REDDING CITY COUNCIL SPECIAL MEETING
Civic Center Council Chambers
777 Cypress Avenue, Redding, CA
WEDNESDAY, OCTOBER 22, 2025, 4:00 P.M.
NOTICE AND AGENDA
NOTICE IS HEREBY GIVEN that a Special Meeting of the Redding City Cou ncil is hereby called by the undersigned and under the authority vested in him by Section 54956 of the Government Code of the State of California. The meeting is to take place at the date, time, and location listed above.
Business to be transacted at said meeting, and the only business to be transacted is as follows:
1. See Attached Agenda
_______________________
Jack Munns, Mayor
Dated: October 14, 2025
Redding City Council October 22, 2025
Agenda
Special Meeting
Redding City Council
Council Chambers (Doors open 30 minutes prior)
777 Cypress Avenue,
Redding, CA
October 22, 2025
4:00 PM
1. CALL TO ORDER - MAYOR JACK MUNNS
A. Pledge of Allegiance
B. Roll Call
2. REGULAR CALENDAR: REPORTS & COMMUNICATIONS OF DEPARTMENTS,
BOARDS, COMMISSIONS AND COMMITTEES
2.1. Presentation of Budget and Financial Report October 2025 from the City of Redding Treasurer/Director of Finance.
Recommendation:
Informational item only.
3. ADJOURNMENT
If anyone wishes to address the City Council on any item considered at this meeting before or during Council’s consideration of that item, please enter your name in the electronic kiosk located in the lobby. The City Council will allocate up to a maximum of th ree minutes per speaker for each agenda item. Staff reports are available on -line at the City’s web site at www.cityofredding.gov and in the Public View binder located on the podium at the north side of the Chambers.
PLEASE SILENCE YOUR CELL PHONES. THANK YOU.
Redding City Council October 22, 2025
Pursuant to the Br own Act, non -confidential materials related to an item on this agenda submitted to the City Council after distribution of the agenda packet are available for inspection during normal business hours at the Office of the City Clerk, 3 rd Floor, City Hall, 777 Cypress Avenue, Redding, California.
City Council Meetings will be televised live on Shasta Community Access Channels via Charter/Spectrum Cable channel 181 . Additionally, the meeting can be viewed online at the following: https://www.shastaartscouncil.org/scactv; and the City’s YouTube Channel https://www.youtube.com/cityofredding. Video of the City Council meetings can also be viewe d on the City’s web site at https://www.cityofredding.gov/. Open the Services tab, and select City Council Videos.
In compliance with Title II of the Americans with Disabilities Act, the City of Redding will make available to persons with disabilities modifications or accommodations including auxiliary aids or services necessary to participate in public meetings. A person needing assistance should contact the Redding City Clerk by telephone at (530) 225 -4447 or in person, or by mail at 777 Cypress Avenue, 3 rd Floor, Redding, California 96001 at least three (3) working days in advance.
The City of Redding will ensure that no person shall be excluded from participation in, denied the benefits of, or otherwise be subjected to discrimination under any of its projects, activities, services, or business opportunities on th e basis of race, color, national origin, age, sex, or disability, as afforded by Title VI of the Civil Rights Act of 1964 and related statutes as amended. All persons, regardless of their citizenship status, are covered under this regulation.
Questions, c omplaints, or requests for accommodations or additional information may be forwarded to the ADA & Title VI Coordinator at 777 Cypress Avenue, Attn: Personnel Dept., Redding, California 96001, Phone (530) 225-4065.
CITY OF REDDING
REPORT TO THE CITY COUNCIL
Recommendation
Informational item only.
Attachments
^Budget and Financial Report October 2025
MEETING DATE: October 22, 2025
ITEM NO. 2.1
FROM:
***APPROVED BY***
[email protected]
SUBJECT: 2.1--Presentation of Budget and Financial Report October 2025 from the City of Redding Director of Finance.
Greg Robinett, Director of
Finance/City Treasurer
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City Treasurer and
Finance Director Greg Robinett
Budget & Financial Report
October 2025
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
1 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
TABLE OF CONTENTS
Introduction ............................................................................................................................................................... 2 Executive Summary ................................................................................................................................................ 2 Timeline...................................................................................................................................................................... 8 User’s Guide & Definitions ................................................................................................................................... 10 Section 1. Fy 26 & 27 Balanced Budget & Responsible Forecasting ....................................................... 12 Section 2. Historical Budget And Financial Information .............................................................................. 21 Section 3. American Rescue Plan Act (ARPA) ............................................................................................... 30 Section 4. Staffing & Employee Costs ............................................................................................................. 36 Section 5. Financial Reporting ........................................................................................................................... 45 Conclusion .............................................................................................................................................................. 46 Purpose And About The Author ........................................................................................................................ 47 Additional References & Resources ................................................................................................................ 48
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
2 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
INTRODUCTION
On August 5, 2025, the Redding Budget Findings (Document) was authored by Council Member Tenessa Audette. Due to concerns regarding certain information and claims contained in the Document, the City Council (Council) directed City Treasurer and Finance Director Greg Robinett to prepare a formal response.
This report is intended to provide additional information and context related to key claims and findings but does not address every element presented in the document. Its purpose is to clarify several points raised and to enhance understanding of the City of Redding’s (City) budget, financial policies, procedures, and overall fiscal framework. While it does not detail every process or policy, it aims to offer relevant background and context where appropriate. Some areas of the Document are not financial in nature, and this report provides additional information on those subject areas. Finally, there are areas of the report that include legal discussion and/or opinions e xpressed by an individual Council Member. This report will provide additional information and clarification as needed to enhance the conversation.
EXECUTIVE SUMMARY
The following outlines the major topics and sections of the report, including key information to help understand the important aspects of the response. For a complete response to each section , please see the referenced section in the report.
FY 26 & 27 Balanced Budget & Responsible Forecasting (Section 1) The City’s current biennial budget is accurately balanced and reflects a responsible, data-driven approach to long -term financial management. Despite beginning the biennial budget below the Council’s 10% reserve polic y threshold, the adopted budget projects surpluses and compliance with reserve requirements by the end of the two-year cycle.
City’s Budget is accurately balanced
• FY 2026 forecasts $2.5 million surplus (Revenue more than Expenditure) • FY 2027 forecasts $868,000 surplus
• The surpluses in each year allow the ending cash to finish above a 10% reserve as required Sales Tax Trends
• Sales Tax in the current budget utilizes conservative projections approved by Council – 2% for 2 years and 2.5% thereafter, supported by average growth over the past 10 years of 3.4% • Forecasts will be regularly updated to ensure the plan remains relevant and useful Budget Modifications
• Increases to revenues following Council direction: Recreation Fees, Development Services Fees, & Cannabis Taxes
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
3 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
• Expenditure cuts: 29 full-time position cuts through attrition, Tourism & Marketing Contract, Rolling Stock cuts, sweeping 5% operating expenditure cuts
Summary: Current budget is balanced, despite reserves starting below 10% , the 10 -Year Plan achieves 10% at the end of FY 2026 & 2027 through surpluses in each year. The Budget will continue to be monitored and updated to keep the budget balanced and sustainable.
Historical Budget & Financial Information (Section 2)
Over the past two years, the City has continued to see pressures on the financial condition of the General Fund due to revenue underperformance and added cost pressures. As a result, the City has reduced reserves to offset these impacts while slowly reducing service levels. This section of the report discusses the history of the City’s Budget & Financial Information.
Sales Tax History and Modifications
• Conservative forecasts utilized particularly in FY 2022 & FY 2023 Biennial Budget, including long- term growth of 2.5%
• After two consecutive historical growth years, 16.74% growth in FY 2021 from FY 2020 and 6.29% FY 2022 from FY 2021, updated the FY 2022 forecast to reflect no changes to the long-term growth assumption of 2.5%
• Staff utilizes outside forecasting models to aid the forecasting process and recommendations Cash Reserves & 10-Year Plan
• Reserve Policy updated from 5% to 10% in 2020, strengthening financial stability • Adopted FY 2024 & FY 2025 budget forecasted usage of reserves • Further reserve decline in FY 2024 & FY 2025 was worsened by expenditure pressures (including salary modifications) and revenue underperformance
• Major expenditure changes and revenue impacts from flattening Sales Tax and Transient Occupancy Tax were communicated to Council regul arly, including the Mid-Year Update presented in February 2024, and the Mid-Cycle update of 2024 • To aid in returning to a balanced budget , Staff presented, and Council approved $4.5 million per year expenditure reductions in May 2024
Budget Adoption Process
• Pre-2019 process utilized a priority setting workshop in late January/early February and a budget adoption workshop in June
• Process changed in 2019 to leverage multiple workshops across several months with the goal of improving transparency, collaborati on, and continual policy direction from Council as the budget was developed
Summary: City’s financial management continues to be transparent, consistent, and aligned with professional standards. The challenges reflected in the 10 -Year Plan were a result o f changing economic realities and policy decisions, not the result of hidden spending or data manipulation.
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
4 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
American Rescue Plan Act (ARPA) Funds (Section 3)
The City received $18,693,433 of ARPA funds, which had to be used within federal requirements. This section of the report helps to explain the utilization of these funds and contextualize any questions regarding compliance and proper expenditures.
All Federal COVID relief dollars were used properly
• ARPA expenditures approved by Council
• Expenditures audited annually by independent certified public accountants • Audits FY 2022 through FY 2024 found no issues or findings Summary: Funds were used for Council -approved priorities in full compliance with federal requirements for the State and Local Recovery Funds. All expenditures have been audited for accuracy and compliance, with no findings reported.
Staffing & Employee Costs (Section 4)
The City has eleven labor partners and a group of unrepresented employees. Over the course of the years there have been multiple Memorandum of Understanding agreements reached which modify employee pay increases and increases to the amounts required by employees to pay for benefits received. This section of the report highlights these changes and provides context for the staffing level increases.
All Staffing and final pay decisions were made at a public meeting • Adjustments to positions or salaries must be approved by Council • Employees now pay 50% of the Normal Cost for the retirement program (as much as 19.37%), and 20% of the Health Insurance premium costs
• Future changes will continue to be made transparently and collaboratively with labor partners
Financial Reporting (Section 5)
The Finance Department has consistently provided timely and transparent financial updates throughout a period of major system modernization and staffing challenges, maintaining its commitment to accuracy, accountability, and continuous improvement in financial reporting. These reports outlined the City’s financial position, revenue trends, and d iscussed emerging fiscal challenges, ensuring the Council was properly informed to support sound policy and budgetary decisions.
No financial reporting was intentionally withheld from Council. • New reporting was a result of the transition to the new ERP system, while Finance faced staffing and workload pressures
• Staff remains committed to refining financial reporting to meet Council expectations, increase usability, and ensure continued transparency and accountability • All financial activities remained subject to standard audit and oversight processes, with no findings of noncompliance or concealment
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
5 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
• The Finance Department has consistently provided financial updates through staff reports, quarterly reports, mid -year updates, and mid -cycle reviews , openly comm unicating the City’s financial condition
Summary: Staff remains committed to financial transparency and reporting to Council. Any reporting inconsistencies were the result of system transitions, workload pressures, and evolving Council expectations, not deliberate action or misconduct.
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
6 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
“Redding Budget Findings” vs. City Finance Response
Issue / Topic Redding Budget
Finding’s Claim City Finance Response Citations in City Response
1.Current
Budget
The City’s 2025–27
budget isn’t truly
balanced and fails to
meet the 10% reserve
policy (estimated at
7.2%).
The budget is balanced, projecting $2.5 M surplus
in FY 2026 and $868 K in FY 2027. Details
provided on reserves, revenues, and expenses are
reported and reconciled within budget document.
Section 1.
2.Sales-Tax
Forecasting
Sales-tax projections
were “inflated” by $65
M since 2022, creating
an unrealistic picture of
financial health.
No assumptions were changed and only the
beginning number in 2022 was modified with
Council-approval. Since 2019, the 10-Year Plan has
utilized a more conservative 2.5% long-term growth
assumption in line with long-term averages (≈ 3.4 %
annual growth).
Historical Sales
Tax – Section 2.2
Current Budget
Sales Tax –
Section 1.3
3.Beginning
Cash
Calculations
The City used
“projected,” not actual,
cash balances—violating
sound finance practices.
Forecasting beginning cash is standard practice,
refined after each annual audit. Actual Cash is not
available until well after the budget is completed.
This process improves accuracy (variance ≈ 6 % vs.
34% utilizing the previous 10-Year Plan).
Current Budget
Cash – Section 1.6
Historical Budget
Cash – Section 2.1
4. Use of
ARPA Funds
ARPA (COVID-relief)
money may have been
misused—possibly
paying for more police
positions than
authorized.
Claims are incorrect: all ARPA spending was
externally audited yearly with zero findings. ARPA
funded approved projects (police beat 8 staffing,
park rangers, utility aid, etc).
Section 3.
5.Personnel
Costs & Raises
Raises and new
positions increased
costs > 35 %,
endangering long-term
sustainability.
All raises and new positions were Council-
approved through public votes. Many were offset
by fee increases or funded through enterprise
operations (Electric, Water, etc.).
Section 4.
6.Financial
Reporting
Reports were delayed,
incomplete, and
formatted to obscure
information.
Reporting changes were due to a new financial
system, not concealment. Council received
updates and was invited to provide feedback, no
feedback provided until 2025. Finance reports
consistently meet excellence in Financial Reporting
standards and no negative audit findings since
2012
Section 5.
7.Oversight &
Process
Council was restricted
from asking budget
questions and lacked
full information.
The budget process since 2019 has expanded
Council involvement (12–15 hours of workshops vs.
4–5 hours before). The current budget included
workshops on January 23, 2025, March 13, 2025,
May 6, 2025, May 20, 2025, and Budget Adoption
on June 17, 2025
Section 2.3 and
Timeline
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
7 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
Legacy of Excellence and Accountability
The City’s Finance Department has a long -standing record of excellence in financial management and reporting. The City’s Annual Comprehensive Financial Report (ACFR) has earned the Certificate of Achievement for Excellence in Financial Reporting for 40 consecutive years, and the RABA ACFR, also prepared by City Finance, has received the same recognition for 36 consecutive years. Staff anticipates both will again receive the award for the fiscal year ending 2024 and 2025. Since 2019, the City’s Biennial Budget has received the Distinguished Budget Presentation Award for three consecutive budget cycles, with the FY 2026 –27 Biennial Budget expected to continue this streak. Additionally, the City has not received a negative audit finding since 2012. These awards, consistent audit results, and recognition from external auditors and oversight agencies demonstrate the Finance Department’s enduring commitment to integrity, accuracy, and transp arency, an institutional legacy of excellence that the Department and the citizens of Redding can be proud of.
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
8 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
TIMELINE
February 16, 2021 – 9.10(a) Mid-Year FY 2021 – Video at the 1:19:10 mark March 2, 2021 – 9.15(a) Redding Peace Officer’s Association (RPOA) Successor Agreement April 6, 2021 – 9.15(a) UPEC Fire Management Successor Agreement April 8, 2021 – General Fund Biennial Budget Workshop - Video April 20, 2021 – 9.15(b) Redding Police Managers Association (RPMA) Successor Agreement & Unrepresented
April 29, 2021 – 3B General Fund Biennial Budget FY 2022 & FY 2023 Workshop - Video May 6, 2021 – 4 Enterprise Fund Biennial Budget FY 2022 & FY 2023 Workshop – Video May 18, 2021 – 9.10(a) Third Quarter Update FY 2021 – Video at the 56:30 mark June 15, 2021 – 9.1(d) Biennial Budget FY 2022 & FY 2023 – Video at the 58:23 mark July 20, 2021 – 9.15(b) RIEO & UPEC Successor Agreements & Unrepresented September 7, 2021 – 9.10(a) Year End Budget Update FY 2021 – Video at the 1:10:25 mark November 16, 2021 – 9.10(a) First Quarter Update FY 2022 – Video at the 1:59:37 mark January 18, 2022 – 9.1(e) Unrepresented Salary Modifications - Video at the 3:21 mark February 17, 2022 – 3A - Mid-Year & Budget Workshop - Video March 15, 2022 – 9.10(a) Mid-Year & ARPA Resolution – Video at the 1:49:22 mark May 17, 2022 – 9.10(a) Third Quarter Update FY 2022 – Video at the 2:30:22 mark July 19, 2022 – 9.15(b) RIEO & RPOA Miscellaneous Successor Agreements September 20, 2022 – 9.10(a) Mid Cycle Update FY 2022 & FY 2023 – Video at the 1:17:20 mark November 15, 2022 – 9.10(a) First Quarter Update FY 2023 – Video at the 2:10:00 mark November 15, 2022 – 9.15(a) IBEW Maintenance Successor Agreement February 16, 2023 – 3A – Mid-Year Budget Update FY 2023 and 3B – Biennial Budget Workshop - Video
April 4, 2023 – 9.15(a) IBEW Power Production Successor Agreement April 5, 2023 – General Fund Biennial Budget Workshop - Video May 4, 2023 – Enterprise Fund Biennial Budget Workshop – Video May 16, 2023 – 9.10(a) Third Quarter Update FY 2023 – Video at the 2:24:34 mark June 20, 2023 – 9.1(c) Biennial Budget FY 2024 & FY 2025 – Video at the 52:30 mark July 18, 2023 – 9.15(b) IAFF Successor Agreement
August 15, 2023 – 9.15(a) UPEC Successor Agreement
September 5, 2023 – 9.15 (c) Unrepresented Salary Modifications Packet Pg. 13
Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
9 By City Treasurer and Finance Director Greg Robinett
BUDGET & FINANCIAL REPORT OCTOBER 2025
September 19, 2023 – 9.10(a) Year End Budget Update – Video at the 1:41:50 mark October 2, 2023 – 9.15(a) UPEC Fire Management Successor Agreement October 2, 2023 – 9.15(b) RPOA Successor Agreement
November 7, 2023 – 9.15(a) IBEW Electric Successor Agreement December 5, 2023 – 9.15(b) RPMA Successor Agreement and Public Safety Unrepresented February 20, 2024 – 9.10(a) Mid-Year Budget Update FY 2024 & FY 2025 – Video at the 34:25 mark
May 21, 2024 – 9.1(c) General Fund Budget Reductions – Video at the 28:50 mark May 21, 2024 – 9.10(a) Third Quarter Budget Update FY 2024 – Video at the 17:45 mark August 7, 2024 – 9.15(a) IAFF Successor Agreement
September 17, 2024 – 9.10(a) Mid-Cycle Budget Update FY 2024 & FY 2025 – Video at the 3:10:30 November 19, 2024 – 9.10(b) First Quarter Update FY 2025 – Video at the 45:30 mark January 23, 2025 – Biennial Budget Workshop FY 2026 & FY 2027 – Video March 13, 2025 – Biennial Budget Workshop FY 2026 & FY 2027 – Video March 18, 2025 – 9.10(b) Mid-Year Budget Update FY 2025 – Video at the 3:53:30 mark May 6, 2025 – 9.10(a) Biennial Budget Workshop FY 2026 & FY 2027 – Video at the 42:00 mark May 20, 2025 – Biennial Budget Workshop FY 2026 & FY 2027 – Video June 17, 2025 – 9.1(c) – Biennial Budget FY 2026 & FY 2027 – Video at the 1:05:25 mark July 15, 2025 – 9.10(b) Third Quarter Update FY 2025 – Video at the 2:12:10 mark September 16, 2025 – 9.10(a) Year End Budget Updated FY 2025 – Video at the 1:17:55 mark
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
10 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
USER’S GUIDE & DEFINITIONS
This section provides formal definitions and, more importantly, an overview of how the City’s key financial components function, how they differ, how they interact, and the context in which they are applied. It also includes professional commentary to aid understanding of the City’s financial structure and reporting framework.
Financial Planning & Analysis (FP&A)
Financial Planning and Analysis (FP&A) is the process used to evaluate current financial performance and plan for the future. It combines budgeting, forecasting, and financial modeling to help leaders make informed decisions. FP&A involves analyzing historical data, tracking key performance indicators, and creating projections to assess how various scenarios could affect the organization’s financial position.
The work extends beyond reporting numbers by providing insights, identifying risks and opportunities, and recommend ing strategies that align resources with long-term goals. FP&A serves as the bridge between raw financial data and strategic decision -making. For the City, this connects the Budget , the 10- Year Plan, and linking financial reporting to forecasting and long-range modeling.
Accounting
Accounting is a complex discipline requiring precision, attention to detail, and a strong understanding of financial principles and regulations. Accountants must interpret evol ving standards, tax codes, and reporting requirements while providing meaningful analysis to support decisions.
The work often involves balancing competing priorities under tight deadlines. Beyond technical accuracy, accounting demands critical thinking, e thical judgment, and clear communication of financial information to non-financial audiences. All of which make it a challenging and essential function.
Annual Comprehensive Financial Report (ACFR)
The Annual Comprehensive Financial Report (ACFR) presents the audited financial statements for the City of Redding’s various funds, including governmental, proprietary, special revenue, and trust funds. The ACFR is audited annually by the City’s external auditors in accordance with all applicable auditing standards.
The ACFR follows Generally Accepted Accounting Principles (GAAP) and the requirements of the Governmental Accounting Standards Board (GASB). It incorporates multiple bases of accounting as required by GASB, including modified accrual, full accrual, an d limited cash basis presentation for certain budgetary items.
Fund
A fund is a fiscal and accounting entity with a self-balancing set of accounts, established to carry out specific activities or achieve objectives in accordance with special regulations, restrictions, or limitations.
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
11 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
The City maintains several types of funds:
• Governmental Funds – including the General Fund and special revenue funds (e.g., Housing). • Enterprise Funds – including Electric, Water, Wastewater, Solid Waste, and Airports. • Internal Service Funds – such as Information Technology, Fleet, and Building Maintenance. • Trust and Custodial Funds – used for fiduciary activities.
Annual Audit
The ACFR forms part of the City’s broader annual audit engagement, which includes several additional required audits: the Single Audit (for all federal grant awards), the Passenger Facility Charge (PFC) Audit , the Redding Area Bus Authority ACFR, and the Housing Authority Basic Financial Statement.
Each engagement requires external auditors to determine annually whether financial information is fairly presented, complies with applicable accounting standards, and is supported by adequate internal controls.
The City of Redding has not received an audit finding across all engagements and entities since 2012, which reflects its long- standing commitment to excellence in financial reporting. The same diligence is applied to the preparation of the Biennial Budget, 10-Year Plan, and Quarterly Financial Reports.
Biennial Budget
The Biennial Budget is adopted by the Council in June of odd-numbered years, in accordance with Council Policy 405. In 2019, the budget adoption process was updated to include a series of workshops, allowing for earlier and more iterative Council input.
Previously, a single priority-setting workshop was held in January or February, followed by a presentation and adoption meeting in late June. The current process provides multiple opportunities for the Council to review budget information and trends as the budget is developed. While figures may continue to evolve until final adoption, this approach supports greater transparency and collaboration.
10-Year Plan
The 10-Year Plan is the City’s long-term financial planning tool, established under Council Policy 412. The policy requires that projected year-end reserves remain at or above 10 percent of expenditures throughout the planning horizon. If projections fall below that level, corrective actions must be proposed.
Additionally, Council Policy 219 limits General Fund personnel costs to no more than 73 percent of total expenditures.
For the purposes of this report, references to the 10- Year Plan pertain to the General Fund. While similar long-term financial plans are required for other major funds, this discussion focuses on the General Fund plan.
It is important to note that the 10 -Year Plan does not reflect actual financial results or the final amended budget. It reflects the adopted budget and is historically amended for actions taken by Council. This is updated at the Mid -Year, Mid -Cycle, and Year -End Updates, which are held twice every year. It is a Packet Pg. 16
Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
12 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
planning and forecasting tool designed to help the Council assess the long-term implications of its current decisions. As Council Policy 412 states:
“The budget decisions made today will have an impact on the City’s future in not only what is accomplished but what resources are available in the future.”
Quarterly Financial Updates
Quarterly Financial Updates provide the Council with regular information on the General Fund’s performance relative to projections. These updates promote fiscal transparency and allow the Council to monitor trends.
• The 1st and 3rd Quarter updates are typically informational and do not include budget adjustments.
• The 2nd Quarter update is referred to as the Mid-Year Report. (10-Year Plan Updated) • The 4th Quarter update is referred to as the Mid-Cycle Report during the first year of the biennium, and as the Year-End Update during the second year. (10-Year Plan Updated)
SECTION 1. FY 26 & 27 BALANCED BUDGET & RESPONSIBLE
FORECASTING
The first section of this report is designed to address the concerns voiced in the Document regarding the current Biennial Budget and potential imbalances. This section addresses those claims strategically, grouped by topic to consolidate and clarify the various issues presented.
1.1 Current Budget & 10-Year Plan
On page 30 of the Document, it is asserted that, after adjusting for inaccuracies, the FY 2026 and FY 2027 10-Year Plan does not meet the 10% reserve requirement in either year. The document then provides a breakdown of the perceived discrepancies.
This assertion is incorrect. While the currently adopted General Fund 10-Year Plan begins below the target reserve level, both adopted budget years project surpluses , meaning revenues exceeding expenses.
These surpluses bring reserves back above 10% under the current plan. Specifically:
• Year 1 FY 2026: $2.5 million projected surplus
• Year 2 FY 2027: $868,000 projected surplus
Claims Summary
The Document identifies the following concerns:
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
13 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
• Revenues for Internal Departments and Transfers Out are incorrect • Sales Tax revenue used incorrect assumptions
• Expenses are incorrect
• Beginning cash is incorrect
Each of these claims is inaccurate or misrepresents the underlying financial information. The following sections address each point in detail.
1.2 Internal Departments and Transfers Out
The Document claims that revenues are overstated and transfers out are understated in the General Fund 10-Year Plan:
• Internal Department revenue is overstated by $1.3 million in Year 1 • Transfers Out are understated by $72,000 in Year 1
It concludes that General Fund r evenue should be reduced from $110,413,310 to $109,136,000, resulting in lower year-end reserves.
This claim is incorrect. Below are detailed reconciliations for both fiscal years of total revenues, internal department revenues, and transfers that demonstrate that these assertions stem from a misunderstanding of how the 10 -Year Plan aligns with supporting budget detail pages. These tables convert the General Fund 10-Year Plan information to full numbers, making comparisons easier to review. The General Fund 10-Year Plan presents numbers in thousands to aid in presentation.
This table shows the General Fund 10-Year Plan reconciles to the Total General Fund Revenue Detail Page.
This table shows a reconciliation of Internal Departments' Revenues and the associated tie-outs in the General Fund 10-Year Plan.
This table provides a breakdown of the details of the Internal Departments' Revenues in the 10-Year Plan and references to the budget detail pages where they are located.
Item FY 25-26 FY 26-27 Budget Doc Ref er ence
General Fund(GF) 10-Year Plan Revenue 110,413,000 112,679,000 P. 48 & P. 50 Total General Fund Revenues Details 110,413,310 112,678,870 P. 61 Item FY 25-26 FY 26-27 Budget Doc Ref er ence
GF 10 Year Plan Internal Depts 13,319,000 14,457,000 P. 50 GF 10 Year Plan Transfers In 10,609,000 10,673,000 P. 50 GF 10 Year Plan Transfers Out (3,018,000) (2,993,000) P. 50 Total Internal Departments 20,910,000 22,137,000 Ties to Budget Detail Page Total Revenue Internal Departments 20,909,730 22,137,460 P. 60 Packet Pg. 18
Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
14 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
This table provides a breakdown of the Transfers in the 10-Year Plan and references to the budget details pages where they can be located.
This table provides a breakdown of the Transfers Out in the 10-Year Plan and references to the b udget details pages where they can be located.
In summary, the tables above provide a detailed reconciliation from the total revenues to the individual areas questioned in the Document. This clearly demonstrates that all revenues have been properly included in the Budget and the 10-Year Plan.
Clarifying the Structure
The 10-Year Plan aggregates certain items differently than the Budget Document:
• The Internal Departments line includes Property in Lieu of Tax (PILOT) and reimbursements from other departments (Cost Allocation Plan, Public Works Administration, and NPDES). • The Budget Document includes these items plus transfers in, transfers out, and repayments of advances.
• The 10-Year Plan presents transfers in and out separately, with “Other” under transfers out encompassing repayments of advances.
The $1.3 million “overstatement” results from excluding Public Works Administration and NPDES reimbursements, which are internal service amounts appropriately included. Similarly, the $72,000 “understatement” of transfers out is due to the repayment of an advance (the remaining soccer turf loan).
Item FY 25-26 FY 26-27 Budget Doc Ref er ence
Property In Lieu of Tax 5,996,600 6,893,800 P. 77 Cost Allocation P lan 5,973,560 6,157,360 P. 77 Public Works Admin & NPDES 1,348,780 1,406,170 P. 81 Total Internal Departments 13,318,940 14,457,330 Ties to GF 10-Yr Internal Depts Item FY 25-26 FY 26-27 Budget Doc Ref er ence
Gas Tax Transfer In 10,086,090 10,150,840 P. 76
Proposition 172 Transfer 272,250 272,250 P. 76 Airports Transfer (3 ARFF Captains) 250,000 250,000 P. 76 Total Transfers In 10,608,340 10,673,090 Ties to GF 10-Yr Transfers In Item FY 25-26 FY 26-27 Budget Doc Ref er ence
Rolling Stock (885,000) (840,000) P. 76
Equipment Replacement (218,000) (238,500) P. 76 Parking Fund (38,310) - P. 76
Convention Center/Tourism Contract (749,730) (756,300) P. 76 Library (1,054,780) (1,086,430) P. 76
Repayment of Advances (Soccer Turf) (72,000) (72,000) No Detail provided Budget Doc Total Transfers Out (3,017,820) (2,993,230) Ties to GF 10-Yr Transfer Out Packet Pg. 19
Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
15 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
While the information presented on the detail pages, which provide additional contextual information for the reader of the budget document, could be improved, it is categorically incorrect to assert any misstatements of the 10-Year Plan.
1.3 Sales Tax
The Document claims that Sales Tax revenue projections are overstated or based on unapproved assumptions, referencing pages 45, 46, and 59. It states:
“After retroactively correcting FY 2024–25 to match known underperformance, the City adopted a new 2% increase in Sales Tax assumptions for FY 2026 and 2027— however, the math suggests they inflated that assumption as well.” This claim is incorrect. While the arithmetic cited is accurate, the conclusion reflects a misunderstanding of when actual revenue data becomes available during the budget process.
Timing and Forecasting
• The first budget workshop occurred on January 23, 2025, when FY 2025 was still underway. • The FY 2025 final sales tax number ($30.252 million) was not known until July 2025, months after budget adoption discussions concluded.
Council Direction
• In January and March 2025, staff presented revenue assumptions using five years of historical data and sensitivity analyses.
• Staff initially recommended a 2.5% annual growth rate beginning in FY 2026. • On May 6, 2025, Council directed that FY 2026 and FY 2027 use a 2% assumption instead, which was adopted.
The amount referenced in the
Document to assert a 3.69% growth rate is based on actual FY 2025 data, which was not available when the FY 2026 & FY 2027 budget was developed.
Below is a table for nine years of actuals, 2015 to 2024, which were available during budget development, the flat amount forecasted for FY 2025 (yellow), and the entire 10- Year Plan of forecasted Sales Tax Revenue (Orange) with associated perc entage increases by year. The table is presented in thousands in alignment with the General Fund 10-Year Plan formatting.
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16 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
A five-year historical trend and forecast chart was presented to the Council during budget workshops, illustrating how assumptions were derived. The ten-year average for Sales Tax, which will be discussed in greater detail later in the report, is 3.34% annual growth. Future sections of this document will further discuss historical, amended, and actual sales tax results for context.
1.4 Revenue Forecasting Concerns
On page 33, the Document raises concerns about overly optimistic revenue assumptions, citing an alleged $4–6 million year -over-year increase. However, no supporti ng documentation is provided, making it difficult to verify or place this claim in proper context. Several key points should be considered.
As noted earlier, when comparing the same fiscal year from the “Old Ten -Year Plan” to the current Ten - Year Plan, total projected revenues increased by only $81,000. Staff’s revenue forecasting process relies on analyzing historical actuals, rebaselining pr ojections based on recent performance, and then forecasting forward with current economic conditions in mind.
During the most recent biennial budget process, the Council directed staff to adjust certain revenues, including fee increases for Development Ser vices and Recreation, as well as higher Cannabis Tax rates adopted by Council action. All of which contributed to updated projections. Additionally, all major and Fiscal Year Amount % Increase
FY 2015 21,957$
FY 2016 22,314$ 1.63%
FY 2017 22,854$ 2.42%
FY 2018 23,803$ 4.15%
FY 2019 25,319$ 6.37%
FY 2020 25,860$ 2.14%
FY 2021 30,189$ 16.74%
FY 2022 32,089$ 6.29%
FY 2023 30,258$ -5.71%
FY 2024 30,753$ 1.64%
FY 2025 30,753$ 0.00%
FY 2026 31,368$ 2.00%
FY 2027 31,995$ 2.00%
FY 2028 32,795$ 2.50%
FY 2029 33,615$ 2.50%
FY 2030 34,455$ 2.50%
FY 2031 35,317$ 2.50%
FY 2032 36,199$ 2.50%
FY 2033 37,104$ 2.50%
FY 2034 38,032$ 2.50%
FY 2035 38,983$ 2.50%
FY 2036 39,957$ 2.50%
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17 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
minor General Fund revenues were reviewed and discussed with the Council during multiple budg et workshops held on January 23, March 13, and May 6, 2025, with minor follow -up adjustments presented on May 21, 2025.
1.5 Expenditures and the Ten-Year Plan
On page 31, the Document asserts that simple arithmetic shows $603,000 (FY 2026) and $1.009 million (FY 2027) in adjustments are needed to the 10-Year Plan.
This conclusion is incorrect . The figures cited do not reconcile with the actual data and the reasons for reconciliation are clear and historically consistent with how the 10-Year Plan information has reconciled to the General Fund Budgeted information.
While attempting to confirm the numbers cited on page 31 of the Document it was clear there was some issues. Below is a table reconciling the variances as noted by the City.
Explanations outlined below will utilize $739K opposed to the $603K in FY 2026. There is no way to discuss the $603K without more information from the author because the number appears to be a miscalculation in the Document.
The 10-Year Plan has historically excluded certain items that, for financial statement purposes, are reported within the General Fund or General Capital Projects Fund . Prior to implementation of the new financial system, these excluded items included Police Grants (Legacy Division 450) and the General Fund Capital Projects Fund (Legacy Fund 178). During the system transition, Finance established a new General Fund Grants Fund to ensure that items excluded from the 10 -Year Plan could be more easily tracked, isolated, and reconciled. The intent was to improve transparency by clearly distinguishing what is included in the 10-Year Plan and providing a means to reconcile excluded items.
This effort remains a work in progress, as reflected in the expenditure detail charts. In future reporting cycles, Finance will enhance these charts to improve clarity and understanding further . To address any current confusion or lack of transparency, the following section provides a detailed reconciliation outlining the differences.
Item 25-26 26-27 Budget Doc Ref er ence
GF 10-Year Plan Net Expenditures 107,856 111,811 P. 48 GF 10-Year Plan Savings (1,955) (2,048) P. 48 GF 10-Year Plan Total Expenditures 109,811 113,859 P. 48 General Fund Expenditures (Rounded) 110,550 114,868 P. 70 & P. 71 Variance 739 1,009
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18 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
All of these items have dedicated funding sources separate from the General Fund and defined timeframes for completion. Their exclusion reflects the broader purpose of the General Fund 10-Year Plan, which is to focus on the long -term financial position of the General Fund itself. The associated revenues, expenditures, and cash balances for these items are tracked independently in their respective funds and, therefore, are not incorporated into the General Fund 10 -Year Plan. In conclusion, no adjustments to the General Fund 10 -Year Plan are necessary. However, in future cycles, Finance will enhance the budget charts to make these distinctions clearer and improve overall understanding.
Clarifications
• The 10-Year Plan intentionally excludes certain items , such as Police Grants and General Fund Capital Projects, that are now tracked in separate funds. • This omission from the General Fund 10-Year Plan is consistent with historical practices. • Finance created a new General Fund Grants Fund to improve transparency and traceability of these excluded items.
All excluded items have dedicated funding sources and defined end dat es. Their omission from the General Fund 10- Year Plan is intentional and consistent with its purpose: to model the City’s core operational outlook.
No adjustments to the General Fund 10-Year Plan are warranted. Future budgets will include improved charts and references to further aid understanding.
1.6 Beginning Cash
On pages 29 & 30, the Document questions the beginning cash figures, suggesting inconsistencies with prior 10-Year Plans. This reflects a misunderstanding of how beginning cash is forecasted and reconciled during the budget and financial reporting cycle.
“This practice creates uncertainty and undermines the connection between one year’s end and the next year’s beginning-a basic concept in municipal finance.
Moreover, future audits (e.g., FY 2026) should not determine what we report as cash-on-hand in July 2025.”
This statement lacks understanding of the process and provides no evidence to support the assertions of what is being done.
Item 25-26 26-27
Fire Zogg Fire Staffing 263,598 271,814
Police Grant Elder Abuse 142,390
County Grant Tobacco Decoy 209,080 213,250
OTS Grant 104,624 110,311
OPIOID CIRT - 393,660
Capital Projects Professional Services 20,000 20,000 Total 739,692 1,009,035
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19 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
Forecasting Process for First Year of 10-Year Plan
• Budget development occurs during February through April, while the fiscal year ends June 30, 2025, and beginning cash is reflected for the same amount for July 1, 2025. • Staff must project year-end cash balances based on current revenue and expenditure trends, as the fiscal year is incomplete for June 30, 2025, and beginning cash is reflected for the same amount for July 1, 2025.
• After completion of the annual audit, Finance adjusts beginning cash in the 10 -Year Plan to match audited results for June 30, 2025, accounting for timing differences and items not included in the 10-Year Plan, such as carryovers and encumbrances.
• Does not rely on future audits , as stated, it is the audit for the same fiscal year that is being projected.
This methodology, refined over multiple budget cycles, has proven more accurate than using prior 10-Year Plan figures.
Comparison Average Variance
Utilization of Prior 10-Year Plan 34.56%
Previous Finance Director Forecasted 37.00%
Current Finance Director Forecasted 6.43%
The above is supported by the table below, which outlines the amounts of the Previous 10 -Year Plan available in mid-February, the New 10-Year Plan, which is being projected during the Spring, the adjusted New 10-Year Plan after completion of the same year's audit, and the audited cash amount.
This spans six budgets that can be compared, and the current budget for reference. This chart first displays that it is standard practice for the Old-10-Year Plan and New -10-Year Plan not to match. Additionally, it illustrates that adjusting cash after the completion of the Audit in the following February is a normal business practice that has been used for at least the last twelve years.
As outlined above, staff projects beginning cash for July 1, 2025, and the first year of the biennial budget based on the best available information at that time. Following completion of the FY 2025 audit in the fall, the audited ending cash balance is used to establish the actual starting point for the next update to the Budget Year
Previous 10
Year Plan
Ending @ Mid
Year February
New 10-Year
Plan Projected
Spring
New 10-
Year Plan
Adjusted
After Audit-
Next Feb
Audted
Cash
FY 2013 5,232 5,232 8,732 9,308 FY 2015 10,398 11,080 12,580 13,946 FY 2017 6,911 7,200 9,400 13,321 FY 2019 8,336 11,300 12,300 15,585 FY 2021 15,037 18,600 19,300 32,745 FY 2023 22,722 22,500 21,000 29,881 FY 2025 7,990 9,000 TBD TBD Packet Pg. 24
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20 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
10-Year Plan. This is important and highlights a key misunderstanding presented in the report, staff is not using FY 2026 audit to determine cash at July 1, 2025
This reconciliation step is critical because cash balances fluctuate throughout the year due to timing differences in revenues, expenditures, and other balance sheet activity. The 10-Year Plan is designed to forecast operating revenues and expenditures only; it does not account for balance sheet items such as outstanding receivables or payables. Actual audited results, which include those balance sheet factors.
For example, a grant receivable in one year is collected in the next. This process has been used historically and reconciles the actual cash to methodology used in the 10- Year Plan to ensure consistency from the actual results to the financial planning tool.
Forecasting is never an exact science, but measurable results help assess whether the methodology remains effective. The current Finance Director has followed the same for ecasting approach as the prior Director, serving for two budget cycles as Finance Officer and two as Finance Director (the 2025 cycle is excluded pending the final audited cash figure). The data below , therefore, reflects three budget cycles under the prev ious Finance Director and three under the current one, both using the same core methodology. This reflects the variance as calculated from the audit-adjusted 10-Year Plan Cash above to the projection used during budget creation.
On average, utilizing the “old” 10 -Year Plan to forecast the new 10 -Year Plan cash resulted in a 34.56% variance, the previous Finance Director’s projections varied from actual results by 37.00%, while the current Finance Director’s variance has averaged just 6.43%. This demonstrates how the current forecasting method is the most accurate method and demonstrates the continued accuracy and refinement of the forecasting model, even though the underlying process remains consistent. Accurately projecting beginning cash is critical to establishing a sound 10-Year Plan, but it’s also important to note that any variance in this area represents a one -time adjustment, u nlike the structural issues discussed elsewhere in the report, which, if founded, have ongoing impacts.
Conclusion
Reforecasting beginning cash using this model provides more accurate results than relying on the prior 10-Year Plan’s ending balance. While no forecast is perfect, this method ensures consistency with audited data and better reflects the City’s actual financial position.
1.7 Modifications to Balance the Current Budget
The Document expresses confusion about how the budget was balanced. The following actions were taken at Council direction to achieve balance:
Budget Year Variance Variance %
FY 2013 3,500 66.90%
FY 2015 1,500 13.54%
FY 2017 2,200 30.56%
FY 2019 1,000 8.85%
FY 2021 700 3.76%
FY 2023 (1,500) -6.67%
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21 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
• Increased Development Services Planning and Building fees • Increased Recreation fees
• Increased Cannabis Tax revenues due to approved tax rate adjustments • Reduced Tourism and Marketing contract
• Reduced Operations & Maintenance budgets by more than 5% in most departments • Reduced Rolling Stock funding to minimal levels
• Eliminated 13 Police positions (8 sworn)
• Eliminated 13 Fire positions (12 Firefighters and 1 Fire Marshal) • Eliminated 2 Assistant City Clerk positions and 1 Reprographics Technician position All position reductions occurred through attrition (retirements or departures), with no layoffs.
Results
When comparing the prior FY 2025 10-Year Plan to the adopted FY 2026 & FY 2027 Plan:
• Revenues increased by $81,000
• Expenses decreased by $6.8 million
While some of these changes reflect natural adjustments between budget cycles, they demonstrate the City’s continued commitment to fiscal responsibility and maintaining balance through structured planning and compliance with Council policies.
SECTION 2. HISTORICAL BUDGET AND FINANCIAL
INFORMATION
A number of statements in the document rely on historical information to suggest issues with the City’s financial management or forecasting. This section provides additional background and context to present a more complete understanding of the City’s financial position, policies, and processes.
2.1 Cash Reserves & 10-Year Plan
On page 29 of the Document, it is stated: “This is a 242% spending difference from the original projection— a staggering gap that undermines confidence in the forecasting models and weakens the City’s financial position moving forward.” However, no historical information or context is provided to explain how this occurred, what information was presented to the Council at the time, or how this variance compares to prior fiscal performa nce. Without such context, readers may incorrectly assume that the deviation is unprecedented or the result of poor forecasting.
Further, on pages 39 and 40, the Document references that $15 million “quietly went missing” and discusses my comments regardin g reserve usage. To properly address these claims, it is necessary to review the timeline of Council -approved actions, budget adjustments, and financial updates that directly impacted reserves and projections within the 10-Year Plan.
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22 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
The adopted FY 2024 & FY 2025 Biennial Budget projected reserves declining from $22.5 million to $18.6 million over two years, accompanied by clear warnings regarding potential revenue uncertainty, particularly in Sales Tax. Below is a timeline of the budget adoption and subseq uent Memorandum of Understanding (MOU) changes. The Biennial Budget for FY 2024 & FY 2025 was adopted on June 20, 2023. Additional agreements followed, which worsened the budgetary position:
• July 18, 2023: IAFF MOU modifications , including raises and savings for increased employee payments toward benefits – approximately $2 million annual cost • September 5, 2023: Unrepresented employees’ modifications, including raises and savings for increased employee payments toward benefits – approximately $500K annually • October 2, 2023: RFMU and RPOA MOU modifications, including raises and savings for increased employee payments toward benefits – approximately $884K annually • December 5, 2023: RPMA MOU modifications, including raises and saving s for increased employee payments toward benefits – approximately $544K annually Collectively, these agreements added approximately $3.8 million in annual costs to the General Fund.
Each action included a fiscal impact statement reviewed and approved by the Council.
During the Mid-Year Update on February 20, 2024 , staff reported lower beginning cash by $1.5 million and an overall $1.9 million reduction to the two-year ending balance due to updated revenues, expenses, and CalPERS UAL adjustments. Council was also advised that revenue assumptions were trending below projections, which would require these assumptions to be lowered. The 10- Year Plan attached to this update showed the General Fund dropping below 10% in FY 2026. This required staff to discuss planning how to ensure the reserve policy would be met. Staff committed during this update to return to Council with a plan to present corrective measures by the Mid-Cycle Report.
On May 21, 2024, staff presented $4.5 million in proposed reductions, including the elimination of vacant positions and operational and maintenance (O&M) cuts, to help offset structural imbalances. The positions cut included removing an Assistant City Clerk, Assistant City attorney, or removal of Contract with County, Building Inspector, Principal Planner, Reprographics Tech II, 9 Police Officer Positions, and 12 Firefighter positions. These adjustments were discussed during the same meeting as the quarterly financial update, where revenue underperformance was again confirmed.
By the September 17, 2024, Mid-Cycle Update, revised revenue projections reflected slower Sales and Transient Occupancy Tax growth, partially offset by stronger Property Tax receipts. Updated modeling reduced ending reserves to $7.99 million and identified an ong oing $4 to $6 million structural shortfall, with reserves expected to fall below the 10% threshold during FY 2025.
The timeline below summarizes communication and Council actions regarding FY 2024–25 finances:
• June 20, 2023: Biennial Budget adopted with pr ojected $2 million per year decline to reserves, with revenue uncertainty noted.
• July through December 2023: Multiple Council -approved labor agreements added significant ongoing General Fund costs.
• February 20, 2024: Mid-Year Update adjusted cash by - $1.9 million due to modifications to Beginning Cash, revenues, expenses, and CalPERS UAL adjustments , while warning of more significant revenue shortfalls.
• May 21, 2024: Staff presented $4.5 million in cost-saving measures; revenues continued to lag. • September 17, 2024: Mid-Cycle Update lowered reserves to $7.99M due to significant changes to revenue assumptions and expense modification, and identified ongoing structural deficits.
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23 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
For the Document to suggest that reserves “quietly went missing” or that this information was not disclosed is categorically false. The council was consistently briefed on financial conditions and approved actions that contributed to reserve use.
Understanding the 242% Variance
The Document’s cited “242%” figure was derived by comparing the initial reserve usage forecast of $3.8 million to the updated figure of $13 million —a difference of $9.2 million. Dividing $9.2 million by the original $3.8 million yields 242%. However, this represents a change in reserve utilization , not a 242% increase in overall spending. The increase resulted from Council -approved labor contracts and updated revenue assumptions, not from flaws in the forecasting model.
As standard practice, the 10-Year Plan is updated semiannually to reflect actual cash results, Council actions, and external changes such as CalPERS adjustments. These updates are essential to maintain accuracy and transparency and should not be misinterpreted as evidence of model failure.
Historical Cash Treatment and Adjustment Process
The
Document suggests that beginning cash balances are “projected” rather than “actual.” This reflects a misunderstanding of purpose. The 10-Year Plan is a forecasting tool, not a financial statement. It projects trends based on current data, and cash is reconciled annually to audited actuals.
The City’s standard process follows this sequence:
• Spring (March/April) of 2025 (Odd Years) – Project 10-Year Plan Beginning Cash 7/1/2025, 10-Year Plan calculates Cash for 6/30/2026 & 7/1/2026 & 6/30/2027 based on projections • Adopt Budget June 2025 (Odd Years)
• Mid-Year Update February 2026 – Adjust Beginning Cash based on Actuals 7/1/2025 , 10-Year Plan calculates Cash for 6/30/2026 & 7/1/2026 & 6/30/2027 based on projections, Budget Updates which could affect projections of Cash for 6/30/2026, 7/1/2026, & 6/30/2027 • Mid-Cycle Update September 2026 – Budget Updates which could affect projections of Cash for 6/30/2026, 7/1/2026, & 6/30/2027
• Mid-Year Update February 2027 – Adjust Beginning Cash based on Actuals 7/1/2026 , 10-Year Plan now only calculates 6/30/2027 based on projections • Year-End Update September 2027 – Budget Updates which could affect projections of Cash for 6/30/2027. At this point, a new 10-Year Plan has been adopted for 2027 and finished the first two steps above for the new 10-Year Plan
Cash adjustments occur primarily at the Mid-Year Update after audit completion. Variances typically reflect timing differences from the 10- Year Plan to actuals, such as grant reimbursements, encumbrances, or carryovers, not errors in methodology.
Next, the Document suggests that since the departure of the previous Finance Director in December 2018, Cash is no longer based on actual, no longer tracking adjustments in the 10-Year Plan, and not explaining adjustments to cash. Processes are always changing with the intent of improvement, but the basic s and structure remain intact. To illustrate this, the chart below outlines every 10- Year Plan at the major adjustment periods. Following the table will be an overview of the explanations for adjustments and observations.
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24 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
To aid in reading the chart, the green is the adjustments being done to the beginning Cash, red is no 10 - Year Plan included, orange is the forecasted cash number to begin the biennial budget of each, and the blue is a change made that did not match the normal cycle.
Adjustments beginning July 1, 2018, were performed by the current Finance Director, who had previously served as Finance Officer, and subsequently as Finance Director upon the retirement of the pre vious Finance Director in December 2018. As this chart clearly shows, the process generally follows a very similar pattern over the years. This process has been outlined earlier in this section, but it requires forecasting cash for the first year of the biennium, allowing the 10-Year Plan to calculate the changes over the course of the biennium, and adjusting cash after the completion of each annual audit.
Another assertion of the
Document is that no longer was justification provided for the adjustments to cash as mentioned above. The previous Finance Director adjusted cash four times without explanation and once with explanation. Under the current Finance Director, cash was adjusted four times with explanation, two times without explanation, and two times where it was not adjusted.
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25 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
The explanations for cash adjustments are always difficult because it is a variety of factors impacting cash, some of which are not par t of the 10 -year Plan. This is because the role the 10- Year Plan plays as the financial planning model, and for example, balance sheet activity is not included in this financial planning model, as it focuses on revenues and expenditures. For example, Carr Fire and other FEMA disaster reimbursements were received years later, and the 10-Year Plan does not have those revenues included.
An important aspect of discussing cash is the true -up from actual cash to the forecasted cash. This has been detailed previo usly in the report , but requires adjusting actual cash for known items such as carryovers and encumbrances outstanding at fiscal year -end. Reminder, this is done to align the 10- Year Plan to the actual cash to ensure accuracy of the financial planning model.
The chart below illustrates the differences between the Adopted 10-Year Plan cash projections, actual “audited” cash, and the amended 10-Year Plan cash.
The largest recent adjustment occurred in FY 2022 due to unspent ARPA funds carried forward into later years. Those balances were excluded from available operating cash in the 10-Year Plan to ensure an accurate depiction of ongoing resources. Staff expects that in subsequent years it will return to a more normal variance between actual cash and 10-Year Plan Cash.
Important note on cash: In 2020, the Council also strengthened the reserve policy by raising the minimum target from 5 to 10 percent of operating expenditures, thereby improving long -term stability. While best practices would require a larger reserve, the City has been able to manage with a five percent reserve for many years and now manages with a ten percent reserve requirement.
Conclusion
In summary, the assertions that reserves were depleted “quietly,” that cash balances were based on projections instead of actuals, or that forecasting models are unreliable are factually incorrect. Every change to reserves, cash, and projections was documented, approved, and communicated to Council through regular reports and public meetings. Variances resulted from Council-approved expenditures and evolving economic conditions, not a lack of transparency or integrity in financial management.
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26 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
2.2 Sales Tax History and Forecasting
The first mention of Sales Tax appears on pages 19 and 20 of the Document, referencing three different balances shown in the City’s Annual Comprehensive Financial Report (ACFR). While the Document does not state that any of these figures are incorrect, it also fails to explain why the ACFR appropriately presents three different numbers. This omission may leave readers confused or imply inconsistency where none exists. Each figure reflects a different accounting basis: page 12 reports Sales Tax on a full accrual basis , page 42 on a modified accrual basis, and page 148 on a budget ary (cash) basis. Each presentation fully complies with Generally Accepted Accounting Principles (GAAP) and the reporting standards applicable to those sections.
The Document also discusses Sales Tax projections and reporting practices beginning in 2021, which warrants a broader and more informed conversation. Financial planning and analysis inherently rely on forecasts derived from historical performance, and it is always easier to critique those assumptions with the benefit of hindsight. To provide conte xt, the following section outlines the historical trends, key assumptions used in prior budgets, and a discussion of the FY 2022 mid-year adjustments that have since become a point of concern.
To aid in the discussion regarding historical Sales Tax and forecasting, the chart below shows the past ten fiscal years of actual Sales Tax performance.
From a financial planning and modeling perspective, the goal is always to analyze historical trends to understand the current position and make reasonable projections for future years. The data shows that between 2015 and 2020, the City experienced average annual increases of 3.34%, and from 2015 through 2025, the average remains consistent at 3.4%. Extending the review period from 2010 to 2025 yields an average annual increase of 3.74%, even after accounting for the recent three-year decline.
The key point is that financial models must apply reasonable growth assumptions to project future revenues. Forecasting economic downturns is inherently difficult—national recessions are hard to predict, and local economic fluctuations are even more complex. As such, it is both prudent and standard practice to base financial models on long -term historical averages, applying assumptions that are balanced — neither overly optimistic nor excessively conservative.
Fiscal Year 2019 represented the first budget developed jointl y by then –City Manager Barry Tippin and me. During this process, we engaged in extensive discussions regarding methods to enhance the City’s Packet Pg. 31
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financial modeling and long-term forecasting practices. As part of these improvements, I emphasized the importance of incorporating conservative revenue assumptions to strengthen the reliability and resilience of the financial model. This approach was particularly important given concurrent adjustments that removed certain overly conservative expenditure assumptions.
Accordingly, the FY 2019–21 Biennial Budget adopted a revised long-term Sales Tax growth assumption of 2.5%, establishing this as the standard rate for future forecasting. As demonstrated over the past three years, this conservative methodology has provided an effective safeguard against revenue volatility. While actual revenue underperformance inevitably impacts the model, the use of prudent and balanced assumptions has reduced the magnitude of these effects and supported the City’s fiscal stability.
The following tables provide the two largest tax revenue sources and the historical assumptions used in the Biennial Budgets as adopted. The first table shows Sales Tax assumptions, and the second table shows Property Tax revenue assumptions.
With that background established, it is appropriate to transition to the discussion of Sales Tax adjustments made in 2022. These changes were reviewed with the Council during a special Budget Workshop in February 2022. When evaluating these decisions, it is important to consider the context of the time and specifically, the stage of the budget process and the historical data available.
Budget Year 2 Year 3 Year 4 Year 5 Year 6 Onward
FY 2009 5.50% 5.50% 5.50% 5.50% 5.00% 5.00%
FY 2011 3.50% 5.00% 5.00% 5.25% 5.25% 5.25%
FY 2013 3.50% 3.50% 3.50% 4.00% 4.50% 4.50%
FY 2015 4.50% 4.50% 3.50% 3.50% 4.00% 4.50%
FY 2017 4.50% 4.50% 4.50% 4.00% 4.00% 4.00%
FY 2019 5.00% 4.00% 4.00% 4.00% 4.00% 4.00%
FY 2021 4.50% 4.00% 4.00% 4.00% 4.00% 4.00%
FY 2023 6.00% 3.00% 3.00% 3.00% 3.00% 3.00%
FY 2025 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%
FY 2027 3.00% 3.00% 3.00% 3.00% 3.00% 3.00%
Property Tax
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At that point, we were six months into the first year of the biennial budget that had been adopted the previous spring. During budget development, Fiscal Year 2021 had not yet closed, and it ultimately ended with a 16.74% year-over-year increase in Sales Tax revenue, which marked a substantial and unexpected rise. For reference, FY 2021 closed with $30.2 million in Sales Tax revenue, while the adopted biennial budget projected $28.375 million for FY 2022 and $29.226 million for FY 2023.
By midyear FY 2022, actual performance showed the City trending approximately 6% above FY 2021 , prompting significant internal d iscussions. City Manager Barry Tippin and I deliberated at length over whether this increase represented a one-time anomaly or a sustained trend, mirroring the very question raised by Councilmember Audette in the Document. Given two consecutive years of notable growth ,
16.74% followed by an in-year trend of +6% of year-over-year growth, an adjustment was both reasonable and necessary.
Ultimately, a 6% increase to the Sales Tax forecast was recommended and approved by the Council. This adjustment applied only to FY 2022, recalibrating the projection from $28.375 million to $31.983 million, while maintaining the long-term growth assumption of 2.5% thereafter. The result validated this approach, as actual FY 2022 revenue reached $32.089 million, exceeding the revised forecast.
Additionally, City staff regularly consults with MuniServices, the firm that audits and analyzes Sales Tax remittances from the California Department of Tax and Fee Administration (CDTFA). As part of their services, MuniServices provides economic outlooks and forward -looking projections for the City’s Sales Tax revenue. The chart below reflects the forecast they provided during the same time period this presentation was made to the Council.
While staff also recognized that the forecast from MuniServices appeared optimistic, it served as another important data point in the broader discussion. At that time, the City’s reserves were increasing steadily , and it was clear that without an adjustmen t to assumptions, those reserves would continue to grow at an even faster rate. Following the one -year adjustment to the forecast with the same future growth assumptions of 2.5%, actual revenues exceeded the revised projections in the first year, confirming the reasonableness of the adjustment. In subsequent years, however, Sales Tax revenues began to flatten and then decline, a trend that, in hindsight, may now seem more apparent.
As previously noted, the Council approved the u pdated forecast and, as a result, was able to enhance community services over the following four fiscal years. Alternatively, had Council chosen not to revise the assumptions, those funds could have been retained to further increase reserves. This represen ts the fundamental balance between service delivery and reserve growth inherent in financial decision-making.
Over the past three years, the City has experienced a declining revenue environment , with a 5.71% decrease in FY 2023 , a 1.64% increase in FY 2024 , and a 1.63% decrease in FY 2025 , which is an average annual decline of approximately 1.9% . These recent years of negative growth are already Packet Pg. 33
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incorporated into the long-term averages previously discussed. Financial planning and modeling become especially challenging in such periods, as the question of when the “bottom” will be reached remains uncertain.
Throughout this time, staff have continued to re-baseline financial assumptions based on actual results.
Importantly, the financial model continues to assume modest long-term growth. In the FY 2024 and FY 2025 Biennial Budget, Council approved some growth rates above the standard 2.5% in the later years of the 10-Year Plan. However, in the September 2024 Mid- Cycle Update , those higher rates were removed, and the 2.5% standard was reinstated across all future years. The FY 2026 –2027 Biennial Budget utilizes 2% growth for the first two years and 2.5% thereafter to reflect a cautious approach.
2.3 Biennial Budget Development Process
Prior to the 2019 Biennial Budget Development process, the City’s approach to budget preparation with the Council consisted of a single priority- setting workshop in February. Following that meeting, staff worked on the budget from January through May and returned to Council in June for a special meeting to adopt the budget. This meeting typically lasted only a few hours and covered all departments and funds in one session.
In 2019, the City Manager implemented a revised process designed to increase Council engagement and transparency through multiple budget workshops. While the specific timing has varied slightly each cycle, the general structure follows this timeline:
• January/February: Initial Budget Workshop focused primarily on the General Fund, discussing the current budget, identifying risks and opportunities, and receiving Council’s direction on key financial priorities.
• Early April: Workshop reviewing the General Fund and Internal Service Funds, providing Council an opportunity to assess progress, understand preliminary bud get expectations, and offer guidance on any available funding or priorities.
• Mid to Late April: Presentation of the near-final General Fund and Internal Service Fund budgets, allowing Council to ask detailed questions of departments before finalization. • Late April/Early May: Enterprise Fund workshops, offering Council the opportunity to review and discuss utility and other enterprise budgets.
• Second Council Meeting in June: The City Manager presents a condensed overview of the complete budget, following the extensive engagement throughout the preceding months, with one final opportunity for Council questions or clarifications.
Each workshop typically lasts about two to three hours, resulting in approximately 12 to 15 hours of direct Council engagement compared to the 4 to 5 hours under the previous model. While this approach provides more opportunities for discussion and collaboration, it also presents challenges for staff, requiring multiple presentations while simultaneously finalizing the budget.
In years when the budget allowed for flexibility and one -time funding, this expanded process enabled Council to identify and fund new priorities . However, in recent cycles, particularly as revenues have tightened and service reductions have become necessary , the pr ocess has understandably felt less engaging. Regardless of the number of workshops, reducing services is inherently difficult and lacks the optimism of years when the City was able to enhance programs or expand community services.
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SECTION 3. AMERICAN RESCUE PLAN ACT (ARPA)
Background
The American Rescue Plan Act (ARPA) was a federal legislative package signed into law by President Joe Biden on March 11, 2021, intended to accelerate the nation’s recovery from the economic and public health impacts of the COVID -19 pandemic. A key component of ARPA was the State and Local Fiscal Recovery Funds (SLFRF) program, which provided direct financial assistance to state, local, tribal, and territorial governments to help maintain essential services and support long-term recovery.
Under this program, the City of Redding received $18,693,433, distributed in two equal tranches:
• First tranche: Received on May 21, 2021
• Second tranche: Received on June 7, 2022
Federal Guidance and Allowable Uses
When the program was launched, the federal rules governing ARPA funds evolved frequently. City staff determined it was prudent to delay major appropriations until the regulations stabilized to ensure full compliance. Ultimately, the U.S. Department of the Treasury provided broad fle xibility for recipients to tailor spending to local priorities within several eligible use categories, including:
• Support for public health response
• Addressing negative economic impacts
• Replacing public sector revenue loss
• Providing premium pay for essential workers
• Investing in water and sewer infrastructure
• Expanding broadband infrastructure
• Advancing equity-focused services
Per federal requirements, all ARPA funds must be obligated by December 31, 2024, and fully expended by December 31, 2026.
Council Actions and Appropriations
The first staff report regarding ARPA was presented to the Council on June 1, 2021, shortly after the initial receipt of funds. The staff report provided an overview of the federal program and advised waiting for further federal guidance before committing major expenditures—a decision that proved beneficial given subsequent federal updates and clarifications.
The next Council discussion occurred on September 21, 2021, when staff requested direction on potential allocations for Utility Assistance, Small Business Assistance, and Non -Profit Assistance programs. The Council approved an allocation of $1,100,000 for Utility Assistance to benefit Electric, Water, and Wastewater customers.
During the February 14, 2022 Budget Workshop , Counci l received a comprehensive update on City revenues and discussed the potential use of ARPA funds to temporarily support staffing augmentations, Packet Pg. 35
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with the understanding that ongoing costs would later transition to the General Fund once revenues stabilized. At that meeting, Council directed staff to proceed with the expenditure plan as presented.
On March 15, 2022 , the Council approved a Budget Resolution appropriating $17,593,440 across a range of eligible categories and initiatives, thereby completing the al location of the City’s total $18,693,433 in SLFRF funds. The following is a list of expenditures approved between the two approved resolutions.
The Document acknowledges that ARPA funds have been amended and reallocated multiple times. This is for a variety of reasons including changing conditions and changing needs of the City. The Document focuses on spending for the Redding Police Department specific to Po lice 8th Beat and Park Rangers.
However, for context below is a list of final amended budget figures and expenditures by Fiscal Year.
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Expenditure Name Amended Budget 21-22 Expenditure 22-23 Expenditure 23-24 Expenditure 24-25 Expenditure Utility Assistance 1,026,710$ 1,026,711$
Non-Profit Assistance 700,000 700,000 Youth Programming 65,270 115 35,156 30,000 Citywide Broadband -
Police 8th Beat 2,387,240 1,225,930 1,161,312 Police Park Rangers 4,223,410 639,973 1,078,038 1,110,311 Street Maintenance 999,930 999,927
South City Park 92,250 31,667 60,302 280 MLK Center Upgrades 165,830 50,822 49,002 52,700 Sports Scholarships 15,000 6,699 8,300 Stillwater Infrastructure -
COVID Impacts 9,770 344 8,923 500 Storm Drain 2,000,000 666,830 461,820 531,772 Riverfront Specific Plan 1,233,790 3,693 428,118 345,128 Youth CLC/RTC 21,320 21,325
Block 7 Infrastructure 2,407,730 2,407,730 Police Vehicles 1,000,000 954,660 45,339 Government Facility Repairs 750,000 243,257 298,360 Fire Station Alerting System 910,190 80,593 687,829 Tiger Field Scoreboard 100,000 100,000 Sidewalk Repairs 500,000 482,981
Whistle Stop Park 85,000 85,000
TOTAL 18,693,440$ 1,758,836.12$ 3,880,126.97$ 5,666,750.03$ 4,815,732.32$ The numbers displayed above are on the budgetary basis and do not include adjustments for acco unts payable. As a result, you cannot tie these numbers out to the City’s Single Audit Report since that report requires accruals to be utilized. The ARPA expenses have been audited in every year as part of the City’s Annual Audit since the first expenditure was incurred in Fiscal Year 2022. This means that the external auditors have done specific testing related to the expenses to ensure compliance with all the requirements and required accounting principles. The required testing of the ARPA expenses has resulted in no findings as part of the City’s Single Audit requirements.
Clarification Regarding Police Officer Cost Estimates and Position Funding The Document’s assertion of “overspending on unapproved positions” references an estimated police officer cost of $180,000 per year. However, this figure is not formally cited within the Document, and its basis is unclear. Based on previous Council discussions and statements by the City Manager, staff believes this estimate was intended to provide a general co ntextual reference to help Council understand the approximate cost of adding a new police officer position.
It is important to clarify that this $180,000 figure is an estimate , not an actual or standardized cost. The true cost of an officer can vary significantly depending on several factors, including:
• The actual salary of the assigned officer;
• The CalPERS unfunded liability methodology used for cost allocation; and • Whether equipment costs are included, which are typically excluded from grant-related personnel expenditures.
CalPERS Cost Components
Prior to 2016, the unfunded liability portion of the CalPERS rate was included as a percentage of pay , making it an eligible component of reimbursable grant costs. In 2016, CalPERS modified its approach, Packet Pg. 37
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shifting to a fixed-dollar payment method for unfunded liability obligations rather than a percentage of payroll.
While this change improved transparency, it also required the City to analyze and allocate unfunded liability costs differently . Although unfunded liab ility is not attributable to any specific employee, it continues to be allocated proportionally based on payroll across departments. This allocation approach remains consistent with grant reimbursement standards, which allow such costs to be claimed as part of the total personnel expense.
For public safety positions, this shift in accounting methodology can represent an increase in analyzed costs of up to 49%.
Application to Budget and Financial Analysis
CalPERS funding obligations consist of two primary components:
1. Normal Cost – the ongoing annual cost of benefits earned by current employees; and
2. Unfunded Liability – the cost associated with benefits earned in prior years that were not fully funded at the time.
When analyzing the fiscal impact of adding a new position mid-cycle, staff excludes unfunded liability from the calculation, as the biennial budget already incorporates the City’s full unfunded liability obligations within its overall cost structure.
The tables below will illustrate the historical C alPERS contribution rates for both Miscellaneous and Public Safety classifications, providing context for how these costs have evolved over time.
Police Officer Cost Estimates and Grant Funding
The Document’s assertion regarding “overspending on unapproved positions” is based on an assumed police officer cost of $180,000 per year. However, this figure is not formally cited, nor is the methodology for determining it explained. As discussed earlier, this number was likely used by the City Manager during Council discussions as a high-level estimate to provide context for the cost of adding new positions.
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It is important to clarify that this is not the actual cost of an officer. Actual costs vary based on factors such as the officer’s individual salary , CalPERS rates (including unfunded liability allocations), and whether equipment or other ancillary costs are included.
The percentages referenced in CalPERS cost tables are applied to what is known as “PERSable pay” , which generally includes most forms o f compensation with limited exceptions. For grant reimbursement purposes, the City calculates pension costs by multiplying each employee’s PERSable pay by the applicable rate. Using this method, the average reimbursable cost per officer for grant funding purposes ranged from $250,000 to $260,000 annually, or approximately $2.25 million per year for nine officers.
This aligns closely with actual expenditures:
• FY 2023–24: $2,303,969 expended
• FY 2024–25: $2,271,622 expended
These figures directly support the accuracy of the City’s financial reporting for ARPA-funded positions.
Park Ranger Funding Timeline and Duration
The Document claims that Park Rangers were planned to be funded for 5.74 years , which is incorrect.
The first ARPA funding approval occurred in March 2022, leaving 4 years and 9 months before the federal expenditure deadline of December 31, 2026. Under ARPA rules, funds had to be obligated by December 31, 2024, and fully expended by December 31, 2026. Therefore, the City’s plan could not have included funding for more than that timeframe.
Beat 8 Implementation and Operational Context
The Document also claims that Beat 8 was never created . To properly address this, staff consulted with Chief of Police Brian Barner, who provided the following operational context:
“After Council approved the ARPA funding for ‘Beat 8,’ leadership decided to increase minimum staffing on each shift by one officer. This effectively created a ‘Beat 8’ through enhanced coverage and staffing levels.” This confirms that additional officer positions were indeed added, increasing overall service levels to the community. However, as the City’s General Fund position weakened, it became evident that maintaining a formal, permanent Beat 8 would not be financially sustainable once ARPA funds were exhausted.
Chief Barner further explained:
“We did not believe it was a good strategic decision to formally create an 8th beat that would have to be eliminated once ARPA funding ended. ARPA was always known to be one-time money. The intent was to maintain higher staffing temporarily, with the hope that future General Fund growth could sustain the additional beat.”
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Key timeline:
• Beat 8 Approved: March 2022
• First Costs Incurred: July 2023
By the time these positions were filled, the FY 2023–25 Biennial Budget had already been adopted with a $1.9 million structural deficit , and revenue shortfalls soon followed. As discussed in the “Historical Budget Information” section, these fiscal constraints confirmed that Beat 8 could only be sustained while ARPA funding remained available.
Clarification on “Savings” and ARPA Fund Use
The Document further questions, “Where did the money go?”, citing figures such as:
“FY 2023-24 ARPA funded 12.8 positions and 3 remained open = $2.8 million in savings. FY 2024-25 ARPA funded 15 positions and 8 remained open = $4.32 million in savings.”
These calculations appear to be derived by multiplying the number of alleged positions by the assumed $180,000 per officer. However, this approach is flawed for several reasons:
1. Incorrect Cost Basis: The $180,000 assumption is inaccurate for financial reporting. Actual costs averaged approximately $250,000 per officer, including reimbursable pension and benefit costs.
2. Mathematical Inconsistency: The cited FY 2024 –25 calcula tion ($4.32 million) only reconciles when using 24 positions, not the 23 positions stated in the Document.
3. Misunderstanding of Budget Accounting: Even when grant funds (such as ARPA) cover positions, the City still records both expenditures and offsetting revenues. As long as the positions are filled and paid, there are no “savings.” The cost is incurred —only the funding source differs. For example, if a position costs $250,000 per year , that cost is recorded regardless of whether it is funded by the Genera l Fund or ARPA. The distinction lies in whether a corresponding revenue source offsets the expenditure.
4. Treatment of Unspent Funds: Any unspent ARPA funds are carried forward to subsequent fiscal years through the annual carryover process until expended or the federal deadline is reached.
In summary, the assertion that ARPA “savings” exist or were misallocated is incorrect . Operational variances between budget and actual expenditures are normal and reflect responsible financial management—not unaccounted or misused funds.
Summary
The City’s approach to ARPA funding was methodical, transparent, and fully compliant with federal regulations. Funds were allocated to projects a nd programs that supported community recovery, strengthened essential services, and enhanced long-term financial sustainability. All expenditures have been audited for accuracy and compliance, with no findings reported.
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SECTION 4. STAFFING & EMPLOYEE COSTS
The Document raises concerns related to personnel costs, focusing primarily on three areas:
• Staffing Levels and Full-Time Positions
• Salaries and Personnel Cost Increases
• Unfunded Liabilities
This section provides clear, factual context in each area to help the public and Council better understand the underlying factors and associated impacts.
4.1 Staffing Levels and Full Time Positions
To provide clarity on position growth, this section organizes data by funding category:
• Enterprise Funds (Electric, Water, Wastewater, Solid Waste) • Internal Service Funds
• General Fund departments with partial cost recovery
• General Fund departments fully supported by General Fund revenues While the Document correctly notes that staffing decisions affect both rates and the General Fund, the presentation of this data in the Document lacks clarity regarding which positions directly impact the General Fund. The following breakdown addresses this.
The data below reflect the adopted budgets from FY 201 6 through FY 2027. Variations between years may appear abrupt due to timing between biennial adoptions and amended budgets. Between FY 2016 and FY 2027, total authorized staffing increased by 184 positions, affecting multiple departments across the organization.
Enterprise Funds
Enterprise operations added 61 positions across Electric, Water, Wastewater, and Solid Waste. These positions are funded directly by their respective rate-supported operations, not the General Fund.
Below is a table providing a breakout of each of the operating groups. Electric includes Customer Service and Field Services.
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During the writing of this report, Staff reached out to REU staff to provide additional context and REU Director, Nick Zettel and the team stated:
“From FY 2016 through FY 2022, REU added positions primarily to meet new federal and state regulatory requirements and to staff up for replacing aging infrastructure—the #1 priority in our 2021-2026 Strategic Plan. Importantly, no new positions have been added since 2022, other than additional staffing for fire fuels reduction.”
Reminder the above chart utilizes adopted budget. The ten position increases in 2024 was actually positions approved after the FY 2022 and FY 2023 budget adoption, which showed up as changes in FY 2024 despite being added in FY 2022.
The increases to the various public works utilities are contextualized by the current Public Works Director, Michael Webb:
“Personnel increases within the Public Works Department since 2016 are predominately a result of increasing regulations (water, waste water, solid waste, storm drain, etc.) and both increases in, and expansion of, critical infrastructure as a result of growth and development.”
Internal Service Funds
Internal Service operations added 24 positions since FY 2016. These positions provide centralized services, such as IT, Fleet, and Building Maintenance, across all City departments. Though funded internally, their costs are distributed proportionally to all funds, including the General Fund, through cost recovery mechanisms. In several cases, Enterprise Funds (e.g., REU, Solid Waste) have provided direct support for these additions to ensure service reliability across the organization. In this time period a n ew internal service fund was created for Communications and Public Relations. Below is a table providing a breakdown of the increases in the Internal Service Funds. 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Increase Electric 180 180 181 181 180 180 189 189 199 199 199 199 19 Storm Drain 5 5 5 5 6 6 6 6 6 8 7 7 2
Water 28 28 29 29 30 31 30 30 31 31 32 32 4
Wastewater 36 36 36 36 37 37 39 39 43 43 47 47 11
Solid Was te 68 68 71 71 73 73 76 76 80 84 83 83 15
W CLF 11 11 11 11 11 11 11 11 13 13 13 13 2
Airports 7 7 7 7 6 6 8 8 11 11 11 11 4
RABA 1 1 2 2 2 2 3 3 3 3 5 5 4
Total 336 336 342 342 345 346 362 362 386 392 397 397 61 Packet Pg. 42
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Fund Departments that are Partially or Wholly funded
Some departments operate within the General Fund but have significant outside funding sources:
• Engineering increased by 5 positions, fully funded through project charges and overhead recovery (no General Fund impact).
• Streets added 3 positions, funded by Gas Tax transfers (no General Fund impact). • Parking positions are funded through parking-related revenues. • Housing added 9 positions, funded through grants and program revenues. • General Government added 1 position funded through the City’s Cost Allocation Plan.
Approximately 67% of this budget is reimbursed to the General Fund by other City operations for administrative support services. Many positions within this group have moved between General Government with a net increase of one position in personnel. 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Increase Building Maintenance 5 5 6 6 8 8 9 9 10 10 10 10 5
Com m unications, Marketing, PR 4 4 4 4 3 3 3
Records 1 1 1 1 2 2 3 3 3 3 2 2 1
Repgrographics 3 3 3 3 3 3 3 3 3 3 2 2 -1
Ris k Liability 1 1 1
V olunteer 1 1 1 1 1 1 1 1 1 1 1 1 0
Ris k 7 7 6 6 6 6 6 6 6 6 5 5 -2
ET/USA 10 10 12 12 12 13 15 15 15 15 16 16 6
RMU Adminis tration 7 7 9 9 8 8 9 9 9 9 9 9 2
Fleet 15 15 15 15 16 16 19 19 21 21 21 21 6
IT 17 18 18 18 17 17 18 18 19 19 17 17 0
Radios 1 1 1 1 1 1 1 1 2 2 4 4 3
GIS 4 4 4 4 4 4 4 4 4 4 4 4 0
Total 71 72 76 76 78 79 92 92 97 97 95 95 24
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General Fund Departments
Finally, the departments directly supported by General Fund revenues experienced position growth as well.
• Fire Department added 16 positions since FY 2016, 15 of which are funded by the REU Wildfire Mitigation Program, a state-mandated initiative funded through utility revenues to improve wildfire response.
• Police Department added 26 positions since FY 2016, 13 of these positions are currently funded by the General Fund. While the other 13 po sitions have some type of funding source to fund the activities.
• Parks Department added 21 positions since FY 2016, 7 of which are funded by the REU Wildfire Mitigation Program and 8 of which are funded by various grants secured by the department. • Development Services added 12 positions since FY 2016, 5 of these positions were increases due to specific funding around code enforcement and planning for short term rentals, cannabis, and CDBG funding for specific activities. The remaining increases were a res ult of attempting to increase the level of service and are offset with increased revenues.
While these increases appear significant, most were driven by service needs, external funding mandates, or safety priorities—not by General Fund tax growth alone. The below chart provides a detailed breakdown by department in the General Fund.
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Increase Engineering 34 34 33 33 33 33 34 34 37 37 39 39 5
Streets 14 14 14 14 15 15 15 15 16 16 17 17 3
Parking 1 1 1 1 1
Housing 10 10 12 12 13 13 14 14 18 18 19 19 9
Total 58 58 59 59 61 61 63 63 72 72 76 76 18
City Manager 3 3 3 3 4 4 5 5 4 4 4 4 1
Finance 11 11 11 11 12 12 13 13 13 13 14 14 3
Treasurer 4 4 5 5 4 4 4 4 4 4 4 4 0
Purchasing 6 6 4 4 4 4 3 3 3 3 3 3 -3
Clerk 6 6 6 6 6 6 6 6 6 6 5 5 -1
City Attorney 5 5 5 5 5 5 4 4 5 5 5 5 0
Personnel 6 6 6 6 6 6 6 6 8 8 7 7 1
Total 41 41 40 40 41 41 41 41 43 43 42 42 1
Cost Allocation Plan Postions - General Government
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4.2 Salaries and Personnel Cost Increases
It is undisputed that wages increased between 2022 and 2024 due to a series of Memorandum of Understanding (MOU) adjustments given by the Council. These actions followed years of pay stagnation and growing recruitment and retention challenges.
The City Manager presented a comprehensive compensation study to Council on January 18, 2022, outlining the City’s declining market compe titiveness. This presentation, along with subsequent staff reports, formed the basis for Council -approved wage adjustments for both represented and unrepresented employees. Presentation to Council, January 18, 2022 video at the 3:21 mark.
This graph from the presentation provides useful context of the changes over the years to put the City behind in wages and facing recruitment and retention issues. 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 Increase Fire 85 85 76 76 79 79 97 97 112 112 101 101 16
Police 135 135 136 136 143 142 155 153 174 174 161 161 26 Com m unity Services Adm in 3 3 4 4 5 5 4 4 4 4 4 4 1
Parks 14 14 14 14 15 16 24 25 26 26 35 35 21
Recreation 4 4 4 4 4 4 5 5 5 5 6 6 2
Redding Sports Com plex 2 2 2
Planning 10 10 10 10 9 9 12 12 13 12 13 13 3
Building 11 11 12 12 12 12 12 12 14 14 13 13 2
Permit Center 4 4 4 4 5 5 5 5 6 6 4 4 0
Code Enforcem ent 5 5 4 4 7 7 7
Total 266 266 260 260 272 272 319 318 358 357 346 346 80 Packet Pg. 45
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To aid in the full understanding of the modifications to the MOU’s over the years below is a list of every MOU modification since 2020, linked with the Staff Report and all supporting information. • March 2, 2021 – 9.15(a) – Redding Peace Officers’ Association (RPOA) • April 6, 2021 – 9.15(a) – UPEC Fire Management
• April 20, 2021 – 9.15(b) – Redding Police Managers Association (RPMA) • July 20, 2021 – 9.15(c) – RIEO, UPEC, Unrepresented
• January 18, 2022 – 9.1(e) – Unrepresented
• July 19, 2022 – 9.15(b) – RIEO & RPOA Miscellaneous
• November 15, 2022 – 9.15(a) – IBEW Maintenance
• April 4, 2023 – 9.15(a) – IBEW Power Production
• July 18, 2023 – 9.15(b) – IAFF
• August 15, 2023 – 9.15(a) – UPEC Technical
• September 5, 2023 – 9.15(c) – Unrepresented
• October 2, 2023 – 9.15(a) – UPEC Fire Management
• October 2, 2023 – 9.15(b) – RPOA
• November 7, 2023 – 9.15(a) – IBEW Electric
• December 5, 2023 – 9.15(b) – RPMA & Unrepresented Police & Fire • August 7, 2024 – 9.15(a) - IAFF
While these increases added cost pressures, they were made transparently, supp orted by data, and aligned with Council Policy 219, which provides the strategic framework for maintaining competitive compensation.
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
42 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
The Personnel Director, Kari Kibler, provided the following information regarding the process for amending the memorandum of understanding:
“City Council Policy 206 governs the administration of salaries and employee benefits for the City of Redding with the express intent of recruiting and retaining qualified employees. In accordance with this policy, the City conducts periodic surveys of public and private sector employment in order to ensure the City’s compensation practices conform to the practices of the labor markets where the City recruits its workforce.”
Ultimately, Council holds the authority to approve all wage modifications, following applicable bargaining procedures under the Meyers-Milias-Brown Act.
It is also important to note that most wage adjustments included increased employee cost sharing for benefits such as:
• 50% of the Normal Cost for CalPERS and PARS pensions
• 20% of group health insurance premiums
The PARS plan, now closed with fewer than 150 active participants, was originally implemented in the mid- 2000s to supplement retirement benefits for non-safety employees. The Public Employees’ Pension Reform Act (PEPRA), enacted in 2013, later established lower benefit tiers and mandated employee cost sharing.
Below are the CalPERS and PARS Normal Cost shares by tiers. Any that are not at 50% are due to timing in negotiations and changing normal cost amounts.
Public Agency Retirement Services
PARS Total Normal Cost Employee Share including Cost Share Ne t Employe r Unre p 3.690% 2.700% 0.990%
RIEO 3.850% 2.260% 1.590%
RPOA Misc 2.840% 1.710% 1.130%
IBEW-Maint 3.870% 2.210% 1.660%
IBEW-Electric 3.870% 2.080% 1.790%
UPEC 4.230% 2.620% 1.610%
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43 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
CalPERS Miscellaneous Normal Cost Breakdown
CalPERS Total Normal Cost Employee Share including Cost Share Ne t Employe r Unrep Misc Classic 19.960% 10.001% 9.959%
Unrep Misc PEPRA 16.420% 8.000% 8.420%
RIEO Misc Classic 19.960% 9.125% 10.835%
RIEO Misc PEPRA 16.420% 8.000% 8.420%
RPOA Misc Misc Classic 19.960% 9.125% 10.835%
RPOA Misc Misc PEPRA 16.420% 8.000% 8.420%
IBEW Maint Misc Classic 19.960% 9.125% 10.835%
IBEW Maint Misc PEPRA 16.420% 8.000% 8.420%
IBEW Electric Misc Classic 19.960% 10.025% 9.935%
IBEW Electric Misc PEPRA 16.420% 8.000% 8.420%
IBEW Power Misc Classic 19.960% 9.125% 10.835%
IBEW Power Misc PEPRA 16.420% 8.000% 8.420%
UPEC Misc Classic 19.960% 9.125% 10.835%
UPEC Misc PEPRA 16.420% 8.000% 8.420%
CalPERS Safety Normal Cost Breakdown
CalPERS Total Normal Cost Employee Share including Cost Share Ne t Employe r Fire Unre p Tie r 1 32.260% 17.500% 14.760%
Fire Unre p Tie r 2 30.890% 17.500% 13.390%
Fire Unrep PEPRA 29.510% 14.500% 15.010%
IAFF Tier 1 32.260% 14.780% 17.480%
IAFF Tier 2 30.890% 13.390% 17.500%
IAFF PEPRA 29.510% 14.500% 15.010%
UPEC Fire Tier 1 32.260% 17.500% 14.760%
UPEC Fire Tier 2 30.890% 17.500% 13.390%
UPEC Fire PEPRA 29.510% 14.500% 15.010%
Police Unrep Tier 1 38.380% 19.230% 19.150%
Police Unrep Tier 2 38.420% 19.120% 19.300%
Police Unrep PEPRA 29.570% 14.500% 15.070%
RPOA Tier 1 38.380% 17.500% 20.880%
RPOA Tier 2 38.420% 17.500% 20.920%
RPOA PEPRA 29.570% 14.500% 15.070%
RPMA Tier 1 38.380% 19.370% 19.010%
RPMA Tier 2 38.420% 19.110% 19.310%
RPMA PEPRA 29.570% 14.500% 15.070%
The City is a non–Social Security participating agency, meaning neither the City nor its employees pay the
6.2% Social Security tax. This distinction is often overlooked when comparing compensation with other jurisdictions. To make meaningful comparisons, it is important to consider the full compensation package, including the higher employee contributions toward benefits such as pensions and health insurance — costs that are often shared at lower rates in other agencies. These struc tural differences make direct pay comparisons inherently challenging.
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
44 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
4.3 Pension Unfunded Liabilities
The Document attributes increases in the City’s unfunded pension liabilities primarily to staffing and salary growth. While compensation changes have a measurable effect, they represent only one of several actuarial factors influencing the liability.
In consultation with the City’s assigned CalPERS actuary, it was estimated that approximately 31.2% of the increase in the City’s actuarial liability through FY 2024 (based on June 30, 2023, valuations) related to staffing and wage adjustments. Updated data for FY 2025 reporting suggest that this figure may rise to approximately 50.1% once the results are finalized.
However, unfunded liability is also heavily influenced by investment performa nce and changes in actuarial assumptions. Notably:
• In 2017, CalPERS reduced its discount rate from 7.5% to 7.0%. • In 2021, a 20% investment return prompted a further reduction to 6.8% , increasing the calculated liability.
These structural adjustments, rather than staffing alone, account for a significant portion of the overall unfunded liability increase.
The following table illustrates the City’s net pension liability trends for each plan over the past ten fiscal years.
The information above and the table show that this problem is multifaceted . CalPERS actuaries utilize a variety of assumptions , and ultimately, changes to the assumptions and outcomes of the actual results compared to the assumptions will continue to influence future Unfunded Liability. Total payroll is one of the many factors that could influence future actuarially determined net pension liabilities.
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
45 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
SECTION 5. FINANCIAL REPORTING
The Document makes serious allegations regarding the reporting of financial information, stating:
“The City Manager and Finance Director withheld critical information from the Council—hoping revenue would rebound before their actions came to light.” And “This wasn’t a paperwork oversight. It was a calculated withholding of financial data during a period of escalating risk.”
At no time was financial information intentionally withheld from the Council. The Finance Department is committed to transparency, accuracy, and continual improvement in financial communication. Staff continued to provide regular reporting through staff reports and presentations for quarterly updates, mid- year reviews, and mid-cycle reviews. These have been consistently provided to the Council, outlining the City’s fiscal position and emerging trends.
Staff were providing relevant information to provide an understanding of the fiscal position. As outlined in Section 2.1, with the following timeline:
• June 20, 2023: Biennial Budget adopted with projected $2 million per year decline to reserves, with revenue uncertainty noted.
• July through December 2023: Multiple Council -approved labor agreements added significant ongoing General Fund costs. All Fiscal impacts associated to MOU adjustments were provided with each Staff Report.
• February 20, 2024: Mid-Year Update adjusted cash by - $1.9 million due to modifications to Beginning Cash, revenues, expenses, and CalPERS UAL adjustments , while warning of more significant revenue shortfalls.
• May 21, 2024: Staff presented $4.5 million in cost-saving measures; revenues continued to lag. • September 17, 2024: Mid-Cycle Update lowered reserves to $7.99M due to significant changes to revenue assumptions and expense modification, and identified ongoing structural deficits.
The first update from the new system was performed in February 2024. This update introduced revised reporting formats with the goal of enhancing clarity and usability. The Council provided no feedback until May 2025 regarding the changes in the reporting. Since that time, Finance staff have worked diligently to align report formats with Council expectations while maintaining technical accuracy and consistency.
In 2021, the City initiated a major modernization effort to replace its legacy financial and human resources systems with an integrated Enterprise Resource Planning (ERP) solution. The Council approved the project in November 2021, with phased implementation as follows:
• Financials: July 1, 2023
• Human Resources, Timekeeping, and Payroll: January 1, 2024 • Budget Planning Module: January 1, 2025
An ERP implementation of this scope represents a s ignificant undertaking for any organization and requires substantial effort from Finance staff, who managed the transition while maintaining daily operations and being shorthanded. The Financials module was implemented on time and within budget.
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46 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
Certain presentation changes, such as adjustments to the layout of the 10-Year Plan, reflected prior Council direction to emphasize the first six years as the most reliable forecast horizon. These refinements were made to improve readability and focus, not to alter financial results or underlying assumptions.
The Finance Department remains fully committed to strengthening financial transparency and enhancing the accessibility of fiscal information for both the Council and the public. While recent years have presented unique challenges related to system implementation, staffing constraints, and evolving fiscal conditions, the Department continues to prioritize clear, timely, and reliable financial reporting in support of informed policy decisions.
CONCLUSION
In summary, the Finance Department remains fully committed to the principles of transparency, accountability, and sound fiscal management. The City’s financial reporting and forecasting practices are conducted with care, diligence, and adherence to professional standards. Over the past several years, staff have successfully managed significant organizational changes, including the implementation of a new Enterprise Resource Planning (ERP) system , while continuing to provide the Council with timely and accurate financial information.
The Department has consistently presented financial updates through regular quarterly, mid -year, and mid-cycle reports, as well as detailed briefings during the biennial budget process. These efforts have ensured that the Council is kept informed of the City’s fiscal position, operational challenges, and emerging trends. Improvements to the 10 -Year Plan, refinement of forecasting methodologies, and ongoing responsiveness to Council feedback reflect a culture of continuous improvement and fiscal responsibility.
While recent assertions have raised concerns about the reporting of financial information, the record demonstrates that staff acted with integrity and professionalism in all matters. The Finance Department values its partnership wi th the Council and remains committed to strengthening communication, enhancing the clarity and accessibility of financial reports, and supporting informed policy decisions that promote the City of Redding's long-term fiscal health.
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)
47 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
PURPOSE AND ABOUT THE AUTHOR
The City and I are unwavering in our commitment to fiscal responsibility, public service, and the future of our community. We are here, doing what we do with integrity because we believe in Redding. I live here, work here, and play here.
I am Greg Robinett, City Treasurer and Director of Finance. I was born and raised in Redding, California, and have lived here for nearly my entire life. I am actively involved in local youth sports, doing my best to play a small role in helping our communi ty’s young people learn integrity, hard work, teamwork, sportsmanship, becoming lifelong learners and other valuable life lessons through athletics.
I have worked in accounting for nearly 20 years, beginning as a bookkeeper in 2006 while earning my bachelor’s degree in Accounting from California State University, Sacramento, which I completed in 2009 with an emphasis in Accountancy. After graduation, I served as an auditor with the Internal Revenue Service for over five years before joining the City of Redding in 2014.
Since then, I have been fortunate to serve my community in a variety of financial roles with increasing responsibility. In early 2019, I became a Finance Officer and have since been primarily responsible for the City’s budget and long-term financial planning, particularly for the General Fund. I also played a key role in refining and enhancing the City’s 10-Year Plan, our long-term financial planning model. This was a result of the CalPERS discount rate change announced in late 2016, which add itionally allowed me to learn and understand the major components and future liabilities of the City’s retirement system. This experience marked the beginning of my deeper involvement with the City’s financial planning process, and since this time, I have played a key role in refining how the City forecasts and manages the long-term financial outlook.
I hold a Master of Business Administration (MBA) with an emphasis in Organizational Leadership from Oregon State University, completed in 2021 (Go Beavs!). I live my life dedicated to integrity, hard work, collaboration, and a quest for learning.
I would like to express my sincere gratitude to both current and former City leadership who have trusted me to use my skills to improve financial decision -making, provided opportunities for professional growth, and inspired me to achieve. Serving my hometown in this capacity is both an honor and a responsibility that I value deeply.
If, after reading this report, there are any additional questions or concerns, do not hesitate to reach out to me, and I will provide additional information as necessary.
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48 By City Treasurer and Finance Director Greg Robinett BUDGET & FINANCIAL REPORT OCTOBER 2025
ADDITIONAL REFERENCES & RESOURCES
Adopted Biennial Budget FY 2014 & FY 2015
Mid-Year Budget Report FY 2014 & FY 2015
Mid-Cycle Budget Report FY 2014 & FY 2015
Mid-Year Budget Report FY 2015
Year End Budget Report FY 2015
Adopted Biennial Budget FY 2016 & FY 2017
Mid-Year Budget Report FY 2016 & FY 2017
Mid-Cycle Budget Report FY 2016 & FY 2017
Mid-Year Budget Report FY 2017
Year End Budget Report FY 2017
Adopted Biennial Budget FY 2018 & FY 2019
Mid-Year Budget Report FY 2018 & FY 2019
Mid-Cycle Budget Report FY 2018 & FY 2019
Mid-Year Budget Report FY 2019
Year End Budget Report FY 2019
Adopted Biennial Budget FY 2020 & FY 2021
Mid-Year Budget Report FY 2020 & FY 2021
Mid-Cycle Budget Report FY 2020 & FY 2021
Mid-Year Budget Report FY 2021
Year End Budget Report FY 2021
Adopted Biennial Budget FY 2022 & FY 2023
Mid-Year Budget Report FY 2022 & FY 2023
Mid-Cycle Budget Report FY 2022 & FY 2023
Mid-Year Budget Report FY 2023
Year End Budget Report FY 2023
Adopted Biennial Budget FY 2024 & FY 2025
Mid-Year Budget Report FY 2024 & FY 2025
Mid-Cycle Budget Report FY 2024 & FY 2025
Mid-Year Budget Report FY 2025
Year End Budget Report FY 2025
Adopted Biennial Budget FY 2026 & FY 2027
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Attachment: ^Budget and Financial Report October 2025 (2.1--Presentation of Budget and Financial Report October 2025)