Redlands City Council
December 5, 2023

CITY OF REDLANDS

CITY COUNCIL

SUCCESSOR AGENCY

A G E N D A S
DECEMBER 5, 2023

EDDIE TEJEDA
Mayor
PAUL T. BARICH
Mayor Pro Tempore

DENISE DAVIS
Council Member
JENNA

GUZMAN-LOWERY
Council Member

MARIO SAUCEDO
Council Member
***

JEANNE DONALDSON
City Clerk

PHILLIP DOOLITTLE
City Treasurer
CHARLES M. DUGGAN JR.

City Manager
YVETTE M. ABICH GARCIA
City Attorney
5:00 p.m. Open Public Meeting, Public Comment (Closed Session) 6:00 p.m. Open Session (Public Meeting)
* * *
City Council Chambers
Civic Center, 35 Cajon Street, Redlands, California
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A G E N D A
The following information comprises the agenda for the regular meetings of the City Council of the City of Redlands and the Board of Directors of the Successor Agency of the former Redevelopment Agency of the City of Redlands at the times noted below in the City Council Chambers, Civic Center, 35 Cajon Street, Redlands, California, on:

TUESDAY, DECEMBER 5, 2023
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 824 4618 0187, 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 824 4618 0187
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.

PLEASE NOTE: 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
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5:00 P.M.

A. Call City Council Meeting to Order
B. Recess until 6:00 P.M. Open Session
C. (There are no Closed Session matters)
6:00 P.M.

D. Reconvene City Council Meeting
E. Invocation by Council Member Davis
Pledge of Allegiance by Mission Elementary School students (In keeping with long-standing traditions of legislative invocations, this City Council meeting may include a brief invocation. Such invocations are not intended to proselytize or advance any one, or to disparage any other, faith or belief. Neither the City nor the City Council endorses any particular religious belief or form of invocation.) F. Presentations

1. Redlands Pet Adoption (Redlands Animal Services)

2. Presentation of holiday video from the City of Redlands (Mayor Tejeda) G. Public Comment - 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.) H. Consent Calendar
(The following routine items have been recommended for approval and will be acted upon simultaneously unless separate discussion and/or action is requested by a Councilmember or a member of the audience.)

1. Approve the regular meeting minutes of November 21, 2023 (City Clerk Donaldson)

2. Approve recommendation for appointment to the Planning Commission (Mayor Tejeda)

3. Approve recommendation for appointment to the Municipal Utilities/Public Works Commission (Council Member Saucedo)

4. Approve a Side Letter Agreement between the City and the Redlands Association of Mid-Management Employees and the Redlands Association of Management Employees (Assistant City Manager McConnell)

5. Approve payment of the invoice to Systems & Software, Inc. for support of the enQuesta Utility Database for Customer Management in an amount not-to-exceed $197,836 for annual software maintenance and support (Management Services/Finance Director Garcia) Recycled Paper
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6. Approve the purchase of 25 structure fire turnout sets from Allstar Fire Equipment, Inc. in the total amount of $77,169, to replace turnout gear that is nearing its expiration date, in accordance with the National Firefighter Protection Agency's recommendations (Fire Chief Sessler)

7. Approve the $30,000 contribution for the 2024 Fourth of July Celebration and determine that the financial support serves as a public benefit (Facilities and Community Services Director Crocker)

8. Approve rejection of the apparent lowest bidders and approve the agreement with Southern California Landscape, Inc. for irrigation and landscaping on Redlands Boulevard, between Tennessee Street and Kansas Street, and determine that the project is exempt from environmental review pursuant to Section 15304 of the State's guidelines implementing the California Environmental Quality Act (Facilities and Community Services Director Crocker)

9. Approve the Professional Services Agreement with SGH Architects, Inc. for the Citrus Avenue Parking Structure Maintenance and Repair Design for an amount not to exceed $98,020 (Facilities and Community Services Director Crocker)

10. Approve the Public Work Contract with Delta Electric, LLC for an amount not-to-exceed $146,165.30 for the Cypress Circle Street Lighting Upgrade Project, and determine that the project is exempt from environmental review pursuant to Section 15302(c) of the State's guidelines implementing the California Environmental Quality Act (Facilities and Community Services Director Crocker)
I. Communications

1. Downtown Redlands Parking Study Presentation (Development Services Director Desatnik)

2. Discussion and possible action relating to naming the Avice Meeker Sewall Theatre stage in honor of Cliff Cabanilla, and adoption of Resolution No. 8537 (Council Member Davis) J. Public Hearings

1. Resolution No. 8523 to Participate in the Statewide Community Infrastructure Program (SCIP) (Mayor to declare meeting open as a public hearing)
Public hearing to consider Resolution No. 8523 authorizing the City to join the Statewide Community Infrastructure Program (SCIP); authorizing the California Statewide Communities Development Authority to accept applications from property owners, conduct special assessment proceedings and levy assessments and special taxes and to form assessment districts and community facilities districts within the territory of the City of Redlands; embodying a joint community facilities agreement setting forth the terms and conditions of community facilities district financing; approving the form of the acquisition agreement when applicable; and authorizing related actions. (Management Services/Finance Director Garcia)
a.

2. Resolution No. 8522 - Fee and Service Charge Revenue/Cost Comparison System (Mayor to declare meeting open as a public hearing)
Public hearing to consider Resolution No. 8522 approving a Fee and Service Charge Revenue/Cost Comparison System; Establishing the Amounts of Fees and Charges Levied In Connection with the City’s Provision of Services and determination that this resolution is exempt from environmental review pursuant to Section 15273 of the state's Guidelines implementing the California Environmental Quality Act.
(Management Services/Finance Director Garcia)
a.

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K. New Business

1. Consideration of the agreement with Tec Equipment, Inc. for the supply of Original Equipment Manufacturer (OEM) autocar parts for an amount not to exceed $180,000 for the initial term, with the option to extend for two additional one-year terms for a total amount not-to-exceed $540,000 (Facilities and Community Services Director Crocker)

2. Consideration of the agreement with Bernell Hydraulics Inc. for the supply of Original Equipment Manufactured (OEM) Parker Hannifin Hydraulic Hoses and Accessories for an amount not-to-exceed $150,000 for the initial term, with the option to extend for two additional one-year terms for a total amount not-to-exceed $450,000 (Facilities and Community Services Director Crocker)

3. Consideration of Resolution No. 8527 approving ten (10) Homeless Resource Services Agreements with Encampment Resolution Funding Grant totaling $3,498,975 with partners as identified in the grant proposal and award, and determination that the agreements are exempt from environmental review pursuant to Section 15301 of the State’s guidelines implementing the California Environmental Quality Act (Homeless Coordinator David Rabindranath) L. Individual Council Member Announcements and/or Reports on Activities (No collective discussion or action.)
M. Adjournment
The next regular meeting of the City Council will be held December 19, 2023 N. Successor Agency of the former Redevelopment Agency of the City of Redlands

1. Call regular meeting of the Successor Agency Board of Directors to order.

2. Public Comment
(At this time, the Agency Board will provide an opportunity for the public to address them on any subject, within the jurisdiction of the Successor Agency of the former Redevelopment Agency of the City of Redlands, 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.)

3. Approve regular meeting minutes of November 7, 2023 (Secretary Donaldson)

4. Adjourn Successor Agency Board of Directors' meeting The next regular meeting of the Agency will be held on February 6, 2024 Recycled Paper
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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 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-broadcast at 7:00 P.M. the following Wednesday, Friday and Sunday; and at 9:00 A.M. Thursday, Saturday and Monday. Meetings are also streamed live and archived for later viewing on demand on the City’s website at www.cityofredlands.org
. Agendas, staff reports and minutes of the City Council of the City of Redlands are available online at: www.cityofredlands.org.

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City Council/Successor Agency Meeting H. 1.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve the regular meeting minutes of November 21, 2023 (City Clerk Donaldson)
MOTION:

I move to approve the regular meeting minutes of November 21, 2023.

Attachments
Regular meeting minutes of November 21, 2023
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MINUTES

Regular meeting of the City Council of the City of Redlands held in the Council Chambers, Civic Center, 35 Cajon Street, on November 21, 2023 at 5:00 P.M.

Present:  Eddie Tejeda, Mayor
Paul Barich, Mayor Pro Tempore
Denise Davis, Council Member
Jenna Guzman-Lowery, Council Member
Mario Saucedo, Council Member
Staff: Charles M. Duggan, Jr., City Manager; Yvette M. Abich Garcia, City Attorney; Jeanne Donaldson, City Clerk; Phillip Doolittle, City Treasurer; Janice McConnell, Assistant City Manager; Chris Boatman, Assistant City Manager; Danielle Garcia, Management Services/Finance Director; John Harris, Municipal Utilities and Engineering Director; Rich Sessler, Fire Chief; Rachel Tolber, Police Chief; Tabitha Crocker, Facilities and Community Services Director

Mayor Tejeda called the meeting to order and explained that comments could be presented in-person, via Zoom, via cell phone or landline. He offered the public an opportunity to provide comment on any item on the agenda for the closed session.

PUBLIC COMMENT

Coyote Aviation - Seven people, including Eric Paul, Gil and Carol Brown, Brad Evans, Michael Paisner, Dr. Pam Miller and Barry Neumayer voiced their displeasure with the City's treatment of Coyote Aviation, stating they thought it seemed the City was determined to unfairly shutter the local business. They questioned whether Council Members truly supported local businesses when it appeared to them that this was not always the case. They disputed the timeline of events and stated the City should review the facts and ultimately renegotiate the lease. They asked for fair treatment, and an honest and open dialogue.

CLOSED SESSION

Conference with legal counsel: Existing Litigation - Government Code §54956.9(d)(1) (City Attorney Garcia)
One Case:
a. City of Redlands v. Coyote Aviation, Inc., San Bernardino Superior Court, Case No.

LLTVA2200544

Conference with legal counsel: Initiation of Litigation - Government Code §54956.9(d)(4):  One (1) Case.

Conference with real property negotiators - Government Code §54956.8 CC_November 21, 2023

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Conference with real property negotiators - Government Code §54956.8 (Assistant City Manager Boatman)

Property:                    204 E. Redlands Blvd (APN  0171-071-08-0000); 180 Ninth Street (APN 0171-088-06-0000, APN 0171-088-07-0000)

Agency
Negotiators:

Charles M. Duggan, City Manager; Christopher Boatman, Assistant City Manager
Negotiating Party: Lance Lenhert, Redlands Community Investment Corporation Under Negotiation:  Terms of payment and price of possible purchase of property by the City

RECONVENE CITY COUNCIL MEETING
The meeting reconvened at 6:22 P.M. with an invocation by Council Member Saucedo followed by the pledge of allegiance to the American flag.

CLOSED SESSION REPORT

City Attorney Garcia announced that no reportable action was taken during the closed session.

PRESENTATIONS

Mayor Pro Tem Barich presented a Proclamation declaring November 25, 2023, as Small Business Saturday to Evan Sanford of Redlands Chamber of Commerce.

PUBLIC COMMENT

Thanks and No Thanks - Dennis Bell thanked Project Manager Ross Wittman for managing the remote callers during all the council meetings and complimented city staff who maintain the downtown area. He criticized Governor Newsom for patting himself on the back for the quick reopening of an LA stretch of the I-10 freeway which was temporarily shut down due to a fire.

Homelessness
- Gregory Brittain complained the state of California can't seem to get a handle on solving the homelessness crisis, despite the millions of dollars being thrown at it.

He recommended cities across the nation incorporate the tactic used by Governor Newsom to clean up San Francisco's homeless population in preparation for China's President, Xi Jinping. He encouraged cities across the nation to invite dignitaries for a visit, as this would be the most expedient way to clear the streets and make them safe again.

CONSENT CALENDAR

Minutes

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously approved, by roll call vote, the regular meeting minutes of November 7, 2023.

CC_November 21, 2023

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Vote: 5 - 0 Passed

Small Business Saturday Proclamation

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously approved, by roll call vote, a Proclamation declaring November 25, 2023 as Small Business Saturday.

Vote: 5 - 0 Passed

Student Commissioner Appointments

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously appointed, by roll call vote, Ryan Chau, Citrus Valley High School, to serve as the student commissioner on the Human Relations Commission for calendar year 2024; appointed Benjamin Daniel Perez, Redlands East Valley High School, to serve as the student commissioner on the Traffic and Parking Commission for calendar year 2024; and appointed Noah Nguyen, Redlands High School, to serve as the student commissioner on the Parks and Recreation Advisory Commission for calendar year 2024.

Vote: 5 - 0 Passed

Annual Maintenance Payment Dispatch/Records Management System

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously approved, by roll call vote, an annual maintenance payment to Motorola Solutions, Inc. in the amount of $103,633 for the Police Department's Spillman Computer Aided Dispatch/Records Management System.

Vote: 5 - 0 Passed

License Agreement SBCTA Rights-of-Way

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously determined, by roll call vote, that approval of a License Agreement with San Bernardino County Transportation Authority (SBCTA) for City utilities is exempt from environmental review pursuant to Section 15061(b)(3) of the State's guidelines implementing the California Environmental Quality Act; and approved a License Agreement with San Bernardino County Transportation Authority (SBCTA) for City utilities within SBCTA rights-of-way.

Vote: 5 - 0 Passed

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2023 JAG Grant Award Distribution & Interlocal Agreement

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously approved, by roll call vote, the Interlocal Agreement between the Town of Apple Valley, the Cities of Adelanto, Barstow, Chino, Colton, Fontana, Hesperia, Highland, Montclair, Ontario, Rancho Cucamonga, Redlands, Rialto, San Bernardino, Twentynine Palms, Upland, Victorville, and the County of San Bernardino concerning distribution of the 2023 Justice Assistance Grant Award; and approved an additional appropriation of $19,851 to the Police Department.

Vote: 5 - 0 Passed

ABC / Office of Traffic Safety Grant Agreement

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously approved, by roll call vote, the agreement between the City and the Department of Alcoholic Beverage Control (ABC-OTS) grant concerning the distribution provided by the Office of Traffic Safety through the National Highway Traffic Safety Administration in the amount of $30,000; approved the additional appropriation of $30,000 in grant funds to the Police Department; and authorized the Chief of Police to sign and execute any agreements concerning the grant.

Vote: 5 - 0 Passed

Agreement for City Park Shade Sail Replacements

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously determined, by roll call vote, that approval of the agreement with R.E. Schultz Construction, Inc. is exempt from the state's California Environmental Quality Act pursuant to Section 15301; and approved the non-professional services agreement with R.E. Schultz Construction, Inc., for an amount not to exceed $115,500 for the replacement of shade sails at seven (7) city parks.

Vote: 5 - 0 Passed

License Agreement City's Corporate Yard Food Truck

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously determined, by roll call vote, that approval of the License Agreement with Juan Morales, "The Dog House", is exempt from environmental review pursuant to Section 15301 of the California Environmental Quality Act Guidelines; and approved the License Agreement with Juan Morales, "The Dog House", for a food truck at the City's Corporate Yard, 1270 W. Park Avenue.

Vote: 5 - 0 Passed

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Amend Agreement Redlands Bowl Electrical & Theatrical Lighting Project

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously determined, by roll call vote, that approval of the agreement is exempt from an environmental review pursuant to Section 15061 of the State's CEQA guidelines; and approved the Third Amendment to the Public Works Contract with My Electrician Inc. for the Redlands Bowl Electrical and Theatrical Lighting Upgrade Project to extend the time for completion by sixty (60) calendar days ending January 29, 2024.

Vote: 5 - 0 Passed

In-Kind Support Redlands Turkey Trot

Facilities and Community Services Director Crocker introduced the request by Phoenix Hope International to hold The Redlands Turkey Trot event on November 23, 2023, within Sylvan Park and the surrounding area, which included street closures and a request for in-kind support in the amount of $12,649 related to the event. The application states the event proceeds will be used to further mission goals, which include building schools and health clinics in Guatemala, and half of the event proceeds are donated to Redlands-based charities. In the past, the organization has donated to the Redlands Educational Partnership (REP), YouthHope, and to elementary, middle, and high schools in the Redlands Unified School District. As public comment, Dennis Bell was opposed to granting in-kind support to out-of-state organizations and questioned why the support amount increased 105% from last year's event. Mayor Pro Tem Barich voiced opposition to the request due to the organization's out-of-state status and questioned the benefit to the City. Assistant City Manager Boatman added that organizations requesting in-kind support must show a community benefit to the City in order for the Council to approve.

On motion of Mayor Eddie Tejeda, seconded by Council Member Denise Davis, the City Council determined, by roll call vote, that approval of the event is exempt from environmental review pursuant to Section 15311(c) of the State’s guidelines implementing the California Environmental Quality Act; authorized the closure of E. High Ave., Division St., E. Park Ave., N. University St., Sylvan Blvd., N. Grove St., E. Brockton Ave., and Chapel St.; and authorized the expenditure of city resources and in-kind support in the amount of $12,649 related to this event.

Vote: 4 - 1 Passed
NAY:  Mayor Pro Tempore Paul Barich

YMCA Holiday Home Tour Event  In-Kind Support

On motion of Council Member Denise Davis, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously determined, by roll call vote, that approval of the in-kind support and temporary street closure is exempt from environmental review pursuant to Section 15311(c) of the state’s guidelines implementing the California Environmental Quality Act; approved the request for in-kind support in the amount of $1,800 related to this event; and authorized the temporary street closure of Valle Vista Drive, from Rossmont Drive to Sunset Drive for the CC_November 21, 2023

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YMCA Holiday Home Tour event to be held on December 3, 2023.

Vote: 5 - 0 Passed

COMMUNICATIONS

2023 National Community Survey Results

Project Manager Ross Wittman provided a brief report regarding the 2023 National Community Survey (NCS) and introduced Brandon Barnett, of Polco, who presented an overview of the survey results. In order to effectively gauge Redlands residents' continued satisfaction with City services, in August 2023, the City released the 2023 NCS. During the months of August and September, Polco compiled the results into the report, highlighting trends over the three NCS periods, noting areas where the City received positive feedback from Redlands' residents, while also identifying areas where City services can improve.

Mr. Barnett reviewed the procedures for undertaking the survey and listed five key findings:
1) Overall, Redlands residents enjoyed a positive quality of life; 2) Ratings for safety were on the rise, and residents continued to emphasize its importance; 3) There were many positive reviews regarding community design, but residents identified a need for improvement related to the availability of affordable quality housing; 4) Overall economic health of Redlands was rated good or excellent; 5) Residents showed a renewed appreciation for education, arts, and culture. Special topics were also addressed in the survey, including homelessness and downtown parking and ease of travel in Redlands.

Council Member Saucedo stated the results were good news, indicating city services were running well, but he pointed out there was a need for improvement regarding homelessness, protecting small businesses, code enforcement and sustainability issues. Council Member Guzman-Lowery said the results seemed to line up with email communications she had received, and she saw a need to create more infrastructure throughout the City. Council Member Davis recommended the City continue to focus on promoting transparency and encouraging open government policies. Mayor Pro Tem Barich invited the public to suggest ways in which the City could improve. Mayor Tejeda was pleased with the results.

On motion of Mayor Pro Tempore Paul Barich, seconded by Council Member Jenna Guzman-Lowery, the City Council unanimously approved, by roll call vote, to receive and file the presentation on the results of the 2023 National Community Survey (NCS) conducted by Policy Confluence, Inc. dba Polco.

Vote: 5 - 0 Passed

HELPER Act Letter of Support

Mayor Tejeda briefly reviewed the HELPERS Act which aims to provide favorable mortgage terms and conditions for eligible first responders, including law enforcement officers, firefighters, paramedics, emergency medical technicians (EMTs) and teachers. By establishing a dedicated mortgage insurance program, the bill eliminates the traditional mortgage down payment requirement and monthly mortgage insurance premiums, which can be substantial barriers to homeownership. The legislation has received endorsements from mayors of several California municipalities.

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California municipalities.

As public comment, Gregory Brittain admitted this program might look good on paper, but he complained the national debt was spiraling out of control, and he urged for more fiscal responsibility. Michael Paisner said there is a need for fiscal responsibility, but he pointed out the source of the nation's debt came mostly from Social Security and Medicare and defense spending and people should keep it all in perspective.

On motion of Council Member Denise Davis, seconded by Council Member Jenna Guzman-Lowery, the City Council unanimously authorized, by roll call vote, Mayor Tejeda to sign a letter on behalf of the City of Redlands in support of the HELPER Act (S. 1514 / H.R. 3170).

Vote: 5 - 0 Passed

January 2, 2024 City Council Meeting Cancellation

Mayor Tejeda recommended the cancelation of the January 2, 2024, regular meeting of the City Council in light of the holiday closure. The next regular meeting will be held on January 16, 2024.

On motion of Mayor Pro Tempore Paul Barich, seconded by Council Member Denise Davis, the City Council unanimously approved, by roll call vote, the cancelation of the January 2, 2024, regular meeting of the City Council in light of the holiday closure.

Vote: 5 - 0 Passed

American Rescue Plan Act Progress Report

Grants Coordinator Selena Sanchez provided an overview and progress report of the American Rescue Plan Act (ARPA) program and explained the City received a total allocation of $11,508,106 of the $350 billion SLFRF funding through ARPA. ARPA funds must be obligated by December 31, 2024, and fully expended by December 31, 2026. Staff recommended the reallocation of $1,857,000 from the Small Business Gift Card Match Program and $55,000 from the Nonprofits Assistance Program to fund a second round of the Grocery Gift Card Program. Staff further recommended approval of two limited-term, full-time Administrative Assistants I/II positions effective January 8, 2024, for the administrative support and facilitation of the community programs under the American Rescue Plan Act SLFRF allocation. Council Members strongly supported the continuation of the gift card program as it has proven to be an effective way to assist those in need.

On motion of Mayor Pro Tempore Paul Barich, seconded by Council Member Jenna Guzman-Lowery, the City Council unanimously approved, by roll call vote, the reallocation of $1,625,000 from the Small Business Gift Card Match Program and $55,000 from the Nonprofits Assistance Program to fund a second round of the Grocery Gift Card Program; and approved two limited-term, full-time Administrative Assistants I/II positions effective January 8, 2024, for the administrative support and facilitation of the community programs under the American Rescue Plan Act SLFRF allocation and the reallocation of $232,000 from the Small Business Gift Card Match Program to fund the positions.

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Vote: 5 - 0 Passed

PUBLIC HEARINGS

Resolution No. 8522 Fee and Service Charge Revenue/Cost Comparison

Mayor Tejeda opened the public hearing and called on Management Services/Finance Director Garcia who announced that staff requested the public hearing be continued to a date certain of December 5, 2023 in order to compile more information on the background of the fees, related to Resolution No. 8522.

On motion of Mayor Eddie Tejeda, seconded by Council Member Jenna Guzman-Lowery, the City Council unanimously agreed, by roll call vote, to continue the public hearing to a date certain of December 5, 2023, to allow for additional time to compile more information on the background of the fees related to Resolution No. 8522, approving the Fee and Service Charge Revenue/Cost Comparison System, establishing the amounts of fees and charges levied In connection with the City’s provision of services.

Vote: 5 - 0 Passed

Resolution No. 8523 Participation in Statewide Community Infrastructure Program This item was pulled from tonight's agenda. Staff will reschedule the matter for the City Council meeting held on December 5, 2023.

NEW BUSINESS

City Branding

Project Manager Ross Wittman briefly reported on the agreement with Pastilla, Inc for City Branding. He introduced Rudy Manning, of Pastilla who described the branding effort intended to embody Redlands' unique characteristics, strengths, and identity and clearly identify and differentiate Redlands and its inimitable assets, culture, environment, and location within Southern California and California as a whole. Mr. Manning provided background on the company's team, qualifications and experience. The goal of the branding effort was to create an effective and professional brand, giving Redlands a strong and easily identifiable presence in media, marketing, and economic development endeavors.

Pastilla has developed a tried and tested process to create an elevated brand identity, that includes community engagement, identifying the community's values and strengths and building a brand strategy. Anticipated deliverables from the branding initiative include alternative logos, colors, wordmarks, fonts and insignias. Template materials will be developed to create standardized city letterhead, business cards and email signatures. Finally, a brand implementation guide will be created for City staff outlining the standards and rules for the use of the brand. A brief discussion included the difference between city seals versus city logos.

The timeline for full completion was anticipated at 6 to 9 months.

Council Members were enthusiastic about the presentation and appreciated the fact that Mr.

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Manning had attended schools in Redlands. The desire was to create cohesion within the community and give people a consistent message. City Manager Duggan added that the goal was to unify messaging, so the public could easily recognize the city brand. As public comment, Andy Hoder was opposed to spending taxpayer dollars to develop a brand image when there were so many other pressing needs, such as tree trimming and repairing cut stone curbs. Dennis Bell also considered this a waste of money, and he said the City's image can't be changed by simply changing the branding images.

On motion of Mayor Eddie Tejeda, seconded by Council Member Denise Davis, the City Council unanimously approved, by roll call vote, the agreement with Pastilla, Inc. in the amount of $82,075 for City Branding.

Vote: 5 - 0 Passed

Police Department Portable Radios Purchase

Police Chief Tolber explained the need for the sole source purchase for 800 MHz APX 6500 and APX 6000 portable radios from Motorola Solutions to replace current aging equipment, in an amount not to exceed $684,650.96.

On motion of Mayor Eddie Tejeda, seconded by Mayor Pro Tempore Paul Barich, the City Council unanimously approved, by roll call vote, the sole source purchase for 800 MHz APX 6500 and APX 6000 portable radios from Motorola Solutions to replace current aging equipment, in an amount not to exceed $684,650.96.

Vote: 5 - 0 Passed

Fire Department All-Band Portable Radios Purchase

Fire Chief Sessler reviewed the sole source purchase of 800 MHz APX NEXT XN all-band portable radios from Motorola Solutions to replace current aging equipment, for an amount not to exceed $805,692.46.

On motion of Mayor Eddie Tejeda, seconded by Council Member Denise Davis, the City Council unanimously approved, by roll call vote, the sole source purchase of 800 MHz APX NEXT XN all-band portable radios from Motorola Solutions to replace current aging equipment for the Fire Department, in an amount not to exceed $805,692.46.

Vote: 5 - 0 Passed

Resolution No. 8521 New Payment Schedule for Lease Purchase 3 Type I Fire Engines

Fire Chief Sessler provided background of Resolution No. 8521 for a new payment schedule under the existing Master Equipment Lease-Purchase Agreement with Holman Capital Corporation, for the lease purchase of three Type I Fire Engines in the total amount of $3,668,444.93. Per its Fleet Replacement Plan, the Fire Department has identified a critical need for replacing two Type I Fire Engines (Medic Engines 262 and 264). These engines are used as primary means for fire suppression and emergency response. Each of these units are CC_November 21, 2023

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outside the recommended standard for front line service.

On motion of Mayor Pro Tempore Paul Barich, seconded by Council Member Jenna Guzman-Lowery, the City Council unanimously approved, by roll call vote, Resolution No. 8521 authorizing a new Payment Schedule under the existing Master Equipment Lease-Purchase Agreement with Holman Capital Corporation, for the lease purchase of three Type I Fire Engines in the total amount of $3,668,444.93.

Vote: 5 - 0 Passed

Agreement for Citrus Center Security Services

Facilities and Community Services Director Crocker presented the agreement with Universal Protection Service, LP, doing business as Allied Universal Security Services for unarmed security guard services at the Citrus Center in an amount not-to-exceed $355,206.30 for a period of three years.

On motion of Mayor Eddie Tejeda, seconded by Council Member Denise Davis, the City Council unanimously determined, by roll call vote, that approval of the agreement is exempt from environmental review pursuant to Section 15301 of the State's guidelines implementing the California Environmental Quality Act; and approved the agreement with Universal Protection Service, LP dba Allied Universal Security Services for unarmed security guard services at the Citrus Center in an amount not to exceed $355,206.30.

Vote: 5 - 0 Passed

License Agreement Zanja Trail Construction

Facilities and Community Services Department Director Crocker summarized the License Agreement with Larry Jacinto Construction, Inc. authorizing construction of the Zanja Trail between Church Street and 9th Street and a parking lot serving the Zanja Trail between 7th Street and 9th Street. As public comment, Bruce Laycook asked if there was a cost for the City.

Assistant City Manager Boatman clarified a donation was received donating the trail and all the construction for the trail and this agreement authorizes the contractor to perform the work on the property.

On motion of Council Member Mario Saucedo, seconded by Council Member Jenna Guzman-Lowery, the City Council unanimously determined, by roll call vote, that approval of the License Agreement with Larry Jacinto Construction, Inc. is exempt from California Environmental Quality Act guidelines pursuant to Section 15061; and approved a License Agreement with Larry Jacinto Construction, Inc. for the construction of the Zanja Trail between Church Street and 9th Street and a parking lot serving the Zanja Trails between 7th Street and 9th Street.

Vote: 5 - 0 Passed

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COUNCIL MEMBER ANNOUNCEMENTS AND ACTIVITIES

Tree Lighting Ceremony at Ed Hales Park - The event was a huge success and attended by Mayor Tejeda, Mayor Pro Tem Barich, and Council Members Davis and Saucedo.

Veterans Day Parade and Ceremony - All the Council Members participated in the parade and activities at Jennie Davis Park.

Mayor Tejeda
enjoyed the Salvation Army's Red Kettle cook-off event, met with a mortgage specialist for information related to the HELPER Act, toured District 2 with Police Chief Tolber, and attended an event honoring the many years of pastoral service of Dr. Donald Robinson.

Mayor Pro Tem Barich enjoyed Thanksgiving Tuesday, sponsored by the RPOA, Police Officers Foundation and Stater Bros, where over 300 people were fed a holiday feast at Sylvan Park. He attended the recent Library Board meeting, the Chamber's Rise and Shine meeting and was happy to participate in the 100th anniversary celebration of the Redlands Lawn Bowling club.

Council Member Davis
thanked City Manager Duggan for addressing the Youth Council, with 35 students, participated in a parade in Fontana hosted by Assemblymember Eloise Gomez Reyes and enjoyed the Benevolent Fund Bowling event.

Council Member Guzman-Lowery attended the Ark of Safety Community Resiliency Summit, sponsored by Building Resilient Communities. The event showcased safety solutions for the community.

Council Member Saucedo participated in a County level roundtable discussion related to homelessness, and was proud to attend an event hosted by the San Bernardino County Schools Superintendent, who awarded diplomas to veterans. He thoroughly enjoyed the ribbon cutting event at Lugonia Groves celebrating the replanting of trees as a way to preserve the community's citrus heritage. He added, the grove has been a vital part of the City's legacy.

ADJOURNMENT

There being no further action required the meeting adjourned at 8:17 P.M. The next regular meeting of the City of Redlands City Council will be held on December 5, 2023.

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City Council/Successor Agency Meeting H. 2.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve recommendation for appointment to the Planning Commission (Mayor Tejeda)
MOTION:

I move to appoint Conrad Guzkowski to serve the remainder of a four-year term on the Planning Commission ending January 6, 2025.

RECOMMENDATION:

Pursuant to the Redlands Municipal Code, appointments to this commission are made by the Mayor. It is recommended by Mayor Tejeda that the City Council consider the appointment of Conrad Guzkowski to the Planning Commission.

DISCUSSION:

Commissioner Steven Frasher resigned from the planning commission as of October 4, 2023. Commissioner Frasher's term ends on January 6, 2025. A public notice inviting interested residents to submit an application for an appointment to the Planning Commission was issued in October. The public notice was concurrently aired on Redlands TV and posted on the community bulletin board at the A. K. Smiley Public Library. The local newspapers also received distribution of the public notice. Eight applications were received, and six applications from a previous notice were included.

Due to the number of commissioners who are still on their first terms, and have served fewer than 2 years, Mayor Tejeda, in consultation with Planning Commission Chair Karah Shaw, has opted to appoint former Planning Commission chair Conrad Guzkowski to lend legacy knowledge and experience to the commission in lieu of selecting from the pool of recent applicants.

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The Planning Commission consists of seven members as follows:

Marc Shaw
Rich Smith
Rosemarie Gonzales
Vacant
Matthew Endsley
Maryn Wells
Karah Shaw
ALTERNATIVES:

The City Council may choose not to support the recommendation and direct staff to seek further applications for consideration.

SUBMITTED BY:

Janice McConnell, Assistant City Manager
REVIEWED BY:

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

Jennifer Macias, Management Analyst
Attachments
Planning Commission Notice 2023
Applications
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Address Verified
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Address Verified
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City Council/Successor Agency Meeting H. 3.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve recommendation for appointment to the Municipal Utilities/Public Works Commission (Council Member Saucedo) MOTION:

I move to appoint Paul Norwood to serve the remainder of a four year term on the Municipal Utilities/Public Works Commission ending November 16, 2024.

RECOMMENDATION:

It is recommended by Mayor Tejeda and Council Member Saucedo that Paul Norwood be appointed to serve the remainder of a four-year term on the Municipal Utilities/Public Works Commission ending November 16, 2024.

Pursuant to the Redlands Municipal Code, appointments to this commission are made by the Mayor and approved by the City Council. However, Mayor Tejeda has expressed his desire to rotate recommendations for commission/board appointments among the City Council Members; therefore, Council Member Saucedo has been delegated authority by Mayor Tejeda to make the recommendation for this appointment.

DISCUSSION:

Due to a clerical oversight, Commissioner Zachary Travis was found to be ineligible to serve on the Municipal Utilities/Public Works Commission. Per Redlands Municipal Code section 2.38.010: Membership: The members of the commission shall serve without compensation, shall each be a resident of the City, and neither a member of any other commission, board or committee of the City nor an employee thereof. It was brought to Mayor Tejeda's attention that the address at which Commissioner Travis' resides is outside of the City of Redlands’ municipal boundaries.

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A public notice requesting interested residents to submit an application to the Municipal Utilities/Public Works Commission was issued in October. The public notice was aired on Redlands TV and posted on the community bulletin board at the A. K. Smiley Public Library. The local newspapers also received distribution of the public notice. Two new applications were received and one application from a previous posting were included for consideration.

The Municipal Utilities/Public Works Commission consists of seven members as follows:

Thomas F. Breitkreuz
David Garcia
Robert Meals
Adekunle Ojo
Steve Stockton
Vacant
Chandrasekar Venkatraman
ALTERNATIVES:

The City Council may choose not to support the recommendation and direct staff to seek further applications for consideration.

SUBMITTED BY:

Jennifer Macias, Management Analyst
REVIEWED BY:

Charles M. Duggan Jr., City Manager
Janice McConnell, Assistant City Manager
Attachments
MUPW Notice
2023 MUPWC Applications
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City of

REDLANDS
Incorporated 1888
300 E. State Street, Suite 690, Redlands, CA 92373
909-798-7510
www.cityofredlands.org

PUBL IC NOTICE
NOTICE IS HEREBY GIVEN that the City Council of the City of Redlands encourages residents to apply for a position on the following commission:

MUNICIPAL UTILITIES/PUBLIC WORKS COMMISSION - The Municipal Utilities/Public Works Commission serves in an advisory capacity to the City Council and advises and assists the Municipal Utilities and Engineering Director, City Manager and other city departments by providing citizen review and input concerning all aspects of the management and operation of public works projects and facilities, thereby providing a direct channel for utilization of the citizen expertise available in the community.

This Commission meets on the first Monday of even-numbered months at 4:00 p.m.

Residents interested in applying for the non-salaried position on this commission may request application forms from the City Clerk's Office, Civic Center, 35 Cajon Street, Suite 4, Phone: 798-7510, or by downloading an application from the City's website at www.cityofredlands.org.

Deadline for filing applications is November 14, 2023.
10/31/2023
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City Council/Successor Agency Meeting H. 4.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve a Side Letter Agreement between the City and the Redlands Association of Mid-Management Employees and the Redlands Association of Management Employees (Assistant City Manager McConnell)
MOTION(S):

If the City Council determines that staff’s recommendation is appropriate, the following motion(s) is/are provided:

I move to approve the Side Letter Agreements between the City and the Redlands Association of Mid-Management Employees and the City and the Redlands Association of Management Employees.

RECOMMENDATION:

Staff recommends that Council approve the side letters of agreement between the City of Redlands and the Redlands Association of Mid-Management Employees and the Redlands Association of Management Employees.

DISCUSSION:

On June 20, 2023, the Council approved Memorandums of Understanding (MOU) between the City and the Redlands Association of Mid-Management Employees (RAMME) and the Redlands Association of Management Employees (RAME). The MOUs included the option for employees to deposit their sick leave balance into a Post-Employment Health Plan (PEHP), cash out a portion of their sick leave, or utilize sick leave towards service credit at the time of retirement. After further review of the PEHP with the plan administrator, it was determined that the option of cashing out sick leave is not allowable.

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The City met with representatives of RAMME and RAME and agreed to modify Article 21 of the RAMME MOU and Articles 12 and 18 of the RAME MOU. The new language clarifies the benefit provided to unit members. All employees in both the RAMME unit and the RAME unit will deposit the balance of their sick leave into the PEHP or utilize sick leave towards service credit at the time of retirement. All other provisions of the MOUs remain unchanged.

ALTERNATIVES:

N/A
STRATEGIC PLAN:

N/A
SUBMITTED BY:

Janice McConnell, Assistant City Manager
RECOMMENDED BY:

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

Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
Danielle Garcia, Management Services/Finance Director
J. Brian Foote, President, RAME
Michael Foster, President, RAMME
PREPARED BY:

Tommi Ng, Assistant Director, Human Resources/Risk Management Fiscal Impact
Discussion:

There is no fiscal impact.

Attachments
RAMME Side Letter
RAME Side Letter
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1 CITY OF REDLANDS AND REDLANDS ASSOCIATION OF MID-

MANAGEMENT EMPLOYEES
SIDE LETTER OF AGREEMENT (2023)

This Side Letter of Agreement amending the July 1, 20 23 – June 30, 202 6 Memorandum of Understanding between Redlands Association of Mid-Management Employees (“RAMME”) and the City of Redlands (“City”) is made and entered into this 5th day of December, 2023. RAMME and the City are sometimes individually referred to herein as a “Party” and, together, as the “Parties.”

RECITALS

WHEREAS, on June 20 , 2023 , RAMME and the City agreed to a Memorandum of Understanding (“RAMME MOU”) for the period of July 1, 2023 to June 30, 2026; and

WHEREAS, the Parties now wish to clarify their intentions with respect to Article 21, Sections C, D, and E of the RAMME MOU; and

WHEREAS, representatives of the City and RAMME have met and conferred in good faith, and now wish to effect changes with respect to Article 21, Section C, D, and E.

NOW, THEREFORE, in consideration of the mutual promises contained herein, RAMME and the City agree as follows:

AGREEMENT

Section 1. Article 21, Sections C, D, and E of the RAMME MOU, entitled “ Sick Leave” is hereby amended to read as follows:

C. SICK LEAVE USE UPON RETIREMENT

Unit employees taking service retirement under the PERS retirement plan may elect to have all sick leave accrued at the time of retirement converted to cash value at their final rate of pay and deposited in the Post Employment Health Plan (PEHP) where it can be used for applicable medical insurance premiums for the Unit employee and their eligible dependents. In the event that the employee dies prior to the exhaustion of the cash value of said benefits, the remaining cash value may be applied toward the premiums of covered dependents until exhausted, subject to the conditions and limitations of the PEHP.

D. SICK LEAVE CASH OUT

Upon voluntary separation of service (excluding retirement) or layoff with the City, Unit employees with ten (10) or more years of continuous service will be eligible to cash in unused sick leave at the following formula:

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2 I:\cmo\Agreements\RAMME Side Letter Agreement (2023) FY22-0302.docx-ms

YEARS OF SERVICE PERCENT
10 – 15 25 %
16 – 20 35 %
21+ 50 %

E. SICK LEAVE CONVERSION

Unit employees shall have the option of converting one hundred percent (100%) of individual sick leave accruals to service credit. This option shall be exercised in lieu of deposit to the PEHP.

CITY OF REDLANDS REDLAND ASSOCIATION OF MID-

MANAGEMENT EMPLOYEES

________________________________ _______________________________ Eddie Tejeda, Mayor Michael Foster, President

Attest:

_________________________________
Jeanne Donaldson, City Clerk
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1 CITY OF REDLANDS AND REDLANDS ASSOCIATION OF
MANAGEMENT EMPLOYEES SIDE LETTER OF AGREEMENT (2023)

This Side Letter of Agreement amending the July 1, 20 23 – June 30, 202 6 Memorandum of Understanding between Redlands Association of Management Employees (RAME) and the City of Redlands (“City”) is made and entered into this 5th day of December, 20 23. Redlands Association of Management Employees and the City are sometimes individually referred to herein as a “Party” and, together, as the “Parties.”

RECITALS

WHEREAS, on June 20, 2023, Redlands Association of Management Employees and the City agreed to a Memorandum of Understanding (“RAME MOU”) for the period of July 1, 20 23 to June 30, 2026; and

WHEREAS, the Parties now wish to clarify their intentions with respect to Article 12, Section E.2 and Article 18, Sections D and E of the RAME MOU; and

WHEREAS, representatives of the City and RAME have met and conferred in good faith, and now wish to effect changes with respect to Article 12, Section E.2 and Article 18, Sections D and E of the RAME MOU;

NOW, THEREFORE, in consideration of the mutual promises contained herein, RAME and the City agree as follows:

AGREEMENT

Section 1. Article 12, Section E.2 of the RAME MOU, entitled “ Health Insurance – Retiree Medical” is hereby amended to read as follows:

1. Upon service retirement and completion of fifteen (15) or more cumulative years of service with the City, a Unit employee hired prior to March 11, 2010, who qualifies as an annuitant under PEMHCA, may elect to receive as City contribution to a retiree health savings account the difference between the PEMHCA minimum and the cost of fully paid lifetime medical and dental insurance (excludes vision coverage) for the employee and eligible dependents, under the City’s medical and dental insurance programs.

Unit employees hired on or after March 11, 2010 are not eligible for the lifetime medical benefit.

Section 1. Article 18, Sections D and E of the RAME MOU, entitled “Sick Leave” is hereby amended to read as follows:

D. CONVERSION TO CASH: Upon voluntary separation of service (excluding retirement), or layoff with the City, Unit employees with ten (10) years or more of continuous service shall be eligible to cash in unused sick leave at the following formula:

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YEARS OF SERVICE PERCENT
10 – 15 25 %
16 – 20 35 %
21+ 50%

E. UPON RETIREMENT: Upon retirement under the PERS retirement plan, unit employees will have the option of: (1) converting one hundred percent (100%) of individual sick leave accruals to service credit; or, (2) Unit employees may elect to have all remaining sick leave accrued at the time of retirement converted to cash value at their final rate of pay, and deposited in the Post Employment Health Plan (PEHP) where it can be used for applicable premiums payable under the City’s medical insurance program for the employee and the employee’s eligible dependents. In the event that the employee dies prior to exhaustion of the cash value of said benefits, the remaining cash value may be applied toward the premiums of covered dependents until exhausted, subject to the conditions and limitations of the PEHP.

CITY OF REDLANDS REDLANDS ASSOCIATION OF

MANAGEMENT EMPLOYEES

________________________________ _______________________________ Eddie Tejeda, Mayor John Foote, President

Attest:

_________________________________
Jeanne Donaldson, City Clerk
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City Council/Successor Agency Meeting H. 5.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve payment of the invoice to Systems & Software, Inc. for support of the enQuesta Utility Database for Customer
Management in an amount not-to-exceed $197,836 for annual software maintenance and support (Management Services/Finance Director Garcia)
MOTION(S):

I move that the City Council approve payment of the invoice to Systems & Software, Inc. (“S&S”), providers of the City’s utility billing software, in an amount not-to-exceed $197,836 for annual software maintenance and support for the calendar year 2024.

RECOMMENDATION:

Staff recommends that the City Council approve payment of an invoice to Systems & Software, Inc. (“S&S”), providers of the City’s utility billing software, in an amount not-to-exceed $197,836 for annual software maintenance and support to provide technical support for all areas related to the operation of City’s utility database and customer management software.

DISCUSSION:

Since 2004, the City has used the enQuesta Utility Database and Customer Management software. Version upgrades were performed in 2008 and 2015.

The enQuesta system provides billing, collections and cash receipting functionality for the customer service and revenue offices, in addition to managing over 80,000 customer accounts for water, wastewater, solid waste, household hazardous waste and street fees. This system is not only vital for the accurate and timely production of 130,000 utility bills annually, it is also critical to the operational efficiencies and integrity of the records contained therein.

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S&S supports this proprietary software in the form of technical assistance, troubleshooting, quarterly meetings, no-cost attendance at annual enQuesta user conferences, monthly webcasts and an assigned account manager.

The annual maintenance cost is increasing 5% from 2023 to 2024 as S&S has been investing in their product and service levels to improve experience for City staff and the ability to serve City customers. This is a sole source purchase due to the fact that the enQuesta software is proprietary, making software programming and maintenance protocols unavailable on the general market.

These services are only available through S&S, owner of the software product.

ALTERNATIVES:

Do not approve the payment with Systems & Software.

STRATEGIC PLAN:

Not Applicable
SUBMITTED BY:

Danielle Garcia, Management Services/Finance Director
RECOMMENDED BY:

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

Janice McConnell, Assistant City Manager
Dana Abramovitz-Daniel, Procurement Manager
PREPARED BY:

Aimee Hoover, Revenue Supervisor
Fiscal Impact
Fiscal Year: FY 2024
Revenue Generating: No
Appropriation Required Y/N: No
Amount: $197,836
Budgeted Y/N: Y
Discussion:

There is no impact to the General Fund. Funding for this expense is included in the IT Division’s Fiscal Year 2023-24 budget.

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Attachments
S&S Annual Maintenance Renewal Invoice for 2023
2024 Support Guidelines
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Bill To
City of Redlands
35 Cajon Street Suite 15A
Redlands, C
A 92373
United States
Invoice SSIMN0000027
Description
Ship To
City of Redlands
35 Cajon Street Suite 15A
Redlands, CA 92373
United States
Date

RED100 MN JANLOCAL DELIVERY
PO Number Customer No. Salesperson ID Shipping Method Payment Terms Unit Price Ext PriceOrdered Item Number
11/7/2023
Please remit to:
62130 Collections Center Drive
Chicago, IL 60693-0621
enQuesta Support: 1/1/2024 to 12/31/2024 176,662.86 176,662.86 ENQUES TA US$US$ 1.00 Third Party Maintenance: 1/1/2024 to 12/31/2024 21,172.86 21,172.86 TPM US$US$ 1.00 Please note that payment is due on or before the maintenance start date. To avoid interruptions in service, please allow 10 business days prior to the start of your term to send in your payment. Subtotal Misc
Tax
Freight
Total
197,835.72

0.00 0.00

0.00 0.00
197,835.72
Trade Discount
US$
US$
US$
US$
US$
US$
Invoice Questions? Please call Lisa Ross at 613-226- 5511 ext 2192 or email [email protected]
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SYSTEMS & SOFTWARE
2024 SUPPORT

GUIDELINES
Where Innovation Meets Excellence
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S&S Support Guidelines: 2024
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Working Together ..................................................................................................................................................... 2 Our Model ................................................................................................................................................................ 3 Your Supporting Cast ................................................................................................................................................ 4 Client Support Desk & After-Hours Support ............................................................................................................... 4 Escalation Model ...................................................................................................................................................... 5 Submission of Issues ................................................................................................................................................. 6 Included In Annual Maintenance & Support ............................................................................................................... 7 Modifications & Enhancements ................................................................................................................................. 8 Help S&S Help You ................................................................................................................................................9-10 Understanding Ticket Flow ...................................................................................................................................... 11 Deployment of V6 Releases ..................................................................................................................................... 11 Deployment of V4.X – 5 Releases............................................................................................................................. 11 Quality Assurance ................................................................................................................................................... 12 2024 S&S Holiday Calendar ..................................................................................................................................... 12 Hardware Requirements ......................................................................................................................................... 13 Guidelines for Hosted Customers ............................................................................................................................ 14 Security and Disaster Recovery ................................................................................................................................ 15

TABLE OF CONTENTS
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S&S Support Guidelines: 2024
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S&S is committed to supporting our customers by providing prompt responses and satisfying solutions.

To support this commitment, S&S has invested a significant amount of time, energy, and attention to building the team and tools needed to support our customers, including providing multiple channels to reach us.

S&S strives to work closely with our customers to understand their unique business needs, how business evolves, address incidents, and work collectively to ensure seamless system performance. Committed to helping your business succeed, S&S is ready to help with additional solutions as your business grows and changes. We appreciate your business!

Sincerely,

Julie Hextell
Executive Vice-President

WORKING TOGETHER
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S&S Support Guidelines: 2024
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Customer Support Portal - The Customer Support Portal allows your employees to manage & track tickets and engage directly with the Triage Team.

Phone - Our Triage Team is ready to provide phone and online support Monday - Friday, from 8 AM – 6 PM ET. After-hours emergency pager support is also available from 6 PM – 8 AM ET. Showstoppers submitted online after 6 PM ET will be addressed the following business day. For immediate support for a Showstopper, please call the support line at 1-800-655-8810.

Documentation - enQuesta products continue to evolve. Each release of new or improved functionality comes with detailed documentation. This provides our customers with the ability to identify and test product enhancements quickly & easily.

Training Videos - S&S provides access to custom-designed training videos, focusing on a variety of subjects. Our video library is kept current with product enhancements.

OUR MODEL
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Currently, S&S employs over 100 team members across the U.S. and Canada, with the depth and experience required to resolve your most complex issues. The skill set within the S&S team ranges from chartered accountants to engineers & developers, to seasoned utility professionals and billing & project specialists.

S&S celebrated our 50-year anniversary in 2023! We have recruited, hired, and trained some of the brightest minds in the industry, some who have been with our team for over 40 years! You can count on S&S processes and people to address your issues effectively.

CLIENT SUPPORT DESK

YOUR SUPPORTING CAST

STANDARD HOURS OF OPERATION

Monday – Friday | 8AM – 6PM ET
(excluding holidays, see page 11)
Ticket Submission:
https://ssivt.Atlassian.net/servicedesk/customer/portals

Support Phone – (800) 655 – 8810

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S&S Support Guidelines: 2024
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S&S On-Call Team Members are available 24/7 for critical system issues and address them within a response time of 15 minutes. Showstoppers submitted via the Customer Support Portal outside business hours will be addressed on the next day. To escalate an after-hours showstopper, please call the Support Desk, and you’ll be routed to our Paging Service. An S&S Team Member will reach out within 15 minutes.

In the rare event where you are not getting the required support, please follow the escalation path below:

PATH CHANNEL CONTACT RESPONSE
TIME
LEVEL 1 S&S Support Desk
1-800-655-8810
OR
[email protected]
Target Response: 2 Hrs
Showstopper Response: <15 Min
LEVEL 2 Triage Team Lead
Mary Reedy
802-233-2694
[email protected]
Target Response: 1 Hr
Showstopper Response: <15 Min
LEVEL 3 Customer Success
Managers
Christine Nicholson
[email protected]
Nat Bond
[email protected]
Target Response: 1 Hr
Showstopper Response: <15 Min
LEVEL 4 Director,
Customer Success
Michelle Gamble
802-755-7165
[email protected]
Target Response: 1 Hr
Showstopper Response: <15 Min

ESCALATION MODEL

AFTER HOURS SUPPORT
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S&S Support Guidelines: 2024
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ISSUE
TYPE

DESCRIPTION
(examples)

INITIAL REVIEW
TARGET

LOW PRIORITY
The issue is cosmetic or requested functionality that will be considered for future versions/releases (Ex. Columns displayed on a particular screen)
24 HRS

MEDIUM PRIORITY
The issue has workaround that can be used until the issue is resolved
 A particular work order cannot be updated
 Document Designer template changes
 Work Queues
8 HRS

HIGH PRIORITY
A business critical issue, but not preventing all users from getting their work done.
 Discrepancy in the collection run sheet
 Processing credit refunds
 Hand Held Upload/Download
 Deposits
 System errors that have workarounds
 Calculate errors impacting a small # of records
2 HRS

SHOW STOPPER
A reported issue is considered a Showstopper when the utility cannot continue with their daily processes until the issue is resolved.

Examples may include;
 Daily Process has been halted by a critical error
 Application and/or Database Server is down
 Web Portal is down
 enQuesta Reporting Center (ERC) is down
 Out of Balance Messages preventing an update to continue  Job Scheduler Failures
 Bill Print is incorrect
15 MINS

SUBMISSION OF ISSUES
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S&S Support Guidelines: 2024
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The following services are included in the 2024 Annual Maintenance & Support Contract:
 Guaranteed support for the current versions of our applications  24x7 Access to the Customer Support Portal for logging issues  24x7 Emergency support coverage
 My eSpace for Utilities, accessible on the Customer Support Portal, includes release notes, functional documentation, and custom documentation.  Monthly Webinars (Customer Connect) on new features, “how-to’s,” and new integration options.
 Wide array of experts on staff
 Technical troubleshooting and issue resolution
 Database patching, as applicable
 One-stop support for contracted third parties.
 Limited duration training (15-minute)
 Quote dashboard
 Internal System Monitoring
 Automated train refreshes
 Regular releases for v6 only
 Quarterly Customer Newsletters
 Periodic user & product advisory groups, as well as HCTC

INCLUDED IN ANNUAL MAINTENANCE & SUPPORT
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S&S Support Guidelines: 2024
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Occasionally, your business needs will require a quote for services and development. Requests for modifications and enhancements should be addressed with your Customer Success Manager.

Examples of billable quotes include, but are not limited to:

 Reporting Requests
o Requests for new table/view/model changes for custom needs o Security – additions and changes
o Basic administration functions such as scheduling via Cognos, or email distribution set-up.
o Deployments of new or additional Cognos functionality such as reports, dashboards, auditing, DR, managed alerts, detailed documentation, performance monitoring, SQL optimization
o Training or archive content stores/environment
 Bill print changes
 Business process changes or reviews
 New configurations/criteria set-up
 Doc Designer – new letters
 Rate changes
 Training (remote or onsite options)
 Upgrades and support of third-party software/interfaces  Recovering data resulting from customer error
 Complex data hits
 Third party integrations – net new and changes to live integrations

The 2024 hourly rate for this work is $275/Hour. This rate is deemed effective January 1st, 2024, through to and including December 31 st, 2024, unless otherwise indicated and is subject to change.

MODIFICATIONS & ENHANCEMENTS
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S&S Support Guidelines: 2024
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You can submit tickets through our Customer Support Portal at:

https://ssivt.atlassian.net/servicedesk/customer/portals

Here is what you need to include when you submit a ticket:

HELP S&S HELP YOU
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The Triage Team has a list of “Must Gathers” that they require from you to ensure there is enough information to diagnose your issue.

Screenshots:
 Include full page including the URL
 Error message
 Account info
 Scope of impact
 Is this impacting one, more than
one, or all users?
 How many accounts are involved?
 Is there a workaround?

Process:
 What was the user doing when this happened?
 Menu name or fast path
 Criteria entered on screen (a screenshot is awesome here too!)

If something is PC related, we may also ask you the following questions:
 Edge version
 Is the user using the desktop icon?
 When is the last time the impacted user restarted enQuesta?  When is the last time the impacted user rebooted their PC?  Is the PC provisioned by Group Policies or the Edge script?  Windows Version
 Does it work on another PC?

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S&S Support Guidelines: 2024
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Ticket resolution will follow this general pattern. If a ticket does need development work, you will see the additional status of “With Development”.

Customers must provide a secure VPN connection to S&S. Customers should plan to take updated releases not less than once a quarter. Your Customer Success Manager will discuss the scope and content of releases during your regular calls, and together create a schedule for deployment to Train for your testing. It is essential that you stay current on releases to ensure that you receive timely fixes. Hotfixes will only be performed in emergency situations.

Once you have thoroughly tested and approved the release to Production, our developers will deploy it at the agreed upon date and time.

Customers must provide a secure VPN connection to S&S. Your Customer Success Manager will work with you to gather the tickets that you want released to your system. We will deploy to your Train environment and provide time for you to test. Once you have thoroughly tested and approved the release to Production, our developers will deploy it at the agreed upon date and time.

UNDERSTANDING TICKET FLOW
DEPLOYMENT OF V6 RELEASES
DEPLOYMENT OF V4.5 – 5 RELEASES
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S&S Support Guidelines: 2024
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All code changes made by S&S developers are run through our automated testing after being individually tested by internal QA resources. Once this QA process is complete, releases are made available to our customers. The internal testing is documented and traceable in our Jira system.

S&S offices will be closed during the dates listed below.

Date Holiday
January 1 New Year’s Day
May 27 Memorial Day
July 4th Independence Day
September 2 Labor Day
November 28 & 29 Thanksgiving
December 24 & 25 Christmas

After-Hours pager support for showstoppers will be available, if required.

QUALITY ASSURANCE
2024 S&S HOLIDAY CALENDAR
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S&S Support Guidelines: 2024

Workstation Minimum Requirements Recommended System
Operating System Windows 10 Windows 10
Processor 2 Cores, 2.5GHz 4 Cores, 3.0 GHz
RAM 4GB 8GB
Screen Resolution FHD 1080p QHD 1440p
Disk Space 100MB (free) 100MB (free)
LAN Speed 100 Mbps 100 Mbps
Browser* MS Edge MS Edge
PDF Viewer Acrobat Reader Acrobat Reader

(*) Microsoft Edge with IE mode enabled and enQuesta settings configured, including the Enterprise Mode Site List. Scripts and/or group policy rules will be provided by S&S for properly configuring these settings on client machines.

Customers must provide a secure VPN connection to S&S.

HARDWARE REQUIREMENTS
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S&S Support Guidelines: 2024

 S&S will from time to time modify the configuration of the hosted infrastructure to meet our SLA for hosted services. This includes modification of the underlying server resources to meet performance objectives and capacity demands. This may include resource increases in the event of overutilization of resources or the decrease in resources in the event of underutilization of resources.

 S&S will occasionally introduce additional management tools to the hosted infrastructure to maintain manageability, monitoring, and security of the infrastructure to meet our SLA obligations. This may include additional monitoring agents or scripts, additional security tools, and automated processes.

 We will make every effort to schedule planned changes to the environment with the customer during non-business hours. However, in emergency situations S&S may have to proceed without prior notification to the customer. An example of this might be an active security breach or system down event.

GUIDELINES FOR HOSTED CUSTOMERS
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S&S Support Guidelines: 2024

Disaster Recovery

 When the client has purchased Dataguard services, Dataguard will be used to sync a live copy of the production database server from the client’s primary data center region to a geographically dispersed secondary datacenter region.
 All storage volumes from each server are backed up from the client’s primary data center region to a geographically dispersed secondary datacenter region for offsite storage. In the event of disaster in the primary data center, your production environments can be recreated alongside the synced copy of the database server in the secondary region when Dataguard services have been purchased. Otherwise, they will be rebuilt with the most recent production database backup.
 Availability Domains are used within Oracle data centers as well to provide higher levels of fault tolerance and redundancy even within regions (more here): https://docs.oracle.com/en- us/iaas/Content/General/Concepts/regions.htm).

Working together with you for a better tomorrow.

SECURITY AND DISASTER RECOVERY
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City Council/Successor Agency Meeting H. 6.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve the purchase of 25 structure fire turnout sets from Allstar Fire Equipment, Inc. in the total amount of $77,169, to replace turnout gear that is nearing its expiration date, in accordance with the National Firefighter Protection Agency's recommendations (Fire Chief Sessler)
MOTION(S):

If the City Council determines that staff’s recommendation is appropriate, the following motion is provided:

I move to approve the purchase of 25 structure fire turnout sets from Allstar Fire Equipment, Inc. in the total amount of $77,169.00, to replace turnout gear that is nearing its expiration date, in accordance with the National Firefighter Protection Agency's recommendations.

RECOMMENDATION:

Staff recommends the approval of the purchase of 25 structure fire turnout sets from Allstar Fire Equipment, Inc. in the total amount of $77,169.00, to replace structure fire turnout gear that is nearing its expiration date, in accordance with the National Firefighter Protection Agency's recommendations.

DISCUSSION:

A firefighter's protective clothing must be robust and long-lasting while still offering comfort and breathability to reduce exhaustion and overheating for the individuals wearing it. Firefighters may need to respond to a variety of situations in a single day, requiring their protective clothing to provide them with the ability to handle tasks such as responding to a car accident, performing roof ventilation, or battling a significant fire.

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Since it serves as the initial and most essential line of defense for firefighters, turnout gear should supply them with effective protection against burn injuries across a wide range of conditions, all while mitigating heat-related stress.

Ensuring the safety of firefighters is paramount, making it crucial that their turnout gear remains in excellent condition. Per the National Firefighter Protection Agency (NFPA) standards 1970, 1975, 1981, and 1982, all firefighting members shall be assigned two sets of structure fire turnouts that have a manufacturing date less than 10 years old. In order to meet these safety standards promptly, we must acquire 25 sets of turnouts. In the event of an unfortunate accident, the primary focus for investigators is the adherence to safety gear compliance.

Adhering to the City's procurement policies, staff utilized an existing cooperative agreement for public utility equipment with Sourcewell. By using Sourcewell cooperative purchasing, the City can benefit from previously posted solicitation packages that have been competitively bid and awarded. Agencies can review bid results from more than 50,000 government, education, and nonprofit organizations to draw from the terms and pricing for similar structure fire turnouts. Staff is recommending that City Council approve the purchase of the structure fire turnouts from Allstar Fire Equipment, Inc. using the cooperative agreement (Lion Contract# 032620-LIO) to ensure the most cost-effective bid on turnout gear.

ALTERNATIVES:

City Council has the option to reject the proposed purchase; however, such a decision would lead to a failure to meet the NFPA turnout standards.

STRATEGIC PLAN:

Priorit B - Public Health & Safety
SUBMITTED BY:

Rich Sessler, Fire Chief
RECOMMENDED BY:

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

Janice McConnell, Assistant City Manager
Danielle Garcia, Management Services/Finance Director
Dana Abramovitz-Daniel, Procurement Manager
PREPARED BY:

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Bruni Reyes, Management Analyst
Fiscal Impact
Discussion:

Sufficient funding for the purchase of the structure fire turnouts is included in the department's Fiscal Year 2023-2024 budget as approved by the City Council.

Attachments
Allstar Equipment Quote
Sourcewell Contract - LION
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1 Rev. 4/2019

Solicitation Number: RFP #032620

CONTRACT

This Contract is between Sourcewell, 202 12th Street Northeast, P.O. Box 219, Staples, MN 56479 (Sourcewell) and LION First Responder PPE Inc., 7200 Poe Ave., Suite 400, Dayton, OH 45414 (Vendor).

Sourcewell is a State of Minnesota local government agency and service cooperative created under the laws of the State of Minnesota (Minnesota Statutes Section 123A.21) that offers cooperative procurement solutions to its members. Participation is open to all levels of governmental entity, higher education, K-12 education, nonprofit, tribal government, and other public entities located in the United States and Canada.

Vendor desires to contract with Sourcewell to provide equipment, products, or services to Sourcewell and its Members (Members).

1. TERM OF CONTRACT

A. EFFECTIVE DATE. This Contract is effective upon the date of the final signature below.

B. EXPIRATION DATE AND EXTENSION. This Contract expires May 7, 2024, unless it is cancelled sooner pursuant to Article 24. This Contract may be extended up to one additional one-year period upon request of Sourcewell and with written agreement by Vendor.

C. SURVIVAL OF TERMS. Articles 11 through 16 survive the expiration or cancellation of this Contract.

2. EQUIPMENT, PRODUCTS, OR SERVICES

A. EQUIPMENT, PRODUCTS, OR SERVICES. Vendor will provide the Equipment, Products, or Services as stated in its Proposal submitted under the Solicitation Number listed above.

Vendor’s Equipment, Products, or Services Proposal (Proposal) is attached and incorporated into this Contract.

All Equipment and Products provided under this Contract must be new/current model. Vendor may offer close-out or refurbished Equipment or Products if they are clearly indicated in Vendor’s product and pricing list. Unless agreed to by the Member in advance, Equipment or Products must be delivered as operational to the Member’s site. 













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This Contract offers an indefinite quantity of sales, and while substantial volume is anticipated, sales and sales volume are not guaranteed.

B. WARRANTY. Vendor warrants that all Equipment, Products, and Services furnished are free from liens and encumbrances, and are free from defects in design, materials, and workmanship.

In addition, Vendor warrants the Equipment, Products, and Services are suitable for and will perform in accordance with the ordinary use for which they are intended. Vendor’s dealers and distributors must agree to assist the Member in reaching a resolution in any dispute over warranty terms with the manufacturer. Any manufacturer’s warranty that is effective past the expiration of the Vendor’s warranty will be passed on to the Member.

C. DEALERS AND DISTRIBUTORS. Upon Contract execution, Vendor will make available to Sourcewell a means to validate or authenticate Vendor’s authorized Distributors/Dealers relative to the Equipment, Products, and Services related to this Contract. This list may be updated from time-to-time and is incorporated into this Contract by reference. It is the Vendor’s responsibility to ensure Sourcewell receives the most current version of this list.

3. PRICING

All Equipment, Products, or Services under this Contract will be priced as stated in Vendor’s Proposal.

Regardless of the payment method chosen by the Member, the total cost associated with any purchase option of the Equipment, Products, or Services must always be disclosed in the pricing quote to the applicable Member at the time of purchase.

When providing pricing quotes to Members, all pricing quoted must reflect a Member’s total cost of acquisition. This means that the quoted cost is for delivered Equipment, Products, and Services that are operational for their intended purpose, and includes all costs to the Member’s requested delivery location.

A. SHIPPING AND SHIPPING COSTS. All delivered Equipment and Products must be properly packaged. Damaged Equipment and Products may be rejected. If the damage is not readily apparent at the time of delivery, Vendor must permit the Equipment and Products to be returned within a reasonable time at no cost to Sourcewell or its Members. Members reserve the right to inspect the Equipment and Products at a reasonable time after delivery where circumstances or conditions prevent effective inspection of the Equipment and Products at the time of delivery.

Vendor must arrange for and pay for the return shipment on Equipment and Products that arrive in a defective or inoperable condition.















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Sourcewell may declare the Vendor in breach of this Contract if the Vendor intentionally delivers substandard or inferior Equipment or Products. In the event of the delivery of nonconforming Equipment and Products, the Member will notify the Vendor as soon as possible and the Vendor will replace nonconforming Equipment and Products with conforming Equipment and Products that are acceptable to the Member.

B. SALES TAX. Each Member is responsible for supplying the Vendor with valid tax-exemption certification(s). When ordering, Members must indicate if it is a tax-exempt entity.

C. HOT LIST PRICING. At any time during this Contract, Vendor may offer a specific selection of Equipment, Products, or Services at discounts greater than those listed in the Contract.

When Vendor determines it will offer Hot List Pricing, it must be submitted electronically to Sourcewell in a line-item format. Equipment, Products, or Services may be added or removed from the Hot List at any time through a Sourcewell Price and Product Change Form as defined in Article 4 below.

Hot List program and pricing may also be used to discount and liquidate close-out and discontinued Equipment and Products as long as those close-out and discontinued items are clearly identified as such. Current ordering process and administrative fees apply. Hot List Pricing must be published and made available to all Members.

4. PRODUCT AND PRICING CHANGE REQUESTS

Vendor may request Equipment, Product, or Service changes, additions, or deletions at any time. All requests must be made in writing by submitting a signed Sourcewell Price and Product Change Request Form to the assigned Sourcewell Contract Administrator. This form is available from the assigned Sourcewell Contract Administrator. At a minimum, the request must:

x Identify the applicable Sourcewell contract number
x Clearly specify the requested change
x Provide sufficient detail to justify the requested change x Individually list all Equipment, Products, or Services affected by the requested change, along with the requested change (e.g., addition, deletion, price change) x Include a complete restatement of pricing documentation in Microsoft Excel with the effective date of the modified pricing, or product addition or deletion. The new pricing restatement must include all Equipment, Products, and Services offered, even for those items where pricing remains unchanged.

A fully executed Sourcewell Price and Product Request Form will be become an amendment to this Contract and be incorporated by reference.















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5. MEMBERSHIP, CONTRACT ACCESS, AND MEMBER REQUIREMENTS

A. MEMBERSHIP. Membership in Sourcewell is open to public and nonprofit entities across the United States and Canada; such as municipal, state/province, K-12 and higher education, tribal government, and other public entities.

The benefits of this Contract should be available to all Members that can legally access the Equipment, Products, or Services under this Contract. A Member’s authority to access this Contract is determined through its cooperative purchasing, interlocal, or joint powers laws. Any entity accessing benefits of this Contract will be considered a Service Member of Sourcewell during such time of access. Vendor understands that a Member’s use of this Contract is at the Member’s sole convenience and Members reserve the right to obtain like Equipment, Products, or Services from any other source.

Vendor is responsible for familiarizing its sales and service forces with Sourcewell membership requirements and documentation and will encourage potential members to join Sourcewell.

Sourcewell reserves the right to add and remove Members to its roster during the term of this Contract.

B. PUBLIC FACILITIES. Vendor’s employees may be required to perform work at government- owned facilities, including schools. Vendor’s employees and agents must conduct themselves in a professional manner while on the premises, and in accordance with Member policies and procedures, and all applicable laws.

6. MEMBER ORDERING AND PURCHASE ORDERS

A. PURCHASE ORDERS AND PAYMENT. To access the contracted Equipment, Products, or Services under this Contract, Member must clearly indicate to Vendor that it intends to access this Contract; however, order flow and procedure will be developed jointly between Sourcewell and Vendor. Typically a Member will issue a purchase order directly to Vendor. Members may use their own forms for purchase orders, but it should clearly note the applicable Sourcewell contract number. Members will be solely responsible for payment and Sourcewell will have no liability for any unpaid invoice of any Member.

B. ADDITIONAL TERMS AND CONDITIONS. Additional terms and conditions to a purchase order may be negotiated between a Member and Vendor, such as job or industry-specific requirements, legal requirements (such as affirmative action or immigration status requirements), or specific local policy requirements. Any negotiated additional terms and conditions must never be less favorable to the Member than what is contained in Vendor’s Proposal.

C. PERFORMANCE BOND. If requested by a Member, Vendor will provide a performance bond that meets the requirements set forth in the Member’s purchase order.















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D. SPECIALIZED SERVICE REQUIREMENTS. In the event that the Member requires service or specialized performance requirements (such as e-commerce specifications, specialized delivery requirements, or other specifications and requirements) not addressed in this Contract, the Member and the Vendor may enter into a separate, standalone agreement, apart from this Contract. Sourcewell, including its agents and employees, will not be made a party to a claim for breach of such agreement.

E. TERMINATION OF PURCHASE ORDERS. Members may terminate a purchase order, in whole or in part, immediately upon notice to Vendor in the event of any of the following events:

1. The Member fails to receive funding or appropriation from its governing body at levels sufficient to pay for the goods to be purchased;

2. Federal or state laws or regulations prohibit the purchase or change the Member’s requirements; or

3. Vendor commits any material breach of this Contract or the additional terms agreed to between the Vendor and a Member.

F. GOVERNING LAW AND VENUE. The governing law and venue for any action related to a Member’s purchase order will be determined by the Member making the purchase.

7. CUSTOMER SERVICE

A. PRIMARY ACCOUNT REPRESENTATIVE. Vendor will assign an Account Representative to Sourcewell for this Contract and must provide prompt notice to Sourcewell if that person is changed. The Account Representative will be responsible for:

x Maintenance and management of this Contract;
x Timely response to all Sourcewell and Member inquiries; and x Business reviews to Sourcewell and Members, if applicable.

B. BUSINESS REVIEWS. Vendor must perform a minimum of one business review with Sourcewell per contract year. The business review will cover sales to members, pricing and contract terms, administrative fees, supply issues, customer issues, and any other necessary information.

8. REPORT ON CONTRACT SALES ACTIVITY AND ADMINISTRATIVE FEE PAYMENT

A. CONTRACT SALES ACTIVITY REPORT. Each calendar quarter, Vendor must provide a contract sales activity report (Report) to the Sourcewell Contract Administrator assigned to this Contract. A Report must be provided regardless of the number or amount of sales during that quarter (i.e., if there are no sales, Vendor must submit a report indicating no sales were made).















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The Report must contain the following fields:

x Customer Name (e.g., City of Staples Highway Department); x Customer Physical Street Address;
x Customer City;
x Customer State;
x Customer Zip Code;
x Customer Contact Name;
x Customer Contact Email Address;
x Customer Contact Telephone Number;
x Sourcewell Assigned Entity/Member Number;
x Item Purchased Description;
x Item Purchased Price;
x Sourcewell Administrative Fee Applied; and
x Date Purchase was invoiced/sale was recognized as revenue by Vendor.

B. ADMINISTRATIVE FEE. In consideration for the support and services provided by Sourcewell, the Vendor will pay an administrative fee to Sourcewell on all Equipment, Products, and Services provided to Members. The Vendor will submit a check payable to Sourcewell for the percentage of administrative fee stated in the Proposal multiplied by the total sales of all Equipment, Products, and Services purchased by Members under this Contract during each calendar quarter. Payments should note the Sourcewell-assigned contract number in the memo and must be mailed to the address above “Attn: Accounts Receivable.” Payments must be received no later than forty-five (45) calendar days after the end of each calendar quarter.

Vendor agrees to cooperate with Sourcewell in auditing transactions under this Contract to ensure that the administrative fee is paid on all items purchased under this Contract.

In the event the Vendor is delinquent in any undisputed administrative fees, Sourcewell reserves the right to cancel this Contract and reject any proposal submitted by the Vendor in any subsequent solicitation. In the event this Contract is cancelled by either party prior to the Contract’s expiration date, the administrative fee payment will be due no more than thirty (30) days from the cancellation date.

9. AUTHORIZED REPRESENTATIVE

Sourcewell's Authorized Representative is its Chief Procurement Officer.

Vendor’s Authorized Representative is the person named in the Vendor’s Proposal. If Vendor’s Authorized Representative changes at any time during this Contract, Vendor must promptly notify Sourcewell in writing.















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10. ASSIGNMENT, AMENDMENTS, WAIVER, AND CONTRACT COMPLETE

A. ASSIGNMENT. Neither the Vendor nor Sourcewell may assign or transfer any rights or obligations under this Contract without the prior consent of the parties and a fully executed assignment agreement. Such consent will not be unreasonably withheld.

B. AMENDMENTS. Any amendment to this Contract must be in writing and will not be effective until it has been fully executed by the parties.

C. WAIVER. If either party fails to enforce any provision of this Contract, that failure does not waive the provision or the right to enforce it.

D. CONTRACT COMPLETE. This Contract contains all negotiations and agreements between Sourcewell and Vendor. No other understanding regarding this Contract, whether written or oral, may be used to bind either party.

E. RELATIONSHIP OF THE PARTIES. The relationship of the parties is one of independent contractors, each free to exercise judgment and discretion with regard to the conduct of their respective businesses. This Contract does not create a partnership, joint venture, master- servant, principal-agent, or any other relationship.

11. LIABILITY

Vendor must indemnify, save, and hold Sourcewell and its Members, including their agents and employees, harmless from any claims or causes of action, including attorneys’ fees, arising out of the performance of this Contract by the Vendor or its agents or employees; this indemnification includes injury or death to person(s) or property alleged to have been caused by some defect in the Equipment, Products, or Services under this Contract to the extent the Equipment, Product, or Service has been used according to its specifications.

12. AUDITS

Sourcewell reserves the right to review the books, records, documents, and accounting procedures and practices of the Vendor relevant to this Contract for a minimum of six (6) years from the end of this Contract. This clause extends to Members as it relates to business conducted by that Member under this Contract.

13. GOVERNMENT DATA PRACTICES

Vendor and Sourcewell must comply with the Minnesota Government Data Practices Act, Minnesota Statutes Chapter 13, as it applies to all data provided by or provided to Sourcewell under this Contract and as it applies to all data created, collected, received, stored, used, maintained, or disseminated by the Vendor under this Contract.















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If the Vendor receives a request to release the data referred to in this article, the Vendor must immediately notify Sourcewell and Sourcewell will assist with how the Vendor should respond to the request.

14. INTELLECTUAL PROPERTY

As applicable, Vendor agrees to indemnify and hold harmless Sourcewell and its Members against any and all suits, claims, judgments, and costs instituted or recovered against Sourcewell or Members by any person on account of the use of any Equipment or Products by Sourcewell or its Members supplied by Vendor in violation of applicable patent or copyright laws.

15. PUBLICITY, MARKETING, AND ENDORSEMENT

A. PUBLICITY. Any publicity regarding the subject matter of this Contract must not be released without prior written approval from the Authorized Representatives. Publicity includes notices, informational pamphlets, press releases, research, reports, signs, and similar public notices prepared by or for the Vendor individually or jointly with others, or any subcontractors, with respect to the program, publications, or services provided resulting from this Contract.

B. MARKETING. Any direct advertising, marketing, or offers with Members must be approved by Sourcewell. Materials should be sent to the Sourcewell Contract Administrator assigned to this Contract.

C. ENDORSEMENT. The Vendor must not claim that Sourcewell endorses its Equipment, Products, or Services.

16. GOVERNING LAW, JURISDICTION, AND VENUE

Minnesota law governs this Contract. Venue for all legal proceedings out of this Contract, or its breach, must be in the appropriate state court in Todd County or federal court in Fergus Falls, Minnesota.

17. FORCE MAJEURE

Neither party to this Contract will be held responsible for delay or default caused by acts of God or other conditions that are beyond that party’s reasonable control. A party defaulting under this provision must provide the other party prompt written notice of the default.

18. SEVERABILITY

If any provision of this Contract is found to be illegal, unenforceable, or void then both Sourcewell and Vendor will be relieved of all obligations arising under such provisions. If the 













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remainder of this Contract is capable of performance, it will not be affected by such declaration or finding and must be fully performed.

19. PERFORMANCE, DEFAULT, AND REMEDIES

A. PERFORMANCE. During the term of this Contract, the parties will monitor performance and address unresolved contract issues as follows:

1. Notification. The parties must promptly notify each other of any known dispute and work in good faith to resolve such dispute within a reasonable period of time. If necessary, Sourcewell and the Vendor will jointly develop a short briefing document that describes the issue(s), relevant impact, and positions of both parties.

2. Escalation. If parties are unable to resolve the issue in a timely manner, as specified above, either Sourcewell or Vendor may escalate the resolution of the issue to a higher level of management. The Vendor will have thirty (30) calendar days to cure an outstanding issue.

3. Performance while Dispute is Pending. Notwithstanding the existence of a dispute, the Vendor must continue without delay to carry out all of its responsibilities under the Contract that are not affected by the dispute. If the Vendor fails to continue without delay to perform its responsibilities under the Contract, in the accomplishment of all undisputed work, any additional costs incurred by Sourcewell and/or its Members as a result of such failure to proceed will be borne by the Vendor.

B. DEFAULT AND REMEDIES. Either of the following constitutes cause to declare this Contract, or any Member order under this Contract, in default:

1. Nonperformance of contractual requirements, or

2. A material breach of any term or condition of this Contract.

Written notice of default and a reasonable opportunity to cure must be issued by the party claiming default. Time allowed for cure will not diminish or eliminate any liability for liquidated or other damages. If the default remains after the opportunity for cure, the non-defaulting party may:

x Exercise any remedy provided by law or equity, or
x Terminate the Contract or any portion thereof, including any orders issued against the Contract.

20. INSURANCE

A. REQUIREMENTS. At its own expense, Vendor must maintain insurance policy(ies) in effect at all times during the performance of this Contract with insurance company(ies) licensed or authorized to do business in the State of Minnesota having an “AM BEST” rating of A- or better, with coverage and limits of insurance not less than the following:














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1. Workers’ Compensation and Employer’s Liability.

Workers’ Compensation: As required by any applicable law or regulation.

Employer's Liability Insurance: must be provided in amounts not less than listed below:

Minimum limits:
$500,000 each accident for bodily injury by accident
$500,000 policy limit for bodily injury by disease
$500,000 each employee for bodily injury by disease

2. Commercial General Liability Insurance. Vendor will maintain insurance covering its operations, with coverage on an occurrence basis, and must be subject to terms no less broad than the Insurance Services Office (“ISO”) Commercial General Liability Form CG0001 (2001 or newer edition). At a minimum, coverage must include liability arising from premises, operations, bodily injury and property damage, independent contractors, products-completed operations including construction defect, contractual liability, blanket contractual liability, and personal injury and advertising injury. All required limits, terms and conditions of coverage must be maintained during the term of this Contract.

Minimum Limits:
$1,000,000 each occurrence Bodily Injury and Property Damage $1,000,000 Personal and Advertising Injury
$2,000,000 aggregate for Products-Completed operations
$2,000,000 general aggregate

3. Commercial Automobile Liability Insurance. During the term of this Contract, Vendor will maintain insurance covering all owned, hired, and non-owned automobiles in limits of liability not less than indicated below. The coverage must be subject to terms no less broad than ISO Business Auto Coverage Form CA 0001 (2010 edition or newer).

Minimum Limits:
$1,000,000 each accident, combined single limit

4. Umbrella Insurance. During the term of this Contract, Vendor will maintain umbrella coverage over Workers’ Compensation, Commercial General Liability, and Commercial Automobile.

Minimum Limits:
$2,000,000

5. Professional/Technical, Errors and Omissions, and/or Miscellaneous Liability.

During the term of this Contract, Vendor will maintain coverage for all claims the Vendor may become legally obligated to pay resulting from any actual or alleged negligent act, error, or omission related to Vendor’s professional services required under this Contract.

Minimum Limits:
$2,000,000 per claim or event














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$2,000,000 – annual aggregate

6. Network Security and Privacy Liability Insurance. During the term of this Contract, Vendor will maintain coverage for network security and privacy liability. The coverage may be endorsed on another form of liability coverage or written on a standalone policy. The insurance must cover claims which may arise from failure of Vendor’s security resulting in, but not limited to, computer attacks, unauthorized access, disclosure of not public data – including but not limited to, confidential or private information, transmission of a computer virus, or denial of service.

Minimum limits:
$2,000,000 per occurrence
$2,000,000 annual aggregate

Failure of Vendor to maintain the required insurance will constitute a material breach entitling Sourcewell to immediately terminate this Contract for default.

B. CERTIFICATES OF INSURANCE. Prior to commencing under this Contract, Vendor must furnish to Sourcewell a certificate of insurance, as evidence of the insurance required under this Contract. Prior to expiration of the policy(ies), renewal certificates must be mailed to Sourcewell, 202 12th Street Northeast, P.O. Box 219, Staples, MN 56479 or sent to the Sourcewell Contract Administrator assigned to this Contract. The certificates must be signed by a person authorized by the insurer(s) to bind coverage on their behalf. All policies must include there will be no cancellation, suspension, non-renewal, or reduction of coverage without thirty (30) days’ prior written notice to the Vendor.

Upon request, Vendor must provide to Sourcewell copies of applicable policies and endorsements, within ten (10) days of a request. Failure to request certificates of insurance by Sourcewell, or failure of Vendor to provide certificates of insurance, in no way limits or relieves Vendor of its duties and responsibilities in this Contract.

C. ADDITIONAL INSURED ENDORSEMENT AND PRIMARY AND NON-CONTRIBUTORY INSURANCE CLAUSE. Vendor agrees to name Sourcewell and its Members, including their officers, agents, and employees, as an additional insured under the Vendor’s commercial general liability insurance policy with respect to liability arising out of activities, “operations,” or “work” performed by or on behalf of Vendor, and products and completed operations of Vendor. The policy provision(s) or endorsement(s) must further provide that coverage is primary and not excess over or contributory with any other valid, applicable, and collectible insurance or self-insurance in force for the additional insureds.

D. WAIVER OF SUBROGATION. Vendor waives and must require (by endorsement or otherwise) all its insurers to waive subrogation rights against Sourcewell and other additional insureds for losses paid under the insurance policies required by this Contract or other insurance applicable to the Vendor or its subcontractors. The waiver must apply to all deductibles and/or self-insured retentions applicable to the required or any other insurance 













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maintained by the Vendor or its subcontractors. Where permitted by law, Vendor must require similar written express waivers of subrogation and insurance clauses from each of its subcontractors.

E. UMBRELLA/EXCESS LIABILITY. The limits required by this Contract can be met by either providing a primary policy or in combination with umbrella/excess liability policy(ies).

F. SELF-INSURED RETENTIONS. Any self-insured retention in excess of $10,000 is subject to Sourcewell’s approval.

21. COMPLIANCE

A. LAWS AND REGULATIONS. All Equipment, Products, or Services provided under this Contract must comply fully with applicable federal laws and regulations, and with the laws in the states and provinces in which the Equipment, Products, or Services are sold.

B. LICENSES. Vendor must maintain a valid status on all required federal, state, and local licenses, bonds, and permits required for the operation of the business that the Vendor conducts with Sourcewell and Members.

22. BANKRUPTCY, DEBARMENT, OR SUSPENSION CERTIFICATION

Vendor certifies and warrants that it is not in bankruptcy or that it has previously disclosed in writing certain information to Sourcewell related to bankruptcy actions. If at any time during this Contract Vendor declares bankruptcy, Vendor must immediately notify Sourcewell in writing.

Vendor certifies and warrants that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from programs operated by the State of Minnesota, the United States federal government, or any Member.

Vendor certifies and warrants that neither it nor its principals have been convicted of a criminal offense related to the subject matter of this Contract. Vendor further warrants that it will provide immediate written notice to Sourcewell if this certification changes at any time.

23. PROVISIONS FOR NON-UNITED STATES FEDERAL ENTITY PROCUREMENTS UNDER

UNITED STATES FEDERAL AWARDS OR OTHER AWARDS

Members that use United States federal grant or FEMA funds to purchase goods or services from this Contract may be subject to additional requirements including the procurement standards of the Uniform Administrative Requirements, Cost Principles and Audit Requirements for Federal Awards, 2 C.F.R. § 200. Members may also require additional requirements based on specific funding specifications. Within this Article, all references to “federal” should be interpreted to mean the United States federal government. The following list only applies when 













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a Member accesses Vendor’s Equipment, Products, or Services with United States federal funds.

A. EQUAL EMPLOYMENT OPPORTUNITY. Except as otherwise provided under 41 C.F.R. § 60, all contracts that meet the definition of “federally assisted construction contract” in 41 C.F.R. § 60-

1.3 must include the equal opportunity clause provided under 41 C.F.R. §60-1.4(b), in accordance with Executive Order 11246, “Equal Employment Opportunity” (30 FR 12319, 12935, 3 C.F.R. §, 1964-1965 Comp., p. 339), as amended by Executive Order 11375, “Amending Executive Order 11246 Relating to Equal Employment Opportunity,” and implementing regulations at 41 C.F.R. § 60, “Office of Federal Contract Compliance Programs, Equal Employment Opportunity, Department of Labor.” The equal opportunity clause is incorporated herein by reference.

B. DAVIS-BACON ACT, AS AMENDED (40 U.S.C. § 3141-3148). When required by federal program legislation, all prime construction contracts in excess of $2,000 awarded by non- federal entities must include a provision for compliance with the Davis-Bacon Act (40 U.S.C. § 3141-3144, and 3146-3148) as supplemented by Department of Labor regulations (29 C.F.R. § 5, “Labor Standards Provisions Applicable to Contracts Covering Federally Financed and Assisted Construction”). In accordance with the statute, contractors must be required to pay wages to laborers and mechanics at a rate not less than the prevailing wages specified in a wage determination made by the Secretary of Labor. In addition, contractors must be required to pay wages not less than once a week. The non-federal entity must place a copy of the current prevailing wage determination issued by the Department of Labor in each solicitation. The decision to award a contract or subcontract must be conditioned upon the acceptance of the wage determination. The non-federal entity must report all suspected or reported violations to the federal awarding agency. The contracts must also include a provision for compliance with the Copeland “Anti-Kickback” Act (40 U.S.C. § 3145), as supplemented by Department of Labor regulations (29 C.F.R. § 3, “Contractors and Subcontractors on Public Building or Public Work Financed in Whole or in Part by Loans or Grants from the United States”). The Act provides that each contractor or subrecipient must be prohibited from inducing, by any means, any person employed in the construction, completion, or repair of public work, to give up any part of the compensation to which he or she is otherwise entitled. The non-federal entity must report all suspected or reported violations to the federal awarding agency. Vendor must be in compliance with all applicable Davis-Bacon Act provisions.

C. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT (40 U.S.C. § 3701-3708). Where applicable, all contracts awarded by the non-federal entity in excess of $100,000 that involve the employment of mechanics or laborers must include a provision for compliance with 40 U.S.C. § 3702 and 3704, as supplemented by Department of Labor regulations (29 C.F.R. § 5).

Under 40 U.S.C. § 3702 of the Act, each contractor must be required to compute the wages of every mechanic and laborer on the basis of a standard work week of 40 hours. Work in excess of the standard work week is permissible provided that the worker is compensated at a rate of not less than one and a half times the basic rate of pay for all hours worked in excess of 40 hours in the work week. The requirements of 40 U.S.C. § 3704 are applicable to construction 













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work and provide that no laborer or mechanic must be required to work in surroundings or under working conditions which are unsanitary, hazardous or dangerous. These requirements do not apply to the purchases of supplies or materials or articles ordinarily available on the open market, or contracts for transportation or transmission of intelligence. This provision is hereby incorporated by reference into this Contract. Vendor certifies that during the term of an award for all contracts by Sourcewell resulting from this procurement process, Vendor must comply with applicable requirements as referenced above.

D. RIGHTS TO INVENTIONS MADE UNDER A CONTRACT OR AGREEMENT. If the federal award meets the definition of “funding agreement” under 37 C.F.R. § 401.2(a) and the recipient or subrecipient wishes to enter into a contract with a small business firm or nonprofit organization regarding the substitution of parties, assignment or performance of experimental, developmental, or research work under that “funding agreement,” the recipient or subrecipient must comply with the requirements of 37 C.F.R. § 401, “Rights to Inventions Made by Nonprofit Organizations and Small Business Firms Under Government Grants, Contracts and Cooperative Agreements,” and any implementing regulations issued by the awarding agency. Vendor certifies that during the term of an award for all contracts by Sourcewell resulting from this procurement process, Vendor must comply with applicable requirements as referenced above.

E. CLEAN AIR ACT (42 U.S.C. § 7401-7671Q.) AND THE FEDERAL WATER POLLUTION CONTROL ACT (33 U.S.C. § 1251-1387). Contracts and subgrants of amounts in excess of $150,000 require the non-federal award to agree to comply with all applicable standards, orders or regulations issued pursuant to the Clean Air Act (42 U.S.C. § 7401- 7671q) and the Federal Water Pollution Control Act as amended (33 U.S.C. § 1251- 1387). Violations must be reported to the Federal awarding agency and the Regional Office of the Environmental Protection Agency (EPA). Vendor certifies that during the term of this Contract will comply with applicable requirements as referenced above.

F. DEBARMENT AND SUSPENSION (EXECUTIVE ORDERS 12549 AND 12689). A contract award (see 2 C.F.R. § 180.220) must not be made to parties listed on the government wide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 C.F.R. §180 that implement Executive Orders 12549 (3 C.F.R. § 1986 Comp., p. 189) and 12689 (3 C.F.R. § 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549. Vendor certifies that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation by any federal department or agency.

G. BYRD ANTI-LOBBYING AMENDMENT, AS AMENDED (31 U.S.C. § 1352). Vendors must file any required certifications. Vendors must not have used federal appropriated funds to pay any person or organization for influencing or attempting to influence an officer or employee of any agency, a member of Congress, officer or employee of Congress, or an employee of a member of Congress in connection with obtaining any federal contract, grant, or any other award 













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covered by 31 U.S.C. § 1352. Vendors must disclose any lobbying with non-federal funds that takes place in connection with obtaining any federal award. Such disclosures are forwarded from tier to tier up to the non-federal award. Vendors must file all certifications and disclosures required by, and otherwise comply with, the Byrd Anti-Lobbying Amendment (31 U.S.C. § 1352).

H. RECORD RETENTION REQUIREMENTS. To the extent applicable, Vendor must comply with the record retention requirements detailed in 2 C.F.R. § 200.333. The Vendor further certifies that it will retain all records as required by 2 C.F.R. § 200.333 for a period of three (3) years after grantees or subgrantees submit final expenditure reports or quarterly or annual financial reports, as applicable, and all other pending matters are closed.

I. ENERGY POLICY AND CONSERVATION ACT COMPLIANCE. To the extent applicable, Vendor must comply with the mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act.

J. BUY AMERICAN PROVISIONS COMPLIANCE. To the extent applicable, Vendor must comply with all applicable provisions of the Buy American Act. Purchases made in accordance with the Buy American Act must follow the applicable procurement rules calling for free and open competition.

K. ACCESS TO RECORDS (2 C.F.R. § 200.336). Vendor agrees that duly authorized representatives of a federal agency must have access to any books, documents, papers and records of Vendor that are directly pertinent to Vendor’s discharge of its obligations under this Contract for the purpose of making audits, examinations, excerpts, and transcriptions. The right also includes timely and reasonable access to Vendor’s personnel for the purpose of interview and discussion relating to such documents.

L. PROCUREMENT OF RECOVERED MATERIALS (2 C.F.R. § 200.322). A non-federal entity that is a state agency or agency of a political subdivision of a state and its contractors must comply with Section 6002 of the Solid Waste Disposal Act, as amended by the Resource Conservation and Recovery Act. The requirements of Section 6002 include procuring only items designated in guidelines of the Environmental Protection Agency (EPA) at 40 C.F.R. § 247 that contain the highest percentage of recovered materials practicable, consistent with maintaining a satisfactory level of competition, where the purchase price of the item exceeds $10,000 or the value of the quantity acquired during the preceding fiscal year exceeded $10,000; procuring solid waste management services in a manner that maximizes energy and resource recovery; and establishing an affirmative procurement program for procurement of recovered materials identified in the EPA guidelines.















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24. CANCELLATION

Sourcewell or Vendor may cancel this Contract at any time, with or without cause, upon sixty (60) days’ written notice to the other party. However, Sourcewell may cancel this Contract immediately upon discovery of a material defect in any certification made in Vendor’s Proposal.

Termination of this Contract does not relieve either party of financial, product, or service obligations incurred or accrued prior to termination.

Sourcewell LION First Responder PPE Inc.

By: __________________________ By: __________________________ Jeremy Schwartz Mark T. Smith
Title: Director of Operations &
Procurement/CPO
Title: President LION Americas

Date: ________________________
Date: ________________________
Approved:

By: __________________________
Chad Coauette
Title: Executive Director/CEO

Date: ________________________

















 





 




 


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Redlands Regular Meeting of 12-05-23
113 of 966
City Council/Successor Agency Meeting H. 7.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve the $30,000 contribution for the 2024 Fourth of July Celebration and determine that the financial support serves as a public benefit (Facilities and Community Services Director Crocker) MOTION(S):

If the City Council determines that this request is appropriate, the following motion is provided:

I move that the City Council approve a contribution of $30,000 for the 2024 Fourth of July Celebration to be paid to the Redlands 4th of July Committee and determine that the financial support serves as a public benefit.

1. RECOMMENDATION:

Staff recommends that the City Council approve a contribution of $30,000 for the 2024 Fourth of July Celebration to be paid to the Redlands 4th of July Committee. Staff further recommends that the City Council determine that the financial support serves as a public benefit and direct staff accordingly regarding the request for support of the 2024 Fourth of July Celebration event.

DISCUSSION:

The Facilities and Community Services Department processes applications and issues permits for special events to be held in public areas of the City. Upon issuance of a special event permit, the event may take place contingent on the event organizer paying the required fees. The City recognizes the value of partnering with non-profit agencies and organizations to provide services beneficial to the community. Therefore, in an effort to support programs that provide a community benefit, the City Council will, from time to time, consider the authorization of the use of city resources in support of a special event.

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The Redlands Fourth of July Committee (Committee) has held the Redlands 4th of July Celebration Event for the past 53 years. Although historically the event has been held at the University of Redlands, the event was relocated to Moore Middle School in 2020. In anticipation of the 2024 4th of July celebration, the Committee is requesting support from the City of Redlands by providing FCS, Police, and Fire personnel, and funds in the amount of $30,000 for the event to be held once again at Moore Middle School. At this time, the Committee is requesting approval of the $30,000 contribution needed to reserve the fireworks display. Note that this cost represents only a portion of the total cost for fireworks, as the Committee reports the overall show last year cost $123,000.

The average in-kind service contribution is approximately $24,000 and a separate report for those services will be included in a future City Council agenda.

Should Council approve the contribution, the funds will be paid after the event occurs.

ALTERNATIVES:

The City Council may elect to deny the request for the expenditure of funds, or choose an alternative amount.

STRATEGIC PLAN:

Supports Priority A - Quality of Life; Strategic Objective 1. Beautification, Arts and Culture
SUBMITTED BY:

Tabitha Crocker, Facilities and Community Services Director RECOMMENDED BY:

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

Janice McConnell, Assistant City Manager
Chris Boatman, Assistant City Manager
Danielle Garcia, Management Services/Finance Director
PREPARED BY:

Joe Bierma, Administrative Analyst
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Fiscal Impact
Fiscal Year: 2023-2024
Revenue Generating: N
Appropriation Required Y/N: N
Amount: $30,000
Budgeted Y/N: N
Account No.: 101300-8501
Discussion:

The $30,000 contribution for fireworks is an unbudgeted expense. However, staff has identified recreational funds in project savings that can be utilized if the City Council approve this request.

Attachments
A. 4th of July Committee Letter
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Redlands Fourth of July Committee, Inc.
278 Tennessee Street
Suite 12
Redlands, California

September 30, 2023

City of Redlands
Chris Boatman
35 Cajon Street
Redlands, California 92373

RE: 2024 Fireworks Show Location

Dear Mr. Boatman,

I’m writing to you today to request continued support from the City of Redlands for our 2024 annual 4th of July Celebration at Sylvan Park and Fireworks Show at Moore Middle School.

For the past 3 years our community fireworks show has been funded through ticket sales and monetary support from San Manuel Band of Mission Indians and the City of Redlands. Without these three components, Redlands Fourth of July Celebration would not be possible as event costs to host the Fireworks Show, Community Flyovers, Skydivers and Bands exceed ticket income. The combined community celebration at Sylvan Park and the Fireworks Show as discussed above cost just over $123,000 this past year.

In cooperation with Redlands Unified School District, we have held 3 fireworks shows at Moore Middle School sports fields at reduced costs for the event. This has allowed us to hold monies in reserve after the event these past two years to pay $15,000 deposit for the fireworks contract due in January and approximately $12,000 in advance event set up costs, payable from February to June of each year.

While our 2023 event enjoyed increased ticket sales, there are monetary logistics to navigate that are unique to the event each year. For the 2023 event we tracked over 625 volunteer hours spent between setup, logistics, and event day labor at Sylvan Park and Moore MS fireworks display.

The committee is a group of Redlands community members that are willing to volunteer for free but not able to shoulder the risk of lack of income or rising event costs from year to year. Without the City’s in-kind and cash support, we would decline to host this year’s event and be in a position to personally take responsibility if ticket sales are not supported through public attendance.

Please let me know if any further information is needed.

Thank you,
Tim Murone
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City Council/Successor Agency Meeting H. 8.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve rejection of the apparent lowest bidders and approve the agreement with Southern California Landscape, Inc. for irrigation and landscaping on Redlands Boulevard, between Tennessee Street and Kansas Street, and determine that the project is exempt from environmental review pursuant to Section 15304 of the State's guidelines implementing the California Environmental Quality Act (Facilities and Community Services Director Crocker)
MOTION(S):

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

I move that the City Council determine that the project is categorically exempt from environmental review in accordance with Section 15304 of the State's guidelines implementing the California Environmental Quality Act; and

1. I move to approve the rejection of the apparent lowest bidders and approve the agreement with Southern California Landscape, Inc. for irrigation and landscaping on Redlands Boulevard, between Tennessee Street and Kansas Street, for an amount not to exceed $145,188.40.

2. RECOMMENDATION:

Staff recommends that the City Council approve an agreement with Southern California Landscape, Inc. for irrigation and landscaping on Redlands Boulevard, between Tennessee Street and Kansas Street, for an amount not to exceed $145,188.40. Staff further recommends that the City Council determine that the project is categorically exempt from environmental review in accordance with Section 15304 of the State's guidelines implementing the California Environmental Quality Act.

DISCUSSION:

The City recently purchased property adjacent to the corporate yard with frontage on Redlands Boulevard. The property provided a much-needed expansion area for various City functions, including the Parks Division, Water Division, and Equipment Maintenance. At the time of acquisition, the expanded city yard was fenced and enclosed, but the landscaping along Redlands Boulevard was not updated or improved to meet current standards.

A landscape architect was commissioned to create a landscape plan for the highly visible frontage, and an RFP was developed and posted on August 31, 2023, based on the plan Redlands Regular Meeting of 12-05-23
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developed by the landscape architect. On September 18, 2023, the City Clerk's office received and opened six bids. Staff evaluated the bids for conformance with the City's purchasing ordinance, and verified the total price as shown in the table below.

Kormex Construction and Jas Landscape were deemed to be non-responsive bidders due to quantity changes that were revised in Addendum 1. Addendum 1 was not acknowledged by Kormex Construction or Jas Landscape, which in turn, altered their final price as the quantities were not correct. Consequently, Southern California Landscape, Inc. was deemed the apparent lowest responsive and responsible bidder and met all of the bidding requirements. *Non-Responsive Bidders

BIDDER BID AMOUNT

EAST SIDE
BID
AMOUNT

WEST SIDE
TOTAL
BID
AMOUNT
*Kormex Construction, Ontario, CA $108,922.00 $22,310.00 $131,232.00 Southern California Landscape, Rancho
Cucamonga, CA $128,814.40 $16,374.00 $145,188.40
Premier West Landscape, Walnut, CA $135,102.24 $17,604.81 $152,707.05 Superb Engineering, Banning, CA $137,957.50 $19,770.00 $157,727.50 *Jas Landscape, Oxnard, CA $113,863.50 $25,155.00 $139,018.50 SDC Engineering, Inc., Laguna Hills, CA $141,529.55 $29,715.28 $170,704.83 The proposed agreement will provide landscaping along the south side of Redlands Boulevard from Tennessee Street to Kansas Street, greatly improving the aesthetics of the sidewalk area.

These improvements include the installation of a new drip irrigation system, approximately 181 tons of decomposed granite, drought tolerant trees and shrubs.

ALTERNATIVES:

The City Council may elect not to award the agreement to Southern California Landscape, Inc. and provide alternative direction to staff.

STRATEGIC PLAN:

Priority A - Quality of Life
SUBMITTED BY:

Tabitha Crocker, Facilities and Community Services Department Director RECOMMENDED BY:

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

Christopher Boatman, Assistant City Manager
Yvette M. Abich Garcia, City Attorney
Janice McConnell, Assistant City Manager
Danielle Garcia, Management Services/Finance Director
Dana Abramovitz, Purchasing Manager
PREPARED BY:

Kathleen Giorgianni, Senior Administrative Assistant
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Fiscal Impact
Fiscal Year: 2023/2024
Revenue Generating: NO
Appropriation Required Y/N: NO
Amount: 145,188.40
Budgeted Y/N: Y
Account No.: 607900, 511900, 501900, 101304
Discussion:

The irrigation and landscaping project in the city yard will be funded by the following departments and divisions under the current budget; 25% Equipment Maintenance (607900), 25% Solid Waste (511900), 25% Water Utility (501900), and 25% Streets (101304).

Attachments
Agreement
Bid Report
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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 1 AGREEMENT TO PERFORM NON-PROFESSIONAL SERVICES

FOR IMPROVEMENT TO PUBLIC BUILDINGS AND GROUNDS

This agreement for the provision of Corporate Yard landscaping (“Agreement”) is made and entered in this 5th day of December, 2023 (“Effective Date”), by and between the City of Redlands, a municipal corporation (“City”) and Southern California Landscape, Inc., a California corporation (“Contractor”). City and Contractor are sometimes individually referred to herein as a “Party” and, together, as the “Parties.” In consideration of the mutual promises contained herein, City and Contractor agree as follows:

ARTICLE 1 – ENGAGEMENT OF CONTRACTOR

1.1 City hereby engages Contractor to perform Corporate Yard landscaping services for City (the “ Services”). The Services t hat Contractor shall perform ar e more particularly described in Exhibit “A,” titled “Scope of Ser vices,” which is attached hereto and incorporated herein by this reference.

1.2 The Services shall be performed by Contractor in a professional manner, and Contractor represents that it has th e skill and the professional expertise necessary to provide the Services to City at a level of competency presently maintained by other practicing professional Contractors in the industry providing like and similar types of Services.

ARTICLE 2 – RESPONSIBILITIES OF CONTRACTOR

2.1 Contractor shall comply with all applicable federal, state, and local laws and regulations in the performance of the Services including, but not limited, to all applicable L abor Code and prevailing wage laws and non -discrimination laws, including the Americans with Disabilities Act. Pursuant to Labor Code section 1773.2, copies of the prevailing rates of per diem wages as determined by the Director of the California D epartment of Industrial Relations for each craft, classification or type of worker needed to undertake the Services are on file at City’s Municipal Utilities and Engineering Department, located at the Civic Center, 35 Cajon Street, Suite 15A (Mailing: P.O. Box 3005), Redlands, California 92373.

2.2 Contractor acknowledges that if it violates the Labor Code provisions relating to prevailing wages that City may enforce such provisions by withholding payments to Contractor or its subcontractors pursuant to Labor Code section 1771.6.

2.3 If Contractor executes an agreemen t with a subcontractor to perform any portion of the Services, Contractor shall compl y with Labor Code sections 1775 and 1777.7, and shall provide the subcontractor with copies of the provisions of Labor Code sections 1771, 1775, 1776, 1777.5, 1813 and 181 5. Contractor acknowledges that the statutory provisions establishing penalties for failure to comply with state wage and hour laws and to pay prevailing wages may be enforced by City pursuant to Labor Code sections 1775 and 1813.

2.4 Contractor and its subcontractors shall comply with the provisions of Labor Code secti on 1776 regarding payroll records maintenance, certifications, retention, and inspection.

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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 2 2.5 Contractor acknowledges that eight (8) hours constitutes a lega l day’s work pursuant to Labor Code section 1810.

2.6 Contractor shall comply with the provisions of Labor Code section 1777.5 as to apprenticeships, and Labor Code sections 1771, 1775, 1776, 1777.5, 1813 and 1815.

2.7 Pursuant to Public Contract Code section 7103.5(b), Contractor offers and agrees to assign to City all rights, title and interest in a nd to all causes of action it may have under section 4 of the Clayton Ac t (15 U.S.C. section 15) or under the Cartwright Act (Chapter 2 (commencing with section 16700) of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, goods or materials pursuant to this Agreement.

ARTICLE 3 – RESPONSIBILITIES OF CITY

3.1 City shall make available to Contractor information in its possession that may reasonably assist Contractor in performing the Services.

3.2 City des ignates Tabitha Crocker, Facilities & Community Services Director , as City’s representative with respect to performance of the Services, and such person shall have the authority to transmit instructions, receive information, interpret, and define City’s policies and decisions with respect to performance of the Services.

ARTICLE 4 – PERFORMANCE OF SERVICES

4.1 Consultant shall perform and complete the Services in a prompt and diligent manner in accordance with the schedule set forth in Exhibit “A,” titled “Scope of Services,” which is attached hereto and incorporated herein by reference.

4.2 Contractor shall complete the Services within thirty (30) calendar days from the Notice to Proceed date unless the Services are earlier terminated as permitted herein.

4.3 Contractor shall furnish a labor and material bond in the form attached hereto as Exhibit “B,” which is attached hereto and incorporated herein by this reference, in an amount equal to one hundred percent (100%) of the total compensation to be paid to Contractor pursuant to this Agreement.

ARTICLE 5 – PAYMENTS TO CONTRACTOR

5.1 Compensation:

Total compensation for Contractor’s performance of the Services shall be in the amount of One Hundred Forty-Five Thousand, One Hundred Eighty-Eight Dollars and Forty Cents ($145,188.40). City shall pay Contractor in acc ordance with Exhibit “ C” titled “Fee Schedule,” which is attached hereto and incorporated herein by reference.

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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 3 5.2 Contractor shall submit an invoice to City upon completion of the Services. City shall pay Contractor no later than thirty (30) days after receipt and approval by City of Contractor’s invoice.

5.3 Any n otice or other communication re quired, or whic h may be given, pursua nt to t his Agreement, shall be in writing. Any such notice shall be deemed delivered (i) on the date of delivery in person; (ii) five (5) days after deposit in first class registered mail, with return receipt requested; (iii) on the actual delivery date if deposited with an overnight courier; or (iv) on the date sent by facsimile or electronic mail transmission (including PDF) , if confirmed with a copy sent contemporaneously by fir st class, certified, registered or express mail; in each case properly posted and fully prepaid to the appropriate address set forth below, or such oth er address as a Party may provide notice in accor dance with this section:

CITY CONTRACTOR
City Clerk Lee Ann Lyon, Secretary
City of Redlands Southern California Landscape, Inc, 35 Cajon Street 8687 Pecan Avenue
P.O. Box 3005 (mailing) Rancho Cucamonga, CA 91739
Redlands, CA 92373 [email protected]
[email protected] 909-350-9522
(909) 798-7531

ARTICLE 6 – INSURANCE AND INDEMNIFICATION

6.1 The following ins urance coverage required by this Agreement shall be maintaine d by Contractor for the duration of its performance of the Services. Contractor shall not perform any Services unless and until the required insurance listed below is obtained by Contractor.

Contractor shall provide City with certificates of insurance and endorsements evidencing such insurance prior to commencement of the Services. Insurance policies shall include a provision prohibiting cancellati on or modificat ion of the policy except upon thirt y (30) days prior written notice to City.

A. Workers’ Compensation and Employer’s Liability insurance in the amount that meets statutory requirements with an insurance carrier acce ptable to City, or certification to City that Contractor is self-insured or exempt from the workers’ compensation laws of the State of California. Contractor shall execute and provide City with Exhibit “ D,” titled “Workers’ Compensation Insurance Certification,” which is attached hereto and incorporated herein by this reference, prior to performance of the Services.

B. Comprehensive General Lia bility insurance with carriers acceptable to City in the minimum amount of One Million Dollars ($1,000,000) per occurrence and Two Million Dollars ($2,000,000) aggregate, for public liability, pr operty damage and personal injury is required. City shall be named as an additional insured and such insurance shall be primary and non-contributing to any insurance or self-insurance maintained by City.

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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 4 C. Business Auto L iability coverage, wit h minimum lim its of One Million Dollars ($1,000,000) per occurrence, combined single limit bodily injury liability and property damage liability. This coverage shall include all Contractor owned vehicles used in connection with Contractor’s provision of the Services, hired and non-owned vehicles, and employee non -ownership vehicles. City shall be named as an additional insured and such insurance shall be primary and non -contributing to any ins urance or self - insurance maintained by City.

6.2 Contractor shall defend, indemnify, and hold harmless City and its elected and appointed officials, employees, and agents from and against any and all claims, losses and liability, including attorneys’ fees, ari sing from injury or death to persons or dam age to property occasioned by any negligent act or omission by, or the willful misconduct of, Contractor, or its officers, employees and agents in performing the Services.

ARTICLE 7 – CONFLICTS OF INTEREST

7.1 Contractor covenants and represents that it does not have any investment or interest in any real property that may be the subject of this Agree ment or any othe r source of income, interest in real property or investment that would be affected in any manner or d egree by the performance of Contractor’s Services. Contractor further covenants and represents that in the performance of its duties hereunder, no person having any such interest shall perform any Services under this Agreement.

7.2 Contractor agrees it is not a designated employee withi n the meaning o f the Political Reform Act because Contractor:

A. Does not make a governmental decision whether to:

(i) approve a rate, rule or regulation, or adopt or enforce a City law; (ii) issue, deny, suspend or revo ke any City permit, license, applicati on, certification, approval, order or similar authorization or entitlement; (iii) authorize City to enter into, modify or renew a contract; (iv) grant City approval to a contract that requires City approval and to which City is a party, or to the specifications for such a contract; (v) grant City approval to a plan, design, report, study or similar item; (vi) adopt, or grant City approval of, policies, standards or guidelines for City or for any subdivision thereof.

B. Does not serve in a staff capacity wi th City and in that capacity, parti cipate in making a governmental decision or otherwise perform the same or substantially the same duties for City that would otherwise be performed by an individual holding a position specified in City’s Con flict of Intere st Code under Governm ent Code section 87302.

7.3 In the event City determines that Contractor must disclose its financial interests, Contractor shall complete and file a Fair Political Practices Commission Form 700, Statement of Redlands Regular Meeting of 12-05-23
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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 5 Economic Interests , with the C ity Clerk ’s office pursuant to the written instructions provided by the City Clerk.

ARTICLE 8 – GENERAL CONSIDERATIONS

8.1 In the event any action is commenced to enforce or interpret any of the terms or conditions of this Agreement the prevai ling Party shall, in addition to any costs and oth er relief, be entitled to the recovery of its reasonable attorneys’ fees, including fees for the use of in - house counsel by a Party.

8.2 Contractor shall not assign any of the Servi ces, except with the prior written approval of City and in strict compliance w ith the terms and conditions of this Agreement. Any assignment or attempted assignment without such prior written consent may, in the sole discretion of City, results in City’s immediate termination of this Agreement.

8.3 Contractor is for all p urposes under this Agreement an independent contractor and shall perform the Services as an independent contractor. Neither City nor any of its agents shall have control over the conduct of Contractor or Contractor’s employees, except as herein set forth. Contractor shall supply all necessary tools and instrumentaliti es required to perform the Services. Assigned personnel employed by Contractor are for its account only, and in no event shall Contractor or personnel retain ed by it be d eemed to have been employed by City or engaged by City for the account of, or on behalf of City. Contractor shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent, nor shall Contractor have any authority, express or implied, to bind City to any obligation.

8.4 This Agreement may be terminat ed by City, in its sole discretion, by providing not less than five (5) days prior written notice to Contractor of City’s intent to terminate. If this Agreement is termina ted by City, an adjus tment to Contractor’s compensation shall be made, but (i) no amount shall be allowed for anticipated profit or unperformed Services, and (ii) any payment due Contractor at the time of termination may be adjusted to the extent of any additional costs to City occasioned by any default by Contractor. Upon receipt of a termination notice, Contractor shall immediately discontinue its provision of the Services and, within five (5) days of the date o f the termination notice, de liver or otherwise make available to City, copies (in both hard copy and electronic form, where applicable) of project related data, design calculations, drawings, specifications, reports, estimates, summaries and such other inf ormation and materials as may have been acc umulated by Contractor in performing the Services. Contractor shall be compensated on a pro-rata basis for Services completed up to the date of termination.

8.5 Contractor shall maintain books, ledgers, invoices, acc ounts and other records and documents evidencing costs and expenses related to the Services for a period of three (3) years, or for any longer period required by law, from the date of final payment to Contractor pursuant to this Agreement. Such books shall be available at reasonable times for examination by City at the office of Contractor.

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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 6 8.6 This Agreement, including the Exhibits incorporated herein by reference, represents the entire agreement and understanding between the Parties as to the matters contained herein, and any prior negotiations, written proposals or verbal agreements relating to such matters are superseded by this Agreement. Except as otherwise provided for herein, an y amendment to this Agreement shall be in writing, approved by City and signed by City and Contractor.

8.7 This Agreement shall be governed by and construed in accordance with the laws of the State of California, without regard to its conflicts of laws provisions. The Parties agree that all actions or proceedings arising in connectio n with this Agreement shall be tried and litigated only in the s tate courts lo cated in San Bernardino County, California, and the federal courts located in Riverside County, California.

8.8 If one or more of the sentences, clauses, paragraphs or sections contained in this Agreement is declared invalid, void or unenforceable by a court of competent jurisdiction, the same shall be deem ed severable from the remainder of this Agreement and shall not affect, impair or invalidate the remaining sentences, clauses, pa ragraphs or sections contain ed herein, unless to do so would deprive a Party of a material benefit of its bargain under this Agreement.

IN WITNESS WHEREOF, duly authorized representatives of City and Contractor have signed in confirmation of this Agreement.

CITY OF REDLANDS SOUTHERN CALIFORNIA
LANDSCAPE, INC.

By: ___________________________ By: _________________________ Eddie Tejeda, Mayor Lee Ann Lyon, Secretary

ATTEST:

___________________________
Jeanne Donaldson, City Clerk

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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 7 EXHIBIT "A"

SCOPE OF SERVICES

Southern California Landscape Inc., shall provide all labor and materials to complete project number FCS03162023KG and plans dated February 20, 2023.

Work will consist of:

EASTERN PORTION

➢ 11019 SF of irrigation
➢ 24 LF Composite Header
➢ 12 Each 15 Gallon Trees
➢ 56 Each 1 Gallon Shrubs
➢ 232 Each 5 Gallon Shrubs
➢ 146 Tons D.G. Mulch

WESTERN PORTION (Optional)

➢ 940 SF of Irrigation
➢ 20 LF Composite Header
➢ 2 Each 15 Gallon Trees
➢ 36 Each 5 Gallon Shrubs
➢ 35 Tons D.G. Mulch

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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 8 EXHIBIT "B"

LABOR AND MATERIAL BOND

Whereas, the City of Redlands, State of California, and Southern California Landscape, Inc. (hereinafter designated as “Principal”) have entered into an agreement (t he “Agreement”) whereby Princip al ag rees to provide landscaping for the corporate yard (the “Work”), which said agreement, dated December 5, 2023, and titled as “Agreement to Perform Non-Professional Services for Improvement to Public Builds and Grounds” is hereby referred to and made a part hereof; and

Whereas, under the terms of the Agreement, Principal is required before commencing the performance of the Work, to file a good and sufficient Labor and Material bond with the City of Redlands to secure the claims to which reference is made in Title 3 (commencing with Section 9550) of Part 6 of Division 4 of the Civil Code of the State of California.

Now, therefore, said Principal and the undersigned as corporate surety, are held firmly bound unto the City and all contractors, subcontractors, laborers, material men and other persons employed in the performance of the Agreement and referred to in the aforesaid Code of Civil Procedure in the sum of One Hundred Forty- Five Thousand, One Hundred Eighty-Eight Dollars and Forty Cents ($145,188.40) for materials furnished or labor thereon of any kind, or for amounts due under the Unemployment Insurance Act with respect to such work or labor, that said su rety will pay the same in an amount not exceeding the amount hereinabove set forth , and also in case suit is brought upon this bond, will pay, in addition to the face amount thereof, costs and reasonable expenses and fees, including reasonable attorneys’ fees, incurred by the City in successfully enforcing such obligation, to be awarded and fixed by the court, and to be taxed as costs and to be incl uded in the judgment therein rendered.

It is hereby expressly stipulated and agreed that this bond shall ins ure to the benefit of any and all persons, companies and corporations entitled to file claims under Title 3 (commencing with Section 9550) of Part 6 of Division 4 of the Civil Code, so as to give a right of action to them or their assigns in any suit brought upon this bond.

Should the condition of this bond be fully performed, then th is obligation shall become null and void, otherwise it shall be and remain in full force and effect.

The surety hereby stipulates and agrees that no change, extension of time, alteration, or addition to the terms of the Agreement or the specifications accompanying the same shall in any manner affect its obligations on this bond, and it does hereby waive notice of any such change, extension of time, alteration or addition.

In witness whereof, this instrument has been duly executed by the Principal and sur ety above named, on _______________________, 2023.

(SEAL) (SEAL)

(Contractor) (Surety)
BY:
(Signature) (Signature)

Address:
_______________________________________
________________________________________

(Seal and Notarial Acknowledgment of
Surety)
Telephone( ) ___________________________
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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 9 EXHIBIT “C”

(“Fee Schedule”)

A. CORPORATE YARD EAST LANDSCAPING PROJECT

Description of Services Quantity Unit Price
Per
Total Price in
Figures
Irrigation System Installed 11019 SF $ 7.60 $ 83,744.40 Composite Header Installed 24 LF $ 25.00 $ 600.00 15 Gallon Tree Installed 12 EA $250.00 $ 3,000.00
1 Gallon Shrub Installed 56 EA $ 15.00 $ 840.00
5 Gallon Shrub Installed 232 EA $ 65.00 $ 15,080.00
DG Mulch Installed 146 TN $175.00 $ 25,550.00
$128,814.40

B. CORPORATE YARD WEST LANDSCAPING PROJECT

Description of Services Quantity Unit Price
Per
Total Price in
Figures
Irrigation System Installed 940 SF $ 7.35 $ 6,909.00 Composite Header Installed 20 LF $ 25.00 $ 500.00
15 Gallon Tree Installed 2 EA $250.00 $ 500.00
5 Gallon Shrub Installed 36 EA $ 65.00 $ 2,340.00
DG Mulch Installed 35 TN $175.00 $ 6,125.00
$16,374.00
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I:\cmo\Agreements\Southern California Landscape, Inc. FY22-0309.docx-ms 10 EXHIBIT “D”

WORKERS’ COMPENSATION INSURANCE CERTIFICATION

Every employer, except the State, shall secure the payment of compensation in one or more of the following ways:

(a) By being insured against liability to pay compensation by one or more insurers duly authorized to write compensation insurance in this State. (b) By securing from the Director of Industrial Relations, a certificate of consent to self-insure, either as an individual employer, or a s one e mployer in a group of employers, which may be given upon furnishing proof satisfactory to the Director of Industrial Relations of ability to self -insure and to pay any compens ation that may become due to his or her employees.

CHECK ONE

_____I am aware o f th e provisions of Section 3700 of the Labor Code which requires every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that Code, and I will comply with such pro visions before commencing the performance of the wor k and activities required or permitted under this Agreement. (Labor Code §1861).

_____I affirm that at all times, in performing the work and activities required or permit ted under this Agreement, I shal l not employ any person in any manner such that I become subject to the workers’ compensation laws of California. However, at any time, if I employ any person such that I become subject to the workers’ compensation laws of California, immediately I shall provide the City with a certificate of consent to sel f-insure, or a certification of workers’ compensation insurance.

I certify under penalty of perjury under the laws of the State of California that the information and representations made in this certificate are true and correct.

SOUTHERN CALIFORNIA LANDSCAPE, INC.

By: Date: _______ __________
Lee Ann Lyon, Secretary

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City Council/Successor Agency Meeting H. 9.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve the Professional Services Agreement with SGH Architects, Inc. for the Citrus Avenue Parking Structure Maintenance and Repair Design for an amount not to exceed $98,020 (Facilities and Community Services Director Crocker)
MOTION(S):

If the City Council determines that staff’s recommendation is appropriate, the following motion is provided:

I move that the City Council approve a professional services agreement with SGH Architects, Inc. for an amount not-to-exceed $98,020.

1. RECOMMENDATION:

Staff recommends that the City Council approve a professional services agreement with SGH Architects, Inc. for the Citrus Avenue Parking Structure Maintenance and Repair Design (FCS09072023JN) for an amount not to exceed $98,020.

DISCUSSION:

The Citrus Avenue parking structure is located at the corner of Citrus Avenue and 6th Street, serves as public parking and is utilized by downtown merchants, their customers, and visitors to the City of Redlands. The city owns the parking structure and is responsible for maintenance and repairs. The structure contains one supported level and one grade level of parking and provides a total of 194 parking spaces.

In early 2023, a consultant was hired to assess the structure and provide a detailed assessment report. According to the assessment report, the structure is generally in fair condition considering its age. However, the structural elements require repairs and retrofitting to enhance the structure's durability and extend its Redlands Regular Meeting of 12-05-23
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service life. On September 8, 2023, staff proceeded with issuing a request for proposals (RFP) for the Citrus Avenue Parking Structure Maintenance and Repair Professional Services. On October 10, 2023, staff received two (2) proposals from the following firms:

Higginson Architects, Inc.1.

SGH Architects, Inc.2.

In accordance with Chapter 2.16.180 of the City's Municipal Code, an evaluation committee reviewed and ranked the proposals based on the demonstrated competence and professional qualifications of each firm, in accordance with specific evaluation criteria identified in the RFP. SGH Architects, Inc. was identified as the most qualified consultant to perform the tasks listed in the RFP.

City staff negotiated a reasonable consulting fee and is recommending that the Council approve an agreement with SGH Architects, Inc. for an amount not to exceed $98,020.

ALTERNATIVES:

The City Council may elect not to approve the agreement for the professional services and direct staff accordingly.

STRATEGIC PLAN:

Not applicable.

SUBMITTED BY:

Tabitha Crocker, Facilities and Community Services Department Director RECOMMENDED BY:

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

Yvette M. Abich Garcia, City Attorney
Christopher Boatman, Assistant City Manager
Janice McConnell, Assistant City Manager
Danielle Garcia, Management Services/Finance Director
PREPARED BY:

Jawad Naderi, Associate Engineer
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Fiscal Impact
Fiscal Year: FY 2023-24
Revenue Generating: N
Appropriation Required Y/N: N
Amount: $107,822
Budgeted Y/N: Y
Account No.: 101304
Discussion:

Funding was appropriated as part of the FY 2023-2024 budget update. The total cost of the professional services will be $107,822 ($98,020 plus a 10% contingency).

Attachments
SGH Architects, Inc. Agreement
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AGREEMENT TO PERFORM PROFESSIONAL SERVICES

This agreement for the provision of Citrus Avenue Parking Structure Maintenance and Repair Design (“Agreement”) is made and entered in this 5th day of December, 2023 (“Effective Date”), by and between the City of Redlands, a mun icipal corporation (“Ci ty”) and SGH Architects, Inc. , a California corporation (“Consultant”). City and Consultant are sometimes individually referred to herein as a “Party” and, together, as the “Parties.” In consideration of the mutual promises contained herein, City and Consultant agree as follows:

ARTICLE 1 – ENGAGEMENT OF CONSULTANT

1.1 City hereby engages Consultant to provide Citrus Avenue Parking Structure Maintenance and Repair Design services for City (the “Services”).

1.2 The Services shall be performed by Consultant in a professional manner, and Consultant represents that it h as the skill and the professional expertise necessary to provide the Services to City at a level of competency presen tly maintained by other practicing professional consultants in the industry providing like and similar types of Services.

ARTICLE 2 – SERVICES OF CONSULTANT

2.1 The Services that Consultant shall perform are more particularly described in Exhibit “A,” titled “Scope of Servi ces,” which is attached hereto and incorporated herein by this reference.

2.2 Consultant shall comply wi th applicable federal, state, and local laws and regulati ons in the performance of this A greement including, but not limited to , any applic able State prevailing wage laws.

ARTICLE 3 – RESPONSIBILITIES OF CITY

3.1 City designates Tabitha Crocker, Facilities & Community Services Director , a s City’s representative with respect to performance of the Services, and such person shall have the authority to transmit instructions, receive information, interpret and define City’s policies and decisions with respect to performance of the Services.

ARTICLE 4 – PERFORMANCE OF SERVICES

4.1 Consultant shall perform and complete the Services in a prompt and diligent manner in accordance with the schedule set forth in Exhibit “A,” titled “Scope of Services,” which is attached hereto and incorporated herein by reference.

4.2 Consultant shall complete the Services by one hundred fifty (150) calendar days from and after the date of City’s issuance of a Notice to Proceed to Consultant, unless the Services are terminated earlier as provided for herein.

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4.3 If Consultant’s Services include deliverable electronic visual presentation materials, such materials shall be delivered in a form, and made available to Cit y, consistent with City Council-adopted policy for the same. It shall be the obligation of Consultant to obtain a copy of such policy from City staff.

ARTICLE 5 – PAYMENTS TO CONSULTANT

5.1 Compensation: Total compensation for Consultant’s performance of the Services shall not exceed the amount of ninety-eight thousand twenty dollars ($98,020). City shall pay Consultant on a time and materials basis up to the not to exceed amount in accordance with Exhibit “B,” titled (“Fee Schedule ”) which is attached hereto and incorporated herein by reference.

5.2 Consultant shall submit monthly invoices to City describing the Services performed during the preceding month. Consultant’s invoices shall include a brief description of the Services performed, the dates the Services were performed, the number of hours spent and by whom, and a descri ption of reimbursable expenses related to the Services. City shall pay Consultant no later than thirty (30) days after receipt and approval by City of Consultant’s invoice.

5.3 Any n otice or other communication required, or w hich may be given, pursuant to this Agreement, shall be in writing. Any such notice shall be deemed delivered (i) on the date of delivery in person; (ii) five (5) days after deposit in first class registered mail, with return receipt requested; (iii) on the actual delivery date if deposited with an overnight courier; or (iv) on the date sent by facsimile or electronic mail transmission (including PDF) , if confirmed with a copy sent co ntemporaneously by fi rst class, certified, registered or express mail; in each case properly posted and fully prepaid to the appropriate address set forth below, or such other address as a Party may provide notice in accordance with this section:

CITY: CONSULTANT:

City Clerk Michael J. Stephens, Managing Partner
City of Redlands SGH Architects, Inc.
35 Cajon Street 707 Brookside Avenue
P.O. Box 3005 (mailing) Redlands, CA 92373
Redlands, CA 92373 [email protected]
[email protected] Phone: 909-375-3030
Phone: (909) 798-7531 Fax: 909-375-4040

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3 I:\cmo\Agreements\SGH Architects, Inc. Agreement FY22-0306.docx-ms ARTICLE 6 – INSURANCE AND INDEMNIFICATION

6.1 The following insurance coverage required by this Agreement shall be maintained by Consultant for the duration of its performance of the Services. Consultant shall not perform any Services unless and until the required insurance listed below is obtained by Consultant.

Consultant shall provide City with certificates of insurance and endor sements evidencing such insurance prior to commencement of the Services. Insurance policies shall include a provision prohibiting cancellation or modification of the policy except upon thirty (30) days prior written notice to City.

A. Workers’ Compensation and Employer’s Liability insurance in the amount that meets statutory requirements with an insurance carrier acceptable to City, or certification to City that Consultant is self-insured or exempt from the workers’ compensation laws of the State of Californi a. Consultant shall execute and provide City with Ex hibit “C,” titled “Workers’ Compensation Insurance Certification,” which is attached hereto and incorporated herein by this reference, prior to performance of the Services.

B. Comprehensive General L iability insura nce with carriers acce ptable to City in the minimum amount of One Million Dollars ($1,000,000) per occurrence and Two Million Dollars ($2,000,000) aggregate , for public liability, property damage and personal injury is required. City shall be named as an additional insured and such insurance shall be primary and non-contributing to any insurance or self-insurance maintained by City.

C. Consultant shall secure and main tain professional liability insurance throughout the term of this Agreement in the amount of One Million Dollars ( $1,000,000) per claim made.

D. Business Auto L iability coverage, with minimum limits of One Million Dollars ($1,000,000) per occurrence, combined single limit bodily injury liability and property damage liability. This coverage shall include all Consultant owned vehicles used in connection with Consultant’s provision of the Services, hired and non-owned vehicles, and employee non -ownership vehicles. City shall be named as an additional insured and such insurance shall be primary and non -contributing to any in surance or self - insurance maintained by City.

E. Consultant is expressly prohibited from assigning or subcontracting any of the Services without the prior written consent of City. In the event of mutual agreement by the Parties to ass ign or subcontract a portion of the Servic es, Consultant shall ad d such assignee or subcontractor as an additional i nsured to the insurance policies req uired hereby and provide City with the insurance endorsements prior to any Services being performed by the assignee or subcontractor.

6.2 Consultant shall defend, indemnify, and hold harmless City and its elected and appointed officials, employees, and agents from and against any and all claims, losses or liability, including attorneys’ fees, arising from injury or death to persons or damage to propert y Redlands Regular Meeting of 12-05-23
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ARTICLE 7 – CONFLICTS OF INTEREST

7.1 Consultant covenants and represents that it does not have any investment or interest in any real property that may be the subject of this Agreement or any other source of income, interest in real property or investment that would be affected in any manner or degree by the performance of Consultant’s Services. Consultant further covenants and represents that in the performance of its duties hereunder, no person having any such interest shall perform any Services under this Agreement.

7.2 Consultant agrees it is not a de signated employee within the meaning of the Political Reform Act because Consultant:

A. Does not make a governmental decision whether to:

(i) approve a rate, rule or regulation, or adopt or enforce a City law; (ii) issue, deny, suspend or revoke a ny City permit, license, application, certification, approval, order or similar authorization or entitlement; (iii) authorize City to enter into, modify or renew a contract; (iv) grant City approval to a contract that requires City approval and to which City is a party, or to the specifications for such a contract; (v) grant City approval to a plan, design, report, study or similar item; (vi) adopt, or grant City approval of, policies, standards or guidelines for City or for any subdivision thereof.

B. Does not serve in a staff capacity with City and in that c apacity, parti cipate in making a governmental decision or otherwise perform the same or substantially the same duties for City that would otherwise be performed by an individual holding a position specified in City’s Conflict of Interest Code under Government Code section 87302.

7.3 In the event City determines that Consultant must disclose its financial interests, Consultant shall complete and file a Fair Political Practices Commission Form 700, State ment of Economic Interests , with the City Clerk’s office pu rsuant to the written instructions provided by the City Clerk.

ARTICLE 8 – GENERAL CONSIDERATIONS

8.1 In the event any action is commenced to enforce or interpret any of the terms or conditions of this Agreement the prevailing P arty shall, in addition to any costs and other relief, be entitled to the recovery of its reasonable attorneys’ fees, incl uding fees for the use of in - house counsel by a Party.

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8.2 Consultant shall not assign any of the Services, except with the prior written approval of City and i n s trict compliance w ith the terms and conditions of this Agreement. Any assignment or attempted assignment without suc h prior written consent may, in the sole discretion of City, result in City’s immediate termination of this Agreement.

8.3 Consultant is for all purposes under this Agreement an independent contractor and shall perform the Services as an i ndependent contractor. Neither City nor any its agents shall have control over the conduct of Consultant or Consultant’s employees, except as herein set fort h. Cons ultant shall s upply all necessary tools and instrumentalities requi red to perform the Services. Assigned personnel employed by Consultant are for its account only, and in no event shall Consultant or person nel retained by it b e deem ed to have been employed by City or engaged by City for the account of, or on behalf of City. Consultant shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent, nor shall Consultant have any authority, express or implied, to bind City to any obligation.

8.4 This Agreement may be terminated by Ci ty, in its sole discretion, by providing not less than five (5) days prior written notice to Consultant of City’s intent to termin ate. If this Agreement is te rminated by City, an adjustment to Consultant’s compensation shall be made, but (1) no amount shall be allowed for anticip ated profit or unperformed S ervices, and (2) any payment due Consultant at the time of termination may be adjusted to the extent of any additional costs to City occasioned by any default by Consultant. Upon receipt of a termination notice, Consultant shall immediately discontinue its provision of the Services and, within five (5) days of the date of the term ination notice, deliver or ot herwise make available to City, copies (in both hard copy and electronic form, where applicable) of project related data, design calculations, drawings, specifications, reports, estimates, summaries and such other information a nd materials as may have been accumulated by Consultant in performing the Services. Consultant shall be compensated on a pro-rata basis for Services completed up to the date of termination.

8.5 Consultant shall maintain books, ledgers, invoices, accounts and other rec ords and documents evidencing costs and expenses related to the Services for a period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant pursuant to this Agreement. Such books shall be availa ble at re asonable times for examination by City at the office of Consultant.

8.6 This Agreement, including the Exhibits incorpora ted herein by reference, represents the entire agreement and understanding between the Parties as to the matters contained herein, and any prior negotiations, written proposals or verbal agreements relating to such matters are superseded by this Agreement. Except as otherwise prov ided for herein, an y amendment to this Agreement shall be in writing, approved by City and signed by City and Consultant.

8.7 This Agreement shall be governed b y and c onstrued in ac cordance with the laws of the State of California, without regard to its conflicts of laws provisions. The Parties agree that all actions or proceedings arising in connection with thi s Agreement shall be tried an d Redlands Regular Meeting of 12-05-23
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8.8 If one or more of the sentences, clauses, paragraphs or sections contained in this Agreement is declared invalid, void or unenforce able by a court of co mpetent jurisdiction, the same shall be deemed severa ble from the remainder of this Agreement and shall not affect, impair or invalidate the remaining sentences, clauses, paragraphs o r section s contained herein, unless to do so would deprive a Party of a material benefit of its bargain under this Agreement.

IN WITNESS WHEREOF, duly authorized representatives of City and Consultant have signed in confirmation of this Agreement.

CITY OF REDLANDS SGH Architects, Inc.

By: ___________________________ By: _______________________________ Eddie Tejeda, Mayor Michael J. Stephens, Managing Partner

ATTEST:

___________________________
Jeanne Donaldson, City Clerk

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7 I:\cmo\Agreements\SGH Architects, Inc. Agreement FY22-0306.docx-ms EXHIBIT "A"

SCOPE OF SERVICES

The Consultant shall develop plans, specifications, contract documents for bidding, engineer's estimates, and construction support services of the project adhering to the requirements of the City of Redlands, the General Plan, the current Standard Specifications for Public Works Construction (Greenbook).

The Consultant shall provide design and professional services set forth below:

1. Complete set of Construction Drawings and specifications including, but not limited to:

1.1 Lower-level & Upper-level Overall Site Plans

1.2 Code Analysis Plan

1.3 Enlarged Site Plan – Demolition and Improvement

1.4 Architectural and Structural Plans and details

2. Written Specifications package for bidding purposes

3. Engineer’s Estimate

4. Construction support services throughout the construction phase including, but not limited to:

4.1 Review of submittals

4.2 Review of RFIs

4.3 Review of Change order requests and cost analysis

4.4 Attending progress meetings with the contractor.

4.5 Site visits

4.6 Punch lists

5. As-Built Drawings

The anticipated length of time for professional services for items 1, 2, and 3 in Section 2 of the scope of services associated with this agreement will be 150 calendar days.

The length of time for construction support services for items 4 and 5 in Section 2 will be determined based on the construction execution schedule.

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EXHIBIT "B"

FEE SCHEDULE

SCOPE OF SERVICES

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EXHIBIT "C"
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WORKERS’ COMPENSATION INSURANCE CERTIFICATION

Every employer, except the State, shall secure the payment of compensation in one or more of the following ways:

(a) By being insured against liability to pay compensation by one or more insurers duly authorized to write compensation insurance in this State. (b) By securing from the Director of Industrial Relations, a certifi cate of consent to self-insure, eithe r as an individual employer , or as one emp loyer in a group of employers, which may be given upon furnishing proof satisfactory to the Director of Industrial Relations of ability to self-insure and to pay any compensation that may become due to his or her employees.

CHECK ONE

_____I am aware of the provi sions of Section 3700 of the Labor Code which requires every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that Code , and I will comply with such provisions b efore commencing the performance of the work and activities required or permitted under this Agreement. (Labor Code §1861).

_____I affirm that at all times, in performing the work and activities required or permitted under this Agreement, I shall not emp loy any p erson in any manner such that I become subject to the workers’ compensation laws of California. However, at any time, if I employ any person such that I become subject to the workers’ compensation laws of California, immediately I shall provide the City wi th a certificate of consent to self -insure, or a ce rtification of workers’ compensation insurance.

I certify under penalty of perjury under the laws of the State of California that the information and representations made in this certificate are true and correct.

VENDOR

By: Date: ___________________
Michael J. Stephens, Managing Partner
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City Council/Successor Agency Meeting H. 10.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Approve the Public Work Contract with Delta Electric, LLC for an amount not-to-exceed $146,165.30 for the Cypress Circle Street Lighting Upgrade Project, and determine that the project is exempt from environmental review pursuant to Section 15302(c) of the State's guidelines implementing the California Environmental Quality Act (Facilities and Community Services Director Crocker) MOTION(S):

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

I move that the City Council determine that approval of the Public Work Construction Contract with Delta Electric, LLC for the Cypress Circle Street Lighting Upgrade Project is exempt from environmental review pursuant to Section 15302(c) of the State's guidelines implementing the California Environmental Quality Act; and

1. I move that the City Council approve an award of the public work construction contract to Delta Electric, LLC in the amount of $146,165.30 for the Cypress Circle Street Lighting Upgrade Project.

2. RECOMMENDATION:

Staff recommends that City Council determine that approval of the Public Work Construction Contract is categorically exempt from environmental review in accordance with Section 15302(c) of the State’s guidelines implementing the California Environmental Quality Act. Staff further recommends that the City Council approve an award of contract with Delta Electric, LLC, for an amount not-to-exceed $146,165.30 for the Cypress Circle Street Lighting Upgrade Project No. FCS08242023JN.

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DISCUSSION:

Cypress Circle is a unique neighborhood located to the southeast of East Cypress Avenue, between Cajon Street and East Redlands Boulevard. This project will replace the existing obsolete and inoperable street lighting with a modern, energy-efficient lighting system. The new lighting will significantly enhance neighborhood safety and greatly improve the street's aesthetics while saving the city on energy costs.

In early 2022, city staff conducted an inspection and confirmed that the existing light poles and fixtures had reached a point where repairs were neither possible nor sustainable. In addition to the need for the poles to be replaced, there are two locations on Cypress Circle that require new lighting. The scope of the project consists of removing and replacing four existing light poles and fixtures, as well as installing two new light poles.

The plans and specifications were completed in September 2023, and city staff advertised the project on September 26, 2023. The City Clerk's office received and opened five (5) bids for the project on October 18, 2023. The bids were reviewed by staff to determine if they were responsive to bid requirements.

Based on the attached bid analysis, Delta Electric, LLC is the lowest responsive and responsible bidder. Therefore, it is recommended that the City Council award a Public Work Construction Contract to Delta Electric LLC, for an amount not-to-exceed $146,165.30.

The following five (5) Project bids were received before the submittal deadline:

BID OPENING REPORT SUMMARY

BIDDER BID AMOUNT

1. Delta Electric LLC $146,165.30

2. VT Electric Inc. $156,110.00

3.Calpromax Engineering Inc. $189,690.00

4. Elecnor Belco Electric Inc. $219,432.00

5. DBX Inc. $231,000.00
Furthermore, the project is categorically exempt from environmental review in accordance with Section 15302(c) of the State's guidelines implementing the California Environmental Quality Act (CEQA) as the project involves removal and replacement of existing facilities.

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ALTERNATIVES:

The City Council may elect not to approve the award of the Public Work Construction Contract and direct staff accordingly.

STRATEGIC PLAN:

Not applicable.

SUBMITTED BY:

Tabitha Crocker, Facilities and Community Services Department Director RECOMMENDED BY:

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

Yvette M. Abich Garcia, City Attorney
Christopher Boatman, Assistant City Manager
Janice McConnell, Assistant City Manager
Danielle Garcia, Management Services/Finance Director
PREPARED BY:

Jawad Naderi, Associate Engineer
Fiscal Impact
Fiscal Year: FY 2022-23
Revenue Generating: N
Appropriation Required Y/N: N
Amount: 160,781.83
Budgeted Y/N: Y
Account No.: 101304-6710
Discussion:

The total cost of the project will be $160,781.83 ($146,165.30 plus a 10% contingency).

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Attachments
Public Work Contract
Bid Opening Report
Bid Analysis
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1 I:\cmo\Agreements\Delta Electric, LLC Public Work Contract FY22-0307.docx-ms

PUBLIC WORK CONSTRUCTION CONTRACT

This Public Work Construction contract (“Contract”) is made and entered into this 5th day of December, 2023, by and between the City of Redlands, a municipal corporation, organized and existing under the laws of the S tate of California (hereinafter “City”), and Delta Electric, LLC, a California Limited Liability Company (hereinafter "Contractor"). City and Contractor are sometimes individually referred to herein as a “Party” and, together, as the “Parties.”

In consideration of the mutual promises contained herein, City and Contractor agree as follows:

1. SCOPE OF WORK: Contractor shall furnish all materials and will perform all of the work for the following: Cypress Circle Street Lighting Upgrade Project, FCS08242023JN, complete all items as required by the Contract Documents (as herein def ined) and Specifications for C ity’s Cypress Circle Street Lighting Upgrade Project, FCS08242023JN (the “Work”).

2. CONTRACT SUM: City shall pay Contractor the s um of one hundred forty-six thousand one hundred sixty-five and thirty cents’ dollars ($146,165.30) as consideration for its performance of the Work in accordance with the terms and conditions set forth in the Contract Documents. Pursuant to Public Contract Code Section 22300, Contractor has the option to deposit securities with an escrow agent as a substitute for retention of earnings required to be withheld by City pursuant to an escrow agreement as set forth in Public Contract Code section 22300.

3. TIME FOR COMPLETION: The Work shall be completed within ninety (90) working day(s) as defined in Section 1-2 of the Standard Specifications for Public Works Construction “Greenbook” from and after the date of City’s issuance of a Notice to Proceed to Contractor.

4. LIQUIDATED DAMAGES: Contractor’s failure to complete the Work within the time allowed will result in damages being sustained by City. Such damages are, and will continue to be, impracticable and extremely difficult to determine. Accordingly, Contractor shall pay to City, or have withheld from monies due to Contractor, the sum of five hundred dollars ($500) for each working day as defined in Section 1-2 of the Standard Specifications for Public Works Construction “Greenbook” in excess of the specified time for completion of the Work. Execution of this Contract shall constitute agreement by City and Contractor that five hundred dollars ($500) per day is the estimated damage to City caused by the failure of Contractor to complete the work within the allowed time. Such sum is liquidated damages and shall not be construed as a penalty, and may be deducted from payments due Contractor if such delay occurs.

5. CONTRACT DOCUMENTS: This Contract incorporates by reference the following: Notice Inviting Bids, Instructions to Bidders, Contractor’s Proposal, Bid Bond, Agreement, Performance Bond, Labor and Material Bond, Plans, General Conditions, Special Provisions and Specifications, and any addenda thereto (collectively, the “Contract Documents”).

6. ATTORNEYS' FEES: In the event any action is commenced to enforce or interpret the terms or conditions of this Contract, or the Contract Documents, the prevailing Party in such action, in addition to any costs and other relief, shall be entitled to recover its reasonable attorneys’ fees, including fees for use of in-house counsel by a Party.

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7. RESOLUTION OF CONSTRUCTION CLAIMS: Claims by Contractor in the amount of three hundred seventy five thousand dollars ($375,000) or less shall be made by Contractor and processed by the City pursuant to the provisions of Part 3, Chapter 1, Article 1.5 of the Public Contract Code (commencing with Section 201 04). All claims shall be in writing and include the documents necessary to substantiate the claim. Nothing in subdivision (a) of Public Contract Code Section 20104.2 shall extend the time limit or supersede the notice requirements provided in this case from filing claims by Contractor.

8. ELIGIBILITY OF CONTRACTOR/SUBCONTRACTOR: Contractor and all of its subcontractors shall abide by California Public Contract Code, Section 6109, and California Labor Code Sections 1777.1 and/or 1777.7, and certify that they are not debarred and are eligible to work on this project.

9. ASSIGNMENT OF AGREEMENT: No assignment by a Party of any rights or interests under this Contract shall be binding on another Party without the written consent of the Party sought to be bound.

10. SUCCESSORS AND ASSIGNS: City and Contractor each binds itself and their respective successors and assigns in r espect to all covenants, agreements, and obligations contained in the Contract Documents.

11. SEVERABILITY: Any provision or part of the Co ntract Documents held to be void or unenforceable under any law or regulation shall be deemed stricken, and all remaining provisions shall continue to be valid and binding upon City and Contractor.

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IN WITNESS WHEREOF, the Parties hereto have executed this Contract the day and year first written above.

CITY OF REDLANDS
(SEAL)

By:____________________________________
Eddie Tejeda, Mayor
ATTEST:

____________________________________
Jeanne Donaldson, City Clerk
(SEAL)

Rolando Estevez_____________________________
Name of Contractor

By:_______________________________________
Signature of Authorized Agent

President_____________________________
Title

__________________________________________
Signature of Authorized Agent (if necessary)

__________________________________________
Title

581045_____________________________________
Contractor's License No.

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WORKER'S COMPENSATION INSURANCE CERTIFICATION

Description of Contract: City of Redlands
Facilities and Community Services Department
Cypress Circle Street Lighting Upgrade Project
Project No. FCS08242023JN

Every employer, except the Sta te, shall secure the payment of compensation in one or more of the following ways:

a. By being insured against liability to pay compensation by one or more insurers d uly authorized to write compensation insurance in this State. b. By securing from the Director of Industrial Relations, a certificate of consent to self - insure, either as an individual employer, or as one employer in a group of employers, which may be given upon furnishing proof satisfactory to the Director of Industr ial Relations of ability to self-insure and to pay any compensation that may become due to his or her employees.

CHECK ONE

_____I am aware of the provisions of Section 3700 of the Labor Code which requires every employer to be insured against liability fo r Workers’ Compensation or to undertake self -insurance in accordance with the provisions of that Code, and I will comply with such provisions before commencing the performance of the work and activities required or permitted under this Agreement. (Labor Code §1861).

_____I affirm that at all times, in performing the work and activities required or permitted under this Agreement, I shall not employ any person in any manner such that I become sub ject to the workers’ compensation laws of California. However, at any time, if I employ any person such that I become subject to the workers’ compensation laws of California, immediately I shall provide the City with a certificate of consent to self-insure, or a certification of workers’ compensation insurance.

I certify under penalty of perjury under the laws of the State of California that the information and representations made in this certificate are true and correct.

Dated this day of , 2023.

Delta Electric LLC ____________________
(Contractor)
_____________________________________
(Signature)
President_____________________________
(Official Title)

(SEAL)

(Labor Code Section 1861 provides that the above certificate must be signed and filed by the Contractor with the Owner prior to performing the work of the contract.)
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FAITHFUL PERFORMANCE BOND

Whereas, the City of Redlands (“City”), State of California, and Delta Electric LLC (hereinafter designated as "Principal") have entered into an agreement d ated December 5 th, 2023 (“Agreement”) whereby Principal agrees to install and complete certain public improvements ( the “Work”), which said Agreement is identified as Cypress Circle Street Lighting Upgrade Project and is hereby referred to and made a part hereof; and

Whereas, said Principal is required under the terms of the Agreement to furnish a bond for the faithful performance of the Work, now , therefore, we, the Principal and , _____________________________, as Surety, are held and firmly bound unto the City in the penal sum of one hundred forty-six thousand one hundred sixty-five and thirty cents dollars ($146,165.30) lawful money of the United States, for the payment of w hich sum we bind ourselves, and our heirs, successors, executors and administrators, jointly and severally, firmly by these presents.

The condition of t his obligation is such that if the above bounded Principal, his or its heirs, executors, administrators, successors or assigns, shall in all things stand to and abide by, and well and truly keep and perform the covenants, conditions and provisions in the Agreement and any alteration thereof made as therein provided, on his or its part, to be kept and perfor med at the time and in the manner therein specified, and in all respects accord ing to their true intent and meaning, and shall faithfully fulfill the one -year guarantee of all material s and workmanship, and shall defend, indemnify and save harmless the Ci ty and its electe d officials, officers, agents and employees, as therein stipulated, then this obligation shall become null and void; otherwise it shall be and remain in full force and effect.

As a part of the obligation secured hereby and in addition to the face amount specified therefor, there shall be included costs and reasonable expenses and fees, including reasonable attorneys’ fees, incurred by the City in successfully enforcing such obligations, all to be taxed as costs and included in the judgment rendered.

As a condition precedent to the satisfactory completion of the Work, the above obligation shall hold good for a period of one (1) year or longer if required by the Agreement after the acceptance of the work by the City, during which time if th e Principal shall fail to make full, complete, and satisfactory repair and repl acements and totally protect the City from loss or damage made evident during this period from the date of completion of the Work, and resulting from or caused by defective materials or faulty workmanship, the above obligation in penal sum thereof shall remain in full force and effe ct. The obligations of Surety hereunder shall c ontinue so long as any obligat ion of the Principal remains.

Whenever the Principal shall be, and is declared by the City to be, in default under the Agreement, the City having pe rformed the City obligations thereunder, the Surety shall promptly remedy the default, or shall promptly, at the City’s option:

1. Complete the Work in accordance with its terms and conditions; or

2. Obtain a bid or bids for completing the Work in accor dance with its terms and conditions, and upon determination by Surety of t he lowest responsive and respo nsible bidder, arrange for a contract between such bidder and the City, and make available as work progresses sufficient funds to pay the cost of compl etion of the Work less the balance of the Agreement price, Redlands Regular Meeting of 12-05-23
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but not exceeding, including other costs and damages for which Surety may be liable hereunder, the amount set forth above. The term “balance of the Agreement price,” as used in this paragraph, shall mean the total amount payable to the Principal by the City under the Agreement and any modifications thereto, less the amount previously properly paid by the City to the Principal.

Surety expressly agrees that the City may reject any contractor or s ubcontractor which may be proposed by Surety in fulfillment of its obligations in the event of default by the Principal.

Surety shall not utilize the Principal in completing the Work nor shall Surety accept a bid from the Principal for completion of the Work if the City, when declaring the Principal in default, notifies Surety of the City’s objection to the Principal’s further participation in the completion of the Work.

No right of action shall accrue on the bond to or for the use of any person or corporation other than the City named herein or the successors or assigns of the City. Any suit under this bon d must be instituted within the applicable statute of limitations period.

The said Surety, for value received, hereby stipulates and agrees that no change, extension of time, alteration or addition to the terms of the Agreement or to the work to be performed thereunder or the Specifications accompanying the same shall in any way affect its obligations on this bond, and it does hereby waive notice of any such change, extension of time, alteration or addition to the terms of the Agreement or to the work or to the specifications.

No final settlement between the City and the Pri ncipal shall abrid ge the right of any beneficiary hereunder whose claim may be unsatisfied.

The Principal and Surety agree that if the City is required to engage the services of any attorney in connection with the enforcement of this bond, each shall pay the City’ s reasonable attorneys’ fees incurred, with or without suit, in addition to the above sum.

In witness whereof, this instrument has been duly executed by the Principal and Surety above named, on , 2023.

(SEAL) (SEAL)

(Contractor) (Surety)
BY:
(Signature) (Signature)

Address:___________________________________
__________________________________________
(Seal and Nota rial Acknowledgment of
Surety)
Telephone ( )___________________________

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LABOR AND MATERIAL BOND

Whereas, the City Council of the City o f Redlands, State of California, and Delta Electric, LLC (hereinafter designa ted as “Principal”) have enter ed into an agreement (the “Agreement”) whereby Principal agrees to insta ll and complete certain designated public improvements (the “Work”), which said agreement, dated December 5th, 2023, and identified as Cypress Circle Street Lighting Upgrade Project, FCS08242023JN is hereby referred to and made a part hereof; and

Whereas, under the te rms of the Agreement, Principal is required before commen cing the performance of the Work, to file a good and suffic ient Labor and Material bond with the City of Redlands to secure the claims to which reference is made in Title 3 (commencing with Section 9550) of Part 6 of Division 4 of the Civil Code of the State of California.

Now, therefore, said Principal and the undersigned as corporate surety, are held firmly bound unto the City and all contractors, subcontractors, laborers, material men and other persons employed in the performance of the Agreement and referred to in the aforesaid Code of Civil Procedure in the sum of one hundred forty-six thousand one hundred sixty-five and thirty cents dollars ($146,165.30) for materials furnishe d or labor thereon of any kind , or for amounts due under the Unemployment Insurance Act with respect to such work or labor, that said surety will pay the same in an amount not exceeding the amount hereinabove set forth, and also in case suit is brought upon this bond, will pay, in addition to the face amount thereof, costs and reasonable expenses and fees, including reasonable attorneys’ fees, incurred by the City in successfully enforcing such obligation, to be awarded and fixed by the court, and to be taxed as costs and to be included in the judgment therein rendered.

It is hereby expre ssly stipulated an d agreed that this bond shall insure to the benefit of any and all persons, companies and corporations entitled to file claims under Title 3 (commencing w ith Section 9550) of Part 6 of Division 4 of the Civil Code, so as to give a right of action to them or their assigns in any suit brought upon this bond.

Should the condition of this bond be fully performed, then this obligation shall become null and void, otherwise it shall be and remain in full force and effect.

The surety hereby stip ulates and agrees that no change, extension of time, alteration or addition to the terms of the Agreement or the specifications accompanying the same shall in any manner af fect its obligation s on this b ond, and it does hereby waive notice of any suc h chang e, extension of time, alteration or addition.

In witness whereof, this instrument has been duly executed by the Principal and surety above named, on _______________________, 2023.

(SEAL) (SEAL)

(Contractor) (Surety)
BY:
(Signature) (Signature)
Address:_____________________________
(Seal and Notarial Acknowledgement of Surety) ____________________________________ Telephone: ( )___________________

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ATTACHMENT "C"
PROJECT NO.FCS08242023 BID DATE: 18-Oct-2023
CYPRESS CIRCLE STREET LIGHTING PROJECT EST. START DATE: 1-Dec-2023 Unit Price Item Price Unit Price Item Price Unit Price Item Price 1 Mobilization (Maximum 5%
of Total Base Bid Price) 1 LS $6,100.00 $6,100.00 $5,000.00 $5,000.00 $11,000.00 $11,000.00 2 Removal and disposal of existing light poles 4 EA $875.00 $3,500.00 $2,052.00 $8,208.00 $1,300.00 $5,200.00 3 Footing and raised pedestal reinforced
concrete, including all associated activities
but not limited to excavation, formwork,
concrete pouring, materials, labor, and
transportation of excavated materials.
6 EA $4,400.00 $26,400.00 $3,808.00 $22,848.00 $2,600.00 $15,600.00 4 Double Arm Ameron Pole (Model 4B117) -
Customized Height (15'-8") per Detail 1 on
Sheet-3 of project plans, including all related
activities not limited to installation and
wiring.
6 EA $4,500.00 $27,000.00 $4,894.00 $29,364.00 $4,700.00 $28,200.00 5 Fixture (29W Type IV GE Cobraheads Part
number: ERL1-0-04-D5-30-A-GRAY) ,
including all related activities not limited to
installation and wiring.
12 EA $650.00 $7,800.00 $721.00 $8,652.00 $525.00 $6,300.00 6 Directional drilling and installation of 1 1/2"
SCH 40 conduit, including all associated
activities but not limited to labor, materials,
potholing, sawcutting, excavation of
launching and receiving pits, and conduit
installation.
970 LF $50.54 $49,023.80 $44.00 $42,680.00 $62.00 $60,140.00 7 100 AMP Meter Pedestal, (2) 20 AMP
Breaker, (USPUL unmetered service
pedestal)
1 EA $8,970.00 $8,970.00 $5,402.00 $5,402.00 $7,500.00 $7,500.00 8 #8 AWG wire 2,000 LF $1.18 $2,360.00 $3.50 $7,000.00 $4.00 $8,000.00 9 #10 AWG wire 400 LF $1.11 $444.00 $3.00 $1,200.00 $4.00 $1,600.00 10 #10GND 1,500 LF $1.11 $1,665.00 $3.00 $4,500.00 $2.60 $3,900.00 11 No. 3 1/2 PCC traffic rated pull box 7 EA $617.50 $4,322.50 $998.00 $6,986.00 $650.00 $4,550.00 12 Patch and repair street asphalt, concrete
walkways, damaged surfaces, and structures,
including directional drill launching and
receiving pit repairs, to meet the established
city standards and match existing condition.
1 LS $4,550.00 $4,550.00 $12,000.00 $12,000.00 $36,400.00 $36,400.00 13 Service connection to SCE power pole and
abandonment of existing feed from north SCE
pole, including all necessary coordination,
labor, and materials.
1 LS $4,030.00 $4,030.00 $2,270.00 $2,270.00 $1,300.00 $1,300.00 Total Bid Schedule $189,690.00$156,110.00$146,165.30

CITY OF REDLANDS

FACILITIES AND COMMUNITY SERVICES DEPARTMENT

BID ANALYSIS
Item
No.

Calpromax Engineering IncBid Item Quantity Unit Delta Electric LLC VT Electric Inc Low Bidders #1, #2 and #3
Sheet 1 of 2
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ATTACHMENT "C"
PROJECT NO.FCS08242023 BID DATE: 18-Oct-2023
CYPRESS CIRCLE STREET LIGHTING PROJECT EST. START DATE: 1-Dec-2023 Unit Price Item Price Unit Price Item Price
1 Mobilization (Maximum 5%
of Total Base Bid Price) 1 LS $10,000.00 $10,000.00 $5,000.00 $5,000.00 2 Removal and disposal of existing light poles 4 EA $2,500.00 $10,000.00 $1,500.00 $6,000.00 3 Footing and raised pedestal reinforced
concrete, including all associated activities
but not limited to excavation, formwork,
concrete pouring, materials, labor, and
transportation of excavated materials.
6 EA $3,500.00 $21,000.00 $5,000.00 $30,000.00
4 Double Arm Ameron Pole (Model 4B117) -
Customized Height (15'-8") per Detail 1 on
Sheet-3 of project plans, including all related
activities not limited to installation and
wiring.
6 EA $5,160.00 $30,960.00 $6,000.00 $36,000.00
5 Fixture (29W Type IV GE Cobraheads Part
number: ERL1-0-04-D5-30-A-GRAY) ,
including all related activities not limited to
installation and wiring.
12 EA $638.00 $7,656.00 $800.00 $9,600.00
6 Directional drilling and installation of 1 1/2"
SCH 40 conduit, including all associated
activities but not limited to labor, materials,
potholing, sawcutting, excavation of
launching and receiving pits, and conduit
installation.
970 LF $72.00 $69,840.00 $90.00 $87,300.00
7 100 AMP Meter Pedestal, (2) 20 AMP
Breaker, (USPUL unmetered service
pedestal)
1 EA $6,786.00 $6,786.00 $6,500.00 $6,500.00
8 #8 AWG wire 2,000 LF $2.50 $5,000.00 $4.00 $8,000.00
9 #10 AWG wire 400 LF $1.90 $760.00 $4.00 $1,600.00
10 #10GND 1,500 LF $2.50 $3,750.00 $4.00 $6,000.00
11 No. 3 1/2 PCC traffic rated pull box 7 EA $1,400.00 $9,800.00 $1,500.00 $10,500.00 12 Patch and repair street asphalt, concrete
walkways, damaged surfaces, and structures,
including directional drill launching and
receiving pit repairs, to meet the established
city standards and match existing condition.
1 LS $26,904.00 $26,904.00 $15,000.00 $15,000.00
13 Service connection to SCE power pole and
abandonment of existing feed from north
SCE pole, including all necessary
coordination, labor, and materials.
1 LS $16,976.00 $16,976.00 $9,500.00 $9,500.00
Total Bid Schedule $219,432.00 $231,000.00

CITY OF REDLANDS

FACILITIES AND COMMUNITY SERVICES DEPARTMENT

BID ANALYSIS
Item
No. Bid Item Quantity Unit
Elecnor Belco Electric
Inc DBX Inc
Low Bidders #4 and #5
Sheet 2 of 2
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City Council/Successor Agency Meeting I. 1.

DATE: 12/05/2023
TO: Honorable Mayor and City Council Members
SUBJECT: Downtown Redlands Parking Study Presentation (Development Services Director Desatnik)
MOTION(S):

This is an informational item. No motion is required.

RECOMMENDATION:

Provide staff with direction as to which, if any, parking strategies to pursue.

DISCUSSION:

On September 6, 2022, the City Council unanimously approved a professional services agreement with Walker Consultants Inc. (Walker) for the preparation of a Downtown Redlands Parking Study (Attachment A). The purpose of this study was to inventory and assess the availability and utilization of parking in the downtown and to provide targeted recommendations to help address real and perceived parking concerns.

Over the past decade, the City of Redlands’ downtown has continued to grow and thrive, with the surrounding core around State Street considered one of Redlands’ greatest assets. Promoting in-fill and mixed-use development in the downtown, with the goal of enhancing a pedestrian-friendly, walkable urban core, is a central goal of the 2035 General Plan and Transit Villages Specific Plan.

The City desires to plan for and to provide sufficient parking in the downtown to ensure its economic viability and success, to provide parking cost-effectively and in convenient locations for users, and to efficiently manage parking in a manner that supports a walkable and pedestrian-friendly downtown environment. Some businesses and residents have complained that parking is more challenging to find as the downtown has become increasingly vibrant over the past decade.

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find as the downtown has become increasingly vibrant over the past decade.

Parking is a key factor for businesses to continue to be successful and to help customers feel welcome.

Walker Consultants Inc.

Walker has worked with cities throughout Southern California and has expertise in identifying the technical and structural characteristics, values, and needs of the communities they have served. Some of these clients include Solvang, Redondo Beach, San Diego, Beaumont, Palm Springs, and Santa Monica. Walker has spent thousands of hours observing and analyzing parking and curb use over decades as the lead author of the International Council of Shopping Center’s (ICSC’s) and Urban Land Institutes (ULI’s) Shared Parking Models and publications, and for the past three years, conducting an extensive curbside research and development initiative, independently vetting and testing dozens of tech products to collect millions of curb use data points in cities across the country, to develop curb typologies and implementable curb plans, policies, and fees.

Walker brings expertise in all aspects of the study, including parking policy, new mobility management and planning, shared parking, shared operation, enforcement and technology, signage and wayfinding, data collection and analytics, street design and activation of public spaces and streets.

Outreach
City staff and Walker hosted two public meetings in the afternoon and early evening hours of November 9, 2022, attended by 29 downtown Redlands business and property owners, Redlands residents and Redlands Chamber of Commerce representatives. City staff and Walker provided a presentation of the study being conducted, and answered questions from the community.

Walker provided a written memo in June 2023, in response to several questions and concerns from the Redlands Chamber of Commerce about the study (Attachment B). City staff and Walker met with the Executive Director of the Chamber of Commerce, representatives of the Chamber Board and several chamber members on June 28, 2023, to discuss the memo and to address the concerns.

Survey Results
There were a number of parking related questions in the City's climate survey conducted by National Community Survey in 2022 that provided useful feedback for parking policy considerations. These questions and responses are contained in Attachment C).

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more likely to be rated as excellent or good than public parking in the City of Redlands as a whole. Only 17 percent of the respondents rated the ease of finding public parking in Downtown Redlands as poor, compared with 24 percent for the ease of finding parking in the City as a whole.

A similar question asked respondents to rate the convenience/location of parking in Downtown Redlands. The convenience/location of parking was slightly less likely to be rated as poor than was the ease of finding parking, suggesting that participants may have been relatively content with the parking spaces they eventually found, but less content with the amount of time it took to find a space.

A total of 83 percent of the respondents rated the ease of finding public parking downtown as excellent, good, or fair, compared with 89 percent for convenience/location of the parking.

Asking survey participants how many blocks they consider a reasonable distance to park away from the business they are visiting can shed light on ratings of the convenience, location, and ease of parking in Downtown Redlands. In response to this question, seven percent of participants reported finding it reasonable to walk five or more blocks, while 36 percent were willing to walk three-to-four blocks, and 56 percent expected to be able to park within two blocks of their destination.

The City conducted the National Community Survey again in 2023, this time with a unique question related to metered parking. Survey respondents were asked the following question: "How much, if at all, would you support adding metered parking to address parking availability in downtown Redlands?" In response to this question, 56 percent were strongly opposed, while 19 percent were somewhat opposed. Only 11 percent strongly supported metered parking, with another 15 percent somewhat supporting it. Taken together, approximately three-quarters of respondents were in opposition to the concept of metered parking to address downtown parking availability.

Traffic and Parking Commission and Strategies
Development Services staff worked with the Municipal Utilities and Engineering Department department to provide updates of the study to the Traffic and Parking Commission (TPC) throughout the study period, beginning on July 21, 2022, and again on September 21, 2022, January 26, 2023, and March 23, 2023. Walker provided a written memo in May 2023, in response to TPC questions and concerns they had about the study thus far (Attachment D).

A report and presentation of the final report was presented to the TPC on May 25, 2023, with the goal of the presentation to begin discussion, provide information contained within the report and answer any questions as the TPC developed specific recommendations for presentation to the City Council.

A final meeting in which the TPC considered the parking report was held on Redlands Regular Meeting of 12-05-23
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September 28, 2023. The staff report for this meeting, which included staff's recommendations, is Attachment E to this report. At the conclusion of this meeting the TPC provided their priority list of recommended actions to be included with the Downtown Redlands Parking Study when presented to the City Council. The list of recommendations include:

Increased Parking Enforcement and Education
Educate the public with signage and communication with the business community
Develop parking options for employees of downtown businesses Phase-in parking enforcement, with a focus on issuing warnings for a period of time to be determined, followed by citations and fines Pursue Shared-Use Agreements with Private Parking Lot Owners Enter into lease agreements with local churches or private property owners that have parking lots for their businesses
Lease of parking lots greater than 25-spaces should be the focus. Lots could be used for general public parking during periods of high demand or to be used for safe, convenient employee parking
Encourage Use of Existing Parking Facilities through Safety Improvements
Provide safe and convenient parking for employees who work in and around State Street, by identifying public parking lots where employees can park and walk safely to and from their work locations Include evaluation and improvements to existing lighting, signage, crosswalks, accessibility, and security
Study Restriping of Citrus Avenue
Study the feasibility of converting Citrus Avenue to one-way between Orange and Redlands Boulevard and restripe street to provide additional parking similar to angled parking on State Street. The direction of travel would be opposite State Street (westbound). Staff recently found a drawing of this concept that was done several years ago (Attachment F). It shows that the one-way, diagonal parking concept would provide 130 on-street spaces, an increase of 26 spaces over the existing 104 parallel parking spaces. Unfortunately, the TPC did not have the benefit of this information, as this drawing was recently found, when it considered this matter.

Increase Tree and Shade Improvements
Identify where additional trees or shade structures could be installed to improve pedestrian comfort
The TPC did not support the following:

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Paid Parking Pilot Program
Install a paid parking system on State Street and adjacent north-south streets in the downtown.

When parking demand is high, drivers will have the option between parking for free and walking a few blocks or paying a small fee to park in a more convenient space.

Establishment of a Parking Benefits District (PBD)
Since the most feasible source of revenue to fund a PBD is from paid parking revenue, this item was not recommended.

A PBD could be utilized to help identify the issues, needs, and opportunities to improve parking in the downtown
Establishing an advisory committee, its members, roles, and responsibilities will need to be accomplished and will be accomplished at the direction of the Mayor and City Council
Parking Structure
Initiate an RFP for a feasibility study to determine the cost and site analysis, along with a preliminary financial analysis for the construction of a new parking structure
The study identified the current city hall site (not including the Citrus Ave. parking structure) as the most feasible location. This site could accommodate a new 4-level structure (3 full floors plus rooftop parking) with approximately 590 parking spaces
As a cost reference, the construction cost per parking space at the recently opened Stuart Ave. parking structure was approximately $62,500 per space, which would cost approximately $36.9 million for a 590-space structure
Special Events
The Downtown Redlands Parking Study did not consider special events because it is not typical to base parking needs on non-standard or infrequent uses. However, to address public comment, staff has summarized all of the special events that occurr in and around downtown, including the Redlands Bowl, to report and quantify the impact (Attachment G). With the exception of a small number of events, staff does not believe that the events greatly impact the overall parking availability downtown for long periods of time.

City staff conducted a windshield survey of the upper level of the Citrus Avenue parking structure during several of the Redlands Bowl evening events and found many available parking spaces after 8:30 pm. Since the Bowl events were occurring at this same time, usually lasting to nearly 10:00 pm, this could demonstrate that Redlands Bowl attendees were not utilizing this parking structure that serves downtown Redlands businesses and visitors.

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ALTERNATIVES:

N/A
STRATEGIC PLAN:

The Downtown Redlands Parking Study supports Priority A, "Quality of Life," "Economic Vitality", strategic objective.

SUBMITTED BY:

Brian Desatnik, Development Services Director
RECOMMENDED BY:

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

Janice McConnell, Assistant City Manager
Danielle Garcia, Management Services/Finance Director
PREPARED BY:

Cruz Esparza IV, Economic Development Manager
Fiscal Impact
Discussion:

N/A
Attachments
Attachment A: DT Redlands Parking Study
Attachment B: Walker Comments to Chamber
Attachment C: National Survey
Attachment D: Walker Response to TPC
Attachment E: Memo to TPC_Sept 28
Attachment F: Citrus Avenue Restriping Concept
Attachment G: Downtown Parking
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Downtown Redlands
Parking Study and Parking Management Plan
June 29, 2023

Prepared for City of Redlands
Downtown Redlands
Parking Study
June 29, 2023

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Downtown Redlands
Parking Study and Parking Management Plan
June 29, 2023

Contents
Executive Summary ................................ ................................ ................................ ................................ ............... i Existing Conditions ................................ ................................ ................................ ................................ ............ i Community Outreach Findings ................................ ................................ ................................ ......................... iii Parking Strategy Recommendations ................................ ................................ ................................ ................. v

1. Introduction ................................ ................................ ................................ ................................ ..................... 2 Setting ................................ ................................ ................................ ................................ ............................. 2 Purpose of the Study ................................ ................................ ................................ ................................ ........ 3 Study Area ................................ ................................ ................................ ................................ ....................... 3

2. Existing Conditions ................................ ................................ ................................ ................................ ........... 6 Parking Supply ................................ ................................ ................................ ................................ ................. 6 Existing Parking Demand ................................ ................................ ................................ ................................ .. 8 How Long Do People Park? ................................ ................................ ................................ ............................. 17 Planned Development in the Study Area ................................ ................................ ................................ ......... 19 City Hall Site Redevelopment ................................ ................................ ................................ .......................... 24 Downtown Parking Surveys ................................ ................................ ................................ ............................ 26 National Community Survey 2022 Results ................................ ................................ ................................ ....... 33 Employee Surveys and Conversations ................................ ................................ ................................ ............. 41 Business Outreach Summary ................................ ................................ ................................ .......................... 44 Review of Existing Materials ................................ ................................ ................................ ........................... 46 Downtown Parking and Standards Review ................................ ................................ ................................ ...... 53 Case Studies of Parking Management Best Practices ................................ ................................ ....................... 56 Summary of Existing Conditions Key Findings ................................ ................................ ................................ .. 67

3. Downtown Vision, Goals, and Parking Strategies ................................ ................................ ............................. 70 General Plan - Vision and Key Themes ................................ ................................ ................................ ............ 70 Transit Villages Specific Plan – Parking Vision and Goals ................................ ................................ .................. 71 Additional Support for the Parking Vision and Goals ................................ ................................ ....................... 72 Confirmation of Parking Vision and Goals ................................ ................................ ................................ ....... 75 Transit Villages Specific Plan – Parking Strategies ................................ ................................ ............................ 76 Confirmation of Parking Strategies ................................ ................................ ................................ ................. 80

4. Action Steps and Implementation Details ................................ ................................ ................................ ....... 82

1. Increase Access to Underutilized Off-Street Facilities ................................ ................................ .................. 83

2. Manage Street Parking and Prime Off-Street Facilities to Ensure Availability ................................ ................ 90 Redlands Regular Meeting of 12-05-23
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Downtown Redlands
Parking Study and Parking Management Plan
June 29, 2023

3. Establish a Parking Benefit District ................................ ................................ ................................ .............. 94

4. Improve the Downtown Pedestrian Environment ................................ ................................ ........................ 96

5. Encourage the Use of Sustainable Transportation Modes to Reduce Parking Demand ................................ . 99

6. Increase the Supply of Publicly Available Parking ................................ ................................ ....................... 104 Appendix A: Data Collection Considerations ................................ ................................ ................................ ..... 110 Appendix B: Downtown Redlands Intercept Survey ................................ ................................ ........................... 112 Appendix C: Downtown Redlands Employee Comments ................................ ................................ ................... 113 Appendix D: San Clemente Parking Lot Lease Agreement Template ................................ ................................ .. 115

List of Figures
Figure 1: Downtown Redlands Context Map 2
Figure 2: Downtown Redlands Study Area 4
Figure 3: Thursday Peak Parking Utilization, 1 p.m. 11
Figure 4: Thursday Parking Occupancies Over Time 12
Figure 5: Saturday Parking Utilization, 11 a.m. 15
Figure 6: Saturday Parking Occupancies Over Time 16
Figure 7: Parking Durations of Vehicles Parked at 1 p.m. Peak – Thursday November 18, 2022 18 Figure 8: Downtown Redlands Approved/Pending Development Projects 20 Figure 9: Thursday Peak Parking Utilization (1:00pm) with Projected Downtown Development Projects 22 Figure 10: Saturday Peak Parking Utilization (1:00pm) with Projected Downtown Development Projects 23 Figure 11: City Hall Redevelopment Conceptual Parking Layout 25 Figure 12: Place of Residence 27
Figure 13: Trip Purpose 27
Figure 14: Parking Location 28
Figure 15: Nearness to Destination 28
Figure 16: Parking Experience 29
Figure 17: Length of Stay 29
Figure 18: Parking-based Decision Making 30
Figure 19: Frequency of Visiting Downtown Redlands 34
Figure 20: Mode of Transportation Used to Travel to Downtown Redlands 35 Figure 21: Ease of Travel Ratings by Mode 36
Figure 22: Ratings of the Ease of Public Parking in Redlands and Downtown Redlands 36 Figure 23: Ratings of the Convenience/Location of Parking in Downtown Redlands 37 Figure 24: Perceptions of a Reasonable Parking Distance 38 Figure 25: Ratings of Charging Stations for Electric Vehicles in Downtown Redlands 38 Figure 26: Issues Seen as Major Priorities for City Resource Allocation 39 Figure 27: Respondents’ Top Priorities for Redlands 40
Figure 28: Downtown Redlands Study Area 42
Figure 29: Parking Space Inventory from 2017 Initial Downtown Parking Study Area 47 Figure 30: Average Peak Hours Parking Utilization from the 2017 Initial Downtown Parking Study 48 Figure 31: Parking Improvements Plan from the 2017 Initial Downtown Parking Study 49 Redlands Regular Meeting of 12-05-23
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Figure 32: Downtown Parking Requirements in the Transit Villages Specific Plan 53 Figure 33: Downtown Redlands “High Quality Transit Area” Coverage 54 Figure 34: Redlands Transit Villages Specific Plan Area Boundaries 55 Figure 35: Commuter Mode Shares Before and After Parking Cash-Out 58 Figure 36: Retail sales-tax revenue in Old Pasadena before and after installing parking meters in 1993 60 Figure 37: Community-wide Survey Responses 65
Figure 38: Transportation-related Greenhouse Gas Reduction Estimates 66 Figure 39: View of the Look Theater from Stuart Avenue Parking Structure 70 Figure 40: Signs Restricting Public Parking on Private Off-Street Facilities 83 Figure 41: Underutilized Private Parking Lots near Downtown Redlands 88 Figure 42: Example of Parking Wayfinding Signage 89
Figure 43: Parking Benefit District Outreach Example 96 Figure 44: Proposed Pedestrian Improvements for Downtown Redlands 97

List of Tables
Table 1: Study Area Parking Supply 7
Table 2: Thursday Peak Parking Occupancy and Utilization by Facility, 1 p.m. 10 Table 3: Saturday Parking Occupancy and Utilization by Facility, 11 a.m. 14 Table 4: Downtown Redlands Development Projects 19
Table 5: Parking Location by Length of Stay 32
Table 6: Perception of Parking Distance by Length of Stay 32 Table 7: Parking Distance and Search Time by Length of Stay 32 Table 8: Perception of Parking Distance by Trip Purpose 33 Table 9: Parking-based Decision Making by Trip Purpose 33 Table 10: Employee Parking Locations 41
Table 11: Action Steps for Increasing Access to Underutilized Facilities 83 Table 12: Implementation Details for Increasing Access to Underutilized Facilities 85 Table 13: Actions Steps for Managing Street Parking and Prime Off-Street Facilities 90 Table 14: Implementation Details for Managing Street Parking and Prime Off-Street Facilities 92 Table 15: Action Steps for Establishing a Parking Benefit District 94 Table 16: Implementation Details for Establishing a Parking Benefit District 95 Table 17: Action Steps for Improving the Downtown Pedestrian Environment 97 Table 18: Implementation Details for Improving the Downtown Pedestrian Environment 98 Table 19: Action Steps for Encouraging the Use of Sustainable Transportation Modes 99 Table 20: Implementation Details for Encouraging the Use of Sustainable Transportation Modes 101 Table 21: Actions Steps for Increasing the Public Parking Supply 105 Table 22: Implementation Details for Increasing the Public Parking Supply 106 Redlands Regular Meeting of 12-05-23
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Executive Summary
The City of Redlands engaged Walker Consultants (“Walker”) to conduct a comprehensive downtown parking study. This includes an overview of the existing parking conditions, a summary of key findings from community outreach, and parking strategy recommendations that align with existing downtown parking vision, goals, and policies outlined in the Transit Villages Specific Plan. Key findings include:
• More than half of the parking spaces in the core downtown area were unused during the busiest times (over 2,000 spaces, not including the spaces at the Redlands Mall). • Parking spaces on and near State Street were often nearly fully occupied, making it difficult for the visitors who most value convenient access to find a parking space that meets their needs. • New developments can be expected to further increase the pressure for street parking, and it may become even more difficult to find a convenient space if actions are not taken to manage demand. • In light of existing and future conditions, and the community priorities revealed through public outreach, this report’s recommendations for improving the parking experience in downtown Redlands include:

1. Increase access to underutilized off-street facilities.

2. Manage parking to ensure at least one or two spaces remain available in high demand areas; pilot a paid parking program on select streets and prime off-street facilities.

3. Establish a parking benefit district.

4. Improve the downtown pedestrian environment.

5. Encourage the use of sustainable travel modes to reduce parking demand.

6. Increase the supply of publicly available parking.

Existing Conditions
Study Area and Data Collection
• The study area was approximately bound by Stuart Avenue to the north, 9th Street to the east, Olive Avenue and Vine Street to the south, and Eureka Street to the west. • Data was collected for public on- and off-street parking and private off-street facilities. • Occupancy data collection occurred on Thursday, November 17 and Saturday, November 19, 2022, every two hours starting at 9:00 a.m. and ending at 7:00 p.m. • Turnover data was collected on Thursday, November 17, 2022. o Partial license plate data was collected for all on-street spaces on State Street between Orange Street and 7th Street, and on 5th, 6th and 7th Street between Redlands Boulevard and Citrus Avenue.
o Data was recorded every hour between 9:00 a.m. and 7:00 p.m.

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Existing Parking Supply
The approximate inventories of public parking and private parking in the downtown at the time of the study are displayed below. City Hall subterranean parking will no longer be reserved for City employees only once City Hall relocates, and Redlands Mall parking will no longer be available once the site is redeveloped.

Existing Parking Demand
• Peak parking demand occurred at 1 p.m. on Thursday. At this time, 48% of parking spaces were occupied. • Saturday parking demand was slightly lower but followed a similar pattern as Thursday. • On-street parking in and around State Street, in the Ed Hales Park lot, and the Citrus Avenue parking structure was effectively full during peak periods on both Thursday and Saturday. • There was significant parking availability in private off-street parking facilities.

How Long People Park
The turnover study area included 167 spaces in the downtown core—on State Street between Orange Street and 7th Street, and on 5th, 6th and 7th Street between Redlands Boulevard and Citrus Avenue. • Most vehicles present during the peak were parked for one or two hours. • There were 45 vehicles, likely belonging to employees or business owners, parked for four or more hours. • 27% of the spaces in the turnover study area were occupied by long-term parkers.

Downtown Public
Supply:
1,511
On-Street:
737
Off-Street:
774
Other City-Owned
Supply:
168
Redlands City Hall
Subterranean
Employee Parking
168
Private Parking Supply:
2,716
Redlands Mall: 468
Centennial Plaza: 357
Look Theater: 260
Citibank: 181
Other: 1450
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Planned Development and City Hall Relocation
• New Developments
o The City provided Walker with eleven downtown locations with expected development projects. o The Redlands Mall redevelopment will remove parking spaces currently provided for public use. o Most new developments will be west of Orange Street and will increase the demand for public parking in the area.
• City Hall Relocation
o Redlands City Hall will be relocated from the corner of Citrus and Orange to 300 State Street. o When the current City Hall site is vacated, the site may be redeveloped, and existing or new subterranean parking will likely become publicly available.

Community Outreach Findings
Community outreach for this study was done in November and December of 2022 and included 155 intercept surveys of downtown visitors, 180 brief conversations with downtown employees, and two meetings with local business and property owners. Redlands’ 2022 National Community Survey also included questions about parking.

Downtown Intercept Surveys and Employee Conversations
• Approximately half of intercept survey respondents in downtown Redlands were from Redlands, and approximately half were visiting from outside the City. • Of the survey respondents in the State Street area, 67% reported quickly finding parking near their destination, 17% found a space near their destination after circling around for a while, 9% found parking quickly but not near their destination, and 7% spent time looking for parking near their destination but could not find one and parked further away.
• For approximately half of survey respondents, parking availability is an important factor when deciding where to go out for shopping or dining.
• Redlands has been moderately successful at encouraging longer-term parkers to park off-street but could do more to ensure that convenient on-street parking is available for people making short trips. • Safety concerns often caused employees and business owners to park as near their workplace as possible, and some of their customers felt unsafe as well.
• Employees would appreciate more options to park without time limits. • The lack of convenient available parking sometimes keeps potential customers away from downtown.

National Community Survey Findings
• Ease of travel by car in Redlands was rated as more satisfactory than ease of travel by walking, biking, or public transportation.
• Most respondents rated the ease of public parking and the convenience/location of parking downtown as either good or fair. The ease of finding public parking downtown was rated more satisfactorily than the ease of finding public parking in Redlands in general.

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• Forty-three percent of participants considered it reasonable to walk at least three blocks from a parking space to their destination.
• In terms of resource allocation, Downtown parking was the least likely to be seen as a major priority for the City. It was the second least likely to be seen as the top priority, selected by only five percent of respondents. In general, people would prefer resources be allocated to issues of Homelessness, Public Safety, Sustainability and Climate Change, and Quality of Life, rather than Downtown parking.

Business Community Outreach Findings
• Many participants expressed their concern that the lack of convenient available parking drives potential customers away.
• Several participants said that a few employees and business owners might park all day in prime downtown spaces, which they believed should be left available for customers. • Several people expressed concern that the lack of available parking regularly causes the public to park in private off-street spaces reserved for their businesses. • Many participants expressed concern that the new development would reduce the supply of parking currently used by Downtown visitors and employees, while also creating new parking demand. • Many participants were worried about safety and did not feel safe walking Downtown or entering a parking structure at night. Safety concerns often caused employees and business owners to park as near their workplace as possible, and some of their customers felt unsafe as well. • Some people suggested that Redlands needed to construct a new parking structure with more convenient access to State Street.
• Some people believed Redlands should use pricing to ensure some convenient spaces remain accessible for customers making short trips and to discourage longer-term parkers from parking in prime spaces. • Multiple people believed stronger parking enforcement would help the parking situation. • Some people suggested that existing parking—such as the City Hall or Centennial Plaza spaces—could be opened up and shared with employees or the public to help manage demand.

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Parking Strategy Recommendations
Parking strategies for Downtown Redlands were developed based on the existing conditions, community outreach findings, and case studies of parking management best practices. The strategies are supported by the downtown parking vision, goals, and policies outlined in the Transit Villages Specific Plan and by General Plan policies and actions. The City’s Climate Action Plan also estimates greenhouse gas emissions reductions that will result from implementing General Plan policies related to parking and transportation improvements.

Actions Rationale Support
Strategy 1: Increase Access to Underutilized Off-Street Facilities. • Unbundle Parking
• Increase Public
Management and
Ownership
• Pursue Shared Use
Agreements
• Remove Restrictions
Limiting the Use of
Public Facilities
• Develop Signage and
Wayfinding
• Create Employee
Parking Plan and
Program
Many parking spaces in
Downtown Redlands are
empty during times of high
parking demand. Increasing
access to these spaces will
improve the parking
options available for
visitors.

Transit Villages Specific Plan:

6.3.F.4

General Plan:

Chapter 2 – Distinctive City
A.69, A.80, P.24, P.26, A.92, A.98, A.101
Chapter 3 – Prosperous Economy
P.1, P.12, A.33, A.37
Chapter 4 – Livable Community
P.45, A.120, P.56
Chapter 5 – Connected City
P.5, P.12, A.5, A.17, A.22, P.29, A.70, A.73, A.75
Chapter 8 – Sustainable Community
P.1, P.8, A.44, P.9, P.10
Strategy 2: Manage Street Parking and Prime Off-Street Facilities to Ensure Availability. • Increase Parking
Enforcement
• Implement Paid Parking
Pilot
• Adjust Time Limits at
Underutilized On-Street
Parking Locations
• Develop and
implement loading and
deliveries plan
Some parking locations had
occupancies greater than
85 percent, meaning
drivers begin to perceive
parking as “full” and are
likely to spend more time
circling to find a space, or
even take their business
elsewhere. Ensuring some
convenient parking spaces
are always available will
improve the experience for
visitors.

Transit Villages Specific Plan:

6.3.F.1 and 6.3.F.6

General Plan:

Chapter 2 – Distinctive City
P.24, P.26, A.92, A.101
Chapter 3 – Prosperous Economy
P.1, A.8, P.12, A.33, A.37
Chapter 4 – Livable Community
A.16, P.45, A.120, P.56, P.61
Chapter 5 – Connected City
P.5, A.17, P.22, P.29, A.73, A.75
Chapter 7 – Healthy Community
P.44, P.45, P.49
Chapter 8 – Sustainable Community
P.1, A.44, P.9
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Actions Rationale Support
Strategy 3: Establish a Parking Benefit District.
• Establish a Parking
Benefit District
Downtown business owners
have a keen awareness of
parking and access issues,
needs, and opportunities.

Their involvement can help
ensure the success of
downtown parking
management initiatives and
support the continued
vitality of the area.

Transit Villages Specific Plan:

6.3.F.7

General Plan:

Chapter 2 – Distinctive City:

P.6, A.92, A.95, A.101
Chapter 3 – Prosperous Economy:

P.1, P.12, P.14, A.33, A.35, A.37, A.40
Chapter 4 – Livable Community:

A.16, P.43, P.45, A.120, A.125, P.61
Chapter 5 – Connected City:

A.12, A.22, P.29
Chapter 7 – Healthy Community:

P.24, A.71, P.48
Strategy 4: Improve the Downtown Pedestrian Environment. • Improve Safety
• Increase Shade
Coverage
• Make Aesthetic
Improvements to
Walkways
Improving the walkability
and security of the
downtown environment
can increase the
attractiveness of parking
locations previously
deemed undesirable due to
their distance from popular
destinations, effectively
increasing the parking
supply while also enhancing
the aesthetic character of
the area.

Transit Villages Specific Plan:

6.3.F.3

General Plan:

Chapter 2 – Distinctive City
P.7, A.2, A.16, A.18, A.37, P.18, A.80, P.24, P.26,
A.92, A.95, A.99, A.100, A.102
Chapter 3 – Prosperous Economy
P.1, P.12, A.33, A.37, A.38, A.40
Chapter 4 – Livable Community
A.16, A.89, A.90, P.43, P.44, P.45, A.120, A.125,
A.126, A.127, P.56, P.59
Chapter 5 – Connected City
P.4, P.5, P.6, P.9, P.11, P.16, A.4, A.5, A.8, A.17,
P.18, P.19, A.18, A.19, A.20, A.22, A.36, A.44,
A.67, A.68, A.73, A.75
Chapter 7 – Healthy Community
P.16, P.17, A.39, A.46, P.23, A.68, A.69, A.73, P.44,
P.45
Chapter 8 – Sustainable Community
P.1, A.10, A.44, P.9
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Actions Rationale Support
Strategy 5: Encourage the Use of Sustainable Transportation. • Provide Secure Bike
Parking
• Pilot a Shared Mobility
Service
• Develop a Parking
Cash-Out Program
• Create Transportation
Wallet Program
• Increase Awareness of
Alternatives to Driving
Alone
• Consider a Downtown
Trolley Pilot
A policy environment that
facilitates and encourages
the use of alternative
transportation modes can
reduce parking demand
without a corresponding
decrease in economic
vitality. Community
outreach revealed both
room for improvement and
community interest in
alternative modes of
transportation.

Transit Villages Specific Plan:

6.3.F.8

General Plan:

Chapter 2 – Distinctive City
P.7, A.6, P.24, P.26, A.92, A.99, A.102
Chapter 3 – Prosperous Economy
P.1, A.8, P.12, A.33, A.37, A.40
Chapter 4 – Livable Community
A.16, A.89, P.43, P.44, P.45, P.46, A.120, A.125,
A.126, A.127, A.128, P.56, P.59
Chapter 5 – Connected City
P.4, P.5, P.6, P.8, P.9, P.11, P.12, P.13, P.16, A.3,
A.4, A.5, A.8, A.11, A.18, A.20, P.20, P.21, A.25,
A.26, A.27, A.29, P.22, A.35, A.36, A.37, A.44,
P.26, P.27, A.61, A.63, A.67, P.28, A.71, A.72, A.75
Chapter 7 – Healthy Community
P.16, P.17, A.39, A.44, A.45, A.46, P.23, A.69, P.44,
P.45, P.46, A.145, A.150
Chapter 8 – Sustainable Community
P.1, P.9
Strategy 6: Increase the Supply of Publicly Available Parking. • Unbundle Parking
• Increase Public
Management and
Ownership
• Pursue Shared Use
Agreements
• Increase Capacity with
Valet Assist Parking
• Consider Investing in
Additional Structured
Parking
Creating new parking
options can improve access
to downtown by allowing
more visitors and
employees to park near
their destinations.

Transit Villages Specific Plan:

6.3.F.9

General Plan:

Chapter 2 – Distinctive City
A.69, P.24, P.26, A.92, A.101
Chapter 3 – Prosperous Economy
P.1, P.12, A.33, A.37, A.38
Chapter 4 – Livable Community
A.16, P.45, A.120, P.56, P.59, P.29
Chapter 5 – Connected City
P.5, A.17, A.70, A.73, A.75, A.80
Chapter 7 – Healthy Community
P.23, A.68, A.73
Chapter 8 – Sustainable Community
P.8, A.44, P.10
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Introduction
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1. Introduction
The City of Redlands engaged Walker Consultants (“Walker”) to conduct a downtown parking study pursuant to an RFP issued in May 2022. This includes an overview of the existing parking conditions, a review of existing planning documents and conditions in the study area, a summary of downtown vision, goals and strategies, and the development of action steps and implementation details.

This report is organized into four sections: (1) Introduction, (2) Existing Conditions, (3) Vision, Goals and Strategies, and (4) Action Steps and Implementation Details.

Setting
Redlands is located in San Bernardino County, California. The City was once the Washington naval orange growing capital of the world and boasts several distinctive late 1800’s buildings, such as the A.K. Smiley Library and Morey House, in addition to the Redlands Bowl amphitheater. Redlands is located just south of the terminus of State Route 210 at Interstate 10 and is a destination that attracts visitors from the mountain communities to the north. Downtown Redlands is accessible from the Interstate 10 from the west, Interstate 10 and SR-39 from the east, and State Route 210 from the north. Figure 1 shows the location of the City of Redlands in the context of the surrounding area.

Figure 1: Downtown Redlands Context Map

1. Introduction

2. Existing Conditions

3. Vision, Goals, and
Strategies

4. Action Steps and
Implementation Details
Report Outline
Source: Aerial Image – Google Earth Professional, 2023.

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Redlands has a population of approximately 73,280 people, according to the U.S. Census 2021 population estimates. The City and downtown in particular are growing, with several housing projects and commercial developments planned within the downtown study area, including redevelopment of the Redlands Mall.

Purpose of the Study
The City of Redlands, its businesses, residents, and visitors are at the confluence of converging and complimentary trends, providing an opportunity to rethink how travel and access should be provided to enhance the quality of life in the City’s historic Downtown area. The traditional paradigm of transportation in California that requires a parking space for every person who patronizes and works at a restaurant or other business in the City is evolving. New laws such as Assembly Bill (AB) 2097 have abolished minimum parking requirements for most land uses with access to high quality transit. New technologies and changing consumer preferences for the simple convenience and pleasure of bicycling and walking allow the public choices other than relying on driving and parking to reach their destination.

At the same time, Walker recognizes that the majority of access will continue to occur via private vehicles in the immediate future. Vehicle travel should be accommodated and managed efficiently to maximize the use and utility of existing parking assets.

The inefficiency and cost of devoting too much land to parking spaces or inefficiently managing that space can be detrimental to the vibrancy of a mi xed-use downtown area, constraining business and limiting the City’s ability to advance mobility and climate goals. An inefficient parking system increases traffic, deters bicycling and walking, prevents existing businesses from expanding or new business f rom opening, and limits the number of businesses and destinations to visit in the City.

With the planned addition of approximately 1, 000+ residential units to downtown Redlands, the time is now for the City to take a comprehensive look at parking and mobility in its Downtown core to ensure that the system serves the needs of both existing and future businesses, residents, and visitors in an effective and efficient manner.

In an era of changing mobility and consumer demands, this study and plan seek to address how valuable parking assets, curb space, and public space can be planned, organized, and optimized to balance needs, accommodate demand, and achieve the City’s goals.

Study Area
The study area included public on- and off-street parking within the area approximately bound by Stuart Avenue to the north, 9th Street to the east, Olive Avenue and Vine Street to the south, and Eureka Street to the west. In addition to studying publicly available parking, Walker also included larger private off-street parking facilities, to understand how private parking supplies were being utilized within the study area. Select private off-street parking facilities just outside of the study area that stakeholders and Walker identified as being of potential interest were also included.

Along with the on-street parking available on most streets in the study area, there are two public parking garages, four public surface parking lots/areas, and the City Hall parking structure currently reserved for City Hall employees, but which may increase the publicly available parking supply when City Hall moves to the Citibank building. Most of the private off-street parking facilities in the study area are surface lots, with subterranean parking components at both Citrus Plaza and the Citibank building. Figure 2 shows the study area.

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Figure 2: Downtown Redlands Study Area
Source: Aerial Image – Google Earth Professional, 2023; Graphic – Walker Consultants, 2023.

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Existing Conditions
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2. Existing Conditions
This Existing Conditions chapter provides an overview of the existing parking conditions observed in the study area. This includes the number of parking spaces available within the study area, how occupied these spaces are during hours of peak parking demand, and the typical length of time people park. It also includes current community perspectives on parking in downtown Redlands, as summarized in the Downtown Parking Surveys, National Community Survey, Employee Surveys and Conversations, and Business Community Outreach subsections. Finally, it concludes with a review of current downtown parking plans, policies, standards, and management practices in Redlands and highlights case studies of practices used in other cities.

Parking Supply
Inventories of the number of
parking spaces were collected in
the study area. These included
on-street parking, public parking
lots and garages, and private
parking lots and garages. In
addition to having access to
public parking, City of Redlands
employees have subterranean
parking at the existing City Hall
site. Overall, Walker identified
4,395+ spaces in the downtown
area. Of these spaces, there are
737+ on-street spaces and 3,658+
off-street spaces.

In approximately 1989, the
development of the retail project
at the Centennial Plaza removed
a municipal parking lot. Per a Disposition Development Agreement, the developer and owner of the property was required to provide a replacement of 53 permanent public parking spaces. The 53 spaces could be located anywhere within the parking fields (underground or street level) and marked as Public Parking. In recent years, the marked spaces underground have been gated and restricted to employee-only access, for safety concerns.

City staff have recently re-initiated conversation regarding how the 53 spaces can be made available to the public.

While it is not currently accessible to the public, Walker also inventoried and collected parking occupancy counts at the subterranean employee parking underneath the existing City Hall complex. Additionally, the Redlands Mall is slated for redevelopment, but for now parking demand in its surface parking lot was included in the study, since the parking closest to State Street is used by both employees and customers of State Street businesses.

Subterranean parking at the Mall is gated, inaccessible, and not in use.

The parking supply counted for this study is summarized in Table 1.

Downtown
Public Supply:
1,511
On-Street:
737
Off-Street:
774
Additional
City-Owned
Supply: 168
Redlands City Hall
Subterranean
Employee Parking
168
Private Parking
Supply:
2,716
Redlands Mall
Surface: 468
Centennial Plaza:
357
Look Theater: 260
Citibank: 181
Other: 1450
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Table 1: Study Area Parking Supply
Area Supply (Spaces)
On-Street Parking 737
Public Off-Street (Letter on Map)
Stuart Av. Parking Structure (A) 385
Orange St. Parking Lot (K) 53
Ed Hales Park Lot Block 12 (N) 61
City Hall Surface Parking (Q) 25
Citrus Av. Parking Structure (R) 194
Block 22 (AA) 56
Public Off-Street Total 774
Additional Publicly Owned Off-Street
City Hall Underground
Employee Parking (P) 168
Private Off-Street
Private Lot (B) 14
Red Rooster (C) 16
Look Theater (D) 260
Private Lot (E) 177
Denny’s (F) 64
Century 21 (G) 76
Redlands Mall (H) 468
Block 6 Lot (I) 146
Boiler Room (J) 47
Private Lot (L) 41
Centennial Plaza (M) 357
Provident Bank (O) 19
United Methodist (S) 38
Redlands Pawn (T) 32
Redlands Plaza (U) 98
Misc. Lots (V) 58
Wells Fargo (W) 70
Citizen’s Bank (X) 99
Misc. Lots (Y) 62
The Door (Z) 54
Redlands Mill (BB) 40
Bank of America (CC) 53
Citibank (DD) 181
Misc. Lots (EE) 30
Misc. Lots (FF) 77
Bear Valley Water (GG) 17
First Congregational (HH) 69
Theron’s (II) 20
First Presbyterian (JJ) 33
Private Off-Street Total 2,716
1Lettering assigned to off-street lots for data collection, mapping (see Figure 2), and analysis purposes. These are not official designations.

Source: Walker Consultants, 2023.

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Parking Restrictions and Enforcement
Most on-street parking in the study area is time restricted; approximately 70% of the spaces had posted time limits, with the most prevalent time limit being two hours. On side streets and certain edges of the study area, on- street parking is unrestricted. Off-street public parking is currently unrestricted in structures and restricted to three hours in core area surface lots, while private off-street parking is generally restricted to customer parking only. There is no hourly paid parking in the study area, although stakeholders indicated that some businesses lease reserved off-street spaces behind businesses for employee parking.

Existing Parking Demand
Walker evaluated parking demand within the downtown study area by conducting occupancy counts of parked cars. Data collection occurred on Thursday, November 17, 2022, and Saturday, November 19, 2022. Counts were collected every two hours starting at 9:00 a.m. and ending at 7:00 p.m.

The intent of the data collection effort was to gain an understanding of peak parking conditions on a typical weekday and weekend day. Appendix A provides additional information regarding the data collection methodology.

At the time of data collection, most commercial properties on State Street were occupied. The Stuart Avenue parking structure had been open for a few months, and there was some ongoing development activity in the study area.

There were no Covid-19 related restrictions or parking closures in place.

Overall, peak parking demand occurred at 1 p.m. on Thursday. During the peak, the parking in the study area experienced a utilization rate of 48% with 1,875+ spaces occupied and 2,052+ spaces available. The number of spaces occupied includes the parking demand observed at the Redlands Mall, but the number of spaces available does not include the mall inventory since a development project will remove this parking in the near future. At this time, 70% of on-street spaces (513+ spaces), 52% of public off-street spaces (399+ spaces), 47% of City Hall employee spaces (79+ spaces), and 39% of private off-street spaces (884+ spaces) were occupied.

Peak parking demand occurred at 1 p.m. on Thursday. At this time, 48% of downtown public parking spaces were occupied.

There is parking availability in the study area, but there are also localized areas of parking congestion.

Typically, parking programs use an 85% utilization rate as the target for on-street parking to ensure most spaces are being utilized, while adequate availability also remains for those seeking a space. Off-street parking facilities can have an acceptable parking occupancy rate of 90% or higher, especially for facilities where employees are regularly parking, although the 85% for off-street parking simply represents a higher level of service to the driver (more regular availability provided). In general, when parking facilities experience occupancies greater than 85%, Target Parking
Utilization
85% occupancy is the
optimal goal for downtown
parking utilization. At 85%,
most spaces are utilized
while those seeking a
space can find one with
minimal searching.

When occupancy is over
85%, people begin
perceiving parking as “full”
and often must search
longer to find a space.

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users begin to perceive parking as “full” and are likely to spend more time circling to find a space. At 85%, most spaces are being utilized, but drivers seeking a space can find one with minimal searching. Therefore, 85% is typically used as a target for optimal parking occupancy on a typical day. This target provides a 15% cushion of parking supply for the busiest days when drivers will spend more time to find a space.

With peak occupancies for both on-street and off-street public parking facilities well below 85%, parking availability in the study area is high even during peak conditions; however, there are localized areas of parking congestion which may contribute to perceptions of lack of parking. Visitors to downtown likely experience challenges finding an available space exactly where they want it during peak demand hours.

Details of both Thursday and Saturday parking occupancy counts are provided in the following sections.

Thursday Parking Occupancy
As stated in the previous section, peak parking demand for the study area occurred on Thursday at 1 p.m., with 1,875+ spaces occupied (including at the Redlands Mall parking lot), 2,052+ spaces available (excluding the Redlands Mall parking supply), and a utilization rate of 48%. At this time, 70% of on-street spaces (513+ spaces), 51% of public off-street spaces (399+ spaces), 47% of City Hall employee spaces (79+ spaces), and 39% of private off-street (884+ spaces) were occupied.

During this time, while there were many empty parking spaces within the downtown area, there were also pockets of high demand, particularly the on-street parking on and around State Street and parking in the Citrus Avenue parking structure. There was significant availability in outlying areas of on-street parking and in private parking lots that are not necessarily open to the general public.

Available on-street parking was primarily located north of Redlands Boulevard, west of Orange Street, and south of Olive Street. Table 2 provides a summary of parking occupancies and utilization experienced during the Thursday peak, and
Figure 3 displays peak hour utilization by individual street segment and off-street facility.

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Table 2: Thursday Peak Parking Occupancy and Utilization by Facility, 1 p.m.

Area Supply (Spaces) Occupancy Utilization
On-Street Parking 737 513 70%
Public Off-Street
Stuart Av. Parking Structure (A) 385 61 16%
Orange St. Parking Lot (K) 53 39 74%
Ed Hales Park Lot Block 12 (N) 61 59 97%
City Hall Surface Parking (Q) 25 22 88%
Citrus Av. Parking Structure (R) 194 192 99%
Block 22 (AA) 56 26 46%
Total Public Off-Street 774 399 52%
Additional Publicly Owned Off-Street
City Hall Underground
Employee Parking (P) 168 79 47%
Private Off-Street
Private Lot (B) 14 0 0%
Red Rooster (C) 16 9 56%
Look Theater (D) 260 45 17%
Private Lot (E) 177 1 1%
Denny’s (F) 64 14 22%
Century 21 (G) 76 18 24%
Redlands Mall (H) --* 173 37%
Block 6 Lot (I) 146 40 27%
Boiler Room (J) 47 14 30%
Private Lot (L) 41 18 44%
Centennial Plaza (M) 357 129 36%
Provident Bank (O) 19 15 79%
United Methodist (S) 38 13 34%
Redlands Pawn (T) 32 5 16%
Redlands Plaza (U) 98 52 53%
Misc. Lots (V) 58 38 66%
Wells Fargo (W) 70 15 21%
Citizen’s Bank (X) 99 56 57%
Misc. Lots (Y) 62 12 19%
The Door (Z) 54 0 0%
Redlands Mill (BB) 40 24 60%
Bank of America (CC) 53 37 70%
Citibank (DD) 181 56 31%
Misc. Lots (EE) 30 13 43%
Misc. Lots (FF) 77 48 62%
Bear Valley Water (GG) 17 6 35%
First Congregational (HH) 69 26 38%
Theron’s (II) 20 5 25%
First Presbyterian (JJ) 33 2 6%
Total Private Off-Street 2,248 884 39%
Grand Total 3,927 1,875 48%
Note: * - Redlands Mall not included in parking supply since an entitled project will eliminate it as a source of public Downtown parking.

Observed parking demand in the lot has been included in the analysis since it is existing Downtown parking demand.

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Figure 3: Thursday Peak Parking Utilization, 1 p.m.

Source: Walker Consultants, 2023.

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Thursday Parking Demand Over Time
Parking occupancy counts were collected at 9 a.m., 11 a.m., 1 p.m., 3 p.m., 5 p.m., and 7 p.m. While parking demand peaked at 1 p.m., parking utilization was similar during the 11 a.m. count.

The 9 a.m. and 7 p.m. counts experienced the lowest parking occupancies, as the study area exhibited weekday peaks driven by daytime office employees, dining, and retail uses.

Overall, the results of the data collection effort reveal that Downtown Redlands experiences high weekday parking demand during lunch hour that gradually declines throughout the day. Figure 4 provides a summary of the total number of vehicles observed (Parking Demand) and share of parking spaces that were occupied (Occupancy %) at each time.

Figure 4: Thursday Parking Occupancies Over Time

Source: Walker Consultants, 2023.

0%
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Saturday Parking Occupancy
Parking occupancy counts were collected on Saturday at 9 a.m., 11 a.m., 1 p.m., 3 p.m., 5 p.m., and 7 p.m. The peak parking demand observed was at 11 a.m. At this time, the study area was 40%+ utilized with 1,563+ spaces occupied. On-street parking was 65% utilized, with off-street parking less utilized.1 During this time, while there were many empty parking spaces within the downtown area, there were also pockets of high demand, particularly the on-street parking on and around State Street and parking in the Citrus Avenue parking structure. There was significant availability in outlying areas of on-street parking and in private parking lots that are not necessarily open to the general public.

Available on-street parking was primarily located north of Redlands Boulevard, west of Orange Street, and south of Olive Street. Table 3 provides a summary of parking occupancies and utilization observed during the Saturday peak, and Figure 5 displays peak hour utilization by individual street segment and off-street facility. In general, the study area experienced similar patterns of parking demand on Saturday compared to Thursday, though slightly lower occupancies.

1 Occupancy counts were conducted before the new Farmers’ Market, which impacts demand and availability. Ed Hale's parking lot (61 spaces) is now open on Saturday mornings, but street parking is taken away (127 spaces) for a net loss of 66 spaces compared to when data collection occurred. However, the increase in Saturday demand/decrease in supply would not alter any of the key recommendations.

Thursday Parking Occupancy Key Findings
•Peak public parking demand occured at 1 p.m. with 48% of spaces occupied. •There was significant parking availability at this time in private off-street parking facilities. •On-street parking in and around State Street, in the Ed Hales Park lot, and the Citrus Avenue parking structure was effectively full.
•Parking demand generally builds in the morning, peaks during the lunchtime hours, and declines over the course of the afternoon and into the evening.
•Existing peak public parking demand does not exceed the 85% target utilization threshold overall, indicating that parking overall is adequate but may require management to free up the prime parking areas which tend to be full throughout the day and into the evening.

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Table 3: Saturday Parking Occupancy and Utilization by Facility, 11 a.m.

Area Supply
(Spaces)
Occupancy Utilization
On-Street Parking 737 480 65%
Public Off-Street
Stuart Av. Parking Structure (A) 385 36 9%
Orange St. Parking Lot (K) 53 38 72%
Ed Hales Park Lot Block 12 (N) 61 (closed)* (closed)*
City Hall Surface Parking (Q) 25 21 84%
Citrus Av. Parking Structure (R) 194 194 100%
Block 22 (AA) 56 15 27%
Total Public Off-Street 774 304 39%
Additional Publicly Owned Off-Street
City Hall Underground Employee Parking (P) 168 40 24%
Private Off-Street
Private Lot (B) 14 0 0%
Red Rooster (C) 16 2 13%
Look Theater (D) 260 63 24%
Private Lot (E) 177 9 5%
Denny’s (F) 64 42 66%
Century 21 (G) 76 1 1%
Redlands Mall (H) --** 196 42%
Block 6 Lot (I) 146 13 9%
Boiler Room (J) 47 6 13%
Private Lot (L) 41 16 39%
Centennial Plaza (M) 357 41 11%
Provident Bank (O) 19 18 95%
United Methodist (S) 38 7 18%
Redlands Pawn (T) 32 5 16%
Redlands Plaza (U) 98 25 26%
Misc. Lots (V) 58 34 59%
Wells Fargo (W) 70 66 94%
Citizen’s Bank (X) 99 27 27%
Misc. Lots (Y) 62 18 29%
The Door (Z) 54 1 2%
Redlands Mill (BB) 40 8 20%
Bank of America (CC) 53 45 85%
Citibank (DD) 181 15 8%
Misc. Lots (EE) 30 13 43%
Misc. Lots (FF) 77 27 35%
Bear Valley Water (GG) 17 4 24%
First Congregational (HH) 69 24 35%
Theron’s (II) 20 3 15%
First Presbyterian (JJ) 33 10 30%
Total Private Off-Street 2,248 739 33%
Grand Total 3,927 1,563 40%
Note: *Ed Hales Park lot closed to parking due to presence of a farmer’s market. ** - Redlands Mall not included in parking supply since an entitled project will eliminate it as a source of public Downtown parking. Observed parking demand in the lot has been included in the analysis since it is existing Downtown parking demand.

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Figure 5: Saturday Parking Utilization, 11 a.m.

Source: Walker Consultants, 2023.

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Saturday Parking Demand Over Time
Parking occupancy counts were collected at 9 a.m., 11 a.m., 1 p.m., 3 p.m., 5 p.m., and 7 p.m. While parking demand peaked at 11 a.m., parking utilization was similar during the 1 p.m. count.

The 9 a.m. and 5 p.m. counts had the lowest parking occupancies. There was a second, lesser peak at 7:00 p.m.

Saturday parking demand was driven by the farmer’s market and lunch and dinnertime at restaurants.

Figure 6 provides a summary of the number of vehicles observed (Parking Demand) and share of parking spaces that were occupied (Occupancy %) at each observation time.

Figure 6: Saturday Parking Occupancies Over Time

Source: Walker Consultants, 2023.

0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0 200
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800
1000
1200
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1800
9:00 AM 11:00 AM 1:00 PM 3:00 PM 5:00 PM 7:00 PM
Parking Demand Occupancy (%)
Saturday Parking Occupancy Key Findings
•On Saturday, parking in the study area was 40% utilized overall during lunchtime. •Saturday experienced a similar pattern of parking demand as Thursday, with on-street parking on State Street and the Citrus Avenue parking structure being the fullest parking areas. On Saturday evenings, demand is higher than on Thursdays due to weekend dining in the study area.

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17 How Long Do People Park?
Walker conducted a parking turnover, or length-of-stay (how long a vehicle is parked in a space) study for select on-street spaces within the study area, focused along State Street. Most of the spaces in the turnover study area are time-limited with 30-minute or 2-hour time limits. The intent of the turnover analysis was to understand the extent to which long-term parkers, such as employees and business owners, are parking in the most convenient parking spaces, which are typically meant to be prioritized for customers.

Parking turnover data was collected for all on-street spaces on State Street between Orange Street and 7th Street, and on 5th, 6th and 7th Street between Redlands Boulevard and Citrus Avenue. The parking turnover study area was previously shown in Figure 2. A total of 167 parking spaces were covered in the length of stay analysis.

To understand how often parked cars leave a space, or turn over, a license plate inventory (LPI) was collected hourly from 9 a.m. to 7 p.m. (11 counts) on Thursday, November 17, 2022. Within this timeframe, Walker collected partial (last 4 characters) license plate data for 779 vehicles.

Of these vehicles, the majority, 79%, or 621 vehicles, were parked for zero to two hours. There were 158 vehicles parked for three hours or more.

To understand how turnover affects the ability of patrons to find parking close to their destination in a busy area during periods of high parking demand, Walker looked specifically at the parking duration for the vehicles parked during the 1 p.m. peak on Thursday, November 17th.

Figure 7 provides a summary of parking durations for the vehicles parked on-street in the turnover study area on Thursday, November 17, 2022, at 1 p.m.

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18 Figure 7: Parking Durations of Vehicles Parked at 1 p.m. Peak – Thursday November 18, 2022

Source: Walker Consultants, 2023.

There were 45 vehicles parked for four or more hours, representing 27% of the 167 parking spaces in the turnover study area. These are likely to be employees, business owners, and potentially some visitors. In Walker’s experience conducting downtown parking studies in similar environments, while a few vehicles may be visitors parking long-term, the majority are almost always business owners and employees.

In the prime parking locations that should have been available to customers and visitors, 27% of the spaces at peak were taken up by long-term parkers. Each of these spaces could instead have served four to eight short- term parkers and would have provided parking opportunities for those on tight schedules looking to squeeze in a retail purchase or lunch in the downtown. Considering the needs of employees and business owners while also prioritizing convenient parking for customers and visitors helps support the economic vitality of the area.

78 41
20 11 14
0 10
20 30
40 50
60 70
80 90
0-2 Hours 2-4 hours 4-6 hours 6-8 hours 8+ hours
Parking Turnover Key Findings
• The majority of vehicles present during the peak were parked for one or two hours. • There were 45 vehicles, likely belonging to employees or business owners, parked for four or more hours.
• 27% of the 167 spaces in the turnover study area were occupied by long-term parkers.

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19 Planned Development in the Study Area
There are several development projects within or adjacent to the study area that are in various stages of approval or construction. These include redevelopment of the former Redlands Mall site and several projects near the historic Santa Fe Station area that in total will add close to 1,000 dwelling units, approximately 180,000 square feet of retail/dining space, and approximately 25,000 square feet of office space to the Downtown area. The station area and mall projects will enhance pedestrian and bicycle connections between the Santa Fe Station, including the new Metro Arrow train service, and State Street.

Table 4 lists the current development projects within and adjacent to the study area.

Table 4: Downtown Redlands Development Projects
Project Letter on Map
(See Figure 8 on next page) Land Use Program
State Street Village A
700 Apartments
71,778 square feet retail/restaurant
12,328 square feet office
Redlands City Center (adjacent
to study area) B 138 Apartments
10,533 square feet restaurant/retail
The Grand Apartments C 149 Apartments
Finney’s Craft House D 6,700 square foot restaurant
Restaurant E 17,000 square foot restaurant
Redlands Public Market F 33,676 square foot food hall
31 Stuart Ave. Mixed Use G 36,825 square feet office/retail/restaurant 347 Orange St. H 6,951 square feet retail/restaurant
333 Orange St. I 11,807 square feet retail/restaurant
City Hall Relocation J City Hall relocating to 300 State Street Block 6 Redevelopment K Unspecified, likely multi-family residential

Figure 8 shows the location of the downtown development projects in and adjacent to the study area.

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Figure 8: Downtown Redlands Approved/Pending Development Projects

Source: Walker Consultants, 2023.

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Walker prepared a preliminary assessment of the future parking demand generated by the Downtown development projects compared to the proposed (or existing) parking supply at each project using the Urban Land Institute/National Parking Association Shared Parking model and available information regarding each development’s program and parking supply.

The three approved residential/mixed-use residential projects are projected to provide enough parking to satisfy their parking needs. They plan to provide parking at or above the City’s minimum off-street parking requirements that were in effect at the time of their approvals. It is likely that the parking demand from these projects will also utilize adjacent on-street parking if it is free, and in the case of State Street Village, utilize the new on-street parking created by the project. On-street parking is the most convenient parking option and the first to fill up, and no matter how much off-street parking is provided, adjacent on-street parking will always be the preferred option for some customers, residents, and employees. The main impact of State Street Village on the downtown is the loss of the temporary parking that the defunct Mall provided to the downtown. Parking demand in the Redlands Mall lot will have to relocate and disperse throughout the study area. As the existing conditions analysis indicated, there is ample parking supply overall in downtown to accommodate this, although the City may wish to manage the on-street parking to ensure spaces remain available for Downtown visitors and customers.

The proposed Finney’s restaurant and 333 Orange are also projected to have enough on-site parking for their needs. However, the station adjacent developments, such as the Redland’s public market, 31 Stuart, the restaurant, and 347 Orange may rely on on-street parking and the Stuart Avenue Parking structure and other sources of parking as little to no parking exists on these sites.

Figure 9 and Figure 10 show projected weekday and weekend peak parking demand in the study area assuming the construction of the Downtown development projects.

As shown in the figures, the Downtown development projects will result in much of the on- and off-street parking supply in Blocks 1-6, as well as the parking lot across Eureka Street from the Look Theater, being full or close to full during peak periods of parking demand, where today many of them are only lightly utilized. Displaced parking demand from the Redlands Mall site could be accommodated in the parking facilities of the current City Hall site once vacated and/or in any new public parking at the site if it is redeveloped.

The relocation of Redlands City Hall from the corner of Citrus and Orange to 300 State Street presents an option for redevelopment and/or construction of additional structured parking supply that is convenient to Downtown.

This will be discussed in subsequent sections in more detail.

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Figure 9: Thursday Peak Parking Utilization (1:00pm) with Projected Downtown Development Projects

Source: Walker Consultants, 2023.

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23 Figure 10: Saturday Peak Parking Utilization (1:00pm) with Projected Downtown Development Projects

Source: Walker Consultants, 2023.

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City Hall Site Redevelopment
The City is in the process of relocating its City Hall from the current campus on the southeast corner of the Citrus Avenue/Orange Street-Cajon Street intersection to the Citrus Center, located at 300 E State Street, which is the south side of State Street between 7th Street and 8th Street.

When the move is completed, the existing City Hall campus and underground parking area will be vacant. Since the City owns the land, it makes it the most feasible site in the study area for the construction of additional public parking. The layout of the existing subterranean level of parking is not ideal for public parking due to the presences of triple tandem spaces in some areas and excessive drive aisles due to the location of the entry and exit to the subterranean parking area. However, since the site already has subterranean parking, reconfiguration and/or reconstruction of the existing subterranean area and construction of additional parking would likely be less expensive than construction of a subterranean level on a typical greenfield site or redevelopment site without an existing subterranean level.

A preliminary concept has been developed to illustrate how parking could be designed on the site and add to the public parking supply in the Downtown area. The concept below is preliminary and basic in nature, and includes an illustration of ground level, street fronting retail. There is also the potential to plan and design additional land uses either above the parking area, or adjacent to it.

The layout, shown in Figure 11, includes the following assumptions:
• Citrus Avenue garage remains as is.
• The conceptual garage connects to the Citrus Avenue garage at the ground level and upper level and shares the existing access points on Citrus Avenue and 6th Street. • The conceptual garage would have a second access point on Cajon Street. • Existing basement level reconstructed/reconfigured.
• Full retail frontage on Citrus Avenue. Retail footprint would potentially occupy space on ground and 2nd level since retail requires higher ceiling heights than parking as shown in the layout but could be designed to occupy only ground level space.

The conceptual plan yields approximately 590 spaces over 4 levels (no tandem spaces). Additional levels of parking over what is currently shown would yield approximately 170 additional spaces per level.

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25 Figure 11: City Hall Redevelopment Conceptual Parking Layout

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26 Downtown Parking Surveys
Survey Methodology
Walker conducted intercept surveys of downtown visitors and employees to better understand parking demand and perceptions of parking, and to identify any parking-related concerns. These surveys were primarily meant to provide a “point-in-time" snapshot that would help Walker understand who was visiting downtown, including those from other communities, and to capture the experiences.2 The first day of surveys was done on Friday, November 18th, between 8:00am and 5:00pm. The full survey that was used is included in Appendix B. All survey respondents were pedestrians walking along State Street or the nearby side streets. The second day of surveying was done on Friday, December 2nd, 2022. During the late morning and afternoon, Walker entered businesses along State Street and spoke with employees and owners. During the early evening, Walker again surveyed pedestrians on State Street and in the surrounding area. Responses to multiple choice questions were later entered into Excel for analysis, and responses to open-ended questions were recorded and analyzed for key themes. The following sections present the survey findings.

Downtown Intercept Surveys
A total of 155 people walking along State Street agreed to participate in the survey. Others expressed interest but indicated that they did not have time as they were running late to work or to an appointment, sometimes due to trouble finding parking. The survey contained seven multiple choice questions and one open-ended question. Of the 155 respondents, 135 people drove and parked, and 20 people either walked, biked, took public transit, or got a ride. Three questions pertained only to those who drove and parked and were skipped for those who arrived downtown by another mode of travel.

Multiple Choice Question Results
Approximately half of the 155 respondents lived in Redlands, and approximately half lived outside the City, with many coming from over ten miles away (see Figure 12).

2 The downtown intercept surveys captured the experiences, perceptions, and priorities of both residents and visitors. Walker also considered results from the 2022 National Community Survey, as explained in the following section, which addressed Redlands residents only.

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27 Figure 12: Place of Residence

Dining was the most common reason people were visiting Downtown Redlands, with 30 percent of respondents (see Figure 13). Twenty-three percent of respondents indicated they were visiting downtown for shopping, 19 percent were there for work, 16 percent were there for professional services, and 12 percent were there for other reasons, such as to attend a book reading event or just to walk around and enjoy the atmosphere. There was also a Christmas Tree lighting event downtown the evening of the first survey, but most surveys were conducted early enough in the day that only two participants mentioned visiting specifically for this event.

Figure 13: Trip Purpose

15%
32%
12%
4%
37%
Question 1: Where do you live?
In or near Downtown Redlands
Elsewhere in Redlands
Within 5 miles
Between 5 and 10 miles away
More than 10 miles away
19%
23%
30%
16%
12%
0%
5%
10%
15%
20%
25%
30%
35%
Work Shopping Dining Professional
Services
Other
Question 2: What brings you to Downtown Redlands?
Source: Walker Consultants, 2023.

Source: Walker Consultants, 2023.

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28 Of the 135 respondents who drove and parked, 53 percent parked on the street, 32 percent parked in a parking lot, and 15 percent parked in a parking structure (see Figure 14). Of those who parked, 84 percent considered their parking space close to their destination, and 16 percent did not (see Figure 15).

Figure 14: Parking Location

Figure 15: Nearness to Destination

The next question asked respondents who had driven downtown to further describe their experience finding parking (see Figure 16). Most respondents reported quickly finding a parking space near their destination. Of the 53%
15%
32%
0%
10%
20%
30%
40%
50%
60%
On-Street Parking Structure Parking Lot
Question 3: Where did you park?
Yes,
84%
No,
16%
Question 4: Did you park near
your destination?
Source: Walker Consultants, 2023.

Source: Walker Consultants, 2023.

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29 remaining respondents, 17 percent found a space near their destination after circling around for a while, 9 percent expected parking near their destination to be full and so quickly parked in an available space even when they considered it far from their destination, and 7 percent tried circling around for parking near their destination but eventually settled on a space further away.

Figure 16: Parking Experience

Of the 155 respondents, 25 percent indicated they were visiting downtown for less than an hour, 45 percent planned to stay for one to two hours, and 30 percent planned to stay for two or more hours (see Figure 17).

Figure 17: Length of Stay

67%
17%
9% 7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Quickly found parking near
destination
Found parking near
destination, but not quickly
Found parking quickly, but
away from destination
Found parking away from
destination, and not quickly
Question 5: How was the experience of finding parking?
Less than 1
hour, 25%
1 to 2 hours,
45%
2 or more
hours, 30%
Question 6: How did you stay/are you planning to stay in Downtown Redlands this visit?
Source: Walker Consultants, 2023.

Source: Walker Consultants, 2023.

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30 Finally, participants were asked whether if, in general, parking availability influenced their decision when thinking about where to go out for shopping or dining. Responses were split fairly evenly, with approximately 49 percent indicating they preferred to go places where they could find parking reasonably close to their destination, and 51 percent responding that parking availability was not an important factor (see Figure 18).

Figure 18: Parking-based Decision Making

Open-Ended Question Results
One final survey question provided participants with the opportunity to share any thoughts or concerns related to parking in Downtown Redlands. There was a fairly even split across participants who expressed dissatisfaction or difficulties due to the lack of available parking, participants who expressed reluctant acceptance with the way things were (e.g., with comments such as “it is what it is”), and participants who expressed satisfaction or positivity related to the parking situation in Redlands. Several themes were raised by multiple respondents:
• Expressions of difficulties due to lack of availability (20) o People are often late to appointments
o Some people want to visit downtown but leave and go elsewhere due to parking scarcity o The public sometimes park in reserved spaces because they can’t find any other spaces • Reluctant acceptance of the current parking situation (20) • Expressions of satisfaction with the current parking (16) o Appreciation that parking spaces downtown are full and not empty o Walking is healthy, prefer even circling for parking over development of additional parking o Observation that vibrant city centers seem to be transitioning toward less parking

49%51%
Question 7: In general, when thinking about where to go for shopping or dining, how does parking availability influence your decision? "I usually try to go places with parking
reasonably close to my destination."
"Parking availability is not an important factor
for me - I am more interested in the location
itself."
Source: Walker Consultants, 2023.

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31 • Interest in a parking structure (16)
o Only if underground (2)
o Only if aesthetically pleasing (2)
• Need for employee parking program (6)
• Need for more parking options for the mobility-impaired (4) • Frustration with parking time limits (4)
• Desire for better bike/multimodal infrastructure to relieve parking demand (3) • Preference for avoiding any new parking construction (3) • Safety concerns late at night or early in the morning (3) • Concerns about new developments and their impact on parking (3) • Desire for parking meters to help manage parking and generate revenue for the City (3) In addition to the common themes listed above, other participants shared:
• Restaurant wait times keep some people from visiting in the evenings, not parking difficulties • The lack of available parking keeps people from coming downtown for lunch when they’re in a hurry • Some people plan their visits downtown during off-peak hours, so parking is easier • People appreciate the angled parking
• More people would bike if there were secure bike parking • All of State Street could be ADA parking to accommodate elderly customers • State Street should be closed to cars and should have kiosks for outdoor shopping and dining • The structure fills up during the holidays, but Redlands has other options; people can go to Citrus Plaza • Would prefer to have no parking lots downtown and for Redlands to stack all the parking so new developments only go upward and do not expand outward into the orange groves • It’s nice to have parking returned to State Street and not have that street closed for outdoor dining like it was during Covid-19
Additional Analyses
Parking Experience by Length of Stay
Analyzing the survey responses by length of stay reveals that people visiting Downtown for less than an hour are least likely to park in a structure and most likely to park on the street. People staying for more than two hours are most likely to park in a structure and least likely to park on the street, although 41 percent of these longer-term parkers still park on the street (see Table 5). People staying for over two hours are most likely to report parking near their destination, while those staying under an hour are least likely to report parking near their destination (see Table 6). Similarly, people staying for more than two hours are most likely to report finding a parking space quickly, without having to circle, while people staying under an hour are least likely to report finding their space quickly (see Table 7). These results suggest that Redlands has been moderately successful at encouraging longer- term parkers to park in lots and structures but could do more to ensure that convenient street parking is available for people making short trips, who may be less willing to park farther from their destination.

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32 Table 5: Parking Location by Length of Stay
Less than 1 hour 1 to 2 hours 2+ hours
Garage 6% 17% 19%
Lot 33% 26% 41%
Street 61% 57% 41%

Table 6: Perception of Parking Distance by Length of Stay Less than 1 hour 1 to 2 hours 2+ hours
Did not park near destination 18% 17% 11%
Parked near destination 82% 83% 89%

Table 7: Parking Distance and Search Time by Length of Stay Less than 1 hour 1 to 2 hours 2+ hours
Parked far from destination,
after circling 9% 8% 5%
Parked far from destination,
without circling 12% 14% 11%
Parked near destination, after
circling 18% 15% 16%
Parked near destination,
without circling 61% 63% 68%

Perception of Parking Distance and Parking-Based Decision Making by Trip Purpose Analyzing perceptions of parking nearness to destination by trip purpose can shed additional light on the length of stay data. For example, those who came Downtown for work, who would generally stay two or more hours, were more likely than those visiting for dining, shopping, or professional services to report finding parking near their destination (Table 8). Those who came Downtown for another reason all reported finding parking near their destination, but these individuals usually did not visit with a precise destination in mind and simply wanted to walk around the area. The fact that employees were more likely to find parking near their destination likely reflects that (1) many employees arrive before peak hours, when there is still ample parking available throughout the downtown, (2) some employees have a reserved off-street parking space near their place of employment, and (3) any employees parking far from their destination may have been a hurry to arrive to work and unwilling to participate in the survey.

Source: Walker Consultants, 2023.

Source: Walker Consultants, 2023.

Source: Walker Consultants, 2023.

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33 Table 8: Perception of Parking Distance by Trip Purpose Dining Shopping Professional
Services Work Other
Did not park near destination 16% 21% 21% 9% 0%
Parked near destination 84% 79% 79% 91% 100%

Analyzing the influence of parking availability by trip purpose can also reveal which types of visitors are more or less likely to mind when parking is hard to find. Interestingly, people who were visiting Redlands for shopping were the most likely to respond that when going out for shopping or dining, parking availability influences their decision of where to go (see Table 9). This suggests that either these shoppers find parking in downtown Redlands generally acceptable, that they made an exception to visit a particular store despite anticipating difficulty parking, or that they arranged their schedules to shop outside of peak parking demand hours. Overall, a sizeable share of people visiting for shopping or dining reported that parking availability could potentially influence their decision of where to go, and the fact they still chose to come to downtown Redlands suggests that these visitors were content with the parking situation.

Table 9: Parking-based Decision Making by Trip Purpose
Dining Shopping Professional
Services Work Other
“Parking availability is not an
important factor for me - I am
more interested in the location
itself.”
57% 40% 48% 57% 50%
“I usually try to go places with
parking reasonably close to my
destination.”
43% 60% 52% 43% 50%

National Community Survey 2022 Results
Survey Background
The City hired Polco to conduct a National Community Survey (NCS) to evaluate the livability of Redlands. The NCS included standard questions across multiple categories (such as safety, utilities, natural environment, etc.) that were designed to facilitate benchmark comparisons between resident ratings of Redlands and resident ratings of other cities across the country. Additionally, the survey included custom questions developed by City of Redlands staff members to better understand travel behavior and perceptions of parking with a focus on the Downtown area, as well as to understand parking concerns within the context of overall priorities for how the City should use its resources. It also included responses from residents who don’t regularly go downtown. Survey responses were collected from 339 residents (with a response rate of 13 percent) between August and October of 2022. The responses were weighted to be representative of the City’s demographics, including geographic area of residence, Source: Walker Consultants, 2023.

Source: Walker Consultants, 2023.

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34 race and Hispanic origin, housing tenure and type, sex, and age. This section summarizes the NCS results pertaining to Downtown travel behavior, perceptions of parking, and community priorities.

Downtown Travel Behavior
Most NCS respondents reported that they or another member of their household visited Downtown Redlands with some regularity, with 45 percent of respondents visiting every week or almost every week. Seventeen percent visited only a few times a year (see Figure 19).

Figure 19: Frequency of Visiting Downtown Redlands

Source: Walker Consultants, 2023.

45%
27%
12%
17%
0%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Every week or almost every week
Twice a month
Once a month
A few times a year
Never
"In the past 12 months, how many times, if at all, have you or another household member visited Downtown
Redlands for shopping, dining, or entertainment?"
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35 Of the NCS respondents, 82 percent reported traveling to Downtown Redlands by personal vehicle or carpool (see Figure 20). Fifteen percent reported walking downtown, two percent reported biking, and one percent reported using public transportation.

Figure 20: Mode of Transportation Used to Travel to Downtown Redlands

Source: Walker Consultants, 2023.

Perceptions of Parking and Travel Options
The NCS respondents were asked to rate the ease of travel by multiple modes of transportation. The results revealed that Redlands remains primarily a car-oriented city, with vehicle travel rated as being the easiest way to get around. Travel by car was rated as “good” or “excellent” by 70 percent of respondents, in comparison with 63 percent for travel by bicycle, 59 percent for walking, and just 25 percent for public transportation (see Figure 21).

15%
2%
1%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Walking
Biking
Public transportation (bus)
Personal vehicle/carpool
"What mode of transportation do you use to travel to
Downtown Redlands?"
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36 Figure 21: Ease of Travel Ratings by Mode

Source: Walker Consultants, 2023.

Respondents were also asked about the ease of public parking, both as a benchmark survey question referring to all of the City, and as a customized survey question referring specifically to Downtown Redlands. Interestingly, the ease of public parking in Downtown Redlands was more likely to be rated as excellent or good than public parking in Redlands as a whole (see Figure 22). Only 17 percent of respondents rated the ease of finding public parking in Downtown Redlands as poor, compared with 24 percent for the ease of finding parking in the City as a whole.

Figure 22: Ratings of the Ease of Public Parking in Redlands and Downtown Redlands

Source: Walker Consultants, 2023.
70%
63%
59%
25%
0%
10%
20%
30%
40%
50%
60%
70%
80%
By car By bicycle By walking By public transportation
Share of survey respondents rating the ease of travel as "good" or "excellent" by mode
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37 A similar question asked respondents to rate the convenience/location of parking in Downtown Redlands. The convenience/location of parking was slightly less likely to be rated as poor than was the ease of finding parking, suggesting that participants may have been relatively content with the parking spaces they eventually found, but less content with the amount of time it took to find the space. A total of 83 percent of respondents rated the ease of finding public parking downtown as excellent, good, or fair, compared with 89 percent for convenience/location of the parking (see Figure 23).

Figure 23: Ratings of the Convenience/Location of Parking in Downtown Redlands

Source: Walker Consultants, 2023.

Asking survey participants how many blocks they consider to be a reasonable distance to park away from the business they are visiting can shed additional light on ratings of the convenience, location, and ease of parking in Downtown Redlands. In response to this question, seven percent of participants reported finding it reasonable to walk five or more blocks, 36 percent were willing to walk three to four blocks, and 56 percent expected to be able to park within a block or two of their destination (see Figure 24).

Excellent, 13%
Good , 42%
Fair, 34%
Poor, 11%

CONVENIENCE/LOCATION OF PARKING IN

DOWNTOWN REDLANDS
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38 Figure 24: Perceptions of a Reasonable Parking Distance

Source: Walker Consultants, 2023.

As electric vehicles become more commonplace, the City was also interested in understanding how residents perceived the availability of charging stations in Downtown Redlands. Many respondents skipped this question, but for those who answered, the most common ratings were good and excellent, respectively (see Figure 25).

Figure 25: Ratings of Charging Stations for Electric Vehicles in Downtown Redlands

Source: Walker Consultants, 2023.
1 -2 blocks, 56%
3 - 4 blocks, 36%
5 - 6 blocks, 1%
6+ blocks, 6%
"WHAT DO YOU CONSIDER TO BE A REASONABLE DISTANCE TO
PARK AWAY FROM THE BUSINESS YOU ARE VISITING?"
Excellent, 30%
Good, 58%
Fair, 2%
Poor, 10%

CHARGING STATIONS FOR ELECTRIC VEHICLES IN

DOWNTOWN REDLANDS
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39 Community Priorities
Ultimately, decisions about parking issues must be made in the context of community priorities and preferences regarding resource allocation and the associated opportunity costs of public spending. Satisfaction levels should be considered alongside ratings of importance. The NCS encouraged participants to think in terms of trade-offs by asking, “If the City were to commit additional resources, please indicate how much of a priority each of the following would be” for six different issues and allowing respondents to choose between major priority, minor priority, or not a priority. In the context of resource allocation, Downtown parking was least likely to be seen as a major issue, with only 32 percent of respondents selecting this choice (see Figure 26). Respondents were slightly more likely to consider Diversity, Equity, and Inclusion a major issue, moderately more likely to see Quality of Life or Sustainability and Climate Change as major issues, and far more likely to see Public Safety and Homelessness as major issues worthy of additional City resources.

Figure 26: Issues Seen as Major Priorities for City Resource Allocation

Source: Walker Consultants, 2023.
32% 34%
47% 48%
75%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Downtown
parking
Diversity, Equity
& Inclusion
Quality of life
(parks,
recreation,
library, & cultural
amenities)
Sustainability &
Climate change
Public safety
(Police & Fire)
Homelessness
"If the City were to commit additional resources, please indicate how much of a priority each of the following
would be." (Percentage of respondents selecting "Major
Priority")
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40 When asked to select a single top priority for the City to address out of the six issues mentioned above, survey responses revealed similar priorities. Only five percent of respondents believed Downtown parking should be the top priority, compared with four percent selecting Diversity, Equity and Inclusion, eight percent selecting Quality of Life, 15 percent selecting Sustainability and Climate Change, 31 percent selecting Public Safety, and 36 percent selecting Homelessness (see Figure 27).

Figure 27: Respondents’ Top Priorities for Redlands

Source: Walker Consultants, 2023.

4% 5%
8%
15%
31%
36%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Diversity, Equity
& Inclusion
Downtown
parking
Quality of life Sustainability &
Climate
Public safety Homelessness
"Please indicate which one of the following should be the top priority for the City."
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41 Employee Surveys and Conversations
Employee Parking Locations
Walker contacted employees on five sample blocks within the study area: Block 13, Block 18, Block 19, Block 25, and Block 26 (refer to Figure 28). Table 10 shows the number of employees contacted on each sample block, as well as the number of employees parking in private parking reserved for them, other private parking, public street parking/the Ed Hales Park parking lot, or the public parking structure on Citrus Avenue across from Block 13.

Employees and business owners on Block 25 or 26, at the east end of the downtown study area, were most likely to have an off-site private parking space available. Approximately two-thirds parked in a reserved off-street space; the majority of the others parked on the street. Slightly over one-third of those working on Block 18 or 19, near the middle of downtown, reported parking in a reserved private off-street space. Employees on these blocks were most likely to report finding parking in a private lot that was not necessarily associated with their business. The only employees who reported parking in the Citrus Avenue Parking Structure were those who worked on Block 13, directly across from the structure.

Table 10: Employee Parking Locations
Block
Number of
employees
contacted
Private parking
(Reserved for
them)
Private parking
(Other)
Street parking (or
Ed Hales Parking
lot)
Citrus
Avenue
Parking
Structure
Didn't drive
to work
13 39 8% 5% 18% 67% 3%
18 36 42% 25% 33% 0% 0%
19 31 32% 65% 3% 0% 0%
25 25 52% 12% 36% 0% 0%
26 49 76% 0% 22% 0% 2%
Source: Walker Consultants, 2023.

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42 Figure 28: Downtown Redlands Study Area

Source: Walker Consultants, 2023.

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43 Employee Feedback
Many employees had time to share additional details, feedback, or opinions about parking in Downtown Redlands. Appendix C provides all comments shared by employees on each of the sample blocks. From these comments, the following key themes emerged:
• Downtown visitors park in the private spaces that are supposed to be reserved for their business (7) • Safety concerns lead employees to park as near their place of employment as possible (7) • Lack of convenient spaces or ADA spaces available for customers is an issue (6) • Time limits are an issue (6)
• Many employees move their cars every two hours (3)
• Street closures and events are difficult for businesses (3) • Lack of enforcement is appreciated or counted on (3)
• Lack of enforcement is a problem (2)
• Customers and employees may arrive late due to parking difficulties (2) • Employees can’t leave during their lunch break, or they’ll lose their parking space (2)
• Lack of parking is an issue for deliveries/bulky purchases (2) Other comments from employees included the following:
• At least one business rents employee parking spaces at the nearby YMCA through the City.
• At least one business purchases temporary one-time permits from the City (pictured) to extend street parking time limit for their customers when they hold classes or events.
• Advanced notice from the City of events that affect parking would help businesses make decisions.
• Employee tandem parking may be part of the solution.
• A downtown trolley or electric scooter share could be part of the solution. • Citibank underground lot may be a good temporary solution for employee parking.

Source: Walker
Consultants, 2023.

Temporary Parking
Permit

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44 Business Outreach Summary
On 11/9/22, Walker held two in-person meetings for the Downtown Redlands business community, at 8:30 am and 5:30 pm. Approximately 20 people attended each meeting. Walker presented the goals of the Downtown Parking Study project and reviewed parking approaches from the General Plan and the Transit Villages Specific Plan in the context of new growth coming to Redlands. Walker asked participants for feedback on their experiences with parking to help inform strategy development and the implementation plan. Business owners shared their thoughts on how parking affects their businesses, expressed their parking-related concerns, shared parking management ideas they believed were promising for Redlands, and shared examples of places they thought managed parking well.

Parking-Related Concerns
• Many participants expressed their concern that the lack of convenient available parking drives potential customers away. Someone noted this was especially problematic for retail businesses, because people would schedule appointments for professional services or schedule plans to meet friends at a restaurant and have less flexibility in their plans.
• Several participants said that a few employees
and business owners might park all day in prime
downtown spaces, which they believed should be
left available for customers.
• One participant mentioned that Downtown
Redlands did not regulate or have dedicated
space for delivery vehicles, and as a result, they
often took up multiple parking spaces during
business hours (also creating noise and pollution).
• Several owners mentioned that events that block
off parking spaces and restrict vehicle access hurt
their businesses.
• Several people expressed concern that the lack of
available parking regularly causes the public to
park in private off-street spaces reserved for their
businesses.
• Difficulty finding parking prevents potential customers from going Downtown on their lunch break when they only have an hour.
• Having to park and walk a long distance is especially unpleasant in the summer heat. • Many participants expressed concern that the new development would reduce the supply of parking currently used by Downtown visitors and employees, while also creating new parking demand. • Many participants were worried about safety and did not feel safe walking Downtown or entering a parking structure at night. Safety concerns often caused employees and business owners to park as near their workplace as possible, and some of their customers felt unsafe as well.

Source: Walker Consultants, 2023.

Fully occupied street parking in Downtown
Redlands.

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45 Ideas for Parking Management
• Some people suggested that Redlands needed to construct a new parking structure with more convenient access to State Street. They did not think many people would be willing to walk from the new 385-space structure on Stuart Avenue near the Santa Fe Depot.
• Some people believed Redlands should use pricing to ensure some convenient spaces remain accessible for customers making short trips and to discourage longer-term parkers from parking in prime spaces.

One person mentioned that the City could give preferential rates to residents. • Several people suggested that a tram, shuttle, or trolley could transport employees and customers Downtown.
• Someone mentioned that shaded parking spaces would be appreciated in the hot summer months. • Multiple people believed stronger parking enforcement would help the parking situation. One person suggested stricter 30-minute time limits for prime spaces on State Street. • Some people suggested that existing parking—such as the City Hall or Centennial Plaza spaces—could be opened up and shared with employees or the public to help manage demand.

Places that Manage Parking Well
• One participant suggested the City look to Santa Monica and Pasadena as examples of communities that manage their parking well. Both cities keep an attractive and walkable downtown by having few off-street parking lots, providing parking structures, and using
pricing to manage on-street parking. Old Pasadena has a “parking benefit district” in which parking meter
revenues are returned to downtown businesses, who
choose to use the revenue to fund security patrols,
cleanliness, street beautification, and additional parking projects in the downtown area.
• Another participant suggested the City look to Hawaii as an example of a convenient way to charge for parking.

They explained how Hawaii has signs with QR codes for
visitors to scan and pay for parking based on their length of stay, with the ability to add additional parking time from their phones rather than having to walk back and
feed a meter.

Source: Santa Monica Travel & Tourism, 2023.

Walkability in Downtown Santa Monica
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46 Review of Existing Materials
The City of Redlands has already recognized how parking management can help a place become more livable, environmentally friendly, and economically vibrant. In 2017, the Initial Downtown Parking Study was conducted to begin exploring parking conditions and opportunities in Redlands. Its study area was larger than the current study area and extended beyond the core downtown. Parking is also a key feature of the Transit Villages Specific Plan, approved in October 2022. The Transit Villages Specific Plan provides parking objectives, parking management strategies, and a section dedicated to parking strategy and improvements for the downtown area. The following sections of this document will provide an overview of the information and ideas contained in these plans. 2017 Initial Downtown Parking Study
The study explored parking conditions and opportunities for Downtown Redlands. The area covered corresponded to the boundaries of the area of the Downtown Specific Plan (later repealed and replaced by the new Transit Villages Specific Plan). The 2017 study also referenced a “Parking and Business Improvement Area” in which on-site parking was not required for downtown businesses near the Ed Hales Park parking lot and Citrus Avenue parking structure, but the Parking and Business Improvement Area was disestablished in 2011 by Ordinance 2760.

The study included a thorough inventory of the locations of marked and unmarked street parking spaces, private parking lots and structures, and City-owned parking lots and structures (see Figure 29).

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47 Figure 29: Parking Space Inventory from 2017 Initial Downtown Parking Study Area

Source: 2017 Initial Downtown Parking Study, 2017.

The inventory included 586 spaces in City-owned facilities, approximately 1,915 on-street spaces (450 marked), and 5,560 private commercial parking spaces. The boundaries of the current parking study have been updated to focus on the core downtown area near State Street, where the highest parking occupancies are observed, but the more geographically comprehensive map created for the initial study may be useful to inform potential opportunities outside the immediate study area.

The initial study also shared the results of parking occupancy counts, revealing peak weekday demand to occur between 12 p.m. and 2 p.m. (with over 90 percent utilization for city lots and 60 to 70 percent for private lots in the downtown core) and between 6 p.m. and 9 p.m. on Thursday Market Nights. The Redlands Mall lot was only 55 percent full during peak weekday hours but was 100 percent full for Thursday Market Night. Figure 30 displays the parking utilization rates observed during peak demand hours by area throughout Downtown.

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48 Figure 30: Average Peak Hours Parking Utilization from the 2017 Initial Downtown Parking Study

Source: 2017 Initial Downtown Parking Study, 2017.

The study mentioned that the City had an agreement with the owner of the Centennial Plaza to permanently provide 53 spaces for public use. These spaces are not well advertised as public parking, and the parking garage rarely exceeded 25 percent occupancy even during peak Market Night hours.

In addition to providing parking inventories and occupancy data, the initial study explored current parking management practices and future opportunities. It found there was no charge for parking Downtown other than a few lot spaces leased to individual businesses. There were also no programs to incentivize off-street parking for employees and long-term parkers. Many spaces in the Downtown core had two- or three-hour parking time limits, with the Police Department responsible for enforcement. The study introduced paid parking through “pay and display” kiosks as a possible method of encouraging the turnover of prime spaces.

Other ideas included in the initial study were restriping and expanding existing parking lots, providing additional public parking through private development, improving wayfinding and signage, improving the pedestrian crossings to access the Centennial Plaza, reaching out to downtown business owners for shared parking solutions, and improving lighting and security at parking lots and structures. Longer-range ideas included creating a structure at the Ed Hales lot or implementing a downtown parking shuttle between public parking areas and busy destinations (Figure 31 displays the proposed shuttle route).

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49 Figure 31: Parking Improvements Plan from the 2017 Initial Downtown Parking Study

Source: 2017 Initial Downtown Parking Study, 2017.

Finally, the initial study discussed options for potentially financing additional public parking downtown. Redlands already has a downtown parking fund, through which the sale of City property could fund additional parking.

Bond financing, business license fees, special assessment districts, cost recovery through paid parking, leasing, and public private partnerships are additional mechanisms through which the City could fund additional parking or other mobility improvements in the downtown.

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50 Transit Villages Specific Plan
The Transit Villages concept is a defining feature of Redlands’ 2035 General Plan. Transit villages are meant to be economically vibrant and environmentally friendly places in which people can live without vehicle dependency, where multiple destinations are located within close proximity, and where walking, biking, and public transit are appealing and convenient modes of transportation. Formally adopted in October 2022, the Transit Villages Specific Plan contains greater detail and includes a chapter that provides parking objectives and management strategies for the areas near these train stations. This plan includes a chapter section dedicated to parking strategy and improvements for the downtown area. The Transit Villages Specific Plan replaces the former Downtown Specific Plan. The plan introduces the following vision:
“…to create a cohesive town center with abundant amenities and pedestrian-oriented streets…to encourage a mix of uses to promote economic vitality, create a pedestrian-oriented environment, maintain a distinctive character based on the city’s historical elements, and enhance the civic realm through vibrant streetscapes.”
The Parking Objectives section addresses the need to find the right balance between supplying adequate parking without supplying more than necessary. The Parking Management section speaks to the importance of the 85 to 90 percent utilization threshold, explaining how parking occupancies that exceed this threshold may frustrate visitors and lead potential customers to choose to do business elsewhere. When parking occupancies are below this threshold, parking management strategies seem unnecessary. When ample parking is available, people may be less open to using sustainable modes of transportation like walking, biking, carpooling, or taking public transit, parking farther from their destinations and walking, or paying for a prime parking space. The plan explains that when occupancies reach the threshold, people are typically more willing to change their parking expectations and behavior and support parking management strategies. Parking management measures may relate to:
• Demand: Parking demand can be reduced through
actions that make alternative modes of transportation
more attractive, such as creating more bike lanes and
bike parking, providing transit pass discounts, or
developing incentive programs to encourage downtown
employees to walk or bike to work.
• Location: Parking management can help shift demand
from primary parking locations to secondary locations in the surrounding area. This requires clear signage and
wayfinding to inform motorists of available parking and inviting pedestrian routes that increase the distance
people are willing to walk to their destinations. Permits can also help prioritize certain parking locations for
certain user groups.
• Time: Time limits are mentioned as a way to encourage turnover in busy areas and keep spaces available for
short-term users. Time management strategies also consider ways to use parking space more efficiently based on the time of day or day of the week. For example, spaces might serve as a loading zone in the Source: Walker Consultants, 2023.

Bike Parking on State Street

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51 early morning and public parking during business hours. Church parking lots could serve the public during weekdays, and office parking lots could be made available to the public on weekends and at night. • Price: Charging for priority parking spaces during peak hours is another way to encourage turnover and help create availability, while also generating revenue which can be kept in the area and used for things like sidewalk upkeep, cleaning, safety and security, marketing, wayfinding, streetscape improvements, and alternative mode programs, such as discounted transit passes. Another pricing strategy involves requiring in-lieu fees of businesses that rely heavily on public parking. • Supply: Supply-focused strategies may involve building new facilities, requiring new developments supply a minimum number of parking spaces or bike parking spaces, or allowing and encouraging shared use agreements so that existing parking is more efficiently utilized.

The “Downtown Parking Strategy and Improvements” section sets forth the goal of more efficiently managing existing parking downtown and providing any additional future parking in structures, rather than surface lots, to maintain a walkable and pedestrian-friendly downtown environment. Ideas for downtown include:
• Preserve convenient street parking for visitors running quick errands or grabbing a cup of coffee. • Accommodate passenger rail commuters with a parking garage on Stuart Avenue that also includes bike parking and drop-off locations.
• Improve the pedestrian environment with
amenities like shade trees, sidewalks, lighting, and
benches.
• Manage existing parking resources more
efficiently by:
o Encouraging properties with surplus
parking to enter shared use agreements
with other properties or allow public use
of some of the parking.
o Encouraging downtown employees to use
off-street parking lots and garages.
o Creating maps and brochures that show
where parking is available.
o Installing wayfinding and signage to direct
visitors to the appropriate parking
facilities.
o Making existing parking more attractive
by improving lighting and security.
o Introducing valet parking.
• Introducing time limits in locations where parking utilization exceeds 90 percent. • Charging for parking in areas where parking utilization exceeds 90 percent even after time limits are introduced and allocating revenue to support the needs of the downtown. o Revenue from street parking can support programs such as cleaning, safety, marketing, lighting, bicycle facilities, or sidewalk enhancement.
o Revenue from parking lots and garages can be reinvested back into the operation, maintenance, and security of off-street parking facilities, or the construction of new facilities.

Source: Walker Consultants, 2023.

Downtown Redlands Station

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52 • Establishing a Downtown Transportation Improvement District to manage all parking operations in the downtown area, and if paid parking is introduced, to set parking rates and allocate revenues for improvements within the Downtown Transportation Improvement District boundaries. • Encouraging the use of sustainable transportation modes to reduce parking demand by using parking revenues to introduce transportation demand management measures like parking cash out programs, transit pass offerings, bike programs, and car sharing programs. • Increasing the amount of downtown parking available to the public to allow for efficient management and the sharing of parking resources.
• Modifying the code requirements to reflect the
needs of a transit-oriented development area.
o Unbundling parking so that spaces are sold
or leased separately from residential units,
allowing residents without cars to avoid
paying for parking they don’t use and
freeing up spaces for those who need it.
o Allow all downtown parking to be shared
among all uses rather than allowing shared
parking agreements only for more limited
combinations of uses, projects, or
developments.

The Transit Villages Specific Plan also
recommended several measures (establishing
a flat parking requirement for all commercial
uses, allowing parking requirement exemptions, increasing the allowable distance of off-site parking facilities, and reducing parking requirements for projects willing to share their parking supply) that are no longer relevant to transit-oriented development (TOD) areas with the passage of AB 2097. The Downtown Parking Standards Review section provides further detail on the impact of this new state legislation, which prohibits minimum parking requirements within a half-mile of public transit.

Finally, the Downtown Parking Strategy and Improvements section recommends any additional downtown parking be provided in structures, and suggests four potential locations:
• Stuart Avenue Parking Garage - This project was completed while the Transit Villages Specific Plan was still undergoing the approval process. The new structure includes 385 spaces, with 200 spaces available for public use.
• Redlands Mall Garage – The plan suggests that the redevelopment of the Redlands Mall site should include parking that be made available to the public.
• Ed Hales Parking Garage – In the mid- to long-term, the City could accommodate approximately 160 vehicles by building a parking structure at the existing site of the Ed Hales parking lot. • Seventh Street Garage – In the long-term, the City could construct a new garage with between 200 and 400 spaces to serve the developments in the area bounded by Orange Street, Redlands Boulevard, Church Street, and the Freeway.

Source: Walker Consultants, 2023.

Entrance to Centennial Plaza Garage
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53 These locations were chosen to provide convenient access to the passenger rail station and State Street corridor, as well as to intercept traffic coming from the east and north to reduce traffic circulation in the core downtown area. The plan also mentioned the potential for creating public private partnerships to develop parking structures on existing downtown surface lots that are privately owned.

Downtown Parking and Standards Review
Parking Time Limits and Extension Program
Currently, parking management in Downtown Redlands is limited to time limits; there are no paid parking areas.

In approximately 1999, a Downtown Redlands Extended Parking Permit Program was created in which businesses could purchase, on behalf of their clients, permits allowing for one-time overstay of the parking time. Permits cost fifty cents. The program was mainly used by hair salons and by the Redlands Sewing Center when offering classes.

Downtown Parking Standards and Requirements
Work on the Draft Transit Villages Plan for Redlands began in 2017, and the plan’s development code chapter included parking standards for the downtown area (see Figure 32). These standards were meant to update the previous development standards to better align with characteristics and goals of a walkable mixed-use area with accessible public transit.

Figure 32: Downtown Parking Requirements in the Transit Villages Specific Plan

Source: Transit Villages Specific Plan, Chapter 4, page 18, 2022.

The chapter also established allowances for tandem parking, compact parking, and off-site parking, and it offered parking requirement reductions for projects with shared parking or that provide carpool spaces, transit incentives, flex-car sharing programs, secure bike parking with showers and lockers, or other transportation demand management (TDM) measures.

AB 2097
However, new state legislation renders the parking requirements of the Transit Villages Specific Plan inapplicable to most of the Downtown Transit Village area.

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54 Assembly Bill 2097, adopted in September 2022, prohibits a public agency from imposing or enforcing any minimum automobile parking requirement on a residential, commercial, or other development project if the project is located within one-half mile of public transit. “Public transit” includes any existing rail or bus rapid transit station. This means the parking requirements no longer apply within a half mile of the Downtown Redlands Station, and this “High Quality Transit Area” (see Figure 33) roughly encompasses the entire Downtown Transit Village area (see Figure 34). Only a few small areas of the Downtown Transit Village area, such as the small segment of Orange Street just north of Brockton Avenue and the segment of Redlands Boulevard just south of Citrus Avenue are outside the half mile radius from the rail station.

Figure 33: Downtown Redlands “High Quality Transit Area” Coverage

Source: High Quality Transit Areas (HQTA) 2045 – SCAG Region, Southern California Association of Governments, 2021.

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55 Figure 34: Redlands Transit Villages Specific Plan Area Boundaries

Source: Transit Villages Specific Plan, Chapter 1, page 5, 2022.

AB 2097 prohibits public agencies from imposing minimum parking requirements, but it also says that when a project provides parking voluntarily, a City may impose requirements on the parking, such as requiring spaces for car share vehicles, requiring spaces to be shared with the public, or requiring parking owners charge for parking.

Therefore, it may be possible that some type of parking standards could still apply to the downtown area.

Alternatively, it may still be possible to encourage projects to provide carpool spaces, transit incentives, flex-car sharing programs, secure bike parking with showers and lockers, or other transportation demand management measures even without being able to offer a reduction in parking requirements. The next section explores some of the development standards and parking management practices used by other cities to advance sustainable mobility goals.

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56 Case Studies of Parking Management Best Practices
Because most of Downtown Redlands falls within a half mile of public transit, state law prohibits the City from imposing minimum parking requirements in the area. This limits several options that may have previously been available: pursuing a supply-focused approach to parking management centered on individual sites, using parking in-lieu fees to fund the development of centralized public parking, and using a potential reduction in parking requirements to incentivize development projects to include features that encourage the use of sustainable transportation. When cities no longer rely on minimum parking requirements to ensure excessive parking supply or alternative options, parking management becomes even more important.

This section explores three case studies of parking management in the following cities:

1. Santa Monica, CA

2. Pasadena, CA

3. Cambridge, MA
The cities were selected for their best practices in parking management and access. Their strategies include integrating parking with transportation demand management development standards, implementing a parking benefit district, creating a Traffic Reduction and Transportation Improvement Fee for new development, pricing public parking based on demand, and encouraging public and shared parking.

Santa Monica, CA
Santa Monica is a mid-sized city that attracts millions of visitors each year. Because of the high number of visitors, the City has developed a robust parking program that maintains the walkable character of the downtown, provides clear information to drivers, ensures parking is available for those who need it, and mostly avoids subsidizing the cost of driving. Santa Monica also reduces parking demand indirectly through programs designed to reduce the vehicular traffic associated with employee commuting and new developments.

The City created a Downtown Parking Assessment District, where projects had the option to pay an in-lieu fee of $20,000 per required parking space they did not provide. The City also created an overlay district where the development of new above-ground parking is prohibited, which encouraged developers to pay the in-lieu fee rather than create new parking that would deteriorate the pedestrian-friendly environment. Funds were dedicated to a Downtown Parking Fund and used to finance the expansion of the public parking supply or trip reduction strategies. The City developed a large supply of public parking with the help of in-lieu fees, but also focused heavily on demand management. Ultimately, Santa Monica’s demand management was so effective that the City found it had built more parking than necessary and approved the demolition of a public parking garage.

Some of Santa Monica’s parking demand management strategies include:
• Pricing zones and rate adjustments
• Special event rates
• Parking cash-out
• Unbundled parking
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57 Demand-Based Parking Rates
The municipal code establishes a base rate of $2 per hour for street parking in the downtown and $1 per hour in other meter zones, and it gives the City Manager or designee the authority to adjust these rates up or down 25 cents every six months to achieve target occupancy. Downtown street parking rates rose to $2.50 per hour, and rates elsewhere rose to $1.25 per hour. The hourly rates for public lots and garages are lower, which attracts longer-term parkers to off-street parking and increases turnover of the more convenient on-street spaces, which supports local businesses. The City also supports local businesses by offering free parking in structures for the first 90 minutes, an initiative that works without excessive enforcement efforts because the parking structures have gates that record the time of entry. Some parking structures have three-hour time limits for more convenient lower-level parking but allow all-day parking on upper levels.

When there are special events, the City charges higher rates for structure parking, and charges per entry rather than hourly. The Special Event Rate is $30 during a weekday event and $35 during a weekend event. These rates are higher than the typical daily maximums of $20 during the weekday and $25 during the weekend.

Parking Discounts for Downtown Residents and Employees
Downtown residents who live in buildings without on-site parking are eligible to purchase monthly parking permits. Downtown employers are eligible to purchase monthly, semi-annual, or annual permits for their employees to park in certain public facilities. Santa Monica is also running a Downtown Employee Validation Pilot Program that offers reduced daily rates, allowing employees to pay $6 to receive validation for 6 hours of parking or $9 to receive validation for 12 hours of parking. Daily parking is preferable to monthly parking, as studies have shown car use is almost doubled where employees can pay monthly instead of daily.3 Initiatives to Reduce Employee Parking Demand
Santa Monica also provides a model for reducing employee parking demand through their Transportation Management Ordinance requirements. The City requires all employers with over 10 employees to pay an Employer Annual Transportation Fee per employee, which covers the cost of administering the ordinance. As part of the ordinance, Santa Monica targets an average vehicle ridership (AVR) of 1.5 or higher, and employers who achieve this target may receive a 60 percent credit on their annual fees.

The Transportation Management Ordinance requires employers to submit an annual Emissions Reduction Plan with transportation demand management initiatives including marketing strategies, support strategies, and subsidy-based strategies. Santa Monica uses Emissions Reduction Plan reporting to ensure employers comply with the state’s parking cash-out law, which requires that large employers who lease their parking and offer free parking to employees must also offer the option of receiving the equivalent cash value. When employees have the option to choose cash instead of a free parking space, fewer people choose to drive alone to work, and the total parking demand is reduced. A sample of eight case study employers offering parking cash-out, including two

3 Christiansen, Engebretsen, Fearnley, and Usterud Hanssen. 2017. “Parking facilities and the built environment: Impacts on travel behaviour.” Transportation Research Part A: Policy and Practice, Volume 95: 198-206. https://doi.org/10.1016/j.tra.2016.10.025.

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58 in Santa Monica, revealed that parking cash-out reduced solo commuting by an average of 13 percent, with corresponding increases in carpooling, transit use, walking, and biking (see Figure 35).

Figure 35: Commuter Mode Shares Before and After Parking Cash-Out

Source: Parking Cash Out, Shoup, 2005.

Unbundling Parking
Another way Santa Monica creates equity between drivers and non-drivers is by unbundling parking. The code requires that parking spaces be leased or sold separately from residential or commercial structures. This way, non-drivers are not required to pay for parking they don’t need, and the parking spaces that exist will be used more efficiently. For residential developments, when the cost of parking is separate from the cost of housing, households are more likely to choose to reduce their vehicle ownership. Research has shown that after controlling for socioeconomic and built environment characteristics, the presence of bundled parking is associated with a 27 percent increase in vehicle miles traveled.4 For commercial developments, requiring that parking be unbundled facilitates the enforcement of (and improves the effectiveness of) parking cash-out.

Transportation Impact Fees and TDM Plan Requirements for New Developments Santa Monica has a Transportation Impact Fee program that requires developers to pay a fee based on the number of residential units or on the amount of square footage for non-residential developments. Establishing this program required a nexus study demonstrating the relationship between the expected transportation impacts of new developments and the fees required to address those impacts through transportation improvements and trip reduction strategies. For example, the transportation impact fee revenues may fund sidewalk improvements, bike parking, transit improvements, new bicycle and transit lane striping. Programmatic measures may include partnerships with sustainable mobility service providers. While other cities may have

4 Pinski and Manville. 2018. “Parking behaviour: Bundled parking and travel behavior in American cities.” Land Use Policy, Volume 91. https://doi.org/10.1016/j.landusepol.2019.02.012 Redlands Regular Meeting of 12-05-23
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59 transportation improvement fees that fund vehicle infrastructure, Santa Monica directs these funds toward projects that reduce vehicle traffic, which also helps manage parking demand.

The City requires Transportation Demand Management (TDM) plans for new developments with 16 or more residential units or at least 7500 commercial square feet. Strategies to reduce vehicle travel may include both programmatic measures, such as providing employees or residents with transportation allowances for transit passes, and site improvements, such as providing secure bicycle parking with electric charging for e-bikes.

Parking Maps, Signage, and Wayfinding
Santa Monica has clear signage displaying the location of public parking facilities, as well as the number of spaces available in parking structures. It also uses sensor technology to continually update a web page showing the location of off-street parking facilities and how full they are (https://www.santamonica.gov/places/parking-lots).

The website makes it easy for visitors to plan ahead, and the signage at each facility helps visitors who are already in the area easily identify parking locations. The system also generates occupancy data, which can help guide potential rate adjustments.

Pasadena, CA
Pasadena is a mid-sized city in Los Angeles County with a thriving business district, Old Pasadena, that now attracts many visitors for shopping and dining. Old Pasadena was one of the earliest adopters of what has come to be widely accepted as a best practice in parking management, the “parking benefit district” model. Pasadena also uses pricing to ensure convenient street parking is available for short-term visitors, limits parking supply in transit-oriented development areas, and uses transportation impact fees to fund sustainable mobility projects.

Parking Benefit District
Initially, Old Pasadena had no parking management other than two-hour time limits. City staff suggested installing meters, but some business owners were concerned that charging for parking would discourage potential customers from visiting. Then, the City proposed using all parking revenue to fund public improvements within the parking meter zone and allowing advisory board members to control the use of revenue. Merchants and property owners accepted this idea.

The parking meters resulted in greater availability of convenient curb parking for customers, and customers willing to pay for parking seemed to be more willing to spend more money in Old Pasadena. Retail sales and tax revenue in Old Pasadena increased significantly following the installation of parking meters in 1993, including when compared to other commercial districts in Pasadena, as shown in Figure 36.

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60 Figure 36: Retail sales-tax revenue in Old Pasadena before and after installing parking meters in 1993

Source: Access Magazine, Turning Small Change Into Big Changes, Kolozsvari and Shoup, 2003.

Meter revenues were used to fund street furniture, trees, tree grates, lighting fixtures, cleaning services, marketing, and security services and patrols for the area. These public improvements attracted more visitors, which resulted in higher meter revenues and created a “virtuous cycle” of continual improvements credited with revitalizing the downtown. A marketing campaign assured visitors that their parking fees would be used to benefit Old Pasadena.

In October 2022, Pasadena’s Director of Transportation provided the Old Pasadena Parking Meter Zone Advisory Commission with a report on the parking meter fund’s revenues, expenses, and projections through the end of the year. The fund was estimated to end with a balance of approximately $1.6 million, with $900,000 designated to cover operations and meter replacement expenses, and $727,000 available for appropriations. The Advisory Commission is composed of seven members—three property owners in the area, three business owners who rent property, and one “at large” member who may be either. The commissioners guide the expenditure of meter revenue and recommend meter rate adjustments.

Pasadena’s Parking Benefit District uses parking revenue to fund Safe, Clean, and Homeless Outreach services. In addition to cleaning and beautification activities, their job description includes:
• Provide High Visibility & Presence
• Monitor Suspicious Activity
• Respond to Calls for Service
• Provide Safety Escorts
• Assist the Pasadena Police Department
• Conduct Homeless Wellness Checks
Guide hours are from 7 am-midnight Sunday through Thursday and from 7 am-3 am Friday and Saturday.

Source: Parking Matters in Old Pasadena,
Kolozsvari and Shoup, 2018.

Old Pasadena Parking Meter
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61 Parking Rates and Options
Like Santa Monica, Pasadena charges more for on-street parking than for parking in its off-street “Park & Walk” facilities.5 This helps ensure convenient spaces are available for customers. • Street parking is $1.25 per hour in the heart of Old Pasadena and $0.75 per hour on the periphery. • “Park & Walk” garages are $1 for the first 2 hours and $2 per hour thereafter, with a $12 daily maximum. o The first 90 minutes may be free with validation from participating stores. • Monthly garage parking permits are available for between $70 and $90 depending on the location.

Drivers can use the Passport Parking app to pay for metered parking, extend your parking sessions, and get reminder notifications. Monthly permits are available through the City.

Parking Maximums and Public Parking in Transit-Oriented Development (TOD) Areas Pasadena’s municipal code establishes maximum parking requirements for new development in its TOD areas.

The strategy of limiting parking provision is meant to help the City achieve long-term sustainable mobility goals and reduce private vehicle ownership and use. The City allows an exception for commercial parking in excess of the maximum, provided that the parking is available for public use, that signs advertise the availability of public parking on the property, and that rates do not exceed the City garage rates by more than 150 percent. In this way, parking maximums can help incentivize the provision of publicly available parking.

Traffic Reduction and Transportation Fee
Like Santa Monica, Pasadena collects a development fee to offset the transportation impact of new developments and uses these funds not for roadway and vehicle infrastructure, but to improve pedestrian and bicyclist infrastructure and increase transit service frequency. Pasadena also requires new projects to submit transportation plans for individual sites based on project size, and the fee expands on this by funding already- planned projects or programs at a larger scale and helping the City make improvements where they will have the greatest impact. Rates are set per square foot for retail, office, and industrial developments and by the number of units for residential developments.

Cambridge, MA
The mid-sized city of Cambridge, Massachusetts stands out for the way it links parking with transportation demand management (TDM). While many cities have programs that offer new developments a reduction in minimum parking requirements for including TDM measures, Cambridge takes a different approach. In Cambridge, parking supply is what triggers TDM requirements that can help mitigate the vehicle ownership and traffic impacts associated with higher parking availability. The City favors TDM because it is less expensive than expanding roads and parking facilities, it improves environmental quality and livability, it can be put in place quickly and tailored to particular groups, it promotes social equity, it encourages efficient land use, and it corrects

5 It is important to note that public parking structures in Santa Monica and Pasadena were generally constructed with significant assistance from each City’s Redevelopment Agency (RDA) at the time. RDAs were abolished in the State of California as of February 1, 2012. The construction of these parking structures also predates the cities’ recent climate action plans, which include strategies related to parking policies and facilities/sustainable mobility and land use as essential to achieving GHG reduction goals, as is the case in Redlands (see Figure 38).

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62 market distortions by revealing the true cost of people’s travel options. Cambridge also recently eliminated minimum parking requirements throughout the City, and like Pasadena, has parking maximums in some areas.

Parking and TDM Ordinance
The ordinance requires TDM measures for nonresidential projects with at least five parking spaces. Small projects with under 20 spaces are simply required to include three TDM measures from a list provided by the city. Example measures include the following:
• Transit pass subsidies
• Bicycle parking and charging facilities
• Showers and lockers
• Carpool/vanpool matching
• Emergency ride home programs
• Financial incentives not to drive alone
• Hiring of local residents
• Shuttle programs
• Market-rate parking fees
• Daily parking fees rather than monthly
• Providing transportation information
Larger projects with at least 20 parking spaces must submit a Parking and TDM Plan that includes a drive-alone mode split commitment set at ten percent below the census tract average. The program requires annual reporting and monitoring, with adjustments required for projects that do not meet their mode share target. The City may issue fines or even restrict access to the development’s off-street parking supply until compliance is attained. In 2014, 30 of 35 projects that submitted monitoring reports met or exceeded their drive-alone mode share reduction targets.6 Many projects affected by the ordinance were in the Kendall Square neighborhood, where the drive alone rate fell by 16 percentage points between 1990 and 2018.7 After the Parking and TDM ordinance was adopted, drive-alone rates fell throughout the city of Cambridge, even while they increased throughout the rest of the state.

Cambridge served as a national model for its approach to the relationship between parking and TDM, having introduced its ordinance in 1998. Since then, several other cities have followed in its footsteps. For example, San Francisco expanded on the idea by also applying it to residential projects and making requirements clear upfront for developers. The City provides a website with a menu of TDM options with a point value assigned to each, where the number of points-worth of TDM measures that a development must include is tied to its exact number of parking spaces, rather than the simple categories of small and large projects. In many places, a reduction in parking requirements has been used as an incentive to improve development projects. However, now that AB 2097 has eliminated this possibility for many areas, approaches like Cambridge’s, where TDM requirements are based on parking supply, will likely become more popular and necessary in cities throughout California.

6 City and County of San Francisco, TDM Technical Justification, 2018. 7 Mayors Innovation Project and State Smart Transportation Initiative, Modernizing Mitigation: A Demand-Centered Approach, 2018.

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63 Variable Rates for Public Parking
Like Pasadena and Santa Monica, Cambridge uses pricing to manage parking demand. Parking rates vary, with higher charges in areas or during hours with higher demand. In addition to managing street parking, Cambridge has two public parking structures and nine off-street facilities. Rate variation examples include:
• Public parking facility rates range from 50 cents to $3 per hour • Some public lots have higher rates from 8am-6pm and offer lower rates from 6pm-10pm; other facilities do not charge at all in the evenings
• Reduced monthly fees for resident permit parking in garages varies by month ($100 per month May through November, $50 per month December through April) Parking Time Limits
Cambridge also uses time limits to manage parking. Most metered parking spaces have two-hour time limits, and some high turnover areas have 30-minute time limits. Most public surface parking lots have two-hour time limits during the day, and four-hour time limits in the evening. Time limits apply to designated zones, rather than individual spaces, so drivers are unable to simply move their car to another space to avoid a violation. Drivers who need to park for a longer time can park in the City’s two public parking garages or private off-street facilities.

San Clemente, CA
Downtown San Clemente is a popular destination frequented by both residents and visitors. The core of San Clemente’s downtown experiences parking shortages at peak times. When the City studied the parking supply it was found that although the public parking lots were at or near capacity, there was a surplus of 400 spaces in the private parking lots. Rather than constructing new parking resources, which is expensive, San Clemente developed the Parking Lot Lease Program. The cost is equivalent to maintaining a parking structure without the capital costs for the purchase of land and improvements. Put simply, the program opens the surplus parking in private lots by converting underutilized private parking lots to public lots, thereby increasing their usage and the available parking downtown.

The program came about as a result of complaints by downtown merchants that there was not an adequate supply of parking in the downtown area. To understand parking dynamics in the downtown, San Clemente hired Walker Parking Consultants in 2002 to develop a parking study and survey that analyzed parking supply and demand. The survey was conducted during the mid-summer, the peak parking demand period for this beachside community. The analysis concluded that the public parking spaces were heavily utilized while the private parking spaces, although in convenient locations, were not heavily utilized. The private parking lots were averaging 50 percent capacity utilization during peak demand periods. At the same time the public parking resources (public lots and public street parking) were nearly 100 percent utilized.

Walker and the City realized that the perceived deficiency of parking in downtown was actually a lack of available and convenient public parking, rather than a critical shortage of parking overall. Walker recommended that the City increase its effective supply of parking by making the underutilized private parking lots open to the public. It was understood that 100 percent conversion of private lots was not necessary. Rather, the conversion of several key private lots to public close to the downtown core was the goal. The challenge in leasing the private lots was to Redlands Regular Meeting of 12-05-23
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64 persuade property owners of the benefits of leasing their private parking lots. The City was able to identify several strong incentives that property owners wanted. Executed leases (see template in Appendix D) often included the following terms:
• Rental rate of approximately $350.00/month/10 spaces; and • City funded parking lot improvements including slurry seal and restriping; and • City maintenance of parking lots; and
• City parking enforcement (which owners are reluctant to do because they do not want to offend their customers); and
• City hold harmless and indemnify private property owners from liability resulting from public use; and • Wayfinding signage identifying the private lots as public lots; and • Lease term of 1-year with automatic 30-day renewal thereafter (short term leases are more appealing to property owners who are considering future development of their property).

The terms of the lease proved to be enticing to private parking lot owners. Since the adoption of the program in 2003, at least nine property owners have participated in the program for an increase of 120 public spaces to the previous pool of 803 public parking spaces in the downtown, a 15 percent increase in the effective supply of public parking. Walker studies (in 2006, 2008 and 2010), confirmed that the privately-owned lots that were converted to public lots became more effectively utilized (averaging 80 percent utilization).

In San Clemente’s 2018 Downtown Parking Study, the City staff recommended continuing the existing lease program and considering new opportunities to lease underutilized spaces (suggesting the continued success of the program). Walker contacted City staff for an update and received the following response: “The program continues to be very valuable for us. We currently have agreements with 7 different private lots, so each now has posted “Public Parking” signage. We are interested in expanding this program to also include night or weekend only lots – which would help especially with the downtown dinner rush. We have recently started to get pushback on the lease rate and some requests to increase that. Those will be evaluated on case-by-case basis.” This program demonstrates how downtowns can increase their effective supply of public parking without a large commitment of public dollars. This program is unique because rather than increasing the overall parking supply by way of physical construction, better management of parking resources is employed, making better use of private parking supply by converting private lots to public use. The program can be successfully implemented in other communities that have an underutilized private parking supply. All it takes is some City initiative in opening private parking lots for public use and then trusting in the ability of smart entrepreneurial property owners to see the benefits of the program.

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65 Application to Redlands
Like the case study cities, Redlands is also interested in promoting sustainable travel options. Redlands’ Sustainable Mobility Plan seeks to increase the share of residents who bike, walk, and/or take transit to work by seven percentage points (from 4.8 percent to 11.8 percent) by 2030. Community-wide survey question responses reveal how TDM strategies can help Redlands achieve these goals; for example, 62 percent of residents reported that they would bike more if there were more bicycle lanes and trails, and 37 percent of residents noted that they would bike more if there were more bike parking at work, school, or other destinations (see Figure 37).

Figure 37: Community-wide Survey Responses

Source: Sustainable Mobility Plan, page 37, 2021.

The Sustainable Mobility Plan also shared the results of the survey question, "If you drive a car regularly for most of your trips, what barriers prevent you from walking, biking, or taking public transit more frequently?" Residents were asked to choose their top three barriers. The top barriers identified in the survey were lack of safe sidewalks and crossings and not feeling safe due to the presence of vehicular traffic. Development standards that support TDM measures can help reduce these barriers. The areas of Redlands affected by AB 2097, where the City can no longer require parking, would especially benefit from TDM measures that reduce parking demand by making it easier and more appealing to travel without a car. When more people switch to walking, biking, or public transit, this will free up existing parking spaces for others who still want or need to drive.

The vision outlined in Redlands’ Sustainable Mobility Plan will more likely come to fruition if the City’s parking policies align with sustainability goals. In addition, the Redlands 2017 Climate Action Plan relies on the City jointly pursuing parking and TDM strategies to achieve greenhouse gas emissions reduction goals. Figure 38 summarizes the projected reductions from pursuing the
transportation-related policies and actions included in Redlands General Plan and highlights the importance of parking policy.

Source: Sustainable Mobility Plan, page 6, 2021.

Sustainable Mobility Plan Vision
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66 Figure 38: Transportation-related Greenhouse Gas Reduction Estimates

Source: Climate Action Plan, page 3-16, 2017.

Redlands may already require TDM strategies in some cases due to SB 743 and CEQA guidelines for transportation impact analysis, but only as a mitigation measure for some projects.8 Generally, TDM requirements are triggered by vehicle miles traveled projections rather than parking supply, so TDM measures are less likely to be required in transit-oriented development areas, since projects may screen out based solely on their location. The Draft Transit Villages Specific Plan parking strategies include modifying code requirements to reflect the needs of a transient-oriented area.

Many of the other parking management strategies employed by the three case study cities also closely align with the strategies outlined in the “Downtown Parking Strategy and Improvements” section of the Transit Villages Specific Plan, as summarized above. For example, time limits and pricing can preserve convenient street parking spaces for visitors. Creating a parking benefit district could improve the pedestrian environment, providing additional amenities and security. Establishing parking maximums could facilitate the provision of parking that is shared and public, rather than private. Wayfinding and signage can help direct visitors to the appropriate parking facilities. Ultimately, parking management will become more important for downtown Redlands as the number of visitors increases with new development.

8 City of Redlands CEQA Assessment VMT Analysis Guidelines, accessed 2023. https://www.cityofredlands.org/sites/main/files/file-attachments/redlands_vmt_analysis_guidelines.pdf Redlands Regular Meeting of 12-05-23
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67 Summary of Existing Conditions Key Findings
Parking Supply and Demand Observations
• Peak parking demand occurred at 1 p.m. on Thursday. At this time, 48% of downtown public parking spaces were occupied. Saturday demand was slightly lower but followed a similar pattern. • There is significant parking availability in the study area, but there are also localized areas of parking congestion, especially in the State Street area.
• During the period of peak parking demand, 27% of the 167 spaces in the turnover study area were occupied by long-term parkers.

Community Input: Intercept Surveys
• Approximately half of intercept survey respondents in downtown Redlands were from Redlands, and approximately half were visiting from outside the City. • Of the survey respondents in the State Street area, 67% reported quickly finding parking near their destination, 17% found a space near their destination after circling around for a while, 9% found parking quickly but not near their destination, and 7% spent time looking for parking near their destination but could not find one and parked further away.
• For approximately half of survey respondents, parking availability is an important factor when deciding where to go out for shopping or dining.
• Redlands has been moderately successful at encouraging longer-term parkers to park in lots and structures but could do more to ensure that convenient on-street parking is available for people making short trips.
• Safety concerns often caused employees and business owners to park as near their workplace as possible, and some of their customers felt unsafe as well.
• Employees would appreciate more options to park without time limits. • The lack of convenient available parking sometimes keeps potential customers away from downtown.

Community Input: National Community Survey Findings
• Ease of travel by car in Redlands was rated as more satisfactory than ease of travel by walking, biking, or public transportation.
• Most respondents rated the ease of public parking and the convenience/location of parking downtown as either good or fair. The ease of finding public parking downtown was rated more satisfactorily than the ease of finding public parking in Redlands in general.
• Forty-three percent of participants considered it reasonable to walk at least three blocks from a parking space to their destination.
• In terms of resource allocation, Downtown parking was the least likely to be seen as a major priority for the City. It was the second least likely to be seen as the top priority, selected by only five percent of respondents. In general, people would prefer resources be allocated to issues of Homelessness, Public Safety, Sustainability and Climate Change, and Quality of Life, rather than Downtown parking.

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68 Plans, Policies, and Parking Management Practices
• The 2017 Initial Downtown Parking Study and the Transit Villages Specific Plan already include parking management strategies and goals for the future of downtown Redlands, including encouraging the turnover of prime spaces, encouraging shared parking, and encouraging the use of sustainable transportation to reduce parking demand.
• AB 2097 limits several management options previously available: a supply-focused approach to parking centered on individual sites, the use of parking in-lieu fees to fund the development of centralized public parking, and the use of parking requirement reductions to incentivize new projects to include features that encourage walking, biking, carpooling, and transit. • Parking management opportunities drawing from successful approaches used in other cities include integrating parking with TDM development standards, unbundling parking, establishing parking maximums to incentivize public parking provision, creating a parking benefit district as a public-private partnership, implementing demand-based pricing, and encouraging public and shared parking.

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69 • Street parking fills up with long-term parkers, and convenient spaces are unavailable for their customers making quick trips.
• Sometimes the public park in their private off-street reserved spaces. • When their business had more employees than reserved spaces, one had to move their car every two hours on the street and once got a ticket.
• They have 10 more employees than reserved spaces. People circle the block and are late for appointments. Stylists can’t leave to move their cars every 2 hours because some treatments take longer than that. They need convenient parking spaces for supply deliveries. Employees do not feel safe parking far from the business and walking through downtown Redlands at night. • They have 4 hour long classes and buy parking passes from the City for 50 cents or $1 each that allow their customers to park on the street for more than two hours (see photo). • They rent spaces from the City at the YMCA because they do not have enough reserved spaces for employees.
• Sometimes their employees tandem park in their reserved spaces.

Downtown Parking
Vision, Goals, and Policies

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70 3. Downtown Vision, Goals, and Parking
Strategies
This chapter summarizes the goals of the General Plan of general relevance to parking policy decisions, reviews the vision and goals for downtown parking from the Transit Villages Specific Plan, and confirms the vision and goals with new support from community outreach findings and case study research. After the parking vision and goals are established, the next section confirms and provides support for a set of strategies first introduced in the Transit Villages Specific Plan that will help guide parking and access in Downtown Redlands.

General Plan - Vision and Key Themes
Redlands’ General Plan includes chapters based on seven key themes – all of which are relevant to decision- making and planning for the future of parking and access in Downtown Redlands:
• Distinctive City
• Prosperous Economy
• Livable Community
• Connected City
• Vital Environment
• Healthy Community
• Sustainable Community
These themes are integrated into an overarching vision identified in the General Plan, developed collectively by the Redlands community: “We envision Redlands as a distinctive city characterized by its small-town feeling and cultural richness; whose citizens enjoy a livable, healthy, and sustainable community and a prosperous economy.” This vision is then expanded into eight values—cultural richness, strength, unity, sustainability, health, prosperity, excellence, and safety—foundational concepts woven throughout the ideas and strategies of the General Plan, including the Transit Villages Specific Plan, which covers the downtown area.

Figure 39: View of the Look Theater from Stuart Avenue Parking Structure

Source: Walker Consultants, 2023.

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71 Transit Villages Specific Plan – Parking Vision and Goals One important goal of the 2035 General Plan is to encourage the concentration of future development in a few core areas, in order to help preserve the open space, agricultural land, and citrus groves on the outskirts of the City.

Reducing sprawl and instead concentrating high density development near transit stations enables households to rely more on walking, biking, and public transit for transportation, and to reduce their vehicle ownership and use— which reduces greenhouse gas emissions, improves air quality, and supports public health and community vitality.

To ensure the City is prepared to guide future development in a way that accomplishes these goals, the Livable Community chapter of the General Plan called for the
development of a Transit Villages S pecific Plan. This plan covers the area around each of the City’s train stations, including the Downtown Station area. The Transit Villages Specific Plan was informed by extensive community outreach and adopted in October 2022. It introduces the following vision:
“…to create a cohesive town center with
abundant amenities and pedestrian-oriented
streets…to encourage a mix of uses to promote
economic vitality, create a pedestrian-oriented
environment, maintain a distinctive character
based on the city’s historical elements, and
enhance the civic realm through vibrant
streetscapes.”
Parking policy is central to this vision. Parking is at the intersection of transportation and land use, and strategic parking planning and management decisions will be key to achieving the City’s goals of economic vitality, livability, connection, health, and sustainability. The Transit Villages Specific Plan includes an entire chapter dedicated to parking, with concepts for downtown parking management established to align with the larger goals of the General Plan. The Parking Objectives section explains that some parking is essential for a thriving downtown, but too much can be detrimental to the street character and pedestrian environment. Downtown parking policies, strategies, and actions should therefore be developed to support the goal of finding:
“…just the right balance, using parking spaces efficiently in order to ensure customers can always find a nearby space easily and conveniently…”
A more detailed list of parking objectives from the Transit Villages Specific Plan includes the following:

1. On-street parking in front of stores, restaurants, entertainment venues, and residences.

2. A “park-once” environment comprised of a network of small blocks, pedestrian -friendly streets, a fine - grained mix of land uses, and multiple destinations within easy walking distance of one another.

3. Sufficient demand-based parking for existing and new development.

4. Downtown parking management.

Source: Walker Consultants, 2023.

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72 Additional Support for the Parking Vision and Goals
The parking goals from the Transit Villages Specific Plan are supported by the community outreach conducted to inform this report. The objectives are also confirmed as supported by the practices of peer cities identified as successfully managing downtown parking demand, as explored in the previous report section. The case study cities have largely already realized the goals Redlands seeks to achieve, with strong parking policies and programs that promote economic vitality, livability, health, and sustainabi lity in their communities. This section organizes the findings from community engagement and case study research and reveals that the findings lend further support to the parking goals already established by the City.

Support for Creating On-Street Parking Availability
Maintaining on-street parking availability means that one or two spaces should be open on every block so that customers—including those who may have limited physical mobility, be in a hurry, or need to transport bulky items to and from their vehicles—can easily find convenient parking near their destination. Community outreach revealed that this goal is important to people and that Downtown Redlands has room for improvement. • Downtown Visitors Intercept Survey Results: When asked how parking availability influenced their decision of where to go out for shopping and dining, almost half of respondents indicated that they usually try to go places with parking reasonably close to their destination. When asked an open-ended question about thoughts or concerns related to parking in Downtown Redlands, many people expressed difficulties due to a lack of available parking, such as arriving late to appointments or even going to another destination instead of Downtown. In
general, people visiting for a shorter time may
be more likely to consider it important to find
convenient street parking, but the intercept
survey revealed that, in Redlands, people
staying downtown for less than one hour were
less likely than longer-term parkers to report
finding parking near their destinations.
• National Community Survey Results: The NCS
revealed room for improvement in parking
availability. When asked to rate the ease of
finding parking in Downtown Redlands, some
people were satisfied, but 17 percent of
respondents selected “Poor” and 27 percent
selected “Fair.” When asked to rate the
convenience and location of downtown
parking, 11 percent selected “Poor” and 34
percent selected “Fair.” Fifty-six percent of respondents thought it reasonable to expect to find parking within 1-2 blocks of their destination, which currently is not always possible in Downtown Redlands. • Downtown Employee Conversations: Conversations with downtown employees also supported the goal of achieving street parking availability, with the lack of convenient spaces or ADA spaces available for Source: Walker Consultants, 2023.

Fully Occupied Street Parking on State Street
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73 customers identified as an important issue in multiple conversations. Other problems related to street parking availability were customers arriving late for appointments and parking difficulties for those making deliveries and carrying bulky purchases.
• Business Community Outreach: Many business owners expressed their concern that the lack of convenient available parking drives potential customers away. This was identified as a particular concern for retail store owners, whose customers are less likely to be meeting others or have a preestablished appointment and may have more flexibility in their plans. Several participants said that a few employees and business owners might park all day in prime downtown spaces, which they believed should be left available for customers. Some people mentioned that difficulty finding parking prevents potential customers from going downtown on their lunch break when they only have an hour. • Case Study Cities: All three of the case study cities have active downtowns and understand the importance of maintaining the availability of easy and convenient on-street parking for customers. These practices are referenced again in the policies and strategies sections.

Support for a “Park-Once” Environment
“Park-Once” environments are places that encourage people to walk from one destination to another, rather than returning to their vehicles and driving between nearby destinations. It involves ensuring that walking from one place to another is easier, more pleasant, and more convenient than trying to drive. The core of Downtown Redlands along State Street already somewhat resembles a park-once environment, with street trees, benches, and few visible surface parking lots, but a few community outreach responses underscore the importance of taking opportunities to preserve or enhance this characteristic downtown. • Downtown Visitors Intercept Survey: An early survey draft included a question designed to capture what share of visitors going to multiple downtown destinations were parking once and walking versus driving from one place to another. However, it soon became clear that walking was already the more convenient option in Downtown Redlands because there was no guarantee an open parking space would even be available in front of a given State Street destination, and having already parked, walking would be quicker than driving and potentially circling around only to park just as far away. Some survey respondents expressed their satisfaction with the current parking situation, commenting that walking is healthy, and they would prefer initially circling for parking over development of additional parking, or observing that vibrant city centers seem to be transitioning toward less parking. Other comments indicated interest in a parking structure (which could also support a park-once environment, if it allowed for the redevelopment of surface lots) but only if it were underground or aesthetically pleasing, so as not to negatively impact the pedestrian experience downtown.
• National Community Survey: When asked what they considered a reasonable distance to walk from their vehicle to their destination, seven percent of participants reported finding it reasonable to walk five or more blocks, and 36 percent were willing to walk three to four blocks. These responses suggest that a sizable share of people do not mind walking and might even be willing to walk from the Stuart Avenue Parking Garage to State Street if the walk felt pleasant and safe and was clearly marked with signage and wayfinding. These responses also suggest that opening up the existing/soon to be former City Hall site’s Redlands Regular Meeting of 12-05-23
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74 parking to public parking, or redeveloping the site with additional parking, would satisfy the needs of people headed to State Street who are willing to walk three to four blocks. • Downtown Employee Conversations: One necessary element of a “park-once” environment is the ability to park on the outskirts of a core area for an extended period without time limits. Multiple employees expressed the desire for more parking options without time limits. One person suggested that a downtown trolley or electric scooter share could be part of the solution if long-term parking was located further away.
• Business Community Outreach: The business community offered valuable insights and practical considerations worth considering if pursuing a “park-once” strategy. Comments included that having to park and walk a long distance can be unpleasant in the summer heat, and that many customers and employees currently do not feel safe walking downtown or entering a parking structure at night. • Case Study Cities: The sample cities have created attractive pedestrian environments that encourage people to park on the outskirts of the downtown core and walk from one destination to another, rather than returning to their vehicles and driving. A closer look at their policies in the next section will reveal how they have accomplished this, while also maintaining available on-street parking.

Support for Providing Sufficient Demand-Based Parking
According to the Transit Villages Specific Plan, demand-based parking can be accommodated on-street, on-site, and/or in shared and park-once arrangements. Parking for commercial uses is located on the street and in shared lots and garages and is managed by monitoring the number of available parking spaces and employing parking management strategies to ensure enough spaces are available at a given time. The goal of having “sufficient demand-based parking” could be interpreted as an efficiency goal—to identify any private and public parking spaces that often go unused and unlock their full potential so that these already-developed infrastructure investments can allow for increased vehicle access downtown. • Downtown Visitors Intercept Survey: This goal is also supported by the fact that almost half of survey respondents indicated that they usually try to go places with parking reasonably close to their destination. Parking policies designed with the goal of having sufficient demand-based parking will help ensure that potential customers do not go elsewhere due to a lack of parking options downtown. • National Community Survey: Only 5 percent of survey respondents identified downtown parking as the top priority for Redlands, but 32 percent did consider downtown parking a “major priority” worthy of additional City resources. Providing improved parking options in the downtown area may involve financial expenditures and staff time, but many community members have identified this as a need. • Downtown Employee Conversations: Employees generate a sizeable share of parking demand; on five sample blocks downtown, 180 employees who had parked in the area were contacted. One major concern among these employees was that the lack of available parking in Downtown Redlands often caused downtown visitors to park in the private spaces reserved for their business. Employees were interested in parking options that could meet their needs for long-term parking in a safe location. • Business Community Outreach: Business owners expressed similar concerns about the parking needs of their employees. They also highlighted the importance of continuing to provide customers with sufficient parking options after the redevelopment of the large parking lot at the Redlands Mall site, which has long served as a significant parking resource for the downtown area.

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75 • Case Study Cities: While supporting solo driving may not be the top priority of the case study cities, all of them do provide sufficient accommodation for vehicles and a large array of demand-based parking options that can meet the needs of various types of downtown visitors. Their strategies are consistent with the goal of providing sufficient demand-based parking, as later sections will discuss in greater detail.

Support for Downtown Parking Management
The inclusion of “Downtown Parking Management” as itself a parking objective, rather than simply a means of achieving other goals, underscores the central importance of responding to growth by thoughtfully managing demand, rather than expecting to solve parking issues only by investing in additional supply, and also speaks to the uniqueness of the downtown area. Parking management is more than just another strategy; it is the backbone that allows other strategies and plans to function effectively. Without a parking management program, Redlands would be unable to shape travel and land use in a way that supports the City’s goals for character preservation, economic health and vitality, livability and connectedness, environmental sustainability, or community health.

Community support for parking demand management mostly came indirectly, or in the form of suggestions for specific programs, rather than as support for the abstract concept of parking management. • Downtown Visitors Intercept Survey: Some respondents highlighted the need for an employee parking program. Others focused on the importance of improved options for the mobility impaired. A few people suggested that parking meters could help with parking availability. Others spoke of the potential for improved bicycle infrastructure to reduce the demand for parking. • National Community Survey: Almost half of survey respondents rated the ease and convenience of downtown parking as poor or fair, and just over half of survey respondents expect to find parking within one or two blocks of their destination. Given that the downtown area is already built out, ensuring that parking spaces be conveniently accessible within one or two blocks of every downtown destination is something that can only be achieved through parking management. • Downtown Employee Conversations: Employees expressed a wide range of parking concerns and needs that could be addressed through parking management, as well as various potential management solutions. Some employees supported increased enforcement of parking time limits, while others expressed a desire to have safe parking options where they could park for the entirety of their workday. • Business Community Outreach: Support from the business community also came indirectly, in the form of general concern regarding existing and future parking availability, or in the form of specific parking management strategy ideas. Participants also provided examples of places with vibrant downtowns where parking seems to work well, such as Santa Monica, Pasadena, and Hawaii—all of which rely on parking management programs.
• Case Study Cities: Santa Monica and Pasadena were mentioned by members of the business community as places with aspirational parking management. Cambridge, Massachusetts is another example of a place that has successfully implemented parking management policies that support an overarching community vision.

Confirmation of Parking Vision and Goals
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76 successful outcomes in case study cities, all confirm the vision and downtown parking objectives set forth in the Transit Villages Specific Plan. In summary, the vision for parking is to find just the right balance between providing too much parking and not enough, to use parking spaces efficiently, and ensure customers who prioritize convenience can always find a nearby space easily and conveniently. For Downtown specifically, the vision is, “to provide sufficient parking to ensure the economic viability and success of the Downtown, to provide that parking cost-effectively and in convenient locations to users, and to efficiently manage parking in a manner that supports a walkable and pedestrian-friendly downtown environment.” The Transit Villages Specific Plan’s parking goals relevant to Downtown are: (1) to ensure on-street parking availability in front of stores, restaurants, and entertainment venues; (2) to promote a “park-once” environment with a network of small blocks, pedestrian- friendly streets, a fine-grained mix of land uses, and multiple destinations within easy walking distance of one another; (3) to ensure there is sufficient demand-based parking for existing and new development; and (4) to provide downtown parking management that meets the needs of the community.

Transit Villages Specific Plan – Parking Strategies
As the primary task of public policy is to align individual incentives with collective goals, the parking and access strategy recommendations in this section are discussed in terms of their relationship to the goals outlined in the previous section. They are also considered in the context of downtown parking occupancy observations and the community outreach findings. Drawing on the “Downtown Parking Strategy and Improvements” section of the Transit Villages Specific Plan, this section confirms already-established strategies to help guide parking and access in Downtown Redlands. These strategies will form the foundation for more specific implementation actions in the next section of the report.

1. Increase Access to Underutilized Off-Street Facilities Managing existing parking resources will help support the goal of ensuring that the downtown has a sufficient supply of demand-based parking. As detailed in the previous section, parking occupancy observations revealed that even during peak demand periods, 52 percent of parking spaces in the downtown study area are empty. In spite of this, 24 percent of downtown visitors surveyed reported that they had not found their parking space quickly. Some empty spaces may have been reserved for private use, others may have been perceived as unsafe, and others may have been located several blocks away from popular destinations, causing drivers to circle the streets immediately surrounding their destination in hopes of finding a more convenient space. The fact that many drivers are circling for parking while over 2,000 spaces within the general vicinity remain empty underscores the potential benefit of implementing strategies to better manage existing parking resources and increasing utilization rates.

This policy means that the City will work to identify underused parking facilities and take steps to ensure that a greater share of downtown parking is made publicly accessible and safe. This could involve facilitating or incentivizing shared use agreements, taking steps to increase public ownership and management, creating Source: Walker Consultants, 2023.

Entrance to Centennial Plaza Garage
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77 parking programs targeted at specific groups, enhancing wayfinding and signage to direct visitors to appropriate facilities, and improving lighting and security.

2. Manage Street Parking and Prime Off-Street Facilities to Ensure Availability
Ensuring the availability of convenient street parking was one of the parking goals in the previous section, and this goal can be accomplished only through management. This policy involves establishing a target parking occupancy threshold of 85 percent. Put differently, the availability target for street parking should be around 15 percent, which translates to one or two open spaces along every block. As explained in the Transit Villages Specific Plan, providing and preserving convenient on-street parking will “enable patrons to park in front of stores and quickly run an errand or two or grab a cup of coffee.”
Even though observations revealed ample parking
availability within the downtown study area during peak demand hours, there were also localized pockets of parking congestion—particularly in the State Street and Citrus
Avenue area—where utilization rates exceeded 85 percent.

When parking occupancies are greater than 85 percent,
users begin to perceive parking as “full” and are likely to spend more time circling to find a space, or even take their business elsewhere. The finding that 27 percent of the 167 spaces in the turnover study area along State Street and adjacent side streets were occupied by long-term parkers during the peak demand period lends further support to
policies that will disincentivize long-term parking in prime spaces. Managing on-street parking to optimize availability means that the City may pursue strategies that direct people to the parking facilities most appropriate for their situation, increase parking turnover in prime locations, and ensure that convenient on-street parking spaces are always
available for the visitors who value them most.

3. Establish a Downtown Transportation Improvement District Establishing a Downtown Transportation Improvement District could support all of the parking objectives in the previous section, including ensuring street parking availability, creating a park-once environment, providing sufficient demand-based parking supply, and administering a downtown parking management program.

As explained in the Transit Villages Specific Plan, such a district (also known as a Parking Benefit District) could manage enforcement, maintenance, marketing, branding, security, use of curb space, and construction of new facilities. The District could also be responsible for selecting areas where paid parking should be introduced, setting rates, developing validation programs, and allocating revenue for programs and local improvements that Fully Occupied Downtown Street Parking
Source: Walker Consultants, 2023.

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78 benefit the area, such as security improvements, streetscape improvements, or incentives to promote walking, biking, and public transit.

Downtown business owners have a significant stake in parking management outcomes, and the business community outreach sessions revealed that they also have a keen awareness of issues, needs, and opportunities in the area. Involving business owners in parking operations and decision making can help ensure the success of the parking management program and continued vitality of the downtown.

4. Improve the Downtown Pedestrian Environment
Improving the downtown environment for pedestrians can also support all the parking objectives for downtown.

Examples of pedestrian improvements include planting street trees, installing shade fixtures, installing decorative lighting, making wider sidewalks with decorative hardscapes, and improving the aesthetics of pedestrian walkways through landscaping or public art. Only 59 percent of NCS respondents rated the ease of travel by walking as good or excellent, indicating significant room for improvement. Improving the walkability and security of the downtown environment can increase the attractiveness of parking locations previously deemed undesirable due to their distance from popular destinations, effectively increasing the parking supply. Pedestrian improvements also support the “park-once” objective, since people will be more likely to walk from one destination to another when the walk is perceived as pleasant. Prioritizing walkability has the potential to shape parking demand, and even to slightly reduce it, as some residents who would have previously driven downtown may choose to walk instead. In the NCS survey, 47 percent of respondents considered quality of life a major issue worthy of City resources, and 48 percent said the same for sustainability and climate change. Improving the pedestrian environment supports both goals.

5. Encourage the Use of Sustainable Transportation Modes to Reduce Parking Demand
Encouraging the use of alternative transportation modes to reduce demand can indirectly support each of the downtown parking goals. When there is less demand for parking, existing parking is more likely to be perceived as sufficient, and fewer measures may be necessary to increase supply and availability. Additionally, some of the types of measures that encourage use of alternative transportation modes, such as land use improvements that support transit and biking, also tend to promote a park-once environment, as they result in a less auto-centric urban form. Almost half of downtown visitors surveyed resided in Redlands, showing that it could be feasible for them to travel downtown by bike or e-bike if these modes were encouraged, and visitors from further away might choose to use public transit, if the policy environment encouraged the use of alternative transportation modes.

Downtown’s “Umbrella Alley”
Source: Walker Consultants, 2023.

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79 Several survey respondents expressed a desire for better multimodal infrastructure to relieve parking demand.

Other efforts that might reduce parking demand include services such as parking cash out programs, transit pass offerings, bike programs, and car sharing. During the business community outreach session, several people even suggested that a tram, shuttle, or trolley could transport employees and customers downtown.

6. Increase the Supply of Publicly Available Parking
Increasing the public parking supply could support the goal of increasing street parking availability, but only if the new supply were also more convenient or less expensive than on-street parking. Increasing the public parking supply could support a “park-once” environment if creating a large increase in supply in one area occurred in conjunction with small decreases in other areas, encouraging most people to park in one central location on the outskirts of the core area. If overall demand were observed to be sufficiently high, increasing the public parking supply could support the City’s goals for parking and access. This increase could occur either through opening private spaces for public use during times when they would otherwise be vacant, through expanding capacity of existing facilities through valet parking, or through the construction of a new parking facility. In general, better utilizing existing parking infrastructure is more likely to be cost-effective and align with the City’s land use goals.

In the 2022 National Community Survey, only 5 percent of respondents selected downtown parking as the issue most worthy of additional resources, but if future surveys demonstrate that parking has become a higher priority for the community and future demand observations reveal higher utilization rates, the City may wish to reconsider how a new parking facility might fit into the overall strategy for a transit-oriented downtown. For example, if sales tax revenue in the downtown area decreased relative to other areas of Redlands or relative to general economic trends, even while parking utilization rates were high, that could signal that dedicating City resources to additional parking supply might help preserve the economic prosperity of the downtown. Having a flexible plan and staying aware of economic trends is essential to parking management.

7. Other Parking Strategies from the Transit Villages Specific Plan Other recommendations from the Transit Villages Specific Plan included:
• Accommodate Redlands Passenger Rail Commuters
• Modify the Parking Code Requirements
• Introduce Time Limits
• Introduce Pricing

A parking policy of accommodating Redlands Passenger Rail Commuters is no longer necessary, as this was already completed with the construction of the parking garage on Stuart Avenue. Many of the suggestions for parking code modifications in the Transit Villages Specific Plan may no longer be necessary in transit-oriented development (TOD) areas with the passage of AB 2097. The recommendations of introducing time limits and pricing could be considered specific management strategies that could help support the broader policies above, to manage on-street and off-street parking to achieve target utilization rates.

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80 Confirmation of Parking Strategies
In summary, this section confirmed that the parking policies outlined in the Transit Villages Specific Plan will support the community’s objectives for parking and access management in Downtown Redlands. Increasing utilization of existing facilities, optimizing on-street availability, establishing a downtown transportation improvement district, improving the pedestrian environment, encouraging alternative transportation, modifying development standards, and increasing the publicly available parking supply all have the potential to realize the parking vision for downtown and achieve the City’s objectives. Specific actions, implementation details, and performance indicators associated with each strategy will be developed in the subsequent chapters.

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81 Action Steps and
Implementation Details

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82 4. Action Steps and Implementation Details
The strategies in the previous chapter provide fiscally responsible and environmentally sustainable ways to support downtown businesses, increase accessibility, and provide an improved parking experience for visitors.

This chapter recommends specific action steps for each of the downtown parking strategies outlined in the previous chapter. It also outlines an implementation plan, which includes the following details for each action:

1. Whether each action is recommended to be implemented in the short-, medium-, or long-term. o Short-term: Strategies that can be implemented in the next six months to one year. o Medium-term: Strategies that can be implemented within one to three years. o Long-term: Strategies that can be implemented over the next three to five years or more.

2. Evaluation recommendations and suggested metrics that will allow the City to measure success and track performance over time.

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83 1. Increase Access to Underutilized Off-Street Facilities Field observations and survey responses revealed that many drivers were circling for parking, while over 2,000 spaces within the downtown study area remained empty. This underscores the potential benefit of implementing strategies to better manage existing parking resources and increase utilization rates. When more parking is public and shared across uses, this increases efficiency, results in a more vibrant and attractive downtown, and can free up financial resources for other investments, such as active transportation infrastructure or safety enhancements.

Table 11 shows the action steps associated with this strategy.

Figure 40: Signs Restricting Public Parking on Private Off-Street Facilities

Source: Google Street View, 2023.

Table 11: Action Steps for Increasing Access to Underutilized Facilities Strategy Action Steps
Increase public
management and
ownership

1. Require parking facilities to be unbundled from property lease or purchase.

2. Work with property owners to fully lease and/or purchase underutilized private parking facilities for public use.

3. Prioritize achieving public management or ownership of parking facilities with more spaces available or with more convenient access to State Street, including:
• Centennial Plaza: 357 spaces (53 spaces here are already public) (M)* • Look Theater: 260 spaces (D)
• Redlands Plaza: 98 spaces (U)
• Wells Fargo: 70 spaces (W)
• First Congregational: 69 spaces (HH)
• The Door: 54 spaces (Z)

4. Consider smaller lots as well. There are approximately 185 downtown spaces in miscellaneous smaller lots. Parking structures can cost tens of thousands of dollars per space, or, considering life cycle, the equivalent of hundreds of dollars per month; some business/property owners may be willing to sell their private spaces for a similar rate, and the City may be able to significantly increase the number of publicly managed spaces in prime locations.
*Letters reference the off-street facilities as listed in Table 1 on page 7; facility locations are displayed on Figure 2 on page 4.

Table continued on the next page.

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84 Strategy Action Steps
Shared use agreements 1. For downtown property owners uninterested in leasing or selling their off-street parking facilities for public management or ownership, work toward developing shared use agreements to allow public access to parking spaces outside of certain hours. For example, some offices may allow public parking on weekends, or religious institutions may allow public parking on weekdays during business hours.

2. Ensure adequate enforcement so that owners trust their parking will be adequately managed and available for them during the hours it is needed for their establishment.

Utilization of underutilized
public facilities

1. Identify publicly owned parking facilities that may have low utilization.

2. Develop a plan to increase access to each facility found to have excess capacity, such as by:
• Creating a program to give some downtown employees remote access to gated parking facilities (such as the Centennial Plaza Garage, or under City Hall, especially on weekends).
• Removing restrictions that limit parking to certain visitors (such as for the Lincoln Memorial Shrine and Library parking, just outside the study area) • Opening weekday employee parking to the public, at least during evenings and weekend events.
• Considering partnerships to offer valet parking services. • Improving signage, wayfinding, and pedestrian routes.

Improve signage and
wayfinding

1. Identify publicly available parking facilities near State Street, especially those with low utilization, such as:
• Block 22 (AA) – 30 spaces available during peak, 2 blocks from State Street • Centennial Plaza (M) – 53 spaces already under agreement as permanently publicly available, 1 block from State Street

2. Install signs at high utilization locations (on State Street and at the Citrus Avenue parking structure) directing visitors to other off-street facilities.

3. Develop maps showing public parking locations. Display maps at key downtown locations and on the City website.

Provide safe and
convenient parking for
State Street employees

1. Collaborate with downtown business owners and employees to understand parking needs, work schedules, and safety and security concerns.

2. Discuss ways to address these concerns, such as:
• Providing a location with secure access restricted to employees. • Improving lighting at buildings and along the pedestrian route. • Developing an evening escort or valet program or coordinating so employees with similar work schedules can avoid walking to their vehicles alone late in the evenings.

3. Designate an underutilized facility for downtown employee parking and implement a solution that addresses employees’ security concerns.

Source: Walker Consultants, 2023.

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85 Implementation: As explained above, the City can help increase access to underutilized off-street facilities by unbundling parking, increasing public ownership, pursuing shared use agreements, increasing utilization of existing public off-street facilities, developing signage and wayfinding, and creating an employee parking plan.

Table 12 provides the approximate timeline for each strategy and suggested performance metrics. The subsequent paragraphs provide a more thorough explanation of each action and the associated implementation steps.

Table 12: Implementation Details for Increasing Access to Underutilized Facilities Action Timeline Performance Metrics
Develop ordinance to unbundle
parking
Short-term Share of downtown parking spaces that are unbundled (leased or owned separately) from other property.

Number of previously bundled parking spaces that
have been unbundled.

(Goal is to increase these numbers.)
Negotiate leases or acquisitions of
private lots/spaces
Medium-term Number of parking spaces remaining downtown that are private or reserved even some of the time.
(Goal is to lower this number.)
Pursue shared-use agreements Medium-term Number of parking spaces remaining downtown that are private or reserved at all times.
(Goal is to lower this number.)
Remove restrictions limiting the use
of public facilities
Medium-term Track the utilization rate by public off-street facility, observed at:
• 1 pm weekday
• 7 pm weeknight
• 1 pm weekend
• 7 pm weekend
(Higher utilization is better, but ideally kept under 90 percent to ensure availability.)
Develop and install signage and
wayfinding
Medium-term Share of publicly accessible parking facilities near Downtown Redlands with at least three directional
signs indicating the location of the facility.

Create employee parking plan and
program
Medium-term Share of downtown employees who drive who
participate in the Employee Parking Program.

Source: Walker Consultants, 2023.

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86 Develop Ordinance to Unbundle Parking
Data collection demonstrated that many properties in the study area have excess parking spaces, some or all of the time. These underutilized spaces represent tens of millions of dollars in real estate and capital investment. In today’s transportation system and economy, every land use needs access to parking spaces. However, many spaces are also unused. To require or construct additional parking without attempting to use these spaces for parking is arguably a waste of resources. “Unbundling” parking is the set of policies and actions undertaken to create an equilibrium between the supply and demand of parking, reducing the inefficiencies that result in both high concentrations of localized parking demand in some areas and underutilized spaces in other areas.

Unbundling refers to separating the cost of parking from the cost of renting or purchasing a unit or property.

Benefits of unbundling include:
• The parking spaces that exist will be more efficiently used. • Non-drivers are not required to pay for parking they don’t need. • The market value of land used as parking becomes clear.

Requiring parking to be unbundled from properties could also facilitate the City managing, through leasing or purchase, existing parking facilities, opening them to the public to increase access and utilization. Unbundling could be required for approval of new developments, on lease change or at sale for existing commercial or residential units or properties, and/or as part of the business license renewal process for commercial properties.

The State Street Village development agreement already requires unbundling of parking from residential units.

Unbundling is especially helpful in areas that are not subject to minimum parking requirements, which now includes the entire downtown study area, due to its proximity to high quality public transit as defined by AB 2097.

The success of this strategy also hinges on parking management, which seeks to ensure concentrated locations of high parking demand are efficiently disbursed to locations where parking availability is plentiful.

When the cost of parking is made visible and unbundled from the total cost of a lease, the system becomes more efficient as individuals and property owners are able to make economic decisions as to how many parking spaces they actually need, allowing those who need more parking to purchase or lease parking from those who need less. When people are no longer forced to pay for “free” parking as part of the lease or purchase of a unit or property, and have the option to save money, at least some people may be more likely to consider alternative modes of transportation. By creating a market for parking among owners, additional parking spaces become available for others who need them.

The City can research and develop an ordinance that requires the unbundling of parking. The City can communicate how unbundling parking supports the City’s goals and how the community will benefit from the policy update. The first metric of success is simply the passing of the ordinance. Measuring performance over time could involve tracking the share of downtown parking spaces that are unbundled (leased or owned separately) from other property, as well as the number of previously bundled spaces that have been unbundled.

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87 Negotiate Leases or Acquisitions of Private Lots/Spaces When off-street parking facilities are publicly owned, rather than private, the City can ensure they are open to the public and do not sit empty during periods of high downtown parking demand. Purchasing existing parking facilities that are underused is a cost-effective and environmentally friendly way to increase the public parking supply, which also keeps public spending within the local community.

This is a long-term strategy that could begin as soon as parking facilities are unbundled from other property uses and continue for as long as the community finds increasing the public parking supply to be a high priority worthy of investing public resources. The City can identify off-street facilities of interest and connect with property owners, identify funding sources and allocate budget, and develop purchasing agreements. Success could be
measured by the number of parking spaces remaining
downtown that are private or reserved even some of the
time, with the goal of bringing this number down,
eventually bringing as many downtown parking resources
as possible under common management to improve the
efficiency of the system.

Pursue Shared-Use Agreements
This strategy is similar to increasing public ownership through leases and acquisitions but also accounts for the possibility that some property owners may initially be hesitant to trust the City to manage parking in a way that ensures convenient access to parking remains available for their employees or visitors. If property owners wish to retain ownership of their private parking facilities, many may be willing to enter an agreement that allows public parking outside of certain established hours. For example, if adequately compensated, offices may be willing to allow public parking in the evenings and on weekends, or religious institutions may be willing to allow public parking on weekdays. Like the strategy above, developing shared use agreements to lease private parking during hours it typically goes unused is a cost-effective and environmentally friendly way to increase the public parking supply, while also keeping public spending within the local community. It also limits the proliferation of more parking spaces in a district where ample parking has been identified.

This is another long-term strategy that could begin in the near term and continue for as long as the community finds increasing public parking supply to be a high priority worthy of public investment. The City can identify off- street facilities of interest and connect with property owners, allocate budget, and develop shared-use agreements. The City could measure success by tracking the number of parking spaces remaining downtown that are private or reserved at all times, with the goal of bringing this number down so that more parking is available to the public.

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88 Figure 41: Underutilized Private Parking Lots near Downtown Redlands

Source: Google Street View, 2023.

Remove Restrictions Limiting the Use of Public Facilities Increasing the use of off-street facilities also includes those parking facilities which are already publicly owned, but at times underutilized. The City could be responsible for developing a plan to increase access to each facility found to have excess capacity at least some of the time, such as by creating a program to give some downtown employees remote access to gated parking facilities, removing restrictions that limit parking to certain visitors during a public facility’s hours of operation, opening weekday employee parking to the public during evening and weekend events, reconsidering overly restrictive parking time limits, and considering partnerships to offer valet parking services if there are opportunities to significantly increase capacity at existing facilities.

Some implementation actions may be piloted or implemented in the short-term, while others may be more appropriate further into the future. The success of this strategy should be measured by periodically collecting parking occupancy data from public off-street facilities at a variety of time periods, such as afternoon and evening weekday and weekend peak hours, or approximately 1 pm and 7 pm on a Thursday and Saturday. In general, higher utilization would indicate success, although keeping utilization of off-street facilities below 90 percent is ideal to maintain availability.

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89 Develop and Install Signage and Wayfinding
If some public parking facilities have spaces available during peak demand hours, signage and wayfinding can help direct drivers to these facilities. The City can identify facilities with availability, suggest potential high-traffic locations for placing signs, and design the signs as well as a map of the downtown area that highlights public parking facilities. Signage should have a unified look and theme. For example, using a numbering system, e.g., Lot 1, Lot 2, etc., could help visitors better locate parking facilities. Signage is especially important for highlighting public parking availability at facilities formerly restricted to private use. Figure 42 provides an example of the City of Santa Barbara’s downtown parking and wayfinding signage system. As shown in the figure, it has a unified theme as well as a naming convention for its public lots.

The City can purchase signs and map displays and physically install them. Information can also be made available on the City website. Signage and wayfinding can be developed and installed in the medium-term and as necessary as additional facilities become available for public parking. Success could be measured by the share of publicly accessible parking facilities near Downtown Redlands with at least three directional signs indicating the location of the parking facility. For larger public parking lots, such as the Citrus Avenue structure, an additional measure of success, above and beyond signage could be the presence of at least one dynamic sign indicating the number of parking spaces currently available.

Figure 42: Example of Parking Wayfinding Signage

Source: Hunt Design accessed via https://www.huntdesign.com/projects/signage-wayfinding/cities/santa-barbara-signage-wayfinding/, 2019.

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90 Create Employee Parking Plan and Program
One strategy that could increase the utilization of underused off-street facilities is creating a program that encourages downtown employees to park in certain off-street locations. This could occur in the medium-term.

The City could collaborate with downtown business owners and employees to understand parking needs, work schedules, and safety and security concerns, and could create a program that address these concerns, such as providing a location with secure access restricted to employees, improving lighting along at the facility and along the pedestrian route, developing an escort or valet program, or facilitating coordination so employees with similar work schedules can avoid walking to their vehicles alone late in the evenings. In administering the program, the City could potentially collaborate with a downtown Parking Benefit District. Success could be measured by the share of downtown employees who drive to work who participate in the Employee Parking Program.

2. Manage Street Parking and Prime Off-Street Facilities to Ensure Availability
Community outreach revealed that maintaining availability in the most convenient downtown parking locations was an important goal for both downtown visitors and business owners. Some visitors may have limited time or limited physical mobility or need to transport bulky items to and from their vehicles. Parking management is the only way that a popular destination like Downtown Redlands can ensure the continued availability of at least a few spaces in prime parking locations. Table 13 shows the action steps associated with this strategy.

Table 13: Actions Steps for Managing Street Parking and Prime Off-Street Facilities Strategy Action Steps
Parking enforcement 1. Budget for a civilian parking enforcement position. (The annual cost of an enforcement staff member position may be comparable to the construction of a few new structured parking spaces, and the position may eventually be partially or entirely funded by parking revenue.)

2. Consider assigning an enforcement officer with additional responsibilities to improve downtown parking. For example, the parking enforcement officer may also collect periodic occupancy data and make parking management suggestions or provide evening parking escort services for employees.

Paid parking pilot 1. Select paid parking pilot locations based on occupancy observations. Consider the following locations:
• State Street between Orange Street and 9th Street
• 5th Street between Redlands Blvd and Citrus Avenue
• 6th Street between Redlands Blvd and Vine Street
• 7th Street between Redlands Blvd and Citrus Avenue
• 8th Street between Redlands Blvd and Citrus Avenue
Table continued on the next page.

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91 Strategy Action Steps
• 9th Street between Redlands Blvd and Citrus Avenue
• Citrus Avenue between Orange Street and 9th Street
• Vine Street between Orange Street and 6th Street
• Ed Hales Parking Lot
• Citrus Avenue Parking Structure
(Together, these locations include over 400 parking spaces. Generally, a paid area of at least 80 to 100 spaces is necessary for parking revenues to cover the operational cost of the program.)

2. Set initial rates of $2 per hour for prime street parking spaces and $1 per hour for the Ed Hales Parking Lot, Citrus Avenue parking structure, and secondary street parking areas.

3. Establish target occupancy rates:
• 85% for street parking (by individual block)
• 90% for off-street facilities (for an entire facility)

4. Select a payment technology, such as single space meters, multi-space meters, or pay-by-phone. Install technology and signage.

5. Monitor utilization rates throughout downtown and adjust prices quarterly.

Increase hourly rates by $0.25 where peak occupancy rates exceed the target thresholds. Decrease by $0.25 where peak utilization is below 70 percent.

6. Develop a plan to conduct periodic occupancy observations at unpriced locations and expand the paid parking area to include any locations where peak utilization exceeds 85 percent on a typical day.

Improve management of
loading and deliveries

1. Meet with stakeholders and create a plan for loading and deliveries in the downtown area to ensure delivery vehicles are not occupying prime spaces or creating traffic hazards during peak hours.

Source: Walker Consultants, 2023.

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92 Implementation: As explained above, the City can ensure availability of street parking and prime off-street parking spaces by increasing parking enforcement, implementing a paid parking pilot, and developing a loading and deliveries plan. Table 14 provides the approximate timeline for each strategy and suggested performance metrics.

Table 14: Implementation Details for Managing Street Parking and Prime Off-Street Facilities Action Timeline Performance Metrics
Increase parking enforcement Medium-term Person hours spent on enforcement per week.

Number of warnings or citations issued per week.

Implement paid parking pilot Medium-term Share of public downtown parking spaces on a block face with peak utilization below 85% or an off-street
facility with utilization below 90%, during peak
hours.

Share of business owners and of the public who
approve of the program.

Downtown sales tax revenue trends:
• Year-over-year
• Relative to other areas
Adjust time limits at underutilized on-
street parking areas
Short-term Share of public downtown parking spaces on
outlying block face with peak utilization between
50% and 85%.

Develop and implement loading and
deliveries plan
Long-term Number of business community members involved in plan development.

Source: Walker Consultants, 2023.

Increase Parking Enforcement
Reliable parking enforcement is necessary for parking management efforts to be successful. The City could create a civilian parking services position dedicated to enforcement, and potentially with additional relevant responsibilities, such as collecting periodic occupancy data, making parking management suggestions, or providing safe escort services for employees. The best way to measure the success of increasing parking enforcement is by monitoring the number of hours of enforcement that occur in the Downtown area on a weekly basis. A secondary measure of success could be the number of citations issued; with the goal being the number of citations issued decreasing over time, indicating compliance with paid parking (in the pilot locations) and any time limits. Ultimately, parking enforcement is intended to ensure that the actions needed to make parking available are performed consistently. For this reason, improved parking availability but ample utilization could also be a measure of success of adequate parking enforcement.

Implement Paid Parking Pilot
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93 sufficient or appropriate way to manage demand. They may create a negative experience for customers and visitors to the area or result in employees leaving to move their vehicles every few hours. Enforcing time limits can also require twice as much time and effort as simply determining whether a vehicle has paid to park.

The City can pilot paid parking in prime public parking locations with rates just high enough to ensure at least a few spaces are available for those who need them during the busiest periods. When parking demand is high, drivers will have the option between parking for free and walking a few blocks or paying a small fee to park in a more convenient space. The paid parking pilot could be implemented in the medium-term and then evaluated.

Program development includes creating an overall plan, evaluating the financial feasibility of various technology vendors, and managing program costs and revenues, including setting aside a portion of revenue to be allocated for downtown improvement projects, as explained in the next section. The City can oversee the installation of new infrastructure and the day-to-day program operations. The City can also work to educate residents about the reasoning behind the program and its benefits.

Measuring success will involve periodically collecting occupancy data and seeing how many parking spaces are on a block with utilization below 85 percent or in a facility with utilization below 90 percent during peak hours. Other performance metrics include the share of business community members and residents who approve of the program and sales tax revenue in the downtown area relative to prior years, other areas, and general economic trends.

Adjust Time Limits at Underutilized On-Street
Parking Locations
Time-limited on-street parking in the study area should be periodically monitored, and time limits should be adjusted or eliminated based on occupancy patterns. Time-limited parking on the periphery of the study area is underutilized; the removal of time restrictions in these areas could open these spaces up for employee or other long-term parking away from the State Street core. The City can be responsible for physical installation or changing of signs and purchasing any additional signage needed.

Develop and Implement Loading and Deliveries Plan
If delivery vehicles are occupying prime downtown parking spaces during peak hours, the City can work with stakeholders to develop a plan to manage loading and deliveries in the downtown area. This is a long-term strategy, to be implemented if paid parking alone is not sufficient to encourage delivery vehicles to avoid making deliveries during peak hours, or deliveries otherwise interfere with efficient parking operations and traffic in the downtown. Initial planning and outreach efforts to engage the business community may reveal specific needs that result in additional implementation activities.

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94 3. Establish a Parking Benefit District
This strategy hinges on stakeholder interest in becoming involved in parking management decisions. Many other downtowns successful enough to need paid parking have found great success with the parking benefit district model, a partnership which gives the downtown business community and resident stakeholders an active role in identifying issues, needs, and opportunities, making decisions, and allocating parking revenue for improvements to the downtown area. Table 15 shows the action steps for establishing a downtown parking benefit district, and Table 16 provides an implementation plan. Figure 43 provides an example of outreach materials used by the City of Houston prior to implementing a parking benefit district along Washington Avenue.

Table 15: Action Steps for Establishing a Parking Benefit District Strategy Action Steps
Downtown Parking Benefit
District

1. Budget for staff time to administer the program.

2. Conduct stakeholder outreach with the business community.

3. Establish preliminary district boundaries (such as the boundaries of the paid parking pilot recommended in the previous section).

4. Establish membership/representatives.

5. Determine the type of governing body (e.g., commission, advisory board, etc.) • Establish roles and responsibilities.
• Determine authority and options for parking revenue allocation.

6. Schedule regular meetings.

Source: Walker Consultants, 2023.

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95 Table 16: Implementation Details for Establishing a Parking Benefit District Action Timeline Performance Metrics
Establish Downtown Parking Benefit
District
Medium-term Downtown infrastructure projects, services, and/or programs funded by parking revenue allocated by
members of the Parking Benefit District.

Number of community members involved in
district decision making.

Source: Walker Consultants, 2023.

Creating a Parking Benefit District will give the downtown business community and resident stakeholders an active role in identifying parking issues, needs, and opportunities, and allocating parking revenue for improvements to the downtown area. The City can conduct outreach and organize stakeholders. The City can also develop the legal framework for the district formation, membership, meetings, and roles, and oversee parking revenue allocation. If a Parking Benefit District is established, its success can be measured by the number of community members involved in decision-making, and the City can keep a list tracking the downtown infrastructure projects, services, and/or programs funded by parking revenues allocated by the district.

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96 Figure 43: Parking Benefit District Outreach Example

Source: City of Houston.

4. Improve the Downtown Pedestrian Environment
Perceptions of adequate parking provision are related to the quality and effectiveness of pedestrian connections.

Every parking trip begins and ends with a pedestrian trip; quality pedestrian infrastructure can be a cost-effective way to increase the supply of parking that serves the downtown area while also improving quality of life.

The Sustainable Mobility Plan already identifies several intersection improvements, crossing improvements, and proposed pedestrian pathways for the Downtown Redlands area (see Figure 44). Most notably, the plan proposes a pedestrian pathway from the Stuart Avenue parking structure and rail station to State Street. The strategies and actions to improve the downtown pedestrian environment recommended in Table 17 below are in addition to the improvements already proposed in the Sustainable Mobility Plan. Three of the intersection improvements from the Sustainable Mobility Plan are already prioritized as Tier 1:
• Citrus Avenue and 6th Street
• Citrus Avenue and Orange Street
• 6th Street and Redlands Boulevard
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97 The improvement to the 6th Street and Redlands Boulevard intersection is important to improve pedestrian access to State Street from the key public parking locations at the Centennial Plaza Garage and other off-street facilities that may become available for public parking in the future. Improvements to the Citrus Avenue intersections can improve access to parking locations south of Citrus Avenue.

Figure 44: Proposed Pedestrian Improvements for Downtown Redlands

Source: Redlands Sustainable Mobility Plan, 2021.

Table 17: Action Steps for Improving the Downtown Pedestrian Environment Source: Walker Consultants, 2023.

Strategy Action Steps
Enhance Pedestrian Safety 1. Conduct outreach to determine how and where the community thinks safety could be improved.

2. Develop a plan that responds to their concerns, such as by improving lighting and visibility, installing blue light emergency boxes, or hiring a safety ambassador who could provide safe walk services within the area.

Improve Comfort for
Pedestrians

1. Identify key downtown street segments where sidewalks have limited shade.

2. Develop a plan to plant street trees and/or install shade structures.

Improve Aesthetics of
Pedestrian Environment

1. Identify pedestrian routes connecting State Street to off-street facilities with large supply of publicly available parking.

2. Develop a pedestrian pathway plan to make walking more enjoyable, such as through sidewalk widening, decorative hardscapes, landscaping, and public art.

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98 Implementation: The City can improve the pedestrian environment downtown by improving safety and the perception of safety, providing shade, and making aesthetic improvements to pedestrian walkways. Table 18 provides the approximate timeline for each strategy and the suggested performance metrics. Additional implementation details are discussed below.

Table 18: Implementation Details for Improving the Downtown Pedestrian Environment Action Timeline Performance Metrics
Install safety improvements Medium-term Perceptions of downtown safety (NCS question and/or intercept survey).

Increase shade coverage Medium-term Perceptions of thermal comfort.

Share of downtown area sidewalks with shade
coverage.

Make aesthetic improvements to
walkways
Long-term Number of downtown area sidewalk blocks improved with sidewalk widening, decorative hardscapes,
landscaping, and/or public art.

Source: Walker Consultants, 2023.

Install Safety Improvements
Improving pedestrian’s perceptions of security and desire to walk downtown involves conducting outreach to determine the specific actions that would help employees and visitors feel safer walking around downtown. This is a medium-term strategy. Example safety improvements include separating automobile and pedestrian routes, improving lighting and visibility, installing blue light emergency boxes, or hiring a safety ambassador who could provide safe walk services within the area. Because perceptions of safety are a subjective measure, the best performance metric is simply a survey question asking people how safe they feel walking around downtown. This feedback could be solicited through a downtown intercept survey or a question on Redlands’ annual National Community Survey.

Increase Shade Coverage
Some people cited the summer heat in Redlands as a key barrier to walking more than a few blocks. In response, the City could conduct a shade inventory, identify downtown sidewalks with limited shade coverage, and indicate locations where street trees could be planted, or shade structures could be installed. The City could then carry out the physical changes. If summer heat prevents some people from wanting to park a few blocks away and walk to their destinations, improving shade coverage could be a low-cost way to effectively increase the parking supply serving downtown.

Another strategy worth exploring is the use of white roofs to reflect sunlight and reduce heat buildup in the environment. Success could be measured through an intercept or National Community Survey question asking respondents to rate their thermal comfort when walking in downtown Redlands. A more objective performance metric is the share of Redlands Regular Meeting of 12-05-23
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99 downtown area sidewalks that have shade coverage during the hottest period of the day during the summer.

Make Aesthetic Improvements to Walkways
Making aesthetic improvements to walkways is a longer-term strategy that could be carried out gradually over as resources are available. Creating a landscaped buffer between the sidewalk and the street can encourage pedestrian travel, as can installing decorative hardscapes, widening walkways, and installing public art. These strategies can also enhance the character of the area as a whole and may further increase activity in the area. The City can identify sidewalks and routes most frequently used by pedestrians or with the potential to connect key parking facilities with the downtown core, identify specific upgrades for each route, and make changes to the physical infrastructure. Success could be measured in the number of downtown sidewalk blocks improved with sidewalk widening, decorative hardscapes, landscaping, and/or public art.

5. Encourage the Use of Sustainable Transportation Modes to Reduce Parking Demand
When more people use sustainable transportation, parking demand decreases without any corresponding decrease of the economic vitality of the area. Supporting sustainable transportation means existing parking may more likely be perceived as sufficient, and fewer measures may be necessary to increase supply and availability.

One key strategy to reduce barriers to sustainable mobility involves improving the City’s bicycle infrastructure, which is addressed in the Sustainable Mobility Plan. The community identified priority areas for improvement, including streets that provide access to downtown, such as 6th Street, Brookside Avenue, and Redlands Boulevard, and bicycle infrastructure improvements are already planned for many of these streets. Table 19 below suggests additional strategies and action steps to encourage the use of sustainable transportation.

Table 19: Action Steps for Encouraging the Use of Sustainable Transportation Modes Strategy Action Steps
Secure Bike Parking 1. Install bike racks and secure bike lockers in convenient downtown locations on every block. Lockers for bike parking may be installed along the curb if off-street space is not available on a block. including the following amenities:
• Large lockers that can accommodate cargo bikes
• Lockers that offer charging for e-bikes
• Parking and charging for electric scooters

2. Provide free parking for the first 24 hours and offer payment options for longer-term storage.

3. Create a City email address through which residents can suggest locations where bike parking is needed. Keep track of suggestions and install conveniently accessible bicycle racks and lockers as resources are available.

Shared Mobility Pilot 1. Conduct business community and public outreach to gauge interest in various shared mobility services, such as bike share or scooter share.

2. Explore available docked and dockless services.

Table continues on the next page.

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Strategy Action Steps

3. Partner with a third party and implement a pilot program for shared mobility services, with special consideration to providing “last mile” access between dense residential neighborhoods, transit stations, major employers, and key downtown destinations, including State Street.

4. Evaluate the benefits and challenges of the program and create a framework to govern the future of shared mobility in Redlands.

Parking Cash Out 1. Adopt a local ordinance to enforce and expand upon state law AB 2206 (Parking Cash Out). AB 2206 requires that employers who offer free employee parking in rented or leased spaces offer the equivalent value as a cash-out benefit, but the state law applies only to employers with at least 50 employees, and the City could create the same requirement for smaller employers.

2. Require parking facilities to be unbundled from commercial properties.

Transportation Wallet
Program
Offer a flexible transportation benefit to downtown employees, funded by parking revenues. Provide a choice between:
• Transit passes
• Gift card to a local bike shop (to subsidize bike or e-bike purchase/maintenance)
• Discounted bundle of daily parking passes
Education and Awareness 1. Offer commute planning assistance for downtown businesses.

2. Implement a sustainable transportation campaign challenging car dependence with active transportation posters, brochures, and other messaging.

3. Provide sustainable transportation information (such as bike routes and transit schedules) via mail to new and relocating residents in Redlands.

4. Plan an annual “come to work car-free” day with incentives, to increase familiarity with sustainable mobility options.

Consider a Downtown
Trolley Pilot

1. Explore community interest in a trolley connecting Downtown Redlands with other key destinations, such as major employers, dense residential neighborhoods, and rail stations.

2. Conduct a feasibility study considering potential ridership levels, operating costs, possible routes, and schedule options.

3. If feasible, consider a pilot program for a trolley service. Evaluate the program and make service adjustments based on demand.

Source: Walker Consultants, 2023.

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Implementation: The City can encourage the use of sustainable transportation modes by providing secure bike parking, piloting a shared mobility service, developing a parking cash-out program, creating a transportation wallet program, and increasing awareness of alternatives to driving alone. Table 20 provides the approximate timeline for each strategy and suggested performance metrics. Additional implementation details are discussed below.

Table 20: Implementation Details for Encouraging the Use of Sustainable Transportation Modes Action Timeline Performance Metrics
Provide secure bike parking Medium-term Share of downtown block faces with at least two convenient curbside bike racks.

Share of downtown block faces with at least two secure
bike/scooter storage lockers.

Number of e-bike and e-scooter secure charging spaces.

Pilot a shared mobility service Long-term Number of miles traveled using the shared mobility service (i.e., bike share or scooter share).

Number of trips.

Number of unique users.

Develop parking cash-out
program
Medium-term Share of downtown employees eligible for parking cash- out.

Share of eligible employees participating in the parking- cash out program rather than driving alone.

Create transportation wallet
program
Long-term Share of transportation wallet holders regularly commuting by modes other than solo driving.

Increase awareness of
alternatives to driving alone
Medium-term Share of downtown employee trips taken by sustainable modes.

Share of downtown resident trips taken by sustainable
modes.

Number of participants in car-free travel
outreach/education events.

Consider a downtown trolley pilot Long-term Average daily ridership.

Source: Walker Consultants, 2023.

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Provide Secure Bike Parking
Providing secure bike parking is a medium-term strategy that involves identifying locations for the placement of curbside bicycle racks and secure bicycle lockers, including lockers large enough to accommodate cargo bikes and lockers that offer charging for electric bikes and scooters. The City may survey the downtown area and identify potential bike parking locations, evaluate locker technology options, and manage purchasing. The City may then install and maintain the infrastructure, as well as respond to community requests and suggestions for additional locations for accessible bike racks and lockers. Performance metrics for this strategy include the share of downtown block faces with at least two convenient curbside bike racks, the share of downtown block faces with at least two secure bike/scooter storage lockers, and the number of e-bike and e-scooter secure charging spaces.

Pilot a Shared Mobility Service
Piloting a shared mobility service is a long-term strategy which may involve experimenting with various models and service providers and soliciting feedback before committing to a specific strategy. The City can explore available docked and dockless services and conduct business community and public outreach to gauge interest in various shared mobility services, such as bike share
or scooter share, that can help provide “last mile”
access between dense residential neighborhoods,
transit stations, major employers, and key
downtown destinations, including State Street. The
City can handle contracting, manage the day-to-day
operations of the program, and evaluate the
benefits, challenges, and lessons learned from the
pilot program to create a framework to govern the
future of shared mobility in Redlands. Success can
be measured by the number of miles traveled using
the shared mobility service, the number of trips,
and the number of unique riders.

Develop a Parking Cash-Out
Program
The cost to provide parking for employees is typically significant, with the capital and land costs of providing a structured parking space potentially approaching $200 to $300 per month or more, a generous benefit for those who take advantage, a loss to those employees who do not park, and an incentive to drive for those who may have options other than driving but for whom the options are not rewarded. Parking cash-out is a medium-term strategy that requires employers who provide free parking or pay to provide free parking for their employees to offer an equivalent benefit to employees who arrive to work by another mode of travel. The City could draft a local ordinance to enforce and expand upon the State’s Parking Cash Out law that applies only to large employers.

The City would then be responsible for implementing the ordinance, and success could be measured by both the share of downtown employees eligible for parking cash-out and the share of eligible employees participating in the parking-cash out program rather than driving alone.

Designated Dockless Parking for Shared Micro-Mobility
Vehicles
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Source: Walker Consultants, 2023.

Create a Transportation Wallet Program
Creating a transportation wallet program is a longer-term strategy. Some cities use parking revenues generated within certain areas to support a variety of travel options for those who work or live in those areas. The “transportation wallet” is a flexible benefit, which can offer a choice between a public transit or shared micro- mobility pass, a gift card to a local bike shop to subsidize bike or e-bike purchase or maintenance, or even discounted daily parking passes, should off-street facilities ever experience sufficient demand to warrant pricing.

Program design and administration could be a collaborative effort by the City and the Downtown Parking Benefit District, once a district has been established. The program’s success could be measured through a survey of program participants and tracked as the share of transportation wallet holders regularly commuting downtown by modes other than solo driving.

Increase Awareness of Alternatives to Driving Alone
Increasing awareness of alternatives to driving alone is a medium-term strategy that may be ongoing, especially as new modes of transportation become available, or existing services and infrastructure are improved. The City can offer or collaborate with another partner to offer
commute planning assistance for downtown businesses.

The City can implement a sustainable transportation
campaign challenging car dependence with active
transportation posters, brochures, and other messaging, and can provide sustainable transportation information
(such as bike routes and transit schedules for accessing downtown) via mail to new and relocating residents in
Redlands. The City and Downtown Parking Benefit
District (once established) can collaboratively plan an annual “come to work car-free” day with incentives, to
increase familiarity with sustainable mobility options.

Consider a Downtown Trolley Pilot
A downtown trolley is a potential long-term strategy for promoting sustainable transportation. The City can explore community and employee interest in a trolley connecting Downtown Redlands with other key destinations, such as major employers, dense residential neighborhoods, and rail stations. The City can conduct a feasibility study considering potential ridership levels, operating costs, possible routes, and schedule options. If deemed feasible, the City can oversee the finances for the trolley operations and can promote the trolley to residents and visitors. The City can continually evaluate the program and make service adjustments based on demand. Success may be measured by average daily ridership.

Metrolink Train near Downtown Redlands Station
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6. Increase the Supply of Publicly Available Parking
The public parking supply downtown could be increased either by increasing the number of private spaces made available to the public, increasing the effective capacity of existing facilities with valet parking, or by constructing new parking facilities. Strategy 1, as detailed earlier in this chapter, included actions for increasing the utilization of existing off-street parking resources. Valet assist parking is sometimes a cost-efficient way to increase the effective capacity of existing facilities. Investing public resources in new parking infrastructure can be expensive, and rarely aligns with the goal of creating a future for transit-oriented areas in which sustainable transportation options are at least equally convenient and attractive, or potentially even more attractive, than driving alone.

Despite these concerns, Redlands may wish to consider conducting an analysis evaluating the potential benefits and impacts of investing in additional structured parking, potentially as a component of the plans for redevelopment of the existing City Hall site, in order to make a more informed decision. Strategies to negotiate the lease or acquisition of lots/spaces, pursue shared use agreements, and increase utilization of underutilized facilities have already been explained in detail. Table 21 shows the action steps that could be taken for the remaining strategies to increase the public parking supply.

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Table 21: Actions Steps for Increasing the Public Parking Supply Strategy Action Steps
Increase Capacity with
Valet Parking

1. Conduct a feasibility study, considering:
• Potential increase in effective parking capacity at candidate facilities • Recommended service hours, days, or months
• Number of attendants necessary for efficient operations • Expected costs and benefits
• Feasibility of funding or partially funding with parking revenues • Comparison with other financial investments in infrastructure or strategies to improve access and overall experience downtown

2. If deemed feasible, cost-effective, and consistent with community goals, develop plans and allocate budget for valet services.

Construction of Additional
Structured Parking

1. If, after first (1) increasing the utilization of existing off-street parking resources, and (2) piloting paid parking, the parking situation in Downtown Redlands may be prohibiting some potential visitors from coming to the area, consider investing in additional structured parking through redevelopment of the existing City Hall site.

2. Conduct a study evaluating the feasibility, costs, and benefits of consolidating existing off-street parking lots to a central parking structure location to reduce vehicle traffic in the core downtown area and promote a “park-once” environment. The study should consider the following:
• Net increase in parking capacity
• Impact on the number of trips made to Downtown Redlands o New trips diverted from other commercial areas in Redlands o New trips diverted from other regional destinations
• Impact on mode split of downtown trips
• Impact on sales and sales tax revenue
• Redevelopment potential of existing surface lots
• Total cost and cost per space, including maintenance costs • Feasibility of funding or partially funding with parking revenues • Comparison with other financial investments in infrastructure or strategies to improve access and overall experience downtown • Community priorities

3. If a new downtown parking structure is identified as a top community priority and found to align with land use, mobility, and economic vitality goals, develop plans and allocate budget for additional structured parking.

Source: Walker Consultants, 2023.

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Implementation: The City can increase the public parking supply by increasing the number of private spaces made available to the public, increasing the effective capacity of existing facilities through valet parking operations, and by constructing new parking facilities. Many implementation actions for expanding the public parking supply have already been discussed in the Increasing Access to Underutilized Off-Street Facilities section (Strategy 1) earlier in this report. Table 22 provides the approximate timeline for considering public investment in additional structured parking and suggested performance metrics. Additional considerations and implementation details are discussed below.

Table 22: Implementation Details for Increasing the Public Parking Supply Action Timeline Performance Metrics
Increase Capacity with Valet
Assist Parking
Medium-term Total number of vehicles parked beyond what the facility’s capacity would be without the valet service.

Number of vehicles parked beyond capacity per valet
service hour.

Consider investing in additional
structured parking facility
Long-term Number of trips taken downtown.

Impact on sales and sales tax revenue.

Number of vehicles parked downtown during peak hours.

Source: Walker Consultants, 2023.

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Increase Capacity with Valet Assist Parking
Depending on the potential increase in parking capacity at a facility, valet assist parking may be a cost-effective medium- or long-term strategy to increase the public parking supply. Valet assist parking may be a medium-term strategy relevant for special event parking, or a longer-term strategy for regular parking operations. Valet parking typically increases capacity by approximately 15 to 30 percent. Possible candidates for valet parking include the current City Hall parking facilities, or, if the City develops a shared use agreement opening more spaces for public parking and management, the Centennial Plaza Garage. In addition to expanding the effective capacity, valet parking can also create job opportunities that keep money in the local economy, and it can improve perceptions of safety in downtown parking garages simply by the presence of attendants in the facilities where there are none today.

It may be worthwhile to compare the monthly cost per space estimates for valet parking in the context of the cost per space estimates of structured parking. For example, considering construction costs, life cycle, operations, and maintenance, the monthly cost per space in a new parking structure may be in the range of $300-500—and many spaces may sit empty some of the time or feel unsafe for some drivers. Valet parking is a more flexible strategy, which does not require a permanent investment. It can be continually evaluated and adjusted, implemented during hours, days, or months when parking demand is typically higher. If the City eventually finds it worthwhile to invest in additional structured parking, valet parking may be an interim strategy to increase the parking supply.

The City could conduct an initial feasibility study exploring the potential increase in parking capacity at various publicly managed facilities, recommended hours of valet assist services, the number of valet attendants necessary for efficient operations, the expected cost, and the feasibility of funding or partially funding with parking revenues. If a Downtown Parking Benefit District (PBD) has been established, the study should be conducted in partnership with the PBD. If deemed feasible and cost-effective, the City could manage the budget and contract for valet assist services. Success could be measured by (1) the total number of vehicles parked beyond what the facility’s capacity would be without the valet service and (2) the number of vehicles parked beyond regular capacity per valet service hour.

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Consider Investing in an Additional Structured Parking Facility Investing in an additional structured parking facility is a longer-term strategy that may be worth considering if the downtown area were to experience a reduction or stagnation in the number of visitors or business activity due to the parking situation. A cost and benefit analysis regarding the very real cost of parking with the amount of marginal, additional business the parking space will attract, along with alternative options, is a fair exercise.

If the City has already implemented solutions that increase the efficiency with which existing resources are used, a study can be conducted evaluating the feasibility, costs, and benefits of constructing additional structured parking, including opportunities for a structure to allow redevelopment over surface lots in the downtown area and promote a “park-once” environment. The study should consider the net increase in parking capacity, project the impact on the number of new trips made to Downtown Redlands (including trips diverted from other commercial areas in the City), the impact on mode split, the impact on sales and sales tax revenue, the redevelopment potential of existing surface lots, the total cost and cost per space (including maintenance costs), the feasibility of funding the construction with parking revenues, a comparison with other financial investments or strategies to improve access to and the overall experience of downtown, and community priorities for public resource allocation. Cost analysis should include the cost of designing a new parking structure in a manner that it can be adaptively reused if it becomes obsolete for parking needs in the future, as provided for by General Plan section 5-A.80. If a Downtown Parking Benefit District (PBD) has been established, the study should be conducted in partnership with the PBD.

If a new downtown parking structure is identified as a top community priority and found to be consistent with land use, sustainable mobility, and economic vitality goals for the Downtown Transit Village, the City can plan for the location and construction of the new structure and identify any surface lots that may be redeveloped. The City can oversee the budget, ensure parking revenues help cover the cost of the project, and handle any day-to- day operational needs of the new facility. The success of the investment could be measured by the number of trips taken downtown and the change in sales and sales tax revenue, relative to other commercial areas in the City and general economic trends.

In the existing conditions chapter of this report, the existing City Hall site, which will be vacated when City Hall moves into the Citibank building on State Street, is the top candidate for additional structured parking, if desired.

This structure could incorporate the already existing subterranean level of parking on the site while also allowing for ground floor retail businesses.

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Appendices

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Appendix A: Data Collection Considerations
Methodology
It is typical in the parking industry to collect data on one weekday and one weekend day for a parking study.

Walker has completed municipal parking studies for thousands of jurisdictions over its 57-year history and has a deep body of knowledge regarding typical trends in downtowns. In studies where we have collected additional data at the request of the client, the additional data collected tends to be similar and does not add a significant amount of value to the findings and recommendations.

In preparing for the data collection for the Downtown Redlands study, Walker consulted with City staff as to typical conditions that they desired to capture, and design to. Walker verified that there were no special events on the data collection days. In addition, Walker utilized visit and visit trend data provided by placer.ai, shown below. Thursday is a typical weekday, and Saturday was clearly the busiest weekend day. For placer.ai, and someone must stay in the area for at least 7 minutes for their stay to count as a visit. The “visits trend” chart does not include pass-through traffic.

Number of Visits to Downtown Redlands Study Area by Day of Week

Source: Placer.ai, 2022.

Similarly, looking at the monthly trend, November 2021 was not the busiest or least busy month, and coming out of the Covid-19 pandemic and the Omicron variant in the winter of 2021, it would be expected for most months of 2022 to have more visits downtown than November 2021. The chart on the next page displays the monthly visit trend for the project study area.

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Number of Visits to Downtown Redlands Study Area by Month of the Year

Source: Placer.ai, 2022.

There were five data collectors in the field on the survey days. Counts were collected in an approximately 30 minute window starting at each hour noted.

Relationship to Study’s Recommendations
A key finding from the study was that convenient parking is difficult to find in some areas, at least some of the time. If anything, this problem is understated in the month of November, and may become even more of an issue in other months. This would not affect the recommendations substantially:
• The City is already advised to continuously pursue opportunities to expand the public parking area. There is such ample supply of underutilized private parking, that additional demand might simply increase the price the City would pay to lease private spaces, but it would not alter the core strategy or the cost- effectiveness of this method relative to other options for expanding the public supply. • If observations revealed higher demand, the paid parking pilot area could also have been expanded slightly. However, this is just a pilot program, and it may be easier to err on the side of having too small a paid parking area for the pilot.
• One strength of the report’s recommendations is that they are flexible and demand-responsive. If parking demand increases, the City can increase its efforts to expand the supply of underutilized parking made available to the public and can expand the paid parking area. If demand decreases, the City can end any shared-use agreements deemed unnecessary and reduce the paid parking area if streets do not have sufficient demand to justify paid parking. The strategies are meant to address high parking demand (according to observations and anticipation of future development) but can easily be scaled back if demand turns out to be lower than planned for.

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Appendix B: Downtown Redlands Intercept Survey
Downtown Redlands Intercept Survey Time: _________ The survey administrator asked the bolded questions, and then categorized participants’ responses for analysis.

1. Where do you live?
• Redlands – downtown area within about a half mile of downtown • Redlands – elsewhere
• If outside of Redlands, are you:
o Within 5 miles
o Within 10 miles
o 10 or more miles

2. What brings you downtown?
• Work
• Shopping
• Dining
• Professional services or appointment
• Other

3. Where did you park?
• On the street
• In a parking garage
• In a parking lot

4. Did you park near your destination?
• Yes
• No

5. How was the experience of finding parking?
• I found parking quickly near my destination.
• I found a parking space near my destination, but I had to drive around to find it. • I found a parking space quickly that was away from my destination. • I found a parking space that was away from my destination, and I had to drive around to find it.

6. How long did you stay/are you planning to stay in Downtown Redlands? • Less than 1 hour
• 1-2 hours
• 2+ hours

7. When thinking about where to go out for shopping or dining, how does parking availability influence your decision? • Parking availability is not an important factor for me – I am more interested in the location itself. • I usually try to go places with parking reasonably close to my destination.

8. Do you have any thoughts or concerns related to downtown Redlands parking? Redlands Regular Meeting of 12-05-23
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Appendix C: Downtown Redlands Employee Comments
Block 13:
• They can’t leave for lunch, or the public will park in their private spaces. Customers have to circle for parking. Their signs don’t have the tow company phone number, so they aren’t actually allowed to tow.

They would appreciate parking enforcement and more ADA spaces. • Their elderly customers want to park at the bank but are afraid they would be towed. • It’s especially hard to find a space in the afternoons. • Older clients can’t access their business. The structure is full when employees arrive to work. They take a chance on enforcement; there should be no enforcement if there are no options to park without time limits.
• They close their business and can’t work event days and Saturdays and lose income as a result. • They need better notification for events. They also need more spaces without time limits. • Time limits are an issue. They take their chances with them when they arrive late. • Clients park at CVS.
• They would rather take their chances with a ticket for parking on State Street than parking in the structure where they don’t feel safe. Hair treatments take over two hours, so they can’t move their vehicles. They don’t feel safe walking downtown, especially late at night.

Block 18:
• They don’t feel safe parking and walking in the early morning before the sun rises. • During farmers markets, vendors and the public park in their private spaces before their business opens.

They would like a structure or parking designated specifically for employees. • Esri owns a lot just north of 6th Street and businesses rent individual spaces for employee parking, but the public still park there. They would like for Redlands to have a trolley or electric scooters, rather than enforcement or parking meters.
• They leave at 7pm and don’t feel safe going to the garage. They leave prime State Street spaces for customers and park on other streets.
• It’s difficult for their customers to find parking when they have classes. • They park in front of their business or on nearby side streets, usually just moving their cars after they go out for lunch.
• The structure does not feel safe. Customers report spending 10 minutes circling for parking when they used to circle only 5 minutes. They arrive late and it backs up business for the day. • Workers park all day. Enforcement is needed. She pays $35 monthly for a private space behind her business and thinks it’s a good deal.
• Customers complain and sometimes just leave. They always ask their customers where they parked and warn them if they parked in private reserved parking, so they don’t get towed. Saturdays are the most difficult.
• It doesn’t feel safe walking to the structure. The CitiBank lot may be empty and a good temporary solution. The City doesn’t inform businesses of events with enough time for them to properly staff for them.

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Block 19:
• People always use the Wells Fargo lot as public parking. • Wells Fargo allows some employees of other businesses to park there. • Parking is inconvenient during events; sometimes employees have someone drop them off at work. • One owner parks on the street in front of her business, and her customers usually park at the bank parking lot.
• They appreciate the lack of enforcement and don’t want to upset customers.

Block 25:
• All employees park on Main Street in front of their business. The time limits make it difficult, and they would appreciate parking options without time limits. They shuffle their vehicles every 2 hours, but especially around 1pm it’s very difficult.
• Street closures are hard for the business; customers need to access the lot when they have bulky purchases.
• Customers complain about lack of parking.
• Coffee shop customers park in private business spaces. It’s a problem. The employees never leave for lunch because they will be late, and their reserved spaces might be taken when they return. They have to leave earlier to arrive on-time for work but are used to it. • Hairdressers park on the street in front of their business. Downtown needs parking enforcement. • Employees don’t feel safe at night and try to park on the street in front of the business. • Their employees have always parked in the bank’s parking lot and there’s never been an issue. • Customers complain about parking.
• They park on street but not in front of their own or other businesses where someone might complain. • They have their own private parking, but the public often parks there. They won’t tow because of some technical issue, but it ruins their day if someone parks in their lot. • The employees park on the street and shuffle their vehicles every 2 hours.

Block 26:
• Employees sometimes have to park a block away on Fridays and Saturdays. • They have two private parking spaces for their customers but no longer even mention it to them since other people always take the spaces and sometimes become aggressive if asked to leave. • Lack of enforcement on the street is an issue; employees of other businesses park in prime spaces they would like to have available for their customers.

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Appendix D: San Clemente Parking Lot Lease Agreement Template

PARKING LOT LEASE AGREEMENT

This PARKING LOT LEASE AGREEMENT (“Agreement”) is made and entered into as of this day of , 200 , by and between the [PLEASE PROVIDE EXACT NAME OF TRUST AND NAMES OF (CO)-TRUSTEES] (“Owner”), and the CITY OF SAN CLEMENTE, a California municipal corporation (“City”). Owner and City are hereinafter sometimes referred to collectively as “parties” and individually as a “party.”

R E C I T A L S

A. Owner is the owner in fee of that certain real property located at [ADDRESS], Assessor’s Parcel Numbers (“APN”) [APN NUMBER] located in the downtown area of the City of San Clemente, County of Orange, State of California (the “Property”).

B. City has requested to lease, and Owner is willing to lease, those portions of the Property mo re particularly d epicted in Exhibit “A”, attached hereto and incorporated by this reference (the “Premises”), for the purpose of providing public parking according to the terms and conditions of this Agreement.

C O V E N A N T S

Based upon the foregoing Recitals, which are incorporated into this Agreement by reference, and for good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged by both parties, Owner and City hereby agree as follows:

1. Grant of Lease. Owner hereby leases to City, and City hereby leases from Owner, the Premises and all landscaping, improvements, and structures that will be used for the Permitted Uses (defined below) according to the terms and conditions of this Agreement.

2. Term.

2.1 Initial Term. The lease of the Premises shall be for an initial term of five (5) years (the “Initial Term”), commencing upon the date that the City Council approves in accordance with law this fully executed Agreement (the “Commencement Date”) and expiring on the date that is the fifth (5th) anniversary of the Commencement Date.

2.2 Automatic Renewal. Upon the expiration of the Initial Term, the lease of the Premises shall be divided into one (1) year renewable terms, wherein each one (1) year term is hereinafter referred to as a “Renewable Term.” The first Renewable Term shall automatically commence upon the date that is the day immediately after the expiration of the Initial Term, and each subsequent Renewable Term shall automatically commence on the date that is the day immediately after the expiration of the previous Renewable Term. The lease of the Premises for any time after the expiration of the Initial Term (i.e., for any time during any and all Renewable Redlands Regular Meeting of 12-05-23
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Terms) is hereinafter referred to as the “Extended Term.” The Initial Term and Extended Term are collectively referred to in this Agreement as the “Term.”

2.3 Termination of Lease. Either party, in its sole and absolute discretion, may terminate the lease of the Premises either: (i) at the expiration of the Initial Term, or (ii) at any time during the Extended Term. The party seeking to terminate the lease shall deliver to the other party written notice thereof no later than sixty (60) days prior to the date of termination.

3. Rent and Security Deposit.

3.1 Rent. City shall pay to Owner as rent for the Premises [AMOUNT] per month (the “Rent”). The first payment of Rent shall be prorated pursuant to Section 3.4 below (if applicable) and shall be delivered to Owner no later than the date that is three (3) weeks after the Commencement Date. Each and every subsequent payment of Rent shall be delivered to Owner no later than the tenth (10th) day of the month for which the Rent is due.

3.2 Security Deposit. City shall deliver to Owner, no later than the date that is three (3) weeks after the Commencement Date, a security deposit in the amount of [AMOUNT] (the “Security D eposit”). The Security Deposit shall be held by Own er as security for the performance by City of the terms and conditions of this Agreement to be kept and performed by City. Prior to the use of the Security Deposit for any obligation to be performed by City pursuant to this Agreement, Owner shall deliver written notice to City of the reason for the use, and Owner shall provide City with an opportunity to cure any failure to perform said obligation prior to the use of the Security Deposit pursuant to the cure provisions set forth in Section 10 below. If City fully p erforms every obl igation of this Agreement to be performed by it, the Security Deposit or any balance thereof shall be returned to City upon termination of this Agreement.

3.3 Delivery. All payments and charges due under this Agreement shall be paid by City in lawful money of the United States of America, which shall be legal tender at the time of payment, at:

Attn:

or to such other person or at such other place as Owner may from time to time designate in writing. Owner shall promptly deliver to City any change in address or person responsible for receiving payment of Rent. City shall not be in default of this Agreement if Owner fails to receive any payment of Rent when Owner fails to promptly deliver any change in address or person responsible for receiving payment.

3.4 Prorated Amounts. Any Rent due under this Agreement for any fractional part of a calendar month shall be prorated based on the ratio that the number of days in that month during the Term bears to the total number of days in that month.

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4. Permitted Uses. For the duration of the Term, the Premises shall be used for parking by the general public and incidental uses relating thereto (the “Permitted Uses”), and for no other purpose, subject to the following conditions: (i) no overnight parking shall be permitted; (ii) parking for each vehicle used by a member of the general public shall be limited to four (4) hours for any twenty-four (24) hour period, provided, however, that the time limits may be adjusted by mutual consent of the parties; (iii) any v ehicle used by a current employee of [NAME] may park all day on the Premises, but only if such vehicle has a parking permit or sticker for such all day use clearly posted on the vehicle’s bumper or windshield; and (iv) any other rules and regulations that City may impose on the general public for the use of the Premises. With respect to the condition concerning the ability of [NAME]employees to park on the Premises pursuant to clause (iii) above, the parties agree that this parking condition shall remain in effect only so long as [NAME] remains in business at its location as of the Commencement Date, and that in the event [NAME] no longer continues its business operations at such location, City shall have no obligation to comply with the parking condition set forth in clause (iii) above.

5. Improvement and Maintenance of Premises. City, at its own cost and expense, shall be responsible for the improvement and maintenance, as needed, of the Premises for use as a public parking lot, including but not limited to: (i) surfacing the parking lot; (ii) striping parking lot spaces; and (iii) providing signage, as needed. Signage shall indicate, where City determines is appropriate, that the parking lot is open for use by the general public.

6. Insurance.

6.1 General Liability. City shall obtain and keep in force and effect for the entire Term a commercial general liability insurance policy which names Owner as an additional insured, protecting against claims of bodily injury, personal injury and property damage based upon, involving, or arising out of the use or maintenance of the Premises by City. Such insurance shall be on an occurrence basis providing single limit coverage in an amount not less than One Million Dollars ($1,000,000.00) per occurrence.

6.2 Certificates. City shall provide to Owner a certificate of insurance evidencing insurance coverage as provided herein no later than the date that is three (3) weeks after the Commencement Date, and thereafter as requested by Owner until the termination of this Agreement.

6.3 Self-Insurance. In lieu of the obligations set forth in Section 6.1 and 6.2 above, City m ay satisfy its obligation to provide general liability insu rance for the Premises through a self-insurance program, but only if City remains self-insured for no less than One Million Dollars ($1,000,000.00) in liability claims. In the event that City is self-insured, City shall deliver to Owner, no later than the date that is three (3) weeks after the Commencement Date, a statement, certificate, or other proof of financial responsibility, duly acknowledged by City’s authorized representative, for One Million Dollar ($1,000,000.00) in self-insurance.

7. Indemnity. City shall indemnify, defend, and hold harmless Owner and its officers, officials, employees, agents, or representatives (collectively the “Indemnitees”) against any and all claims, demands, causes of action, damages, costs, expenses, losses and liabilities, at Redlands Regular Meeting of 12-05-23
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law or in equity arising out of or relating to (i) any activity or work done, permitted, or suffered on the Premises; (ii) use of the Premises by City and its officers, officials, employees, agents, representatives, invitees, patrons, or sub-lessees; or (iii) the acts or omissions of City or its officers, officials, employees, agents, or representatives acting in an official capacity. This indemnity shall specifically include the right to indemnification for any claims, demands, causes of action, damages, costs, expenses, losses and liabilities, at law or in equity arising from the acts or omissions, whether negligent, reckless, willful or otherwise, of any member of the public (as that term is defined below) while that member of the public is or was on or about the Premises.

Notwithstanding the forgoing sentences in this Section 7, City shall have no obligation to indemnify, defend, and hold harmless the Indemnitees for any claim, demand, cause of action, damages, costs, expenses, losses and liabilities arising from or relating to (i) a pre-existing environmental condition concerning hazardous substances on or under the Premises; or (ii) any negligent, reckless, or willful act or omission of Indemnitee(s) while on or about the Premises.

For p urposes this Agreement, the t erm “hazardous substance” shall mean any substance or material defined or d esignated as hazardous or to xic w aste, hazardous or to xic material, a hazardous or toxic substance, or other similar term by any federal, state, or local environmental statute, regulation, or ordinance. For purposes of this Section 7, the term “member of the public” shall mean any person other the officers, officials, employees, agents, or representatives, acting in an official capacity, of Owner or City.

8. Peaceable Possession. Owner hereby warrants and represents that it has the authority to lease the Premises and to execute this Agreement. Owner further covenants and agrees that City, upon performing and quietly obs erving the terms and conditions of this Agreement, shall have the right to hold, occupy, and enjoy the Premises for the Permitted Uses during the Term without any interruption or hindrance from Owner, its successors or assigns, or any person or entity lawfully claiming by or through it.

9. Assignment and Subletting. Upon Owner’s approval, which shall not be unreasonably withheld, conditioned, or delayed, City shall have the right to assign or transfer this Agreement or any interest in this Agreement, and shall have the right to sublet the Premises or any part thereof, for the purpose of operating and maintaining the Premises for the Permitted Uses.

10. Default. The occurrence of any one or more of the following events shall constitute a material default (“default”): (i) the vacating or abandonment of the Premises by City; (ii) the failure by City to pay Rent when due pursuant to this Agreement, and such failure continues for a period of ten (10) days after delivery of written notice from Owner to City of said failure; and (iii) the failure by either party to observe or perform any of the obligations of this Agreement to be observed or performed by the responsible party (other than the obligation described in clause (ii) above), where such failure either: (A) continues for a period of thirty (30) days after delivery of written notice thereof from the party seeking performance, or (B) if performance cannot be completed with thirty (30) days, cure of such failure has not commenced within thirty (30) days after delivery of written notice thereof and diligently prosecuted until completion within sixty (60) days of the expiration of the thirty (30) day period (for a total of ninety (90) days). Upon an event of default and after the expiration of the applicable Redlands Regular Meeting of 12-05-23
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cure period, this Agreement and City’s right to lease the Premises shall terminate upon the date that is one day after the date of expiration of the applicable cure period unless the party in default cures the default within the applicable cure period.

11. Miscellaneous.

11.1 Binding on Heirs. This Agreement shall be binding upon the parties hereto and inure to their respective representatives, transferees, successors, and assigns.

11.2 Litigation Expenses. If either party to this Agreement commences an action against the other party to this Agreement arising out of or in connection with this Agreement, the prevailing party shall be entitled to recover reasonable attorneys' fees, expert witness fees, costs of investigation, and costs of suit from the losing party.

11.3 Notices. All notices required to be delivered under this Agreement to another party must be in writing and shall be effective: (i) when personally delivered by the other party or messenger or courier thereof; (ii) three (3) business days after deposit in the United States mail, registered or certified; (iii) one (1) business day after deposit before the daily deadline time with a reputable overnight courier or service; or (iv) upon receipt of a telecopy or fax transmission, provided a hard copy of such transmission shall be thereafter delivered in one of the methods described in the foregoing (i) through (iii); in each case postage fully prepaid and addressed to the respective parties as set forth below or to such other address and to such other persons as the parties may hereafter designate by written notice to the other parties hereto:

To City: City of San Clemente

Copy to:

To Owner:

Attn:

Copy to:

Attn:

11.4 Entire Agreement, Waivers, and Amendments. This Agreement incorporates all of the terms and conditions mentioned herein, or incidental hereto, and supersedes all negotiations and previous agreements between the parties with respect to all or part of the subject matter hereof. All waivers of the provisions of this Agreement must be in writing and signed by the appropriate authorities of the party to be charged. A waiver of the breach of the covenants, conditions or obligations under this Agreement by either party shall not be construed as a waiver of any succeeding breach of the same or other covenants, conditions or Redlands Regular Meeting of 12-05-23
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obligations of this Agreement. Any amendment or modification to this Agreement must be in writing and executed by the appropriate authorities of City and Owner.

11.5 Interpretation; Governing Law. This Agreement shall be construed according to its fair meaning and as if prepared by all of the parties hereto. This Agreement shall be construed in accordance with the internal laws of the State of California without regard to any conflict of law principles in effect at the time of the execution of this Agreement.

11.6 Severability. If any provision of this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining p rovisions will nevertheless continue in full force without being impaired or invalidated in any way.

11.7 Force Majeure. In the event that either party is delayed, hindered, or prevented from performing any act required hereunder by reason of strikes, lockouts, or other labor troubles, inability to procure or shortage of materials or supplies, failure of power, energy shortages, restrictive governmental l aws or regulations, in clement w eather, fire, explosion, earthquake or other casualty, riots, insurrection, war, act of God, or other causes that are without the fault and beyond the reasonable control of such Party, then the p erformance of the p arty obligated to perform under this Agreement shall be excused for and extended by the period of such delay.

11.8 Headings. Section and Subsection headings in this Agreement have been inserted solely for the convenience of the parties, and such captions, headings, and titles shall in no way define or limit the scope, intent, or application of any provision of this Agreement.

11.9 Time is of the Essence. Time is of the essence with respect to every provision of this Agreement.

11.10 Computation of Time. Unless otherwise specified in this Agreement, use of the word “days” shall mean calendar days, and any provision requiring the computation of time shall be based upon a standard calendar of three hundred sixty five and one-quarter (365 ¼) days.

11.11 Execution in Counterpart. This Agreement may be executed in several counterparts, and all so executed shall constitute one agreement binding on all parties hereto, notwithstanding that all parties are not signatories to the original or the same counterpart.

[signatures on next page]
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Downtown Redlands
Parking Study and Parking Management Plan
June 29, 2023
WALKER CONSULTANTS | 121

IN WITNESS WHEREOF, the parties hereto have executed this Ag reement as of the date first set forth above.

“CITY”

CITY OF SAN CLEMENTE,
a California municipal corporation

ATTEST:

By: Mayor

City Clerk

APPROVED AS TO FORM:

City Attorney

“OWNER”

By:

Its:

By:

Its: __________________________________

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MEMORANDUM - DT REDLANDS PARKING STUDY

RESPONSE TO CHAMBER OF COMMERCE COMMENTS
PROJECT #37-009592.00

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Walker has reviewed the comments provided by Evan Sanford on behalf of the Redlands Chamber of Commerce on the Downtown Redlands Parking Study (Walker Consultants, April 27, 2023). The comment document provided by the Chamber included key takeaways, as well as various highlighted sections for response, which are also highlighted in this document. Walker offers the following responses:

Key Takeaway-1: Is this, or is this not, the final draft of the parking study? When will we get the final draft? What, if anything, is expected to change?

Response to Key Takeaway-1: This was not the final report. The word “final” in draft final report” was meant to distinguish this from preliminary partial drafts which did not include all report sections. The report will be updated a final time by the end of June 2023 to address comments received from the Traffic and Parking Commission and others as needed.

Key Takeaway-2: The parking issue cannot be accurately quantified using two days worth of data in November, when none of the 100+ events held yearly in Redlands are being held or going on are taken into consideration.

Response to Key Takeaway-2: People rarely have an expectation of convenient parking for special events. It is a policy choice to plan the parking system for a typically day of commercial activity as opposed to an event day.

Event parking strategies can be developed by the Parking Benefit District according to the needs of the specific event. Options include shuttles, valet assist, special event pricing, and additional shared parking arrangements during event hours. A list of events in or near Downtown Redlands and brief analysis is provided in Appendix A.

Key Takeaway-3: The survey sample size of N = 155 is not representative of the Redlands community (population ~73,000) and furthermore, Redlands residents comprised only HALF of survey respondents; therefore, the opinions of Redlanders regarding parking issues are not truly represented.

Response to Key Takeaway-3: This was from the Downtown Intercept Survey, which had a somewhat different purpose and audience than the 2022 National Community Survey. • The 2022 National Community Survey (N=339) was of Redlands residents only, and survey results were weighted to reflect demographics. This survey included questions to better understand residents’ perceptions of parking and their priorities. It also included responses from residents who don’t regularly go downtown.
• The Downtown Intercept Survey was primarily meant to provide a “point-in-time" snapshot that would help Walker understand who was visiting downtown, including those from other communities, and to capture the experiences.

DATE: June 20, 2023
TO: Brian Desatnik, Development Services Director
COMPANY: City of Redlands
ADDRESS: 35 Cajon Street
CITY/STATE: Redlands, CA
COPY TO: Cruz Esparza, Tricia Munoz – City of Redlands
FROM: Jeff Weckstein, Ellen Schwartz – Walker Consultants PROJECT NAME: Downtown Redlands Parking Study
PROJECT NUMBER: 37-009592.00
707 Wilshire Blvd, Suite 3650
Los Angeles, CA 90017

213.488.4911
walkerconsultants.com

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o Walker also reviewed the Downtown Intercept Survey results to analyze whether there were meaningful differences in responses between residents and non-residents. Where responses differed, the difference in responses was usually minor, within approximately ten percentage points at most. For example:
▪ Residents were more likely to report having found parking near their destination than non-residents, with approximately 90% of residents and approximately 80% of non- residents reporting finding parking near their destination. ▪ Non-resident visitors were less likely than residents to report that parking availability was a factor that would influence their choice of destination. ▪ Non-residents were somewhat more likely to stay for 1-2 hours and somewhat less likely to stay for less than 1 hour.

Key Takeaway-4: The survey methodology describes surveying the Redlands community using dates that do not allow for representative data to be captured (The study was executed November 17 – 19, 2022, which is a time of year when many individuals were traveling to be with family for the Thanksgiving holiday just a few days later.

Response to Key Takeaway-4: From our conversations, we realized there were also residents who had family members and visitors coming to stay with them in Redlands, and they visited downtown. Overall, doing data collection five days before Thanksgiving could have resulted in slightly higher or slightly lower parking demand, but the overall effect is likely negligible.
• If typical demand is higher than observed, it strengthens the case for the report’s parking management recommendations, including increasing the supply through shared parking agreements and piloting paid parking in prime parking locations.
• If typical parking demand is Iower than observed, it underscores the benefits of pursuing a flexible and adaptable approach to parking management.

Key Takeaway-5: Most recommendations seem to be hiding behind AB 2097 as a reason they won’t work.

Response to Key Takeaway-5: AB 2097 does affect parking management options available for Downtown Redlands, but this report ultimately recommends management strategies that are both legal and effective.

Key Takeaway-6: Open-ended responses highlighting the parking issues weren’t analyzed in the same manner or given the same weight as the multiple-choice responses.

Response to Key Takeaway-6: The open-ended responses from residents, visitors, and employees provide additional insight and confirm the parking issues inferred from quantitative data. Responses that are completely open-ended cannot be visualized in the same manner as multiple-choice responses, but the parking issues highlighted in the open-ended responses were all taken into consideration and are thoroughly addressed by the recommendations.

Key Takeaway-7: The parking issue is fixable, and there needs to be a buy-in from merchants, employees, residents, and visitors.

Response to Key Takeaway-7: Walker fully agrees with this statement. We also recognize the heterogeneity of each of these groups and acknowledge the possibility that individual stakeholders within each group may hold different values and prioritize different solutions.

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Comment Group-1:

Executive Summary (pg. i)
The following are important to note.
• STUDY: “New developments can be expected to further increase the pressure for street parking and it may become even more difficult to find a convenient space if actions are not taken to manage demand.” • STUDY: “6. Increase the supply of publicly available parking.”

Response to Comment Group-1: Comment noted.

Comment Group-2:

Existing Conditions (pg. i)
The following are important to note.
• STUDY: “Occupancy data collection occurred on Thursday, November 17 and Saturday, November 19, 2022, every two hours starting at 9:00 a.m. and ending at 7:00 p.m.” o CHAMBER: November doesn’t have events like the Dog Jog, Redlands Bike Classic, Redlands Car Show, Christmas Parade, the Redlands Bowl, the NYE Orange Drop, etc. • Existing Parking Demand
o STUDY: “Peak parking demand occurred at 1 p.m. on Thursday. At this time, 48% of parking spaces were occupied.”
o STUDY: “Saturday parking demand was slightly lower but followed a similar patter as Thursday.” ▪ CHAMBER: Market morning goes from 8 – 11:30AM but didn’t start until 4 months after this study happened.
o STUDY: “On-street parking in and around State Street, in the Ed Hales Park lot, and the Citrus Avenue parking structure was effectively full during peak periods on both Thursday and Saturday.”
• Planned Development and City Hall Relocation
o STUDY: “Most new developments will be west of Orange Street and will increase the demand for public parking in the area”
o STUDY: “When the current City Hall site is vacated, the site may be redeveloped, and existing or new subterranean parking will likely become publicly available.” ▪ CHAMBER: This is what needs to happen. Since June of 2022, the Chamber has championed a mixed-use (commercial, retail, and parking) structure with the capacity for anywhere from 1,000-2,000 spaces over two levels below ground and three levels above ground. Housed inside a building that preserves the past and embraces the future, this would allow for the surge capacity for all of the Downtown events, along with everyday usage. Below is a picture of the Fisher building, which was raised to build the bank building which currently serves as City Hall.
▪ Our proposal is to make the once-in-a-generation investment in the community that has never been made. With all the development approved in the area, other than the Frontier building to the South of the Mall and the Carwash and Firestone to the Northwest, there are no other options to build the opportunity for the “park once” strategy. We want people to ditch the car, but they need a place to ditch it. All of the Redlands Regular Meeting of 12-05-23
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comparisons to the other cities are fine, but what do they have that Redlands doesn’t? Multiple public parking structures (either paid, validated, or free). ▪ Of course, it will take $50 or 60 million dollars to do this in either one phase of the orange square or a second phase in turquoise to make one contiguous structure. But that’s a challenge worth fighting for. Why not implement the Page 2 Parking Benefit District to help fund this? Why did the city sell the parking lot around the Mall for such a small amount, that could have helped fund this? There could be parking permit fees that would help to repay this, along with higher costs for visitors as opposed to residents of Redlands. The Chamber has also had multiple conversations with elected officials from Congress, State Senate, Assembly Members, and County Supervisor to discuss opportunities for Infrastructure funding, along with what could we do to the structure that would enable it for potential grant funding as well. Let’s rise to the occasion and be the first city to power its City Hall through the greenification of a parking structure (to include solar panels, etc.), or something along those lines. This, as opposed to saying it’s not a good idea because it costs a lot of money.

Responses to Comment Group-2:
• With regard to events and market mornings, see the response to Key Takeaway-2. • With regard to building a parking structure, parking structures generally do not generate enough revenue to cover their costs, which means constructing a parking structure is effectively providing a subsidy for and encouraging driving. In Walker’s experience, grant funding is usually dedicated to encouraging travel by modes other than the private automobile. Ultimately this is a policy decision for the City Council based on budgeting priorities and constraints.

Comment Group-3:

Community Outreach Findings (pg. iii)
The following are important to note.
• STUDY: “two meetings with local business and property owners.” • STUDY: “Downtown Intercept Surveys and Employee Conversations” o “half” were from Redlands
o “half” were visiting
o “67%” found a spot quickly and near their location
o “17%” found a spot near, after circling
o “9%” found a spot quickly, not near
o “7%” spent time trying to find a near spot, but couldn’t find one and had to park far • STUDY: National Community Survey Findings
o “Ease of travel by car in Redlands was rated as more satisfactory than ease of travel by walking, biking, or public transportation.”
o “The ease of finding public parking downtown was rated more satisfactory than the ease of finding parking in Redlands in general.
▪ CHAMBER: Only 50% of the participants in this study were from Redlands. While tourism is important, the citizens of Redlands should be made priority. While tourism is obviously important, hearing from first-time visitors to the area shouldn’t be given as much, or more weight, than the business owners, employees, customers and residents of Redlands Regular Meeting of 12-05-23
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Redlands. There are people in this town who wouldn’t have been surveyed, because they stay away from Downtown, and because the issue is so pervasive. o “Downtown parking was the least likely to be seen as a major priority for the City.” ▪ CHAMBER: It’s the least likely to be seen as a major priority when compared to issues like homelessness, but the point of the study was to address the parking issue. o “People would prefer resources be allocated to issues of Homelessness, Public Safety, Sustainability and Climate Change, and Quality of Life, rather than Downtown parking.” ▪ CHAMBER: This was not the point of this study.
• STUDY: Business Community Outreach Findings
o “Many participants expressed their concern that the lack of convenient available parking drives potential customers away.”
o “Several people expressed concern that the lack of available parking regularly causes the public to park in private off-street spaces reserved for their businesses.” o “Many participants expressed concern that the new development would reduce the supply of parking currently used by Downtown visitors and employees, while also creating new parking demand.”
o “Some people suggested that Redlands needed to construct a new parking structure with more convenient access to State Street.”
o “Multiple people believed stronger parking enforcement would help the parking situation.” Responses to Comment Group-3:
• It is not true that only half of the 2022 National Community Survey respondents were from Redlands.

Half of the downtown intercept survey respondents lived in Redlands; the intercept survey was created to better understand who visits Downtown Redlands. The National Community Survey, which included questions asking about citywide priorities, was for only Redlands residents, including residents who rarely visit the downtown.
• Although resident priorities for citywide resource allocation were not the theme of this study, they do provide important context from which to consider potential downtown parking solutions.

Comment Group-4:

Existing Parking Demand (pg. 8)
▪ STUDY: “Data collection occurred on Thursday, November 17, 2022, and Saturday, November 19, 2022.” o Two days, two days apart from each other in November is not enough to be representative of our issues. The study was also conducted on the days before and after the tree-lighting ceremony on November 18th which as we know brought hundreds to the area. ▪ STUDY: “peak parking demand occurred at 1 p.m. on Thursday.” o CHAMBER: The tree lighting was at 6PM on 11/18, and this study did not take that into account. o CHAMBER: This study is basing the recommendations on the results of these two days, and these days do not consider the busiest days of the year. Even with cell phone data being used to count as people in the area, how long does one have to be in the area to count? Are they counting Bowl and the international event timeframes? It’s hard to believe that in the months Walker showed at the Traffic and Parking Commission there was no spike in visitors in April, June, July, or August.

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Responses to Comment Group-4:
• Walker was aware of the tree-lighting ceremony, but the data collection effort was meant to capture more typical conditions. Generally, the busiest days of the year and special event dates are intentionally avoided when choosing dates for parking demand data collection, as was the case for this study.

However, downtown intercept surveys were conducted on November 18th, so Walker was able to qualitatively observe parking conditions in the area the evening of the tree-lighting ceremony, and it was noted that empty parking spaces were still available in the area, although many of these spaces were located in private, unshared lots.
• We followed up with Placer.ai, and someone must stay in the area for at least 7 minutes for their stay to count as a visit. The “visits trend” chart does not include pass-through traffic. The Redlands Bowl is located outside the study area, so visitors to the Redlands Bowl were not necessarily counted as downtown visitors. However, the largest events at the Redlands Bowl are concerts that begin in the evenings, outside the peak period of parking demand for the Downtown. For additional discussion of event parking, refer to the response to Key Takeaway-2 and the event data provided in Appendix A.

Comment Group-5:

Planned Development in the Study Area
▪ STUDY: “The three approved residential/mixed-use residential projects are project to provide enough parking to satisfy their parking needs. They plan to provide parking at or above the City’s minimum off- street parking requirements that were in effect at the time of their approvals.” ▪ STUDY: “On-street parking is the most convenient parking option and the first to fill up, and no matter how much off-street parking is provided, adjacent on-street parking will always be the preferred option for some customers, resident, and employees. The main impact of State Street Village on the downtown is the loss of temporary parking that the defunct Mall provided to the downtown area. Parking demand in the Redlands Mall lot will have to relocate and disperse throughout the study area.” o CHAMBER: Most of this parking demand will spread into the immediate residential neighborhood south of the Mall lot, which conveniently was kept out of the study area. The impact once the new developments are complete will be for visitors of those developments and visitors to continue their desire for street parking and stay in that area.

Response to Comment Group-5: It is true that higher utilization of on-street parking in the residential neighborhood south of the Mall lot is one possible impact of the new development. If the City wishes to preserve some street parking resources for residential use or ensure continued availability of at least some street parking spaces, there are various residential parking management strategies that may be considered in the future, but residential parking is outside the scope of this study.

Comment Group-6:

City Hall Site Development (pg. 24)
▪ STUDY: “Full retail frontage on Citrus Avenue. Retail footprint would potentially occupy space on ground and 2nd level since retail requires higher ceiling heights than parking as shown in the layout but could be designed to only occupy ground level space.”
▪ STUDY: “420 spaces over 4 levels”
o CHAMBER: It states 4 levels, but then only describes 3 levels. The difference in the number of spaces is vital, if the Chamber is to support the proposals included in the study.

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Response to Comment Group-6: The text for layout 1 should read “420 spaces over 3 levels” and will be updated. Walker notes that for both conceptual options, additional levels could be added, subject to City standards and requirements for building height.

Comment Group-7:

Downtown Parking Surveys (pg. 27)
▪ STUDY: “Survey Methodology”
o “The first day of surveys was done on Friday November 18th, between 8:00am and 5:00pm.” o “The second day of surveying was done on Friday, December 2nd, 2022.” ▪ STUDY: “Multiple choice Question Results”
o STUDY: “Approximately half of the 155 respondents lived in Redlands, and approximately half lived outside the City, with many coming from over 10 miles away.” ▪ CHAMBER: How did they get to Redlands? Did they drive, take the bus or train, or bike? o STUDY: “32 percent parking in a parking lot.”
o STUDY: “Of the 155 respondent, 25 percent indicated they were visiting downtown for less than an hour, 45 percent planned to stay for one or two hours, and 30 percent planned to stay for two or more hours.”
▪ CHAMBER: How will this be enforced?
Response to Comment Group-7:
• Walker reviewed the intercept survey results, which revealed that 91% of the respondents who lived outside of Redlands reported having driven and parked in Downtown Redlands. Others reported taking transit, taking a TNC, or walking; however, as the survey question asked for home location rather than trip origin, those who reported walking may have been staying with friends or family in Redlands. • With regard to time limit enforcement, as noted in the report, time limit enforcement is resource- intensive, as enforcement officers must observe the same vehicle on two separate occasions. Currently, enforcement happens only occasionally. Furthermore, some visitors and employees perceive time limit enforcement as unfair since the options for parking without time limits are limited. For these reasons, the recommendations include piloting paid parking (which is less resource-intensive to enforce than time limits) for prime downtown spaces and providing wayfinding and signage, as well as employee programs, directing longer-term parkers to free parking locations outside of the highest demand areas.