CITY OF REDWOOD CITY
REDWOOD CITY, CALIFORNIA
ADOPTED
BUDGET AMENDMENTS
FY 2007/ 08
CITY COUNCIL
Barbara Pierce, Mayor
Rosanne Foust, Vice Mayor
Alicia Aguirre, Council Member
Ian Bain, Council Member
Jim Hartnett, Council Member
Diane Howard, Council Member
Jeff Ira, Council Member
CITY MANAGER
Edward P. Everett
DIRECTOR OF FINANCE and FINANCIAL PLANNING
Brian J. Ponty
COMPILED BY
Alison Freeman, Financial Services Manager
Kyi Khin, Rajesh Sewak, Araceli Fierro, Senior Accountants
Sandy Jennings, Administrative Assistant
CITY OF REDWOOD CITY
DEPARTMENT DIRECTORS
City Manager.................................................................. Edward Everett
Deputy City Manager ..................................................... Magda Gonzalez
City Attorney................................................................... Stan Yamamoto
City Clerk........................................................................ Patricia Howe
Community Development Services ................................ Peter Ingram
Finance and Financial Planning ..................................... Brian Ponty
Fire................................................................................. Gerry Kohlmann
Human Resources ......................................................... Bob Bell
Library ............................................................................ David Genesy
Parks, Recreation and Community Services.................. Corinne Centeno
Police ............................................................................ Louis Cobarruviaz
Public Works Services.................................................... Larry Barwacz
TABLE OF CONTENTS
ADOPTED BUDGET AMENDMENTS
FY 2007/ 08
Page
Budget Message ............................................................................................................................... i
Executive Team’s Recommendations Regarding Budget Options ................................................. vii
Major Assumptions.................................................................................................................... ..... ix
General Fund – Five Year Projection .............................................................................................. x
OVERVIEW
City Council Priorities
Budget Summary
Changes to 2007/ 08 Operating Budget............................................................ Budget Summary – 1
Analysis of Budget by Fund ............................................................................. Budget Summary – 8
Revenue Estimates ....................................................................................... Budget Summary – 10
Personnel Allocations by Department ............................................................ Budget Summary – 16
Performance Measures
OPERATING PROGRAMS – Budget by Departments Tab No.
Council ............................................................................................................................... ............. 1
City Manager ............................................................................................................................... .... 2
City Attorney....................................................................................................................... ............. 3
City Clerk.......................................................................................................................... ............... 4
Community Development Services .................................................................................................. 5
Finance ............................................................................................................................... ............. 6
Fire ............................................................................................................................... ................... 7
Human Resources...................................................................................................................... ..... 8
Library ............................................................................................................................... ............. 9
Parks, Recreation and Community Services.................................................................................. 10
Police ............................................................................................................................... ........... 11
Public Works Services.................................................................................................................... 12
INTERFUND TRANSFERS
CAPITAL IMPROVEMENTS PROJECTS
BUDGET OPTION MEMOS
PREFACE
During the budget study sessions, the City Council directed staff to make several changes to
the recommended FY 2007/ 08 budget. These changes are described in the attached staff
report that was presented to Council on July 9, 2007 along with the resolution required to
adopt the FY 2007/ 08 budget.
Each of the schedules in the budget document has been revised to reflect the changes
approved by Council. The only portion of the budget document that has not been changed is
the City Manager’s budget message ( pg. i- viii).
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ORIGINAL
RESOLUTION NO
A RESOLUTION OF THE CITY OF REDWOOD CITY ADOPTING THE
FINAL BUDGET OF THE CITY OF REDWOOD CITY FOR FISCAL
YEAR JULY JUNE PROVIDING FOR THE
APPROPRIATION AND EXPENDITURE OF ALL SUMS SET FORTH IN
SAID BUDGET PROVIDING FOR EMERGENCY EXPENDITURES
TRANSFERS ADDITIONAL APPROPRIATIONS CANCELLATIONS
AND REAPPROPRIATIONS OF EXISTING APPROPRIATIONS
ADOPTING THE BUDGET FOR GENERAL IMPROVEMENT DISTRICT
NO FOR FISCAL YEAR JULY JUNE AND
MAKING PROVISION FOR INTERIM EXPENDITURES AS OF JULY
WHEREAS in accordance with the Charter of the City of Redwood City the City
Manager has submitted to the Council of Redwood City a proposed annual budget for
Fiscal Year July June and
WHEREAS pursuant to Section of the Charter of the City of Redwood City
after duly noticed public hearing the Council of Redwood City has approved said
budget and said budget has been certified by the City Clerk and City Manager as the
Final Budget of the City for Fiscal Year and
WHEREAS it is the intention of the Council of Redwood City to adopt the
certified copy of the Budget as amended presently on file in the office of the City Clerk
NOW THEREFORE BE IT RESOLVED BY THE COUNCIL OF THE CITY OF
REDWOOD CITY AS FOLLOWS
SECTION Adoption of Budget The Budget for the Fiscal Year July
June approved by the Council of Redwood City and certified by the City
Clerk and City Manager presently on file in the office of the City Clerk included in that
document entitled City of Redwood City Recommer ded Budget Amendments FY
is hereby referred to and incorporated herein as if fully set forth herein
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verbatim and that portion of said document relating to Fiscal Year is hereby
adopted as the Annual Budget of the City of Redwood City for the Fiscal Year July
June
SECTION Appropriations From and after the operative date of this
resolution the several amounts stated in the Annual Budget referenced in Section
hereof as Resources Allocated for the Fiscal Year July June shall
become and thereafter be appropriated to the offices departments therein referred to
as programs and subprograms objects and purposes therein stated for said Fiscal
Year and said monies are hereby authorized to be expended for said offices
departments objects and purposes by the offices and departments specified in the
Budget The Budget Transmittal Letter and Budget Message Explanation of the Budget
Process the Program Summaries notations memoranda and information contained in
the Operating Programs consisting of the portions thereof designated program
financing goals subprogram goals objectives comments subprogram changes
priorities personnel performance indicators and financing the Capital Improvement
Summary and project listings the financial summaries and personnel allocations are for
informational purposes only and shall not be construed to limit or affect in any manner
any appropriation item To the extent otherwise permissible actions affecting such
information items may be taken from time to time without amendment hereto or to the
Budget adopted hereby The annual budgets of the Redevelopment Agency the
Redwood City Public Financing Authority and special assessment districts are likewise
set forth in said document for informational purposes only
SECTION Transfers Additional Appropriations Cancellations From time
to time during the Fiscal Year the Council may transfer sums from any appropriated
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item to any other appropriated item by resolution Additional appropriations may be
made and authorized in accordance with the procedure referenced in Section of
the Charter of the City of Redwood City No appropriation set forth in the Budget or in
any subsequent resolution shall be cancelled in whole or in part except by resolution
adopted by the affirmative vote of ths of all members of the Council provided
however that transfers of sums from one appropriated item to any other appropriated
item may be accomplished by resolution
SECTION Expenditures The City Manager and Director of Finance are
hereby authorized to expend all sums set forth in the Budget for the purposes and
objects specified therein
Expenditures made liabilities incurred or warrants issued in excess of any of the
budget appropriations as originally approved or as thereafter increased or decreased
shall not constitute an obligation or liability of the City Any official making or incurring
such expenditures in an amount known to him or her to be in excess of the available
balance of the appropriation against which it is drawn shall be liable therefore upon his
or her official bond The City Manager and the City Council shall approve no claims and
the Director of Finance shall issue no warrant or check for any expenditure in excess of
existing appropriations except on an order of a Court of competent jurisdiction or for an
emergency as herein provided
SECTION Emergency Expenditures Upon the happening of any
emergency caused by fire flood explosion storm earthquake epidemic riot or
insurrection or for the immediate preservation of public order peace health or safety
or for the restoration to a condition of usefulness of any public property the usefulness
of which has been destroyed by accident or Act of God or for the relief of an area
Atty Reso Reso
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stricken by calamity or to meet monetary expenditure required by law the Council may
upon rds vote of the members present at any regular adjourned or special meeting
adopt a resolution stating the facts constituting the emergency thereby making the
expenditure necessary to meet such emergency All emergency expenditures shall be
paid by warrant or check from any fund properly chargeable therewith and the Director
of Finance is hereby authorized and directed to pay such warrants
SECTION Budget for General Improvement District No The budget
designated as the budget for General Improvement District No for the Fiscal Year
July June in the Annual Budget referenced in Section hereof is
hereby adopted
SECTION Provision for Interim Expenditures as of July
Reappropriations All unencumbered General Fund balances remaining at the close
of the Fiscal Year June except for those amounts otherwise legally disposed
of are hereby appropriated to the General Fund program Resources Held in Reserve
The Director of Finance is hereby authorized to transfer monies hereby appropriated to
the program resources held in reserve from said program to any other program or
budget item established by Annual Budget referenced in Section hereof or by this
Fiscal Year Budget resolution for expenditure from such other program or
budget item without further Council approval for such transfer provided however that
the sum of all expenditures of General Fund monies during Fiscal Year July
June plus expenditures during the interim period between the close of Fiscal
Year June and the date of adoption of the Fiscal Year budget shall
not exceed the total amount appropriated by this Fiscal Year Budget
Resolution
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All unencumbered balances remaining in all funds other than the General Fund
at the close of Fiscal Year June are hereby appropriated to those same funds
for purposes of expenditure during the interim period as previously specified in this
section Any fund s which has or have no unencumbered balances as of June
shall receive no additional appropriation during said interim period and no
expenditure of monies shall be authorized during said interim period except as
transferred from the General Fund by the Finance Director
All encumbered balances remaining in all funds at the close of Fiscal Year June
are hereby reappropriated to the same funds and for the same purposes and
objects for Fiscal Year July June and all unexpended appropriations
for capital projects for Fiscal Year ending June are hereby reappropriated for
expenditure for the same purposes and objects during Fiscal Year July June
unless otherwise provided in this resolution or in the Annual Budget
referenced in Section hereof
SECTION Effective Date and Operative Date In accordance with Section
of the Charter of the City of Redwood City this resolution shall be effective
immediately upon adoption
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Passed and adopted by the Council of the City of Redwood City at a
Joint City Council and Redevelopment Agency Board Meeting thereof held
on the th day of July by the
following votes
A YES and in favor of the passage and adoption of the foregoing
resolution
Council members Aguirre Bain Foust Hartnett Ira and
Mayor Pierce
NOES None
ABSENT Howard
tL
IfJ
BARBARA PIERCE
Mayor of the City of Redwood City
Attest
Patricia Howe
City Clerk of Redwood City
I hereby approve the foregoing
resolution this th day of July
BARBARA PIERCE
Mayor of the City of Redwood City
i
Office of the City Manager 1017 Middlefield Road
Edward P. Everett P. O. Box 391
City Manager Redwood City, CA 94064
www. redwoodcity. org
Phone ( 650) 780- 7300
TDD ( 650) 780- 7208
Fax ( 650) 780- 7225
May 31, 2007
Honorable Mayor Pierce and Members of the City Council:
INTRODUCTION AND ECONOMIC OVERVIEW
Much has changed since I submitted my first budget as your city manager 15 years ago; much hasn’t.
While parts of the community barely resemble what they looked like 15 years ago, the fundamental
challenges of financing a municipal enterprise remain constant. Matching ongoing revenues with
ongoing expenditures is as true today as it was when I arrived here and will likely be the gold standard
of governmental financial management well into the foreseeable future.
The budget that the department head team and I are recommending to you matches ongoing
revenues and expenditures. Our ability to match ongoing revenues with ongoing expenditures is due
primarily to: 1) the Council’s willingness and courage to make difficult decisions during the early
portion of the decade when we were faced with operating deficits, and 2) a local economy that is now
expanding and producing stronger revenues for us.
Evidence of an expanding local economy is confirmed by increased jobs and lower commercial office
vacancy rates. Job growth in San Mateo County actually increased as measured by the March 2007
job count against the March 2006 job count. As of March 2007, the most recent data available
showed an estimated 362,000 jobs in the county, an increase of 14,200 jobs from a year earlier. San
Mateo County employment reached a high point in November 2000 at 401,600 jobs. Santa Clara
County, an area to which our economic fortunes are closely linked, reached its peak of 1,006,500 jobs
in December 2000. As of March 2007, 812,000 jobs were reported in Santa Clara County. This
represents an increase of 37,500 jobs from one year earlier.
According to a report released by BT Commercial Real Estate for the first quarter of 2007, the
Redwood City and Redwood Shores commercial office real estate markets had 1.3 million square feet
of vacant office space with a vacancy factor of 13%. This is an improvement over the 21% vacancy
factor ( 2.1 million vacant square feet) from the first quarter of 2006.
FY 2007/ 08 is the second year of the recommended two- year budget and contains modest
programmatic changes from the budget the Council approved in July 2006.
GENERAL FUND
Revenues
General fund revenues ( including transfers into the general fund) are expected to increase slightly to
$ 78.3 million ( or 0.3%) in FY 2007/ 08 from $ 78.0 million in FY 2006/ 07. This increase is primarily the
result of several factors:
􀁹 Secured property tax revenues will increase about 6.3% from $ 21.8 million to $ 23.1 million in FY
2007/ 08.
􀁹 Transient occupancy tax revenues will increase 6% from $ 2.9 million to $ 3.1 million.
􀁹 Property tax in- lieu of vehicle license fees will increase $ 400,000 from $ 4.9 million to $ 5.3 million.
Build a Great
Community
Together
Excellence:
Passion
to do our
Best in Each
Moment
ii
The foregoing increases will be partially offset by the following decreases:
􀁹 Declines in several development- related revenues such as building permits, plan checking fees,
reimbursable planning contracts, and the planning cost recovery program.
􀁹 An anticipated decline in Educational Revenue Augmentation Fund ( ERAF) refunds ( property
taxes) due to the cessation of ERAF III – since less payments are flowing into the ERAF, less
refunds will be coming from the ERAF.
􀁹 Flat sales tax growth as Costco is expected to be closed for six months while the new store is
being constructed.
Our best predictions at this time are that we will see a rebound in our development- related revenues
Build a Great after FY 2007/ 08 as the pace of development activity quickens.
Community
Together
As of this date we still do not know the amount of additional property tax revenue, if any, that will be
received in FY 2007/ 08 as a result of the sale and subsequent reassessment of the Pacific Shores
complex due to its sale in October 2006. This is a complex real estate transaction that is requiring
much time and effort from the county assessor’s staff. The additional annual property tax to be
generated for the City could be several hundred thousand dollars.
The recommended budget assumes we will receive $ 1.7 million of ERAF refunds in FY 2007/ 08, but
we continue to be concerned over the long- term prospects for the continued receipt of these funds due
to the complexity and number of factors involved in determining these amounts along with the risk that
the state could redirect these revenues elsewhere.
The following graph illustrates the performance of locally- generated sales tax revenues ( which
accounts for about 95% of our total sales tax revenues) for the past 12 quarters.
City of Redwood City
Sales Tax by Economic Category
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1Q04 2Q04 3Q04 4Q04 1Q05 2Q05 3Q05 4Q05 1Q06 2Q06 3Q06 4Q06
Business- to- Business Transportation General Retail Food Products Construction Miscellaneous
Clearly the City’s sales tax is very dependent on the health of the transportation and general retail
categories. The transportation category is comprised primarily ( 71%) of new vehicle sales while the
largest single segment in the general retail category is department stores ( Mervyn’s, Target, K- Mart,
and Costco), which comprise 42% of this category. Although not factored into this budget, we remain
very concerned about future losses of sales tax revenue due to the electronic delivery of software by
local businesses engaged in software sales. Should a significant sales tax decline become evident,
staff will advise Council and provide options for dealing with this.
Expenditures
The proposed FY 2007/ 08 budget increases spending by $ 2.5 million or 3.4% over the projected FY
2006/ 07 expenditures. The current terms of all employee labor agreements have been included in the
recommended FY 2007/ 08 budget along with updated estimates of all benefits.
In September 2006 the Council approved a plan to finance the City’s retiree medical benefits in
accordance with new requirements adopted by the Governmental Accounting Standards Board. The
Integrity:
Do the
Right Thing,
Not the Easy
Thing
iii
net additional costs are approximately $ 105,000 in FY 2007/ 08 and will increase until FY 2012/ 13 at
which time we expect to be fully funding the actuarially required contribution.
Transfers
Included are the " normal" transfers from the general fund to the traffic safety fund ($ 941,000), the gas
tax operations fund ($ 342,000), and the water fund ($ 151,000) in FY 2007/ 08.
A one- time- only transfer of $ 466,000 from the general fund to the capital projects fund is
recommended to support the construction of the new Redwood Shores Library. These funds were
included in the FY 2007/ 08 budget presented to Council in July 2006 for the first year of the library’s
operations. Since the library will not open until FY 2008/ 09, these funds will be used to augment the
financing of the construction costs.
Not shown in the recommended budget is a transfer of $ 1.2 million from the general fund to the
parking fund as we do not anticipate that the parking fund revenues will equal the projected expenses
within the parking fund. Since we believe that the parking fund will ultimately generate sufficient
revenues to cover expenses, we view the shortfall of parking fund revenues as a medium- term
situation and, accordingly, an appropriate use of general fund reserves. We will include this transfer in
the budget submitted to Council for approval on July 9.
General Fund Reserves
The Council’s policy on general fund reserves is to have reserves of not less than 15% and not more
than 20% of anticipated revenues. If our projections hold true and no changes are made to the
recommended budget, the general fund reserves will be $ 21.8 million as of June 30, 2008 or about
$ 6.3 million in excess of the upper range called for in the Council’s reserve policy. If the Council elects
to fund all of the budget options presented later in this budget, then the amount will drop to $ 20.6
million ( or 26.8% of anticipated revenues) as of June 30, 2008.
Given the uncertainty of how quickly the parking fund will be able to generate sufficient revenues to
become self- supporting, I recommend that the Council exercise extreme caution in using these
reserves.
Budget Options
Please see the memo following this letter that discusses budget options along with a corresponding list
for an understanding of the options available to the Council, some of which were requested by Council
at the February priority- setting session and the options brought forward by the executive team dealing
with “ staff concerns.”
The recommended budget shows an operating surplus ( revenues minus expenditures) of $ 1.1 million.
The budget options presented later in the budget document approximate this amount, but this match
was coincidental.
Future Years
Current projections show general fund revenues and expenditures being roughly in balance for each
of the next five years, excluding any of the previously mentioned issues.
CAPITAL PROJECTS
The proposed total for the FY 2007/ 08 Capital Improvement Program ( CIP) budget for the capital
project fund, gas tax construction fund, transportation fund, grants and fees fund, water improvement
fund, sewer improvement fund, GID 1- 64, and the Redevelopment Agency is $ 16,662,331.
In FY 2007/ 08, major CIP projects and programs are listed below according to City Council’s priorities:
Public Safety
Emergency Vehicle Traffic Signal Pre- emption System $ 95,000
Transportation/ Traffic
Traffic Calming Program $ 75,000
Service:
We Care and
It Makes a
Difference
Build a Great
Community
Together
Shuttle Bus Services $ 75,000
iv
Government Operations
Sanitary Sewer Pump Station 12 Renovation $ 600,000
Bridge Rehabilitation Program $ 250,000
Redwood Shores Lagoon Dewatering Structure $ 200,000
Belmont Slough Lagoon Pump Station $ 635,000
Street Pavement and Roadway Management Program $ 1,200,000
Tree Preservation and Sidewalk Repair Program $ 950,000
Information Technology Servers Replacement Program $ 125,000
Information Technology Voice over Internet Protocol $ 45,000
Library Public Computer System $ 75,000
Community/ Civic Support
Parks and Playfields:
Playground Equipment Replacement $ 250,000
Synthetic Play Field Conversion $ 200,000
Red Morton Park Covered Picnic Area Replacement $ 125,000
Hawes Park Bleachers $ 120,000
Buildings:
Main Library Renovation $ 100,000
As the result of changes in technology and the legal landscape, about $ 2 million per year of utility
users’ tax revenues from telecommunications ( the primary source of financing our general
governmental capital projects) is now at risk. Staff has been working closely with the Council Finance
Committee and intends to present more details about these risks and possible solutions at the June 25
Council budget study session.
REDEVELOPMENT AGENCY
In September 2006 the community celebrated the completion of the new downtown Courthouse
Square, Century Theatre and “ On Broadway” retail and restaurants, the 590- space public parking
facility, as well as the “ Theatre Way” improvements between Winslow and Broadway.
The summer of 2007 will see the completion of the new directional signage and way- finding program,
which will enhance the experience of Downtown as a distinct and unique place that is comfortable to
everyone, whether in a car or on foot. In addition, the new and improved parking facilities and the
innovative Downtown Parking Management Program will become fully operational, providing “ just
enough” parking at the right price and help create a “ park once and walk” district. Pedestrian
experience will be enhanced by improvements to Jefferson Ave. and the new Post Office Paseo,
linking parking to Jefferson and the retail/ cinema complex. “ Theatre Way II” improvements to
Middlefield between Veteran’s and Broadway will attract visitors to both the free parking in the County
garage and to the theatre district and key destinations such as Courthouse Square and Theatre Way –
“ The Place.”
The public approval process for the long- awaited Downtown Precise Plan was concluded with
Council’s approval of the Plan on March 26, 2007. Staff anticipates that the first applications for new
mixed- use developments will come in for review in the summer of 2007.
The budget for FY 2007/ 08 provides additional capital funding in the amount of $ 500,000 for
contingency purposes and $ 500,000 for critical pioneering development. The money for
“ Contingency” should be viewed as a reserve fund to help fund projects and opportunities that have
yet to surface or be identified. The FY 2007/ 08 budget also provides $ 250,000 for planned
improvements for the El Camino Real – Redwood City’s pioneering work in concert with the regional
“ Grand Boulevard” initiative.
The proposed redevelopment housing budget for FY 2007/ 08 continues support for townhouse
ownership units to be built by Habitat for Humanity pursuant to the disposition and development
agreement with the Agency. Another $ 1 million in set- aside funds is budgeted for general land
assembly and gap financing purposes and most likely will be recommended for use on the Bradford
site, assuming that project moves ahead.
Creativity:
Freedom to
Imagine and
Courage to
Act
Build a Great
Community
Together
v
The operational budget remains basically the same, with the exception of additional funding for
citywide “ Economic Development”, the marketing and promotion of Downtown, and for “ Storefront
Improvements.” The proposed budget options include a 1.0 FTE position reduction that is proposed to
be shifted from the Agency to the City’s general fund. Should Council approve this particular budget
option, staff will then reduce the funding for this position from the Agency’s budget. The savings that
result from this shift will free up Agency funds to support the option for a new code enforcement officer
position that will be dedicated to the Redevelopment Area.
Staff is considering revamping the Storefront Improvement Program and seeking Council approval of
the new recommendation early in the fiscal year. Interest payments on the City loan to the Agency
have also been included in the FY 2007/ 08 budget. This is the $ 3 million loan that was part of the
Downtown Funding Plan adopted by the Council in 2003.
The FY 2007/ 08 budget uses the same formula for deposits to the housing fund from the
redevelopment general fund ( made pursuant to the 1990 agreement with the Legal Aid Society of San
Mateo) as was used in FY 2003/ 04, 2004/ 05, 2005/ 06, and 2006/ 07. The Legal Aid Society of San
Mateo has agreed to the City plan about reinstituting higher payments as of FY 2008/ 09 and extending
payments for five years to insure that the total original amount agreed to is paid.
Traffic Congestion and Storm Water Pollution Funds ( AB 1546)
On September 29, 2004 Governor Schwarzenegger signed into law AB 1546 which authorized the
City/ County Association of Governments ( C/ CAG) Board to impose an annual fee of $ 4 on motor
vehicles registered in San Mateo County for programs that address traffic congestion and storm water
pollution within the county. The funding will continue annually through December 31, 2008. Collection
of these funds began on July 1, 2005. Redwood City’s share of the allocated funds for FY 2007/ 08 is
$ 121,492. Funds must be directed 50% for traffic congestion and 50% for storm water pollution
prevention activities. The funds will be distributed to the City as a reimbursement by C/ CAG based on
documented expenditures made from existing budgets and compliance with identified AB 1546
performance measures.
The Public Works Services street cleaning and storm drains maintenance budgets include $ 60,746,
the City’s reimbursement amount under AB 1546, which is above the status quo budgets for these
sub- programs.
The CIP also includes a recommendation to spend an equal amount of funds ($ 60,746) on downtown
signage to reduce traffic congestion.
ENTERPRISE FUNDS
Water Fund
The water enterprise fund is in sound fiscal condition, with a $ 2 million emergency operating reserve
and an $ 8.3 million rate stabilization reserve. On June 5, 2006 the City Council approved a 12% water
rate increase, increasing the monthly service charge from $ 12.00 to $ 14.25. The increase was driven
primarily by a 14% increase in the cost of wholesale water from San Francisco and increased debt
service associated with financing the City’s Recycled Water Project.
In July 2007 the City Council will consider a 10% rate increase recommendation from the Council’s
Utilities Committee and the staff.
Sewer Fund
On June 26, 2006, the City Council approved an increase in the basic sewer service charge from
$ 26.27 to $ 33.00 per month. The increase was driven primarily by the need for replacement and
refurbishment of South Bayside System Authority ( SBSA) wastewater treatment facilities. As SBSA
begins a multi- year repair and replacement program for critical facilities, the City is preparing a multi-year
financial plan that allows the City to meet the revenue demands for system operation,
maintenance, and replacement for both collection and treatment of the City’s wastewater. Through the
plan, the City anticipates modest sewer service rate increases of 8% to 10% per year in upcoming
years.
Excellence:
Passion
to do our
Best in Each
Moment
Build a Great
Community
Together
vi
Parking Fund
Parking revenues were initially expected to reach $ 2.4 million in FY 2006/ 07. We are painfully aware
that revenues will fall well short of this target and end up being closer to $ 850,000 in FY 2006/ 07. The
reasons for this variance are several, but the primary belief is that the continued operation of the
Century 12 Theatres at the East Bayshore Boulevard location is crimping attendance at the downtown
theater. Once the Century 12 Theatres are closed, we hope that our parking revenue projections will
be closer to our initial estimates.
In FY 2007/ 08 we anticipate parking revenues of approximately $ 1.1 million which will leave the
parking fund with an operating deficit of $ 1.2 million which will be financed by a transfer from the
general fund. We hope that the use of general fund resources to support the parking fund will be
required for only the next several years. If this situation appears to be of a long- term duration, then
staff will provide the Council with alternatives to the current parking fund operations.
Build a Great
Community
Together
APPROPRIATIONS LIMITS
Article XIIIB of the California Constitution defines and establishes the City’s appropriations limit. No
city in California may spend from its “ proceeds of taxes” more than the amount of its “ appropriations
limit." The appropriations limit is determined by a formula contained within Article XIIIB of the State
Constitution. Redwood City’s appropriations limit for FY 2007/ 08 is estimated to be $ 288 million. The
FY 2007/ 08 appropriations subject to limitations are $ 59.2 million. We are well within our legal limit.
ACKNOWLEDGMENTS
This document is the result of tireless efforts of many throughout the organization, special thanks go to
Magda Gonzalez, Deputy City Manager; Peter Ingram, Assistant City Manager/ Director of Community
Development Services; and Brian Ponty, Finance Director, for their support throughout this process.
My sincere appreciation and thanks to the very talented and capable Finance Department team:
Alison Freeman, Financial Services Manager; Senior Accountants Irv Weinstock, Kyi Khin, Rajesh
Sewak, and Araceli Fierro; Information Technology Manager Tony Gelphman, Senior Information
Technology Analyst Debbie Matsuura; and Supervisor of Software Development Services Laure
Hansen. Their consistent analysis and attention to details has made this budget document possible.
My compliments to Sandy Jennings, Administrative Assistant to the Finance Director, who as always,
has put forth the time and energy to publish an extremely well done budget document.
Integrity:
Do the
Right Thing,
Not the Easy
Thing
The department heads once again came together to agree on all of the budget recommendations
including the budget option package. One couldn’t ask for a brighter group of folks who are sensitive
to the whole City’s needs over just departmental needs.
Sincerely and on behalf of the department heads,
Ed Everett
City Manager
vii
May 31, 2007
To: Honorable Mayor and Members of the City Council
From: Ed Everett, City Manager
Cc: Department Heads
Re: Executive Team’s Recommendations Regarding Budget Options for
City Council Consideration
Two years ago, I said the state of mind of the organization was cautiously optimistic. And now, while we
are not quite ready to celebrate, it feels like we are finally turning the corner and are feeling more
optimistic than we have in many years.
Reflecting on the last several years, we can be very proud that in spite of $ 10 million in budget
reductions, we continue to serve our community well, have taken on new projects and initiatives, and
thanks to the foresight of this Council, have been able to maintain a healthy reserve during these difficult
budgetary times.
In preparation for this year’s budget, the executive team once again came together to consider what is
best for our community. The department heads and I looked at the organization as a whole and
developed recommended budget options for FY 2007/ 08 which were developed and agreed to by all the
department heads. I am extremely proud of the executive team as this was a long and difficult process
where each department head had to first consider what was best for the entire organization and
community, while still being concerned about their department.
The executive team was charged with identifying potential budget options based on Council priorities,
“ staff concerns,” and our organizational values. The department heads’ work yielded a total of
$ 1,072,500 in budget options. The team’s work was strategic, thoughtful, and intelligent, while keeping in
mind the impacts these budget options have on the services we provide as well as their impact on future
budgets.
The executive team met regarding the budget on at least seven occasions. We extended several of our
weekly meetings, developed an ad hoc downtown group, and used a couple of full mornings to develop
the attached recommendations.
We started with a total of 35 potential budget options equaling $ 2.6 million. After many hours of
deliberation, research, and soul searching, the executive team is recommending 15 budget options
totaling just over $ 1 million ( see attached summary list). The team is comfortable recommending this
amount in options given our recent and future work in the downtown, the budget reductions we have
made over the last several years, and areas where an increase or restoration in service level is essential.
At the end of the budget document, you will find a tab “ Budget Option Memos” which contains the budget
option forms ( in alphabetical order by title) that provide more detail for the budget options requested by
Council as well as those that emerged through the executive team’s budget process.
5/ 31/ 2007
Budget Options Summary
Budget Option Title Department Amount
City Budget
Child Care Coordinator - Addition of 0.25 FTE 1 Parks, Recr. & Comm. Svcs. 24,881
Climate Protection City Manager 32,000
Community Building City Manager 25,000
Council Chambers Repair and Maintenance City Clerk 2,000
Downtown Operation and Maintenance Comm. Develop. Svcs. 105,420
Economic Development Initiative 1 Comm. Develop. Svcs. 50,000
Engine 9 - Reinstatement to full staffing 1 Fire 208,000
Facility Aide - Addition of 0.50 FTE Parks, Recr. & Comm. Svcs. 35,075
Firefighter - Add .42 FTE in anticipation of
employee retirement
Fire 63,000
Landscape Gardener - Addition of 0.60 FTE Parks, Recr. & Comm. Svcs. 52,320
Laserfiche Software Support Contract City Clerk 12,710
Maintenance Custodian - Addition of 0.40 FTE Comm. Develop. Svcs. 31,032
Planning Staff Funding Sources Realignment Comm. Develop. Svcs. 135,000
Police Records Manager - Additional position Police 90,000
Street Maintenance Staffing and Materials Public Works Svcs. 206,000
1,072,438
Redevelopment Agency Budget 2
Code Enforcement 1 Comm. Develop. Svcs. 93,116
Planning Staff Funding Sources Realignment Comm. Develop. Svcs. ( 135,000)
( 41,884)
General fund transfer to parking fund:
Although not an " option," the general fund will need to contribute $ 1.2 million to the parking fund in
FY 2007/ 08 because expenses in the parking fund will exceed the revenues this fund generates
( an operating deficit). Because this projected operating deficit in the parking fund is viewed as a
short- term to medium- term situation, this transfer from the general fund has not been included in
FY 2007/ 08 estimates contained in this document so as not to distort the long- term financial picture.
When the budget is presented to Council on July 9 for adoption, this transfer will then be included
in the budget to ensure that appropriate accounting and budgeting methods are adhered to.
1 These options were requested by Council.
2 This topic is discussed in the Redevelopment Agency budget, to be considered June 25, 2007.
viii
City of Redwood City
FY 2007/ 08 Budget Amendments
General Fund – Five Year Projection
ix
MAJOR ASSUMPTIONS
• Secured property taxes increase 6.3% in FY 2007/ 08 and 5% annually from FY 2008/ 09
through FY 2010/ 11.
• Sales taxes increase 5% in FY 2007/ 08, 4.5% in FY 2008/ 09, and 4% annually through FY
2010/ 11.
• Includes development fees for all reasonably anticipated future projects.
• No general fund support for capital projects other than transfers of utility users’ taxes and the
one- time transfer of $ 466,000 in FY 2007/ 08 to partially finance the construction of the
Redwood Shores library.
• Excess ERAF rebates will continue - $ 1.7 million in FY 2007/ 08 and $ 1.4 million per year
through FY 2010/ 11.
• No further declines in sales tax due to electronically delivered software.
City of Redwood City
FY 2007/ 08 Budget Amendments
General Fund – Five Year Projection 2007/ 08 Through 2010/ 11 ( In $ 000s)
2001- 02 2002- 03 2003- 04 2004- 05 2005- 06
ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL
REVENUES
Property Taxes 18,674 18,975 20,436 21,571 27,882
Sales Tax 14,938 15,090 15,745 16,476 17,903
Other Taxes 4,272 4,322 4,923 5,778 6,368
Licenses and Permits 1,107 871 960 1,126 1,168
Fines and Forfeitures 441 591 582 660 610
Interest Earnings/ Rentals 2,860 2,021 1,466 1,096 1,823
Revenue from Other Agencies 7,394 7,329 6,406 7,721 4,973
Charges for Services 4,044 4,168 3,930 3,834 3,791
Other Revenues 4,722 5,461 5,588 6,447 6,691
Library 1,049 1,097 809 691 853
Recreation Revenues 1,185 1,373 1,583 1,565 1,686
Total Revenues 60,686 61,298 62,428 66,965 73,748
Transfers- In:
Interest from other funds 731 936 652 466 870
Others 156 163 173 182 339
GID 1- 64 Maintenance District 150 64 140 150 250
Total revenues and transfers- in 61,723 62,461 63,393 67,763 75,207
EXPENDITURES
City Council 192 215 208 196 217
City Manager 945 960 975 866 955
City Attorney 504 654 626 566 609
City Clerk 428 465 477 490 532
Human Resources 1,289 1,330 1,344 1,274 1,364
Finance & Adminstrative Support 1,841 2,789 2,830 3,222 3,299
Police 17,260 19,187 20,567 23,706 25,227
Fire 10,319 11,808 12,420 14,072 15,017
Community Development Services 4,818 5,210 4,580 4,292 4,276
Parks & Recreation 10,333 11,240 10,743 10,772 11,274
Library 5,681 6,179 5,949 5,393 5,761
Public Works Services 1,206 1,228 1,178 1,158 1,173
Budget Adjustments
Total Expenditures 54,816 61,265 61,897 66,007 69,704
Transfers- Out 14,678 2,069 1,166 1,172 1,793
Total expenditures and transfers- out 69,494 63,334 63,063 67,179 71,497
Net surplus ( deficit) - 7,771 - 873 330 584 3,710
Net surplus ( deficit) as a percentage of
general fund revenues and transfers- in: - 12.59% - 1.40% 0.52% 0.86% 4.93%
Detail of transfers- out:
gas tax operations
gas tax construction 982 21 421
traffic safety 1,045 1,087 1,010 842 914
capital projects 10,775 851 200
others 1,876 131 135 130 458
TOTAL 14,678 2,069 1,166 1,172 1,793
x
City of Redwood City
FY 2007/ 08 Budget Amendments
General Fund – Five Year Projection 2007/ 08 Through 2010/ 11 ( In $ 000s)
2006- 07 2007- 08 2008- 09 2009- 10 2010- 11
ESTIMATE ESTIMATE ESTIMATE ESTIMATE ESTIMATE
30,323 31,265 32,338 33,954 35,652
19,291 19,206 20,654 21,480 22,340
6,389 6,773 6,967 7,245 7,535
1,215 1,067 2,120 1,920 1,770
673 653 653 653 653
1,284 1,434 1,434 1,434 1,434
3,444 2,947 2,996 3,101 3,209
4,613 4,436 5,077 5,255 5,439
6,666 6,996 7,539 7,803 8,076
891 667 672 695 719
1,520 1,519 1,519 1,573 1,628
76,309 76,964 81,969 85,114 88,456
1,202 722 672 672 672
329 345 653 843 1,022
250 250 250 250 250
78,090 78,281 83,544 86,879 90,400
259 302 327 332 337
1,076 1,297 1,372 1,429 1,480
845 919 970 1,009 1,044
528 590 621 646 669
1,294 1,314 1,401 1,457 1,508
3,528 2,624 2,729 2,824 2,912
25,311 27,571 29,091 30,345 31,478
14,648 15,817 16,469 17,205 17,863
5,095 5,691 5,968 6,207 6,425
11,877 12,593 13,421 13,947 14,429
5,832 6,229 7,036 7,419 7,687
1,230 1,302 1,330 1,374 1,417
1,259
72,782 76,249 80,735 84,194 87,247
5,498 3,305 2,669 2,476 2,263
78,280 79,554 83,404 86,671 89,509
- 190 - 1,274 140 209 891
- 0.24% - 1.63% 0.17% 0.24% 0.99%
325 548 626 675 709
917 941 985 1,037 1,080
2,564 466
1,692 1,350 1,058 765 474
5,498 3,305 2,669 2,476 2,263
xi
City of Redwood City
FY 2007/ 08 Budget Amendments
xii
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City of Redwood City
FY 2007/ 08 Budget Amendments
City Council Priorities
City Council Priorities - 1
The Redwood City Council sets annual City Council Priorities and most recently updated those priorities in
February 2007. The City Council has five “ Overarching Guidelines,” which are the guiding force in considering
each specific project or program.
Overarching Guidelines
I. Community Building
II. Communication
III. Aesthetics
IV. Creating Pedestrian- Friendly Public Places Citywide
V. Quality of Life
VI. Economic Vitality/ Sustainability
In addition, the City Council has identified five “ Priority” areas which guide the work programs for all of the City
departments.
Council Priorities
• Economic Development
o Business retention, business promotion
o Smart growth ( green building / urban design)
o Historic preservation/ identity
o Downtown redevelopment
o Housing development
o Child care
• Public Safety
o Develop plan to restore Engine # 9
o Maintain adequate police and parking officers
o Disaster preparedness ( including Port)
o Anti- gang activities
• Transportation and Traffic
o Shuttle service
o Neighborhood traffic liaison
o Pedestrian/ bike- friendly citywide
o Maintain regional transportation representation
• Government Operations
o Code enforcement
o Environmental concerns – climate protection and conservation
o Staff development and succession planning
• Community/ Civic Support
o Community building, community partnerships, civic engagement, public awareness, communications
o Youth and education ( after school programs)
City of Redwood City
FY 2007/ 08 Budget Amendments
City Council Priorities - 2
This page left blank intentionally
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary CHANGES TO 2007/ 08 OPERATING BUDGET
Budget Summary - 1
Original Updated Programmatic Revised
GENERAL FUNDS 07/ 08 Budget 07/ 08 Budget Changes 07/ 08 Budget
Refer to 2006- 2008 Adopted Budget as noted
CITY COUNCIL
City Council ( 61110) - p. City Council- 2 276,017 301,803 301,803
Total 276,017 301,803 301,803
CITY MANAGER
Management/ Policy Execution ( 61210) - p. City Manager- 8 831,891 919,174 919,174
Community Promotion ( 61220- 222) - p. City Manager- 9 279,356 286,615 92,000 378,615
Total 1,111,247 1,205,789 92,000 1,297,789
CITY ATTORNEY
Legal Services ( 61510) - p. City Attorney- 2 875,625 919,057 919,057
Total 875,625 919,057 919,057
CITY CLERK
Legisl. Svcs./ Records Mgmt. ( 61310) - p. City Clerk- 9 486,939 499,357 12,710 512,067
Elections ( 61320) - p. City Clerk- 10 98,620 52,900 52,900
Council Support ( 61330) - p. City Clerk- 11 7,985 8,185 17,000 25,185
Total 593,544 560,442 29,710 590,152
COMMUNITY DEVELOPMENT SERVICES
Administration ( 63010) - p. CDS- 12 212,108 219,927 50,000 269,927
Courthouse Square Mtc. ( 63410- 63411) - p. CDS- 13 291,792 176,844 136,453 313,297
Building Regulation ( 63110) - p. CDS- 16 1,633,526 1,631,847 61,251 1,693,098
Code Enforcement ( 63310) - p. CDS- 17 845,381 850,979 850,979
General Engineering ( 65121) - p. CDS- 20 952,773 957,802 957,802
Subdivision Engineering ( 65122) - p. CDS- 21 248,764 258,621 258,621
Planning ( 63210) - p. CDS- 25 966,196 987,128 134,999 1,122,127
Strategic Planning ( 63220) - p. CDS- 26 221,455 225,540 225,540
Redevelopment Agency - Housing Fund ( 66410) - p. CDS- 30 1,426,408 1,005,000 1,005,000
Redevelopment Agency - General Fund ( 66410) - p. CDS- 31 1,851,002 2,309,134 ( 41,887) 2,267,247
Total 8,649,405 8,622,822 340,816 8,963,638
FINANCE
Financial Services ( 61430) - p. Finance- 13 1,108,956 1,141,569 19,547 1,161,116
Admin. Supp. Svcs. ( 61710) - p. Finance- 14 2,821,720 1,375,843 87,697 1,463,540
Public Financing Authority Lease Payments ( 61710) - 2,322,000 2,322,000 2,322,000
p. Finance- 14
Total 6,252,676 4,839,412 107,244 4,946,656
FIRE
Administration ( 62210) - p. Fire- 11 1,157,042 1,182,184 22,000 1,204,184
Operations ( 62220) - p. Fire- 12 13,121,761 13,232,886 271,000 13,503,886
Prevention ( 62230) - p. Fire- 13 682,884 691,391 75,000 766,391
Training ( 62240) - p. Fire- 14 233,446 240,258 240,258
Emergency Medical Services ( 62245) - p. Fire- 15 83,120 85,199 85,199
Emergency Operations ( 62260) - p. Fire- 16 16,400 16,810 16,810
Total 15,294,653 15,448,728 368,000 15,816,728
HUMAN RESOURCES
Human Resources ( 61610) - p. Human Resources- 11 1,334,462 1,313,606 1,313,606
Total 1,334,462 1,313,606 1,313,606
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary CHANGES TO 2007/ 08 OPERATING BUDGET
Budget Summary - 2
Original Updated Programmatic Revised
07/ 08 Budget 07/ 08 Budget Changes 07/ 08 Budget
GENERAL FUNDS ( Cont'd)
Refer to 2006- 2008 Adopted Budget as noted
LIBRARY
Administrative Svcs. Unit ( 66251) - p. Library- 9 1,137,509 1,130,602 1,130,602
Resource Development Unit ( 66252) - p. Library- 10 246,455 240,126 240,126
Collection Development Unit ( 66261) - p. Library- 11 1,282,435 1,261,194 1,261,194
Collection Maintenance Unit ( 66262) - p. Library- 12 734,246 686,687 686,687
Electronic Resources Unit ( 66271) - p. Library- 13 433,688 425,289 19,000 444,289
Information Services Unit ( 66272) - p. Library- 14 520,997 495,658 495,658
Literacy Services Unit ( 66281) - p. Library- 15 692,264 686,423 686,423
Youth Services Unit ( 66282) - p. Library- 16 634,385 667,598 667,598
Community Libraries Unit ( 66290) - p. Library- 17 823,743 616,500 616,500
Total 6,505,722 6,210,077 19,000 6,229,077
PARKS, RECREATION AND COMMUNITY SERVICES
Human Services Programs ( 64211) - p. PRCS- 21 834,227 845,856 845,856
Information/ Referral ( 64212) - p. PRCS- 21 247,786 248,645 248,645
Human Svcs. Assistance ( 64213) - p. PRCS- 12 238,200 244,155 244,155
Administration ( 66110) - p. PRCS- 10 835,107 847,898 847,898
Civic Cultural Commission ( 66111) - p. PRCS- 11 64,455 66,066 66,066
Landscape Maintenance- City ( 66121) - p. PRCS- 15 2,549,114 2,614,915 52,321 2,667,236
Landscape Mtc.- Redwood Shores ( 66122) - p. PRCS- 15 1,344,752 1,372,380 1,372,380
Youth and Teen Services ( 66131) - p. PRCS- 22 328,926 338,517 24,880 363,397
Elementary Activities ( 66133) - p. PRCS- 22 323,023 327,361 327,361
Teen Activities ( 66135) - p. PRCS- 22 219,824 224,000 224,000
After School Program Grant ( 66137) - p. PRCS- 22 747,865 749,262 749,262
After School Program Grant- 21st Cent. ( 66138) - p. PRCS- 22 412,913 413,090 413,090
Red Morton Community Center ( 66142) - p. PRCS- 23 1,040,648 1,053,005 35,073 1,088,078
Aquatics Program ( 66145) - p. PRCS- 23 190,821 193,658 193,658
Adult Sports ( 66147) - p. PRCS- 23 119,200 120,694 120,694
Middle School Sports ( 66148) - p. PRCS- 23 135,913 137,509 137,509
Special Interest Classes ( 66161) - p. PRCS- 24 847,652 867,013 867,013
Sandpiper Community Center ( 66162) - p. PRCS- 24 354,664 360,602 360,602
Sandpiper Youth Club ( 66163) - p. PRCS- 24 68,279 68,443 68,443
Community Services ( 66172) p. PRCS- 25 1,049,436 1,070,361 1,070,361
Senior Nutrition ( 66173) - p. PRCS- 25 304,547 317,477 317,477
Total 12,257,352 12,480,907 112,274 12,593,181
POLICE
Administration ( 62111) - p. Police- 10 5,113,031 5,262,725 ( 288,000) 4,974,725
Records ( 62112) - p. Police- 11 1,053,672 1,069,513 90,000 1,159,513
Training ( 62113) - p. Police- 12 448,210 466,243 466,243
Property/ Evidence ( 62114) - p. Police- 13 264,490 271,274 271,274
Police Activities League ( 62115) - p. Police- 14 50,000 48,997 48,997
Patrol Services ( 62131) - p. Police- 15 15,540,505 16,503,791 16,503,791
Criminal Investigation ( 62134) - p. Police- 16 3,901,088 4,147,034 4,147,034
Total 26,370,996 27,769,577 ( 198,000) 27,571,577
PUBLIC WORKS SERVICES
Street System Maintenance ( 65132) - p. PWS- 14 192,194 199,138 15,000 214,138
Street Cleaning ( 65133) - p. PWS- 14 99,427 101,589 101,589
Sidewalk Maintenance/ Replacement ( 65134) - p. PWS- 15 13,432 13,737 13,737
Street Tree Maintenance ( 65135) - p. PWS- 16 773,760 785,623 785,623
Downtown/ Entry Feature Maintenance ( 65136) - p. PWS- 17 30,500 31,263 31,263
Storm Water Collection/ Disposal ( 65161) - p. PWS- 24 150,144 155,976 155,976
Total 1,259,457 1,287,326 15,000 1,302,326
TOTAL GENERAL FUNDS 80,781,156 80,959,546 886,044 81,845,590
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary CHANGES TO 2007/ 08 OPERATING BUDGET
Budget Summary - 3
Original Updated Programmatic Revised
07/ 08 Budget 07/ 08 Budget Changes 07/ 08 Budget
SPECIAL REVENUE FUNDS
Refer to 2006- 2008 Adopted Budget as noted
TRAFFIC SAFETY FUND
Public Works
Traffic Control Maint. ( 65131) - p. PWS- 13 1,038,234 1,050,460 1,050,460
Paint and Sign Maint. ( 65137) - p. PWS- 18 263,743 249,524 249,524
Fund Total 1,301,977 1,299,984 1,299,984
SPECIAL GAS TAX STREET IMPROVEMENT FUND
Public Works
Street System Maint. ( 65132) - p. PWS- 14 1,131,705 1,097,458 206,000 1,303,458
Street Cleaning ( 65133) - p. PWS- 21 155,031 154,466 154,466
Sidewalk Maint. & Replacement ( 65134) - p. PWS- 15 212,592 218,664 218,664
Storm Water Coll. & Disposal ( 65161) - p. PWS- 25 332,724 326,709 326,709
Fund Total 1,832,052 1,797,297 206,000 2,003,297
GID 1- 64 MAINTENANCE & OPERATION
Public Works
Storm Water Coll. & Disposal ( 65161) - p. PWS- 25 456,871 453,088 453,088
Fund Total 456,871 453,088 453,088
SEAPORT CENTRE MAINTENANCE DISTRICT
Community Development Services
General Engineering ( 65121) 3,392 3,341 3,341
Public Works
Water Supply & Distr. ( 65144) 6,729 6,729 6,729
Sewer System Maint. ( 65152) 27,437 27,207 27,207
Storm Water Coll. & Disposal ( 65161) 32,433 31,713 31,713
Fund Total 69,991 68,990 68,990
SEAPORT LANDSCAPING MAINTENANCE DISTRICT
Community Development Services
General Engineering ( 65121) 3,392 3,341 3,341
Parks/ Recreation
Seaport Blvd. Landscape Maint. ( 65184) 151,004 150,005 150,005
Public Works
Storm Water Collection and Disposal ( 65161) 15,955 15,753 15,753
Fund Total 170,351 169,099 169,099
REDWOOD SHORES LANDSCAPE MAINTENANCE DISTRICT
Parks/ Recreation
Lido Landscape Maint. ( 66123) 263,463 261,824 261,824
Fund Total 263,463 261,824 261,824
CATEGORICAL GRANTS FUND
Federal Grants Program
Community Development
Admin - Housing Employees ( 66310) 683,417 630,609 630,609
Housing Rehabilitation ( 66320) 72,437 113,642 113,642
HOME Administration ( 66354) 383,895 415,769 415,769
1,139,749 1,160,020 1,160,020
Rental Income Program
Rental Rehabilitation Administration ( 66380) 402,443 400,000 400,000
Categorical Grants Total 1,542,192 1,560,020 1,560,020
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary CHANGES TO 2007/ 08 OPERATING BUDGET
Budget Summary - 4
Original Updated Programmatic Revised
07/ 08 Budget 07/ 08 Budget Changes 07/ 08 Budget
SPECIAL REVENUE FUNDS ( Cont'd)
REDEVELOPMENT AGENCY
Housing Fund
Administration ( 66410) 1,426,408 1,005,000 1,005,000
Rehabilitation ( 66471) 300,000 300,000 300,000
1,726,408 1,305,000 1,305,000
General Fund
Administration ( 66410) 1,851,002 2,309,134 ( 41,887) 2,267,247
Tax Revenue Apportionment ( 66411) 1,106,000 1,106,000 1,106,000
RWC Sch. Dist. Prop. Exch. Loan ( 66418) 42,321 42,321 42,321
Economic Development Plan ( 66429) 326,240 326,672 326,672
Sequoia Station ( 66454) 300,000 300,000 300,000
Store Front Improvements ( 66464) 100,000 100,000 100,000
RDA Interest on City Loan 123,600 123,600 123,600
3,849,163 4,307,727 ( 41,887) 4,265,840
Redevelopment Agency Fund Total 5,575,571 5,612,727 ( 41,887) 5,570,840
TRANSPORTATION FUND
Finance
Admin. Supp. Svcs. ( 61710) 197,886 266,683 266,683
Engineering ( 65121) 133,853 132,176 132,176
Fund Total 331,739 398,859 398,859
LAW ENFORCEMENT GRANTS
Police
Citizens' Option for Public Safety ( COPS) ( 62131) 69,542 73,245 74,755 148,000
Fund Total 69,542 73,245 74,755 148,000
AB 1546 MOTOR VEHICLE LICENSE FEE TRAFF. CONGESTION & STORM WATER POLLUTION
Public Works
Street Cleaning ( 65133) - p. PWS- 21 39,350 39,350 39,350
Storm Water Coll. & Disposal ( 65161) - p. PWS- 25 21,396 21,396 21,396
Fund Total 60,746 60,746 60,746
TOTAL SPECIAL REVENUE FUNDS 11,674,495 11,755,879 238,868 11,994,747
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary CHANGES TO 2007/ 08 OPERATING BUDGET
Budget Summary - 5
Original Updated Programmatic Revised
07/ 08 Budget 07/ 08 Budget Changes 07/ 08 Budget
DEBT SERVICE FUNDS
GID 1- 64 RECLAMATION & FACILITIES BOND DEBT SERVICES FUND
Finance
Reclamation - Debt Service ( 61422- 423) 129,063 97,223 97,223
Facilities - Debt Service ( 61422- 423) 607,105 575,223 575,223
Fund Total 736,168 672,446 672,446
ASSESSMENT DISTRICTS
Finance
Seaport Consolidated Assessment District
Debt Service Fund ( 61423) 947,077 947,077 947,077
Redwood Shores Traffic Improvement District Bonds
Administrative Expense Fund ( 61421) 28,717 28,717 28,717
Redwood Shores Traffic Improvement District Bonds
Debt Service Fund ( 61423) 882,835 882,835 882,835
Pacific Shores Bonds Debt Service Fund ( 61423) 2,045,160 2,045,160 2,045,160
Pacific Shores Bonds Administrative Expense Fund ( 61421) 25,000 25,000 25,000
Fund Total 3,928,789 3,928,789 3,928,789
PUBLIC FINANCING AUTHORITY
Finance
1998 PFA Lease Revenue Bonds ( 61423) 1,213,047 1,213,047 1,213,047
2003 PFA Refunding Bonds ( 61423) 1,071,074 1,071,074 1,071,074
Fund Total 2,284,121 2,284,121 2,284,121
REDEVELOPMENT AGENCY
1997 RDA Tax Allocation Bonds ( 61423) 1,521,747 1,521,747 1,521,747
2003 RDA Tax Allocation Bonds ( 61423) 659,210 659,210 659,210
Fund Total 2,180,957 2,180,957 2,180,957
CITY HALL BONDS DEBT SERVICE FUND
Debt Service ( 61423) 878,726 878,726 878,726
Fund Total 878,726 878,726 878,726
TOTAL DEBT SERVICE FUNDS 10,008,761 9,945,039 9,945,039
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary CHANGES TO 2007/ 08 OPERATING BUDGET
Budget Summary - 6
Original Updated Programmatic Revised
07/ 08 Budget 07/ 08 Budget Changes 07/ 08 Budget
ENTERPRISE FUNDS
PARKING DISTRICT FUND
Community Development Services
Downtown Facilities Operations ( 65175) 1,216,425 1,230,501 1,230,501
Finance
Revenue Services ( 61410) 56,190 52,575 52,575
Debt Service ( 61423) 40,000 40,000 40,000
Admin. Support Svcs. ( 61710) 2,015 2,015 2,015
98,205 94,590 94,590
Police
Patrol Services ( 62131) 614,289 638,052 638,052
Public Works
Street System Maint. ( 65132) 381,881 369,312 369,312
Fund Total 2,310,800 2,332,455 2,332,455
WATER FUND
Finance
Revenue Services ( 61410) 1,403,622 1,458,368 10,000 1,468,368
Admin. Support Svcs. ( 61710) 178,381 19,381 19,381
1,582,003 1,477,749 10,000 1,487,749
Public Works
Water Customer Services ( 65142) 1,747,548 1,775,319 1,775,319
Water Supply & Distribution ( 65144) 5,522,562 5,980,600 15,000 5,995,600
SFWD Water Purchases ( 65145) 6,894,585 6,894,585 543,119 7,437,704
Water Resources Management ( 65146) 1,029,111 1,065,685 1,065,685
Recycled Water ( 65147) 4,052,942 4,058,874 834,313 4,893,187
19,246,748 19,775,063 1,392,432 21,167,495
Fund Total 20,828,751 21,252,812 1,402,432 22,655,244
SEWER FUND
Finance
Admin. Support Svcs. ( 61710) 75,661 12,661 12,661
Public Works
Sewer System Maint. ( 65152) 4,301,340 4,490,060 4,490,060
Waste Water Treat. & Disposal ( 65154) 8,296,049 8,296,049 8,296,049
Storm Water Coll. & Disposal ( 65161) 722,712 732,048 732,048
13,320,101 13,518,157 13,518,157
Fund Total 13,395,762 13,530,818 13,530,818
TOTAL ENTERPRISE FUNDS 36,535,313 37,116,085 1,402,432 38,518,517
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary CHANGES TO 2007/ 08 OPERATING BUDGET
Budget Summary - 7
Original Updated Programmatic Revised
INTERNAL SERVICE FUNDS 07/ 08 Budget 07/ 08 Budget Changes 07/ 08 Budget
EQUIPMENT SERVICES FUND
Public Works
Equipment Services ( 67230) 3,647,280 3,676,792 3,676,792
Fund Total 3,647,280 3,676,792 3,676,792
INTERNAL SERVICES FUND
City Clerk
Warehouse Services ( 67222) 187,427 191,914 191,914
Finance
Information Technology ( 67110) 2,307,093 2,282,757 2,282,757
Telephone Services ( 67211) 407,742 408,667 408,667
Total 2,714,835 2,691,424 2,691,424
Fire
Fire Operations ( 62220) 88,771 88,771 88,771
Police
Central Dispatching Svcs. ( 67310) 2,301,978 2,303,873 2,303,873
Parks/ Recreation
Custodial Services ( 67241) 1,508,282 1,375,807 31,032 1,406,839
Bldg. Maint. & Repair Svcs. ( 67242) 1,323,342 1,319,689 105,421 1,425,110
Total 2,831,624 2,695,496 136,453 2,831,949
Fund Total 8,124,635 7,971,478 136,453 8,107,931
EMPLOYEE BENEFITS FUND
Finance
Administrative Support ( 61710) 1,597,000 1,597,000 1,597,000
Fund Total 1,597,000 1,597,000 1,597,000
WORKERS' COMPENSATION FUND
Human Resources
Risk Mgmt. - Workers' Comp ( 67713) 2,384,677 2,392,191 2,392,191
Fund Total 2,384,677 2,392,191 2,392,191
GENERAL LIABILITY INSURANCE FUND
Finance
Risk Management ( 67711- 715) 1,375,448 1,378,188 1,378,188
Fund Total 1,375,448 1,378,188 1,378,188
TOTAL INTERNAL SERVICE FUNDS 15,532,040 17,015,649 136,453 17,152,102
TOTAL ALL FUNDS 154,531,765 156,792,198 2,663,797 159,455,995
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary ANALYSIS of BUDGET BY FUND – 2007/ 08
Budget Summary - 8
BEGINNING ESTIMATED TRANSFER TOTAL
BALANCE REVENUES IN/( OUT) AVAILABLE
GENERAL OPERATING FUNDS
General Fund 20,643,973 74,777,319 ( 7,806,484) 87,614,808
Library Fund 666,945 5,562,132 6,229,077
Recreation Program Fund 1,519,440 ( 89,672) 1,429,768
Sandpiper Park/ Shores Child Care Reserves
Subtotal 20,643,973 76,963,704 ( 2,334,024) 95,273,653
SPECIAL REVENUE FUNDS
Traffic Safety Fund 358,900 941,084 1,299,984
Special Gas Tax Fund 1,455,120 548,177 2,003,297
GID 1- 64 Maintenance District 589,161 623,175 ( 250,000) 962,336
Seaport Centre Maintenance 784,317 187,000 971,317
Seaport Blvd. Landscape Maintenance 190,412 221,466 411,878
Lido Maintenance District 157,289 177,095 334,384
Grants 1,681,512 1,681,512
Redevelopment Agency ( 663,203) 10,435,235 ( 2,085,957) 7,686,075
S. L. E. S. F. Grant 443 148,000 148,443
Subtotal 1,058,419 15,287,503 ( 846,696) 15,499,226
CAPITAL IMPROVEMENT FUNDS
Utility Users' Tax 9,108,000 ( 6,786,000) 2,322,000
Gas Tax Construction 1,127,500 1,127,500
Transportation Fund 396,149 1,375,787 1,771,936
Capital Projects Fund 2,093,834 1,249,068 5,450,900 8,793,802
GID Facilities Fees Fund 425,203 175,000 600,203
Water Capital Projects Fund 1,299,283 2,250,000 3,549,283
Sewer Capital Projects Fund 444,302 1,200,000 1,644,302
Grants and Bond Proceeds 102,000 1,208,687 1,310,687
Traffic Impact Fees 1,386,231 567,000 1,953,231
Traffic Mitigation Funds 2,754,433 197,000 2,951,433
Subtotal 8,901,435 13,880,542 3,242,400 26,024,377
DEBT SERVICE FUNDS
General Improvement District 1- 64 1,125,155 5,000 1,130,155
Assessment Districts 7,566,048 4,083,671 11,649,719
City Hall Certificates of Participation 9,973,805 398,726 10,372,531
Public Financing Authority 4,187,069 2,502,551 2,085,957 8,775,577
Subtotal 22,852,077 6,989,948 2,085,957 31,927,982
ENTERPRISE FUNDS
Parking Fund 1,140,000 1,200,000 2,340,000
Water Fund 11,238,535 23,992,120 ( 1,650,287) 33,580,368
Sewer Fund 748,925 15,671,149 ( 1,649,350) 14,770,725
Subtotal 11,987,460 40,803,269 ( 2,099,637) 50,691,092
TOTAL ALL FUNDS 65,443,364 153,924,966 48,000 219,416,330
( excluding Internal Service)
INTERNAL SERVICE FUNDS
Equipment Services Fund 4,137,010 3,557,563 7,694,573
Internal Services Fund 140,591 8,141,270 ( 48,000) 8,233,861
Workers' Compensation Insurance Fund ( 537,228) 2,430,000 1,892,772
General Liability Insurance Fund 872,740 1,537,799 2,410,539
Employee Benefits Fund 2,160,892 2,160,892
Subtotal 4,613,113 17,827,524 ( 48,000) 22,392,637
TOTAL ALL FUNDS 70,056,476 171,752,491 0 241,808,967
( 1) General expenditures are shown net of expenditures that are reimbursed by the Redevelopment Agency
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary ANALYSIS of BUDGET BY FUND – 2007/ 08
Budget Summary - 9
OPERATIONS CAPITAL TOTAL ENDING
DEBT SERVICE IMPROVEMENTS EXPENDITURE BALANCE
68,592,498 ( 1) 68,592,497 19,022,311
6,229,077 6,229,077
1,429,768 1,429,768
345,358
76,251,343 76,251,343 19,367,669
1,299,984 1,299,984
2,003,297 2,003,297
453,088 453,088 509,248
68,990 128,000 196,990 774,327
169,099 33,900 202,999 208,879
261,824 261,824 72,560
1,620,766 60,746 1,681,512
5,570,840 2,250,000 7,820,840 ( 134,765)
148,000 148,000 443
11,595,888 2,472,646 14,068,534 1,430,692
2,322,000 2,322,000
1,127,500 1,127,500
398,859 1,000,000 1,398,859 373,077
6,557,520 6,557,520 2,236,282
495,978 495,978 104,225
2,250,000 2,250,000 1,299,283
1,200,000 1,200,000 444,302
1,208,687 1,208,687 102,000
350,000 350,000 1,603,231
2,951,433
2,720,859 14,189,685 16,910,544 9,113,833
672,446 672,446 457,709
3,928,789 3,928,789 7,720,930
878,726 878,726 9,493,805
4,465,078 4,465,078 4,310,499
9,945,039 9,945,039 21,982,943
2,332,455 2,332,455 7,545
22,655,244 22,655,244 10,925,124
13,530,818 13,530,818 1,239,907
38,518,517 38,518,517 12,172,575
139,031,646 16,662,331 155,693,977 64,067,712
3,676,792 3,676,792 4,017,781
8,107,931 8,107,931 125,930
2,392,191 2,392,191 ( 499,419)
1,378,188 1,378,188 1,032,351
1,597,000 1,597,000 563,892
17,152,102 17,152,102 5,240,535
156,183,748 16,662,331 172,846,079 69,308,247
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary REVENUE ESTIMATES
Budget Summary - 10
2003- 04 2004- 05 2005- 06 2006- 07 2006- 07 2007- 08
ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET
GENERAL FUND
A PROPERTY TAXES
1 Current Year Secured Taxes 17,612,648 19,107,837 19,795,113 21,222,901 21,760,752 23,139,436
2 Current Year Unsecured Taxes 1,642,891 1,350,789 1,237,116 1,227,668 1,026,346 1,154,618
3 Prior Year Taxes 13,434 28,354 40,759 5,000 5,000 5,000
4 Teeter Plan/ ERAF Return from County 1,167,205 2,534,917 3,437,022 1,700,000 2,613,447 1,700,000
5 Property Tax In- Lieu of Vehicle License Fee 4,823,530 4,888,775 4,917,828 5,265,723
6 State Take- Aways ( 1,451,374) ( 1,451,374)
Total Property Taxes 20,436,178 21,570,523 27,882,166 29,044,344 30,323,373 31,264,777
B OTHER TAXES & FEES
1 Sales and Use Taxes 15,745,034 16,476,894 17,902,816 17,484,285 19,291,136 19,206,307
2 Franchise Fees 1,200,381 1,237,870 1,327,402 1,349,360 1,405,452 1,455,656
3 Transient Occupancy Taxes 1,838,796 2,227,632 2,649,605 2,760,035 2,943,248 3,119,843
4 Property Transfer Taxes 662,961 829,061 1,034,745 800,000 700,000 800,000
5 Business License Taxes 1,221,568 1,483,598 1,355,933 1,232,000 1,340,000 1,397,372
Total Other Taxes 20,668,740 22,255,055 24,270,501 23,625,680 25,679,836 25,979,178
C LICENSES AND PERMITS
1 Building Permits 824,865 970,661 1,053,978 810,000 1,100,000 950,000
2 Other Licenses and Permits 18,400 14,644 18,021 12,010 14,730 12,040
3 Parking Permits 21,150 40,370
4 Fire Permits 95,157 101,179 95,782 100,000 100,000 105,000
Total Licenses and Permits 959,572 1,126,854 1,167,781 922,010 1,214,730 1,067,040
D FINES AND FORFEITURES
1 Parking Fines 550,054 670,968 605,746 650,000 650,000 650,000
2 Administrative Citation Fines 31,903 ( 11,269) 3,825 3,000 23,000 3,000
Total Fines and Forfeitures 581,957 659,699 609,571 653,000 673,000 653,000
E USE OF MONEY AND PROPERTY
1 Interest Income 1,085,701 663,000 1,382,027 797,500 1,047,500 1,197,500
2 Rents and Concessions 380,004 432,724 440,818 412,000 236,584 236,584
Total Uses of Money and Property 1,465,705 1,095,724 1,822,845 1,209,500 1,284,084 1,434,084
F REVENUE FROM OTHER AGENCIES
1.1 Motor Vehicle In- Lieu Fee 3,435,771 4,591,959 468,955 536,000 536,000 557,960
1.2 Motor Vehicle In- Lieu Loan Repayment 1,300,641
1.3 Enhanced Motor Vehicle Collections 68,350
2 Proposition 172 Sales Tax 585,168 597,648 607,278 658,906 610,000 628,300
3 Police Officer Training Reimbursement 9,546 24,731 26,922 20,000 12,000 25,000
4 Police Athletic League 72,103 80,026 69,558 50,000 123,000 107,500
5 Homeowner Property Tax Relief 203,804 193,062 192,799 195,000 195,000 195,000
6 Off Highway License Fee 2,230 2,637 2,884 2,600 2,800 2,600
7 State- Mandated Prog. Reimbursement 42 88,451 160,859 88,000 390,780 90,000
8 Recreation Program Grants 783,571 641,470 928,414 546,864 655,233 547,000
9 State Booking Fee Reimbursements 284,417 284,417 106,912
10 State Contribution for Streets 27,831 34,615 36,300 29,830 36,300 37,500
11 County Contr. to Fair Oaks Info/ Referral 73,408 44,632 67,865 58,726 58,726 58,726
12 Fair Oaks Center Contribution/ Grants 302,847 324,929 257,791 278,999 270,881 270,881
13 Paramedic Program Contribution 202,185 221,661 242,388 243,830 114,180 112,000
14 Contribution from Port of Redwood City 354,732 590,557 610,152 380,000 332,000 315,000
Total Revenue from Other Agencies 6,406,005 7,720,795 4,972,806 3,088,755 3,443,812 2,947,467
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary REVENUE ESTIMATES
Budget Summary - 11
2003- 04 2004- 05 2005- 06 2006- 07 2006- 07 2007- 08
ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET
G CHARGES FOR CURRENT SERVICES
1 Planning Fees 76,395 60,500 24,477 192,000 158,000 145,000
2 Sale of Maps and Publications 5,423 12,361 7,382 1,000 4,000 4,000
3 Fire Services 274,335 394,567 272,197 284,000 314,889 266,900
4 Fire Inspection Fees 2,164 3,538 4,638 4,000 7,000 8,000
5 Police Services 270,297 299,794 335,041 240,000 202,000 201,000
6 Plan Checking Fees 334,048 382,091 444,442 409,300 679,000 424,000
7 Garbage Collection Franchise Fees 1,531,001 1,507,069 1,545,802 1,605,150 1,698,732 1,937,483
8 Engineering Services 319,739 369,391 211,249 512,000 180,000 240,000
9 Accounting Services 82,475 83,205 84,845 75,486 75,486 65,505
10 Miscellaneous Fees and Charges 35,988 42,712 23,250 10,200 10,200 10,200
11 Sr. Advisory Council Reimbursement 224,879 202,300 212,020 268,135 268,135 286,591
12 Reimbursable Planning Contracts 447,066 180,294 304,525 300,000 500,000 350,000
13 SBSA Landscape Maintenance Svcs. 71,880 87,886 83,178 97,138 97,138 102,006
14 Shopping Cart Collection Fees 79,084 81,955 66,294 85,000 65,000 65,000
15 Planning Cost Recovery 175,483 126,759 171,464 174,000 225,000 175,000
16 Courthouse Square Rental Income 18,728 18,728 24,970
17 After School Program Fees 110,000 110,000 130,000
Total Charges for Current Services 3,930,257 3,834,422 3,790,804 4,386,137 4,613,308 4,435,655
H OTHER REVENUE
1 Sale of Property 4,700 25,387 5,100
2 Water Fund Right- of- Way Comp. 1,264,292 1,570,950 1,739,160 1,925,550 1,925,550 2,118,105
3 Sewer Fund Right- of- Way Comp. 920,833 1,054,457 1,122,008 1,178,334 1,178,334 1,236,900
4 Parking Fund Right- of- Way Comp. 42,703 36,527 40,732 40,732 40,732 42,000
5 Interdepartmental Operating Transfers 1,860,019 2,198,520 2,288,117 2,124,920 2,124,920 2,206,311
6 Other Revenues 1,495,135 1,561,605 1,496,350 1,395,496 1,396,440 1,392,802
Total Other Revenue 5,587,682 6,447,446 6,691,467 6,665,032 6,665,976 6,996,118
I LIBRARY REVENUE
1 Library Grants 444,701 357,541 542,531 200,000 447,000 200,000
2 County Contr. to Fair Oaks Library 165,446 186,214 205,572 201,000 201,000 220,000
3 Library Services 198,712 147,561 105,042 206,000 243,227 246,945
Total Library Revenue 808,859 691,316 853,145 607,000 891,227 666,945
J RECREATION REVENUES
1 Recreation Program Fees 1,582,784 1,564,895 1,686,046 1,439,056 1,519,740 1,519,440
Total General Fund Revenues 62,427,739 66,966,729 73,747,132 71,640,514 76,309,086 76,963,704
SPECIAL REVENUE FUNDS
A TRAFFIC SAFETY FUND
1 Total Traffic Fines 282,481 365,976 348,069 321,700 357,411 358,900
B GAS TAX OPERATING FUNDS
1 Gas Tax Section 2107 and 2017.5 641,482 641,283 631,531 631,310 624,814 631,060
2 Gas Tax Section 2105 475,617 477,040 467,895 475,140 468,743 473,430
3 Gas Tax Section 2106 357,474 356,421 347,692 353,090 347,161 350,630
4 Gas Tax Interest Income ( 4,774) 3,459 ( 5,355)
5 Hauling Fees and Miscellaneous 123,607 23,484 713
Total Gas Tax Funds 1,593,406 1,501,687 1,442,476 1,459,540 1,440,718 1,455,120
C MAINTENANCE DISTRICTS
1 GID 1- 64 563,621 600,289 619,955 592,484 605,948 623,175
2 Seaport Centre 290,702 303,533 210,218 187,000 187,000 187,000
3 Seaport Boulevard 159,788 167,084 217,029 216,314 221,384 221,466
4 Lido Area 172,734 173,762 178,767 179,013 175,624 177,095
Total Maint. District Funds 1,186,845 1,244,668 1,225,969 1,174,811 1,189,956 1,208,736
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary REVENUE ESTIMATES
Budget Summary - 12
2003- 04 2004- 05 2005- 06 2006- 07 2006- 07 2007- 08
ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET
D GRANTS
1 Federal Law Enforcement Grants 44,937 19,528 445
2 Interest Income 2,142 1,322 303
3 Community Development Block Grant 1,130,783 1,130,783 1,160,020
4 Program Income 400,000 400,000 400,000
5 Other Grants 3,755
6 Vehicle License Fee Surcharge 60,297 121,492 121,492 121,492
Total Grants 50,834 20,850 61,045 1,652,275 1,652,275 1,681,512
E REDEVELOPMENT HOUSING FUND
1 Property Tax Increment 1,808,380 1,856,496 1,864,096 2,018,824 2,000,882 2,252,387
2 Interest Income 137,270 145,359 110,980 98,886 157,107 146,624
3 Miscellaneous Revenue 124,632 375,812 164,489
Total Redevelopment Housing Fund 2,070,282 2,377,667 2,139,565 2,117,710 2,157,989 2,399,011
F REDEVELOPMENT GENERAL FUND
1 Property Tax Increment 6,195,168 6,404,455 6,510,190 6,997,486 7,119,756 7,950,699
2 Interest Income 615,873 435,571 278,938 178,733 325,474 85,525
3 Other Revenues 34,973,967 6,038,043 205,867 551,490 781,490
Total Redevelopment General Fund 41,785,008 12,878,069 6,994,995 7,727,709 8,226,720 8,036,224
Subtotal Redevelopment Agency Fund 43,855,290 15,255,736 9,134,560 9,845,419 10,384,709 10,435,235
G SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND GRANT
1 S. L. E. S. F. Grant 113,212 110,267 109,639 85,000 148,000 148,000
2 Interest Income 745 898 2,292
Total S. L. E. S. F Grant 113,957 111,165 111,931 85,000 148,000 148,000
Total Special Revenue Funds 47,082,813 18,500,082 12,324,050 14,538,745 15,173,069 15,287,503
CAPITAL PROJECT FUNDS
A CAPITAL PROJECTS FUND
1 Utility Users Taxes 7,497,057 7,665,519 8,684,378 7,975,206 8,800,000 9,108,000
2 Other Revenues 14,166,076 3,283,142 416,771 555,610 575,468
3 Interest Income 429,094 441,431 837,458 528,000 1,163,966 673,600
Total Capital Projects Fund 22,092,227 11,390,092 9,938,607 8,503,206 10,519,576 10,357,068
B TRANSPORTATION FUND
1 Measure ' A' Funds 1,051,894 1,121,857 1,278,604 1,352,898 1,307,243 1,359,533
2 C/ CAG Reimbursement 223,700
3 Interest Income 48,840 24,603 28,517 21,000 23,622 16,254
Total Measure ' A' Funds 1,100,734 1,370,160 1,307,121 1,373,898 1,330,865 1,375,787
C PUBLIC FINANCING AUTHORITY CONSTRUCTION FUND
1 Series - B- Interest Income 1,394 3,092 6,477
D GID 1- 64 FACILITIES FEES FUND
1 Interest Income 316,742 280,352 307,823 259,000 287,900 175,000
E CONSTRUCTION GRANTS FUND
1 Transportation Grants 1,955,329 3,808,289 2,666,583 900,000 900,000 1,208,687
2 Other Grants 1,045,459 53,090
3 Interest Income 3,467 4,848
Total Construction Grants Fund 3,000,788 3,864,846 2,671,431 900,000 900,000 1,208,687
F TRAFFIC MITIGATION FEES FUND
1 Interest Income 128,390 117,185 137,870 152,000 172,000 197,000
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary REVENUE ESTIMATES
Budget Summary - 13
2003- 04 2004- 05 2005- 06 2006- 07 2006- 07 2007- 08
ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET
G TRAFFIC IMPACT FEES FUND
1 Traffic Impact Fees 188,126 97,454 149,513 900,000 50,000 330,000
2 Interest Income 102,157 118,800 252,863 200,000 288,000 237,000
Total Traffic Impact Fees Fund 290,283 216,254 402,376 1,100,000 338,000 567,000
H ASSESSMENT DISTRICT BOND PROCEEDS AND INTEREST INCOME
1 Redwood Shores Traffic Improvement 433,662 246,683 298,427 45,000
2 Pacific Shores Traffic Improvement 6,695 20,571 47,315 57,000
Total Assessment District Fund 440,357 267,254 345,742 102,000
I TAX ALLOCATION BONDS FUND
1 RDA Tax Allocation Issuance 46
Total Capital Project Funds 27,370,961 17,509,235 15,117,447 12,288,104 13,650,341 13,880,542
DEBT SERVICE FUNDS
A GID 1- 64 FACILITIES BONDS
1 Assessments 1,348,692 1,349,508 1,339,444 1,406,292 1,406,292
2 Interest Income 6466 5,563 6,246
Total GID 1- 64 Facilities Fund 1,355,158 1,355,071 1,345,690 1,406,292 1,406,292
B GID 1- 64 RECLAMATION BONDS
1 Assessments 647,379 639,540 636,038
2 Interest Income 10,407 9,271 10,669 5,000 5,000 5,000
Total GID 1- 64 Reclamation Fund 657,786 648,811 646,707 5,000 5,000 5,000
F PUBLIC FINANCING AUTHORITY
1 Rental Income 1,947,203 2,215,381 2,224,641 2,293,479 2,293,479 2,284,121
2 Interest Income 146,351 73,388 69,776 85,000 85,000 93,200
Total Public Financing Authority 2,093,554 2,288,769 2,294,417 2,378,479 2,378,479 2,377,321
G 1997 TAX ALLOCATION BONDS
1 Interest Income 95,525 114,814 126,608 95,230 125,230 125,230
H CITY HALL FINANCING
1 Interest Income 215,050 287,267 387,936 368,467 368,467 398,726
I SEAPORT CONSOLIDATED ASSESSMENT DISTRICT
1 Assessments 1,307,481 1,297,924 973,049 967,320 970,937 831,302
2 Interest Income 22,214 34,988 45,760 44,100 67,000 67,000
Total Sprt. Cons. Assess. Dist. Fund 1,329,695 1,332,912 1,018,809 1,011,420 1,037,937 898,302
J PACIFIC SHORES ASSESSMENT DISTRICT
1 Assessments 2,083,383 2,059,263 2,058,460 2,098,360 2,009,460 2,219,675
2 Interest Income 35,414 57,698 80,448 76,000 76,000 76,000
Total Pac. Shores Assess. Distr. Fund 2,118,797 2,116,961 2,138,908 2,174,360 2,085,460 2,295,675
K REDWOOD SHORES TRANSPORTATION ASSESSMENT DISTRICT
1 Assessments 1,006,169 1,005,824 912,733 915,408 915,408 845,694
2 Interest Income 16,962 28,657 43,425 44,000 44,000 44,000
Total RW Shores Assess. Distr. Fund 1,023,131 1,034,481 956,158 959,408 959,408 889,694
Total Debt Service Funds 8,888,696 9,179,086 8,915,233 8,398,656 8,366,273 6,989,948
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary REVENUE ESTIMATES
Budget Summary - 14
2003- 04 2004- 05 2005- 06 2006- 07 2006- 07 2007- 08
ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET
ENTERPRISE FUNDS
A PARKING
1 Property Taxes 26,095 34,081 50,584 25,500 60,000 25,000
2 Parking Fees 412,520 445,722 438,284 2,426,189 769,090 1,115,000
3 Interest Income 23,714 25,278 34,391 40,026 22,000
Total Parking Fund 462,329 505,081 523,259 2,491,715 851,090 1,140,000
B WATER UTILITY
1 Interest Income 385,887 679,091 1,713,772 398,076 583,600 647,120
2 Facility Fees 345,894 298,679 237,054 250,000 250,000 250,000
3 Connection Fees 124,497 89,485 112,330 120,000 120,000 120,000
4 Basic Service Charges 5,249,445 5,463,518 5,688,687 6,703,930 6,703,930 7,391,000
5 Water Sales 10,509,202 10,379,822 12,576,993 14,623,674 14,280,000 15,539,000
6 Miscellaneous Revenues 123,837 79,861 89,402 45,000 45,000 45,000
Total Water Utility Fund 16,738,762 16,990,456 20,418,238 22,140,680 21,982,530 23,992,120
C SEWER UTILITY
1 Interest Income 111,292 70,033 33,622 167,765 65,466 110,784
2 Facility Fees 38,594 134,642 218,075 52,000 160,000 52,000
3 Sewer Connection Fees 14,550 20,350 45,378 35,000 35,000 48,000
4 Sewer Service Charges 8,305,910 9,067,370 9,896,592 12,659,200 12,659,200 13,350,000
5 Fair Oaks District 1,721,261 1,396,566 1,819,827 1,696,760 1,718,918 1,730,000
6 Emerald Lakes Area 348,290 570,267 430,088 232,000 395,000 238,000
7 Oak Knoll Area 47,611 76,775 27,040 36,000 46,865 48,650
8 Woodside Sewer Service 20,224 25,621 26,167 28,500 33,236 35,715
9 Miscellaneous Revenues 71,771 63,582 70,512 40,000 64,000 58,000
Total Sewer Utility Fund 10,679,503 11,425,206 12,567,301 14,947,225 15,177,685 15,671,149
Total Enterprise Funds 27,880,594 28,920,743 33,508,798 39,579,620 38,011,305 40,803,269
INTERNAL SERVICE FUNDS
A EQUIPMENT SEVICES FUND
1 Internal Service Charges 2,491,414 2,480,518 2,465,099 2,994,724 2,994,724 3,210,494
2 Interest Income 181,712 171,205 186,436 197,079 192,153 191,869
3 Miscellaneous 106,622 173,744 210,584 100,740 100,740 155,200
Total Equipment Services Fund 2,779,748 2,825,467 2,862,119 3,292,543 3,287,617 3,557,563
B INTERNAL SERVICES FUND
1 Facility Maintenance Services 1,400,266 1,219,528 1,213,655 1,233,384 1,233,384 1,427,091
2 Facility Custodial Services 1,161,064 1,143,968 1,321,342 1,369,597 1,378,597 1,412,084
3 Central Services 179,984 120,483 126,504 137,593 137,593 192,798
4 Information Technology ( IT) Services 1,088,271 1,089,020 1,192,675 1,604,629 1,604,629 1,612,389
5 IT Services - Other Agencies 527,529 536,323 624,790 603,817 608,386 653,926
6 Telephone Services 396,775 369,761 372,730 380,277 380,277 408,487
7 Communication Services 1,858,593 2,032,084 2,119,066 2,218,004 2,218,004 2,297,724
8 Fire Equipment Replacement 88,771 179,784 88,771 88,771 88,771 88,771
9 Miscellaneous ( 29,883) 47,501 9,235
10 Interest Income 59,626 25,134 32,515 38,000 38,000 48,000
Total Internal Services Fund 6,730,996 6,763,586 7,101,283 7,674,072 7,687,641 8,141,270
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary REVENUE ESTIMATES
Budget Summary - 15
2003- 04 2004- 05 2005- 06 2006- 07 2006- 07 2007- 08
ACTUAL ACTUAL ACTUAL BUDGET ESTIMATE BUDGET
C WORKERS' COMPENSATION INSURANCE FUND
1 Workers' Comp. Insurance Charges 1,021,995 2,216,991 2,401,672 2,250,124 2,250,124 2,149,263
2 Charges to Port 18,401 34,845 37,628 53,826 53,826 38,221
3 Interest Income 125,045 131,850 167,167 176,553 176,553 242,516
Total Workers' Comp. Ins. Fund 1,165,441 2,383,686 2,606,467 2,480,503 2,480,503 2,430,000
D GENERAL LIABILITY INSURANCE FUND
1 General Liability Insurance Charges 915,296 1,260,020 1,274,507 1,278,661 1,278,661 1,378,083
2 Insurance Pool Dividends 5,310 170,171 2,643
3 Interest Income 55,506 54,411 67,875 137,216 137,216 159,716
Total General Liability Insurance Fund 976,112 1,484,602 1,345,025 1,415,877 1,415,877 1,537,799
E EMPLOYEE BENEFITS FUND
1 Charges and Interest 2,160,892
Total Internal Services Funds 11,652,297 13,457,341 13,914,894 14,862,995 14,871,638 17,827,524
TOTAL REVENUES ALL FUNDS 185,303,100 154,533,216 157,527,554 161,308,634 166,381,712 171,752,490
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT1
Budget Summary - 16
Monthly Adopted Adopted
Department/ Title Salary Ranges ($) 2006/ 07 2007/ 08
City Council
Mayor 750 - 750 1.00 1.00
Vice Mayor 750 - 750 1.00 1.00
City Council Member 750 - 750 5.00 5.00
Total 7.00 7.00
City Manager
Administrative Clerk III 3,659 - 4,447 1.00 1.00
Assistant City Manager 7,799 - 9,359 0.25 0.25
Asst. To City Manager 7,438 - 10,638 1.00 0.00
City Manager 18,020 - 18,020 0.80 0.80
Community Communications Specialist 6,406 - 7,688 0.85 0.85
Deputy City Manager 12,665 - 14,059 0.00 1.00
Executive Assistant 5,053 - 6,066 0.75 0.75
Office Clerical 1,170 3,467 0.00 0.69
Total 4.65 5.34
City Attorney
Administrative Assistant 4,813 - 5,779 1.00 1.00
Administrative Clerk III 3,659 - 4,447 1.00 1.00
Assistant City Attorney 9,845 - 12,029 0.75 0.75
City Attorney 14,832 - 14,832 0.80 0.80
Managerial / Professional Level I 3,467 - 6,065 0.63 0.63
Total 4.18 4.18
City Clerk
Administrative Clerk III 3,659 - 4,447 0.50 0.50
City Clerk 9,734 - 9,734 1.00 1.00
Del Driver Stock Clk 3,496 - 4,249 1.00 1.00
Deputy City Clerk 4,813 - 5,779 1.00 1.00
Secretary 4,042 - 4,914 1.00 1.00
Total 4.50 4.50
Community Development Services
Accounting Technician II 4,177 - 5,077 0.10 0.10
Administrative Clerk III 3,659 - 4,447 1.00 1.00
Administrative Secty 4,601 - 5,521 0.30 0.30
Assistant City Attorney 9,845 - 12,029 0.25 0.25
Assistant Engineer II 5,869 - 7,134 8.00 6.00
Assistant Plan Checker 5,426 - 6,597 1.00 0.00
Associate Engineer 6,458 - 7,850 3.00 3.00
Associate Planner 5,802 - 7,053 3.00 3.00
Bldg Maint Worker 4,391 - 5,340 0.00 0.22
Building Inspector 5,427 - 6,597 5.80 5.80
City Attorney 14,832 - 14,832 0.20 0.20
City Manager 18,020 - 18,020 0.20 0.20
Comm. Dev. Services Manager 8,574 - 11,914 4.00 4.00
Comm. Dev. Services Director 11,890 - 14,480 1.00 1.00
Comm. Dev. Services Supervisor 7,463 - 8,956 4.00 4.00
Community Service Officer 4,104 - 4,991 2.00 3.00
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT1
Budget Summary - 17
Monthly Adopted Adopted
Department/ Title Salary Ranges ($) 2006/ 07 2007/ 08
Community Development Services ( Continued)
Contract Fire Plan Checker 5,547 - 5,547 0.00 0.60
Engineering Tech II 4,356 - 5,297 1.00 0.00
Executive Assistant 5,053 - 6,066 0.15 0.15
Finance Director 11,064 - 14,700 0.15 0.15
Financial Services Manager 8,181 - 10,156 0.05 0.05
Housing & Econ. Develop. Spec. II 5,427 - 6,597 2.00 2.00
Landscape Gardener 3,996 - 4,854 1.00 1.00
Management Analyst II 6,356 - 7,625 2.00 2.00
Paraprofessional 2,600 - 5,200 1.00 1.00
Permits Technician 4,519 - 5,493 3.00 3.00
Plan Check Engineer 7,463 - 8,956 1.00 1.00
Plan Checker 5,971 - 7,259 0.00 1.00
Public Works Services Director 12,137 - 14,915 0.30 0.30
Public Works Supv 6,465 - 7,757 0.80 0.80
Redevelopment Project Manager 6,528 - 7,833 2.00 2.00
Secretary 4,042 - 4,914 4.00 4.00
Senior Accountant 6,339 - 7,604 1.05 1.05
Senior Building Coordinator 5,971 - 7,259 1.00 1.00
Senior Building Inspector 6,352 - 7,723 2.60 2.46
Senior Civil Engineer 7,909 - 9,491 5.00 6.00
Senior Engineering Technician 5,427 - 6,597 3.00 4.00
Senior Planner 6,785 - 8,141 2.00 2.00
Skilled Craft 3,467 - 6,067 0.35 0.00
Supv Civil Engineer 8,306 - 9,965 2.00 2.00
Technical Level I 3,467 - 6,065 2.00 2.00
Total 71.30 71.63
Finance
Account Clerk II 3,634 - 4,417 7.77 7.77
Accounting Technician II 4,177 - 5,077 2.35 2.60
Administrative Assistant 4,813 - 5,779 1.00 1.00
Administrative Clerk II 3,329 - 4,044 0.15 0.00
Administrative Clerk III 3,659 - 4,447 1.00 1.15
Executive Assistant 5,053 - 6,066 0.10 0.10
Finance Director 11,064 - 14,700 0.85 0.85
Financial Services Manager 8,181 - 10,156 0.95 0.95
Funded Executive Director C/ cag 12,281 - 12,281 1.00 1.00
Information Tech Analyst I 5,594 - 6,714 1.00 2.00
Information Tech Analyst II 6,156 - 7,387 3.00 1.00
Information Technology Manager 9,488 - 11,387 1.00 1.00
Managerial / Professional Level I 3,467 - 6,065 1.00 1.00
Parking Meter Collector 3,141 - 3,818 0.90 0.90
Senior Accountant 6,339 - 7,604 2.95 2.95
Senior Information Technology Analyst 6,770 - 8,124 6.00 7.00
Supervising Information Tech Analyst 7,906 - 9,488 2.00 2.00
Webmaster 6,770 - 8,124 1.00 1.00
Total 34.02 34.27
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT1
Budget Summary - 18
Monthly Adopted Adopted
Department/ Title Salary Ranges ($) 2006/ 07 2007/ 08
Fire
Admin Chief / Fire Marshall 8,840 - 10,746 1.00 1.00
Administrative Assistant 4,813 - 5,779 1.00 1.00
Administrative Clerk II 3,329 - 4,044 1.00 1.00
Administrative Secty 4,601 - 5,521 1.00 1.00
Battalion Chief 8,840 - 10,746 4.00 4.00
Fire Captain 7,189 - 8,736 18.00 18.00
Fire Chief 12,451 - 14,259 1.00 1.00
Fire Fighter/ engineer 5,629 - 7,185 39.00 39.42
Fire Prev Officer 6,125 - 7,448 3.00 3.00
Secretary 4,042 - 4,914 1.00 1.00
Total 70.00 70.42
Human Resources
Administrative Clerk II 3,329 - 4,044 0.85 0.00
Administrative Clerk III 3,659 - 4,447 0.00 1.85
Employee Benefits Coordinator 4,813 - 5,779 1.00 1.00
Employee Development Manager 6,307 - 7,564 0.75 0.00
Human Resources Director 10,846 - 14,059 1.00 1.00
Human Resources Representative 5,276 - 6,335 2.00 2.00
Management Analyst I 5,778 - 6,932 0.00 1.00
Management Analyst II 6,356 - 7,625 1.00 1.00
Sr. Human Resources Representative 6,307 - 7,564 2.00 1.00
Total 8.60 8.85
Library
Administrative Clerk II 3,329 - 4,044 1.13 1.13
Administrative Clerk III 3,659 - 4,447 1.00 1.00
Administrative Secty 4,601 - 5,521 1.00 1.00
Facility Aide 3,028 - 3,679 1.00 1.00
Librarian II 4,673 - 5,683 8.90 8.90
Library Asst II 3,522 - 4,279 7.18 7.18
Library Director 10,846 - 14,059 1.00 1.00
Library Division Manager 6,867 - 8,239 2.00 2.00
Library Services Supervisor 6,066 - 7,278 5.00 5.00
Literacy Tutor - Student Coord 4,673 - 5,683 4.00 4.00
Local History Specialist II 4,673 - 5,683 0.53 0.53
Managerial / Professional Level II 6,067 - 8,667 0.00 1.00
Senior Library Asst 3,871 - 4,705 6.24 6.24
Specialist Librarian 4,908 - 5,967 1.00 1.00
Total 39.98 40.98
Parks, Recreation and Community Services
Administrative Assistant 4,813 - 5,779 1.00 1.00
Administrative Clerk II 3,329 - 4,044 2.00 1.00
Administrative Clerk III 3,659 - 4,447 2.00 3.00
Bldg Maint Worker 4,391 - 5,340 3.00 3.78
Custodial Services Supervisor 5,000 - 6,000 0.00 1.00
Facility Aide 3,028 - 3,679 3.00 3.50
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT1
Budget Summary - 19
Monthly Adopted Adopted
Department/ Title Salary Ranges ($) 2006/ 07 2007/ 08
Parks, Recreation, and Community Services ( Continued)
Facility Leader 3,495 - 4,247 4.00 4.00
Food Service Assistant 1,387 - 2,600 1.00 1.00
Head Chef 2,600 - 4,853 1.00 1.00
Human Services Specialist II 3,327 - 4,044 2.00 2.00
Human Services Specialist III 3,659 - 4,447 1.00 1.00
Landscape Equipment Operator 4,348 - 5,283 1.00 1.00
Landscape Gardener 3,996 - 4,854 19.40 20.00
Lead Landscape Gardener 4,391 - 5,340 5.00 5.00
Lead Maintenance Custodian 3,660 - 4,449 4.00 5.00
Maintenance Custodian 3,331 - 4,045 8.60 8.00
Office Clerical 1,170 - 3,467 3.00 3.00
Paraprofessional 2,600 - 5,200 8.00 8.00
Parks, Rec. & Comm. Svcs. Manager 6,470 - 7,763 9.00 8.00
Parks, Rec. & Comm. Svcs. Supt. 7,763 - 9,317 2.00 2.00
Parks, Rec. & Comm. Svcs. Director 10,846 - 14,059 1.00 1.00
Rec. & Comm. Svcs. Prog. Coord. I 4,252 - 5,167 1.00 1.00
Rec. & Comm. Svcs. Prog. Coord. II 4,676 - 5,684 1.25 1.50
Recreation Supervisor 5,610 - 6,731 3.00 3.00
Secretary 4,042 - 4,914 2.00 2.00
Senior Building Maint Worker 4,831 - 5,873 2.00 3.00
Senior Crafts Specialist 4,391 - 5,340 2.00 2.00
Service Maintenance 1,170 - 3,467 2.00 2.00
Skilled Craft 3,467 - 6,067 0.61 0.00
Total 94.86 97.78
Police
Administrative Assistant 4,813 - 5,779 0.00 1.00
Administrative Secty 4,601 - 5,521 2.00 2.00
Administrative Services Manager 7,469 - 8,963 1.00 1.00
Communications Dispatcher 5,252 - 6,385 11.00 11.00
Community Service Officer 4,104 - 4,991 9.00 9.00
Juvenile Specialist 4,500 - 5,400 1.00 1.00
Lead Police Clerk 4,127 - 5,015 2.00 2.00
Lead Public Safety Dispatcher 5,778 - 7,022 1.00 1.00
Police Captain 10,892 - 12,719 3.00 3.00
Police Chief 12,643 - 15,465 1.00 1.00
Police Clerk 3,755 - 4,560 9.00 8.00
Police Officer 6,695 - 8,138 80.00 80.00
Police Sergeant 7,910 - 9,612 15.00 15.00
Records Supervisor 5,557 6,746 0.00 1.00
Total 135.00 136.00
City of Redwood City
FY 2007/ 08 Budget Amendments
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT1
Budget Summary - 20
Monthly Adopted Adopted
Department/ Title Salary Ranges ($) 2006/ 07 2007/ 08
Public Works Services
Administrative Assistant 4,813 - 5,779 0.00 0.70
Administrative Clerk I 3,025 - 3,677 1.00 1.00
Administrative Secty 4,601 - 5,521 0.70 0.00
Assistant Engineer II 5,869 - 7,134 1.00 1.00
Community Communications Specialist 6,406 - 7,688 0.15 0.15
Consumer Serv Tech 4,138 - 5,029 8.00 8.00
Customer Support Service Specialist 5,270 - 6,406 2.00 2.00
Equipment Mechanic II 4,648 - 5,649 5.00 5.00
Equipment Operations Leader 5,116 - 6,216 1.00 0.00
Equipment Service Worker 3,675 - 4,467 1.00 1.00
Fleet Manager 6,310 7,913 0.00 1.00
Fleet Supervisor 5,628 6,838 0.00 1.00
Lead Equipment Mechanic 5,116 - 6,216 1.00 1.00
Lead Maintenance Electrician 5,620 - 6,834 1.00 1.00
Lead Public Wks Maint Worker 4,566 - 5,546 10.00 10.00
Maint Electrician 5,113 - 6,213 2.00 2.00
Management Analyst II 6,356 - 7,625 1.00 1.00
Public Works Maint Worker I 3,762 - 4,572 1.00 1.00
Public Works Maint Worker II 4,138 - 5,029 24.00 24.00
Public Works Maint Wrkr III/ Equip Oper 4,348 - 5,283 3.00 5.00
Public Works Services Director 12,137 - 14,915 0.70 0.70
Public Works Superintendent 7,763 - 9,317 5.00 4.00
Public Works Supv 6,465 - 7,757 6.20 6.20
Secretary 4,042 - 4,914 4.00 4.00
Tree Maint Leader 4,599 - 5,590 0.00 1.00
Tree Maint Worker II 4,183 - 5,085 2.00 1.00
Urban Forestry Specialist 5,289 - 6,429 1.00 1.00
Utilities Specialist 5,270 - 6,406 3.00 3.00
Utility Locator 4,566 - 5,546 1.00 1.00
85.75 87.75
Adopted Adopted
RECAP 2006/ 07 2007/ 08
City Clerk 4.50 4.50
City Council 7.00 7.00
City Manager 4.65 5.34
City Attorney 4.18 4.18
Community Development Services 71.30 71.63
Finance 34.02 34.27
Fire 70.00 70.42
Human Resources 8.60 8.85
Library 39.98 40.98
Parks, Recreation and Community Services 94.86 97.78
Police 135.00 136.00
Public Works 85.75 87.75
Grand Total 559.84 568.70
1 Personnel under the management control of each department. Salary and benefits ( in certain
situations) may be distributed to other departments.
City of Redwood City
FY 2007/ 08 Budget Amendments
Performance Measures
Performance Measures - 1
As a City Manager who actively supports performance measurement efforts, I am often asked what performance
measurement is and why expend resources on it. In response to the former, one of the best definitions I have
come across is one developed by the International City/ County Manager Association’s Center for Performance
Measurement. It defines performance measurement as
A process of systematically collecting data about an organization’s efficiency and
effectiveness in delivering a program or service
As to why this is an important effort, I strongly believe in determining whether we are serving the public well by
doing a “ great job.” Performance measures can help us define “ great job” and tell us whether or not we are
performing well. Even more importantly, it can help us know if we are improving, another goal I constantly strive
for. In addition, I subscribe to the theory that “ what gets measured, gets done” and believe that if you don’t
measure, you cannot see and therefore reward success. If you are not rewarding success, you might even be
rewarding failure, and you certainly are not learning from and correcting those failures.
Performance measures are also an important management and communication tool. They become an instrument
for planning and decision- making, a method to define and identify success and needed improvements, and a
system to serve as an indicator of items for additional study. Some of the benefits include:
• Meeting demands for external accountability
• Instilling public confidence
• Demonstrating success
• Providing early detection of possible problems
• Helping prioritize and direct resources
• Benchmarking against other quality cities and learning from them
In addition, we believe that this program demonstrates that Redwood City is:
• Promoting continuous improvement and innovation
• Open to a review of our methods
• Willing to share with others
• Seeking best practices
While performance measures can help us evaluate our programs and services, it cannot tell us why something is
or is not working well. Therefore, it is not a substitute for good management and analysis. The analytical abilities
of our employees remains important and I greatly value the high caliber of the professionals involved in this
process in Redwood City.
In summary, using performance measures can help us set goals, evaluate programs, make better budget
decisions, respond better to citizen inquiries, and help us revise goals as necessary. It is an on- going, iterative
process. For these reasons, every department except one has joined in this effort and included performance
measures. Many of the measures are updated measures used previously to help them evaluate their most
current work efforts.
City of Redwood City
FY 2007/ 08 Budget Amendments
Performance Measures - 2
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City of Redwood City
FY 2007/ 08 Budget Amendments
Council OVERVIEW
Council - 1
EXPLANATION OF FY 2007/ 08 REQUESTED
PROGRAMMATIC OPERATING BUDGET ADJUSTMENTS
No adjustments for FY 2007/ 08.
City of Redwood City
FY 2007/ 08 Budget Amendments
Council
Council - 2
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City of Redwood City
FY 2007/ 08 Budget Amendments
City Manager OVERVIEW
City Manager - 1
EXPLANATION OF FY 2007/ 08
PROGRAMMATIC OPERATING BUDGET ADJUSTMENTS
General Funds Amount Description
Community Promotion ( 61220) 15,000
Contribution to Redwood City community schools
( formerly known as family centers)
Community Promotion ( 61220) 32,000 Climate protection
Community Promotion ( 61220) 45,000 Community building
General Funds Total 92,000
HISTORIC TRENDS
Community Building Efforts
0
200
400
600
800
1000
1200
1400
FY 01- 02 FY 02- 03 FY 03- 04 FY 04- 05 FY 05- 06 FY 06- 07
0
10
20
30
40
50
60
70
80
90
100
Total Attendance Total Meetings
• This indicator tracks the total
number of community- building
style meetings sponsored by
the City Manager’s office each
fiscal year and the total
attendance at those meetings.
Total attendance accounts for
those who attend each meeting,
which means that they are not
necessarily unique contacts.
• The City Manager’s Office is
dedicated to building
community and has sponsored
community- building events that
offer a dialogue format in
support of this effort. Getting
citizens involved is important as
studies show that people in
communities with high civic
engagement have higher levels
of health, safety, and education.
• The City Manager’s department began offering community- building opportunities in FY 2002/ 03 by launching
the Partnership Academy for Community Teamwork ( PACT), which provides the community the opportunity to
interact with various city departments and learn about the services provided to the community. Since FY
2002/ 03, a total of 9 PACT sessions were completed, and we held 80 meetings, which provided us with 2,019
citizen contacts.
• In FY 2003/ 04, we held a total of 35 community meetings providing the opportunity for 1,210 citizen contacts.
In FY 2004/ 05, the PACT and Community Builders meetings totaled 25, and provided the opportunity for 1,062
citizen contacts. In FY 2005/ 06, we had 29 meetings which provided for 934 contacts. To date for FY
2006/ 07, we offered a total of 32 meetings, which provided for 1,311 contacts.
• Since FY 2002/ 03, the City Manager’s Office has sponsored a total of 139 meetings attended by a total of
4,872 community members, whom are not unique contacts.
• One outcome of these programs was an increased recognition of the value of this type of format and the belief
that many more community meetings should be in dialogue format. Therefore, the City Manager’s office will
continue to offer these types of participatory community participating opportunities, and increase participation
through additional outreach efforts. In addition, we are working with other city departments on assisting them
with their community meetings with the hope of using the Community Building model.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Manager OBJECTIVES
City Manager - 2
CITY COUNCIL PRIORITIES
Community/ Civic Support
• The City Manager’s office will continue to offer “ community building” style opportunities for the community to
participate and build a great community together. Each year, we will offer one PACT and at least four
additional opportunities for participation, which may include council priority input sessions, budget input
sessions, and another Community Builders series.
Status
Objective completed. To date, in FY 2006/ 07, the City Manager’s office has offered one PACT program
consisting of nine sessions and 22 other community building opportunities, such as the Neighborhood Liaison
meetings, community meetings on climate protection, and PACT. In FY 2007/ 08, we expect to offer more
“ community building” style meetings, and continue to encourage departments to use the “ community building”
model for their meetings.
• Coordinate a third Community Builders series involving a minimum of 75 participants by April 2007.
Status
Objective completed. In FY 2006/ 07, the City Manager’s office offered the Community Builders series in
which 142 citizens participated.
• Facilitate the development of a community- based plan/ program for “ next steps” of community building by
June 2007.
Status
The City Manager’s office is currently working on this objective and expects to develop the plan by the end of
FY 2007/ 08.
• Continually assist other departments in their outreach efforts to foster the most effective use of
communications techniques, and incorporating the City’s community building philosophy, principles, and tools.
Status
Objective completed. With the assistance of Peninsula Conflict Resolution Center we were able to complete
this objective. For example, we assisted the Planning department with their traffic meetings, pedestrian/ bike
path meetings, and other high profile issues. We also assisted the Library with their outreach on The Big
Read.
• Hold planning meeting with community members to kick off the Neighborhood Liaison program by the end of
2006.
Status
Objective completed. In the fall of 2006, the City Manager’s office offered three meetings in which 116
community members attended and signed up to be neighborhood liaisons.
• Sign up 30 new subscribers each year for the City’s monthly e- newsletter.
Status
Objective completed. In 2006/ 07, the City Manager’s office started using a new automated system to be able
to track how many new subscribers are added in each fiscal year. Unfortunately, since we started this mid-year,
we were not able to efficiently track what was added in the current fiscal year, but we estimate that we
added at least 50 new subscribers to the City’s monthly e- newsletter.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Manager OBJECTIVES
City Manager - 3
PERFORMANCE MEASURES OBJECTIVES
• With PACT’s success, we are committed to continuing the program and continually improving each session.
We will strive to receive at least 95% of the ratings at excellent or good.
Status
100% of the participants in our last PACT class ( Spring of 2006) rated the program as excellent.
• Continue to provide the PACT program for our citizens, along with other opportunities for involvement so that
we are able to increase a sense of community in Redwood City.
Status
Since 2005, 57% of the participants completing the pre- test ( survey taken on first day of PACT) felt a very or
somewhat strong sense of community. After going through the PACT program, the number of participants
indicating they felt a very or somewhat strong sense of community increased to 78%.
• The City Manager’s office is committed to providing superior customer service and will focus on maintaining a
rating of excellent or good at 95% or above in 2006. Staff will continue to ask for feedback and welcomes
comments from City employees.
Status
In the 2006 customer service survey, 97.3% of respondents rated the City Manager’s office as “ excellent” or
“ good”.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Manager PERFORMANCE MEASURES
City Manager - 4
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Fall
2002
Spring
2003
Fall
2003
Spring
2004
Fall
2004
Spring
2005
Fall
2005
Spring
2006
PACT Overall Ratings 2002- 2006
Excellent
Good
Fair
Poor
Definition
The overall ratings for all departments for the Partnership Academy for Community Teamwork ( PACT) program
from inception in 2002. The above shows how participants rated the PACT program. Participants visit each
department during the nine week program and are asked to fill out an evaluation form to rate the overall program
at the final session.
Analysis
From 2002 to 2005, the PACT program was offered in both the spring and fall of each year. Starting in 2006, we
offered the class only in the spring. By the end of FY 2006/ 07, we anticipate that a grand total of 290 community
members will have graduated from PACT. In addition to weekly session evaluations, each class is asked to fill out
an overall program evaluation, in which they rate PACT as a whole – “ excellent,” “ good,” “ fair,” or “ poor.” Since
the program’s inception, participants’ rating of PACT has consistently been above 94% “ excellent” or “ good”
( combined categories). In the spring of 2006, all 100% of the participants rated the program “ excellent.”
Here are a few comments from various evaluations:
" I didn't realize what it takes to run the City's services – and how enthusiastic the employees are."
" I'm amazed at how much I took for granted, in what the City does."
" It made me proud to live here – I feel like it's not just a city, it's MY city."
Next Steps
The City Manager’s office will continue to offer PACT each spring to the community as it strives to engage people
in understanding the concept of ' community' and offers avenues for getting involved in creating benefits to their
blocks, neighborhoods, and community. With PACT’s success, we are committed to continuing the program and
continually improving each session. We will strive to receive at least 95% of the ratings at excellent or good.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Manager PERFORMANCE MEASURES
City Manager - 5
Sense of Community
57%
78%
6%
39%
94%
57%
22%
40%
0% 3% 0%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Pre PACT 2006 Post PACT 2006 Pre PACT 2005 -
present
Post PACT 2005 -
present
Very/ Somewhat strong
Somewhat/ Very weak
No sense of community
Definition
Beginning in spring 2005, Redwood City began conducting a “ pre” and “ post” survey of all Partnership Academy
for Community Teamwork ( PACT) participants. This survey was designed to gauge any changes in their
perception of the City, its provision of services, its communication with the community, and the participants’
perception of their own “ sense of community” as a result of going through PACT. The graph above illustrates the
responses from one of the key questions asked: “ How strong is your feeling of a sense of community in Redwood
City - very strong, somewhat strong, somewhat weak, very weak, or no sense of community at all?” The graph
illustrates the results for 2006 and the combined results since 2005.
Analysis
This question helps us to understand if going through the PACT program has an impact on participants’ general
feeling of “ connection” with the community. In 2006, 39% of PACT participants said that they had a “ very strong”
or “ somewhat strong” sense of community prior to going through the course. After going through PACT, that
number jumped to 94% having a feeling of connection with the community. The chart above also shows the
combined results since 2005, where the combined “ strong” and “ somewhat strong” sense of community increased
from 57% to 78% after going through the program.
Community/ Civic Support is one of the Council’s priorities, and therefore one of the primary objectives of the City
Manager’s office, so it is important to track community members’ sense of community as one way of determining
how well we are addressing that priority. In the future, we will continue to display results from both the
immediately prior year, as well as all years combined ( starting with 2005) in order to gain a better understanding
of the trend.
It’s interesting to point out that a number of participants in the current and recent PACT classes have gone
through Community Builders, or participated in other City programs or activities that involved our community
building efforts ( especially as we continue to bring community building theory to virtually all of our outreach and
public involvement processes). Given that, it may be speculated that PACT participants may come into the
program with perhaps a higher existing sense of community than those who have not been involved in such City
activities.
Next Steps
Continue to provide the PACT program for our residents on an annual basis as one method of increasing the
sense of community in Redwood City. The City Manager’s office will continue community building activities such
as Neighborhood Liaison meetings, climate protection events, and PACT, as well as strive to assist other
departments in infusing the concepts of community building into their outreach and community involvement
activities.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Manager PERFORMANCE MEASURES
City Manager - 6
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1998 1999 2000 2001 2002 2003 2004 2005 2006
City Manager's Office Customer Service Survey Results
Good
Excellent
Definition
Customer Service Survey for the City Manager’s office for the period of 1998 through 2006. The survey is sent
annually to employees that our office works with most frequently.
Analysis
Respondents gave the department 97.3% “ excellent” or “ good” ratings, a slight decline from the department’s
highest rating ever of 99.2% in 2004. During 2006, the department was impacted by one full time employee who
was out for five months, and in spite of that, the ratings did not suffer. The department is delighted with the rating
of 97.3%, and is committed to providing the same high quality service in the coming years. The City Manager’s
office has transformed into a resource for departments, and with the current team strives to provide excellent
service to all. It is clear that since the change in staff, technology, and the implementation of new customer
service standards in 2000, the department has developed into a true “ value added” team.
Next Steps
The City Manager’s office feels that the current overall rating of 97.3% “ excellent/ good” continues to be an
admirable rating. The office is committed to providing superior customer service and will strive to maintain the
ratings at or above 95% (“ excellent/ good”) in 2007. Staff will continue to ask for feedback and welcomes
comments from City employees.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Attorney OVERVIEW
City Attorney - 1
EXPLANATION OF FY 2007/ 08 REQUESTED
PROGRAMMATIC OPERATING BUDGET ADJUSTMENTS
No adjustments for FY 2007/ 08.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Attorney
City Attorney - 2
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City of Redwood City
FY 2007/ 08 Budget Amendments
City Clerk OVERVIEW
City Clerk - 1
EXPLANATION OF FY 2007/ 08
PROGRAMMATIC OPERATING BUDGET ADJUSTMENTS
General Funds Amount Description
Legislative Svcs./ Records Mgmt. ( 61310) 12,710 Laserfiche software support contract
Council Support ( 61330) 2,000 Council chambers repair and maintenance
Council Support ( 61330) 15,000 Video streaming council meetings
General Funds Total 29,710
HISTORIC TRENDS
Number of Proclamations Processed Per Year
0
20
40
60
80
100
120
140
2002 2003 2004 2005 2006
• Work involved in processing requests includes generating research material on the honoree, writing the
proclamation, and producing the ceremonial presentation copy.
• Honorary proclamations are an important goodwill effort on behalf of Council.
• Ceremonial proclamations are produced and presented to citizens and groups in recognition of benefits
they have brought to the quality of life in Redwood City.
• The City Clerk department produces proclamations in response to all City Council requests and needs on
an annual basis.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Clerk OBJECTIVES
City Clerk - 2
CITY COUNCIL PRIORITIES
Community/ Civic Support
• Polling sites at City Hall: Assist the County Election Office of San Mateo County with hosting two polling sites
at City Hall.
Status
In 2006/ 2007, we assisted by hosting two polling sites for one gubernatorial election. In 2007/ 2008, we will
host three ( one municipal and two primary) elections and one presidential election in 2008.
• Passport acceptance services: Available three hours per day to process passports, the City Clerk
department’s objective is to process 160 passport applications each year in 2006/ 2007 and 2007/ 2008 for the
community. The objective was surpassed by 46% with 235 applications processed in 2006.
Status
Currently for FY 2006/ 07, the City Clerk department has processed 129 applications year- to- date. For next
FY 2007/ 08, our objective is to either maintain or increase our current rate of 200 applications in light of ever-changing
requirements by the United States Department of State.
PERFORMANCE MEASURES
• Maintain service level of timely and quality processing of Council actions and administratively approved
professional service agreements.
Status
Council met for 69.9 hours in 2006, a decrease from 88.75 hours in 2005, 90.75 hours in 2004, and 118.75
hours in 2003. Note: in 2004, the number of council meetings per month was reduced from three to two.
The number of council- approved actions decreased to 313 in 2006, from 335 in 2005, 333 in 2004, and 458 in
2003, when administrative approval was initiated for professional services agreements under $ 60,000.
• Maintain staffing level close to the median of surveyed cities while continuing to evaluate staffing
arrangements in combination with the ever- changing City Clerk department service depth and breadth.
Continuing to provide existing services levels to City Council and citizens.
Status
With 6.32 staff members per 100,000 population, Redwood City is positioned above the median of 5.69 for
bay area cities with similar populations.
• Increased the past two years’ performance ratio of 3: 1 applications to seat vacancies for the boards,
committees, and commissions by 12% through increased community awareness and using less costly
traditional, electronic, and new mediums within the budget.
Status
The ratio of applications to seat vacancies for 2006 was 3.35 versus 3.0 in both 2005 and 2004, respectively.
Our objective for a 5% increase for 2006 was surpassed with a total 12% increase. Our objective for 2007 is
to continue increasing our future ratios.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Clerk PERFORMANCE MEASURES
City Clerk - 3
2003 - 2006 Council Meeting Hours and Resulting
Actions by Year
0
100
200
300
400
500
2003 2004 2005 2006
# of Hours Met Resulting # of Actions
Definition
The total number of hours spent in Council meetings and the resulting number of actions taken by the Council by
calendar year. Actions include approval of ordinances, resolutions, minute orders, and Council- approved
agreements.
Analysis
The City Clerk department plays a significant role in the support and coordination of City Council meetings. The
City Clerk department averaged 28.8 hours supporting each meeting including preparing and disseminating
agendas, preparing official minutes, and staffing meetings. In 2006, the City Council met for a total of 69.9 hours,
with an average regular meeting length of 2.8 hours. This is compared with 2005, when City Council met for a
total of 88.6 hours, with an average meeting length of 3.060 hours. Beginning in 2004, the number of Council
meetings per month was reduced from three to two.
The number of Council- approved actions decreased slightly from 2005 to 2006, with 335 actions in 2005 and 313
in 2006. Actions taken include the legislative approval of City ordinances, resolutions, and minute orders.
Improved processing procedures implemented in 2003 for certain professional services agreements continued the
reduced number of Council- approved actions from a 2003 level of 458 Council- approved actions; the City Council
now allows administrative approval of professional services agreements under $ 60,000. In 2006, the City Clerk’s
office processed 179 city manager- approved agreements, in 2005 a total of 125, and in 2004 a total of 61. The
City Clerk department averaged 28.8 hours supporting each meeting including preparing and disseminating
agendas, preparing official minutes, and staffing meetings. This corresponds to an average cost of $ 2,489.15 per
meeting, which is an increase from $ 1,099 per meeting the preceding year, due in part to increased employee
costs. Note: to more accurately reflect the true cost of supporting meetings, Information Technology staff time
and contracted video technician services are included in this year’s total ( as they have not been included in the
past).
Next Steps
Continue to serve the City Council in a timely and effective manner in processing both Council actions and
administratively approved professional services agreements.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Clerk PERFORMANCE MEASURES
City Clerk - 4
Staffing Per 100,000 Population
3.50
4.85
3.34
6.32
6.26
5.69
7.37
0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00
UNION CITY
SOUTH SAN FRANCISCO
SAN MATEO
REDWOOD CITY
PLEASANTON
MOUNTAIN VIEW
LIVERMORE
Definition
Number of staff members in the City Clerk department per 100,000 population.
Analysis
Surveyed were Bay Area cities with populations between 67,000 and 95,000, to as closely as possible resemble
Redwood City’s population of 76,087. With similar populations, the number of improvement projects and range of
community services for the surveyed cities ( and equalizing to 100,000 population) may be more comparable than
including small towns ( and equalizing to 100,000 population).
City Clerk departments vary widely in structure and services. This analysis takes into consideration the following
to compare like services with like services within the department. Staffing includes full- time, part- time, and
hourly/ casual employees. Four ( including Redwood City) of the seven surveyed City Clerk departments depend
on hourly/ casual staffing to fulfill the varied services offered by the department. Unlike the rest of the surveyed
cities, Redwood City has had several consecutive unpaid interns that have rotated in and out throughout the year,
but their time ( approximately .67) was not included in the ratio. The interns’ main task of scanning old public
records documents into the electronic LaserFiche system is not considered an essential part of duties performed
by regular City Clerk staff on a routine basis.
Three ( including Redwood City) of the seven cities offer passport acceptance services and their staffing is
included in the analysis. The remaining four cities do not have sufficient staffing to provide this service at this
time.
Only three ( including Redwood City) of the surveyed City Clerk departments support citywide mail services and
the transport of offsite records ( and thus, have higher staffing numbers). Redwood City estimates 5 hours/ day to
sort and deliver mail and transport offsite records; Livermore estimates 3.5 hours/ day to sort mail and transport
offsite records; and, Pleasanton estimates 4 hours/ day to sort and deliver mail and transport offsite records. All
other surveyed cities do not support citywide mail services and the transport of offsite records.
The City Clerk department of Redwood City is positioned above the median at 6.32 staffing per 100,000
population. The median for bay area cities with similar population is 5.69.
Next Steps
Continue to evaluate staffing arrangements in combination with the ever- changing City Clerk department service
depth and breadth to stay within the median range of bay area cities with similar population, while continuing to
provide existing service levels to City Council and citizens.
City of Redwood City
FY 2007/ 08 Budget Amendments
City Clerk PERFORMANCE MEASURES
City Clerk - 5
Ratio of Applications to Available Seats
2.13
4.00 4.00 4.20
3.00 3.00
3.35
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
2000 2001 2002 2003 2004 2005 2006
Definition
The ratio of the number of boards, committees, and commissions applications received compared to available
seats on a calendar- year basis. The ratios are derived by taking the number of applications received divided by
the total numbers of seats available. Note: If an applicant applies for two boards, the application is counted
twice.
Analysis
In 2006, 104 applications were received for 31 seats. Odd- numbered years have fewer available seats than
even- numbered years. In 2005, 51 applications were received for 17 available seats. In 2003, 42 applications
were received for 10 available seats. In 2001, 16 applications were received for 4 available seats. There was a
12 percent increase in the past two years’ performance ratio of 3: 1 applications to seat vacancies for the boards,
committees, and commissions through increased community awareness and using less costly traditional,
electronic, and new mediums within the budget.
Significant attention has been given to raising the number of applications for City boards, committees, and
commissions over the past few years. We attribute the continued increase in applications to several factors
including residential utility bill ad inserts ( began in 2002), the judicious use of newspaper advertising, City Clerk
staff availability to answer questions/ provide support to applicants, programs such as PACT and Community
Builders, and press releases, direct mailings, targeted emails, and electronic newsletter articles from the public
communications manager.
Service- level improvements continued in 2006, with the continued use of an online web- based fill- in application
form. We have successfully provided an electronic form for three years, a PDF- format form for the past four
years, and are pleased to report strong positive feedback from the applicants who have used the web- based fill- in
form.
A survey conducted of the 2007 applicant pool ( 10 respondents to date) showed that 30% learned of the
recruitment by seeing the utility bill insert, 20% from the City website, and the remaining 50% from “ other” sources
( such as: PACT, heard from a friend, picked up an application at public counters, neighborhood newsletter).
Next Steps
Continue increased notice through electronic means such as web- posting and mass email ( to lists of established
interest only).
City of Redwood City
FY 2007/ 08 Budget Amendments
City Clerk
City Clerk - 6
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City of Redwood City
FY 2007/ 08 Budget Amendments
Community Development Services OVERVIEW
Community Development Services - 1
EXPLANATION OF FY 2007/ 08
PROGRAMMATIC OPERATING BUDGET ADJUSTMENTS
General Funds Amount Description
Administration ( 63010) 50,000 Economic development initiative
Building Regulation ( 63110) 61,251 Increased staff for increasing fire plan review
workload – offset by revenues
Courthouse Square Mtc. ( 63410) 105,421 Downtown operating and maintenance
Courthouse Square Mtc. ( 63411) 31,032 Maintenance custodian – addition of 0.40 FTE
Planning ( 63210) 134,999 Planning staff funding sources realignment
Redevelopment Agency ( 66410) ( 41,887) Planning staff funding sources realignment
General Funds Total 340,816
Special Revenue Funds
Redevelopment Agency – ( 66410) 93,112 Code enforcement
Redevelopment Agency – ( 66410) ( 134,999) Planning staff funding sources realignment
Special Revenue Funds Total ( 41,887)
HISTORIC TRENDS
Construction Value as a
Measure of Department Activity
- 10
50
110
170
230
290
350
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
Building Permits Issued ( x10)
Construction Valuation ($ Million)
Inspections ( x100)
• The Community Development Services
department supports a wide range of
private sector developments and projects
initiated by the City. Preplanning, plan
review, and inspection often continue for
several years.
• Several major projects are currently under
review or in construction: Redwood Shores
Branch Library, the Kaiser campus, PDL
BioPharma, Sequoia Hospital, Stanford
Medical Clinics, Costco, Peninsula Park,
Recycled W