Over 100 acres 23,373.00 24,503.00 CPI Reso 2022-059 G.C. §65104

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CITY OF REDDING

Zoning Exception 1,169.00 1,226.00 CPI Reso 2022-059 G.C. §65104 Zoning Exception Amendment 1,403.00 1,471.00 CPI Reso 2022-059 G.C. §65104 Major Variance 7,420.00 7,779.00 CPI Reso 2022-059 G.C. §65104 Variance Amendment 4,731.00 4,960.00 CPI Reso 2022-059 G.C. §65104 Recreational Vehicle Parking Exception 584.00 612.00 CPI Reso 2022-059 Recreational Vehicle Parking Exception Renewal 293.00 307.00 CPI Reso 2022-059 Development Agreement Application 7,613.00 7,981.00 CPI Reso 2022-059 G.C. §65865(d) Deposit Deposit Actual
Ordinance Amendment (Text) 3,863.00 4,050.00 Cost + 100% Overhead CPI Reso 2022-059 G.C. §65104 Surface Mining / Reclamation Plans 6,254.00 6,556.00 CPI Reso 2022-059 R.M.C.18.63.050 Annual Surface Mining Inspection Administrative Fee 1,032.00 1,082.00 CPI Reso 2022-059 R.M.C.18.63.050 Environmental Impact Report Processing: Deposit Deposit Actual All Pub. Resources
Code §21089(a)

0.1 to 5 acres 5,561.00 5,830.00 Cost + 100% Overhead CPI Reso 2022-059

5.1 to 10 acres 6,745.00 7,071.00 Cost + 100% Overhead CPI Reso 2022-059

10.1 to 20 acres 8,644.00 9,062.00 Cost + 100% Overhead CPI Reso 2022-059

20.1 to 40 acres 14,306.00 14,998.00 Cost + 100% Overhead CPI Reso 2022-059

40.1 to 100 acres 18,986.00 19,904.00 Cost + 100% Overhead CPI Reso 2022-059 For each 25 acres or fraction thereof in excess of 100
acres
2,361.00 2,252.00 Cost + 100% Overhead CPI Reso 2022-059 Environmental Assessment and Negative Declarations / De Minimis
20 % of total application fee Reso. 2006-90 Pub. Resources Code §21089(a)
Deposit Deposit Actual
CEQA Mitigation Monitoring - Deposit 643.00 674.00 Cost + 100% Overhead CPI Reso 2022-059 Pre-Application Reivew / Downtown Specific Plan Area 443.00 464.00 CPI Reso 2022-059 G.C. §65104 Deposit Deposit Actual
Pre-application Review Fee / Traffic or Special Study Review 20 % of total application fee
20 % of total
application fee
Cost + 100% Overhead Reso. 2006-90
Appeals:

Applicant 1,169.00 1,226.00 CPI Reso 2022-059 G.C. §65104 Administrative Permit (appeal by applicant) to Bar 1,169.00 1,226.00 CPI Reso 2022-059 G.C. §65104 Land Use History/Toxic Hazard Review/Qualified Historic Property Designation 422.00 403.00 Plus Time and Materials CPI Reso 2022-059 Proposition 4 Street Renaming Request
0 - 1000 feet of street 1,468.00 1,539.00 CPI Reso 2022-059 Proposition 4 Over 1000 feet of street 1,732.00 1,816.00 CPI Reso 2022-059 Proposition 4 Floodplain Determination/Zoning Confirm Letter/ABC Public Necessity Determin. 208.00 198.00 CPI Reso 2022-059
Elevation Certificate 182.00 191.00 CPI Reso 2022-059
Certificate of Compliance Letter 1,753.00 1,838.00 CPI Reso 2022-059 LOMA / LOMR Processing
Letter of Map Amendment (LOMA) 382.00 400.00 CPI Reso 2022-059 Letter of Map Revision (LOMR) 658.00 690.00 Cost + 100% Overhead CPI Reso 2022-059 Application Fees
Residential Cannabis Cultivation (Recreational) 116.00 122.00 CPI Reso 2022-059 R.M.C. 6.12 Residential Cannabis Cultivation (Medical) Medical Marijuana State ID Card Required - Reso. 2018-036 R.M.C. 6.12 Cannabis Retail 7,012.00 7,351.00 CPI Reso 2022-059 R.M.C. 6.12 Commercial Cannabis Cultivation 5,844.00 6,126.00 CPI Reso 2022-059 R.M.C. 6.12 Cannabis Manufacturing 5,844.00 6,126.00 CPI Reso 2022-059 R.M.C. 6.12 Cannabis Distribution 5,844.00 6,126.00 CPI Reso 2022-059 R.M.C. 6.12 Cannabis Processing 5,844.00 6,126.00 CPI Reso 2022-059 R.M.C. 6.12 Cannabis Testing 5,844.00 6,126.00 CPI Reso 2022-059 R.M.C. 6.12 Cannabis Storage 5,844.00 6,126.00 CPI Reso 2022-059 R.M.C. 6.12 Cannabis Microbusiness 5,844.00 6,126.00 CPI Reso 2022-059 R.M.C. 6.12 All Cannabis Businesses - Annual Renewal 2,980.00 3,124.00 CPI Reso 2022-059 R.M.C. 6.12 Residential Cannabis Cultivation (Recreational) - Annual Renewal 23.00 24.00 CPI Reso 2022-059 R.M.C. 6.12 Residential Cannabis Cultivation (Medical) - Annual Renewal - - Medical Marijuana State ID Card Required - Reso. 2018-036 R.M.C. 6.12 Commercial change of premises 8,765.00 9,189.00 CPI Reso 2022-059 Annual License Fees
All Cannabis Businesses 32,607.00 34,183.00 CPI Reso 2022-059 R.M.C. 6.12 Cannabis Microbusiness 70,121.00 73,511.00 CPI Reso 2022-059 R.M.C. 6.12

INFORMATION TECHNOLOGY DEPARTMENT- GIS DIVISION
Maps
Color Plots

8.5 x 11 6.00 6.00 Reso. 2006-90 Proposition 4
11 X 17 12.00 12.00 Reso. 2006-90
18 x 24 33.00 35.00 CPI Reso. 2020-082 Proposition 4
24 x 36 40.00 42.00 CPI Reso. 2020-082 Proposition 4
36 x 48 and Larger 50.00 52.00 CPI Reso. 2020-082 Proposition 4 Maps / GIS Data in Electronic Format 85.00 89.00 Per Megabyte (MB) $89 minimum charge CPI Reso. 2020-082 Proposition 4 Additional copies of Color Plots

8.5 x 11 4.00 4.00 Reso. 2006-90 Proposition 4
11 X 17 6.00 6.00 Reso. 2006-90
18 x 24 and Larger 25.00 26.00 CPI Reso. 2020-082 Proposition 4 Custom Mapping or GIS Analysis 98.00 103.00 Per Hour CPI Reso. 2020-082 Fees for documents, data reports, specialty mapping and GIS services not specified above shall be based on cost and established by the GIS Manager.

Page 9 of 12 ends

CITY OF REDDING

PUBLIC WORKS DEPARTMENT - SOLID WASTE TRANSFER / RECYCLING FACILITY Fees for Loads Without Covers: Effective July 1, 2004, the fee for a load without a cover in an open trailer or open truck or pickup bed shall be twice the posted rate for a load with a cover. The customer shall pay this fee prior to disposal.

Reso. 2008-97
Fees for Tarps in Lieu of Twice the Rate for Uncovered Loads: In lieu of paying twice the rate, the customer may purchase a tarp at the Transfer Station in a size sufficient to cover the load. The City shall refuse service to customers who do not pay the fee or purchase a tarp for a load without a cover at the Transfer Station or other City disposal sites after July 1, 2004.

The cost of the tarp shall be the Solid
Waste Utility's cost to purchase the tarp,
plus a handling charge.

Reso. 2008-97
Green Waste (no concrete/dirt/rocks/asphalt)
Per Ton Rate 27.00 27.75 Reso. 2020-017 R.M.C.9.28.110
Pickup
Minimum (4-30 gal cans/bags, up to level pick up bed 12.00 12.25 Reso. 2020-017 R.M.C.9.28.110 Above Pickup Bed 13.50 14.00 Reso. 2020-017 R.M.C.9.28.110 Above Pickup Cab 14.75 15.25 Reso. 2020-017 R.M.C.9.28.110 Bag or Waste Can - 33 gallon (Maximum of 3) 3.25 3.50 Reso. 2020-017 R.M.C.9.28.110 Household Waste
Per Ton Rate - under 2 tons or <5 cubic yards 87.50 90.25 Reso. 2020-017 R.M.C.9.28.110 2 tons or more or > 5 cubic yards 89.50 92.25 Reso. 2020-017 R.M.C.9.28.110 Pickup
Minimum (4 - 30 33gal cans/bags, up to level pickup 24.25 25.00 Reso. 2020-017 R.M.C.9.28.110 Above Pickup Bed 26.50 27.25 Reso. 2020-017 R.M.C.9.28.110 Above Pickup Cab 29.50 30.50 Reso. 2020-017 R.M.C.9.28.110 Bag or Waste Can - 33 gallon (maximum of 3) 3.25 3.50 Reso. 2020-017 R.M.C.9.28.110 Construction Waste
Clean wood (wood without paint or other
treatment) will be charged at same rate as
self-haul green waste. MO 2011-108 R.M.C.9.28.110
Car Tire (no wheel / rim) 2.75 2.75 Reso. 2015-071 R.M.C.9.28.110 Car Tire with Rim 4.75 4.75 Reso. 2015-071 R.M.C.9.28.110 Truck Tire (no wheel / rim) (46" diameter x 12" wide) 8.25 8.25 Reso. 2015-071 R.M.C.9.28.110 Commercial Copier / Printer 34.50 34.50 Reso. 2016-071
Appliance with motor or compressor Market price Market price Market price each month Reso. 2008-97 R.M.C.9.28.110 Other Large Appliance with motor Market price Market price Market price each month Reso. 2008-97 R.M.C.9.28.110 Small Appliance without motor Market price Market price Market price each month Reso. 2008-97 R.M.C.9.28.110 Fluid removal 6.25 6.25 Reso. 2017-054
Microwave 8.00 8.00 10.50 Reso. 2016-071
Couch/Large chair/Table (hard to handle items) 8.25 8.25 Reso. 2015-071 R.M.C.9.28.110 Mattress/Box Spring 8.25 8.25 Reso. 2015-071 R.M.C.9.28.110 Motor Removal 6.25 6.25 Reso. 2015-071 R.M.C.9.28.110
Refrigerant removal 6.25 6.25 Reso. 2015-071 R.M.C.9.28.110 Mercury Switch Processing 13.00 13.00 Reso. 2015-071 R.M.C.9.28.110 Latex paint .50 / pound * .50 / pound * Reso. 2012-74 R.M.C.9.28.110 Flammable liquids, solvents .50 / pound .50 / pound Reso. 2012-74 R.M.C.9.28.110 Oil based paint, tar, adhesives, stains, petroleum .50 / pound * .50 / pound * Reso. 2012-74 R.M.C.9.28.110 Aerosols - poison, corrosive base 2.00 each 2.00 each Reso. 2012-74 R.M.C.9.28.110 Poison solids 1.75 / pound 1.75 / pound Reso. 2012-74 R.M.C.9.28.110 Halogenated oil 5.00 / gallon 5.00 / gallon Reso. 2012-74 R.M.C.9.28.110 Antifreeze No charge * No charge * Reso. 2012-74 R.M.C.9.28.110 Oil filters, used motor oil No charge * No charge * Reso. 2012-74 R.M.C.9.28.110 Aerosol paint cans 1.00 / each 1.00 / each Reso. 2012-74 R.M.C.9.28.110 Propane cylinders - 16 oz only 2.50 / each 2.50 3.00/each Reso. 2012-74 R.M.C.9.28.110 PCB ballasts 1.25 each 1.25 each Reso. 2012-74 R.M.C.9.28.110 Non-PCB ballasts No charge * No charge * Reso. 2012-74 R.M.C.9.28.110 HID lamps 1.50 / each 1.50 2.50/each Reso. 2012-74 R.M.C.9.28.110 Alkaline batteries 1.25 / pound 1.25 / pound Reso. 2012-74 R.M.C.9.28.110 Fluorescent light tubes .15 / foot .15 / foot Reso. 2012-74 R.M.C.9.28.110 Compact fluorescent bulbs .50 / each .50 / each Reso. 2012-74 R.M.C.9.28.110 Hazardous Waste and Other materials not listed that may be included in diversion and recycling programs
TBD based on material
type and
recycling/disposal
processing costs
TBD based on material
type and
recycling/disposal
processing costs
Processing/paperwork fee 25.00 / visit 25.00 / visit
*No charge will continue as long as the City's vendor
continues to not charge the City.

Special handling Fee
A special handling fee shall be charged by the Solid Waste Utility when market conditions result in a loss on recycling scrap metals on the following items: oven; stove; refrigerator; freezer; washer; dishwasher; water heater; dryer; window-mount HVAC unit; equivalently sized machines or equipment.

The Solid Waste Utility shall review the
City's cost to dispose of scrap metals
monthly and shall adjust the fees in order
to offset the difference between the City's
cost and what it receives from the sales of
scrap metals. Fees will be based on the
fee schedule below if the City is paying to
recycle scrap metals.

Reso. 2008-97
Large Scrap Metal Loads: Large loads of scrap metals shall be charged a special handling fee as follows:
0 - 200 pounds 5.50 5.50 Reso. 2017-054
>200 - 400 pounds 8.50 8.50 Reso. 2017-054
>400 - 600 pounds 11.75 11.75 Reso. 2017-054
>600 - 800 pounds 14.75 14.75 Reso. 2017-054
Duplicate Receipt Fee 2.00 2.00 Reso. 2008-97

Page 10 of 12 ends

CITY OF REDDING

SCHEDULE OF FEES AND SERVICE CHARGES
Fiscal Year 2022-23
2022-23 2023-24 Last Changed
Type of Fee or Adopted Adopted Additional Information Inflation Resolution or Authority Service Charge Fee Fee Indicator Ordinance
PUBLIC WORKS DEPARTMENT - SOLID WASTE TRANSFER / RECYCLING FACILITY - Continued Compost Sales
Retail: The Solid Waste Utility may sell compost produced for not less than the average retail price of three local retail outlets that sell equivalent compost. Each May, the Solid Waste Utility shall conduct a survey to establish prices that are supported by the market conditions but also allows
reasonable cost recovery and minimizes the volume of green waste buried at the landfill. In accordance with CalRecycle mandates, the Solid Waste Utility may hold reduced costs sales and/or giveaways of compost and blends of green waste materials to meet diversion goals.

The City may provide a discount of up to
15% for purchases of five (5) or more cubic
yards.

Reso. 2009-110
Wholesale 80% of retail price for retail businesses Reso. 2008-97 Screened First Grindings Same formula as for Compost Reso. 2021-076 First Grindings Chips Same formula as for Compost Reso. 2008-97 First Grindings Green Waste Same formula as for Compost Reso. 2008-97 Delivery Costs: If the buyer of compost, mulch or wood chips does not provide transportation, the Solid Waste Utility may truck compost, mulch or wood chips at the actual cost plus 10% to any location within the City or within five (5) miles of the Solid Waste Transfer/Recycling Facility, whichever is further. The minimum load the City shall truck shall be five (5) tons or ten (10) cubic yards. If a driver or vehicle is not available, the Utility may decline to provide this service.

MO 2011-108
Residential Special Collection Program: Customers who
request special, curbside collections of large, bulky items that do not fit in a wheeled waste cart shall pay a fee equal to the rate for disposal at the transfer station plus additional labor and equipment costs. If the item is not subject to a disposal fee, a handling fee equal to the Hard-to-handle fee at the transfer station shall apply.

The Solid Waste Utility shall adjust the
fees for the Residential Special Collection
Program for Hard-to-handle Items on an
annual basis, after adoption of the City's
budget, to reflect current costs. Maximum
of six (6) items in one (1) trip.

MO 2011-108
Non-Curbside Collection Surcharge: (Wheeled Waste Carts) Rate / Month 4.00 4.00 Reso. 2015-071
Replacement Fee * The City reserves the right to charge the customer for the replacement cost of a lost,
stolen, damaged, or destroyed wheeled
waste cart, metal container, or drop
box(es). MO 2011-108
Emergency/Overtime Fee * Customers requesting emergency service requiring overtime shall pay an overtime
fee that shall include the overtime rate for
the employee and equipment costs. This
fee is in addition to the regular fee for the
metal container, drop-boxes, or
compactors.

MO 2011-108
Prohibited Items Fee* 36.00

36.00 42.00
Customers shall pay a prohibited items fee
for each prohibited item that is located in a
cart, container, drop-box, or compactor.

This fee is in addition to the regular fee for
the metal container, drop-boxes, or
compactors. Reso 2009-106 Reso 2022-059
* All solid waste charges are subject to a 1.36% Landfill monitoring fee.

ECONOMIC DEVELOPMENT DEPARTMENT - AIRPORTS:

Aircraft Storage Rentals - Benton Field Airport:

Closed Hangar 1 - 20 184.00 193.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 21 - 30 200.00 210.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 31 - 40 269.00 282.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 41 - 50 334.00 350.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Open Hangar 131.00 137.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Sun Shade Hangar 131.00 137.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Aircraft Storage Rentals - Regional Municipal Airport:

Closed Hangar 1 - 20 200.00 210.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 21 - 29 and 31 - 40 217.00 227.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 30 w/ Office 269.00 282.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 41 - 70 235.00 246.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 71 - 80 269.00 282.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 81 - 88 319.00 334.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Closed Hangar 90 - 99 382.00 400.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Aircraft Storage Rentals - Regional Municipal Airport: (Continued) Executive Hangar - Commercial Use Lease Lease Reso. 2020-082 Executive Hangar 869.00 911.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Port-A-Port 334.00 350.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Twin Engine 506.00 530.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Jet Pod - Hangar 89 1,356.00 1,422.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Miscellaneous Fees Benton Field and Redding Regional Municipal Airport Aircraft Tie-Down (single) 47.00 49.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Aircraft Tie-Down (twin & helicopter) 86.00 90.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Aircraft Tie-down (Commercial Use) 128.00 134.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Aircraft Tie-down (Twin - Commercial Use) N/A 171.00 Per Month CPI R.M.C.3.04.020 Transient Tie-Down
Single 5.00 5.20 Per Night CPI Reso. 2006-90 R.M.C.3.04.020 Twin 6.00 6.30 Per Night CPI Reso. 2006-90 R.M.C.3.04.020 Small Business Jet 20.00 21.00 Per Night CPI Reso. 2006-90 R.M.C.3.04.020 Helicopter 6.00 6.00 Per Night Reso. 2006-90 R.M.C.3.04.020 Light (<3,500 lbs.) N/A 4.00 Per Night CPI R.M.C.3.04.020 Intermediate (3,500 to 7,000 lbs.) N/A 6.00 Per Night CPI R.M.C.3.04.020 Medium (7,000 to 12,500 lbs.) N/A 8.00 Per Night CPI R.M.C.3.04.020 Heavies (12,500 lbs >) N/A 10.00 Per Night CPI R.M.C.3.04.020 Aircraft Parking - Violation Penalty 50.00 50.00 Reso. 2007-175 R.M.C.3.04.020 Hangar Office - Single 36.00 38.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Hangar Office - Twin 63.00 66.00 Per Month CPI Reso. 2020-082 R.M.C.3.04.020 Electric Outlet Fee 7.00 7.00 Per Outlet Per Day Reso. 2020-082 R.M.C.3.04.020

Page 11 of 12 ends

CITY OF REDDING

ECONOMIC DEVELOPMENT DEPARTMENT - AIRPORTS
Large Aircraft Overnight Fee greater than 2,500 sq.ft 40.00 42.00 Per Night CPI Reso. 2020-082 R.M.C.3.04.020 Non-Aeronautical Use of Hangars - Premium 2X Aeronautical Rental Rate Reso. 2020-082 R.M.C.3.04.020 Hangar Office - Commercial Use Lease Lease Reso. 2020-082 Heating or Cooling Equipment Installation Surcharge 17.00 18.00 Per Month CPI Reso. 2020-082 Hangar Waiting List Deposit 100.00 100.00 Reso. 2006-90 Delinquency Penalty - Rentals 50.00 50.00 Per Occurrence Reso. 2007-175 R.M.C.3.04.020 Fuel Flowage Fee 0.07 0.10 Per Gallon Reso. 2006-90 R.M.C. 3.04.020 Ground Rental Rate - Benton Field & Regional Municipal Airport Benton Field Airport:

Non-Commercial 0.04 0.042 Per square foot per month Reso. 2020-082 Commercial 0.03 0.034 Per square foot per month Reso. 2020-082 Regional Municipal Airport:

Non-Commercial 0.04 0.042 Per square foot per month Reso. 2020-082 Commercial 0.04 0.037 Per square foot per month Reso. 2020-082 Landing Fees (>12,5000 lbs gross weight):

Aircraft providing regularly scheduled passenger or freight services (regardless of weight) 1.50 1.50
Per 1,000 lbs. certified gross landing
weight Reso. 2020-082 R.M.C.3.04.030
Landing Fees:

Non-scheduled passenger or freight aircraft over 60,000 lbs gross weight 1.75 1.75
Per 1,000 lbs. certified gross landing
weight Reso. 2020-082 R.M.C. 3.04.030
Landing Fees:

Aircraft operating from Redding Regional Municipal Airport in performance of special contracts for fighting fire or otherwise with federal, state, or county governments:

38.30 1.50 Per 1,000 lbs. certified gross landing
weight Reso. 2015-071
R.M.C.3.04.030

38.30 38.30 For aircraft up to and including 30,000 lbs. of certified gross landing weight

51.07 51.07 For aircraft up to and including 60,000 lbs. of certified gross landing weight Reso. 2015-071 R.M.C.3.04.030

57.44 57.44 For aircraft up to and including 80,000 lbs. of certified gross landing weight Reso. 2015-071 R.M.C.3.04.030

63.84 63.84 For aircraft over 80,000 lbs. of certified
gross landing weight Reso. 2015-071 R.M.C.3.04.030
Helicopter Landing Fee at CDF/USFS pads only 30.00 30.00 Per Landing Reso. 2007-175 R.M.C.3.04.030 Enplaning Passenger Charge 4.50 4.50 Per Passenger Reso. 2006-90 P.L.101-508Title IX Small Package Delivery Vehicle User Fee 45.00 45.00 Per vehicle per month Reso. 2009-110 Paid Parking:
0 - 4 hours (Autos only - No Oversized Vehicles) No Charge No Charge Reso. 2015-071 Daily Parking Rate (compact, mid-size, and full size cars, light & medium trucks) 9.00 10.00 Reso. 2015-071
Daily Parking Rate for Vehicles Parked in Short-Term
Parking over Four Hours 18.00 20.00 Reso. 2015-071
Weekly Rate 54.00 60.00 Reso. 2015-071
Oversized Vehicle - Daily Rate
Oversized Vehicle, 21 ft+ length 12.00 13.00 Reso. 2020-082 Tractor + Trailer 24.00 26.00 Reso. 2020-082
Tractor (No Trailer) 12.00 13.00 Reso. 2020-082
Trailer (No Tractor or Vehicle) 12.00 13.00 Reso. 2020-082 Power Hook Up 7.00 7.00 Reso. 2020-082
Oversized Vehicle - Weekly Rate
Oversized Vehicle, 21 ft+ length 71.00 78.00 Reso. 2020-082 Tractor + Trailer 143.00 156.00 Reso. 2020-082
Tractor (No Trailer) 71.00 78.00 Reso. 2020-082
Trailer (No Tractor or Vehicle) 71.00 78.00 Reso. 2020-082 Power Hook Up 42.00 42.00 Reso. 2020-082
Long -Term Parking (Auto only) - Special Circumstances 120.00 120.00 Annual Reso. 2006-90 Late Payment Processing Fee 15.00 or 3% 15.00 or 3% Whichever is greater Reso. 2020-082 SIDA- Badge Fee 100.00 100.00 Per Person MO 2011-108
Title 49 Code of
Fed. Regulation
Part 1542
SIDA Renewal 20.00 20.00 Annual / Per Person / Per Year Reso. 2009-110 CHRC Vetting - Process Fee 35.00 35.00 Biennial / Per Person Reso. 2015-071 Airport Operations Area Badge Fee 20.00 20.00 Annual / Per Person / Per Year Reso. 2007-175 Lost or Damaged / SIDA or AOA Badge Replacement Fee 25.00 25.00 Per Occurrence Reso. 2009-110 Air Stairs 50.00 50.00 Per Use Reso. 2006-90
ADA Jet Aircraft Passenger Ramp 100.00 100.00 Per Use Reso. 2006-90 ADA Commuter Aircraft Passenger Ramp 50.00 50.00 Per Use Reso. 2006-90 Commercial Mobile Vendor User Fee 10.00 10.00 Per Month July 21, 2009
CC Item 9.11.(f)
Lost & Found Returns (shipping) Actual cost

HOUSING AND COMMUNITY DEVELOPMENT
Photocopies 0.25 0.25 Per Copy Reso. 2016-071
Copies on CD 4.00 4.00 Per CD Reso. 2016-071
Copies on USB flash drive N/A 6.50 per flash drive
Substitution and Reconveyance Fee (Auto-adjusted to Shasta County Fee Schedule) 39.50 39.50 Per Reconveyance Reso. 2016-071 Subordination Processing Fee 100.00 100.00 Reso. 2016-071

Page 12 of 12 ends

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Approve setting a Public Hearing on June 20, 2023, at 6:00 p.m., in the City Council Chambers, Schedule of Fees and Service Charges.

Fiscal Impact
There is no fiscal impact to setting the public hearing.

Alternative Action
The City Council (Council) could choose not to set the public hearing as proposed and instead provide alternate direction to staff.

Background/Analysis
California Government Code Sections 66016 and 66018 require that a public hearing be noticed at least ten (10) days prior to a proposed levy of, or increase in, municipal fees and service charges. On an annual basis, and in accordance with City Council Policy No. 802, the Finance Division submits to the City Council proposed changes, deletions, and additions to the schedule.

In accordance with adopted City of Redding policy, staff requests that pursuant to Government Code requirements, a public hearing on the proposed adjustments be set for June 20, 2023, the Fees are determined based on cost analysis in accordance with Proposition 26. Once established, increases on some fees are based on the Consumer Price Index (CPI) or the Construction Cost Index (CCI).

MEETING DATE: June 6, 2023
ITEM NO. 4.10(b)
FROM:
***APPROVED BY***
[email protected] [email protected]
SUBJECT: 4.10(b)--Set Public Hearing regarding adjustments to Schedule of Fees and Service Charges
Greg Robinett, Director of
Finance/City Treasurer
Packet Pg. 1013 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Report to Redding City Council May 31, 2023
Re: 4.10(b)--Set Public Hearing regarding adjustments to Schedule of Fees and Service Charges Page 2

Overall, most of the proposed adjustments are based on a 4.83 percent increase in the CPI for the 12-month period ended April 2023 for mid-sized western cities.

Water service and wastewater connection fees are increased by 2.18 percent, which is the CCI for the 12-month period ended May 2023, as outlined in Ordinance 14.16.205.

The schedule is subject to certain rounding conventions in the CPI/CCI calculation. The rounding conventions utilized in the schedule are as follows: for fees under $10.00 and for fees which are tiered, the fee is rounded to the nearest 10 cents. For fees $10.00 and above, the fee is rounded to the nearest whole dollar. As a result, some of the fees and service charges listed in the schedule may not realize an increase as a result of the CPI/CCI calculation. Note that the schedule also contains fees and service charges that do not have a CPI or CCI escalator which results in no change for those fees from the prior year. All new fee requests, corrections or proposed changes are reflected in the schedule in red.

The suggested effective date for all changes to fees and service charges is July 1, 2023.

Below is a list of the summary of changes other than CPI or CCI, by department/division where adjustments are present. If no adjustments beyond CPI or CCI are present in a specific department/division they are not listed below.

City Treasurer
Remove Construction Parking Meter Hoods and Utility Parking Meter Hoods as these programs are no longer active.

Fire Department
For the Fiscal Year (FY) 2022-23 schedule, an analysis was completed to determine the actual cost and time required to complete tasks. Half of the increase was recognized on the FY 2022-23 schedule. The second half is being recognized on the FY 2023-24 schedule.

Some fees have returned to a per inspection charge rather than an hourly charge. It was found that the hourly charge came with some unanticipated inequities to the customers.

New fee: AB 38 Inspection Residential Defensible Space Inspection for $80 per inspection.

Remove Licensed Care Pre-Inspection which has been combined with the Annual Licensed Care Inspection or Pre-Inspection.

Remove Investigation report and Basic fire report as these are reports done for Public Records Requests and fees cannot be charged for them. Copy fees will still apply.

Change the Fire Clearance Annual inspection to realign the costs by unit size of complex.

Language change to recognize the Fire Code Permit as Annual.

Remove junk yards which has been combined with wrecking yards.

Language change adding Fire Code Event Permits and placing the appropriate permits in this section; and -
Remove Permit Reinspection.

Remove Permit Inspection on Sunday.

Packet Pg. 1014 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Report to Redding City Council May 31, 2023
Re: 4.10(b)--Set Public Hearing regarding adjustments to Schedule of Fees and Service Charges Page 3

Electric Utility Department
Removed three fees that are no longer used: Load Profiling/Energy Usage Monitoring Program/Landline or Ethernet net cable, Load Profiling/Energy Usage Monitoring Program/wireless connections and Level II REU Energy Audit.

Development Services Department Building Division
Aligned the Fire inspection fees under Building Division with the Fire inspection fees under Fire. Also, added CPI increases to several existing fees.

New fee: Fire Field Inspections for $138 per hour, one hour minimum Development Services Department Planning Division
New fee Amendment Minor by Director for $214
New fee Specific Plan Amendment (text) for $4,050 with Cost plus 100 percent Overhead
Public Works Department - Solid Waste Transfer / Recycling Facility Remove aerosols, poison, corrosive base as they are included in aerosol cans.

Language change: removed paint from aerosol paint cans.

Microwave cost analysis was completed based on a contract price of $0.25/lb. It was determined that it cost the City an average of $13 per microwave. Since this change would be a 63 percent increase, the fee is proposed to change to $10.50 this year and then increased to $13 next year.

Propane cylinders cost analysis was completed based on a contract price of $300 per 55- gallon drum. It was determined that it costs the City an average of $3 per propane cylinder.

HID Lamps cost contract price is $2.50 per HID lamp, so the fee is being increased to match the contract cost.

Prohibited Items fee cost analysis was completed and it was determined that each prohibited item cost the City on average $42 to process.

Economic Development - Airports
New Fee Aircraft Tie-down (Twin Commercial Use) for $171 per month Expand on Helicopter Fee based on size of helicopter. The current fee is a flat $6, and the new fees range from $4 per night to $10 per night.

Increase the Fuel Flowage Fee from $0.07 to $0.10.

Language change for Regularly scheduled Landing Fees to include gross weight.

Modify Landing fee for aircraft operating from Redding Airport to match the regularly scheduled landing fees. Per FAA, the reduced landing fee does not comply with FSS requirements. It is considered economic discrimination. Removed the reduced rate fees.

Removed Helicopter Landing Fee at CDF/USFS Pads which is now part of the lease agreement.

Increase in Paid Parking fees eight to 11 percent per fee.

New fee Lost & Found Returns (shipping) to cover costs of returning lost items to customers. The fee is being set as actual cost due to the nature of the fee.

Packet Pg. 1015 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Report to Redding City Council May 31, 2023
Re: 4.10(b)--Set Public Hearing regarding adjustments to Schedule of Fees and Service Charges Page 4

Housing Division - Housing and Community Development
Remove option to copy onto CD
Add Copies on USB flash drive for $6.50 per flash drive.

Environmental Review
This is not a project defined under the California Environmental Quality Act, and no further action is required.

Council Priority/City Manager Goals
This is a routine operational item.

Attachments
Proposed FY 2023-24 Master Fee Schedule
Packet Pg. 1016 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1017 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1018 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1019 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1020 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1021 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1022 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1023 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1024 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1025 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1026 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1027 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges) Packet Pg. 1028 Attachment: Previous Staff Report 06-06-2023 (6.1--Public Hearing to consider adjusting the City's Schedule of Fees & Service Charges)

CITY OF REDDING

REPORT TO THE CITY COUNCIL
Recommendation
Authorize the following actions:
1) Adopt Resolution approving and adopting the City of Redding Biennial Budget for Fiscal Years ending June 30, 2024 and June 30, 2025.
2) Find that the general maintenance activities performed by various City departments on City facilities/equipment over the course of fiscal years 2023-2024 and 2024-2025 are categorically exempt from review under the California Environmental Quality Act Guidelines, per Section 15301 - Existing Facilities.

Fiscal Impact
The Biennial Budget 2023-2025 (Budget) is the expenditure plan for the City of Redding (City).

Approving the budget will provide the opportunity for City staff to perform the duties and pursue the strategies as outlined in the document and as directed by the City Council (Council). The proposed budget for the first year is $397,489,150 and $423,277,400 for the second year.

Alternative Action
The Council could choose to not approve the budget, adjust the budget, adjust the budget through future Council action after approving the budget, and/or direct staff to bring back the budget for re-consideration at a future special meeting
Background/Analysis
The City operates on a budget approved by the Council in June of each odd numbered year. The budget is developed over the span of several months. Each department establishes necessary staffing and funding required to achieve its core functions including that which would be required to complete additional efforts as directed by the Council. This budget reflects the information presented and discussed at three budget workshops conducted in February, April, MEETING DATE: June 20, 2023
ITEM NO. 9.1(c)
FROM:
***APPROVED BY***
[email protected]
[email protected]
SUBJECT: 9.1(c)--Consider Resolution adopting and approving the City of Redding Biennial Budget 2023-25
Barry Tippin, City Manager
Packet Pg. 1029
Report to Redding City Council June 20, 2023
Re: 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial BudgetPage 2 and May 2023. The workshops provided the Council with an opportunity to provide direction relative to the budget development process. Within the budget document (and copied below) is the City Manager Budget Message.

As Council reviews the attached proposed budget document it is important to note this document will look different than the final published document. The final published document will be completed with the assistance of the Communications Team and be enhanced and optimized for online viewing and usage.

City Manager Budget Message
Introduction
The City of Redding (City) Biennial budget for Fiscal Year 2023-24 and Fiscal Year 2024-25 is focused on maintaining the gains the City has made over the past four years. Over the past four years, the economy was better than expected and through fiscal discipline and a focus on priority goals and objectives, the City made great strides in many areas, including the following:
a) Increased Fire Department staffing to include three fire personnel on every fire apparatus for the first time in City history, working towards a four-person per fire apparatus on three separate engines, utilizing grant funding.
b) Increased Police staffing across the board with 122 budgeted sworn officers allowing for the re-establishment of Beat No. 8, the creation of two Crisis Intervention Response Teams (with two officers per team), adopting and staffing a Park Ranger program with four Park Rangers, and the addition of a bike team. This provides far more resources to police our city not only responding to calls for service but increasing the time available for proactive policing.
c) Provided market-based salary and benefit packages to several employee groups and continuing the progress in this area.
d) Investment in technology upgrades including a new Enterprise Resource Planning platform with accessory modules, vetting, implementing and installing a new City-wide phone system, new facility access control system, new radios for public-safety groups, and a new computer aided dispatch system.
e) Invested in infrastructure ranging from painting City Hall, to the Caldwell Park Skate Park along with large investments in utility equipment replacement, upgrade and modernization.
f) Review and updating of City policies and procedures such as the travel policy, alternative work schedules, hybrid/remote work policy and the program review of the City’s workforce management system and methods.
g) Continuation of the downtown revitalization with the completion of the high-profile Block 7 project and the implementation of the Downtown Parking System. h) Completion of the updated Downtown Specific Plan, in-process of the General Plan update, and launching the Redding Riverfront Specific Plan update.

Maintaining these gains while developing this budget and grappling with a slowing economy required grit, creativity, and a willingness to push against some norms associated with typical budget development. City Council insight was necessary to develop the budget and was provided at three workshops with the City Council providing solid direction on various topics resulting in the proposed budget. With this guidance the proposed budget maintains all advancements the City has achieved and provides some additional areas of growth. The path Packet Pg. 1030
Report to Redding City Council June 20, 2023
Re: 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial BudgetPage 3 forward is treacherous and will require continual vigilance and perhaps swift action to maintain the solid financial footing that has always been the City’s strength.

Revenue
The City of Redding sales tax revenue for Fiscal Year 2022 – 2023 is estimated to be below projections by over $2 million with total General Fund tax revenues estimated to be below projections by $1.7 million. This budget “loss” combined with the corresponding impact to the City’s 10-year plan has been the largest obstacle in the creation of this budget. To put this in perspective, a $1.7 million loss is equivalent to eight mid-level police officer positions. The $2 million loss in sales tax represents a reduction of approximately 6 percent in that single funding source. Future revenue has also proven very difficult to project given the uncertain economy with high inflation, low unemployment and increasing interest rates. Many economists are predicting a recession while others disagree with this thought. Based on the uncertainty, staff recommended that the City Council approve modest increases in the major General Fund tax categories. These revenue forecasts are as follows: Sales tax slightly above a 2.5 percent increase in FY 2024 and slightly above 2.5 percent in FY 2025; Property tax with a slight increase above 3 percent in FY 2024 and above 3 percent in FY 2025; Transient Occupancy tax above 4 percent in FY 2024 and above 4 percent in FY 2025; Cannabis tax and other taxes with an increase of just over 4 percent in FY 2024 and above 4 percent in FY 2025.

ARPA Funding
The City of Redding was provided $18.6 million in funds from the American Rescue Plan Act (ARPA) to be utilized in the flexible manner as established in the United States Treasury Final Rule. The City Council provided initial direction in fund spending in February 2022, prior to the downturn in the economy. With the downturn and the noted loss of General Fund Revenues the City Council has redirected a portion of this funding to assist in maintaining the newly established public services that have been put into place. More particularly, this funding will be used to pay for officers assigned to Beat No. 8 and the Park Rangers through the Fiscal Year 2026-2027 and will be used to augment the Police and Fire Departments rolling stock budgets by $1 million each. Additionally, $750,000 will be used to maintain/replace General Fund facilities.

While it is not normally prudent to cover personnel expenses by “one-time funding” it is recommended to do so in order to maintain services while providing an opportunity to observe the health of the economy utilizing this additional time to make other adjustments in the budget and 10-year plan to maintain the minimum 10 percent reserve.

Regulatory Pressure and Modern Requirements
The regulatory nature of California is in full swing and the development of this budget takes this into account. Ranging from transportation electrification to wildfire protection to organic diversion, the pace is fast and furious. Equally challenging is the threat created by cyber attacks and technology obsolescence. The proposed budget accounts for these, both in the short term and long term.

Cyber security threats continue to grow and the cost of defending against them grows as well.

The Information Technology Department (IT) takes the lead in combating this threat. Over the past few years, significant progress has been made by changes to process, staff augmentation and technology investment, adding a Cyber Security Officer, increased security for passwords, and deploying a dual authentication program. This budget continues this trend in an effort to balance Packet Pg. 1031
Report to Redding City Council June 20, 2023
Re: 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial BudgetPage 4 fiscal prudence and continue to reduce risk. Similar improvements will take place in the next two years as well as increased physical security in the form of security cameras and facility access control. Consequently, the IT budget has expanded to account for these necessary actions yet even with this increase, we still remain short of truly meeting the need, due to funding constraints.

Public works is another department significantly impacted during this budget cycle, from a regulatory perspective, with all utilities having pressure to comply. However, the Solid Waste and Storm Drain Divisions are the hardest hit and the respective Division budget requests reflect this. The Storm Drain Utility is facing ever increasing restrictions on pollutants entering the water way creating a need for large investment in infrastructure and personnel. The Solid Waste Division is impacted by the recently required Organics Diversion Program as well as City growth. Both of these issues are more fully explained in the Public Works overview.

Lastly, while the substantive requirements of the mandates of electrifying the City’s fleet will not occur during this budget cycle, continuing to prepare and plan for this eventuality is prudent.

Staff continues to support statewide efforts to put some common sense into this discussion and has initiated a fleet development study along with the continued enhancement of the electric grid to handle the future load created by the conversion from fossil fuels to “clean” power.

Unfunded Needs and Other Challenges
As with previous budgets, the City of Redding struggles to obtain the funding necessary to maintain its infrastructure. With the City being more than 60 square miles, and a low population density, the traditional funding schemes employed in California generally fall short of providing adequate funding. The City relies heavily on grant revenue to construct improvements such as bike lanes, housing, and parks, but these expenses generally fall to General Fund tax revenues to maintain this infrastructure. The same General Fund tax revenues also must provide for general government services such as Public Safety. This, coupled with recent inflationary pressures, inventory shortages, insurance increases and the cost of employee benefits, makes balancing this budget a challenge.

Pension
The cost of employee pensions continues to impact the available resources to provide City services. These pension costs come in two forms; one is the annual cost and the other is the unfunded liability expense. While the former has increased due to a change in assumptions by the California Public Employees’ Retirement System (CalPERS) the latter is a key cause of budget difficulties. Due to changes in 2017 by CalPERS, the unfunded liability cost skyrocketed.

The unfunded pension liability cost to the General Fund in this budget is $13.6 and $14.6 million in FY 2024 and FY 2025 respectively. The Budget Summary section contains much more detail related to the pension costs for the City
Workforce
There has been good success in stabilizing and growing the City’s workforce over the past two years but it remains imperative that the City continues to focus on recruiting, retaining, training and supporting employees. With the completion of the personnel process report, the implementation of the new Enterprise Resource Planning program and human capital Packet Pg. 1032
Report to Redding City Council June 20, 2023
Re: 9.1(c)--Consider Resolution adopting and approving City of Redding Biennial BudgetPage 5 management software, there will be ample opportunities to modernize the tools and protocols which should enhance employee satisfaction.

The City’s workforce is aging with a high percentage of staff at, or nearing, retirement age, particularly at the Director level. Therefore, focus on succession planning will remain a high priority. Additional funding has been added to departments for training and efforts are being focused on preparing staff for future opportunities. Some of these opportunities will be driven by the ever-increasing regulatory environment in which we work. New regulation usually requires new expenses often in the form of staffing. By focusing on training and succession planning, the City will be better able to continue to offer quality services to the City’s residents.

Environmental Review
Staff has reviewed the budget and the associated general maintenance activities of various departments and determined that the general maintenance activities are Categorically Exempt from review under the California Environmental Quality Act Guidelines, per Section 15301 - Existing Facilities. Class 1 exemptions include the operation, repair, maintenance, or minor alteration of existing public structures, facilities and equipment. City facilities/equipment will undergo general maintenance activities throughout the course of the 2023/24 and 2024/25 fiscal years; however, the maintenance activities will result in negligible or no expansion of use. The proposed activities and action areas have been reviewed for sensitive resources and will not have a significant effect on biological or cultural resources such as threatened or endangered species or their habitats, sensitive vegetation communities, tribal lands, or tribal cultural resources. The maintenance activities have no potential to have a significant effect on the environment.

Council Priority/City Manager Goals
• Budget and Financial Management – “Achieve balanced and stable 10-year Financial Plans for all funds.”
• Public Safety – “Work to improve all aspects of public safety to help people feel secure and safe where they live, work, and play in the City of Redding.” • Communication and Transparency – “Improve the quality of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.”
• Government of the 21st Century – “Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.”
• Economic Development – “Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones, and encourage investment in the community.”
Attachments
Proposed Reso - WIP 6-12-23
Proposed Biennial Budget FY 23-24 & 24-25
CEQA Exemption Budget 23-25
Packet Pg. 1033

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
iii
RESOLUTION NO. 2023-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING

APPROVING AND ADOPTING THE BIENNIAL BUDGET FOR
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
WHEREAS, proposed budget requests have been submitted to the City Manager by Department Directors of the City; and
WHEREAS, such requests and all sources of revenue have been studied by the City Manager and the Finance Department; and
WHEREAS, the City Manager has submitted a Proposed Budget to the City Council which was balanced and prudent; and
WHEREAS, the City Council held a budget hearing and solicited input from the public; and WHEREAS, the City Council has amended the Proposed Budget as necessary to better serve the residents of the City of Redding; and
WHEREAS, it has been determined that this matter is not subject to the provisions of the California Environmental Quality Act;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Redding as follows:

1. That the foregoing recitals are true and correct.

2. That it is deemed to be in the best interest of the City of Redding to adopt and approve the budget appropriations contained in the Biennial Budget for fiscal years ending June 30, 2024 and 2025 at this time.

3. That the budget appropriations referred to hereinabove are set forth in the Proposed Budget for fiscal years ending June 30, 2024 and 2025, and that said budget appropriations are hereby approved as the Biennial Budget for the City of Redding for the fiscal years ending June 30, 2024 and 2025.

I HEREBY CERTIFY that the foregoing Resolution was introduced and read at a special meeting of the City Council of the City of Redding on the 20th day of June, 2023, and was duly adopted at said meeting by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

MICHAEL DACQUISTO, Mayor
ATTEST: FORM APPROVAL:

PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney
Packet Pg. 1034 Attachment: Proposed Reso - WIP 6-12-23 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) City of Redding
Biennial Budget
2023 - 2025

PROPOSED
Packet Pg. 1035 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1036 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
i

TABLE OF CONTENTS

INTRODUCTION
Table of Contents ................................................................................................................ i Budget Resolution ............................................................................................................. iii Municipal Officers ............................................................................................................ iv City Organizational Chart.................................................................................................... v Budget Users Guide ........................................................................................................... vi Budget Development Calendar .......................................................................................... xi Mission Statement ............................................................................................................ xii

BUDGET MESSAGE
Budget Message ........................................................................................................... AA-1 City Manager’s Goals and Objectives .......................................................................... AA-5

BUDGET SUMMARIES SECTION
Budget Overview ............................................................................................................ A-3 General Fund Source and Use Graphs .......................................................................... A-10 Expenditures and Revenues per Resident ..................................................................... A-12 Sales Tax - Where it Goes ............................................................................................ A-14 General Fund Ten-Year Financial Plan ........................................................................ A-19 Comparative Summary of Estimated Revenues ........................................................... A-30 Statement of Estimated Revenues – All Funds ............................................................ A-32 Summary of Expenditure Programs – All Funds .......................................................... A-43 Comparative Summary of Expenditure Programs - All Funds ..................................... A-46 Summary of Authorized Full-Time Positions .............................................................. A-49 Summary of Fund Transfers ......................................................................................... A-50 Summary of Cost Allocation Charges and Payment In-Lieu of Property Taxes (PILOT) ............ A-51 Summary of Internal Service Fund Charges................................................................. A-54 Summary of Long Term Debt ...................................................................................... A-57 Summary of Capital Projects ........................................................................................ A-61 History and Locale of Redding ..................................................................................... A-65

DEPARTMENT DETAIL
Community Services Department .................................................................................... B-1 Development Services Department ................................................................................. C-1 Electric Department ........................................................................................................ D-1 Fire Department ..............................................................................................................

PROPOSED
. E-1
Packet Pg. 1037 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
ii
General Government .................................................................................................. F-1 City Council ........................................................................................................ F-5 City Manager’s Office ......................................................................................... F-6 Financial Services ................................................................................................ F-9 City Clerk’s Office ........................................................................................... F-19 City Attorney’s Office ....................................................................................... F-25 Non-Departmental ............................................................................................. F-31 HCD ................................................................................................................... F-33 Information Technology Department ........................................................................ G-1 Personnel Department ............................................................................................... H-1 Police Department ....................................................................................................... I-1 Public Works Department ...........................................................................................J-1

APPENDIX
Glossary/Acronyms ................................................................................................... K-3 Fund Descriptions .................................................................................................... K-11 Budget Policies ........................................................................................................ K-15 Redding Area Bus Authority ................................................................................... K-37 Redding Housing Authority .................................................................................... K-45 Index ........................................................................................................................ K-49

PROPOSED
Packet Pg. 1038 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
iii
RESOLUTION NO. 2023-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF REDDING

1. That the foregoing recitals are true and correct.

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

MICHAEL DACQUISTO, Mayor

ATTEST: FORM APPROVAL:

PAMELA MIZE, City Clerk BARRY E. DeWALT, City Attorney

PROPOSED
Packet Pg. 1039 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
iv

MUNICIPAL OFFICIALS
City Council
Mayor ....................................................................................... Michael Dacquisto Vice Mayor ..................................................................................... Mark Mezzano Mayor Pro Tem ............................................................................Tenessa Audette Council Member .................................................................................. Jack Munns Council Member ................................................................................. Julie Winter Administrative Personnel
City Manager ..................................................................................... Barry Tippin Assistant City Manager ........................................................................ Steve Bade City Attorney ....................................................................................Barry DeWalt City Clerk .......................................................................................... Pamela Mize City Treasurer .................................................................................. Greg Robinett Director of Community Services ........................................................ Kim Niemer Director of Development Services ................................................... Jeremy Pagan Director of Electric ............................................................................... Nick Zettel Director of Financial Services ........................................................ Greg Robinett Director of Information Technology .......................................... Tony Van Boekel Director of Personnel ............................................................................ Kari Kibler Director of Public Works .............................................................. Chuck Aukland Fire Chief ............................................................................ Jerrod Vanlandingham Police Chief ...................................................................................... Bill Schueller (COR Org Chart Here)

PROPOSED
Packet Pg. 1040 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) City of Redding Organization Chart
City Clerk
City ClerkReprographics Records Management
City Clerk
Pamela Mize
City Attorney
Barry DeWalt
City Manager
Barry Tippin
City Council City Treasurer City Treasurer Greg Robinett Electorate
City Attorney
Parks Recreation Administration Building Maint.Communications Administration Redding Power Distribution Energy Services Resource Group Customer Service Field Services Administration Suppression Prevention
Permit Center BuildingPlanningCode Enforcement
Revised 06/23
Electric
Nick Zettel
Community
Services
Kim Niemer
Development
Services
Jeremy Pagan
Admin/Services
Field Operations Investigations Services Grants
Public Works
GIS Police I/T Staff Info. Technology
Engineering Transportation Streets Solid WasteFleet Maintenance P/W AdministrationStorm Drains Electrical Technician Water Wastewater Kari Kibler
Financial
Services
Bill Schueller Chuck Aukland
Police
PersonnelVolunteer Svcs.Risk Mgmt.

City Manager
FinancePurchasingTreasurer
Greg Robinett
Information
Technology
Anthony Van Boekel
Fire
Jerrod
Vanlandingham
Housing
Steve Bade
Housing
Personnel
Assistant City Manager
Steve Bade
AirportsRABAEconomic Development
City ClerkCity Clerk
Sharlene Tipton
(Interim)
v

PROPOSED
Packet Pg. 1041 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
vi
BUDGET USER’S GUIDE
Introduction
The City’s budget is an important policy document. It serves as a financial plan, identifying the spending priorities for the organization. The budget is used to balance available resources with community needs, as determined by the City Council. It also serves as a tool for communication of the City’s financial strategies and for ensuring accountability.

At the Council budget hearing for fiscal year 1997-98 budget, it was agreed upon that the City would prepare a two year budget. Therefore, the City’s budget is a plan for two specified fiscal years. The fiscal years for this budget begin on July 1, 2023 and end on June 30, 2025.

Budget Process
Responsibility
The City Manager is responsible for preparing the budget, submitting it to the City Council for adoption, and administering the budget after adoption. The City Manager has assigned preparation and administration of the budget to the Finance Department.

Kickoff Meeting and Budget Requests
The budget process begins in September when the Finance Department compiles budget request forms for all departments. These are distributed along with a copy of the Budget Policies and Procedures Manual at the "Budget Kickoff" meeting.

Departments prepare their budget requests using a priority based budgeting approach, which requires justifications for every request made. This is completed in the timeframe from the budget kickoff meeting until their due date to Finance in December. Finance then provides feedback and works with the department to ensure that proper justification was provided. The request generally will encompass each budget category. New personnel requests are reviewed by both the Personnel and Finance departments. Other City divisions will review applicable requests and prepare recommendations.

Preliminary Budget Review
Departments submit all budget requests to the Finance Department. Finance reviews the information provided and facilitates additional information as appropriate. Finance works with the department to ensure that all requested information includes proper justification and formatting on all requested information before submission to the City Manager.

City Manager Review
Due to the impacts of COVID-19 and a desire to modernize and streamline the budget process, the City Manager budget review process was performed utilizing a shared folder system. The Departments and Finance work to finalize all justification and place the information for review by the City Manager, Assistant City Manager, and other departments as appropriate. The City Manager utilized this information to make preliminary decisions or if necessary request additional information. If the request for information was too complex a meeting was scheduled. Finally, Finance would utilize these preliminary decisions to formulate draft short and long term financial plans. The plans were then analyzed to ensure they could be funded within the revenue constraints of each major fund. If necessary, additional meetings are held to make final recommended budget decisions.

PROPOSED
Packet Pg. 1042 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
vii
City Council Budget Workshops and Adoption
In April and May City Council hold Budget Workshops with City Staff. These Workshops provided City Council an opportunity to receive information regarding the proposed budget and make modifications as appropriate. At the conclusion of the workshops, the City Council provided Staff with direction for modifications to the Proposed Budget that will come back to Council in June. These Budget Workshops allow City Council to provide direction and feedback relative to the Biennial Budget Development process.

At the conclusion of the Budget Workshops, Staff begins to prepare a Proposed Biennial Budget and schedules a meeting for final budget review and adoption by City Council. At the conclusion of this meeting, the City Council will modify the Biennial Budget until a majority consensus is reached, at which time the Biennial Budget is adopted by means of a resolution. Upon adoption, the Finance Department prepares for the start of the new year by recording and finalizing the appropriations and estimated revenues into the accounting system. The Finance Department then prepares the final document for distribution to City officials and other interested parties.

Document Format
The Budget consists of 12 sections. The Introduction contains information of a general nature to the reader. The Budget Message presents information about the major goals and program strategies for the City as a whole with individual department goals; proposed budget resources and expenditures; reserve funds; and City priorities.

The Budget Summary follows the City Manager's message. The Budget Summary contains historical information about resources and expenditures for all funds and departments throughout the City.

The next 9 sections provide supporting detail for the Budget Summary information. These sections expand the presentation of prior fund balance and expenditures.

The final section, the Appendix, provides information to the reader not given in other sections of the document.

For example, this section includes a glossary of terms.

The Accounting System, Budgetary Control and Financial Policies The City of Redding accounting records are maintained in accordance with Generally Accepted Accounting Principles (GAAP), as established by the Governmental Accounting Standards Board (GASB). Government fund types (General Fund, Special Revenue Funds, Capital Project Fund, and Debt Service Funds), Agency Funds Expendable Trust Funds are maintained on a modified accrual basis of accounting. Proprietary fund types (Enterprise and Internal Service Funds) are maintained on an accrual accounting basis.

The budget adopted by City Council is prepared on a cash basis. Some areas where the cash basis differs from GAAP basis are:

1. The City does not budget for the fair market value adjustment required under GASB 31.

2. The City does not budget for accounts payable or intergovernmental payables.

3. The City does not budget for benefit accruals.

4. The City budgets for certain receivables and payables on a cash basis.

5. In proprietary fund types the City does not budget for depreciation, but does budget for capital assets as expenditures.

6. In proprietary fund types the City includes debt proceeds as revenue and debt service payments as expenditures.

7. Encumbered amounts are recorded as the equivalent of expenditures in the budget as opposed to a reservation of fund balance under GAAP.

The City Manager is authorized to transfer appropriations between divisions of a department within any fund;

PROPOSED
Packet Pg. 1043 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
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viii
however, any revisions that alter the total expenditures of any fund require City Council resolution, unless the Council has given authority to the City Manager to increase total appropriations. (Such as in grant expenditures when grant revenue equals or exceeds the expenditure and appropriation carryovers) A carefully designed system of internal accounting and budgetary controls is used to insure that revenues and expenditures/expenses are tracked and used as intended. These controls are designed to provide reasonable, but not necessarily absolute, assurance with respect to the reliability of financial and budgetary records for use in the preparation of financial statements as well as accountability for all of the City of Redding assets. The concept of reasonable assurance recognizes that the cost of control should not exceed the benefits and that the evaluation of costs and benefits likely to be derived thereof require estimates and judgments by management. The system is reviewed as regularly as possible and as required by independent, certified public accountants.

The main financial policies are as follows:

All Enterprise Funds and the General Fund will prepare long-range ten year financial plans. The adopted budget will be the first two years of the ten year financial plan.

All long-range financial plans will use consistent economic assumptions in their long range financial plans. The consistent economic assumptions will be developed by the Finance Department with the input from all affected departments.

No year-end cash reserve balance in any year shall be below ten percent of annual expenditures in any ten year plan. Financial plans will be updated during the year and any adjustment to maintain a 10 percent cash reserve will be presented to Council for their approval.

All funds should maintain a 10 percent of annual expenditures reserve, except internal service funds which should maintain a minimum of a 1 percent of annual expenditures reserve.

Each requested change in budget appropriations will include a fiscal impact statement.

The City will comply with all the requirements of “Generally Accepted Accounting Principles” (GAAP).

However, it must be stressed that the information presented in the Budget is not audited and is not necessarily in full compliance with GAAP. The information presented in the Budget is designed to enhance management control and fiscal planning and is not intended to directly correlate with the data presented in financial reports such as the Comprehensive Annual Financial Report. The Comprehensive Annual Financial Report is designed to provide a retrospective overview on a fund-by-fund basis.

The City uses a cost allocation plan to identify cost associated with providing certain services. These indirect charges reimburse the administration and overhead services provided by certain General Fund divisions. The allocations are made to Streets and Public Works in the General Fund and to all non-General Fund divisions; however, cost allocation to internal service funds are allocated on to user divisions.

In addition to its cost allocation plan the City charges a payment in lieu of taxes (PILOT) to the Electric Utility and Airport funds. In addition, when the Civic Auditorium Fund is fully operated by the City it will be charged a PILOT. The PILOT is similar to property tax charges and is based on 1 percent of the estimated value of a funds capital and joint venture assets. Estimated value for most assets is determined based on historical cost increased by 2 percent a year for a twelve year period. For equipment, furniture and vehicles, the depreciated historical cost is used as estimated value.

The City requires all budgets to be balanced. A balanced budget is defined as beginning budgeted fund balance plus revenues must be equal to or greater than expenditures. However, revenues can include debt for long-term assets.

PROPOSED
Packet Pg. 1044 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
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Fund Types
Government accounting requires the segregation of funds by type. The City of Redding uses six distinct fund types. These fund types include: General, Special Revenue, Enterprise, Internal Services, Trust and Agency funds, and a Private-purpose Trust fund. A breakdown by fund with associated department responsibility is available on page K-11.

The General Fund is used to record all resources and expenditures not required to be accounted for in another fund type. Special Revenue funds account for the proceeds of legally restricted resources earmarked for specific purposes. Expenditures can be appropriated within the fund itself or transferred to another fund as reimbursement for expenditures. Enterprise Funds are established to account for operations that are financed and operated similar to private business. The intent of the City is to match costs associated with the enterprise operation with the revenues generated. The City’s enterprise funds include the Airport, Civic Auditorium, Electric, Water, Wastewater, Storm Drainage, and Solid Waste Funds. Internal Service Funds are created to account for services provided by one department for another. Costs of services are usually determined on a cost allocation basis.

Expenditures are restricted to the dedicated use of the fund. Trust and Agency funds represent the Special Deposit Fund and other Trust Funds. All revenues are restricted to related expenditures within the responsible fund and are typically held in trust. Private-purpose trust funds are a fiduciary fund type used to report all trust arrangements, other than those properly reported in pension trust funds or investment trust funds, under which principal and income benefit individuals, private organizations, or other governments.

Revenues
Revenues are monies received by the City and are reported by source as follows: Taxes; Fines, Forfeitures, and Penalties; Licenses and Permits; Use of Money and Property; Internal Departments; Other Governmental Agencies; Charges for Current Services, and Other.

Taxes are compulsory charges levied by a governmental agency for the purpose of financing services performed for the common benefit. Primary sources are Property Tax, Sales Tax, Transient Occupancy Tax, and Cannabis Tax. Fines represent monies paid as an imposed penalty for an offense such as a traffic or safety violation.

Licenses and Permits represent a voluntary or officially given right to levy a charge for a service provided. For example, primary sources of revenue from permits are those generated for approval of construction projects within the City limits, i.e., building permits. Money and Property identifies revenue received from investments or rental of assets. Revenue from Internal Departments is revenue charged to other departments for services provided by another department. The two main sources of revenue from internal departments is in-lieu property tax and cost allocation reimbursement. Other Governmental Agencies contribute revenue to the City by participating in specifically approved City activities. Revenues can be received from federal, state, county, or other local governmental agencies. Revenues for the most part are restricted to the guidelines developed by the governmental agency allocating the funds. Some of these include motor vehicle in-lieu fees, state mandated claims, Housing and Urban Development funds, various grants from the State of California and the federal government. Charges for current services are user charges applied to specific services provided by the City.

The charges are established by resolution adopted by the City Council. Examples of charges for current services are recreation fees, plan check fees, inspection fees, and fingerprinting fees. Other revenues are those resources not accounted for in any other category. They include miscellaneous revenue, compensation/property damage, and contributions.

The General Fund’s three largest source of revenue are sales tax, property tax, and internal departments. These three sources make up over 81 percent of the General Fund revenue.

The revenue for the Special Revenue Funds generally consists of revenue from other governmental agencies and from fees for services. These funds are generally restricted and can only be used for specific purposes.

PROPOSED
Packet Pg. 1045 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
x
The revenue for the Enterprise Funds are generated by providing services, i.e. the fees paid for water on one’s utility bill would go to the water utility, electric charges to the electric utility.

The revenue for the Internal Services Funds is generated by charging the users of their services (usually other City departments).

Expenditures
Expenditures are divided into four categories: Personnel Costs; Materials, Supplies, and Services; Debt Service, and Capital Outlay.

Personnel costs account for all direct and indirect costs of City personnel. The cost also includes all employee benefits. Materials, Supplies, and Services represent expenditures for the operation of each department. Debt Service includes the principal and interest payments on all long-term debt. Capital Outlay accounts for any capital improvement, project, or equipment purchases over $5,000.

Fund Balance
Beginning Fund balance in this report is the cumulative (all prior years) difference in all revenues less all expenditures, primarily on a budgetary basis. Ending fund balance is the beginning fund balance increased by all currently budgeted revenues less currently budgeted expenditures, primarily on a budgetary basis.

PROPOSED
Packet Pg. 1046 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
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BUDGET DEVELOPMENT CALENDAR
FOR
BIENNIAL BUDGET 2023-25

DUE DATE ACTION
10/24/22 City Manager budget kickoff with departments
12/15/22 Departments return priority budget spreadsheets to Finance January/February Informational budget workshops – Significant issues 1/16/23 Finance completes review and feedback of priority budget spreadsheets 1/31/23 Departments complete all budget requests including justification 2/28/23 Finance and City Manager review and complete preliminary budget decisions. Including expenditures and revenues.
1/31/23 to 2/20/23 Internal Service Funds prepare allocations and issue papers for presentations to Directors.

These documents are to be returned to Finance by February 20, 2023 3/1/23 to 3/10/23 Internal Service Funds present their budgets to Directors. 3/10/23 Departments input all approved budget requests. 3/24/23 Finance to deliver a draft 10 year plan to the City Manager based on decisions/requests to date.
3/30/23 Meeting with Directors for final budget decisions. 1/31/23 to 4/14/23 Departments prepare department overview.

4/10/23 to 5/5/23 City Council Budget Workshops.

5/1/23 to 5/31/23 Finance Department prepares Proposed Budget.

June 2023 City Manager presents Proposed Budget to City Council; City Council establishes date(s) for budget workshop(s).

June 2023 City Council reviews Proposed Budget and amends it as necessary. Budget is adopted. 7/31/23 Finance Department publishes and disseminates Biennial Budget.

PROPOSED
Packet Pg. 1047 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
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CITY OF REDDING MISSION STATEMENT
Provide a high quality of life, remembering that families and neighborhoods are the centerpiece of our lives; the Redding Community will remain clean and safe and will work aggressively to prevent sprawl through careful community development, planning and smart growth. The city is seen as proactive rather than reactive by focusing on what type of City we would like to be in the future and taking the necessary steps to assure we reach our goals.

CITY OF REDDING VISION STATEMENT
Our vision is:

To protect and enhance the City’s reputation as the “Jewel of Northern California” To attract and support quality job growth
To build neighborhoods rather than homes
To have a well-managed City that is in sound financial condition and one in which there is strong leadership that values good governance
To provide excellent public services and infrastructure to promote a clean and attractive community To support steps to create a vibrant downtown and riverfront To assure parks, trails and open space
To support programs that connect the City’s unique natural beauty and rich history

PROPOSED
Packet Pg. 1048 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PRESENTED TO
City of Redding
California
For the Biennium Beginning
July 01, 2021
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award

PROPOSED
Packet Pg. 1049 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1050 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-1

CITY MANAGER

BUDGET MESSAGE

PROPOSED
Packet Pg. 1051 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-2
Introduction
The City of Redding (City) Biennial budget for Fiscal Year 2023-24 and Fiscal Year 2024-25 is focused on maintaining the gains the City has made over the past four years. Over the past four years the economy was better than expected and through fiscal discipline and a focus on priority goals and objectives, the City made great strides in many areas, including the following:
a) Increased Fire Department staffing to include three fire personnel on every fire apparatus for the first time in City history, working towards a four- person per fire apparatus on three separate engines, utilizing grant funding.
b) Increased Police staffing across the board with 122 budgeted sworn officers allowing for the reestablishment of Beat No. 8, the creation of two Crisis Intervention Response Teams (with two officers per team), adopting and staffing a Park Ranger program with four Park Rangers, and the addition of a bike team. This provides far more resources to police our city not only responding to calls for service but increasing the time available for proactive policing. c) Provided market-based salary and benefit packages to several employee groups and continuing the progress in this area.
d) Investment in technology upgrades including a new Enterprise Resource Planning platform with accessory modules, vetting, implementing and installing a new City-wide phone system, new facility access control system, new radios for public-safety groups, and a new computer aided dispatch system.
e) Invested in infrastructure ranging from painting City Hall, to the Caldwell Park Skate Park along with large investments in utility equipment replacement, upgrade and modernization. f) Review and updating of City policies and procedures such as the travel policy, alternative work schedules, hybrid/remote work policy and the program review of the City’s workforce management system and methods.
g) Continuation of the downtown revitalization with the completion of the high-profile Block 7 project and the implementation of the Downtown Parking System.
h) Completion of the updated Downtown Specific Plan, in-process of the General Plan update, and launching the Redding Riverfront Specific Plan update.

Maintaining these gains while developing this budget and grappling with a slowing economy required grit, creativity, and a willingness to push against some norms associated with typical budget development. City Council insight was necessary to develop the budget and was provided at three workshops with the City Council providing solid direction on various topics resulting in the proposed budget. With this guidance the proposed budget maintains all advancements the City has achieved and provides some additional areas of growth. The path forward is treacherous and will require continual vigilance and perhaps swift action to maintain the solid financial footing that has always been the City’s strength.

This budget “loss” combined with the corresponding impact to the City’s 10-year plan has been the largest obstacle in the creation of this budget. To put this in perspective, a $1.7 million loss is equivalent to eight mid-level police officer positions. The $2 million loss in sales tax represents a reduction of approximately 6 percent in that single funding source. Future revenue has also proven very difficult to project given the uncertain economy with high inflation, low unemployment and increasing interest rates. Many economists are predicting a recession while others disagree with this thought. Based on the uncertainty, staff recommended that the City Council approve modest increases in the major General Fund tax categories.

These revenue forecasts are as follows: Sales tax slightly above a 2.5 percent increase in FY 2024 and

PROPOSED
Packet Pg. 1052 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-3
slightly above 2.5 percent in FY 2025; Property tax with a slight increase above 3 percent in FY 2024 and above 3 percent in FY 2025; Transient Occupancy tax above 4 percent in FY 2024 and above 4 percent in FY 2025; Cannabis tax and other taxes with an increase of just over 4 percent in FY 2024 and above 4 percent in FY 2025.

The proposed budget accounts for these, both in the short term and long term.

Cyber security threats continue to grow and the cost of defending against them grows as well. The Information Technology Department (IT) takes the lead in combating this threat. Over the past few years, significant progress has been made by changes to process, staff augmentation and technology investment, adding a Cyber Security Officer, increased security for passwords, and deploying a dual authentication program. This budget continues this trend in an effort to balance fiscal prudence and continue to reduce risk. Similar improvements will take place in the next two years as well as increased physical security in the form of security cameras and facility access control. Consequently, the IT budget has expanded to account for these necessary actions yet even with this increase, we still remain short of truly meeting the need, due to funding constraints.

Lastly, while the substantive requirements of the mandates of electrifying the City’s fleet won’t occur during this budget cycle, continuing to prepare and plan for this eventuality is prudent. Staff continues to support statewide efforts to put some common sense into this discussion but recommends initiating a fleet development study along with the continued enhancement of the electric grid to handle the future load created by the conversion from fossil fuels to “clean” power.

PROPOSED
Packet Pg. 1053 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-4
Unfunded Needs and Other Challenges
As with previous budgets, the City of Redding struggles to obtain the funding necessary to maintain its infrastructure. With the City being more than 60 square miles, and a low population density, the traditional funding schemes employed in California generally fall short of providing adequate funding. The City relies heavily on grant revenue to construct improvements such as bike lanes, housing, and parks, but these expenses generally fall to General Fund tax revenues to maintain this infrastructure. The same General Fund tax revenues also must provide for general government services such as Public Safety. This, coupled with recent inflationary pressures, inventory shortages, insurance increases and the cost of employee benefits, makes balancing this budget a challenge.

While the former has increased due to a change in assumptions by the California Public Employees’ Retirement System (CalPERS) the latter is a key cause of budget difficulties. Due to changes in 2017 by CalPERS, the unfunded liability cost skyrocketed. The unfunded pension liability cost to the General Fund in this budget is $13.6 and $14.6 million in FY 2024 and FY 2025 respectively. The Budget Summary section contains much more detail related to the pension costs for the City Workforce
There has been good success in stabilizing and growing the City’s workforce over the past two years but it remains imperative that the City continues to focus on recruiting, retaining, training and supporting employees. With the completion of the personnel process report, the implementation of the new Enterprise Resource Planning program and human capital management software, there will be ample opportunities to modernize the tools and protocols which should enhance employee satisfaction.

PROPOSED
Packet Pg. 1054 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-5

CITY OF REDDING

GOALS AND OBJECTIVES
2023-2025

PROPOSED
Packet Pg. 1055 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-6
Budget and Financial Management Objective
Objective: Achieve balanced and stable 10-Year Financial Plans for all Funds.

City-Wide Goals:

1. Maintain balanced 10-Year Plans for all funds.

2. Implement a new Budget Development Module in new software (Oracle) in advance of the next budget, January 2025.
a. Integrate new policies and procedures manual in coordination with go-live to better streamline budget production by October 2024.
b. Integrate new policies and procedures manual regarding budget amendments and appropriation transfers to effectively manage modifications to budgets during the life of the adopted budget by June 2025.

3. Implement a new Financial system, which will impact business processes, procedures, operations manuals, internal controls, and municipal code. The system will impact cash collection, cash management, accounts payable, and expenditure reimbursement by July 2023 a. Continue to monitor and improve processes, policies, and procedures as the system is in use and provide continuous updates to maximize the efficacy of the new system and financial operations, quarterly beginning October 2023
b. Coordinate continuous improvements to department understanding and available resources from the new system, quarterly beginning October 2023
Department Goals:

Airports

1. Identify and confirm future revenues for Airports in order to balance long-term financial plans in advance of future budget development.

2. Negotiate with the on-site car rental companies for commencing a Customer Facility Charge (CFC) to raise capital for expanded and improved parking facilities at Redding Regional Airport Community Services

1. Pilot centralized irrigation control software at Salt Creek Heights Park and Shastina Ranch Park to determine if cost savings justify program expansion.

Redding Fire Department

1. Implement the First Responder fee approved by the City Council in 2021 no later than January 2024.

Redding Electric Utility

1. Complete a comprehensive cost-of-service study, evaluate rate structures to ensure they clearly and accurately reflect the results, and engage the community with outreach and education regarding rates

2. Utilize debt management strategies and principles to ensure stable, predictable, and affordable service.

PROPOSED
Packet Pg. 1056 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-7
Finance Department

1. Grants Tracking - Determine if and how finance can provide information and support to departments to better track and ensure timelier billing of grants receivable no later than June 2024.

Personnel Department

1. Working with Finance to develop an improved internal cost estimate system for labor relations negotiations no later than January 2025.

Redding Police Department

2. Utilize the $1 million in ARPA funding to replace 20 percent of the aging patrol fleet with modern, safe, fuel-efficient police vehicles no later than June 2025.

Public Works Department

1. Implement a new rate for source-separated commercial food waste to cover the cost of the new mandated program no later than January 2024.

2. Update the North Redding Traffic Benefit District Impact Fee Program to modernize the program post-Redevelopment Agency elimination and Costco relocation no later than January 2024.

3. Update the development impact fee programs in line with expected development and program project implementation no later than July 2024.

4. Develop an improved tracking system for deposits, delinquent payments, and timely invoicing on land development projects no later than July 2024.

5. Develop an improved tracking system for releases of security, extensions, and warranty periods on capital and land development construction projects no later than July 2024.

PROPOSED
Packet Pg. 1057 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-8
Public Safety Objective
Objective: Work to improve all aspects of public safety to help people feel secure and safe where they live, work and play in the City of Redding.

City-Wide Goals:

1. Complete work on the Community Planning Assistance for Wildfire Report implementation no later than January 2025.

Department Goals:

Airports

1. Develop a plan and identify funding strategies to extend the primary runway at the Redding Regional Airport to accommodate a larger array of wildfire attack aircraft, including Very Large Air Tankers (VLATs) no later than July 2025.

Community Services Department

1. Park Hosts will move into the new Park Host houses to enhance facility security no later than January 2024.

Development Services Department

1. Develop and implement measures to better secure the City’s Permit Center against the potential for active shooter threat, for the benefit of the general public, City customers as well as City staff no later than July 2024.

2. Explore the creation of a long-term rental inspection program and determine feasibility for the City of Redding no later than January 2025.

3. Explore the creation of a vacant property registration ordinance and determine feasibility no later than January 2025.

4. Maintain proper certifications for Building and Code Enforcement activities, as well as FEMA floodplain administration, and maintain or achieve higher Building Code Effectiveness Grading Schedule (BCEGS) and Community Rating System (CRS) rating classifications no later than July 2025.

Redding Electric Utility

1. Complete critical wildfire mitigation projects; complete physical and cyber security improvements; replace aging distribution system infrastructure; and make necessary changes to workflow processes and technologies to ensure timely and efficient maintenance of the distribution system.

Redding Fire Department

1. Partner with SHASCOM and CalFire Emergency Communications Center to develop a CAD-toCAD interface to enhance interoperability within the Mutual Threat Zone (MTZ) no later than January 2025.

2. Implement WebEOC and provide semi-annual EOC training.

3. Train with RPD and regional partners through Shield Training Center to improve interoperability.

4. Complete the Community Wildfire Protection Plan (CWPP) no later than July 2024.

PROPOSED
Packet Pg. 1058 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-9
Personnel Department

1. Develop and implement an engaging City Safety Education Program no later than July 2024.

Redding Police Department

1. Implement a new Street Crimes Unit in the Detective Division to investigate narcotics trafficking, gang crime, sex trafficking, and crimes committed by serious probationers and parolees holding them accountable to the terms and conditions of their supervised release. Reduce the overall individual caseload of Detectives in the division no later than January 2024.

Public Works Department

1. Enhance the Litter Abatement Program (Council Policy 1409) by increasing the number of solarpowered trash receptacles (Big Belly’s), coordinate with Redding Police Department regarding the impact of illegal dumping, homeless encampments, access control and shopping cart retrieval, portable waste receptacles, and better use of the Community Cleanup Voucher Program no later than July 2024.

2. Complete the preliminary design assessment of Fire Facilities to develop a prioritized list of projects, including a new Fire Station No. 9, for the Redding Fire Department to secure funding no later than January 2024.

3. Increase the lane miles of protected bike routes and the number of enhanced pedestrian crossings to reduce pedestrian/cyclist fatalities through incorporation in current and future projects.

4. Perform an annual night survey of the entire roadway system to identify signing, striping, and other visibility issues and schedule repairs/replacements for completion before March of each year.

5. Secure four Highway Safety Improvement Programs (HSIP), Active Transportation Program (ATP), or other State or Federal program grant projects to enhance roadway safety for all users.

6. Update the Local Road Safety Plan to prioritize safety project implementation and secure grant funding for projects no later than January 2025.

7. Construct a treatment system for Enterprise Well-12 to eliminate waste products and increase production of non-surface water to increase the City’s drought resiliency no later than July 2025.

8. Develop and enhance hydrant inspection and servicing program to ensure system reliability during emergency operations no later than January 2024.

PROPOSED
Packet Pg. 1059 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-10
Communication & Transparency Objective
Objective: Improve the quality and quantity of communication with the public and City employees to enhance knowledge and increase transparency to improve public trust.

City-Wide Goals:

1. Maintain and improve City Hub to provide better and expanded opportunities for the public to access City information.

2. Develop a revised Social Media Policy no later than January 2024.

Department Goals:

City Clerk

1. Implement new Agenda Management software program with enhanced opportunities for community engagement no later than July 2024.

2. Implement new Public Records Request software program to expedite public records requests, and help the City to remain compliant with legal requirements.

3. Implement new Business Licensing software for use no later than January 2025, to automate processes and increase ease of use for businesses.

Community Services Department

1. Implement the new City website with enhanced engagement tools.

Redding Fire Department

1. Implement the “Community Connect” module within the Department’s Report Management System, “First Due” to improve communication and community engagement on fire and life safety issues no later than July 2024.

Development Services Department

1. Reconfigure the internet page to be more user-friendly, with updated and relevant information so that customers can easily get answers to their questions and more readily access self-service features of the online permit portal no later than July 2025.

2. Configure the online permit portal so that real-time progress data is available to customers regarding permit application status and review timelines no later than January 2025.

3. Reconfigure the intranet page to be organized and well-maintained so that staff has clear direction on where to go for the latest policy, guidance, training, and resources no later than January 2024.

Redding Electric Utility Department

1. Complete a customer needs survey and implement electronic billing no later than July 2024.

Information Technology Department

1. Acquire and deploy a cloud base Voice Over IP phone system by first quarter of 2024.

2. Relocate various radio communication links for better support and accessibility no later than January 2024.

3. Improve and increase GIS web-based resources for better citizen access and experience no later than July 2024.

PROPOSED
Packet Pg. 1060 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-11
Personnel Department

1. Develop a branded Personnel Department website landing page with relevant and updated information so the public can easily access recruitment and hiring information no later than January 2024.

2. Transition to digital records no later than July 2024

3. Create a digital infrastructure that can be leveraged across all talent acquisition efforts no later than July 2025.

Public Works Department

1. Implement a program to track outreach and education efforts and assist in completing reports to the State for regulatory compliance no later than July 2025.

2. Develop urban water use objectives to meet State mandates for residential indoor use, residential outdoor use, Commercial, Industrial, and Institutional (CII) outdoor irrigation, and water loss.

3. Transition the Record Drawing Manager to Laserfiche (document management system) no later than July 2025.

4. Develop stormwater infiltration gallery design standard for use by the development community no later than July 2024.

PROPOSED
Packet Pg. 1061 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-12
Government of the 21st Century Objective
Objective: Be relevant and proactive to the opportunities and challenges of today’s residents and workforce. Anticipate the future to make better decisions today.

City Wide Goals:

1. Provide an opportunity for the City Council to consider a new Mission, Vision & Ethics statements by July 2024.

2. Develop the City’s Zero Emission Vehicle (ZEV) Fleet Replacement and Infrastructure Plan to ensure the City meets compliance with California’s clean energy mandates cost-effectively while maintaining the highest level of service and reliability no later than January 2025.

Department Goals:

Community Services Department

1. Work collaboratively with citizens to evaluate youth sports facilities.

Development Services Department

1. Continue expanding online permit offerings, create a helpful webpage with training videos and tutorials, and implement a decision engine for online permit portal customers to easily guide them through the online permit application process and improve customer experience.

2. Explore options for the development of an appointment-based business model to increase efficiency and productivity, as well as potentially implement online queue management with easy online customer check-in and auto-scheduling of appointments with City staff and determine feasibility no later than January 2025.

Redding Electric Utility

1. Complete and ensure REU’s 2024 Integrated Resource Plan maintains a diverse resource portfolio that achieves regulatory compliance and rate stability no later than July 2024.

Redding Fire Department

1. Develop and formalize the Department’s Critical Incident Stress Management and Peer Support Team.

2. Improve recruitment efforts to promote a diverse work group.

Housing

1. Continue to seek and implement projects and strategies to increase the housing stock and increase affordable housing opportunities.

Information Technology Department

1. Implement multi-factor authentication across all system access and perform system hardening for increased cyber threat protection no later than January 2024.

2. Evaluate, procure, and deploy new perimeter firewalls providing high-level intrusion protection and improved manageability and reporting no later than July 2025.

3. Integrate GIS technology into the annual Point-in-Time survey to streamline data collection no later than January 2024.

PROPOSED
Packet Pg. 1062 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-13
Personnel Department

1. Develop and implement a strategy to support a diverse, inclusive and equitable work force no later than July 2024.

2. Conduct a department needs survey to create and implement employee development programs that prepare employees to be the City’s future leaders no later than July 2024.

Redding Police Department

1. The Crisis Intervention Response Team will work to increase the support of mental health consumers, reduce fatal encounters with persons experiencing a crisis, and divert them from the criminal justice system whenever possible.

Public Works Department

1. Implement a GPS/AVL system which will help to establish new collection routes to address growth and new service requirements, while maintaining and improving efficiencies and increasing driver accountability and safety no later than July 2024.

2. Make improvements and modifications to the Materials Recovery Facility to increase efficiencies through the implementation of new/updated technology and automation (including the possibility of robots to perform sorting tasks to reduce need for manual labor).

3. Implement the Pyrolysis program to convert biosolid waste into a reusable product while developing plans to expand the operation to receive food and other organic waste.

4. Implement a new Pavement Management Software system to inspect roadway conditions and help prioritize road maintenance projects to extend the life of roadway surfaces.

5. Develop a new micro-mobility policy for City Council consideration and implement a policy driven program with existing multi-modal operators.

6. Develop and implement updated record plan procedure to provide for electronic mark ups.

PROPOSED
Packet Pg. 1063 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-14
Economic Development Objective
Objective: Facilitate and become a catalyst for economic development in Redding to create jobs, retain current businesses and attract new ones and encourage investment in the community.

City-Wide Goals:

1. Continue to market Stillwater Business Park (SBP) and work to close escrows and complete private and public infrastructure projects for the SBP.

2. Maintain a strong relationship with the Shasta Economic Development Corporation and establish procedures for monthly updates on its progress under the contract Scope of Work

3. Develop and implement collaborative programming to provide direct exposure for local youth to a variety of career pathways available within the City of Redding organization, and in the community at large.

Department Goals:

Airports

1. Implement new air service with potential airlines no later than July 2025.

2. Develop a plan and identify funding strategies to construct a Terminal expansion to accommodate the regional demand for air service.

3. Diversify revenue streams for the Airport Enterprise Fund by maximizing the development potential according to the Airport Strategic Plan and other mechanisms.

Community Services Department

1. Protect and maintain scenic, natural, and cultural resources to attract residents and businesses and encourage physical activity

2. Finalize the new Library Strategic Plan no later than July 2024.

Development Services Department

1. Complete the update to the General Plan no later than January 2024.

2. Complete an update to the Riverfront Specific Plan no later than July 2025.

3. Engage stakeholders regarding the future of the Oasis Road Specific Plan no later than July 2024.

Redding Electric Utility Department

1. Complete a review of REU’s economic development rate options to aid the Redding Chamber of Commerce and Shasta Economic Development Corporation in competing with other communities.

2. Maintain and improve safety, reliability, and affordability metrics to attract and retain commercial development in accordance with the strategic plan.

Redding Fire Department

1. Improve capacity for the Fire Plan Review process and workflow.

Personnel Department

1. Collaborate with regional partners to prepare youth to be work-ready upon entering the work force no later than January 2025.

PROPOSED
Packet Pg. 1064 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) AA-15
Public Works Department

1. Update the Parking Management Strategy following initial implementation in the downtown core to ensure a healthy and vibrant downtown through parking availability by modifying parking zones, rates, and employee programs by January 2024.

2. Implement Capital Improvement Program - $182 million in Project Development

PROPOSED
Packet Pg. 1065 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1066 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1067 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1068 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-1

BUDGET SUMMARY SECTION
Budget Overview ................................................................................................................... A-3 General Fund Source and Use Graphs................................................................................... A-9 Expenditures and Revenues per Resident............................................................................ A-11 Sales Tax – Where it Goes .................................................................................................. A-13 General Fund Ten – Year Financial Plan ............................................................................ A-15 Projected Cash Flows .......................................................................................................... A-27 Comparative Summary of Estimated Revenue .................................................................... A-30 Statement of Estimated Revenues – All Funds ................................................................... A-32 Summary of Expenditure Programs – All Funds ................................................................. A-43 Comparative Summary of Expenditure Programs – All Funds ........................................... A-46 Summary of Authorized Full-Time Positions ..................................................................... A-48 Summary of Fund Transfers ................................................................................................ A-50 Summary of Cost Allocation Charges and Payment In –Lieu Property Taxes (PILOT) .... A-51 Summary of Internal Service Fund Charges........................................................................ A-54 Summary of Long Term Debt ............................................................................................. A-57 Summary of Capital Projects ............................................................................................... A-61 History & Locale of City of Redding .................................................................................. A-65

PROPOSED
Packet Pg. 1069 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) A-2
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PROPOSED
Packet Pg. 1070 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-3

BUDGET OVERVIEW
The budget for Fiscal Year 2023-24 totals approximately $397.5 million, which represents a decrease of 38.3 percent when compared to the amended budget for Fiscal Year 2022-23. The significant decrease is due to capital and grant projects that occurred during Fiscal Year 2022-23 that are not included in the budget. The budget for Fiscal Year 2024-25 totals approximately $423.3 million, which represents an increase of approximately 6.5 percent when compared to the budget for Fiscal Year 2023-24.

The table below illustrates how the City of Redding’s budget is allocated between the General Fund, Enterprise Funds, Special Revenue Funds, and Internal Service Funds.

Fund FY 2023-24 FY 2024-25
General Fund $ 109,186,810 $ 111,087,950
Enterprise Funds 290,473,250 317,735,050
Special Revenue Funds 12,040,490 8,441,740
Internal Service Funds 119,436,690 114,691,640
Less Charges Between Funds (133,648,090) (128,678,980)
Total $ 397,489,150 $ 423,277,400
Budget Overview
General Fund
The General Fund budget for Fiscal Year 2023-24 totals approximately $109.2 million, which represents a decrease of approximately 20.5 percent when compared to the amended budget for Fiscal Year 2022-23. The General Fund budget for Fiscal Year 2024-25 totals approximately $111.1 million, which represents an increase of 1.7 percent when compared with the budget for Fiscal Year 2023-24. Included in the overview on page A-9 there is an overview of the General Fund including: analysis and charts for where the budget comes from and where it goes, details of expenditures and revenues per resident, information on which entities receive sales tax, overview of long-term key revenue and expenditure assumptions for General Fund Ten-Year Plan, and the General Fund Ten-Year Plan.

Enterprise Funds
The City of Redding owns and operates several utilities, including the Electric Utility, the Water Utility, the Wastewater Utility, the Storm Drain Utility, and the Solid Waste Utility. In addition, the City of Redding operates two airports and contracts with Advance Redding operate the Redding Civic Auditorium. The City of Redding utilizes “Enterprise Funds” to budget and account for these specific operations. As the table below indicates, the budget for Fiscal Year 2023-24 includes approximately $290.5 million to operate the various enterprise funds and the associated divisions referenced above. The budget for Fiscal Year 2024-25 totals approximately $317.7 million.

The following table outlines these expenditures by fund.

Fund FY 2023-24 FY 2024-25
Electric $ 172,802,640 $ 181,075,310
Wastewater 43,723,170 46,376,450
Water 38,152,160 33,804,390
Solid Waste 29,090,530 30,636,690
Airport 3,277,370 22,202,260
Storm Drainage 2,257,750 2,498,690
Civic Auditorium 1,169,630 1,141,260
Total $ 290,473,250 $ 317,735,050

PROPOSED
Enterprise Funds
Packet Pg. 1071 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-4
Special Revenue Funds and Internal Service Funds
The City of Redding’s budget also includes a number of Special Revenue Funds and Internal Service Funds as highlighted in the Budget Summary section of this document. Additional details on the specific operations within each department would be covered in the appropriate Department Overview.

As its name implies, Special Revenue Funds are utilized to account for restricted programs and activities (e.g., the Community Development Block Grant Program, Development Impact Fees, and the Rolling Stock Replacement Fund, to name a few).

Fund FY 2023-24 FY 2024-25
Housing/CDBG/HOME $ 5,231,150 $ 4,007,280
General City Projects 1,000 1,000
Libraries 2,623,310 2,696,830
Traffic Impact Fees 3,727,440 1,263,390
Parking 457,590 473,240
Total $ 12,040,490 $ 8,441,740
Special Revenue Funds
The City of Redding utilizes Internal Service Funds to account for programs and services that are designed to support operations throughout the City (e.g., Information technology, Fleet Maintenance, and Risk Management to name a few).

Fund FY 2023-24 FY 2024-25
Records $ 485,900 $ 448,640
Reprographics 874,480 813,630
Volunteer Services 171,590 180,850
Employer Services 1,260,270 1,148,340
Group Insurance 29,068,390 30,418,800
Employee Benefits 52,347,260 47,517,890
Risk 10,210,870 10,714,620
Fleet 5,596,530 5,737,160
Media, Comms. & PR 820,260 863,760
Building Maintenance 3,767,060 3,993,980
ET/USA 3,884,300 3,805,600
RMU Admin 2,840,120 2,671,880
GIS 859,900 717,330
Information Technology 6,480,760 4,872,950
Communications 769,000 786,210
Total $ 119,436,690 $ 114,691,640
Internal Service Funds
The Budget Overview section will begin with a discussion of some significant budget impacts and then progress into a detailed breakdown of the General Fund, an overview of City of Redding Enterprise Funds, Internal Service Funds, and Special Revenue Funds. From there it will go into a detailed breakdown including data and charts for all City of Redding revenues, expenditures, personnel, and other important budget information.

CalPERS & PARS
The City of Redding’s contributions to CalPERS has reached the forecasted high point from the discount rate changes approved by CalPERS in December of 2016. The chart below shows this steady decrease that is currently forecasted. However, this chart does not include the impact of the CalPERS investment loss of 6.1% in FY 21-22

PROPOSED
Packet Pg. 1072 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-5
that will negatively impact UAL payments, by increasing the expected payment beginning in FY 24-25. This update is not included in the projected budget as the City has not received the updated actuarial, which will display this information.

UAL payments are a result of the difference between the plan’s value of assets and accrued liability. UAL contributions are determined when the plan’s value of assets are less than its accrued liability. These are computed annually based on specific events and amortized according to the CalPERS amortization policy. The following chart reflects the projected unfunded liability payments budgeted for the City of Redding for the current year and the next ten years.

The CalPERS Miscellaneous plan is approximately 28 percent funded through the General Fund. With the remaining amount being funded through the various enterprise funds and internal service funds of the City of Redding. The CalPERS Safety plan is funded 100 percent through the General Fund.

The other component of CalPERS payments is the normal cost. Normal cost is defined as the annual cost of service accrual for the upcoming fiscal year for active employees and should be viewed as the long-term contribution rate.

The chart below reflects the normal cost rates budgeted for the City of Redding for the next five years, before any negotiated cost shares.
$‐
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
2022‐23 2023‐24 2024‐25 2025‐26 2026‐27 2027‐28 2028‐29 2029‐30 2030‐31 2031‐32 CalPERS Safety CalPERS Misc

0.000%

5.000%

10.000%

15.000%

20.000%

25.000%

30.000%
2022‐23 2023‐24 2024‐25 2025‐26 2026‐27 2027‐28 2028‐29 2029‐30 2030‐31 2031‐32 CalPERS Safety CalPERS Misc

PROPOSED
Packet Pg. 1073 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-6
The normal cost is gradually decreasing due to an ever-increasing population of employees who are part of the Public Employee’s Pension Reform Act (PEPRA) of 2013. This law provides a variety of new conditions designed to control the cost of pensions in California. Specifically, new employees hired into the CalPERS system after January 1, 2013 are the most impacted. They have later ages of retirement and are required as part of the law to pay 50 percent of the normal cost, which is not subject to the collective bargaining process. The increase in CalPERS normal cost in the budget years is due to the reduction in discount rate that occurred beginning with Fiscal Year 2023-24. This was an automatic reduction to the discount rate due to a significantly high investment earnings return in Fiscal Year 2020-21.

Below is a table that outlines the normal cost by CalPERS tier included in the City plans with CalPERS for Fiscal Year 2023-24.

Group Name
Total Normal
Cost
Required
Employee
Contribution
Net Normal
Cost before
Cost Share
Miscellaneous Classic 20.00% 7.00% 13.00%
Miscellaneous PEPRA 16.14% 8.00% 8.14%
Safety Police Tier 1 38.74% 9.00% 29.74%
Safety Police Tier 2 38.21% 9.00% 29.21%
Safety Police PEPRA 29.14% 14.50% 14.64%
Safety Fire Tier 1 32.52% 9.00% 23.52%
Safety Fire Tier 2 30.96% 9.00% 21.96%
Safety Fire PEPRA 19.14% 14.50% 4.64%
As result of the impact of the PEPRA laws the City of Redding has negotiated a variety of cost sharing arrangements with various employee union groups. These cost sharing arrangements are specific to CalPERS classic members at this time. Below is a chart outlining the various cost sharing arrangements currently in place.

Union Cost Share
Miscellaneous Groups
Unrepresented 2.125%
IBEW Electric 1.275%
IBEW Maintenance 2.125%
RIEO 2.125%
RPOA Miscellaneous 2.125%
UPEC 1.275%
Safety Groups
Unrepresented Public Safety
Management 8.5%
RPOA 8.5%
RPMA 8.5%
IAFF 3.0%
UPEC Fire Management 8.5%
It is important to note that the amounts reflected for RPOA, RPMA, UPEC Fire Management, and Unrepresented Public Safety Management will be phased in over the next year and a half or so dependent upon the requirements of their individual agreements that have been previously approved by City Council.

The Public Agency Retirement Services (PARS) is a supplementary pension plan for many non-public safety employees. The plan is comprised of five tiers determined by employee group and is now closed to all employees hired after December 31, 2012. Below is chart showing the current long-term UAL payments for PARS.

PROPOSED
Packet Pg. 1074 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-7
‐
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
PARS GF PARS Other Funds
Due to the impacts of the PARS plan being a closed plan resulting in payroll on the decline the UAL as a percentage of pay continues to rise significantly. However, there is a large portion of the expected UAL payments that will be paid off in 2024-25. This will result in a citywide savings of approximately $15.7 million per year in the long-range financial plans. The General Fund portion of these savings is approximately $4.3 million per year.

Much like the CalPERS plan the City of Redding and various employee unions have agreed to cost share for the PARS plan. Below is a table that outlines the current normal cost by tier and the negotiated cost share amounts.

Tier/Union
Total Normal
Cost Cost Share
Net Normal
Cost to City
Tier I/Unrepresented 4.61% 2.70% 1.91%
Tier II/RIEO 4.15% 2.26% 1.89%
Tier III/RPOA Misc. 3.11% 1.71% 1.40%
Tier IV/IBEW Maintenance 4.10% 2.21% 1.89%
Tier V/IBEW Electric 4.37% 2.08% 2.29%
Tier VI/UPEC 4.57% 2.62% 1.95%
Other Post-Employment Benefits (OPEB)
Pursuant to Government Accounting Standards Board Statement 75 (GASB 75), the City of Redding is required to periodically complete an actuarial study to quantify the “unfunded actuarial accrued liability” (UAAL) associated with “other post-employment benefits” provided to its employees. The City of Redding offers one “other postemployment benefit” to its employees – access to, and partial City funding for, group health insurance coverage.

The UAAL for this benefit was approximately $54.9 million at July 1, 2021 (the most current actuarial), which is an increase from the previous figure of $42.6 million at July 1, 2019. This change was a result of various actuarial changes from the previous valuation.

The City of Redding is utilizing what is known as a “pay-as-you-go” funding method for this benefit. This means that the budget includes the actual known retirees who are receiving the benefit and the associated cost with providing this benefit.

PROPOSED
Packet Pg. 1075 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-8
Long-Range Financial Plans
The City of Redding develops long-range financial plans for the General Fund and for each of the City’s Enterprise Funds. These long-range financial plans typically cover a five- or 10-year planning period. These plans allow the City Council and the community to ascertain the long-term impact associated with decisions that are made as part of the budget development process and the ongoing day-to-day impacts of various decisions. The City of Redding takes pride in balancing a long-term financial plan that helps to avoid the pitfalls that can come with focusing efforts and developing budgets based on a one- or two-year period of time. This can be a very challenging task, but it is essential in order to avoid unanticipated financial problems in the future.

Council Policy 219
Council Policy 219, Personnel Costs, was put into effect in 2009. The purpose of Council Policy 219 is to codify the City Council’s intention to continue to monitor and contain personnel costs in order to avoid potential financial problems in the future. The policy requires that the City Council strive to constrain personnel-related expenses, with a particular emphasis on containing the costs associated with benefits. The goal of the policy is that personnel costs shall not exceed 73.0 percent of the total General Fund budget in any given fiscal year. The percentage of personnel costs for the General Fund is approximately 67.8 percent and 68.4 percent for Fiscal Year 2023-24 and Fiscal Year 2024-25, respectively.

Gann Limit
The City of Redding is required by State law to calculate and publish an appropriation limit each fiscal year. This appropriations limit is commonly referred to as the “Gann Limit.” This figure represents the maximum amount that the City could spend in certain categories per State law. For Fiscal Year 2023-24, the City of Redding’s Gann Limit is approximately $286.9 million. The budget for Fiscal Year 2023-24 appropriates approximately $72.1 million that is subject to the Gann Limit. Thus, the City of Redding’s budget for Fiscal Year 2023-24 is well below the maximum allowed by law.

PROPOSED
Packet Pg. 1076 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-9

GENERAL FUND BUDGET
Over the next two pages there is a summary of General Fund revenues by major revenue types and expenditures by major areas.

Where It Comes From
These figures clearly display that the General Fund’s main source of revenue comes from sales tax (30.4% and

30.8% respectively). The next largest source of revenue is from property tax (25.4% and 25.9% respectively) followed by internal departments (20.4% and 19.4% respectively). These three sources of revenue make up approximately 75 percent of the City’s General Fund.
31%
0%
5% 7%
3%
25%
1%
3%
2%
20%
3%
General Fund Budget FY 2023‐24
Where it comes from (In Millions)
Sales Tax ‐ $32.1
Investment Income ‐ $.1
Other Taxes ‐ $4.8
TOT ‐ $7.8
Other ‐ $3.2
Property Tax ‐ $26.8
Fines ‐ $.5
Other Agencies ‐ $2.9
Licenses & Permits ‐ $2.4
Transfers & Internal Depts. ‐ $21.5
31%
0%
8% 5%
3%
26%
0%
3%
2%
19%
3%
General Fund Budget FY 2024‐25
Where it comes from (In Millions)
Sales Tax ‐ $32.9
Investment Income ‐ $.1
Other Taxes ‐ $4.8
TOT ‐ $8.1
Other ‐ $3.0
Property Tax ‐ $27.7
Fines ‐ $.5
Other Agencies ‐ $3
Licenses & Permits ‐ $2.5
Transfers & Internal Depts. ‐ $21.3
Charges for Services ‐ $3.6

PROPOSED
Packet Pg. 1077 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-10
Where It Goes
These figures clearly display that the Public Safety Programs (Police 38.7% and 39.1% respectively and Fire 24.4% and 24.9% respectively) are the General Fund’s largest expenditure areas. Together these two areas make up almost two thirds of all General Fund expenditures. The next largest major expenditure is Public Works (primarily streets) (12.5% and 12.2% respectively), with the remaining departments accounting for less than 10% for any individual department.
39%
24%
7%
13%
6%
2%
9%
General Fund Budget FY 2023‐24
Where it goes (In Millions)
Police ‐ $42.3
Fire ‐ $26.6
Community Services ‐ $8.0
Public Works ‐ $13.7
Dev Serv ‐ $6.2
Debt Serv ‐ $2.1
Gen Govt & Other ‐ $10.3
39%
25%
7%
12%
6%
2%
9%
General Fund Budget FY 2020‐21
Where it goes (In Millions)
Police ‐ $43.4
Fire ‐ $27.7
Community Services ‐ $8.14
Public Works ‐ $13.5
Dev Serv ‐ $6.2
Debt Serv ‐ $2.0
Gen Govt & Other ‐ $10.2

PROPOSED
Packet Pg. 1078 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-11

EXPENDITURES PER RESIDENT
The following tables display expenditures per resident for General City Programs for the 2023-24 and 2024-25 Adopted Budget compared to the 2022-23 Adopted Budget.

Expenditures
For “General City Programs,” the largest expenditures per resident are in Public Safety (Police $451.61 and $458.42, respectively, and Fire $283.76 and $292.43, respectively). The largest increase in expenditures per resident is in Police for FY 2023-24. This increase is due to the significant increase in resources and positions allocated to Police since the previous budget was adopted. Most other “General City Programs” increased due to increases in personnel related costs.

Adopted Adopted Adopted
Program 2022-23 2023-24 Difference 2024-25 Difference
Police $ 417.03 $ 451.61 $ 34.58 $ 458.42 $ 6.81
Fire 258.26 283.76 $ 25.50 292.43 8.68
Administration 62.75 83.60 $ 20.85 82.15 (1.44)
Street Maintenace 95.19 126.79 $ 31.60 124.97 (1.82)
General Fund Debt Service 28.47 22.59 $ (5.88) 20.66 (1.92) Parks 36.58 43.85 $ 7.27 45.24 1.39
Building & Code Enforcement/Permit Center 42.15 40.85 $ (1.30) 42.12 1.27 Planning 23.07 24.81 $ 1.74 23.50 (1.32)
Engineering 16.88 16.20 $ (0.68) 15.31 (0.90)
Recreation 28.26 29.58 $ 1.32 28.77 (0.81)
Miscellaneous 15.75 18.82 $ 3.07 17.69 (1.13)
Animal Regulation 10.09 10.44 $ 0.35 10.65 0.21
Community Service Administration 8.26 11.44 $ 3.18 10.95 (0.49) Total $ 1,042.74 $ 1,164.35 $ 121.61 $ 1,172.88 $ 8.53
*Based on populations estimates of 92,082 for 2022-23, 91,898 for 2023-24 and 92,082 for 2024-25

PROPOSED
Packet Pg. 1079 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-12

REVENUES PER RESIDENT
The following tables display revenue per resident by revenue type for the 2023-24 and 2024-25 Adopted Budget compared to the 2022-23 Adopted Budget.

Revenue
Overall revenues per resident are expected to increase from fiscal year 2022-23 to fiscal year 2023-24 by $118.01.

Sales tax revenue is expected to increase from fiscal year 2022-23 to fiscal year 2023-24 due to increases in actual sales tax results from the previously adopted budget, however recently the City has begun to experience decreases year over year and relative to the adjusted budget. It is important to note this chart displays as a per resident number but does not indicate that these taxes are only paid by residents. A good example to illustrate this is Transient Occupancy Tax, which is taxed as travelers stay in local hotels.

Adopted Adopted Adopted
Revenue Type 2022-23 2023-24 Difference 2024-25 Difference Sales Tax $ 317.39 $ 342.56 $ 25.17 $ 347.65 $ 5.09
Revenue from City-Own Business 120.11 112.39 (7.72) 103.98 (8.40) Property Tax 275.18 286.32 11.14 291.98 5.66
Street Funding 83.21 113.84 30.63 111.65 (2.20)
Transient Occupancy Tax
(General Fund Portion Only) 49.26 83.52 34.26 85.99 2.48 Service Fees 34.38 36.64 2.26 38.08 1.44
Other Government Agencies 13.98 30.59 16.61 31.45 0.86
Licenses and Permits 24.04 25.50 1.46 26.74 1.23
Miscellaneous Revenue 31.72 33.54 1.82 31.97 (1.57)
Business License Tax 9.50 9.60 0.10 9.50 (0.10)
Franchise Fee 13.85 13.44 (0.41) 13.30 (0.13)
Fines and Penalties 5.92 5.77 (0.15) 5.72 (0.06)
Interest Income 1.28 1.34 0.06 1.32 (0.01)
Sales Tax - Public Safety 2.95 2.90 (0.05) 2.87 (0.03)
Cannabis Tax 20.50 22.34 1.84 22.65 0.31
Miscellaneous Taxes 3.80 4.80 1.00 4.75 (0.05)
Total $ 1,007.07 $ 1,125.08 $ 118.01 $ 1,129.61 $ 4.52
*Based on populations estimates of 92,082 for 2022-23, 91,898 for 2023-24 and 92,082 for 2024-25

PROPOSED
Packet Pg. 1080 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-13
SALES TAX – WHERE IT GOES
The following pie chart displays for each dollar of sales tax collected in the City of Redding how much of that dollar goes to the State of California, the County of Shasta, and the City of Redding. This graph clearly shows that the State of California receives the majority of the sales tax collected in the City.

$0.172
$0.138
$0.690
Sales Tax ‐ Where it Goes
Per $1 of Sales Tax
County
City
State

PROPOSED
Packet Pg. 1081 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) A-14
This page left intentionally blank.

PROPOSED
Packet Pg. 1082 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
The past five years Sales Tax has averaged 6.96 percent average rate of increase. This includes the end of Fiscal Year 2021-22 and the impacts of the COVID-19 pandemic on local tax revenues. The economy on the heels of the pandemic was creating record sales tax revenues for the City and nationally we began to see the impacts with increased inflation indicators for more than a year. As displayed in the charts the City has seen a decrease in TOT A-15

CITY OF REDDING GENERAL FUND TEN-YEAR PLAN
It is the goal of the City of Redding to provide the highest level of service possible to the citizens. While developing a budget the City of Redding has been mindful of the desire to provide the highest level of service possible within the current constraints but also by forecasting potential long-term constraints that could impact future service levels.

It is important for the City of Redding to avoid being too shortsighted with their budget and decision-making process, which could set the City on a path for potential future budget issues. The decisions made today will have a profound impact on our City’s future.

As a city, we must look ahead at our land use needs and we must also forecast our financial needs in order to avoid serious deficiencies or over-commitments to programs and projects. It is important that we map out our financial future and understand the implications of decisions made today and the impact on available future resources. In order to develop a better understanding of the City’s financial condition, it is necessary to look at past financial trends and factors and use that information to forecast the impact on the future. The City does this through our TenYear Financial Plan. As with any future projection, the plan is only as good as the assumptions it is built on, therefore it is important to have a good understanding of the assumptions on which the plan is predicated. The assumptions can substantially change the final perspective of the Ten-Year Plan. Following are the more important assumptions used to develop the Ten-Year Plan.

REVENUES
Sales Tax, Property Tax and Transient Occupancy Tax
The preceding graph shows the previous five fiscal years actual and transitions into a dashed line indicating the next five years projections. The projections utilize the previous five years information while weighing current changes in the economy. The following paragraphs will provide a discussion of the previous five years revenue performance and briefly discuss how this was utilized to projecting the budgeted figures. ‐
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
2018 2019 2020 2021 2022 2023 2024 2025 2026 2027
Sales Tax Property Tax TOT

PROPOSED
Sales Tax Projected Property Tax Projected TOT Projected Packet Pg. 1083 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-16
and Sales Tax revenues in Fiscal Year 2022-23. As staff was developing budget projections this was considered by using a decrease of approximately 7% for the Fiscal Year 2022-23 revenues from the previous year actuals. Staff forecasted that the first two years of the budget will see moderate recoveries of 2.5% with 4% Sales Tax increases in the subsequent years meant to forecast the recovery of the economy from a potential recession. The long-term growth rate of Sales Tax is currently projected to be 2.5 percent per year thereafter. This helps to normalize the Sales Tax growth rate to reflect a more stable long-term assumption. Staff believes it is prudent budgeting to be on the more conservative end of the spectrum when forecasting long term revenue assumptions.

Property tax values have continued to increase since the downturn in the economy. In the last five fiscal years property tax revenues have increased an average of 5.2 percent per fiscal year. Staff projected the current year to exceed previous budget estimates and thereafter used a moderate growth of 3% per year for the life of the ten-year plan.

Transient Occupancy Tax (TOT) revenue continues to be inconsistent ultimately reaching a record high in Fiscal Year 2021-22. Staff used current year TOT revenues to forecast the coming fiscal years. Fiscal Year 2022-23 is projected to decrease by 8.9% from Fiscal Year 2021-22. increases have been inconsistent over the years but particularly over the last two full fiscal years. Given the lack of available information and inconsistent past results staff determined that a 4 percent increase would be used throughout all years of the current ten-year plan including the two fiscal years covered in the biennial budget.

Other Revenues
Sales tax, property tax, transient occupancy tax, and intra-city revenue account for nearly 80 percent of the City’s total General Fund Revenue. Therefore, the above discussion covers the majority of the City’s General Fund revenues. Most of the other revenues that are not discussed above are assumed to increase at 3 or 4 percent per year in the General Fund Ten-Year Plan, which is in line with their historical growth rates.

PROPOSED
Packet Pg. 1084 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-17

EXPENDITURES
Below is a graph showing costs in the four major expenditure categories for the past 5 years actual and then showing the forecast of the next 5 years as budgeted. Personnel costs are projected to continue to increase in fiscal year 2023- 24 and fiscal year 2024-25 primarily due to the increases anticipated from CalPERS and the Public Agency Retirement System (PARS). The retirement rates have significantly increased since fiscal year 2018-19 due to the change in the CalPERS discount rate and will continue to increase for the next few years and then begin to stabilize.

A more complete breakdown of the citywide cost pressures of CalPERS and PARS is provided on A-3 thru A-8.

The General Fund Ten-Year Plan provides a detailed estimation of personnel costs which includes the projected CalPERS and PARS UAL payments from the most recent actuarial valuations. This detailed costing includes the projected impacts of each union agreement including negotiated pay increases, CalPERS cost sharing, PARS cost sharing, and health insurance cost sharing. The Ten-Year Plan with this detailed personnel cost modeling allows the city to better capture and forecast the expected personnel costs. 0 10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
90,000,000
FYE 2018 FYE 2019 FYE 2020 FYE 2021 FYE 2022 FYE 2023 FYE 2024 FYE 2025 FYE 2026 FYE 2027 FYE 2028 Personnel Operating Capital Debt

PROPOSED
Personnel Budget Operating Budget Capital Budget Debt Budget Packet Pg. 1085 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-18
General Fund Expenditures by Category
68%
12%
12%
6% 2%
General Fund Expenditures FYE 2024
Projected
Personnel
O&M
Fixed Charges
Capital Outlay
Debt Service
68%
12%
12%
6% 2%
General Fund Expenditures FYE 2025
Projected
Personnel
O&M
Fixed Charges
Capital Outlay

PROPOSED
Debt Service
Packet Pg. 1086 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-19
City of Redding
General Fund Ten –Year Plan

PROPOSED
Packet Pg. 1087 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Adopted Adopted
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
Beginning Cash Balance 22,500 20,761 18,639 14,439 13,655 12,985 Revenues 98,147 99,836 102,944 105,234 108,395 112,203
Net Transfers 7,237 7,019 7,529 7,955 8,194 8,440
Total Revenues 105,383 106,854 110,473 113,190 116,589 120,642 Personnel Costs (73,978) (75,843) (80,329) (79,229) (81,508) (84,700) Operating Costs (25,844) (26,144) (26,928) (27,736) (28,568) (29,425) Capital Outlay (7,107) (7,000) (7,210) (7,427) (7,650) (7,879) Debt Service (2,118) (1,957) (1,965) (1,318) (1,314) (1,313) Savings 1,925 1,968 1,760 1,735 1,781 1,829
Net Expenditures (107,123) (108,976) (114,673) (113,975) (117,258) (121,488) Ending Cash Balance 20,761 18,639 14,439 13,655 12,985 12,140 Projections toward Council Objectives
Ending Cash as Percentage of
Expenditures 19.4% 17.1% 12.6% 12.0% 11.1% 10.0%
Projected Personnel Percentage 67.8% 68.4% 69.0% 68.5% 68.5% 68.7% Fiscal Year
City of Redding
General Fund Ten Year Plan (in thousands)
Fiscal Years Ending 2024 & 2025
A-20

PROPOSED
Packet Pg. 1088 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) 2029-30 2030-31 2031-32 2032-33 2033-34
Projected Cash Balance 12,140 12,400 12,743 13,202 13,595 Projected Revenues 115,577 119,069 122,671 126,387 130,219 Projected Net Transfers 8,693 8,954 9,222 9,499 9,784
Total Projected Revenues 124,270 128,023 131,893 135,886 140,003 Projected Personnel Costs (86,543) (88,990) (91,082) (93,491) (95,610) Projected Operating Costs (29,908) (30,947) (32,433) (33,898) (35,971) Projected Operating Costs (8,115) (8,359) (8,610) (8,868) (9,134) Projected Debt Service (1,310) (1,309) (1,311) (1,315) (1,132) Projected Savings 1,865 1,924 2,002 2,079 2,180
Net Projected Expenditures (124,010) (127,680) (131,434) (135,492) (139,667) Projected Ending Cash 12,400 12,743 13,202 13,595 13,931 Projections toward Council Objectives
Ending Cash as Percentage of Expenditures 10.0% 10.0% 10.0% 10.0% 10.0% Projected Personnel Percentage 68.8% 68.7% 68.3% 68.0% 67.4% Fiscal Year
City of Redding
General Fund Ten Year Plan (in thousands)
Fiscal Years Ending 2024 & 2025
A-21

PROPOSED
Packet Pg. 1089 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Adopted Adopted
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
Sales Tax 32,121 32,924 34,241 35,611 36,501 37,961
Property Tax 26,847 27,652 28,482 29,336 30,216 31,123
TOT 7,831 8,144 8,470 8,809 9,161 9,527
Cannabis Tax 2,095 2,145 2,231 2,320 2,413 2,509
Other Taxes 2,610 2,610 2,714 2,823 2,936 3,053
Licenses & Permits 2,391 2,532 2,633 2,739 2,848 2,962
Fines & Penalties 542 542 563 586 609 633
Other Government 2,625 2,729 2,360 1,153 1,188 1,223
Redding Rancheria 124 127 131 135 139 143
Internal Departments 14,248 13,675 14,086 14,508 14,943 15,392 Service Charges 3,436 3,606 3,750 3,900 4,056 4,219
Other Revenue 2,409 2,416 2,488 2,563 2,640 2,719
Use of Money & Property 742 609 609 609 609 609
Interest 125 125 186 144 137 130
Subtotal 98,147 99,836 102,944 105,234 108,395 112,203
Transfers In:

Gas Taxes 10,675 10,573 10,891 11,217 11,554 11,901
Debt Service - - - - - -
Other Transfers In 523 523 538 554 571 588
Total Transfers In 11,197 11,096 11,429 11,772 12,125 12,489 Transfers Out:

CVB & Convention Center (1,033) (1,035) (1,066) (1,098) (1,131) (1,165) Parking - - - - - -
Library (994) (1,024) (1,055) (1,086) (1,119) (1,153)
Rolling Stock (1,005) (1,080) (812) (637) (656) (676)
Other Equipment (395) (395) (407) (419) (432) (445)
Internal Advances - - - - - -
Other Transfers Out (533) (543) (559) (576) (594) (611) Total Transfers Out (3,960) (4,077) (3,900) (3,816) (3,931) (4,049) Net Transfers 7,237 7,019 7,529 7,955 8,194 8,440
Total Revenues 105,383 106,854 110,473 113,190 116,589 120,642 Revenue Assumptions
Sales Tax 2.5% 2.5% 4.0% 4.0% 2.5% 4.0%
Property Tax 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%
Fee Revenues Projected Projected 3.0% 3.0% 3.0% 3.0%
Other Government Projected Projected 3.0% 3.0% 3.0% 3.0% Other Revenue Projected Projected 3.0% 3.0% 3.0% 3.0%
Internal Departments Projected Projected 3.0% 3.0% 3.0% 3.0% All Revenues (Not specific) Projected Projected 4.0% 4.0% 4.0% 4.0% Interest (Percent of Cash) 2.0% 2.0% 1.0% 1.0% 1.0% 1.0% Fiscal Years Ending 2024 & 2025
Fiscal Year Ended
City of Redding
General Fund Ten Year Plan (in thousands)
Revenues
A-22

PROPOSED
Packet Pg. 1090 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) 2029-30 2030-31 2031-32 2032-33 2033-34
Sales Tax 38,910 39,883 40,880 41,902 42,949
Property Tax 32,056 33,018 34,008 35,029 36,080
TOT 9,908 10,305 10,717 11,146 11,591
Cannabis Tax 2,610 2,714 2,823 2,936 3,053
Other Taxes 3,175 3,302 3,435 3,572 3,715
Licenses & Permits 3,081 3,204 3,332 3,465 3,604
Fines & Penalties 659 685 713 741 771
Other Government 1,260 1,298 1,337 1,377 1,418
Redding Rancheria 147 151 156 161 165
Internal Departments 15,854 16,329 16,819 17,324 17,843 Service Charges 4,387 4,563 4,745 4,935 5,133
Other Revenue 2,800 2,884 2,971 3,060 3,152
Use of Money & Property 609 609 609 609 609
Interest 121 124 127 132 136
Subtotal 115,577 119,069 122,671 126,387 130,219
Transfers In:

Gas Taxes 12,258 12,625 13,004 13,394 13,796
Debt Service - - - - -
Other Transfers In 606 624 643 662 682
Total Transfers In 12,863 13,249 13,647 14,056 14,478
Transfers Out:

CVB & Convention Center (1,200) (1,236) (1,273) (1,311) (1,350) Parking - - - - -
Library (1,187) (1,223) (1,259) (1,297) (1,336)
Rolling Stock (696) (717) (738) (760) (783)
Other Equipment (458) (472) (486) (500) (515)
Internal Advances - - - - -
Other Transfers Out (630) (649) (668) (688) (709)
Total Transfers Out (4,170) (4,295) (4,424) (4,557) (4,694) Net Transfers 8,693 8,954 9,222 9,499 9,784
Total Revenues 124,270 128,023 131,893 135,886 140,003
Revenue Assumptions
Sales Tax 2.5% 2.5% 2.5% 2.5% 2.5%
Property Tax 3.0% 3.0% 3.0% 3.0% 3.0%
Fee Revenues 3.0% 3.0% 3.0% 3.0% 3.0%
Other Government 3.0% 3.0% 3.0% 3.0% 3.0%
Other Revenue 3.0% 3.0% 3.0% 3.0% 3.0%
Internal Departments 3.0% 3.0% 3.0% 3.0% 3.0%
All Revenues (Not specific) 4.0% 4.0% 4.0% 4.0% 4.0%
Interest (Percent of Cash) 1.0% 1.0% 1.0% 1.0% 1.0%
Fiscal Years Ending 2024 & 2025
Fiscal Year Ended
City of Redding
General Fund Ten Year Plan (in thousands)
Revenues
A-23

PROPOSED
Packet Pg. 1091 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Adopted Adopted
2023-24 2024-25 2025-26 2026-27 2027-28 2028-29
Safety UAL Payments 11,427 12,051 12,557 13,650
Misc UAL Payments 4,050 4,293 4,458 4,885
PARS UAL Payments 96 96 96 96
Police
Personnel 33,493 34,579 28,556 29,523 30,273 31,058
Operating 8,553 8,643 8,902 9,169 9,444 9,728
Capital Outlay/Project 182 72 74 76 78 80
Subtotal 42,227 43,293 37,532 38,768 39,796 40,866
Fire
Personnel 21,234 22,004 22,574 19,285 19,773 20,286
Operating 5,373 5,646 5,815 5,990 6,170 6,355
Capital Outlay/Project - 45 46 48 49 51
Subtotal 26,607 27,695 28,436 25,322 25,992 26,691
Transportation & Engineering
Personnel 2,759 2,708 709 720 732 743
Operating 4,275 4,203 4,329 4,459 4,593 4,731
Capital Outlay/Project 6,621 6,621 6,820 7,024 7,235 7,452 Subtotal 13,655 13,532 11,858 12,204 12,560 12,925
Parks & Recreation
Personnel 4,785 4,858 4,122 4,235 4,353 4,472
Operating 3,038 3,095 3,187 3,283 3,382 3,483
Capital Outlay/Project 135 94 96 99 102 105
Subtotal 7,958 8,046 7,406 7,617 7,837 8,061
Development Services
Personnel 5,032 5,092 3,710 3,808 3,911 4,014
Operating 1,125 1,123 1,157 1,191 1,227 1,264
Capital Outlay/Project - - - - - -
Subtotal 6,157 6,215 4,866 4,999 5,138 5,278
General Government & Other
Personnel 6,675 6,603 5,084 5,217 5,355 5,495
Operating 3,480 3,434 3,537 3,643 3,752 3,865
Capital Outlay/Project 169 169 174 180 185 191
Debt Service 2,118 1,957 1,965 1,318 1,314 1,313
Subtotal 12,443 12,164 10,761 10,358 10,607 10,864
Add Back Personnel - - - - - -
Add Back O&M - - - - - -
Projected Savings (1,925) (1,968) (1,760) (1,735) (1,781) (1,829) Total Expenditures 107,123 108,976 114,673 113,975 117,258 121,488 Expenditure Assumptions
Personnel - Wages Budget Budget 2.75% 2.75% 2.75% 2.75% O&M & Capital Outlay Budget Budget 3.0% 3.0% 3.0% 3.0%
Debt Actual Actual Actual Actual Actual Actual
Assumed Expense Savings 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%
Fiscal Years Ending 2024 & 2025
Fiscal Year Ended
City of Redding
General Fund Ten Year Plan (in thousands)
Expenditures
A-24

PROPOSED
Packet Pg. 1092 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) 2029-30 2030-31 2031-32 2032-33 2033-34
Safety UAL Payments 13,954 14,266 14,040 13,971 13,251
Misc UAL Payments 4,983 5,083 4,903 4,868 4,566
PARS UAL Payments 96 96 96 96 96
Police
Personnel 31,923 32,814 33,728 34,670 35,637
Operating 10,020 10,320 10,630 10,949 11,277
Capital Outlay/Project 83 85 88 91 93
Subtotal 42,025 43,220 44,446 45,709 47,007
Fire
Personnel 20,852 21,434 22,032 22,647 23,279
Operating 6,545 6,742 6,944 7,152 7,367
Capital Outlay/Project 52 54 55 57 59
Subtotal 27,449 28,229 29,031 29,856 30,705
Transportation & Engineering
Personnel 762 787 809 835 858
Operating 4,872 5,019 5,169 5,324 5,484
Capital Outlay/Project 7,676 7,906 8,143 8,387 8,639
Subtotal 13,310 13,711 14,121 14,546 14,981
Parks & Recreation
Personnel 4,600 4,733 4,869 5,009 5,153
Operating 3,588 3,695 3,806 3,920 4,038
Capital Outlay/Project 108 112 115 118 122
Subtotal 8,296 8,540 8,790 9,048 9,313
Development Services
Personnel 4,126 4,242 4,360 4,482 4,607
Operating 1,302 1,341 1,381 1,422 1,465
Capital Outlay/Project - - - - -
Subtotal 5,428 5,582 5,741 5,905 6,072
General Government & Other
Personnel 5,646 5,805 5,965 6,133 6,303
Operating 3,981 4,100 4,223 4,350 4,481
Capital Outlay/Project 196 202 208 215 221
Debt Service 1,310 1,309 1,311 1,315 1,132
Subtotal 11,134 11,417 11,708 12,012 12,136
Add Back Personnel (400) (270) 280 780 1,860
Add Back O&M (400) (270) 280 780 1,860
Projected Savings (1,865) (1,924) (2,002) (2,079) (2,180) Total Expenditures 124,010 127,680 131,434 135,492 139,667 Expenditure Assumptions
Personnel - Wages 2.75% 2.75% 2.75% 2.75% 2.75%
O&M & Capital Outlay 3.0% 3.0% 3.0% 3.0% 3.0%
Debt Actual Actual Actual Actual Actual
Assumed Expense Savings 2.0% 2.0% 2.0% 2.0% 2.0%
Fiscal Year Endings 2024 & 2025
Fiscal Year Ended
City of Redding
General Fund Ten Year Plan (in thousands)
Expenditures
A-25

PROPOSED
Packet Pg. 1093 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
This page left intentionally blank.

A-26

PROPOSED
Packet Pg. 1094 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-27

BUDGET SUMMARY

PROJECTED CASH FLOWS - ALL FUNDS
The tables on the following pages provide a summary of all funds reported in the Adopted Biennial Budget, listing the beginning cash balance, revenues, transfers, appropriations and ending cash balance. The purpose of these tables is to show the change in the cash position for each fund.

The first column of each table, Beginning Projected Cash Balance, shows the estimated beginning cash balance for each fund. It is not the beginning fund balance. The second column, Projected Revenue, shows the revenue estimated from all sources for each fund. The third and fourth columns, Fund Transfers In and Fund Transfers Out, show funds transferred from one fund to another fund. The fifth column, Expenditure Programs, shows the level of appropriations for the various departments and divisions of the City. The sixth column, Adjustments and Restricted Reserves shows any amounts that are restricted for specific purpose and any adjustments to match each individual fund’s ten year plan. Ending Projected Cash Balance for each fiscal year shows the estimated ending cash balance including restricted reserves.

The graph below displays the difference between beginning cash balances and ending cash balances for each fund type as well as the total for the City for each fiscal year. This graph displays that cash balances over the biennial budget will be decreasing.
0 50,000
100,000
150,000
200,000
250,000
General Fund Special
Revenue
Enterprise
Funds
Internal
Service
Funds
Total
Comparison of Beginning to End Balances
(in thousands)
July 1, 2022
June 30/ July 1, 2023
June 30, 2024

PROPOSED
Packet Pg. 1095 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
Beginning Ending
Projected Adjustments Projected
Cash Projected Fund Fund Expenditure & Cash
Balance Revenue Transfers Transfers Programs Restricted Balance 7/1/2023 2023-24 [3] In Out 2023-24 [4] Reserves [1] 6/30/2024 GENERAL FUND $ 22,500 $ 98,265 $ 10,164 $ (2,926) $ 109,167 $ 1,925 $ 20,761 GENERAL FUND-Capital Project Fund 2,074 - - - 20 - 2,054

SPECIAL REVENUE FUNDS
Parking Fund 469 527 - (10) 458 - 528
Rolling Stock Replacement 10,086 - 7,271 (6,074) - - 11,283 [2] Gas Tax Street Improvement Fund 1,676 9,273 - (5,790) - - 5,159 Local Transportation Fund 2,449 5,226 - (4,884) - - 2,791 Library 652 1,424 994 (50) 2,372 - 648
Branch Libraries 264 249 - - 251 - 262
CD Block Grant Fund 3,518 3,988 - - 4,781 1 2,726
Low and Moderate Income
Housing Asset Fund 495 146 - - 451 - 190
Special Development Fund
Capital Improvement 34 - - - - - 34
Traffic Impact Fee 2,174 1,583 - - 3,726 (1) 30
Dana Traffic Impact Fee - - - - - - -
North Traffic Impact Fee 145 227 - - 51 - 321
Park In-Lieu/Park Development 3,300 - 150 (150) - - 3,300 General Special Revenue - 273 - (273) - - -
TOTAL SPECIAL REVENUE FUNDS 25,262 22,916 8,415 (17,231) 12,090 - 27,272

ENTERPRISE FUNDS
Tourism/Civic Auditorium Fund 669 151 1,033 - 1,170 - 683 Storm Drain Utility Fund 4,452 2,322 - (250) 2,258 - 4,266 Municipal Airport Fund 738 3,501 - (283) 3,277 61 740
Electic Utility Fund 50,961 151,626 - (2,755) 172,803 7,686 34,715 Water Utility Fund 61,243 30,714 - (250) 38,152 731 54,286 Wastewater Utility Fund 20,351 37,027 - (260) 43,723 - 13,395 Solid Waste Collection and Disposal 13,103 28,105 - (1,700) 29,091 - 10,417 TOTAL ENTERPRISE FUNDS 151,517 253,446 1,033 (5,498) 290,474 8,478 118,502

INTERNAL SERVICE FUNDS
Media, Communications & Public Relations 10 834 - (8) 820 - 16 Information Technology 428 6,628 - (200) 6,481 - 375
Fleet Maintenance 301 5,632 - (15) 5,597 - 321
Building Maintenance & Construction 44 3,815 - (60) 3,767 - 32 Records Management 75 492 - - 486 - 81
Employer & Legal Services (26) 1,328 - - 1,260 - 42
Redding Municipal Utilities Admin. 965 6,861 - (260) 6,724 - 842 Geographic Information Services 536 440 - - 860 - 116
Communications 130 785 - (15) 769 - 131
Reprographics 53 898 - (5) 874 - 72
Volunteer Services (5) 186 - - 172 - 9
Risk Management 7,023 10,546 - - 10,211 - 7,358
Employee Benefits Payroll 265 52,347 - - 52,347 - 265
Employee Benefit Group Insurance 2,558 28,934 - - 29,068 - 2,424 TOTAL INTERNAL SERVICE FUNDS 12,357 119,726 - (563) 119,436 - 12,084 Subtotal 213,710 494,353 19,612 (26,218) 531,187 10,403 180,673 Less: Charges Between Funds - (133,648) - - (133,648) - - NET TOTAL $ 213,710 $ 360,705 $ 19,612 $ (26,218) $ 397,539 $ 10,403 $ 180,673 [2] Funds are continuously appropriated and will be utilized throughout the year. Ending balance will be less. [3] For detail of Revenue see pages A-31 to A-42
[4] For detail of Expenditures see A-44 to A-47
Projected Cash Flows for FY 2023-2024 - ALL FUNDS
[1] This column shows adjustments primarily for use of debt funds and projected budget savings. (In Thousands)
A-28

PROPOSED
Packet Pg. 1096 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
Beginning Ending
Projected Adjustments Projected
Cash Projected Fund Fund Expenditure & Cash
Balance Revenue Transfers Transfers Programs Restricted Balance 7/1/2022 2022-2023 [3] In Out 2022-2023 [4] Reserves [1] 6/30/2023 GENERAL FUND $ 20,761 99,415 $ 10,061 $ (2,499) $ 111,068 $ 1,969 $ 18,639 GENERAL FUND-Capital Project Fund 2,054 - - - 20 - 2,034

SPECIAL REVENUE FUNDS
Parking Fund 528 530 - (10) 473 - 575
Rolling Stock Replacement 11,283 - 6,797 (7,152) - - 10,928 [2] Gas Tax Street Improvement Fund 5,159 8,077 - (5,500) - - 7,736 Local Transportation Fund 2,791 2,918 - (5,074) - - 635 Library 648 1,465 1,024 (50) 2,439 - 648
Branch Libraries 262 257 - - 258 - 261
CD Block Grant Fund 2,726 2,823 - - 3,818 (2) 1,729
Low and Moderate Income
Housing Asset Fund 190 146 - - 189 - 147
Special Development Fund
Capital Improvement 34 - - - - - 34
Traffic Impact Fee 30 1,521 - - 1,262 (1) 288
Dana Traffic Impact Fee - - - - - - -
North Traffic Impact Fee 321 61 - - 1 - 381
Park In-Lieu/Park Development 3,300 - 150 (150) - - 3,300 General Special Revenue - 273 - (273) - - -
TOTAL SPECIAL REVENUE FUNDS 27,272 18,071 7,971 (18,209) 8,440 (3) 26,662

ENTERPRISE FUNDS
Tourism/Civic Auditorium Fund 683 154 1,035 - 1,141 - 731 Storm Drain Utility Fund 4,266 2,420 - (200) 2,499 1 3,988 Municipal Airport Fund 740 20,904 - (277) 22,202 62 (773) Electric Utility Fund 34,715 154,765 - (2,755) 181,075 7,600 13,250 Water Utility Fund 54,286 33,287 - (250) 33,804 609 54,128 Wastewater Utility Fund 13,395 38,683 - (300) 46,376 - 5,402 Solid Waste Collection and Disposal 10,417 30,361 - (1,250) 30,637 - 8,891 TOTAL ENTERPRISE FUNDS 118,502 280,574 1,035 (5,032) 317,734 8,272 85,617

INTERNAL SERVICE FUNDS
Media, Communications & Public Relations 16 861 - (5) 864 - 8 Information Technology 375 4,998 - (200) 4,873 - 300
Fleet Maintenance 321 5,727 - (15) 5,737 - 296
Building Maintenance & Construction 32 4,026 - (60) 3,994 - 4 Records Management 81 444 - - 449 - 76
Employer & Legal Services 42 1,148 - - 1,148 - 42
Redding Municipal Utilities Admin. 842 6,456 - (180) 6,477 (1) 640 Geographic Information Services 116 712 - - 717 - 111
Communications 131 798 - (15) 786 1 129
Reprographics 72 833 - (5) 814 - 86
Volunteer Services 9 178 - - 181 - 6
Risk Management 7,358 11,061 - - 10,715 - 7,704
Employee Benefits Payroll 265 47,518 - - 47,518 - 265
Employee Benefit Group Insurance 2,424 30,318 - - 30,419 1 2,324 TOTAL INTERNAL SERVICE FUNDS 12,084 115,078 - (480) 114,692 1 11,991 Subtotal 180,673 513,138 19,067 (26,220) 551,954 10,239 144,943 Less: Charges Between Funds - (128,679) - - (128,679) - - NET TOTAL $ 180,673 $ 384,459 $ 19,067 $ (26,220) $ 423,275 $ 10,239 $ 144,943 [2] Funds are continuously appropriated and will be utilized throughout the year. Ending balance will be less. [3] For detail of Revenue see pages A-31 to A-42
[4] For detail of Expenditures see A-44 to A-47
Projected Cash Flows for FY 2024-2025 - ALL FUNDS
[1] This column shows adjustments primarily for use of debt funds and projected budget savings (In Thousands)
A-29

PROPOSED
Packet Pg. 1097 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-30

COMPARATIVE SUMMARY OF ESTIMATED REVENUES
The following table and graph provide a four-year review of revenues for all funds. The table is divided by fund type and subtotaled for each of the fund types. Within each fund type is the total for each fund. For the General Fund, the total for each type of revenue is included. The detail is provided in a subsequent schedule. The first column of this table, Actual Revenue 2021-22, shows the actual revenue for each fund. The second column, Budget Estimate 2022-23, shows the revenue estimate originally adopted in the budget for the current fiscal year, while the third column, Revised Estimate 2022-23, shows the most recent revenue estimate by the Finance Department. This estimate is based on nine months of history and a three month projection. The final two columns, Budget Estimate 2023-24 and Budget Estimate 2024-25, show the revenue estimates for the next two fiscal years for all funds.

Total net revenue for fiscal year 2023-24 is estimated at $360,170,640 and for fiscal year 2022-23 is estimated at $384,459,380. Revenue from Special Revenue Funds totals $20,172,460 and $14,984,540, respectively; revenue from Enterprise Funds totals $248,981,760 and $276,577,450, respectively; revenue from Internal Service Funds totals $119,162,130 and $114,599,470 respectively; and General Fund revenue totals $105,502,380 and $106,976,900, respectively.
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
General
Fund
Special
Revenue
Enterprise
Funds
Internal
Service
Funds
Total Net
Revenue
Comparative Summary of Estimated Revenues
(in thousands)
Actual 2021-22
Estimate 2022-23
Revised 2022-23
Estimate 2023-24
Estimate 2024-25

PROPOSED
Packet Pg. 1098 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Budget Revised Budget Budget
Revenue Estimate Estimate Estimate Estimate
2021-2022 2022-2023 2022-2023 2023-2024 2024-2025

GENERAL FUND
Taxes $ 69,586,248 $ 70,463,360 $ 70,463,360 $ 71,504,190 $ 73,475,110 Licenses and Permits 2,446,514 2,267,840 2,267,840 2,391,380 2,532,000 Fines, Forfeits, and Penalties 1,780,128 625,140 625,140 541,500 541,500 Revenue from Internal Departments 19,721,567 19,544,640 19,544,640 21,485,120 20,694,200 Revenue from Other Govermental Agencies 19,056,002 2,142,400 2,142,400 2,868,340 2,978,710 Other Revenues 4,462,598 2,480,030 2,480,030 2,409,400 2,415,530 Charges for Current Services 4,870,698 3,232,220 3,232,220 3,435,660 3,606,040 Revenue from the Use of Money & Property 623,811 702,880 702,880 866,790 733,810 TOTAL GENERAL FUND 122,547,566 101,458,510 101,458,510 105,502,380 106,976,900

SPECIAL REVENUE FUNDS
Asset Seizure 47,484 - - - -
Parking Fund 81,310 69,000 69,000 517,400 519,700
Rolling Stock Replacement 495,018 5,751,650 5,751,650 7,271,000 6,797,000 Gas Tax Street Improvement Fund 883,403 262,570 262,570 3,482,380 2,577,470 Local Transportation Fund (1,193,217) (549,790) (549,790) 342,120 (2,155,950) Library - Main 2,310,314 4,030,220 4,030,220 2,367,800 2,438,650 Branch Library 247,780 1,133,690 1,133,690 248,810 257,280 CD Block Grant Fund 2,878,380 10,746,530 10,746,530 3,987,820 2,822,660 Low and Moderate Income Housing Asset Fund 288,014 145,870 145,870 145,870 145,870 Special Development Fund 11,825,528 10,075,900 10,075,900 1,809,260 1,581,860 General Special Revenue - - - - -
TOTAL SPECIAL REVENUE FUNDS 17,864,014 31,665,640 31,665,640 20,172,460 14,984,540

ENTERPRISE FUNDS
Tourism/Civic Auditorium Fund 958,942 1,264,570 1,264,570 1,184,520 1,189,210 Storm Drain Utility Fund 4,200,100 2,172,930 2,172,930 2,072,250 2,220,200 Municipal Airport Fund 5,036,798 23,900,080 23,900,080 3,218,430 20,627,130 Electric Utility Fund 158,999,659 138,070,710 138,070,710 148,871,410 152,010,060 Water Utility Fund 27,223,908 27,177,060 27,177,060 30,463,980 33,037,330 Wastewater Utility Fund 34,391,246 34,028,290 34,028,290 36,766,500 38,382,740 Solid Waste Collection and Disposal 24,018,228 23,795,280 23,795,280 26,404,670 29,110,780 TOTAL ENTERPRISE FUNDS 254,828,881 250,408,920 250,408,920 248,981,760 276,577,450

INTERNAL SERVICE FUNDS
General Services Administration 819,420 727,580 727,580 825,840 856,160 Information Technology 3,926,198 5,919,830 5,919,830 6,428,050 4,798,190 Fleet Maintenance 4,408,269 4,454,880 4,454,880 5,616,690 5,711,900 Building Maintenance & Construction 4,517,764 3,462,720 3,462,720 3,755,120 3,966,100 Records Management 461,608 426,750 426,750 491,650 444,010 Employer & Legal Services 942,021 1,023,020 1,023,020 1,328,310 1,148,370 Redding Municipal Utilities Admin. 5,076,042 5,189,190 5,189,190 6,600,570 6,275,670 Geographic Information Services 580,635 595,940 595,940 439,630 712,060 Communications 20,040 412,250 412,250 769,990 783,300
Reprographics 653,187 706,390 706,390 893,120 827,710
Volunteer Services 163,280 163,990 163,990 185,510 178,340 Risk Management 7,729,249 9,121,700 9,121,700 10,546,240 11,061,490 Employee Benefits Payroll 19,397,336 47,792,700 47,792,700 52,347,260 47,517,890 Employee Benefit Group Insurance 26,646,994 28,491,390 28,491,390 28,934,150 30,318,280 TOTAL INTERNAL SERVICE FUNDS 75,342,043 108,488,330 108,488,330 119,162,130 114,599,470 SUBTOTAL - ALL REVENUE 470,582,504 492,021,400 492,021,400 493,818,730 513,138,360 Less: Charges between funds (87,867,608) (122,664,430) (122,664,430) (133,648,090) (128,678,980) NET TOTAL $ 382,714,896 $ 369,356,970 $ 369,356,970 $ 360,170,640 $ 384,459,380

COMPARATIVE SUMMARY OF REVENUE PROGRAMS
A-31

PROPOSED
Packet Pg. 1099 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

GENERAL FUND
TAXES
Property Taxes $ 24,287,360 $ 25,339,140 $ 26,847,010 $ 27,652,000 Sales Tax-Nondedicated 32,088,786 33,206,810 32,121,180 32,924,110 Transient Occupancy Tax 8,262,335 7,529,510 7,831,000 8,144,000 Viacom Cablevision 883,096 923,540 900,000 900,000
Pacific Gas & Electric Co. 354,815 351,200 360,000 360,000 Business License Tax 899,507 875,000 900,000 900,000
Real Property Transfer Tax 609,116 350,000 450,000 450,000 Commercial Cultivation Cannabis 155,696 138,160 145,000 145,000 Retail Cannabis Business Tax 2,036,121 1,750,000 1,950,000 2,000,000 Other Commercial Cannabis Business Tax 9,416 - - -
Total Taxes 69,586,248 70,463,360 71,504,190 73,475,110

LICENSES AND PERMITS
Animal Licenses 49,345 40,000 50,000 50,000
Building Permits 1,526,424 1,618,350 1,628,420 1,727,420 Engineering Encroachment Permit 248,731 90,000 150,000 157,500 Electical Permits 255,919 196,200 243,470 258,270
Transportation Permit 8,127 9,300 10,060 10,670
Plumbing Permits 101,430 109,200 113,490 120,390
Mechanical Permit 236,211 194,790 185,940 197,250
Engineering Grading Permits 20,327 10,000 10,000 10,500 Total Licenses and Permits 2,446,514 2,267,840 2,391,380 2,532,000

FINES, FORFEITS, AND PENALTIES
Traffic Safety Fines 906,364 426,140 345,500 345,500
Code Enforcement Fines 760,532 146,000 146,000 146,000
Other Fines & Fees 94,385 53,000 50,000 50,000
Cannabis Delinquency Penalty 18,847 - - -
Total Fines, Forfeits & Penalties 1,780,128 625,140 541,500 541,500

REVENUE FROM INTERNAL DEPARTMENTS
Fixed Reimbursements 6,271,410 6,443,360 6,977,560 7,061,190 In-lieu Payment from 821-Muni Airport 235,000 245,000 - - In-Lieu Payment from Division 854-Electric 5,464,000 6,246,800 7,270,600 6,614,200 Repayment of Advances 18,750 - (532,590) (543,140)
Advances from Internal Department 1,340,345 - - -
Total Revenue from Internal Departments 13,329,505 12,935,160 13,715,570 13,132,250

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-32

PROPOSED
Packet Pg. 1100 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

REVENUE FROM OTHER GOVERMENTAL

AGENCIES
State Grant Operating for Planning - 300,000 - -
State Grant Operating for Police 43,141 - - -
Federal Grant - Operating - General Government 3,359,993 - - - Federal Grant - Capital - General Government 5,750,000 - - - Federal Grant - Operating - Police 3,358,684 319,410 - - Federal Grant - Capital - Police 47,932 71,460 - -
Federal Grant - Operating - Fire - - 1,641,980 1,728,450 Federal Grant - Capital - Fire 51,800 52,650 - -
Federal Grant - Capital - Public Works 1,554,469 - - -
Federal Grant - Capital - Rec & Culture 3,060,000 - - - Federal Grant - Operating - Rec & Culture 100,000 - - - Shasta County Grant - Operating - Police 270,642 272,180 118,890 122,460 Shasta County Operating Reimbursement Police 31,821 65,000 - - State Reimbursement 13,251 - 15,000 15,000
State Legislative Revenue Operating-Police 365,306 - - - Reimbursement of Mandated Costs 58,499 57,000 60,000 60,000 POST Grant - Operating - Police 98,516 57,000 90,000 90,000 Home Owner Property Tax Relief 145,031 153,000 153,000 153,000 Motor Vehicle In-Lieu Tax 105,954 45,000 45,000 45,000
School District Contrib-Operating-Police 404,198 577,800 595,130 612,980 Redding Rancheria Payment 119,509 121,900 124,340 126,820 Contribution RABA - Operating - Police 25,000 25,000 25,000 25,000 Buckeye Fire Service Dist-Operating-Fire 5,000 - - -
Buckeye Fire District - Capital - Fire 64,000 - - -
SHASCOM - Payroll 23,256 25,000 - -
Total Revenue - Other Government Agencies 19,056,002 2,142,400 2,868,340 2,978,710

OTHER REVENUES
Late Fees 1,386,837 1,700,000 1,700,000 1,700,000
Contributions - Operating - Rec & Culture 163,665 86,000 105,000 105,000 Contributions - Operating - Police 248,824 40,470 - -
Contributions - Operating - Fire 2,500 - - -
Contributions - Operating - Planning - 6,580 6,000 6,000 Developer Contributions 22,074 - - -
Sale of Property 1,392,536 - - -
Compensation - Loss & Property Damage 37,150 34,500 - - Miscellaneous Receipts 632,047 296,500 292,000 292,000
Misc. Charter Peg Fees 212,534 45,700 - -
Reimbursement 364,431 270,280 306,400 312,530
Total Other Revenues 4,462,598 2,480,030 2,409,400 2,415,530

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-33

PROPOSED
Packet Pg. 1101 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

CHARGES FOR CURRENT SERVICES
Planning Permits (Subdivisions) 566,840 493,740 77,850 76,260 Short Term Planning Fees - - 450,000 450,000
Building Plan - Record Fees 21,899 18,460 23,330 24,750 Building Plan - Check Fees 731,528 567,910 671,220 711,850 Fees for Outside Plan Checks 25,565 1,140 - -
Plan Check Fees - Fire Department 95,536 75,000 85,000 90,000 Engineering Land Development Fees 807,806 100,000 200,000 200,000 Technology Surcharge 229,660 121,610 204,290 216,710
Cannabis Application & Permit Fees 545,864 474,850 458,600 458,600 Sale of Publications 107 90 50 50
Recording Fees 188 - - -
Animal Shelter Fees 5,431 7,000 6,000 6,000
Inspection Fees 3,136 2,900 3,100 3,100
Fingerprint Fees 5,747 10,000 10,000 10,000
Fire Permits & Fees 52,090 290,000 177,500 290,000
DUI - Emergency Response 70,434 73,800 73,000 73,000
Swimming Pool Receipts 103,854 160,570 160,570 160,570
RAC Swim Shop / Rental 5,075 39,000 39,000 39,000
RAC Admission 33,252 126,160 126,160 126,160
RAC Swim Team 2,748 12,620 12,620 12,620
Swimming Pool Concession 14,867 63,080 63,080 63,080
Other Charges & Fees 1,792,333 137,630 137,630 137,630
Recreation Sports 89,523 63,080 63,080 63,080
Recreation Classes 34,371 97,490 97,490 97,490
Recreation Camps Trips 73,765 74,550 74,550 74,550
Recreation Fitness 63,925 74,550 74,550 74,550
Recreation Daycare Summer 177,817 229,380 229,380 229,380 Recreation Daycare After School 1,691 14,910 14,910 14,910 Ticket Surcharge on Ticket Sales 29,505 - - -
Bad Debt Writeoff (713,859) (97,300) (97,300) (97,300)
Total Charges for Current Services 4,870,698 3,232,220 3,435,660 3,606,040

REVENUE FROM THE USE OF MONEY &

PROPERTY
Rental - Land or Facility 438,667 512,170 665,840 606,840 SHASCOM Base Rent - Police Portion 38,642 36,350 37,870 880 SHASCOM Base Rent - Fire Portion 38,642 36,350 37,870 880 Investment Income 107,859 118,010 125,210 125,210
Fiscal Agent Investment Income 1 - - -
Total Revenue - Use of Money & Property 623,811 702,880 866,790 733,810 General Fund Net Transfers In (Out) 6,392,062 6,609,480 7,769,550 7,561,950 General Fund - Capital Project Net Transfers In (Out) - - - - Total Revenue - From Internal Transfers 6,392,062 6,609,480 7,769,550 7,561,950 TOTAL GENERAL FUND $ 122,547,566 $ 101,458,510 $ 105,502,380 $ 106,976,900

ASSET SEIZURE FUND
Miscellaneous Receipts 47,119 - - -
Investment Income 365 - - -
TOTAL ASSET SEIZURE FUND $ 47,484 $ - $ - $ -

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-34

PROPOSED
Packet Pg. 1102 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

PARKING FUND
On-Street Parking Meters $ 44,566 $ 36,000 $ 397,800 $ 397,800 Parking Space Rental & Permit Fees 1,201 - 52,500 52,500 Parking Fines & Fees 32,606 30,000 76,500 78,800
Investment Income 2,937 3,000 600 600
Net Transfers In/(Out) - - (10,000) (10,000)
TOTAL PARKING FUND $ 81,310 $ 69,000 $ 517,400 $ 519,700

ROLLING STOCK REPLACEMENT
Sale of Property $ 143,974 $ - $ - $ -
Miscellaneous Receipts 188,703 - - -
Investment Income 59,695 - - -
Net Transfers In/(Out) 102,646 5,751,650 7,271,000 6,797,000 TOTAL ROLLING STOCK REPLACEMENT $ 495,018 $ 5,751,650 $ 7,271,000 $ 6,797,000

GAS TAX STREET IMPROVEMENT FUND
Federal - ISTEA $ 1,283,739 $ 1,364,090 $ 1,987,960 $ 1,381,450 State of California - Section 2105 466,701 534,400 615,750 566,300 Section 2106 390,960 421,660 469,330 431,280
Section 2107 550,415 680,070 739,600 678,270
Section 2107.5 7,500 7,500 7,500 7,500
Senate Bill 300 Gas Tax 679,335 820,130 1,009,940 1,454,390 Road Maintenance & Rehabilitation Account 1,841,912 1,814,510 4,392,790 3,507,810 Investment Income 35,033 25,000 50,000 50,000
Net Transfers In/(Out) (4,372,192) (5,404,790) (5,790,490) (5,499,530) TOTAL GAS TAX IMPROVEMENT FUND $ 883,403 $ 262,570 $ 3,482,380 $ 2,577,470

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-35

PROPOSED
Packet Pg. 1103 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

LOCAL TRANSPORTATION FUND
State Allocations - SB 325 $ 2,715,210 $ 4,362,180 $ 5,226,210 $ 2,918,000 Net Transfers In/(Out) (3,908,427) (4,911,970) (4,884,090) (5,073,950) TOTAL LOCAL TRANSPORTATION FUND $ (1,193,217) $ (549,790) $ 342,120 $ (2,155,950)

LIBRARY
State Grant - Operating - Rec & Culture $ 83,997 $ 107,230 $ - $ - State Grant - Capital - Rec & Culture - 1,626,790 - -
Contributions - Operating - Rec & Culture 8,429 - - -
Miscellaneous Receipts 3,604 3,600 3,600 3,600
Library Operations 1,289,760 1,327,640 1,367,470 1,408,490 Other Charges & Fees 37,633 50,000 50,000 50,000
Investment Income (270) 2,500 2,500 2,500
Net Transfers In/(Out) 887,161 912,460 944,230 974,060
TOTAL LIBRARY $ 2,310,314 $ 4,030,220 $ 2,367,800 $ 2,438,650

BRANCH LIBRARIES
State Grant - Capital - Rec & Culture $ - $ 893,060 $ - $ - Contributions - Operating - Rec & Culture 4,500 - - -
Reimbursement 11,032 - - -
Branch Library - Shasta County 183,169 189,580 196,220 203,090 Branch Library - Anderson 42,559 44,050 45,590 47,190
Other Charges & Fees 6,364 6,500 6,500 6,500
Investment Income 156 500 500 500
TOTAL BRANCH LIBRARIES $ 247,780 $ 1,133,690 $ 248,810 $ 257,280

CD BLOCK GRANT FUND
State Grant - Operating - Community Development $ 151,914 $ 8,993,500 $ 1,589,010 $ 834,330 Federal - HUD - Operating - Community Development 1,210,284 760,510 726,020 705,120 HOME Funds - Operating - Community Development 772,128 463,840 665,280 559,270 Shasta County - Operating - Community Development 3,931 - - - Contribution - Operating - Community Development - - 277,760 - Contract Service Operating Revenue 145,000 125,000 - -
Loan Repayment - Principal 381,189 324,290 632,920 627,210 Loan Repayment - Principal - CalHome Funds 46,023 1,240 1,690 1,690 Loan Repayment - Interest 148,124 74,520 87,810 87,710
Loan Repayment - Interest - CalHome Funds 16,025 1,630 7,330 7,330 Late Payment Charges 800 - - -
Investment Income 2,025 1,000 - -
Investment Income - CalHome Funds 937 1,000 - -
TOTAL CD BLOCK GRANT FUND $ 2,878,380 $ 10,746,530 $ 3,987,820 $ 2,822,660

LOW AND MODERATE INCOME HOUSING ASSET FUND
Miscellaneous Receipts $ 3,000 $ - $ - $ -
Rental - Land or Facility (111) - - -
Loan Repayment - Principal 35,217 33,530 33,860 33,860
Loan Repayment - Interest 8,535 8,580 8,250 8,250
Late Payment Charges 43 - - -
Housing Loan Interest Income 1,718 1,790 1,580 1,580
Rehab Loan Principal 33,712 970 1,180 1,180
Down Payment Assistance Loan Interest 60,459 20,000 20,000 20,000 Down Payment Assistance Principal Collect 141,750 80,000 80,000 80,000 Investment Income 3,691 1,000 1,000 1,000

TOTAL LOW AND MODERATE
INCOME HOUSING ASSET FUND $ 288,014 $ 145,870 $ 145,870 $ 145,870

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-36

PROPOSED
Packet Pg. 1104 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

SPECIAL DEVELOPMENT FUND
State Grant - Operating - Public Works $ 85,199 $ - $ - $ - State Grant - Capital - Public Works 557,723 - - -
State Grant - Operating - Rec & Culture 1,925 - - -
State Grant - Capital - Rec & Culture 493,786 8,500,000 - - Federal Grant - Capital - Public Works 6,097,977 - - -
Federal Grant- Operating - Rec & Culture 31,005 - - -
Shasta County - Operating Reimbursement - Rec & Culture 111,884 - - - Contributions - Operating - Rec & Culture 74,868 - - -
Contributions - Capital - Rec & Culture 496 - - -
Traffic Impact Fee 1,753,929 1,330,490 1,674,370 1,567,180 Fire Facilities 401,719 - - -
Parks Development 2,003,310 322,690 - -
Electric Service 73,586 - - -
Park In-Lieu Fees 251,031 - - -
Investment Income 8,034 - - -
Fiscal Agent Investment Income 1,104 - 134,890 14,680
Net Transfers In/(Out) (122,048) (77,280) - -
TOTAL SPECIAL DEVELOPMENT FUND $ 11,825,528 $ 10,075,900 $ 1,809,260 $ 1,581,860

GENERAL SPECIAL REVENUE
Sales Tax-Dedicated to Public Safety $ 272,517 $ 272,520 $ 272,520 $ 272,520 Net Transfers In/(Out) (272,517) (272,520) (272,520) (272,520) TOTAL GENERAL SPECIAL REVENUE $ - $ - $ - $ -

TOURISM/CIVIC AUDITORIUM FUND
Repayment of Advances $ (137,881) $ (79,030) $ (64,800) $ (66,100) Rental Fees 196,171 263,430 216,000 220,320
Fiscal Agent Investment Income (4) - - -
Net Transfers In/(Out) 900,656 1,080,170 1,033,320 1,034,990 TOTAL TOURISM/CIVIC AUDITORIUM FUND $ 958,942 $ 1,264,570 $ 1,184,520 $ 1,189,210

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-37

PROPOSED
Packet Pg. 1105 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

STORM DRAIN UTILITY FUND
Storm Drainage - Monthly Fee $ 1,243,877 $ 1,219,150 $ 1,257,210 $ 1,265,930 Storm Drain Allocation 953,130 982,780 1,014,040 1,103,270 Federal Grant - Capital - Public Works 50,329 - - -
Federal Grant - Capital - Storm Drainage 2,000,000 - - - Miscellaneous Receipts - 1,000 - -
Bad Debt Writeoff 62 - - -
Late Payment Charges 6,222 - 1,000 1,000
Investment Income 26,480 50,000 50,000 50,000
Net Transfers In/(Out) (80,000) (80,000) (250,000) (200,000) TOTAL STORM DRAIN UTILITY FUND $ 4,200,100 $ 2,172,930 $ 2,072,250 $ 2,220,200

MUNICIPAL AIRPORT FUND
Hangar Rent $ 559,127 $ 522,850 $ 538,540 $ 554,690
Tie-Down Rent 62,858 53,500 59,710 61,440
Facilities/Ground Rent 621,837 696,000 694,880 711,470
Ground Lease 310,881 284,200 475,750 551,030
Fuel Concession 184,514 163,000 260,000 260,000
Landing Fees 219,000 203,450 210,000 210,000
Car Rental Concession Fee 425,645 264,860 400,000 400,000 Restaurant & Concession 111,136 78,500 78,500 78,500
Permit Fees 53,503 46,350 46,350 46,350
Automobile Parking 289,714 178,400 333,000 333,000
Coffee Concession Revenue 10,150 - 3,700 24,000
Miscellaneous Operating Revenue 34,673 25,000 - -
Airport Security Fees 7,700 1,000 1,000 1,000
Repayment of Advances (25,000) (25,000) (25,000) (25,000) Federal - Transportation Security Authority 39,240 50,000 50,000 50,000 State Grant CAAP 10,000 - - -
Passenger Facility Charges 403,318 200,000 375,000 375,000 State Grant - Capital - Transportation - 50,000 - 2,250 Federal Grant - Operating - Transportation 277,211 - - - Federal Grant - Capital - Transportation 971,593 17,642,720 - 17,225,400 Federal Grant - Operating - Transportation 9,625 - - -
Federal Grant- Capital - Transportation 213,966 2,970,000 - 45,000 Miscellaneous Receipts 252 250 - -
Reimbursement 36,626 - - -
Bad Debt Writeoff (665) - - -
Fiscal Agent Investment Income (16) - - -
Net Transfers In/(Out) 209,910 495,000 (283,000) (277,000) TOTAL MUNICIPAL AIRPORT FUND $ 5,036,798 $ 23,900,080 $ 3,218,430 $ 20,627,130

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-38

PROPOSED
Packet Pg. 1106 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

ELECTIC UTILITY FUND
Service Reconnect Fee $ 50 $ - $ - $ -
Service Connect - Priority 20,400 15,000 17,500 17,500
Site Delivery Fees 600 2,000 1,000 1,000
Credit Report Fees 9,925 7,500 9,000 9,000
Bad Debt Collections (60,264) 75,000 75,000 75,000
Power Sales Retail 123,339,237 122,295,000 126,445,000 131,408,000 Power Sales Wholesale 13,697,657 750,000 4,014,000 3,361,000 Natural Gas Sales - Wholesale 14,459,469 7,323,000 11,264,000 10,154,000 Prepay Gas Discount 1,429,398 1,428,000 1,428,000 1,428,000 LCFS Electrification Revenues 261,408 156,280 142,090 165,470 Accident & Damage Insurance 316,766 496,000 501,000 501,000 Misc-Temp Banners 1,400 - - -
Field Service Meter Reading Allocation 1,181,303 1,016,430 789,780 776,850 Customer Service Allocation from Utilities 4,178,828 4,882,850 5,173,450 5,091,100 Repayment of Advances 67,649 67,650 532,590 543,140
Advances to Other Funds (1,340,345) - - -
State Grant - Operating - Electric 1,143,413 - - -
Contributions - Operating - Electric 10,280 - - -
Sale of Property 32,409 25,000 25,000 25,000
Miscellaneous Receipts (54,056) 101,000 101,000 101,000 Rental Fees 138,000 138,000 138,000 138,000
Bad Debt Writeoff (44,784) (30,000) (30,000) (30,000)
Investment Income 346,406 1,200,000 1,000,000 1,000,000 Net Transfers In/(Out) (135,490) (1,878,000) (2,755,000) (2,755,000) TOTAL ELECTRIC UTILITY FUND $ 158,999,659 $ 138,070,710 $ 148,871,410 $ 152,010,060

WATER UTILITY FUND
Power Sales Retail $ 24,429,515 $ 26,232,650 $ 28,527,660 $ 31,023,570 Accident & Damage Insurance 250 - - -
Wholesale Transfer to Other Districts 257,437 - - -
Metered Sales - In City 121,267 108,530 117,960 128,220 Fire Service Revenue 78,983 73,030 75,190 77,410
Fire Hydrant Rental 146,166 70,000 70,000 70,000
Off-Site Charges 913,210 474,110 1,499,320 1,562,110
Service & Meter Installation Fees 38,895 28,170 29,000 29,860 Paving Cut Fees 3,288 - - -
Miscellaneous Operating Revenue 20,866 16,290 16,770 17,260 Real Estate Rentals 173,867 153,210 157,740 162,410
State Grant - Operating - Water 229,477 - - -
State Grant - Capital - Water 18,996 - - -
Miscellaneous Revenue - Other Cities 7,833 - - -
Federal Grant - Capital - Water 287,956 - - -
Sale of Property 2,785 - 2,950 3,040
Miscellaneous Receipts 521 - - -
Bad Debt Writeoff 141,765 (52,470) (56,150) (60,090)
Uncollectable Accounts Write Off - Grant (229,477) - - - Investment Income 242,439 273,540 273,540 273,540
Interest - 1977 Sewer Sinking Fund 19 - - -
Net Transfers In/(Out) 337,850 (200,000) (250,000) (250,000) TOTAL WATER UTILITY FUND $ 27,223,908 $ 27,177,060 $ 30,463,980 $ 33,037,330

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-39

PROPOSED
Packet Pg. 1107 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

WASTEWATER UTILITY FUND
Sewer Service Charges $ 32,446,822 $ 33,570,570 $ 35,155,420 $ 36,815,240 Pretreatment Fees - 2,190 2,250 2,320
Expansion/Improvement Fees 1,053,707 644,210 1,720,290 1,792,260 Sewer Tap Fees 1,616 5,220 5,370 5,530
Miscellaneous Operating Revenue 339 - - -
Real Estate Rentals 12,695 12,520 12,890 13,270
Federal Grant - Capital - Public Works 12,800 - - -
Miscellaneous Receipts 1,287 1,820 1,030 1,060
Bad Debt Writeoff 239,671 (50,180) (68,250) (68,720)
Investment Income 184,958 141,940 197,500 121,780
Interest - 1977 Sewer Sinking Fund 211 - - -
Net Transfers In/(Out) 437,140 (300,000) (260,000) (300,000) TOTAL WASTEWATER UTILITY FUND $ 34,391,246 $ 34,028,290 $ 36,766,500 $ 38,382,740

SOLID WASTE COLLECTION AND DISPOSAL
Power Sales Fixed Usage $ 9,710,143 $ 9,642,670 $ 10,912,640 $ 11,867,400 Commercial Containers 7,423,273 7,180,470 8,441,820 9,180,410 Drop Boxes 2,348,559 2,188,490 2,890,400 3,143,280
Revenue Set Aside for Monitoring Cost 208,507 196,380 205,820 207,880 Special Pickups 17,725 11,780 20,060 21,820
Transfer Charges 2,714,494 2,859,820 2,599,650 2,807,620 County Reimbursement for HHW and E-Waste 305,239 311,030 318,800 326,770 Organics Revenue - - 1,500,000 1,562,060
Miscellaneous Operating Revenue 64,896 36,630 37,440 38,380 Real Estate Rentals 1,880 1,880 1,880 1,880
State Grant - Operating - Solid Waste 52,409 - - -
State Legislative - Opearting - Solid Waste 56,134 - - - Contributions - Capital - Solid Waste 10,000 - - -
Freon Recovery Program - 20 20 20
Cardboard 386,711 327,540 305,000 312,630
White Paper Recycling 67,837 68,760 98,910 101,380
Glass Recycling 4,279 19,970 20,470 20,980
Curbside Recycling 251,787 343,790 245,000 251,130
Multi-Family Recycling 15,646 21,400 21,940 22,490
Commercial Recycling 7,013 1,220 1,250 1,280
Battery Recycling 11,201 10,920 11,190 11,470
Volunteer Drop Off 118,525 100,910 103,440 106,020
Special Handling Scrap Metal 59,360 58,370 59,830 61,330 Electronic Recycling Revenue 129,530 153,280 157,110 161,040 Other Recycling Revenue 48,998 36,140 37,040 37,970
Miscellaneous Receipts 13,681 10,300 10,560 10,820
Street Cleaning Contract 16,680 16,680 16,680 16,680
Bad Debt Writeoff 106,318 (20,000) (25,000) (25,000)
Investment Income 62,413 112,410 112,720 113,040
Net Transfers In/(Out) (195,010) 104,420 (1,700,000) (1,250,000) TOTAL SOLID WASTE COLLECTION & DISPOSAL $ 24,018,228 $ 23,795,280 $ 26,404,670 $ 29,110,780

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-40

PROPOSED
Packet Pg. 1108 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

GENERAL SERVICES ADMINISTRATION
Marketing/Communications Allocation $ 819,420 $ 727,580 $ 833,840 $ 861,160 Net Transfers In/(Out) - - (8,000) (5,000)
TOTAL GENERAL SERVICES ADMINISTRATION $ 819,420 $ 727,580 $ 825,840 $ 856,160

INFORMATION TECHNOLOGY
Data Processing Allocation $ 4,076,402 $ 6,075,980 $ 6,627,950 $ 4,998,090 Repayment of Advances (67,649) (67,650) - -
Miscellaneous Receipts 35 100 100 100
Investment Income 7,410 10,000 - -
Net Transfers In/(Out) (90,000) (98,600) (200,000) (200,000) TOTAL INFORMATION TECHNOLOGY $ 3,926,198 $ 5,919,830 $ 6,428,050 $ 4,798,190

FLEET MAINTENANCE
Equipment Rental Charges $ 4,416,996 $ 4,468,580 $ 5,630,390 $ 5,725,600 Compensation - Vehicle Damage 3,947 - - -
Miscellaneous Receipts 2,285 500 500 500
Bad Debt Writeoff (372) - - -
Investment Income 413 800 800 800
Net Transfers In/(Out) (15,000) (15,000) (15,000) (15,000) TOTAL FLEET MAINTENANCE $ 4,408,269 $ 4,454,880 $ 5,616,690 $ 5,711,900

BUILDING MAINTENANCE & CONSTRUCTION
Building Maintenance Allocation $ 4,553,680 $ 3,475,220 $ 3,815,120 $ 4,026,100 Miscellaneous Receipts 801 - - -
Investment Income 4,283 2,500 - -
Net Transfers In/(Out) (41,000) (15,000) (60,000) (60,000) TOTAL BUILDING MAINTENANCE & CONSTRUCTION $ 4,517,764 $ 3,462,720 $ 3,755,120 $ 3,966,100

RECORDS MANAGEMENT
Records Management Allocation $ 461,150 $ 426,150 $ 491,650 $ 444,010 Investment Income 458 600 - -
TOTAL RECORDS MANAGEMENT $ 461,608 $ 426,750 $ 491,650 $ 444,010

EMPLOYER & LEGAL SERVICES
Employer Services Allocation $ 960,211 $ 1,022,420 $ 1,328,310 $ 1,148,370 Repayment of Advances (18,750) - - -
Investment Income 560 600 - -
TOTAL EMPLOYER & LEGAL SERVICES $ 942,021 $ 1,023,020 $ 1,328,310 $ 1,148,370

GEOGRAPHIC INFORMATION SERVICES
Geographic Information Services Allocation $ 578,160 $ 594,240 $ 437,630 $ 710,060 Investment Income 2,475 1,700 2,000 2,000
TOTAL GEOGRAPHIC INFORMATION SERVICES $ 580,635 $ 595,940 $ 439,630 $ 712,060

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-41

PROPOSED
Packet Pg. 1109 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Actual Revised
Revenue Estimate Adopted Adopted
2021-2022 2022-2023 2023-2024 2024-2025

COMMUNICATIONS
Communications User Charge Allocation $ 78,830 $ 410,250 $ 784,490 $ 797,800 Investment Income 1,210 2,000 500 500
Net Transfers In/(Out) (60,000) - (15,000) (15,000)
TOTAL COMMUNICATIONS $ 20,040 $ 412,250 $ 769,990 $ 783,300

REPROGRAPHICS
Print Shop Allocation $ 581,380 $ 705,700 $ 898,120 $ 832,710 Mail Room/Courier Allocation 67,500 - - -
Non-Recurring 530 - - -
Revenue-Service to Outside Accounts 8,425 5,190 - -
Investment Income 352 500 - -
Net Transfers In/(Out) (5,000) (5,000) (5,000) (5,000)
TOTAL REPROGRAPHICS $ 653,187 $ 706,390 $ 893,120 $ 827,710

VOLUNTEER SERVICES
Volunteer Services Allocation $ 162,959 $ 163,940 $ 185,510 $ 178,340 Investment Income 321 50 - -
TOTAL VOLUNTEER SERVICES $ 163,280 $ 163,990 $ 185,510 $ 178,340

RISK MANAGEMENT
W/C Reimbursement $ 4,478,945 $ 4,462,770 $ 5,544,510 $ 5,730,110 Insurance Allocation 2,825,250 4,506,900 4,911,930 5,240,280 Repayment of Advances 162,881 104,030 89,800 91,100
Federal Grant - Operating - Internal Service Funds 195,000 - - - General Liability Reimbursement 73,183 - - -
Miscellaneous Receipts 321 - - -
Bad Debt Writeoff (45,749) - - -
Investment Income 39,418 48,000 - -
TOTAL RISK MANAGEMENT $ 7,729,249 $ 9,121,700 $ 10,546,240 $ 11,061,490

EMPLOYEE BENEFITS PAYROLL
Retirement Allocation $ 9,054,133 $ 36,695,820 $ 34,382,860 $ 37,348,200 Medicare Allocation 1,250,347 1,164,870 1,401,820 1,451,570 Social Security Allocation 26,959 78,720 78,280 78,610
Public Agency Retirement System (PARS) 9,065,897 9,853,290 16,484,300 8,639,510 TOTAL EMPLOYEE BENEFITS PAYROLL $ 19,397,336 $ 47,792,700 $ 52,347,260 $ 47,517,890

EMPLOYEE BENEFIT GROUP INSURANCE
Group Health Allocation $ 22,787,096 $ 23,824,550 $ 24,385,610 $ 25,601,130 Group Health Contribution-Retired Employee 3,853,196 4,660,840 4,548,540 4,717,150 Miscellaneous Receipts 575 - - -
Bad Debt Write Off (693) - - -
Investment Income 6,820 6,000 - -
TOTAL EMPLOYEE BENEFIT GROUP INSURANCE $ 26,646,994 $ 28,491,390 $ 28,934,150 $ 30,318,280

REDDING MUNICIPAL UTILITIES ADMIISTRATION
RMU Admin O/H Allocation $ 1,903,350 $ 1,927,340 $ 2,646,290 $ 2,445,430 ET/USA Locate Allocation 3,311,850 3,137,740 4,214,280 4,010,240 Miscellaneous Receipts 393 - - -
Investment Income 5,299 - - -
Net Transfers In/(Out) 29,260 (50,000) (260,000) (180,000) REDDING MUNICIPAL UTILITIES ADMIISTRATION $ 5,076,042 $ 5,189,190 $ 6,600,570 $ 6,275,670

STATEMENT OF ESTIMATED REVENUES - ALL FUNDS
A-42

PROPOSED
Packet Pg. 1110 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-43

SUMMARY OF EXPENDITURE PROGRAMS - ALL FUNDS
This table provides a summary of projected expenditures for funds by major expenditure categories: Personnel; Materials, Supplies and Services; Debt Service; and Capital Outlay. The table is divided by fund type and within each of the fund types is the department total for that particular fund. The graph below displays this information by percentage of the total expenditure program for each fund type. The graph clearly shows that in the General Fund the majority of the expenditures are on Personnel while in the other funds, the majority of the expenditures are on Materials, Supplies, and Services or Capital Outlay.

The City’s total net expenditures for fiscal year 2023-24 are $397,489,150, of which $164,312,170 (41.3%) are on Personnel; $136,375,290 (34.4%) are on Materials, Supplies and Services; $23,136,390 (5.8%) are on Debt Service; and $73,665,300 (18.5%) are on Capital Outlay. For fiscal year 2024-25 total net expenditures are $423,277,400, of which $164,805,080 (38.9%) are on Personnel; $139,740,555 (33.0%) are on Materials, Supplies and Services; $22,895,380 (5.4%) are on Debt Service; and $95,836,380 (22.7%) are on Capital Outlay. General Fund expenditures total $109,186,810 and $111,087,950, respectively; Special Revenue Funds expenditures total $12,040,490 and $8,441,740 respectively; Enterprise Funds expenditures total $290,473,250 and $317,735,050, respectively; and Internal Service Funds expenditures total $119,436,690 and $114,691,640, respectively. 0 50,000
100,000
150,000
200,000
250,000
300,000
General Fund Special
Revenue
Enterprise
Funds
Internal
Service
Funds
All Funds
Summary of Expenditure Programs
Major Expenditure Categories
Personnel 2023-24
Personnel 2024-25
Materials & Supplies 2023-24
Materials & Supplies 2024-25
Debt Service 2023-24
Debt Service 2024-25
Capital Outlay 2023-24
Capital Outlay 2024-25

PROPOSED
Packet Pg. 1111 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Materials,
Net Supplies,
Personnel and Debt Capital
DEPARTMENTS Cost Services Service Outlay Total

GENERAL FUND
City Council $ 176,900 $ 48,430 $ - $ - $ 225,330
City Clerk 904,120 309,700 - - 1,213,820
City Manager 1,498,120 335,150 - - 1,833,270
City Attorney 1,187,670 276,880 - - 1,464,550
Personnel 715,420 203,140 - - 918,560
Non-Departmental 539,980 1,793,630 2,118,330 169,390 4,621,330 Financial Services 2,190,900 621,560 - - 2,812,460
Police 33,493,100 8,552,780 - 300,400 42,346,280
Fire 21,234,290 5,372,900 - - 26,607,190
Development Services 4,494,280 1,033,590 - 246,000 5,773,870 Community Services 4,784,740 3,041,540 - 135,110 7,961,390 Public Works-Transportation/Engineering 2,758,710 4,235,890 39,160 6,375,000 13,408,760 Subtotal 73,978,230 25,825,190 2,157,490 7,225,900 109,186,810

SPECIAL REVENUE FUNDS
Housing/CDBG/HOME 501,900 266,180 59,030 4,404,040 5,231,150 General City Projects - 1,000 - - 1,000
Community Services-Library & Parks
Development 84,640 2,538,670 - - 2,623,310
Public Works-Transportation/Engineering 168,880 158,440 892,660 2,965,050 4,185,030 Subtotal 755,420 2,964,290 951,690 7,369,090 12,040,490

ENTERPRISE FUNDS
Community Services-Convention Center 33,320 1,104,530 31,780 - 1,169,630 Public Works-Municipal Utilities 24,979,110 43,366,560 5,604,500 39,273,440 113,223,610 Electric Utility 45,478,750 95,399,590 14,298,520 17,625,780 172,802,640 Public Works-Transportation-Airports 1,493,750 1,552,450 92,410 138,760 3,277,370 Subtotal 71,984,930 141,423,130 20,027,210 57,037,980 290,473,250

INTERNAL SERVICE FUNDS
City Clerk-Reprographics/Record 943,540 236,840 - 180,000 1,360,380 City Attorney - - - - -
Personnel - Vol Svcs/Emp Svcs/Grp Ins/ Emp
Bfts/Risk 2,511,860 90,546,520 - - 93,058,380
Community Services-Building Maintenance and
Media, Communications, & Public Relations 2,266,020 2,301,300 - 20,000 4,587,320 Public Works-RMU Admin/Fleet 8,017,920 3,875,030 - 428,000 12,320,950 Information Technology - GIS/IT/Comm 3,854,250 2,851,080 - 1,404,330 8,109,660 Subtotal 17,593,590 99,810,770 - 2,032,330 119,436,690
TOTAL EXPENDITURES 164,312,170 270,023,380 23,136,390 73,665,300 531,137,240 Less: Charges between funds - (133,648,090) - - (133,648,090) NET TOTAL $ 164,312,170 $ 136,375,290 $ 23,136,390 $ 73,665,300 $ 397,489,150 FISCAL YEAR 2023-2024

SUMMARY OF EXPENDITURE PROGRAMS
A-44

PROPOSED
Packet Pg. 1112 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Materials,
Net Supplies,
Personnel and Debt Capital
DEPARTMENTS Cost Services Service Outlay Total

GENERAL FUND
City Council $ 184,270 $ 49,950 $ - $ - $ 234,220
City Clerk 927,670 289,960 - - 1,217,630
City Manager 1,440,680 335,610 - - 1,776,290
City Attorney 1,236,670 268,760 - - 1,505,430
Personnel 718,560 186,640 - - 905,200
Non-Departmental 441,070 1,832,630 1,957,200 169,390 4,400,290 Financial Services 2,235,020 579,290 - - 2,814,310
Police 34,578,820 8,643,020 - 194,920 43,416,760
Fire 22,004,020 5,646,080 - 45,000 27,695,100
Development Services 4,510,940 1,030,810 - 246,000 5,787,750 Community Services 4,857,510 3,097,810 - 93,530 8,048,850 Public Works-Transportation/Engineering 2,708,110 4,163,850 39,160 6,375,000 13,286,120 Subtotal 75,843,340 26,124,410 1,996,360 7,123,840 111,087,950

SPECIAL REVENUE FUNDS
Housing/CDBG/HOME 476,660 259,490 59,030 3,212,100 4,007,280 General City Projects - 1,000 - - 1,000
Community Services-Library & Parks
Development 89,490 2,607,340 - - 2,696,830
Public Works-Transportation/Engineering 177,080 165,890 892,660 501,000 1,736,630 Subtotal 743,230 3,033,720 951,690 3,713,100 8,441,740

ENTERPRISE FUNDS
Community Services-Convention Center 34,990 1,106,270 - - 1,141,260 Public Works-Municipal Utilities 25,727,050 43,446,690 5,605,500 38,536,980 113,316,220 Electric Utility 43,423,230 96,656,775 14,299,520 26,695,780 181,075,310 Public Works-Transportation-Airports 1,545,650 1,560,510 42,310 19,053,790 22,202,260 Subtotal 70,730,920 142,770,245 19,947,330 84,286,550 317,735,050

INTERNAL SERVICE FUNDS
City Clerk-Reprographics/Record 844,770 217,500 - 200,000 1,262,270 City Attorney - - - - -
Personnel - Vol Svcs/Emp Svcs/Grp Ins/ Emp
Bfts/Risk 2,380,290 87,600,210 - - 89,980,500
Community Services-Building Maintenance and
Media, Communications, & Public Relations 2,353,260 2,429,480 - 75,000 4,857,740 Public Works-RMU Admin/Fleet 7,879,930 3,976,710 - 358000 12,214,640 Information Technology - GIS/IT/Comm 4,029,340 2,267,260 - 79,890 6,376,490 Subtotal 17,487,590 96,491,160 - 712,890 114,691,640
TOTAL EXPENDITURES 164,805,080 268,419,535 22,895,380 95,836,380 551,956,380 Less: Charges between funds - (128,678,980) - - (128,678,980) NET TOTAL $ 164,805,080 $ 139,740,555 $ 22,895,380 $ 95,836,380 $ 423,277,400 FISCAL YEAR 2024-2025

SUMMARY OF EXPENDITURE PROGRAMS
A-45

PROPOSED
Packet Pg. 1113 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-46

COMPARATIVE SUMMARY OF EXPENDITURE PROGRAMS - ALL FUNDS This table provides a summary of all funds showing the associated expenditures and appropriations over the past four years. The table is divided into fund types and within each of the funds is the associated department. The first three columns, for 2019-20, 2020-21 and 2021-22, show actual expenditures for the fiscal years indicated. The fourth column, Amended 2022-23, shows the appropriation level as amended by the City Council during fiscal year 2021-22. The fifth and sixth columns, Adopted for 2023-24 and 2024-25, show the adopted budget for the 2023- 25 biennial budget. The graph compares the data for each fund type and shows the changes that have occurred over this six year period.
0 100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
General
Fund
Special
Revenue
Enterprise
Funds
Internal
Service
Funds
Total
Comparative Summary of Expenditure Programs
(in thousands)
Actual 2019-20
Actual 2020-21
Actual 2021-22
Amended 2022-23
Adopted 2023-24
Adopted 2024-25

PROPOSED
Packet Pg. 1114 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Budget as Adopted Adopted
Expended Expended Expended Amended Budget Budget
DEPARTMENTS 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025

GENERAL FUND
City Council $ 183,562 $ 166,440 $ 175,090 $ 180,080 $ 225,330 $ 234,220 City Clerk 790,064 723,873 899,841 984,330 1,213,820 1,217,630 City Manager 1,254,283 1,213,316 1,641,957 1,894,970 1,833,270 1,776,290 City Attorney 562,758 413,648 1,137,276 1,325,350 1,464,550 1,505,430 Personnel 345,736 400,146 575,779 637,200 918,560 905,200 Non-Departmental 4,592,200 5,442,612 7,343,191 17,945,170 4,621,330 4,400,290 Financial Services 1,810,395 1,856,711 2,195,190 2,478,130 2,812,460 2,814,310 Police 31,641,552 35,050,723 39,683,827 45,166,910 42,346,280 43,416,760 Fire 21,776,194 28,491,504 26,098,104 26,585,910 26,607,190 27,695,100 Development Services 4,555,977 5,234,353 5,060,506 6,708,480 5,773,870 5,787,750 Community Services 5,575,728 5,973,645 6,814,517 10,254,520 7,961,390 8,048,850 Public Works Transportation/Engineering 6,940,768 7,223,046 8,961,037 23,158,980 13,408,760 13,286,120 Subtotal 80,029,217 92,190,017 100,586,315 137,320,030 109,186,810 111,087,950

SPECIAL REVENUE FUNDS
Housing/CDBG/HOME 4,055,848 8,921,457 4,280,809 53,978,000 5,231,150 4,007,280 General City Projects 1,749,787 90,877 57,644 394,690 1,000 1,000 Community Services 6,486,715 7,965,164 6,726,332 26,401,360 2,623,310 2,696,830 Public Works Transportation/Engineering 8,056,821 13,242,544 13,658,440 64,595,220 4,185,030 1,736,630 Subtotal 20,349,171 30,220,042 24,723,225 145,369,270 12,040,490 8,441,740

ENTERPRISE FUNDS
Community Services - Conv Ctr 1,704,955 874,413 1,166,153 1,394,770 1,169,630 1,141,260 Public Works - Solid Waste Utility 22,325,664 22,789,859 23,238,606 31,996,010 29,090,530 30,636,690 Public Works - Storm Drains 1,539,415 1,353,047 1,348,131 6,429,410 2,257,750 2,498,690 Public Works - Water Utility 18,527,456 24,978,045 22,224,222 58,034,270 38,152,160 33,804,390 Public Works - Waste Water Utility 27,095,755 35,041,087 30,641,514 70,336,000 43,723,170 46,376,450 Public Works - Airports 2,509,290 3,114,618 4,895,083 22,760,480 3,277,370 22,202,260 Electric Utility 156,260,982 166,356,791 175,434,597 178,360,550 172,802,640 181,075,310 Subtotal 229,963,517 254,507,860 258,948,306 369,311,490 290,473,250 317,735,050

INTERNAL SERVICE FUNDS
City Clerk - Records/Reprographics 858,164 900,256 1,167,522 1,278,600 1,360,380 1,262,270 City Attorney - Legal Services - - - - - -
Personnel - Vol Svcs/Emp Svcs/Grp Ins/ Emp
Bfts/Risk 46,767,375 48,261,270 54,478,316 89,091,500 93,058,380 89,980,500 Public Works - Fleet Maintenance 3,674,456 3,961,088 4,027,547 4,638,570 5,596,530 5,737,160 Media, Communications, & Public Relations - - 672,553 873,000 820,260 863,760 Community Services - Bldg Maintenance 3,168,268 3,169,577 3,437,860 5,056,740 3,767,060 3,993,980 Public Works Municipal Utilities -
ET/USA/RMU Admin 4,287,653 4,392,768 5,079,467 5,590,260 6,724,420 6,477,480 Information Technology - GIS/IT/Comm 3,766,558 3,669,343 4,455,596 8,562,540 8,109,660 6,376,490 Subtotal 62,522,474 64,354,302 73,318,861 115,091,210 119,436,690 114,691,640 TOTAL EXPENDITURES 392,864,379 441,272,221 457,576,707 767,092,000 531,137,240 551,956,380 Less: Charges between funds (74,921,082) (78,404,277) (87,867,608) (122,664,430) (133,648,090) (128,678,980) NET TOTAL $ 317,943,297 $ 362,867,944 $ 369,709,099 $ 644,427,570 $ 397,489,150 $ 423,277,400

COMPARATIVE SUMMARY OF EXPENDITURE PROGRAMS
A-47

PROPOSED
Packet Pg. 1115 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-48

SUMMARY OF AUTHORIZED FULL-TIME POSITIONS
The following page contains two graphics that show the changes in authorized full-time positions. The chart outlines the changes in full-time positions. There is an increase included in Fiscal Year 2023-24 of seventeen total positions and an increase in Fiscal Year 2024-25 of five position.

There are a variety of positions that have been transferred amongst City Departments and those are as follows: the Code Enforcement division was moved from City Attorney’s to Development Services and included six positions transferred. The Airports and Transportation Planning Administration divisions were both transferred out of the Public Works Department, and now report to the Assistant City Manager combined with the housing divisions under the new Housing and Economic Development Department. This included 11 positions transferred out of public works.

Furthermore there were new positions approved to help increase productivity throughout the city for the upcoming fiscal years. The Personnel department has added a Personnel Director position to oversee personnel department activity. Several new positions have been added to the Public Works Department to accommodate the growing community. This includes new Engineers, Waste Truck Drivers, Maintenance Workers, and Transfer Station Operators in fiscal year 2023-2024. There are several other position approved to be added through the City overall.

In Fiscal year 2024-25 we can anticipate 3 additional Solid Waste Truck Drivers, as well as Storm Drains acquiring a new Equipment Operator and Maintenance Worker. The new Storm Drain workers will be funded for partly by Storm Drains and party by Solid Waste. Over the next two fiscal years the city can anticipate a steady increase in full time positions in an attempt to accommodate the growing need within the City. This growth is driven by the growing need within the City if Redding as population and services increase over the next several years.

PROPOSED
Packet Pg. 1116 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-49
Actual
2021-22
Adopted
2022-23
Amended
2022-23
Adopted
2023-24 Change
Adopted
2024-25 Change
City Clerk 12 12 12 12 0 12 0
City Manager 8877 070
Housing & Community Development 16 14 18 18 0 18 0
Airport 11 8 11 11 0 11 0
City Attorney 4455 0 5 0
Personnel 14 13 14 15 1 15 0
Financial Services 20 20 20 20 0 20 0
Police 151 153 172 174 2 174 0
Fire 110.71 97 112 112 0 112 0
Development Services 35 34 38 37 -1 36 -1
Community Services 47 47 49 49 0 49 0
Electric Utility 199 189 199 199 0 199 0
Public Works 233 243 246 259 13 265 6
Information Technology 25 23 23 25 2 25 0

SUMMARY OF AUTHORIZED FULL-TIME POSITIONS
0 50
100
150
200
250
300
Summary of Authorized Positions
Actual
2021-22
Adopted
2022-23
Amended
2022-23
Adopted
2023-24

PROPOSED
Packet Pg. 1117 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Fiscal Year Fiscal Year
2023-2024 2024-2025
From: General Special Revenue $ 272,520 $ 272,520
Gas Tax Street Improvement Fund 5,790,490 5,499,530
Local Transportation Fund 4,884,090 5,073,950
To: General Fund $ 10,947,100 $ 10,846,000
From: General Fund $ 1,033,320 $ 1,034,990
To: Tourism/Civic Auditorium Fund $ 1,033,320 $ 1,034,990 From: General Fund $ 1,005,000 $ 1,080,000
Airport 33,000 27,000
Parking 10,000 10,000
Electric Utility Fund 1,155,000 1,155,000
Water Utility Fund 250,000 250,000
Wastewater Utility Fund 260,000 300,000
Storm Drain Utility 250,000 200,000
Solid Waste 1,700,000 1,250,000
Fleet 15,000 15,000
Building Maintenance 50,000 50,000
Redding Municipal Utilties-ET 170,000 100,000
USA Relocate 90,000 80,000
Reprographics 5,000 5,000
To: Rolling Stock Replacement Fund $ 4,993,000 $ 4,522,000 From: Electric Utility Fund $ 1,600,000 $ 1,600,000
To: Electric Maintenance Fund $ 1,600,000 $ 1,600,000
From: General Fund $ 385,000 $ 385,000
Library Fund 50,000 50,000
Information Technology 200,000 200,000
Recreation 10,000 10,000
Building Maintenance 10,000 10,000
Media & Communications 8,000 5,000
Communications 15,000 15,000
To: Equipment Replacement Fund $ 678,000 $ 675,000
From: General Fund $ 994,230 $ 1,024,060
To: Library $ 994,230 $ 1,024,060

SUMMARY OF FUND TRANSFERS
The following table is a summary of transfers that occur between funds. Each Section shows where the funds are transferring to and where they are transferring from. The General Fund will receive $10,947,100 in FY 2023-24 and $10,846,000 in FY 2024-25 from other funds. The General Fund transfers out $3,417,550 in FY 2023-24 and $3,524,050 FY 2024-25 to Enterprise Funds, Rolling Stock, Equipment Replacement Fund, and Library Fund.

A-50

PROPOSED
Packet Pg. 1118 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-51

SUMMARY OF COST ALLOCATION CHARGES
AND

PAYMENT IN-LIEU OF PROPERTY TAXES (PILOT)
The following table provides a summary of the cost allocation plan along with other Public Works administrative and National Pollutant Discharge Eliminations System (NPDES) charges and then displays this information alongside the payment in-lieu of property taxes charged to the enterprise funds. The cost allocation plan and the Public Works administrative charge are the methods used to recover the administration cost for the City. The Public Works department facilitates NPDES related services for the City of Redding and related enterprise funds and recovers costs by charging various funds an allocated portion of the related costs. In-lieu property taxes are charged to Redding Electric Utility instead of property tax for City-owned property.

The proposed budget includes a transfer in the amount of $250K from the Airport Fund to the General Fund in an effort to recover a portion of the General Fund costs of providing 24/7 coverage for ARFF operations. The fire department uses three fire captains to perform this coverage. The approximate cost of these captains is $679K in FY 2023-24 and $691K in FY 2024-25.

Cost Allocation, In Lieu Charges, and Airport Transfers are being allocated to the following funds:

Cost
Allocation
Charge
FY 2023-24
Cost
Allocation
Charge
FY 2024-25
PILOT
FY 2023-24
PILOT
FY 2024-25
Airport
Transfer to
General Fund
FY 2023-24
Airport
Transfer to
General Fund
FY 2024-25
General Fund Public Works $ 684,950 $ 690,840 $ - $ - $ - $ - Special Revenue Parking 5,870 6,050 - - - -
Special Revenue Library 18,730 19,290 - - - -
Airport Fund 211,960 218,630 - 250,000 - 250,000
Electric Utility 1,782,580 1,837,030 7,270,600 6,614,200 - - Water Utility 976,260 974,820 - - - -
Wastewater Utility 1,110,610 1,114,480 - - - -
Storm Drainage Utility 128,560 123,740 - - - -
West Central Landfill 73,690 75,900 - - - -
Solid Waste Utility 1,622,020 1,645,330 - - - -
Fleet Maintenance 47,060 42,540 - - - -
Building Maintenance 5,170 5,140 - - - -
Redding Municipal Utility Administration 146,870 144,890 - - - - Housing and Community Development 46,740 48,140 - - - - Housing Authority 38,180 39,330 - - - -
RRA 14,710 9,220 - - - -
RABA 63,600 65,820 - - - -
$ 6,977,560 $ 7,061,190 $ 7,270,600 $ 6,614,200 $ 250,000 $ 250,000 The Adopted Budget reflects previously approved legislative direction of the present and former City Councils to employ cost accounting formulas and methodologies carried forward from budget to budget including, but not limited to: a cost allocation plan apportioning the cost of shared resources among the various departments which benefit from those resources, internal service funds and enterprise funds, and a payment-in-lieu of property tax (PILOT) from the Redding Electric Utility (REU) to the General Fund.

PROPOSED
Packet Pg. 1119 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-52
The City Council first adopted the PILOT upon approving the budget for fiscal year 1988-89. Before doing so, the City surveyed 34 cities with public power utilities regarding their use of in-lieu payments or operating transfers (a transfer from a utility fund to a general fund in an amount determined without reference to the value of utility assets) and found that half used one or the other method.

The City Council has approved continuation of the PILOT in every budget since 1988-89. Upon adoption of the FY 1992-1993 budget, the City Council amended the PILOT to include the value of capital improvement projects undertaken during the budget year in the asset base to which the 1% payment in lieu of tax is applied. Upon adoption of the FY 2002-2003 budget, the City Council further revised the PILOT to adjust the value of assets for inflation in the calculation of the PILOT. Upon adoption of a two-year budget in June 2005, the City Council amended the PILOT into its current form by including the value of joint-venture assets in which REU has a share in the asset base to which the 1% payment in lieu of tax is applied. The City's practice is to estimate the value of its assets over the life of a two-year budget and to calculate the PILOT based on that estimate and to correct any variance between the PILOT calculated for the last two-year budget and the actual asset value experienced in that time. Estimates are necessary because the PILOT formula: (i) includes capital projects to be completed in the two future years covered by a budget and (ii) uses an estimate of inflation during that time. The City Council has included the PILOT pursuant to this formula in each budget since June 2005.

In light of the adoption of California’s Proposition 26 on November 2, 2010, which precluded certain new fees, levies or charges but is not retroactive as to local governments, the City Council desires to maintain the existing PILOT, which utilized the accounting formula and methodology as last modified in 2005. Proposition 26 does not vitiate legislation adopted prior to November 3, 2010, such as the PILOT. On June 22, 2011, Council continued the PILOT upon approving Resolution No. 2011-11 and adopting the biennial budget for FY 2012-13. Attachment A of Resolution No. 2011-11 reflected the Electric In-Lieu computation worksheet as it was incorporated in the City’s 2012-13 biennial budget. The City Council has continuously adopted the PILOT without change since that time. On June 15, 2021, City Council again continued the PILOT without change upon approving Resolution No. 2023-XXX and adopting the current biennial budget for FY 2023-24 and FY 2024-25. The following page reflects the adopted City of Redding’s Electric In-Lieu Computation for the fiscal years ending 2024 and 2025.

PROPOSED
Packet Pg. 1120 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) City of Redding
Electric In-Lieu Computation with Two Year Reconciliation (2021 and 2022)For FYE 2024 and 2025Ln Description Total FYE 2022 FYE 2021 FYE 2020 FYE 2019 FYE 2018 FYE 2017 FYE 2016 FYE 2015 FYE 2014 FYE 2013 FYE 2012 FYE 2011 Pre 20111a Appreciating 459,597,673 $ 6,419,873 $ 19,245,082 $ 10,182,828 $ 12,428,198 $ 12,562,083 $ 4,629,012 $ 15,181,181 $ 12,241,812 $ 3,155,674 $ 3,003,433 $ 69,100,031 $ 14,354,192 $ 277,094,274 $ 1b Adjustments - $ (63,626,749) $ 8,304,441 $ 55,322,308 $ 1c Adjusted Appreciating 459,597,673 $ 6,419,873 $ 19,245,082 $ 10,182,828 $ 12,428,198 $ 12,562,083 $ 4,629,012 $ 15,181,181 $ 12,241,812 $ 3,155,674 $ 3,003,433 $ 5,473,282 $ 22,658,633 $ 332,416,582 $ 2 Vehicle, Equip. Furn. 23,805,154 1,059,227 1,308,330 1,935,645 1,165,489 2,112,665 2,535,965 2,900,784 2,529,970 3,598,447 985,592 621,747 900,351 2,150,942 3 Subtotal 483,402,827 7,479,100 20,553,412 12,118,473 13,593,687 14,674,748 7,164,977 18,081,965 14,771,782 6,754,121 3,989,025 6,095,029 23,558,984 334,567,5244 Vehicle etc Accum. Dep. 14,903,762 72,912 134,379 558,467 376,441 904,537 1,339,518 2,262,865 2,047,734 2,779,074 883,571 615,884 826,127 2,102,253 5 NBV of Vehicle etc.(Line 2- 4) 8,901,392 986,315 1,173,951 1,377,178 789,048 1,208,128 1,196,447 637,919 482,236 819,373 102,021 5,863 74,224 48,6896 Tank COTP 46,226,346 45,961,4557 SOT 637,748 637,7488 MSR 0 0 9 Total 46,864,094 46,599,202
10 In-Lieu Computation11 2% increase factor for 2022 True-up 1.0200 1.0404 1.0612 1.0824 1.1041 1.1262 1.1487 1.1717 1.1951 1.2190 1.2434 1.2682 1.2682 11a 2% increase factor for 2021 True-up 1.0200 1.0404 1.0612 1.0824 1.1041 1.1262 1.1487 1.1717 1.1951 1.2190 1.2434 1.2682 12 Base Vehicles Equip. etc (Line 5) 8,901,392 986,315 1,173,951 1,377,178 789,048 1,208,128 1,196,447 637,919 482,236 819,373 102,021 5,863 74,224 48,689 (NBV no 2% adjustment)
12a
2021 Vehicles (Line 12 less 2022 Base Vehicles) 7,915,077 Joint Powers base
13 (Historical costs only) (Line 9) 46,864,094 46,864,094 46,599,202 00 00 0 0 0000 0 Appreciating assets
14 2022 (Line 1c X Line 11, except "Total Column") 566,252,903 6,548,270 20,022,583 10,806,099 13,452,681 13,869,555 5,213,019 17,438,405 14,343,234 3,771,323 3,661,168 6,805,338 28,736,625 421,584,602 14a
2021 (Line 1c X Line 11a, except "Total Column") 556,996,397 19,629,984 10,594,214 13,188,903 13,597,603 5,110,803 17,096,476 14,061,994 3,697,375 3,589,380 6,671,900 28,173,162 421,584,602 15 Add accounts payable not in download 1,244,108 1,244,108 16 Total Base for FYE 2022 623,262,497 55,642,787 67,795,736 12,183,277 14,241,729 15,077,683 6,409,466 18,076,324 14,825,470 4,590,696 3,763,189 6,811,201 28,810,849 421,633,291 16a Total Base for FYE 2021 No 15) 611,510,676 67,403,137 11,971,392 13,977,951 14,805,731 6,307,250 17,734,395 14,544,230 4,516,748 3,691,401 6,677,763 28,247,386 421,633,291 17 Actual In-lieu for FYE 2022 (Line 16 X
1%) 6,232,625 556,428 $ 677,957 $ 121,833 $ 142,417 $ 150,777 $ 64,095 $ 180,763 $ 148,255 $ 45,907 $ 37,632 $ 68,112 $ 288,108 $ 4,216,333 $ 17a
Actual In-lieu for FYE 2021 (Line 16a X 1%) 6,115,107 674,031 $ 119,714 $ 139,780 $ 148,057 $ 63,073 $ 177,344 $ 145,442 $ 45,167 $ 36,914 $ 66,778 $ 282,474 $ 4,216,333 $ FYE 2022 FYE 2021
18 Actual charge for FYE 2022 & 2021 5,464,000 6,097,59019 Calculated Charge 6,232,625 6,115,10720 Adjustment to actual (True-up) 768,625 17,51721 Calculated Charge for 2022 (Line 17) 6,232,62522 True-up for FYE 2022 768,625 22a True-up for FYE 2021 17,517
Estimated 2024 Amount
23 (Line 21 X 1.02 X 1.02 - 2% increase estimated for FYE 2021 & FYE 2022 amount) 6,484,423 24 Adjustment (Line 22 + 22a) 786,14225 Adjustment for asset activity not on DL 026 Total PILOT 2024 7,270,565 $ 27 Rounded 2024 Budget 7,270,600 $ Estimated 2025 Amount
28 (Line 23+25 X 1.02 - 2% increase) 6,614,111 $ 29 Rounded 2025 Budget 6,614,200 $ Div. 888 and 889 are excluded from above calculationsAll assets assumed to be purchased at the beginning of the year for appreciation purposes A-53

PROPOSED
Packet Pg. 1121 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Internal Service Fund
Adopted
2022-2023
Adopted
2023-2024
Adopted
2024-2025
Building Maintenance General Fund $ 1,810,570 $ 2,161,260 $ 2,319,770 All Other City Funds 1,615,220 1,626,010 1,675,990
Related entities 49,430 27,850 30,340
Subtotal 3,475,220 3,815,120 4,026,100
Information Systems General Fund 1,388,050 2,471,840 1,917,770 All Other City Funds 2,564,650 3,981,230 2,957,170
Related entities 73,280 174,880 123,150
Subtotal 4,025,980 6,627,950 4,998,090
Reprographics General Fund 276,430 318,870 294,140
All Other City Funds 386,320 518,200 482,970
Related entities 42,950 61,050 55,600
Subtotal 705,700 898,120 832,710
Fleet Maintenance General Fund 927,860 1,448,710 1,473,210 All Other City Funds 3,533,570 4,176,610 4,247,230
Related entities 7,150 5,070 5,160
Subtotal 4,468,580 5,630,390 5,725,600
Risk Management General Fund 4,282,660 6,237,300 6,535,190 All Other City Funds 4,262,070 4,132,840 5,309,060
Related entities 43,490 39,000 40,030
Subtotal 8,588,220 10,409,140 11,884,280
Records Management General Fund 200,440 217,550 182,980 All Other City Funds 215,690 260,720 249,710
Related entities 10,020 13,380 11,320
Subtotal 426,150 491,650 444,010
Communications General Fund 223,680 414,130 421,160
All Other City Funds 144,520 301,550 306,660
Related entities 42,050 68,810 69,980
Subtotal 410,250 784,490 797,800
Health & Dental General Fund 10,787,690 11,153,330 11,673,290 All Other City Funds 11,180,660 11,047,950 11,709,820
Related entities 34,410 34,140 35,850
Subtotal 22,002,760 22,235,420 23,418,960
GIS General Fund 217,950 215,030 357,180
All Other City Funds 373,030 220,840 349,970
Related entities 3,260 1,760 2,910
Subtotal 594,240 437,630 710,060

SUMMARY OF INTERNAL SERVICE FUND CHARGES
The following table summarizes the Internal Service Fund Charges for the City. Internal Service Fund Charges are assessed from other City divisions in order to recover the cost of providing services to those City divisions. Several of these services are reproduction, information systems, health and dental coverage, workers compensation, general liability, payroll taxes and associated costs and central records management.

A-54

PROPOSED
Packet Pg. 1122 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCALYEARS ENDING JUNE 30, 2024 AND 2025
Internal Service Fund
Adopted
2022-2023
Adopted
2023-2024
Adopted
2024-2025
Volunteer Services General Fund 92,540 102,990 101,920
All Other City Funds 69,590 80,410 74,470
Related entities 1,810 2,110 1,950
Subtotal 163,940 185,510 178,340
Employer Services General Fund 578,160 742,970 654,780
All Other City Funds 432,980 570,420 481,010
Related entities 11,280 14,920 12,580
Subtotal 1,022,420 1,328,310 1,148,370
Payroll Taxes &
Benefits General Fund 22,746,070 24,840,730 24,744,140
All Other City Funds 21,142,330 27,504,440 22,771,620
Related entities - - -
Subtotal 43,888,400 52,345,170 47,515,760
Media,
Communications and
Public Relations General Fund 261,700 383,350 397,080
All Other City Funds 442,630 430,930 445,830
Related entities 23,250 19,560 18,250
Subtotal 727,580 833,840 861,160
Totals General Fund 43,793,800 50,708,060 51,072,610
All Other City Funds 46,363,260 54,852,150 51,061,510
Related entities 342,380 462,530 407,120
Total $ 90,499,440 $ 106,022,740 $ 102,541,240
Charging
Department
Adopted
2022-2023
Adopted
2023-2024
Adopted
2024-2025
Redding Municipal
Utilities General Fund $ 541,160 $ 749,550 $ 763,470
All Other Funds 4,698,030 6,111,020 5,690,250
Subtotal 5,239,190 6,860,570 6,453,720
Public Works Admin
& NPDES General Fund 294,970 300,280 294,630
All Other Funds 1,086,570 1,226,060 1,152,080
Subtotal 1,381,540 1,526,340 1,446,710
Utility Customer
Service General Fund - - -
All Other Funds 4,882,850 5,173,450 5,091,100
Subtotal 4,882,850 5,173,450 5,091,100
Utility Field Service General Fund - - -
All Other Funds 1,016,430 789,780 776,850
Subtotal 1,016,430 789,780 776,850
Totals General Fund 836,130 1,049,830 1,058,100
All Other Funds 11,683,880 13,300,310 12,710,280
Total $ 12,520,010 $ 14,350,140 $ 13,768,380
The following table outlines charges to other divisions for administrative/overhead charges:

A-55

PROPOSED
Packet Pg. 1123 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-56
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PROPOSED
Packet Pg. 1124 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-57

SUMMARY OF LONG-TERM DEBT
The table on the two following pages provides a summary of all Long-Term Debt, Revenue Bonds, Certificates of Participation and other Long-Term Debt agreements. For each of these debt types, the table provides the balance as of June 30, 2023 and the principal and interest payments that will be made for the next ten years. Thereafter summarizes all remaining payments beyond the ten years.

Long term debt for the City totals $157,583,110 none of which is subject to the City legal debt limit of $420,216,970.

The legal debt limit is calculated by multiplying the Net Taxable Property tax value by 3.75% rounded to the thousands. The current debt limit is based on the 2022 Net taxable value of $11,205,785,882.

The current debt exempt from legal debt limit:

Lease Revenue Bonds $ 25,604,780
Special Fund - Enterprise Funds $131,978,330
Total Exempt from Debt Limit $157,583,110
The graph below displays debt service as a percent of revenues and transfers in for the General Fund and the Enterprise Funds.

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%
Debt Service
As a Percent of Revenues & Transfers FY 2023-24
FY 2024-25

PROPOSED
Packet Pg. 1125 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
6/30/23
Balance FY 23-24 FY 24-25 FY 25-26 FY 26-27 FY 27-28
General Fund
2013 Lease Revenue Bonds, Series B&C - SHASCOM Facility Principal 138,230 138,230 - - - -
Interest - 2,860 - - - -
2013 Lease Revenue Bonds, Series B&C - Aquatic Center
Principal 111,550 1,356,550 100,000 105,000 110,000 110,000 Interest - 65,030 60,600 56,110 51,000 45,500
2013 Lease Revenue Bonds, Series B&C - Sports Park
Principal 105,000 1,375,000 110,000 120,000 125,000 130,000 Interest - 84,100 78,350 71,500 63,540 55,250
2013 Lease Revenue Bonds, Series B&C - Police Building
Principal 130,000 4,655,000 135,000 140,000 145,000 155,000 Interest - 243,800 238,250 232,230 225,450 217,950
2019 Lease Revenue Bonds - Civic Center Refunding
Principal 555,000 1,745,000 580,000 610,000 - -
Interest - 87,250 59,500 30,500 - -
2019 Lease Revenue Bonds - Stillwater
Principal 300,000 5,910,000 315,000 335,000 350,000 370,000 Interest - 295,500 280,500 264,750 248,000 230,500
SUBTOTAL - GENERAL FUND 2,118,320 15,179,780 1,957,200 1,965,090 1,317,990 1,314,200 Capital Projects - Development Fund
2019 Lease Revenue Bonds - Traffic Improvement
Principal 60,000 2,120,000 65,000 65,000 70,000 75,000
Interest - 89,510 86,510 83,260 80,010 76,510
2019 Lease Revenue Bonds - Traffic Improvement (New Issue) Principal 240,000 8,305,000 250,000 265,000 275,000 290,000 Interest - 350,530 338,530 326,030 312,780 299,030
SUBTOTAL - CAPITAL PROJECTS - DEVELOPMENT FUND 740,040 10,425,000 740,040 739,290 737,790 740,540 Parking Fund
2022 Parking Loan
Principal 118,190 573,570 126,260 134,870 144,070 50,180 Interest - 34,410 26,350 17,740 8,540 690
SUBTOTAL - PARKING LOAN 152,600 573,570 152,610 152,610 152,610 50,870 Airport Fund
2013 Lease Revenue Bonds, Series B&C
Principal 49,090 49,090 - - - -
Interest - 1,020 - - - -
2013 California Airport Loan - Municipal Airport
Principal 21,020 191,270 21,790 22,580 23,400 24,260
Interest - 6,990 6,230 5,430 4,600 3,740
2018 California Airport Loan - Benton Airport
Principal 10,170 143,270 10,460 10,760 11,070 11,390
Interest - 4,120 3,830 3,530 3,220 2,900
SUBTOTAL - AIRPORT FUND 92,410 383,630 42,310 42,300 42,290 42,290 Redding Electric Utility
2015 Electric System Revenue Refunding
Principal 2,180,000 30,620,000 2,285,000 2,405,000 2,530,000 2,650,000 Interest - 1,424,520 1,315,520 1,201,270 1,081,020 954,520 2017 Electric System Revenue Refunding
Principal 4,600,000 37,450,000 4,830,000 5,075,000 5,320,000 5,590,000 Interest - 1,872,500 1,642,500 1,401,000 1,147,250 881,250 2018 Electric System Revenue Refunding
Principal 3,000,000 24,430,000 3,155,000 3,305,000 3,475,000 3,645,000 Interest - 1,221,500 1,071,500 913,750 748,500 574,750
SUBTOTAL - REDDING ELECTRIC UTILITY 14,298,520 14,299,520 92,500,000 14,301,020 14,295,520 14,301,770 Civic Auditorium Fund
2013 Lease Revenue Bonds, Series B&C
Principal 31,130 31,130 - - - -
Interest - 650 - - - -
SUBTOTAL - CIVIC AUDITORIUM FUND 31,780 31,130 - - - -
Wastewater Utility Fund
2020 Waterwater Refunding
Principal 3,680,000 38,490,000 3,865,000 4,060,000 4,260,000 4,475,000 Interest - 1,924,500 1,740,500 1,547,250 1,344,250 1,131,250 SUBTOTAL WASTEWATER UTILITY FUND 5,604,500 38,490,000 5,605,500 5,607,250 5,604,250 5,606,250 Total 157,583,110 23,038,170 22,797,180 22,807,560 22,156,700 22,049,670 Use in the Summary of Long Term Debt language:

1.3.1 Lease Revenue Bonds 25,604,780

1.2.4.4 Special Fund - Enterprise 131,978,330
-
Exempt from Debt Limit $ 157,583,110
Not Exempt from Debt Limit -
If new debt is acquiared check the California Debt Financing Guide to determinie if debt is exempt.

SUMMARY OF LONG TERM DEBT AS OF JUNE 30, 2023
A-58

PROPOSED
Packet Pg. 1126 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 Thereafter General Fund
2013 Lease Revenue Bonds, Series B&C - SHASCOM Facility Principal - - - - - -
Interest - - - - - -
2013 Lease Revenue Bonds, Series B&C - Aquatic Center
Principal 125,000 120,000 135,000 140,000 145,000 155,000 Interest 39,750 33,470 26,640 19,430 11,940 4,070
2013 Lease Revenue Bonds, Series B&C - Sports Park
Principal 145,000 140,000 155,000 165,000 180,000 -
Interest 46,480 37,210 27,460 17,060 5,850 -
2013 Lease Revenue Bonds, Series B&C - Police Building Maturity Date FYE 2044 Principal 170,000 160,000 180,000 190,000 200,000 3,050,000 Interest 210,080 201,610 192,430 182,710 172,480 1,011,740 2019 Lease Revenue Bonds - Civic Center Refunding
Principal - - - - -
Interest - - - - -
2019 Lease Revenue Bonds - Stillwater Maturity Date FYE 2037 Principal 405,000 385,000 420,000 445,000 470,000 2,115,000 Interest 212,000 192,750 172,500 151,500 129,250 270,250 SUBTOTAL - GENERAL FUND 1,313,310 1,310,040 1,309,030 1,310,700 1,314,520 6,606,060 Capital Projects - Development Fund
2019 Lease Revenue Bonds - Traffic Improvement Maturity Date FYE 2044 Principal 80,000 80,000 85,000 90,000 95,000 1,355,000
Interest 72,760 68,760 64,760 60,510 56,010 297,350
2019 Lease Revenue Bonds - Traffic Improvement (New Issue) Maturity Date FYE 2044 Principal 305,000 320,000 335,000 350,000 370,000 5,305,000 Interest 284,530 269,280 253,280 236,530 219,030 1,166,850 SUBTOTAL - TRAFFIC IMPACT FEES - DEVELOPMENT FUND 738,040 742,290 738,040 737,040 740,040 8,124,200 Parking Fund
2022 Parking Loan
Principal - - - - - -
Interest - - - - - -

SUBTOTAL - PARKING LOAN - - - - - -
Airport Fund
2013 Lease Revenue Bonds, Series B&C
Principal - - - - - 0
Interest - - - - - 0
2013 California Airport Loan - Municipal Airport
Principal 26,070 25,150 27,000 - - 0
Interest 1,940 2,860 390 - - 0
2018 California Airport Loan - Benton Airport Maturity Date FYE 2035 Principal 12,050 11,710 12,400 12,760 13,120 27,380
Interest 2,570 2,230 1,890 1,530 1,160 1,180
SUBTOTAL - AIRPORT FUND 42,290 42,290 41,680 14,290 14,280 28,560 Redding Electric Utility
2015 Electric System Revenue Refunding Maturity Date FYE 2035 Principal 2,925,000 2,790,000 2,345,000 2,465,000 2,590,000 5,455,000 Interest 822,020 682,520 536,270 419,020 295,770 305,950 2017 Electric System Revenue Refunding
Principal 6,165,000 5,870,000 - - -
Interest 601,750 308,250 - - -
2018 Electric System Revenue Refunding
Principal 4,020,000 3,830,000 - - -
Interest 392,500 201,000 - - -
SUBTOTAL - REDDING ELECTRIC UTILITY 14,306,270 2,881,270 14,301,770 2,884,020 2,885,770 5,760,950 Civic Auditorium Fund
2013 Lease Revenue Bonds, Series B&C
Principal - - - - - -
Interest - - - - - -

SUBTOTAL - CIVIC AUDITORIUM FUND - - - - - -
Wastewater Utility Fund
2020 Waterwater Refunding Maturity Date FYE 2036
Principal 4,425,000 4,330,000 2,770,000 2,720,000 2,295,000 1,610,000 Interest 907,500 686,250 469,750 331,250 195,250 107,750 SUBTOTAL WASTEWATER UTILITY FUND 5,332,500 5,016,250 3,239,750 3,051,250 2,490,250 1,717,750 Total 21,736,660 21,408,390 8,209,770 7,997,300 7,444,860 22,237,520 SUMMARY OF LONG TERM DEBT AS OF JUNE 30, 2021
A-59

PROPOSED
Packet Pg. 1127 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-60
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PROPOSED
Packet Pg. 1128 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-61

SUMMARY OF CAPITAL PROJECTS
The following table lists the capital projects that have been authorized for the fiscal years 2023-24 and 2024-25 biennial budget. All capital projects are included in the long range financial plans for each fund. This is important to ensure that each fund will stay solvent and to ensure that on-going costs related to capital projects can be maintained (i.e. operating expenses and personnel costs).

Definitions:

Capital Project
A permanent, physical addition to the City’s assets including the design, construction, and/or purchase of land, building, facilities or major renovations. Capital projects do not include the direct purchase of equipment, vehicles or machinery, unless part of a larger project.

Capital Outlay
Land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, plant, plant improvements, projects, infrastructure, and all other tangible assets that have initial useful lives extending beyond one year and cost more than $5,000.

Comments on Cost of Operations – See references on pages A-61 to A-63

1. On-going cost of maintenance for project is minimal and will be absorbed into the division’s operating budget.

2. These are remodel or improvement projects to existing City assets and the operating costs are included in the existing budget.

3. These are plant expansion projects that may be completed in phases over the next few years. Some additional costs are included in the budget, but the remainder will be covered by increases in growth related revenues.

4. This project is related to capacity growth and the additional operation cost will be covered by the increase in fees from capacity.

PROPOSED
Packet Pg. 1129 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDED JUNE 30, 2024 AND 2025
Adopted
2023-24
Adopted
2024-25
Cost of Operations
Comments
See Page A-61

GENERAL FUND
Minor Street Projects $ 130,000 $ 130,000 2
Bridge Maintenance 15,000 15,000 2
Pavement Maintenance 40,000 40,000 2
Slurry Seal 3,000,000 3,000,000 2
Overlay Projects-Recurring 3,000,000 3,000,000 2
Sidewalk Repair Program 180,000 180,000 2
Park Improvements
Sundial Bridge Glass Panels 42,000 - 2
Total General Fund 6,407,000 6,365,000

SPECIAL DEVELOPMENT FUND
Traffic Impact Fee Capital:

Traffic Circulation Imp 200,000 200,000 2
Old Alturas Bridge Improvement 655,050 - 2
Sac/Olney Bridge Replacement 20,000 - 2
Eastside/Canyon Bridge 400,000 - 2
Railroad(Westside)/CNYN 250,000 - 2
Victor/Cypress ATP 590,000 151,000 2
Shasta View North 700,000 - 2
Total Special Development Fund 2,815,050 351,000

WATER UTILITY FUND
Pump Station Equipment 224,260 231,920 2
Pump House #1 Improvement 60,420 62,480 2
Pump House 1 Replacement - - 2
Services 9,340 9,660 2
Meters 463,910 496,220 2
Hydrants 7,250 7,500 2
Buckeye Hydrants 2,340 2,420 2
Replacement of Water Mains - City Staff - 6,300,000 2
Athens Area WM Replace 5,000,000 - 2
2023 WM Replacement 3,500,000 - 2
Well Upgrades 1,491,530 74,740 2
Wellhead Treatment 2,500,000 - 2
Foothill Water Plant Improvement Projects 517,080 4,097,830 2 Cypress Ave Booster Pump Station 2,750,610 - 2
Buckeye Water Plant 130,030 134,470 2
Buckeye Booster Pump Station - 1,500,000 2
Total Water Utility Fund 16,656,770 12,917,240
Continued on page A-60

SUMMARY OF CAPITAL PROJECTS
A-62

PROPOSED
Packet Pg. 1130 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDED JUNE 30, 2024 AND 2025
Adopted
2023-24
Adopted
2024-25
Cost of Operations
Comments
See Page A-61

ELECTIC UTILITY FUND
Land and Land Rights 50,000 50,000 1
Station Equipment & Controls 750,000 750,000 2
Poles - Towers - Fixtures 1,000,000 1,000,000 2
Overhead Conductors & Devices 600,000 600,000 2
Overhead Services 75,000 75,000 2
Underground Conduits 1,000,000 1,000,000 2
Underground Conduct & Devices 1,500,000 1,500,000 2
Underground Services 50,000 50,000 2
Transformers 500,000 500,000 2
Meters 500,000 500,000 2
Street Lighting 500,000 500,000 2
Interconnections 10,000 10,000 2
New Extensions 50,000 50,000 4
Power Plant Cathodic Protection Installation 120,000 - 2 Power Plant Admin Building 250,000 2,750,000 3
Overhead/Underground Infrastructure 5,100,000 10,200,000 2 Substaion Security 2,000,000 590,000 2
Substation Circuit Switchers 500,000 - 2
RMI Metering Phase 2 1,595,780 1,595,780 2
Unit 1 Generator Retaining Ring 525,000 - 2
Unit 5 LTP Level A Inspection 100,000 - 2
Unit 6 LTP Level A Inspection 100,000 - 2
Natural Gas Pipeline Major Maintenance Inspection 450,000 - 2 Volt/Var Optimization 300,000 1,200,000 2
Power Plant Whiskeytown Relicensing - 575,000 2
Covered Parking - Corp Yard - 250,000 2
Unit 5 LTP Major Overhaul - 1,100,000 2
Unit 6 LTP Major Overhaul - 1,100,000 2
Unit 9 Major Maintenance Inspection - 600,000 2
Eyewash Station Upgrades - 150,000 2
Total Electric Utility Fund 17,625,780 26,695,780

MUNICIPAL AIRPORT FUND
Airports Administration:

PHI Hangar Roof Replacement 135,000 - 2
RW 16/34 Taxiway Construction - 19,000,000 2
Total Municipal Airport Fund 135,000 19,000,000
Continued on page A-61

SUMMARY OF CAPITAL PROJECTS
A-63

PROPOSED
Packet Pg. 1131 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDED JUNE 30, 2024 AND 2025
Adopted
2023-24
Adopted
2024-25
Cost of Operations
Comments
See Page A-61

WASTEWATER UTILITY FUND
Inflow/Infiltration 940,000 940,000 2
Lift Station Improvement 287,330 295,350 2
Westside Interceptor III - 8,000,000 2
6-8" Line Replacement 4,000,000 5,000,000 2
Clear Creek Plant - Design/Construction 650,000 668,140 2 Stillwater WWTP Improvements 430,000 442,000 2
Biosolids Pyrolysis 2,000,000 5,250,000 3
Sludge Lagoons 8,500,000 - 2
Screening Clear Creek 750,000 - 2
Total Wastewater Utility Fund 17,557,330 20,595,490

STORM DRAIN UTILITY FUND
Storm Drain Replacement 500,000 500,000 2
Total Storm Drain Utility Fund 500,000 500,000

SOLID WASTE COLLECTION AND

DISPOSAL
MRF Upgrade/Expansion 1,600,000 1,600,000 2
Pavement Maintenance - Transfer Station - 350,000 2
Floor Resurfacing - Transfer Station 200,000 - 2
Total Solid Waste Collection & Disposal 1,800,000 1,950,000

BUILDING MAINTENANCE &

CONSTRUCTION
Civic Center Improvements - 55,000 2
Total Building Maintenance & Construction - 55,000

HOUSING
Remodel Office Building 20,000 - 2
20,000 -
CITY TOTAL $ 63,516,930 $ 88,429,510

SUMMARY OF CAPITAL PROJECTS
A-64

PROPOSED
Packet Pg. 1132 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-65

HISTORY AND LOCALE OF THE CITY OF REDDING
Geography
The City of Redding is located in Shasta County at the northern tip of California’s fertile Sacramento Valley.

Surrounded by majestic mountains on three sides, the City offers spectacular scenery and an abundance of recreational opportunities. The Sacramento River, which winds its way through the center of Redding, also adds to the unique beauty of the City. Shasta Lake, 11 miles to the north, is the region’s most impressive body of water with a shoreline of over 365 miles. It was created in 1945 by the construction of Shasta Dam, a 602 foot structure that harnesses three rivers. The natural beauty of the area helps to attract many tourists to Redding.

Early History
The City of Redding, now 136 years old, was incorporated in 1887. The first settlers were trappers who arrived in the early 1800’s. Among the first permanent residents of Redding was Pierson B. Reading. His subsequent discovery of gold in the late 1840’s brought a flood of miners to the hills that surround the Redding area.

After the mining boom ended, the construction of Shasta Dam in the late 1930’s and early 1940’s brought a new wave of immigrants to the area. As a result, Redding’s population more than doubled in the ten years between 1930 and 1940. The construction projects also brought economic prosperity to the area. Following World War II, wood products, agriculture, and tourism became Redding’s primary industries. Today, these industries continue to dominate the local economy.

Nine bands of northern Wintu people have resided within the area of the Northern River Valley and surrounding mountains from time immemorial. The area was a hub and intersection of trade and commerce. The awarding of the Rancho Bueno Verna Mexican Land Grant in 1844 to European-American (Mexican) settler Pierson B. Reading initiated the first European-American settlement of the area. With the encroachment of Mexican and AngloAmericans, the Indigenous Peoples of the region suffered greatly from violent displacement, epidemics of foreign diseases as well as State and Federal policies of extermination and removal. Many of the Wintu resided in the ElPom area where Redding would later be founded. They were among several tribes that were promised sanctuary and reservation land on the east side of the river with the Treaty of Cottonwood Creek of 1851, which was never honored nor ratified by the State or Federal government. Wintu descendants still reside in the area today.

REPORTING ENTITY AND ITS SERVICES
This report includes all of the funds of the City. Financial information for separate legal entities related to the City of Redding includes the Redding Housing Authority, Redding Area Bus Authority, the Redding Joint Powers Financing Authority and the Redding Capital Services Corporation. All are accounted for in the City’s financial statements in accordance with Governmental Accounting and Financial Reporting Standards. Component unit financial reports are on file with the City. Under California State law all redevelopment agencies were dissolved as of January 31, 2012. The Redding Redevelopment Agency was dissolved on January 31, 2012 and all excess assets were transferred to a private purpose trust fund.

Redding is governed and serviced by five elected members of a city Council. A City Mayor is chosen from among the Council members. The City is administered by an appointed professional City Manager.

City Council members in separate sessions serve as the governing board of the Redding Joint Powers Financing Authority and the Redding Capital Services Corporation. All five members of the City Council sit on the eightmember governing board of the Redding Area Bus Authority and the six-member Housing Authority’s board. City staff provides accounting and administrative services to all four agencies. Additional detail is provided in Note 1, Subparagraph A of the financial statements.

PROPOSED
Packet Pg. 1133 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-66
Redding is a full-service city. This includes public safety (police and fire), highways and streets, public improvements, planning and zoning, recreation and parks, library, airports, convention and auditorium facility, utilities (electric, water, wastewater, storm drainage, and solid waste collection and disposal), and general administrative services.

LOCAL ECONOMY
The growth and health of an area’s economy can be determined by monitoring a wide variety of indicators. Listed below are some of these indicators in the Redding area.

Population Characteristics - The City was one of the fastest growing cities in California between 1970 and 1990, growing to 66,432 residents in 1990 from 16,659 in 1970. However, lately the City’s population growth has slowed.

From 2000 to 2010 the City’s population grew by an average of 1.11 percent. During the last year the City’s population decreased .01 percent. The City’s population of 92,963 has increased 3.4% over the 2010 U.S. Census tabulation. The City’s population represents approximately 51% of Shasta County’s population. The following table indicates population growth for the City and Shasta County from 1970 to 2022:

Year Population
Annualized
Percent
Change over
Interval Population
Annualized
Percent
Change over
Interval
1970 16,659 --- 77,640 ---
1980 41,995 9.69% 119,449 4.40%
1990 66,432 4.69% 147,036 2.10%
2000 80,865 1.99% 163,256 1.05%
2010 89,878 1.11% 177,248 0.85%
2020 93,611 0.35% 182,155 0.23%
2021 93,879 0.29% 182,020 -0.07%
2022 92,963 -0.98% 180,531 -0.82%
City of Redding Shasta County
Source: 1970-2010 data from U.S. Census; 2011-2018 estimates from the California State Department of Finance as of May 1 (*2019 revised estimate, January 1, 2020 report). 2019 Estimate from US Census .

PROPOSED
Packet Pg. 1134 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
According to the State Employment Development Department, the unemployment rate of the City’s metropolitan area was 10.5 percent on June 30, 2020. The following table sets forth the number and rate (expressed as a The City’s population, over the next 10 years, is projected to grow by approximately 1,250 an increase of approximately 1.3%. The Redding area is expected to maintain approximately 50% of the total Shasta County population because of a variety of factors that will support urban development, including utilities (wastewater, storm drainage, water, electric, and solid waste), employment, regional shopping, transportation services, and reduced commuting.

Housing Costs - Housing in the City is less costly than in many other urban areas in the State of California and on the West Coast. The following table sets forth the median price of housing in other urban areas of California as compared to Shasta County, in which Redding is the largest city, as of June 2022:

Region Median Home Price
Shasta County $390,000
Sacramento $515,000
Los Angeles $738,500
Orange County $1,225,000
San Francisco $1,587,500
Source: California Association of Realtors
Industry and Employment - Extracting timber and the processing of wood by-products, together with agriculture, tourism, medical services, and government, have historically been the major sectors of employment in the City.

However, the City’s economic base has diversified to a regional service economy supported by retail and wholesale trade plus educational, recreational, medical, and government services for an area covering several counties.

The major non-local government employers in the City and the County include those in medical services, and retail services. Major employers in the City of Redding, their products or services, and the approximate number of their respective full-time employees as of June 2022 are listed in the following table:

Employer Product/Services Employees
Mercy Medical Center Medical Facilities/Services 1,894
Shasta County (*) County Services 1,835
City of Redding (**) City Services 943
Shasta Regional Medical Center Medical Facilities/Services 860 CA Transportation Department Highways, Freeways, etc. 757 Redding Rancheria Casino/Redding Rancheria 733
Shasta Union High School District Education 493
Shasta Community Health Medical Services 475
Shasta Community College (*) Education 429
Wal Mart Retail 413
(* ) Full –time equivalent positions. This includes employees who work outside of the City. (**) Full-time budgeted positions
Source: Derived from the Employment Development Department’s (EDD) listing of the top employers in Shasta County.

A-67

PROPOSED
Packet Pg. 1135 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
Commerce - The City is a regional center of commerce for several Northern California counties. This is evidenced by its many shopping centers and malls. Support for retail sales is derived from a retail trade area population of percentage) of unemployed persons living within the City’s metropolitan area for the month of June, 2013 through June, 2022:

Fiscal Year
Ending
June 30
Labor
Force
Unemployment
Number Rate
2013 75,061 8,972 12.0%
2014 74,813 7,204 9.6%
2015 74,189 5,806 7.8%
2016 74,408 5,237 7.0%
2017 74,089 4,358 5.9%
2018 73,795 3,778 5.1%
2019 72,829 3,502 4.8%
2020 73,305 7,226 10.0%
2021 73,899 5,041 6.8%
2022 73,465 2,913 4.0%
Source: State Department of Employment
All numbers revised annually to source
Construction Activity - For the past ten calendar years ending December 2021, 5,350 building permits were issues, with a total permit valuation of $166,234,829. This represents a 2% decrease in the number of permits from the previous calendar year. Permit activity had been increasing steadily over the past three years, likely as a result of increased construction for repairing widespread damage throughout the City caused by the wildfire, snow and hail events. As those reconstructions have begun to slow down the number of permits issued has seen a slight decrease.

Commercial permits have steadily increased the last four years as well.

The following table sets forth the value and number of permits for new single and multiple family dwellings and businesses located in the City for the last four calendar years:
2018 2019*** 2020 2021
Value Single Family* $28,703,596 $65,182,744 $59,870,685 $43,241,115 Number of Units 114 223 205 152
Value Multi-dwellings $0 $9,220,325 $518,276 $38,036,402 Number of Permits(1) 317 1 3
Number of Units 0 91 4 244
Value Business $16,747,229 $27,756,921 $35,760,718 $46,433,721 Number of Permits 8 24 24 37
Value Total all Permits $86,442,448 $157,668,086 $169,693,251 $166,234,829 Total Permits** 4,043 5,146 6,769 5,350
* Value of new construction only.
** Does not include number of units for multi-dwellings. *** Numbers Revised
(1) Includes hotel and apartment units – “R” occupancies.

Source: City of Redding Development Services Department A-68

PROPOSED
Packet Pg. 1136 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-69
approximately 127,300 in the primary trade area and approximately 257,000 in the secondary trade area. The primary trade area consists of the metropolitan urban area, including the cities of Redding, Shasta Lake, Anderson, and Red Bluff. The secondary trade area consists of Shasta, Trinity, and Tehama counties.

Taxable transactions in the City were approximately $2.6 billion in calendar year 2021, a 13.12% increase over the same period for 2020.

Taxable Taxable Transactions
Transactions Percentage
Year (in Thousands) Increase (Decrease)
2012 $1,840,953 6.24%
2013 $1,924,122 4.52%
2014 $1,943,607 1.01%
2015 $1,992,806 2.53%
2016 $2,022,557 1.49%
2017 $2,118,481 4.74%
2018 $2,198,010 3.75%
2019 $2,348,783 6.86%
2020 $2,306,959 -1.78%
2021 $2,609,629 13.12%
All numbers revised annually to source.

Source: California Department of Tax and Fee Administration Transportation - The City enjoys a strategic location on U.S. Interstate Highway 5, the principal transportation artery running north-south from Mexico to Canada. The City is also bisected by State Highway 299 and State Route 44, key east-west transportation arteries in Northern California.

The City is served by the Union Pacific Railroad and Amtrak for rail transportation. Greyhound serves the City with bus service. United Express Airlines provides air service from Redding Municipal Airport to San Francisco and Los Angeles, California.

Redding Area Bus Authority (RABA) is the City’s multi-bus transportation system and offers thirteen different fixed routes, rural service and demand response (curb-to-curb) services. RABA had an average total monthly ridership of approximately 30,004 during July 2021 through February 2022. RABA ridership over the past three fiscal years has declined following the onset of the Coronavirus pandemic.

Utilities - Electricity, solid waste collection and disposal, water, storm drainage, and wastewater services are provided by enterprise operations owned and operated by the City. Natural gas is provided by Pacific Gas and Electric Company (PG&E); basic telephone service by AT&T.

PROPOSED
Packet Pg. 1137 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
A-70
Community Services - Youth in the area attend school at one of 39 elementary schools, 9 middle/junior high schools, 16 charter schools, 1 regional occupation programs and 12 high schools. There are several higher educational institutions in the immediate area offering bachelor and master’s degrees: Chico State University Center for Regional and Continuing Education (located in the Health Science & University Center, downtown Redding), National University, Simpson University, and Shasta Bible College & Graduate School. Shasta Community College, a two-year institution, offers both day and evening courses to over 10,135 students. In addition, there are several Vocational & Technical schools offering a diverse range of programs.

The City’s parks system includes 56 developed parks and facilities, encompassing over 597 developed acres. This system includes nearly 180 acres of natural area parks, 38-plus miles of City-owned trails, and 16 special purpose facilities. Among these special purpose facilities are the Redding Civic Auditorium, which hosts cultural/performing arts programs, conferences, and conventions; the Redding Aquatic Center; the Redding Big League Dreams Sports Park; the California Soccer Park; the Senior Citizens Center; the Martin Luther King Jr.

Community Center, the Benton Dog Park; three boat ramp facilities that provide access to the Sacramento River; and almost 1,000 acres of natural open space.

The City serves as the primary medical center for Northern California. The City’s two general care hospitals serve approximately 330,000 people in Shasta, Tehama, Trinity, Siskiyou, and Lassen counties. The two largest hospitals have a total of 492 beds and employ approximately 2,754 full-time staff members. In addition, the City also has several specialized hospitals.

PROPOSED
Packet Pg. 1138 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1139 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1140 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Community Services Department
Community Services Director
(FT 1)
Assistant Community Services Director (FT 1
BM Funds)
Building Maintenance
Facility Supervisor
(FT 1)
Working Supervisor
Building
(FT 1)
Bldg & Facilities Mech. I/II
(FT 5)
PW Maint. Worker
(FT 2 )
Office Service Supervisor
(FT 1)
Park Maintenance
Parks Superintendent
(FT 2)
Working Supervisor
(FT 2)
Lead Worker
(FT 2)
Work Supervisor Arborist (FT
1)
Arborist Lead Worker
(FT 2)
Arborist/Tree Trimmer
(FT 1)
Gardeners
(FT 9)
PW Maint. Worker
(FT 6, PT 12)
Custodian
(FT 1)
Accounting Specialist
(FT 1)
Recreation
Recreation
Superintendent
(FT 1)
Recreation
Supervisor I/II
(FT 3)
Rec Leaders/Instructors/ Coord
(200+/‐ PT)
Admin. Assistant II
(FT 1)
Clerk I
(PT 3)
Media,
Communications, and
Public Relations
Communications Manager
(FT 1)
Comm Marketing Coordinator
(FT 2, PT 2)
Senior Marketing Speciliast
(FT 1)
Administration
Sr. Community Project
Coordinator
(FT 1)
Assoc. Community Project
Coordinator
(FT 1)
Executive Assistant II
(FT 1)
Convention
Center
Shasta Public LIbraries
B-1

PROPOSED
Packet Pg. 1141 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) B-2
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PROPOSED
Packet Pg. 1142 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-3

COMMUNITY SERVICES
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1143 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) B-4
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PROPOSED
Packet Pg. 1144 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-5

COMMUNITY SERVICES DEPARTMENT
Overview
The Community Services Department is comprised of several operational and functional divisions across various Funds in the City’s budget. The Administration, Parks, and Recreation Divisions are General Fund Divisions; the Library Divisions are Special Revenue Funds; the Park Capital Grants, Park In-Lieu, and Park Development Divisions are part of the General Capital Projects Fund; the Civic Auditorium is an Enterprise Fund; and the Building Maintenance Division and Communications, Media, and Public Relations Divisions are Internal Service Funds.

The Department’s Administration oversees Divisions that focus on continually improving the quality of life for the residents of Redding and its visitors, managing over $26 million in projects. This past year, the Department completed new facilities at Salt Creek Heights, Nur Pon Open Space, and Kum By Xerel Open Space. In addition to projects, the Division oversees multiple lease agreements, including the North Valley Art League, Diestelhorst Non-profit Office Park, the Civic Auditorium, and others. Their oversight also includes various City art projects, the Certified Redding Farmer’s Market, the contract for tourism and marketing, and convening the Community Services Advisory Committee.

The Parks Division maintains over 70 City-owned park sites. Maintenance duties include mowing, irrigation, landscape, tree care, weed and pest control, erosion control, vandalism clean-up, playground inspection, maintenance, and many others. The sites encompass over 470 acres with a wide range of facilities, including 23 playgrounds, water play areas, picnicking areas, baseball and softball fields, volleyball, soccer, and tennis courts, disc golf course, horseshoes, skateboarding, roller hockey, aquatics, off-leash dog play and more. The Division also includes a six-member team assigned to wildfire mitigation and a two-member team to care for all cityowned trees in parks and the public right of way.

The Recreation Division strives to provide high-quality, affordable activities vital to establishing and maintaining a healthy lifestyle. Community recreation programs provide opportunities for all ages from seniors to youth using a wide array of physical development and social engagement options. Redding Recreation provides over 700 enriching and entertaining programs with more than 15,000 participants annually. As the largest provider of summer day camps and activities in the area, Redding Recreation is also the “first job” for many community young people with over 200 seasonal employees. The Redding Aquatic Center hosts over 18,500 attendees annually, who may participate in public swim, swim lessons, swim team practices, adult fitness classes, and critical water safety courses. Additionally, the Division coordinates with the management of the Redding Senior Citizen Hall and manages the Dr. Martin Luther King Jr. Center.

The Library Funds include budgets for the Shasta Public Libraries System, comprised of the Redding Library (main) and the Burney and Anderson branch libraries. The libraries hosted 416,974 visitors in 2022, offering over 600 programs for children, young adults, and adults, including story time, literacy, technology, and tutoring, along with resources that meet the Americans with Disability Act (ADA) standards. The main library also serves as a cooling and warming center when the region experiences extreme temperatures. The libraries are an invaluable resource providing many services to the community.

The City of Redding has two funds that collect park-related impact fees on new development. The Park In-Lieu Fund receives fees in lieu of land dedications when residential subdivision maps are approved. The fee is collected to offset the costs of acquiring new parkland. The Park Development Fund collects impact fees on new building permits to mitigate impacts to the existing park system and offset the costs of developing new or improving existing parkland. With these funds, the Department can ensure that growth pays for facilities necessary to maintain status-quo service levels. Without these funding streams, there is no reliable funding mechanism for park construction or capacity improvements.

PROPOSED
Packet Pg. 1145 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-6
The Capital Grants Fund includes the budgets for all grants and community contributions administered by the Department. These funds are for new projects outside of the impact fee program and the General Fund.

The mission of the Building Maintenance Division is to provide safe and well-maintained facilities. The Division is responsible for the inspection, maintenance, and upkeep of nearly 702,000 square feet on 84 City-owned buildings. The staff performs a full range of duties, including fabrication, installation, construction, maintenance, repair of facilities, mechanical equipment, and other property of a similar nature as well as plumbing, electrical work, painting, concrete work, masonry, carpentry, and metal fabrication. They also manage multiple contracts for fire and alarm systems, security, HVAC, pest control, electrical, plumbing, elevator, compressor, and generator maintenance.

The purpose of the Communications, Media, and Public Relations Division is to educate the community about City of Redding news, initiatives, projects, and announcements. The Division serves as the central location for City-wide and departmental-level strategies and development of print and digital media, brand strategy, social media management, photography and videography, website content management, PSA campaign messaging, and emergency communications. Their team has successfully increased unique City webpage views, been featured in the top 25% of all podcasts on Buzzsprout, and created successful outreach campaigns to inform the community of City programs and events.

PROPOSED
Packet Pg. 1146 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-7
The following table depicts the Community Service Department’s net budget for the various operating divisions.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Administration 713,250$ 760,350$ 769,540$ 1,072,750$ $ 1,036,730 303,210 $ (36,020)$ Midtown Mall 3,513 410 410 3,100 2,690 3,200 100
Parks 4,131,091 3,368,430 3,548,780 4,112,090 4,284,490 563,310 172,400 Recreation 1,966,663 2,602,530 2,708,850 2,773,450 2,724,430 64,600 (49,020) General Fund
Subtotal 6,814,517 6,731,720 7,027,580 7,961,390 8,048,850 933,810 87,460 Library 2,465,739 2,310,020 5,187,620 2,623,310 (2,564,310) 2,696,830 73,520 Special Revenue
Fund Subtotal 2,465,739 2,310,020 5,187,620 2,623,310 (2,564,310) 2,696,830 73,520 Park Capital
Grant Projects 3,669,106 - 8,486,340 (8,486,340) - - -
Park In-Lieu
Fee Projects 110,728 - 693,310 (693,310) - - -
Park Development
Fee Capital
Projects 480,759 - 563,620 (563,620) - - -
Capital Projects
Fund Subtotal 4,260,593 - 9,743,270 (9,743,270) - - -
Civic Auditorium 1,166,153 1,264,550 264,550 1,169,630 1,141,260 905,080 (28,370) Enterprise
Fund Subtotal 1,166,153 1,264,550 264,550 1,169,630 1,141,260 905,080 (28,370) Building
Maintenance 3,437,860 3,475,010 3,830,410 3,767,060 3,993,980 (63,350) 226,920 Marketing,
Public Relations &
Communications 672,553 739,170 740,450 820,260 79,810 863,760 43,500 Internal Service
Fund Subtotal 4,110,413 4,214,180 4,570,860 4,587,320 4,857,740 16,460 270,420 TOTAL 18,817,415$ 14,520,470$ 26,793,880$ 16,341,650$ $ (10,452,230) 16,744,680$ 403,030$ *Excluded carryover amounts

PROPOSED
Packet Pg. 1147 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-8
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Division Personnel Services Outlay Service Total
FY 2024-25 Adopted $ 207,030 736,170 $ 93,530 $ -$ 1, $ 036,730 FY 2023-24 Adopted 194,240 785,400 93,110 - 1, 072,750
FY 2022-23 Amended 567,170 140,710 61,660 - 769,540
Administration FY 2021-22 Actual 577,695 135,555 - - 713,250 FY 2024-25 Adopted - 3,200 - 3,200 -
FY 2023-24 Adopted - 3,100 - 3,100 -
FY 2022-23 Amended - 410 - - 410
Midtown Mall FY 2021-22 Actual - 3,513 - 3,513 -
FY 2024-25 Adopted 2,189,140 2,095,350 - 4, - 284,490
FY 2023-24 Adopted 2,010,690 2,059,400 42,000 - 4, 112,090 FY 2022-23 Amended 1,847,050 1,696,230 5,500 - 3, 548,780 Parks FY 2021-22 Actual 1,431,459 1,624,853 1,074,779 - 4, 131,091 FY 2024-25 Adopted 1, 932,200 792,230 - 2, - 724,430
FY 2023-24 Adopted 1, 988,650 784,800 - 2, - 773,450
FY 2022-23 Amended 1,913,860 794,990 - 2, - 708,850
Recreation FY 2021-22 Actual 1,274,935 691,728 - 1, - 966,663 FY 2024-25 Adopted 89,490 2,607,340 - 2, - 696,830
FY 2023-24 Adopted 84,640 2,538,670 - 2, - 623,310
FY 2022-23 Amended 82,620 2,466,290 2,638,710 - 5, 187,620 Library FY 2021-22 Actual 78,458 2,309,839 77,442 - 2, 465,739 FY 2024-25 Adopted - - - - -
FY 2023-24 Adopted - - - - -
Park Capital FY 2022-23 Amended - 8,486,340 - - 8, 486,340 Grant Projects FY 2021-22 Actual - 3,669,106 - 3,669,106 FY 2024-25 Adopted - - - - -
Park In-Lieu FY 2023-24 Adopted - - - - -
Fee Capital FY 2022-23 Amended - 693,310 - - 693,310
Projects FY 2021-22 Actual - 110,368 360 - 110,728
Park FY 2024-25 Adopted - - - - -
Development FY 2023-24 Adopted - - - - -
Fee Capital FY 2022-23 Amended - 563,620 - - 563,620
Projects FY 2021-22 Actual - 9,241 471,518 - 480,759
FY 2024-25 Adopted 34,990 1,106,270 - 1, - 141,260
FY 2023-24 Adopted 33,320 1,104,530 31,780 - 1,169,630
Civic FY 2022-23 Amended 33,370 199,860 31,320 - 264,550 Auditorium FY 2021-22 Actual 33,171 1,100,735 32,247 - 1,166,153 FY 2024-25 Adopted 1,656,000 2,262,980 75,000 3,993,980 FY 2023-24 Adopted 1,614,950 2,132,110 20,000 3,767,060 Building FY 2022-23 Amended 1,440,500 2,027,960 361,950 3,830,410 Maintenance FY 2021-22 Actual 1,290,623 2,043,478 103,759 3,437,860 FY 2024-25 Adopted 697,260 166,500 - - 863,760
Marketing, FY 2023-24 Adopted 651,070 169,190 - - 820,260 Public Relations & FY 2022-23 Amended 560,900 179,550 - - 740,450 Communications FY 2021-22 Actual 511,363 161,190 - - 672,553 FY 2024-25 Adopted 7,335,250$ $ 9,240,900 $ 168,530 -$ 16,744,680 $ FY 2023-24 Adopted 7,168,720$ $ 8,986,040 $ 31,780 155,110 $ 16,341,650 $ FY 2022-23 Amended 6,445,470$ $ 7,506,000 $ 12,811,090 $ 26,793,880 31,320 $ Total FY 2021-22 Actual 5,197,704$ $ 8,080,492 $ 5,506,972 $ 18,817,415 32,247 $

PROPOSED
Packet Pg. 1148 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-9
Personnel
The following table depicts the personnel assigned by division within the Community Services Department.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended Adopted (Decrease) Adopted (Decrease) F/T 4.00 4.00 4.00 4.00 4.00 - -
Administration P/T - - - - - - -
Total 4.00 4.00 4.00 4.00 4.00 - -
F/T 25.00 25.00 26.00 26.00 26.00 - -
P/T 6.73 6.73 6.25 6.25 6.25 - -
Total 31.73 31.73 32.25 32.25 32.25 - -
F/T 5.00 5.00 5.00 5.00 5.00 - -
Recreation P/T 31.46 31.46 31.46 30.71 (0.75) 30.71 -
Total 36.46 36.46 36.46 35.71 (0.75) 35.71 -

F/T - - - - - - -
Library P/T - - - - - - -
Total - - - - - - -

F/T - - - - - - -

P/T - - - - - - -
Total - - - - - - -
F/T 9.00 10.00 9.00 10.00 10.00 - -

P/T - - - - - - -
Total 9.00 10.00 9.00 10.00 10.00 - -
Marketing, F/T 4.00 4.00 4.00 4.00 4.00 - -
Public Relations & P/T 0.75 0.75 1.23 1.23 1.23 - -
Communications Total 4.75 4.75 5.23 5.23 5.23 - -
F/T 43.00 43.00 45.00 49.00 49.00 - -
Total P/T 38.19 38.19 37.71 38.19 (0.75) 38.19 -
Total 81.19 81.19 82.71 87.19 (0.75) 87.19 -
Parks Maintenance
Civic Auditorium
Building
Maintenance

PROPOSED
Packet Pg. 1149 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-10
Significant Issues
Civic Auditorium Fund Five-Year Plan
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28
Proposed Proposed Projected Projected Projected
Beginning cash 668,584 $ 683,474$ 731,428$ 779,281$ 826,993$ Revenue 1,184,520 1,189,214 1,193,351 1,197,575 1,201,895 Expenses (1,169,630) (1,141,260) (1,145,498) (1,149,863) (1,154,359) Ending cash (Non-Dedicated) 37,481 85,435 133,288 181,000 228,536 Ending cash (Dedicated) 645,992 645,992 645,993 645,992 645,992 Ending cash $ 683,474 731,428$ 779,281$ 826,993$ 874,529$ *Includes Equipment Replacement Cash Balance as Dedicated Cash Community Services Admin
Project funding continues to pose challenges to complete projects. Due to inflation and worldwide material production shortages, costs have dramatically increased. As a result, staff is working diligently to secure additional resources (e.g. grants). The estimated need for Caldwell Park, South City Park, and Panorama Park is $20M. To complete the parks at Salt Creek Heights, Shastina Ranch, and Rivercrest is estimated at $10M.

Parks Division
Maintenance funding is needed to repair and replace aging park infrastructure including parking lots, restrooms, irrigation systems, buildings, and trails. Most of the park irrigation systems are 15-40 years old and subject to regular breaks. Replacing complete irrigation systems is very expensive. Starting with flow detection and automated controllers which are being tested at Salt Creek Heights and Shastina Ranch is a first step. If successful, expansion to other park sites would be recommended.

The Parks Division’s aging fleet includes 28 vehicles that have surpassed their useful life and 26 equipment items that range from the year’s 1955 to 2015. This budget proposal offers the first major investment of $300,000 in rolling stock and equipment replacement funds in many years.

Recreation
Facilities are the biggest issue for the Recreation Division. Indoor classrooms and courts are necessary to meet the demands for programming. No new facilities have been added since 2000, which was a triple-wide trailer that was moved from City Hall to Enterprise Park. Wait lists continue to grow especially for youth sports and day camps. Additionally, the existing facilities are old and in growing disrepair. While the Redding Aquatic Center was constructed in 2001, and the pools were completely renovation this year, the Change House is an original from the 1950’s with inadequate space for locker rooms and training. New facilities are very expensive and can range from $4M to $40M each.

Building Maintenance
With aging infrastructure, a capital replacement plan would be ideal to repair and replace ahead of failures.

Funding for painting, flooring replacement, parking lot surfacing, wall coverings, etc. is needed. The current budget includes $750,000 for siding and roof replacement at MLK Park restroom, replacing Cascade Park play structure, updating HVAC controls at Fire Station 7, replacing seven drinking fountains that no longer meet code, repairing ballfield restrooms at Caldwell Park, installing new flooring at old City Hall, and other minor repair/replacement projects at City facilities. Parking lots at several City facilities need repair or replacement including the Redding Civic Auditorium, alley way in front of the RPD Patrol building, Caldwell Park, Lake Redding Park, Redding Senior Hall, Enterprise Park, and Buckeye Park. Cost is estimated to be in excess of $10M.

PROPOSED
Packet Pg. 1150 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-11
Library
More funding for Collection/Materials is needed to provide the breadth and quality of materials found at most public libraries. Shasta Public Library’s spending on collections is well below the state average for public libraries as is the literacy rate. Another $2.5 million would bring Redding to the state average of $41.67 per capita.

Library staff interact very regularly with unhoused patrons. Adding a contracted social worker would bring better service to the patrons and redirect Library staff to Library programs. Estimated cost of a .75 FTE Social Worker is $100,000.

Performance Measures and Workload Indicators
Parks Maintenance
2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Developed Park Sites (includes Natural Area Parks) 52 55 55 55 Developed Acres (includes Natural Area Parks) 389.73 468.23 468.23 468.23 Undeveloped Park Sites 13 10 10 10
Unimproved Acres 604.25 604.25 604.25 604.25
Miles Of Trails 38.63 40.00 40.00 40.00
Aquatic Facilties (Pools) 2 2 2 2
Landscaped Areas (Other Than Park Sites) 78 80 80 80
Skateboard Parks 1 1 1 1
Ponds / Lakes 3 3 3 3
Bridges 29 31 31 31
Fountains 7 7 7 7
Workload Indicators
Building Maintenance
2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Area (sq. ft.) Serviced/Maintained 570,347 702,797 702,797 702,797 Number of Buildings 43 84 84 84
Number of Contracts Administered 52 53 53 53
Workload Indicators

PROPOSED
Packet Pg. 1151 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-12
Unmet Needs
Parks Maintenance
The Parks Maintenance Division has the following unmet needs in the coming budget cycle:

Capital Outlay
The Division has identified the following Capital Outlay needs which must be addressed funds permitting:

Dr. Martin Luther King Jr $ 610,000
The Center empowers disadvantaged and at-risk youth through programs that cultivate moral, emotional, and intellectual development. In a supportive environment, youth can develop skill sets, connect with new educational and recreational opportunities, and forge a better sense of self. The Center offers academic enrichment programs, such as S.T.E.A.M (Science, Technology Engineering, Art and Mathematics), Positively Girls Club and King's Brotherhood, Kid's Night, and Outdoor Education programs. The Center is a place where youth can develop their self-esteem and personal interests and participate in entrepreneurship, community service, and environmental stewardship.

Funding is necessary to provide interior and exterior improvements to the Dr.

MLK Jr Center. The Center is showing all its 55 years of wear. New flooring, painting, and limited remodel work for the library and office will provide an updated look and feel to the building. The exterior treatments are intended to funnel visitors through one entry, create shaded outdoor program areas, and an aesthetic upgrade to welcome families in a way that does not communicate "project" or poverty. The City has set aside some funds for the work, but more will be needed to complete the full vision of the project.

Neighborhood Park Playground Replacement ($210,000)
Cascade Park Playground 60,000
Bob White Park Playground 45,000
Jump River Playground 45,000
Magnolia Park Playground 60,000
Bonnyview Boat Ramp Cameras
Camera system is completely defunct and needs complete replacement. 20,000 Total $ 840,000
Unmet Needs

PROPOSED
Packet Pg. 1152 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
B-13
Building Maintenance
The Building Maintenance Division has the following unmet needs in the coming budget cycle:

Deferred maintenance for all City facilities:

City Hall ($895,000)
Flooring in remaining areas $ 750,000
Interior painting and replace wallcovering. 100,000
Remodel of Police Investigations and Brandy Creek conference rooms. New wall 45,000 Old City Hall ($100,000)
Replace Flooring 100,000
Redding Civic Auditorium ($2,410,000)
Replace HVAC system 1,500,000
Repair/seal parking lot at Redding Civic Auditorium 400,000 Lower Window Replacement 400,000
Repair boat ramp retroom at the Redding Civic Auditorium 110,000 Miscellaneous Locations ($2,270,000)
Exterior painting for various City facilities 50,000
Water heater replacements at various City facilities 20,000 Replace Change House at Redding Aquatic Center 750,000
Install a modular Recreation Room at Enterprise Park 300,000 Replace HVAC at multiple City facilities 400,000
Replace lighting controls at multiple buildings 500,000 Replace four (4) fire station generators 250,000
Total $ 5,675,000
Unmet Needs
In order to maintain City facilities, it is necessary to perform preventative maintenance. Due to lack of funding the necessary maintenance is not being done.

PROPOSED
Packet Pg. 1153 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) B-14
This page left intentionally blank.

PROPOSED
Packet Pg. 1154 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Director of Development
Services/Building Official
Planning/Community
Development Manager
(Principal Planner)
Planning/Community
Development Manager
Associate Planner
(2)
Assistant Planner
(2)
Development Services
Technician
(2)
Administrative
Assistant
(Retired Annuitant)
Senior Planner
(Retired Annuitant)
Planning/Community
Development Manager
Deputy Building Official
Development Services
Supervisor
(Plan Check)
Plan Check Engineer
Senior Plan Checker
Plans Examiner
(3)
Senior Building
Inspector
Building Inspector
(3)
Executive Assistant
Clerk
(2)
Development Services
Supervisor
(Permit Center)
Development Services
Technician
(3)
(P/T) Development
Services Technician
Code Enforcement
Supervisor
Neighborhood
Preservation Officer
(4)
Development Services
Technician
(P/T) Administrative
Assistant
Management Analyst Executive Assistant

PROPOSED
ment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) C-2
This page left intentionally blank.

PROPOSED
Packet Pg. 1156 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
C-3

DEVELOPMENT SERVICES
$0
$1,000
$2,000
$3,000
$4,000
Planning Building Code Enforcement Permit Center
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1157 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) C-4
This page left intentionally blank.

PROPOSED
Packet Pg. 1158 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) C-5

DEVELOPMENT SERVICES DEPARTMENT
Overview
The Development Services Department consists of the Building Division, Code Enforcement Division, Permit Center Division, and the Planning Division. The Department administers development impact fee programs, provides long-range planning, reviews entitlements, processes building and planning permit applications, provides plan and map review, issues permits for buildings and infrastructure improvements, conducts building inspections, and enforces the Redding Municipal Code through responding to complaints, conducting inspections, and issuing citations and/or compliance orders.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Planning 1,664,813 $ 2,124,780 $ 2,971,150 $ 2,326,750 $ (644,400) $ $ 2,225,370 $ (101,380) Building 2,020,655 2,261,310 2,677,270 2,536,110 (141,160) 2,657,880 121,770 Code Enforcement 750,741 847,310 944,640 629,450 (315,190) 672,890 43,440 Permit Center 734,038 772,430 785,130 665,010 (120,120) 658,500 (6,510) TOTAL $ 5,170,247 $ 6,005,830 $ 7,378,190 $ 6,157,320 $ (1,220,870) $ 6,214,640 $ 57,320 *Excluded carryover amounts
The following table displays how the Department’s budget is broken down between the major expenditure groups. The 2022-23 amended amounts exclude carryovers.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted 1,755,000 $ 470,370 $ $ - $ 2,225,370 - $ FY 2023-24 Adopted $ 1,890,770 $ 435,980 $ - $ 2,326,750 - $ FY 2022-23 Amended $ 1,561,850 $ 450,140 $ 959,160 $ 2,971,150 - $ FY 2021-22 Actual $ 1,060,355 $ 432,675 $ 171,783 $ 1,664,813 - $ FY 2024-25 Adopted 2,223,170 434,710 - 2,657,880 -
FY 2023-24 Adopted 2,076,660 459,450 - 2,536,110 -
FY 2022-23 Amended 2,040,700 508,040 128,530 2,677,270 - FY 2021-22 Actual 1,548,338 445,042 27,275 2,020,655 -
FY 2024-25 Adopted 580,790 92,100 - 672,890 -
FY 2023-24 Adopted 537,780 91,670 - 629,450 -
FY 2022-23 Amended 702,620 145,480 96,540 944,640 -
FY 2021-22 Actual 628,221 122,520 - 750,741 -
FY 2024-25 Adopted 532,770 125,730 - 658,500 -
FY 2023-24 Adopted 526,850 138,160 - 665,010 -
FY 2022-23 Amended 651,270 133,860 - 785,130 -
FY 2021-22 Actual 604,923 116,615 12,500 734,038 -
FY 2024-25 Adopted $ 5,091,730 $ 1,122,910 $ - $ - $ 6,214,640 FY 2023-24 Adopted $ 5,032,060 $ 1,125,260 $ - $ 6,157,320 - $ FY 2022-23 Amended $ 4,956,440 $ 1,237,520 $ 1,184,230 $ 7,378,190 - $ FY 2021-22 Actual $ 3,841,837 $ 1,116,852 $ 211,558 $ 5,170,247 - $ Total
Division
Planning
Building
Permit Center
Code Enforcement

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025

PROPOSED
Packet Pg. 1159 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) C-6
Planning Division
The Planning Division has primary responsibility for zoning and land use permits, as well as long range community planning efforts, and local administration of state environmental review laws. These activities include but are not limited to review and coordination of public and private development proposals such as subdivisions, use permits, site development permits, variances, General Plan amendments, rezoning applications, and a variety of other land use and development entitlements. Other essential functions of the Division are to provide the public with information and guidance concerning land development proposals, General Plan policies, zoning regulations, floodplain administration, general property information, and demographic trends.

Building Division
The Building Division ensures that buildings constructed in the City are safe for people to occupy, and administers a building permitting process that is thorough, customer friendly, and efficient. The Building Division is responsible for ensuring the built environment complies with state mandated codes and other regulations by performing plan review, issuing building permits, conducting building inspections, and issuing certificates of occupancy.

Code Enforcement
Towards the end of the 2022 calendar year, Development Services assumed responsibility over the Code Enforcement Division. The primary goal of the Code Enforcement Division is to improve the quality of life of the residents of the City of Redding by enforcing the municipal code in order to protect public health and safety. This includes but is not limited to the removal of blight, abatement of illegal camping activities, correcting building and zoning code violations, regulation of the legal cannabis industry, enforcement action against unlawful cannabis cultivation, and regulation of the short-term rental industry. The Code Enforcement Division regulates by means of civil, administrative, and criminal remedies.

Permit Center Division
The Permit Center Division is the first point of contact to the public and is critical to the success of the department by providing efficient and courteous service. In addition to the issuance of over-the-counter permits, the Permit Center also coordinates services between members of the public and the Planning Division, Building Division, the Public Works Department, Redding Electric Utility, the Fire Department, as well as other City departments and outside agencies, such as school districts and county government. The Permit Center’s focus is to make the client’s experience as efficient and convenient as possible.

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025

PROPOSED
Packet Pg. 1160 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) C-7
Personnel
The following table displays total personnel assigned by division within the Development Services Department:

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended Adopted (Decrease) Adopted (Decrease) F/T 12.00 12.00 13.00 13.00 - 12.00 (1.00)
Planning P/T* 0.48 0.48 0.96 0.96 - - (0.96)
Total 12.48 12.48 13.96 13.96 - 12.00 (1.96)
F/T 12.00 12.00 15.00 14.00 (1.00) 14.00 -
Building P/T** 0.44 0.96 0.48 - (0.48) - -
Total 12.44 12.96 15.48 14.00 (1.48) 14.00 -
F/T 5.00 5.00 6.00 6.00 - 6.00 -
Code Enforcement P/T - 0.48 0.48 0.48 - 0.48 -
Total 5.00 5.48 6.48 6.48 - 6.48 -
F/T 6.00 5.00 4.00 4.00 - 4.00 -
Permit Center P/T - - 0.48 0.48 - 0.48 -
Total 6.00 5.00 4.48 4.48 - 4.48 -
F/T 35.00 34.00 38.00 3 (1.00) 7.00 36.00 (1.00)
Total P/T 0.92 1.92 2.40 1.92 (0.48) (0.96) 0.96
Total 35.92 35.92 40.40 38.92 (1.48) 36.96 (1.96)
Description
Significant Issues
Planning Division
Several large, long-range planning projects need to be completed, including updates to the General Plan, the Redding Riverfront Specific Plan, and the Oasis Road Specific Plan. The update to the General Plan is nearing completion, the update to the Redding Riverfront Specific Plan has just begun, and the update to the Oasis Road Specific Plan has not been started. Recruitment for experienced, senior-level planners has been very difficult, and these projects require that level of staff experience. Fortunately, a consultant has been hired to update the Redding Riverfront Specific Plan, but a Principal or Senior Planner is still needed to help manage the project on behalf of the City. Other issues facing the division include training new staff in FEMA floodplain, CEQA, and Subdivision Map Act, streamlining and improving implementation of the short-term rental ordinance, reviewing and updating the sign ordinance, and digitization of archived microfiche records.

Building Division
Electronic submittal, plan review, and issuance of building permits is becoming a more significant and pressing issue. Not only is the state beginning to mandate this for some permit types (e.g. solar, electric vehicle charging, residential single family), but customers are beginning to expect it. The transition from paper to fully electronic services will be an issue facing the division for years to come as staff works to configure software and electronic plan review tools properly, as well as provide training and outreach to customers. Other issues facing the division include updating customer facing materials and website, training new staff and maintaining ICC certifications, implementing the new 2022 California Building Code, specifically the energy code requirements, and digitization of archived microfilm and microfiche records.

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025

PROPOSED
Packet Pg. 1161 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) C-8
Code Enforcement Division
As the Code Enforcement Division has grown and increased enforcement efforts, the community is becoming more aware and thus the frequency of complaints and inquiries from the public is increasing. Accordingly, this results in more cases for the division to handle, and results in tremendous work load for division staff. In addition, other issues include aging housing stock which will likely result in increased case load of substandard and blighted properties, illegal camping activities, and continued cannabis permitting and enforcement. With increased staffing and activity, the Administrative Hearings Board is meeting more regularly and for longer amounts of time, which places more of a burden on volunteer board members.

Permit Center Division
As public mass shootings become more and more prevalent, staff is becoming increasingly aware of the Permit Center’s security vulnerabilities. The Permit Center is not secure, with open access for the public to enter through the permit counter and back to the hallway and staff offices. This is a significant issue and one that will begin to be addressed during this budget cycle. Initial security upgrades can be accomplished with limited funding, but a more robust and comprehensive update to secure Permit Center will require more significant funding allocation in future budgets. Additional significant issues facing the Permit Center include transitioning the business model to online appointments and web-based queueing, updating customer facing materials and website, training new staff and onboarding a new Permit Center Supervisor, and finishing software configuration to streamline credit card payment processing.

Workload Indicators and Performance Measures
Planning Division
Development Applications Received FY 2021-22
Actual
FY 2020-21*
Annualized
FY 2021-22
Projected
FY 2022-23
Projected
Site Development Permit 259 224 231 235
Use Permit 3 7 8 8
Parcel Map 11 8 7 7
Subdivision 2 3 2 2
Planned Development 1 1 2 2
Rezoning 1 4 4 4
General Plan Amendment 2 0 2 2
All Others 112 104 110 110
TOTAL 391 351 366 370
* Annualized Through April 2023

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025

PROPOSED
Packet Pg. 1162 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) C-9
Building Division
Description
FY 2021-22
Actual
FY 2022-23
Estimated
2023-24
Projected 2024-25 Projected
New Single Family (# of units) 144 179 172 169
New Single Family (valuation) $ 49,391,883 45,681,454 $ 50,388,869 $ 49,699,587 $ New Multiple Family (# of units) 49 60 58 57
New Multiple Family (valuation) $ 7,619,980 8,411,652 $ 8,496,765 $ 8,380,536 $ New Commercial (# of buildings) 35 30 35 34
New Commercial (valuation) $ 47,304,590 45,844,202 $ 49,368,860 $ 48,693,531 $ Remodels and Repairs (valuation) $ 6,839,125 6,346,529 $ 20,594,032 $ 20,050,253 $ Other (valuation) $ 42,869,617 34,295,694 $ 43,590,863 $ 41,258,360 $ TOTAL $ 154,025,195 140,579,531 $ 172,439,389 $ 168,082,267 $ Plan Type 2022-23 2023-24 2024-25
Commercial/Multiple Family -
New Buildings and Additions 20 20 20 75 35
Commercial/Multiple Family - Resubmit
Corrections for New Builidings/Additions 10 10 10 75 20 Commercial - Tenant Improvement/Remodel 10 10 10 75 20
Commercial - Resubmit Corrections
for Tenant Improvement/Remodel 5 5 5 75 15
Single Family Dwelling (Conventional) 10 10 10 75 20
Single Family Dwelling (Engineered) 15 15 15 75 20
Residential Resubmit for Corrections 5 5 5 75 15
Miscellaneous Permits
Qualifying for Express Review 0-1 0-1 0-1 75 2
Miscellaneous Permits
not Qualifying for Express Review 5 5 5 75 10

INSPECTION GOALS
Inspections made within 24 hours of request (%) 100 100 100 100 48 hrs. *Actual processing times will vary with workload.

Working Days to Review Target %
Success Rate
Maximum
Review Time -
Days
PERMIT PROCESSING GOALS*

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025

PROPOSED
Packet Pg. 1163 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) C-10
Permit Center Division
Description
FY 2021-22
Actual
FY 2022-23
Annualized*
2023-24
Projected
2022-23
Projected
Plans Submitted for Review 1,773 1,358 1,200 1,150
Over-the-Counter Permits Processed 3,036 4,003 3,900 3,800 Total Permits Issued 4,693 4,286 4,100 4,000
Total Number of Inspections 17,281 15,937 15,500 15,000 Average Inspections/Day 69 64 62 60
*Annualized Through April 2023
Unmet Needs
Electronic Imaging ($100,000). The department has approximately 2.1 million microfiche images in dire need of digitization. Obtaining a microfiche imaging scanner will decrease the timeframe it will take to digitize these permanent records. The microfiche and microfilm permanent records continues to decline in quality, become damaged, and are misplaced and/or lost over time. City Council has approved a clerk position to help in this effort (as well as other duties), but the equipment is now needed to perform the task. (Total Unmet Needs for the Department $1,550,000)
Electronic Imaging Scanner 100,000
Total Unmet Needs for the Department $ 100,000
Unmet Needs

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025

PROPOSED
Packet Pg. 1164 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Assistant Director
(Utility Operations)
853
Director of Electric Utility
851
Assistant Director
(Customer Services)
888
Electric Manager (Legislative)
851
T&D
Operations Line Power Plant Resources Energy Management Customer Services Financial Services Electric Program Supervisor
851
5/2/2023
Administration
0 Regulatory
Compliance
E/U Analyst
851
Assistant Director
(T&D Asset Management)
853
T&D Asset
Management
Executive Assistant II
851
Compliance Officer
852
Assistant Director
(Resources)
852
Information
Technology Position
Key
REU Position
D-1

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) 2 Electric Manager (Power Plant)
852
Power Plant Maintenance Mechanic
852
Working Foreman - Instrument/
Electrical Technician
852
Instrument & Electrical Technician
852
Power Plant Maintenance Mechanic
852
Working Foreman (Power Plant
Maintenance)
852
Maintenance Coordination Assistant
852
Instrument & Electrical Technician
852
Control & Automation Technician
852
Maintenance Coordination Assistant
852
Power Plant Engineer II
852
Executive Assistant I
852
Electric Program Supervisor -
Power Production
852
Power Plant Operator
852
Power Plant Relief Operator
852
Power Plant Operator
852
Power Plant Operator
852
Power Plant Auxiliary Operator
852
Working Foreman (Power Plant
Operations)
852
Power Plant Operator
852
Power Plant Operator
852
Power Plant Operator
852
Power Plant Operator
852
E/U System Operator (Power)
852
E/U System Operator (Power)
852
E/U Senior Resource Planner
852
Electric Manager (Energy
Management)
852
5/2/2023
Power Plant Engineer I
852
Power Plant & Energy Management 0
E/U System Operator (Power)
852
E/U Analyst
852
E/U Analyst
(Settlements)
852
Power Plant Utility Worker
852
Electric Program Supervisor -
Power Production
852
E/U Senior System Operator-Power
852
Electric Program Supervisor
(Energy Management)
852
Assistant Director
(Utility Operations)
853
E/U System Operator (Power)
852
Safety & Environ. Compliance
Coordinator
852
Power Plant Maintenance Mechanic
852
Electric Program Supervisor
(Settlements)
852
E/U Analyst (Settlements)
852
Instrument & Electrical Technician
852
E/U System Operator (Power)
852
E/U Analyst (Settlements)
852
Assistant Director (Resources)
852
D-2

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Electric Program Supervisor
System Ops (T&D)
853
E/U System Operator (Distribution)
853
Transmission & Distribution Operations
0 REU Technical Interns:
5/2/2023
E/U System Operator T&D NERC
(Distribution)
853
E/U System Operator T&D NERC
(Distribution)
853
Assistant Director (Utility
Operations)
853
E/U Sr. System Operator T&D NERC
(Distribution)
853
E/U System Operator T&D NERC
(Distribution)
853
Electrical Engineering Supervisor
853
E/U System Operator T&D NERC
(Distribution)
853
Electric Manager - Engineering
853
Executive Assistant I (Engineering)
853
Technical Intern - Electrical
Engineering
Technical Intern - Electrical
Engineering
E/U System Operator T&D NERC
(Distribution)
853
D-3

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) 5/2/2023
Electric Program Supervisor (Substations)
853
Working Foreman (Electric Substations)
853
Substation Electrical Technician
853
Substation Electrical Technician
853
Substation Maintenance Worker
853
Sr. E/U Dist Planner/System Inspector
853
Sr. E/U Dist Planner/System Inspector
853
Transmission & Distribution Asset Mgmt.
0 E/U Distribution Planner/System
Inspector II
853
Electric Program Supervisor
(Service Planning)
853
E/U Distribution Planner/System
Inspector I
853
E/U Distribution Planner/System
Inspector I
853
Assistant Director (T&D Asset
Management)
853
Electric Utility Engineer
853
Electrical Engineer
853
E/U Engineering Assistant I
853
Electrical Engineer
853
Electric Manager - Engineering (T&D Asset
Mgmt)
853
Electrical Engineering Supervisor
853
E/U Distribution Planner/System
Inspector II
853
Executive Assistant
853
Electric Utility Engineer
853
Electric Utility Engineer
853
Operations/Compliance Engineer
853
E/U Engineering Assistant II
853
E/U Distribution Technician
Supervisor
853
E/U Distribution Technician II
853
D-4

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Electric Program Supervisor (Line)
853
Troubleman
853
Equipment Service Worker
853
Electrical Inspector
853
Lineman
853
Troubleman
853
Electrical Inspector
853
Electrical Inspector
853
Working Foreman (Line)
853
Electric Program Supervisor (Arborist)
853
Sr. Utility Arborist
853
Sr. Utility Arborist
853
Sr. Utility Arborist
853
Sr. Utility Arborist
853
Electric Program Supervisor (Line)
853
Electrical Inspector
853
Lineman
853
Electrical Inspector
853
Line
0 5/2/2023
Working Foreman (Line)
853
Electric Manager (Line)
853
Utility Arborist
853
Lineman
853
Utility Arborist
853
Troubleman
853
Warehouse Leadman
853
Lineman
853
Utility Arborist
853
Utility Arborist
853
Lineman
853
Lineman
853
Assistant Director (T&D Asset
Management)
853
Groundman
853
Working Foreman (Line)
853
Warehouse Worker
853
Lineman
853
Groundman
853
Working Foreman (Line)
853
Lineman
853
Lineman
853
Utility Worker
853
Working Foreman (Line)
853
Lineman
853
Lineman
853
Electric Program Supervisor (Line)
853
E/U Analyst
853
Troubleman
853
Electrical Inspector
853
Executive Assistant I (Line)
853
Groundman
853
Groundman
853
Lineman
853
Electric Program Supervisor (Line)
853
Contracted Line Crews
D-5

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Executive Assistant I
852
E/U Senior Resource Planner
852
E/U Resource Planner
852
Resources, Financial Services & Compliance
0 5/2/2023
Compliance Officer
852
E/U Analyst (Compliance)
852
E/U Analyst (Compliance)
852
Electric Manager - Resources
852
E/U Assoc. Resource Planner
852
Electric Program Supervisor
(Financial)
855
E/U Analyst (Financial)
855
E/U Analyst (Financial)
855
E/U Analyst (Financial)
855
Electric Manager (Financial)
855
Assistant Director (Resources)
852
Director of Electric Utility
852
E/U Analyst (Compliance)
852
D-6

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Electric Manager (Customer Services
& Metering)
888
Meter Reader
889
Meter Reader
889
E/U Field Services Technician
889
Meter Reader
889
Workflow Coordinator
889
E/U Field Services Technician
889
E/U Field Services Technician
889
Working Supervisor E/U Field Services
889
Electric Program Supervisor
(Customer Service)
888
Management Analyst I
888
Customer Services Supervisor
888
Customer Service Representative
888
Customer Service Representative
888
Energy Services Account Manager
888
Customer Services
0 (P/T) Customer Service Representative
888
Utility Field Services Supervisor
889
Electric Program Supervisor
(Meter Shop)
889
5/2/2023
Senior Project Coordinator
888
E/U Demand-Side Management
Coordinator
888
E/U Demand-Side Management
Coordinator
888
E/U Field Services Technician
889
Meter Reader
889
Meter Reader
889
Meter Reader
889
Customer Service Representative
888
Electric Program Supervisor
(Customer Programs)
888
Customer Services Technical Services
Supervisor
888
Assistant Director (Enterprise
Services)
888
Customer Service Representative
888
Customer Service Representative
888
(P/T) Meter Reader
889
(P/T) Meter Reader
889
(P/T) Clerk III
888
Customer Service Representative
888
Working Foreman - Meter Technician
889
(P/T) Meter Reader
889
Customer Service Representative
888
Customer Service Representative
888
(P/T) Meter Reader
889
Workflow Coordinator
888
Customer Service Representative
888
Customer Service Representative
888
D-7

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) E/U Operational Technology
Engineer
853
Senior Information Analyst
853
Information Technology
0 5/2/2023
Chief Information Officer
895
E/U Operational Technology
Engineer
853
E/U Operational Technology
Engineer
853
Executive Assistant II
895
Associate Project Coordinator
895
IT Supervisor - Programming
895
Applications Analyst
895
IT Supervisor - Network
Operations Center
895
IT Supervisor - Integrated Public
Safety
446
Applications Analyst
446
Computer/Network Technician
446
Systems Administrator
895
Systems Administrator
895
Computer/Network Technician
895
Network Administrator
895
Applications Analyst
895
Senior GIS Analyst
438
GIS Analyst II
438
GIS Manager
438
E/U Operational Technology
Engineer
853
Computer/Network Technician
895 Computer/Network Technician
895
Computer Support Specialist
895
GIS Analyst II
853
Computer Support Specialist
895
Systems Administrator
446
Network Administrator -
Communications
895
E/U Operational Technology
Engineer
853
E/U Operational Technology
Engineer
853
Electric Manager -
Operational Technology
853
Cyber Security Officer
895
Applications Analyst
895
Applications Analyst
446
Systems Administrator
446
Systems Administrator
895
GIS Analyst I
438
Electric Program Supervisor -
Operational Tech
853
E/U Operational Technology
Engineer
853
Network Administrator
895
D-8

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2022 AND 2023
D-9

ELECTRIC UTILITY DEPARTMENT
(REU)
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
$180,000
Electric Customer Serv Field Serv
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1173 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) D-10
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PROPOSED
Packet Pg. 1174 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-11

ELECTRIC UTILITY DEPARTMENT
(REU)
Overview
The Redding Electric Utility Department (REU) is a community-owned utility that provides safe, reliable, and affordable electricity to approximately 45,000 residential and commercial customers within the City of Redding.

The department’s primary functions are Generation and Distribution, Customer Service, and Field Services.

The key objectives shaping Electric’s budget development for fiscal years 2023-24 (FY24) and 2024-25 (FY25) are to maximize reliability, mitigate risk, meet regulatory requirements, and maintain affordable rates. Limiting the expense growth, staying within the current 5-year forecast, and engaging customers in developing solutions for major issues are also key components.

The following table distinguishes budget categories according to primary functions, that is, Electric Generation and Distribution, Customer Service, and Field Services, and aggregates capital spending funded by special financing services:

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Electric 167,150,608 $ 132,647,070 $ 142,679,640 $ 160,893,160 $ 18,213,520$ $ 169,547,335 $ 8,654,175 Customer Service 6,793,863 7,763,730 7,801,850 9,163,760 1,361,910 8,830,540 (333,220) Field Services 2,335,145 2,308,340 2,389,580 2,745,720 356,140 2,697,430 (48,290) TOTAL $ 176,279,616 $ 142,719,140 $ 152,871,070 $ 172,802,640 19,931,570$ $ 181,075,305 $ 8,272,665 * Excluded carryover amounts
Description
Every stride is made to contain costs while facing external challenges of higher prices for natural gas due to global conflict, inflation, and high demand. Additionally, for repair and replacement of aging and critical utility infrastructure and to maintain utility financial health, as well as public health and safety, the following rate adjustments are included in the Utility’s five-year plan:

FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Actual Actual Actual Financial Plan Financial Plan
2023 Financial Plan 0.00% 2.00% 2.00% 4.00% 4.00%
2021 Financial Plan 0.00% 2.00% 2.00% 2.00% 2.00%
Rate Adjustments

PROPOSED
Packet Pg. 1175 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-12
The following table displays how the Department’s budget is separated into the major expenditure groups:

Materials,
Supplies & Capital Debt
Division Personnel Services Outlay Service Total
FY 2024-25 Adopted 37,296,080 $ $ 91,153,455 $ 26,695,780 $ 14,402,020 $ 169,547,335 FY 2023-24 Adopted 39,079,040 $ $ 89,787,320 $ 17,625,780 $ 14,401,020 $ 160,893,160 FY 2022-23 Amended 33,789,410 $ $ 84,357,000 $ 10,126,210 $ 14,407,020 $ 142,679,640 FY 2021-22 Actual 31,159,294 $ $ 108,639,141 $ 14,467,688 $ 12,884,485 $ 167,150,608 FY 2024-25 Adopted 3,717,160 5,113,380 - 8,830,540 -
FY 2023-24 Adopted 3,959,990 5,203,770 - 9,163,760 -
FY 2022-23 Amended 3,287,320 4,514,530 - 7,801,850 -
FY 2021-22 Actual 2,705,547 4,088,316 - 6,793,863 -
FY 2024-25 Adopted 2,409,990 287,440 - 2,697,430 -
FY 2023-24 Adopted 2,439,720 306,000 - 2,745,720 -
FY 2022-23 Amended 2,095,310 294,270 - 2,389,580 -
FY 2021-22 Actual 1,913,943 416,703 4,499 2,335,145 -
FY 2024-25 Adopted 43,423,230 $ $ 96,554,275 $ 26,695,780 $ 14,402,020 $ 181,075,305 FY 2023-24 Adopted 45,478,750 $ $ 95,297,090 $ 17,625,780 $ 14,401,020 $ 172,802,640 FY 2022-23 Amended 39,172,040 $ $ 89,165,800 $ 10,126,210 $ 14,407,020 $ 152,871,070 FY 2021-22 Actual 35,778,784 $ $ 113,144,160 $ 14,472,187 $ 12,884,485 $ 176,279,616 Electric
Customer Service
Field Services
Total
Key elements of the budget are described in the following paragraphs, including personnel, operation and maintenance, debt service, revenue and bond funded capital outlay, major plant maintenance, and rolling stock replacement.

Significant Issues
Leadership continues to prioritize and manage the following difficult and possibly costly issues as identified in the 2023-2028 Strategic Plan: wildfire mitigation; an aging distribution system; distribution system modernization; renewable standards; increased pressure and regulations from multiple industry-related agencies; and attracting, developing, and retaining a qualified workforce.

While the Utility is not requesting additional positions, successfully replacing and modernizing an aging distribution system is expected to require the use of contract line crews for several years. These costs are included in the Utility’s Capital Outlay request as the Overhead/Underground Infrastructure project.

Personnel
The proposed budget does not request any new positions. Leadership will continue to look for opportunities to optimize staffing and save budget dollars. Electric personnel costs are up 16.3% in FY24 and down 4.2% in FY25, mainly due to changes in CalPERS calculations. Full-time equivalent totals calculated for Electric’s fulltime, part-time, and total staffi

PROPOSED
ng levels for FY 2021-22 through FY 2024-25 are as follows:

Packet Pg. 1176 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-13
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended Adopted (Decrease) Adopted (Decrease) F/T 162.00 152.00 162.00 162.00 162.00 - -
Electric P/T - - - - - - -
Total 162.00 152.00 162.00 162.00 162.00 - -
F/T 22.00 22.00 22.00 22.00 - 22.00 -
Customer Service P/T 1.00 1.00 1.00 1.00 - 1.00 -
Total 23.00 23.00 23.00 23.00 - 23.00 -
F/T 15.00 15.00 15.00 15.00 - 15.00 -
Field Services P/T 2.00 2.00 2.00 2.00 - 2.00 -
Total 17.00 17.00 17.00 17.00 - 17.00 -
F/T 199.00 189.00 199.00 199.00 199.00 - -
Totals P/T 3.00 3.00 3.00 3.00 - 3.00 -
Total 202.00 192.00 202.00 202.00 202.00 - -
Operation and Maintenance
Operation and Maintenance (O&M) expenses are grouped into two categories: (1) Specific O&M expenses (Operating Materials), which include the cost of power, and (2) Interdepartmental Charges. Interdepartmental Charges include fixed charges from other departments, including Electric’s portion of the General Fund Cost Allocation, in-lieu fees, and rent for the Corporation Yard. Operating Materials expenses are requested to increase by $14.8 million (17.5%) for FY24, followed by a small increase of $1.7 million (1.7%) for FY25 primarily due to increased power supply costs. O&M also includes proposed funding for positions in the Fire and Parks Departments of approximately $2.7 million, per year, for wildfire mitigation.

Power supply costs primarily drive operating materials expenses. The Electric Department has entered a window of a relatively stable resource portfolio, primarily driven by heavy investment in resource planning. However, a reduction in hydro deliveries has been budgeted based on current policy and operational changes. The benefits of joining the Energy Imbalance Market (Spring 2021) have increased wholesale activity. Increased wholesale activity may increase supply cost, with a positive net result for the benefit of our customers.

For the most part, increases in Interdepartmental Charges in the first year of the proposed budget – up $1,396,000 (10.2%) – are primarily due to a $1,024,000 increase in Electric’s payment-in-lieu-of-tax to the General Fund.

For the second year of the budget request, Interdepartmental Charges are set to decrease $1,098,000 (-7.2%) primarily due to a $656,000 decrease in Electric’s payment-in-lieu-of-tax to the General Fund.

Debt Service
The Electric Utility Debt Service budget requests $14.4 million in FY24 and $14.4 million in FY25. For FY23 to FY25, Debt Service has stayed flat. Leadership is exploring options to maximize the cost-effectiveness of future investment in aging infrastructure and may return to Council with additional recommendations related to financing options.

PROPOSED
Packet Pg. 1177 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-14
Capital Outlay
The table below presents the components of the revenue-funded Capital Outlay requests for FY24 and FY25 compared with the actual FY22 expenditures and the adopted and amended FY23 Budget (excluding carry-over amounts).

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended Adopted (Decrease) Adopted (Decrease) General System
Improvements $ 5,850,000 5,883,678 $ 6,825,000 $ 6,585,000 $ (240,000) $ 6,585,000 $ - $ Projects, Programs, &
Equipment and Furnishings 8,588,507 3,301,210 - 9,040,780 5,739,570 19,520,780 10,480,000 Bond Funded - - - - - - -
Total Capital Outlay $ 14,472,185 $ 5,850,000 $ 10,126,210 $ 15,625,780 $ 5,499,570 $ 26,105,780 $ 10,480,000 Most capital outlay requests are for Projects, Programs, Equipment, and Furnishings. General System Improvements consist of costs that include the annual recurring expenditures for installing facilities required to provide reliable electric service to new customers/development and maintain reliable electric service to existing customers. Electric crews and contractors install the facilities, including transformers, poles, overhead/underground conductors, trenching, conduit, vaults, etc. This budget cycle emphasizes overhead/underground infrastructure, substation security, and RMI metering projects. As General System Improvements, Projects, and Programs are on “existing facilities of an investor and publicly owned utilities used to provide electric power, natural gas, sewerage, or other public utility services,” these types of projects are exempt from review under the California Environmental Quality Act (CEQA) guidelines Section 15301.

General System Improvements include the continuation of REU’s meter modernization effort of approximately $500,000 per year due to the age of the utility’s mechanical meters. For residential meters, the program includes the replacement of mechanical meters, an inspection of multi-unit services, and the identification of substandard services. For commercial-type services, the program includes the replacement of the mechanical meters, testing of the existing digital meters, and inspection of facilities.

The capital items for projects and programs are as follows:

FY24
Overhead/Underground Infrastructure 5,100,000 $
Substation Security 2,000,000$
RMI Metering Project - Phase II 1,595,800 $
Substation Circuit Switchers and Volt/Var Optimization 800,000 $ Power Plant Renovation / Maintenance 370,000 $
FY25
Overhead / Underground Infrastructure 10,200,000 $
Power Plant Renovation 2,750,000$
RMI Metering Project - Phase II 1,595,800 $
Volt /Var Optimization 1,200,000$
Substation Security / Corporation Yard Upgrade 840,000 $ Power Plant Whiskeytown Relicensing 575,000 $
The Utility anticipates that most of these projects, including General System Improvements, will be bond-funded.

PROPOSED
Packet Pg. 1178 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-15
Major Maintenance and Rolling Stock Funds
In addition to the regular Capital Outlay Budget is a “Special Purpose Fund” for the periodic major maintenance of the Electric Utility’s power generating equipment (Major Maintenance Fund). The amount added to this fund each year should be sufficient to ensure a balanced 10-year maintenance plan. Maintenance is budgeted in the fund and ultimately expensed during the year the work is completed. The adopted FY23 funding amount for Major Maintenance was $1.4 million. The budget proposal needed to maintain adequate funding is $1.6 million for FY24 and $1.6 million for FY25.

The Major Maintenance Fund is for major expenditures of a periodic nature based on the wear the generating units accumulate due to their use. The expense does not fit the normal Operations & Maintenance budget due to its periodic and sometimes unpredictable nature. From a risk management perspective, it is prudent utility practice to follow manufacturers’ maintenance guidelines to ensure the continued, reliable operation of the generating units. Lack of adherence to preventive and periodic maintenance schedules could result in catastrophic failure of a generator, resulting in millions of additional dollars in repair costs and replacement power purchases.

The Rolling Stock Replacement Fund is functionally similar to the Power Plant Major Maintenance Fund. The adopted FY23 funding amount for the Rolling Stock Replacement Fund was $1,000,000. The budget proposal needed to maintain adequate funding is $1,100,000 annually for FY24 and FY25. The increase is primarily attributable to higher-than-projected inflation in the auto and electric equipment sectors.

The Rolling Stock Replacement Fund for Field Services requests increased from $50,000 in FY23 to $55,000 in FY24 and $55,000 in FY25. The increase is primarily due to higher than projected replacement costs of trucks.

For the Rolling Stock Replacement Fund request, the Electric Utility has a demonstrated need for scheduled periodic replacement and upgrade of heavy rolling stock, such as line trucks, and vehicles, such as sedans and light trucks trailers. Fleet maintenance concurrence of need has been provided as appropriate. The Rolling Stock Replacement Fund should be maintained as indicated based on the demonstrated and projected needs of the Utility.

Electric is not requesting any new vehicles during this budget cycle.

Public Benefits Program (2023-2025)
Electric’s Public Benefits Program has been successful and well-received in the Redding community since its inception. The Public Benefits Program provides financial incentives, support in four areas of electric utility operation, and functions as mandated by state law:
 Demand-side Management (energy efficiency and carbon reduction)  Low-income assistance
 Research, Development and Demonstration (RD&D) of emerging electric technologies  Demand-side renewable resource development
The budget year ending June 2022 applied only 9% of PBP funds to Demand-side management project expenses.

The projects included commercial rebates to commercial and residential customers for energy-efficient upgrades.

Low-income assistance spending (through the CARES program and Residential Energy Discounts) was the largest area of the Public Benefits Program expenditures at 87%. This amount is projected to be nearly $2 million in FY23. In prior fiscal years, low-income assistance was the focus due to the impact of COVID-19.

Existing RD&D projects have most recently been focused on community outreach and education. These Public

PROPOSED
Packet Pg. 1179 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-16
Benefits Programs will continue to provide wide-ranging benefits for the Redding community and customers.

The following summarizes the components of the expected FY23 expenditures and the adopted FY24 and FY25 expenditures for continuing the Public Benefits Program. The expenditures are based on 2.85 percent of forecasted retail revenue in the future fiscal years, less approximately $500,000 per year to repay reserves related to increased COVID-19 efforts.

Public Benefits Program Estimated
FY 2022-23
Adopted
FY 2023-24
Adopted
FY 2024-25
Energy Efficiency
Project Expenses 200,000 $ $ 704,000 $ 733,000
Project Expenses 1,960,000 2,400,000 2,400,000
Research, Development & Demonstration
Renewable Resources
Project Expenses - - -
TOTAL PBP Charges $ 2,160,000 $ 3,104,000 $ 3,133,000

PROPOSED
Packet Pg. 1180 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-17
Five-Year Financial Plan (2023-2028)
The Electric Utility’s financial plan for the current year and the subsequent five years is summarized in the table below.
2023 2024 2025 2026 2027 2028
Electric Utility Fund Beginning Balance ($ Mil) $ 44.9 $ 51.0 $ 30.8 $ 69.6 $ 49.2 $ 33.3 Rate Adjustments 2.0% 4.0% 4.0% 4.0% 2.0% 2.0%
Revenues ($ Mil)
Retail Electric Sales 129.0 126.4 131.4 137.2 143.5 148.6 Wholesale Electric Sales 26.0 15.3 13.5 14.0 13.9 14.1
Miscellaneous Income 8.5 8.5 8.5 8.6 8.8 8.9
Total 163.5 150.2 153.4 159.9 166.2 171.6
Operating Expenses ($ Mil)
Power Supply 92.2 73.7 75.5 77.2 80.0 82.4
System Administration 22.2 26.2 26.7 25.1 25.6 26.1
Transmission & Distribution 23.6 28.1 27.3 27.9 28.4 29.0 Total 138.0 128.0 129.5 130.2 134.0 137.5
Net Operating Revenue 25.5 22.2 23.9 29.7 32.2 34.1
Total Net Debt Service 14.4 14.4 17.9 17.9 19.9 19.9
Revenue Remaining after Debt Service 11.1 7.8 6.0 11.8 12.3 14.2 Other Revenues & Expenses
Miscellaneous 15.7 1.5 1.5 1.5 1.5 1.5
Bond Proceeds 0.0 0.0 64.4 0.0 0.0 37.1
Capital Projects -12.0 -19.5 -23.8 -24.1 -19.9 -17.2
In-Lieu -6.2 -7.3 -6.7 -6.8 -7.0 -7.2
Rolling Stock, Major Plant Maintenance -2.5 -2.8 -2.8 -2.8 -2.9 -2.9 Total -5.0 -28.0 32.8 -32.2 -28.2 11.3
Increase (Decrease) in Funds ($ Mil) 6.1 -20.2 38.8 -20.4 -15.9 25.5 Electric Utility Fund Ending Balance ($ Mil) $ 51.0 $ 30.8 $ 69.6 $ 49.2 $ 33.3 $ 58.7 Reserves (Days of Cash on Hand) 132 80 170 119 81 142
Debt Service Coverage Ratio 1.63 1.42 1.24 1.56 1.52 1.62 Affordability KPI (Target <2.5% of Median Income) 1.85% 1.85% 1.88% 1.92% 1.96% 1.96%

FIVE-YEAR FINANCIAL PLAN
Fiscal Years Ending June 30
Major assumptions include a return to the Federal Reserves’ long-run target inflation rate of 2% by 2026, bondfunding capital outlay, and excluding Power Supply, only expending approximately 90% of O&M and Personnel appropriations. The days of cash on hand are projected to be 80 days in FY24 and 170 days in FY25. These are above the required minimum level of 75 days but, in FY24, far from the goal of 150 days. In addition, the debt service coverage ratio is projected to be 1.42 times in FY24 and 1.24 times in FY25. For FY24 and FY25, it is below the required minimum of 1.80 times. However, the Policy anticipates that, in practice, there is a range of acceptable results and a balance between cash flow and reserve levels. The Utility’s Affordability KPI remains well within the target range throughout the five-year period.

PROPOSED
Packet Pg. 1181 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-18
Performance Measures and Workload Indicators
Workload Indicators
The table below indicates various measures of growth in the number of customers to be served, the level of service required in capacity and energy, and the continued development of the City’s electric service territory.

Utility
Workload Indicators
FY 2021
Actual
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
FY 2025
Projected
Peak Demand (MW) 225 234 239 233 232
Gigawatt-Hour Sales 753 733 743 704 703
Subtransmission Line Miles 72 72 72 72 72
Distribution Line Miles 755 755 759 761 761
Customer Service
Workload Indicators
FY 2021
Actual
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
FY 2025
Projected
Electric customers billed monthly 47,187 50,570 47,233 47,500 48,000 Water customers billed monthly 29,557 29,671 29,198 29,600 29,800 Total amount billed (all utilities) $206,734,813 $208,181,521 $218,196,557 $230,000,000 $240,000,000 Payment transactions - credit card 210,461 232,119 238,973 240,000 250,000 Electronic Funds transfer/EBox payment 158,029 172,425 175,377 178,000 180,000 Total walk-in traffic - cashiers 18,688 25,170 25,276 25,000 25,000 Payment transactions - mailed 143,644 135,590 125,947 125,000 125,000 Customer Service phone calls received 80,221 95,252 92,000 90,000 88,000 Call Center's average wait time
(minutes:seconds) 0:51 1:10 0:50 0:45 0:45
*Call Center's average time per call
(minutes:seconds) 4:18 4:49 3:50 4:50 4:50
Call Center's calls abandoned 5.9% 6.0% 4.2% 3.0% 3.0%
Call Center's average grade of service 66% 71% 75% 80% 80% Electric meter reads 553,080 640,031 547,985 550,000 550,000 Water meter reads 368,714 379,256 361,055 365,000 365,000 Utility service requests 42,681 52,535 37,283 40,000 40,000 Utility service miles logged 74,683 76,741 78,000 82,000 82,000 Error ratio per 1,000 meters read

PROPOSED

0.08 0.10 0.05 0.05 0.05
Packet Pg. 1182 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-19
Performance Measures
The table below shows numerous standard measurements of utility performance. The measures include staff’s effectiveness in providing safe, reliable electric service at competitive prices to consumers and various ratios showing the utility’s financial health.

Performance Measures
FY 2021
Actual
FY 2022
Actual
FY 2023
Estimated
FY 2024
Projected
FY 2025
Projected
Subtransmission and distribution system expense per
customer (1) $628 $732 $746 $836 $823
Electric retail kWh sales/electric worker hours (3) 1,875 1,744 1,768 1,676 1,673 Number of customers per electric employee (2) 233 223 223 223 223 Electric service reliability (4)(5) 99.991 99.997 99.993 99.995 99.996 SAIFI (includes major events) (5)(6)(9) 0.465 0.275 0.450 0.430 0.410 SAIDI (includes major events) (5)(7)(9) 45.0 16.9 40.0 38.0 37.5 CAIDI (includes major events) (5)(8)(9) 96.80 61.40 86.42 85.30 84.00 Redding Power Plant availability % 99.1 97.2 98.7 98.0 98.0 Redding Power startup success % 88.8 95.0 96.0 95.0 95.0 System average retail rates (ȼ/kWh) 16.5 16.8 17.4 17.9 18.7 Total retail GWh available for use 753 733 743 704 703
Cost of power, cents/kWh (10) 7.2 6.5 7.3 5.6 6.1
Debt to total assets ratio 0.32 0.32 0.29 0.28 0.22
Total operating expenses to total expense ratio 0.90 0.91 0.93 0.90 0.86 Days of cash on hand 150 134 130 76 163
Retail revenue as a percent of total revenue 80% 77% 80% 82% 83% Notes:

1. Total O&M expenses and all General System Improvements, excluding debt service, capital projects, and In-lieu payments.

2. The number of workers represents the full-time equivalent of Electric Utility employees. Therefore, all authorized positions are represented but may not necessarily be filled. Part-time employees are included based on their proportional number of hours worked compared to full-time employees.

3. Worker hours are computed by multiplying the number of full-time equivalent employees by 2080 hours.

4. Total customer minutes minus total customer outage minutes and the resultant divided by the total customer minutes and expressed in percent. U.S. Energy Information Administration’s Annual Electric Power Industry Report regional average for 2021 was 99.9775.

5. Based upon a calendar year summary.

6. SAIFI - System Average Interruption Frequency Index. The total number of customer interruptions is divided by the total number of customers served. U.S. Energy Information Administration’s Annual Electric Power Industry Report regional average for 2021 was 0.65.

7. SAIDI – System Average Interruption Duration Index. This is the sum of all interruption durations divided by the total number of customers. U.S. Energy Information Administration’s Annual Electric Power Industry Report regional average for 2021 was

80.90. 8. CAIDI – Customer Average Interruption Duration Index. This is the sum of all interruption durations divided by the total number of customer interruptions. U.S. Energy Information Administration’s Annual Electric Power Industry Report regional average for 2021 was 121.24.

9. Major events/storms are defined as an event where 10 percent or more of City customers were “outaged” during a 48-hour period.

10. Based on line 108 of Production Cost Model FY23-FY28 of March 15, 2023.

11. Projected values exclude events requiring mutual aid.

PROPOSED
Packet Pg. 1183 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
D-20
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PROPOSED
Packet Pg. 1184 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Fire Chief (1)
Deputy Fire Chief
(1)
Battalion Chief
Training (1)
Battalion Chief
A‐Shift (1)
Fire Captains (10)
Fire Engineers (9)
Firefighters (13)
Battalion Chief
B‐Shift (1)
Fire Captains (10)
Fire Engineers (9)
Firefighters (13)
Battalion Chief
C‐Shift (1)
Fire Captains (10)
Fire Engineers (9)
Firefighters (13)
Deputy Fire Chief
(1)
Fire Marshal (1)
Asisstant Fire
Marshal (2)
Fire Prevention
Specialist (1)
Fire Prevention
Investigators (2)
Management
Analyst II (1)
Administrative
Assistant II (1)
Executive Assistant
II (1)
Redding Fire Department
E-1

PROPOSED
Packet Pg. 1185 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) E-2
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PROPOSED
Packet Pg. 1186 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2022 AND 2023
E-3

FIRE DEPARTMENT
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
$22,000
$24,000
Administration Operations Prevention
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1187 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) E-4
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PROPOSED
Packet Pg. 1188 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
E-5

FIRE DEPARTMENT
Overview
The Fire Department consists of the Administration, Operations, and Community Risk Reduction Divisions. The Administrative Division coordinates all activities of the Redding Fire Department, including emergency preparedness activities, managing fleet, facilities, equipment, recruitment, training and development, technology, and public relations. The Community Risk Reduction Division administers fire safety education, fire cause determination, fire code enforcement, and vegetation management. The Operations Division provides emergency response activities in the City of Redding and Buckeye Fire Protection District, with eight strategically located fire stations throughout the City.

Administration Division
The Administration Division coordinates all activities of the Redding Fire Department, including managing the Department’s fleet, facilities, equipment, recruitment and development, budget, public relations, and city leadership and council communications. The City Manager has also appointed the Fire Chief as the Emergency Services Coordinator for the City which in turn requires the Fire Department to coordinate all emergency preparedness activities, development of the Emergency Plan, staff training, management of the Emergency Operations Center, and coordination with the Shasta County Operational Area.

Operations Overview
The Deputy Chief leads the Operations Division and is responsible for the emergency response activities in the City of Redding and the Buckeye Fire Protection District. All firefighters are certified firefighters and E.M.T.s or First Responders. The Operations Division comprises 90 uniformed firefighters that are grouped into three separate shifts that alternate every 24 hours. This includes 3 grant-funded firefighter positions. Ten additional SAFER grant-funded positions are in the recruitment process. These 90 staff members work out of the eight strategically located fire stations throughout the City. Stations 2-8 house one engine company with three firefighters; Captain, Engineer/Driver, and Firefighter, while Station 1 houses seven firefighters to staff an engine company and a truck (ladder) company. Each shift is overseen by a Battalion Chief, the Incident Commander, on all multi-company responses. Some of the activities in this Division include; Structural Firefighting
Wildland Firefighting
Aircraft Rescue and Firefighting (A.R.F.F.)
Emergency Medical and Rescue Response
Vehicle Extrication
Hazardous Materials Response
Shore-Based Water Rescue
Public Education and Outreach
Fire Inspections
Several mutual and automatic aid response agreements exist, including a well-defined Mutual Threat Zone (M.T.Z.) agreement with Cal-Fire and the Shasta County Fire Department.

Community Risk Reduction Overview
The Fire Marshal leads the Division of Community Risk Reduction (C.R.R.) and reports to the Deputy Chief of Administrative Services. The Fire Marshal administers the "5 E's" of Community Risk Reduction.

The "5E's" of community risk reduction include.

PROPOSED
Packet Pg. 1189 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
E-6
Education: Public Education includes K-12 programs, community outreach (safety fairs), Defensible space, and the management of a Community Emergency Response Team (CERT).

Engineering: Inform the public about risk-reducing Technologies like smoke and carbon monoxide detectors, heat regulating stove elements, and emerging technologies that can reduce risk to the community.

Enforcement: Enforce Fire Code and local ordinances within the community and maintain compliance with life and safety standards.

Economic incentives: Evaluate programs that incentivize compliance with life and safety standards and maintain fee schedules for permitting and inspections.

Emergency Response: Develops and maintains emergency response standards and Benchmarks. Provides analysis of response model and projects future community needs to maintain system reliability and capacity.

The Division of Community Risk Reduction is staffed with the Fire Marshal, Assistant Fire Marshal, two Fire Inspectors, Fire Prevention Specialist, and an Administrative Assistant.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Administration 1,701,519 $ 1,754,640 $ 1,841,970 $ 1,961,780 $ 119,810 $ 2,047,020 $ 85,240 $ Operations 23,296,937 20,850,720 22,900,890 23,233,020 332,130 24,189,110 956,090 Prevention 1,099,648 1,175,540 1,287,320 1,412,390 125,070 1,458,970 46,580 TOTAL $ 26,098,104 $ 23,780,900 $ 26,030,180 $ 26,607,190 $ 27,695,100 577,010 $ $ 1,087,910 * Excludes carryover amounts
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Division Personnel Services Outlay Service Total
FY 2024-25 Adopted 1,763,650 $ $ 238,370 $ 45,000 $ 2,047,020 - $ FY 2023-24 Adopted $ 1,722,610 $ 239,170 $ - $ 1,961,780 - $ FY 2022-23 Amended $ 1,589,290 $ 252,680 $ - $ 1,841,970 - $ FY 2021-22 Actual $ 1,352,164 $ 281,653 $ 67,702 $ 1,701,519 - $ FY 2024-25 Adopted 18,900,380 5,288,730 - 24,189,110 -
FY 2023-24 Adopted 18,203,790 5,029,230 - 23,233,020 -
FY 2022-23 Amended 17,232,270 4,267,970 1,400,650 22,900,890 - FY 2021-22 Actual 18,659,432 3,987,175 650,330 23,296,937 - FY 2024-25 Adopted 1,339,990 118,980 - 1,458,970 -
FY 2023-24 Adopted 1,307,890 104,500 - 1,412,390 -
FY 2022-23 Amended 1,165,980 121,340 - 1,287,320 -
FY 2021-22 Actual 987,975 111,673 - 1,099,648 -
FY 2024-25 Adopted $ 22,004,020 $ 5,646,080 $ 45,000 $ 27,695,100 - $ FY 2023-24 Adopted $ 21,234,290 $ 5,372,900 $ - $ - $ 26,607,190 FY 2022-23 Amended $ 19,987,540 $ 4,641,990 $ 1,400,650 $ 26,030,180 - $ FY 2021-22 Actual $ 20,999,571 $ 4,380,501 $ 718,032 $ 26,098,104 - $ Administration
Operations
Prevention
Total

PROPOSED
Packet Pg. 1190 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
E-7
Personnel
The following table displays the number of positions in the Redding Fire Department.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended Adopted (Decrease) Adopted (Decrease) F/T 6.00 6.00 7.00 7.00 - 7.00 -
Administration P/T 0.48 - - - - - -
Total 6.48 6.00 7.00 7.00 - 7.00 -
F/T 87.00 87.00 99.00 99.00 - 99.00 -
Operations P/T - - - - - - -
Total 87.00 87.00 99.00 99.00 - 99.00 -
F/T 18.00 4.00 6.00 6.00 - 6.00 -
Prevention P/T - - - - - - -
Total 18.00 4.00 6.00 6.00 - 6.00 -
F/T 111.00 97.00 112.00 112.00 112.00 - -
Total P/T 0.48 - - - - - -
Total 111.48 97.00 112.00 112.00 112.00 - -
Significant Issues for 2023-25
The Department's calls for service have increased by 12% over the past five years. The Fire Department’s busiest station, Station 5, responded to 3,843 calls for service in 2022. Higher call volumes, longer, more intense fire seasons, increased N.F.P.A. standards on equipment, and uncontainable overtime have all strained the Department's budget.

The age of the Department’s rolling stock has decreased from 16 to 12 years since the last budget due to Council approval of the apparatus. Rolling stock continues to be underfunded to prepare for future needs; however, the Department has taken possession of many much-needed engines, pick-ups, and a ladder truck.

Stations and building facilities remain inadequate for a modern fire department of the Redding Fire Department’s size. There is an operational need for a Fire Station 9 and many improvements to each of the eight other stations, from expansions and remodels to moving Station 3 from a flood zone. Fire Headquarters is at maximum capacity, and remodeling station 5 to house the Battalion Chiefs would provide multiple options for much-needed H.Q. space and operational benefits.

Equipment Replacement
To fully fund the equipment replacement fund to adequately cover the Fire Department's replacement needs, $540,000 was requested for each fiscal year. $235,000 has been funded for each fiscal year. The shortfall will result in additional Capital Requests in future years similar to the $100,000 hose request approved this year.

Community Risk Reduction
Staffing remains the most significant issue within the Community Risk Reduction Division. Adding the Fire Prevention Specialist in 2022 with grants funds has alleviated some of the pressures, as will the approved second Assistant Fire Marshal. Workloads for this Division, however, still outpace the staffing. This can be seen in the workload indicators for the Division.

PROPOSED
Packet Pg. 1191 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
E-8
Performance Measures and Workload Indicators
Operations and Training Division
The following table displays workload indicators for the Fire Operations Division. Workload comparisons per 1,000 residents are based on International City/County Management Association (ICMA) performance measurements for cities under 100,000 in population.

Overlapping calls for service, as indicated in the table below, occurs when one or more units are committed to an incident and a subsequent call for service is received. Motor vehicle collisions and vehicle fires require a minimum of two units plus a Battalion Chief for responses. Structure and wildland fires generally require a minimum of four units and a Battalion Chief to provide adequate personnel resources required for the incident. 2019 2020 2021 2022
Actual Actual Actual Actual
Calls for Service 15,031 14,355 16,173 15,923
Percentage of Responses Meeting General Plan
On-Scene - Goal of 5 Minutes 90% of the Time 34% 32% 29% 30% Average Response Times for
First Unit Arrival (Emergency) 5:44 5:47 6:05
Civilian Injuries/Deaths (Due to Fire) 11/2 2/2 11/2 2/2 Firefighter Injuries/Deaths (Job-Related) 3/0 0/0 3/0 0/0 Total Training Hours Completed 16,728 14,042 7,052 10,734 Firefighters per 1,000 Residents vs. National
(Median Cities 50,000-99,999) 1.27/1.35 1.27/1.35 1.72/1.04 1.72/1.04 Total Fires per 1,000 Residents vs. National
(Cities 50,000-99,999) 5.63/2.99 4.08/2.99 4.34/2.99 3.95/2.99 % EMS Calls per Annual Call Volume 59.84% 60.02% 64.50% 65.90% Overlapping Calls for Service 11,819/78.6% 10,793/75.2% 11,856/73.57% 12,418/73.03% Workload Indicators
Fire Prevention Division
The following table displays some of the workload indicators for the Fire Prevention Division. 2019 2020 2021 2022
Actual Actual Actual Actual
Arson Fires 83 135 118 90
Fire Investigations 354 387 401 374
Fire Inspections (Bureau) 1,412 1,409 745 1,208
Plans Reviewed 167 257 138 291
Weed Complaints 458 394 142 172
Public Information Requests 40 20 58 79

PROPOSED
Workload Indicators
Packet Pg. 1192 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
E-9
Unmet Needs
Personnel:

Battalion Chiefs (3)
R.F.D. currently has one Battalion Chief on duty for each of the three shifts. The current N.F.P.A. span of control for a Battalion Chief is five to one. Shift Battalion Chiefs supervise ten Captains on each shift. N.F.P.A. and Firescope (C.A.) require a Safety Officer and a Battalion Chief, the scene commander, on large-scale events; this could be accomplished with a second Battalion Chief on shift at all times. N.F.P.A. and Firescope identify a Safety Officer as a requirement in high-risk operations such as technical rescue, structure fires, and hazmat calls.

During C.W.F.S./Winter Storm/High Fire Risk, the Department "up-staffs" a second Battalion Chief working for time and a half. The additional staffing would reduce overtime at the Battalion Chief level. The additional staffing would also mitigate the issues that arise when a Battalion Chief is deployed to an incident during fire season for extended periods leaving just two B.C.s available to work.

Firefighters (3)
Three additional relief firefighters are needed to reduce overtime costs. A relief firefighter, one per shift, would reduce daily overtime. R.F.D. currently has 29 personnel scheduled per shift, with 29 positions that must be filled for a majority of the time. When an employee is off work using leave - that shift must be filled by another employee of the same rank or higher on overtime. The additional three firefighters would mean that R.F.D. would have 30 suppression staff scheduled daily to fill 29 positions. The additional firefighter would mitigate the time and a half that would be paid to an employee covering the person on leave. Often, if a firefighter takes leave and no other firefighter wants to take the overtime shift, the shift can be covered by an Engineer or Captain at a much higher pay rate. Overtime will continue to rise without taking measures that R.F.D. knows will reduce and control some over time. It is also an essential consideration as to the amount of overtime staff is volunteering for and being forced to work; this impacts fatigue and recovery for staff.

Fire Prevention Inspector
The current workload of the Fire Inspectors is difficult to manage. In 2022 Inspectors responded to 437 calls for service and made 28 arrests. Each call for service requires a comprehensive origin and cause investigation.

Properties requiring inspection have risen, and many state-mandated inspections are delayed or missed due to staff time and priorities. The current fee schedule allows for inspections per the California State Fire Marshal that R.F.D. is not capturing due to staffing. Adding a Fire Prevention Inspector will ensure fire and life safety investigations are completed thoroughly and on time. Inspectors will have the time to investigate arson fires thoroughly. All of the above reduces the risk of liability to the City.

Capital Requests:

Building Improvements – $100,000
The longer-term improvements and additions to Fire Stations is in process, and a needs assessment has been completed. However, RFD has an immediate need that needs to be addressed regarding its facilities. The Department has outgrown its current accommodations, and there is a need for additional space in all divisions.

Building Battalion Chiefs' quarters at station 5 will allow for multiple options with staffing. The new quarters could accommodate the second B.C. requested in the budget or the up-staffed Battalion Chiefs. Another option is to accommodate the current Battalion Chiefs moving them from Fire H.Q. and providing space for expanded Community Risk Reduction and administration staff and a small conference room. Fire H.Q. has no additional space for incoming positions - Fire Investigators are sharing what was a storage room as no other space is available. With the delay of station assessment and remodeling, we need to create room at Fire Station 5 to house either the current, additional, and/or up-staffed Battalion Chiefs. Placing up-staffed B.C. at a different location has multiple benefits daily and during large-scale events. This would put the B.C. across the river, which is operationally beneficial.

PROPOSED
Packet Pg. 1193 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
E-10
BOLD Software -$45,000
BOLD will build and update the Cities E.O.P. and C.O.O.P. The E.O.P. is a City-wide document last updated in 2014 in collaboration with the County. The County has since updated its plan, but the City still needs to update it since it was written in 2014. The initial cost is $45,000; a request for ongoing costs was in Specialized Services, an annual fee of $12,000, which will keep the document updated and all City Departments and stakeholders involved and able to update the document as needed. E.O.P. identifies what is to be done in an emergency. The City of Redding is operating with an outdated E.O.P. plan. A portion of the E.O.P. has been updated with the Hazardous Mitigation plan with F.E.M.A. This is the next step in maintaining compliance with F.E.M.A. Each Division within the City should have a C.O.O.P., which would be within the E.O.P.

Operating and Material Supplies:

Equipment Replacement Fund
To fully fund the equipment replacement fund to adequately cover the Fire Department's replacement needs, $540,000 was requested annually. $235,000 was funded for each fiscal year. The shortfall will result in additional Capital Requests in future years similar to the $100,000 hose request approved this year.

Interra Software -$17,000
Interra Analytics software with an annual cost of $12,500 and an initial setup of $4,500 requested in 2023-24.

Interra is cloud-based data visualization software for fire agencies' department performance and analytics data.

This software will allow us to be more transparent with the public. Interra would give R.F.D. the ability to set standards for responses and processing times. All data would be published on the R.F.D. website.

PROPOSED
Packet Pg. 1194 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-1

GENERAL GOVERNMENT
Table of Contents
City Council ....................................................................... F-5 City Manager...................................................................... F-7 Financial Services ............................................................. F-9 City Clerk’s Office ........................................................... F-15 City Attorney’s Office...................................................... F-21 Non-Departmental ............................................................ F-25 HCD.................................................................................. F-27 Airport ............................................................................. F-33

PROPOSED
Packet Pg. 1195 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-2
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PROPOSED
Packet Pg. 1196 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-3

GENERAL GOVERNMENT
$0
$2,000
$4,000
$6,000
$8,000
$10,000
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1197 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-4
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PROPOSED
Packet Pg. 1198 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-5

CITY COUNCIL
Overview
The City Council is the elected governing body of the City of Redding municipal corporation, and consists of five Council Members. The Council is charged with preserving and protecting the present and the future of the community, and the responsibility of establishing municipal policies to guide the various functions of the City.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) City Council 175,090 $ $ 163,850 $ 180,080 $ 225,330 $ 45,250 $ 234,170 8,840$ * Excluded carryover amounts
The following table displays how the budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2022-23 Adopted 184,220 $ 49,950 $ $ - $ 234,170 - $ FY 2021-22 Adopted $ 176,900 $ 48,430 $ - $ 225,330 - $ FY 2020-21 Amended 148,820 $ $ 31,260 $ - $ 180,080 - $ FY 2019-20 Actual $ 144,192 $ 30,898 $ - $ 175,090 - $
Division
City Council
Significant Issues
There are no significant issues.

Goals and Objectives
The City’s goals and objectives are outlined in the budget message and in each section of this document.

Unmet Needs
None

PROPOSED
Packet Pg. 1199 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-6
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PROPOSED
Packet Pg. 1200 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-7
City Manager
Assistant City
Manager
Housing
RABA
Airports
Management
Assistant to the
City Manager
Executive
Assistant

CITY MANAGER ORGANIZATION CHART

PROPOSED
Packet Pg. 1201 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-8

CITY MANAGER
Overview
The City Manager’s Office responsibilities include the overall management of the City of Redding municipal corporation such as hiring of City staff, preparation of the Annual Budget, administration and coordination of the City’s operations, and the general supervision over all property under the control of the City and enforcement of City ordinances and applicable state laws. Additionally, the Housing Department, Airports and RABA are under the oversight of the City Manager’s office.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) City Manager $ 1,055,538 $ 952,550 $ 1,253,830 $ 1,127,010 $ (126,820) $ 1,110,800 $ (16,210) TOTAL $ 1,055,538 $ 952,550 $ 1,253,830 $ 1,127,010 $ (126,820) $ 1,110,800 $ (16,210) * Excluded carryover amounts
The following table displays how the department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted 880,470 $ 230,330 $ - $ $ 1,110,800 - $ FY 2023-24 Adopted $ 902,840 $ 224,170 $ - $ 1,127,010 - $ FY 2022-23 Amended 616,270 $ $ 343,840 $ 293,720 $ 1,253,830 - $ FY 2021-22 Actual $ 682,490 $ 360,139 $ 12,909 $ 1,055,538 - $ City Manager
Division
Personnel
The following table displays the number of positions in the City Manager’s Office.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) F/T 5.00 5.00 4.00 4.00 - 4.00 -
City Manager P/T - - - - - - -
Total 5.00 5.00 4.00 4.00 - 4.00 -
Significant Issues
There are no significant issues.

Goals and Objectives
The City’s goals and objectives are outlined in the budget message.

Unmet Needs
None

PROPOSED
Packet Pg. 1202 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) City of Redding
Financial Service Organization Chart
Director of Finance/City Treasurer
Treasurer
Finance Officer
Senior
Accountant
Account ClerkAccount Clerk
Payroll and
Benefits
Technician
Management
Analyst
Management
Analyst Accountant
Finance
Finance Officer
Accountant Accountant Accountant Accountant Senior Accountant Account ClerkAccount Clerk
PurchasingPurchasing
Officer
BuyerBuyer
F-9

PROPOSED
Packet Pg. 1203 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-10

FINANCIAL SERVICES DEPARTMENT
Overview
Finance
The Financial Services Department consists of three areas of focus: Finance Division, Treasury Division and Purchasing Division.

Finance
The Finance Division develops and implements fiscal policies and procedures that ensure a financially strong and effective City, The Department is responsible for the overall financial management of the City, and ensures that generally accepted accounting standards are followed and appropriate internal controls are in place to safeguard City assets, . The Finance Department is responsible for maintaining the accounting systems, including the general accounts receivable, accounts payable and payroll systems, for the City of Redding and its related entities.

The Department reviews and records financial transactions, and assists in the preparation of the annual financial statements. The Department is responsible for overseeing bond issuance, bond refinancing, and debt payments.

The Finance Department also administers the internal and external audit process, assists the City Manager in developing, monitoring and administering the City’s biennial budget, and coordinates the long-range financial planning of the City.

Treasurer
The Treasury Division is the centralized cash and receipt processing function for the City of Redding. All funds received through the nine locations of the City are received, verified, balanced, and posted to the general ledger through this centralized function. Additionally, bank reconciliations are performed for the organization’s eight cash accounts and 13 merchant accounts monthly and reported on the Treasurer’s Report to the City Council along with an accounting of the investment and bond accounts maintained by the City Treasurer Investment activity, as governed by the adopted investment policy which is reviewed quarterly by the Investment Advisory Committee under the oversight of the City Treasurer.

Payroll, cash, ACH, and wire disbursements are authorized and released through the Treasury Division.

Purchasing
Purchasing processes for government agencies can be challenging. In addition to ensuring the best product or service for the best price, there are compliance requirements to follow anytime government funds are paying for those services or products. The Purchasing Division ensures compliance by providing centralized purchasing services for the City. Purchasing administers the City’s purchase order system, assists with quote solicitations, and administers the practice of formal bidding. The Purchasing Division also coordinates the sale of surplus property with an outside party vendor.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Finance $ 1,517,001 $ 1,550,870 $ 1,725,150 $ 1,980,820 $ 255,670 $ 1,975,860 $ (4,960) Treasurer 678,189 702,210 709,470 831,640 122,170 838,450 6,810 Purchasing 586,419 619,970 639,470 706,260 66,790 665,490 (40,770) Total $ 2,781,609 $ 2,873,050 $ 3,074,090 $ 3,518,720 $ 444,630 $ 3,479,800 $ (38,920) * Excluded carryover amounts

PROPOSED
Packet Pg. 1204 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-11
The following table displays how the Department’s budget is broken down between the major expenditure groups by Division.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted 1,530,260 $ 445,600 $ - $ $ 1,975,860 - $ FY 2023-24 Adopted 1,500,250 $ $ 480,570 $ - $ 1,980,820 - $ FY 2022-23 Amended 1,209,480 $ $ 515,670 $ - $ 1,725,150 - $ FY 2021-22 Actual $ 1,138,189 $ 378,812 $ - $ 1,517,001 - $ FY 2024-25 Adopted 704,760 133,690 - 838,450 -
FY 2023-24 Adopted 690,650 140,990 - 831,640 -
FY 2022-23 Amended 576,530 132,940 - 709,470 -
FY 2021-22 Actual 524,862 153,327 - 678,189 -
FY 2024-25 Adopted 560,210 105,280 - 665,490 -
FY 2023-24 Adopted 595,280 110,980 - 706,260 -
FY 2022-23 Amended 525,080 114,390 - 639,470 -
FY 2021-22 Actual 475,141 111,278 - 586,419 -
FY 2024-25 Adopted 2,795,230 $ $ 684,570 $ - $ 3,479,800 - $ FY 2023-24 Adopted 2,786,180 $ $ 732,540 $ - $ 3,518,720 - $ FY 2022-23 Amended 2,311,090 $ $ 763,000 $ - $ 3,074,090 - $ FY 2021-22 Actual $ 2,138,192 $ 643,417 $ - $ 2,781,609 - $ Division
Finance
Treasurer
Purchasing
TOTAL
Personnel
The following chart gives a breakdown of personnel in the Financial Services Department.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended Adopted (Decrease) Adopted (Decrease) F/T 13.00 13.00 13.00 13.00 - 13.00 -
Finance P/T - - - - - - -
Total 13.00 13.00 13.00 13.00 - 13.00 -
F/T 4.00 4.00 4.00 4.00 - 4.00 -
Treasurer P/T - - - - - - -
Total 4.00 4.00 4.00 4.00 - 4.00 -
F/T 3.00 3.00 3.00 3.00 - 3.00 -
Purchasing P/T - - - - - - -
Total 3.00 3.00 3.00 3.00 - 3.00 -
F/T 20.00 20.00 20.00 20.00 - 20.00 -

TOTAL P/T - - - - - - -
Total 20.00 20.00 20.00 20.00 - 20.00 -
Description

PROPOSED
Packet Pg. 1205 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-12
Significant Issues
There are no significant changes to the budget for the three divisions included in Financial Services. However, the entire department has taken a central role in the implementation of the new Enterprise Resource Planning project with Oracle. The software will be live on July 1, 2023 and will require resources to ensure the system is working as designed in all areas and that all reporting standards are maintained. Another important issue the department will face in the coming budget will be helping to make recommendations to council regarding citywide credit card fees. As the usage of credit cards for paying the City increases there are financial impacts citywide from the increased usage and determining whether the City should, what amount, and process for implementation of potential credit card fees.

Performance Measures and Workload Indicators

FINANCE DIVISION
Workload Indicators FY 2021-22 Actual
FY 2022-23
Estimated
FY 2023-24
Projected
FY 2024-25
Projected
Account Payable Transactions* 10,701 12,950 13,600 12,700 Payroll Transactions 25,849 26,300 26,400 26,450
General Accounts Receivable 36,196 36,500 36,500 36,500 Audit Report Dated 12/16/22 12/15/23 12/15/24 12/15/25
Budget Presented to Council --- 06/20/23 --- 06/15/25
* Excludes Housing Checks

PURCHASING DIVISION
Workload Indicators 2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Number P.O.s Issued 1,056 1,200 1,300 1,300
Number Blanket PO Transactions 16,180 16,554 16,900 16,900 Quotation Requests Distributed 53 56 60 60
Formal Bid/Proposal Projects Opened 91 90 90 90
Std. P.O. Transactions Value $28,746,133 $26,000,000 $28,000,000 $28,000,000 Blanket P.O. Transactions Value $11,263,491 $11,796,000 $12,000,000 $12,000,000 Value of Std. & Blanket P.O.s $40,009,624 $37,796,000 $40,000,000 $40,000,000 Value of CAL-Card Purchases* $4,901,435 $5,258,727 $5,400,000 $5,400,000 Total Value of Acquisitions $44,911,059 $43,054,727 $45,400,000 $45,400,000 Revenue from Surplus and Scrap Sales,
and On-Line Auctions $44,338 $42,000 $40,000 $40,000
*The CAL-card program is operated by the Finance Division. Program figures are shown here to capture the dollar value of another significant way standard purchases are made.

PROPOSED
Packet Pg. 1206 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-13

TREASURER DIVISION
The following table displays some of the workload indicators for the Treasurer Division:

FY 2021-22 FY 20222-23 FY 2023-24 FY 2024-25
Actual Projected Projected Projected

INVESTMENT METRICS
Investment Income $2,098,631 $5,100,000 $5,850,000 $5,350,000 Investment Earnings Average Yield-FY 1.17% 1.88% 2.00% 2.00% Investment Purchases/Calls/Maturities 39 21 30 20
Value of Investment Purchases/Calls/Maturities 126925506 $65,861,838 $85,000,000 $85,000,000

OPERATIONAL METRICS
Cash Processed and Deposited $4,133,340 $6,000,000 $6,250,000 $6,250,000 Number of Utility Checks Deposited 146,873 141,000 140,000 140,000 Number of Treasurer Checks Deposited 18,417 19,000 21,000 21,000 Number of Returned Items 231 300 600 600
Number of Credit Card Transactions** 307,177 308,000 310,000 310,000 Credit Card Charges Processed*** $86,767,344 $87,000,000 90000000 $90,000,000 Number of Electronic Funds Transfers 123,046 125,000 127,000 127,000 Electronic Fund Transfer Charges Processed* $35,475,099 $35,300,000 $35,000,000 $35,000,000 Number of Wires/ACH’s Processed (excludes payroll) 2,063 2,000 2,000 2,000 * Credit card transactions continue to increase as a percentage of all transactions processed by the city ** Projected charges could be dramatically affected by the City’s response to the recent commercial payment trends *** Automatic deductions from payees bank accounts (utility and retiree insurance) Workload Indicators
Investment
The City’s portfolio is structured so that safety is paramount and interest earnings are maximized, while still maintaining the liquidity of capital. This allows the City to meet the legal and fiduciary requirements of California Government Code, Section 53630 for investment objectives of safety, liquidity, and yield. The City Treasurer accomplishes this by balancing the portfolio through consideration of credit ratings, interest yields, call sensitivity, maturity dates, broker diversity, and equitable representation of asset types.

PROPOSED
Packet Pg. 1207 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-14
Unmet Needs

TREASURER DIVISION
Updated investment software/portfolio mangement $ 22,000 Total Unmet Needs $ 22,000

PURCHASING DIVISION
Identify and implement the technology and supplies to replace tractor-feed dot matrix printer currently used for purchase order and quotation
request forms. $ 1,500
Total Unmet Needs $ 1,500
Unmet Needs

PROPOSED
Packet Pg. 1208 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING

CITY CLERK
Organizational Chart 2023-2025
ELECTED CITY CLERK ADMINISTRATOR OF THE
OFFICE OF THE CITY CLERK
ASSISTANT CITY
CLERK

REPROGRAPHICS

DIVISION

REPROGRAPHICS

MANAGER
MAIL COURIER
(3 PART‐TIME)

REPROGRAPHICS
TECH II

REPROGRAPHICS
TECH III
OFFICE OF THE
CITY CLERK

MANAGEMENT
ANALYST I

EXECUTIVE
ASSISTANT II

BUSINESS

LICENSE
SPECIALIST (2)
ASSISTANT CITY
CLERK

RECORDS

MANAGEMENT

DIVISION

RECORDS
SPECIALIST II (2)
F-15

PROPOSED
Packet Pg. 1209 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-16
CITY CLERK’S DEPARTMENT
Overview
The City Clerk’s Department consists of the Office of the City Clerk, Records Management, and Reprographics.

The department’s goal is to provide a courteous, service-oriented team of professionals to serve the City Council, citizens, and city-wide inter-departmental staff. In addition, the staff is mindful of the importance of maintaining compliance with city, state, and federal laws. The majority of the City Clerk’s Department budget is allocated to personnel. This is appropriate, as the department’s functions are people-oriented rather than product-oriented. As the citizen’s gateway to information about Council decisions, City records, and elections, the staff strives to provide consistent, respectful, and equal service to all.

The primary duties of each division are listed below.

Office of the City Clerk: The Office of the City Clerk is a General Fund division, deriving the majority of its income from the City’s business license program. In addition to issuing business licenses, the Clerk’s office also serves as the Clerk for the City Council and other various agencies, boards, and commissions; prepares agendas and minutes; maintains accurate records of the legislative history of the City Council; ensures compliance with state laws related to the appointments to City boards and commissions; confirms the accuracy of updates to the Redding Municipal Code; oversees compliance with the Political Reform Act; houses all City-wide contracts; and maintains Public Works and Purchasing Departments bids as required by law.

Records Management: The Records Management Division processes and maintains records in accordance with the City-wide Records Retention Schedule working with departments to ensure records are preserved for the legally required amount of time; maintains the City’s document management system (Laserfiche) which stores records in a digital format in compliance with the state’s requirements necessary to destroy hard copies of documents; processes records requests in compliance with the California Public Records Act; and develops forms and workflows using various software applications to simplify and expedite processing among City departments.

The Records Management Division is an Internal Service Fund division.

Reprographics: The Reprographics Division serves a variety of roles; the hub for all mail flowing into and out of the City; management of the inter-departmental courier service; copying, digital printing, scanning, and mail inserts; graphic design and printing for business cards, forms, brochures, flyers, etc.; and overseeing the City-wide fleet of multifunction digital photocopy machines. The Reprographics Division is an Internal Service Fund division.

Description FY 2021-22
Actual
FY 2022-23
Adopted
FY 2022-23
Amended
FY 2023-24
Adopted
Increase
(Decrease)
FY 2024-25
Adopted
Increase
(Decrease)
City Clerk $ 899,841 $ 909,080 $ 983,660 $ 1,213,820 $ 230,160 $ 1,217,630 $ 3,810 General Fund Subtotal 899,841 909,080 983,660 1,213,820 230,160 1,217,630 3,810 Records
Management 457,506 426,260 525,530 485,900 (39,630) 448,640 (37,260) Reprographics 710,016 709,510 752,390 874,480 122,090 813,630 (60,850) Internal Service Fund
Subtotal 1,167,522 1,135,770 1,277,920 1,360,380 82,460 1,262,270 (98,110) TOTAL $ 2,067,363 $ 2,044,850 $ 2,261,580 $ 2,574,200 $ 312,620 $ 2,479,900 $ (94,300)

PROPOSED
Packet Pg. 1210 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-17
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted 927,670 $ 289,960 $ $ - $ 1,217,630 - $ FY 2023-24 Adopted $ 904,120 $ 309,700 $ - $ 1,213,820 - $ FY 2022-23 Amended 657,540 $ $ 326,120 $ - $ 983,660 - $ FY 2021-22 Actual $ 656,112 $ 243,729 $ - $ 899,841 - $ FY 2024-25 Adopted 346,130 102,510 - - 448,640
FY 2023-24 Adopted 363,980 121,920 - - 485,900
FY 2022-23 Amended 337,550 187,980 - - 525,530
FY 2021-22 Actual 315,527 136,406 5,573 - 457,506
FY 2024-25 Adopted 498,640 114,990 200,000 - 813,630
FY 2023-24 Adopted 579,560 114,920 180,000 - 874,480
FY 2022-23 Amended 418,520 124,700 209,170 - 752,390
FY 2021-22 Actual 426,328 139,979 143,709 - 710,016
FY 2024-25 Adopted 1,772,440 $ $ 507,460 $ 200,000 $ 2,479,900 - $ FY 2023-24 Adopted 1,847,660 $ $ 546,540 $ 180,000 $ 2,574,200 - $ FY 2022-23 Amended 1,413,610 $ $ 638,800 $ 209,170 $ 2,261,580 - $ FY 2021-22 Actual $ 1,397,967 $ 520,114 $ 149,282 $ 2,067,363 - $ Division
City Clerk
Records Management
Reprographics
Total
Personnel
The following table displays total personnel for the City Clerk’s Office, the Records Management Division and the Reprographics Division:

FY 2019-20 FY 2020-21 FY 2020-21 FY 2021-22 Increase FY 2022-23 Increase Actual Adopted Amended Adopted (Decrease) Adopted (Decrease) F/T 6.00 6.00 6.00 6.00 - 6.00 -
City Clerk P/T - - - - - - -
Total 6.00 6.00 6.00 6.00 - 6.00 -
F/T 3.00 3.00 3.00 3.00 - 3.00 -

P/T - - - - - - -
Total 3.00 3.00 3.00 3.00 - 3.00 -
F/T 3.00 3.00 3.00 3.00 - 3.00 -
Reprographics P/T 1.50 1.50 2.00 1.50 (0.50) 1.50 -
Total 4.50 4.50 5.00 4.50 (0.50) 4.50 -
F/T 12.00 12.00 12.00 12.00 - 12.00 -
Total P/T 1.50 1.50 2.00 1.50 (0.50) 1.50 -
Total 13.50 13.50 14.00 13.50 (0.50) 13.50 -
Description
Records Management

PROPOSED
Packet Pg. 1211 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-18
Significant Issues
In the Office of the City Clerk, selecting and implementing a business licensing software program is necessary to replace the software currently housed in the existing City-wide Legacy system otherwise known as the AS400.

The AS400 is being replaced by a new Legacy System by the end of 2023, and the AS400 will no longer exist in the near future. Growth in business license revenue is expected with the use of modern business license software capabilities.

In the Records Division, a replacement scanner is needed to be purchased to ensure continued progress and compliance with state laws for storage of records in a digital format City-wide. The current scanner is several years old and has outlived its life expectancy.

There are no significant issues related to the Reprographics Division at this time.

Performance Measures and Workload Indicators
City Clerk’s Department
The following table displays some of the workload indicators for the past, present and projected future of the City Clerk’s Division:

Workload Indicators FY 2021-22
Projected
FY 2021-22
Actual
FY 2022-23
Estimate
FY 2023-24
Projected
FY 2024-25
Projected
Business Licenses 8,700 9,100 9,180 9,300 9,500
Business License Revenue $870,000 $900,270 $940,000 $965,000 $1,000,000 Proclamations, Ceremonial Certificates & Resolutions 200 218 220 230 230 Bids 80 80 80 80 80
Contracts - (City, RABA, Housing)
New/Renewed/Amended/Extended 600 860 900 900 900
Minutes of Meetings - City Council, RABA, RHA,
Library, Oversight 60 58 60 65 65
Community Room/
Council Chambers Reservations 160 170 170 170 170
Special Event Processing 45 60 70 65 65
Public Hearings 15 24 15 20 20
Easement/Deeds 12 18 16 16 16
Records Management Division
The following table displays some of the workload indicators for the past, present and projected future of the Records Management Division:

PROPOSED
Packet Pg. 1212 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
F-19
Reprographics Division
The following table displays some of the workload indicators for the past, present and projected future of the Reprographics Division:

Workload Indicators
FY 2021-22
Projected
FY 2021-22
Actual
FY 2022-23
Estimate
FY 2023-24
Projected
FY 2024-25
Projected
Photocopies Reproduced 2,000,000 2,462,595 2,525,000 2,525,000 2,525,000 Mail Stops (745 per week) 38,740 46,020 46,020 46,020 46,020 Inserter (60,000 to 65,000 per month) 700,000 748,971 750,000 750,000 750,000 Unmet Needs
City Clerk
The City Clerk’s Department has the following unmet need:

Business license software
Records Management
The Reprographics Division has the following unmet need:

Replace scanner in next budget cycle – estimated cost $5,500 (per March 2023 quote)

PROPOSED
Packet Pg. 1213 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-20
This page left intentionally blank.

PROPOSED
Packet Pg. 1214 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-21
City Attorney
Assistant City
Attorney
Assistant City
Attorney
Legal Assistant Legal Assistant
Personnel
Analyst (Risk
Management)

CITY ATTORNEY ORGANIZATION CHART

PROPOSED
Packet Pg. 1215 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-22

CITY ATTORNEY
Overview
The Office of the City Attorney advises the City Council and staff on all legal matters involving the City of Redding, including land use, personnel, contracts, real property transactions, environmental law, and elections. As head of the Code Enforcement Division, the City Attorney’s Office is active in the protection of the public health and safety of the community. Additionally, the City Attorney’s Office protects the public interest in prudent fiscal management of public resources in the administration of claims and defense of litigation against the City.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) City Attorney 386,535$ 321,290$ $ 379,700 $ 835,100 455,400$ 832,540$ $ (2,560) TOTAL 386,535$ 321,290$ $ 379,700 $ 835,100 455,400$ 832,540$ $ (2,560) * Excluded carryover amounts
Description
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted 655,880 $ $ 176,660 $ - $ 832,540 - $ FY 2023-24 Adopted $ 649,890 $ 185,210 $ - $ 835,100 - $ FY 2022-23 Amended $ 219,630 $ 160,070 $ - $ 379,700 - $ FY 2021-22 Actual $ 201,692 $ 184,843 $ - $ 386,535 - $ City Attorney
Division
Personnel
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) F/T 4.00 4.00 5.00 5.00 - 5.00 -
City Attorney P/T - - - - - - -
Total 4.00 4.00 5.00 5.00 - 5.00 -
Description
Significant Issues
There are no significant issues.

PROPOSED
Packet Pg. 1216 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
The City Attorney’s Office has lead responsibility for a variety of litigation cases from inception through trial.

This includes representing the City in matters such as real estate litigation, construction litigation, contract dispute litigation, eminent domain litigation, Pitchess motions (motions for discovery of police officer personnel files), petitions for determination of return of firearms, motions to suppress production of police department incident reports, trials resulting from Redding Municipal Code violations including animal control matters, and appeals of parking citations. Personal injury and constitutional tort (i.e., excessive force) cases are usually referred to outside F-23
Performance Measures and Workload Indicators
The City Attorney’s Office supports the City Council and the City organization with legal advice, litigation services in defense of the City, risk management services, enforcement of the municipal code, and transactional legal services. The City Attorney additionally manages the Code Enforcement Division whose primary responsibility is to enforce the Redding Municipal Code to the betterment of the public welfare, health, and safety.

In addition, the City Attorney’s Office has been responsible for, participated in, or provided review in the following areas:

Risk Management-Liability
Since May 2010, the City Attorney’s Office has had responsibility for the Risk Management-Liability Claims Division, and now oversees the Risk Manager-Liability Claims and supervises the Personnel Analyst assigned to Risk Management. The City Attorney’s Office regularly communicates with the City’s third-party claims administrator (George Hills, Inc.) to provide guidance regarding a number of areas which helps to facilitate prompt resolution of claims made against the City. It is estimated that the number of claims administered, by either approval or denial, in each fiscal year during this budget cycle is 120 per year. The mission of Risk - Liability is to identify and measure exposures to loss, promote safety and to reduce the City’s exposure to liability and lawsuits. The City Attorney’s Office has now assumed all work and responsibility for procurement of insurance to hedge against risk due to liability occasioned by City operations and loss to City facilities and improvements.

Real Property Issues
The City Attorney’s Office provides direct support to Departments for real property matters. This includes purchase and sale agreements, easements and licenses, deeds, leases, abandonment proceedings, escrow instructions, option agreements, development agreements, loan transaction documents and related correspondence and consultations. More specifically, the City Attorney’s Office continues to participate in the draft and review of legal documents necessary for the development of the “Downtown Core” and Stillwater Business Park. This same service was provided with regard to the development of the Churn Creek Marketplace the Costco development.

Contracts, Ordinances and Resolutions
Another core function of the City Attorney’s Office is in assisting in the drafting and reviewing of the many contracts the City enters into (over 700 annually). It is expected that this area of City Attorney’s Office involvement will continue to be active during the next budget cycle.

Ordinances & Resolutions
The City Attorney’s Office now takes a very active role in assisting other departments with the preparation of staff reports, ordinances, and resolutions. The City Attorney’s Office actively sponsors ordinances in order to relieve its departmental clients of the burden to undertake the legal and staff work to present ordinances to the City Council. The City Attorney’s Office regularly reviews the Redding Municipal Code to correct errors, omissions, discrepancies, and inconsistencies.

Litigation and Miscellaneous Court Appearances

PROPOSED
Packet Pg. 1217 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-24
counsel but supervised, monitored, and assisted by the City Attorney’s Office.

The number of claims and lawsuits filed against the City has significantly increased in recent years. This is largely due to the Carr Fire and an uptick on excessive force claims. The City has also experienced an increase in the number and complexity of land use related cases (i.e., Costco litigation). Litigation necessarily involves a significant administrative burden in responding to subpoenas, discovery requests, and preparation of records of proceedings. The City Attorney’s Office takes an active role in supervising and assisting all departments in this area.

Support to Administrative Hearings Board
The City Attorney’s Office supports the Administrative Hearing Board. The City Attorney directly provides legal support to the Board. The Assistant City Attorney provides legal support to Code Enforcement and Animal Regulation. Code Enforcement cases have risen. An estimate of the number of hearings heard by the Administrative Hearing Board is six (6) per month.

Public Records Act Support
The City Attorney’s Office provides general legal support to all departments. Such support includes assisting the various departments with requests for public records. While many requests are routine in nature, some requests seek sensitive information and can vary with changes in policy and law. Recent changes in the law now mandate that information from peace office personnel files be made publicly available. The City Attorney’s Office ensures compliance and administers this law (SB 421) in conjunction with the Redding Police Department.

Training to Avoid Sexual Harassment Cases
California state law mandates training in the area of sexual harassment for all employees.

PROPOSED
Packet Pg. 1218 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-25

NON-DEPARTMENTAL
Overview
The Non-Departmental budget maintains several budgets that cannot be uniquely attributed to departments.

These budgets fund programs that can be broadly categorized as community support and organization investment.

The programs are designed to benefit all of the City’s stakeholders, both within and outside of the organization.

The budget includes funding for the following: Animal Regulation, General Fund Debt Service, General Fund Capital Projects, and community special events.

FY 2021-22 FY 20222-23 FY 20222-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Animal Regulation $ 891,917 $ 929,070 $ 968,400 $ 979,070 $ 10,670 $ 1,008,860 $ 29,790 Non-Departmental 3,206,210 1,222,810 4,541,380 1,495,430 (3,045,950) 1,405,730 (89,700) General Fund Debt Service 2,634,155 2,621,130 2,621,130 2,118,330 (502,800) 1,957,200 (161,130) Capital Projects Division 610,909 20,000 20,000 20,000 20,000 - - General Fund Subtotal 7,343,191 4,793,010 8,150,910 4,612,830 (3,538,080) 4,391,790 (221,040) General City Projects 1,749,787 1,000 1,000 1,000 1,000 - - TOTAL $ 9,092,978 $ 4,794,010 $ 8,151,910 $ 4,613,830 $ (3,538,080) $ 4,392,790 $ (221,040) * Excluded carryover amounts
Description

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025

PROPOSED
Packet Pg. 1219 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-26
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted $ 23,490 $ 985,370 $ - $ - $ 1,008,860 FY 2023-24 Adopted $ 22,400 $ 956,670 $ - $ - $ 979,070 FY 2022-23 Amended $ 57,280 $ 911,120 $ - $ - $ 968,400 FY 2021-22 Actual $ 52,626 $ 839,291 $ - $ - $ 891,917
FY 2024-25 Adopted 417,580 818,760 169,390 - 1,405,730
FY 2023-24 Adopted 517,580 808,460 169,390 - 1,495,430
FY 2022-23 Amended 400,000 919,810 3,221,570 - 4,541,380 FY 2021-22 Actual 320,262 653,898 2,232,050 - 3,206,210 FY 2024-25 Adopted - - 1,957,200 - 1,957,200
FY 2023-24 Adopted - - 2,118,330 - 2,118,330
FY 2022-23 Amended - 8,500 - 2,612,630 2,621,130
FY 2021-22 Actual - 4,494 2,629,661 - 2,634,155
FY 2024-25 Adopted - 20,000 - - 20,000
FY 2023-24 Adopted - 20,000 - - 20,000
FY 2022-23 Amended - 20,000 - - 20,000
FY 2021-22 Actual - 99,056 511,853 - 610,909
FY 2024-25 Adopted - 1,000 - - 1,000
FY 2023-24 Adopted - 1,000 - - 1,000
FY 2022-23 Amended - 1,000 - - 1,000
FY 2021-22 Actual - 745 56,899 - 57,644
FY 2024-25 Adopted $ 441,070 $ 1,825,130 $ 169,390 $ 1,957,200 $ 4,392,790 FY 2023-24 Adopted $ 539,980 $ 1,786,130 $ 169,390 $ 2,118,330 $ 4,613,830 FY 2022-23 Amended $ 457,280 $ 1,860,430 $ 3,221,570 $ 2,612,630 $ 8,151,910 FY 2021-22 Actual $ 372,888 $ 1,597,484 $ 2,800,802 $ 2,629,661 $ 7,400,835 General City Projects
Total
Division
Animal Regulation
Non-Departmental
General Fund Debt Service
Capital Projects Division
Significant Issues
There are no significant issues.

Community Special Events
Each year through the budget process, the City Council authorizes staff to expend time and resources to assist in certain community special events. Listed in the following table are the supported events and the amount of support included in the adopted budget.

Event FY 2023-24 FY 2024-25
Christmas Parade $ 17,410 $ 17,410
Kool April Nites 41,090 41,090
Rodeo 32,450 32,450
Rodeo Parade 17,450 17,450
4th of July 55,640 55,640
Big Bike Weekend 3,350 3,350
Total $ 167,390 $ 167,390

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025

PROPOSED
Packet Pg. 1220 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Housing Division
Organizational Chart
Assistant City Manager
Community
Development
Manager
Housing
Manager
Senior Housing
Specialist
Housing
Spcialist II
Housing
Specialist I
Housing
Specialist I
Housing
Specialist I
Housing
Technician
(Part‐Time)
Senior Housing
Specialist
Housing
Spcialist II
Housing
Specialist I
Housing
Specialist I
Clerk I
Senior Housing
Specialist
Assistant Project
Coordinator
Housing
Specialist I
Housing
Specialist I
Housing
Technician
Associate
Project
Coordinator
F-27

PROPOSED
Packet Pg. 1221 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-28

HOUSING AND COMMUNITY DEVELOPMENT
Overview
The Housing and Community Development (HCD) budget receives revenue through federal, state, and local resources.

Federal funding is received from the U.S. Department of Housing and Urban Development (HUD). The City of Redding is a HUD entitlement community and receives direct grant allocations from the Community Development Block Grant (CDBG) program and Home Investment Partnerships (HOME) program. The City also receives a varying amount of program income revenue generated from its CDBG and HOME loan portfolios.

State revenue includes funding through various programs administered by the California Department of Housing and Community Development (HCD), the Business, Consumer Services and Housing Agency and the Department of Healthcare Services. The 2019 CalHome Program (CalHome) provides grant funding to income-eligible firsttime homebuyers and owner-occupied rehabilitation projects. The Permanent Local Housing Allocation (PLHA) grant is a five-year formula grant to entitlement jurisdictions for housing-related projects and programs that assist in addressing the unmet housing needs in our community. The Disaster Recovery Multifamily Housing Program's (DR-MHP) purpose is to assist eligible communities with meeting the unmet rental housing need following the 2018 disasters declared under FEMA Major Disaster Declaration DR-4382 and the Disaster Recovery – Infrastructure Program, (DR-INFRA) will assist with the future Quartz Hill project that will provide funding for infrastructure costs associated with a single-family income-eligible development. Additionally, the Housing Division may be awarded pass through grant funds such as the Affordable Housing Sustainable Communities (AHSC) Grant and the Infill Infrastructure Grant Program (IIG) that assist affordable housing developers in the community. And lastly, although not considered a grant, the Housing Homeless Incentive Program (HHIP) provides incentive payments to aid local communities to assist managed care providers’ homeless or at risk-ofhomeless members connect with housing resources to reduce or prevent homelessness. The City receives varying amounts of program income generated from its CalHome revolving loan fund to assist income-eligible borrowers.

Local resources include the Low- and Moderate-Income Housing Asset Fund (LMIHAF), the Affordable Housing Loan Fund (AHLF) and reoccurring loan repayment revenue from each of the grants that supports the development and rehabilitation of affordable housing projects, homebuyer and rehabilitation programs. The LMIHAF is the result of the City's election to serve as the Successor Housing Agency (SHA) to the Former Redding Redevelopment Agency after its dissolution in 2012. Proceeds from the LMIHAF are used to meet housing production goals and to comply with administrative obligations as prescribed in California Health and Safety Code (HSC) Section 34176.1. Accordingly, the Housing Division may expend $200,000 annually for the purposes of monitoring and preserving the long-term housing related affordability restrictions or covenants entered into by the former Redding Redevelopment Agency or the SHA. Any additional funds utilized for development or funding of programs must meet certain income proportionality requirements under the HSC.

Grant revenue from all sources fund each program's capital needs, administration, and program delivery without the injection of general fund proceeds. All grant funds received have stipulations for each grant that limit the amount of administration funds or program delivery funds that are available for program operations.

For FY 2023-24, the adopted budget totals $2,622,600 which is $17,692,120 less than the FY 2022-23 amended budget of $2,058,490. The FY 2024-25 adopted budget totals $2,228,610 which is $393,990 below the FY 2023- 24 adopted budget. The following table outlines the budget in comparison to the previous fiscal year. While the general overhead expenditures remain relatively consistent from year-to-year, the projects and capital expenditures for each of these budget divisions vary according to the allocation of federal and state grant funds awarded to the City.

PROPOSED
Packet Pg. 1222 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-29
The following table outlines the budget in comparison to the previous fiscal year. While the general overhead expenditures remain relatively consistent from year to year, the projects and capital expenditures for each of these budget divisions vary according to the allocation of federal and state grant funds awarded to the City.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) CDBG/AHLF 1,498,574 $ 900,510 $ 1,923,000 $ 834,980 $ (1,088,020) $ 814,110 $ (20,870) $ HOME/CalHome 1,843,299 847,980 18,643,940 1,335,630 (17,308,310) 1,223,910 (111,720) LMIHAF 335,929 310,000 489,840 450,570 (39,270) 189,300 (261,270) State/Local 1,365,270 603,007 32,357,790 2,609,970 (29,747,820) 1,779,960 (830,010) TOTAL $ 4,280,809 $ 3,423,760 $ 53,414,570 $ 5,231,150 $ (48,183,420) $ 4,007,280 $ (1,223,870) * Excluded carryover amounts
The following table displays how the department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted 273,770 $ 136,240 $ 402,100 $ $ 2,000 $ 814,110 FY 2023-24 Adopted $ 248,880 $ 140,280 $ 443,820 $ 2,000 $ 834,980 FY 2022-23 Amended $ 313,200 $ 103,200 $ 1,329,600 $ 177,000 $ 1,923,000 FY 2021-22 Actual $ 305,072 $ 97,447 $ 1,095,206 $ 849 $ 1,498,574 FY 2024-25 Adopted 104,480 57,610 1,061,820 - 1,223,910 FY 2023-24 Adopted 146,490 59,090 1,130,050 - 1,335,630 FY 2022-23 Amended 162,500 66,900 18,414,540 18,643,940 - FY 2021-22 Actual 76,200 39,292 1,727,807 - 1,843,299
FY 2024-25 Adopted 98,410 65,640 25,250 - 189,300
FY 2023-24 Adopted 106,530 66,810 277,230 - 450,570
FY 2022-23 Amended 116,980 50,110 322,750 - 489,840
FY 2021-22 Actual 89,655 41,980 204,294 - 335,929
FY 2024-25 Adopted - - 1,722,930 57,030 1,779,960
FY 2023-24 Adopted - - 2,552,940 57,030 2,609,970
FY 2022-23 Amended - 32,305,490 - 52,300 32,357,790
FY 2021-22 Actual - - 603,007 - 603,007
FY 2024-25 Adopted $ 476,660 $ 259,490 $ 3,212,100 $ 59,030 $ 4,007,280 FY 2023-24 Adopted $ 501,900 $ 266,180 $ 4,404,040 $ 59,030 $ 5,231,150 FY 2022-23 Amended $ 592,680 $ 220,210 $ 52,372,380 $ 229,300 $ 53,414,570 FY 2021-22 Actual $ 470,927 $ 178,719 $ 3,630,314 $ 849 $ 4,280,809 Total

CDBG/AHLF
Division
HOME/CalHome
LMIHAF
State/Local

PROPOSED
Packet Pg. 1223 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-30
Personnel
The Housing Division employees are shared between HCD and the Redding Housing Authority and include 19 full-time employees budgeted for FY 2023-24 and 2024-25. In the FY2022-23 actual budget, the Housing Division added four new positions to assist with an increase of projects. Staffing levels will continue to be evaluated as actual grant and program income revenues are received throughout the 2023-24 and 2024-25 fiscal years. The following table displays the Housing Division’s staffing for full-time and part-time employees.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) F/T 16.00 14.00 18.00 18.00 18.00 - -
P/T - 0.48 - 0.48 0.48 - -
Total 16.00 14.00 18.48 18.48 18.48 - -
Housing Divison
Description
Capital Outlay
Capital expenditures for CDBG and HOME include projects and programs that are dependent on the amount of entitlement funds awarded annually from HUD and program income received from its HOME and CDBG loan portfolio. Projected amounts available for activities within HOME and CDBG are based on a status quo forecast for both FY 2023-24 and FY 2024-25. The FY 2024-25 request reflects a zero increase from the 2023-24 budget year. The capital outlay budgets associated with the federal grants include long-term planning, the Continuum of Care Coordinator contract, project-related expenditures and the procurement of new project management and loan servicing software.

Included in the LMIHAF capital outlay request for FY 2023-24 and FY 2024-25, based on revenue derived from a reasonable projection of loan repayment receivables and prior year fund balances, is $10,000 annually to cover the balance of the Continuum of Care Coordinator contract expenditures, real property maintenance, recording fees, loan portfolio management, rental project long-term affordability monitoring, general project administration and the procurement of project management and loan servicing software.

State and local capital expenditures also vary from year-to-year based on grant allocations and revolving loan fund revenues. Expenditures in this category include eligible affordable housing programs funded through the CalHome, PLHA, and DR-MHP grants, capital expenditures that include prior-year revenues committed to development projects, interest payment costs related to loans from the general fund and strategic planning activities approved or anticipated for completion during FY 2023-24 and FY 2024-25.

PROPOSED
Packet Pg. 1224 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-31
Significant Issues
As with any grant funded division, the possibility exists that future grant revenue will be decreased or eliminated.

However, federal, state and local funding sources are likely to either continue at existing funding levels or decrease slightly over the next budget cycle given the general uncertainty of the economy and the Federal and State budgets. Estimates provided within this budget are conservative, either projecting no increase or only small increases in revenue.

The grant sources associated with HCD operations limit the amount of grant funds that may be utilized for administrative expenses, capping available funds to a percentage of the award allocation: CDBG 20 percent; HOME 10 percent; PLHA five percent, and the LMIHAF allows a specified dollar amount per year. In addition, CDBG, HOME, PLHA, DR-MHP DR-INFRA allow project/activity delivery costs to support personnel costs associated with the project. The HHIP provides for administrative costs of 15 percent of total incentive payments received.

In addition to the significant issues raised above, grant funds such as AHSC, IIG, DR-MHP and DR-INFRA may require the Housing Division to front capital for approved projects while awaiting reimbursement from the federal or state entity providing the grant program. However, the Housing Division does not have funds needed to do this from its own assets. Therefore, the Housing Division may need to borrow short-term funds from either the General Fund or enterprise funding sources to cover project expenses until reimbursement is received from each grant program. The cost of interest should be allocated to each project as part of its costs along with and administrative impact fees not covered by existing administrative or project delivery costs.

Performance Measures and Workload Indicators
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Actual Estimated Projected Projected
Homeowner Emergency Repair Program 8 4 5 5
Homeowner Minor Home Repair for Seniors 79 72 85 90
Homeowner Mortgage Assistance Loans Funded 1 1 5 5
Homeowner Units Rehabilitated 1 3 3 3
Homeowner Units Created - - 1 -
Loan Servicing Payoffs/Subordinations 12 15 20 25
Rental Developments Tax Credit Applications Reviewed 3 2 1 2 Total Rental Units Funding Leveraged for Construction 148 109 151 59 Total Rental Units Considered Affordable (from above) 148 109 150 58 Rental Units Rehabilitated including ERP 3 - 2 3
Public Service Projects Funded 5 5 6 5
Public Infrastructure/Facilities Projects Funded 3 2 3 - Economic Development Projects 1 1 1 1
Description

PROPOSED
Packet Pg. 1225 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-32
This page left intentionally blank.

PROPOSED
Packet Pg. 1226 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) City Council (Electorate)
City Manager
Assistant City Manager/Airport Director
Airports Manager
Administration and Security
Assistant Airports Manager
PT ‐ Status 9
(Trusted Agent)
Account Clerk II
(Trusted Agent)
Contract Security
(American Guard
Services)
Operations and Maintenance
Assistant Airports Manager
Operations &
Maintenance Working
Supervisor
Operations and
Maintenance
Worker
Operations and
Maintenance
Worker
Operations and
Maintenance
Worker
FT Airport
Custodian
PT Airport Janitor
Operations and
Maintenace
Worker
(Seasonal)
Aircraft Rescue and Fire‐
Fighting
(Redding Fire Department)
Executive Assistant Management
Analyst
F-33

AIRPORT ORGANIZATION CHART

PROPOSED
Packet Pg. 1227 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-34

AIRPORT
Overview
The Airports Division oversees operation and maintenance of the City’s two Airports, Redding Municipal and Benton Airpark. Redding Municipal is a commercial service airport with scheduled passenger service, and Benton Field is a general aviation airport. The City is responsible for safety and security at the airports and compliance with the Federal Aviation Regulations Part 139, 49 CFR Part 1542, State Aeronautics Act, California Code of Regulations (CCR), Title 21, Sections 3525-3560, and federal grant assurances. In addition, capital improvement projects on the City’s airports are funded by a combination of grant funding sources, including FAA Airport Improvement Program grants, State of California Division of Aeronautics grants, Redding Airport’s Passenger Facility Charge program and local match from the Airports fund.

The Redding Regional Airport is a non-hub primary commercial service airport located along Airport Road in the south-eastern portion of the City of Redding. In addition to commercial air service, the Redding Regional Airport hosts a premier United States Forest Service aerial attack firefighting facility which enhances regional public safety. Additionally, the airport facility hosts Fire Station #7 which provides ARFF services for the airside users and which is dually used for community structural firefighting. There are numerous commercial licensees, lessees, and tenants for various business and personal activities on the field which are managed directly by airport staff.

Benton Airfield is a general aviation airport located west of downtown Redding which hosts business facilities for a Fixed Base Operator to provide services to based and transient members of the flying public as well as tie-down, sunshade, and hangar spaces available to aircraft owners on a month-to-month basis. Benton Airfield is a treasured community asset that hosts local aircraft and public safety partners, as well as the Benton Dog Park.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Redding Regional 4,408,974$ $ 20,903,090 $ 12,940,580 $ 3,110,860 $ (9,829,720) $ 21,982,420 $ 18,871,560 Benton Airpark 486,109 4,049,040 3,978,230 166,510 (3,811,720) 219,840 53,330 TOTAL $ 4,895,083 $ 24,952,130 $ 16,918,810 $ 3,277,370 $ (13,641,440) $ 22,202,260 $ 18,924,890 * Excluded carryover amounts
Description

PROPOSED
Packet Pg. 1228 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-35
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted 1,520,650 $ $ 1,457,980 $ 19,003,790 $ 21,982,420 - $ FY 2023-24 Adopted 1,468,750 $ $ 1,453,240 $ 138,760 $ 50,110 $ 3,110,860 FY 2022-23 Amended 1,227,360 $ $ 1,681,730 $ 9,907,670 $ 123,820 $ 12,940,580 FY 2021-22 Actual 1,043,882 $ $ 1,591,207 $ 1,650,023 $ 123,862 $ 4,408,974 FY 2024-25 Adopted 25,000 102,530 50,000 42,310 219,840 FY 2023-24 Adopted 25,000 99,210 42,300 - 166,510
FY 2022-23 Amended 25,000 196,660 3,714,280 42,290 3,978,230 FY 2021-22 Actual 35,315 101,178 307,325 42,291 486,109 FY 2024-25 Adopted 1,545,650 $ $ 1,560,510 $ 19,053,790 $ 42,310 $ 22,202,260 FY 2023-24 Adopted 1,493,750 $ $ 1,552,450 $ 138,760 $ 92,410 $ 3,277,370 FY 2022-23 Amended 1,252,360 $ $ 1,878,390 $ 13,621,950 $ 166,110 $ 16,918,810 FY 2021-22 Actual 1,079,197 $ $ 1,692,385 $ 1,957,348 $ 166,153 $ 4,895,083 Redding Regional
Benton Airpark
Total
Division
Personnel
FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) F/T 11.00 8.00 11.00 11.00 - 11.00 -
P/T 1.00 2.40 1.00 1.00 - 1.00 -
Total 12.00 10.40 12.00 12.00 - 12.00 -
Description
Redding Regional
Significant Issues
The Airports Division is experiencing a surge in commercial air service activity at the Redding Regional Airport. As a result, the terminal and other passenger facilities at the Redding Regional Airport are frequently strained, especially as the typical size of aircraft servicing Redding increases to accommodate more passengers. The Terminal aircraft parking apron space is one of the most significant limiting factors for growth at the Redding Regional Airport and the existing area is deficient by Federal Aviation Administration Airport design standards. Specifically, passenger parking, airline counter space, baggage screening, and hold room capacity require rightsizing to current demand and will need frequent rebalancing to preserve the momentum of the Redding Regional Airport’s current growth pace. These factors led the Airports Division to pursue a Terminal expansion and other projects in the Airport Master Plan process. The capital funding needs of these projects are in the tens of millions of dollars. Furthermore, the Airports Division has very limited staffing resources to cover the day-to-day regulated operational demands. Deferred maintenance due to limited available funding in past years is resulting in the decline of pavement and facility infrastructure, necessitating larger capital projects to correct as time goes on.

PROPOSED
Packet Pg. 1229 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-36
Performance Measures and Workload Indicators
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25
Actual Estimated Projected Projected
Enplanements / Deplanements 202,618 186,373 202,000 205,000 Aircraft Operations 49,557 65,174 67,000 70,000
Hangar and Tiedown Occupancy 100% 100% 100% 100%
Facility & Ground Leases 31 33 37 39
Ground Lease Amendments/Renewals 5 6 20 15
Description
Unmet Needs

1. Staffing levels are insufficient to meet the workload demands as standard business operations require much more maintenance and direct oversight in the heavily federally regulated environment of aviation. Current staff have stepped up to meet needs as much as possible, however, this comes with a tradeoff in output and productivity and increases the risk of burnout. Staff turnover risks critically jeopardizing programs that are essential for maintaining commercial air service, which would not be easily re-established if lost. Additionally, non-compliance with federal aviation regulations risks financial penalties or even reversion of ownership of facilities to the Federal Aviation Administration in the most severe circumstances. Specifically, the Airports Division would benefit from the addition of (1) a Lease Coordinator to relieve pressure on other positions and programs stemming from contract maintenance and negotiation, (2) a Project Coordinator which can dedicate resources and attention to ensuring capital projects are completed in a timely and orderly fashion, and (3) a Credentialing Specialist which can relieve pressure on the airport security program which has undergone some of the most transformative regulatory changes in the past several years and is critical for maintaining commercial air service and protecting the community from aviation related security threats. The total cost for these three positions is estimated at $300K.

2. The FAA is reviewing the sizing of the terminal expansion and once approved, the Airports Division can proceed with the design phase and begin identifying funding sources for construction. The design is estimated at $6M. Construction costs could be up to $50M depending on the determined terminal size.

3. The terminal parking lot needs maintenance. A resurfacing of the terminal parking lot is estimated in excess of $1M.

4. The terminal parking lot is routinely over capacity during peak flying seasons and holidays. This inconveniences the public and results in lost revenue, negative passenger experiences, and lost opportunities to expand air service. Parking lot expansion is estimated in excess of $1M.

5. Increased car rental concessions have strained the existing car wash facility at the Redding Regional Airport. The car wash system is served by a septic and leach field and cannot accommodate the demands by the car rental companies. A new replacement facility with a connection to sanitary sewer is estimated at $300K.

6. The Airports Division does not have a facilities assessment for either airport to identify the condition and priority level of all facilities it is responsible for maintaining which leads to unanticipated failures in the infrastructure that impact air service and strain the limited budget for any planned maintenance. A onetime cost to develop the assessment is estimated at $75K.

7. The Airports Division is overdue for an update to its Rules, Regulations, Minimum Standards for Commercial Operators, and administrative policies (combined it is commonly referred to as Primary Management and Compliance Documents). The Airports Division cannot take this on in-house so an aviation consultant is needed to administer the process to update these PMCDs, which is estimated at $175K (one time cost).

PROPOSED
Packet Pg. 1230 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET FISCAL
YEARS ENDING JUNE 30, 2024 AND 2025
F-37
Cash Flow
The Airports Division is projecting a positive 5-year cash flow in the operating budget, but faces an overall shortfall as Airports has several large capital improvement projects underway. The Airports will pursue and maximize grant fund availability, particularly those with 100 percent (100%) funding. In most cases, the local match for grant funded capital improvement projects at Redding Municipal Airport comes from the Passenger Facility Charge (PFC) program.

The following table illustrates the projected operating and capital fund balance:

Airports Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Beginning Balance* $ 738,486 $ 740,470 $ (772,537) $ (485,200) $ (154,582) Revenues 3,526,430 20,929,130 3,758,841 3,891,225 4,028,833 Expenditures (3,216,446) (22,140,137) (3,169,504) (3,258,607) (3,350,723) Transfers (308,000) (302,000) (302,000) (302,000) (302,000) Net Income 1,984 (1,513,007) 287,337 330,618 376,110
Ending Cash (non-dedicated) 501,536 324,804 267,141 252,759 283,869 Ending Cash (dedicated PFC) 238,934 (1,097,341) (752,341) (407,341) (62,341) Ending Balance $ 740,470 $ (772,537) $ (485,200) $ (154,582) $ 221,528 * Includes Anticipated Savings
(Cash Balance Excludes Rolling Stock Balance)

PROPOSED
Packet Pg. 1231 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) F-38
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PROPOSED
Packet Pg. 1232 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) E/U Operational Technology
Engineer
853
Senior Information Analyst
853
Information Technology
0 5/16/2023
Chief Information Officer
895
E/U Operational Technology
Engineer
853
E/U Operational Technology
Engineer
853
Executive Assistant II
895
Associate Project Coordinator
895
IT Supervisor - Programming
895
Applications Analyst
895
IT Supervisor - Network
Operations Center
895
IT Supervisor - Integrated Public
Safety
446
Applications Analyst
446
Computer/Network Technician
446
Systems Administrator
895
Systems Administrator
895
Computer/Network Technician
895
Network Administrator
895
Senior GIS Analyst
438
GIS Analyst II
438
GIS Manager
438
E/U Operational Technology
Engineer
853
Computer/Network Technician
895
Computer/Network Technician
895
Computer Support Specialist
895
GIS Analyst II
853
Applications Analyst
895
Systems Administrator
446
Network Administrator -
Communications
899
E/U Operational Technology
Engineer
853
E/U Operational Technology
Engineer
853
Electric Manager -
Operational Technology
853
Cyber Security Officer
895
Applications Analyst
895
Applications Analyst
446
Systems Administrator
446
Systems Administrator
895
GIS Analyst I
438
Electric Program Supervisor -
Operational Tech
853
E/U Operational Technology
Engineer
853
Network Administrator
895
Key
IT Funded Position
0 REU Funded Position
0 Integrated Public Safety Funded
Position
0 G-1

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) G-2
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PROPOSED
Packet Pg. 1234 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
G-3

INFORMATION TECHNOLOGY

DEPARTMENT
$0
$2,000
$4,000
$6,000
$8,000
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1235 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) G-4
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PROPOSED
Packet Pg. 1236 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
G-5

INFORMATION TECHNOLOGY DEPARTMENT
Overview
The Information Technology Department consists of the Information Technology (IT) Division, the Geographic Information Systems (GIS) Division, and the Communications Division. Each of these are Internal Service Fund Divisions as they serve other departments and divisions within the City of Redding. The Information Technology Division is comprised of a Network Operations Center (NOC), IT Administration, and a Programming team as well as providing support for vendor systems. The Communications Division is responsible for the operation and security of the City’s Motorola radio system, video security system at City Hall and ancillary locations. . The GIS Division provides a wide range of services including mapping, data creation and analysis, reporting, imaging, data maintenance and data delivery to City departments, City consultants, outside agencies and to the public. GIS technology melds into the City of Redding departmental workflows and business processes increasing productivity and improving efficiency. The GIS team also supports in-house enterprise applications such as our Development Services Integrated Land Management System (ILMS) EnerGov software and Public Works Maintenance Management System (MMS), Cartegraph OMS software and the Integrated Public Safety System (IPSS) software, PremierOne.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Information
Technology
Communications 272,959 411,090 517,790 769,000 251,210 786,210 17,210 TOTAL
* Excluded carryover amounts
(142,570)
$ 3,678,746 $ 3,870,290 $ 7,428,670 $ 6,480,760 $ (947,910) $ 4,872,950 (1,733,170)
Description
$ 4,455,596 $ 4,876,140 $ 8,559,960 $ 8,109,660 (450,300) $ 6,376,490 $ (1,607,810)
Geographical Information
Systems 503,891 594,760 613,500 859,900 246,400 717,330

PROPOSED
Packet Pg. 1237 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
G-6
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Materials,
Supplies & Capital Debt
Personnel Services Outlay Service Total
FY 2024-25 Adopted 3,139,540 $ $ 1,658,520 $ 74,890 $ 4,872,950 - $ Information FY 2023-24 Adopted 3,025,470 $ $ 2,062,460 $ 1,392,830 $ 6,480,760 - $ Technology FY 2022-23 Amended 2,765,910 $ $ 1,252,130 $ 3,410,630 $ 7,428,670 - $ FY 2021-22 Actual $ 2,233,130 $ 1,375,298 $ 70,318 $ 3,678,746 - $ FY 2024-25 Adopted 327,830 453,380 5,000 786,210 -
FY 2023-24 Adopted 300,810 463,190 5,000 769,000 -
FY 2022-23 Amended 141,660 278,010 98,120 517,790 -
FY 2021-22 Actual 130,529 138,321 4,109 272,959 -
FY 2024-25 Adopted 561,970 155,360 - 717,330 -
FY 2023-24 Adopted 527,970 325,430 6,500 859,900 -
FY 2022-23 Amended 454,200 146,750 12,550 613,500 -
FY 2021-22 Actual 358,152 145,739 - 503,891 -
FY 2024-25 Adopted 4,029,340 $ $ 2,267,260 $ 79,890 $ 6,376,490 - $ FY 2023-24 Adopted 3,854,250 $ $ 2,851,080 $ 1,404,330 $ 8,109,660 - $ FY 2022-23 Amended 3,361,770 $ $ 1,676,890 $ 3,521,300 $ 8,559,960 - $ FY 2021-22 Actual $ 2,721,811 $ 1,659,358 $ 74,427 $ 4,455,596 - $ Communications
Geographical
Information Systems
Division
TOTAL
Personnel
The following table displays the number of positions in the Information Technology Department.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) F/T 20.00 18.00 18.00 19.00 1.00 19.00 -
P/T 0.48 0.48 - - - - -
Total 20.48 18.48 18.00 19.00 1.00 19.00
F/T 1.00 1.00 1.00 2.00 1.00 2.00 -

P/T - -
Total 1.00 1.00 1.00 2.00 1.00 2.00 -
F/T 4.00 4.00 4.00 4.00 - 4.00 -

P/T - - - - - - -
Total 4.00 4.00 4.00 4.00 - 4.00 -
F/T 25.00 23.00 23.00 25.00 2.00 25.00 -
Total P/T 0.48 0.48 - - - - -
Total 25.48 23.48 23.00 25.00 2.00 25.00 -
Description
Information Technology
Communication
Geographical
Information Systems

PROPOSED
Packet Pg. 1238 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
G-7
Significant Issues
Information Technology Department
Challenges that the Information Technology Department (IT) faces consist of constantly monitoring for, and responding to, cyber events, operating system hardening, group policy changes, endpoint protection (anti-virus) rules, multi-factor (MFA) requirements, firewall rules, etc. In addition to all of the aforementioned tasks, the IT division must continue to address help desk tickets, software and firmware patch maintenance, and meet the support demands of a technology focused growing work environment.

Included in this budget is an additional System Administrator to allow IT to take more of a proactive over reactive approach to system maintenance and customer service.

Along these lines, the IT Department is taking a proactive approach to computer replacements citywide.

This new methodology will allow IT to replace computers that are deemed to be end-of-support and may be deemed a security risk to the City.

As many departments throughout the City start to migrate to cloud-based applications, such as Oracle, Teller, WebEOC, and even the City VoIP phone system the need for vendor provided support is mandated. While these applications have higher ongoing support costs, the City will realize “soft” savings as the support of the applications will be done by the companies themselves, and are constantly updated to the latest, more secure version.

With upgraded technology and the EOC addition to our REU Avtech location, the Server Room that houses all the primary servers and technology, currently stands unprotected from fire. It is imperative that fire suppression be installed.

Communications Division
The Communications Division will continue to be heavily involved in the continued maintenance and support of the City’s P-25 radio system; in addition to addressing ongoing issues with remote antenna sites that are used for other means of communications where fiber is not an option. This budget includes Motorola contracted annual support maintenance, however, the City will still be the first line of support for the system and all its ancillary equipment. Another issue is that the Communications Division will need to continue to support remaining legacy telephone systems and pursue options for replacement.

With extremely limited resources and funding available to the Communications Division, ensuring timely response times and required support will be at risk. Over the last few years the Communications Division reported to the Network Operations Center, however, due to the increase in tasks and responsibilities, a dedicated IT Supervisor position has been budgeted in an effort to provide dedicated support to the division and staff, and better balance the workload.

Geographical Information Systems Division
The Geographical Information Systems (GIS) Division’s scope of services and the critical nature of daily operations continue to grow. In addition to maintaining core datasets and responding to more than 1,000 hard-copy map requests each year, GIS continues to expand the City’s datasets and web-based map services in support of City and Redding Electric Utility (REU) systems. Recently, GIS migrated to a subscription-based aerial imagery platform as this ensures they are able to use the latest imagery for all application and mapping needs. Integrations into external Cloud platforms and on-premise applications

PROPOSED
Packet Pg. 1239 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
G-8
continue to expand in near-term projects and ongoing maintenance. GIS integrates into applications, such as Cartegraph OMS, Energov, Vertex, REU Outage Management System (OMS), REU MIMS Mobile, IT Pipes, StreetSaver, IPSS Motorola Flex (Spillman) and Motorola PremierOne, GIS, evolve, the GIS Division will continue to be challenged unless the Division can acquire additional resources needed to stay current with the requirements of each application. Additionally, the GIS Division will be challenged to provide the needed resources to implement new GIS-centric tools and mapping applications in support of the City's fire mitigation efforts, the annual point-in-time homelessness survey, and the eventual migration from the electric utility's Geometric Network to the new industry standard Utility Network.

Performance Measures and Workload Indicators
Information Technology Department
Workload Indicators
2021-22
Actual
2022-23
Estimated
2023-24
Projected
2024-25
Projected
System Up Time 99+% 99+% 99+% 99+%
Number of E-Mail Accounts 1,160 1,153 1,200 1,200
Number of Service Calls-Hardware/Office Automation, and Application Programs 3,500 3,550 3,600 3,700
Number of Wide Area Network (WAN)
Connected Facilities 45 45 45 45
Number of Windows Servers 250 290 300 310
Number of IBMi Servers 1111
Number of Other Servers 15 15 15 15
Number of Registered Domains 28 30 30 30
Web Applications 15 17 20 23
Communications Division
Workload Indicators
2021-22
Actual
2022-23
Estimated
2023-24
Projected
2024-25
Projected
Telephone Lines 350 361 250 200
Cell Phones 323 340 340 350
Data Lines 373 373 - -
VoIP Devices 769 769 800 850
800 MHz Mobile/Portable Radios 263 790 829 870
800 MHz Repeaters 15 20 24 24
800 MHz Sites 2222
Phone Systems 2222

PROPOSED
Packet Pg. 1240 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
G-9
Geographical Information Systems
Workload Indicators
2019-20
Actual
2020-21
Estimated
2021-22
Projected
2022-23
Projected
Mapping/Analysis Requests 1,400 1,400 1,300 1,200
Web-Based Interactive Mapping Applications 28 25 80 100 Field Data Collection Apps 8 10 16 20
Interactive Map Visits Counts 80,000 75,000 85,000 90,000 Unmet Needs
Information Technology
Most if not all applications are based on some sort of database or repository. The critical nature of these databases requires careful management, support, and administration. This skill set is found generally in a Database Administrator which IT has needed for quite some time but is unable to recruit due to salary and budget constraints.

The ability to have a locally installed copy of Microsoft Office will be discontinued as of Oct 2026. At this point the City of Redding will be forced to migrate to a cloud-based subscription model call M365.

Due to budget constraints, an M365 migration was removed from IT’s proposed budget.

As the demand for technology increases so does the demand for technical support resources. An additional layer to this support now is cybersecurity. Additional System Administrator positions are incrementally needed to maintain the highest levels of support and security.

Due to a process change, IT will be determining and funding necessary desktop PC hardware upgrades.

Restricted funding for this effort will force a high level of scrutiny and creativity in the reuse and repurposing.

Communications
As the demand for radio and other forms of communications increase so does the demand for support resources. Additional supervisorial and network Administrator Positions will be required to maintain the highest levels of support and security.

As older antennas and other communications equipment start to fail, additional funding to acquire and replace equipment will become crucial in order to maintain proper communication connectivity.

Geographical Information Systems
The GIS Division needs to replace one of its aging large format plotters. The average life span of an HP Inkjet plotter is 5 to 6 years and the current GIS plotter located at City Hall is over 8 years old and showing signs of significant wear.

GIS would like to use consulting services to build upon its existing GeoEvent server and expand the functionality of AVL in GIS.

PROPOSED
Packet Pg. 1241 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) G-10
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PROPOSED
Packet Pg. 1242 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) City of Redding Personnel Department
Organizational Chart
Personnel Manager Risk Manager
Personnel Analyst I
(Claims Examiner)
Personnel Analyst I
(General Liability)
Senior Personnel Analyst
(Payroll & Benefits)
Personnel Analyst II
(Claims Examiner)
Payroll & Benefits Technician
(Payroll)
Clerk II
Personnel Analyst I
(Claims Examiner)
Personnel Director
Senior Personnel Analyst
(Recruitments)
Personnel Analyst I
(Recruitments)
Personnel Analyst II
(Volunteers, Recruitments)
Payroll & Benefits Technician
(Benefits)
Personnel Analyst I
(Recruitments)
H-1
PROPOSED Packet Pg. 1243
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) H-2
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PROPOSED
Packet Pg. 1244 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2022 AND 2025
H-3

PERSONNEL
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
Expenditure Comparisons (In Thousands)
FY 2019-20 Actual
FY 2020-21 Adopted
FY 2020-21 Amended
FY 2021-22 Adopted
FY 2022-23 Adopted

PROPOSED
Packet Pg. 1245 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) H-4
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PROPOSED
Packet Pg. 1246 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
H-5

PERSONNEL DEPARTMENT
Overview
The Personnel Department provides support in the areas of recruitment and selection, benefit administration, classification and compensation/payroll, performance management, labor relations/negotiations, workers’ compensation/safety, and volunteer administration.

The mission of the Personnel Department is to promote and maintain a high performance organization by recruiting, developing and retaining an outstanding, creative and diverse workforce to serve the needs of the community; cultivating an environment that encourages and empowers employees to continually strive for excellence; serving as a resource and providing support to City departments and City employees; providing effective employee training programs; and providing a safe and healthful work environment for City employees and the public.

Description
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2022-23
Amended
FY 2023-24
Adopted
Increase
(Decrease)
FY 2024-25
Adopted
Increase
(Decrease)
Personnel $ 557,910 575,779 $ 636,530 $ 918,560 $ 282,030 $ 905,200 $ (13,360) $ General Fund Subtotal 575,779 557,910 636,530 918,560 282,030 905,200 (13,360) Volunteer Services 181,001 163,920 165,780 171,590 5,810 180,850 9,260 Employer Services 973,989 1,022,390 1,284,460 1,260,270 (24,190) 1,148,340 (111,930) Employee Benefits Group
Insurance 26,126,215 26,057,640 28,805,020 29,068,390 30,418,800 263,370 1,350,410 Employee Benefits Payroll 18,811,907 47,792,700 47,792,700 52,347,260 4,554,560 47,517,890 (4,829,370) Risk Management 8,385,204 8,399,080 11,042,760 10,210,870 (831,890) 10,714,620 503,750 Internal Service Fund
Subtotal 54,478,316 83,435,730 89,090,720 93,058,380 3,967,660 89,980,500 (3,077,880) TOTAL $ 55,054,095 $ 83,993,640 $ 89,727,250 $ 93,976,940 4,249,690$ $ 90,885,700 $ (3,091,240) *Excludes carryover amounts

PROPOSED
Packet Pg. 1247 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
H-6
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Supplies & Capital Debt
Division Personnel Services Outlay Service Total
FY 2024-25 Adopted 718,560 186,640 - - 905,200
FY 2023-24 Adopted 715,420 203,140 - - 918,560
FY 2022-23 Amended 425,670 210,860 - - 636,530
FY 2021-22 Actual 386,352 189,427 - - 575,779
FY 2024-25 Adopted 157,460 23,390 - - 180,850
FY 2023-24 Adopted 148,310 23,280 - - 171,590
FY 2022-23 Amended 144,300 21,480 - - 165,780
FY 2021-22 Actual 156,549 24,452 - - 181,001
FY 2024-25 Adopted 624,800 523,540 - 1,148,340 -
FY 2023-24 Adopted 707,130 553,140 - 1,260,270 -
FY 2022-23 Amended 668,260 616,200 - 1,284,460 -
FY 2021-22 Actual 640,997 332,992 - - 973,989
FY 2024-25 Adopted 267,990 30,150,810 - 30,418,800 -
FY 2023-24 Adopted 281,460 28,786,930 - 29,068,390 -
FY 2022-23 Amended 224,380 28,580,640 - 28,805,020 -
FY 2021-22 Actual 175,870 25,950,345 - 26,126,215 -
FY 2024-25 Adopted 47,517,890 - - 47,517,890 -
FY 2023-24 Adopted 52,347,260 - - 52,347,260 -
FY 2022-23 Amended 47,792,700 - - 47,792,700 -
FY 2021-22 Actual 18,811,907 - - 18,811,907 -
FY 2024-25 Adopted 1,330,040 9,384,580 - 10,714,620 -
FY 2023-24 Adopted 1,374,960 8,835,910 - 10,210,870 -
FY 2022-23 Amended 1,145,940 9,896,740 80 11,042,760 -
FY 2021-22 Actual 1,135,098 7,249,762 344 8,385,204 -
FY 2024-25 Adopted $ 3,098,850 $ 87,786,850 $ - $ 90,885,700 - $ FY 2023-24 Adopted $ 3,227,280 $ 90,749,660 $ - $ 93,976,940 - $ FY 2022-23 Amended $ 2,608,550 $ 87,118,620 $ 80 $ 89,727,250 - $ FY 2021-22 Actual $ 2,494,866 $ 52,558,885 $ 344 $ 55,054,095 - $ Total
Personnel
Volunteer Services
Employer Services
Employee Benefits
Group Insurance
Employee Benefits
Payroll
Risk Management

PROPOSED
Packet Pg. 1248 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
H-7
Personnel
The following chart gives a breakdown of personnel in the various divisions of the Personnel Department which have employees:

F/T 7.00 6.00 7.00 8.00 1.00 8.00 -
Personnel P/T - - - - - - -
Total 7.00 6.00 7.00 8.00 1.00 8.00 -
F/T 1.00 1.00 1.00 1.00 - 1.00 -
Volunteer Services P/T - - - - - - -
Total 1.00 1.00 1.00 1.00 - 1.00 -
F/T 6.00 6.00 6.00 6.00 - 6.00 -
Risk Management P/T 0.96 - - 0.48 - - -
Total 6.96 6.00 6.00 6.48 0.48 6.00 (0.48)
F/T 14.00 13.00 14.00 15.00 1.00 15.00 -
P/T 0.96 - - 0.48 - - -
Total 14.96 13.00 14.00 15.48 1.48 15.00 (0.48)
FY 2024-25
Adopted
Increase
(Decrease) Description
Total
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2022-23
Amended
FY 2023-24
Adopted
Increase
(Decrease)
Significant Issues
Personnel Director Position Funding
Funding for the Assistant City Manager/Personnel Director position was previously budgeted in the City Manager division, but the position will not continue as a dual role and the Personnel Director salary is now housed in the Personnel Division.

Retired Annuitant Position Funding
Retired Senior Personnel Analyst budgeted as an annuitant for up to 960 hours in Fiscal Year 2023-24 to assist with the Human Capital Management (HCM) portion of the ERP implementation. This position will be directly responsible for maintaining employee data in Oracle for the financial modules before HCM cuts over completely in January 2024.

Employer Services – Labor Negotiations
The Employer Services division increase is due to continued labor negotiation expense as almost all bargaining units are expected to open contract negotiations within the next budget cycle and impasses have delayed current bargaining.

We also budgeted for an Equity Program consultation in FY 2023-24 to assist our team with understanding organizational strengths and challenges, creating an equity plan and prioritizing action steps toward achieving our equity goals.

PROPOSED
Packet Pg. 1249 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
H-8
General Liability Self Insurance Program – Insurance Premiums Most of the City’s general liability insurance coverages are obtained through the City’s participation as a member of the California Joint Powers Risk Management Authority (CJPRMA). CJPRMA has estimated an increase of 30% for general liability insurance and 20% for property insurance, while liability claims also are anticipated to increase significantly. This results in a $1.5M increase to the Risk Management budget.

Performance Measures and Workload Indicators
Personnel Division
The following table displays some of the workload indicators for the past, present and projected future of the Personnel Division.

Workload Indicators
2019-20
Actual
2020-21
Actual
2021-22
Actual
2022-23
Estimated
2023-24
Projected
2024-25
Projected
Recruitments conducted 162 144 468 400 450 450
Employment applications received 5,904 5,248 4,734 5,550 5,500 5,500 Orientations conducted 218 251 247 160 200 220
Employee training sessions conducted/ facilitated by
Personnel 30 10 10 25 30 30
Labor contracts negotiated 1 3 0 7 3 4
Personnel transactions 1,292 532 1,353 1,500 1,500 1,500 Retirements processed 33 29 17 20 20 20
Labor/management meeting outside 20 40 120 10 50 50
Exit interviews conducted 44 40 28 35 50 50
Policy Development/Revisions 0 2 6 5 5 5
Risk Management Division
The following table displays some of the workload indicators for the past, present and projected future of the Risk Management Division.

Workload Indicators
2019-20
Actual
2020-21
Actual
2021-22
Actual
2022-23
Estimated
2023-24
Projected
2024-25
Projected
Workers' compensation indemnity claims opened 35 34 40 36 37 38 Workers' compensation medical only claims
opened 41 44 42 42 43 42
Liability claims opened 116 98 88 90 95 100
Liability claims closed without payment 51% 64% 46% 48% 50% 55% Liability Certificates of Insurance processed 3,800 3,900 4,000 4,200 4,300 4,400

PROPOSED
Packet Pg. 1250 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
H-9
Employer Services Division
The following table displays some of the workload indicators for the past, present and projected future of the Employer Services Division.

Workload Indicators
2019-20
Actual
2020-21
Actual
2021-22
Actual
2022-23
Estimated
2023-24
Projected
2024-25
Projected
DMV physicals 127 156 145 137 150 150
Pre-employment drug tests 260 250 250 150 175 175
Physicals - Fire, Safety, Pre-employment, Mask Fit Tests 277 185 199 250 260 260

PROPOSED
Packet Pg. 1251 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) H-10
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PROPOSED
Packet Pg. 1252 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CHIEF OF POLICE
(1)
EXECUTIVE ASST. II
(1)

CAPTIAN
Admin Prof Standards
(1)
EXECUTIVE ASST. I
(1)

MANAGEMENT ANALYST II
(1)

ACCOUNT CLERK II
(1)

LIEUTENANT

SHASCOM
(1)

LIEUTENANT
Prof. Standards/BWC
(1)

PROP EVIDENCE
TECHS
(2)

CSO/BWC
(2)

SERGEANT
Prof Standards
(1)

SERGEANT
Training
(1)

ADMIN ASSIST
(1)

CUSTODIAN
(1)

CAPTAIN
Patrol
(1)

LIEUTENANT
SSU
(1)

SERGEANT
Traffic Unit
(1)
PARKING ENFORC. OFF.
(1)
CSO
AVA
(1)

RED LIGHT ENFOR
P/T (4)

OFFICERS
(4)
CADETS
P/T (15)

SERGEANT
SSU
(1)

CORPORAL
SSU
(2)
CWPO
Comm. Cleanup
(3)

CIRT OFFICERS
(4)
SRO'S
(5)

OFFICERS
Bike Team
(4)

PARK RANGERS
(4)
EXECUTIVE ASST. I
(1)

LIEUTENANT
Friday - Sunday
(1)

SERGEANT
W2B
(1)

CORPORAL
(1)
CSO'S
(3)

OFFICERS
(12)

SERGEANT
2A
(1)

CORPORAL
(1)

OFFICERS
(13)

LIEUTENANT
Monday-Thursday
(1)

SERGEANT
Watch 2A
(1)

CORPORAL
(1)

OFFICERS
(10)
CSO'S
(3)

SERGEANT
Watch 3
(1)

CORPORAL
(1)
CSO'S
(2)

OFFICERS
(10)

SERGEANT
Watch 1A
(1)

CORPORAL
(1)

OFFICERS
(11)

CAPTAIN
Detective/Police Records
(1)

EXEC ASSISTANT I
(1)

CRIME ANALYST
(1)

SERGEANT
Mon-Thurs
(1)
CSO
(1)

DETECTIVES
(7)

SERGEANT
Tues - Fri

DETECTIVES
(7)

SERGEANT
NPU
(1)

OFFICERS
(4)

SERGEANT
(1)

RECORDS MANAGER
(1)

RECORDS SUPERVISOR
(2)

POLICE RECORDS
TECH
F/T
(12)

POLICE RECORDS
TECH
P/T
(3)

POLICE IT

I/T SUPERVISOR
(1)

SYSTEM ADMIN
(2)

SYSTEM ANALYST
(2)

NETWORK TECH III
(1)

REDDING POLICE DEPARTMENT
I1

PROPOSED
Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) I-2
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PROPOSED
Packet Pg. 1254 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
I-3

POLICE DEPARTMENT
$0 $2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
$22,000
$24,000
$26,000
$28,000
$30,000
$32,000
$34,000
$36,000
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1255 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) I-4
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PROPOSED
Packet Pg. 1256 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
I-5

POLICE DEPARTMENT
Overview
The Redding Police Department’s mission is to work in partnership with the community to protect life and property, find innovative ways to solve neighborhood problems. and enhance the quality of life in the city. The Redding Police Department (RPD) consists of three divisions, each led by a Captain.

The Field Operations Division is the fundamental service delivery team of the Police Department. It accounts for more than 70 percent of the Police Department’s measurable workload, providing services 24 hours a day, 365 days a year. The Field Operations Division encompasses approximately 110 employees in multiple positions. It includes Patrol and several specialty units such as the K-9 Unit and SWAT (Special Weapons and Tactics).

Within the Field Operations Division is the Special Services Unit (SSU) which focuses heavily on communityoriented policing, proactive enforcement, and long-term problem-solving. The Special Services Unit encompasses the Neighborhood Police Unit, Traffic Unit, Downtown Bike Team, Crisis Intervention Team, School Resource Officers, Park Rangers, and the Community Clean-up Program.

The Detective Division includes Detectives and Records. The Detective Unit conducts follow-up criminal investigations on all felony and certain misdemeanor crimes reported to the Police Department, including homicide, sexual assault, burglary, property crimes, high-tech crimes, financial crimes, missing persons, gang investigations, and crime scene investigations. Police officers assigned to the Detectives Unit are provided significant ongoing training in order to prepare them for their investigative assignment. Considerable cross training is required so Detectives can be temporarily assigned to any type of case when additional resources are needed.

Along with providing customer service for a member of the public who come in to the Department, the Records Unit supports all police divisions, including typing and processing reports, managing warrants, and handling registration of massage parlors, second-hand dealers, card rooms, and sex and arson registrants. Records handles several other critical functions to support the daily operations of the Patrol and Detective Divisions allowing them to focus on their primary responsibilities.

The Administration Division conducts all hiring, manages all training, purchasing, payroll, department budget, and grants. Administration also includes a newly created Body Worn Camera Unit, and the Professional Standards Unit that oversees all internal investigations, property and evidence storage, and policies and procedures for the Department. They also handle the Department’s portion of the City’s marijuana licensing process, including physical inspections of the locations.

The Police Department's adopted budget for Fiscal Year 2023-24 totals $42,346,280 which is $1,809,600 above the Fiscal Year 2022-23 amended budget of $40,536,680; and for Fiscal Year 2024-25 the adopted budget totals $43,416,760, which is $1,070,480 over the FY 2023-24 adopted budget.

PROPOSED
Packet Pg. 1257 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
I-6
The following is a breakdown of the adopted budget by division.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) Description
Administration $ 3,225,984 $ 3,295,450 $ 3,471,150 $ 4,083,100 $ 611,950 $ 4,040,650 $ (42,450) Field Operations 25,996,861 25,306,710 26,386,120 26,952,590 566,470 27,845,290 892,700 Investigations 5,268,333 5,009,350 5,166,720 6,091,460 924,740 6,117,590 26,130 Records 4,111,791 4,676,170 4,739,840 5,100,240 360,400 5,289,820 189,580 Police Grants 1,139,125 113,230 772,850 118,890 (653,960) 123,410 4,520 TOTAL $ 39,742,094 $ 38,400,910 $ 40,536,680 $ 42,346,280 $ 1,809,600 $ 43,416,760 $ 1,070,480 * Excluded carryover amounts
The following table displays how the Department’s budget is broken down between the major expenditure groups.

Materials
Supplies & Capital Debt
Division Personnel Services Outlay Service Total
FY 2024-25 Adopted 3,029,660 $ 1,010,990 $ - $ - $ 4,040,650 $ FY 2023-24 Adopted 2,991,960 $ 1,091,140 $ - $ - $ 4,083,100 $ FY 2022-23 Amended 2,699,260 $ 771,890 $ - $ - $ 3,471,150 $ FY 2021-22 Actual 2,393,742 $ 832,242 $ - $ - $ 3,225,984 $ FY 2024-25 Adopted 23,541,530 4,232,250 71,510 - 27,845,290 FY 2023-24 Adopted 22,635,050 4,136,030 181,510 - 26,952,590 FY 2022-23 Amended 23,202,790 2,596,320 455,010 132,000 26,386,120 FY 2021-22 Actual 20,471,869 2,760,708 2,666,904 97,380 25,996,861 FY 2024-25 Adopted 5,410,310 707,280 - 6,117,590 -
FY 2023-24 Adopted 5,306,410 785,050 - 6,091,460 -
FY 2022-23 Amended 4,529,960 636,760 - 5,166,720 -
FY 2021-22 Actual 4,577,739 690,594 - 5,268,333 -
FY 2024-25 Adopted 2,597,320 2,692,500 - 5,289,820 -
FY 2023-24 Adopted 2,559,680 2,540,560 - 5,100,240 -
FY 2022-23 Amended 2,448,130 2,291,710 - 4,739,840 -
FY 2021-22 Actual 1,945,859 2,165,932 - 4,111,791 -
FY 2024-25 Adopted - 123,410 - - 123,410
FY 2023-24 Adopted - 118,890 - - 118,890
FY 2022-23 Amended 156,070 10,730 606,050 - 772,850
FY 2021-22 Actual (30,881) 33,665 1,136,341 1,139,125 - FY 2024-25 Adopted 34,578,820 $ $ 8,643,020 $ 194,920 $ 43,416,760 - $ FY 2023-24 Adopted 33,493,100 $ $ 8,552,780 $ 300,400 $ 42,346,280 - $ FY 2022-23 Amended 33,036,210 $ $ 6,307,410 $ 1,061,060 $ 132,000 $ 40,536,680 FY 2021-22 Actual $ 29,358,328 $ 6,483,141 $ 3,803,245 $ 97,380 $ 39,742,094 Total
Administration
Field Operations
Investigations
Records
Police Grants

PROPOSED
Packet Pg. 1258 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
I-7
Personnel
Over the last several budget cycles RPD has add four (4) additional police officers for the Bike Team, four (4) police officers for Park Rangers, five (5) police officers for the new Beat 8 and four (4) Crisis Intervention Response Team (CIRT) Officers, (two (2) approved during FY 2020-21) which were approved during the FY 2021-23 budget cycle. The Bike Team patrols downtown and the business districts working with businesses to solve ongoing criminal activity. The CIRT officers are a partnership with Shasta County Health and Human Services to serve mental health consumers in Shasta County and work to provide housing and resources to members of our unsheltered community. The newly created Body Worn Camera Unit consists of two Community Service Officer positions, which are requested in this budget, managed by an Administrative Lieutenant.

The following table displays the number of positions in the Redding Police Department.

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended* Adopted (Decrease) Adopted (Decrease) F/T 11.00 10.00 10.00 12.00 2.00 12.00 -
Administration P/T - - - - - - -
Total 11.00 10.00 10.00 12.00 2.00 12.00 -
F/T 96.00 100.00 116.00 116.00 116.00 - -
P/T 7.21 8.17 9.13 8.17 (0.96) 8.17 -
Total 103.21 108.17 125.13 124.17 (0.96) 124.17 -
F/T 19.00 18.00 21.00 21.00 - 21.00 -
Investigations P/T - - - - - - -
Total 19.00 18.00 21.00 21.00 - 21.00 -
F/T 20.00 20.00 19.00 19.00 - 19.00 -
Services P/T 0.96 0.96 1.44 1.44 - 1.44 -
Total 20.96 20.96 20.44 20.44 - 20.44 -
F/T 5.00 5.00 6.00 6.00 - 6.00 -
Police I/T P/T - - - - - - -
Total 5.00 5.00 6.00 6.00 - 6.00 -

F/T - - - - - - -
Police Grants P/T - - - - - - -
Total - - - - - - -
F/T 151.00 153.00 172.00 174.00 2.00 174.00 -
Total P/T 8.17 9.13 10.57 9.61 (0.96) 9.61 -
Total 159.17 162.13 182.57 183.61 1.04 183.61 -
Field Operations

PROPOSED
Packet Pg. 1259 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
I-8
Significant Issues
The Field Operations patrol fleet continues to be a major issue. Increased costs of vehicles and outfitting, coupled with significant supply chain issues, have made replacing an aging fleet difficult. An infusion of $1 million in ARPA funding this budget cycle is necessary to update the aging fleet with modern, fuel efficient, pursuit-rated police vehicles once the vehicle manufacturers resume selling pursuit-rated police vehicles.

As staffing has increased from the addition of CIRT, Bike Team, and Park Rangers, the Redding Police Department’s patrol building, built in 2015, has now run out of office space. CIRT is currently utilizing office space in the downtown substation. Officers and staff are sharing computers and desks as there is not enough space available for new workstations. RPD will move DNA evidence from City Hall to the patrol building evidence facility that has been upgraded to conditioned space. The request for $10k is needed to purchase a DNA freezer, carpet, paint and retrofit the former DNA evidence room to provide much needed office space to our growing workforce.

The Redding Police Department’s key card system is no longer supported and continues to fail leaving doors and gates vulnerable to intrusion. $100k is needed to upgrade all patrol building door and gate hardware and key card readers. The new system would tie in to the new City Hall key card system that was updated this year.

In February of 2022, the Redding City Council designated funding in the 2023-24 budget year for RPD to pursue a Body Worn Camera (BWC) program. Initial allocation was $750k annually for staff, office equipment, computers, software, BWC’s, and digital storage (evidence management). After a year of testing and evaluation, RPD believes an annual $500k allocation will be sufficient for the program including cameras, storage, and two Community Service Officers to handle equipment, evidence, public records act requests and redaction. The program will be managed by an Administrative Lieutenant allocated in the General Fund.

Recruitment and hiring of qualified police officers has been a significant issue for the Redding Police Department (RPD) and all police departments nationwide. In March 2022, the Redding City Council authorized a $40,000 signing bonus for lateral police officers. This signing bonus, coupled with an intensive recruiting program with up to six sponsored recruits in the police academy at any one time, has resulted in the Department being 98 percent fully staffed. Due to changes, training, and mentoring over the past two years, RPD training staff has changed the recruit success rate (retention) from 40 percent to 70 percent.

PROPOSED
Packet Pg. 1260 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
I-9
Workload Indicators
2023 2024
Workload Indicators Projected Projected
Calls for service 94,782 86,223 85,429 86,012 85,539 85,873 86,259 Average response times
(Priority 0-2)* 0:17:09 0:15:07 0:12:37 Not Available Not Available Not Available Not Available Total arrests 8,616 7,994 8,312 9,264 8,366 8,023 7,807 Felony arrests ** 2,284 2,271 2,054 2,280 2,319 2,210 2,072 Total booked 4,638 4,338 3,793 3,586 3,651 3,329 3,273
Major crimes
(Part I Crimes) 4,053 3,569 2,836 2,676 3,183 3,395 3,415 DUI arrests 537 457 366 314 358 358 369
Traffic Collisions 612 684 690 659 689 717 751
** Felony arrests could be reduced due to changes in state law (Proposition 47 and Proposition 57). *** Stats for 2021 & 2022 are skewed from the COVID-19 Pandemic 2018 2019 2020 2021 2022
* Average response time for 2018 is only for 9 months. The Department changed the way this data was collected in Oct 2018 because of new records management system.

Unmet Needs
Rifles and Suppressors $ 121,020
Tactical Gas Masks $ 35,000
Administration Office Expansion $ 10,000
Four (4) Detectives $ 960,000
Additional Training for Detectives Division $ 10,000
Unmet Needs

PROPOSED
Packet Pg. 1261 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) I-10
This page left intentionally blank

PROPOSED
Packet Pg. 1262 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Public Works DepartmentͲManagers and Support Staff Direct Reports Director of Public Works
501
Assistant Director of Public WorksͲ
Transportation/Construction
501
Assistant Director of Public WorksͲUtilities
867
Deputy Director of Public WorksͲSolid Waste/
Fleet
550
Sr. Project CoordinatorͲTechnical
501
Executive Assistant II
501
Senior Civil Engineer
511
Public Works SupervisorͲSW Ops
550
Public Works SupervisorͲCustomer Service
550
Public Works SupervisorͲSW Ops
555
Public Works SupervisorͲFleet
810
Municipal Utility ManagerͲWater
861
Municipal Utility ManagerͲWastewater
871
Public Works SupervisorͲStreets
511
Assistant Director of Public WorksͲEngineering
501
Management Analyst II
550
Safety Specialist
867
Senior Civil Engineer
867
Management Analyst I
867
Construction ManagerͲCapital Projects
501
Construction ManagerͲLand Development
501
Senior Civil Engineer
501
City Surveyor
501
Environmental Compliance Manager
501
Management Analyst I
501
J-1

PROPOSED
Packet Pg

STREETS/TRAFFIC
0 Public Works Lead Worker
511
Public Works Supervisor
511
Working Supervisor
511
Equipment Operator
511
Working Supervisor
511
Public Works Lead Worker
511
Assistant Director of Public Works
Transportation/Construction
501
Senior Civil Engineer
511
Engineering Tech II
511
Working Supervisor
511
Parking Meter Service Worker
511
Assistant Engineer
501 Public Works Lead Worker
511
Equipment Operator
511
Equipment Operator
511
Transportation Planner
511
Public Works Maintenance Worker
511
Director of Public Works
501
Public Works Maintenance Worker
511
Temp Public Works Maintenance
Worker
511
Temp Public Works Maintenance
Worker
511
Temp Public Works Maintenance
Worker
511
Temp Public Works Maintenance
Worker
511
Temp Public Works Maintenance
Worker
511
J-2

PROPOSED
Packet Pg

ENGINEERING
Environmental Compliance
Manager
501
Contract Compliance
Technician
501
Assistant Engineer
501
Assistant Engineer
501
Engineering Tech II
501
Assistant Director of Public WorksͲ
Engineering
501
City Surveyor
501
Senior Civil Engineer
501
Assistant Engineer
501
Construction Manager
501
Engineering Tech I
501
Assistant Engineer
501
Associate Environmental
Specialist
501
Associate Environmental
Specialist
501
Construction Manager
501
Associate Civil Engineer
501
Associate Civil Engineer
501
Assistant Engineer
501
Party Chief
501
Assistant Engineer
501
Associate Civil Engineer
501
Assistant Director of Public WorksͲ
Transportation/Construction
501
PW Inspector
501
Technical Intern
501
Technical Intern
501
PW Inspector
501
PW Inspector
501
Engineering Tech I
501
Development Services Tech I
501
PW Inspector
501
Director of Public Works
501
Sr. Project CoordinatorͲTech
501
Executive Assistant II
501
Management Analyst I
501
Associate Civil Engineer
501
Associate Civil Engineer
501
Assistant Engineer
501
Technical Intern
501
Technical Intern
501
Technical Intern
501
J-3

PROPOSED
Packet Pg. 1265 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

UTILITY SPECIALISTS
Assistant Director of Public WorksͲ
Utilities
867
Director of Public Works
501
Senior Civil Engineer
867
Utility Specialist II
808
Utility Specialist II
808
Field ForemanͲElectrical
Technicians
807
Electrical Technician
807
Electrical TechnicianͲClear Creek
807
Electrical TechnicianͲFoothill
807
Electrical TechnicianͲStillwater
807
Electrical Technician
807
Electrical TechnicianͲFoothill
807
Electrical Technician
807
Utility Specialist II
808
Electrical TechnicianͲClear Creek
807
Control and Automation
Technician
807
Utility Specialist II
808
J-4

PROPOSED
Packet Pg. 1266 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

WATER UTILITY
Assistant Director of Public WorksͲ
Utilities
867
Director of Public Works
501
Municipal Utility Manager
861
Public Works SupervisorͲ
Water
864
Working Supervisor D5
864
Water Systems Specialist D3/
D4
864
Working Supervisor D3
864
Water Lead Worker D2
864
Water Lead Worker D2
864
Warehouse Worker Water D3
864
Water Lead Worker D3
864
Public Works Maintenance
Worker
864
Water Lead Worker D4
864
Water Lead WorkerͲD4
864
Water Lead Worker D3
864
Water Lead Worker D3
864
Water Maintenance Worker
D2
864
Water Maintenance Worker
D1
864
Water Conservation Specialist
861
Public Works SupervisorͲ
Water
863
Working SupervisorͲWater
Plant T4/T5
863
Working SupervisorͲWater
Plant T4/T5
863
Senior Water Plant Operator
T4
863
Senior Water Plant Operator
T4
863
Water Plant Operator T3
863
Water Plant Operator T4
863
Water Plant Operator T5
863
Plant MechanicͲFWTP
807
Public Works Maintenance
Worker
864
Public Works Maintenance
Worker
863
Water Plant Opertaor TͲ3
863
Water Maintenance Worker
D1
864
Water Plant Opertaor TͲ3
863 Public Works Maintenance
Worker
864
Technical Intern
863
Temp Public Works
Maintenance Worker
864
Temp Public Works
Maintenance Worker
864
Temp Public Works
Maintenance Worker
864
Temp Public Works
Maintenance Worker
864
J-5

PROPOSED
Packet Pg. 1267 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

MUNICIPAL UTILITITES ADMIN
Assistant Director of Public WorksͲ
Utilities
867
Director of Public Works
501
Safety Specialist
867
Management Analyst I
867
Sr. Project CoordinatorͲTech
501
Customer Service Representative
867
Public Works Supervisor
867
Customer Service Representative
867
Executive Assistant I
867
Executive Assistant I
867
J-6

PROPOSED
Packet Pg. 1268 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Assistant Director of Public WorksͲ
Utilities
867
Director of Public Works
501

WASTEWATER
Municipal Utility Manager
871
Public Works Supervisor
874
Working SupervisorͲWastewater
Collection Gr IV
874
Working SupervisorͲWastewater
Collection Gr IV
874
Wastewater Collection Lead
Worker Gr IV
874
Wastewater Collection Lead
Worker Gr III
874
Wastewater Collection Lead
Worker Gr III
874
Wastewater Collection Lead
Worker Gr IV
874
Wastewater Collection Lead
Worker Gr III
874
Wastewater Collection Lead
Worker Gr III
874
Wastewater Collection
Maintenance Worker Gr III
874
Wastewater Collection
Maintenance Worker Gr II
874
Public Works Maintenance Worker
Gr II
874
Public Works Maintenance Worker
874
Public Works Maintenance Worker
874
Wastewater Compliance
Coordinator
871
Public Works Supervisor
870
Industrial Waste Analyst Gr II
870
Industrial Waste Analyst Gr III
870
Industrial Waste Analyst Grd II
870
Working SupervisorͲWastewater
Plant Gr V
872
Wastewater Plant OperatorͲ
Grade III
872
Senior Wastewater Plant Operator
Gr IV
875
Senior Wastewater Laboratory
Tech Gr III
875
Wastewater Lab Technician Gr II
875
Public Works Supervisor
Wastewater Gr V
872
Senior Wastewater Laboratory
Technician
875
Senior Wastewater Plant Operator
Gr III
872
Wastewater Plant Operator Gr III
872
Senior Wastewater Plant Operator
Gr V
875
Wastewater Collection
Maintenance Worker Gr III
874
Wastewater Plant Operator Gr V
875
Wastewater Plant Operator Gr III
875
Working Supervisor Gr V
875
Public Works SupervisorͲ
Wastewater Gr V
875
Wastewater Plant OperatorͲinͲ
Training
875
Public Works Maintenance Worker
874
Wastewater Lab Supervisor
875
Public Works Maintenance Worker
875
Electrical TechnicianͲStillwater
807
Plant MechanicͲCCWWTP
807
Plant MechanicͲCCWWTP
807
Plant MechanicͲCCWWTP
807
Plant MechanicͲCCWWTP
807
Plant MechanicͲCCWWTP
807
Wastewater Plant OperatorͲinͲ
Training
875
Technical Intern
871
Temp Public Works Maintenance
Worker
875
Temp Public Works Maintenance
Worker
875
Temp Public Works Maintenance
Worker
874
Temp Public Works Maintenance
Worker
874
J-7

PROPOSED
Packet Pg

STORM DRAIN UTILITY
Assistant Director of Public WorksͲUtilities
867
Director of Public Works
501
Senior Civil Engineer
867
Public Works Supervisor
801
Public Works Maintenance Worker
801
Public Works Lead Worker
801
Equipment Operator
801
Equipment Operator
801
Working Supervisor
801
Temp Public Works Maintenance Worker
801
Temp Public Works Maintenance Worker
801
Temp Public Works Maintenance Worker
801
J-8

PROPOSED
Packet Pg. 1270 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) Mechanic II
810
Mechanic I
810
Mechanic II
810
Public Works Supervisor
810
Mechanic II
810
Working SupervisorͲShop
810
Mechanic II
810
Account Clerk II
810
Account Clerk II
550
Public Works SupervisorͲSW Ops
550
Deputy Director of Public WorksͲSolid Wastee/Fleet
550
Working SupervisorͲShop
810
Public Works SupervisorͲSW Ops
550
Mechanic II
810
Mechanic II
810
Executive Assistant I
550
Director of Public Works
501

SOLID WASTE
Sacle House Attendant II
557
Customer Service
Representative
550
Scale House Attendant I
557
Management Analyst I
550
Scale House Attendant III
555
Customer Service
Representative
550
Public Works Supervisor
550
Workflow Coordinator
550
Scale House Attendant I
557
Scale House Attendant III
557
Scale House Attendant III
557
Customer Service
Representative
550
Management Analyst I
550
Working SupervisorͲFacilities
552
Working SupervisorͲComm Coll
553
Working SupervisorͲRes Coll
556
Working Supervisor –
Transfer Station
557
Mechanic II
810
Mechanic I
810
Sr. Project CoordinatorͲTech
501
Mechanic II
810
Mechanic II
810
Welder
810
Mechanic II
810
Resource Recovery Worker
551
Hazardous Waste Technician
558
Solid Waste Truck Driver III
556
Solid Waste Truck Driver III
557
Solid Waste Truck Driver III
557
Solid Waste Truck Driver III
557
Transfer Station Operator
556
Materials Recycling Facilities
(MRF) Operator
556
Materials Recycling Facilities
(MRF) Operator
556
Resource Recovery Worker
551
Hazardous Waste Specialist I
558
Hazardous Waste Specialist II
558
Hazardous Waste Technician
558
Working SupervisorͲWCLF
555
Mechanic II
555
Heavy Equipment Operator
555
Heavy Equipment Operator
555
Heavy Equipment Operator
555
Heavy Equipment Operator
555
Solid Waste Truck Driver II
555
Solid Waste Truck Driver I
555
Solid Waste Truck Driver I
555
Resource Recovery Worker
555
Solid Waste Truck Driver II
551
Solid Waste Truck Driver II
551
Solid Waste Truck Driver II
552
Solid Waste Truck Driver II
552
Solid Waste Truck Driver II
556
Solid Waste Truck Driver II
556
Solid Waste Truck Driver I
556
Building and Facilities
Mechanic I!
557
Solid Waste Truck Driver II
556
Solid Waste Truck Driver II
551
Solid Waste Truck Driver II
556
Solid Waste Truck Driver II
553
Solid Waste Truck Driver II
553
Solid Waste Truck Driver II
556
Solid Waste Truck Driver II
552
Solid Waste Truck Driver II
552
Solid Waste Truck Driver II
552
Solid Waste Truck Driver II
552
Solid Waste Truck Driver II
559
Solid Waste Truck Driver II
559
Solid Waste Truck Driver II
552
Building and Facilities
Mechanic II
557
Solid Waste Truck Driver II
556
Solid Waste Truck Driver II
551
Solid Waste Truck Driver I
556
Solid Waste Truck Driver II
551
Solid Waste Truck Driver II
551
Solid Waste Truck Driver II
551
Solid Waste Truck Driver II
556
Solid Waste Truck Driver I
556
Solid Waste Truck Driver II
556
Solid Waste Truck Driver II
556
Solid Waste Truck Driver I
551
Solid Waste Truck Driver I
552
Solid Waste Truck Driver I
556
Building and Facilities
Mechanic I
557
Customer Service
Representative
550
Scale House Attendant I
555
Scale House Attendant I
557
Parts Attendant
810
Solid Waste Truck Driver I
556
Mechanic I
810
Mechanic I
810
Resource Recovery Worker
551
Parts Attendant
810 Solid Waste Truck Driver I
557
Mechanic I
555
Transfer Station Operator
556
Solid Waste Truck Driver III
557
Solid Waste Truck Driver I
551
Solid Waste Truck Driver I
551
Solid Waste Truck Driver I
551
Solid Waste Truck Driver II
552
Solid Waste Truck Driver II
552
Temp Solid Waste Truck
Driver I
558
J-9

PROPOSED
Packet Pg
J-10
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PROPOSED
Packet Pg. 1272 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-11

PUBLIC WORKS

UTILITY
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1273 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) J-12
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PROPOSED
Packet Pg. 1274 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-13

PUBLIC WORKS

TRANSPORTATION & ENGINEERING
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
Expenditure Comparisons (In Thousands)
FY 2021-22 Actual
FY 2022-23 Adopted
FY 2022-23 Amended
FY 2023-24 Adopted
FY 2024-25 Adopted

PROPOSED
Packet Pg. 1275 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) J-14
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PROPOSED
Packet Pg. 1276 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-15

PUBLIC WORKS DEPARTMENT
Department Overview
The Public Works Department consists of the Municipal Utilities (including the Underground Utilities and Solid Waste), Transportation, and Engineering. The primary responsibility of the Department is to provide basic utility and transportation services to the people of Redding which includes the day to day operation and maintenance of the related infrastructure and longer-range planning and construction to accommodate growth and replace aging facilities. The operating divisions, within the Underground Utilities portion of the Municipal Utilities, include Storm Drain Utility, Electrical Technician (ET), Underground Service Alert (USA) Locate, Redding Municipal Utilities (RMU) Administration, Water Utility, and Wastewater Utility. The Solid Waste portion of the Municipal Utilities includes the Solid Waste Utility and Fleet Maintenance. The Municipal Utilities are termed “Enterprise Funded” (other than ET,USA Locate, RMU Admin, and Fleet Maintenance which are funded by Enterprise and General Funded Departments) since they operate entirely with self-supporting revenues and requires no General Fund support. Transportation, consisting of Streets Maintenance, Transportation Planning, Parking and Traffic Operations has in recent years, become self-funded with external dedicated state and federal transportation funds and General Fund support has largely been eliminated. Engineering is responsible for the development and delivery of the City’s Capital Improvement Program and provides project delivery services to all City Departments including the Enterprise and General Funded Departments.

Following is more detail on each of the primary divisions in the Public Works Department:

Municipal Utilities (Underground Utilities):
 Storm Drain Utility - Storm Drain Utility is responsible for the planning, operations and maintenance of the City’s storm drain system including over 200 miles of storm drain pipe, nearly 7,000 inlets, 1,300 outfalls and 200 miles of open channels.
 Water Utility - The Water Utility’s focus is to provide clean, reliable potable water and fire flows to meet the City’s water demand. The Water Utility operates and maintains two treatment plants (Buckeye and Foothill), 565 miles of pipeline, and 17 wells.
 Wastewater Utility - The Wastewater Utility’s focus is the collection and treatment of the City’s wastewater. The Utility operates and maintains two treatment plants (Clear Creek and Stillwater), over 440 miles of pipeline, and 18 lift stations.
 ET- The ET division is an internal service fund and provides capital planning, preventive maintenance and emergency repair of mechanical and electrical equipment for the city’s facilities, treatment plants, traffic signals and pedestrian crossings, lift stations, wells, and park and bridge lighting.  USA Locate - The USA Locate division is an internal service fund and is responsible for marking City owned water, wastewater, storm drain, and traffic signal underground facilities to prevent damage.  RMU Administration - The administration portion of the utilities includes budget management, comprehensive planning, customer service and overall management of the three underground utilities. 
Municipal Utilities (Solid Waste):
 Solid Waste Utility – The Solid Waste Utility is responsible for commercial and residential refuse service for the City of Redding. The services include street sweeping, curbside garbage, organics and mixed recycling collection services; large construction and debris boxes; management of a centralized transfer and recycling facility; a Household Hazardous Waste (HHW) Facility; operation of the County’s West Central Landfill; and maintenance of the closed Benton Landfill.

PROPOSED
Packet Pg. 1277 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-16
 Fleet Maintenance – The Fleet Division is responsible for maintenance and repair of the City’s entire fleet (over 950 pieces of equipment) consisting of automobiles, gas and electric, pickups, police vehicles, fire trucks, heavy duty trucks, wheel loaders, fork lifts, trailers, generators and attachments and more.

Transportation:
 Streets – The Streets Division provides maintenance of the City’s 443 miles of streets or 970-plus lane miles of roadway and related sidewalks, signs and roadside infrastructure. The Division also manages the City-owned bridge program including maintenance, rehabilitation, and replacement of these structures.

The program relies on State and Federal gas taxes to meet the growing maintenance demands. Limited maintenance funding is also available from Transportation Development Act funding and the Solid Waste, Water and Wastewater City utilities proportional to their impact on roadways.  Parking – The Parking Division provides for the maintenance of the City’s parking meter system, public parking lots, and the demonstration blocks. Funding for this division is provided by parking meter and permit revenue and a portion of fine revenue from parking violations. Revenues from these sources are not sufficient to cover the expenses and the General Fund subsidizes the remaining funding gap. The City Council approved an increase in parking rates to $1 per hour and it is anticipated that as downtown development construction is completed, the increase in revenues will meet expenses moving forward.  Traffic Operations – The Traffic Operations portion of the division has the responsibility of planning, managing and monitoring the safety, operational efficiency, congestion and growth associated with the City’s transportation network. This responsibility includes not only vehicular travel, but also the increasing demands of non-motorized transportation modes including pedestrians and bikes.  Transportation Planning – The Transportation Planning Division provides for the personnel required to oversee the public transportation system known as the Redding Area Bus Authority (RABA). It also provides for transit system planning as well as planning for the City’s transportation network including vehicles, bicyclists, and pedestrians. Funding for this position comes from other Divisions including RABA and Streets.
 Traffic Impact Fees – Transportation is also responsible for managing the City’s various traffic impact fees including the Citywide Traffic Impact Fee, Dana Traffic Impact Fee and North Redding Traffic Benefit District. These various fees assessed to new development in the community provide for related traffic infrastructure needed to support the new traffic demands resulting with the related growth.

Engineering:
 Engineering – The Engineering Division provides the preliminary engineering, environmental compliance, survey and mapping, design engineering, and construction contract management for the City’s Capital Improvement Program. In addition, the division provides engineering and survey support for development in the community including map review, civil plan check, and public works inspection.

Further, the division provides a leadership role in the City’s response to Municipal Separate Storm Sewer (MS4) permit requirements. These responsibilities are managed by core technical staff, but rely heavily on the private sector to help plan and deliver the City’s capital improvement program.

PROPOSED
Packet Pg. 1278 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-17
The following table depicts the Public Works Department’s net budget for the various operating divisions:

Description
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2022-23
Amended
FY 2023-24
Adopted
Increase
(Decrease)
FY 2024-25
Adopted
Increase
(Decrease)
Storm Drain Utility $ 1,348,131 $ 2,154,710 $ 2,408,630 $ 2,257,750 $ (150,880) $ 2,498,690 $ 240,940 Water Utility 22,224,222 28,376,720 29,819,640 38,152,160 8,332,520 33,804,390 (4,347,770) Wastewater Utility 30,641,514 31,584,050 32,706,570 43,723,170 11,016,600 46,376,450 2,653,280 Solid Waste Utility 23,238,606 24,093,490 26,907,220 29,090,530 2,183,310 30,636,690 1,546,160 Subtotal
Enterprise Funds -
Municipal Utilities $ 77,452,473 $ 86,208,970 $ 91,842,060 $ 113,223,610 $ 21,381,550 $ 113,316,220 $ 92,610 RMU Administration $ 2,057,735 $ 2,138,320 $ 2,154,940 $ 2,840,120 $ 685,180 $ 2,671,880 $ (168,240) ET/USA Locate 3,021,732 3,322,120 3,358,120 3,884,300 526,180 3,805,600 (78,700) Fleet 4,027,547 4,458,530 4,634,140 5,596,530 962,390 5,737,160 140,630 Subtotal Internal Service
Funds $ 9,107,014 $ 9,918,970 $ 10,147,200 $ 12,320,950 $ 2,173,750 $ 12,214,640 $ (106,310) Engineering 1,125,928 1,565,310 1,652,060 1,692,120 40,060 1,649,480 (42,640) Streets 7,835,108 8,765,090 11,476,000 11,888,700 412,700 11,835,670 (53,030) Development 641,000 207,350 211,580 200,000 (11,580) 200,000 - Subtotal
General Fund $ 9,602,036 $ 10,537,750 $ 13,339,640 $ 13,780,820 $ 441,180 $ 13,685,150 $ (95,670) Parking 208,197 123,940 128,490 457,590 329,100 473,240 15,650 Citywide TIF 3,713,867 5,357,540 5,357,540 3,726,440 (1,631,100) 1,262,390 (2,464,050) NRTBD TIF 878 1,000 1,000 1,000 - 1,000 -
Transportation Grant 9,673,629 - - - - - -
Subtotal
Special Revenue $ 13,596,571 $ 5,482,480 $ 5,487,030 $ 4,185,030 $ (1,302,000) $ 1,736,630 $ (2,448,400) Totals $ 109,758,094 $ 112,148,170 $ 120,815,930 $ 143,510,410 $ 22,694,480 $ 140,952,640 $ (2,557,770)

PROPOSED
Packet Pg. 1279 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-18
Public Works Overview Budget
The table below displays how the Department’s budget is broken down between the major expenditure groups within each operating division.

Division Personnel
Materials,
Supplies &
Services Capital Outlay Debt Service Total
FY 2024-25 Adopted 11,613,590 $ $ 15,801,900 $ 3,221,200 $ 30,636,690 - $ FY 2023-24 Adopted 10,715,530 $ $ 15,559,800 $ 2,815,200 $ 29,090,530 - $ FY 2022-23 Amended 9,136,400 $ $ 14,147,420 $ 3,623,400 $ 26,907,220 - $ FY 2021-22 Actual $ 8,382,338 $ 12,901,276 $ 1,954,992 $ 23,238,606 - $ FY 2024-25 Adopted 1,220,850 763,840 514,000 2,498,690 - FY 2023-24 Adopted 990,550 754,200 513,000 2,257,750 -
FY 2022-23 Amended 918,980 637,630 852,020 2,408,630 -
FY 2021-22 Actual 723,171 556,400 68,560 1,348,131 -
FY 2024-25 Adopted 5,511,220 14,865,740 13,427,430 33,804,390 FY 2023-24 Adopted 5,729,090 14,894,470 17,528,600 38,152,160 FY 2022-23 Amended 5,092,300 14,305,190 9,688,950 733,200 29,819,640 FY 2021-22 Actual 4,236,138 13,278,846 3,979,038 730,200 22,224,222 FY 2024-25 Adopted 7,381,390 12,015,210 21,374,350 5,605,500 46,376,450 FY 2023-24 Adopted 7,543,940 12,158,090 18,416,640 5,604,500 43,723,170 FY 2022-23 Amended 6,035,830 12,448,770 7,498,970 6,723,000 32,706,570 FY 2021-22 Actual 5,597,546 10,224,627 6,720,500 8,098,841 30,641,514 FY 2024-25 Adopted 1,916,520 397,360 358,000 2,671,880 - FY 2023-24 Adopted 2,045,830 436,290 358,000 2,840,120 - FY 2022-23 Amended 1,477,520 339,310 338,110 2,154,940 - FY 2021-22 Actual 1,456,080 323,103 278,552 2,057,735 - FY 2024-25 Adopted 2,931,900 873,700 - 3,805,600 -
FY 2023-24 Adopted 2,975,960 908,340 - 3,884,300 -
FY 2022-23 Amended 2,694,380 663,740 - 3,358,120 -
FY 2021-22 Actual 2,341,181 629,501 51,050 3,021,732 -
FY 2024-25 Adopted 3,031,510 2,705,650 - 5,737,160 -
FY 2023-24 Adopted 2,996,130 2,530,400 70,000 5,596,530 - FY 2022-23 Amended 2,535,040 2,099,100 - 4,634,140 -
FY 2021-22 Actual 2,044,002 1,983,545 - 4,027,547 -
RMU
Administration
*Does not include West Central Landfill, a quasi-autonomous entity.

Solid Waste Utility*
Storm Drain Utility
Water Utility
Wastewater Utility
ET/USA Locate
Fleet Maintenance

(Continued on next page.)

PROPOSED
Packet Pg. 1280 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-19
Public Works Overview Budget (Continued)
Division Personnel
Materials,
Supplies &
Services Capital Outlay Debt Service Total
FY 2024-25 Adopted 242,480 1,357,840 10,000 39,160 1,649,480 FY 2023-24 Adopted 214,910 1,428,050 10,000 39,160 1,692,120 FY 2022-23 Amended 448,100 1,173,960 10,000 20,000 1,652,060 FY 2021-22 Actual (81,034) 1,206,738 224 1,125,928 -
FY 2024-25 Adopted 2,664,660 2,806,010 6,365,000 11,835,670 - FY 2023-24 Adopted 2,715,860 2,807,840 6,365,000 11,888,700 - FY 2022-23 Amended 2,384,120 2,266,540 6,825,340 11,476,000 - FY 2021-22 Actual 1,911,343 2,014,871 3,908,894 7,835,108 - FY 2024-25 Adopted - 200,000 - 200,000 -
FY 2023-24 Adopted - 200,000 - 200,000 -
FY 2022-23 Amended - 211,580 - 211,580 -
FY 2021-22 Actual - 641,000 - 641,000 -
FY 2024-25 Adopted 177,080 143,540 152,620 - 473,240
FY 2023-24 Adopted 168,880 136,090 152,620 - 457,590
FY 2022-23 Amended 91,500 36,990 - 128,490 -
FY 2021-22 Actual 50,790 67,929 89,478 208,197 -
FY 2024-25 Adopted 21,350 - 501,000 740,040 1,262,390
FY 2023-24 Adopted 21,350 - 2,965,050 740,040 3,726,440 FY 2022-23 Amended 18,250 - 4,600,000 739,290 5,357,540 FY 2021-22 Actual 21,905 - 2,954,174 737,788 3,713,867
FY 2024-25 Adopted - - - - -
FY 2023-24 Adopted - - - - -
FY 2022-23 Amended - - - - -
FY 2021-22 Actual - 9,673,629 - 9,673,629 -
FY 2024-25 Adopted 1,000 - - - 1,000
FY 2023-24 Adopted 1,000 - - - 1,000
FY 2022-23 Amended 1,000 - - - 1,000
FY 2021-22 Actual - - 878 - 878
FY 2024-25 Adopted 36,691,200 $ $ 51,753,140 $ 45,970,980 $ 6,537,320 $ 140,952,640 FY 2023-24 Adopted 36,096,680 $ $ 51,635,920 $ 49,241,490 $ 6,536,320 $ 143,510,410 FY 2022-23 Amended 30,814,170 $ $ 48,137,900 $ 33,648,370 $ 8,215,490 $ 120,815,930 FY 2021-22 Actual 26,661,555 $ $ 43,208,741 $ 30,320,969 $ 9,566,829 $ 109,758,094 Total
Engineering
Streets
Public Land Development
Parking
Citywide TIF
Transportation Grant
Projects

NRTBD TIF

PROPOSED
Packet Pg. 1281 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-20
Personnel
The following table depicts the personnel assigned by division within the Municipal Utilities Department:

FY 2021-22 FY 2022-23 FY 2022-23 FY 2023-24 Increase FY 2024-25 Increase Description Actual Adopted Amended Adopted (Decrease) Adopted (Decrease) F/T 6.00 6.00 6.00 6.00 - 8.00 2.00
P/T 1.44 1.44 1.44 1.44 - 1.44 -
Total 7.44 7.44 7.44 7.44 - 9.44 2.00
F/T 30.00 30.00 30.00 32.00 2.00 32.00 -
P/T 1.92 1.92 1.92 2.40 0.48 2.40 -
Total 31.92 31.92 31.92 34.40 2.48 34.40 -
F/T 39.00 39.00 40.00 43.00 3.00 43.00 -
P/T 2.40 2.40 1.44 2.40 0.96 2.40 -
Total 41.40 41.40 41.44 45.40 3.96 45.40 -
F/T 70.00 76.00 76.00 80.00 4.00 84.00 4.00
P/T 0.96 0.96 2.96 0.96 (2.00) 0.96 -
Total 70.96 76.96 78.96 80.96 2.00 84.96 4.00
F/T 9.00 9.00 9.00 9.00 - 9.00 -

P/T - -
Total 9.00 9.00 9.00 9.00 - 9.00 -
F/T 15.00 15.00 15.00 15.00 - 15.00 -

P/T - - - - - - -
Total 15.00 15.00 15.00 15.00 - 15.00 -
F/T 16.00 19.00 20.00 21.00 1.00 21.00 -

P/T - - - - - - -
Total 16.00 19.00 20.00 21.00 1.00 21.00 -
F/T 33.00 34.00 34.00 37.00 3.00 37.00 -
P/T 2.88 2.40 2.40 2.40 - 2.40 -
Total 35.88 36.40 36.40 39.40 3.00 39.40 -
F/T - - 1.00 1.00 - 1.00 -

P/T - - - - - - -
Total - - 1.00 1.00 - 1.00 -
F/T 15.00 15.00 16.00 16.00 - 16.00 -
P/T 4.33 2.40 2.40 2.40 - 2.40 -
Total 19.33 17.40 18.40 18.40 - 18.40 -
F/T 233.00 243.00 246.00 259.00 13.00 265.00 6.00
P/T 13.93 11.52 12.56 12.00 (0.56) 12.00 -
Total 246.93 254.52 258.56 271.00 12.44 277.00 6.00
Engineering
Streets
Total
* Does not include West Central Landfill, a quasi-autonomous entity.

Storm Drain Utility
Water Utility
Wastewater Utility
Solid Waste Utility*
RMU
Administration
ET/USA Locate
Fleet Maintenance
Parking

PROPOSED
Packet Pg. 1282 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-21
Storm Drain Utility
The Storm Drain utility continues to realize an increasing deterioration to the storm drain system with insufficient resources to maintain and replace the system as necessary. Unlike the other utilities, the Storm Drain utility is not exempt from Proposition 218 requirements and therefore any proposed increase in rates is designated a special tax and subject to two thirds voter approval. Consequently, the rate has not changed since inception in 1994. In addition, unfunded State-mandated storm water quality related requirements are increasing, adding to demands that are a struggle to meet with current resources. This proposed budget includes funding contributions from the other municipal utilities in proportion to their impact on the storm drain system. Transient issues continue to affect the Utility with a significant amount of trash impacting the waterways, causing flooding, and damaging infrastructure.

A new Equipment Operator position and Public Works Maintenance Worker position will be added for FY 24-25 and no new positions for FY 23-24. These positions are needed to meet the requirements of the new State mandated Trash Implementation program.

Water
Continuing State regulations regarding ground water management and water conservation will require additional resources and affect the Utility’s revenues and expenditures in this budget cycle and into the future. After a threeyear drought, the State of California had an abundant wet season and record setting snowpack. The Bureau of Reclamation has determined that the 2022-23 Water Year is a Non-Critical Year, and that the City will receive its full Contract allocations. Due to drought awareness and State mandated conservation, water usage was down over 10% annually during the 2021-23 budget years. Usage is expected to increase towards pre-drought levels but it may take a few years to do so. The State Water Board is also developing efficient water use targets and will eventually require the City to set an annual water budget as Californians “make water conservation a way of life.” Aging infrastructure replacement continues to be a priority to reduce the number and impact of water main breaks.

Two new temporary Public Works Maintenance Workers are added in Division 864, Water Distribution, in FY 23-24 to assist in routine maintenance of the distribution system, including fire hydrants and valves. No new positions in FY 24-25.

Wastewater
The Wastewater utility is facing multiple challenges including aging infrastructure, substantial infiltration and inflow of groundwater (I&I), and regulation changes directly affecting biosolids disposal and laboratory operations, including the requirement to sample for Per and Polyfluoroalkyl Substances (PFAS), potentially requiring additional treatment process for removal. Chemical availability and increased costs are significant challenges facing the utility. The addition of the Pyrolysis system as well as the planned introduction of Food Waste Codigestion at the Clear Creek Treatment Plant are significant investments and have added many additional pieces of equipment, increasing the maintenance burden on staff. These issues increase operation, maintenance and treatment costs due to significant repairs, software investments, enhanced training requirements, dramatically increased workload in the laboratories, and increase the City’s exposure to regulatory penalties and third-party lawsuits.

One Plant Mechanic position is added to Clear Creek Wastewater Treatment Plant, in FY 23-24 to maintain new and existing equipment between both the Stillwater and Clear Creek Wastewater Treatment Plants. No new positions for FY 24-25.

Electrical Technicians (ET)
A new Electrical Technician position is added for FY 23-24 due to the increase of traffic signal equipment from developments, construction projects and safety improvement projects. This position can also assist other ET’s with the workload if there are temporarily shortfalls in staffing. A second Electrical Technician position is added

PROPOSED
Packet Pg. 1283 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-22
for FY 23-24 to assist all other ET’s with Supervisory Control and Data Acquisition (SCADA) development and maintenance for both the Water and Wastewater Utilities, the Laboratory Information Management Systems (LIMS) as well and work closely with our IT department to maintain peak cybersecurity protection for both Utilities. No new positions for FY 24-25.

USA Locate
One new Utility Specialist position will be added for FY 23-24 and no positions for FY 24-25. There has been a steady increase in underground locate requests over the past several years. Additional staff is needed to meet the demand and State requirements. The new position will also assist in overall coordination of the USA locate requests and scheduling. No new positions in FY 24-25.

Solid Waste Utility
The Solid Waste utility is facing significant challenges relating to space constraints, aging equipment, the increasing cost of equipment replacement, capital outlay, rising personnel costs, rising disposal costs associated with household hazardous waste, increased tonnage and the increase of diversion requirements that are a result of adopted legislation. Staff is in the process of implementing the mandated collection, processing, and diversion of organic waste (AB1826 and SB1383), edible food recovery and organic waste procurement (SB1383), additional reporting requirements (AB901 and SB1383), Mandatory Commercial and Multi-Family Residential Recycling (AB341), continued education and outreach, and the State Water Board’s Trash Amendment with resource implications. Staff is also preparing to take on enforcement rolls that will begin in 2024. In addition, to improve operational efficiency, route planning, support dispatching and safety, a new computerized Global Positioning System/Automated Vehicle Locater system will be implemented following the recent piloting of two competing systems.

FY 2023-24
A Transfer Station Operator has been added to provide backup and assistance in the organics area. The volume of material coming into the organics area is increasing and will continue to do so as Senate Bill 1383 continues to be implemented. Costs for transporting excess organic recyclable material to other facilities for processing have increased substantially. As a result, staff have been making additional and alternative products for consumers.

With the addition of food waste to the organics stockpile, material will be required to be processed at a higher rate and frequency to comply with facility permits and regulatory demands.

A Truck Driver II position has been added to increase the residential green waste collection routes from (3) to (4) routes. The City has continually been growing with new construction and neighborhoods and with the requirements of Senate Bill 1383, food waste will soon be allowed in the green waste carts. Additional material in the green carts will mean carts will be set out more often and the route will take longer to complete. The additional driver and route will alleviate the strain from additional material, extra cart set-outs, and growth of the City.

A Truck Driver II was added to expand the number of residential collection routes from five to six routes to keep up with the growth of the City. Over the recent years there have been numerous residential developments thereby increasing the number of houses being serviced. Currently, these collection drivers are servicing 1000-1200 residences per day and there are more developments in progress and planned. Adding a driver and a residential route will reduce overtime expenses, allow drivers to provide better customer service and more time to maintain their equipment.

A Resource Recovery Worker was added to work on the Transfer Station floor. As additional diversion programs have been added and participation in those programs has increased, the current assigned staff are unable to keep up with the processing of incoming volumes. When processing duties pull an employee from the public dumping area, then the public is not being monitored and hazardous waste and other dangerous items can make it into the trash pile which can cause fires and other hazardous conditions that can harm personnel, or the public or damage

PROPOSED
Packet Pg. 1284 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-23
equipment. The additional position will allow us to attend to the public dump area, while also removing additional recyclables from the trash pile, allowing us to reach diversion goals and mandates. The Resource Recovery worker will help with our ability to process incoming material in a timely and efficient fashion and prevent large stockpiles /backlog of material which can cause safety concerns for staff and customers using the facility.

A Mechanic position has been added primarily to service the heavy equipment and attend to other vehicles as directed at West Central Landfill. The Landfill maintains its own equipment and vehicles and does not send anything to the Fleet Department. Currently there is one Mechanic for all of the vehicles and equipment at the Landfill and with the addition of new equipment like the shredder and excavator, the workload is becoming overwhelming. The current Mechanic also has additional duties at the Landfill including maintaining equipment for gas extraction, pumps, evaporators, and flares. Adding a Mechanic I would help keep equipment running and maintained, reduce outsourcing of work to vendors, and provide coverage for vacation and sickness. This position will be paid for by the Landfill budget.

FY 2024-25
A Truck Driver II position has been added for commercial collection to staff expanding recycling services to businesses and as collection routes and participation is growing. This will allow us to comply with State mandated diversion requirements and goals relating to Senate Bill 1826. Failure to meet diversion mandates can result in penalties and impact the City’s Solid Waste Utility’s ability to qualify for State sponsored grants related to solid waste and recycling. Having sufficient staff will decrease overtime expenses and excessive workloads on existing employees.

A Building-Facilities Mechanic has been added to service primarily the heavy equipment and attend to other trucks/equipment as directed. With Senate Bill 1383 regulations, keeping equipment at the Transfer Station running with prompt repairs and servicing will need to be a high priority. This position will also allow us to perform necessary preventative maintenance on the aging Materials Recycling Facility machinery, which should result in less unscheduled downtime for repairs thereby increasing processing and production.

A Truck Driver III has been added to haul material using a Class A type vehicle. The requirements of Senate Bill 1383 to collect separated food waste from businesses creates a volume of material that cannot be recycled or processed on-site at the Transfer Station, resulting in the need to transport material to alternate sites. This will be a time-consuming task and would pull staff away from performing other necessary duties and impact the ability to transport other material as needed including trash to West Central Landfill. Due to high costs and lack of availability on transporters, outsourcing is not a reliable option.

A Truck Driver I has been added as a floater position to fill on as-needed for vacations, injuries, and other vacancies within the Utility. Currently, we allow (5) drivers to be scheduled off at a time. Inevitably, there are several other employees off for various reasons including personal/family sick leave, industrial injury or other personal reasons. These additional daily vacancies create staffing shortages within the Utility. This position will allow us more flexibility in back filling routes and help reduce overtime, decrease incidents from drivers pressing too hard to cover unfilled routes and will help with a more positive work environment.

Fleet Maintenance
The significant issues for Fleet Maintenance include: the increasing number of vehicles requiring maintenance, increasing costs related to parts, tires and steel, parts availability, and preparing the shop and mechanics for transitioning to zero emission vehicles and equipment.

In FY 2023-24 Fleet is adding a Parts Attendant in order to have coverage for both working shifts and address the needs of the Division due to the loss and lack of availability of a reliable courier service. The addition of a Parts Attendant will help with accurate record keeping, inventory controls and monitoring, and improve overall efficiency of the Fleet Shop. Fleet will be purchasing two single post automobile lifts needed now that Fleet is fully staffed.

PROPOSED
Packet Pg. 1285 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-24
Engineering
The most significant issue facing the Division is an increase in workload associated with programmed large utility, impact fee, and grant funded infrastructure projects and meeting growing regulatory mandates (NPDES Construction Permit, MS4 Permit, Department of Industrial Relations (DIR) labor compliance, and more). This division is also facing increased difficulty recruiting and retaining professional engineers to deliver the Capital Improvement Program.

In FY 2023-24 Engineering is adding two Associate Engineers and one Engineering Technician II to support capital project delivery. The proposed Capital Improvement Plan contemplates considerable increases in both the number and value of projects over the next 5-year stretch. The Division needs an additional production design engineer, a construction resident engineer and a technician to successfully accomplish this goal. The City will utilize consultant services on both the design and construction phases to manage peak delivery schedules and additional projects not yet contemplated or arise due to emergencies.

Streets Division
The preservation of City streets continues to be the biggest challenge as funding remains limited and the City’s pavement condition has reached a modern-day low. This is a challenge facing most cities as the State and Federal governments continue to debate existing infrastructure maintenance needs. With the passage of SB1, additional funding has allowed us to maintain, but not improve upon, the current poor pavement conditions. The City continues to aggressively pursue and leverage grant funding to provide street infrastructure improvements.

Parking Division
The Parking Division previously relied on the General Fund to ensure minimum maintenance and enforcement.

With the implementation of the Downtown Parking Strategy in early 2023, the City has begun evaluating parking supply and demand for both on-street parking and long-term off-street parking lots along with identifying potential maintenance issues with the new pay station and application based revenue system. The Employee Parking Permit program established with new parking strategy may identify a demand for additional employee permits to be issued furthering the need for reallocation of long-term off-street parking lot spaces within the overall downtown parking needs assessment. Enforcement continues to evolve as there are many areas/lots previously enforced by RPD that now require management by other enforcement entities due to the change in onstreet parking regulations surrounding existing private lots.

Citywide Traffic Impact Fee (TIF) Program
The cost of improvements continues to escalate beyond revenue collected and several projects will be deferred until sufficient revenue is received. An update to the fee program is expected in FY 24/25.

Dana Traffic Impact Fee Program
The majority of this service area is built out with very few parcels left to develop. This fee is not currently being collected. Staff will work to monitor traffic service levels and develop projects to mitigate any deficiencies. No significant issues exist for this fund.

North Redding Traffic Benefit District (NRTBD)
Significant transportation infrastructure challenges remain in this project area. Consequently, very little large development has occurred. The City will need to re-address the infrastructure financing plan with the dissolution of the redevelopment agencies in California as tax increment revenues, in addition to NRTBD funds, were expected to fund the infrastructure needs. An update of the fee program is expected in FY 23/24.

PROPOSED
Packet Pg. 1286 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-25
Capital Improvement Program Overview (2 Year)
Storm Drain Utility
Capital Projects – 2023-24
Replace aging and failing pipes - $600,000
Administration and project coordination - $13,000
Capital Projects – 2024-25
Replace aging and failing pipes - $600,000
Administration and project coordination - $13,000
Water Utility
Capital Projects - 2023-2024
Programmatic water line replacement - $4,000,000
Constructing a new 24” transmission main in Lake Blvd - $7,000,000 Complete the Cypress Ave. Booster Pump Station - $3,500,000 Begin Pump House #1 Replacement design and environmental documents - $6,500,000 Capital Projects - 2024-2025
Programmatic water line replacement - $4,000,000
Construct new control building at the Foothill Water Treatment Plan - $4,000,000 Construct a new booster pump station at the Buckeye reservoir - $1,500,000 Wastewater Utility
Capital Projects - 2023-2024
Continue to reduce Inflow and Infiltration (I&I), including flow monitoring, condition assessment and pipe repairs - $1,400,000
Programmatic replacement of aging six and eight inch pipe and various capacity improvements - $6,500,000 Complete the installation of new pyrolysis biosolids processing equipment for phase l at Clear Creek Wastewater Plant - $8,200,000
Construct the Facultative Sludge Lagoons and Drying Beds at the Stillwater Wastewater Plant - $8,000,000 Maintenance at the plants - $800,000
Capital Projects - 2024-2025
Continue to reduce I&I, including flow monitoring, condition assessment, and pipe repairs - $1,500,000 Construct parallel Westside Sewer Interceptor Phase III - $10,000,000

PROPOSED
Packet Pg. 1287 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-26
Complete the full-scale pyrolysis system to process all biosolids from the Clear Creek Wastewater Plant - $8,000,000
Programmatic replacement of aging six and eight-inch pipe and various capacity improvements - $14,800,000 Solid Waste Utility
Capital Projects – 2023-2024
Replace worn out waste wheelers (carts), containers, and drop boxes and purchase additional receptacles for California mandated commercial recycling and organics recycling - $435,000 Litter Abatement Program, which includes funding two Community Service Officers and a Code Enforcement Officer, shopping cart return program, transfer station fees for disposing of waste collected, Big Belly trash compacting receptacles, access denial, and portable toilet rentals for placement in strategic areas around the City - $200,000
Resurface the Transfer Station tipping floor - $200,000 Retrofit the Materials Recycling Facility (MRF) and replace the sorting screens to add recycling capacity - $1,600,000
Support of local community special events - $5,200

Capital Projects – 2024-2025
Replace worn out waste wheelers, containers, and drop boxes and purchase additional receptacles for California mandated commercial recycling and organics recycling - $445,000 Litter Abatement Program, which includes funding two Community Service Officers and a Code Enforcement Officer, shopping cart return program, transfer station fees for disposing of waste collected, Big Belly trash compacting receptacles, access denial, and portable toilet rentals for placement in strategic areas around the city - $350,000
Repair the asphalt within the Transfer Facility due to aging and daily use by heavy equipment and trucks - $350,000
Repair the crane that is used to adjust loads in the transfer trailers prior to hauling material to the Landfill - $90,000
Purchase trash capture devices to prevent trash and debris from entering the storm drain and going into the waterways - $131,000
Retrofit the Materials Recycling Facility (MRF) and replace the sorting screens to add recycling capacity - $1,600,000
Support local community special events - $5,200
Fleet
Capital Projects – 2023-2024
Purchase two Single Post Automobile Lifts to be used mainly on cars and light duty trucks - $70,000

PROPOSED
Packet Pg. 1288 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-27
Capital Projects – 2024-2025
No new projects are contemplated for this fiscal year.

Streets
Capital Projects – 2023-24
Street striping - $196,000
Slurry and cape seal projects - $3,000,000
Overlay projects - $3,000,000
Sidewalk repair and ADA improvements - $180,000
Minor street and bridge maintenance - $185,000
Capital Projects - 2024-2025
Street striping - $196,000
Slurry and cape seal projects - $3,000,000
Overlay projects - $3,000,000
Sidewalk repair and ADA improvements - $180,000
Minor street and bridge maintenance - $185,000
Parking Division
No new projects are contemplated in either fiscal year of this budget cycle.

Citywide Traffic Impact Fee (TIF) Program
Capital Projects – 2023-24
Shasta View Drive North improvements - $700,000
Match funds for several grant projects - $1,915,050
Debt service payment - $740,040
Develop priority traffic control devices and other minor projects and program administration - $350,000 Capital Projects – 2024-25
Debt service payment - $740,040
Develop priority traffic control devices and other minor projects, and grant match - $151,000

PROPOSED
Packet Pg. 1289 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-28
Dana Traffic Impact Fee Program
No new projects are budgeted in either fiscal year.

North Redding Traffic Impact Fee Program
No new projects are budgeted in either fiscal year.

Five-Year Financial Plans
Storm Drain
The following tables illustrate the projected operating and capital fund balances:

Storm Drain Utility Rate Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Beginning Balance $ 1,772,744 $ 1,573,834 $ 1,282,424 $ 1,469,214 $ 1,673,684 Revenues 2,295,840 2,393,280 2,436,220 2,480,280 2,525,300 Expenses* (2,244,750) (2,484,690) (2,149,430) (2,175,810) (2,366,530) Transfers to Rolling Stock (250,000) (200,000) (100,000) (100,000) (100,000) Net Income (198,910) (291,410) 186,790 204,470 58,770
Ending Balance $ 1,573,834 $ 1,282,424 $ 1,469,214 $ 1,673,684 $ 1,732,454 Storm Drain Utility Connection Fee Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Beginning Balance 2,679,065 $ 2,692,475 $ 2,705,395 $ 2,719,845 $ 2,734,835 $ Interest Revenue 26,410 26,920 27,450 27,990 28,536
Expenses (13,000) (14,000) (13,000) (13,000) (13,000)
Net Income 13,410 12,920 14,450 14,990 15,536
Ending Balance 2,692,475 $ 2,705,395 $ 2,719,845 $ 2,734,835 $ 2,750,371 $ * Includes Anticipated Savings
(Cash Balance Excludes Rolling Stock Balance)

PROPOSED
Packet Pg. 1290 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-29
Water Utility
The following tables illustrate the projected operating and capital fund balances:

Water Utility Unrestricted Rate Cash FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Beginning Balance* $ 58,322,537 $ 51,521,387 $ 51,523,889 $ 52,595,526 $ 57,118,974 Revenues 30,713,980 33,287,330 34,444,027 37,400,384 40,607,053 Expenses** (37,265,130) (33,034,828) (33,122,389) (32,626,936) (42,567,980) Transfers to Rolling Stock (250,000) (250,000) (250,000) (250,000) (300,000) Net Income (6,801,150) 2,502 1,071,637 4,523,448 (2,260,927) Ending Balance $ 51,521,387 $ 51,523,889 $ 52,595,526 $ 57,118,974 $ 54,858,046 Water Utility Connection Fee Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Beginning Balance $ 3,170,141 $ 4,422,538 $ 5,790,531 $ 6,205,265 $ 6,642,488 Revenues 1,407,936 1,528,833 1,607,087 1,634,859 1,693,615 Expenses** (155,539) (160,840) (1,192,353) (1,197,637) (1,203,101) Net Income 1,252,397 1,367,993 414,735 437,223 490,514
Ending Balance $ 4,422,538 $ 5,790,531 $ 6,205,265 $ 6,642,488 $ 7,133,001 * Includes Pump House 1
**Includes Anticipated Savings
(Cash Balance Excludes Rolling Stock Balance)
Solid Waste Utility
The following table illustrates the projected operating and capital fund balance.

Solid Waste Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2026-27 Beginning Balance $ 13,102,334 $ 10,416,474 $ 8,890,564 $ 10,328,868 $ 10,987,467 Revenues 28,104,670 30,360,780 32,529,140 33,687,660 35,489,070 Expenses (29,090,530) (30,636,690) (29,340,836) (31,329,061) (32,552,862) Transfers (1,700,000) (1,250,000) (1,750,000) (1,700,000) (2,600,000) Net Income (2,685,860) (1,525,910) 1,438,304 658,599 336,208 Ending Balance $ 10,416,474 $ 8,890,564 $ 10,328,868 $ 10,987,467 $ 11,323,675 (Cash Balance Excludes Rolling Stock and West Central Landfill

PROPOSED
fund balances)
Packet Pg. 1291 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-30
Wastewater Utility
The following tables illustrate the projected operating and capital fund balances:

Wastewater Utility Rate Fund FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 FY 2027-28 Beginning Balance 20,351,965 $ 13,395,295 $ 5,755,578 $ 5,306,988 $ 5,731,922 $ Revenues 35,306,210 37,244,473 39,310,198 41,166,300 42,697,287 Expenses* (42,002,880) (44,584,190) (37,958,788) (38,941,366) (41,221,300) Transfers to Rolling Stock (260,000) (300,000) (300,000) (300,000) (300,000) Transfers to Disenfection Holding Account - - (1,500,000) (1,500,000) (1,500,000) Net Income (6,956,670) (7,639,717) (448,590) 424,934 (324,013) Ending Balance 13,395,295 $ 5,755,578 $ 5,306,988 $ 5,731,922 $ 5,407,909 $ Wastewater Utility Connection Fee Fund FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Beginning Balance - $ -$ -$ -$ -$
Revenues 1,720,290 1,792,260 1,805,232 1,866,774 1,893,720 Expenses (1,720,290) (1,792,260) (1,805,232) (1,866,774) (1,893,720) Net Income - - - - -
Ending Balance $ - -$ -$ -$ -$
* Includes Anticipated Savings
(Cash Balance Excludes Rolling Stock and UV Holding Cash)

PROPOSED
Packet Pg. 1292 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-31
Performance Measures and Workload Indicators
Storm Drain Utility
The Storm Drain Utility is responsible for the maintenance of ditches, culverts, pipes, catch basins, and outfalls, and capital improvements needed to maintain or upgrade the existing facilities. The overall conveyance system is comprised of both public and private segments. The Storm Drain Utility responds to the needs of the public component of the overall conveyance system. The miles of channels shown are for both public and private segments. The miles of Storm Drain Pipe and number of Inlets and Outfalls show only the public facilities. 2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Miles of Storm Drain Pipe 191 198 198 199
Miles of Ditches/Channels 200 200 200 200
Miles of Ditches/Channels Cleaned 4.3 4.5 4.5 4.5
Percentage of Maintained Ditches/Channels to be Inspected Annually 100% 100% 100% 100% Percentage of Inspected Ditches/Channels to be Maintained Annually 8.5% 3% 3% 3% Number of Inlets 6745 6750 6760 6770
Percentage of Inlets Inspected Annually 11% 25% 25% 25% Percentage of Inspected Inlets Requiring Maintenance/Cleaning 5% 5% 5% 5% Percentage of Inlets Cleaned/Maintained Annually 1% 2% 2% 2% Number of Outfalls 1335 1360 1370 1380
Percentage of Outfalls Inspected Annually 19% 25% 25% 25% Percentage of Inspected Outfalls Requiring Maintenance/Cleaning 20% 20% 20% 20% Percentage of Inspected Outfalls Cleaned/Maintained Annually 4% 3% 3% 3% Number of Storm Drain Markers Installed 43 50 50 50

WORKLOAD AND PERFORMANCE MEASURES

PROPOSED
Packet Pg. 1293 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-32
Water Utility
The Water Utility provides domestic water and fire flows to the community and parts of Shasta County outside the City limits. Water sources are the Sacramento River, Trinity/Whiskeytown Lake via the Spring Creek Conduit, and groundwater wells. Performance indicators are as follows:
2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Number of customers/services 30,426 30,575 30,725 30,875 Net Annual New Services 104 149 150 150
% Annual Growth Rate 0.45% 0.5% 0.5% 0.5%
Quantity of water produced (acre feet) 23,846 23,000 24,000 25,000 Percentage of days water quality met standards 100% 100% 100% 100% No. of service orders completed and recorded via Vertex 3,241 3,250 3,300 3,350 No. of work orders completed and recorded via Cartegraph 4,880 5,453 5,600 5,700 Miles of water mains 564 564 566 568
Miles of substandard mains 40 40 39 38
Number of main & water service failures/disruptions per year 239 245 250 250 Miles of water mains receiving uni-directional flushing 25 25 25 25 Number of isolation valves exercised 205 591 750 750
Number of customer meters/boxes repaired or replaced 219 184 200 200 Services per employee 1,049 1,054 1,060 1,065

WORKLOAD AND PERFORMANCE MEASURES

PROPOSED
Packet Pg. 1294 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-33
Wastewater Utility
The Wastewater Utility consists of the domestic and industrial sewage collection, treatment, and disposal facilities serving the City. This system includes over 430 miles of interceptor and trunk sewers, 18 sewer lift stations, and two advanced secondary wastewater treatment plants with effluent filtration. 2019-20 2020-21 2021-22 2022-23
Actual Estimated Projected Projected
No. of Residential HEs 33,078 33,140 33,206 33,242
No. of Commercial/Industrial HEs 10,760 10,171 10,588 10,652 No. of Other Hes * 372 363 372 784
Total HEs Served 44,210 43,674 44,166 44,678
% Annual Growth Rate 1.0% 1.0% 1.0% 1.0%
Clear Creek Plant MGD** Dry Flow 4.8 6.1 6.1 6.1
Stillwater Plant MGD Dry Flow 2.16 2.3 2.3 2.3
Total Peak Flows (MG) *** 53 53 53 53
Total GPD **** Dry Flow per Total HEs 205 203 201 200
Miles of Sewer Main 440 436 436 437
Total FTE Utility Staff 39.84 39.84 40.84 40.84
Total HEs Served per Total Staff 1,082 1,093 1,076 1,087 * 1 HE = household equivalent = 240 gpd
** MGD = million gallons per day.
**** GDP = gallons per day

WORKLOAD AND PERFORMANCE MEASURES
*** Total Peak flows are calculated by the largest peak hour influent flow (MG=million gallons) into the CCWWTP and SWWTP.

Dry Flow is calculated for months of July, August, and September.

PROPOSED
Packet Pg. 1295 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-34
Solid Waste Utility
The Solid Waste Utility includes residential, commercial, industrial, and construction waste collection for the entire City of Redding including general trash (gray cart), recycling (blue cart), and green waste (green cart) services. This service includes management of refuse truck routes, Redding Transfer Station and Material Recovery Center, and the West Central Landfill.
2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Solid Waste Collection
# Waste Wheelers 452,509 464,990 467,310 469,650
# Dumpsters 5,094 53,710 53,980 54,250
# Collections - Drop Boxes/Trash 3,230 3,580 3,600 3,620 # Collections - Compactors/Trash 1,306 1,350 1,360 1,370 # Collections - Drop Boxes/Compactors/Recycling 1,864 1,960 1,970 1,980 Waste @ Transfer Station
City Truck (Tons) 65,879 64,780 65,750 66,740
* City Self-Haul (Tons) 15,650 13,150 13,350 13,550
* Non-City Self-Haul (Tons) 12,208 10,260 10,410 10,570 Recycling Trash (Tons) 1,840 2,020 2,050 2,080
City Sweeper (Tons) 1,091 1,130 1,150 1,170
Compost Trash (Tons) 195 190 190 190
Mattress Trash (Tons) 17 20 20 20
Total Waste Collected (Tons) 96,880 91,550 92,920 94,320 Diverted Waste (Tons) 26,671 26,100 26,490 26,890
Waste @ Landfill
City Waste Buried (Tons) 105,673 103,430 103,950 104,470 Non City Waste Buried (Tons) 64,553 57,420 57,710 58,000 Total Waste Buried (Tons) 170,226 160,850 161,660 162,470 Recyclables
Recyclables Sales (Tons) 8,254 6,860 6,960 7,060
Recyclables Sales (Revenue) $733,273 $444,530 $692,550 $702,940 Compost Sales (Tons) 498 470 480 490
Compost Sales (Yards) 940 930 940 950
Compost Sales (Revenue) $25,802 $24,100 $24,460 $24,830 Fines Sales (Tons) 1,630 1,100 1,120 1,140
Fines Sales (Revenue) $40,293 $27,750 $28,170 $28,590
Green Waste Contract (Tons) 5,722 11,250 11,420 11,590
Mattress Recycling (Tons) 366 310 350 360
Land Applied (Tons) 370 - 800 810
# Vehicle Trips
Total to Transfer Facility 118,928 109,650 110,750 111,860 Total Self-Haul to Transfer Facility 98,734 89,360 90,250 91,150 Total To Landfill 46,208 38,890 39,280 39,670
Total Self-Haul to Landfill 33,995 27,270 27,540 27,820

WORKLOAD AND PERFORMANCE MEASURES

PROPOSED
Packet Pg. 1296 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-35
Fleet Maintenance
The Fleet Division provides fleet maintenance for the entire City’s rolling stock, including over 925 pieces of equipment (cars, pick-ups, heavy-duty trucks, wheel loaders, paving equipment, fire equipment, generators, and fork lifts.).
2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Repair Orders (All) 6,079 6,321 6,700 6,900
Number - City Units 905 911 916 925
Special Equipment Training 4 4 6 6
Supervisory Training Classes 2 2 2 2

WORKLOAD AND PERFORMANCE MEASURES
Streets Division
The Streets Division provides day-to-day maintenance of the City’s roadway transportation network. 2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Miles of Streets Maintained 433 443 450 450
Number of Signs 11,597 11,863 12,000 13,000
Number of City Traffic Signals 82 83 83 84
Lane Miles of Streets Resurfaced 7 8 7 8
Lane Miles of Streets Preserved 3 13 13 11
Tones of Asphalt Material Placed 13,455 8,090 9,100 9,100 Lane Miles of Crack Sealing 18 21 20 20
Number of Barricades Maintained 372 397 397 397
Miles of Alleys Maintained 14 14 14 14

WORKLOAD AND PERFORMANCE MEASURES
Parking Division
The Parking Division manages parking in the Downtown area of Redding. 2019-20 2020-21 2021-22 2022-23
Actual Estimated Projected Projected
Number of On-Street Parking Meter 145 285 300 315
Number of Off-Street Parking Spaces (includes leased lots) 527 560 560 560 Number of Parking Lots (including leased lots) 10 11 11 11 Linear Feet of Painted Curb 81,761 81,961 82,162 83,362

WORKLOAD AND PERFORMANCE MEASURES

PROPOSED
Packet Pg. 1297 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-36
Engineering Division
The Engineering Division provides engineering, survey, and environmental planning support for the City’s capital improvement program and private development program.
2021-22 2022-23 2023-24 2024-25
Actual Estimated Projected Projected
Subdivision Parcel Maps 3 3 3 3
Subdivision Final Maps 1 4 2 2
Lots Recorded 48 160 100 100
Property Line Adjustments 14 12 14 14
Encroachment Permits 353 349 340 340
Value of Projects Advertised for Bid $34,301,450 $36,000,000 $38,000,000 $40,000,000 Number of Projects Advertise for Bid 23 24 24 24
Grading Permits 14 21 22 20
Easements 14141515

WORKLOAD AND PERFORMANCE MEASURES
Unmet Needs
Storm Drain Utility

1. Increased maintenance funding for rolling stock, facility replacements, upgrades, and transient issues.

2. Funding for capital projects that relate to maintenance of the existing system, emergency repairs, and major flood events. There is currently minimal funding identified for these work tasks.

3. Funding to construct and maintain trash capture projects to satisfy MS4 permit requirements.

Water Utility

1. Construction of well-head treatment facilities at Enterprise Well #12 to remove iron, manganese, and arsenic from water will result in significantly improved water quality in the Enterprise Pressure Zone and increased production capacity throughout the City with the construction of the Cypress Ave. Booster Pump Station.

Unlike surface water supplies, any additional groundwater source capacity is sheltered from drought or State of California induced curtailments.

2. Staffing levels within the water department have not increased on a level appropriate to the growth of the system. Several routine maintenance programs were established years ago to help assure the longevity and serviceability of the distribution system. Additional staff are needed in order to address some of these deferred maintenance issues.

PROPOSED
Packet Pg. 1298 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-37
Solid Waste Utility

1. Since the construction of the Solid Waste Transfer and Recycling Facility in 1995, the City has expanded its recycling programs. Increased focus on recycling and mandatory diversion requirements has resulted in better participation. This has created an issue regarding available space for receiving, storing, and processing recyclables. By expanding the Southeast portion of the processing building, sufficient space would be added to expand the sorting lines of the Materials Recovery Facility (MRF) and have an area for the staging of material to be processed. The estimated cost of this expansion project is $3,346,800.

2. The State has adopted legislation that requires the recycling of organics. Currently, there are very limited options available for the recycling of food waste. The City and County have partnered to put out a Request for Proposals to have a consultant evaluate the viability of a regional recycling program that would include the recycling and processing of food waste. Should an option be deemed as viable for a local or regional solution or should the City determine to move forward on its own then a Food Waste to Energy project or Food Waste Composting project would be the next step. The estimated cost for such a project is $9,273,600.

3. Due to space constraints at the Solid Waste Transfer and Recycling Facility, staff proposed and the City Council adopted a Facility Master Plan that identified options for expanding the current facility. One of the options to provide needed space for continued growth and expansion was to move the Marshalling Room, employee parking for drivers, and truck parking to the City owned property on the West side of Abernathy Lane, directly across from the current location. The estimated cost of this expansion is $9,812,400.

4. The Materials Recovery Facility (MRF) needs improvement in order to keep up with increasing recycling from the community and increasing mandatory recycling requirements from the State. Replacing the sorting screens on the MRF would add capacity in how much recycling can be sorted per day. The estimated cost of this expansion project is $1,500,000.

5. Due to the increase in use and volume of materials and material types brought to the HHW and Drop-Off Recycling Facility, additional space is needed in order to process and store materials and provide a sufficient amount of space for customers to unload materials. The estimate for this project is $2,000,000.

6. Leaves are considered organic material and can be added to the compost operation if they are not commingled in a street sweeper which would introduce oils and other products with them that makes them not fit for composting. A separate leaf collection process would allow for the diversion of leaves during the fall season.

The estimated cost of a specialized vehicle for leaf collection activities is $150,000.

Fleet Maintenance

1. Since the time the Fleet Shop was designed and built, the size of some of the equipment the City has acquired is larger in size and barely fits under the roll-up doors for entry in to the Shop. Raising the height of the Shop doors would allow easier access and limit the chance of accidentally striking the doors and causing damage.

The estimated cost of the project is $ 30,960.

Streets Division

1. Street maintenance continues to be the major challenge for the Streets Division. The Pavement Management Program (PMP) classifies the condition of the various street segments and provides a rating. The current backlog of pavement needs totals over $58 million in order to bring the entire system to a “very good” rating of 80 out of a 100 scale. That backlog is expected to grow to over $63.7 million by 2024 if no other resources are allocated. The current pavement condition index system wide is rated a 45 with residential and collector streets falling in the “poor” category. To maintain the current rating, an investment of $2.6 million annually is needed. The adopted budget allocates an average of $3.9 million per year investment in overlay. It is

PROPOSED
Packet Pg. 1299 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
J-38
estimated that over $7.6 million per year is needed to bring the entire system to an ideal rating that would only require minor maintenance to preserve.

2. Pedestrian facilities are experiencing deterioration and need continual repair and replacement. There are many gaps in the system that need new sidewalk and other enhancements. Americans with Disabilities Act (ADA) compliance for curb ramps and connectivity with no additional revenue adds significant costs to all street work capital projects. This diminishes the funds available for pavement maintenance.

Parking Division

1. With the acquisition of $100,000 in new smart meters for the Downtown core, the remaining mechanical parking meters need to be consolidated and relocated to replace those that have been vandalized and stolen.

PROPOSED
Packet Pg. 1300 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1301 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

PROPOSED
Packet Pg. 1302 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) K-1

APPENDIX
Table of Contents
Glossary/Acronyms ........................................................... K-3 Fund Descriptions ........................................................... K-11 Budget Policies ................................................................ K-15 Redding Bus Authority .................................................... K-37 Redding Housing Authority ............................................ K-45 Index ................................................................................ K-49

PROPOSED
Packet Pg. 1303 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) K-2
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PROPOSED
Packet Pg. 1304 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget) K-3

GLOSSARY/ACRONYMS

PROPOSED
Packet Pg. 1305 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
K-4

GLOSSARY/ACRONYMS

ACCRUAL BASIS OF ACCOUNTING
A method of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of the timing of related cash flows.

A/D
Assessment District

ADOPTED BUDGET
The appropriations as they were original adopted by the City Council before any amendments were made to the budget.

APPROPRIATION
A legal authorization by the City Council to make expenditures and to incur obligations for specific purposes. An appropriation is limited in amount and the time when it may be expended.

BASE BUDGET
An estimate of the minimum resources required to maintain the current level of services, assuming no change in service demands.

BPPM
Budget Policies and Procedures Manual for the City of Redding.

BUDGET DOCUMENT
The instrument used by the City Manager to present a comprehensive financial program to the City Council.

BUDGET MESSAGE
A general discussion of the adopted budget as presented in writing by the City Manager to the City Council.

BUDGET ACCOUNTS
Accounts used to enter the adopted annual operating budget into the subsidiary ledgers as part of the management control process.

BUDGET CONTROL
The control or management of the City=s resources in accordance with the adopted budget as amended by the City Council for the purpose of keeping expenditures within the limitations of available appropriations and available revenues.

CAPITAL BUDGET
Funds that are used to account for financial resources used for major capital improvements projects.

CAPITAL IMPROVEMENT PLAN
The document prepared on an annual basis that outlines what major capital projects and equipment will be purchased for a five year period.

PROPOSED
Packet Pg. 1306 Attachment: Proposed Biennial Budget FY 23-24 & 24-25 (9.1(c)--Consider Resolution adopting and approving City of Redding Biennial Budget)

CITY OF REDDING BIENNIAL BUDGET
FISCAL YEARS ENDING JUNE 30, 2024 AND 2025
K-5

CAPITAL OUTLAY
Land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, plant, plant improvements, projects, infrastructure, and all other tangible or intangible assets that have initial useful lives extending beyond one year and cost more than $5,000.

Redding City CouncilJune 20, 2023

Redding City Council
June 20, 2023