Redlands City Council
May 25, 2022

NOTICE OF SPECIAL MEETING

CITY COUNCIL

CITY OF REDLANDS, CALIFORNIA
WEDNESDAY, MAY 25, 2022

In accordance with California Government Code Section 54956, Mayor Barich has called a special meeting of the City Council to be held on MAY 25, 2022, at 5:00 p.m. in the Council Chambers, Civic Center, 35 Cajon Street, Redlands, California, for the following purpose:

To join via Zoom on a computer, laptop, or smart device Please visit www.zoom.us
, click on Join a Meeting
Enter the Meeting ID 822 2851 3576, then run the Zoom launcher To join via Zoom with audio only (cell phone or landline):

Dial 1-877-853-5247
Enter the Meeting ID 822 2851 3576
Should the City lose connectivity on Zoom, we will halt the meeting until it can be restored. To check on the status of remote connectivity in the event of an outage, go to the City’s website at: www.cityofredlands.org or
to the City’s Facebook page at @CityofRedlands or the Instagram page at @CityofRedlands_CityHall.

In the event the City cannot reestablish Zoom connectivity in a reasonable amount of time, the mayor will adjourn the meeting to a future date.

Anyone desiring to speak on an agendized item at this meeting may do so during the consideration of that item. Due to time constraints and the number of persons who may wish to give oral testimony, public comments will be limited to three (3) minutes.

To provide comment while participating from Council Chambers:

Although it is not required, speakers are encouraged to submit a "Speaker Sign Up Sheet" before the meeting is convened. Forms are available in the Office of the City Clerk or in Council Chambers.

After the meeting has convened, you may place the speaker form in the basket at the table along the north wall of the Chambers. Please do not disturb the City Clerk while the meeting is in progress.

To provide comment through Zoom (on a computer, laptop, or smart device):

Click the "Raise Hand" button and the moderator will unmute you when it is your turn to speak

To provide comment via audio only (cell phone or landline):

Dial *9 to "Raise Hand". The moderator will identify you by your area code and last 3 numbers of your telephone number when it is your turn to speak.

PLEASE SILENCE CELL PHONES, PAGERS AND OTHER ELECTRONIC

COMMUNICATION DEVICES UPON ENTERING THE CHAMBERS

May 25, 2022
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A. Call Special Meeting to Order

B. Public Comments - City Council
(At this time, the City Council will provide an opportunity for the public to address them on any subject, within the jurisdiction of the City Council, which is not already scheduled on this agenda. However, any matter that requires action will be referred to staff for a report and possible action at a subsequent meeting. Comments will be limited to three {3} minutes.)

C. New Business

1. Consider approval of the expenditure of $30,000 in support of the Fourth of July Celebration and determine that the event is categorically exempt from environmental review pursuant to Sections 15301(c) and 15323 of the state’s guidelines implementing the California Environmental Quality Act and the request by the Redlands 4th of July Committee, Inc. to hold the Redlands 4th of July event on July 4, 2022; authorize street closures related to the event; in-kind support in the amount of $29,966; and the sale and consumption of alcoholic beverages at the event; (Assistant City Manager Boatman)

D. Fiscal Years 2022-2024 Budget Workshop

0. Proposed Budget Overview (City Manager Duggan and Management Services/ Finance Director Garcia)
Department Presentations
City Clerka.

City Attorneyb.

City Councilc.

City Managerd.

Management Servicese.

Development Servicesf.

Libraryg.

Policeh.

Firei.

Facilities and Community Servicesj.

Municipal Utilities and Engineering Departmentk.

E. Adjournment

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If you challenge any proposed development entitlement listed on this agenda in court, you may be limited to raising only those issues you or someone else raised at the public hearing described in this notice, or in written correspondence delivered to the City Council at or prior to this public hearing.

In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact Goutam Dobey, of the Municipal Utilities and Engineering Department at (909) 798-7584 ext 2. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.
(28 CFR 35.102-35.104 ADA Title II)

Any writings or documents distributed to a majority of the City Council regarding an open session agenda item less than 72 hours before this meeting are available for public inspection at the City Clerk's Office or at the dais of the City Clerk once the open session meeting begins.

Staff reports or other written documentation relating to items referred to on the agenda are available at the A. K. Smiley Public Library, 125 West Vine Street, Redlands, California, and on the City’s website referenced below.

Regular meetings are televised live on Redlands TV Channel 3 (Spectrum) and Channel 35 (Frontier) and re-broadcasted at 7:00 P.M. the following Wednesday, Friday and Sunday; and at 9:00 A.M. Thursday, Saturday and Monday. Agendas, staff reports and minutes of the City Council of the City of Redlands are available on the Internet:

http://www.cityofredlands.org
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City Council Special Meeting-Budget Workshop C. 1.

DATE: 05/25/2022
TO: Honorable Mayor and City Council Members
SUBJECT: Consider approval of the expenditure of $30,000 in support of the Fourth of July Celebration and determine that the event is categorically exempt from environmental review pursuant to Sections 15301(c) and 15323 of the state’s guidelines implementing the California Environmental Quality Act and the request by the Redlands 4th of July Committee, Inc. to hold the Redlands 4th of July event on July 4, 2022; authorize street closures related to the event; in-kind support in the amount of $29,966; and the sale and consumption of alcoholic beverages at the event; (Assistant City Manager Boatman)
MOTION(S):

If City Council determines that the request and staff’s recommendation is appropriate, the following motions are provided:

I move that the City Council determine that approval of the closure of E.

Colton Avenue, Chapel Street, Stillman Avenue, E. High Avenue, Division Street, and 5th Avenue, and the Redlands 4th of July event, are all categorically exempt from environmental review pursuant to Sections 15301(c) and 15323 of the state’s guidelines implementing the California Environmental Quality Act;

1. I move to authorize the temporary closure of E. Colton Ave., Chapel St., Stillman Ave., E. High Ave., Division St., and 5th Ave.;

2. I move to determine that the provision of $30,000 to the Redlands 4th of July Committee for support of the 2022 4th of July Celebration event serves a public benefit because it promotes economic development and tourism within the City by attracting visitors from surrounding communities to participate in the event; provides a recreational activity that can be viewed by all residents; and goodwill within the community;

3. I move that the City Council approve an additional appropriation in the amount of $30,000 and in-kind support of City resources in the amount of $29,966;

4. I move to authorize the sale and consumption of alcoholic beverages during the event at Sylvan Park.

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during the event at Sylvan Park.

RECOMMENDATION:

Staff recommends the City Council determine that the event is categorically exempt from environmental review pursuant to Section 15061 (b)(3) of the State’s guidelines implementing the California Environmental Quality Act (CEQA) and further recommends that the City Council determine that the expenditure of $30,000 in support of the 2022 4th of July Celebration event serves a public benefit because it promotes economic development and tourism within the City by attracting visitors from surrounding communities to participate in the event; provides a recreational activity that can be viewed by all residents; and goodwill within the community. Staff also recommends that City Council authorize the request to close streets, expenditure of in-kind support in the amount of $29,966, and the sale and consumption of alcoholic beverages during the Redlands 4th of July to be held on July 4, 2022.

DISCUSSION:

In anticipation of planning the 2022 Fourth of July Celebration, the Redlands 4th of July Committee, Inc. (Committee) is requesting that the City support the event with the expenditure of $30,000 for the cost related to the fireworks show. Prior to 2020, the Redlands 4th of July Celebration Event had occurred for 51 consecutive years. Many of those events were supported in the past by the City approving associated in-kind support requests. The average in-kind support has been approximately $24,000 each year. Financial support of this event serves as a public benefit by drawing visitors into the City, encouraging tourism and economic benefits as well as generating goodwill with the Redlands community.

This request was considered at the May 3, 2022 City Council meeting at which time the City Council requested additional information such as the feasibility of alternative locations for the event including Redlands High School and University of Redlands. Additional information regarding the overall costs for the event was also requested. Staff researched the alternative locations, and it was determined that neither one were able to accommodate this year's event.

Redlands High School stadium is not large enough to hold the fireworks show and the University of Redlands is not able to accommodate the request within this short time frame. However, the University and the Committee are open to discussing the fireworks show at the University for next year with continued city support. In addition, the overall cost is included in this report for both expenditure of fireworks in the amount of $30,000 and in-kind support for department resources which is discussed below.

The Committee has reserved Sylvan Park to hold the Redlands 4th of July event on Monday, July 4, 2022. They are also requesting approval to close E. Colton Ave., Chapel St., Stillman Ave., E. High Ave., and Division St., and 5th Ave. on the event day. Additionally, the committee is requesting in-kind support in the

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the event day. Additionally, the committee is requesting in-kind support in the amount of $29,966 for departmental resources including personnel and equipment from Police, Fire, and Facilities and Community Services departments. The committee is a registered non-profit organization operating out of the City of Redlands. The City Council has waived fees for this event in the past as it serves as a public benefit to the community by promoting economic development and tourism within the community. The Redlands Sunrise Rotary is requesting permission to serve alcohol at the event within Sylvan Park that will end no later than 4:00 p.m. The Redlands Sunrise Rotary will be responsible for operating and obtaining the Daily License to Serve Alcohol from the Office of Alcohol Beverage Control.

The event is categorically exempt from the requirements of the California Environmental Quality Act’s guidelines pursuant to Sections 15301(c) and 15323. This section includes the permitting of existing public facilities involving negligible or no expansion of use beyond that existing at the time of the lead agency's determination. The request is consistent with this exemption as it includes the permitting of a temporary event within an existing public park.

ALTERNATIVES:

The City Council has the option of denying the request or providing staff with alternative direction.

STRATEGIC PLAN:

Supports Strategic Plan Priority A: Quality of Life - Strategic Objective 1:

Beautification, Arts and Culture
SUBMITTED BY:

Chris Boatman, Assistant City Manager
RECOMMENDED BY:

Charles M. Duggan Jr., City Manager
REVIEWED BY:

Daniel J. McHugh, City Attorney
Janice McConnell, Assistant City Manager
Danielle Garcia, Management Services/Finance Director
Christopher R. Catren, Chief of Police
Richard Sessler, Fire Chief
PREPARED BY:

Larry Alms, Administrative Assistant II

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Fiscal Impact
Fiscal Year: FY 2021-22
Appropriation Required Y/N: Y
Amount: $59,966
Account No.: 101300.6708
Discussion:

In anticipation of the City Council's consideration of this request, staff has compiled the following table outlining costs related to fees established by Resolution of the City Council and departmental charges pertaining to personnel and equipment resources necessary for the support of the event; totaling $29,966. The departmental charges are costs outside of normal City operations that would not be incurred by the City if the special event was not taking place. In addition, as a result of approving the additional appropriation from the General Fund in the amount of $30,000, it is estimated that the ending unassigned fund balance after this expenditure will be approximately $21,382,809.

Departmental Charges
(Personnel & Equipment)
2022 Amount Type 2019 Amount
Police Personnel1 $20,000.00 Hard Cost $15,000.00
FCS Personnel1 $6,040.00 Hard Cost $2,376.42
Fire Personnel1 $2,497.00 Hard Cost $4,138.76
Personnel & Equipment
Subtotal
$28,537.00 $21,515.18
Fees Established by City
Council Resolution
Sylvan Park Reservation Permit $211.00 Soft Cost $463.00 Fireworks Show Permit
Application
$1,218.00 Soft Cost $525.00
FCS equipment N/A Soft Cost $305.00
Fees Subtotal $1,429.00 $2,427.57
Total Departmental Charges
and Fees
$28,537.00
(hard)
$1,429.00(soft)
$29,966.00
(Total)
$23,942.27
1Personnel costs are calculated conservatively assuming the highest staff cost scenario. Actual costs may vary on the day of the event based on the actual staff present. Actual costs will be confirmed following the event and will be included in a reconciliation report presented to the City Council.

The following table summarizes the total estimated costs associated with the

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The following table summarizes the total estimated costs associated with the use of City resources and in-kind support approved for events scheduled during Fiscal Year 2021-22 to date:

TABLE 2: FY 2021-22 Fee Waivers to date
Hard Costs Soft Costs Deposits
Refunded
In-kind support
Amount
Net
Amount
$226,336.60 $6,176.50 $1,900 $234,413.10 $232,513.10
Attachments
A. Additional Appropriation Form
B. In-Kind Support Request
C. Verification of Nonprofit
D. Alcohol Application

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 Other Names
Determination Letter
A favorable determination letter is issued by the IRS if an organization meets the requirements for tax-exempt status under the Code section the organization applied.  Final Letters
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Organizations whose federal tax exempt status was automatically revoked for not filing a Form 990-series return or notice for three consecutive years. Important note: Just because an organization appears on this list, it does not mean the organization is currently revoked, as they may have been reinstated.  Posted Date: 06-14-2021
Copies of Returns (990, 990-EZ, 990-PF, 990-T)
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 Tax Year 2017 Form 990EO
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Home  Tax Exempt Organization Search  Redlands 4th Of July Committee Inc Back to Search Results
Redlands 4th Of July Committee Inc
EIN: 33-0437034 | Redlands, CA, United States
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Details about Redlands 4th of july committee inc https://apps.irs.gov/app/eos/detailsPage?ein=330437034&name=RED... 1 of 2 5/11/2022, 3:23 PM

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 Tax Year 2016 Form 990EO
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City Council Special Meeting-Budget Workshop D. 0.

DATE: 05/25/2022
TO: Honorable Mayor and City Council Members
SUBJECT: Proposed Budget Overview (City Manager Duggan and Management Services/ Finance Director Garcia)
Department Presentations
City Clerka.

City Attorneyb.

City Councilc.

City Managerd.

Management Servicese.

Development Servicesf.

Libraryg.

Policeh.

Firei.

Facilities and Community Servicesj.

Municipal Utilities and Engineering Departmentk.

DISCUSSION:

This is a Special Budget Workshop of the City Council. The City Manager and Management Services/Finance Director will provide an overview of the Proposed Biennial Budget for FY 2023 and 2024, followed by individual department presentations. The City Council will continue its consideration of the proposed budget at its next regular meeting on June 7, 2022.

Attachments
Fiscal Year 2022-23 and 2023-24 Proposed Budget

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City of Redlands

Fiscal Year
2022‐2023 and 2023‐2024
Proposed Budget

May 18, 2022

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City of

REDLANDS
Incorporated 1888
i

CHARLES M. DUGGAN, JR.

City Manager
35 Cajon Street,
Redlands, CA 92373
909‐798‐7510
[email protected]

CITY MANAGER’S BUDGET MESSAGE
FY 2022‐23 & 2023‐24

I am pleased to present the City’s first biennial (two‐year) budget covering Fiscal Years 2022‐23 and 2023‐ 24 (referred to as FY 2023 and FY 2024 from this point forward).   As such, the City Manager’s FY 2023 & 2024  Propos
ed  Biennial  Budget  builds  on  the  City’s continuing  recovery  from  the  pandemic  and  the significant  addition  of  Measure  T  sales  tax  revenue,  while  investing  in  enhancements  to  services, infrastructure and programs that will promote our community’s quality of life for decades to come.

As we turn the page on th
e  budget cuts of Fiscal Year 2020‐21 (FY 2021), necessitated by the pandemic and its resulting toll on our economy & community, we can take stock of the rebuilding that was possible before the year ended: partially restoring critical funding for public safety staffing and equipment; and restoring funding for essential general mainte nance services.   With the addition of Measure T sales tax revenues, service level enhancements were also possible.

During  Fiscal  Year  2021‐22  (FY  2022),  the  City  achieved  its  goal  of  developing  a  strategic  vision  for Redlands by following the steps in this plan: conducting a citizen satisfaction survey, creati ng a Six‐Year
Strategic  Plan,  and  establishing  Council  &  management  priorities.  The  culmination  of  these  efforts  is embodied in the FY 2023 & 2024 Biennial Budget, which presents not just a simple balancing of revenues and expenditures, but a two‐year financial and operating plan that allocates resources on th e  basis of identified  goals.  Thus,  this  budget  incorporates  a  longer‐term  perspective,  strategic  intent  and  service demand planning than previous city budgets.

BACKGROUND

During the development of the FY 2023 & 2024 Proposed Budget, departments were asked to submit their requests in two phases – a minimal operating budget and a list of s upplemental requests. The first involved
preparing a budget for the next two fiscal years that included only the minimum amount of resources needed to maintain existing service levels and essential staff, with no additional funding to address new programs, new equipment additional employees or deferred maintenance.  Th e  second was to create a listing  of  critical  operating,  capital,  and  additional  staffing  needs  that  would  address  deferred maintenance, retire aged and inadequate equipment and facilities, and enhance service levels according to the priorities identified in both the Six‐Year Strategic Plan and goals of Measure T.

After assessing th e  minimal operating needs of each department, each list of supplemental requests was evaluated for its relevance to critical capital needs, the Strategic Plan, and the intended uses for Measure T funds to determine if such requests could be included for funding in either fiscal year. The Management Team and I mad e  decisions based on the priorities mentioned above, and weighed these against revenue forecasts, and now submit this budget document on that basis.

Framing the development of funding requests, on March 15, 2022 the City Council adopted the 2023 – 2028 Strategic Plan. The City’s multi‐year strategic priorities include:

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 Quality of Life: ensure that Redlands continues to be a vibrant community that honors its heritage and provides a broad range of opportunities to live, work and play  Public Health & Safety: enhance services and programs so that all community members are safe, sheltered and have access to Redlan ds’  core services
 Equity & Inclusion: cultivate wide‐ranging community engagement and a work force that strives to ensure everyone in the community has access to City services and facilities  Sustainability: preserve and protect what makes Redlands special by maintaining core services, infrastructure and community values

As note d  throughout, the investments included in this biennial budget include resources to address the strategic priority areas and also position the City to meet any economic challenges that may lie ahead.

The following sections summarize and provide further detail on the City Manager’s General Fund budgets for  FY  2022,  2023,  &  2024.  I ncluded   in  these  sections  is  an  overview  of  Measure  T  spending.   These sections are followed by a short discussion of other major funds.

FISCAL YEAR 2022 OVERVIEW

During this fiscal year, the economy as a whole saw a significant turn towards pre‐pandemic normalcy and has  generally  been  characterized  as  be
ing  on  a  general  path  of  recovery.   Schools  resumed  in‐person instruction, restaurants opened to diners, gyms resumed operations, and travel increased.  Employment and  job  growth  saw  significant  gains  almost  reaching  pre‐pandemic  levels.  Despite  the  sharp  price increases,  the  number  of  home  sales  and  new  starts  grew  robust ly.   Consumer  spending  continues  to rebound and, as a result of inflation, is growing at a faster rate than other post‐recession periods.

All of these indicators contributed positively to the City’s two main sources of General Fund revenue: sales &  property  tax.  The  passage  of  Measure  T  and  the  favorable  reallocation  of  point‐of‐sale  Amazon warehouse s
ales tax have each bolstered the sales tax revenue stream even further. It is estimated that Measure  T  will  generate  $19.4  million  and  that  the  added  sales  tax  from  Amazon  will  generate  an additional $1.6 million in sales tax for the City. As a result, staff antici pates sales tax to exceed mid‐year revised  estimates  by  roughly  $5.2  million,  this  along  with  some  other,  less  significant  fluctuations  is contributing to roughly $5.6 million in higher revenues over adjusted mid‐year estimates.

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In addition to revenues, FY 2022 saw an extraordinary land sale that was recorded in the Solid Waste and Wastewater funds, the excess proceeds of which were transferred into the General Fund in the amount of $43.4 million. These proceeds were partially used on the acquisition of other capital assets and partially set aside in a future faciliti
es reserve for the building projects described below.

Turning  the  focus  to  appropriations,  many  large  transactions  took  place  during  the  fiscal  year.   In September 2021, the Council voted to purchase 300 East State Street, a six‐story building in downtown Redlands, to house the City’s future m unicipal offices. The $16 million dollar purchase was funded by both the General Fund and enterprise funds, with the General Fund contributing $14 million of this purchase.

In March 2022, purchase of 1625 West Redlands Boulevard (the former site of the Kmart building) was finalized. This property will serve as the future home to the Red lands Police Department, fulfilling a long‐ standing  need  for  the  department  to  have  a  centralized  facility  to  house  its  operational  and  tactical divisions.

In addition to the purchase of these two major properties, the City incorporated the ongoing property management of 300 East State Stre et and its existing tenants into its General Fund as a new division within the  Facilities  and  Community  Services  Department.  The   City  also  initiated  a  comprehensive  LED Streetlight  Replacement  Program  for  $1.3  million  dollars.  The   project  is  anticipated  to  reduce  City expenditures by $4.5 million over a 20‐ye ar  period as a result of energy savings and reduced maintenance costs.

As we bring FY 2022 to a close, there are several significant developments that will have an impact on the City’s landscape and local economy. The development of the former Redlands Mall site has been set in motion with a unanimous vot e by the Council and Planning Commission supporting the State Street Village project.  The  primary features of the proposed project consist of five new buildings, four of which will have retail and restaurant uses on the ground floor with multifamily residential units on upper floors. The project will also feature a civic plaza, o utdoor seating and dining areas, a water feature and pedestrian

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improvements.  The  State Street Village development will revitalize the downtown core with attractive new buildings and new businesses and, as a result, provide additional revenue from sales tax, increased property tax assessment, business license tax, and other revenue sources which could contribute to the stability of the General Fund and economic landscap e.

Another  key  development  was  the  City’s hiring  of  a  homeless  solutions  coordinator.  In  its  inaugural community  satisfaction  survey,  the  City  asked  to  what  degree,  if  at  all,  homelessness  is  a  problem  in Redlands, and almost 9 in 10 residents indicated that it was a major or moderate problem.  Th e homeless solutions coordinator will focus on collaborating with existing non‐profits and county agencies to connect both  transitory  and  chronically  homeless  individuals  with  resources  and  services,  including  housing, education, job assistance, medical services and substance abuse counseling.  In  addition to coordinating delivery  of  services  to  unhoused  individuals,  this  position  will  work  closely  with  th e  Redlands  Police Department and the Code Enforcement Division to monitor and address blight in the City.

Along with this new position, the City was awarded a grant of $30 million from State of California’s Project Homekey  to  fund  the  conversion  of  an  existing  motel  into  suppo rtive   housing  to  provide  shelter  and services for the City’s homeless population, one of only 13 new Homekey projects statewide.

FISCAL YEAR 2023 OVERVIEW

The  proposed  FY  2023  General  Fund  budget  is  balanced  and  includes  many  enhancements  to  service levels; replacement of aging infrastructure and equipment; and the addition of essential st aff required to
deliver services to the community. All of this progress has been made possible by the prudent fiscal control exercised by Council and the city’s management team, and by the voters of Redlands, who have been a wonderful partner in our mission to achieve long‐term financial s ustainability  for the City. Measure T and the additional sales tax that it is generating have enabled investment in some of the City’s longest standing needs,  including  the  need  for  a  Police  Department  facility  and  the  addition  of  new  fire  stations  and personnel to meet service demands of an expanding commu nity.

In FY 2023 we look forward to the following Measure T spending plan:

Fiscal Year 2023

Projected Measure T Sales Tax Revenue  $18,207,000

Proposed Spending for Fiscal Year 2023
Ongoing Costs of Additional Staffing funded previously by Measure T ‐ 11 full time & 8 part time Police Dept. posit
ons,  including 5 police officers
2 full time & 2 part time positions in the Library, fully restoring prior hours of service
2 full time positions in the Fire Dept.
$    1,970,230

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Ongoing Costs from Service Level Enhancements funded previously by Measure T – Police Department: Equipment Leases, IT Equipment & Contract Services Capital leases & contractual services (Parks, Streets, Trees, etc.) $    1,889,211

Ongoing Costs from Additional New Staffing for FY 2023 – Police Department (2 dispatchers, 2 police officers, etc.) Fire Department (Battalion Chief, 3 Fire Engineers, etc.) Facilities & Community Services Department (maintenance, recreation, etc.) Library (library specialist, maintenance workers, etc.) $    2,734,846
One‐Time Service Level Enhancements ‐
Replace & upgrade various park facilities (Master Plan, lighting, playgrounds)  863,000 Upgrade & enhance Community & Senior Center Facilities   636,500 Address Building & Facilities deferred maintenance  334,000 Replace aged and outdated maintenance equipment  85,000 Downtown & Gateway Improvements  340,000
Police Department specialized IT software & hardware  123,915 Speciali
zed Law Enforcement equipment             313,914
Emergency Operations Center Remodel  190,000
Traffic & Parking Improvements  100,000
$    2,986,329
Ongoing Service Level Enhancements ‐
Annual City contribution for Project Homekey Homelessness Solutions grant  700,000 Additional programs for Community & Senior Center Facilities   136,600 Vehicle replacement leases for Recreation  31,000
Various specialized Police software tools and hardware  114,095 Citywide Sidewalk/ADA Replacement  500,000
Alley Improvement Project  800,000
Cash match for CA State Infrastructure Grant (Library)             200,613 Homeless Solutions Coordinator  108,401
$    2,592,409

Capital Improvement / Additions to Reserves ‐
Addition to Future Facilities Reserve (for future debt service)  2,700,000 Tree trimming for 25% of City Trees  1,000,000
Remodel of Fire Station 262   1,500,000
Fire Department light vehicle replacement  160,000
Vactor Truck purchase for Streets & Inspections  650,000 Traffic Signal Cabinets & Components              75,000 $   6,085,025

Projected Total Measure T Spending   $ 18,258,025

Projections from the City’s sales tax consultant forecast that Measure T sales tax revenue will generate roughly  $18.2  million  for  Fiscal  Year  2023.   With  these  funds,  plans  include  $2.7  million  for  the  debt financing of three fire stations, the renovation and commissioning of a new Safe ty  Hall Police facility, and

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the purchase of additional fire engines. The Fire Department will be able to improve service levels with the  addition  of  two  new  fire  stations  and  the  relocation  of  a  third.  This  will  increase  the  four‐minute service area by 60%, providing a dramatic improvement in the ability of first responders to reach areas within th
e community that are currently outside of a four‐minute response time window.  Currently, only 34% of the city is within an Effective Response Force (ERF) during congested periods.

Since 2008, the Redlands Police Department has operated out of an 80‐year old building and multiple satellite locations that house its various operating & tactical divisions. This has proven problematic for many  reasons.  The  main  hub  for  patrol  staff  also  doubles  as  the  City’s Emergency  Operations  Center, limiting space for locker rooms and eq uipment storage. Investigations and Special Enforcement Teams operate in a different location from patrol, reducing the opportunity for communications and information sharing that would naturally occur if the staff operated out of a single facility. Lastly, there is no public or civic space currently available within the ex isting  police facilities. With the purchase of the former Kmart building and property, the City has taken the first step towards providing a true Safety Hall to centralize police personnel and facilities. This will enable multiple operational efficiencies and expand on its ability to better serve the community.

In addition to these major investments, publi c safety staffing will also be bolstered.  The positions included in the Police Department’s budget request will add two dispatchers, two community service officers, a crime analyst, a property & evidence technician, two customer service representatives, and two police officers. The dispatchers, customer service representatives, community service o fficers,  and the property and  evidence  technician  are  all  front‐line  service  providers  to  those  seeking  assistance  from  the department.  The  police  officers  will  be  assigned  to  the  Multiple  Enforcement  Team  and  the  Street Enforcement Team to address violent street crime and related investigations as part of the department’s crime  suppression  efforts.   The  addi tional  support  staff  requested  in  the  budget  will  work  behind  the scenes to improve service levels for both internal and external customers.

For  the  Fire  Department,  the  budget  request  includes  funding  for  the  addition  of  an  administrative battalion chief, 3 fire engineers, a plans examiner and an emer gency  operations specialist.  Each of these positions  positively  impacts  the  department’s  front  line  services,  enabling  streamlined  plan  check, permitting  and  customer  service  within  the  Community  Risk  Reduction  Division  while  also  providing oversight and program management in administration. Lastly, the new staffing will increase the number of emergency responders on duty on a daily basis.

Aside from improvements for public safety staffing and facilities, there are other noteworthy investments in public infrastructure included in FY 2023 Proposed Budget.  More than $636,000 in improvements are slated for the Community Center and two senior centers, including renovation of the multi‐purpose room; remodel of the gy m  lobby; game room and classroom renovations; refinishing of the gym and racquetball floors; and general lighting, flooring and repainting projects for the senior centers.

For  parks,  a  Parks  Master  Plan  will  be  commissioned  with  the  intent  of  guiding  future  maintenance, development and operation of the City's parks and recreation system for at le ast the next 10 years.  This plan is a valuable tool to assess current and future recreational needs, evaluate feasible options, develop a strategic action plan, and budget for long‐term or phased‐in development and improvements.   Along with  this  plan,  there  are  also  renovations  planned  for  parking  lot s,   lighting,  and  playground  safety  for various  City  parks.  Lastly,  as  the  community  moves  out  of  the  pandemic‐related  social  distancing

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restrictions and begins to transition to a new normal, plans for the return of market night include the acquisition of crowd‐protecting barriers for the downtown area for events like market night.  The barriers will  be  designed  to  promote  the  City’s  vibrant  public  spaces  and  support  a  variety  of  pedestrian experie
nces while seamlessly integrating security into existing and future events.

Another  long‐standing  need  involves  the  exploration  of  potential  housing  options  for  the  homeless population  in  Redlands.  Homelessness  has  been  acknowledged  by  many  within  the  community  as  a growing crisis requiring resources, collaboration and partnerships led by local government.  On Septe mber 9, 2021, the Department of Housing and Community Development (HCD) released a Notice of Funding Availability (NOFA) for Homekey Round 2. Project Homekey is part of a statewide effort to sustain and rapidly  expand  housing  for  persons  experiencing  homelessness  or  at  risk  of  homelessness.  It  provides funding directly to local pu blic  entities to develop a broad range of housing types, including but not limited to hotels, motels, hostels, single‐family homes and multifamily apartments, adult residential facilities, and manufactured housing, and to convert commercial properties and other existing buildings.

The City has applied for and been awarded a grant for up to $30 million for a project desig ned to convert an  existing  hotel  into  permanent  supportive  housing  for  families  and  individuals  experiencing homelessness.  The  project involves the development and management of a 98‐unit homeless housing project.  The approach incorporates an all‐inclusive model framework of wrap‐around support. Shangri‐ La Ind ustries,  LLC and Step Up on Second, Inc. will form a single asset entity partnership to own the existing Good Nite Inn located in Redlands.   The City will act as a financial partner, with a contribution of $3.5 million in funding for the project and additional supportive services over a per iod  of at least seven (7) years and will act as lead applicant for available grant funding and housing rental subsidies.

Integral  to  these  efforts  and  also  complimenting  the  City’s  overall  efforts  to  provide  and  connect unhoused individuals to resources & services, the City recently hired a homeless solutions coordinator.

The  position  will  oversee  projects  desi gned  to  provide  services  and  reduce  homelessness  in  the  City, including the conversion of the Good Nite Inn.  In addition, the position will focus on collaborating with existing non‐profits and county agencies to connect both transitory and chronically homeless individuals with resources and services, including h ousing,  education, job assistance, medical services and substance abuse counseling.  The position marks significant effort and dedication of resources to address individual and community issues surrounding homelessness.

At  the  conclusion  of  FY  2023,  the  City’s memoranda  of  understanding  with  each  of  its  labor  partners, consisting of 9 bargaining units, will expire. Th e  Council has taken action to initiate negotiations well ahead of time. Over the course of the next 12 months, the City’s negotiating team will work collaboratively with each bargaining unit to develop new agreements. Staff are currently working to estimate these impacts on  the  City’s General  Fund  and  other  funds,  but  mu ch  remains  unknown  as  the  details  await  a  fuller discussion over the next year.  As such, any financial impacts resulting from these negotiations have been omitted from the line item detail within each department’s budget.    The management team expects to adjust and revise the budget accordingly upon the mid‐bien nium  review, scheduled for spring of 2023.

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FISCAL YEAR 2024 OVERVIEW

The proposed FY 2024 General Fund budget continues with the investments planned in FY 2023.  Notably, the  addition  of  three  new  fire  crews  (each  crew  consisting  of  a  fire  captain,  engineer  and firefighter/paramedic) will greatly enhance service levels and response time for the Fire Department. Th is staffing  is  needed  as  the  City  adds  two  additional  fire  stations  beginning  in  FY  2023.   Other  capital investments in the City’s parks, community and senior centers, and public infrastructure continue.  Over $1.2 million in park improvements are planned, addressing long‐deferred facility improvements. As well, over $636,000 are planned for the City’s various commu nity centers.  Investment  will continue for the City’s sidewalk and ADA ramp replacements and alley improvement projects, as well as funding for the transitional housing facility under Project Homekey.

In FY 2024 we look forward to the following Measure T spending plan:

Fiscal Year 2024

Projected Me
asure T Sales Tax Revenue  $18,696,000

Proposed Spending for Fiscal Year 2023‐24
Ongoing Costs of Additional Staffing funded previously by Measure T ‐ 11 full time & 8 part time Police Dept. positons, including 5 police officers 2 full time & 2 part time positions in the Library, fully restoring pr ior hours of
service
2 full time positions in the Fire Dept.
$    2,029,338

Ongoing Costs from Service Level Enhancements funded previously by Measure T – Police Department: Equipment Leases, IT Equipment & Contract Services Increase in Paramedics Fund transfer
Capital leases & contractual services (Parks, Streets, Trees, etc.) $    2,861,188
Ongoing Costs from Additional New Staffing for FY 2023 & 2024 – Police Department (2 dispatchers, 2 police officers, etc.) Fire Department (Battalion Chief, 3 Fire Engineers, 3 new crews, etc.) Facilities & Community Services Department (maintenance, recreation, etc.) Library (library specialist, maintenance workers, etc.) $    4,478,070

One‐Time Service Level Enhancements ‐
Replace & upgrade furnishing & equipment at Emergency Operations Center  698,000 Replace & upgrade various park facilities (restrooms, lighting, playgrounds)  1,237,697 Upgrade & enhance Community & Senior Center Facilities   636,000 Police Department specialized IT software & hardware  20,000 Traffic & Parking Improvements  105,000
$    2,696,697

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Ongoing Service Level Enhancements ‐
Annual City contribution for Project Homekey Homelessness Solutions grant  700,000 Additional Programs for Community & Senior Center Facilities   228,600 Vehicle replacement leases for Recreation  31,000
Various specialized Police software tools and hardware  114,095 Citywide Sidewalk/ADA Replacement  500,000
Alley Improvement Project  800,000
Vactor Truck Maintenance  80,000
Cash match for CA State In
frastructure Grant (Library)             200,613
Homeless Solutions Coordinator  108,401
$    2,762,709

Capital Improvement / Additions to Reserves ‐
Addition to Future Facilities Reserve (for future debt service)  2,700,000 Tree trimming for 25% of City Trees  1,000,000
Fire Department light vehicle replacement  180,000
300 East State Street Facility Improvements  56,723
$   3,936,723

Projected Total Measure T Spending  $ 18,764,725

Projections from the City’s sales tax consultant forecast Measure T sales tax revenue will generate roughly $18.7 million for Fiscal Year 2024.  This is based on continued stability in present economic conditions. In addition to the new fire stations planned and firefighting personnel, the City will co mplete the remodel and commissioning of a dedicated emergency operations center (EOC).  Since the mid‐2000’s the City has operated its EOC in a shared space with the Police Department’s dispatch and patrol center. This has led to significant space issues and a lack of efficiency in properly plan ning and equipping the City’s EOC. With the  improvements  to  the  EOC  and  commissioning  of  a  new  Safety  Hall  facility  to  house  all  Police operations  slated  in  FY  2023,  FY  2024  will  invest  in  the  furnishing,  equipment  and  space  planning necessary to operate its EOC effectively.

Significant investments of over $1.2 mi
llion are planned in FY 2024 for park facilities. Texonia Park will receive  much  needed  capital  renovations,  including  replacement  of  its  irrigation  system,  restroom facilities, lighting, and playground equipment.   The  addition of walking  paths,  exercise  equipment and field  regrading  are  also  included.   The  City’s  Community  Senior  Center  will  receive  a  state  of  th e  art exercise room, security gates & cameras,  and landscaping beautification. The Joslyn Senior Center will receive  new  flooring  –  the  existing  flooring  is  over  50  years  old.  For  the  Community  Center,  major renovations are planned for its gym that include new lighting, new ceiling tiles, replacement of existing bleachers and repainting.

Ongoing service level enha
ncements will continue as well as additional staffing levels necessary to deliver them, as noted above.

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OTHER FUNDS

While  emphasis  in  this  message  is  placed  on  the  capital  improvement  projects  and  service  level enhancements  funded  by  the  City’s General  Fund,  the  services  delivered  to  the  community  and  its residents through the City’s Enterprise Funds are of significance as well and warrant discussion here.

In addition to a General Fun
d Budget of $109.4 and $111.2 million in fiscal years 2023 & 2024 respectively, the City’s budget includes Enterprise Funds totaling approximately $85 and $94 million for fiscal years 2023 & 2024.  In the Water Fund, appropriations for FY 2023 and 2024 total roughly $43 and $52.5 million, with  about  $9
.7  million  dedicated  to  capital  improvement  projects  (CIP)  in  FY  2023  and  $20.3  million dedicated in FY 2024. These projects include plans for roughly 9 miles of pipeline replacement, complete replacement of the City’s 55‐year‐old Sunset Reservoir, replacement of transmission lines and clarifiers at the Tate Water Treatment Plant and seismic assessment im provements for the Texas Grove Reservoir.

In the Wastewater Fund, appropriations total approximately $18.3 and $18 million for FY 2023 & 2024, with $3 million in pipeline replacement budgeted each fiscal year to replace roughly 5 to 6 miles of sewer pipeline  per  year.  It  is  worth  noting  that  the  W astewater  Fund’s  largest  project,  the  Wastewater
Treatment Plant Capital Modifications (~$45 million) is not included in the FY 2023 & 2024 Propose Budget request at this time. This is due to the timing of the State Revolving Fund loan program, to which the City applied in order to fi
nance  the construction of the project.   Once the loan is made and the funding is available, staff will seek an additional appropriation for both the loan revenue as well as expenditures for the full cost of the project.

Lastly, in the Solid Waste Fund, annual appropriations total roughly $23.7 and $2 3.5 million for FY 2023 & 2024. Included in these appropriations is approximately $2.3 million and $894,000 in capital projects in each respective year, including improvements to the existing landfill gas flare and extraction system and the purchase of replacement solid waste collection vehicles.  Attention to the details of the se enterprise funds is a crucial component of our financial stewardship.

FUTURE PLANS, OPPORTUNITIES AND CHALLENGES

The City’s financial health is projected to remain very strong in fiscal year 2023 and 2024. As the City looks toward future budgets, the process will require balancing financial and staffing resources to mee t critical
service  demands  of  our  community  while  maintaining  our  existing  assets.  Work  has  begun  on  a comprehensive six‐year Financial Strategic Plan. This plan will help the City remain positioned to meet changing  economic  conditions,  rising  service  costs  and  other  circumstances  that  may  result  in unanticipated fiscal chall enges.    Once completed and approved  by Council, staff and the management team will rely on this document to guide the City’s finances into the future.

In addition to these efforts to develop a Financial Strategic Plan for future years, the City Council recently adopted  a  Six‐Year  Strategic  Plan.  The  plan  will  serve  as  a  fra mework  for  achieving  a  vision  for  the
community as “a connected, conscientious, safe community with a small town feel in which all people and businesses can thrive.” It includes the following strategic priorities:

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 Quality of Life
 Public Health & Safety
 Equity & Inclusion
 Sustainability

The investments included in this biennial budget seek to not only meet the existing service level demands of our city, but also to address the strategic priority areas framed by the Plan.  We are so fortunate to be emerging fro
m this pandemic  in a strong state, poised not only  to rebuild, but  to address long‐standing capital needs like a new City Hall facility, a new Police Department building, and the addition and relocation of three fire stations.  As a city, we are committed to acting with fis cal prudence, operating lean and utilizing resources responsibly as entrusted to us.

While  uncertainty  remains  with  regard  to  future  economic  conditions  involving  inflation,  consumer spending and housing costs, more concrete challenges continue to be present in the City’s fiscal picture:

 The specific financial impact of future la bor  negotiations with the City’s nine (9) bargaining units remains  unknown  at  this  time.  Staff  have  analyzed  possible  costs  associated  with  possible bargaining scenarios and expect the impacts to be in the millions in terms of added costs for the General Fund. These costs will influence forecasts for FY 2024.  The additional phased in lowe ring of the CalPERS discount rate to 6.8% and modifications to the mortality and investment risk assumptions only exacerbate the already steep growth in retirement benefit rates for cities; further changes based on recent performance of the CalPERS investment fund are anticipated in the coming fiscal ye ars.  The  state  sales  tax  system  has  had  major  implications  for  cities,  both  positive  and  negative.

Redlands has been on the beneficial end of these impacts, but there are conversations statewide to  more  equitably  distribute  the  revenue  as  a  result  of  increased  e‐commerce  and  online shopping. In the future, this has the potential to shift sales tax reve nues away from the City to the County’s  sales  tax  pools  or  possibly  to  other  cities  directly.  As  sales  tax  is  the  second  largest revenue category in the General Fund, even small changes can have long‐term consequences.  While the City, region and state con tinue to experience economic recovery and steady growth, the  risks  of  tighter  monetary  policy,  several  planned  interest  rate  hikes,  and  persistently  high inflation may induce an economic slowdown, thus negatively impacting revenue forecasts.

CONCLUSION

The  City’s first  biennial  budget  covering  fiscal  years  2023  and  2024  as  pres ented   include  a  balanced
General  Fund,  spending  on  enhanced  service  levels  in  parks,  streets,  police  and  fire,  as  well  as  major capital investments in new municipal and public safety facilities. City departments and staff continue to be strategic in their requests, which are intended to advance the priorities of Council and th e  community.

We look forward to a future full of potential as we work to rebuild service levels and address long‐deferred capital investments.

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I want to express my personal thanks to the management and budget team for their diligent efforts and working  together  to  develop  budgets  that  reflect  the  needs  of  their  individual  departments  and  their direct service delivery to the City’s residents and businesses. A special note of thanks and appreciation should  go  to  th e   members  of  the  Finance  Division  staff  for  their  excellent  performance  in  gathering, analyzing and presenting information clearly and accurately during this first ever biennial budget.  With the City Council’s leadership and the help of our community, we can continue to maintain strong fiscal stewardship  while  ensuring  our  budget  and  financial  policies  reflect  spen ding  consistent  with  the community’s values and priorities.

Respectfully submitted,

Charles M. Duggan, Jr., City Manager
City of Redlands

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2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
(AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
AVAILABLE FINANCIAL SOURCES:

BEGINNING FUND BALANCE-UNRESERVED 16,485,774$ 22,793,838$ 22,793,838$ 21,412,809$ 22,793,838$ Revenues
Taxes:

Property 33,894,044 36,101,445 35,068,946 36,426,030 37,376,555 Sales 21,924,279 25,129,740 27,231,541 27,892,791 28,051,502 Measure T Sales Tax 4,617,190 16,194,863 19,393,000 18,207,000 18,696,000 Franchise 2,379,571 2,358,585 2,630,212 2,595,483 2,567,833 Other-(TOT, Property Transfer, Mining) 2,692,949 2,685,000 2,815,000 2,439,200 2,540,000 Total Taxes 65,508,033 82,469,633 87,138,699 87,560,504 89,231,890 General Government:

Business Licenses 4,615,449 4,175,574 4,750,000 4,892,000 4,900,000 Motor Vehicle Fees 52,039 40,000 82,201 64,000 65,000 Interfund Charges 4,444,239 4,647,672 4,647,672 4,167,736 4,379,383 Investment Income 46,269 250,000 175,000 200,000 200,000 Other 705,817 734,100 582,219 581,500 584,600 Total General Government 9,863,813 9,847,346 10,237,092 9,905,236 10,128,983 Charges For Services:

Development Services 3,105,275 2,892,914 3,119,491 3,275,466 3,439,239 Library 418,298 120,000 114,293 71,550 27,890 Police and Animal Control 764,501 746,933 722,994 522,982 522,982 Animal
Services - - - 212,595 214,595
Community Services 187,924 385,728 367,162 584,572 636,015 Fire 513,136 687,500 618,000 779,000 793,400 Facilities 1,278,099 2,483,303 2,339,622 3,001,626 2,659,623 Engineering 1,143,160 618,800 1,002,248 1,037,000 1,090,000 Total Charges For Services 7,410,393 7,935,178 8,283,810 9,484,791 9,383,744 Total Revenues 82,782,239 100,252,157 105,659,601 106,950,531 108,744,617 Interfund Transfers from Other Funds:

Governmental Grants (200) 451,673 - -
Gas Tax (207) 1,557,505 1,713,511 1,863,334 2,076,075 1,884,307 Traffic Safety (223) 131,763 202,000 82,000 202,000 202,000 Public Facilities (251) 74,308 - - -
Water (501) 253,406 274,364 274,066 278,189 282,516 Solid Waste (511) 52,791 53,327 21,750,507 55,580 57,186 Sewer (521) 22,624 22,855 21,719,406 23,949 24,508 Citrus (538) 136,800 - -
Special Deposits (801) 3,660,668 -
Successor Agency (820) 37,500 - - - -
Total Interfund Transfers From Other Funds 6,379,038 2,266,057 45,689,313 2,635,793 2,450,517 Other F
inancing Sources
Extraordinary Land Sale - 43,402,230 - - -
Total Other Financing Sources - 43,402,230 - -
Decreases/Use of to Reserves:

Reserve for Advances Receivable 155,086 - - - - Reserve for Prepaids 183,522 - - - -
Reserve for Donations 33,826 - - - -
Reserve for PEG Fees 901 30,000 30,000 - -
Reserve for Maintenance: Park Facilities - 40,000
Reserve for Maintenance: Bldgs. & Improv. - 120,000 - Reserve for Capital: >$50,000 84,392 - 184,963 - -
Reserve for Sidewalk Improvements - - 849,538 - -
Reserve for Encumbrances 2,514,952 7,083,392 7,083,392 - - Total Cancellations or Decreases to Reserves 2,972,679 7,113,392 8,187,893 120,000 - TOTAL AVAILABLE FINANCIAL SOURCES 108,619,730$ 175,827,674$ 182,330,645$ 131,119,132$ 133,988,972$ General Fund Budget Summary

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2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER
(AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED
FINANCIAL REQUIREMENTS:

Appropriations/Expenditures
City Council 314,561$ 482,922$ 368,262$ 556,249$ 422,788$ City Manager (incl. HR) 5,090,345 6,348,627 6,085,104 7,312,037 7,667,449 City Clerk 313,762 406,611 224,901 596,698 453,870 City Attorney 688,876 678,340 1,139,658 775,451 809,835 Management Services 2,004,220 2,495,997 2,453,026 2,752,726 2,845,655 Development Services 2,965,856 3,536,906 3,536,882 5,110,814 4,501,626 Facilities 7,919,549 31,200,078 30,866,521 12,796,500 12,452,245 Community Services 945,226 1,837,648 1,684,926 2,443,656 2,848,118 Engineering 1,249,786 4,767,023 5,017,008 7,887,089 7,227,031 Library 2,426,448 3,012,395 3,042,615 3,114,321 3,200,206 Police 28,497,658 34,666,137 33,359,600 35,335,442 35,551,297 Fire 15,000,257 20,247,841 20,200,793 19,768,684 20,999,079 Total Appropriations 67,416,595 109,680,525 107,979,297 98,449,668 98,979,199 Interfund Transfers to Other Funds:

Governmental Grants (200) 9,707 - - - - Paramedic Fund (205) 4,220,472 4,499,810 4,125,500 4,747,477 5,326,446 Downtown Redlands Business Assoc. (236) 114,904 106,557 106,557 - - Parking Authority (237) 7,739 10,800 10,801 11,642 12,799 Lands
cape Maintenance District (263) 35,764 31,798 31,260 21,639 21,839 Safety Hall (406) - 16,100,000 16,100,000 - - Liability Self-Insurance (602) 2,656,396 2,500,000 3,150,000 3,500,000 4,150,000 Special Deposits (801) 83,027 - - - - Total Interfund Transfers To Other Funds 7,128,009 23,248,965 23,524,118 8,280,758 9,511,084 New or Increases to Reserves
Reserve for Prepaids 196,623 - - - - Restate Special Deposits Reserve 3,577,642 - - - - Reserve for PEG Fees 52,844 - - - - Reserve for Operational Contingency - 946,209 946,209 - - Reserve for Maintenance: Bldgs. & Improv. - 946,209 946,209 - - Reserve for Unfunded Mandates - 946,209 946,209 - - Reserve for Capital: >$50,000 - 946,209 946,209 - - Reserve for Fire Equipment 358,142 - - - - Reserve for Encumbrances 7,083,392 - - - - Reserve for Animal Shelter Improv. 12,646 - - - - Reserve for Future Facilities - 22,102,230 22,102,230 2,700,000 2,700,000 Re
serve for Sidewalk Improvements - 1,000,000 1,000,000 - - Reserve for Public Safety / Homelessness - 2,527,356 2,527,356 - - Total New or Increases to Reserves 11,281,289 29,414,422 29,414,422 2,700,000 2,700,000 TOTAL FINANCIAL REQUIREMENTS 85,825,893$ 162,343,912$ 160,917,837$ 109,430,426$ 111,190,283$ SOURCES OVER/(UNDER) REQUIREMENTS 6,308,063 (9,310,076) (1,381,029) 275,898 4,851 ENDING FUND BALANCE-UNRESERVED 22,793,838$ 13,483,762$ 21,412,809$ 21,688,706$ 22,798,689$ General Fund Budget Summary (cont.)

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

PROPERTY TAXES
101501 4101 Current Secured Taxes 31,887,241 34,435,345 33,123,546 34,327,769 35,423,113 101501 4102 Current Unsecured Taxes 727,986 640,700 720,000 900,000 717,881 101501 4103 Supplemental Secured Taxes 369,778 250,000 350,000 336,362 352,047 101501 4104 Supplemental Unsecured Taxes 28,787 23,900 23,900 24,776 25,821 101501 4105 Secured PY Taxes 424,473 370,000 370,000 378,852 391,108 101501 4106 Unsecured PY Taxes 16,384 11,500 11,500 11,421 13,102 101501 4107 Supplemental PY Taxes 174,251 145,000 170,000 173,377 174,543 101501 4108 Possessory Interest Taxes 265,144 225,000 300,000 273,473 278,940 TOTAL PROPERTY TAXES 33,894,044 36,101,445 35,068,946 36,426,030 37,376,555

OTHER TAXES
101501 4001 Sales Tax - Donut Hole - 4,300,000 6,264,200 6,389,500 6,010,507 101501 4003 Sales and Use Tax 20,878,533 19,521,411 19,659,012 20,055,611 20,593,315 101501 4005 Public Sfy Sales Tax-Prop 172 1,045,746 1,308,329 1,308,329 1,447,680 1,447,680 101501 4006 Measure T Sales Tax 4,617,190 16,194,863 19,393,000 18,207,000 18,696,000 101501 4207 Property Transfer Tax 496,074 650,000 668,000 547,200 571,000 101502 4208 Transient Occupancy Tax 1,834,855 1,690,000 1,787,000 1,530,000 1,609,000 101502 4209 Franchise Fees 2,379,571 2,358,585 2,630,212 2,595,483 2,567,833 101502 4210 Mining Tax 362,020 345,000 360,000 362,000 360,000 TOTAL OTHER TAXES 31, 613,989 46,368,188 52,069,753 51,134,474 51,855,335 TOTAL TAXES 65, 508,033 82,469,633 87,138,699 87,560,504 89,231,890

OTHER REVENUES
101502 4301 Business License 4,615,449 4,175,574 4,750,000 4,892,000 4,900,000 101502 4302 Dog License 56,405 60,000 53,000 55,500 54,600 101501 4330 Street Rep Fee-TruckHaul Prmt - - 4 - - 101502 4305 Building Permits 1,104 1,500 1,500 1,000 1,000 101120 4329 Miscellaneous Permit 3,568 2,700 2,700 1,000 1,000 101501 4403 Motor Vehicle Fees 52,039 40,000 82,201 64,000 65,000 101501 4405 Mandated Costs Reimb 58,385 60,000 40,000 40,000 40,000 101100 4415 Cost Recovery/Reimbursed Exp 499 900 500 500 500 101501 4415 Cost Recovery/Reimbursed Exp 1,392 - - - - 101150 4415 Cost Recovery/Reimbursed Exp 27,735 30,000 - - - 101150 4521 City Atty Services Reimbursed 88,400 90,000 90,000 90,000 90,000 101501 4604 City Ordinance Violation 6,290 8,000 5,000 6,000 7,000 101502 4701 Application/Filing Fee 150,593 170,000 170,000 170,000 170,000 101121 4711 PEG Fees 52,844 - 50,000 50,000 50,000 101502 4711 PEG Fees - 50,000 - - - 101501 4805 General Gov't Overhead 4,444,239 4,647,672 4,647,672 4,167,736 4,379,383 101501 4808 Investment Income 241 - - - - 101502 4808
Investment Income 46,028 250,000 175,000 200,000 200,000 101502 4810 Returned Check Fee 430 1,000 250 500 500 101501 4812 Sale of Surplus Property 5 - 8,000 2,000 5,000 101501 4814 Miscellaneous Receipts 248,742 250,000 160,000 160,000 160,000 101502 4814 Miscellaneous Receipts 10 - 5 - - 101110 4817 Misc. Taxable Sales - - 60 - - 101501 4820 Bad Debt Recoveries 9,415 10,000 1,200 5,000 5,000 TOTAL OTHER REVENUE 9,863,813 9,847,346 10,237,092 9,905,236 10,128,983 TOTAL GENERAL GOVERNMENT 75,371,846 92,316,979 97,375,791 97,465,740 99,360,873

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEVELOPMENT SERVICES
101162 4305 Building Permits 1,109,857 1,250,000 1,320,882 1,386,926 1,456,272 101164 4305 Building Permits 54,203 85,000 72,948 76,595 80,425 101162 4306 Electrical Permits 134,281 135,000 144,107 151,312 158,878 101162 4307 Plumbing Permits 65,596 80,000 71,096 74,651 78,384 101162 4309 HVAC Permits 103,274 120,000 106,656 111,988 117,588 101162 4310 Cert of Occupancy 21,529 17,500 29,151 30,609 32,139 101162 4311 Pool and Spa Permits 70,555 60,000 49,474 51,948 54,545 101164 4312 Sign Permits 15,717 22,000 14,702 15,437 16,209 101164 4313 Demolition Permits 3,790 7,500 7,941 8,338 8,754 101162 4314 Roofing Permits 131,290 125,000 127,382 133,751 140,438 101164 4315 Historic Cert of Approp 11,878 6,000 8,489 8,914 9,359 101164 4320 East Valley Corridor - 10,000 17,837 18,729 19,665 101164 4321 Specific Plan 8,854 6,000 7,589 7,969 8,367 101164 4322 Conditional Use Permit 39,540 25,000 62,719 65,855 69,148 101164 4323 Variances 6,952 7,500 17,782 18,671 19,605 101164 4324 Home Occupation Permit 7,091 5,000 3,254 3,416 3,587 101164 4415 Cost Recovery/Reimbursed Exp 337,435 - 155,160 162,918 171,064 101162 4501
General Plan Review Fee 83,937 80,000 175,430 184,201 193,411 101162 4503 Plan Check 507,410 500,000 367,046 385,398 404,668 101164 4503 Plan Check 67,371 75,000 50,211 52,722 55,358 101164 4504 Preliminary Review 6,820 6,000 8,678 9,112 9,567 101164 4505 CRA Review 68,684 60,000 100,675 105,709 110,994 101164 4506 Map Review 86,855 60,000 84,984 89,233 93,695 101164 4507 Street Vacation 1,561 7,500 8,921 9,367 9,836 101164 4508 Environmental Impact - - 840 882 926 101164 4510 Planning Appeal Processing 795 - - - - 101164 4511 Ordinance Amendment 12,824 3,806 6,509 6,835 7,176 101164 4512 Development Agreements 14,716 6,108 - - - 101164 4513 Annexation Agreements 5,130 - 4,397 4,617 4,848 101164 4515 Socio-Economic Studies 31,408 35,000 44,777 47,016 49,367 101162 4528 Research & Microfilming 6,176 8,000 4,608 4,838 5,080 101164 4717 Contract Administration Fee 35,730 70,000 17,225 18,086 18,991 101162 4810 Returned Check Fee 43 - 74 77 81 101164 4810 Returned Check Fee 43 - - - - 101161 4814
Miscellaneous Receipts 32,060 - - - - 101164 4814 Miscellaneous Receipts 21,870 20,000 27,948 29,345 30,813 TOTAL DEVELOPMENT SERVICES 3,105,275 2,892,914 3,119,491 3,275,466 3,439,239

LIBRARY
101190 4532 Non-Resident Fees 5,286 6,000 6,000 6,300 6,615 101190 4733 Library Fines 5,001 25,000 19,250 20,250 21,275 101191 4801 Lincoln Shrine Support 408,011 89,000 89,000 45,000 - 101190 4810 Returned Check Fee - - 43 - - TOTAL LIBRARY 418,298 120,000 114,293 71,550 27,890

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

POLICE DEPARTMENT
101202 4325 Adult Oriented Bus Permit 4,213 2,500 800 2,500 2,500 101202 4329 Miscellaneous Permit - - 50 - - 101202 4408 Federal Reimbursement - 4,200 - - - 101202 4412 POST Training Reimbursement 25,661 15,000 20,000 20,000 20,000 101202 4414 IRNET Reimbursement 17,211 6,500 9,000 7,500 7,500 101200 4415 Cost Recovery/Reimbursed Exp 55,116 30,000 5,844 30,000 30,000 101202 4415 Cost Recovery/Reimbursed Exp 3,219 - 18,000 - - 101204 4415 Cost Recovery/Reimbursed Exp 291,987 360,000 360,000 360,000 360,000 101202 4525 Depositions 3,698 4,250 5,250 5,250 5,250 101202 4526 Fingerprinting/Bkgrd Check 2,314 1,500 1,500 - - 101202 4529 Police Reports 2,849 3,000 3,000 3,000 3,000 101202 4579 Vehicle Impound Fees 49,805 40,500 45,000 45,000 45,000 101202 4580 Tow Fees 41,920 35,000 30,000 35,000 35,000 101200 4584 Contract Services 960 - - 101202 4584 Contract Services 2,232 2,232 2,232 2,232 2,232 101200 4606 False Alarm Fees 19,716 19,500 8,000 5,000 5,000 101202 4607 Booking Restitution 1,064 - - - - 101202 4810 Returned Check Fee 43 - - - - 101200
4812 Sale of Surplus Property 15,089 - - - - 101202 4812 Sale of Surplus Property 238 - 1,138 - - 101202 4814 Miscellaneous Receipts 11,437 7,500 7,500 7,500 7,500 101202 4819 Donations 26,000 32,297 2,800 - - TOTAL POLICE DEPARTMENT 573,812 563,979 521,074 522,982 522,982

POLICE - ANIMAL CONTROL
101203 4415 Cost Recovery/Reimbursed Exp 88,875 96,954 96,954 101203 4534 Animal Adoptions 25,001 35,000 38,000 101203 4535 Boarding Fees 3,290 4,500 2,750 101203 4536 Owner Release for Adoption 6,930 4,500 4,500 101203 4537 Shelter Apprehension Fees 4,373 6,500 2,200 101203 4538 Shelter Deposit Fees 9,615 17,500 10,500 101203 4583 Trap Rentals - - 95 101203 4585 Animal Pick-Up Reimb (NPDES) 19,635 15,000 20,000 101203 4602 Code Enforcement Abatement 1,815 3,000 2,000 101203 4819 Donations 31,155 - 24,921 TOTAL POLICE - ANIMAL CONTROL 190,689 182,954 201,920

FIRE DEPARTMENT
101251 4310 Cert of Occupancy 4,530 10,000 5,000 7,000 8,000 101251 4327 Special Fire Permits 46,942 50,000 50,000 55,000 60,000 101251 4328 Fire Permits 3,159 10,000 5,000 7,000 8,000 101250 4409 Mutual Aid Reimbursement 344,739 500,000 450,000 600,000 600,000 101250 4415 Cost Recovery/Reimbursed Exp 52,605 25,000 54,000 55,000 55,000 101251 4415 Cost Recovery/Reimbursed Exp 1,013 - 1,000 1,000 1,000 101251 4503 Plan Check 27,782 50,000 25,000 25,000 27,000 101251 4517 Inspections 12,750 20,000 15,000 15,000 17,000 101251 4519 Weed Abatement - 10,000 - - - 101251 4520 State Mandated Inspect. 569 1,000 1,000 1,000 1,200 101250 4531 City Classes/Programs 17,213 5,000 10,000 12,000 15,000 101251 4602 Code Enforcement Abatement 1,000 500 500 500 700 101250 4603 Fire Alarms - 1,000 500 500 500 101250 4812 Sale of Surplus Property 834 - - - - 101250 4819 Donations - 5,000 1,000 - - TOTAL FIRE DEPARTMENT 513,136 687,500 618,000 779,000 793,400

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

FCS - ANIMAL SERVICES
101311 4415 Cost Recovery/Reimbursed Exp 135,000 135,000 101311 4534 Animal Adoptions 38,000 40,000 101311 4535 Boarding Fees 4,000 4,000 101311 4536 Owner Release for Adoption 4,500 4,500 101311 4537 Shelter Apprehension Fees 3,000 3,000 101311 4538 Shelter Deposit Fees 10,000 10,000 101311 4583 Trap Rentals 95 95 101311 4585 Animal Pick-Up Reimb (NPDES) 15,000 15,000 101311 4602 Code Enforcement Abatement 3,000 3,000 TOTAL FCS - ANIMAL SERVICES 212,595 214,595

RECREATION & SENIOR SERVICES
101309 4415 Cost Recovery/Reimbursed Exp 33 - - - - 101309 4530 Contract Classes 104,796 190,000 190,000 355,714 355,714 101309 4531 City Classes/Programs - 20,000 - - - 101309 4533 Lighting Fees 20,825 18,000 19,658 20,641 21,673 101309 4545 Program Income 8,760 12,000 7,389 7,758 8,146 101309 4802 Concessions (Payphone) - - 282 - - 101309 4812 Sale of Surplus Property 1,841 - - - - 101309 4813 Rental Income 46,216 100,000 105,000 200,000 250,000 101309 4814 Miscellaneous Receipts 70 - 3 - - 101309 4815 Game Income 190 2,000 437 459 482 101309 4819 Donations 5,193 43,728 44,393 - - TOTAL RECREATION & SENIOR SERVICES 187,924 385,728 367,162 584,572 636,015

FACILITIES AND COMMUNITY SERVICES DEPARTMENT
101303 4312 Sign Permits 875 - 1,500 1,500 1,500 101300 4415 Cost Recovery/Reimbursed Exp 83,802 40,000 152,000 85,000 92,000 101301 4415 Cost Recovery/Reimbursed Exp 1,071 - - - - 101302 4415 Cost Recovery/Reimbursed Exp 332 332 592 - - 101303 4415 Cost Recovery/Reimbursed Exp 25,176 - 8,365 352,000 322,000 101304 4415 Cost Recovery/Reimbursed Exp 6,023 - - - - 101305 4415 Cost Recovery/Reimbursed Exp (6,279) - - - - 101306 4415 Cost Recovery/Reimbursed Exp - - 150 - - 101310 4415 Cost Recovery/Reimbursed Exp - - 32 - - 101300 4523 Abandoned Prop Inspections 678 - 340 - - 101306 4524 Rental Property Inspections 229,348 150,000 150,000 130,000 140,000 101303 4533 Lighting Fees - - 345 - - 101300 4584 Contract Services (6,388) - - - - 101303 4584 Contract Services 2,955 - 2,955 2,955 2,955 101300 4602 Code Enforcement Abatement 136,228 200,000 100,000 120,000 130,000 101300 4702 Litter Control Fees 6,708 1,000 3,878 4,072 4,275 101304 4703 Street Cleaning Fees 341,876 340,000 296,431 311,252 326,815 101300 4725
Landfill Mitigation Fees 271,978 250,000 149,954 157,451 165,324 101303 4809 Finance Charges 70 - 350 - - 101306 4810 Returned Check Fee 129 - - - - 101303 4811 Land Sale Proceeds 4,264 - - - - 101302 4812 Sale of Surplus Property 10,440 - - - - 101300 4813 Rental Income 1,000 - - - - 101303 4813 Rental Income 89,129 - 90,540 95,067 99,820 101310 4813 Rental Income - 1,501,971 1,382,190 1,742,329 1,374,934 101300 4814 Miscellaneous Receipts 67 - - - - 101303 4814 Miscellaneous Receipts 77,617 - - - - 101303 4819 Donations 1,000 - - - - TOTAL FACILITIES & COMM SERVICES DEPARTMENT 1,278,099 2,483,303 2,339,622 3,001,626 2,659,623

Redlands Special Meeting 5-25-22

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

ENGINEERING
101400 4305 Building Permits 8,007 8,000 15,300 16,000 17,000 101400 4308 Grading/Paving Permits 45,420 20,000 51,700 54,000 57,000 101400 4316 Street Permits 476,951 225,000 400,000 420,000 441,000 101400 4319 NPDES Permits 173,046 140,000 120,000 126,000 132,000 101400 4322 Conditional Use Permit 10,660 8,000 11,900 12,000 13,000 101400 4415 Cost Recovery/Reimbursed Exp 77,177 33,800 37,000 24,000 25,000 101400 4503 Plan Check 206,719 100,000 170,500 179,000 188,000 101400 4505 CRA Review 9,594 6,000 15,300 16,000 17,000 101400 4506 Map Review 48,771 25,000 90,000 95,000 100,000 101400 4507 Street Vacation 2,248 - 2,248 2,000 2,000 101400 4512 Development Agreements 6,244 3,000 10,000 11,000 12,000 101400 4522 WQMP Review Admin 50,627 30,000 54,300 57,000 60,000 101400 4578 Street Trench Cut Fee 26,950 20,000 24,000 25,000 26,000 101400 4812 Sale of Surplus Property 746 - - - - TOTAL ENGINEERING DEPARTMENT 1,143,160 618,800 1,002,248 1,037,000 1,090,000 TOTAL GENERAL FUND (101) 82,782,239 100,252,157 105,659,601 106,950,531 108,744,617 GENERAL GOVT GRANTS (200)
200120 4401 State Grants 221,852 - - - - 200164 4401 State Grants - 610,000 610,000 - - 200202 4401 State Grants 35,070 62,520 56,939 - - 200250 4401 State Grants 26,171 244,500 244,500 - - 200300 4401 State Grants 4,890 510 510 - - 200400 4401 State Grants 43,109 3,601,169 3,851,169 - - 200120 4407 Federal Grants 252,059 - 11,256,047 - - 200164 4407 Federal Grants 737,937 1,229,877 1,232,905 - - 200202 4407 Federal Grants 55,597 378,647 353,166 - - 200250 4407 Federal Grants 1,769,748 168,723 168,723 - - 200300 4407 Federal Grants 1,762 5,390 5,390 - - 200400 4407 Federal Grants 288,930 1,699,158 1,699,158 - - 200202 4408 Federal Reimbursement 4,570 - - - 200202 4410 Other Grants - 28,000 28,000 - - 200250 4410 Other Grants 20,220 52,242 52,242 - - 200303 4410 Other Grants 68,016 - - - 200309 4410 Other Grants 100,239 150,709 150,709 - - 200120 4808 Investment Income 63 - - - - TOTA
L GENERAL GOVT GRANTS 3,630,233 8,231,445 19,709,459 - - EMERGENCY SERVICES (205)
205250 4101 Current Secured Taxes 1,124,853 1,000,000 1,100,000 1,100,000 1,100,000 205250 4415 Cost Recovery/Reimbursed Exp 3,245 2,500 2,000 2,500 2,500 205250 4532 Non-Resident Fees - 4,000 31,000 30,000 30,000 205250 4819 Donations 5,300 2,800 2,700 2,500 3,000 TOTAL EMERGENCY SERVICES 1,133,398 1,009,300 1,135,700 1,135,000 1,135,500 HOUSEHOLD HAZARDOUS WASTE (206)
206250 4402 State Reimbursement - 10,000 - - - 206250 4545 Program Income 155,402 50,000 105,000 100,000 100,000 TOTAL HOUSEHOLD HAZARDOUS WASTE 155,402 60,000 105,000 100,000 100,000 GAS TAX (207)
207300 4201 Road Maint. Rehab (Sec 2030) 1,315,347 1,363,009 1,473,777 1,621,931 1,486,239 207300 4202 Gas Tax (Prop 111) 2105 361,476 401,653 420,849 459,075 427,192 207300 4203 Gas Tax 2107 489,138 510,827 573,526 627,170 570,508 207300 4204 Gas Tax Engineering Rcpts. 7,500 7,500 7,500 7,500 7,500 207300 4205 Gas Tax 2106 226,018 246,771 258,068 281,535 262,125 207300 4206 Gas Tax 2103 & Tax 7360 473,373 546,761 603,391 700,795 616,982 TOTAL GAS TAX 2,872,852 3,076,521 3,337,111 3,698,006 3,370,546

Redlands Special Meeting 5-25-22

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED LOCAL TRANSPORTATION (209)
209400 4330 Street Rep Fee-Truck Haul Prmt 8,149 - - - - 209400 4415 Cost Recovery/Reimbursed Exp 60,342 44,000 44,000 - - 209400 4808 Investment Income (817) - 594 - - TOTAL LOCAL TRANSPORTATION 67,674 44,000 44,594 - - MEASURE "I" 2010 (210)
210400 4004 Measure I Sales Tax 1,612,052 1,429,595 1,801,168 1,825,567 1,837,360 210400 4808 Investment Income 729 9,147 TOTAL MEASURE "I" 2010 1,612,781 1,438,742 1,801,168 1,825,567 1,837,360 PARIS STREET RECONSTRUCTION (211)
211910 4415 Cost Recovery/Reimbursed Exp 36,186 - - - - 211400 4808 Investment Income (10,597) 56,095 TOTAL PARIS STREET RECONSTRUCTION 25,589 56,095 - - - AIR QUALITY IMPROVEMENT (221)
221400 4411 AB2766 Subvention AQMD 115,131 89,000 89,000 89,000 89,000 221400 4808 Investment Income 1,518 1,000 TOTAL AIR QUALITY IMPROVEMENT 116,649 90,000 89,000 89,000 89,000 TRAFFIC SAFETY (223)
223200 4608 Traffic Fines 34,704 25,000 20,000 25,000 25,000 223200 4609 Red Light Traffic Fines 1,861 2,000 2,000 2,000 2,000 223200 4610 Parking Fines 89,973 175,000 60,000 175,000 175,000 TOTAL TRAFFIC SAFETY 126,538 202,000 82,000 202,000 202,000 OPEN SPACE (227)
227501 4720 Open Spc Acq Fee 120,778 125,000 345,560 500,000 500,000 227501 4808 Investment Income 5,883 - - - - TOTAL OPEN SPACE 126,661 125,000 345,560 500,000 500,000 DOWNTOWN BUSINESS AREA (236)
236300 4545 Program Income 2,135 3,000 3,000 151,000 154,000 236300 4808 Investment Income (270) 100 - - - 236300 4814 Miscellaneous Receipts 24,762 15,000 30,000 - - TOTAL DOWNTOWN BUSINESS AREA 26,627 18,100 33,000 151,000 154,000 PARKING AUTHORITY (237)
237502 4813 Rental Income 9,523 11,000 11,000 11,500 11,500 TOTAL PARKING AUTHORITY 9,523 11,000 11,000 11,500 11,500 PUBLIC ART FUND (238)
238100 4808 Investment Income 20 - - - - TOTAL PUBLIC ART FUND 20 - - - - TRANSPORTATION DEVELOPMENT ACT (241)
241400 4401 State Grants 160,967 1,180,448 1,180,448 - - TOTAL TRANSPORTATION DEVELOPMENT ACT 160,967 1,180,448 1,180,448 - - ASSET FORFEITURE (246)
246200 4611 Drug Confiscation - State 732 5,000 2,175 3,000 3,000 246200 4612 Drug Confiscation - Federal 73,896 132,803 20,324 30,000 30,000 246200 4613 Drug Confiscation-Fed Treas - 20,000 70,737 80,000 80,000 246200 4614 15% Drug/Gang Prevention-CA 129 476 384 600 600 246200 4808 Investment Income 2,043 - 5,054 6,000 6,000 246200 4812 Sale of Surplus Property 5,450 - - - - TOTAL ASSET FORFEITURE 82,250 158,279 98,674 119,600 119,600

Redlands Special Meeting 5-25-22

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED SUPPLEMENTAL LAW ENFORCEMENT (249)
249200 4401 State Grants 242,922 299,259 175,059 175,059 225,000 249200 4808 Investment Income 1,157 3,000 1,500 1,500 1,500 TOTAL SUPPLEMENTAL LAW ENFORCEMENT 244,079 302,259 176,559 176,559 226,500 PARK & OPEN SPACE DEV (250)
250300 4719 Park & Open Space Facilities 379,519 750,000 1,500,000 1,500,000 1,500,000 250400 4808 Investment Income 3,404 4,158 - - - TOTAL PARK & OPEN SPACE DEV 382,923 754,158 1,500,000 1,500,000 1,500,000 PUBLIC FACILITIES DEV (251)
251300 4712 Police Facilities 6,939 9,000 28,600 23,000 26,000 251300 4713 Fire Facilities 140,752 170,000 549,000 443,000 509,000 251300 4714 Library Facilities 33,427 50,000 149,000 132,000 152,000 251300 4715 General Government Facilities 159,044 200,000 650,000 522,000 600,000 TOTAL PUBLIC FACILITIES DEV 340,162 429,000 1,376,600 1,120,000 1,287,000 ARTERIAL STREET CONSTRUCTION (252)
252400 4722 Regional Arterial Fee 276,084 240,000 603,000 500,000 575,000 252400 4723 Railroad Crossings Fee 4,631 4,000 10,600 10,000 12,000 252400 4724 Local Arterial Fee 105,502 80,000 225,100 200,000 230,000 252400 4808 Investment Income 12,611 29,308 15,000 12,000 14,000 TOTAL ARTERIAL STREET CONSTRUCTION 398,828 353,308 853,700 722,000 831,000 TRAFFIC SIGNALS (253)
253302 4721 Transportation Facilities 25,350 20,000 109,000 90,000 88,000 253400 4721 Transportation Facilities (1,331) - - - - 253400 4808 Investment Income 4,590 9,954 4,500 4,500 4,500 TOTAL TRAFFIC SIGNALS 28,609 29,954 113,500 94,500 92,500 FREEWAY INTERCHANGES (254)
254304 4721 Transportation Facilities 245,554 205,000 400,000 450,000 518,000 254400 4721 Transportation Facilities (12,890) - - - - 254400 4808 Investment Income 10,439 23,475 8,000 8,000 8,500 TOTAL FREEWAY INTERCHANGES 243,103 228,475 408,000 458,000 526,500 STREET LIGHTING DISTRICT #1 (260)
260300 4727 Assessment District 25,249 24,300 25,000 25,000 25,000 TOTAL STREET LIGHTING DISTRICT #1 25,249 24,300 25,000 25,000 25,000 COMMUNITY FACILITY DISTRICT 2004-1 (261)
261300 4727 Assessment District 356,455 465,000 540,000 575,000 600,000 261300 4808 Investment Income 275 4,000 1,000 1,000 1,000 261300 4814 Miscellaneous Receipts 30,000 - - - - TOTAL COMMUNITY FACILITY DISTRICT 386,730 469,000 541,000 576,000 601,000 LANDSCAPE MAINTENANCE DISTRICT (263)
263300 4727 Assessment District 28,766 29,000 29,000 29,000 29,000 TOTAL LANDSCAPE MAINTENANCE DISTRICT 28,766 29,000 29,000 29,000 29,000 GENERAL DEBT SERVICE (305)
305501 4107 Supplemental PY Taxes 59 - - - - 305501 4110 Supplemental - Voter Approved 62,530 30,000 30,000 30,000 30,000 305501 4808 Investment Income 608 - 430 430 430 TOTAL GENERAL DEBT SERVICE 63,197 30,000 30,430 30,430 30,430 STORM DRAIN CONSTRUCTION (405)
405300 4718 Storm Drain Fees 127,781 165,000 330,000 330,000 380,000 405400 4808 Investment Income 7,651 15,561 7,500 7,500 7,500 TOTAL STORM DRAIN CONSTRUCTION 135,432 180,561 337,500 337,500 387,500

Redlands Special Meeting 5-25-22

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED SAFETY/CITY HALL REPLACEMENT (406)
406501 4808 Investment Income 16,647 5,000 7,500 - - 406501 4811 Land Sale Proceeds 1,386,982 - - - - TOTAL SAFETY/CITY HALL REPLACEMENT 1,403,629 5,000 7,500 - - WATER (501)
501900 4415 Cost Recovery/Reimbursed Exp 207,581 5,000 25 25 25 501900 4503 Plan Check 30,525 10,000 20,000 20,000 21,000 501900 4556 Water Usage 26,999,267 26,279,000 25,000,000 31,897,398 32,577,584 501900 4557 Fire Flow Testing 2,765 3,000 2,500 3,000 3,000 501900 4558 B Contract Water Usage 96,804 106,000 100,000 100,000 105,000 501900 4560 Water Meter Install 36,195 37,000 30,000 32,000 30,000 501900 4564 Irrigation Water Usage 2,991,099 3,086,000 2,800,000 3,000,000 3,100,000 501900 4566 Fire Hydrant Water Usage 211,104 197,000 150,000 150,000 155,000 501900 4568 Fire Protection Water Usage 541,197 427,000 400,000 400,000 420,000 501900 4605 Conservation Violation Penalty - 5,000 500 500 525 501900 4704 Frontage Charge 308,646 30,000 400,000 40,000 45,000 501900 4808 Investment Income 199,472 765,000 200,000 200,000 210,000 501900 4810 Returned Check Fee - - 50 50 50 501900 4812 Sale of Surplus Property 23,540 - - - - 501900 4813 Rental Income 153,150 173,000 110,000 125,000 130,000 501900 4814 Miscellaneous Receipts 158,691 111,000 125,000 100,000 105,000 501900 4825 Capital Contribution 745,870 - - - -

TOTAL W
ATER 32,705,906 31,234,000 29,338,075 36,067,973 36,902,184 WATER PROJECTS (501910)
501910 4407 Federal Grants 7,500 - 551,799 - - TOTAL WATER PROJECTS 7,500 - 551,799 - - WATER DEBT SERVICE (501930)
501930 4808 Investment Income 249 1,500 TOTAL WATER DEBT SERVICE 249 1,500 - - - SOURCE ACQUISITION (508)
508900 4562 Water Source Acq Residential 42,504 100,000 600,000 380,000 437,000 508900 4563 Water Source Acq Non-Res - 25,000 60,000 40,000 46,000 508900 4808 Investment Income 3,031 5,000 - - - TOTAL SOURCE ACQUISITION 45,535 130,000 660,000 420,000 483,000 WATER CAPITAL IMPROVEMENT (509)
509920 4575 Cap Improv Chrg Non-Res - 100,000 300,000 300,000 345,000 509920 4576 Cap Improv Chrg Residential 768,417 650,000 1,400,000 1,400,000 1,610,000 509920 4808 Investment Income 3,705 1,500 - - - TOTAL WATER CAPITAL IMPROVEMENT 772,122 751,500 1,700,000 1,700,000 1,955,000 SOLID WASTE (511)
511900 4415 Cost Recovery/Reimbursed Exp 520,922 5,000 19,456 20,000 20,000 511900 4551 SW Service - Residential 8,935,698 8,500,000 8,600,000 9,030,000 9,481,500 511900 4552 SW Service - Non-Residential 7,443,998 7,500,000 7,500,000 7,875,000 8,268,750 511900 4554 Special Hauls & Rolls-Offs 2,622,527 2,500,000 2,700,000 2,835,000 2,976,750 511900 4555 Recycled Material 7,710 15,000 7,000 10,000 10,000 511900 4729 Reimb. Property Damages - - 500 - - 511900 4808 Investment Income 7,984 100,000 11,416 15,000 15,000 511900 4810 Returned Check Fee 43 - 86 - - 511900 4811 Land Sale Proceeds - 23,025,000 23,020,436 - - 511900 4812 Sale of Surplus Property 7,500 2,000 2,000 - - TOTAL SOLID WASTE 19,546,382 41,647,000 41,860,894 19,785,000 20,772,000 SOLID WASTE PROJECT (511910)
511910 4401 State Grants 9,840 36,399 36,399 TOTAL SOLID WASTE PROJECT 9,840 36,399 36,399 - -

Redlands Special Meeting 5-25-22

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED SOLID WASTE DEBT SERVICE (511930)
511930 4808 Investment Income 183,037 1,000 24 TOTAL SOLID WASTE DEBT SVC 183,037 1,000 24 - - SOLID WASTE - LANDFILL (511981)
511981 4808 Investment Income - 100,000 TOTAL SOLID WASTE LANDFILL - 100,000 - - - CALIF ST LANDFILL CLOSURE (517)
517981 4808 Investment Income 24,999 - 18,783 TOTAL CALIF ST LANDFILL CLOSURE 24,999 - 18,783 - - SOLID WASTE CAP IMPROVEMENT (519)
519920 4575 Cap Improv Chrg Non-Res 116,324 168,117 450,000 475,000 500,000 519920 4576 Cap Improv Chrg Residential 30,550 37,054 - - - 519920 4808 Investment Income 16,536 20,000 18,000 20,000 22,000 TOTAL SOLID WASTE CAP IMPROVEMENT 163,410 225,171 468,000 495,000 522,000 WASTEWATER SERVICE (521)
521900 4415 Cost Recovery/Reimbursed Exp 2,827 3,000 18,000 3,000 3,100 521900 4546 Wastewater Residential 7,346,039 7,331,000 7,200,000 7,800,000 8,400,000 521900 4547 Wastewater Non-Residential 2,406,323 2,511,000 2,400,000 2,600,000 2,800,000 521900 4548 Recycled Water Usage 195,884 239,000 130,000 150,000 155,000 521900 4550 Septage Charge 43,130 37,000 50,000 45,000 48,000 521900 4704 Frontage Charge 133,050 30,000 210,000 60,000 69,000 521900 4808 Investment Income 49,534 360,000 65,000 50,000 52,000 521900 4811 Land Sale Proceeds - 23,025,000 23,020,436 - - 521900 4812 Sale of Surplus Property 9,500 - - - - 521900 4814 Miscellaneous Receipts 4,016 50,000 295,000 25,000 25,000 521900 4825 Capital Contribution 192,908 - - - - TOTAL WASTEWATER SERVICE 10,383,211 33,586,000 33,388,436 10,733,000 11,552,100 WASTEWATER CAPITAL IMPROVEMENT (529)
529920 4575 Cap Improv Chrg Non-Res - 100,000 200,000 200,000 230,000 529920 4576 Cap Improv Chrg Residential 819,385 550,000 1,300,000 1,300,000 1,495,000 529920 4808 Investment Income 25,827 71,000 1,800 20,000 22,000 TOTAL WASTEWATER CAPITAL IMPROVEMENT 845,212 721,000 1,501,800 1,520,000 1,747,000 NON-POTABLE WATER (531)
531900 4572 Non-Potable Water Usage 378,454 354,000 350,000 355,000 360,000 531900 4573 Non-Potable Water Service Charge 250,941 244,000 220,000 225,000 230,000 531900 4704 Frontage Charge - 10,000 - - - 531900 4808 Investment Income 9,908 50,000 12,000 12,000 12,000 TOTAL NON-POTABLE WATER 639,303 658,000 582,000 592,000 602,000 NON-POTABLE CAPITAL IMPROVEMENT FUND (532)
532920 4575 Cap Improv Chrg Non-Res 200,192 30,000 70,000 75,000 80,000 532920 4808 Investment Income 5,254 25,000 5,000 5,000 5,000 TOTAL NON POT CAP IMPROVEMENT FUND 205,446 55,000 75,000 80,000 85,000 GROVES (538)
538900 4415 Cost Recovery/Reimbursed Exp - - 277 - - 538900 4808 Investment Income (444) - 44 - - 538900 4814 Miscellaneous Receipts 676 - - - - 538900 4818 Grove Receipts 95,736 - - - - TOTAL GROVES 95,968 - 321 - - GROVES PROJECTS (538910)
538910 4818 Grove Receipts 589,046 720,000 836,607 850,000 860,000 TOTAL GROVES PROJECTS 589,046 720,000 836,607 850,000 860,000

Redlands Special Meeting 5-25-22

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED CEMETERY (562)
562900 4415 Cost Recovery/Reimbursed Exp 43 - - - - 562900 4540 Cemetery Interment 232,132 165,000 160,316 175,324 184,090 562900 4541 Cemetery Lots 849,887 680,000 650,000 682,500 716,625 562900 4542 Cemetery Crypts 134,565 75,000 165,910 175,058 183,810 562900 4543 Cemetery Perpetual Care 41,520 68,728 130,000 70,000 70,000 562900 4808 Investment Income 9,654 30,000 7,698 10,000 10,776 562900 4809 Finance Charges 16,777 6,800 9,458 7,500 8,500 562900 4810 Returned Check Fee - 82 86 86 86 562900 4813 Rental Income 34,220 23,250 23,250 27,250 29,250 562900 4814 Miscellaneous Receipts 169,603 97,000 160,000 168,000 176,000 562900 4817 Misc. Taxable Sales 145,129 85,000 110,000 115,500 121,275 562900 4819 Donations 471 500 503 500 500 TOTAL CEMETERY 1,634,001 1,231,360 1,417,221 1,431,718 1,500,912 AVIATION OPERATING (564)
564900 4102 Current Unsecured Taxes 79,616 80,000 80,000 80,000 80,000 564900 4415 Cost Recovery/Reimbursed Exp 6,400 10,000 433 - - 564900 4707 Tie-Down Fees 6,431 7,000 12,000 12,240 12,485 564900 4708 Gate Access Fee 10,437 6,500 11,000 12,075 12,334 564900 4709 Fuel Flowage Fees 4,369 500 3,000 3,500 3,700 564900 4710 Ground Leases 104,620 114,200 115,000 120,750 126,788 564900 4808 Investment Income 1,270 - 788 - - 564900 4809 Finance Charges 155 - - - - 564900 4813 Rental Income 193,355 195,000 225,000 229,500 234,090 564900 4814 Miscellaneous Receipts - 4,000 - - - TOTAL AVIATION OPERATING 406,653 417,200 447,221 458,065 469,396 AVIATION PROJECTS/GRANTS (564910)
564910 4401 State Grants 2,785 15,920 15,920 - - 564910 4407 Federal Grants - 194,363 239,363 - - TOTAL AVIATION PROJECTS/GRANTS 2,785 210,283 255,283 - - LIABILITY SELF-INSURANCE (602)
602900 4415 Cost Recovery/Reimbursed Exp 1,810 5,000 (48) - - 602900 4808 Investment Income (6,335) 5,000 (5,260) - - 602900 4810 Returned Check Fee - - 86 - - 602900 4814 Miscellaneous Receipts 897 1,000 7,048 - - TOTAL LIABILITY SELF-INSURANCE (3,628) 11,000 1,826 - - INFORMATION TECHNOLOGY (604)
604900 4415 Cost Recovery/Reimbursed Exp - 200 100 100 100 604900 4705 Int Serv Rcpts: General Fund 1,673,301 2,024,382 2,024,382 4,041,276 4,347,511 604900 4706 Int Serv Rcpts: Non-Gen Fund 2,387,914 2,525,954 2,525,954 2,441,131 2,626,112 604900 4808 Investment Income 5,959 5,000 6,000 - - 604900 4812 Sale of Surplus Property 25 - - - - TOTAL INFORMATION TECHNOLOGY 4,067,199 4,555,536 4,556,436 6,482,507 6,973,723 WORKERS COMP SELF-INSURANCE (606)
606951 4415 Cost Recovery/Reimbursed Exp 20,469 - 8,491 - - 606951 4586 Worker's Comp Receipts 2,416,402 2,740,976 2,740,976 3,026,426 3,272,153 606951 4808 Investment Income 16,824 - 7,942 TOTAL WORKERS COMP SELF-INSURANCE 2,453,695 2,740,976 2,757,409 3,026,426 3,272,153 EQUIPMENT MAINTENANCE (607)
607900 4415 Cost Recovery/Reimbursed Exp 536,387 320,000 526,199 552,510 580,135 607900 4705 Int Serv Rcpts: General Fund 1,501,932 1,487,215 1,487,215 1,771,388 2,074,587 607900 4706 Int Serv Rcpts: Non-Gen Fund 3,921,527 4,151,758 4,151,758 4,963,929 5,813,576 607900 4803 L/CNG Outside Fuel Sales 642,659 1,000,000 559,187 823,759 830,446 607900 4808 Investment Income 14,059 10,000 16,620 10,000 10,500 607900 4812 Sale of Surplus Property 700 - - - - 607900 4814 Miscellaneous Receipts - - 1,473 - - TOTAL EQUIP MAINTENANCE 6,617,264 6,968,973 6,742,452 8,121,586 9,309,244

Redlands Special Meeting 5-25-22

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REVENUES
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

ORGKEY OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED UTILITY BILLING (608)
608900 4415 Cost Recovery/Reimbursed Exp 234 - - 300 300 608900 4561 Water Turn-On 7,997 - 8,000 9,000 10,000 608900 4574 Utility Billing Service 1,250,000 980,500 980,500 1,750,000 2,150,000 608900 4808 Investment Income 5,049 20,000 11,000 20,000 20,000 608900 4809 Finance Charges (881) - - - - 608900 4810 Returned Check Fee 15,260 12,000 8,500 8,500 8,500 608900 4814 Miscellaneous Receipts 42,936 30,000 30,000 30,000 30,000 608900 4820 Bad Debt Recoveries 1,471 2,000 500 500 500 TOTAL UTILITY BILLING 1,322,066 1,044,500 1,038,500 1,818,300 2,219,300 PAYROLL CLEARING ADMIN (609)
609900 4823 Pension Bond Allocation 1,845,298 1,755,006 1,907,565 1,870,097 392,455 TOTAL PAYROLL CLEARING ADMIN 1,845,298 1,755,006 1,907,565 1,870,097 392,455 SIMONDS ENDOWMENT (705)
705900 4808 Investment Income 121 - 95 - - TOTAL SIMONDS ENDOWMENT 121 - 95 - - PAULINE STANCLIFF MEMORIAL TRUST (706)
706900 4808 Investment Income 71 - 56 - - TOTAL PAULINE STANCLIFF MEMORIAL TRUST 71 - 56 - - SPECIAL DEPOSIT (801)
801900 4814 Miscellaneous Receipts 3,577,642 - - - - TOTAL SPECIAL DEPOSIT 3,577,642 - - - - COMMUNITY FACILITY DISTRICT TRUST (810)
810962 4415 Cost Recovery/Reimbursed Exp 785,267 730,000 772,175 787,993 801,352 810961 4415 Cost Recovery/Reimbursed Exp 774,908 760,000 751,705 748,308 747,606 810962 4808 Investment Income 65 1,800 100 100 100 810961 4808 Investment Income 58 1,600 100 100 100 TOTAL COMMUNITY FACILITY DISTRICT TRUST 1,560,298 1,493,400 1,524,080 1,536,501 1,549,158 OBLIGATION PAYMENT (820166)
820166 4101 Current Secured Taxes 2,920,874 2,603,288 2,603,288 10,363 - 820166 4808 Investment Income (1,438) 5,000 - - - TOTAL OBLIGATION PAYMENT 2,919,436 2,608,288 2,603,288 10,363 - SUCCESSOR TO RDA DEBT SVC (820169)
820169 4808 Investment Income 192,046 - 7 - - TOTAL SUCCESSOR TO RDA DEBT SVC 192,046 - 7 - - TOTAL NON-GENERAL FUNDS 106,639,984 151,439,037 167,641,079 109,899,198 114,222,561

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City Clerk

Mission Statement:

The City Clerk's Office is dedicated to promoting open government and offering the public access to all aspects of information about the City gove rnment while providing the best possible service to residents, staff, and leadership of the City neutrally and impartially.

Departmental Goals:

 Administrate fair and impartial elections
 Provide efficient service and information to the public  Provide support services to the City Council and City departments  Accurately record and maintain the proceedings, actions, and documentation of the City Council, the Redlands Financing Authority, and the Successor Agency to the Redevelopment Agency for legal, administrative, financial, and historical reference  Work to improve the administration of the office consistent with applicable laws and, through automation, produce more rapid transparent access to government and fulfill the responsibilities of this department to the community

Sustainability Efforts:

 Ongoing effort to digitize all record files for electronic access  Emphasis on an electronic format for all record requests  Scanning of City Council, Successor Agenc y to the Redevelopment Agency, and Financing Authority minutes, contracts, resolutions, and ordinances for electronic access on the City’s shared network drive and the records management system, known as Laserfiche

Performance Measures:

 Compliance with noticing requirements of the Brow n Act for all meetings of the City Council, the Successor Agency to the Redevelopment Agency, the Redlands Financing Authority, and City Commissions and Boards
 Add 5,000 documents annually to the digital records database  Provide online records research capability to the public  Document proceedings associated with all City Council, Successor Agency, and Redlands Financing Authority meetings and make them accessible to the staff and the public in a timely manner
 Meet filing deadline for the economic interest statements from elected officials, appointed commissioners, designated staff members, and consultants  Meet filing deadline for campaign finance reporting for elected officials, candidates, and committees
 Provide training to staff members to effectively utilize the City’s automated records system  Publish legal notices of ordinances, resolutions, and public hearings in accordance with law

Program Description:

The City Clerk is the record keeper and guardian of our democratic process. In Redlands, the City Clerk is an elected official and is responsible directly to the voters. The department provides service to the public, City Council, City Manager, and all administrative departments and is the election official for the City.

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Program Objectives:

 Maintain an open-door policy for the public
 Conduct general and special municipal elections in accordance with the California Elections Code and coordinate ballot measures, arguments, and impartial analysis documents  Coordinate actions with the County Registrar of Voters during primary, general, and special elections
 Fulfill duties as filing officer for campaign statements for officeholders, candidates, and committees
 Maintain an accurate record of City Council proceedings through a comprehensive general index of all minutes, resolutions, contracts, agreements, and deeds  Act as secretary to the Successor Agency to the Redevelopment Agency and the Redlands Financing Authority and maintain an accurate record of their proceedings through a comprehensive general index of all minutes, resolutions, contracts, agreements, and deeds  Act as Custodian of the City Seal and Custodian of the City's vital records from 1888 to1964  Fulfill duties as Financial Disclosure Officer for conflict of interest filings for elected officials, designated staff, and various consultants
 Coordinate legal publications and notices of ordinances, resolutions, and public hearings in accordance with law
 Follow legal procedures for noticing all public meetings of the City Council, the Successor Agency to the Redevelopment Agency, the Redlands Financing Authority, and all City Commissions and Boards
 Maintain an open, diplomatic and neutral relationship with news media  Maintain the Redlands Municipal Code
 Research, disseminate, and provide information regarding City records as necessary  Provide accessibility to City Council appr oved records through the City’s website  Manage the electronic recordation of City documents
 Administer and file oaths of office

Department Innovations

E-Filing – Form 700 Conflict of Interest and Campaign Finance Reporting: FY 2022-23 procurement to establish e-filing and management capability for automation of Campaign Finance Reporting for elected officials and committees and establish e-Filing for Statement of Economic Interest Forms (Form 700s) for elected officials, appointed commissioners, and designated staff members. Improves office efficiency, streamlines the reporting processes using an electronic filing system, promotes transparency, and reduces paper.

Real-time Updates – The City’s archiving system , known as Laserfiche, allows the public the ability to browse, search, retrieve, download, and print documents. This enhances citizen awareness and promotes accountability and trust in government.

Strategic Goals – Supports Sustainability by enhancing fiscal and operational practices for maintaining fiscal stability, transparency, and data-driven decisions. Supports Equity and Inclusion by enhancing communication and engagement to ensure all parts of the community have easy access to information

Accomplishments for Fiscal Year 2021-2022:

 Managed the submission of a voter initiative ordinance and coordinated efforts with the Registrar of Voters for signature verification in accordance with the California Elections Code

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 Established the Certification of a voter initiative ordinance and ordered its submittal to the City’s qualified voters on the November 8, 2022 ballot, in accordance with the California Election Code
 Managed finance reporting documents for one committee associated with the voter initiative petition
 Coordinated the submission of economic inte rest statements from one hundred sixty-one positions, including, elected officials, appointed commissioners, designated staff members, and consultants
 Managed the biannual campaign finance reporting of seven elected officials and eight committees
 Documented proceedings and decisions associated with all City Council, Successor Agency, and Redlands Financing Authority regular and special meetings establishing the historical record
 Enhanced accessibility to City Council documents, including minutes, resolutions, ordinances, contracts, and deeds and easements directly through the City’s website  Digitized City Council documents to document storage system, known as Laserfiche  Conducted City Bid Openings in an impartial way
 Managed and tracked Council Member Ethics Training requirements  Electronically recorded City documents as needed
 Complied with the noticing requirements of the Brown Act for all public meetings  Published legal notices of ordinances, resolutions, and public hearings in accordance with law
 Maintained the Redlands Municipal Code

Significant Program Changes:

 Administer the November 8, 2022, Municipal Election for three Council Member seats, Districts 1, 3, and 5, and the voter initiative ordinance measure, in accordance with the California Elections Code

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FUND ORGKEY
GENERAL FUND 101110
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 72,198 117,663 115,418 133,210 133,210 5002 Salaries: Part-Time 29,267 18,010 637 18,010 18,911 5202 Holiday Pay - - 834 - - 5204 Accrual Payout 648 - - - - 5401 Pension Contributions 19,664 34,311 33,899 39,550 40,496 5501 FICA/Medicare 8,166 10,723 8,869 11,913 11,981 5601 Deferred Compensation 1,845 1,845 1,845 1,845 1,845 5701 Health/Dental Insurance 4,296 12,328 15,700 9,575 10,054 5702 Workers' Comp Insurance 3,411 3,837 3,837 6,916 7,477 5703 Disability Insu rance 755 460 1,188 529 529 5704 Unemployment Insurance 291 1,302 1,401 1,302 1,302 5705 Life Insurance - 126 64 126 126 5802 Eyecare Reimbursement - 225 225 225 225 5803 Clothing Allowance - 300 300 300 300 5903 Other Taxable Benefits 429 4,200 4,200 4,200 4,200 TOTAL SALARIES AND BENEFITS 140,970 205,330 188,417 227,700 230,656

SERVICES
6201 Elections 143,771 150,000 200 300,000 150,000 6401 Meeting & Prof Development 150 500 - 1,500 1,575 6402 Travel Expense/Reimbursement - 100 - 225 237 6601 Postage 306 500 500 550 578 6710 Special Contractual Services 3,803 19,197 5,000 14,250 14,963 6802 Info Tech Service Charges 7,984 9,259 9,259 29,628 31,873 6901 Printing and Binding 332 700 500 735 772 6902 Advertising 10,973 16,000 16,000 16,800 17,640 6906 Office Equip & Furn Rent 3,147 2,250 2,250 2,363 2,481 6907 Comms Service & Rental 973 925 925 972 1,021 6909 Subscriptions & Memberships 432 350 350 400 420 TOTAL SERVICES 171,871 199,781 34,984 367,423 221,560

SUPPLIES
7002 Office Supplies 921 1,000 1,000 1,050 1,103 7101 Office Equipment & Furniture - 500 500 525 551 TOTAL SUPPLIES 921 1,500 1,500 1,575 1,654 DEPARTMENT TOTAL 313,762 406,611 224,901 596,698 453,870 D

EPARTMENT/DIVISION

CITY CLERK

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City Council

Mission Statement:

The City Council is dedicated to responding to the changing needs in our community and to ensuring that Redlands remains a distinctive place in which to live and work.

Departmental Goals:

 Hold regular meetings to conduct City business and hear public input on all issues  Remain open and responsive to the concerns of the community  Formulate policies and goals and, through the City Manager, direct the use of resources for the attainment of these policies and goals
 Monitor and seek to influence state and federal legislation to better address the concerns of the City of Redlands
 Encourage community involvement through the appointment of citizens to City-sanctioned commissions, boards, and committees

Program Description:

The City Council provides direction upon which all City actions, programs, and priorities are based. The City Council relies on the input of the City Manager and his staff, as well as recommendations from various commissions and boards. The Council further represents City interests through participation in local and regional organizations.

Program Objectives:

 Conduct regular bi-monthly meetings and specia l meetings as necessary to effectively complete the City’s business
 Maintain active participation in various local and regional organizations  Provide input to the appropriate legislators on issues that will affect the City

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FUND ORGKEY
GENERAL FUND 101100
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 67,231 87,504 84,992 97,433 100,389 5002 Salaries: Part-Time 28,846 24,270 - - - 5006 Elected Official Compensation 30,339 30,000 28,272 57,000 84,000 5101 Overtime Salaries 1,462 - 1,564 5,842 5,857 5202 Holiday Pay 543 - 789 - - 5203 Bonus 1,053 - - - - 5204 Accrual Payout 2,252 - 4,076 - - 5301 Banked Leave Buy Back - 3,904 - 5,842 5,857 5401 Pension Contributions 24,720 25,731 29,660 29,159 30,751 5501 FICA/Medicare 9,121 10,244 8,213 11,201 13,549 5601 Deferred Compensation 10,700 1,327 6,296 1,356 1,356 5701 Health/Dental Insurance 31,118 30,193 26,893 19,304 20,269 5702 Workers' Comp Insurance 2,274 2,741 2,741 2,766 2,991 5703 Disability Insu rance - 133 148 291 305 5704 Unemployment Insurance 348 2,676 2,779 2,660 2,660 5705 Life Insurance 40 55 67 71 71 5802
Eyecare Reimbursement - 198 198 254 254 5803 Clothing Allowance 301 75 75 150 150 5903 Other Taxable Benefits 526 832 832 861 861 TOTAL SALARIES AND BENEFITS 210,874 219,883 197,595 234,190 269,320

SERVICES
6102 Legal Services 4,047 100,000 24,031 200,000 25,000 6106 Other Professional Services - - 5,728 - - 6401 Meeting & Prof Development 350 2,500 1,328 2,500 2,625 6402 Travel Expense/Reimbursement - 2,500 1,251 3,395 3,565 6403 Training 356 2,500 303 2,500 2,625 6510 Other Insurance 3,205 3,500 3,205 3,500 3,675 6601 Postage 518 300 124 130 137 6708 Special Program Expenditures 11,665 48,335 42,334 10,200 10,710 6802 Info Tech Service Charges 9,837 9,259 9,259 11,851 12,749 6901 Printing and Binding 544 1,500 6,797 7,137 7,494 6906 Office Equip & Furn Rent 3,529 11,500 2,306 2,421 2,542 6909 Subscriptions & Memberships 68,546 78,645 73,500 77,175 81,034 TOTAL SERVICES 102,597 260,539 170,165 320,809 152,155

SUPPLIES
7002 Office Supplies 1,090 2,500 502 1,000 1,050 7807 Food - - - 250 263 TOTAL SUPPLIES 1,090 2,500 502 1,250 1,313 DE
PARTMENT TOTAL 314,561 482,922 368,262 556,249 422,788

DEPARTMENT/DIVISION

CITY COUNCIL

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City Manager

Mission Statement:

The City Manager’s Office is dedicated to managing all City services in the most efficient, effective, and economical manner possible while maintaining excellent customer service through a high degree of professionalism.

Departmental Goals:

 Implement the policy direction of the City Council
 Provide leadership and direction to all City departments  Promote favorable working relationships with our business community, community organizations, and citizens
 Promote transparency in government
 Guard the quality of life that residents enjoy through the maintenance of existing programs and service levels

Sustainability Efforts:

 Continued implementation of paperless processes
 Purchase and use of recycled paper for copying and printing  The ongoing effort to scan and store files electronically

Program Description:

The City Manager’s Office provides centralized direction and leadership for the effective administration and operation of all municipal services for the City of Redlands as directed by the City Council. Operating under the traditional Council-Manager form of government, the City Manager is appointed by the five-member City C ouncil and is responsible for the day-to-day operations of the City. The City Manager’s Office leadership team includes two Assistant City Managers and a Public Information Officer. The office provides strategic direction to departments and monitors the progress made toward achieving the goals and objectives.

The City Manager’s office is committed to developing a culture of innovation by integrating strategic management and best practices into government operations. By doing so, the organization continually improves performance, maximizes efficiencies, and creates value for the tax dollar.

Program Objectives:

 Provide leadership, management, and direction to all City departments  Compile and distribute agenda packets for all Council meetings  Oversee the preparation of the annual budget
 Guide the City’s Strategic Plan and Vision
 Be available to the public as the need arises
 Maintain effective working relationships with other cities, counties, state and federal agencies

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Accomplishments for Fiscal Year 2021-2022:

 Provided leadership, management, and direction to all City departments  Maintained continuity of operations throughout the COVID-19 Pandemic  Coordinated and assembled 22 City Council Regular Meeting Agenda Packets and 8 City Council Special Meeting Agenda Packets.
 Coordinated City Council Meeting E-Agenda Packets.
 Coordinated and processed approximately 250 resident service requests.  Review an average of 48 agenda items per City Council meeting

Communications and Community Relations

The Communications and Community Relations division of the City Manager’s office oversees the City’s communication initiatives, and social media platforms and responds on behalf of the City to inquiries from the media and the pub lic. The division educates and informs residents, visitors, and businesses about City programs, services, and events. Using targeted communication strategies in cooperation with other City departments, the division engages the community in the governmental process, facilit ates transparency, enhances tourism, supports local industries, promotes business attraction and retention, and increases participation in City programs and activities to generate additional revenue and to strengthen the quality of life.

Included in the division is Redlands TV (RTV), the City’s government access cable TV facilities and operations. RTV televises and records live events, such as City Council and Planning Commission meetings, provides a Community Ev ents Bulletin Board, and creates or contracts original informational videos highlighting City services and programs. RTV programming is available to cable television subscribers through Spectrum (Channel 3) and Frontier Communications (Channel 35).

Program Objectives:

 Administer the City’s community relations and public information programs, including media relations, videos, and other information on Redlands TV, the City’s social media platforms, and other communications avenues.
 Provide a forum for community events and public service messages relevant to Redlands audiences.
 Continually explore new platforms and comm unications and outreach avenues, incorporating them into the overall communication and outreach strategy.  Regularly televise all City Council and Planning Commission meetings with scheduled replays intended to provide access for all Redlands citizens.
 Use available video technology and media to provide an outlet, informing Redlands residents of available City events and services or specific public service information.

Accomplishments for Fiscal Year 2021-2022:

 Developed a comprehensive Communications and Community Outreach Strategic Plan for presentation to the City Council. The plan will provide support to the City budget and strategic planning initiatives.
 Provided staff support and facilitated completion of the National Community Survey, a benchmarking survey that provided a comp rehensive picture of livability and resident perspectives and attitudes on government serv ices, policies, and management. The survey

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provides and benchmark to measure Redlands against other similar communities and a baseline for measuring the progress of City service enhancements and initiatives.  Provided staff support and helped to facilitate the development of the City’s Six-Year Strategic Plan.
 Promoted transparency in government through:
o Live broadcasting of all City meetings and Planning Commission meetings on Redlands TV; Web-streaming of live City Council meetings and archived meeting videos
o Promoted open, clear, and frequent communication through:
 Monitored community social networking sites, kept staff apprised of public reactions to City issues, and responded when appropriate  Redlands 311 mobile app
 City’s Speakers Bureau
 Issuance of approximately 300 press releases promoting City activities and economic development, providing public safety information, and providing information on City Council actions
o PIO responded to numerous unique press requests not related to press releases  Produced regular video series including:
o Working for You: Making Redlands a Better Place – A monthly video series highlighting individual employees and their contributions to the overall mission of the City to provide superior service to residents;
o Redlands Making Progress – Developed a new video series highlighting progress on capital and maintenance projects that improve facilities and infrastructure for the benefit of residents and businesses;
o Pet of the Week – A weekly video series introducing adoptable animals from the Redlands Animal Shelter;
o Storytime – A multipart video series featuring A.K. Smiley Library staff reading stories for children at various age levels.
o Various public safety videos provided tips to residents on items such as fraud, catalytic converter theft, and the Citizen Volunteer Patrol.  Provided support to all City departments taking video/photos of city services.  Monitored and created all Public Service Announcements for Redlands television Bulletin Board.
 Provided support to all other departments and City Council in media interviews.  Monitored press coverage of the City, including newspapers, television, and radio, and provided periodic news digests to staff and elected officials.  Provided support to all City departments in preparing and reviewing memos and other written communication for both internal and external distribution.

Grants Coordinating Office

The Grants Coordinating office was established in September 2021 and is a new division of the City Manager’s office. The division is responsible for performing a variety of duties related to grant development, grant writing, and grant monitoring and reporting. Working with departments throughout the City, the Grants Coordinating office also researches grant opportunities to determine applicability, prepares grant applications, compiles proposed project information, and aligns project needs with fund goals. The division monitors grant activity, composes and submits quarterly grant reports on project progress, and is responsible for submitting all final close-out grant materials.

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Program Objectives:

 Maintain grant records and files
 Communicate grant projects to the community and solicit feedback for program implementation
 Provide information and assistance to departments in applying for grants  Provide centralized information regarding grant funding opportunities, Uniform Guidance requirements, and other compliance
 Implement grant projects
 Coordinate grant activities with other departments
Accomplishments for Fiscal Year 2021-2022:

 Coordinated the application submission of the Homekey 2 State grant application for the conversion of a local hotel into 99 permanent supportive housing units for at-risk, homeless, and chronically homeless individuals
 Aid in the administration of the City’s allocation of Coronavirus State & Local Fiscal Recovery Funds issued through the American Rescue Plan Act (ARPA) while ensuring compliance with Federal Grant Regulations and Treasury Department Guidelines

Purchasing and Stores

The Purchasing and Stores division is responsible for performing the City’s procurement function per Chapter 2.16 of the City’s Municipal Code and all other applicable procedures and policies as established by the City. This division is also responsible for procurement and inventory of materials and supplies in support of all City departments and handles items declared as surplus for redistribution or disposal per the City ordinance.

Program Objectives:

 Continue to process purchase requisitions for supplies and services as quickly and efficiently as possible following purchasing procedures
 Compile, review, and award bids for materials, equipment, services, and supplies  Utilize an eProcurement system for bids and vendor management which meets the goal of eliminating waste and increasing efficiencies, productivity, and cost savings  Review and update the City’s purchasing policies and procedures as needed and provide citywide training
 Provide prompt service in fulfilling d epartmental requests for materials and supplies  Provide reports regarding department s’ usage and expense as requested  Execute and monitor the warehouse program – “Fastenal Automated Supply Technology” (FAST) – Industrial Vending
 Process items declared as surplus for redistribution or disposal per City procedures  Main objective: Increase citywide efficiencies through software utilization such as PlanetBids (eProcurement) and Tyler Munis (ERP system), and assure procurement compliance, accountability, and cost savings

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Accomplishments for Fiscal Year 2021-2022:

 Continuation of the City’s Automated Inventory System  Establishment and further development of an eProcurement system  Continuous development and implement ation of the new ERP system  Recipient of the 2020 Achievement of Excellence in Procurement (AEP) Award. The AEP is awarded by the National Purchasing Institute (NPI). The program measures innovation, professionalism, eProcurement, productivity, and leadership attributes of the procurement function based on standardized criteria.
 Provide multiple citywide and departmental specific Purchasing training  Managed all Surplus disposal and sale from all City Departments  Processed all Purchase Requisition requests and ensure compliance with risk and revenue requirements

HR/Risk Management Office

The HR/Risk Management office is also a division of the City Manager’s office. An in-depth division description can be found after the City Manager’s office portion of the budget.

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FUND ORGKEY
GENERAL FUND 101120
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 300,056 417,960 363,010 405,542 423,904 5101 Overtime Salaries - - 5 - - 5202 Holiday Pay 543 - 789 - - 5203 Bonus 1,053 - - - - 5204 Accrual Payout 2,252 - 4,703 - - 5301 Banked Leave Buy Back - 4,635 - 6,564 6,616 5401 Pension Contributions 69,510 122,092 66,139 120,633 129,100 5501 FICA/Medicare 16,411 24,020 21,008 23,949 24,955 5601 Deferred Compensation 16,311 8,030 41,180 13,592 13,592 5701 Health/Dental Insurance 28,648 46,986 43,994 45,161 47,419 5702 Workers' Comp Insurance 9,742 10,690 10,690 12,449 13,459 5703 Disability Insu rance - 240 148 291 305 5704 Unemployment Insurance (578) 1,276 2,319 1,298 1,298 5705 Life Insurance 95 185 168 188 188 5801 Vehicle Allowance 5,160 5,160 7,435 5,160 5,160 5802 Eyecare Reimbursement - 662 662 673 673 5803
Clothing Allowance 60 135 135 150 150 5903 Other Taxable Benefits 98 1,111 1,111 6,300 6,300 TOTAL SALARIES AND BENEFITS 449,361 643,182 563,496 641,950 673,119

SERVICES
6005 License & Permits 1,460 2,000 1,475 2,100 2,205 6106 Other Professional Services - 70,000 67,129 10,000 10,500 6304 Telephone 1,999 2,400 2,400 2,400 2,400 6401 Meeting & Prof Development - 4,500 4,500 4,500 4,725 6402 Travel Expense/Reimbursement - 1,000 1,640 2,000 2,100 6403 Training 1,131 1,000 980 1,500 1,575 6601 Postage 45 300 100 300 300 6703 Software Support/Development - - - 15,000 15,750 6802 Info Tech Service Charges 10,768 23,148 23,148 53,331 57,372 6901 Printing and Binding 471 1,000 1,500 1,500 1,575 6907 Comms Service & Rental 1,625 1,200 1,200 1,260 1,323 6909 Subscriptions & Memberships 3,219 4,000 3,445 4,200 4,410 TOTAL SERVICES 20,718 110,548 107,517 98,091 104,235

SUPPLIES
7001 Books & Supplies - 250 - 263 276 7002 Office Supplies 1,437 2,500 2,500 2,625 2,756 7005 Photo & Copying Supplies (11) 500 - 525 551 7101
Office Equipment & Furniture 1,185 3,000 3,500 5,150 3,500 7802 Purchased Water 287 300 300 315 331 7807 Food 64 500 100 525 551 7810 Special Departmental Supplies 1,037 1,500 500 1,575 1,654 TOTAL SUPPLIES 3,999 8,550 6,900 10,978 9,619 DIVISION TOTAL 474,078 762,280 677,913 751,019 786,973

DEPARTMENT/DIVISION

CITY MANAGER

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FUND ORGKEY
GENERAL FUND 101121
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 234,189 239,743 290,340 331,470 331,470 5202 Holiday Pay 2,359 - 2,616 - - 5203 Bonus 878 - - - - 5204 Accrual Payout 6,399 - 2,266 - - 5301 Banked Leave Buy Back 1,649 24,935 1,649 17,782 17,782 5401 Pension Contributions 67,326 70,088 88,215 98,603 100,961 5501 FICA/Medicare 16,345 19,840 21,863 26,176 26,222 5601 Deferred Compensation 12,947 5,136 34,158 6,139 6,139 5701 Health/Dental Insurance 26,329 23,994 37,970 36,487 38,311 5702 Workers' Comp Insurance 4,547 4,934 4,934 5,533 5,982 5704 Unemployment Insurance 208 1,063 1,143 1,367 1,367 5705 Life Insurance 146 154 177 198 198 5802 Eyecare Reimbursement - 551 551 709 709 5903 Other Taxable Benefits 393 5,387 323 5,311 5,311 TOTAL SALARIES AND BENEFITS 373,715 395,825 486,205 529,775 534,452

SERVICES
6106 Other Professional Services 6,199 7,500 6,900 29,245 30,707 6304 Telephone 38 - 500 500 525 6401 Meeting & Prof Development - 1,500 - 1,500 1,575 6402 Travel Expense/Reimbursement 71 500 - 1,500 1,575 6403 Training - 1,000 600 2,500 2,625 6703 Software Support/Development - 1,600 1,548 1,625 1,707 6708 Special Program Expenditures - - - 35,000 - 6710 Special Contractual Services - - - 50,000 - 6802 Info Tech Service Charges 12,638 18,518 18,518 23,702 25,499 6803 City Garage Charges - - - 674 789 6909 Subscriptions & Memberships 5,238 6,830 6,830 7,172 7,530 TOTAL SERVICES 24,184 37,448 34,896 153,418 72,532

SUPPLIES
7002 Office Supplies 358 1,000 250 - - 7004 Uniform/Safety Clothing - - 118 500 525 7101 Office Equipment & Furniture - 1,000 - 1,000 1,050 7810 Special Departmental Supplies 278 1,500 - 5,000 1,500 7812
Audio-Visual Materials 902 - 1,220 1,500 1,575 TOTAL SUPPLIES 1,538 3,500 1,588 8,000 4,650

FIXED ASSETS
8706 All Other Equipment - 30,000 - 30,000 30,000 TOTAL FIXED ASSETS - 30,000 - 30,000 30,000 DIVISION TOTAL 399,437 466,773 522,689 721,193 641,634

DEPARTMENT/DIVISION

COMMUNICATIONS AND COMMUNITY RELATIONS

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FUND ORGKEY
GENERAL FUND 101123
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 182,861 184,808 183,406 185,614 185,614 5101 Overtime Salaries 55 - 9 - - 5202 Holiday Pay 841 - 904 - - 5203 Bonus 585 - - - - 5204 Accrual Payout 234 - 256 - - 5301 Banked Leave Buy Back 2,666 7,420 2,666 8,555 8,555 5401 Pension Contributions 51,725 54,010 55,276 55,235 56,556 5501 FICA/Medicare 13,452 14,555 13,196 14,611 14,642 5601 Deferred Compensation 14,134 3,957 14,071 3,973 3,973 5701 Health/Dental Insurance 19,300 14,968 19,735 13,820 14,511 5702 Workers' Comp Insurance 4,547 4,934 4,934 5,533 5,982 5703 Disability Insurance 414 491 388 540 540 5704 Unemployment Insurance 204 911 1,612 911 911 5705 Life Insurance 133 132 136 132 132 5801 Vehicle Allowance 450 473 225 473 173 5802 Eyecare Reimbursement 300 300 300 300 300 5903 Other Taxable Benefits 168 4,775 4,775 4,791 4,791 TOTAL SALARIES AND BENEFITS 292,069 291,734 301,889 294,488 296,680

SERVICES
6106 Other Professional Services 4,726 10,000 10,000 5,000 5,000 6304 Telephone 494 600 600 630 662 6401 Meeting & Prof Development - 800 800 840 882 6402 Travel Expense/Reimbursement - 2,000 2,000 2,100 2,205 6403 Training - 600 600 630 662 6601 Postage 430 800 400 430 450 6703 Software Support/Development - 300 300 315 330 6710 Special Contractual Services - 300 300 315 330 6802 Info Tech Service Charges 8,492 18,518 18,518 23,702 25,499 6901 Printing and Binding 69 4,000 4,000 4,100 4,300 6902 Advertising - 100 - - - 6906 Office Equip & Furn Rent 2,229 2,443 2,443 2,565 2,693 6909 Subscriptions & Memberships 382 900 900 945 992 TOTAL SERVICES 16,822 41,361 40,861 41,572 44,005

SUPPLIES
7002 Office Supplies 1,497
1,750 1,750 1,838 1,929 7003 Awards/Recognition Prgm 400 550 800 840 880 7004 Uniform/Safety Clothing 119 150 150 158 165 7101 Office Equipment & Furniture - 4,800 4,800 5,040 5,292 7102 Small Tools & Equipment - 200 200 210 220 7203 Office Equipment Maintenance - 300 300 315 330 7208 Repair/Maintenance Supplies 16 100 100 105 115 7209 Janitorial Supplies 43 100 100 105 115 7211 Computer Components 2,047 - 2,047 2,149 2,257 7802 Purchased Water 109 178 109 120 135 7806 Promotional Supplies - 100 100 105 115 7807 Food - 200 200 210 220 7810 Special Departmental Supplies - 2,500 2,550 2,550 2,600 7901 Non-Capital Expenditures - 900 900 945 992 TOTAL SUPPLIES 4,231 11,828 14,106 14,690 15,365 DIVISION TOTAL 313,122 344,923 356,856 350,750 356,050

DEPARTMENT/DIVISION

PURCHASING

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FUND ORGKEY
GENERAL FUND 101124
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6710 Special Contractual Services 11,668 12,352 12,352 12,970 13,618 6906 Office Equip & Furn Rent 4,454 24,000 5,000 5,250 5,513 6907 Comms Service & Rental 1,390 2,500 2,500 2,625 2,756 6912 Reimbursed Expenditures (10,738) (20,000) (20,000) (20,000) (20,000) TOTAL SERVICES 6,774 18,852 (148) 845 1,887

SUPPLIES
7002 Office Supplies - 100 100 105 110 7005 Photo & Copying Supplies 724 1,100 1,000 1,100 1,155 7203 Office Equipment Maintenance 1,558 2,500 2,500 2,625 2,756 7810 Special Departmental Supplies 39 4,500 4,500 500 525 TOTAL SUPPLIES 2,321 8,200 8,100 4,330 4,547 DIVISION TOTAL 9,095 27,052 7,952 5,175 6,433

DEPARTMENT/DIVISION

PRINT SHOP

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FUND ORGKEY
GOVERNMENTAL GRANT FUND 200120
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 171,138 - 5,040,522 - - 5002 Salaries: Part-Time 47,239 - - - - 5101 Overtime Salaries 20,084 - - - - 5401 Pension Contributions 9,870 - - - - 5501 FICA/Medicare 6,937 - - - - 5701 Health/Dental Insurance 4,824 - - - - 5702 Workers' Comp Insurance 768 - - - - 5703 Disability Insurance 160 - - - - 5704 Unemployment Insurance 930 - - - - 5705 Life Insurance 28 - - - - 5804 Uniform Rental 9 - - - - TOTAL SALARIES AND BENEFITS 261,987 - 5,040,522 - -

SERVICES
6106 Other Professional Services 780 - 25,000 - - 6403 Training 70 - 288 - - 6703 Software Support/Development 3,897 - 40,261 - - 6704 Community Grant Award - - 200,000 - - 6708 Special Program Expenditures - - 4,724,700 - - 6710 Special Contractual Services 184,990 - 113,712 - - 6902 Advertising - - 1,000 - - 6903 Janitorial Services 7,500 - 27,500 - - 6909 Subscriptions & Memberships 100 - - - - TOTAL SERVICES 197,337 - 5,132,461 - -

SUPPLIES
7002 Office Supplies 452 - 127 - - 7201 Hardware Maint/Replace 44 - - - - 7208 Repair/Maintenance Supplies 8,447 - - - - 7209 Janitorial Supplies 2,295 - 499 - - 7210 Building Supplies 311 - - - - 7211 Computer Components - - 62 - - 7804 Medical Supplies 124 - 38,538 - - 7810 Special Departmental Supplies 3,133 - 43,837 - - TOTAL SUPPLIES 14,806 - 83,064 - -

FIXED ASSETS
8401 Wastewater Infrastructure - - 1,000,000 - -

TOTAL FIXED ASSETS -
- 1,000,000 - - DEPARTMENT TOTAL 474,130 - 11,256,047 - -

DEPARTMENT/DIVISION

CITY MANAGER GRANTS

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Human Resources Division

Program Description:

The Human Resources team works collaboratively to develop and administer programs that are designed to increase the effectiveness of staff and the organization. The division provides the full range of human resource services to all City departments, and where applicable, residents and visitors to our community. The primary functions of this division include recruitment and selection, employee benefits administration, wellness, performance management, training, organizational development, personnel data maintenance, volunteer management, state and federal reporting, MOU (Memorandum of Understanding) administration, employee assistance, and labor and employee relations.

Program Objectives:

 Facilitate the recruitment, selection, retention, and promotion of individuals to ensure a talented, diverse workforce
 Market a comprehensive and economical employee compensation and benefits package to attract and retain the highest caliber employees
 Support employee engagement by providing an effective onboarding process and continued training and professional development opportunities
 Ensure compensation and performance management processes are designed to maximize performance and align with the goals of the organization  Revise and implement Personnel Rules and Regulations and Administrative Policies that create a consistent, positive, and productive organizational culture  Utilize technology in all aspects of Human Resources to create a cost-effective and efficient operation
 Build upon the Volunteer & Intern Resources program including enhancing the volunteer and intern program and increasing community awareness and involvement through enhanced outreach

Accomplishments for Fiscal Year 2021-22:

Fiscal Year-to-date:
 Recruited and filled 115 positions
 Provided training to employees on sexual haras sment, active shooter, driving safety, safe lifting, communication skills, bloodborne pathogens, asbestos awareness, lockout/tagout, COVID-19 prevention and pandemic response, customer service, diversity and inclusion, bullying, time management, workplace vi olence, change management, IIPP, security awareness, ergonomics, ethics, performance evaluations, supervisory skills, and employee leaves.
 Installed AED devices and provided training to six City locations  Managed the pandemic and its impact on employ ees including maintenance of a COVID- 19 prevention program.
 Implemented a new online Performance Evaluation management program.  Created and introduced a telework program for city employees.  Developed and implemented enhancements to our Workers Compensation program to provide more efficient service to employees.
 Maintained compliance with the Affordable Care Act.

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 Revised the Personnel Rules and Regulations to maintain compliance with new legislation.
 Coordinated annual employee appreciation event.
 Introduced new benefits for pet care and college savings plans  Provided wellness events including mental health webinars and Walktober 10K a day challenge.
 Developed and implemented a new employee orientation and year-long onboarding program.

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FUND ORGKEY
GENERAL FUND 101125
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 157,686 230,879 191,248 460,384 479,193 5002 Salaries: Part-Time 100 - - - - 5202 Holiday Pay 295 - 1,161 - - 5203 Bonus 878 - - - - 5204 Accrual Payout 1,437 - 4,371 - - 5301 Banked Leave Buy Back 2,480 7,323 1,479 10,352 14,725 5401 Pension Contributions 41,150 67,549 56,744 115,705 122,511 5501 FICA/Medicare 11,124 16,665 13,850 28,987 30,507 5601 Deferred Compensation 13,618 3,918 11,926 5,655 5,655 5701 Health/Dental Insurance 15,021 26,584 18,943 47,440 48,209 5702 Workers' Comp Insurance 19,136 21,106 21,106 24,321 26,295 5703 Disability Insurance 267 377 230 415 441 5704 Unemployment Insurance 171 1,107 1,376 1,975 1,975 5705 Life Insurance 93 161 123 287 287 5801 Vehicle Allowance - - - 5802 Eyecare Reimbursement 830 574 574 1,024 1,024 5803
Clothing Allowance 240 240 240 240 240 5903 Other Taxable Benefits 1,269 2,713 2,713 2,881 2,881 5904 Tuition Reimbursement - - 2,000 - - TOTAL SALARIES AND BENEFITS 265,795 379,196 328,084 699,666 733,943

SERVICES
6005 License & Permits 50 - 50 - - 6007 Penalties and Interest - - 5 - - 6102 Legal Services 31,191 20,000 20,000 22,000 24,500 6105 Medical/Physicals 8,422 15,000 15,000 16,000 17,500 6304 Telephone 1,456 1,500 626 - - 6401 Meeting & Prof Development 2,096 2,000 2,000 2,200 2,400 6402 Travel Expense/Reimbursement - 3,000 3,000 3,500 3,500 6505 Retiree Health Insurance 3,456,395 4,230,000 4,064,448 4,568,400 4,933,872 6601 Postage 736 1,000 1,000 1,000 1,000 6702 Fingerprinting 2,153 - 4,047 8,500 8,500 6703 Software Support/Development 544 1,875 2,134 22,275 2,275 6710 Special Contractual Services 492 1,000 250 1,000 1,000 6802 Info Tech Service Charges 106,999 46,296 46,296 94,810 101,994 6803
City Garage Charges 4,449 5,382 - - - 6901 Printing and Binding 94 1,500 4 1,000 1,000 6902 Advertising - 500 - 500 500 6906 Office Equip & Furn Rent 5,958 7,500 7,500 8,250 9,075 6909 Subscriptions & Memberships 19 5,500 5,500 5,500 6,000 TOTAL SERVICES 3,621,054 4,342,053 4,171,860 4,754,935 5,113,116

SUPPLIES
7001 Books & Supplies 149 550 550 500 500 7002 Office Supplies 1,262 2,300 2,000 2,500 2,500 7003 Awards/Recognition Prgm 5,305 10,500 10,500 12,000 12,000 7101 Office Equipment & Furniture - 5,000 1,500 5,000 5,000 7211 Computer Components - 3,000 1,000 3,000 3,000 7806 Promotional Supplies - 800 - 800 800 7807 Food 88 1,200 1,200 2,500 2,500 7810 Special Departmental Supplies 960 3,000 3,000 3,000 3,000 TOTAL SUPPLIES 7,764 26,350 19,750 29,300 29,300 DIVISION TOTAL 3,894,613 4,747,599 4,519,694 5,483,901 5,876,359 DE
PARTMENT TOTAL 5,090,345 6,348,627 6,085,104 7,312,037 7,667,449

DEPARTMENT/DIVISION

HUMAN RESOURCES

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Risk Management Division

Program Description:

The Risk Management Division identifies, assesses, and controls risk to the City and ensures a safe and secure work environment. The division manages the processing of all property and general liability claims filed against the City. The division also establishes the City’s insurance needs and works with the City’s broker to procure appropriate levels of insurance coverage for property and general liability, workers’ compensation, crime, and various other policies.

The City contracts with a third-party administrator (TPA) that ensures compliance with all regulations regarding the administration and investigation of all claims. The TPA coordinates with the Risk Management staff, City Attorney, City Manager, and City Council as needed.

Program Objectives:

 Identify potential liability exposures and address them in a proactive, not reactive, manner  Work closely with the City Attorney and TPA to expedite the disposition of all claims presented to the City
 Ensure maintenance of a database of all claims filed against the City  Prepare analysis as needed related to the City’s need for excess liability insurance  Act as liaison with the City’s insurance broker in the procurement of all property and liability insurance policies maintained by the City
 Assist other departments with insurance-related issues  Review proposed contractual agreements for appropriate levels of insurance coverage maintained by the other party before the City enters into the agreement  Review proposed contractual agreements wherein the City must provide coverage, recommend acceptance, or voice concerns and alternative solutions  Compile and submit the necessary documentation to the City’s insurance carriers for reimbursement of losses incurred and for which the City has insurance coverage  Pursue the City’s subrogation rights for property losses caused by others

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FUND ORGKEY
LIABILITY SELF INSURANCE FUND 602900
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 86,088 100,252 88,827 166,828 172,402 5202 Holiday Pay 145 - 310 - - 5204 Accrual Payout 551 - 458 - - 5301 Banked Leave Buy Back 1,798 2,767 1,277 2,719 2,967 5401 Pension Contributions 28,388 29,233 26,841 29,842 30,938 5501 FICA/Medicare 6,088 7,482 6,336 7,550 7,727 5601 Deferred Compensation 2,770 1,427 3,528 1,427 1,427 5701 Health/Dental Insurance 9,502 12,024 9,888 11,376 11,821 5702 Workers' Comp Insurance 4,779 5,208 5,208 2,766 2,991 5703 Disability Insurance 107 189 90 207 220 5704 Unemployment Insurance 98 521 581 521 521 5705 Life Insurance 60 76 66 76 76 5802 Eyecare Reimbursement 45 270 270 270 270 5803 Clothing Allowance 90 120 120 120 120 5901 Compensated Absences Expense (1,952) - - - - 5903 Other Taxable Benefits 173 960 960 960 960 TOTAL SALARIES AND BENEFITS 138,730 160,529 144,760 224,661 232,439

SERVICES
6102 Legal Services 138,107 150,000 215,000 235,000 258,500 6401 Meeting & Prof Development 125 800 800 900 900 6402 Travel Expense/Reimbursement - 800 800 900 900 6501 Settlements/Judgments - 10,000 - 10,000 10,000 6502 Property Insurance 735,731 1,005,732 975,765 1,313,170 1,575,804 6505 Retiree Health Insurance 11,164 8,000 12,000 13,200 14,500 6506 Premiums for Excess Coverage 1,118,947 1,307,000 1,272,245 1,557,000 1,790,550 6507 Liability Claims 1,735,798 500,000 500,000 550,000 610,000 6510 Other Insurance 6,891 7,000 15,594 17,160 18,876 6601 Postage - 100 100 100 100 6710 Special Contractual Services 65,118 70,000 69,000 77,000 77,000 6802 Info Tech Service Charges 78,005 68,333 68,333 11,851 12,749 6901 Printing and Binding - 100 - 100 100 6906 Office Equip & Furn Rent 713 - 721 750 750 6909 Subscriptions & Memberships 3,665 150 150 175 175 TOTAL SERVICES 3,894,264 3,128,015 3,130,508 3,787,306 4,370,904

SUPPLIES
7002 Office Supplies - 500 500 500 500 TOTAL SUPPLIES - 500 500 500 500 FUND TOTAL 4,032,994 3,289,044 3,275,768 4,012,467 4,603,843

DEPARTMENT/DIVISION

RISK MANAGEMENT

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Workers’ Compensation Division

Program Description:

The City of Redlands is self-insured for its Workers’ Compensation and contracts with a third- party administrator (TPA) whose focus is to keep abreast of the continually changing Workers’ Compensation laws and regulations, assure that the City maintains compliance with these changes, and most importantly facilitates the care needed to return the employee to their pre- injury status. The Workers’ Compensation program provides employee treatment through a wide network of healthcare practitioners. To reach the goal of returning an employee to their pre-injury productivity the City, whenever possible, provi des modified duty. Modified duty allows the employee to remain an active and productive member of the organization while still recuperating from their injury.

Program Objectives:

 Monitor the performance of the City’s TPA for efficiency, service standards, and cost- effectiveness
 Analyze accident data, identify root causes, and coordinate with the department on the implementation of programs to reduce the number of work-related injuries and illnesses  Implement a wellness-rich environment where em ployees are provided the tools necessary to realize the healthiest lifestyle possible
 Review status of claims with the TPA adjuster and the City’s legal counsel  Administer the Disability and Industrial Disabili ty Retirement programs in a fiscally responsible manner
 Facilitate a return-to-work (RTW) program for t hose employees able to work modified duty to reduce time away from work due to injury
 Mitigate potential claims by addressing work/health issues brought forward by employees

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FUND ORGKEY
WORKERS' COMPENSATION FUND 606951
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 90,409 102,670 83,723 121,112 125,128 5202 Holiday Pay 145 - 231 - - 5204 Accrual Payout 604 - 3,726 - - 5301 Banked Leave Buy Back 1,883 2,748 1,416 2,202 2,446 5401 Pension Contributions 30,885 29,984 24,740 30,013 31,212 5501 FICA/Medicare 6,688 7,664 6,444 7,553 7,755 5601 Deferred Compensation 2,770 1,904 3,895 1,888 1,888 5701 Health/Dental Insurance 8,748 10,086 7,438 9,955 10,206 5702 Workers' Comp Insurance 48,988 - - - - 5703 Disability Insu rance 107 189 90 207 220 5704 Unemployment Insurance 98 477 537 477 477 5705 Life Insurance 47 69 41 69 69 5802 Eyecare Reimbursement 45 248 248 248 248 5803 Clothing Allowance 90 120 120 120 120 5901 Compensated Absences Expense (7,123) - - - - 5903 Other Taxable Benefits 291 1,101 1,101 945 945 T
OTAL SALARIES AND BENEFITS 184,675 157,260 133,750 174,789 180,713

SERVICES
6102 Legal Services 170,634 165,000 85,000 150,000 165,000 6106 Other Professional Services 21,721 23,608 23,908 23,908 24,678 6401 Meeting & Prof Development - 500 425 550 600 6402 Travel Expense/Reimbursement - 1,000 1,000 1,200 1,200 6505 Retiree Health Insurance 24,091 15,000 11,031 15,000 16,500 6506 Premiums for Excess Coverage 163,478 210,682 - 241,188 277,366 6509 Worker's Comp Claims 2,452,260 1,300,000 1,600,000 1,500,000 1,650,000 6710 Special Contractual Services 109,382 171,384 200,914 212,095 224,215 6802 Info Tech Service Charges 59,970 45,555 45,555 159,992 172,116 6804 General Govt Service Charge 44,057 45,075 45,075 48,947 51,394 6901 Printing and Binding 13 50 - 50 50 6906 Office Equip & Furn Rent 713 - 721 750 750 TOTAL SERVICES 3,046,319 1,977,854 2,013,629 2,353,680 2,583,869

SUPPLIES
7002 Office Supplies - 300 300 300 300 7101 Office Equipment & Furniture - 1,500 1,500 1,500 1,500 TOTAL SUPPLIES - 1,800 1,800 1,800 1,800 D
IVISION TOTAL 3,230,994 2,136,914 2,149,179 2,530,269 2,766,383

DEPARTMENT/DIVISION

WORKERS' COMPENSATION

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Safety Division

Program Description:

Employee safety is an organizational responsibility first and foremost, as well as a personal responsibility. The Safety Division of the Human Resources Department is responsible for providing the tools and information necessary for each City division to function at its optimal safety level. To this end, we facilitate the required training our employees are required to maintain to continue working in compliance with OSHA and other regulatory agencies.

Program Objectives:

 Provide a safe work environment for City employees
 Inspect job locations to ensure safe working environments and practices  Decrease the number of on-the-job injuries
 Comply with OSHA mandates for training and reporting
 Review and update the City’s Injury and Illness Prevention Program  Instill the advantages of safe work behavior in every employee, every day  Furnish information and resources to departments to develop programs that will help enable them to realize a reduction in the number of preventable injuries  Coordinate and oversee the City’s Safety Committee, develop and implement goals and objectives

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FUND ORGKEY
WORKERS' COMPENSATION FUND 606952
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 95,247 108,507 97,627 100,789 102,332 5202 Holiday Pay 74 - 218 - - 5204 Accrual Payout 831 - 2,368 - - 5301 Banked Leave Buy Back 2,062 2,974 1,848 2,840 2,972 5401 Pension Contributions 26,148 31,663 29,282 31,876 32,977 5501 FICA/Medicare 7,090 8,336 7,408 8,264 8,390 5601 Deferred Compensation 1,858 1,792 2,658 1,776 1,776 5701 Health/Dental Insurance 10,602 12,323 11,072 11,878 12,349 5702 Workers' Comp Insurance 665 - - - - 5703 Disability Insurance 67 94 58 104 110 5704 Unemployment Insurance 107 521 551 521 521 5705 Life Insurance 53 76 57 76 76 5802 Eyecare Reimbursement 248 270 270 270 270 5803 Clothing Allowance 60 60 60 60 60 5903 Other Taxable Benefits 176 648 648 570 570 TOTAL SALARIES AND BENEFITS 145,288 167,264 154,125 159,023 162,402

SERVICES
6105 Medical/Physicals - 2,500 - 2,500 2,500 6401 Meeting & Prof Development - 1,000 1,000 1,000 1,000 6402 Travel Expense/Reimbursement - 1,000 - 1,000 1,000 6403 Training - 5,000 5,000 5,000 5,000 6703 Software Support/Development - 4,200 - 4,500 4,500 6710 Special Contractual Services - 1,000 - 1,000 1,000 6804 General Govt Service Charge 5,830 5,965 5,965 6,477 6,801 6901 Printing and Binding - 200 - 100 100 6909 Subscriptions & Memberships 250 150 - 300 300 TOTAL SERVICES 6,080 21,015 11,965 21,877 22,201

SUPPLIES
7001 Books & Supplies - 1,000 1,000 1,000 1,000 7002 Office Supplies - 500 500 500 500 7004 Uniform/Safety Clothing - 425 15 400 400 7102 Small Tools & Equipment - 500 5,357 1,000 1,000 7806 Promotional Supplies 4,914 20,000 200 20,000 20,000 7810 Special Departmental Supplies 2,333 500 500 500 500 TOTAL SUPPLIES 7,247
22,925 7,572 23,400 23,400 DIVISION TOTAL 158,615 211,204 173,662 204,300 208,003

DEPARTMENT/DIVISION

SAFETY PROGRAM

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Training Division

Program Description:

The Human Resources Department is responsible for coordination and oversight of citywide employee training. Focus is directed toward employee development that will apply throughout all levels of the organization to meet necessary skills and provide a network of mentoring and leadership training.

Program Objective:

 Provide a comprehensive menu of training pr ograms to educate employees and ensure the fluid transition for the future, including:
o Supervisory Training
o Employee Training
o Employee Orientation
o Leadership Development
 Continue to enhance and utilize technology- based management of training programs and training records
 Development of a succession-style training program to develop talent in-house  Creating feeder positions and career paths to increase tenure and engagement  Continue compliance with State and Federal training mandates  Provide educational programs to encourage individual professional development and growth

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FUND ORGKEY
WORKERS' COMPENSATION FUND 606953
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 84,867 161,335 133,542 170,589 177,050 5202 Holiday Pay 79 - 983 - - 5204 Accrual Payout 1,091 - 2,499 - - 5301 Banked Leave Buy Back 1,712 3,154 1,508 3,503 3,691 5401 Pension Contributions 23,097 47,068 39,687 48,756 51,341 5501 FICA/Medicare 6,450 12,399 10,357 12,672 13,074 5601 Deferred Compensation 1,686 2,394 2,594 2,378 2,378 5701 Health/Dental Insurance 8,782 20,984 15,581 18,440 19,239 5702 Workers' Comp Insurance 410 - - - - 5703 Disability Insu rance 120 94 108 104 110 5704 Unemployment Insurance 107 825 1,078 825 825 5705 Life Insurance 47 120 92 120 120 5802 Eyecare Reimbursement 23 428 428 428 428 5803 Clothing Allowance 120 60 120 60 60 5903 Other Taxable Benefits 168 753 753 675 675 5904 Tuition Reimbursement 47,848 80,000 80,000 80,000 80,000 T
OTAL SALARIES AND BENEFITS 176,607 329,614 289,330 338,549 348,990

SERVICES
6401 Meeting & Prof Development 376 2,000 2,000 2,200 2,400 6402 Travel Expense/Reimbursement - 3,000 3,000 3,300 3,600 6403 Training 184 12,000 12,000 15,000 15,000 6703 Software Support/Development 21,870 21,291 21,428 25,321 27,677 6710 Special Contractual Services - 1,500 - 3,000 3,300 6804 General Govt Service Charge 14,618 14,955 14,955 16,240 17,052 6901 Printing and Binding - 500 - 500 500 TOTAL SERVICES 37,048 55,246 53,383 65,561 69,529

SUPPLIES
7001 Books & Supplies 53 1,000 500 1,000 1,000 7002 Office Supplies - 500 500 500 500 7101 Office Equipment & Furniture - 5,000 350 5,000 5,000 7211 Computer Components - 1,500 500 1,500 1,500 TOTAL SUPPLIES 53 8,000 1,850 8,000 8,000 DIVISION TOTAL 213,708 392,860 344,563 412,110 426,519 FUND TOTAL 3,603,317 2,740,978 2,667,404 3,146,679 3,400,905

DEPARTMENT/DIVISION

TRAINING PROGRAM

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City Attorney

Mission Statement:

The City Attorney’s Office is dedicated to pr ofessionally providing the highest quality legal services for all City matters in the most effi cient, effective, and economical manner practical to help attain the City Council’s goals and the City Departments’ program objectives.

Departmental Goals:

 Proactively provide high quality, ethical, and timely legal advice to the City Council, City Manager, City Departments, and appointed boards and commissions, to assist the City Council and City Departments’ achieve their goals and objectives.  Resolve all legal disputes efficiently and cost-effectively, while protecting the City’s legal interests.

Sustainability Efforts:

 Inclusion of sustainable measures in public project contracts and procurement documents.  Continued progress towards “paperless” processes and operations where possible, practical, and effective.
 Purchase and use of recycled paper for copying and printing, and other available recycled products.
 The ongoing effort to scan and store files electronically.

Program Description:

The City Attorney is responsible for providing legal advice and representation to the City Council, City Manager, and City employees, as well as to City Council appointed commissions and boards, as needed. The City Attorney also oversees the pros ecution of violations of the City’s Municipal Code to ensure compliance with City, state, and federal laws and, regulations, and monitors all City legal matters involving the use of special co unsel. The City Attorney also serves as general counsel to the Successor Agency to the former Redevelopment Agency of the City of Redlands.

Program Objectives:

 Provide the highest quality legal services by drafting and/or providing a timely review of all ordinances, resolutions, contracts, and other legal documents in the normal course of City business
 Ensure services are being provided to the City Council and staff as required or permitted by law
 Ensure cost-effective Governmental claim defense and litigation services while assisting, reviewing, and effectively monitoring special counsel services  Administer and coordinate the City’s administrative citation program to ensure compliance with the City’s Code and enhance cost recovery for Code Enforcement efforts  Input, coordinate with all City departments and review the City’s compliance with subpoena requests, and requests for documents under the California Public Records Act

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Accomplishments for Fiscal Year 2021-22:

 The City Attorney supported the City Council, City Manager, and all City departments, boards, commissions, and committees in achieving the City Council’s goals while limiting risk and costs to the taxpayers.
 Completed 571 public records requests.
 Closed 8 lawsuits.

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FUND ORGKEY
GENERAL FUND 101150
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 363,978 382,198 369,372 367,031 379,784 5202 Holiday Pay 660 - 566 - - 5203 Bonus 585 - - - - 5204 Accrual Payout 16,855 - 389,322 - - 5301 Banked Leave Buy Back 1,618 25,598 1,699 42,574 44,429 5401 Pension Contributions 100,838 111,569 109,295 106,688 113,252 5501 FICA/Medicare 19,580 20,900 26,445 21,032 21,611 5601 Deferred Compensation 59,471 27,468 32,627 7,744 8,000 5701 Health/Dental Insurance 38,576 39,440 36,620 27,706 29,091 5702 Workers' Comp Insurance 3,411 3,837 3,837 5,533 5,982 5704 Unemployment Insurance 213 955 998 955 955 5705 Life Insurance 139 137 145 139 139 5802 Eyecare Reimbursement - 495 495 495 495 5803 Clothing Allowance 180 740 740 - - 5903 Other Taxable Benefits - - - 756 756 TOTAL SALARIES AND BENEFITS 606,104 613,337 972,161 580,652 604,496

SERVICES
6102 Legal Services 52,990 30,000 135,507 150,000 157,500 6304 Telephone 1,885 2,000 1,191 2,000 2,100 6401 Meeting & Prof Development - 1,000 - 1,250 1,313 6402 Travel Expense/Reimbursement - 500 - 3,000 3,150 6403 Training 645 800 50 1,000 1,050 6601 Postage 202 300 176 185 194 6802 Info Tech Service Charges 17,558 18,518 18,518 23,702 25,499 6901 Printing and Binding 17 200 2,241 2,353 2,471 6909 Subscriptions & Memberships 9,362 9,885 8,793 9,409 10,068 TOTAL SERVICES 82,659 63,203 166,476 192,899 203,344

SUPPLIES
7001 Books & Supplies 66 1,300 100 1,300 1,365 7002 Office Supplies 47 500 207 500 525 7101 Office Equipment and Furniture - - 714 100 105 TOTAL SUPPLIES 113 1,800 1,021 1,900 1,995 DEPARTMENT TOTAL 688,876 678,340 1,139,658 775,451 809,835

DEPARTMENT/DIVISION

CITY ATTORNEY

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Management Services / Finance Department

Mission Statement:

The mission of the Management Services / Finance Department is to provide effective and timely support services involving a wide range of internal administr ative functions to City departments and to play an integral role in enhancing each department's ability to better serve the Redlands community. Towards these efforts, the department focuses on effective managem ent of City finances, sound internal controls, and meaningful financial reporting. The department is also responsible for supporting automation and process efficiencies through technology and works proact ively to develop, research, and recommend the best technical solutions to facilitate positive interaction with our City departments, residents, businesses, and visitors.

Departmental Description:

The Management Services / Finance Department is comprised of the following divisions:
 Finance Administration
 Revenue, Office of the Treasurer
 Utility Billing Customer Service
 Innovation & Technology / GIS

The department is focused on providing exceptional customer service to both its internal customers, as well as the community and public at large. The departmen t reports the financial state of the City and ensures the needs of each division are met to better serve the community at all times.

The Management Services Departme nt was created by merging the former departments of Finance and Innovation & Technology to provide added efficiencies , a transition to a new financial information system, and promote responsiveness in the provision of internal services for City departments.

The department is responsible for providing the following major services to the City and its constituents:

 Annual Budget and Financial Reporting
 Support of Treasury Management and In vestment through the City Treasurer  Business License Registrations and Annual Renewals
 Processing Accounts Payable, Accounts Receivable, and Payroll Administration  Utility Billing and Customer Service for Wate r, Wastewater, and Solid Waste customers  Management of the City’s IT Network Infrastructure and Equipment  Administration of the City’s Geographic Info rmation Systems database and applications

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Finance

Program Description:

This division performs the functions of administration, accounting, budgeting, payroll, accounts payable, and accounts receivable. Other responsibilities of t he division include administration of all City-related debts/bonds, preparation of regular financial anal ysis, responsibility for the annual budget process and spending oversight, the performance of periodic inter nal audits of City operations, as well as coordination of the City’s annual audit and preparation of all related reports as required by law.

Program Objectives:

 Prepare an Annual Comprehensive Financial Report (ACFR) that presents an ac curate financial picture of the City to the public, financial institutions, and bond rating agencies.  Plan and coordinate the annual budg et process producing a document for adoption by the City Council no later than June 30
th of each fiscal year.
 Prepare and submit required reports to State and Federal Agencies.  Prepare and distribute monthly financial information to all departments by the 20 th of each month.  Prepare and distribute a monthly General Fund Revenue and Expenditure Summary report to the City Council per the City Council’s Strategic Plan.
 Prepare and distribute a quarterly General Fund Additional Appropriations report to the City Council per the City Council’s Strategic Plan.
 Plan and coordinate the annual audits of the City , Successor Agency to the Former Redevelopment Agency, Gas Tax, and Measure I funds, as well as other grant-related audits as required by federal law.

Accomplishments for Fiscal Year 2021-22:

 Completed continuous enhancements to our new ente rprise resource planning system, Tyler Munis, alongside technical support from the Division of Innovation & Technology  Provided continuous support to the Measure T Over sight Committee to ensure Fiscal Accountability.  Completed the City’s Annual Financial Report fo r the Year Ended June 30, 2021, and submitted the completed document to the GFOA for the Award of Excellence in Financial Reporting, an award that we have received for the last eighteen years.
 Completed all financial reports as required by law, including the AB 1600 Report on Development Impact Fees, the Recognized Obligation Payment Sc hedules as required for the Successor Agency, the State Controller’s City Financial Transactions report, and the State Controller’s Local Government Compensation report.
 Monitored and reported on the City’s budget throughout the year and worked with the City Manager, Executive Team, and support staff to develop a two-year budget for the fiscal year 2022-23 and fiscal year 2023-24.

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FUND ORGKEY
GENERAL FUND 101501
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 598,963 685,265 574,185 689,010 713,691 5101 Overtime Salaries 6,919 8,000 10,000 10,000 10,000 5202 Holiday Pay 10,227 - 9,134 - - 5203 Bonus 1,796 - - - - 5204 Accrual Payout 27,413 - 34,510 - - 5301 Banked Leave Buy Back 14,070 25,372 16,146 23,150 27,725 5401 Pension Contributions 169,145 200,643 161,542 204,431 216,775 5501 FICA/Medicare 47,783 53,212 44,502 53,525 55,701 5601 Deferred Compensation 5,667 6,935 5,614 7,252 7,506 5701 Health/Dental Insurance 88,261 100,778 83,729 90,214 93,797 5702 Workers' Comp Insurance 28,462 31,521 31,521 30,430 32,901 5703 Disability Insurance 1,860 2,209 2,298 2,411 2,465 5704 Unemployment Insurance 725 3,906 3,900 4,032 4,049 5705 Life Insurance 2,751 567 483 585 588 5802 Eyecare Reimbursement 1,536 2,025 2,025 2,090 2,099 5803 Clothing Allowance 900 1,200 1,200 1 ,200 1,200 5903 Other Taxable Benefits 2,352 8,063 8,063 12,778 12,838 TOTAL SALARIES AND BENEFITS 1,008,830 1,129,696 988,852 1,131,108 1,181,335

SERVICES
6004 Bank/Collection Agent Fees 34,705 30,000 30,000 31,500 33,100 6007 Penalties and Interest 58,457 - 1,000 1,000 1,000 6008 State Mandated Fees - - 2,770 - - 6102 Legal Services - - 468 1,000 1,000 6104 Auditing and Accounting 48,739 108,238 128,500 65,475 67,514 6106 Other Professional Services 123,546 329,714 313,745 272,540 270,785 6304 Telephone 601 800 800 850 900 6401 Meeting & Prof Development 616 8,750 8,750 9,415 10,098 6402 Travel Expense/Reimbursement - 500 500 525 550 6403 Training 2,344 3,700 3,700 3,885 4,100 6601 Postage 5,585 8,000 8,000 8,400 8,850 6703 Software Support/Development 360 19,688 22,500 22,625 22,800 6710 Special Contractual Services 723 2,369 2,369 2,500 2,750 6802 Info Tech Service Charges 40,928 45,100 45,100 160,364 170,242 6901 Printing and Binding 818 1 ,200 1,200 1,250 1,300 6902 Advertising 450 1,500 1,500 1,575 1,650 6906 Office Equip & Furn Rent 3,515 2,800 3,700 3,900 4,100 6909 Subscriptions & Memberships 1,224 2,389 2,399 2,665 2,930 TOTAL SERVICES 322,611 564,748 577,001 589,469 603,669

DEPARTMENT/DIVISION

FINANCE

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FUND ORGKEY
GENERAL FUND 101501
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

FINANCE

SUPPLIES
7002 Office Supplies 9,095 17,850 19,850 26,250 23,735 7003 Awards/Recognition Prgm 610 650 650 685 700 7004 Uniform/Safety Clothing 41 100 100 105 110 7101 Office Equipment & Furniture - - 431 - - 7810 Special Departmental Supplies - 1,500 1,500 1,575 1,650 7901 Non-Capital Expenditures - - 21,900 - - TOTAL SUPPLIES 9,746 20,100 44,431 28,615 26,195

FIXED ASSETS
8501 Other Betterments/Improv - 60,000 90,000 - - TOTAL FIXED ASSETS - 60,000 90,000 - -

DEBT SERVICE
9101 Interest - - 435 - - - - 435 - - DIVISION TOTAL 1,341,187 1,774,544 1,700,719 1,749,192 1,811,199

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Revenue

Program Description:

The Revenue Division has the responsibility for and author ization to collect all city monies and deposit all cash receipts in authorized banks; to maintain and balance records of receipts and disbursements; to responsibly invest city funds through secure, approved methods; to submit quarterly investment reports in compliance with the approved investment policy; and to keep and monitor deposit accounts and records for collateral pledged by banks as security for public funds. The elected City Treasurer oversees the investment responsibilities of this division.

The Division issues business licenses, dog licenses, transient occupancy tax forms, yard sale permits, and preferential parking permits to the public. Staff provide information service at the front counter, the collection of payments for city utility bills, invoices, fees and permits for all city departments and investment revenue for city funds.

Program Objectives:

 Increase departmental efficiency through traini ng, technology, and continual updates of office procedures
 Maintain an investment portfolio and provide reports that are in compliance with Federal and State laws and the City’s investment policy
 Maintain an investment portfolio with liquidity to meet the City’s budgeted expenditure needs for at least six months
 Update internal procedures as required by c hanges to the Redlands Municipal Code as it impacts permitted activities or other tax and fee requirements
 Maintain proper internal controls over the City’s cash and investments  Implement the City’s Preferential Parking Zone program  Oversee the Business License program, in c oordination with HdL Business License division  Manage the City’s Dog Licensing program, in co ordination with the Police Department’s Animal Services division
 Coordinate the payment for permits with various City departments to ensure all requirements are met before accepting payment
 Manage all incoming and outgoing ACH, wire or other online banking transactions  Provide administrative support for the City Treasurer

Accomplishments for Fiscal Year 2021-22:

 Providing online forms for customers to apply for dog licenses, residential parking permits, and yard sales online in an effort to streamline services for customers  Enhanced procedures for monitoring and projecting cash flow and revenue analysis  Continued implementation of the business license program through HdL Business License staff  Conversion of hard copy records to digital records using Laserfische software  Training of cash handling proc edures for Customer Service / Utility Billing staff using Zoom  Facilitating customer payments in real-time for permit customers during the COVID-19 closure of City Hall to the public
 Preparation of the City Treasurer’s Quarterly Investment Reports  Updated City investment policies and proce dures in coordination with City Treasurer  In coordination with other City departments, delinqu ent administrative citations and municipal services accounts were enrolled on the County’s special assessment tax rolls as liens  Continued to coordinate with the City’s banking providers to ensure account security and best practices were implemented

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FUND ORGKEY
GENERAL FUND 101502
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 165,241 315,198 228,593 351,454 361,561 5002 Salaries: Part-Time - 6,000 - - - 5006 Elected Official Compensation 6,018 6,500 6,500 16,800 16,800 5101 Overtime Salaries 3,916 2,000 750 1,500 1,750 5202 Holiday Pay 6,110 - 13,481 - - 5203 Bonus 259 - - - - 5204 Accrual Payout 42,551 - 2,299 - - 5301 Banked Leave Buy Back 6,599 8,977 5,350 8,694 10,004 5401 Pension Contributions 53,770 92,485 71,935 104,526 110,098 5501 FICA/Medicare 16,886 24,930 18,949 28,764 29,610 5601 Deferred Compensation 1,128 3,225 1,776 3,711 3,749 5701 Health/Dental Insurance 24,830 43,848 32,160 45,227 46,256 5702 Workers' Comp Insurance 15,068 16,720 16,720 13,118 14,183 5703 Disability Insurance 1,018
944 1,001 1,793 1,861 5704 Unemployment Insurance 293 2,130 2,695 2,647 2,647 5705 Life Insurance 155 255 215 321 321 5802 Eyecare Reimbursement 214 911 911 1,148 1,148 5803 Clothing Allowance 300 450 450 750 750 5903 Other Taxable Benefits 1,021 2,409 2,409 4,338 4,338 TOTAL SALARIES AND BENEFITS 345,377 526,982 406,194 584,791 605,076

SERVICES
6106 Other Professional Services 274,590 140,286 282,828 302,969 308,908 6304 Telephone 1,181 1,560 1,560 1,750 2,000 6401 Meeting & Prof Development (85) 350 80 350 500 6402 Travel Expense/Reimbursement - 200 200 250 300 6403 Training 204 500 3,650 4,000 4,200 6601 Postage 4,084 6,000 3,500 6,300 6,500 6703 Software Support/Development 9,270 9,270 9,670 13,090 10,400 6710 Special Contractual Services 5,819 5,000 7,300 7,104 7,424 6802 Info Tech Service Charges 15,268 16,855 16,855 57,405 60,997 6803 City Garage Charges 599 500 500 500 500 6901 Printing and Binding - 500 - 500 750 6902 Advertising - - 250 300 350 6906 Office Equip & Furn Rent 2,356 3,000 2,600 3,000 3,300 6909 Subscriptions & Memberships 95 450 245 475 500 6911 Bad Debt Expense - 500 500 500 500 TOTAL SERVICES 313,381 184,971 329,738 398,493 407,130

SUPPLIES
7002 Office Supplies 2,134 8,000 3,200 8,500 8,750 7101 Office Equipment & Furniture - - 3,825 4,000 4,500 7211 Computer Components - 1,500 3,800 1,750 2,000 7810 Special Departmental Supplies - - 557 1,000 1,500 7901 Non-Capital Expenditures 2,141 - 4,993 5,000 5,500 TOTAL SUPPLIES 4,275 9,500 16,375 20,250 22,250 DIVISION TOTAL 663,033 721,453 752,307 1,003,534 1,034,456 DEPARTMENT TOTAL 2,004,220 2,495,997 2,453,026 2,752,726 2,845,655

DEPARTMENT/DIVISION

REVENUE

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FUND ORGKEY
AIR QUALITY IMPROVEMENT FUND 221400
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time - - 265 291 320 5401 Pension Contributions - - 77 85 93 5501 FICA/Medicare - - 20 22 24 5601 Deferred Compensation - - 3 3 3 5701 Health/Dental Insurance - - 15 16 18 TOTAL SALARIES AND BENEFITS - - 380 418 460

SERVICES
6106 Other Professional Services - 127,342 - - - 7901 Non-Capital Expenditures 372,658 - 127,342 - - TOTAL SERVICES 372,658 127,342 127,342 - -

FIXED ASSETS
8501 Other Betterments/Improv - - - 300,000 - 8706 All Other Equipment - 50,000 - 50,000 - TOTAL FIXED ASSETS - 50,000 - 350,000 - FUND TOTAL 372,658 177,342 127,722 350,418 460

DEPARTMENT/DIVISION

AIR QUALITY IMPROVEMENT

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FUND ORGKEY
OPEN SPACE FUND 227501
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6804 General Govt Service Charge 2,416 - - - - TOTAL SERVICES 2,416 - - - - FUND TOTAL 2,416 - - - -

DEPARTMENT/DIVISION

OPEN SPACE

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FUND ORGKEY
PARKING AUTHORITY FUND 237502
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6307 Electricity & Gas 13,444 18,000 18,000 18,900 19,845 6804 General Govt Service Charge 3,818 3,800 3,800 4,242 4,454 TOTAL SERVICES 17,262 21,800 21,800 23,142 24,299 FUND TOTAL 17,262 21,800 21,800 23,142 24,299

DEPARTMENT/DIVISION

PARKING AUTHORITY

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FUND ORGKEY
GENERAL DEBT SERVICE FUND 305501
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6001 Fiscal Agent Fees 3,163 3,165 3,165 3,165 3,165 6106 Other Professional Services - 530 - - - 6804 General Govt Service Charge 253 259 259 281 295 TOTAL SERVICES 3,416 3,954 3,424 3,446 3,460

DEBT SERVICE
9001 Principal 1,345,000 1,480,000 1,480,000 1,620,000 185,000 9101 Interest 406,058 331,692 331,692 250,097 207,455 TOTAL DEBT SERVICE 1,751,058 1,811,692 1,811,692 1,870,097 392,455 FUND TOTAL 1,754,474 1,815,646 1,815,116 1,873,543 395,915

DEPARTMENT/DIVISION

GENERAL DEBT SERVICE

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FUND ORGKEY
SAFETY/CITY HALL REPLACEMENT FUND 406501
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6005 License & Permits
6106 Other Professional Services 2,400 9,200 9,200 - - 6601 Postage 76 - - - - 6710 Special Contractual Services - 51,700 139,400 - - TOTAL SERVICES 2,476 60,900 148,600 - -

SUPPLIES
7901 Non-Capital Expenditures 39,051 - - - - TOTAL SUPPLIES 39,051 - - - -

FIXED ASSETS
8502 Building Acquisitions - 16,600,000 16,100,000 - - 8602 Other Land Improvements 83,220 - - - - TOTAL FIXED ASSETS 83,220 16,600,000 16,100,000 - - FUND TOTAL 124,747 16,660,900 16,248,600 - -

DEPARTMENT/DIVISION

SAFETY/CITY HALL REPLACEMENT FUND

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Division of Innovation & Technology

Mission Statement:

The mission of the Division of Innov ation and Technology is to properly align IT services in support of activities that drive service delivery to residents, visitors, businesses, and the community. Top priorities include automation of manual processes, online customer self-service, open data, and integration of City records (databases) across software applications.

Division Goals:

 Migrate City’s core network equipment and connec tions to the Data Center while simultaneously planning long-range efforts to build out the strategi c network cores for 300 Ea st State Street and the new Police Department headquarters at 1625 West Redlands Boulevard.  Initiate Year One & Two of the City’s newly adopted Six-Year IT Strategic Master Plan o Develop a comprehensive strategy for hardware & software lifecycle management and plan to phase out unsupported systems and equipment
o Create an information security policy, security roadmap, and vulnerability management policy o Update the Business Continuity & Disaster Recovery Plan and develop a backup lifecycle strategy
 Replace Police Department mobile dat a computers with newer, optimized model o Deploy multi-factor authentication on each mobile computer  Focus on application needs:
o Upgrade resources for the Police Department ’s server supporting its CAD/RMS System o Research cashiering and banking automation software to enable online payments for City receivables other than utility bills
o Facilitate e-plan check software (electronic plan review) for land management and permitting o Replace aging route management so ftware for utility billing operations.  Upgrade and replace the existing wireless mesh network solution for City facilities  Refresh the City’s voice over IP telephony equipment and application  Conduct a security audit and penetration testing

Accomplishments for Fiscal Year 2021-22:

 Completed migration from Microsoft Exchange Server to Microsoft 365 to streamline email management and security
 Implemented storage planning and improvements: disaster recovery and data management  Hardware replacements:
o Continue to replace aging workstations , focus on a 5-year replacement cycle o Invest in a phased camera network hardware replacement plan  GIS Master Planning
o Worked with Esri to develop GIS governance framework
o Provided training on GIS to staff Citywide
 IT Master Planning
o Developed IT governance framework
o Defined business technology strategies of greatest use to the City o Defined and prioritized critical IT investments over the next 6-year period

Program Description:

The Division of Innovation & Technology supports the City's technology infrastructure, data, application services, and Geographic Information System (GIS). This fund is responsible for the maintenance and lifecycle replacements of citywide infrastructure including desktops, laptops, mobile devices, network, and operations equipment. Citywide technology hardware and lic ensin g contracts are also maintained in this

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fund. The division provides technica l support services to successfully implement innovative technology solutions enabling departments to better serve their constituents.

Enterprise Systems and Networks:

 Major Enterprise Application Management
 Server Room and Data Center Management
 Network, Access, and Software Security Management
 Data Storage and Redundancy Management
 Systems Integration
 Public Safety Network and Systems Support

Geographical Information Systems (GIS)

 Development, implementation, training, and support of “Mobile Apps” Citywide, both for internal and external users
 Collection, integration, and standardiza tion of Enterprise GIS data and systems  Aerial and street-level imagery management, analysis, deployment, and training  Development and customization of Story Maps and other GIS-enriched online content for the public  Customized public GIS application de velopment on gis.cityofredlands.org  Daily time-space based animation of Po lice and Fire Department field asset data  Support of Reverse-911 system
 Internal Website support and development

Operations and Helpdesk

 Desktop hardware and systems support and management
 Mobility tools systems and support
 Software licensing and compatibility management
 Peripheral support and management (pri nters, plotters, scanners, etc…)  Virus, Spyware, and Malware prevention and detection management  Help Desk Administration

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FUND ORGKEY
INFORMATION TECHNOLOGY SERVICES FUND 604900
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,042,881 1,161,552 1,005,061 1,372,713 1,418,008 5002 Salaries: Part-Time 10,091 15,000 44,954 84,700 88,935 5101 Overtime Salaries - 1,000 350 1,000 1,000 5202 Holiday Pay 5,480 - 7,286 - - 5203 Bonus 2,800 - - - - 5204 Accrual Payout 23,154 - 32,250 - - 5301 Banked Leave Buy Back 16,110 37,987 9,061 34,387 44,631 5401 Pension Contributions 319,960 339,659 300,908 411,861 430,575 5501 FICA/Medicare 80,337 90,748 78,308 113,110 116,740 5601 Deferred Compensation 8,913 9,988 8,141 14,479 14,603 5701 Health/Dental Insurance 116,634 118,217 104,304 152,730 156,668 5702 Workers' Comp Insurance 28,421 31,521 31,521 41,725 45,113 5703 Disability Insurance 2,284 2,426 2,190 4,167 4,363 5704 Unemployment Insurance 1,194 5,985 6,929 8,589 8,589 5705 Life Insurance 727 806 680 995 995 5802 Eyecare Reimbursement 649 2,878 2,878 3,553 3,553 5803 Clothing Allowance 1,200 1,200 1,200 1,650 1,650 5901 Compensated Absences Expense (23,062) - - - - 5903 Other Taxable Benefits 1,131 17,827 17,827 18,065 18,065 TOTAL SALARIES AND BENEFITS 1,638,904 1,836,794 1,653,848 2,263,724 2,353,488

SERVICES
6106 Other Professional Services 113,801 322,015 240,000 583,000 353,000 6304 Telephone 284,804 225,200 290,000 315,000 330,750 6401 Meeting & Prof Development - 4,000 - 5,000 6,000 6402 Travel Expense/Reimbursement - 1,000 3,000 2,000 4,000 6403 Training 3,747 7,000 5,000 9,000 9,000 6505 Retiree Health Insurance 133,959 90,000 90,000 90,000 90,000 6601 Postage 35 50 100 75 150 6703 Software Support/Development 1,000,646 1,421,880 1,400,000 1,376,000 1,330,601 6710 Special Contractual Services 1,041 15,887 3,000 130,800 305,800 6803 City Garage Charges 1,086 1,882 1,882 2,021 2,366 6804 General Govt Service Charge 241,560 247,140 247,140 268,369 281,788 6901 Printing and Binding 4 50 50 75 150 6906 Office Equip & Furn Rent 2,546 7,500 3,000 3,000 6,500 6907 Comms Service & Rental 18,795 24,000 3,000 6,800 6,800 6909 Subscriptions & Memberships 1,869 2,000 2,000 2,500 3,500 6914 Depreciation Expense 154,591 - - - - TOTAL SERVICES 1,958,484 2,369,604 2,288,172 2,793,640 2,730,405

DEPARTMENT/DIVISION

DEPARTMENT OF INNOVATION AND TECHNOLOGY

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FUND ORGKEY
INFORMATION TECHNOLOGY SERVICES FUND 604900
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

DEPARTMENT OF INNOVATION AND TECHNOLOGY

SUPPLIES
7002 Office Supplies 2,937 2,000 3,500 4,000 5,000 7101 Office Equipment & Furniture - - 150 150 150 7201 Hardware Maint/Replace 40,944 347,312 115,000 275,000 605,000 7202 PC Repair/Replacement - 277,550 27,210 455,000 205,000 7211 Computer Components - 105,000 5,000 40,000 7,500 7810 Special Departmental Supplies 2,953 500 - 500 750 7901 Non-Capital Expenditures 157,025 - 10,000 - - TOTAL SUPPLIES 203,859 732,362 160,860 774,650 823,400

FIXED ASSETS
8703 Computer Equipment 191,966 153,324 3,324 1,000,000 1,450,000 8801 Capital Lease - 22,792 22,792 22,792 22,792 TOTAL FIXED ASSETS 191,966 176,116 26,116 1,022,792 1,472,792 FUND TOTAL 3,993,213 5,114,876 4,128,996 6,854,806 7,380,085

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Customer Service

Program Description:

The Customer Service Division is responsible for prov iding quality customer service to all City residents and utility customers, whether by phone or over-the-counter.

In addition to providing quality customer service, t he division is responsible for billing over 22,000 utility customers for water, wastewater, solid waste, hou sehold hazardous waste and street cleaning services totaling 78,478 services billed every two months. Utility bills are produced and mailed on a bi-monthly basis to keep operational costs to a minimum.

In January 2020, the Customer Service Division joined forces with the Revenue Office to provide walk-in customers with one, centralized location for payments and service. Shortly thereafter, on March 17, 2020, the customer service division was closed to the pub lic in light of the COVID-19 pandemic. In adherence with CDC guidelines, modifications were made to the division’s work schedule and in-office staffing.

Modifications included staff working from home, and at one point, the expansion of operational hours from five to six days a week. Currently, the Customer Service Division is on a 9/80 schedule with 40 percent of staff working from home with scheduled staff rotations occurring daily.

With our modified, temporary structure, the Customer Service Division continues to assist customers with all their payment needs, in addition to processing requests for connection/disconnection of service, unusual water usage, water quality inquiries, billing inquiries, water distribution, roll-off services, missed solid waste collection service, general water drought/conservation inquires and water rebates. In preparation for re- opening to the public, plexi-glass partitions have been installed at each counter work station to provide service to customers in a socially safe and distanced manner.

The Customer Service Division budget is presented in a single program within a separate Internal Service Fund, which is supported by the operating funds of Water, Wastewater, and Solid Waste.

Program Objectives:

 Provide quality customer service to all Redlands re sidents and utility customers, while assisting them with their water, wastewater, and solid waste needs.
 Provide Redlands residents and utility customers with clear, consistent, accurate and equitable billing for their municipal utility services.
 Continually look for ways to streamline functions and improve efficiencies to keep operating costs to a minimum.
 Increase customer awareness of various payment methods available, including: 1) 1-2-3 Done! Program, an automated payment drafting program that offers two payment options from which to choose: Advance monthly pay or Bi-monthly pay; 2) the Speedpay program, an on-line, VRU and extranet payment program providing flexibility to pay via credit card, debit card, or from a designated bank account; 3) GovNetPay, a counter based program that not only offers the same payment flexibility as Speedpay, but also offers a higher payment limit, meeting the needs of customers with balances greater than $500.
 Increase customer awareness of Redconnect, a pr ogram which provides customers with 24/7 secure online access to their City of Redlands municipal services account information. With Redconnect, customers have access to review their service history, billing history, water usage history, view current bill and/or print a copy, enroll in the 1-2-3 Done! payment program, or elect to “GO GREEN” and eliminate paper waste by enrolling in e-Bill service to receive notification that their municipal services bill is ready for viewing via email.
 Educate customers on mandatory water conservation requirements by directing customers to the City website for detailed information, and/or referring customers to the Water Conservation Coordinator for water audits and available water conservation rebates.

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Accomplishments for Fiscal Year 2021-2022:
 Implemented the software modifications necessary to support a Rate Increases  Streamlined Sewer Winter Month process by extracting meter reads from the enQuesta system, in lieu of meter readers acquiring a special read.
 SB 998 – New legislation went into effect 2/1/2020, requiring the city to comply with new mandates for the collection of delinquent residential accounts. Mo dification of customer notifications, along with a written policy in prescribed languages, current processes and procedure s, and system software changes were required to meet the new requirements of this legislation. Additionally, new process and procedures were established for the provisions of payment arrangements, which were non-existent.

Also, in order to ensure compliance at all levels, the consolidation of billing frequency (monthly to bi- monthly) was necessary.
 Modifications to work environment were made to adhere to CDC safety guidelines.  Temporary suspension of disconnection of service due to non-payment via Executive Order N-42-20 issued by Governor.
 Temporary suspension of late charge, penalties and establishment of financial hardship criteria for pre- payment deposits via resolution 8066.
 Establishment of COVID-19 Utility Billing Payment Plan Policy.  Work Schedule and staffing modifications made to adhere to CDC guidelines on social distancing.

Modifications included 4/10 work shift, Monday thro ugh Saturday, allowing separ ation of staff, when working in office, and maximize social distancing. Additionally, at a later date, 40 percent staff participation in WFH program.
 Seamless docs added to city website for customer s use in starting service, stopping service and enrollment in automatic drafting program. The additi on of these documents helps in promoting self- service, and reducing the need for in-office visits.
 Seamless docs added for Customer Service Division’s internal use to streamline Roll-off Requests, D&Rs, Credit Vouchers and Pre-payment Deposit Requests. This is a value-added tool for work generated from WFH program.
 Modification of Solid Waste pull-down reports allowing for process improvement on service provided to customers. Reports now produce ahead of scheduled service day and provide staff with information on customers enrolled in the program.
 Modification of Solid Waste Bulky item program. Modified programming to set limit on the number of work orders processed each day, allowing field staff to manage and complete work orders on scheduled days and meet customer expectations. Scheduling is closely monitored by customer service staff to ensure success.
 Implementation of new 3 rd party payment processor, Invoice Cloud. Allows for real-time payment updates to the customer service system, along with allowing customers to pay by text. An additional feature will include timely email reminders to customers regarding payment and late charge due dates.  Meter reading equipment replacement of Itron meter reading equipment with Neptune 360. This implementation is in preparation for Itron’s discont inuance of all production and support of meter reading equipment effective 12/31/2021.
 Meter Replacement program of all existing meters with convertible AMR meters for future automation of reads.
 Implementation of newly formatted GL enQuesta interface file to Munis.  Implemented Sewer Rate increase effective 7/1/2021.
 Partnered with Water and Wastew ater staff to implement the Ut ility Assistance Programs to aide customers impacted from COVID-19.

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FUND ORGKEY
UTILITY BILLING FUND 608900
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 612,044 757,636 741,090 829,235 843,096 5101 Overtime Salaries 5,522 7,000 7,000 16,000 16,000 5202 Holiday Pay 11,890 7,000 12,732 - - 5203 Bonus 778 - - - - 5204 Accrual Payout 38,239 - 5,661 - - 5301 Banked Leave Buy Back 11,866 17,362 12,452 22,223 22,457 5401 Pension Contributions 204,377 221,396 219,975 246,621 256,732 5501 FICA/Medicare 50,820 58,884 57,100 65,616 66,698 5601 Deferred Compensation 1,664 2,900 2,790 3,304 3,341 5701 Health/Dental Insurance 95,082 122,702 98,456 118,703 122,789 5702 Workers' Comp Insurance 20,753 23,024 23,024 33,197 35,892 5703 Disability Insur ance 5,239 6,010 5,949 6,975 7,076 5704 Unemployment Insurance 1,202 5,707 7,700 6,119 6,119 5705 Life Insurance 704 828 816 888 888 5802 Eyecare Reimbursement 1,535 2,959 2,959 3,173 3,173 5803 Clothing Allowance 3,000 3,450 3,450 3,600 3,600 5804
Uniform Rental 6 - 124 - - 5901 Compensated Absences Expense (14,812) - - - - 5903 Other Taxable Benefits 1,170 6,237 6,237 17,454 17,454 TOTAL SALARIES AND BENEFITS 1,051,079 1,243,095 1,207,515 1,373,108 1,405,315

SERVICES
6004 Bank/Collection Agent Fees - - 30,027 32,128 34,377 6106 Other Professional Services 100 1,500 - 5,000 5,000 6304 Telephone 1,627 600 214 600 600 6401 Meeting & Prof Development (106) 3,800 2,000 5,000 5,500 6402 Travel Expense/Reimbursement - 300 400 2,500 3,000 6403 Training 824 500 500 5,000 7,500 6505 Retiree Health Insurance 122,795 80,000 80,000 80,000 80,000 6601 Postage 59,517 88,381 89,000 97,900 99,858 6703 Software Support/Development 14,350 18,040 11,205 20,000 19,500 6710 Special Contractual Services 9,557 10,000 10,000 11,600 11,948 6802 Info Tech Service Charges 59,995 211,171 211,171 217,215 227,991 6804 General Govt Service Charge 100,490 102,811 102,811 111,642 117,224 6901 Printing and Binding 15,049 28,000 28,000 29,500 31,000 6906 Office Equip & Furn Rent 4,329 3,000 3,000 3,500 3,500 6908 Other Rentals 1,410 - - - - 6909 Subscriptions & Memberships - 750 - 750 750 TO
TAL SERVICES 389,937 548,853 568,328 622,335 647,748

DEPARTMENT/DIVISION

CUSTOMER SERVICE

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FUND ORGKEY
UTILITY BILLING FUND 608900
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

CUSTOMER SERVICE

SUPPLIES
7002 Office Supplies 4,627 6,000 6,000 6,500 7,000 7101 Office Equipment & Furniture - 800 800 1,500 2,000 7211 Computer Components - 800 800 1,000 1,200 7807 Food - 250 250 300 350 7810 Special Departmental Supplies - 800 1,300 1,500 1,750 7901 Non-Capital Expenditures - - 15,000 - - TOTAL SUPPLIES 4,627 8,650 24,150 10,800 12,300

FIXED ASSETS
8501 Other Betterments/Improv - - - 140,000 - 8503 Building Construction/Improv - 75,000 60,000 - - TOTAL FIXED ASSETS - 75,000 60,000 140,000 - FUND TOTAL 1,445,643 1,875,598 1,859,993 2,146,243 2,065,363

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FUND ORGKEY
COMMUNITY FACILITIES DISTRICT FUND 810961
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6001 Fiscal Agent Fees 23,714 25,000 25,000 25,000 25,000 6804 General Govt Service Charge 2,265 2,317 2,317 2,516 2,642 TOTAL SERVICES 25,979 27,317 27,317 27,516 27,642

DEBT SERVICE
9001 Principal 480,000 510,000 510,000 540,000 575,000 9101 Interest 246,068 230,708 214,388 180,788 144,964 TOTAL DEBT SERVICE 726,068 740,708 724,388 720,788 719,964 DIVISION TOTAL 752,047 768,025 751,705 748,304 747,606

DEPARTMENT/DIVISION
COMMUNITY FACILITIES DISTRICT 2001-1

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FUND ORGKEY
COMMUNITY FACILITIES DISTRICT FUND 810962
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6001 Fiscal Agent Fees 25,865 23,000 23,000 23,000 23,000 6804 General Govt Service Charge 479 490 490 533 559 TOTAL SERVICES 26,344 23,490 23,490 23,533 23,559

DEBT SERVICE
9001 Principal 290,000 320,000 320,000 355,000 390,000 9101 Interest 445,528 437,585 428,685 409,460 387,793 TOTAL DEBT SERVICE 735,528 757,585 748,685 764,460 777,793 DIVISION TOTAL 761,872 781,075 772,175 787,993 801,352 FUND TOTAL 1,513,919 1,533,122 1,524,222 1,540,040 1,553,399

DEPARTMENT/DIVISION
COMMUNITY FACILITIES DISTRICT 2003-1

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FUND ORGKEY
SUCCESSOR TO RDA GENERAL FUND 820167
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Full Time Salaries 5,903 12,485 12,037 6,744 - 5202 Holiday Pay 67 - 190 - - 5203 Bonus 52 - - - - 5204 Accrual Payout 2,023 - 214 - - 5301 Banked Leave Buy Back 188 305 305 414 - 5401 Pension Contributions 1,610 3,653 3,653 2,015 - 5501 Fica/Medicare 443 894 894 475 - 5601 Deferred Compensation 54 340 340 181 - 5701 Health/Dental Insurance 418 969 969 445 - 5702 Workers' Comp Insurance 63 - - - - 5703 Disability Insurance 4 35 35 18 - 5704 Unemployment Insurance 2 5 5 3 - 5802 Eyecare Reimbursement - 18 18 9 - 5903 Other Taxable Benefits 9 66 66 59 - 5905 Employee Wellness Program 31 - - - - TOTAL SALARIES AND BENEFITS 10,867 18,770 18,726 10,363 - DIVISION TOTAL 10,867 18,770 18,726 10,363 - .

DEPARTMENT/DIVISION

SUCCESSOR AGENCY ADMINISTRATION

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FUND ORGKEY
SUCCESSOR TO RDA PROJECTS FUND 820168
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6104 Auditing and Accounting 2,700 2,700 2,700 2,700 - TOTAL SERVICES 2,700 2,700 2,700 2,700 - DIVISION TOTAL 2,700 2,700 2,700 2,700 -

DEPARTMENT/DIVISION

SUCCESSOR AGENCY OBLIGATIONS (OTHER)

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FUND ORGKEY
SUCCESSOR TO RDA DEBT SERVICE FUND 820169
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6001 Fiscal Agent Fees 5,405 5,405 5,405 5,405 - 6106 Other Professional Services - 2,200 2,000 1,000 - 6913 Amortization Expense 90,499 - - - - TOTAL SERVICES 95,904 7,605 7,405 6,405 -

DEBT SERVICE
9001 Principal - 2,415,000 2,415,000 2,500,000 - 9101 Interest 190,738 101,399 101,399 7,827 - TOTAL DEBT SERVICE 190,738 2,516,399 2,516,399 2,507,827 - DIVISION TOTAL 286,642 2,524,004 2,523,804 2,514,232 - FUND TOTAL 300,209 2,545,474 2,545,230 2,527,295 -

DEPARTMENT/DIVISION

SUCCESSOR AGENCY DEBT SERVICE

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Police Department

Mission Statement:

The Redlands Police Department is dedicated to enhancing public safety through trust, innovation, community partnership, and service excellence.

Departmental Goals:

 Continue to provide outstanding service to internal and external customers  Develop leaders
 Implement evidence-based measures to improve service, create efficiencies, and prevent and reduce crime
 Improve recruitment and retention effort s to maintain a high-performing organization  Continue to strengthen the organizational culture
 Leverage available resources through the use of volunteers, analysts, technology, and data- driven solutions to create greater efficiencies
 Continue to focus on recruitment and retention efforts to attract and maintain the most qualified department members to continue to provide the highest level of public safety services to the community

Sustainability Efforts:

 Continue using a new vehicle profile for professional staff employees to reduce fuel usage and reduce carbon emissions
 The department desires to create paperless systems when possible

Performance Measures:

 Maintain crime clearance rates above the national average in 2022-2024  Identify emerging crime trends quickly and develop and implement targeted, evidence- based strategies to address them

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Police
Patrol Services Bureau

Program Description:

The Patrol Services Bureau is one of the most visible units in the department as it provides twenty-four hour a day service to the residents of our community. Patrol officers respond to a wide variety of emergency and non-emergency calls for service. The Patrol Services Bureau is comprised of several sub-units, namely:

 Patrol: Patrol teams are comprised of four to seven officers including the corporal and sergeant. Seven patrol teams rotate schedules supplemented by civilia n community service officers. Reserves: The Redlands Police Department Reserve Unit is comprised of volunteers from a variety of professions who live in the city or neighboring communities.

Reserve officers receive extensive training in the many facets of law enforcement which they routinely put to use while assisting the department.
 Explorers: The Redlands Police Department Law Enforcement Explorer Post is a career exploration program. The Explorer Post began in 1968 and has been the starting point for many future law enforcement officers. Young men and women interested in joining the program must be at least 15 years of age and no older than 21 years. The program is a career exploration and education for youth in terested in learning about the field of law enforcement. Field Training and Evaluation Program: The Field Training and Evaluation Program is responsible for the development of recruits into competent officers. Field training officers coordinate and deliver nearly six (6) months of training to new officers to prepare them to operate as solo police officers.
 Custody: The department contracts with Allied Universal to provide custody officers who are responsible for the booking, processing, and transportation of prisoners.

Program Objectives:
 Respond to calls for service promptly and render appropriate assistance upon arrival  Conduct criminal investigations and prepare required documentation to be forwarded to investigators, the District Attorney, and/or other agencies  Maintenance of a temporary “lockup” custodial facility that complies with applicable state and federal law
 Development of recruits into competent police officers  Maintenance of an atmosphere of positive and professional contact between all officers and members of our community
Significant Program Changes:
 Elimination of five (5) unfilled police officer positions and three full-time community service officer positions in the FY 2020/2021 budget
 Re-addition of the previously removed positions back into the City’s salary schedule

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FUND ORGKEY
GENERAL FUND 101200
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 4,479,699 6,315,475 5,368,916 10,968,225 11,128,495 5002 Salaries: Part-Time 446 - - - - 5003 L abor Code Sec 4850 343,544 - 310,955 - - 5101 Overtime Salaries 363,770 578,334 571,334 1,044,051 1,096,254 5102 O.T. Reimbursable 18,705 55,000 55,000 186,000 195,189 5104 Major Crime OT 20,695 33,000 50,000 175,875 184,669 5105 Overtime: Court/Other 79,138 70,000 60,000 127,575 133,954 5202 Holiday Pay 75,516 - 69,297 - - 5203 Bonus 8,500 - 5,000 - - 5204 Accrual Payout 370,862 - 435,944 - - 5301 Banked Leave Buy Back 524,236 697,970 451,494 2,003,106 1,875,406 5401 Pension Contributions 3,744,857 4,471,856 4,620,772 6,367,548 6,641,134 5501 FICA/Medicare 104,260 132,076 111,767 260,945 263,686 5601 Deferred Compensation 450,062 117,753 217,507 84,913 87,588 5701 Health/Dental Insurance 858,095 921,680 830,699 1,472,861 1,531,853 5702 W
orkers' Comp Insurance 675,676 782,823 782,823 1,123,315 1,214,522 5703 Disab ility Insurance 302 2,573 1,928 11,466 11,936 5704 Unemployment Insurance 3,510 25,968 22,580 45,570 45,570 5705 Life Insurance 3,230 3,770 3,239 6,615 6,615 5802 Eyecare Reimbursement 409 1,125 1,125 4,050 4,050 5803 Clothing Allowance 173,016 182,718 182,718 300,375 300,375 5903 Other Taxable Benefits 26,474 75,701 120,701 231,700 205,380 TOTAL SALARIES AND BENEFITS 12,325,002 14,467,822 14,273,799 24,414,190 24,926,676

SERVICES
6102 L egal Services 5,820 - 2,175 - - 6402 Travel Expense/Reimbursement 231 - 983 - - 6710 Special Contractual Services 193,310 298,929 298,929 314,316 329,347 6802 Info Tech Service Charges 378,204 485,618 485,618 722,926 777,707 6911 Bad Debt Expense 9,910 - - - - TOTAL SERVICES 587,475 784,547 787,705 1,037,242 1,107,054 DIVISION TOTAL 12,912,477 15,252,369 15,061,504 25,451,432 26,033,730

DEPARTMENT/DIVISION

PATROL SERVICES

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Police
Communications Unit

Program Description:

The Communications Unit is a significant component of the Police Department, providing a vital link between the community and public safety personnel. Communication personnel are often the first contact in a resident’s emergency. Communications personnel interpret the individual’s needs and coordinate the response of appropriate services to meet those needs. These highly trained individuals are responsible for assisting callers on more than twenty-five incoming telephone lines including 911 emergency, alternate emergency, business lines, and Text-to- 911. In addition to answering the multitude of phone lines, communications personnel are tasked with dispatching calls via radio and a Computer Aided Dispatch (CAD) system. They also monitor over a dozen different radio channels. These radio channels include all of the frequencies utilized by the various units of the department, local government, and other allied agencies. The Communications Unit also utilizes a variety of cameras from various locations in town to support responding units on calls for service and by providing an additional resource to ensure site security at the various locations.

Program Objectives:

Answer all incoming calls on emergency, alternate emergency, and business lines expeditiously and courteously, instantly prioriti zing and relaying calls to police personnel in the field by entering designated calls for service into the CAD system, or immediately transferring the call to the appropriate agency for response; Monitor and utilize over 160 cameras placed at various locations throughout the City of Redlands Dispatch calls for service, process requests from officers in the field, including the response of additional personnel, equipment, and/or resources
 Facilitate and prioritize telephone contacts and communication between the public, public safety agencies, and other City departments

Significant Program Changes:

 Discontinued all sit-alongs due to the COVID-19 pandemic  Additional staffing of two full-time dispatchers previously eliminated last budget year added back into the budget
 Maintained minimum staffing during the COVID-19 pandemic, which critically impacted law enforcement staffing and services throughout the nation  Reclassification of the Dispatch Shift Supervisor position into three full-time Dispatch Supervisors

Accomplishments for Fiscal Year 2021-2022:

 Continued Quality Assurance and Review Progra m in which supervisors randomly review calls to ensure Police Department customer se rvice expectations, departmental protocols, and guidelines are met.
 Dispatchers answered 74,705 9-1-1 calls, a significant increase from the previous year.  Dispatchers answered 99,183 business and alternate emergency lines, a ~2 % increase from last year.
 There were 45,254 calls for service, a ~1 % decrease from last year.  Completion and implementation of Next Generation 9-1-1 Technology.

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 Continued to monitor and enter applicable complaints received via CitySourced.  Dispatchers handled 12 tracker activations received via the GPS Tracking System.

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FUND ORGKEY
GENERAL FUND 101201
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 812,090 1,055,390 815,077 1,121,365 1,135,889 5101 Overtime Salaries 38,346 110,605 110,605 116,135 121,942 5201 Stand By 15,135 27,500 15,500 28,875 30,319 5202 Holiday Pay 61,651 - 49,825 - - 5301 Banked Leave Buy Back 19,240 11,119 6,144 19,760 22,110 5401 Pension Contributions 244,247 307,752 254,990 332,933 345,310 5501 FICA/Medicare 74,571 94,234 70,278 91,014 91,387 5601 Deferred Compensation 9,460 13,760 9,460 15,480 15,480 5701 Health/Dental Insurance 198,640 242,718 216,022 258,221 268,050 5702 Workers' Comp Insurance 44,587 51,530 51,530 49,795 53,838 5703 Disabilit y Insurance 9,879 12,318 9,669 12,889 13,075 5704 Unemployment Insurance 1,267 6,944 5,906 7,812 7,812 5705 Life Insurance 817 1,008 853 1,134 1,134 5802 Eyecare Reimbursement 895 3,600 3,600 4,050 4,050 5803 Clothing Allowance 23,800 27,200 27,200 30,600 30,600 5903 Other Taxable Benefits 1,286 - 12,000 18,000 6,000 T
OTAL SALARIES AND BENEFITS 1,574,275 1,965,678 1,658,659 2,108,063 2,146,996

SERVICES
6703 Software Su pport/Development - - - 117,765 - 6710 Special Contractual Services 2,450 5,000 6,000 6,300 6,615 6802 Info Tech Service Charges 57,862 129,629 129,629 213,322 229,487 6906 Office Equip & Furn Rent - - - 1,200 1,200 6907 Comms Service & Rental 307,676 349,500 348,500 358,948 361,955 TOTAL SERVICES 367,988 484,129 484,129 697,535 599,257

SUPPLIES
7101 Office Equipment & Furniture 10,500 10,500 10,783 11,322 11,888 7102 Small Tools & Equipment 4,028 4,511 4,228 4,439 4,661 7201 Hardware Maint/Replace - - - 6,150 - 7203 Office Equipment Maintenance 1,176 2,500 2,500 2,625 2,756 7810 Special D epartmental Supplies 587 5,500 5,500 5,775 6,064 TOTAL SUPPLIES 16,291 23,011 23,011 30,311 25,369 DIVISION TOTAL 1,958,554 2,472,818 2,165,799 2,835,909 2,771,622

DEPARTMENT/DIVISION

COMMUNICATIONS

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Police
Support Services Bureau

Program Description:

The Support Services Bureau is comprised of diverse responsibilities that affect all operations of the department. The goal of the Support Services Bureau is to supply the necessary equipment, provisions, and support personnel to facilitate the delivery of efficient and courteous public safety services to residents of Redlands. The Support Services Bureau is comprised of the following units: Office of the Chief of Police, Operations Manager, Records, Animal Services, and Fleet.

The Office of the Chief of Police is comprised of the Chief, two Deputy Chiefs, one Executive Assistant, one Management Analyst, one Operations Coordinator, and a Sergeant assigned to Professional Standards. The Deputy Chiefs oversee the day-to-day operations of the department. The Chief’s Executive Assistant is the community’s primary point of contact for the Office, handling complex and confidential executive-level administrative and secretarial duties for the management staff. The Executive Assistant also coordinates special projects and events and maintains the department’s personnel files. The Management Analyst’s responsibilities include ensuring the department’s needs are being met through budget development and monitoring, purchase requisitions, grant coordination, and payroll processing. The Operations Coordinator’s responsibilities include the coordination of new hire background investigations for all staff and volunteer positions. Backgrounds conducted also include applicants for massage therapists and solicitor permits. The Operations Coordinator also oversees and maintains all training files and ensures that the entire department’s training requirements through POST, legislative, and department mandates are met. The Professional Standards sergeant oversees internal investigations and personnel issues and is the point of contact for the community for any inquiries and complaints.

The Operations Manager oversees the Records Un it, Communications Unit, Animal Services Unit, building maintenance, and fleet operations. The Operations Manager also performs other specialized duties and works daily with other City staff to ensure a timely response to inquiries from the police department.

The Records Unit consists of a supervisor and five full-time customer service representatives (CSRs) who are responsible for the maintenance and se curity of all criminal records, as well as processing all reports, citations, and other records produced by the various departmental units.

The CSRs are also primary points of contact for the community when requesting records. The Records Unit ensures the department’s employees are trained in the California Law Enforcement Telecommunications System. Record s personnel are also responsible for cross- reporting to other law enforcement agencies, t he District Attorney, courts, Department of Children & Family Services, Department of Motor Vehicles, Parole, Probation, and the Department of Justice. The Unit also acts as the court liaison and is responsible for the delivery of all reports to the District Attorney and courts. They are also responsible for the acceptance and service of subpoenas to officers and provide any additional investigative evidence collection, such as audio recordings, 911 tapes, photos, and videos to requesting law enforcement agencies. Additional duties include registering and keeping current accurate information on all arson and sex registrants who reside in the City of Redlands.

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Program Objectives:

 Ensure that all department members receive training for the California Law Enforcement Telecommunications System computer system
 Provide expedient service to police officers, court officials, residents, and the press when records information has been requested
 Process records in compliance with statutory requirements  Provide excellent customer service to the community by demonstrating trustworthiness, respect, and care at all times

Significant Program Changes:

 The Records lobby was closed to the public for the majority of 2020-2021 but was able to re- open in 2022. COVID precautions are still in place: only one party in the lobby at a time and continuous disinfecting. The Records Unit continues to fulfill report requests via email, fax, mail, and in-person

Accomplishments for the Fiscal Year 2021-2022

 Redlands Police Department began transitioning from a summary-based crime reporting program (FBI’s Uniform Crime Report) to an incident-based reporting program (National Incident-Based Reporting System). During the training months, we were required to report summary information to the Department of Justice (DOJ), along with our incident-based reporting, until certified by DOJ to stop t he submission of summary reporting in January 2022.
 SB384 went into effect on July 1, 2021. We have been assisting registrants with the necessary documents to allow them to start the petition process to terminate their requirement to register. To date, we haven’t had any petitions received, but we continue to educate and provide the information to those who qualify for the program.  The department successfully implemented AB 953 RIPA (Racial and Identity Profiling Act Data Collection). This assembly bill requires officers to collect officer perceived identity information on all police stops and report this data for statistical analysis to the Department of Justice to ensure racial and identity profiling is not occurring.

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FUND ORGKEY
GENERAL FUND 101202
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,295,188 1,335,379 1,382,022 1,426,845 1,424,363 5002 Salaries: Part-Time 1,325 172,860 108,142 167,860 186,753 5003 Labor Code Sec 4850 80 - - - - 5101 Overtime Salaries 8,423 63,224 57,824 60,715 63,750 5102 O.T. Reimbursable 693 10,000 12,500 13,125 13,780 5104 Major Crime OT 1,373 2,500 4,500 4,725 5,000 5105 Overtime: Court/Other - 1,100 2,000 2,100 2,200 5202 Holiday Pay 16,513 - 18,785 - - 5203 Bonus 5,206 - - - - 5204 Accrual Payout 7,900 - 307,699 - - 5301 Banked Leave Buy Back 51,809 144,989 60,422 175,934 133,790 5401 Pension Contributions 862,281 678,491 804,556 650,450 701,198 5501 FICA/Medicare 62,590 88,273 100,482 91,602 89,199 5601 Deferred Compensation 97,720 75,185 116,602 157,973 77,589 5701 Health/Dental Insurance 215,764 239,258 239,960 232,583 232,115 5702 Workers' Comp Insurance 49,918 57,835 57,835 55,328 59,820 5703
Disability Insurance 3,694 4,486 5,707 6,268 5,838 5704 Unemployment Insurance 1,168 8,246 12,614 9,982 9,548 5705 Life Insurance 763 882 915 1,008 1,008 5802 Eyecare Reimbursement 651 2,700 2,700 3,425 3,150 5803 Clothing Allowance 10,775 11,175 11,625 11,225 11,225 5903 Other Taxable Benefits 5,932 11,686 11,686 17,776 17,386 5905 Employee Wellness Program 840 900 900 900 900 TOTAL SALARIES AND BENEFITS 2,700,606 2,909,169 3,319,476 3,089,824 3,038,612

SERVICES
6005 License & Permits 152 1,500 152 160 168 6102 Legal Services 67,661 55,000 55,000 57,750 60,638 6105 Medical/Physicals 77,813 90,200 78,000 94,710 99,446 6304 Telephone 120,680 135,000 135,000 141,750 148,838 6307 Electricity & Gas 3,837 4,500 4,500 4,725 4,961 6402 Travel Expense/Reimbursement 32,718 105,000 105,000 110,250 115,750 6403 Training 131,096 177,050 177,050 185,900 195,200 6601 Postage 2,501 7,200 3,600 7,550 7,900 6702 Fingerprinting 2,655 8,000 9,500 9,975 10,475 6703 Software Support/Development 140 - - - 5,000 6710 Special Contractual Services 26,257 107,400 107,400 137,770 138,409 6802 Info Tech Service Charges 118,340 122,999 122,999 237,025 254,986 6803 City Garage Charges 505,367 535,911 535,911 633,120 741,487 6901 Printing and Binding 5,438 15,000 15,000 15,750 16,500 6904 Land and Building Rent 5,400 5,400 5,400 5,400 5,400 6906 Office Equip & Furn Rent 14,745 24,190 20,000 21,000 22,050 6909 Subs
criptions & Memberships 5,525 7,850 7,850 8,243 8,655 TOTAL SERVICES 1,120,325 1,402,200 1,382,362 1,671,078 1,835,863

DEPARTMENT/DIVISION

SUPPORT SERVICES

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FUND ORGKEY
GENERAL FUND 101202
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

SUPPORT SERVICES

SUPPLIES
7001 Books & Supplies 427 700 700 700 700 7002 Office Supplies 15,392 39,500 39,500 41,475 43,549 7004 Uniform/Safety Clothing 48,092 119,915 119,915 195,911 132,206 7005 Photo & Copying Supplies 3,097 8,250 9,500 9,975 10,475 7101 Office Equipment & Furniture 14,032 31,620 30,370 31,850 33,425 7102 Small Tools & Equipment 5,911 15,676 15,676 36,460 17,283 7205 Machinery & Equip. Maint. 1,141 12,350 12,350 12,968 13,616 7206 Vehicle Maintenance 2,800 8,500 8,500 8,925 9,371 7804 Medical Supplies 6,960 9,250 9,250 9,713 10,198 7805 Weapons & Ammunitions 58,084 86,471 86,471 150,795 115,334 7807 Food 3,603 10,250 10,250 10,765 11,300 7810 Special Departmental Supplies 56,658 72,374 72,374 106,371 80,189 7901 Non-Capital Expenditures 11,798 11,798 483,829 52,388 13,007 TOTAL SUPPLIES 227,995 426,654 898,685 668,296 490,653

FIXED ASSETS
8501 Other Betterments/Improv - 190,000 - 190,000 - 8704 Motor Vehicles - 382,297 344,201 - - 8706 All Other Equipment - 107,815 - 87,500 87,500 8801
Capital Lease 135,396 686,106 686,106 686,106 686,106 TOTAL FIXED ASSETS 135,396 1,366,218 1,030,307 963,606 773,606 DIVISION TOTAL 4,184,322 6,104,241 6,630,830 6,392,804 6,138,734

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Police
Animal Services Unit

Program Description:

The Animal Services Unit enforces state and federal animal laws and city municipal codes. It also provides a variety of services to meet the community's needs and ensure the welfare of animals. The animal control officers are responsible for handling stray animals lost on the city streets, animal disturbance calls, reports of injured or aggressive animals, and animals receiving fatal injuries. The Animal Services Unit also quarantines animals after reported animal bites, investigates reports of animal abuse, and tempor arily provides shelter to neglected livestock and injured wildlife. Field animal control service is budgeted to serve Redlands residents five days a week. The Animal Services Unit also cares for animals that need to be adopted into a new family and those that must be humanely euthanized.

Program Objectives:

 Provide excellent customer service to the community by demonstrating trustworthiness, respect, and care at all times
 Improve efficiency through increased information in the field by moving towards paperless systems
 Promote the adoption of animals housed in the shelter  Increase the number of animals treated in the spay and neuter program  Promote community partnerships to enhance animal welfare  Provide humane care to the animals in our facility
 Educate and provide resources to the community for responsible pet ownership. Also, providing them with information about living with wildlife, keeping pets up-to-date with vaccines and licenses, and general education.

Significant Program Changes:

 The Animal Shelter was closed to the public and volunteers in March of 2020 due to the pandemic. Staff continued to run daily operations of field services, adoptions by appointment, cleaning, and caring for the animals housed at the shelter while social distancing.

Accomplishments for Fiscal Year 2021-2022:

 The Animal Shelter partnered with the San Manuel Band of Mission Indians, who sponsored three reduced adoptions events to date.
 The Animal Shelter partnered with Friends of Upland Shelter. Dogs and cats have been transferred to the Upland Shelter, providing an additional opportunity for adoption.  The Animal Shelter created a puppy and kitten program. One of the isolation rooms has been designated and converted into a nursery throughout kitten season. Pregnant cats and kittens are kept healthy and constantly monitored by shelter staff. The nursery program turned out to be extremely successful.

Fiscal Year 2022-2023:

Animal Control has been transferred to the Facilities and Community Services Department.

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FUND ORGKEY
GENERAL FUND 101203
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 188,424 281,442 185,422 5002 Salaries: Part-Time 10,410 15,790 8,496 5101 Overtime Salaries 12,429 30,000 45,000 5202 Holiday Pay 8,139 - 3,431 5204 Accrual Payout 2,512 - 4,595 5301 Banked Leave Buy Back 2,674 3,830 4,358 5401 Pension Contributions 54,087 82,524 54,696 5501 FICA/Medicare 16,986 26,107 18,321 5601 Deferred Compensation 2,580 5,160 1,720 5701 Health/Dental Insurance 31,679 55,256 33,846 5702 Workers' Comp Insurance 9,767 11,238 11,238 5703 Disability Insur ance 2,112 3,270 2,385 5704 Unemployment Insurance 485 3,038 4,643 5705 Life Insurance 252 378 248 5802 Eyecare Reimbursement 594 1,350 1,350 5803 Clothing Allowance 6,800 10,200 10,200 5903 Other Taxable Benefits 2,454 1,560 1,560 TOTAL SALARIES AND BENEFITS 352,384 531,143 391,509

SERVICES
6005 License & Permits - 29 23 6103 Veterinary Services 57,121 136,500 90,500 6710 Special Contractual Services 15,230 23,000 23,000 6802 Info Tech Service Charges 19,616 37,037 37,037 6803 City Garage Charges 22,692 32,776 32,776 6906 Office Equip & Furn Rent 2,014 2,431 2,431 TOTAL SERVICES 116,673 231,773 185,767

SUPPLIES
7004 Uniform/Safety Clothing 439 1,200 1,200 7206 Vehicle Maintenance 416 416 416 7803 Chemical & Lab Supplies 2,764 3,500 5,550 7804 Medical Supplies 4,790 35,522 15,000 7805 Weapons & Ammunitions - 1,200 1,200 7807 Food - 13,000 3,300 7810 Special Departmental Supplies 8,566 14,000 14,000 TOTAL SUPPLIES 16,975 68,838 40,666

FIXED ASSETS
8501 Other Betterments/Improv - 57,500 77,477 8801 Capital Lease 5,936 5,477 5,977 TOTAL FIXED ASSETS 5,936 62,977 83,454 DIVISION TOTAL 491,968 894,731 701,396 Please note: This division was transferred to Facilities and Community Services, orgkey 101311.

This change is reflected in Fiscal Year 2022-23 and forward.

DEPARTMENT/DIVISION

ANIMAL CONTROL

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Police
Community Services Bureau

Program Description:

The Community Services Bureau works closely with residents and business owners to prevent crime, solve problems, and enhance the quality of life of Redlands’ residents. The Community Services Bureau is comprised of several sub-units, namely:
 Traffic and Special Events Unit: One Sergeant and two traffic officers are assigned to the Traffic and Special Events Unit. The sergeant is responsible for coordinating the efforts of the community service officers assigned to parking control that enforce parking standards throughout the city. The sergeant also manages all the Office of Traffic Safety (OTS) grants which encompass sobriety checkpoints, Click It or Ticket operations, additional traffic enforcement, and DUI saturation patrols during special events and holidays. In addition to traffic duties, the sergeant, traffic officers, and parking control officers organize traffic flow for all of the special events in town such as the Christmas Parade, Redlands Bicycle Classic, Run Through Redlands, Lincoln Pilgrimage Parade, high school graduation ceremonies, several triathlon/5-10 K runs and approximately thirty additional special events that are held on weekends that require traffic control. The sergeant also supervises the Citizen Volunteer Unit, the Community Policing Unit, and the two school resource officers.  Community Policing Unit: Two officers are assigned to the Community Policing Unit. The community policing officers (CPOs) are committed to addressing issues such as homelessness and ongoing crime problems, and they promote long-term interactions with community members and local businesses. CPOs work closely with the community and faith-based organizations to strengthen community relationships while working towards common goals of public safety and well-being. They also spearhead department youth programs and assist in special events.
 School Resource Officers: Two officers have been assigned to work as school resource officers (SROs). The SROs work with the Redlands Unified School District to improve the safety of students and staff at the selected schools and to reduce crime committed by juveniles and young adults . Moreover, the SROs establish a trusting channel of communication with students, parents, and teachers. The SROs serve as positive role models to instill in students good moral standards, good judgment and discretion, respect for other students, and a sincere concern for the school community. One officer is assigned to Redlands High School, while the other officer is assigned to Citrus Valley High School. Both positions are funded by the Redlands Unified School District.  Triage, Engagement, and Support Teams (TEST): One San Bernardino County Department of Behavioral Health TEST team member is assigned to work in the Redlands Police Department to assist both communities policing officers and patrol officers in providing services to residents. Triage teams specialize in crisis intervention, continuum of care, and intensive case management for individuals experiencing an urgent psychiatric health condition with up to 59 days of individualized linkage and follow-up services. The goal is to improve consumer experience by improving access to mental health services with local staff and rapid response times, allowing the consumer to possibly stay within their community by strengthening their opportunity for recovery and wellness while reducing involvement with the criminal justice system, reducing frequencies of emergency room visits and/or unnecessary hospitalization. While a valuable resource, there has been a high degree of turnover of TEST staff since its inception.
 Citizen Volunteers: The Department also has a Citizen Volunteer Unit consisting of hardworking men and women who have chosen to give back to their community. After a person completes the application process to join the Citizen Volunteer Unit, they complete a

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preparation academy. This intensive training gives them an understanding of the various components of the department and the expectations of the community. After their initial training, the CVs patrol the city in specially marked patrol units and serve as the “eyes and ears” of the department. They provide a lookout for illegal activities, carry a police radio, and are in constant contact with Dispatch and the officers on duty.

Program Objectives:

 Support the department’s community policing and problem-solving efforts through active participation and input on issues.
 Conduct proactive patrols and take the appropriate enforcement action.  Reduce the number of traffic collisions by enforcing traffic laws.  Reduce the number of traffic collisions caused by DUI drivers by conducting DUI checkpoints.
 Work with the Redlands Unified School District to improve the safety of students and staff at the selected schools and to reduce crime committed by juveniles and young adults.  Work with the Department of Behavioral Health to improve the consumer experience.  Maintain a strong, viable volunteer program that assists department members in their efforts to provide a safe and sustainable community.

Accomplishments for Fiscal Year 2021-2022:

 The Traffic and Special Events Unit assisted with traffic control and in providing public safety services at several special events in town that resumed once COVID restrictions began to lift such as the Redlands Bowl Summer Music Festival, and Run thru Redlands, commencement and graduation ceremonies, and other outdoor events.  The Traffic Unit continued its regular enforcement duties, and the department was awarded the Office of Traffic Safety Selective Traffic Enforcement Program grant for 2021/2022 in the amount of $103,000. The grant provides funding to conduct six (6) DUI checkpoints, eight (8) DUI saturation patrols, one (1) Know Your Limit campaign, two (2) collaborative DUI and traffic enforcements with partner agencies, sixteen (16) different traffic enforcement operations, and a traffic safety education class. Thus far, the Traffic Unit has investigated a total of seven (7) traffic fatalities during the fiscal year.  The Community Policing Unit continues to foster positive police-community relationships by coordinating and participating in numerous community policing events and youth leadership activities and programs. Many of these community events are sponsored by the Redlands Police Community Foundation (RPCF), a non-profit organization dedicated to providing additional support to the Redlands Police Depar tment, including the “Coptober Community Fair,” the serving of community Thanksgiving meals, Blue Christmas, Heroes and Helpers, and other youth leadership events throughout the year.
 Despite various COVID-19 challenges that limited the activity of the unit, members of the Citizen Volunteer Unit donated approximately 3,500 hours in 2021/2022. Volunteers are a vital part of the department’s strategy to meet the public safety needs of the community.

The operational expenses of the Citizen Volunteer Unit are funded through the RPCF.  Officers continue to address problems associated with homelessness by taking a proactive and holistic approach to solving issues. Officers have helped some homeless obtain housing and other resources. Additionally, they have worked with several agencies to clean up homeless camps. The department has also implemented and maintained a strategy that keeps city parks free from homeless encampments by offering individuals a bed in a local transitional housing facility. Funding to continue this strategy has been secured into the next year.

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 Redlands Unified School District students resumed in-person instruction after 1.5 years of distance learning as a result of COVID-19. The SROs were once again able to interact with the students in a traditional, on-site manner.

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FUND ORGKEY
GENERAL FUND 101204
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,120,468 1,269,906 1,192,073 - - 5003 Labor Code Sec 4850 2,413 - 6,604 - - 5101 Overtime Salaries 46,517 155,000 155,000 - - 5102 O.T. Reimbursable 14,155 45,000 45,000 - - 5104 Major Crime OT 9,688 8,500 8,500 - - 5105 Overtime: Court/Other 1,637 4,000 4,000 - - 5202 Holiday Pay 15,091 - 17,438 - - 5203 Bonus 2,000 - - - - 5204 Accrual Payout 28,626 - 34,722 - - 5301 Banked Leave Buy Back 95,670 142,954 96,334 - - 5401 Pension Contributions 712,899 914,382 502,383 - - 5501 FICA/Medicare 25,344 32,066 26,559 - - 5601 Deferred Compensation 73,626 97,023 13,671 - - 5701 Health/Dental Insurance 165,995 212,877 199,720 - - 5702 Workers' Comp Insurance 19,533 22,750 22,750 - - 5703 Disability Insurance 948 1,264 1,008 - - 5704 Unemployment Insurance 859 5,136 4,626 - - 5705 Life Insurance 596 745 662 - - 5802 Eyecare Reimbursement - 450 450 - - 5803 Clothing Allowance 24,908 33,616 33,616 - - 5903 Other Taxable Benefits 9,561 11,860 11,860 - - TOTAL SALARIES AND BENEFITS 2,370,534 2,957,529 2,376,976 - -

SERVICES
6402 Travel Expense/Reimbursement 50 - - - - 6710 Special Contractual Services 20,555 38,500 38,500 40,425 42,446 6802 Info Tech Service Charges 67,766 92,592 92,592 154,066 165,741 TOTAL SERVICES 88,371 131,092 131,092 194,491 208,187

SUPPLIES
7806 Promotional Supplies - 5,000 5,000 5,250 5,513 TOTAL SUPPLIES - 5,000 5,000 5,250 5,513 DIVISION TOTAL 2,458,905 3,093,621 2,513,068 199,741 213,700

DEPARTMENT/DIVISION

COMMUNITY SERVICES

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Police
Special Services Bureau

Program Description:

The Redlands Police Department's Investigations Unit is responsible for conducting criminal investigations and unresolved field investigations. Following up on the initial efforts of patrol and community service officers, the Investigations Unit’s mission is to identify and apprehend those responsible for the commission of various crimes, such as homicides, sexual assaults, robberies, burglaries, thefts, aggravated assaults, and facilitate the recovery of stolen property.

The Investigations Unit is also responsible for protecting the innocent and wrongfully accused.

Criminal investigations include gathering information, interviewing parties, and collecting evidence. The arrests of offenders and recovery of stolen property are accomplished through the evaluation of crime trends and patterns, th e identification and location of past and probable offenders, and the utilization of modern police technology and forensic sciences. By developing and maintaining active relationships between the Redlands Police Department and other law enforcement agencies, social service organizations, local citizen groups, and the district attorney, the investigators successfully bring criminal cases to prosecution and conviction.

The Investigations Unit is comprised of the following:

 Violent Crimes: This sub-unit has primary responsibility for homicides, rapes, assaults, robberies, and other acts of violence against adults.
 Special Victims: This sub-unit has primary responsibility for crimes against children or senior citizens.
 Property Crime: This sub-unit is responsible for burglaries, fraud, identity theft, vehicle theft, and other theft-related crimes.
 Internet Crime Against Children (ICAC): This subunit is associated with LAPD’s ICAC Task Force and is responsible for investigating Internet crimes against children. Reports are generated through the National Center for Missing and Exploited Children (NCMEC).

NCMEC receives the reports from electronic service providers and persons who report directly on their website.
 Crime Analysis: This sub-unit has primary re sponsibility for analyzing crime trends, series, and patterns to increase the department’s ability to investigate and apprehend criminals, as well as control crime.
 Forensics Unit: This sub-unit works closely with the Investigations Unit, other members of the Special Services Bureau, and the Patrol Services Bureau handling various types of calls including sex crimes, homicides, traffic investigations, and property crimes.  Property and Evidence: This sub-unit assists by properly retaining and maintaining all property and evidence. The Unit is also res ponsible for the transportation of items of evidence for additional processing to the San Bernardino County Sheriff’s Crime Lab.

Program Objectives:

 Investigate crimes to disposition, including arrest, prosecution, and conviction.  Develop and implement strategies to address crime trends, patterns, and series.  Train and educate patrol officers in specialized criminal investigations and procedures.

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Significant Program Changes:

 Due to staffing shortages, reassignment of one (1) detective previously assigned to the San Bernardino County Sheriff’s Department Human Trafficking Task Force to the Redlands Police Department’s Investigative Services Bureau.

Accomplishments for Fiscal Year 2021-2022:

 Detectives responded to assist Patrol at the scene of a homicide. Upon entry, officers located a 33-year-old male victim deceased with multiple gunshot wounds. Investigators identified the suspect who was later located and arrested, along with his 23-year-old girlfriend.
 Detectives responded to assist Patrol upon the scene of a homicide. It was determined that the victim and suspect were involved in an altercation over a drug deal. The suspect struck the victim with a piece of concrete, killing him. The suspect was arrested.  Detectives worked a case where a man entered a home in a neighborhood through an unlocked window shortly after 3 a.m. Once inside the house, the man inappropriately touched a sleeping 10-year-old boy over his clothing. When the victim woke up, the intruder fled through the window. Detectives identified and arrested the suspect on charges of burglary and lewd conduct with a child under 14.
 Detectives followed up on a report of an assault at a Starbucks where a victim was found bleeding from a head injury. Officers learned the unknown suspect confronted the victim inside the business and punched and kicked him several times before fleeing. Detectives identified the suspect and, with the assistance of SET officers, were able to take him into custody.
 Detectives investigated reports of multiple fire hydrants being stolen throughout the City.

During the investigation, officers located two suspect vehicles, including a U-Haul, in the theft of a fire hydrant in the area of Orange Tree Lane and California Street. The vehicles were stopped at a warehouse on Pioneer Avenue with a total of three adult occupants and a 4-year-old child. During the investigation, detectives located portions of the missing fire hydrants, specialized tools, and other equipment as well as construction spools of copper wire inside the U-Haul. Police also located recycling receipts. An additional vehicle was located at a residence in the City with another fire hydrant in the back seat. Another hydrant was located in the yard of the residence. Three people were arrested.  Detectives followed up on a report of a strong-arm robbery near the Ross store in Redlands.

The suspect forcefully pushed the victim down and stole her purse. A witness observed the suspect enter a vehicle and flee the area. MET officers were able to locate the vehicle and detain three juvenile occupants. Detectives responded to conduct a follow-up investigation, and the suspects were all arrested and booked into juvenile hall.  Detectives followed up on a theft from a storage facility, where the victim lost a large quantity of rare and valuable coins and collectible paper currency. Detectives identified suspects and, with a great deal of assistance from the SET team, were able to locate and recover the majority of the stolen property from multiple locations and arrest the suspects.  Detectives took a report of historical sexual abuse of over 6 years. Detectives conducted a follow-up investigation and were able to obtain an arrest warrant for the suspect. With the assistance of the SET team, the detectives were able to take the suspect into custody.  Detectives responded to assist Patrol in the investigation of a robbery that had occurred at a local business. Patrol officers responded and located the suspects. Detectives assisted in serving search warrants and recovering the stolen property.

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Program Description:

The Redlands Police Department’s Special Operations Unit was created to lead the department’s proactive efforts to intervene in st reet-level felonious crime through prevention, intervention, and suppression of criminal activity. The Special Operations Unit is comprised of the following:

 Multiple Enforcement Team (MET): A proactive group of officers whose responsibilities include monitoring and suppressing gang activity, addressing emerging crime patterns and series, and conducting investigations of gang-related crimes. MET suppresses gang activities and crime patterns through street contact, intelligence gathering, and selective enforcement. MET works closely with the probation and parole departments and participates in countywide gang suppression activities. MET attends parole check-ins to keep abreast of current parolees in Redl ands. The team relies heavily on crime data and analysis to perform its mission. In addition, the responsibility of investigating auto thefts falls under MET.
 Special Enforcement Team (SET): SET is responsible for the apprehension of suspects who have committed serious crimes in the city of Redlands. SET has one officer assigned to IRNET, the Inland Regional Narcotics Enforcement Team. IRNET is responsible for major narcotics investigations throughout the Inland Empire and beyond. SET also handles all criminal extraditions for the Police Department . This requires team members to travel to different jurisdictions or states to retrieve wanted suspects who have been apprehended for crimes committed in Redlands.

 Special Weapons and Tactics Team: The department’s Special Weapons and Tactics (SWAT) team performs high-risk operations that fall outside the abilities of regular officers.

SWAT duties include serving high-risk search warrants and dealing with barricaded suspects and heavily-armed criminals.
 Crisis Negotiation Team: The RPD Crisis Negotiation Team responds to incidents that involve barricaded subjects, with or without hostages, and suicidal subjects. Using highly skilled and trained negotiators, the team strive s to resolve incidents peacefully, thereby reducing the risk of injury or loss of life.

Program Objectives:

 Use proactive efforts through prevention, inte rvention, and suppression to address criminal activity, crime trends, and criminal offenders
 Continued participation in the regional drug task force which enhances the effectiveness of efforts to lower illegal narcotic sales, use, and production in the Inland Empire area  Continue collaborative efforts to supervise and rehabilitate probationers released into our community on Post Release Community Supervision (PRCS)
 Train and educate patrol officers in specialized criminal investigations and procedures

Significant Changes:

 As a result of staffing shortages, in December 2021, the MET team was temporarily disbanded to fill numerous vacancies within the Patrol Services Bureau to allow the Redlands Police Department to continue to respond to calls for services within the City.

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Accomplishments for Fiscal Year 2021-2022:

 RFD responded to an early morning structure fire off of San Timoteo Canyon Road and discovered an illegal marijuana cultivation operation with thousands of plants and an outbuilding containing a sophisticated marijuana cultivation operation. The RPD’s Street Enforcement Team and members of the San Bernardino County Sheriff’s Department’s Marijuana Enforcement Team responded to investigate the illegal cultivation operation, and in total, more than 11,000 marijuana plants and 83 pounds of harvested product were taken for destruction.
 The SET team developed information regarding a mid-level fentanyl dealer who had been supplying several street-level dealers in Redlands. Through investigation, they identified and located the subject. With the assistance of the MET team, they conducted a traffic stop which led to a search of the vehicle. Approximately two pounds of powdered fentanyl and a half-ounce of methamphetamine were located inside the vehicle. They then served a search warrant at the suspect’s residence, which yielded additional powdered fentanyl, 30 Xanax pills, a semi-automatic pistol, and other items indicative of illicit drug sales. One male and one female were arrested.  RPD received a report that a man armed with a handgun was robbing the U.S. Bank at 640 Orange St. MET/SET and patrol officers arrived as the suspect was fleeing the bank on foot and apprehended him before he could get into his vehicle. Police found the suspect in possession of cash from the bank robbery. Inside his vehicle officers discovered several firearms and hundreds of rounds of ammunition. The suspect was arrested and police investigated the possibility that he was involved in additional bank robberies in the area.
 The MET team received information that a female had been sexually assaulted by a local gang member. The unit investigated the report with the assistance of detectives. A search warrant was obtained and the suspect was taken into custody.  The MET team developed information that two subjects who were on parole had firearms, narcotics, and a stolen vehicle. The team worked with SET officers and was able to make contact with the suspects. One suspect was taken into custody at that time for possession of a firearm and narcotics.
 The MET team developed information that a gang member was supplying guns and drugs to Redlands’ residents. The SET team worked with MET leading to the arrest of a San Bernardino gang member while on parole who was in possession of 5 firearms and over 3 ounces of methamphetamine. The investigation revealed the gang member was participating in street-level sales of narcotics and trafficking of firearms in the City of Redlands.
 The MET team conducted a traffic stop on a North Side Redlands gang member resulting in a brief pursuit and subsequent arrest for failing to yield. A follow-up probation search of the subject’s Redlands residence revealed he was in possession of a short barrel AR-15 and armor-piercing ammunition.
 During a proactive traffic stop, MET officers recovered over 3 pounds of methamphetamine. The investigation revealed that the arrested suspect was a gang member participating in drug trafficking between Southern California and Colorado.  The SET team assisted the detectives on two robbery investigations that were determined to be related. During their investigation, SET served several warrants and developed information regarding the suspects. The suspects were also identified in other robberies in other jurisdictions. During their investigation, the SET team located one of the suspects in Palm Springs. They conducted extensive surveillance which allowed them to identify additional suspects. Detectives organized a multi-agency plan to take the primary suspect into custody and serve additional search warrants. The SET team, along with officers from other jurisdictions, was able to take the primary suspect into

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custody and later serve the warrants. The investigation concluded with the arrest of six males and one female and the recovery of six loaded guns and one AR-15.  The SET team assisted the detectives with a mail theft series. Detectives developed information on a possible person of interest. The SET team spent several days conducting surveillance and conducting further investigation. The SET team was able to locate a U-Haul vehicle in Yucaipa that was associated with the thefts and near a residence of an associate of the person of interest. Through further investigation and surveillance, the SET team was able to coordinate a traffic stop of a suspect vehicle which resulted in the arrest of a suspect. The detectives worked with the Postal Inspectors to file federal charges against the suspect.  The MET and SET teams recovered 34 guns during various investigations.  The SET team conducted 106 surveillance operations and made 100 arrests.

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FUND ORGKEY
GENERAL FUND 101205
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 2,735,412 2,932,413 2,505,847 - - 5002 Salaries: Part-Time - - 11,712 - - 5003 Labor Code Sec 4850 5,023 - 81,258 - - 5101 Overtime Salaries 157,963 268,000 268,000 - - 5102 O.T. Reimbursable 23,350 60,000 75,000 - - 5104 Major Crime OT 101,391 154,000 109,000 - - 5105 Overtime: Court/Other 27,541 27,500 57,500 - - 5201 Stand By 7,145 9,000 11,496 - - 5202 Holiday Pay 37,490 - 38,524 - - 5204 Accrual Payout 118,407 - 102,345 - - 5301 Banked Leave Buy Back 250,056 406,916 215,551 - - 5401 Pension Contributions 1,923,827 2,000,502 1,884,255 - - 5501 FICA/Medicare 62,564 80,517 68,752 - - 5601 Deferred Compensation 306,055 10,387 27,326 - - 5701 Health/Dental Insurance 403,237 430,375 362,109 - - 5702 Workers' Comp Insurance 54,259 62,768 62,768 - - 5703
Disability Insurance 1,939 3,617 3,724 - - 5704 Unemployment Insurance 2,268 11,429 11,011 - - 5705 Life Insurance 1,473 1,659 1,551 - - 5802 Eyecare Reimbursement - 1,125 1,125 - - 5803 Clothing Allowance 65,788 72,016 72,016 - - 5903 Other Taxable Benefits 25,875 40,540 40,540 - - TOTAL SALARIES AND BENEFITS 6,311,063 6,572,764 6,011,410 - -

SERVICES
6701 Undercover Investigations - 15,000 15,000 15,000 15,000 6703 Software Support/Development - - - 35,159 18,604 6710 Special Contractual Services 2,222 2,665 2,665 8,298 8,438 6802 Info Tech Service Charges 174,854 254,628 254,628 319,984 344,231 TOTAL SERVICES 177,076 272,293 272,293 378,441 386,273

SUPPLIES
7102 Small Tools & Equipment - - - 16,150 3,600 7803 Chemical & Lab Supplies 3,293 3,300 3,300 3,465 3,638 7810 Special Departmental Supplies - - - 22,500 - 7901 Non-Capital Expenditures - - - 35,000 - TO
TAL SUPPLIES 3,293 3,300 3,300 77,115 7,238 DIVISION TOTAL 6,491,432 6,848,357 6,287,003 455,556 393,511 DEPARTMENT TOTAL 28,497,658 34,666,137 33,359,600 35,335,442 35,551,297

DEPARTMENT/DIVISION

SPECIAL SERVICES

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Police
Asset Forfeiture and Grants

Program Description:

The Redlands Police Department receives a share of the value of all assets seized during drug- related arrests. Expenditures of these funds are intended to supplement, not supplant, police department needs, including personnel, equipment, and vehicles. All expenditures follow guidelines as cited in the U.S. Department of Justice’s “Guide to Equitable Sharing of Federally Forfeited Property for State and Local Law Enforcement Agencies.”

The Redlands Police Department actively seeks a variety of grants to supplement operations.

Program Objectives:

Asset forfeiture supplements a variety of community drug and violence resistance programs.

Grants awarded and/or funded through the 2021-2022 fiscal year include:

 The State Homeland Security Grant Program (HSGP) is designed to secure and provide the nation with the capabilities required across the whole community to prevent, protect against, mitigate, respond to, and recover from threats, hazards, and acts of terrorism and other catastrophic events that pose a great risk to the United States. The HSGP is one tool among a comprehensive set of federal measur es administered by Cal OES to help strengthen the state against risks associated with potential terrorist attacks. The Redlands Police Department funding for this period includes funding for seven (7) SWAT ballistic vests.
 State of California Department of Justice Tobacco Grant funds will be used to conduct decoy operations, shoulder tap operations, inspections, and education efforts, much like the efforts that have been implemented around alcohol-related issues.  Office of Traffic Safety Selective Traffic Enforcement Grant focuses on traffic safety issues and enforcement that funds overtime for DUI and driver’s license checkpoints; DUI saturation patrols; special enforcement operations and court stings. The OTS grant also provides for traffic enforcement-related training.
 Supplemental Law Enforcement Services Fund (SLESF) supplements one full-time community services officer, one full-time property & evidence technician, one part-time community service officer for fleet maintenance, and two part-time background investigators, as well as purchasing specialized equipment for the department.

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FUND ORGKEY
POLICE GRANT FUND 200202
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5101 Overtime Salaries 9,122 46,700 46,700 - - 5102 O.T. Reimbursable 65,171 167,779 123,912 - - TOTAL SALARIES AND BENEFITS 74,293 214,479 170,612 - -

SERVICES
6402 Travel Expense/Reimbursement 1,017 5,310 1,697 - - 6403 Training - - 250 - - 6710 Special Contractual Services 22,748 23,208 23,208 - - TOTAL SERVICES 23,765 28,518 25,155 - -

SUPPLIES
7004 Uniform/Safety Clothing 4,191 1,910 23,568 - - 7810 Special Departmental Supplies 24,598 96,309 93,596 - - TOTAL SUPPLIES 28,789 98,219 117,164 - -

FIXED ASSETS
8706 All Other Equipment - 86,251 86,251 - - TOTAL FIXED ASSETS - 86,251 86,251 - - DEPARTMENT TOTAL 126,847 427,467 399,182 - -

DEPARTMENT/DIVISION

GOV'T GRANTS - POLICE

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FUND ORGKEY
ASSET FORFEITURE FUND 246200
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5101 Overtime Salaries - 35,000 - 35,000 35,000 5501 FICA/Medicare - 508 - 508 508 TOTAL SALARIES AND BENEFITS - 35,508 - 35,508 35,508

SERVICES
6510 Other Insurance 719 800 800 840 882 6703 Software Support/Development - 4,995 13,087 11,692 11,692 6704 Community Grant Award 2,200 476 476 384 - 6710 Special Contractual Services 24,637 21,500 21,500 21,500 21,500 TOTAL SERVICES 27,556 27,771 35,863 34,416 34,074

SUPPLIES
7004 Uniform/Safety Clothing - - 7,500 27,000 24,000 7101 Office Equipment & Furniture - 5,000 - - - 7805 Weapons & Ammunitions 8,728 15,000 25,000 45,000 15,000 7810 Special Departmental Supplies 24,954 76,460 50,000 50,000 50,000 TOTAL SUPPLIES 33,682 96,460 82,500 122,000 89,000

FIXED ASSETS
8704 Motor Vehicles - 6,820 6,783 - - TOTAL FIXED ASSETS 37,340 6,820 6,783 - - FUND TOTAL 98,578 166,559
125,146 191,924 158,582

DEPARTMENT/DIVISION

ASSET FORFEITURE

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FUND ORGKEY
SUPPLEMENTAL LAW ENFORCEMENT FUND 249200
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 123,463 - - - - 5002 Salaries: Part-Time 18,435 101,700 - 112,084 117,558 5101 Overtime 3,138 - - - - 5105 OTOther 112 - - - - 5202 HolidayPay 604 - - - - 5301 Banked Leave Buy Back 1,136 - - - - 5401 Pension Contributions 28,540 - - - - 5501 FICA/Medicare 12,488 7,780 - - - 5601 Deferred Compensation 860 - - - - 5701 Health/Dental Insurance 14,229 - - - - 5702 Workers' Comp Insurance 1,655 2,175 2,175 2,175 2,715 5703 Disability Insurance 1,287 - - - - 5704 Unemployment Insurance 1,878 2,604 - - - 5705 Life Insurance 124 - - - - 5803 Clothing Allowance 3,400 - - - - 5903 Other Taxable Benefits 1,714 - - - - TOTAL SALARIES AND BENEFITS 213,063 114,259 2,175 114,259 120,273

SERVICES
6703 Software Support/Development 9,290 10,000 10,177 94,132 94,132 6710 Special Contractual Services 12,000 25,000 25,000 25,000 25,000 TOTAL SERVICES 21,290 35,000 35,177 119,132 119,132

SUPPLIES
7211 Computer Components - - - 18,000 - 7901 Non-Capital Expenditures 8,570 - - - - TOTAL SUPPLIES 8,570 - - 18,000 -

FIXED ASSETS
8704 Motor Vehicles - 75,000 75,000 - 75,000 8706 All Other Equipment - 75,000 - 75,000 - TOTAL FIXED ASSETS - 150,000 75,000 75,000 75,000 FUND TOTAL 242,923 299,259 112,352 326,391 314,405

DEPARTMENT/DIVISION

SUPPLEMENTAL LAW ENFORCEMENT

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Fire

Mission Statement:

The vision of the Redlands Fire Department is to be a progressive organization that leads the community in public safety. The service we provide will be of the highest quality and recognized as “The Redlands Way.”

Our mission is to provide a safe, professional, and courteous team that strives to exceed the expectations of our community and our organization. This mission requires our members to be part of a capable, aggressive, all-risk fire department that is focused on “Preserving the Past and Protecting the Future” of those we serve. We will hold to the core values of honor, loyalty, pride, and courage while pursuing the ideals of compassion, respect, efficiency, and innovation to accomplish our mission.

Departmental Goals:

 Remodel Fire Station 262 to accommodate multi-gender crews and meet ADA requirements.  Secure funding for design, engineering, and construction for the relocation of Fire Station 264.  Secure funding for the design, engineering, and construction of Fire Stations 265 and 266.  Implement the FY22/23 objectives of the Strategic Plan.  Continue to safeguard the community from fire through effective fire suppression, fire code compliance programs, public education, and risk mitigation.  Continue to provide skilled and empathetic advanced life support pre-hospital care by well- trained personnel, as well as meet the education and delivery standards required by the State of California and County of San Bernardino to ensure this level of service.  Development, implementation, and sustenance of a successful community-based education related to CPR and automatic external defibrillators.

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Fire
Administrative Services

Division Description:

Administrative Services consists of the Fire Ch ief who oversees all Fire Department activities.

The Fire Chief is supported by one Management Analyst. The Redlands Fire Department operates and maintains four separate fire stations and Fire Headquarters. The Administrative Division is responsible for the overall management of the various programs of the department and ensures overall requirements and program goals and objectives are accomplished.

Division Objectives:

 Continue to exercise fiscal discipline, monitor the budget, and remain committed to providing a high level of service to the residents of the City of Redlands.  Restructure office staff functions, responsibilities, and procedures to be more efficient and productive.
 Draft, administer, and manage personnel policies and procedures for department personnel.
 Manage department contracts and agreements for programs and services, as well as partnerships with different fire agencies.
 Process, administer, and track mutual aid reimbursements from CalOES, Department of U.S. Forestry, and CalFire.
 Administer and process cost recovery billing contracts for the cost recovery program (Hazmat and Traffic Collisions), as well as the non-resident fee program; Process and track revenue for both programs.
 Administer the Household Hazardous Waste Program Contract with the San Bernardino County Fire District
 Administer grants agreements, projects, reimbursements, and the closeout of grants; continue to pursue grant opportunities to supplement department expenditures.  Complete the purchase and installation of metal awning for the Household Hazardous Waste site funded through the CalRecycle grant.
 Continue to track expenditures for FEMA COVID-19 Public Assistance funding.

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Fire
Suppression Division

Program Description:

This division operates under the direction of the Deputy Chief supported by one Sr. Administrative Assistant and consists of the 54 personnel assigned to line or operational responsibilities. The department staffs four 3-person engines, one 3-person ladder truck, one 2-person paramedic squad, and one Battalion Chief per 24-hour shift. Fire Department units responded to approximately 11,000 individual emergencies in 2021.

Redlands Fire Suppression personnel manage the following programs:

 California Incident Command Certification System (CICCS): The California Incident Command Certification System is a cooperative effort between the State Fire Marshal’s Office and the Governor’s Office of Emergency Services. This program standardizes training for wildland firefighting and certifies that individuals have been trained and hold a minimum level of competency (Cal-Fire, OES, County Fire Chiefs, NWCG FireScope).  Ladder Testing & Maintenance: Testing, repair, and ongoing maintenance of ground ladders used by firefighters (NFPA 1932, OSHA).
 Redlands Emergency Services Academy (RESA): A mutual partnership between Redlands Fire and Police Departments, Crafton Hills College, Redlands Unified School District, and COMPACT to offer new graduates of Redlands high schools the opportunity to experience first-hand the duties of police officers and firefighters (Crafton Hills Community College).
 Rope/Technical Rescue Training: This is a multi-faceted program that deals with the use of rope to rescue civilians as well as firefighters. A rope is a versatile tool that can be used to aid search teams to locate victims, provide egress in self-rescue, and raise/lower teams to provide rescue from precarious locations. The main areas of focus for this program are LARRO (Low Angle Rope Rescue Operational), Aerial Ladder rescue, Personal escape device (self-rescue rope), and Vertical rescue (CSFM, CAL-OSHA).  CONFIRE Operations Committee: This is a multi-agency committee tasked with identifying and addressing needs and issues, reviewing new products for departments and the region, resource deployments, move-ups, resource availability, response times, response plans, computer-aided dispatch, and other logistical and communications issues.
 CONFIRE Support Committee: The Confire Support Committee provides technical expertise and knowledge. They evaluate, vet, and coordinate with the Operations Committee on new product implementation and provide technical input to challenges or issues with communications and CAD equipment.
 Personal Protective Equipment Program (PPE): The PPE program is responsible for the supply cache inventory, specifications, and warranties of purchased PPEs, and tracking of issued equipment.
 National Fire Incident Reporting System: The National Fire Incident Reporting System (NFIRS) is a reporting standard that fire departments use to uniformly report on the full range of their activities, from fire to Emergency Medical Services (EMS) to severe weather and natural disasters.
 Explorer Program/ Explorer Post 261: In conjunction with the Boy Scouts of America, this program is designed to assist those between the ages of 15 and 21 in preparing for careers in the fire service. Additionally, the Explorers are utilized in many support functions within the department. Active members of Post 261 participate in group physical fitness, receive

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classroom and hands-on training, and are involved in community events and projects. Fire Explorers learn firefighting skills, hose lays, ladders, basic first aid and patient care, wildland firefighting, vehicle extrication, and the use of firefighting tools and equipment.  Fit Testing/ N95/ P100 Tuberculosis Mask Fit Program: This is an OSHA-required program that requires all personnel who wear Respiratory Equipment to be fit-tested annually. This ensures proper fit and seal, and limits exposure to toxic atmospheres. Title 8 annual fit testing of N-95 mask users is done to maintain compliance with the California Code of Regulations (OSHA 1910.134, California CCR Title 8, CCR).  Fleet Management: The coordination of maintenance and repair of apparatus and equipment.
 Hose Testing and Repair: All fire hose within the department is annually tested. This program oversees over 60,000 feet of vari ous sized diameter hoses and ensures an adequate inventory is kept meeting the needs of our department.  Safe Surrender: As set forth under the Safely Surrendered Baby Law of 2006, this program allows mothers to drop off babies under 72 hours old at a Fire Station without any question. This very important program helps deter abandoning newborns (CFCA).  Standard Operating Procedures (Lexipol): Management of this crucial program provides for the continuous updating and development of SOP’s as related to the operations of the department.
 Swiftwater Rescue: Personnel assigned to this program have all been trained to the technician level, can train others, and are responsible for maintaining equipment inventories and serviceability.
 Health and Wellness Program: This program is a joint management and employee association program based upon the International Association of Fire Chiefs and International Association of Firefighters Wellness-Fitness Initiative (WFI) to improve the health and fitness of firefighters. Adopted in 2004, it helps reduce the risk of injury and illness and maintains a healthy and fit workforce (IAFC, IAFF).  Respiratory/SCBA Program: Personnel assigned to this program ensure that all regulations, maintenance, and upgrading of fixed, mobile, and self-contained breathing systems are met. There are numerous federal, state, and local requirements and regulations that guide this program (NIOSH, NFPA, OSHA, CAL_OSHA, ANSI).  Pump Testing: National Fire Protection Association Standard 1911 mandates fire apparatus pumps must be tested on an annual basis (NFPA 1911, Insurance Services Organization).

Program Objectives:

 Suppress structural, wildland, urban interface, vehicle, and other fires as necessary to ensure the health and safety of the community
 Provide emergency medical services to the ill and injured  Conduct a technical search, rescue, and recovery ac tivities within the City of Redlands or as requested on a mutual aid basis
 Respond to, contain, and oversee mitigation of hazardous materials incidents  Conduct in-service training in support of the knowledge, skills, and abilities required to respond in a safe and proficient manner
 Support logistical and administrative functions as required to ensure the proper equipping, training, operations, and safety of the members of the Redlands Fire Department

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Accomplishments for Calendar Year 2021:

 Members of the Redlands Fire Department we re part of the COVID- 19 Incident Management Team that coordinated efforts countywide to create policy, public outreach, testing procedures, vaccine clinics for first responders, and response plans.  Redlands Fire Department members participated in creating a Strategic Plan for the department. Committee members have actively met to coordinate the implementation of the goals and objectives of the plan which will be carried out over a 5-year timeframe.

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FUND ORGKEY
GENERAL FUND 101250
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 4,147,026 4,650,763 4,658,153 5,185,287 6,037,688 5002 Salaries: Part-Time 4,408 - 2,942 - - 5003 Labor Code Sec 4850 184,289 150,000 1,138 2,000 3,000 5101 Overtime Salaries 335,686 320,000 305,000 350,000 375,000 5102 O.T. Reimbursable 323,229 620,000 400,000 600,000 620,000 5103 Constant Staffing 1,546,439 1,500,000 1,500,000 1,800,000 1,800,000 5202 Holiday Pay 150,182 - 152,431 - - 5203 Bonus 4,456 - - - - 5204 Accrual Payout 84,386 - 40,152 - - 5301 Banked Leave Buy Back 81,658 387,469 97,709 498,915 572,712 5401 Pension Contributions 3,597,911 4,072,645 4,080,123 4,532,182 4,988,306 5501 FICA/Medicare 101,844 91,345 100,882 101,383 115,397 5601 Deferred Compensation 444,691 182,307 404,099 145,089 168,830 5701 Health/Dental Insurance 720,385 808,788 808,788 836,871 1,010,333 5702 Workers' Comp Insurance 259,344 286,706 286,706 102,356 110,667 5703 Disability Insur ance 54,884 47,970 54,460 56,280 67,194 5704 Unemployment Insurance 3,392 15,863 15,697 17,599 20,203 5705 Life Insurance 2,066 2,303 2,303 2,555 2,933 5802 Eyecare Reimbursement 2,353 675 1,125 675 675 5803 Clothing Allowance 37,600 41,035 41,035 46,035 52,635 5903 Other Taxable Benefits 5,306 10,602 10,602 10,288 10,500 TOTAL SALARIES AND BENEFITS 12,091,535 13,188,471 12,963,345 14,287,515 15,956,073

SERVICES
6005 License & Permits 1,580 7,000 6,500 7,000 7,000 6007 Penalties and Interest - - 26 - - 6102 Legal Services 450 - 16,443 10,000 10,000 6105 Medical/Physicals 5,790 14,000 6,500 14,000 14,000 6106 Other Professional Services 7,460 15,000 15,000 19,000 20,000 6304 Telephone 15,243 - 10,000 15,000 15,000 6401 Meeting & Prof Development 642 2,500 2,500 2,500 2,500 6402 Travel Expense/Reimbursement 3,808 8,500 8,500 8,500 9,500 6403 Training 1,255 5,200 5,200 5,200 6,000 6601 Postage 1,357 1,500 1,500 1,500 2,000 6702 Fingerprinting 370 1,500 1,000 1,000 1,000 6703 Software Support/Development 5,002 6,000 6,500 6,500 7,500 6710 Special Contractual Services 259,824 155,481 155,481 286,602 270,500 6802 Info Tech Service Charges 229,708 107,055 107,055 238,496 271,724 6803 City Garage Charges 580,028 508,270 508,270 612,240 717,034 6901 Printing and Binding 1,366 2,000 2,000 2,500 2,500 6902 Advertising 5,024 2,500 2,500 2,500 2,500 6905 Clothing and Linen Rent 6,698 6,500 21,874 13,000 15,000 6906 Office Equip & Furn Rent 2,719 3,000 3,000 3,000 4,000 6907 Comms Service & Rental 389,259 421,237 421,317 456,093 472,641 6908 Other Rentals 1,650 5,000 5,000 5,000 6,000 6909 Subscriptions & Memberships 3,697 4,050 4,050 5,000 6,000 6912 Reimbursed Expenditures 1,898 1,510 1,510 - - TOTAL SERVICES 1,524,828 1,277,803 1,311,726 1,714,631 1,862,399

DEPARTMENT/DIVISION

FIRE SUPPRESSION

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FUND ORGKEY
GENERAL FUND 101250
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

FIRE SUPPRESSION

SUPPLIES
7001 Books & Supplies - 500 500 500 600 7002 Office Supplies 3,122 9,000 9,000 9,000 9,000 7003 Awards/Recognition Prgm 1,108 2,000 2,000 2,500 3,500 7004 Uniform/Safety Clothing 101,919 139,685 139,685 97,000 114,000 7005 Photo & Copying Supplies - 2,000 2,000 2,000 2,500 7101 Office Equipment & Furniture 13,062 15,000 15,000 15,000 15,000 7102 Small Tools & Equipment 46,515 42,000 42,000 43,000 48,000 7201 Hardware Maint/Replace 673 4,987 4,987 6,000 7,000 7203 Office Equipment Maintenance - 500 500 500 500 7204 Building/Grounds Maintenance 4,780 46,600 57,600 40,000 41,000 7205 Machinery & Equip. Maint. 25,973 24,893 24,893 21,800 22,300 7208 Repair/Maintenance Supplies 3,389 5,000 5,000 5,200 6,000 7209 Janitorial Supplies 20,981 18,000 18,000 18,000 18,500 7211 Computer Components 3,293 6,000 6,000 6,000 6,000 7213 Motor Vehicle Supplies 2,047 3,000 3,000 3,000 3,000 7804 Medical Supplies 1,030 5,260 5,260 3,000 3,500 7807 Food 3,379 4,000 4,000 4,000 4,500 7810 Special Departmental Supplies 150,750 125,051 125,051 199,050 199,250 7901 Non-Capital Expenditures - 1 - - - TOTAL SUPPLIES 382,021 453,477 464,476 475,550 504,150

FIXED ASSETS
8501 Other Betterments/Improv - 77,000 177,000 1,500,000 - 8503 Building Construction/Improv - 695,875 595,875 - - 8704 Motor Vehicles 133,418 3,092,160 30,000 160,000 180,000 8706 All Other Equipment 34,894 - - - - 8801 Capital Lease - 94,097 94,097 94,097 94,097 TOTAL FIXED ASSETS 168,312 3,959,132 896,972 1,754,097 274,097

DEBT SERVICE
9001 Principal 239,514 246,478 3,372,397 253,645 383,259 9101 Interest 24,204 17,241 249,463 10,074 3,665 TOTAL DEBT SERVICE 263,718 263,719 3,621,860 263,718 386,924 DIVISION TOTAL 14,430,414 19,142,602 19,258,379 18,495,511 18,983,643

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Fire
Community Risk Reduction Division

Program Description:

This division operates under the direction of the Fire Chief and consists of the Fire Marshal, one Deputy Fire Marshal, one Fire Inspector, and one Administrative Assistant II. Operating under the guidelines of the California Fire Code (CFC) as adopted by the State of California and the City of Redlands, the Community Risk Reduction Division provides an all-hazards approach to life and fire safety, safeguarding the community from fire and other hazards through education, engineering, enforcement, investigation, evaluation, and analysis.

Redlands Community Risk Reduction Division manages the following programs:

 Code management and policy development relating to life and fire safety;  Construction document reviews for all new and improved buildings and structures throughout the City;
 New construction inspection of all fire-rated construction and fire protection systems;  State-mandated annual and routine fire inspections of existing multi-family apartment buildings, hotels & motels, educational facilities, commercial and industrial buildings, and facilities as well as the systems, processes, and uses within these buildings;  Code enforcement activities involving imminent life and fire safety hazards and vegetation management;
 Public education and information; and
 Conducts fire investigations to determine the origin and cause of all fires and explosions, hazardous material releases, and determining and affixing responsibility to individuals either civilly or criminally.

Program Objectives:

 Provide a review of development projects related to the model construction codes and standards
 Conduct and enforce the fire code as adopted by the City of Redlands  Authorize issuance of operational permits related to systems, processes, and uses as defined in the California Fire Code
 Conduct routine life and fire safety inspections
 Direct the Vegetation Management Program that protects life and property through defensible space and fire-wise strategies
 Provide logistical support for major emergencies through disaster and emergency incident management
 Oversee special events to ensure proper safety (assemblies, fireworks, etc.)  Determine the origin and cause of all fires and explosions within the City of Redlands  Investigates, arrests, and submits reports to the District Attorney for fires determined to be arson
 Seek cost recovery as the result of fire department responses to arson, negligent fires, and hazardous material releases
 Conduct juvenile fire setter’s interventions
 Participation in city committees and advisory boards

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Significant Program Changes:

 Develop and adopt California Fire Code provisions for January 1, 2023 adoption.  Create developer guidelines and policies relating to the development  Continue to re-staff to levels before COVID
 Re-established the State mandated inspections for hotels, motels, apartments, and educational occupancies

Accomplishments for Calendar Year 2021:

 Hired a new Deputy Fire Marshal and backfilled one Fire Inspector position  Completed State mandated fire inspections for all hotels and motels  Completed 632 construction document reviews
 Completed 794 new construction inspections
 Performed 161 routine fire inspections resulting in 1,186 violations found  Conducted 483 vegetation (weed) abatement inspections

Goals for Calendar Year 2022:

 Prepare and deliver public education risk reduction, mitigation, and outreach materials to help reduce or eliminate specific hazards and risks
 Develop a partnership with ESRI to build risk management tools that will graphically display engineering, enforcement, and investigation risks and trends  Begin the creation of a Community Wildfire Protection Plan  Re-staff the Community Risk Reduction Division based on an NFPA 1730 analysis  Revise the routine fire inspection program based on life, property, and environmental risks  Rebuild the Community Risk Reduction website to be a resource for the community and development

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FUND ORGKEY
GENERAL FUND 101251
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 198,936 365,365 312,539 474,092 489,636 5002 Salaries: Part-Time 686 - - - - 5101 Overtime Salaries 665 - 277 - - 5202 Holiday Pay 4,497 - 5,044 - - 5204 Accrual Payout 16,069 - 194 - - 5301 Banked Leave Buy Back 1,220 816 - 4,576 10,824 5401 Pension Contributions 51,366 106,768 87,270 140,989 149,086 5501 FICA/Medicare 16,522 27,456 22,290 35,812 37,787 5601 Deferred Compensation 4,521 6,335 5,139 7,829 7,829 5701 Health/Dental Insurance 23,639 46,014 33,878 56,785 58,391 5702 Workers' Comp Insurance 10,232 11,238 11,238 11,066 11,964 5703 Disability Insu rance 948 1,283 838 2,516 2,687 5704 Unemployment Insurance 300 1,953 3,021 2,604 2,604 5705 Life Insurance 157 284 230 378 378 5801 Vehicle Allowance -
5802 Eyecare Reimbursement 225 1,013 1,013 1,350 1,350 5803
Clothing Allowance 950 788 788 1,275 1,275 5903 Other Taxable Benefits 1,784 1,080 1,080 5,280 5,280 TOTAL SALARIES AND BENEFITS 332,717 570,393 484,839 744,552 779,091

SERVICES
6106 Other Professional Services 5,515 10,000 10,000 10,000 10,000 6304 Telephone 4,360 4,500 4,500 4,500 4,500 6401 Meeting & Prof Development 100 2,400 1,400 2,400 2,400 6402 Travel Expense/Reimbursement 3,512 6,000 2,646 6,000 6,000 6403 Training 3,120 15,290 4,556 15,290 15,290 6601 Postage 254 1,500 1,500 1,500 1,500 6703 Software Support/Development 11,401 10,000 10,000 10,000 10,000 6710 Special Contractual Services 27,407 93,345 65,000 35,000 35,000 6802 Info Tech Service Charges 18,530 27,778 27,778 47,405 50,997 6901 Printing and Binding 2,266 2,500 2,500 2,500 2,500 6902 Advertising - 5,000 2,500 5,000 5,000 6907 Comms Service & Rental 41,596 45,323 45,323 61,323 63,492 6909 Subscriptions & Memberships 4,284 5,290 5,290 5,290 5,290 6911 Bad Debt Expense 8,315 - - - - TOTAL SERVICES 130,660 228,926 182,993 206,208 211,969

SUPPLIES
7001 Books & Supplies 1,832 3,000 3,000 5,000 5,000 7002
Office Supplies 542 3,150 3,150 3,000 3,500 7003 Awards/Recognition Prgm - 1,300 1,300 1,500 1,500 7004 Uniform/Safety Clothing 4,159 12,000 12,000 12,000 12,000 7005 Photo & Copying Supplies - 1,000 1,000 1,000 1,000 7101 Office Equipment & Furniture 1,013 1,500 1,500 1,500 1,500 7102 Small Tools & Equipment 4,914 8,800 8,800 8,800 8,800 7201 Hardware Maint/Replace - 2,000 500 2,000 2,000 7204 Building/Grounds Maintenance - 5,000 5,000 5,000 5,000 7205 Machinery & Equip. Maint. 1,000 2,200 2,200 2,200 2,200

DEPARTMENT/DIVISION

COMMUNITY RISK REDUCTION

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FUND ORGKEY
GENERAL FUND 101251
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

COMMUNITY RISK REDUCTION
SUPPLIES (CONT.)
7209 Janitorial Supplies 33 - - - - 7211 Computer Components 2,136 3,000 3,000 3,000 3,000 7807 Food 332 1,000 1,000 1,000 1,000 7810 Special Departmental Supplies 3,252 6,000 6,000 6,000 6,000 TOTAL SUPPLIES 19,213 49,950 48,450 52,000 52,500 DIVISION TOTAL 482,590 849,269 716,282 1,002,760 1,043,560

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Redlands Fire Department
Training Program

Program Description:

This division operates under the direction of the Deputy Chief and consists of 1 Shift Battalion Chief and is supported by 3 Shift Captains. This team is responsible for all aspects of developing, implementing and documenting traini ng strategies and exercises while meeting local, state, and federal requirements. This Division provides training and proficiency drills in various areas such as fire suppression, emergency medical care, infection control, hazardous materials response, technical rescue, water rescue operations, and wildland-urban interface fire suppression. The Training Division is also responsible for identifying individual and department-level training needs to ensure we meet the challenges and necessities of the community we serve. No dedicated staff is assigned to this function.

The Training division manages the following programs:

 California Firefighter Joint Apprenticeship Program: An apprenticeship program that parallels the State Board of Fire Service and the National Fire Protection Association Standards (California Firefighter Joint Apprenticeship Committee).  Engineer/Captain Certification: Engineer and Captain Certification programs provide an in-house on-duty approach to developing personnel in the skills and experience necessary to become an Engineer and Captain.
 Recruit Firefighter Testing Program: Development, implementation, and delivery of entry- level tests.
 Crafton Hills College Reimbursement Program ISA: Registration of fire department personnel, tracking and documentation of approved training hours, and participation in annual site visits by the program administrator.
 SBCTOA: Maintain participation in the San Bernardino County Training Officers Association (SBCTOA). Ensuring that departmental training is collaborative and interoperable within our area of operation and response.

Program Objectives:

 Administer and ensure all minimum mandated training is provided for all members of the Fire Department.
 Ensure that each Company/ Individual meets an average of 20 hours of training per person per month.
 Compile and maintain training records for all field operational personnel.  Conduct regularly scheduled performance standard drills to enhance individual skills. This includes Fire Company functions and multi-company coordination for emergency applications, including technical training, team training, officer training programs, and specialized equipment training.
 Schedule and conduct mandated Hazardous Materials 1st Responder training.  Schedule and conduct mandated Wildland Fire Training.  Submit Monthly CFFJAC (California Fire Fighter Joint Apprenticeship Committee) reports.  Submit semester training hours, training documentation, department student rosters, and coordinate site visits with Crafton Hills Community College.  Conduct Pre-Fire Planning and Industrial Facility Tours for personnel.  Conduct single and multi-company training with Fire Departments throughout the region.  Ensure succession training needs are met for all positions within the department.  Schedule additional training as mandated by federal and state requirements.

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 Coordinate recruit and promotional manipulative examinations.  Manage training materials at Fire Stations (i.e., training manuals, new textbooks & videos, accident/investigation reports from Firefighter injury or Fatality incidents, etc.)

Accomplishments for Calendar Year 2021:

 18,149 Total Training hours: Successfully provided department-level training, meeting State and Federal requirements for a total of 18,149 training hours. The average training hours per person for 2021 was 342. This training was accomplished in the face of COVID restrictions and per CDC mandates.
 Infection Control Training: 248 hours of training were recorded for infection control, COVID-19, and disease prevention. The Redlands Fire Department has taken an aggressive approach to ensure the safety of department personnel during the pandemic.  Firefighter Rescue: Performed a multi-day and multi-company drill on firefighter rescue.

The drill focused on Rapid Intervention Crew operations and the command and control of Mayday operations at Crafton Hills College.
 Confined Space Rescue Awareness: Performed departmental training on confined space rescue and reviewed key incident command positions. Confined space rescue is a high- risk operation that requires an understanding of OSHA regulations as well as a variety of technical rescue skills.
 Rope Rescue: Performed rope rescue training in conjunction with the implementation of new rescue equipment. Rope rescue is a high-risk operation that requires routine manipulative training.
 Wildland Firefighter Training: Performed wildland firefighting training that meets CICCS requirements. Wildland firefighting is a high-risk operation with multiple risk factors that require dynamic training. The training was performed departmentally as well as in conjunction with Cal Fire, Crafton Hills College, and San Bernardino County Training Officers Association (SBCTOA).
 Tractor Drawn Aerial (TDA): Developed training materials and certification process for the implementation of a TDA. Training has begun for the lead trainers that will be responsible for the implementation of training for all Redlands Fire members. Implementation training will be conducted over the next fiscal year.

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FUND ORGKEY
GENERAL FUND 101252
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6106 Other Professional Services - 10,000 - 5,250 5,250 6401 Meeting & Prof Development - 5,225 5,225 8,000 8,000 6402 Travel Expense/Reimbursement - 7,000 7,000 8,000 8,000 6403 Training 1,582 27,225 27,225 34,300 34,300 6703 Software Support/Development 770 3,000 3,000 2,000 2,000 6710 Special Contractual Services - 18,840 8,840 18,000 18,000 6901 Printing and Binding 500 1,500 1,500 2,500 2,500 6902 Advertising - 1,500 1,500 1,500 1,500 6907 Comms Service & Rental 2 - - - - 6909 Subscriptions & Memberships 2 3,350 3,350 4,125 4,125 TOTAL SERVICES 2,856 77,640 57,640 83,675 83,675

SUPPLIES
7001 Books & Supplies - 3,000 3,000 3,000 3,000 7002 Office Supplies 500 1,000 1,000 1,000 1,000 7004 Uniform/Safety Clothing 1,036 2,000 2,000 4,500 4,500 7005 Photo & Copying Supplies - 500 500 1,000 1,000 7102 Small Tools & Equipment 949 3,500 3,500 6,000 6,000 7211
Computer Components 49 3,000 3,000 5,000 5,000 7807 Food 1,087 2,900 2,900 3,150 3,150 7810 Special Departmental Supplies 6,142 3,000 3,000 3,000 3,000 7812 Audio-Visual Materials - 1,200 1,200 1,200 1,200 TOTAL SUPPLIES 9,763 20,100 20,100 27,850 27,850 DIVISION TOTAL 12,619 97,740 77,740 111,525 111,525

DEPARTMENT/DIVISION

FIRE TRAINING

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Fire
Emergency Preparedness

Program Description:

The Emergency Management and Preparedness Program has the task of planning and preparing all City departments, residents, and businesses for man-made and natural emergencies. The Emergency Operations division utilizes planning, training, and exercises to continually develop and sustain the City’s mitigation, preparedness, response, and recovery capabilities. These capabilities minimize the loss of life and property and protect the environment from emergencies and significant disruptions. The Emergency Operations Division works with the City departments, other local municipalities, and an array of community-based organizations to ensure that the city and its residents have the resources and information they need to prepare, respond and recover from emergencies, disasters, and significant events.

Program Objectives:

 Update and maintain the City’s Emergency Oper ations Flood and Local Hazard Mitigation Plan, Continual maintenance of the plan is required for the City to receive grant funding opportunities, as well as disaster recovery monies after an emergency, from the State of California and the Federal Government.
 Develop and coordinate with the American Red Cross, Redlands Unified School District, and the County of San Bernardino Office of Emergency Services on the mass care and sheltering needs of the city, as well as evacuation processes of the citizens within the city and their animals. The sheltering and evacuation needs will include the Access and Functional Needs community.
 Maintain and operate a viable Emergency Operations Center to ensure the readiness of the City.
 Coordinate with appropriate federal, state, and other local agencies, as well as applicable segments of private sector entities and volunteer agencies.  Provide maintenance, updates to the sy stem, and community outreach on the City’s Emergency Notification System.
 Coordinate with local, county, and state agencies and organizations through mutual aid and mitigation agreements for disaster training.
 Standardized Emergency Management Syst ems (SEMS) and the National Incident Management System (NIMS).
 Develop NIMS compliance training program for all City employees.  Develop an exercise program to include: Tabletop, functional and full-scale training for all EOC responders.
 Develop and implement a community outr each program to include; CERT, BERTT, Teen CERT, and citizen corps.
 Develop a communication partnership with the Redlands Emergency Communication Group to assist with mass care and shelter needs.
 Develop a partnership with the Faith-Based Community for donation management needs.

Accomplishments for Calendar Year 2021:

 Help with the recovery of $200,000 for the El Dorado Fire for MUED  Prepared CERT volunteers
o Fit tested
o New Gear

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o Masks
 Provided masks to the Redlands Emergency Communications Group  Trained CERT Members for Mobile Points of Dispense
 Provided Emergency Management Support to the following Incidents:
o El Dorado Fire – tracked costs
o Sunset Fire
o Orange Fire
o HAWC Water Break
o Protests
o Worked with GIS to monitor the 4 th of July reporting

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FUND ORGKEY
GENERAL FUND 101254
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 15,565 24,221 24,369 25,922 27,705 5202 Holiday Pay 420 - 354 - - 5204 Accrual Payout 202 - 236 - - 5301 Banked Leave Buy Back 539 699 - 236 236 5401 Pension Contributions 5,929 7,142 7,189 7,359 7,535 5501 FICA/Medicare 1,603 1,910 1,731 1,897 1,897 5601 Deferred Compensation 301 301 301 301 301 5701 Health/Dental Insurance 3,824 4,108 4,292 4,108 4,314 5702 Workers' Comp Insurance 4,547 4,934 4,934 2,766 2,991 5704 Unemployment Insurance 34 152 152 152 152 5705 Life Insurance 20 22 24 22 22 5802 Eyecare Reimbursement - 79 148 79 79 5903 Other Taxable Benefits 344 326 326 326 326 TOTAL SALARIES AND BENEFITS 33,328 43,894 44,056 43,168 45,558

SERVICES
6106 Other Professional Services 396 3,500 3,500 3,500 4,000 6304 Telephone 5,022 3,500 3,500 4,000 4,000 6401 Meeting & Prof Development 1,108 5,000 5,000 5,000 5,000 6402 Travel Expense/Reimbursement - 2,500 2,500 2,500 2,500 6403 Training 344 3,000 3,000 3,000 3,000 6601 Postage 286 500 500 500 500 6703 Software Support/Development - 500 500 500 600 6708 Special Program Expenditures 378 2,500 2,500 2,500 2,500 6710 Special Contractual Services - 3,000 3,000 3,000 3,000 6802 Info Tech Service Charges 8,161 9,259 9,259 11,851 12,749 6803 City Garage Charges - 2,577 2,577 3,368 3,944 6901 Printing and Binding - 2,500 2,500 2,500 2,500 6909 Subscriptions & Memberships 414 1,000 1,000 1,000 1,000 TOTAL SERVICES 16,109 39,336 39,336 43,219 45,293

SUPPLIES
7002 Office Supplies 1,120 1,500 1,500 1,500 3,000 7004 Uniform/Safety Clothing 4,016 10,000 10,000 10,000 10,000 7005
Photo & Copying Supplies - 2,500 2,500 2,500 2,500 7101 Office Equipment & Furniture 571 5,000 5,000 2,500 150,500 7102 Small Tools & Equipment 2,027 5,000 5,000 5,000 5,000 7203 Office Equipment Maintenance - 2,000 2,000 2,000 2,000 7208 Repair/Maintenance Supplies 791 2,000 2,000 2,000 2,000 7209 Janitorial Supplies 111 1,000 1,000 1,000 1,500 7211 Computer Components 1,818 3,000 3,000 3,000 203,000 7804 Medical Supplies 6,278 25,000 15,000 25,000 25,000 7807 Food 2,088 5,000 5,000 5,000 5,000 7810 Special Departmental Supplies 6,377 10,000 10,000 10,000 10,000 7812 Audio-Visual Materials - 3,000 3,000 3,000 3,000 TOTAL SUPPLIES 25,197 75,000 65,000 72,500 419,500

DEPARTMENT/DIVISION

EMERGENCY PREPAREDNESS

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FUND ORGKEY
GENERAL FUND 101254
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

EMERGENCY PREPAREDNESS

FIXED ASSETS
8701 Office Furniture - - - - 150,000 8702 Office Equipment - - - - 200,000 TOTAL FIXED ASSETS - - - - 350,000 DIVISION TOTAL 74,634 158,230 148,392 158,887 860,351 DEPARTMENT TOTAL 15,000,257 20,247,841 20,200,793 19,768,684 20,999,079

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FUND ORGKEY
GENERAL FUND 200250
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,030,136 16,208 16,208 - - 5002 Salaries: Part-Time - 3,604 - - - 5101 Overtime 49,002 - - - - 5201 StandBy 14,012 - - - - 5401 Pension Contributions 38,184 - - - - 5501 FICA/Medicare 11,489 - - - - 5701 Health/Dental Insurance 22,845 - - - - 5702 Workers' Comp Insurance 4,098 - - - - 5703 Disability Insurance 571 - - - - 5704 Unemployment Insurance 2 - - - - 5705 Life Insurance 118 - - - - 5804 Uniform Rental 26 - - - - TOTAL SALARIES AND BENEFITS 1,170,483 19,812 16,208 - -

SERVICES
6106 Other Professional Services 38,707 93,407 93,407 - - 6703 Software Support/Development 3,411 - - - - 6710 Special Contractual Services 43,650 - - - - 6901 Printing and Binding 346 - - - - 6902 Advertising 800 - - - - 6903 Janitorial Services 7,809 - - - - 6912 Reimbursed Expenditures (1,898) (1,510) 7,727 - - TOTAL SERVICES 92,825 91,897 101,134 - -

SUPPLIES
7002 Office Supplies 3,088 5,548 - - - 7102 Small Tools & Equipment 423 - - - - 7208 Repair/Maintenance Supplies 561 - - - - 7209 Janitorial Supplies 2,441 - - - - 7210 Building Supplies 1,225 - - - - 7211 Computer Components 3,080 85 - - - 7804 Medical Supplies 13,795 - - - - 7810 Special Departmental Supplies 55,868 38,162 38,162 - - 7901 Non-Capital Expenditures 52,030 - - - - TOTAL SUPPLIES 132,511 43,795 38,162 - -

FIXED ASSETS
8501 Other Betterments/Improv - 228,292 228,292 - - 8706
All Other Equipment 10,019 - - - - TOTAL FIXED ASSETS 10,019 228,292 228,292 - - DEPARTMENT TOTAL 1,405,838 383,796 383,796 - -

DEPARTMENT/DIVISION

FIRE DEPARTMENT GRANTS

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Fire
Emergency Medical Services

Program Description:

Overseen by the Deputy Chief and consists of an Emergency Medical Service Coordinator. The EMS Coordinator ensures compliance with federal, state, and county procedures and protocol as well as keeps pace with increased demands for service.

This program is responsible for ensuring the delivery of high-level advanced life support pre- hospital care by well-trained personnel, as well as meeting the education and delivery standards required by the State of California to ensure this level of service. The highly-trained Paramedics functions as an extension of the emergency room doctor and with his/her regulatory control can administer the necessary medical treatment to stabilize the patient before transport to the hospital. Paramedics presently respond from all fire stations.

This program includes a QA/QI program which is required and monitored by Inland Counties Emergency Medical Agency (ICEMA). The QA/QI program is overseen by the EMS Coordinator and provides oversight to training and certification as well as protocol implementation for both EMTs and Paramedics.

The Emergency Medical Services division operates and manages the following programs:

 Emergency Medical Technician (EMT Program):

The certification of Emergency Medical Technician is considered the basic level of prehospital emergency care in the modern-day Fire/Emergency Medical Service. This level of certification is the minimum standard for all Redlands Fire Department Suppression personnel. The responsibilities and scope of practice for the EMT are outlined in Title 22, Division 9 of the California Code of Regulations, which includes the following:
o Evaluate the ill and injured
o Render basic life support, rescue, and emergency care to patients o Obtain diagnostic signs to include, but not be limited to, temperature, blood pressure, pulse, and respiration rates, pulse oximetry, level of consciousness, and pupil status
o Perform cardiopulmonary resuscitation (CPR), including the use of mechanical adjuncts to basic cardiopulmonary resuscitation
o Administer oxygen
o Use the following adjunctive airway and breathing aids:
 Oropharyngeal airway
 Nasopharyngeal airway
 Suction devices
 Basic oxygen delivery devices for s upplemental oxygen therapy including, but not limited to, humidifiers, partial rebreathers, venture masks, and manual and mechanical ventilating devices designed for prehospital use including continuous positive airway pressure
o Use various types of stretchers and spinal immobilization devices o Provide initial prehospital emergency care of trauma, including, but not limited to:
 Bleeding control through the application of tourniquets  Use of hemostatic dressings
 Spinal immobilization
 Seated spinal immobilization

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 Extremity splinting
 Traction splinting
o Administer over the counter medication when approved by the medical director of the LEMSA, including, but not limited to:
 Oral glucose or sugar solutions
 Aspirin
o Extricate entrapped persons
o Perform field triage
o Mechanical patient restraint
o Set up for Advance Life Support (ALS) procedures, under the direction of a Paramedic
o Perform automated external defibrillation
o Assist patients with the administration of physician-prescribed devices including, but not limited to patient-operated medication pumps, sublingual nitroglycerine, and self-administered emergency medications including epinephrine devices

 Paramedic Program:

The Redlands Fire Department deploys at least one Paramedic on every emergency response vehicle, who is the primary patient caregiver on all emergency medical responses within the city.

The Paramedic’s scope of practice includes basic and advanced skills focused on the acute management and transportation of patients. This also includes invasive and pharmacological interventions to reduce the morbidity and mortality associated with acute out-of-hospital medical and traumatic emergencies.

Under Title 22, Division 9 of the California Code of Regulations, the following are the minimum psychomotor skills of the Paramedic (including all skills within the EMT level):
o Utilize electrocardiographic devices and monitor electrocardiograms, including 12-lead electrocardiograms (ECG)
o Perform defibrillation, synchronized cardioversion, and external cardiac pacing o Visualize the airway by use of the manual or video laryngoscope and remove the foreign body with Magill forceps
o Perform pulmonary ventilation by use of lower airway multi-lumen adjuncts, the esophageal airway, perilaryngeal airways, stomal intubation, and adult oral endotracheal intubation
o Utilize mechanical ventilation devices for continuous positive airway pressure (CPAP)/bi-level positive airway pressure (BPAP) and positive end-expiratory pressure (PEEP) in the spontaneously breathing patient
o Use airway adjuncts to assist in maintaining adequate ventilation with the use of capnography devices, intrathoracic threshold devices, and Hepa-filters o Institute intravenous (IV) catheters, saline locks, needles, or other cannula (IV lines), in peripheral veins and monitor and administer medications through a pre- existing vascular access
o Institute interosseous (IO) needles or catheters
o Administer IV or IO glucose solutions or isotonic balanced salt solutions, including Ringer's lactate solution
o Obtain venous blood samples
o Use laboratory devices, including point of care testing, for pre-hospital screening, used to measure lab values including, but not limited to, glucose, capnometry, capnography, and carbon monoxide when appropriate authorization is obtained from State and Federal agencies, including from the Centers for Medicare and Medicaid Services according to the Clinical Laboratory Improvement Amendments (CLIA)

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o Utilize Valsalva maneuver
o Perform percutaneous needle cricothyroidotomy
o Perform needle thoracotomy
o Perform nasogastric and orogastric tube insertion and suction o Monitor thoracotomy tubes
o Monitor and adjust IV solutions containing potassium, equal to or less than 40 mEq/L
o Administer approved medications by the following routes: IV, IO, intramuscular, subcutaneous, inhalation, transcutaneous, rectal, sublingual, endotracheal, intranasal, oral, or topical
o Administer, using prepackaged products when available, the following medications:
 10% dextrose, adenosine, aerosolized or nebulized beta-2 specific bronchodilators, aspirin, atropine sulfate, calcium chloride, diphenhydramine hydrochloride, epinephrine, fentanyl, glucagon, ipratropium bromide, ketamine, lidocaine hydrochloride, magnesium sulfate, midazolam, naloxone hydrochloride, nitroglycerine preparations, ondansetron, tranexamic acid, and sodium bicarbonate

RFD Paramedics are held to a higher standard in terms of minimum certifications/qualifications.

In addition to the state and local mandates for recertification, RFD requires all Paramedics to maintain a valid Pediatric Advanced Life Support (PALS) certification card. Once the minimum standards are met, the Emergency Medical Services Authority will issue a valid license, at the state level. In addition to state licensure, Paramedics must also hold a valid license under the Local Emergency Medical Services Authority (LEMSA). The LEMSA for the RFD is the Inland Counties Emergency Medical Agency (ICEMA), located in San Bernardino.

 Advanced Cardiac Life Support (ACLS) Recertification Program:

The Inland Counties Emergency Medical Agency (ICEMA), which is the Local Emergency Medical Services Authority (LEMSA), mandates that all Paramedics within its region maintain a valid Advanced Cardiac Life Support (ACLS) certification. The American Heart Association is the organization that prints the curriculum and conducts the research and development to ensure Paramedics are providing the most up-to-date care about cardiac events. An ACLS certification is valid for two years. ACLS certification requires:
o Basic life support skills, including effective chest compressions, use of a bag- mask device, and use of an AED
o Recognition and early management of respiratory and cardiac arrest o Recognition and early management of peri-arrest conditions such as symptomatic bradycardia
o Airway management
o Related pharmacology
o Management of ACS and stroke
o Effective communication as a member and leader of a resuscitation team.

RFD currently has seven (7) certified ACLS instructors to provide this mandated training. This training requires the use of skills mannequins, airway training tools, EKG rhythm generators, and current edition instructor manuals with DVD instruction. RFD currently offers a minimum of six (6) recertification classes every two years, to cover all current RFD Paramedics.

 Pediatric Advanced Life Support (PALS) Recertification Program:

The Pediatric Advanced Life Support (PALS) certification is a course created by the American Heart Association. Although possession of this certification is not a state or local mandate, to

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maintain Paramedic licensure, the Redlands Fire Department requires all Paramedics to maintain this certification as a commitment to excellence. The RFD recognizes that pediatric medical emergencies present different and complex challenges in the management of prehospital care. PALS certification requires:
o High-quality Child CPR AED and Infant CPR
o Recognition of patients who do and do not require immediate intervention o Recognition of cardiopulmonary arrest early and application of CPR within 10 seconds
o Apply team dynamics
o Differentiation between respiratory distress and failure o Early interventions for respiratory distress and failure o Differentiation between compensated and decompensated (hypotensive) shock o Early interventions for the treatment of shock
o Differentiation between unstable and stable patients with arrhythmias o Clinical characteristics of instability in patients with arrhythmias o Post–cardiac arrest management
This certification is valid for two years. RFD currently has seven (7) certified PALS instructors to provide this training. This training requires the use of pediatric/child skills mannequins, pediatric/child airway training tools, EKG rhythm generators, and current edition instructor manuals with DVD instruction. RFD currently offers a minimum of six (6) recertification classes every two years, to cover all current RFD Paramedics.

 Event Medic: Provides public safety and ev ent medics to large events within the city.

The medics provide Advanced Life Support EMS care to citizens and participants at events including the Redlands Bicycle Classic, Hangar 24 Air Show, Believe Walk, and A Run through Redlands (ICEMA).

 Cardiopulmonary Resuscitation-Internal Program: Each employee is required to maintain CPR certification, allowing CPR training to be taught in-house (AHA).

 Infectious Control: Responsible for the administration of the Infection Prevention and Control Program, which includes the identification, investigation, reporting, prevention, and control of nosocomial infections for personnel. Responsible for coordinating in- service programs related to infection prevention and control. The program is mandated by the Ryan White Act (CFR, Cal-OSHA, CDC, OSHA 1910, 130).

 Emergency Medical Services Quality Impr ovement Program: The quality improvement program maintains the regulatory requirement of quality assurance/ improvement for all personnel who perform emergency medical care to the sick and injured. The program is closely monitored as required by the Inland Counties Emergency Medical Services Agency, State Emergency Medical Authority, and California Code of Regulations, Title 22 (EMSA, ICEMA).

 ePCR: Management of the continued education of updates of the ICEMA mandated Electronic Patient Care Record System (ICEMA) RFD personnel are heavily involved in the ePCR working group and assist in updates, maintenance, and training of the program.

 Vaccination Administration Program: The Redlands Fire Department recently received local optional scope vaccination program approval through ICEMA to support EMT and EMT-P COVID-19 Intramuscular vaccination efforts in collaboration with the Redlands Community Hospital.

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Program Objectives:

 Promote the highest standards of rapid response, patient evaluation, and emergency care possible.
 Provide ongoing training, recertification, and paramedic licensure oversight to ensure uninterrupted program delivery.
 Function as liaison for the City with County and State health care agencies.  Provide strategic and tactical judgments r egarding Citywide EMS resource coordination and delivery.
 Monitor and coordinate Safety Employee Bloodborne Pathogen/Exposure/Infection Control program. Operations Fire Captain Rob Sandberg and Engineer Brad Byers serve as Infection Control Officers as Ancillary Duties to assist the EMS Coordinator.  Continue to conduct, monitor, and evaluate emergency medical technician training and operations as set forth by policy, procedure, and mandated protocol.  Provide staff recommendations concerning EMS and related incident management functions.
 Coordinate City EMS functions with Department Medical Director.  Evaluate, monitor, and coordinate th e Fire Department Paramedic program.  Complete T/B mask fitting for personnel per OSHA regulations.  Maintain OSHA vaccination records and provide access to obtain titers and vaccinations as needed or requested.
 Continue to monitor and evaluate Citywide Automatic External Defibrillator Program.  Administer, monitor, and oversee Paramedic Quality Improvement Program.  Coordinate specific medical training with local ambulance providers.  Continue to provide advanced life support to the community in the most economical way feasible.
 Continue to provide input at the County level with regional changes affecting EMS.  Continue to advance medical equipment to maintain optimal functionality to provide the best and most efficient care to our communities.
 Continue to monitor the UCapIt vending machines at all fire stations for restocking purposes to improve inventory tracking and decrease unnecessary budgetary replacement costs.  Continue to monitor the PS Trax controlled substance tracking software to improve the system in line with DEA requirements.
 Continue to advance training equipment and programs to align with current AHA and resuscitation academy recommendations for feedback and simulation devices to simulate real-life training scenarios.
 Continue to align with the RUSD to provide Stop the Bleed Training to all RUSD staff and students (post-COVID).

Significant Program Changes:

 The EMS Coordinator has conducted post-incident quality assurance review and training for paramedic and emergency medical technician personnel. The QA/QI program has identified residents who are frequent users of our emergency medical services and now assists them in accessing resources specific to their needs and condition. This lowers the demand for emergency services and keeps resources available for more pressing emergencies. Implementation of electronic patient care record-keeping systems in coordination with Inland Counties Emergency Medical Agency is continuing. Through CONFIRE, the Fire Department is now a party to an agreement with the Inland Counties Emergency Medical Agency and San Bernardino County Information Services Department that allows for more efficient centralization of response records.

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 In-house paramedics have been certified to instruct both Advanced Cardiac Life Support and Pediatric Life Support to Paramedics, saving the City money.  The Event Medic program has expanded to include Fireline Paramedics and EMTs who serve our community as well as other communities when called upon in time of disaster or fire.
 Continue to improve the City’s infectious disease control plan to include specific procedures in the event of an outbreak in our city.

Accomplishments for Calendar Year 2021:

 Continued implementation of robust QI/QA pr ogram monitoring all cardiac arrests (to include CARES registry/Utstein parameters), strokes, STEMIs, TXA administrations, Narcan administrations, advanced procedures/medications, AMAs, controlled substance administrations, aspirin not administered in cardiac cases, epinephrine administrations, intubations, and capnography utilizations, pediatric incidents, trauma incidents, submersion incidents, incidents with low (less than 100%) validity.  Advancement of the High-performance CPR program with the addition of the ZOLL impedance threshold device.
 Monitoring and re-training of Handtevy program. Trained seven (7) personnel in Handtevy Instructor course for updated pediatric advanced training for the department.  Re-education of PS Trax software for controlled substance tracking.  Movement of backup (line-medic) gear for inventory and budget tracking.  Update Exposure Control Plan and Exposure Packets.
 Update Infectious Disease Plan and Protocols.
 Assist in the continuation of SB County COVID-19 Incident Management Team for protocol development, agency liaison monitoring, COVID-19 swabbing, and vaccinations.
 Updated ACLS instructor training.
 Updated AHA and Handtevy training material and equipment.  Continued implementation of EMS training program with outside, peer, and EMS Coordinator instruction.
 Continued implementation of Firefighter Rehab program overseen by EMS Coordinator – procurement of rehab equipment, nutrition, and hydration.  Development of paramedic equipment replacement program (for outdated, damaged equipment)
 Continued monitoring of waste disposal program.
 Development of community COVID-19 va ccine program alongside Redlands Community Hospital, Redlands Police Department, Redlands Unified School District, University of Redlands, and ESRI.
 Assist in the implementation of the Emergency Community Nurse System at the dispatch center.
 Development and implementation of the Naloxone Leave Behind Program.  Participation in the statewide Pediatric Emergency Care Coordination Program.  Implementation and submission for AHA: Mission Lifeline Recognition.  Development and implementation of new hire and probational program.  Submission of personnel recognition through Handtevy Challenge Coins and EMSA EMS Awards.

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FUND ORGKEY
EMERGENCY MEDICAL SERVICES FUND 205250
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 2,026,446 2,324,229 2,193,258 2,275,875 2,578,944 5003 Labor Code Sec 4850 91,601 80,000 50,000 100,000 100,000 5101 Overtime Salaries 97,479 150,000 175,000 175,000 180,000 5102 O.T. Reimbursable 200,529 25,000 150,000 180,000 185,000 5103 Constant Staffing 855,769 600,000 600,000 650,000 700,000 5202 Holiday Pay 73,056 - 61,535 - - 5204 Accrual Payout 11,773 - 6,388 - - 5301 Banked Leave Buy Back 18,549 141,572 5,587 144,939 162,424 5401 Pension Contributions 463,713 605,290 459,982 440,083 483,097 5501 FICA/Medicare 51,863 43,964 52,606 43,345 48,041 5601 Deferred Compensation 65,920 68,500 41,415 67,533 76,969 5701 Health/Dental Insurance 366,270 369,603 348,782 311,779 360,197 5702 Workers' Comp Insurance 197,537 221,197 221,197 351,912 380,485 5703 Disability Insur ance 31,345 23,650 30,839 25,546 29,108 5704 Unemployment Insurance 1,926 9,548 11,265 9,548 10,850 5705 Life Insurance 1,252 1,386 1,369 1,386 1,575 5802
Eyecare Reimbursement - 225 225 225 225 5803 Clothing Allowance 20,350 23,100 23,100 23,100 26,400 5903 Other Taxable Benefits 1,165 9,330 9,330 11,670 11,670 TOTAL SALARIES AND BENEFITS 4,576,543 4,696,594 4,441,878 4,811,941 5,334,985

SERVICES
6005 License & Permits 4,800 6,500 6,500 6,500 6,500 6105 Medical/Physicals - 1,500 1,500 2,000 2,500 6106 Other Professional Services 18,700 24,000 23,000 28,000 28,000 6401 Meeting & Prof Development 3,764 5,800 5,800 5,800 5,800 6402 Travel Expense/Reimbursement 875 6,500 3,000 6,500 6,500 6403 Training 587 2,400 2,400 2,400 2,400 6601 Postage 157 - 500 600 800 6703 Software Support/Development 2,400 8,100 13,600 16,400 17,800 6710 Special Contractual Services 700 3,000 3,000 4,000 5,000 6802 Info Tech Service Charges 131,910 91,110 91,110 224,947 241,993 6803 City Garage Charges - - - 66,680 78,093 6804 General Govt Service Charge 203,843 208,552 208,552 226,466 237,790 6901 Printing and Binding - 2,500 1,500 3,000 3,500 6902 Advertising 665 2,000 2,000 2,000 2,000 6907 Comms Service & Rental 228,781 249,276 249,276 269,823 279,365 6909 Subscriptions & Memberships 6,095 4,420 8,025 9,920 10,420 TO
TAL SERVICES 603,277 615,658 619,763 875,036 928,461

SUPPLIES
7001 Books & Supplies - 500 700 800 1,000 7002 Office Supplies 1,852 1,200 1,200 1,200 1,500 7003 Awards/Recognition Prgm - 2,000 2,000 2,000 2,000 7004 Uniform/Safety Clothing 11,512 19,000 15,395 19,000 19,000 7101 Office Equipment/Furniture - 3,000 3,000 3,000 3,500

DEPARTMENT/DIVISION

EMERGENCY MEDICAL SERVICES

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FUND ORGKEY
EMERGENCY MEDICAL SERVICES FUND 205250
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

EMERGENCY MEDICAL SERVICES
SUPPLIES (CONT.)
7102 Small Tools & Equipment 4,950 9,137 9,137 8,000 8,500 7205 Machinery & Equip. Maint. 95 33,459 34,159 31,800 31,800 7208 Repair/Maintenance Supplies 286 1,000 1,000 1,000 1,500 7209 Janitorial Supplies 1,438 1,000 1,000 1,000 1,000 7211 Computer Components 534 4,000 4,000 4,000 4,500 7213 Motor Vehicle Supplies - 1,000 1,000 1,000 1,500 7804 Medical Supplies 98,509 103,200 103,200 101,200 101,200 7807 Food 384 1,500 1,500 1,500 1,500 7810 Special Departmental Supplies 29,003 23,168 22,268 20,000 20,000 TOTAL SUPPLIES 148,563 203,164 199,559 195,500 198,500

FIXED ASSETS
8706 All Other Equipment 25,487 - - - - TOTAL FIXED ASSETS 25,487 - - - - FUND TOTAL 5,353,870 5,515,416 5,261,200 5,882,477 6,461,946

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Fire
Household Hazardous Waste

Program Description:

The Household Hazardous Waste Program provides for the proper disposal of hazardous materials that might otherwise end up in landfills or wastewater treatment facilities. The program provides personnel with the proper training and equipment to properly evaluate, accept, document, and recycle household hazardous waste. The Household Hazardous Waste Program exemplifies the City of Redlands’ environmentally friendly approach by collecting and recycling hazardous substances and electronic equipment. The San Bernardino County Fire Protection District now oversees and administers the Household Hazardous Waste Program and the maintenance of the facility. This very successful program was used by approximately 3643 participants in 2020.

The San Bernardino County Fire Protection District operates and manages the following programs:

 E-Waste Recycling: This program runs in conjunction with the Household Hazardous Waste Program and is operated by the SBCFPD.
 Household Hazardous Waste Disposal Program: Redlands was the first city within San Bernardino County to begin offering this service and has been operating for twenty-one years in conjunction with San Bernardino County. Funds collected through this program pay for disposal, training, and operational needs within the department as it relates to hazardous materials (SARA, OSHA, RCRCA, TSCA, DOT, California Health and Safety Code). As of March 2020, the City ceded the program to SBCFPD by way of an amendment to the original contract set to expire June 30, 2022. SBCFPD now operates the Redlands HHW location on behalf of the City.

Program Objectives:

 Continue operation and maintenance of the Household Hazardous Waste Collection site each Saturday, from 9:00 a.m. to 2:00 p.m., for the citizens of Redlands  Continue the safe collection, categorization, lab packaging, and storage of household hazardous waste collection for proper disposal
 Provide training and equipment to operate an Emergency Hazardous Material Response Team
 Provide all department personnel with State mandated annual refresher training for Hazardous Materials First Responders in compliance with CFR 1910  Continue to collaborate with San Bernardino County Household Hazardous Waste to provide outreach and public education regarding the proper disposal of hazardous materials used in the home
 Seek State and/or Federal grants to help fund programs  Continue site inventory control and monitoring
 Coordination of inter-agency waste disposal programs
 Maintain State and County mandated certification and program elements

Significant Program Changes:

The City of Redlands Household Hazardous Waste collection site has been traditionally staffed by on-duty Fire Department personnel supplem ented by recently hired part-time waste

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technicians. Following recent changes in the partnership with the San Bernardino County Household Hazardous Waste program, staffing will be provided by San Bernardino County HHW.

San Bernardino County HHW has also indicated they intend to extend the operating hours of the collection facility.

Accomplishments for Calendar Year 2021:

 Approximately 4,144 countywide residents used the program in 2021 including 3,257 Redlands residents.
 Collection and proper disposal of 253,699 (pounds) of Household Hazardous Waste including used motor oil and oil products.
 Collected 60,964 pounds of electronic waste.
 Collection and disposal of:
o 50,232 lbs. of Latex Paint
o 23,340 lbs. of Oil Base Paints
o 13,446 lbs. of Flammable Liquids/ Solids
o 2,030 lbs. of Bulked Flammable Liquids
o 3,805 lbs. of Poison
o 1,552 lbs. of Corrosive Acids
o 1,015 lbs. of Corrosive bases
o 1,776 lbs. of Oxidizers
o 4,567 lbs. of Aerosols
o 1,345 lbs. of Home Generated Sharps
o 6,596 lbs. of Antifreeze
o 7,104 lbs. of Lead/ Acid batteries
o 5,581 lbs. of Household Batteries
o 2,283 lbs. of NiCad batteries
o 12,939 lbs. of Motor Oil/ Oil products
o 1,268 lbs. of Oil Filters
o 25,827 lbs. of Cathode Ray Tubes (CRT)
o 68,270 lbs. of Electronic Waste
o 2,283 lbs. of Fluorescent Tubes
o 1,471 Compressed Gas Cylinders
o 2,791 lbs. of Cooking Oil
o 3,044 lbs. of Pharmaceuticals
o 7,104 lbs. of Waste Exchanged Materials
o 4,059 lbs. of other hazardous materials

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FUND ORGKEY
HOUSEHOLD HAZARDOUS WASTE FUND 206250
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5702 Workers' Comp Insurance 2,274 - 1,439 1,439 1,439 TOTAL SALARIES AND BENEFITS 2,274 - 1,439 1,439 1,439

SERVICES
6710 Special Contractual Services 120,279 124,487 124,487 134,000 139,000 6804 General Govt Service Charge 6,080 6,221 6,221 6,755 7,093 TOTAL SERVICES 126,359 130,708 130,708 140,755 146,093

SUPPLIES
7102 Small Tools & Equipment - 500 500 500 500 TOTAL SUPPLIES - 500 500 500 500 FUND TOTAL 128,633 131,208 132,647 142,694 148,032

DEPARTMENT/DIVISION

HOUSEHOLD HAZARDOUS WASTE

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A. K. Smiley Public Library

Mission Statement:

The mission of the A.K. Smiley Public Library is to inspire lifelong learning by providing free and open access to information, thereby enhancing the community of Redlands. In his speech at the dedication of the Library in 1894, Library co-founder Alfred Smiley aptly summarized our charge: “The Library is for all the people of Redlands, rich and poor, old and young, to share alike in all of its advantages.” Those "advantages" continue to evolve as libraries adapt to the digital age, ranging from traditional books, periodicals, and programming, to new electronic books and databases.

Departmental Goals:

 Provide free and equitable access to library collections  Continuing our efforts to restore services affected by the pandemic  Emphasize the educational mission through programming for life-long learning  Increase long-range giving to enhance the Library and capital improvements  Accelerate our cooperation with the Redlands Hist orical Museum Association pending the opening of the Museum of Redlands
 Securing the necessary staff to administer the museum  Achieve progress on several Li brary infrastructure issues

Sustainability Efforts:

 Continue with the digitization of local history records  Continue efforts to gradually replace bound reference books with digital databases

Performance Measures:

 Daily attendance at the Library, as well as events such as Library Days, Family Day, and the summer reading program and storytimes
 Circulation of Library materials and us age of computers and electronic resources  References to the Library and our programming/services in local print and social media  Financial contributions to the Library Endowment Fund

Program Description:

The Library provides diverse services for the citizens of Redlands. The legal organization of the Library is described in the State Education Code: "The Legislature finds and declares that it is in the interest of the people and the State that there be a general diffusion of information and knowledge through the continued operation of free public libraries..." In addition, the St ate Education Code provides that the "Library shall be managed by a board of library trustees, consisting of five members to be appointed by the City Council."

Program Objectives:

The Library’s objective is to provide current books, periodicals, and audiovisual material for circulation to adults and children, as well as e-books, audioboo ks, and reference databases; stimulate and develop reading skills through children, teen, and adult progra mming; provide reference and information services; provide computer access and free Internet; provide an archives/history room for local and regional history; provide a library/museum to Abraham Lincoln and the Civil War, and provide a museum repository for the history of Redlands.

Significant Program Changes:

 Restoration of our city budget enabled the library to reverse the previous year’s personnel and service cuts. Sunday and two mid-week evening hours were restored.

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 The pandemic continued to impact all aspects of the library’s operations. The Omicron variant caused in-person services to be suspended from January 15 to January 31. Our first confirmed cases amongst our employees occurred in January and resulted in staffing shortages that month.  Improving pandemic metrics enabled the library to resume programming in February.

Accomplishments for Fiscal Year 2021-22:

 Fully reopened to the public with enhanced servic es including curbside services (Books to Go) for those who prefer this alternative and a longer daily maximum use of the public computers.  Youth Services staged an in-person, outdoor Fam ily Day event in October enjoyed by 300+ patrons who were given 740 books.
 Youth Services revived in-person story times by staging them outdoors in the park in front of the Lincoln Shrine and also resumed in-person teen programs.  The Special Collections Division unveiled a special exhibit, “Enduring Legacies: The Lincoln Shrine at 90” at the 50th Annual Lincoln Shrine Open House in February.  The Lincoln Shrine hosted an outdoor Watchorn Linc oln Dinner in front of the Shrine featuring a video about founder Robert Watchorn, projected on the building as well as fireworks.  Heritage Room celebrated its 50 th anniversary with a special exhibit.  Increased diversity and inclusivity of the collecti on by using displays, articles, and blog entries to highlight Black history, women’s history, and Hispanic heritage.  Partnered with the California State Library to assist with post-COVID unemployment by adding six new databases designed to help people with basic job skills, computer skills, interviewing, job searching, and learning new skills.
 Cataloged, processed, and added to the collect ion 5,595 physical items and mended 933 books, audiobooks, DVDs, and CDs.
 Received and unloaded 1,239 individual patron book donations ranging in size from 1 bag to 10 boxes or more per patron.
 Continued to rebuild the Adult Literacy program post-pandemic and to welcome literacy teams who had been meeting remotely through the pandemic back to in-person tutoring at the library.  Continued to offer remote options for learning to learners, tutors, and families who cannot return to in- person meetings, including 165 in-person or virtual meetings with such as computer classes, writing workshops, Conversation Corner, the CHAT program, and book clubs.  Developed a new partnership with the YMCA of the East Valley to hold Literacy meetings and events at their building.
 Reestablished in-person computer classes for the general public and adult literacy participants.  Published the fourth volume of the adult literac y anthology, Our Stories a Collection of Writings.  Major digitization/collection accessibility projects were continued and our eBooks and digital resources were augmented.
 The Redlands in Film and Lincoln in Film series re sumed, featuring public exhibitions of relevant films in the Contemporary Club.
 In-Person celebration of Dia de Los Muertos resum ed with a display of altars in the Contemporary Club.
 Tech Services Department improved security and fl exibility for library staff by synchronizing users, groups, security settings, and passwords with Microsoft 365 Azure AD through the Azure AD Connect service to Exchange Online.
 Technical Services Department migrated all mailboxes and recourses from our on-premises Exchange server to Microsoft Exchange Online and implemented and managed the backup system used to backup Microsoft 365 and Microsoft Exchange Online.  The Smiley Heritage Tours committee worked with the Redlands Unified School to make their video cultural tour available to all fourth graders.
 Staff worked closely with the Redlands Historical Museum Association to raise funds for the Museum of Redlands.
 The Library plans to resume its popular Library Days event in May 2022 featuring complimentary In- N-Out burgers and music from Arena Red.

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FUND ORGKEY
GENERAL FUND 101190
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 1,300,138 1,417,165 1,397,032 1,633,747 1,670,206 5002 Salaries: Part-Time 218,682 247,619 236,702 264,201 277,389 5101 Overtime Salaries 2,461 - 2,461 - - 5202 Holiday Pay 9,378 - 13,881 - - 5204 Accrual Payout 14,759 - 2,811 - - 5301 Banked Leave Buy Back 11,241 28,615 14,633 39,781 40,017 5401 Pension Contributions 374,970 413,473 428,099 424,484 439,388 5501 FICA/Medicare 115,599 128,926 121,725 130,931 133,515 5601 Deferred Compensation 22,522 14,525 31,041 14,355 14,355 5701 Health/Dental Insurance 214,408 221,746 248,066 217,284 228,148 5702 Workers' Comp Insurance 59,116 65,509 65,509 76,076 82,252 5703 Disability Insur ance 5,198 5,575 6,270 6,281 6,360 5704 Unemployment Insurance 3,094 15,190 20,188 15,190 15,190 5705 Life Insurance 1,142 1,260 1,313 1,260 1,260 5801 Vehicle Allowance 4,400 4,800 4,800 4,800 4,800 5802 Eyecare Reimbursement 2,284 4,500 4,500 4,500 4,500 5803
Clothing Allowance 3,259 3,300 3,300 3,300 3,300 5804 Uniform Rental - 1,350 1,350 - - 5903 Other Taxable Benefits 2,689 17,580 17,580 23,730 23,730 5905 Employee Wellness Program 744 756 756 - - TOTAL SALARIES AND BENEFITS 2,366,084 2,591,889 2,622,017 2,859,920 2,944,410

SERVICES
6106 Other Professional Services - - 92 97 101 6304 Telephone 1,314 1,200 1,200 1,660 1,743 6403 Training 842 - - - - 6601 Postage 3,938 3,000 3,000 3,400 3,571 6802 Info Tech Service Charges 38,184 25,666 25,666 25,909 25,909 6901 Printing and Binding 1,246 1,300 1,300 1,565 1,643 6906 Office Equip & Furn Rent 4,454 7,750 7,750 8,138 8,544 TOTAL SERVICES 49,978 38,916 39,008 40,768 41,512

SUPPLIES
7002 Office Supplies 5,697 5,700 5,700 6,235 6,547 7102 Small Tools & Equipment 240 250 250 363 381 7208 Repair/Maintenance Supplies 1,848 2,500 2,500 2,925 3,071 7210 Building Supplies 1,086 1,500 1,500 1,675 1,759 7810 Special Departmental Supplies 431 500 500 625 656 TOTAL SUPPLIES 9,302 10,450 10,450 11,823 12,414

FIXED ASSETS
8501 Other Betterments/Improv - 350,000 350,000 - - 8503 Building Construction/Improv - 20,000 20,000 200,613 200,613 T
OTAL FIXED ASSETS - 370,000 370,000 200,613 200,613 DIVISION TOTAL 2,425,364 3,011,255 3,041,475 3,113,124 3,198,949

DEPARTMENT/DIVISION

LIBRARY ADMINISTRATION

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FUND ORGKEY
GENERAL FUND 101191
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SERVICES
6601 Postage 126 165 165 173 182 TOTAL SERVICES 126 165 165 173 182

SUPPLIES
7811 Books 958 975 975 1,024 1,075 TOTAL SUPPLIES 958 975 975 1,024 1,075 DIVISION TOTAL 1,084 1,140 1,140 1,197 1,257 DEPARTMENT TOTAL 2,426,448 3,012,395 3,042,615 3,114,321 3,200,206

DEPARTMENT/DIVISION

LINCOLN SHRINE

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Development Services Department

Mission Statement:

The Development Services Department provides qualit y service to customers through professionalism, integrity, and the efficient use of resources. The Department responds to the changing needs of the community by promoting and implementing policie s, goals, procedures, and actions that address community issues related to the physical environmen t and to strengthen and diversify the economic base of the City. The Department endeavors to enhance and protect the urban and natural environment of the City of Redlands ensuring that the City remains an ideal place to live and work.

The Development Services Department is responsible for the administration and oversight of the following divisions and functions:

 Building and Safety Division: Building inspections, plan review, and building permit processing  Community Development Block Grant (CDBG) Program: Capital improvement project and public service agency sub-recipient awards administration
 Economic Development Division: Business attrac tion and retention, business assistance, workforce development, and tourism promotion
 Engineering: Review and inspection of developm ent proposals for compliance with State and City codes, standards, and other governmental requir ements relating to land subdivisions, grading, drainage, and improvements within the City rights-of-way  Planning Division: Land development application re view, general plan, specific plan and development code maintenance and updates, long range planning, and historic preservation

Departmental Goals:

 Provide for the short and long term physical development within the City consistent with the policies and goals established in the General Plan
 Provide professional, accurate, timely, and courteous service to the public  Provide opportunities that will improve and preserve hous ing for all income levels  Provide for managed development that will preserve , enhance, and maintain the special quality of life valued by this community
 Allow for development within the City of Redlands which occurs in a way that promotes the optimum social and economic well-being of the entire community
 Provide a high standard of technical expertise by department staff through regular training and awareness of new legislation, i nnovative construction techniques, and architectural/planning design techniques
 Provide a continuing review, update and implementation of the City’s General Plan, Specific Plans and zoning ordinances in response to the changing needs of the community  Monitor historic resources of the co mmunity and encourage their preservation

Performance Measures:

 All telephone calls received before noon to be returned the same day  90% of Plan Checks processed in 3 weeks for first review  90% of "LEED" Plan Checks processed in 4 weeks for second review  100% of Inspections completed next business day if requested by 4:00 pm of the previous day

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Development Services Department
Economic Development Division

Program Description:

The Economic Development Division administers a variety of economic development programs and services that support businesses and residents in the City of Redlands. Division staff is involved in business attraction and retention ac tivities, City/Chamber and regional collaborative efforts, business networking, marketing, workforce development, tourism, and project support.

Program Objectives:

 Implement the City Council Strategic Plan Economic Development initiatives  Target and recruit new business investments in health, technology, and other key sectors  Continue business outreach activities
 Establish and administer business retention and attraction programs  Continue implementing an effective marketing campaign  Maintain City presence at targeted trade shows
 Facilitate/assist developers with the redevelopment of the Redlands Mall  Support business growth and expansion effo rts and expedite the development process  Encourage point-of-sale locations in Redlands
 Engage and collaborate, as appropriate, with regional and county economic development partners
 Execute approved initiatives to improve and enhance the downtown area  Continue collaborative partnerships with the Chamber of Commerce and other business stakeholders
 Engage business stakeholders for potential collaboration on the tech incubator program  Continue to grow partnerships and develop co llaborative programs/projects with community tourism stakeholders
 Continue to enhance resource and business information pages on City’s website

Significant Program Changes for Fiscal Year 2022-23:

 Assist local businesses in accessing financial and other resources available that became available during the COVID-19 pandemic
 Increase digital ads on mobile devices, highlighting the City’s shopping and downtown activities
 Host regional industrial real estate broker’s forum in partnership with San Bernardino County Economic Development Agency and regional industrial brokers association, anticipating over 50 leading industrial brokers and developers to meet and discuss regional industrial efforts and market conditions
 Host in-person small business workshops and seminars with local resource agencies

Significant Program Changes for Fiscal Year 2023-24:

 Assist local businesses in accessing financial and other resources available that became available during the COVID-19 pandemic
 Create ads in local theaters, highlighting the City’s shopping and downtown activities  Increase digital ads on mobile devices, highlighting the City’s shopping and downtown activities

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 Host regional industrial real estate broker’s forum in partnership with San Bernardino County Economic Development Agency and regional industrial brokers association, anticipating over 50 leading industrial brokers and developers to meet and discuss regional industrial efforts and market conditions

Accomplishments for Fiscal Year 2021-22:

 Updated the City’s webpage for COVID-19 Financial & Technical Assistance Business Resources as a centralized location information hub for businesses  Continued to lead efforts of the City for temporary outdoor dining for downtown restaurants on State and Fifths Streets due to COVID-19 indoor seating restrictions  Increased social media presence by providing the City’s PIO with monthly updates for COVID- 19 information and assistance offered through virtual workshops or other sources offered by local, state, and federal agencies to the business community  Main point of contact via phone, email, and in-person to the business community for COVID- 19 information and assistance
 Assisted the City Manager’s office with the effort to promote an online business survey of how businesses were impacted by COVID-19
 Continued the City’s effort with the Redlands Chamber of Commerce to maintain the Shop It Forward marketing campaign to encourage people to shop in Redlands often and begin Christmas Shopping early, to help businesses during the coronavirus pandemic  26.7% increase in actual point-of-sale compared to the same period one year prior (2019-20)  5.3% unemployment rate in 2021, compared to the County-wide average of 7.2% in the same year.
 Industrial vacancy rate finished the year 2021 at 4.5%, compared to a 5-year average of 5.6%, with a total of 28.9 million square feet of industrial building space within the City  Retail vacancy rate finished the year 2021 at 8.9%, compared to a 5-year average of 7.0%, with a total of 5.5 million square feet of retail space within the City  Office vacancy rate finished the year 2021 at 3.7%, compared to a 5-year average of 5.6%, with a total of 2.6 \million square feet of office space within the City  Continued promotion of clean energy financing programs (HERO and PACE) for local businesses and residents
 Supported and responded to 5 California State Go-Biz business site search efforts  Worked with the County of San Bernardino to support business attraction efforts by responding to site search inquiries
 Promoted Shop Small Saturday campaign, s upporting shopping in Redlands the Saturday after Thanksgiving, setting up a self-help Selfie-Station downtown, and giving away over 300 custom printed reusable shopping bags to shopper s. This year the City partnered with the Redlands Chamber of Commerce on the day’s activities.

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FUND ORGKEY
GENERAL FUND 101161
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 199,893 235,395 237,952 233,877 235,590 5101 Overtime Salaries - - 21 - - 5202 Holiday Pay 1,766 - 1,914 - - 5203 Bonus 509 - - - - 5204 Accrual Payout 9,672 - 36,969 - - 5301 Banked Leave Buy Back 3,829 44,625 255 11,386 11,441 5401 Pension Contributions 54,849 68,972 69,620 69,586 71,816 5501 FICA/Medicare 15,275 20,379 19,751 17,785 18,008 5601 Deferred Compensation 5,620 28,776 28,088 5,576 5,576 5701 Health/Dental Insurance 19,364 16,395 19,858 12,956 13,603 5702 Workers' Comp Insurance 5,641 6,304 6,304 13,832 14,955 5703 Disability Insu rance 3 79 73 90 94 5704 Unemployment Insurance 182 1,042 1,314 868 868 5705 Life Insurance 97 128 137 126 126 5801 Vehicle Allowance - 300 300 300 300 5802 Eyecare Reimbursement 225 540 540 450 450 5803
Clothing Allowance - 60 60 60 60 5903 Other Taxable Benefits 387 5,664 5,664 6,900 6,900 5905 Employee Wellness Program 167 - 124 - - TOTAL SALARIES AND BENEFITS 317,479 428,659 428,944 373,791 379,788

SERVICES
6304 Telephone - 400 400 400 400 6401 Meeting & Prof Development 118 3,805 3,497 4,300 4,511 6402 Travel Expense/Reimbursement - 4,250 4,250 4,461 4,683 6601 Postage 137 25 25 26 28 6703 Software Support/Development - - - - 2,000 6710 Special Contractual Services 11,123 22,750 22,750 173,886 50,077 6802 Info Tech Service Charges 10,636 18,518 18,518 59,256 63,746 6901 Printing and Binding - 3,900 3,900 4,410 4,629 6902 Advertising 2,352 18,450 18,450 19,372 20,337 6909 Subscriptions & Memberships 1,202 4,440 4,440 4,661 4,892 TOTAL SERVICES 25,568 76,538 76,230 270,772 155,303

SUPPLIES
7002 Office Supplies 900 900 900 945 992 7810 Special Departmental Supplies 300 1,500 1,500 1,575 1,654 TOTAL SUPPLIES 1,200 2,400 2,400 2,520 2,646

FIXED ASSETS
8703 Computer Equipment - - - 5,000 - TOTAL CAPITAL EXPENDITURES - - - 5,000 - D
IVISION TOTAL 344,247 507,597 507,574 652,083 537,736

DEPARTMENT/DIVISION

ECONOMIC DEVELOPMENT

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Development Services Department
Building and Safety Division

Program Description:

This program provides for the administration of California codes and City ordinances to safeguard life, health, property, and public welfare by regulating the design, construction, accessibility, quality of materials, flood protection, use, occupancy, location, and maintenance of all building and structures within the community of Redlands. This includes plan review of proposed buildings and structures, on-site inspections to assure compliance, complaint investigation and enforcement, disaster emergency response, maintenance, storage and retrieval of building records, and coordination with other government agencies.

Program Objectives:

 Maintain and promote excellent customer serv ice standards at the One-Stop Permit Center and in the field.
 Perform requested onsite building inspections in a timely and courteous manner.  Perform final occupancy inspections on building projects, as required, to ensure compliance with conditions of approval and development code standards.  Perform effective and efficient plan review within acceptable timeframes for compliance with the California Code of Regulations Title 24 parts 1 through 12, Federal Emergency Management Agency (FEMA) regulations, California Senate and Assembly bills, and locally adopted municipal codes.
 Provide staff support to the Development Review Committee, Minor Exception Permit Committee, Historic and Scenic Preservation Commission, Disaster Council, Fire Department, Code Enforcement, Municipal Utilities, and Engineering Department, and local chapters of the International Code Council.
 Review and implement Assembly Bill 717 and Senate Bill 1608, to meet the continuing education and accessibility requirements that apply to the Building Division.  Continue to upgrade department storage methods of building plans to comply with state laws by digitizing plans.
 Evaluate and investigate existing structures within the City for compliance with various municipal codes and state regulations.
 Prepare for disaster response by training and certification in emergency services.  Maintain and improve accessibility throughout the City by employing a Certified Access Specialist (CASp).
 Assist the Fire Marshal in completing business license inspections to ensure compliance with City regulations for business use and the safety of the public.  Update the Municipal Code with the adoption of the 2022 California Building Code updates effective January 1, 2023.

Significant Program Changes for Fiscal Year 2022-23:

 Continue with the digital scanning of all paper records for properties within the City. This will reduce the printing costs of the department, reduce PRA department record response times, and allow public access to records for viewing by using a Laserfiche web link on the City website at all hours of the day.

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Significant Program Changes for Fiscal Year 2023-24:

 Implement several new and revised department policies and procedures in response to Inter- Departmental coordination with Design Review through entitlements and permitting.  Modify inspection cards to provide improved detail for the public and contractors to understand steps in the inspection process and inspections needed to complete a project.

Accomplishments for Fiscal Year 2021-22:

 Issued over 1,260 permits for building, electrical, mechanical, plumbing, or combinations thereof ensuring compliance with current city-adopted building and municipal codes.  Performed 2,111 plan reviews for construction permit submittals, with a 4-week average delivery to applicants despite a decrease in staffing levels due to COVID-19 budget shortfalls.  Performed 16,946 construction permit inspections by the next business day after inspection request, improving community/department relations.
 Provided staff support for the improvement of City Works computer permitting software program.
 Provided community-building activity reports to the county, state, and federal levels of government.
 Enforced the 2019 editions of the California Building Standards Codes, resulting in improved citywide construction safety and new homes using an estimated 53% less energy and commercial buildings using an estimated 30% less energy.  Continued the support and Implementation of the use of signature pads at the permit counter, thereby reducing the amount of paperwork generated, department printing costs, and overall permit issuance time.
 Implemented and enforced the City’s Local Agen cy Management Plan (LAMP) to review plans and field inspect the installation and abandonment of Onsite Waste Water Treatment Systems for properties within the City’s jurisdiction.
 Completed National Flood Insurance Program (NFIP) audit on the City’s effectiveness, records, and policies regarding the enforcement of FEMA flood zone requirements as identified in Redlands Municipal Code chapter 15.32.

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FUND ORGKEY
GENERAL FUND 101162
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 506,720 676,535 586,486 584,561 599,842 5101 Overtime Salaries 420 1,500 122 1,500 1,500 5202 Holiday Pay 9,516 - 9,988 - - 5203 Bonus 305 - - - - 5204 Accrual Payout 9,036 - 41,281 - - 5301 Banked Leave Buy Back 3,355 29,654 4,913 8,501 10,257 5401 Pension Contributions 143,851 191,302 176,907 173,884 182,733 5501 FICA/Medicare 39,736 52,626 63,894 45,481 46,842 5601 Deferred Compensation 3,981 17,107 16,693 1,940 1,940 5701 Health/Dental Insurance 54,241 61,361 66,331 61,994 64,477 5702 Workers' Comp Insurance 17,053 18,913 18,913 21,709 23,472 5703 Disability Insur ance 3,289 3,928 4,204 4,863 4,993 5704 Unemployment Insurance 630 3,559 4,270 3,472 3,472 5705 Life Insurance 397 505 496 504 504 5801 Vehicle Allowance - 180 180 180 180 5802 Eyecare Reimbursement 1,336 1,845 1,845 1,800 1,800 5803
Clothing Allowance 1,350 1,650 1,650 1,950 1,950 5903 Other Taxable Benefits 1,380 14,512 1,443 12,802 12,802 5905 Employee Wellness Program 105 - 74 - - TOTAL SALARIES AND BENEFITS 796,701 1,075,177 999,690 925,142 956,765

SERVICES
6106 Other Professional Services 44,523 30,000 116,400 120,000 120,000 6304 Telephone 2,787 3,000 2,138 3,150 3,308 6401 Meeting & Prof Development 2,676 10,000 5,400 8,670 9,104 6402 Travel Expense/Reimbursement - 2,100 500 2,730 2,867 6601 Postage 2 15 - 20 20 6703 Software Support/Development - - 276 600,290 25,305 6705 Filming and Microfilming 40,606 50,894 53,657 5,000 5,000 6802 Info Tech Service Charges 27,688 30,185 30,185 71,107 76,496 6803 City Garage Charges 11,885 12,801 12,801 14,818 17,354 6901 Printing and Binding 3,614 3,049 500 1,500 1,575 6902 Advertising - 300 - - - 6906 Office Equip & Furn Rent 3,727 3,000 2,364 3,150 3,308 6909 Subscriptions & Memberships 1,574 3,300 2,000 3,485 3,662 6911 Bad Debt Expense - - 702 - - TOTAL SERVICES 139,082 148,644 226,923 833,920 267,999

SUPPLIES
7001 Books & Supplies 676 1,000 185 1,300 1,365 7002
Office Supplies 2,937 3,000 3,000 3,150 3,308 7004 Uniform/Safety Clothing 1,151 - - - - 7101 Office Equipment & Furniture 416 420 243 6,500 6,500 7206 Vehicle Maintenance 152 - - - - 7810 Special Departmental Supplies 1,852 1,800 - 2,100 2,206 TOTAL SUPPLIES 7,184 6,220 3,428 13,050 13,379

DEPARTMENT/DIVISION

BUILDING & SAFETY

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FUND ORGKEY
GENERAL FUND 101162
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

BUILDING & SAFETY

FIXED ASSETS
8703 Computer Equipment - - - 25,000 - 8801 Capital Lease 5,936 5,922 5,922 5,922 5,922 TOTAL FIXED ASSETS 5,936 5,922 5,922 30,922 5,922 DIVISION TOTAL 948,903 1,235,963 1,235,963 1,803,034 1,244,065

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Development Services Department
Land Use Engineering

Program Description:

Land Use Engineering is a division within the Development Services Department. This division, formerly with Municipal Utilities and Engineering Department, is intended to work hand-in-hand with developers and staff in the Planning Division to achieve excellence in the design and construction of development projects in the City.

Program Objectives:

 Manage One-Stop Permit Center for public records and information related to properties and development. The One-Stop Permit Center is designed to guide developers through multi- Departmental requirements, the Redlands Municipal Code, Measure U, and State regulations.
 Review improvement plans, maps, and building permits.  Process encroachment permits and street closures.
 Issue grading permits, truck route permits, and wide load permits.  Perform National Pollutant Discharge Elimination System (NPDES) inspections, investigations, and plan reviews.
 Coordination with Planning Division and other City Departments for entitlements, including conditional use permits, Planning Commission Review and Approval, lot line adjustments, and other land use activities.
 Work with Planning Division on initial planning phases needed for the development of the Transit Village plans.
 Coordinate with Facilities and Community Services and outside consultants for annexations into Community Facilities District 2004-1.
 Prepare reports for Street Lighting District No. 1 and Landscape Maintenance District No. 1.  Assess Development Impact Fees on development and redevelopment projects that are then used by other departments to mitigate the impact of those projects on the infrastructure of the City.
 Customer service regarding city policies and procedures related to land development issues, grading, street improvements, and utility connections.  Plan reviews include the following types: building, grading, erosion control, water quality management, sewer, water, irrigation, street tree, storm drainage, storm water pollution prevention, street light, hydrology, parcel map, and tract maps.  Process applications for sewer and water service in the Mentone area as mandated by Measure ”U”.
 Create and maintain an organizational ethos amongst all OSPC staff that customer service is of the utmost importance. Respond to telephone, e-mail, and public counter inquiries for customer assistance at the One-Stop Permit Center.
 Provide engineering-related assistance to other City departments, such as the City Manager, City Attorney, Municipal Utilities & Engineering Department, and Code Enforcement Division.

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Significant Program Changes for Fiscal Year 2022-23:
 Participate in the initial implementation of an Electronic Plan Review process across all divisions of the One-Stop Permit Center to create an integrated, and simplified, method for intake, review, and return of all types of development plans submitted to the City for review.  Assist Planning Division with the Transit Village Specific Plan adoption.

Significant Program Changes for Fiscal Year 2023-24:
 Finalize implementation of the Electronic Plan Review process.  Begin planning for improved customer service methodologies related to the relocation of City Hall.

Accomplishments for Fiscal Year 2021-22:
 Issued over 1000 encroachment permits for work within the public right-of-way.  Prepared conditions of approval for all entitlement cases presented to the Planning Commission.
 Performed more than 200 engineering plan reviews.
 Assessed development impact fees over $800K on new development projects.

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FUND ORGKEY
GENERAL FUND 101163
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 306,671 309,682
5002 Salaries: Part-Time 13,984 14,683
5301 Banked Leave Buy Back 8,605 8,605
5401 Pension Contributions 77,318 79,167
5501 FICA/Medicare 21,363 21,586
5601 Deferred Compensation 2,932 2,932
5701 Health/Dental Insurance 29,300 30,765
5703 Disability Insu rance 1,047 1,047
5704 Unemployment Insurance 1,497 1,497
5705 Life Insurance 167 167
5802 Eyecare Reimbursement 596 596
5803 Clothing Allowance 390 390
5804 Uniform Rental 75 75
5903 Other Taxable Benefits 203 203
TOTAL SALARIES AND BENEFITS 464,149 471,396

SERVICES
6005 License & Permits 90,000 90,000
6401 Meeting & Prof Development 1,500 1,575
6402 Travel Expense/Reimbursement 500 525
6403 Training 10,000 10,500
6703 Software Support/Development - 8,000
6901 Printing and Binding 150 158
6902 Advertising 6,000 6,300
6906 Office Equip & Furn Rent 1,500 1,575
6909 Subs
criptions & Memberships 1,000 830
TOTAL SERVICES 110,650 119,463

SUPPLIES
7001 Books & Supplies 1,000 1,050
7002 Office Supplies 1,000 1,050
7101 Office Equipment & Furniture 6,500 6,825
7810 Special Departmental Supplies 1,000 1,050
TOTAL SUPPLIES 9,500 9,975

FIXED ASSETS
8703 Computer Equipment 25,000 -
TOTAL FIXED ASSETS 25,000 -
DIVISION TOTAL 609,299 600,833

DEPARTMENT/DIVISION

LAND USE ENGINEERING
Please note: This is a new division within the Development Services Department.

This change is reflected in Fiscal Year 2022-23 and forward.

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Development Services Department
Planning Division

Program Description:

The Planning Division plays a critical role in achi eving the City’s goals and objectives relative to the physical development of the community. This program performs current and advanced planning functions which include: processing land development applications; responding to land use inquiries from residents, business owners, and development professionals; maintenance and updates of the General Plan, the Housing Element, various Specific Plans, and zoning code; project management on special projects; administering contracts with consultants hired to perform environmental and planning services; annexati on requests; and providing technical and professional support to the City Council, Planning Commission, Historic & Scenic Preservation Commission, Preliminary/Development Review Committee, and Minor Exception Permit Committee.

Program Objectives:

 Respond to telephone, e-mail, and public counter inquiries for customer assistance at the One-Stop Permit Center and the Planning Division office.  Accept, process, and prepare staff reports for land use applications and permits as necessary to satisfy legally-required procedures to enable a formal decision.  Provide staff support to the Planning Commission and the Historic & Scenic Preservation Commission, in the form of agendas, legal advertising and notices, staff reports, presentations, and recording meeting minutes.
 Provide staff support to the Minor Exception Committee, in the form of agendas, legal advertising and notices, and project reviews.
 Provide staff support to the Preliminary/Development Review Committee, in the form of agendas and project reviews.
 Process City-initiated General Pl an amendments, Zoning Map and Zoning Code amendments, and Specific Plan amendments as directed by the City Council.  Prepare and submit an annual Housing Element Progress Report and General Plan Progress Report as mandated by the State of California.
 Maintain and expand the Historic Preservation Program, including issuing permits, maintaining restoration/rehabilitation agreements (Mills Act Contracts) with private property owners, and adopting updated Historic Architectural Design Guidelines.  Process annexations as required for surrounding unincorporated areas to accommodate proposed and pending development.
 Review final grading, building, and landscaping plans before issuance of building permits to ensure compliance with code requirements and any applicable conditions of approval.  Perform final occupancy inspections on building projects as required to ensure compliance with conditions of approval and municipal code standards.  Provide Planning-related assistance to other City departments, such as the City Manager, City Attorney, Municipal Utilities & Engineering Department, and Code Enforcement Division.  Continue to evaluate Planning procedures for efficiency and effectiveness, and implement improvements or changes to department procedures and zoning code regulations.  Seek and apply for State or regional grant funding in support of Planning work programs and activities.

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 Coordinate Planning activities with other agencies, such as the County of San Bernardino, the San Bernardino County Transportation Authority (SBCTA), Southern California Association of Governments (SCAG), Caltrans, and Omnitrans.

Significant Program Changes for Fiscal Year 2022-2023:

 Implement the new 2022-2029 Housing Elem ent Update, and begin implementing related policies and programs.
 Adopt the Transit Villages Specific Plan and related Environmental Impact Report, and receive full reimbursement from two State planning grants.
 Complete work on the Zone Map Update for consistency with the 2022-2029 Housing Element Update and the 2035 General Plan.
 Complete work on Zoning Code (RMC Title 18) amendments related to the 2022-2029 Housing Element Update and the 2035 General Plan.

Accomplishments for Fiscal Year 21-22:

 Approximately 75 development applications accepted and processed.  Approximately 100 staff reports written for the City Council, Planning Commission, and Historic & Scenic Preservation Commission.
 Preparation and noticing responsibilities for approximately 54 meeting agendas consisting of 16 Planning Commission agendas, 12 Historic & Scenic Preservation Commission agendas, 20 Development Review Committee agendas, and 6 Minor Exception Permit Committee agendas.
 Approval of a new residential Bergamot Specific Plan (SP No. 64) with a total of 317 new single-family homes on the northwest side of Citrus Valley High School (including 197 traditional single-family residences and 120 motorcourt residences) and a new 12-acre fully- improved sports park to be dedicated to the City for public use.  Developer began construction of the Heritage Specific Plan (SP No. 62) with 207 new single- family homes on the south side of Citrus Valley High School.  Developer began construction of a new apartment complex with a total of 328 dwelling units.  Several applications are currently under review for new subdivisions throughout the city.  Construction and opening of a new Home2 Suites by Hilton with 88 rooms at 1342 Industrial Park Avenue.
 Entitlement approval for a new Tru Hotel by Hilton with 90 rooms at West Colton Avenue/Columbia Street.
 Several applications approved for new retail, restaurant, commercial, office, and industrial developments throughout the city.
 Several applications are currently under review for new retail, commercial, and industrial developments throughout the city.
 Construction and opening of the Downtown Parking Garage at West Stuart Avenue/Third Street adjacent to the historic Santa Fe Depot and new rail platforms at the Downtown train station.
 Applied for a State grant of $5 million from Ca ltrans (Clean California Grant Program) to implement selected public improvements identified in the City’s Sustainable Mobility Plan and draft Transit Villages Specific Plan for the North Redlands neighborhood (to the north of I-10 and east of I-210) including pedestrian and bicycle network improvements, bus stop improvements and shelters, safety lighting and artwork for six Interstate-10 underpasses in the downtown area, and landscape and streetscape improvements along the Colton Avenue and North Orange Street corridors.
 Provided administrative oversight, including contract administration, for Surface Mining and Reclamation Act (SMARA) compliance for six quarries and two reclamation plants operated

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by CEMEX Materials and Robertson’s Ready Mix in the Santa Ana River Wash.  Participated in inter-agency coordination for regional Planning efforts, including the San Bernardino County Regional GHG Reduction Plan prepared by the San Bernardino Council of Governments (SBCOG) and continuing work on the countywide Vehicle Miles Travelled (VMT) study and mitigation measures prepared by SBCTA.

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FUND ORGKEY
GENERAL FUND 101164
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 800,298 834,949 846,905 970,673 988,218 5002 Salaries: Part-Time 1,941 15,000 6,393 15,000 15,750 5101 Overtime Salaries 328 1,000 1,000 1,050 1,103 5202 Holiday Pay 9,468 - 8,225 - - 5203 Bonus 1,221 - - - - 5204 Accrual Payout 24,539 - 43,711 - - 5301 Banked Leave Buy Back 4,801 69,867 11,618 32,731 40,036 5401 Pension Contributions 225,868 244,342 239,081 283,360 295,435 5501 FICA/Medicare 60,682 68,059 61,778 74,037 76,172 5601 Deferred Compensation 10,419 33,783 33,095 14,080 14,198 5701 Health/Dental Insurance 70,955 62,004 73,279 80,658 82,842 5702 Workers' Comp Insurance 26,174 29,054 29,054 28,784 31,121 5703 Disability Insurance 1,310 1,550 1,240 1,789 1,857 5704 Unemployment Insurance 362 4,080 4,234 4,340 4,340 5705 Life Insurance 482 506 492 567 567 5801 Vehicle Allowance - 720 720 720 720 5802 Eyecare Reimbursement 744 1,890 1,890 2,025 2,025 5803 Clothing Allowance 600 690 690 690 690 5903 Other Taxable Benefits 1,410 16,503 16,503 15,387 15,387 5904 Tuition Reimbursement - - 3,550 - - 5905 Employee Wellness Program 440 - 298 - - TOTAL SALARIES AND BENEFITS 1,242,042 1,383,997 1,383,756 1,525,891 1,570,461

SERVI
CES
6005 License & Permits (287) 800 - - - 6106 Other Professional Services 4,539 292,632 200,000 318,000 339,800 6107 Reimb Professional Services 342,541 - 105,517 - - 6304 Telephone 1,574 1,800 811 1,890 1,985 6401 Meeting & Prof Development 1,957 6,635 9,665 10,150 10,660 6402 Travel Expense/Reimbursement 135 3,570 4,310 4,286 4,719 6601 Postage 1,851 3,000 1,323 3,000 3,000 6703 Software Support/Development - 480 158 167 25,176 6705 Filming and Microfilming 2,499 11,501 11,501 12,076 12,680 6710 Special Contractual Services - 7,000 - - - 6802 Info Tech Service Charges 41,511 43,333 43,333 106,661 114,744 6803 City Garage Charges 665 705 705 674 789 6901 Printing and Binding 2,824 5,000 1,000 1,050 1,103 6902 Advertising 10,454 10,000 10,000 10,500 11,025 6906 Office Equip & Furn Rent 2,655 3,000 3,000 3,150 3,308 6909 Subscriptions & Memberships 4,364 5,113 5,113 5,370 5,643 TOTAL SERVICES 417,282 394,569 396,436 476,974 534,631

DEPARTMENT/DIVISION

PLANNING

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FUND ORGKEY
GENERAL FUND 101164
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

PLANNING

SUPPLIES
7001 Books & Supplies 735 1,000 1,000 1,050 1,103 7002 Office Supplies 4,401 5,000 3,103 3,259 3,422 7101 Office Equipment & Furniture 983 1,000 1,000 1,050 1,103 7203 Office Equipment Maintenance 380 380 380 399 419 7211 Computer Components 1,200 1,500 1,500 1,575 1,654 7807 Food - 200 470 500 500 7810 Special Departmental Supplies 471 500 500 500 500 TOTAL SUPPLIES 8,170 9,580 7,953 8,333 8,701

FIXED ASSETS
8703 Computer Equipment - - - 30,000 - 8801 Capital Lease 5,212 5,200 5,200 5,200 5,200 TOTAL FIXED ASSETS 5,212 5,200 5,200 35,200 5,200 DIVISION TOTAL 1,672,706 1,793,346 1,793,345 2,046,398 2,118,992 DEPARTMENT TOTAL 2,965,856 3,536,906 3,536,882 5,110,814 4,501,626

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Development Services Department
Grants Program

Program Description:

The Grants Program within the Development Services Department consists of the administration of the City’s Community Development Block Gr ant (CDBG) program as well as researching, applying, securing, and administering other counties, state, or federal grant opportunities that benefit planning and community development needs.

As a Participating Jurisdiction (PJ) in the County of San Bernardino’s Urban County Program, the City receives an annual award from the U.S. Department of Housing and Urban Development (HUD). The County of San Bernardino administers the award on behalf of the City and retains 20% of the annual award for administrative expenses.

CDBG and CDBG-CV Program Objectives:

 Development of a viable urban community by providing decent housing, a suitable living environment, and expanded economic opportunity fo r City residents, particularly those earning low and moderate incomes.
 Aid in the prevention or elimination of slums or blight.  Aid in activities designed to meet other community development needs having a particular urgency because existing conditions pose a seri ous and immediate threat to the health or welfare of the community where other financial resources are not available to meet such needs.
 Prevent, prepare for and respond to the coronavirus pandemic.

Other Grants Program Objectives:

 To secure funding opportunities that encourage and support advanced planning activities that help plan for future growth and development.

Significant Program Changes for Fiscal Year 2022-23:

 Fund the next phase of the Joslyn Senior Center Rehabilitation Project with CDBG funds.  Fund the Redlands Community & Senior Center ADA Improvements Project with CDBG funds.  Implement five new public service programs that benefit low- to moderate-income residents with CDBG funds.

Significant Program Changes for Fiscal Year 2023-24:

 Identify and fund new rehabilitation projects with CDBG funds that benefit low to moderate- income residents with CDBG funds.
 Implement new public service programs that benefit low to moderate-income residents with CDBG funds.

Accomplishments for Fiscal Year 2021-22:

 Completed the FY 2018-19 Civic Center ADA Improvement Project.  Completed the FY 2019-20 Alley/Street Improvement Project.

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 Completed the Senior Meals Preparation, Senior Meals Pick-up, and Eviction Prevention Programs which helped with mitigating negative impacts from the coronavirus pandemic using CDBG-CV1 funds.
 Provided contract administration for the Joslyn Senior Center Rehabilitation Project.  Provided contract administration for the Senior Outdoor Dining CDBG-CV3-funded project to help prevent, prepare for, and respond to the coronavirus pandemic.  Provided contract administration for the Sylvan Park Restroom Rehabilitation Project.  Provided contract administration to five CDB G-funded public services programs that benefited low to moderate-income residents.
 Provided contract administration for the state-funded Local Early Action Program (LEAP) $300,000 grant that is funding the update to the City’s Housing Element.  Provided contract administration for the state-funded Planning Grants Program (PGP-SB2) $310,000 grant that is funding the environmental analysis for the Transit Villages Specific Plan project.

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FUND ORGKEY
GOVERNMENTAL GRANT FUND 200164
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 20,110 41,720 44,960 - - 5002 Salaries: Part-Time 431 38,000 37,909 - - 5401 Pension Contributions 5,563 11,477 12,046 - - 5501 FICA/Medicare 1,549 3,210 3,459 - - 5701 Health/Dental Insurance 3,537 7,434 7,669 - - 5702 Workers' Comp Insurance 227 49 49 - - 5703 Disability Insurance 165 269 269 - - 5704 Unemployment Insurance 492 169 197 - - 5705 Life Insurance 22 30 32 - - TOTAL SALARIES AND BENEFITS 32,096 102,358 106,589 - -

SERVICES
6005 License & Permits 3,008 8,179 8,712 - - 6101 Architect & Engineer 23,600 46,607 51,900 - - 6106 Other Professional Services 173,523 407,794 407,794 - - 6710 Special Contractual Services 283,401 79,000 68,800 - - 6901 Printing and Binding - 400 400 - - 6902 Advertising 650 1,350 1,362 - - TOTAL SERVICES 484,182 543,330 538,967 - -

SUPPLIES
7210 Building Supplies - (2,400) - - - 7302 LCNG - 1,000 1,000 - - 7810 Special Departmental Supplies 6,372 425 425 - - TOTAL SUPPLIES 6,372 (975) 1,425 - -

FIXED ASSETS
8403 Street Construction 394,028 - - - - 8501 Other Betterments/Improv - 132,475 227,000 - - 8503 Building Const/Improv - 692,357 707,584 - - 8706 All Other Equipment 10,203 - - - - TOTAL FIXED ASSETS 404,231 824,832 934,584 - - DEPARTMENT TOTAL 926,881 1,469,545 1,581,567 - -

DEPARTMENT/DIVISION

PLANNING GRANTS

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Facilities and Community Services

Mission Statement

The mission of the Facilities and Community Serv ices Department is to promote and develop policies and practices that minimize impacts to the environment, improve the response experience to reports and service requests, provide quality service to City residents, businesses and visitors, and improve the quality of life for present and future generations.

Department Description:

The Facilities and Community Services Department is comprised of the following divisions and functions:

 Administration (support to residents, businesses, and visitors of the City for requests for service and information, administration of programs to enhance sustainability within the City, including open space, energy savings, and general green initiatives)  Animal Services
 Building Maintenance Division (City facilities maintenance)  Citrus Groves & Preservation Division
 Code Enforcement Division (state and local laws/code compliance)  Downtown Division (management of the City’s Certified Farmers Markets, and other events in the downtown area, tourism promotion, and community service to the Downtown business community)
 Equipment Maintenance Division (City fleet maintenance, natural gas fuel station, Corporate Yard maintenance)
 Hillside Memorial Park (management and operation of the City-owned cemetery)  Homeless Resource Coordination
 Parks Division (park maintenance, Landscape Maintenance Districts, and Community Facility Districts)
 Recreation & Senior Services Divisions (management of the Community and Senior Centers, and their associated programs)
 Redlands Municipal Airport (management and operation of the City-owned airport)  Street Tree Division (In-house tree trimming crew, emergency tree trimming)  Solid Waste Division (collection of residential and commercial green waste, refuse, and recyclables, operates the California Street Landfill, and development and implementation of the City’s recycling programs)

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FUND ORGKEY
GENERAL FUND 101300
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 101,542 127,978 140,487 255,588 255,966 5002 Salaries: Part-Time 60 - - - - 5101 Overtime Salaries 861 - 1,500 1,000 1,000 5202 Holiday Pay 1,226 - 1,691 - - 5203 Bonus 104 - - - - 5204 Accrual Payout 1,183 - 890 - - 5301 Banked Leave Buy Back 1,625 3,151 1,635 5,845 7,636 5401 Pension Contributions 28,685 37,402 37,450 75,512 77,919 5501 FICA/Medicare 8,278 10,147 10,003 19,780 20,068 5601 Deferred Compensation 679 774 773 2,791 2,798 5701 Health/Dental Insurance 13,449 12,921 16,706 31,621 32,555 5702 Workers' Comp Insurance 17,159 26,313 26,313 13,225 14,299 5703 Disability Insurance 561 658 711 665 669 5704 Unemployment Insurance 153 786 819 1,437 1,437 5705 Life Insurance 99 114 118 209 209 5801 Vehicle Allowance 36 - 18 - - 5802
Eyecare Reimbursement 600 407 20 745 745 5803 Clothing Allowance 258 348 303 324 324 5903 Other Taxable Benefits 407 3,470 3,470 3,838 3,838 5904 Tuition Reimbursement - - 4,500 - - TOTAL SALARIES AND BENEFITS 176,965 224,469 247,407 412,580 419,463

SERVICES
6007 Penalties and Interest - - 1 - - 6106 Other Professional Services 6,268 6,500 27,500 22,600 8,000 6304 Telephone 6,627 6,000 6,000 6,300 6,615 6401 Meeting & Prof Development 412 250 730 800 900 6402 Travel Expense/Reimbursement 97 250 1,162 1,220 1,300 6403 Training 458 - - - - 6601 Postage 893 1,800 1,692 1,777 1,865 6703 Software Support/Development 160 400 65 400 420 6708 Special Program Expenditures - - 1,384 - - 6710 Special Contractual Services 30,788 15,046 2,693 30,000 30,000 6802 Info Tech Service Charges 5,620 32,407 32,407 110,554 113,247 6803 City Garage Charges 5,712 2 ,225 2,225 674 789 6901 Printing and Binding 1,795 1,900 1,110 1,160 1,220 6902 Advertising 743 - - - - 6906 Office Equip & Furn Rent 5,063 6,000 3,880 4,074 4,278 6909 Subscriptions & Memberships 3,961 2,000 1,990 2,090 2,200 TOTAL SERVICES 68,597 74,778 82,839 181,649 170,834

DEPARTMENT/DIVISION

FACILITIES AND COMMUNITY SERVICES ADMINISTRATION

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FUND ORGKEY
GENERAL FUND 101300
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

FACILITIES AND COMMUNITY SERVICES ADMINISTRATION

SUPPLIES
7002 Office Supplies 4,516 8,000 4,696 6,000 6,300 7004 Uniform/Safety Clothing - 400 400 400 400 7101 Office Equipment & Furniture - 1,500 2,500 1,500 1,500 7206 Vehicle Maintenance 832 500 832 874 917 7211 Computer Components 703 500 - - - 7807 Food 34 - - - - 7810 Special Departmental Supplies 32,811 1,800 747 1,000 1,050 7901 Non-Capital Expenditures - 1,000,000 1,000,000 700,000 700,000 TOTAL SUPPLIES 38,896 1,012,700 1,009,175 709,774 710,167

FIXED ASSETS
8502 Building Acquisitions - 14,000,000 13,975,000 - - 8801 Capital Lease 11,872 14,370 14,370 14,370 14,370 TOTAL FIXED ASSETS 11,872 14,014,370 13,989,370 14,370 14,370 DIVISION TOTAL 296,330 15,326,317 15,328,791 1,318,373 1,314,834

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Facilities and Community Services
Building Maintenance Division

Program Description:

The Building Maintenance Division performs both routine maintenance and emergency service for all City- owned facilities. The Building Maintenance crew consists of three full-time and one part-time position.

This crew provides maintenance services to all City facilities totaling approximately 385,000 square feet and includes the Civic Center, three parking structures, A.K. Smiley Library, Lincoln Shrine, Contemporary Club, four Fire stations, Police Annex, Joslyn Seni or Center, Community/Senior Center, facilities at the Corporate Yard, Redlands Airport and Hillside Memorial Park. New facilities include 300 E State Street and 1625 W Redlands Blvd totaling 198,139 sq. ft. of additional space.

This Division is utilized for a wide range of building maintenance functions including carpentry, plumbing, electrical, HVAC, painting, furniture assembly an d relocation, general cleaning services, and special projects including office construction, remodeling, um brella installations, janitorial issues, environmental testing and downtown Holiday decorating.

City staff prepares scope of services, solicits bids, and administers contracts for various vendors to provide ongoing and/or specialized maintenance services. Among the contracted services are janitorial, pest control, HVAC maintenance, elevator servicing, and security alarm systems.

Program Objectives:

 Provide quality service when responding to calls from various departments regarding maintenance and repair of City-owned facilities
 Reduce response time for maintenance/service calls
 Work synergistically with other divisions for various department and city-wide projects

Accomplishments for Fiscal Year 2022-2023:

 Received 250 work orders and completed 225 of them
 Replaced flooring at the Community Center
 Remodeled offices at Human Resources
 Remodeled office space at the Corporate Yard
 Remodeled office space for IT department
 Remodeled offices in FCS
 Roof rehabilitation at the Redlands bowl
 Remodeled offices in Revenue
 Roofing repairs at Library and Lincoln shrine
 Installed New dog kennels at Animal Shelter

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FUND ORGKEY
GENERAL FUND 101301
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 112,401 129,969 119,014 258,156 265,759 5101 Overtime Salaries 12,822 5,000 25,000 26,250 27,563 5202 Holiday Pay 1,647 - 5,716 - - 5204 Accrual Payout 161 - 123 - - 5301 Banked Leave Buy Back 1,874 2,056 1,774 3,107 3,107 5401 Pension Contributions 31,254 38,126 36,374 49,089 51,039 5501 FICA/Medicare 9,738 10,232 12,438 13,347 13,543 5601 Deferred Compensation 181 181 138 473 473 5701 Health/Dental Insurance 18,220 20,588 17,484 12,530 13,157 5702 Workers' Comp Insurance 79,018 91,549 91,549 18,645 20,159 5703 Disability Insur ance 1,129 1,141 1,601 1,282 1,310 5704 Unemployment Insurance 214 959 889 1,107 1,107 5705 Life Insurance 119 139 140 161 161 5802 Eyecare Reimbursement 225 497 497 574 574 5803 Clothing Allowance 300 600 600 600 600 5804 Uniform Rental 2,845 2,980 2,980 250 250 5903
Other Taxable Benefits 845 1,902 1,902 6,743 6,743 TOTAL SALARIES AND BENEFITS 272,993 305,919 318,219 392,314 405,545

SERVICES
6007 Penalties and Interest 405 - 34 - - 6301 Water, Sewer, Disposal 26,884 30,000 41,554 43,632 45,813 6304 Telephone 16,469 15,000 15,000 15,750 16,537 6307 Electricity & Gas 666,134 605,000 811,805 852,395 895,015 6309 Heating/AC Service Contract 116,614 69,041 69,041 85,000 90,000 6401 Meeting & Prof Development 2 - - - - 6403 Training 77 1,500 1,500 1,575 1,654 6710 Special Contractual Services 124,521 173,874 165,240 177,618 185,306 6712 Landf ill Tipping Charges 1,354 - 358 1,000 1,050 6802 Info Tech Service Charges 38,094 27,778 27,778 65,554 68,247 6803 City Garage Charges 12,571 17,410 17,410 13,471 15,776 6901 Printing and Binding 50 - - - - 6902 Advertising 568 2,000 2,000 2,000 2,000 6903 Janitorial Services 153,395 272,750 200,000 266,240 279,552 TOTAL SERVICES 1,157,138 1,214,353 1,351,720 1,524,235 1,600,950

SUPPLIES
7002 Office Supplies 1,981 1,000 1,000 1,050 1,103 7004
Uniform/Safety Clothing 2,825 500 3,710 5,194 5,453 7101 Office Equipment & Furniture 1,020 - 1,065 1,500 1,575 7102 Small Tools & Equipment 1,621 1,645 1,500 4,000 1,654

DEPARTMENT/DIVISION

BUILDING MAINTENANCE

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FUND ORGKEY
GENERAL FUND 101301
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

BUILDING MAINTENANCE
SUPPLIES (CONT.)
7204 Building/Grounds Maintenance 50,464 52,130 52,130 62,556 65,683 7205 Machinery & Equip. Maint. 14,437 11,640 11,640 12,222 12,833 7206 Vehicle Maintenance 381 381 381 400 420 7208 Repair/Maintenance Supplies 59,530 34,727 34,727 36,727 38,287 7209 Janitorial Supplies 3,003 8,000 8,000 30,000 33,000 7210 Building Supplies 13,594 22,000 22,000 26,400 24,255 7211 Computer Components 4,584 1,000 1,000 3,050 1,103 7807 Food 39 - - - - 7810 Special Departmental Supplies 5,868 5,000 60,000 6,062 6,365 7901 Non-Capital Expenditures 33,500 81,698 150,000 100,000 105,000 TOTAL SUPPLIES 192,847 219,721 347,153 289,161 296,731

FIXED ASSETS
8501 Other Betterments/Improv - 955,202 485,000 250,000 - 8801 Capital Lease 6,069 33,874 33,874 43,926 43,926 TOTAL FIXED ASSETS 6,069 989,076 518,874 293,926 43,926 DIVISION TOTAL 1,629,047 2,729,069 2,535,966 2,499,636 2,347,152

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FUND ORGKEY
GENERAL FUND 101302
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 94,086 114,338 72,213 5101 Overtime Salaries - 4,000 1,000 5202 Holiday Pay 2,220 - 2,465 5204 Accrual Payout 27,609 - 6,229 5301 Banked Leave Buy Back 4,084 36 24 5401 Pension Contributions 27,188 33,341 21,718 5501 FICA/Medicare 10,137 8,815 6,649 5601 Deferred Compensation 9 9 9 5701 Health/Dental Insurance 15,857 21,078 9,719 5702 Workers' Comp Insurance 4,341 4,394 4,394 5703 Disability Insur ance 1,333 1,138 939 5704 Unemployment Insurance 195 872 438 5705 Life Insurance 112 127 92 5802 Eyecare Reimbursement 450 452 452 5803 Clothing Allowance 450 600 600 5804 Uniform Rental 58 1,560 1,560 5903 Other Taxable Benefits 2 252 252 TOTAL SALARIES AND BENEFITS 188,131 191,012 128,753

SERVICES
6008 State Mandated Fees 2,959 - - 6304 Telephone 2,156 2,400 2,400 6307 Electricity & Gas 795 650 650 6311 Elec Service-CA Traffic Sgl 20,794 15,000 15,000 6312 Elec Service-City Traffic Sgl 44,131 42,000 42,000 6314 Elec Service-SCE Street Light 366 10,000 10,000 6315 Electric Service-Street Light 484,977 370,000 370,000 6316 Elec Service-State Str Light 41,456 23,000 23,000 6401 Meeting & Prof Development 2 1,000 1,000 6402 Travel Expense/Reimbursement - 200 200 6710 Special Contractual Services 50,860 237,000 200,000 6802 Info Tech Service Charges 21,153 18,518 18,518 6803 City Garage Charges 12,314 13,578 13,578 6904 Land and Building Rent 7,644 9,173 9,173 6908 Other Rentals - 1,000 1,000 TOTAL SERVICES 689,607 743,519 706,519

SUPPLIES
7002 Office Supplies 324 400 400 7004 Uniform/Safety Clothing 414 600 600 7102 Small Tools & Equipment 869 2,000 2,000 7205 Machinery & Equip. Maint. 8,813 13,000 13,000 7208 Repair/Maintenance Supplies 103,856 135,257 135,257 7209 Janitorial Supplies 10 50 50 7210 Building Supplies 15 500 500 7211 Computer Components 705 1,000 1,000 7804 M
edical Supplies - 100 100

DEPARTMENT/DIVISION

ELECTRICAL

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FUND ORGKEY
GENERAL FUND 101302
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

ELECTRICAL
SUPPLIES (CONT.)
7810 Special Departmental Supplies 561 7,500 7,500 7901 Non-Capital Expenditures 180,225 1,400,914 1,400,914 TOTAL SUPPLIES 295,792 1,561,321 1,561,321

FIXED ASSETS
8706 All Other Equipment 15,020 163,000 163,000 8801 Capital Lease - 23,500 - TOTAL FIXED ASSETS 15,020 186,500 163,000

DEBT SERVICE
9001 Principal 15,686 17,007 17,007 9101 Interest 7,814 6,494 6,494 TOTAL DEBT SERVICE 23,500 23,501 23,500 DIVISION TOTAL 1,212,050 2,705,853 2,583,093 Please note: This division was transferred to Municipal Utilities and Engineering Department, orgkey 101402.

This change is reflected in Fiscal Year 2022-23 and forward.

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Facilities and Community Services
Parks Division

Program Description:

The Parks Division is responsible for the maint enance and upkeep of approximately 800 acres consisting of 18 established parks, over 60 water well and reservoir sites, parking lots, 14.5 acres of median strips and traffic islands throughout the City, the downtow n area, and the improved I-10 Gateway. The division is comprised of 17 full-time employees who provide maintenance to the City’s park and open space system seven days per week. This division also supplements several community facility districts and landscape maintenance districts within the City. City parks and medians are also home to over 6,530 trees, which are included within the tree care program and monitored by Parks staff. All members of the Parks Division staff are trained to assist the Tree Division with routine tree removals, trimming, and emergency tree care when needed. These actions are not only performed on trees within the parks system, but also to the approximately 43,500 trees within City easement as well as trees loca ted on various City facilities and parcels. Parks Division staff also helps facilitate special events along with maintaining all of the downtown areas within the City’s purview. The division also assists in the cleanup of homeless encampments, illegal dumps and graffiti abatement throughout the city.

Program Objectives:

 Provide clean, safe, and attractive open space and parkland areas  Maintain irrigation systems and facility plum bing systems in all areas of responsibility  Maintain playgrounds and other facilities in a safe, clean manner  Maintain historic downtown Redlands
 Maintain City medians
 Support the tree crew with any tree related em ergency mitigation within the City parks system  Support the tree crew with any tree related emerge ncy mitigation within the City’s easement areas throughout the City
 Support the tree crew with the weekly palm frond abatement throughout the City, when needed  Oversee, coordinate, and assist with vari ous park volunteer efforts and other programs  Support the annual Day of Service volunteer event
 Work cooperatively with various sports groups and special interest organizations  Work cooperatively with fellow divisions and depar tment with various projects and emergency work

Accomplishments for Fiscal Year 2022-23:

 The City recentyly completed the replenishment of playground mulch to all city playgrounds. This consisted of approximately 1,745 cubic yards of IPEMA certified playground mulch being blown in to each individual playground to comply with safety standards as they relate to fall height and impact absorption.
 Completion of decorative metal wrought iron retro fit of the Sylvan Park Gazebo to accomplish a fully lockable structure while maintaining a pleasing aesthetic.

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FUND ORGKEY
GENERAL FUND 101303
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 479,810 612,250 517,939 830,062 857,550 5002 Salaries: Part-Time 4,758 - 5,473 - - 5101 Overtime Salaries 30,072 30,000 50,200 70,000 73,500 5201 Stand By 1,310 2,200 3,874 - - 5202 Holiday Pay 8,760 - 10,354 - - 5204 Accrual Payout 3,529 - 359 - - 5301 Banked Leave Buy Back 5,039 8,200 5,019 6,901 8,001 5401 Pension Contributions 124,931 178,532 153,740 181,182 189,816 5501 FICA/Medicare 40,167 48,221 43,052 47,966 49,132 5601 Deferred Compensation 757 757 757 757 757 5701 Health/Dental Insurance 119,309 153,468 142,408 150,813 157,737 5702 Workers' Comp Insurance 30,305 35,084 35,084 52,810 57,098 5703 Disability Insur ance 4,582 5,493 5,173 6,008 6,175 5704 Unemployment Insurance 1,212 5,633 7,629 5,590 5,590 5705 Life Insurance 648 818 713 811 811 5802 Eyecare Reimbursement 1,241 2,921 2,921 2,898 2,898 5803
Clothing Allowance 3,282 3,630 3,630 3,600 3,600 5804 Uniform Rental 9,429 12,000 12,000 12,600 13,230 5903 Other Taxable Benefits 152 6,265 6,265 6,252 6,252 TOTAL SALARIES AND BENEFITS 869,293 1,105,472 1,006,590 1,378,250 1,432,147

SERVICES
6005 License & Permits - - 4,060 4,300 4,500 6007 Penalties and Interest 30 - - - - 6105 Medical/Physicals - 1,000 - - - 6106 Other Professional Services 13,398 - - - - 6301 Water, Sewer, Disposal 50,608 45,000 63,196 66,500 70,000 6304 Telephone 7,330 8,000 5,285 5,600 5,900 6307 Electricity & Gas 55,172 52,000 70,000 73,500 77,175 6308 Elec Servic e-Facility Ops 5 - - - - 6401 Meeting & Prof Development - 500 - 500 525 6402 Travel Expense/Reimbursement 730 7,000 335 2,000 2,100 6403 Training - 100 235 5,000 5,250 6710 Special Contractual Services 154,314 413,585 473,300 971,500 928,000 6712 Landf ill Tipping Charges 9,901 13,124 32,200 34,000 36,000 6802 Info Tech Service Charges 66,904 57,855 57,855 164,066 175,741 6803 City Garage Charges 141,770 125,770 125,770 117,868 138,043 6902 Advertising 568 1,000 810 800 840 6903
Janitorial Services - - 16,000 16,000 16,800 6908 Other Rentals 1,562 - - - - 6909 Subscriptions & Memberships 282 - - - - 6911 Bad Debt Expense 450 - 1,100 1,200 1,260 TOTAL SERVICES 503,024 724,934 850,146 1,462,834 1,462,134

DEPARTMENT/DIVISION
PARKS

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FUND ORGKEY
GENERAL FUND 101303
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION
PARKS

SUPPLIES
7002 Office Supplies - 1,500 1,200 1,300 1,400 7004 Uniform/Safety Clothing 3,028 3,065 12,000 13,000 14,000 7102 Small Tools & Equipment 1,156 12,000 12,000 51,000 16,000 7204 Building/Grounds Maintenance 8,936 30,000 30,000 32,000 33,000 7205 Machinery & Equip. Maint. 916 2,000 2,900 3,000 3,200 7206 Vehicle Maintenance 3,603 2,000 3,650 3,800 4,000 7208 Repair/Maintenance Supplies 114,930 75,000 120,000 126,000 132,000 7209 Janitorial Supplies 22,983 20,000 5,300 5,600 5,900 7210 Building Supplies 4,298 6,000 6,000 6,300 6,600 7804 Medical Supplies - 300 300 315 330 7807 Food 57 300 1,150 1,200 1,300 7810 Special Departmental Supplies 33,783 22,124 21,000 50,000 33,000 7901 Non-Capital Expenditures 10,231 180,000 124,000 188,000 70,000 TOTAL SUPPLIES 203,921 354,289 339,500 481,515 320,730

FIXED ASSETS
8301 Construction In Progress 33,607 - - - - 8501 Other Betterments/Improv - 1,814,906 1,814,906 970,000 1,038,197 8704 Motor Vehicles - - - 30,000 - 8706
All Other Equipment 44,010 30,000 30,000 85,000 - 8801 Capital Lease 61,491 234,255 234,255 255,255 255,255 TOTAL FIXED ASSETS 139,108 2,079,161 2,079,161 1,340,255 1,293,452 DIVISION TOTAL 1,715,346 4,263,856 4,275,397 4,662,854 4,508,463

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FUND ORGKEY
GENERAL FUND 101304
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 630,069 743,404 642,266 5101 Overtime Salaries 21,371 25,000 60,000 5201 Stand By 10,839 10,000 8,320 5202 Holiday Pay 9,451 - 30,670 5204 Accrual Payout 19,210 - 830 5301 Banked Leave Buy Back 11,301 9,259 7,363 5401 Pension Contributions 185,281 216,777 201,889 5501 FICA/Medicare 53,592 58,334 54,853 5601 Deferred Compensation 869 869 869 5701 Health/Dental Insurance 156,688 162,969 166,020 5702 Workers' Comp Insurance 44,061 50,982 50,982 5703 Disability Insur ance 6,249 6,673 6,680 5704 Unemployment Insurance 1,344 6,080 7,756 5705 Life Insurance 788 883 868 5802 Eyecare Reimbursement 288 3,152 3,152 5803 Clothing Allowance 3,274 3,900 3,900 5804 Uniform Rental 12,219 - 1,381 5903 Other Taxable Benefits 152 3,977 3,977 TOTAL SALARIES AND BENEFITS 1,167,046 1,302,259 1,251,776

SERVICES
6005 License & Permits 29 - 1,065 6007 Penalties and Interest 2,029 - 100 6301 Water, Sewer, Disposal 5,303 6,027 3,790 6304 Telephone 5,286 6,790 2,158 6401 Meeting & Prof Development 2 500 - 6403 Training 332 - - 6601 Postage - 45 - 6710 Special Contractual Services 414,386 611,035 611,035 6712 Landf ill Tipping Charges 4,548 5,916 5,916 6802 Info Tech Service Charges 52,406 49,200 49,200 6803 City Garage Charges 160,931 176,107 176,107 6901 Printing and Binding 25 - - 6902 Advertising 568 2,000 2,000 6908 Other Rentals 9,087 14,385 15,000 6911 Bad Debt Expense 73 - - TOTAL SERVICES 655,005 872,005 866,371

SUPPLIES
7002 Office Supplies 993 1,500 1,700 7004 Uniform/Safety Clothing 11,463 12,000 12,000 7102 Small Tools & Equipment 4,260 10,000 5,000

DEPARTMENT/DIVISION

STREETS

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FUND ORGKEY
GENERAL FUND 101304
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

DEPARTMENT/DIVISION

STREETS
SUPPLIES (CONT.)
7204 Building/Grounds Maintenance - - 1,369 7206 Vehicle Maintenance 3,301 3,000 3,000 7208 Repair/Maintenance Supplies 181,901 165,984 165,984 7209 Janitorial Supplies 2,070 1,200 1,200 7210 Building Supplies 1,599 - - 7211 Computer Components 908 3,000 3,000 7804 Medical Supplies - 200 200 7807 Food 151 1,000 1,000 7810 Special Departmental Supplies 28,336 25,000 35,000 TOTAL SUPPLIES 234,982 222,884 229,453

FIXED ASSETS
8404 Storm Drain Construction
8501 Other Betterments/Improv - 82,989 82,989 8704 Motor Vehicles 6,148 27,000 27,000 8706 All Other Equipment 6,465 75,000 75,000 8801 Capital Lease 52,361 368,817 338,538 TOTAL FIXED ASSETS 64,974 553,806 523,527

DEBT SERVICE
9001 Principal 47,489 55,054 81,669 9101 Interest 7,565 5,897 5,897 TOTAL DEBT SERVICE 55,054 60,951 87,566 DIVISION TOTAL 2,177,061 3,011,905 2,958,693 Please note: This division was transferred to Municipal Utilities and Engineering Department, orgkey 101401.

This change is reflected in Fiscal Year 2022-23 and forward.

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Facilities and Community Services
Trees

Program Description:

The City’s urban forest is a recognized asset an d landmark of the City of Redlands, valued at approximately $158,633,380.00. The Facilities and Community Services Street Tree Division staff oversee the maintenance of approximately 55,015 tree sites located within the City’s right-of-way, City-owned facilities, parking lots, trails, and parks. Of these sites, approximately 43,940 are home to living trees. This count includes approximately 6,350 trees within the City’s park system, and the remaining 37,590 trees in parkway areas, easement areas, and City-owned properties.

Palm trees continue to be the single most prominent genus of trees within the City’s inventory, which numbers approximately 8,950. A close second is the Crape Myrtle tree which numbers approximately 7,051. Both of these tree species are iconic Redlands trees. In partnership with the Redlands Street Tree Committee, the Tree Division is dedicated to the continued enhancement, maintenance, and care of this living asset.

Program Objectives:

 Provide trimming (based on safety, tree health, and aesthetics) and maintenance of City trees with a primary focus on individual specimens within the City right-of-way  Provide safe and efficient removals of dead, diseased, and hazardous trees, either on a pre-approved or emergency basis
 Provide an active response to mitigate and resolve emergency tree concerns  Work cooperatively with various volunteer groups, special interest organizations, and City departments to promote urban forest health and preservation  Provide continual updates to maintain accurate records and reports

Significant Program Changes and Process Improvements:

This year, the City’s contractual support was generously funded as a result of Measure T funds which stocked the account with almost fifteen times the funding from past budget years. This drastically increased the quantities of trees trimmed, dead trees removed and new trees planted.

Accomplishments for Fiscal Year 2021-22:

 Approximately 190 trees removed
 Approximately 6700 trees trimmed
 Dead tree population down to .011% of the total tree inventory  Trees monitored for health and/or recommended for removal have been reduced to

0.0011% of the total tree inventory
 Approximately 92 trees planted

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FUND ORGKEY
GENERAL FUND 101305
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 198,257 224,703 208,942 228,355 237,497 5002 Salaries: Part-Time 12 - - - - 5101 Overtime Salaries 19,156 16,000 17,500 15,000 15,000 5202 Holiday Pay 4,432 - 8,305 - - 5204 Accrual Payout 17 - 18 - - 5301 Banked Leave Buy Back 279 3,153 3,007 3,557 3,655 5401 Pension Contributions 54,877 65,535 62,879 67,810 70,929 5501 FICA/Medicare 16,568 17,616 18,232 17,926 18,310 5601 Deferred Compensation 17 17 17 17 17 5701 Health/Dental Insurance 41,273 41,438 44,669 37,304 39,169 5702 Workers' Comp Insurance 104,456 121,151 121,151 11,066 11,964 5703 Disability Insur ance 2,227 2,269 2,533 2,542 2,597 5704 Unemployment Insurance 435 1,831 2,364 1,831 1,831 5705 Life Insurance 260 266 277 266 266 5802 Eyecare Reimbursement - 950 950 950 950 5803 Clothing Allowance 810 1,260 1,260 1,260 1,260 5804
Uniform Rental 62 - 500 525 525 5903 Other Taxable Benefits 42 1,197 1,197 672 672 TOTAL SALARIES AND BENEFITS 443,180 497,386 493,801 389,081 404,642

SERVICES
6105 Medical/Physicals - 500 500 525 552 6401 Meeting & Prof Development 4 9,000 9,000 5,000 5,000 6402 Travel Expense/Reimbursement - 500 500 1,000 1,000 6403 Training - 3,000 3,000 3,000 3,150 6710 Special Contractual Services 47,195 1,366,588 1,366,588 1,200,000 1,200,000 6712 Landf ill Tipping Charges - 10,000 9,344 10,000 10,000 6802 Info Tech Service Charges - 6,833 6,833 47,405 50,997 6803 City Garage Charges - - - 66,006 77,304 6901 Printing and Binding - 500 500 525 552 6909 Subscriptions & Memberships 80 - 185 - - TOTAL SERVICES 47,279 1,396,921 1,396,450 1,333,461 1,348,555

SUPPLIES
7002 Office Supplies 341 500 500 500 500 7004 Uniform/Safety Clothing - 500 1,000 1,000 1,000 7208 Repair/Maintenance Supplies 4,381 10,000 10,000 11,000 12,000 TOTAL SUPPLIES 4,722 11,000 11,500 12,500 13,500

FIXED ASSETS
8706 All Other Equipment - - - 90,000 - 8801
Capital Lease - 53,924 53,924 53,924 53,924 TOTAL FIXED ASSETS - 53,924 53,924 143,924 53,924 DIVISION TOTAL 495,181 1,959,231 1,955,675 1,878,966 1,820,621

DEPARTMENT/DIVISION
TREES

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Facilities and Community Services
Code Enforcement Division

Program Description:

The Code Enforcement Division is responsible for improving the quality of life, protecting property values, and ensuring the health and safety of our community by fair and consistent enforcement of the Redlands Municipal Code. Such enforcem ent activities include, but are not limited to, enforcement of codes related to property maintenance, graffiti, inoperative vehicles, unsafe conditions, unsafe buildings, unpermitted (unsafe) construction, and the eradication of neighborhood blight. This division consists of one full-time senior code officer, three full-time code officers, and one full-time administrative technici an. The Code Enforcement Division provides a balance of providing customer service to residents concerned with municipal code violations while working to educate and gain voluntary compliance increasing the quality of life and serving the entire community.

Program Objectives:

 Provide excellent customer service to the residents and businesses of the City of Redlands;
 Increase the quality of life in the City of Redlands by improving the visual appearance of our neighborhoods through the fair and consistent enforcement of the property maintenance ordinance;
 Respond to citizen concerns pertaining to Municipal Code violations;  Educate property owners and responsible parties of code requirements and work with stakeholders to resolve issues raised by residents and businesses through voluntary compliance; and
 When voluntary compliance is not gained through education, enforcement action is initiated to gain compliance to provide the appropriate customer service to the overall community.

Significant Program Changes and Process Improvements, Focus Area E-Safety and Community Services:

Significant program changes and process improvements for FY 2022-2024 include updating the City’s landscape requirements and establishm ent of a new ordinance to address water conservation efforts, efficient irrigation design, and proper maintenance for both residential and commercial properties. Guidelines and education within this new policy will improve property maintenance and aesthetics while protecting property values and deterring neighborhood blight.

Furthermore, the Code Division continues to assist in activities involving homeless encampments.

An increase in homeless activities within the City has a corresponding relation to the unauthorized occupation of vacant and abandoned properties. As a result of this activity, the code enforcement division worked in partnership with stakeholders, property owners and other city departments by providing education, and direction on abatement and the securing of property. Approximately 15 properties were cleaned and secured by the property owners with assistance and direction provided by the City.

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Accomplishments for Fiscal Year 2021-22:

 Opened 1,001 cases
 Closed 871 cases
 1,376 Requests for service
 2,041 Code Inspections
 Rental Inspections - 2,000 rental units within the Residential Rental Dwelling Unit Program  The Code Enforcement Division participates in a monthly meeting with the City’s Police Department, Building and Safety Department, and Fire Department to discuss current public safety issues, code cases, and municipal code violations. This partnership assists in improving interdepartmental communications , the successful closing of cases, and providing health and safety to the community.

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FUND ORGKEY
GENERAL FUND 101306
2020-21 2021-22 2021-22 2022-23 2023-24
ACTUAL ADJUSTED 12 MONTH CITY MANAGER CITY MANAGER

OBJECT (AUDITED) BUDGET ESTIMATED RECOMMENDED RECOMMENDED

SALARIES AND BENEFITS
5001 Salaries: Full-Time 215,467 254,844 228,879 349,557 359,585 5101 Overtime Salaries 12,767 5,000 5,000 5,250 5,513 5201 Stand By 212 - - - - 5202 Holiday Pay 4,297 - 4,358 - - 5204 Accrual Payout 2,772 - 113 - - 5301 Banked Leave Buy Back 1,162 125 1,220 1,351 1,351 5401 Pension Contributions 48,369 74,540 63,738 81,993 85,596 5501 FICA/Medicare 18,534 19,951 17,938 21,317 21,730 5601 Deferred Compensation 384 384 384 397 397 5701 Health/Dental Insurance 33,539 33,174 46,728 47,040 49,392 5702 Workers' Comp Insurance 4,341 4,934 4,934 8,299 8,973 5703 Disability Insur ance 2,365 2,437 2,359 2,915 2,975 5704 Unemployment Insurance 386 1,696 3,291 1,988 1,988 5705 Life Insurance 234 246 268 289 289 5802 Eyecare Reimbursement 351 880 880 1,031 1,031 5803 Clothing Allowance 390 1,140 1,140 1,341 1,341 5804
Uniform Rental (6) - 266 559 559 5903 Other Taxable Benefits 1,412 5,472 5,472 797 797 TOTAL SALARIES AND BENEFITS 346,976 404,823 386,968 524,124 541,517

SERVICES
6102 Legal Services 139 3,500 3,500 3,675 3,859 6106 Other Professional Services 1,227 1,000 1,000 1,050 1,103 6304 Telephone 3,686 2,500 2,500 2,625 2,756 6403 Training 77 1,500 1,500 1,575 1,654 6601 Postage 4,226 2,500 2,500 2,625 2,756 6703 Software Support/Development - 8,800 5,200 15,460 16,233 6710 Special Contractual Services 23,371 30,000 30,000 31,500 33,075 6712 Landf ill Tipping Charges - 1,000 1,000 1,050 1,103 6802 Info Tech Service Charges - - 16,204 35,554 38,248 6803 City Garage Charges 4,681 7,718 7,718 6,735 7,888 6804 General Govt Service Charge - 27,778 27,778 27,778 27,778 6901 Printing and Binding 50 2,500 2,200 2,310 2,426 6902 Advertising - - 300 315 331 6909 Subscriptions & Memberships 5,063 1,000 1,000 1,050 1,103 TOTAL SERVICES 42,520 89,796 102,400 133,302 140,311