CITY OF REDWOOD CITY
REDWOOD CITY, CALIFORNIA
ADOPTED BUDGET
2006- 2008
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
Irv Weinstock, Kyi Khin, Rajesh Sewak, Araceli Fierro, Senior Accountants
Sandy Jennings, Administrative Assistant
CITY OF REDWOOD CITY
DEPARTMENT DIRECTORS
City Manager........................................................................ Edward Everett
Assistant to the City Manager .............................................. Magda Gonzalez
City Attorney......................................................................... Stan Yamamoto
City Clerk.............................................................................. Patricia Howe
Community Development Services ...................................... Joel Patterson
Finance and Financial Planning ........................................... Brian Ponty
Fire....................................................................................... Gerald Kohlmann
Human Resources ............................................................... Bob Bell
Library .................................................................................. David Genesy
Parks, Recreation and Community Services........................ Corinne Centeno
Police .................................................................................. Carlos Bolanos
Public Works Services.......................................................... Peter Ingram
TABLE OF CONTENTS
ADOPTED BUDGET – 2006- 2008
Introduction Page
Preface
Budget Message.................................................................................................... i
Department Budget Options ................................................................................ vii
Five Year Financial Projections ............................................................................ ix
General Fund Five Year Projection ....................................................................... x
Overview
Budget Summary:
Operating Budget Summary by Department........................... Budget Summary - 1
Analysis of Budget by Fund.................................................... Budget Summary - 2
Budget Summary by Department by Fund ............................. Budget Summary - 6
General Fund Graphs........................................................... Budget Summary - 10
Revenue Estimates ............................................................. Budget Summary - 17
Property Tax......................................................................... Budget Summary - 23
Utility Users’ Tax................................................................... Budget Summary - 24
Sales Tax ............................................................................. Budget Summary - 25
Appropriation Limit................................................................ Budget Summary - 26
Personnel Allocation by Department .................................... Budget Summary - 27
City Council Priorities............................................................. City Council Priorities - 1
Performance Measures........................................................ Performance Measures - 1
Operating Programs - Budget by Departments
City Council
Department Overview.................................................................... City Council - 2
Sub- Programs ............................................................................... City Council - 2
City Manager
Department Summary ................................................................. City Manager - 2
Department Overview.................................................................. City Manager - 3
Priorities/ Measures...................................................................... City Manager - 4
Performance Measures............................................................................. City Manager - 5
Sub- Programs ............................................................................. City Manager - 8
City Attorney
Department Overview................................................................... City Attorney - 2
Sub- Programs .............................................................................. City Attorney - 2
TABLE OF CONTENTS
ADOPTED BUDGET – 2006- 2008
Operating Programs - Budget by Departments ( Continued)
City Clerk
Department Summary ...................................................................... City Clerk - 2
Department Overview....................................................................... City Clerk - 3
Priorities/ Measures........................................................................... City Clerk - 4
Performance Measures................................................................................... City Clerk - 5
Sub- Programs .................................................................................. City Clerk - 9
Community Development Services
Department Summary ..................................... Community Development Services - 2
Department Overview...................................... Community Development Services - 3
Priorities/ Measures.......................................... Community Development Services - 4
Performance Measures ................................... Community Development Services - 6
Sub- Programs ............................................... Community Development Services - 11
Finance
Department Summary ........................................................................ Finance - 2
Department Overview......................................................................... Finance - 3
Priorities/ Measures............................................................................. Finance - 4
Performance Measures ...................................................................... Finance - 6
Sub- Programs .................................................................................. Finance - 12
Fire
Department Summary ............................................................................. Fire - 2
Department Overview.............................................................................. Fire - 3
Priorities/ Measures.................................................................................. Fire - 4
Performance Measures ........................................................................... Fire - 6
Sub- Programs ........................................................................................ Fire - 11
Human Resources
Department Summary .......................................................... Human Resources - 2
Department Overview........................................................... Human Resources - 3
Priorities/ Measures............................................................... Human Resources - 4
Performance Measures ........................................................ Human Resources - 6
Sub- Programs .................................................................... Human Resources - 11
Library.....................................................................................................................
Department Summary .......................................................................... Library - 2
Department Overview........................................................................... Library - 3
Priorities/ Measures............................................................................... Library - 4
Performance Measures ........................................................................ Library - 5
Sub- Programs ...................................................................................... Library - 9
TABLE OF CONTENTS
ADOPTED BUDGET – 2006- 2008
Operating Programs - Budget by Departments ( Continued)
Parks, Recreation and Community Services
Department Summary ......................... Parks, Recreation and Community Services - 2
Department Overview.......................... Parks, Recreation and Community Services - 3
Priorities/ Measures.............................. Parks, Recreation and Community Services - 4
Performance Measures ....................... Parks, Recreation and Community Services - 6
Sub- Programs ..................................... Parks, Recreation and Community Services - 9
Police
Department Summary ........................................................................... Police - 2
Department Overview............................................................................ Police - 3
Priorities/ Measures................................................................................ Police - 4
Performance Measures ......................................................................... Police - 5
Sub- Programs ..................................................................................... Police - 10
Public Works Services
Department Summary ..................................................... Public Works Services - 2
Department Overview...................................................... Public Works Services - 3
Priorities/ Measures.......................................................... Public Works Services - 4
Performance Measures ................................................... Public Works Services - 6
Sub- Programs ............................................................... Public Works Services - 10
General Budget Information
Explanation of Budget Process ................................ General Budget Information - 2
Fund Descriptions..................................................... General Budget Information - 2
Fixed Assets Detail by Department .......................... General Budget Information - 6
Schedule of Interfund Transfers ............................... General Budget Information - 7
Capital Improvement Projects
Capital Improvements by Funding Source................................................ CIP - 2
Budget Option Memos from Departments.................................. Budget Option Memos - 1
This page left blank intentionally
PREFACE
During the budget study sessions, the City Council directed staff to make several changes to
the recommended FY 2006/ 07 and FY 2007/ 08 budgets. These changes are described in
the attached staff report that was presented to Council on July 10, 2006 along with the
resolution required to adopt the FY 2006/ 07 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- vi).
7B
Page 1
7B
Page 2
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
June 1, 2006
Honorable Mayor Pierce and Members of the City Council:
INTRODUCTION AND ECONOMIC OVERVIEW
“ The fact that our economic models at the Fed, the best in the world, have been wrong for fourteen
straight quarters, does not mean they will be right in the fifteenth quarter” - Alan Greenspan, former
Chairman of the Federal Reserve.
A real estate- based turnaround?
An unanticipated jump in assessed valuations and a projected upswing in development fees allow us
to present our first projected operating surplus ( expected revenues exceeding recommended
expenditures) in five years. Does this mean that we are “ out of the woods” and that it’s back to
business as usual before dot com became dot bomb? Perhaps, but more likely not.
While we are reasonably hopeful about the next two years, risks remain. These risks could disrupt the
return to financial stability of the organization. There is still no meaningful solution for containing
health insurance costs ( which account for 9% of the general fund budget) nor any permanent fix in
place for our workers’ compensation costs, which increased 252% ( from $ 1.3 million to $ 4.6 million
from FY 2001/ 02 to FY 2004/ 05), although these costs appear to have stabilized for the time being.
Current fuel costs are above what were assumed when the budget was prepared in March, which may
require us to return for a mid- year budget amendment if these costs do not decline.
Were it not for a questionable change in actuarial methods by the California Public Employee’s
retirement system our retirement costs would be about $ 1.4 million higher than budgeted. This
change leaves us without a clear understanding of how and when approximately $ 41 million of
unfunded pension liabilities will be paid off. A new government accounting rule will soon require us to
change the way we account for retiree health insurance, which will in turn likely change how we fund
these benefits.
On Thursday, May 25, 2006, the U. S. Treasury Secretary announced that the Internal Revenue
Service will stop collecting the federal excise tax on long distance telephone calls. Since Redwood
City’s utility users’ tax on telephone charges is tied to the application of the federal excise tax on
telephone charges ( as are the utility users’ taxes in most California cities), it is possible that the City’s
utility user’s tax revenues will be impacted. This change could leave us with about $ 2 million less of
utility users’ taxes, which by Council policy, may only be used to finance capital expenditures. Staff
will be monitoring this situation very closely and will keep the Council apprised of any important
developments.
About $ 1.7 million of our general fund revenues are expected to come from the “ excess education
revenue augmentation fund” ( ERAF) refunds. There is very little certainty how long these refunds will
continue as they depend on local school enrollments, local assessed valuations, complex school
funding formulas, and ultimately the state legislature.
Job growth in San Mateo County actually declined as measured by the March 2006 job count against
the March 2005 job count. As of March 2006, the most recent data available showed an estimated
347,800 jobs in the County, a decrease of 1,500 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 2006, 774,500 jobs were reported in Santa Clara County. This represents an increase of
1,900 jobs from one year earlier.
Build a Great
Community
Together
Excellence:
Passion
to do our Best
in Each
Moment
ii
According to a report released by BT Commercial Real Estate for the 1st quarter of 2006, the Redwood
City and Redwood Shores commercial office real estate markets had 2.1 million square feet of vacant
office space with a vacancy factor of 21%. This is an improvement over the 28% vacancy factor ( 2.8
million vacant square feet) from the 1st quarter of 2005.
GENERAL FUND
Revenues
General fund revenues ( including transfers into the general fund) are expected to decline slightly to
$ 72.8 million ( or 0.9%) in FY 2006/ 07 from $ 73.5 million in FY 2005/ 06. This decrease is occurring
even with an increase in property tax revenue and other revenues. This decrease is primarily the
result of several factors:
􀁹 In FY 2005/ 06 we received excess ERAF payments attributable to several years - $ 3.4 million
versus $ 1.7 million that we are estimating for FY 2006/ 07.
􀁹 We received about $ 1.3 million in one- time- only revenues in FY 2005/ 06 due to the receipt of
Build a Great reimbursement of vehicle license fees not paid by the state in FY 2003/ 04.
Community
Together
The major assumptions behind the FY 2006/ 07 revenue estimates are:
􀁹 Secured property tax revenues will increase about 7.5% in FY 2006/ 07 ( up from a 5.6% increase
in FY2005/ 06 as the result of continued strength in the residential real estate market and an
improving commercial real estate market.
􀁹 Planning fees and charges for engineering services are expected to increase over $ 400,000 in FY
2006/ 07.
􀁹 Our flat sales tax growth reflects the expected closure of Costco in the latter part of FY 2006/ 07 for
reconstruction and the continuing trend of loss of sales tax revenues attributable to the electronic
delivery of software.
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 16 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
1Q02 2Q02 3Q02 4Q02 1Q03 2Q03 3Q03 4Q03 1Q04 2Q04 3Q04 4Q04 1Q05 2Q05 3Q05 4Q05
Business- to- Business Transportation General Retail Food Products Construction Miscellaneous
Expenditures
In February 2006 the Council directed staff to return with a status quo budget in June save for
increased law enforcement costs ($ 300,000) for gang suppression activities, adjustments for higher
fuel ($ 164,000) and water costs ($ 226,000), and funds needed to finance the operation and
maintenance of the new courthouse square ($ 200,000). This budget successfully responds to that
policy direction. The net effect of these additional programmatic changes along with higher salary ( per
our M. O. U.’ S) and benefit costs is $ 1.8 million of higher spending than in FY 2005/ 06, or a 2.6%
increase.
The proposed FY 2007/ 08 budget increases $ 3.7 million or 5.1% over the proposed FY 2006/ 07.
Except for about $ 500,000 to staff and operate the new library in Redwood Shores the balance of the
increases are mostly for normal salary and benefit cost increases.
Integrity:
Do the
Right Thing,
Not the Easy
Thing
iii
Transfers
Included are the " normal" transfers from the general fund to the traffic safety fund ($ 953,000), the gas
tax operations fund ($ 306,000), and the water fund ($ 143,000) in FY 2006/ 07.
General Fund Reserves
Due to the large and unanticipated excess ERAF rebates received in FY 2005/ 06 and the vehicle
license fee repayment from the state, we expect reserves to increase from $ 17.9 million as of June 30,
2005 to $ 21.0 million as of June 30, 2006. With an expected operating surplus ( revenues exceeding
expenditures) of $ 0.4 million, we forecast reserves of $ 21.4 million as of June 30, 2007. This will take
our reserves to 29%, which is above the Council policy of 15% to 20%.
Budget Options
Please see the budget options list following this letter for a description of the options available to the
Council, some of which were requested by Council at the February priority- setting session and others
of which have emerged during the budget preparation process.
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 2006/ 07 and 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
$ 17,920,240 and $ 11,592,166 each year.
In FY 2006/ 07, major CIP projects and programs are listed below according to City Council’s priorities:
Downtown Redevelopment
John Roselli Park Renovation $ 500,000
Middlefield Road Improvement $ 180,000
( Main St. to Jefferson Ave.)
Public Safety
Police Department Computer- Aided Dispatch System $ 450,000
Emergency Vehicle Traffic Signal Pre- emption System $ 150,000
Transportation/ Traffic
Traffic Calming Program $ 75,000
Shuttle Bus Services $ 75,000
Government Operations
Sanitary Sewer Management Plan $ 200,000
Water Tank Feasibility Study $ 200,000
Irrigation Well at Red Morton Park $ 200,000
Redwood Shores Lagoon Dewatering Structure $ 200,000
Street Pavement and Roadway Management Program $ 1,200,000
Tree Preservation and Sidewalk Repair Program $ 950,000
Community/ Civic Support
Parks & Playfields:
Hoover Park Renovation and Restroom Replacement $ 460,000
Jardin de Niños Park and Restroom $ 445,000
Synthetic Play Field Conversion $ 150,000
McGarvey Field Lights $ 250,000
Buildings:
Senior Center / CAB Master Plan $ 100,000
Main Library Renovation $ 250,000
Service:
We Care and
It Makes a
Difference
Build a Great
Community
Together
iv
Proposition 42 Transportation Funds
The Governor’s budget proposal released in May contains a recommendation to allow the transfer of
gasoline sales tax revenue from the state general fund to transportation purposes per proposition 42.
This transfer is estimated to total $ 1.3 billion. Of this amount, $ 2.9 million would be distributed to cities
in San Mateo County. Redwood City’s share of this amount is $ 340,000. These funds may only be
used for transportation system purposes.
Since the Governor’s proposal is just that - a proposal - we have not included these estimated
revenues in the FY 2006/ 07 budget. Should this provision be incorporated into the adopted state
budget, we will recommend that council appropriate the funds by way of a FY 2006/ 07 mid- year
budget amendment.
REDEVELOPMENT AGENCY
2006 is a milestone year for Downtown Redwood City. The new downtown Century Theatre and “ On
Broadway” retail and restaurants, as well as the 590- space public parking facility, will all open to the
public. The streetscape improvements around the cinema/ retail project and on Broadway between
Middlefield and Hamilton will be completed, as well as the “ Theatre Way” improvements between
Winslow and Broadway and Courthouse Square.
The new directional signage and way- finding program will be installed and will enhance the experience
of Downtown as a distinct and unique place that is comfortable to everyone, whether in a car or on
foot. The new and improved parking facilities and the innovative Downtown Parking Management
Program will provide “ just enough” parking at the right price and help create a “ park once and walk”
district. The pedestrian experience will be enhanced by “ road- diet” improvements to Jefferson, the
Post Office Paseo linking parking to Jefferson and the retail/ cinema complex. The 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 Downtown Precise Plan will occur in FY 2006/ 07. The intertwining
of regulatory control with the community vision and strategic investment of limited public resources
detailed in the Plan will help accelerate the revitalization process into the future and add to the appeal
and success of Downtown as a great place - revived as the “ heart of the City” and developed as the
primary entertainment center of the mid- Peninsula.
The budget for FY 2006/ 07 provides additional capital funding in the amount of $ 699,514 for
contingency purposes and critical pioneering development and adds back the $ 175,000 for “ Child
Care Site Acquisition” used during FY 2005/ 06 to help fund the cost of the environmental impact report
for the Downtown Precise Plan. 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 childcare site funds
will help support the development of the Bradford Site with senior housing and, if authorized by
Council, a childcare facility to serve the needs of downtown families, residents, and workers. A $ 1.2
million operating reserve has been budgeted as well. Tax increment projections have been adjusted
downward to address the issue of property tax appeals that are ongoing and that cost the Agency
about $ 400,000 in the current fiscal year.
The proposed redevelopment housing budget for FY 2006/ 07 continues support for the townhouse
ownership units to be built by Habitat for Humanity pursuant to the Disposition and Development
Agreement with the Agency. The $ 74,000 will help pay for the anticipated higher water facility fees.
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.
The operational budget remains basically the same, with the exception of additional funding for
“ Economic Development” and the marketing and promotion of Downtown, and for “ Storefront
Improvements.” Staff is looking at 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 2006/ 07 budget. This is the $ 3 million loan that
was part of the Downtown Funding Plan adopted by the Council in 2003.
Creativity:
Freedom to
Imagine and
Courage to
Act
Build a Great
Community
Together
v
The FY 2006/ 07 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) as FY
2003/ 04, 2004/ 05, and 2005/ 06. Staff will be talking with Legal Aid 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)
In 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 2005/ 06 is
$ 121,300. 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 have been
increased by $ 60,746, the City’s reimbursement amount under AB 1546, which is above the status
quo budgets for these sub- programs.
The capital improvement program also includes a recommendation to spend an equal amount of funds
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 January 23, 2006 the City Council:
1. Approved the Redwood City Water Financing Plan – 2006 Update, prepared by Bartle Wells
Associates, independent public finance advisors for the purpose of financing the recycled water
project - Alternative ‘ TF’, as recommended by the Community Task Force on Recycled Water;
2. Conceptually approved a 12% water rate increase, and asked the City Council Utilities Committee
to work with staff to recommend how rate increases could be implemented on July 1, 2006;
3. Acting as the City of Redwood City Public Financing Authority Board of Directors, the Council
approved bond financing documents in connection with the issuance of $ 26 million in City of
Redwood City Public Financing Authority water revenue bonds.
4. To date, the City Council has secured $ 56.5 million in net bond financing of the $ 72.4 million
estimated cost of Phase One of the Redwood City Recycled Water Project, which is scheduled to
begin delivering water to commercial landscape irrigation customers east of Hwy. 101 in the spring
of 2007.
In June 2006 the City Council will consider a rate increase recommendation from the Council’s Utilities
Committee and the staff.
Sewer Fund
On June 27, 2005, the City Council approved an increase in the sewer service charge from $ 23.92 to
$ 26.27 per month. The increase was driven primarily by an 8.5% increase in the costs of sewage
treatment services provided by South Bayside System Authority, as the Authority begins a multi- year
repair and replacement program for critical facilities.
Parking Fund
In years past the fund has had very little visibility in the budget process. In the proposed FY 2006/ 07
budget and in ensuing years the parking fund will be much more visible and will command more
attention from staff and the Council.
With the opening of the cinema/ retail project staff expects annual parking fee revenues to increase
over 470% from $ 426,000 to $ 2,426,000! It is proposed that this additional revenue be appropriated
for managing and maintaining the two parking structures, one of which will open late in FY 2005/ 06.
Build a Great
Community
Together
vi
Such costs include $ 435,000 for the contract with Ampco to manage the facility operations, and
$ 415,000 for energy costs for the Jefferson Avenue garage. It is also proposed that additional law
enforcement personnel ($ 569,000) approved by Council to furnish traffic control and ensure safety of
the people and vehicles being parked downtown be paid for by the parking fund.
The parking fee revenue projections are very speculative as we have very negligible experience from
which to build a forecast. Should these revenue projections fall short of actual experience, staff will
return to Council with a report and recommended solutions which may include using general fund
resources to support the parking fund.
APPROPRIATIONS LIMITS
Build a Great
Community
Together
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 2006/ 07 is estimated to be $ 274,620,000.
The FY 2006/ 07 appropriations subject to limitations are $ 54,017,000. 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, Assistant to the City Manager; Carlos Bolanos, Assistant City Manager/ Chief of
Police; 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 Faith Marte-
Kroeger. 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.
Sincerely and on behalf of the department heads,
Ed Everett
City Manager
City of Redwood City Budget 2006- 2008
Department Budget Options
v ii
City Attorney
• Administrative Assistant - $ 20,699
The City Attorney’s office desires to fully fund the administrative assistant position and bring the
position to 1.00 FTE.
• Attorney’s Fees - $ 124,600
The City Attorney’s office requests that attorney’s fees be increased by $ 74,600 to cover ongoing and
unanticipated litigation and specialized services for FY 2006/ 07. In addition, the City Attorney’s office
also requests that attorney’s fees be augmented by $ 50,000 to cover outside attorney’s fees for the
Human Resources department. In total, the City Attorney’s office requests an addition of $ 124,600 to
attorney’s fees for FY 2006/ 07.
City Council
• Civic Engagement, Professional Development, Community Development - $ 25,804
Conferences: The League of California Cities ( LOCC) annual conference, LOCC advanced academy
workshops, LOCC executive forum, LOCC legislative briefings, Association of Bay Area Governments
general assembly meetings, Council of Cities meetings, council manager workshops, and progress
seminar. Experienced facilitator services are required for strategy sessions, priority sessions,
workshops, and task forces meetings. Community relationships and awareness are strengthened
through programs such as Redwood City International and Boards, Committees and Commissions.
City Manager
• Community Building, Civic Engagement, Communication - $ 52,000
Provide community building, civic engagement, public awareness, and communications between City
and community. The cost of maintaining the current level of community building and minor additions
is $ 52,000. This includes: two community input meetings on the council priorities, two community
input meetings on the budget, Community Builders series of four sessions, PACT ( nine evenings),
four One- Movie- One community events, and six community meetings ( i. e. traffic, gangs, community
issues etc.).
Community Development Services ( CDS)
• Economic Development - Business Retention and Promotion
The CDS staff is in the midst of many business- related activities. Please see the memo provided
under the Budget Option Memos tab, which is at the end of this budget document, for further details.
• Code Enforcement – $ 266,000
The addition of a community service officer and a building inspector will restore a proactive code
enforcement program with the ability to address additional code violations, at an annual cost of $ 207,000,
and a one- time cost of $ 59,000 for two hybrid vehicles. Alternatives are provided under the Budget Option
Memos tab.
• Shuttle Service - $ 42,000
On April 24, 2006, Council approved a continued study of a one- year pilot project which would require
$ 42,000 from the traffic mitigation fees fund.
• Neighborhood Traffic - $ 50,000 to $ 100,000
One person could be dedicated to dealing with neighborhood traffic issues to make sure that questions
get answered, referrals are made to neighborhood groups, and there is a consensus from the
neighborhood for some type of traffic control change. A half- time person or contract would be
approximately $ 50,000 per year and full- time or contract would cost approximately $ 100,000. A half- time
position may be more difficult to recruit.
City of Redwood City Budget 2006- 2008
Department Budget Options
viii
Fire
• Restore Engine # 9 - $ 406,000
Engine 9 is currently out- of- service 104 shifts per year. Based upon current salary and benefit
schedules, the annual cost of reinstating E9 to full- time status is $ 406,000. Alternatives are provided
in detail under the Budget Option Memos tab.
Parks, Recreation and Community Services
• After School Programs - $ 235,000
As of February 2006, five of the eight sites had a waiting list representing a total of 176 children. A rough
estimate of the cost of serving that waiting list is $ 235,000. Alternatives are provided under the Budget
Option Memos tab.
Police
• Police and Parking Officers - $ 589,420
The request for the additional positions and surveillance equipment was discussed and approved by
City Council on March 27, 2006.
City of Redwood City Budget 2006- 2008
General Fund – Five Year Projection
ix
SPECIFIC ASSUMPTIONS
• Secured property taxes increase 7.5% in FY 2006/ 07, 6% in FY 2007/ 08, and 5% per year in
FY 2008/ 09 through FY 2010/ 11.
• Sales taxes increase 4% per year for FY 2008/ 09 through FY 2010/ 11.
• Includes development fees for all reasonably anticipated future projects.
• Recently approved increases to planning fees are included.
• No general fund support for capital projects other than transfers of utility users’ taxes.
• Excess ERAF rebates will continue $ 1.7 million per year through FY 2010/ 11.
• Each bargaining unit will have given up at least one year without a salary increase.
• No further declines in sales tax due to electronically delivered software after FY 2006/ 07.
City of Redwood City Budget 2006- 2008
General Fund – Five Year Projection 2006/ 07 Through 2010/ 11 ( In $ 000s)
2001- 02 2002- 03 2003- 04 2004- 05 2005- 06
ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATE
REVENUES
Property Taxes 18,674 18,975 20,436 21,571 27,909
Sales Tax 14,938 15,090 15,745 16,476 17,417
Other Taxes 4,272 4,322 4,923 5,778 6,111
Licenses and Permits 1,107 871 960 1,126 1,212
Fines and Forfeitures 441 591 582 660 653
Interest Earnings/ Rentals 2,860 2,021 1,466 1,096 1,106
Revenue from Other Agencies 7,394 7,329 6,406 7,721 4,812
Charges for Services 4,044 4,168 3,930 3,834 3,901
Other Revenues 4,722 5,461 5,588 6,447 6,687
Library 1,049 1,097 809 691 863
Recreation Revenues 1,185 1,373 1,583 1,565 1,511
Total Revenues 60,686 61,298 62,428 66,965 72,181
Transfers- In:
Interest from other funds 731 936 652 466 779
Others 156 163 173 182 313
GID 1- 64 Maintenance District 150 64 140 150 250
Total revenues and transfers- in 61,723 62,461 63,393 67,763 73,523
EXPENDITURES
City Council 192 215 208 196 224
City Manager 945 960 975 866 994
City Attorney 504 654 626 566 646
City Clerk 428 465 477 490 555
Human Resources 1,289 1,330 1,344 1,274 1,245
Finance & Adminstrative Support 1,841 2,789 2,830 3,222 3,468
Police 17,260 19,187 20,567 23,706 24,176
Fire 10,319 11,808 12,420 14,072 14,417
Community Development Services 4,818 5,210 4,580 4,292 4,779
Parks & Recreation 10,333 11,240 10,743 10,772 10,861
Library 5,681 6,179 5,949 5,393 5,415
Public Works Services 1,206 1,228 1,178 1,158 1,162
Budget Adjustments 1,545
Total Expenditures 54,816 61,265 61,897 66,007 69,487
Transfers- out 14,678 2,069 1,166 1,172 1,038
Total expenditures and transfers- out 69,494 63,334 63,063 67,179 70,525
Net surplus ( deficit) - 7,771 - 873 330 584 2,997
Net surplus ( deficit) as a percentage of
General fund revenues and transfers- in: - 12.59% - 1.40% 0.52% 0.86% 4.08%
Detail of transfers- out:
gas tax operations
gas tax contruction 982 21
traffic safety 1,045 1,087 1,010 842 902
capital projects 10,775 851 200
others 1,876 131 135 130 136
TOTAL 14,678 2,069 1,166 1,172 1,038
x
City of Redwood City Budget 2006- 2008
General Fund – Five Year Projection 2006/ 07 Through 2010/ 11 ( In $ 000s)
2006- 07 2007- 08 2008- 09 2009- 10 2010- 11
BUDGET ESTIMATE ESTIMATE ESTIMATE ESTIMATE
29,044 30,576 32,105 33,710 35,395
17,484 18,418 19,154 19,921 20,717
6,141 6,331 6,584 6,847 7,121
922 1,462 772 552 612
653 653 653 653 653
1,210 1,260 1,260 1,260 1,260
3,089 3,152 3,262 3,377 3,495
4,386 4,620 4,781 4,949 5,122
6,665 7,112 7,361 7,619 7,885
607 607 628 650 673
1,439 1,439 1,489 1,541 1,595
71,641 75,628 78,050 81,078 84,529
566 506 438 438 438
329 345 363 380 399
250 250 250 250 250
72,786 76,729 79,101 82,146 85,616
259 276 280 285 289
1,076 1,111 1,157 1,205 1,248
845 876 910 946 979
528 594 618 642 664
1,293 1,334 1,387 1,443 1,494
3,528 3,931 4,045 4,163 4,275
25,311 26,371 27,495 28,669 29,731
14,648 15,295 15,976 16,689 17,326
5,140 5,372 5,585 5,807 6,008
11,877 12,257 12,731 13,226 13,678
5,832 6,506 6,860 7,143 7,398
1,231 1,259 1,300 1,343 1,385
71,568 75,182 78,346 81,559 84,475
1,402 1,488 1,582 1,680 1,759
72,970 76,670 79,927 83,240 86,234
- 185 59 - 827 - 1,094 - 619
- 0.25% 0.08% - 1.04% - 1.33% - 0.72%
306 358 393 431 456
953 980 1,031 1,084 1,129
143 150 158 165 174
1,402 1,488 1,582 1,680 1,759
xi
City of Redwood City Budget 2006- 2008
xii
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City of Redwood City Budget 2006- 2008
Budget Summary OPERATING BUDGET SUMMARY BY DEPARTMENT 1
DEPARTMENT
CITY COUNCIL
ADOPTED
2006/ 07
2007/ 08
($) ($)
CITY COUNCIL......................................................................
.
259,497 276,017
CITY MANAGER....................................................................
1,075,919 1,111,247
CITY ATTORNEY ..................................................................
845,819 875,625
CITY CLERK..........................................................................
528,235 593,544
COMMUNITY DEVELOPMENT SERVICES..........................
6,488,678 6,729,057
FINANCE ...............................................................................
7,679,743 8,166,431
FIRE.......................................................................................
14,647,532 15,294,653
HUMAN RESOURCES ..........................................................
1,293,575 1,334,462
LIBRARY................................................................................
5,831,686 6,505,722
PARKS, RECREATION and COMMUNITY SERVICES........
12,275,673 12,671,819
POLICE..................................................................................
26,001,871 27,054,827
PUBLIC WORKS SERVICES ................................................ 36,906,663 37,942,387
TOTAL 113,834,891 118,555,791
__________________________
( 1) Excludes Debt Service, Capital Projects, Redevelopment Agency, Housing, and Internal Service Funds
Budget Summary - 1
City of Redwood City Budget 2006- 2008
Budget Summary ANALYSIS OF BUDGET BY FUND – 2006/ 07
BEGINNING ESTIMATED TRANSFER TOTAL
BALANCE REVENUES IN/( OUT) AVAILABLE
$ $ $
GENERAL OPERATING FUNDS
General Fund 20,967,457 69,594,458 ( 5,768,857) 84,793,058
Library Fund 607,000 5,224,686 5,831,686
Recreation Program Fund 1,439,056 ( 42,380) 1,396,676
Sandpiper Park/ Shores Childcare Reserves
Subtotal 20,967,457 71,640,514 ( 586,551) 92,021,420
SPECIAL REVENUE FUNDS
Traffic Safety Fund 21,095 321,700 953,108 1,295,903
Special Gas Tax Fund 118,032 1,459,540 306,241 1,883,813
GID 1- 64 Maintenance District 714,945 592,484 ( 250,000) 1,057,429
Seaport Centre Maintenance 587,697 187,000 774,697
Seaport Blvd. Landscape Maintenance 112,658 216,314 328,972
Lido Maintenance District 225,282 179,013 404,295
Grants 1,652,275 1,652,275
Redevelopment Agency ( 930,587) 9,845,419 ( 2,088,475) 6,826,357
S. L. E. S. F. Grant 132 85,000 85,132
Subtotal 849,254 14,538,745 ( 1,079,126) 14,308,873
CAPITAL IMPROVEMENT FUNDS
Utility Users Tax 7,975,206 ( 5,645,650) 2,329,556
Gas Tax Construction 33,415 660,000 693,415
Transportation Fund 519,234 1,373,898 1,893,132
Capital Projects Fund 2,879,105 528,000 4,457,650 7,864,755
GID Facilities Fees Fund 2,395,031 259,000 2,654,031
Water Capital Projects Fund 236,087 2,450,000 2,686,087
Sewer Capital Projects Fund 444,303 1,000,000 1,444,303
Grants & Bond Proceeds 680,390 900,000 1,580,390
Traffic Impact Fees 1,529,167 1,100,000 2,629,167
Traffic Mitigation Funds 2,558,156 152,000 2,710,156
Subtotal 11,274,888 12,288,104 2,922,000 26,484,992
DEBT SERVICE FUNDS
General Improvement District 1- 64 1,425,310 1,411,292 2,836,602
Assessment Districts 7,508,117 4,145,188 11,653,305
City Hall Certificates of Participation 10,437,497 368,467 10,805,964
Public Financing Authority 3,992,272 2,473,709 2,088,475 8,554,456
Subtotal 23,363,196 8,398,656 2,088,475 33,850,327
ENTERPRISE FUNDS
Parking Fund 972,124 2,491,715 3,463,839
Water Fund 13,020,075 22,140,680 ( 1,878,846) 33,281,909
Sewer Fund 301,494 14,947,225 ( 1,427,952) 13,820,767
Subtotal 14,293,693 39,579,620 ( 3,306,798) 50,566,515
TOTAL ALL FUNDS 70,748,488 146,445,639 38,000 217,232,127
( excluding Internal Service)
INTERNAL SERVICE FUNDS
Equipment Services Fund 5,044,824 3,292,543 8,337,367
Internal Services Fund 147,770 7,674,072 ( 38,000) 7,783,842
Workers' Compensation Ins. Fund ( 1,949,779) 2,480,503 530,724
General Liability Insurance Fund 577,193 1,415,877 1,993,070
Subtotal 3,820,008 14,862,995 ( 38,000) 18,645,003
TOTAL ALL FUNDS 74,568,496 161,308,634 0 235,877,130
$
( 1) General fund expenditures are shown net of expenditures that are reimbursed by the Redevelopment Agency.
( 2) Despite the projected negative fund balance as of June 30 2007, the Agency will have sufficient cash available to finance
its activities in FY 2006/ 07 due to a long- term loan from the City.
Budget Summary - 2
City of Redwood City Budget 2006- 2008
Budget Summary ANALYSIS OF BUDGET BY FUND – 2006/ 07
OPERATIONS CAPITAL TOTAL ENDING
DEBT SERVICE IMPROVEMENTS EXPENDITURE BALANCE
$ $ $ $
64,341,218 ( 1) 64,341,218 20,451,840
5,831,686 5,831,686
1,396,676 1,396,676
328,744
71,569,580 71,569,580 20,780,584
1,274,808 1,274,808 21,095
1,765,781 1,765,781 118,032
447,657 447,657 609,772
64,618 64,618 710,079
164,115 164,115 164,857
253,626 253,626 150,669
1,591,529 60,746 1,652,275
5,626,054 2,500,004 8,126,058 ( 1,299,701) ( 2)
84,585 84,585 547
11,272,773 2,560,750 13,833,523 475,350
2,329,556 2,329,556
660,000 660,000 33,415
326,608 1,100,000 1,426,608 466,524
7,003,550 7,003,550 861,205
1,265,550 1,265,550 1,388,481
2,450,000 2,450,000 236,087
1,000,000 1,000,000 444,303
1,580,390 1,580,390
300,000 300,000 2,329,167
2,710,156
2,656,164 15,359,490 18,015,654 8,469,338
1,721,428 1,721,428 1,115,174
3,938,559 3,938,559 7,714,746
875,176 875,176 9,930,788
4,476,954 4,476,954 4,077,502
11,012,117 11,012,117 22,838,210
2,285,951 2,285,951 1,177,888
20,195,077 20,195,077 13,086,832
13,052,183 13,052,183 768,584
35,533,211 35,533,211 15,033,304
132,043,845 17,920,240 149,964,085 67,596,786
4,248,765 4,248,765 4,088,602
7,671,215 7,671,215 112,627
2,384,658 2,384,658 ( 1,853,934)
1,325,714 1,325,714 667,356
15,630,352 15,630,352 3,014,651
147,674,197 17,920,240 165,594,437 70,611,437
Budget Summary - 3
City of Redwood City Budget 2006- 2008
Budget Summary ANALYSIS OF BUDGET BY FUND – 2007/ 08
BEGINNING ESTIMATED TRANSFER TOTAL
BALANCE REVENUES IN/( OUT) AVAILABLE
$ $ $
GENERAL OPERATING FUNDS
General Fund 20,780,585 73,582,613 ( 6,596,665) 87,766,533
Library Fund 607,000 5,898,722 6,505,722
Recreation Program Fund 1,438,756 ( 34,007) 1,404,749
Sandpiper Park/ Shores Childcare Reserves
Subtotal 20,780,585 75,628,369 ( 731,950) 95,677,004
SPECIAL REVENUE FUNDS
Traffic Safety Fund 21,095 321,700 980,277 1,323,072
Special Gas Tax Fund 118,032 1,474,130 357,922 1,950,084
GID 1- 64 Maintenance District 609,772 618,653 ( 250,000) 978,425
Seaport Centre Maintenance 710,079 187,000 897,079
Seaport Blvd. Landscape Maintenance 164,857 217,198 382,055
Lido Maintenance District 150,669 181,686 332,355
Grants 1,663,684 1,663,684
Redevelopment Agency ( 1,299,701) 9,280,237 ( 2,085,957) 5,894,579
S. L. E. S. F. Grant 547 70,000 70,547
Subtotal 475,350 14,014,288 ( 997,758) 13,491,880
CAPITAL IMPROVEMENT FUNDS
Utility Users Tax 7,975,206 ( 5,653,206) 2,322,000
Gas Tax Construction 33,415 522,500 555,915
Transportation Fund 466,524 1,428,014 1,894,538
Capital Projects Fund 861,205 468,611 4,662,095 5,991,911
GID Facilities Fees Fund 1,388,481 142,000 1,530,481
Water Capital Projects Fund 236,087 2,250,000 2,486,087
Sewer Capital ProjectsFund 444,303 1,000,000 1,444,303
Traffic Impact Fees 2,329,167 810,000 3,139,167
Traffic Mitigation Funds 2,710,156 130,998 2,841,154
Subtotal 8,469,338 10,954,829 2,781,389 22,205,556
DEBT SERVICE FUNDS
General Improvement District 1- 64 1,115,174 5,000 1,120,174
Assessment Districts 7,714,746 4,148,438 11,863,184
City Hall Certificates of Participation 9,930,788 352,722 10,283,510
Public Financing Authority 4,077,502 2,472,551 2,085,957 8,636,010
Subtotal 22,838,210 6,978,711 2,085,957 31,902,878
ENTERPRISE FUNDS
Parking Fund 1,177,888 2,498,032 3,675,920
Water Fund 13,086,832 23,311,081 ( 1,650,289) 34,747,624
Sewer Fund 768,584 15,276,295 ( 1,449,349) 14,595,530
Subtotal 15,033,304 41,085,408 ( 3,099,638) 53,019,074
TOTAL ALL FUNDS 67,596,787 148,661,605 38,000 216,296,392
( excluding Internal Service)
INTERNAL SERVICE FUNDS
Equipment Services Fund 4,088,602 3,328,599 7,417,201
Internal Services Fund 112,627 8,084,002 ( 38,000) 8,158,629
Workers' Compensation Ins. Fund ( 1,853,934) 2,495,807 641,873
General Liability Insurance Fund 667,356 1,473,558 2,140,914
Subtotal 3,014,651 15,381,966 ( 38,000) 18,358,617
TOTAL ALL FUNDS 70,611,438 164,043,571 0 234,655,009
$
( 1) General fund expenditures are shown net of expenditures that are reimbursed by the Redevelopment Agency.
( 2) Despite the projected negative fund balance as of June, 30 2008, the Agency will have sufficient cash available to finance
its activities in FY 2007/ 08 due to a long- term loan from the City.
Budget Summary - 4
City of Redwood City Budget 2006- 2008
Budget Summary ANALYSIS OF BUDGET BY FUND – 2007/ 08
OPERATIONS CAPITAL TOTAL ENDING
DEBT SERVICE IMPROVEMENTS EXPENDITURE BALANCE
$ $ $ $
67,271,275 ( 1) 67,271,274 20,495,259
6,505,722 6,505,722
1,404,749 1,404,749
345,358
75,181,746 75,181,746 20,840,617
1,301,977 1,301,977 21,095
1,832,052 1,832,052 118,032
456,871 456,871 521,554
69,991 69,991 827,088
170,351 170,351 211,704
263,463 263,463 68,892
1,602,938 60,746 1,663,684
5,575,571 1,376,400 6,951,971 ( 1,057,392) ( 2)
69,542 69,542 1,005
11,342,756 1,437,146 12,779,902 711,978
2,322,000 2,322,000
522,500 522,500 33,415
331,739 1,100,000 1,431,739 462,799
4,982,520 4,982,520 1,009,391
1,530,481
2,250,000 2,250,000 236,087
1,000,000 1,000,000 444,303
300,000 300,000 2,839,167
2,841,154
2,653,739 10,155,020 12,808,759 9,396,797
736,168 736,168 384,006
3,928,789 3,928,789 7,934,395
878,726 878,726 9,404,784
4,465,078 4,465,078 4,170,932
10,008,761 10,008,761 21,894,117
2,310,800 2,310,800 1,365,120
20,828,751 20,828,751 13,918,873
13,395,762 13,395,762 1,199,768
36,535,313 36,535,313 16,483,761
135,722,315 11,592,166 147,314,481 69,327,270
3,647,280 3,647,280 3,769,921
8,124,635 8,124,635 33,994
2,384,677 2,384,677 ( 1,742,804)
1,375,448 1,375,448 765,466
15,532,040 15,532,040 2,826,577
151,254,355 11,592,166 162,846,521 72,153,847
Budget Summary - 5
City of Redwood City Budget 2006- 2008
Budget Summary BUDGET SUMMARY BY DEPARTMENT BY FUND – 2006/ 07
Budget Summary - 6
General Water Sewer Gas Tax Traffic Safety
Fund Fund Fund Fund Fund
$ $ $ $ $
City Council 259,497
City Manager
Management/ Policy Execution 800,741
Community Promotion 275,178
Total 1,075,919
City Attorney 845,819
City Clerk
City Clerk 528,235
Warehouse Services
Community Development Services
Administration 202,431
Courthouse Square Maint. 218,845
Downtown Facilities Operation
Building and Inspection 2,405,478
Engineering and Construction 1,156,141
Housing
Planning and Redevelopment 1,157,143
Total 5,140,038
Finance
Revenue Services 1,354,679
Financial Services/ Debt Svc. 1,065,164
Administrative Support 2,463,376 150,168 63,498
Risk Management
Info. Tech./ Telephone Services
Total 3,528,540 1,504,847 63,498
Fire
Fire Safety 14,647,532
Human Resources
Human Resources 1,293,575
Workers' Compensation
Total 1,293,575
Library Services 5,831,686
Parks, Recreation & Comm. Svcs.
Human Services 1,278,800
Parks/ Recreation 10,597,854
Building Services
Total 11,876,654
Police
Law Enforcement 25,311,437
Public Works Services
Fleet and MSC Management
Right- of- Way Maintenance 1,083,448 1,447,190 1,274,808
Wastewater Mgmt. Services 147,200 12,988,685 318,591
Water Utility Services 18,690,230
Total 1,230,648 18,690,230 12,988,685 1,765,781 1,274,808
GRAND TOTAL 71,569,580 20,195,077 13,052,183 1,765,781 1,274,808
City of Redwood City Budget 2006- 2008
Budget Summary BUDGET SUMMARY BY DEPARTMENT BY FUND – 2006/ 07
Budget Summary - 7
Utility Users Other Total Internal
Tax Fund Funds All Funds Service
$ $ $ $
259,497 City Council
City Manager
800,741 Management/ Policy Execution
275,178 Community Promotion
1,075,919 Total
845,819 City Attorney
City Clerk
528,235 City Clerk
180,444 Warehouse Services
Community Development Services
202,431 Administration
218,845 Courthouse Square Maint.
1,213,244 1,213,244 Downtown Facilities Operation
2,405,478 Building and Inspection
135,396 1,291,537 Engineering and Construction
1,530,783 1,530,783 Housing
5,626,054 6,783,197 Planning and Redevelopment
8,505,477 13,645,515 Total
Finance
53,604 1,408,283 Revenue Services
11,052,117 12,117,281 Financial Services/ Debt Svc.
2,329,556 199,698 5,206,296 Administrative Support
1,325,714 Risk Management
2,592,242 Info. Tech./ Telephone Services
2,329,556 11,305,419 18,731,860 3,917,956 Total
Fire
14,647,532 88,771 Fire Safety
Human Resources
1,293,575 Human Resources
2,384,658 Workers' Compensation
1,293,575 2,384,658 Total
5,831,686 Library Services
Parks, Recreation & Comm. Svcs.
1,278,800 Human Services
399,019 10,996,873 Parks/ Recreation
2,593,038 Building Services
399,019 12,275,673 2,593,038 Total
Police
690,434 26,001,871 2,216,720 Law Enforcement
Public Works Services
4,248,765 Fleet and MSC Management
410,684 4,216,130 Right- of- Way Maintenance
540,276 13,994,752 Wastewater Mgmt. Services
5,551 18,695,781 Water Utility Services
956,511 36,906,663 4,248,765 Total
2,329,556 21,856,860 132,043,845 15,630,352 GRAND TOTAL
City of Redwood City Budget 2006- 2008
Budget Summary BUDGET SUMMARY BY DEPARTMENT BY FUND – 2007/ 08
Budget Summary - 8
General Water Sewer Gas Tax Traffic Safety
Fund Fund Fund Fund Fund
$ $ $ $ $
City Council 276,017
City Manager
Management/ Policy Execution 831,891
Community Promotion 279,356
Total 1,111,247
City Attorney 875,625
City Clerk
City Clerk 593,544
Warehouse Services
Community Development Services
Administration 212,108
Courthouse Square Maint. 291,792
Downtown Facilities Operation
Building and Inspection 2,478,907
Engineering and Construction 1,201,537
Housing
Planning and Redevelopment 1,187,651
Total 5,371,995
Finance
Revenue Services 1,403,622
Financial Services/ Debt Svc. 1,108,956
Administrative Support 2,821,720 178,381 75,661
Risk Management
Info. Tech./ Telephone Services
Total 3,930,676 1,582,003 75,661
Fire
Fire Safety 15,294,653
Human Resources
Human Resources 1,334,462
Workers' Compensation
Total 1,334,462
Library Services 6,505,722
Parks, Recreation & Comm. Svcs.
Human Services 1,320,213
Parks/ Recreation 10,937,139
Building Services
Total 12,257,352
Police
Law Enforcement 26,370,996
Public Works Services
Fleet and MSC Management
Right- of- Way Maintenance 1,109,313 1,499,328 1,301,977
Wastewater Mgmt. Services 150,144 13,320,101 332,724
Water Utility Services 19,246,748
Total 1,259,457 19,246,748 13,320,101 1,832,052 1,301,977
GRAND TOTAL 75,181,746 20,828,751 13,395,762 1,832,052 1,301,977
City of Redwood City Budget 2006- 2008
Budget Summary BUDGET SUMMARY BY DEPARTMENT BY FUND – 2007/ 08
Utility Users Other Total Internal
Tax Fund Funds All Funds Service
$ $ $ $
276,017 City Council
City Manager
831,891 Management/ Policy Execution
279,356 Community Promotion
1,111,247 Total
875,625 City Attorney
City Clerk
593,544 City Clerk
187,427 Warehouse Services
Community Development Services
212,108 Administration
291,792 Courthouse Square Maint.
1,216,425 1,216,425 Downtown Facilities Operation
2,478,907 Building and Inspection
140,637 1,342,174 Engineering and Construction
1,542,192 1,542,192 Housing
5,575,571 6,763,222 Planning and Redevelopment
8,474,825 13,846,820 Total
Finance
56,190 1,459,812 Revenue Services
10,048,761 11,157,717 Financial Services/ Debt Svc.
2,322,000 199,901 5,597,663 Administrative Support
1,375,448 Risk Management
2,714,835 Info. Tech./ Telephon Services
2,322,000 10,304,852 18,215,192 4,090,283 Total
Fire
15,294,653 88,771 Fire Safety
Human Resources
1,334,462 Human Resources
2,384,677 Workers' Compensation
1,334,462 2,384,677 Total
6,505,722 Library Services
Parks, Recreation & Comm. Svcs.
1,320,213 Human Services
414,467 11,351,606 Parks/ Recreation
2,831,624 Building Services
414,467 12,671,819 2,831,624 Total
Police
683,831 27,054,827 2,301,978 Law Enforcement
Public Works Services
3,647,280 Fleet and MSC Management
421,231 4,331,849 Right- of- Way Maintenance
554,092 14,357,061 Wastewater Mgmt. Services
6,729 19,253,477 Water Utility Services
982,052 37,942,387 3,647,280 Total
2,322,000 20,860,027 135,722,315 15,532,040 GRAND TOTAL
e
Budget Summary - 9
City of Redwood City Budget 2006- 2008
Budget Summary GRAPHS
Budget Summary - 10
General Fund Revenues
FY 2006/ 07
$ 72.786 million
Trans fers - in
1.57%
Sales Tax
24.02%
Interes t &
Rents
1.66%
Licens es &
Permi ts
1.27%
From Other
Agencies
4.24%
Charges for
Services
6.03%
Other Revenue
11.97%
Fines &
Forfeitures
0.90%
Other Taxes
8.44%
Prop. Tax
39.90%
City of Redwood City Budget 2006- 2008
Budget Summary GRAPHS
General Fund Expenditures
FY 2006/ 07
$ 72.970 million
Others
10.2%
Transfers- out
1.9%
Police
34.7%
Fire
20.1%
Com. Dev.
7.1%
Public Works
1.7%
Parks & Rec.
16.3%
Library
8.0%
Budget Summary - 11
City of Redwood City Budget 2006- 2008
Budget Summary GRAPHS
General Fund Revenues
FY 2007/ 08
$ 76.729 million
Transfers- in
Other Revenue 1.4%
11.9%
Prop. Tax
39.8%
Sales Tax
24.0%
Charges for
Services
6.0%
From Other
Agencies
4.1%
Interest & Rents
1.6%
Fines & Foreitures
0.9%
Licenses &
Permits
2.1%
Other Taxes
8.2%
Budget Summary - 12
City of Redwood City Budget 2006- 2008
Budget Summary GRAPHS
General Fund Expenditures
FY 2007/ 08
$ 76.670 million
Others
10.6%
Transfers- out
1.9%
Com. Devel.
7.1%
Public Works
1.6%
Parks & Rec.
16.0%
Library
8.5% Police
34.4%
Fire
19.9%
Budget Summary - 13
City of Redwood City Budget 2006- 2008
Budget Summary GRAPHS
General Fund
FY 2006/ 07
Where $ Spent
Fixed Assets
0.1%
Employee Costs
68.7%
Supplies &
Services
16.8%
Internal Services
15.0%
Budget Summary - 14
City of Redwood City Budget 2006- 2008
Budget Summary GRAPHS
General Fund
FY 2007/ 08
Where $ Spent
Fixed Assets
0.2%
Employee Costs
68.9%
Internal Services
14.3%
Supplies &
Services
16.6%
Budget Summary - 15
City of Redwood City Budget 2006- 2008
Budget Summary GRAPHS
Property Tax Growth
Increases in Assessed Valuation
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
99/ 00 00/ 01 01/ 02 02/ 03 03/ 04 04/ 05 05/ 06 06/ 07 07/ 08
Represents estimated assessed valuation
Budget Summary - 16
City of Redwood City Budget 2006- 2008
Budget Summary REVENUE ESTIMATES 2006/ 07 AND 2007/ 08
2003- 04 2004- 05 2005- 06 2005- 06 2006- 07 2007- 08
ACTUAL ACTUAL BUDGET ESTIMATE BUDGET ESTIMATE
GENERAL FUND
A PROPERTY TAXES
1 Current Year Secured Tax 17,612,648 19,107,837 19,575,099 19,866,924 21,222,901 22,445,276
2 Current Year Unsecured 1,642,891 1,350,789 1,350,352 1,227,668 1,227,668 1,251,681
3 Prior Year Taxes 13,434 28,354 5,000 5,000 5,000 5,000
4 ERAF Return 1,167,205 2,534,917 1,000,000 3,437,022 1,700,000 1,700,000
5 Property Tax In- Lieu of Vehicle License Fees 4,000,000 4,823,529 4,888,775 5,173,885
6 State Take- Aways ( 1,451,374) ( 1,451,374) ( 1,451,374)
Total Property Taxes 20,436,178 21,570,523 24,479,077 27,908,769 29,044,344 30,575,842
B OTHER TAXES AND FEES
1 Sales and Use Tax 15,745,034 16,476,894 17,306,772 17,416,554 17,484,285 18,417,660
2 Franchises Fees 1,200,381 1,237,870 1,217,412 1,300,000 1,349,360 1,400,694
3 Transient Occupancy Tax 1,838,796 2,227,632 2,297,391 2,628,605 2,760,035 2,898,037
4 Property Transfer Tax 662,961 829,061 675,000 925,000 800,000 800,000
5 Business Licenses 1,221,568 1,483,598 1,212,000 1,257,000 1,232,000 1,232,000
Total Other Taxes 20,668,740 22,255,055 22,708,575 23,527,159 23,625,680 24,748,391
C LICENSES AND PERMITS
1 Building Permits 824,865 970,661 1,065,000 1,100,000 810,000 1,350,000
2 Other Licenses and Permits 18,400 14,644 12,010 12,010 12,010 12,010
3 Parking Permits 21,150 40,370 22,000
4 Fire Permits 95,157 101,179 100,000 100,395 100,000 100,000
Total Licenses and Permits 959,572 1,126,854 1,199,010 1,212,405 922,010 1,462,010
D FINES AND FORFEITURES
1 Parking Fines 550,054 670,968 650,000 650,000 650,000 650,000
2 Administrative Citation Fines 31,903 ( 11,269) 3,000 3,000 3,000 3,000
Total Fines and Forfeitures 581,957 659,699 653,000 653,000 653,000 653,000
E USE OF MONEY AND PROPERTY
1 Interest Income 1,085,701 663,000 693,780 693,780 797,500 847,500
2 Rents and Concessions 380,004 432,724 412,000 412,000 412,000 412,000
Total Uses of Money and Property 1,465,705 1,095,724 1,105,780 1,105,780 1,209,500 1,259,500
F REVENUE FROM OTHER AGENCIES
1.1 Motor Vehicle In- Lieu Fee 3,435,771 4,591,959 500,000 515,000 536,000 557,960
1.2 Motor Vehicle In- Lieu Loan Repayment 1,300,641
1.3 Enhanced Motor Vehicle Collections 68,350 68,000
2 Proposition 172 Sales Tax 585,168 597,648 593,278 627,530 658,906 691,852
3 Police Officer Training 9,546 24,731 10,000 10,000 20,000 20,000
4 Police Athletic League 72,103 80,026 50,000 50,000 50,000 50,000
5 Homeowner Property Tax Relief 203,804 193,062 195,000 195,000 195,000 195,000
6 Off Highway License Fee 2,230 2,637 2,600 2,600 2,600 2,600
7 State- Mandated Program Reimbursement 42 88,451 88,000 88,000 88,000 88,000
8 Recreation Program Grants 783,571 641,470 541,000 794,067 546,864 546,864
9 State Booking Fee Reimbursements 284,417 284,417
10 Contribution for Streets 27,831 34,615 29,830 29,830 29,830 29,830
11 Fair Oaks Information and Referral 73,408 44,632 58,726 58,726 58,726 58,726
12 Fair Oaks Center Contribution/ Grants 302,847 324,929 270,881 270,881 278,999 287,369
13 Paramedic Program Contribution 202,185 221,661 241,000 242,388 243,830 243,830
14 Port of Redwood City Contribution 354,732 590,557 627,000 627,000 380,000 380,000
Total Revenue from Other Agencies 6,406,005 7,720,795 3,275,315 4,811,663 3,088,755 3,152,031
Budget Summary - 17
City of Redwood City Budget 2006- 2008
Budget Summary REVENUE ESTIMATES 2006/ 07 AND 2007/ 08
2003- 04 2004- 05 2005- 06 2005- 06 2006- 07 2007- 08
ACTUAL ACTUAL BUDGET ESTIMATE BUDGET ESTIMATE
G CHARGES FOR CURRENT SERVICES
1 Planning Fees 76,395 60,500 100,000 26,700 192,000 196,000
2 Sale of Maps and Publications 5,423 12,361 9,400 7,500 1,000 1,000
3 Fire Services 274,335 394,567 263,300 291,821 284,000 284,000
4 Fire Inspection Fees 2,164 3,538 2,500 5,866 4,000 4,000
5 Police Services 270,297 299,794 260,000 260,000 240,000 240,000
6 Plan Checking Fees 334,048 382,091 460,000 464,300 409,300 694,300
7 Garbage Collection Franchise Fees 1,531,001 1,507,069 1,579,525 1,579,525 1,605,150 1,667,675
8 Engineering and Subdivision Fees 319,739 369,391 240,000 340,000 512,000 360,000
9 Accounting Services 82,475 83,205 74,000 74,000 75,486 65,391
10 Miscellaneous Fees and Charges 35,988 42,712 28,000 22,950 10,200 10,200
11 Senior Advisory Council Reimbursement 224,879 202,300 273,000 273,000 268,135 286,591
12 Reimbursable Planning Contracts 447,066 180,294 325,000 248,000 300,000 300,000
13 SBSA Landscape Maintenance Services 71,880 87,886 90,384 90,384 97,138 102,006
14 Shopping Cart Collection Fees 79,084 81,955 85,000 85,000 85,000 85,000
15 Planning Cost Recovery 175,483 126,759 350,000 132,000 174,000 148,500
16 Courthouse Square Rental Income 18,728 24,970
17 After School Program Fees 110,000 150,000
Total Charges for Current Services 3,930,257 3,834,422 4,140,109 3,901,046 4,386,137 4,619,633
H OTHER REVENUE
1 Sale of Property 4,700 25,387 5,100
2 Water Fund 1,264,292 1,570,950 1,739,160 1,739,160 1,925,550 2,118,105
3 Sewer Fund 920,833 1,054,457 1,122,008 1,122,008 1,178,334 1,236,900
4 Parking Fund 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 2,288,117 2,124,920 2,211,882
6 Other Revenues 1,495,135 1,561,605 1,322,000 1,491,624 1,395,496 1,503,319
Total Other Revenue 5,587,682 6,447,446 6,512,017 6,686,741 6,665,032 7,112,206
I LIBRARY REVENUE
1 Library Grants 444,701 357,541 364,077 525,587 200,000 200,000
2 Fair Oaks Library Contribution 165,446 186,214 201,000 201,000 201,000 201,000
3 Library Services 198,712 147,561 160,000 136,000 206,000 206,000
Total Library Revenue 808,859 691,316 725,077 862,587 607,000 607,000
J RECREATION REVENUES
1 Recreation Program Fees 1,582,784 1,564,895 1,750,900 1,511,361 1,439,056 1,438,756
Total General Fund Revenues 62,427,739 66,966,729 66,548,860 72,180,511 71,640,514 75,628,369
SPECIAL REVENUE FUNDS
A TRAFFIC SAFETY FUND
1 Total Traffic Fines 282,481 365,976 327,900 339,848 321,700 321,700
B GAS TAX OPERATING FUNDS
1 Gas Tax Section 2107 and 2017.5 641,482 641,283 656,170 625,056 631,310 637,620
2 Gas Tax Section 2105 475,617 477,040 489,350 470,433 475,140 479,890
3 Gas Tax Section 2106 357,474 356,421 365,490 349,594 353,090 356,620
4 Gas Tax Interest Income ( 4,774) 3,459
5 Hauling Fees and Miscellaneous 123,607 23,484 30,000 713
Total Gas Tax Funds 1,593,406 1,501,687 1,541,010 1,445,796 1,459,540 1,474,130
C MAINTENANCE DISTRICTS
1 General Improvement District ( GID) 1- 64 563,621 600,289 575,519 589,892 592,484 618,653
2 Seaport Centre 290,702 303,533 187,000 187,000 187,000 187,000
3 Seaport Boulevard 159,788 167,084 219,000 217,169 216,314 217,198
4 Lido Area 172,734 173,762 175,281 175,796 179,013 181,686
Total Maintenance District Funds 1,186,845 1,244,668 1,156,800 1,169,857 1,174,811 1,204,537
Budget Summary - 18
City of Redwood City Budget 2006- 2008
Budget Summary REVENUE ESTIMATES 2006/ 07 AND 2007/ 08
2003- 04 2004- 05 2005- 06 2005- 06 2006- 07 2007- 08
ACTUAL ACTUAL BUDGET ESTIMATE BUDGET ESTIMATE
D Grants
1 Federal Law Enforcement Grants 44,937 19,528
2 Interest Income 2,142 1,322 2,519
3 Community Development Block Grant 1,278,339 1,278,339 1,130,783 1,139,749
4 Program Income 300,000 300,000 400,000 402,443
5 Other Grants 3,755
6 Vehicle License Fee Surcharge 121,300 121,492 121,492
Total Grants 50,834 20,850 1,578,339 1,702,158 1,652,275 1,663,684
E REDEVELOPMENT HOUSING FUND
1 Property Tax Increment 1,808,380 1,856,496 1,719,097 1,861,741 2,018,824 2,059,201
2 Interest Income 137,270 145,359 29,373 137,665 98,886 38,000
3 Miscellaneous Revenue 124,632 375,812
Total Redevelopment Housing Fund 2,070,282 2,377,667 1,748,470 1,999,406 2,117,710 2,097,201
F REDEVELOPMENT GENERAL FUND
1 Property Tax Increment 6,195,168 6,404,455 6,876,389 6,398,968 6,997,486 7,137,436
2 Interest Income 615,873 435,571 565,467 449,181 178,733 45,600
3 Other Revenues 34,973,967 6,038,043 551,490
Total Redevelopment General Fund 41,785,008 12,878,069 7,441,856 6,848,149 7,727,709 7,183,036
Total All RDA Funds 43,855,290 15,255,736 9,190,326 8,847,555 9,845,419 9,280,237
H SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND ( SLESF) GRANT
1 SLESF Grant 113,212 110,267 102,763 109,759 85,000 70,000
2 Interest Income 745 898
Total SLESF Grant 113,957 111,165 102,763 109,759 85,000 70,000
Total Special Revenue Funds 47,082,813 18,500,082 13,897,138 13,614,973 14,538,745 14,014,288
CAPITAL PROJECT FUNDS
A CAPITAL PROJECTS FUND
1 Utility Users' Tax 7,497,057 7,665,519 7,650,000 7,818,829 7,975,206 7,975,206
2 Other Revenues 14,166,076 3,283,142
3 Interest Income 429,094 441,431 375,695 744,258 528,000 468,611
Total Capital Projects Fund 22,092,227 11,390,092 8,025,695 8,563,087 8,503,206 8,443,817
B TRANSPORTATION FUND
1 Measure ' A' Funds 1,051,894 1,121,857 1,140,610 1,300,863 1,352,898 1,407,014
2 C/ CAG Reimbursement 223,700
3 Interest Income 48,840 24,603 17,000 20,547 21,000 21,000
Total Measure ' A' Funds 1,100,734 1,370,160 1,157,610 1,321,410 1,373,898 1,428,014
C PUBLIC FINANCE AUTHORITY CONSTRUCTION FUND
1 Total Series - B- Interest Income 1,394 3,092
D GENERAL IMPROVEMENT DISTRICT 1- 64 FACILITIES FEES FUND
1 Total Interest Income 316,742 280,352 259,000 300,000 259,000 142,000
E CONSTRUCTION GRANTS FUND
1 Gas Tax- Federal Aid Urban and C/ CAG Grants 1,955,329 3,811,755
2 Transportation Grants 1,045,459 53,090 454,700 772,249 900,000
Total Construction Grants Fund 3,000,788 3,864,845 454,700 772,249 900,000
F TRAFFIC MITIGATION FEES FUND
1 Total Interest Income 128,390 117,185 130,000 113,594 152,000 130,998
Budget Summary - 19
City of Redwood City Budget 2006- 2008
Budget Summary REVENUE ESTIMATES 2006/ 07 AND 2007/ 08
2003- 04 2004- 05 2005- 06 2005- 06 2006- 07 2007- 08
ACTUAL ACTUAL BUDGET ESTIMATE BUDGET ESTIMATE
G TRAFFIC IMPACT FEES FUND
1 Traffic Impact Fees 188,126 97,454 340,000 360,000 900,000 650,000
2 Interest Income 102,157 118,800 102,000 223,312 200,000 160,000
Total Traffic Impact Fees Fund 290,283 216,254 442,000 583,312 1,100,000 810,000
H ASSESSMENT DISTRICT BOND PROCEEDS AND INTEREST INCOME
1 Redwood Shores Traffic Improvement 433,662 246,683
2 Pacific Shores Traffic Improvement 6,695 20,571
Total Assessment District Fund 440,357 267,254
I TAX ALLOCATION BONDS FUND
1 Total RDA Tax Allocation Issuance 46
Total Capital Project Funds 27,370,961 17,509,234 10,469,005 11,653,652 12,288,104 10,954,829
DEBT SERVICE FUNDS
A GENERAL IMPROVEMENT DISTRICT 1- 64 FACILITIES BONDS
1 Assessments 1,348,692 1,349,508 1,344,776 1,344,776 1,406,292
2 Interest Income 6,466 5,563
Total GID 1- 64 Facilities Fund 1,355,158 1,355,071 1,344,776 1,344,776 1,406,292
B GENERAL IMPROVEMENT DISTRICT 1- 64 RECLAMATION BONDS
1 Assessments 647,379 639,540 641,014 641,014
2 Interest Income 10,407 9,271 10,000 10,000 5,000 5,000
Total GID 1- 64 Reclamation Fund 657,786 648,811 651,014 651,014 5,000 5,000
F PUBLIC FINANCE AUTHORITY
1 Rental Income 1,947,203 2,215,381 2,290,182 2,290,182 2,293,479 2,284,121
2 Interest Income 146,351 73,388 80,000 66,000 85,000 93,200
Total Public Finance Authority 2,093,554 2,288,769 2,370,182 2,356,182 2,378,479 2,377,321
G 1997 TAX ALLOCATION BONDS
1 Total Interest Income 95,525 114,814 95,000 95,000 95,230 95,230
H CITY HALL CERTIFICATES OF PARTICIPATION
1 Total Interest Income 215,050 287,267 349,775 353,371 368,467 352,722
I SEAPORT CONSOLIDATED ASSESSMENT DISTRICT
1 Assessments 1,307,481 1,297,924 1,297,848 1,297,848 967,320 970,245
2 Interest Income 22,214 34,988 16,000 16,000 44,100 44,100
Total Seaport Cons. Assess. Dist. Fund 1,329,695 1,332,912 1,313,848 1,313,848 1,011,420 1,014,345
J PACIFIC SHORES ASSESSMENT DISTRICT
1 Assessments 2,083,383 2,059,263 2,101,222 2,126,222 2,098,360 2,096,960
2 Interest Income 35,414 57,698 25,000 70,000 76,000 76,000
Total Pac. Shores Assess. Dist. Fund 2,118,797 2,116,961 2,126,222 2,196,222 2,174,360 2,172,960
K REDWOOD SHORES TRANSPORTATION ASSESSMENT DISTRICT
1 Assessments 1,006,169 1,005,824 1,005,895 1,033,497 915,408 917,133
2 Interest Income 16,962 28,657 12,000 37,900 44,000 44,000
Total RWS Assess. Dist. Fund 1,023,131 1,034,481 1,017,895 1,071,397 959,408 961,133
Total Debt Service Funds 8,888,696 9,179,086 9,268,712 9,381,810 8,398,656 6,978,711
Budget Summary - 20
City of Redwood City Budget 2006- 2008
Budget Summary REVENUE ESTIMATES 2006/ 07 AND 2007/ 08
2003- 04 2004- 05 2005- 06 2005- 06 2006- 07 2007- 08
ACTUAL ACTUAL BUDGET ESTIMATE BUDGET ESTIMATE
ENTERPRISE FUNDS
A PARKING
1 Property Tax 26,095 34,081 25,000 25,000 25,500 26,010
2 Parking Fees 412,520 445,722 452,579 426,189 2,426,189 2,426,189
3 Interest Income 23,714 25,278 29,512 31,983 40,026 45,833
Total Parking Fund 462,329 505,081 507,091 483,172 2,491,715 2,498,032
B WATER UTILITY
1 Interest Income 385,887 679,091 597,100 504,212 398,076 411,081
2 Facility Fees 345,894 298,679 250,000 245,000 250,000 250,000
3 Connection Fees 124,497 89,485 120,000 130,000 120,000 120,000
4 Basic Service Charges 5,249,445 5,463,518 5,837,000 5,618,258 6,703,930 7,095,000
5 Water Sales 10,509,202 10,379,822 13,072,000 13,248,494 14,623,674 15,390,000
6 Miscellaneous Revenues 123,837 79,861 45,000 65,000 45,000 45,000
Total Water Utility Fund 16,738,762 16,990,456 19,921,100 19,810,964 22,140,680 23,311,081
C SEWER UTILITY
1 Interest Income 111,292 70,033 45,748 61,944 167,765 141,115
2 Facility Fees 38,594 134,642 75,000 200,000 52,000 52,000
3 Sewer Connection Fees 14,550 20,350 45,000 24,000 35,000 35,000
4 Sewer Service Charges 8,305,910 9,067,370 10,447,055 10,460,000 12,659,200 12,975,680
5 Fair Oaks District 1,721,261 1,396,566 1,583,082 1,590,000 1,696,760 1,730,000
6 Emerald Lakes Area 348,290 570,267 230,813 240,000 232,000 238,000
7 Oak Knoll Area 47,611 76,775 31,537 36,000 36,000 36,000
8 Woodside Sewer Service 20,224 25,621 24,267 28,600 28,500 28,500
9 Miscellaneous Revenues 71,771 63,582 30,000 60,000 40,000 40,000
Total Sewer Utility Fund 10,679,503 11,425,206 12,512,502 12,700,544 14,947,225 15,276,295
Total Enterprise Funds 27,880,594 28,920,743 32,940,693 32,994,680 39,579,620 41,085,408
INTERNAL SERVICE FUNDS
A EQUIPMENT SERVICES FUND
1 Internal Service Charges 2,491,414 2,480,518 2,465,099 2,465,099 2,994,724 3,054,584
2 Interest Income 181,712 171,205 133,966 174,691 197,079 173,275
3 Miscellaneous 106,622 173,744 119,201 119,201 100,740 100,740
Total Equipment Services Fund 2,779,748 2,825,467 2,718,266 2,758,991 3,292,543 3,328,599
B INTERNAL SERVICES FUND
1 Facility Maintenance Services 1,400,266 1,219,528 1,213,655 1,213,655 1,233,384 1,323,341
2 Facility Custodial Services 1,161,064 1,143,968 1,310,562 1,310,562 1,369,597 1,518,537
3 Central Services 179,984 120,483 126,504 126,504 137,593 143,093
4 Information Technology ( IT) Services 1,088,271 1,089,020 1,189,425 1,189,425 1,604,629 1,659,236
5 IT Services - Other Agencies 527,529 536,323 620,374 620,374 603,817 623,685
6 Telephone Services 396,775 369,761 372,730 372,730 380,277 391,615
7 Communication Services 1,858,593 2,032,084 2,119,066 2,119,066 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
10 Interest Income 59,626 25,134 35,000 35,000 38,000 38,000
Total Internal Services Fund 6,730,996 6,763,586 7,076,087 7,076,087 7,674,072 8,084,002
Budget Summary - 21
City of Redwood City Budget 2006- 2008
Budget Summary REVENUE ESTIMATES 2006/ 07 AND 2007/ 08
2003- 04 2004- 05 2005- 06 2005- 06 2006- 07 2007- 08
ACTUAL ACTUAL BUDGET ESTIMATE BUDGET ESTIMATE
C WORKERS' COMPENSATION INSURANCE FUND
1 Workers' Comp. Insurance Charges 1,021,995 2,216,991 2,368,438 2,368,438 2,250,124 2,265,453
2 Charges to Port 18,401 34,845 37,283 37,283 53,826 53,801
3 Interest Income 125,045 131,850 93,502 93,502 176,553 176,553
Total Workers' Comp. Ins. Fund 1,165,441 2,383,686 2,499,223 2,499,223 2,480,503 2,495,807
D GENERAL LIABILITY INSURANCE FUND
1 General Liability Insurance Charges 915,296 1,260,020 1,274,507 1,274,507 1,278,661 1,313,842
2 Insurance Pool Dividends 5,310 170,171
3 Interest Income 55,506 54,411 58,797 58,797 137,216 159,716
Total General Liability Ins. Fund 976,112 1,484,602 1,333,304 1,333,304 1,415,877 1,473,558
Total Internal Service Funds 11,652,297 13,457,341 13,626,880 13,667,605 14,862,995 15,381,966
TOTAL REVENUES ALL FUNDS 185,303,100 154,533,215 146,751,288 153,493,231 161,308,634 164,043,571
Budget Summary - 22
City of Redwood City Budget 2006- 2008
Budget Summary PROPERTY TAX
Budget Summary - 23
In 1978 Proposition 13 was approved by the voters in California to amend the State Constitution limiting the
property tax to 1% of the market value of property as of July 1, 1975. The value was allowed to increase with
inflation but not more than 2% a year. Properties resold after July 1, 1975 are assessed at the price paid by
buyer. New construction was to be assessed at the cost of construction ( if self occupied) or market sale value if
sold.
The tax is collected the by County Tax Collector and apportioned to the various agencies including cities, school
districts, college districts, hospital districts, etc., on a formula basis adopted by the State legislature under
Assembly Bill 8. This is contained in the California Government Code Section 26912.
Secured taxes are due and payable to the County in two equal installments each fiscal year by December 10th and
April 10th. The secured roll consists of taxes that become a lien against the property. The unsecured roll consists
of property that is of a moveable nature such as personal property or stock in trade where a lien cannot be
secured.
In FY 1992/ 93 and FY 1993/ 94 the state legislature changed the basis in which property taxes are allocated
between local agencies and school districts. The cumulative effect of these changes is a 20% reduction in
property taxes received by local agencies.
In FY 2005/ 06 state law was changed to provide cities with property tax revenue that was formerly received as
vehicle license fees. As a result Redwood City’s property taxes increased about $ 4.5 million although there was
no net increase in the City’s overall revenues due to this change.
The County remits the property taxes to the cities on a regular basis as they have been collected. Redwood City's
share of the general fund property taxes for the last six years and the two budgeted years is as follows:
Year
$ Amount
% Increase/
Decrease
Per
Capita
2000- 01 15,403,664 9.46 203.22
2001- 02 18,673,524 21.23 244.74
2002- 03 18,975,013 1.61 249.72
2003- 04 20,436,178 7.70 272.12
2004- 05 21,570,523 5.55 283.88
2005- 06 27,908,769 29.38 366.80
2006- 07 29,044,344 4.07 381.73
2007- 08 30,575,842 5.27 401.85
Property Tax Revenues
$ 0
$ 2,000,000
$ 4,000,000
$ 6,000,000
$ 8,000,000
$ 10,000,000
$ 12,000,000
$ 14,000,000
$ 16,000,000
$ 18,000,000
$ 20,000,000
$ 22,000,000
$ 24,000,000
$ 26,000,000
$ 28,000,000
$ 30,000,000
$ 32,000,000
2000- 01 2001- 02 2002- 03 2003- 04 2004- 05 2005- 06 2006- 07 2007- 08
City of Redwood City Budget 2006- 2008
Budget Summary UTILITY USERS’ TAX
Budget Summary - 24
A utility users’ tax was imposed by Redwood City in 1983 to be collected on telephone charges, gas and electric
charges, and cable TV charges. The rate is currently set at 5% of these billings.
Utility users’ tax is a general tax and can be used for any governmental purpose. It is the policy of the current
City Council to use the revenues generated from this source for capital improvements. During FY 1991/ 92 bonds
were issued for the construction of a new police facility and for refinancing of the bonds issued for the
construction of the new library and main fire station. A portion of these bonds were refunded in 1998. In 2003,
the outstanding 1991 bonds were refunded. The debt service for both the 1998 and 2003 bonds are being paid
from utility users’ taxes.
Year
$ Amount
% Increase/
Decrease
Per
Capita
2000- 01 7,368,064 23.89 97.20
2001- 02 6,924,217 ( 6.03) 90.75
2002- 03 7,009,817 1.24 92.25
2003- 04 7,497,057 6.95 99.83
2004- 05 7,665,519 2.25 100.88
2005- 06 7,818,829 2.00 102.76
2006- 07 7,975,206 2.00 104.82
2007- 08 7,975,206 0 104.82
Utility Users’ Tax Revenue
$ 6,200,000
$ 6,400,000
$ 6,600,000
$ 6,800,000
$ 7,000,000
$ 7,200,000
$ 7,400,000
$ 7,600,000
$ 7,800,000
$ 8,000,000
2000- 01 2001- 02 2002- 03 2003- 04 2004- 05 2005- 06 2006- 07 2007- 08
City of Redwood City Budget 2006- 2008
Budget Summary SALES TAX
Budget Summary - 25
The City imposes a 1% tax on all qualifying sales originating within the city limits of Redwood City. This tax is
collected by the businesses along with the county and state sales tax. The total amount collected is remitted by
the retailers to the State Board of Equalization. The total sales tax rate in the county ( including state, county, city,
and special district taxes) is 8.25%. Under an agreement with San Mateo County, Redwood City contributes 5%
of its collection to the county. Thus, Redwood City's portion of the total sales tax collected within the city limits is
0.95%.
Funds are received from the state on a monthly basis. Each month an advance is made based on estimates. An
adjustment is made each quarter to reflect the actual taxable sales activity. The funds may be used for any
governmental purpose.
Redwood City's share of the sales tax during the last six years and the two budgeted years is as follows:
Year
$ Amount
% Increase/
Decrease
Per
Capita
2000- 01 20,842,720 12.42 274.97
2001- 02 14,937,621 ( 28.33) 195.78
2002- 03 15,090,100 1.02 198.59
2003- 04 15,745,034 4.34 209.65
2004- 05 16,476,894 4.65 216.84
2005- 06 17,416,554 5.70 228.90
2006- 07 17,484,285 0.39 229.79
2007- 08 18,417,660 5.34 242.06
Sales Tax Revenue
$ 0
$ 2,000,000
$ 4,000,000
$ 6,000,000
$ 8,000,000
$ 10,000,000
$ 12,000,000
$ 14,000,000
$ 16,000,000
$ 18,000,000
$ 20,000,000
$ 22,000,000
2000- 01 2001- 02 2002- 03 2003- 04 2004- 05 2005- 06 2006- 07 2007- 08
City of Redwood City Budget 2006- 2008
Budget Summary APPROPRIATION LIMIT
Budget Summary - 26
Article XIIIB of the California State Constitution, which became effective in FY 1979/ 80, and which was modified
( by Proposition 111) in November, 1989, sets an appropriation limit for governmental agencies. Using the
appropriations of FY 1978/ 79 as the base year, the limit is modified by the change in the composite consumer
price index, population, and the value of commercial property development within the City limits during each fiscal
year. Article XIIIB also sets the guidelines as to what can be included in the appropriation limits.
The estimated appropriation limit for Redwood City is $ 274,620,000 for FY 2006/ 07 and $ 288,351,000 for FY
2007/ 08, while the estimated actual appropriations subject to the limit amount to $ 54,017,000 in FY 2006/ 07 and
$ 56,718,000 in FY 2007/ 08. The following indicates the trend in appropriations subject to limitation:
0
25,000,000
50,000,000
75,000,000
100,000,000
125,000,000
150,000,000
175,000,000
200,000,000
225,000,000
250,000,000
275,000,000
300,000,000
FY 2003- 04 FY 2004- 05 FY 2005- 06 FY 2006- 07
APPROPRIATION LIMIT
All Funds Subject to Appropriation
Limit Sub. to Limit
Excluding General Improvement and Proprietary Funds
City of Redwood City Budget 2006- 2008
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT
Budget Summary - 27
Monthly Budgeted Adopted
Department/ Title Salary Ranges ($) 2005/ 06 2006/ 07 2007/ 08
City Council
Mayor 750 - 750 1.00 1.00 1.00
Vice Mayor 750 - 750 1.00 1.00 1.00
City Council Member 750 - 750 5.00 5.00 5.00
Total 7.00 7.00 7.00
City Manager
Administrative Clerk III 3,473 - 4,221 1.00 1.00 1.00
Assistant City Manager 7,799 - 9,359 0.00 0.25 0.25
Asst. To City Manager 6,753 - 9,153 1.00 1.00 1.00
City Manager 15,079 - 15,079 0.80 0.80 0.80
Community Communications Specialist 6,406 - 7,688 0.85 0.85 0.85
Executive Assistant 5,053 - 6,066 0.75 0.75 0.75
Police Chief 12,350 - 14,453 0.25 0.00 0.00
Total 4.65 4.65 4.65
City Attorney
Administrative Assistant 4,813 - 5,779 0.60 1.00 1.00
Administrative Clerk III 3,473 - 4,221 1.00 1.00 1.00
Assistant City Attorney 9,201 - 10,880 0.75 0.75 0.75
City Attorney 13,519 - 13,519 0.80 0.80 0.80
Managerial/ Professional I 3,467 - 6,065 0.63 0.63 0.63
Total 3.78 4.18 4.18
City Clerk
Administrative Clerk III 3,473 - 4,221 0.50 0.50 0.50
City Clerk 8,249 - 8,249 1.00 1.00 1.00
Delivery Driver Stock Clerk 3,318 - 4,032 1.00 1.00 1.00
Deputy City Clerk 4,813 - 5,779 1.00 1.00 1.00
Public Works Superintendent 7,763 - 9,317 0.35 0.00 0.00
Secretary 3,836 - 4,663 1.10 1.00 1.00
Total 4.95 4.50 4.50
Community Development Services
Accountant 5,255 - 6,307 0.25 0.00 0.00
Accounting Technician II 3,964 - 4,818 0.05 0.10 0.10
Administrative Clerk III 3,473 - 4,221 1.00 1.00 1.00
Administrative Secty 4,384 - 5,260 0.30 0.30 0.30
Assistant City Attorney 9,201 - 10,880 0.25 0.25 0.25
Assistant Engineer II 5,570 - 6,770 8.00 8.00 8.00
Assistant Plan Checker 5,150 - 6,261 1.00 1.00 1.00
Associate Engineer 6,128 - 7,450 3.00 3.00 3.00
Associate Planner 5,506 - 6,694 3.00 3.00 3.00
Building Inspector 5,151 - 6,261 5.90 5.80 5.80
City Attorney 13,519 - 13,519 0.20 0.20 0.20
City Manager 15,079 - 15,079 0.20 0.20 0.20
Comm. Devel. Services Manager 8,555 - 12,319 4.00 4.00 4.00
Comm. Devel. Services Director 11,599 - 13,619 1.00 1.00 1.00
Comm. Devel. Services Supervisor 7,463 - 8,956 4.00 4.00 4.00
Community Service Officer 3,895 - 4,736 0.90 2.00 2.00
City of Redwood City Budget 2006- 2008
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT
Budget Summary - 28
Monthly Budgeted Adopted
Department/ Title Salary Ranges ($) 2005/ 06 2006/ 07 2007/ 08
Community Development Services ( Continued)
Engineering Technician II 4,134 - 5,027 1.00 1.00 1.00
Executive Assistant 5,053 - 6,066 0.15 0.15 0.15
Finance Director 11,064 - 14,022 0.15 0.15 0.15
Financial Services Manager 7,933 - 9,430 0.05 0.05 0.05
Housing & Econ. Develop. Spec. II 5,151 - 6,261 2.00 2.00 2.00
Landscape Gardener 3,793 - 4,607 1.00 1.00 1.00
Management Analyst II 6,356 - 7,625 4.00 2.00 2.00
Paraprofessional 2,600 - 5,200 1.00 1.00 1.00
Permits Technician 4,289 - 5,213 3.00 3.00 3.00
Plan Check Engineer 7,463 - 8,956 1.00 1.00 1.00
Public Works Services Director 12,036 - 13,679 0.30 0.30 0.30
Public Works Services Supervisor 6,465 - 7,757 0.80 0.80 0.80
Redevelopment Project Manager 6,528 - 7,833 0.00 2.00 2.00
Secretary 3,836 - 4,663 4.00 4.00 4.00
Senior Accountant 6,339 - 7,604 0.80 1.05 1.05
Senior Building Coordinator 5,666 - 6,889 1.00 1.00 1.00
Senior Building Inspector 6,352 - 7,723 2.60 2.60 2.60
Senior Civil Engineer 7,909 - 9,491 5.00 5.00 5.00
Senior Engineering Technician 5,151 - 6,261 3.00 3.00 3.00
Senior Planner 6,785 - 8,141 2.00 2.00 2.00
Skilled Craft 3,467 - 6,067 0.35 0.35 0.35
Supv Civil Engineer 8,306 - 9,965 2.00 2.00 2.00
Technical Level I 3,467 - 6,065 2.00 2.00 2.00
Total 70.25 71.30 71.30
Finance
Account Clerk II 3,448 - 4,192 6.83 7.77 7.77
Accountant 5,255 - 6,307 0.75 0.00 0.00
Accounting Technician II 3,964 - 4,818 3.60 2.35 2.35
Administrative Assistant 4,813 - 5,779 1.00 1.00 1.00
Administrative Clerk II 3,160 - 3,838 0.15 0.15 0.15
Administrative Clerk III 3,473 - 4,221 1.00 1.00 1.00
Executive Assistant 5,053 - 6,066 0.10 0.10 0.10
Finance Director 11,064 - 14,022 0.85 0.85 0.85
Financial Services Manager 7,933 - 9,430 0.95 0.95 0.95
Funded Executive Director C/ CAG 12,281 - 12,281 1.00 1.00 1.00
Information Tech. Analyst I 5,594 - 6,714 0.00 1.00 1.00
Information Tech. Analyst II 6,156 - 7,387 3.00 3.00 3.00
Information Technology Manager 9,488 - 11,387 1.00 1.00 1.00
Managerial/ Professional I 3,467 - 6,065 1.00 1.00 1.00
Parking Meter Collector 2,981 - 3,624 0.75 0.90 0.90
Senior Accountant 6,339 - 7,604 2.20 2.95 2.95
Sr. Information Tech. Analyst 6,770 - 8,124 5.00 6.00 6.00
Supervising Information Tech. Analyst 7,906 - 9,488 2.00 2.00 2.00
Webmaster 6,770 - 8,124 1.00 1.00 1.00
Total 32.18 34.02 34.02
City of Redwood City Budget 2006- 2008
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT
Budget Summary - 29
Monthly Budgeted Adopted
Department/ Title Salary Ranges ($) 2005/ 06 2006/ 07 2007/ 08
Fire
Admin Chief/ Fire Marshall 8,743 - 10,628 1.00 1.00 1.00
Administrative Assistant 4,813 - 5,779 1.00 1.00 1.00
Administrative Clerk II 3,160 - 3,838 1.00 1.00 1.00
Administrative Secty 4,384 - 5,260 1.00 1.00 1.00
Battalion Chief 8,743 - 10,628 4.00 4.00 4.00
Contract Fire Plan Checker 5,547 - 5,547 0.00 0.00 0.00
Fire Captain 6,920 - 8,409 18.00 18.00 18.00
Fire Chief 12,350 - 13,878 1.00 1.00 1.00
Fire Fighter 5,689 - 6,916 39.00 39.00 39.00
Fire Prevention Officer 5,813 - 7,068 3.00 3.00 3.00
Secretary 3,836 - 4,663 1.00 1.00 1.00
Total 70.00 70.00 70.00
Human Resources
Administrative Clerk II 3,160 - 3,838 0.85 0.85 0.85
Employee Benefits Coordinator 4,813 - 5,779 1.00 1.00 1.00
Employee Development Manager 6,307 - 7,564 0.75 0.75 0.75
Human Resources Director 10,846 - 13,388 1.00 1.00 1.00
Human Resources Representative 5,276 - 6,335 2.00 2.00 2.00
Management Analyst II 6,356 - 7,625 1.00 1.00 1.00
Sr. Human Resources Representative 6,307 - 7,564 2.00 2.00 2.00
Total 8.60 8.60 8.60
Library
Administrative Clerk II 3,160 - 3,838 1.13 1.13 1.13
Administrative Clerk III 3,473 - 4,221 1.00 1.00 1.00
Administrative Secty 4,384 - 5,260 1.00 1.00 1.00
Facility Aide 2,874 - 3,491 1.00 1.00 1.00
Librarian II 4,435 - 5,393 8.90 8.90 8.90
Library Assistant II 3,342 - 4,061 7.95 7.18 8.68
Library Director 9,333 - 13,388 1.00 1.00 1.00
Library Division Manager 6,867 - 8,239 2.00 2.00 2.00
Library Services Supervisor 6,066 - 7,278 5.04 5.00 5.00
Literacy Tutor - Student Coordinator 4,435 - 5,393 3.00 4.00 4.00
Local History Specialist II 4,435 - 5,393 0.53 0.53 0.53
Senior Library Assistant 3,674 - 4,465 6.24 6.24 6.99
Specialist Librarian 4,658 - 5,662 0.85 1.00 1.00
Total 39.64 39.98 42.23
Parks, Recreation and Community Services
Administrative Assistant 4,813 - 5,779 1.00 1.00 1.00
Administrative Clerk I 2,871 - 3,489 0.00 0.00 0.00
Administrative Clerk II 3,160 - 3,838 2.00 2.00 2.00
Administrative Clerk III 3,473 - 4,221 2.00 2.00 2.00
Bldg Maintenance Worker 4,167 - 5,068 4.00 3.00 3.30
Childcare Assistant Director 3,474 - 4,222 0.00 0.00 0.00
City of Redwood City Budget 2006- 2008
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT
Budget Summary - 30
Monthly Budgeted Adopted
Department/ Title Salary Ranges ($) 2005/ 06 2006/ 07 2007/ 08
Parks, Recreation, and Community Services ( Continued)
Childcare Leader 2,871 - 3,489 0.00 0.00 0.00
Facility Aide 2,874 - 3,491 3.00 3.00 3.00
Facility Leader 3,317 - 4,030 4.00 4.00 4.00
Food Service Assistant 1,387 - 2,600 1.00 1.00 1.00
Head Chef 2,600 - 4,853 1.00 1.00 1.00
Human Services Specialist II 3,158 - 3,838 1.88 2.00 2.00
Human Services Specialist III 3,473 - 4,221 1.00 1.00 1.00
Landscape Equipment Operator 4,126 - 5,014 1.00 1.00 1.00
Landscape Gardener 3,793 - 4,607 20.35 19.40 19.40
Lead Landscape Gardener 4,167 - 5,068 5.00 5.00 5.00
Lead Maintenance Custodian 3,474 - 4,222 4.00 4.00 4.00
Maintenance Custodian 3,161 - 3,839 8.60 8.60 9.60
Office Clerical 1,170 - 3,467 3.00 3.00 3.00
Paraprofessional 2,600 - 5,200 5.25 8.00 8.00
Parks, Rec. & Comm. Svcs. Manager 6,470 - 7,763 9.00 9.00 9.00
Parks, Rec. & Comm. Svcs. Supt. 7,763 - 9,317 2.00 2.00 2.00
Parks, Rec. & Comm. Svcs. Director 10,846 - 13,679 1.00 1.00 1.00
Rec Instructor ( funded) 1,560 - 2,080 0.00 0.00 0.00
Rec. & Comm. Svcs. Prog. Coord. I 4,035 - 4,904 1.00 1.00 1.00
Rec. & Comm. Svcs. Prog. Coord. II 4,438 - 5,394 1.50 1.25 1.25
Recreation Supervisor 5,610 - 6,731 3.00 3.00 3.00
Secretary 3,836 - 4,663 2.00 2.00 2.00
Sr. Building Maintenance Worker 4,585 - 5,574 3.00 2.00 2.00
Senior Crafts Specialist 4,167 - 5,068 2.00 2.00 2.00
Service Maintenance 1,170 - 3,467 2.00 2.00 2.00
Skilled Craft 3,467 - 6,067 0.61 0.61 0.61
Total 95.19 94.86 96.16
Police
Administrative Secretary 4,384 - 5,260 2.00 2.00 2.00
Administrative Services Manager 7,469 - 8,963 1.00 1.00 1.00
Communications Dispatcher 4,984 - 6,059 11.00 11.00 11.00
Community Service Officer 3,895 - 4,736 9.00 9.00 9.00
Information Tech. Analyst II 6,156 - 7,387 1.00 0.00 0.00
Juvenile Specialist 4,500 - 5,400 1.00 1.00 1.00
Lead Police Clerk 3,916 - 4,760 2.00 2.00 2.00
Lead Public Safety Dispatcher 5,483 - 6,664 1.00 1.00 1.00
Police Captain 10,150 - 12,179 3.00 3.00 3.00
Police Chief 12,350 - 14,453 1.00 1.00 1.00
Police Clerk 3,563 - 4,328 9.00 9.00 9.00
Police Officer 6,147 - 7,472 75.00 80.00 80.00
Police Officer Trainee 6,147 - 6,776 0.00 0.00 0.00
Police Sergeant 7,910 - 9,612 15.00 15.00 15.00
Sr. Information Tech. Analyst 6,770 - 8,124 1.00 0.00 0.00
Total 132.00 135.00 135.00
City of Redwood City Budget 2006- 2008
Budget Summary PERSONNEL ALLOCATIONS BY DEPARTMENT
Budget Summary - 31
Monthly Budgeted Adopted
Department/ Title Salary Ranges ($) 2005/ 06 2006/ 07 2007/ 08
Public Works Services
Administrative Clerk I 2,871 - 3,489 1.00 1.00 1.00
Administrative Secretary 4,384 - 5,260 0.70 0.70 0.70
Assistant Engineer II 5,570 - 6,770 1.00 1.00 1.00
Community Communications Specialist 6,406 - 7,688 0.15 0.15 0.15
Consumer Service Technician 3,927 - 4,772 8.00 8.00 8.00
Customer Support Service Specialist 5,001 - 6,080 2.00 2.00 2.00
Equipment Mechanic II 4,411 - 5,361 5.00 5.00 5.00
Equipment Operations Leader 4,855 - 5,899 1.00 1.00 1.00
Equipment Service Worker 3,487 - 4,239 0.00 1.00 1.00
Landscape Gardener 3,793 - 4,607 0.30 0.00 0.00
Lead Equipment Mechanic 4,855 - 5,899 1.00 1.00 1.00
Lead Maintenance Electrician 5,334 - 6,485 1.00 1.00 1.00
Lead Public Wks. Maint. Worker 4,334 - 5,264 10.00 10.00 10.00
Maintenance Electrician 4,852 - 5,896 2.00 2.00 2.00
Management Analyst II 6,356 - 7,625 1.00 1.00 1.00
Public Works Maint. Worker I 3,570 - 4,339 1.00 1.00 1.00
Public Works Maint. Worker II 3,927 - 4,772 25.00 24.00 24.00
Public Works Maint. Wkr. III/ Equip. Op. 4,126 - 5,014 3.00 3.00 3.00
Public Works Services Director 12,036 - 13,679 0.70 0.70 0.70
Public Works Superintendent 7,763 - 9,317 4.65 5.00 5.00
Public Works Services Supervisor 6,465 - 7,757 6.20 6.20 6.20
Secretary 3,836 - 4,663 3.90 4.00 4.00
Tree Maint. Worker II 3,970 - 4,826 2.00 2.00 2.00
Urban Forestry Specialist 5,019 - 6,101 1.00 1.00 1.00
Utilities Specialist 5,001 - 6,080 3.00 3.00 3.00
Utility Locator 4,334 - 5,264 1.00 1.00 1.00
85.60 85.75 85.75
Budgeted Adopted
RECAP 2005/ 06 2006/ 07 2007/ 08
City Clerk 4.95 4.50 4.50
City Council 7.00 7.00 7.00
City Manager 4.65 4.65 4.65
City Attorney 3.78 4.18 4.18
Community Development Services 70.25 71.30 71.30
Finance 32.18 34.02 34.02
Fire 70.00 70.00 70.00
Human Resources 8.60 8.60 8.60
Library 39.64 39.98 42.23
Parks, Recreation and Community Services 95.19 94.86 96.16
Police 132.00 135.00 135.00
Public Works 85.60 85.75 85.75
Grand Total 553.84 559.84 563.39
( 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 Budget 2006- 2008
Budget Summary
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Budget Summary - 32
City of Redwood City Budget 2006- 2008
City Council Priorities
City Council Priorities - 1
The Redwood City City Council sets annual City Council Priorities and most recently updated those priorities in
February 2006. The City Council has five “ Overarching Priorities,” which are the guiding force in considering each
specific project or program. These five Overarching Priorities are as follows:
I. Community Building
II. Communication
III. Creating Pedestrian Friendly Public Places
IV. Quality of Life
V. Aesthetics
In addition, the City Council has identified five “ Priority” areas which guide the work programs for all of the City
departments, and are listed below.
A. Community/ Civic Support
B. Downtown Redevelopment
C. Government Operations
D. Public Safety
E. Transportation and Traffic
City of Redwood City Budget 2006- 2008
City Council Priorities
City Council Priorities - 2
This page left blank intentionally
City of Redwood City Budget 2006- 2008
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 Budget 2006- 2008
Performance Measures
Performance Measures - 2
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City of Redwood City Budget 2006- 2008
CITY COUNCIL
Legislative and
Policy Determination
City Council - 1
City of Redwood City Budget 2006- 2008
City Council
BUDGET DATA
2006/ 07 Department
Percentage of Budget
City
99.8%
City
Council
0.2%
2006/ 07 Expenditures
Cap
Alloc
0.0%
Int Svc
22.3%
Sup- Svc
12.9%
Emp
Cost
64.9%
2007/ 08 Expenditures
Sup- Svc
12.1%
Int Svc
21.5%
Cap
Alloc
0.0%
Emp
Cost
66.4%
PROGRAM: Legislative/ Policy Determination ( 61110)
SUB- PROGRAM PURPOSE OR BUSINESS:
Determine the policy of the City, seeking the most effective use of limited resources to meet community needs.
SUB- PROGRAM CHANGES FROM LAST YEAR ( FY 05/ 06):
No significant changes.
SUB- PROGRAM CHANGES YEAR ONE ( FY 06/ 07) TO YEAR TWO ( FY 07/ 08):
No significant changes.
Prior City Manager City Council
Budgets Recommends Approved
RESOURCES ALLOCATED 2004- 05 2005- 06 2006- 07 2007- 08 2006- 07 2007- 08
$ $ $ $ $ $
Employee Costs 142,425 157,645 168,292 183,230 168,292 183,230
Supplies and Services 9,568 7,568 7,568 7,568 33,372 33,372
Internal Services 52,333 56,654 57,833 59,415 57,833 59,415
Capital Allocations
Total 204,326 221,867 233,693 250,213 259,497 276,017
PROGRAM FINANCING
General Fund 204,326 221,867 233,693 250,213 259,497 276,017
PERSONNEL ( FTE)
City Council Member 7.00 7.00 7.00 7.00 7.00 7.00
City Council - 2
City of Redwood City Budget 2006- 2008
CITY MANAGER
Management/ Policy Execution
Community Promotions
City Manager - 1
City of Redwood City Budget 2006- 2008
City Manager DEPARTMENT SUMMARY
Prior City Manager City Council
Budgets Recommends Approved
RESOURCES ALLOCATED 2004- 05 2005- 06 2006- 07 2007- 08 2006- 07 2007- 08
$ $ $ $ $ $
Employee Costs 689,190 727,865 783,289 816,386 783,289 816,386
Supplies and Services 199,892 191,185 191,001 191,391 211,001 211,391
Internal Services 63,358 71,773 77,629 79,470 77,629 79,470
Capital Allocations 4,000 4,000 4,000 4,000 4,000 4,000
Total 956,440 994,823 1,055,919 1,091,247 1,075,919 1,111,247
PROGRAM FINANCING
General Fund 956,440 994,823 1,055,919 1,091,247 1,075,919 1,111,247
City Manager - 2
City of Redwood City Budget 2006- 2008
City Manager DEPARTMENT OVERVIEW
BUDGET DATA
2006/ 07 Department
Percentage of Budget
City
99.3%
City
Manager
0.7%
2006/ 07 Expenditures
Sup- Svc
18.1%
Int Svc
7.3%
Cap
Alloc
0.4%
Emp
Cost
74.2%
2007/ 08 Expenditures
Sup- Svc
19.0%
Int Svc
7.2%
Cap
Alloc
0.4%
Emp
Cost
73.5%
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
0
20
40
60
80
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 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. In FY 2002/ 03,
18 meetings were offered, which provided 400 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 1,116
citizen contacts. In FY 2005/ 06, we had 29 meetings which provided for 934 contacts. In FY 2005/ 06 we did
not have a Community Builders program, but we hope to offer the program in the fall 2006.
Since FY 2002/ 03, the City Manager’s office has sponsored a total of 107 meetings attended by a total of
3,642 community members.
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 opportunities, increase participation through additional
outreach efforts, and encourage other departments to use this model.
City Manager - 3
City of Redwood City Budget 2006- 2008
City Manager PRIORITIES/ MEASURES
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 PACT and at least four
opportunities for participation, which may include council priority input sessions, budget input sessions, and
another Community Builders series.
• Coordinate a third Community Builders series involving a minimum of 75 participants by April 2007.
• Facilitate the development of a community- based plan/ program for “ next steps” of community building by
June 2007.
• 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.
• Hold planning meetings with community members to kick off the Community/ Block Liaison concept by the end
of 2006.
• Sign up 40 new subscribers each year for the City’s monthly e- newsletter.
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 ( fall of 2005) 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
Before participating in PACT, 64% of the participants felt a very or somewhat strong sense of community, and
after going through the PACT program, the number of participants indicating they felt a very or somewhat
strong sense of community increased by 10% to 74%.
• 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 2005 customer service survey, ninety eight percent ( 98%) of respondents rated the City Manager’s
office as “ excellent” or “ good”.
City Manager - 4
City of Redwood City Budget 2006- 2008
City Manager PERFORMANCE MEASURES
0%
20%
40%
60%
80%
100%
Fall
2002
Spring
2003
Fall
2003
Spring
2004
Fall
2004
Spring
2005
Fall
2005
PACT Overall Ratings 2002- 2005
All Departments
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
The PACT program has been offered in both the spring and fall since the fall of September 2002. By the end of
FY 2005/ 06, 260 community members are expected to have graduated from PACT. At the end of each nine- week
program, participants are asked to evaluate the overall program. They are given a choice of rating ‘ excellent,’
‘ good,’ ‘ fair,’ or ‘ poor.’ Over the past four years no one rated the program as poor; in fact, we have never gone
below 96% in the ‘ excellent’ and ‘ good’ categories together. Since fall 2003, at least 94% of the participants have
rated the overall PACT program as 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 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 Manager - 5
City of Redwood City Budget 2006- 2008
City Manager PERFORMANCE MEASURES
0%
10%
20%
30%
40%
50%
60%
70%
80%
BEFORE participating in PACT AFTER participating in PACT
Very/ Somewhat strong
Somewhat/ Very weak
No sense of community
74%
26%
Sense of Community
64%
34%
2%
Definition
Beginning in spring 2005, Redwood City began conducting a “ before” and “ after” 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 participants own
sense of community, as a result of going through PACT. To date, there have been 66 responses from the two
classes surveyed in the spring and fall of 2005. 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?”
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. This survey will help us track a sense of community and determine if
the City’s community- building efforts are having an impact in the community. Before participating in PACT, 64%
of the participants felt there was a very or somewhat strong sense of community. After participating in PACT,
74% of the participants indicated that they felt a very or somewhat strong sense of community. This is an
increase of 10%. Recently, Council identified Community/ Civic Support as one of its priorities, and community
building is one of the primary objectives of the City Manager’s department. Programs such as Community
Builders and PACT seek to increase the sense of community, which will be tracked over time. Studies show that
a civically engaged community is healthier, safer, and better educated. A healthy community understands that a
city and its residents share responsibility for addressing common needs, and work towards improving the
community. It is only through this shared responsibility that a city becomes a real community.
Next Steps
Continue to provide the PACT program for our citizens so that we are able to increase a sense of community in
Redwood City. The City Manager’s department will continue community- building activities such as budget input
meetings, Council priority input meetings, and PACT, and we expect to see an increase in the ratings.
City Manager - 6
City of Redwood City Budget 2006- 2008
City Manager PERFORMANCE MEASURES
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
1998 1999 2000 2001 2002 2003 2004 2005
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 2005. The survey is sent
annually to employees that our office works with most frequently.
Analysis
In 2005, the survey was sent to 82 employees and 39 responded, which is a 47% return rate. Respondents gave
the department 97.7% “ excellent” or “ good” ratings, a slight decline from the department’s highest rating ever of
99.2% in 2004. Over the last six years, the City Manager’s office has significantly improved in providing excellent
customer service to all departments. It is apparent that in 1998 and 1999 there were some customer service
issues. However, in the year 2000, we hired new staff, implemented customer service standards, and changes
were made to the office configuration that made it friendlier and more welcoming. During 2002, we also used
technology to make the front desk more efficient and able to produce more, which is another factor why the
overall “ excellent/ good” ratings have increased in the past six years.
Next Steps
The City Manager’s office feels that the current overall rating of 97.7% “ excellent/ good” continues to be an
admirable rating. The office is committed to providing superior customer service and will assure that 95% or more
of the ratings are “ excellent/ good” in 2006. Staff will continue to ask for feedback and welcomes comments from
City employees.
City Manager - 7
City of Redwood City Budget 2006- 2008
City Manager SUB- PROGRAMS
PROGRAM: Management/ Policy Execution ( 61210)
SUB- PROGRAM PURPOSE OR BUSINESS:
Provide overall leadership and vision for the City organization; assist the City Council in identifying issues
requiring public policy decisions; and assure that programs and services are provided effectively and efficiently.
SUB- PROGRAM CHANGES FROM LAST YEAR ( FY 05/ 06):
No significant changes.
SUB- PROGRAM CHANGES YEAR ONE ( FY 06/ 07) TO YEAR TWO ( FY 07/ 08):
No significant changes.
Prior City Manager City Council
Budgets Recommends Approved
RESOURCES ALLOCATED 2004- 05 2005- 06 2006- 07 2007- 08 2006- 07 2007- 08
$ $ $ $ $ $
Employee Costs 586,219 615,771 666,302 695,213 666,302 695,213
Supplies and Services 40,215 53,508 53,324 53,714 53,324 53,714
Internal Services 62,775 71,201 77,115 78,964 77,115 78,964
Capital Allocations 4,000 4,000 4,000 4,000 4,000 4,000
Total 693,209 744,480 800,741 831,891 800,741 831,891
PROGRAM FINANCING
General Fund 693,209 744,480 800,741 831,891 800,741 831,891
PERSONNEL ( FTE)
City Manager 0.80 0.80 0.80 0.80 0.80 0.80
Police Chief 0.25
Assistant City Manager 0.25 0.25 0.25 0.25 0.25
Asst To City Manager 1.00 1.00 1.00 1.00 1.00 1.00
Management Analyst II 0.30
Executive Assistant 0.75 0.75 0.75 0.75 0.75 0.75
Administrative Clerk III 1.00 1.00 1.00 1.00 1.00 1.00
Total 4.10 3.80 3.80 3.80 3.80 3.80
City Manager - 8
City of Redwood City Budget 2006- 2008
City Manager SUB- PROGRAMS
PROGRAM: Community Engagement ( 61220)
SUB- PROGRAM PURPOSE OR BUSINESS:
Promote and facilitate community building and civic engagement outreach and activities; foster public awareness
of City actions; and provide effective communications between the City and the community, in order to build a
great community together.
SUB- PROGRAM CHANGES FROM LAST YEAR ( FY 05/ 06):
No significant changes.
SUB- PROGRAM CHANGES YEAR ONE ( FY 06/ 07) TO YEAR TWO ( FY 07/ 08):
No significant changes.
__________________________________________________________________________________________
Prior City Manager City Council
Budgets Recommends Approved
RESOURCES ALLOCATED 2004- 05 2005- 06 2006- 07 2007- 08 2006- 07 2007- 08
$ $ $ $ $ $
Employee Costs 102,971 112,094 116,987 121,173 116,987 121,173
Supplies and Services 159,677 137,677 137,677 137,677 157,677 157,677
Internal Services 583 572 514 506 514 506
Capital Allocations
Total 263,231 250,343 255,178 259,356 275,178 279,356
PROGRAM FINANCING
General Fund 263,231 250,343 255,178 259,356 275,178 279,356
PERSONNEL ( FTE)
Community Comm. Specialist 0.85 0.85 0.85 0.85 0.85 0.85
City Manager - 9
City of Redwood City Budget 2006- 2008
City Manager SUB- PROGRAMS
This page left blank intentionally
City Manager - 10
City of Redwood City Budget 2006- 2008
CITY ATTORNEY
Legal Services
City Attorney - 1
City of Redwood City Budget 2006- 2008
City Attorney
BUDGET DATA
2006/ 07 Department
Percentage of Budget
City
99.4%
City
Attorney
0.6%
2006/ 07 Expenditures
Sup- Svc
27.3%
Int Svc
4.8%
Cap
Alloc
0.5%
Emp
Cost
67.4%
2007/ 08 Expenditures
Sup- Svc
26.4%
Int Svc
4.7%
Cap
Alloc
0.5%
Emp
Cost
68.4%
PROGRAM: Legal Services ( 61510)
SUB- PROGRAM PURPOSE OR BUSINESS:
To advise City officials, officers and employees in matters of law pertaining to their offices, and represent and
appear on their behalf in matters to which they are concerned or are parties.
SUB- PROGRAM CHANGES FROM LAST YEAR ( FY 05/ 06):
No significant changes.
SUB- PROGRAM CHANGES YEAR ONE ( FY 06/ 07) TO YEAR TWO ( FY 07/ 08):
No significant changes.
Prior City Manager City Council
Budgets Recommends Approved
RESOURCES ALLOCATED 2004- 05 2005- 06 2006- 07 2007- 08 2006- 07 2007- 08
$ $ $ $ $ $
Employee Costs 466,707 496,667 549,631 577,033 570,330 598,845
Supplies and Services 105,357 105,357 107,115 107,377 231,115 231,377
Internal Services 36,815 40,392 40,374 41,403 40,374 41,403
Capital Allocations 4,000 4,000 4,000 4,000 4,000 4,000
Total 612,879 646,416 701,120 729,813 845,819 875,625
PROGRAM FINANCING
General Fund 612,879 646,416 701,120 729,813 845,819 875,625
PERSONNEL ( FTE)
City Attorney 0.80 0.80 0.80 0.80 0.80 0.80
Assistant City Attorney 0.75 0.75 0.75 0.75 0.75 0.75
Administrative Assistant 0.60 0.60 0.80 0.80 1.00 1.00
Administrative Clerk III 1.00 1.00 1.00 1.00 1.00 1.00
Managerial/ Professional Level I 0.63 0.63 0.63 0.63 0.63 0.63
Total 3.78 3.78 3.98 3.98 4.18 4.18
City Attorney - 2
City of Redwood City Budget 2006- 2008
CITY CLERK
Legislative Services/
Records Management
Elections
Council Support
Warehouse Services
City Clerk - 1
City of Redwood City Budget 2006- 2008
City Clerk DEPARTMENT SUMMARY
Prior City Manager City Council
Budgets Recommends Approved
RESOURCES ALLOCATED 2004- 05 2005- 06 2006- 07 2007- 08 2006- 07 2007- 08
$ $ $ $ $ $
Employee Costs 467,250 515,814 495,037 518,065 495,037 518,065
Supplies and Services 96,934 135,364 94,434 141,624 94,434 141,624
Internal Services 107,547 109,433 118,208 120,282 118,208 120,282
Capital Allocations 500 1,000 1,000 1,000 1,000 1,000
Total 672,231 761,611 708,679 780,971 708,679 780,971
PROGRAM FINANCING
General Fund 474,313 555,233 528,235 593,544 528,235 593,544
Internal Services Fund 197,918 206,378 180,444 187,427 180,444 187,427
Total 672,231 761,611 708,679 780,971 708,679 780,971
City Clerk - 2
City of Redwood City Budget 2006- 2008
City Clerk DEPARTMENT OVERVIEW
BUDGET DATA
2006/ 07 Department
Percentage of Budget
City
99.5%
City
Clerk
0.5%
2006/ 07 Expenditures
Sup- Svc
13.3%
Int Svc
16.7%
Cap
Alloc
0.1%
Emp
Cost
69.9%
2007/ 08 Expenditures
Sup- Svc
18.1%
Int Svc
15.4%
Cap
Alloc
0.1%
Emp
cost
66.3%
HISTORIC TRENDS
A significant role that the City Clerk department plays is the support and coordination of City Council
meetings.
In 2005, the City Council met for a total of 88.75 hours, with an average meeting length of 3.060 hours.
This resulted in 335 actions taken on behalf of the City. Actions taken include the legislative approval of City
ordinances, resolutions, and minute orders.
The City Clerk department averaged 23.2 hours supporting each meeting including preparing and
disseminating agendas, preparing official minutes, and staffing meetings. This corresponds to an average
cost of $ 1,099 per meeting.
2003- 2005 Council Meeting Hours and Resulting
Actions by Year
0
50
100
150
200
250
300
350
400
450
500
2003 2004 2005
# of Hours Met Resulting # of Actions
City Clerk - 3
City of Redwood City Budget 2006- 2008
City Clerk PRIORITIES/ OBJECTIVES
CITY COUNCIL PRIORITIES
Community/ Civic Support
• Passport acceptance services - The office will be available four hours per day to process passports. The City
Clerk department’s objective is to process 160 passport applications in FY 2006/ 07 and FY 2007/ 08 for the
community.
• Polling sites at City Hall - Assist the county election office of San Mateo County by hosting two polling sites for
one gubernatorial election in FY 2006/ 07 and two ( municipal and primary) elections in FY 2007/ 08.
PERFORMANCE MEASURES OBJECTIVES
• Maintain service level of timely and quality processing of Council actions and administratively approved
professional service agreements. However, in future budget years, a more appropriate performance measure
for department staff would be the number of hours spent in agenda and packet preparation, a more
quantifiable measure that department staff has control over.
Status
Council met for 88.75 hours in 2005, a decrease from 90.75 hours in 2004 and 118.75 hours in 2003. In
2004, the number of council meetings per month was reduced from three to two. The number of council-approved
actions decreased significantly to 333 in 2004 from 458 in 2003 when administrative approval was
initiated for professional services agreements under $ 60,000.
• Maintain staffing level at 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 5.63 staff members per 100,000 population, Redwood City is positioned at the median of Bay Area cities
with similar population.
• Increase the past two years’ performance of a 3: 1 ratio of applications to seat vacancies by 5% through
increased community awareness of our Boards, Committees, and Commissions opportunities through less
costly traditional, electronic, and new mediums within budget.
Status
The ratio of applications to seat vacancies for 2004 and 2005 was 3: 1.
• Fulfill all requests for honorary proclamations to citizens and groups who have contributed to the improvement
of quality of life in Redwood City, promoting an important goodwill effort on behalf of Council.
Status
100% of all requests were fulfilled, resulting in 66 proclamations for 2005.
City Clerk - 4
City of Redwood City Budget 2006- 2008
City Clerk PERFORMANCE MEASURES
2003- 2005 Council Meeting Hours
and Resulting Actions by Year
0
50
100
150
200
250
300
350
400
450
500
2003 2004 2005
# 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
year. Actions include approval of ordinances, resolutions, minute orders, and Council- approved agreements.
Analysis
In 2005, the City Council met for a total of 88.75 hours, with an average regular meeting length of 3.060 hours.
This is compared with 2004, when City Council met for a total of 90.75 hours, with an average meeting length of
3.025 hours. Beginning in 2004, the number of Council meetings per month was reduced from three to two.
The number of Council- approved actions held constant from 2004 to 2005, with 333 actions in 2004 and 335 in
2005. 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 2004
the City Clerk’s office processed 61 city manager- approved agreements, and in 2005 a total of 125.
The City Clerk department averaged 23.2 hours supporting each meeting including preparing and disseminating
agendas, preparing official minutes, and staffing meetings. This corresponds to an average cost of $ 1,090 per
meeting, which has been slightly reduced from $ 1,099 per meeting the preceding year.
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 Clerk - 5
City of Redwood City Budget 2006- 2008
City Clerk PERFORMANCE MEASURES
Staffing per 100,000 population
3.35
3.74
5.50
5.63
5.66
6.61
8.18
0.00 2.00 4.00 6.00 8.00 10.00
San Mateo
Union City
Pleasanton
Redwood City
Mt. View
S. San Francisco
Livermore
Definition
Number of staff members in the City Clerk department per 100,000 population.
Analysis
Surveyed were Bay Area cities with populations between 60,000 and 93,000 to as closely as possible resemble
Redwood City’s population of 75,000. 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).
That said, 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. Six ( including Redwood City) of the seven
surveyed city clerk departments depend on hourly/ casual staffing to fulfill the varied services offered by the
department.
Not all city clerk departments offer passport acceptance services. Three ( including Redwood City) of the seven
do and their staffing is included in the analysis. The remaining four cities do not have sufficient staffing to provide
this service at this time.
Excluded from the analysis is staffing to support citywide mail services and the transport of offsite records. Only
two of the surveyed city clerk departments provide this service. Redwood City estimates five hours/ day to sort
and deliver mail and transport offsite re